This document summarizes the key events from the International Controller Association's (ICV) spring and summer newsletters. It discusses the successful 39th Controller Congress held in Munich in May, where members celebrated Dr. Albrecht Deyhle's 80th birthday. It announces upcoming award competitions and encourages members to consider nominating their company for recognition. It also previews ICV's autumn events and encourages members to attend.
The document discusses an upcoming report from the Dream Factory of the International Controller Association titled "Big Data - Potential for the controller". The report will be presented at the 39th Controller Congress in May and examines how controllers can leverage big data. The newsletter provides a preview of the report by looking at real-world big data applications in various parts of the automotive value chain, from development to logistics to sales. It also discusses how controllers can incorporate big data into key management processes like information systems and planning/control systems.
Duerr Investor Relations presentation Feb 2019Dürr
Dürr is a leading global supplier of production technology and automation solutions. It operates five divisions: Paint and Final Assembly Systems, Application Technology, Clean Technology Systems, Measuring and Process Systems, and Woodworking Machinery. In 2018, Dürr's sales were €3.9 billion with Paint and Final Assembly Systems and Woodworking Machinery being the largest divisions. Dürr aims to grow organically by 2-3% annually and through acquisitions, with a focus on automation, digitization, and networked production.
Building Material Industry in Switzerland in Need for Contingency PlanningSvenSiepen
After ten years of growth (2.5% p.a.) in the Swiss construction industry, there are increasing signs that there will be a consolidation in 2019 with a cautious outlook thereafter. In addition to declining volumes, various drivers on the supply side are also causing prices to fall further. It is important to react to this vicious market environment. Companies in the Swiss building materials market should already draw up a contingency plan today in order to be optimally prepared for the expected slowdown.
Duerr Investor Relations presentation May 2019Dürr
The document is an investor relations presentation from Dürr AG providing an overview of the company and its divisions. It discusses Dürr's strategy to achieve up to €4.2 billion in sales and 7-8% EBIT margins by 2020 by focusing on automation, digitization and networked production. The presentation also highlights Dürr's leadership positions in its five divisions and optimism for growth in electric vehicles and emerging markets. Dürr aims to create value through its asset-light business model with strong returns on capital employed significantly exceeding its cost of capital.
Servitization in global markets - role alignment in global service networks f...Ying wei (Joe) Chou
This study investigates how global manufacturers offer advanced services through global service networks to meet customer needs. The study identifies challenges in value co-creation between manufacturers' R&D units and service network partners when providing advanced services globally. These challenges include governance, risk management, innovation, and scaling issues. The study proposes that role alignment, where manufacturers take the role of global service orchestrators and partners act as global service integrators, can help manage these challenges and establish win-win relationships. The findings contribute to understanding servitization in global markets and networks.
The value of the Irish public sector procurement market in 2013 was €12 Billion. It is the single biggest market opportunity for Small and Medium Enterprises (SMEs). TenderScout is a market intelligence company that helps SMEs win public sector tenders.
This report is based not just on interviews with SMEs and analysis of government policy, but critically a foren- sic assessment of the publically available procurement data.
The highlights of our analysis are presented in this re- port, which we hope will provide a forum for discussion and inform both buyer and suppliers as to the realities of what’s happening within public sector procurement.
By exposing some of the trends within public sector procurement, we hope to demystify the process for the many SMEs who at present do not see this as a viable option for their business. In doing so we aim to increase participation amongst SMEs and positively impact the health and vibrancy of the SME sector.
This document discusses trade compliance as it relates to international trade and logistics in the Netherlands. It identifies three main innovation paths to reduce the administrative burden of trade compliance: 1) system-based control through increased information sharing across supply chains, 2) coordinated border management through increased cooperation between government agencies, and 3) pushing out border inspections to earlier points in the logistics process. Accelerating these innovations could strengthen the Netherlands' position as a logistics hub and lower supply chain costs. The Network Trade Compliance and Dinalog research institute are collaborating to promote discussion of trade compliance issues and identify opportunities to create efficiencies for both government and industry.
The document discusses an upcoming report from the Dream Factory of the International Controller Association titled "Big Data - Potential for the controller". The report will be presented at the 39th Controller Congress in May and examines how controllers can leverage big data. The newsletter provides a preview of the report by looking at real-world big data applications in various parts of the automotive value chain, from development to logistics to sales. It also discusses how controllers can incorporate big data into key management processes like information systems and planning/control systems.
Duerr Investor Relations presentation Feb 2019Dürr
Dürr is a leading global supplier of production technology and automation solutions. It operates five divisions: Paint and Final Assembly Systems, Application Technology, Clean Technology Systems, Measuring and Process Systems, and Woodworking Machinery. In 2018, Dürr's sales were €3.9 billion with Paint and Final Assembly Systems and Woodworking Machinery being the largest divisions. Dürr aims to grow organically by 2-3% annually and through acquisitions, with a focus on automation, digitization, and networked production.
Building Material Industry in Switzerland in Need for Contingency PlanningSvenSiepen
After ten years of growth (2.5% p.a.) in the Swiss construction industry, there are increasing signs that there will be a consolidation in 2019 with a cautious outlook thereafter. In addition to declining volumes, various drivers on the supply side are also causing prices to fall further. It is important to react to this vicious market environment. Companies in the Swiss building materials market should already draw up a contingency plan today in order to be optimally prepared for the expected slowdown.
Duerr Investor Relations presentation May 2019Dürr
The document is an investor relations presentation from Dürr AG providing an overview of the company and its divisions. It discusses Dürr's strategy to achieve up to €4.2 billion in sales and 7-8% EBIT margins by 2020 by focusing on automation, digitization and networked production. The presentation also highlights Dürr's leadership positions in its five divisions and optimism for growth in electric vehicles and emerging markets. Dürr aims to create value through its asset-light business model with strong returns on capital employed significantly exceeding its cost of capital.
Servitization in global markets - role alignment in global service networks f...Ying wei (Joe) Chou
This study investigates how global manufacturers offer advanced services through global service networks to meet customer needs. The study identifies challenges in value co-creation between manufacturers' R&D units and service network partners when providing advanced services globally. These challenges include governance, risk management, innovation, and scaling issues. The study proposes that role alignment, where manufacturers take the role of global service orchestrators and partners act as global service integrators, can help manage these challenges and establish win-win relationships. The findings contribute to understanding servitization in global markets and networks.
The value of the Irish public sector procurement market in 2013 was €12 Billion. It is the single biggest market opportunity for Small and Medium Enterprises (SMEs). TenderScout is a market intelligence company that helps SMEs win public sector tenders.
This report is based not just on interviews with SMEs and analysis of government policy, but critically a foren- sic assessment of the publically available procurement data.
The highlights of our analysis are presented in this re- port, which we hope will provide a forum for discussion and inform both buyer and suppliers as to the realities of what’s happening within public sector procurement.
By exposing some of the trends within public sector procurement, we hope to demystify the process for the many SMEs who at present do not see this as a viable option for their business. In doing so we aim to increase participation amongst SMEs and positively impact the health and vibrancy of the SME sector.
This document discusses trade compliance as it relates to international trade and logistics in the Netherlands. It identifies three main innovation paths to reduce the administrative burden of trade compliance: 1) system-based control through increased information sharing across supply chains, 2) coordinated border management through increased cooperation between government agencies, and 3) pushing out border inspections to earlier points in the logistics process. Accelerating these innovations could strengthen the Netherlands' position as a logistics hub and lower supply chain costs. The Network Trade Compliance and Dinalog research institute are collaborating to promote discussion of trade compliance issues and identify opportunities to create efficiencies for both government and industry.
Globalization is no longer a challenge of the future, rather a recognized fact in daily business. With increasing complexity in supply chains, it is becoming more difficult to efficiently control them.Together with our customers, we optimize supply chains from strategic orientation to daily operations. We increase overall potentials and position your supply chain optimally over the long-term through a detailed analysis of customer expectations, the integration of all levels of hierarchy involved and by developing relationships with strategic suppliers.
Roland Berger Industrial Automation Perspective 2019SvenSiepen
The document provides a short market report on industrial automation for stakeholders interested in the segment. It contains 6 sections: market segmentation, company landscape, selected M&A activities, end customer industry examples, trends & outlook, and references & contact. The market is estimated to be around EUR 185 billion, with the top companies accounting for around 50% of the market. Leading players include Siemens, ABB, GE, and Fanuc. Recent M&A activity has seen deals across various segments, with the acquisition of Kuka by Midea Group standing out due to the large deal value of approximately EUR 4.2 billion.
This document discusses potential future scenarios for the logistics industry based on key areas of disruption. It identifies changing customer expectations, technological breakthroughs, new entrants, and redefined collaboration as disruptive forces shaping the industry. Four potential future scenarios are outlined: 1) "Sharing the PI(e)" where collaboration allows current leaders to retain dominance; 2) "Start-up, shake up" where new entrants fragment last-mile delivery; 3) "Complex competition" where customers/suppliers become logistics players; and 4) "Scale matters" where consolidation and acquisition drive market leadership. The scenarios help companies assess trends and develop strategies to ensure future profitability during this time of change.
The document analyzes contemporary challenges facing automotive manufacturers and dealerships. It proposes strategies to develop a competitive advantage, including consolidating higher performing dealerships, introducing new retail formats, implementing omni-channel marketing, and meeting changing consumer expectations. Industry experts evaluated the strategies and provided suggestions for effective implementation. Combined, the strategies aim to transform the retail network to address shifts in customer behavior throughout the car buying process.
This document provides an overview of the Simplifying the Business (StB) program, which aims to transform the air travel industry through innovative initiatives that benefit customers. StB has delivered projects like electronic tickets and mobile boarding passes. It takes new ideas from its Think Tank and works to implement them industry-wide through standards development, pilots and collaboration across stakeholders. Current focus areas outlined in the document include empowering airline retailing, providing real-time customer information, and creating a seamless passenger experience through initiatives like New Distribution Capability, identity management, and optimizing airport processes.
How a Takeoff in Advanced Robotics Will Power the Next Productivity SurgeBoston Consulting Group
Robotics are quickly approaching an inflection point in usage and are being adopted in new industries. This deck highlights key findings from BCG's research the shifting economics of global manufacturing and the role that advanced robotics will play.
PricePoint: Q2 2013 - Points to Consider in the Pricing of Outsourcing ServicesEverest Group
This report analyzes the trends in the pricing of ITO and BPO services in Q1 2013, backed up by a comprehensive analysis of the factors that impact pricing. This report also includes a focused analysis of output-based pricing in IT infrastructure deals as well as the different ways to maintain best-in-class staffing pyramid throughout the deal term
The document summarizes key points about how the International Controller Association is focusing on the topic of "Big Data" in 2013-2014. It discusses how big data is characterized by large volume, variety, and velocity of data. It provides examples of how big data is used in various fields like CRM, politics, and manufacturing. The document also discusses how data analysis can improve corporate management by enabling more data-driven decision making. Finally, it summarizes a workshop the Controller Association had with IBM about tools for analyzing big data and potential applications in controlling.
Controlling is a key management activity in German-speaking countries that aims to achieve objectives through planning, monitoring, and control. [SENTENCE 1] While the concept and role of controlling has evolved since first defined by Albrecht Deyhle, it remains characterized by target-oriented control, collaboration between managers and controllers, and balancing analytics with soft factors. [SENTENCE 2] Effective controlling requires controllers to serve as business partners to managers by ensuring transparency, coordinating plans, developing control systems, and acting as a proactive yet independent counterpart. [SENTENCE 3]
This document discusses the Balanced Scorecard (BSC) framework for strategy implementation and management. It provides an agenda for a workshop on developing and implementing a BSC. It discusses why a BSC makes sense for companies and the requirements for starting the BSC process. Key steps in the process include identifying objectives, developing a strategic framework, defining actions and projects, implementing reporting, and integrating it into management processes with a focus on continuous learning.
The document describes a life cycle analysis (LCA) modeling study of a photovoltaic (PV) module. It discusses the methodology, including defining the functional unit as producing electricity at 12% efficiency over 1 year from a specified PV module. It describes data collection from the various production plants and modeling the production phase in TEAM software. Key results shown are that production accounts for over 99% of primary energy/greenhouse gas impacts and almost all water consumption, with electricity production and glass manufacturing being the most significant contributors.
This document provides a summary of Markos Papadopoulos's career experience and qualifications. He has over 30 years of experience in senior level positions, including as a Chief Executive Officer and Chief Financial Officer/Chief Operational Officer. He has extensive experience in international negotiations, managing teams and budgets, and leading businesses through transition. He has multilingual skills and has worked in various industries including energy, transportation, finance, and biotechnology.
Guide how to write the mobilise sme learning project Elio Laureano
The document provides guidance on writing an effective activity plan for a company secondment through the Mobilise SME program. It emphasizes that the plan should:
1) Clearly define the collaboration between the host and sending companies, including their objectives, commitments, and expected outcomes.
2) Describe specific, achievable activities for both companies that are balanced and provide mutual benefit. General statements should be avoided.
3) Include objectives, a description of the work/learning project, proposed activities, and expected outcomes for both the sending and host companies. It should demonstrate a commitment to learning and developing new business connections or partnerships.
The plan should avoid potential conflicts of interest and focus on a company-
This document summarizes the key topics from the April 2014 issue of the ICV Bulletin published by the International Controller Association. It discusses the challenges of volatility faced by controllers, the importance of risk management, and highlights some of the presentations from the 8th International Controller Congress on innovative controlling solutions. It also provides a translated summary of an article on the future of finance and what it will take for the finance function to adapt. Lastly, it introduces one of the ICV board members, Karl-Heinz Steinke, and his long career with Lufthansa.
The document discusses global operations and outsourcing strategies used by multinational companies. It identifies four types of outsourcing based on location and firm control: captive onshore, non-captive onshore, captive offshore, and non-captive offshore. Captive offshore outsourcing, referred to as offshoring, moves supplies sourcing to affiliated foreign firms. Offshoring allows companies to lower costs by performing activities in low-cost locations and improving quality control. Total quality management and six sigma programs are approaches used to boost quality and reduce costs throughout global supply chains.
This document describes several projects completed by Resources Global Professionals consultants. It summarizes four projects: 1) assisting a global technology company with internal controls remediation in South Africa; 2) coordinating the carve-out of an accounting department for an asset management company across multiple countries; 3) conducting a commercial compliance audit and developing compliance procedures for a beverage company in Belgium; and 4) implementing PMO reporting for a financial institution's risk management department in Brussels. The outcomes of the projects included delivering improved internal controls, completing projects ahead of schedule, recovering unpaid fees, and successfully integrating a risk reporting system.
The document summarizes several projects completed by Resources Global Professionals consultants. It describes projects involving internal controls remediation, coordinating a carve-out of accounting departments, commercial compliance audits, and implementing project management reporting. The consultants helped clients in various industries with issues like Sarbanes-Oxley compliance, post-merger integration, invoice inaccuracies, and integrating an acquired risk reporting system. All projects were completed successfully and helped the clients achieve their goals.
The document describes 4 projects completed by Resources Global Professionals consultants. It summarizes each project's business issue, how Resources helped resolve it, and the positive outcome. The projects involved internal controls remediation, coordinating an accounting department carve-out, commercial compliance audits, and implementing project management reporting. Resources Global Professionals consultants successfully completed all projects, resolving issues and transferring knowledge to clients.
Globalization is no longer a challenge of the future, rather a recognized fact in daily business. With increasing complexity in supply chains, it is becoming more difficult to efficiently control them.Together with our customers, we optimize supply chains from strategic orientation to daily operations. We increase overall potentials and position your supply chain optimally over the long-term through a detailed analysis of customer expectations, the integration of all levels of hierarchy involved and by developing relationships with strategic suppliers.
Roland Berger Industrial Automation Perspective 2019SvenSiepen
The document provides a short market report on industrial automation for stakeholders interested in the segment. It contains 6 sections: market segmentation, company landscape, selected M&A activities, end customer industry examples, trends & outlook, and references & contact. The market is estimated to be around EUR 185 billion, with the top companies accounting for around 50% of the market. Leading players include Siemens, ABB, GE, and Fanuc. Recent M&A activity has seen deals across various segments, with the acquisition of Kuka by Midea Group standing out due to the large deal value of approximately EUR 4.2 billion.
This document discusses potential future scenarios for the logistics industry based on key areas of disruption. It identifies changing customer expectations, technological breakthroughs, new entrants, and redefined collaboration as disruptive forces shaping the industry. Four potential future scenarios are outlined: 1) "Sharing the PI(e)" where collaboration allows current leaders to retain dominance; 2) "Start-up, shake up" where new entrants fragment last-mile delivery; 3) "Complex competition" where customers/suppliers become logistics players; and 4) "Scale matters" where consolidation and acquisition drive market leadership. The scenarios help companies assess trends and develop strategies to ensure future profitability during this time of change.
The document analyzes contemporary challenges facing automotive manufacturers and dealerships. It proposes strategies to develop a competitive advantage, including consolidating higher performing dealerships, introducing new retail formats, implementing omni-channel marketing, and meeting changing consumer expectations. Industry experts evaluated the strategies and provided suggestions for effective implementation. Combined, the strategies aim to transform the retail network to address shifts in customer behavior throughout the car buying process.
This document provides an overview of the Simplifying the Business (StB) program, which aims to transform the air travel industry through innovative initiatives that benefit customers. StB has delivered projects like electronic tickets and mobile boarding passes. It takes new ideas from its Think Tank and works to implement them industry-wide through standards development, pilots and collaboration across stakeholders. Current focus areas outlined in the document include empowering airline retailing, providing real-time customer information, and creating a seamless passenger experience through initiatives like New Distribution Capability, identity management, and optimizing airport processes.
How a Takeoff in Advanced Robotics Will Power the Next Productivity SurgeBoston Consulting Group
Robotics are quickly approaching an inflection point in usage and are being adopted in new industries. This deck highlights key findings from BCG's research the shifting economics of global manufacturing and the role that advanced robotics will play.
PricePoint: Q2 2013 - Points to Consider in the Pricing of Outsourcing ServicesEverest Group
This report analyzes the trends in the pricing of ITO and BPO services in Q1 2013, backed up by a comprehensive analysis of the factors that impact pricing. This report also includes a focused analysis of output-based pricing in IT infrastructure deals as well as the different ways to maintain best-in-class staffing pyramid throughout the deal term
The document summarizes key points about how the International Controller Association is focusing on the topic of "Big Data" in 2013-2014. It discusses how big data is characterized by large volume, variety, and velocity of data. It provides examples of how big data is used in various fields like CRM, politics, and manufacturing. The document also discusses how data analysis can improve corporate management by enabling more data-driven decision making. Finally, it summarizes a workshop the Controller Association had with IBM about tools for analyzing big data and potential applications in controlling.
Controlling is a key management activity in German-speaking countries that aims to achieve objectives through planning, monitoring, and control. [SENTENCE 1] While the concept and role of controlling has evolved since first defined by Albrecht Deyhle, it remains characterized by target-oriented control, collaboration between managers and controllers, and balancing analytics with soft factors. [SENTENCE 2] Effective controlling requires controllers to serve as business partners to managers by ensuring transparency, coordinating plans, developing control systems, and acting as a proactive yet independent counterpart. [SENTENCE 3]
This document discusses the Balanced Scorecard (BSC) framework for strategy implementation and management. It provides an agenda for a workshop on developing and implementing a BSC. It discusses why a BSC makes sense for companies and the requirements for starting the BSC process. Key steps in the process include identifying objectives, developing a strategic framework, defining actions and projects, implementing reporting, and integrating it into management processes with a focus on continuous learning.
The document describes a life cycle analysis (LCA) modeling study of a photovoltaic (PV) module. It discusses the methodology, including defining the functional unit as producing electricity at 12% efficiency over 1 year from a specified PV module. It describes data collection from the various production plants and modeling the production phase in TEAM software. Key results shown are that production accounts for over 99% of primary energy/greenhouse gas impacts and almost all water consumption, with electricity production and glass manufacturing being the most significant contributors.
This document provides a summary of Markos Papadopoulos's career experience and qualifications. He has over 30 years of experience in senior level positions, including as a Chief Executive Officer and Chief Financial Officer/Chief Operational Officer. He has extensive experience in international negotiations, managing teams and budgets, and leading businesses through transition. He has multilingual skills and has worked in various industries including energy, transportation, finance, and biotechnology.
Guide how to write the mobilise sme learning project Elio Laureano
The document provides guidance on writing an effective activity plan for a company secondment through the Mobilise SME program. It emphasizes that the plan should:
1) Clearly define the collaboration between the host and sending companies, including their objectives, commitments, and expected outcomes.
2) Describe specific, achievable activities for both companies that are balanced and provide mutual benefit. General statements should be avoided.
3) Include objectives, a description of the work/learning project, proposed activities, and expected outcomes for both the sending and host companies. It should demonstrate a commitment to learning and developing new business connections or partnerships.
The plan should avoid potential conflicts of interest and focus on a company-
This document summarizes the key topics from the April 2014 issue of the ICV Bulletin published by the International Controller Association. It discusses the challenges of volatility faced by controllers, the importance of risk management, and highlights some of the presentations from the 8th International Controller Congress on innovative controlling solutions. It also provides a translated summary of an article on the future of finance and what it will take for the finance function to adapt. Lastly, it introduces one of the ICV board members, Karl-Heinz Steinke, and his long career with Lufthansa.
The document discusses global operations and outsourcing strategies used by multinational companies. It identifies four types of outsourcing based on location and firm control: captive onshore, non-captive onshore, captive offshore, and non-captive offshore. Captive offshore outsourcing, referred to as offshoring, moves supplies sourcing to affiliated foreign firms. Offshoring allows companies to lower costs by performing activities in low-cost locations and improving quality control. Total quality management and six sigma programs are approaches used to boost quality and reduce costs throughout global supply chains.
This document describes several projects completed by Resources Global Professionals consultants. It summarizes four projects: 1) assisting a global technology company with internal controls remediation in South Africa; 2) coordinating the carve-out of an accounting department for an asset management company across multiple countries; 3) conducting a commercial compliance audit and developing compliance procedures for a beverage company in Belgium; and 4) implementing PMO reporting for a financial institution's risk management department in Brussels. The outcomes of the projects included delivering improved internal controls, completing projects ahead of schedule, recovering unpaid fees, and successfully integrating a risk reporting system.
The document summarizes several projects completed by Resources Global Professionals consultants. It describes projects involving internal controls remediation, coordinating a carve-out of accounting departments, commercial compliance audits, and implementing project management reporting. The consultants helped clients in various industries with issues like Sarbanes-Oxley compliance, post-merger integration, invoice inaccuracies, and integrating an acquired risk reporting system. All projects were completed successfully and helped the clients achieve their goals.
The document describes 4 projects completed by Resources Global Professionals consultants. It summarizes each project's business issue, how Resources helped resolve it, and the positive outcome. The projects involved internal controls remediation, coordinating an accounting department carve-out, commercial compliance audits, and implementing project management reporting. Resources Global Professionals consultants successfully completed all projects, resolving issues and transferring knowledge to clients.
This document summarizes several projects completed by Resources Global Professionals' consultants to assist clients with accounting, finance, and compliance issues. It describes projects helping clients remediate accounting deficiencies, convert financial reporting to IFRS standards, implement risk and process controls, resolve recurring audit comments, and assess and improve an acquired company's accounting department. In each case, Resources provided experienced consultants who worked closely with clients and Resources' project managers to understand issues, develop solutions, and ensure projects met deadlines and client expectations.
The document provides an overview of business plans, including their typical purpose, structure, content and uses. It notes that business plans formally outline business goals and the plans to achieve them, and may target internal or external audiences. The typical structure includes sections on the business description, market analysis, operations plan, management team, and financial projections. Business plans are used for purposes like securing funding, strategic planning, and performance management. They can also be adapted for educational or non-profit purposes.
The document provides an introduction to international accounting. It discusses key topics in international accounting including foreign currency translation, consolidation of foreign financial statements, accounting for foreign inflation, and management accounting areas like multinational transfer pricing and analysis of foreign financial statements. International accounting aims to facilitate harmonization of accounting practices globally and help decision makers understand financial reporting across different countries and their underlying accounting principles. It allows companies to effectively manage multinational operations and transactions between borders.
This report analyzes the extent to which Palestinian companies apply the international standard IAS 23 on borrowing costs. It examines the financial statements of three Palestinian companies from 2017-2019. The results found that most companies report the amounts for construction work-in-progress without details on capitalized borrowing costs. One company disclosed capitalizing interest on a specific loan in 2018, but not general loans. Overall, Palestinian companies either do not apply the standard or do not disclose its application, possibly due to being an overload or high conservatism in Palestinian accounting. More research is needed to verify borrowing costs practices in Palestine.
Presentation debt sales event Berlin Nov 2015Casper Sonnega
This presentation discusses Santander Group and Santander Consumer Finance Benelux, providing key figures. It then discusses some positive market insights from consultants regarding non-performing loans in Europe. The main part of the presentation outlines the pre-sale decision making process for portfolio sales, including preparation, analyzing alternatives, documenting the portfolio, and managing internal stakeholders. It concludes with some personal observations around portfolio sales.
Deutsche Börse AG held its annual press conference in 2014 to report on financial results for 2013 and discuss strategic plans. Key points:
- Net revenue was €1.9 billion and EBIT was €950 million, adjusted for one-time effects. The executive board proposes a dividend of €2.10 per share.
- While revenue was stable, investments in new growth areas lowered EBIT by 5%. Cost savings programs offset this.
- The company expanded market share in some areas and saw record volumes at Clearstream.
- Strategic focus remains on clearing OTC derivatives, collateral/liquidity management, and expanding in Asia through new partnerships and a Singapore clearing house.
- Deutsche
This document discusses the benefits of foreign direct investment (FDI) and some potential costs to the home country. Some key benefits mentioned include economic development, integration into the global economy, economic growth, increased trade, technology and knowledge transfer, increased competition, linkages to domestic firms, human resource development, and employment. Potential costs to the home country include adverse effects on home manufacturers due to increased competition, adverse effects on the balance of payments, and risks to national sovereignty from influence of international companies.
In this ppt i have given Introduction International Accounting which covers approaches in international accounting, importance of ia, introduction international accounting.
Subscribe to Vision Academy for Video assistance https://www.youtube.com/channel/UCjzpit_cXjdnzER_165mIiw
This document discusses project financial management and cost estimation. It begins by defining key financial terms like finance, financial management, and budgets. It emphasizes the importance of detailed financial policies and budgets for project implementation and control. The document then covers topics like project cost management, cost estimation inputs, and techniques for developing cost estimates. The overall message is that thorough financial planning and cost estimation are crucial for successful project implementation and closure.
The document summarizes a guest lecture on corporate finance solutions and international market developments given at the University of Hong Kong on September 15, 2015. The lecture covered topics such as mergers and acquisitions, equity and debt capital markets, and recent trends, including record high global M&A volumes and increasing deal sizes in high yield debt markets. It also provided an overview of the Corporate Finance Association, its goals of fostering exchange and developing standards in corporate finance, and contact details for further information.
The document discusses a study on foreign exchange and its risk management conducted by a student for their Master's degree. It includes an introduction, objectives of the study, research methodology, limitations, introduction to the company (HCL Technologies), need for the study, industry profile, and theoretical concepts related to foreign exchange. The overall aim is to analyze foreign exchange exposure and risk management techniques used by HCL Technologies to minimize risk from fluctuations in foreign currency exchange rates.
Die ICV-Digitalisierungsoffensive - das sagen die TeilnehmerICV_eV
ICV-Digitalisierungsoffensive zeigt die Chancen, die sich im Controlling durch die Digitalisierung ergeben. Mit Informationen, Webinaren (kostenlos), Business Innovation Labs und Action Research Projekten.
Controlling Competence Stuttgart 2016 Regionalveranstaltung des Internationalen Controller Vereins Fachtagung für alle, die sich für Controlling interessieren
The document summarizes recent events and topics from the International Controller Association (ICV). It discusses that in 2014, the ICV focused on sustainability, big data, and ICV awards. It provides details on the winners of the Green Controlling Award and Controlling Newcomer Award. It also announces upcoming ICV conferences in Croatia, Russia, Serbia, and the ACCID Congress in Barcelona with speaker details.
The document discusses sustainability controlling in public transport companies. It notes that while public transport inherently promotes sustainability goals, not all public transport companies see sustainability as a strategic priority. It then outlines some starting points for integrating sustainability into controlling practices, including factoring sustainability impacts into investment decisions, implementing carbon accounting, integrating environmental, economic and social dimensions into reporting, and managing sustainability objectives within the overall management system. The article aims to provide ideas for public transport companies looking to strengthen their sustainability controlling.
This document provides an overview of the agenda and activities of the ICV Poland delegation. It discusses expanding cooperation with universities in Poland through membership and joint postgraduate degree programs. It also summarizes efforts to acquire new corporate members and improve core activities like the annual Controlling Intelligence Adventure conference and regional working group meetings. Surveys of these meetings find that their substantive content and friendly atmosphere are strengths while organization and outreach could be improved.
This document provides an overview of big data and its potential for controllers. It defines big data as large volumes of diverse data that are created and analyzed rapidly. The document outlines how big data is currently used successfully in some industries to improve processes and decisions. However, many companies also view big data skeptically due to high costs and risks. The document then discusses how big data opens new opportunities for controllers to enhance planning and decision making but also poses new challenges as their role may overlap with new data-focused jobs. It concludes by recommending controllers actively engage with big data to benefit from the trends and opportunities it presents.
The International Controller Association (ICV) was founded in 1975 in Germany and has since expanded to over 6,000 members across 16 countries. The ICV aims to promote controlling as a philosophy of sustainable financial success through knowledge sharing between its member controllers, CFOs, and academics. It provides forums for experts to develop practical controlling solutions and offers publications, conferences, and working groups to its members.
1. www.controllerverein.com Controlling - Creating Future
Publisher: International Controller Association ICV | Poznań Office
Dear Readers!
Spring was the time full
of interesting ICV
events. Not only did we
have the 39th Controller
Congress in Munich for the
whole Controller Community (you can read the relation in
this issue) but also ICV members countries organized a lot
meetings and conferences — in English and in the country
languages. On our homepage you can follow past and
future events. Let’s stay in touch!
On the General Meeting in May the Board showed how the
ICV sustainably grows through the acquisition of numerous
corporate members: we are very close to 100—maybe
your company will be our 100th member? Also in May Dr.
Albrecht Deyhle celebrated his 80th birthday - I’m happy
we all could congratulate him at the Controller Congress!
In the Bulletin you can read an article by Dr. Hendrik Vater
translated from German. He presents the topic of invest
management in a value-oriented company. We also have
other publications in the Association: there is a new state-
ment printed: Green Controllling (one of the most important
topics for all companies thinking about the future develop-
ment) and a new White Paper: Big Data (more in this is-
sue)!
If you think the controlling solution in your company dese-
rve some recognition, take part in our competitions: there
are three prizes offered by the ICV and our Partners: Inter-
national Controller Award, Controlling-Newcomer Award
and Green Controlling Award (we’re proud that WiWo Gre-
en—the leading German economy magazine is our media
partner again)! Take the challenge! Among the winners of
the prizes are Lufthansa AG, Hansgrohe AG and Volkswa-
gen AG!
I hope you have great holidays and come back to work
with new ideas! I’m looking forward to seeing you at the
Autumn events!
Much pleasure while reading!
Yours
Dr. Adrianna Lewandowska
ICV Board Member
International
Controller Association
ICV Bulletin | July 2014
In this issue:
Big Data: „Enabler“ of the controllers’ role
as business partner
ICV Awards
39th Controller Congress, Munich
Dear Sir / Madam in the Controller Community,
I am thrilled after reading your messages on the occasion of
my 80th birthday. I was able to personally meet many of those
who have written me wishes on the blog: at the General Me-
eting of the ICV members May 18 in Westin Hotel, as well as at
the Controller Congress on May 19. I was also able to shake
your hands!
I wish you all the best in your professional and private lives!
And I thank you a lot for your congratulations in the name of
myself and my family,
Yours
Albrecht Deyhle
Dr. Deyhle thanks the Communi-
ty for the Birthday wishes
8. At the General Meeting of the International Controller Asso-
ciation on May 18 in Munich CEO Siegfried Gänßlen has
presented the Board Report. In his review on a successful
year 2013, he referred to a sustained growth through the
acquisition of numerous corporate members. Among 23 new
member companies in 2013 there are well-known names
such as American Express Europe, Audi, Federal Employ-
ment Agency (Germany), IBM Germany, Lufthansa, Migros
and Beiersdorf. What’s important, there are few new interna-
tonal company members from the non-German speaking
countires.
In the end of 2013 the ICV counted the 80 company mem-
bers, now there are already 94 As Gänßlen also announced
in May 2014, the ICV had on December 31, 2013 4.560 in-
dividual members in 36 countries, including 3.135 in Germa-
ny. In Switzerland the ICV had 449 members, in Austria —
444 and in Poland 128 members. In the Balkans the increase
in 2013 was particularly large: in Serbia plus 26, to 131
members now and in Croatia plus 33, to 63 members.
Dr. Adrianna Lewandow-
ska, ICV Board Member
and Dr. Herwig Friedag
(who celebrates 30 years
of his ICV membership in
2014) led a fosuced on
Balanced Scorecard in
Kaliningrad in June 2014.
At the invitation of Valen-
tin Usenkov, Head of the
local WG, the experts
shared their knowledge with a group of 80 people from le-
ading companies in the Kaliningrad Region.
To begin the process of implementation of the strategy,
except the strategy itself, you to that you need a change,
accept the fact that "no mistakes is the biggest mistake" and
that without action, even faulty, there will be no effects.
Management’s willingness to discuss the goals of the com-
pany with the team is also crucial.
Dr. Lewandowska and Dr. Friedag presented the BSC pro-
cess on the example of a case of a Kaliningrad fictional
university, , according to the assumption, is going to be esta-
blished in 2015. Analyzing the strategic and operational ob-
jectives, describing the process of building a strategy and
developing the mission and vision and a business model lof
the university led to the implementation process of the strate-
gy — culmination of discussions about the future of any com-
pany.
ICV Bulletin | July 2014
Imprint
Publisher and Copyrights:
International Controller Association
Public Relations Committee
Editing
Brigitte Dienstl-Arnegger
Dr. Adrianna Lewandowska
Hans-Peter Sander
Anna Włodarczyk
International Controller Association
ICV Office Poland
Ul.Fredry 7/1
61-809 Poznań PL
Phone/Fax +48 61 853 20 10
Mail: anna.wlodarczyk@icv.pl
Non-German speaking work groups
Bosna and Hercegovina
Slavko Simić, bono@blic.net
Bulgaria
Denko Yamboliev, denko@excite.com
Croatia
Jasmina Očko, jasmina.ocko@kognosko.hr
Great Britain
Milena Heim. milena.heim@gmx.net
Estonia
Toomas Haldma, toomas.haldma@ut.ee
Hungary
Budapest 1
Ervin Nemesdy, nemesdy@mce.hu
Budapest 2
Andreas Kovacs, akovacs@mcskft.hu
Poland
Gdańsk
Robert Panufnik, rpanufnik@gmail.com
Katowice
Anna Jarkulisz, anna.jarkulisz@arcelormittal.com
Kraków
Dorota Gołąb-Bełtowicz, dbeltowicz@bonifratrzy.krakow.pl
Lublin
Katarzyna Żuławska, katarzyna.zulawska@icv.pl
Łódź
Karolina Zielińska, karolina.zielinska@icv.pl
Poznań
Dariusz Gulczyński, dariusz.gulczynski@icv.pl
Szczecin
Aleksander Socha, aleksander.socha@ramirent.pl
Toruń
Andrzej Derkowski, andrzej.derkowski@neuca.pl
Warszawa
Karol Sikora, karol.sikora@icv.pl
Wrocław
Honorata Ulatowska, honorata.ulatowska@icv.pl
Zielona Góra
Małgorzata Lepak, malgorzata.lepak@icv.pl
Romania
Cristina Hodea, cristina.hodea@gmail.com
Russia
Valentin Usenkov, zhoom@mail.ru
Serbia
Bojan Šćepanović, mcb@eunet.rs
Slovenia
Dragica Erčulj, dragica.erculj@crmt.com
Spain
Ulrich Müller Bosom, ulrich.mueller.bosom@gmail.com
More company members in 2013
BSC in Kaliningrad