This site uses cookies.
Some of these cookies are essential to the operation of the site,
while others help to improve your experience by providing insights into how the site is being used.
For more information, please see the ProZ.com privacy policy.
This person has a SecurePRO™ card. Because this person is not a ProZ.com Plus subscriber, to view his or her SecurePRO™ card you must be a ProZ.com Business member or Plus subscriber.
所属
This person is not affiliated with any business or Blue Board record at ProZ.com.
March 2002 consolidated financial results announced on April 25 indicated revenues were down by 64% to 95.2 billion yen from the 262.2 billion yen reported for the March 2001 term, while operating profits indicated a loss of 36.5 billion yen compared to a 72.6 billion yen profit for the March 2001 term. Although 2001 proved to be a challenging year for the entire semiconductor industry, the business environment is showing signs of a gradual improvement. Since bottoming out in 3Q 2001, orders have rebounded somewhat as we captured nearly twice as many orders in 4Q 2002 as the previous quarter, indicating we may have emerged from the worst of the downturn.
翻訳 - 英語 Noh Mask Making
In Japanese, the process of Noh mask making is referred to as men wo utsu, literally “hit the face”. The process begins with a 7 sun by 5 sun (approximately 21 cm by 15 cm) cedar block to which the mask carver applies a paper template from an antique Noh mask to guide the chisel and drill in carving out facial features. Once the carving is complete, a layer of chalk from finely crushed seashell is applied to prime the surface of the mask. Next traditional Japanese paints are used to color the mask. Along with these paints, the mask receives a treatment of duller colors to create the appearance of antiquity seen in older Noh masks.
Over the generations , it has become customary for the style of Noh masks to mimic the Honmen, or the basic mask, of the master of each school or noted masks owned by the Shogun or Daimyo. This is because there was never a need to produce creatively designed masks, as the mask and costume used for each song of a Noh play are predetermined according to long-standing traditions.
The noted historical figure and Momoyama Period (1573-1603) ruler Hideyoshi Toyotomi was an avid follower of Nogaku theatre and bestowed the honorary title of Tenkaichi, literally “one under heaven”, upon the Noh mask master Zekan Yoshimitsu. With this, the artistic value of Noh masks increased dramatically, and soon thereafter Daimyo throughout Japan became devoted followers of Noh and started their own collections. Following the decline of the Tokugawa Bakufu, however, the popularity of Noh waned and the passing of Deme Mitsumori in the Meiji Period (1868 – 1912) marked an end in the generations-long hereditary line of notary Noh mask makers.
Expressions of the Noh Mask
In Japanese, an expressionless person can often referred to as having a Noh mask-like face. Yet in Noh, many masks have a rich expressionism that captures the instantaneous emotions of anger or happiness.
The Kishin mask, for example , has an expression that instantaneously conveys the emotion of anger. In contrast, the Onnamen, the Noh mask representing women, does not have a predefined emotion such as happiness, anger, sadness, or joy, and from first glance appears to have a blank, neutral demeanor. However, the expression of the Onnamen changes by tilting the mask up or down thanks to subtle differences in lighting and shadows. Paradoxically, the Onnamen can express a variety of different emotions precisely because it does not have a preset emotion – an innovation that allows the mask to meet the demands of long hours and hence multiple theatrical situations on stage.
日本語 から 英語: Excerpt from Financial Statement General field: ビジネス/金融 Detailed field: 会計
1. Drafting Method of Quarterly Financial Statements
Our company’s quarterly consolidated financial statements are drafted according to the 2007 Cabinet Order No. 64 Rules and Regulations Concerning Drafting Methods, Format and Terminology of Quarterly Consolidated Financial Statements (below “Quarterly Consolidated Financial Statement Rules”).
Additionally, based on the provisionary clause found in Article 7 Provision 1-5 of the Cabinet Order on the Partial Revision of the Rules and Regulations Concerning Drafting Methods, Form and Terminology of Quarterly Financial Statements (Cabinet Order No. 50 issued on August 7, 2008), Quarterly Consolidated Financial Statement Rules post revision are applied to our quarterly financial statements.
2. Audit Verification
Under Article 193 Provision 2-1 of the Financial Instruments and Exchange Act, a quarterly audit review has been conducted by Nagisa & Co. concerning Q1 (June 1 – August 31, 2008) consolidated accounting data appearing in our quarterly consolidated financial statement.
日本語 から 英語: Development Assistance (Excerpts from Annual Report) General field: 社会科学 Detailed field: 政府/政治
翻訳 - 英語 Modern Africa continues to face the challenges of poverty, low agricultural production and inadequate infrastructure. Yet increases seen in investments from abroad – a result of the end of many conflicts in the region – and soaring oil as well as mineral commodity prices have both helped to boost the overall African economy. Some nations have even recorded economic growth in excess of five percent. At the time of the TICAD IV meetings, however, Africa had grown more exposed to the political, economic, and social fallout resulting from the unforeseen onset of the global financial crisis.
Building a bridge from humanitarian aid to development assistance in the recovery from civil war and unrest
The decades-old civil war and unrest in Uganda has lead to serious delays in the development of social services and infrastructure in the country, especially Northern Uganda. At present, though, the expulsion of rebel forces from the country has meant that law and order has improved to the point where the Ugandan people have been able to resume their daily lives. As a result, the focus is now shifting away from humanitarian aid to development assistance. Development assistance agencies, however, have still as of yet been able to fulfill the many needs of the country, and assistance programs remain inadequate.
Achieving Independent and Reliable Implementation of Internal Audit Practices
Beginning in 1998, the government of Tanzania launched a reform movement through the Ministry of Finance and Economic Affairs targeting the government’s management of public finances. Although efforts have largely been successful to date, Tanzania still faces a number of challenges, including strengthening monitoring functions and appropriating adequate budgetary resources. Among these, one other key issue that must be addressed is improving the nation’s internal audit framework.
Accordingly, improved governance and government accountability as well as management capacity of public finances represents a core area of Japan’s aid strategy toward Tanzania. Japan recently restarted its yen loan program in Tanzania in 2006, and because financial assistance provided to the country has largely been expanded, XXX policy has been to contribute to this reform movement by strengthening policy dialogue in key focus areas, including public finance management.
I am a native of Seattle, Washington and have spent roughly one-third of my life living and working in Japan. My extensive professional experience working in exclusively Japanese workplaces has allowed me to gain an insight into the nuances of both the Japanese language as well as local business practices.
After graduating with honors in Asian Studies from Whitman College and a minor in Japanese Language, I worked with three different large city governments in Japan where I was responsible for translation of official city documents between Japanese and English, including brochures, internal documents, and external correspondence covering port and harbor, economics, cultural affairs, and government policy.
While with Japan’s second largest financial services group in Tokyo, I was heavily engaged in business development targeting non-Japanese corporates as well as translation. I worked together with corporate banking divisions and the bank’s industry analysts in Tokyo to localize marketing materials into both English and Japanese for various, successful high-level proposals which covered everything from banking and investment products to business matching opportunities. I also supported overseas offices by translating head office reports from Japanese to English and disseminating these and other translated materials to our overseas offices to support credit applications and enhance relationship manager understanding of Japanese as well as global industries.
I passed Level 1 (highest level) of the Japanese Language Proficiency Test in December 2003.
Over the last 8 years, I have also been an active freelancer, translating websites, publications, presentation materials, and manuals from Japanese to English.
PLEASE SEE MY RESUME FOR FURTHER EXPERIENCE AND QUALIFICATIONS.
専門知識分野