New Legitimacy: Organized crime was soon to have a formidable adversary in its bid to control Las Vegascorporate cash. Though Las Vegas had developed a powerful local economy, few major outside investments were made in the city, due primarily to mob infiltration and its inherent ties to illegal activities. That would change dramatically with the 1966 arrival of billionaire Howard Hughes. A legitimate businessman, Hughes was nonetheless eccentric and dramatic, a style suited to the Las Vegas ethos. True to the myth, the reclusive Hughes immediately cloistered himself in the Desert Inn's penthouse. Several weeks later he was askedthen orderedto vacate the room to make room for high rollers, whereupon he promptly bought the property and fired the management. Thus began Hughes' legendary three-year, $300-million Las Vegas buying spree. When it was over, Hughes owned six casinos, an airport, and an airline, along with numerous plots of land stretching from the Strip to the mountains. Hughes' actions would have beneficial repercussions, both immediate and lasting. Because of the new legitimacy Las Vegas acquired from Hughes' investments, established companies such as Hilton Hotels bought into the gaming business, and their influence helped draw a line in the desert sand between legitimate operations and mob casinos, where illegal skimming of profits was rampant. That, combined with the formation of the Nevada Gaming Control Board, would signal the beginning of the end for heavy mob influence in the city. Las Vegas with a Vision As corporations moved in and the mob was slowly pushed out, a new Las Vegas emerged. The legitimization of gambling led to its increased legalization across the US. What was once a sure thing became much more competitive. Casino operators had to reassess the nature of their business. The first to really do so was Steve Wynn, a Las Vegas resident and owner of the Golden Nugget. In the mid-1980s, Wynn began plans to reinvigorate Las Vegas with a new resort. He bought several Strip propertiesthe Silver Slipper and Castaways among themand demolished them to make way for a new kind of resortMirage which became an instant success.

Question: "What did Howard Hughes purchase during his Vegas buying spree?"

Response: "Several Hilton properties in need of renovation"
OPTIONS:
- no
- yes

A: no

Problem: Independence with Partition: The British began to see India's independence as inevitable; however, only a few seemed to understand the vital role of the religious groups. Britain prepared a parliamentary democracy with majority rule, but the majority were Hindusand Hindus, Muslims, and Sikhs had been killing each other in war for many centuries. Nehru's Congress Party, largely Hindu with a socialist leadership, wanted a parliamentary democracy. As counterweight, British legislation reserved parliamentary seats for religious minorities, but the Punjab and Bengal had such a complicated mixture of Hindus, Muslims, and Sikhs that it was not possible to avoid fights over how separate constituencies were to be formed. The seeds of future trouble were sown. The legislation on reserving seats gave the Muslims the basis for an alternative to an India in which they were only a quarter of the population: Partition. In 1930, the poet Muhammad Iqbal proposed a separate Muslim homeland in the northwest of India. A small group of Indian Muslims at Cambridge came up with the name Pakistan, using the initials of the Punjab, Afghania (N.W. Frontier Province), Kashmir, and Sind (at the same time producing the word pak, meaning "pure"), and adding "stan," the Persian suffix for the word "country. " The Muslim campaign for Partition was led by London-trained Bombay lawyer, Muhammad Ali Jinnah. Meanwhile, Gandhi vehemently opposed any dismemberment of the country, and tried to keep people united by fasting to uphold the spirit of love, and by focussing on the common adversary: the British. Advocating civil disobedience, he led his famous Salt March to the sea, to scoop up salt and circumvent the hated British salt tax. This put more than 60,000 in jail. Against this militancy, World War II did not elicit the solidarity of the first. Indians courageously fought alongside the British troops, in Burma, the Middle East, and Europe, but Gandhi saw the British as a provocation for Japanese invasion and was jailed yet again, for launching a "Quit India" campaign in the year 1942. Some anti-British extremists saw the Japanese as an Asian liberator. Winston Churchill didn't want any Indian independence and so it was probably as well for India that he was defeated by Attlee's Labor Party in 1945. With riots growing ever more bloody in Bengal, Bihar, and the Punjab, India's last viceroy, Lord Mountbatten, kept a mandate to make the British departure as quick and as smooth as possible. Quick it wassix months after his arrivalbut not smooth.

Question: "How many people were jailed because of the Salt March?"

Answer: "10,000"

OPTIONS:
- no
- yes
Answer: no

Input: Reuters Holdings PLC said Michael Reupke resigned as general manager to pursue unspecified interests, a move the news organization termed an "amicable separation." Mr. Reupke, 52 years old and a 27-year Reuters veteran, had been the information-services company's general manager for only six months. His appointment to that post, which has senior administrative, staff and policy responsibilities, followed a several-year tenure as Reuters's editor in chief. No successor was named, and Mr. Reupke's duties will be split among three other senior Reuters executives, the company said. In a telephone interview, Mr. Reupke said his departure was for "personal reasons," which he declined to specify. "There is no business reason for my departure," nor any disagreement over policy, he added. He also rejected reports that his departure stemmed from disappointment the general manager's post hadn't also led to a board directorship at the London-based news organization. Mr. Reupke was one of three executives on Reuters's eight-person executive committee who didn't also serve on the company's board of directors. "If I were choosing the people of tomorrow, I would have chosen the people who are now on the board," he said. A Reuters spokesman said the departure reflects "no change in strategy or profits." Mark Shepperd, an analyst at UBS Philips & Drew in London, said, "I suspect (the departure) will be fairly irrelevant for the company. I would be very surprised if his departure signals any change in strategy or change in profit expectations." On London's Stock Exchange, Reuters shares rose five pence to 913 pence ($14.43). In the U.S. over-the-counter market, American depositary shares for Reuters, each representing three shares in the London market, closed unchanged at $43.875. The senior of the three executives who will assume Mr. Reupke's duties is Nigel Judah, 58, finance director and a Reuters board director. Peter Holland, 45, deputy general manager, becomes director of corporate affairs. And Patrick Mannix, 46, international technical manager, becomes director of group quality programs.

Does the response "Nigel Judah" correctly answer the question "What three senior Reuters executives are sharing the role left by Reupke?"?

OPTIONS:
- no
- yes
***
Output:
yes