FY2020 Annual Report
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Schaeffler Annual Report 2018
Annual Report 2018 Mobility for tomorrow Staying in motion Company profile The SCHAEFFLER Group is a global automotive and industrial supplier. Top quality, outstanding technology, and exceptionally innovative spirit form the basis for the continued success of the company. By delivering high-precision components and systems in engine, transmission, and chassis applications, as well as rolling and plain bearing solutions for a large number of industrial applications, the Schaeffler Group is already shaping “Mobility for tomorrow” to a significant degree. Schaeffler Group at a glance Key figures Income statement (in € millions) 2018 2017 Change Revenue 14,241 14,021 1.6 % • at constant currency 3.9 % EBIT 1,354 1,528 -11.4 % • in % of revenue 9.5 10.9 -1.4 %-pts. EBIT before special items 1) 1,381 1,584 -12.8 % • in % of revenue 9.7 11.3 -1.6 %-pts. Net income 2) 881 980 -10.1 % Earnings per common non-voting share (basic/diluted, in €) 1.33 1.48 -10.1 % Statement of financial position (in € millions) 12/31/2018 12/31/2017 Change Total assets 12,362 11,537 7.2 % Shareholders’ equity 3) 4) 3,060 2,581 479 € millions • in % of total assets 24.8 22.4 2.4 %-pts. Net financial debt 2,547 2,370 7.5 % • Net financial debt to EBITDA ratio before special items 1) 1.2 1.0 • Gearing Ratio (Net financial debt to shareholders’ equity 3), in %) 83.2 91.8 -8.6 %-pts. Statement of cash flows (in € millions) 2018 2017 Change EBITDA 2,175 2,295 -5.2 % Cash flows from operating activities 1,606 1,778 -172 € millions Capital expenditures (capex) 5) 1,232 1,273 -41 € millions • in % of revenue (capex ratio) 8.7 9.1 -0.4 %-pts. -
Newsletter 2018
November 2018 • Newsletter peer to peer fuNDraisiNG for mobility worlDwiDe! ® Give the Gift of mobility, MO – Columbia this is oNe of maNy ways you CaN help builD & ship a Cart. ® Dignity, and opportuNity Ever wanted to get more involved with a fundraising effort, but didn’t know where to begin? Us too! Thankfully, CoMoGives has made fundraising MO – Columbia maker of the MOBILITY CART since 1994. for causes and organizations that matter to you easier than ever during this season of giving. CoMoGives.com is a county wide Giving Tuesday & December drive for local non-profits. In 4 years thru this avenue, we have received $30,523. THANK YOU! Simply go to CoMoGives.com and click on Peer-to-Peer link in the upper portion of the page to begin https:// comogives.com/peer-to-peer-fundraisers/. Once you are there you can i feel like a QueeN. thaNks! thaNks! select to Create Your Own Fundraiser, neat! Don’t be intimidated, you make the rules and there’s nothing to do except express a genuine desire to help Noemi’s path iN el salvaDor the cause or organization you care about (we hope that means us, Mobility Worldwide MO-ColumbiaJ). If you have a picture you’d like to include or You changed Noemi’s life through your support of a short story about why you are passionate about the mission of Mobility Mobility Worldwide MO - Columbia. We recently Worldwide MO-Columbia, please include that in the spaces provided. received a video from our partners at Gleaning for the Whether it be a “skip the gifts”, “challenge” or a “matching funds” style World. -
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Happy patients at Muko Health Clinic IV in Uganda wave after receiving treatment from MedShare-equipped Medical Mission Team, Worldwide Healing Hands. MedShare has supported healthcare professionals at Worldwide Healing Hands for more than five years as they improve the quality of care for women and children in Uganda, Haiti, Chad, and Nepal. Photo Credit: © Nathan DeHart I want to say thank you to MedShare “for being such a valuable partner.“ We could not carry on our work without MedShare’s help. Dr. Paula Dhanda, Founder, CEO, and Medical Director for Worldwide Healing Hands 20172017 Annual Annual ReportReport Dear Friends, As we reflect on what MedShare accomplished over the past year with your support, we would also like to look to the future and what we can achieve given the foundation that this work has built. With your help, we were able to launch our Maternal & Child Health initiative, 2 Million Mothers, that will aid in reducing mortality rates for pregnancy and childbirth-related illnesses in communities where traditional medical care is unavailable. Our partnership with the Ministry of Health in Ethiopia allowed us to provide $9.2 million of medical supplies and biomedical equipment to strengthen their health system and support victims of famine and drought as they recover in the coming years. Because we trained more than 800 engineers and technicians to use and repair state of the art biomedical equipment this year, we can support hospitals in developing nations with the tools they need to save lives for years to come. None of those accomplishments would have been possible without the community that supports us. -
Private Sector Landscape in Mixed Health Systems
Private Sector Landscape in Mixed Health Systems © WHO / Karen Reidy. Ocial WHO Logo Font: Frutiger 67 Bold Condensed Color: Black or Pantone 2925 Private Sector Landscape Private Sector Landscape in Mixed Health Systems in Mixed Health Systems ISBN TBD (electronic version) ISBN TBD (print version) © World Health Organization 2020 Some rights reserved. This work is available under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 IGO licence This is a conference copy (CC BY-NC-SA 3.0 IGO; https://creativecommons.org/licenses/by-nc-sa/3.0/igo). Under the terms of this licence, you may copy, redistribute and adapt the work for non-commercial purposes, provided the work is appropriately cited, as indicated below. In any use of this work, there should be no suggestion that WHO endorses any specific organization, products or services. The use of the WHO logo is not permitted. If you adapt the work, then you must license your work under the same or equivalent Creative Commons licence. If you create a translation of this work, you should add the following disclaimer along with the suggested This publication was undertaken under the overall guidance of citation: “This translation was not created by the World Health Organization (WHO). WHO is not responsible for the content or accuracy of this Dr Peter Salama (WHO) and Dr Zsuzsanna Jakab (WHO). translation. The original English edition shall be the binding and authentic edition”. The editor for this publication is David Clarke (technical lead Any mediation relating to disputes arising under the licence shall be conducted in accordance with the mediation rules of the for WHOs work on private sector engagement for UHC). -
February 2020 T
Volume 20 • Issue 2 • February 2020 T Children’s ValentinDay Party e's A monthly newsletter for the residents of the City of Windcrest published by Neighborhood News, Inc. City of Windcrest 8601 Midcrown Windcrest, TX 78239-2598 City Administration 8:00 a.m.- 5:00 p.m. • Monday - Friday 210-655-0022 Mayor’s Message City Manager: Rafael Castillo ext. 2120 • [email protected] City Secretary: Rachel Dominguez 210-655-0022 ext. 2250 Dan Reese CITY COUNCIL Mayor: Dan Reese Our signature event – Light Up – was once again a huge success! As I have 210-419-0099 • [email protected] mentioned in the past, we held monthly meetings to find ways to improve this Mayor Pro-tem: Joan Pedrotti experience and believe the efforts of those team members made a difference. We 210-655-0022 • [email protected] are all aware that traffic flow is one of our major issues during Light Up - so we Place 1 - Wes Manning 210-655-0022 • [email protected] took actions to help. Our traffic flow plan included opening a new “Candy Cane Place 2 - Cindy Strzelecki Lane” to draw traffic away from traditionally heavy traffic flow areas, Colored 210-655-0022 • [email protected] routes were designated on the maps and more barriers were put on major traffic Place 3 - Greg Turner areas. Our efforts were helpful, but as many know, we still had traffic congestion. 210-655-0022 • [email protected] If you have any thoughts, please pass them on. We continue to look for ways to Place 4 - Frank Archuleta improve this event. -
3.1 Health Expenditures in Sub-Saharan Africa Were Flat
34418 Public Disclosure Authorized Public Disclosure Authorized Improving Health, Nutrition, and Population Public Disclosure Authorized Outcomes in Sub-Saharan Africa The Role of the World Bank Public Disclosure Authorized Improving Health, Nutrition, and Population Outcomes in Sub-Saharan Africa The Role of the World Bank Improving Health, Nutrition, and Population Outcomes in Sub-Saharan Africa The Role of the World Bank Washington, D.C. © 2005 The International Bank for Reconstruction and Development / The World Bank 1818 H Street, NW Washington, DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org E-mail: [email protected] All rights reserved. The findings, interpretations, and conclusions expressed herein are those of the author(s) and do not necessarily reflect the views of the Board of Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judg- ment on the part of the World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this work is copyrighted. Copying and/or transmitting portions or all of this work with- out permission may be a violation of applicable law. The World Bank encourages dissemination of its work and will normally grant permission promptly. For permission to photocopy or reprint any part of this work, please send a request with complete information to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, USA, telephone 978-750-8400, fax 978-750-4470, www.copyright.com. -
From the Pastor's Keyboard
From the Pastor’s Keyboard “2020 Vision” What is your 2020 Vision? Over the past five years this church has come a long way, but it did not happen by accident. In 2016, this church put together a four-year plan (2016-2020) and made significant progress toward implementation. With that plan as our foundation, we articulated a five-year plan in 2018 (2018-2023) to envision the direction we, as a congregation, would like to be headed. Since articulating that vision, we have assessed the plan frequently; adopting implementation goals and making progress toward our congregational mission. This past fall, the Church Council and Ministry Teams, along with the LODO Advisory Board and the Inclusion Team, articulated Implementation Plans for 2020 based on the CUCC 5-Year Strategic Plan. Those Implementation Plans will guide us through this next year, charting our course as we enhance our integrity as prophetic witnesses to God’s Inclusive, Steadfast Love. (If you have not seen our 2020 Implementation Plans, you can access them on the church website or request an electronic copy.) A wise person once said, “If you don’t know where you are going, don’t complain when you get there.” What this means is that planning is essential to maximize your potential; or, in the case of a group on a particular mission, such as a church, planning is essential to maximize your impact in God’s world. If a church wants to fully live into the potential God has instilled within them, they must plan ahead. It is not about being overly rigid; it is about authenticity and intentionality. -
Social [P114-199]
Carbon Neutrality/ Chair of the Board of Nissan's Contribution Contents CEO Message CSO Message Sustainability at Nissan The Alliance Response to COVID-19 Directors Message to the SDGs Quick Guide For Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index Investors Social Social Policies and Philosophy …………… 115 Supply Chain Management ………………… 157 Human Rights …………………………………… 117 Human Resource Development …………… 165 Diversity and Inclusion ………………………… 122 Labor Practices ………………………………… 170 Traffic Safety …………………………………… 136 Employees' Health and Safety ……………… 178 Product Safety and Quality ………………… 147 Community Engagement …………………… 186 NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 114 Carbon Neutrality/ Chair of the Board of Nissan's Contribution Contents CEO Message CSO Message Sustainability at Nissan The Alliance Response to COVID-19 Directors Message to the SDGs Quick Guide For Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index Investors SOCIAL POLICIES AND PHILOSOPHY GRI102-15 GRI103-1 GRI103-2 Nissan’s business activities are supported by various stakeholders. As well product reaches our customers. as respecting the rights of all stakeholders, as a global company we conduct With respect to Employees, we are expanding opportunities for our our business activities with a constant awareness of society’s needs and employees to learn so that they can each achieve their maximum potential. social responsibility in order to contribute to the sustainable development of We aim to make continuous learning a part of our corporate culture to society. encourage talent development and achieve sound labor practices and thus Through an assessment of various business risks and opportunities, we have create a dynamic work environment where the health and safety of our staff set six key areas in the Social dimension as part of Nissan Sustainability is a top priority. -
Wales for Africa Health Links
Wales for Africa Health Links Annual Report 2011 Wales for Africa Health Links Who are we? The Wales for Africa Health Links Network is open to any partnership between an organisation in Wales and a counter part in sub Saharan Africa that focuses primarily on health. It developed out of the first conference for Health Links in Wales in 2007. The overall aim is to facilitate a coordinated and effective approach to promoting the development of current health links in Wales (NHS and public health). It represents a unique response to addressing the Millennium Development Goals by harnessing the expertise and commitment that exists within the NHS in Wales and in partners in disadvantaged communities in Africa, to support their effort to improve health. The Network receives high level support from the NHS in Wales including the Public Health Wales NHS Trust and the Wales for Africa Program of the Welsh Government. NHS Wales has taken the lead in the UK, by explicitly supporting Links through employees’ support, the support of Boards and through the NHS small grants scheme (now £100,000 per year). The Welsh Government’s Wales for Africa Program funds the annual health links conference, as well as providing support for individual health links. Achievements of the Network of Health Links Networking In January this year, the members met and • Communication and networking between links, proposed the formation of a Board, which met for via ebulletins, events and facilitating contacts the first time in March and will meet quarterly. The • Empowering and encouraging volunteers Board members are: • Creating a health community • Mr Biku Ghosh, Chair (Southern Ethiopia Gwent • Sharing experiences and knowledge between Link) health links • Dr Cath Taylor (PONT) • Prof. -
FY2018 Annual Report
Celebrating 20 Years of Impact est. 1998 2018 ANNUAL REPORT 1 Improving the quality of life of people and our planet IMPACT IN 2018 MedShare is a humanitarian aid organization dedicated to improving the quality of life of people and our planet. In 2018, we celebrated our 20th year in fulfillment of that mission. For two decades, our efforts have brought lifesaving medical supplies and equipment to over 20 million patients in 103 countries, all while strengthening global health systems. MedShare has offices in the Atlanta, San Francisco Bay, and New York City metropolitan areas. Charity Navigator has ranked MedShare as a Four-Star Charity for 14 consecutive years, placing us in the top 1% of all nonprofits in the U.S. for excellence in financial accountability and transparency. www.medshare.org @medsharemission @medshare @medshareofficial @medsharewesternregion 20 years of impact 2 IMPACT IN 2018 DONATED SERVED $13 million 67 countries in lifesaving with medically medical aid underserved communities EQUIPPED TREATED 50,000 1.5 million healthcare providers patients in need of to save lives quality care TRAINED DIVERTED 810 1.8 million engineers, technicians, pounds of quality supplies and end-users from local landfills Cover photo: Alinafe, a patient who received surgery at Beit CURE International Hospital in Malawi thanks to MedShare donations. 3 Improving the quality of life of people and our planet 20 years of impact 4 Dear Friends, Happy anniversary! As MedShare more than 154,000 mothers and celebrates 20 years of improving children in Chontales, Nicaragua global health and the environment, we through our partnership with AMOS. -
What Role Do Nurses Play and What Are the Cultural Challenges They Face in Culture Brokering in HIV/AIDS Prevention Activities in Mohale’S Hoek District, Lesotho?
MA Research Report What role do nurses play and what are the cultural challenges they face in culture brokering in HIV/AIDS prevention activities in Mohale’s Hoek District, Lesotho? Research Report prepared in patial fulfillment of the requirements for the Masters in Arts by Coursework and Research Report in the field of Health Sociology By Polo Lerotholi Student Number 389179 Supervisor: Mr. P. Germond (Department of Sociology) DECLARATION I declare that this is my own unaided work. It is being submitted for the Degree of Masters in Arts at the University of the Witwatersrand, Johannesburg. It has not been submitted before for any Degree or Examination in any other University. --------------------------- -------------------------- Name Signature 22nd Day of June 2011 i ACKNOWLEDGEMENTS First and foremost I thank the almighty God for giving me the opportunity and strength to carry my Research Report through. I thank my family for having faith in me and the work I have fulfilled. Mom, Dad, my two brothers and Nkhono, thank you for your undying support and prayers, for it is through your trust in me that I have been able to overcome all difficulties and completed my Research. A special thanks to my supervisor Mr Paul Germond who gave me a head start and guidance on how to carry on this piece of work. Thank you for your patience and helping me complete this Report. My sincere gratitude to all my friends, through your continued motivations and encouragement you have helped me succeed in completing my Masters studies and Research. To my special rock (you know who you are) thank you for the love and support. -
Jhpiego in Lesotho
Lesotho Country Profile Jhpiego in Lesotho Background Quick Facts A mountainous, landlocked country surrounded by South Africa, Lesotho faces Estimated total population:1 the second highest HIV prevalence in the world. Lesotho’s HIV/AIDS 2.2 million prevalence rate underscores the urgent need to effectively reinforce the health Maternal mortality ratio:2 sector in HIV/AIDS prevention, care, treatment and support. However, like 620/100,000 live births many other sub-Saharan countries, Lesotho suffers from a shortage of human resources in the health sector as a result of “brain drain” to other countries and Infant mortality rate:2 low numbers graduating from health education institutions, as well as the impact 74/1,000 live births of HIV/AIDS on the health sector. Nursing education institutions in Lesotho require an infusion of assistance to strengthen their capacity to train current Under-five mortality rate:2 students effectively while also expanding the overall number of nursing 100/1,000 live births graduates. Total fertility rate:1 3.3 Jhpiego has been working in Lesotho since 2008, helping the Ministry of Health (MOH) address the national HIV/AIDS epidemic. From 2010 to 2014, under Contraceptive prevalence:1 the Maternal and Child Health Integrated Program (MCHIP), funded by the 60% (modern methods) U.S. Agency for International Development (USAID), Jhpiego worked closely 60% (all methods) with the MOH to train providers to expand voluntary medical male circumcision (VMMC) services to 17 hospitals and facilities. Specifically, HIV prevalence:3 Jhpiego worked to: 1) support and strengthen MOH capacity to scale up 23.6% VMMC services; 2) scale up facility-based services for VMMC and early infant male circumcision (EIMC) throughout Lesotho; and 3) increase demand for 2 Births with skilled provider: VMMC and EIMC services.