Corporate Structure of Yamaha

October 28, 2010 Message from the President direction Emphasis on CSR Yamaha flock concourse CSR Policy sort out- long lineament caution carcass Corporate Governan residence collection-wide Quality effrontery Structure Quality centering System Quality Risk attention Quality Improvement Measures Stronger Customer upkeep System Improving Convenience by Standardizing Customer Helpdesks Policies for Retained Earnings and Returns to Sh beholders Pro fighting(a) Investor relations Efforts to Promote Understanding of the go with Inclusion in soci whollyy prudent Investment IndexesInitiatives for Employees introductory Policy on Hiring and Employment Job-Tailored involveing and elaboration Systematic Transmission of accomplishments Initiatives for a Better overwork-Life remainder Assisting Womens Careers Measures to Pr outcome bedevilment Occupational wellness and base hit Policy Administration Initiatives for Business pardners Fair Evaluation and Selection in Partne r Relationships Survey of CSR Measures of Business Partners Contributing to clubhouse Through Sound and MusicSupport for Aspiring Young Musicians Hamamatsu Jazz Week R for each oneing 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 lessening of Emissions Environmental Accounting (Environmental Accounting)Yamaha Group (Environmental Accounting)Resort Facilities (Environmental Accounting)Group Manufacturing Companies regain OverseasContributing to Local Communities Donations in Response to the Sumatra Earthquake Yamaha Kakegawa Grand Piano Factory Restarts Factory Tours Third Round of Tree- computer programmetingShizuoka Contribution Activities at a Local Train Station Hand do Guitar Workshop in Cooperation with College Student Accepting Students for On-theJob Contributing t o Training for Junior High School Teachers Joining to Support the Society to channelize 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 Environment wholey Friendly produces and suffices 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 Chariti es Support Children Marathon Fundraising in Support of Measures to Combat Childhood illness ISO 14001-Certified 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 submission Message from the PresidentYamaha Group CSR Through business activities founded on sound and music, the Yamaha Group strives to achieve its unified objective of Creating Kando* Together. Yamaha Groups philosophy of focusing is customer-oriented and look-conscious, transparent and sound, values people and is in harmony with society, and we belong to fulfill this philosophy in our activities. We consider corporate activities in alignment with this philosophy to be CSR-oriented precaution. In February 2010, we effected the Yamaha Corporation Group CSR Policy, a summary of the Groups approach to CSR. base on this constitution, we intend to o rganize as a whole to nevertheless bear on CSR activities. *Kando (is a Japanese word that) signifies an inspired state of melodic theme. In April 2010, we launched our new medium-term counsel plan, Yamaha Management Plan 125 (YMP125), under which we provide aim to farm the foundations for future growth in the lead up to Yamahas 125th anniversary in 2013. We as puff upspring open 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 carrefours and services.Promoting CSR-oriented management is a crucial comp championnt of our sweat 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 learning of musical culture and the amelioratement of society through our business activities themselves, non as an afterthought. By making the most of Yamahas strengths to let products and services that satisfy all customers who love music, we sack up contribute to the instruction of musical cultures and enrich lives oecumenic.In tandem, as the Yamaha Group develops operations on a globose scale, we believe it is vital to do our part to address the issues faced by topical anesthetic communities, as headspring as worldwide concerns such as globose warming and biodiversity. The Yamaha Group go out continue promoting efforts to address social problems in a variety of elans, focusing on those activities best suited to the particular personality of our businesses. We will make efforts to protrude cultural and groomingal development in each region, use raw materials more efficiently, and reduce the environmental impact of our development and production activities.We will too support forest revitalization as a party that utilizes wood materials to manufacture its products. 2010 CSR Report This fiscal year, our CSR Report take ons features an hard-hitting utilization of wood materials and tree-planting, representing Yamahas relationship to trees in our quest to achieve a sustainable society. We alike offer ex amples of social contribution through sound and music, contributions to topical anaesthetic communities, and environmental conservation initiatives, among former(a)s.The policies and carcasss underlying these activities, as well as environmental data and other basic study, can be found in the digital version of the report available on Yamahas corporate website. We welcome any opinions or suggestions you may have. September 2010 President and interpreter Director, Yamaha Corporation Management Emphasis on CSR The Yamaha Group seeks to implement our corporate philosophy, accompany sustainable business, leverage our core technologies and assets and deepen communication with all stakeholders. Constantly creating Kando* and enriching culturethat is the Yamaha Groups CSR. Kando (is a Japanese word that) signifies an inspired state of mind. Yama ha Corporation Group CSR Policy Our Aim is Creating Kando Together The objective of the Yamaha Corporation Group is to continue to createKando* and enrich culture with technology and passion innate(p) 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 pull ahead streng whence 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 savor 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 importee 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 prote ction activities. . As a corporate citizen that is a section of society, Yamaha contributes to creating a better society by diligently participating in many kinds of activities that further the development of the community and culture. 4. Yamaha complies with laws and lofty 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 clean-livingly 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 managemen t and to tell global competitiveness and a high level of profitability, but also to fulfill its social responsibility through beautiful and sustainable management.In keeping with its corporate philosophy, Yamaha is workings to develop an geological formational structure and mechanisms for management that will form the basis for transparent and high quality corporate governance. Creating a Management Structure Through the circuit board of Directors and Executive Officers As of June 25, 2010, Yamaha has five withdrawors, including two exterior theatre directors. In come in to accelerate decision-making by the Board of Directors and enhance supervisory functions, in fiscal 2011 we have decreased the number of directors serving con afoot(predicate)ly 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 mont hly in principle, and is responsible for the Groups management functions, including proposing Group strategy and the observe and directing of business execution carried out by the divisions. In polariate to clarify responsibilities, directors are appointed for a term of one year. Yamaha also employs an executive officer system, with the purpose of streng consequentlying 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 grandness of these responsibilities.In adm ittance, five senior executive officers oversee the entire Company organization. As group managers, they are responsible for the performance of key divisions within the Company, and manage and direct in a manner eliminate 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 inborn control system.These actions, in conjunction with consistent audits conducted by the Companys 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 comp anies, and infix in Board of Directors showdowns and other important meetings such as management councils.Yamaha has also open a Corporate Auditors Office (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 determine based on periodic progress reports from the accounting auditors of their audits of the Companys 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 residence and rationality. The evaluation results are then used to provide information for the formulation of su ggestions and proposals for rationalization and improvement. In parallel, Yamaha strives to boost audit efficiency by encouraging close contact and coordination 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 tired 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 A uditors meetings, and made statements mainly from his surplusist 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 pr ovide explanations as necessary to enable them to perform a complete preliminary study.When necessary, outside directors are also singlely provided 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, harkening to opinions, and backup look into and data collection. Fundamental Concept of the Internal Control SystemYamaha has established an internal control system pursuant to Japans 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 Yamahas accounting and financial data, and lead to stronger compliance, asset soundness, and risk management capabilities.The Yamaha Group has defined an internal control indemnity 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 perseverance 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 Japans 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 Management Committee began activities at all operational sites and at Group companies, man putting the necessary systems and countermeasures in place to respond to new flu strains and various other risks. complaisance 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 origination of the Compliance Committee and the formulation of the Compliance Code of organize. 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 con tribute to the establishment of a structure suitable for global business development.In April 2008 we enhanced this structure to incorporate unified principles 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 Compliance and Communication Creating a Corporate Culture of Doing the Right intimacy 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 proper(ip) thing, transparently and correctly The results of the Four th Compliance Survey conducted in fiscal 2008 showed the need to comforting a healthy organizational culture and march on communication. Based on this 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 single(a) issues. Starting with a chitchat 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 al l workplaces, allowing a total of around 2,000 employees, mainly managers and executives, to benefit from the seminar. (2) Promoting Compliance e-Learning for All Managers and Executives This e-learning program incorporates the concept of assumption 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 surrounded by November 2009 and June 2010 (96. 1% completion rate). (3) Group Compliance brushsApproximately 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 lay Compliance Meetings (Training for all employees) The committee secretariat provided training tools, inc luding presentation materials, for this training, which had been held 224 times as of April 2010, training a total of 3,340 employees.The secretariat 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 bound 2010) A total of 43 communications were fixd 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 authorization Structure Quality Management System Quality Risk Management Quality Improvement Measures Stronger Customer Support System Imp roving Convenience by Standardizing Customer Helpdesks Quality Management System The Yamaha Group considers customer satisfaction to be its top priority, 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 rear ends 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 self-confidence 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 improving 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, cover ing just about 63% of the workforce on a consolidated basis.Quality Risk Management Measures to Prevent Product preventive Issues The Yamaha Group takes precautions during the development, design, and production stages to prevent any product sen sieve duty issues. Development and design divisions have also tightened their design reviews concerning product rubber eraser 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 repartees to ensure the base hit 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 requirement Action Committee Meeting*. The committe e then advances instruction manual on necessary inspections and corrective measures, decides a proper response with respect to customers, and notifies top management of the circumstance.In fiscal 2009, we decided to directly notify customers and repair rationalize of charge possible defects in one product that could have potentially resulted in injury to customers, filing a recall report with Japans 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 informatio n 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 products that conform to standards, Yamaha Corporations headquarters includes a quality evaluation expertness equipped with an phalanx 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, Yamahas personnel training system contains expert training related to quality assurance, as well as training tailored to individual job positions. The goal of this system is to raise cognizance and enhance skills with respect to quality management. In fiscal 2009, virtually 150 people took courses offered in various areas, including Quality 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 FMEAFailure Mode and Effect Analysis FTAFault 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 customers 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 CorporationYamahas Piano Division is developing new types of pianos that incorporate digital technologies into a traditional p iano. Examples include the Disklavier E3 player piano released in 2009, as well as silent pianos and hybrid pianos. The Disklavier in particular actively incorporates new functions such as Internet connection and simultaneous video recording and playback, crack 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.R epresentatives from the various divisions watch the test subjects from a fracture room, taking notes. Observers pay particular attention to details such as hand movements, which are recorded on video, and following the test they analyze and check 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 C ommunication Center, as a convey of integrating product-specific helpdesks in an effort to improve customer convenience.Moreover, in fiscal 2008, we took steps to improve 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 bribe 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 ma naging service based on these indicators. Through steady efforts in operator training and creating databases of the details of customer inquiries, we are continuously striving to improve the indicators for service quality. 1 Phone system using navi-dial A phone system that utilizes a 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 celestial orbit 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 increasi ng return on equity (ROE) by retaining earnings as appropriate for strengthening Yamahas management position through investments in R, sales capabilities, 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. strength 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 inf ormation 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 Yamahas 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 Yamahas 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 improve 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 worlds most prominent SRI indexes, including the FTSE4Good Global Index (managed by Britains 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 throng We Work with Initiatives for Employees basal Policy on Hiring and Employment Job-Tailored Training and Education Systematic Trans mission of Skills Initiatives for a Better Work-Life Balance Assisting Womens 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 Basic Policy on Hiring and EmploymentThe Yamaha Group observes meshing 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 provides 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 employees 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 make outer development. Each training program is tailored to a specific objective in one of the following categoriesStrategic 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 personnel 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 career paths, and offers Life Design Seminars to support their future careers. Going forward, Yamaha will further strengthen its programs for providing each employee with the highly change 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 experient 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 p urpose.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 real 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 gene ration of employees who will support production activities in the years to come.We will continue to promote skill transmission initiatives and develop our personnel with the goal of being a world- take 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- invigoration 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 treat care dedicate 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 improvement 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 life styles 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 wo rking hours) In an effort to prevent overwork, management and labor have jointly established and implemented guidelines for overtime, and back up employees to utilize paid passs, take special allow for, 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 increase the average number of holi geezerhood taken by all employees during the year by two days. In fiscal 2008, we added an initiative that mandates at least one 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 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 parallelism on further expanding systems for a work-life balance.We ext ended the period of eligibility for shortened work hours for employees with small children, and established a scheme of shortened work hours for parents to participate in initiate events. We also implemented a program of shortened work hours for employees enrolled in bountiful 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 Yamahas 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 start and shortened work hours for childcare Flexible work hours introduced for employees raising small children. Receipt of the Fisca l 2005 Family Friendly Company Award from the Ministry of Health, Labor, and Welfare The award recognized Yamahas 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 care for 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 credit for Yamahas support for the development of the next generation Extension of period of eligibility for shortened work hours for employees with small children Introduction of sy stem for shorter work hours for parents to participate in school events Introduction of an Employee economic aid Program (EAP) Introduction 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 manlike employees to take childcare leave, and I got on board with the idea. I wanted it to be my wife and I who elevated 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 think 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 allones 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 didnt now what to do at all. For about three months after she returned home from the hospital, I would be awakened in the essence 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 soulfulness 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 responsibility for caring for my mother. In the morning I wake my mother up and care for her by changing her array 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 dont think too hard on your own and find someone to consult with, and when you dont strain too hard and ease up on things when you can. Assisting Womens Careers The Yamaha Group holds the dive rsity 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 knowledgeable practice, nationality or other factors.Measures implemented in the past have resulted in about an equal average number of years of continuous employment for male and pistillate 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 recom mended action plan. In order to further accelerate support for womens 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(ip) Measures to Assist Womens 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 trai ning 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 Groups Action Plan to Support Womens Careers Report on Womens Career Support Project Yamaha Travel Service Co. , Ltd. Members and associates of the Womens Career Support Project In April 2009, Yamaha Travel Service Co. , Ltd. launched a Womens 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 undischarged 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 encouraging 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 managem ent 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 problems 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 Groups basic philosophy regarding health and safety, recognizing that ensuring the health and safety of everyone involved in Yamahas business ac tivities constitutes the foundation of those activities, that all employees should work together to promote the formation of a healthy, safe, and comfortable 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 designed to avoid near-miss incidents. In fiscal 20082009, Yamaha Corporations 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 inclination critical points for performing each work procedure more safely, 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 in terview 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 take 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 d ays, 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 sit e level to encourage a self-help approach to promoting good health, including the manner of walking for Health, the Indiaca Tournament, and other events.Fair Evaluation and Selection

The Fictitious Novel A Tale Of Two Cities

A Tale of two Cities In the fictitious novel Tale of Two Cities, the author, Charles the Tempter lays out a brilliant darn. Charles Dickens was born in England on February 7, 1812 nears the south coast. His family moved to London when he was ten years old and rapidly went into debt. To help support him, Charles went to work at a blacking warehouse when he was twelve. His father was soon imprisoned for debt and shortly thereafter the rest of the family pick apart. Charles continued to work at the blacking warehouse even after his father inherited some money and got out of prison.When he was thirteen, Dickens went acantha to school for two years. He later learned shorthand and became a freelance court reporter. He started out as a journalist at the age of twenty and later wrote his first novel, The Pickwick Papers. He went on to write many other novels, including Tale of Two Cities in 1859. Tale of Two Cities takes household in France and England during the troubled times of the French Revolution. There are travels by the characters mingled with the countries, scarce most of the action takes place in capital of France, France.The wineshop in Paris is the hot spot for the French revolutionists, mostly because the wineshop owner, Ernest Defarge, and his wife, Madame Defarge, are primaeval leaders and officials of the revolution. Action in the book is scattered out in many places much(prenominal) as the Bastille, Tellsons Bank, the home of the Manettes, and largely, the ways of Paris. These places help to introduce many characters into the plot. One of the main characters, Madame Therese Defarge, is a major antagonist who seeks revenge, being a key revolutionist.She is real stubborn and unforgiving in her cunning scheme of revenge on the Evermonde family. Throughout the story, she knits shrouds for the intended victims of the revolution. Charles Darnay, one of whom Mrs. Defarge is seeking revenge, is constantly being put on the stand and wants no part of his own lineage. He is a languid protagonist and has a tendency to get arrested and must be bailed out several(prenominal) times during the story. Dr. Alexander Manette, a veteran prisoner of the Bastille and moderate protagonist, cannot escape the memory of being held and sometimes relapses to cobbling shoes.Dr. Manette is somewhat redundant as a character in the novel, but plays a very significant part in the plot. Dr. Manettes daughter, Lucie Manette, a positive protagonist, is loved by many and marries Charles Darnay. She is a quiet, emotional person and a subtle protagonist in the novel. One who never forgot his love for Lucie, the protagonist Sydney Carton changed predominately during the course of the novel. Sydney, a look-alike of Charles Darnay, was introduced as a frustrated, immature alcoholic, but in the end, made the ultimate release for a good friend.These and other characters help to weave an interesting and dramatic plot. Dr. Manette has fair(a) been released from the Bastille, and Lucie, eager to meet her father whom she thought was dead, goes with Mr. Jarvis Lorry to bring him back to England. Dr. Manette is in an insane state from his long prison stay and does nothing but cobble shoes, although he is finally persuaded to go to England. Several years later, Lucie, Dr. Manette, and Mr. Lorry are witnesses at the trial of Charles Darnay.Darnay, earning his living as a tutor, frequently travels between England and France and is accused of treason in his home country of France. He is saved from being prosecuted by Sydney Carton, who a witness confuses for Darnay, thus not making the consequence positive. Darnay ended up being acquitted for his presumed crime. Darnay and Carton both fall in love with Lucie and want to marry her. Carton, an alcoholic at the time, realizes that a consanguinity with Lucie is impossible, but he still tells her that he loves her and would do anything for her.Darnay and Lucie marry each other on the premises of the two promises between Dr. Manette and Darnay. right hand after the marriage, speckle the newlyweds are on their honeymoon, Dr. Manette has relapsed and cobbles shoes for nine days straight. Frances citizens arm themselves for a revolution and, led by the Defarges, start the revolution by vulturous the Bastille. Shortly before the start of the revolution, the Marquis runs over a child in the streets of Paris. Gaspard, the child s father, who is also a part of the revolution, assassinates him soon after. tierce years later, right in the middle of the revolution, Darnay is called to France to help Gabelle, an old friend. As soon as he goes down what seems to be a one-way street to France, he is arrested (in France) for being an enemy of the state. Dr. Manette, Lucie, and the Darnays daughter go shortly after to Paris to see if they can be of any help to Charles. When the delay trial finally takes place, Dr. Manette, who is in the peoples favor, uses his influence to free Charles. Th e same day, Charles is re-arrested on charges set forth by the Defarges and one other mystery person.The next day, at a trial that had absolutely no delay, Charles is convicted and sentenced to death. Because of the despondent situation, Dr. Manette has a relapse and cobbles shoe. Sydney Carton overhears plot to kill Lucie, her daughter, and Dr. Manette and has them immediately get jell to leave the country. Carton, having spy contacts, gets into the prison in which Darnay is being held, drugs him and switches places with him. Lucie, Charles, and their daughter successfully leave the country. Sydney Carton, making the ultimate sacrifice, partly for Lucie, goes to the guillotine in place of Charles. comely before he dies, Carton has a vision in which society is greatly improved and the Darnays have a son named after him. This dramatic plot revolves around several central themes. One theme involves revenge. The evil effects of revenge bring out one s bad side. Madame Defarge is the main undecided of this implicit theme. She turns into a killing machine because she must get revenge. An example of this is when she finds out Charles Darnay is an Evermonde and is going to marry Lucie Manette. She knits Darnays name into the death register.Another key theme in the novel has to do with courage and sacrifice. There were many sacrifices in this novel by many different characters. Sydney made the ultimate sacrifice Carton because of his love for Lucie and his friendship with Darnay, Carton is the example of one of the most important themes implied in this book. Carton helps others, and does not think so much of himself. Right before going to the guillotine, Carton sees a better world, a world where he gave to others, not thinking of himself. These themes help outline an interesting story.

Legalized Marijuana and Law Enforcement Essay

marihuana is the well-nigh common illicit dose all all over the realism including the joined States. It is derived from the leaves, flowers, seeds and stem of cannabis sativa. THC, tetrahyrocannabinol is the important active region of haltere. The drug can either be smoked or mixed with foods and bever maturates. In the streets, ganja is ordinarily cognise as the herb, pot, ganja among opposite names. There be many side effect, both short term and prospicient term effect associated with curse of cannabis. However, marihuana has in addition been occasiond aesculapianly in hospitals. Legalization of marijuana in the coupled States has always attracted a heated debate.It is chief(prenominal) to none that marijuana was non discovered yesterday. For the centuries in which the herb has been drilld, it has been completely legal. It is estimated that marijuana has been illegal for slight than one pct the period man has uptaked it. The drug is known to go for been in workout as primaeval as 7000 BC but it was made illegal in the joined States in the twentieth vitamin C. A History of marijuana The history of marijuana laws in the United States is very(prenominal) arouse. The first law relating to marijuana or cannabis sativa to be enacted in the advance(a) day America was in 1619 in Jamestown in Virginia.For many yearn time, the plant had been in use for various functions much(prenominal) as food, incense, rope among otherwises. It is also interesting to none that the first law associate to the herb was a must grow law that shootd all farmers in the colony to grow the crop. A farmer could be exitn to jail or retaliateed for failing to grow the crop due to it shortage in the region in the eighteenth century. The must grow laws were in that respectfore in place for to a greater extent than two centuries. The brass encouraged the farmers to plant the crop due to its importance among the military requirements.However, it is important to note that although the plant was critical in the 17th and 18th century, to an extent of it being used as a legal tender, the public was not cognizant of its uses as a recreational drug until the early 20th century (Inciardi, 1990). In the mid 19th century, over two one thousand acres of consume in the United States was on a lower floor cannabis sativa plantations. The herb was chiefly grown for use in the textile industry. However, the situation changed in the early 20th century due to the large influx of immigrants from Central America especially Mexico.This influx was triggered by the Mexican revolution in the early 20th century. Tension was generated among the small scale farmers and the plantation owners due to the availability of cheap labor from Mexican Americans. The situation was made worse by the fast changing world in the subsequently math of the First World War and the event of the great depression. The increased tension as sanitary as the high result of immigrants from South and Central America made resources scarce and the quality of life in American cities deteriorated significantly.It is important to note that when the immigrants from Mexico arrived in the United States, smoking of marijuana for recreation was common in Mexico but it was unheard among the American population. Consequently, the Mexicans brought with them the herb as sound as the smoking habit. These Mexican immigrants introduced smoking of marijuana in the United States which resulted into the first law prohibiting marijuana in California (Inciardi, 1990). Other than the Mexican immigrants use of marijuana prompting the first law prohibiting preparation of hemp, there were other factors that influenced the enactment of the new law.Most important was the use of the drug by Mormons who had been sent to the Central American lookry in the early 20th century. The Mormons came back with marijuana and they were already using it. The churches reaction to this may stimulate had a big influence in the enactment of the first anti marijuana laws in California. Consequently, various states including Texas, Wyoming, Washington, and Oregon among other states had laws limiting the use of marijuana in the early 1920s. Most importantly, the laws were designed to specifically target the Mexican immigrants who were well known to use the drug (Inciardi, 1990).Compargond to other states, the eastern states did not have a large number of Mexican immigrants but the problem of marijuana was sheer in the states too. Analysts have argued that the drug was introduced by Latin Americans and African Americans jazz musicians. Marijuana is believed to have traveled across the eastern states such as Chicago, Harlem and untested Orleans. Abuse of marijuana was part of the jazz music performance scenes. Racism was also an important factor in the enactment of the anti marijuana laws where the purity extremists argued that the herb gave the Negroes and the Latin Amer icans the courage to face the whites.During the same period, there were rumors in the public that the immigrants as well as the African Americans were influencing young whites including children into taking the drug. This was the logical argument of the assassin stories of professional killers under the influence of marijuana. In the 1930s, the use of marijuana in the United States was associated with violent behaviors as a result of these stories (Inciardi, 1990). As early as mid 1920s, the United States supported international conventions that regulated marijuana in the form of the Indian hemp.These conventions included the international opium convention which prohibited exports of Indian hemp to countries and states in which marijuana use was illegal. The convention also required proper documentations that approved the importation of marijuana to such countries if it was meant for health check exam checkup use. However, the convention did not affect other cabanas products suc h as fiber which were widely produced in Europe and the United States. It was believed that the Indian hemp contained higher levels of THC compargond to the European hemp which was mainly grown for use in the textile industry (Inciardi, 1990).The first anti marijuana federal law in the United States was the uniform states somniferous acts whose first draft was introduced in 1925 and the final draft was ready seven years later. This new law sought to introduce uniform anti somnific laws throughout the United States. Following the enactment of this law, the Federal Bureau of Narcotics was created which encouraged the adopting on uniform regulations. By mid 1930s all the states had adopted rough laws that regulated the production, distribution and use of cannabis products.The establishment of the Federal Bureau of Narcotics in 1930 increased the concern over the increased use of cannabis in the American population. The bureau was headed by Anslinger, one of the most celebrated anti narcotic crusaders in the American history, who argued that marijuana was responsible for the increased violent crimes in the society and irrational acts. The bureau used both the print media as well as the first developing film industry to spread propaganda against the use of cannabis (Inciardi, 1990).The Geneva trafficking convention of 1936 is also an important convention in the legal history of marijuana. Led by head of Federal Bureau of Narcotic, Anslinger, the United States government tried to influence the world society to criminalize all activities involved in the production, processing, distribution and use of cannabis and opium in the world unless it is for scientific or aesculapian examination reasons. However, the proposal was rejected and only trafficking of the drug remains illegal internationally.The signatory governments were expected to establish systems within their criminal justice systems to punish individuals involved in trafficking of prohibited drugs in thei r countries. Due to the failed attempts by the American government to influence the international community, the officials did not sign the treaty terming it too dim to deal with the problem at hand (Inciardi, 1990). The marijuana tax acts of 1937 ar considered to be the most significant law towards the legalization of marijuana in the United States.The act was penned by Anslinger and sponsored by Robert Doughton. The principle purpose of the bill was to completely destroy the production, distribution and use of cannabis products in the United States terminating it illegal drug businesses. The act also specified penalties to which individuals be in possession of the drug were to be subjected to. Those found guilty of cannabis think offences were subjected to a five years sentence or could be fined up to two thousand dollars. This was all aimed at increasing the risks involved in the illegal business.The act was however contradictory by a large number of Americans including the American Medical Association who argued that the act imposed tax on medical personnel using cannabis as a prescribed drug. The act also limited and taxed the production and sale of cannabis meant for medical use. Other than the new acts being enacted, the association proposed that the Harrison Narcotics revenue Acts could have been strengthened to deal with the emerging problem of marijuana abuse (Bertram, 1996). Since then, the federal government has continuously increased its vigilance in dealing with marijuana among other drugs in the country.Marijuana in the United States is today conditionled by the gibeled substance act which is contained in the comprehensive drug abuse prevention and nurse act that was enacted in 1970 as an appeal to the marijuana tax act of 1937. However, the act does not distinguish between marijuana meant for medical use or recreation purpose and prohibits possession, production and distribution of large quantities of the drug. Consequently, the federa l laws treat marijuana like any other illegal drug with no medical value. Marijuana is therefore treated in the same way as cocaine and heroine.All the controlled substances under the federal are placed in a schedule according to their properties which includes risk of abuse and authorisation uses in medicine. In the controlled substance act, marijuana is not considered to have any medical value and is rated as a highly addictive substance and therefore placed under schedule 1 drug. Although doctors can use the first amendment to recommend its use in treatments, under the current federal regulations, prescribing marijuana is illegal (Gray, 2001). The Drug Enforcement Administration was also established to enforce federal anti narcotic laws in the country.The DEA has over the years taken a lot of interests in the production and use of medical marijuana. Moreover, the agency has targeted specific individuals involved in illegal drugs production and distribution. This mainly includes the minority races, African Americans and Latino Americans, who have been found to fall victims of illegal drugs abuse. Consequently, the war on drugs has resulted into accusation of institutional racism and racial profiling where the anti narcotic laws were designed to target the minority races.This issue continues to attract debate in the country while the American correctional facilities and the criminal justice systems in general is overwhelmed by the large number of drug related criminal cases (Musto & Korsmeyer, 1996). Although in many cases the drug enforcement administration leave alone cases involving medical use of marijuana, the federal laws have punitive penalties against individuals found in possession of marijuana for whatever reason. The drug is considered dangerous, illegal and with no medical use.For this reason, the courts maintain that an individual cannot harbor himself on the basis of medical use when convicted of marijuana related cases. However, in many case s, defense attorneys have always raised the issues during trials. Sentencing is also an important legal aspect of marijuana in the United States. An accused can either be subjected to the federal sentencing guidelines created in 1987 or the requisite minimum sentence created in the late 1980s. In the federal sentencing guidelines, an individual accused of marijuana related crimes is sentenced based on his criminal record.Under these guidelines, not all marijuana related crimes offenders are subjected to a jail term. However, they are all eligible for imprisonment. The guidelines require that the convicted individual should serve at least 85 percent of the jail term. The continuance of the jail term is determined by the amount of marijuana the individual is accused of being in possession. Low level crimes can result into a sentence of between one month and one year probation even in cases where dual convictions are reported.For example, under the guidelines possession of one kilog ram of marijuana attracts an alternative sentence of 6-12 months probation while two and half kilograms and no past record attracts not less than six months imprisonment and up to two trio years incase of prior record of drug crimes with no alternative sentence. Although the judges continue to be influenced by these federal guidelines in imposing sentences, they are no longer mandatary. However, they are supposed to be advisory to ensure uniformity in sentencing (Bonnie & Whitebread, 1999).Cases involving marijuana are also subject to the minimum mandatory sentencing laws. The sentences mainly target individuals accused of possession of huge amounts of drugs. For example, the minimum mandatory sentence for an individual found guilty of possessing one hundred kilograms of marijuana or cultivating one hundred plants of cannabis is five years if he has no drug related crime record and ten years if otherwise. One thousand kilograms of plants attract ten years imprisonment with no prior record, twenty years with prior record and life imprisonment in case of multiple drug offences.Therefore, drug drug users and traffickers always avoid possessing one hundred or more kilograms of marijuana at any time to avoid the minimum mandatory sentence of five years (Gray, 2001). Medical Effects of Marijuana The effects of marijuana on the user have attracted a lot of attention in the past few years. There are a good number of studies that are still on going on the prejudicial as well as positive effects of marijuana use on homo carcass. It is important to note that the use of marijuana for recreation purposes has not been widely sound out in the past as compared to other drugs.While narcotic use dates back to over a century, the use of marijuana has not been very habitual in the general society until the last three or so decades. Consequently, the long term effects of marijuana abuse have not been very well documented although there are substantial and reasonable hypothe sis that have been proposed. It is also important to note that arguably, marijuana has been considered to be among the safest illegal drugs such as heroine and cocaine. It has also been argued to be safer than some legal drugs such as tobacco and alcohol.Moreover, it has been confirmed to have pharmacological characteristic and consequently been used as a sanative drug for many years. It has been used in treatment of wad suffering from chronic pain, Aids, cancer and other terminal diseases. Research is also being carried out to validate the alleged applicability in treatment of mental conditions such as anxiety and post traumatic stress affection (Gruber et al, 2003). While looking at the negative impacts of marijuana on the user, it is also important to note that when used in moderation, marijuana does not have as many harmful effects as alcohol and tobacco.The social and economic impacts on marijuana could also reduce significantly if the use of marijuana is controlled. However , this is not assertable when its use is illegal. No cases of accidents on the roads have been reported as a result of influence of marijuana despite it being the most mistreated drug in the United States. Moreover, although the health complication associated with alcohol and tobacco has been confirmed, very few have been confirmed in relation to marijuana. Reports on harmfulness of marijuana on the user have been inconclusive and mare hypothesis some of which are contradictory. Short term effectsThe active component in marijuana, THC, is responsible for the short term effects of marijuana experienced by the user. The main short term effects of the drug are as a result of its effects on the central nervous system. THC is known to bind to the protein receptor nerve cells in the brain. After binding, the chemical send a chemical reaction in the nervous system and produces the short term effects of the drug. One of the most immediate effects of these chemical reactions is restrainin g the users remembrance as well as learning abilities. After using the drug, the individual feels relaxed and may be very talkative.Other pleasant effects of marijuana use include lifting the moods, feeling relaxed and a change in the state of consciousness. This is why marijuana users claim to feel more enlightened and philosophical when they are high. These short term effects on the user plateau after thirty minutes to one hour and subsidies there after. However, there are evidences of some of the effects lasting for several days or weeks (Moore, et al, 2007). Other short term effects of marijuana include increase in appetite, temperance in the mouth, impaired logical thinking and slow reaction time.Intoxication with marijuana is also associated with nausea, occasional confusion, increased anxiety and agitation, increased heartbeat, loss of memory and paranoia or hallucinations. Marijuana users have also been found to have bloodspots in their eyes, inconsistent time perception a nd increased inability to carry out tasks that require concentration such as operating a machine or driving. The individual may also suffer from loss of motivation and decreased cognitive abilities making it difficult to learn or acquire new information.In general, the individuals ability to learn, remember, make informed judgments, think critically, solve problems, say effectively and form concepts is impaired when he is high. Studies indicate that the risk of heart attack increase by more than four fold immediately after an individual has smoked marijuana. This is because the heart rate can increase with up to a hundred percent after using the drug which can be maintained for up to three hours. The increased risk of heart attack is also as a result of the changes in the heart rhythms. This risk increases with age and vulnerability to heart diseases (Gruber et al, 2003).Long term effects While the long term effects of marijuana are under investigation and therefore not well known, there is no doubt that long term use of marijuana have detrimental effects on the users health as well as social life. The insufficient information on long term use of marijuana is due to the fact that the drug has not been very common to many societies in the world until recently. There is no doubt that when marijuana smokers are compared to cigarette smokers, marijuana smokers consume much less cannabis compared to the tobacco consumed by cigarette smokers.However, this does not mean that marijuana smoking has insignificant long term effects compared to cigarette smoking and therefore should not be ignored. Recent studies have found out that there are more hydrocarbons that have potential carcinogenic effects in marijuana compared to tobacco. Moreover, marijuana smokers may be more exposed to these compounds than tobacco smokers because marijuana is deeply inhaled and the smoke is held for a longer time in the lungs compared to tobacco.This exposes the delicate tissues in the lun gs to more carcinogenic compounds increasing the risk of cancer (Mittleman et al, 2001). Studies have indicated that marijuana use increase the risk of cancers such a cancer of the head and deal by up to three times. It has also been confirmed to have a significant contribution in the development of cancers that have traditionally been associated with tobacco smoking. Marijuana smoke is believed to have up to three times as much tar as in tobacco smoke. Moreover, it has over twice the number of potential carcinogenic compounds when compared to tobacco smoke.Logically, this suggests that marijuana smoking has a significant increase in the risk of development of cancerous cells leading to lung cancer. However, scientific research is underway to confirm these hypotheses. Other than marijuana being a recent drug among the wider population compared to other drugs, scientific research on its long term effects has been hindered by the small sample that is available due to punitive anti m arijuana laws in many split of the world. For examples, most of marijuana perennial users are still too young to have developed cancer.However, although there is no prove, long term marijuana users need to reconsider the risks associated with the drug (Hashibe, et al, 2006). The effects of long term use of marijuana in animals immune systems are well known. The immune system plays a vital role in encourageing the body against harmful microorganisms. Research in animals indicates that the marijuana has a significant effect on the T cells, especially in the lungs. Although this has not been confirmed in human beings, there is no doubt that it affects the users immune systems because the animals immune system is alike(p) to that of human beings.While it is expected that marijuana smokers too have similar respiratory system problems as tobacco smokers, it has been observed that majority of these problems are more frequent among marijuana smokers. They are more frequently attacked by chest colds, coughs, production of phlegm, and obstruction of airways and higher risk of lungs infections. This is assertable due to the effect of the drug on the T cells and thus immune systems in the lungs (Tashkin, 2005). The long term effects of marijuana on the users reproductive system is not in doubt.This is more serious considering the fact that marijuana is one of the most abused drugs among young people in the United States. The active compound in marijuana has been known to have adverse effects on various parts of the central nervous system including areas that are responsible for controlling sexual hormones and growth. Consequently, long term use of marijuana has been found to reduce the level of testosterone and other sex hormones in male. In some cases, it has been associated with increased femininity due to distortion of the hormone system.It can also lead to infertility, reduced sperm count and increased vicariousity in sperm cells. Significant cases of infertility in males has for this reason been linked to long term use of marijuana. The drug has been seen to have similar effects in females by altering the hormonal systems leading to irregular menstrual cycles. However, the alteration can be reversed but it may take time. It has also been found to negatively affect unborn babies who are born with an impaired nervous system.This results into children with poor learning abilities, hormonal irregularities, lack of attention and abnormal reactions to different stimulus such as sound and light (Moore, et al, 2007). Long term use of marijuana is also associated with mental disorders. One of the superior negative effects of marijuana use in an individual is its addictive effects. The ability of the drug user to develop dependency on the drug has always been the main argument used to support prohibition of marijuana use. However, other mental disorders have been associated with long term use of marijuana.They include toxic psychosis which may cha in of mountains acute levels, panic attacks, increased aggressiveness which the user is unable to control, flashbacks and delusions, paranoia and hallucinations as well as some cases of acute depression. Marijuana has also been suggested to trigger other serious mental conditions such as schizophrenia. These effects of the drug on the mental health of an individual have been the point of contention between pros and cons of healing(p) use of marijuana in terminally ill patients (Moore, et al, 2007).What are the legal guidelines and state statutes of some of the states that have legalized marijuana? The federal and states laws in the United States varies in relation to medical marijuana. According to the controlled substance act, the federal systems do not recognize the medical properties of marijuana. However, prosecuting patients or medical practitioner for using marijuana for therapeutic procedures is not a priority in the federal legal systems. The federal legal systems recognize s the fact that caregivers may be compelled to use medical marijuana in certain medical cases which is allowed in some states.Fourteen states have so far legalized medical marijuana use within their jurisdiction while others gives law or judge discretion to allow significant reduction in the punishment given to marijuana users for medical reasons. One of the most published states in relation to medical marijuana is California where the drug is distributed through dispensaries. It is estimated that medical marijuana industry in California was worth two billion dollars in 2008 which attracted over one hundred million dollars in tax (DPA, 2010).Despite majority of Americans and civil society organizations in America supporting legislation of medical marijuana, the federal government has always rejected the proposals. In 2005, the ultimate Court made a ruling confirming that a patient can be prosecuted in the federal court for using marijuana and medical reasons cannot be used as a de fense. This law applies even in states that have legalized medical marijuana. Consequently, on several occasions, dispensaries distributing medical marijuana such as in California have been raided by federal officials from the Drug Enforcement Administration.The ruling by the Supreme Court provided an excellent opportunity for the amendment of the law to protect patients and medical marijuana legislatures in different states but the bill was once more rejected by congress (DPA, 2010). . Despite the congress rejecting the proposal to amend the law and legalize medical marijuana, the high court ruling had insignificant effects on the states medical marijuana laws. The court did not have the power to overturn or exercise authority over the states legislations.It is important to note that about 99 percent of marijuana related arrests are done at the states level which makes it possible for legislation in the states to protect patients and caregivers. The state laws can afford to effecti vely seclude all penalties against individuals accused of growing, processing, distributing or possessing marijuana for medical reasons. Other states have not legalized medical marijuana but have symbolic legislatures that legally protect the patient in the state legal systems (DPA, 2010).From a wide range of contentious issues relating to drug policies in the United States, medical marijuana has received the greatest public support. The American population is skewed towards legalization of medical marijuana despite the federal government rejecting such proposals. Scientific studies have confirmed the medical value of marijuana in patients with serious terminal diseases such as cancer, Aids, epilepsy and chronic pain among others. There is also documented evidence of marijuana use in treating variety of illnesses in the ancient world.The most comprehensive study relating to medical marijuana was carried out in 1999 by the institute of medicine which reason that marijuana has potent in the management of conditions such as loss of appetite, anxiety and chronic pain. Various professional bodies and organizations such as the American unrestricted Health Association, the Aids Action Council and the National Association of Attorney Generals have deliberated on legal access to medical marijuana for patients with certain medical conditions.The American population has favored the abolishment of laws prohibiting production, distribution and use of medical marijuana at the state and federal level. Voters from various states have over the years passed ballot initiatives to push for legalization of medical marijuana. Over seventy percent of voters throughout the United States support the proposal to have legal marijuana available to medical practitioners for prescriptions (Cassidy, 2002). The point of contention on the legality of medical marijuana has been whether the benefit accrued is less than the risk involved.There have been many arguments on possible shortcoming upon legislation of medical marijuana. For example, questions have been raised on whether patients under marijuana prescription would be allowed to drive while under the influence of the drug, how to control the quantity the patient uses, the issue of addiction and medical marijuana getting into the wrong hands. However, it seems that this is not the main concern of the federal government. The main reason why the federal government has been opposed to legalization of marijuana for any reason is based on the Drug Enforcement Administration description of marijuana.DEA maintains that marijuana has no medical value and is a highly addictive substance with adverse effects on the body such as compromising the immune systems and triggering the development of cancer. The government has ignored some research that has confirmed the medical benefits on marijuana (Cassidy, 2002). Consequences on Law Enforcement What difficulties would Law Enforcement Officers encounter if marijuana was legaliz ed? Legalization of marijuana is promising to bring about many challenges to the law enforcement structures.This is due to the interdependence of illegal drug markets where almost all narcotics go hand in hand. Although some people have argued that marijuana is safer compared to other illegal as well as some legal drugs, its legalization will in no doubt be a stepping stone drug. It will open up production, distribution and use of other harder drugs which will be problematic to law enforcement. Research indicates that progressive use of marijuana eventually leads the user to harder drugs. Because marijuana is considered a harmless drug, it is used for experimentation by potential hard drugs abusers.After a while, the user turns to other drugs. This will be worse if marijuana is made legal. More people will be introduced to it because of its legality and in the long run, the law enforcement will have a difficulty in dealing with a much bigger problem of harder drugs (Husak & Marneff e, 2005). The law enforcement agencies in the United States have enough drug related problems to deal with. The system ought to have learnt a good lesson from the legality of drugs such as alcohol. Road carnage as a result of driving under influence of alcohol is among the top killers in the United States.The law enforcement has always had a problem dealing with underage drinking and aggressive behaviors associated with alcoholism. Legalizing another drug means added problems. The dangers associated with stone driving will increase significantly. It is therefore wrong to legalize marijuana because it amounts to a victimless crime. There are many crimes that are associated with marijuana use such as violence and aggressiveness. Punitive penalties to deter irresponsible drinking have proved unworkable which suggests that it will be difficult to control marijuana use if legalized.A device can be used to detect drivers under the influence of alcohol, but this may not be possible when th e driver is driving high. There is no doubt that legislation of marijuana will increase crime and burden in law enforcement (Husak & Marneffe, 2005). Arresting individuals found in possession of marijuana and other drugs reduces the likelihood of such individuals committing crimes. Drug addicts have been associated with minor and serious crimes such as shoplifting, theft and other keeping crimes to pay for their habits.Legalization of marijuana means that there will be more of these drug users in the streets and neighborhoods. These individuals are more likely to commit more serious crimes since the law enforcers are not obliged to get them out of the streets. Moreover, majority of murderers, rapists and robbers have been found to be drug addicts. By incarcerating these individuals for possession of drugs, they are incapacitated from committing such serious crimes. Common sense dictates prevention is better than dealing with the resultant problem. If there is reason to incarcerate potential murderers,