This document provides an overview of DEKRA Material Testing & Inspection and its services. DEKRA is a large international organization with over 27,000 employees specializing in testing and inspection. It has experienced significant growth, reaching over 2 billion euros in sales in 2011. The document outlines DEKRA's various industrial testing services including non-destructive and destructive testing, corrosion monitoring, welding certification, and nuclear industry services. It provides examples of specialized inspection equipment and references for materials testing in industries such as energy, chemistry, oil and gas, and nuclear power.
The document summarizes the financial results of Dürr Group for the first half of 2012. Key points include:
- Incoming orders increased 17% to €1.4 billion in H1 2012 compared to H1 2011, with a book-to-bill ratio of 1.2. The order backlog reached a record level.
- Sales revenues increased sharply by 48.5% to €1.16 billion in H1 2012.
- Earnings before interest and taxes (EBIT) doubled in H1 2012 compared to H1 2011, driven by strong sales growth and a moderate increase in selling, general and administrative expenses.
- Emerging markets accounted for around 60%
Daimler reported its Q3 2009 results, with the automotive market continuing to experience a slump. Key points include:
- Group sales were €19.3 billion in Q3, with an EBIT of €0.5 billion excluding special items.
- Mercedes-Benz Cars achieved a positive EBIT of €355 million in Q3 due to the availability of new models and cost measures.
- Daimler Trucks reported an EBIT loss of €127 million in Q3 due to weak demand and charges from repositioning.
- Daimler aims to further improve earnings in Q4 through new models and ongoing efficiency programs.
The document is AREVA's 2009 annual results presentation. It summarizes AREVA's performance from 2005-2009, highlights its sustained growth in revenue and order book during this period, and outlines its strategic development plan and financial objectives for 2010-2012. AREVA aims to strengthen its global leadership in the nuclear power cycle, increase its presence in key markets, and improve the performance of its Transmission and Distribution division.
This document discusses blended learning approaches at Piraeus Bank. It provides an overview of Piraeus Bank, including its growth and strategic targets. It then discusses the bank's use of blended learning, when it is applied, and how courses are developed. Key points include blending classroom and online learning to reinforce concepts, ensuring the instructor is involved in course design, and not blending just for the sake of it. The document concludes with a case study on a successful blended learning initiative to sell a complex financial product.
The document provides an agenda and information on home appliance and automotive segments for SNC. It includes data on air conditioner production in Thailand from 2010-2012 with major makers accounting for 75% of production. Pages also show sales, earnings and ratios for SNC's home appliance and automotive segments in 3Q12 and comparisons to prior periods. Key financial metrics like ROA, ROE, debt levels, share prices and dividends are also summarized for SNC.
North zone-CFA Institute Research Challenge in Indiarsnnitjsr
Petronet LNG Ltd. is an Indian state-owned natural gas company that operates liquefied natural gas (LNG) terminals and pipelines in India. It operates LNG terminals in Dahej, Gujarat and Kochi, Kerala with a total installed capacity of 19.5 MMTPA. It also has investments in solid cargo port facilities and is exploring direct marketing of natural gas. India faces a large and growing gap between its natural gas supply and demand that is projected to reach 335 MMSCMD by 2019-20, representing a major business opportunity for Petronet LNG.
The document provides an overview of Jaymart Group's businesses, including its mobile phone business unit, network services unit, and asset management unit. It discusses the performance of Jaymart's mobile phone business, including sales figures over time, revenue breakdown by product type, average selling prices, and accessory performance. It also outlines Jaymart's expansion plans, store locations, market share goals, and IT Junction's property and rental management business.
This document discusses global energy trends and alternatives to petroleum. It notes that global population and energy demand are rising rapidly. While unconventional oil and biofuels can help meet growing demand, they face challenges around environmental impacts, resource constraints, and high costs. Electricity and natural gas are also discussed as alternatives, but electricity generation is still heavily reliant on coal and natural gas. Significant technological advances and infrastructure build-outs would be needed for alternatives to fully replace petroleum on a large scale.
The document summarizes the financial results of Dürr Group for the first half of 2012. Key points include:
- Incoming orders increased 17% to €1.4 billion in H1 2012 compared to H1 2011, with a book-to-bill ratio of 1.2. The order backlog reached a record level.
- Sales revenues increased sharply by 48.5% to €1.16 billion in H1 2012.
- Earnings before interest and taxes (EBIT) doubled in H1 2012 compared to H1 2011, driven by strong sales growth and a moderate increase in selling, general and administrative expenses.
- Emerging markets accounted for around 60%
Daimler reported its Q3 2009 results, with the automotive market continuing to experience a slump. Key points include:
- Group sales were €19.3 billion in Q3, with an EBIT of €0.5 billion excluding special items.
- Mercedes-Benz Cars achieved a positive EBIT of €355 million in Q3 due to the availability of new models and cost measures.
- Daimler Trucks reported an EBIT loss of €127 million in Q3 due to weak demand and charges from repositioning.
- Daimler aims to further improve earnings in Q4 through new models and ongoing efficiency programs.
The document is AREVA's 2009 annual results presentation. It summarizes AREVA's performance from 2005-2009, highlights its sustained growth in revenue and order book during this period, and outlines its strategic development plan and financial objectives for 2010-2012. AREVA aims to strengthen its global leadership in the nuclear power cycle, increase its presence in key markets, and improve the performance of its Transmission and Distribution division.
This document discusses blended learning approaches at Piraeus Bank. It provides an overview of Piraeus Bank, including its growth and strategic targets. It then discusses the bank's use of blended learning, when it is applied, and how courses are developed. Key points include blending classroom and online learning to reinforce concepts, ensuring the instructor is involved in course design, and not blending just for the sake of it. The document concludes with a case study on a successful blended learning initiative to sell a complex financial product.
The document provides an agenda and information on home appliance and automotive segments for SNC. It includes data on air conditioner production in Thailand from 2010-2012 with major makers accounting for 75% of production. Pages also show sales, earnings and ratios for SNC's home appliance and automotive segments in 3Q12 and comparisons to prior periods. Key financial metrics like ROA, ROE, debt levels, share prices and dividends are also summarized for SNC.
North zone-CFA Institute Research Challenge in Indiarsnnitjsr
Petronet LNG Ltd. is an Indian state-owned natural gas company that operates liquefied natural gas (LNG) terminals and pipelines in India. It operates LNG terminals in Dahej, Gujarat and Kochi, Kerala with a total installed capacity of 19.5 MMTPA. It also has investments in solid cargo port facilities and is exploring direct marketing of natural gas. India faces a large and growing gap between its natural gas supply and demand that is projected to reach 335 MMSCMD by 2019-20, representing a major business opportunity for Petronet LNG.
The document provides an overview of Jaymart Group's businesses, including its mobile phone business unit, network services unit, and asset management unit. It discusses the performance of Jaymart's mobile phone business, including sales figures over time, revenue breakdown by product type, average selling prices, and accessory performance. It also outlines Jaymart's expansion plans, store locations, market share goals, and IT Junction's property and rental management business.
This document discusses global energy trends and alternatives to petroleum. It notes that global population and energy demand are rising rapidly. While unconventional oil and biofuels can help meet growing demand, they face challenges around environmental impacts, resource constraints, and high costs. Electricity and natural gas are also discussed as alternatives, but electricity generation is still heavily reliant on coal and natural gas. Significant technological advances and infrastructure build-outs would be needed for alternatives to fully replace petroleum on a large scale.
The New Service Economy: Innovation in ServicesIan Miles
The document discusses service innovation and the evolution of understanding services and service innovation. It notes the growing interest in "service innovation" in academic publications over time. It describes key service industry sectors and perspectives on what services do, namely effect transformations of entities like goods, buildings, and human beings to achieve various effects. The document outlines three main types of transformations services provide: physical, human, and informational, with most service industries involving a mixture of all three.
CMD 2012: Track Record and Strategy (Jørgen Ole Haslestad)Yara International
Jørgen Ole Haslestad, President & CEO of Yara International, presented Yara's track record and growth strategy at its 2012 Capital Markets Day. Yara achieved its highest ever EBITDA in the 2011/12 season due to increased fertilizer prices. Going forward, Yara aims to grow volumes by 8% by 2016 through committed expansion projects, acquisitions, and new supply. Yara is well positioned for continued profitable operations and growth by meeting rising global demand for agricultural productivity through its portfolio of value-added and commodity fertilizer products.
For the six months ended 31 December 2011:
- Revenue decreased 25% to $252.4 million due to lower volumes, prices and sales adjustments. Mine EBITDA decreased 69% to $29 million.
- A $91.2 million non-cash foreign exchange loss resulted in a net loss of $113.5 million.
- Group attributable PGM production decreased 14% to 215,453 ounces. Operations faced challenges including safety stoppages, support installation issues, and industrial action. Costs increased substantially at Kroondal and Marikana due to lower production.
- Mimosa continued strong performance while Everest and tailings operations faced cost pressures and negative margins. The interim results reflect a challenging
Grupo inditex annual-report-inditex-2011syedaliharis
This document is the annual report of Inditex, a large Spanish fashion company, summarizing its economic, social, and environmental performance in 2011. Key highlights include:
- Sales increased 10% to €13.7 billion driven by new store openings and a 4% increase in same-store sales.
- Net income grew 12% to €1.9 billion. The company invested €1.3 billion back into expanding operations.
- The number of employees grew to over 109,000 as the company hired almost 10,000 new employees.
- Online sales continued expanding to new markets in Europe, the US, and Japan.
- The company opened its new flagship Zara store on Fifth Avenue
Pavel Tatyanin, Senior Vice President and CFO of Evraz, presented an overview of the company and its strategy in Russia. Evraz is a leading steel and mining company with assets across Russia, Ukraine, Europe and North America. It aims to increase its supply of rolled steel products in Russia through $1.8 billion in investments to expand rolling capacities by 2012. This will allow Evraz to capitalize on growing domestic demand and maintain its leading position in key Russian markets.
Net revenue and EBITDA grew in the second quarter of 2011 compared to the same period last year. Several portfolio companies experienced revenue growth, while some others reported losses due to restructuring. Total investments in portfolio companies were R$10.4 million in the second quarter. The presentation provides financial and operational updates on each portfolio company.
презентация для инвесторов, ноябрь 2009evraz_company
This document provides an overview of EVRAZ Group, a major global steel and mining company. Some key points:
- EVRAZ is one of the largest steel producers in the world and a leader in markets in Russia, CIS, Europe, and North America.
- In 2008, EVRAZ produced over 17 million tons of crude steel and had $20 billion in revenue.
- In the first 9 months of 2009, revenue declined 58% to $7.1 billion due to lower prices and sales volumes from the economic crisis.
- EVRAZ has taken actions to reduce costs, optimize production, cut capex, and improve financial position to maintain competitiveness during the downturn.
Manpower Inc. reported record financial results in 2006. Revenues increased 10.8% to $17.6 billion and net earnings increased 53% to $398 million. The company's stock price rose 61% in 2006, outperforming the broader market. Operating profit increased 24% to $532 million due to growth in business and effective cost management across regions. The company has transitioned to focus on providing a wider range of employment services beyond temporary staffing alone. The rebranding launched in 2006 aligned the company's image with this strategic transition and positioned Manpower for continued strong performance.
Here you can find the annual report for the year 2010 of Volkswagen Financial Services AG. For further information please refer to http://www.vwfs.com/annualreport
Implementation of neurodevelopmental monitoring service for high risk newborn...MCH-org-ua
International conference «Actual approaches to the extremely preterm babies: International experience and Ukrainian realities» (Kyiv, Ukraine, March 5-6, 2013)
East Water Performance 2Q2012
- In the second quarter of 2012, East Water saw increased revenue and net profit compared to the same period last year, driven by higher sales volumes of raw and tap water. However, European economic issues may negatively impact exports and industrial demand in Eastern Thailand.
- Raw water sales make up the majority of East Water's business. Several new potential customers in industrial estates could drive further sales growth in the future. East Water also plans to invest in new water supply projects and explore opportunities in related industries like desalination.
- Several major reservoirs supplying East Water are currently at lower than normal water levels which may threaten supply and increase costs if drought conditions persist into 2013. East Water is monitoring
The document discusses three topics:
1) The mobile as a platform for new business models and opportunities.
2) How the mobile business model has shifted from hardware and services to digital content and apps.
3) How the rise of mobile represents a paradigm shift in how people spend their time and access information.
The document discusses trends in the increased use of aluminum in automotive applications to reduce vehicle weight. It notes that aluminum use has grown by an average of 7 pounds per year over the last 40 years. OEMs are looking to use more aluminum to cut 400 pounds from average vehicle weight by 2025 in order to meet fuel economy standards. Aluminum content is expected to double from the current 16% of curb weight to account for 550 pounds per vehicle by 2025.
The document discusses current trends in the Canadian oil and gas industry, including a period of political transition, increasing divergence between crude oil and natural gas markets, and increasing pressure on costs and skilled labor. It provides data on land sales, well drilling, capital spending, production forecasts, and other metrics. The outlook emphasizes balancing environmental, economic and energy security priorities through technology, collaboration, and maintaining competitiveness and social acceptance.
Russian M&A - Cross-Border OpportunitiesAalto Capital
Aalto Capitalilla on ilo kutsua Teidät Venäjä-aiheiseen aamuun. Tilaisuudessa pureudumme Venäjän talouden näkymiin talouskriisin jälkeen ja saamme paikallisen toimijan näkemyksen Venäjän yrityskauppamarkkinasta. Eduskunnan ajankohtaiset terveiset tulee kertomaan kansanedustaja Ilkka Kanerva.
Ravintola Savoy, Salikabinetti
20. toukokuuta 2010 klo 08:30 – 10:30
The Environmental Management Report 2009 from Tohoku University provides statistics on the university's environmental performance from 2003-2008. Key points include:
- Total CO2 emissions from the university in 2008 were 106,722 tons, with 75% from electricity and 2% from other sources like university vehicles.
- Waste production increased over time but the recycling rate was high at 75% in 2008.
- Water usage peaked in 2007 at 1,097,622 cubic meters but decreased in 2008 with conservation efforts.
Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
The New Service Economy: Innovation in ServicesIan Miles
The document discusses service innovation and the evolution of understanding services and service innovation. It notes the growing interest in "service innovation" in academic publications over time. It describes key service industry sectors and perspectives on what services do, namely effect transformations of entities like goods, buildings, and human beings to achieve various effects. The document outlines three main types of transformations services provide: physical, human, and informational, with most service industries involving a mixture of all three.
CMD 2012: Track Record and Strategy (Jørgen Ole Haslestad)Yara International
Jørgen Ole Haslestad, President & CEO of Yara International, presented Yara's track record and growth strategy at its 2012 Capital Markets Day. Yara achieved its highest ever EBITDA in the 2011/12 season due to increased fertilizer prices. Going forward, Yara aims to grow volumes by 8% by 2016 through committed expansion projects, acquisitions, and new supply. Yara is well positioned for continued profitable operations and growth by meeting rising global demand for agricultural productivity through its portfolio of value-added and commodity fertilizer products.
For the six months ended 31 December 2011:
- Revenue decreased 25% to $252.4 million due to lower volumes, prices and sales adjustments. Mine EBITDA decreased 69% to $29 million.
- A $91.2 million non-cash foreign exchange loss resulted in a net loss of $113.5 million.
- Group attributable PGM production decreased 14% to 215,453 ounces. Operations faced challenges including safety stoppages, support installation issues, and industrial action. Costs increased substantially at Kroondal and Marikana due to lower production.
- Mimosa continued strong performance while Everest and tailings operations faced cost pressures and negative margins. The interim results reflect a challenging
Grupo inditex annual-report-inditex-2011syedaliharis
This document is the annual report of Inditex, a large Spanish fashion company, summarizing its economic, social, and environmental performance in 2011. Key highlights include:
- Sales increased 10% to €13.7 billion driven by new store openings and a 4% increase in same-store sales.
- Net income grew 12% to €1.9 billion. The company invested €1.3 billion back into expanding operations.
- The number of employees grew to over 109,000 as the company hired almost 10,000 new employees.
- Online sales continued expanding to new markets in Europe, the US, and Japan.
- The company opened its new flagship Zara store on Fifth Avenue
Pavel Tatyanin, Senior Vice President and CFO of Evraz, presented an overview of the company and its strategy in Russia. Evraz is a leading steel and mining company with assets across Russia, Ukraine, Europe and North America. It aims to increase its supply of rolled steel products in Russia through $1.8 billion in investments to expand rolling capacities by 2012. This will allow Evraz to capitalize on growing domestic demand and maintain its leading position in key Russian markets.
Net revenue and EBITDA grew in the second quarter of 2011 compared to the same period last year. Several portfolio companies experienced revenue growth, while some others reported losses due to restructuring. Total investments in portfolio companies were R$10.4 million in the second quarter. The presentation provides financial and operational updates on each portfolio company.
презентация для инвесторов, ноябрь 2009evraz_company
This document provides an overview of EVRAZ Group, a major global steel and mining company. Some key points:
- EVRAZ is one of the largest steel producers in the world and a leader in markets in Russia, CIS, Europe, and North America.
- In 2008, EVRAZ produced over 17 million tons of crude steel and had $20 billion in revenue.
- In the first 9 months of 2009, revenue declined 58% to $7.1 billion due to lower prices and sales volumes from the economic crisis.
- EVRAZ has taken actions to reduce costs, optimize production, cut capex, and improve financial position to maintain competitiveness during the downturn.
Manpower Inc. reported record financial results in 2006. Revenues increased 10.8% to $17.6 billion and net earnings increased 53% to $398 million. The company's stock price rose 61% in 2006, outperforming the broader market. Operating profit increased 24% to $532 million due to growth in business and effective cost management across regions. The company has transitioned to focus on providing a wider range of employment services beyond temporary staffing alone. The rebranding launched in 2006 aligned the company's image with this strategic transition and positioned Manpower for continued strong performance.
Here you can find the annual report for the year 2010 of Volkswagen Financial Services AG. For further information please refer to http://www.vwfs.com/annualreport
Implementation of neurodevelopmental monitoring service for high risk newborn...MCH-org-ua
International conference «Actual approaches to the extremely preterm babies: International experience and Ukrainian realities» (Kyiv, Ukraine, March 5-6, 2013)
East Water Performance 2Q2012
- In the second quarter of 2012, East Water saw increased revenue and net profit compared to the same period last year, driven by higher sales volumes of raw and tap water. However, European economic issues may negatively impact exports and industrial demand in Eastern Thailand.
- Raw water sales make up the majority of East Water's business. Several new potential customers in industrial estates could drive further sales growth in the future. East Water also plans to invest in new water supply projects and explore opportunities in related industries like desalination.
- Several major reservoirs supplying East Water are currently at lower than normal water levels which may threaten supply and increase costs if drought conditions persist into 2013. East Water is monitoring
The document discusses three topics:
1) The mobile as a platform for new business models and opportunities.
2) How the mobile business model has shifted from hardware and services to digital content and apps.
3) How the rise of mobile represents a paradigm shift in how people spend their time and access information.
The document discusses trends in the increased use of aluminum in automotive applications to reduce vehicle weight. It notes that aluminum use has grown by an average of 7 pounds per year over the last 40 years. OEMs are looking to use more aluminum to cut 400 pounds from average vehicle weight by 2025 in order to meet fuel economy standards. Aluminum content is expected to double from the current 16% of curb weight to account for 550 pounds per vehicle by 2025.
The document discusses current trends in the Canadian oil and gas industry, including a period of political transition, increasing divergence between crude oil and natural gas markets, and increasing pressure on costs and skilled labor. It provides data on land sales, well drilling, capital spending, production forecasts, and other metrics. The outlook emphasizes balancing environmental, economic and energy security priorities through technology, collaboration, and maintaining competitiveness and social acceptance.
Russian M&A - Cross-Border OpportunitiesAalto Capital
Aalto Capitalilla on ilo kutsua Teidät Venäjä-aiheiseen aamuun. Tilaisuudessa pureudumme Venäjän talouden näkymiin talouskriisin jälkeen ja saamme paikallisen toimijan näkemyksen Venäjän yrityskauppamarkkinasta. Eduskunnan ajankohtaiset terveiset tulee kertomaan kansanedustaja Ilkka Kanerva.
Ravintola Savoy, Salikabinetti
20. toukokuuta 2010 klo 08:30 – 10:30
The Environmental Management Report 2009 from Tohoku University provides statistics on the university's environmental performance from 2003-2008. Key points include:
- Total CO2 emissions from the university in 2008 were 106,722 tons, with 75% from electricity and 2% from other sources like university vehicles.
- Waste production increased over time but the recycling rate was high at 75% in 2008.
- Water usage peaked in 2007 at 1,097,622 cubic meters but decreased in 2008 with conservation efforts.
Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
This document discusses preparing sales offers under Lithuanian circumstances. It begins by debunking some common myths such as the ideas that marketing is just branding, or that good products will sell themselves. It emphasizes that marketing must construct detailed offers tailored to specific target markets. It also notes that selling is not an art, but requires building valuable offers, creating market awareness, and overcoming customer resistance rationally and emotionally. The document provides two examples of "Mafia offers" from Lithuanian companies, discussing inventory management services and smart warehouse optimization. It highlights achieving goals like minimizing storage costs and surplus while ensuring on-time deliveries.
NVS šalių tendencijos prekybos segmente
Nuo 2009 iki 2012 m. NVS nominalus BVP kasmet vidutiniškai didėjo po 17,8 proc. kasmet, ES augo po 0,4% kasmet.
NVS šalių prekių importas didėjo nuo 1,9 mlrd. USD 2005 m. iki 5,5 mlrd. USD 2012 m.
Nuo 2013 iki 2018 m. NVS nominalus BVP kasmet vidutiniškai augs po 7,9 proc. kasmet.
2013 m. per metus prekių eksportas iš Lietuvos padidėjo 11,4 proc., importas padidėjo – 0,3 proc.,
2013 m. tik 23,5 proc. viso prekių eksporto į NVS sudarė lietuviškos kilmės prekių eksportas
This document discusses applications of Theory of Constraints (TOC) to sales management for small and medium businesses. It begins by listing common undesirable effects (UDEs) seen in organizations such as frustration, a "cover your rear" mentality, and arbitrary performance evaluations. It then analyzes these UDEs using TOC's Core Reasoning Technique to identify their root causes. Some key causes identified include lack of clear sales processes, overloading of salespeople with multiple tasks, and use of monthly/quarterly quotas that incentivize rushing deals at the end of periods. The document proposes applying TOC's five focusing steps to improve the sales process and management, such as identifying and exploiting constraints like needs assessments.
This document discusses developing effective marketing offers known as "Mafia Offers" using the Theory of Constraints (TOC). It provides examples of successful Mafia Offers from Hyundai and AT&T that drove significant sales increases. The key aspects of a Mafia Offer are that it is so compelling customers cannot refuse it and competitors cannot easily match it. Guidelines are presented for developing Mafia Offers based on capabilities, supply chain impact, and customer needs. Implementing a well-designed Mafia Offer can increase sales and profits while guiding overall company improvements, even during economic downturns. Examples are given of companies that saw substantial sales growth within months of launching their Mafia Offers.
Metso Interim Review January-September 2012 presentationMetso Group
The interim review summarizes Metso's financial performance for the first three quarters of 2012. Key highlights include steady progress with order intake in line with expectations, services continuing to develop strongly with 16% year-on-year order intake growth, and net sales increasing 12% year-on-year. EBITA before non-recurring items was €171 million for Q3 2012, compared to €163 million for the same period in 2011. The outlook and guidance for 2012 were maintained.
BlogWell San Francisco Social Media Case Study: SAP, presented by Mark YoltonSocialMedia.org
BlogWell is the only conference where social media executives from large companies come together to share their case studies, offer practical how-to advice, and answer your questions.
To learn more about BlogWell, visit http://gaspedal.com/blogwell
In the BlogWell San Francisco case study presentation, "Vibrant Communities Fuel SAP’s Customer-Focused Ecosystem," Senior Vice President Mark Yolton describes how SAP is delivering extraordinary value to members through the SAP Community Network.
Measuring ROI, managing teams, legal issues, B-to-B, working with agencies and creating great content are central themes at BlogWell. This event is the best opportunity available for anyone looking to get started or improve their corporate social media efforts. Learn more at http://gaspedal.com/blogwell
Aventia is a Spanish technology consulting firm founded in 1996 that has over 400 employees across offices in Madrid, Barcelona, and Lisbon. The document provides an overview of Aventia's business areas including innovation, consulting, technology, and services. It details Aventia's focus on key industries like telecom, public administration, education, health, and utilities. It also outlines Aventia's value proposition of helping clients transform their business through industry expertise, focus, and innovation.
This document provides an overview of Deutsche EuroShop, a German company that invests solely in shopping centers. It owns 19 shopping centers across Germany, Poland, Austria and Hungary totaling approximately 905,000 square meters of lettable space. Deutsche EuroShop aims for long-term growth and stable increases in portfolio value through a "buy and hold" strategy focused on acquisitions and expansions. Key performance metrics like revenue, earnings, occupancy rates and net asset value have increased in recent years. The company targets a dividend yield of over 4% through stable dividend payouts.
Mandhana Industries Limited is a multi-divisional, multi-geographical textile and garment player with a presence across India and over 25 other countries. It has experienced strong growth over the past 5 years with a revenue CAGR of 36.54% and profit CAGR of 36.14%. The company manufactures textiles and garments through various processes along the value chain.
- AES Eletropaulo saw a 4.3% increase in energy consumption in its concession area in 3Q11. Investments with own resources increased 33.1% to R$198.4 million compared to 3Q10. Net income increased 6.1% to R$348.2 million.
- Operational improvements led to a 13.8% reduction in SAIDI and 10.6% reduction in SAIFI indicators over the last 12 months. The sale of telecommunications assets was finalized with a positive R$457 million impact to 4Q11 net income.
- Financial results were positively impacted by exchange rates and lower cash balances. Market growth from the residential and commercial
Metso Corporation Interim Review January - March 2012 presentationMetso Group
The document provides an interim review of Metso Corporation for the first quarter of 2012. Some key highlights include:
- Order intake was strong at EUR 1,920 million, up 4% year-over-year. Net sales increased 22% to EUR 1,755 million.
- EBITA before non-recurring items was EUR 140 million, up 14% compared to Q1 2011.
- The mining and construction segment performed well with a 47% increase in EBITA. Automation profitability was weak.
- Cash flow was strong with free cash flow of EUR 116 million and cash conversion of 135%. The balance sheet remains solid.
Aventia is a Spanish technology consulting firm founded in 1996 with over 400 employees and offices in Madrid, Barcelona, and Lisbon. It has over 150 active clients and completed over 600 projects in 2010, with total invoicing of 26 million euros. Aventia focuses on providing innovation, consulting, technology, and services across industries such as telecom, public administration, education, health, utilities, and finance to help clients transform their business through the application of technology.
The document discusses the aeronautic sector in Andalusia, Spain. It notes that the sector has over 130 companies employing more than 10,000 people, with a turnover of €1.98 billion in 2010. The largest companies are Airbus Military and Airbus Puerto Real, employing over 2,500 people combined. The sector includes over 100 subcontractors employing around 7,700 people and generating €551 million in turnover across areas like mechanics, engineering, composites and services.
- AREVA presented its 2008 annual results, reporting revenue growth of 10.4% but a decline in net income due to provisions for the Olkiluoto-3 nuclear project.
- Key highlights included a 21.1% increase in backlog to €48.2 billion and the signing of over €10 billion in new contracts.
- While divisions such as Front End and Reactors & Services saw increased revenue and profits, earnings were hurt by higher OL3 provisions and losses in other areas.
- The company outlined its strategic priorities of growing its business while maintaining financial strength through cost reductions and asset sales.
1) Energy consumption increased in the first quarter of 2011, with captive market consumption up 6.3% and free market consumption up 12.6%. Operational losses decreased and reliability indices SAIDI and SAIFI improved.
2) EBITDA increased 10.2% and net income increased 26.5% in the first quarter compared to the previous year.
3) The methodology for the next tariff revision cycle is expected to be disclosed after July 2011, pushing back the start of the new cycle until the end of 2011.
The document is a report on an operations cost benchmarking study conducted in 2012 analyzing 55 MNC R&D centers in India. Some key findings include:
- The overall operating cost per employee declined 6% in USD terms due to currency fluctuations and cost optimization efforts.
- Tier 2 cities have approximately 30% lower operating costs compared to tier 1 cities.
- Semiconductor companies have around 35% higher operating costs than software product companies.
Dürr AG Preliminary Figures 2012 (Conference Call)Dürr
This document provides an overview, financial results, and outlook from a conference call by Dürr Aktiengesellschaft. Key highlights include:
- 2012 financial results exceeded both budget and consensus across all major metrics like orders, sales, EBIT, net income, and earnings per share.
- Fourth quarter saw strong cash generation with increases in incoming orders, sales revenues, EBIT, net income, and free cash flow compared to the same quarter in 2011.
- Full year 2012 orders were down 3% due to declines in China and the Americas but increased in Europe, Germany, and Asia excluding China. Regional order intake was healthy split across markets.
The document summarizes the 2010 results for an energy company. Key points include:
1) Energy consumption was higher than 2009, with losses decreasing. Investments increased 32% to R$682 million.
2) EBITDA increased 35.9% to R$2.4 billion and net income increased 16.5% to R$1.3 billion.
3) Various regulatory developments were outlined, including a proposed 8% tariff adjustment and methodology changes for the next tariff review cycle.
KOS operates in the healthcare sector in Italy, with 66 structures including acute care hospitals, rehabilitation centers, and nursing homes. In 2009, KOS saw revenues of €790 million and a net loss of €0.2 million, due to costs related to expanding its facilities. While revenues grew, costs grew as well due to investments in constructing new nursing home beds and facilities. Overall, KOS has become a major player in the Italian healthcare industry since being established in 2002.
This presentation gives an overall idea on the telecom business. Not only is this presentation useful to Telecom professionals but also gives insights on telecom industry to non telecom professionals.
The document summarizes activities and highlights from 2010 at the Executive Club @ TSP. It describes the opening of a new Garden of Innovation facility to support technology businesses, additional skill and technology incentives from the BOI, and the expansion of INC1 Building space. It also notes that a TSP member received an award from the World Economic Forum and that 7 new members joined TSP. Statistics on employment, economic impacts, R&D projects and incentives received are also presented. The document introduces NSTDA's new NUI-RC program to support university-industry research collaboration.
Conference Call: Interim Report January 1 to September 30, 2012Dürr
Dürr Aktiengesellschaft hosted a conference call to discuss financial results for the first nine months and third quarter of 2012. Key highlights included an order backlog that secures utilization through mid-2014, a book-to-bill ratio of 1.1, and net income that doubled compared to the same period last year due to strong sales and moderate SG&A increase. Temporary increases in net working capital negatively impacted cash flow but are expected to reduce in the fourth quarter.
- In 2009, CIR's consolidated net financial position improved to €121.6 million, up from €44.2 million in 2008, mainly due to tax credits received, dividend inflows, and adjustments to bond valuations.
- CIR's main subsidiaries like Sorgenia, Espresso Group, and Sogefi Group saw declining revenues and earnings in 2009 due to the negative economic environment, while KOS results were stable.
- Many of CIR's subsidiaries increased investments which led to higher net debt levels, while restructuring measures helped offset declining revenues and stabilized earnings for some groups.
Veolia Environnement reported strong financial results for 2006, with revenue increasing 11.9% and recurring operating income rising 16.7%. Key performance indicators also improved, with cash flow from operations up 8.9% and non-diluted net earnings per share increasing 21.4%. The company achieved balanced growth across its four divisions and geographic regions. Veolia confirmed its profitable growth model and objectives in 2006.
Similar to Andersson Matti, Dekra Industrial Oy vadovas (Suomija), „Patirtis Olkiluoto 3 atominės elektrinės projekte: išmoktos pamokos“ (20)
The document discusses retail and food safety trends in Western Europe. It provides an overview of major retailers in Europe by turnover, including Carrefour, Tesco, Metro, and Aldi among the top retailers. It outlines trends like increasing private labels, sustainability demands, and health focus. The document also discusses food safety certification schemes recognized by the Global Food Safety Initiative (GFSI), including BRC, IFS, FSSC22000, SQF2000, and GlobalGap, which have become requirements for retailers. Compliance with these standards provides a "license to deliver" to major retailers in Europe.
Global food trends show that consumers in the Netherlands value food that is [1] fair and honest (e.g. fair trade), [2] local (featuring regionally produced foods), and [3] healthy (with less salt and added functional ingredients). [2] Seniors are also driving demand for convenient, portion-controlled, and functional foods. [3] Companies looking to enter the Dutch market are advised to consider these consumer values and ensure food safety through recognized certification schemes to position their products competitively.
The document compares the ASME Boiler and Pressure Vessel Code and PED (Pressure Equipment Directive) standards regarding their application to pressure equipment. It notes that equipment critical to nuclear safety is excluded from the PED and should be designed to codes like the ASME Section III or RCC-M. There are fundamental differences between the PED and ASME Code in terms of allowable stresses, material requirements, approval of welding procedures and personnel, and more. The PED requirements must be followed for equipment used in the European Union.
The document discusses nuclear power plant construction specifications and codes. It provides an overview of major nuclear power plant components and systems. It also discusses regulatory frameworks, safety classes, and implications for specifications. The document compares ASME and EN/European standards and notes the choice of code can impact opportunities for mechanical equipment suppliers. Finally, it discusses experiences from nuclear power plant projects and importance of licensee involvement throughout all project phases.
Jukka Hellgren of Oy Culmentor Ltd gave a presentation on participating in nuclear construction projects in Finland. He discussed the roles of different actors like STUK, the plant provider, and suppliers. The plant provider's procurement process was outlined, including the request for quotation, tendering, and contract preparation stages. Hellgren emphasized understanding the plant provider's culture and contract conditions when pursuing these types of projects.
The document discusses specifications for nuclear power plant construction. It summarizes that regulatory frameworks are similar globally but implemented locally through national legislation. It also discusses the importance of (1) maintaining licensee leadership throughout projects, (2) choosing codes and standards that comply with national rules and promote local industry, and (3) starting requirements definition and supplier training early. The goal is to create opportunities for national suppliers while ensuring nuclear safety.
The document discusses specifications for nuclear power plant construction. It notes that maintaining project leadership by the licensee is essential in all project phases. Choosing codes and standards that comply with national and European legislation can promote national manufacturers. Early and clear communication of requirements to all suppliers is important. Training suppliers on documentation and quality standards is also key. National expertise must continue growing to support the nuclear industry.
More from Versli Lietuva (Enterprise Lithuania) (20)
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
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12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
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Introduction
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7. DEKRA Industrial
DEKRA Industrial
+25% +10%
Machinery and Health Safety
Plant Safety and Environment
531
484
396
Material Testing & Producttesting and
Inspection -certification
2009 2010 2011*
Building and Systems
Facilities Certification
Sales [Mio. EUR] **
20. DEKRA Industrial
Services For The Nuclear Industry
DEKRA Industrial: strong values
DEKRA Industrial Oy is an independent organisation
specialising in non-destructive testing, destructive testing,
pressure equipment inspections and inspections for
electrical installations
Notified Body No 0875 (PED, TPED)
Accredited according EN 17020, EN 17025
Founded by Finnish industrial enterprises in year 1974
20
22. DEKRA Industrial
Services For The Nuclear Industry
Inspections Qualification Development
• BWR • Sweden • Design of manipulators
• PWR
• France • Vessel, Nozzle, BMI
• VVER
• Finland • Piping
• RBMK
• Switzerland • Control systems
• EPR
• USA • NDE development
• Sizing TOFD
• Phased array
• ET
• VT, AVT
• Probes for special applications
22
23. DEKRA Industrial
Services For The Nuclear Industry
Our knowledge areas of compliance with YVL requirements
Equiment design Receipt Inspection
Materials requirement Erection
Fabrication at shop Installation of components
Weld qualification On-site weld testing
Weld testing at shop On-site preservice inspection
Other Test and Inspection at shop Start-up comissioning
Administrative guidance
(STUK monitoring, ANI, etc.)
Pre-Service-Inspection at shop
23
24. DEKRA Industrial
Services For The Nuclear Industry
References for OL 3
Main Supplier In Olkiluoto 3 Project
NDT work for Areva Reactor Island
NDT and DT for suppliers of Areva
- Babcock Noell GmbH
- Babcock Hohdruck-Rohrleitungbau GmbH
- Kraftanlagen Arge
NDT work for Siemens Turbine Island
Main contractor of NDT/DT for Siemens
subsuppliers
- Heitkamp
- BHR GmbH
- Kraftanlagen Arge
- VAM GmbH & CO KG
- Ferro-Montagetechnik GmbH
- Balcke Dürr
24
26. DEKRA Industrial
Services For The Nuclear Industry
Services during operation
Inspection personnel have knowledge
in a wide range of reactor types
- BWR, PWR, VVER, RBMK,
(EPR)
Planning and execution of inspections
- Procedures
- Expert services for qualification
bodies
In-service mechanized and manual
Testings for the NPPs
- RPV tank, RPV Nozzles,
- Pipelines
- Turbines
26
27. DEKRA Industrial
Services For The Nuclear Industry
Services during operation
• Pressure Equipment inspections
- Pressure vessels
- Piping systems
- Redesign examinations
• Training services for Testing and
Inspection personnel
27
28. DEKRA Industrial
The DEKRA advantage
We are one of the largest organizations for testing and inspections in Europe!
Worldwide operations, able to understand differences in culture and language. Our
staff communicate in English.
Independent supplier of all types of inspection
QA and QC resources for new plants/upgrade
Experienced engineers, projects in PWR, BWR, EPR, VVER and RBMK
Strong organization and project management.
Large pool of personnel in France, Germany, Sweden, Finland, Turkey, Czech
Republic and Lithuania
Several labs for destructive testing
Existing solutions for mechanized inspection in Nuclear power plants. State-of-the-
art manipulators developed for PWR and VVER
28