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Bring Back Flogging Essay - 1060 Words

In â€Å"Bring Back Flogging† Jeff Jacoby, a columnist for the Boston Globe, presents the use of corporal punishment as an alternative to the current system of imprisonment. Published in February of 1997, the article states that flogging would be a more effective means of punishment than jail. He insists it would be less expensive and serve as a deterrent to first time offenders. Jacoby’s thoughts on prison reform are legitimate, but his reasoning behind the use of corporal punishment is flawed. He fails to provide reasonable support for his argument which leaves the reader guessing as to the seriousness of his claim. Jacoby starts his essay by providing a background history on flogging by relating the punishment to crimes that would be†¦show more content†¦This statement could be begging the question whether or not criminals really become more violent after prison, but more often than not the statement is true. Addressing the cost, he states that a common est imate is $30,000 per inmate per year (Jacoby 193). This is an implied generalization that the prison system is a waste of money. The Globe reported in 1994 that more than two hundred thousand prison inmates are raped each year, usually to the indifference of the guards (Jacoby 194). Jacoby uses this statement to show that prison life has unimaginable horrors. His logos is strong using statistics to address the deficiencies of the system and deductive reasoning throughout the essay to persuade the reader to his hypothesis. He also appeals to his credibility as a writer by showing his own argument would not be effective in every situation, stating â€Å"there would be no cachet in chaining a criminal to a whipping post† (Jacoby 194). He shows that he has logically thought about his position and weighed the pros and cons associated with it. Because of this Jacoby is seen as a credible writer, if not a very sarcastic one. Jeff Jacoby comes across as sarcastic. His argument seems absurd and it appears that he is writing a satire. At first glance his essay appears to call for prison reform in light of a costly and ineffective incarceration system and provides facts to support the thought. It is notShow MoreRelatedBring Back Flogging1340 Words   |  6 PagesBring Back Flogging This essay by Jeff Jacoby illustrates an authors use of ironic sarcasm otherwise known as satire to defend and illustrate his platform on his position. Jacoby uses in this essay verbal irony (persuasion in the form of ridicule). In the irony of this sort there is a contrast between what is said and what is meant. Jacoby s claim in simple is he believes that flogging should be brought back to replace the more standard conventional method of the imprisonment of violentRead MoreBring Back Flogging1289 Words   |  6 PagesBring Back Flogging Every civilized society makes laws that protect its values, and society expects from every single person to obey to these laws. Whenever a person from this society breaks one of those laws, the rulers of the society punish him or her either by putting the person behind bars, whipping him or her, or exiling the person. A great debate has been raging since human society started. Some say that depriving a wrongdoer from his or her freedom is the best way to deter him or her fromRead MoreBring Back Flogging Essays475 Words   |  2 PagesBring Back Flogging During seventeenth century flogging was a popular punishment for convicted people among Bostons Puritans. Fortunately, those times have passed and brutal and inhuman flogging was replaced by imprisonment. Columnist for the Boston Globe, Jeff Jacoby in his essay Bring back flogging asserts that flogging is superior to imprisonment and advocates flogging as an excellent means of punishment. He is convinced that flogging of offenders after their first conviction can preventRead MoreJeff Jacoby’s Bring Flogging Back1018 Words   |  5 PagesIn Jeff Jacoby’s essay Bring Flogging Back, he discusses whether flogging is the more humane punishment compared to prison. Jacoby uses clear and compelling evidence to describe why prisons are a terrible punishment, but he lacks detail and information on why flogging is better. In the essay he explains how crime has gotten out of hand over the past few decades, which has lead to the government building more prisons to lock up more c riminals. His effort to prove that current criminal punishment isRead MoreBring Back Flogging by Jeff Facoby715 Words   |  3 PagesA columnist for the Boston Globe, Jeff Jacoby, in his article, â€Å"Bring Back Flogging† published on the op-ed page on February 20, addresses the issue of the deficiency of today’s criminal justice system and attempts to persuade us to bring back flogging as a punishment for certain crime. However, though his syllogism might arouse the reader and educate them on the need for reform, but it fails to convince the reader that corporal punishment is the best option. He supports his argument by providingRead More Do Not Bring Back Flogging Essay1032 Words   |  5 PagesFlogging†¦What is it? What purpose does it serve? For those of us who have never heard of flogging, flogging refers to â€Å"beating with a whip or strap or rope as a form of punishment† (â€Å"Flogging† 1). Throughout the 1600s, flogging was utilized by â€Å"Boston’s Puritan Forefathers† (Jacoby 1) as a method of corporal punishment for various crimes. Progressing forward, Jeff Jacoby, columnist for The Boston Globe, provides readers with his view of â€Å"Boston’s Forefathers’† system of punishment in his essay, â€Å"BringRead MoreJeff Jacobys Essay Bring Back Flogging1214 Words   |  5 Pages â€Å"Bring Back Foolishness† nbsp;nbsp;nbsp;nbsp;nbsp;Jeff Jacobys’ essay, entitled â€Å"Bring Back Flogging† was, in my sincere opinion, poorly constructed. There are numerous instances where I felt that he had either not supported his premises with valid information or had negated his support in later sentences. nbsp;nbsp;nbsp;nbsp;nbsp;The essay begins by drawing forth images of Puritan punishment. He cites two instances of punishment, which were particularly torturous and radical in natureRead MoreSummary Of Bring Back Flogging By Jeff Jacoby795 Words   |  4 PagesIn â€Å"Bring Back Flogging†, the author, Jeff Jacoby suggests that people should adopt some of the Puritans tactics to punish criminals instead of putting them in prison. In order to present his claim, Jacoby is based in the use of irony, logos, and ethos. According to Jeff Jacoby a moment of humiliation is better than a couple of years behind the bars. I do not agree with Jeff Jacoby’s argument because the examples he gives and the way he refers to the topic incite to violence, also during the developmentRead More Jeff Jacobys Bring Back Flogging Essay1315 Words   |  6 PagesJeff Jacobys Bring Back Flogging   Ã‚  Ã‚  Ã‚  Ã‚  This essay by Jeff Jacoby illustrates an authors use of ironic sarcasm otherwise known as satire to defend and illustrate his platform on his position. Jacoby uses in this essay verbal irony (persuasion in the form of ridicule). In the irony of this sort there is a contrast between what is said and what is meant.   Ã‚  Ã‚  Ã‚  Ã‚  Jacoby’s claim in simple is he believes that flogging should be brought back to replace the more standard conventional method of the imprisonmentRead MoreRhetorical Analysis1358 Words   |  6 Pagesï » ¿ In â€Å"Bring Back Flogging†, Jeff Jacoby addresses the problems within America s criminal justice system. He gives many reasons why imprisonment simply does not work, and suggests that corporal punishment should be used as an alternative. Published in the Boston Globe, a newspaper well known for being liberal, Jacoby provides a conservative view and directs his argument towards those who strongly support imprisonment and view corporal punishment to be highly barbaric and inhumane. However,

Value Chain Engineering Systems Samples †MyAssignmenthelp.com

Question: Discuss about the Value Chain Engineering Systems. Answer: Problem Definition The database provided are solely based on different aspects of customer complain. We have to analyse each and every aspect of the complaint system. First of all we have to analyse the data based on names of customer. The first pivot is presented here. The first four highest complain done by the customer is as listed in the table above. The total number of complain is about 41 complaints, which is very less as compared to total number of complaint which 720, the % is around 5.6%. From this data we can analyse that, the complaint given by customer is not concentrated to particular three-four customers, but it is distributed to overall customer range. This shows that the complaint given by customer is really have some problem and genuine. The database given in excel file does not illustrates that how many customer are there in this whole business. But still, if we assume that there are 50% customers who have complained about product then there is problem for any business system. There are 70% of customer leave their client without complain (Peter Mudie, 2006) If we analyse the database as per complain type we will find that, we can see the following abnormalities. In this analysis, It is clear that, top three complain type, comprises about 70% of total complain, In which delivery is most notorious evil, which accounts for around 32% of total complaints. This also means that if we take care of these top three complaint type we can easily satisfy our 70% customer. We have to take of our customer so all related analysis is having paramount importance as discussed earlier that 70% of customer left the business, and out of that 68% customers believes that the company does not care about him (Dunn, 2012). It would be better if we think about top four complaint type, because the top four covers 85% of total complaints, I this way we can make huge difference in reducing the number of complaints These are the vital few and as per Wilson, 80% of value or costs come from 20% element (Wilson, 2008). The following data is also very similar to first one; only difference is that the percentage of first three product family complaint is higher side which is 23.5%. The bar chart also reveals the same situation, except first few the other bars are almost similar But to gain a confidence from the customer and for improving the brand image, right product at the right time to the right customer is the appropriate thing in business(Tishina, 2017). Loss in transit can be handling by doing various research and development regarding sending the material. We should have various option of transportation, and analyse that, which mode is best suited for our product. This will not only improve the quality of delivery but also reduce the cost(Tilerov, 2016). From my point of view, the product made by any particular company is having almost same shape size and quality, therefore, chances of error regarding product is very less and on the same way complaint regarding product family also comes down accordingly. An another aspect is that while buying product customer knows very well that what they are buying, but complaints comes when the product is not according to their expectation. The complaint raised by CSR staff shows little better analysis that previous one. In this scenario the top three complaints consists of 255 which is about 35% of total complaints. It is not clear that which CSR staff forwarded the complaint to which department, but it clear that it is also related with supply chain. The graph for this aspect is presented below. The bar chart graph also reveals the uniform distribution of complaints except some initial bars of longer length than other. Suggestion and solution The analysis based on the above data is that, modification based on complaint type basis. This is the most important thing I have to consider. If we see the table again we can see that delivery type compliant is highest, on and above Lost in transit, Damaged, invoice error also plays some role in delivery type complaints. Delivery type complaints may also include wrong product, time problem, and delivery not done. Improvement starts from receiving the material. Barcoding of material is more identifiable that non-barcoded. If it is not there it can be implemented in each step of material transaction. There are numbers of companies installed information system only dedicated to material movement. Johnson and Siemens are one of them. Tracking the martial also helps in invoice error complaints. During operation and after that tracking is also important. In this process, we can also update our management information system dealing with lead time, time of delivery, type of packing etc.(Tilerov, 2016). PDCA (Plan do check act option is also good for resolving all the relevant root cause. Further, we have to standardize the process in order to achieve excellence. The awareness regarding customer related issue has the paramount importance, when employee should know why complain is coming, then they should try to reduce the gap between non-conformance and requirement given by customer. The other most important thing is that most of the valued suggestion also comes from the shop floor level; therefore, including each and everybody on shop flour is very important (Gomes, 2011). Conclusion From the above discussion it can be included that delivery of product should be as important as manufacturing, better integration between operation and logistics, implementing quality system starting from shop floor level, and modelled approach is best suited for such type of companies Bibliography Dunn, P, 2012, The Firm of the Future. 1st ed. 2012: Wiley. Gomes, R., 2011, Physical Distribution Service. Jams, 1(1), pp. 1-10. Gulc, A, 2017, Models and Methods of Measuring the Quality of Logistic Service. Project, and Production Management, 255(264), pp. 1-10. Peter Mudie, A. C, 2006, The Management and Marketing of Services. 3rd ed. Oxford: Butterworth-Heinemann. Tishina, 2017, The management level of logistics. icie 2017, 1(6), pp. 1-6. Tilerov, K, 2016. Management of Customer Service in Terms of. Research Article, 1(1), pp. 1-5. Wilson, G, 2008, Managing Quality. 2nd ed. New York: Routledge.

Lorenzo Colbert Jr. Essays - Emmett Till, Mississippi, Greenwood

Lorenzo Colbert Jr. 10/08/2017 English Death of Emme tt Till The murder of Emmett Till, a 14-year old African-American kid, in August 1955 stunned the country, and gave an impetus to the rising civil right s development. A Chicago local, Till was seeing relatives in Money, Mississippi when he was blamed for harassing a neighborhood white lady. On August 24, while standing with friends outside a small store, Till boasted about having a white girlfriend in Chicago. His friends then dared him to ask the white woman inside the store for a date. According to the woman, Carolyn Bryant, Till entered the store, bought some gum, asked for a date, and then whistled at her as he left the store. ( Altman ) A few days after the fact, relatives of the lady stole Till, fiercely beating and killing him before discarding his body in an adjacent waterway. Till's crushed mother demanded an open, open coffin memorial service for her child, which she trusted would reveal insight into the fundamental brutality dispensed on blacks in the south. Till's killers were acquitted by an all-white jury, yet the occasions encompassing his demise galvanized activists across the nation. The following year, after being paid by a reporter, Bryant and Milam admitted that they had indeed murdered Till . Though the two men could not be retried because of constitutional protections against double jeopardy, the Emmitt Till lynching shocked the country and motivated thousands of young people who later became involved in the Civil Rights movement . ( Altman ) Emmett Till, also known as Bobo, experienced childhood in a flourishing, white collar class black neighborhood on Chicago's South Side. The area was a safe house for black possessed organizations, and the boulevards he meandered as a kid were fixed with black claimed insurance agencies, drug stores and excellence salons and dance club that drew any semblance of Duke Ellington and Sarah Vaughan. The individuals who knew Till best portrayed him as a mindful, interesting, and irresistibly cheerful kid. He was hit with polio at five years old yet figured out how to influence a full recuperation, to spare a slight falter that stayed with him for whatever remained of his life. Three days in the wake of touching base in Money, Mississippi, on August 24, 1955, Emmett Till and a gathering of youngsters entered Bryant's Staple and Meat Market to purchase refreshments in the wake of a monotonous day picking cotton in the hot evening sun. What precisely unfolded inside the supermarke t that evening will never be known. Till obtained bubble gum, and a portion of the children with him would later report that he either shrieked at, played with, or touched the hand of the store's white female assistantand spouse of the proprietorCarolyn Bryant. Whatever happened in the store, the teenagers immediately departed town. Word of the incident spread quickly among blacks and whites in the area. Just after midnight on 28 August, Bryant's husband, Roy, and his half-brother J. W. Milam, both decorated combat veterans of World War II, arrived armed at the home of Moses Wright, demanding to see the boy from Chicago. The two men dragged Till from the house, bringing him to their vehicle, where witnesses later said that a woman's voice identified Till as the boy from the store. The two men left with the Chicago teen. Three days later Emmett Till's naked and tortured body was discovered in the Tallahatchie River, after he floated to the surface despite having a cotton gin fan tied to his neck. ( Aiello ) Till's body was sent to Chicago, where his mom picked to have an open-coffin burial service with Till's body in plain view for five days. A huge number of individuals went to the Roberts Sanctuary Church of God to see the proof of this ruthless despise wrongdoing. Till's mom said that, notwithstanding the huge torment it made her see her child's dead body in plain view, she settled on an open-coffin memorial service to "let the world see what has happened, in light of the fact that it is highly unlikely I could depict this. What's more, I required someone to enable me to tell what

The Origins of Rice Domestication in China

The Origins of Rice Domestication in China Today, rice (Oryza species) feeds more than half the worlds population  and accounts for 20 percent of the worlds total calorie intake. Although a staple in diets worldwide, rice is central to the economy and landscape of wider East Asian, Southeast Asian, and South Asian ancient and modern civilizations. Particularly in contrast to Mediterranean cultures, which are primarily based on wheat bread, Asian cooking styles, food textural preferences, and feasting rituals are based on consumption of this vital crop. Rice grows on every continent in the world except Antartica, and has 21 different wild varieties and three distinct cultivated species: Oryza sativa japonica, domesticated in what is today central China by about 7,000 years BCE, Oryza sativa indica, domesticated/hybridized in the Indian subcontinent about 2500 BCE, and Oryza glabberima, domesticated/hybridized in west Africa between about 1500 and 800 BCE. Origin Species: Oryza rufipogonFirst Domestication: Yangtse River basin, China, O. sativa japonica, 9500-6000 years ago (bp)Paddy (Wet Rice Field) Invention: Yangtse River basin, China, 7000 bpSecond and Third Domestications: India/Indonesia, Oryza indica, 4000 bp; Africa, Oryza glaberrima, 3200 bp Earliest Evidence The oldest evidence of rice consumption identified to date is four grains of rice recovered from the Yuchanyan Cave, a rock shelter in Dao County, Hunan Province in China. Some scholars associated with the site have argued that these grains seem to represent very early forms of domestication, having characteristics of both japonica and sativa. Culturally, the Yuchanyan site is associated with the Upper Paleolithic/incipient Jomon, dated between 12,000 and 16,000 years ago. Rice phytoliths (some of which appeared to be identifiable to japonica) were identified in the sediment deposits of Diaotonghuan Cave, located near Poyang Lake in the middle Yangtse river valley radiocarbon dated about 10,000-9000 years before the present. Additional soil core testing of the lake sediments revealed rice phytoliths from rice of some sort present in the valley before 12,820 BP. However, other scholars argue that although these occurrences of rice grains in archaeological sites such as Yuchanyan and Diaotonghuan caves represent consumption and/or use as pottery temper, they do not represent evidence of domestication. Origins of Rice in China Oryza sativa japonica was derived solely from Oryza rufipogon, a poor-yielding rice native to swampy regions that required intentional manipulation of both water and salt, and some harvest experimentation. Just when and where that occurred remains somewhat controversial. There are four regions that are currently considered possible loci of domestication in China: the middle Yangtze (Pengtoushan culture, including such sites as at Bashidang); the Huai River (including the Jiahu site) of southwest Henan province; the Houli culture of Shandong province; and the lower Yangtze River Valley. Most but not all scholars point to the lower Yangtze River as the likely origin location, which at the end of the Younger Dryas (between 9650 and 5000 BCE) was the northern edge of the range for O. rufipogon. Younger Dryas climatic changes in the region included the increase of local temperatures and summer monsoon rainfall amounts, and the inundation of much of the coastal regions of China as the sea rose an estimated 200 feet (60 meters). Early evidence for the use of wild O. rufipogon has been identified at Shangshan and Jiahu, both of which contained ceramic vessels tempered with rice chaff, from contexts dated between 8000–7000 BCE. Direct dating of rice grains at two Yangtse river basin sites was reported by Chinese archaeologists led by Xinxin Zuo: Shangshan (9400 cal BP) and Hehuashan (9000 cal BP), or about 7,000 BCE. By about 5,000 BCE, domesticated japonica is found throughout the Yangtse valley, including large amounts of rice kernels at such sites as TongZian Luojiajiao (7100 BP) and Hemuda (7000 BP). By 6000–3500 BCE, rice and other Neolithic lifestyle changes were spread throughout southern China. Rice reached Southeast Asia into Vietnam and Thailand (Hoabinhian period) by 3000–2000 BCE. The domestication process was likely a very slow one, lasting between 7000 and 100 BCE. Chinse archaeologist Yongchao Ma and colleagues have identified three stages in the domestication process during which rice slowly changed eventually becoming a dominant part of local diets by about 2500 BCE. Changes from the original plant are recognized as the location of rice fields outside of perennial swamps and wetlands, and non-shattering rachis. Out of China Although scholars have come close to a consensus concerning the origins of rice in China, its subsequent spread outside of the center of domestication in the Yangtze Valley is still a matter of controversy. Scholars have generally agreed that the originally domesticated plant for all varieties of rice is  Oryza sativa japonica, domesticated from  O. rufipogon  in the lower Yangtze River Valley by hunter-gatherers approximately 9,000 to 10,000 years ago. At least 11 separate routes for the spread of rice throughout Asia, Oceania, and Africa have been suggested by scholars. At least twice, say scholars, a manipulation of  japonica  rice was required: in the Indian subcontinent about 2500 BC, and in West Africa between 1500 and 800 BCE. India and Indonesia For quite some time, scholars have been divided about the presence of rice in India and Indonesia, where it came from and when it got there. Some scholars have argued that the rice was simply  O. s. japonica, introduced straight from China; others have argued that the  O. indica  variety of rice is unrelated to japonica and was independently domesticated from  Oryza nivara. Other scholars suggest that  Oryza indica  is a hybrid between a fully domesticated  Oryza japonica  and a semi-domesticated or local wild version of  Oryza nivara. Unlike  O. japonica, O. nivara  can be exploited on a large scale without instituting cultivation or habitat change. The earliest type of rice agriculture used in the Ganges was likely dry cropping, with the plants water needs provided by monsoonal rains and seasonal flood recession. The earliest irrigated paddy rice in the Ganges is at least the end of the second millennium BC and certainly by the beginning of the Iron Age. Arrival in the Indus Valley The archaeological record suggests that  O. japonica  arrived in the  Indus Valley  at least as early as 2400–2200 BCE, and became well-established in the Ganges River region beginning around 2000 BCE. However, by at least 2500 BCE, at the site of Senuwar, some rice cultivation, presumably of dryland  O. nivara  was underway. Additional evidence for the continuing interaction of China by 2000 BCE with Northwest India and Pakistan comes from the appearance of other crop introductions from China, including peach, apricot,  broomcorn millet, and Cannabis.  Longshan  style harvest knives were made and used in the Kashmir and Swat regions after 2000 BCE. Although Thailand certainly first received domesticated rice from China–archaeological data indicates that until about 300 BCE, the dominant type was  O. japonica–contact with India about 300 BCE, led to the establishment of a rice regime that relied on wetland systems of agriculture, and using  O. indica. Wetland rice–that is to say rice grown in flooded paddies–is an invention of Chinese farmers, and so its exploitation in India is of interest. Rice Paddy Invention All species of wild rice are wetland species: however, the archaeological record implies that the original domestication of rice was to move it into a more or less dryland environment, planted along the edges of wetlands, and then flooded using natural flooding and annual rain patterns. Wet rice farming, including the creation of rice paddies, was invented in China about 5000 BCE, with the earliest evidence to date at Tianluoshan, where paddy fields have been identified and dated. Paddy rice is more labor-intensive then dryland rice, and it requires an organized and stable ownership of land parcels. But it is far more productive than dryland rice, and by creating the stability of terracing and field construction, it reduces environmental damage caused by intermittent flooding. In addition, allowing the river to flood the paddies replenishes the replacement of nutrients taken from the field by the crop. Direct evidence for intensive wet rice agriculture, including field systems, comes from two sites in the lower Yangtze (Chuodun and Caoxieshan) both of which date to 4200–3800 BCE, and one site (Chengtoushan) in the middle Yangtze at about 4500 BCE. Rice in Africa A third domestication/hybridization appears to have happened during the African Iron Age in the Niger delta region of west Africa, by which  Oryza sativa  was crossed with O. barthii to produce  O. glaberrima. The earliest ceramic impressions of rice grains date from between 1800 to 800 BCE in the side of Ganjigana, in northeast Nigeria. documented domesticated O. glaberrima has first been identified at Jenne-Jeno in Mali, dated between 300 BCE and 200 BCE. French plant geneticist Philippe Cubry and colleagues suggest that the domestication process may have been begun about 3,200 years ago when the Sahara was expanding and making the wild form of rice harder to find. Sources Cubry, Philippe, et al. The Rise and Fall of African Rice Cultivation Revealed by Analysis of 246 New Genomes. Current Biology 28.14 (2018): 2274–82.e6. Print.Luo, Wuhong, et al. Phytolith Records of Rice Agriculture During the Middle Neolithic in the Middle Reaches of . Quaternary International 426 (2016): 133–40. Print.Huai River Region, ChinaMa, Yongchao, et al. Rice Bulliform Phytoliths Reveal the Process of Rice Domestication in the Neolithic Lower Yangtze River Region. Quaternary International 426 (2016): 126–32. Print.Shillito, Lisa-Marie. Grains of Truth or Transparent Blindfolds? A Review of Current Debates in Archaeological Phytolith Analysis. Vegetation History and Archaeobotany 22.1 (2013): 71–82. Print.Wang, Muhua, et al. The Genome Sequence of African Rice (Oryza . Nature Genetics 46.9 (2014): 982–8. Print.Glaberrima) and Evidence for Independent DomesticationWin, Khin Thanda, et al. A Single Base Change Explains the Independent Origin of and Selection for the Nonshattering Gene in African Rice Domestication. New Phytologist 213.4 (2016): 1925–35. Print. Zheng, Yunfei, et al. Rice Domestication Revealed by Reduced Shattering of Archaeological Rice from the Lower Yangtze Valley. Scientific Reports 6 (2016): 28136. Print.Zuo, Xinxin, et al. Dating Rice Remains through Phytolith Carbon-14 Study Reveals Domestication at the Beginning of the Holocene. Proceedings of the National Academy of Sciences 114.25 (2017): 6486–91. Print.

25 Essay Topics for American Government Classes

25 Essay Topics for American Government Classes If you are a teacher searching for essay topics to assign to your U.S. government or civics class or looking for ideas, do not fret. It is easy to integrate debates and discussions into the classroom environment. These topic suggestions provide a wealth of ideas for written assignments such as  position papers, compare and contrast essays  and  argumentative essays. Scan the following 25 question topics and ideas to find just the right one. Youll soon be reading interesting papers from your students after they grapple with these challenging and important issues. 25 Topics Compare and contrast what is a direct democracy versus representative democracy.  React to the following statement: Democratic decision-making should be extended to all areas of life including schools, the workplace, and the government.  Compare and contrast the Virginia and New Jersey plans. Explain how these led to the Great Compromise.  Pick one thing about the U.S. Constitution including its amendments that you think should be changed. What  modifications would you make? Explain your reasons for making this change.What did Thomas Jefferson mean when he said, The tree of liberty must be refreshed from time to time with the blood of patriots and tyrants? Do you think that this statement still applies to todays world?  Compare and contrast mandates and conditions of aid regarding the federal governments relationship with states. For example, how has FEMA delivered support to states and commonwealths which have experienced natural disasters?Should individual states have mor e or less power compared to the federal government when implementing laws dealing with topics such as legalization of marijuana  and abortion?   Outline a program that would get more people to vote in presidential elections or local elections.What are the dangers of gerrymandering when it comes to voting and presidential elections?Compare and contrast the major political parties in the United States. What platforms did they use in the last presidential election? What policies are they preparing for upcoming midterm elections?Why would voters choose to vote for a third party, even though they know that their candidate has virtually no chance of winning?  Describe the major sources of money that are donated to political campaigns. Check out the Federal Election Regulatory Commissions website for information.Should corporations be treated as individuals regarding being allowed to donate to political campaigns?  Ã‚  Look at the recent Citizens United ruling.  Defend your answer.  Explain the role of social media in connecting interest groups that have grown stronger as the major political parties have grown weaker.  Exp lain why the media has been called the fourth branch of government. Include your opinion on whether this is an accurate portrayal. Compare and contrast the campaigns of Senate and  House of Representatives candidates.Should term limits be instituted for members of Congress? Explain your answer.Should members of Congress vote their conscience or follow the will of the people who elected them into office? Explain your answer.Explain how executive orders have been used by presidents throughout the history of the U.S. What is the number of executive orders issued by the current president?In your opinion, which of the three branches has the most power? Defend your answer.Which of the rights guaranteed by the First Amendment do you consider the most important? Explain your answer.  Should a school be required to get a warrant before searching a students property? Defend your answer.  Why did the Equal Rights Amendment fail? What kind of campaign could be run to see it passed?Explain how the 14th Amendment has affected civil liberties in the United States from the time of its passage at the end of the Civil War.D o you think that the federal government has enough, too much or just the right amount of power? Defend your answer.

The importance of living healthy Research Paper

The importance of living healthy - Research Paper Example The diet that one consumes plays a significant role in ensuring healthy living in that certain diet contain substances that assist the promotion of health, as in the case for Mediterranean diets that are found to be a healthier than diets supplemented by additives to ensure that they are healthy (Healy). In this case, living healthy focuses on the issue of nutrition and the diet, that one follows and how well one eats. Therefore, living healthy does not necessarily mean that one eats based on limiting his or her nutritional intake, but is instead based on the consumption of naturally balanced foods that do not require modification in order to meet the nutritional needs of an individual. This is further shown by Mediterranean diets that have been proven to be way healthier as compared to conventional foods taken by diet fanatics. This is because studies show that people consuming diets low in fat do not necessarily mean that one’s diet is healthy; as they were found to be more at risk of heart disease and stroke as compared to those having natural foods as found in the Mediterranean foods (Healy). However, healthy living in terms of dietary intake reveals the need to consume certain foods in moderation, and others as if one’s life depended on it such as fatty fish for constant nutrition and avoidance of red meat. This means that low-fat diets are not beneficial for healthy living, but consumption of fruits and vegetables, as well as lean meats leads to healthy living in regard to nutrition and it has less risk to certain health complications such as strokes and heart attacks. In addition, healthy living in nutrition facilitates the body to be more responsive in relation to one’s physiology in cases of inflammation and insulin insensitivity. This is because a healthy diet contributes to a healthy body that is able to regulate its processes and prevent cardiovascular disease (Dray). Therefore, adding oats in nutrition that are rich in fiber se rves to create a feeling of satisfaction throughout the day, which translates to reduced intake of unhealthy foods. In addition, oats increase the rate of metabolism in the body creating an environment conducive for the burning of fat leading to a healthy body with enhanced aesthetics. This is also as seen in the case of adding avocadoes in the diet, whereby they provide fats to the body in an unsaturated form, which is important in creating a â€Å"quiet hunger†. The quiet hunger is relevant in metabolizing belly fat and providing protein, as well as fiber to the body lading to enhanced health and reduced susceptibility to diseases. In addition, healthy living based on nutrition eliminates vulnerability to certain conditions that have no cure, but are preventable such as cancer. This is evident by consuming foods with broccoli as it has preventive properties against cancer, which cuts back on one’s quality of life (Klein 33). In order to ensure healthy living, it is i mportant to consider exercise, which serves to prolong human life and exercise, just like nutrition, does not mean heavy exercise or one that is prescribed (Thornton and Brunton 12). Instead, it refers to living in an environment that beats conventional convenience, which means that one is pushed towards physical activity by his or her needs in order to run errands that

William the conqueror Essay Example | Topics and Well Written Essays - 1000 words

William the conqueror - Essay Example This paper studies the reforms initiated by William the Conqueror and its impact on England. William was the son of the Duke of Normandy and appointed to take his father’s place during the latter’s journey to the holy land. His young life was marked by chastity and piety as his character became strong due to the circumstances of that time era. As Normandy descended into anarchy, he became an invincible and feared military defeat for his victories in the battlefield. During the 1040s, as France was threatened by civil war, he won important military victories at Alen and Domfront. He became the undisputed master of the French province of Maine. His fiefdom was the most powerful one in France which even managed to defy the French king. In 1066, he claimed the throne of England which was challenged by Harold Godwinson. William appeared with a huge army of Normans where the famous Battle of Hastings was fought in which he was victorious1. The conquest of England led to the domination of the land, people and government by the Normans. Permission was also given to build castles which would help protect the Norman nobility from attacks. William established his government with the qualities of a statesman. He also needed to enforce his laws with an iron fist to prevent the English from rebelling against Norman authority. One of his greatest achievements was the comprehensive manuscript which became known as the Doomsday Book. This book carried out a census of the people living within the territories of William the conqueror. This census was also carried to initiate a new system of taxation which would help to fund the government of William the conqueror. William also introduced heavy taxes which did not prevent people from looking at him with a negative light. The English people looked towards William as their protector from feudal oppression2. One of William’s most bitter legacies was the forest laws3. William

Proposal for Changing Themes Paper Essay Example for Free

Proposal for Changing Themes Paper Essay Questions General General Questions Prepare a 350- to 700-word proposal for the Changing Themes Paper and Presentation that includes your selected theme, possible eras, authors, and an annotated bibliography with a minimum of six outside sources. Submit your Proposal for Changing Themes Paper and Annotated Bibliography Make a commitment to your education. If you go into school thinking of it like a big party, then thats exactly what youll get out of it. And you more than likely wont last the four years. A lot of money is being spent on your education, so you need to commit yourself to your success. This file contains ENG 302 Week 3 Learning Team Assignment: Proposal for Changing Themes Paper and Annotated Bibliography General Questions General General Questions Prepare a 350- to 700-word proposal for the Changing Themes Paper and Presentation that includes your selected theme, possible eras, authors, and an annotated bibliography with a minimum of six outside sources. Submit your Proposal for Changing Themes Paper and Annotated Bibliography Make a commitment to your education. If you go into school thinking of it like a big party, then thats exactly what youll get out of it. And you more than likely wont last the four years. A lot of money is being spent on your education, so you need to commit yourself to your success. This file contains ENG 302 Week 3 Learning Team Assignment: Proposal for Changing Themes Paper and Annotated Bibliography General Questions General General Questions Prepare a 350- to 700-word proposal for the Changing Themes Paper and Presentation that includes your selected theme, possible eras, authors, and an annotated bibliography with a minimum of six outside For downloading more tutorials visit https://bitly.com/1rubnus Make a commitment to your education. If you go into school thinking of it like a big party, then thats exactly what youll get out of it. And you more than likely wont last the four years. A lot of money is being spent on your education, so you need to commit yourself to your success. General Questions General General Questions Prepare a 350- to 700-word proposal for the Changing Themes Paper and Presentation that includes your selected theme, possible eras, authors, and an annotated bibliography with a minimum of six outside sources. Submit your Proposal for Changing Themes Paper and Annotated Bibliography

The Failure of the First and Second Reconstruction :: American History

The Failure of the First and Second Reconstruction The First and Second Reconstructions held out the great promise of rectifying racial injustices in America. The First Reconstruction, emerging out of the chaos of the Civil War had as its goals equality for Blacks in voting, politics, and use of public facilities. The Second Reconstruction emerging out of the booming economy of the 1950's, had as its goals, integration, the end of Jim Crow and the more amorphous goal of making America a biracial democracy where, "the sons of former slaves and the sons of former slave holders will be able to sit down together at the table of brotherhood." Even though both movements, were borne of high hopes they failed in bringing about their goals. Born in hope, they died in despair, as both movements saw many of their gains washed away. I propose to examine why they failed in realizing their goals. My thesis is that failure to incorporate economic justice for Blacks in both movements led to the failure of the First and Second Reconstruction. The First Reconstruction came after the Civil War and lasted till 1877. The political, social, and economic conditions after the Civil War defined the goals of the First Reconstruction. At this time the Congress was divided politically on issues that grew out of the Civil War: Black equality, rebuilding the South, readmitting Southern states to Union, and deciding who would control government.1 Socially, the South was in chaos. Newly emancipated slaves wandered the South after having left their former masters, and the White population was spiritually devastated, uneasy about what lay ahead. Economically, the South was also devastated: plantations lay ruined, railroads torn up, the system of slave labor in shambles, and cities burnt down. The economic condition of ex-slaves after the Civil War was just as uncertain; many had left former masters and roamed thehighways.2 Amid the post Civil War chaos, various political groups were scrambling to further their agendas. First, Southern Democrats, a party comprised of leaders of the confederacy and other wealthy Southern whites, sought to end what they perceived as Northern domination of the South. They also sought to institute Black Codes, by limiting the rights of Blacks to move, vote, travel, and change jobs,3 which like slavery, would provide an adequate and cheap labor supply for plantations. Second, Moderate Republicans wanted to pursue a policy of reconciliation between North and South, but at the same time ensure slavery was abolished.

Annual Report

A N N U A L R E PO RT 2 01 1 2011 was the year in which Carlsberg Malaysia moved boldly forward. With the successful execution of the new global positioning and bold new packaging, we reinforced the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge as a stronger multi-brand portfolio company. Through enhancing operational ef? ciencies and advancing people empowerment efforts, we made great strides forward on the operational front and delivered pro? table, sustainable growth. moving boldly†¦ orward We strive to become the preferred partner of our customers and the preferred choice of our consumers by offering a dynamic portfolio of beverage brands Annual Report 2011 1 What’s Inside 2 3 4 12 18 20 22 24 52 58 61 68 Carlsberg Malaysia Group of Companies 2011 Achievements Chairman’s Address Review of Operations by Managing Director Review of Carlsberg Singapore’s Operations Management Team Management Team Pro? le Brand Portfolio Financial Summary Directors’ Pro? le Statement of Corporate Governance Statement of Internal Control and Corporate Risk Management 1 Audit Committee Report 76 Responsibility Statement 77 136 137 138 140 141 142 Financial Statements by the Board of Directors Carlsberg Malaysia’s Sales Of? ces Particulars of Group Properties Analysis of Shareholdings Material Contracts List of Recurrent Related Party Transactions Notice of 42nd Annual General Meeting Form of Proxy 151 Corporate Information 2 Carlsberg Brewery Malaysia Berhad (9210-K) Carlsberg Malaysia Group* Manufacturing of beer, stout and other malt related beverages: Sales and distribution of beer, stout, wines, spirits and other beverage products are done via the following subsidiaries:Singapore Carlsberg Singapore Pte Ltd Shareholding: 100% KEY BRANDS: Carlsberg Green Label, CARLSBERG BREWERY MALAYSIA BERHAD KEY BRANDS MANUFACTURED (INCLUDING LICENSED PRODUCTS): Carlsberg Gre en Label, Carlsberg Gold, Carlsberg Special Brew, Danish Royal Stout, SKOL, SKOL Super, Connor’s Stout, Asahi Super Dry, Jolly Shandy, Nutrimalt. Malaysia †¢ Carlsberg Marketing Sdn Bhd Shareholding: 100% KEY BRANDS: Carlsberg Green Label, Carlsberg Gold, Danish Royal Stout, Kronenbourg 1664, Kronenbourg Blanc, SKOL, Corona Extra. Presence in Sri Lanka market via the following associated company:Carlsberg Gold, Carlsberg Special Brew, Danish Royal Stout, SKOL, SKOL Super, Connor’s Stout, Kronenbourg 1664, Kronenbourg Blanc, Corona Extra, Asahi Super Dry, Jolly Shandy, Nutrimalt. Sri Lanka Lion Brewery (Ceylon) PLC Shareholding: 24. 6% KEY BRANDS MANUFACTURED, SOLD AND DISTRIBUTED: Carlsberg Green †¢ Luen Heng F & B Sdn Bhd Shareholding: 70% KEY BRANDS: Hoegaarden, Stella Artois, Budweiser, Foster’s, Erdinger, Leffe, Beck’s, Savanna, and numerous other wine and spirit brands. Label, Lion Lager, Lion Stout, Carlsberg Special Brew, Lion Strong Beer . * Carlsberg Malaysia† or â€Å"The Group† Annual Report 2011 3 2011 Achievements First ever Carlsberg Group Cash Race Prize for Asia For the very ? rst time for an Asian market, Carlsberg Malaysia won the Carlsberg Group’s Cash Race Prize. The prize was a result of the signi? cant improvements delivered by Carlsberg Malaysia following a renewed focus on capital management in the Asian region. Carlsberg Group Award for Community Engagement Carlsberg Malaysia was named winner of the Carlsberg Group’s ‘We are Engaged with Society’ Award at the CEO Conference in Kiev, Ukraine in June 2011.Carlsberg Malaysia won this award for impacting hundreds of schools, institutions and communities through its education fundraising platforms. Asia Responsible Entrepreneurship Awards (AREA) 2011 Counted among the top three exemplary companies in Asia, Carlsberg Malaysia received the Asia Responsible Entrepreneurship Awards (AREA) 2011 in the category of Social Empowerment. Second Gold at the Putra Brand Awards 2011 Carlsberg for the second consecutive year won Gold at the Putra Brand Awards – Alcoholic Beverage category.Organised in association with the Malaysia’s Most Valuable Brands, the Putra Brand Awards is a brand valuation exercise that recognises brands that are near and dear to the hearts of Malaysians. Thirteenth Gold Award at the Reader’s Digest Trusted Brand Awards 2011 The Carlsberg brand was voted the Gold winner at the Reader’s Digest Trusted Brand Awards for the 13th consecutive year. Recognised as one of the most representative and objective branding surveys in the region, the Reader’s Digest survey was carried out in eight markets across South East Asia. Carlsberg came up as the preferred brew. 4Carlsberg Brewery Malaysia Berhad (9210-K) Annual Report 2011 5 Chairman’s Address The Group turned in a pro? t after tax of RM167. 4 million, a 24. 8% growth in comparison to pro? t afte r tax of RM134. 1 million in 2010. Dear Shareholders, Carlsberg Malaysia delivered another year of strong growth on the back of commendable ? nancial and operational performance in 2011. In line with our annual report theme â€Å"Moving Boldly Forward†, the entire organisation worked diligently to reinforce the leading position of our jewel in the crown, Carlsberg Green Label, whilst strengthening our extensive premium beer range.Today, having emerged as a multi-brand portfolio company focused on delivering sustainable revenue and earnings growth, Carlsberg Malaysia is a much stronger contender in the Malt Liquor Market. On behalf of the Board of Directors, it is my pleasure and privilege to present the Annual Report and Audited Financial Statements of Carlsberg Brewery Malaysia Berhad for the ? nancial year ended 31 December 2011. A Weaker Operating Environment The year 2011 saw the global economy registering a relatively weaker performance as compared to the preceding year. The slower growth was attributable to unprecedented political turmoil in the Middle East and North Africa, a series of massive natural disasters around the globe, and the crises that hit the advanced economies. On the Malaysian front, domestic demand remained resilient in 2011, with private consumption remaining robust, underpinned by a healthy labour market and ? rm commodity prices. The Government’s ? scal and monetary policies remained accommodative and supported growth during the year. Malaysia registered lower GDP growth of 5. 1% in 2011 as compared to GDP growth of 7. 2% registered the year before. Robust Financial PerformanceAgainst this backdrop, the Carlsberg Malaysia Group continued to grow in line with the market to take a healthy market share in the premium segment. In 2011, Carlsberg Malaysia generated revenue amounting to RM1. 5 billion, an 8. 9% increase over the preceding year’s RM1. 4 billion. The Group turned in a pro? t after tax of RM167. 4 million, a 24. 8% growth in comparison to pro? t after tax of RM134. 1 million in 2010. Our strong performance came on the back of the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer promotions under a new global brand tagline, â€Å"That Calls for a Carlsberg†. Carlsberg Brewery Malaysia Berhad (9210-K) Chairman’s Address Our subsidiary Carlsberg Singapore Pte Ltd (CSPL) and associate company, Lion Brewery Ceylon PLC, too delivered double digit growth in revenue and earnings for 2011. The Group also made strong inroads into the premium beer segment by leveraging the strengths of subsidiary Luen Heng F & B Sdn Bhd (LHFB) and its impressive super premium beer range. Additionally, cost ef? ciencies were optimised with strong operational synergies between our Malaysian and Singaporean businesses. Raising the Bar on Performance During 2011, we took many initiatives to improve performance.On the consumer and customer fronts, our teams worked hard to reinforce and promote the Carlsberg brand via exclusive and engaging brand experiences. Carlsberg’s position as Malaysia’s leading beer brand was reaf? rmed when it was selected for the coveted Gold Award at the 2011 Putra Awards. We were also accorded the Most Trusted Brand by Reader’s Digest readers in Malaysia and Asia for the 13th consecutive year, the only brand in the beer category to receive this. To reaf? rm our position at the forefront of product innovation, we focused our efforts on driving our beer brands.We brought new drinking experiences to our consumers and pursued beverage opportunities that reinforced our core competencies and infrastructure. We continued to tap LHFB’s impressive super premium beer portfolio comprising the No. 1 imported beer, Hoegaarden, as well as the fast growing Asahi, Erdinger and Budweiser brands. We also went on to invest in the Carlsberg Group-owned premium brands Kronenbourg 1664 and Kronenb ourg Blanc, while acquiring the rights to locally manufacture, sell and distribute Asahi Super Dry, the No. 1 beer from Japan.The growth of all these brands did much to bolster our position in the super premium beer segment. We also revitalised the SKOL Brand and re-energised the Danish Royal Stout brand so as to cater for different consumer segments and needs. Shareholder Value Creation In line with our commitment to delivering value to our shareholders and after considering the Group’s funding requirements, the Board of Directors is pleased to propose the distribution of 100% of the Group’s 2011 pro? ts. The Board of Directors is recommending a ? nal and special dividend of 65. 5 sen per ordinary share of RM0. 0 less Malaysian income tax and a special tax exempt dividend of 2. 0 sen per ordinary share of RM0. 50. Together with the interim gross dividend of 5. 0 sen per ordinary share of RM0. 50, the total gross dividend for the ? nancial year 2011 is 72. 5 sen per or dinary share of RM0. 50 (2010: total gross dividend of 58. 0 sen per ordinary share of RM0. 50). The ? nal and special dividends and tax exempt dividend will be tabled for shareholders’ approval at the coming annual general meeting on 26 April 2012. The Group continues to prioritise ef? ciency improvements and people development efforts.In 2011, we continued to optimise our cost structure and asset base by leveraging both global and local initiatives as well as the strong operational synergies between our Malaysian and Singapore businesses. The establishment of a Continuous Improvement (CI)-LEAN Programme empowered shop ? oor employees to improve the way things were done and deliver respectable ef? ciency improvements and cost savings. On the people front, we set out to inculcate a performance culture and leadership culture based on trust, ownership and diversity. All these efforts led to renewed employee con? ence in Carlsberg Malaysia as a company. Responsible Corporate Pra ctices Carlsberg Malaysia remains committed to growing pro? tably in a responsible manner. To this end we have integrated responsible corporate practices into our total business operations and value chain to drive pro? table, sustainable growth. I am pleased to announce that Carlsberg Malaysia has developed a new format Corporate Social Responsibility (CSR) Report which provides insights into the tangible outcomes we are delivering in the areas of the Marketplace, Community, Workplace and Environment.Our stand alone CSR Report underscores Carlsberg Malaysia’s commitment to good CSR practices as well as re? ects how deeply ingrained these elements are within our people and businesses. Annual Report 2011 7 Our strong performance came on the back of the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer promotions under a new global brand tagline, â€Å"That Calls for a Carlsberg†. We are committed to elevating the wellbei ng of communities under our guiding principle â€Å"Sharing with the Community Unconditionally. 2011 saw us continuing to roll out our ? agship charity campaign â€Å"Top Ten† which entered its 25th year in 2011. One of the most established and transparent fund raising platforms for Chinese education, Top Ten successfully raised RM20 million in 2011. All in all, this popular initiative has raised more than RM369 million for 588 Chinese schools and institutions nationwide to date. In 2011, we also set out to strengthen our ties to Tamil education by introducing the English Essentials and Back to School projects for students from Tamil schools in Peninsular and East Malaysia.For our efforts, Carlsberg Malaysia won an award in the Social Empowerment category of the Asia Responsible Entrepreneurship Awards (AREA) 2011. We were also accorded the Carlsberg Group’s â€Å"We are Engaged with Society† Winning Behaviours Award 2010. Going forward, we remain committed to supporting the Government’s Economic Transformation Programme (ETP) and Malaysia’s ambition of becoming a developed and high income nation by 2020. We will align our objectives to support the ETP and other economic priorities particularly through focusing our efforts in the tourism, distributive trade and expatriate sectors.We are already indirectly supporting the Government’s tourism efforts through our support of major sports, food and fashion events. As we move boldly but cautiously forward into yet another challenging year, the Board of Carlsberg Malaysia remains committed to delivering pro? table, sustainable growth. Pro? tability will be driven by Malaysia’s leading beer brand, Carlsberg Green Label, and supported by a strong premium brand portfolio. We have set our sights on becoming the country’s most vibrant portfolio company in the near future and will undertake aggressive but prudent strategies to get us there quickly.Operationally, we w ill continue to optimise cost ef? ciencies and capacity utilisation in the brewery as well as leverage continuous improvement initiatives to deliver robust operational performance. On the people front, we will continue to invest in this key asset by inculcating a strong performance culture. All these, among other measures, will ensure that Carlsberg Malaysia continues to make strong progress. In Appreciation On behalf of Carlsberg Malaysia’s Board of Directors, I wish to express my utmost gratitude to our management team and staff for their unyielding loyalty, hard work and commitment to excellence.The successes of 2011 came on the back of their relentless focus and efforts. Our heartfelt appreciation goes to all our other stakeholders, including our distributors, suppliers, customers and consumers. Thank you for your unwavering support of the Group all these years. It is with great sadness that I take this opportunity to record the tremendous contribution to the Group over m any years by our late Deputy Managing Director, Dato’ Chin Voon Loong who passed away on 16 March 2012.I would also like to express my sincere appreciation to my colleagues on the Board for their wise counsel and guidance. Last but not least, my deep gratitude to our shareholders for your continued support and steadfast con? dence in Carlsberg Malaysia. We look forward to pursuing new heights of excellence and creating strong shareholder value as we stride con? dently forward into 2012. Thank you. Moving Boldly Forward The economic environment is expected to remain challenging in 2012 and this is expected to affect Malaysia particularly in terms of exports.However, the country is expected to be supported by resilient domestic demand, supported primarily by the continued expansion of private sector activity. Public sector expenditure too is expected to lend strong support to Malaysia’s overall growth performance. Given this outlook, the Carlsberg Malaysia Group welcomes the Malaysian Government’s prudent stand to not further increase excise duties for beer and stout in 2012 as Malaysia’s duties are already the second highest in the world. Dato’ Lim Say Chong Chairman Shah Alam 4 April 2012 Carlsberg Brewery Malaysia Berhad (9210-K) Ucapan Pengerusi Para pemegang saham yang dihormati, Carlsberg Malaysia telah menyampaikan satu lagi tahun pertumbuhan yang kukuh berlandaskan prestasi kewangan dan operasi yang baik dalam 2011. Selaras dengan tema laporan tahunan kami â€Å"Melangkah ke Hadapan dengan Penuh Keyakinan† (â€Å"Moving Boldly Forward†), seluruh organisasi telah bejerka dengan gigih bagi mengukuhkan kedudukan jenama terulung kami, Carlsberg Green Label, sementara memperkukuhkan rangkaian bir premium meluas kami.Hari ini, setelah muncul sebagai sebuah syarikat portfolio pelbagai jenama yang menumpu pada penyampaian pertumbuhan pendapatan dan perolehan yang mampan, Carlsberg Malaysia kini adalah pencabar yan g lebih mantap dalam Pasaran Arak Malt. Bagi Pihak Lembaga Pengarah, saya berbesar hati dan dengan hormatnya membentangkan Laporan Tahunan dan Penyata Kewangan Beraudit Carlsberg Brewery Malaysia Berhad untuk tahun kewangan berakhir 31 Disember 2011. Prestasi Kewangan yang Teguh Dengan latar belakang ini, Kumpulan Carlsberg Malaysia terus berkembang selaras dengan pasaran untuk meraih agihan pasaran yang agak baik dalam segmen premium.Pada 2011, Carlsberg Malaysia telah mencatat pendapatan berjumlah RM1. 5 bilion, satu peningkatan sebanyak 8. 9% berbanding RM1. 4 bilion pada tahun sebelumnya. Kumpulan telah merekodkan keuntungan selepas cukai berjumlah RM167. 4 juta, satu peningkatan sebanyak 24. 8% berbanding keuntungan selepas cukai sebanyak RM134. 1 juta dalam 2010. Prestasi mantap kami dicapai melalui pelaksanaan yang berjaya pengubahsuaian pembungkusan jenama Carlsberg global pada tahun 2011 serta promosi pengguna yang inovatif di bawah slogan jenama global baru, â€Å"That Ca lls for a Carlsberg. Syarikat subsidiari kami Carlsberg Singapore Pte Ltd (CSPL) dan syarikat bersekutu, Lion Brewery Ceylon PLC, juga menyampaikan pertumbuhan angka berganda dalam pendapatan dan perolehan untuk 2011. Kumpulan juga telah mengorak langkah yang mantap ke dalam segmen bir premium dengan memanfaatkan keteguhan subsidiari Luen Heng F & B Sdn Bhd (LHFB) dan rangkaian bir premiumnya yang amat mengagumkan. Tambahan lagi, keberkesanan kos telah dioptimumkan melalui sinergi operasi yang kukuh di antara perniagaan kami di Malaysia dan Singapura. Meningkatkan Tahap PrestasiKami telah mengambil pelbagai inisiatif untuk meningkatkan prestasi dalam tahun 2011. Dari segi pengguna dan pelanggan, pasukan kami telah berusaha dengan gigih untuk memperkukuh dan mempromosikan jenama Carlsberg melalui pengalaman jenama yang eksklusif dan menawan. Kedudukan Carlsberg sebagai peneraju jenama bir di Malaysia telah disahkan semula apabila ia dipilih untuk menerima Anugerah Emas terkemuka di A nugerah Putera 2011. Kami juga telah menerima anugerah Jenama Paling Dipercayai oleh para pembaca Reader’s Digest di Malaysia dan Asia untuk 13 tahun berturut-turut, satusatunya jenama dalam kategori bir untuk mendapat penganugerahan ini.Bagi mengesahkan lagi kedudukan kami sebagai peneraju dalam inovasi produk, kami menumpukan usaha kami terhadap pemacuan jenama bir kami. Kami memperkenalkan pengalaman meminum yang baru kepada pengguna kami dan mengejar peluang minuman yang memperkukuhkan kecekapan teras dan infrastruktur kami. Kami juga terus mempergunakan portfolio bir amat premium LHFB yang mengagumkan yang termasuk bir diimport Nombor 1, Hoegaarden, serta jenama-jenama yang pesat tumbuh seperti Asahi, Erdinger dan Budweiser.Kami juga melabur dalam jenama premium yang dimiliki Kumpulan Carlsberg, iaitu Kronenbourg 1664 dan Kronenbourg Blanc, sementara memperoleh hak mengeluarkan secara tempatan, menjual dan mengedar bir Nombor 1 dari Negara Jepun, Asahi Super Dry. Pertumb uhan kesemua jenama ini telah menyumbang dengan ketaranya dalam meningkatkan kedudukan kami dalam segmen bir amat premium. Kami juga telah mengaktifkan semula Jenama SKOL dan menggiatkan lagi jenama Danish Royal Stout bagi memenuhi segmen dan keperluan pengguna yang berlainan.Kumpulan terus mengutamakan usahausaha peningkatan kecekapan dan pembangunan tenaga insan. Pada 2011, kami terus mengoptimumkan struktur kos dan dasar aset kami dengan mengumpil dari kedua-dua inisiatif global dan tempatan serta sinergi operasi yang kukuh di antara perniagaan kami di Malaysia dan Singapura. Penubuhan Program Peningkatan Berterusan (CI)-LEAN (Continuous Improvement (CI)-LEAN Programme) memberi kuasa kepada pekerja di kilang untuk menambahbaikkan cara bekerja dan menyampaikan peningkatan kecekapan serta penjimatan kos yangPersekitaran Operasi yang Lebih Lembap Ekonomi global telah mencatatkan prestasi yang lebih lembap pada tahun 2011 berbanding dengan tahun sebelumnya. Pertumbuhan yang lebih lem bap berpunca daripada kekacauan politik di Timur Tengah dan Afrika Utara yang belum pernah berlaku sebelum ini, pelbagai bencana alam besar-besaran di seluruh dunia dan krisis yang melanda beberapa ekonomi maju. Di Malaysia, permintaan domestik kekal bertahan dalam 2011, dengan penggunaan swasta yang tetap teguh, disandari oleh pasaran tenaga kerja yang mantap dan harga komoditi yang kukuh.Polisi ? skal dan kewangan Kerajaan kekal melengkapi dan menyokong pertumbuhan sepanjang tahun. Malaysia mencatat pertumbuhan Keluaran Dalam Negara Kasar (KDNK) yang lebih rendah sebanyak 5. 1% pada 2011 berbanding dengan pertumbuhan KDNK sebanyak 7. 2% yang dicatat pada tahun sebelumnya. Perwujudan Nilai untuk Pemegang Saham Selaras dengan komitmen kami untuk memberi nilai kepada para pemegang saham kami dan selepas mempertimbangkan keperluan pendanaan Kumpulan, Lembaga Pengarah dengan sukacita ingin mencadangkan pengagihan 100% keuntungan 2011 Kumpulan.Lembaga Pengarah mengesyorkan dividen akhir dan khas bernilai 65. 5 sen setiap saham biasa berharga RM0. 50 ditolak cukai pendapatan Malaysia dan dividen pengecualian cukai khas bernilai 2. 0 sen setiap saham biasa berharga RM0. 50. Bersama dengan dividen kasar interim bernilai 5. 0 sen setiap saham biasa berharga RM0. 50, jumlah dividen kasar untuk tahun kewangan 2011 ialah 72. 5 sen setiap saham biasa berharga RM0. 50 (2010: jumlah dividen kasar bernilai 58. 0 sen setiap saham biasa berharga RM0. 50 sesaham).Dividen akhir dan khas dan dividen pengecualian cukai akan dibentangkan untuk kelulusan pemegang saham di mesyuarat agung tahunan akan datang pada 26 April 2012. Annual Report 2011 9 berkesan. Dari segi tenaga insan, kami telah memperkenalkan satu budaya prestasi dan budaya kepimpinan berdasarkan kepercayaan, pemilikan dan kepelbagaian. Kesemua usaha ini telah membawa kepada penambahan keyakinan kakitangan dalam Carlsberg Malaysia sebagai sebuah syarikat. Melangkah ke Hadapan dengan Penuh Keyakinan Persekitaran ekonomi dijangka akan kekal mencabar pada 2012 dan ini dijangka akan memberi kesan kepada Malaysia terutamanya dari segi eksport.Walau bagaimanapun, negara dijangka akan disokong oleh permintaan domestik yang bertahan, disokong terutamanya oleh aktiviti sektor swasta yang terus berkembang. Perbelanjaan sektor awam dijangka juga akan memberi sokongan kukuh terhadap pertumbuhan prestasi Malaysia secara keseluruhan. Memandangkan tinjauan ini, Kumpulan Carlsberg Malaysia mengalu-alukan langkah hemat Kerajaan Malaysia untuk tidak menaikkan lagi duti eksais bir dan stout pada 2012 memandangkan duti Malaysia kini adalah yang kedua tertinggi di seluruh dunia.Memandang ke hadapan, kami kekal komited untuk menyokong Program Transformasi Ekonomi (Economic Transformation Programme atau ETP) Kerajaan serta cita-cita Malaysia untuk menjadi sebuah negara maju dan berpendapatan tinggi menjelang 2020. Kami akan menjajarkan objektif kami untuk menyokong ETP dan keutamaan ekonomi lain terutamanya dengan menu mpukan usaha kami dalam sektor-sektor pelancongan, perdagangan pengagihan dan ekspatriat. Kami secara tidak langsung telah menyokong usaha Kerajaan dalam sektor pelancongan melalui sokongan kami dalam acara-acara sukan, makanan dan fesyen utama.Dalam usaha kami untuk mengambil langkah yang yakin tetapi berhati-hati ke dalam satu lagi tahun yang mencabar, Lembaga Carlsberg Malaysia kekal komited untuk menyampaikan pertumbuhan yang menguntungkan dan bertahan. Keberuntungan akan didorong oleh jenama peneraju bir utama Malaysia, Carlsberg Green Label, dan disokong oleh satu portfolio jenama premium yang teguh. Kami berhasrat untuk menjadi syarikat portfolio paling cergas di Malaysia pada masa hadapan terdekat dan akan melaksanakan strategi yang agresif tetapi berhemat untuk mencapai matlamat ini dalam masa yang singkat. Amalan Korporat yang BerprihatinCarlsberg Malaysia kekal komited untuk meningkatkan keuntungan dengan cara yang bertanggungjawab. Untuk mencapai matlamat ini, kami telah menyepadukan amalan korporat yang berprihatin ke dalam keseluruhan operasi perniagaan dan rangkaian nilai kami untuk mendorong pertumbuhan keuntungan yang bertahan. Saya sukacita untuk memaklumkan bahawa Carlsberg Malaysia telah membangunkan satu format baru untuk Laporan Tanggungjawab Sosial Korporat (Corporate Social Responsibility atau CSR) yang memberi gambaran ke dalam hasil ketara yang kami akan sampaikan dalam bidang Pasaran, Komuniti, Tempat Kerja dan Alam Sekitar.Laporan CSR lengkap kami menekankan komitmen Carlsberg Malaysia terhadap amalan CSR yang baik serta mencerminkan betapa tertanam dengan kukuhnya elemen-elemen ini di kalangan tenaga kerja dan perniagaan kami. Kami komited untuk mempertingkatkan kesejahteraan komuniti di bawah panduan prinsip kami iaitu â€Å"Berkongsi dengan Komuniti Tanpa Bersyarat. † 2011 menyaksikan penganjuran berterusan kempen amal utama kami iaitu â€Å"Top Ten† yang memasuki tahun ke-25 pada tahun 2011. Salah satu dari platfor m kutipan dana paling mantap dan telus untuk pendidikan Cina, Top Ten telah berjaya mengumpul RM20 juta dalam 2011.Pada keseluruhannya, inisiatif popular ini telah mengumpul lebih RM369 juta untuk 588 buah sekolah dan institusi Cina di seluruh negara sehingga kini. Pada 2011, kami juga telah mengukuhkan pertalian kami untuk pendidikan Tamil dengan memperkenalkan projek Keperluan Penting Bahasa Inggeris dan Kembali ke Sekolah untuk pelajar dari sekolah Tamil di Semenanjung Malaysia serta Sabah dan Sarawak. Untuk usaha kami, Carlsberg Malaysia telah meraih anugerah dalam kategori Pemberian Kuasa Sosial di Anugerah Keusahawanan Bertanggungjawab Asia (Asia Responsible Entrepreneurship Award atau AREA) 2011.Kami juga telah menerima Anugerah Kelakuan Kemenangan â€Å"Kami Terlibat dengan Masyarakat† 2010 Kumpulan Carlsberg. Dari segi operasi, kami akan terus mengoptimumkan kecekapan kos dan penggunaan kapasiti di kilang bir serta mengumpil inisiatif peningkatan berterusan bagi meny ampaikan prestasi operasi yang teguh. Dari segi tenaga insan, kami akan terus melabur dalam aset penting ini dengan memupuk satu budaya prestasi yang kukuh. Kesemua ini, antara langkahlangkah lain, akan memastikan bahawa Carlsberg Malaysia akan terus berkembang dengan mantap.Penghargaan Bagi pihak Lembaga Pengarah Carlsberg Malaysia, saya ingin mengucapkan setinggi-tinggi penghargaan kepada pasukan pengurusan dan kakitangan di atas kesetiaan, kegigihan dan komitmen mereka terhadap kecemerlangan. Kejayaan kami dalam tahun 2011 adalah disebabkan oleh tumpuan dan usaha gigih mereka. Penghargaan tulus ikhlas kami juga adalah untuk semua pemegang kepentingan kami, termasuk pengedar, pembekal, pelanggan dan pengguna kami. Terima kasih di atas sokongan setia anda kepada Kumpulan sepanjang semua tahun-tahun ini.Dengan kesedihan yang amat mendalam, saya ingin mengambil kesempatan ini untuk merakamkan sumbangan yang besar yang telah diberikan kepada Kumpulan selama bertahun-tahun oleh Timbala n Pengarah Urusan kami, Allayarham Dato’ Chin Voon Loong, yang meninggal dunia pada 16 Mac 2012. Saya juga ingin merakamkan penghargaan ikhlas kepada rakan-rakan saya dalam Lembaga Pengarah atas nasihat dan bimbingan meraka. Akhir sekali, saya amat berterima kasih kepada pemegang saham kami atas sokongan berterusan dan keyakinan teguh mereka terhadap Carlsberg Malaysia.Kami berhasrat untuk mencapai tahap kecemerlangan yang lebih tinggi serta mewujudkan nilai pemegang saham yang lebih kukuh ketika kami melangkah dengan penuh keyakinan untuk menghadapi tahun 2012. Terima kasih. Dato’ Lim Say Chong Pengerusi Shah Alam 4 April 2012 10 Carlsberg Brewery Malaysia Berhad (9210-K) Annual Report 2011 11 Annual Report 2011 13 Review of Operations by Managing Director We bolstered the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge a stronger multi-brand portfolio company.The Year of Moving Boldly Forward 2011 was a year in which Carlsberg Malaysia moved boldly forward on all fronts. We turned in commendable ? nancial performance and delivered pro? table, sustainable growth. We bolstered the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge a stronger multibrand portfolio company. We continued to make strong strides forward on the operational front, enhancing operational ef? ciencies and advancing people empowerment efforts.On top of all these, we continued to integrate impactful corporate responsibility initiatives throughout the value chain with the aim of growing the Group in a responsible manner. I am pleased to say all these measures reinforced our position and taking us to greater heights in Malaysia’s Malt Liquor market. promotions under the new global brand tagline â€Å"That Calls for a Carlsberg† that is now aligned in over 140 countries. To drive pro? table, sustainable growth, we set ou r sights on channels with higher growth potential and supported these efforts with the right brand mix in each channel.These measures, together with productivity improvements in the supply chain, as well as enhanced sales and marketing cost ef? ciencies, boosted our margins. Luen Heng F & B Sdn Bhd (LHFB) once again experienced strong growth momentum on the back of a double digit growth in beer volumes to register an increase of 45. 5% in pro? t after taxes. Delivering Profitable, Sustainable Growth The year in review saw Group pro? t after tax grew by 24. 8% on the back of an 8. 9% increase in revenue in comparison to 2010.This strong performance was attributable to the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer 14 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Operations by Managing Director Aside from the strong performance of our Malaysian operations, our fully owned subsidiary, Carlsberg Singapore Pte Ltd (CSPL) an d associate company, Lion Brewery Ceylon PLC, also delivered impressive results with double digit growth in revenue and earnings for 2011. CSPL turned in its third consecutive year of on-target growth delivering an 11. % increase in revenue and 47. 2% rise in pro? t after tax as compared to the preceding year’s results. This performance was mainly attributable to continued robust volume growth in line with the buoyant beer market in Singapore as well as revenue growth driven by a strengthened premium brand portfolio. Products and Innovation Lever: Tap Two Key Drivers to emerge a Stronger Multi-Brand Portfolio Company Perfecting the Jewel in Our Crown To bring about strong portfolio development in 2011, we leveraged our ? rst key driver which called for us to strengthen the Carlsberg Green Label brand.Deciding that it was time to go bolder and bigger and to take greater risks than before, we leveraged on the global revamp of the Carlsberg Green Label brand and undertook our ow n major makeover in Malaysia. As a result of our efforts, Carlsberg Green Label strengthened its leading position as the most preferred brand among all drinkers in Malaysia. One out of every two drinkers voted Carlsberg as their preferred brand based on consumer research undertaken by independent international research agency, Millward Brown. Carlsberg Green Label’s position as Malaysia’s leading beer brand was further reaf? med when it was awarded the coveted Gold recognition at the 2011 Putra Awards as well as the â€Å"Most Trusted Brand† by Reader’s Digest readers in Malaysia and Asia for the 13th consecutive year. Continuing to Walk Our Talk In 2011, we began to see a de? nite mindset change within the organisation from a focus on short-term volume to a focus on pro? ts, as well as a shift from a focus on one brand to a focus on a diverse portfolio of brands. We successfully leveraged on this mind-set change, together with our Stand, â€Å"Thirst fo r Great,† and the ? ve key strategic levers to raise the bar on performance and deliver as promised in 2011.Capturing New Ground in the Premium Segment We also decided that we had to be bold enough to say that we needed to ? ank the Carlsberg Green Label brand with the fast growing premium segment. As such, our second key driver saw us continuing to tap into LHFB’s impressive super premium beer portfolio which successfully bolstered our position in the premium beer segment. We also went on to invest in the newly launched Carlsberg Group-owned premium brands – Kronenbourg 1664 and the Kronenbourg Blanc wheat beer variant, both of which have shown great potential in the super premium segment.In December 2011, we were awarded the rights to locally manufacture, sell and distribute one of Asia’s fastest growing premium beers – Asahi Super Dry. These brands optimise our product mix and complement our existing premium beer portfolio. Consumers and Customer s Lever: Engage Audiences and Build Brand Equity Actively Engaging with Our Business Partners In 2011, we rolled out the pilot New Generation Distributor Model (NGDM) which aims to ensure the seamless integration of our sales employees and valued business partners so that consumers are served in the best manner possible.Via the NGDM initiative, we aim to transform our traditional distributors to become our trusted strategic partners. Two distributors were selected for the initial programme which showed very encouraging results and we will be replicating these efforts with other distributors. Annual Report 2011 15 To foster closer engagement with our trade partners, we invested in a new nationwide trade programme known as the ‘A’ Class Experience (ACE) Programme, which comprises a series of educational and practical training sessions aimed at assisting F&B operators to raise the bar in meeting the increasingly sophisticated needs of today’s customers.We commission ed Taylor’s University’s Centre for Continuing Professional Education to design the ACE training modules. Through providing solid training followed up by visits to trade outlets to measure their performance, we continue to build goodwill and a strong af? nity with our trade partners. Building Brand Equity among Consumers Nationwide promotions and big-scale consumer activation initiatives further strengthened the brand equity of Carlsberg Green Label and made good inroads among target consumers.With the Malaysian operations producing the volume for Singapore today, we are utilising our cost base a lot more ef? ciently and are reaping the bene? ts with a much higher production volume. The Malaysian operations have in essence managed to assimilate the Singapore business with no additional operational costs. Implementing CI-LEAN Effectively We continued to focus on CI-LEAN Programme in 2011 and empowered our people to make tangible improvements on the shop ? oor, all of wh ich helped to optimise cost and production ef? ciencies.The LEAN philosophy revolves around identifying and eliminating nonvalue-adding activities in production, supply chain management and customer interactions. 2011’s CI-LEAN achievements included maintaining our cost per Hectolitre despite increase in raw material prices; a record increase in production volume without signi? cant capital expenditure on machinery and equipment; a substantial savings of RM6. 0 million from cost optimisation activities; a lower dependency on treated water and natural gas from external sources; a savings of RM3. million from our 3R (reduce, reuse and recycle) measures; as well as ef? ciency improvements from better back-end operations especially in the area of logistics. In 2011, we began to see a de? nite mind-set change within the organisation from a focus on short-term volume to a focus on pro? ts, as well as a shift from a focus on one brand to a focus on a diverse portfolio of brands. Eff iciency Lever: Drive Strong Operational Synergies and Optimise Cost Efficiencies Tapping the Bene? s of Integration In 2011, we continued to make the most of the good operational synergies between our Malaysian and Singaporean operations to further optimise cost ef? ciencies. Following the full integration of the Singapore operations into the Malaysia operations, we continue to realise signi? cant operational enhancements across all functions. 16 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Operations by Managing Director 2012 will also be another exciting year for our consumers and they can expect a host of programmes and campaigns to come their way.A key campaign would involve Carlsberg Green Label being the of? cial beer for the Euro 2012. People Lever: Nurture Great People and Build Our Capabilities Initiatives to Nurture Our Workforce 2011’s initiatives focused on raising the leadership capability of our people through leadership coaching training workshops, one- on-one coaching sessions and a mentoring system. We also launched the Carlsberg Sales Academy (CSA) to help create more structured training and development opportunities as well as a career map for new Sales hires.As part of the our Company’s succession planning strategy, our â€Å"high-potentials† (HiPos) continued under the Carlsberg Accelerated Leader Development Programme (ALDP) which will see them moving into international leadership positions within the Group over time. Introducing the Thirst for Great Hour and Moments As part of our efforts to build Great People, Great Brands and Great Performance as well as to strengthen employee pride in being part of the Carlsberg Family, we introduced the Thirst for Great Carlsberg Hour in 2011.This platform, which aims to get all employees to participate in Great Moments that will help inculcate Carlsberg’s core values and culture among them, as well as unite and motivate them. Gauging Employee Satisfaction The Thirs t for Great initiatives and the communication around it had certainly helped boost employees’ con? dence as re? ected in the latest MyVoice employee attitude survey. 2011’s survey garnered a 100% response rate and re? ected a dramatic improvement in employee con? dence (from two years ago) about being part of the Carlsberg Group, the Group’s direction, and the effectiveness of our senior management.We achieved an Employee Engagement score of 80%, a four percentage point improvement from 2009 results. These encouraging results are testament that our efforts to embed our shared values in our work culture are bearing fruit. Structure and Society Lever: Give Back to Society Unconditionally Making Strong Inroads with Top Ten and English Essentials We continued our strong focus on Carlsberg Malaysia’s ? agship charity campaign, Top Ten, which entered its 25th year in 2011, and in the same year, approximately RM20 million was successfully raised for the developm ent of Chinese education.For our efforts, Carlsberg Malaysia won an award in the Social Empowerment category of the Asia Responsible Entrepreneurship Awards (AREA) 2011. At the 2011 Carlsberg CEO conference in Kiev, Ukraine, we were also accorded the â€Å"We are Engaged with Society† Winning Behaviours Award 2010. Annual Report 2011 17 August 2011 saw the maiden launch of Carlsberg Malaysia’s English Essentials programme for Tamil schools in the states of Penang, Perak, Selangor and Johor. Endorsed by the Tamil School Headmasters’ Council, the programme provides school children and teachers at Tamil-medium schools the opportunity to improve their knowledge and pro? iency of the English language. Ensuring Responsible Drinking The Enjoy Responsibly pilot programme was also introduced in 2011 to educate employees and consumers about the need for responsible drinking. Employing four stands – Be Safe, Be in Control, Drink Smart and Drink Responsibly – the Enjoy Responsibly campaign was introduced at selected events such as our â€Å"Where’s the Partyâ„ ¢? † and â€Å"Malaysia’s Own Oktoberfest 2011† events. The Enjoy Responsibly programme will continue to feature prominently in our corporate culture as well as among our business partners, customers and consumers.Beer will continue to be our key focus in 2012 and we will endeavour to be at the forefront of innovation by bringing new drinking experiences to our consumers. Continued investments into the Carlsberg brand and the many new and exciting portfolio opportunities, coupled with strengthened execution capabilities and ef? ciency initiatives, will enable us to continue our pro? table growth trend and create good shareholders’ value. 2012 will also be another exciting year for our consumers and they can expect a host of programmes and campaigns to come their way.A key campaign would involve Carlsberg Green Label being the of? cial beer for the Euro 2012 football tournament, where a line-up of exciting activities and promotions are being planned for our customers and consumers. Going forward into 2012, we remain cautiously optimistic about the prospects for the Malaysian Malt Liquor Market (MLM). The MLM has been relatively resilient amidst the economic slowdown these last few years and has maintained a steady level of low single-digit annual growth (in terms of volume), and we believe there will be little disruption to its progress in 2012.We are also excited about our agreement with Asahi Breweries Ltd (ABL) to locally manufacture, sell and distribute Asahi Super Dry in Malaysia. This development marks an important milestone in Carlsberg Malaysia’s journey to become the nation’s most vibrant beer portfolio company with a winning portfolio that meets all consumer needs. This move will strengthen our growth in the premium beer segment with the freshest product, and our earnings over the medium to long-ter m. More local production of premium beers will follow in 2012.I wish to convey my utmost gratitude to our consumers, customers and partners for their continued loyalty and steadfast support of Carlsberg Malaysia and its portfolio of brands. My sincere appreciation also goes to the members of the Board for their invaluable insights and wise counsel. In particular, I would like to express my deepest condolences to the family of the late Deputy Managing Director, Dato’ Chin Voon Loong, who passed away on 16 March 2012. The late Dato’ Chin will forever be remembered for his invaluable longstanding contribution, support and guidance to the Group.Last but not least, my heartfelt thanks to all hard working employees of the Carlsberg Malaysia Group for their continued loyalty, support and commitment to pursuing a spirit of excellence and delivering pro? table, sustainable growth. Continuing to Go Boldly Forward Carlsberg Malaysia’s strong portfolio and geographical expo sure drove solid growth in 2011 and this will continue to be our focus for the coming years. As we continue to move boldly forward, we will set our sights on attaining pro? table, sustainable growth by tapping on our ? ve strategic levers. Soren Ravn Managing DirectorShah Alam 4 April 2012 18 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Carlsberg Singapore’s Operations The year 2011 saw Carlsberg Singapore Pte Ltd (CSPL) making great strides forward on the ? nancial and operational fronts to deliver a strong performance. CSPL turned in its third year of consecutive ontarget growth since 2009 and registered double-digit EBIT growth. This robust performance came on the back of continuing volume growth in line with the growth of the beer market in Singapore, while revenue growth was driven by a strengthened premium brand portfolio.Even as CSPL made strong inroads to capture market share in the premium segment, it did so in a pro? table and ef? cient manner with costs gro wing slower than revenue. The good operational synergies between the Malaysian and Singaporean operations also continue to pay off. Key Levers Drive Overall Performance In line with the Group’s overall strategy and direction, CSPL embarked on several key levers to ensure 2011’s robust performance. Firstly, to ensure that the iconic ? agship Carlsberg brand remained the No. preferred premium brand, CSPL undertook an integrated re-launch campaign of the Carlsberg brand that involved brand engagement activities with its core audience of young consumers. Secondly, the premium brand portfolio was strengthened via the accelerated growth of the Kronenbourg 1664 and Kronenbourg 1664 Blanc variants as well as the launch of Sommersby Cider (the No. 1 cider in Denmark) in a new cider category. On top of this, measures were taken to optimise CSPL’s existing operational expense platforms. In addition to the above consumer, product/innovation and ef? iency priorities, CSPL al so focused on improving the availability, visibility and conversion of its brands with customers at the point of purchase/consumption. Efforts were made to improve the performance-based culture of the organisation through clearer measures and rewards, as well as enhacing employee engagement via talent management and recruitment activities. To this end, the rallying call of â€Å"Thirst for Great† and the 5 Winning Behaviours culture were leveraged on. Integration Continues to Deliver Dividends CSPL continues to tap the good operational synergies with the Group’s Malaysian operations to maximise cost ef? ciencies.With the Malaysian operations producing the volume for Singapore, the Group is reaping several tangible bene? ts. For instance, the cost base is being utilised in a much more ef? cient manner and the Group is bene? tting from much higher production volume. On top of this, the reduced lead time is translating into fresher and better quality products, while the a ssociated logistics costs too have dropped. Further cost ef? ciencies were achieved through collaborative marketing campaigns and sharing of creative production resources. Both markets are adopting common marketing platforms and agencies where it makes sense to do so.Annual Report 2011 19 CSR Efforts Strengthen Stakeholder Relationships CSPL continues to implement effective Corporate Social Responsibility activities to build sustainable relationships with its key stakeholders in Singapore. One of its most successful communitycentric programmes over 2011 was the â€Å"Save Everest† campaign which saw participation from key stakeholders such as consumers, media and employees. Five CSPL representatives were part of a team that were selected to â€Å"save† Mt Everest from the damage caused by garbage left behind by mountain climbers and hikers.Ascending some 5,000 metres above ground level to help preserve the ecosystem of this UNESCO World Heritage Site, the efforts of th ese ? ve representatives certainly went a long way in educating audiences about the gravity of the situation. It also helped build goodwill and enhanced CSPL’s reputation in the marketplace. In Recognition of Excellence In recognition of the good branding work done over the year, CSPL received an award from Campaign Asia for having one of the Top 10 Chinese New Year television commercials (TVCs) in the Asia Paci? c region.The CSPL marketing team’s Everest campaign was also nominated for the Top 10 Viewers’ Choice TVC Awards (International Category) under the Carlsberg brand identity re-launch. On top of this, CSPL received a Gold Medal at the Beer Fest Asia event. At the Out-Of-Home Planning & Innovation Awards (OOHPIA) event, CSPL and its agencies won an award for the Best Use of Multiple Clear Channel Formats, which involved the clever use of multiple formats to reach different audiences. Within the Carlsberg Group, the CSPL ? nance team was awarded the Groupà ¢â‚¬â„¢s Asia Finance Excellence Award 2011 for their outstanding work.Moving Boldly Forward into 2012 Going forward, the overall macroeconomic climate for 2012 has been moderated downwards with Singapore’s GDP projected to grow in the region of 1% to 3% given the less-than-optimistic developments in the US and Eurozone. In view of this, consumers and customers are expected to be more selective in their discretionary spend and investments. CSPL will thus embark on marketing and sales programmes that engage consumers in a more direct and relevant manner while delivering better returns on investment.The focus will be on rolling out fewer but high impact initiatives that enable CSPL to continue to deliver volume and revenue growth that will outpace the marketplace in a pro? table, sustainable manner. Going forward, the Group is con? dent that CSPL will deliver another impressive performance in 2012 as it reinforces the market position of Carlsberg Green Label, strengthens its gr owing premium portfolio and undertakes initiatives to further bolster operational ef? ciencies and value management. 20 Carlsberg Brewery Malaysia Berhad (9210-K) Management Team York James Spencer Aged 38, New Zealander Juliet Yap Swee HwangAged 35, Malaysian Gary Tan Sim Huan Aged 42, Malaysian Kenneth Soh Chee Whye Aged 48, Malaysian Marketing Director Business Development Director Sales Director General Manager of Luen Heng F & B Sdn Bhd Annual Report 2011 21 Soren Ravn Aged 38, Dane Kristian Dahl Aged 37, Dane Lew Yoong Fah Aged 44, Malaysian Bart Lim Siang Chin Aged 42, Singaporean Loh Boon Lan Aged 43, Malaysian Managing Director Supply Chain Director Chief Financial Of? cer / Company Secretary General Manager of Carlsberg Singapore Pte Ltd Human Resource Director 22 Carlsberg Brewery Malaysia Berhad (9210-K) Management Team Pro? leSoren Ravn Aged 38, Dane Managing Director Juliet Yap Swee Hwang Aged 35, Malaysian Business Development Director York James Spencer Aged 38, New Zealander Marketing Director Mr. Ravn has been with the Carlsberg Group for over 13 years. Prior to his appointment as Managing Director of Carlsberg Malaysia in March 2010, Mr. Ravn held various strategic and operational positions including Group Strategy Director in the Carlsberg global headquarters in Copenhagen, Managing Director of Carlsberg Hong Kong & Macau and also the Vice President – Supply Chain, HR and Business Development in Carlsberg Greater China.Ms. Yap joined Carlsberg Malaysia in 2007, heading the Consumer Insights function before assuming the role of Senior Manager-Strategy Development, Innovation & Research in 2008. She was subsequently promoted to her current role as Business Development Director in January 2011, where she is responsible in driving the development and implementation of the company’s business and portfolio strategies while exploring new business opportunities. Mr. Spencer has held various key positions in branding and marketing, inc luding Fonterra-New Zealand, Asia Paci? Breweries Ltd-Singapore, and his own consultancy ? rm in Vietnam. Prior to joining Carlsberg Malaysia in May 2011 as Marketing Director, Mr Spencer served with Scottish and Newcastle Ltd as the Market Development Director for Asia and subsequently as International Marketing Manager based in Paris. Lew Yoong Fah Aged 44, Malaysian Chief Financial Of? cer / Company Secretary Kenneth Soh Chee Whye Aged 48, Malaysian General Manager of Luen Heng F & B Sdn Bhd Bart Lim Siang Chin Aged 42, Singaporean General Manager of Carlsberg Singapore Pte LtdMr. Lew has held senior ? nancial positions prior to his appointment as the Chief Financial Of? cer of Carlsberg Malaysia in January 2010, in companies such as Danone Dumex Malaysia, Philips Electronics Singapore, SSMC (JV Philips) Singapore and Philips Malaysia. In his previous position as Finance Director at Danone Dumex Malaysia, Mr. Lew also served as its Director and Company Secretary with responsibili ties across Malaysia, Singapore and Brunei. Mr. Soh began his career in ? nancial consultancy ? ms Deloitte Kassim Chan & Co and KPMG, before joining his family business, Luen Heng Agency (LHA) as a Sales and Marketing Director for 15 years, dealing particularly in foreign beverage brands and import-export matters of the food and beverage industry. Subsequent to the joint-venture between Carlsberg Malaysia and LHA in November 2008, a new company called Luen Heng F&B Sdn Bhd was formed in which he was appointed as the General Manager. Mr. Lim has accumulated 18 years of consumer industry experience in a sales and marketing role, with companies such as Proctor & Gamble and Johnson & Johnson as Regional Customer Development Director.He has been the General Manager of Carlsberg Singapore since January 2009 and continues this role subsequent to its acquisition by Carlsberg Malaysia at the end of 2009. Annual Report 2011 23 Gary Tan Sim Huan Aged 42, Malaysian Sales Director Prior to his appointment as Sales Director of Carlsberg Malaysia since August 2009, Mr. Tan spent 14 years in Unilever Malaysia, during which time he served as Customer Development Director as well as a Board Director, leading in areas of sales and brand management. Kristian DahlAged 37, Dane Supply Chain Director Loh Boon Lan Aged 43, Malaysian Human Resource Director Mr. Dahl has been with the Carlsberg Group since 1999 and has worked as Brewmaster & Supply Chain Specialist in a number of markets including Carlsberg Denmark, Carlsberg UK & Group Supply Chain. Prior to his appointment as Supply Chain Director with Carlsberg Malaysia in March 2012, Mr. Dahl had worked for 5 years as Regional Technical Director in Carlsberg Indochina overseeing the supply chain operations in Vietnam, Cambodia & Laos.Ms. Loh has over 17 years of experience in human resource management, 5 of which have been with Carlsberg Malaysia. She has previously held managerial positions in companies such as ACNielsen and Phil ips Malaysia and was also a management consultant for Arthur Anderson & Co where she advised clients on HR systems, processes, compensation and bene? t matters. Ms Loh was appointed as Human Resource Director of Carlsberg Malaysia in September 2008. 24 Carlsberg Brewery Malaysia Berhad (9210-K) Brand PortfolioBoldly Fast-forwarding Our Brand Portfolio As we set our sights on becoming the country’s most dynamic brewer with an equally dynamic portfolio of beverage brands, we are offering consumers an exciting portfolio of beers, stouts, ciders, wines, spirits and other beverages that are world class and setting trends in the marketplace, particularly in the premium beer segment. 2011 saw us fast-forwarding Carlsberg Malaysia’s transformation from a one-? agship brand beer company to a dynamic brewer with a portfolio of international beer brands.As a result, we reinforced the leading position of our crown jewel, Carlsberg, and bolstered our extensive premium beer portfoli o. With a more international-oriented and synergistic brand portfolio, we outpaced the market and brewed sustainable growth by being the preferred partner to our customers while the brands within our portfolio strengthened their most preferred position among consumers. Asahi Super Dry, the Japan’s no. 1 beer brand is brewed in a unique ‘Karakuchi’ style to give a clean, crisp and refreshing taste with no bitter after taste.Carlsberg Gold, inspired by an original recipe from the 19th century, double brewed and blended to perfection. Annual Report 2011 25 Danish Royal Stout, a full-bodied stout with 8% alcohol content to bring out the best aroma and taste. Kronenbourg 1664, France’s best-selling super premium beer, is specially brewed with aromatic Strisselspalt hops. This elegant beer has a crisp, citrus ? avour with a ? oral aroma. Kronenbourg 1664 Blanc, the wheat beer variant of Kronenbourg 1664, is cloudy with a fruity and refreshing taste and presented in a contemporary blue ottle. Carlsberg, the most preferred beer brand in Malaysia is now enjoyed by consumers in 140 markets. 26 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Erdinger, top class premium wheat beer. With ? ne yeast. Traditionally matured in the bottle – like champagne. Carlsberg Special Brew, a dark golden brew stands as a quality premium beer in the high alcohol category. Corona, Mexico’s leading national brand uniquely served with a slice of lime for that refreshing zesty ? avour. Budweiser, the of? ial FIFA ® World Cup Sponsor and the King of beers. Annual Report 2011 27 Born in the middle age, Grimbergen Blonde is a top-fermented beer brewed under an arrangement with the Father of Grimbergen Abbey located in Belgium. SKOL, ? rst brewed in 1959, is Brazil’s No. 1 beer and available in more than 80 countries worldwide. Hoegaarden, the fastest growing imported premium beer in Malaysia, a naturally cloudy beer made from wheat for that refreshing sensation. Stella Artois, the No. 1 Belgian beer in the world and distributed in over 80 countries worldwide. 8 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Carlsberg Green Label Carlsberg, our crown jewel, is an all malt lager brewed with a rich heritage and superior quality that goes all the way back to the year 1847 in Copenhagen, Denmark. Today, it is available in more than 140 markets globally and is Malaysia’s most preferred beer brand. Evolving to Exceed Expectations The iconic Carlsberg brand and its evergreen look and feel continues to be loved by many in Malaysia while its taste is enjoyed by millions around the world.Leveraging on its trusted heritage and rich brand equity, Carlsberg undertook a global brand revamp in 2011 whereby it rede? ned standards and evolved to become a bolder, more modern and more engaging brand. In April 2011, Carlsberg unveiled its new visual identity featuring the new Carlsberg Crown that is simpler in desi gn yet has distinctive features to appeal to younger consumers. The new packaging complements its refreshing taste and premium positioning as well as the new tagline, â€Å"That calls for a Carlsberg† which is now used across all 140 markets in the Carlsberg world.Whilst the brand has been given a bold new look, the beer maintains its same great taste. A through-the-line marketing campaign was carried out to make the brand re-launch a success and to deliver on commercial objectives. Prior to the That Calls for a Carlsberg For the past 13 consecutive years, Carlsberg has won the Reader’s Digest Most Trusted Brand Award bearing testament to the credibility of its quality and the values it represents. In 2011, Carlsberg reinforced its brand position by winning its second consecutive Gold Award at the Putra Brand Awards.These prestigious awards aptly re? ect consumer and industry leader endorsements of Carlsberg as the most preferred beer brand and one that is set apart fr om the crowd. Leveraging on product innovation, engaging consumer promotions and through-the-line marketing, Carlsberg remains the clear market leader as indicated by the Millward Brown Beer Tracker results for both 2010 and 2011. revamp, more than 1,000 distributors, customers and retailers were invited to a grand trade launch to be briefed on the new packaging and brand direction of Carlsberg.A good many employees and their families too visited the brewery and took part in a wall-painting exercise featuring a replica of the famed Carlsberg Elephant Gate at Copenhagen, Denmark in remembrance of the founder of Carlsberg, J. C. Jacobsen and his beer making heritage. Taking a Bold Step, Doing the Right Thing Carlsberg’s new global identity calls for the brand to be a vibrant, bold, young, inspirational and contemporary brand that is anchored on its rich heritage as well as the same premium quality and great taste.The journey of the re-launch kicked-off with research and develop ment of the new packaging, then went on to involve conceptualisation of the brand’s direction, and ended with effective inmarket execution. These activities were part of a step-by-step strategy to hype up brand awareness and drive brand equity and growth. At the media launch held at the Shah Alam brewery, hundreds of employees and members of the media witnessed the unveiling of the new Carlsberg Crown as well as the new packaging for the bottle and can.In conjunction with the re-launch, approximately 200 employees from sales, marketing and supporting functions were deployed to execute a merchandize makeover blitz at more than 2,000 refreshment outlets over a two-week period. Outlet owners garnered positive response with regard to the new signage, sales merchandise, point-ofsales materials and vehicles, all of which made a bold statement and a lasting impression. Top of Mind Preferred Brand Brand Loyalty 4% point 4% point 10% point 2010 2011 2010 2011 2010 2011 Source: Millwar d Brown Beer Tracker 2010/11A series of eight thematic ads which communicate the brand essence of â€Å"Stepping up†¦Ã¢â‚¬  were launched in conjunction with the new tagline of â€Å"That calls for a Carlsberg†. 30 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Activated through social media platforms such as Facebook and blogs, the WTP events increased the Carlsberg fan-base from 4,000 fans to 17,000 fans in 2011. â€Å"Where’s the Party? † Builds an Affinity with Younger Consumers As part of our efforts to elevate the Carlsberg brand experience and its reach among younger consumers, an engagement platform named â€Å"Where’s the Party? (WTP) was created. Leveraging on social media to reinforce the new brand positioning, two WTP events were held in June and December 2011 respectively. Held at undisclosed locations prior to the day of party, both WTPs generated excitement and received overwhelming reviews among the 18 and 25 years old consumer group. These parties were the pinnacle of the Carlsberg consumer and media re-launch experience with both becoming the most talked about events for the year. Involving a high