Published on July 21, 2021 1. Changes in Constituents 2
Total Page：16
File Type：pdf, Size：1020Kb
Load more
Recommended publications
-
Applications Honda Passport DX L4 2.6L Honda Passport EX V6 3.2L
TECHNICAL SUPPORT 888-910-8888 98283 CORE MATERIAL TANK MATERIAL Aluminum Aluminum HEIGHT WIDTH 5-3/8 In. 6-1/16 In. THICKNESS INLET 1-1/4 In. 5/8 In. OUTLET 5/8 In. Applications Honda Passport DX L4 2.6L YEAR FUEL FUEL DELIVERY ASP. ENG. VIN ENG. DESG 1996 GAS FI N - 4ZE1 1995 GAS FI N - 4ZE1 1994 GAS FI N - 4ZE1 Honda Passport EX V6 3.2L YEAR FUEL FUEL DELIVERY ASP. ENG. VIN ENG. DESG 1997 GAS FI N - 6VD1 1996 GAS FI N - 6VD1 1995 GAS FI N - 6VD1 1994 GAS FI N - 6VD1 Honda Passport LX V6 3.2L YEAR FUEL FUEL DELIVERY ASP. ENG. VIN ENG. DESG 1997 GAS FI N - 6VD1 1996 GAS FI N - 6VD1 1995 GAS FI N - 6VD1 1994 GAS FI N - 6VD1 Isuzu Amigo S L4 2.6L YEAR FUEL FUEL DELIVERY ASP. ENG. VIN ENG. DESG 1994 GAS FI N E - 1993 GAS FI N E - 1992 GAS FI N E - 1991 GAS FI N E - 1990 GAS FI N E - 1989 GAS FI N E - Isuzu Amigo S L4 2.3L YEAR FUEL FUEL DELIVERY ASP. ENG. VIN ENG. DESG 1993 GAS CARB N L - 1992 GAS CARB N L - 1991 GAS CARB N L - 1990 GAS CARB N L - 1989 GAS CARB N L - Isuzu Amigo XS L4 2.6L YEAR FUEL FUEL DELIVERY ASP. ENG. VIN ENG. DESG 1994 GAS FI N E - 1993 GAS FI N E - 1992 GAS FI N E - 1991 GAS FI N E - 1990 GAS FI N E - 1989 GAS FI N E - Isuzu Amigo XS L4 2.3L YEAR FUEL FUEL DELIVERY ASP. -
Pace As a New Business Frontier — a Japanese Space Development Pioneer's View
COVER STORY • The Future of Space as Global Commons • 9 Interview with Shoichiro Asada, Executive Director of Japan Space Forum pace as a New Business Frontier — a Japanese Space Development Pioneer’s View SBy Japan SPOTLIGHT Japanese space engineers have been working on space development for a long time and have contributed greatly to reducing the technology gap between Japan and the United States. Shoichiro Asada, executive director of Japan Space Forum and a former senior executive engineer of Mitsubishi Heavy Industries, Ltd., is one of those distinguished rocket engineers in Japan. He talked to Japan SPOTLIGHT about the history of space development in Japan, the implications of space for our daily lives, and the current status and future of Japanese space business development. (Interviewed on May 9, 2018) Introduction old-fashioned N-I rocket. However, the US rocket development project was stopped JS: Could you briefly introduce then. Japan, on the other hand, continued your professional history as an to make progress and finally succeeded in engineer who has been involved launching the H-II rocket in 1994, the first in a number of crucial space rocket wholly made in Japan. Furthermore, development projects in Japan? in 1989, we started a project called “HOPE” (H-II Orbiting Plane), an attempt to Asada: I gained a Master’s degree in 1981 produce a space shuttle on a Japanese from the Institute of Space and version returning from space and Astronautical Science at the University of reentering Earth’s atmosphere. I worked on Tokyo, the predecessor to the Japan this project in charge of system design. -
Copyright © Japan Credit Rating Agency, Ltd. All Rights Reserved
19-D-1254 March 27, 2020 Green Loan Evaluation by Japan Credit Rating Agency, Ltd. Japan Credit Rating Agency, Ltd. (JCR) announces the following Green Loan Evaluation Results. JCR Assigned Green 1 to Daiwa Green Finance Program Trust ABL for Iwamizawa and Kushiro Solar Power Generation Facilities Daiwa Green Finance Program Trust ABL Subject : (Iwamizawa and Kushiro Solar Power Generation Facilities) Type : ABL Amount : JPY 2.2 billion Date of Loan Execution : March 27, 2020 Final Repayment Date : June 30, 2036 Redemption Method : Schedule repayment Use of Proceeds : Funds for the acquisition of solar power generation facilities <Green Loan Evaluation Results> Overall evaluation Green 1 Greenness Evaluation g1 (use of proceeds) Management, Operation and m1 Transparency Evaluation Chapter 1: Evaluation Overview Daiwa Energy & Infrastructure Co. Ltd. (the “Company”), a wholly owned subsidiary of Daiwa Securities Group Inc., was established to support the creation of future societies by promoting energy investments and loans based on SDGs and technology. The Company started operations in 2018 with the Energy Investment Division of Daiwa PI Partners Co. Ltd. as its predecessor. The Company aims to provide "new value" and contribute to SDGs by investing in renewable energy, infrastructure, and resources. As of September 2019, about 50% of the Company’s investments are renewable energy, including domestic and overseas solar power generation facilities. The Company intends to continue to actively invest in this field. To date, it has developed approximately 103MW of solar power generation facilities and 13MW of biomass power plants and all completed renewable energy projects have been operating stably. The environmental initiatives through renewable energy have been steadily implemented. -
Suzuki Announces FY2019 Vehicle Recycling Results in Japan
22 June 2020 Suzuki Announces FY2019 Vehicle Recycling Results in Japan Suzuki Motor Corporation has today announced the results of vehicle recycling for FY2019 (April 2019 to March 2020) in Japan, based on the Japan Automobile Recycling Law*1. In line with the legal mandate, Suzuki is responsible for promoting appropriate treatment and recycling of automobile shredder residue (ASR), airbags, and fluorocarbons through recycling fee deposited from customers. Recycling of these materials are appropriately, smoothly, and efficiently conducted by consigning the treatment to Japan Auto Recycling Partnership as for airbags and fluorocarbons, and to Automobile Shredder Residue Recycling Promotion Team*2 as for ASR. The total cost of recycling these materials was 3,640 million yen. Recycling fees and income generated from the vehicle-recycling fund totalled 4,150 million yen, contributing to a net surplus of 510 million yen. For the promotion of vehicle recycling, Suzuki contributed a total of 370 million yen from the above net surplus, to the Japan Foundation for Advanced Auto Recycling, and 20 million yen for the advanced recycling business of the Company. For the mid-and long-term, Suzuki continues to make effort in stabilising the total recycling costs. Moreover, besides the recycling costs, the Company bears 120 million yen as management-related cost of Japan Automobile Recycling Promotion Center and recycling-related cost of ASR. The results of collection and recycling of the materials are as follows. 1. ASR - 60,388.3 tons of ASR were collected from 450,662 units of end-of-life vehicles - Recycling rate was 96.7%, exceeding the legal target rate of 70% set in FY2015 since FY2008 2. -
Large Firm Dynamics and Secular Stagnation: Evidence from Japan and the U.S
Bank of Japan Working Paper Series Large Firm Dynamics and Secular Stagnation: Evidence from Japan and the U.S. Yoshihiko Hogen* [email protected] Ko Miura** [email protected] Koji Takahashi*** [email protected] No.17-E-8 Bank of Japan June 2017 2-1-1 Nihonbashi-Hongokucho, Chuo-ku, Tokyo 103-0021, Japan ***Research and Statistics Department (currently at the Monetary Affairs Department) *** Research and Statistics Department *** Research and Statistics Department (currently at the Financial System and Bank Examination Department) Papers in the Bank of Japan Working Paper Series are circulated in order to stimulate discussion and comments. Views expressed are those of authors and do not necessarily reflect those of the Bank. If you have any comment or question on the working paper series, please contact each author. When making a copy or reproduction of the content for commercial purposes, please contact the Public Relations Department ([email protected]) at the Bank in advance to request permission. When making a copy or reproduction, the source, Bank of Japan Working Paper Series, should explicitly be credited. Large Firm Dynamics and Secular Stagnation: Evidence from Japan and the U.S. Yoshihiko Hogeny Ko Miuraz Koji Takahashix June 2017 Abstract Focusing on the recent secular stagnation debate, this paper examines the role of large …rm dynamics as determinants of productivity ‡uctuations. We …rst show that idiosyncratic shocks to large …rms as well as entry, exit, and reallocation e¤ects account for 30 to 40 percent of productivity ‡uctuations in Japan and the U.S. -
Honda Cr-V Honda Element Honda Odyssey Honda Pilot
55336 ACURA CL SERIES HONDA CR-V ACURA INTEGRA HONDA ELEMENT ACURA MDX HONDA ODYSSEY ACURA RL SERIES HONDA PILOT ACURA TL SERIES HONDA PRELUDE HONDA ACCORD ISUZU OASIS 12/04/1213 A. Locate the vehicles taillight wiring harness behind the rear bumper. The harness will have connectors similar to those on the T-connector harness and can be found in the following positions: Passenger Cars: 1. Open the trunk and remove the plastic screw that secures the trunk liner on the passengers side of the trunk. Peel back the trunk liner to expose the vehicles harness. 1996-1999 Isuzu Oasis 1995-1998 Honda Odyssey: 1. Remove the rear access panel located inside the van directly behind the driver’s side taillight to expose the vehicle wiring harness. 1999-2004 Honda Odyssey: 1. Open rear tailgate and remove driver’s side cargo bracket screw. 2. Carefully pull back trim panel to expose vehicle’s wiring harness. 1997-2001 Honda CR-V: 1. Remove the rear driver’s side speaker and cover. The speaker will be held in place with three screws. The vehicle connector will be secured to the pseaker wires. 2002-2006 Honda CR-V: 1. Open the rear tailgate and remove the cargo door on the floor. Remove the storage container from the vehicle floor and set aside. 2. Remove the rear threshold and driver’s side cargo bracket screw. Remove the cargo screw on the driver’s side trim panel. Remove the cargo bracket by unscrewing bolt fron vehicle floor. 3. Carefully pry trim panel away from vehicle body. -
Global Expert Mission Japan Transforming Construction 2019
Connecting for Positive Change _ ktn-uk.org/Global Global Expert Mission Japan Transforming Construction 2019 Contact Dr Nee-Joo Teh Head of International and Development [email protected] JAPAN TRANSFORMING CONSTRUCTION 2019 Contents Welcome 4 1 Introduction 5 1.1 Transforming Construction Programme 5 1.2 Scope of Enquiry 5 1.3 Disclaimer 5 2 Overview of Japan and its Business Environment 6 2.1 Understanding the Underlying Market Context 6 2.2 General Business Environment 6 2.3 Trading History 7 2.4 Doing Business in Japan 7 2.5 Attitude to Innovation 7 2.6 How Japanese Companies Innovate 8 2.7 Funding and Investment Agencies 9 3 Overview of Japan’s Construction Sector 13 3.1 Labour Shortages 13 3.2 Productivity Strategy 13 3.3 Industry Priorities: I-Construction 13 3.4 The Japanese Housing Market 15 3.5 Procurement 15 3.6 Players 16 3.7 Disruption 16 4 Evidence of Innovation 17 4.1 Obayashi Corporation 17 4.2 Komatsu 18 4.3 Sekisui House 20 4.4 Daiwa House Industries 21 4.5 Other visits 21 5 Market Synergies 23 5.1 National Priorities are Aligned 23 5.2 Critical Contextual Factors 23 Appendix 1 – List of UK Participants 24 Appendix 2 – List of Abbreviations 25 Japan Transforming Construction 2019 | 3 INNOVATE UK GLOBAL EXPERT MISSION Welcome Innovate UK1 global missions programme is one of its most important tools to support the UK’s Industrial Strategy’s ambition for the UK to be the international partner of choice for science and innovation. -
Japan Coal Phase-Out: the Path to Phase-Out by 2030 Summary: Japan Should Completely Phase out Coal by 2030
Japan Coal Phase-Out: The Path to Phase-Out by 2030 Summary: Japan should completely phase out coal by 2030. █ Coal-fired power generation emits more carbon dioxide (CO2) than any other method of generating electricity. In order to achieve net zero emissions of greenhouse gases (GHGs) as called for under the Paris Agreement, it is crucial to quickly decarbonize our energy sources. According to several research reports, that means we need to completely phase Japan Coal Phase-Out: out coal power plants, which obviously means halting new coal plant construction and also strategically retiring existing plants. For coal-fired power generation in Japan, the country must cancel all current planning for new construction, and also retire all existing coal The Path to Phase-Out by 2030 power plants by 2030 █ There were 117 units at existing coal power plants in Japan as of April 2018, based on Japan Coal Phase-Out: The Path to Phase-Out by 2030 Japan Coal Phase-Out: government statistics and publicly available information, and this number includes many older and inefficient plants that have been operating over 40 years. Contents █ The Japan 2030 Coal Phase-Out Plan presents a schedule to gradually retire all 117 units Summary ------------------------------------------------------------------------------p3 at existing coal power plants in Japan by 2030, starting with the oldest operating and least Main Report efficient plants. This plan is entirely achievable without threatening the electrical power 1. Status of Coal Power Generation in Japan ------------------------------p4 supply and without relying on nuclear power, if we take into account for the available (1) Coal power generation rose steadily since 1980 capacity of LNG and other power generation options, as well as the spread of renewable (2) Deluge of coal plant construction plans after TEPCO's energy and improvements in energy efficiency. -
Touch Panel Display
Quick Setup Guide PA-TDU-001 Touch Panel Display Before using this printer, be sure to read this Quick Setup Guide. We suggest that you keep this manual in a handy place for future reference. Please visit us at http://support.brother.com/ where you can get product support and answers to frequently asked questions (FAQs). ENG Safety Precautions English Indicates a potentially hazardous situation which, if not avoided, WARNING could result in death or serious injuries. Keep out of the reach of children, particularly infants. Otherwise, injuries may result. Indicates a potentially hazardous situation which, if not avoided, IMPORTANT may result in damage to property or loss of product functionality. Place the printer on a stable surface, such as a level desk, before installing or removing the touch panel display. Press touch panel keys with the tip of your finger. Using a fingernail, mechanical pencil, screwdriver or any other sharp or hard object on the touch panel may damage it. Do not press touch panel keys with more force than necessary. Otherwise, damage may result. Be careful not to scrape or scratch the surface of the touch panel or display with a hard object. When moving the printer, do not carry it by the touch panel or the display. When installing the touch panel display onto the printer, do not allow the cord to be squashed. Otherwise, damage or malfunctions may result. Before opening the RD Roll compartment top cover, close the LCD. Do not drop the printer or subject it to strong shocks. Wipe any dust or dirt from the printer with a soft, dry cloth. -
Japan 500 2010 A-Z
FT Japan 500 2010 A-Z Japan rank Company 2010 77 Bank 305 Abc-Mart 280 Accordia Golf 487 Acom 260 Adeka 496 Advantest 156 Aeon 85 Aeon Credit Service 340 Aeon Mall 192 Air Water 301 Aisin Seiki 89 Ajinomoto 113 Alfresa Holdings 300 All Nippon Airways 109 Alps Electric 433 Amada 213 Aoyama Trading 470 Aozora Bank 293 Asahi Breweries 86 Asahi Glass 55 Asahi Kasei 104 Asics 330 Astellas Pharma 40 Autobacs Seven 451 Awa Bank 413 Bank of Iwate 472 Bank of Kyoto 208 Bank of Yokohama 123 Benesse Holdings 170 Bridgestone 52 Brother Industries 212 Canon 6 Canon Marketing Japan 320 Capcom 428 Casio Computer 310 Central Glass 484 Central Japan Railway 42 Century Tokyo Leasing 397 Chiba Bank 144 Chiyoda 264 Chubu Electric Power 35 Chugai Pharmaceuticals 71 Chugoku Bank 224 Chugoku Electric Power 107 Chuo Mitsui Trust 130 Circle K Sunkus 482 Citizen Holding 283 Coca-Cola West 345 Comsys Holdings 408 Cosmo Oil 323 Credit Saison 247 Dai Nippon Printing 81 Daicel Chemical Industries 271 Daido Steel 341 Daihatsu Motor 185 Daiichi Sankyo 56 Daikin Industries 59 Dainippon Screen Mnfg. 453 Dainippon Sumitomo Pharma 201 Daio Paper 485 Japan rank Company 2010 Daishi Bank 426 Daito Trust Construction 137 Daiwa House Industry 117 Daiwa Securities Group 84 Dena 204 Denki Kagaku Kogyo 307 Denso 22 Dentsu 108 Dic 360 Disco 315 Don Quijote 348 Dowa 339 Duskin 448 Eaccess 486 East Japan Railway 18 Ebara 309 Edion 476 Eisai 70 Electric Power Development 140 Elpida Memory 189 Exedy 454 Ezaki Glico 364 Familymart 226 Fancl 439 Fanuc 23 Fast Retailing 37 FCC 493 FP 500 Fuji Electric 326 Fuji Heavy Industries 186 Fuji Media 207 Fuji Oil 437 Fujifilm 38 Fujikura 317 Fujitsu 54 Fukuoka Financial 199 Fukuyama Transp. -
Business Strategy
Corporate Summary Executive Messages Business Strategy Summary of the Daiwa Securities Group’s Medium-Term Management Plan Business “Passion for the Best” 2014 14 Strategy Interview with the CEO 16 Message from the COO 20 Management Systems At a Glance 22 Retail Division 24 Wholesale Division 26 Asset Management Division 28 Investment Division 30 IT/Think Tank Division 31 Financial Section Other Information Daiwa Securities Group Annual Report 2013 13 Summary of the Daiwa Securities Group’s Medium-Term Management Plan “Passion for the Best” 2014 Daiwa Securities Group Management Vision • To become Asia’s leading financial services firm possessing and leveraging a solid business platform in Japan • Establish a robust business structure capable of securing profit even under stressful economic conditions Daiwa Securities Group Basic Management Policy • Achieve sustainable growth by linking Japan and the growth of Asia Outline of Medium-Term Management Plan • Establish a robust business structure immune to the external environment and aspire to achieve sound growth based on a new growth strategy “Passion for the Best” 2014 Milestones FY2012 Turnaround FY2013 Growth Management Targets Consolidated Ordinary Income [Initial FY] Return to Profitability Basic Policy I: Return to profitability by pursuing management efficiencies (Focus of execution in the first fiscal year) R Steadily implement the plan to reduce SG&A R Realize greater organizational efficiencies by shifting personnel from the middle and back offices to the front divisions Basic -
Ichthys LNG Project Secures New Shipping Vessels
Public Relations Group, Corporate Communications Unit Akasaka Biz Tower, 5-3-1 Akasaka, Minato-ku, Tokyo 107-6332 JAPAN 4 June 2013 Ichthys LNG Project Secures New Shipping Vessels INPEX CORPORATION (INPEX) is pleased to announce shipbuilding and shipping contracts for two new vessels which will offtake and deliver LNG from the Ichthys LNG Project offshore Western Australia to Japan and Taiwan. Through its wholly owned subsidiary INPEX Shipping Co., Ltd. (‘INPEX Shipping’), one LNG vessel will be jointly owned with Kawasaki Kisen Kaisha, Ltd. (‘”K” Line’) through Ocean Breeze LNG Transport S. A. and built by Mitsubishi Heavy Industries, Ltd. The vessel will be operated by Ocean Breeze LNG Transport S. A. as a time charter. The 155,300 cubic metre capacity carrier will offtake 900,000 tonnes per annum of LNG from the Ichthys LNG Project and features an innovative peapod-shaped continuous cover protecting the four moss spherical tanks. The reduced weight combined with reheated steam turbine propulsion will contribute to an expected 20 per cent or more decrease in fuel consumption per unit cargo compared to conventional vessels. A second, 182,000 cubic metre capacity vessel will also be operated as a time charter by “K” Line for delivery to CPC Corporation, Taiwan. These arrangements will contribute to strengthening INPEX’s global gas supply chain which connects INPEX’s overseas gas assets with its Naoetsu LNG Receiving Terminal in Joetsu and its natural gas pipeline network in Japan. About the Ichthys LNG Project The Ichthys LNG Project is a Joint Venture between INPEX group companies (the Operator), major partner TOTAL group companies and the Australian subsidiaries of Tokyo Gas, Osaka Gas, Chubu Electric Power and Toho Gas.