Home vs House

Material and Spiritual Possessions John Berry, the homeless man from Yorba Linda was stabbed in the back thirty times. He did not have what people viewed as a house, but the bench near Carl’s Jr. was considered his home, a place of comfort and value close to the heart. â€Å"Homeless† an essay written by Anna Quindlen, focuses on the people who don’t have that sense of place, â€Å"a place of certainty, stability, predictability, and privacy† (Quindlen 528). â€Å"Homeless† is not about the people who are living on the streets, but the people who never had a house to call their home.The difference between the two is that a house is a possession that functions as a protective shelter, an area to do daily routines and is a monetary asset to the owner, while a home possesses sentimental value, memories and traditions. First, a house is an architectural structure that provides shelter and also used for financial gain for its inhabitants. A house has fou r walls and a roof to block wind, rain, heat, and other outside elements for the people inside.Therefore, the outside of the house is made of materials that are waterproof while the structure is sturdy to withstand high winds. A house contains air conditioning and blinds to block heat from the outside. This building doesn’t only protect from weather, but also from people. The doors and windows have locking mechanisms to keep unwanted intruders out. A house also can be equipped with a security system that has cameras, alarms, and motion sensing lights for the people who want to be extra safe. Each room in a house is built specially to serve a purpose.The kitchen is filled with appliances to cook and store food. The bathroom is built with a toilet, shower, and a mirror to help accomplish morning routines. The bedrooms have a closet, bed, and desk so that the person living there can have his own private area to change, sleep, and complete work. However, the main purpose for a ho use for many people is for the financial gain. A house can be sold, bought, rented, foreclosed, and even abandoned. Many people bought a house so in the future they hope that they can resell the house for when they retire.Some people buy inexpensive houses to fix them up with a small amount of money and sell it for more than they bought the house including the repairs. Others buy a house in a certain area so they can vacation and stay there whenever they please. Houses are a realtor’s way of making a living. A house is treated like a possession that is passed from owner to owner and becomes nothing more than a structure. On the other hand, a home is a special place that holds memories that will never be forgotten, traditions and feelings that cannot be found anywhere else.A home has those crayons blemishes on the wall that track how the children are growing over the years. Home has that smell of Korean style hotpot every Christmas, that certain area where there is perfect lig hting with peace and quiet to indulge in a novel, and the window that has a perfect view and has sun seep through it every morning. Birthdays to holidays are spent together with friends and family in this safe haven celebrating the special occasion. A home sees the ups and downs of the family living there.A family grows together in a home not only by age, but bonds between family members. A living room in a home hosts the Super Bowl game every year where friends and family get together with snacks and drinks to watch the game. A living room in a home is where the tree stands every December towering over the presents. The living room has the perfect love seat to be lazy on and watch favorite television shows and movies. The mahogany coffee table right next to the sofa is the perfect rest for feet compare to being pressed against the cold tile floor.Board games are placed on the coffee table in the middle of a circle of friends and family to compete with each other in Monopoly, Life, and Scrabble. To sum up, home is the best place to be to unwind from the day and have all the stress die way. A home is original, there is no place like home. It is decorated with memories and sentimental items; it has a feeling of permanence. The family in the home has privacy knowing no one is looking over their shoulder, no one is in their area of relaxation and no one is going to be bothersome. The home owner has control of what happens within the walls of the home.The home owner chooses what activities, parties and people that are allowed inside the home. Home is where the heart, privacy, and memories reside. Lastly, a home is a sanctuary and private place, while a house is a shelter monetary possession, and full fills basic needs. A home provides way beyond a house can ever give. They all vary in size, shape, color and design, but what is always different is the feeling inside. Works Cited Quindlen, Anna. â€Å"Homeless. † The Longwood Reader. 4th ed. Ed. Edward Dornan (Indent) Charles Dawe. Boston: Allyn and Bacon, 2000. 527-529. Print.

Chinese language Essay

Another major difficulty experienced by ESL Chinese students are the topic-comment structure of sentences. It could be noted that the value of the subject is not as important as it is with Chinese, it is often the case that Chinese sentences has a topic but seldom has a subject. As such ESL Chinese students often find themselves using the Topic-Comment structure rather than the Subject-Verb-Object/Complement structure of sentences. Examples are the following: My father he always get my mother’s money. Hong Kong in the year 2047, it will have a lots of things become better. The most important event in my thirteen years life. It was in my eight years old. The use of relative pronouns has also been a source of problems as the Chinese language does not contain relative pronouns (Chan, 2004, p. 41). For example: She is my mother which is the most important person in my life. I can get new friend from church whom are nice to me. They brought her to playground, swimming pool and various places where is interesting. (p. 41) Relative clauses in the Chinese language are also often found to have its pronouns repeated. Example: She is the teacher that she taught me grammar last year. There is one thing which I can remember it very clearly. Did you remember the person you met him yesterday? (p. 41) On the other hand, some sentences are not found to have repetitive pronouns, but rather lack of it. For instance: You are the first person came to Hong Kong. There is only one people look after my whole life. One obvious symptom can be detected is insomnia. (p. 42). Some ESL Chinese students tend to remove pronouns that often result in a serial verb construction. A serial verb construction is two or more overlapping verb phrases or clauses which doe not signify any relationship between them (Li & Thompson, 1981, 594, as cited from Chan 2004, p. 42). Missing verbs are also a problem in reduced relative clauses. Examples are: I have a large family which including grandmother, grandfather, uncle, my parents and also my younger sister. After enjoying our delicious food which cooked by my mum, we went to school together. The negative consequence that brought by its growth was. . . (p. 42). of Chinese Students The study of Fei-Yu (2005) was done using a corpus linguistics based error analysis (EA) among 50 student essays which is made of 88,000 words. These essays for studied for formal errors in which a total of 5,232 errors were identified. The errors of the participants were categorized in broad categories in which the top ten sources of error seen were: †¦ determiners (23. 7%), nouns (15. 3%), verbs (7. 6%), grammatical prepositions (6. 9%), lexical misconceptions (5. 8%), punctuation (5. 1%), sentence parts (4. 1%), tenses and aspects (3. 8%), modals (3. 5%) and lexical-grammatical prepositions and syntactic complementation of a word (3. 3%) (Fei-Yu, 2005, p. 27).

Refelction paper about Identity and possibility Article

Refelction paper about Identity and possibility - Article Example Rather, it is the totality of everyday living experiences and is a process that develops among disappointments, triumphs and everyday living situations that cultivates the identity of a person. Self-understanding is the primary incarnation of a person’s identity. We become who we figure ourselves to become and this is on a daily basis. This is not to say that a disposition is unstable, on the contrary, it is an integration of constancy of character. The development of one’s identity is the intermingling of all human activities and relationships among precise perspectives. It is not only within the walls of the school that an adolescent’s identity is developed. More of it is through the relationships and activities that they endow themselves into. These are the things that they attain the most indulgence from and thus would most likely to shape them towards an identity that would form them into the future. The proverbial question of â€Å"Who am I?† is one that is often answered in the context of reciprocity from these core identity shaping matters. As with the subject exemplified by the author through Mac, the 14-year old boy who always gets into a fight. A deduction of this concept would equate that in the boundaries of the school he would be perceived as a difficult child. But a deep analysis of the child’s psychological thinking reveals that he is someone who can be counted on by his friends and family in the instance that his help is needed. It cannot then be concluded that he is a misfit just on the basis of his school records and the many brawls he gets himself in. Identity crisis is another major difficulty that arises within this age group. A â€Å"developmental moratorium† as presented by Erikson in his model is necessary for adolescents to augment their capability of growth as they are allowed to experiment among varied experiences in their quest for identity. It is an opportunity for them to use

Health and medical needs Essay Example | Topics and Well Written Essays - 500 words

Health and medical needs - Essay Example Elements of self-care should also be built into such therapy, like eating, brushing, dressing, communication and a range of movements culminating with walking/running. Patterning therapy (1) is useful in a range of brain injuries. 2. Preparedness for medical emergencies, injuries and neurological crises. In the population of neurologically impaired children there are diverse causes, and most often specialized centers for groups such as autism, epilepsy, cerebral palsy exist to organize knowledge and experience better. It might often be difficult to detect medical crises due to poor communication, and it is important to be vigilant and aware of the issues involved and deal with them promptly. Hostility and behavioural issues are also common, and may present as crises, and carers / staff must be well-prepared to deal with such eventualities. 3. Nutritional issues : Brain injured children often have special feeding requirements through the use of nasogastric feeding tubes, stomach tubes and stomas, with special dietary formulations. In addition many children might be on avoidance and special diets e.g. phenylketonuria, and need special provisions. It is also important to remember that these children are at a higher risk of aspiration and lung complications, and need careful feeding.

Memories of My Melancholy Whores by Gabriel Garcia Marquez Essay

Memories of My Melancholy Whores by Gabriel Garcia Marquez - Essay Example As far as the ages of the two characters are concerned it is more than the gap of a father and daughter. Can a grand father indulge in wild love with his grand daughter? Then, what is love? That is what the creator of the novel has attempted to establish throughout the work. Thus the word ‘melancholy whores’ is best suitable term that fits right to express the author’s experience of a sorrowful joy. Lust is the dais on which love has to be adorned and admired. Unfortunately the empty dais is adorned everywhere. Love is ‘caring’. Anything associated with caring is love but how lust is construed as something connected with love? It is naturally an instinct prevalent in all beings that is meant for mutual attraction. Gabriel Garcia Marquez in his Memoirs of My Meloncholy Whores has splendidly marked this difference. To bring about the contrast into the light he has prudently selected a love of an elderly old man falling in love with a young girl that too a whore. A perfect selection to highlight the contrast is personified by the age gap of the lead characters in the fiction. Gabriel put that lust is purely biological for which he portrayed the unnamed protagonist of the fiction to pay for every experience of his aphrodisiac experience. Can one love his pair of shoes, which carries its owner throughout its life? Then how the male dominant society pretends to have love d women who are considered objects of desire? It is utterly mean and non-altruistic. Gabriel in the fiction has softly hinted this apparent contradiction in any society. Gabriel’s conventional style of telling stories not in first person is purposefully over ruled in this case of Memoirs of My Meloncholy Whores. The narrator of this story has been given the complete right to wield his bold stick of tearing the masquerade of the society that cunningly lauds woman hood and

Planning of Instruction in a Systematic Way Assignment

Planning of Instruction in a Systematic Way - Assignment Example To guide them through the college application process and how the needy students can apply for aid. The supervisors must oversee this guidance and counselling process. After reviewing the learning objectives stated above, I have come to the conclusion that they are sound. This is because I am aiming to achieve specific objectives such as the learner acquiring skills and knowledge in writing college application letters and essays. The first objective, however, sounds a little subjective. After thinking about it critically, I have decided to change it from â€Å"Demonstrate knowledge of high school courses that prepare them for college† to â€Å"List at least five high school courses that prepare them for college.† I have arrived at this conclusion realizing that a learning objective should be measurable. When the students are asked to actually list those specific courses then the supervisors will be able to determine whether or not the learning objectives have been met. A colleague commented that my objectives are too few. Even though I am looking to have a full day’s training, I intend to have breaks in between (it is important that learners get time to have lunch and to interact with one another). In my experience as a teacher, I have learnt that students learn better when they get time to interact and discuss issues taught in class. I will also make a PowerPoint presentation in class. I will also show the students a video in class to further clarify the points presented in class. This is because students learn better when they get a chance to view real-life situations on video. It is important for me to establish whether or not the content taught in the classroom is effective. I would want those admitting these students to college to actually report that the students are able to enrol better after the guidance and counselling sessions. I am of the opinion that the best way to determine whether or not the sessions are successful is by conducting random interviews on campus to establish the level of success of these sessions.  Ã‚  

Identifying the Strategies Adopted by Apple Literature review

Identifying the Strategies Adopted by Apple - Literature review Example Responding to the Foxconn controversy, the management of Apple attempted to consider certain measures so as to overcome the problems faced in its Chinese workshops in terms of Voluntary Auditing in the business level. It is in this context that auditing assisted Apple to measure the performance of the Chinese workshops, according to which the management was able to plan its future strategies towards the enhancement of its performances in the internal as well as in the external business environment (Cook, 2012).According to the facts documented in the article, the business level strategies considered by Apple can be identified as concentrated on attaining market development with the virtues of the market share gained by iPhones and iPads. In this regard, the management of Apple further believes it to be beneficial enough in promoting the products to the various emerging markets taking the advantage of the already attained market position. In the corporate level, with due consideration to the advantages of operating as an open-up company, the management has been identified to provide greater significance towards its responsiveness concerning market fluctuations and competition. Furthermore, at the functional level, the strategy of rendering greater emphasis on its operational issues have deliberately assisted Apple to have a track on the competitive environment of its targeted market, thereby yielding significant competitive advantages (Cook, 2012).A corporate level strategy can be defined as the measure considered by the higher level officers of an organization towards conducting its overall operations in a consistent way. From a generalized point of view, the strategies considered by organizations at the corporate level, are principally based on particular issues such as the flexibility of organizational processes concerning the attainment of growth as well as stability, industrial competitiveness and also towards the cultivation of capabilities amid the busine ss units and the product lines.The corporate level strategy, considered by the management can be further identified as its measure to develop with the virtues of success earned by the prior product-lines of iPhones and iPads. With the help of this corporate level strategy, Apple desires to continuously expand its functioning to support the launch of new products in the near future. With reference to the context it can be stated that the management wishes to introduce new products with exciting features in the market and also to promote the existing products.

Research and develop individual knowledge on existing web based PMS, Paper

And develop individual knowledge on existing web based PMS, CRS, CRM, ERP or DMS systems of our choice and apply it to - Research Paper Example One of the information systems which has been. This paper will look at the aspect of property there are many parameters that should be considered before one engages in online advertising. The Internet is complex and also dynamic market platform that requires regular and daily training. Online marketing is far much different from the world of print, broadcast, and out-of-home advertising markets. The Internet is so vast and is evolving at very high-rates such that it is becoming hard to properly target the audiences which are intended. The online marketers are looking for efficient way of reaching their online audience while at the same time they are supposed to minimize expenditures. Websites are the primary tools that are used by companies to market their products and services online. There is therefore a dire need to make sure that the website that is being marketed meets the aim they were meant to achieve. Most e-commerce sites that have been developed lack strategy to appeal to t he audience. They lack in proper segmentation to address the issues and the needs of the various visitors that come to their sites for some information. They therefore fail to win these visitors and more still, fail to convert them to properties. Companies who are keen to turn more visitors to client swill have to learn about their intended audience and the needs and tastes they have. Every visit they make on the website should be an opportunity to entice them to buy or better still to come for services in the site. INTRODUCTION Property management systems are computerized systems that are used in the manufacturing, logistic, government and hospitality industry for managing properties. PMS is single software capable of performing numerous services including, management of personal property, equipment, and the associated legalities. In this digital age where web based applications such as PMS provide a competitive edge over old-fashioned, paper-based management mechanisms, these appl ications should entirely be incorporated into the business environment of any organization. This paper attempts to explore the advantages the PMS software such as Delphi would have on the hospitality environment such as chains of hotels. The hotel industry is made up of ventures interlinked together to provide wholesome services to consumers. Starting from reservations all the way to check out, all this activities need to be documented in a harmonious way. The adoption of technology is therefore necessary to promote interoperability as well as efficiency. The many hotel systems such as point-of-sale, telephone, security and room control, entertainment and ordering, telephone services, accounts, HR and payroll among others are comprehensively packaged together in single PMS software. By automating these services, better customer service is achieved, which encourages spending, and consequently better returns. The automation can be achieved at a single entity or/and integrated througho ut a worldwide chains. Our focus for this assignment is New Market Internationals Delphi sales and suite. The software is termed as the industries standard tool for empowering sales, marketing for hotel, restaurants, and stadiums and gaming venues. The Kessler Hotels for instance utilize the Delphi PMS software. Its vast networks distributed across the globe are centrally managed. Comprising of 50 hotels and resorts distributed across Asia Pacific, North America Middle East and Europe, and boosting of

Essay Example | Topics and Well Written Essays - 250 words - 83

Essay Example Knowledge of organizational behavior empowers managers to understand employees’ emotions as well as reasons for employees’ behaviors for appropriate managerial decisions and practices that can control the behaviors and attitudes to achieve positive results. The knowledge can for example help a manager to understand reasons for employees’ rebellion towards development of a forum for identifying root cause of the problem for reconciliation. The knowledge of organizational behavior also facilitates understanding among employees by promoting tolerance to cultural and behavioral diversity. This is because it explains existence of such diversities and offers approaches for avoiding and managing diversity based conflicts. Employees’ understanding of an organization’s constructs also aligns their personal values and behavior to the organization’s policies, values, and expectations. Employees of an organization with established ethical values, for ins tance, adhere to the stipulated standards. Similarly, understanding an organization’s fundamental values and objectives identifies the organization’s appropriate structure for achieving the values and objective. An organization with diversified objectives such as provision of specialized but differentiated products would for example require a structure with line managers (Phillips and Gully 6). Knowledge of organizational behavior in an organization therefore aligns management practices, employees’ relations, and organizations’ structures to the organization’s environment and

Information Security Physical Security models Essay

Information Security Physical Security models - Essay Example It achieves this by describing steps followed to achieve security goals of an institution. Security models are great tools in evaluating the security in place. Gregory (2010) outlines information various security models that have been developed such as the following: The Bell-LaPadula model is evidently a notable achievement in computer security. Several other models followed suit, with either improvements on their predecessors or variations. The Harrison-Ruzzo-Ullman (HRU) is an example of a general model in comparison to the Bell-LaPadula model which captured confidentiality aspects of access control. There emerged other models such as Chinese Wall model, the Biba and Clark-Wilson models that were more integrity based as well as the Information flow and non-interference models that centered on perfection. All these models were developed to safeguard information and information systems from leakages, unauthorized access and rights violation. However, the above models are more software based rather than physical. Threats to physical security involve disruption of services, theft, malicious physical damage, unlawful leakage and loss of system reliability. In any case, however, similar to general information security, physical security calls for a layered defense model. A layered security model will emanate from the perimeter and zero in on the asset; in this case, information. Layered security models will serve to achieve: deterrence, delaying, detection, assessment and response in a bid to fulfill the security objective. A physical security model must, therefore, be able to address the above threats efficiently and comprehensively. According to the US Army Field Manual 3-19.30 (2001, January 8) physical security is that part of physical measures designed to ensure the safety of personnel; to thwart unlawful access to equipment, the installations

Bylaws of Natural Health Essay Example for Free

Bylaws of Natural Health Essay Section 1: Membership shall consist only of the Director/President, Jason Wilson. ARTICLE III AMENDMENTS Section 1: These Bylaws may be amended when necessary. ARTICLE VI Restrictions on Actions 1. All the assets and earnings of the Corporation shall be used exclusively for its exempt purposes, including the payment of expenses incidental thereto. No part of any net earnings shall inure to the benefit of any employee of the Corporation or be distributed to its Directors, officers, or any private person. 2. Notwithstanding any other provision of these bylaws, the Corporation will not carry on any activities not permitted by an organization exempt under Section 501(c)(3), Internal Revenue Code, 1986, or the corresponding provision of any future federal law, or organizations whose contributions which are exempt under Section 170(c)(2), Internal Revenue Code, 1986, or the corresponding provision of any future federal law. The Corporation shall have no capital stock, pay no dividends, distribute no part of its net income or assets to any Directors, Officers, and private property of the subscribers, Directors or Officers shall not be liable for the debts of the Corporation. 3. No substantial part of the Corporation’s activity shall be for the carrying on of a campaign of propaganda or otherwise attempting to influence legislation. The Corporation shall not participate in any political campaign, will not engage in political campaigns or attempt to influence legislation or interfere with any political campaign on behalf or in opposition to any candidate for public office. 4. In particular, but not without limitation of the generality of the foregoing paragraph, during such time as the Corporation may be considered a private foundation as defined by Section 509(a), Internal Revenue Code, 1986, or the corresponding provision of any future federal law, it shall not: A. Fail to distribute its income for each taxable year at such time and in such manner as not to become subject to the tax on undistributed income imposed by Section 4942, Internal Revenue Code, 1986, or the corresponding provision of any future federal law. B. Engage in any act of self dealing as defined in Section 4941(d), Internal Revenue Code, 1986, or the corresponding provision of any future federal law. C. Retain any excess business holdings as defined in Section 4943(c), Internal Revenue Code, 1986, or the corresponding provision of any future federal law. D. Make any investment on such manner as to subject it to tax under Section 4944, Internal Revenue Code, 1986, or the corresponding provision of any future federal law. E. Make any taxable expenditures as defined in Section 4945(d), Internal Revenue Code, 1986, or the corresponding provision of any future federal law. These bylaws were adopted on July 30, 2012. Jason Wilson, President

Prosthetic Rehabilitation of a Patient with Nose Defect

Prosthetic Rehabilitation of a Patient with Nose Defect Case Report Authors: Satyabodh S Guttal, MDS,MFPT 1, Blessy Bangera, BDS,2 Adarsh Kudva,  MDS,3 Basavaraj R Patil, MS, 4 Abstract Midfacial defects are enormous defects that result from cancer treatment that rarely are corrected by surgical reconstruction alone; they generally require a facial prosthesis to restore function and appearance. Surgical reconstruction may be viable for few defects, which are done with different flaps. But for the total nasal resection, prosthetic option would be more feasible. Nasal cartilaginous anatomy is complex due to the varying contours. Therefore it may be difficult for the surgeon to reconstruct the entire nose. This clinical report describes the rehabilitation of a large midfacial nose defect with a dental implant retained nasal prosthesis. The patient had adenocystic carcinoma of the medial maxillary wall extending to the nose. Introduction The face being the most noticeable part of the body when disfigured may lead to an impaired social life stemming from esthetic problems. 1, 2 Among facial defects, nasal defects produce severe cosmetic impairment. . Rehabilitation of such defects subsequent to surgery is done in a sequential manner, which includes a surgical, provisional, and definitive prosthesis. 3 Prosthesis helps restore the patients self-esteem and confidence, hence affecting the patients and their life style. 4-6 Adenoid cystic carcinoma (ACC) is a rare malignant perineural tumour of the major and minor salivary glands, accounting for 2% of all head and neck malignancies and approximately 10% of all salivary gland neoplasms. 60% to 70% of ACC’s arise in the minor salivary glands, which may be localized in the palate, paranasal sinuses and nose, although they may also occur in the parotid or submandibular glands.7 In the past, nasal prostheses were held in position with strings or straps fastened behind the head,8 intranasal or intraoral extensions,9,10 and gold strings or leaves.11-13 Spectacle frames have been accepted for securing nasal prostheses.14,15 Today, with the development of biomaterials, prosthetic substitutes are secured with readily available adhesives that are effortlessly applied 16 however, the effectiveness of adhesives is questionable considering presence of mobile tissues in the defect, nasal secretions, and moist air associated with respiration.17 These factors would compromise the adhesiveness. The concept of osseointegration 18 has enabled a more reliable mode of retaining nasal prostheses. 19 This clinical report describes the rehabilitation of a large midfacial defect using an implant retained nasal prosthesis. Clinical Report: A 63-year-old female patient who reported to the B.R Patil Cancer hospital, Navanagar, Dharwad was diagnosed with adenocystic carcinoma of the medial maxillary wall. Patient had no medical co-morbidity. Patient gave history of nasal obstruction due to nasal mass on left side of the nostril for which medial maxillectomy was done via endoscopic approach in the year 1993. Then in 2012 she reported back with the complaint of nodular swelling over nasal dorsum with tearing and nasal obstruction with no orbital symptoms. Intra-orally patient had destruction of palate on the left side crossing midline. Upon further investigation, biopsy revealed adenocystic carcinoma of the nose and left maxilla with no involvement of orbit or anterior skull base (Fig 1). Two cycles of chemotherapy with cisplatin, 5 flurouracil and paclitaxel according to body surface area was given. The defect resulting after excision had to be covered at the earliest. Hence, prior to surgical intervention, prosthetic consultation was suggested to the patient who was thus referred to our Department of Maxillofacial Prosthodontics. Since an immediate definitive prosthesis was not feasible, the patient was suggested for temporary rehabilitation with an interim silicone nasal prosthesis with an attached eyeglass frame. However, since the patient expressed her displeasure towards spectacles for lifelong usage, she was given the option of implant-retained definitive silicone nose prosthesis. The patient agreed for the same. An orthopantomograph and computerized tomography scan were made as a part of the investigation to evaluate the bone height for implant placement. Left total maxillectomy with palatal resection across midline and total nasal resection done via weber ferguson incision, left modified radical neck dissection type three via macfee incision was made. The glabellar bone was evaluated on the operation table and upon conclusion that adequate bone was available; a single implant of 4.2 diameter x 6.5mm length, (Toureg S; Adin implants, Nazareth, Israel) was placed (Fig 2). The advantage of placing the implant on the operation table was that the patient would be under general anesthesia, and the psychological trauma of undergoing another surgical procedure was avoided. Following a healing period of 3 months the open tray impression posts were placed and the final impression was made. The abutment was placed on the implant and a custom made acrylic sleeve was fabricated for the abutment (Fig 3). A wax sculpted nose on the master cast was made to adapt to the margins of the healing wound. On either sides of the acrylic resin sleeve, two neodymium-iron-boron magnets, 5mm diameter x 1.2mm thick (Magnatech; Mumbai, India) were embedded into extensions made out of autopolymerising resin. The structure hence resembled a winged sleeve which was cemented on to the abutment using zinc-phosphate cement (Harvard Dental, Hoppegarten,Germany) (Fig 4). An acrylic resin index was fabricated over this structure which would harbor the respective magnetic keepers. The acrylic index was placed at its position over the magnets and was picked up by the wax nose that was placed on it using a drop of cyanoacrylate. The resulting wax nose thus incorporated an acrylic index with the magnetic keepers. This wax nose was carefully invested and the packing procedure using silicone and acrylic resin border framework, intrinsic coloring was carried out as mentioned for the interim above. Extrinsic coloring and pigmentation was done and patient was happy with the esthetic results. Digital weighing scale revealed that the definitive nasal prosthesis weighed around 12.2gms. The retentive force offered by the two neodymium-iron-boron magnets (Magnatech; Mumbai, India) was found to be 7.2N. The prosthesis was delivered to the patient (Fig 56). Following this, home-care instructions were given. In the subjective evaluation, the patient was very happy with the esthetics outcome of the prosthesis and expressed her great pleasure towards her ability to swallow liquids. The ryles tube continued to remain in place considering the general health condition of the patient and the need to feed semi solid food and protein supplements. The prosthesis was light in weight and could be comfortably placed in position as it was self-aligning due to the use of magnets. Patient, who is now on regular periodic follow-up ie, recalling at every 3 month period, is found to be doing well. Discussion Nasal reconstruction modalities comprises of primary closure, healing by secondary intention, skin grafts and local flaps and regional flaps. Small surgical defects can be treated well with different types of local flaps. The forehead flap is the better option for the large nasal defects. 20 The complex anatomical configuration may cause difficulty in surgical rehabilitation. In such cases, prosthetic closure is predictable and hence usually the treatment of choice. 21,22 The breakthrough for rehabilitation of facial defects with implant-retained prostheses came with the development of the modern silicones and bone anchorage. The limitations of the prosthesis were explained to the patient prior to the treatment, that fact that the prosthesis would enhance esthetics but would contribute less to the functions like speech and masticatory habits. Hence, the patient had no psychological set back on the prognosis of the treatment. In addition, there was a major set-back in terms of achieving outstanding esthetical and functional outcome due to the fact that all the work was carried out under technical constraints. This included a lack of time, chair-side patient availability, and ideal light conditions which, to an extent precluded optimal color blending. The main objective of treating this case was to close the open defect, to prevent the further spread of infection in the soft tissues exposed to the environment. The use of a magnetic assembly has eliminated the need for use of spectacle retention as per the patient’s request. The patient indicated that the nasal prosthesis reduced self-consciousness and was comfortable to wear without any type of irritation to the surrounding skin. The patient was pleased with her appearance and no longer found the need to wrap a cloth around her face. References Guttal SS, Patil NP, Thakur S, Kumar MV, Kulkarni S. Implant-Retained Nasal Prosthesis for a Patient Following Partial Rhinectomy: A Clinical Report . J Prosthodont 2009; 18:353–8. Kumar S, Rajtilak G, Rajasekar V, Kumar M. Nasal prosthesis for a patient with xeroderma pigmentosum. J Pharm Bioallied Sci 2013; 5:176-8. Marunick MT, Harrison R, Beumer J. Prosthodontic rehabilitation of midfacial defects. J Prosthet Dent 1985; 54:553-60. Buzayan MM. Prosthetic management of mid-facial defect with magnet-retained silicone prosthesis. Prosthet Orthot Int 2014; 38:62-7. Jain S, Maru K, Shukla J, Vyas A, Pillai R, Jain P. Nasal prosthesis rehabilitation: a case report. J Indian Prosthodont Soc 2011; 11:265-9. Anantharaju A, Kamath G, Mody P, Nooji D. Prosthetic rehabilitation of Oro-nasal defect. J Indian Prosthodont Soc 2011; 11:242-5. Shimamoto H, Chindasombatjaroen J, Kakimoto N, Kishino M, Murakami S, Furukawa S. Perineural spread of adenoid cystic carcinoma in the oral and maxillofacial regions: evaluation with contrast-enhanced CT and MRI. Dentomaxillofac Radiol 2012; 41:143–51. Saunders RCH. The gunner with the silver mask. Am Med Hist 1941; 3:283-5. Kazanjian VH, Rowe AT, Young HA. Prosthesis of the mouth and face. J Dent Res 1932;12:1 Kazanjian VH. Treatment of nasal deformities. J Am Med Assoc 1925; 84:177. Bulbulian AH. Facial Prosthetics. Springfield IL, US, Ed 1, 1973 pp. 364-7. Baird WH. An artificial nose. Dent Cosmos 1905; 47:560. Baker L. An artificial nose and palate. Dent Cosmos 1905; 47: 561. Rodrigues S, Shenoy VK, Shenoy K. Prosthetic rehabilitation of a patient after partial rhinectomy: a clinical report. J Prosthet Dent 2005; 93:125-8. Guttal SS, Patil NP, Shetye AD. Prosthetic rehabilitation of a midfacial defect resulting from lethal midline granuloma: a clinical report. J Oral Rehabil 2006; 33:863-7. Parel SM. Diminishing dependence on adhesive for retention of facial prosthesis. J Prosthet Dent 1980;43:552-60. Parel SM, Branemark PI, Tjellstrom A, Gion G. Osseointegration in maxillofacial prosthetics. Part II: extraoral applications. J Prosthet Dent 1986;55:600-6. Brà ¥nemark PI, Adell R, Breine U, Hansson BO, Lindstrà ¶m J, Ohlsson A. Intra-osseous anchorage of dental prostheses. I. Experimental studies. Scand J Plast Reconstr Surg 1969;3:81-100. Nishimura RD, Roumanas E, Moy PK, Sugai T. Nasal defects and osseointegrated implants: UCLA experience. J Prosthet Dent 1996;76:597-02. Kose R, Okur MI. Reconstruction of the defects in the middle of the nose with subcutaneous pedicled nasolabial island flap: report of two cases. Kulak Burun Bogaz Ihtis Derg. 2009;19(5):272-276 Sashi Purna CR, Annapurna PD, Ahmed SB, Vurla S, Nalla S, Abhishek SM. Two-piece nasal septum prosthesis for a large nasal septum perforation: a clinical report. J Prosthodont 2013;22:143-7. Goveas R, Puttipisitchet O, Shrestha B, Thaworanunta S, Srithavaj ML. Silicone nasal prosthesis retained by an intranasal stent: a clinical report. J Prosthet Dent 2012;108:129-32. Figure Legends: Fig 1: Preoperative patients photograph Fig 2: Placement of titanium dental implant in the glabella,-confirmed on the x-ray. Fig 3: Abutment threaded to implant and the trial of acrylic resin sleeve done. Fig 4: Cemented acrylic resin framework embedded with magnets on either side. Fig 5: Comparison between before and after prosthesis placement. Fig 6: Lateral profile of before and after prosthesis placement. Spectacle glasses were given to camouflage the borders of the prosthesis.

Sociological Perspective: Westboro Baptist Church

Sociological Perspective: Westboro Baptist Church Kyle Mahoney A counterculture is a subculture that rejects the major values, norms, and practices of the larger society, replacing them with a new set of cultural patterns (Thomas); the Westboro Baptist Church is an example of a counterculture due to its rejection of societal norms such as respect for the dead and acceptance of others, especially LGBT people, Jewish people, other Christian people, and African-Americans and black people in general. Their messages of extreme hatred for minorities, Jewish people, and those who do not share the same beliefs as them as well as their extremely aggressive use of media attention to further their hateful agenda, show that they are rebelling against norms, major values, and practices of the larger society, namely respect for others and an inclusive, caring attitude towards minorities. By using media attention and publicity, they are actively and aggressively trying to spread their hateful message and make others feel the same way they do about minorities, other religions, and the LGBT community. In the BBC documentary The Most Hated Family in America, one of the leaders of the group said that the Westboro Baptist Church was not in the process of attempting to convert sinners or grow their church, and that their real purpose was to provoke people and spread the hatred of God, to make people sympathize with the hatred that the Westboro Baptist Church shows. This leader then proceeds to talk about how the churchs goal is to plant the seeds of Gods hatred in the hearts and minds of others (OConnor). Pastor Fred Phelps, after dropping out of West Point and graduating with a ministerial degree from Jones College, began serving as Westboro Baptist Churchs pastor in 1955, and he and his family are the leaders of the church and its actions (Westboro Baptist Church). In 1967 the Westboro Baptist Church became not-for-profit. The group became fairly active in picketing, releasing statements regarding homosexuality and other things they viewed as sins, and anti-semitism in the 1990s onward. The majority of the Churchs membership is constituted of its founder Fred Phelps family. The first time the church truly gained media attention was in 1998, when Westboro picketed the funeral of a gay murder victim named Matthew Shephard. The group had signs saying God hates fags, among other extremely derogatory statements (Anti-Defamation League). The group also attempted to build a granite monument to Shephard, with his name and an anti-gay bible verse on it; their request to build this monument i n a public park was denied (Southern Poverty Law Center). The group truly came into the public spotlight in 2005, when they began to actively picket and protest deceased soldiers funerals, toting signs saying Thank God for dead soldiers and Thank God for IEDs, which brought them national attention from the media (Anti-Defamation League). In March 2006, the Westboro Baptist Church picketed the funeral of Matthew Snyder, who had served in Iraq. Albert Snyder, Matthews father, sued the Westboro Baptist Church for defamation, invasion of privacy, and emotional distress. The case eventually came before the Supreme Court of the United States in 2010 (Southern Poverty Law Center). The Supreme Court of the United States held that the Westboro Baptist Church was within their First Amendment rights while protesting and picketing funerals, and that their hateful speech was protected by their First Amendment rights as well (Snyder v. Phelps ET AL. ). Westboro Baptist Church remains active to th is day, and according to their website they have conducted 59,091 pickets as of this writing (Westboro Baptist Church). The group has also been banned from certain countries after threatening to picket funerals, namely the United Kingdom and Canada (Southern Poverty Law Center). The group is significant in the fact that they receive large amounts of media attention and that they are known for protecting their right to free speech in court, and the group actively challenges laws protecting the United States flag from desecration (Anti-Defamation League). Their ideology is an extremist Christian view that manifests itself as hatred towards basically all groups save the Westboro Baptist Church; focusing on minority groups and military. The sociological perspective is defined as being able to look beyond commonly held beliefs to see the bigger picture and the true meanings behind human actions (Thomas 4-5). A major driver of the Westboro Baptist Church is the fact that almost all of its key members are related, and that the children raised in the church are essentially brainwashed into thinking that they are right and all other groups or opinions are wrong. The group seems to simply spew hatred, but they truly believe that by spreading hateful ideas they are spreading the word of God to everyone (TED). The sociological imagination is defined as being able to see the connection between the larger world and ones personal life (Thomas 4-5 ). This group has affected the world by spreading hateful ideas, and act as a force that the greater culture rallies against, due to the Westboro Baptist Churchs disregard of mores like respecting the dead, the United States flag, and soldiers. Legally, this group is significant for p roving on the Supreme Court level that their picketing is legal and protected by the first Amendment (Snyder v. Phelps ET AL. ), along with their challenging of laws that protect the flag from desecration, and the group raises questions about the limits of first Amendment rights. Ethnocentrism is defined as viewing ones own culture or group as superior to another culture or group (Thomas 35), and by viewing American culture as superior it is easy to see why the Westboro Baptist Church is seen as a counterculture. The American people value diversity, it is often stressed in our society that it is good to be different or that everyone is unique; the Westboro Baptist Church rebels against this value in diversity, stating that other groups are inherently inferior as designed by God, and that these inferior groups deserve to die and burn in hell (Westboro Baptist Church). American culture also values the flag, which Westboro Baptist Church is known for desecrating and overturning laws protecting the flag. Most of all American culture values veterans, active duty soldiers, and the deceased, which Westboro Baptist Church actively pickets with signs reading Thank God for IEDs among other travesties (Westboro Baptist Church), showing that they are rebelling against ma jor mores that are valued by American culture. The groupss supremacist attitude, along with their hatred of homosexuals, the Jewish, and blacks, define them as a counterculture which rebels against the mores regarding diversity and freedom for all. Their hatred for soldiers and even the practice of funerals only serves to further prove they are a counterculture; by picketing funerals of soldiers the group is rebelling against major values and mores of society (Anti-Defamation League). Cultural relativism is defined as judging a culture by their own standards rather than imposing another cultures standards on a culture (Thomas 36). By applying cultural relativism to the Westboro Baptist Church, it is easy to see that the groupss member believe they are justified, and that what they are doing may be hateful, but it is hateful because God wants the group to spread hate. The group views itself as the only real religion that God will recognize, and views all other groups, even fellow Christians, as sinners destined for hell. The group feels that it is justified in its hatred of homosexuality because homosexuality is seen as a sin in the bible (Westboro Baptist Church). The group pickets funerals because they believe that funerals are where people will be most receptive to their ideas, and the group pickets soldiers funerals more often because they believe that the military is sinful and that the military is protecting the rights of homosexuals (Westboro Baptist Church) . The group is so invested in what they believe to be Gods divine mission for them that they do not care if they receive hate in return, and they believe that they are justified in disregarding major values, practices, and norms of society. Personally, as someone who was raised with a Protestant church background, as well as someone possessing black, Jewish, veteran, Catholic, and homosexual family members, I abhor and reject the practices of the Westboro Church; I see their actions as extremely disrespectful and devoid of anything that God would support, as the bible speaks more about inclusivity and loving sinners than spreading hatred. Although by taking a culturally relative view of the groups actions, I believe they are too extreme in showing that homosexuality is a sin, and as someone who no longer identifies as Christian I believe that people should be allowed to love who they want regardless of gender. I am not by any means a theologian or an ardent Christian, but I still believe that the Westboro Baptist Churchs extremist views, although protected by the first Amendment, are to be abhorred. I also strongly believe that the dead, especially those who died in active duty, should be held to the highest levels of r espect and honor, and I believe that the greater American culture is in concurrence with me in this belief. Westboro Baptist Church is important to the world because it has a global impact and brings issues regarding free speech and how far extension of free speech goes, and I hope that in the future the Westboro Baptist Church will never come to represent the majority opinion of Americans, because their hatred of others is disgusting. I believe that taking a certain degree of ethnocentrism is necessary when dealing with the Westboro Baptist Church because their ideals are so hateful that they can bring out hatred in others, and ethnocentrism acts as a barrier to stop their hatred from spreading. To conclude, Westboro Baptist Churchs extremist Christian views are so opposite to the major mores of American society that it makes them a counterculture, and the Westboro Baptist Church is an extremely hateful group that hopefully will not stand the test of time. References The Most Hated Family in America. Dir. Geoffrey OConnor. Perf. Louis Theroux. 2007. Documentary. Anti-Defamation League. Westboro Baptist Church. n.d. Archived Website. 10 March 2017. Snyder v. Phelps ET AL. . No. 09-751. Supreme Court of the United States. 6 October 2010. Court Case. Southern Poverty Law Center. SPL Center. n.d. Website. 7 March 2017. TED. I Grew Up in the Westboro Baptist Church. This is why I left. February 2017. Video. Thomas, W Laverne. Sociology- The Study of Human Relationships. Austin: Holt,Rinehart, Winston, 2003. 39, 4-5, 35, 36. Textbook. Westboro Baptist Church. God Hates Fags. n.d. Website. 10 March 2017.

Billy Budd - Convictions Shaken Essay -- essays research papers

In Herman Melville’s Billy Budd, Sailor, readers are introduced to the conflict of good and evil between Billy Budd and Claggart. However, there is another conflict, which, in ways is more significant than the epic clash of good and evil. Vere’s struggle between duty and conscience is more significant because it occurs in the mind. Whereas Billy Budd was clearly the noble sacrificed hero and Claggart was the vindictive villain, duty is just as noble as conscience and conscience is just as noble as duty. Melville sets up this conflict by placing a man with the intuition and innocence of a child, in the hands of a captain amidst war. In a description of Captain Vere it can be anticipated that Vere, who values peace and common good, would be in conflict with his job, which requires him to be a militaristic authoritarian. Captain Vere learns important lessons when innocent hands bring about destruction of life. Vere was moved by his beckoning duty as captain, to convince t he drumhead court to convict Billy Budd. However, the paternal emotions towards Billy Budd and his rational thinking did invoke indecision. Captain Vere realizes, when he has to act, he does not have the strength of conviction he had thought. Vere’s character is written to be a medium between Billy Budd and Claggart. Vere, like Claggart, has experience that makes him a salted sailor. However, like Billy Budd, Vere has been able to hold on to his natural intelligence. Along with his intelligence, Vere has an innocent quality to him: he believes when a crisis between duty and conscience calls, he will be able to hold fast to duty as called for on the seas during war. Captain Vere learns that in the face of conflict between duty and conscience, he does not have the strength of conviction he thought he had. Captain Vere learns that to balance conscience and duty is a very hard task even for a man as conscious of his actions as he is. Captain Vere, despite having paternal feelings towards Billy Budd, soon realizes the decision facing him. After Claggart’s last breathe, â€Å" ‘Fated boy,’ breathed Captain Vere in tone so low as to be almost a whisper, ‘what have you done!’ † (350). Vere’s paternal feelings can be seen when he says â€Å"Fated boy†. The fact Captain Vere whispers this implies the emotions he is feeling. He realizes the severity of Billy’s actions and reproaches him as a father would a child... ...d conscience. The manifestation of complete opposites in the characters of Billy Budd and Claggart give readers a very clear sense of the enemy, and which character to emulate. However, Billy Budd and Claggart are very exaggerated views of balancing opposite interests. Melville, more subtly, uses the murder of Claggart by Billy Budd, to show the readers the balance needing to be achieved within Captain Vere. His struggle between duty and conscience are representative of different interests. These different interests might not be clearly right and wrong. Duty is just as noble as emotion and vice versa. Despite what people think of themselves, it is very hard to strike that balance in which both interests can be achieved. Vere’s actions when wavering between emotion and duty reflect how actions counteract one another. One minute Vere was calm and the next he was passionately exclaiming. The human condition is always shifting, always looking for that balance of interests. Peo ple believe strongly in many things, but when the strong beliefs are pitted against one another balance must be found. As Vere learned, in the face of conflict between two rights, he finds his convictions shaken. Billy Budd - Convictions Shaken Essay -- essays research papers In Herman Melville’s Billy Budd, Sailor, readers are introduced to the conflict of good and evil between Billy Budd and Claggart. However, there is another conflict, which, in ways is more significant than the epic clash of good and evil. Vere’s struggle between duty and conscience is more significant because it occurs in the mind. Whereas Billy Budd was clearly the noble sacrificed hero and Claggart was the vindictive villain, duty is just as noble as conscience and conscience is just as noble as duty. Melville sets up this conflict by placing a man with the intuition and innocence of a child, in the hands of a captain amidst war. In a description of Captain Vere it can be anticipated that Vere, who values peace and common good, would be in conflict with his job, which requires him to be a militaristic authoritarian. Captain Vere learns important lessons when innocent hands bring about destruction of life. Vere was moved by his beckoning duty as captain, to convince t he drumhead court to convict Billy Budd. However, the paternal emotions towards Billy Budd and his rational thinking did invoke indecision. Captain Vere realizes, when he has to act, he does not have the strength of conviction he had thought. Vere’s character is written to be a medium between Billy Budd and Claggart. Vere, like Claggart, has experience that makes him a salted sailor. However, like Billy Budd, Vere has been able to hold on to his natural intelligence. Along with his intelligence, Vere has an innocent quality to him: he believes when a crisis between duty and conscience calls, he will be able to hold fast to duty as called for on the seas during war. Captain Vere learns that in the face of conflict between duty and conscience, he does not have the strength of conviction he thought he had. Captain Vere learns that to balance conscience and duty is a very hard task even for a man as conscious of his actions as he is. Captain Vere, despite having paternal feelings towards Billy Budd, soon realizes the decision facing him. After Claggart’s last breathe, â€Å" ‘Fated boy,’ breathed Captain Vere in tone so low as to be almost a whisper, ‘what have you done!’ † (350). Vere’s paternal feelings can be seen when he says â€Å"Fated boy†. The fact Captain Vere whispers this implies the emotions he is feeling. He realizes the severity of Billy’s actions and reproaches him as a father would a child... ...d conscience. The manifestation of complete opposites in the characters of Billy Budd and Claggart give readers a very clear sense of the enemy, and which character to emulate. However, Billy Budd and Claggart are very exaggerated views of balancing opposite interests. Melville, more subtly, uses the murder of Claggart by Billy Budd, to show the readers the balance needing to be achieved within Captain Vere. His struggle between duty and conscience are representative of different interests. These different interests might not be clearly right and wrong. Duty is just as noble as emotion and vice versa. Despite what people think of themselves, it is very hard to strike that balance in which both interests can be achieved. Vere’s actions when wavering between emotion and duty reflect how actions counteract one another. One minute Vere was calm and the next he was passionately exclaiming. The human condition is always shifting, always looking for that balance of interests. Peo ple believe strongly in many things, but when the strong beliefs are pitted against one another balance must be found. As Vere learned, in the face of conflict between two rights, he finds his convictions shaken.

Information Management Essay -- essays research papers

Executive Summary The report aims to address the issue of information management within Lanway. Information, may feel is the most important resource any firm has, yet many firms have no appreciation of the cost, value or importance of the information they hold. By first outlining the steps and findings of an information audit carried out within the firm, conclusions are then drawn as to what measures should be taken in order to increase the effectiveness of Lanways information usage. The measures suggested are outlined in detail, with recommendations of both hardware and software. The report also establishes the need for information and for a company information strategy – highlighting the importance of aligning such a strategy with the overall business plan. Background Lanway Corporate Business Systems began trading in 1985 from a small market stall on Burnley market. Selling games only for the Spectrum range of computers (the most popular at that time) it began to build up a regular customer base. The firm continued in this way, until 1991 where the introduction of the personal computer led to a change in product and business activity. With the introduction of both new hardware and software, Lanway was now in a position to manufacture and sell its own PC’s. By moving into its own premises, the firm was now able to make substantial profit margins by building and pre-configuring a small range of machines. Lanway began to trade with other firms in 1994, at which point they were forced to expand both their existing premises and staff. They also began to diversify, moving into new areas such as networking technologies, the internet and more specialised hardware and software. Lanway currently has a turnover of approximately 5 million and over 40 staff, both of which are expected to continue in growth. They manufacture around 200 PC’s per week, each different in model, make and specification. The company classes itself in the batch manufacturing bracket. At present, the firm can be split into 5 departments. Sales, Accounts, Networking, Repairs and finally Production or Workshop. The firm is completely networked using a mixture of Microsoftâ„ ¢ and Novellâ„ ¢ technologies. Individual internet access and email is available to all employees. All hardware and software configuration work is carried out in-house. Because the firm has grown in the manner that it... ...use of the nature of the business and the products sold, it is vital that the information stored within the internal systems is accurate, relevant and accessible by all employees. By implementing the steps outlined above, many of these issues should be addressed. However it is up-to the company as how successfully they are implemented. Employees will need to be made aware how important the new systems and the new policies that have been introduced are. Only then will the firm begin to see benefits. The costs incurred in this project are minimal, simply because all work can be carried out in house and all products purchased at almost cost, although formal training is certainly recommended – something which will need to be outsourced. The new intranet should help to increase the distribution of information and the consistent manner in which employees are able to access the information should in the long term help the new systems to be used effectively. In order to ensure that Lanway obtains the required results, an information audit should be carried out on a yearly basis – thereby identifying any problems that have risen from implementation of were overlooked on previous audits.

The Bodies Are Talking: Will Society Listen? :: Essays Papers

The Bodies Are Talking: Will Society Listen? On Thanksgiving evening, November 27, 1992, Sergeant Kenneth Mathison and his wife Yvonne drive their 1988 tan Ford van along Route 131 in Hilo, Hawaii. The rain is pouring down and before he knows it, Kenneth Mathison is awaiting police assistance as he cradles his wife’s dead body in the back of their van. Mathison, a sergeant of 25 years with the Hilo Police Department was allegedly informing his wife, a maternity nursing professional at the Hilo Medical Center, that he was being investigated in his second paternity suit. According to Mathison, when Yvonne heard the news, she jumped from the passenger side of the van. While he was looking for her in the blinding rain, Mathison purportedly ran over his wife. He then carried the body into the van and secured it with yellow rope in the back before attempting to find help. Will the forensic evidence support Mathison’s account of that fateful evening? That night, many witnesses reported having seen a man changing the tire of his van and waving any possible help away angrily while others reported seeing a woman wandering around the side of the dangerous highway. More witnesses reported that Kenneth and his wife were having many violent disputes at their home that usually resulted in Kenneth pursuing an angry Yvonne around the block. The most compelling evidence against Mathison, however, is purely scientific. Detective Paul Ferreira first noticed that the extensive blood stains inside the Mathison van. After hearing Mathison’s original account, he summoned the assistance of famed forensic expert Dr. Henry Lee to analyze what he thought was inconsistent evidence. Blood stains on the paneling and the spare tire in the cargo area reveal low-velocity blood stains meaning that the blood probably dripped from Yvonne’s head onto the floor. The stains found on the roof and steering wheel were contact transfer patterns probab ly caused by Mathison’s bloody hands. Blood stains on the driver’s side of the van were contact-dripping patterns which indicate that Mathison touched the inside of the van multiple times before and after moving his wife’s body. The final groups of blood stains on the instrument panel of the van were medium-velocity stains which show investigators that Mathison probably struck his wife at least once in the front seat causing the blood to fly from her open head wound. The enormous amounts of blood inside the van lead prosecutor Kurt Spohn to investigate the Mathison case as a murder instead of a misdemeanor traffic violation. The Bodies Are Talking: Will Society Listen? :: Essays Papers The Bodies Are Talking: Will Society Listen? On Thanksgiving evening, November 27, 1992, Sergeant Kenneth Mathison and his wife Yvonne drive their 1988 tan Ford van along Route 131 in Hilo, Hawaii. The rain is pouring down and before he knows it, Kenneth Mathison is awaiting police assistance as he cradles his wife’s dead body in the back of their van. Mathison, a sergeant of 25 years with the Hilo Police Department was allegedly informing his wife, a maternity nursing professional at the Hilo Medical Center, that he was being investigated in his second paternity suit. According to Mathison, when Yvonne heard the news, she jumped from the passenger side of the van. While he was looking for her in the blinding rain, Mathison purportedly ran over his wife. He then carried the body into the van and secured it with yellow rope in the back before attempting to find help. Will the forensic evidence support Mathison’s account of that fateful evening? That night, many witnesses reported having seen a man changing the tire of his van and waving any possible help away angrily while others reported seeing a woman wandering around the side of the dangerous highway. More witnesses reported that Kenneth and his wife were having many violent disputes at their home that usually resulted in Kenneth pursuing an angry Yvonne around the block. The most compelling evidence against Mathison, however, is purely scientific. Detective Paul Ferreira first noticed that the extensive blood stains inside the Mathison van. After hearing Mathison’s original account, he summoned the assistance of famed forensic expert Dr. Henry Lee to analyze what he thought was inconsistent evidence. Blood stains on the paneling and the spare tire in the cargo area reveal low-velocity blood stains meaning that the blood probably dripped from Yvonne’s head onto the floor. The stains found on the roof and steering wheel were contact transfer patterns probab ly caused by Mathison’s bloody hands. Blood stains on the driver’s side of the van were contact-dripping patterns which indicate that Mathison touched the inside of the van multiple times before and after moving his wife’s body. The final groups of blood stains on the instrument panel of the van were medium-velocity stains which show investigators that Mathison probably struck his wife at least once in the front seat causing the blood to fly from her open head wound. The enormous amounts of blood inside the van lead prosecutor Kurt Spohn to investigate the Mathison case as a murder instead of a misdemeanor traffic violation.

Corporate Structure of Yamaha

October 28, 2010 Message from the President Management Emphasis on CSR Yamaha Corporation Group CSR Policy Group-wide Quality Management System Corporate Governan Compliance Group-wide Quality Assurance Structure Quality Management System Quality Risk Management Quality Improvement Measures Stronger Customer Support System Improving Convenience by Standardizing Customer Helpdesks Policies for Retained Earnings and Returns to Shareholders Proactive Investor Relations Efforts to Promote Understanding of the Company Inclusion in Socially Responsible Investment IndexesInitiatives for Employees Basic Policy on Hiring and Employment Job-Tailored Training and Education Systematic Transmission of Skills Initiatives for a Better Work-Life Balance Assisting Women's Careers Measures to Prevent Harassment Occupational Health and Safety Policy Administration Initiatives for Business Partners Fair Evaluation and Selection in Partner Relationships Survey of CSR Measures of Business Partners Contrib uting to Society Through Sound and MusicSupport for Aspiring Young Musicians Hamamatsu Jazz Week Reaching Out to Schools with Lessons on the Science of Sound Environmental Management Environmental Management Promotion Structure Material Balance Goals and Achievements Environmental Accounting Management of Chemical Substances Management of Chemical Substances and Reduction of Emissions Environmental Accounting (Environmental Accounting)Yamaha Group (Environmental Accounting)Resort Facilities (Environmental Accounting)Group Manufacturing Companies Located OverseasContributing to Local Communities Donations in Response to the Sumatra Earthquake Yamaha Kakegawa Grand Piano Factory Restarts Factory Tours Third Round of Tree-PlantingShizuoka Contribution Activities at a Local Train Station Handmade Guitar Workshop in Cooperation with College Student Accepting Students for On-theJob Contributing to Training for Junior High School Teachers Joining to Support the Society to Send Instruments to Developing Countries Global Warming Countermeasures Global Warming Countermeasures Initiatives at OfficesManagement of Water Resources Effective Use and Conservation of Water Resources Waste Management Waste Reduction and Resource Recycling Environmentally Friendly Products and Services Environmentally Friendly Products Conserving Wood Resources Environmental Communication Environmental Risk Management Environmental Education and Training Environmental Data (Environmental Data)Yamaha Group(1) (Environmental Data)Yamaha Group(2) (Environmental Data)Resort Facilities (Environmental Data)Group Manufacturing Companies Located Overseas Environmental Data by Site Environmental Data by Site)(1) (Environmental Data by Site)(2) (Environmental Data by Site)Resort Facilities (Environmental Data by Site)Sales Offices,Overseas Contributing to Social Welfare Proceeds from Musical Charities Support Children Marathon Fundraising in Support of Measures to Combat Childhood Disease ISO 14001-Certif ied Sites History of Environmental Initiatives Management Emphasis on CSR Message from the President Management Emphasis on CSR Yamaha Corporation Group CSR Policy Group-wide Quality Management System Corporate Governance Compliance Message from the PresidentYamaha Group CSR Through business activities founded on sound and music, the Yamaha Group strives to achieve its corporate objective of â€Å"Creating ‘Kando*' Together. † Yamaha Group’s philosophy of management is customer-oriented and quality-conscious, transparent and sound, values people and is in harmony with society, and we work to fulfill this philosophy in our activities. We consider corporate activities in alignment with this philosophy to be CSR-oriented management. In February 2010, we established the Yamaha Corporation Group CSR Policy, a summary of the Group’s approach to CSR.Based on this policy, we intend to work as a whole to further promote CSR activities. *'Kando' (is a Japanese word that) signifies an inspired state of mind. In April 2010, we launched our new medium-term management plan, â€Å"Yamaha Management Plan 125† (YMP125), under which we will aim to create the foundations for future growth in the lead up to Yamaha's 125th anniversary in 2013. We also established a vision for what Yamaha should be: a trusted and admired brand, with operations centered on sound and music, and an achiever of growth through both products and services.Promoting CSR-oriented management is a crucial component of our effort to be a trusted and admired brand. CSR-oriented management as practiced by the Yamaha Group is distinguished by the fact that we contribute to the development of musical culture and the enrichment of society through our business activities themselves, not as an afterthought. By making the most of Yamaha’s strengths to provide products and services that satisfy all customers who love music, we can contribute to the development of musical culture s and enrich lives worldwide.In tandem, as the Yamaha Group develops operations on a global scale, we believe it is vital to do our part to address the issues faced by local communities, as well as worldwide concerns such as global warming and biodiversity. The Yamaha Group will continue promoting efforts to address social problems in a variety of ways, focusing on those activities best suited to the particular nature of our businesses. We will make efforts to support cultural and educational development in each region, use raw materials more efficiently, and reduce the environmental impact of our development and production activities.We will also support forest revitalization as a company that utilizes wood materials to manufacture its products. 2010 CSR Report This fiscal year, our CSR Report includes features an effective utilization of wood materials and tree-planting, representing Yamaha's relationship to trees in our quest to achieve a sustainable society. We also offer exampl es of social contribution through sound and music, contributions to local communities, and environmental conservation initiatives, among others.The policies and systems underlying these activities, as well as environmental data and other basic information, can be found in the digital version of the report available on Yamaha’s corporate website. We welcome any opinions or suggestions you may have. September 2010 President and Representative Director, Yamaha Corporation Management Emphasis on CSR The Yamaha Group seeks to implement our corporate philosophy, pursue sustainable business, leverage our core technologies and assets and deepen communication with all stakeholders. Constantly creating ‘Kando*' and enriching culture—that is the Yamaha Group's CSR. ‘Kando' (is a Japanese word that) signifies an inspired state of mind. Yamaha Corporation Group CSR Policy – Our Aim is â€Å"Creating ‘Kando' Together† The objective of the Yamaha Corpo ration Group is to continue to createâ€Å"Kando*† and enrich culture with technology and passion born of sound and music, together with people all over the world. Based on this Corporate Objective, Yamaha conducts its CSR activities according to the following guidelines to further strengthen the bonds of trust with its stakeholders through its corporate activities and contribute to the sustainable development of society. . Yamaha provides support to people who want to perform music and people who want to enjoy it by contributing to the popularization and development of music and musical culture. 2. Yamaha works to maintain a healthy global environment by understanding the significance of protecting the natural environment, maintaining biodiversity, and reducing the burden on the environment, as well as promoting the proper use of wood resources, and cooperating with forest protection activities. . As a â€Å"corporate citizen† that is a member of society, Yamaha contr ibutes to creating a better society by actively participating in many kinds of activities that further the development of the community and culture. 4. Yamaha complies with laws and high ethical standards, works to create an environment in which its personnel can draw fully on their sensitivities and creativity, and aims to build a corporate culture that will enable it to offer better products and services. 5.For its shareholders, who support its corporate activities financially, Yamaha aims for a high degree of transparency by disclosing management information and engaging in active and sustained communication. For its business partners, Yamaha conducts transactions fairly and transparently, endeavors to deepen mutual understanding, and works to build strong relationships of trust. (Established in February 2010) Corporate Governance Yamaha seeks not only to pursue efficient management and to ensure global competitiveness and a high level of profitability, but also to fulfill its so cial responsibility through fair and sustainable management.In keeping with its corporate philosophy, Yamaha is working to develop an organizational structure and mechanisms for management that will form the basis for transparent and high quality corporate governance. Creating a Management Structure Through the Board of Directors and Executive Officers As of June 25, 2010, Yamaha has five directors, including two outside directors. In order to accelerate decision-making by the Board of Directors and enhance supervisory functions, in fiscal 2011 we have decreased the number of directors serving concurrently as executive officers by four, and added one outside director.Outside directors also act as members of the Corporate Governance Committees and serve to ensure transparency of management decision-making. The Board convenes once monthly in principle, and is responsible for the Group's management functions, including proposing Group strategy and the monitoring and directing of busine ss execution carried out by the divisions. In order to clarify responsibilities, directors are appointed for a term of one year. Yamaha also employs an executive officer system, with the purpose of strengthening consolidated Group management and business execution functions by divisions.As of June 25, 2010, the executive officer system comprises 16 executive officers, including two managing executive officers, who are allocated to business or administrative divisions dealing with important management issues. The executive officers support the President, the chief officer in charge of business execution. Managing executive officers, who serve concurrently as Company directors, are assigned to oversee the operation of businesses and administrative divisions, in accordance with the importance of these responsibilities.In addition, five senior executive officers oversee the entire Company organization. As group managers, they are responsible for the performance of key divisions within t he Company, and manage and direct in a manner appropriate for bringing the functions of each group to the fore. An Audit System to Ensure Fair and Transparent Business Practices Yamaha is a company with a Board of Auditors as defined under Japanese law, and has worked to enhance governance functions by introducing an executive officer system, as well as by setting up Corporate Governance Committees and an internal control system.These actions, in conjunction with consistent audits conducted by the Company's system of fulltime auditors, combine to raise the effectiveness of governance. As of June 25, 2010, Yamaha has four auditors, including two outside auditors. In principle, the Board of Auditors convenes once monthly. Based on audit plans, auditors periodically perform comprehensive audits of all divisions and Group companies, and participate in Board of Directors' meetings and other important meetings such as management councils.Yamaha has also established a Corporate Auditors' O ffice (with one staff member as of June 25, 2010) as a dedicated staff for the auditors, to ensure an environment conducive for performing effective audits. With respect to accounting audits, the suitability of such audits is determined based on periodic progress reports from the accounting auditors of their audits of the Company's financial statements. The Internal Auditing Division (10 staff members as of June 25, 2010) is under the direct control of the President and Representative Director.Its role is to closely examine and evaluate systems pertaining to management and operations, as well as operational execution, for all management activities undertaken by the Company and Group companies from the perspective of legal compliance and rationality. The evaluation results are then used to provide information for the formulation of suggestions and proposals for rationalization and improvement. In parallel, Yamaha strives to boost audit efficiency by encouraging close contact and coor dination among the corporate auditors and the accounting auditors. ;;Click to enlargeRegistration of Independent Officers Yamaha has registered outside director Haruo Kitamura and outsideauditor Kunio Miura as independent officers in accordance with the stipulations of the Tokyo Stock Exchange. Fiscal 2009 Activities by Outside Director and Outside Corporate Auditors Outside director Takashi Kajikawa attended 13 of the 14 meetings of the Board of Directors held in fiscal 2009. Utilizing his ample experience and considerable insight as a representative director of a publicly owned company, he made necessary statements as appropriate during the consideration of meeting agenda items.Outside corporate auditor Kunio Miura attended 12 of the 14 meetings of the Board of Directors held in fiscal 2009. He also attended 12 of the 15 Board of Auditors' meetings, and made statements mainly from his specialist standpoint as an attorney. Outside corporate auditor Yasuharu Terai attended all 14 of the meetings of the Board of Directors held in fiscal 2009. He also attended all 15 Board of Auditors' meetings, making statements based primarily on his experience and insight as a management executive. Outside corporate auditor Haruo Kitamura attended 10 of the 11 meetings of the Board of Directors held after his appointment.He also attended all 10 of the Board of Auditors' meetings held during his term, and made statements based primarily on his experience and insight as a chartered accountant. Support System for Outside Directors and Outside Corporate Auditors For agenda items at meetings of the Board of Directors and the Board of Auditors to be attended by outside directors and corporate auditors, full-time staff members send documents and other materials to the outside directors and corporate auditors prior to the meeting and provide explanations as necessary to enable them to perform a complete preliminary study.When necessary, outside directors are also individually provide d explanations regarding proposals and reports to be submitted to the Board of Directors. As for outside corporate auditors, with regard to other material matters, the Company strives at all times to maintain an effective auditing environment, including by providing information, supplying materials, listening to opinions, and supporting research and data collection. Fundamental Concept of the Internal Control SystemYamaha has established an internal control system pursuant to Japan's Company Law and the Enforcement Regulations of the Company Law. Along with pursuit of the optimal corporate governance for enhancing both corporate value and the Yamaha brand, the Company endeavors to qualitatively enhance the internal control system, in recognition that doing so will improve the efficiency of business activities, increase the trustworthiness of Yamaha's accounting and financial data, and lead to stronger compliance, asset soundness, and risk management capabilities.The Yamaha Group has defined an internal control policy as a specific measure pertaining to the Group-wide internal control system. In line with this policy, the Company is standardizing the rules in place at its subsidiaries, and implementing Company-wide monitoring liaison committees in connection with the internal control system operated by corporate staff divisions, with the goal of making monitoring activities more comprehensive. Business Continuity Plan (BCP)From fiscal 2008, Yamaha has embarked on the development of a Business Continuity Plan (BCP), designed to enable it to quickly resume operations in the event of an earthquake in Japan's Tokai region or other major natural disasters that could cause damage to its structures or facilities. Yamaha has formulated its BCP Guidelines as a fundamental Company-wide policy in this regard. In April 2009, Yamaha established and initiated activities by the Corporate Committee, chaired by the President and Representative Director.In June 2010 the Risk Man agement Committee began activities at all operational sites and at Group companies, while putting the necessary systems and countermeasures in place to respond to new flu strains and various other risks. Compliance The Yamaha Group aims to achieve a high level of compliance management not only by conforming with laws and regulations, but also through adherence to social norms and corporate ethics. Compliance Oriented ManagementYamaha began conducting compliance activities in Japan in 2003 with the establishment of the Compliance Committee and the formulation of the Compliance Code of Conduct. Revisions were made to the Compliance Code of Conduct in fiscal 2006, including additions regarding the prohibition of forced and child labor, and other information essential for Group Companies with overseas business interests in order to contribute to the establishment of a structure suitable for global business development.In April 2008 we enhanced this structure to incorporate unified princ iples and guidelines for the entire Yamaha Group, including completion of codes of conduct that reflect the various local laws and regulations governing overseas Group companies. In fiscal 2009, we pushed compliance forward with the slogan â€Å"Compliance and Communication: Creating a Corporate Culture of Doing the Right Thing in High Spirits. † In June 2010, we reorganized the companywide Governance Committees and the compliance activities are now steered by the newly set-up Risk Management Committee through its CSR and Compliance Subcommittee.For details on Compliance Initiatives, see: http://www. yamaha. co. jp/about/corporate/compliance/ (Japanese only) Fiscal 2009 Compliance Measures Compliance and communication: Creating an environment where employees can do the right thing, transparently and correctly The results of the Fourth Compliance Survey conducted in fiscal 2008 showed the need to fostering a healthy organizational culture and promote communication. Based on th is recognition, from fiscal 2009, Yamaha has been conducting compliance promotion activities based on the keywords above.Feedback was provided to various divisions and Group companies on the aspects of their organizational culture and compliance issues that came to light during the fiscal 2008 survey. The Compliance Committee (Secretariat) subsequently conducted follow-up interviews with the responsible managers, in order to reconfirm the features of the organizational culture and promote the resolution of individual issues. Starting with a lecture in Compliance Promotion Month (October), Yamaha has implemented the following initiatives to promote communication in the workplace. (1) 4th Compliance Seminar (lecture)In addition to the 345 participants who attended the original lecture, a DVD recording of the lecture was screened at all workplaces, allowing a total of around 2,000 employees, mainly managers and executives, to benefit from the seminar. (2) Promoting Compliance e-Learnin g for All Managers and Executives This e-learning program incorporates the concept of â€Å"assertion† as it encourages participants to think about ways of communication when faced with compliance issues. A total of 1,247 people took part in this training between November 2009 and June 2010 (96. 1% completion rate). (3) Group Compliance MeetingsApproximately 70 responsible managers and others in charge of compliance at key divisions and domestic Group companies participated in the Compliance Meeting to share understanding of and information about compliance promotion activities. Participants both reviewed initiatives to date and were requested to provide training for all employees at their places of work. (4) Transparent and Correct Compliance Meetings (Training for all employees) The committee secretariat provided training tools, including presentation materials, for this training, which had been held 224 times as of April 2010, training a total of 3,340 employees.The secret ariat is providing individual support for all workplaces that have yet to hold the training, and working to ensure that all workplaces implement it successfully. ?Yamaha Music (Russia) LLC established in 2007) formulates a compliance code of conduct ? Conducted compliance survey (self-administered progress check) at overseas subsidiaries Overseas Initiatives Compliance Help Line (April 2009 to March 2010) A total of 43 communications were received throughout the year, 8 fewer than in the previous year. Of these, 37% were reports, and three came from overseas subsidiaries (one from Indonesia and two from Russia).There have been 344 communications over the past 7 years. With Our Customers Group-wide Quality Assurance Structure Quality Management System Quality Risk Management Quality Improvement Measures Stronger Customer Support System Improving Convenience by Standardizing Customer Helpdesks Quality Management System The Yamaha Group considers customer satisfaction to be its top pri ority, and has put in place a Company-wide quality management system to ensure the production of high quality products that meet the high expectations of our customers.Under the Company-wide quality management system, quality policies and targets and important quality-related measures are deliberated by the Quality Committee, and then issued from the president to the operating divisions. Each business division is responsible for the quality of its own products and establishes its own divisional targets in line with the quality policies and objectives set by the president. Each business division follows ISO 9001 international standards for quality management systems and conducts activities designed to achieve quality targets.The Quality Assurance Division, established in April 2010, audits whether the quality assurance systems of each operating division and the quality of their products meet the standard to which Yamaha aspires. The results of these audits are taken into account in i mproving the Company-wide quality management system. The Quality Management Representatives conference comprises people in charge of quality management for the operating divisions and works to disseminate Company-wide quality policies, targets and important quality-related measures.The conference also conducts joint research with the operating divisions on improvement case studies. In January 2010, in order to enhance the effectiveness of the Company-wide quality management system, the Yamaha Group established Product Quality Guidelines, which stipulate the level of quality which all Yamaha products should meet. ;;Click to enlarge Acquiring ISO 9001 Certification As of March 31, 2010, the Yamaha Group had acquired certification under the ISO9001 international standards for quality management systems at 25 business divisions, covering approximately 63% of the workforce on a consolidated basis.Quality Risk Management Measures to Prevent Product – Safety Issues The Yamaha Group takes precautions during the development, design, and production stages to prevent any product safety issues. Development and design divisions have also tightened their design reviews concerning product safety while production divisions have introduced measures to strengthen FMEA (Failure Mode and Effects Analysis) during production processes. The Yamaha Group has put in place a system that enables faster responses to ensure the safety of customers.For example, a product safety information database has been developed. In the event of a product safety issue in the marketplace, this database allows employees receiving information on a safety problem to report it immediately to the applicable department and the head of the Quality Assurance Division, who convenes an Emergency Action Committee Meeting*. The committee then advances instructions on necessary inspections and corrective measures, decides a proper response with respect to customers, and notifies top management of the situati on.In fiscal 2009, we decided to directly notify customers and repair free of charge possible defects in one product that could have potentially resulted in injury to customers, filing a recall report with Japan's Ministry of Economy, Trade and Industry. * Emergency Action Committee Meeting: A meeting attended by representatives from relevant production and sales divisions, the Service, Legal, and Public Relations Divisions, as well as from any other division named by the head of the Quality Assurance Division.Conformance with Product Regulations and Standards Worldwide Yamaha has developed a structure for full compliance with regulations and standards worldwide pertaining to product quality and safety, and environmental protection. Under this structure, the Company is able to collect information on regulations and standards in each country and to respond quickly to these regulations or issues that may arise.In addition, to monitor the status of legal compliance while developing pro ducts that conform to standards, Yamaha Corporation's headquarters includes a quality evaluation facility equipped with an array of measuring, analytical, and evaluation devices, including state-of-the-art electromagnetic wave-measuring facilities. Anechoic chamber used for electromagnetic wave measurement Quality Improvement Measures The Yamaha Group strives to ensure product safety and improve quality. At the same time, the Yamaha Group works to strengthen quality management training, while pursuing quality, ease of use and convenience in order to satisfy customers.Quality Management Training To develop quality human resources, Yamaha's personnel training system contains expert training related to â€Å"quality assurance,† as well as training tailored to individual job positions. The goal of this system is to raise awareness and enhance skills with respect to quality management. In fiscal 2009, approximately 150 people took courses offered in various areas, including Qualit y Engineering and FMEA/FTA*1. Furthermore, the Yamaha Group revised its training program in order toward enhance the training system geared to enhancing safety and environmental awareness and skills. 1 FMEA:Failure Mode and Effect Analysis FTA:Fault Tree Analysis Methods of systematically analyzing potential malfunctions and defects in products and other items Measures to Improve Usability The Yamaha Group always makes an effort to develop products from the customer's perspective. For example, employees act as product testers, and the results of their tests are reflected into product specifications. In this and other ways, Yamaha is working to improve usability. Piano Division, Yamaha CorporationYamaha's Piano Division is developing new types of pianos that incorporate digital technologies into a traditional piano. Examples include the Disklavierâ„ ¢ E3 player piano released in 2009, as well as silent pianos and hybrid pianos. The Disklavier in particular actively incorporates ne w functions such as Internet connection and simultaneous video recording and playback, offering users a multitude of ways to enjoy the product. The most important question for any product, however, is whether such functions are easy for customers to use and operate.The Piano Division is conducting usability tests*2, with the aim of making the Disklavier a more approachable and user-friendly product. These tests involve not only the product development division, but also sales divisions and the Quality Assurance Division. Sharing issues with each other facilitates a rapid response to any problems by the relevant division. For usability tests, the division creates a situation in which testers can try all the functions included in the Disklavier. Test subjects operate the products or prototypes in a special testing room.Representatives from the various divisions watch the test subjects from a separate room, taking notes. Observers pay particular attention to details such as hand moveme nts, which are recorded on video, and following the test they analyze and verify the results. This type of testing identifies unanticipated problems and allows the relevant divisions to modify specifications in order to enable more user-friendly, natural operation by customers. *2 Usability tests: In-house tests to confirm product usability have employees operate the product on a trial basis.Improving Convenience by Standardizing Customer Helpdesks Customer Support Department, Domestic Sales & Marketing Division, Yamaha Corporation The Yamaha Group has numerous business divisions, and has taken steps to put a robust support structure in place. Among other actions, in April 2008, the Group reorganized the Customer Support Department within the Domestic Sales & Marketing Division, coupled with the opening of a Customer Communication Center, as a means of integrating product-specific helpdesks in an effort to improve customer convenience.Moreover, in fiscal 2008, we took steps to impro ve our support structure, building a unified nationwide support system by clarifying helpdesk names and installing a standardized phone system using navi-dial,*1 among other means. For customers, these changes have resulted in more intuitive helpdesks for each product, and enabled a smoother customer service response. In fiscal 2009, we overhauled our phone management system by transitioning to a cloud model, supervising phone response service levels and strengthening system maintenance.Through these and other initiatives, we are constantly working to improve the system. At the same time, in order to improve the level of service, we have attached numerical values for various aspects of service quality, such as ease of reaching a representative by telephone and the speed of response to e-mail inquiries, and we are managing service based on these indicators. Through steady efforts in operator training and creating databases of the details of customer inquiries, we are continuously str iving to improve the indicators for service quality. 1 â€Å"Phone system using navi-dial†: A phone system that utilizes a â€Å"navi-dial† number, which automatically connects callers to helpdesks at local dialing rates wherever they call from in Japan, resulting in a more efficient provision of guidance and services to customers. >>Click to enlarge Staff field calls at the Customer Communication Center With Our Shareholders Policies for Retained Earnings and Returns to Shareholders Proactive Investor Relations Efforts to Promote Understanding of the Company Inclusion in Socially Responsible Investment Indexes Policies for Retained Earnings and Returns to ShareholdersYamaha Corporation has adopted a basic profit allocation policy linked to the level of consolidated net income in the medium term that provides for increasing return on equity (ROE) by retaining earnings as appropriate for strengthening Yamaha's management position through investments in R, sales capabili ties, capital equipment and facilities, and other areas, while also emphasizing higher shareholder returns to reflect consolidated performance. Specifically, Yamaha endeavors to provide continuous, stable dividends and has set a target consolidated dividend payout ratio of 40%.We also apply information gained from shareholders and investors to the management of our businesses, with the aim of improving corporate and shareholder value always in mind. Personnel responsible for investor relations support management by supplying top management with opinions and suggestions gathered through communication with market participants, institutional investors and shareholders. Proactive Investor Relations Efforts to Promote Understanding of the Company Yamaha Corporation adheres to a disclosure policy that ensures fair and timely disclosure of information to institutional and individual investors around the world.In addition to holding quarterly results conferences for institutional investors in Japan, Yamaha conducts conferences and briefings for individual business segments as well as factory and facility tours on occasion. For institutional investors in other countries, along with making available English translations of all information provided to institutional investors in Japan, we visit investors overseas several times a year to foster mutual understanding through direct communication.For individual shareholders Yamaha runs a special benefit plan designed to encourage more shareholders to become active proponents of Yamaha's products and philosophy. Additionally, we utilize our website to provide corporate information in an easy-tounderstand format, distribute an e-mail magazine with important information, and are stepping up other activities, including Yamaha's active participation in events for individual shareholders. Through these initiatives, we work to enhance communication with investors, and use the results of feedback and other information gained to impro ve investor relations activities and management performance.Inclusion in Socially Responsible Investment Indexes Socially Responsible Investment (SRI) indexes and funds in Japan and other countries evaluate potential investments not only from a financial perspective, but from CSR environmental viewpoints as well. Yamaha Corporation continues to be listed in some of the world's most prominent SRI indexes, including the FTSE4Good Global Index (managed by Britain's FTSE), and the Morningstar Social Responsibility Index (MS-SRI). As one way of measuring financial soundness, each year Yamaha Corporation requests a long-term bond credit assessment from bond ratings agencies.The results are shown below. For the People We Work with Initiatives for Employees Basic Policy on Hiring and Employment Job-Tailored Training and Education Systematic Transmission of Skills Initiatives for a Better Work-Life Balance Assisting Women's Careers Measures to Prevent Harassment Occupational Health and Safet y Policy Administration Initiatives for Business Partners Fair Evaluation and Selection in Partner Relationships Survey of CSR Measures of Business Partners Basic Policy on Hiring and EmploymentThe Yamaha Group observes employment and labors laws in the countries where it does business and conducts appropriate labor management based on labor practices and labor-management relations. We respect human rights in hiring and employment and work to maintain fair hiring practices and provide employment opportunities to a diverse range of people. Utilizing the Senior Partner System Yamaha Corporation instituted an employment extension program in April 2004 called the Senior Partner System that provides willing employees with the opportunity to work beyond age 60, the normal retirement age.There were 195 people working under the system as of the end of March 2010. The system allows us to effectively utilize personnel with a wealth of operational knowledge, skills and experience, and it provi des financial benefits to employees past the normal retirement age. Younger employees also receive instruction and training through the system. We revised the application process and how benefits are structured in fiscal 2008 in order to facilitate more active use of the system. Group companies have also established similar programs in an effort to provide employment to people beyond the normal retirement age.Employing People with Disabilities Yamaha Corporation established a special subsidiary*1 in 1989, Yamaha Ai Works Co. , Ltd, to promote employment for people with disabilities and the development of conducive working conditions. An application was made in fiscal 2008 for Yamaha Business Support Corporation under the Group Application system*2 and the scope was expanded accordingly. *1 Subsidiaries recognized under the Act for Employment Promotion, etc. of Persons with Disabilities. Special subsidiaries must meet certain criteria in connection with the number and ratio of employ ees with disabilities.People with disabilities employed by such subsidiaries are counted as employees of the parent company when calculating its employment ratio. *2 A system under which the parent company of a special subsidiary may treat other related subsidiaries as a single unit when calculating employment ratios, etc. upon approval by the director of the public employment security office. Job-Tailored Training and Education Yamaha believes that creating a mutually beneficial relationship between the employee and the Company inspires motivation.Therefore, the Company works to create a system that is equally focused on education and training and career development. Each training program is tailored to a specific objective in one of the following categories:Strategic Personnel Development, Function-Specific Training,Stratified Training, and SelfDevelopment Education. The Strategic Personnel Development program includes the flagship Yamaha Global Institute, which aims to mold the p ersonnel who will be the backbone of the Company in the future, both in Japan and overseas.Another program designed to cultivate the next generation of core employees is the Yamaha Advanced Skill School, held at production facilities in Japan. The Function-Specific Training program trains employees in core technologies, Monozukuri Education seminars and international awareness. The Stratified Training program, meanwhile, provides training at career turning points, such as when an employee has been promoted or made a manager. Finally, in the Self-Development Education program, Yamaha provides support for employees' self-directed studies, including through the Yamaha Business School, a distance learning-based program.Yamaha also provides employees approaching the age of 50 opportunities and information to help them consider their individual life paths, and offers â€Å"Life Design Seminars† to support their future careers. Going forward, Yamaha will further strengthen its progr ams for providing each employee with the highly specialized job-specific training and education they need to perform at a higher level in fulfilling the Yamaha values of being customer-oriented and qualityconscious. Systematic Transmission of SkillsMany highly skilled employees in manufacturing positions have been reaching the retirement age in recent years. Moreover, over the next several years, around 100 employees a year will be leaving the production floor. Given this state of affairs, Yamaha Corporation has been conducting skill transmission initiatives to ensure that core production skills are faithfully passed down to younger workers. In order to develop a framework for skill transmission and personnel development, in 1996 we first registered the skills possessed by the Company using the Skill Registration System, which was created for that purpose.Registered skills are categorized and prioritized, and the data is used to make lists of essential skills and who possesses them and to design programs for their transmission. The From-To Program was created to aid in the transmission of especially important skills in a very practical way. Under the program skilled veterans pair up with younger workers on a man-to-man basis (sometimes in groups depending on the skill) and provide systematic training in order to pass down their skills. To date, around 150 sets of workers have completed training.Workers in their thirties and forties who received training when the program was initiated are now in the position of conveying their knowledge to younger workers and are doing their best to maintain and pass down their skills. In recent years, more and more employees in their teens and twenties who have only been with the Company for a short time are succeeding our veteran employees, so the program is also helping to foster a younger generation of employees who will support production activities in the years to come.We will continue to promote skill transmission initia tives and develop our personnel with the goal of being a world-leading manufacturer in our core field of sound and music. Initiatives for a Better Work-Life Balance The Yamaha Group considers cooperation between labor and management in achieving a better work-life balance to be fundamental to realizing corporate growth and a fuller life for all employees. Based on this philosophy, Yamaha Corporation has for many years worked on a range of initiatives to shorten total work hours and provide support for both work and family.In order to help employees combine work with caring for a family, Yamaha has made proactive efforts, including the introduction of child care and nursing care leave ahead of statutory requirements. In April 2006 Yamaha established the Work-Life Balance Committee to provide individual employees with support for both work and a fuller life outside of work, and to help them combine the two. Specific measures focused on reducing working hours and implementation and imp rovement of work/family support systems for the variety of circumstances encountered by employees. Basic Policy on Work-Life BalanceIn order to realize both expanded business activities and lifestyles that offer personal fulfillment, we will proactively promote work-life balance that respects a wide range of values and lifestyles. People can use the extra time created by increases in the quality and productivity of work in many different ways, and doing so leads to enhancement of overall quality of life and energize body and mind. This energy can provide the power for new value creation, and serves as a source for a continued good work, enhancement of corporate value, and the realization of a fulfilling life.We will work toward the creation of this type of virtuous cycle at Yamaha. Self-Directed and Highly Productive Work Styles (Reduced working hours) In an effort to prevent overwork, management and labor have jointly established and implemented guidelines for overtime, and encoura ged employees to utilize paid holidays, take special leave, and revise their work styles. We have established structures and conduct ongoing operational checks aimed at reducing the work hours of each employee, and allowing for a self-directed, highly productive work style.In fiscal 2007, we re-introduced a system allowing employees to take their accumulated paid vacation time all at once, which increased the average number of holidays taken by all employees during the year by two days. In fiscal 2008, we added an initiative that mandates at least one â€Å"No Overtime† day per week throughout the entire Company, in an effort to further reduce the number of hours worked. We have continued these efforts, including reducing overtime and holiday working hours, maintaining the â€Å"No Overtime† day, and prohibiting work past 10 p. . , and as a result, the total number of hours worked per employee in fiscal 2009 declined by 64. 4 hours year on year. A Dynamic Organization with Flexible Working Conditions(Building and improving work-life balance support systems responsive to the diverse circumstances of individual employees) In response to the enactment in 2003 of the Act for Measures to Support the Development of the Next Generation, Yamaha created a three-year action plan starting in fiscal 2005 and submitted it to the Ministry of Health, Labour and Welfare.Through consultations with labor, the Company established concrete goals for the three-year period, and began working to achieve its objectives, receiving Ministry recognition of its efforts in 2008. Yamaha also formulated a new five-year plan that began in fiscal 2008, and is working to achieve its objectives. As the first step, during the spring 2008 labor negotiations, management and labor reached an agreement on further expanding systems for a work-life balance.We extended the period of eligibility for shortened work hours for employees with small children, and established a scheme of shorten ed work hours for parents to participate in school events. We also implemented a program of shortened work hours for employees enrolled in adult self-development courses, as well as introduced an employee assistance program (EAP). Yamaha will continue to pursue measures to develop its corporate culture and implement programs responsive to the varied situation of individual employees, promoting the establishment of a friendlier work environment and seeking to create a truly dynamic organization.Ministry of Health, Labor and Welfare mark recognizing Yamaha's support for the development of the next generation Principal Measures for Better Work-Life Balance (from fiscal 2005) Fiscal 2005 Revision of programs for childcare leave and shortened work hours for childcare Flexible work hours introduced for employees raising small children. Receipt of the Fiscal 2005 Family Friendly Company Award from the Ministry of Health, Labor, and Welfare The award recognized Yamaha's programs to provide broad support for work and family, and to create a friendlier work environment.Fiscal 2006 Extensive revision to employee benefit programs Lifestyle-related benefits were newly established or revised, providing expanded support to employees struggling with economic burdens arising from childcare, education, disability or nursing care. A wide range of membership-based welfare benefit services were also introduced. Fiscal 2007 Introduction of Company-wide vacation The Company has established a labor agreement stipulating three days per year when all workers take paid vacation, two days more than in the previous fiscal year.Fiscal 2008 Ministry of Health, Labor and Welfare Recognition for Yamaha's support for the development of the next generation Extension of period of eligibility for shortened work hours for employees with small children Introduction of system for shorter work hours for parents to participate in school events Introduction of an Employee Assistance Program (EAP) Intro duction of a system for reemployment of spouses of employees on overseas assignment Childcare Leave for Male Employees Development Management Group Production Technology Department Digital Musical Instruments DivisionI took one month of childcare leave when my first child was born in 2007 and when my next was born in 2009. The company has been encouraging male employees to take childcare leave, and I got on board with the idea. I wanted it to be my wife and I who raised our children and did not want to depend on my parents. I also wanted to go on record as taking childcare leave because I believe that an increase in childcare leave for men would make it easier for people raising children to work, for both men and women.Taking this leave time, although shorter than the amount of childcare leave generally taken by women, allowed me to care for my children with my wife and gave me a real understanding of how hard it is, something I only had an abstract understanding of before. I also t hink I was able to partially share in how my wife was feeling, as she had to leave, albeit temporarily, a workplace where she was a key member. More and more male employees at our company are taking childcare leave, and I got the sense when I took time off for my second child that everyone's acceptance had progressed from the time I took the leave time for my first child.I think for future generations, it will be the norm for fathers to take the time to help raise their children like this. Balancing Work and Caring for a Loved One CP Production Management Section CP Business Department Automotive Component Division Yamaha Fine Technologies Co. , Ltd. My mother, who was full of life even in her eighties, was suddenly hospitalized last year and diagnosed with dementia. I currently care for her at home and use a nursing care facility during the day. At first I didn't now what to do at all. For about three months after she returned home from the hospital, I would be awakened in the midd le of the night and had many sleepless nights. I consulted a care manager referred to me by my boss, who had experience with nursing care. That very day, the care manager arranged for a special nursing care bed and wheelchair and gave me instructions on how to apply for longterm care certification. It was at that time that I realized how important it was to have someone you could consult with.After that, I reoriented myself to fully accepting my mother as she is now, and since that time her symptoms have been better. I have been blessed with understanding managers and an accommodating workplace, so I have been able to continue my job while caring for my mother. Of course, I prioritize my job. It is because of my job that I am able to provide nursing care for my mother while also supporting my family. And it is because of my situation that I have come to be attentive to my own health and the health of my family.In our house, my wife takes care of housework and childcare, and I take r esponsibility for caring for my mother. In the morning I wake my mother up and care for her by changing her clothes and feeding her. I then take her to a daytime care facility and head off to work. During the day I have the peace of mind to totally dedicate myself to my job. After returning home, I resume caring for my mother, and in the evening we all try to have dinner together as a family. An hour before going to bed, I make time to talk with my mother.We talk about her day at the care facility, memories from childhood and all sorts of other things. I believe that this is helping her recover. I have found that nursing care goes more smoothly when you don't think too hard on your own and find someone to consult with, and when you don't strain too hard and ease up on things when you can. Assisting Women's Careers The Yamaha Group holds the diversity of its employees in high regard, and aims to be a place where all employees can make the most of their abilities, regardless of their gender, nationality or other factors.Measures implemented in the past have resulted in nearly an equal average number of years of continuous employment for male and female employees at Yamaha Corporation, and the proportion of women returning to work after childcare leave is nearly 100%. Positive Action Projects Establishment of the Diversity Development Department Yamaha Corporation inaugurated the Positive Action Project in May 2004 by inviting employees to apply for a position on the project group.Over the course of a year, the project group examined the situation of women at Yamaha and other companies, held lectures and created an internal website in an effort to create a comfortable working environment and employment system for women. The results of the activities over the course of the year were compiled into a recommended action plan. In order to further accelerate support for women's careers, based on this action plan, in March 2006 Yamaha established the Diversity Planning Department as a dedicated organization within the Human Resources Division.The department is carrying out the following measures aimed at broadening opportunities for women to develop their abilities and play an active role, and creating a more comfortable working environment. Major Measures to Assist Women's Careers Proactive hiring of female employees Increase ratio of female new graduate hires, targeting 30% for the immediate future Securing outstanding human resources through hiring activities that include information about the active roles played by female employees and by creating a more comfortable working environment for women.Actively recruiting and increasing opportunities to develop the abilities of female employees Increasing recruitment of women for managerial positions Planning and implementing various training programs Creating working environments that are comfortable for women Responding to next-generation laws on gender equality in employment, childcare and nursing leave Implementing the Yamaha Action Plans Promoting the operation of a balanced support system and revision and creation of structuresChanging workplace awareness and fostering a corporate culture Providing information through an internal website Conducting educational activities through training, conferences, and pamphlets Promoting efforts in the Yamaha Group Promoting Action Plans to support the careers of women throughout the Yamaha Group The Yamaha Group seeks to create workplaces where every employee can perform to his or her fullest potential. In order to achieve this goal, we will build comfortable workplaces, create more opportunities for both women and men to succeed, and support them in every challenge they take on.Action Statement from the Yamaha Group’s Action Plan to Support Women's Careers Report on Women's Career Support Project Yamaha Travel Service Co. , Ltd. Members and associates of the Women's Career Support Project In April 2009, Yamaha Travel Service Co. , Ltd. launched a Women's Career Support Project. The team, led by and consisting entirely of women, worked on project activities for approximately ten months. The team focused their efforts on learning what kind of awareness women need to have active careers, and what kinds of obstacles they face.First, to get a better understanding of current conditions, the team conducted interviews with all employees. This not only helped to narrow the focus of the project, but also proved effective in generating more lively communication between employees. The team also held in-house lectures, attended seminars outside the company, and visited other companies. These activities enabled them to meet with a wide variety of people both inside and outside the company, and were a great source of inspiration. By February 2010, the team had compiled its final report, proposing new systems and activities.As a result of these proposals, we are now working on concrete steps to implement a program enco uraging employees to take their holiday time, improve the visibility of our employee evaluation system, and other measures. In the fall of 2009, Yamaha Travel Service Co. , Ltd. established a gender equality declaration, which was subsequently registered with Shizuoka Prefecture. Measures to Prevent Harassment The Yamaha Group Compliance Code of Conduct prohibits any language, behavior, or unfair discrimination that could be construed as sexual harassment or other impropriety.In an effort to prevent sexual harassment and other forms of harassment in the workplace, Yamaha has distributed the Code of Conduct to all employees, as well as clarifying and making all employees aware of the consequences for failure to comply with company rules and regulations. We also work to prevent harassment through workplace meetings and management training to better educate employees about the issues involved. We set up a counseling desk and helpline, and respond promptly in working to solve any proble ms that are brought up through these channels.In 2008, we revised our company rules and regulations, altering them to more concisely and unequivocally prohibit sexual and other forms of harassment. These revisions provided an opportunity to embark again on awareness-raising campaigns to prevent sexual harassment in the workplace. Going forward, we remain committed to establishing a work environment that enables employees to fully utilize their skills, regardless of gender. Occupational Health and Safety Policy Administration Based on its management charter, on September 1, 2009 the Yamaha Group established its Group Health and Safety Management Policy.This policy sets for the Yamaha Group’s basic philosophy regarding health and safety, recognizing that ensuring the health and safety of everyone involved in Yamaha's business activities constitutes the foundation of those activities, that all employees should work together to promote the formation of a healthy, safe, and comfor table working environment, while also maintaining our health and safety management standards with respect to our customers. Health and safety are fundamental conditions for leading a happy and rewarding life.Based on this philosophy, the Yamaha Group has formed an Industrial Safety and Health Committee, headed by the Director in Charge of Industrial Safety and Health, with membership comprising branch managers, area leaders, and the chairs of various subcommittees. This committee is charged with managing occupational health and safety, traffic safety, and activities to promote good health. Striving for Accident-Free Workplaces To ensure employee safety, the Yamaha Group not only has in place safety measures related to machinery and equipment, but also promotes programs to dentify and remove potential causes of accidents. For example, there is a set of routine confirmation motions and statements to ensure that all equipment is prepared properly, and a range of other activities design ed to avoid near-miss incidents. In fiscal 2008–2009, Yamaha Corporation’s headquarters and factories cooperated with specialists and worksite managers in conducting inspections based on the Occupational Health and Safety Work Standards Checklist*1, a tool designed to enhance work safety, making improvements with reference to the actual work being conducted.We also conducted training at each business site to stress the importance of occupational health and safety, targeting relatively inexperienced employees and recent transfers, as well as contracted and temporary employees at Yamaha Corporation. In fiscal 2010, as part of our efforts to reduce work-related risks, we rolled out our Risk Assessment Program*2, positioned it as a key priority for our domestic Group companies, and promoted it along with our other activities in this area. 1 Occupational Health and Safety Work Standards Checklist: A document listing critical points for performing each work procedure more sa fely, as well as the rationale behind each point. Particularly for production sites, this list is in place for every work procedure. *2 Risk Assessment Program: For each work procedure, factors including frequency, potential for injury, and degree of severity are assessed numerically. Activities then focus on reducing risk by making improvements in those areas with the highest numerical score.Ensuring Employee Health Viewing both periodic health checks and special screenings as an opportunity to improve lifestyle habits, ensure greater caution at work, and improve workplace environments and procedures, the Yamaha Group has worked proactively to promote prevention of a number of lifestyle and work-related conditions. In fiscal 2009, for example, we offered individualized health guidance to employees working with organic solvents, using a health interview sheet as part of a special screening.Workplace health training based on workplace ranking data collated from screening results can then be linked to enhancing worker awareness and improving workplace methods and conditions. To protect the health of all of our workers, smokers and non-smokers alike, in 2008 Yamaha Corporation established a resolution introducing a policy that will ban smoking on all Yamaha Corporation property, including the removal of all smoking areas, beginning April 1, 2011.In preparation for this move, in fiscal 2009 we began offering individual quitsmoking support, established smoke-free days once a month, sponsored no-smoking events, began plans to reduce the number of smoking areas, and promoted a variety of other anti-smoking activities. As a result, in ten years the percentage of smokers at Yamaha Corporation factories has fallen from 32. 3% (40. 1% for men) to 19. 7% (23. 1% for men).In fiscal 2010, we will continue this push with weekly smoke-free days, group health education and support for smokers trying to quit, as we work towards achieving a completely smoke-free environment. In addition, we are also initiating measures to prevent workers from smoking outside of the workplace, contributing to the health of not only our employees, but of our customers and the people in our communities. Concerning mental health initiatives, in fiscal 2009 we worked to raise awareness by including a self-assessment and lectures on workplace stress in our employees' regularly scheduled health checkups.We also worked to further enhance mental health care by providing internal training for production-line workers, individual services from our own industrial physician and counselors, a mental health counseling desk staffed by psychiatrists and clinical psychologists, and counseling provided by outside institutions through our Employee Assistance Program (EAP). In addition, we continued our efforts on both a Company-wide and individual business site level to encourage a self-help approach to promoting good health, including the Walk for Health, the Indiaca Tournament, and other eve nts.Fair Evaluation and Selection