DOCSLIB.ORG

Sap Annual Report 2001

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Sap Annual Report 2001 SAP ANNUAL REPORT 2001 WITH OPEN TECHNOLOGY, WE HELP OUR CUSTOMERS FOSTER GROWTH, INNOVATION AND VALUE… SAP ANNUAL REPORT 2001 SAP AG Neurottstrasse 16 69190 Walldorf Germany 50001750 ACKNOWLEDGEMENTS DELIVERING ON ACKNOWLEDGEMENTS THE PROMISE OF E-BUSINESS INTEGRATION Overall responsibility: Trademarks: SAP AG SAP, the SAP logo, mySAP, mySAP.com Global Corporate Communications and other SAP products and services mentioned herein are trademarks or Design and Production: registered trademarks of SAP AG in Addison Corporate Marketing Limited, Germany and in several other countries. London Other product or service names Writing: mentioned herein are trademarks of their Bill Kozel, U.S. respective owners. Hiller, Wüst & Partner, Aschaffenburg Photography: Dan Hallman, New York Simon Potter and Ben Jennings, London Print: ColorDruck, Leimen Copyright: ©2002 SAP AG Neurottstrasse 16 69190 Walldorf Germany Letter to the Shareholders 2 Shareholder Information 41 Executive Board and Extended Management Board 4 Report of Independent Public Accountants 42 A future without limits 6 Review of SAP Group and SAP AG Operations 43 mySAP technology infrastructure and solutions 8 Consolidated financial statement Customer focus 12 Consolidated Income Statements 56 Enterprise Resource Planning 18 Consolidated Balance Sheets 57 Customer Relationship Management 20 Consolidated Statements of Changes in Supply Chain Management 24 Shareholders’ Equity 58 Exchanges and Portals 28 Consolidated Statements of Cash Flows 60 Human Resources 32 Notes to Consolidated Financial Statements 61 Corporate Responsibility 34 Financial Statements of SAP AG – short version 97 Investor Relations 36 Subsidiaries, Joint Ventures, and Associated Companies 98 Report by the Supervisory Board 38 Five-Year Summary 102 Addresses and Financial Calendar 104 FINANCIAL SUMMARY (U.S. GAAP) TOTAL REVENUE LICENSE REVENUE in € millions | change since previous year in € millions | change since previous year 2,581 7,500 2,500 2,459 7,341 +5% +17% +27% 6,265 6,000 2,000 1,932 +23% 1,900 5,110 +26% +2% 1,509 4,500 4,316 +18% 1,500 +43% 3,000 3,022 1,000 +59% 1,500 500 0 0 1997 1998 1999 2000 2001 1997 1998 1999 2000 2001 OPERATING INCOME (BEFORE STAR, LTI & TOP TIER) NET INCOME in € millions | change since previous year in € millions | change since previous year 1,500 1,472 700 +18% 1,243 616 1,200 600 601 581* +33% +14% +2% 527 -6% 900 917 937 500 +2% +18% 775 +18% 447 600 +60% 400 +54% 300 300 0 0 1997 1998 1999 2000 2001 1997 1998 1999 2000 2001 *incl. €162 mill. Commerce One impact REVENUE BREAKDOWN – REVENUE BREAKDOWN – BY TYPE OF ACTIVITY BY SALES DESTINATION in € millions | percent | change since previous year in € millions | percent | change since previous year Germany Software 1,469 | 20% | +19% 2,581 | 36% | +5% Rest of EMEA Maintenance 2,317 | 32% | +26% 2,121 | 29% | +27% U.S. Consulting 2,084 | 28% | +13% 2,083 | 28% | +27% Rest of Americas Training 640 | 9% | +9% 466 | 6% | +16% Asia-Pacific region Other 387 | 5% | -6% 90 | 1% | 0% Japan 444 | 6% | +29% SAP Annual Report 2001 1 LETTER TO THE SHAREHOLDERS DEAR STOCKHOLDERS, PARTNERS, AND CUSTOMERS, No one could have thought at During the past year, we were able to In our modern world of doing business, the beginning of 2001 that strengthen our relationships with existing complexity is growing and this is we would be faced with the customers and also gain new customers, reflected in the corresponding complexity terrible events of September 11 which made up almost a third of our of a company’s IT landscape. Our and the resulting worldwide business. This confirms that the business customers, therefore, need effective consequences. What we could model we have sustained during our now support from us for dealing with these see coming, however, was the thirty years of doing business is robust ever-increasing IT needs. slowing of the economy, which and flexible. And the strong, sustained began in the U.S. and worked its interest in our modern e-business solution, The big topic this year is open, integrated way around the world. Nothing mySAP.com®, demonstrates how platforms. Openness is required because seemed to be able to stop this important this is, especially in terms of no software provider can meet every recessionary atmosphere, neither new customers. Within the context of need of every customer with one suite of growth in Europe nor in Asia. this challenging business environment, solutions. This means that, in the best While our competitors in the SAP was able to confirm its leadership interest of our customers, solutions from business software market were position with a 17% increase in sales. partners and even competitors must be dealing with, in some cases, able to be integrated. And here we dramatic reductions in sales and For the first half of 2002, we do not mean integrating business processes the related loss of market share, foresee any major change in the market across product, system, and enterprise SAP® demonstrated that it is conditions, but do expect demand boundaries. This goes far beyond a long-term, reliable business to increase significantly by the end of just connecting the data; it requires partner for our customers. And the year. a full understanding of the underlying we have a strong market share business processes to effectively in all relevant business arenas. The last several years have seen SAP connect the systems. position itself as a worldwide leader in the market of e-business solutions. By defining SAP is a leader in this area and has been the new, New Economy at the high point a global driver of these technologies of the dot-com bubble, we pushed for a and the open standards and transparent return to the true, timeless values of interfaces they require. successful business: efficiency, customer satisfaction, and profitability. Today, We recognized this fact early on and SAP solutions play an important role in already offer products that fulfill these helping companies increase efficiency. requirements and help our customers gain real advantages. For example, our With our strategic initiatives in the areas mySAP.com® e-business platform is of customer relationship management based on technologies that support (CRM), supply chain management (SCM), these open standards. Companies can enterprise resource planning (ERP), and use this foundation to implement and exchanges and portals, SAP continues combine all types of applications easily to invest in technologies that protect and flexibly – both SAP systems and our customers’ software investments solutions from other providers. This leaves and ensure the success of a customers free to use any combination “best-run business.” of products, whatever they require that 2 SAP Annual Report 2001 Hasso Plattner Henning Kagermann best meets their needs. SAP stands Along these same lines, we have extended We have confirmed our excellent position ready with an offering that includes our applications for CRM, SCM, and and the perspectives look very good. both complete solutions and customer- product lifecycle management (PLM) to We could very well see a repeat of our specific applications. support collaboration in heterogeneous global success in the early 1990s, back IT environments. And because all of when we wrote the book on ERP software. It is important to also note that these new applications can only be employees of our customers see the implemented when integrated in a world differently from their IT department. strong back end, it’s no surprise that They aren’t interested in knowing which the traditional ERP market, which SAP Sincerely, software products were implemented already dominates, is marked for growth. and how they work together. What employees want is individualized access Today, SAP is a leader in solutions both to the information they need for their for portals and exchanges, and for SCM, role in the company, available using an PLM, ERP, and important areas of CRM. intuitive and personalized user interface. But our leadership is not only in market Portals are the best answer to this share. An important measure of our Hasso Plattner challenge, which is why we bought success is our own requirement that the Co-chairman and CEO, SAP AG one of the leading providers of portal mySAP.com solutions are of the highest technologies, TopTier, last year. We took quality and provide our customers with their knowledge and resources and the optimum solution. combined them with those of our teams dealing with business intelligence, Our entire business is focused on building knowledge management, and the and maintaining long-term relationships workplace. We also added the expert with our customers. We work closely with Henning Kagermann consultants in those areas to this new our customers because it gives us not Co-chairman and CEO, SAP AG company. All in all, we have created the only an enormous amount of critical real- leading provider of portals, SAP Portals. world experience, but also a feeling for what the market really wants. This ensures SAP also expanded its strategic our customers’ investments are safe for partnership with Commerce One, the the long-term and provides them with a specialist for electronic marketplaces substantial return on investment (ROI). on the Internet. We did this because we recognized that the technical basis We know that our success during this for integrating business processes difficult year was only possible due to across company boundaries is very the hard work of our global employees close to the technologies needed to run and management as well as that of our these electronic marketplaces. This customers and partners, all working is one of the first areas where Web toward a common goal. We’d like to take services are used. These are applications this opportunity to thank all of them.
Load more

Recommended publications
  • Case Study: Deutsche Bahn AG 2
    Case Study : Deutsche Bahn AG Deutsche Bahn on the Fast Track to Fight Co rruption Case Study: Deutsche Bahn AG 2 Authors: Katja Geißler, Hertie School of Governance Florin Nita, Hertie School of Governance This case study was written at the Hertie School of Governanc e for students of public po licy Case Study: Deutsche Bahn AG 3 Case Study: Deutsche Bahn AG Deutsche Bahn on the Fast Track to Fight Corru ption Kontakt: Anna Peters Projektmanager Gesellschaftliche Verantwortung von Unternehmen/Corporate Soc ial Responsibility Bertelsmann Stiftung Telefon 05241 81 -81 401 Fax 05241 81 -681 246 E-Mail anna .peters @bertelsmann.de Case Study: Deutsche Bahn AG 4 Inhalt Ex ecu tive Summary ................................ ................................ ................................ .... 5 Deutsche Bahn AG and its Corporate History ................................ ............................... 6 A New Manager in DB ................................ ................................ ................................ .. 7 DB’s Successful Take Off ................................ ................................ ............................. 8 How the Corruption Scandal Came all About ................................ ................................ 9 Role of Civil Society: Transparency International ................................ ........................ 11 Cooperation between Transparency International and Deutsche Bahn AG .................. 12 What is Corruption? ................................ ................................ ...............................
    [Show full text]
  • Financial Statements of RWE AG for the Fiscal Year 1999/2000 Financial Statements of RWE AG
    Financial Statements of RWE AG for the Fiscal Year 1999/2000 Financial Statements of RWE AG The financial statements and the management report of RWE AG for the fiscal year 1999/2000 are published in the Bundesanzeiger and filed with the Commercial Register at the Essen Local Court, HRB 193.The RWE AG management report is combined with the Group’s management report. It is published on pages 28 to 51 in our Annual Report. A collective listing of the investments of the Group and of RWE AG in accordance with section 285, no. 11, and section 313, subsection 2, nos. 1 to 4, of the German Commercial Code is filed with the Commercial Register at the Essen Local Court. Financial Statements of RWE AG 2 Balance Sheet 2 Income Statement 3 Notes 4 Proposal for the Appropriation of Profit 15 1 Auditors’ Report 16 Principal Investments 18 The Boards 21 Balance Sheet as at June 30, 2000 ASSETS (cf. notes) 06/30/2000 06/30/1999 E million E million Fixed assets (1) Financial assets 9,951 10,104 Current assets Accounts receivable and other assets (2) Accounts receivable from subsidiaries 3,791 2,574 Accounts receivable from investees 89 • Other assets 120 14 Securities (3) 2,715 388 Cash and cash equivalents (4) 1,514 1,020 Prepaid expenses (5) 17 15 18,197 14,115 2 EQUITY AND LIABILITIES (cf. notes) 06/30/2000 06/30/1999 E million E million Equity (6) Subscribed capital Common shares 1,211 1,210 Preference shares 129 210 1,340 1,420 (authorized capital E 19 million) (contingent capital E 51 million) Capital reserve 1,697 1,617 Retained earnings 910 1,850 Distributable profit 523 556 4,470 5,443 Special reserves with an equity portion (7) • • Provisions (8) Provisions for pensions and similar obligations 3,634 3,458 Tax provisions 505 1,354 Other provisions 477 500 Liabilities (9) Accounts payable for supplies and services 12 9 Accounts payable to subsidiaries 4,715 3,220 Accounts payable to investees 4,271 – Other liabilities 113 131 18,197 14,115 •) negligible amount Income Statement for the year ended June 30, 2000 (cf.
    [Show full text]
  • Annual Report 2000 Higher Transport Performance We Were Able to Increase Our Transport Performance in Passenger and Freight Transport Significantly in 2000
    Annual Report 2000 Higher Transport Performance We were able to increase our transport performance in passenger and freight transport significantly in 2000. Positive Income Development Our operating income after interest improved by € 286 million. Modernization of Deutsche Bahn AG A comprehensive fitness program and the expansion of our capital expenditures will pave the way to our becoming an even more effective railway. Key figures Change in € million 2000 1999 in % Revenues 15,465 15,630 – 1.1 Revenues (comparable) 15,465 14,725 + 5.0 Income before taxes 37 91 – 59.3 Income after taxes 85 87 – 2.3 EBITDA 2,502 2,036 + 22.9 EBIT 450 71 + 533.8 Operating income after net interest 199 – 87 + 328.7 Return on capital employed in % 1.6 0.3 – Fixed assets 34,671 33,495 + 3.5 Total assets 39,467 37,198 + 6.1 Equity 8,788 8,701 + 1.0 Cash flow (before taxes) 2,113 2,107 + 0.3 Gross capital expenditures 6,892 8,372 – 17.7 Net capital expenditures 1) 3,250 3,229 + 0.7 Employees (as of Dec 31) 222,656 241,638 – 7.9 Performance figures Change Passenger Transport 2000 1999 in % Passengers DB Reise&Touristik million 144.8 146.5 – 1.2 DB Regio million 1,567.7 1,533.6 + 2.2 Total million 1,712.5 1,680.1 + 1.9 Passenger kilometers DB Reise&Touristik million pkm 2) 36,226 34,897 + 3.8 DB Regio million pkm 2) 38,162 37,949 + 0.6 Total million pkm 2) 74,388 72,846 + 2.1 Train kilometers DB Reise&Touristik million train-path km 175.9 177.5 – 0.9 DB Regio million train-path km 563.9 552.4 + 2.1 Total million train-path km 739.8 729.9 + 1.4 Freight Transport
    [Show full text]
  • View Annual Report
    Financial Calendar Three-year overview of Fraport Group’s May 28, 2002: 1st Quarter Interim Report consolidated key performance data June 26, 2002: Annual General Meeting June 27, 2002: Dividend Payment Traffic figures Frankfurt Airport August 22, 2002: 1st Half Interim Report, 1999 2000 2001 2000/2001 Annual Report 2001 1 Press Conference, change in % Analysts Conference Passengers (millions) 45.9 49.4 48.6 – 1.6 Continuing Development and Growth Airfreight (thousand tonnes) 1,428.1 1,589.4 1,494.1 – 6.0 November 28, 2002: 3rd Quarter Interim Report Airmail (thousand tonnes) 138.9 141.0 141.1 0.1 Aircraft movements (thousands)2 439.1 458.7 456.5 – 0.5 MTOWs (thousand tonnes) 23,764.5 25,370.4 25,564.5 0.8 Seat load factor (in %) 68.4 69.8 68.2 1 Rate of change based on unrounded numbers. 2 Excluding military flights. Investor Relations Tel.: +49 (0) 69-690-74842 Fax: +49 (0) 69-690-74843 Revenues and profit Fraport Group E-Mail: [email protected] in € millions 1999 2000 2001 2000/2001 change in % www.fraport.de Revenues 1,374.9 1,536.2 1,580.6 2.9 Total revenues 1,415.2 1,620.8 1,713.8 5.7 EBITDA 440.3 533.5 507.2 – 4.9 EBIT 260.8 329.9 235.2 – 28.7 Profit from ordinary Imprint operations 198.8 265.9 170.2 – 36.0 Profit for the year 79.7 129.0 101.1 – 21.6 Publisher: Fraport AG Frankfurt Airport Services Worldwide Press and Publications (VSP) Key profitability data Fraport Group 60547 Frankfurt am Main, Germany in % 1999 2000 2001 Text and design: Return on revenues 13.7 16.6 10.3 Charles Barker GmbH, EBITDA margin 32.0 34.7
    [Show full text]
  • Hauptversammlung 2012 Die Kandidaten Für Die Aufsichtsratswahl Pekka Ala-Pietilä
    Das Aktionärsmagazin der SAP SAP INVESTOR Hauptversammlung 2012 Die Kandidaten für die Aufsichtsratswahl Pekka Ala-Pietilä Pekka Ala-Pietilä ist Vorsitzender des Verwaltungsrats und Mitgründer der Blyk Ltd., einem Un- ternehmen für mobile Medien. Vor seiner Tätigkeit bei Blyk Ltd. war er über 20 Jahre in leitender Funktion bei Nokia, darunter von 1992 bis 1998 als Leiter der Mobilfunksparte und von 1999 bis 2005 als Präsident von Nokia und Leiter des Ressorts Customer Market Operations. Ala-Pietilä ist Mitglied des Aufsichtsrats der SAP AG und seit 2011 Vorsitzender des Verwaltungsrats der Solidium Oy, einer staatseigenen finnischen Holding und Hauptaktionärin von zwölf börsenno- tierten Unternehmen. Darüber hinaus ist er Ehrenmitglied der Finnischen Designervereinigung Ornamo. Pekka Ala-Pietilä studierte Wirtschaftswissenschaften an der Helsinki School of Econo- mics and Business Administration und ist Ehrendoktor in Technologie der Universität Tampere und Ehrendoktor in Naturwissenschaften der Universität Helsinki. Er ist Ritter erster Klasse des Ordens der Weißen Rose, der höchsten Auszeichnung der Republik Finnland. Mitgliedschaften in anderen gesetzlich zu bildenden Aufsichtsräten: ■ Verwaltungsrat der CVON Innovation Services Oy, Turku/Finnland (Vorsitz) ■ keine ■ Verwaltungsrat der CVON Future Limited, London/Großbritannien ■ Verwaltungsrat der Blyk Services Oy, Helsinki/Finnland (Vorsitz) Mitgliedschaften in vergleichbaren in- und ausländischen ■ Verwaltungsrat der Blyk (NL) Ltd., London/Großbritannien (Vorsitz) Kontrollgremien:
    [Show full text]
  • 2001 Annual Report
    Record High in Passenger Transport At 74.5 billion pkm, passenger transport performance showed a slight increase over the previous year’s record result – even though EXPO services were discontinued. We once again gained market share. Positive Development in Revenues Despite the difficult economic environ- ment, we were able to increase revenues Deutsche Bahn AG by 1.7% to € 15.7 billion in 2001. Potsdamer Platz 2 D-10785 Berlin Germany Annual Report 2001 Restructuring, Performance, Growth http://www.bahn.de We have a clear strategy and an intensive capital expenditures program for modernizing Deutsche Bahn and getting it in shape for the future. Deutsche Bahn AG Annual Report 2001 185mm 216mm 10,5mm 216mm 185mm Record High in Passenger Transport At 74.5 billion pkm, passenger transport performance showed a slight increase over the previous year’s record result – even though EXPO services were discontinued. We once again gained market share. Positive Development in Revenues Despite the difficult economic environ- ment, we were able to increase revenues Deutsche Bahn AG by 1.7% to € 15.7 billion in 2001. Potsdamer Platz 2 D-10785 Berlin Germany Annual Report 2001 Restructuring, Performance, Growth http://www.bahn.de We have a clear strategy and an intensive capital expenditures program for modernizing Deutsche Bahn and getting it in shape for the future. Deutsche Bahn AG Annual Report 2001 185mm 216mm 10,5mm 216mm 185mm DB Group: An Overview Eight-Year-Summary Management Board Deutsche Bahn Group Eight-Year-Summary Key figures Change in €
    [Show full text]
  • Deutsche Bahn Facts & Figures 2007
    Deutsche Bahn Facts & Figures 2007 DB GROUP’S BUSINESS APPROACH DB GROUP PASSENGER TRANSPORT TRANSPORT AND LOGISTICS INTEGRATED SYSTEMS RAIL INFRASTRUCTURE AND SERVICES DB’S MISSION STATEMENT. 1/2 ON TRACK FOR TOMORROW. WHO ARE WE? WE ARE A LEADING MOBILITY AND LOGISTICS COMPANY. We have successfully modernized our company and positioned it for a promising future. We transport people and goods in end-to-end mobility and logistics chains. We continuously develop mobility and logistics solutions – locally, nationally and globally – as an inte- grated company with our strong railway at its core. We structure and operate the transport networks of the future – on land, sea and in the air. You will find the second part of our mission statement on the inside back cover. 1 CONTENTS 2 Chairman’s Letter 8 Organizational Structure of DB Group 10 The Boards of Deutsche Bahn AG 12 2007 Financial Year 12 Key Performance Figures 13 Key Financial Figures 14 Segment Information 15 Rating Value Management 16 Employees 17 Group Divisions 17 Passenger Transport 24 Transport and Logistics 27 Infrastructure and Services 30 10-year Summaries 30 Rail Performance Figures Employees 32 Consolidated Statement of Income Value Management / Operating Profit Measures 34 Cash Flow / Capital Expenditures Asset and Capital Structure 36 Contact Addresses 40 Service Numbers Financial Calendar Imprint HARTMUT MEHDORN CEO AND CHAIRMAN OF THE MANAGEMENT BOARD OF DEUTSCHE BAHN AG Dear ladies and gentlemen, Deutsche Bahn Group and its business units again continued to move ahead in 2007 as we took another step towards realizing our goal of becoming the world’s leading mobility and logistics company.
    [Show full text]
  • Deutsche Bahn 2008 Annual Report at a GLANCE
    Deutsche Bahn 2008 Annual Report AT A GLANCE Selected key figures 2008 2007 Change absolute % Key financial figures (€ million) Revenues 33,452 31,309 + 2,143 + 6.8 Revenues comparable 32,478 31,309 +1,169 + 3.7 Profit before taxes on income 1,807 2,016 – 209 –10.4 Net profit for the year 1,321 1,716 – 395 – 23.0 EBITDA adjusted 5,206 5,113 + 93 +1.8 EBIT adjusted 2,483 2,370 +113 + 4.8 Non-current assets as of Dec 31 42,353 42,046 +307 + 0.7 Current assets as of Dec 31 5,840 6,483 – 643 – 9.9 Equity as of Dec 31 12,155 10,953 +1,202 +11.0 Net financial debt as of Dec 31 15,943 16,513 – 570 – 3.5 Total assets as of Dec 31 48,193 48,529 –336 – 0.7 Capital employed 27,961 27,393 +568 + 2.1 ROCE 8.9% 8.7% – – Redemption coverage 22.5% 21.1% – – Gearing 131% 151% – – Net capital expenditures 6,765 6,320 + 445 +7.0 Gross capital expenditures 2,599 2,060 +539 +26.2 Cash flow from operating activities 3,539 3,364 +175 +5.2 Key performance figures Rail passenger transport Passengers (million) 1,919 1,835 + 84 + 4.6 Volume sold (million pkm) 77,791 74,792 + 2,999 + 4.0 Volume produced (million train-path km) 686.8 694.1 –7.3 –1.1 Rail freight transport Freight carried (million t) 378.7 312.8 + 65.9 + 21.1 Volume sold (million tkm) 113,634 98,794 +14,840 +15.0 Capacity utilization (t per train) 488.3 481.4 + 6.9 +1.4 Rail infrastructure Train kilometers on track infrastructure (million train-path km) 1,043 1,050 – 7 – 0.7 thereof non-Group customers (161.5) (146.6) (+14.9) (+10.2) Station stops (million) 143.1 142.8 + 0.3 + 0.2 thereof non-Group
    [Show full text]
  • Annual General Meeting of Shareholders 2012 Candidates for Supervisory Board Election Pekka Ala-Pietilä
    SAP Shareholder Magazine SAP INVESTOR Annual General Meeting of Shareholders 2012 Candidates for Supervisory Board election Pekka Ala-Pietilä Pekka Ala-Pietilä is CEO and co-founder of Blyk Ltd., a mobile media company. Prior to that, he spent over 20 years in Nokia senior management: from 1992 to 1998 as President of Nokia Mobile Phones, and most recently, from 1999 through 2005, as President of Nokia Corpora- tion and Head of Customer Market Operations. Pekka Ala-Pietilä currently serves on the SAP Supervisory Board, and since 2011 he has been the chairman of the Board of Solidium Oy, a state-owned Finnish holding company that is a major shareholder in 12 listed companies. He is an honorary member of Ornamo, the Finnish Association of Designers. Pekka Ala-Pietilä read economics at the Helsinki School of Economics and Business Administration. He holds an honorary doctorate of Technology from Tampere and an honorary doctorate of Science from Helsinki. He is also a first class knight of the Order of the White Rose of Finland. Membership of other supervisory boards required by law: ■ Board of Directors of CVON Future Limited, London, UK ■ Board of Directors of Blyk Services Oy, Helsinki, Finland (Chairman) ■ none ■ Board of Directors of Blyk (NL) Ltd., London, UK (Chairman) ■ Board of Directors of Blyk (DE) Ltd., London, UK (Chairman) Membership of comparable controlling bodies in Germany and abroad: ■ Board of Directors of Blyk (ES) Ltd., London, UK (Chairman) ■ Board of Directors of Blyk (BE) Ltd., London, UK (Chairman) ■ Board of Directors
    [Show full text]
  • Sehr Geehrte Damen Und Herren
    Rede der CDU-Fraktionsvorsitzenden im Stuttgarter Gemeinderat, Iris Ripsam, beim CDU-Neujahrsempfang am 21. Januar 2009 im Stuttgarter Rathaus (es gilt das gesprochene Wort) Meine sehr verehrten Damen und Herren, liebe Gäste, zum Neujahrsempfang von CDU-Gemeinderatsfraktion und CDU- Kreisverband begrüße ich Sie sehr herzlich. Es ist uns eine Freude, dass Sie unserer Einladung gefolgt sind. Ich hoffe, Sie sind alle gut ins neue Jahr gestartet. Ich wünsche Ihnen, selbst wenn wir uns ja, zumindest gefühlsmäßig, bereits mitten im Jahr 2009 befinden, ein gutes, ein gesundes und erfolgreiches Neues Jahr. Erfolgreich soll 2009 selbstverständlich auch im politischen Sinne werden. Wir als CDU haben viel vor in diesem Jahr – wir wollen bei der Kommunalwahl im Juni 2009 wieder stärkste Kraft werden und unsere Stärke im Stuttgarter Gemeinderat weiter ausbauen. Ein erfolgreiches Abschneiden wünschen wir uns ebenso für die in diesem Jahr anstehende Bundestagswahl. Für diese politischen Ziele arbeiten wir. Schauen wir auf das alte Jahr zurück, sticht unter den besonderen Ereignissen die internationale Finanzkrise heraus. Sie wird uns auch in diesem Jahr verfolgen. Von einem Finanztsunami spricht man sogar. Und in der Tat, die Welle der Finanzmisere ist von den USA auf die heimische Wirtschaft übergeschwappt. Hiesige Banken sind davon 2 betroffen genauso wie die heimische Autoindustrie, die in der Region Stuttgart mit allen in dieser Branche tätigen Unternehmen eine große Rolle spielt, nicht zuletzt als bedeutender Arbeitgeber. Die Politik, die Kommunalpolitik eingeschlossen, ist gefordert, hier ihren Teil zur Milderung der Wirtschaftsmisere beizutragen. Doch auch hier heißt es wie so oft, den Teufel nicht an die Wand malen. Stuttgart ist eine wirtschaftsstarke Region – hier wird solide und verantwortungsvoll gewirtschaftet, was hilft, so manche gefährliche Klippe erfolgreich umschiffen zu können.
    [Show full text]
  • E-News N40 Coul.Qxp
    THE ELECTRONIC NEWSLETTER OF THE INTERNATIONAL UNION OF RAILWAYS n°40 - 02nd February 2007 UIC Governance Hartmut Mehdorn, DB Chairman, is elected as Chairman of the UIC European Regional Assembly The three Vice-Chairmen will be Anne-Marie Idrac (SNCF), Bert Klerk (ProRail, EIM) and Ad Veenman (NS, CER) Anne-Marie Idrac appointed as UIC Vice-Chairman The first meeting of the UIC European Regional Assembly held on 31 January in Brussels. The first meeting of the UIC European Regional Assembly was held on 31 January in Brussels. This Regional Assembly has been set up as part of the new governing structure of the worldwide rail association chaired since January 2007 by Jay Prakash Batra, Chairman of the Board of Indian Railways (IR). The new organisational structure will see UIC’s activities expand on two levels: G at world level for projects involving the whole UIC membership; G at regional level for collaborative projects concerning railways from a given geographical region (Regional Assemblies have been or are being set up for Europe, Africa, the Middle East, Asia, North America and South America). The European Regional Assembly brings together UIC’s 104 European members (integrated companies, infrastructure managers, operators and service providers). Its remit will be to define and structure UIC’s role and programme of work in all the projects and activities with a European dimension at the level of company Chairmen and Chief Executives. The European Regional Assembly will act alongside other European rail associations (CER, EIM, ERFA etc) and will pro- vide these with the necessary technical expertise.
    [Show full text]
  • Die Wahre Bilanz 2010 Der DB AG: Was Rüdiger Grube Lieber
    Die wahre Bilanz 2010 der DB AG: Was Rüdiger Grube lieber verschweigt Der alternative Geschäftsbericht des Bündnisses Bahn für Alle (BfA) Einleitung Die offizielle Bilanz der Deutschen Bahn AG für das vergangene Jahr 2010 weist wie seit vielen Jahren glänzende Zahlen auf. Hinsichtlich der 2010er Ergebnisse heißt es: Die Krise sei überwunden; man gehe sogar gestärkt aus derselben hervor. Wir kennen das alles. Und wir wollen hier der Rede von Rüdiger Grube nicht vorgreifen. Wir möchten allerdings dazu ermutigen, nicht nur die schönen Grafiken anzuschauen, die auf der Jahresbilanz-Pressekonferenz der Deutschen Bahn AG und in dem neuen Ge- schäftsbericht präsentiert werden, sondern auch darüber nachzudenken und dazu zu recherchieren, wie diese Zahlen eigentlich zustande kommen und was sie für den täg- lichen Bahnbetrieb – für die Fahrgäste, für die Beschäftigten – bedeuten. Schon in früheren „Wahren Bilanzen“ zu den Bilanzpressekonferenzen haben wir im- mer wieder darauf hingewiesen, dass die Substanz der Bahn aufgrund der verminder- ten Investitionen und des Fahrens auf Verschleiß leide. Dass diese Ängste alles andere als unbegründet waren, wurde gerade in den letzten zwei Jahren immer deutlicher. Hier nur die folgenden Stichworte: Die Achsprobleme seit 2008, das S-Bahn-Chaos in Berlin, defekte Klimaanlagen im Sommer 2009, ein völliger Zusammenbruch des Zugverkehrs in den Winterperioden 2009/2010 und 2010/2011, eine ICE-Tür als Wurfgeschoss, das Zugunglück in Hordorf uvm. Viele der Zahlen leuchten bei näherem Hinsehen nicht mehr so rosarot
    [Show full text]