| DOSE: T+ 0:00 |
150 mg |
oral |
Moclobemide |
|
| T+ 0:00 |
55 mg |
insufflated |
DPT |
(powder / crystals) |
| T+ 0:00 |
1 cart. |
inhaled |
Nitrous Oxide |
(gas) |
| T+ 0:20 |
20 carts. |
inhaled |
Nitrous Oxide |
(gas) |
| T+ 2:15 |
80 mg |
smoked |
DMT |
(freebase) |
| T+ 4:00 |
50 mg |
insufflated |
DPT |
(powder / crystals) |
| T+ 0:00 |
repeated |
inhaled |
Nitrous Oxide |
(gas) |
Freebase DMT was not something I ever really imagined having a chance to taste, but as with so many of the most profound and important experiences in life, it more or less fell into my lap, and all I had to do, all I could do, was make the best use of it I could.
Set and setting: alone in my condo on a Friday night. It had been a long time (relatively) since I had last used psychedelics. In the meantime I had been practicing meditation, strengthening and exploring my own mind and spirit, and making some important steps forward with my life. I felt confident and ready for anything.
On this evening I had decided to re-attempt, together, two well-regarded tryptamines I had tried before individually and had had disappointing experiences with, while still feeling there was potential in. To wit, I would be ingesting N,N-DPT and N,N-DMT, stacked on top of each other, potentiated with an MAOI and garnished liberally with nitrous oxide.
(+0:00) - I predosed with 150mg of moclobemide.
I did not plan to take either tryptamine orally, so this was largely a superfluous step, but I wanted to maximize the effect of both substances as much as possible, since standard doses had not worked for me in the past. NOTE that if either substance had been an amphetamine or phenethylamine, I would emphatically NOT have used an MAOI. But with tryptamines, as long as I am careful with dosage, I have never had ill effects with MAOIs, just stronger experiences.
(+1:00) - I insufflated roughly half of a weighed dose of 110mg of DPT.
I immediately followed the insufflation with a bulb of nitrous to help allay the burn and the bothersomeness of the drip. I also grabbed a bottle of lemon juice and periodically squirted a bit down my throat to counteract the drip as well. I find this works wonders against the alkaline burn.
I sat down to watch television as I waited for the effects (getting satellite TV and a TiVo has unfortunately increased the quantity of my TV viewing I'm sad to say, but on the other hand, also the quality). In about 30 minutes I felt the warm body buzz of DPT creeping in. Mild flowing visuals also began to develop. Overall it was a +, maybe a ++ in terms of my ability to interact with reality, but it was such a relaxed, almost sleepy trip that it didn't feel like a ++. DPT for me has a very sedative effect, and I often feel myself staring into space and my eyes drifting closed when I take it.
Over the next 30-40 minutes I inhaled about 20 bulbs of nitrous oxide. Rather than doing two in rapid succession, as I usually do if I'm trying to launch off into a ++++, I just kept up a steady pace of one bulb every few minutes. This eventually put me into a very relaxed, slightly drunken state of mind, which combined with the DPT meant that I was, well, pretty wasted. Psychedelic effects aside, I was probably as out of it as I would be from 3-4 drinks.
Before long I felt ready to attempt the DMT. As I indicated, my first two tries smoking ~50mg of DMT had been sore disappointments, resulting in a brief trance-like state with some nice visuals, but no more than a ++, which after all the hype surrounding this drug was really a bummer.
I queued up my favorite tripping playlist on iTunes, which I have set to play wirelessly from my laptop through my central stereo system courtesy of Apple's Airport Express. I sat down in my favorite chair, and took several deep breaths to center my spirit.
(+2:15) - I placed 80mg of DMT freebase in a pre-warmed lightbulb vaporizer, applied a butane torch, waited until I saw vapor, and inhaled three hits.
After the third hit, I felt a heaviness rapidly building up in my limbs, in a portentious rush I was familiar with from 5-MeO-DMT. I quickly put out the torch and set it and the hot bulb down on a china plate on the floor, which I had placed there ahead of time to avoid setting fire to the rug. I sat back in the chair and, almost as an afterthought, exhaled a big cloud of smoke. That was the last action I took in this universe.
Before I talk about what happened next, a quick observation. The effects of a high dose of LSD (my favorite drug) are intensely memorable, gorgeous, soul-plumbing, something one wants to repeat again and again, partly because the experience is so beautiful and at the same time so chaotic and hard to piece back together. Like William James's description of the nitrous trip, 'As sobriety returns, the feeling of insight fades, and one is left staring vacantly at a few disjointed words and phrases, as one stares at a cadaverous-looking snowpeak from which sunset glow has just fled, or at a black cinder left by an extinguished brand.'
DMT for me was not like this. Although the intensity of the memory faded somewhat in the days that followed, it seems to me that I can still remember almost every second of the trip, and it was full of intentional meaning, and anything but chaotic.
Back to me in my chair surrounded by smoke. The song playing on the stereo at that moment was a reggae track called 'Free Up Black Man'. I am not a reggae fan and this selection was rather accidental; I had not thought to fast forward to one of my favorite songs in time for the DMT flash, and in hindsight that might have been an improvement. But I almost think it was better to be listening to the haunting, exotic melodies of the islands rather than something artificial, electronic and acid-like.
As I exhaled the smoke, I powerfully noticed the way in which the cone of smoke as it left my mouth lined up in perfect symmetry between the frames of two paintings hanging on the wall. Actually, symmetry was suddenly everywhere. Glancing down I saw the ornate patterns in the oriental rug organizing themselves, like nanobots, into bigger and bigger clusters of units. I closed my eyes for a brief second and behind my lids, this activity continued unabated -- the entire universe was organizing itself, falling into lines and regiments of ordered, colored blocks, all at the command, I sensed, of some master Entity. An all-powerful Him (yes, it was decidedly male. I don't consciously believe in a male divinity, but I can't deny that aspect of this experience).
Inside my head I could sense my synapses being corraled by the drug (inside me it was the drug, not 'Him' -- for the first few seconds I went back and forth between 'drug' and 'Him' as the giver of my experience), forced into lockstep with the higher order of the universe -- no longer free to be a messy bundle of neurons, they were lining up in perfect rows, marching along like soldiers.
Opening my eyes again, I began to feel afraid, as I saw this process intensifying and accelerating far beyond my ability to keep up mentally. The details of my surroundings became increasingly hard to discern -- they kept organizing into each other and forming larger and larger aggregate clusters of shape and color. The world was going from full-color, live action detail to the level of detail from a scene in The Simpsons. I was physically frozen in place, unable to understand what was happening.
Simultaneously: the amber LED display on my black stereo receiver, which sits atop my TV and happened to be in my direct line of sight during this open-eyed trance, became unreadable. Not blurry, no, if anything it became crystal clear, as if scales had fallen from my eyes. Rather, it was now in an alien language, a twisted hieroglyph of triangles and arcane script. This 'text' was flowing and changing and flipping, like the digits on a scoreboard, to reveal new text underneath.
This was all incredibly profound, and I felt intensely honored and privileged to experience it. And yet, it kept getting stronger and stronger. *I* was being erased by this sea of alien organization washing over the universe, and I would soon cease to exist as a separate entity. My first instinct was to fight against this, thrashing my head to the side, but I was commanded by Him to submit, and I could not refuse. He wanted me to keep looking, open myself, and to be part of Him, frozen in time and place for all eternity.
I opened my eyes again and tried to calm myself and tell myself I would not die. Somewhere deep, deep in the back of my mind I knew I had taken a drug and this was not 'real', but this was so far from mattering that it really didn't count as 'knowledge'. But I told myself, 'As long as I can still hear the music, I'm still alive, I'm still in this world, time has not stopped, I am not frozen.' So I grasped desperately at the music like a drowning man with a life preserver.
'Hey mon.... free up.... yeh mon....'
The singer sounded miles away, and was getting further away every second. And then his voice, the music, all the sound in my environment began cutting in and out like a bad cell phone connection, the gaps between sounds getting longer and longer.
'Hey ..on .... ee up .... ey ... uh ... ... eh....'
Total silence. There was no sound, no sensory input of any kind from outside my body except a cartoon sketch of my living room, expunged of all detail, brightly lit by an otherworldly light, around which my eyes looked wildly. The last bits of language in my view, the digits on the stereo receiver, winked out one by one -- that is, the black box itself remained completely lucid and clear, someone had just erased all the text from it, one letter at a time, just as the sound was cutting out one syllable at a time, closing in on me in a narrowing spiral of deafness, muteness, and essentially blindness. Size and shape were still allowed to me to perceive visually, but language and detail were not. I was alone, with Him, in glassy frozen silence, for eternity. All I had to cling to was the defeaning sound of my own frantic breathing, a desperate sucking for life in a vaccuum, like the astronauts in their space suits in 2001: A Space Odyssey.
And then. And then! The singer and his musicians began to break through the silence, singing to me from eons away: 'Free up! Stand up! Carry on! You got to staa-aaaa-aand!' Like grass and rocks emerging from beneath melting snow, the visual details of the room began to well up from behind the pristine surface of His frozen universe.
Hallelujah! The exhiliration of this moment was like nothing I have EVER experienced, on any drug, anywhere. It was to touch God. I had come through His realm and returned to my own, reborn, with more knowledge and wisdom than I had ever though I could contain.
The receiver on top of the TV came to life (not until later did I read about other people's DMT trips that have also contained 'mechanical elves', which this certainly was). It was an emissary from Him, and it tipped its hat to me and grinned, the way wacky cartoon cars grin, with their front grills as mouths. It jumped up and down on its little steel legs in time to the music, baring its teeth in a ferocious smile at me and nodding, 'Yes, Yes, This is real my friend, Oh yes, yes, This is REAL my friend, this is ACTUALLY HAPPENING, you have BEEN THERE, where so few others have been allowed to go, Can you believe it, man? Can you believe it? Ohhhh man. Now CELEBRATE boy!'
I was back. I hugged myself, rocked back and forth, laughing. By now the visuals were truly insane, having completely broken out of their previously frozen hierarchy of organization. I was blinded by swirling masses of purple and yellow and chains of stars. By the clock, several minutes went by, and I must have essentially blacked out because I don't remember much of it. This part of the trip was indistinguishable to me from a hard acid trip -- just spacing out in a sea of visions and thought loops.
At one point I sat up in the chair and a SECOND flash hit me, a kind of aftershock that was a pale echo of the original flash. This one had much more of a noticeable body load, with hypertension, and for a second I was afraid, thinking 'I can't handle another trip right now, I'll have a heart attack', but I took a deep breath and it passed quickly enough.
(+2:30 - 4:00) - I came down.
The rest of the evening was pretty scattered. I wandered around the apartment laughing and saying stupid stuff like 'Oh my god' and 'Damn!' and 'holy shit', and feeling incredibly grateful and excited to have made contact with the Higher Power behind DMT. Although I am not a religious person, I find it impossible not to have some tiny part of me say, 'You met God that night.'
It was pretty much impossible to tell when the DMT trailed off since the DPT was still in effect. At some point, after much back-and-forth, I decided to snort the remaining 50mg of DPT, and I finished off another box of nitrous bulbs, but this was pretty much a waste of material. Nothing else could be in the least memorable in the hours following the DMT voyage.
As an aside, when I thought about it later, I realized the visuals from DMT are extremely reminiscent of Incan and Mayan architecture, ziggurats, etc. The whole concept of reality 'organizing' into a geometrical regularity that ascends upward to God suddenly made a HUGE amount of sense to me after this experience. Of course, the huasca-drinkers who experienced this same effect centuries ago, and attributed it to God, had it replicated in their religious artifacts and architecture.
In terms of side effects, I did have a bit of a headache for a while, like I always get after smoking 5-MeO-DMT, and the DPT gave me some intestinal problems. Other than that this was a clean, clean trip.
In the days afterward, I felt like I had finally experienced what psychedelic trips are really all about. I was unsure how satisfied I would ever be again with 'average' trips. This was a once-in-a-lifetime experience, and if I happen to be so fortunate as to have a second chance to delve this deep into DMT, well, I will certainly not pass it up.
Experience Reports are the writings and opinions of the individual authors who submit them.
Some of the activities described are dangerous and/or illegal and none are recommended by Erowid.


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Let's get to know more about Welton and join him in this exiting coding journey.
Hello,i'm Welton.I hopefully think it will be fuun you joining me.It has really been a great and exciting journey of making beginner websites.I have a goal of building more user friendly and detailed websites to help my people search for whatever they may need without stress.
Currently,i'm at Moringa School pursuing my course in software development.This is one of the best journeys ive ever experienced.I hopefully wish to gain more interest as time goes by
I have hobbies that seem interesting.Maybe we share hobbies
What are some of my favorite dishes
I've learn't coding from scratchit's one of the best things to do during any free time.You can all join me onboard this exciting journey
Coding is all about making mistakes and hoping to improve in them as time goes by.As we all know even the greates coders didn't become great with the first attempt
You can follow this link Welton Akonya Classifields.Definately the best place to find more about me.
Remember to join me!!! call me on


| DOSE: |
10 mg |
oral |
3C-P |
(capsule) |
| |
100 mg |
oral |
MDMA |
(capsule) |
| |
20 mg |
oral |
MIPT |
(capsule) |
| |
|
oral |
Vitamins / Supplements |
|
| |
|
oral |
Coffee |
|
Yesterday was a rare snow day where I live and I rather like the snow. I had planned to spend the day working in my garden but the snow required a change of plans.
At 7:30 am all 3 gels were downed with morning coffee and vitamins. For the past 2 weeks 5htp was taken with the vitamins but it was skipped that day.
By about 8:20 I was dressed and heading out the door, camera in hand. The effects were mild but evident already. The next 2 hours were happily spent tromping around in the snow taking pix of my garden and other areas around where I live while they were covered in snow.
When I got back home at about 10:30 am I had started to roll pretty well. Very mild visuals, pleasant response to base and rhythm, good mood, not too tense, a decent amount of mind expansion and thought generation. I expected that within 2-3 hours from this point I would be returning to baseline more or less minus some somatic residuals. After all MiPT on its own is usually mild and mostly over by about 6 hours. The same could also be said for 100mg pure molly. The dose of 3C-P was 20%-25% that of what it takes to have much of an experience with 3C-P alone (in my experience).
On its own, 3C-P is suppose to last 2-10 hours longer than the other 2 substances (possibly more). My one experience with a full on 3C-P experience on its own lasted an annoyingly long time and I spent the whole day feeling like any minute now I would actually have a psychedelic experience but it never came.
Anyway back to the main point. By T=6hr I was still experiencing pretty strong activity visually, physically, and mentally. Possibly even more so than I had been at T=3hr. It was quite pleasant. Not too long after this point the jaw and other muscle tension started to kick in. La sigh, it's an issue with both MiPT and molly. Over all tho it was relatively smooth ride.
The total visual effects remained until T=9-9.5hr or about 5pm. Strong residual effects were present until about T=15.5-16hr or around midnight. I did not actually get to sleep until 3am and had to make myself go to bed. Hehehe. :D Over all it was a good day but it definitely increase my respect for the synergistic power 3C-P can have with other substances.
I'm not saying it can't be mixed to good effect but I would start low, try to keep in mind it has a long effect profile and might take more time to kick in than expected.
P.S., I feel good today. Yesterday helped me sort out some stress. :)
Experience Reports are the writings and opinions of the individual authors who submit them.
Some of the activities described are dangerous and/or illegal and none are recommended by Erowid.


This is the root of the Webhook-Forwarder app
To better understand the purpose of this app, please view the github page


RUGBY
Tipperary club Clonmel lose narrowly to table toppers Enniscorthy in AIL League
AIL RUGBY DIVISION 2C
CLONMEL 20 ENNISCORTHY 22
Top of the table Enniscorthy made the trip to Clonmel in the sixth round of Clonmel’s maiden AIL senior campaign. Enniscorthy have been the team to watch this season so this was always going to be a big ask for the home side.
But the underdogs tag didn’t deter Clonmel in the slightest, as they were the team that set the tempo early on, showing obvious intent, kicking to the corner twice from arguably kickable positions. Their maul was completely dominant and eventually they steamrolled over the line to put Clonmel into an early lead.
However Enniscorthy responded positively, scoring two converted tries within five minutes of each other. Simple hands and clinical finishing propelled the league leaders into a 12-point lead after 20 minutes.
Both sides struggled to get a grasp on the game for the following 10 minutes. The game was played between the two 22s, but eventually Clonmel won a penalty and Darren Cass duly added the three points. Clonmel kept applying this pressure and after many near misses and countless phases Neville Melbourne went over, to make it a one-point game coming up to half-time.
It had been a pretty level first half, but Clonmel probably would have thought they were the ones who deserved to be in front, but inaccuracy at the tee cost them dearly.
Enniscorthy were struggling when it came to mauls, but a clever word from the coach wizened them up. They started stepping off mauls and neutralised Clonmel’s main weapon in attack. And Enniscorthy rediscovered their mid-first half flair again, going the length of the pitch to score the try of the game.
Once again, both teams struggled to gain a foothold for the following 15 minutes, but Clonmel started to get some momentum going. Eventually Alex Sheehan capitalised on a missing pillar, reminiscent of Aaron Smith’s first try against Ireland, and put Clonmel into a one point lead. However Enniscorthy responded really positively, squeezing Clonmel into submission until eventually they won a penalty and took a narrow two points lead.
TRY FOR CLONMEL: Clonmel forwards breach the Enniscorthy line during last Saturday's AIL game at Ardgeeha, Clonmel.
Clonmel threw the kitchen sink at Enniscorthy in the dying embers of the match, until eventually they won a penalty on halfway, 15 metres in from the touch line. Bravely, Dylan Cadogan took on the responsibility but his effort fell just short. Clonmel were so close to victory once again, and it just shows how ready they are to fight with the best in the senior club rugby. They travel to Midleton in two weeks time and it will be important for Clonmel to get a result to get back to winning ways.
Clonmel RFC: Niall Campion, Philly Ryan, David O’Gorman, James Corbett, Tony Cantwell, Stephen Pyke, Ciaran Burke, Neville Melbourne, Alex Sheahan, Luke Noonan, Conor Pearson, Andrew Daly, Luke Hogan, Greg Carroll, Darren Cass. Subs: Martin Altamirano, Billy O’Kelly, John Gallagher, Keelan McDonald, Dylan Cadogan.
Clonmel RFC Results
U-14: Clonmel 25 Clanwilliam 15
U-16: Clonmel 13 Waterpark 16
U-18: Clonmel 12 Clanwilliam/Kilfeacle 7
2nd XV: UL Bohs 11 Clonmel 26.


Lisbon with a Little One: Our First Family Trip Abroad
by Monika Suchoszek
As my maternity leave was coming to an end, my partner and I were in dire need of a getaway from grey and rainy weather in Belgium. We set our sights on finding a destination that would offer warmth without being scorching hot, a short flight duration, excellent airport connections, and a perfect blend of natural beauty and cultural attractions. Lisbon, here we come!
During our first walk through the city, we followed the main shopping street until we reached the Rua Augusta Arch, a stone memorial arch-like historical building that leads to an open waterfront square. This square, known as Praca do Comercio, is one of the largest squares in Europe and features a statue of King José I. In the neighborhood, there is also the famous Elevador de Santa Justa, which feels like an unnecessary invention since the street leading to the top of the hill is only a couple of hundred meters away, and there are many other places where an elevator would be much more useful. Unfortunately, the viewpoint of the Santa Justa lift was closed, so we immediately went to check out the Archaeological Museum, which is located on top of this hill and has a charming square in front of it.
The Carmo Ruins and Archaeological Museum are definitely worth checking out! It’s now the ruins of the old Church of the Convent of Santa Maria do Carmo, which was destroyed during the 1755 Lisbon Earthquake, leaving it without a roof. Reconstruction works started but were quickly abandoned, leaving the impressive naves uncovered and the chapels incomplete. The skeletal remains of the huge church serve as a testament to the destruction caused by the earthquake. Inside, there are five rooms with exhibitions featuring pieces from various periods and cultures, such as a Peruvian mummy and a sarcophagus from the 4th century. Some walls are decorated with large and beautiful azulejos tiles. The outside area is beautiful and perfect for capturing interesting pictures. The entry fee is €5 per adult.
Lisbon has so many hills and steep stairs! However, this means that everyone will have a chance to find their favorite viewpoint as there are plenty to choose from. Jardim da Cerca da Graça, with a small park around it, was only a 5-minute walk from our apartment. It was a steep uphill walk, but the nearby area was filled with restaurants, small bakeries, and shops offering fresh fruits and vegetables.
Alfama is another interesting neighborhood full of narrow streets, stretching just below the castle and featuring a few viewpoints: Miradouro de Santa Luzia and Miradouro das Portas do Sol. Get lost in the maze of narrow and beautiful streets and try cherry ginja and “salami” (a kind of cookie) at one of the old bakeries. There are plenty of typical shops, cafes, bars, and restaurants to explore. Additionally, Alfama is one of the places in Lisbon where you can experience fado shows. We saw offers for evening shows in front of small, typical restaurants.
This part of the city was the only district to survive the great earthquake of 1755 and subsequent fires. The epicenter was in the middle of the Atlantic Ocean, and shortly afterwards, the biggest tsunami hit Lisbon. Almost all buildings in the city collapsed, were flooded by the water, or burned in the fires. However, Alfama remained in good condition because of solid stone structures and location, high enough, to avoid the tsunami.
Our apartment was less than a 15-minute walk from the famous São Jorge Castle. There were many peacocks living in the castle grounds, perched on trees and strolling among the visitors, proudly displaying their impressive tail feathers. The shaded gardens surrounding the castle’s defensive walls were a great place to seek refuge from the strong midday sun. From the terrace along the ramparts, there was a stunning view of central Lisbon and the Tagus River.
Inside the castle, there was a small exhibition showcasing items found within its walls. The streets surrounding the castle were incredibly charming. We arrived quite early, around 10 am, and the queue was already growing long. However, we were able to use the family line, which was nearly empty, and it worked wonderfully throughout Lisbon. If you want to avoid waiting in line to purchase tickets at the ticket office, I recommend buying them online in advance!
We saved the Jerónimos Monastery and Belém Tower, two of the most visited sites in Lisbon, for the last day of our stay. First, we had to go and queue at the ticket office, and then, with our ticket, proceed to the entrance of the monastery. It was confusing because it wasn’t the same entrance. There was also another line to enter the Church of Santa Maria de Belém, but fortunately, this queue moved quite fast. The entrance to the church is free, and it’s worth stopping by. Inside, you can see a few tombs, including that of Vasco da Gama, the first European to reach India by sea.
Afterwards, we finally made our way to the monastery, and once again, we didn’t have to wait long thanks to the family queue. However, we were somewhat disappointed when, after about 30-40 minutes, we realized that there wasn’t much else to see. Aside from the famous inner courtyard of the monastery, there weren’t many exhibits explaining the history of the place. The main attraction was simply walking through the upstairs and downstairs corridors and admiring the architecture.
Don’t forget to queue again for the famous pastéis at the legendary Pastéis de Belém down the road. Though these are the original pastéis, we did have better ones from a small local bakery in Lisbon centre. There is a small park nearby where you can take a rest on a bench in the shade of the trees. We also took a walk to see the Belém Tower, but unfortunately, it was closed for renovation. However, we had a delightful lunch at the nearby restaurant, Adega de Belém, which was the perfect way to end our day.
View from view point Miradouro de São Pedro de Alcântara, above Rossion station from where trains to Sintra leave.
Practical info:
-
The airport has a perfect connection with the city via the metro. We purchased a rechargeable card called the Viva Viagem Card, which we used for both of us on the metro, tram, and train. The cost of this card is 0.50 euro. The train fare to Cascais/Sintra/Estoril is only 1.90 euro per person for a one-way trip. A single metro ride costs 1.35 euro. The tram fare to Belem was around 1.50 euro, but if you buy the ticket from the machine on the tram itself, it will be 3 euro. It’s definitely very convenient to have this card. It’s important to have an idea of the prices for each ride and your destination because you cannot get a refund for any remaining balance on the card. Each time you scan the card, you can see how much money is left on it. This is how we kept track of the fare for each ride and then recharged the card with additional funds. You can also use this card for the ferry, with prices ranging from 1 to 2 euro.
-
We made a mistake by staying in the city center due to the noise that persisted until late evening hours. There were instances when glass was being discarded after midnight, likely when restaurants were closing. We could hear every step and conversation from the apartment above. Our initial plan was to stay in the city center so that we could easily return to the apartment in the middle of the day for our baby to nap in the crib. However, our baby ended up napping in our soft-structured carrier (BabyBjorn, model Baby Carrier One). When you primarily use a baby carrier, we highly recommend having a good changing mat, preferably waterproof. This way, you can use it on the grass for tummy time and allow your baby to stretch properly.
- People in Lisbon were very friendly, both in the restaurants and shops. We were pleased to find special lines for people with kids, which meant we didn’t have to wait at the entrance of any tourist attractions. However, it was almost impossible to find a restaurant with a baby changing station in the restroom. Furthermore, the restroom facilities were often small and cramped, making it challenging to change the little one’s diaper. Due to limited space in the city center, the restaurants had tables quite close to each other so sitting inside with the pram was almost impossible.
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Module 1
1. Reading: Word Meaning
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At the end of the lesson, you should be able to understand and explain the meaning of words
2. Reading: Retrieving Information
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At the end of the lesson, you should be able to retrieve and record information and identify key details from the text
3. Reading: Summarising Main Ideas
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At the end of the lesson, you should be able to summarise main ideas from more than one paragraph
4. Reading: Making Inferences
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At the end of the lesson, you should be able to make inferences and justify them with evidence from the text.
5. Reading: Commenting on Structure
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At the end of the lesson, you should be able to explain how different parts of the text are related and describe the function of the part of a text.
6. Reading: Choice of language
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At the end of the lesson, you should be able identify how language can affect meaning.
7. Reading: Comparisons Within Text
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At the end of the lesson, you should be able to make comparisions within texts.
Module 2
1. How to Write an Effective Essay
This lesson will focus on various techniques, punctuations, and use of vocabulary to make your essay more effective
How to Write an Effective Essay (Lesson + Questions)
Literary Device Quiz
2. How to write an essay introduction
This lesson will focus on how to write an essay introduction.
How to write an essay introduction (Lesson + Questions)
Write an Essay Introduction Quiz
3. How to write essay body
How to write essay body (Lesson + Questions)
How to write an essay body quiz
4. How to write an essay conclusion
How to write an essay conclusion (Lesson + Questions)
5. How to write essay in exam conditions
How to write essay in exam conditions (Lesson + Questions)
6. Essay Questions, Revision Notes, Full Booklet and Exam Questions
List of essay questions
Full Booklet


ISIS bride wants TV interview on popular chat show as she returns home to be arrested
Former soldier Lisa Smith, 38, is set to be arrested as soon as she touches down at Baldonnel Aerodrome, near Dublin in Ireland on Tuesday, according to sources
by Brendan McFadden, Sylvia PownallA former soldier who became an ISIS bride wants to tell her story in a TV interview when she's flown back to Ireland.
Lisa Smith, 38, travelled from Ireland to Syria three years ago to join the sadistic terrorist group and has been in the border area between Turkey and Syria with her two year-old daughter in recent weeks.
Smith is set to be arrested as soon as she touches down at Baldonnel Aerodrome, near Dublin in Ireland on Tuesday, according to sources, the Irish Mirror reports .
And she has requested that she has an interview on popular Irish chat show the Late Late Show when she returns to Ireland.
A spokesman for the family, Peter Fitzpatrick said: “They’ve been approached by the Late Late Show and other media all looking for interviews, but Lisa told them she wants to give her own version.”
Ms Smith, of Dundalk in Co Louth, will face a security assessment and possible prosecution when she returns.
She was detained in northern Syria in March along with her two-year-old daughter on suspicion of supporting the terror group.
The family have said they “don’t know what to expect” when she is repatriated from Turkey.
Mr Fitzpatrick said: “They [Lisa’s family] literally don’t know what is going to happen.
 She has said she will answer any questions whatsoever from gardai [Irish police] or security.
“The family don’t know what to expect – basically what kind of reception she’s going to get or whether she’ll be arrested.
“There’s been a lot of speculation but she just wants to come home to her country with her child, she’s very concerned for her child.”
Lisa is believed to have escaped a detention camp with IS recruiter Tooba Gondal in mid-October and was held in a rebel safehouse on the Turkey-Syria border where she begged to come home.
The women reportedly walked for miles with their children after fleeing Ain Issa camp when they were picked up by rebel fighters with the Syrian National Army.
Earlier this year photographs emerged of Ms Smith posing with guns but she claims she has never been a member of the terror group.
Mr Fitzpatrick said: “There are a lot of rumours about her.
“She has been in touch with her family, mainly by text. She says she misses home and wants to come home.
“Her mother has never seen her grandchild and she can’t wait to see the child.
“There have been threats, yes. The reason the family don’t go public and
talk is they’re afraid they might say something that makes it worse.
“Lisa has told them when she comes home she will meet the public and give her version of events.
“They have been approached by RTE, The Late Late and other media all looking for interviews.
“They want to wait for Lisa to come home and give her version herself.
“She says she’s innocent, she has an opportunity when she comes home to prove that.”
Some residents in Dundalk are said to be uneasy about her return, with reports some have written to their local council to express their outrage.
One source said: “She can’t just rock up as if she did nothing. People are genuinely upset about this.”
If Smith is repatriated, she will be the first Irish person brought back after joining ISIS.


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Alpha release of "Math Bugs!" with Coraline Clark is out! @shoooesrb 3 and 4 compatible! https://github.com/jasonrclark/dothacketyhack/blob/master/Math-Bugs.rb
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Alpha release of "Math Bugs!" with Coraline Clark is out! @shoooesrb 3 and 4 compatible! https://github.com/jasonrclark/dothacketyhack/blob/master/Math-Bugs.rb
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When the contract was signed...Lidia...the red dress...
I must find the dress Rose wore!


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三菱商事2013财报
目录
To Our Stakeholders
Our Business Environment and Pressing Issues
Mitsubishi Corporation Circa 2020
Strategic Direction
Business Strategy & Market Strategy
A Message From the CFO
Business Service Group
Global Environmental & Infrastructure Business Group
Industrial Finance, Logistics & Development Group
Energy Business Group
Metals Group
Machinery Group
Chemicals Group
Living Essentials Group
To Our Stakeholders
Annual Report 2013
更多资讯，请访问： retter2012.com 。
In May 2013, we announced "New Strategic Direction—Charting a new path toward sustainable growth." Based on the issues that were brought into sharp focus during the course of the three-year Midterm Corporate Strategy 2012 and changes in our operating environment in Japan and overseas, we revisited one fundamental question: "What is the value of a sogo shosha?" This prompted us to reassess how we set growth targets, profit plans, as well as management frameworks and other matters.
What is the value of a sogo shosha
"Future pull" approach eyeing 2020 with a vision to double our business by building a diversified but focused portfolio
Clear portfolio strategy: select "winning businesses" through proactive reshaping of portfolio
Grow our business and deliver returns while maintaining financial discipline
Our priority is to capture growth opportunities in expanding Asian markets
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Our Business Environment and Pressing Issues
Geopolitical risks have come to prominence in various regions around the world amid the drawn-out European crisis and slowing growth in emerging markets. Volatility in financial markets and resource prices will also require continued vigilance going forward, and uncertainty surrounding the global economic outlook will continue. On a brighter note, the Asian economy is expected to see comparatively robust growth, raising hopes that it will drive the global economy.
The uncertain external business environment presents risks for MC. But it presents new business opportunities as well.
As the reshaping of MC has occurred faster than expected due to changes in our business model and business sites, we must concentrate more on maintaining balance sheet discipline, raising profitability and tackling other management themes. We are also being compelled to think again about how we manage the company and set performance targets. This is due to the special nature of our business as a sogo shosha, a unique business model that comprises both resource and non-resource businesses.
Facing these issues head on, we revisited the fundamental questions of "What value does a sogo shosha create?" and "What is the value of Mitsubishi Corporation?" We formulated New Strategic Direction after reviewing how we set growth targets, management frameworks and other matters.
Net Income by Resource and Non-resource Fields
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Mitsubishi Corporation Circa 2020
New Strategic Direction redefines MC's value as a sogo shosha that is capable of "providing upside potential as well as stable earnings throughout business cycles by managing a portfolio diversified by business model, industry, market and geography." We also identified three themes: time horizon management, growth vision, and portfolio vision.
In terms of the time horizon, with our business models and external business environment changing dynamically, we believed we had to shift from a conventional midterm management plan approach, one that centered on a three-year financial target, to formulating strategy with a longer-term perspective. Therefore, we adopted a "future pull" approach that looks ahead to circa 2020.
Our growth vision sets the goal of doubling the size of our business by around 2020.
By that time, we aim to have more than 10 business sub-segments in our portfolio that generate net income of at least YEN20.0 billion, and another 10 to 15 that can generate between YEN10.0 billion and YEN20.0 billion. To do this we will narrow down our business sub-segments, being mindful of strengthening multiple "winning businesses" in an appropriately diversified business portfolio.
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Strategic Direction
Let me explain our management policies for realizing our "future pull" growth scenario for the MC Group around 2020.
Principles: New Strategic Direction continues our drive under Midterm Corporate Strategy 2012 to create sustainable corporate value. We aim to further increase societal value and environmental value by redoubling efforts on a consolidated and global basis. Furthermore, we plan to strengthen "winning businesses" through the proactive reshaping of our portfolio in order to win against competition on a global scale.
Investment Policy: We will accelerate divestments selectively and free up capital for new investments, while continuing to invest at a rate in line with the average of the last three years under Midterm Corporate Strategy 2012, in order to improve our earnings base.
Financial Discipline: We will increase our focus on financial discipline, including funding our investments within our own cash flow. And we plan to deliver a return on equity of 12-15% over the medium to long term.
Dividend Policy: We will introduce a two-staged dividend policy with a base and a variable portion in order to provide a stable dividend to shareholders regardless of changes in the business environment.
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Business Strategy & Market Strategy
In our resource businesses, we will focus on the profitability of projects which will primarily entail expanding our existing asset base (coking coal, copper, LNG, and other core assets) and projects in the pipeline. At the same time, we will refocus on capital and operational costs to improve our competitiveness.
Coking Coal Business:
We are expanding our coking coal business centered on BMA in which we own a 50% stake through our wholly owned resource subsidiary Mitsubishi Development Pty Ltd (MDP). BMA owns seven coal mines in Queensland, Australia, and MC's equity share of production is approximately 20 million tons of coking coal per year. Plans call for production to be increased by approximately 5 million tons in terms of MC's equity share through expansion by the year ending March 31, 2015.
LNG and Shale Gas Businesses:
At present, we are working to provide a stable supply of LNG through nine projects. In 2012, we decided to invest in new projects in Australia and Papua New Guinea, and by the end of March 2015, the first shipments should be emerging from the Donggi-Senoro LNG Project in Indonesia. In tandem, we are developing shale gas business in Canada.
Copper Business:
We are operating four projects in Chile and Peru, with the copper supplied mainly to Asia.
Our attributable copper production from these projects is approximately 250,000 tons. We plan to expand business going forward, including at Chile's Escondida, one of the world's largest copper mines, in which we have been participating since 1988, and Anglo American Sur S.A., a Chilean company in which we acquired an approximate 20% interest in 2011.
In non-resource businesses, we will proactively reshape the portfolio in line with our long-term vision of creating multiple sizable "winning businesses," while deploying management resources to the most promising opportunities.
We will implement this shift of management resources based on three criteria—level of earnings, ROE and growth potential—in accordance with the Business Sub-Segments Evaluation Matrix (diagram). This will allow us to narrow down the number of business sub-segments and focus resources on “winning businesses.”
Businesses Targeted for Further Expansion
Automotive, foods, foods retail, power generation, life science, etc.
Business Model Innovation
North American shale gas downstream, asset management in the finance business, etc.
Market Strategy
Our market strategy calls for us to accelerate our global business development by leveraging our shift towards Asian markets, which are gaining greater international presence not only as resource rich and industrial nations, but as consumer markets as well. Our objective is to ensure sustainable growth by capturing growth in Asia. This will entail securing global supply sources to meet increasing demand for raw materials and other commodities in Asia, where relatively strong growth is expected, and establishing a local presence within the region, through M&As, strategic alliances, and other proactive initiatives.
Market Strategy
Markets From a Hub for Human Resources and Information
Transferring headquarters coordination responsibilities for the mineral resources trading business overseas is a new paradigm and this has kept us on edge in a good way. Singapore is a hub for human resources and information, so we think we can raise our competitiveness in the global market by strengthening our mineral resources procurement and sales functions there. This move also aims to enhance our existing services in the Japanese market as well.
Through close collaboration with Mineral Resources Investment Division A, Mineral Resources Investment Division B and the MC Group, RtM International will develop people highly sensitive to market and customer needs, so that we can provide even more value to customers. We hope to earn wide recognition in the industry as a global resources trader.
Business Development Stratregy
As we drive forward with our business portfolio strategy, we will actively develop new business domains that will form part of MC's future portfolio.
Each business group is pursuing business development in existing business domains and peripheral areas. In addition to these ongoing efforts, I myself will take the lead in targeting new growth fields—fields that cannot be sufficiently covered by existing business groups. In this way, I am determined to optimize our portfolio to drive our growth as a sogo shosha.
Under New Strategic Direction, we have stepped up initiatives in environment-related fields, which we have designated as a new target domain for business development. And our Business Service Group plans to actively utilize IT and develop IT services that will power the expansion of all our business groups.
In terms of our market strategy, we plan to develop business in countries and regions that are expected to grow dramatically going forward. With a medium- to long-term perspective, we believe that we will benefit from growth in these countries and regions.
In the process of contributing to the development of these countries and regions, we will forge long-lasting relationships of trust with local partners and customers. Our goal is to increase our presence by developing multifarious businesses that draw on collective strengths unique to MC.
New Strategic Direction earmarks YEN100.0 billion for strategic investments over 3 years for this growth push.
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A Message From the CFO
In delivering our annual report for the year ended March 2013, it is my pleasure to review our performance for this past fiscal year and discuss our capital structure policy under New Strategic Direction.
In the year ended March 2013, net income was YEN360.0 billion, YEN30.0 billion more than the YEN330.0 billion downwardly revised forecast we issued in October 2012. This was achieved despite the negative impact on our earnings of lower sales prices at our Australian coking coal business and other factors. The better-than-forecast outcome was attributable to higher earnings in the Energy Business Group, as well as non-resource fields, namely the Industrial Finance, Logistics & Development, Machinery and Living Essentials groups. Based on the YEN360.0 billion bottom-line result, we paid an annual dividend per share applicable to the year ended March 2013 of YEN55, which at 25% was the upper limit of the consolidated dividend payout ratio target range set in Midterm Corporate Strategy 2012, our previous medium-term management plan.
Total shareholders' equity was YEN4,179.7 billion as of March 31, 2013, up YEN671.9 billion from March 31, 2012. During the year ended March 2013, we made investments of approximately YEN930.0 billion, balanced between resource and non-resource fields.
To make these investments, we procured additional funds through bank loans and bond issuances. Even so, we maintained a net debt-to-equity ratio of 1.0, about the same financially sound level as March 31, 2012. While operating activities provided net cash of approximately YEN400.0 billion, free cash flow was negative, as we continued to make substantial investments.
In order to maximize our corporate value, we plan to continue investing under our New Strategic Direction vision at a rate in line with the past three years. We will fund these investments by reshaping our asset portfolio through divestments and generating profits from operations. In addition, by actively reaping the benefits of past investments, we aim to increase earnings and generate positive free cash flow again.
While the external business environment is expected to remain opaque going forward, as CFO of Mitsubishi Corporation, my aim is to build a strong earnings structure while maintaining financial discipline, and in this way support the implementation of New Strategic Direction.
Mineral Resource Data
Energy Resource Data
Medium-term Management Plan Progress
Results of Business Groups
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Business Service Group
The Business Service Group coordinates MC's companywide IT strategies, covering everything from individual business strategies to planning, development, and administration.
As the business climate grows increasingly diverse, the importance of IT in corporate activity is also growing. There are now greater demands to more effectively use IT as a tool for business expansion.
The Business Service Group provides integrated IT services from upstream to downstream, including consulting and system and IT infrastructure integration. Our comprehensive services help to continuously raise the enterprise value of MC and MC Group Companies, reform administrative procedures, and develop operations. Furthermore, by assessing and evaluating trends in advanced information technologies and applications, and by collaborating with global IT enterprises, we offer IT support for new projects and help to identify new business opportunities.
SI (System Integration), consulting, IT outsourcing (data centers, etc.), BPO (Business Process Outsourcing), construction industry ASP, etc.
The IT Service Business Division helps solve issues faced by MC Group companies and customers, improve business processes and raise corporate value. To this end, we provide integrated IT services through business investments such as IT Frontier Corporation and SIGMAXYZ Inc., or with the cooperation of business partners. These services extend from consulting to system development and operation, and outsourcing.
The Information Systems Development Department is responsible for the management of IT budgets and expenditure, and core systems and IT infrastructure, as well as the planning and promotion of IT internal control and information security measures across MC Group companies. In addition, this department plans and supports the deployment of the MC Group standard ERP* System as part of the MC Group Management System.
Core systems for consolidated management are being developed as part of the MC Group's management platform. The Corporate Systems Development Department plans, builds, and develops these core systems, as well as new foundations to ensure and enhance compatibility.
IT Frontier Corporation:One of the MC Group's core IT companies, IT Frontier helps to refine consolidated management. The company is a trustworthy partner in the field of IT, providing comprehensive customer support ranging from planning and development, to execution and administration. Areas covered include IT strategies, systems design, and IT infrastructure.
SIGMAXYZ Inc.:SIGMAXYZ is a business consulting services firm that supports the value creation of client enterprises. It provides consulting services that help solve corporate issues, including corporate strategy design, corporate innovation and construction of corporate information systems.
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Global Environmental & Infrastructure Business Group
The Global Environmental & Infrastructure Business Group mainly handles trade and related business operations in the power generation, water, transportation, and backbone infrastructure sectors, all of which have a direct impact on our quality of life. We are active in a number of areas that help to combat global warming and secure sustainable supplies of energy, such as our renewable energy and emissions reduction businesses. We are also involved in smart community projects and lithium-ion batteries that are so essential to today's environmentally friendly vehicles and electricity storage.
Our aims are to foster the growth of stable, long-term earnings drivers and raise our corporate value, all the while working towards the realization of a sustainable society. Ours is a long-term approach, and we remain committed to developing the mechanisms, technologies, and systems that will enable more people to live on fewer resources.
The Global Environment & Infrastructure Business Development Group, which was established as a group directly under the president, was reorganized into a business group on July 1, 2013, when it became the Global Environmental & Infrastructure Business Group.
The Global Environment & Infrastructure Business Development Group aimed to promote new energy and environmental and water businesses, and establish earnings models, and at the same time worked to strengthen and integrate infrastructure businesses. In July 2013, it took its first steps as a business group with a three-division structure: Environmental Business Division, New Energy & Power Generation Division, and Infrastructure Business Division.
The Global Environmental & Infrastructure Business Group engages in power generation, water, and transportation projects, plus industrial infrastructure businesses in each of these key sectors. Our group also handles lithium-ion batteries for use in electric vehicles and industry, magnets, ESCO operations, and other environmental businesses.
Main Products and Services
Lithium-ion batteries, neodymium magnets, ESCO, district heating, smart community development, emission credits, overseas and domestic power generation, on-site power generation, overseas power transmission, export and import of power generation systems, power transmission and transformer facilities, etc., water and sewage, desalination, railway-, harbor- and airport-related business, plant equipment for oil, gas and chemical, FPSO chartering, plant equipment for steel, non-ferrous metals and cement industries
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Industrial Finance, Logistics & Development Group
We were hit hard by 2008's global financial crisis. In the year ended March 2011, however, the group embarked on a three-year rebuilding program. During that time, we worked at rebuilding our business framework, and putting growth strategies into action. In the year ended March 2013, net income surpassed our initial target, reaching YEN25.0 billion. At the same time, we laid the foundations for further growth by taking some of the steps we deemed necessary for pursuing future strategies. These included the establishment of an asset management company in the U.S., and expansion of our real estate development business in China.
Among domestic institutional investors in particular, there has been a shift of sorts out of traditional asset classes such as bonds and equities, and into real estate, aircraft, ships and other real assets. We believe these changes will provide increasing opportunities for us to leverage our knowledge of industry and asset management functions, to provide financing and solutions in a manner unique to a sogo shosha.
By 2020, our aim is to grow the group's business model into a single "brand" recognized and esteemed by the customers and industries with which we are involved. To that end, we will expand our offerings to customers in both qualitative and quantitative terms, by establishing a business model and value chain marrying the Group's knowledge and capabilities across the fields of real estate, infrastructure, logistics, private equity, ships, and aircraft; and also venturing into arenas with which we are not so familiar.
On the subject of real assets, institutional investors overseas have expanded their horizons beyond real estate and movables (such as aircraft and ships), and are also actively investing in infrastructure, including airports, harbors, and roads. In response to this phenomenon among investors worldwide, we are stepping up efforts at home and abroad, to structure, manage, and sell financial products encompassing a variety of asset classes, including infrastructure.
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Energy Business Group
Japan's energy industry has had to contend with dizzying changes in the business climate; among them global warming, the Great East Japan Earthquake and the nuclear shutdown it precipitated, the shale gas revolution, and oil refinery closure and integration. Against this backdrop, and in line with our medium- to long-term goal of becoming a unique and sustainable energy business group, we commenced domestic gas production at the Kangean block offshore Indonesia, embarked on LNG operations in Australia and developed our shale gas businesses. In the wake of the 2011 earthquake, we mobilized all available resources to aid electric power companies in emergency procurement of LNG as well as oil and LPG. We did our utmost to ensure stable supplies of energy. In addition, with added support from high crude oil prices, we performed solidly in the year ended March 2013.
The projected increase in global energy demand should greatly expand business opportunities for us. At the same time, the U.S. shale gas revolution has the potential to hugely alter the business climate in the energy sector, on a scale greater than changes already witnessed. Under these circumstances, we believe it will become all the more important to accelerate cooperation with existing partners under the relationships of mutual trust we have developed, as well as to cooperate with other business groups within MC, fully utilizing our collective strength as a sogo shosha.
In resource businesses (natural gas and E&P), we have sown the seeds for new projects that should be able to withstand changes in the business climate through 2020. In the coming three years, our first priority is to see those seeds sprout. In non-resource businesses (petroleum, carbon, and LPG), we aim to build robust business models that are appropriate for the times, amid expectations for increasing energy demand in emerging countries spurred by economic growth.
We are developing the Donggi-Senoro LNG Project in Indonesia, a shale gas business in western Canada, and upstream and liquefaction businesses in Australia. We are also engaged in the importation, offshore trading and domestic trading of crude oil, petroleum products, carbon products, and LPG. We are aiming to enhance our overall ability, by maintaining and expanding the energy value chain from upstream to downstream.
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Metals Group
In our resource investments, we have been building a balanced portfolio of interests including coking coal, thermal coal, iron ore, copper, raw materials for stainless steel and PGM* under Midterm Corporate Strategy 2012. In our trading operations, in April 2013 we established subsidiaries Mitsubishi Corporation RtM International Pte. Ltd., which is based in Singapore and will serve as a global headquarters, and Mitsubishi Corporation RtM Japan Ltd., to upgrade our mineral resources trading functions. In the steel products sector, we have taken steps to strengthen our earnings drivers in overseas growth markets while also rebuilding domestic operations.
*PGM: Platinum Group Metals (platinum, palladium, and other platinum group metals)
Although prices for main resources have fallen significantly due to the European debt crisis and the slowing of the Chinese economy, we see the twin forces of urbanization and industrialization in the developing world, led by China, continuing to drive growth in global demand over the medium and long term. We expect a gradual recovery in demand and prices for mineral resources and products. We continue to target higher corporate value and sustained growth by creating synergies from the integration of our resource investment and trading operations.
We are assessing investments in new resource projects using strict criteria so that we can achieve disciplined growth aligned with demand expansion. With existing projects, we are working to reduce costs continuously to reinforce competitiveness, while also improving investment returns and replacing assets. Keeping a strong sense of ownership and honing our market instincts will be vital in achieving the goals of New Strategic Direction. This means accelerating HR development programs to build MC's global business skills base by sharing knowledge about resource supply regions and end-user markets.
We believed it was necessary to recast our business in a more customer-centric mold. That is why we have established the RtM International headquarters in Singapore and Mitsubishi Corporation RtM Japan Ltd. By sharing the raw market intelligence that we gather through our mineral resources trading operations and analyzing this information from various angles, we aim to make better resource investment decisions and improve management of our project assets to enhance value across the mineral resources value chain.
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Machinery Group
We exceeded our net income target each year despite having faced varied challenges such as the strong yen, a slump in the shipping market, Sino-Japanese tensions, and floods in Thailand. This reflects the tenacity and skill of all our employees working in MC and Group affiliates around the world amid harsh conditions. I would like to thank everybody for these achievements.
Conditions in automobile-related sectors remain tough in China, where tensions still persist, and in Europe due to the sovereign debt crisis. ASEAN nations and other developing countries continue to drive vehicle demand, which we will try to capture. The weaker yen will help us pursue gains in these markets. We expect the ship market and vehicle and construction machinery sales in China to recover gradually. In Japan, we see a new opportunity in construction machinery rentals as a custom service, which will help MC to make broader social and economic contributions in this area.
To achieve the major target of doubling our earnings by 2020, we must select and strengthen the winning businesses in our existing portfolio. New income streams will also be needed. In April 2013, we completed a reorganization to focus primarily on transportation machinery and highvolume machinery and equipment. We plan to make the most of the Group's knowledge and human resources to reinforce our business strengths and to develop new businesses. Looking to the future, we will create frameworks for each of our businesses to enhance our ability to withstand the changing external conditions.
In the automobile-related sector, our core businesses are in Indonesia and Thailand. However, we are also developing new earnings drivers in partnership with Mitsubishi Motors Corporation to sell vehicles in Russia and to manufacture and sell vehicles in China, and in partnership with Isuzu Motors Limited to manufacture and sell vehicles in India. In the ship business sector, we are planning to adjust our portfolio of company-owned vessels to reinforce competitiveness and expand operations generating stable income streams. We plan to promote and enhance our business for LNG shipping (owning & operation), and for related vessels to be used in offshore exploration. In addition, we plan to deepen our involvement in the elevator business as part of efforts to raise profitability.
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Chemicals Group
Over the plan period, we focused on strengthening our existing businesses and creating new income streams. We expanded and reinforced our business platform by doubling production capacity at petrochemical operations in Saudi Arabia and at our gas chemical business in Venezuela. Furthermore, Chuo Kagaku Co., Ltd., a leading plastic food packaging and containers manufacturer, became an MC consolidated subsidiary. In the life sciences field, we took on a new business challenge by starting custom manufacturing of biopharmaceuticals in the U.K. and the U.S. We also moved to acquire Kirin Kyowa Foods Company, Limited, a leading Japanese seasonings and food ingredients company. In the fertilizer sector, we are advancing a rock phosphate mining development project in Peru. These ventures will grow into core businesses for the Chemicals Group in the future.
We expect continuing headwinds from the oversupply of petrochemicals in China and economic uncertainties in Europe, among other factors. On the other hand, the shale gas revolution in North America is creating new business opportunities as structural change sweeps the global chemicals industry. Other major trends also spell opportunity, such as the need to increase global food production, the expansion of consumer markets with the economic growth of emerging countries, and the growing interest in health, safety, comfort and the environment.
We plan to continue enhancing our existing core businesses in the fields of petrochemicals, fertilizers and plastics, while at the same time transforming in step with market changes. Our continuing challenge in the life sciences field is to expand contract manufacturing of pharmaceutical and agrochemical raw materials. In the food science field, we aim to develop the business globally based on Japanese technology and culture, in particular targeting the growing consumer markets of Asia.
The shale gas revolution will have a major strategic impact on neighboring countries looking to produce natural gas for the North American market. We are developing a gas chemical business project in Trinidad and Tobago, which will help to address the issue of utilizing locally produced natural gas effectively. In Asia, where automobile production is growing rapidly, we are establishing manufacturing operations in Malaysia for synthetic rubber for use in tires. By leveraging MC's global network, the Chemicals Group aims to achieve sustainable growth by responding to evolving market needs and creating new business opportunities.
Commodity Chemicals Division A
Olefins & Aromatics Dept.
Petrochemical Intermediates Dept.
Polyester Dept.
Chlor-Alkali Dept.
We trade raw materials for plastics and synthetic fibers, salt and caustic soda, among other commodities, in the fields of petrochemicals and chlor-alkali. We also make investments in businesses in these fields.
In the year ended March 2013, market conditions were sluggish, due to continuing softness in demand caused by the global economic malaise and excess capacity in China. However, we still expanded our trading base by making progress with our efforts to develop within China, with a focus on polyester raw materials.
We expect to see ongoing major structural changes in the petrochemical industry and in distribution flows going forward. These changes are being catalyzed by a notable resurgence in the petrochemical industry in North America on the back of shale gas development. In response, we will leverage our expansive worldwide network to grasp changes in the business environment and customer needs, and by correcting imbalances between supply and demand in the market, we will strive to deliver value.
Commodity Chemicals Division B
Methanol Dept.
Ammonia Dept.
Fertilizer Dept.
Inorganic Chemicals Dept.
In the Commodity Chemicals Division B, we trade chemical commodities such as methanol, ethanol, ammonia, fertilizers, and sulfur and sulfuric acid. We also make investments in businesses.
Demand for products in the year ended March 2013 was generally solid for all products in this division. Furthermore, the division began looking at developing a business for manufacturing methanol, which uses natural gas as the main feedstock, in Trinidad and Tobago, with the aims of meeting growing demand particularly in emerging markets and securing supplies.
Going forward, this division will continue working to meet expanding demand in growth markets. For this, we will pursue opportunities to invest in businesses based on competitive natural gas and scarce raw materials used for making fertilizer. These investments will ensure the stable procurement of products and expand and enhance our value chains. And by strengthening our trading functions we aim to provide even more value to customers.
Functional Chemicals Division
Plastics Dept.
PVC Dept.
Functional Materials Dept.
Specialty Chemicals Dept.
This division conducts trading activities and makes investments to reinforce these activities in the midstream and downstream segments of the chemicals industry. Businesses extend from raw materials and other materials used in plastics and functional products to parts and finished products.
The year ended March 2013 saw a tough business environment defined by lackluster demand because of the global economic sluggishness, and persistently high raw materials prices. Nevertheless, we expanded operations in emerging countries in Asia, the Middle East, Africa and South America.
In the year ending March 2014, we intend to focus on expanding our food packaging materials business in China through Chuo Kagaku Co., Ltd. in which we acquired a controlling interest in 2012. This drive will see us try to capture even more synergies with this company in terms of procuring plastic raw materials and product sales.
We will also work to develop our businesses within the functional products field, such as synthetic rubber and cosmetic raw materials, through investments, as we seek to sustain growth globally and meet customer needs.
Life Sciences Division
Bio-Fine Chemicals Dept.
Life Science Products Dept.
This division is chiefly engaged in the food science, pharmaceutical and agrochemical business domains where key themes are health, safety, comfort and good taste. Rising living standards and demand for food in emerging markets, and falling birthrates and aging populations as well as curbs on medical expenses in developed countries are some of the changes taking place in the structure of the global market today that are driving expansion in our business domains. In the year ended March 2013, we established Mitsubishi Corporation Life Sciences Limited, putting in place a framework for the unified management of existing subsidiaries in the food science field. In another move, we decided to acquire Kirin Kyowa Foods Company, Limited, one of Japan s leading food science companies.
In the year ending March 2014, each food science company will steadily execute their growth strategies, with the aim of becoming a food science group that can stand shoulder to shoulder with the world s leading companies in this domain. We will also continue strengthening the pharmaceutical and agrochemical custom manufacturing business.
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Living Essentials Group
We focused on three key themes: (1) expanding and improving our raw materials procurement network, (2) strengthening our Japan business base, and (3) targeting overseas growth markets.
To expand and improve MC's raw materials procurement network, we invested in a grain procurement business in Brazil and in seafood farming ventures in Chile and Thailand. To strengthen our Japan business base, we merged four food distribution wholesale subsidiaries into Mitsubishi Shokuhin Co., Ltd. and made YONEKYU CORPORATION an MC subsidiary to help reinforce the structure of the Living Essentials Group. As part of targeting overseas growth markets, we made investments in manufacturing and retailing ventures to create new earnings drivers in developing countries.
The lack of large demand growth prospects in Japan is forcing major changes in many industries. Leveraging MC's strengths in upstream to downstream operations across a wide range of consumer goods domains, we are steadily enhancing our market presence in Japan by reacting flexibly to structural changes within industries. With many firms seeking to expand offshore in earnest, we are also looking to create new growth opportunities in overseas markets based on technologies and business models honed in Japan.
We are following two main policies. First, amid more intense competition in Japan, we are responding to structural change within domestic industries by seeking to raise efficiency and reinforce functions in the areas of retail, intermediary distribution, production and processing operations. Second, working in conjunction with strong local business partners, we are focusing on the overseas development of consumer goods business models already established in Japan, especially targeting developing countries in Asia with high rates of economic growth. We want to establish business platforms overseas that are the equal of those in Japan.
They are improving the quality of group management on a consolidated basis and developing skilled people.
Obviously it is critical to promote the growth of business investees that are consolidated in MC's accounts. In the management of the consolidated business, we are also seeking to ensure that the total value created is more than the sum of the parts. For this, we are making a concerted effort to develop people with the requisite cross-cultural business skills to strengthen the Group's ability to manage operations across domains.
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