Juviniles in Prisons essays

Juviniles in Prisons essays Juveniles in Adult Prisons Term Project Abstract A deep look into juveniles in adult prisons. Touch bases on several smaller issues that contribute to juveniles being in and effects of adult prisons. The United States Bureau of Prisons handles two hundred and thirty-nine juveniles and their average age is seventeen. Execution of juveniles, The United States is one of only six countries to execute juveniles. There are sixty-eight juveniles sitting on death row for crimes committed as juveniles. Forty-three of those inmates are minorities. People, who are too young to vote, drink alcohol, or drive are held to the same standard of responsibility as adults. In prisons, they argue that the juveniles become targets of older, more hardened criminals. Brian Stevenson, Director of the Alabama Capital Resource Center said, We have totally given up in the idea of reform of rehabilitation for the very young. We are basically saying we will throw those kids away. Leading To Prison Juvenile Justic e Bulletin Report shows that two-thirds of juveniles apprehended for violent offenses were released or put on probation. Only slightly more than one-third of youths charged with homicide was transferred to adult criminal court. Little more than one out of every one hundred New York youths arrested for muggings, beatings, rape and murder ended up in a correctional institution. Another report showed a delinquent boy has to be arrested on average thirteen times before the court will act more restrictive than probation. Laws began changing as early as 1978 in New York to try juveniles over 12 who commit violent crimes as adults did. However, even since the laws changed only twenty percent of serious offenders served any time. The decision of whether to waive a juvenile to the adult or criminal court is made in a transfer hearing. The two major criteria for waiver are the age of the child and type of offense alleged in the petition. Some jurisdictions requ...

Bald Eagle Facts

Bald Eagle Facts For centuries, the bald eagle (Haliaeetus leucocephalus) was a spiritual symbol for the native people who lived in the United States. In 1782, it was nominated as the national emblem of the U.S., but it nearly became extinct during the 1970s due to illegal hunting and the effects of DDT poisoning. Recovery efforts and stronger federal protection helped ensure that this large raptor is no longer endangered and continues to make a strong comeback. Fast Facts: The Bald Eagle Scientific Name: Haliaeetus leucocephalusCommon Names: Bald Eagle, Eagle, American Bald EagleBasic Animal Group: BirdSize: 35–42 inches longWingspan:  5.9–7.5 feetWeight: 6.6–14  poundsLifespan: 20 years (in the wild)Diet: CarnivoreHabitat: large, open lakes and rivers in the United States and Canada, particularly in  Florida, Alaska and  the MidwestPopulation: 700,000Conservation Status:  Least Concern Description The bald eagles head may appear bald, but its actually covered in white feathers. Indeed, its name is actually derived  from an older name and meaning of white-headed. The bald heads of mature bald eagles contrast sharply with their chocolate brown bodies. They have a very large, yellow, thick bill with an upper  mandible  that is strongly hooked. The bird is generally 35 to 42 inches long with a wingspan that can grow to 7 feet or more. The head, neck, and tail of bald eagles are bright, plain white, but younger birds may show spotting. Their eyes, bill, legs, and feet are yellow, and their black  talons  are thick and powerful. Buck Shreck/Getty Images Habitat and Range The bald eagles range spans from Mexico to most of Canada and it includes all of the continental U.S. They can be found in all kinds of habitats, from the bayous of Louisiana to the deserts of California to the deciduous forests of New England. It is the only sea eagle that is endemic (native) to North America. Diet and Behavior Bald eagles eat fish- and anything and everything else- but fish make up the majority of their diet. The birds have also been known to eat other water birds such as grebes, herons, ducks, coots, geese, and egrets, as well as mammals such as rabbits, squirrels, raccoons, muskrats, and even deer fawns. Turtles, terrapins, snakes, and crabs as make for tasty bald eagle snacks as well. Bald eagles have also been known to steal prey from other predators (a practice known as kleptoparasitism), to scavenge carcasses of other animals, and to steal food from landfills or campsites.  In other words, if a bald eagle can grab it in its talons, it will eat it. Reproduction and Offspring Bald eagles mate from late September to early April, depending on the region. The female lays her first egg five to 10 days after mating and incubates the eggs for about 35 days. They produce one to three eggs, which is called the clutch size. When first hatched, bald eagle chicks are covered with fluffy white down but quickly grow larger and develop mature feathers. Juvenile birds have mottled brown and white  plumage  and do not get the distinctive white head and tail until they are 4 to 5 years old when they are sexually mature and able to mate. Marcia Straub/Getty Images Threats Bald eagles today are threatened by poaching and accidental or deliberate shootings, as well as other risks to  raptors  including pollution, collisions with wind turbines or power lines, contamination of their food supplies and habitat loss.  Lead poisoning  from fishing lures and discarded bullet casings is also a grave threat to bald eagles and other large raptors. Conservation Status The International Union for Conservation of Nature lists the bald eagles conservation status as least concern and says its population is increasing. However, bald eagles were severely affected by pesticides, especially DDT, which was widely used after World War II. The once-touted pesticide poisoned bald eagles and caused their eggshells to become thin, resulting in many failed nesting attempts, according to the California Department of Fish and Wildlife. As a result of their dwindling numbers, the bald eagle was placed on the federal list of endangered species in 1967 and the California endangered species list in 1971. However, after the use of DDT was banned in the United States in 1972, strong efforts to restore these birds were successful and the bald eagle was removed from the endangered species list in 2007. Sources â€Å"Bald Eagle Overview, All About Birds, Cornell Lab of Ornithology.†Ã‚  Overview, All About Birds, Cornell Lab of Ornithology.â€Å"Bald Eagle.†Ã‚  National Geographic, 21 Sept. 2018.â€Å"Bald Eagles in California. California Department of Fish and Wildlife.â€Å"Basic Facts About Bald Eagles.†Ã‚  Defenders of Wildlife, 10 Jan. 2019.â€Å"The IUCN Red List of Threatened Species.†Ã‚  IUCN Red List of Threatened Species.

Rhetorical analysis of malala Yousafzai's speech to the UN Essay

Rhetorical analysis of malala Yousafzai's speech to the UN - Essay Example The young child demonstrates incredible public speaking skills which enable her emotive message come through effectively. Her audience is people who value education and respect for human rights. At the start of her speech, she says that she is wearing the shawl of Benazir Bhutto. Benazir was a Pakistan leader who spent all her life fighting for education. Malala creates a connection with famous leaders and immediately buys the attention of the listeners. Her audiences, who most likely are in support of her ideas, have the knowledge about Benazir and hence it is strategic to mention her at the beginning of her speech. By associating with famous people who have spoken in such a platform before, she manages to command attention. She makes an impression of having knowledge of what she is about to speak about. As she continues giving her speech, she mentions famous leaders such as martin Luther, Mohammed Jinna and Nelson Mandela, who are known for their compassion. Although she is a Muslim, she says that her ideas are based on the mercy that both Jesus and Mohammed showed to the people. By mentioning this, she proves to represent children of all religions and hence is able to connect with her audience who may be of different faiths. Although she has been through brutality of people who don’t value education, she says that she has already forgiven those who did that to her. This brings out her humility, and it makes her speech more emotional. She says that they are many other people, who have gone through her situation, and some have died and others injured. By saying this, she manages to show that she is here to represent all the people who have gone through her situation. It also reveals that the issue affects many people, and it deserves much more attention. She says, â€Å"I am just one of them. So here I stand, one girl amongst many.† (United Nations,

Outline and critically examine the procedural and substantive changes Essay

Outline and critically examine the procedural and substantive changes in the law on land registration brought about by the Land Registration Act 2002. Is land r - Essay Example that the ostensibly restricted paradigm for land registration under the LRA 2002 narrows the extent and enforceability of third party proprietary rights, which in turn strengthens the position of a third party purchaser under the LRA 2002. Furthermore, one of the main objectives of the LRA 2002 was â€Å"to reduce the number of overriding interests which are binding upon a purchaser of a registered title†3. Conversely, Sexton comments that the â€Å"2002 Act achieves this purpose only to a very limited degree†4. Accordingly, whilst central driver of the LRA 2002 of the 2002 Act is to limit the scope of third party overriding interests, it the degree to which this objective has been achieved remains questionable. The focus of this analysis is to critically evaluate the procedural and substantive changes in the law on land registration as brought in by the LRA 2002. To this end, it is submitted that a central issue in the evaluation of the LRA 2002 is whether property purchase post 2002 has become easier as intended by the extrapolations of the Law Commission Report5. A central issue of concern in contemporary conveyancing is the applicability of any third party proprietary rights and to this end I shall undertake a contextual and comparative analysis with the unregistered system for enforceability of third party rights. Moreover, I shall further evaluate the system for enforceability of third party equitable rights under the registered land system post 2002. It is submitted at the outset that such an evaluation is imperative to the overall consideration of the substantive and procedural changes brought about by the LRA 2002. In assessing the extent of changes introduced by the LRA 2002, it is necessary to consider the essential objectives of the Law Commission Report, particularly in terms of its hailing the LRA bill as a revolution for conveyancing practice. Firstly, the Law Commission argued that the â€Å"Bill is a bold and striking one†¦.. The move from a paper

Story of Aged Mather Essay Example for Free

Story of Aged Mather Essay Long, long ago there lived at the foot of the mountain a poor farmer and his aged, widowed mother. They owned a bit of land which supplied them with food, and their humble were peaceful and happy. Shining was governed by a despotic leader who though a warrior, had a great and cowardly shrinking from anything suggestive of failing health and strength. This caused him to send out a cruel proclamation. The entire province was given strict orders to immediately put to death all aged people. Those were barbarous days, and the custom of abandoning old people to die was not common. The poor farmer loved his aged mother with tender reverence, and the order filled his heart with sorrow. But no one ever thought a second time about obeying the mandate of the governor, so with many deep hopeless sighs, the youth prepared for what at that time was considered the kindest mode of death. Just at sundown, when his day’s work was ended, he took a quantity of un whitened rice which is principal food for poor, cooked and dried it, and tying it in a square cloth, swung and bundle around his neck along with a gourd filled with cool, sweet water. Then he lifted his helpless old mother to his back and stated on his painful journey up the mountain. The road was long and steep; then arrowed road was crossed and re crossed by many paths made by the hunters and woodcutters. In some place, they mingled in a confused puzzled, but he gave no heed. On path or another, it mattered not. On he went, climbing blindly upward A– ever upward towards the high bare summit of what is known as Obatsuyama, the mountain of the â€Å"abandoning of aged†. The eyes of the old mother were not so dim but that they noted the reckless hastening from one path to another, and her loving heart grew anxious. Her son did not know the mountain’s many paths and his return might be one of danger, so she stretched forth her hand and snapping the twigs from

In What Way Does The Final Scene of Act 1 Demonstrate Dramatically The

In What Way Does The Final Scene of Act 1 Demonstrate Dramatically The Tensions Between The Characters Which Will Lead to Tragedy? The final scene of Act 1 in Arthur Miller's 'A View From The Bridge' demonstrates dramatic tension in a variety of different ways. It is made fairly clear from the final moments of the act when Alfieri returns to the stage that the play will end in tragedy. Miller shows this through dialogue between the characters and in the plentiful stage directions with which he liberally sprinkles the text. There is a range of conflict present in the scene. The central conflict however, involves Eddie's unacknowledged jealousy towards Rodolfo; this is the strongest. The above dispute is clearly visible when Eddie goes to visit Alfieri for the first time. He makes insubstantial claims about Rodolfo's sexual persuasion without ever calling him a homosexual. Eddie asserts to Alfieri that "the guy ain't right" and that he "ain't no tenor". He continues by adding that if one was to enter a room when Rodolfo was singing, "you wouldn't be looking for him, you'd be looking for her". He is incredulous that there is no recourse in the law that will prevent Rodolfo, a submarine or illegal immigrant, from marrying Catherine. When he leaves Alfieri's office, Eddie has made it clear he would never betray the cousins. Nevertheless the audience is made to feel that he may yet take the recurring theme of personal justice into his own hands, if not by informing the authorities of their illegal presence in the country, then by some other means. This is shown by the extent of Eddie's anger when he says "he's stealing from me" and "[he] puts his filthy hands on her like a goddam thief." Miller conveys th... ... the characters that will lead to tragedy through the way he very carefully structures the play so that the central tension, Eddie versus Rodolfo, increases as the action unfolds. This is true of the 'minor' tensions too, e.g. Beatrice versus Eddie. The tensions themselves are built up by the pithy dialogue and the meticulous stage directions, e.g. "rubbing his fists into his palms; diverting their attention; he senses he is exposing the issue and he is driven on". Miller mimics Greek tragedy with a "chorus" - Alfieri - who comments on the action. Alfieri does this job well and is constantly hinting at the tragic ending he knows is going to unfold. Ironically, after the first few scenes the audience realise that Alfieri was right at the beginning and the play is going to end in tragedy. How it will come about is still unclear at the end of Act 1, however.

Community Health Nursing Essay

As a registered nurse of only three years, I am often referred to by my peers as a â€Å"baby† nurse. However, in those short three years of practice I have learned and continue to learn many things whether medical, personal, or humanitarian. My personal nursing experience has been in surgical care services. The vast majority of the patients I have cared for are those undergoing elective procedures. They have chosen to have joint arthroplasty or some other type of procedure. I have also had the great fortune to care for those who have been diagnosed with terminal illnesses such as cancer and leukemia. Many times I see these patients in the infancy of their disease process, but I also see them on a continue basis during treatments such as blood or platelet transfusions. The difficulties faced by patient s such as these are varied and bring with each a different set of needs to be assessed and addressed. You become not just a nurse but a caregiver, advocate, therapist, and more often than not a friend. It is when working with these patients that the dynamics of quality versus quantity of life become central to care. In many cases family concerns, whether well meaning or not, may overshadow the patient’s wishes. Our selfish need to keep loved ones with us can blur the line as to the patient’s own wants and needs. In dealing with this you must also assess your own beliefs as to end of life decisions. My role as a nurse must be to advocate for my patient, to develop trust in the relationship, and to follow through with their wishes. All the while promoting compassion in our interactions,  In this case scenario, there are three strategies in which I would implement to address Mrs. Thomas as a patient. After assessing the patient and her situation referrals should be made for therapy modalities both physical and occupational, home health, and psychological/mental health for both Mrs. Thomas and her spouse/caregiver. Physical and occupational therapy could evaluate Mrs. Thomas and initiate a plan of treatment to increase stamina and range of motion to keep the patient at an optimum level of functioning. Physical improvement even in small increments can have a positive effect on the patient’s outlook. Home health could evaluate Mrs. Thomas and her need for pain control as well as her fear of dependency. Education at this juncture is imperative to patient outlook as well as outcome of treatments. With pain management in place, physical therapy could progress, thus increasing the level of patient participation. Also a mental health/psychological referral could be invaluable to both Mr. and Mrs. Thomas. Mrs. Thomas could be assisted in working through and understanding the stages of her illness, as well as her depression and sadness concerning her family relationships. It could also help Mr. Thomas with his depression and allow them both to connect with support groups or individuals within the community with whom they can share experiences. One of the best resources for breast cancer patients is the Susan B. Komen Foundation. As a certified breast cancer educator, I have had the pleasure of working with both survivors and their families. Education is very important to all concerned in a medical diagnosis of breast cancer. Understanding of the disease process and its effects are also essential to a healthy outlook. The Komen Foundation offers support to patients, survivors, caregivers, and family members. It would be an excellent resource in which both Mr. and Mrs. Thomas could receive individualized treatment and support. The team approach is also necessary for working with patients, families, and caregivers. As a nurse you must accept that an individual cannot meet all patient needs so you draw upon other health care professional s to accomplish the highest levels of care. A wide variety of team members can be utilized in the care of the Thomas’. Physicians who offer direct clinical care and disease pathologies, social workers/clinical case managers who can assist in community resources as well as their knowledge of insurances, spiritual leaders to aide in dealing with final decisions and spiritual needs of the patient and family, pharmacists  who assist with a wide array of pharmacological treatments for pain and symptom control, dieticians can be helpful in counseling with meals, nutrition, supplements, and hydration. Other team members may include physical and occupational therapy, psychologists, and perhaps even volunteers to assist in the home and with errands. The needs of Mrs. Thomas and her family will continue to fluctuate as her disease progresses. It is important for the team to stay abreast of these needs and adjust plans of care accordingly. At some point hospice services may be called upon and continued through death. This can be provided at home or on an inpatient basis. Initiating a plan of action can alleviate stress from both the Thomas’. Mr. Thomas may feel that some of the caregiver burden has been lifted and this could aid in the treatment of his depression. This in combination with medication could be the keys to initiating successful treatment. If a psychological evaluation is needed due to the possibility of suicidal ideations, then immediate intervention is warranted with a crisis facility. Especially if there is deemed eminent danger of self harm. With pieces of the clinical puzzle in place, the Thomas’ can be assisted with as much compassion, dignity, and support as possible to meet their needs in both the short and long term.

LVMH: Corporate Structure and Business Plan

GOVERNANCE STRUCTURE The Board of Directors is the strategy body of LVMH Moet Hennessy – Louis Vuitton SA. The competence, integrity and responsibility of its members, clear and fair decisions reached collectively, and effective and secure controls are the ethical principles that govern the Board. The key priorities pursued by LVMH’s Board of Directors are enterprise value creation and the defense of the Company’s interests. LVMH’s Board of Directors acts as guarantor of the rights of each of its shareholders and ensures that shareholders ful? ll all of their duties.The Company adheres to the Code of Corporate Governance for Listed Companies published by AFEP and MEDEF. The Board of Directors shall have a maximum of 18 members, a third of whom at least are appointed from among prominent independent persons with no interests in the Company The number of Directors or permanent representatives of legal entities from outside companies, shall be limited to four . Apart from the selection of the Company’s management structure and the appointment of the Chairman of the Board of Directors, Chief Executive Of? cer and Group ManagingDirector(s), the principal missions of the Board of Directors are to: – ensure that the Company’s interests and assets are protected; – de? ne the broad strategic orientations of the Company and the Group and ensure that their implementation is monitored; – approve the Company’s annual and half-yearly ? nancial statements; – review the essential characteristics of the internal control and risk management systems adopted and implemented by the Company; – ensure that major risks to which the Company is exposed are in keeping with its strategies and its objectives, and that they are taken into account in the management of the Company; verify the quality, reliability and fairness of the information provided to shareholders concerning the Company and the Group, in p articular to ensure that the management structure and the internal control and risk management systems are able to guarantee the quality and reliability of ? nancial information published by the Company and to give a true and fair view of the results and the ? nancial position of the Company and the Group; – set out the organization principles and procedures for the Performance Audit Committee; – disseminate the collective values that guide the Company nd its employees and that govern relationships with consumers and with partners and suppliers of the Company and the Group; – promote a policy of economic development consistent with a social and citizenship policy based on concepts that include respect for human beings and the preservation of the environment in which it operates. The Board of Directors shall hold at least four meetings a year Decisions by the Board of Directors shall be made by simple majority vote and are adopted as a board. If they deem appropr iate, independent Directors may meet without requiring the presence of the other members of theBoard of Directors. For special or important issues, the Board of Directors may establish one or more ad hoc committees. Each member of the Board of Directors shall act in the interests and on behalf of all shareholders. Once each year, the Board of Directors evaluates its procedures and informs shareholders as to its conclusions in a report presented to the Shareholders’ Meeting. In addition, at least once every three years, a fully documented review of the work of the Board, its organization and its procedures is conducted. The Shareholders’ Meeting shall set the total amount ofDirectors’ fees to be paid to the members of the Board of Directors. This amount shall be distributed among all members of the Board of Directors and the Advisors, if any, on the recommendation of the members of the Directors’ Nominations and Compensation Committee, taking into account their speci? c responsibilities on the Board A specialized committee responsible for auditing performance operates within the Board of Directors, acting under the responsibility of the Board of Directors. The Performance Audit Committee shall be made up of at least three Directors appointed by the Board of Directors.At least two thirds of the members shall be independent Directors. The majority of the Committee’s members must have held a position as a Managing Director or a position involving equivalent responsibilities or possess speci? c expertise in ? nancial and accounting matters. The Board of Directors shall appoint a Chairman of the Committee from among its members. The maximum term of the Chairman of the Committee is ? ve years. Neither the Chairman of the Board of Directors nor any Director performing the duties of Chief Executive Of? cer or Group Managing Director of LVMH may be a member of theCommittee. A Director may not be appointed as a member of the Committee i f he or she comes from a company for which an LVMH Director serves as a member of a committee comparable in function. The principal missions of the Committee are to: – monitor the process for preparing ? nancial information, particularly the individual company and consolidated ?nancial statements, and verify the quality of this information; – monitor the statutory audit of the individual company and consolidated ? nancial statements by the Statutory Auditors , whose conclusions and recommendations it examines; ensure the existence, pertinence, application and effectiveness of internal control and risk management systems, monitor the ongoing effectiveness of these systems, and make recommendations to the Chief Executive Of? cer concerning the priorities and general guidelines for the work of the Internal Audit team; – examine risks to the Statutory Auditors’ independence and, if necessary, identify safeguards to be put in place in order to minimize the pot ential of risks to compromise their independence, issue an opinion on the fees paid to the Statutory Auditors, as well as those paid to the network to hich they belong, by the Company and the companies it controls or is controlled by, whether in relation to their statutory audit responsibilities or other related assignments, oversee the procedure for the selection of the Company’s Statutory Auditors, and make a recommendation on the appointments to be submitted to the Shareholders’ Meeting in consideration of the results of this procedure; – analyze the exposure of the Company and the Group to risks, and in particular to those identi? ed by the internal control and risk management systems, as well as material off–balance sheet commitments of the Company and the Group; review major agreements entered into by Group companies and agreements entered into by any Group company with a third-party company in which a Director of the LVMH parent company is also a s enior executive or principal shareholder. Signi? cant operations within the scope of the provisions of Article L. 225-38 of the French Commercial Code require an opinion issued by an independent expert appointed upon the proposal of the Performance Audit Committee; – assess any instances of con? ict of interest that may affect a Director and recommend suitable measures to prevent or correct them. Compensation CommitteeThe Committee shall meet at least twice a year, without the Chairman of the Board of Directors, the Chief Executive Of? cer and the Group Managing Director(s), before the Board of Directors’ meetings in which the agenda includes a review of the annual and half-yearly parent company and consolidated ?nancial statements. If necessary, the Committee may be required to hold special meetings, when an event occurs that may have a signi? cant effect on the parent company or consolidated ? nancial statements. Decisions of the Committee shall be made by simple maj ority vote and shall be deemed to have been reached as a board.The proceedings of each Committee meeting shall be recorded in minutes of the meeting. The Committee shall report on its work to the Board of Directors. It shall submit to the Board its ? ndings, recommendations and suggestions. The Committee may request any and all accounting, legal or ?nancial documents it deems necessary to carry out its responsibilities. The Committee may call upon the Company’s staff members responsible for preparing the ? nancial statements, carrying out internal control procedures, conducting internal audits, applying risk management or cash management procedures, nvestigating tax or legal matters, as well as the Statutory Auditors, to appear before it on any number of occasions to address issues in detail, without requiring the presence of the Chairman of the Board, the Chief Executive Of? cer, or Group Managing Director(s) of LVMH. These meetings may also take place in the absence of thos e responsible for the accounting and ? nancial functions. After having duly noti? ed the Chairman of the Board of Directors, the Committee may seek assistance from external experts if circumstances require. The Committee members and its Chairman may receive a pecial Director’s fee, the amount of which shall be determined by the Board of Directors and charged to the total ? nancial package allocated by the Shareholders’ Meeting. 1. Subject to the exceptions provided by law, the Board of Directors is composed of three to eighteen members, who may be individuals or legal entities appointed by the Ordinary Shareholders’ Meeting. A legal entity must, at the time of its appointment, designate an individual, who will be its permanent representative on the Board of Directors. The term of of? ce of a permanent representative is the same as the legal entity that he represents. . Each member of the Board of Directors must during its term of of? ce own at least ? ve hundred (500) shares of the Company. If, at the time of its appointment, a member of the Board of Directors does not own the required number of shares or if, during its term of of? ce, it ceases to be the owner thereof, it shall dispose of a period of six months to purchase such number of shares, in default of which it shall be automatically deemed to have resigned. 3. Nobody being more than seventy years old shall be appointed Director if, as a result of his appointment, the umber of Directors who are more than seventy years old would exceed one-third of the members of the Board. Directors are appointed for a term of three years. The duties of a Director shall terminate at the close of the Ordinary Shareholders’ Meeting convened to approve the accounts of the preceding ? scal year and held in the year during which the term of of? ce of said Director comes to an end. A salaried employee of the Company may be appointed as a Director provided that his employment contract antedates his appointment and corresponds to a position actually held.In such case, he shall not lose the bene? t of his employment contract. The number of Directors bound to the Company by an employment contract may not exceed one-third of the Directors in of? ce. The Board of Directors shall elect a Chairman, who must be an individual, from among its members. It shall determine his term of of? ce, which cannot exceed that of his of? ce as Director and may dismiss him at any time. The Board shall also determine the compensation to be paid to the Chairman. The Chairman of the Board of Directors cannot be more than seventy-? ve years old.The Board may always elect one or several Vice-Chairman(men). It shall determine their term of of? ce which cannot exceed that of their respective of? ce as Director. The of? cers of the meeting are the Chairman, the ViceChairman(men) and the Secretary. The Secretary may be chosen from outside the Directors or the shareholders. The Board determines its term of of ? ce. The Secretary may always be re-elected. The Board, convened by its Chairman, meets as often as required by the interests of the Company. The Board of Directors sets guidelines for the Company’s ctivities and shall ensure their implementation. Subject to the powers expressly granted to the Shareholders’ Meetings and within the limits of the corporate purpose, it addresses any issue relating to the Company’s proper operation and settles the affairs concerning it through its resolutions. In its relations with third parties, the Company is bound even by acts of the Board of Directors falling outside the scope of the corporate purpose, unless it demonstrates that the third party knew that the act exceeded such purpose or that it could not have ignored it given the circumstances, it being speci? d that mere publication of the Bylaws is not suf? cient proof thereof. The Board of Directors performs such monitoring and veri? cations as it deems appropriate. Each Di rector receives all necessary information for completing his assignment and may request any documents he deems useful. The Company shall be audited, as provided by law, by one or more Statutory Auditors legally entitled to be elected as such. When the conditions provided by law are met, the Company must appoint at least two Statutory Auditors. Each Statutory Auditor is appointed by the OrdinaryShareholders’ Meeting. One or more supplementary deputy Statutory Auditors, who may be called to replace the regular Statutory Auditors in the event of death, disability, resignation or refusal to perform their duties, are appointed by the Ordinary Shareholders’ Meeting. Shareholders’ Meetings shall be convened and held as provided by law. A Shareholders’ Meeting is chaired by the Chairman of the Board of Directors or, in his absence, by the oldest ViceChairman of the Board of Directors or, in the absence of the latter, by a Member of the Board for that purpose.If n o chairman has been appointed, the Meeting elects its Chairman. The voting right attached to a share is proportional to the share of the capital it represents. When having the same nominal value, each share, either in capital or redeemed (â€Å"de jouissance†), gives right to one vote. However a voting right equal to twice the voting right attached to other shares, with respect to the portion of the share capital that they represent, is granted: – to all fully paid up registered shares for which evidence of registration under the name of the same shareholder during at least three years will be brought; to registered shares allocated to a shareholder in case of increase of the capital by capitalization of reserves, or of pro? ts carried forward or of issue premiums due to existing shares for which it was entitled to bene? t from this right. The Ordinary Shareholders’ Meeting makes decisions which do not amend the Bylaws. It is convened at least once a year, withi n six months from the end of each ? scal year to vote on the accounts of that ? scal year. In order to pass valid resolutions, the Ordinary Shareholders’ Meeting, convened upon ? rst notice, must consist of hareholders, present or represented, holding at least one-? fth of total voting shares. The deliberations of an Ordinary Shareholders’ Meeting, convened upon second notice, shall be valid regardless of the number of shareholders present or represented. The resolutions of the Ordinary Shareholders’ Meeting are approved by a majority of the votes of the shareholders present or represented. The copies or abstracts of the minutes of the Meetings shall be validly certi? ed by the Chairman of the Board of Directors, the Chief Executive Of? cer, or the Secretary of the Meeting. Ordinary and Extraordinary Shareholders’ Meetings shall xercise their respective powers as provided by law. The dividend payment terms are de? ned by the Shareholders’ Meeting o r, if the Meeting fails to do so, by the Board of Directors. However, dividends must be paid within a maximum period of nine months after the ? scal year-end, unless such period is extended by Court order. (The reference for the Company is the AFEP-MEDEF â€Å"Corporate Governance Code for Traded Companies†. ) Main SHAREHOLDERS Christian Dior, the luxury goods group, is the main holding company of LVMH, owning 42. 36% of its shares, and 59. 01% of its voting rights. 5] Bernard Arnault, majority shareholder of Dior, is Chairman of both companies and CEO of LVMH. the only declared major shareholder in LVMH was Groupe Arnault, the family holding company of Bernard Arnault. The group's control amounted to 47. 64% of LVMH's stock (with 42. 36% held through Christian Dior S. A. and 5. 28% held directly) and 63. 66% of its voting rights (59. 01% by Dior and 4. 65% directly). [5] A further 2. 43% of shares were declared as treasury stock, with the remainder being free float. ________ ___________________RICOMINCIA DA QUI_________________________________ STAKEHOLDERS COMPETITORS:LVMH competes in the luxury market with an array of small private and publicly held companies that make designer clothing, wine, watches, and other luxury goods. Unlike LVMH, most of these companies usually have only one brand in their portfolios. The most direct competitors to LVMH are Pinault-Printemps-Redoute (PPR), a French luxury holdings company that includes such brands as Yves Saint Laurent and Gucci, and Compagnie Financiere Richemont, a Swiss luxury company that includes such brands as Cartier and Montblanc. ?PPR is a French retailer and luxury goods company. It is very similar to LVMH in both size and earnings.One distinct advantage LVMH holds over PPR is international diversification. Though a majority of PPR's brands are luxury, it also owns Puma, a sportswear line for men and women that is more affordable and as a broader consumer base, thereby increasing its market. The luxu ry brands that directly compete with LVMH fall under Gucci Group and are: Alexander McQueen, Bottega Veneta, Balenciaga, Yves Saint Laurent, Stella McCartney, Gucci, Boucheron and Sergio Rossi. ?Compagnie Financiere Richemont is much smaller than LVMH in terms of revenue, but earned a similar operating margin on its revenue.Richemont is primarily focused on watches and jewelry. Therefore, in its main business Richemont does not face stiff competition from either company. The most competition comes from the fashion and leather goods divisions, namely Dunhill, Azzedine Alaia, Shanghai Tang, Chloe and the leather goods brand Lancel. All are luxury brands and compete directly with LVMH. [8] ? Valentino Fashion Group S. p. A is an international luxury goods conglomerate. It owns the prestigious brand Valentino as well as luxury brand Hugo Boss.It also has licenses for Marlboro Classics and M Missoni (a lower-priced line inspired by the designs of privately-owned Missoni). Valentino Fashi on Group also has its own brands: Lebole, Oxon and Portrait. In addition, Valentino Fashion Group owns 45% of the luxury American brand Proenza Schouler. Like LVMH, Valentino owns a number of other luxury brands including Valentino and Hugo Boss produce apparel, accessories and fragrances for both men and women. Both conglomerates sell their goods side-by-side in luxury department stores as well as freestanding boutiques. SUPPLIERS: Same behavior as LVMH + acting well towards natureTo ensure effective environmental control, the companies of the Group are conducting an awareness program with their suppliers and subcontractors. Designing packaging that prevents the waste of raw materials and generates smaller waste volumes is a principle of both good management and respect for the environment. This can only be done if we thoroughly understand the effects of the product on the biosphere, from manufacture to disposal. This is the role of Life Cycle Analysis, a method applied by the LVMH group since 1993, in its initial study on the path followed by a standard Hennessy product.The implementation of actions to reduce the products impacts throughout their life cycle implies to work closely with the suppliers and subcontractors. Programs to make lighter packaging are critical and are coordinated at Group level. We start studying a product's packaging from the product's design stage. The design/development, purchasing and marketing teams work with suppliers in multi-disciplinary groups and use a value analysis method to reconcile impeccable quality and aesthetics for the consumer with marketing requirements, optimized manufacturing processes, and our desire to use raw materials sparingly.Preserving biological diversity is a vital issue for the evolution of life on earth. LVMH group has built its businesses on a sustainable relationship with the natural environment, and consequently uses elements that are neutral or without impact on our ecosystems, either by growing pl ants or raising animals, or by using surplus elements. In this way, it complies in an exemplary manner with the regulations protecting rare species. The research work of LVMH's R&D laboratories in the village of Koro in Burkina Faso continues to bear fruit.In the spring of 2004, the Bikini line of Christian Dior acquired a new active ingredient: Anogelline. EMPLOYEES The group currently employs more than 83,000 people. [1] 30% of LVMH's staff work in France. LVMH operates over 2,400 stores worldwide. [10] LVMH actively supports the professional development of its employees. The decentralized organization of the LVMH group encourages individual initiative. Human Resources teams deploy a variety of concrete tools to develop talents, including training, geographic and functional mobility andrecruitement.The annual Organizational Management Review plays a pivotal role in identifying talents and succession planning. This dynamic process is central to recognizing the contributions and tal ents of the Group's people. It ensures motivating advancement within the Group by identifying key positions, internal resources and the human resources needed to drive continued growth at LVMH companies. LVMH also carries out regular performance appraisals to identify employees' strong points and opportunities for improvement, as well as their personal goals.These appraisals serve as the basis for concrete action to enable people to achieve fulfulling career objectives. Training is distributed between the Group, itsbusiness divisions and the brands themselves, always focused on enriching the skillsets of employees and sharpening their performance to help them flourish in the LVMH ecosystem. Training programs address needs that have been identified and discussed during annual performance appraisal interviews. Technical skills are the responsibility of brands, which sometimes pool training across business groups.LVMH actively encourages all employees to reach their potential as they p ursue fulfilling careers. The Group is committed to promoting diversity and energizing the wealth of human resources at all its companies and in all the host countries where it operates. INSURANCE: Of the most prestigious luxury houses, six post sales of over a billion euros annually. They include Gucci, Hermes, LVMH and L'Oreal, all of whom are clients of Allianz Global Corporate & Specialty France for their transport, property and liability insurance programs. AGCS France will market its transport insurance solution through a variety of intermediaries.These include key luxury industry brokers whose current clients, including subcontractors, may be interested; the Colbert Committee, an association of over 70 luxury companies; Colipa, the European cosmetics association; and the Confederation des Arts de la Table (CAT, the French tableware association). On the heels of this new transport insurance solution other new products will be developed, with the goal of offering a dedicated ra nge for all luxury goods companies. CUSTOMERS: LVMH made a fortune thanks to customer loyalty, and to keep these customers it’s opening shops both in the U. S. ut also in developing countries such as India and China In all, Louis Vuitton now has 96 stores open in the United States, which Slavinsky says is almost evenly divided between freestanding stores and leased in-store boutiques. The company's strength owes a lot to customer loyalty — especially to Louis Vuitton, which analysts estimate accounts for about 60 percent of LVMH's earnings. Demand for its products — from $100 coin purses to the new $5,500 Theda multi-buckled, gilt-trimmed handbags in colors such as turquoise and pink — is so strong that Vuitton's margin topped 45 percent last year; its U.S. sales alone grew 38 percent. To meet the demand, Vuitton is expanding. LOCAL COMMUNITIES The Group believes that our own development must integrate the search for a better quality of life for our custo mers, employees, shareholders, and the regions and various communities affected by our production and distribution operations throughout the world. The Group's commitment towards environmental protection materialized in 2001 by the the â€Å"Environmental Charter† was reinforced in 2003 by joining the United Nations' Global Compact.That initiative, which was launched by Kofi Annan, Secretary General of the UN, requires its signatories to apply and promote nine principles in the field of human rights, labor and the environment. Thus LVMH implements the concept of sustainable development. Aim for a high level of environmental performance In developing its businesses internationally, LVMH works to align its practices with those that offer the best level of environmental protection around the world. Foster a collective commitmentThe environment is the responsibility of every individual and LVMH believes that the awareness, education and training of its employees are top prioritie s. To ensure a continued high level of environmental performance, the Group believes it is vital for each company to set precise environmental objectives and implement a management system dedicated to this process. Control environmental hazards In addition to the most stringent compliance with environmental regulations, which is an absolute duty, the Group intends to focus on risk prevention. As a result, it allocates human and material resources to this goal.Design luxury products by integrating environmental innovation and creativity Guided by its overriding concern for high quality, LVMH is working to improve control and better anticipate the environmental aspects related to the life cycle of its products. LVMH encourages all processes that result in environmental innovations and accepts its duty to exercise prudence and take precautions to ensure total safety for the consumer. Make commitments outside the company LVMH intends to contribute to the protection of the environment ab ove and beyond just the aspects directly related to its own businesses.Because it considers that promoting respect for the environment is essential, LVMH is developing an active partnership with groups of businesses, local communities and the associations which contribute to this objective. INSTITUTIONAL GOALS The mission of the LVMH group is to represent the most refined qualities of Western â€Å"Art de Vivre† around the world. LVMH must continue to be synonymous with both elegance and creativity. Our products, and the cultural values they embody, blend tradition and innovation, and kindle dream and fantasy.In view of this mission, five priorities reflect the fundamental values shared by all Group stakeholders: -Bec reative and innovate – Aim for product excellence – Bolster the image of our brands with passionate determination – Act as entrepreneurs – Strive to be the best in all we do Be creative and innovate Group companies are determined to n urture and grow their creative resources. Their long-term success is rooted in a combination of artistic creativity and technological innovation: they have always been and always will be creators.Their ability to attract the best creative talents, to empower them to create leading-edge designs is the lifeblood of our Group. The same goes for technological innovation. The success of the companies' new products – particularly in cosmetics – rests squarely with research & development teams. This dual value – creativity/innovation – is a priority for all companies. It is the foundation of their continued success. Aim for product excellence Group companies pay the closest attention to every detail and ensure the utter perfection of their products. They symbolize the nobility and perfection of traditional craftsmanship.Each and every one of the objects their customers buy and use exemplifies our brands' tradition of impeccable quality. Never should Group compan ies disappoint, but rather continue to surprise their customers with the quality, endurance, and finish of their products. They never compromise when it comes to product quality. Their search for excellence go well beyond the simple quality of their products: it encompasses the layout and location of our stores, the display of the items they offer, their ability to make their customers feel welcome as soon as they enter our stores†¦All around them, their clients see nothing but quality. Bolster the image of our brands with passionate determination Group brands enjoy exceptional reputation. This would not amount to much, and could not be sustained, if was not backed by the creative superiority and extreme quality of their products. However, without this aura, this extra dimension that somewhat defies logic, this force of expression that transcends reality, the sublime that is the stuff of our dreams, Dior would not be Dior, Louis Vuitton would not be Louis Vuitton, Moet would no t be Moet†¦ The power of the companies' brands is part of LVMH's heritage.It took years and even decades to build their image. They are an asset that is both priceless and irreplaceable. Therefore, Group companies exercise stringent control over every minute detail of their brands' image. In each of the elements of their communications with the public (announcements, speeches, messages, etc. ), it is the brand that speaks. Each message must do right by the brand. In this area as well, there is absolutely no room for compromise. Act as entrepreneurs The Group's organizational structure is decentralized, which fosters efficiency, productivity, and creativity.This type of organization is highly motivating and dynamic. It encourages individual initiative and offers real responsibilities – sometimes early on in one's career. It requires highly entrepreneurial executive teams in each company. This entrepreneurial spirit requires a healthy dose of common sense from managers, as well as hard work, pragmatism, efficiency, and the ability to motivate people in the pursuit of ambitious goals. One needs to share and enjoy this entrepreneurial spirit to – one day – manage a subsidiary or company of the LVMH group.Strive to be the best in all we do Last but not least is our ambition to be the best. In each company, executive teams strive to constantly improve, never be complacent, always try to broaden our skills, improve the quality of our work, and come up with new ideas. The Group encourages this spirit, this thirst for progress, among all of its associates. Code of Conduct In 2010, to provide a set of simple principles and behaviours that should guide the Group and each of us in the everyday conduct of business, LVMH officially adopted a Code of Conduct.LVMH has a global dimension and the world in which we do business is changing at a rapid pace. In the context of this continually evolving business environment, this Code of Conduct constitutes a common benchmark to guide individual initiatives and ensure greater consistency in practices across the Group's companies and geographies. >Code of Conduct (PDF–1 419 Ko) Digital In 2010, the Group also adopted self regulatory on line marketing principles, aligned with the World Federation of Advertisers.

Woman Dies a Brutal Death in the Valley of Ashes - The Great Gatsby by F. Scott Fitzgerald -write a news report on one of the major incidences in The Great Gatsby

Woman Dies a Brutal Death in the Valley of Ashes - The Great Gatsby by F. Scott Fitzgerald -write a news report on one of the major incidences in The Great Gatsby Last night George Wilson grieved over the loss of his wife, Myrtle Wilson, who ran onto a road in the Valley of Ashes and was struck by a car, losing her life.Mavro Michaelis, a good friend of George Wilson's, had this to say "She rushed out into the dusk, waving her hands and shouting." (Fitzgerald 130) It caught Michaelis' attention but "before he could move from his door, the business was over." (Fitzgerald 130)As she blindly ran into the street like a madwoman, she was struck and instantly killed by the 'death car.' (Fitzgerald 131)"Michaelis and another man reached her first, but when they had torn open her shirtwaist, still damp with perspiration, they saw that her left breast was swinging loose like a flap, and there was no need to listen for the heart beneath." (Fitzgerald 131)Michaelis described the deceased's face by saying "the mouth was wide open and ripped a little at the corners, as though she had choked a little in giving up the tremendous vitality she had stored so lo ng."Tomb of George Wilson, Edinburgh(Fitzgerald 131)A man who was present at the scene of the crime said that "it was a yellow car, the car passed me down the road going faster than forty. Going fifty, sixty." (Fitzgerald 133)When Wilson learned of the car that had killed his beloved wife, his emotional state became further deranged. Alex Goodall, a neighbour, had this to say: "He grew quieter and began to talk about the yellow car. He announced that he had a way of finding out whom the yellow car belonged to, and then he blurted out that a couple of months ago his wife had come from the city with her face bruised and her nose swollen." (Fitzgerald 149)"Her and her husband were having some sort of...

3 Cases of Faulty Organization of In-Line Lists

3 Cases of Faulty Organization of In-Line Lists 3 Cases of Faulty Organization of In-Line Lists 3 Cases of Faulty Organization of In-Line Lists By Mark Nichol An in-line list is a list of related words or phrases within a sentence, as opposed to a vertical list, the items of which are formatted on separate lines, often highlighted by a number or a bullet. Often, writers mistakenly organize in-line lists, erroneously assuming that an additional but syntactically distinct item is part of the list and inserting or omitting conjunctions (usually and or or) or punctuation incorrectly as a result. Each example below illustrates a variation on this theme, and each is followed by a discussion and a revision. 1. Professor Smith’s comments are utterly reprehensible, deeply disturbing, and do not in any way reflect the values of the university. Because the phrase beginning with do has its own verb, it is not part of a list beginning with â€Å"utterly reprehensible† and continuing with â€Å"deeply disturbing,† so those two phrases should be linked with a conjunction, and the commas that follow them must be omitted: â€Å"Professor Smith’s comments are utterly reprehensible and deeply disturbing and do not in any way reflect the values of the university.† 2. Thousands of the organization’s workers face resistance, fear- and terrorists- as they try to eradicate the crippling disease. Similarly, the parenthetical phrase â€Å"and terrorists† is not part of a list that also includes resistance and fear; those two terms constitute the list, and â€Å"and terrorists† is distinct, so the treatment of the list must be revised: â€Å"Thousands of the organization’s workers face resistance and fear- and terrorists- as they try to eradicate the crippling disease.† 3. Traditional financial institutions have significantly enhanced their risk and compliance programs by increasing resources, clarifying roles and responsibilities across the three lines of defense, upgrading their governance frameworks, as well as maintaining higher levels of capital. â€Å"Maintaining higher levels of capital† is not part of the list in this sentence- â€Å"as well as† marks the phrase consisting of those eight words as a distinct appendage tacked onto the main clause- so the final item in the list must be preceded by a conjunction: â€Å"Traditional financial institutions have significantly enhanced their risk and compliance programs by increasing resources, clarifying roles and responsibilities across the three lines of defense, and upgrading their governance frameworks, as well as maintaining higher levels of capital.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Style category, check our popular posts, or choose a related post below:Passed vs Past30 Baseball Idioms10 Humorous, Derisive, or Slang Synonyms for â€Å"Leader† or â€Å"Official†

Slave vs, Slave owners Essay Example | Topics and Well Written Essays - 2250 words

Slave vs, Slave owners - Essay Example Their arguments illustrate Thomas Jefferson’s observation that the abolition of slaves exposed two overriding concerns: Justice is on one side and Self-preservation on the other.    I.  Ã‚  Ã‚  Ã‚  Ã‚  Arguments in favour of justice were put forward by various groups of slaves in their petitions in favour of slavery abolition. A.  Ã‚  Ã‚  The slaves felt that they were born with the divine right to live freely in this free country of God. Just like their other fellow human beings, they too had the natural right to freedom. 1.  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"by divine permission are held in a state of Slavery within the bowels of a free and Christian Country† 2. â€Å"have in common with all other men a natural right to †¦ freedoms without being deprived of them by †¦ fellow men† B.  Ã‚  Ã‚  Some petitions have expressed the slaves’ claim for freedom of religion by highlighting the fact that all humans, being the creations of the Almighty, must be tr eated equally and given the freedom to choose their own religion. 1.  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"detained in a State of Slavery in the Bowels of a free & Christian Country† 2. ... Arguments in favour of self-preservation were presented by the slave-owners who opposed the abolition. A.  Ã‚  Ã‚  Abolition raised the potential risk of proliferation of slave trade by the free Negroes. 1.  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"many Evils have Arisen from a Partial emancipation of Slaves† 2. â€Å"to prevent free Negroes or mulattoes trading with or For slaves† B.  Ã‚  Ã‚  Some slave owners even felt that the Act of the Legislature for a General Emancipation was â€Å"a flagrant Contempt of the constituent Powers of the Commonwealth† as well as â€Å"a daring attack on that sacred Constitution†. 1.  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"a flagrant Contempt of the constituent Powers of the Commonwealth† 2. â€Å"a daring attack on that sacred Constitution† C.  Ã‚  Ã‚  However the issue that breathed through almost all such petitions was the irreparable damage caused to the economy and the perpetual loss of the country’s freedom and happiness. 1.  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Want, Poverty, Distress, and Ruin†¦Breach of public Faith and Loss of Credit† 2. â€Å"final Ruin to this now flourishing free and happy Country† Conclusion Evaluation Rubric References Slaves Vs. Slave-owners Thomas Jefferson was a steady opponent of slavery throughout his political life. According to Jefferson, the rhetoric of justice and self-preservation dominated the arguments for and against abolition in the revolutionary and post-revolutionary period. The same is evident in the arguments of justice and self-preservation in the slave petitions for freedom and slave-owner petitions against manumission in the period 1773-1785. Slaves who petitioned for their freedom during and after the American Revolution made three arguments in favour of their liberation: freedom of rights, freedom of religion and freedom of justice. The slave-owners in Virginia

The attitudes of children and adults Essay Example | Topics and Well Written Essays - 750 words

The attitudes of children and adults - Essay Example gs about these manifestations in one’s characteristics, it is the experiences that the individual undergoes that actually defines his behavior into that of an adult, or that of a child. However, basically, humans are ‘selfish’ by nature, and these attitudes towards the different parts of life may still root to the fact that humans are selfish beings. Let’s take four aspects wherein the difference between such behaviors can clearly be seen: honesty, education, trust, and personal outlook. One of the most discordant aspects of life is honesty. Honesty is one of the basic things that people can either adhere to or stray from. Although children are not the most tactful individuals one may come across with, they are by nature, very honest creatures (Froese). When it comes to honesty, a child’s remarks/comments are those that are deemed reliable, compared to that of an adult’s. Adults’ credibility in honesty is shadowed by the mere fact that it is quite natural for them to blurt out ‘white lies’, -- which is also where children are first exposed to the concept of lying. Children are very blatant in their facial expressions, as well as their actions. A child who told a lie, is most likely to gush, and cover his mouth, with an obvious act to conceal such action. Whereas an adult who told a lie is just most likely to touch his lip, a more refined and unobvious way to conceal such act (Pease and Pease 25). When it comes to lying, though, chil dren and adults both lie – and the reasons behind it are usually to one’s own benefit. A child is most likely to lie to escape punishment, while an adult may lie to impress someone, to get his way, or to protect others, even themselves (Zolten and Long). However, it is noted that any individual – child or adult, does not respond well to being lied at. In terms of education, the attitude of the child and the adult may differ in the light of how they were â€Å"programmed† for such endeavor, as well as