Xxxxxxxx Xxxxxxx. Audit Committee – Xxxxxxx Xxxxxxxx, Chair; Xxxxx Xxxxx; Xxxxx Xxxxxx Compensation Committee – Xxxxx Xxxxxxxxx, Chair; Xxxxxxx Xxxxxxxx; Xxxxx Xxxxxx Nominating and Corp. Governance Committee – Xxxxx Xxxxx, Chair; Xxxxxxx Xxxxxxxx; Xxxxx Xxxxxxxxx SCHEDULE 3.1(h) Indebtedness
Xxxxxxxx Xxxxxxx. SIGNED by the Honourable XXXXXXXX XXXXX XXXXXX, Chief Minister of the Northern Territory, in the presence of Xx. Xxxx Xxxx ............................................................. M. B. Xxxxxx ............................................................
Xxxxxxxx Xxxxxxx. For purposes of this Agreement, in the case of any Taxes of any member of the Company Group that are payable with respect to any taxable period that begins before or on and ends after the Closing Date (a “Straddle Period”), the portion of any such Taxes that constitutes Pre-Closing Taxes shall (i) in the case of Taxes that are either (x) based upon or related to income or receipts, or (y) imposed in connection with any sale, purchase, transfer or assignment or any deemed sale, purchase, transfer or assignment of property (real or personal, tangible or intangible) including withholding Taxes, be deemed equal to the amount that would be payable if the Tax year or period ended on the Closing Date; and (ii) in the case of Taxes other than those described in clause (i) above, be deemed to be the amount of such Taxes for the entire Straddle Period (or, in the case of such Taxes determined on an arrears basis, the amount of such Taxes for the immediately preceding Tax period) multiplied by a fraction the numerator of which is the number of calendar days in the portion of the Straddle Period ending on the Closing Date and the denominator of which is the number of calendar days in the entire Straddle Period; provided that Buyer shall pay the amount of Taxes of any member of the Company Group that are incurred solely as a result of any transactions relating to the Company and its Subsidiaries undertaken subsequent to the Closing Date that are not in the ordinary course of business and are not contemplated by this Agreement and which are properly allocable (based on, among other relevant factors, factors set forth in Treas. Reg. § 1.1502-76(b)(1)(ii)(B)) to the portion of the Closing Date after the Closing. For purposes of clause (i) of the preceding sentence, any exemption, deduction, credit or other item (including, without limitation, the effect of any graduated rates of tax) that is calculated on an annual basis shall be allocated to the portion of the Straddle Period ending on the Closing Date on a pro rata basis determined by multiplying the total amount of such item allocated to the Straddle Period times a fraction, the numerator of which is the number of calendar days in the portion of the Straddle Period ending on the Closing Date and the denominator of which is the number of calendar days in the entire Straddle Period. The parties hereto will, to the extent permitted by applicable law, elect with the relevant Tax authority to treat a portion of any Straddle...
Xxxxxxxx Xxxxxxx. 1993b. “Regionalism and Multilateralism: An Overview.” In New Dimensions in Regional Integration, edited by Xxxxx xx Xxxx and Xxxxxx Xxxxxxxxxx, 22–51. Cambridge Univer- sity Press.
Xxxxxxxx Xxxxxxx. Institute of Cognitive Sciences and Technologies National Research Council of Italy via Xxx Xxxxxxx xxxxx Xxxxxxxxx 44 00185 Rome, Italy email: x.xxxxxxxx.xxxxxxx@xxxxx.xxx Commitments for enhancing cooperation are widespread in human societies [1–4] at di↵erent scales, ranging from personal relationships to international agreements, and from hunter-gatherer to industrialised societies [2–7]. They o↵er an alternative pathway for the evolution of cooperation as opposed to punishment and rewards [8–20], deterring defection and antisocial behaviours from free-riders. Commitments provide a way to clarify intentions or preferences of others prior to an interaction [3, 21, 22], o↵ering a proactive approach for partner choice [17, 23] – an impor- tant mechanism for promoting evolution of cooperation in one-shot interaction which is usually enacted through the reputation e↵ect [24–27] or spatial interactions [28–32]. In general, the commitment mechanism does not assume kin relationships, repeated interactions or reputation e↵ects, which are some other major factors responsible for the evolution of cooperation [33–37]. In general terms, commitments can be defined as agreements to cooperate, with posterior compensations when any of the parties involved defects while the others honour the agreements [38, 39]. Strategies examined in this set-up range from the traditional unconditional cooperative and defecting strategies to strategies that, on the one hand, propose, accept or refuse an agreement and, on the other hand, cooperate honouring the agreement or defect in an attempt to exploit the commitment proposer. Strategies can also be conditional on the existence of a commitment, and moreover, as setting up agreements is costly, on whom is paying the cost. Analytical and numerical approaches have shown that commitment proposing strategies emerge for specific set-up and compensation costs, promoting cooperation both in pairwise and in group interactions, and in one-shot as well as repeated games [7, 38, 40–42]. Behavioural experiments support these predictions [21, 43–45] and when mistakes can be made (i.e. playing the action opposite to what was intended) in repeated social dilemmas, commitments, and as a consequence cooperation, benefit from apology- forgiveness mechanisms, requiring that the apology be sincere (i.e. costly enough) for the procedure to be a positive incentive towards cooperation [41, 46–48]. As commitment proposing behaviour requires others that accep...
Xxxxxxxx Xxxxxxx residing at Xxxxxx xxx Xxxxxxxxxx 0X, 0000 Xxxxxx (Xxxxxxxxxxx); Each hereafter referred to individually as a “Transferring Shareholder” and jointly as the “Transferring Shareholders”; AND
Xxxxxxxx Xxxxxxx. Chairperson Over the past 12 months in excess of €70m has been invested in renewable energy and recycling infrastructure supporting the delivery of the State’s decarbonisation targets for 2030 and beyond. Statement from the Chief Executive Bord na Móna’s financial results for FY22 are outstanding, showing strong growth and performance in every measure of financial health. The results are all the more remarkable as they are underpinned by the Company’s adoption of a sustainable growth model in FY19, which followed the company reporting a pre-tax loss of nearly €15m in FY18. In FY19 the company adopted the Brown to Green strategy and incurred exceptional costs arising from a significant restructuring and an accelerated programme of decarbonisation. These measures ensured the company returned to profit last year and set the stage for this year’s results. This year’s results show all areas of the Business are performing exceptionally well, with operating profit of €78.9m (FY21 €27.2m), the highest ever level since Bord na Xxxx Plc was incorporated in 1998. Beyond this the company records revenue of €378.2m (FY21 €323.9m) and EBITDA of €120m (FY21 €51m). Company profits are reinvested in the business and to support future growth. The annual results demonstrate this with in excess of €70m invested in renewable energy and recycling infrastructure supporting the delivery of the State’s decarbonisation targets for 2030 and beyond. The financial results are the result of the company’s emphatic adoption of a sustainable business model informed by delivering climate solutions across renewable energy, recycling, peatland rehabilitation and enabling sustainable businesses across the midlands region. Notable achievements include the Renewable Energy business winning 30 per cent of the available capacity in the country’s first renewable energy auction (RESS1). The company is also currently constructing two of Ireland’s largest wind farms generating sufficient electricity to power 120,000 homes with an investment of €250m. In May 2022 the company also secured capacity contracts for two further large-scale renewable projects including one of the largest solar farms in the state representing a further investment of €270m. These projects form part of Bord na Móna’s ten- year plan to invest in excess of €1.6bn in renewable energy infrastructure and generating assets to position the company as the country’s leading renewable energy business. Other significant achievements in th...
Xxxxxxxx Xxxxxxx. By: .................................