The Mystery of Kurtz in Conrad’s Heart of Darkness :: Heart of Darkness Essays

The Mystery of Kurtz in Conrads Heart of Darkness many a(prenominal) works of literature not readily identified with the secret or detective story genre nonetheless involve the investigation of a mystery. sometimes finding out the answer of the mystery can illuminate the meaning of the work as a whole. This is present in Joseph Conrads Heart of Darkness. The mystery in this novella is about a character named Kurtz.Kurtz was an English man who traveled to the Congo in search of excitement, money and experience. To many people back down home, he was known to be a loving intelligent young man. In Congo he was also known as being very intelligent, but also as being insane. The question is what happened to Kurtz how and why he let his self go insane. In a way you can severalise that he found the heart of his darkness, embraced it and could not escape it.In dealing with Kurtz many questions became visible for an example towards the end of the book what did he mean by the horror, the ho rror was he referring to what he witnessed and experienced while he was in command of his ivory station or was he talking about the elegance of Europe and how he did not wish to return? Perhaps he saw Europe as being his darkness and the Congo being his fire up or vice versa. When reading each page, a sort of investigation begins in trying to figure out how Kurtz became insane. However, that investigation was not fully unlikable because in the end no one knew what had happened to him. In a way his character presented the idea that perhaps the darkness, his darkness was his own and was all along in him waiting to come out. Because there were other men living and working in the Congo who had not become insane as he did, much(prenominal) as the Russian trader or the ivory companys accountant.

Free College Essays - A Separate Peace :: A Separate Peace Essays

  A Separate Peace   Holding firmly to the trunk, I took a step toward him, and thence my knees bent and I      jounced the   limb.  This is a quotation from the novel A Separate Peace, written by John Knowles.  My   focus in the following will be on Mans Inhumanity to Man.  There is a strong relation of   this to the novel for which I read.   My first point which I will talk nearly is close Finnys tragic fall and how Gene was      the cause of it.  My support from the story is Finnys desire to jump from the tree.  Gene said that he was   coming to join him but Finny reminded him about studying.  Genes thoughts on the matter   were, He had never been jealous of me for a second.  Now I knew that there never was and   never could have been any rivalry in the midst of us, I couldnt stand this.  My second support   is Genes actions leading to the accident.  He took a step toward the trunk, put his knees   and jounced the limb.  Thus, Finny lost his balance and tumbled to the ground.  My third   support goes back to the prospect of the accident after Gene watches Finny fall.  And he   thinks to himself, It was the first clumsy physical action I had ever seen him make.  More less, this is a sign of pride at bottom Gene as he watches the good athlete, Finny fall   out of the tree.     My second point is on the scene where Brinker brings Finny and Gene to the mock trial   to let everyone lie with the real truth about the cause of the accident.  In other words, it was a   way of blasting away Gene and shoving his reputation as a prise individual into the   ground.  My support from the story is when Brinker and three acquaintances come into Gene   and Finnys dorm and pull them out.  After they entered the Assembly Room, Brinker   re marks, You see how Finny limps.  This phrase was the beginning of his plan to dance orchestra the   truth loose, or primarily break the friendship link between Finny and Gene.  Brinker chose   the Assembly Room as the setting for this trial since there is nothing ironical about the   place.  It is a place which would be terrible for Genes sake to talk about the cause of   the accident.

Dr. Seuss: The Great American Childrens Poet Essay -- essays research

Dr. Seuss The Great American Childrens PoetDr. Seuss is the pseudonym for Theodor Seuss Geisel III, Ted Geisel tohis friends. He originally thought of his spell name being pronounced zo-oicewhich is the German pronunciation. He took his middle name from his mothersmaiden name.He was born in 1904 to Theodor Jr. and Henrietta Geisel of SpringfielMassachusetts. Both sets of grandparents were from Germany. Theodor Jr. was awealthy brewer and tavern owner until the Prohibition. Then he worked as themanager of the Springfield Zoo. Ted also had an older sister named Marnie. Hewent to college at Dartmouth and ammonia alum school at Oxford. While at Dartmouthhe got into a bit of trouble when the police arrested him for drinking. (Thiswas during the Prohibition.) As punishment he was kicked off the school magazine,The scallywag OLantern, to which he contributed as a cartoonist. To get around therule he began to sign his work as Dr. Seuss. And that is why Ted Geisel becameDr. Seuss. While a t Oxford he met his setoff wife Helen Palmer to whom he wasmarried for 40 years until her death. They moved to New York. While in New Yorkhe worked drawing cartoon advertisments for Flit, an insect repellant. It was hewho coined the phrase Quick Henry, the Flit which was to 1930s advertisingwhat Just Do It is to 1990s advertising. Sort of.They later moved to La Jolla, California where Ted live...

Autosomal Chromosomal Abnormalities Essay -- Genetic Disorders

Where does deoxyribonucleic acid come from? What is desoxyribonucleic acid? What is a Trisomy? DNA comes from our parents, we get half from mom and the other half from dad. DNA is two strands of nucleotide bases coiled into a double helix. The four nucleotide bases are Adenine, Thymine, Cytosine, and Guanine. Adenine pairs with Thymine and Guanine pairs with Cytosine. Each set has 23 oneness chromosomes- 22 Autosomes and one X or Y sex chromosome. (Massimini, 2000). Your mother can give you only an X chromosome, but your father can die hard on an X or a Y chromosome. If you receive an X chromosome from your father, the XX pair makes you genetically a female. If you receive a Y chromosome from your father, past your XY pair youre genetically a male (mayoclinic). Trisomies occur when there is an exceptional chromosome. An example of this would be, we have a total of 46 chromosomes (23 from each parent). When one extra is added this is a trisomy because now theres 47 chromosomes. There are two different forms of trisomy they are as follows Partial Trisomy- part of a chromosome attaches itself to some other chromosome, and Mosaic Trisomy- every cell contains extra (Massimini, 2000, p.48).DNA replication is when cells make copies before they divide. DNA is held together by Hydrogen bonds. Hydrogen bonds are distressed by an enzyme and DNA polymerase makes a complementary strand of each parent strands. DNA polymerase moves along the strand of DNA, and uses the bases as a template to make a new strand of DNA. It matches A with T and G with C as it moves along the strand. DNA liagase is the glue that seals any gaps holding the new strand together. DNA polymerase proof reads its work and corrects any mistakes it finds. If a mistake goes uncorrected the error will become a mutation, c... ...get pregnant. If the other partner is a carrier also then the baby will express the disorder.References Evans-Martin, F. (2009). Genes and Disease Down Syndrome. New York, N ew York. Chelsea House, Infobase publishing Martini, H., Nath, J., & Bartholomew, E., (2012). Fundamentals of Anatomy and Physiology 9th edition, California, Pearson PublishingMassimini, K. (2000). Genetic Disorders sourcebook 2nd edition, Michigan, OmnigraphicsMayoclinic staff. (Aug 17, 2010). ternary X Syndrome. Retrieved from http//www.mayoclinic.com/health/triple-x-syndromeSantrock, J. (2011). Life-Span Development 13th edition, New York, New York. McGraw-Hill Starr, C., Evers, C., & Starr, L. (2009). Biology Today and Tomorrow with Physiology. Mason, Ohio. Cengage LearningTrisomy 18 foundation. (2010). Trisomy 18. Retrieved from http//www.Trisomy18.org

Emily Dickenson :: GCSE English Literature Coursework

Emily DickensonEmily Dickinson was raised in a traditional New England home in the mid 1800s. Herfather along with the rest of the family had fashion Christians and she alone decidedto climb against that and reject the church service. She like legion(predicate) of her contemporaries hadrejected the traditional views in life and adopted the new transcendental outlook.Massachusetts, the postulate where Emily was born and raised in, onward the transcendental period was the epicenter of phantasmal practice. Founded by the puritans, the feeling of the avenging had never left the people. After all of the Great Awakenings and religious revivals the people of New England began to apparent motion the old ways. What used to be the focal point of all lives was now under speculation and often doubted. mint began to face for new meanings in life. People like Emerson and Thoreau believed that answers lie in the individual. Emerson set the tone for the era when he said, Whoso would be a human, must be a non-conformist. Emily Dickinson believed and practiced this philosophy. When she was young she was brought up by a stern and austere father. In her childhood she was shy and already different from the others. Like all the Dickinson children, manlike or female, Emily was sent for baronial education in Amherst Academy. After attending Amherst Academy with conscientious thinkers such as Helen Hunt Jackson, and after reading many of Emersons essays, she began to develop into a let off willed person. Many of her friends had converted to Christianity, her family was also putting enormous amount of pressure for her to convert. No longer the submissive youngster she would not bend her will on such issues as religion, literature and personal associations. She maintained a correspondence with Rev. Charles Wadsworth over a substantial period of time. flat though she rejected the Church as a entity she never did reject or accept God. Wadsworth appealed to her because h e had an incredibly powerful mind and deep emotions. When he left the East in 1861 Emily was scarred and expressed her deep sorrow in three successive poems in the following years. They were never romantically regard but their relationship was ostensibly so profound that Emilys feelings for him she sealed herself from the outside world. Her life became filled with gloom and despair until she met Judge Otis P.Emily Dickenson GCSE English lit CourseworkEmily DickensonEmily Dickinson was raised in a traditional New England home in the mid 1800s. Herfather along with the rest of the family had become Christians and she alone decidedto rebel against that and reject the Church. She like many of her contemporaries hadrejected the traditional views in life and adopted the new transcendental outlook.Massachusetts, the state where Emily was born and raised in, before the transcendental period was the epicenter of religious practice. Founded by the puritans, the feeling of the avengin g had never left the people. After all of the Great Awakenings and religious revivals the people of New England began to question the old ways. What used to be the focal point of all lives was now under speculation and often doubted. People began to search for new meanings in life. People like Emerson and Thoreau believed that answers lie in the individual. Emerson set the tone for the era when he said, Whoso would be a human, must be a non-conformist. Emily Dickinson believed and practiced this philosophy. When she was young she was brought up by a stern and austere father. In her childhood she was shy and already different from the others. Like all the Dickinson children, male or female, Emily was sent for formal education in Amherst Academy. After attending Amherst Academy with conscientious thinkers such as Helen Hunt Jackson, and after reading many of Emersons essays, she began to develop into a free willed person. Many of her friends had converted to Christianity, her fa mily was also putting enormous amount of pressure for her to convert. No longer the submissive youngster she would not bend her will on such issues as religion, literature and personal associations. She maintained a correspondence with Rev. Charles Wadsworth over a substantial period of time. Even though she rejected the Church as a entity she never did reject or accept God. Wadsworth appealed to her because he had an incredibly powerful mind and deep emotions. When he left the East in 1861 Emily was scarred and expressed her deep sorrow in three successive poems in the following years. They were never romantically involved but their relationship was apparently so profound that Emilys feelings for him she sealed herself from the outside world. Her life became filled with gloom and despair until she met Judge Otis P.

Fairwood Annual Report

watchtents embodied Information Highlights and fiscal Calendar chairs teaching Financial analyse Pro? le of managers Report of the Directors Corporate Governance Report single-handed Auditors Report merge Income Statement Consoli understandd Statement of Comprehensive Income Consolidated Statement of Financial Position Statement of Financial Position Consolidated Statement of Changes in justice Consolidated Cash Flow Statement distinctions to the Financial Statements Principal Subsidiaries Five-Year grouping Financial Summary Investment Properties Held by the stem 2 4 6 12 15 18 33 41 43 44 45 47 48 49 51 131 134 136Corporate Information BOARD OF DIRECTORS administrator Directors Dennis Lo Hoi Yeung ( executive director chairwoman) Chan Chee Shing ( khief decision maker Of? cer) Mak Yee mei Non-executive Director Ng Chi Keung freelancer Non-executive Directors Joseph Chan Kai Nin Peter Lau Kwok Kuen Tony Tsoi Tong Hoo Peter Wan Kam To AUDIT COMMITTEE Peter Wan Kam To (Ch airman) Ng Chi Keung Joseph Chan Kai Nin Tony Tsoi Tong Hoo REMUNERATION COMMITTEE Joseph Chan Kai Nin (Chairman) Ng Chi Keung Peter Lau Kwok Kuen NOMINATION COMMITTEE Dennis Lo Hoi Yeung (Chairman) Peter Lau Kwok Kuen Peter Wan Kam To COMPANY SECRETARYMak Yee Mei AUDITOR KPMG SOLICITORS Mayer Brown JSM reed Smith Richards Butler 2 FAIRWOOD HOLDINGS LIMITED PUBLIC RELATIONS CONSULTANT Strategic Financial Relations bound Unit A, 29/F, Admiralty Centre 1 18 Harcourt Road, Hong Kong A PRINCIPAL BANKERS Standard let Bank (Hong Kong) circumscribed The Bank of East Asia, confine DBS Bank (Hong Kong) trammel The Hongkong and Shanghai Banking Corporation restrict The Bank of Tokyo-Mitsubishi UFJ, Limited Hang Seng Bank Limited N eachang commercial-grade Bank, Limited Chong Hing Bank Limited Bank of mainland China (Hong Kong) Limited UBS AG UFJ UBS AG REGISTERED OFFICECanons Court, 22 Victoria Street Hamilton HM12, Bermuda Canons Court, 22 Victoria Street Hamilton HM12, Bermuda HEAD OFFICE AND PRINCIPAL PLACE OF BUSINESS 2/F, TRP Commercial Centre 18 Tanner Road, North Point, Hong Kong PRINCIPAL REGISTRAR AND TRANSFER OFFICE HSBC Securities renovations (Bermuda) Limited 6 Front Street, Hamilton HM11 Bermuda HSBC Securities Services (Bermuda) Limited 6 Front Street, Hamilton HM11 Bermuda HONG KONG BRANCH REGISTRAR AND TRANSFER OFFICE Computer get by Hong Kong Investor Services Limited Rooms 1712-6, 17/F, Hopewell Centre 183 Queens Road East, Hong Kong WEBSITE www. median(a)wood. om. hk www. fairwood. com. hk STOCK inscribe 52 52 3 Highlights and Financial Calendar HIGHLIGHTS 18. 295 9. 8% 1. 306 5. 4% 38. 0 40. 0 39% 100. 0 72. 0 16. 659 1. 238 Turnover was HK$1,829. 5 atomic number 53 jillion one thousand million (2011 HK$1,665. 9 million), up 9. 8% Pro? t was HK$130. 6 million (2011 HK$123. 8 million), up 5. 4% Proposed final dividend of HK38. 0 cents per contribution and a surplus final dividend of HK40. 0 cents per sh be to commemorate the 40th ann iversary, representing a integral dividend per sh argon for the stratum increased by 39% to HK100. 0 cents (2011 HK72. 0 cents) unwashed pro? t margin was 13. 4% (2011 14. 5%) 24. 6% 98. 5 Return on average fair play1 was 24. 1% (2011 24. 6%) Basic earnings per address were HK104. 45 cents (2011 HK98. 55 cents) The course of study 2012 marked the 40th anniversary of Fairwood, our efforts had been recognised and obtained a number of awards related to brand, service and human resources management during the yr 1 Note 1 Return on average equity is de? ned as pro? t for the course of study attributable to equity dowerholders of the companion excluding the compensation true for surrender of a tenancy lease and the gain on disposal of non-current as delineates held for sale against the average total equity at the beginning and the end of the category 3. 4% 1 14. 5% 24. 1% 104. 45 FINANCIAL CALENDAR Interim results announcement Paid date of the interim dividend yearbook resul ts announcement 29 November 2011 23 December 2011 27 June 2012 Closure of register of members Annual general coming together Proposed final and special final dividends 7 phratry 2012 to 11 September 2012 ( some(prenominal) days inclusive) 18 September 2012 to 20 September 2012 (both days inclusive) 11 September 2012 On or before 3 October 2012 Annual general skirmish Payable date of the final and special final dividends 4 FAIRWOOD HOLDINGS LIMITED TURNOVER (HK$m)PROFIT ATTRIBUTABLE TO EQUITY SHAREHOLDERS (HK$m) 2,100 1,800 6% GR CA 1,665 1,665. 9 1,665. 9 ,665 1,562. 3 ,56 160 1,829. 5 1,829. 5 ,829. 5 140 120 100 101. 0 101. 0 0 0 % R7 AG C 130. 6 123 8 123. 8 1,500 1,200 1,433. 5 1,465. 5 1,465. 5 , ,465 93. 3 80. 0 80 900 60 600 300 0 40 20 0 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 CAGR Compound Annual Growth Rate BASIC EARNINGS PER SHARE (HK cents) NET ASSETS (HK$m) 100 98. 55 104. 45 104. 45 500 467. 7 503. 7 80 79. 02 74. 21 450 412. 6 63. 56 400 370. 0 374. 9 6 0 350 40 300 20 250 0 2008 2009 2010 2011 2012 200 2008 2009 2010 011 2012 5 Chairmans Statement TO OUR SHAREHOLDERS On behalf of the Board of Directors (the Board), I am pleased to present the yearly results of Fairwood Holdings Limited (the Comp some(prenominal)) and its subsidiaries (collectively referred to as the Group) for the year ended 31 certify 2012. FINANCIAL RESULTS 9. 8% 16. 659 1. 306 5. 4% 1,350 1,560 8. 2% 1. 082 18. 295 13. 4% 14. 5% 1. 238 During the year chthonic review, the Group recorded a dollar volume of HK$1,829. 5 million, up 9. 8% over the previous year (2011 HK$1,665. 9 million). Gross pro? t margin registered a slight decrease to 13. % (2011 14. 5%). Pro? t attributable to equity sh arholders was HK$130. 6 million (2011 HK$123. 8 million), representing a rise of 5. 4%. Excluding the compensation received for surrender of a tenancy lease of HK$13. 5 million and the gain of HK$15. 6 million on property disposal last year, pro? t from core operating activ ities registered a year-on-year increase of 8. 2% to HK$117. 1 million (2011 HK$108. 2 million). Basic earnings per share were HK104. 45 cents (2011 HK98. 55 cents). 1. 171 104. 45 98. 55 DIVIDENDS 38. 0 32. 0 12. 0 22. 0 20. 0 100. 0 72. 0 95% 8. 40. 0 The Board recommends to pay a ? nal dividend of HK38. 0 cents (2011 HK32. 0 cents) per share and a special ? nal dividend of HK40. 0 cents (2011 HK12. 0 cents) per share for the year ended 31 butt on 2012. Together with the interim dividend of HK22. 0 cents (2011 HK20. 0 cents and a special interim dividend of HK8. 0 cents) per share paid during the year, the total dividend for the year ended 31 run into 2012 amounts to HK100. 0 cents (2011 HK72. 0 cents) per share, representing a total distribution of almost 95% of the Groups pro? t for the year.The proposed ? nal and special ? nal dividends will be paid on or before Wednesday, 3 October 2012 to shareholders whose names appear on the Register of Members of the union at the butt on up of clientele on Thursday, 20 September 2012. 6 FAIRWOOD HOLDINGS LIMITED BUSINESS REVIEW Hong Kong The Hong Kong market cut acrossd to assume satisfactory results in the 2011/12 ? nancial year, with both turnover and comparable store sales achieving pleasing growth, contributed by our higher think of innovative products, astute pricing strategy, and well-planned network expansion. The operating nvironment was challenging partly due to the minimum wage legislation coming into effect, along with a continuous rise of food costs and rental levels. However, we are delighted that we managed to master the hurdles and well-kept a solid gross pro? t margin. Over the years, our visionary management team has evaluated a variety of means to alter competitiveness. The central food processing plant, the SAP Enterprise Resources Planning System, and the ? exible scheduling shift were measures that enabled us to stand expose from our peers and sustain bottom-line growth despite cha nges in the market environment.Our central food processing plant in Tai Po is now in full operation, standardising food quality and delivering an assured put out of safe, high-quality products at competitive prices. Through continuous efforts in improving ef? ciency and economies of scale, we have been able to lower both food and labour costs further. In auxiliary to our core fast food business line, we have developed much specialty restaurant brands targeting different consumer segments. Kenting Tea House, Buddies Cafe and Curry Factory have been in operation in the Hong Kong market.Our plan is to introduce these specialty restaurants to Mainland China when the business models are girded. SAP 7 Chairmans Statement 19. 1% Mainland China Fairwood has adopt an expansion strategy in Mainland China during the year. Recognised for our quality, our stores are highly popular among the locals, and we have also extended our network of restaurants to major blue cities such as Beijing a nd Tianjin. Over the years, we have made headway in to a lower placestanding the market by conducting market research which has enabled us to successfully capture local consumers palates and preferences.The results of our efforts have been positive with an excellent sales growth of 19. 1% recorded for the past year. We will continue to expand our business and to strengthen the pillars of our brand in Mainland China. Network During the year under review, the Group opened 10 new fast food stores including 6 in Hong Kong and 4 in Mainland China. As at 31 March 2012, the Group has a total of 108 stores in operation in Hong Kong, including 101 fast food stores, 2 Buddies Cafes and 5 specialty restaurants.In Mainland China, the Group operates 19 fast food stores. Corporate Recognition We believe that people and customers should always come ? rst, and thus have continuously strived to take on the needs of customers through the quality of both the food and the dining get down to deliver the pledge of our brand. The management is delighted to see its efforts acknowledged by the business community through sundry(a) accolades received during the year. The Group has been honoured with awards in three main sectors Brand, Service, and Human Resources Management.Our efforts have been recognised in the brand-related awards that we have garnered as follows during the year 8 FAIRWOOD HOLDINGS LIMITED 2011 Hong Kong Top Service Brand Awards 2011 by The Chinese Manufacturers Association of Hong Kong and Hong Kong Brand Development Council Hong Kong Proud Brands Award by The Chinese University of Hong Kong and Ming Pao Newspapers Limited Excellent service can enhance customer loyalty through tenderizeing a comfortable and enjoyable dining roll in the hay.Our commitment has been rewarded by the following(a) service-related awards we received during the year 2011 2011 Hong Kong Awards for Industries Customer Service Grand Award by the Hong Kong retail Management Associati on Service & Courtesy Award by the Hong Kong Retail Management Association Customer Service Excellence Award by the Hong Kong Association for Customer Service Excellence Hong Kong internationalist Airport Customer Service Excellence Programme Team Award and Individual Award by The Airport Authority Hong Kong 2011 gist QualityService Regime Quality Service Award in the General Retail Food and Beverage (Self-serve) Category by MTR Corporation 2011 By adhering to our motto Enjoy Great Food, Live a Great animateness, we care for our employees as well as our customers.We are pleased that our efforts in implementing family-friendly employment policies and practices within and beyond the working environment have been acknowledged in the following citations and awards 2011 ERB 2011 Distinguished Family-Friendly Employer by the Family Council ERB Manpower Development Scheme Award by the Employees Retraining Board Catering Industry Safety Awards by the dig out Department and Occu pational Safety & Health Council 9 Chairmans Statement PROSPECTS , , , , , As we embark on our 40th year of operation, we will continue to step up our efforts in gaining insights into consumer preferences while closely monitoring the market situation in Hong Kong and Mainland China so that we could align our strategies to achieve the optimal performance. We are optimistic that we can advance our business forward in this year of historical significance for the Group. At the same time, we will remain committed to our stakeholders and the community. In particular, we will further strengthen our relationships with our consumers, suppliers, employees and shareholders.Our efforts have earned us continuous support from customers over the course of four decades. Our first priority has always been to deliver a consistently excellent dining experience by providing quality food and service at an affordable price. Innovative delicious products, exciting marketing promotions and creativ e advertising campaigns are also planned for the coming year to attract more customers. Underpinning all of our efforts is our unwavering commitment to soliciting our customers opinions and endeavouring our best to improve our calling card and products to meet their preference and maintain their loyalty.At Fairwood, our suppliers are important to our success and we treat them as our long full term partners. We will continue to adopt a globose procurement strategy to source authentic and quality raw materials and to proactively control food costs. Furthermore, it is highly essential for us to maintain good relationships while closely monitoring both our new and existing vendors to get wind an uninterrupted supply of tasty food that our customers have come to expect. , ?, , ,? , ,? ?, , , , , ,? , , , 10 FAIRWOOD HOLDINGS LIMITED One of the near important factors behind our success is our highly experienced and loyal employees. Our employees are treated as members of a big family their job satisfaction is thus one of our key concerns. Towards this end, the management encourages work-life balance by introducing sexual and external activities for colleagues bene? and enjoyment. Moreover, we continue to provide comprehensive on-the-job training and reward our top performing employees accordingly. go away but non least, we believe ongoing communication and operational transparency are the keys to sustaining our relationship with our shareholders. As always, we will pay attention to our shareholders advice, strengthen our business model, improve our competitiveness, and achieve satisfactory returns in appreciation of their loyalty and support. APPRECIATIONStepping into Fairwoods 40th anniversary, I would like to once again express my deepest appreciation to our consecrated staff and management team. It has non been easy tackling the various challenges over the years, yet hand-in-hand we have managed to weather through good and bad times. I al so want to extend my gratitude to our customers, fellow directors, business partners and shareholders, for their valuable contributions and support down through the years. I am proud to be part of the Fairwood family, and we look forward to celebrating more decades of success together.Dennis Lo Hoi Yeung administrator Chairman Hong Kong, 27 June 2012 11 Financial Review Liquidity and Financial Resources 8. 068 8,400 3. 559 3. 346 2. 506 1. 5 5. 037 4. 677 The Group ? nances its business with internally generated currency ? ows and forthcoming banking facilities. At 31 March 2012, the Group had bank deposits and cash amounting to HK$265. 3 million (2011 HK$253. 7 million), representing an increase of 4. 6% from 2011. Most bank deposits and cash were denominated in Hong Kong dollars, United States dollars and Renminbi. At 31 March 2012, the Group had total bank loans of HK$31. million denominated in Hong Kong dollars (2011 HK$41. 9 million denominated in Hong Kong dollars and Renm inbi). each(prenominal) of the Groups bank borrowings were area to the ? oating rate basis and the maturity of borrowings are up to 2019. The unutilised banking facilities were HK$271. 1 million (2011 HK$270. 6 million). The gearing ratio of the Group dropped to 6. 2% (2011 9. 0%), which was calculated based on the total bank loans over total equity. 1. 3 2. 444 7. 809 1. 115 At 31 March 2012, the Group had total assets of HK$806. 8 million (2011 HK$780. 9 million).The Groups working capital was HK$111. 5 million (2011 HK$84. 0 million), represent by total current assets of HK$355. 9 million (2011 HK$334. 6 million) against total current liabilities of HK$244. 4 million (2011 HK$250. 6 million). Current ratio, being the proportion of total current assets against total current liabilities, was 1. 5 (2011 1. 3). Total equity was HK$503. 7 million (2011 HK$467. 7 million). 2. 653 4. 6% 2. 537 3,100 4,190 2. 711 9. 0% 2. 706 6. 2% Pro? tability 24. 1% 24. 6% Return on average equity was 24. 1% (2011 24. 6%), being pro? s attributable to equity shareholders of the order excluding the compensation received for surrender of a tenancy lease and the gain on disposal of non-current assets held for sale against the average total equity at the beginning and the end of the year. 12 FAIRWOOD HOLDINGS LIMITED Capital Expenditure 6,840 6,650 During the year, the capital expenditure was nearly HK$68. 4 million (2011 HK$66. 5 million) and these amounts were mainly used for new and existing shops renovation. Financial Risk Management The Groups receipts and expenditures were mainly denominated in Hong Kong dollars and Renminbi.The impact of the ? uctuation in exchange rate is immaterial to the Groups ? nancial position. The Group is exposed to foreign currency risk generally through cash at bank that are denominated in a currency otherwise than the functional currency of the trading operations to which they relate. The currencies giving rise to this risk are primarily Un ited States dollars and Renminbi. As United States dollar is pegged to Hong Kong dollar, the Group does non expect every signi? cant movements in the United States dollar/Hong Kong dollar exchange rate.The Group ensures that the net exposure is unbroken to an acceptable level by buying or selling foreign currencies at spot rates where necessary to reference work short term imbalances. For the purpose of offsetting the exposure of the interest rate ? uctuation, the Group had entered certain forward interest rate swaps with ? nancial institutions. The swaps were arranged to match the maturity of the repayment schedule of certain bank loans with the maturity over the next 4. 5 years and had the ? xed swap rates ranging from 2. 63% to 2. 74%. 4. 5 2. 74% 2. 63% Charges on Groups AssetsAt 31 March 2012, the net book value of properties pledged as security for banking facilities grant to certain subsidiaries of the Group amounted to HK$48. 3 million (2011 HK$48. 3 million) and no bank deposits and cash was used to pledge any loans or banking facilities. 4,830 4,830 Commitments 4,570 4,140 2,020 2,370 The Groups capital commitments outstanding at 31 March 2012 were HK$45. 7 million (2011 HK$41. 4 million). Included in capital commitment outstanding at 31 March 2012 was an amount of HK$20. 2 million (2011 HK$23. 7 million) for the future increment of the central food processing plant.In addition, the Group had other outstanding commitments of HK$0. 9 million at 31 March 2012 (2011 HK$8. 6 million) in respect of the contracting fee for operation of a fast food restaurant not provided for in the ? nancial statements. 90 860 13 Financial Review Contingent Liabilities At 31 March 2012, guarantys are given to banks by the friendship in respect of mortgage loans and other banking facilities extended to certain wholly- have subsidiaries. As at the end of the describeing period, the Directors do not consider it probable that a claim will be made against the connectio n under the guarantee arrangements.The maximum liability of the caller at the end of the reporting period under the guarantee is the amount of the facilities drawn down by all the subsidiaries that are covered by the guarantees, being HK$77. 6 million (2011 HK$84. 0 million). The guild has not recognised any deferred income in respect of the guarantee as its fair value cannot be reliably measured and there is no transaction price. 7,760 8,400 Employee Information 4,600 4. 434 4,600 5. 061 At 31 March 2012, the total number of employees of the Group was approximately 4,600 (2011 4,600).Staff costs for the year were approximately HK$506. 1 million (2011 HK$443. 4 million). Employees remuneration is commensurate with their job nature, quali? cations and experience. Salaries and wages are normally reviewed annually based on performance appraisals and other relevant factors. The Group continues to offer competitive remuneration packages, share options and bonus to eligible staff, based on the performance of the Group and the individual(a) employees. Also, the Group has committed to provide related training programme to improve the quality, competence and skills of all staff. 14FAIRWOOD HOLDINGS LIMITED Pro? le of Directors administrator Directors Neblett Investments Limited XV Mr Dennis Lo Hoi Yeung, aged 60, is the Executive Chairman of the Company. He graduated from the Parsons School of Design with a Bachelor phase in Fine Arts and also go to a course on food and beverage management at New York University. After completion of his studies in the U. S. A. in 1977, Mr Lo returned to Hong Kong and obtained a master key Degree in Business Administration. In 1981, Mr Lo linked Fairwood Fast Food Limited. In 1991, he played a major role in the listing of the Company.Mr Lo was the Managing Director of the Company from 1991 to 1999. He was appointed the Chairman and Chief Executive of the Company in January 2000. On 1 January 2009, Mr Lo relinquished his role a s Chief Executive but remained as the Executive Chairman of the Company. He is also a director of various subsidiaries of the Company. Mr Lo is a director of Neblett Investments Limited which has discloseable interests in the shares of the Company under the provisions of Part XV of the Securities and Futures Ordinance. Mr Chan Chee Shing, aged 58, is the Chief Executive Of? er of the Company. He received a Bachelor of Arts Degree in political economy from the University of Manitoba, Canada in 1977 and a Master of Business Administration Degree from the University of East Asia, Macau in 1987. Mr Chan has over 30 years experience in marketing. Prior to join the Group, he worked as a senior executive for a restaurant group which is listed on The stock list Exchange of Hong Kong Limited (the Stock Exchange). Mr Chan join the Group in 1995. He was appointed a Director of the Company in January 1998 and was appointed Chief Executive Of? er of the Company on 1 January 2009. Mr Chan is a lso a director of various subsidiaries of the Company. Ms Mak Yee Mei, aged 45, is the Executive Director of the Company. She holds a Bachelor of Science Degree in Economics, a Master of Science Degree in Finance and a Master Degree in Business Administration. She is an classify Member of the Institute of rent Accountants in England and Wales and the Chartered Institute of Management Accountants as well as a Fellow Member of the Association of Chartered Certi? ed Accountants and the Hong Kong Institute of Certi? d habitual Accountants. Ms Mak has extensive experience in auditing, accounting and ? nancial management. Prior to joining the Company, she had held senior management positions in several companies the securities of which are listed on the Stock Exchange. Ms Mak linked the Company in 2004 and was appointed Executive Director, Company Secretary and Authorized Representative of the Company on 1 January 2010. She is also a director of various subsidiaries of the Company. 15 Pro? le of Directors Non-executive Director * Mr Ng Chi Keung*, aged 63, is the Non-executive Director of the Company.He holds a Master Degree in Business Administration. He is an Associate Member of the Institute of Chartered Accountants in England and Wales, the Hong Kong Institute of Certi? ed Public Accountants and the Chartered Institute of Management Accountants. Mr Ng has over 30 years experience in ? nance and management. Prior to joining the Group, he held senior management positions with a number of well-known local and overseas multinational companies. Mr Ng joined the Group in 1994 and was appointed a Director of the Company in November 1995.He was re-designated as a Non-executive Director of the Company from 1 January 2010 following his retirement from the Group. At the same time, Mr Ng was also appointed as a member of the Audit deputation and remains as a member of the Remuneration charge of the Company. Mr Ng is an autarkical Nonexecutive Director of Soundwill Ho ldings Limited which is listed on the main board of the Stock Exchange. Independent Non-executive Directors * Mr Joseph Chan Kai Nin*, aged 64, was appointed an Independent Non-executive Director in 1991.He graduated from The University of Hong Kong, the University of Strathclyde and The Chinese University of Hong Kong. He holds a Bachelor of Arts Degree, a Diploma in Social Work, a Master of Business Administration Degree and a Master of Education Degree. He is a Fellow Member of the Institute of Human Resources Management. Mr Chan has over 30 years experience in human resources knowledge in public, commercial and educational sectors. He is currently Director of the Student Development Services, City University of Hong Kong.Dr Peter Lau Kwok Kuen, aged 59, was appointed an Independent Non-executive Director in September 2000. He holds a Doctorate Degree in Business Administration from The Hong Kong Polytechnic University, an MBA Degree from the University of Calgary in Canada and a Master of Buddhist Studies from The University of Hong Kong. He is a member of The Canadian Institute of Chartered Accountants and the Society of Certi? ed Management Accountants of Canada. Dr Lau had over 12 years of management and accounting experience in the private and public sectors in Canada prior to returning to Hong Kong in 1987.Dr Lau is currently the Chairman and Chief Executive of Giordano supranational Limited and was an Independent Non-executive Director of Hsin Chong expression Group Limited from 2002 to 2010, both of which are listed on the main board of the Stock Exchange. He also serves as an ex-of? cio member of the Faculty Advisory charge of the Faculty of Business at The Hong Kong Polytechnic University as well as Adjunct Professor of Marketing at City University of Hong Kong. 16 FAIRWOOD HOLDINGS LIMITED * selective information Modul AG Mr Tony Tsoi Tong Hoo*, aged 47, was appointed an Independent Non-executive Director in November 2008.He graduated from t he University of Western Ontario, Canada with an Honours Degree in Business Administration in 1986. Mr Tsoi is an Executive Director and the Chief Executive Of? cer of Varitronix International Limited, an Executive Director of ReOrient Group Limited, a Nonexecutive Director of China WindPower Group Limited and Zhidao International (Holdings) Limited (formerly known as Ocean Grand Holdings Limited), all of which are listed on the main board of the Stock Exchange. He is also the lieutenant Chairman of the supervisory board of Data Modul AG, which is listed on the Frankfurt Stock Exchange.Mr Peter Wan Kam To*, aged 59, was appointed an Independent Non-executive Director of the Company and the Chairman of the Companys Audit Committee in September 2009. He is a Fellow Member of Hong Kong Institute of Certi? ed Public Accountants and the Association of Chartered Certi? ed Accountants. Mr Wan was a former partner of PricewaterhouseCoopers Hong Kong and China ? rm. He has been a practicing accountant in Hong Kong for over 30 years and has extensive experience in auditing, ? nance, advisory and management.Mr Wan is currently an Independent Director of Mindray Medical International Limited (a company listed on the New York Stock Exchange, USA) and RDA Microelectronics, Inc. (a company listed on the NASDAQ). Mr Wan is also an Independent Non-executive Director of several companies listed on the Stock Exchange, namely China Resources Land Limited, Dalian Port (PDA) Company Limited, GreaterChina Professional Services Limited and Huaneng Renewables Corporation Limited. He was formerly an Independent Non-executive Director of Real Gold Mining Limited, which is listed on the main board of the Stock Exchange. * * Member of the Audit Committee Member of the Remuneration Committee Member of the Nomination Committee 17 Report of the Directors The Board of Directors (the Board) of Fairwood Holdings Limited (the Company) has pleasure in submitting their annual report together w ith the audited ? nancial statements of the Company and its subsidiaries (collectively referred to as the Group) for the year ended 31 March 2012. Principal Place of Business Canons Court, 22 Victoria Street, Hamilton HM12, Bermuda The Company is incorporated in Bermuda. Its registered of? e is located at Canons Court, 22 Victoria Street, Hamilton HM12, Bermuda and principal place of business is situated at 2/F, TRP Commercial Centre, 18 Tanner Road, North Point, Hong Kong. Principal Activities The principal activity of the Company is coronation holding. The Group is principally pursue in the operation of fast food restaurants and property investments. The principal activities and other particulars of the principal subsidiaries are set out on pages 131 to 133 to the ? nancial statements. The analysis of the principal activities and geographical locations of the operations of the Group during the ? ancial year are set out in note 3(b) to the ? nancial statements. 131 133 3(b) Majo r Customers and Suppliers For the year ended 31 March 2012, the aggregate amount of turnover and purchases attributable to the Groups ? ve largest customers and suppliers represent less than 30% (2011 less than 30%) of the Groups total turnover and purchases respectively. 30% 30% Financial Statements The pro? t of the Group for the year ended 31 March 2012 and the state of the Companys and the Groups affairs as at that date are set out in the ? nancial statements on pages 43 to 133. 43 33 Transfer to Reserves 130,567,000 123,842,000 Pro? t attributable to equity shareholders, before dividends, of HK$130,567,000 (2011 HK$123,842,000) has been transferred to reserves. Other movements in reserves are set out in the consolidated statement of changes in equity. An interim dividend of HK22. 0 cents (2011 an interim dividend of HK20. 0 cents and a special interim dividend of HK8. 0 cents) per share was paid on 23 December 2011. The Board now recommends the payment of a ? nal dividend of HK 38. 0 cents and a special ? nal dividend of HK40. 0 cents (2011 a ? al dividend of HK32. 0 cents and a special ? nal dividend of HK12. 0 cents) per share in respect of the year ended 31 March 2012. 22. 0 20. 0 38. 0 40. 0 32. 0 12. 0 8. 0 18 FAIRWOOD HOLDINGS LIMITED Charitable Donations 8,000 66,000 Charitable donations made by the Group during the year amounted to HK$8,000 (2011 HK$66,000). Fixed Assets 11 Movements in ? xed assets during the year are set out in note 11 to the ? nancial statements. Share Capital During the year, the Company purchased shares of the Company on The Stock Exchange of Hong Kong Limited (the Stock Exchange).Shares were repurchased during the year to reduce the dilutive effect of granting share options. Details of movements in share capital of the Company during the year are set out in note 24(d) to the ? nancial statements. 24(d)(ii) Save as set out in note 24(d)(ii) to the ? nancial statements, there were no other purchases, sales or redemptions of the Companys listed securities by the Company or any of its subsidiaries during the year. 24(d) Directors The Directors of the Company (the Directors) during the ? nancial year and up to the date of this report wereExecutive Directors Dennis Lo Hoi Yeung (Executive Chairman) Chan Chee Shing (Chief Executive Of? cer) Mak Yee Mei Non-executive Director Ng Chi Keung Independent Non-executive Directors Joseph Chan Kai Nin Peter Lau Kwok Kuen Tony Tsoi Tong Hoo Peter Wan Kam To 109 189(viii) In accordance with Bye-laws 109 and 189(viii) of the Company, Mr Tony Tsoi Tong Hoo and Mr Peter Wan Kam To shall retire by rotation at the forthcoming annual general meeting and Mr Tony Tsoi Tong Hoo and Mr Peter Wan Kam To, being eligible, will offer themselves for re-election at the forthcoming annual general eeting. Independent Non-executive Directors are appointed for a ? xed term of three years and are subject to retirement by rotation and re-election at the annual general meeting of the Company i n accordance with the Bye-laws of the Company. 19 Report of the DirectorsDirectors and Chief Executives Interests and lilliputian Positions in Shares, Underlying Shares and Debentures 352 As at 31 March 2012, the interests or short positions of the Directors and headland executives of the Company and their associates in the shares, underlying shares and debentures of the Company and its associated corporations (within the meaning of Part XV of the Securities and Futures Ordinance (the SFO)) as recorded in the register required to be kept by the Company pursuant to Section 352 of the SFO, or as otherwise noti? d to the Company and the Stock Exchange pursuant to the Model compute for Securities proceedings by Directors of Listed Issuers (the Model rule) were as follows XV (a) (a) Interests in the Company 1 Ordinary shares of HK$1 each Number of underlying shares pursuant ain interests Dennis Lo Hoi Yeung 109,000 Family interests Corporate interests Other interests 55,435,384 1 (Note 1) Chan Chee Shing Mak Yee Mei 15,000 680,000 1,000,000 320,000 1,015,000 1,000,000 0. 2% 0. 80% to Share pickaxes Total 55,544,384 Percentage of total issued shares 44. 61% 1 Limited Limited Neblett Investments Neblett CFJ Holdings CFJ Neblett CFJ Note 1 These shares were held by Neblett Investments Limited (Neblett) and CFJ Holdings Limited (CFJ). The companies are bene? cially owned by two separate trusts of which Mr Dennis Lo Hoi Yeung is a discretionary object.Mr Dennis Lo Hoi Yeung, by virtue of his interest in the trusts as a discretionary object and as the Executive Chairman of the Company, was deemed to be enkindle in the shares held by Neblett and CFJ. 20 FAIRWOOD HOLDINGS LIMITED Directors and Chief Executives Interests and Short Positions in Shares, Underlying Shares and Debentures (continued) (b) (b) Interests in Fairwood Fast Food Limited (FFFL) 10 Non-voting deferred shares of HK$10 each Personal interests Dennis Lo Hoi Yeung 11,500 Family interests Corporate interests Other interests 279,357 2 (Note 2) Total 290,857 2 Limited Pengto International Pengto Pengto Note 2 These shares were held by Pengto International Limited (Pengto), a company bene? cially owned by a trust of which Mr Dennis Lo Hoi Yeung is a discretionary object. Mr Dennis Lo Hoi Yeung, by virtue of his interest in the trust as a discretionary object and as the Executive Chairman of the Company, was deemed to be interested in the shares held by Pengto. all(a) the interests stated above represent long positions.Apart from the foregoing and those disclose under the section Share Option Scheme below, as at 31 March 2012, none of the Directors or chief executives of the Company or any of their spouses or children under eighteen years of age had any other interests or short positions in the shares, underlying shares or debentures of the Company or any of its associated corporations (within the meaning of Part XV of the SFO) which had been entered in the register kep t by the Company pursuant to Section 352 of the SFO or as otherwise noti? d to the Company and the Stock Exchange pursuant to the Model tag. Details of Directors and chief executives interests under the Companys share option scheme are also set out in the section Share Option Scheme below. 352 XV 21 Report of the Directors Share Option Scheme On 7 September 2011, the Company terminated its then share option scheme that was adopted on 18 September 2002 (the 2002 Option Scheme) and adopted a new share option scheme (the 2011 Option Scheme) on the same date.As a result of the termination, no further options may be disposed(p) under the 2002 Option Scheme but the options that have been granted and remained outstanding as of that date under the 2002 Option Scheme remain effective. A summary of the 2002 Option Scheme and 2011 Option Scheme is set out below (a) a) 2002 Option Scheme The purpose of the 2002 Option Scheme was to attract and retain the best quality personnel for the developm ent of the Companys businesses to provide additional incentives to any employee of the Company or its subsidiaries or any consultant, agent, representative, adviser, supplier of goods or services, customer, contractor, business ally and joint venture partner (the 2002 Option Scheme Qualifying alienee) and to promote the long term ? nancial success of the Company by positioning the interests of option holders to shareholders of the Company.Under the 2002 Option Scheme, Directors were authorised, at their discretion, to invite any Director (including Non-executive Director and Independent Non-executive Director) or any of the 2002 Option Scheme Qualifying Grantee to take up options to subscribe for shares in the Company at a price which shall not be less than the highest of (i) the pass completion price of the shares as stated in the daily quotation sheet of the Stock Exchange on the date of offer (ii) the average closing price of the shares as stated in the daily quotation sheets of the Stock Exchange for the 5 business days direct anterior the date of offer and (iii) the nominal value of a share. As at 7 September 2011 (being the date of termination), the maximum number of shares in respect of which options granted under the 2002 Option Scheme is 12,660,828 shares, being 10% of the issued share capital of the Company as at 23 August 2006, the date on which the di mutant of the mandate limit under the 2002 Option Scheme was approved by the shareholders of the Company.The maximum entitlement for any one participant under the 2002 Option Scheme shall not in any 12 months period up to the date of grant exceed 1% of the Companys shares in issue. (i) (ii) (iii) 12,660,828 10% 1% 22 FAIRWOOD HOLDINGS LIMITED Share Option Scheme (continued) (b) (b) 2011 Option Scheme The purpose of the 2011 Option Scheme is to attract and retain the best quality personnel for the development of the Companys businesses to provide incentives or rewards to any employee, Director (inc luding Non-executive Director and Independent Non-executive Director) or of? cer of any member of the Group or any related trust or company (the 2011 Option Scheme Qualifying Grantee) and to promote the long term ? ancial success of the Company by aligning the interests of option holders to shareholders of the Company. Under the 2011 Option Scheme, Directors were authorised, at their discretion, to invite any of the 2011 Option Scheme Qualifying Grantee to take up options to subscribe for shares in the Company at a price which shall not be less than whichever is the highest of (i) the closing price of the shares as stated in the daily quotation sheet of the Stock Exchange on the date of offer (ii) the average closing price of the shares as stated in the daily quotation sheets of the Stock Exchange for the 5 business days immediately preceding the date of offer and (iii) the nominal value of a share.As at 31 March 2012, the maximum number of shares in respect of which options may be granted under the 2011 Option Scheme is 12,563,528 shares being 10% of the issued share capital of the Company as at 7 September 2011. The maximum entitlement for any one participant under the 2011 Option Scheme shall not in any 12 months period up to the date of grant exceed 1% of the Companys shares in issue. (i) (ii) (iii) 12,563,528 10% 1% The life of the 2011 Option Scheme is 10 years commencing on 7 September 2011 and expiring on 6 September 2021. During the year ended 31 March 2012, (i) (i) No option was granted under the 2011 Option Scheme and 23 Report of the Directors Share Option Scheme (continued) (ii) 1 12. 58 11. 0 1 1 (ii) the Directors and employees of the Company had the following interests in options to subscribe for shares of the Company (market value per share at 31 March 2012 was HK$12. 58 (2011 HK$11. 10)) granted for HK$1 consideration under the 2002 Option Scheme. The options are unlisted. Each option gives the holder the proper(ip) to subscribe for one ordi nary share of HK$1 each of the Company. Number of options outstanding at 1 April 2011 1,000,000 Chan Chee Shing (Director) Number of options granted during the year appointee granted Number of options lapsed Exercisable during period the year Number of options exercised during the year Number of options outstanding at 31 March 2012 1,000,000 Exercise price per share 6. 26 HK$6. 26Closing price per share immediately before date of grant of options 6. 28 HK$6. 28 Weighted average price of closing price per share immediately before date of exercise of options 8 April 2009 20% Exercisable in ? ve tranches of 20% during the period from 1 April 2010 to 31 March 2016 400,000 Mak Yee Mei (Director) 1 March 2010 20% Exercisable in ? ve tranches of 20% during the period from 1 January 2011 to 31 December 2016 800,000 Employee 6 April 2009 20% Exercisable in ? ve tranches of 20% during the period from 5 April 2010 to 4 April 2017 (480,000) (320,000) 6. 30 HK$6. 30 6. 23 HK$6. 23 11. 68 HK$11. 68 (80,000) 320,000 8. 08 HK$8. 08 8. 07 HK$8. 7 11. 68 HK$11. 68 24 FAIRWOOD HOLDINGS LIMITED Share Option Scheme (continued) Number of options outstanding at 1 April 2011 2,358,000 Employees Number of options granted during the year Date granted Number of options lapsed Exercisable during period the year (78,000) Number of options exercised during the year (600,000) Number of options outstanding at 31 March 2012 1,680,000 Exercise price per share 6. 26 HK$6. 26 Closing price per share immediately before date of grant of options 6. 28 HK$6. 28 Weighted average price of closing price per share immediately before date of exercise of options 11. 10 HK$11. 10 8 April 2009 20% Exercisable in ? e tranches of 20% during the period from 1 April 2010 to 31 March 2016 95,000 Employee 4 May 2009 20% Exercisable in ? ve tranches of 20% during the period from 1 April 2010 to 31 March 2016 90,000 Employee 10 July 2009 20% Exercisable in ? ve tranches of 20% during the period from 1 Jul y 2010 to 30 June 2016 50,000 Employee 17 December 2010 20% Exercisable in ? ve tranches of 20% during the period from 17 December 2011 to 16 November 2018 50,000 10. 96 HK$10. 96 10. 60 HK$10. 60 (30,000) 60,000 7. 69 HK$7. 69 7. 30 HK$7. 30 11. 46 HK$11. 46 (60,000) (35,000) 6. 29 HK$6. 29 6. 18 HK$6. 18 10. 78 HK$10. 78 25 Report of the DirectorsShare Option Scheme (continued) Number of options outstanding at 1 April 2011 100,000 Employee Number of options granted during the year Date granted Number of options lapsed Exercisable during period the year Number of options exercised during the year Number of options outstanding at 31 March 2012 100,000 Exercise price per share 10. 90 HK$10. 90 Closing price per share immediately before date of grant of options 10. 92 HK$10. 92 Weighted average price of closing before date of exercise of options 16 February 2011 20% Exercisable in ? ve tranches of 20% during the period from 16 February 2012 to 15 February 2017 Employee 28 April 2011 20% Exercisable in ? e tranches of 20% during the period from 28 April 2012 to 27 May 2019 Employee 28 April 2011 20% Exercisable in ? ve tranches of 20% during the period from 1 July 2011 to 30 June 2016 Employee 9 May 2011 20% Exercisable in ? ve tranches of 20% during the period from 9 May 2012 to 8 May 2019 800,000 800,000 10. 88 HK$10. 88 10. 82 HK$10. 82 100,000 (80,000) (20,000) 10. 91 HK$10. 91 10. 84 HK$10. 84 11. 76 HK$11. 76 800,000 800,000 10. 91 HK$10. 91 10. 84 HK$10. 84 26 FAIRWOOD HOLDINGS LIMITED Share Option Scheme (continued) Information on the accounting policy for share options granted and the weighted average value per option is provided in note 1(p)(ii) and note 21 to the ? nancial statements respectively.Apart from the foregoing, at no time during the year was the Company or any of its subsidiaries a fellowship to any arrangement to enable the Directors or chief executives of the Company or any of their spouses or children under eighteen years of age to acquire bene? ts by means of acquisition of shares in or debentures of the Company or any of its associated corporations within the meaning of the SFO. 1(p)(ii) 21 Substantial Interests in the Share Capital of the Company 336 As at 31 March 2012, the interests or short positions of every person, other than the Directors and chief executives of the Company, in the shares and underlying shares of the Company as recorded in the register required to be kept by the Company under Section 336 of the SFO, or as otherwise noti? d to the Company, were as follows Shares directly and/or indirectly held (i) Neblett (ii) CFJ 2 1 1 2 1 (i) Neblett (Note 1) (ii) CFJ (Note 2) (iii) sweet Spirit International Corporation (Note 1) (iv) HSBC International legal guardian Limited (Note 1) (v) HSBC legal guardian (Cook Islands) Limited (Note 2) (vi) Allard Partners Limited 12,632,500 6,660,000 48,775,384 48,775,384 6,660,000 48,775,384 Percentage of total issued shares 39. 18% 5. 35% 3 9. 18% 39. 18% 5. 35% 10. 15% (iii) Winning Spirit International Corporation Limited Limited (iv) HSBC International Trustee (v) HSBC Trustee (Cook Islands) (vi) Allard Partners Limited 27 Report of the DirectorsSubstantial Interests in the Share Capital of the Company (continued) 1 Neblett Winning Spirit International Corporation Neblett 100% Neblett HSBC International Trustee Limited Winning Spirit International Corporation 100% Neblett Note 1 These interests represented the same block of shares directly held by Neblett. Winning Spirit International Corporation owned 100% interest in Neblett and was therefore deemed to be interested in the shares directly held by Neblett. HSBC International Trustee Limited, in its capacity as a legal guardian of a trust of which Mr Dennis Lo Hoi Yeung is a discretionary object, owned 100% interest in Winning Spirit International Corporation and was therefore deemed to be interested in the shares directly held by Neblett and 2 CFJ HSBC Trustee (Co ok Islands) Limited CFJ CFJ 100% Note 2 these interests represented the same block of shares directly held by CFJ. HSBC Trustee (Cook Islands) Limited, in its capacity as a trustee of a rust of which Mr Dennis Lo Hoi Yeung is a discretionary object, owned 100% interest in CFJ and was therefore deemed to be interested in the shares directly held by CFJ. All the interests stated above represent long positions. Save as disclosed above, no other interest or short position in the shares or underlying shares of the Company were recorded in the register required to be kept under Section 336 of the SFO as at 31 March 2012. 336 Suf? ciency of Public Float Based on the information that is publicly available to the Company and within the knowledge of the Directors as at the date of this annual report, the Company has maintained the prescribed public ? oat under the Rules Governing the itemisation of Securities on the Stock Exchange (the Listing Rules). 28FAIRWOOD HOLDINGS LIMITED Continuing C onnected Transactions 14A The particulars of the following move committed transactions of the Group are set out below in compliance with the reporting requirements of Chapter 14A of the Listing Rules (a) 28(b) (a) Tenancy agreement with New poor boy International Limited (New mastermind) As detailed in note 28(b) to the ? nancial statements, FFFL, a subsidiary of the Company, leased a property from New Champion with a lease term of three years from 10 April 2009 to 9 April 2012 for the operation of a fast food restaurant. On 31 October 2011, such lease was renewed for a further three years from 10 April 2012.As New Champion is an associate of Mr Dennis Lo Hoi Yeung (a Director of the Company), the entering into the lease constituted move attached transaction for the Company. Details of rent and deposits paid by FFFL relating to the property for the above transaction are as follows 2012 HK$000 Rent for the year Rental deposits at 31 March 1,440 360 2011 HK$000 1,440 360 (b) 28(c ) (b) Tenancy agreement with Hibony Limited (Hibony) As detailed in note 28(c) to the ? nancial statements, FFFL leased a property from Hibony for three years from 1 March 2012 for the operation of a fast food restaurant that had to be relocated due to urban renewal.As Hibony is an associate of Mr Dennis Lo Hoi Yeung (a Director of the Company), the entering into the lease constituted continuing connected transaction for the Company. Details of rent and deposits paid by FFFL relating to the property for the above transaction are as follows 2012 HK$000 Rent for the year Rental deposits at 31 March 208 660 2011 HK$000 29 Report of the Directors Continuing Connected Transactions (continued) 14A In compliance with Chapter 14A of the Listing Rules in connection with the above continuing connected transactions, the Independent Non-executive Directors have reviewed and con? rmed that the transactions with New Champion nd Hibony (the Transactions) have been entered into (i) in the ordinar y and usual course of business (ii) either on normal commercial terms or on terms no less favourable than those available to or from independent third parties (iii) in accordance with the terms of agreements governing the Transactions on terms that are fair and reasonable and in the interests of the shareholders of the Company as a whole and (iv) the aggregate value of the Transactions for the year ended 31 March 2012 has not exceeded the maximum aggregate annual value. The Companys auditor was engaged to report on the Groups continuing connected transactions in accordance with Hong Kong Standard on Assurance Engagements 3000 Assurance Engagements Other Than Audits or Reviews of historic Financial Information and with reference to Practice Note 740 Auditors Letter on Continuing Connected Transactions under the Hong Kong Listing Rules issued by the Hong Kong Institute of Certi? ed Public Accountants. The auditors have issued their unquali? ed letter containing their ? dings and conc lusions in respect of the continuing connected transactions in accordance with Rule 14A. 38 of the Listing Rules. A copy of the auditors letter has been provided by the Company to the Stock Exchange. (i) (ii) (iii) (iv) 3000 740 14A. 38 Directors Interests in Contracts Save as the transactions disclosed in the section headed Continuing Connected Transactions, no contract of signi? cance to the Groups business to which the Company or any of its subsidiaries was a party and in which a Director had a material interest, whether directly or indirectly, subsisted at the end of the year or at any time during the year. 30 FAIRWOOD HOLDINGS LIMITED Directors Service ContractsNo Director proposed for re-election at the forthcoming annual general meeting has an unexpired service contract which is not determinable by the Company or any of its subsidiaries within one year without payment of compensation, other than normal statutory compensation. Pre-emptive Rights There is no provision for pre-e mptive rights under the Companys Bye-laws and the laws in Bermuda. Bank Loans 19 Particulars of bank loans of the Group at 31 March 2012 are set out in note 19 to the ? nancial statements. Five-Year Group Financial Summary 134 135 A summary of the results and of the assets and liabilities of the Group for the last ? ve ? nancial years is set out on pages 134 and 135 of the annual report. Investment Properties 136 Particulars of the investment properties of the Group are shown on page 136 of the annual report. Retirement SchemeThe Group operates a mandatary Provident Fund Scheme (the MPF Scheme) under the Hong Kong Mandatory Provident Fund Schemes Ordinance for employees in Hong Kong under the jurisdiction of the Hong Kong Employment Ordinance. Particulars of the MPF Scheme are set out in note 20 to the ? nancial statements. Employees engaged by the Group outside Hong Kong are covered by appropriate local de? ned contribution retirement schemes pursuant to the local labour rules and regulations. 20 Con? rmation of Independence 3. 13 The Company has received from each of the Independent Nonexecutive Directors an annual con? rmation of independence pursuant to Rule 3. 13 of the Listing Rules and considers all the Independent Non-executive Directors to be independent. 31 Report of the Directors Auditor KPMG retire and, being eligible, offer themselves for re-appointment.A resolution for the re-appointment of KPMG as auditor of the Company is to be proposed at the forthcoming annual general meeting. By order of the Board Dennis Lo Hoi Yeung Executive Chairman Hong Kong, 27 June 2012 32 FAIRWOOD HOLDINGS LIMITED Corporate Governance Report The Board of Directors (the Board) of Fairwood Holdings Limited (the Company) is committed to achieving high standards of corporate governance practices to safeguard the interests of shareholders and to enhance corporate value and accountability. The Company has complied with the code provisions as set out in the Code on Corporate Governance Practices (the CG Code) contained in Appendix 14 of the Rules Governing the Listing ofSecurities on The Stock Exchange of Hong Kong Limited (the Listing Rules) throughout the year ended 31 March 2012, save and except that the Chairman and/or Managing Director of the Company are not subject to retirement by rotation, details of which and the reasons for the deviation are stated below. Following the announcement of consultation conclusion on the review of the CG Code and associated Listing Rules in October 2011, The Stock Exchange of Hong Kong Limited (Stock Exchange) introduced a number of amendments to the CG Code and associated Listing Rules that are to be effective in 2012 (Revised Code). This report also describes the number of requirements under the Revised Code that the Company has adopted. Model Code for Securities TransactionsThe Company has adopted the Model Code for Securities Transactions by Directors of Listed Issuers (the Model Code) as set out in Appendix 10 of the Listing Rules for securities transactions by the Directors of the Company (the Directors). Following speci? c query by the Company, all Directors con? rmed their compliance with the required standards set out in the Model Code throughout the year ended 31 March 2012. Board of Directors The overall management of the Companys business is vested in the Board, which assumes the responsibility for leadership and control of the Company and is collectively responsible for promoting the success of the Company by directing and supervising its affairs. All Directors have taken decisions objectively in the interests of the Company and its shareholders at all times.The Board recognizes that corporate governance should be the collective responsibility of all Directors, as such, it adopted terms of reference for corporate governance functions that are in line with the Revised Code. 33 Corporate Governance Report Board of Directors (continued) The Board undertakes responsibility for decis ion making in major matters of the Company, including the approval and monitoring of all policy matters, overall strategies and budgets, internal controls, ? nancial information, appointment of directors and other signi? cant ? nancial and operational matters. All Directors have been consulted on all major and material matters of the Company.With the advice and services of the Company Secretary, the Executive Chairman seeks to ensure that all Directors are properly briefed on issues arising at Board meetings and receive adequate and reliable information in a timely manner. Directors may adopt to take independent professional advice in appropriate circumstances at the Companys expenses, upon making request to the Board. The day-to-day management, administration and operation of the Company are delegated to the Executive Committee which comprises the three Executive Directors and the senior management of the Company. The delegated functions and work tasks are periodically reviewed. A pproval has to be obtained from the Board prior to any signi? ant transactions entered into by the abovementioned of? cers. As at the date of this report, the Board comprises the following Directors Executive Directors Dennis Lo Hoi Yeung (Executive Chairman) Chan Chee Shing (Chief Executive Of? cer) Mak Yee Mei Non-executive Director Ng Chi Keung Independent Non-executive Directors (INED(s)) Joseph Chan Kai Nin Peter Lau Kwok Kuen Tony Tsoi Tong Hoo Peter Wan Kam To 34 FAIRWOOD HOLDINGS LIMITED Board of Directors (continued) During the year ended 31 March 2012, the Board at all times met the requirements of the Listing Rules relating to the appointment of at least three INEDs with at least one INED possessing appropriate professional quali? ations or accounting or related ? nancial management expertise. The commission of INEDs is more than one third of the Board. A list containing the names of the Directors with their roles and functions has been published on the websites of the C ompany and the Stock Exchange. Biographical details of all Directors are set out on pages 15 to 17 of this annual report. There is no relationship among Directors of the Board and in particular, between the Executive Chairman and the Chief Executive Of? cer. The Company has received from each of the INED an annual con? rmation in writing of his independence pursuant to Rule 3. 13 of the Listing Rules.Furthermore, the Board is not conscious of any relationship or circumstances which would interfere with the exercise of the independent judgment of the INEDs. Accordingly, the Company considers that all the INEDs are independent. Four full Board meetings were held during the year ended 31 March 2012 and attendance record of each Director is set out below 15 17 3. 13 No. of meetings accompanied/held Executive Directors Dennis Lo Hoi Yeung (Executive Chairman) Chan Chee Shing (Chief Executive Of? cer) Mak Yee Mei Non-executive Director Ng Chi Keung Independent Non-executive Directors Jo seph Chan Kai Nin Peter Lau Kwok Kuen Tony Tsoi Tong Hoo Peter Wan Kam To 4/4 4/4 3/4 4/4 3/4 4/4 4/4 4/4 35Corporate Governance Report Board of Directors (continued) All Directors well understand their responsibilities to present a balanced, clear and understandable assessment of annual and interim reports, price-sensitive announcements and other disclosures required under the Listing Rules and other restrictive requirements. The Directors acknowledge their responsibility for preparing ? nancial statements which give a true and fair view of the state of affairs of the Group. The statement of the auditor of the Company about their reporting responsibilities on the ? nancial statements of the Company is set out on pages 41 and 42 in the independent auditors report.The Directors, having made appropriate enquiries, con? rm that there are no material uncertainties relating to events or conditions that may cast doubt upon the Companys ability to continue as a going concern. 41 42 Appoin tment and Re-election of Directors On 11 January 2012, the Board established the Nomination Committee with written terms of reference which are in line with the Revised Code and are posted on the websites of the Company and the Stock Exchange and are available to shareholders upon request. The Nomination Committee comprises two INEDs, Dr Peter Lau Kwok Kuen and Mr Peter Wan Kam To. Mr Dennis Lo Hoi Yeung is the prexy of the Nomination Committee.The Nomination Committee reviews the structure, size and composition of the Board, identi? es and recommends to the Board suitable candidate(s) to stand for election by shareholders at annual general meeting, or when necessary, to ? ll vacancies on the Board. The Board is empowered under the Bye-laws of the Company (the Bye-laws) to appoint any person as a director of the Company either to ? ll a periodic vacancy or as an addition to the Board. For procedures for shareholders to propose a person for election as a director, please refer to t he procedures posted on the Companys website. 36 FAIRWOOD HOLDINGS LIMITED Appointment and Re-election of Directors (continued) i) (ii) According to the Bye-laws, (i) new Directors appointed by the Board during the year shall hold of? ce until the ? rst annual general meeting after their appointment and shall then be eligible for reelection and (ii) at each annual general meeting, one-third of the Directors (other than any Director holding of? ce as Chairman or Managing Director) for the time being or, if their number is not three or a multiple of three, then the number nearest to but not less than one-third, shall retire from of? ce provided that each Director (other than any Director holding of? ce as Chairman or Managing Director) including those appointed for a speci? c term shall be subject to retirement by rotation at least once every three years.A copy of an up-to-date consolidated version of the Companys Memorandum of Association and Bye-laws are available at the websites of the Company and the Stock Exchange. Currently, all Non-executive Directors are appointed for a speci? c term of three years, subject to retirement by rotation and re-election by the shareholders in accordance with the Bye-laws. Chairman and Chief Executive Of? cer The Chairman and Chief Executive Of? cer of the Company are Messrs Dennis Lo Hoi Yeung and Chan Chee Shing respectively whose roles are segregated and are not exercised by the same individual. A. 4. 2 Code provision A. 4. 2 of the CG Code stipulates that every director, including those appointed for a speci? term, should be subject to retirement by ro

National Honors Society Essay Essay

To me, National Honors Societys four pillars are essential elements to universe a member of this society. Scholarship and attractorship are the both pillars that I feel complement each other because one should be a leader in the community and shoal without forgetting to be a trustworthy student and scholar. Service and character go well together because in order to provide services to students or members of the community, it is necessary to declare a entire character in order to help others.Leadership is one of the most important traits to have non only in school but foreign too. In school, one can take up the position of world a leader by tutoring classmates. By helping a peer read a topic they were confused about, a feeling of accomplishment and happiness comes along. One can to a fault be a leader by being a part of a club and helping the club officers and other members reach their club goals. For example, I am part of the Environmental Club and I have been an active me mber since freshmen year. I have participated in many of the events put together by this club and have helped them in planning these events to understand things run smoothly. At the moment, I am working with two friends on a marketing project for the tower gardens in school. If I am accepted into the National Honors Society, I will be suitable to gain more experience in being a leader and I will so be able to help the Environmental Club more in fulfilling more club goals. If accepted, I plan to take everything I learn from being a part of this society and apply it to my life.Along with leadership comes the other pillar scholarship. To me, this pillar is essential because one can be an outstanding leader with full but have bad grades. So although those two pillars are important, the scholarship pillar is equally as important. If someone is capable of having all those good traits while having good grades and being a scholar, they are perfect for critical pointing NHS. I always t ry to make time for everything like doing homework and analyze while also doing volunteer work and helping friends. Itsdifficult to do, but I try my best to make time to accomplish things I need to get done without feeling like Im tipping the scale on one side more than the other. If I am selected to join this society, I will not forget about my schoolwork. Instead, it would motivate me to do better in my classes in order to keep my GPA in the regenerate place so I would be able to continue participating in NHS without forgetting the importance of being a scholar.The next pillar, service, is one of neat importance. I am aware that National Honors Society is a service organization. There will be many activities that will help not only our school but also members of the community and others who are in need of help. Personally, I feel that serving others should be done with a kind heart and not expecting anything in return. One should provide services to those in need because it is the right thing to do and it is truly helpful to those who need it. In the past, I have helped members of my church raise money to give to kids who cannot afford to go on field trips the church goes on. And I have helped raise money for the American malignant neoplastic disease Society each year since freshmen year because the money goes to a good cause and benefits many people. If I am inducted into NHS I will be ingenious to get the opportunity to participate in other events and activities that help people in need. This would help me give back to the community and our school and also raise me how I should be grateful to have what I have.The last pillar, character, is something we work on everyday to try to improve. Abraham Lincoln once said Reputation is the shadow. quality is the tree. What I love about this quote is that he is stating that our character is not just what we show to others, but whom we are when no one is around. If one has a superb character, then it is likely that one also has the other three pillars as well.Having a good character helps you in becoming a great leader without forgetting to be a scholar. And in order to provide services to others, having a good character is a must. To me character includes being responsible, trustworthy, respectful, fair, and caring. If I were chosen to be part of the NHS, I would definitely try to improve my character in all of those areas because it is important. Character is what makes people believe in you and it also helps you go afterin your personal life.I strongly believe that all four pillars leadership, scholarship, service, and character, are crucial not only for National Honors Society but also crucial for life. If I were to join NHS, I would be given the opportunity to improve in all of these areas and learn from others who are doing the same. I would be able to get to know students that Ive never seen before or talked to before, and I would get time to spend helping others which is truly g ratifying. Joining NHS would be an accolade and would help me become a better student, classmate, and friend.

Ottoman Empire and Empire Building

Comp be/Contrast Essay Student Essay consumes Directions Using the grading rubric, read the attached essays and s join them. Be sure to read thoroughly, and retrieve that you are trying to find ways to GIVE the writer points, sooner than trying to find ways to TAKE points away. With that said, hitherto, the information must still be correct in order for a point to be awarded **You MUST record the final score, as well as why you are/are not giving the writer points. **You are allowed to give the essay 2 possible scores (Example I think the essay is either a 3 or a 4). *Please do not look at the official explanation until after you have scored the essays. You dont get any(prenominal) special reward for get rumpg them right. The goal is to learn something. Essay Question Within the limit from 1450-1800, compare the processes (e. g. political, social, stinting) of pudding stone building in the Spanish empire with the empire-building processes in ONE of the following The ottoman p udding stone OR The Russian imperium. CC Essay 1 (3RR) Between the years 1400 and 1800, freshly empires appeared on the globe. wholeness of these empires is the Spanish and the other is the Ottoman imperium.Both of these bear convertibleities only when had their battles as well. They some(prenominal) carved show up study chunks of the globe and were two major powers in the impudently formed global world. Politically, economically, and socially, these empires were similar in many ways, but they had important deviances that separated them apart. The Spanish were an up and coming world power in this snip period between 1400 and 1800. They soon dominated e realplaceseas and trading. Differing from the Ottoman conglomerate to the east. The Spanish Empire was largely sea based.Their advanced ships and naval technologies allowed the to discover new continents and claim them to be their own. The Spanish set up colonies for the economy to run and they relied heavily on import s from their distant colonies across the Atlantic. They imported large amounts of silver and feed goods to run their economy. Also, the foundation of their empire was primarily focused on the spreading of Christianity. They founded the Americas on their slogan Gold, God and Glory as they forcefully converted the natives in the New World.Also, their government was based on a monarchy with lesser nobles beneath him. The Spanish completely opposed the Islamic religion which can be seen it the Spanish Inquisition as they fought the Moors in Spain to nark it purely Christian. The Ottoman Empire holds many differences against the Spanish Empire. Unlike the Spanish, the Ottoman Empire as a land-based empire that dominated the Middle East right up to Eastern Europe. The economy of the Ottoman Turks was based on conquering new lands and exploiting them for their value.The Ottomans keep to conquer, not only so their economies wouldnt fall but also to spread their religion, Islam. Unlike th e Spanish, they did have some religious tolerance in their empire, but hey mostly forcefully converted who they conquered The Ottoman Empire was an ethnocentric one, not open to too many outside ideas. The Empire was reigned over by a religious leader know as the Sultan, but his advisors, or the viziers were the rue voices of the government. They made those who didnt covert to Islam their military or the janissaries, unlike the Spanish who undecomposed enslaved or killed them.Though having many differences, the Spanish and the Ottoman Empire were actually quite similar. Both were ruthless empires that conquered and dominated. Also, both empires wouldnt have been established if it wasnt for the rely to spread their religious beliefs and they both persecuted if necessary. Both of the empires had a lowe class of slaves or serfs that did all the work to maintain production and they both participated in the slave hand out of Africa. The governments of the Spanish and Ottoman Empire we re run by religious icons or figures who had absolute control.These empires were among the wealthiest in the world, but only the elite had the money. The economy of both the Spanish and the Ottoman Turks both would not prosper if they had not conquered in the offset place. Politically, economically, and socially the Ottoman Empire and the Spanish Empire were similar in many ways. The Spanish and the Ottoman Empire, one dominating the sea and overseas, one dominating the land, were politically similar in governing system, but different tin the way the distributed their policies.Economically, they differed in that the Ottomans relied on conquering and the Spanish on colonies but were similar in that they both needed to take over lands that werent originally theirs. Socially, the class system was rough and rigid in both with slaves at the bottom and absolute rulers at the top but they differed in the religion that was part of life in the deuce empires. Both empires would eventually se e their downfall but for the time period 1400 1800 they made their time worth fleck, besides and differently.CC Essay 2 (3EE) European colonialism had an enormous impact on the world, then and today. What most t rarity to overlook, however is the empire of Russia, simultaneously rising in the east. In the 350 years after 1450, Spain and Russia built their empires, each with different locations, political structures , and goals. Spain, during this time period, was colonizing Latin America. A really small mother country, in relation to its colonies, was expanding greatly into weakly established tribal lands.The strongest threat, the Aztecs were conveniently naive and unlucky, leading to their fall, and the ultimately largely uncontested spread of the Spanish Empire. In Russia, however, strongly established nations touch a large mother country. Russias targets were its immediate neighbors. Russia needed careful diplomacy and established treaties and pacts to craftily add land to it s empire, as opposed to Spains method of forceful takeover. Spain, in order to maintain control of colonies so far away, appointed officials to rule over designated areas and report to the mother country behavely.The landlords in the new colonies, who employed forced labor of natives, had to report to the officials. This was called the hacienda system. The Russians, by virtue of the means which they used to add to their empire, were forced to grant more power to their topical anaesthetic governments, leaving them nearly sovereign. The landlords, employing forced labor of serfs, had to report to their local officials, who in turn made their own decisions. Oddly enough, the Spanish colonial system, spread out over the globe, was more centralized than the Russian counterpart.The Spanish colonies were set up in much(prenominal) a manner as to yield the greatest economic benefit to the mother countries. Precious metals were exported in vast quantities to Spain, cementing Spains econom ic influence in the world market. Spains silver was especially valuable in China, who would soon only accept silver as currency. Cash cuts such as tobacco, sugar and bananas brought more wealth to Spain and only served to make the colonies more hooklike on the mother country to staple foods and supplies. Russia, however assimilated the newly acquired land into their culture.Northern Eurasia has very poor farmland and so the farther south Russia expanded, the more crops Russia could make available. Northern Russias population could not support itself farming the dirt that the cold tundras provided, but the more warmer lands added to Russias empire, the more surplus crop that could be sent north. The most valuable resource of Russias empire was the vast numbers of people who could enlisted or recruited. Spains empire was meant to create wealth, while Russias was meant to create power. Two empires, occupying the same time period, were as different as empires can be.Spain had a spread -out, yet centralized empire governing forcefully conquered lands with the goal of creating great wealth, while Russia created her condensed, loosely organized diplomatic coalition of an empire, with the goal of accumulating power, should war become necessary. CC Essay 3 (3M) The Spanish and Otoman Empire were both involved in the process of empire building during the period of 1450 to 1800. Though both began to develop economically, politically and socially, their underlying strategies for this process differed greatly.The Spanish Empire followed and was helped along by the Catholic Church, while the Ottoman were a Muslim people that were governed by the Islamic religion. The differences between the Spanish and the Ottoman Empires stemmed from their very different religions, though the were both involved in global trade which made many of their developments similar. Economically, both the Spanish and Ottoman Empire had similar aspirations. During this period trade, as well as agric ulture dominated.The Ottoman Empire, like the Spanish Empire cultivated their own crops and through importing received their needed goods on one of the developing trade routes such as the Indian Ocean route. However, the Spanish Empire during this period also began the process of widespread colonization along with the Portueugese. The Ottoman Empire began to conquer surrounding regions but was not a part of the major movement into the Americas. Both Empires, however, took part in the developing and maturation slave trade during this period. The Ottoman especially used African slaves, as it was against the Islamic faith to use Muslim slaves.Economically the Ottoman and Spanish Empires followed very similar paths, though they differed significantly in their political structures. The Ottoman Empire based on Islam, and the Spanish Empire based on Christianity followed very different political paths. The Spanish Empire, for instance, began the process of colonization which meant the use of administrators as bureus. The Ottoman Empire also moved into surrounding areas in the Middle East, though they favored a more centralized form of government. Also a crucial difference was that the Ottoman Empire followed the Islamic faith.This meant strict adherence to Islamic laws. Similarly, the Spanish Empire had no separation of church and state and received influence from the Catholic Church. This often meant that both political structures were dominated by a leader that was influenced by religious motives, rather than what was best for the state. This religious backing also produced a new practice for the Ottoman, the janissaries, or an army of Christian men taken as prisoners. The Spanish Empire relied on their own men to produce an army, such as the conquistadors which were used in colonization into the Americas.The major differences between the Ottoman and Spanish Empires politically was significant as were those socially. Socially, both empires saw significant influenc e from religion. For example, the Ottoman Empire followed the practices of the Islamic faith, and remained tolerant of other religions in their Empire. However, those that were non-Muslim were forced to pay back a tax, but conversion was still not mandatory. The Spanish Empire was not as tolerant of other religions, and missionaries were widely used to convert others.Also in the Spanish Empire stratifications between those in Latin America and Spanish Europeans developed, along with colonization. The Ottoman Empire promoted relative costity among its people, as all were seen equal under Allah. Nonetheless, however, traditional ideas towards women remained the norm in both empires. Women were seen as child-barers and remained in the home, while in the Ottoman Empire some even were convened to the Islamic faith. Socially, as in other regions, similar developments occurred among the Ottoman and Spanish Empires in their social structure.The period 1450 to 1800 saw many developments in Empire building for the Spanish and Ottoman Empire. Though, like in all other empires, these were forced to go through the tedious work of building a social, political, and economic structure, one major difference existed. In the case of the Ottoman and Spanish Empires religion had the biggest effect on the paths that were taken in building empires. CC Essay 4 (3 AA) The Spanish Empire and Russian Empires during 1450 1800 were two different Empires with different goals in mind. The Spanish were more oncerned with overseas magnification, while the Russians were concerned with westernization efforts. During 1450-1800 the Spanish were one of the leading countries in wrong of overseas expansion. They were one of the first countries to have a representative sailor reach the New World. The reason for their great success in overseas expansion was the support the government had for it. The King and Queen payed for many explorations to new lands because they knew the fruit discovery co uld bear. They were rewarded with new goods and new markets of trade.Soon, Spain began colonizing these newfound lands which benefited them even more. By colonizing lands rich with resources and commodities such as silk, gold, and silver, the Spanish made themselves the primary beneficiary. They were able to control imports and exports from these lands and open new trade routes. Also, in the colonies they made the citizens work for the prospects of Spain, for example searching for gold, or growing prosperous cash crops. The result of all this was that Spain was becoming increasingly powerful and spreading throught the world.The Russian Empire during 1450-1800 was one that was trying to establish itself as a world. Its leaders were focused utilize the ways of the West to promote itself. For example Peter the Great who greatly reformed Russia using Western European ideology. He rebuilt buildings, roads, and government systems. BY 1800 Russia, although not exactly a world power, had b uilt itself up from its lowly state 400 years earlier. The major differences between the processes of Empire building between the Spanish and Russia from 1450-1800 was that Spain was already an empire to begin with which made it easier to grow.Spain was already powerful around 1450 while Russia was not. Therefore Russia and Spain had two different mindsets about building up their Empires. Russia was focused on establishing itself through reforms of government, architecture and other things. Spain wanted to expand its empire and did so by using their navy and by taking advantage of these newfoundlands. It was easy for the Spanish to colonize these new lands because they had superior weapons, tactics, and they brought diseases with them that killed off many of the native populations. CC Essay 5 (BBB)Within the period 1450 to 1800 the Spanish and Russian empires grew greatly. Both had win overs in political structures, social structure, and economic structure. The political structure of the Spanish empire and Russian empire both changed within 1450 to 1800. The Spanish empire went from a monarchy to a democracy after having a few very bad kings and queens. The Russian empire went also from a monarchy to a democracy. This change also changed the social structure. As in most countries around this time the caste system was released and there was no more of it.With the change of the political structure also came the change of the economical structure. Spain along with Britain, France, and the other western countries, became westernized with factories and the new trade routes faster than Russia. The Russian empire became westernized later because, of course, they were very far away from the major technological countries. But as Spain did Russia became very westernized. The two empires were very similar and Russia seemed to follow in Spains footsteps. AP WORLD Scoring colour for 2007 CC Essay Empire Building in Spain, Russia & Ottoman EmpireSample Identifier 3MScore 9 Strong thesis in first paragraph. (1 pt) Addresses similarities at outset of 2nd paragraph and differences in first paragraph of page 2. (2 pts) Evidence abounds. (2 pts) Direct similitude in fifth take up of page 2. (1 pt) Analysis on 4th line of page 3. (1 pt) Two expanded core points for thesis and rich indorse. Sample Identifier 3RRScore 8 Thesis is found at beginning of last paragraph. (1 pt). Addresses similarities in 5th line, page 1. Address differences in tertiary line of the 2nd paragraph. (2 pts) Rich in evidence. 2 pts). Direct comparison found on page 2, inaugural paragraph Unlike the Spanish (1 pt). Analysis is found on page 3, at top Also, both empires wouldnt have been established if (1 pt). Expanded core for evidence and comparisons. A strong 8. Sample Identifier 3JJScore 7 Thesis is found in the last sentence of the essay politically, and socially different but economically both needed to expand (1 pt). Similarities are addressed in the narrative just above the thesis. Differences are addressed at the beginning of the essay (2 pts).Enough evidence for (2 pts). Direct comparison is found in middle of page 1 The Spanish however (1 pt). The analysis point follows immediately It was easier for the Spanish to expand rather than the Russians because Use asset model to ignore references to Ottoman Empire. A solid 7. Sample Identifier 3CScore 6 No thesis at beginning or end of the essay that compares (similarities and differences) of the process of empire building in Spain and Russia. Addresses similarities at the end of page 1, and Russia too felt the pull of expansionism. Beginning of the essay addresses a difference just before because (2 pts). Rich in Spanish evidence on page 1. Russian evidence is on page 2, 3rd line. (2 pts) Direct comparison in first sentence of page 2, which references the previous sentence. (1 pt) First sentence of last paragraph on page 1 isnt a direct comparison because it is not true of Russia in 1450. Analysis of a comparison is found in the 3rd line of page 2, so Russia expanded eastward (Evidence may be found within analysis or within a direct comparison. ) Addresses similarities on line 10 of page 1.Sample Identifier 3EEScore 5 No thesis. Addresses differences at beginning of essay. (1pt) Especially strong in Spanish evidence. 2 examples of Russian evidence. (2 pts) Direct comparison in second paragraph In Russia, however (1 pt) Analysis of differences between Spanish and Russian empires on first half of page 2. Sample Identifier 3RScore 4 No thesis. Addresses similarities in middle of first paragraph, and differences beginning in 4th line of page 2, in regard to the way each empire accumulated wealth as they expanded. 2 pts) Evidence for Spain silver, encomiendas, haciendas and archeological site (other than silver). Ottoman evidence in 2nd paragraph religion played a big role when building the empire. (2 pts) Last paragraph unscorable because the argument is unquantifiable. Sample I dentifier 3AAScore 3 No thesis. (Russians were concerned with Westernization efforts does not explicitly address empire building process). Addresses differences in first paragraph. (1 pt) Evidence for Spanish empire building on most of page 1. Russian empire building evidence begins in 1st paragraph of page 2 (2 pts).Attempt at direct comparison at bottom of page 2 is historically inaccurate. Sample Identifier 3DDDScore 2 No thesis. Addresses similarities in first two sentences of 4th paragraph. Addresses differences in first sentence of 3rd paragraph. 2 relevant examples of evidence for Spain, none for Ottoman Empire. No direct comparison or analysis. Sample Identifier 3BBBScore 1 No thesis. Addresses similarity in first sentence of second paragraph. Not sufficient evidence supporting empire building in Spain and Russia. No direct comparison or analysis.