Zeng Qinghong

Zeng Qinghong (born 30 July 1939) is a retired Chinese politician. He was a member of the Politburo Standing Committee of the Communist Party of China, China's highest leadership council, and top-ranked member of the Secretariat of the Central Committee between 2002 and 2007. He also served as the Vice-President of the People's Republic of China from 2003 to 2008.

During the 1990s, Zeng was a close ally of then-Party general secretary Jiang Zemin, and was instrumental in consolidating Jiang's power. For years, Zeng was the primary force behind the party's organization and personnel.

Early life
Zeng was born to a family of Hakka background in Ji'an, Jiangxi province, in July 1939. He was the son of Zeng Shan, a communist revolutionary and later Minister of the Interior, and Deng Liujin (), a notable female participant of the Long March. Zeng was the eldest of five children. He graduated from Beijing 101 Middle School and the Automatic Control Department at the Beijing Institute of Technology.  Zeng was an engineer, a specialist in automatic control systems. He joined the Communist Party of China (CPC) in April 1960. Due to the revolutionary heritage of his father, Zeng was seen as a member of the so-called "Crown Prince Party", the descendants of veteran revolutionaries.

Zeng spent the early part of his career as a technician in the military defense industry in Beijing. He was sent down to do manual labor on People's Liberation Army bases in Hunan and Guangdong during the Cultural Revolution.  With the opening of the reform era, Zeng joined the State Development and Reform Commission in 1979 and then held a series of management positions in the state petroleum sector, including a series of foreign liaison positions with the China National Offshore Oil Corporation.

Climbing the ranks
In 1984, Zeng began working for the Shanghai municipal government, where he became a key ally of then-Party Committee Secretary Jiang Zemin. When Jiang was elevated to General Secretary of the Communist Party of China in national leadership re-shuffle following the Tiananmen Square protests of 1989, he brought Zeng Qinghong along as his adviser.

As the deputy chief of the General Office of the Communist Party of China from 1989 to 1993, Zeng guided Jiang, an outsider to national politics, through the inner workings of the party, military and bureaucratic structure in Beijing. He promoted Jiang's leadership and thinking, broadened Jiang's network, and became Jiang's right-hand-man. Over the 1990s, Zeng consolidated control of party organs responsible for the appointment of cadres to important political positions.  As head of the party's Organization Department from 1999 to 2002, Zeng strengthened Jiang's position by promoting members of the Jiang's "Shanghai clique" to leading central and regional posts. He also helped propagate Jiang's guiding political philosophy known as the "Three Represents" inside the party.

Over the next decade, he acquired a reputation as Jiang's 'hatchet man' against rivals.  In 1992 he supposedly helped Jiang remove President Yang Shangkun and elder PLA General Yang Baibing, who threatened Jiang's support within the military. Then, he used an anti-corruption campaign to orchestrate the downfall of Beijing party chief and Jiang's foe Chen Xitong. Because he was seen to represent highly partisan interests, many of Jiang's factional opponents were said to be highly resistant to Zeng joining the Politburo as a full member for years. However, Jiang made it clear that a 'pre-condition' for his stepping down at the 16th Party Congress was for Zeng to become a member of the elite Politburo Standing Committee.

Politburo Standing Committee
At the 16th Party Congress held in 2002, Zeng became a member of the 16th Central Committee, a member of its Politburo and of the Politburo Standing Committee (PSC), the Party's central decision making body, as well as serving as the executive secretary of the Secretariat of the CPC Central Committee, responsible for party administrative affairs and policy coordination.

During his term in the PSC, although he was formally ranked fifth, Zeng was seen as a 'power broker' in the party, believed to possess power that was second only to General secretary Hu Jintao. Initially seen as a rival to general secretary Hu Jintao, Zeng was obliged to show a willingness to work towards consensus with the old guard following Jiang's semi-retirement.

On 6 June 2003, Zeng issued an order "not to play or sing 'The Internationale' in any provincial, city or county level party or party member meetings." The move was characterized as distancing China from orthodox communist doctrine.

Although Jiang stepped down from the PSC to make way for a younger "fourth generation" of leadership led by Hu Jintao, Jiang continued to wield significant influence on the new group of leaders, particularly through Zeng. Due in large measure to Zeng's efforts, six out of the nine new members of the Standing Committee, Wu Bangguo, Jia Qinglin, Huang Ju, Li Changchun, Luo Gan, and Zeng himself, were linked to Jiang's "Shanghai Clique" and considered his allies.

As Jiang Zemin reached the end of his term, observers speculated that Jiang may well have preferred Zeng Qinghong over Hu Jintao as his successor.  But Hu prevailed in succeeding Jiang, ostensibly because Hu was 'handpicked' by former leader Deng Xiaoping. Zeng became Vice-President in March 2003 at the National People's Congress held that year. During the SARS outbreak, Hu and Premier Wen Jiabao took very strong and assertive action while Zeng and other Jiang loyalists receded to the background. Zeng was also initially expected to succeed Hu as Vice Chairman of the Central Military Commission as a condition of Jiang's resignation from the chairmanship in favor of Hu. However, when Jiang stepped down on 19 September 2004, Xu Caihou, and not Zeng, became Vice-chairman.

Shifting loyalties
Although initially seen as a Jiang loyalist, observers characterized Zeng as much more sophisticated and shrewd and possessing more political savvy compared to his former boss Jiang.  In addition, Zeng was said to differ with Jiang's "Shanghai Clique" on policy preferences. Zeng was an important figure within the highest ranks of party leadership. He was said to be a crucial player in pushing Jiang's move towards full retirement in 2004, when Jiang relinquished his final title, Chairman of the Central Military Commission. Observers saw the push for Jiang's retirement as indicating consensus between Zeng and Hu.

In the following years, Zeng emerged as a kingmaker-style figure, and a 'point-man' for Hu to manage crises situations. After the death of Zhao Ziyang, the former party General Secretary who lost power following the Tiananmen Square protests of 1989, Zeng worked as the intermediary between the Zhao's family and the senior party leadership. Zeng also worked with Hu to manage the potential effects on China of the ouster of authoritarian regimes in Georgia, Kyrgyzstan, and Ukraine. The head of the Ministry of State Security, China's top intelligence organization, was said to report directly to Zeng, as his father was the former head of this agency. When Shanghai Party Committee Secretary Chen Liangyu was dismissed in September 2006, Zeng led the anti-corruption task force against his longtime political enemy since they were in Shanghai. Additionally, Zeng also played a leading role in coordinating the funeral service for Politburo Standing Committee member Huang Ju, who died of cancer in 2007.

Departure
At the 17th Party Congress held in 2007, Zeng departed from the Central Committee, its Politburo, and the Politburo Standing Committee. His departure, which was seen as his retirement because of age, meant that he could no longer serve on the Communist Party's secretariat nor oversee the party's organization. His Vice-presidency ended in March 2008 at the 2008 National People's Congress. Before his retirement, however, Zeng used his political strength to secure the elevation of Xi Jinping and Zhou Yongkang into the Politburo Standing Committee. Xi, who succeeded Zeng in his posts of Vice-President and executive secretary of the Secretariat, then became the heir apparent to succeed Hu Jintao as China's top leader. Zhou, who was his closest subordinate in his 'Oil Clique', became the most powerful Secretary of the Central Political and Legal Affairs Commission. Since then Zeng has made public appearances only on a few ceremonial occasions, such as the 30th anniversary of the Third plenum of the 11th Central Committee in 2008.

Son's wealth
In 2008, Zeng's son, Zeng Wei (), paid over A$32 million (~$24 million USD) to buy a luxurious Australian property located in Sydney; at the time, it was said to be the third most expensive residential property transaction in Australia. He further caused controversy with his fight to demolish and rebuild it. In 2007, an exposé published by finance magazine Caijing alleged that Zeng Wei had, through a series of complex corporate vehicles, completed the purchase of power generation giant Shandong Luneng at 70 billion yuan (~$10 billion) below market value, and that Zeng Wei was, for all intents and purposes, the real owner of company despite his name not appearing in corporate documents.

See also
Politics of the People's Republic of China
History of the People's Republic of China (2002–present)

References

External links
Zeng Qinghong and his CCP organization – World Organization to Investigate the Persecution of Falun Gong
Zeng Qinghong biography @ China Vitae, online database of China VIPs
Zeng Qinghong – People's Daily biography
Zeng Qinghong: A Man to Watch – Jamestown Foundation
Zeng Qinghong: A Potential Challenger to China's Heir Apparent – Jamestown Foundation

Category:1939 births
Category:Communist Party of China politicians from Jiangxi
Category:Engineers from Jiangxi
Category:Living people
Category:Members of the 16th Politburo Standing Committee of the Communist Party of China
Category:Members of the Secretariat of the Communist Party of China
Category:People's Republic of China politicians from Jiangxi
Category:Politicians from Ji'an
Category:Systems engineers
Category:Vice Presidents of the People's Republic of China


Wrecked (Buffy the Vampire Slayer)

"Wrecked" is the 10th episode of season 6 of the television series Buffy the Vampire Slayer.

Plot synopsis
Tara and Dawn wake on the couch and find that neither Buffy nor Willow returned home the night before. Buffy wakes up naked with Spike to find that the building around them fell down as she remembers what they did. Spike tempts Buffy as she tries to leave and reminds her of everything they did the night before. He angers and disgusts her, but while she searches for her clothes Spike asks her to stay. Buffy appears on the verge of agreeing before Spike makes a comment about their night together, and she leaves, threatening to kill him if he tells anyone about what happened between them.

Amy returns home with Willow and rambles about Willow's amazing magic – in front of Tara and Dawn. Tara leaves as Buffy returns, and after a chat, Amy leaves and Buffy and Willow go to bed after their long nights. Willow tries to shut the drapes of her room with magic, but she is too exhausted to manage it. Anya reads bridal magazines instead of researching the freezing demon. Xander gets frustrated, finding bridal magazines in every research book he checks. At the magic shop, Xander, Anya and Buffy discuss Willow's behavior and Buffy comes to Willow's defense.

Amy suggests that she and Willow visit a warlock, Rack, who can give them great spells that last without any recovery time. The house is cloaked and filled with the magically addicted, seeking a fix. Rack takes a "tour" of Willow's body before giving her what she came for. Amy spins about the room wildly as Willow hangs out on the ceiling, seeing spots and weird images. The next morning, Willow wakes in her own room and cries in the shower. She manipulates some of Tara's clothes to form an invisible body and curls up against it.

Dawn plans to see a movie with Willow. Buffy returns home to find Amy stealing some of Willow's magical supplies. Buffy scolds her as Amy behaves obsessively about the supplies and tells Buffy about Willow's whereabouts. Willow and Dawn talk about food and Tara, then take a detour to Rack's place so Willow can get a fix. Dawn waits impatiently in the waiting room with a freaky man. Meanwhile, Willow floats in Rack's room and sees herself flying in space before a demon holding a limp body makes her scream.

Buffy wakes Spike and demands his help in finding Willow and Dawn. Dawn is mad that Willow left her for so long, and Willow's carefree attitude makes Dawn nervous and eager to return home. Buffy refuses to admit she likes Spike and he again reminds her how much she really wants and needs him. A demon confronts Willow, claiming that she summoned him with her magic. The demon cuts Dawn and the girls run. Willow uses magic to take over and drive a car, but it crashes and both are wounded.

Dawn has a broken arm. Willow is knocked out against the steering wheel. The demon catches up with their wrecked car and Dawn tries desperately to fight it off. Spike and Buffy, who heard Dawn scream, come to the rescue. Buffy fights the demon while Spike takes care of Buffy's wounded younger sister. Suddenly the demon explodes into flames as a result of a killing spell cast by Willow.

Despite Willow's sincere apology and tearful regret, Buffy tells her to stay back and Dawn slaps her away in anger. Spike takes Dawn to the hospital and Buffy confronts a devastated and remorseful Willow who is now finally able to ask for help. At the house, Buffy talks with Willow about her abuse of magic and the consequences. Willow says she's giving up magic for good and Buffy agrees with that. She also senses the similarities between Willow's magic use and her own situation with Spike. Later, Willow fights the symptoms of withdrawal in her bed while Buffy hugs a cross and surrounds her bedroom with garlic.

Episode titles
Three consecutive episode titles in the sixth season are slang for drunkenness or being under the influence of narcotics in American English: "Smashed", "Wrecked", and "Gone." Willow's descent into her addiction to magic becomes dizzying and frightening.

Dedication
As noted in the credits, this episode was dedicated to the memory of J.D. Peralta (assistant to executive producer and showrunner Marti Noxon) who died of cancer in November 2001, the month in which this episode aired.

Continuity
 Dawn references a previous episode in which Faith and Buffy comment about being hungry after slaying.
 When Dawn and Willow first meet the demon Willow summoned in the alley, Dawn kicks him to the ground and they run away. In the following shot he is standing up to the left of frame, then in the next shot he is still on the ground, scrambling back up.
 When Buffy mentions Rack to Spike, Spike immediately recognizes the name and is visibly alarmed by the knowledge that Willow and Dawn are in his company, demonstrating that, as part of his interaction with Sunnydale's supernatural "underworld," he has heard of and perhaps even encountered Rack before. Spike demonstrated similar familiarity with the demon Doc in "The Weight of the World."
Although this is Rack's first appearance, Amy's acquaintance with him indicates that he has resided in Sunnydale since at least mid-Season Three, before Amy became trapped in rat form in "Gingerbread."
James Marsters' nude underpants, worn to protect his modesty while making him appear completely naked, are visible in several shots in the scene where he and Buffy wake in the demolished house.

Arc significance
 The rest of the Scoobies become aware of the seriousness of Willow's addiction and begin to take steps to combat it.
 In this episode, the cracks in the friendship between Buffy and Willow begin to show, causing Buffy to turn even more to Spike for comfort.

References

External links

Category:Buffy the Vampire Slayer (season 6) episodes
Category:2001 American television episodes
Category:Television episodes about illegal drug trade


Edythe Boone

Edythe (Edy) Boone (born 1938), is an African-American artist and activist. She has worked as a muralist, counselor, and art teacher throughout her life in an under-served area in California.

She is the aunt of Eric Garner, an African-American man who was choked to death by New York Police Department officers. His death, along with the death of Michael Brown, led to protests and in part catalyzed the Black Lives Matter movement.

Career
Boone is well known for the many murals she has painted. She started with her painted murals on each floor of a building in Harlem, New York and her work has expanded through the years to one of her most notable projects, designing and painting the Women's Building mural in San Francisco, California. She first was exposed to art when visiting her grandmother, who was a seamstress and Boone found herself surrounded by color, fabrics and textures. During the time she lived in Harlem the problem with crack cocaine was rampant and had a large influence in her artistic development. It was there that she made guerilla murals to protest the situation. It is her belief that art is for everyone, not just for professionals, aiming to empower individuals and communities through the use of art.

Boone’s reputation for being socially conscious could be said to stem from many occasion but in the past she has been influenced by many social movements such as the Black Panthers and other various civil rights movements. Boone is best known for her street murals in the San Francisco Bay Area which focus upon activist issues and the local community. Her topics have included the 1980s crack epidemic in America, AIDS, poverty, racial discrimination, and gender inequality.

Works
Boone is perhaps most well-known for being one of the muralists behind the famous MaestraPeace mural on the Women's Building in San Francisco, California. The mural was created in 1994 by a cooperative of seven female artists, including Boone, Juana Alicia, Miranda Bergman, Susan Kelk Cervantes, Meera Desai, Yvonne Littleton, and Irene Perez. The mural spans two walls and is five stories high. A few of the many images on it depict the Aztec Goddess of the Moon Coyolxauhqui, Palestinian legislator and activist Hanan Ashrawi, poet and activist Audre Lorde, painter Georgia O'Keeffe, Puerto Rican revolutionary Lolita Lebrón, and Guatemalan Nobel Peace Prize winner Rigoberta Menchú. The mural is a major tourist attraction in the city's Mission District. It was restored in 2012 and Boone participated in the restoration. The building on which it is painted is a testament to women in itself as it is the first all women owned and run community building. The mural is a testament to women through the ages depicting the struggles and conflicts they have faced.

MaestraPeace is notable not only for its massive scale and the numerous famous or mythical women it depicts, but for the multicultural and anti-colonialist sentiments expressed by artists of varying backgrounds. The piece represents "transhistorical, crosscultural and transnational connections between the African and indigenous cultures of the Americas" and its multicultural feminism suits the Women's Building's purpose and location in an ethnically diverse area.

The group of artists themselves are a diverse depiction due to both nationality and sexual preference. In the group there are two Latinas, two African Americans, east Asian, two Caucasians and one Jewish lesbian, straight and bisexual. The mural depicts a symmetrical composition flanked by figures as those representing the African and Native American ethnicities.

Those We Love, We Remember, a mural to honor lost loved ones, was painted by Boone in Balmy Alley in San Francisco, CA.

In the 1980s, Boone and a group of "guerrilla" muralists worked on Oakland Wall Speaks with local housing project residents. The murals depict the effects of crack cocaine on the people who use it.

Near Berkeley's People's Park, Boone collaborated on the mural Let a Thousand Parks Bloom, an allusion to the peaceful demonstrations of 1969 that occurred in the park in protest of the Vietnam War.

She oversaw the creation in Berkeley, CA of a 100-foot mural (completed in 2018) on Ashby Avenue between Harper and Ellis Streets. The mural depicts images of people, places, and interactions representing the history of South Berkeley from the times of the Ohlone to the present.

Documentary
"A New Color" is Marlene “Mo” Morris' directing debut. According to Morris, the film focuses on Edythe Boone's “illustrious career", stating “Edy has a way of inspiring people and embracing a number of causes”. The film debuted at the Mill Valley Film Festival on October 10, 2015.

Marlene Morris was a 2011 Berkeley Film Foundation grant winner for "A New Color", which allowed for half of the footage to be shot. In 2012, a Kickstarter campaign, created by Morris, raised $7,951 in additional funding for the film, while the East Bay Community Foundation pledged to match any funds that were raised.

Film Festivals Appearances

References

Category:Living people
Category:American muralists
Category:African-American artists
Category:1938 births


Daphne McClure

Daphne McClure (born 1930) is an English artist who is notable for her paintings of her native Cornwall.

Biography
McClure was born in Helston and studied at the local Redruth Art School before continuing her training at Hornsey College of Art in London. She went on to study at the Central School of Arts and Crafts before working at the Royal Opera House, ROH, in Covent Garden. McClure worked in the production department of the Opera House for many years as both a costume and set designer. In 1976 she left the ROH and moved to Porthleven in Cornwall to concentrate on her painting. There she became a member of both the Newlyn Society of Artists and the Penwith Society of Artists.
She painted local landscapes often featuring derelict tin mining sites, small towns and harbours.

Works by McClure were included in the exhibition, Some of the Moderns at the Belgrave Gallery in 1990 and in the Artists from Cornwall show at the Royal West of England Academy in 1992. A solo show of her work was held at the Penwith Gallery during 1996 and 1997 and she twice won awards at the Newlyn Contemporaries exhibition in the late 1980s.

References

Category:1930 births
Category:Living people
Category:20th-century British women artists
Category:Alumni of the Central School of Art and Design
Category:Alumni of Middlesex University
Category:Landscape artists
Category:People from Helston
Category:Cornish painters


Shōjo Robot

is a song by Rie Tomosaka, written by rock musician Ringo Shiina. It was released as her final single before her hiatus, on . The song was used as an ending theme song for the Nippon Television variety show Fun.

Rie Tomosaka version

Background

Ringo Shiina had previously worked with Tomosaka on her 1999 album, . She had written the lead single, "Cappuccino," the B-side to the single  and the album track .

Conception

Shiina created a temporary 5 piece band to record the single, and named it . Along with Tomosaka on vocals and Shiina on piano/back-up vocals, Hisako Tabuchi of Number Girl/Bloodthirsty Butchers featured as the band's guitarist.

The songs on the single were created in the vein of Shiina's Shōso Strip album (released three months prior). "Shōjo Robot" and "Ikenai Ko" were written with Tomosaka's image in mind, while "Nippon ni Umarete" was an unused demo from the Shōso Strip sessions.

Release

The song was a hit for Tomosaka, it being her highest charting single since 1997's "Naichaisō yo." It debuted at #12 on the Oricon singles chart, and stayed in the top 20 for two weeks.

The single was released nine months after the release of her greatest hits collection Rie Tomosaka Best, hence was not compiled in it. "Shōjo Robot" features as track #16 of the Taiwan only greatest hits album Daisuki!, which was released simultaneously as this single in Taiwan.

All three songs were later compiled onto the 2009 re-release of Rie Tomosaka Best called Rie Tomosaka Best+3.

Music video

The music video was shot by director . It depicts Tomosaka performing the song in a room with wall partitions lit with different colour themes. her back-up band consists of a pianist, a guitarist and a drummer -  all played by Ringo Shiina.

The music video has never been released to DVD, as Tomosaka's music video clip collection Rie Tomosaka Clips was released in October 1999 and she has not released a DVD since.

As of January 4, 2010 the music video for "Shōjo Robot" has been viewed over 182,000 times on popular video-sharing website YouTube.

Track listing

All songs written and produced by Ringo Shiina.

Oricon Album Chart Ranking (Japan)

Release history

Tokyo Jihen version

Originally, Sheena performed live covers of "Shōjo Robot" and "Nippon ni Umarete" at her July 30, 2000 Zazen Xstasy concert, and later "Ikenai Ko" at her Gekkō Kuon Taizu concert on November 25, 2000.

Later, with her band Tokyo Jihen, they covered "Shōjo Robot" live at their "Domestic!" Just Can't Help It. tour (April 7, 2005 - May 30, 2005). The track was released as a digital download on , a week before the DVD's release. The song, as well as Blackout and Mirror-ball, received a promotional live music video, which was aired on music video channels in promotion of the DVD.

Track list

References

Category:Rie Tomosaka songs
Category:Tokyo Jihen songs
Category:Ringo Sheena songs
Category:2000 songs
Category:2000 singles
Category:2006 singles
Category:Songs written by Ringo Sheena


Kfarmelki

Kfarmelki () (also known as Kafr melki, Kfarmilki), is a town in the Sidon District or Saïda, ( ; South Governorate, Lebanon.

Kfarmelki is located in the Kaza of Saida one of Mohafazah of South Lebanon kazas (districts). Mohafazah of South Lebanon is one of the eight mohafazats (governorates) of Lebanon. It's  away from (Beirut) the capital of Lebanon. It is  above sea level. Kfarmelki surface stretches for

References

External links
 Official web page
Kfar Melki,  Localiban
 Discoverlebanon.com Website

Category:Sidon District
Category:Populated places in the South Governorate


Zajas Municipality

Zajas (, ) is a former municipality in western Republic of North Macedonia, created in the 1996 territorial organisation, dissolved following 2013 Macedonian new territorial organisation after it was merged with Kičevo Municipality.
 Zajas is also the name of the village where the municipal seat was found.
 Zajas Municipality was part of the Southwestern Statistical Region.

Geography
The municipality bordered
Mavrovo and Rostuša Municipality to the west,
Gostivar Municipality to the northeast,
Oslomej Municipality to the east,
Kičevo Municipality to the southeast, and
Drugovo Municipality to the southwest.

Demographics

According to the last national census from 2002, this municipality has 11,605 inhabitants.
Ethnic groups in the municipality include:
Albanians = 11,308 (97.4%)
Macedonians = 211 (1.8%)
others = 86 (0.7%)

The total number of students in the municipality in 2011, in comparison to the total number of students in 2007, declined for 35.5%. Zajas is the second municipality in North Macedonia by the decline of the total number of students.

References

Category:Former municipalities of North Macedonia
Category:Kičevo Municipality


İnegölspor

İnegölspor is a Turkish sports club located in İnegöl, Bursa Province. The football team currently plays in the TFF Second League. The club also played in the old Second League between 1985–1993 and 1996-1997.

References

External links
Official website
İnegölspor on TFF.org

Category:Sport in Bursa
Category:Football clubs in Turkey
Category:Association football clubs established in 1954


Pascal Manhanga

Pascal Ovidy Manhanga (born 23 March 1991) is a Zimbabwean professional footballer, who plays as a midfielder for How Mine and the Zimbabwe national team. He is known for creating and scoring goals.

Career

Club
Manhanga started his career in the lower leagues of Zimbabwe, firstly with Mutare United and then with Tsholotsho Pirates, he remained with both sides for a year each before moving to Triangle United. He spent three years with Triangle Utd before he was signed by the 2013 Mbada Diamonds Cup winners Highlanders in June 2014. His stay with the Highlanders was short as he left to rejoin Triangle Utd at the start of 2015. However, a year later he was on the move again as he departed Triangle Utd for the second time to sign for How Mine.

International
In January 2014, coach Ian Gorowa, invited him to be a part of the Zimbabwe squad for the 2014 African Nations Championship. He helped the team to a fourth-place finish after being defeated by Nigeria by a goal to nil. He made two appearances in the aforementioned competition, overall he has played four times for Zimbabwe and scored one goal.

Career statistics

International
.

International goals
. Scores and results list Zimbabwe's goal tally first.

Personal life

Political views
Manhanga has criticized the widespread practice of polygamy in Zimbabwe, calling it worse for the people of his country than marijuana, pornography, or console video games.

References

Category:Living people
Category:1991 births
Category:Zimbabwean footballers
Category:African Nations Championship players
Category:2014 African Nations Championship players
Category:How Mine F.C. players
Category:Highlanders F.C. players
Category:Association football midfielders


Nursing home care

Nursing homes provide residential care for elderly or disabled people. Nursing homes may also be referred to as old people's homes, care homes, rest homes, convalescent homes, convalescent care, skilled nursing or long-term facilities. Often, these terms have slightly different meanings to indicate whether the institutions are public or private, and whether they provide mostly assisted living, or nursing care and emergency medical care. Nursing homes are used by people who do not need to be in a hospital, but cannot be cared for at home. The nursing home facility nurses have the responsibilities of caring for the patients' medical needs and also the responsibility of being in charge of other employees, depending on their ranks. Most nursing homes have nursing aides and skilled nurses on hand 24 hours a day.

Some nursing homes also provide short-term rehabilitative stays following surgery, illness, or injury. Services may include physical therapy, occupational therapy, or speech-language therapy. Nursing homes also offer other services, such as planned activities and daily housekeeping. Nursing homes may offer memory care services, often called dementia care.

History

Starting in the 17th century, the concept of poorhouses (also referred to as almshouses) were brought to America by English settlers.  All orphans, mentally ill and the poor elderly were placed into these living commons. In the twenty-first century, nursing homes have become a standard form of care for the most aged and incapacitated persons. Nearly 6 percent of older adults are sheltered in residential facilities that provide a wide range of care. Yet such institutions have not always existed; rather, their history and development reflect relatively recent demographic and political realities that shape the experience of growing old. Before the nineteenth century, no age-restricted institutions existed for long-term care. Rather, elderly individuals who needed shelter because of incapacity, impoverishment, or family isolation often ended their days in an almshouse. Placed alongside the insane, the inebriated, or the homeless, they were simply categorized as part of the community's most needy recipients. These poorhouses gave a place where they could be given shelter and daily meals. Poorhouses continued to exist into the early 20th century despite the criticism they faced. Much of the criticism stemmed from the conditions of the poorhouses. The Great Depression overwhelmed the poorhouses as there were a lot of people that needed help and care but not enough space and funding in the poorhouses. Due to Muck Raking in the 1930s the less than favorable living conditions of the poorhouses were exposed to the public.

Poorhouses were then replaced with a different type of residential living for the elderly. These new residential living homes were called board-and-care homes or also known as convalescent homes. These board-and-care homes would provide basic levels of care and meals in a private setting for a specific fee. Board-and-care homes proved to be a success and by World War 2, the new way of nursing homes began to take shape. As the times continued to change,  the government identified the issue of people spending extensive amounts of time in hospitals. To combat these long stays in short-term settings, board-and-care homes began to convert into something more public and permanent that was state and federally funded. From this, by 1965 nursing homes were a solid fixture. Nursing homes were a permanent residence where the elderly and disabled (poor elderly and disabled specifically) could receive any necessary medical care and receive daily meals. Though nursing homes in the beginning were not perfect, they were a huge step above almshouses and poorhouses in regards to following laws and maintaining cleanliness. From the 1950s through the 1970s the dynamics of nursing homes began changing significantly. Medicare and Medicaid began to make up much of the money that would filter through the homes and the 1965 amendment laws enforced nursing homes to comply with safety codes and required registered nurses to be on hand at all times. Additionally, nursing homes may sue children for the costs of caring for their parents in jurisdictions which have filial responsibility laws. Later in 1987, the Nursing Reform Act was introduced to begin defining the different types of nursing home services and later added the Residents' Bill of Rights.

Today nursing homes are very different across the board. Some nursing homes still resemble a hospital while others look more like a home. Nursing home residents can pay for their care out of pocket, others may receive medicare for a short time and some may use long-term insurance plans. Across the spectrum, most nursing homes will accept medicaid as a source of payment.

Elder abuse
Abuse of elderly patients occurs all over the United States. There are 3 major types of abuses reported in nursing homes: physical, emotional, and sexual abuse. Physical abuse is the intention or action to hurt an elderly person resulting in scars and bruising. Emotional abuse occurs when an employee makes verbal threats and continuously degrades the patient, resulting in the patient experiencing mood swings, anxiety, and depression. Sexual abuse is when an elderly patient is being forced into unwanted sexual activity by an employee, resident or visitor, usually attempted and reported when the patient is sleeping, sick, or weak. Nursing home neglect is similar to elder abuse.  It is when employees begin to repeatedly ignore and leave a patient alone, neglect the patient's personal hygiene like bathing and brushing of teeth, provide the patient a reasonable amount of food and water, and neglect to provide the patient with the correct amount of medication he or she requires. One factor unique to elder abuse in nursing homes is that many nursing home contracts require residents to sign away their legal rights in delegation clauses.

Staff
All of the nursing homes employees are all required to be licensed or uphold a certificate in the state of which they work. In most facilities, nursing homes are required to provide enough staff to adequately care for residents. In the U.S., for instance, nursing homes must have at least one registered nurse (RN) available for at least 8 straight hours a day throughout the week, and at least one licensed practical nurse (LPN) on duty 24 hours a day. Direct care nursing home employees usually include registered nurses, licensed practical nurses, certified nursing assistants, and physical therapists, amongst others.

Nurses

Nursing homes require that a registered nurse (RN) be present to assess and monitor residents. Registered Nurses are typically required to have between two and six years of education. The RN's job duties include implementing care plans, administering medications, recording and maintaining accurate reports for each resident, monitoring and recording medical changes and providing direction to the nursing assistants and licensed practical nurses (LPN).<ref>{{Cite web|url=http://www.nursingworld.org/EspeciallyForYou/What-is-Nursing/Tools-You-Need/RNsAPNs.html|title=What Nurses Do|last=|first=|date=|website=American Nurses Association|archive-url=|archivedate=|dead-url=|accessdate=}}</ref> RNs are not required to choose a specialization. To gain recognition as a specialized nurse professional, RNs typically need to undergo further experience through clinical practices, and becoming educated in their specialized field. LPNs are typically required to have a year of training before working with any patients. The LPNs monitors residents' well-being and administers treatments and medications, such as dressing wounds and dispensing prescribed drugs. LPNs responsible for patients direct bed care and carry out a daily routine

 Nursing assistants

A nursing assistant provides basic care to patients while working directly under a LPN or RN. These basic care activities, also referred to as activities of daily living, can include assisting with bathing and dressing residents, helping residents with meals, either serving them or with feeding, transferring to and from the bed or wheelchair, making and cleaning beds, assisting with toileting, and answering call lights. Nursing assistants' official titles can vary between jurisdictions and facilities. They can include Certified Nursing Assistants (CNAs), nursing aides, caregivers, patient care associates, patient care technicians, and care assistants.

Administration
Depending on the size of the nursing home, a nursing home may have either a nursing home administrator or an executive director. Some nursing homes may have both, but their job duties are similar and can include overseeing staff, supplying medical supplies, and financial matters. Some nursing homes also have human resources personnel, who are in charge of all aspects of hiring new employees. Human resources job duties vary but can also include coordinating payroll, organizing orientation programs for new employees, interviewing, disciplinary actions, and ensuring compliance with federal and state laws. Nursing homes are usually licensed and heavily regulated under governing legislation. Compliance with the federal and state legislatures are reviewed regularly for adherence to strict standards of building codes, care plans, behavior and altercations between residents, nutrition and dietary services, medical services, nursing and personal care, religious and spiritual practices, pets, and recreational programs.

Housekeeping

Housekeepers perform the everyday duty of cleaning and keeping up nursing homes. Housekeepers play a huge part in ensuring that nursing homes are kept clean and free of disease causing agents. Housekeepers have a long list of duties which include cleaning floors, changing linens, disinfecting bathrooms, changing towels, washing clothes, emptying garbage cans, sanitizing rooms, replenishing supplies, dusting and polishing furniture, vacuuming, and keeping windows and woodwork clean. These duties can be  different from facility to facility but will overall include basic cleaning. Housekeeping does not require any licensure or schooling, but some housekeeping jobs may prefer prior job experience.

Recreational staff
Recreational staff usually include  an activity director and possibly activity assistants depending on the size of the nursing home. Activities aim to meet each residents' emotional, intellectual, physical, social, spiritual, and vocational needs. The transition from being independent to having to depend on others and be away from home is oftentimes very difficult, which is why activities are important to combat depression and anxiety. Some of the different activities that may be offered include hosting birthday parties, celebrating holidays, book clubs, musical events, outdoor activities, discussion and social groups, exercise, arts and crafts, pet therapy, religious services and community outings. Volunteer involvement is also an important part of nursing home activities given that volunteers can act as a link between the nursing home and the outside community.

Therapy
Occupational therapy
One of the many services offered in a nursing home is occupational therapy. Occupational therapy may be necessary following an injury or illness in order to regain skills and to receive support during any physical or cognitive changes.  Occupational therapy will focus on activities of daily living such as bathing, dressing, grooming. Occupational therapy also assists with instrumental activities of daily living which include home and financial management, rest and sleep, education, work, play, leisure, and social participation. Occupational therapists work to allow the person to safely and comfortably reintegrate into society by practicing public dining, transferring to different surfaces (chairs, beds, couches etc.), and will assess the need for any home modifications or safety equipment to ensure a proper and safe transition. When a cognitive and/or perceptual deficit is presented, therapists will work with the person by teaching strategies to maximize memory, sequencing and attention span length.

Physical therapy

Another important service found in a nursing home is physical therapy. Physical therapy may be necessary following an injury, illness or surgery. Physical therapy works with the person  to help them regain strength, endurance, flexibility, balance and range of motion. Physical therapy is also used as a way of preventing injuries and accidents by focusing on restoring mobility, increasing fitness levels, reducing pain and overall reaching a certain point of independence. There are many conditions that can benefit from receiving physical therapy in a nursing home, these conditions include arthritis, pain associated with cancer, dementia, Alzheimer's, stroke and incontinence.

 Speech language therapy
Speech-language pathology is another service found in a nursing home. Speech language pathologists specialize in working with those who have a difficult time with language and/or speech, usually following an injury or an underlying diagnoses. The SLP will evaluate the persons speech. If the person is having trouble with speech, this points to an issue with coordinating the movements and muscles used to produce speech. While trouble with language points to the person having difficulty with understanding what they are hearing and seeing. The SLP will also look at difficulty with swallowing food and will evaluate the person in order to figure out which part of the swallowing process is not working. Some of the many speech disorders worked with by the SLP are; Phonology meaning the speech patterns used, Apraxia meaning difficulty with coordinating the movements needed to make sounds, Receptive Language meaning difficulty understanding language, Fluency meaning stuttering, Expressive Language meaning difficulty using language and many other disorders.

By country
Canada

Long-term care facilities exist under three major types: privately owned, non-profit/charitable, and municipal. Regardless of their ownership, aspects of funding, admission criteria, and cost to the individuals are all regulated by their respective provincial governments. As medical care is publicly funded in Canada, all long-term care facilities receive funding from provincial governments for the health care component of the residence – the nurses and personal support workers. Residents pay daily rates for 'room and board' (accommodation and food) that are determined by the type of room chosen, either shared or private. Provincial governments manage waiting lists for long-term care facilities. People who cannot afford to pay the monthly fees receive subsidies, and no one is refused due to inability to pay.

United Kingdom

In the United Kingdom, care homes and care homes with nursing are regulated by different organisations in England, Scotland, Wales and Northern Ireland. To enter a care home, a candidate patient needs an assessment of needs and of their financial condition from their local council. The candidate may also have an assessment by a nurse, should the patient require nursing care. The cost of a care home is means tested in England.

Care homes for adults in the UK are regulated by Care Quality Commission, which replaced the Commission for Social Care Inspection, and each care home is inspected at least every three years. In Wales the Care Standards Inspectorate for Wales has responsibility for oversight, In Scotland Social Care and Social Work Improvement Scotland otherwise known as the Care Inspectorate, and in Northern Ireland the Regulation and Quality Improvement Authority in Northern Ireland.

In 2002, nursing homes became known as care homes with nursing, and residential homes became known as care homes.

As of April 2009, the lower capital limit is £13,500. At this level, all income from pensions, savings, benefits and other sources, except a "personal expenses allowance" (currently £21.90), goes towards paying the care home fees. The local council pays the remaining contribution provided the room occupied is not more expensive than the local council's normal rate.
The NHS has full responsibility for funding the whole placement if the resident is in a care home with nursing that meets the criteria for NHS continuing Health Care. This is identified by a multidisciplinary assessment process.

In May 2010, a coalition government announced the formation of an independent commission on the funding of long-term care, which was due to report within a 12-month time frame on the financing of care for an ageing population.  It delivered its recommendations on Monday 4 July 2011. The Care Quality Commission have themselves implemented a re-registration process, completed in October 2010, which will result in a new form of regulation being outlined in April 2011.

United States

In the United States, there are three main types of nursing facilities (NFs).

An intermediate care facility (ICF) is a health care facility for individuals who are disabled, elderly, or non-acutely ill, usually providing less intensive care than that offered at a hospital or skilled nursing facility. Typically an ICF is privately paid by the individual or by the individual's family. An individual's private health insurance and/or a third party service like a hospice company may cover the cost. Board and Care Homes''' are special facilities designed to provide those who require assisted living services both living quarters and proper care. Often referred to as residential care homes, these facilities can either be located in a small residential home or a large modern facility. In fact, a large majority of board and care homes are designed to room less than 6 people.  Board and care homes are typically staffed by licensed professionals, including nurses, doctors and other medical professionals. These facilities are highly regulated in order to ensure that the best possible care is being provided for the residents. Board and care homes offer residents 24 hour assistance, making them a highly popular choice for those in need of regular assistance.

Assisted living residences or assisted living facilities (ALFs) are housing facilities for people with disabilities. These facilities provide supervision or assistance with activities of daily living (ADLs); ALFs are an eldercare alternative on the continuum of care for people, for whom independent living is not appropriate but who do not need the 24-hour medical care provided by a nursing home and are too young to live in a retirement home. Assisted living is a philosophy of care and services promoting independence and dignity.

A skilled nursing facility (SNF) is a nursing home certified to participate in, and be reimbursed by Medicare.  Medicare is the federal program primarily for the aged (65+) who contributed to Social Security and Medicare while they were employed. Medicaid is the federal program implemented with each state to provide health care and related services to those who are below the poverty line. Each state defines poverty and, therefore, Medicaid eligibility. Those eligible for Medicaid may be low-income parents, children, including State Children's Health Insurance Programs (SCHIPs) and maternal-child wellness and food programs. seniors, and people with disabilities.

The Centers for Medicare and Medicaid Services is the component of the U.S. Department of Health and Human Services (DHHS) that oversees Medicare and Medicaid. A large portion of Medicare and Medicaid dollars is used each year to cover nursing home care and services for the elderly and disabled. State governments oversee the licensing of nursing homes. In addition, states have a contract with CMS to monitor those nursing homes that want to be eligible to provide care to Medicare and Medicaid beneficiaries. Congress established minimum requirements for nursing homes that want to provide services under Medicare and Medicaid. These requirements are broadly outlined in the Social Security Act, which also entrusts the Secretary of Health and Human Services with the responsibility of monitoring and enforcing these requirements. CMS is also charged with the responsibility of working out the details of the law and how it will be implemented, which it does by writing regulations and manuals.

See also

Care Quality Commission previously known as Commission for Social Care Inspection
Certified Medical Director
Eldercare
Home care
International Association for Homes and Services for the Aging
 LGBT ageing
List of companies operating nursing homes
Retirement village

References

Category:Caregiving
 Nursing home
Category:Types of health care facilities


KFC

KFC, also known as Kentucky Fried Chicken, is an American fast food restaurant chain headquartered in Louisville, Kentucky, that specializes in fried chicken. It is the world's second-largest restaurant chain (as measured by sales) after McDonald's, with 22,621 locations globally in 136 countries . The chain is a subsidiary of Yum! Brands, a restaurant company that also owns the Pizza Hut, Taco Bell, and WingStreet chains.

KFC was founded by Colonel Harland Sanders, an entrepreneur who began selling fried chicken from his roadside restaurant in Corbin, Kentucky, during the Great Depression. Sanders identified the potential of the restaurant franchising concept, and the first "Kentucky Fried Chicken" franchise opened in Utah in 1952. KFC popularized chicken in the fast food industry, diversifying the market by challenging the established dominance of the hamburger. By branding himself as "Colonel Sanders", Harland became a prominent figure of American cultural history, and his image remains widely used in KFC advertising to this day. However, the company's rapid expansion overwhelmed the aging Sanders, and he sold it to a group of investors led by John Y. Brown Jr. and Jack C. Massey in 1964.

KFC was one of the first American fast food chains to expand internationally, opening outlets in Canada, the United Kingdom, Mexico, and Jamaica by the mid-1960s. Throughout the 1970s and 1980s, it experienced mixed fortunes domestically, as it went through a series of changes in corporate ownership with little or no experience in the restaurant business. In the early-1970s, KFC was sold to the spirits distributor Heublein, which was taken over by the R.J. Reynolds food and tobacco conglomerate; that company sold the chain to PepsiCo. The chain continued to expand overseas, however, and in 1987, it became the first Western restaurant chain to open in China. It has since expanded rapidly in China, which is now the company's single largest market. PepsiCo spun off its restaurants division as Tricon Global Restaurants, which later changed its name to Yum! Brands.

KFC's original product is pressure-fried chicken pieces, seasoned with Sanders' recipe of 11 herbs and spices. The constituents of the recipe represent a notable trade secret. Larger portions of fried chicken are served in a cardboard "bucket", which has become a well-known feature of the chain since it was first introduced by franchisee Pete Harman in 1957. Since the early-1990s, KFC has expanded its menu to offer other chicken products such as chicken fillet sandwiches and wraps, as well as salads and side dishes such as French fries and coleslaw, desserts, and soft drinks; the latter often supplied by PepsiCo. KFC is known for its slogans "It's Finger Lickin' Good!", "Nobody does chicken like KFC", and "So good".

History

Harland Sanders was born in 1890 and raised on a farm outside Henryville, Indiana (near Louisville, Kentucky). When Sanders was five years old, his father died, forcing his mother to work at a canning plant. This left Sanders, as the eldest son, to care for his two younger siblings. After he reached seven years of age, his mother taught him how to cook. After leaving the family home at the age of 13, Sanders passed through several professions, with mixed success. In 1930, he took over a Shell filling station on US Route 25 just outside North Corbin, Kentucky, a small town on the edge of the Appalachian Mountains. It was here that he first served to travelers the recipes that he had learned as a child: fried chicken and other dishes such as steaks and country ham. After four years of serving from his own dining room table, Sanders purchased the larger filling station on the other side of the road and expanded to six tables. By 1936, this had proven successful enough for Sanders to be given the honorary title of Kentucky colonel by Governor Ruby Laffoon. In 1937 he expanded his restaurant to 142 seats, and added a motel he purchased across the street, naming it Sanders Court & Café.

Sanders was unhappy with the 35 minutes it took to prepare his chicken in an iron frying pan, but he refused to deep fry the chicken, which he believed lowered the quality of the product. If he pre-cooked the chicken in advance of orders, there was sometimes wastage at day's end. In 1939, the first commercial pressure cookers were released onto the market, mostly designed for steaming vegetables. Sanders bought one, and modified it into a pressure fryer, which he then used to fry chicken. The new method reduced production time to be comparable with deep frying, while, in the opinion of Sanders, retaining the quality of pan-fried chicken.

In July 1940, Sanders finalised what came to be known as his "Original Recipe" of 11 herbs and spices. Although he never publicly revealed the recipe, he admitted to the use of salt and pepper, and claimed that the ingredients "stand on everybody's shelf". After being recommissioned as a Kentucky colonel in 1950 by Governor Lawrence Wetherby, Sanders began to dress the part, growing a goatee and wearing a black frock coat (later switched to a white suit), a string tie, and referring to himself as "Colonel". His associates went along with the title change, "jokingly at first and then in earnest", according to biographer Josh Ozersky.

The Sanders Court & Café generally served travelers, so when the route planned in 1955 for Interstate 75 bypassed Corbin, Sanders sold his properties and traveled the US to franchise his chicken recipe to restaurant owners. Independent restaurants would pay four (later five) cents on each chicken as a franchise fee, in exchange for Sanders' "secret blend of herbs and spices" and the right to feature his recipe on their menus and use his name and likeness for promotional purposes. In 1952 he had already successfully franchised his recipe to his friend Pete Harman of South Salt Lake, Utah, the operator of one of the city's largest restaurants.

Don Anderson, a sign painter hired by Harman, coined the name "Kentucky Fried Chicken". For Harman, the addition of KFC was a way of differentiating his restaurant from competitors; a product from Kentucky was exotic, and evoked imagery of Southern hospitality. Harman trademarked the phrase "It's finger lickin' good", which eventually became the company-wide slogan. He also introduced the "bucket meal" in 1957 (14 pieces of chicken, five bread rolls and a pint of gravy in a cardboard bucket). Serving their signature meal in a paper bucket was to become an iconic feature of the company.

By 1963 there were 600 KFC restaurants, making the company the largest fast food operation in the United States. KFC popularized chicken in the fast food industry, diversifying the market by challenging the established dominance of the hamburger.

In 1964, Sanders sold the company to a group of investors led by John Y. Brown Jr. and Jack C. Massey for US$2 million (around US$15 million in 2013). The contract included a lifetime salary for Sanders and the agreement that he would be the company's quality controller and trademark. The chain had reached 3,000 outlets in 48 different countries by 1970. In July 1971, Brown sold the company to the Connecticut-based Heublein, a packaged food and drinks corporation, for US$285 million (around US$1.6 billion in 2013). Sanders died in 1980, his promotional work making him a prominent figure in American cultural history. By the time of his death, there were an estimated 6,000 KFC outlets in 48 different countries worldwide, with $2 billion of sales annually.

In 1982, Heublein was acquired by R. J. Reynolds, the tobacco giant. In July 1986, Reynolds sold KFC to PepsiCo for $850 million (around US$1.8 billion in 2013). PepsiCo made the chain a part of its restaurants division alongside Pizza Hut and Taco Bell. The Chinese market was entered in November 1987, with an outlet in Beijing.

In 1991, the KFC name was officially adopted, although it was already widely known by that initialism. Kyle Craig, president of KFC US, admitted the change was an attempt to distance the chain from the unhealthy connotations of "fried". The early 1990s saw a number of successful major products launched throughout the chain, including spicy "Hot Wings" (launched in 1990), popcorn chicken (1992), and internationally, the "Zinger", a spicy chicken fillet sandwich (1993). By 1994, KFC had 5,149 outlets in the US, and 9,407 overall, with over 100,000 employees. In August 1997, PepsiCo spun off its restaurants division as a public company valued at US$4.5 billion (around US$6.5 billion in 2013). The new company was named Tricon Global Restaurants, and at the time had 30,000 outlets and annual sales of US$10 billion (around US$14 billion in 2013), making it second in the world only to McDonald's. Tricon was renamed Yum! Brands in May 2002.

By 2015, the company was struggling, having lost business to other retailers and being surpassed by Chick-fil-A as the leading chicken retailer in the U.S. three years previously. To combat this, the company launched a new initiative with a plan to revamp its packaging, decor and uniforms, as well as expanding its menu. Additionally, beginning in May 2015, a new series of advertisements was launched featuring Darrell Hammond as Colonel Sanders. Subsequently,  in a planned rotation of actors, Norm Macdonald, Jim Gaffigan, George Hamilton and Rob Riggle portrayed Sanders in similar ads through the fall of 2016. In January 2018, Country Music icon Reba McEntire was chosen to be KFC's first female Colonel Sanders.

Operations

KFC is a subsidiary of Yum! Brands, one of the largest restaurant companies in the world. KFC had sales of $23 billion in 2013. KFC has its headquarters at 1441 Gardiner Lane, Louisville, Kentucky, in a three-story colonial style building known colloquially as the "White House" due to its resemblance to the US president's home. The headquarters contain executive offices and the company's research and development facilities. KFC is incorporated at 1209 North Orange St, Wilmington, Delaware.

By December 2013, there were 18,875 KFC outlets in 118 countries and territories around the world. There are 4,563 outlets in China, 4,491 in the United States, and 9,821 across the rest of the world. Outlets are owned by franchisees or directly by the company. Eleven percent of outlets are company owned, with the rest operated by franchise holders. Although capital intensive, company ownership allows for faster expansion of the chain.

Most restaurants are furnished with images of the company founder, Colonel Harland Sanders. As well as dine-in and take-out, many stand-alone KFC outlets offer a drive-through option. KFC offers a limited delivery service in a small number of markets. Units include express concessions and kiosks which feature a limited menu and operated in non-traditional locations such as filling stations, convenience stores, stadia, theme parks and colleges, where a full scale outlet would not be practical. Average annual sales per unit was $1.2 million in 2013. Worldwide, the daily average number of food orders at an outlet is 250, with most occurring within a two-hour peak-period.

As a Director and CEO of Yum!, Greg Creed ultimately has foremost responsibility for KFC operations. Sam Su is chairman and CEO of Yum!'s Chinese operations, and Tony Lowings is the president and CEO of KFC, replacing Roger Eaton who retired in 2018. David Gibbs is president, CFO and COO of Yum! Brands, Inc. On March 7, 2019 KFC announced a new executive position "Chief Communications Officer" and Staci Rawls will fill that position.

Africa

The company hopes to expand its African operations, where it is already the regional leader among US fast food chains. The company is slowly expanding across the African continent, opening 70 outlets, but progress has been hampered by sourcing issues, such as a lack of quality suppliers.

Asia
KFC continues to grow in Asia.

In Sri Lanka, KFC was launched in 1995 at Majestic City. There were 25 KFC restaurants in Sri Lanka as of December 2014.

In Singapore, the first KFC franchise was opened in 1977 along Somerset Road. In 1993, KFC Singapore was the first KFC in Asia to develop and launch the Zinger. KFC restaurants in Singapore are currently owned and operated by KFC (Malaysia) Holdings Bhd.

In Bangladesh, the first KFC outlet was opened at Gulshan in 2006. As of June 2016, the country is home to 19 KFC outlets.

In Cambodia, KFC first opened on Monivong Boulevard in Phnom Penh in 2008.

In Myanmar, the first KFC outlet was officially opened on Bogyoke Aung San Road in Yangon in 2015.

In Pakistan, first outlet of KFC was opened in Gulshan-e-Iqbal, Karachi in 1997. But now KFC has a presence in 31 major cities of Pakistan with more than 84 outlets nationwide out of which 22 are in Karachi and 18 are in Lahore. KFC Pakistan menu consists of sandwiches, fried chicken, nuggets, fries, rice dishes and drinks. KFC in Pakistan introduced a new food item named the "Zingeratha" which is a fusion of Zinger and Paratha, traditional food of Pakistan.

In Taiwan, KFC entered the market in 1984 and opened its first store in 1985 in Taipei City. The 100th store in Taiwan opened in 1999. It was the second largest fast food chain restaurant in Taiwan until Mos Burger exceeded the number of branches of KFC in 2008. Now KFC is the third largest fast food chain restaurant with 137 stores as of 2017.

China

KFC is the largest restaurant chain in China, with 5,003 outlets as of 2015. They are operated by the Yum! China division. KFC became the first Western fast food company in China after its first outlet opened in Qianmen, Beijing, in November 1987.

Local food items include rice congee and tree fungus salad, with an average of 50 different menu items per store.

In December 2012, the chain faced allegations that some of its suppliers injected antiviral drugs and growth hormones into poultry in ways that violated food safety regulations. This resulted in the chain severing its relationship with 100 suppliers, and agreeing to "actively co-operate" with a government investigation into its use of antibiotics. KFC China sales in January 2013 were down 41 percent against the previous year. To counter sluggish sales, the menu was revamped in 2014.

In July 2014, Chinese authorities closed down the Shanghai operations of the OSI Group, amidst allegations that it had supplied KFC with expired meat. Yum! immediately terminated its contract with the supplier, and stated that the revelation had led to a "significant [and] negative" decline in sales.

KFC opens its first outlet in Tibet in March 2016.

India

There are 350 KFC outlets in India.  The company has adapted the standard KFC offerings to Indian tastes and the menu options in India include the Hot & Crispy Chicken and Fiery Grilled bucket options, Chicken Zinger, Krushers, Rice Bowlz and the more recently launched 5-in-1 Meal Box. The business was refranchised in October 2015 after Yum concluded a year-and-a-half-long exercise to reorganize its business under larger, well-capitalized franchisees. In this regard, about a third of its outlets, operated by several of its franchisees, have been sold to a newly formed entity—Sapphire Foods India Pvt. Ltd. The new entity is owned by a consortium of four private equity funds, led by Samara Capital. The other investors are CX Partners, Goldman Sachs Group Inc. and a fourth fund, said a top executive at the local arm of the American food company.

The first Indian KFC was a two-storey outlet on the fashionable Brigade Road in Bangalore in June 1995. According to journalist Michael White, the company could not have chosen a "more difficult venue for its maiden entrée into the country". Bangalore housed the headquarters of the Karnataka Rajya Raitha Sangha, one of the most influential, vocal and anti-foreign investment farmers' associations in the country. The first outlet suffered protests from anti-globalisation and environmental campaigners, as well as local farmers, who objected to the chain bypassing local producers. Many Indians were concerned about the onslaught of consumerism, the loss of national self-sufficiency, and the disruption of indigenous traditions. The protests came to a head in August 1995, when the Bangalore outlet was repeatedly ransacked. The KFC outlet in Bangalore demanded, and received, a police van permanently parked outside for a year. The outlet was closed on September 13, 1995 by local authorities, who claimed the company used illegally high amounts of monosodium glutamate (MSG) in its food. The outlet re-opened a few hours later as the result of an appeal by KFC to the Karnataka High Court. The company stated the recipe was no different than that used in any other KFC store. Rural activist M. D. Nanjundaswamy claimed KFC would adversely affect the health of the impoverished, by diverting grain from poor people to make the more profitable animal feed. Environmentalist Maneka Gandhi joined the anti-KFC movement. A second outlet opened in Delhi, but was closed by the authorities throughout November, purportedly for health reasons, but more likely to avoid a repetition of the Bangalore incident. The Delhi outlet soon closed permanently.

KFC began to expand outside of Bangalore in 2004, with a localized menu that was the most extensive meat-free menu across the chain's worldwide operations. It introduced a vegetarian menu that included rice meals, wraps and side dishes and, like McDonald's, served eggless mayonnaise and sauces. Unnat Varma, marketing director of KFC India, states "The vegetarian offerings have made the brand more relevant to a larger section of consumers and that is necessary for KFC's growth." KFC also began using Indian spices and cooking techniques to localize its chicken dishes. By 2008–09, KFC operated 34 outlets in India. In 2014, KFC launched the "So Veg, So Good" menu as part of an India-specific promotional strategy focused on enhancing their vegetarian range. The company has been up to a lot of innovation over the past few months with the launch of the first-ever no crust, all chicken KFC Chizza in December 2016.  More recently, KFC got Mumbai's dabbawalas to deliver its newly launched 5-in-1 Meal Boxes. The city's dabbawalas, famed for their efficient delivery of office lunches, took on the role of KFC delivery men as part of an innovative marketing campaign. They supplied specially created 5-in-1 meal boxes to some office-goers instead of their regular dabbas. The innovation efforts have continued with the launch of the Watt a Box, a practical new take on the 5-in-1 Meal Box, which can also charge phones.

Indonesia

In Indonesia, KFC is the largest Western restaurant chain, with 466 outlets as of December 2013. The chain has grown to hold an estimated 32 percent market share, and menu items include spaghetti, wraps and chicken porridge. The master franchisee is PT Fastfood Indonesia.

The first outlet opened in Jakarta in 1979. Salim Group, Indonesia's largest conglomerate, became a major shareholder in 1990, which provided the company with funds for major expansion. Its master franchisee, PT Fastfood Indonesia, was publicly listed on the Indonesian Stock Exchange in 1993.

Japan

KFC Japan was formed in 1970 as a joint venture between the American parent and the Japanese Mitsubishi Corporation. In December 1974, KFC Japan began to promote fried chicken as a Christmas meal. Eating KFC at Christmas time has become a "Traditional Christmas Eve Dinner". , Japan is the third-largest market for KFC after China and the United States with 1,200 outlets.

In December 2007, Mitsubishi assumed majority control of KFC Japan in a JP¥ 14.83 billion transaction.

Malaysia

Being one of its largest overseas markets, the Malaysian KFC traces its origin from  January 1, 1973 from its first outlet in Jalan Tunku Abdul Rahman, Kuala Lumpur. In 2016, the brand has been crowned as the largest fast-food chain in Malaysia and dominating 45% of the local Fast-Food Market shares with its traditional rival, McDonald's following in second, while its sister restaurant, Pizza Hut spotting at the third place. By 2018, the restaurant has established a strong presence in the country, estimated to serve almost an equal proportion with the total population of Malaysia with 25 million customers every month by its 14,000 employees.

Similar to other international KFC markets, the Malaysian KFC also featuring various localised and seasonal food items in addition to the universal KFC Menu. The Malaysian KFC customarily offers two types of fried chicken: Original and Hot & Spicy, moreover, other types of fried chickens and food products are also being periodically introduced to the local consumers. Among other common year-long regional items unique to the Malaysian market includes colonel rice (derived from the local chicken rice), rice congee, popcorn chicken (offered in original and hot & spicy variants), wrap, cheesy potato wedges, gula melaka vanilla pudding, white coffee and teh tarik. Malaysians mostly prefer dark meat cuts, a divergent from the American KFC that observed white meat in a higher demand. Furthermore, being a predominantly Muslim-country, all meats are slaughtered in accord to the Halal-method under the supervision of Shariah Advisory Council and the Department of Islamic Development Malaysia.

The KFC business design in Malaysian is generally offering a mid-range dining option to cater the predominantly middle-class Malaysian population. The premise is typically large in area and able to accommodate the dining culture commonly practised among the Malaysian society, a contrast to the primarily takeout model seen in the American market. Many of the Malaysian KFC also operate round the clock, offering drive-through and delivery service.

As of 2018, QSR Brands (M) Holdings Bhd, the shareholder of the company in Malaysia is also responsible on managing 810 KFC outlets across Malaysia, Singapore, Brunei and Cambodia, with more than 700 of these outlets are being located domestically in Malaysia, hence making the country one of the largest global market for the fast-food chain. The chain has been witnessed rapid expansion since the opening of its 250th Malaysian outlet on May 8, 1998 located in Petronas Twin Towers, the 500th branch in Subang launched on January 15, 2011 and the 700th restaurant in Seremban on September 18, 2018.

Additionally, the QSR Brands is also in change on handling 380 Pizza Hut outlets in Malaysia and 80 in Singapore, similar to some international developments, many of these restaurants are being traditionally combined together with a KFC premise. The company is estimated earn MYR5 billion in revenue for KFC and Pizza Hut throughout the region in 2018, up from MYR4.56 billion (2017) and MYR4.24 billion (2016), the period recorded the company earned a profit of MYR182.98 million and MYR113.44 million in 2017 and 2016 respectively.

In 1995, Projek Penyayang KFC was founded in an effort to provide food to more than 150 orphanages every quarter. The social service by the restaurant was then extended by the introduction of Tabung Penyayang Fund in 1997, Add Hope Malaysia in 2006 and Add Hope Wordwide in 2007 as means to aid the local and international community.

The chain is also one of the earliest fast-food eateries in Malaysia to employ people with different abilities from its outlet in Jalan Imbi, Kuala Lumpur in November 15, 1986 (has since relocated to Sentul Raya, Jalan Ipoh in 1992).
From the first fully operated KFC in the world run by speech-and hearing-impaired staff in Kuala Lumpur, the operation has expanded to its Malaysian operation in Tanjung Aru (Kota Kinabalu) and Saujana (Kuching) outlets in 1996.
Similarly, the model has also being adopted by several KFC eateries in Egypt, India, Pakistan, Singapore and Thailand. To date, the establishment has employed more than 350 Malaysian individuals predominantly of speech and hearing impairment.

KFC Malaysia is expected to have a 5% growth on sales in 2019. It has opened 23 outlets in 2018, a further 36 outlets in 2019 and 30 eateries later in 2020.

Europe

United Kingdom

As of December 2013, there were 784 KFC outlets in the United Kingdom. British turnover was around £684.5 million in 2013, according to Technomic. About 70 percent of outlets are run by franchisees, with the remainder company owned. The company employs 24,000 people. Around 400 sites are drive-through outlets. Average outlet turnover is between £1 and £1.5 million.

Annual sales amount to 60,000 metric tonnes of chicken, 60 percent of which is purchased from the four largest suppliers in the UK, including Faccenda Group and 2 Sisters Food Group, and delivered fresh to outlets at least three times a week. The remaining 40 percent is sourced from companies in Europe, Thailand (including Charoen Pokphand Foods) and Brazil. All of the Original Recipe chicken is sourced within the UK.

England had the first overseas branch of KFC which opened in Preston, Lancashire in May 1965, and was the first American fast food restaurant chain in the country, pre-dating the arrival of McDonald's, Burger King and Pizza Hut by almost a decade. Ray Allen, an experienced Lancashire caterer, was the first franchisee. The first London branch opened in North Finchley in November 1968. In 1971 there were 31 outlets; by 1975 the chain had grown to 250 outlets. In the late 1970s and throughout the 1980s, KFCs began to introduce seating. KFC opened its first drive through restaurant in the UK in 1984. By 1987 the company had almost 400 outlets.

In May 1997, the "Tower Burger", a fried chicken fillet sandwich with the addition of a hash brown, was first launched in the United Kingdom. In 2006, the company stopped pre-salting its fries and removed trans fats from its products. In 2012 palm oil was replaced by rapeseed oil in the fryers. Between 2004 and 2014, KFC UK increased its offering of "portable" foods: sandwiches, wraps and salads. During that period, sales rose from around £500 million to almost £1 billion. In 2012, KFC UK invested £9 million to install ovens in all of its outlets, so that it could offer griddled chicken. In 2013, KFC rolled out Lavazza coffee across all of its UK outlets. In February 2018, KFC had to temporarily close 575 of its UK outlets, and restrict menus and opening hours in other branches, as a result of its newly-contracted distributor, DHL, failing to deliver chicken to the outlets. As of February 2019, KFC in the UK has around 110 restaurants that are Halal approved out of more than 900 units.

Finland
KFC is planning on opening up to 50 franchise restaurants in 2019.

Middle East
The first KFC in the Middle East opened in 1973 in Kuwait. Today there are over 700 outlets, certified halal, including the United Arab Emirates, Egypt, Qatar, Bahrain, Oman, Jordan, Lebanon, Morocco, Iraqi Kurdistan, and Saudi Arabia. KFC Israel existed from 1993 to 2013 and featured kosher restaurants. On December 2019 KFC has announced that it will be back to Israel until Christmas, planning to open dozens of restaurants by 2020. In 2012 KFC opened in Ramallah in the Palestinian Authority[8] and later expanded to Hebron,[9] Bethlehem,[10] Jenin,[11] and three separate outlets in Ramallah: the Ersal Branch (Bacri), Plaza Mall Branch and Masyoun Branch. In 2013 the New York Times reported that KFC was being smuggled into Gaza through tunnels.

North America

Canada
The first KFC opened in  in Saskatoon, Canada. In 1957, Colonel Harland Sanders gave an interview to CBC Radio  detailing his experience with Canadian food that led to the opening of one of his restaurants in Canada.

In Quebec, KFC is known as "PFK", due to provisions of the provincial government's Charter of the French Language that restrict use of English on signs and in business names.

United States

KFC sales in the United States in 2013 were estimated at $4.22 billion by Technomic.

The basic model for KFC in the United States, not necessarily duplicated elsewhere, is a focus on low prices, a limited menu (29 items on average) and an emphasis on takeout. A "very strong percentage" of sales come from African American customers. Many KFC locations are co-located with either Taco Bell or Pizza Hut, or other Yum! restaurants. When Yum! owned Long John Silver's and A&W Restaurants, these brands were often co-branded with KFC as well. Often these locations behave like a single restaurant, offering one menu with food items from both restaurant brands. In 2003, there were 354 KFC-Taco Bell combines, offering the full KFC menu and Taco Bell items, and 13 units offering the full KFC menu and a limited number of Pizza Hut items. The concept originated in 1991, when a KFC-Taco Bell combination opened in Virginia. Some locations were also opened as combinations of KFC, Taco Bell and Pizza Hut, but this failed to catch on, and Yum! CEO David Novak blamed a lack of franchisee commitment for its lack of success.

Initially, Sanders and KFC used hydrogenated vegetable oil for frying, but in the 1980s the company began to switch to cheaper oils such as palm or soybean. In the 2000s it became apparent that these oils contain relatively high levels of trans fat, which increases the risk of heart disease. By April 2007, the chain had switched to trans fat-free soybean oil in all of its US outlets.

In 2008, Novak credited low US sales as being the result of a lack of new ideas and menu items. The Spring 2009 launch of Kentucky Grilled Chicken only resulted in a temporary halt to the sales decline. In 2010 KFC announced a turnaround plan that included improving restaurant operations, introducing value items and providing healthier menu options. In the same year, Advertising Age noted that KFC was losing market share to its smaller chicken restaurant rival, Chick-fil-A. In 2011 Bloomberg News referred to KFC US as "an also-ran to McDonald's Corp". In 2012, Forbes magazine described how many of the KFC outlets were "aged and uninviting", and that the chain "hasn't introduced an exciting new food item in ages".

KFC was described in 2012 by Bloomberg Businessweek as a "muscular player" in developing regions, specifically Africa, China and India, while noting its falling market share in the US to rivals such as Chick-fil-A and Popeyes. Some analysts speculated that KFC would begin spinning off its ailing US operations. That year, the company began divesting control of company-owned US restaurants to franchised operations, with the intention of reducing overall company ownership from 35 percent to 5 percent.

Mexico

KFC was the first fast food restaurant opened in Mexico, in 1963 in Monterrey. By 2017, there were 341 outlets in the country.

Oceania

There are over 600 KFC outlets in Australia, and around 100 in New Zealand. KFC was the first American style fast food chain to open in both countries. In 2013, KFC reported an annual turnover of almost 2 billion AUD for its Australia and New Zealand operations.

Australia
Yum! directly operates 160 KFC outlets in Australia. The largest of the 53 independent franchisees in Australia is Collins Foods, which operates 169 stores. KFC's major poultry suppliers in Australia are Inghams, Steggles and Turi Foods.

The first Australian KFC was opened in 1968 in Guildford, a suburb of Sydney. The franchise was owned by a Canadian entrepreneur called Bob Lapointe. Between 1970 and 1971, 75 outlets were opened. This had a major impact on Australian chicken production, which increased by 38 percent during the period. By 1995 there were 452 outlets, and the company employed 12,000 staff. That year, Australia produced 35 percent of KFC's international earnings.

New Zealand

The first KFC opened in New Zealand in 1971 at Royal Oak, a suburb of Auckland. By 1980 there were 37 outlets. In 1989, PepsiCo acquired the 50 percent stake in KFC New Zealand that it did not already own from the local Goodman Fielder conglomerate. In 1991 New Zealand turnover topped 100 million NZD for the first time.

Products

KFC's core product offering is pressure fried, on-the-bone chicken pieces seasoned with Colonel Harland Sanders' "Original Recipe" of 11 herbs and spices. The product is typically available in either two or three piece individual servings, or in a family size cardboard bucket, typically holding between 6 and 16 chicken pieces. In territories that follow the system handed down by Colonel Sanders, such as Canada and the UK, each chicken is divided into nine different cuts (2 drumsticks, 2 thighs, 2 wings, 2 breast pieces and one keel), however the United States now uses an eight piece cut. The product is hand-breaded at individual KFC outlets with wheat flour mixed with seasoning in a two- to four-minute process. It is then pressure fried for between seven and ten minutes (the timing differs between countries) in oil at 185 degrees Celsius. Following this, the chicken is left to stand for 5 minutes in order for it to sufficiently cool before it is placed in the warming oven. It is KFC policy to discard chicken if it has not been sold within 90 minutes, in order to ensure freshness. The frying oil varies regionally, and versions used include sunflower, soybean, rapeseed and palm oil. A KFC executive stated that the taste of the chicken will vary between regions depending on the oil variety used, and whether the chicken has been corn-fed or wheat-fed.

As well as its core chicken on the bone offering, KFC's major products include chicken sandwiches (including the Zinger and the Tower); wraps ("Twisters" and "Boxmasters"); and a variety of finger foods, including crispy chicken strips and hot wings. Popcorn Chicken is one of the most widely available KFC products, and consists of small pieces of fried chicken. In some locations, such as in Australia and Malaysia, chicken nuggets are also sold.

KFC adapts its menu internationally to suit regional tastes, and there are over three hundred KFC menu items worldwide. Some locations, such as the UK and the US, sell grilled chicken. In predominantly Islamic countries, the chicken served is halal. In Asia there is a preference for spicy foods, such as the Zinger chicken sandwich. Some locations in the US sell fried chicken livers and gizzards. A small number of US outlets offer an all-you-can-eat buffet option with a limited menu.

A number of territories, such as Japan, Jamaica, Trinidad, Barbados, Ecuador and Singapore sell fried seafood products under the "Colonel's Catch" banner. In Jamaica, what was originally a seasonal offering for the Lent period was expanded to a year-round offering from 2010.

Value menu items are sold under the "Streetwise" name in locations such as Canada. Side dishes often include French fries, coleslaw, barbecue baked beans, corn on the cob, mashed potato, bread rolls and American biscuits. Salads include the bean salad, the Caesar salad and the garden salad. In a number of territories, KFC sell onion rings. In Asia, rice based side dishes such as congee are often sold. In the US and Greece, potato wedges are sold instead of French fries.

McCormick & Company is KFC's largest supplier of sauces, seasonings and marinades, and is a long-term partner in new product development.

Due to the company's previous relationship with PepsiCo, most territories supply PepsiCo products, but exceptional territories include Barbados, Greece, New Zealand, the Philippines, Romania, South Africa, and Turkey, which stock drinks supplied by The Coca-Cola Company, and Aruba, which stocks RC Cola from the Cott Corporation. In Peru, the locally popular Inca Kola is sold. In a number of Eastern European locations and Portugal, beer is offered, in addition to soft drinks.

Launched in 2009, the Krusher/Krushem range of frozen beverages containing "real bits" such as Kit Kat, Oreo and strawberry shortcake, is available in over 2,000 outlets. Egg custard tart is a popular dessert worldwide, but other items include ice cream sundaes and tres leches cake in Peru.

In 2012, the "KFC am" breakfast menu began to be rolled out internationally, including such items as pancakes, waffles and porridge, as well as fried chicken.

On August 27, 2019, KFC tested meatless boneless wings and nuggets in Atlanta, Georgia.

11 herbs and spices

Sanders' Original Recipe of "11 herbs and spices" is one of the most famous trade secrets in the catering industry. The recipe is not patented, because patent law requires public disclosure of an invention and provides protection only for a strictly limited term, whereas trade secrets can remain the intellectual property of their holders in perpetuity.

A copy of the recipe, signed by Sanders, is held inside a safe inside a vault in KFC's Louisville headquarters, along with eleven vials containing the herbs and spices. To maintain the secrecy of the recipe, half of it is produced by Griffith Laboratories before it is given to McCormick, who add the second half.

In 1999, a couple who bought the house formerly occupied by Colonel Sanders found scribbled notes purported to be the secret recipe. Initially KFC wanted to file a lawsuit against the couple to stop an auction of the notes, but by early 2001, it dropped the lawsuit, claiming the scribbled notes are "nowhere close" to the original recipe.

Joe Ledington of Kentucky, a nephew by marriage of Colonel Sanders, claimed to have found a copy of the original KFC fried chicken recipe on a handwritten piece of paper in an envelope in a scrapbook. In August 2016, Chicago Tribune staffers conducted a cooking test of this recipe and claimed after a few attempts that, with the addition of MSG flavor-enhancer, Ac'cent, they produced fried chicken which tasted "indistinguishable" from the chicken they purchased at KFC.

Equipment
KFC initially used stove-top covered cooking pots to fry its chicken. In the 1960s, the officially recommended model was the L S Hartzog developed "KFC 20-Head Cooker", a large device that cost $16,000. The Hartzog model had no oil filtration system, meaning that filtering had to be done manually, and the pressure fryers occasionally exploded, often causing harm to employees. In 1969, inventor and engineer Winston L. Shelton developed the "Collectramatic" pressurized fryer to overcome the problems KFC faced in quickly frying chicken to meet growing customer demand. The Collectramatic used precision time and temperature controls and self-filtered the cooking oil – all while meeting Colonel Sanders' legendary high quality standards. Fred Jeffries, then vice president of purchasing at KFC, claimed that the invention helped fuel the company's rapid expansion and success:

There's no way it (KFC) could have grown like it did without the Collectramatic. Stores were doing about $200,000 a year in sales on average with the pots ... but they could never have done the $900,000 a year it became without Win's fryer. He (Shelton) helped set the stage for that with true engineering thinking.

Although a number of franchisees bought the Collectramatic, which had the support of Colonel Sanders from 1970 onwards, John Y. Brown had given tacit approval to franchisees to exclusively use the older L S Hartzog fryer, saying "Though those old pots were damn dangerous, at least we knew they worked! I was mostly afraid these new fryers would break down in the middle of business." Brown warned franchisees that they were in violation of their contract if they used the Collectramatic. Brown held his ground on the issue until he learned that his father, John Y. Brown Sr., who owned multiple KFC franchises, was successfully using the Collectramatic in every franchise he owned.  The issue was eventually resolved after Heublein purchased KFC, acquired Hartzog and nullified the contract. The Collectramatic has been an approved pressure fryer for KFC from 1972 onwards.

From 2013 onwards, KFC has been transitioning from using Collectramatic cookers to pressure fryers produced by Henny Penny, which supplies KFC with various equipment. The 'Velocity' series of pressure fryers includes increased load capacity, automatic oil filtration and increased oil longevity.

Advertising

Colonel Sanders was a key component of KFC advertising until his death in 1980. Despite his death, Sanders remains a key icon of the company as an "international symbol of hospitality". Early official slogans for the company included "North America's Hospitality Dish" (from 1956) and "We fix Sunday dinner seven nights a week". The "finger lickin' good" slogan was used from 1956, and went on to become one of the best-known slogans of the 20th century. The trademark expired in the US in 2006. The first KFC logo was introduced in 1952 and featured a "Kentucky Fried Chicken" typeface and a logo of the Colonel.

Advertising played a key role at KFC after it was sold by Sanders, and the company began to advertise on US television with a budget of US$4 million in 1966. In order to fund nationwide advertising campaigns, the Kentucky Fried Chicken Advertising Co-Op was established, giving franchisees ten votes and the company three when deciding on budgets and campaigns. In 1969, KFC hired its first national advertising agency, Leo Burnett. A notable Burnett campaign in 1972 was the "Get a bucket of chicken, have a barrel of fun" jingle, performed by Barry Manilow. By 1976 KFC was one of the largest advertisers in the US.

Controversies and criticism

Since the beginning of the 21st century, fast food has been criticized for its animal welfare record, its links to obesity and its environmental impact. Eric Schlosser's book Fast Food Nation (2002) and Morgan Spurlock's film Super Size Me (2004) reflected these concerns. Since 2003, People for the Ethical Treatment of Animals (PETA) has protested KFC's choice of poultry suppliers worldwide. The exception is KFC Canada, which signed an agreement pledging to only use "animal friendly" suppliers. President of KFC's US division Gregg Dedrick said PETA mischaracterized KFC as a poultry producer rather than a purchaser of chickens. In 2008, Yum! stated: "[As] a major purchaser of food products, [Yum!] has the opportunity and responsibility to influence the way animals supplied to us are treated. We take that responsibility very seriously, and we are monitoring our suppliers on an ongoing basis."

In 2006, Greenpeace accused KFC Europe of sourcing the soya bean for its chicken feed from Cargill, which had been accused of clearing large swathes of the Amazon rainforest in order to grow the crop.

In 2010,  according to The Guardian, "in the US where fried chicken remains closely associated with age-old racist stereotypes about black people in the once segregated south", KFC Australia aired a thirty-second promotion on television named "KFC's cricket survival guide" which shows a cricket fan surrounded by fans from the opposing team. The television announcer asks, "Need a tip when you're stuck in an awkward situation?" the fan passes around his "bucket of KFC", even though the commercial was intended for a group of Australian modern artists that protested against abstract expressionism, the commercial found its way to social media in the United States, prompting sharp disapproval. KFC Australia made a statement to the fact the commercial was "misinterpreted by a segment of people in the US" and it was a "light-hearted reference to the West Indian cricket team" and "The ad was reproduced online in the US without KFC's permission, where we are told a culturally-based stereotype exists, leading to the incorrect assertion of racism... We unequivocally condemn discrimination of any type and have a proud history as one of the world's leading employers for diversity".

In May 2012, Greenpeace accused KFC of sourcing paper pulp for its food packaging from Indonesian rainforest wood. Independent forensic tests showed that some packaging contained more than 50 percent mixed tropical hardwood fiber, sourced from Asia Pulp & Paper (APP). APP said such fiber can be found in recycled paper, or: "It can also come from tree residues that are cleared, after a forest area has become degraded, logged-over or burned, as part of a sustainable development plan. APP has strict policies and practices in place to ensure that only residues from legal plantation development on degraded or logged-over forest areas and sustainable wood fiber enters the production supply chain." KFC said: "From a global perspective, 60 percent of the paper products that Yum! (our parent company) sources are from sustainable sources. Our suppliers are working towards making it 100 percent."

In December 2012, the chain was criticized in China when it was discovered that a number of KFC suppliers had been using growth hormones and an excessive amount of antibiotics on its poultry in ways that violated Chinese law. In February 2013, Yum! CEO David Novak admitted that the scandal had been "longer lasting and more impactful than we ever imagined." The issue is of major concern to Yum!, which earns almost half of its profits from China, largely through the KFC brand. In March 2013, Yum! reported that sales had rebounded in February, but that lower sales in December and January would result in a decline in same-store sales of 20 percent in the first quarter.

In 2017, KFC was fined £950,000 after two workers in the UK were scalded by boiling hot gravy. The company admitted to charges of failing in a duty of care to employees, and was ordered by Teesside Crown Court to pay fines of £800,000 and £150,000.

In February 2018, logistics mismanagement by DHL, which had been selected by KFC UK as their new delivery partner, caused a chicken shortage in the United Kingdom – KFC's largest market in Europe – forcing the company to temporarily close hundreds of restaurants around the country. KFC apologized by taking out adverts in British newspapers with the company's initials scrambled to read "FCK" on it followed by an apology, which was well received.

See also

 Cuisine of the Southern United States
 List of fast-food chicken restaurants
 List of fast food restaurant chains
 List of major employers in Louisville, Kentucky

Notes

References

External links

Category:Chicken chains of the United States
Category:Fast-food chains of the United States
Category:Multinational companies headquartered in the United States
Category:Multinational food companies
Category:Companies based in Louisville, Kentucky
Category:Companies listed on the Indonesia Stock Exchange
Category:Companies listed on the Tokyo Stock Exchange
Category:Restaurants in Louisville, Kentucky
Category:Restaurants established in 1930
Category:1930 establishments in Kentucky
Category:Kentucky cuisine
Category:Laurel County, Kentucky
Category:South Salt Lake, Utah
Category:Yum! Brands
Category:American companies established in 1930
Category:Fast-food poultry restaurants
Category:1964 mergers and acquisitions
Category:1971 mergers and acquisitions
Category:1986 mergers and acquisitions


She Never Cried in Front of Me

"She Never Cried in Front of Me" is a song co-written and recorded by American country music singer Toby Keith. It was released in July 2008 as the first single for his 2008 album That Don't Make Me a Bad Guy. For the week of November 1, 2008, the song has become Keith's 17th number one hit on the US Billboard Hot Country Songs chart. Keith wrote this song with Bobby Pinson.

Content
The song is a mid-tempo ballad in which the narrator watches his former lover getting married. Upon doing so, he sees her crying, which makes him think of "all the hell" he put her through when they were together, thinking that nothing was wrong with her, because she "never cried in front of [him]".

Bobby Pinson wrote the song with Keith at Keith's house in mid-2007. According to Pinson, he sat down at Keith's piano and the two started working on the song there. According to Keith, it was the first time that he ever sat down at a piano to write a song, and he thought that it "changed everything. It brought a whole new approach to the melody."

Critical reception
The song received a "thumbs down" review from the country music site Engine 145. Reviewer Brady Vercher stated that the "lyric fleshes out too many irrelevant details that end up creating all sorts of logical fallacies", and that the song was generally over-produced. He also considered it derivative of fellow artist Tracy Lawrence's 1994 hit "I See It Now", which also features a storyline based on a man's realization of "all the hell" he has put a former lover through. Kevin John Coyne of Country Universe gave the song an A-minus, saying that Keith "sings the hell out of" the song, but criticizing the "arena rock" production of the chorus.

Chart performance

Year-end charts

Certifications

References

External links

Category:2008 singles
Category:2008 songs
Category:Toby Keith songs
Category:Songs written by Bobby Pinson
Category:Billboard Hot Country Songs number-one singles
Category:Songs written by Toby Keith
Category:Show Dog-Universal Music singles