Human Computer Interaction Essay Example | Topics and Well Written Essays - 2500 words

Human Computer Interaction - Essay Example The phrasings utilized all through the site are straightforward, to which client can relate without any problem. The architects of the myvue.co.uk have attempted to maintain a strategic distance from PC languages. One can say that the site is intended for beginner clients. Regardless of whether the phrasing isn't justifiable, there are little symbols append to the words (button), which makes it increasingly simpler for clients. As this site doesn't require a significant part of the client contribution aside from when filling the data when making a reserving for the film, so there is no as such crisis exits. The principle menu continues moving as the client scrolls, so can be advantageous for some client to straightforwardly go to the menu. The general progression of the site, likewise called exchange, is very steady. Consistency in exchange is a significant factor in consistency of web planning. The words, stages, wordings utilized all through the site is standard. Just a single phrasing is utilized for one activity. In spite of the fact that when perusing the site, there are no as such basic activities, so the client there are scarcely any odds of submitting a blunder or mix-up. In any case, mistake avoidance becomes an integral factor when the clients are making a development booking of the movies, where they have to present their secret data, for example, Mastercard number and so on. The key for making the site effective is that it ought to be made for client's benefit for example ought to be easy to use however much as could reasonably be expected. As film sites are not exceptionally complex in interfacing, be that as it may, the web specialists of myvaue.co.uk have worked admirably of making by putting some vivified highlights, which doesn't take quite a bit of consideration from the clients while perusing. As talk about prior, there a little depiction about the wording when it is clicked, so the client doesn't have to remember it. The progression of discourse is predictable from one page to the next. Adaptability and effectiveness of utilization: As the site is configuration in remembering amateur clients, so its doesn't utilize a lot of detail. One can say that the site is structured reasonable enough that caters both unpracticed and unpracticed clients. Be that as it may, this site doesn't have much for the experience clients i.e., quickening agents are not utilized in extraordinary broaden. Tasteful and moderate plan: The web interface ought to contain data that is applicable or not excess, since more the material (information) in the web, the more prominent time it will take to stack the site page. Be that as it may, the notorious primary menu continues moving as the client look over the page here and there. For some clients this can be very

International Fast Food Company Essay Example | Topics and Well Written Essays - 2500 words

Universal Fast Food Company - Essay Example In 1953, McDonald’s Fast Foods’ best café in Arizona was diversified. Also, the café situated at California was diversified. The through and through achievement of the McDonald’s was with the section of Ray Kroc who went into association with Mac and Dick (Love, 2008). He was given the option to grow the establishment. Inferable from this new association, McDonald’s opened its new branch outside America explicitly Richmond Colombia. This was the first since forever branch outside America. It is incredibly fascinating to take note of that by 1963 the McDonald’s had in excess of 100 drive-through joints around the world. It was between 1960 through 1970 when critical development was checked. This may have been because of the monstrous publicizing techniques that were embraced by McDonald’s promotions group. Kroc assumed a significant job in publicizing McDonald’s items making them the most outstanding advertisements on the planet. He l ikewise built up the Golden curves logo in 1962. In 1963, McDonald’s presented the red haired mind which pulled in a gigantic intrigue from kids and the adolescent. Later on as the years advanced, Kroc picked to purchase out McDonald’s siblings for a complete expense of $2.7 million. 2. Method of reasoning behind Internationalization McDonald’s international procedure depends on the acknowledgment of the accessible open doors in abroad market and not on the grounds that their home market is as of now immersed. Indeed, McDonalds built up diversified markets globally in light of the fact that it expected to benefit from accessible open doors especially among the quickly developing populaces in Asia. It is important that while picking markets McDonalds favored whose possibilities for extension were ideal. Consequently, McDonalds went into worldwide markets. When Kroc exclusively started claiming the organization, he knew well that the accomplishment of McDonaldâ €™s inexpensive food organization was subject to its capacity to develop quickly in the midst of an ever augmenting serious condition. Along these lines, he started to offer establishments. Subsequently, a few diversified McDonald’s opened up in different pieces of the world. For example, one such diversified branch opened up in the U.K. in1986. Until now, near 70% of all McDonald’s outlets overall are diversified. Today, McDonald’s gloats of having more than 120 restaurants’ and a client base of more than 60,000 individuals there was a need to utilize serious diversifying as a methods for advancing items and building a brand name. 3. Market section methodology McDonald’s Fast Foods Company imagines putting itself deliberately with a point of turning into an unrivaled entertainer on the planet showcase. McDonalds’ establishment showcase section methodology has consistently been educated by the client base and space for extension. Actuall y, the organization is guided by their enthusiasm on low creation cost while simultaneously guided by their decision to serve their clients whenever it might suit them (Pride and Ferrell, 2012). It favors the utilization of establishment on the grounds that once the market is set up, it will be simpler to change and adjust to customer’s neighborhood tastes and inclinations. McDonalds has utilized this technique in Saudi Arabia and Indonesia with progress. As referenced before in this conversation,

How to Get More Women to Start a Company

How to Get More Women to Start a Company Women are now playing bigger roles in small businesses in the United States. According to data from the National Association of Women Business Owners, in 2014, there were about 9 million companies run by women in the U.S. Those businesses employed nearly 8 million workers and recorded nearly $1.4 trillion in sales that year. © Shutterstock.com | ImageFlowDespite those numbers, there is much more to be done to increase this number even further. In this article we will look at 1) why women hold back from starting businesses, 2) how to encourage women to start a company, 3) business ideas for women, and 4) successful women-run businesses.WHY WOMEN HOLD BACK FROM STARTING BUSINESSESBefore discussing how to get more women to venture out into the world of entrepreneurship, it is important to understand some reasons that may be holding these women back in the first place. An understanding of these issues can help formulate a starting point for creating an enabling environment for women who want to strike out on their own.Myths about Women EntrepreneursThere are many myths about why women should not start a company that in general are not true.Myth 1: It Is Impossible for Women to Succeed as EntrepreneursThere is an assumption that a woman-owned business will be a small one, both in terms of revenue and in the size of the operation. The second assumption is that the business will center on craft work or other similar female- or child-centered products. A third assumption she faces is that her husband must be her partner or she could only be an entrepreneur because she is married to one. All these are false, as there are many women running a company with millions in revenue on her own while their husbands have their own business.Myth 2: Women Are Less Entrepreneurial Than MenSome female entrepreneurs say this is true only because women have fewer role models and can most often not see themselves as an entrepreneur. Many women want to become entrepreneurs but eventually turn back to their other jobs.Myth 3: Women Are Less Successful as Entrepreneurs Than in Corporate JobsAccording to Facebook executive Sheryl Sandberg’s famous book Lean In  women who “lean in” can be successful to a point when working in the corporate world. She then cites her own example of wanting more for herself. And when women want more than their job, they can forge their own path and play on their own field as entrepreneurs.Myth 4: A Small Business Consumes More Time Than a Corporate JobA long-standing assumption is that running one’s own business means having to work extremely long hours. This added pressure is at odds with the traditional role women are expected to play in running the house and raising kids. Many women entrepreneurs disagree and make the case for the opportunity to achieve a better work-life balance since one does not have to adhere to the long hours mandated by corporate work. Instead, the entrepreneur has the freedom to manage her schedule better and align it with her other responsibilities to create a harmonious work day.Myth 5: A Woman Entrepreneur’s Children and Family Will Suffer When managed properly, the busy life of an entrepreneur can make one a more effective parent. Many female entrepreneurs admit that work is never out of your mind when the business is your own, but you are able to create a schedule where you can be there for your kids as well as for your business. In addition, some entrepreneurs believe that the time their kids spend at her workplace helps them to see an example work ethic and to believe in it.Issues to Consider before Starting a BusinessA new business is a daunting prospect. There are special issues to consider for women in particular, but if they are clear on what is important in both their personal and professional lives, than it is easier to begin and manage a new business. There are four key things women must do and consider before taking the plunge into their new venture.1) Define Success for YourselfIn today’s world of social media pervasiveness, there is the danger of falling into the comparison trap. Instead of getting jealous of or disheartened by others’ apparent success, you need to take the time to define what success looks like for yourself. For some it may mean the time and freedom to pick up y our kids from school, others may value being present for dinner and evening times, while still others may have business ideas that will need time and patience to grow to success. Whatever the case, the business should fit in with the vision you have for your life and not the other way around.2) Consider Family and KidsWomen are most often the primary caregiver for children as well as being responsible for the running of the household. Before stepping into the new business, it is worthwhile to consider the time commitment and uncertainty that is bound to follow, and what it will mean for your family. This is not meant as discouragement. In fact, much of the stress from being a working, entrepreneurial parent can be alleviated if there has been careful planning and adequate forethought into practical matters.3) Prepare Your Mind for BattleStarting a business is a tough time for anyone, be it man or woman. You will be challenged in ways you never foresaw and you will need to stretch yo urself further than you ever thought possible. In order to meet the challenges of the new business as well as balance your life and family, you need to take proper care of your mind, body and spirit. This is vital when you are to stand at the helm and take responsibility for the direction and success of your venture.4) Choose Your Team CarefullyIn order for the company to function well and for the entrepreneur to balance work and life, there needs to be a strong, competent and well-functioning team in place. It is a good idea to list the attributes that will be important in your chosen team. In addition, you need to be prepared to make tough decisions that people may or may not like. The line between being easy to work with and being able to set boundaries as the one in charge is a difficult one to walk. A good team should have a great attitude, a strong work ethic and a flexible approach to solving problems.HOW TO ENCOURAGE WOMEN TO START A COMPANYWith an understanding of issues an d hurdles that hold women back from starting their own businesses, there are some important ways that these women can be encouraged to step into this arena. These include providing information on the key basics of starting a new business, turning myths into strengths, and good mentoring programs.Key Steps in Starting a BusinessThe number of women starting and running their own businesses is steadily growing. Whether the business idea is home-based or run from a commercial office, a few key steps can help successfully get the business off the ground.Planning: The first step, before anything else, is to assess how feasible the business idea is. The way to do this is most often to write up a detailed and formal business plan. However, this can also be done informally by brainstorming on a piece of paper. The main questions to ask and answer include an assessment of the need and demand for the product/service to be sold, potential competition, potential target and niche markets as well as demographics.Permits and Licenses: Almost all businesses will require some sort of permit or license. Businesses such as a hair salon, a medical practice, architecture firm, etc. will also require an occupational license. The exact nature of these permits and licenses will depend on the type of business as well as the exact location, since different areas have different business requirements.Funding: One of the biggest concerns for a potential entrepreneur is funding and where to secure it from. Many countries have business loan programs for women to help start a business. Apart from specific women-centered loans, funding options include bank loans, savings, investors and borrowing from friends and family. The amount of funding required initially will depend on the nature of the product or service, as well as the scope of the operation.Policies: Whether the business is big or small, home-based or commercial or with other employees, there will need to be policies in place to ensur e that everything runs smoothly. These could include fees and payment policies for clients, product delivery times, return or exchange policies, or usage policies. The best interest of both clients and the business, along with safety and satisfaction, need to be kept in mind when developing these policies.Promotion: Once the business is set up and operational issues sorted, it will be time to bring in customers. This will require a detailed and pointed marketing and promotional plan for the business. This has become an easier task with the proliferation of social media. However, with increased and instant reach, it is also more complicated to find just the right medium of communication for your business and its target market. To meet suppliers, peers and potential retailers, networking and joining local business associations may be a good idea.Turning Supposed Weaknesses into StrengthDespite the increasing percentage of women as business owners, there are still substantial obstacles that these women have to face just because of being female. Some of these challenges and how to overcome them is discussed below.Women Entrepreneurs Want to Act Like MenWomen entrepreneurs and small business heads often find themselves outnumbered in industry events and meetings. To compensate for this intimidating scenario, these women often find safety in displaying stereotypical male executive behaviors. These include a competitive, aggressive and overly harsh attitude. One founder and CEO disagrees with this behavior, however. Hilary Genga of swimwear company Trunkettes, suggests that instead of this wrong approach, women should try a more natural approach.Be yourself, and have confidence in who you are,   Genga says. Dont try to be a man. You made it to where you are through hard work and perseverance, but most importantly, youre there. Dont conform yourself to a mans idea of what a leader should look like.Another CEO, Sharon Rowlands of ReachLocal, believes that the key to su ccess in any situation is confidence. In her early days of being appointed CEO, Rowlands felt that all her ideas were subject to more scrutiny than other male colleagues. But instead of letting this discourage her, she maintained her confidence in her abilities to run a business effectively.I just made sure that any initiative I was trying to move forward was backed up by a solid business case. I was never unprepared for the questions that I knew would come. I [also] think many women naturally have extraordinary common sense, a sharp intuitive sense and a great focus on people. These are extremely valuable in business and can help to set us apart as leaders.Women-Led Startups Receive Significantly Less Investor FundingAmong the different methods for gathering funds for a startup, pitching to investors is one of the most difficult ones. For firms owned by women, this challenge is even greater. Less than 3 percent of venture capital funded companies have a female CEO, according to a 2 014 Babson College study. According to CEO and founder of Full Circle CRM, Bonnie Crater, there is a tendency among venture capitalists to support their own tribe. This means a venture capitalist from Harvard will support a business run by a Harvard alumnus. This may apply to women as well, but there are only a handful of venture capital firms with women partners. Instead, Crater suggests offsetting this tendency through a great team and a solid business plan. Emotions and Nurturing Skills will Affect Women’s BusinessesWhere forced traits of men are not a guarantee for success, stereotypical feminine traits should not be allowed to stand in the way of getting things done. The naturally nurturing and emotional nature of women can be a hindrance to the running of a business. Delia Passi, CEO of WomenCertified, feels that where men may remain fixated only on the bottom line, women can become emotionally connected which may hold them back from making tough decisions such as being quic k to fire or making similar dramatic business changes. Women tend to pay more attention to building relationships and these professional connections can be very important for success and long-term clients. However, women also need to be direct and stay focused on business goals.Women Often Lack Support of Other Female Business LeadersSarah Bryar, founder of eyewear boutique Rivet Sway, feels that the main challenge for female entrepreneurs is that there aren’t enough of them. This means a lack of women as role models, those who can act as sounding boards or do deals with. All this is needed to create a normal situation for women in leadership positions.Opportunities to lead do exist for women,   Bryar says. We just need to continue to support and promote women in the limelight to encourage others to come along for the ride.Many Women Have to Balance Their Families and Their BusinessesFor all entrepreneurs, work-life balance is a constant issue. But for mothers especially, this is a difficult situation to manage. Both new businesses and families require a lot of attention and care. Hilary Genga says that she has learned not to let shortcomings on either end bother her and to not beat herself up over little things. There are ways to balance both challenges, but there is an existing perception that you would be more successful if there were no kids vying for your attention.Women Entrepreneurs are Afraid of FailureThe fear of failure is cited as a top concern for women who start their own business. This was reported in Babson College’s 2012 Global Entrepreneur Monitor. Delia Passi agrees that though the fear of failure is a very real possibility in any business venture, it need not be taken as a negative. Instead, there should be an effort to work through those moments of self-doubt that plague every business owner at some point.You need to have massive failure to have massive success,   Passi says. You may need 100 nos to get one yes, but that one yes will m ake you more successful tomorrow than you were today.Funding OptionsAccording to authors (A Rising Tide: Financial Strategies for Women-Owned Firms) Susan Coleman and Alicia Robb, women who run businesses may face hurdles that are not encountered by men. One of their findings is that women looking for first-year financing will receive 80 percent less capital than men. Generally, women feel that finding financing is the hardest part of their launch.Resources to UsePersonal Savings The first place people look to fund their business is their own savings. However, women often tend to earn less so have a smaller savings amount to tap.Loans from Banks and Credit Unions This is another main source for funding for women, and women are now less likely to be rejected for these loans. This makes the loan avenue a good one to explore. With a solid business plan, great credit score and credit record the chances of securing a loan are high.Home Equity Credit Lines or Loans Another idea is to u se a home equity loan. It is possible to borrow 75 to 80 percent of the value of the home minus the remaining owed mortgage amount. A credit line will mean money in increments, while a loan will be a lump sum.Relatives and Friends Family members and friends are a good source of funding as this can mean an interest-free or a low interest loan. A legal contract to ensure no issues at a later stage is a good idea when using this mode of funding.Angel Investors and Venture Capital Firms In return for equity or fractional ownership, a venture firm will provide financing. These investors are approached often and are very careful with money, making them tough sells when it comes to a business. Very few women rely on this form of financing, however. One reason for this may be that the field of venture financing is dominated by men and it is hard to break into this club.Crowdfunding Many successful products have found their financing via crowdfunding campaigns run through various crowdfun ding platforms. People who believe in the project put in small amounts in return for small rewards and tokens. There are many different types of crowdfunding websites and the right one should be selected based on careful consideration of all rules and regulations.Economic Development Programs With some research this can be a great avenue for funding. Getting certified as a women-owned business can allow access to specific funds designated for women in business.Grant Programs for Women Business grants for for-profit and nonprofit businesses can also be a good source of funds for women starting their own venture. These can be explored on local business association websites as well as government websites.Resources to AvoidThere are also two sources of funds that should be avoided at all costs. These are:Credit Cards The double digit interest rates of most credit cards make them an unfeasible method to fund businesses. It is also very easy to get into credit card trouble.Retirement F unds No matter how exciting or lucrative a business opportunity may appear, it is not worth dipping into any retirement funds. This may lead to owed income taxes and other penalties. Apart from this, your future financial security will be compromised.MentoringMany  women lack strong, positive female mentors and role models. This translates into a lack of proper direction and guidance that can otherwise prove invaluable to a new business owner. To achieve this, women need to attempt to find a few different mentors to help them manage their personal and professional lives effectively.Choosing a mentor is a very important endeavor made difficult by the lack of pool to choose from when it comes to women. However, with the rising tide of female entrepreneurs in the market, this is set to change. A good mentor should be one whose work you admire, who shows strong leadership abilities and is an inspiration to both you and others that she encounters. In addition, she should be able to offe r solutions to and insights into obstacles and opportunities. These women are experts within their fields and can share their experience as well as cheer you on toward your finish line. Five good reasons to have a mentor are:Accountability A good, strong mentor will hold you accountable to ensure that no vital aspects of the business are neglected. She will hold you responsible and answerable for your actions as well as help you set realistic goals and manage time.Defining and Reaching Goals A good mentor will be able to help you not only define what goals are to be achieved, but also help you reach these goals. Goals may be both short-term and long-term.Provide a New Perspective The mentor is close enough to be invested in your decisions but far enough to remain objective in her views, advice and opinions. If there are roadblocks or plateaus in the business, the mentor will be able to bring a fresh pair of eyes to the table to help you see a clearer picture of the future of the company.Sounding Board A mentor becomes a trustworthy confidant with whom to discuss problems and find solutions. The mentor becomes a brainstorming partner.Advisor With a wealth of experience, the mentor can help grow the business through various situations and challenges. A veteran can help come up with new ideas when a mental block is reached or help you make key business decisions.BUSINESS IDEAS FOR WOMENWomen can set out and make any sort of business idea a success if they move ahead with proper planning, dedication and perseverance. Some ideas to get started are listed below:Baby ProductsThis is a rising industry, especially through online sales. The online aspect can help keep costs low by eliminating the need for a brick and mortar establishment. This market is predicted to see a 5.4 percent growth from 2012 to 2016. Experienced mothers or not, the right research can help design the perfect product, from eco-friendly products to organic baby food or unique clothing and acc essories.Blog/Website/CommunityBlogging is picking up as a profitable line of work with the increasing popularity of social media. If you are a parent, a parenting blog that discusses key issues with raising children in today’s society could be the right idea for you. Apart from this, there are millions of topics the blog can be centered around. The idea is to pick what you are an expert in or have a passion for.TutoringThis flexible business opportunity can be a good idea for those parents who want to balance their home life with a small side business. Key traits required are patience and an interest in the success and failure of others. Tutoring sessions can also be offered online via Skype.Event PlanningIf you are creative, organized and a people person, then this may be the best business for you. This business can be started small by first working for friends and family, moving on to referrals and then eventually growing the business further.Coaching ServicesIf you have the ri ght training and like to help people, a career as a coach may be the right one. Depending on your area of interest, you could become a life coach, a health coach, a career guide or many others. Great communication skills and a compassionate listening ear are important traits for this job.Business ConsultingWith extensive experience in a particular industry, a business consulting gig may be a great one for you. A consultant solves issues, identifies problems before they escalate and provides advice for decision-making.IT ConsultingIT consulting is now relevant to almost any type of business out there. Everyone needs IT support at some point in time, but not everyone is keen to hire a big budget firm for this help. A tech background is obviously key here, and a small trouble-shooting and support business can be started from home. Apart from this, a consultant could help businesses transition new software or hardware into everyday operations.Build AppsA very small percentage of app dev elopers happen to be women. This does not mean that women should stay away from this line of work. Instead, apps can be developed on contract for others, or on an independent basis and then sold to others.Color ExpertMost women have a great eye for color. Add this to working knowledge of color psychology and a business idea is born. Businesses with branding needs, architects and interior decorators are a good place to start finding clients.Editorial ServicesWith an interest in reading and writing and skills in editing, a home-based editorial job can be the right place for you. Work could include copywriting, web content generation and writing for magazines and other media outlets. Editing work can include books, websites, periodicals and more. SUCCESSFUL WOMEN-RUN BUSINESSESA nonprofit membership group, Women President’s Organization, released a list of the 50 fastest growing women-owned companies in the United States. These businesses made a total of $3.2 billion in revenues in 2 012, with an average of 612 employees each.Women are growing very substantial businesses, and not in the traditional areas that youd expect women to be in,   says Marsha Firestone, president and founder of WPO, citing a concentration of manufacturing, staffing and consulting businesses on the list. Women dont just bake cookies and make crafts. Theyre starting businesses that can be scaled.Shazi Visram â€" Happy Family (New York, NY)This company makes organic packaged meals and snacks for a range of ages. The company was launched in 2006 and generated $63 million in revenue in 2012.Kathy Mills, Strategic Communications (Louisville, KY)This company provides communication and IT services to clients that include businesses and government agencies. The company reported gross revenues of $42 million in 2012, which was an 80 percent growth in revenues since 2010.Shelly Sun, BrightStar Franchising LLC (Gurnee, IL)This company is a health-care staffing franchisor, created in 2002. It has off ices in 250 locations around the US and reported $212 million in gross revenues from 2012-2013.Tiffany Crenshaw, Intellect Resources (Greensboro, NC)This company provides consulting, recruiting and hiring solutions to businesses in the healthcare IT market. Gross revenues grew from $1.5 million in 2010 to $30 million in 2012.June Ressler, Cenergy International Services LLC (Houston, TX)This company provides workforce solutions to clients in oil and gas. Services include consulting and logistics management. Begun in 1996, the company reported gross revenues of $250 million in 2012.Sue Bhatia, Rose International Inc. (Chesterfield, MO)This company provides IT professional services and consulting services. It was started in 1993 and gross revenues rose 50 percent from 2010 to 2012 to $360 million.Kathleen Croddick, Suite K (South Brunswick, NJ)This company manufactures beauty products such as fragrances, creams and lotions. Revenue grew 150 percent to $13 million from 2010 to 2012.Lani Hay, Lanmark Technology (Vienna, VA)This company provides professional services such as IT and admin support. Clients include those in the government as well as commercial sectors. In 2012, gross revenue was reported as $35 million.Ranjini Poddar, Artech Information Systems LLC (Cedar Knolls, NJ)This is the largest IT staffing company in the United States that is owned by a woman. Gross revenues were nearly $350 million in the 2012-2013 period.

The Revelation Of The New Testament - 971 Words

This sanctified â€Å"Divine Encounter† establishes a connection within a realm of total purity and grace. Noticeably, Philip mentions again that one’s Divine partnership resides beyond one’s earthly-fleshly one; impressing that one’s spiritual, sexual essences with the Divine occur as one’s true ultimate prize in life and afterwards into eternity as the New Testament states in Revelation 21:1-3. Even through, the direct expression of ‘bridal chamber’ is none existent in the Bible; however, the reference of bride and/or bridegroom does exist in several books such as Isa 62:5, Matt 24:1-13, John 3:29 and Rev 21:1-2. Having these terms discussed there, conceivably gives credit to the realism of this state of being; in fact, within the New Testament the word bridegroom (referencing the Divine) is mentioned around seventeen times. In addition, the Apostle Paul, in Rom 7:4, proclaims this divine marriage. The appearance of this bonding t erminology (bride, bridegroom, and bridal chamber) involving scared consecration; clearly indicates a divine union to permanently occur. One specify parable of Jesus, strangely likens the kingdom of heaven to ten virgins waiting for their marriage to take place with one bridegroom; in due course, the marriage indeed takes place with only five of the virgins invited in, Matt 25:1-13. With that said, the circumstance of apparent polygamy occurring is evident; however, this proves to be improbable due to Jesus’ teachings regarding marriage to oneShow MoreRelatedThe Book Of Revelation, By The Old Testament And The New Testament Essay1506 Words   |  7 PagesThe Book of Revelation is conceivably the most fascinating of all the books in the Bible. It is a book that prophesies about the signs pointing to the world’s conditions just before the return of Jesus Chris, and how each stage prepares for this up-and-coming event. 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SometimesRead MoreEssay about Biblical Numerology 1142 Words   |  5 Pagesmain arguments are 1.) the original revelations of God to Scripture writers and/or 2.) the observations of the scribes and writers ( both of the Bible and other literature) with regard to natural phenomena of the universe both structural and chronological in nature ( Davis 106). Despite theses two arguments there is still ... a large group of scholars which contends that symbolic or significant numbers were in use before the writing of the Old Testament and were a common literary device of scribesRead MoreA Very Brief Look at the New Testament1003 Words   |  4 PagesThe New Testament is an anthology of twenty-seven ancient writings that describe the life of Jesus Christ and the beginning of the Christian Church. This anthology was not written by just one person, but rather, has several authors, most of whom are known and some of whom are not distinctly known. All of these writings are believed to have been written in the first and second centuries AD from roughly 50AD to 125AD(class notes). The New Testament was mainly written in Greek with some small bits

The Red Scare Essay - 1005 Words

In the long years between 1947 and around 1957, fear of communism froze the very voices of America into unison. A supposedly enlightened country, the United States of America succumbed to the mass hysteria of the Red Scare with shockingly little resistance. Communist â€Å"Reds† and Communist sympathizing â€Å"Pinks† were seen everywhere and were often persecuted by the House Committee on Un-American Activities (also known by the inaccurate acronym HUAC). Many of these individuals’ only crime was that of sensibility; they saw the truth behind the terrifying chaos. One of the best records of this dark chapter in America’s history is its literature, which expressed opinion when it could be dangerous to do so. The American public’s paranoid fear of†¦show more content†¦So states Prometheus after his discovery of singular pronouns in a world where only the plural forms are permitted, under the threat of execution. The parallel between Rand’s hive-minded society and the fear of communism in America is abundantly clear. Most American’s saw communism as an all-consuming force, slowly but surely winding its way into their politics and ultimately, their homes (Zeinert 67). There was a fear that America would become a Communist society like the one in Anthem, an unhappy, oppressed people deluded into preserving their way of life for fear of change and the responsibility of freedom. The idea that Communist’s are everywhere is a pervading theme throughout the cold war and red scare and a continuing trend in the literature of the time. Not all works were so openly anti-communist however, just as not all individuals believed that communism was the threat it was made out to be. When Senator Joe McCarthy came into power in the 1950’s he brought fear into the hearts of American citizens, fear of Communists, and fear that they would be accused of associating with Communists. â₠¬Å"McCarthy attacked individuals and organizations without proof. If someone rose to defend these victims, he lashed out at the defenders, accusing them of being Communists, pinks, or punks†¦His methods were given a name: McCarthyism† (Zeinert 69).Show MoreRelatedThe Red Scare Essay examples1067 Words   |  5 PagesFirst and Second Red Scare of the United States paved the way for a long standing fear of communism and proved to be one of America’s largest periods of mass hysteria. Throughout the years authors and analysts have studied and formed expository albeit argumentative books and articles in an attempt to further understand this period of time; the mindset held during this period however is shown to be completely different compared to now. Major and still important was the First Red Scare stemming fromRead MoreThe Red Scare and McCarthyism Essays1295 Words   |  6 PagesThe Red Scare and McCarthyism had begun Paranoia, disloyalty, people losing jobs. The Red Scare and McCarthyism both made everything else worse. Communism is a political theory derived from Karl Marx, advocating class war and leading to a society in which all property is publicly owned and each person works and is paid according to their abilities and needs. At the end of the month when they get their paychecks they both end up with the same amount of money it is not fair, right? but that is moreRead MoreEssay on Joseph McCarthy and the Red Scare1134 Words   |  5 Pages1950s-everyone was afraid of the â€Å"reds†, or communists. The cold war had a large affect on this, because it is when America became afraid of communists or Russians. McCarthyism affected everyone in America Most citizens were afraid of the reds, some were former or curre nt reds, some were accused and persecuted for being an assumed red. It’s clear that McCarthyism played a big role in the development of America. McCarthyism became a household term, not only associated with the red scare. It is now a term usedRead MoreThe Second Red Scare During The Cold War With The Soviet Union1094 Words   |  5 PagesThe Second Red Scare started in the opening phases of the Cold War with the Soviet Union. The Second Red Scare refers to the anti-communist passion that affected American politics, culture and society in the 1940s and 1950s. Interpretations of the Second Red Scare have ranged between two poles: one emphasizing the threat posed to national security by the Communist Party, and the other emphasizing the threat to democracy posed by political repression. Americans historically have been fearful of â€Å"enemiesRead MoreThe Red Scare of McCarthyism 576 Words   |  2 PagesRed Scare: McCarthyism â€Å"No one man can terrorize a whole nation unless we are all his accomplices.† -Edward R. Murrow (Goodreads.com) The Red Scare, also known as, McCarthyism started in the early 1950’s. It got the name McCarthyism from Senator Joseph Raymond McCarthy. McCarthy started The Red Scare. It was very similar to a witch hunt but, it wasn’t witches they were hunting for. They were searching for communist. The Red Scare was a horrible and cruel period during the early 1900’s. DuringRead MoreHUAC and the Red Scare1098 Words   |  5 Pageswas blacklisted, he moved to Mexico to write multiple books about Marxists views and interpretations about the motion picture industry. Later in life, he would return to America and teach at multiple universities across the country. The Second Red Scare of the late 1940s and early 1950s was a very embarrassing time in our nation’s history. The subpoenaed witnesses were right when they said that the HUAC was infringing on their basic civil rights. But it was also wrong for the witnesses to have beenRead MoreThe System Of The Red Scare978 Words   |  4 Pagesand already developed nation goes through its ups and downs within its political, social, and economic atmosphere. An infamous example could be during Hitler’s reign in Germany, another example could be during the early 1900s into the time of the Red Scare where only the à ©lite few lived well off while the rest of the population did not compare as well. During this time in the United States, an idea known as â€Å"the system† came about. â€Å"The system† is infamously known to affect many lives such as AnneRead MoreMccarthyism And The Red Scare1416 Words   |  6 Pagessimply carrying on with their lives, at a time where the war was expanding, not only across Asia, but across American classrooms and schools. In 1970, the Vietnam War (although never officially a war) was in its last five years. McCarthyism and the Red Scare, which had reached its peak in the 1950s, had left its mark on the American public and government, with a fear of communism and its potential proliferation across the world. With this in mind, the growing Vietnamese interest in a communist governmentRead MoreMccarthyism And The Salem Witch Trials1360 Words   |  6 Pagesextreme fear in order to send people they don’t like to jail or to death. Though wrong, it was used many times throughout history. I intend to explain how McCarthyism is comparable to what happened in the Salem Witch Trials, how it was used in The Red Scare, and the effects of it on the people accused. McCarthyism is very similar to what happened during the Salem Witch Trials. The Witch Trials were during a time in early American history when people were very superstitious and religious. During theRead MoreThe Murder And Robbery Of A Shoe Factory1112 Words   |  5 PagesIn 1920, during the height of the Red Scare, a shoemaker, Nicola Sacco (1891-1927), and a fish peddler, Bartolomeo Vanzetti (1888-1927), were accused of robbing and murdering the paymaster and guard of a shoe company in South Braintree, Massachusetts. Known as anarchists and draft evaders, the accused men faced a hostile judge and a public convinced of their guilt. Despite Sacco s corroborated testimony that he was at the Italian consulate in Boston at the time of the murder, the two were found

Diabetes (type 2) Prevention Program Free Essays

Stage of Susceptibility: At this stage, the individual is predisposed to having diabetes mellitus due to some factors called the risk factors. These factors are: Family history of diabetics, i.e if any of the parent or of the lineage has diabetics before. We will write a custom essay sample on Diabetes (type 2): Prevention Program or any similar topic only for you Order Now B). overweight this is when the body mass index is more than or equal 25. C).habitual physical activity i.e. when an individual does not participate in any physical activity. D. Some forms are also predominant in some races. E). a person who has been previously identified as having impaired fasting glucose. F). Hypertension and history of gestational diabetes and individuals who has polycystic ovarian syndrome. Stage of Pre-symptomatic Disease: Diabetics mellitus does not have prolonged stage of prolong stage of pre-symptomatic. Since there are two major problems in type 2 DM, there is insulin resistance and there is pancreatic beta cell dysfunction. The beta cell dysfunction might be cause be many factor including autoimmune antibodies directed on some antigen which will have reduce the number and effectiveness of the beta cell. Stage of Clinical Disease: When the diabetics is full blown common symptoms include polyuria (passing of excess urine both in the day and at night), polydipsia (drinking of excess water to compensate for the fluid been loss by the urinary system), obesity, easy fatigability. some patient will have in addition to theses nausea and vomiting, this is the stage that usually present in the hospital Stage of Disability: Diabetics’ type 2 mellitus if not treated early may cause some complication. These complications are divided into acute and chronic. The acute complication s are the effect which can result from excess glucose that is build up in the blood, this is called Diabetic Ketoacidosis (DKA) in which the excess glucose is converted to acetyl-coA and in the process form ketone bodies. The chronic complications are neuropathy, kidney damage, retinopathy, stroke, and leg ulcers Primary Prevention: The aim of primary treatment is to reduce the predisposing and risk factor of type 2 diabetes mellitus, this can be done through proper nutrition i.e. eating high fiber, low fat diet, low salt and alcohol intake, and having regular exercise. We ensure that some underline diseases are taking care of every time for instance hypertension. Secondary Prevention: Here the aim of the secondary prevention is to alleviate the symptoms, to normalize the glucose level in the body, and to prevent its complications. This is done by aggressively controlling the hypertension if the patient is hypertensive, giving diabetic diet, by the use of antihypertensive. Insulin can sometimes be given in type 2 but not in all cases, but since we know that there is insulin resistance we will give the patient drugs that will improve the resistance this include Sulphonyuras class of drugs. Tertiary Prevention: This is the treatment given when the disease has presented with complications. This is done by rigidly monitoring the blood glucose within a close range so as to reduce the already develop complications. Some times operations are carried out on patient with retinopathy so as to correct the sight. In a patient with chronic leg ulcer, the best therapy is to amputate the gangrenous legs so that it will not deteriorate. How to cite Diabetes (type 2): Prevention Program, Papers

The nobility in eighteenth century Europe Essay Example

The nobility in eighteenth century Europe Paper From the outside the nobility may have appeared to be a monolithic institution, powerful and united in defence of its interest. 1 But in reality there were many divides within the nobility, such as the divisions between the old and new nobility or the rich and poor. Frictions between such groups have been held largely responsible for the erosion of power and prestige of the nobility within the eighteenth century, and some commentators such a Doyle have gone as far as claiming that their internal divisions left the nobility powerless, in other words paralysed. To find out if this was indeed true the internal divisions have to be looked at in greater detail and these must be balanced against the number of other factors that united rather than divided the nobility. Many of the divisions in noble society were caused by non-structural conflicts between individuals, families or parties. 2 However many other troubles were drawn along structural lines. Probably the best example of this was the divide between the rich nobles and the poor nobles. The ethos of nobility meant implied that nobles live off their own states, in a life of decadence, but this was far from the case for the majority of the nobles in Europe, as honourable birth and status provided no guarantees against poverty. 3 This was particularly the case in Eastern and Southern Europe where the nobility was extremely large and extensive. 4 Often this resulted in them having to work and, in extreme cases, live as commoners. The poor nobility deeply resented this and were envious of the richer nobility who flaunted their wealth, wasting huge sums on money on their own pleasure and vanity. We will write a custom essay sample on The nobility in eighteenth century Europe specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The nobility in eighteenth century Europe specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The nobility in eighteenth century Europe specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The richer nobles were equally distaining. They saw the poorer nobles as an insult to their elevated class and felt that their failure degraded their position. Similar rivalries were present between the old, traditional nobility and the new nobility. Nobles liked to believe that they came from a long line of noble ancestors, but in reality this was rarely the case as the turnover of nobility was usually quite fast, as newcomers were able to be ennobled during the eighteenth century in every country except Venice, Genoa and Russia who officially operated closed door policies starting in 1758. Traditionally, there were two main ways that the nobility could be ennobled; firstly wealthy nobles and entrepreneurs could buy into the nobility. Louis XIV, for example periodically put titles on the market at times of great financial need. Thus, in France it was widely accepted that while not every nobleman was rich, every rich man was noble. 6 Or, secondly they could become noble by assuming t he noble lifestyle and hence acting like the nobility. During the eighteenth century a third means of status gain emerged, in the form of gaining administrative posts. This created a division between nobles of the crown those who conducted royal administration and nobles of the sword, who were the older nobility, whose royal function was principally military7. The nobles of the sword saw themselves as inherently more important than nobles of the robe, as they believed in the old connection between military valour and honour. They were hugely frustrated that the administrative nobles, while coming from supposedly inferior blood lines, were at the controls of government, while they had little influence in governmental affairs. Also it was obvious that these administrative posts had been secured by wealth, which the rich nobles despised and the poor nobles envied8. Along the same lines as the rift between the old nobility of the robe, and the newer one of the sword was that of the court versus country nobility. Traditionally, great magnates had lived in the country on their landed estates, and ruled over their dynasties. But the eighteenth century brought a centralisation of governance, and the nobles of the country were left increasingly isolated. It was the metropolitan noble, many of whom were relatively new to the nobility, who gained from this. Their estates were undoubtedly less grand, but they were at the centre of influence and were more able to influence their monarchs and the distribution of patronage. 9 This they used to better their own needs and their power in relation to the great magnates. This is highlighted by a magistrate in late eighteenth century declaring the court nobility has, at all times, been the most pronounced and most dangerous enemy of other nobles. 10 Religion could also be a factor for division. In England and Ireland after the defeat of the Catholic aggressors in 1691, Catholic nobles were deposed and by 1703 only 14% of Irish land was owned by Catholics. 11 Similarly, during the seventeenth century the Habsburg nobility had been divided over religion, with the upper nobility retaining Catholicism, while the lesser nobility adopted Protestantism. But how far did these divisions lead to the weakening of the nobility? During the eighteenth century there was an apparent sift of power from magnates to a more absolute state. Kamen summarises this well Thanks to divisions among the elite, the state was able to slowly extend its authority and encourage the creation of a national loyalty that transcended local allegiances headed by nobles. 12 However, monarchs and governments were never able to infringe greatly on noble power as they feared the strength of a rebellious nobility and needed the nobilitys support to consolidate their own power. For example, the English Parliament failed, in 1701, to pass legislation banning nobles from governing. 3 But the most potent threat to the nobility was undoubtedly the politicisation of the peasantry and the rise of the middle class. Since the enlightenment, European society had been witness to an ever-increasing, secular group who questioned the rights of nobles to rule. They were supported by religious leaders, as many started to declare nobles undeserving of their titles and ungodly14. Many of the peasantry, tired of being at the undesirable end of the class system, found this very attractive and, led by the middle classes, attempted to take advantage of the nobles division. This clearly happened in France, where the conflicts between the aristocracy, as well as the economic success of an extremely large bourgeois population led to the French Revolution, the disposition of the aristocracy and French nobles leaving the majority of the 83 French governmental departments. 15 But, elsewhere in Europe, while there were revolts and rebellion, the nobility were never deposed. Even though there was, present, this cascade of distain16 existed amongst the nobility of the eighteenth century, there were a number of unifying factors. Many nobles were installed with the notions of nobility and, recognising each others membership strengthened their own position. 17 This was further strengthened by writing such as Montesquieus Spirit of Law (1748), which outlined the nobilitys role in society18. Similarly, nobles were often reluctant to question other nobles legitimacy, in case this provoked these nobles or the peasantry to start posing similar questions against them. The nobles in this period came to recognise the united nature of their supreme social status. They were sure that unless the lower classes were under control, they would instinctively rise and revolt. 19 Noble families were also brought together by matrimonial alliances. 20 As a result of primogeniture, second and third sons were often unable to find a wife of the same social class, and therefore if they inspired to marry within the nobility, they had to marry into a lower level. But, by the end of the eighteenth century the distinctions between the noble factions were decreasing, as the groups started to merge. A form of noble exchange was created as bureaucrats desired to gain land, while the landed nobility desired to gain office and governmental influence21. It was also becoming increasingly apparent to the old nobility that in the ever expanding economy, no longer could they look down on the virtue of work. For them to survive they had to start taking part in some sort of enterprise. 22 There is little doubt that the nobility of the eighteenth century were greatly weakened by their internal divisions, leading to a greater centralisation of power and state control, but paralysed is too extreme a description. It is not easy to assess the strengths of the nobilities in most European countries, as only in France was the nobility properly tested, but the fact that elsewhere the middle classes and peasant masses where unable to sustain any national revolts shows that the nobility was far from paralysed. They had their divisions, but they also had many unifying factors; the common sense of nobility and the privileges that nobility entailed, were too great to create too permanent splintering. This was compounded as the century progressed and the noble groupings became blurred, leading, in general, to a frictional but robust noble class.

Anniston and PCBs essays

Anniston and PCB's essays In Anniston, Alabama two small neighborhoods known as Sweet Valley and Cobb Town have become ghost towns after years of contamination of PCB by the local Monsanto plant. PCB, short for polychlorinated biphenyls, are tox-ins that are known to cause cancer in humans. In 1966, the Monsanto company hired a private scientist to undergo tests in the local waterways of Anniston. Af-ter releasing bluegill into the water, fish violently reacted to the toxins as blood gushed from their gills. Monsanto terminated their use of PCB toxins five years later. They did not report their findings nor potential health hazards of the toxins that their own experts had proved. In 1979, the toxin PCB was banned by the United States government. Many young and old people hard working people of this community have lost their homes, life and dreams. These small towns, that were known as working class neighborhoods now look like ghost towns with Danger signs and fences to confirm it. In 1971, a young man died due to complications from a brain tu-mor, lung cancer and hardening of the arteries. I can not conceive that this was thought of as a natural death. Most folks in Anniston, Alabama didn't give a second thought to why the water often ran red or purple. Their children played in this creek and the waterways it fed. They ate fish from them. Their livestock drank from them. Like the residents of many small towns who are dependent on a single local industry, the people of Anniston were not eager to bite the hand that fed them. With much courage 3,500 members of the infected community have won their fight in court. Monsanto was found liable for the negligence of their acts. The company may very well be paying tens of millions of dollars to their victims, but it is only fair considering the fact that the company grossed over eight million in profit during the use of the PCB. I could not imagine being a prisone...

Write My Essay for Me

Write My Essay for Me Write My Essay for Me Write My Essay for Me How can I get my paper written are the words which are often said by the students. The number of different tasks a student has to complete simultaneously is quite large, the time is as always quite compressed, and the desire to study starts sleeping when spring comes. This is ordinary scenery of the studying process of any modern student. Some students fall into despair, some students are trying to find a way out. However, many students already know where they can get their paper written for them: Essay Writing Services Nowadays, a lot of essay writing services offer their help for those students who ask them write my paper for me or where can I get my paper written. Our essay writing service is not an exception; however, there are some positions, which distinguish us from all the other services. We offer only highly qualified specialists to deal with who have the proper level of education and experience. The words write my essay mean to us that the person who says write my paper for me needs a professional and immediate help and we are always glad to provide such a customer with the on-time help. We Pay Attention To Your Needs One more our distinctive feature of offering essay-writing service is as follows: when the person contacts us with the question: when can I get my paper ready we pay attention to the desire of the customer. For example, some services have their own terms and conditions for each piece of writing creating. Our writers take into account the desire of the customers. If a person needs his or her essay to be ready in several hours, he or she will get it. At this point, it should be emphasized that the compressed time for the work completing is not going to influence either its content or quality of it. We Do Not Plagiarize! Our team just disdains plagiarism; that is why all the works are written only for the individuals for their special orders. Absence of spelling and grammar mistakes is also considered to be our strength. If next time you will be asking write my paper for me you know where it is better to appeal in order to get a qualitative essay and for the short period of time. Is not it just great when you can tell write my essay and you desire will be fulfilled by our team like with the help of magic warmed? Popular posts: Sport Research Paper Science Research Paper Research Paper Topics Research Paper Proposal Research Paper no Plagiarism

Strategic Project Essay Example | Topics and Well Written Essays - 3000 words

Strategic Project - Essay Example Finally, after analyzing the necessary secondary information, we have concluded that the company should go for value added prompt service offerings and globalization strategy through strategic alliance with foreign company. In case of any organization it is very important to follow a good strategy as the success of any organization depends upon how effectively the management works on that. Now there are few parameters on the basis of which analysis has to be conducted and then the strategies of the managements are to be determined. Those are discussed below- The first and the foremost factor that is needed to be analyzed is the analysis of the industry environment. The industry in which the business lays it is very important to analyze its core factors and its changes what are happening in current time. S.W.O.T analysis is that type of environmental analysis which helps in determining the strategies of any company by analyzing the internal strengths and weaknesses as well as the external factors like opportunities in the industry and the threat existing in the form of competitors. According to the given guidance for analyzing any particular company’s management strategy the oil industry has been selected of UAE. The reason why this particular industry has been considered is Oilindustry is counted as the most lucrative industry in the present scenario of the business world. The few items which have the power to influence the economy of the entire world among them the crude oil comes first. Among this industry The Abu Dhabi National Oil Company (ADNOC) has been selected for analyzing the management strategies of it. The company was started in 1971 and since then till now ithas established itself in the top ten positions in the industry. At present the company manages to produce more than 2.7 barrels of oil per day. In the last three decades this particular company has expanded its business so

Structural failures in buildings Research Paper

Structural failures in buildings - Research Paper Example The Harbour Cay Condominium in Cocoa Beach, Florida in March 1981 is another important example. The five-story casting-place reinforced concrete building collapsed due to design and construction deficiencies killing eleven construction workers and injuring 23 others. Structural failures occur when there is a reduction of the capability of a structural system or component to such a degree that it cannot safely serve its intended purpose (Janney, 1986, pg. 1; Yates, 2007, pg. 68). A construction failure is a failure that occurs during construction and such failures are considered to be either a collapse or distress of a structural system to such a degree that it cannot safely serve its intended purpose. Failures may result from a single error. However, it is more common for a failure to be the result of several interrelated contributing factors. These may involve technical problems and unexpected deficiencies in material performance. Procedural deficiencies may result from human errors in judgement or from human tendencies towards ignorance, incompetence, negligence and greed. The constructed project may be subjected to environmental conditions or loads that are unpredicted by the designer or by accepted standards of practice. According to Thornton (1985, pg. 14), construction failures may be classified into three categories: safety, functional and ancillary, while the causes of failure fit into five general areas of deficiency, design, construction, material, administrative and maintenance. Yates (2007, pg. 68) identified two broad causes of construction; technical causes and human causes. Technical causes of construction failures are those that are actual physical proximate causes. For example, improper compaction of soil could lead to excessive settlement of a foundation. Procedural causes are related to human errors and they include things such as communication problems or shortcoming in the design and

Research Methodology in Education Research

Research Methodology in Education Research Introduction This chapter explains the methodological underpinnings of the study. I provide justifications for the investigative and analytical paths adopted. I discuss the aim of the Critical Theory paradigm and its philosophical positions on epistemology, ontology and methodology in a research enterprise. Also addressed are the people involved, research instruments, data collection procedure, and data analysis. Figure designed by the researcher Figure 1 Conceptualisation of Research Design Philosophical Underpinnings of Critical Theory The study centres on issues of power, class, privilege and the consequent social relationships. Being aligned with the anti-colonial framework described in Chapter Two, the study is situated within the tradition of Critical Theory. Creswell (2014) puts Critical Theory under the umbrella of a transformative worldview. ToFay (1987), issues of empowerment, irrespective of gender, class, and race, are central to Critical Theory. Lincoln, Lynham, and Guba (2011) state that the research aim of Critical Theory is to critique, seek change and liberate. Per the theoretical framework, the study advocates for Ghanaian H.E to acknowledge and respect African worldviews and perspectives. The study argues that the dominant Western paradigms that shape Ghanas higher education do not adequately empower the Ghanaian student. This consciousness is necessary to make Ghanaian students a subject of the education experience to help reorient higher education and make it emancipatory. Table 1 summarises the ontological, epistemological, and methodological beliefs shaped by Critical Theory. Table adapted from a book source Item Critical Theory Ontology Historical realism reality shaped by social, political, cultural, economic, ethnic, and gender values; crystallised over time Epistemology Transactional/subjectivist; value-mediated finding Methodology Dialogic/dialectical Table 1 Basic Beliefs of Critical Theory (Lincoln, Lynham, and Guba, 2011) Research Approach Qualitative A qualitative approach was most appropriate for this research because it offers a better opportunity to provide in-depth understanding of the subject matter. It provided the best avenue to investigate the research questions. Design Critical Studies In line with the philosophical outlook of critical theory, I employ   McMillan and Schumachers (2010) critical studies framework because my research seeks to find out how privilege, class, and power acquired through Ghanas H.E can be translated to serve societal good. According to McMillan and Schumacher (2010), critical studies design emphasizes ideas like dignity, dominance, oppressed, authority, empowerment, inequality, and social justice (p. 347). Researchers employing a critical study design must advocate for and stimulate change. Methods of Data Collection Employed McMillan and Schumacher (2010) note that observation and interviews are common methods employed in critical studies (p. 347). Denzin and Lincoln (2011a) also mention that qualitative research is inherently multimethod (p. 5), albeit there is an imperative to provide sound rationale. Accordingly, I employed autobiography to illustrate my locatedness, a literature review, and face-to-face interviews as methods for this study. Action Plan Table designed by the researcher Research Questions Data Needed Methods Analysis Purpose 1. What does it mean to be educated in Ghana? Lived experience Autobiography The education environment, teaching, and learning How an educated person is recognised in Ghana 2. What are the main features of the historical development of H.E in Ghana? Secondary data Literature Review Historical analysis of the conceptions in traditional African and Western perspectives To present the different notions and purposes of H.E traditionally (African), during colonialism and contemporarily. 3. How elitist is H.E in Ghana? Primary data Fieldwork. Interviews through semi-structured interview guide Manually by presenting the themes in the responses To explore ways to mitigate the asymmetrical power relationships in H.E 4. What are the alternative means of funding H.E in Ghana? Primary data Fieldwork. Interviews through semi-structured interview guide Manually by presenting the themes in the responses Borders on access and de-commercialisation of H.E 5. What are the possible futures of H.E in Ghana? Primary data Fieldwork. Interviews through semi-structured interview guide Manually by presenting the themes in the responses Relevance of H.E Table 2 Summary of How Research Questions were Answered Question 1 What does it mean to be educated in Ghana? To answer this, I employed my experiences throughout school to illustrate the process of education and consequent characteristics that identify the highly schooled. Autobiography is a reflection on events of the past and a careful presentation of such accounts. Pictures and other artefacts help to illustrate the accounts presented in narratives (see Ellis, Adams Bochner, 2011). While this method locates me in the study (McMillan Schumacher, 2010) and offers insights into the broader outlook of H.E in Ghana, it comes with its shortfalls. Autobiography is criticised as being too artful and not scientific, or too scientific and not sufficiently artful and self-centred (Ellis et al., 2011, p. 283). Delamont in Ellis et al. (2011) accuses autobiography (as part of autoethnography) as lacking extensive fieldwork. Anderson, in Ellis et al. (2011), contends that the use of personal experience makes autobiography biased. I acknowledge these inadequacies and the shortcomings of human memory, hence my concentration on events during my university education. Furthermore, for my experience not to appear isolated, I engaged with other autobiographical accounts and literature to support my accounts to provide rigour. As Ellis et al. (2011) suggest, the credibility of the writer offers reliability in autobiography and the realistic nature of the account is the scale to measure validity. The strengths of autobiography are its ability to reduce prejudice on a phenomenon, and encourage personal responsibility and agency (Ellis et al., 2011, p. 280). Question 2 What are the main features of the historical development of H.E in Ghana? I employed secondary data (literature) in this regard. According to Neuman (2006), an extended literature review as a method gives the opportunity to explore the vast materials on a study. Literature provides a worthy source of information due to the dynamism and diversities in humanity. It is the basis of building and enhancing knowledge, skills and attitudes the foundation of education.   A literature review grants credibility to the study as a good review increases a readers confidence in the researchers professional confidence, ability and background. To Neuman, an extended literature review locates the study in a framework and demonstrates its relevance by making connections to a body of knowledge (p. 111). Further, a good review points out areas where prior studies agree, where they disagree, and where major questions remain. In addition, it identifies blind alleys and suggests hypotheses for replication (Neuman, 2006, p. 111). As part of my extensive literature review, I employ the works and speeches of prominent African Presidents and scholars to make a case for the type of higher education that would be meaningful in Ghana. Similarly, I employ academic literature and views of a former Ghanaian President and other political leaders to argue how colonial relations continue to survive in Ghana. Furthermore, I employ proverbs an embodiment of African oral traditions and culture as an example of an African knowledge base that can shape H.E. I utilise selected proverbs to argue that H.E in African perspectives promotes the public purpose. Fieldwork Questions 3, 4, and 5 Fieldwork is integral to many forms of research qualitative, quantitative and mixed methods. It helps to comprehend and appreciate many social phenomena. Indeed, many academic disciplines are both fields of theory and practice and fieldwork is also integral. Peake and Trotz (1999) acknowledge the significance of fieldwork: it can strengthen our commitment to conduct good research based on building relations of mutual respect and recognition. It does, however, entail abandoning the search for objectivity in favour of critical provisional analysis based on plurality of (temporally and spatially) situated voices and silences (p. 37). Research Instrument I used a semi-structured interview guide as instrument to conduct the interviews. This was important to help elicit detailed information on the subject. Interviews are useful to elicit thick descriptions (Geertz, 1973) of knowledge and insight into realities. Denzin (2001) describes thick description as deep, dense, detailed accounts (p. 98), which provide alternative perspectives to that of the researcher. McMillan and Schumacher (2010) also note that critical studies are multi-method and say, à ¢Ã¢â€š ¬Ã‚ ¦observation and interviewing are used most often. The key is to gather the right form of information that will support the advocacy desired (p. 347-348). People Involved (Respondents) The respondents for this study were people who work or had worked within Ghanas public universities. I had a proxy who helped identify and made initial contact with prospective respondents. I interviewed a retired Professor who is the Chairman of a university council. He has been advocating over the decades for education in Ghana to reflect African culture and worldview. I accepted the recommendation from my proxy to interview him. He is vastly knowledgeable but inclined toward African worldviews. It was important to get such an individual at the apex of university decision-making to offer some insight on the inner dealings of universities. Another respondent was a former Pro-Vice Chancellor of a public university who is on a post-retirement contract. His past role in the university equips him to offer reason why the status quo remains and the difficulties that come with transformation. It is difficult to tell his biases but he does not seem entrenched on specific worldviews. A former Registrar of a public university who happens to hold a Ph.D was also interviewed because Registrars in Ghanaian universities are in charge of the day-to-day administration of the university, and hence have rich knowledge on the administrative setup of public universities. His strengths lie in administration. There was a traditional ruler (paramount Chief) who happens to be a Professor in a public university. He is predisposed to favour African worldviews and share light on how difficult or easy it is to fuse African worldviews in the university structure. His knowledge and promotion of ancient African history and African American studies indicates his inclinations. The next respondent was a Christian Reverend Minister who is also a Senior Lecturer. His specialization is in Performing Arts and how theatre can be used to develop societies. His works indicate immense African cultural advocacy despite being a Christian priest. I interviewed a former director of an Institute in a public university (position equal to a Dean). He is a Senior Lecturer in the field of Education and his inclinations are quite difficult to tell. The next respondent is a playwright and Lecturer who prior to his academic life held a top position in an international development agency. He was selected due to his knowledge of Ghanaian developmental issues and his deep insight into African cultural worldviews. Furthermore, I interviewed a respondent with expertise in Development Studies. He is a senior research fellow at the social division of an institute in a public university. Lastly, there was also a linguist and who is interested in African liberation and consciousness. His works and views are very political against the West. He is very knowledgeable in African culture and ancient African history. Cumulatively, the respondents have accrued over 200 years of experience working in universities. Data Collection/Procedure I had a proxy in Ghana who agreed to help identify and make initial contact with potential respondents. Though he once held a high position in a public university, he had no power or control over the respondents. After the respondents agree to participate, I liaised with the proxy to arrange a meeting and scheduled the interviews. Prior to the interview, I sent the interview guide to the respondents via e-mail so they could form their thoughts on the issues therein. The respondents expressed interest in the study and offered lots of encouragement. Even though I desired to interview females, the proxy found it difficult to locate them they were either busy or out of the country. I scheduled the interviews for an hour but most of them offered more than an hour two hours in some cases and they were willing for follow-up communication. Some offered references and suggested books that would contribute to the research. It was daunting and quite intimidating going to interview such high profile personalities. Voices like, Are the questions going to make sense to them, and do I know enough to engage an intellectual discussion with these people? kept echoing in my mind. Despite these butterflies, I was assured that the questions were shaped by concerns and gaps in literature. I also had it in mind that I was on a mission to learn. Nevertheless, the process came with obstacles. There were several instances where we rescheduled meetings because the respondents were unavailable. In some instances, they had impromptu engagements so they sacrificed our scheduled meeting. The classic experience was driving for about 150km from Accra to another region only to find the respondent chairing a function that closed late. He informed me of his schedule but we both thought the programme would finish early. At the end, he was visibly exhausted and had to drive about 80km home (in another region). He asked me to sleep over and make the 80km to his house the next day for the interview. I made the journey but did not get to see him immediately as there were many people waiting to see him. Eventually, when I had the opportunity to meet him, my lack of traditional knowledge was severely exposed. His elders and members of his council would not entertain English/Western protocols, so I had to fall on the limited Palace protocols I know to navigate that space. He nevertheless was extremely helpful and introduced me to many other scholars. From a Western perspective, these issues border on power but the African in me acknowledged that these delays were not intentional, though frustrating and expensive. It was obvious they were busy; besides, I saw their acceptance to participate as a favour as there were no payments or incentives.   There is an African proverb that With patience, one can dissect the ant and see its intestines. Data Analysis To quote Patton (2002), qualitative analysis transforms data into findings. No formula exists for that transformation. Guidance, yes. But no recipe. Direction can and will be offered, but the final destination remains unique for each inquirer, known only when and if arrived at (p. 432). My data analysis began with the growth of the thesis. In the course of writing the theoretical perspectives and the literature review, some thematic areas began to emerge. The major themes bordered on notions of elitism in Ghanaian/African H.E, a lack of community-oriented values in Ghanaian/African H.E, and the African renaissance and pride. I employed these as pre-determined themes on which I formulated research questions. Therefore the responses were to answer questions that came out of these themes. I analysed the field data manually by adopting an inductive approach of qualitative data analysis. I transcribed the interviews into text and separated [it] into workable units (McMillan Schumacher, 2010, p. 369). I organised the responses and grouped them under the various research questions and read the transcripts thoroughly to identify comments pertinent to answer the research questions. I highlighted these comments and looked out for new observations and insights that could offer other understandings to the study. I examined the field transcripts to identify emerging themes and patterns, made interpretations out of the themes, and considered them in regard to the literature and theoretical framework. I subsequently present the findings and discussions in anecdotes (McMillan Schumacher, 2010). Credibility Credibility in qualitative studies refers to the extent to which findings and analyses of the study are realistic (McMillan Schumacher, 2010). To ensure this, I designed the interview guide based on issues raised in literature. In addition, I endeavoured to interview different people with different expertise within the university structure. Though I could not get any respondent from government institutions, the respondents offered worthy responses as some have occupied different positions in government institutions. A technique I employed to enhance credibility of the study was to send the transcribed interview to the respondents via e-mail for them to confirm the transcription appropriately captured their thoughts. I consequently provide detailed narratives from the respondents. Giving that the respondents did not object to the transcripts, the quotations offered in the analysis chapter of this study reflect the data collected. Reflexivity Chilisa (2012) argues that the closeness between the researcher and respondents may affect the truth value of research as it becomes difficult to distinguish between their experiences. In this study, I acknowledge my biases, and clearly illustrate and justify them both in my theoretical and methodological perspectives. The nature of Critical Theory and critical studies makes the issue of reflexivity quite tricky as the research is shaped and designed by biases that must be checked. Being conscious of my biases, I left the selection of respondents in the hands of a third party. Besides, the respondents are established academics who I could barely influence especially regarding what to say. I also devoted significant space to the voices of the respondents in the analysis chapter to clearly illustrate their thoughts and maintain the truth value of the study. Though triangulation helps in addressing trustworthiness of qualitative studies, the nature and status of my respondents made triangulation quite impossible. I could not use independent auditors, as suggested by Lincoln and Guba (1985), due to ethical restrictions. However, by sending the transcribed interviews to the respondents to validate, I was able to enhance the credibility, transferability, dependability and confirmability of this study, ensuring trustworthy findings that a reader could transfer and generalise in a similar space. Conclusion In this chapter, I have outlined the research design used in the research. I have argued that adopting a qualitative approach is appropriate to answer the research questions. Employing a critical studies framework justifies the aim of helping transform social relations between the schooled and unschooled in Ghana. It offers empowerment to students of Ghanas H.E by offering alternative perspectives to help emancipate the schooled from dominant Western perspectives. Through my proxy, I was able to interview knowledgeable people in Ghanaian universities who offered rich information on how H.E can serve a public purpose. I used the inductive method of qualitative data analysis by highlighting responses that answer the research questions. The emerging themes from responses were synthesised and presented as anecdotes. In the next chapter, I will describe, using my lived experiences, how the educated individual is constructed in Ghana. My autobiographical approach will indicate how the process of schooling divides society and confers notions of superiority and difference to the highly schooled a phenomenon the study conceptualise as colonial.

Audited Report of Tyson Food

UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D. C. 20549 FORM 10-K [X] [] Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the fiscal year ended September 29, 2012 Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the transition period from to 001-14704 (Commission File Number) ______________________________________________ (Exact name of registrant as specified in its charter) _____________________________________________ TYSON FOODS, INC. Delaware (State or other jurisdiction of incorporation or organization) 71-0225165 (I. R. S. Employer Identification No. ) 2200 Don Tyson Parkway, Springdale, Arkansas (Address of principal executive offices) 72762-6999 (Zip Code) Registrant’s telephone number, including area code: Securities Registered Pursuant to Section 12(b) of the Act: Title of Each Class Class A Common Stock, Par Value $0. 0 (479) 290-4000 Name of Each Exchange on Which Registered New York Stock Exchange Securities Registered Pursuant to Section 12(g) of the Act: Not Applicable Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes [X] No [ ] Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.Yes [ ] No [X] Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes [X] No [ ] Indicate by check mark whether the registrant has submitted electronically and posted on its corporate web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T ( §232. 05 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes [X] No [ ] Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ] Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See definitions of â€Å"large accelerated filer,† â€Å"accelerated filer† and â€Å"smaller reporting company† in Rule 12b-2 of the Exchange Act. Large accelerated filer [X] Non-accelerated filer [ ] (Do not check if a smaller reporting company) Accelerated filer [ ] Smaller reporting company [ ] Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).Yes [ ] No [X] On March 31, 2012, the aggregate market value of the registrant’s Class A Common Stock, $0. 10 par value (Class A stock), and Class B Common Stock, $0. 10 par value (Class B stock), held by non-affiliates of the registrant was $5,551,806,987 and $340,008, respectively. Class B stock is not publicly listed for trade on any exchange or market system. However, Class B stock is convertible into Class A stock on a share-for-share basis, so the market value was calculated based on the market price of Class A stock.On October 27, 2012, there were 288,751,385 shares of Class A stock and 70,015,755 shares of Class B stock outstanding. INCORPORATION BY REFERENCE Portions of the registrant’s definitive Proxy Statement for the registrant’s Annual Meeting of Shareholders to be held February 1, 2013, are incorporated by reference into Part III of this Annual Report on Form 10-K. TABLE OF CONTENTS PAGE PART I Item 1. Item 1A. Item 1B. Item 2. Item 3. Item 4. PART II Item 5. Item 6. Item 7. Item 7A. Item 8. Item 9. Item 9A. Item 9B. PART III Item 10. Item 11. Item 12. Item 13. Item 14.PART IV Item 15. Business Risk Factors Unresolved Staff Comments Properties Legal Proceedings Mine Safety Disclosures 3 7 12 12 13 13 Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities Selected Financial Data Management’s Discussion and Analysis of Financial Condition and Results of Operations Quantitative and Qualitative Disclosures About Market Risk Financial Statements and Supplementary Data Changes in and Disagreements With Accountants on Accounting and Financial Disclosure Controls and Procedures Other Information 5 17 18 36 38 81 81 81 Directors, Executive Officers and Corporate Governance Executive Compensation Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters Certain Relat ionships and Related Transactions, and Director Independence Principal Accounting Fees and Services 82 82 82 82 82 Exhibits, Financial Statement Schedules 83 2 PART I ITEM 1. BUSINESS GENERAL Founded in 1935, Tyson Foods, Inc. nd its subsidiaries (collectively, â€Å"Company,† â€Å"we,† â€Å"us† or â€Å"our†) are one of the world’s largest meat protein companies and the second-largest food production company in the Fortune 500 with one of the most recognized brand names in the food industry. We produce, distribute and market chicken, beef, pork, prepared foods and related allied products. Our operations are conducted in four segments: Chicken, Beef, Pork and Prepared Foods.Some of the key factors influencing our business are customer demand for our products; the ability to maintain and grow relationships with customers and introduce new and innovative products to the marketplace; accessibility of international markets; market prices for our prod ucts; the cost of live cattle and hogs, raw materials, grain and feed ingredients; and operating efficiencies of our facilities.We operate a fully vertically integrated poultry production process. Our integrated operations consist of breeding stock, contract growers, feed production, processing, further-processing, marketing and transportation of chicken and related allied products, including animal and pet food ingredients. Through our wholly-owned subsidiary, Cobb-Vantress, Inc. (Cobb), we are one of the leading poultry breeding stock suppliers in the world.Investing in breeding stock research and development allows us to breed into our flocks the characteristics found to be most desirable. We also process live fed cattle and hogs and fabricate dressed beef and pork carcasses into primal and sub-primal meat cuts, case ready beef and pork and fully-cooked meats. In addition, we derive value from allied products such as hides and variety meats sold to further processors and others. We produce a wide range of fresh, value-added, frozen and refrigerated food products.Our products are marketed and sold primarily by our sales staff to grocery retailers, grocery wholesalers, meat distributors, warehouse club stores, military commissaries, industrial food processing companies, chain restaurants or their distributors, international export companies and domestic distributors who serve restaurants, foodservice operations such as plant and school cafeterias, convenience stores, hospitals and other vendors. Additionally, sales to the military and a portion of sales to international markets are made through independent brokers and trading companies.We have a 50/50 joint venture with Syntroleum Corporation, called Dynamic Fuels LLC (Dynamic Fuels), which produces renewable synthetic fuels. Construction of production facilities was completed in late fiscal 2010, and initial production began in October 2010. FINANCIAL INFORMATION OF SEGMENTS We operate in four segments: Chic ken, Beef, Pork and Prepared Foods. The contribution of each segment to net sales and operating income (loss), and the identifiable assets attributable to each segment, are set forth in Note 16: Segment Reporting of the Notes to Consolidated Financial Statements.DESCRIPTION OF SEGMENTS Chicken: Chicken operations include breeding and raising chickens, as well as processing live chickens into fresh, frozen and valueadded chicken products and logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets. It also includes sales from allied products and our chicken breeding stock subsidiary.Beef: Beef operations include processing live fed cattle and fabricating dressed beef carcasses into primal and sub-primal me at cuts and case-ready products. This segment also includes sales from allied products such as hides and variety meats, as well as logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets.Pork: Pork operations include processing live market hogs and fabricating pork carcasses into primal and sub-primal cuts and caseready products. This segment also includes our live swine group, related allied product processing activities and logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare acilities, the military and oth er food processors, as well as to international markets. 3 Prepared Foods: Prepared Foods operations include manufacturing and marketing frozen and refrigerated food products and logistics operations to move products through the supply chain. Products include pepperoni, bacon, beef and pork pizza toppings, pizza crusts, flour and corn tortilla products, appetizers, prepared meals, ethnic foods, soups, sauces, side dishes, meat dishes and processed meats.Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets. The results from Dynamic Fuels are included in Other. RAW MATERIALS AND SOURCES OF SUPPLY Chicken: The primary raw materials used in our chicken operations are corn and soybean meal used as feed and live chickens raised primarily by independent contract growers. Our vertically-integrated chicken process begins with the grandparent breeder flocks and ends with broilers for processing. Breeder flocks (i. e. , grandparents) are raised to maturity in grandparent growing and laying farms where fertile eggs are produced. Fertile eggs are incubated at the grandparent hatchery and produce pullets (i. e. , parents). Pullets are sent to breeder houses, and the resulting eggs are sent to our hatcheries. Once chicks have hatched, they are sent to broiler farms.There, contract growers care for and raise the chicks according to our standards, with advice from our technical service personnel, until the broilers reach the desired processing weight. Adult chickens are transported to processing plants where they are slaughtered and converted into finished products, which are then sent to distribution centers and delivered to customers. We operate our own feed mills to produce scientifically-formulated feeds. In fiscal 2012, corn, soybean meal and other feed ingredients were major production costs, representing roughly 69% of our cost of growing a live chicken.In addition to feed ingredients to grow the chickens, we use cooking ingredients, packaging materials and cryogenic agents. We believe our sources of supply for these materials are adequate for our present needs, and we do not anticipate any difficulty in acquiring these materials in the future. While we produce nearly all our inventory of breeder chickens and live broilers, we also purchase live, ice-packed or deboned chicken to meet production and sales requirements. Beef: The primary raw materials used in our beef operations are live cattle.We do not have facilities of our own to raise cattle but employ cattle buyers located throughout cattle producing areas who visit independent feed yards and public auctions and buy live cattle on the open spot market. These buyers are trained to select high quality animals, and we continually measure their performance. We also enter into var ious risk-sharing and procurement arrangements with producers to secure a supply of livestock for our facilities. We believe the sources of supply of live cattle are adequate for our present needs. Pork: The primary raw materials used in our pork operations are live hogs.The majority of our live hog supply is obtained through various procurement relationships with independent producers. We employ buyers who make purchase agreements of various time durations as well as purchase hogs on a daily basis, generally a few days before the animals are processed. These buyers are trained to select high quality animals, and we continually measure their performance. We believe the sources of supply of live hogs are adequate for our present needs. Additionally, we raise a number of weanling swine to sell to independent finishers and supply a minimal amount of live swine for our own processing needs.Prepared Foods: The primary raw materials used in our prepared foods operations are commodity base d raw materials, including chicken, beef, pork, corn, flour and vegetables. Some of these raw materials are provided by our other segments, while others may be purchased from numerous suppliers and manufacturers. We believe the sources of supply of raw materials are adequate for our present needs. SEASONAL DEMAND Demand for chicken and beef products generally increases during the spring and summer months and generally decreases during the winter months.Pork and prepared foods products generally experience increased demand during the winter months, primarily due to the holiday season, while demand decreases during the spring and summer months. CUSTOMERS Wal-Mart Stores, Inc. accounted for 13. 8% of our fiscal 2012 consolidated sales. Sales to Wal-Mart Stores, Inc. were included in the Chicken, Beef, Pork and Prepared Foods segments. Any extended discontinuance of sales to this customer could, if not replaced, have a material impact on our operations. No other single customer or custo mer group represented more than 10% of fiscal 2012 consolidated sales. COMPETITION Our food products compete with those of other food producers and processors and certain prepared food manufacturers. Additionally, our food products compete in markets around the world. We seek to achieve a leading market position for our products via our principal marketing and competitive strategy, which includes: †¢ †¢ †¢ identifying target markets for value-added products; concentrating production, sales and marketing efforts to appeal to and enhance demand from those markets; and utilizing our national distribution systems and customer support services.Past efforts indicate customer demand can be increased and sustained through application of our marketing strategy, as supported by our distribution systems. The principal competitive elements are price, product safety and quality, brand identification, breadth and depth of product offerings, availability of products, customer servic e and credit terms. INTERNATIONAL We sold products to approximately 130 countries in fiscal 2012. Major sales markets include Brazil, Canada, Central America, China, the European Union, Japan, Mexico, the Middle East, Russia, South Korea, Taiwan, Ukraine and Vietnam.We have the following international operations: †¢ †¢ †¢ †¢ †¢ †¢ †¢ Tyson de Mexico, a Mexican subsidiary, is a vertically-integrated poultry production company; Cobb-Vantress, a chicken breeding stock subsidiary, has business interests in Argentina, Brazil, the Dominican Republic, India, Japan, the Netherlands, Peru, the Philippines, Russia, Spain, Sri Lanka, Turkey, the United Kingdom and Venezuela; Tyson do Brazil, a Brazilian subsidiary, is a vertically-integrated poultry production company; Shandong Tyson, a Chinese subsidiary, is a vertically-integrated poultry production company; Tyson Dalong, a joint venture in China in which we have a majority interest, is a chicken further pr ocessing facility; Jiangsu-Tyson, a Chinese subsidiary, is a vertically-integrated poultry production company; and Godrej Tyson Foods, a joint venture in India in which we have a majority interest, is a poultry processing business. Our Tyson do Brazil, Shandong Tyson and Jiangsu-Tyson subsidiaries are currently in start-up phase. We continue to evaluate growth opportunities in foreign countries.Additional information regarding export sales, long-lived assets located in foreign countries and income (loss) from foreign operations is set forth in Note 16: Segment Reporting of the Notes to Consolidated Financial Statements. RESEARCH AND DEVELOPMENT We conduct continuous research and development activities to improve product development, to automate manual processes in our processing plants and growout operations, and to improve chicken breeding stock. Our Discovery Center includes 19 research kitchens and a USDA-inspected pilot plant. The Discovery Center enables us to bring new market- leading retail and foodservice products to the customer quickly and efficiently. Research and development costs totaled $43 million, $42 million, and $38 million in fiscal 2012, 2011 and 2010, respectively.ENVIRONMENTAL REGULATION AND FOOD SAFETY Our facilities for processing chicken, beef, pork and prepared foods, milling feed and housing live chickens and swine are subject to a variety of federal, state and local environmental laws and regulations, which include provisions relating to the discharge of materials into the environment and generally provide for protection of the environment. We believe we are in substantial compliance with such applicable laws and regulations and are not aware of any violations of such laws and regulations likely to result in material penalties or material increases in compliance costs. The cost of compliance with such laws and regulations has not had a material adverse effect on our capital expenditures, earnings or competitive position, and except a s described below, is not anticipated to have a material adverse effect in the future. Congress and the United States Environmental Protection Agency are considering various options to control greenhouse gas emissions.It is unclear at this time when or if such options will be finalized, or what the final form may be. Due to the uncertainty surrounding this issue, it is premature to speculate on the specific nature of impacts that imposition of greenhouse gas emission controls would have on us, and whether such impacts would have a material adverse effect. 5 We work to ensure our products meet high standards of food safety and quality. In addition to our own internal Food Safety and Quality Assurance oversight and review, our chicken, beef, pork and prepared foods products are subject to inspection prior to distribution, primarily by the United States Department of Agriculture (USDA) and the United States Food and Drug Administration (FDA).We are also participants in the United State s Hazard Analysis Critical Control Point (HACCP) program and are subject to the Sanitation Standard Operating Procedures and the Public Health Security and Bioterrorism Preparedness and Response Act of 2002. EMPLOYEES AND LABOR RELATIONS As of September 29, 2012, we employed approximately 115,000 employees. Approximately 96,000 employees were employed in the United States and 19,000 employees were in foreign countries, primarily China, Mexico and Brazil. Approximately 29,000 employees in the United States were subject to collective bargaining agreements with various labor unions, with approximately 19% of those employees included under agreements expiring in fiscal 2013.The remaining agreements expire over the next several years. Approximately 8,000 employees in foreign countries were subject to collective bargaining agreements. We believe our overall relations with our workforce are good. MARKETING AND DISTRIBUTION Our principal marketing objective is to be the primary provider of chicken, beef, pork and prepared foods products for our customers and consumers. As such, we utilize our national distribution system and customer support services to achieve the leading market position for our products. On an ongoing basis, we identify distinct markets and business opportunities through continuous consumer and market research.In addition to supporting strong regional brands across multiple protein lines, we build the Tyson brand and Tyson owned brands primarily through well-defined product-specific advertising and public relations efforts focused toward key consumer targets with specific needs. These efforts are designed to present key Tyson products as everyday solutions to relevant consumer problems thereby becoming part of regular eating routines. We have the ability to produce and ship fresh, frozen and refrigerated products worldwide. Domestically, our distribution system extends to a broad network of food distributors and is supported by our owned or leased c old storage warehouses, public cold storage facilities and our transportation system.Our distribution centers accumulate fresh and frozen products so we can fill and consolidate less-than-truckload orders into full truckloads, thereby decreasing shipping costs while increasing customer service. In addition, we provide our customers a wide selection of products that do not require large volume orders. Our distribution system enables us to supply large or small quantities of products to meet customer requirements anywhere in the continental United States. Internationally, we utilize both rail and truck refrigerated transportation to domestic ports, where consolidations take place to transport to foreign destinations. PATENTS AND TRADEMARKS We have filed a number of patents and trademarks relating to our processes and products that either have been approved or are in the process of application.Because we do a significant amount of brand name and product line advertising to promote our products, we consider the protection of our trademarks to be important to our marketing efforts. We also have developed non-public proprietary information regarding our production processes and other product-related matters. We utilize internal procedures and safeguards to protect the confidentiality of such information and, where appropriate, seek patent and/or trademark protection for the technology we utilize. INDUSTRY PRACTICES Our agreements with customers are generally short-term, primarily due to the nature of our products, industry practices and fluctuations in supply, demand and price for such products.In certain instances where we are selling further processed products to large customers, we may enter into written agreements whereby we will act as the exclusive or preferred supplier to the customer, with pricing terms that are either fixed or variable. AVAILABILITY OF SEC FILINGS AND CORPORATE GOVERNANCE DOCUMENTS ON INTERNET WEBSITE We maintain an internet website for inv estors at http://ir. tyson. com. On this website, we make available, free of charge, annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and all amendments to any of those reports, as soon as reasonably practicable after we electronically file such reports with, or furnish to, the Securities and Exchange Commission.Also available on the website for investors are the Corporate Governance Principles, Audit Committee charter, Compensation Committee charter, Governance Committee charter, Nominating Committee charter, Code of Conduct and Whistleblower Policy. Our corporate governance documents are available in print, free of charge to any shareholder who requests them. 6 CAUTIONARY STATEMENTS RELEVANT TO FORWARD-LOOKING INFORMATION FOR THE PURPOSE OF â€Å"SAFE HARBOR† PROVISIONS OF THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 Certain information in this report constitutes forward-looking statements. Such forward-looking statements incl ude, but are not limited to, current views and estimates of our outlook for fiscal 2013, other future economic circumstances, industry conditions in domestic and international markets, our performance and financial results (e. g. debt levels, return on invested capital, value-added product growth, capital expenditures, tax rates, access to foreign markets and dividend policy). These forward-looking statements are subject to a number of factors and uncertainties that could cause our actual results and experiences to differ materially from anticipated results and expectations expressed in such forward-looking statements. We wish to caution readers not to place undue reliance on any forward-looking statements, which speak only as of the date made. We undertake no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.Among the factors that may cause actual results and experiences to differ from anticipated results and exp ectations expressed in such forward-looking statements are the following: (i) the effect of, or changes in, general economic conditions; (ii) fluctuations in the cost and availability of inputs and raw materials, such as live cattle, live swine, feed grains (including corn and soybean meal) and energy; (iii) market conditions for finished products, including competition from other global and domestic food processors, supply and pricing of competing products and alternative proteins and demand for alternative proteins; (iv) successful rationalization of existing facilities and operating efficiencies of the facilities; (v) risks associated with our commodity purchasing activities; (vi) access to foreign markets together with foreign economic conditions, including currency fluctuations, import/export restrictions and foreign politics; (vii) outbreak of a livestock disease (such as avian influenza AI) or bovine spongiform encephalopathy (BSE)), which could have an adverse effect on live stock we own, the availability of livestock we purchase, consumer perception of certain protein products or our ability to access certain domestic and foreign markets; (viii) changes in availability and relative costs of labor and contract growers and our ability to maintain good relationships with employees, labor unions, contract growers and independent producers providing us livestock; (ix) issues related to food safety, including costs resulting from product recalls, regulatory compliance and any related claims or litigation; (x) changes in consumer preference and diets and our ability to identify and react to consumer trends; (xi) significant marketing plan changes by large customers or loss of one or more large customers; (xii) adverse results from litigation; (xiii) risks associated with leverage, including cost increases due to rising interest rates or changes in debt ratings or outlook; (xiv) compliance with and changes to regulations and laws (both domestic and foreign), i ncluding changes in accounting standards, tax laws, environmental laws, agricultural laws and occupational, health and safety laws; (xv) our ability to make effective acquisitions or joint ventures and successfully integrate newly acquired businesses into existing operations; (xvi) effectiveness of advertising and marketing programs; and (xvii) those factors listed under Item 1A. â€Å"Risk Factors. † ITEM 1A. RISK FACTORS These risks, which should be considered carefully with the information provided elsewhere in this report, could materially adversely affect our business, financial condition or results of operations. Additional risks and uncertainties not currently known to us or that we currently deem to be immaterial also may materially adversely affect our business, financial condition or results of operations. Fluctuations in commodity prices and in the availability of raw materials, especially feed grains, live cattle, live swine and other inputs could negatively impac t our earnings.Our results of operations and financial condition are dependent upon the cost and supply of raw materials such as feed grains, live cattle, live swine, energy and ingredients, as well as the selling prices for our products, many of which are determined by constantly changing market forces of supply and demand over which we have limited or no control. Corn, soybean meal and other feed ingredients are major production costs for vertically-integrated poultry processors such as us, representing roughly 69% of our cost of growing a live chicken in fiscal 2012. As a result, fluctuations in prices for these feed ingredients, which include competing demand for corn and soybean meal for use in the manufacture of renewable energy, can adversely affect our earnings.Production of feed ingredients is affected by, among other things, weather patterns throughout the world, the global level of supply inventories and demand for grains and other feed ingredients, as well as agricultura l and energy policies of domestic and foreign governments. We have cattle under contract at feed yards owned by third parties; however, most of the cattle we process are purchased from independent producers. We have cattle buyers located throughout cattle producing areas who visit feed yards and buy live cattle on the open spot market. We also enter into various risk-sharing and procurement arrangements with producers who help secure a supply of livestock for daily start-up operations at our facilities.The majority of our live swine supply is obtained through procurement arrangements with independent producers. We also employ buyers who purchase hogs on a daily basis, generally a few days before the animals are required for processing. In addition, we raise live swine and sell feeder pigs to independent producers for feeding to processing weight and have contract growers feed a minimal amount of company-owned live swine for our own processing needs. Any decrease in the supply of cat tle or swine on the spot market could increase the price of these raw materials and further increase per head cost of production due to lower capacity utilization, which could adversely affect our financial results. 7Market supply and demand and the prices we receive for our products may fluctuate due to competition from other food producers and processors. We face competition from other food producers and processors. Some of the factors on which we compete and which may drive demand for our products include: †¢ †¢ †¢ †¢ †¢ †¢ †¢ price; product safety and quality; brand identification; breadth and depth of product offerings; availability of our products and competing products; customer service; and credit terms. Demand for our products also is affected by competitors’ promotional spending, the effectiveness of our advertising and marketing programs, and the availability or price of competing proteins.We attempt to obtain prices for our produ cts that reflect, in part, the price we must pay for the raw materials that go into our products. If we are not able to obtain higher prices for our products when the price we pay for raw materials increases, we may be unable to maintain positive margins. Outbreaks of livestock diseases can adversely impact our ability to conduct our operations and demand for our products. Demand for our products can be adversely impacted by outbreaks of livestock diseases, which can have a significant impact on our financial results. Efforts are taken to control disease risks by adherence to good production practices and extensive precautionary measures designed to ensure the health of livestock.However, outbreaks of disease and other events, which may be beyond our control, either in our own livestock or cattle and hogs owned by independent producers who sell livestock to us, could significantly affect demand for our products, consumer perceptions of certain protein products, the availability of l ivestock for purchase by us and our ability to conduct our operations. Moreover, the outbreak of livestock diseases, particularly in our Chicken segment, could have a significant effect on the livestock we own by requiring us to, among other things, destroy any affected livestock. Furthermore, an outbreak of disease could result in governmental restrictions on the import and export of our products to or from our suppliers, facilities or customers. This could also result in negative publicity that may have an adverse effect on our ability to market our products successfully and on our financial results.We are subject to risks associated with our international activities, which could negatively affect our sales to customers in foreign countries, as well as our operations and assets in such countries. In fiscal 2012, we sold products to approximately 130 countries. Major sales markets include Brazil, Canada, Central America, China, the European Union, Japan, Mexico, the Middle East, Ru ssia, South Korea, Taiwan, Ukraine and Vietnam. Our sales to customers in foreign countries for fiscal 2012 totaled $5. 5 billion, of which $4. 0 billion related to export sales from the United States. In addition, we had approximately $564 million of long-lived assets located in foreign ountries, primarily Brazil, China, Mexico and India, at the end of fiscal 2012. As a result, we are subject to various risks and uncertainties relating to international sales and operations, including: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ imposition of tariffs, quotas, trade barriers and other trade protection measures imposed by foreign countries regarding the importation of poultry, beef and pork products, in addition to import or export licensing requirements imposed by various foreign countries; closing of borders by foreign countries to the import of poultry, beef and pork products due to animal disease or other perceived health or safety issues; impact of cur rency exchange rate fluctuations between the U. S. ollar and foreign currencies, particularly the Brazilian real, the British pound sterling, the Canadian dollar, the Chinese renminbi, the European euro, and the Mexican peso; political and economic conditions; difficulties and costs associated in complying with, and enforcement of remedies under, a wide variety of complex domestic and international laws, treaties and regulations, including, without limitation, the United States’ Foreign Corrupt Practices Act and economic and trade sanctions enforced by the United States Department of the Treasury’s Office of Foreign Assets Control; different regulatory structures and unexpected changes in regulatory environments; tax rates that may exceed those in the United States and earnings that may be subject to withholding requirements and incremental taxes upon repatriation; potentially negative consequences from changes in tax laws; and distribution costs, disruptions in shippi ng or reduced availability of freight transportation. 8 Negative consequences relating to these risks and uncertainties could jeopardize or limit our ability to transact business in one or more of those markets where we operate or in other developing markets and could adversely affect our financial results. We depend on the availability of, and good relations with, our employees. We have approximately 115,000 employees, approximately 37,000 of whom are covered by collective bargaining agreements or are members of labor unions. Our operations depend on the availability and relative costs of labor and maintaining good relations with employees and the labor unions.If we fail to maintain good relations with our employees or with the labor unions, we may experience labor strikes or work stoppages, which could adversely affect our financial results. We depend on contract growers and independent producers to supply us with livestock. We contract primarily with independent contract growers to raise the live chickens processed in our poultry operations. A majority of our cattle and hogs are purchased from independent producers who sell livestock to us under marketing contracts or on the open market. If we do not attract and maintain contracts with growers or maintain marketing and purchasing relationships with independent producers, our production operations could be negatively affected. If our products become contaminated, we may be subject to product liability claims and product recalls.Our products may be subject to contamination by disease-producing organisms or pathogens, such as Listeria monocytogenes, Salmonella and E. coli. These organisms and pathogens are found generally in the environment; therefore, there is a risk that one or more, as a result of food processing, could be present in our products. These organisms and pathogens also can be introduced to our products as a result of improper handling at the further processing, foodservice or consumer level. Th ese risks may be controlled, but may not be eliminated, by adherence to good manufacturing practices and finished product testing. We have little, if any, control over handling procedures once our products have been shipped for distribution.Even an inadvertent shipment of contaminated products may be a violation of law and may lead to increased risk of exposure to product liability claims, product recalls (which may not entirely mitigate the risk of product liability claims), increased scrutiny and penalties, including injunctive relief and plant closings, by federal and state regulatory agencies, and adverse publicity, which could exacerbate the associated negative consumer reaction. Any of these occurrences may have an adverse effect on our financial results. Our operations are subject to general risks of litigation. We are involved on an on-going basis in litigation arising in the ordinary course of business or otherwise. Trends in litigation may include class actions involving c onsumers, shareholders, employees or injured persons, and claims relating to commercial, labor, employment, antitrust, securities or environmental matters.Litigation trends and the outcome of litigation cannot be predicted with certainty and adverse litigation trends and outcomes could adversely affect our financial results. Our level of indebtedness and the terms of our indebtedness could negatively impact our business and liquidity position. Our indebtedness, including borrowings under our revolving credit facility, may increase from time to time for various reasons, including fluctuations in operating results, working capital needs, capital expenditures and possible acquisitions, joint ventures or other significant initiatives. Our consolidated indebtedness level could adversely affect our business because: †¢ †¢ †¢ †¢ †¢ t may limit or impair our ability to obtain financing in the future; our credit ratings (or any decrease to our credit ratings) could r estrict or impede our ability to access capital markets at desired interest rates and increase our borrowing costs; it may reduce our flexibility to respond to changing business and economic conditions or to take advantage of business opportunities that may arise; a portion of our cash flow from operations must be dedicated to interest payments on our indebtedness and is not available for other purposes; and it may restrict our ability to pay dividends. Our revolving credit facility contains affirmative and negative covenants that, among other things, may limit or restrict our ability to: create liens and encumbrances; incur debt; merge, dissolve, liquidate or consolidate; dispose of or transfer assets; change the nature of our business; engage in certain transactions with affiliates; and enter into sale/leaseback or hedging transactions, in each case, subject to certain qualifications and exceptions.In addition, we are required to maintain minimum interest expense coverage and maxi mum debt to capitalization ratios. Our 4. 50% Senior notes due June 2022 also contain affirmative and negative covenants that, among other things, may limit or restrict our ability to: create liens; engage in certain sale/leaseback transactions; and engage in certain consolidations, mergers and sales of assets. 9 An impairment in the carrying value of goodwill could negatively impact our consolidated results of operations and net worth. Goodwill is initially recorded at fair value and is not amortized, but is reviewed for impairment at least annually or more frequently if impairment indicators are present.In assessing the carrying value of goodwill, we make estimates and assumptions about sales, operating margins, growth rates and discount rates based on budgets, business plans, economic projections, anticipated future cash flows and marketplace data. There are inherent uncertainties related to these factors and management’s judgment in applying these factors. Goodwill valuat ions have been calculated principally using an income approach based on the present value of future cash flows of each reporting unit and are believed to reflect market participant views which would exist in an exit transaction. Under the income approach, we are required to make various judgmental assumptions about appropriate discount rates.Disruptions in global credit and other financial markets and deterioration of economic conditions, could, among other things, cause us to increase the discount rate used in the goodwill valuations. We could be required to evaluate the recoverability of goodwill prior to the annual assessment if we experience disruptions to the business, unexpected significant declines in operating results, divestiture of a significant component of our business or sustained market capitalization declines. These types of events and the resulting analyses could result in goodwill impairment charges in the future, which could be substantial. As of September 29, 2012 , we had $1. 9 billion of goodwill, which represented approximately 16% of total assets. Domestic and international government regulations could impose material costs.Our operations are subject to extensive federal, state and foreign laws and regulations by authorities that oversee food safety standards and processing, packaging, storage, distribution, advertising, labeling and export of our products. Our facilities for processing chicken, beef, pork, prepared foods and milling feed and for housing live chickens and swine are subject to a variety of international, federal, state and local laws relating to the protection of the environment, including provisions relating to the discharge of materials into the environment, and to the health and safety of our employees. Our domestic chicken, beef and pork processing facilities are participants in the HACCP program and are subject to the Public Health Security and Bioterrorism Preparedness and Response Act of 2002.In addition, our produc ts are subject to inspection prior to distribution, primarily by the USDA and the FDA. Also, our livestock procurement and poultry growout activities are regulated by the Grain Inspection, Packers and Stockyards Administration, which is part of USDA’s Marketing and Regulatory Programs. Loss of or failure to obtain necessary permits and registrations could delay or prevent us from meeting current product demand, introducing new products, building new facilities or acquiring new businesses and could adversely affect operating results. Additionally, we are routinely subject to new or modified laws, regulations and accounting standards.If we are found to be out of compliance with applicable laws and regulations in these or other areas, we could be subject to civil remedies, including fines, injunctions, recalls or asset seizures, as well as potential criminal sanctions, any of which could have an adverse effect on our financial results. A material acquisition, joint venture or ot her significant initiative could affect our operations and financial condition. We periodically evaluate potential acquisitions, joint ventures and other initiatives (collectively, â€Å"transactions†), and we may seek to expand our business through the acquisition of companies, processing plants, technologies, products and services, which could include material transactions.A material transaction may involve a number of risks, including: †¢ †¢ †¢ †¢ †¢ failure to realize the anticipated benefits of the transaction; difficulty integrating acquired businesses, technologies, operations and personnel with our existing business; diversion of management attention in connection with negotiating transactions and integrating the businesses acquired; exposure to unforeseen or undisclosed liabilities of acquired companies; and the need to obtain additional debt or equity financing for any transaction. We may not be able to address these risks and successfully d evelop these acquired companies or businesses into profitable units. If we are unable to do this, such expansion could adversely affect our financial results.Market fluctuations could negatively impact our operating results as we hedge certain transactions. Our business is exposed to fluctuating market conditions. We use derivative financial instruments to reduce our exposure to various market risks including changes in commodity prices, interest rates and foreign exchange rates. We hold certain positions, primarily in grain and livestock futures, that do not qualify as hedges for financial reporting purposes. These positions are marked to fair value, and the unrealized gains and losses are reported in earnings at each reporting date. Therefore, losses on these contracts will adversely affect our reported operating results.While these contracts reduce our exposure to changes in prices for commodity products, the use of such instruments may ultimately limit our ability to benefit fro m favorable commodity prices. Deterioration of economic conditions could negatively impact our business. Our business may be adversely affected by changes in economic conditions, including inflation, interest rates, access to capital markets, consumer spending rates, energy availability and costs (including fuel surcharges) and the effects of governmental initiatives to manage economic conditions. Any such changes could adversely affect the demand for our products, or the cost and availability of our needed raw materials, cooking ingredients and packaging materials, thereby negatively affecting our financial results. 10Disruptions in global credit and other financial markets and deterioration of economic conditions, could, among other things: †¢ †¢ †¢ †¢ †¢ †¢ †¢ make it more difficult or costly for us to obtain financing for our operations or investments or to refinance our debt in the future; cause our lenders to depart from prior credit industry practice and make more difficult or expensive the granting of any amendment of, or waivers under, our credit agreement to the extent we may seek them in the future; impair the financial condition of some of our customers and suppliers thereby increasing customer bad debts or nonperformance by suppliers; negatively impact global demand for protein products, which could result in a reduction of sales, operating ncome and cash flows; decrease the value of our investments in equity and debt securities, including our marketable debt securities, company-owned life insurance and pension and other postretirement plan assets; negatively impact our commodity purchasing activities if we are required to record losses related to derivative financial instruments; or impair the financial viability of our insurers. Changes in consumer preference could negatively impact our business. The food industry in general is subject to changing consumer trends, demands and preferences. Trends within the food industry change often, and failure to identify and react to changes in these trends could lead to, among other things, reduced demand and price reductions for our products, and could have an adverse effect on our financial results. The loss of one or more of our largest customers could negatively impact our business.Our business could suffer significant setbacks in sales and operating income if our customers’ plans and/or markets change significantly or if we lost one or more of our largest customers, including, for example, Wal-Mart Stores, Inc. , which accounted for 13. 8% of our sales in fiscal 2012. Many of our agreements with our customers are short-term, primarily due to the nature of our products, industry practice and the fluctuation in demand and price for our products. The consolidation of customers could negatively impact our business. Our customers, such as supermarkets, warehouse clubs and food distributors, have consolidated in recent years, and consolidation i s expected to continue throughout the United States and in other major markets.These consolidations have produced large, sophisticated customers with increased buying power who are more capable of operating with reduced inventories, opposing price increases, and demanding lower pricing, increased promotional programs and specifically tailored products. These customers also may use shelf space currently used for our products for their own private label products. Because of these trends, our volume growth could slow or we may need to lower prices or increase promotional spending for our products, any of which would adversely affect our financial results. Extreme factors or forces beyond our control could negatively impact our business.Natural disasters, fire, bioterrorism, pandemic or extreme weather, including droughts, floods, excessive cold or heat, hurricanes or other storms, could impair the health or growth of livestock or interfere with our operations due to power outages, fuel shortages, damage to our production and processing facilities or disruption of transportation channels, among other things. Any of these factors, as well as disruptions in our information systems, could have an adverse effect on our financial results. Media campaigns related to food production present risks. Media outlets, including new social media platforms, provide the opportunity for individuals or organizations to publicize inappropriate or inaccurate stories or perceptions about our Company or the food production industry.Such practices have the ability to cause damage to our brands, the industry generally, or consumers' perceptions of our Company or the food production industry and may result in negative publicity and adversely affect our financial results. Our renewable energy ventures and other initiatives might not be successful. We have been exploring ways to convert animal fats and other by-products from our operations into value-added products. For example, our joint v enture Dynamic Fuels produces renewable synthetic fuels. We will continue to explore other ways to commercialize opportunities outside our core business, such as renewable energy and other technologically-advanced platforms.These initiatives might not be as financially successful as we initially announced or might expect due to factors that include, but are not limited to, availability of tax credits, competing energy prices, failure to operate at the volumes anticipated, abilities of our joint venture partners and our limited experience in some of these new areas. 11 Tyson Limited Partnership can exercise significant control. As of September 29, 2012, Tyson Limited Partnership (the TLP) owns 99. 977% of the outstanding shares of the Company's Class B Common Stock, $0. 10 par value (Class B stock) and the TLP and members of the Tyson family own, in the aggregate, 2. 53% of the outstanding shares of the Company's Class A Common Stock, $0. 10 par value (Class A stock), giving them, co llectively, control of approximately 71. 2% of the total voting power of the Company's outstanding voting stock. At this time, the TLP does not have a managing general partner, as such, the management rights of the managing general partner may be exercised by a majority of the percentage interests of the general partners. As of September 29, 2012, Mr. John Tyson, Chairman of the Board of Directors, has 33. 33% of the general partner percentage interests, and Ms. Barbara Tyson, a director of the Company, has 11. 115% general partner percentage interests (the remaining general partnership interests are held by the Tyson Partnership Interest Trust (44. 44%) and Harry C. Erwin, III (11. 15%)). As a result of these holdings, positions and directorships, the partners in the TLP have the ability to exert substantial influence or actual control over our management and affairs and over substantially all matters requiring action by our stockholders, including amendments to our restated certif icate of incorporation and by-laws, the election and removal of directors, any proposed merger, consolidation or sale of all or substantially all of our assets and other corporate transactions. This concentration of ownership may also delay or prevent a change in control otherwise favored by our other stockholders and could depress our stock price.Additionally, as a result of the Tyson family’s significant ownership of our outstanding voting stock, we are eligible for â€Å"controlled company† exemptions from certain corporate governance requirements of the New York Stock Exchange. ITEM 1B. UNRESOLVED STAFF COMMENTS None ITEM 2. PROPERTIES We have production and distribution operations in the following states: Alabama, Arkansas, Georgia, Illinois, Indiana, Iowa, Kansas, Kentucky, Mississippi, Missouri, Nebraska, New Mexico, New York, North Carolina, Oklahoma, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, Washington and Wisconsin. We also have sales offices throughout the United States.Additionally, we, either directly or through our subsidiaries, have sales offices, facilities or participate in joint venture operations in Argentina, Brazil, Canada, China, the Dominican Republic, Hong Kong, India, Japan, Mexico, the Netherlands, Peru, the Philippines, Russia, South Korea, Spain, Sri Lanka, Taiwan, Thailand, the United Arab Emirates, the United Kingdom and Venezuela. Owned Chicken Segment: Processing plants Rendering plants Blending mills Feed mills Broiler hatcheries Breeder houses Broiler farm houses Beef Segment Production Facilities Pork Segment Production Facilities Prepared Foods Segment Processing Plants Distribution Centers Cold Storage Facilities 59 15 39 63 593 758 12 9 22 10 67 Number of Facilities Leased 1 — — 2 9 760 1,089 — — 1 7 14 Capacity(1) per week at September 29, 2012 47 million head 174,000 head 448,000 head 46 million pounds Total 60 15 2 41 72 1,353 1,847 12 9 23 17 81 Fiscal 2012 Aver age Capacity Utilization 88% 76% 90% 85% Chicken Processing Plants Beef Production Facilities Pork Production Facilities Prepared Foods Processing Plants (1) Capacity based on a five day week for Chicken and Prepared Foods, while Beef and Pork are based on a six day week. 12 Chicken: Chicken processing plants include various phases of slaughtering, dressing, cutting, packaging, deboning and furtherprocessing.We also have 16 pet food operations, which are part of the Chicken processing plants. The blending mills, feed mills and broiler hatcheries have sufficient capacity to meet the needs of the chicken growout operations. Beef: Beef plants include various phases of slaughtering live cattle and fabricating beef products. Some also treat and tan hides. The Beef segment includes three case-ready operations that share facilities with the Pork segment. One of the beef facilities contains a tallow refinery. Carcass facilities reduce live cattle to dressed carcass form. Processing faciliti es conduct fabricating operations to produce boxed beef and allied products.Pork: Pork plants include various phases of slaughtering live hogs and fabricating pork products and allied products. The Pork segment includes three case-ready operations that share facilities with the Beef segment. Prepared Foods: Prepared Foods plants process fresh and frozen chicken, beef, pork and other raw materials into pizza toppings, branded and processed meats, appetizers, prepared meals, ethnic foods, soups, sauces, side dishes, pizza crusts, flour and corn tortilla products and meat dishes. Our Dynamic Fuels joint venture produces renewable synthetic fuels. Construction of production facilities was completed in late fiscal 2010, and initial production began in October 2010.Dynamic Fuels operates one plant with designed annual capacity of 75 million gallons. We believe our present facilities are generally adequate and suitable for our current purposes; however, seasonal fluctuations in inventories and production may occur as a reaction to market demands for certain products. We regularly engage in construction and other capital improvement projects intended to expand capacity and improve the efficiency of our processing and support facilities. We also consider the efficiencies of our operations and may from time to time consider changing the number or type of plants we operate to align with our capacity needs. ITEM 3.LEGAL PROCEEDINGS Refer to the description of certain legal proceedings pending against us under Part II, Item 8, Notes to Consolidated Financial Statements, Note 19: Commitments and Contingencies, which discussion is incorporated herein by reference. Listed below are certain additional legal proceedings involving the Company and/or its subsidiaries. On October 23, 2001, a putative class action lawsuit styled R. Lynn Thompson, et al. vs. Tyson Foods, Inc. was filed in the District Court for Mayes County, Oklahoma by three property owners on behalf of all owners of lakefront property on Grand Lake O’ the Cherokees. Simmons Foods, Inc. and Peterson Farms, Inc. also are defendants. The plaintiffs allege the defendants’ operations diminished the water quality in the lake thereby interfering with the plaintiffs’ use and enjoyment of their properties.The plaintiffs sought injunctive relief and an unspecified amount of compensatory damages, punitive damages, attorneys’ fees and costs. While the District Court certified a class, on October 4, 2005, the Court of Civil Appeals of the State of Oklahoma reversed, holding the plaintiffs’ claims were not suitable for disposition as a class action. This decision was upheld by the Oklahoma Supreme Court and the case was remanded to the District Court with instructions that the matter proceed only on behalf of the three named plaintiffs. Plaintiffs seek injunctive relief, restitution and compensatory and punitive damages in an unspecified amount in excess of $10,000.We an d the other defendants have denied liability and asserted various defenses. The defendants have requested a trial date, but the court has not yet scheduled the matter for trial. Since 2003, nine lawsuits have been brought against us and several other poultry companies by approximately 150 plaintiffs in Washington County, Arkansas Circuit Court (Green v. Tyson Foods, Inc. , et al. , Bible v. Tyson Foods, Inc. , Beal v. Tyson Foods, Inc. , et al. , McWhorter v. Tyson Foods, Inc. , et al. , McConnell v. Tyson Foods, Inc. , et al. , Carroll v. Tyson Foods, Inc. , et al. , Belew v. Tyson Foods, Inc. , et al. , Gonzalez v. Tyson Foods, Inc. , et al. , and Rasco v. Tyson Foods, Inc. , et al. alleging that the land application of poultry litter caused arsenic and pathogenic mold and fungi contamination of the air, soil and water in and around Prairie Grove, Arkansas and seeking recovery for several types of personal injuries, including several forms of cancer. On August 2, 2006, the Court g ranted summary judgment in favor of Tyson and the other poultry company defendants in the first case to go to trial, which the plaintiffs appealed, and the trial court stayed the remaining eight lawsuits pending the appeal. On May 8, 2008, the Arkansas Supreme Court reversed the summary judgment and remanded for a new trial. The remanded trial was held and the jury returned a verdict in our favor.The plaintiffs appealed this verdict to the Arkansas Supreme Court, which affirmed the verdict and denied the plaintiffs’ petition for rehearing. The second trial, originally scheduled for October 22, 2012, was canceled and no new trial date has been set. Other Matters: We currently have approximately 115,000 employees and, at any time, have various employment practices matters outstanding. In the aggregate, these matters are significant to the Company, and we devote significant resources to managing employment issues. Additionally, we are subject to other lawsuits, investigations an d claims (some of which involve substantial amounts) arising out of the conduct of our business.While the ultimate results of these matters cannot be determined, they are not expected to have a material adverse effect on our consolidated results of operations or financial position. ITEM 4. MINE SAFETY DISCLOSURES Not applicable. 13 EXECUTIVE OFFICERS OF THE COMPANY Our officers serve one year terms from the date of their election, or until their successors are appointed and qualified. No family relationships exist among these officers. The name, title, age and year of initial election to executive office of our executive officers are listed below: Name Curt T. Calaway Kenneth J. Kimbro Donnie King Dennis Leatherby James V. Lochner Donnie Smith John Tyson David L.Van Bebber Noel White Title Senior Vice President, Controller and Chief Accounting Officer Senior Vice President, Chief Human Resources Officer Senior Group Vice President, Poultry and Prepared Foods Executive Vice President and Chief Financial Officer Chief Operating Officer President and Chief Executive Officer Chairman of the Board of Directors Executive Vice President and General Counsel Senior Group Vice President, Fresh Meats Age 39 59 50 52 60 53 59 56 54 Year Elected Executive Officer 2012 2009 2009 1994 2005 2008 2011 2008 2009 Curt T. Calaway was appointed Senior Vice President, Con