The document discusses ArcelorMittal's growth plan for 2012, including:
1) The growth plan aims to increase shipments by 15 million tonnes through approved projects and considers another 5 million tonnes in potential projects.
2) The growth plan focuses on brownfield expansion and aims to utilize 75% of funding for projects already approved or under consideration.
3) The growth plan will assess initiatives based on market demand, value addition, asset utilization, cost leadership and other criteria to select high return projects.
The document provides an overview of McDermott's DLV2000 press event held in Singapore on April 13, 2016. It includes forward-looking statements and cautions that actual performance may differ. The agenda covers introductions of leadership, an overview of McDermott, and a focus on the DLV2000 vessel. It discusses strategic themes around early engagement, customer alignment, and integrated solutions. It also reviews McDermott's financial performance in 2015, including increased backlog and revenue, and outlook for 2016 with 81% of expected revenue in backlog.
The document discusses various topics related to contract and project management including the aims of studying project management, defining what a project is, describing different project management methodologies, and providing an overview of typical project management processes such as initiating, planning, executing, monitoring and controlling, and closing a project. The module aims to develop students' personal practitioner skills in areas like planning, managing resources, and evaluating risks and legal/ethical issues for engineering projects.
The document outlines the process of material requirements planning (MRP) which involves determining gross requirements by working backwards from a master production schedule, accounting for bills of materials, lead times, and offsetting requirements by lead times to determine the necessary timing and quantities of orders. MRP provides a structure and process for planning dependent demand across a company based on end item requirements, component relationships, and timing constraints. The example shows how MRP is used to generate a gross requirements plan by exploding bills of materials levels and accounting for different item lead times.
The document outlines a portfolio management process with 9 stages:
1. Identify components of the portfolio
2. Categorize the components
3. Evaluate the components
4. Select the components to include in the portfolio
5. Identify risks to the portfolio
6. Analyze the risks to the portfolio
7. Develop responses to address portfolio risks
8. Prioritize the selected components
9. Balance the overall portfolio
The process aims to align the portfolio with strategic goals while monitoring risks and making adjustments.
The document outlines a chapter on aggregate planning from an operations management textbook. It discusses aggregate planning strategies like changing capacity, demand, and mixes. Graphical and mathematical methods for aggregate planning are presented. An example shows a roofing supplier developing two aggregate plans - one with constant production and the other varying production monthly. Key costs like inventory carrying and labor costs are provided to analyze the plans. The learning objectives cover defining aggregate planning, identifying strategies, and solving problems graphically and mathematically.
The document outlines the key topics to be covered in Chapter 2, which includes operations strategy in a global environment. Some of the major sections covered are global company profiles of Boeing and other multinational corporations, achieving competitive advantage through operations, developing missions and strategies, and global operations strategy options. The learning objectives are also provided which indicate students should be able to define operations management concepts and strategies used by global companies.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
The annual report summarizes ExxonMobil's strong financial results in 2006, with record net income across its Upstream, Downstream, and Chemical businesses. The company continued growing shareholder value through high dividends and share buybacks totaling $32.6 billion in returns to shareholders. ExxonMobil invested $20 billion in capital projects and advanced its portfolio of major projects, starting up seven new upstream projects. It focuses on long-term profitable growth through disciplined capital investments and a rigorous business model.
The document provides an overview of McDermott's DLV2000 press event held in Singapore on April 13, 2016. It includes forward-looking statements and cautions that actual performance may differ. The agenda covers introductions of leadership, an overview of McDermott, and a focus on the DLV2000 vessel. It discusses strategic themes around early engagement, customer alignment, and integrated solutions. It also reviews McDermott's financial performance in 2015, including increased backlog and revenue, and outlook for 2016 with 81% of expected revenue in backlog.
The document discusses various topics related to contract and project management including the aims of studying project management, defining what a project is, describing different project management methodologies, and providing an overview of typical project management processes such as initiating, planning, executing, monitoring and controlling, and closing a project. The module aims to develop students' personal practitioner skills in areas like planning, managing resources, and evaluating risks and legal/ethical issues for engineering projects.
The document outlines the process of material requirements planning (MRP) which involves determining gross requirements by working backwards from a master production schedule, accounting for bills of materials, lead times, and offsetting requirements by lead times to determine the necessary timing and quantities of orders. MRP provides a structure and process for planning dependent demand across a company based on end item requirements, component relationships, and timing constraints. The example shows how MRP is used to generate a gross requirements plan by exploding bills of materials levels and accounting for different item lead times.
The document outlines a portfolio management process with 9 stages:
1. Identify components of the portfolio
2. Categorize the components
3. Evaluate the components
4. Select the components to include in the portfolio
5. Identify risks to the portfolio
6. Analyze the risks to the portfolio
7. Develop responses to address portfolio risks
8. Prioritize the selected components
9. Balance the overall portfolio
The process aims to align the portfolio with strategic goals while monitoring risks and making adjustments.
The document outlines a chapter on aggregate planning from an operations management textbook. It discusses aggregate planning strategies like changing capacity, demand, and mixes. Graphical and mathematical methods for aggregate planning are presented. An example shows a roofing supplier developing two aggregate plans - one with constant production and the other varying production monthly. Key costs like inventory carrying and labor costs are provided to analyze the plans. The learning objectives cover defining aggregate planning, identifying strategies, and solving problems graphically and mathematically.
The document outlines the key topics to be covered in Chapter 2, which includes operations strategy in a global environment. Some of the major sections covered are global company profiles of Boeing and other multinational corporations, achieving competitive advantage through operations, developing missions and strategies, and global operations strategy options. The learning objectives are also provided which indicate students should be able to define operations management concepts and strategies used by global companies.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
The annual report summarizes ExxonMobil's strong financial results in 2006, with record net income across its Upstream, Downstream, and Chemical businesses. The company continued growing shareholder value through high dividends and share buybacks totaling $32.6 billion in returns to shareholders. ExxonMobil invested $20 billion in capital projects and advanced its portfolio of major projects, starting up seven new upstream projects. It focuses on long-term profitable growth through disciplined capital investments and a rigorous business model.
This document discusses how Wheeled Coach, the world's largest ambulance manufacturer, implemented an MRP (material requirements planning) system to better manage its complex operations and inventory. [1] Wheeled Coach builds thousands of customized ambulance configurations and faced scheduling and inventory issues. [2] With IBM's MAPICS MRP software, Wheeled Coach addressed these problems. [3] The document then outlines the key elements needed for a successful MRP system and Wheeled Coach's experience improving inventory accuracy and reducing excess inventory through better bills of materials, purchasing practices, and technology changes.
This document outlines a presentation on outsourcing as a supply chain strategy. It includes an introduction to outsourcing, types of activities that can be outsourced, and strategies for evaluating outsourcing options. Key methodologies discussed include using factor rating to evaluate country and provider risks, and using break-even analysis to determine cost-effectiveness of outsourcing. Advantages, disadvantages, and ethical issues related to outsourcing are also covered.
This PowerPoint presentation covers key topics in developing operations strategy in a global environment, including:
- Developing missions and strategies to achieve competitive advantage through operations.
- The ten strategic operations management decisions companies must make.
- Issues in operations strategy and developing and implementing strategy globally.
- Four global operations strategy options: international, multidomestic, global, and transnational.
- Factors to consider in global product design, process design, facility location analysis, and managing the impact of culture and ethics.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
ExxonMobil delivered record financial results in 2007, with net income of $40.6 billion. The company invested $20.9 billion in capital projects. ExxonMobil operates worldwide in upstream, downstream, and chemical businesses, and seeks to grow shareholder value through disciplined investment, operational excellence, and industry-leading returns. Key accomplishments in 2007 included starting up seven major upstream projects, replacing over 100% of oil and gas production, and achieving the best safety performance on record.
The document outlines key topics in operations management including:
1. It provides learning objectives for the chapter on operations and productivity such as defining operations management, distinguishing between goods and services, and calculating productivity metrics.
2. It gives examples of organizational charts for different types of companies to illustrate the operations, marketing, and finance functions.
3. It describes the 10 critical decisions that operations managers must make, such as design of goods/services, quality management, and supply chain management.
The document outlines the key concepts and methods of forecasting covered in Chapter 4 of an operations management textbook. It discusses forecasting time horizons, types of forecasts, qualitative and quantitative forecasting approaches, and specific quantitative time-series and associative forecasting methods like moving averages, exponential smoothing, and regression analysis. The document aims to help students understand the strategic importance of forecasting and how to develop forecasts using various techniques.
The document summarizes the key points from a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, at the 2009 AANY Conference sponsored by Deutsche Bank. The presentation provides an overview of ArvinMeritor's strategic priorities and actions taken to improve performance and liquidity given deteriorating market conditions. It outlines the plans to separate the commercial vehicle solutions and light vehicle solutions businesses, pursue a sale of the body systems unit, and explore options for exiting the chassis systems business. Frequently asked questions are also addressed.
The document provides an overview of Premier Oil's 2011 annual results presentation. It discusses key highlights from 2011 including increased production to 60,000 boepd, increased reserves and resources to 527 mmboe, and increased financial strength. The presentation outlines Premier's path to reaching 100,000 boepd of production from existing projects in its portfolio and provides operational and exploration updates.
This study examines income generation in three academic libraries in southwest Nigeria. It finds that the main source of income for the libraries is government funding. The libraries also generate some income from fines and fees. However, inadequate funding from the government poses a major challenge. Other challenges include improper policies and high inflation. Potential prospects for income generation include implementing better policies and charging fees for certain services to supplement government funding. The study recommends that libraries explore additional income sources and that the government and institutions provide more support to alleviate financial issues.
This study examined beneficiary satisfaction with emergency services provided by GVK EMRI across several states in India. The key findings were that 93% of beneficiaries were satisfied with the support from emergency technicians. While ambulance response times were generally good, only 47% of cases had ambulances arrive within 15 minutes. Beneficiaries in rural areas had higher satisfaction levels for some services compared to urban areas. The study recommends improving emergency care in rural primary health centers and raising awareness of ambulance coverage and emergency preparedness.
Este documento presenta un trabajo de estadística inferencial sobre el chi-cuadrado realizado por Juan Francisco Ruales en la Universidad Politécnica Estatal del Carchi. El trabajo define el chi-cuadrado, explica cómo se utiliza para probar la bondad del ajuste de una distribución de probabilidad a una muestra de datos, y presenta varios ejercicios numéricos para aplicar la prueba chi-cuadrado.
Industrial Illumination Bum Presentation May 2009bcgosset
Volpi is a manufacturer of fiber optic and LED illumination systems founded in Switzerland in 1953. It has locations in Switzerland and the United States. Volpi offers a range of halogen and LED light sources, fiber optic light guides, ring lights, goosenecks, and other accessories for industrial and medical applications. It prides itself on over 50 years of innovation and custom engineering solutions.
El documento expresa el profundo amor que Dios siente por la persona a la que va dirigido el mensaje. Describe cómo Dios la ama y la escucha, y cómo eligió su corazón a pesar de poder estar en cualquier lugar. Aunque la vida trae dolor y sufrimiento, Dios promete dar fuerza para cada día, consuelo para las lágrimas y luz para el camino. Finalmente, incluye un enlace a una página con presentaciones de PowerPoint, reflexiones, chistes e imágenes para pasar un buen rato.
1. El Gobierno de La Rioja ha implementado varios planes para promover un uso seguro de Internet entre menores, incluyendo la apertura de cibertecas seguras desde 2001, cursos para menores desde 2002, y los Planes Familia e Internet (2005-2006) y Navega en Familia (desde 2007).
2. Estos planes incluyen charlas, cursos, filtros de contenido, y una obra de teatro y concurso de dibujo para crear conciencia sobre un uso responsable de Internet.
3. El Plan Navega en Familia ofrece char
El documento describe las impresionantes construcciones y proyectos de desarrollo en Dubai, incluyendo el único Hotel de 7 estrellas del mundo, el Burj Al Arab. También menciona el proyecto de Dubailand, el parque temático más grande del mundo, y la Torre Burj, que será la estructura más alta del mundo cuando se complete en 2008. Además, presenta varios otros proyectos ambiciosos como islas artificiales, rascacielos y comunidades planificadas, demostrando el rápido crecimiento y transformación de Dubai.
This document is a catalog from Polydeck Screen Corporation that provides screening solutions for the mining, aggregate, and coal industries. It describes Polydeck's PipeTop II stringer system which creates maximum open area through its narrow rail design. The catalog also outlines Polydeck's various screen media options including polyurethane panels, rubber panels, and specialty panels. It emphasizes Polydeck's focus on customer satisfaction, quality, service, and technical support.
Alcira Prieto García se graduó de enfermería en 2014 y trabajó como enfermera en un campamento de verano, lo que la inspiró a especializarse en pediatría. Obtuvo una maestría en cuidados de enfermería y aprobó el examen EIR en 2015 para especializarse en enfermería pediátrica. Desde mayo de 2015, ha trabajado como enfermera residente de pediatría en un hospital en Valladolid, lo que le permite ejercer cerca de sus pacientes preferidos, los niños, y continuar
Este documento describe los servicios de un estudio de tatuajes. El estudio se enfoca en la satisfacción del cliente y ofrece diseños personalizados así como una variedad de estilos de tatuajes incluyendo japoneses, flores, letras y más. El documento también proporciona instrucciones posteriores al tatuaje para cuidar la herida.
Este documento presenta el personal y la estructura de una publicación llamada Graficos de America. Incluye la lista del personal, representantes, información de contacto y detalles sobre la propiedad. También incluye una breve introducción editorial sobre actualizaciones recientes en el formato y diseño de la revista.
This document discusses how Wheeled Coach, the world's largest ambulance manufacturer, implemented an MRP (material requirements planning) system to better manage its complex operations and inventory. [1] Wheeled Coach builds thousands of customized ambulance configurations and faced scheduling and inventory issues. [2] With IBM's MAPICS MRP software, Wheeled Coach addressed these problems. [3] The document then outlines the key elements needed for a successful MRP system and Wheeled Coach's experience improving inventory accuracy and reducing excess inventory through better bills of materials, purchasing practices, and technology changes.
This document outlines a presentation on outsourcing as a supply chain strategy. It includes an introduction to outsourcing, types of activities that can be outsourced, and strategies for evaluating outsourcing options. Key methodologies discussed include using factor rating to evaluate country and provider risks, and using break-even analysis to determine cost-effectiveness of outsourcing. Advantages, disadvantages, and ethical issues related to outsourcing are also covered.
This PowerPoint presentation covers key topics in developing operations strategy in a global environment, including:
- Developing missions and strategies to achieve competitive advantage through operations.
- The ten strategic operations management decisions companies must make.
- Issues in operations strategy and developing and implementing strategy globally.
- Four global operations strategy options: international, multidomestic, global, and transnational.
- Factors to consider in global product design, process design, facility location analysis, and managing the impact of culture and ethics.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
ExxonMobil delivered record financial results in 2007, with net income of $40.6 billion. The company invested $20.9 billion in capital projects. ExxonMobil operates worldwide in upstream, downstream, and chemical businesses, and seeks to grow shareholder value through disciplined investment, operational excellence, and industry-leading returns. Key accomplishments in 2007 included starting up seven major upstream projects, replacing over 100% of oil and gas production, and achieving the best safety performance on record.
The document outlines key topics in operations management including:
1. It provides learning objectives for the chapter on operations and productivity such as defining operations management, distinguishing between goods and services, and calculating productivity metrics.
2. It gives examples of organizational charts for different types of companies to illustrate the operations, marketing, and finance functions.
3. It describes the 10 critical decisions that operations managers must make, such as design of goods/services, quality management, and supply chain management.
The document outlines the key concepts and methods of forecasting covered in Chapter 4 of an operations management textbook. It discusses forecasting time horizons, types of forecasts, qualitative and quantitative forecasting approaches, and specific quantitative time-series and associative forecasting methods like moving averages, exponential smoothing, and regression analysis. The document aims to help students understand the strategic importance of forecasting and how to develop forecasts using various techniques.
The document summarizes the key points from a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, at the 2009 AANY Conference sponsored by Deutsche Bank. The presentation provides an overview of ArvinMeritor's strategic priorities and actions taken to improve performance and liquidity given deteriorating market conditions. It outlines the plans to separate the commercial vehicle solutions and light vehicle solutions businesses, pursue a sale of the body systems unit, and explore options for exiting the chassis systems business. Frequently asked questions are also addressed.
The document provides an overview of Premier Oil's 2011 annual results presentation. It discusses key highlights from 2011 including increased production to 60,000 boepd, increased reserves and resources to 527 mmboe, and increased financial strength. The presentation outlines Premier's path to reaching 100,000 boepd of production from existing projects in its portfolio and provides operational and exploration updates.
This study examines income generation in three academic libraries in southwest Nigeria. It finds that the main source of income for the libraries is government funding. The libraries also generate some income from fines and fees. However, inadequate funding from the government poses a major challenge. Other challenges include improper policies and high inflation. Potential prospects for income generation include implementing better policies and charging fees for certain services to supplement government funding. The study recommends that libraries explore additional income sources and that the government and institutions provide more support to alleviate financial issues.
This study examined beneficiary satisfaction with emergency services provided by GVK EMRI across several states in India. The key findings were that 93% of beneficiaries were satisfied with the support from emergency technicians. While ambulance response times were generally good, only 47% of cases had ambulances arrive within 15 minutes. Beneficiaries in rural areas had higher satisfaction levels for some services compared to urban areas. The study recommends improving emergency care in rural primary health centers and raising awareness of ambulance coverage and emergency preparedness.
Este documento presenta un trabajo de estadística inferencial sobre el chi-cuadrado realizado por Juan Francisco Ruales en la Universidad Politécnica Estatal del Carchi. El trabajo define el chi-cuadrado, explica cómo se utiliza para probar la bondad del ajuste de una distribución de probabilidad a una muestra de datos, y presenta varios ejercicios numéricos para aplicar la prueba chi-cuadrado.
Industrial Illumination Bum Presentation May 2009bcgosset
Volpi is a manufacturer of fiber optic and LED illumination systems founded in Switzerland in 1953. It has locations in Switzerland and the United States. Volpi offers a range of halogen and LED light sources, fiber optic light guides, ring lights, goosenecks, and other accessories for industrial and medical applications. It prides itself on over 50 years of innovation and custom engineering solutions.
El documento expresa el profundo amor que Dios siente por la persona a la que va dirigido el mensaje. Describe cómo Dios la ama y la escucha, y cómo eligió su corazón a pesar de poder estar en cualquier lugar. Aunque la vida trae dolor y sufrimiento, Dios promete dar fuerza para cada día, consuelo para las lágrimas y luz para el camino. Finalmente, incluye un enlace a una página con presentaciones de PowerPoint, reflexiones, chistes e imágenes para pasar un buen rato.
1. El Gobierno de La Rioja ha implementado varios planes para promover un uso seguro de Internet entre menores, incluyendo la apertura de cibertecas seguras desde 2001, cursos para menores desde 2002, y los Planes Familia e Internet (2005-2006) y Navega en Familia (desde 2007).
2. Estos planes incluyen charlas, cursos, filtros de contenido, y una obra de teatro y concurso de dibujo para crear conciencia sobre un uso responsable de Internet.
3. El Plan Navega en Familia ofrece char
El documento describe las impresionantes construcciones y proyectos de desarrollo en Dubai, incluyendo el único Hotel de 7 estrellas del mundo, el Burj Al Arab. También menciona el proyecto de Dubailand, el parque temático más grande del mundo, y la Torre Burj, que será la estructura más alta del mundo cuando se complete en 2008. Además, presenta varios otros proyectos ambiciosos como islas artificiales, rascacielos y comunidades planificadas, demostrando el rápido crecimiento y transformación de Dubai.
This document is a catalog from Polydeck Screen Corporation that provides screening solutions for the mining, aggregate, and coal industries. It describes Polydeck's PipeTop II stringer system which creates maximum open area through its narrow rail design. The catalog also outlines Polydeck's various screen media options including polyurethane panels, rubber panels, and specialty panels. It emphasizes Polydeck's focus on customer satisfaction, quality, service, and technical support.
Alcira Prieto García se graduó de enfermería en 2014 y trabajó como enfermera en un campamento de verano, lo que la inspiró a especializarse en pediatría. Obtuvo una maestría en cuidados de enfermería y aprobó el examen EIR en 2015 para especializarse en enfermería pediátrica. Desde mayo de 2015, ha trabajado como enfermera residente de pediatría en un hospital en Valladolid, lo que le permite ejercer cerca de sus pacientes preferidos, los niños, y continuar
Este documento describe los servicios de un estudio de tatuajes. El estudio se enfoca en la satisfacción del cliente y ofrece diseños personalizados así como una variedad de estilos de tatuajes incluyendo japoneses, flores, letras y más. El documento también proporciona instrucciones posteriores al tatuaje para cuidar la herida.
Este documento presenta el personal y la estructura de una publicación llamada Graficos de America. Incluye la lista del personal, representantes, información de contacto y detalles sobre la propiedad. También incluye una breve introducción editorial sobre actualizaciones recientes en el formato y diseño de la revista.
8 Ideas Tips Trucos Sugerencias Recomendaciones para mejorar su negocio o com...VENDOPOR Inmobiliarias
8 Ideas para mejorar su negocio...
Los comienzos de año son idóneos para hacer balance de nuestra empresa y para plantearnos cómo podemos conseguir mayores beneficios. Le planteamos algunas ideas que pueden ayudarle o inspirarle a inventar otras. Gane terreno a la crisis con ingenio y creatividad.
1. No esperes, actúa.
2. Revolución digital (parte 1) Internet: o estás o no existes.
3. Revolución digital (parte 2) Redes sociales y smartphones: expansión virtual.
4. Fuera stocks.
5. El escaparate: tu tarjeta de prestación.
6. Lavado de cara.
7. A cada edad… su mentalidad.
8. Motiva a tus empleados.
¿Alguna más a contemplar? ¿Quieres trabajar con nosotros? ¿Quieres ser Dueño de tu Tiempo e Ingresos? ¡Nosotros te Ayudaremos! Visita http://www.vendopor.com para apuntarte en nuestra sección de empleo...
Para inscribirte a nuestra empresa para recibir novedades, promociones y servicios inmobiliarios tienen que visitar: http://eepurl.com/bas00b
#Formación
#Empleo
#Trabajo
#Barcelona
#Eixample
#Inmobiliarios
#Emprendedores
#BarcelonaActiva
Cuando le preguntan por una Agencia Inmobiliaria de Barcelona y que sean expertos en los Barrios de Nou Barris y Eixample de Barcelona en España ¿Tiene alguna en mente? ¿Quiere conocer la experiencia de algunos de nuestros clientes del Mundo? Somos expertos en gestionar todo tipo de propiedades en la ciudad de Barcelona (Spain) donde puede vivir con total tranquilidad y tenemos experiencia trabajando con personas del Mundo Entero con alto grado de satisfacción, de ahi nuestra formación continua obteniendo titulaciones y homologaciones siendo las principales el estar homologado por la Generalitat de Catalunya con AICAT nº 2887 Agencias Inmobiliarias de Catalunya + CRM Consultores en Mercados Residenciales + Spain Realtors + CRS Council Residential Specialist + Peritos Judiciales + Expertos en Garantias de Alquiler junto a nuestros servicios profesionales de Gestión de Patrimonios + Gestión de Comunidades + Servicios Técnicos + Servicios Juridicos + Gestión Integral de Arrendamientos + Gestión Integral de Comunidades Vecinales + Tasaciones de Propiedades + Certificados Energéticos + Cedulas de Habitabilidad + Periciales Judiciales + Gestión de Herencias + Servicio de Albacea Testamentario + Gestión Hipotecas Inversas + Home Staging y cualquier servicio relacionados con bienes inmuebles... ¡Estamos a su disposición para lo que precise tanto en Nou Barris de Barcelona como en el Eixample de Barcelona entre otros barrios de la ciudad de Barcelona en España (Spain) Teléfonos 93 350 10 06 + 607 338 337 + 807 464 209 también por nuestra web http://www.vendopor.com ¿Quiere Vivir en Barcelona? ¿Busca Vivienda en Arrendamiento en Nou Barris de Barcelona? ¿Quiere Comprar Casas o Pisos en Barcelona (Spain)? ¡Nosotros le ayudaremos con todas las Garantias!
1) El documento discute el desarrollo del mix de comunicación, incluyendo el brief de comunicación y el concepto de campaña. 2) Explica que el modelo AIDA omitía factores emocionales y la rapidez con que los consumidores toman decisiones. 3) Señala que el éxito de la publicidad depende de generar impacto de marca y conexión emocional con los consumidores.
Este documento presenta un resumen de 3 oraciones del informe presentado por estudiantes de Trabajo Social de la Universidad Nacional de Trujillo sobre su visita a dos instituciones de beneficencia: el Centro de Emergencia Mujer y el Complejo Asistencial de Menores Cuna Maternal "Josefina Pinillos de Larco". El informe incluye la misión, visión, objetivos y detalles de contacto de cada institución, así como una entrevista a la trabajadora social del Albergue Infantil Hogar de Esperanza sobre su labor.
CRE TECH 2014 State of the Market ReportCoy Davidson
The document discusses the CRE // Tech Intersect State of the Market Report. It provides an introduction to the report by Pierce Neinken. The report aims to help readers learn about emerging and established technologies in the commercial real estate industry. Each participating group in the report has contributed information and visuals about their companies. CRE // Tech Intersect is a biannual technology symposium that began as conversations about how technology is changing the CRE industry. It represents a personal passion of Neinken and would not be possible without support from sponsors and others involved.
El documento describe las principales consideraciones para una empresa de contact center. Primero, el enfoque debe estar en el cliente, luego en las operaciones y por último en la tecnología. La tecnología solo es una herramienta que ayuda a gestionar los servicios y las interacciones con los clientes, pero no debe ser el enfoque principal. Se discuten también las tendencias actuales como la convergencia de canales, la evolución a SIP y los servicios web, así como el autoservicio basado en internet.
The document outlines the company's 2008-2009 development business plan, including goals to implement a development pipeline and modeling project, improve development processes, open several new projects on time and on budget, and establish strategic development plans and market research strategies to drive growth. Key metrics include delivering over 2 million square feet of space annually and contributing over $100 million to net operating income by 2009 through new development projects and initiatives.
THE GLOBAL OIL & GAS INDUSTRY: PROSPECTS & CHALLENGES IN THE NEXT DECADE Theo Acheampong
The document discusses the prospects and challenges facing the global oil and gas industry in the next decade. It outlines the industry value chain and major changes, including volatile markets, tougher operating environments, and skills shortages. The presentation framework discusses diversifying revenue, effective cost controls, and investing in safety and human capital as a company strategy. Barriers to change include political/economic instability, lack of expertise in new technologies, and non-integrated operations. Overcoming barriers involves integrated logistics, risk management, industry advocacy, communication, and training. Price risks, capital investments, and sustainability will drive the industry, which will see future growth from new assets, technology, and people.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
Business Plan and Strategic Planning. Do you apply strategy. What business planning tools used.Strategic Plan examples. Organisation alignment. Change Management.
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Growth Plan 2012, Aditya Mittal Investor Presentation Paris Sept 2007
1. Growth plan 2012
Aditya Mittal – Chief Financial Officer and member of GMB
11-13 September 2007 – Investor day – Paris
2. Disclaimer
Forward-Looking Statements
This document may contain forward-looking information and statements about ArcelorMittal S.A. including Arcelor S.A.
These statements include financial projections and estimates and their underlying assumptions, statements regarding
plans, objectives and expectations with respect to future operations, products and services, and statements regarding
future performance. Forward-looking statements may be identified by the words “believe,” “expect,” “anticipate,” “target”
or similar expressions. Although ArcelorMittal’s management believes that the expectations reflected in such forward-
looking statements are reasonable, investors and holders of ArcelorMittal’s securities are cautioned that forward-looking
information and statements are subject to numerous risks and uncertainties, many of which are difficult to predict and
generally beyond the control of ArcelorMittal, that could cause actual results and developments to differ materially and
adversely from those expressed in, or implied or projected by, the forward-looking information and statements. These
risks and uncertainties include those discussed or identified in the filings with the Netherlands Authority for the Financial
Markets, the Commission de Surveillance du Secteur Financier (“CSSF”), the Luxembourg securities regulator and the
U.S. Securities and Exchange Commission (“SEC”) made or to be made by ArcelorMittal or previously made by its
predecessor, Mittal Steel Company N.V. (“Mittal Steel”). ArcelorMittal undertakes no obligation to publicly update its
forward-looking statements, whether as a result of new information, future events, or otherwise.
Additional Information
In connection with the proposed merger of ArcelorMittal with Arcelor, Mittal Steel, ArcelorMittal and Arcelor have filed
and will file important documents with the relevant securities regulatory authorities, including the filing with the U.S.
Securities and Exchange Commission of a registration statement that will include a proxy statement/prospectus. The
proxy statement/prospectus will contain important information about the merger and related matters. ArcelorMittal and
Arcelor will make public such proxy statement/prospectus and mail the proxy statement/prospectus to the ArcelorMittal
U.S. shareholders. Additionally, a proxy statement/prospectus will be filed with the CSSF for European
shareholders. Investors and security holders are urged to read the applicable proxy statement/prospectus, and any
other relevant documents filed with the relevant securities regulatory authorities, when they become available and
before making any investment decision. U.S. shareholders will be able to obtain a free copy of the U.S. proxy
statement/prospectus (when available) and other related documents filed with the SEC by ArcelorMittal (and Mittal
Steel as its predecessor) and Arcelor at the SEC’s web site at www.sec.gov and from ArcelorMittal and Arcelor at
www.arcelormittal.com. European shareholders will be able to obtain the European proxy statement/prospectus (when
available) and the related documents at the registered office of Arcelor and ArcelorMittal and at www.arcelormittal.com.
1
3. Agenda
• Growth plan highlight and methodology
• Growth plan targets by division
• CAPEX and financing
• Greenfield and M&A update
• Conclusion
2
5. Growth plan 2012 within ArcelorMittal
three dimensional growth strategy
3D and key pillars growth
Targeted
strategy Brownfield Greenfield
acquisition
Geography
Growth
plan 2012 Greenfield
and M&A
growth
Products
Product Value added mix
improvement growth
and value chain
Value Chain
growth
Value Chain
Internal growth plan 2012 is only one part of group growth strategy
4
6. Growth plan 2012 highlight
Shipments target in million tonnes* Comments about Growth plan
140
• Investment projects approved (15mt)
130 5
– Projects approved by investment allocation
committee, by group management board and
120
15 by board of directors
110
• Investment project options (5mt)
131
– Projects still under internal study
100
111
103 • Shipments to be proactively adjusted to
90
economic condition when required
80
2005 2006 Projects Projects Grow th plan
approved under study 2012
Approximately 75% of volume of the growth plan 2012 already done or approved for a
potential investment of USD 7bn over 6 years
*Growth plan 2012 adjusted with European long products remedies, Sparrows Points disposal and Sicartsa acquisition -
5
Growth plan 2012 confirmed the Value Plan 2008
7. Methodology and criteria used to assess
initiatives
Project is strongly supported by market demand, including likely
1. Market demand
behaviour of competitors
Market 2. Value addition in
Project is focused on increased production of value-added products
product mix
Project minimises logistical costs in the delivery chain to customer;
3. Flow to market
logistical infrastructure is adequate in the delivery chain
4. Asset utilisation and Project requires minimal capex; or project is focused on assets that
performance are at or close to benchmark levels of utilisation, productivity, yield etc
Industrial 5. Cost leadership Project is being implemented in a plant that is a cost leader
Project eliminates bottlenecks and optimises production flows;
6. Balanced local flows
logistical infrastructure is adequate in the production chain
Internal capability
Adequate human resources with right skill set (e.g. project
7. Deliverability
management) have/will be provided for this project
Costs required to ensure project fully complies with environmental
Environmental 8. Environmental
requirements now and in the future are minimal; no significant hurdles
issues
for environmental approvals
Investment decision focus on high return projects
6
9. Growth plan 2012 by division
Shipments breakdown by segment in 2006 and in 2012 as projected in growth plan (mt)
Flat Carbon Europe
Long Carbon****
37 37
33
2006 2012P* 2012P**
30
27
25
Flat Carbon Am ericas***
Asia, Africa & CIS
2006 2012P* 2012P**
32
31
27
30
29
Stainless 20
2006 2012P* 2012P**
2006 2012P* 2012P**
2.4
2.2 2.2
2006 2012P* 2012P**
Growth projects focus on high growth market and low cost area
*Include only projects done or approved
**Include projects done, approved and under study
8
***Include Sparrow Points disposal (30mt of shipments in 2006 including Sparrow Points)
****Include European long products remedies and Sicartsa acquisition
10. Flat Carbon Americas growth plan 2012
Shipments target in million tonnes* Main projects already done or approved
Sparrows Point • Tubarao (Brazil)
– Heat Recovery Coke Batteries with a capacity of 1.5mt
of coke and power generation of 170 mw
32
31 – Slab capacity increase from 5mt to 7.5mt
27
– Hot strip mill expansion from 2.5mt to 4mt
• Lazaro (Mexico)
– CO2 absorption system to increase DRI production by
2006 2012 Projects done 2012 Projects
270,000t (module 1)
or approved under study
CAPEX for projects done,
• US
approved or understudy
– Includes 1mt volume recovery relative to production
adjustment to market in 2006
USD 0.5bn
Approximately 80% of projects of the growth plan 2012 already done or approved
*2012 includes Sparrows Point disposal
9
11. Flat Carbon Europe growth plan 2012
Main projects already done or approved
Shipments target in million tonnes
• Krakow (Poland)
– New Hot Strip mill leading to quality and yield
improvements and additional capacity of
300,000t
– 2nd phase Hot Strip mill linked to Dabrowa
37 37
33
Gornica new continuous caster no.3 adding
1.7mt
• Liege (Belgium)
– Restart of blast furnace no.6 of 1.2mt leading to
2006 2012 Projects done 2012 Projects a 2.7mt capacity
or approved under study
• Bremen (Germany)
– Slab expansion of 500,000t for line pipe
CAPEX for projects done,
• Aviles (Spain)
approved or understudy
– Plate expansion of 200,000t
USD 0.3bn
Approximately 100% of projects of the growth plan 2012 already done or approved
10
12. Long Carbon growth plan 2012
Shipments target in million tonnes* Main projects already done or approved
• Long carbon Americas
– Acindar (Argentina) steel capacity increase by 300,000t
– Turnaround program at Point Lisas (Trinidad), Sicartsa
(Mexico), Indiana Harbor (US) and Georgetown (US)
30
resulting in 0.4mt additional volume
27
25
– Continuous improvement in Steelton (USA), Juiz de Fora
(Brazil) and other South American to contribute for
approximately 0.4mt additional volume
2006 2012 Projects done 2012 Projects
• Long carbon Europe
or approved under study
– Zagora (Spain) plant relocation adding 400,000t capacity
CAPEX for projects – Duisburg (Germany) contract for 200,000t additional hot
done or approved metal
– Differdange (Luxembourg) Revamping EAF adding 160,000t
– Hunedoara (Romania) Improved EAF adding 130,000t
USD 1.4bn
– Rodange (Luxembourg) mill revamping adding 300,000t of
sheet piles
Approximately 40% of projects of the growth plan 2012 already done or approved
*2012 include European long products remedies and acquisition of Sicartsa
11
13. Africa, Asia & CIS growth plan 2012
Main projects already done or approved
Shipments target in million tonnes*
• Africa
– Vanderbijlpark (South Africa) DRI increase of 350,000t
– Turnaround program at Annaba (Algeria) resulting in
400,000t additional volume
30
29 – Continuous improvement in various South African plants to
contribute approximately 0.5mt additional volume
20
• Asia & CIS
– Kryviy Rih (Ukraine) liquid steel capacity to increase to
12mt including flats products
2006 2012 Projects done 2012 Projects
– Temirtau (Kazakhstan) productivity and bar mills projects
or approved under study
resulting in 1.2mt increase
CAPEX for projects – Zenica (Bosnia) restarting 1mt integrated route
done or approved • Pipes & Tubes
– Saudi Arabia (Asia) Greenfield project of 500,000t
– Various organic growth projects resulting in 300,000t
USD 4.2bn volume increase
Approximately 85% of projects of the growth plan 2012 already approved
*Includes Pipes & Tubes projects
12
15. A net debt well under control supported
by a high free cash-flow generation
Net debt on EBITDA annualized Free cash-flow* / EBITDA 2006 (%)
2.5
60%
50%
2
40%
1.8
1.5
30%
1.6 1.2 1.2
1.3 1.1
1 20%
10%
0.5
0%
0
s
ls
g
es
s
e
l
se
s
el
a
iv
in
od
ga
al
ia
itt
e
i ti
en
ot
in
ic
St
er
Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07
go
rM
til
d
M
m
om
f
at
an
De
U
lo
l
he
m
ita
ut
e
il
&
C
g
rc
O
ap
A
in
e
A
C
c
ld
pa
ui
os
B
er
A
USD 23.2 billion of net debt at end of Q2 2007
Source: Exane BNP Paribas – Arcelor Mittal
*To facilitate comparisons on this slide, free cash-flow is defined as proforma cash-flow from operations minus total CAPEX 14
16. Growth plan fully financed by cash-flow
allowing debt reduction and M&A
EBITDA, cash-flow from operating activity and free cash-flow CAPEX program estimates related to
in H1 2007 (USD billion) growth plan 2012
Financial charge,
tax, change in
3.3
w orking capital
4.7-5.0
Maintenance
1.2 4.6
CAPEX
4.1
9.7 Grow th CAPEX
1.1
Dividend
6.4 1.9 G ro w t h
Debt reduction
2.2 and acquistions
M ai nt enance
EBITDA Cash flow from Free cash-flow
operating allocation
activities 2005 2006 2007 2008 2009 2010
EBITDA 14.9 15.3 Increase
Maintenance CAPEX to represent USD 2.5bn in 2007
CAPEX to grow with underlying EBITDA growth of the group
15
18. M&A and 3 dimensional growth
strategy
Requirement for low risk and value creative M&A growth strategy:
Geography
- Leadership and global reach for maximising opportunities
Product
- Price sensitive approach
- Experience and integration know-how to deliver synergies
Value Chain
Market position by region
No 1 in Eastern
No 1 in
A unique global and No 1 in Europe and CIS
Western Europe
North America
industrial intelligence
network multiplying number
of opportunities
Extremely large number of
No 1 in Strategic presence
opportunities allow high level No 1 in Africa
South America in Asia
of selectivity and reduce risks
M&A to remain a key pillar of growth strategy
17
19. Earning accretive acquisition of
Arcelor Brasil minority interests
ArcelorMittal industrial position in South America
• Leading producer in South America with 10.1mt of production
in 2006; Arcelor Brasil is one of the most competitive producers
in the world with an EBITDA margin of 32.2% in 2006
• Acquisition for USD 4.2bn and 27 million shares elevating
ArcelorMittal stake to 97.85%
• Transaction allowing to simplify structure, to optimize
debt/cash-flow, to potential gain on tax and to increase
exposure to growing South American market
Brazil finished steel
consumption (mt)*
Geography
Long Carbon Product
22
Flat carbon 18.5
15.8
Stainless steel 12.1
Value Chain
1994 2000 2006 2012P
Transaction expected to be EPS accretive
18
*IISI and ArcelorMittal estimates
20. Recent growth initiatives in
Pipes & Tubes
Pipes & Tubes industrial positioning
• Construction of a 500,000t seamless tubes mill
in Saudi Arabia to serve fast growing middle
east high quality grade tubes market
Acquisitions
in France
• Preliminary agreement to acquire a 100,000t
welded tubes mill and tubular components plant
for the automotive industry
Saudi Arabia
• Project providing significant marketing and
project
industrial synergies
Geography
Product
Value Chain
sebut sselmaeS
sebut dedlew aid llamS
sepip dedlew aid egraL
Leveraging steel leadership to create a world class Pipes & Tubes leader
19
21. Acquisition of Wabush mines
operations
Canada iron ore organisation
• Acquisition for USD 67m of 100% of Wabush mine
cebeuQ rodarbaL
operations by exercising option on 71.4% of the shares
not already owns
• Wabush mine operations to generate synergy with QCM
CCOI
mining operation related in particular to optimisation of the
Wabush pellet plant (6mt capacity located in Pointe-Noire)
thgirW-tnoM
hsubaW
MCQ
• Operations to increase Group pellet production by about
3.5 million tonnes per year
y
a
wli Geography
noitarepo gninim lattiMrolecrA
ar tisoped ero norI
M
Product
C enil cirtcele-ordyH
Q selI tpeS
yawliaR
Value Chain
erioN etnioP lanimret gnippihS
reitraC troP
revir tneruaL tS
Getting closer to objective of 75% iron ore self-sufficiency
20
22. Planned acquisition of the steel
distributor Rozak in Turkey
Rozak distribution network • Agreement to acquire 51% of Rozak, a Turkish Steel
Distributor
• Leading distributor in Turkey with a 450,000t of
products shipped in 2006, Rozak is expecting to
expand rapidly in line with dynamic market growth
• Platform to expand AM3S in Central & East Europe but
also toward Middle East and Caspian area
Turkey finished steel
consumption (mt)*
Geography
Tata
Product
31
21.9
12.7
Value Chain
6.9
esuoheraW retnec ecivres erutuf rof dnaL
1994 2000 2006 2012P
Leveraging industrial leadership in Central & East Europe to
grow in distribution
*IISI and ArcelorMittal estimates
21
23. Major Greenfied projects in India
progressing
Indian steel industry and main Greenfield projects Jharkhand
• MoU signed on 12th October 2005
• Site to be announced immediately after the notification
of Rehabilitation & Resettlement policy by Jharkhand
government
Orissa
• MoU signed on 21st December 2006
SAIL
• Site announced and application for lands and mines
Essar AM Jharkhand Tata
underway
SAIL
Each Project
POSCO
SAIL
Ispat Geography
AM Orissa • Project to built a 12mt steel plant in 2
phases of 6mt with access to 600 million
JSW
tonnes of iron ore deposit
Product
• Investment of USD 10 billion including
mining development, coke plant and
Value Chain
power plant
Main local producers
Greenfield projects
Orissa and Jharkhand Greenfield projects
representing a 24mt steel potential
*IISI and ArcelorMittal estimates
22
25. Demonstrating growth
Internal growth plan expected to increase volume by 20% by 2012
Greenfield projects in India to add another 20% volume growth
Underlying profitability to progress significantly faster than volume growth
as internal growth projects initiated in low cost area
Question 2
How do you consider Group growth plan?
1 – Disruptive to market
2 – Above expectation
3 – In line with expectation
4 – Below expectation
Transforming tomorrow
24