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.

Question: "Does the activity in American depository Reuters shares reflect the opinion stated by Mark Shepperd?"

Response: "Yes. Shres for Reuters were unchanged"
OPTIONS:
- no
- yes

A: no

Problem: We were cornered in a sort of way already. But these butchers up the cavern had been surprised, they were probably scared, and they had no special weapons, only those little hatchets of theirs. And that way lay escape. Their sturdy little forms--ever so much shorter and thicker than the mooncalf herds--were scattered up the slope in a way that was eloquent of indecision. I had the moral advantage of a mad bull in a street. But for all that, there seemed a tremendous crowd of them. Very probably there was. Those Selenites down the cleft had certainly some infernally long spears. It might be they had other surprises for us.... But, confound it! if we charged up the cave we should let them up behind us, and if we didn't those little brutes up the cave would probably get reinforced. Heaven alone knew what tremendous engines of warfare--guns, bombs, terrestrial torpedoes--this unknown world below our feet, this vaster world of which we had only pricked the outer cuticle, might not presently send up to our destruction. It became clear the only thing to do was to charge! It became clearer as the legs of a number of fresh Selenites appeared running down the cavern towards us.

Question: "Who was guarding the way to escape?"

Answer: "Selenites"

OPTIONS:
- no
- yes
Answer: yes

Input: 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.

Does the response "When Trump Built a Casino" correctly answer the question "What along with the Nevada Gaming Board signaled the beginning of the end for heavy mob influence in Las Vegas?"?

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