text:
<?php
class RPGHuman {

	public $fname;
	public $lname;

	public $gender;

	public $age;

	public $traits;

	public function getGender() {
		if ($this->gender) {
			if ($this->age < 17) return 'garçon';
			else return 'homme';
		} else {
			if ($this->age < 17) return 'fille';
			else return 'femme';
		}
	}

	public function getFullName() {
		return $this->fname . ' ' . $this->lname;
	}

	public function getTraits() {
		return implode(', ', $this->traits);
	}

}

class RPGHumanBuilder {

	public static $ffnames = null;
	public static $ffnames_count = null;

	public static $mfnames = null;
	public static $mfnames_count = null;

	public static $lnames = null;
	public static $lnames_count = null;

	public function __construct() {}

	public function build() {
		mt_srand();
		if (self::$ffnames === null) {
			$this->_initNames();
		}
		// Nouvel humain
		$human = new RPGHuman();
		// Genre
		$human->gender = mt_rand(0,1);
		// Nom
		if ($human->gender == 0) $human->fname = self::$ffnames[mt_rand(0, self::$ffnames_count-1)];
		elseif ($human->gender == 1) $human->fname = self::$mfnames[mt_rand(0, self::$mfnames_count-1)];
		$human->lname = self::$lnames[mt_rand(0, self::$lnames_count-1)];
		// Age
		mt_srand();
		switch(mt_rand(0,8)) {
			case 0:
				$human->age = mt_rand(5,112);
				break;
			case 1:
			case 2:
				$human->age = mt_rand(15,70);
				break;
			default:
				$human->age = mt_rand(17,45);
				break;
		}
		// L'humain est créé, on le retourne
		return $human;
	}

	private function _initNames() {
		self::$ffnames = file(dirname(__FILE__) . '/assets/txt/' . 'ffname.txt', FILE_IGNORE_NEW_LINES | FILE_SKIP_EMPTY_LINES);
		self::$mfnames = file(dirname(__FILE__) . '/assets/txt/' . 'mfname.txt', FILE_IGNORE_NEW_LINES | FILE_SKIP_EMPTY_LINES);
		self::$lnames = file(dirname(__FILE__) . '/assets/txt/' . 'lname.txt', FILE_IGNORE_NEW_LINES | FILE_SKIP_EMPTY_LINES);
		self::$ffnames_count = count(self::$ffnames);
		self::$mfnames_count = count(self::$mfnames);
		self::$lnames_count = count(self::$lnames);
	}

	public function setLevels() {}
}
?>


This incredible 2 bed, 2 bath home is located in the heart of the Bennett Valley in Santa Rosa. The home is 1,366 sq. ft., and features an open floor concept, making entertaining seamless. The large great room opens to a beautiful backyard with garden area that has been meticulously maintained. Hardwood floors, Vaulted ceilings, updated kitchen, and completely finished out garage, are just a few things this home offers.


When it is time to fix your smile, gone are the days when the only option was to get traditional metal braces. These devices can be quite bulky, and they are highly visible in the wearer's mouth. That can leave the person feeling even more self-conscious than before the braces were installed.
Things are much different now. There are a handful of devices that can be used to straighten a person's smile, like clear braces, ceramic braces and lingual braces that are much less visible than traditional braces.
Here are three different types of braces that are commonly used to deal with teeth alignment issues.
Despite the fact that many new alternatives have emerged, traditional braces are still the most commonly used orthodontic devices. This is due to the fact these devices remain the most affordable way to straighten teeth. Metal braces have evolved a great deal in recent years, and newer designs are slicker than their predecessors. Patients now have the option of customizing their device with the color of the favorite sports teams or whatever else suits their personal style.
Today's metal braces are less invasive than the bulky contraption people had to wear decades ago that looked like TV antennas. Some modern traditional braces even come with improved components, like heat-activated wires that use the patient's body heat to increase comfort.
Ceramic braces are similar to metal braces with only a few exceptions. Instead of using brackets made from metal, these are made out of ceramics and are customized to be the same color as the patient's natural teeth. Instead of the brackets being connected with metal wires, ceramic braces often come with clear wires, making them very hard to detect.
Clear braces are quickly becoming the most popular option when it comes to replacing missing teeth. It is a great solution for those who want to straighten their teeth without everyone they interact with being aware of their treatment.
The way these work is that the patient gets a series of aligners to wear for around two weeks at a time. Each pushes the person's teeth closer to the desired position.
Contact one of our dentists to learn more about the different types of braces.
Request a dental appointment here: https://familydentistphoenix.com or call Phoenix Family Dentistry at (602) 362-7061 for an appointment in our Phoenix dental office.
« What are the Different Types of Tooth Wear?


text:
Health Warnings On Individual Cigarettes Play A Role In Reducing Smoking
Health Warnings On Individual Cigarettes…
According the research study data it is exploring that smokers rate more which leading to the death rates; so the study deciding to provide health warnings on individual cigarettes; that could play a role in reducing smoking. Health warnings printed on individual cigarettes could play a key role in reducing smoking; according to new research from the University of Stirling.
Experts from Stirling's Institute of Social Marketing examining smokers perceptions of the warning Smoking kills on individual cigarettes as opposing to the message only appearing on packs. As the study finding; that smokers felt the innovative approach has the potential to discourage smoking among young people, those starting to smoke, and non-smokers.
Participants felt that a warning on each cigarette would prolong the health message, as it would be visible when taken from a pack, lit, left in an ashtray, and with each draw, thus making avoidant behavior more difficult. The visibility of the warning to others was perceived as off-putting for some because it was associated with a negative image.
Warnings on individual cigarettes
Within several female groups, the warnings were viewed as depressing, worrying and frightening; with it suggested that people would not feel good smoking cigarettes displaying a warning. The possibility of warnings on cigarettes is including in the Scottish Government's tobacco control action plan; Raising Scotland's Tobacco-free Generation.
It suggests changes to color, composition and/or warning messages on each stick. the opinion of 120 smokers, aged 16 and over, in 20 focus groups held in Edinburgh and Glasgow in 2015. But within every group, participants felt that warnings on individual cigarettes would potentially have an impact on themselves or others. But the consensus was that individual cigarettes emblazoning with warnings would be off-putting for young people; those starting to smoke, and non-smokers.
Anti-smoking campaigns
But this study suggesting that the introduction of such warnings could impact; the decision making of these groups. It shows that this approach is a viable policy option and one which would for the first time extend health messaging to the consumption experience. Too many young people are still taking up smoking.
However, the Government anti-smoking campaigns and tax rises on cigarettes; remain the most effective methods to stop young people starting smoking; but we need to continue to explore innovative ways to deter them from using cigarettes to ensure that youth smoking rates continue to drop. This study shows that tactics like making the cigarettes; themselves unappealing could be an effective way of doing this.
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redpajama_set_name: RedPajamaCommonCrawl


text:
Faculty Operations
Interview with Dr Ayan Dasvarma
Eastern Hill Precinct Manager Dr Ayan Dasvarma on the important contribution of professional staff to the successful, smooth running of the Faculty.
Hear more about the role of the Faculty's professional staff in this short video.
Ayan Dasvarma says he knows his work is going well when the people who rely on the services he and his team provide at St Vincent's Hospital and the Royal Victorian Eye and Ear Hospital do not know that he exists.
Dasvarma is the precinct manager at Eastern Hill for the Faculty of Medicine, Dentistry and Health Sciences. He works hand in hand with University Services and other managerial colleagues to ensure all infrastructure and operations are working well, so that more than 200 researchers and higher degree students in the precinct are able to get on with their research and research training.
Dasvarma has a PhD in genetics and is sympathetic to the struggles researchers face – in the laboratory with their experiments and with their funding applications.
"When I see an academic getting a research grant, when they have been working hard, when they put in a grant application working day and night, and they get the funding for, say, $2 million over five years – that is rewarding to me," he says.
Part of that reward is knowing that he and his team have contributed by managing the researcher's day-to-day operations behind the scenes. "If I am doing my job well people don't know that I am doing my job," he says.
Dasvarma hopes that the strategic plan's focus on reducing the bureaucratic burden for the research, teaching and professional staff working for the faculty will mean that his work is rewarding more often.
"In the current model, a lot of academics get frustrated because they find that something they feel that they shouldn't have to do – for example, administrative tasks such as getting a form signed – falls to them to complete. Or, they wonder why it hasn't been done and they have to follow up constantly."
Operations management works best when we work as a team with the Faculty and the University.
He would like to see more streamlined processes, so that he and his colleagues are given more responsibility and decisions are made closer to the ground. "It might be a bit radical but I would like to think that the University and the Faculty sees the department and the precinct as the primary organisational unit," he says. "That's where the business happens, that's where the magic happens, so to speak, and that's where I think we should put all our priorities in making sure everything operates effectively."
If the administrative staff "can see themselves as an integral part of contributing to a much bigger goal, then I think everyone will have much better job satisfaction . . . and be more empowered as well. They will also feel that they are working more closely with the academics, ensuring that the academics and the professional staff can develop solid and effective working relationships."
"Operations management works best when we work as a team with the Faculty and the University," Dasvarma explains. "So we all have the same goal – excellent research outcomes, excellent teaching outcomes and excellent engagement outcomes. As professional staff, I think we have a key part to play in that."


HJ: Difficult emotions can be doorways to deep self healing and awareness, but they can also be uncomfortable and so we tend to suppress or try to escape them… but, counterintuitively, accepting and embracing them is the key to having them pass rapidly and being able to see the wisdom that they contain for us. Asking yourself the question, "Why am I having this reaction to this situation?" or going even deeper, "What must I believe is true in order to be having this reaction?" will allow you to discover the root cause of the negative emotion. As you then begin to heal this part of yourself, the negative emotion stops arising altogether. However, in order to understand where it comes from in the first place, you must not suppress or escape, you must accept what is happening knowing there is great wisdom within it for you. Acceptance is ultimately the key to freedom, healing and full liberation of consciousness.
What we call "feelings" is simply what arises as a result of being alive. Our partner is late and we feel angry or disappointed. A friend criticizes us and we feel hurt or shame. These are normal human emotions. A loved one dies or a relationship ends and we feel sad. Life has many "necessary losses"— that is, ones that we cannot avoid. Being alive means experiencing life fully and embracing the mix of joy and sorrow that is a part of being human.


text:
UAE Report
Marcopolis presents the UAE Report focused on the investments, doing business, economy and other topics featuring interviews with key executives and government officials. The sectors under review are industry, telecom, banking sector, ICT, investments and more.
Top Interviews
Zones and Parks
Sector Analysis
Abu Dhabi real estate market is considered one of the fastest-growing in the region with development worth more than Dhs 460 billion. How do you assess the real estate sector in Abu Dhabi? What is the future hope for Abu Dhabi?
I think the future here is very exciting. Abu Dhabi is the capital city of the UAE, and it's also the largest emirate of the federation of the United Arab Emirates. It is growing; the whole region is growing and Abu Dhabi has to project itself as an international capital city. The market is very much driven by that. The growth of Abu Dhabi is going to increase. We have the 2030 report, which has come out from the Executive Council and the government of Abu Dhabi. It projects that we will grow from a population of 900,000 to somewhere round about 2.8 to 3 million by 2030. We need to serve that growing population and that is where Tamour is assisting Abu Dhabi. It needs to increase the developments and to work with the Abu Dhabi government in their various departments to provide high-quality residential and commercial developments to pace it for the increase in the commercial industry that will eventually be coming into the capital. That's the strategic plan for 2030. The urban planning council together with their consultants projected the future for Abu Dhabi in 2030 with regards to issues like commercial, tourism and the residential population in general.
How would you compare the real estate environment in Abu Dhabi and in Dubai?
I think in some elements they're very similar. The laws are very similar; the laws in Dubai and Abu Dhabi are really going to apply to most of the UAE. Each individual emirate has its own separate ways of dealing with things but in essence they're similar. The difference between Abu Dhabi and Dubai is that Abu Dhabi started a little bit later than Dubai. Dubai established itself very quickly and Abu Dhabi is following, but it's not copying, I think it's clear that Abu Dhabi has got its own strategy for development of real estate. However, it does look at the existing markets that are here. It's very difficult to get information because we're a very immature industry here so there's not very much information so we have to look at places like Dubai and the rest of the industry to get some kind of understanding of how trends are going. We always say, within Tamouh, that Dubai and Abu Dhabi have very different identities; a capital city and a major financial centre or tourist centre such as Dubai.
Would you say that Abu Dhabi is less regulated or more regulated?
I would suggest that Abu Dhabi is well regulated; it's an on-going process. We are looking at the property laws, regulations and codes; they are evolving as we grow. You can't start a new industry with completed legislation. For example, it has taken English law three to four hundred years to become what it is in property. We are very keen to look at other models, not just in the UAE but also others such as Western European models. I suppose we just need to look at what is the best out there and bring it to Abu Dhabi and the UAE.
Do you know some specific legislation that is being brought to the UAE?
In our start-up, we look at the Malaysian, Indonesian, Singaporean property laws. They were very similar to what we have tried to achieve here. We also looked at English laws, North American laws and even as far as Australia. These range from established industries to fairly new industries – 30 to 50 years old – and we're only two or three years old as an industry in Abu Dhabi and 10 years old in the whole of the UAE. It's always our goal to make sure we get the very best of what we can provide. As well as adapting the shari'ah laws that we have here; they're important and ultimately they will drive what laws we choose. We have to keep in mind the cultural and religious sense of the laws.
Tamouh is part of Royal Group, which is a major diversified conglomerate in Abu Dhabi. Can you tell us more about the structure of Royal Group and how Tamouh fits into this structure?
Royal Group is a very diverse group, ranging from communications, televisions to retail, catering, and high tech companies. We have quite a diverse range of services that has grown over the years. Tamouh fits into that as part of the real estate arm of Royal Group. We are a sister company with Royal Group; we are not the largest in terms of personnel but we are the largest in terms of our presence in Royal Group.
Do you see some collaboration with other companies within Royal Group?
Very much so. We do have a lot of interaction within Royal Group and with the companies they represent; such as construction companies, technology services that some of the companies are helping us with, such as the district cooling system that we've got through one of the Royal Group power companies and they are looking at providing us with a district cooling system for our projects. There are, in certain areas, quite close links between companies. However, we still go out into the market, we are not completely dependent on each company. Each company stands alone when it works outside the Royal Group.
Tamouh was established in 2005 and already it's the fourth largest developer in Abu Dhabi. What are your key success factors?
We just recently have moved outside Abu Dhabi into overseas developments. Our main flagship is Reem Island. We are one of three master developers on that island, which is just off the coast of Abu Dhabi city. We are currently developing between 50 and 60% of the total land area of Al Reem Island. The area of the island is around 800 hectares of developable land and Tamouh is the owner of 60% of that. We have a development program that will go on to 2025 to 2030, depending on the market. We see ourselves as the long-term investor in the Reem Island and we feel we just can't build it that fast. So, we're taking our time with the development. We will probably be one of the first developers to deliver our first project, which is Marina Square and our target is to finish that by the end of 2009 to the beginning of 2010.
How do you see your long-term strategy?
From Tamouh's strategy, our ultimate goal is to be a global player. I think, to establish that, we need to be very clear and put down solid roots. We are an Abu Dhabi based company and the majority of our developments are in Abu Dhabi. Once we have established ourselves in Abu Dhabi, then we will move out into the rest of the UAE and the Middle East. So, our ultimate goal is to be a global player, not just in developments and real estate, but as we are an investment company we would be looking at other areas and industries to make investments.
Why would an individual investor be interested in investing with Tamouh or in Abu Dhabi?
Abu Dhabi can offer a lot of things. It is a very vibrant market. It's a very stable market; politically and economically, which is one of the attractions for a lot of foreign investors. We have a diverse culture here; in fact, we have around 165 different nationalities all living in one area. That must be a record! There are so many people here all living in relative harmony and we are all doing what we came here to do. From my point of view, it's a very good area; the services, facilities and infrastructure are good. It has a different culture but not too different that you are lost, but it's a very good culture to immerse oneself from a family point of view and a business point of view. The emphasis on the Middle East is now growing and a lot of people are aware of what is happening in the Middle East for various reasons. Its location is very important as well. Traditionally, business used to skip this area; London to Tokyo, London to the Far East and Australia. The emphasis is now put on stepping into the Middle East, as a hub, to go to those areas as well as emerging markets such as China and India. Abu Dhabi, Dubai and the UAE are in the perfect position to serve those markets.
Regarding the individual investors investing with Tamouh, could we say they are mostly from Europe?
No, from our records and intelligence, we see, again, a wide diversity of investors. Investors come from the Far East, there are a lot of investors within the UAE and the GCC, not too many North Americans – I think we're a little too far away and perhaps not on their map yet, but a lot of Europeans – Italians, French, English coming to invest in some of the properties, Korea, China, India, Indonesia, Malaysia and Australia. We have talked to investors who are very keen to come into this market, and it's a very high growth market. It's very important to establish yourself, as you can see from some of the companies coming into Dubai and Abu Dhabi; they are big names in the commercial world.
Is this on the Abu Dhabi scale or just Tamouh in particular?
It's with Tamouh, as with Abu Dhabi and other companies. We have some of the biggest investment companies talking to Tamouh about investments. Some of these companies are from as far east as New Zealand all the way to Texas! So, it's quite a wide range of companies.
What are some challenges that Tamouh is facing? Shortages of labour and contractors?
In general, the construction market has put a lot of demand of resources over the last two to three years. Like all construction companies, we need to source our resources very early, such as materials, and non-skilled and skilled labour. It comes down to good timing; if you plan well you resource your labour. However, there is no getting away from it; there is generally a shortage of labour, the prices of some raw material, such as cement and steel, are premium. For us, it makes us plan our next development to make sure the resources are available. Inflation always going to be a problem as these prices go up and continue to go up and that eventually has to be passed on to the consumer who will have to pay more money. We don't want to do that and we try not to. From Tamouh's point of view, we started our first development around four years ago, we sold it about two years ago and the prices have risen but we've stuck by our original prices – we made a commitment – and that's because we made good planning at the early stages, we sourced our materials and resources to ensure we don't have to back to the individual and ask them for more money.
Do you think, in the future, resourcing might get more difficult?
I think what will happen is, the markets within the UAE will expand. Regarding cement, steel and aluminium, we are starting to build our own smelters and cement factories and we will probably import more cement eventually. We're just gearing ourselves up, from a resources and raw material point of view, far better than we have over the years for the simple reason that Abu Dhabi and Tamouh were new and the market was not sufficient to meet the demands. There's a lag but I'm sure over the next two to three years that will be taken up.
How are you progressing on your projects?
Very well. We are on schedule to complete our first flagship, which is the Marina Square development on Al Reem Island and that is due at the end of 2009 or beginning of 2010. We are looking at launching the next two phases of Al Reem Island, which are City of Lights and The Cove. They are all sold, we are in design phase and we should be breaking ground in the next six to eight months to be ready for delivery in around 2011 to 2012.
Could we say that you are a global company? Do you have strategic international partners?
I think so. For anyone to go global you really have to have solid roots and that is what our target is, it is to establish ourselves with good fundamentals, good corporate governances, policies and procedures. No one is going to global companies that don't have those and we wouldn't work with people who didn't have solid foundations and understood the market. That's what we're establishing and over the last three years we've gone through the process of establishing ourselves, building ourselves up and concentrating on delivery; it's very important that we deliver our projects and deliver the quality that we say we will. We're marketing, from our point of view, as developers of a building rather than individual apartments. It's important that people have confidence that Tamouh can deliver and people are confident and that's why we've been awarded the Vietnam project.
Is this how you are going to build global recognition?
I think so. I think it's important for people to recognise us. We want people to recognise the name Tamouh as synonymous with delivering projects on time within the budget and delivering quality and giving people what they want. Good communication with investors and customers is important. It's no good me delivering Sports City in an area where there are no people or where people want houses. It's no good me delivering pent houses and seven bedroom luxury houses where no one can afford them. So, it's important for us to deliver what people want and need in those areas, whether it's social housing, villas, complexes, retail or commercial. The whole spectrum of development is important to give people what they want.
Is there any particular message you would like to convey?
Before people judge the Middle East, Abu Dhabi and the UAE from the outside, I think they need to experience it and I encourage people, if they really want to invest, to come to the UAE, Dubai and Abu Dhabi, and talk to the people. I think it's important to have dialogue with people. We are gradually coming out of our region and spreading the word and we have a lot of companies who do that, such as Emirates, Etihad, Al Dar and Emaar. However, that's just a tip of the iceberg. There are a lot of solid, good quality companies within the UAE that are probably not as well known as those companies but I think if anyone is interested in investing, whether it's a personal investment or a corporate investment, they really need to come and talk face-to-face with the people here. I think it's important because that's when they will get a much better idea and understanding of the people, culture and environment and of this region.
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I'm not sure how much I've told on here . but a few weeks before Christmas my mom was rushed in to emergency surgery on her neck/spine . she is doing pretty well but its slow going . a week later my step mom went into surgery on her lower back/spine ( the funny thing is both have the same first name) she is starting to better as well. I put off going to college till at least summer . however I'm thinking I'm going to go over the local adult school and take a course on phlebotomy so I can work part time while going to school . there's more going on but I cat spill the beans yet bit its a good thing I think! It makes me happy at least .
I hope both your moms are doing okay. And it sounds like you still intend to go to school which is a good thing.
Oh yes my classes for the service dog training classes didn't have enough people and will start in the fall . figured instead of taking just gen ed classes I'd go this route and work on getting a dependable car and my driver's license . something that someone has held over my head for awhile .
There is always a need for phlebotomists! Great idea. Glad your moms are doing well after their surgeries.
Thanks! I feel like I am slowly getting my life together. Very slowly but I'm getting there!


A vintage Gucci bag is far more than a handbag or piece of luggage. It is nearly a century of colorful history and social change. In 1920, Guccio Gucci, an immigrant worker who had been employed in a hotel in Paris, had been so impressed with the fine luggage he saw there, that he began a shop of his own in Florence. Florence was a city famed for its artisans. He hired skilled leather workers, and although he set up his shop for industrial style production, he emphasized craftsmanship and excellent finish.
The first bags were leather. But during World War II, because of shortages, the Gucci bags were made of canvas. Guccio Gucci had three sons, and when they were old enough, he expanded the company. Stores were opened in Milan and Rome, and more items were added. Handbags, shoes, silks and knitwear, as well as the original luggage pieces were marketed, all bearing the GG logo. For a time, it seemed the company could do no wrong.
But then Maurizio Gucci took over the company in 1983. There had already been disputes and problems, and it quickly became clear that Maurizio was unable to manage the company successfully. In 1988, he was forced to sell the company to Investcorp. There were several years of change following that sale, but the company continued to grow and produce fine clothing, handbags, and luggage. One of the changes included, for a time, part-ownership with Stella McCartney and other notables. Currently, the CEO is Marco Bizzarri. Bizzarri emphasizes social responsibility, and as of 2018, fur is being removed from Gucci creations.
Gucci bags have long been synonymous with quality. As you might guess, vintage Gucci bags are unlikely to be an item that you will find in your average vintage clothing shop. In some cases, a vintage Gucci bag might well be worth more than a current production item.
Even slightly distressed Gucci items could be worth a great deal. But when you are carrying a Gucci bag, you can feel as if you are among the privileged of the world.
With a vintage look and design, this Gucci embroidered bag is perfect if you're looking for something classy and elegant. You don't have to worry about fakes thanks to the manufacturer-provided authenticity card. As it's from Gucci, you can expect high-quality materials and craftsmanship.


text:
Q: Error while running sqoop import - ERROR manager.OracleManager: Failed to rollback transaction I am using sqoop to load data from oracle db to hive
Specification:
CDH-5.5.1
Sqoop 1.4.2
Initialisation:
    export SQOOP_HOME=/opt/cloudera/parcels/CDH-5.5.1-1.cdh5.5.1.p0.11/lib/sqoop
    export HIVE_HOME=/opt/cloudera/parcels/CDH-5.5.1-1.cdh5.5.1.p0.11/lib/hive
    export HADOOP_CLASSPATH=/opt/cloudera/parcels/CDH-5.5.1-1.cdh5.5.1.p0.11/lib/sqoop/lib/ojdbc7.jar:/opt/cloudera/parcels/CDH-5.5.1-1.cdh5.5.1.p0.11/lib/hive/lib/*
    export HADOOP_USER_NAME=hdfs
    export PATH=$PATH:$HIVE_HOME/bin

Sqoop Command:
sqoop import --connect jdbc:oracle:thin:@<host>/<pluggable DB SID> --username username --password password --table tablename -m 1 --hive-import --hive-table hivetablename

On execution, I get the following error
    16/06/01 16:11:37 INFO manager.SqlManager: Executing SQL statement: SELECT t.* FROM VEHICLEDETAILS t WHERE 1=0
    16/06/01 16:11:37 WARN manager.SqlManager: SQLException closing ResultSet: java.sql.SQLException: Could not commit with auto-commit set on
    16/06/01 16:11:37 ERROR manager.OracleManager: Failed to rollback transaction
    java.sql.SQLException: Could not rollback with auto-commit set on
        at oracle.jdbc.driver.PhysicalConnection.rollback(PhysicalConnection.java:2423)
        at org.apache.sqoop.manager.OracleManager.getColumnNames(OracleManager.java:767)
        at org.apache.sqoop.orm.ClassWriter.getColumnNames(ClassWriter.java:1207)
        at org.apache.sqoop.orm.ClassWriter.generate(ClassWriter.java:1062)
        at org.apache.sqoop.tool.CodeGenTool.generateORM(CodeGenTool.java:82)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:390)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)
    16/06/01 16:11:37 ERROR manager.OracleManager: Failed to list columns
    java.sql.SQLException: Could not commit with auto-commit set on
        at oracle.jdbc.driver.PhysicalConnection.commit(PhysicalConnection.java:2356)
        at oracle.jdbc.driver.PhysicalConnection.commit(PhysicalConnection.java:2403)
        at org.apache.sqoop.manager.OracleManager.getColumnNames(OracleManager.java:764)
        at org.apache.sqoop.orm.ClassWriter.getColumnNames(ClassWriter.java:1207)
        at org.apache.sqoop.orm.ClassWriter.generate(ClassWriter.java:1062)
        at org.apache.sqoop.tool.CodeGenTool.generateORM(CodeGenTool.java:82)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:390)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)
    16/06/01 16:11:37 INFO orm.CompilationManager: HADOOP_HOME is /opt/cloudera/parcels/CDH-5.5.1-1.cdh5.5.1.p0.11/bin/../lib/sqoop/../hadoop
    Note: /tmp/sqoop-root/compile/1d122ab0d74da045fd45da7a765f595d/VEHICLEDETAILS.java uses or overrides a deprecated API.
    Note: Recompile with -Xlint:deprecation for details.
    16/06/01 16:11:38 INFO orm.CompilationManager: Writing jar file: /tmp/sqoop-root/compile/1d122ab0d74da045fd45da7a765f595d/VEHICLEDETAILS.jar
    16/06/01 16:11:38 ERROR manager.OracleManager: Failed to rollback transaction
    java.lang.NullPointerException
        at org.apache.sqoop.manager.OracleManager.getPrimaryKey(OracleManager.java:828)
        at org.apache.sqoop.manager.SqlManager.getSplitColumn(SqlManager.java:408)
        at org.apache.sqoop.manager.SqlManager.checkTableImportOptions(SqlManager.java:427)
        at org.apache.sqoop.manager.SqlManager.importTable(SqlManager.java:462)
        at org.apache.sqoop.manager.OracleManager.importTable(OracleManager.java:380)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:403)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)
    16/06/01 16:11:38 ERROR manager.OracleManager: Failed to list columns
    java.sql.SQLException: Could not rollback with auto-commit set on
        at oracle.jdbc.driver.PhysicalConnection.rollback(PhysicalConnection.java:2423)
        at org.apache.sqoop.manager.OracleManager$ConnCache.getConnection(OracleManager.java:190)
        at org.apache.sqoop.manager.OracleManager.makeConnection(OracleManager.java:283)
        at org.apache.sqoop.manager.GenericJdbcManager.getConnection(GenericJdbcManager.java:52)
        at org.apache.sqoop.manager.OracleManager.getPrimaryKey(OracleManager.java:814)
        at org.apache.sqoop.manager.SqlManager.getSplitColumn(SqlManager.java:408)
        at org.apache.sqoop.manager.SqlManager.checkTableImportOptions(SqlManager.java:427)
        at org.apache.sqoop.manager.SqlManager.importTable(SqlManager.java:462)
        at org.apache.sqoop.manager.OracleManager.importTable(OracleManager.java:380)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:403)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)
    16/06/01 16:11:39 INFO manager.OracleManager: Time zone has been set to GMT
    16/06/01 16:11:39 ERROR manager.OracleManager: Failed to rollback transaction
    java.sql.SQLException: Could not rollback with auto-commit set on
        at oracle.jdbc.driver.PhysicalConnection.rollback(PhysicalConnection.java:2423)
        at org.apache.sqoop.manager.OracleManager.getPrimaryKey(OracleManager.java:828)
        at org.apache.sqoop.manager.SqlManager.getSplitColumn(SqlManager.java:408)
        at org.apache.sqoop.manager.SqlManager.importTable(SqlManager.java:464)
        at org.apache.sqoop.manager.OracleManager.importTable(OracleManager.java:380)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:403)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)
    16/06/01 16:11:39 ERROR manager.OracleManager: Failed to list columns
    java.sql.SQLException: Could not commit with auto-commit set on
        at oracle.jdbc.driver.PhysicalConnection.commit(PhysicalConnection.java:2356)
        at oracle.jdbc.driver.PhysicalConnection.commit(PhysicalConnection.java:2403)
        at org.apache.sqoop.manager.OracleManager.getPrimaryKey(OracleManager.java:825)
        at org.apache.sqoop.manager.SqlManager.getSplitColumn(SqlManager.java:408)
        at org.apache.sqoop.manager.SqlManager.importTable(SqlManager.java:464)
        at org.apache.sqoop.manager.OracleManager.importTable(OracleManager.java:380)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:403)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)
    16/06/01 16:11:39 INFO mapreduce.ImportJobBase: Beginning import of VEHICLEDETAILS
    16/06/01 16:11:39 INFO Configuration.deprecation: mapred.jar is deprecated. Instead, use mapreduce.job.jar
    16/06/01 16:11:39 ERROR manager.OracleManager: Failed to rollback transaction
    java.lang.NullPointerException
        at org.apache.sqoop.manager.OracleManager.getColumnNames(OracleManager.java:767)
        at org.apache.sqoop.mapreduce.DataDrivenImportJob.configureInputFormat(DataDrivenImportJob.java:164)
        at org.apache.sqoop.mapreduce.ImportJobBase.runImport(ImportJobBase.java:194)
        at org.apache.sqoop.manager.SqlManager.importTable(SqlManager.java:465)
        at org.apache.sqoop.manager.OracleManager.importTable(OracleManager.java:380)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:403)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)
    16/06/01 16:11:39 ERROR manager.OracleManager: Failed to list columns
    java.sql.SQLException: Could not rollback with auto-commit set on
        at oracle.jdbc.driver.PhysicalConnection.rollback(PhysicalConnection.java:2423)
        at org.apache.sqoop.manager.OracleManager$ConnCache.getConnection(OracleManager.java:190)
        at org.apache.sqoop.manager.OracleManager.makeConnection(OracleManager.java:283)
        at org.apache.sqoop.manager.GenericJdbcManager.getConnection(GenericJdbcManager.java:52)
        at org.apache.sqoop.manager.OracleManager.getColumnNames(OracleManager.java:751)
        at org.apache.sqoop.mapreduce.DataDrivenImportJob.configureInputFormat(DataDrivenImportJob.java:164)
        at org.apache.sqoop.mapreduce.ImportJobBase.runImport(ImportJobBase.java:194)
        at org.apache.sqoop.manager.SqlManager.importTable(SqlManager.java:465)
        at org.apache.sqoop.manager.OracleManager.importTable(OracleManager.java:380)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:403)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)
    16/06/01 16:11:39 INFO Configuration.deprecation: mapred.map.tasks is deprecated. Instead, use mapreduce.job.maps
    16/06/01 16:11:39 INFO Configuration.deprecation: session.id is deprecated. Instead, use dfs.metrics.session-id
    16/06/01 16:11:39 INFO jvm.JvmMetrics: Initializing JVM Metrics with processName=JobTracker, sessionId=
    16/06/01 16:11:40 INFO mapreduce.JobSubmitter: Cleaning up the staging area file:/tmp/hadoop-root/mapred/staging/hdfs1761993336/.staging/job_local1761993336_0001
    Exception in thread "main" java.lang.IncompatibleClassChangeError: Found interface org.apache.hadoop.mapreduce.JobContext, but class was expected
        at org.apache.sqoop.config.ConfigurationHelper.getJobNumMaps(ConfigurationHelper.java:53)
        at com.cloudera.sqoop.config.ConfigurationHelper.getJobNumMaps(ConfigurationHelper.java:36)
        at org.apache.sqoop.mapreduce.db.DataDrivenDBInputFormat.getSplits(DataDrivenDBInputFormat.java:121)
        at org.apache.hadoop.mapreduce.JobSubmitter.writeNewSplits(JobSubmitter.java:304)
        at org.apache.hadoop.mapreduce.JobSubmitter.writeSplits(JobSubmitter.java:321)
        at org.apache.hadoop.mapreduce.JobSubmitter.submitJobInternal(JobSubmitter.java:199)
        at org.apache.hadoop.mapreduce.Job$10.run(Job.java:1307)
        at org.apache.hadoop.mapreduce.Job$10.run(Job.java:1304)
        at java.security.AccessController.doPrivileged(Native Method)
        at javax.security.auth.Subject.doAs(Subject.java:422)
        at org.apache.hadoop.security.UserGroupInformation.doAs(UserGroupInformation.java:1671)
        at org.apache.hadoop.mapreduce.Job.submit(Job.java:1304)
        at org.apache.hadoop.mapreduce.Job.waitForCompletion(Job.java:1325)
        at org.apache.sqoop.mapreduce.ImportJobBase.runJob(ImportJobBase.java:141)
        at org.apache.sqoop.mapreduce.ImportJobBase.runImport(ImportJobBase.java:202)
        at org.apache.sqoop.manager.SqlManager.importTable(SqlManager.java:465)
        at org.apache.sqoop.manager.OracleManager.importTable(OracleManager.java:380)
        at org.apache.sqoop.tool.ImportTool.importTable(ImportTool.java:403)
        at org.apache.sqoop.tool.ImportTool.run(ImportTool.java:476)
        at org.apache.sqoop.Sqoop.run(Sqoop.java:145)
        at org.apache.hadoop.util.ToolRunner.run(ToolRunner.java:70)
        at org.apache.sqoop.Sqoop.runSqoop(Sqoop.java:181)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:220)
        at org.apache.sqoop.Sqoop.runTool(Sqoop.java:229)
        at org.apache.sqoop.Sqoop.main(Sqoop.java:238)

I am using ojdbc 7 jar and oracle 12c database and jdk 8

A: Use "--query select * from VEHICLEDETAILS" instead of "--table VEHICLEDETAILS"
See This Post https://discuss.zendesk.com/hc/en-us/articles/204206528-Sqoop-import-fails-to-import-oracle-table-with-Could-not-commit-with-auto-commit-set-on-

A: I use the below query to import data to hive table from mysql. It should work with Oracle as well. Only you need to modify the jdbc url
sqoop import --connect jdbc:mysql://localhost:3306/retail_db --username retail_dba -P --table customers --target-dir /temp1 --hive-table stackOverflow --hive-import

PLEASE LET ME KNOW IF IT HELPS

redpajama_set_name: RedPajamaStackExchange


text:
News arrow_forward CGA Law Firm Elects Evan M. Gabel, Esq. to Shareholder
CGA Law Firm Elects Evan M. Gabel, Esq. to Shareholder
access_time Posted on: January 7th, 2022
CGA Law Firm is pleased to announce the election of Evan M. Gabel, Esq. to shareholder. Evan provides legal services in the areas of municipal law, business and corporate law, real estate law, and estate planning and administration. "He is a hard-working and affable attorney." CGA Law Firm Executive Committee member, Craig Sharnetzka, stated. "Evan has substantial knowledge in his specific areas of law and keeps the legal team apprised of trends and changes in legislation."
Evan assists clients in residential and commercial real estate matters, and with their estate planning and administration needs. He also has considerable experience representing municipal authorities, townships, and boroughs, as well as small business entities throughout South Central Pennsylvania.
Graduating with honors, magna cum laude, Evan earned his Juris Doctorate from the University of Mississippi, where he served as a member of the Mississippi Law Journal. He completed his undergraduate degree at George Mason University, graduating with highest honors, summa cum laude. Evan is a graduate of Spring Grove High School.
He is a member of the York County Bar Association. He serves his community as an Executive Committee member of the Board of Directors for the ARC of York County, the Robert H. Griffith Holiday Basketball Classic, and the Eddie Khayat – George Tarasovic Celebrity Golf Classic. He also works closely with Mid Penn Legal Services to offer pro bono representation for low-income families. Evan was been honored with a Pro Bono Recognition Award from the York County Bar Association for his work with pro bono clients.
label Tags: Evan Gabel, shareholder | work Posted by Business and Corporate Law, Estate Planning and Administration, Evan Gabel, Municipal Law, Real Estate Law
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Teens lead pretty busy lives. Most shuffle between school, sports, and social events. So, is it really surprising that dental care often gets neglected? Unfortunately, a lack of good oral hygiene habits can result in dental problems, such as cavities and gum disease.
That is why we encourage teens to maintain a routine schedule of twice-yearly dental exams and cleanings. Dr. Yamen Akhras also offers a full range of dental services to meet the restorative and cosmetic dentistry needs of our teen patients. The professional dental care for teens offered at our Orland Park, IL practice, along with education regarding good at-home oral hygiene habits, help our patients get through their teen years with the strength, health, and beauty of their smile intact.
Despite their busy schedules, it is important that teens learn to value the benefits of professional dental care and at-home oral hygiene habits. Parents can encourage this mindset by ensuring that their teens undergo routine dental exams and cleanings at least twice a year. These appointments are key to preventing dental complications, as well as diagnosing any potential problems before they reach advanced stages. Dr. Akhras also takes advantage of these appointments as an opportunity to teach and encourage at-home oral hygiene habits that will benefit teen patients throughout their lives.
Even if a teen has the best intentions, it is unrealistic to expect the health of the teeth to remain untarnished. Every day, the teeth are exposed to sugars, starches, and acids, all of which attract bacteria. It is common for bacteria to build up and lead to the formation of plaque and tartar. Plaque and tartar are too strong to be removed through regular brushing, so tooth decay is common among our teen patients. Dr. Akhras offers a range of restorative dentistry services to repair dental damage and restore the health of the tooth. However, with routine dental care, decay is caught early, and can be treated with a simple dental filling.
The teeth do a lot of growing and shifting during the teen years. As a result, misalignment and crooked teeth are common problems for our teen patients. Dr. Akhras offers teeth straightening treatment to improve the position of the bite and produce straight, attractive teeth.
One teeth straightening treatment that is especially popular among teen patients is Invisalign®. Invisalign® shifts the teeth without using any uncomfortable brackets or wires. Instead, teens progress through a series of clear, plastic aligners that can be removed to make eating and oral care easier.
The wisdom teeth often come in during the teen years. Unfortunately, these teeth can negatively impact the adjacent teeth, because most patients don't have room along the jawbone to accommodate them. If the wisdom teeth are a problem, Dr. Akhras can perform wisdom tooth removal. Wisdom tooth removal is a safe procedure that protects the health of remaining teeth while preserving the structure of the smile.
At Premier Dental & Implant Center, Dr. Yamen Akhras offers a full range of dental services that benefit the smiles of teen patients. If you are looking for quality dental care for yourself and your family, schedule an appointment with Dr. Akhras at your earliest convenience. We look forward to hearing from you!


text:
No-dread Tuesdays by @BloggersRUs
No-dread Tuesdays
by Tom Sullivan
The Forbes headline couched today's special election in Kansas in words mixed with battery acid: Paul Ryan Could Lose Another Trumpcare Vote Tuesday In Kansas. The Cook Political Report has moved the race from Likely Republican to Lean Republican. Forbes begins:
The GOP is worried it might lose Kansas' seemingly safe Fourth District seat in the U.S. House of Representatives that had been held by Mike Pompeo, a Republican, who was confirmed in January to be CIA Director. Momentum has been building for the Democrat, Army veteran and civil rights attorney James Thompson in his race against Republican state treasurer Ron Estes.
Given what Gov. Sam Brownback's experiment in trickle-down Randism has done to the state's economy, who can blame the state treasurer for seeking the nearest exit? Brownback gave Estes a leg down last week by vetoing a bipartisan bill to expand Medicaid to the state's nuevo poor, now with even less funding for education thanks to Brownback's policies.
KMUW Wichita describes Thompson as "a Sanders-inspired newbie" who "grew up dirt poor, mainly in Oklahoma, and he served in the Army, a fact he promotes in his advertisements." He narrowly defeated a more well-known local politician at local Democrats' nominating convention in February. Thompson has the backing of liberal blog Daily Kos, and Democracy for America has asked volunteers to call into the Fourth District.
Forbes continues:
"Democratic energy and enthusiasm are way up in Kansas' Fourth district, and Republicans are worried enough that they have started pouring resources into the race in the last week," the Washington Examiner reported Friday.
Republicans have mounted a rescue mission, dropping robocalls from President Trump and Vice President Pence by the thousands. Paul Ryan has emailed Republican donors asking for money to prop up Estes. Republicans have spent about $100,000 in the last week on the last-minute effort:
"That's the best indicator of any that there's some possibility of an upset," said Burdett Loomis, a political science professor at the University of Kansas who studies elections in the state. He said the the push by national party leaders suggests they might have data that foretells a competitive election. (There has not been much public polling on the race, which has also not drawn much attention from the Democratic Party at large.)
Not to be out-last-minuted by Republicans, the Democratic Congressional Campaign Committee's brain trust began aiming live calls at the district on Monday. A spokesperson gave a post hoc explanation for why the DCCC arrived late for its own party. Huffington Post:
A DCCC official who spoke with The Huffington Post on Monday, however, argued that the party's involvement would have been "extremely damaging" to Thompson because it would have been used against him by Republicans, who have poured significant money into the race. Thompson has performed better than expected in the race because he stayed under the radar, the official added.
"Now that the race is being nationalized, and the involvement of a national party committee can't be used against him, we don't want Thompson to go unprotected," the official said, adding that the race provides an opportunity to test messaging for future elections.
It's that kind of "unnamed official" savvy that has cost the Democratic party over 60 seats in the House plus hundreds of legislative seats and a dozen governorships since 2008. Simply put, if you don't show up to play, you forfeit. It is not yet clear that the party has abandoned its "forfeit to win" strategy for a renewed 50 state plan in 2017. Still, there is some reason for optimism in Kansas and beyond, Cook reports:
Even a single-digit finish in a seat like KS-04, with a Cook PVI score of R+15, would portend big trouble for Republicans in next week's special primary election in GA-06, which has a PVI score of R+8. There is a real chance Democrat Jon Ossoff, who is dramatically outspending the rest of the field while the main GOP contenders turn on each other, could hit 50 percent on April 18 and avoid a runoff. As such, we are moving GA-06 to Toss Up.
It might be time to stop dreading Tuesdays. Send Jon Ossoff some love, won't you?


The Employee Shareholder: What it means?
From September 1st, 2013 the employment laws in the UK have changed to enable employees to waive some of their employment rights in exchange for shares in their employer. These shares will qualify for some tax reliefs.
These new "employee shareholders" are able to give up some employment rights but they still retain some employment rights and be subject to a notice period, but it will potentially increase flexibility for employers in some areas.
Employee shareholders are employees who have agreed to waive certain of their employment rights (primarily the right to claim ordinary unfair dismissal, the right to receive a statutory redundancy payment and, except in limited circumstances, the right to request flexible working) in exchange for the grant of shares.
Existing employees can be offered this employee shareholder status, however if they do not accept the offer then they cannot be discriminated against in any way. Offers to new employees could be made on the basis that they must become employee shareholders, but if they decline the post on this basis, the only other alternatives are for the company to offer a 'normal' employment contract or simply not to go ahead with the recruitment of that individual.
The employee must be provided with a written statement of the terms applicable to their arrangement, including details of any restrictions on the shares which they are to receive.
The employee must also take legal advice on those terms, from an independent legal adviser or union representative and the cost of such advice must be borne by the employer. This is still the case even if the employee decides that they do not want to become an employee shareholder.
The payment of this advice by the company will not be taxed as a benefit in kind on the individual.
Employees will have a 7 day cooling off period in which to change their minds.
Employee shareholders can receive £2,000 of shares free of income tax and social security contributions. As mentioned above, any shares issued in excess of £2,000 in value will be taxed as normal income at marginal tax rates.
Capital gains on Employee Shareholder shares are exempt from capital gains tax. If however the employee has acquired shares in excess of £50,000, only the gain attributable to the £50,000 of shares will fall within the exemption with any balance of gains being subject to capital gains tax in the normal manner.
Valuation of the initial shares must be certain that they have issued at least £2,000 of shares in order to satisfy the requirements and therefore it would be advisable for companies to agree a share valuation with HMRC in advance.
It gives employees a tax efficient way to invest in their employer and aligns interests of the employer and employee.
It gives companies more flexibility with their workforce, in relation to certain terminations of employment and in changing employees' terms and conditions of employment. It should also reduce the number of requests for flexible working.
£2,000 of shares is a relatively small value compared to the maximum compensation award that could be awarded under unfair dismissal (the lower of 52 weeks' pay or £72,400), and it may only be a relatively small portion of a company's share capital to give away to obtain this potential benefit.
Where share prices are expected to rise, this arrangement could offer valuable future benefit for employees.
Employee shareholders are not waiving all of their employment rights. They will still be able to bring claims in respect of for example discrimination and whistleblowing. Employee shareholders will also still be entitled to minimum statutory notice periods, holiday and sick pay, so employers still need to observe and understand the applicable employment laws.
For some small companies, giving £2,000 of shares to numerous employees will not work as those shares will represent too great a proportion of their overall share cap.
New shares being issued will mean that there will be a number of new shareholders. The articles of association and/or shareholders agreement will need to set out what happens to those shares if the employee leaves employment.
If there are external investors on board, investor consents may be required.
The rules are new and untested. It remains to be seen how widely they will be adopted in the UK, and whether employees will generally be willing to accept them.
From the people that we have spoken to at the time of writing this, there is a real groundswell of opinion that giving up employment rights in the current market is not something that they would entertain and that some other form of tax favoured option scheme provides a better answer for them. However, if the circumstances are right such as in a start up situation where the employment protection afforded is less valuable, this could be a good opportunity to incentivise a work force from the outset at a time when commitment is paramount.
Michelmores can assist in either of two ways. The first is in relation to the implementation of the scheme for the employer by advising on the revised employment law issues, the tax issues and draft the necessary documents to put the scheme in place.
The second way is to provide independent advice to the employees again in relation to their employment law and tax position as is required by law.
If you require any further assistance or advice on this matter, please contact Brian Garner on 01392 687662 or brian.garner@michelmores.com or your usual Michelmores contact.


text:
The National Assembly Majority Whip
Hi, admin
Submitted by Michael Riethmuller on 2 July 2018
Hon. Benjamin Washiali, CBS, MP, is the Majority Whip in the National Assembly and also serves as the Member for Mumias East Constituency. Born in October 1961, Hon. Washiali is married and a devoted Christian.
Hon. Washiali attended Maraba Primary School and Lubinu Secondary School before undertaking his Kenya Advanced Certificate of Education (K.A.C.E.) at Naitiri High School. He thereafter a Diploma in Export Practice & International Marketing from the Kenya School of Exports & Imports. Hon. Washiali also holds Bachelor Degree on Business Administration at the University Empresarial de Costa Rica.
Hon. Washiali has had a distinguished career life that includes serving as the Logistics Officer at Uplands Bacon Factory, Logistics Officer at the National Cereals & Produce Board, Manager at Logistics Freight Ltd, and Managing Director of Sea-Sky Express Ltd.
Hon. Washiali was first elected to Parliament in 2007 as Member for Mumias Constituency, whereupon he also served as the Deputy Whip in the Majority Coalition in the 10th Parliament. He was re-elected in 2013 to represent Mumias East Constituency and further served as the first Deputy Whip of the Majority Party in the National Assembly under the new Constitution. Hon. Washiali secured a third consecutive term in Parliament in 2017, and additionally serves as the Majority Whip in the 12th Parliament.
Hon. Washiali has been an active member of several Parliamentary Committees including House Broadcasting Committee, Lands & Natural Resources Committee, Agriculture, Livestock & Cooperatives, Committee on Appointments, Committee on Selection, Environment and Natural Resources Committee and the House Business Committee.
Awards, honours and recognitions obtained by Hon. Washiali include the Chief of the Burning Spear (CBS) conferred to him by H.E. President Uhuru Kenyatta, CGH. He has further received appreciation from the Amateur Boxing Association and has actively participated in the Western Education Advocacy & Empowerment Programme, Kenya (Opportunities for Children in Western Kenya (OCWK) Project).
Hon. Washiali is a dedicated leader committed to the principles of good governance, strategic development and people-centred national growth and progress.


text:
Q: Defining C macros in preprocessor if statements Below I change the value of the function that I call depending on the value of INPUT:
#include <stdio.h>

#define INPUT second
#if INPUT == first
#define FUNCTOCALL(X) first(X)
#elif INPUT == second
#define FUNCTOCALL(X) second(X)
#endif

void first(int x) {
    printf("first %d\n", x);
}

void second(int x) {
    printf("second %d\n", x);
}

int main() {

    FUNCTOCALL(3);

    return 0;
}

However, the output is first 3, even if INPUT is equal to second, as above. In fact, the first branch is always entered, regardless of the value of INPUT. I'm completely stumped by this - could someone explain what stupid mistake I'm making?

A: The c preprocessor only works on integer constant expressions in its conditionals.
If you give it tokens it can't expand (such as first or second where first and second aren't macros)
it'll treat them as 0 and 0 == 0 was true last time I used math. That's why the first branch is always taken.
6.10.1p4:

... After all replacements due to macro expansion and the defined
  unary operator have been performed, all remaining identifiers
  (including those lexically identical to keywords) are replaced with
  the pp-number 0, and then each preprocessing token is converted into a
  token. ...

A: You have no macros first and second defined. Be aware that the pre-processor is not aware of C or C++ function names!* In comparisons and calculations (e. g. #if value or #if 2*X == Y), macros not defined (not defined at all or undefined again) or defined without value evaluate to 0. So, as first and second are not defined, INPUT is defined without value, and the comparison in both #if expressions evaluates to 0 == 0...
However, if you did define the two macros as needed, they would collide with the C function names and the pre-processor would replace these with the macro values as you just defined them, most likely resulting in invalid code (e. g. functions named 1 and 2)...
You might try this instead:
#define INPUT SECOND

#define FIRST 1
#define SECOND 2

#if INPUT == FIRST
#define FUNCTOCALL(X) first(X)
#elif INPUT == SECOND
#define FUNCTOCALL(X) second(X)
#else
# error INPUT not defined
#endif

Note the difference in case, making the macro and the function name differ.
* To be more precise, the pre-processor is not aware of any C or C++ tokens, so it does not know about types like int, double, structs or classes, ... – all it knows is what you make it explicitly aware of with #define, everything else is just text it operates on and, if encountering some known text nodes, replacing them with whatever you defined.


The faculty of the College of Arts & Sciences believes each student should strive toward breadth and depth of study, as represented in the formal requirements. The faculty also believes that primary responsibility for selection of an academic program rests with the student, in consultation with academic advisers. This freedom of choice carries with it a corresponding responsibility for the consequence of such choices, and students are therefore expected to familiarize themselves with and meet the requirements detailed below.
The degree requirements for the Bachelor of Arts degree in Arts & Sciences are designed to provide students with strong and sustained training in writing and numerical applications; to enable students to construct a coherent program in which courses reinforce each other in challenging and productive ways; and to take advantage of two distinctive features of the academic environment at Washington University — the strong tradition of cooperation among faculty working in different disciplines and the fact that teaching and learning at Washington University draw energies from an environment of vigorous and creative research.
The College of Arts & Sciences regards active student engagement in curricular planning as central to successful student learning. Each semester, students' advisers will help them project a personalized academic plan that responds to what they have already learned — about the university, about the structure and aims of intellectual disciplines, and about themselves.
College Writing I (3 units): Students demonstrate proficiency in reading and writing English and begin to develop mature skills in framing and revising arguments by completing course work determined by The College Writing Program with grades of C- or better. This requirement should be completed in the first year.
Applied Numeracy (3 units): Students develop their skills in numerical applications by completing one of an approved list of "AN" courses with a grade of C- or better. Students often find that there is an AN course in their major field of interest. This course may also satisfy other degree requirements.
Social Contrasts (3 units): For students matriculating 2017 and beyond. Students take one course whose primary emphasis is on the formation, maintenance or impact of social categories such as race, ethnicity, gender, class, sexual orientation, religious affiliation, ability status or other categories. This course, which may be taken credit/no credit, must be selected from an approved list of "SC" courses; it may also satisfy other requirements.
Writing-Intensive Course (3 units): To consolidate their written communication skills, students must take a writing-intensive course, preferably in their major field. The course, selected from an approved list of "WI" courses, must be completed with a C- or better; it may also satisfy other requirements.
Up to 12 units of the area requirements may be taken credit/no credit.
For a detailed list of Integrations, visit the Course Listings website.
Students must complete a major of no fewer than 18 units of courses numbered 300 or above with a grade of C- or better. Degree completion is based on the primary major of record. At least half of the units for the major must be completed in residence. Students are strongly encouraged to complete a capstone experience in their major as a way of culminating their undergraduate education.
For more details regarding majors — including information on second majors, special majors, and majors across schools — visit the main Arts & Sciences section of this Bulletin. For more information regarding specific departments' major requirements, visit the Majors pages of this Bulletin.
Students must complete 120 units with at least 30 units in advanced courses (numbered 300-level and above). The 30 units in advanced courses may include the number of advanced units required for the major.
Students must have an overall GPA of at least 2.0.
Students must earn the final 30 units toward the degree at Washington University, enrolled in the College of Arts & Sciences. Students pursuing 3-2 degrees should follow the requirements laid out by their master's programs.
Students must be recommended by the College of Arts & Sciences to the Board of Trustees.
No more than 24 units may be earned using the credit/no credit option, and no more than 12 of the 24 credit/no credit units may be for area distribution requirements.
No more than 15 units of pre-matriculation credit may be counted toward the degree. Pre-matriculation sources include Advanced Placement (AP), International Baccalaureate (IB), British Advanced (A) Levels, and course credit earned by proficiency (i.e., back credit). For the class matriculating in the fall of 2016 and later, pre-matriculation sources also include college courses taken after the sophomore year in high school but not applied toward the high school diploma; for the classes entering prior to fall 2016, such courses may be included only if they were taken after the junior year in high school. Credits earned via the High School Summer Scholars or High School College Access programs through University College are considered to be pre-matriculation units and are subject to the same regulation.
Students may not earn more than 12 units toward the bachelor's degree in group and/or individual performance courses. Exceptions may be made for students majoring in departments requiring a large number of performance courses for the major, such as dance, drama and music.
No more than 12 units of work may be taken outside the College of Arts & Sciences during the first and sophomore years. Thereafter, additional work may be taken with the approval of the adviser, provided that the student earns at least 90 units of credit in Arts & Sciences course work.
No more than 18 units of credit in independent study may be applied to the AB; no more than 6 units of independent study may be attempted in a single semester.
No more than 6 units of internship credit may be applied to the AB; no more than 3 units of internship credit may be attempted in a single semester.
A student may receive no more than a total of two majors and one minor or one major and two minors.
Transfer students who have not taken a college writing course at their prior school will take College Writing 1 in their first year at Washington University. Students who have taken such a course may be eligible to submit a writing portfolio to the College Writing Program for evaluation. The program director will review the portfolio to determine if the College Writing 1 requirement has been satisfied or if the student must complete additional writing course work.
The transfer advisers will evaluate a student's transcript on an individual basis. Generally speaking, a student transferring after one year at another school may count the other institution's course work toward the college's area requirements; however, the three required integrations must be completed through courses taken in residence.
Transfer students must be enrolled for at least four consecutive full-time semesters to satisfy the residency requirement. They must complete a minimum number of units at Washington University and a minimum number of units in the College of Arts & Sciences, according to the following table. No more than 3 units per semester may be taken on a credit/no credit basis.
Conferral of the degree finalizes the student's academic record at Washington University. No changes can be made to the student's academic record after May 31 for a spring degree, October 31 for a summer degree, or January 31 for a fall degree. All students are strongly advised to obtain a copy of their final transcript, available for order from the Office of the University Registrar via WebSTAC.


text:
August 3 : Charity Premier Of G.I. JOE: The Rise of Cobra
On August 3 Rhode Island fans of G.I. JOE will be able to see their favorite action heroes come to life at a special charity premiere of G.I. JOE: The Rise of Cobra, hosted by Hasbro, Inc. 100% of ticket sales will go to Hasbro Children's Hospital and Bradley Hospital. Tickets are on sale now.
This charity premiere gives Rhode Islanders and G.I. JOE fans the chance to watch their heroes on the big screen and play a part in being a hero themselves by supporting two hospitals that provide vital care to children. All the funds raised at the premiere will support programs and services at the two hospitals in Rhode Island. In addition to the premiere party and advance screening of G.I. JOE: The Rise of Cobra, those purchasing tickets will receive a unique gift pack of G.I. JOE products and other Hasbro collectibles. Fans will also have a chance to meet some of the actors from the movie.
The evening will feature a preshow party at the Showcase Cinemas in Warwick, R.I., beginning at 6:15 p.m. with the movie screening at 7:30 p.m. Tickets are available now for $75 and can be purchased by calling (401) 727-5637.
G.I. JOE: The Rise of Cobra will appear in theaters nationwide on August 7, 2009.
Paramount Pictures and Hasbro, whose previous collaboration was the worldwide blockbuster "TRANSFORMERS," join forces with Spyglass Entertainment for another extraordinary action-adventure "G.I. JOE: The Rise of Cobra." From the Egyptian desert to deep below the polar ice caps, the elite G.I. JOE team uses the latest in next-generation spy and military equipment to fight the corrupt arms dealer Destro and the growing threat of the mysterious Cobra organization to prevent them from plunging the world into chaos. "G.I. JOE: The Rise of Cobra." is directed by Stephen Sommers ("The Mummy," "The Mummy Returns").
Popular 80s Cartoons
The Buzz On Coffee
Yu-Gi-Oh! Card Game
Tags: movie movies film big screen charity films joe rise hospital theatre charities cobra
Action Stars
Fave Female Action Star?
Jennifer Garner in Elektra.
Halle Berry in Catwoman.
Cameron Diaz, Drew Barrymore and Lucy Liu in Charlie's Angels.
Anna Paquin in X-Men.


text:
Kate Walsh Shares Her Ultimate Cat Mom Tips for the Holidays
by Giovana Gelhoren
Giovana Gelhoren
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December 6, 2022 at 5:42pm PM EST
Kate Walsh & Pablo Courtesy Purina Tidy Cats
From Emily in Paris to Grey's Anatomy, Kate Walsh has graced our screens for many years and become a true household name. And though we know her as an actress, there's another title she also holds true: cat mom. Walsh is a proud mom of ginger cat Pablo, who's going strong at a whopping 18 years old.
In an interview with SheKnows, Walsh, a partner for Tidy Cats Lightweight Litter, talked all things pets and shared her expert advice for fellow cat owners this holiday season.
"My cat Pablo turned 18 this year, and after nearly two decades of holidays together, we've gotten pretty good at finding ways to celebrate that work for both of us," Walsh says. "These are some easy tricks for making sure my season stays festive while Pablo stays happy and healthy."
Most of all, Walsh reiterates that having a cat shouldn't mean totally excluding them from the party. "The pets are part of the family and so you don't want to hide them," she explains, "you want to integrate them into all the festivities."
Though that may be true, Walsh understands the fear that cats and kittens could destroy everything in sight, from Christmas trees to special occasion china. "I usually try to keep breakable ornaments towards the top of the tree," she says, adding that finding out what works has been "trial and error." Among her successful trials was giving Pablo his very own "little stocking" filled with "cat toys, catnip little mice and crinkly toys so they can play with."
"With Tidy Cat we're trying to just also encourage letting them be integrated, but keeping the place your space tidy," she adds, noting that for her that means readjusting the kitty litter out of the guest bathroom, her usual go-to spot. "Make sure it's in a quiet, calm place," she advises.
Related story These Calming Cat Collars Are an Amazon-Favorite 'Game Changer' for Anxious & Agitated Pets
Adding to the list of things to look out for, Walsh shares that many Christmas symbols like poinsettias, holly berries, mistletoe, and the water under live trees can be toxic to cats. "Keep it real high or put it away," she says.
As for what to look out for when gifting a cat parent, keep what's toxic for cats in mind too. "I wanted to say get fake everything, but you do want to be mindful of it," she says. Most of all, Walsh encourages giving cats some gifts too. "Catnip toys, cat scratchers and puzzle feeders can go a long way."
As for the social aspect of the holidays, Walsh encourages all cat parents to "let them do what they need to do." She explains, "Don't force them to be social, but equally you don't want to lock them away either."
With Pablo, she doesn't seem to worried. With 18 years under his belt, Walsh says "he's his own man" and knows he can do whatever he wants in big events. "He'll retreat when he wants to retreat."
As an ending piece of advice in our chat, Walsh offered a universal suggestion: "I really love to encourage people to give to their local shelters. There's always the furry friends in need and even taking old toys that your cat may not be interested in anymore and dropping it off at a shelter. You can drop off things like lightweight litter, food, you can volunteer, so it's not just like if you're writing a check. I think it's a nice way to give back."
Keeping all our cats safe and merry this holiday season, we love to see it!
Before you go, click here to see the best Netflix shows you should be watching right now.


I just installed the Mailenable 7 beta and it states that the license has expired.
Unlicensed: (1E) No license key has been configured this server. Software has been in evaluation for 15644 days.
Do I have to create a new license, or what do I have to do to get it running?
And besides, is there a plan when this version will be available for production?
I have the same issue with Standard version 8.0 beta. Deleting registry keys, files in Program Files and reinstalling does not help.
Also, IMAP is not working, there is no "IMAP" in the console (it is still shown in the old configuration console from C:\Program Files (x86)\Mail Enable\Bin\MailEnable.msc, but not in the new one from C:\Program Files (x86)\Mail Enable\Admin\MailEnableAdmin.msc).


The main theme in fiscal 2017 was the beginning of our full-scale transition of the role as holding company from "managing telecommunications business" to "making strategic investment". For the Finance Unit meanwhile, it was a very busy year. I am proud that we have achieved solid results with respect to both financing and investment, which should enable us to facilitate the beginning of this major paradigm shift.
With a view to transitioning to a strategic holding company and in light of the near-term business environment, we undertook new financing, implemented refinancing, and restructured requirements of each financial transactions.
In fiscal 2017, SoftBank Vision Fund embarked upon full-scale investment activities. The total committed capital of SoftBank Group Corp. for SoftBank Vision Fund is $28.1 billion.*1 To fulfill this obligation, we employed a range of different financing methods in a carefully-planned manner, one of which was the issuance of U.S. dollar-denominated hybrid notes equivalent to approximately ¥500.0 billion. These hybrid notes are undated subordinated notes that are simultaneously eligible for treatment as 50% equity for the purposes of credit ratings and recorded as equity in the consolidated financial statements. Thus, we were able to raise a significant amount of funds while strengthening our creditworthiness. In addition, we undertook financing that effectively utilized Alibaba shares (non-recourse to SoftBank Group Corp.), which we used to fund acquisitions of certain assets that may be transferred to SoftBank Vision Fund.
Furthermore, in light of our current financial position, we were able to raise long-term funds from a broad range of investors, mainly in Asia and Europe, by issuing a total of ¥700.0 billion in U.S. dollar-denominated senior notes and euro-denominated senior notes (collectively referred to as Notes Issued in 2017). Also, we restructured the conditions of existing foreign currency-denominated notes. Specifically, we partially amended the covenants of foreign currency-denominated senior notes issued in 2015 to match those of Notes Issued in 2017. The aim of the amendment was to secure financial flexibility in preparation for the investment activities of SoftBank Vision Fund and the listing of the subsidiary SoftBank Corp. In addition, we extended the maturity of debts by refinancing the funds used for the acquisition of Sprint and Arm and others.
As of March 31, 2018, This amount includes the use of Arm shares for the performance of an obligation that is equivalent to a contribution of approximately $8.2 billion.
In fiscal 2017, we invested actively worldwide. SoftBank Vision Fund and Delta Fund invested a total of $29.7 billion in an array of companies with the potential to lead their respective fields. I am pleased with this strong start, which includes such investments as NVIDIA, already generating significant unrealized gains. With respect to investments made outside the framework of the funds, the SoftBank Group acquired the investment firm Fortress, which invests diversely around the world, made a new investment in Uber, and further invested in DiDi.
Meanwhile, I often hear from investors that the share price of SoftBank Group Corp. is discounted as the SoftBank Group's current market capitalization is significantly below the total fair value of its investment asset shareholdings. In my analysis, the main reason for this is that we have not been able to show the actual performance which our series of recent large-scale investments will deliver returns to shareholders. We believe that we can narrow the discount by carefully explaining the returns expected to be generated by Sprint, which recently entered into a definitive merger agreement*2 with T-Mobile, Arm, and SoftBank Vision Fund, while making actual results.
The transaction is subject to Sprint and T-Mobile stockholder approval, regulatory approvals, and other customary closing conditions. The transaction is expected to close no later than the first half of 2019. Upon completion of the transaction, the combined company is expected to become an equity method associate of the SoftBank Group, and Sprint will no longer be a subsidiary of the SoftBank Group.
Despite the SoftBank Group's recent efforts to monetize its holding assets, it is still likely to be perceived as a corporate group with significant debt and interest payment burdens. Through continuous improvements, at one point we lowered the consolidated net leverage ratio*3 to about 1.0 times*4 from 6.2 times*4 in 2006, right after the acquisition of Vodafone K.K. Currently, however, the ratio is above 4.0 times,*5 reflecting the fact that our business scale is expanding again due to aggressive investments.This is generally considered a high level of debt.
Until now, the SoftBank Group's value has been assessed based on a business model in which the domestic telecommunications business and the holding company are integrated as a single entity. Going forward, SoftBank Group Corp. will perform the role of maximizing the SoftBank Group's enterprise value by enhancing the value of investees and creating synergies across the SoftBank Group. I believe this major change from a telecommunications business to an investment business will significantly change how our creditworthiness is evaluated.
Previously, the evaluation of the SoftBank Group's creditworthiness mainly reflected the leveraging of the domestic telecommunications business as the earnings of this business accounted for a large share of the consolidated financial results. Specifically, financial evaluations were based on cash generating capabilities, such as consolidated EBITDA and consolidated free cash flow. Going forward, as the investment business becomes central, the criteria for evaluating the SoftBank Group's creditworthiness will shift to the asset value of investees and the return on investment from dividends and asset disposal with additional consideration given to the net leverage ratio of the domestic telecommunications business.
We will evaluate debt attributable to the investment business by using the debt coverage ratio, which assesses the extent to which the equity value of investees covers the debt. Net interest-bearing debt attributable to the SoftBank Group's investment activities of ¥6.7 trillion*6 versus equity value of shareholdings of ¥22.9 trillion*7 gives a debt coverage ratio of 29%, which is a sufficiently safe level, in my view. Of course, when the capital markets fluctuate the market capitalization of shareholdings changes accordingly.
Therefore, to guard against unexpected market fluctuations, we must be able to maintain safe, stable financial management. To realize impregnable financial management that can withstand all kinds of market volatility, we set 35% as a guide for the upper limit of the debt coverage ratio for the investment business. Meanwhile, for the debt attributable to the domestic telecommunications business, we evaluate the cash generation capabilities of SoftBank Corp. as a source of funds for repayments. The net leverage ratio of the domestic telecommunications business, which is the net interest-bearing debt*8 of SoftBank Corp. divided by its adjusted EBITDA, was 2.6 times as of March 31, 2018. We consider this an adequately safe level for a telecommunications carrier.
In addition to firmly managing the abovementioned two ratios, we conduct financial management that is resilient against sudden changes in market conditions by maintaining a cash position that is sufficient to redeem debts for at least the upcoming two years. At the Finance Unit, we will continue to pursue for the most optimum leverage that can maximize the enterprise value, while adhere to strict financial discipline.
Cash position includes future proceeds from the sale of Supercell shares. Financial liabilities relating to the sale of shares by variable prepaid forward contract for Alibaba shares, net interest-bearing debt of SoftBank Vision Fund and Delta Fund, and net interest-bearing debt (deposits for banking business – cash position) of The Japan Net Bank are deducted from net interest-bearing debt. Of the funds procured through hybrid notes and the hybrid loan, 50% are treated as equity in the calculations.
As of March 31, 2018. Financial liabilities relating to sale of shares by variable prepaid forward contract for Alibaba shares and net interest-bearing debt of the domestic telecommunications business, Sprint, Yahoo Japan (including The Japan Net Bank), Arm, and SoftBank Vision Fund and Delta Fund are excluded. Of the funds procured through hybrid notes and the hybrid loan, 50% are treated as equity in calculations.
I was appointed as a chief financial officer of SoftBank Group Corp. on April 1, 2018. Even as the SoftBank Group goes through the paradigm shift toward a strategic holding company, the Finance Unit will remain ready to take on the challenges of proactive financial management. What I mean by proactive is the realization of financing that is in lock-step with the direction and pace of the SoftBank Group's management strategy. Especially on the financing side, we must have expertise and insight in areas such as market dynamics, stakeholders' interests, and various financing schemes. At the same time, we will address investors' concerns that the SoftBank Group's business updates and strategies are hard to follow due to its rapid business development, by disclosing comprehensible information and explanations. It is important for us to explain the value of our investment assets and their returns, particularly through quality disclosure about SoftBank Vision Fund. As the indices that are central to our financial strategy have changed significantly, I am keenly aware of our responsibility to explain the new indices more carefully and thoroughly than ever before. Mindful that our financial strategy has moved onto a new phase corresponding to the SoftBank Group's organizational strategy, I will focus on enhancing dialogue with the capital markets to improve investor satisfaction levels with respect to disclosure and eventually an increase in the SoftBank Group's enterprise value will begin to realize.


text:
A portrait of Power, Authority and Control
By Dominic Muwanguzi
Science- fiction animations dominate today the creative industry through the production of comic characters in films and literature that showcase the high- end technological innovations in art and science. This innovation provides fascination to many young people because of its ability to demonstrate the unusual and herald the idea of pushing the boundaries of creativity. As such, Andrew Arim, from a generation of youthful artists practising on the Kampala contemporary art scene, taps into this subject of sci-fiction characters to exhibit his passion to experiment with elements of futuristic technology fused with his realistic style of painting while figuratively stimulating discourse on the political, social and religious status quo. Yet this artistic venture is not by coincidence; but partly as a result of his background as an animator and social scientist-he's a graduate of BA in Social Science from Kyambogo University, Kampala.
The artist employs the technique of deploying a dominant fictitious character in his narrative on canvas. Mister Lion, a male character with a lion's head- a figurative representation of the archetypical male with a domineering and masculine aura- dressed in sleek suits, posing with a cigar, sitting crossed legged; a symbol of being in control, popping champagne and more often than not sandwiched in a bevy of beautiful women or reveling in their saucy caresses. On other occasions, Mister Lion parrots the role of the clergy (Pope or Bishop) with a rather cheeky twist in his poise and that of his aides (altar boys). The message in these portraitures is clear: the artist is cross-examining the theme of power, authority and control as exercised by the male figure in society today. The sleek suits, cigars, beautiful women and expensive champagne (Bellaire Champagne) connote wealth and power. In the event that a man's financial position is improved, he will naturally endorse such finest thing in life. Here, the portrait of the central character sitting in a comfy leather chair with legs crossed as he plants a kiss on the cheek of a beauty queen sitting on the floor with her legs stretched out in provocative fashion, does not come as a surprise, nor does the image of the central character, reveling in the smooth touches of two sassy girls on a cozy bed with money spread-out on the bed, puzzle the audience. Otherwise, such scenes inspire conversations on what it really means to be wealthy and inadvertently have control and possess power over those that surround you.
Arim skillfully concentrates on the facial expressions of his subjects in the drawing. In the painting where the babe is kissed on the cheek, her eyes are wide open and cast towards the money (both local and foreign currencies) spread out on the floor. At this point, it obvious that the "sweetheart" is not enjoying the kiss and cannot wait for it to end so that she can get hold of the cash. This scenario reverberates in the nature of relationships today that is largely defined by convenience: one needs to provide something to elicit the affection of their lover. On the political front, it connotes a sign of exploitation, greed and deceit that prevail mostly in a capitalistic system of governance. The political elite that weld power and authority accumulate as much as possible from the poor majority and what they get is never reciprocated. Similarly, the Church is traditionally known as a fountain of power and honour resulting from the wealth it keeps in its treasury. However, such power and authority are abused today with some of the clergy using it for their selfish ends inspiring a myriad of controversy in the cathedrals.
The approach of layering the drawings with two or more colours portrays the artwork in a way that it appears more than real. The characters in the paintings look like they were plucked from a real-life scene. More so, this technique inspires the element of sophistication and affluence of the artwork. Indeed, the characters in the painting look affluent and obviously project an image of someone in control and less bothered by the struggles of the post-modern world. With such composition, the artist is able to eloquently convey his message to the audience because naturally, they can relate to these images: the familiar pictures of international celebrities like Kanye West or Justin Bieber popping expensive champagnes and posing with beautiful women like Kim Kardashian or Rihanna that trend on social media.
In this creative pursuit, it is obvious that the artist is intent to paint a vivid picture of how those with power and authority live their life with sheer opulence. It is a trait that is familiar in all mankind but mostly manifests itself in personalities that are in leadership positions and those that society sometimes defines as successful. As such, this body of work is a query into human behaviour and how absolute human beings can be when exposed to things like power and wealth. In many instances, when someone's status is improved and they have the power and authority in their respective communities, they want to show it off as much as possible. The result of such exhibitions is social ills like greed, deceit, manipulation and exploitation that are prevalent everywhere in the world today.
Nevertheless, Arim's figurative portraits stimulate dialogue on how artists today can integrate elements of technology like comics in their art. It is an undertaking that is largely inspired by an insatiable appetite to experiment and push the boundaries of traditional art making. In light of this experimentation, the artist is sufficiently capable of rousing debate on hard topics without necessarily being overtly controversial. This makes his art palpable to larger audiences and his creativity cannot be underscored because it evokes critical questions and answers to life.
Profile Page (Arim Andrew)