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Live Review: Paul McCartney at Barclays Center in Brooklyn (6/10)
by Dale W. Eisinger
on June 11, 2013, 1:24pm
Maybe it was the bored woman with the Grateful Dead tattoo scalping floor seats for $350, or the middle-aged trio toking with all their might on The Smallest Joint In The World. Maybe it was the graybeard in a Sun Records shirt berating his limping friend in a tie-dye Rainforest Café tee for not bringing a flask, or maybe it was the two 17-year-old girls in matching, hand-painted-and-frayed crop tops, announcing their desire to record a song with Paul McCartney. The confluence of all of these people I met outside the Barclays Center in Brooklyn for the second-to-last show of this leg of McCartney's Out There tour screamed a shellacked flower-power idealism. The vision of the '60s was not dead. The bohemian simply melded with the bourgeois.
"Do they still give out parking tickets?" McCartney asked about halfway through his three-hour, 38-song set, following the Beatles Sgt. Pepper's classic "Lovely Rita". "Are the people giving tickets still as lovely as Rita?" These are McCartney's concerns in 2013: not parking tickets (he probably hasn't received one since 1967) but just making sure the meter maids are up to snuff.
Then again, calamity and loss seemed to be on the mind of McCartney Monday night. The through-line of the show was tribute. The band tagged a few bars of "Foxy Lady" to the end of "Let Me Roll It", in honor of Jimi Hendrix. McCartney then told an anecdote about Hendrix asking for help tuning his guitar so he could impress Eric Clapton. "This is a song I wrote for Linda," he announced before the opening grand piano riff of "Maybe I'm Amazed". Before going into "Another Day", he dedicated the song to producer Phil Ramone, who passed away earlier this year. When he took an acoustic guitar to a 25-foot-riser, he spoke on the opportunities of today, urging the crowd to share thoughts and compliments with loved ones today, when we have the opportunity. He then dedicated "Here Today" to John Lennon, saying it was a conversation he and John never got to have. And when the band returned to the stage for a rendition of the Abbey Road classic "Something", he dedicated the song to George Harrison. "I played this with him then and I play it with him now."
Here, as on "Eleanor Rigby" and "Being For The Benefit of Mr. Kite!", the composition was slightly (understandably) stripped from the recorded version. "Something" spiraled from a ukulele solo intro into an added section of the sky-high chorus. It was expansive and warm. "…Mr. Kite!" sounded less carnival pomp and more straight psych and it smelled so heavily of weed during this cut it could have been pumped into the house through the fog machines. These were among the most unexpected, though the surprise of "Helter Skelter" in the second encore was both mind-blowing and ear-shattering.
Though McCartney's life has been one of the more scrutinized of the last five decades, making no secrets of his losses and tribulations, this all felt remarkably vulnerable of the 71-year-old. He makes even a room the size of the Barclays Center feel like a tea parlor. He responded to fans who yelled "Good job Paulie!" and spoke directly to those in the front rows about the '60s. He remains charming, witty, and impulsive, not passing up any opportunity for a good story or a joke.
Following "Ob-La-Di, Ob-La-Da", he stepped up to the mic and refrained the chorus to a ditty about breakfast food. At one point, he talked about how he tries to read the messages on the crowd's many signs, while also singing lyrics and remembering the chords. "And this one," he said, referring to a banner. "Brooklyn girls do it eight days a week? Could be true. I don't know. And I'm not going to find out." So perhaps more representative of his secret of staying so solid after 50 years on stage is to just play it as it lies. Both his voice and demeanor were youthful, spry, and congenial.
Through all the fireworks of "Live and Let Die" and the strange Jeff Koons videos of giant, inflatable balloon dogs in landscape projected behind the band, the spectacle seemed requisite only for the size of the show. McCartney's greatest strength has always been about connecting on two deeply human levels: love and loss. Decades past, these songs never fail to make those two basic human emotions bubble up. On Monday night, the sadness of the past almost cracked his cheeky veneer. His immense success and sometimes haughty demeanor have kept him away from blue-collar adulation. But for that, the glimpses of all this pain and the humility in the tribute, it brought him off that two-story riser — he's still toiling through the pits of misery as best he can, just like the rest of us, always on the same basic level.
Photography by Dale W. Eisinger.
Junior's Farm
Listen to What the Man Said
Let Me Roll It / Foxy Lady
Nineteen Hundred and Eighty-Five
Maybe I'm Amazed
Mrs. Vanderbilt
Band on the Run
Encore 1:
Hi, Hi, Hi
[nggallery id=502]
Watch Elvis Costello and Mumford & Sons cover Bruce Springsteen's "The Ghost of Tom Joad"
Italians Do It Better release After Dark 2 for free


Dr. Rebecca Hierholzer is the Founder and Chief Executive Officer of COVERSA – Collection of Victim Evidence Regarding Sexual Assault ¬– a not-for-profit organization dedicated to providing quality, compassionate post sexual assault patient care. COVERSA provides the services of SANE (Sexual Assault Nurse Examiners) to area hospitals, including North Kansas City Hospital in North Kansas City, MO and Centerpoint Medical Center in Independence, MO, Ray County Hospital, Lafayette Regional Hospital, Liberty Hospital, Research Medical Center, St. Joseph Health Center, Cass County Hospital, Belton Regional Medical Center, Lee's Summit Medical Center, Excelsior Springs Medical Center in Missouri and Overland Park Regional Medical Center in Kansas. Dr. Hierholzer is also an Emergency Physician at Morningstar Emergency Physicians of Team Health, St. Francis Health Center, in Topeka, Kansas.
Dr. Hierholzer is extensively credentialed and educated. She earned her combined BA/MD degree at the University of Missouri, Kansas City School of Medicine. She then did her internship, and residency in Emergency Medicine, at Truman Medical Center in Kansas City. She later earned her Master's of Business Administration in Health Care from the American Intercontinental University. She is licensed in the State of Missouri and the State of Kansas, and is board-certified by the American Board of Emergency Medicine. She is certified in Advanced Cardiovascular Life Support and Pediatric Advanced Life Support.
Dr. Hierholzer has had numerous professional appointments in the Kansas and Missouri areas. In the past she was the Medical Director of the NKC SANE Program at North Kansas City Hospital, before establishing COVERSA, as well as their Express Care Clinic. She was Medical Director of the Chest Pain Center at St. Francis Health Center. She is a fellow of the American College of Emergency Physicians, and a Clinical Assistant Professor of Emergency Medicine at the University of Missouri, Kansas City.
Dr. Hierholzer is a member of many professional organizations, including the National Association of Professional Women, the Kansas City Coalition Against Human Trafficking, the International Association of Forensic Nurses, the Missouri State Medical Association, Kansas Medical Society, the American Medical Association, and the American College of Emergency Physicians, Forensic Section, Missouri and Kansas College of Emergency Physicians. She contributed a chapter in the publication, "Evaluation and Management of the Sexually Assaulted or Sexually Abused Patient" Second Edition, American College of Emergency Physicians, 2013. She is also a past officer on the Board of Directors of the Metropolitan Medical Society of Greater Kansas City. She currently represents the physicians of the State of Missouri as an AMA delegate.
Dr. Hierholzer was recognized for her professional accomplishments by Non-Profit Connect as a Rising Star, 2014, the National Association of Professional Women, which named her "Woman of the Year" 2012-2013. She was also named Emergency Physician of the Year 2010 by the Missouri Emergency Nurses Association.
Bristol Who's Who Member Dr. Rebecca Hierholzer can be found on the Who's Who Directory where she is looking forward to networking with you.


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Річард Наджент (; 1621 чи 1623 – 25 лютого 1684) – ІІ граф Вестміт – ірландський аристократ, із так званих «старих англійців» - нащадків англійських поселенців в Ірландії ХІІ століття, що протягом століть змішувались з ірландцями, переймали їх мову та культуру і зберігали вірність католицизму.

Життєпис
Річард Наджент – онук Річарда Наджента – І графа Вестміт та Дженет Планкетт. Отримав титул графа Вестміт після смерті свого діда в 1641 році. Матір'ю ІІ графа Вестміт була леді Енн МакДонелл – дочка Реналда МакДонелла – І графа Антрім та його дружили Елліс О'Ніл – дочки Х'ю О'Ніла – графа Тайрон (короля Тір Еогайн) та його першої дружини Кетрін Магенніс.

До 1641 року він одружився з Мері – вдовою Крістофера Планкетта – молодшого сина Крістофера Планкетта – VIII барона Дунсані. Мері була донькою Томаса Наджента – І баронета Мойрат та його дружини Елісон Барнуолл – дочки Роберта Барнуолл з Робертстауна, що в графстві Міт.

У 1641 році спалахнуло повстання за незалежність Ірландії. На початку цього повстання його дід – теж Річард був випадково поранений під час сутички і помер – його намагались захопити і повстанці, і урядові війська. На початку повстання Річард Наджент був за межами Ірландії і спробував повернутися до Ірландії. Його дід знав, що Річард збирається приєднатися до повстанців, це не схалював, але і не засуджував. Його тут же заарештували і звинуватили в підтримці повстанців. Якимось чином йому вдалося визволитись і через деякий час він був уже командиром кавалерії Ірландської конфедерації. У 1647 році він брав участь в битві на пагорбі Данган. Отримав поразку і потрапив в полон. Але якимось чином визволився з полону. І через деякий час знову був в лавах повстанців. Був генералом армії Лейнстеру в 1650 – 1652 роках. Його як полководця критикували: звинувачували в тому, що він ніколи не водив солдат в бій і не заручався підтримкою народу. Під час жорстокого подавлення ірландського повстання Олівером Кромвелем, коли повстанці програвали і відступали, Річард Наджент спалив замок Клонін – свою головну резиденцію, щоб вона не потрапила до рук ворога. Після поразки повстання він здався на милість переможців, просив про помилування і запевняв, що він лояльний до нового режиму, що було ганебно і огидно. Але не дивлячись на це в нього були конфісковані землі і він був виселений в Коннахт. Після реставрації монархії і приходу до влади короля Карла ІІ він отримав помилування, землі йому було повернено і він отримав від короля нагороду – «за вірність короні». На його капітуляцію і його листи Оліверу Кромвелю з клятвами в лояльності забули. Річард Наджент відійшов від політики і громадських справ і прожив решту життя як приватна особа.

Родина
Річард Наджент та Мері Наджент мали дітей:
 Крістофер Наджент – лорд Делвін, одружений з Мері Батлер, помер до 1680 року.
 Леді Енн Наджент – одружилася перший раз з Лукасом Діллоном – VI віконтом Діллон, другий раз одружилась з сером Вільямом Талботом – ІІІ баронетом Талбот. Померла 14 липня 1710 року.
 Томас Наджент – І барон Наджент Ріверстон, лорд верховного суду Ірландії, помер 2 квітня 1715 року, предок нинішнього графа Вестміт.
 Леді Мері Наджент – народилась 21 лютого 1648 року, одружилась з Генрі Барноуллом – ІІ віконтом Барноулл Кінгсленд. Померла 25 червня 1680 року.
 Вільям Наджент – депутат парламенту Ірландії від графства Вестміт. Помер у 1690 році.
 Леді Елісон Наджент – одружилась з Генрі Даудаллом Браунстонським з графства Міт.
 Леді Джейн Наджент – одружилась з бригадним генералом Олександром МакДонеллом з графства Лейтрім у 1685 році.

Титул успадкував онук Річарда Наджента – теж Річард Наджент, що став ІІІ графом Вестміт. Він був старшим сином Крістофера Наджента - лорда Делвін. Річард Наджент, ІІІ граф Вестміт став монахом і більшу частину життя провів у Франції. Після його смерті титул графа Вестміт перейшов до двох його молодших братів – Томаса та Джона.

Примітки

Джерела
 Lenihan, Pádraig Nugent, Richard, first earl of Westmeath. – 2004. - Oxford Dictionary of National Biography.
 Webb, Alfred A Compendium of Irish Biography. – Dublin, 1878.
 Kenyon J. P. The Stuarts B.T. Batsford: London, 1958.
 Anonymous. Historical Sketch of the Nugent Family J. C. Lyons, 1853.
 G. E. Cokayne: The complete peerage of England, Scotland, Ireland, Great Britain and the United Kingdom, extant, extinct, or dormant, by G.E.C. New edition, rev. and much enl., edited by the Hon. Vicary Gibbs. London, 1910 et seqq., "Dunsany" Vol. IV, p. 552; Vol I, Appendix A.
 Dunsany, 2000: Carty, Mary-Rose and Lynch, Malachy – "The Story of Dunsany Castle", ISBN 978-0-95173821-4.
 Kidd, Charles, Williamson, David (editors): Debrett's Peerage and Baronetage (1990 edition). New York: St Martin's Press, 1990,[page needed]
 Leigh Rayment's Peerage Pages

Клани Ірландії
Барони Ірландії
Шляхта Ірландії
Перство Ірландії
Графи Ірландії

redpajama_set_name: RedPajamaWikipedia


Your barn—your rules. One basic rule is that on your property, you control where and how people tie horses.
A horse that fights being tied endangers himself, people and other horses. If he won't stand hitched, he's liable to fall, break a halter or lead rope, get loose and much worse. You may incur costs to repair or replace equipment or to cope with possible insurance claims.
The solution??Establish safe tying practices through a three-step program: designate safe tying locations, publicize tying rules, and enforce those rules for every horse.
As we know, horses must be secured to stand in one place for grooming, tacking up, bathing, shoeing and veterinary treatments. Ideally, your barn includes grooming stalls or wash racks, where most horses can stand safely. However, you probably house more horses than grooming stalls, so survey your barn for alternate tying sites.
• confinement within the barn's perimeter fencing, in case a horse gets loose.
Specify safe places to tie horses by installing tie rings at suitable sites: on fence posts (deeply rooted and sturdy), outside walls of buildings, or in barn aisles (single tie or crossties). Anchor all tie rings at or near the height of the eye of a typical horse; crosstie rings can be higher.
Depending on traffic, decide if you allow people to tie horses to fence rails, inside and outside pens or arenas. The safest fence rail is one that that is strong and firmly in place, such as a steel pipe, welded or threaded tightly in place.
At some barns, boarders expect to tie their horses to their trailers to groom or tack up. An unhitched trailer used for this purpose should be stabilized with wheel chocks to prevent the trailer from rolling if the horse pulls back.
Plan ahead for weather conditions. In winter, people and horses will crowd together under shelter. In summer, everyone will crave shaded spots. In these conditions, you may opt for clients to prepare horses in their stalls. If so, install a tie ring in each stall.
Communicate your policy on safe tying both in writing and verbally. Add your site descriptions to your posted rules, and remind people where to tie horses. With a large number of horses, you may need to establish time limits for grooming stalls, so everyone can share the space.
When you observe tied horses, you may realize the need to instruct people in tying practices. Remind them about safety release knots (slip knots) and the proper length of the tie rope. And remind them never to tie a horse to its bridle—only halters.
Determine your policy on unattended, tied horses. How long—if ever—may a handler leave a horse tied, out of eyesight?
Consider supplying tie ropes at your most-used tying sites. You can reduce risks when you ensure the ties are in good condition and equipped with panic snaps. You also avoid problems with knots, either those that don't stay tied or those that don't release in an emergency.
If your barn has crossties, they're most likely your property. Buy the right lengths to span your aisle or grooming stalls. Stretchy crossties will extend if a horse "fights" the crosstie.
You may want to test each new horse arriving in your barn, to rate his risk when tied. Evaluate whether or not he's truly halter-broke. A halter-broke horse has learned to give to pressure against his head—nose, chin, jaw, and poll. Whether you tie him fast (solid) to a post, fence rail, or crossties, he'll stand without testing the tie rope. Whether he's tied for two minutes or two hours, he remains in place with the rope slack.
An unpredictable horse is one that's less than 100-percent halter-broke. He might stand tied, or he might throw a fit if startled or resisting pressure.
Watch a handler leading a new horse to rate his manners on the lead. Take his lead, and act like you're a post—apply pressure downward to see his reaction. Raise your hand to the horse's eye level, move the lead to the left, and pull; then repeat to the right. If the horse readily gives to pressure, then test him on a single tie. Observe him for five minutes to see if he stands or pulls. Next, try him on the crossties.
Your barn might include horses with preferences for single tie or crossties. A horse may stand more comfortably in a certain place, but every handler must remember that quirk.
3) decide not to allow any "won't tie" animal on your property. A no-tie horse means someone must hold his lead rope every time he's handled—which includes vet and farrier work—or he must stand confined in a washrack or chute.
Whatever your decision, for the safety of all of your clients and the horses in your care, it behooves you to have steadfast rules about how and where horses can safely be tied.


Superintendent Update- Welcome to 2018!
Superintendent Update- The course is put to bed.
Superintendent Update- Member/Member is Here!
Superintendent- It feels like Christmas!
Superintendent Update- September or October?
Superintendent Update- What a storm!!!
Superintendent Update- POP goes the Turfgrass!
Superintendent Update- Turning a corner?
Superintendent Update- Looking forward to a nice weekend!
Superintendent Update- Merry Christmas, Happy New Year, Goodbye 2016!
Superintendent Update- There's the September we we waiting for!
Superintendent Update- Tons of work!
Superintendent Update- What a great week!
Superintendent Update- We're beginning some spring work!
Superintendent Updates- We can see the course again!
Superintendent Update- Is this April?
Superintendent Update- Dirt Season Started!
Superintendent Update- Grass Growing Weather!
Superintendent Update- Trees? What Trees?
Superintendent Update- What a storm!
Superintendent Update- The end of the rain spell?
Superintendent Update- Yup, it rained more.
Superintendent Update- Happy 4th Week!
Superintendent Update- Ok, enough with the rain.
Superintendent Update- We got our rain!
Superintendent Update- Almost Finished 3!
Superintendent Update- The course is greening up!
Superintendent Update- What a week!
Questions about Hillendale's Golf Course?


Beneath the metadata: Some philosophical problems with folksonomy by Elaine Peterson. D-Lib Magazine, 12(11).
IAs in search of an identity? by Andrew Dillon. Bulletin of the American Society for Information Science and Technology. June/July 27(5).
Information and knowledge: an evolutionary framework for information science by Bates.
Libraries and the long tail: Some thoughts about libraries in a network age by L. Dempsey. D-Lib Magazine. 12(4).
Rethinking subject cataloging in the Online environment by Marcia J. Bates. Library Resources & Technical Services 33 (October 1989): 400-412.
Article on LibraryThing at newtimeslive.com--Social Networking and the OPAC in Danbury, CT public library.


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About INPEX
Message from President & CEO
Business Development Strategy
Medium-term Business Plan 2018-2022
Mission and Sustainability Principles
Business Principles and Code of Conduct
INPEX Values
Subsidiaries & Affiliates
Basic Policies
INPEX CORPORATION: The First 10 Years
Archives (until September 2008): INPEX Holdings Inc.
Archives (until September 2008): INPEX CORPORATION
Archives (until September 2008): TEIKOKU OIL CO., LTD.
Oil and natural gas: from exploration to delivery
Strengthening our technical
Australia & Timor-Leste
Ichthys LNG Project
Business Risks
Oil Market & Exchange Rate
IR related inquiries
Response to Novel Coronavirus Disease (COVID-19)
Our Approach to Corporate Responsibility
Respect for Human Rights
ESG Performance Data
External Evaluation
GRI Standards and SASB Standards Reference Tables
CSR Topics
HSE(Health, Safety and Environment)
Japan(Only Japanese available)
Basic Policy on Corporate Governance
Overview of Corporate Governance Structure
Evaluation results of effectiveness of Board of Directors in FY 2020
Outside Director and Outside Audit & Supervisory Board Member Roundtable Discussion
We continue to enhance our corporate governance approach and activities to fulfill our responsibilities to our shareholders and other key stakeholders and support transparent, fair, timely and conclusive decision-making, with the goal of achieving sustainable growth and increasing corporate value over the medium- to long-term. Furthermore, we formulated and disclosed our Corporate Governance Guidelines for the purpose of ensuring transparency and fairness in decision-making and realizing effective corporate governance through the proactive provision of information. We also revise the guidelines as appropriate in line with governance-related developments.
In order to achieve sustainable growth and increase corporate value over the medium- to long-term, INPEX fulfills its social responsibilities in cooperation with its shareholders and other stakeholders, and works to enhance its corporate governance for the purpose of conducting transparent, fair, timely and decisive decision-making.
[PDF:302KB] (Dec. 27, 2021)
INPEX has presented and disclosed the Corporate Governance Report describing basic views on our corporate governance and others in accordance with the regulations for the stock exchange.
[PDF:1.01MB] (Nov. 24, 2021)
Overview of the Corporate Governance Structure
INPEX has adopted an Audit & Supervisory Board Member organizational structure, under which Audit & Supervisory Board members audit the execution of operations, which are in turn carried out by directors well versed in their field. In addition, the Company has introduced an Executive Officer System to pursue management with agility and efficiency. INPEX frequently engages in negotiations with the governments of oil-producing countries and overseas oil companies. This necessarily requires internal directors and executive officers who have knowledge, expertise and international experience relating to the Company's business and both a sound knowledge of the Company and their particular field of expertise. Internal directors in principle hold the concurrent position of executive officers. By adopting this concurrent organizational structure, the Company's Board of Directors is better placed to execute operations in an efficient manner. At the same time, this structure helps to ensure effective operating oversight.
In addition to enhancing the transparency of management and bolstering the ability of the Board of Directors to carry out its supervisory function, INPEX has appointed six of its 14-member Board of Directors from outside the Company. Through this initiative, steps have been taken to ensure that management issues are considered and deliberated with a greater degree of objectivity from an independent standpoint. Moreover, four of the Company's five Audit & Supervisory Board members are also appointed from external sources. In addition to putting in place an Audit & Supervisory Board, INPEX has set up the Audit & Supervisory Board Members' Office and deployed dedicated staff and is reinforcing collaboration between Audit & Supervisory Board members and the Audit Unit, as well as independent auditors.
Company with Audit & Supervisory Board Member
Number of directors as stipulated by
the Articles of Incorporation up to 16
Number of directors (number of outside directors) 14 (6)
Term of office 1 year
Audit & Supervisory Board Members
Number of Audit & Supervisory Board members
as stipulated by the Articles of Incorporation up to 5
Number of Audit & Supervisory Board members (number of outside Audit & Supervisory Board members) 5(4)
Term of office 4 years
Number of independent directors and auditors
(6 outside directors, 4 outside Audit & Supervisory Board Members)
Rights plan and other measures to protect against a takeover
Issuance of a Class A Stock to the Minister of Economy, Trade and Industry
[1] Directors and the Board of Directors
The responsibilities of the Board of Directors shall be to fully exercise its supervisory function, secure fairness and transparency in management, and ensure sustainable growth and increase corporate value over the medium to long term through implementation of effective corporate governance, with recognition of its fiduciary responsibility to shareholders.
The Company's Board of Directors comprises 14 members, six of whom are outside directors. In addition to a monthly meeting, the Board of Directors meets as necessary to discuss and determine matters concerning management strategy and important business execution, and to supervise the execution of duties by directors. The term of office for directors is set at one year. In addition to enhancing the ability of directors to respond to changes in the Company's global operating environment in a timely manner, this initiative helps to further clarify management responsibilities.
[2] Executive Committee and Executive Officer System
From the perspective of increasing the speed of decision making related to the execution of business, we have established an Executive Committee. Meetings are held weekly and as necessary. At the Executive Committee, flexible decision making is conducted for resolutions not affiliated with the Board of Directors, and deliberation is held to contribute to decision making by the Board of Directors.
We implemented an Executive Officer System to respond accurately and quickly to a rapidly changing management environment and the expansion of our business activities. The term of office for executive officers is set to one year, the same as for directors.
[3] Audit & Supervisory Board and Audit & Supervisory Board Members
The Audit & Supervisory Board is composed of five Audit & Supervisory Board members, four of which come from outside.
In addition to attending meetings of the Board of Directors and the Executive Committee, the Audit & Supervisory Board members review the execution of business duties by directors and executive officers through reports given by and hearings for related departments. Furthermore, the Audit & Supervisory Board members meet on regular and as needed bases with the Independent Auditors, and receive reports from the Independent Auditors regarding audits. They also conduct regular meetings with the internal audit department (Audit Unit) to receive reports regarding internal audits and the evaluation of internal controls.
To strengthen the auditing function and ensure viable corporate governance, steps have been taken to set up the Audit & Supervisory Board Members' Office and to deploy dedicated staff. In this manner, efforts are being made to promote collaboration along the aforementioned terms between Audit & Supervisory Board members, the Audit Unit and Independent Auditors. Moreover, we have constructed a system to strengthen the monitoring function through periodic meetings with representative directors and directors.
[4] Accounting Audit and Auditor Compensation
In accordance with the Companies Act and the Financial Instruments and Exchange Act, we accept accounting audits from Ernst & Young ShinNihon LLC. The amount of auditor compensation is determined in total based on the audit plan and the number of auditing dates, after obtaining approval from the Audit & Supervisory Board.
Compensation Paid to the CPAs and Related Parties
Name of the CPA firm
Ernst & Young ShinNihon LLC
Names of the CPAs
Hiroaki Kosugi, Satoshi Takagi, Takeshi Yoshida
Accounting audit members
26 CPAs, 8 persons who passed an accountant exam, etc., and 22 others
Compensation for auditing services
¥302 million
(INPEX: ¥228 million; Consolidated subsidiaries: ¥73 million)
Compensation for non-auditing services
¥27 million
(INPEX: ¥14 million; Consolidated subsidiaries: ¥12 million)
[5] Internal Committees
To further enhance the efficacy of the corporate governance function, INPEX has set up 1. the Nomination and Compensation Advisory Committee, 2. the Advisory Committee, 3. the Compliance Committee and 4. the CSR Committee. In addition, the Company maintains 5. the Corporate HSE Committee, 6. the Information Security Committee and 7. the INPEX Value Assurance System Committee to appropriately manage risks associated with business operations.
1 Nomination and Compensation Advisory Committee
The Nomination and Compensation Advisory Committee was established in January 2017 with the aim of strengthening the functional independence and objectivity as well as accountability of the Board of Directors in connection with the nomination of and compensation paid to directors.
2 INPEX Advisory Committee
The INPEX Advisory Committee was established in October 2012 with the aim of enhancing corporate value and the corporate governance function. Comprising external experts in a broad spectrum of fields, the committee provides the Board of Directors with multifaceted and objective advice and recommendations across a wide range of areas. Areas of discussion and advice include international political and economic conditions, an outlook of energy conditions and ways in which to bolster corporate governance.
3 Compliance Committee
The Compliance Committee was established in April 2006 with the aim of promoting compliance initiatives across the entire Group. The committee formulates fundamental compliance policies applicable to the Group, deliberates on important matters and manages the manner in which compliance is practiced.
4 CSR Committee
In April 2012, the INPEX Group established the CSR Committee with the aims of better fulfilling its corporate social responsibility and promoting activities that contribute to the sustainable development of society. The committee puts in place fundamental policies and formulates important measures designed to promote CSR.
5 Corporate HSE Committee
In accordance with the HSE Management System, the Corporate HSE Committee was established in October 2007 to promote health, safety and environment initiatives. In addition to formulating corporate HSE policies and priority targets for each period, the committee advances HSE activities across the organization.
6 Information Security Committee
The Information Security Committee was established in November 2007 to consider and determine all appropriate measures necessary to maintain, manage and strengthen information security. The committee also takes steps to address any incident relating to information security and to put in place preventive measures.
7 INPEX Value Assurance System Committee
The INPEX Value Assurance System Committee was established in May 2014 to contribute to the Company's decision-making process with respect to confirmation of the status of preparations in connection with important milestones of those oil and natural gas upstream business projects in which INPEX participates, and the improvement and promotion of project.
2. Monitoring of Management by Outside Directors and Audit & Supervisory Board Members
[1] Outside Directors
Regarding the appointment of outside directors, we believe that it is important to comprehensively consider a variety of factors. These factors include the validity of business decisions and consideration of their efficacy, professionalism and objectiveness in the oversight function in addition to the perspective of independence. As corporate managers, academics or other specialists, our company's six outside directors posses broad knowledge and many years of experience as managers in such fields as resource/ energy industry, finance and legal matters. Three of the outside directors also concurrently serve as advisors to Japan Petroleum Exploration Co., Ltd., ENEOS Holdings, Inc. and Mitsubishi Corporation, respectively, all of which are shareholders (hereinafter referred to as "company shareholders") of the company. As INPEX and all the company shareholders are engaged in business activities in the same fields, there is a possibility of conflicts of interest arising. Accordingly, the company recognizes the necessity to pay particular attention to corporate governance. INPEX considers it important for all its directors including outside directors to carry out their management duties while maintaining a high level of awareness at all times on matters including the obligation to prohibit competition under the Companies Act, the appropriate handling of transactions with conflicts of interest and the prevention of information leakage, etc. The company has therefore obtained pledges confirming these points from all directors including the three outside directors referred above.
[2] Outside Audit & Supervisory Board Members
When appointing outside Audit & Supervisory Board members, we believe that it is important to comprehensively consider factors such as independence, efficacy in the oversight function and professionalism.
Four of the Company's five Audit & Supervisory Board members are appointed from external sources. Audit & Supervisory Board members possess a rich knowledge and experience in the Company's business as well as in such fields as finance, legal affairs and management, which they use when performing auditing activities for the Company.
[3] Independence of Outside Directors and Outside Audit & Supervisory Board Members
The Company has reported all outside directors and outside Audit & Supervisory Board members as independent directors as defined by Tokyo Stock Exchange, Inc.
As a part of efforts to comply with the Corporate Governance Code, INPEX has formulated independence standards for outside directors and outside Audit & Supervisory Board members taking into consideration the independence standards and qualification for independent directors issued by the Tokyo Stock Exchange. The Company determines the independence of outside directors, including major shareholders and business partners that do not fall within the scope of these standards.
Outside Directors/Outside Audit & Supervisory Board Members: Concurrently Held Positions and Reason for Appointment
director/
Significant concurrently held positions
Attendance at board meetings for
the year ended December 31, 2020
Yanai ✓ Advisor of Mitsubishi Corporation Outside Director, Kintetsu World Express, Inc. To utilize his rich experience and broad knowledge in the resources/energy industry in our company's management Board of Directors meetings 14/14
Norinao
Iio ✓ - To utilize his rich experience and broad knowledge in the resources/energy industry in our company's management Board of Directors meetings 14/14
Atsuko
Nishimura ✓ Outside Director, TAISEI CORPORATION In addition to a broad base of knowledge related to international conditions built up through her years working as a diplomat, she is also well-versed in the fields of resources and energy. Also nominated because we are confident she can provide suggestions on a diverse array of topics Board of Directors meetings 14/14
Yasushi
Kimura ✓ Senior Corporate Advisor, ENEOS Holdings, Inc. Outside Director, Nissan Motor Co., Ltd. To utilize his rich experience and broad knowledge as a manager in the resources/energy industry in our company's management Board of Directors meetings 14/14
Ogino ✓ Advisor of Japan Petroleum Exploration Co., Ltd. (JAPEX) To utilize his rich experience and broad knowledge in the oil and gas development industry in our company's management Board of Directors meetings 14/14
Nishikawa ✓ - To utilize his abundance of knowledge in corporate management based on his expertise in corporate legal affairs cultivated through his extensive experience as a lawyer, as well as wide-ranging insight drawn from his legal knowledge particularly in the field of international transactions. Board of Directors meetings 11/11*
Outside Audit & Supervisory Board Members
Hideyuki
Toyama ✓ - Possesses extensive experience and knowledge in finance, as well as professional knowledge and experience as an attorney Board of Directors meetings 14/14 Audit & Supervisory Board meetings 14/14
Shinya
Miyake ✓ - Possesses abundant experience and wide-ranging knowledge in fields such as international finance and financial affairs Board of Directors meetings 14/14 Audit & Supervisory Board meetings 14/14
Akiyoshi ✓ President and CEO, Mizuho Marubeni Leasing Corporation Outside Director, Concordia Financial Group, Ltd. Possesses abundant experience and wide-ranging knowledge in fields such as financial affairs and management Board of Directors meetings 14/14 Audit & Supervisory Board meetings 14/14
Hiroko
Kiba ✓ - Possesses abundant experience as a freelance newscaster, university lecturer, and holder of public offices such as seats on the Advisory Committee for Natural Resources and Energy and Industrial Structure Council, as well as her wide-ranging knowledge on a diverse variety of diverse topics Board of Directors meetings 14/14 Audit & Supervisory Board meetings 14/14
*Attendance of director Tomoo Nishikawa represents attendance after his taking office on March 25, 2020.
Skills Matrix of the Board of Directors[PDF:216KB] (Nov. 22, 2021)
3. Director Compensation
With the aim of strengthening the functional independence and objectivity as well as accountability of the Board of Directors in connection with compensation paid to directors, the Board of Directors specifies a policy for determining the amount and computation method of compensation paid to directors and Audit & Supervisory Board members, following a report from the Nomination and Compensation Advisory Committee. The compensation for directors, with the exception of outside directors, consists of three types: basic compensation, bonuses (performance-based compensation) and stock-based remuneration. Compensation for outside directors is limited to basic compensation only. Basic compensation is paid based on the duties of each Director and the bonus shall be paid based on the Company's performance from a medium- to long-term perspective and other factors. As to the stock-based compensation, the Company's shares, etc. will be delivered based on the position, etc. of each Director, with the aim of raising the awareness of Directors towards increasing the enterprise value of the Company and further increase their willingness to contribute to maximizing shareholder value, by making clear the linkage between the remuneration of Directors and the Company's medium- to long-term stock price. Based on a resolution passed in June 2018 at the 12th Ordinary General Meeting of Shareholders, a stock-based remuneration system has been introduced for directors and executive officers. The Board of Directors decide on compensation for directors within the limits and terms approved at the general meeting of shareholders following a report from the Nomination and Compensation Advisory Committee. For details on the decision policy regarding the content of individual compensation for directors, please refer to the Corporate Governance Report. Compensation for Audit & Supervisory Board members consists solely of a basic compensation, which is determined through consultation between the Audit & Supervisory Board members, within the limits and terms approved at the general meeting of shareholders.
Compensation for Directors and Audit & Supervisory Board Members in FY2020
Director classification
amount of
compensation paid
(millions of yen)
Total compensation by type
Number of eligible directors and Audit & Supervisory Board members (persons)
Stock-based remuneration
(excluding outside directors) 447 381 54 11 9
(excluding outside Audit & Supervisory Board members) 31 31 - - 1
Outside directors and outside Audit & Supervisory Board members 156 156 - - 10
1The number of directors and Audit & Supervisory Board members presented in the table above includes one director who retired at the conclusion of the Company's 14th Ordinary General Meeting of Shareholders held on March 25, 2020.
2The Company does not uphold an accrued retirement benefits plan.
3The maximum monthly basic compensation for directors was resolved to be within ¥47 million (including monthly compensation for outside directors of within ¥6 million) at the 11th Ordinary General Meeting of Shareholders held on June 27, 2017. The number of directors immediately after the conclusion of the 15th Ordinary General Meeting of Shareholders held on March 25, 2021 is fourteen (including six outside directors).
4The maximum monthly basic compensation for Audit & Supervisory Board members was resolved to be within ¥10 million at the 13th Ordinary General Meeting of Shareholders held on June 25, 2019. The number of Audit & Supervisory Board members immediately after the conclusion of the 15th Ordinary General Meeting of Shareholders held on March 25, 2021 is five.
5The amount of bonus is the amount based on the resolution made at the 15th Ordinary General Meeting of Shareholders held on March 25, 2021 to pay a total amount of ¥54 million to eight directors in office at the end of the business year under review, excluding outside directors.
6At the 12th Ordinary General Meeting of Shareholders held on June 26, 2018, the Company resolved to introduce a stock-based remuneration system for directors (excluding outside directors and non-residents of Japan) and executive officers (the BIP Trust). The number of directors (excluding outside directors and nonresidents of Japan) immediately after the conclusion of the 15th Ordinary General Meeting of Shareholders held on March 25, 2021 is eight. The amount of the stock-based remuneration presented in the table above represents the fees incurred regarding the stock-based points granted during the business year under review concerning the BIP Trust for directors.
4. Internal Control Systems
[Resolutions of the Company regarding the Development of the Systems for Ensuring Proper Operations (Internal Control Systems)]
The following is a summary of the resolutions of the Company, regarding the "Development of the Systems for Ensuring the Proper Operations as a Stock Company (Internal Control Systems)." This summary reflects a partial revision made by a resolution of the Board of Directors meeting held on March 26, 2018.
Systems to Ensure that Directors and Employees of the Company Execute their Duties in Compliance with Laws and Regulations and the Articles of Incorporation
To ensure that Directors and employees of the Company execute their duties in compliance with applicable laws and regulations and the Articles of Incorporation, the Company shall develop a Corporate Social Responsibility Principles and Business Principles and establish a system to ensure complete compliance. The Company shall establish a Compliance Committee consisting of full-time Directors and Executive Officers, etc., to deliberate basic policies or other important matters related to compliance. By monitoring the implementation of such policies and ensuring thorough dissemination through in-house training, etc., the Company ensures that its Directors and employees comply with laws and regulations and the Articles of Incorporation in the execution of their duties. Furthermore, the Company shall establish an internal whistle-blowing system with a department in charge and external experts (lawyers) as providers of consultation services.
In order to ensure effective compliance systems and relevant internal rules, the Company shall also verify and evaluate such systems and make the necessary improvements through audits, etc., carried out by the internal audit department which reports directly to the President & CEO and other related in-house departments or external experts. Based on the internal audit regulations, the internal audit department, which reports directly to the President & CEO, shall report the results of audit of the previous fiscal year and the audit plan for the current fiscal year to the Board of Directors.
Furthermore, the Company shall develop a system to ensure the accuracy and reliability of financial reporting, and employ such system properly while evaluating its effectiveness.
Systems for the Storage and Management of Information Related to the Execution of Duties by Directors of the Company
In accordance with applicable laws and regulations, the Articles of Incorporation and internal rules, among others, the Directors shall develop a system for information security administration, and appropriately store and manage documents and other information related to the execution of their duties.
Rules and Other Systems for Risk Management of the Company
To manage diverse risks related to the INPEX Group's business activities, Directors shall cooperate closely with the related departments to identify, analyze and evaluate such risks, and manage them in accordance with internal rules and guidelines, etc.
Furthermore, the functioning and other aspects of the risk management related to daily operations shall be verified and evaluated through audits, etc., carried out by the internal audit department under the direct control of the President & CEO of the Company and other related in-house departments or an external expert, and continually reviewed in response to changes in the business environment.
Systems to Ensure the Efficient Execution of Duties by Directors of the Company
In order to ensure that the systems to execute Directors' duties efficiently are in place, the Directors shall manage business operations with particular attention to the following:
1.With regard to certain major corporate decisions, an Executive Committee meeting attended by full-time Directors, Managing Executive Officers, etc. shall be held weekly and as necessary to ensure that the duties are executed promptly and properly.
2.With regard to the execution of daily duties, the authority of the President & CEO shall be delegated in accordance with the Board of Directors' Regulations and other internal regulations, and the persons in charge at each level shall execute their duties promptly.
Furthermore, the Board of Directors shall formulate the long-term management strategies and medium-term management plans, and receive progress reports on the plans and targets. The Company has adopted a divisional system and assigns Directors as the head of each division in order to achieve the efficient management of business operations and establish a structure of accountability. Each division shall implement initiatives positioned as important business milestones reflecting the business environment, while taking into account important risks and their countermeasures, so as to realize goals in the medium-term business plan and other targets. The Executive Committee shall receive progress reports on the plans and targets.
Systems to Ensure the Proper Operations of the INPEX Group
1.Systems for Reporting the Company Matters Related to the Execution of Duties by Directors or Other Equivalent Managerial Staff (hereinafter "Directors, etc.,") of the Company's Subsidiaries
In accordance with the internal rules on group management, the Company shall enter into agreements regarding group management with its subsidiaries, under which the Company requires that important matters of each subsidiary shall be reported to and approved by the Company.
2.Rules and Other Systems for Risk Management of the Company's Subsidiaries
For risk management of the subsidiaries of the Company, in accordance with the internal rules on group management, the Company shall conduct group-wide risk management via mutual cooperation with each subsidiary. Furthermore, the Company shall require its subsidiaries to cooperate in audits, etc., carried out by the internal audit department under the direct control of the President & CEO of the Company and other related in-house departments or an external expert to verify and evaluate the management of risks related to the daily operations of the subsidiaries. Based on the results of such verification and evaluation, the Company shall have its subsidiaries conduct continuous review of their risk management in response to changes in the business environment.
3.Systems to Ensure the Efficient Execution of Duties by Directors, etc., of the Company's Subsidiaries
To ensure the efficient execution of duties by Directors, etc., of the Company's subsidiaries, management strategies and plans shall be shared among all the INPEX Group companies. Under the vision, the Company shall have its subsidiaries manage human resources and financial resources efficiently and manage business operations in accordance with the Company's internal rules, etc., with particular attention to the following:
1.Important matters of a subsidiary of the Company shall be determined by resolution of the Board of Directors meetings of the subsidiary or by consultation among the Directors of the subsidiary.
2.Authority for the execution of daily duties by the Company's subsidiaries shall be delegated based on regulations stipulating the administrative authority of subsidiaries, and the persons in charge at each level shall execute their duties promptly.
4.Systems to Ensure that Directors, etc., and Employees of the Company's Subsidiaries Execute their Duties in Compliance with Laws and Regulations and the Articles of Incorporation
The Company shall establish a compliance system (including an internal whistle-blowing system) that is applied to the entire Group, and this system shall be widely deployed and disseminated to all directors, auditors and other equivalent managerial staff, as well as to employees of the Company's subsidiaries.
In cooperation with its subsidiaries, the Company shall conduct audits, etc., of the subsidiaries, carried out by the internal audit department under the direct control of the President & CEO of the Company and other related in-house departments or an external expert.
The Company shall strive to establish a system to ensure that Directors, etc., and employees of the subsidiaries execute their duties in compliance with laws and regulations and the Articles of Incorporation, and enter into agreements regarding group management with its subsidiaries in accordance with the internal rules on group management.
Matters Regarding Employees Who Assist the Audit & Supervisory Board Members of the Company with Auditing Duties in Cases Where the Audit & Supervisory Board Member of the Company Requests the Assignment of Such Employees, Matters Regarding the Independence of Such Employees from Directors of the Company and Matters Related to Ensure the Effectiveness of Instructions Given to Such Employees
The Company has set up the Audit & Supervisory Board Members' Office as an independent organization from the business execution departments and shall deploy dedicated employees to assist the Audit & Supervisory Board Members with auditing duties in order to enhance the effectiveness of audits by Audit & Supervisory Board Members.
The employees who assist the Audit & Supervisory Board Members' duties shall follow instructions from the Audit & Supervisory Board Members. Performance appraisals, personnel changes and disciplinary action against such employees assisting the Audit & Supervisory Board Members shall require approval of the Audit & Supervisory Board Members beforehand.
Systems for Reporting to the Audit & Supervisory Board Members of the Company
The Directors and employees of the Company, directors, auditors or other equivalent managerial staff, as well as employees of the Company's subsidiaries, or persons who receive a report from them, shall report and provide information to the Audit & Supervisory Board Members of the Company as to the matters provided by laws and regulations, matters that might have a significant impact on the Company and its Group companies, and other matters that an Audit & Supervisory Board Member of the Company has determined to be reported to execute his/her duties.
Also, the Audit & Supervisory Board Members of the Company shall always be able to obtain business information whenever needed by attending the Board of Directors' meetings and other important internal meetings, as well as receiving internal approval documents, etc.
Regarding the internal whistle-blowing system of the INPEX Group, the responsible section of each Group company shall report to the Company's Audit & Supervisory Board Members swiftly as to the content internally reported by directors, auditors, other equivalent managerial staff and employees of the Group companies.
Systems to Ensure that Reporters in the Preceding Section Will Not Receive Detrimental Treatment Grounds of the Whistle-Blowing
The Company shall prohibit detrimental treatment against directors, auditors, or other equivalent managerial staff, and employees of the Group companies who reported to the Company's Audit & Supervisory Board Members. And this position shall be disseminated throughout the INPEX Group.
Regarding the internal whistle-blowing system of the INPEX Group, in case detrimental treatment against a whistle-blower is recognized, a disciplinary action will be taken against the person who treated the reporter in such a way and the head of the department to which the person belongs, pursuant to Rules of Employment, etc.
Matters Related to Policies Concerning the Treatment of Expenses or Liabilities Incurred by the Execution of Duties by the Company's Audit & Supervisory Board Members such as Procedures for Prepayments or the Redemption of Such Expenses
In case the Company's Audit & Supervisory Board Members request prepayment or redemption of expenses for their execution of duties, etc., based on Article 388 of the Companies Act, the Company shall swiftly process such expenses or liabilities except in the case such expenses or liabilities are proven to be unnecessary for the execution of duties by such Auditors.
Other Systems to Ensure Effective Audits by the Audit & Supervisory Board Members of the Company
The Representative Directors of the Company shall meet regularly with the Audit & Supervisory Board Members of the Company, provide information as necessary and strive to communicate with them. At the same time, the Company shall secure opportunities for Audit & Supervisory Board Members and Outside Directors to meet regularly, and strive to enhance their mutual cooperation and information sharing.
The Company shall also improve the effectiveness of audits by establishing a system, etc., whereby the Audit & Supervisory Board Members can cooperate with the internal audit department and receive reports regularly.
Furthermore, to conduct audits by the Audit & Supervisory Board Members, the Company shall ensure close cooperation between the Audit & Supervisory Board Members and external experts such as lawyers, certified public accountants and certified tax accountants, among others.
[Outline of the Status of Operations of the Systems for Ensuring the Proper Operations of the Company (Internal Control System)]
While the Company is operating its internal control system effectively based on the contents decided on the "Development of the Systems for Ensuring the Proper Operations as a Stock Company (Internal Control Systems)," the following are the outline of its major operations of such systems during this fiscal year:
<Compliance system>
The Company has established the Code of Conduct with which all officers and employees shall comply. This obliges them to respect social norms and act with high ethical standards, not to mention comply with laws and regulations. Also, the Company has held its Compliance Committee periodically and when necessary to confirm the status of implementation of the compliance and hence report to the Board of Directors.
Based on the activity plans resolved by the Compliance Committee, the Company has enhanced various information dissemination tools regarding compliance used in the Company. Also, after clearly defining the roles of compliance administrators and compliance managers in each Unit based on internal regulations, through holding meetings between the person-in-charge of the department supervising compliance and the compliance managers of each Unit semiannually, the Company has worked on enhancing and strengthening compliance activities among all personnel. As major activities of this fiscal year, besides the internal compliance training conducted regularly, education sessions about power harassment for those in managerial positions, compliance awareness surveys to determine the level of penetration and implementation conditions of all officers and employees in the Group, and training based on the results of those surveys, were also implemented. Furthermore, as part of strengthening the global implementation of the systems of anti-bribery and corruption within the INPEX Group, the Company conducted training sessions by department, and implemented the risk assessment of overseas offices as per the previous fiscal year.
To specify its stance towards the issue of respecting human rights, the INPEX Group formulated the "Human Rights Policy" based on the United Nation's "the UN Guiding Principles on Business and Human Rights" and announced it. E-learning sessions were also conducted for officers and employees to raise the overall awareness of the Group in terms of respecting human rights. Furthermore, the INPEX Group published its "Modern Slavery Act Statement" as per the previous fiscal year, as disclosed on its website pursuant to the UK Modern Slavery Act 2015 enforced in October 2015, in order to clarify its initiatives against human rights violations such as slavery and human trafficking in the business and supply chain of the INPEX Group as well as the risks thereof.
As the Group develops its business globally, in order to appropriately respond to taxation risks concerning crossborder transactions, efforts were made to strengthen the taxation governance structure. As a part of such initiatives, the "Policy on Tax Affairs," which specifies the Group's basic policy on taxation compliance, was formulated and announced in March 2019.
The Company has established its whistle-blowing system, and an internal department in charge of compliance and outside experts (lawyers) were designated as contact points. There were however no whistle blowing cases related to material breach of laws and regulations, etc. during this fiscal year.
<Risk management system>
To respond to various risks related to business projects, first, the New Ventures Division carries out a centralized analysis/examination on whether to adopt or reject a new project. In addition, the Company operates the "INPEX Value Assurance System Committee" as a structure for conducting cross-sectional technical evaluation, etc. at each phase of exploration, evaluation, development, etc.
The Company has set guidelines for country risk management in countries and territories where projects are planned, which include the establishment of a maximum target amount for accumulated investment balance in high-risk countries.
Furthermore, the Company has been conducting financial risk control by identifying risks of fluctuation of currency exchange rates, interest rates, crude oil/natural gas prices and securities prices, and establishing corresponding managing/hedging methods.
With regard to HSE risks, in order to promote continuous improvement activities of industrial health and safety and environments associated with the development of crude oil and natural gas based on the HSE Risk Management Procedures established under the HSE Management System, each business location identifies, analyzes and evaluates HSE risks, as well as establishes and implements risk countermeasures. In addition, the status of risk management is to be reported to the head office for supervising HSE risks, and the head office confirms the report. With regard to security risks, the Company is promoting company-wide management based on procedures and guidelines. In this fiscal year, based on the Corporate HSE 3rd Phase Medium Term Plan, the Company is promoting HSE management that is effective and integrated, and in order to link it to an improvement in HSE performance for the Company's business on the whole, the HSE Management System provisions have been revised, and the scope of HSE management has been extended to cover non-operator projects as well.
On the other hand, the Company has established an emergency/crisis response plan in order to enhance capabilities to cope with emergencies such as major accidents and disasters, etc. and is positively promoting risk management which includes conducting emergency response training regularly even in times of safety. Furthermore, the Company has drawn up a business continuity plan (BCP) in order to keep important operations from being stopped, and reviews it as necessary.
With regard to climate change response, which is receiving a high degree of interest internationally, the Company announced and published a position paper in December 2015 which summarized the INPEX Group's basic views and actual efforts, and continues examination of the issues to be discussed in the future. This position paper is, in principle, to be reviewed once every year and was partially revised in July 2018.
Furthermore, in terms of legal risks, regarding important contracts, lawsuits, etc., the Company has developed a structure that can appropriately provide legal advice to business divisions and the management team.
Also, the Company convenes an information security committee regularly and as necessary in order to implement organizational and systematical information security measures in addition to the education and training regarding information leakage prevention.
<Systems to ensure the efficient performance of duties>
"Vision 2040," which represents the Company's long-term outlook until fiscal year 2040, and the "Medium-Term Business Plan 2018-2022," which states the Company's initiatives and goals across five years from fiscal year 2018 to 2022, were formulated and announced in May 2018. Based on the companywide policy of initiatives, which is the business execution departments' business operation policy for realizing goals in the medium-term business plan, companywide plans and targets for fiscal year 2018 were formulated, the status of progress was reflected upon at the second half and end of the fiscal year, and the corresponding evaluation results were reported to the Board of Directors.
Furthermore, we will formulate the new companywide policy of initiatives as well as annual plans and targets based on "Vision 2040" and the "Medium-Term Business Plan 2018-2022," and report the progress and results of such initiatives to Board of Directors each year.
<Systems for corporate management of the Group companies>
Based on the Group's corporate management rule and the Group's agreements with regard to corporate management, the Company in principle urges reporting to or approval by the Company about important matters. Also, the Audit Unit, the Company's internal audit division, conducts audits of subsidiaries based on the annual auditing plan, and reports the results of the audits to the Company's Board of Directors.
With regard to the operation of the Group companies, we are utilizing a concurrent management system with subsidiaries involved in overseas projects. At the same time, for financing, we are conducting efficient business operations such as by enhancing financial efficiency through a unified management system of the Group's assets by 37 means of the Cash Management System, and by centralized management of the INPEX Group's intercompany finance operations through the Company's financial subsidiary established in the Republic of Singapore.
The Company's whistle-blowing system is designed to be applied to all Group companies. The Company provides thorough instructions, through the Company's and each subsidiary's trainings and communication activities, to prohibit unfavorable treatment of whistle-blowers.
<Auditing system for Ensuring Effectiveness of Auditing by Audit & Supervisory Board Members>
Audit & Supervisory Board Members have been obtaining required information as well as exchanging opinions, for the purpose of improving effectiveness of their auditing, through their attendance at important meetings such as Board of Directors meetings and other management meetings, conducting hearings from each division, and through meetings with Directors including Representative Directors. Also, Audit & Supervisory Board Members participate in the exchange of opinions during the formulation of the annual auditing plan by the Audit Unit, receive individual reports on the results of audits whenever they are made, and receive necessary reports including reviews of quarterly financial results from the Accounting Auditor, thus keeping close contact with the internal auditing division and the Accounting Auditor.
Furthermore, reports from the Unit in charge of the whistle-blowing system about the contents and handling of whistle-blowing are swiftly accepted by Audit & Supervisory Board Members.
The Company established "Audit & Supervisory Board Members' Office" as an organization having an employee, independent of the Company's executive team, dedicated to assisting operations by Audit & Supervisory Board Members.
In accordance with the internal control reporting system enacted in September 2007 based on the Financial Instruments and Exchange Act, the Company has conducted assessment on the development and operation of its internal control systems in all areas (company-wide internal controls, process-level internal controls and overall ITrelated internal controls), and enforced improvement on any deficiencies detected in the process. As a result of the assessment, the Company concluded that its internal control systems over financial reporting were effectively functioning as of March 31, 2019, and submitted to the Kanto Local Finance Bureau an internal control report prepared based on these findings. Furthermore, the Company received an unqualified clean opinion from the accounting firm with respect to the internal control report. We will remain committed to making every effort to ensure reliability of our financial reporting through the process to adequately assess the development and operation of our internal control systems.
5. Class A Stock
According to the stipulations of the Articles of Incorporation, INPEX issues a Class A Stock to the Minister of Economy, Trade and Industry. The Class A Stock does not possess voting rights at shareholders' meetings. However, it is possible for the holder of the Class A Stock to exercise veto rights for certain major corporate decisions. We think the holding of Class A Stock by the Minister of Economy, Trade and Industry will help prevent any incidence of unusual management, allow INPEX to stably supply energy as a core company for Japan's oil & gas E&P and ensure that the Company does not incur any negative impact from a speculative acquisition or an attempt at management control through foreign capital. On this basis, INPEX's role is assured. Furthermore, we expect positive results in terms of external negotiation and credits as a national flagship company efficiently contributing to the stable supply of energy in Japan.
Authorized Shares:
3,600,000,000 shares
1 Class A Stock
Total Number of Shareholders and Issued Shares
Common shares: 108,717 shareholders / 1,462,323,600 shares
Special-class share: 1 shareholder (Minister of Economy, Trade and Industry) / 1 share
6. Compliance
INPEX is systematically developing a compliance system, an indispensable requirement for the sustained development of a company, and strives to ensure compliance with laws and regulations and adherence to corporate ethics. Specifically, we have instituted the Compliance Committee, which deliberates basic policies, plans, and significant matters pertaining to compliance, and manages the status of compliance practice to promote unified compliance initiatives throughout the Group.
In addition, in accordance with the Corporate Social Responsibility Principles, we have instituted the Code of Conduct, which prescribes matters to be observed to realize compliance, in order to increase compliance awareness among executives and employees in an effort to put the Business Principles into practice.
The Code of Conduct stipulates the building of sound and appropriate relationships with government and administrative authorities (prohibition of political donations except in cases permitted under relevant laws and regulations) and compliance with the anti-bribery and anti-corruption laws and regulations in the countries in which we operate. We make no donations relating to political activities.
We have been participating in the United Nations Global Compact since December 2011 and have declared our commitment to preventing corruption. Based on our Code of Conduct, we have prepared a corporate Anti-Bribery and Anti-Corruption Policy (ABC Policy) and ABC procedures and we are engaged in the prevention of bribery and corruption.
We support international standards relating to human rights, such as the International Bill of Human Rights, the International Labor Standards of the International Labor Organization (ILO), and the United Nations Guiding Principles on Business and Human Rights, and favor the United Nations Global Compact, which promotes voluntary activities by companies as good corporate citizens.
Compliance Framework (Internal notification system)
7. Disclosure
To improve the transparency of management and the accountability of managers, we conduct timely, appropriate and fair disclosure of information through our Web site, public relations activities and IR activities toward shareholders and investors.
1. To invigorate the general meeting of shareholders and promote effective voting
Supplementary explanation
Early delivery of convocation notices for
the general meeting of shareholders
We undertake the early delivery of convocation notices for our general meeting of shareholders in an effort to ensure that shareholders have sufficient time to consider agenda items tabled for resolution at each Ordinary General Meeting of Shareholders. The convening notice for the 15th Ordinary General Meeting of Shareholders held on March 25, 2021 was dispatched three weeks prior to the meeting on June 3, 2019. In addition, the notice was posted on the Company's website on February 24, 2021 prior to the dispatch.
Use of voting rights through the Internet
We implemented the use of voting rights via the Internet. We also adopted a platform for the electronic use of voting rights.
The convocation notice and other related documentation are available in both Japanese and English on our company's Web site and TDnet. On the day of the shareholders' meeting, we used videos and a slide show to explain our business before opening the meeting.
2. Enhancing IR Activities
Explanation by representative
: Yes / No
Regular IR presentations for
We participate in events such as IR fairs for individual investors and meetings in a variety of venues including the branch offices of securities firms. About 10 information meetings for individual investors are generally held each year. Yes
Regular IR presentations for analysts
and institutional investors
We hold biannual meetings on financial results for analysts and institutional investors. The President & CEO and the director in charge of finance and accounting explain our financial details and business forecast to approximately 200 analysts and institutional investors. Video archives of these financial results presentations are provided on our Web site (IR section) together with a simultaneous interpretation in English. Yes
Regular IR presentations for foreign
In general, we undertake overseas IR road shows covering such regions as Europe, North America and Asia, while participating in conferences and engaging in one-on-one meetings as necessary. Yes
IR materials available on Web site
Our Web site (IR section) features a host of IR tools including financial reports, financial results presentations and annual reports. Together with recent news releases, every effort is made to disclose pertinent information on our performance and financial position, as well as trends in crude oil prices, foreign currency exchange rates, our share price and stock information. Yes
Disclosure Policies
To achieve the appropriate disclosure of information, we have established internal regulations for corporate information disclosure and defined the process for collecting, managing, transmitting and disclosing information throughout our company. A summary of disclosure and other policies based on the aforementioned regulations is listed. Please refer to Disclosure Policy for further details.
(The information above is current as of March 25th, 2021, unless otherwise stated.)
With the aims of regularly verifying that the Board of Directors is functioning appropriately and identifying issues to resolve for continuing improvement, the Company undertakes an evaluation of the effectiveness of the Board of Directors each year, and discloses the summary of the evaluation results. Based on this policy, the sixth evaluation was conducted in FY2020. The evaluation method and summary of the results are as follows.
An interim review of the issues identified in the effectiveness evaluation for the previous fiscal year was undertaken at the meeting with Outside Directors and Audit & Supervisory Board Members held in August 2020. The specific implementation method of this fiscal year's effectiveness evaluation was also discussed, including the appointment of a third-party evaluation body. As a result, it was decided to appoint a major external law firm as a third-party evaluation organization, to confirm the appropriateness of the survey content and composition, the method of consolidation and analysis by the Board of Directors secretariat, and proposals for improvement.
Subsequently , this fiscal year's implementation policy and evaluation items were deliberated at the meeting of the Board of Directors meeting held in November 2020, including the content and composition of the survey prepared by the Board of Directors secretariat based on review by the third-party evaluation organization.
The evaluation items included the self-evaluation of each Director and Audit & Supervisory Board Member, the composition, operations, roles and responsibilities of the Board of Directors, operations of the Nomination and Compensation Advisory Committee, as well as the status of improvement of issues identified in the previous evaluation. An anonymous online survey of all Directors and Audit & Supervisory Board Members was conducted in December. In order to obtain more specific views and opinions from the Directors, the Directors were encouraged to make comments on many of the questions.
The results of the survey were consolidated and analyzed by the Board of Directors secretariat. After receiving confirmation and indications regarding the appropriateness of the method of consolidation and analysis and the draft improvement proposals from the third-party evaluation organization, the results of the consolidation and analysis, as well as issues and initiatives for the future were discussed at a meeting among the Outside Directors, Audit & Supervisory Board Members and the Representative Directors, in January 2021. Based on such discussion, the following evaluation results were confirmed at the Board of Directors meeting held in February 2021.
Summary of Evaluation Results
1.The overall effectiveness of the Board of Directors was confirmed to be sufficient, as in the previous fiscal year.
2.In particular, continued initiatives to secure time for substantial deliberation were positively evaluated, such as more complete briefings for part-time Officers prior to Board of Directors meetings, and the prior indication of timeframes for deliberation. In addition, the implementation of discussion on agenda items specifically focused on themes that require discussion from a medium- to long perspective, the implementation of a lecture and opinion exchange meeting for the Board of Directors from an external expert on climate change, and the holding of online meetings in response to the COVID-19 pandemic, all received positive evaluations, and their continuation was requested.
3.The following issues were identifies, as issues requiring continued, short- or medium-term initiatives, in order to secure even further effectiveness for the Board of Directors.
Further enhancement of discussions on management strategies in light of changes in the business environment
Further revitalized discussions at Board of Directors meetings
Deeper discussions regarding the desired state of the Board of Directors
Secure opportunities for discussion on the desired state of governance in the INPEX Group
The third-party evaluation organization has concluded that the Board of Directors secretariat has appropriately consolidated and analyzed the results of the evaluation, and that the issues presented above, drawn from these results and analysis, have been suitably established.
Based on these evaluation results, the Company will continue striving to improve the effectiveness of the Board of Directors.
Engagement with Stakeholders
Oil and Gas Development Value Chain
Tax Strategies
HSE Management System (HSEMS)
Management of Health and Safety
Prevention of Major Incidents
Security and Crisis Management
Environmental Management and GHG Management
Social Contribution Activities
Cost of Environmental Technologies
HSE Objectives and Plans
We Support the Global Compact
Corporate social responsibility at a glance
Highlight : Back Number

redpajama_set_name: RedPajamaCommonCrawl


Curtis Newborn, Founder & Chief Creative Officer of Obscura Companies, with brands that include Curtis Newborn Photographic & Obscura Studios, announces the recent merger of FoodPhotoStudio.com into the family of Obscura brands.
"I believe that the combined resources and talent possessed by the team at FoodPhotoStudio.com strengthens and enhances the creative and marketing services that our company can offer to businesses throughout Chicagoland", said Newborn.
Al MacDonald, the founder of FoodPhotoStudio.com, is bullish on the future of this growing group of companies. "We believe that pooling the expertise of our companies will greatly contribute toward expanding our product offerings and creative services", stated MacDonald.
FoodPhotoStudio.com is a full service photo studio specializing in food + product photography. With studio space in Schaumburg, Illinois, they are conveniently located adjacent to Woodfield Mall and just off I-90. The 5,400 square foot space includes an office area, client lounge, conference area, massive prop room, studio space, plus a full kitchen and a set wall storage area. The studio space is one large bay capable of easily handling 4 sets. Access for props, sets and supplies is made easy via an overhead drive-in door at the rear of the studio.
The combined staff consists of Curtis Newborn, photographer; Al MacDonald, photographer; Renee Zomaya, Art Director, prop stylist and set designer, and Doug Benson, Sales & Marketing. Additionally, the Obscura Companies bring with it a fantastic partner network of talented food & prop stylists, assistants and set builders, as well as marketers and creative people.
FoodPhotoStudio.com specializes in digital food photography. Our photography team exemplifies the best of innovative visual problem solving, and values strong relationships with top stylists and writers. Our experience with diverse food + product clients gives us the ability to offer you full service capabilities, for both established businesses and new product concepts. FoodPhotoStudio.com is your one-stop source for a broad range of custom visual communications… everything from recipe development and video production, to design and sourcing of retail food packaging.
For more information or to schedule a studio tour, please contact us at info@foodphotostudio.com or call our studio line at 630-283-0038.


text:
Q: How to dynamicly add listeners to an arraylist of JLabels that call a method I have a grid of JLabels. I added them all to an ArrayList. How do I add MouseClickListeners to all of them through iteration.
Something alone the lines of:
    for (int i=0;i<145;i++)
    jLAL.get(i).addMouseListener(new java.awt.event.MouseAdapter() {
        public void mouseClicked(java.awt.event.MouseEvent evt) {
            jLabelMouseClicked(evt, jLAL.get(i));
        }
    });

jLAL is the jLabel ArrayList. The bad thing here of course is that it can't be final.

A: Try:
for (int i=0;i<jLAL.size();i++)
final int temp = i;
jLAL.get(i).addMouseListener(new java.awt.event.MouseAdapter() {
    public void mouseClicked(java.awt.event.MouseEvent evt) {
        jLabelMouseClicked(evt, jLAL.get(temp ));
    }
});

A: You could just loop through the size of the ArrayList and add each one, but I'd recommend making a custom ADD method which does it for you as it avoids later looping.
public void addLabel(JLabel label){
    label.addMouseListener(yourlistener);
    arraylist.add(label);
}

so instead of calling arraylist.add() for each JLabel you want to add, you add with addLabel().

A: If BlackBox solution can't be implemented in your code, just create a method that will add the listener where the JLabel will be final.
    for (int i=0;i<145;i++) {
      addListener(jLAL.get(i));
    }
  }

  private void addListener(final JLabel jLabel) {
    jLabel.addMouseListener(new java.awt.event.MouseAdapter() {
      public void mouseClicked(java.awt.event.MouseEvent evt) {
        jLabelMouseClicked(evt, jLabel);
      }
    });
  }

redpajama_set_name: RedPajamaStackExchange


"Travel as much as you can, as far as you can, as long as you can.
Life's not meant to be lived in one place."
I began traveling internationally at the age of 5 and haven't stopped since! While exotic destinations such as Bali, Japan and Australia are definitely highlights, I always gravitate back to Europe, my favorite continent. Thus, selling travel is a perfect fit for me. I have worked in the travel industry for over 30 years, almost exclusively for tour operators. I enjoy working with professionals who are as passionate about travel as I am.
Running helps me see destinations from an entirely different perspective, I always try get a run in when I'm traveling, especially to new destinations. I have run either a half marathon or a full marathon in 40 states. My goal is all 50 states.
Contact your Trafalgar/Brendan District Sales Manager for co-op marketing opportunities.


We believe that the key to a smooth and successful event lies in the quality of our working relationship.
I am your friendly Wedding and Events Specialist. As I was growing up, I always end up to be a go-to party person and found the sideline to be my happiest place. Caring for others and overseeing details have always been part of my core. That is why I feel more thrilled to witness couples and event hosts in the spotlight enjoying and taking in every precious second of that particular moment while knowing that a professional team got their back.
Clipboard Perfect Happenings features a wedding planning process that streamlines all aspects of the preparation from conceptualisation to realisation so you can use your time and energy in planning your future and other things that also genuinely matter.
We look after your first day together as you look after each other forever.
I am an enthusiastic, passionate, innovative Event Planner with a perfect record of event planning combined with discerning experience in designing, arranging and coordinating every detail of various types of events. If you have an upcoming wedding or event that you would like help with, I would love to hear from you! Feel free to get in contact for an obligation free chat.
© 2019 Wedding Planner Brisbane. All Rights Reserved.


The third annual President's Circle trip was last week in Puerto Vallarta! This trip is awarded to top franchisees in the exclusive Real Property Management President's Circle. Several franchise owners and their guests enjoyed four days of sun, fun, and interaction with fellow Real Property Management owners, along with company CEO and co-founders. Franchise owners are already talking about the President's Circle and working towards earning next year's trip. Below are some pictures.


text:
Velîkîi Stîdîn (în ) este o comună în raionul Kostopil, regiunea Rivne, Ucraina, formată numai din satul de reședință.

Demografie

Conform recensământului din 2001, majoritatea populației comunei Velîkîi Stîdîn era vorbitoare de ucraineană (%), existând în minoritate și vorbitori de alte limbi.

Note

Velîkîi Stîdîn, Kostopil, Rivne
Velîkîi Stîdîn, Kostopil, Rivne
Velîkîi Stîdîn, Kostopil, Rivne


CRESTVIEW � Not that it needed any, but the Niceville softball team got plenty of help from Crestview on Friday.
The Bulldogs committed seven errors and misplayed several other balls into hits as the Eagles rolled to a 15-0 District 2-6A win. The game was called after five innings on the mercy rule.
Niceville (16-1, 8-0) jumped to a 1-0 lead in the top of the first inning. Audrey Diekmann singled to left, took second on a Kristin Bufkin wild pitch and scored on a single by Kaylan Davis.
The run was all Niceville pitcher Christina Rameriz would need as she threw a two-hit shutout.
The Eagles put the game out of reach with a six-run second inning in which they got six hits and the Bulldogs committed four errors.
Niceville added four more runs on five hits in the third inning, three runs on two hits and two errors in the fourth and a run on a hit and error in the fifth.
"I think in a district game it is key to get out to a good start," Eagles coach Danny Hensley said. "We got off to a good start on them and got them back on their heels a little bit.
"It was beneficial for us to come out and score some early and settle in. It makes the swings a lot easier when you are seven or eight ahead from the get go."
Diekmann led the Eagle attack with four hits and four runs scored. Davis added three hits and scored twice. And Jaci Hodkins had two hits and two runs scored.
Crestview coach Kathy Combest was tougher in the critique of her defense.
"Our pitchers did a good job," she said of Bufkin and Taylor Rolison. We had 13 errors and that's all I can say about that.
When I think you should catch it and you don't it's an error. � We had running errors and catcher errors too."
Bufkin and Kayla Kelch had the Bulldog hits. Gabby Thomas, who drew a first-inning walk, was the only other Crestview player to reach base as the Bulldogs fell to 12-7 on the season and 1-7 in district play.


under your bed, I'm creepy like that.
Well, I know it's a bit early for a Christmas thread, but here I am.
My boyfriend and I have been together about 2.5 years. We moved in together really early, and have lived together for about 2 years. We travel frequently, and have had a lot of bonding experiences traveling the world together, but we also spend quite a bit of time apart. He is a dual citizen and has an office for his business in Europe, and generally travels frequently with or without me for work and because he wants to.
The holidays have always been an important time for me. I've mostly had long-distance relationships in the past and resented being "alone" at family gatherings and parties. My boyfriend is not at all invested in the holidays, but whenever it comes up, he always chooses to spend time with his sister and her in-laws instead of me and my family. It should work out perfectly, since they are European they do Christmas on Christmas Eve, and my Canadian family does Christmas on Christmas day, but last year he went to her in-laws for Christmas Eve, then she decided to host a dinner on Christmas Day. So he came to my family's house in the morning (before dinner) for about an hour then went back to his sister's.
He doesn't like her in-laws much, so he decreed (I thought jokingly) that he will ditch everyone and spend this year in his home country with his grandpa. His grandpa is the only remaining relative in his home country, everyone else lives in Canada.
Well he is leaving on Thursday for two months and returning on December 26th. So we will be apart for the entire holiday season. I'm very upset and disappointed by this. I think it indicates that he isn't serious about me, doesn't view me as part of his future family and doesn't care about my preferences or what is important to me. Whenever I try to talk to him about it he makes me out to be some kind of witch that doesn't want him to spend time with his aging grandpa. We are 31 (me) and 36 (him) and I don't want to waste my time on a man who isn't going to marry me or seriously consider me the centre of his future family. Should I leave this now? I already feel like I compromise a lot to suit his schedule, travel lifestyle, preferences, et al.
I think you should focusing on the big picture, and not just the holidays. Have you spoken about marriage?
I'll honestly never understand childless couples who raise a stink over this. I'm married and we'll most likely be spending Christmas separately with our respective families again. We plan on milking that benefit until we do start a family and taking care of the kid requires we take turns with each other's families. As things are, it's great that it's so simple. I mean, more power to couples who come to that agreement even without a kid in the picture, but in cases where that's not a mutually preferred arrangement, I find it incredibly audacious, even hostile to have your partner choose between you and their family on what's arguably the biggest family holiday of the year in the conventionally Christian world.
ETA: Also curious-- has he forbade you from joining him for Christmas if you'd like to?
I would not be alone for the holidays -I would if I were you start looking for volunteer opportunities on the holidays - that way you won't be alone and you will be contributing on days where many people are alone because of terrible circumstances plus you'll be acting within the spirit of the holidays. Also he will be back for NYE.
When I had serious boyfriends we spent the holidays apart if both our families were doing important gatherings and if we couldn't do both because of geography. For 7 years I dated someone on and off who was not from our city so I was invited to go with him to his family for holidays which I did quite often. I didn't expect it nor would I have expected him not to see his family on Thanksgiving for example so he could be with me.
I think the real issue is that you are more committed to the relationship than he is. Do you speak concretely about marriage plans?
You are right, this is the biggest issue. I no longer think he is serious about the idea of marriage in the future. He has made a lot of jokes about not wanting to get married, or not believing in marriage. When I told him these jokes offended me he said he wasn't serious about them. But now we are at a point in our relationship where getting married would make sense for visa reasons, he is not viewing it as a legitimate option, and I think that has caused me to seriously question the relationship. I am viewing this holiday choice to be apart as evidence of the fact that he won't marry me.
What should I say to him? How do I bring up the topic of marriage in a serious way?
I would be direct, just as you have been about the holidays.
This is your future, and you do not want to waste anymore time, if you are not on the same page.
I am thinking that you don't want to ask, because you know the answer.
Start with I want to be a mom and I want my children to have a father.
If he isn't looking forward to that, being a husband and a dad, I don't believe there is anything else to »bribe« him with.
Expect honesty with him, or whoever you may meet in future.
What else is relationship if not glimpses of Love? A fake illusion.
He is a dual citizen and has an office for his business in Europe, and generally travels frequently with or without me for work and because he wants to.
So, knowing this about him, you are now annoyed? Maybe he is not for you?
As another poster asked, why don't you go with him for the holidays?
I am viewing this holiday choice to be apart as evidence of the fact that he won't marry me.
These are two separate things... just because he doesn't want to spend the holidays with your family doesn't mean he doesn't want to marry you.
And... you don't mention this, but how many times have you gone to be with him and his family? It seems like you expect him to accommodate you and your desires and are upset that he doesn't want to this year.