text:
Company (khevra, חברה) – for-profit entity which may engage in any lawful activity. Most companies limit the liability of their shareholders. In that case, the phrase "Limited" or the abbreviation "Ltd." must appear as part of the full name of the company. The term "B.M."/"BM" (בע"מ), literally: by limited liability/warranty, is usually translated as "Ltd." in English and pronounced "ba'AM" in Hebrew. Companies are governed by the Companies Act, 5759-1999 (חוק החברות, תשנ"ט-1999). Few sections are still in force from the Companies Ordinance [New Form], 5743-1983 (פקודת החברות [נוסח חדש], תשמ"ג-1983).
Singapore subsidiary company is a popular term used for a form of Singapore business entity. A subsidiary company can have different structures but is essentially a Private Limited Company and so is a separate legal entity. Characteristics of a Singapore subsidiary company include: i) 100% foreign ownership is allowed, ii) the company enjoys low tax incentives as per a resident company, iii) repatriation of profits is allowed and iv) the minimum paid up capital required is S$1. v) As a legal person, a subsidiary company can sue and be sued by others.[53]
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obrt: ≈ sole proprietorship; several types: slobodni, vezani, and povlašteni obrt (free, tied, and privileged proprietorship registered according to profession; tied and privileged proprietorships are those only master craftsmen can register,) paušalni obrt, obrt-dohodaš, obrt-dobitaš (flat-rate proprietorship, income tax p., profits tax p.; these are registered according to the type of taxation; first two are obligated to pay income tax and the last one is obligated to pay profits tax), sezonski obrt (seasonal proprietorship, that runs for a limited number of months during a year)[17]
Unltd or Ultd (Unlimited/無限公司): similar to a limited liability company (Ltd) but whose members or shareholders do not benefit from limited liability should the company ever go into formal liquidation. It is not a requirement under company law to add or state the word or designation Unlimited (無限公司) or its abbreviations (Unltd or Ultd) at the ending of its legal company name, and most unlimited companies do not.
Agent Name- The name of the current primary contact for this business. It is the 'statutory agent name' for Corporations, Limited Partnerships, Limited Liability Companies, Business Trusts, Real Estate Trusts and Limited Liability Partnerships. It is the 'registrant name' for Trade Names, Trade Marks, Service Marks, Fictitious Names and Marks of Ownership.
Information on this Web site is collected, maintained, and provided for the convenience of the user. While the Secretary of State's Office strives to keep such information accurate and updated, the Secretary of State's Office does not certify the authenticity of information contained herein as it originates from third parties. The Secretary of State's Office shall under no circumstances be liable for any actions taken or omissions made from reliance upon any information contained herein regardless of the source.
To keep your business legally viable after you incorporate, there are a number of steps you may need to follow. You may need to file an Article of Amendment to indicate changes in your company. You also may need to file an Initial or Annual Report, which is a requirement in most states. Our business filing experts can help you process necessary changes to your business.
Unlike in many other Western countries, Canadian businesses generally only have one form of incorporation available. Unlimited liability corporations can be formed in Alberta "AULC", British Columbia "BCULC"[8] and Nova Scotia "NSULC". The aforementioned unlimited liability corporations are generally not used as operating business structures, but are instead used to create favorable tax positions for either Americans investing in Canada or vice versa.[9] For U.S. tax purposes the ULC is classified as a disregarded entity.
In this case, you need to write a remark about that circumstance on the Business Property Statement, or on an attachment to it. Also fill out Part III (Equipment Belonging To Others) of the form. If you own any small equipment, such as a printer, copier, etc., that you are using in the business, you should report these costs under Part II of the Business Property Statement and also Schedule A.


text:
Documentation of Kanamari
Language Kanamari
Depositor Stefan Dienst
Affiliation Goethe University, Frankfurt
Location Brazil
Deposit ID 0158
Grant ID IPF0154
Funding Body ELDP
Collection Status Collection online
Landing Page Handle http://hdl.handle.net/2196/7278e85d-1ddb-47c2-b5e6-287e2a9e4137
Summary of the deposit
A collection of audio and video recordings of traditional stories, songs and ceremonies relating to the Kanamari lifestyle, their origins and the contact they have had with surrounding communities.
Group represented
Kanamari of the Juruá and Jutaí rivers. The Kanamari are an indigenous people of the Brazilian state of Amazonas, with separate groups living on the Jutaí, Itacoaí and Japurá rivers, as well as the Juruá River and several of its tributaries. The project's fieldwork location, Flecheira, is a village on the Itucumã River, a right tributary of the Tarauacá River, which is in turn a right tributary of the Juruá River. The geographical coordinates of the village are 7°3'30″S 69°41'30" W.
The Kanamari people are one of four ethnic groups whose languages are usually classified as belonging to the Katukinan family. The three other groups are the Katukina, the Tsohom-Dyapa, and the Katawishi. Kanamari and Katukina are so similar that Queixalós (2005: 177), who has done fieldwork on both, considers them to be dialects of a single language. The Tsohom-Dyapa, whose name means 'tucano clan' in Kanamari, were only recently contacted and no data are available on their language. But since they are reportedly able to communicate with the Kanamari, they presumably speak a dialect of the same language, as well. This leaves Katawishi as the only other language of the Katukinan family. Katawishi is only known from two (partially divergent) wordlists. The speakers of this language who lived in contact with Brazilian society have been absorbed by it and their language has disappeared. An uncontacted group of Katawishi is believed to survive near the Purus river in the Brazilian state of Amazonas, but it is not known if they actually speak the language documented in the wordlists.
Portuguese is the language of the surrounding non-indigenous population. The only other surviving indigenous groups of the middle Juruá River region are the Kulina and the Deni, whose languages belong to the Arawan family and are closely related to each other, but unrelated to Kanamari. The only language of communication between the Kanamari and neighbouring indigenous and non-indigenous communities is Portuguese.
The Kanamari number about 2000 altogether. This is presumably also the number of first language speakers since language loss has not been reported from any Kanamari village. A handful of non-indigenous people living in the village Beija-Flor on the Itucumã River with their Kanamari spouses have acquired some knowledge of the language.The Kanamari exclusively use their own language among themselves, but traditional ceremonial contexts are vanishing and school classes are not regularly held, so that Kanamari is mainly the language of everyday family and village life.The language is still learnt by children of Kanamari couples as their first language. It is also the dominant language of children with a non-indigenous parent in the village Beija-Flor on the Itucumã River. In theory, indigenous children should receive bilingual schooling, learning how to read and write both their mother tongue and Portuguese, but the teaching in many indigenous villages in Brazil is notoriously poor and many Kanamari teens are illiterate.
Kanamari (knm) is a language of the Katukinan family spoken by 2,000 people in Brazil's Amazon region (7°3'30″S 69°41'30″W). This documentation will include audio and video recordings, especially of threatened traditional events, with transcriptions and annotations, and a Kanamari-Portuguese-English dictionary. The data will be archived with ELAR and the Goeldi Museum in Belém, Brazil. The project will provide a phonetic description and a phonological analysis of the language, necessary for an adequate orthography, much desired by the speakers, who will be trained in this orthography, which will also be used for the transcription of the recordings.
Kanamari is an ergative language whose syntax is of great typological interest. Transitive verbs occur in three different constructions, depending on whether they are used with a specific object, with a non-specific object or without an overt object. According to Queixalós (2007), the subject of a transitive verb is a part of the verb phrase whereas the object is outside the verb phrase. This makes Kanamari a counter-example to syntactic theories which assume that it is universally the object that is inside the verb phrase.
Deposit contents
This deposit consists of video and audio recordings of the Kanamari language spoken in the Brazilian state of Amazonas and a trilingual Toolbox dictionary. There are transcriptions and Portuguese translations of over 60 recordings and additional English translations of 16. The recordings include various types of narratives and songs, including ayahuasca ceremony songs which are partly in the Kulina language.
Deposit history
From the depositor:'Most of the project was carried out on the Itucumã river, where three Kanamari villages are located. I paid a first visit to the village of Flecheira in 2004 in order to introduce myself to the community and propose to do research on their language. The Kanamari very much welcomed my proposal and I did fieldwork in Flecheira in 2006 and 2007 in a project on linguistic contact between Kanamari and Kulina. Since then, I've kept in touch with the community while working on other projects in Brazil. I visited Flecheira in February 2008 and in March 2009. On each occasion, the people of Flecheira and the neighbouring villages expressed their wish that I continue to work on their language. At a meeting held during my last visit, all the adults present signed a statement to that effect.
The consent of the community is a prerequisite for obtaining a research permit from Brazil's indigenous affairs agency, FUNAI. Upon invitation, I worked for FUNAI from August 2008 to February 2009 and I'm familiar with the application procedure from my previous research. I obtained a new research permit before the proposed starting date of the documentation project.
Traditional Kanamari culture is in fast decline and the people welcome the opportunity to document their ancient way of life. The recordings will be made available to the community on DVD or CD. This will probably enhance the interest of the younger generations in their own culture and may help to slow its demise. Video cameras are already well established among some indigenous peoples of Brazil as a means of documenting and preserving their traditional lifestyle. I will train interested members of the community in the use of audio and video recorders to allow this practice to take root among the Kanamari, too. After training, many of the recordings for the project will be made by members of the community, giving an inside perspective rather than that of an outside observer'.
Acknowledgement and citation
To refer to any data from the collection, please cite as follows:
Dienst, Stefan. 2011. Documentation of Kanamari. Endangered Languages Archive. Handle: http://hdl.handle.net/2196/00-0000-0000-0002-2125-7. Accessed on [insert date here].

redpajama_set_name: RedPajamaCommonCrawl


text:
NTT Ltd
Enterprise Times
Home Blogs How to Solve the UK's Non-Starter Syndrome
How to Solve the UK's Non-Starter Syndrome
Sue Lingard
In the race to acquire talent, HR focus in recent years has understandably fallen on improving the candidate experience through digitising recruitment. And, while this is a great step forward, many organisations have not lent the same attention to employee onboarding processes.
With a new generation entering the workplace, and a fast-growing gig economy, the need to optimise onboarding is now a point of competitive difference. Organisations that don't deliver a consumer-like digital experience for their new staff will simply struggle to keep up in the war for talent.
In addition, a recent survey of UK HR professionals by Cezanne HR revealed that as many as 63% of UK HR professionals have had employees quit before they even start. The results show that there is much work to be done in remedying the nation's significant 'non-starter' syndrome.
The onboarding issues lie not just with those who quit before they start, however. Cezanne HR's survey also revealed a staggering lack of retention across the UK workforce with almost one in five employees (19%) staying in their role for less than a year. The challenges that these statistics present in terms of organisational inefficiency and poor productivity are hard to deny. However, they do provide an opportunity: optimise your onboarding systems quickly, and you'll start to see clear cut competitive gains as staff churn drops.
The Cost of Churn
On average, the survey found the cost of recruitment per candidate to be £1,739, versus an onboarding cost of £290 per employee. This figure represents just 17% of average recruitment expenditure. Do the maths and you'll see how logical it seems to invest in onboarding given its proven impact on reducing churn and delivering higher return on investment.
It's a view backed up by HR analyst firm Fosway Group. The firm indicates that UK HR leaders are, in fact, now acutely aware of the need to optimise onboarding, and are putting plans in place to improve their systems. According to Fosway, almost half (48%) of organisations are set to invest in improving their onboarding processes this year.
But while the outlook does seem more positive with organisations at least aware of the direction they need to take, what are the key factors that have led onboarding to lag behind other facets of HR in the first place? And, most importantly, how do we avoid these pitfalls in future?
The Onboarding Communications Gap
Cezanne HR's 2018 Onboarding Survey revealed that:
Almost a third (31%) of 'non-starters' cited either a bad experience or poor or no follow up
45% stated they would have liked more contact before their job started
51% left their jobs within the first six months because their job role did not meet expectations
The common theme? A lack of communication.
This failure to consult and communicate comes as no surprise when you consider that as many as 87% of UK HR respondents do not yet have a web-based onboarding tool or portal. Because of this, they are caught in an impasse with only manual and obsolete onboarding processes available to them. It's an observation that only serves to highlight the need for digitising onboarding. In the same way that performance, absence management, and career and succession planning are already widely digitised within the HR remit.
Adapting to a More Diverse Workforce
The rapidly changing nature of the UK workforce is also a key consideration for business leaders looking to modernise and optimise their onboarding systems. Cezanne HR's survey findings also revealed that as many as 60% of gig workers either aren't included (or organisations don't know whether they are included) in onboarding processes. And, with Deloitte's 2018 Global Human Capital Trends Report indicating that the gig economy is set to grow further this year, the business visibility and retention challenges that this poses are only set to increase.
In addition to the gig economy, a third (33%) of UK HR teams are still not tailoring onboarding experiences to include those returning from extended leave, including maternity, paternity, and long-term sick leave. That represents a huge proportion of the UK workforce – many employees whose engagement will quickly wane if they feel a track record of high performance has been forgotten due to a temporary, and fully justified, absence. In these instances, proper onboarding of returners is absolutely key to talent retention.
The path to improving onboarding for the greater good of new recruits and business outcomes is a no-brainer. Still, with only 17% of respondents describing their onboarding processes as 'best in class', we're not there yet. Start by improving communication, and ensure you are including your entire workforce, irrespective of their role, geography or contract terms. Next, combine this with a comprehensive onboarding tool that meet the needs of your organisation, and you'll set yourself in good stead to put an end to costly 'non-starters' and ongoing churn.
Cezanne HR is a UK HR Software leader for mid-sized international organisations, providing a modern, secure Cloud HR system that lets companies quickly and effectively digitise, streamline and improve human resources management. Covering the full employee lifecycle, Cezanne HR's online service includes integrated modules for core HR, recruitment, onboarding, absence and performance management, timesheets and career and succession planning, together with an open API and integrations with leading third-party solutions.
With customers ranging from large multi-nationals to UK-focused charities and not-for-profits, and reflecting decades of experience working with HR professionals worldwide, Cezanne HR is purposely designed to be exceptionally quick to deploy and easy to manage, taking out cost and complexity without sacrificing the flexibility or depth of features required to support complex and changing HR needs.
Cezanne HR
Fosway
Personnnel
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Sue is Director at Cezanne HR, the leading provider of flexible cost-effective Cloud-native HR software for mid-sized and growing UK and international businesses. After studying Personnel Management at the London School of Economics, Sue started her career in the travel industry before moving into the much more exciting, and constantly evolving, software sector. With over 20 years' experience in the software industry, Sue is enthusiastic about the business benefits of digitising HR, and its impact on the wider workforce.
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