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The Executive Remuneration Review: EU Overview
Tapestry Compliance Limited
European Union, Global, United Kingdom October 14 2022
This article is an extract from The Executive Remuneration Review, 11th Edition. Click here for the full guide.
Over the past year, there have been various European Union legislative and regulatory changes impacting executive remuneration, with a particular focus on developing the regulatory framework that supports the regulatory regimes impacting remuneration within EU-regulated credit institutions and investment firms.
These changes build on the existing extensive legislative framework that regulates executive remuneration, including the financial services rules that regulate remuneration within credit institutions, investment firms, asset managers, insurers and reinsurers; rules on share dealing and market abuse, corporate governance pay disclosure and voting requirements; laws regulating the offer of securities; and data protection rules. EU-wide regulation on each of these topics is intended to ensure a consistent approach throughout all EU Member States, creating a 'level playing field' across businesses and EU Member States.
This chapter is not intended to be comprehensive but will alert readers to relevant issues and developments that they should be aware of.
II Wider areas of EU regulation impacting executive pay
i Share dealing and market abuse
The Market Abuse Regulation (MAR)2 came into effect on 3 July 2016 and reformed the EU market abuse regime. Much of MAR focuses on general market abuse issues, such as insider dealing and market manipulation. However, the rules also impact executive remuneration. MAR includes notification and disclosure requirements for persons discharging managerial responsibilities (PDMRs) working within issuers linked to EU traded securities and for persons closely associated with a PDMR (PCAs).
The rules include requirements for PDMRs and PCAs to notify the issuer and the relevant competent authority within three business days of every transaction conducted on their own account relating to EU traded shares or debt instruments, or linked derivatives, of that issuer. The issuer must notify the market within two business days of being notified by the PDMR or PCA. The rules also provide for 'closed periods' during which PDMRs cannot deal in securities of the issuer, as well as prohibitions on dealing in securities when holding inside information, both subject to limited exemptions.
ii Corporate governance
In 2007, the EU published the Shareholder Rights Directive (SRD).3 The SRD aims to improve corporate governance in EU companies traded on regulated markets by enabling shareholders to better exercise voting rights across borders. The rules cover a wide range of formalities for general meetings, including minimum notice periods, information requirements and voting rules.
The SRD was amended in June 2017.4 The amendments established a range of corporate governance rules, including an obligation for companies to publish a directors' remuneration policy subject to a shareholders' vote. EU Member States may determine whether this vote is binding or advisory, but a vote must be held whenever the policy is amended and at least every four years. Companies must also publish a clear and understandable directors' remuneration report annually, which is subject to an advisory shareholders' vote.
iii Securities laws
The offer of securities to the public within the EU is governed by the EU Prospectus Regulation (EUPR),5 which replaced the EU Prospectus Directive on 21 July 2019. Under the EUPR, a prospectus is required for an offer of securities unless an exemption applies.
An offer of securities by a company to existing or former employees or directors within its group will be exempt from prospectus requirements under an employee exemption, provided that a document is made available to individuals containing information on at least the number and nature of the securities and the reasons for, and details of, the offer or allotment.
iv Data protection
The General Data Protection Regulation (GDPR)6 entered into effect on 25 May 2018. The GDPR gives individuals greater rights in relation to the processing of their personal data and has widespread application wherever personal data processing takes place. Executive remuneration structures will be caught by the GDPR. Businesses based in the EU or with employees in the EU will need to ensure that their remuneration structures are compliant with the GDPR.
III Rules for credit institutions
The EU adopted the Capital Requirements Directive (CRD) III in 2010,7 establishing the majority of the rules that regulate remuneration within EU-regulated credit institutions and certain investment firms. The scope of the CRD remuneration rules was expanded with the publication of CRD IV and the Capital Requirements Regulation (CRR) in 2013.8
The CRD regime underwent further amendment as a result of the publication of CRD V and CRR II.9 CRD V had to be implemented by EU Member States by 28 December 2020, and CRR II applied directly from 28 June 2021. At a high level, CRD V and CRR II continue to regulate remuneration within EU-regulated credit institutions but now apply only to the largest and most systemically important investment firms.
The CRD and CRR rules must be read in conjunction with the remuneration guidelines published by the European Banking Authority (EBA) that clarify regulatory expectations on the application of the remuneration rules. These guidelines were originally published in 2016 but have been updated to reflect the recent legislative changes, with the revised guidelines applying from 31 December 2021.10
Although some of the rules apply on a firm-wide basis, a number of rules apply only to staff members whose professional activities have a material impact on the firm's risk profile (known as identified staff or material risktakers), which would include, for example, the firm's management body and senior management. The EU published updated regulatory technical standards in June 2021 to clarify which staff members should and must be caught by these rules.11
The CRD remuneration rules are extensive and, for example, require that:
performance-related remuneration must be assessed over a multi-year framework and be based on a combination of the assessment of individual performance (both financial and non-financial criteria), business unit performance and the firm's overall results;
guaranteed bonuses must be exceptional, occur only when hiring new staff and where a firm has a sound and strong capital base, and be limited to the first year of employment;
variable remuneration cannot exceed 100 per cent of a material risktaker's fixed remuneration, or 200 per cent where qualified shareholder approval is given, although a discount rate of up to 25 per cent can be applied in limited circumstances;
termination payments must reflect performance achieved over time and not reward failure or misconduct;
remuneration relating to compensation or buyout from contracts in previous employment must align with the firm's long-term interests;
at least 50 per cent of variable remuneration must be delivered in shares or certain other permitted instruments;
between 40 and 60 per cent of variable remuneration must be deferred for at least four to five years and must be aligned with the nature of the business, its risks and the activities of the staff member, vesting no faster than on a pro rata basis;
variable remuneration must be paid or vested only if it is sustainable according to the firm's financial situation and is justified based on performance. Firms must set adjustment mechanisms, including malus (to reduce or forfeit unvested variable remuneration) and clawback (to recover paid or vested variable remuneration);
any instruments awarded must be subject to an appropriate retention policy designed to align incentives with the firm's longer-term interests; and
staff must not use personal hedging or insurance that undermines the risk alignment effects of the rules.
The CRD rules also contain a number of requirements that relate to pay governance and policy, including, for example, that the remuneration policy and practices must be gender-neutral, that control functions must be remunerated independently of the performance of the business areas that they control and that certain significant firms must establish a remuneration committee.
A key concept of the CRD is the proportionality principle that enables certain firms and individuals to be excluded from the application of the requirements to pay a portion of variable remuneration in instruments and to defer a portion of variable remuneration where the firm or individual complies with certain requirements, such as asset and remuneration thresholds, as relevant.
The CRR sets out substantive disclosure rules, requiring the public disclosure of qualitative and quantitative remuneration information. The qualitative disclosures include information about the decision-making process for determining the remuneration policy, information about the link between pay and performance, and the most important remuneration design characteristics. The quantitative disclosures are broken down by business area and material risktaker category and include: (1) amounts of fixed and variable remuneration, (2) amounts and forms of variable remuneration, (3) amounts of deferred remuneration awarded during the financial year, and (4) amounts of sign-on and severance payments awarded. Firms are also required to disclose certain information relating to the application of the proportionality principle.
IV Rules for investment firms
Investment firms were previously regulated under the CRD and CRR regime (see above). This was criticised as being inappropriate and disproportionate for the business models and risks associated with investment firms. As a consequence of this, the EU introduced a prudential regime for investment firms, comprising the Investment Firms Directive (IFD) and Investment Firms Regulation (IFR).12 The IFD had to be implemented by EU Member States by 26 June 2021 and the IFR applied directly from that date.
The EBA recently published guidelines on the application of the requirements on remuneration policies for investment firms. These guidelines applied from 30 April 2022.13
Similar to the CRD, although certain remuneration rules apply firm-wide, some requirements apply only to those categories of staff whose professional activities have a material impact on the risk profile of the investment firm or of the portfolios managed, which, for example, includes the firm's management body and senior management. In January 2021, the EU published a final draft of the regulatory technical standards that would be used to clarify which staff members should and must be caught by these rules. It is not known when the regulatory technical standards will come into effect.14
Each investment firm will fall into one of three categories. The first category, the largest and most systemically important investment firms, will be subject to the CRD and CRR remuneration rules. The second category, consisting of 'small and non-interconnected' investment firms, as determined by reference to set criteria, will be subject to only a few general remuneration requirements. The third category, which consists of firms that are not caught by either of the other categories, will be subject to the full remuneration rules under the IFD and IFR.
The IFD remuneration rules are broadly similar to those under the CRD, with a few notable differences, such as (1) there is no prescribed ratio between fixed and variable remuneration (instead, firms must set their own appropriate ratio between fixed and variable remuneration, and EU Member States are given the discretion to set their own local prescribed ratios, if they choose to do so), (2) the requirement to award at least 50 per cent of variable remuneration in prescribed instruments includes the ability to award non-cash instruments that reflect the instruments of the portfolios managed, and (3) variable remuneration must be deferred over a period of three to five years, instead of four to five years.
Investment firms are also subject to rules regulating remuneration governance and policy. These requirements are broadly similar to those under the CRD. A notable difference is that firms with a remuneration committee must ensure that the remuneration committee is gender-balanced.
Similar to the CRD rules, the IFD rules contain a proportionality principle that enables certain firms and individuals to be excluded from the application of the requirements to pay a portion of variable remuneration in instruments and to defer a portion of variable remuneration where the firm or individual complies with certain requirements, such as asset and remuneration thresholds, as relevant.
Investment firms are also subject to public remuneration disclosure requirements. The quantitative, qualitative and proportionality principle disclosure obligations under the IFR are broadly comparable with those under the CRR II, although certain requirements are not replicated in the IFR, meaning that the disclosure burden is lower for investment firms.
V Rules for asset managers
i Alternative Investment Fund Managers Directive
Firms authorised under the Alternative Investment Fund Managers Directive (AIFMD)15 will be subject to remuneration rules implemented in 2013, as supplemented by remuneration guidance published by the European Securities and Markets Authority (ESMA) in 2013, as amended in 2016.16
The remuneration rules apply to all EU-regulated alternative investment fund managers (AIFMs), including managers of hedge, private equity, venture capital, commodity, infrastructure and real estate funds. Similar to the CRD and IFD, although some rules apply on a firm-wide basis, a number of requirements apply only to the remuneration of those categories of staff whose professional activities have a material impact on the risk profile of the AIFM or of the funds that they manage, including, for example, senior management.
The AIFMD remuneration rules broadly align with the CRD rules, with certain key differences, including, for example: (1) there is no prescribed ratio between fixed and variable remuneration, (2) the minimum non-cash instrument requirement must be satisfied using units or shares of the fund concerned or certain other permitted instruments, and (3) the minimum deferral period is three to five years and must be appropriate in view of the life cycle and redemption policy of the fund concerned.
As with the CRD, certain AIFMs must establish a remuneration committee. In terms of disclosure, any AIFM seeking to obtain authorisation under the AIFMD must disclose details of its remuneration policies and practices to its regulator and must also, annually, disclose specific remuneration information for the funds it manages and markets.
ii Undertakings for the Collective Investment in Transferable Securities Directive
Firms authorised under the Undertakings for the Collective Investment in Transferable Securities Directive V (UCITS V)17 will be subject to remuneration rules implemented in 2016 that broadly align with the corresponding rules under the AIFMD (see above). The remuneration rules are supplemented by remuneration guidance published by ESMA in 2016.18
UCITS V applies to undertakings for collective investment in transferable securities (UCITS) and their management companies. Similar to the CRD, IFD and AIFMD, although some remuneration rules apply firm-wide, some rules apply only to the remuneration of those categories of staff whose professional activities have a material impact on the risk profile of the UCITS management company or of the UCITS that they manage, including, for example, senior management.
Similar to AIFMD, the UCITS V rules broadly align with the CRD rules, with certain key differences, including, for example: (1) there is no prescribed ratio between fixed and variable remuneration, (2) the minimum non-cash instrument requirement must be satisfied using units or shares of the UCITS concerned or certain other permitted instruments, and (3) the minimum deferral period is three years.
As with the CRD, IFD and AIFMD, certain UCITS management companies must establish a remuneration committee. UCITS V also requires certain disclosures to be made, including, for example, a requirement for the UCITS prospectus to detail the remuneration policy, methods of remuneration calculation and information about those responsible for remuneration.
VI Rules for insurers and reinsurers
Insurance and reinsurance businesses are subject to the remuneration rules set out in the Solvency II Regulation,19 supplementing the Solvency II Directive,20 as supplemented by the European Insurance and Occupational Pensions Authority's corporate governance guidance.21
Under the remuneration rules, an insurance or reinsurance undertaking must adopt a written remuneration policy. The policy must promote sound and effective risk management and must not encourage risk-taking that exceeds the risk tolerance limits of the undertaking. The policy must apply to the undertaking as a whole and contain specific arrangements that take into account the tasks and performance of the administrative, management and supervisory body, persons who effectively run the undertaking or have other key functions, and other categories of staff whose professional activities have a material impact on the undertaking's risk profile.
The remuneration provisions are not as stringent as under other sets of rules. There are, however, wide-ranging requirements, including the requirement to establish an independent remuneration committee; the requirement for an appropriate balance of fixed and variable remuneration; the requirement for the measurement of performance-related variable remuneration to be based on the performance of individuals, the relevant business unit and the overall results of the undertaking; and the requirement for a minimum deferral period of three years.
VII Rules for sales incentives
In December 2016, the EBA published guidelines on remuneration relating to the sale and provision of retail banking products and services. In 2017, the EU published a regulation22 that supplemented the Markets in Financial Instruments Directive II (MiFID II)23 and set out remuneration rules for all persons who could impact service provision or firm corporate behaviour within firms providing investment services, including front office, sales or other staff indirectly involved in providing investment or ancillary services. The MiFID II provisions and EBA guidance cover similar points.
When providing sales incentives, firms should generally ensure that they:
do not remunerate or assess performance in a way that conflicts with duties to act in clients' best interests;
do not use remuneration structures or sales targets that could provide incentives to recommend a particular financial instrument to a retail client when the firm could offer a different financial instrument that would better meet the client's needs;
design and implement remuneration policies that have appropriate criteria to be used to assess performance, including qualitative criteria encouraging acting in clients' best interests;
define and implement remuneration policies and practices under internal procedures that take account of the interests of all clients of the firm, ensuring that clients are treated fairly and their interests are not impaired by remuneration practices adopted in the short, medium or long term;
do not create remuneration policies that create a conflict of interest or incentives that may lead relevant persons to favour their own interests or their firm's interests to the potential detriment of any client; and
ensure that remuneration and similar incentives are not solely or predominantly based on quantitative commercial criteria, and instead take into account appropriate qualitative criteria reflecting compliance with the applicable regulations, the fair treatment of clients and the quality of services provided to clients.
The MiFID II rules also require that the management body approves the firm's remuneration policy and that senior management takes responsibility for day-to-day policy implementation and for monitoring compliance risks.
A more recent set of rules impacting sales incentives is the Insurance Distribution Directive (IDD),24 which took effect from 1 October 2018. Under the IDD, insurance distributors must not be remunerated, or remunerate or assess the performance of their employees, in a way that conflicts with their customers' best interests. In particular, remuneration arrangements or sales targets must not provide an incentive to recommend a particular insurance contract where a different insurance contract is available that could better meet a customer's needs.
VIII ESG and executive remuneration
Environmental, social and governance (ESG) topics and risks relating to ESG topics continue to be subject to significant regulatory and investor focus around the world. The EU has been particularly active in this space, implementing a range of sustainability-related measures, including, of particular importance to remuneration, the Sustainable Finance Disclosure Regulation (SFDR), which took effect on 10 March 2021. Among other requirements, the SFDR requires a broad range of financial services firms to set out in their remuneration policies information on how those policies are consistent with the integration of sustainability risks, and requires that information to be published on a firm's website.25
In 2021, the EBA also published a report setting out proposals to further align remuneration within credit institutions and investment firms to ESG risks.26 The EBA will use the report as a basis for the development of guidelines on the management of ESG risks by firms and the supervision of ESG risks by regulators.
IX Conclusion and outlook
The regulation of executive remuneration continues to attract scrutiny from EU regulators and legislators across all sectors. We expect to see the regulatory and legislative landscape surrounding executive remuneration to continue to develop over the coming years, with a particular focus on how businesses align executive remuneration to ESG topics and risks, particularly in relation to ESG topics such as climate change and diversity.
The financial services sector has remained the key focus for EU regulators and legislators, with substantive changes to the regulatory regimes for credit institutions and investment firms in recent years, and with a broad range of financial services firms being required to comply with ESG-related disclosure requirements. This primary focus on financial services will partly stem from the political appetite to carefully manage risk within the financial services sector, also recognising that financial services have a significant role to play in mitigating certain ESG risks, particularly in relation to climate change.
It is yet to be seen whether the current challenging economic environment will result in more wide-ranging regulation of pay at an EU level, particularly from a corporate governance perspective. We have seen increased scrutiny of executive pay by shareholders across a broad range of sectors, including as a result of the covid-19 pandemic, and it is possible that this will translate into regulatory or legislative activity to deal with any perceived deficiencies in the current EU corporate governance framework.
Tapestry Compliance Limited - Lewis Dulley, Chris Fallon and Matthew Hunter
Company & Commercial
Employee Benefits & Pensions
Solvency II Directive (2009/138/EU)
Sustainable Finance Disclosure Regulation (2019/2088/EU)
Capital Requirements Regulation (2013/575/EU)
European Securities and Markets Authority
Solvency II remuneration requirements *
The Executive Remuneration Review: EU Overview *
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Regulation (EU) 2016/679 - General Data Protection Regulation (GDPR)
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Regulation (EU) 575/2013 - Capital Requirements Regulation (CRR)
Directive 2009/138/EC - Solvency II Directive
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The name of this paper refers to something that has a long tradition in movements for social change. In its most fundamental sense, direct action is the idea that, if you want something done, you should go and do it yourself, not wait for someone else to do it for you.
Despite its mythology about "initiative" and "self-reliance", capitalist society doesn't really encourage doing things yourself. Initiative in making money is okay, but for most goals, we're strongly encouraged to let someone else do it for us. Thus, if a factory near your house is polluting your environment, and you and your neighbours march in and close down the factory, it's likely to be you, not the factory owner, who will end up in jail. Or are you and your co-workers underpaid? Again, if you march into the manager's office and top up your wages out of the office safe, you can guess who the police and the capitalist media will accuse of being thieves.
What we're taught, almost from birth in capitalist society, is that we should try to solve any problems we may have by "working through the system". So, instead of directly closing down the polluting factory, you and your neighbours should hire a lawyer (two or three if you can afford it) to file legal challenges and lobby the government and generally do their best until all your money is gone, and you and your neighbours have all been killed by the pollution. Or, to obtain a wage large enough to live on, you shouldn't strike, but should wait until the next parliamentary election and then vote for a party that, if it is elected to government, will — maybe — think about repealing the previous governing party's ban on respectfully asking the boss to be charitable.
The problem with trying to solve problems by "working through the system" is that most problems are caused by the system; working within it generally multiplies problems rather than solving them. It is particularly fruitless to rely on parliament, because parliament always has a guaranteed majority of representatives who identify far more with the polluters and bosses than with the people who elect the politicians.
So direct action — doing things for yourself instead of hoping that some "representative" will do it for you — has long been deservedly popular in movements seeking progressive change. One might even wonder why it is that direct action is not more widely used.
At least part of the answer to that question is that it is possible to engage in direct action in unproductive, or even counter-productive ways. The hypothetical examples above were about collective action, not individual action. This is because collective direct action is far more effective than individual or small-group direct action.
If you, all by yourself, pound on the door of the polluting factory, the owners may or may not let you in, but they will certainly be able to prevent you closing down their polluting operations. On the other hand, if 1000 or 10,000 neighbours bang on the door, the owners will probably keep it locked, but together you can block supplies entering and products leaving the factory, and you might get some media coverage that will encourage a public boycott of the company or pressure a government official into enforcing a law or regulation that was there all the time.
It is sometimes argued by people who are attracted by small-group direct actions that they can spark a response by broader layers that masses of people can be inspired by a brave individual confronting the bosses or their government or police. While the sight of a few protesters being dragged off to jail can easily discourage political action rather than encouraging it, there can be an element of truth to such arguments.
"Sparks" can sometimes ignite something larger — provided the basis for that something larger has already been created. Consider the example of Rosa Parks, the African-American woman in Montgomery, Alabama, who in December 1955 was arrested for refusing to give up her bus seat to a white passenger, as required by the state's racist segregation laws. In response, the city's black population conducted a year-long bus boycott that succeeded in desegregating Montgomery's buses. (Along the way, this powerful movement caused a federal district court and then the US Supreme Court to notice for the first time that Alabama's bus segregation laws were unconstitutional.) This was one of the first victories of the US civil rights movement, and it spurred on that movement.
The mass campaign touched off by Rosa Parks' brave act of defiance didn't come from nowhere, however. She was part of a Montgomery movement against segregation that had been under way for some time, involving the Women's Political Council and the local chapter of the National Association for the Advancement of Colored People, which was headed by Edgar Nixon, a militant trade unionist in the Brotherhood of Sleeping Car Porters (also known as the Pullman Porters Union).
The direct action that is advocated in Direct Action is the thought-out collective direct action that can win.


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» Join WeddingWire at NAWP Connect: Destination Miami!
Posted by Sophie | August 24, 2012 | Comments Off on Join WeddingWire at NAWP Connect: Destination Miami!
National Assocation of Wedding Professionals (NAWP) is holding its 2012 Conference, NAWP Connect in Miami, FL this year! Taking place at the Westin Colonnade in the Coral Gables area of Miami, September 9th-11th, NAWP Connect is an opportunity for wedding professionals to get together in sunny South Florida, meet and network with other Pros, and experience educational presentations from industry experts!
WeddingWire knows the power of education, so we're excited to share this unique opportunity with you to grow a more successful business. WeddingWire CMO, Sonny Ganguly, will be presenting "Get Social, Go Mobile" at the conference, and will provide insight on how to keep your business current and stay ahead of technology trends. Additionally, you'll develop successful strategies to build your brand, and have informative breakout sessions with Sonny and other great speakers!
Interested in attending? Registration ends September 3rd, so get on board and sign up for NAWP Connect today! Learn more about how to register.


Back in 1983, when I first started making hospital visits, to my surprise almost everyone I encountered in a sickroom knew the Lord's Prayer, even those who claimed not to have been in church for more than twenty years. Another one of those never forgotten religious quotations is Psalm Twenty-three. Of course, it is the King James or Authorized Bible Version everyone knows.
In the nearly thirty years I have been ordained in the Episcopal Church my presence at funerals in one capacity or another—officiant, preacher, assisting, attendee—I think Psalm Twenty-three has been a part of just about every one of them. No matter where the funeral was held, whether in a church, in funeral home, or at a graveside, Psalm Twenty-three has been recited. Just as the Lord's Prayer is known by memory by so many, so is this famous psalm.
When a boy of about seven, I attended a vacation bible school in an old stone church building in Annapolis, Maryland where I had a memorable experience. I recall the teacher taking us to the balcony of the church so we could look at a giant stained glass window that overlooked the choir and the pulpit (it was a Baptist church). The window depicted Jesus standing in the midst of a flock of sheep. He had a shepherd's staff in his right hand and held a lamb in the crook of his left arm. On the sides of the depiction were the words of the Psalm Twenty-three. Our teacher told the class we were going to memorize the words on that window; I think this is the first Scripture I ever committed to memory.
The shepherd image of Jesus is vital to our understanding of who Jesus is. The image is not a sentimental one of a gentle shepherd caring for a flock but instead one of a fearless leader going out in front of the flock leading it to forage, water, and safety. This imagery is so ingrained in me I do not know how often I have spoken or written of it in the past. Nevertheless, it is an image that needs constant deciphering.
shepherd or the Good Shepherd as Jesus has described himself. The words are a reminder of that leading quality demonstrated by Jesus in his willingness to face the worst of humanity and lead the world to a higher level of faith and love. In fact, we can think of Jesus as the pioneer of faith. He goes before us to prepare a place for us in that house or mansion of many rooms, as he says in the fourteenth chapter of the Gospel according to John.
Earlier in the story of the Good Shepherd Jesus talks about false leadership that gets into the sheep fold. The only way the false prophet can get the sheep out of the sheep fold is to chase them. Jesus says his sheep know his voice and he calls them out of the fold; he even calls them by name. That is the difference between a sheep herder and a shepherd.
When we speak of clergy being the shepherd of the flock we are thinking of the Good Shepherd metaphor, but again this is a sentimentality not based in reality. Often there is so much conflict between the so-called shepherd and the so-called flock that the metaphor breaks downs. Usually, in this context the clergy is pushing the flock to do something and the flock is resisting. Sometimes a sheepdog has to be called in to round-up the flock and get it in order.
True leadership, in the church or anywhere else for that matter, is what the word implies; leading. However, if the flock is not listening the shepherd may be out front leading and the sheep are not following. A shepherd and flock working together to reach the goal requires mutual trust that the leader knows the way and that the flock is not distracted. Too often the flock has its own agendas and regardless of leadership nothing moves, the flock languishes in the desert, and the shepherd is helpless. Thus, failure in any organization rests both with those leading and those following.
Sheep, however, are animals that respond to conditioning and behave instinctually. They can be trained to respond to a shepherd and the shepherd does not even have to be a good one. The shepherd, in this case, only needs to train his flock to respond to his voice and to listen for the bell on the lead sheep called a bellwether. Human beings are not sheep. Human beings can be trained to respond to stimulus as animals can, but human beings can also think and make judgments.
Leadership and followership need to acknowledge the humanity in leading and following. The false prophet cares only for what he or she wants and cares little for the value of the flock as an entity or as individuals. That accounts for the false prophet's need to push rather than lead. The flock, and its individual members, that acknowledges the human value in its leadership and itself will do whatever it takes to follow the good leader and support that leader while being helped to meet both communal and individual goals.
No matter what flock you belong to, family, school, community, state or country, and even your church, participating in a constructive way helps the leader be more effective and assures that the flock, the community, is successful. The best way to assuring communal and individual success, regardless of the task, is to be positive members of communities, groups, parish, and citizens of our city, state, and nation. Holding back positive support, not providing positive input, and avoiding positive participation, only makes the flock weak.
Jesus calls on us to look to the good shepherds of our lives and encourage them to lead not push. Jesus reminds us that being pushovers is allowing the false prophet to take charge. Following a good shepherd, and I emphasize the word good, leads to a wholesome life where the waters are still and the pastures are green.


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Washington Sea Grant provides funding and support for a variety of projects through the following opportunities.
WSG requests proposals for one-to two-year projects from investigators at academic, research and education institutions throughout the state of Washington. Funded projects will contribute to WSG and state priority information needs and advance knowledge in one of four focus areas: healthy coastal ecosystems; sustainable fisheries and aquaculture; resilient communities and economies; and ocean literacy and workforce development.
WSG periodically hosts special competitions, which have included the National Sea Grant College Program, and established a series of National Strategic Investments (NSIs) that complement the strategic objectives of the state Sea Grant programs.
WSG sets aside a portion of its federal budget for small Program Development grants that allow timely responses to new or changing needs with the capacity to plan and begin implementation in emerging program areas. The grants address problems and opportunities that further the WSG mission, but which may not be readily identified during the regular four-year planning and budgeting cycle or fit into the competitive research project selection cycle.
For fellowship funding opportunities, visit Fellowships.
While there are no fixed limits on support available, funding generally ranges from $1,000 to $25,000. The grants address problems and opportunities that further the WSG mission, but which may not be readily identified during the regular four-year planning and budgeting cycle or fit into the competitive research project selection cycle. While there are no fixed limits on support available, funding generally ranges from $1,000 to $25,000.
At the discretion of the Director, WSG funds may be available to sponsor conferences, workshops, and events that further the mission of WSG. While there are no fixed limits on support available for sponsorships, funding generally ranges from $50 to $2,500, while larger requests may be considered.


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Obituary Judge Maurice Caruana Curran
InHomepage
From the Times of Malta of the 11th March 2015
Martin Scicluna writes:
Maurice Caruana Curran, who has died aged 96, possessed two essential qualities that distinguish the leader from the others. Those qualities were judgement and courage.
As a judge he was noted for his independent mind and his forthright defence of human rights. Described by a former President of Malta as "the island's bastion of liberty", he served on the Bench for 20 years, handing down some landmark judgments in criminal, civil and commercial law, which are models of fairness and clarity.
But while there will be deserved plaudits for his long, versatile and distinguished career as a lawyer, as Malta's Attorney General and a judge, it will be as the pioneer of Malta's national heritage and environmental movement that he will be long remembered. For it was to this cause that his outstanding qualities of judgement, courage and leadership were directed for 50 years, first as the president, then, latterly, as he grew older and more frail, as its founder president – a member of the council of Din l-Art Ħelwa to the very end. He was immensely proud to see it celebrating its Golden Jubilee this year.
In July 1965, at the age of 46, together with a group of intellectuals and scholars – like-minded lovers of Malta's history, art and cultural heritage – he founded Din l-Art Ħelwa, Malta's national trust, a voluntary organisation to assist the newly-independent sovereign State of Malta to uphold article 9 of the Constitution "to safeguard the historic, natural and artistic patrimony of the nation".
He was soon to become an outspoken and fearless defender of Malta's natural environment and cultural heritage. With his selfless and unwavering commitment to the ideals of conservation and the power of example set by Din l-Art Ħelwa, its restoration projects and its educational initiatives, he succeeded in arousing the awareness of the public and of initially reluctant and unseeing successive governments to the importance of Malta's extraordinary heritage.
He lobbied against the misuse of land, the destruction of our traditional vernacular architecture, overdevelopment, greedy speculation and the effects of uncontrolled mass tourism.
Read the whole text of the obituary here
VICTORY CHURCH TOURS
For more information, call: 99637409
DLĦ hold a week of cultural events at Casino Maltese


You will find answers to the most frequently asked questions here.
Q: Is the products original?
A: All products we sell are original. We have been in wholesale business for over 20 years.
Q: Can you send the pictures?
A: You can come to our shop. Based on our experience, we strongly believe snapping unprofessional pictures for customer will not help.
Q: What is your whatsapp number?
A: This is one of the reason that we can offer more affordable online price. Having whatapps support will incur more manpower cost on us. We keep the maintenance cost low, so that our clients will enjoy more affordable online price.
2) Create an account on our website to order.
Q: How to check stock availability?
Q: How is shipping fee charged, per trip or per items?
A: Shipping fee is charged per trip (one time) first 0.50kg, RM7 to Peninsula Malaysia, RM12 to Sabah / Sarawak.
Q: Is there any discount if buy more?
A: Internet price is our best price for low quantity.
Q: Would price be reduced after 1 June 2018, 6% GST changed to 0% GST?
We cannot charge oversea customer Malaysia GST, so price must be before GST.
Q: How about bulk purchases for Corporate events gift?
A: Watches engraved with company logo / name / message / dedication are excellent way to reward your employees for long service.
If you are purchasing in bulk quantity, you may be eligible for further discount. Outline your quantity for gents / ladies, brand preference, need (for example stainless steel or leather) and budget. We are able to supply hundred units or more, and provide very competitive pricing.
Q: Can you fill up Supplier Registration Form?
A: It is your responsibility to fill up Supplier Registration Form in your company system. Hiring extra manpower to fill up your Supplier Registration Form will incur more cost on us. We do not want to burden our clients by transferring these cost to them.
Q: How is payment process, and how to track PosLaju shipping?
Q: When will my ordered goods arrive? Could it arrives on Saturday?
A: We shipped out the items on same day or next day after receive payment transaction. Pos Laju takes 1 to 3 days for delivery. It may arrive on Saturday.
Q: Do you supply products not in website?
A: We also supply models not in website. You can email me your interested model.
Q: Do you do Cash On Delivery?
A: You can come and buy directly at our shop.
Q: Where is our shop, is there any landmark?
Q: When is your shop business hours?
A: Open Monday to Saturday, 11am till 6:30pm.
Q: I am looking for watches with certain features, for example 100m water resistant, thermometer, altimeter, compass, laps or sapphire glass?
A: There is search function at top right side, input "sapphire" and tick "Search in product descriptions"
Q: How long is the warranty for watches?
A: Warranty for watches is 1 year from date of purchase from Jam May May, to be free from defect of quality, except consumables or articles with limited resistance (e.g. battery, band, case).
(6) The warranty period has expired.
Q: What is proper way to adjust time for watches with calendar:day/date, especially automatic watches?
A: The time must be adjusted OUTSIDE period of 9pm - 4am, before calendar:day/date can be adjusted to current day/date, because the calendar gear is vulnerable between 9pm - 4am. Calendar gear failure due to adjusting time during such period is improper time adjustment and Customer shall NOT have any claim under this warranty.
Q: What is proper way to use stopwatch for watches with chronograph?
A: Chronograph watch has Start/Stop button and Reset button. Start/Stop button is used to trigger the stopwatch. Reset button should be pressed after stopwatch is paused. Reset button should never be pressed when stopwatch is still running. Stopwatch hand failure due to pressing Reset button when stopwatch is still running is improper stopwatch usage and Customer shall NOT have any claim under this warranty.
Q: Where can I have my watch repaired?
A: We recommend that you bring your watch to our shop for watch repairs. A watch is a very sensitive precision instrument which requires servicing by highly trained and skilled technicians using special tools developed by Perniagaan Jam May May. We provide 6 months warranty for watch repair.
However, for repair of old watches, there may be a depletion of the parts in stock, and sometimes a watch cannot be repaired due to the discontinuation of necessary parts. Should that be the case, we regret we will have to return your watch unrepaired. Nevertheless, be assured that we will do our utmost to return your watch to its best working order.
Q: Where can I have my watch battery replaced?
A: To avoid causing any damage to a watch due to battery leakage, it is advisable to replace the battery soon after it runs out. We recommend that you bring your watch to our shop to have batteries replaced with genuine Renata batteries. However, we regret that we do not provide warranty for battery replacement.
Q: Guide to water resistance?
A: Do not operate crown and buttons when the watch is wet or underwater, it will displace air inside the watch and cause it to leak. Bezel rotation may become slightly harder in the water but this is not a malfunction, it is designed to prevent accidental rotation underwater.
Q: Cannot connect to website using modem?
Q: I have more question?
What makes Perniagaan Jam May May a better place to buy a watch vs. other e-commerce websites?
Other e-commerce websites, even though they may be famous, are marketplaces. The sellers on those marketplace are NOT authorized reseller. You run the risk of buying a fake or a refurbished watch. Nearly 90% of the watches sold on e-commerce sites are fake.
Perniagaan Jam May May is an authorized distributor of every watch we sell. We are Malaysia's wholesaler of All Kinds of Quartz Clock & Watches, ZIPPO Lighters, Strap, Battery & Watch Spare Parts for over 20 years. You can feel completely assured that when a watch is bought on our website it will be free from all malpractices.
The warranty is void on most of the watches sold through other marketplaces and e-commerce sites. Sellers send a warranty card that is not stamped by an authorized reseller. If something goes wrong, the warranty of the watch will be void.
You get a free strap adjustment when buy watch at our shop.


text:
A grison , , also known as a South American wolverine, is any mustelid in the genus Galictis. Native to Central and South America, the genus contains two extant species: the greater grison (Galictis vittata), which is found widely in South America, through Central America to southern Mexico; and the lesser grison (Galictis cuja), which is restricted to the southern half of South America.

Names
The generic name Galictis joins two Greek words:  (, "weasel") and  (, marten/weasel). Compare the word Galidictis (a mongoose genus).

The common name  is from a French word for "gray", a variant of , also meaning "gray".

Locally, in Spanish, it is referred to as a  (literally "little ferret") or . In Portuguese, it is a .

Description
Grisons measure up to  in length, and weigh between . The lesser grison is slightly smaller than the greater grison. Grisons generally resemble a skunk, but with a smaller tail, shorter legs, wider neck, and more robust body. The pelage along the back is a frosted gray with black legs, throat, face, and belly. A sharp white stripe extends from the forehead to the back of the neck.

Habitat
They are found in a wide range of habitats from semi-open shrub and woodland to low-elevation forests. They are generally terrestrial, burrowing and nesting in holes in fallen trees or rock crevices, often living underground. They are omnivorous, consuming fruit and small animals (including mammals). Little is known about grison behavior for multiple reasons, including that their necks are so wide compared to their heads, an unusual difficulty that has made radio tracking problematic.

Evolution

Extant species

Fossils
Grisons first appeared in South America during the early Pleistocene about 2.5 million years ago. They may be descended from the fossil genera Trigonictis and Sminthosinus, which lived in North America during the mid to late Pliocene. There are  at least three known fossil species, all of which were found in Argentina:

 † Galictis hennigi
 † Galictis sanandresensis
 † Galictis sorgentinii

References

 Nowak, Ronald M. (2005). Walker's Carnivores of the World. Baltimore: Johns Hopkins Press

Ictonychinae
Mammal genera
Mammals of South America
Taxa named by Thomas Bell (zoologist)

redpajama_set_name: RedPajamaWikipedia


Collect FBI grade audio recording with the longest lasting, high bit rate (192kbps) recording device on the market today disguised as a working flashlight.
You�re going to love the Black Box Audio Elite recorder. That�s because it has the most impressive battery life on the market (100 days in standby and up to 180 hours of continuous recording) and is disguised as a small LED flashlight (working). The voice activated recording feature is extremely helpful for recording conversations. It can hold up to a whopping 580 hours of audio files!
This audio recorder is great for pretty much any type of conversation that you need to record. It works great as a room recorder, because the microphone gets a clear sound from up to 30 feet away - that�s better than any other recorder we�ve been able to find. And because you can adjust the sensitivity of the microphone and voice activation feature it is perfect for recording inside cars or other vehicles.
With the built-in industrial grade magnet you can easily hide it under a desk, table, chair, car seat etc. and be sure that it will not be found. Also, because there is no way anyone would know that it is anything more than an ordinary flashlight you could even stick it to the refrigerator in plain site.
Put it inside your pocket or purse, because the microphone can hear just fine through most fabrics.
There are no markings or switches indicating that this harmless flashlight is actually a recording device. To turn the recording on you simply "short" press the power button twice then press and hold it. The indicator light will come on for 3 seconds and then go out. Release the power button and the unit is now secretly recording. There are no noises or indicator lights while recording.
The flashlight continues be operational as usual (turned on and off without changing the voice recorder). A person could even pick it up, use the flashlight and they would never know that it is a spy recorder.
Set the device where you want it, and then forget it. It'll turn on the next time it hears sound thanks to it�s voice-activation feature. When the sound stops, the covert audio recorder goes into a sleep mode to save battery life.
Voice activation helps you in 3 different ways. You save a time because it doesn�t record unwanted silence, & allows your battery to last longer. Also, you won�t need to worry about making sure if the recorder is on. Simply leave it on. That way, if someone surprises you with a conversation you weren�t ready for, it�ll capture it automatically.
The sound quality is exactly what you want - it�s clear with no noise whatsoever. Anyone listening to your recordings will feel like they were there because of how high quality the sound is.
Example Battery Life - If you were to place this voice recorder in a car and through voice activation it recorded 3 hours per day the battery would last around two months (longer if it recorded less).
When you are ready to listen to your recordings simply attach to your computer via the USB cable. Double click the files and they will playback on any MAC or PC.
Recordings can also be saved to your computer, SD card, thumb drive etc. and/or deleted from the audio recorder.
Purchase the optional Android OTG Adapter above and you can listen to your recordings from your Android phone or tablet by simply connecting the recorder to your device and playing the files when they are displayed on your device.
Recoding Distance: Bulit-in Automatic Gain Control supports up to 10M recording distance.


A MISSING man may have links to the Conwy coastal area.
Appealing on Twitter for information on his whereabouts, North Wales Police said David Hugh Coriat, 56, is from Rhyl.
But they added he may have links to Dublin as well as the Denbighshire and Conwy coastal area.
Anyone who knows or who has seen Mr Coriat is asked to call police on 101.


This European Standard defines a method of specifying delivery conditions for Polypropylene (PP) recyclates. It gives the most important characteristics and associated test methods for assessing a single batch of PP recyclates intended for use in the production of semi-finished/finished products. It is intended to support parties involved in the use of recycled PP to agree on specifications for specific and general applications. This standard does not cover the characterisation of plastics wastes. See EN 15347. This standard is applicable without prejudice to any existing legislation.


text:
List är inom grönsaksodling till exempel för gurkor en låg upphöjd jordvall. Jordvallen gör att jorden uppvärms fortare på våren och på fuktiga marker blir torrare. Listen skapas innan planteringen till skillnad från kupning som sker efter planteringen när växten har grott. List kan också vara en lång och smal rabatt i en trädgård.

Källhänvisningar

Trädgårdsskötsel


text:
============================
Rule ``declare_parentheses``
============================

There must not be spaces around ``declare`` statement parentheses.

Examples
--------

Example #1
~~~~~~~~~~

.. code-block:: diff

   --- Original
   +++ New
   -<?php declare ( strict_types=1 );
   +<?php declare(strict_types=1);

redpajama_set_name: RedPajamaGithub


text:
Anshu Mor quit as the head of Xbox business at Microsoft at the age of 44 and became a full time stand-up comedian in 2016. In a very short span, he was recognised as one of the rising stars of standup comedy in India by the Times of India group and has performed over 400 shows in India and abroad. He has to his credit 4 highly appreciated stand-up solo specials – 'The Anshu Mor Show', 'Wait There's Mor', 'Right Se Dekh' and 'Just a Bad Guy' and has over 25 million views on his YouTube channel.
Morcast Morcast
Top Podcasts In Comedy
Office Ladies
Earwolf & Jenna Fischer and Angela Kinsey
Armchair Expert with Dax Shepard
Armchair Umbrella
Varta Lab
IVM Podcasts
IVM Daily
IVM Likes
Marbles Lost & Found
Global Comedian Podcast
SanjayComedy
Sanjay Manaktala


The New Zealand Ministry of Education has issued a Request for Proposal for a "Network for Learning: Ultra-Fast Broadband in Schools" (9 May 2012). Registered companies can download "Document 2: Network Requirements" (GETS Reference 36203), which has a comprehensive description of the proposed system, including Domain Name Service, Remote Access to School LANs, Peering, Software Update Distribution, Caching, SMTP, Security, Managed Firewall, Managed Content Filtering, Proxy Services, Identity and Access Management.
While emphasizing the benefits for learning to students at individual schools, this national approach will also allow NZ to lower overall costs and it will also allow students and teachers to move between schools and also learn and teach online, away from a school campus.


The Nymphália (Νυμφάλια) is a festival of Dimítir (Demeter, Δημήτηρ) --- she in particular --- but it is also for the Nýmphai, the kosmogonía (cosmogony, κοσμογονία), and other sacred things.
Pærsæphóni (Persephone, Περσεφόνη) is the daughter of Dimítir. Pærsæphóni is the Kóri (Core, Κόρη). The Kóri is the divine soul who comes to help.
Pærsæphóni united with Zefs (Ζεύς) and produced Zagréfs (Zagreus, Ζαγρεύς), the saviour of all creation. The Nýmphai participate in the nurturing of Zagréfs, and they help to elevate him. He is at the breast of his mother and the Nýmphai are caring for both.
By celebrating the Nymphália we reenact the nursing of baby Diónysos (Διόνυσος) by Pærsæphóni, the Nýmphai (Nymphs, Νύμφαι), and all of creation. The Sun, Moon and Stars, the Galaxy, the Kózmos, the two substances, Gods, men and creatures --- all of Nature unites at the breast of Pærsæphóni where Zagréfs is suckling. And the Nýmphai are the nurses of this divine miracle.
The date when the Nymphália was originally celebrated is likely unknown. It has been proposed to observe the festival early in the month of Dimítir, the zodiacal month of Stákhys (Wheat-ear, Στάχυς), beginning 21 August.


text:
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I love K.D. Lang and her music, but . . .
roper nouns are capitalized. All caps is for initialisms and acronyms. We use the modern English alphabet when writing for modern English speakers. Somewhere along the line, perhaps because of the same technological advances that allow me to get pedantic about this to a worldwide audience, these first-grade English lessons have been discarded in favor of a misguided attempt to reproduce corporate logos and placate vain superstars.
Sure, before "k.d. lang" there was "e.e. cummings." But, as most good dictionaries (in the latter case) and New York Times style (in both cases) recognize, these are logos. The names are K.D. Lang and E.E. Cummings. To use the lowercase style not only deprives readers of a crucial visual cue, it also opens the door to more egregious abuses of our capitalization system (see below). One caveat, of course, is that when you print "K.D. Lang" or "E.E. Cummings" without a footnote explaining your departure from the norm (much as when you split an infinitive or end a sentence with a preposition), many readers will simply assume you made a mistake.
(Cummings, by the way, is said to have disdained the lowercasing of his name, despite his lowercase tendencies in poetry.)
But Bill, you may ask, don't people have the right to be called whatever they choose? Well, ideally, yes. And if I could be guaranteed that an eccentric dead poet and a gender-bending Canadian torch-twang-pop star would be the only people ever to be associated with the all-lowercase conceit, I'd be inclined to cap and let cap. But people are weird, and they're not getting any less so. It won't be long before reporters start submitting man-on-the-street quotes from "john smith (cq)." Still OK with you? How about another ordinary citizen, perhaps being listed in the agate somewhere, who insists that his name is I'M!!!A!!!NEAT!!GUY!!? You see, the thing about this is that it's impossible to be a consistent liberal on this issue -- you have to draw the line somewhere, and I choose to draw it quicker than most. Example: Let's say some states'-rights kook decides that he wants to be known as John Q. Alabamaalaskaarizonaarkansascaliforniacoloradoconnecticutdelaware- floridageorgiahawaiiidahoillinoisindianaiowkansaskentuckylouisianamainemarylandmassachusettsmichiganminnesota- mississippimissourimontananebraskanevadanewhampshirenewjerseynewmexiconewyorknorthcarolinanorthdakotaohio- oklahomaoregonpennsylvaniarhodeislandsouthcarolinasouthdakotatennesseetexasutahvermontvirginiawashington- westvirginiawisconsinwyoming, and that furthermore, any abbreviation of that, even in headlines, constitutes an insult to his religious beliefs. I doubt any newspaper would expend the ink, paper and trouble necessary to honor that request.
As for the artist formerly known as Prince (or should I say The Artist, formerly known as Prince?), I don't think I'll get much argument when I assert that he should pick a name, not a symbol or an oblique reference to a name, and stick with it.
Corporate identities and faux acronyms confuse a lot of journalists. Your credit card may say VISA, your athletic shoes may say NIKE or adidas, but this is just because the companies chose an all-caps or all-lowercase presentation for the brand names. That doesn't mean you write the words that way, any more than you would write WEBSTER'S NEW UNIVERSAL UNABRIDGED DICTIONARY just because that's what it says on the spine. (And why in the world does everybody bend over backward to write "thirtysomething" without a capital T? Nobody writes "DRAGNET" or "THREE'S COMPANY," though that was how the titles were written in those shows' opening credits.)
Even if you disagree with me on this point, by the way, please, please don't go the extra step toward lunacy and insist on lowercasing the T in "Thirtysomething" or the K in "K.D. Lang" or the A in "Adidas" in a case where you'd uppercase "dog" or "tree" or "muffin." I've seen the lowercased "thirtysomething" at the beginning of a sentence and the lowercased "washingtonpost.com" in an up-style headline (every other word was capped!), and I hope I never see such things again.
Just as I think it's confusing to plop lowercased proper nouns into a sentence, I think it's incredibly distracting to employ false-alarm end-of-sentence punctuation. If I'm reading along and I see a reference to Guess? jeans, I don't get to the "jeans." I stop at "Guess?" and try to figure out the answer to the question. At the end of a sentence it's probably even worse, as the sentence will look like a genuine question. The logo is GUESS?, but the name is Guess. If a newspaper indulges Yahoo's preference for Yahoo!, it risks sounding way too excited in headlines (Tech Stock Surge Boosts Yahoo!). The logo is Yahoo!, but the name is Yahoo. And did you know that the Ann Taylor chain of upscale women's clothing uses a period in its smushed-together logo? If you accept Guess? and Yahoo!, you are beholden to allow things like Shoppers mobbed the AnnTaylor. store in search of last-minute gifts. Activist groups like to combine inappropriate capital letters with exclamation points, but again we must translate these names into standard English. "STOP! The Insanity" should be published as "Stop the Insanity."
Lest you think I'm being totally unreasonable, I don't have any problems with mid-word caps that make sense (CompuServe) or even with fanciful coinages such as GEnie -- GE is General Electric, so there's a reason for the caps. I've even softened to the point where iMac, and eThis and eThat, don't bother me. At least there's a capital letter near the place where there should be one, and I can't very well object to van Gogh and the like.
Move on to MATHEMATICALLY CHALLENGED
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Meaning You tried to save a file under a name that already exists. We do understand the frustration and have devised a backup flow though due to regulations on our software, we have to know who is downloading the tools and therefore BT won't If you close either window prematurely, the download fails. Verify that your browser is at version 2.0.1 or newer.
As part of an overall Akamai solution, Download Manager can accelerate online media and software delivery up to ten-fold, while providing advanced control and error handling to improve application, data and Akamai's Cloud Security Solutions include web application firewall (WAF) and DDoS mitigation tools for protection against web security threats such as DDoS attacks. The duration of the download can provide a significant marketing/communication opportunity; Download Manager's customizable interface helps you capitalize on every second with this "captive" audience. If the contents of the file being downloaded are sensitive, then this approach is not recommended.
If so, you have specifically chosen a location. Selecting No allows you to specify a different name. After the two changes, restart your browser, and you should see the following 3 pop-up windows: After clicking the "Run" button to accept the digital signature, you should be able to You may be prompted to browse to choose a location to save the download.
This only affects using of the Internet Explorer browser when using SSL. Craig Monte E. See How do I remove Akamai Download Manager? Note: For help with Adobe.com Store downloads, see I can't download a purchased product.
You receive a response code showing "the supplied http header is invalid" Issue: When using any version of The Akamai download manager with Internet Explorer it currently has a file Salerno Steven M. Destroy a Planet inside a blackhole? With Internet Explorer, I don't get that far.
In most cases JRE or ActiveX controls are not enabled. Workaround: To enable your web browser to run the Akamai DLM, see the system requirements listed on the overview Seriously, why would a company like Xilinx mikey mouse with crap like that?? Leave the Akamai Download Manager window open until the download successfully completes. Yes, of course I'm an adult!
A Xilinx competitor also uses this and I can't get that one to work consistantly either; however, they supply a link to bypass the download manager so I can least get Why does my computer stall or slow when I install my download? Accepting the Security Certificate Depending on the browser and platform you use, you may be asked to accept a security certificate the first time you use the Download Manager. Download times will vary based upon the size of the file you are downloading, the speed of your Internet connection, and network conditions.
RemoveVirus 639 views 2:02 How to fix Akamai errors - Duration: 2:39. Train carriages in the Czech Republic Why were hatched polygons pours used instead of solid pours in the past? All other browsers and platforms currently have a 10GB file size limitation. Workarounds: Only Internet Explorer is affected. All rights reserved.
How do I start downloads using the Download Manager? Message 6 of 16 (12,218 Views) Reply 0 Kudos bassman59 Teacher Posts: 6,500 Registered: 02-25-2008 Re: Unable to download any file with akamai download manager Options Mark as New Bookmark Subscribe TOP Reference Id: ©2016 Microsoft. Workaround for this issue: Reopen Internet Explorer if it is closed Press the ALT key to display Menus if hidden by default.
Download the trial directly. Still 403 error. –t0x1n Sep 25 '13 at 21:24 The problem maybe could be solved by clearing ALL browser history (cache, etc). DeutschEnglish - UKEnglish - USEspañolFrançaisItaliano中文日本語한국어 Submit ©2016 Akamai Technologies | Privacy & Policies | EMEA Legal Notices | Support | Webmaster | Sitemap Locations Contact Us Faster Forward Home Solutions Back Download Manager works at the edge of the Internet.
See the link here share|improve this answer answered Apr 26 '15 at 1:11 Dirk Strauss 463 add a comment| up vote 5 down vote MSDN can use Microsoft File Transfer Manager A new browser page will open alerting you that the Akamai Download Manager is required if you have not previously installed it. of China India - English New Zealand Southeast Asia (Includes Indonesia, Malaysia, Philippines, Singapore, Thailand, and Vietnam) - English 中国 中國香港特別行政區 台灣 日本 한국 Commonwealth of Independent States Includes Armenia, Azerbaijan, Note: For instructions on how to download an Adobe.com Store purchase using direct links, see I can't download a purchased product.
Download Manager Windows List Window: When you use the Download Manager, you'll see one of two windows when the download begins. Visit the Download Manager FAQ page for more information and additional support. Ask now Contact Us Real help from real people. The download should be restarted from scratch.
What products use the Akamai Download Manager? Sign in Transcript Statistics 3,294 views 3 Like this video? Recommended Action Contact the customer/user support group with the referring page and file to resolve this problem. The downloads can be resumed later.
Seriously, why would a company like Xilinx mikey mouse with crap like that?? Reply Topic Options Subscribe to RSS Feed Mark Topic as New Mark Topic as Read Float this Topic to the Top Bookmark Subscribe Printer Friendly Page « Message Listing « Previous In the Akamai Download Manager Installer window, click the link (or links) to download the software directly. Anyone could modify this file, add a virus and redistribute it.
Akamai Download Manager help If you are experiencing issues downloading your MSDN or TechNet Subscription files, please see the following topics for assistance.. How do I download my software directly? This button removes the file from the list. Email UsEmail Us???CloseModal???
What impact does Download Manager have on client machines? Installing How do install my product?


text:
import zstackwoodpecker.test_state as ts_header
TestAction = ts_header.TestAction
def path():
    return dict(initial_formation="template1", \
           path_list=[[TestAction.change_global_config_sp_depth, "3"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot1_1"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot2_1"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot3_1"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.use_volume_snapshot, "snapshot2_1"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot3_2"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot4_2"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.reinit_vm, "vm1"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot1_3"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot2_3"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot3_3"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.use_volume_snapshot, "snapshot2_3"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot3_4"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.create_volume_snapshot, "vm1-root", "snapshot4_4"], \
                      [TestAction.cleanup_imagecache_on_ps, "vm1"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.use_volume_snapshot, "snapshot4_2"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.use_volume_snapshot, "snapshot3_3"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.use_volume_snapshot, "snapshot4_4"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.stop_vm, "vm1"], \
                      [TestAction.use_volume_snapshot, "snapshot1_3"], \
                      [TestAction.start_vm, "vm1"], \
                      [TestAction.recover_global_config_sp_depth], \
                      [TestAction.batch_delete_volume_snapshot,["snapshot4_4", "snapshot3_1", "snapshot2_3"]]
                     ])


text:
import { PureComponent } from "react";
import PropTypes from "prop-types";
import classNames from "classnames";

import Immutable from "immutable";
import jobsUtils from "@app/utils/jobsUtils";
import timeUtils from "utils/timeUtils";
import { getIconByEntityType } from "utils/iconUtils";
import DatasetItemLabel from "components/Dataset/DatasetItemLabel";
// import DatasetAccelerationButton from 'dyn-load/components/Acceleration/DatasetAccelerationButton'; // To Be Removed
import SettingsBtn from "components/Buttons/SettingsBtn";
import RealTimeTimer from "components/RealTimeTimer";
import CopyButton from "components/Buttons/CopyButton";
import { injectIntl, FormattedMessage } from "react-intl";
import {
  flexColumnContainer,
  flexElementAuto,
} from "@app/uiTheme/less/layout.less";

import { BORDER_TABLE } from "uiTheme/radium/colors";
import SqlEditor from "components/SQLEditor.js";
import {
  getQueueName,
  getRouteLabel,
} from "@inject/pages/JobPage/components/JobDetails/OverviewContentUtil";

import Quote from "./Quote";
import ListItem from "./ListItem";
import JobErrorLog from "./JobErrorLog";
import ReflectionList from "./ReflectionList";
import ReflectionBlock from "./ReflectionBlock";

@injectIntl
class OverviewContent extends PureComponent {
  static checkResultOfProfile = (attemptDetails, reason = "") => {
    if (!reason) {
      return attemptDetails.find((profile) => profile.get("reason"));
    }
    return attemptDetails.filter(
      (profile) => profile.get("reason").indexOf(reason) !== -1
    ).size;
  };

  static propTypes = {
    jobDetails: PropTypes.instanceOf(Immutable.Map).isRequired,
    intl: PropTypes.object.isRequired,
  };

  static contextTypes = {
    location: PropTypes.object.isRequired,
  };

  getFormatMessageIdForQueryType() {
    const { jobDetails } = this.props;

    const requestType = jobDetails.get("requestType");
    const isPrepareCreate = requestType === "CREATE_PREPARE";
    const isPrepareExecute = requestType === "EXECUTE_PREPARE";
    const isMetadata = this.isMetadataJob();

    switch (jobDetails.get("queryType")) {
      case "UI_RUN":
        return "Job.UIRun";
      case "UI_PREVIEW":
        return "Job.UIPreview";
      case "UI_INTERNAL_PREVIEW":
      case "UI_INTERNAL_RUN":
      case "UI_INITIAL_PREVIEW":
      case "PREPARE_INTERNAL":
        return "Job.Internal";
      case "UI_EXPORT":
        return "Job.UIDownload";
      case "ODBC":
        if (isPrepareCreate) {
          return "Job.ODBCCreate";
        } else if (isPrepareExecute) {
          return "Job.ODBCExecute";
        } else if (isMetadata) {
          return "Job.ODBCMetadataRequest";
        }
        return "Job.ODBCClient";
      case "JDBC":
        if (isPrepareCreate) {
          return "Job.JDBCCreate";
        } else if (isPrepareExecute) {
          return "Job.JDBCExecute";
        } else if (isMetadata) {
          return "Job.JDBCMetadataRequest";
        }
        return "Job.JDBCClient";
      case "REST":
        return "Job.RESTApp";
      case "ACCELERATOR_CREATE":
        return "Job.AcceleratorCreation";
      case "ACCELERATOR_EXPLAIN":
        return "Job.AcceleratorRefresh";
      case "ACCELERATOR_DROP":
        return "Job.AcceleratorRemoval";
      case "FLIGHT":
        if (isPrepareCreate) {
          return "Job.FlightCreate";
        } else if (isPrepareExecute) {
          return "Job.FlightExecute";
        }
        return "Job.FlightClient";
      case "METADATA_REFRESH":
        return "Job.MetadataRefresh";
      case "INTERNAL_ICEBERG_METADATA_DROP":
        return "Job.InternalIcebergMetadataRemoval";
      case "UNKNOWN":
      default:
        return "File.Unknown";
    }
  }

  isMetadataJob() {
    return jobsUtils.isMetadataJob(this.props.jobDetails.get("requestType"));
  }

  isDatasetAvailable() {
    const { jobDetails } = this.props;
    return !!jobDetails.get("datasetPathList");
  }

  isSingleReflectionBlockToBeShown() {
    const { jobDetails } = this.props;
    const materializationFor = jobDetails.get("materializationFor");
    return (
      this.isDatasetAvailable() &&
      materializationFor &&
      materializationFor.has("reflectionType")
    );
  }

  isDatasetBlockToBeShown() {
    const { jobDetails } = this.props;
    const materializationFor = jobDetails.get("materializationFor");
    return (
      this.isDatasetAvailable() &&
      materializationFor &&
      !materializationFor.has("reflectionType")
    );
  }

  isParentsBlockToBeShown() {
    const { jobDetails } = this.props;

    if (jobDetails.get("materializationFor")) return false; // this has no meaning to the user, so hide

    const listItem = jobDetails.getIn(["parentsList", 0]);
    return !!(
      listItem &&
      (listItem.get("datasetPathList") || listItem.get("type"))
    );
  }

  renderJobSummary(jobDetails, intl) {
    const endTime = jobsUtils.getFinishTime(
      jobDetails.get("state"),
      jobDetails.get("endTime")
    );
    const jobId = jobDetails.get("jobId").get("id");
    const queueName = getQueueName(jobDetails);
    const jobIdUrl = jobsUtils.navigationURLForJobId({
      id: jobId,
      createFullUrl: true,
      windowLocationSearch: window.location.search,
    });
    const attemptDetails = jobDetails.get("attemptDetails");
    const haveMultipleAttempts = attemptDetails.size > 1;
    const durationLabelId = haveMultipleAttempts
      ? "Job.TotalDuration"
      : "Job.Duration";
    const routeLabel = getRouteLabel();

    return (

{intl.formatMessage({ id: "Job.Summary" })}

{this.renderInfoAboutProfile()}

          <ListItem label={intl.formatMessage({ id: "Job.QueryType" })}>

              {intl.formatMessage({
                id: this.getFormatMessageIdForQueryType(),
              })}

          </ListItem>
          {haveMultipleAttempts && (
            <ListItem
              label={intl.formatMessage({ id: "Job.LastAttemptDuration" })}
            >
              {this.renderLastAttemptDuration()}
            </ListItem>
          )}
          <ListItem label={intl.formatMessage({ id: durationLabelId })}>
            {this.renderJobDuration()}
          </ListItem>
          <ListItem label={intl.formatMessage({ id: "Job.StartTime" })}>
            {timeUtils.formatTime(jobDetails.get("startTime"))}
          </ListItem>
          <ListItem label={intl.formatMessage({ id: "Job.EndTime" })}>
            {endTime}
          </ListItem>
          <ListItem label={intl.formatMessage({ id: "Common.User" })}>
            {jobDetails.get("user")}
          </ListItem>
          {queueName && (
            <ListItem label={intl.formatMessage({ id: routeLabel })}>
              {queueName}
            </ListItem>
          )}
          <ListItem
            label={intl.formatMessage({ id: "Job.JobID" })}
            style={styles.jobIdContainer}
          >

              {jobId}
              <CopyButton
                title={intl.formatMessage({ id: "Common.CopyLink" })}
                text={jobIdUrl}
                buttonStyle={styles.copyButton}
              />

          </ListItem>

    );
  }

  renderErrorLog() {
    const failureInfo = this.props.jobDetails.get("failureInfo");

    return failureInfo ? <JobErrorLog failureInfo={failureInfo} /> : null;
  }

  renderCancellationLog() {
    const cancellationInfo = this.props.jobDetails.get("cancellationInfo");

    return cancellationInfo ? (
      <JobErrorLog failureInfo={cancellationInfo} />
    ) : null;
  }

  renderDatasetBlock() {
    const { jobDetails, intl } = this.props;
    const dataset =
      jobDetails.getIn(["datasetPathList", -1]) ||
      intl.formatMessage({ id: "File.Unknown" });
    const label = intl.formatMessage({ id: "Dataset.Dataset" });

    return (

        <ListItem label={label} style={{ margin: 0, alignItems: "center" }}>

            <DatasetItemLabel
              name={dataset}
              fullPath={jobDetails.get("datasetPathList")}
              showFullPath
              typeIcon={getIconByEntityType(jobDetails.get("datasetType"))}
              placement="right"
            />

        </ListItem>

    );
  }

  renderSqlBlock() {
    const { jobDetails, intl } = this.props;
    if (jobDetails.get("materializationFor")) return null; // this has no meaning to the user, so hide

    const sqlString = jobDetails.get("sql");

    if (sqlString && !this.isMetadataJob()) {
      return (

{`${intl.formatMessage({ id: "SQL.SQL" })}`}

          <SqlEditor
            readOnly
            value={sqlString}
            fitHeightToContent
            maxHeight={500}
            contextMenu={false}
          />

      );
    }
    return null;
  }

  renderSingleReflectionBlock() {
    const { jobDetails, intl } = this.props;
    const datasetPathList = jobDetails.get("datasetPathList");

    return (

          {intl.formatMessage({ id: "Job.Reflection" })}

        <ReflectionBlock
          datasetFullPath={datasetPathList}
          jobDetails={jobDetails}
        />

    );
  }

  renderParentsBlock() {
    const { jobDetails } = this.props;

    return (

          <FormattedMessage id="Job.Parents" />

          {jobDetails.get("parentsList").map((item, key) => {
            const dataset =
              item.get("datasetPathList") && item.get("datasetPathList").last();
            return (

                <DatasetItemLabel
                  name={dataset}
                  fullPath={item.get("datasetPathList")}
                  typeIcon={getIconByEntityType(item.get("type"))}
                  shouldShowOverlay={item.get("type") !== undefined}
                  showFullPath
                  placement="left"
                />

                  {false && (
                    <SettingsBtn
                      style={{
                        backgroundColor: "rgba(0, 0, 0, 0.0392157)",
                        height: 27,
                      }}
                      hasDropdown={false}
                    />
                  )}
                  {/* {item.get('type') &&
                    <DatasetAccelerationButton fullPath={item.get('datasetPathList')} side='left'/>
                  } // To Be Removed */}

            );
          })}

    );
  }

  renderReflectionListBlock() {
    const byRelationship = jobsUtils.getReflectionsByRelationship(
      this.props.jobDetails
    );

    return (
      byRelationship.CHOSEN && (

            <FormattedMessage id="Job.AcceleratedBy" />

          <ReflectionList
            reflections={byRelationship.CHOSEN}
            jobDetails={this.props.jobDetails}
          />

      )
    );
  }

  renderInfoAboutProfile() {
    const attemptDetails = this.props.jobDetails.get("attemptDetails");

    //should only indicate situations where a query was executed multiple times
    if (!attemptDetails || !attemptDetails.size || attemptDetails.size < 2) {
      return null;
    }

    const length = attemptDetails.size;
    //todo: loc
    const isHaveResults = OverviewContent.checkResultOfProfile(attemptDetails);
    const isHaveSchemas = OverviewContent.checkResultOfProfile(
      attemptDetails,
      "schema"
    );
    const isHaveMemory = OverviewContent.checkResultOfProfile(
      attemptDetails,
      "memory"
    );
    const initialDesc = `This query was attempted ${length} times`;
    if (!isHaveResults) {
      return initialDesc;
    } else if (!isHaveSchemas && isHaveMemory) {
      return `${initialDesc} due to insufficient memory ${isHaveMemory}`;
    } else if (isHaveSchemas && !isHaveMemory) {
      return `${initialDesc} due to schema learning ${isHaveSchemas}`;
    }
    return `${initialDesc} due to insufficient memory ${isHaveMemory} and schema learning ${isHaveSchemas}`;
  }

  renderJobDuration() {
    const { jobDetails, intl } = this.props;
    const startTime = jobDetails.get("startTime");
    const endTime = jobDetails.get("endTime");
    if (!startTime) {
      return intl.formatMessage({ id: "Job.Pending" });
    }
    if (endTime) {
      return jobsUtils.getJobDuration(startTime, endTime);
    }
    return (
      <RealTimeTimer
        startTime={startTime}
        formatter={jobsUtils.formatJobDuration}
      />
    );
  }

  renderLastAttemptDuration() {
    const { jobDetails } = this.props;
    const attemptDetails = jobDetails.get("attemptDetails");
    const lastAttempt = attemptDetails.last();
    const totalTimeMs = lastAttempt.get("totalTime");
    return jobsUtils.formatJobDuration(totalTimeMs);
  }

  render() {
    const { jobDetails, intl } = this.props;
    if (!jobDetails) {
      return null;
    }

    return (

        {this.renderJobSummary(jobDetails, intl)}
        {this.renderErrorLog()}
        {this.renderCancellationLog()}

        {!this.isMetadataJob() && (

            {(this.isDatasetBlockToBeShown() ||
              this.isParentsBlockToBeShown()) && (

{intl.formatMessage({ id: "Job.Query" })}

            )}
            {this.isDatasetBlockToBeShown() && this.renderDatasetBlock()}
            {this.isSingleReflectionBlockToBeShown() &&
              this.renderSingleReflectionBlock()}
            {this.isParentsBlockToBeShown() && this.renderParentsBlock()}
            {this.renderReflectionListBlock()}
            {jobDetails.get("stats") && (
              <Quote jobIOData={jobDetails.get("stats")} />
            )}
            {this.renderSqlBlock()}

        )}

    );
  }
}

const styles = {
  listItem: {
    margin: "5px 0",
    display: "flex",
    alignItems: "center",
  },
  infoValue: {
    maxWidth: 150,
  },
  breadCrumbs: {
    display: "flex",
    flexWrap: "wrap",
  },
  icon: {
    Icon: {
      width: 29,
      height: 29,
    },
  },
  parentList: {
    borderBottom: "1px solid " + BORDER_TABLE,
  },
  parentItem: {
    display: "flex",
    justifyContent: "space-between",
    padding: 8,
    borderWidth: "1px 1px 0 1px",
    borderStyle: "solid",
    borderColor: BORDER_TABLE,
  },
  jobIdContainer: {
    position: "relative",
    height: "14.5px",
  },
  jobId: {
    display: "flex",
    alignItems: "center",
  },
  copyButton: {
    height: "28px",
    width: "28px",
  },
};

export default OverviewContent;


By: mrraulduke on Dec. 20, 2018, 4:59 p.m.
Dec. 23, 2018, 7:51 a.m.
By: Ouch on Dec. 9, 2018, 2:38 p.m.
Dec. 21, 2018, 1:50 p.m.
By: northvanct on Feb. 20, 2017, 4:22 p.m.
Dec. 20, 2018, 4:13 a.m.
By: Ouch on Nov. 25, 2018, 4:58 p.m.
Dec. 19, 2018, 8:51 p.m.
Carbon Cranks On The Shore?
By: heathen on Dec. 9, 2018, 4:26 p.m.
Dec. 19, 2018, 12:45 p.m.
By: JBV on Dec. 17, 2018, 5:56 p.m.
Dec. 18, 2018, 10:41 a.m.
Specialized Eliminator- Thoughts for Shore?
By: ehfour on Nov. 12, 2018, 8:59 a.m.
Dec. 13, 2018, 2:56 p.m.
By: DanL on Dec. 3, 2018, 8:12 p.m.
Dec. 7, 2018, 11:18 a.m.
By: JBV on Nov. 25, 2018, 7:31 p.m.
By: mudrunner on Sept. 10, 2016, 8:51 p.m.
By: Taz123 on Aug. 12, 2017, 5:53 p.m.
Nov. 30, 2018, 2:17 p.m.
By: syncro on Nov. 22, 2018, 4:42 p.m.
Nov. 28, 2018, 9:01 a.m.
By: Jugger on Dec. 23, 2016, 9:07 p.m.
Rear tire recommendations for wet weather North Shore riding - anything better than Maxxis DHR II.
By: Xorrox on Nov. 5, 2018, 10:58 p.m.
Nov. 24, 2018, 4:59 p.m.
By: butler on Oct. 26, 2014, 7:54 p.m.
Nov. 22, 2018, 3:31 p.m.
Duty on used frame from the US?
By: nouseforaname on Nov. 20, 2018, 11:11 a.m.
By: JBV on Nov. 10, 2018, 9:32 p.m.
By: DanL on Nov. 13, 2018, 12:45 p.m.
Nov. 16, 2018, 6:19 p.m.
Actual difference in stiffness between Next SL and XT.
By: andy-eunson on Nov. 5, 2018, 6:40 p.m.
Nov. 11, 2018, 7:53 p.m.
Anyone ride a Rocky Element on the Shore?
By: Ddean on Oct. 31, 2018, 12:24 p.m.


Your local Conservation District is a great resource center and we strive to provide accurate and timely resources to the public. If we don't have the resource or don't know the answer – we will find it! We often receive requests for an array of different information – from ground squirrels, pine beetle kill, chemical soil testing, burn permits, and noxious weed mapping to name a few.
The CD is also a great resource for partnership projects, grant opportunities, and community events. We also have opportunites for volunteers to help with events and natural resource education.


text:
Q: JTattoo L&F not applying correctly on all Swing components, don't understand why...? I installed and correctly applied the JTattoo L&F on my app, but for some reason the main JFrame, does not get the L&F! I think it has to do with the fact that it is instantiated in the main method using .setVisible(true); method, after the JTattoo L&F is instantiated for the whole app! I tried everything, including changing the L&F inside the JFrame's code itself, whatever I do, nothing works... it just won't budge! Looked for similar issues on Google, found nothing relevant, I've already spent a few good hours on this issue and can't figure it out, I tried everything! Including "reverse-engineering" some methods, nothing works!
Here's my code:
public class DsrApplication {
    public static MeniuPrincipalTaburi meniuTaburi = new MeniuPrincipalTaburi();
    public static boolean isAdmin;
    public static ArrayList<String> arrUti;

    public static void main(String[] args) throws SQLException {
        try {
            //here you can put the selected theme class name in JTattoo
            UIManager.setLookAndFeel("com.jtattoo.plaf.mint.MintLookAndFeel");
        } catch (ClassNotFoundException ex) {
            java.util.logging.Logger.getLogger(DsrApplication.class.getName()).log(java.util.logging.Level.SEVERE, null, ex);
        } catch (InstantiationException ex) {
            java.util.logging.Logger.getLogger(DsrApplication.class.getName()).log(java.util.logging.Level.SEVERE, null, ex);
        } catch (IllegalAccessException ex) {
            java.util.logging.Logger.getLogger(DsrApplication.class.getName()).log(java.util.logging.Level.SEVERE, null, ex);
        } catch (javax.swing.UnsupportedLookAndFeelException ex) {
            java.util.logging.Logger.getLogger(DsrApplication.class.getName()).log(java.util.logging.Level.SEVERE, null, ex);
        }

        String connectionUrl = String.format("jdbc:mysql://%s:%s/%s", "127.0.0.1", "3306", "dsr");
        DataBaseConnection db = new DataBaseConnection(connectionUrl, "root", "@Root123#");
        Connection conn = db.getConnection();

        Logare logare = new Logare();
        meniuTaburi.setVisible(true);
        MeniuPrincipalTaburi.Meniu.addTabNoExit("Logare", logare.getContentPane());
        MeniuPrincipalTaburi.Meniu.setSelectedComponent(logare.getContentPane());

        Map<String, String> utilizatori = new HashMap<>();
        UtilizatoriDAO userManagement = new UtilizatoriDAO(conn);
        try {
            utilizatori = userManagement.getAll();
        } catch (SQLException ex) {
            Logger.getLogger(CreeareUtilizatori.class.getName()).log(Level.SEVERE, null, ex);
        }
        Map<String, String> getUtilizatori = new HashMap<>();

        System.out.println(getUtilizatori.get("Admin"));

        FisierDAO fisierDB = new FisierDAO(db.getConnection());

        List<Fisier> fisiere = new ArrayList<>();

        fisiere = fisierDB.getAll();

        arrUti = userManagement.getNames();
    }

Here's the JFrame's code:
public class MeniuPrincipalTaburi extends javax.swing.JFrame {
    /**
     * Creates new form MeniuPrincipalTaburi
     */
    public static JTabbedPaneCloseButton Meniu = new JTabbedPaneCloseButton();

    public MeniuPrincipalTaburi() {
        Meniu.setEnabled(true);
        Meniu.setSize(1000, 500);
        this.setSize(1000, 500);
        this.add(Meniu);
        initComponents();
        ImageIcon img = new ImageIcon("C:\\Users\\Dragos\\Documents\\NetBeansProjects\\project\\Fisiere\\Alte Documente\\Logo\\transformator.png");
        this.setIconImage(img.getImage());
    }
    /**
     * This method is called from within the constructor to initialize the form.
     * WARNING: Do NOT modify this code. The content of this method is always
     * regenerated by the Form Editor.
     */
    @SuppressWarnings("unchecked")
    // <editor-fold defaultstate="collapsed" desc="Generated Code">
    private void initComponents() {

        setDefaultCloseOperation(javax.swing.WindowConstants.EXIT_ON_CLOSE);
        setTitle("Sistem informatic laborator");
        addContainerListener(new java.awt.event.ContainerAdapter() {
            public void componentAdded(java.awt.event.ContainerEvent evt) {
                formComponentAdded(evt);
            }
        });

        javax.swing.GroupLayout layout = new javax.swing.GroupLayout(getContentPane());
        getContentPane().setLayout(layout);
        layout.setHorizontalGroup(
            layout.createParallelGroup(javax.swing.GroupLayout.Alignment.LEADING)
            .addGap(0, 1008, Short.MAX_VALUE)
        );
        layout.setVerticalGroup(
            layout.createParallelGroup(javax.swing.GroupLayout.Alignment.LEADING)
            .addGap(0, 665, Short.MAX_VALUE)
        );

        pack();
    }// </editor-fold>

    private void formComponentAdded(java.awt.event.ContainerEvent evt) {
        // TODO add your handling code here:
    }

    /**
     * @param args the command line arguments
     */
    public static void main(String args[]) {
        /* Set the Nimbus look and feel */
        //<editor-fold defaultstate="collapsed" desc=" Look and feel setting code (optional) ">
        /* If Nimbus (introduced in Java SE 6) is not available, stay with the default look and feel.
         * For details see http://download.oracle.com/javase/tutorial/uiswing/lookandfeel/plaf.html
         */
        try {
            for (javax.swing.UIManager.LookAndFeelInfo info : javax.swing.UIManager.getInstalledLookAndFeels()) {
                UIManager.setLookAndFeel("com.jtattoo.plaf.mint.MintLookAndFeel");
                /*if ("Nimbus".equals(info.getName())) {
                    javax.swing.UIManager.setLookAndFeel(info.getClassName());
                    break;
                }*/
            }
        } catch (ClassNotFoundException ex) {
            java.util.logging.Logger.getLogger(MeniuPrincipalTaburi.class.getName()).log(java.util.logging.Level.SEVERE, null, ex);
        } catch (InstantiationException ex) {
            java.util.logging.Logger.getLogger(MeniuPrincipalTaburi.class.getName()).log(java.util.logging.Level.SEVERE, null, ex);
        } catch (IllegalAccessException ex) {
            java.util.logging.Logger.getLogger(MeniuPrincipalTaburi.class.getName()).log(java.util.logging.Level.SEVERE, null, ex);
        } catch (javax.swing.UnsupportedLookAndFeelException ex) {
            java.util.logging.Logger.getLogger(MeniuPrincipalTaburi.class.getName()).log(java.util.logging.Level.SEVERE, null, ex);
        }
        //</editor-fold>

        /* Create and display the form */
        java.awt.EventQueue.invokeLater(new Runnable() {
            public void run() {
                new MeniuPrincipalTaburi().setEnabled(true);
            }
        });
    }
    // Variables declaration - do not modify
    // End of variables declaration
}

As you can see, also tried to change the Nimbus L&F, in the JFrame's L&F code as well... still nothing!
If anybody would be kind enough to offer any hints, thanks guys.

redpajama_set_name: RedPajamaStackExchange