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Memorial De Infantería 73
MEMORIAL DE INFANTERÍA Número 73 ● Año 2016 MEMORIAL DE INFANTERÍA Cuarta época • Año 2016 • Número 73 Fundado en 1852 TOLEDO ASPECTOSMEMORIAL INSTITUCIONALES DE INFANTERÍA Revista del Arma de Infantería Núm. 73 - año 2016 DIRECTOR Coronel Inspector del Arma de Infantería. D. Luis Manuel Candal Añón. SUBDIRECTOR Coronel Secretario del Arma de Infantería. D. Fernando Gil Franco. VOCALES TCol. D. Pedro Agustín Delgado Pérez. Jefe de Plana Mayor de Dirección. TCol. D. Francisco Martínez Méndez. Jefatura de Estudios (Dpto. de Ciencia Militar). TCol. D. Jesús Lozano Aragüés. Jefatura de Estudios (Núcleo de Formación Profesional). TCol. D. José María Pascual Orbe. Jefatura de Estudios (Dpto. Técnica Militar). TCol. D. Antonio Gómez Zambudio. Jefatura de Apoyo y Servicios. TCol. D. Antonio Piñana Martínez. DIDOM-JADINF (Área de Orgánica y Materiales). TCol. D. Carlos Vera Sibajas. DIDOM-JADINF (Área de Investigación y Análisis). TCol. D. Florentino Nebrera Parra. DIDOM-JADINF (Área de Doctrina). TCol. D. Lorenzo Martín Coba. EGE-Jefatura Escuela de Educación Física. SMBY D. Julio Núñez Rodríguez. Academia de Infantería. PUBLICACIÓN Academia de Infantería. Teléfonos 925 24 78 00 Exts. 3043 - 3045 - 3047 RCT. 881 3043 - 881 3045 - 881 3047 Distribución: Centro de Publicaciones C/. Camino de Ingenieros, 6 - 28047 (Madrid) Telf.: 91 364 74 21. Fax: 91 364 74 07. Los números editados se pueden consultar en formato electrónico en: http://publicaciones.defensa.gob.es/inicio/revistas APP Revistas Defensa: disponible en tienda Google Play http://play.google.com/store para dispositivos Android, y en App Store para iPhones y iPads, http://store.apple.com/es Este Memorial se puede solicitar en papel en la modalidad de impresión bajo demanda. -
Otokar 2019 Annual Report
OTOKAR 2019 ANNUAL REPORT CONTENTS 2 CHAIRMAN’S MESSAGE 4 ABOUT 6 OTOKAR IN NUMBERS 8 SUMMARY FINANCIAL INFORMATION 10 AREAS OF OPERATION 12 MILESTONES 14 HIGHLIGHTS OF 2019 18 GENERAL ASSEMBLY 38 COMMERCIAL VEHICLES 40 DEFENSE INDUSTRY 42 R&D ACTIVITIES 44 CREATING VALUE FOR STAKEHOLDERS 46 DIGITAL TRANSFORMATION 48 SUSTAINABILITY 50 HUMAN RESOURCES 52 INVESTOR RELATIONS 54 FUTURE 56 CORPORATE GOVERNANCE 72 FINANCIAL STATEMENTS 149 INFORMATION DOCUMENTS 154 CORPORATE GOVERNANCE COMPLIANCE REPORT 166 GLOSSARY WE EMBARKED ON A JOURNEY WITH THE IDEA OF INTRODUCING A FIRST IN OUR COUNTRY. WE WORKED HARD AND WENT FAR WITH FIRM STEPS. INNOVATIONS AND NEW FIRSTS FOLLOWED. ON EVERY PATH WE SET OFF, SAYING, “WE CAN!”, WE PROVED OURSELVES. WE TRANSCENDED BORDERS WITH OUR NAME AND OPENED UP TO THE WORLD. WE STARTED TO TRAVEL THE ROADS IN MORE THAN 60 COUNTRIES ON FIVE CONTINENTS. WE CONTINUED TO PURSUE OUR GOALS WITH DETERMINATION. EMPOWERED BY OUR PROUD ACHIEVEMENTS, WE NEVER LOST SIGHT OF OUR GOALS. WE ARE ON A JOURNEY TOWARD THE FUTURE SINCE THE VERY FIRST DAY, ALWAYS AIMING TO STAY AHEAD OF THE CURVE, AND TAKING EACH STEP WITH EYES FIRMLY FIXED ON OUR GOALS. WE ARE READY FOR THE FUTURE! OVERVIEW GENERAL ASSEMBLY OTOKAR IN 2019 CORPORATE GOVERNANCE FINANCIAL STATEMENTS INFORMATION DOCUMENT CORPORATE GOVERNANCE COMPLIANCE REPORT CHAIRMAN’S MESSAGE OTOKAR CONTINUED TO REMAIN FOCUSED ON THE LONG-TERM GOALS AND ACHIEVED A RECORD GROWTH OF 45 PERCENT IN 2019 WITH TL 2.4 BILLION IN SALES. 2 OTOKAR 2019 ANNUAL REPORT Esteemed Shareholders, Partners domestic market, we continued to In commercial vehicles, our 2020 and Employees, be the most preferred bus brand target is to increase bus sales globally in our specifc segments, with one and especially in the European I am proud to report that 2019 was a out of every three buses sold in market. -
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MIXED NETWORKS IN BUILDING INNOVATIVE CAPABILITY IN DEVELOPING ECONOMIES: THE TURKISH CASE by Yesim Sungu-Eryilmaz Bachelor of City Planning (BCP), Middle East Technical University,1992 Master of City Planning (MCP) University of Pennsylvania,1997 Submitted to the Graduate Faculty of Public and International Affairs in partial fulfillment of the requirements for the degree of Doctor of Philosophy University of Pittsburgh 2006 UNIVERSITY OF PITTSBURGH GRADUATE SCHOOL OF PUBLIC AND INTERNATIONAL AFFAIRS This dissertation was presented by Yesim Sungu-Eryilmaz It was defended on July 20, 2006 and approved by Ilhan Tekeli, Professor, CRP, METU Phyllis Coontz, Associate Professor, GSPIA Clyde Mitchell-Weaver, Associate Professor, GSPIA Dissertation Advisor: Sabina E. Deitrick, Associate Professor, GSPIA ii Copyright © by Yesim Sungu-Eryilmaz 2006 iii MIXED NETWORKS IN BUILDING INNOVATIVE CAPABILITY IN DEVELOPING ECONOMIES: THE TURKISH CASE Yesim Sungu-Eryilmaz, PhD University of Pittsburgh, 2006 This study investigates the networking behavior of innovative firms in two regions in Turkey: Ankara and Istanbul. Specifically, it compares the geographical extent and characteristics of innovation networks between the two regions when firms carry out innovation, i.e. developing new or improved products or processes. Ego-centric networks of 89 firms were studied to investigate the geographical extent and the nature of innovation network ties. Based on these two regional case studies, three conclusions were made: (1) when firms in developing countries introduce technological innovation of products and/or processes, they engage in mixed networks, i.e. local and non-local (interregional and international) networks, (2) while local networks are important, non-local networks are used to access capabilities that are not present locally; these networks are not substitutes for each other but complementary, and (3) innovative firms in both types of regions (new vs. -
Soloturk Celebrates Its 10Th Anniversary
VOLUME 15 . ISSUE 108 . YEAR 2021 SOLOTURK CELEBRATES ITS 10TH ANNIVERSARY ASELSAN’S NEW ELECTRO-OPTICAL SOLUTIONS FOR NATIONAL UAV PLATFORMS PN-MILGEM CORVETTES TO BE ARMED WITH THE S-80 PLUS MBDA’S ALBATROS SUBMARINE NG NBAD SYSTEM! PROGRAM ISSN 1306 5998 Yayıncı / Publisher Hatice Ayşe EVERS 6 48 Genel Yayın Yönetmeni / Editor in Chief Hatice Ayşe EVERS (AKALIN) [email protected] Şef Editör / Managing Editor Cem AKALIN [email protected] Uluslararası İlişkiler Direktörü / International Relations Director Şebnem AKALIN [email protected] Kıdemli Editör/ Senior Editor TEI-PD170-DT Turbodiesel İbrahim SÜNNETÇİ [email protected] Aviation Engine Through the Eyes of an Engineer İdari İşler Kordinatörü / Administrative Coordinator Yeşim BİLGİNOĞLU YÖRÜK [email protected] Muhabir / Correspondent Saffet UYANIK Major General Sergei 50 [email protected] SIMONENKO: “We Could Take Çeviri / Translation Certain Steps Towards Building up Tanyel AKMAN Our Contacts and Strengthening, [email protected] Among Other things, Military- Redaksiyon / Proof Reading Technical Cooperation Between Mona Melleberg YÜKSELTÜRK the Defense establishments of Our States.” Grafik & Tasarım / Graphics & Design Gülsemin BOLAT Görkem ELMAS [email protected] Fotoğrafçı / Photographer Sinan Niyazi KUTSAL Havacılık Fotoğrafçısı / Aviation Photographer 20 Cem DOĞUT Yazarlar / Authors Cem DOĞUT Cem Devrim YAYLALI Feridun TAŞDAN Yayın Danışma Kurulu / Advisory Board (R) Major General -
Security & Defence European
a 7.90 D 14974 E D European & Security ES & Defence 1/2019 International Security and Defence Journal ISSN 1617-7983 • Armoured Vehicles www.euro-sd.com • UK Programmes • Armament Options • • US Army Armoured Systems • Armoured Ambulances • Tyre and Track Technology • Engineer Vehicles January 2019 • Crew Protection • Discreet Armour Politics · Armed Forces · Procurement · Technology The backbone of every strong troop. Mercedes-Benz Defence Vehicles. When your mission is clear. When there’s no road for miles around. And when you need to give all you’ve got, your equipment needs to be the best. At times like these, we’re right by your side. Mercedes-Benz Defence Vehicles: armoured, highly capable off-road and logistics vehicles with payloads ranging from 0.5 to 110 t. Mobilising safety and efficiency: www.mercedes-benz.com/defence-vehicles Editorial ARMOURED VEHICLES FOCUS Improved Protection for Vehicle-Borne Task Forces As always, most of us started the New Year with wishes for peace and happiness. However, in countless continued conflicts large and small, people are being killed, maimed or injured, landscapes and cultural treasures are being destroyed, defaced and damaged, and national assets and resources are being plundered and squandered. In land-based operations to defeat these threats and their accompanying realities, the focus falls on soldiers, security forces and first responders who – often at the risk of their own lives – protect people, enforce justice and guard assets on behalf of their governments. These are dangerous jobs, and there is a clear duty of care upon the employers for the health and well-being of their “human assets”. -
Financial Indicators • Introduction Long-Term Objectives • Vision & Mission • Financial Statements & Ratios • Sustainable Growth • Brief History
(05.02.2016) Prepared based on 2015 YE financial results 1 Agenda ABOUT US FINANCIAL INDICATORS • INTRODUCTION LONG-TERM OBJECTIVES • VISION & MISSION • FINANCIAL STATEMENTS & RATIOS • SUSTAINABLE GROWTH • BRIEF HISTORY • PRODUCTION-SALES- • GROWTH WITH PRODUCTS WHICH • SHAREHOLDER STRUCTURE REVENUE-BACKLOG LICENSE RIGHTS BELONG TO OTOKAR • PRODCUTION PLANT • CAPITAL EXPENDITURE • GROWTH IN EXPORT MARKETS • EMPLOYEE PROFILE • STOCK and DIVIDEND • SHAREHOLDER VALUE CREATION PERFORMANCE • PRODUCT RANGE • MARKET CAPITALISATION • ALTAY PROJECT • R&D and TEST CENTRE 2 Introduction Turkey’s the largest private and 100% domestically owned company in defense industry A global company, intellectual property rights belong to itself and its products are in use on 5 continents and in more than 60 countries Turkish Armed Forces’ leading supplier and exporter of land platforms Turkey’s market leader in passenger bus segment with a capacity of 25 people and over for the last 6 years 3 ABOUT US Vision&Mission Vision • Otokar preserves the local and national characteristics of its products by developing its technology in-house, and aims at the continued satisfaction of its customers, employees, and shareholders by embracing a total excellence philosophy. Mission • The key mission of Otokar is to design, manufacture and market commercial vehicles and various defence industry products developed in line with customer expectations that have global competitive power. 4 ABOUT US Brief History 1963 1970s 1980s 1990s 2000s 2010s .Establishment .Turkey’s first -
Otokar 2020 Annual Report Contents
OTOKAR 2020 ANNUAL REPORT CONTENTS 2 CHAIRMAN’S MESSAGE 4 ABOUT 6 OTOKAR IN NUMBERS 7 ComPetITIVE ADVantages 8 SUMMARY FINANCIAL INFORMATION 10 AREAS OF OPERATION 12 MILESTONES 14 HIGHLIGHTS OF 2020 18 GENERAL ASSEMBLY 38 COMMERCIAL VEHICLES 40 DEFENSE INDUSTRY 42 R&D ACTIVITIES 44 CreatIng Value for StakeholDers 48 DIGItal TransformatIon 50 SustaInabILIty 56 Human Resources 58 INVestor RelatIons 60 FUTURE 62 CORPORATE GOVERNANCE 82 FINANCIAL STATEMENTS 157 INFORMATION DOCUMENTS 163 CORPORATE GOVERNANCE COMPLIANCE REPORT 176 GLOSSARY AS WE EMBARK ON NEW JOURNEYS, INTRODUCE FIRSTS, MAKE OUR MARK IN EVERY STEP WE TAKE, KEEP INNOVATING, REACH EACH AND EVERY TARGET, BELIEVING THAT “WE CAN,” TRANSCEND BORDERS WITH OUR BRAND, TRAVEL THE ROADS OF THE WORLD MILE AFTER MILE, PROUDLY ACHIEVE MORE AND MORE FOR OURSELVES AND OUR COUNTRY, OUR GOAL REMAINS THE SAME, NO MATTER WHAT: WE ARE ALWAYS HEADED TOWARD THE FUTURE! OVERVIEW GENERAL ASSEMBLY OTOKAR IN 2020 CORPORATE GOVERNANCE FINANCIAL STATEMENTS INFORMATION DOCUMENT CORPORATE GOVERNANCE COMPLIANCE REPORT CHAIRMAN’S MESSAGE Esteemed Shareholders, Partners and Employees, We left behind a very difficult year that challenged the entire world. We deeply felt impact of pandemic on our fields of operation. From the early days of the pandemic, we took all necessary measures to protect the health of our employees as a priority, ensure business continuity, mitigate the impact and prevent infection. With safe production practices and several measures in place, our operations continued in the healthiest manner. During these trying times, our biggest strength and most valuable asset was our employees as always. I am thankful too all our colleagues for their selfless efforts in ensuring that our company delivered successful results in 2020 despite the pandemic. -
Army Guide Monthly • Issue #2 (149)
Army G uide monthly # 2 (149) February 2017 Denel To Highlight Its Capabilities At Top Middle Eastern Defence Show Polaris Wins Canadian Special Forces Ultra-Light Combat Vehicle Contract Patria introduces new technology at IDEX 2017 BAE Systems and Marand announce teaming agreement on Land 400 KONGSBERG signs contracts for PROTECTOR RWS with Switzerland Orbital ATK to Develop and Qualify Next Generation AMP Tank Ammunition General Dynamics Land Systems-Canada to update Canadian Army's LAV fleet Supacat unveils HMT 400 Desert special operations vehicle at IDEX AxleTech International exhibits new independent suspension at IDEX Nexter’s 8x8 combat proven reference “VBCI” in the spotlight at the IDEX 2017 trade show Nexter announces the signing of a new contract to supply additional CAESAR® artillery systems to the Indonesian National Armed Forces Nexter`s UAE Leclerc MBT stands strong at the IDEX 2017 exhibition Rheinmetall at IDEX 2017 The CZECHOSLOVAK GROUP holding and TATRA TRUCKS truck maker will attend the IDEX 2017 defense exhibition Otokar is now closer to its users in the Gulf Region Safran’s Epsilon One navigation systems chosen by a Middle-East country for combat vehicles AM General Debuts Multi-Purpose Truck Concept at IDEX 2017 www.army-guide.com Army Guide Monthly • #2 (149) • February 2017 Exhibitions helicopter and the Oryx medium-sized utility helicopter Denel To Highlight Its Capabilities At will also be shown at the Denel stand to highlight the Top Middle Eastern Defence Show company’s capabilities in aviation design, manufacturing, maintenance and repairs. Expectations of rapid growth in defence spending in countries in the Middle East offer platforms for Denel’s participation in the region’s top defence Contracts exhibition next month. -
FORMATO PDF Ranking Instituciones No Acadã©Micas Por Sub áRea
Ranking Instituciones No Académicas por sub área OCDE 2020 2. Ingeniería y Tecnología > 2.03 Ingeniería Mecánica PAÍS INSTITUCIÓN RANKING PUNTAJE FRANCE Centre National de la Recherche Scientifique (CNRS) 1 5,000 CHINA Chinese Academy of Sciences 2 5,000 USA United States Department of Energy (DOE) 3 5,000 GERMANY Helmholtz Association 4 5,000 RUSSIA Russian Academy of Sciences 5 5,000 FRANCE CNRS - Institute for Engineering & Systems Sciences (INSIS) 6 5,000 FRANCE CEA 7 5,000 USA National Aeronautics & Space Administration (NASA) 8 5,000 USA United States Department of Defense 9 5,000 ITALY Consiglio Nazionale delle Ricerche (CNR) 10 5,000 GERMANY German Aerospace Centre (DLR) 11 5,000 CHINA University of Chinese Academy of Sciences, CAS 12 5,000 ITALY Istituto Nazionale di Fisica Nucleare 13 5,000 USA Sandia National Laboratory 14 5,000 USA Oak Ridge National Laboratory 15 5,000 GERMANY Max Planck Society 16 5,000 CZECH REPUBLIC Czech Academy of Sciences 17 5,000 USA Los Alamos National Laboratory 18 5,000 JAPAN Japan Atomic Energy Agency 19 5,000 USA United States Air Force 20 5,000 USA General Electric 21 5,000 POLAND Polish Academy of Sciences 22 5,000 SPAIN Consejo Superior de Investigaciones Cientificas (CSIC) 23 5,000 GERMANY Siemens AG 24 5,000 USA Argonne National Laboratory 25 5,000 GERMANY Fraunhofer Gesellschaft 26 5,000 USA NASA Jet Propulsion Laboratory (JPL) 27 5,000 INDIA Bhabha Atomic Research Center 28 5,000 SOUTH KOREA Korea Atomic Energy Research Institute (KAERI) 29 5,000 USA Lawrence Livermore National Laboratory -
Tracked Vehicle Catalogue 2020
MULTI SHOOT ZRT. Hungary TRACKED VEHICLE CATALOGUE 2020 Address: H-2120 Dunakeszi, Deák Ferenc utca 2. E-mail: [email protected] MULTI SHOOT ZRT. Specialized Trading Agency BMP-1 Infantry Fighting Vehicle IFV ŠAKAL The BMP-1 armoured personnel carrier is amphibious Modernized Infantry Fighting Vehicle waterproof tracked vehicle featuring good armour pro- Vehicle IFV ŠAKAL is applied for ensuring armament tection and maneuvering abilities. The BMP-1 is equip- and meeting tasks of mechanized units equipped with ped with a heavy 73 mm gun and a coupled 7.62 mm original vehicles BMP. The scope of modernization en- machine gun. The BMP-1 is designed to transport a sures keeping the requirements at high level of combat motorized combat infantry unit of 8 members. The ar- preparedness of these units, assures their capability in moured personnel carrier is equipped with a manually compliance with NATO standards while operating em- loaded launching device. battled and gives response to current trends of require- ments for combat tracked vehicles. MULTI SHOOT ZRT. Specialized Trading Agency BMP-1 Recovery Vehicle T-55 A/T-55 AM2 Main Battle Tank The recovery vehicle is an amphibious tracked armoured The T-55A tank is a medium weight tracked combat vehicle unit mounted on the modified chassis of the BMP carrier. It equipped with a 100 mm gun, an anti-aircraft machine features high maneuverability and good travelling qualities gun of 12.7 mm caliber and two light machine guns of in heavy terrain. After mounting a blade used as a support, 7.62 mm caliber. -
The Turkish Defence Industry. First-Class Strategic Asset
Analysis Paper 06/2021 10/02/2021 Felipe Sánchez Tapia The Turkish defence industry. First-class strategic asset. Visit the WEBSITE Receive the E-NEWSLETTER La industria turca de defensa. Activo estratégico de primer orden Resumen: Como ha quedado patente con ocasión del reciente conflicto en Nagorno-Karabaj, la industria turca de defensa ha demostrado su valor como activo estratégico que proporciona a Turquía una autonomía que le permite, por un lado, reducir su dependencia del exterior y, por otro, influir en su entorno para reforzar su cada vez más asertiva política exterior. Aunque en particular han sido los drones los sistemas de armas que han sobresalido durante este conflicto, la industria de defensa ha evolucionado durante las últimas décadas para cubrir hoy en día la mayor parte de las necesidades de la defensa nacional. A pesar del espectacular desarrollo, esta industria continúa siendo dependiente tecnológicamente del exterior en ciertas capacidades críticas. La manera en que Turquía trate de solventar estas carencias se dejará notar en su inestable equilibrio estratégico entre Rusia, por un lado, y EE. UU. y países occidentales, por otro. Palabras clave: Turquía, industria de defensa, drones, UAV, UCAV, estrategia. *NOTE: The ideas contained in the Analysis Papers are the responsibility of their authors. They do not necessarily reflect the thinking of the IEEE or the Ministry of Defence. Analysis Paper 06/2021 1 The Turkish defence industry. First-class strategic asset. Felipe Sánchez Tapia The Turkish defence industry. First-class strategic asset. Abstract: As the recent Nagorno-Karabakh conflict has shown, the Turkish defence industry has proved its value as a strategic asset that provides Turkey with an autonomy that allows it, on the one hand, to reduce its dependence on the outside world and, on the other, to influence its environment in order to strengthen its increasingly assertive foreign policy. -
Turkey Brief Turkish – Canadian Relations
TURKEY BRIEF TURKISH – CANADIAN RELATIONS May 2009 TABLE OF CONTENTS CHAIRMAN’S MESSAGE……………………………………………………1 1 COUNTRY PROFILE: 1.1 INTRODUCING TURKEY………………………...……………………...3 1.2 FUTURE PROSPECTS…………………………………………………… 6 2 TURKISH-CANADIAN ECONOMIC RELATIONS. .....................................7 2.1 LEGAL FRAMEWORK .............................................................................. 7 2.2 TURKISH-CANADIAN BUSINESS COUNCIL ........................................8 2.3 HIGHLIGHTS IN 2006 AND 2007 ............................................................10 2.4 BILATERAL TRADE .................................................................................13 2.5 CANADIAN INVESTMENTS IN TURKEY .............................................15 2.6 EDC IN TURKEY.......................................................................................16 3 BUSINESS OPPORTUNITIES ..........................................................................17 CONSTRUCTION AND REAL ESTATE DEVLOPMENT ......................20 DEFENSE ....................................................................................................30 ENERGY ......................................................................................................36 ENTERTAINMENT AND MEDIA ............................................................62 FINANCIAL SERVICES .............................................................................64 FOOD AND AGRICULTURE ....................................................................80 EDUCATION ...............................................................................................85