Analyzing advertisements the danger of smoking Essay

Analyzing advertisements the danger of smoking - Essay Example contribute unfavorable pregnancy outcome resulting to death and even poor health of the fetus (Ricci and Kyle, 744; Hanson, Venturelli and Fleckenstein, 307). The sad thing, both the mainstream and secondhand smoke from tobacco could have adverse impact on fetus (Hanson, Venturelli and Fleckenstein, 307). Considering that health warnings placed on tobacco package have continuously received acceptance from various countries, it seems there is observed substantial effectiveness on them, particularly on disseminating information about the health dangers associated with smoking. The goal in most of these ads is to continuously keep everyone knowledgeable about the peril of smoking, not just on the smokers’ health, but including non-smokers’ having no exemption for unborn babies. Ads like these must be degrading to tobacco products, but for as long as these offerings continue to contribute high amount of tax, the government can only regulate warnings such as â€Å"Government Warning: Cigarette Smoking is Dangerous to your Health,† which in some countries have been revolutionized by placing actual pictorials of health warnings on tobacco package, just as presented in this

Current event in medical organization Essay Example | Topics and Well Written Essays - 1000 words - 1

Current event in medical organization - Essay Example consequently, such prescriptions could result into addiction, occasional psychosis and anxiety. Doctors recommend timely diagnosis which works to counter the effects of the disorder at least at an early age. The American Psychiatric Association is working on a bid to ensure that an increased number of teenagers can access prescribed medication after diagnosis. This article reveals the disorder is as a result of abnormal chemical imbalance in the brain. The chemicals interfere with an individual’s attention skills and impulse control as well. Patient and doctors advocates have never seized to differ of the rising diagnosis rates. Proponents hold the school of thought that the rising rates indicate proper management of the disorder. Opponents on the other hand think that the respective prescriptions only work to calm an individual’s behavior. The disorder can readily be determined through extensive talks with parents, patients and teachers. However, the rising cases of diagnosis and treatment of the disorder should be well managed in order to strike a reasonable balance (Schwarz and Cohen, 2). In line with class work, the article revisits thus highlights the disorder a major in the American society. One is able to understand how the A.D.H.D disorder has been well advertises thus increasing the sale of respective treatments. Additionally, that if left untreated, the disorder could easily affect a child’s academic performance is a genuine concern that only calls for proactive attitude when dealing with the disorder. Alonso-Zaldivar (2) questions the significance of marketing to resolving pertinent issues associated with Obamacare. Obama’s initiative has since received mixed reactions from various stakeholders. It is no wonder that the initiative has been viewed as complex and controversial. This has forced the government to invest heavily on mass marketing to promote awareness in the country. This initiative has been shot

The Use of Hand-held Cameras in “After Life” Essay Example for Free

The Use of Hand-held Cameras in â€Å"After Life† Essay Hirokazu Kore-eda’s â€Å"After Life† portrays the importance of making beautiful memories that would last forever. It is about death but deals more with choosing the best memory a dead person can remember and wants to remember for the rest of eternity. Twenty-two souls came to a â€Å"waystation† between life and death where they were asked to choose one precious memory. After choosing a memory, it would be recreated and filmed by the â€Å"staff† at the station. The â€Å"staff† were also dead persons who were not able to leave the place because of difficulty in choosing the memory they want to take with them. In this movie, hand-held camera techniques are used in a concrete pattern to recreate the dead peoples memories. The cameras were also used to record their interviews wherein they try to explain and give details of their specific memories. This was especially seen with the prostitute, pilot, and Tatara Kimiko. According to Kore-eda, he used scripted and unscripted dialogs in the film by non-actors and professional actors (Derek, 1998, n. p). He actually included non-actors to relate their real memories. In the beginning of the movie, characters were filmed with fixed cameras and they were seen having a hard time choosing their memories. However, with hand-held camera scenes, they were able to choose their memories easily. Although in the scenes where hand-held cameras were used seemed as informal scenes compared to the others, the characters can be seen talking comfortably. It seems that they were having a normal conversation as opposed to a formal interview. The characters were more at ease with the hand-held cameras. This might be because hand-held cameras do not seem as intimidating as those normally used in making movies. Also, when these cameras are used, it can only seem as though a home movie is being done and not a formal movie. The first scene where a hand-held camera was used was when the prostitute was having tea with Takuro Sugie, one of the counselors. They had their conversation in a casual way while drinking tea. The hand-held camera technique started when the counselor showed a picture of a demolished hotel to her, which was a part of her chosen memory. The counselor then found out that something was not right. Soon thereafter, he realized that the prostitute lied about her age. Feeling guilty, she admitted that she lied and even related that she was not with anyone that day and was actually waiting for a man. The hand-held camera focused on her while she was telling the truth, and this showed the development of her character. The second hand-held camera technique appeared on the pilot and Kawashima’s conversation. Kawashima brought pictures of airplanes so he could figure out and recreate the pilots memory and the specific plane that the pilot flew that day. The third hand-held camera technique was when Tatara Kimiko was drawing a red dress on the paper, which she would present to Kawashima. She seemed to be using an unscripted dialog because she was seen struggling to recall her memories. Because it is very natural to forget some things, this was considered unscripted. In the scene, the hand-held camera focused on the red dress that she was sketching because it was the most important part of her memory and would be used on the set to recreate her memory. Hand-held camera techniques appeared throughout the movie while the memories were being recreated. The cameras tried to capture every detail of their stories and facial expressions so that real emotions can be seen by the viewers. In Tatara Kimiko’s scene where she was trying to teach a certain dance to a little girl, the camera followed her every move and kept the focus on her face rather than the little girl learning the dance. This scene is considered unscripted because she tried to remember the dance and even changed some of the details because she was not able to remember the exact details of the dance. The hand-held cameras tried to record her real story in a natural way and she would not have the chance to make up things because this would be easily seen on hand-held cameras. The movie â€Å"After Life† demonstrates hand-held camera techniques that will allow the viewers to get close with the characters. Compared with other cameras, hand-held cameras are able to show the real emotions and sensitivity of the characters. This is seen in scenes where characters tend to talk in an unscripted way in order to capture the real story and recreate this on the set. Real emotions can be seen when individuals are on their most unguarded moments. This is when people do and say things that they normally keep to themselves because they feel that no one is listening. Although it may seem to be an invasion of ones privacy, it is a very good way to record a persons true character, which would help make a great recreation of a memory. Hand-held cameras make it easier for viewers to understand the development of the characters of the movie. This movie shows how important memories are to a persons life. It is hard to choose one memory from all the years of existence of one individual but it is harder to remember the specific details of that one memory. It is like a dream where everything is blurred and only a certain moment or conversation of the whole memory can be remembered. Moreover, the pressure of choosing one special memory out of all the memories a person can have to take in eternity is also hard. Certainly, one memory is not enough. Because memories are hard to remember, which makes it hard to recreate, hand-held cameras contribute greatly in the making of this movie. There are just some things that can be only seen through the lens of a hand-held camera and this is what makes â€Å"After Life† a

A Book Report On Go Ask Alice English Literature Essay

A Book Report On Go Ask Alice English Literature Essay Alice is the main character. She is the writer of the diary. Alice is fifteen years old and dies when she just turned 17. Her name is not known, her name is not mentioned in the book, so the gave her the name Alice. She is very shy, and not self-confident. Especially in the beginning of the story, she is not very happy with her weight and it takes a long time to find new friends when they move to another city. After she meets a lot of people and did a lot of things, she learned very much. She is really growing up during the story. She gets a lot of life-experience which gives her more self-confidence. Drugs make her feel like shes got a place in the world. In the end everything is going well, she finally got what she wants and she finally turned her back to drugs. But than she dies at the age of seventeen. Quotes and examples: I dont know why I have to be so insecure and frightened. I havent even known Fawn very long and yet Im almost jealous of all her other friends. I think theyre prettier and smarter and that no one really wants me around which is pretty stupid since they keep inviting me over there all the time. I guess Im just a jerk. I just hope none of them has heard all the rotten stories that went around about me. b) Chris is a very good friend of Alice. Together, the move to San Francisco, and start a new life. Chris is a nice girl, but she also uses a lot of drugs. Joel is a student at the university where Alices father works. She met him at the library, and after their meeting, they are very close friens. Joel is a very nice guy, he works hard, but also wants to be with Alice. He is very faithful to Alice. Even when she uses a lot of drugs. c) Tim and Alexandria (Alices brother and sister) Alices parents Alices grand-parents -Richie Ted Roger A couple of people at Alices school -Gerta -Beth 5. Message While reading the book you can learn more about drugs and drug addiction. You also can learn that you never should use drugs. I think the writer, Alice, has written this story because she was writing a diary about her drug addiction. I think the editors have made a book of Alices diary, to show everyone the dangerous of drugs. The hidden message is conveyed to the reader, because Alice, a drug addict herself tells about her experiences with drugs. The most experiences are tragic. And it shows that you never should use drugs. Quotes: The garbage that goes with drugs makes the price too goddamned high for anyone to pay. After youve had it, there isnt even life without drugs. Its a prodding , colourless, dissonant bare existence. When I go into counselling Im really going to try to make kids see that getting into drugs simply isnt worth the bull shit! B: YOUR OPINION: 1. Which character(s) did you like? Joel and Chris Joel: A student of the school where Alice s father works. Alice can trust him, she can tell him everything and he is very faithful. Chris: Chris, is a very good friend of Alice. Shes a nice girl. She wants to support Alice. The girls van trust each other and move together to San Francisco. Quotes and examples: Joel: I met a boy in the library today. His name is Joel Reems and he; s a freshman. We studied together, then he walked me over to daddys office. Daddy was so busy, so we sat on the front steps of his building and waited for him. I decided to not pretend to Joel, but just to tell the truth about myself and let him take it or leave it (well almost all the truth). I told him I was only sixteen and just had library privileges because of my dad. He s really a very sweet guy, because he just laughed and said that it was all right because he hadnt planned to ask me to marry him this semester anyway. When dad came out, he sat on the steps for a while and the three of us talked like we had known each other always. It was great! Before Joel left he asked me when Id be studying again and I said that I spent my entire waking hours studying, which seemed to please him. Chris: Chris feels a little guilty but Im delighted that we turned on again, we belong to the world! The world belongs to us! 2. Which character did you dislike? Richie and a couple of people of Alice s school. Richie used Alice, and make her use more drugs. He was not good for Alice. I also disliked a couple of people of Alices school. The people threw drugs in her bag and in her food. These are the children who bullied her. Examples and quotes: Richie: Richie and I never go anywhere. Its almost a ritual for him to pick me up, spend a few minutes with my parents and then rush over to the apartment he shares with Ted. I really wish we could be together stoned every night, but he only let me come over when he restocks my acid supply and gives me enough grass and barbs to last me until I see him again. People of Alices school: I was walking home from the store and a carload of kids pulled up beside me and began shouting things like: well, if it isnt easy lay, Mary Pure. No, its Miss Fink Mouth. Miss super Fink Mouth. Miss Double Triple Fink Mouth. I wonder what would happen if we stashed some shit in her old mans car? Wouldnt that be great having her father, the professor, picked up? Then they called me every rotten name in the book and roared of laughing hysterically, leaving me some emotionally crushed and battered and beaten. I think theyre just threatening me, trying to drive me crazy. But who knows? 3. What did you feel when you read the story? It was very beautiful, but also exciting to read Alices first drug-experience. Beautiful: She describes it, as something wonderful, a beautiful experience. But I felt also excited, because I knew that, this first experience was the reason for her whole drug addiction. Examples and quotes: My whole body was tense at every muscle and a feeling of weird apprehension swept over me, strangled me, suffocated me. When I opened my eyes, I realized that it was just Bill who had put his arm around my shoulder. Lucky you, he was saying in a slow-motioned record on the wrong speed voice, but dont worry, Ill baby-sit you. This will be a good trip. Come on, relax, enjoy it. He caressed my face and neck tenderly, and said, Honestly, I wont let anything bad happen to you. Suddenly he seemed to be repeating himself over and over like a slow-motioned echo chamber. I started laughing, wildly hysterically. It struck me as the funniest, most absurd thing I had ever heard. Then I noticed the strange shifting patterns on the ceiling. Bill pulled me down and my head rested in his lap as I watched the pattern change to swirling colours, great fields of reds, blues and yellows. I tried to share the beauty with the others, but my words came out soggy, wet and dripping or tasting of colour. I pulled myself up and began walking, feeling a slight chill which crept inside as well as outside my body. I wanted to tell Bill, but all I could do was laugh. Soon whole trains of thought started to appear between each word. I had found the perfect and true and original language, used by Adam and Eve, but when I tried to explain, the words I used had little to do with my thinking. I was losing it, it was slipping out of my grasp, this wonderful and priceless and true thing which must be saved for posterity. I felt terrible and finally I couldnt talk at all and slumped back onto the floor, closed my eyes and the music began to absorb me physically. I could smell it and touch it and feel it as well hear it. Never had anything ever been so beautiful. It was a part of every single instrument, literally a part. Each note had a character, shape and colour all its very rest of the score so that I could consider its relationship to the whole composition, before the net note sounded. My mind possessed the wisdom of the ages and there were no words adequate to describe them 4. What is your favourite part? My favourite part of the book, is the part where Alice met Joel and she felt in love with him. This is almost the only happy thing in Alices life. Joel supports her. And never let her down. 5. What do you think about the theme? Yes, I know a bit more about drugs addiction now. I new a lot about drug addiction before reading the book. But now I saw this theme through the eyes of a drug addict. And while reading this book, I know that I never will use drugs. The writer made the message clear by telling that you can easily become an addict and that it may become your death. And that its not always a nice experience when you use drugs. I think this message is very important. Especially because more people are using drugs. Drugs arent good for your health and you can get addicted. So less people should use drugs. 6. Questions to the writer. -What do you think of the people who edit you diary? Dont you think your privacy is violated, now the whole world can read through your feelings and memories? -That final overdose, was it accidentally, or intentional? -What would you do when you were still alive? -I would like to know this answer because Alice didnt edit her diary herself. She never knew that her diary has become a book. -I would like to know this answer because, when you read the part of the final overdose, you dont know if it was accidentally or intentional. -I would like to know this answer because, Alice is now dead. But I wonder when she was still alive, would she go further with her drug addiction or would she go searching for help and start a new life. C: THE SUMMARY Summary: Page 1-19 At the 16th of September Alice starts writing her diary. Her boyfriend Roger has broken up with her. She felt like her whole world collapsed. But then everything seems to be better, she and her parents would move to another city. She decided to start a new happy life. She wanted to change. And she wanted to lose pounds and started a died. Alice is a bit afraid to move and isnt sure if this is the right decision. At the 4th of January they moved. She thinks the house is beautiful. She didnt like her first school day. No one had spoken to her. But a few days later she found a miserably, nobody friend named Gerta. Then she met a Jewish girl, Beth. Who she thinks is really nice and she can trust her. Page 20-39 In the summer Beth has to go on a Jewish summer camp. Alice goes in the summer to her grandparents. Jill asked Alice to go to an Autograph party. The people at Jills party had done something in her drink. This became her first drug experience. Alice went on a date with Bill. He introduces her torpedos and speed. She had used it. Her grandpa has had a little heart attack. Jill invited Alice to a party. But she uses her grandparents as excuse. Bill called her to go on a date. Her grandmother insists her to go out. But she only want to baby sit when he wants a trip. But when she was at Bills house she decided to go on a last trip. She isnt no longer a virgin anymore. Shes afraid that shes pregnant. She wanted to go home. But her mom and dad thought that she should wait until next week to come home. Roger came by with his parents to visit Alice and her grandparents. Roger kissed her. Alice finally goes to her home. Roger wrote her a letter asking her if she was all right. But she hadnt got the energy to answer him. She got to see the doctor. He gave her sleeping pills. Her period started. So she wasnt pregnant. Now she can throw away her sleeping pills. Beth came back from camp. But shes hardly the same person. Roger is definitely going to the military school. Page 40-59 He went with Chris to the town to drink some coffee. Chris gave Alice a red candy type thing. And told her to use it so she would feel better. Chris is going to try that Alice gets a job with her. Alice got the job. She had to take Dexies to stay high at school and at work and on dates and to do her homework. Chris and Alice are ready to cut out. Chris has a friend in San Francisco who could help them get a job. She smoked pot for the first time. And she thought that is was even greater than she expected. Richie gave Alice some joints to smoke when shes alone. Alice and Chris are thinking about quitting their jobs. Alices deeply in love with Richie and she wanted to spend as much time with him as she can. Alice and Chris sold drugs for getting some money. Richie only lets Alice come over to restock her acid supply.Shes pushing at high school. She even sold drug to the kids on the grade school. She found Richie and Ted in their apartment making love to each other. Chris and Alice decided its impossible to change while theyre hereso theyre going to cut out and go to San Francisco. Alice decided that she has got to turn Richie in to the police. Alice was sneaking off in the middle of the night to Salt lake city and San Francisco. Its hard for Chris and Alice to find a job. Alice took a job in some crappy little lingerie store. Alice is getting more homesick every day. She thought of going home, when she wasnt so afraid of Richie. She quitted her Job and was looking for a more interesting one. She got a job, by a Mario Mellani shop. She likes her new job. Mr. Mellani invited her to go to his home. She liked it. Shelia invited Chris and Alice to a party. At Shelias party Alice smelled something, it was a joint. One of the men passed her a joint. Shelia has parties almost every night. And Chris and Alice are always invited. They nearly always using her place as a crash pad. Rod, Shelias current boyfriend introduced them to heroin. At first they were a little afraid. But they did use it. Then Alice realized that Rod and Shelia had taken turns raping Chris and Alice and treating them sadistically and brutally. Chris and Alice decided to leave this screwed up scene. They decided that they maybe should start a shop close to Berkeley. Page 60- 79 They found a new home, close to Berkeley. They made a shop of the half part of the apartment. The showroom looks adorable. Theyre doing good business. Alice is thinking a lot about going home. She wanted to go home around Christmas. Alice called her mother. She was so glad to hear something from Alice. And Alice told her that they did be back on the first plane. Shes glad to be home again and see her mom, dad, grandparents, brother and sister. Alice wanted to be sure that Richie and Ted dropped out. Alice felt grown-up. Her mom and that were planning a New-years party. It was really fun. Alice started school again. Joe came to her asking if she was holding. She was almost forgotten that so short a time ago she was a pusher. Alices family and Chris spent the weekend in the mountains. It was really great. Lane insisted Alice to get him a new contact. He made her promise to get at least a lit for tonight. George took Alice on a date, but it was all ruined because Joe and Lane were in her head tonight. She had used drugs again. Lane was hit. Alices mom and dad sent her to a headshrinker. Lane was sent to a lock-in, dry-out school. Alice got high and left home with some other kids. When shes in some town, she cant find any of the kids she came with. She went to a church. The people helped her. She got a shower, clothes and food. She met Doris in the doctors waiting room. She said that Alice could come share her pad. Doris had a whole can of pot. Page 80-89 Doris went really low. Alice and Doris ran out of pot and money. They were hungry. Alice caught a cold. She was very sick. Alice and Doris wanted to cut out of that asinine assed place. They wanted to go to a rally in Southern California. They got a ride. But the truck driver threaded them badly. So they took another ride. The rally in Southern California itself was great. Acid, booze and pot as free as the air. Alice had to have sex, if she didnt, her supply would be cut off. Alice talked to and old priest who really understood young people. He called her mom and dad. The still loved her and came to get her. If Alice is out of school she wants to help people like her. Page 90-109 Alice started a new diary. Alice thought that drugs werent worth the bull shit. Her grandparents came to visit her. They looked much older. She wanted to make her grandparents proud again. She had to go back to school again. While Alice was lying on her bed, planning her mothers birthday, she got a sort of awful flash back, that she would rather forget. Jan asked Alice to go to a party, but she said:no thanks. Alices grandpa had had a stroke. Her grandpa is doing worse. Hes in a coma. Than her grandpa died. Someone had put a joint into Alices purse. She was scared. Alice met Joel at the school library. He walked every day with her to her dads office. Joel came over to Alices home. It became a fantastic evening. Her dad is trying to get Joel a scholarship. Page 110-129 Jan came over and wanted to baby sit. But she was really stoned. So Alice called her parents. Jan told something to everyone at school. So everyone looked and laughed at her. Alice acted like she was sick, so she didnt had to go to school. Alice met Marcie in the supermarket. She asked Alice to go to a party. But Alice said:No thank you. At the 16th of June, Alices grandmother died in her sleep. Joel gave her Alice a lot of strength and offered her to go to the funeral. When Joel left, he kissed her on the lips for the very first time. Alice was one day walking on the street when some guy she even didnt knew grabbed her and kissed her. It was very humiliating. She was very frightened. Her mother wanted to drive her to the university to see Joel. And Alice told him everything. But he understood her. Then she went in some kind of hospital jail. Her hands were completely damaged. Alice found out how she got the acid. Her dad says that someone put it on the chocolate covered peanuts. She thought that she had worms all over her. So when she tried to put them off, she had hurt herself. Alice got a package of letters from Joel. Alice had to go to a youth center, a crazy house. She was scared. Page 130-149 At the youth center were a lot of crazy people. She got to talk to Dr. Miller. He told her that no one could help her in the youth center. She first had to admit that she had a problem. When they were in the recreation room. Alice asked Babbie to talk in her room. But Babbie thought that Alice wanted sex with her. After school she had group therapy. But she didnt said much. Her mom and dad came to visit her. She had a session with doctor Miller. She told him about her social work plans. He said that she must talk to other kids about their backgrounds. They went swimming with everyone. In the bus Alice was sitting next to Margie. She asked Alice to go with her and take off. Alices mom and dad came to visit her again and brought a letter from Joel. Alice could finally go to home. She was happy to be at her house again. Her dad had to go to work at somewhere else. But theyre not going through Chicago after all. Theyre making staff changes at the university and her Dad has got to get back. Page 150-159 Alice met Fawn at the store and she invited Alice to come over and go swimming in their pool. Alices old piano teacher asked her to be a solist at her outstanding student recital. She got another letter from Joel. He cant wait to see her. Alice went to a party of Fawn. It was great. Frank asked Alice out. But she said that she was too busy with family things. Joel was visiting her at her home. He kissed her again. She had to go to school again. But shes scared. She decided not keeping a diary anymore. Alice died three weeks after she decided not keeping a diary anymore. Her parents found her dead. If it was an accidental overdose or a premeditated overdose, no one knows. Expectations: I expected that everything would came good with Alice. I expected that she would do anything to stay away from the drugs. The book didnt end the way I had expected. Alice died instead of everything would be good. I would have liked it to end in a different way. I would have liked it that Alice was still alive. And that she good live her life further without drugs. Overall opinion: I liked the book, because while reading this book I know a lot more about drugs. I also liked the book because you can see everything through the eyes of a drug addict. And normally you only hear stories about drugs from people who have never used drugs.

Comparisons betwen the movie One Flew over a Cuckoos Nest and a visit to a mental institution :: essays research papers

In this paper I will be comparing the visit to the State Mental Institution and the movie One Flew Over a Cuckoo's Nest. I think the two aspects of metal illnesses has had a effect on the way I see people who are not mentally stable. The three topics that are being compared are; staff concerns, spiritual development, and treatment methods. In the movie One Flew Over a Cuckoo's Nest the staff concernments was different from the staff concernments at the mental institution. In the movie nurse Ratchet was an bad influence to the patients who needed to be helped in the social groups. Instead of nurse Ratchet listening to the patients, she patronized and compressed them into their own kind of thinking. I think instead of helping them, Ms. Ratchet only mad the worst come out of the patients because of the way she downed their inner feelings and did not treat them as real people . From the visit at the State Hospital, the staff seem to real care about the patients and their mental stableness. I think with most mental illness people can really get help from people who actually care. If the staff really listen to what their patients have to say, then a patient can only be lead to better health. I think in any mental institution spiritual development with God should be allowed regardless of anything. In the movie, there really was not anything spiritual that was talked about. I think that if the nurse's and the patients had a spiritual side to them, then the sessions that took place could have been more helpful to the patients. In the State Institutionone staff memeber, told us that spirituality was show in the institution, but not to much because the staff members do not want to force their religion on the patients. The ways of treatment to the patients was an huge difference between a movie and reality. In the movie the shock treatment was heavily used for the patients who would get out of hand in the sessions. I thought that was nurse Ratchet crazy way to deal with the patients mental illnesses. In the movie there was also a time called; Medicine Time, where the patients would line up to take their medicine. In the State Institution we really did not see any patients lining up for their medicine, because they were treated like people.

My Day in Africa Essay -- Descriptive Essay Examples

My day in Africa was one I'll not soon forget. I toured two major cities of Morocco-land of mystery, enticement, and enchantment. I was expecting belly dancers, snake charmers, and many exotic sights filled with color and intricate decoration. While I did see some of what I expected, the majority of what I saw was totally unexpected and will haunt me forever. As I boarded the ship that was to take me across the Mediterranean Sea to the northern shores of Morocco, I felt an array of mixed emotions. Mainly, I was excited. After all, I was only 13 and about to become "tricontinental." The previous five days I had spent in sunny Spain, and now I was to travel to Africa for one day. Besides excited, I also felt deeply intrigued and mystified. Moroccans practice the Muslim religion, and Arabic is one of their main languages. This may seem a bit prejudiced, but as I took my seat in the boat, the song "Arabian Nights" was playing over and over in my mind. However, I was dressed very conservatively so as not to offend anybody. The boat ride took only about 45 minutes. After we had docked and debarked the ship, we were led straight to a bus. My first glimpse of Africa wasn't too exciting, since it was just pretty much like Andalucia, the southern region of Spain. It was a little warmer here, though, being so close to the equator. We rode for a while and then stopped to have our passports checked in a city owned by Spain. This is when I had my first "real" glimpse of Morocco. There was trash strewn all over alongside the old, cracked pavement of the road. Natives attending to their business stopped for a moment to stare at the tour bus that held so many foreigners. Of course, they could scarcely see us because of the tinted ... ...ed fezzes, which he sold for 2000 pesetas, or about 10 dollars. I said, "No, thank you." The man replied, "Oh, you buy from in store but don't buy from the street, eh?" I honestly didn't know what to say, so I just said, "I'm sorry." His reply was, "I bet." I just kept on walking, feeling very guilty. But as it turned out, he gave my mom a 1000 peseta discount, so she bought three of the hats. As I boarded the bus, I felt relieved to be leaving Morocco behind me. But then I looked back at all the people, some of them children, and thought how difficult it must be to have to go through hardships every single day, hardships worse than anything we modern Americans have ever endured. I was leaving Morocco, but these people had no way out. Even today, the sights and sounds of its cities still haunt me. I suppose those memories always will. Â   My Day in Africa Essay -- Descriptive Essay Examples My day in Africa was one I'll not soon forget. I toured two major cities of Morocco-land of mystery, enticement, and enchantment. I was expecting belly dancers, snake charmers, and many exotic sights filled with color and intricate decoration. While I did see some of what I expected, the majority of what I saw was totally unexpected and will haunt me forever. As I boarded the ship that was to take me across the Mediterranean Sea to the northern shores of Morocco, I felt an array of mixed emotions. Mainly, I was excited. After all, I was only 13 and about to become "tricontinental." The previous five days I had spent in sunny Spain, and now I was to travel to Africa for one day. Besides excited, I also felt deeply intrigued and mystified. Moroccans practice the Muslim religion, and Arabic is one of their main languages. This may seem a bit prejudiced, but as I took my seat in the boat, the song "Arabian Nights" was playing over and over in my mind. However, I was dressed very conservatively so as not to offend anybody. The boat ride took only about 45 minutes. After we had docked and debarked the ship, we were led straight to a bus. My first glimpse of Africa wasn't too exciting, since it was just pretty much like Andalucia, the southern region of Spain. It was a little warmer here, though, being so close to the equator. We rode for a while and then stopped to have our passports checked in a city owned by Spain. This is when I had my first "real" glimpse of Morocco. There was trash strewn all over alongside the old, cracked pavement of the road. Natives attending to their business stopped for a moment to stare at the tour bus that held so many foreigners. Of course, they could scarcely see us because of the tinted ... ...ed fezzes, which he sold for 2000 pesetas, or about 10 dollars. I said, "No, thank you." The man replied, "Oh, you buy from in store but don't buy from the street, eh?" I honestly didn't know what to say, so I just said, "I'm sorry." His reply was, "I bet." I just kept on walking, feeling very guilty. But as it turned out, he gave my mom a 1000 peseta discount, so she bought three of the hats. As I boarded the bus, I felt relieved to be leaving Morocco behind me. But then I looked back at all the people, some of them children, and thought how difficult it must be to have to go through hardships every single day, hardships worse than anything we modern Americans have ever endured. I was leaving Morocco, but these people had no way out. Even today, the sights and sounds of its cities still haunt me. I suppose those memories always will. Â  

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