Marketing Plan of Wallmart entering Germany (Product being the store) Term Paper

Marketing Plan of Wallmart entering Germany (Product being the store) - Term Paper Example In the previous fiscal 2010, with sales of $405billion, the company employed 2.1 million associates worldwide. The Fortune Magazine 2010 has ranked Wal-Mart among the top 10 retailers in the world. Wal-Mart goal is to save the money of its customers and help them live better (Wal-Mart, n.d). Wal-mart has its retail stores across the country, thus this paper deals with the expansion strategy of Wal-Mart in Germany. The retail market in Germany has reported to fall unexpectedly by 2.33% in September 2010; but the German retail market has experienced a recovery from the crises in 2010 and generating revenue of 400billion EUR (PRLog, 2011). Thus Wal-Mart can take this opportunity as its competitive advantage lies in low cost pricing and thus expand itself in Germany. Internationalization Wal-Mart draws its competitive advantage from the aspect of its unique supply chain management strategy using advanced technological tools like Enterprise Resource Planning. The supply chain management s trategy of the company such as cross docking and real time information sharing between suppliers is used to forecast demand on the basis of real time data that is further used to manage the inventory carrying costs. Use of real time information sharing enables the company to eliminate instances of overstocking or stock outs that helps in managing inventory carrying costs. The cross docking system initiated by the company also ensures that inventory is not stored and there is no standing time. The cost savings incurred due to inventory management is passed on to the customers in the form of an EDLP (Every Day Low Price) strategy where the company provides services at low prices that helps in attracting and retaining customers (Dess, Lumpkin & Eisner, 2009, p.180). The role of the external environment is also another aspect that determines the success of the international expansion program of a company. In case of Wal-Mart the level of technological expertise in a market is also impor tant as suppliers need to be linked to its supply chain management. Germany being a technologically developed nation would easily help Wal-Mart to supplement its core competence in supply chain management so as to replicate its successful EDLP program in the German market. Wal-Mart would essentially use a push-pull strategy to gain a formidable presence in the German market. A push-pull strategy is essentially used by firms when they have a system of forecasting demand on the basis of real time information sharing. In the German market the technology driven supply chain management would of Wal-Mart and its EDLP program would help in pushing the products to the consumers (push strategy) while the external market demand of the service of the company among the members of the target market audience would act as a pulling factor of bringing in the consumers (pull strategy). Traditionally, retail firms have been relying on push based strategies as a pull strategy involves considerable

Establishing A Technical College In Ivory Coast Dissertation

Establishing A Technical College In Ivory Coast - Dissertation Example The secondary school education consisted of two learning cycles totaling to seven years of learning. After the first cycle (the first four years of learning), the students were to sit for an exam and be issued with a certificate in lower secondary education- BEPC. With this qualification, a student would take on an entry-level job, join a teacher-training institution, or proceed to a college for three years. There were other alternative (complementary) courses for the students who did not make it to the colleges that combined both academic and practical training to equip the students with adequate skills that are essential in improving their productivity in the competitive labor market. The students received a certification that corresponds to one or two years of study at the university level in the US. This certification provided a qualification to pursue technical institutions and improve their professional and analytical skills. Education promotes political, social, and economic d evelopment in a given country. A good education can only be realized if an effective educational system is put in place. Nevertheless, the development of this effective educational system is in turn affected by the political, economic, and social factors prevailing in Cote d’Ivoire (King, and Martin, 2010). This paper seeks to establish a vocational learning institution in the republic of Ivory Coast. This following the fact that higher education in this West African state has highly been affected by political instability and socio-economic variables in the economy. The country’s youth population in need for higher education is very proportionate. Youths and the upcoming generation form the backbone to the economy of Ivory Coast. However, their ability and capacity to deliver is barred by inadequate access to learning institutions and facilities. Increasing access to these social amenities in the economy will therefore be essential in developing their technical and pro fessional potentials, Motivation Ivory Coast was a French colony and attained her independence in 1960. After the independence, the country was under a system of one-party rule for three decades with President Felix Houphouet-Boigny. On 28 October 1990, the country had the first presidential election in which the incumbent won with over 80% of the votes. Coupled with the social crisis that rocked the country, the presidential elections led to political unrest since the electoral process was marred by allegations of rigging. Even though it was believed that democracy had been restored in country, the opposition parties and their leaders have not been treated fairly (Middleton, Ziderman, & Van, 2011). Therefore, there has been constant political unrest within the country. Last year, another presidential election was held in which his opponents according to the elections commission defeated the defending president. The president dismissed the results and refused to concede defeat leadi ng to another political unrest. This situation lasted until the president was forcefully hoisted from power. Since then, the country is in the process of reconstructing its broken system and fixing the social and economic crises. As at 2005, Cote d’Ivoire had a large number of youthful populations with more than 42% of the entire population being below 15 years. A report by the IMF in 2006 approximated the population of Ivory Coast to be 18.9 million. This decline in population growth rate was attributed to the fall in fertility rate, poor health, and lower immigration rate. Out of this population, approximately 48.8% of Ivorian lives below the poverty line with less than USD2 to survive on per day. Social amenities such as health, education, and housing have deteriorated

Electro-optics and Infrared Essay Example for Free

Electro-optics and Infrared Essay Electronic warfare involves the utilization of techniques, equipment and devices to counteract or deny the enemy from using radar, communications and other radio wave devices. The EW techniques can be further subdivided into electronic support, electronic attack and electronic protection (Frater Ryan, 2001). Electronic support (ES) involves actions taken by an operational commander to search, intercept, identify and locate sources of electromagnetic energy. ES is considered to be passive as it involves using passive measures which do not generate their own energy. Electronic attack (EA) involves using electromagnetic energy to attack facilities, equipment or personnel in order to destroy the enemys combat capability. EA is taken be an active technique as it involves jamming, neutralization and electronic deception, which are usually noisy since they generate their own energy (Goodman Carus, 1990). Jamming entails use of electromagnetic energy to prevent radio signal transmission. In neutralizing the enemy’s signal, extremely high levels of electromagnetic radiation are utilized to damage permanently the enemy’s electronic equipment. While in electronic deception false or misleading signals are sent in order to deceive and confuse the enemy. Electronic protection (EP) entails the actions taken to protect facilities, personnel and equipment from effects of EW that would destroy or damage their combat capability. EP involves using active and passive techniques (Frater Ryan, 2001). In the past, EW systems were mainly concerned with the microwave spectrum region but nowadays it is continuously shifting to the longer wavelengths of IR and also to the visible region. The current weapon systems are increasingly exploiting a mixture of sensors in order to overcome the adverse climatic conditions (Szweda, 2000). To such systems, countermeasures are also needed which include compact diode laser light sources. Additionally, small and light equipment which provide a wide range of sensors and countermeasures is also needed (Selex Galileo, 2009). Land environment EW systems in land operations are very important to the military since most of their operations are done on land. In most countries their military forces are still equipped with old equipment which were utilized in the Second World War and thus are planning to adopt new ones. For instance, Canada has not yet adopted the new equipment and hence is planning to update its land EW equipment in a few years time (Farley Gauthier, 2008). According to Bellamy (1987), developments in the weapons platforms and protection have taken place gradually and slowly, and the external appearance of the battlefield can easily be seen for the year 2000 or 2010. However, in the EW field changes have occurred rapidly as new equipments are being made which serve the military better. The EW field has become like a battle field as military forces are trying to outdo each other. For instance, in equipping its military forces, the British government purchased the first soothsayer equipment at cost of about $220 million and was to start using it in 2006 (Deagel, 2003). Many countries inclusive of the United State of America are investing many funds in research on the EW systems in order to increase the military strengths (Szweda, 2000). The primary bands of the radar and its frequencies in the electromagnetic spectrum are VHF, UHF and it continues onwards. The commonly used wave frequencies by the US, NATO and other military forces, ranges from about 26. 5 GHz to about 170 GHz (Bellamy, 1987). The communication channel contains a band of frequencies, however, during communications the equipment are tuned to certain frequency in order to communicate with the other person on the other side. For high communication quality broad band are essential, but are usually prone to jamming and interception by another person who could be the enemy. To avoid jamming or interception, narrow bands are therefore preferred and thus are most commonly used. On land EW systems and especially the radar components have many functions which are very useful to the military and some of them include; locating weapons, tracking shell, surveillance of battlefield, ground vehicle self protection, subsurface object detection, among others (Bretton, 1986). This information is essential for the military as it saves the lives of many military personnel. For instance, locating weapons allows military to detect land mines or bombs which have been laid down as a trap and hence are able to deactivate them. There are several EW techniques currently being used. For instance the British army is equipped with soothsayer EW equipment which is used for detecting and identifying radar and radio signals on the battlefield. This equipment is usually mounted on lightweight and armored military vehicles. Currently, the neodymium-YAG laser is also being used as optical range finders, however, the equipment is undergoing improvement in order to increase its smoke penetration power (Margiotta, 2004). Another technique being utilized is the signal intelligence. Signal intelligence (SIGNIT) This technique involves gathering intelligent information by intercepting signals between individuals using electronic equipment (Lindborg, 1997). It entails use of cryptanalysis since sensitive information is usually encrypted. Traffic analysis is also used in some cases to get valuable information. Through traffic analysis information concerning the sender and the receiver of that information and the quantity of information shared between the two individuals can be easily obtained (Shulsky Schmitt, 2002). This technique is broad and thus has many subdivisions; however, the two main subdivisions include communication intelligence (COMINT) and electronic intelligence (ELINT). Currently, the SIGNIT techniques also involves use optical devices thereby making it more effective and efficient. a) COMINT This type deals with voice information or messages which are derived from an interception of foreign communications (Lockwood, 2006). This technique is used for text interception, voice interception, signal channeling interception and for monitoring friendly conversations (Yusof, 1999). Text interception is currently not being used by many military forces. Military forces of nations of the former Soviet Union are the still using it and it involves use of Morse code. Radio frequencies are scanned for character sequences and facsimile in order to get intelligence information. In voice interception the technique involves listening to voice communications over radios, telephones or through wiretaps. In cases where the communication is encrypted, the information is first decrypted through an intro-electric diagram process for it to be heard. However, the interceptor has to understand the language used in order to get the information. Furthermore, the technique is also utilized to monitor own communication in order to avoid leaking intelligence information to the enemy. b) ELINT This involves use of electronic sensors to gather intelligence information. This technique focuses mainly on non-communication signals intelligence. The process entails signal identification through analysis of certain parameters, then matching the signal parameter with known parameters or recording it as potential new emitter. The data collected is usually highly classified and hence given much security to prevent unauthorized individuals from accessing it. The basic ELINT target are all radar types and these include fire control navigation, surveillance and all radars deployed on sea, land and even in the air. Other targets include navigation systems, data links, command links and telemetry links (Ince et al, 2000). In most cases and especially in times of peace, ELINT is performed regularly prior to a specific mission. Peace operations have the objective of obtaining the maximum possible information on a complete electromagnetic radiation within the areas of interest in any particular nation. In such cases, special ships, satellites, aircraft and land based ELINT facilities are utilized which operate in comprehensive reconnaissance schedules. Maritime In the maritime environment, the EW systems have to meet their operational capability requirements in order to be effective and hence meet their objectives. However, there is a high occurrence chance of adverse electromagnetic interference between the EW and sensor system, since the maritime platforms operate jointly and also the number of EW and sensor system fitted in the maritime platforms has been increasing continually (DallArmi-Stoks et al, 2007). EW systems are mainly utilized for intelligence gathering and for self protection. They are utilized for maritime surveillance because of their capability in detecting, classifying and identification of the targets by intercepting their communication and radar emissions. However, they are not useful when the target element is observing radio silence since there are no emissions of electromagnetic radiations (Ince et al, 2000). In target identification during surveillance, the method used by the EW systems involves finding several features in the intercepted signals which are unique to all emitters. These features mainly include; modulation, carrier frequency and stability, types and number of emitters, pulse width and pulse repetition frequency (Ince et al, 2000). Through the library carried by the interceptor, the target is identified. The library is usually obtained through ELINT as it collects and records much data from non-communication equipment radiation. The EW systems are usually installed in submarines or vessels for combat. There are several modern equipments which are currently being used but in limited number because of their cost. One is the naval laser warning system which is installed in surface ships. This system enables the ships command team to detect the presence of laser activity in the surrounding (Saab, 2009). They are essential for situation awareness as they allows individuals to detect any laser activity in their surrounding from the enemy. The laser warning system detects, classifies and identifies the threats and allows individuals to prepare themselves from any attack and to maneuver to safer locations. This system is also used in submarines for detection of anti-submarine LIDAR. Another EW system used is the submarine ELINT systems, which utilizes phase interferometer in order to increase accuracy when finding direction (Saab, 2009). This system comprises of radar Warner receiver antenna, an ELINT antenna, and EW processing unit installed in the vessel. Air Environment In the air environment, EW systems are used mainly for jamming, finding direction and for intelligence analysis of the ground military forces’ telephone, radio and Morse transmissions. Currently, the EW systems being used use complex command and control communications to link command posts and other posts such as weapons and radar posts (Boyne Fopp, 2002). In the past EW systems in the air force were not taken to be vitally important, but in the recent years they have become one of the critical parts of the air force plans (Gons, 2004). This is because the effectiveness of an aircraft depends greatly on the ability of the EW system. EW systems are essential for the military force to maintain dominance in the air and space. In aircrafts, the use of barrage jamming by simultaneous blocking a wide range of frequencies is currently becoming outdated since it utilizes much electrical power (Brown, 1986). Currently, lasers are being increasingly used because of their low power consumption, space saving, and many other advantages. A number of aircrafts are fitted with the modern optical devices which are entails use of lasers. One of the aircraft with modern optical devices is the air defense version of the Tornado (Brown, 1986). Optical devices used are the lasers radar which are considered to be less radical and helpful in visual recognition. There are also useful for aircraft recognition and tracking at long ranges which are usually achievable by air to air missiles. However, lasers have very narrow frequencies and thus can easily be tracked or intercepted. Furthermore, currently transferring electronic warfare capabilities across multiple platforms is not possible (AFPN, 2008). This can be attributed to lack of data standard or hardware. Conclusion and recommendation EW system EM compatibility should be addressed and managed properly using the correct procedures put in place in order to reduce EM interference. Otherwise the process of eliminating electromagnetic interference will become expensive and might affect the operational capability of the entire EW system. Consequently, adequate training might be helpful in ensuring that the proper procedures are followed. Ensuring that the right personnel have sufficient skills and knowledge on matters concerning EW system electromagnetic compatibility, interference problems will be greatly reduced. In addition to that, policies need to be developed and implemented to ensure that the correct procedures for addressing and managing the EW system electromagnetic compatibility are utilized. Policies will ensure that the technicians follow the proper procedures and not their own short cut procedures. In managing the complexity and the capability problems related to electromagnetic radiation in the EW system, it is essential that the electromagnetic capability and interference be assessed during the stages of planning, designing and even the development of the system. In addition to that assessment should be done during the installation and operation of the electronic and electrical equipment and all the stages should be governed by the electromagnetic interference control plan. Additionally, more research needs to be done on the EW systems used in the aircrafts. This is because transference of electronic warfare capabilities across multiple platforms is currently not possible. Since there is no data standard or hardware in existence, if one particular aircraft has tremendous capabilities against a certain threat, the capabilities have to be regenerated separately for other platforms. This process therefore wastes a lot time and money in regeneration of new aircrafts. This problem is not just affecting the air force but the entire military force. Researchers therefore need to concentrate more on weapon systems compatibility with electronic warfare programs. With more research standardized EW programs that are compatible with all or majority of weapon systems will be developed. In spite of the lasers being easily intercepted, they provide a number of useful advantages which include accuracy and long distance coverage. In order to eliminate the disadvantages in using lasers, research is essential and thus researchers need to find ways of maximizing the advantages of lasers and minimizing the disadvantages. However, researches need many funds and thus governments and other organizations need to invest money in funding these researches. Furthermore, an integrated approach is also needed that combines sensors, weapons, self protection systems and the centralized countermeasures systems. The approach entails use of preprogrammed automated control, command and communications networks which can transmit data from systems that collect it to EW systems. Consequently, a centralized command facility should be put in place which allows senior military officers to prioritize the threats and to determine the methods to use against that particular adversary system. Additionally, an integrated intelligence system is required which combines the large amount of data collected by the sensors and then transforms it to useful information. In conclusion, funds are essential in achieving all the above recommendations. Researches and especially scientific researches are usually expensive as they require modernized equipment, enough scientist and engineers who have adequate skills and knowledge. Governments and other world organizations therefore need to invest more money in electro-optic EW systems since they provide many advantages which are cost effective and efficient and thus useful for peace missions.

Impact of Social Injustice on Nigeria

Impact of Social Injustice on Nigeria The question of social justice is a question of what is a proper social order, which can guarantee human equitable and equally distribution of benefits and burdens in a society, which will lead to a flourishing state where individuals are treated equally by the state regardless of society status or creed. A just social order cannot allow for a society of slaves, where for some people, resources external to them are been subjected entirely to communal control, such that they having no control or very little control of means of life, thus leading to their autonomy been undermined. With regards to the Nigerian situation, the Nigeria’s socio-political conundrums stem from numerous complicated tides. Egharevba (2007) states that the â€Å"nation-state of Nigeria emerged out of political amalgamations of extremely diverse ethnic groups and class configurations brought together as a colonial necessity in 1914. In other words, Nigeria’s problems are predicated on the partition ing of Africa by European at the Berlin conference. This conference left the continent with an illogical pattern of geographical distribution which also reflected on the amalgamation of Nigerian by the then colonial masters (Mentiki, 2002). Ammo (1997) sees the make-up of the Nigerian state as an embodying the merging of different people with different worldview that lacks a coherent and functional unity and is consequently fragile. As will be shown in the following analysis, this research seeks to analyse how the impact of social injustice in the Nigeria state has led to the bigger problem of ethnic cleavages which has further prevented the country from attaining any meaningful development. Balewa a former Prime Minister of Nigeria, states that some problems facing the nation include the problems of indiscipline, tribalism, lack of patriotism and declining productivity. But one of the most obvious is the tribal prejudice inherent in the nation’s polity as a result of the inequitable distribution of the ethnic groups across her landscape and the persistent attempt of the giant ethnic groups to monopolize control over state resources thereby usurping and undermining the far lesser groups in the nation’s polity. This assertion has been arrived at having keenly analysed the views, lamentations, opinions and findings of some Nigerian socio-political thinkers on the problem of social injustice in the Nigerian state (Oyeshile, 2005). According to these authors, it is the repressing of the interests of some groups (disadvantaged in size, status, ethnicity, etc.) that has characterized the bane of attaining social justice and by extension, social development in the country (ibid). Anikpo identified the appropriation of available resources in Nigeria as characterized by the fundamental concept of Marx’s theory which defines the instability arising particularly from distorted production and rewarded system; as societal goods are distributed to individuals based on their social class or productivity ability. Hence, this situation of polarization of various ethnic groups, social groups and class lines, etc. has led to the formation of ethnic militias raising several questions about social justice in the society. According to Oyeshile (2005), social injustice in terms of unfair and inequitable distribution of social goods satisfactorily among the multi ethnic groups in Nigeria over the years has resulted in the sharpening of the individual’s allegiance to ethnic inclinations rather than to state authority.1 This reality, according to him, has led to the weakening of the federal government and state authorities in propagating agendas of national interest and development, â€Å"since it has become the case that issues of national interest can no longer be considered in their own merits but on how they affect the ethnic groups†2. In other words, the diversities in a contest complicated differences in language, religion and level of economic attainment has further disintegrate the various ethnic tribes in the Nigerian state. In buttressing the above claim, Oguejiofor (2005) refers to the attitude of Nigerians towards the annulment of the June 12, 1993 election, an election which could have consolidated democratic rule in the country years ago. According to him, the North did not want a revisit of the June 12 election simply because its annulment ensured that it (the North) remain in control of power. He states further that â€Å"the other sections of Nigeria did not see their interest attacked by the cancellation of the election (and as such did not protest), while for most Yoruba who mounted serious protest, it was doubtful whether they would have done so if the candidate who won the election were not of Yoruba extraction† (ibid). In a further analysis of the Nigerian socio-political situation, Oladipo observed another deepening effect of social injustice in the Nigeria polity. He observed that at the receiving end of the ethic pervasiveness, structural imbalance and poor distribution of social w ealth, is the common man. The common man in Nigeria has, for reasons quoted above, found life extremely burdensome and unbearable because of the inability to access the essential things of life. Oladipo further made a call for the restructuring of the body polity of the country from an ethical and ideological perspective4. Furthermore, Ograh (2014) avers that structural imbalance and social injustice in Nigeria is represented in two main forms. Firstly, in the exertion of control and appropriation of state resources by more advantaged ethnic groups over the disadvantaged ones even when the later seem to be the main producers of such resources. Secondly, structural imbalance and social injustice in the Nigeria polity consists in the overwhelming gulp between the living standards of the few elite citizens and the majority commoners. Having considered the above analysis, it is clear therefore that measures must be taken towards restructuring the social order in Nigeria in order for meaningful progress and development can be achieved. Sadly, only few attempts have been made by the government towards achieving the aforementioned objective. Even those few attempts have ended in futility because as Oladipo () acknowledges that where the ideological underpinning is strong and resilient the society survives and thrive but where it is weak, the society’s capacity for social progress becomes impaired5. What this means is that there is need for strong ideological foundation for the rectification of the social disorder and injustice which is on display in Nigeria. This is where I find the theoretical postulations of John Rawls on social justice very useful because Rawls’ conception of justice contains ideological guides for rectifying social injustices in multi-ethnic societies like the Nigerian federation. R awls believes that the major function of the basic structure of any society is to distribute the benefits and burdens of that society equitably. The benefits of social cooperation, are wealth and income, food and shelter, authority and power, right and benefits among others while the business of the social cooperation included, duties, obligations and liabilities. However, the most important value of this research is to reemphasize the critical role of the concept of social justice in the formation and sustenance of a stable, viable, humane and progressive society.

Charles Mingus Essay -- Biographies Biography Mingus Essays

Charles Mingus Charles Mingus was born on 22 April 1922 in Los Angeles, California. His father joined the army in 1915 after a frustrating career in the post office. His mother died only five months after Mingus was born. The times were hard in Los Angeles, as more and more poor people migrated into the city, and the small suburb of Watts turned into a black ghetto inside of a single decade. But young Mingus was pretty much protected from all the social pressure. His family was basically middle-class. His father has remarried, and Mingus’ step mother had soon taken an active role in his education. Mamie Carson Mingus encouraged her step-children to take an interest in music. This has soon taken shape in the form of violin and piano lessons for Mingus’ older sisters. Apart from the sound of his sisters practicing, the only music allowed in the house was religious music picked up through the radio. But the radio also opened Mingus for African-American music, namely Jazz and Blues. The trips to the local church were also musical as well as spiritual. The yelling and shouting in the church were actually not so different from the sounds of a big band. Mingus had also taken to the piano, just by lifting the lid and trying the keys, and it had become clear to his parents that he had a good ear. At age six Mingus was given a trombone. After a few years of frustrating musical experiences, it was suggested that Mingus pick up the cello. As his interest in Jazz grew, especially after listening to Duke on the radio, he became convinced that the bass was his instrument. Mingus’ first bassist role model was Joe Comfort, who played with Lionel Hampton and Nat King Cole. Comfort lived in the same neighborhood, and was playing gigs with the musicians that Mingus grew up with. However, true inspiration came from meeting Red Callender, who came from the East Coast and played with the likes of Louis Armstrong. 16-year old Mingus became a devout follower and good friend. The sound that would later identify Mingus, full yet sharp, comes from directly from Callender’s influence. Another major influence on all young bassists of that period is the work of Jimmy Blanton with the Duke Ellington orchestra, which had broken new ground in terms of the exposure of the bass as a solo instrument and its unique role in Ellington’s compositions. Arou... ...es Two, with George Adams on tenor and avant-garde pianist Don Pullen. The full power of Mingus’ music with its frequent tempo changes and structural irregularity was finally completely realized. Especially the two center pieces in both albums, Sue’s Changes and Orange Was the Color of Her Dress, Then Silk Blue, show this clearly. Although the bass part is less pronounced then in earlier years, owing to Mingus deteriorating health, the other players more than make up for this, and render his music in a way which is true to his aesthetics. Mingus died on 5 January 1979 from Amyotrophic Lateral Sclerosis. In the last two years of his life he has lost the ability to play and later the use of his whole body. Mingus last works as a composer are songs he composed for Joni Mitchell by singing into a tape recorder. He was honored by many tributes after his death from his fellow musicians. Of special notice is the Epitaph project, led by Gunther Schuller which, while in my humble opinion is not very successful, tries to recapture the special spirit in Mingus’ music. Today the music of Mingus is still being played by the Mingus Big Band, formed by his widow Sue Graham Mingus.

A Cappella? Is That How You Spell It? :: essays research papers

A Cappella? Is That How You Spell It? The phrase a cappella is among the most butchered and misunderstood musical terms. The predominant, and most "correct" spelling, is ... a cappella - two words, two "p's", two "l's." A Cappella, A Picky Definition Musicologists have fun debating the extent to which a cappella, 'in the style of the chapel,' can include instrumental accompaniment. Some argue that early sacred a cappella performances would sometimes include instruments that double a human voice part. So, the correct definition of a cappella should be something like 'singing without independent instrumental accompaniment.' At Primarily A Cappella, we are trying to popularize this style of music, so we like to keep it simple. a cappella - two words, two "p's", two "l's." singing without instruments A Capella? Some musical dictionaries indicate that the Italian a cappella is preferred over the Latin a capella (one "p") yet both are technically correct. Why do those dictionaries muddy the waters with two spellings? The phrase was first used in Italian Catholic churches, where Latin was the language for sacred text. Thus, the Latin spelling for 'in the style of the chapel' - a capella - has some historical basis. However, most other musical terms - forte, accelerando, and many others - are Italian in origin. Since the Italian spelling is more consistent with other musical terms, it has been used more frequently. Given the difficulty of spelling our favorite style of music, we'd like to endorse the simplicity of a single spelling: a cappella - two words, two "p's", two "l's." singing without instruments Acappella Joining the two Italian words together to make Acappella is a popular variation in the U.S. For many streetcorner singing fans, Acappella means unaccompanied singing of 'fifties (and early 'sixties) songs. There were a series of recordings released in the early 1960's of Mid-Atlantic unaccompanied doo-wop groups called "The Best of Acappella." The liner notes on the first LP noted that Acappella means "singing without music." In this matter we do tend towards being picky - instruments do not alone music make! A cappella (or Acappella) singers make music while they are ... singing without instruments A more recent, second meaning of Acappella has emerged. The Contemporary Christian group Acappella is the first formed by prolific songwriter Keith Lancaster. In the early 1990's he added Acappella Vocal Band (now mostly known as AVB) and "Acappella: The Series" which uses studio singers (plus LOTS of electronic help) to perform songs around specific themes. All of these efforts are now combined in The Acappella Company. The good news is they have sold millions of recordings and have contributed greatly to the awareness of a

Henry Ford :: essays research papers

Henry Ford was born on July 30, 1863 and died on April 7, 1947. Henry Ford was the son of William Ford, who had emigrated from Ireland in 1847 and settled on a farm in Dearborn, Michigan. Henry disliked farm life and had a natural aptitude for machinery. When he was 15 he went to Detroit and trained as a machinist. Henry Ford began to experiment with a horseless carriage in 1890 and completed his first car, the quadricycle, in about 1896. During the following years he tried unsuccessfully to get it into production. In 1903 he launched the Ford Motor Company with a capital of $100,000 of which $28,000 was in cash. By the time he had formulated his ideal of production: " The way to make automobiles is to make one automobile like another automobile, to make them all alike.He achieved spectacular success with the Model T Ford, introduced in 1809 and eventually produced in 1903 on the moving assembly line. Henry Ford was a major figure in the world's automobile industry for the next 15 years. His production methods were intensively studied and he also startled the world instituting (1914) the then high wage scale of $5 a day. Ford thus became a figure of legend, the native genius that could work miracles. He had considerable mechanical ability but his conclusions were reached intuitively rather than logically. He ran as a Democratic candidate for the U.S. Senate in 1918 and was narrowly defeated. In 1936 he and his son Edsel established the Ford Foundation, to which they bequeathed much of the company's stock.Henry Ford became a victim of his own success in that he clung to the Model T too long, refusing to recognize that its popularity was fading, and consequently lost first place in the automobile industry to General Motors in 1926. He had turned the presidency of the Ford Motor Company over to Edsel in 1919 but never gave Edsel effective authority. Edsel struggled vainly against this situation, and the frustrations of his position undoubtedly contributed to his death at the age of 50. Edsel's oldest son was released from the navy and made an executive vice-president.

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