Roman Terms Covering Politics, Law, War, and Lifestyle

Roman Terms Covering Politics, Law, War, and Lifestyle The Ancient Roman Republic lasted from 509 BCE to 27 BCE, and was followed by the Ancient Roman Empire which existed from 27 BCE to 669 CE. While already boasting a lengthy rule, the Romans influence continued to shape all aspects of society for centuries after. Roman civilization made its mark on Elizabethan literature by inspiring Shakespeares seminal play, Julius Caesar. The iconic Colosseum in Rome is a staple case study in architecture studies and influenced many similar structures, especially sports stadiums. The Roman Republic, and even the Roman Empire with its Senate legislature, is often referred to as the building blocks of modern democracy. And its ruling over diverse lands and its trade with Asia via the Silk Road inevitably established cross-cultural exchanges that continue to today. These terms cover a variety of topics, ranging from names of battles to significant architecture, from geographical features to an explanation of cultural rituals. Hopefully, this extensive list will be intriguing for any history buff or Ancient Rome enthusiast.   Battles   and Warfare Rome was imperialism personified, and the Romans kept blow by blow records of many of the important battles that sealed that definition. Many Roman battles and battle plans are still cited as ideals by recent military tacticians and teachers in military academies. ActiumBattle of CarrhaeBattle of Milvian BridgeBattle of PharsalusCatapultCohort  Gergovia BattleMacedonian WarsMorbihan Gulf BattleRubiconSeleucidsSocial WarVercingetorix Politics and Law Politics played a vital role in Roman society. The passion plays in the Senate and the struggles for power among generals, kings, and emperors provide us a great deal of historical precedent for our society today. Comitia CenturiataConstitutio Antoniniana (Edict of Caracalla)ConsulCuriaCurule AedileCursus HonorumEdict of CaracallaForumInterregnumOptimatesPax RomanaPlebiscitumPlebeiansPraetorsSenatorsTarpeian RockTetrarchyTribuneTriumvirate Architecture   Rome built some of the finest civic architecture, both as public displays but also as functional works, aqueducts and other structures still standing today.   AqueductsCloaca Maxima  ColosseumForumInsulaRegionariesTemplum Lifestyle   What do you know of these terms related to social mores and traditions, music, and foods of Roman society? A.D.  and B.C.AgonaliaBacchanalia  ConfarreatioCornucopiaFabula TogataFescenine VerseGarum (Roman Fish Sauce)HedonismJulian CalendarLudiLudi ApollinaresLudi FloralesPater Familias  PraetextataPrandiumSalutatioTogaTria Nomina Geography At its height, the Roman Empire stretched over much of Europe; do you know these points of geographic interest?   ​7 Hills of RomeAlba LongaAntonine WallAppian WayBoiiGallia /GaulHadrians WallHispaniaMt. VesuviusPraefecturesVesuvius Religion   Roman religion changed over the centuries, and it includes Roman gods and goddesses, but also the influence of religion, and religious specialists.   Abundantia  Fides  FlamenJulian the ApostateMaiaMonkNicene CreedPersecutionsPervigiliumPontifex MaximusPriapusRegiaRex Sacrificulus  Sibyl People Do you know who these important persons were to the history of the Roman Empire?   7 Kings of RomeAugustusCaligula  ClaudiusConstantineCurtius (Lacus Curtius)Historia AugustaJulius CaesarJustinianNero  Pontius PilateScaevolaScipionic Circle

Organizational Strategies and Chronological Order

Organizational Strategies and Chronological Order The word chronological comes from two Greek words. Chronos means time. Logikos means reason or order. That is what chronological order is all about. It arranges information according to time. In composition  and speech, chronological order is a method of organization in which actions or events are presented as they occur or occurred in time and can also be called time or linear order. Narratives and process analysis essays commonly rely on chronological order. Morton Miller points out in his 1980 book Reading and Writing Short Essay that the natural order of events - beginning, middle, and end - is narrations simplest and most-used arrangement. From Camping Out by Ernest Hemingway to The Story of an Eyewitness: The San Francisco Earthquake by Jack London, famous authors and student essayists alike have utilized the chronological order form to convey the impact a series of events had on the authors life. Also common in informative speeches because of the simplicity of telling a story as it happened, chronological order differs from other organizational styles in that it is fixed according to the timeframe of events which happened. How Tos and Who-Done-Its Because time order is essential in things like How-To presentations and murder mysteries alike, chronological order is the preferred method for informative speakers. Take for example wanting to explain to a friend how to bake a cake. You could choose another method to explain the process, but putting the steps in order of timing is a much easier method for your audience to follow - and successfully bake the cake. Similarly, a detective or officer presenting a murder or theft case to his or her team of police would want to retrace the known events of the crime as they occurred rather than bouncing around the case - though the detective may decide to go in reverse chronological order from the act of the crime itself to the earlier detail of the crime scene, allowing the team of sleuths to piece together what data is missing (i.e., what happened between midnight and 12:05 am) as well as determine the likely cause-effect play-by-play that led to the crime in the first place. In both of these cases, the speaker presents the earliest known important event or occurrence to happen and proceed to detail the following events, in order. The cake maker will, therefore, start with decide which cake you want to make followed by determine and purchase ingredients while the policeman will start with the crime itself, or the later escape of the criminal, and work backward in time to discover and determine the criminals motive. The Narrative Form The simplest way to tell a story is from the beginning, proceeding in time-sequential order throughout the characters life. Though this may not always be the way a narrative speaker or writer tells the story, it is the most common organizational process used in the narrative form. As a result, most stories about mankind can be told as simply as a person was born, he did X, Y, and Z, and then he died wherein the X, Y, and Z are the sequential events that impacted and affected that persons story after he was born but before he passed away. As X.J. Kennedy, Dorothy M. Kennedy, and Jane E. Aaron put it in the seventh edition of The Bedford Reader, a chronological order is an excellent sequence to follow unless you can see some special advantage in violating it. Interestingly, memoirs and personal narrative essays often deviate from chronological order because this type of writing hinges more upon overarching themes throughout the subjects life rather than the full breadth of his or her experience. That is to say that autobiographical work, largely due to its dependence on memory and recall, relies  not on the sequence of events in ones life but the important events that affected ones personality and mentality, searching for cause and effect relationships to define what made them human. A memoir writer might, therefore, start with a scene where he or she is confronting a fear of heights at age 20, but then flash back to several instances in his or her childhood like falling off a tall horse at five or losing a loved one in a plane crash to infer to the reader the cause of this fear. When to Use Chronological Order Good writing relies on precision and compelling storytelling to entertain and inform audiences, so its important for writers to determine the best method of organization when attempting to explain an event or project. John McPhees article Structure describes a tension between chronology and theme that can help hopeful writers determine the best organizational method for their piece. He posits that chronology typically wins out because themes prove inconvenient due to the sparsity of occurrences that relate thematically. A writer is much better served by the chronological order of events, including flashbacks and flash-forwards, in terms of structure and control.   Still, McPhee also states that theres nothing wrong with a chronological structure, and certainly nothing to suggest its a lesser form than thematic structure. In fact, even as long ago as Babylonian times, most pieces were written that way, and nearly all pieces are written that way now.

E-commerce and Marketing Assignment Example | Topics and Well Written Essays - 1500 words

E-commerce and Marketing - Assignment Example The aim of this paper is to examine the importance of social media marketing. The different elements of social media have been highlighted and discussed. The paper also discusses the promotion strategies which Xazha a small scale retailer in United Kingdom is supposed to adopt so as to maximize their profits. Lastly the paper also includes the factors which the small scale enterprise is supposed to consider before adopting the promotion strategies. Social media Its application in marketing has highly increased and it is being used as a base for client development. The insight of marketing through the social media has shifted in a very high rate and it is no longer seen as a trendy but as a flexible means. The big three sites which are ; Facebook, twitter, and Google have become a part and parcel of any business whereby each retail is seeking for a place in the traditional and modernized market place (Jaffrey, 2011). According to a report released in the year 2012, almost 60% of the marketers are spending time online focusing on promoting their products. It was also found out that 43% of the people who are in the age group of (20-29) are spending approximately 10 hours or more in a week on the social Medias. Most of them are chatting or just browsing. 58% of the businesses which use the social medial for promoting their products have been reported to increase their sales in the previous three years (Jaffrey, 2011). Facebook The site is mainly used by the youths. They find new friends and view their friend’s pictures among other activities. However, Facebook has been adopted for advertising. The businesses are creating Facebook pages which the Facebook users are in a position to view. The businesses can then use the pages they have created to promote their products, build, the organization’s brand as well as offering deals (Jaffrey, 2011). Twitter Just like face

Virginia Woolf Essay Example | Topics and Well Written Essays - 1500 words

Virginia Woolf - Essay Example In the novel "To the Lighthouse", Woolf articulates her inner thoughts clearly with regards women's occupations and her notion of work. Mrs Ramsay, the main character in this novel, illustrates her creativity in social life as she finds comfort in her role as a loyal wife. Lily, however, despite criticisms hurled against female artists, evident in one of Mr. Ramsey's imprudent utterances that "Women can't write, women can't paint", firmly devotes herself to her vocation, as she is very passionate about her art. Mr Ramsey contentions about women and their vocations exemplify the Victorian assumptions that males and females have their 'assigned roles and they must adhere to it. In contrast, Mrs. Ramsey is a picture of a person satisfied with her life in her chosen endeavor. Often she would make comments about Lily and the girl's artistic leanings by saying, "With her little Chinese eyes and her puckered-up face, she would never marry; one could not take her painting very seriously; she was an independent little creature, and Mrs Ramsay liked her for it" (Woolf 17). Woolf, of course, highly regards artistry as a great occupation as she contends that, "women ought to be as well educated as men, indeed a great deal better immerses herself in an "abstract discipline" (her art). Woolf once stated that all vocations should be unlocked to anyone qualified for them regardless of gender, color or race. As Woolf defies stereotypical roles, her opinions both implicit and explicit, are fundamental in understanding life in her particular setting, and significant in comprehending her arguments on gender roles, work, profession, gender equality and social constraints on women in her generation. Woolf in these writings depicts the roles of women in nonconformist roles and careers in order to explore ideas of work and vocation. In her two works, each of the female protagonists is depicted differently. For instance, in her work, "A Room of One's Own", Woolf shows the progression o f women as they adopt a non-conventional career by 'having money and a room of their own to explore creative endeavors, actions considered taboo in Woolf's generation. In contrast, To the Lighthouse portrays a 'new woman' and her "work" or "vocation" through the novel's protagonists, Lily Briscoe who represents the new woman, adopts her professional career on professional and sincere level. Arnold Bennett stated that a "woman who adopts a professional career will be taken seriously". Lily follows this guide as she disentangles herself from the customary duties that women like Mrs. Ramsay holds, she instead shapes her artistry and stresses individuality through her vocation. In addition, Lily refuses to link her identity to that of men or husband as she has a distinct idea of marriage. The women's movement gave women the chance to cede their domestic duties and the freedom to voice up the difficulties that they were facing in life. Both Lily and Mrs Ramsey receive "vocational discouragement" from males, Lily holds onto her desires and treats her vocation like a 'god' and special gift that she

Library classification Essay Example for Free

Library classification Essay This unit is concerned with the selection and purchase of reading material in what so ever from it may be. Books are accessioned in this section. It keeps a complete and up-to-date record of such books and other reading materials. Books are purchased keeping in view the requirements of the University Faculty, the Students and the Research Scholars. Books are generally selected from the local as well as foreign publishersï ¿ ½ catalogues, current lists and local book exhibitions/fairs, etc. These catalogues and lists are sent to the Heads of the concerned teaching departments for selection and approval of the reading material of their subjects. They select and approve the reading material for addition to the main library from these lists. After getting their approval, the titles approved are thoroughly checked with the library catalogue to avoid duplication. Special attention is paid to provide text books and research material to the library users. It also acquires rare manuscripts and microfilms, etc. CATALOGUING SECTION After purchasing, accessioning and labeling of the reading material in the Acquisition section, it is sent to the cataloguing section for technical processing. Main responsibility of this section is to classify and catalogue the reading material. The reading material is being classified according to Dewey Decimal Classification Scheme. Library of Congress Subject Headings List is used for assigning subject headings. Catalogue cards are prepared according to ALA Cataloguing Rules 1978. Catalogue cards are filed according to ALA Rules for Filing Catalogue Cards 1968.

Mech. of Pitching :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  A baseball pitcher throws a baseball across the plate and the batter hits it to center field, and elderly man pitches horseshoes, a young person spikes a volleyball, student practices driving a golf ball while a college athlete practices punting a football. Once more, as is the case with pushing and pulling, a widely diverse set of activities has a common denominator. Each of these activities involves sequential movement of the body segments resulting in the production of a summated velocity at the end of the chain of segments used. The path produced by the end point of this chain of segments is curvilinear in nature. Sequential segmental motions are most frequently used to produce high velocities in external objects. Depending on the objective of the skill, speed, accuracy, distance, or some combination, modifications in the sequential pattern may be involved, larger or smaller ranges of motion might be used, and longer of shorter lever lengths may be chosen. Re gardless of the modifications, the basic nature of the sequential throwing, striking or kicking pattern remains the same.   Ã‚  Ã‚  Ã‚  Ã‚  Broer was the first to call attention to the similarity of movement patterns used in seemingly dissimilar activities such as the baseball pitch, the badminton clear, and the tennis serve. Objective evidence of such similarities between throwing and striking activities within each of the three major upper-extremity patterns; overarm, sidearm and underarm. The representative activities from these categories across throwing patterns also showed great similarity in the muscular action of the lower extremity. Atwater distinguished between the overarm and sidearm throwing patterns in terms of the direction in which the trunk laterally flexed. When lateral flexion occurred away from the throwing arm, and overarm pattern was used; lateral flexion toward the throwing arm indicated a sidearm pattern. The underarm patter is distinguished by motion predominantly in a sagittal plane with the hand below the waist. Each pattern involves a preparatory movement referred to as a ba ckswing, or windup, followed by the establishment of a base of support prior to the initiation of the force phase and ending in the follow-through. The base of support in the direction of the force application; forward and backward is a distinguishing feature of skill level. It has been well documented that more highly skilled individuals have longer strides. Once the base has been established, the more proximal segments begin the force application phase while the more distal segments complete the backswing.

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

Blaxicans and Other Reinvented Americans Essay

In â€Å"Blaxicans† and Other Reinvented Americans,† Richard Rodriguez points out that America has become a place that is fully populated by immigrants from around the world. He asserts that there is no way to assign race names to citizens because everyone can be multiple races. According to Rodriguez, Americans create labels (e. g. Hispanic) in a ridiculous attempt to classify people in the simplest form; a plan doomed to fail. Rodriguez continues by describing his idea of â€Å"ethnicity,† which is ultimately based on the way people act and the things they value. The article describes the way in which all races are intertwined within the country, and within the world. The idea of â€Å"diversity† is also mentioned in the article when discussing the topic of interracial marriages. Rodriguez goes on to describe the false â€Å"Hispanic† category much of this country has fallen into. Ultimately, Rodriguez explains that â€Å"Hispanic† is a term used only in America for colonization purposes. Hispanic is a false idea because upon going to Latin America, one would encounter black Hispanics, white Hispanics, etc.and that is factual. By 2003, Hispanics became the largest minority in the world (whatever that means). Rodriguez goes on to share his views on assimilation: â€Å"ASSIMILATION HAPPENS. † Assimilation is the act of people of different backgrounds viewing themselves as a part of a larger national family. This article acknowledges the vast array of racial possibilities within the world. Rodriguez ends the article by saying he, a man of Mexican descent, is Chinese because he enjoys Chinese culture, and that is how ethnicity should be decided. Vocabulary * incomprehensibly: adv: inarticulately (aimlessly, franticly, confusedly) * mythic: adj: make-believe (storied, imaginary, folkloric) * rind: n: covering (epicarp, hull, husk) * aforementioned: adj: previous; come before (precedent, former, prior) * demythologizing: v: reinterpret a subject or text * mulatto: n: a person of mixed white and black ancestry Rhetorical Strategies * Anecdote: â€Å"On his interview show, Bill Moyers once asked me how I thought of myself. As an American? Or Hispanic? I answered that I am Chinese, and that is because I live in a Chinese city and because I want to be Chinese. † (paragraph 19) * Paradox: â€Å"I come to you as Chinese. Unless you understand that I am Chinese, then you have not understood anything I have said. † (paragraph 25) * Imagery: â€Å"My eye has taken on that palette, has come to prefer lime green and rose reds and all the inventions o this Chinese Mediterranean. † (paragraph 19).

365 Professor Ramos Blog

The Informer-sider-viewer 24/7/365 Annotated Bibliography Staff, ProQuest. â€Å"Censorship Timeline.† Leading Issues Timelines, 2018. SIRS Issues Researcher, https://sks.sirs.com.This article covers how things were banned in the media field to show that it didn’t only start with music but started with banning books at first. I mainly use the example of the first pope who banned books that was not approved by the Vatican. SIRS is an academic website that has a lot of credibility with institutions and the work published, which they use ProQuest, another academic reliable website that is managed by scholars with masters degrees and above in each field they publish. Censorship. Dictionary of Media and Communication Studies, James Watson, and Anne Hill, Bloomsbury, 9th edition, 2015. Credo Reference, https://search.credoreference.com/content/entry/dictmedia/censorship/0?institutionId=5312. Accessed 25 Jul. 2018.This article covers who was affected by the things that were not censored before and how it affected them. I use this to show how different my research was from they information James Watson received when he did his. This reference comes from Credo a scholarly site that goes through rigorous nitpicking of what articles should be scholarly published. This segment is just for my filler in my video to show numbers. Kirkegaard, Annemette and Jonas Otterbeck. Introduction: Researching Popular Music Censorship. Popular Music Society, vol. 40, no. 3, July 2017, pp.257-260. https://www.tandfonline.com/doi/full/10.1080/03007766.2017.1307656. This article brings forth the conversation to the â€Å"present.† What’s happening with popular music that we still air it on the radio with the bad words bleeped out. This article makes well-known artist in the music field due to Annemette having a PhD in Philosophy and in musicology. And since the artist are in our time period we get to know and discover ourselves about the artist and what they said to get that â€Å"Explicit Content† warning on their album. Her work comes in ebsco search without the full text, but if you go to the website provided you can view the full article without paying a dime.

How To Plan Your Product Roadmap Like CoSchedule (+ Free Template) - CoSchedule Blog

How To Plan Your Product Roadmap Like (+ Free Template) Blog We just completed our second ever product roadmap summit  here at .  This is where a group of us spends a full day locked in a conference room fighting relentlessly for the features that you need and deserve in your favorite editorial calendar. During this process, we review recent (and some older)  feature requests, balance maintenance needs, and read through our ever-growing wish-list of features for . The goal? Decide what were going to build over the next six months. It’s sort of like decide who we want to be when we grow up twice a  year. For us, it follows a simple 6-6-6 framework. This covers planning in three timeframes after  the day of the summit: 6 weeks, 6 months, and 6 years. We hold product roadmap summits twice per year and use them to think about our future (6 years), our next two quarters (6 months), and some of our immediate goals (6 weeks). How To Plan Your #ProductRoadmap Like (+ Free Template)So, why do we do this? If there is only one truth in business, it’s that there is never a shortage of ideas. Plus, our customers are awesome and send us a ton of ideas that we usually love and want to build immediately. But, alas, there are only 25 of us. We just can’t do it all. With so many inputs, its important that we balance the things that we  could do, to actually realize the things that we can do. And so, we have a product roadmap summit and  pick a handful of things that will bring the most results. We all need a system for prioritizing our work. This is how we do it at . Its important to balance what you could do, to realize what you can do.Get Your Free Product Roadmap Template To Plan Now This blog post walks you through the exercises that work for choosing the ultimate best features for you to plan into your project development roadmap. Get your free kit now to plan your roadmap as you read this post. Your kit includes: Product roadmap summit Word doc template to help you run an efficient planning session with your team. Product roadmap template Excel spreadsheet to help you prioritize the projects you choose to tackle in the next six weeks to  six months. Step #1: Establish Your BHAG (6-Year Goal) BHAG stands for big, hairy, audacious goal. It’s  an idea from the book, Built to Last  by James Collins and Jerry Porras. According to Collins and Porras, a BHAG is a long-term goal that changes the very nature of a business' existence. At the beginning of every product roadmap summit, we start with this goal. We review the BHAG from the previous summit and do a few brainstorming exercises. We allow for general team discussion about the goal. Does this still reflect where we want to go? We brainstorm some of the big things that we will need to accomplish in order to reach our BHAG. We list the threats that will prevent us from ever reaching our BHAG. The entire goal here is to set the stage for our roadmap planning by considering where we want to go and working backward. It’s a favorite strategy of mine. Deciding WHAT NOT to do is way easier than deciding WHAT to do. Say no, then work backwards from there. #startup pic.twitter.com/2RTWsO1fgI Garrett Moon (@garrett_moon) June 24, 2016 The hope is that by bringing this goal to mind, we will continuously refer back to our BHAG as we do our planning. You should always  be using your BHAG to evaluate the things you're doing in the present. Are you doing what you need to do to get there? Step #2: Put It All On The Table The next, and most exciting, portion of our product roadmap summit includes the airing of many grievances, err†¦ feature requests! The goal here is to get everything on a Post-It note on the wall so you can see it together. We like to have one person from each of our core teams (product, marketing, and success) share a list of feature requests, customer comments, growth opportunities, and smart things that we could build. Let every idea be a good idea as you brainstorm.Here’s how it works: Lance from our customer success team shares the list of feature requests from our customers. This list is pre-sorted by the entire customer success team and should show us the key areas where our customer would like to see us improve. Next, we have Justin, our CTO, share a list of platform and maintenance projects that need to be completed in order to maintain the quality of service that our customers demand and deserve. This list usually includes foreign sounding things like database maintenance, spindle logs, and very excited engineers. We don’t always understand it, but we do love it. The third thing we cover is sales and marketing needs. These are usually covered by myself and usually include improvements that we want to make to our billing system, onboarding/first-run experience, or other areas that are related directly to our core business metrics like trial to paid conversions, user churn, and product growth. The fourth thing we like to cover is our feature backlog. This backlog is lengthy and includes a mixture of features that we want to see and ideas from one of our previous summits that had to go on the back burner. During this phase, it's important that you don’t get carried away categorizing and prioritizing things. There will be time for that later. Just get it out there, let every idea be a good one, and move forward. Step #3: Team Lunch Next, lunch. There are usually only two rules for team lunch. Leave the meeting room behind. We think it's important to get out of the building to  clear our heads for a bit. You don’t have to talk about business. It doesn’t mean you can’t, but we like to allow the conversation to take us wherever it goes. It’s a good way to break up a busy day. Step #4: Prioritize This is the hardest part of the process. This is when we take all of the ideas on the table, evaluate them against the BHAG, and prioritize them based on what we would like to accomplish in the next six  months. We use several methods for breaking things down. We break things down into roadmaps. Rather than trying to prioritize apples against oranges, we like to break things into a few different groups. For us, this means that we build three distinct roadmaps for our team: Features, Success, and Platform. Each of these roadmaps has their own goals. We are only trying to figure out what to build next in each of these categories. We prioritize ideas based on potential customer value.  We like to place each feature idea on a simple X/Y table that looks like this: In this example, the Y axis represents the amount of value we believe that a feature or idea can bring our users. The X axis represents the total number of users, or percentage of users, who will be able to take advantage of the mentioned improvement. Plotting this out is usually the most taxing part of our entire day. For every single Post-It note, we debate and decide where the idea falls in the spectrum. We try not to overthink it, but it can still take awhile. Plot ideas on an X/Y table to choose features with the best value for the  most users.The efforts always result in a ton of useful dialogue and debate across our team. This process  also weeds out any â€Å"pet features† that someone on our team may have. The more we concentrate on user value, the less likely we are to make a call based on personal bias. When we are done, it will look something like this. In this case, one thing is for sure, the customer is always right! Step #5: Assemble The Product Roadmap Once everything is plotted out, we draw a (figurative) line across the X/Y axis. Anything that falls below or to the left of the line probably won’t get done. One thing that I want to emphasize is that this doesn’t mean those items aren’t important, or that they will never get built. It simply means that they aren’t important in relation to the other items on the list. We always re-review the cut ideas at the next product roadmap summit. At this point, we begin dividing things in to 6-week and 6-month groups. What things do we want to get done right now (six weeks), and what things needs to get done soon, but not right away (six  months)? There is plenty of additional discussion at this point, but by and large, most of the team will be on the same page because of the previous exercise that ranked features by user value. While I am not going to go too far into it here, we also use a point system to define how large a feature is, or more importantly, how much time and resources it will require to develop. For us, this is a simple 1, 2, 3 point system. You could adapt them for your team as needed. And that’s how we plan features at ! When it’s all said and done, we have a product roadmap, a happy team, and customers who are getting the features that will help them the most! Before I wrap things up, I want a cover a few additional things just in case you decide to try and hold your own roadmap summit. Lessons Learned From Successful Product Roadmap Summits Quick Tip #1: Our Roadmap Summit Has Some Rules We use a few basic rules to ensure that we stay focused and on topic. You can add/remove as necessary, but here are the rules we use: We are brainstorming projects of the purpose of the product team, no other team projects can/should be added. All ideas are necessary for good brainstorming. Avoid shooting things down. Keep laptops closed and phones down. No email, HipChat/Slack, or Snapchat allowed! Someone should be designated to write things down. Don’t get too deep into features. We’re not building them here. Quick Tip #2: Everyone Has Veto Power During roadmap planning, we give everyone veto power. If they are absolutely convinced that a feature should not be completed, or want to call shenanigans on the group, they can. While Justin and I tend to use this rule more than others (oops!), it applies to everyone on the team equally. Quick Tip #3: Bring Snacks We like to leave a few piles of red starbursts on the tables for added sugar, but we also provide fruit, snacks, and refreshing drinks to keep everyone going. Quick Tip #4: Leave Time To Retro The last two things that we do after any roadmap summit are related to review and reflection. First, we spend at least 10 minutes reviewing our newly formed product roadmap against our BHAG and our earlier discussions. This is designed to ensure that we will actually be executing against the goals that we outlined. Is everything on our roadmap necessary in order to reach our BHAG? Is it in alignment with where we want to go? If it isn’t, now is the right time to reflect and adjust our plan. The second thing we do is an immediate retrospective on the meeting itself. The goal here is to identify potential improvements that we can implement to make to the process better during the next summit. We like to cover three questions: What went well? What didn’t go so well? What can we do to ensure things go (even) better next time? Best of luck to you and your team at your own product roadmap summit! If you give it a try, please let us know how it goes in the comments.

Film analysis with historical references - Cidade de Deus (City of Research Paper

Film analysis with historical references - Cidade de Deus (City of God) (2002) - Research Paper Example The book was written by Paulo Lins, who was born in 1958 in Estacio, a black district of Rio, close to the docks; and later was rehoused in the City of God after the disastrous floods of 1966 (Lamnews, 2004). Living in the broken city with almost no infrastructure, Paulo experienced the dark side of the favela – the local gangsters, drug dealers, murders and thefts. The book was later turned into a feature film in 2003 that was critically acclaimed around the world, was nominated for four Academy Awards and gave a deep insight on the burning issue in Latin America – youth violence, crime and drugs (Oliveira, 2009). This write-up attempts to analyze the movie Cidade de Deus (City of God) in the historical and present context of youth violence and crime in Latin America. The Story of Cidade de Deus (2003) The movie "City of God" opens with a frantic chicken escaping slaughter hounded by a gang of pistol-packing prepubescents. The chase leads the protagonist, photojournali st Rocket (Alexandre Rodrigues) in the middle of a proxy gunfight between the gangsters and the police. In a way, the first scene depicts the essence of the movie where Rocket is finding his ground between his two worlds. The movie unearths the decline of â€Å"City of God† over the span of 15 years, from a sunbaked ghetto of earth-colored houses having children playing soccer games and petty thievery in front yards into a sinister slum swarming with armed adolescent gangsters dealing in cocaine and murders. In the middle of this change, Rocket narrates his life in the slum, a child of the 60s; he witnesses barbarity, greed, rape and revenge that fuel a catastrophic gang war. The movie is split into three chapters, each drearier and more horrendous than the one before; narrating through parallels, the interweaving destinies of Rocket and his childhood playmates, Li'l Dice (Douglas Silva) who changes his name upon growing up to Li'l Ze (Leandro Firmino da Hora) – an ult ra-violent, psychotic, drug-dealing socio-path. In the 70s, Li’l Ze’s only link to humanity is his lieutenant Benny (Phillipe Haagensen) whose murder leads him to be even more ferocious. Apart from dealing in hard drugs and combating with other gangs and police, Li'l Ze also â€Å"grooms† pre-teenagers (â€Å"Runts†) by supplying weapons and making them snoopers. A decade later, Li'l Ze's finds his empire threatened by the very Runts who rebel against his authority. It all builds up to a shootout between Li'l Ze and a rival gang leader Knockout Ned (Seu Jorge), a peaceable bus-fare collector turned avenger after Li'l Ze rapes his girlfriend and shoots his brother. Rocket, on the other hand, despite living in the middle of violence, escapes from the criminal life through his passion for photography. His sensational photo of Li'l Ze and his posse ends up on the front page of a newspaper. Surprisingly, Rocket is encouraged by the publicity-hungry thug to be his court photographer. Most of the movie's final bloodbath is witnessed through his camera's lens. The narration of City of God uses many close-up shots, extreme close-up shots and flash backs making the movie very gripping. Gangs and Crime in Latin America Youth gangs are among the core features of the landscape of violence in Latin America and the Caribbean. Known by many names, pandillas, maras, bandas, galeras, quadrilhas, barras, chapulines, they are permeating throughout the territory, and are