Nike The Sweatshop

Nike Company is considered as one of the classic world wide corporations established in America. Its fame is also associated to the superfluous profits that the company makes out of the large volumes of shoes that it produces. Nike Company has been able to propagate its revenues from the fact that its sells its products from more than 140 countries worldwide.Advertising We will write a custom essay sample on Nike: The Sweatshop specifically for you for only $16.05 $11/page Learn More Despite of the company being able to generate profound profits out of the large volumes from the apparels and shoes, it is being characterized by some features that may in one way or another be perceived as unethical. Some of the issues that the company ought to keenly observe comprise of the working condition of the employees. In essence the working condition may comprise of the remuneration to its respective employees and the conditions that the company dictates to its sub contractors (Hill, 2009). Nike being termed as the best performing corporation on a global sense in terms of the apparels and shoes it is able to produce in an annual basis. This means that it is being able to control the market. In other words, the company has been able to set up and establish the conditions that ought to be followed by other marketers, live alone its subcontractors. Considering the amount of remuneration that the company offers to its employees and the conditions that it has set up to even the foreign factories that it works with, it would be just if the company is held responsible for such conditions. As long as the subcontractors make products for Nike Company, the foreign countries associated with the subcontractors in one way or another are being controlled by Nike Company. Therefore, the conditions that those foreign companies implemented are indirectly linked to Nike Company and thus, this justifies why Nike Company ought to be held responsible for any condi tion within the foreign company (Hill, 2009). Though, Nike may be held responsible for the conditions subsisting in foreign countries, which might be regarded as being unethical, there are others that ought to be held both in the mother country and in the foreign countries. Some of the working conditions that should be upheld in the foreign countries are the issues concerning the overtime rates. In order to have a livable wage, there should be no limit for the overtime. In essence it should not be limited in any way (Bateman Snell, 2009).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It would be justified to criticize Nike Company for the low wages it provides to the subcontractors residing in Indonesia. Considering the high standard of living – constituted to the amount of work done by the subcontractors – at least Nike Company should be advocating for the minimum age, but for an increment in total wages. Also, considering the amount of profits the company generates, a little increase will be considerable. In view of the way Nike retaliated to the negativity publicity about the sweatshops by promising to improve the working conditions and also amending the labor rule and regulations, it was not a better way forward. The negative publicity would still hold as long as those products would remain produced from the â€Å"sweatshops† Additionally, considering that the company is aimed at offering quality products to its clients, changing the brand name of the production site (sweatshop) would in one way initiate a positive insight in people’s mind. A pay rise is another factor that would be considered as an improvement in the working conditions. Furthermore, cutting links with other factories that could follow up their rules could not help improve the working conditions. Instead amending the rules to strengthen the bond could be a way out in improving the conditions. There is therefore a dire need for the company to improve the working conditions within its strategy. For instance, the company should consider a pay rise that should conform to the current living standard. Additionally, the company should not be dictatorial on the quantity of products that a single person ought to produce to be eligible for payment. Overtime rates should be limited by any law, but instead, should be open as long as somebody is ready to work. Nike, being a global corporation, should work independently and not focus much on being profit oriented, but also consider the welfare of its employees (Mejia, Balkin, Cardy, 2006). In this regard, the reputation of a business is not built by the amount of profits that the business generates; neither by volume of production, but by how well the business treats its employees and the public at large. Nike Company should be guided by such motives and thus, there will be a right to argue that WRC has a r ight to argue that the FLA is a tool of industry.Advertising We will write a custom essay sample on Nike: The Sweatshop specifically for you for only $16.05 $11/page Learn More If Nike does not make any adjustments to the working conditions, and assuming that all the challenges stems out from the â€Å"Sweatshop†, the issue may turn into a global problem and the global solution is closing down the company. Therefore, global managers should ensure that there is enough marketing research within their target markets before deciding on the products and services to offer. References Bateman, T.S Snell, S.A. (2009). Management: Leading and Collaborating in the Competitive World (8th ed.). New York: The McGraw-Hill Companies. Hill, C. W. (2009). International business. Competing in the Global Marketplace (7th ed). Boston, MA: McGraw-Hill. Mejia, L. G., Balkin, D. B. Cardy L. R. (2006). Management: People, Performance, Change. New York: McGraw-Hill. This essay on Nike: The Sweatshop was written and submitted by user Ryleigh Dalton to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Infancy and Early Childhood Paper Essays

Infancy and Early Childhood Paper Essays Infancy and Early Childhood Paper Essay Infancy and Early Childhood Paper Essay I believe Piaget’s theory of cognitive development best explains the cognitive development both in babyhood and early childhood. His theory is explained by a theory of cognitive organisation called strategies. Schemes are the actions or mental representations that organize knowledge ( Santrock. 2008. p. 94 ) . Harmonizing to his theory. strategies change with age ; in other words. they are action-based ( motor forms ) at first and so bit by bit change to a mental ( believing ) degree. There are several cardinal footings that explain Piaget’s procedure of developmental alteration ; those include version. assimilation. adjustment. organisation. and equilibration. Sensorimotor phase is the first of the Piaget’s theory of cognitive development. It lasts from birth to the about 2 old ages of age. where consciousness of the universe is limited to what can be known through centripetal consciousness and motor Acts of the Apostless. Furthermore. Piaget divided the sensorimotor phase into six sub-stages: 1 ) simple physiological reactions ; ( 2 ) first wonts and primary round reactions ; ( 3 ) secondary round reactions ; ( 4 ) coordination of secondary round reactions ; ( 5 ) third round reactions. freshness. and wonder ; and ( 6 ) internalisation of strategies ( Santrock. 2008. p. 96 ) . Reflexive Schemes: this is present in neonates. Initially. the infant’s actions are coordinated through automatic behaviours. such as rooting and suction. But bit by bit the baby produces behaviours that resemble physiological reactions in the absence of the usual stimulation for the physiological reaction ( Santrock. 2008 ) . Primary round reactions: it develops between 1 and 4 months of age. In this phase. babies begin to accommodate their physiological reactions to their environment ; simple motor wonts are centered around ain organic structure ( Caulfield. 2001 ) Secondary round reactions: it develops between 4 and 8 months of age. The focal point of infants’ geographic expedition craps to external events. Babies develop consciousness that objects continue to be even when non in sight at about 8 months of age ( Caulfield. 2001 ) Coordination of secondary round reactions: develops between 8 and 12 months of age. Babies begin to show knowing behaviour and anticipate events ; they coordinate separate actions to accomplish desired ends ( Caulfield. 2001 ) . Tertiary round reactions: develops between 12 and 18 months of age. Babies reach an advanced degree of proficiency ; they begin to research belongingss of objects through fresh actions ( Caulfield. 2001 ) . Internalization of strategies: develops between 18 and 24 months of age. Their ability to stand for the external universe internally begins to develop. besides called as symbolic representation. Besides. deferred imitation. the ability to retain and copy a representation of an ascertained behaviour. begins to develop ( Caulfield. 2001 ) . I besides believe Piaget’s theory best explains the cognitive development in early childhood every bit good. His Preoperational period. the 2nd phase of Piaget’s theory of cognitive development stopping points from about 2 to 7 old ages of age. In this age. children Begin to stand for the universe with words. images. and drawings. Not merely that. they begin to organize stable constructs and embark on reasoning ( Santrock. 2008. p. 145 ) . Besides. egocentricism ( inability to separate between one’s ain position and person else’s position ) and charming beliefs besides begin to play a function in child’s cognitive development. There are different sub-stages of the preoperational phase. Symbolic map sub-stage is the first sub-stage of the pre-operational idea. In this phase. the kid has the capableness to mentally stand for an object that is non physically present. This phase occurs between the ages of 2 and 4 old ages of age. The Intuitive Thought Sub-stage. the 2nd sub-stage of preoperational idea that by and large occurs between 4 and 7 old ages of age. In this phase. kids are tempted to inquire many inquiries. In other words. one of the most outstanding words for the kids around this age is why . There are many similarities and differences between the Piaget’s theory of cognitive development that explains babyhood and early childhood. Similarities Both the selected theories that I believe best describes cognitive development in babyhood and early childhood semen from Piaget. Both theories have phases ( Sensorimotor and preoperational ) and are farther divided into sub-stages. Both theories rely on the premise that babies and kids actively construct an apprehension of the universe. Both theories give a clip frame of when the phases and the sub- phases occurBoth theories have restrictions. Differences Sensorimotor phase trades with babies from birth to 2 old ages of age and Preoperational phase trades with early childhood that by and large occurs between the ages of 2 and 7. Sensorimotor is the phase one of the Piaget’s theory of cognitive development ; whereas preoperational period is stage two of his theory. The restriction of the sensorimotor stages remainders on the truth of the timing of the events that Piaget mentioned ; whereas the restriction of the Pre-operational idea remainders on the constructs such as centration and preservation. Therefore. in this paper. I have considered Piaget’s theory to explicate cognitive development in both babyhood and early childhood. I have besides considered the similarities and differences between the two theories. Mentions Caulfield. R. A. ( 2001 ) . Babies and yearlings. Upper Saddle River. New jersey: Prentice HallSantrock. J. W. ( 2008 ) . Necessities of life-span development. New york: McGraw-Hill.

State Correction System Essay Example | Topics and Well Written Essays - 1250 words

State Correction System - Essay Example A community-based corrections system aims to protect the public through effective control of the offender while he is serving his sentence effected through an accurate evaluation of the risks involved in allowing such offender to participate in community activities as well as ensuring effective monitoring and control by officers tasked to supervise the offender while he is serving his sentence. The goal of rehabilitation is made effective through ‘programming’ the offender, which is the process of helping him to reduce his criminal behavior. This can only be done, however, if such offender truly wants to change and accepts help from others. On the other hand, restorative justice, another goal of community based corrections system, is achieved by making the offender perform community service and participate in educational programs where he is made to see the perspectives of victims. Finally, shaming, which is akin to the scarlet-letter punishment employed by the Puritan s ociety, is done by making the offender accept and apologize for his acts publicly. The objective is evidently to deter the offender from committing a similar act in the future (Alarid & del Carmen pp. ...ISP is conducted on offenders who are considered high risk. Intensive surveillance of the offender’s activities coupled with the use of such monitoring systems as Home Electronic Monitoring, telephone, curfews, and home and employment checks are the standard ISP mechanisms used by the Virginia DOC. High risk offenders include sex predators, hate group offenders and those who have graduated from community corrections. HEM, which is a separate program, employs either a tamper-resistant electronic transmitter strapped to the ankle of the offender or a field monitoring device. A $30 fee is assessed from offenders who are made to use a HEM. CRPs make use of transitional residential centers to temporarily house offenders under supervision where they undergo supervised housing, rand om urinalysis, testing, life skills and counseling. Offenders pay for their board and lodging. Diversion centers emphasize work and offenders are given jobs in public works and in prison complexes. They also receive counseling and related programs. Detention centers is a program that takes about 5 to 7 months consisting of military drills and discipline, strict hygiene, and where detainees are made to undergo physical labor. A DSAT consists of substance abuse screening, assessment, testing and treatment. Meanwhile, Virginia’s Sex Offender Supervision program requires certain offenders to register in a registry created for that purpose. The program also includes intense supervision, treatment and subjecting offenders to polygraph tests (Virginia.gov 2011).

What actions might be taken by governments to reduce or limit price Essay

What actions might be taken by governments to reduce or limit price fluctuations of your commodity (Coffee) - Essay Example As a result, the farmers will not be able to make a profit and will end up running in a danger of going out of business. The government, therefore, intervenes and attempts to raise the prices or try to affect the farmer revenue. A good example of this intervention is through subsidy or negative taxation. In these cases, the farmers receive extra payments from the government. An example is in the coffee industry. Alternative solutions include government involvement to buy the products in the open market causing an increase in demand until the commodity prices get to the desired level. Alternatively, the supply of the commodities are curtailed by quotas where only certain farmers are allowed to grow a certain crop, and there are limits on how many products can be produced i.e. sugar, coffee, tobacco. Price controls can be imposed to limit the maximum and minimum prices that can be charged for a certain product. However, it has serious consequences causing a decrease in production as it will not be profitable to produce as many products as they are demanded because of the low prices causing a shortage of the commodity. Farmers generally face price fluctuation of coffee product prices. This is so because coffee products that are produced by one farmer are equivalent to a similar product of the same grade that is produced by another farmer. Farmers are, therefore, considered to be price takers as they can sell all their products at any market price but have no individual bargaining power for their products to raise their prices. Therefore, it is essential to ensure that there is stability in the global market prices of the agricultural products (Mohan 2007). Supply management programs, and agricultural policies in the past have helped in maintaining production around the demand to ensure that farmers do not produce an oversupply that can lead to prices collapse of their products. A number of strategies

My Goal in Life Essay Example for Free

My Goal in Life Essay At the age of 8 we change our minds about what we want to do when we grow up about every week. At the 18 and a few months away from graduating some of us still don’t know what we want to do or where we want to go in life. Excluding all of those soon to be high school graduates, I already know what I want to do after high and know where I want to go. Since the age of 10, I’ve always dreamt of being a police officer. I cant see myself doing anything other than patrolling the streets and keeping people safe. After graduating high school, Im going to go to college for at least four years. When my four years is done and after I turn twenty-one, I’m going to join the police academy. Im going to work hard and do whatever it takes to get in and pass all my tests. My goal is to be the best police office on the force. When the time comes after a couple years of patrolling, I would love to work my way up to be a special agent or maybe even be a member of the SWAT team. I know a lot of people may doubt me and a lot of people may say, â€Å"A little girl like you can’t do a job like that.† but I will prove them wrong. I want to be able to say â€Å"I did it† instead of â€Å"I tried,† Failing is not an option, the key is to never give up and push yourself as far as you can go.

A Comparison of Shelleys Frankenstein and Rifkins Biotech Century Ess

Shelley's Frankenstein and Rifkin's Biotech Century   Ã‚  Ã‚  Ã‚   Human beings are created by God, who intends that they reproduce and flourish amongst themselves.   However, with the accomplishments of science, ideas that were thought to be impossible are becoming possible inside experiment labs; for example, scientists have found a way of creating life without requiring sexual reproduction.   Further more, scientists are now experimenting with cloning other living things.   Jeremy Rifkin explains in "Biotech Century [ . . .]" that science offers "a door to a new era of history where the genetic blueprints of evolution itself become subject to human authorship" (245).   One may argue that scientists are now assuming the role of God by manipulating science and leading humankind to a biotech century.   While this may seem to be a success to most scientists, they must be aware of the harm they can cause human life and be prepared to take responsibility; unlike Victor Frankenstein, in Mary Shelley's Frankenstein, who "uses his knowledge to assemble a grotesque manlike creature [. . .] horrified by what he has done, abandons it the moment he brings it to life" (Ruszkiewicz 231).   Because he sees his creation as a failure and refuses to accept responsibility for his actions, the monster turns destructive, killing people close to Frankenstein.  Ã‚   Although both Rifkin and Shelley's writings stress similar concerns, they differ in certain aspects.  Ã‚  Ã‚        Ã‚  Ã‚  Ã‚  Ã‚   One difference between Rifkin and Shelley, is that Rifkin looks at science as being partly a positive contribution to society, involving huge amounts of money (246).   He also believes that scientists can continue to use science for a more positive way, if and when... ... Dolly."   CNN.com.   9 Dec.   CNN Health.     Ã‚  Ã‚  Ã‚   <http://www.cnn.com/NATURE/9905/26/dolly.clone.02/index.html> . Frankenstein by Mary Shelley.   A play by Nick DiMartino, Direct.   Moses Goldberg.   Narr.   Professor McNamer.   Global Stage Production.   WLIW21 Presentation.   Class Movie. ZRB 1201.   Fall Semester, November 25, 2002. Kahn, Jeffrey P.   "Choosing Our Children's Future or Choosing Our Future Children?"   Ã‚  Ã‚  Ã‚  Ã‚   CNN.com.   25 Nov.   CNN Health.   Ã‚  Ã‚  Ã‚  Ã‚   <http://www.cnn.com/2002/HEALTH/03/04/ethics.matters/index.html> . Rifkin, Jeremy.   "Biotech Century." The Presence of Others. 3rd ed. Ed. Andrea A.    Lunsford and John J. Ruszkiewicz. New York: St. Martin's, 2000.   244-245 Shelley, Mary.   "Frankenstein." The Presence of Others. 3rd ed. Ed. Andrea A.   Ã‚  Ã‚  Ã‚  Ã‚   Lunsford and John J. Ruszkiewicz. New York: St. Martin's, 2000.   231-232   

Corporate Governance Essay

In a commercial organisation, the board of directors is typically charged with the key responsibility for corporate governance – protecting the rights of shareholders and creditors, ensuring contractual obligations and regulatory compliance. In the public sector, the elected government is typically responsible for corporate governance, and in semi-government and statutory bodies like State Rail, Sydney Water, the Australian Broadcasting Authority, the University of NSW, etc – and in not- for-profit organisations – governments will usually mandate a body similar to a board of directors with the responsibility for corporate governance. What does corporate governance involve? In a recent article, Gomez & Korine (2005, pp. 739-752) propose that: Corporate governance can be understood as a set of contracts that defines the relationships among the three principal actors in the corporation. To simplify what this actually means, corporate governance is the set of relationships where: †¢A key stakeholder whom they refer to as the sovereign (in the case of commercial organisations this would be the shareholders; in the case of public sector agencies, the elected government; for not-for-profit organisations this is often the ‘members’ or other key stakeholders as defined by legislation) †¢sets in place a governing body (eg, board, council, senate, etc) with responsibility for overseeing the actions of the governer (management, staff, employees, volunteers, players, etc) Increasingly, societies and governments are reacting to a rapidly changing world surrounding them, and modifying the regulations affecting ‘corporate governance’ accordingly. The numbers and interests of stakeholders who are affected by the actions of organisations is expanding. Organisations are being seen to impact on: the economy the natural environment society through opportunities for work and employment conditions of work family life, etc Consequently, there are increasingly complex expectations placed on organisations of all sizes to consider and take responsibility for decisions and actions beyond simply their ‘money making’ or other purposes and goals. Corporate governance covers a large number of distinct concepts and phenomenon as we can see from the definition adopted by Organization for Economic Cooperation and Development (OECD) – â€Å"Corporate governance is the system by which business corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation, such as, the board, managers, shareholders and other stakeholders and spells out the rules and procedures for making decisions in corporate affairs. By doing this, it also provides the structure through which the company objectives are set and the means of attaining those objectives and monitoring performance†1. From this definition we see that corporate governance includes the relationship of a company to its shareholders and to society; the promotion of fairness, transparency and accountability; reference to mechanisms that are used to â€Å"gov ern† managers and to ensure that the actions taken are consistent with the interests of key stakeholder groups. The key points of interest in corporate governance therefore include issues of transparency and accountability, the legal and regulatory environment, appropriate risk management measures, information flows and the responsibility of senior management and the board of directors. Harshbarger and Holden (2004) point out that while many of the governance issues that organizations face are not new, the environment in which they confront them is more challenging than ever: State and Federal law enforcement have applied significantly increased resources and a more aggressive philosophy toward confrontation of governance lapses; the media spotlight has increased awareness among those constituents directly affected as well as the business community as a whole; shareholder proposals are taken more seriously; and the judiciary has demonstrated its willingness for a more stringent definition of good faith. As well, there are a number of factors that have brought ethical issues into sharper focus, including globalization, technology and rising competition. Van Beek and Solomon (2004) also note the ability to deliver a professional service will necessarily take place in an environment in which there is an increasing tendency towards individuality, while society as a whole becomes more global. The new realities of corporate governance show that no entity or agent is immune from fraudulent practices and have altered the way companies operate; they have re-defined the baseline for what is considered prudent conduct for businesses and executives (Dandino, 2004). CORPORATE STRATEGY Strategy can be developed at many levels – in a multi-layered organisation there may be: †¢Corporate level strategy – decisions made for the whole corporation or organisation to gain the better of adversaries or attain ends. Business unit or divisional strategy – decisions made for the business unit or division to gain the better of adversaries or attain the business units end. Functional strategies – such as marketing/finance/huma n resources/IT/technology/ operational/production/etc. strategies. There would be marketing decisions (or finance or HR decisions, etc) designed to get the better of an adversary or attain a marketing/finance, etc, end. †¢So what do we mean by ends? Other terms that are frequently used here for the same concept are goals or missions or visions. Organisations typically have (or should have) a set of goals, desired outcomes or a view of their purpose (mission), or their future achievements and positions (visions) in mind. Ideally these are clearly articulated and understood by everyone in the organisation. When these ends (goals, mission, vision) are clearly understood, then the board, management, staff and partners of the organisation are able to ‘develop’ strategy to achieve these. What is a strategic plan? A plan, whether strategic, tactical, operational, marketing, finance – or whatever – is really just a set of decisions that have been captured in some form (document, web page, PowerPoint presentation, video, etc) that set out the answer to three key questions: 1. Where are we now? 2. Where are we going? 3. How will we get there? Accordingly, a plan is formed by: †¢analysing the existing and ex pected future trends and factors affecting the organisation/business unit, etc †¢setting down clear statements of the outcomes that will help to achieve the ends that the organisation has set itself (these statements of outcomes are commonly called objectives) †¢describing some tactics and actions that will lead to achieving the outcomes ETHICS IN A GLOBAL ENVIRONMENT The dawn of a global knowledge society with information-driven economies and expansion of cross-border trade as consequences of liberalization and globalization policy is placing new demands on business organizations for more innovative approaches in business ethics at both local as well as global business environment (Nissanke and Thorbecke, 2005). This premise is consistent with Brownlie et al. (1999) who indicate that; â€Å"What is it like to think new thoughts†¦ to undo the fragile web of assumption†¦ to render new images to the familiar†¦ to look anew at the world†¦ to see the ordinary and everyday from a fresh perspective?† Many research scholars today share this view and indicate that what they took for granted, assumed, believed and worked towards has been upended by those who argue that in order to ‘get it right’ in a global business environment, organizations must rethink their business ethics approach. Sheth and Sisodia (1999) also support this hypothesis by asserting that, the context of ethics in global business environment is changing in fundamental ways. The acceptance of law-like generalizations has to be, as they suggest, â€Å"Either enhanced or modified†. The old opinion of business ethics as â€Å"an oxymoron†, or that â€Å"business organizations do not have ethics† (Laczniak and Murphy, 1993) is being re-thought. The business ethics is increasingly being called into question from various quarters (Brownlie et al., 1999) and research scholars are developing the discipline in order to challenge the ethical complacency that existed in the past. Business ethics is ultimately the ethics of power, of how to handle the power of business and how that power is acquired, increased and exercised. The need for ethics in business has never been greater, precisely because the power of business was never so manifold and as extensive as it is today (Mahoney, 1997). The term ‘ethics’ has generally been used to refer to the rules and principles of right and wrong conduct. It therefore boils down to morality and good or bad conduct. Business ethics are a set of rules that stipulate how businesses and their employees ought to behave (Aldag and Stearns, 1991). DiPiazza (2002) says â€Å"I see ethics as a mission-critical issue†¦. deeply embedded into who we are and what we do. Its just as important as our product development cycle or our distribution system†¦its about creating a culture based on integrity and respect, not a culture based on dealing with the crisis of the day†¦We speak to ourselves every day, ‘Are we doing the right things?† Sheth, Gardner and Garret (1988) opine that ethical decision-making in a business environment is very complex, and that allegedly â€Å"guilty business practitioners have quite sincerely stated that they honestly did not realize that their actions could possibly create ethical problems†. Business organizations operating at international levels often find that many countries differ in what is considered wrong or right in a business market. IN TERMS OF SONY: ETHICS Ethical business conduct and compliance with applicable laws and regulations are fundamental aspects of Sony’s corporate culture. To this end, Sony has established a Global Compliance Network comprised of the Compliance Division at the corporate headquarters, a global compliance leadership team, and regional offices around the world; adopted and implemented the Sony Group Code of Conduct; and set up Compliance Hotline systems through its Global Compliance Network — all in order to reinforce the Company’s worldwide commitment to integrity and help assure resources are available for employees to raise concerns or seek guidance about legal and ethical matters. In July 2001, Sony Corporation established the Compliance Division, charged with exercising overall control over compliance activities across the Sony Group, to emphasize the importance of business ethics and compliance with applicable laws, regulations and internal policies. The Compliance establishes compliance policies and structures for the Sony Group and performs crisis management functions. In July 2003, Sony established a regional compliance network comprised of offices in the Americas, Europe, Japan, East Asia*1 and Pan-Asia,*2 which are charged with exercising regional control over compliance activities to strengthen the compliance system throughout the Sony Group. Officers responsible for compliance in each region have the authority to issue instructions concerning compliance to Sony Group companies in their respective regions and, by cooperating with one another, are working to establish and maintain a comprehensive global compliance structure. To further reinforce global compliance efforts, a Compliance Leadership Team was formed in September 2009 as an additional component of the global compliance organization. The Compliance Leadership Team assists the Sony Corporation General Counsel and Compliance Division in identifying, developing and implementing key compliance strategies and compliance-related measures; encourages more active participation in Group-wide compliance activities from a larger group of key Sony personnel by involving not only the Regional Compliance Officers but also experienced legal/compliance personnel from Sony Group companies; and creates a global framework that by its very structure highlights the company’s compliance priorities and commitment to best practices. *1Coverage area of East Asia compliance office: Mainland China, Hong Kong, Taiwan and South Korea *2Coverage area of Pan-Asia compliance office: Southeast Asia, Middle East, Africa and Oceania *3 The Americas Office is responsible for Sony Corporation of America, the Sony Pictures Entertainment Group, and the Sony Music Entertainment Group, in addition to the Electronics Group companies in the America ’s Region. The Sony Europe, East Asia and Pan-Asia Offices are responsible for the Electronics Group companies in their respective regions. The Japan Office is responsible for Sony Corporation, the Sony Computer Entertainment Group, and Sony Financial Holdings, in addition to the Electronics Group Companies in Japan CORPORATE GOVERNANCE: Sony is committed to strong corporate governance. As a part of this effort, in 2003, Sony adopted the â€Å"Company with Committees† corporate governance system under the Companies Act of Japan. In addition to complying with the requirements of applicable governance laws and regulations, Sony has introduced its own requirements to help improve the soundness and transparency of its governance by strengthening the separation of the Directors’ function from that of management and advancing the proper functioning of the statutory committees. Under Sony’s system, the Board of Directors defines the respective areas for which each of the Corporate Executive Officers is responsible and delegates to them decision-making authority to manage the business, thereby promoting the prompt and efficient management of the Sony Group. Sony Corporation is governed by its Board of Directors, which is appointed by resolution at the shareholders’ meeting. The Board has three committees (the Nominating Committee, Audit Committee and Compensation Committee), consisting of Directors named by the Board of Directors. Corporate Executive Officers are appointed by resolution of the Board of Directors. In addition to these statutory bodies and positions, Sony has Corporate Executives who carry out business operations within designated areas. Board of Directors: Determines the fundamental management policies of the Sony Group Oversees the management of Sony Group’s business operations Appoints and dismisses the statutory committee members Appoints and dismisses Representative Corporate Executive Officers and Corporate Executive Officers Nominating Committee: Determines the content of proposals regarding the appointment/dismissal of Directors Audit Committee: Monitors the performance of duties by Directors and Corporate Executive Officers (with respect to processes in place to ensure the adequacy of the financial reporting process, to enable management to ensure the effectiveness of internal control over financial reporting, to ensure timely and appropriate disclosure, and to ensure compliance with applicable law, Articles of Incorporation and internal policies). Monitors the status of any other items described in the â€Å"Internal Control and Governance Framework† determined or reaffirmed by the Board of Directors in accordance with the Companies Act of Japan. As part of its monitoring, attends the Nominating Committee and Compensation Committee meetings. Oversees and evaluates the work of the independent auditor (including to evaluate the adequacy of its independence and its qualification, to propose its appointment/dismissal or non-reappointment, to approve its compensation, to evaluate the appropriateness of its audit regarding the financial results and internal control over financial reporting, and to pre-approve its engagement for any services other than audit services to be provided) Prepares the Audit Committee Review Report in which the Audit Committee expresses its opinion on the performance of duties of Directors and Corporate Executive Officers, on the Business Report and on the independent auditor’s audit procedures and results based on its review activities including review of the matters subject to the Committee’s opinion in the Audit Committee Review Report. Compensation Committee: Sets policy on the contents of individual compensation for Directors, Corporate Executive Officers, Corporate Executives and Group Executives, and determines the amount and content of individual compensation of Directors and Corporate Executive Officers in accordance with the policy Corporate Executive Officers: Make decisions regarding the execution of Sony Group business activities within the scope of the authority delegated to them by the Board of Directors Corporate Executives: Carry out business operations within designated areas, including business units, h eadquarters functions, and/or research and development, in accordance with the fundamental policies determined by the Board of Directors and the Corporate Executive Officers