Erste Group Procurement (EGP) is the central procurement function of Erste Group, operating across multiple countries in Central and Eastern Europe. EGP has approximately 180 employees and is responsible for group-wide procurement processes and the management of all external spending by Erste Group entities. EGP owns warehouses and works closely with local procurement departments according to aligned principles to deliver the highest value and quality for Erste Group through strategic sourcing, contract management, and supplier relationship management.
20130213 Discovering the Power of a World Class Pr…Robert SEMETHY
Erste Group Procurement (EGP) has evolved over time to become the centralized procurement function for Erste Group. EGP was established in 2006 and has since expanded its operations to 9 countries. Through centralization, standardization of processes, and a focus on strategic sourcing and supplier management, EGP has achieved significant cost savings and continuously increased customer satisfaction levels over the past decade. EGP now manages over EUR 1 billion in annual third-party spend and aims to deliver world-class procurement services for Erste Group.
This document summarizes the services of The Cockrell Group, a strategic investor relations firm. They provide analysis of a company's current shareholder base and valuation, develop an IR audit and message alignment plan, and execute a market-the-market strategy through non-deal roadshows and investor conferences to enhance company visibility and credibility with buy-side analysts and institutional investors. Their goal is to attract new long-term shareholders to reduce volatility and trading multiples suggest companies should see increased valuation from working with The Cockrell Group.
• B-Toto is worth a bet now as i) its core gaming operations remained resilient even
during the post-CNY off-peak period and appear likely to surpass our 6-7% gaming
revenue growth target for FY4/09, ii) 2009’s special draw allocations for all three
NFOs could take place over the next few weeks and iii) there is upside potential to its
6-8% gross dividend yield based on its policy of a minimum payout of 75% if B-Toto
dishes out higher dividends to lend its parent a helping hand.
• Adjusting earnings but implied yields still decent. We raise our FY09-11’s
revenue per draw growth assumptions by 2-4% pts following the stronger-thanexpected
YTD showing. But FY10-11’s bottomline is lowered by 4-5% as we also
raise our blended prize payout assumption from 62-64% to 63-64% to better reflect
the payout trends seen so far. FY09’s numbers are largely intact despite these
adjustments. Even after a 3-5% cut in our FY10-11 DPS projections (unchanged
80% payout ratio), our forecasts still imply a decent yield.
• Reiterate OUTPERFORM. Our DPS downgrades trim our end-CY09 target price
from RM5.95 to RM5.65, based on an unchanged 5% discount to its DDM value. We
continue to like B-Toto for its steady, low-risk topline growth, superior ROEs and
sustainable dividend yields. Being a low-beta stock, B-Toto may fall out of favour in a
rising market. However, we flag the likelihood of bumper dividends over the short
term. This is a potential share price catalyst that underpins our OUTPERFORM
recommendation, along with the normalisation of luck factor and market share gains.
Independent Ltd provides totally independent HR advice and expertise. They have experts in areas such as talent management, change management, HR transformation, and interim HR leadership. Two experts, Philip Clarke and Harry Dunlevy, have led large-scale workforce restructurings and downsizing efforts at major international organizations. A third expert, Rob Meakin, has extensive experience as an HR director at several FTSE100 companies. Independent Ltd offers services including executive search, coaching and outplacement, recruitment process outsourcing, interim management, and research. They focus on attracting, developing, and retaining top talent for their clients.
Five Forces, Clusters And Co Opetition As MindmapsAndri Hinnen
The document presents Michael Porter's Five Forces framework that shapes industry competition. The five competitive forces are: the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitute products or services, and the rivalry among existing competitors. The strongest of these forces determine an industry's profitability and become the most important aspects to understand industry structure and profitability potential. Co-opetition and industry clusters are also discussed.
This document discusses research, realities, and relationships for membership growth at the International Federation of Training and Development Organizations (IFTDO). It summarizes research conducted with current and past members to understand satisfaction levels and improvement opportunities. It also discusses collaborating with other societies to increase value for members through reciprocal memberships and shared resources. The document proposes actions like updating membership categories and benefits, as well as using global conferences to promote membership and transition concepts discussed into tangible actions.
Tulip Telecom has a strong asset base but high debt from acquisitions has weighed on its share price. While it defaulted twice on FCCB repayments, its fiber network, data centers, and long-term contracts could attract potential acquirers. Brave investors may realize outstanding returns if the company arranges funds or gets acquired, as its assets are undervalued compared to its total asset valuation. However, it remains a risky bet due to uncertainty around resolving its debt issues.
This document discusses managing economic volatility and Kingfisher Airlines' financial troubles. It provides a cause and effect diagram showing factors that contributed to Kingfisher's debt of Rs. 7,000 crore and ongoing losses. These include high fuel prices, interest rates, cancellation fees, and declining passenger numbers. The document proposes actions like debt restructuring, allowing foreign direct investment, and negotiating with banks for lower interest investment to boost confidence and reduce Kingfisher's financial burden.
20130213 Discovering the Power of a World Class Pr…Robert SEMETHY
Erste Group Procurement (EGP) has evolved over time to become the centralized procurement function for Erste Group. EGP was established in 2006 and has since expanded its operations to 9 countries. Through centralization, standardization of processes, and a focus on strategic sourcing and supplier management, EGP has achieved significant cost savings and continuously increased customer satisfaction levels over the past decade. EGP now manages over EUR 1 billion in annual third-party spend and aims to deliver world-class procurement services for Erste Group.
This document summarizes the services of The Cockrell Group, a strategic investor relations firm. They provide analysis of a company's current shareholder base and valuation, develop an IR audit and message alignment plan, and execute a market-the-market strategy through non-deal roadshows and investor conferences to enhance company visibility and credibility with buy-side analysts and institutional investors. Their goal is to attract new long-term shareholders to reduce volatility and trading multiples suggest companies should see increased valuation from working with The Cockrell Group.
• B-Toto is worth a bet now as i) its core gaming operations remained resilient even
during the post-CNY off-peak period and appear likely to surpass our 6-7% gaming
revenue growth target for FY4/09, ii) 2009’s special draw allocations for all three
NFOs could take place over the next few weeks and iii) there is upside potential to its
6-8% gross dividend yield based on its policy of a minimum payout of 75% if B-Toto
dishes out higher dividends to lend its parent a helping hand.
• Adjusting earnings but implied yields still decent. We raise our FY09-11’s
revenue per draw growth assumptions by 2-4% pts following the stronger-thanexpected
YTD showing. But FY10-11’s bottomline is lowered by 4-5% as we also
raise our blended prize payout assumption from 62-64% to 63-64% to better reflect
the payout trends seen so far. FY09’s numbers are largely intact despite these
adjustments. Even after a 3-5% cut in our FY10-11 DPS projections (unchanged
80% payout ratio), our forecasts still imply a decent yield.
• Reiterate OUTPERFORM. Our DPS downgrades trim our end-CY09 target price
from RM5.95 to RM5.65, based on an unchanged 5% discount to its DDM value. We
continue to like B-Toto for its steady, low-risk topline growth, superior ROEs and
sustainable dividend yields. Being a low-beta stock, B-Toto may fall out of favour in a
rising market. However, we flag the likelihood of bumper dividends over the short
term. This is a potential share price catalyst that underpins our OUTPERFORM
recommendation, along with the normalisation of luck factor and market share gains.
Independent Ltd provides totally independent HR advice and expertise. They have experts in areas such as talent management, change management, HR transformation, and interim HR leadership. Two experts, Philip Clarke and Harry Dunlevy, have led large-scale workforce restructurings and downsizing efforts at major international organizations. A third expert, Rob Meakin, has extensive experience as an HR director at several FTSE100 companies. Independent Ltd offers services including executive search, coaching and outplacement, recruitment process outsourcing, interim management, and research. They focus on attracting, developing, and retaining top talent for their clients.
Five Forces, Clusters And Co Opetition As MindmapsAndri Hinnen
The document presents Michael Porter's Five Forces framework that shapes industry competition. The five competitive forces are: the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitute products or services, and the rivalry among existing competitors. The strongest of these forces determine an industry's profitability and become the most important aspects to understand industry structure and profitability potential. Co-opetition and industry clusters are also discussed.
This document discusses research, realities, and relationships for membership growth at the International Federation of Training and Development Organizations (IFTDO). It summarizes research conducted with current and past members to understand satisfaction levels and improvement opportunities. It also discusses collaborating with other societies to increase value for members through reciprocal memberships and shared resources. The document proposes actions like updating membership categories and benefits, as well as using global conferences to promote membership and transition concepts discussed into tangible actions.
Tulip Telecom has a strong asset base but high debt from acquisitions has weighed on its share price. While it defaulted twice on FCCB repayments, its fiber network, data centers, and long-term contracts could attract potential acquirers. Brave investors may realize outstanding returns if the company arranges funds or gets acquired, as its assets are undervalued compared to its total asset valuation. However, it remains a risky bet due to uncertainty around resolving its debt issues.
This document discusses managing economic volatility and Kingfisher Airlines' financial troubles. It provides a cause and effect diagram showing factors that contributed to Kingfisher's debt of Rs. 7,000 crore and ongoing losses. These include high fuel prices, interest rates, cancellation fees, and declining passenger numbers. The document proposes actions like debt restructuring, allowing foreign direct investment, and negotiating with banks for lower interest investment to boost confidence and reduce Kingfisher's financial burden.
Masters Of Sales Europe Business Presentationmastersofsales
Master of Sales Management & Sales Training Workshops. Tailor Made on-site trainings in English, Dutch, French and German,
Best Practice oriented approach. Every workshop closes with 2 important Management Tools:
- PSB Personal Sales Book
- Action Plans
Please ask for information: oliver.vonborstel@mastersofsales.eu
Cheers,
Oliver von Borstel
Salesman & CEO
The Honolulu Rail Transit Project financial plan was updated in June 2012. The total project cost decreased slightly to $5.16 billion. The applied contingency was reduced by 21% to $645 million, in line with the FTA's recommendation. Federal formula funds allocated to the project also decreased by 14% to $210 million. Finance costs decreased substantially by 27% to $215 million. Revenue from the general excise tax surcharge is projected to increase by 4% to $3.29 billion. The ending cash balance is projected to increase significantly by 133% to $193 million.
Bw Plantation Making The Leap From Good To GreatLinda Lauwira
BW Plantation transformed from a price-taker to a price-maker company in oil palm production and sales from 2009-2010 through a synergy of increased passion, focusing on production and price as key drivers, and improving efficiency. The company revolutionized harvesting and collection methods, implemented an integrated bin system, and built a jetty for faster transport, reducing costs and allowing them to command a sales premium. This focus on efficiency helped gross margins grow from 39% to 66% from 2005-2010 while keeping costs of goods sold declining.
The document provides an analysis of employer branding strategies. It includes an agenda that covers an introduction, ER analysis, strategic analysis, findings and implications, qualitative analysis, and conclusion. Diagrams are used to illustrate relationships between entities like employees, customers, and competitors. A strengths, weaknesses, opportunities, challenges analysis is presented. Industry surveys reveal trends in internal branding and expectations. Gaps in customer and organizational perceptions are identified. The qualitative analysis examines employer branding strategies through a framework. An epilogue discusses the importance of internal branding, employee branding, and long term sustainability through employer branding.
The document appears to be a presentation from Hindustan Unilever Limited outlining their direct selling compensation plan called the HUL Network. It describes the various ways distributors can earn income, including bonuses for sales, recruiting, and leadership. It also details the requirements and rewards for different distributor titles ranging from Consultant to President. The presentation promotes the compensation plan as a way for distributors to build an unlimited business opportunity and change their lives completely.
This document discusses marketing strategies for real estate companies. It outlines 4 key factors to consider: 1) Choosing the right land location based on demand. 2) Conducting market surveys of competitors. 3) Carefully determining pricing based on costs. 4) Implementing an integrated marketing strategy using various advertising methods. The author recommends involving marketing professionals early and calculating accurate costs to determine competitive pricing.
Institutional Net Lease Fund, Summary InformationDavid Wrubel
This document summarizes an investment opportunity in EGM Income & Growth Fund V, a real estate fund that invests in net lease assets leased to investment-grade tenants. The fund seeks to acquire single-tenant properties through direct purchases, sale-leasebacks, and build-to-suits to generate predictable cash flow. Current market conditions allow the fund to invest at attractive prices while targeting higher risk-adjusted returns than historical averages. The fund will invest between $10 million and $200 million across various asset classes and property types leased to a diverse portfolio of investment-grade tenants.
The document summarizes strategies for optimizing talent acquisition costs, including focusing on budgeting factors, developing an optimized channel mix, enhancing internal team competence through training and incentives, using measurement and analysis to identify areas for improvement, and establishing a center of excellence to strategically guide these efforts. Tracking metrics like hiring cycle times, conversion ratios, and offer to joining ratios allows identifying underperforming areas. Combining technology with optimized processes helps reduce cost per hire.
This document provides a high-level overview of RCBusiness Background with 3 key points:
1. It outlines the cross-functional experience, leadership teams, and focus on business improvements and simplifications.
2. It shows the organizational structure with Sales, Risk, Finance, Operations, and Asset Management divisions.
3. It lists ongoing projects around lean process improvements, system migrations and consolidations, and Six Sigma project management rigor.
This document provides an outline for a PowerPoint presentation on linear programming. It begins with an introduction to linear programming and why it is used. It then discusses the requirements of a linear programming problem and how to formulate linear programming models. The document outlines methods for graphically solving linear programming problems using iso-profit lines and corner points. It also covers sensitivity analysis, applications of linear programming, and learning objectives. The overall document provides an overview of key concepts in linear programming.
This document appears to be a magazine with the following contents:
1) An interview with R&B artist Chris Brown about his upcoming album.
2) Details on a concert by DJ Fresh and a competition to win access to his VIP booth.
3) Advertisements for products like Apple Macs, Beats by Dre headphones, clothing from Drake's outfitters, and tickets to a wireless festival.
This document outlines steps for refreshing an enterprise performance management (EPM) roadmap. It discusses defining EPM and prioritizing initiatives based on business value. The roadmap focuses on connecting people, processes, and technology around key performance areas like customers, costs, and employees. High-value initiatives include upgrading systems, integrating business intelligence, and improving workflows. The goal is to create an interactive EPM system that connects strategic planning to operational reporting and analytics to drive better decision-making.
This document discusses the critical role of service employees in delivering quality service and creating customer satisfaction. It outlines the challenges employees face as "boundary spanners" between the organization and customers. The document proposes strategies for developing a customer-oriented service culture, such as hiring the right people, empowering employees, and providing support systems to allow employees to deliver excellent service.
The document discusses different models of labor markets and wage determination:
1) In a purely competitive labor market, the wage rate is determined by the equilibrium of supply and demand where firms are "wage takers".
2) A monopsony model features a single buyer of labor that can influence wages by facing an upward-sloping labor supply curve. This allows the firm to pay wages below competitive levels.
3) Union models include demand-enhancement unions that increase wages by boosting product demand or productivity, and exclusive craft unions that restrict membership to artificially limit labor supply and increase wages.
TLM has leading shale portfolios in North America including the Marcellus Shale, Eagle Ford Shale, and Montney. The Eagle Ford Shale development has 78,000 net acres, 750 net well locations, and a contingent resource of 550 mmboe that is around 50% liquids. TLM also has a joint venture in the Montney with Sasol that includes the Farrell Creek and Cypress A areas totaling 109,000 net acres and 20.6 tcfe of contingent resource.
Trade and Export Middle East aims to equip traders in the UAE and the region with skills and knowledge in key areas, thus enabling them to adopt the best international practices and become globally competitive. The magazine will influence local companies in the UAE to export their products and services, while encouraging exporting companies to consider new markets.
This document discusses revenue management in the hotel industry. It covers key concepts like using forecasting to maximize revenue through capacity management, discount allocation, and duration control. Various revenue management formulas and methods are explained, including potential average rates and RevPAR. The roles and responsibilities of revenue managers are outlined. Tactics for periods of high and low demand are also summarized.
Muhammad Waqas has successfully completed several occupational safety and health certificate programs and courses, as demonstrated on his student transcript from OSHAcademy dated January 26, 2015. The transcript shows that he earned a 3.7 GPA in the Oil and Gas Safety and Health Train-The-Trainer program in November 2014. It also lists the various safety-related courses he passed between October and November 2014, including Introduction to Safety Management, Introduction to OSH Training, and several oil and gas hazard courses. The training received conforms to U.S. OSHA and ANSI standards.
The document is a power point presentation about a rat named Ratty Robs robbing a bank. It contains slides with definitions of words like "rob", "arrest", and "banknote". It then shows slides about Ratty Robs robbing the school, finding no money but Spycat finding cheese inside the safe instead.
Goldilocks was a little girl with golden hair who went for a walk in the forest. She came upon an empty house belonging to three bears. Hungry, she sampled their porridge but found one bowl too hot, one too cold, and one just right. Tired, she then tried the bears' beds and found one too hard, one too soft, and one just right. When the bears returned home and discovered Goldilocks sleeping in the baby bear's bed, she woke up frightened and ran away into the forest.
El documento presenta la misión, visión, valores y evolución de varias empresas panameñas. La misión se enfoca en ofrecer productos de alta calidad que superen las expectativas de los clientes. La visión apunta a ser líderes innovadores a nivel regional. Los valores incluyen compromiso con el cliente, honestidad e integridad. Las empresas se han ido consolidando y expandiendo desde sus fundaciones en las décadas de 1950 y 1960.
Masters Of Sales Europe Business Presentationmastersofsales
Master of Sales Management & Sales Training Workshops. Tailor Made on-site trainings in English, Dutch, French and German,
Best Practice oriented approach. Every workshop closes with 2 important Management Tools:
- PSB Personal Sales Book
- Action Plans
Please ask for information: oliver.vonborstel@mastersofsales.eu
Cheers,
Oliver von Borstel
Salesman & CEO
The Honolulu Rail Transit Project financial plan was updated in June 2012. The total project cost decreased slightly to $5.16 billion. The applied contingency was reduced by 21% to $645 million, in line with the FTA's recommendation. Federal formula funds allocated to the project also decreased by 14% to $210 million. Finance costs decreased substantially by 27% to $215 million. Revenue from the general excise tax surcharge is projected to increase by 4% to $3.29 billion. The ending cash balance is projected to increase significantly by 133% to $193 million.
Bw Plantation Making The Leap From Good To GreatLinda Lauwira
BW Plantation transformed from a price-taker to a price-maker company in oil palm production and sales from 2009-2010 through a synergy of increased passion, focusing on production and price as key drivers, and improving efficiency. The company revolutionized harvesting and collection methods, implemented an integrated bin system, and built a jetty for faster transport, reducing costs and allowing them to command a sales premium. This focus on efficiency helped gross margins grow from 39% to 66% from 2005-2010 while keeping costs of goods sold declining.
The document provides an analysis of employer branding strategies. It includes an agenda that covers an introduction, ER analysis, strategic analysis, findings and implications, qualitative analysis, and conclusion. Diagrams are used to illustrate relationships between entities like employees, customers, and competitors. A strengths, weaknesses, opportunities, challenges analysis is presented. Industry surveys reveal trends in internal branding and expectations. Gaps in customer and organizational perceptions are identified. The qualitative analysis examines employer branding strategies through a framework. An epilogue discusses the importance of internal branding, employee branding, and long term sustainability through employer branding.
The document appears to be a presentation from Hindustan Unilever Limited outlining their direct selling compensation plan called the HUL Network. It describes the various ways distributors can earn income, including bonuses for sales, recruiting, and leadership. It also details the requirements and rewards for different distributor titles ranging from Consultant to President. The presentation promotes the compensation plan as a way for distributors to build an unlimited business opportunity and change their lives completely.
This document discusses marketing strategies for real estate companies. It outlines 4 key factors to consider: 1) Choosing the right land location based on demand. 2) Conducting market surveys of competitors. 3) Carefully determining pricing based on costs. 4) Implementing an integrated marketing strategy using various advertising methods. The author recommends involving marketing professionals early and calculating accurate costs to determine competitive pricing.
Institutional Net Lease Fund, Summary InformationDavid Wrubel
This document summarizes an investment opportunity in EGM Income & Growth Fund V, a real estate fund that invests in net lease assets leased to investment-grade tenants. The fund seeks to acquire single-tenant properties through direct purchases, sale-leasebacks, and build-to-suits to generate predictable cash flow. Current market conditions allow the fund to invest at attractive prices while targeting higher risk-adjusted returns than historical averages. The fund will invest between $10 million and $200 million across various asset classes and property types leased to a diverse portfolio of investment-grade tenants.
The document summarizes strategies for optimizing talent acquisition costs, including focusing on budgeting factors, developing an optimized channel mix, enhancing internal team competence through training and incentives, using measurement and analysis to identify areas for improvement, and establishing a center of excellence to strategically guide these efforts. Tracking metrics like hiring cycle times, conversion ratios, and offer to joining ratios allows identifying underperforming areas. Combining technology with optimized processes helps reduce cost per hire.
This document provides a high-level overview of RCBusiness Background with 3 key points:
1. It outlines the cross-functional experience, leadership teams, and focus on business improvements and simplifications.
2. It shows the organizational structure with Sales, Risk, Finance, Operations, and Asset Management divisions.
3. It lists ongoing projects around lean process improvements, system migrations and consolidations, and Six Sigma project management rigor.
This document provides an outline for a PowerPoint presentation on linear programming. It begins with an introduction to linear programming and why it is used. It then discusses the requirements of a linear programming problem and how to formulate linear programming models. The document outlines methods for graphically solving linear programming problems using iso-profit lines and corner points. It also covers sensitivity analysis, applications of linear programming, and learning objectives. The overall document provides an overview of key concepts in linear programming.
This document appears to be a magazine with the following contents:
1) An interview with R&B artist Chris Brown about his upcoming album.
2) Details on a concert by DJ Fresh and a competition to win access to his VIP booth.
3) Advertisements for products like Apple Macs, Beats by Dre headphones, clothing from Drake's outfitters, and tickets to a wireless festival.
This document outlines steps for refreshing an enterprise performance management (EPM) roadmap. It discusses defining EPM and prioritizing initiatives based on business value. The roadmap focuses on connecting people, processes, and technology around key performance areas like customers, costs, and employees. High-value initiatives include upgrading systems, integrating business intelligence, and improving workflows. The goal is to create an interactive EPM system that connects strategic planning to operational reporting and analytics to drive better decision-making.
This document discusses the critical role of service employees in delivering quality service and creating customer satisfaction. It outlines the challenges employees face as "boundary spanners" between the organization and customers. The document proposes strategies for developing a customer-oriented service culture, such as hiring the right people, empowering employees, and providing support systems to allow employees to deliver excellent service.
The document discusses different models of labor markets and wage determination:
1) In a purely competitive labor market, the wage rate is determined by the equilibrium of supply and demand where firms are "wage takers".
2) A monopsony model features a single buyer of labor that can influence wages by facing an upward-sloping labor supply curve. This allows the firm to pay wages below competitive levels.
3) Union models include demand-enhancement unions that increase wages by boosting product demand or productivity, and exclusive craft unions that restrict membership to artificially limit labor supply and increase wages.
TLM has leading shale portfolios in North America including the Marcellus Shale, Eagle Ford Shale, and Montney. The Eagle Ford Shale development has 78,000 net acres, 750 net well locations, and a contingent resource of 550 mmboe that is around 50% liquids. TLM also has a joint venture in the Montney with Sasol that includes the Farrell Creek and Cypress A areas totaling 109,000 net acres and 20.6 tcfe of contingent resource.
Trade and Export Middle East aims to equip traders in the UAE and the region with skills and knowledge in key areas, thus enabling them to adopt the best international practices and become globally competitive. The magazine will influence local companies in the UAE to export their products and services, while encouraging exporting companies to consider new markets.
This document discusses revenue management in the hotel industry. It covers key concepts like using forecasting to maximize revenue through capacity management, discount allocation, and duration control. Various revenue management formulas and methods are explained, including potential average rates and RevPAR. The roles and responsibilities of revenue managers are outlined. Tactics for periods of high and low demand are also summarized.
Muhammad Waqas has successfully completed several occupational safety and health certificate programs and courses, as demonstrated on his student transcript from OSHAcademy dated January 26, 2015. The transcript shows that he earned a 3.7 GPA in the Oil and Gas Safety and Health Train-The-Trainer program in November 2014. It also lists the various safety-related courses he passed between October and November 2014, including Introduction to Safety Management, Introduction to OSH Training, and several oil and gas hazard courses. The training received conforms to U.S. OSHA and ANSI standards.
The document is a power point presentation about a rat named Ratty Robs robbing a bank. It contains slides with definitions of words like "rob", "arrest", and "banknote". It then shows slides about Ratty Robs robbing the school, finding no money but Spycat finding cheese inside the safe instead.
Goldilocks was a little girl with golden hair who went for a walk in the forest. She came upon an empty house belonging to three bears. Hungry, she sampled their porridge but found one bowl too hot, one too cold, and one just right. Tired, she then tried the bears' beds and found one too hard, one too soft, and one just right. When the bears returned home and discovered Goldilocks sleeping in the baby bear's bed, she woke up frightened and ran away into the forest.
El documento presenta la misión, visión, valores y evolución de varias empresas panameñas. La misión se enfoca en ofrecer productos de alta calidad que superen las expectativas de los clientes. La visión apunta a ser líderes innovadores a nivel regional. Los valores incluyen compromiso con el cliente, honestidad e integridad. Las empresas se han ido consolidando y expandiendo desde sus fundaciones en las décadas de 1950 y 1960.
1. ESP and GE programs differ in their purpose and content. ESP focuses on teaching language in specific contexts and developing professional skills for job situations, while GE focuses on language itself and developing overall competence.
2. In content, GE exposes learners to universal topics while ESP combines subject matter with English teaching tailored to a particular domain.
3. An ESP practitioner wears multiple hats as a teacher, collaborator, course designer, materials provider, and researcher due to the specialized nature of ESP compared to a GE teacher.
The document provides an overview of Randy Sprick's principles for classroom discipline in secondary education. It discusses establishing clear behavioral expectations and consequences, maintaining a positive learning environment, and motivating students by relating lessons to their interests and ensuring high rates of success. Key ideas include focusing attention on positive behaviors, addressing misbehaviors consistently and briefly, and enhancing student motivation by explaining how activities are useful and relating tasks to prior knowledge.
Classroom management refers to the activities and strategies teachers use to maintain order and promote student engagement and cooperation. Effective classroom management has three main goals: maximizing instruction time; improving student engagement and participation; and developing student self-management and responsibility. Traditionally, management focused on preventing misbehavior through control and discipline. Recent approaches emphasize engaging instruction and creating a cooperative learning environment to promote self-discipline. Teachers can encourage engagement through well-planned lessons, clear expectations, and monitoring students. When issues arise, teachers have a range of intervention strategies from nonverbal cues to respectful enforcement of logical consequences.
This document summarizes classroom management techniques and principles of teaching. It discusses the importance of effective classroom management for student learning. It outlines characteristics of classrooms and stages of classroom management based on student age. The needs of young adolescents are identified in different domains. Classroom management is established as an integral part of teaching. The document concludes with Allan Ornstein's suggestions on establishing good classroom management through positive approaches.
General English and English for Specific Purposes differ in their target learners and aims. General English is designed for high school students and aims to improve overall English competence, while ESP is designed for working adults and aims to meet their specific needs. ESP focuses on designing courses according to learner needs in specific fields like academics or occupations. There are traditionally two main types of ESP: English for Academic Purposes and English for Occupational Purposes. Carter later proposed three types: English as a Restricted Language for very specific environments, English for Academic and Occupational Purposes for professional uses, and English with Specific Topics which focuses on language for particular topics rather than purposes.
This document discusses different approaches to classroom management. It defines classroom management as actions taken by teachers to create an environment conducive to learning. It then describes seven approaches: assertive, business management, behavior modification, group managerial, group guidance, acceptance, and success. Each approach emphasizes clear rules, monitoring student behavior and work, positive reinforcement, and addressing issues promptly to prevent further problems. The document also discusses using punishment appropriately, types of power in discipline, basic discipline principles, and responses to support self-control and provide assistance.
This document outlines the methodology for an English for Specific Purposes course. It begins with an introduction to methodology and basic principles of language learning, including that it is developmental, active, decision-making, and emotional. It then provides examples of techniques like gaps, variety, prediction, and involvement. A model lesson is described that uses a hotel management case study and group work. Finally, it discusses language learning tasks like role plays, simulations, case studies and projects to integrate skills and encourage creativity.
This document provides an overview of English for Specific Purposes (ESP). It defines ESP as using English in a specific setting justified by learners' needs. ESP emerged due to increased demand for English after WWII, developments in linguistics recognizing language varies by context, and educational psychology emphasizing relevance. ESP is centered on language suitable for learners' activities and disciplines. Needs analysis identifies learners' target needs in their field and learning needs. Common needs analysis methods are target situation analysis, learning situation analysis, and present situation analysis. The document also discusses characteristics of ESP, the role of ESP teachers, and examples of ESP domains like EAP.
The document discusses using PowerPoint in the classroom. It notes that PowerPoint allows teachers to create presentations that combine visuals, sound, animation and interactivity to support lectures and instruction. Some benefits of using PowerPoint include emphasizing main points, displaying key questions, making lessons more organized and flexible, and modifying presentations for reuse. Creative presentation ideas mentioned include interactive multimedia kits for students, field trip slide shows, autobiographical student stories, and science diagrams.
The document discusses creating a supportive learning environment in the classroom. It emphasizes the importance of managing the physical environment, creating a positive classroom climate through building relationships, motivating students, and valuing diversity. This includes recognizing different cultures, learning styles through multiple intelligences, and engaging students in organizing the classroom. The first day of school is important for setting expectations and stimulating interest in learning.
This document discusses English for Specific Purposes and the process of needs analysis to identify performance requirements and gaps in what is required versus present abilities. It outlines the steps in needs analysis, including deciding the objects of analysis, selecting data collection methods/instruments, collecting and analyzing data, and using the results to design courses and syllabi. Some methods of needs analysis mentioned are entry tests, class observations, questionnaires, interviews, and learner diaries. The document also discusses pedagogical, sociological, linguistic, and psychological considerations in needs analysis. It concludes by asking students to bring information on the group they will work with to start designing a needs analysis instrument.
This document outlines a project submitted by Muhammad Asif to his professor Sir Hammad. The project involves selecting 50 vocabulary words from a specific area of English for Specific Purposes (ESP) and designing lesson plans to teach those words to students. Muhammad will teach the lesson plans and get feedback from students. The document provides context on the growth of ESP, definitions of ESP, the origins of ESP, key notions about ESP, and characteristics of ESP courses. It discusses the differences between general English and ESP, the need for needs analysis, and includes vocabulary words and lesson plan outlines.
English for Academic Purposes (EAP) vs. general English—a 101 crash course. ...Macmillan Russia
This presentation discusses the differences between teaching English for Academic Purposes (EAP) versus general English. EAP has grown in popularity with the increase in international students seeking to study at English-speaking universities. The presentation provides an overview of how EAP classes should prepare students for the demands of studying abroad by focusing on skills like academic writing, debate, and structuring arguments. In contrast to only preparing for exams, EAP aims to help students communicate effectively in real academic settings. The presentation also demonstrates activities from Macmillan's new EAP series that help students develop these important skills.
This document discusses various approaches to course design for English for Specific Purposes (ESP) courses. It begins by defining course design as the process of interpreting learning needs to produce a series of teaching experiences to lead learners to a particular knowledge state. It then outlines several common course design processes, including needs analysis, selecting theoretical views, creating a syllabus, and establishing evaluation procedures. The document also discusses specific ESP projects focused on developing students' ability to read texts in English. It compares language-centered, skills-centered, and learning-centered approaches to course design and emphasizes the importance of a learning-centered approach that considers learners' needs, attitudes, and potential at every stage.
This document outlines the reasons for learning English for academic and professional purposes, as well as the strategy and execution of an English course. It discusses how language plays an important role in thinking, communication, social life, and academics. English is important for professionals for quality, satisfaction, and marketing. The strategy involves considering psychological, sociological, and resource factors. The course structure includes introduction, grammar revision, vocabulary, and common usage lessons. It provides details on schedule, fees, and location.
CIPS defines ethical procurement and supply as processes that respect international standards against criminal conduct like bribery, corruption, fraud, and human rights abuses. There are four essential steps for organizations to improve ethical standards: 1) train staff on ethical procurement and supplier management, 2) adopt CIPS's corporate code of ethics, 3) have leadership publicly commit to ethical sourcing, and 4) renew steps annually. Taking these steps earns an organization public recognition on CIPS's corporate ethical register and reduces financial and reputational risks.
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The document outlines a program that was started on December 03, 2015 and completed on December 08, 2015, as approved by the Program Director Charles Dominick, SPSM, SPSM2, SPSM3. It discusses the need for next level purchasing strategies and techniques to help organizations operate more efficiently. Upon completion, participants will have learned new approaches for reducing costs and improving results.
Exemplary Supply Chain Social Responsibility CertificationRobert SEMETHY
This 3 sentence summary provides the essential information from the document:
The document outlines a program that was started on November 12, 2015 and completed on November 13, 2015. It was approved by the program director Charles Dominick, SPSM, SPSM2, SPSM3. The document references www.NextLevelPurchasing.com but does not provide any other context or details about the program.
This document contains a summary of W. Robert SEMETHY Jr.'s experience and qualifications. He is a global executive with over 20 years of experience leading operations, procurement, and supply chain management in Europe, North America, Latin America, and Asia. Currently he serves as the Chief Procurement Officer for Erste Bank Group AG, where he has reduced costs while improving customer satisfaction. Prior to this role, he held senior supply chain and procurement positions at companies including Mattson Technology, Flextronics International, and Solectron, delivering millions in annual savings through initiatives like inventory velocity increases, cost take-downs, and outsourcing.
20131003 Erste Group Procurement Supplier Relationship ManagementRobert SEMETHY
1) Erste Group Procurement (EGP) acts as the centralized procurement function for Erste Group, a large banking group operating in Central and Eastern Europe.
2) EGP was established in 2006 and has since expanded its operations by establishing subsidiaries across Central and Eastern Europe to serve Erste Group entities.
3) As the centralized procurement organization for Erste Group, EGP is responsible for managing the full source-to-pay process on a group-wide basis according to standardized policies and procedures.
Next Level Purchasing SPSM Certification at Erste Group Procurement Case StudyRobert SEMETHY
Erste Group Procurement underwent a transformation to become a world-class procurement organization. Led by Robert Semethy, they standardized processes, changed culture, and ensured staff were trained and certified. A key part of the transformation was staff earning the SPSM certification, which helped standardize terminology, fill skill gaps, enable adoption of best practices, and gain credibility with internal customers. As a result, Erste Group Procurement improved results, implemented new techniques like eSourcing, and continued their journey to procurement excellence.