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Executive Summary – TOP 100 in European Transport and Logistics
DVV Media Group Martin Schwemmer 2019 2020 Editor: Alexander Pflaum A study by Fraunhofer Center for Applied Research on Supply Chain Services SCS Introduction and Acknowledgements We are in our 25th year of TOP100 studies. Since logistics is not really tangible from offi- cial statistics this study series was designed in 1995 at Fraunhofer SCS to fill this gap. Even if logistics market assessments are carried out now this long time, our interest and curiosity about what the future will bring for logistics is undiminished. And it is more exciting than ever to analyze logistics. The European logistics sector has reached a size of € 1,120 bn. for the total expenditure on logistics activities carried out in 2018. And even if the transported quantities flowing through the logistics systems increased only moderately the logistics sector could grow by 3.7 percent in 2018 for the whole of Europe because shipments are still increasing because ever lighter parcels flowing through the logistics networks. Even with hardly higher ton- nages in the overall system, lucrative growth for logistics can result, as the supply chains extend more and more to the end customers, resulting in more filigree flows of goods that are more complex to deliver. This development now meets the reality called driver shortage and digitization. If you like to find out more about this, then this issue of TOP100 is for you. Thus, this study is aimed at logistics service providers as well as logistics units in industry and trade, and also at shippers. The TOP100 is also aimed at suppliers of logistics, consult- ing, politics and business journalists. -
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Special Issue THE DISSOLVING ASSET conditions change and historical comparisons are only relevant to a limited extent, experience and BACKING OF THE EURO insight may still be derived from history. Some schol- ars, who have dealt extensively with the history of cur- rencies, recognized with frightening clarity from the NGO AUER I S * beginning the construction flaws of the ESCB or the Eurosystem that are becoming visible now (Heinsohn and Steiger 2002). Since apparently economics is not In the course of the debate on the Target credits of the (sufficiently) willing to delve into history, it is Eurosystem it has become evident in recent months dammed to relive it anew. that an increasingly large share of the credit-created money supply (as much as two-thirds by the end of Heinsohn and Steiger (2002) noted already a decade 2010) was actually issued in the GIPS countries ago that the ECB is only the torso of a central bank (Greece, Ireland, Portugal and Spain). In this regard, and that its lacking competencies are not widely the fear held by numerous Germans when the euro understood. Most (German) economists saw the ECB was introduced – that at some point they would be as a copy of the former Bundesbank or its predeces- carrying southern European bank notes in their wal- sor, the Bank Deutscher Länder,3 and were apparent- lets – has largely become reality. But does it matter ly not aware of the high degree of decentralization in where the money supply was issued and what the pur- the Eurosystem. However: “[t]he ECB and the euro chase of government bonds by the central banks of area NCBs [national central banks] jointly contribute the Eurosystem implies about the stability of the cur- strategically and operationally, to attending the com- rency? This paper will try to answer these questions. -
Realities of the European Online Marketplace ■ 2 6.2.11
Content 1. Foreword ............................................................................................................................... 4 2. Introduction .......................................................................................................................... 5 3. Project experiences ............................................................................................................... 6 4. Research methodology .........................................................................................................7 4.1. Background and organisation ....................................................................................... 7 4.2. Questionnaire design ..................................................................................................... 8 4.3. Evaluation and external examination ........................................................................... 8 4.4. External statistical processing ........................................................................................ 8 5. Shopping exercise ................................................................................................................. 10 5.1. Brief summary of the key findings .............................................................................. 10 5.2. Results ............................................................................................................................ 10 5.2.1. Confirmations, payments and deliveries .................................................................. -
Manufactum Schließt Sich Der Initiative „Cotton Made in Africa“ An
06. Juni 2017 Manufactum schließt sich der Initiative „Cotton made in Africa“ an Manufactum bietet erstmals Baumwollkleidung mit der „Cotton made in Africa“-Auszeichnung an und unterstützt so den ressourcenschonenden Baumwollanbau sowie die Verbesserung der Arbeits-und Lebensbedingungen von Kleinbauern und Fabrikarbeitern in Afrika. Die Initiative „Cotton made in Africa“ (CmiA) setzt sich seit ihrer Gründung 2005 für den Schutz der Umwelt sowie für bessere Lebens- und Arbeitsbedingungen für über eine halbe Million Kleinbauern und Fabrikarbeiter in Afrika ein, die am Anfang der Modeindustrie stehen. Mittlerweile ist CmiA das weltweit führende Label für nachhaltig produzierte Baumwolle in Afrika. Auch das Warenhaus der guten Dinge hat sich nun dieser Initiative angeschlossen. „Wir freuen uns, mit Manufactum einen zuverlässigen Partner gewonnen zu haben. Durch ihre Partnerschaft tragen sie dazu bei, den Baumwollbauern und Fabrikarbeitern in Afrika sowie der Umwelt ein Lächeln zu schenken“, so Tina Stridde, Geschäftsführerin der Aid by Trade Foundation, Trägerorganisation von Cotton made in Africa. Zum Start der Kooperation gibt es zwei Unisex-Modelle: Ein T-Shirt in gerader Passform sowie eine klassische Kapuzenjacke. Beide Artikel sind in den Farben Oliv und Blaugrün erhältlich und werden zu 100% aus Baumwolle gefertigt. Die Produkte sind seit Mai in den Warenhäusern und im Onlineshop von Manufactum erhältlich. Weitere Produkte in Kooperation mit CmiA sind in Planung. Angele Zettner, Leiterin der Produkt- und Sortimentsentwicklung bei Manufactum, freut sich über die Zusammenarbeit: „Wir setzen uns für vielfältige Lösungen zur Bewältigung komplexer Problematiken ein. „Cotton made in Africa“ ist eine davon und für uns ein weiterer, wichtiger Baustein auf dem Weg zu mehr Nachhaltigkeit im Textilbereich.“ Das Prinzip funktioniert so: Große Textilunternehmen erwerben die CmiA-Baumwolle und das dazugehörige Siegel als Lizenznehmer. -
Preview: Protiviti's View on Emerging Risks
PreView Protiviti’s View on Emerging Risks Volume 2, Issue 2 Foreword As organizations continue to evolve their risk governance practices, focused and relevant information about emerging risks is at a premium. The objective of Protiviti’s PreView newsletter is to provide an input for these efforts as companies focus on risks that are developing in the market. In this issue, we expand on some of the megatrends we touched on in our previous issue to help organizations anticipate their potential ramifications. This issue’s topics focus on emerging economies and global interdependency, urbanization trends, demographic shifts and their ramifications, artificial intelligence as a game changer in business and technology, and startups, no longer confined to the well-known hubs. As you review this issue, we encourage you to think about your organization and ask probing questions: How will changing demographics affect our business model? Will new technology or worker migration reshape our future workforce? Should we pursue opportunities now, or wait for more certainty? The answers will differ significantly from industry to industry. And even though the next move on the strategic board may not be readily apparent, businesses should pay attention as these shifts will continue to influence the decisions of policymakers, competitors and consumers. Our framework for evaluation of these risks is rooted in the global risk categories designed by the World Economic Forum. Throughout this series, we will continue to use these categories as a framework for classifying macro-level topics and the challenges they present. In closing, we are very interested in your feedback. We plan to continue the conversation on emerging risks on our blog, “The Protiviti View” (blog.protiviti.com), and on our microsite (www.protiviti.com/emergingrisks). -
Bin Einkaufen Fotografiert Von Bruce Weber
SEPTEMBER2016 MODE SPEZIAL BIN EINKAUFEN FOTOGRAFIERT VON BRUCE WEBER AR7110 MOD. COM DIFFERENT EYES,DIFFERENT LIVES. FRAMESOFLIFE. NICOLE, RODEO GIRL_OREGON EDITORIAL 23 ndiesem Heft gehtesums Einkaufen. So banal, wiedas klingt,ist es nicht. Denn es ist kompliziertergeworden mit KAUFEN den vielen Kanälen, durchdie alldie Warenzuuns kommen I sollen. Gleichzeitig erhebt mandas Einholenvon Güterndes täglichenBedarfs zu einerKulturtechnik. DerAnglizismus UND fasstinseiner zweisilbigen Kürzegut dieDynamik der samstäg- lichen Ersatzbefriedigungzusammen: „shoppen“, dasklingt eindeutigfrischerals dasumständlich dreisilbige „einkaufen“. Diefröhliche Simplizität aberverbirgtdie perfektenbis perfiden LAUFEN Strategien,die dahinterstecken. In diesem Heft werden alldiese Technikenentlarvt, vonder KundenführungimSupermarktüber den Luxushandel im Internetbis zu den Marketingstrategiender Modebranche.Und weil wirnicht alsallzusäuerlichgeltenwollen, gibt es auch Einkaufstipps. Aber grundsätzlichgehtesnatürlich noch im Shopping-Zeitalter um atavistischeWünsche.Inder Altsteinzeitgab es Net-a-porter noch nicht, Rewe ebensowenig undleidernicht einmal Hornbach. Also mussten sich dieMänner ihre Nahrungund ihre Kleidung selbst erjagen, unddie Frauen gingensammeln undhüteten dieKinder.Bis zumBeginndes Ackerbaus gabesnomadisierend umherstreifende Menschengrup- pen. Ichwar nichtdabei. Aber allein dieVorstellung erinnert mich an dienomadisierenden Mädchen,die an der Zeil gemeinsam bei H&Mjagen undsammeln.Man kannsichvorstellen, wasfür ein Glücksgefgefüühlesvor -
FACTSHEET - AS of 28-Sep-2021 Solactive Mittelstand & Midcap Deutschland Index (TRN)
FACTSHEET - AS OF 28-Sep-2021 Solactive Mittelstand & MidCap Deutschland Index (TRN) DESCRIPTION The Index reflects the net total return performance of 70 medium/smaller capitalisation companies incorporated in Germany. Weights are based on free float market capitalisation and are increased if significant holdings in a company can be attributed to currentmgmtor company founders. HISTORICAL PERFORMANCE 350 300 250 200 150 100 50 Jan-2010 Jan-2012 Jan-2014 Jan-2016 Jan-2018 Jan-2020 Jan-2022 Solactive Mittelstand & MidCap Deutschland Index (TRN) CHARACTERISTICS ISIN / WKN DE000SLA1MN9 / SLA1MN Base Value / Base Date 100 Points / 19.09.2008 Bloomberg / Reuters MTTLSTRN Index / .MTTLSTRN Last Price 342.52 Index Calculator Solactive AG Dividends Included (Performance Index) Index Type Equity Calculation 08:00am to 06:00pm (CET), every 15 seconds Index Currency EUR History Available daily back to 19.09.2008 Index Members 70 FACTSHEET - AS OF 28-Sep-2021 Solactive Mittelstand & MidCap Deutschland Index (TRN) STATISTICS 30D 90D 180D 360D YTD Since Inception Performance -3.69% 3.12% 7.26% 27.72% 12.73% 242.52% Performance (p.a.) - - - - - 9.91% Volatility (p.a.) 13.05% 12.12% 12.48% 13.60% 12.90% 21.43% High 357.49 357.49 357.49 357.49 357.49 357.49 Low 342.52 329.86 315.93 251.01 305.77 52.12 Sharpe Ratio -2.77 1.14 1.27 2.11 1.40 0.49 Max. Drawdown -4.19% -4.19% -4.19% -9.62% -5.56% -47.88% VaR 95 \ 99 -21.5% \ -35.8% -34.5% \ -64.0% CVaR 95 \ 99 -31.5% \ -46.8% -53.5% \ -89.0% COMPOSITION BY CURRENCIES COMPOSITION BY COUNTRIES EUR 100.0% DE -
GET H2 Nukleus: First Publicly Accessible Hydrogen Network Will Allow Wide-Ranging CO2 Reductions
PRESS RELEASE GET H2 Nukleus: first publicly accessible hydrogen network will allow wide-ranging CO2 reductions • BP, Evonik, Nowega, OGE and RWE Generation sign a Letter of Intent to develop a hydrogen network from Lingen to Gelsenkirchen. • The planned network, around 130 kilometres in length, will link the production of green hydrogen with industrial customers in Lower Saxony and North Rhine- Westphalia. • The GET H2 Nukleus project is set to become the first hydrogen network in the regulated sector with non-discriminatory access and transparent prices. • The companies aim to be ready to operate the regulated network and an electrolyser in late 2022 in order to make a speedy and important contribution to a low-carbon future. 17 March 2020, Lingen/Gelsenkirchen. Germany’s first publicly accessible hydrogen network is Due to supply increasing quantities of green hydrogen (H2) to industrial companies in Lower Saxony and North Rhine-Westphalia from late 2022 onwarDs. BP, Evonik, Nowega, OGE and RWE Generation have signed a Memorandum of Understanding to develop the GET H2 Nukleus project. All these companies are members of the GET H2 initiative There are high hopes for green hydrogen in the energy transition. The idea is to convert power from renewable energies into hydrogen and use it as a carbon-free source of energy in inDustry anD other sectors. An expansion of the relevant infrastructure is key to transporting green hydrogen in Germany. The green hydrogen is to be produced from renewable energies in Lingen, in Lower Saxony, in an 100 MW electrolyser owned by RWE Generation. It will then be transported to industrial customers and refineries in Lingen, Marl and Gelsenkirchen – mainly via existing gas pipelines operated by transmission system operators Nowega and OGE and converted for the transportation of 100 percent hydrogen, but also via a partially new construction by Evonik. -
HACKER GUIDE February 17 - 19, 2017
HACKER GUIDE February 17 - 19, 2017 1500 Stony Brook Road Web: www.cewit.org/hack Stony Brook, NY 11794-6040 Twitter: @CEWIT_SBU, #HackAtCEWIT Phone: 631-216-7000 Devpost: hackatcewit.devpost.com Email: [email protected] Slack: hackatcewit.slack.com, #team-sbu TABLE OF CONTENTS SECTION I: SECTION VI: SCHEDULE WELCOME TO HACK@CEWIT – About Hack@CEWIT/CEWIT SECTION VII: – A Major League Hacking Event JUDGING PANEL AND PRIZES – General Logistics – Judging Panel – Connect – Prizes – Schedule Overview SECTION VIII: SECTION II: FAQS SPONSORS & COLLABORATORS SECTION III: RULES SECTION IX: EXTRAS – Extracting Serial Numbers from Currency with Zortag Technologies SECTION IV: MAPS – White Hat Hacking with MESH’D – Campus Map – Mini-Contests with MLH – CEWIT Building Map SECTION X: APPENDIX SECTION V: PEOPLE – Getting Started with OpenStack – CEWIT Leadership – Government Hubs – Keynotes – Hardware & Libraries – Hacker Gurus – Pinouts – Hack@CEWIT Organizers WELCOME TO HACK@CEWIT SECTION I Hack@CEWIT About CEWIT at Stony Brook University 43-Hour IoT and Microservices Hack The Center of Excellence in Wireless and Information Technology (CEWIT) President’s Day Weekend 2017 is a New York State-designated next generation research and education The Center of Excellence in Wireless and Information facility at Stony Brook University whose mission is three-fold: become Technology (CEWIT) at Stony Brook University recognized as a world leader in interdisciplinary research in the emerging, critical technologies of the information age, address the skilled technology Hack@CEWIT is the Center of Excellence in Wireless and Information worker shortage, and foster new enterprise development. Technology (CEWIT)’s inaugural region-wide, interdisciplinary student hackathon focusing on industry-relevant internet of things (IoT) and Hack@CEWIT Organizers microservices challenges in the Center’s 100,000 s.f., next-generation Dr. -
Creating Opportunities
Impacto Socioeconómico Creating opportunities Annual Report 16 2016 Annual Report 1 2 BBVA Bancomer Index Index About this Report Group Profile Group Profile 05 Corporate Philosophy 05 Mission and Vision 05 Corporate Governance 06 Corporate Governance System 06 Corporate Structure 07 Management Committee 07 Board of Directors 08 Code of Conduct 09 Business Model 11 Materiality and Dialog with Stakeholders 11 Tools for Consultations and Discussions with Stakeholders 12 Materiality Analysis 13 Materiality matrix and material issues 2016 14 Responsible business model 15 Social, environmental and reputational risks 17 Ecorating 17 Equator Principles 18 Anti-money Laundering and Preventing Funding of Terrorist Activity 19 Transformational 20 Presence 21 Importance of BBVA Bancomer in the Mexican economy 22 Reports Chairman of the Board of Directors 23 Deputy Chairman of the Board of Directors and CEO 25 Business Units Sales Network 29 Business Development 30 Wholesale Banking 30 Global Markets 30 Support Units 31 Internal Auditing 31 Legal Services 31 Finance 31 Risks 31 Engineering 31 Talent and Culture 31 CRR advertising campaigns and communication 32 Economic Impact Economic Impact 33 Analysis and Discussion of Business Development 33 Commercial activity 33 Social and Environmental Impact Social and Environmental Impact 37 Local 37 Single 42 “Internal” 50 Development 57 Environment 59 Awards Prizes and Awards 65 Appendices Global Reporting Initiative (GRI) Table of Contents 68 Independent Review Report 73 Global Compact and Sustainable Development Goals 76 Achievements in 2016 and Goals for 2017 77 Glossary 91 2016 Annual Report 3 About this Report 102-1, 102-5, 102-10, 102-45, 102-50, 102-51, 102-52, 102-54 About this Report The 2016 BBVA Bancomer Annual Report shows the results of the activities carried out by Grupo Financiero BBVA Bancomer S.A. -
Die Zehner Jahre
SEPTEMBER2019 DIE ZEHNER JAHRE OLYMP.COM/SIGNATURE GERARD BUTLER’S CHOICE DASHEMD, DASSICHWIE KEIN ANDERESTRÄGT. MS IA LL WI EG GR O: OT PH EDITORIAL 13 er Fehler warunterirdisch, dasgebeich unumwunden zu. Wirkönnenihn auch nichtauf dieAuto-Korrektur IMMER D schieben,denndie haben wirhiergar nicht, wirmachen allesmit der Hand undimIdealfall auchmit demKopf. Wir wollten auchnicht prüfen,obunsereLeser wirklich aufmerksam WIEDER sind.Nein, aufder Inhaltsseite unsererletzten Ausgabe wollten wireinfach aufden Artikel über einbizarresKapitel desKrieges hinweisen. Im SchwarzenMeerwurde erst in diesem Jahr das Wrackdes U-Boots23entdeckt. Derdamalige Kommandant FEHLER Rudolf Arendt,inzwischen96Jahre alt, hatunserem Nordrhein- Westfalen-Korrespondenten Reiner Burgeralles erzähltüberdie Selbstversenkungder 30.U-Boot-Flottille. Undwas stand auf unserer Inhaltsseite? Rudolf Arendt sei „U-Bahn-Kommandant“ gewesen. DieGegenleserwaren chancenlos, denndie Wortgestalt stimmteja, nurder Inhalt warabgerutscht.Unsere Leseraber merken alles. ManfredKruschel: „Können Siemir bitteauf die Sprünge helfen undmir mitteilen, wo undwie dieU-Bahnim Kriegeingesetzt wurde?“Peter Gaydoul: „Unerwartetwar es für mich,von einerneuen Geheimwaffe der Wehrmacht im Dritten Reichzuerfahren.“MarianneMönch:„DerarmeHerrArendt!“ G. Schuchardt:„Könntihr mirden Ausbildungsgangdazu beschreiben?“Michael Risse: „Der Rhein-Main-Verkehrsverbund suchtdringendFachkräfte.“HansW.Wolff:„Wirvom Traditions- verband ,Die MaritimenBahnfahrer‘ sind mitimBootund allzeit bereit,einen zu heben.“Michael -
Star Citizen Manual Pdf
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