DOCSLIB.ORG

1. Mission, Vision and Objectives of the Unipetrol Group

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
1. Mission, Vision and Objectives of the Unipetrol Group 1. Mission, vision and objectives of the Unipetrol Group Introduction Unipetrol is the leading refinery and petrochemical group in the Czech Republic and a major player in Central and Eastern Europe; since 2005 it has been part of Central Europe’s largest refining and petrochemical group, PKN Orlen. Unipetrol Mission: We strive to ensure long-term and permanent value growth for our shareholders. We want to achieve this by focusing on three strategic business segments: • Crude oil refining and wholesale • Petrochemical production • Retail distribution of motor fuels The company’s main goals in 2009 One of the top priorities will be to increase profitability through strict cash management and working capital reductions. With regard to the current economic crisis, the management of Unipetrol is preparing further operating cost cuts and capital expenditure reductions. The company is planning to modify its product portfolio, which will feature fewer types of polyethylene and polypropylene, and to enter into product swaps with PKN Orlen. Unipetrol also intends to launch fuels with a higher added value, such as aviation fuel kerosene, and promote a more competitive pricing policy. Other goals include completion of the expansion of available capacities and production volumes. Code of Conduct The members of the Unipetrol Group are aware of their responsibility to all the stakeholders – their employees, customers, shareholders, trade and social partners, and the public. Therefore, with the Code of Conduct we commit to clear principles, which form the basis for our business and social conduct and for forming corporate culture in the Unipetrol Group companies. The Unipetrol Group observes laws, directives, internal policies, and ethical values in all business areas. We respect international, national and local regulations–those that are directly binding as well as those to which we commit voluntarily, such as the principles of corporate governance. These are primarily provisions that set out safety and environmental standards for facilities and their operation, describing the requirements for the quality of products and services, defining conduct in markets, and regulating conduct and practices. The UNIPETROL Group considers it to be its priority to observe such standards and operate exclusively within their limits. The conduct of Unipetrol employees is always and under all circumstances legal, ethical, transparent, and compliant with the law and Unipetrol values. All procedures and activities are based on the best practices of corporate governance and operating excellence and emphasise safety and environmental protection. All customers (external and internal) of the Unipetrol Group have the right to the best quality products and services respecting ethical principles. The Code of Conduct is linked to the applicable laws of the Czech Republic and internal policies of the company and defines the basic rules of conduct for Unipetrol employees. 1 WorldReginfo - fb90fe51-50c8-4c2a-bafd-299d5f9111de Application of corporate governance rules The Unipetrol Group continuously strives to maintain long-term and transparent relationships with its shareholders and investors as part of its strategic objectives. Unipetrol Group management follows the Corporate Governance Code. The Corporate Governance Code is based on OECD Principles, the provisions of which the Company satisfies in all material respects. The General Meeting held on 26 June 2008 approved modifications to the Company’s Articles of Association. The changes were made to improve the efficiency of corporate governance and for the purpose of adopting certain OECD recommendations concerning corporate governance best practice. The changes concern, for example, the rules for the decision-making of the Supervisory Board and the Board of Directors. One of the changes is intended to prevent any possibility of conflicts of interest arising. The number of Supervisory Board members was reduced from twelve to nine. 2. Profile The Unipetrol Group operates refineries and petrochemical production facilities and sells and distributes fuels in the Czech Republic and the Central European region. The Group companies focus primarily on the production and sale of refinery products, chemical and petrochemical products, polymers, fertilizers, and specialty chemicals. The Group also operates its own transport services and finances in-house research and development. Unipetrol is the leading refinery and petrochemical group in the Czech Republic and a major player in Central and Eastern Europe; since 2005 it has been part of Central Europe’s largest refining and petrochemical group, PKN Orlen. The Group’s major companies in 2008 were the following subsidiaries: As at 31 December 2008 UNIPETROL RPA, s.r.o. BENZINA, s.r.o. PARAMO, a.s. ČESKÁ RAFINÉRSKÁ, a.s. Historical milestones 1994 The formation of Unipetrol, a.s. fulfilled one of the conceptual objectives of the privatisation of the Czech petrochemical industry. Unipetrol was intended to combine selected Czech petrochemical firms in a group capable of competing with strong international groups. With 63% of the shares, the Czech State was the company’s majority shareholder, represented by the National Property Fund. Investment funds and minority shareholders owned the rest of the shares. Under the original concept, the State’s interest in the company was to be privatised. Unipetrol gradually integrated Kaučuk, Chemopetrol, Benzina, Paramo, Koramo, Česká rafinérská, Unipetrol Trade, Spolana and Unipetrol Rafinérie public companies. 1996 The refineries of Chemopetrol in Litvínov and of Kaučuk in Kralupy were demerged and included in Česká rafinérská. 2003 2 WorldReginfo - fb90fe51-50c8-4c2a-bafd-299d5f9111de Koramo and Paramo merged, with Paramo becoming the successor company. From that year on, Česká rafinérská has operated as a processing refinery, or cost centre of its processors. 2004 Agreement on the sale of 63% of Unipetrol shares was executed between PKN Orlen and the National Property Fund. 2005 In 2005 the privatisation process of Unipetrol was completed and consequently the company became a crucial part of one of the largest refinery and petrochemical groups in Central Europe, PKN Orlen. 2006 Majority interest in the Spolana subsidiary was sold to Zaklady Azotowe ANWIL of Poland. 2007 The Kaučuk subsidiary was sold to Firma Chemiczna Dwory of Poland. A new subsidiary, Unipetrol Services, started operations. Unipetrol Doprava, Benzina and Petrotrans changed their legal form from public limited companies to limited liability companies. Butadien Kralupy was founded, its shareholders being Unipetrol (51%) and Kaučuk (49%). The Chemopetrol and Unipetrol Rafinérie subsidiaries were combined with Unipetrol RPA. Unipetrol purchased shares representing a 0.225% interest in the share capital of Česká rafinérská from ConocoPhillips. Unipetrol acquired 14.51% of Paramo shares from MEI Group companies. The largest maintenance shutdown in the company’s history took place. 2008 Settlement of the sale of Agrobohemie and Synthesia shares based on share purchase agreements between Unipetrol and Deza. Unipetrol owned 50% of Agrobohemie shares and 38.79% of Synthesia shares. The purchase price for 47,000 Agrobohemie shares totalled CZK 503 million. The purchase price for 27,977,162 shares of Synthesia totalled CZK 680 million. Unipetrol’s ordinary general meeting has decided to pay dividends from retained earnings of previous years. 2009 The group has paid compensation to minority shareholders and acquired a 100% interest in Paramo. 3 WorldReginfo - fb90fe51-50c8-4c2a-bafd-299d5f9111de 3. Key financial data of the Unipetrol Group Indicator 2007 2008 restated 2006 2005 2004 Structure of assets and liabilities (in CZK thousand) Total assets 58,696,075 66,070,865 71,906,988 76,441,640 72,143,595 Non-current assets (Long- term assets) 38,889,978 38,052,157 39,781,307 48,989,591 47,859 ,137 Current assets 19,806,097 28,018,708 32,125,681 27,452,049 24,284,458 Shareholders‘ equity 38,912,840 42,112,397 41,160,194 39,695,630 33,421,531 Liabilities 19,783,235 23,958,468 30,746,794 36,746,010 38,722,064 Structure of profit/loss (in CZK thousand) Revenues 98,143,951 88,462,174 93,698,270 80,946,337 71,097,589 EBITDA (EBIT + depreciation) 4,480,503 8,297,652 7,825,742 9,505,133 11,919,030 Operating profit (EBIT) 1,002,619 4,812,047 3,779,929 5,279,069 5,846,248 Income tax 44,554 -649,821 -1,496,389 -893,876 -1,210,723 Profit of shareholders of the parent company 64,530 1,210,010 1,599,827 3,428,573 3,639,453 Financial indicators ROACE 1.81 % 8.37 % 6.23 % 7.90 % 9.00 % Earnings per share 0.36 6.67 8.82 19 20 Net debt / shareholders‘ equity 8.36 % 3.71 % 12.00 % 30.10 % 51.80 % CZK / USD – end of period 19.346* 18.078* 20.876 24.588 22.365 CZK / EUR – end of period 26.93* 26.62* 27.495 29.005 30.465 * ex. rate valid as at 31.12.2008 and 31.12.2007 www.cnb.cz 4. Highlights of the year 2008 JANUARY January 18, 2008 Unipetrol settled its obligations to DEZA arising from an agreement on the out-of-court settlement of a dispute over shares in Agrobohemie and Synhtesia, which was signed in October 2007. January 29, 2008 Early in the year, Česká rafinérská launched, as a test run, the mixing of bioethanol into automobile gasoline at the Litvínov. 4 WorldReginfo - fb90fe51-50c8-4c2a-bafd-299d5f9111de MARCH March 3, 2008 Benzina launched its campaign ”We Change with the Times“, introducing Benzina as a stable brand that has a long history and can keep up with modern times. March 12, 2008 The polyethylene production unit of Unipetrol RPA produced its four millionth ton of polyethylene. March 14, 2008 In the first half of March, Česká rafinérská carried out a short-term shutdown of a part of its facilities. During the shutdown, the company replaced hydro-refining catalysts and regenerated the catalyst in the catalytic reforming unit.
Load more

Recommended publications
  • MOL Hungarian Oil and Gas Public Limited Company EUR 750,000,000 2.625 Per Cent
    MOL Hungarian Oil and Gas Public Limited Company EUR 750,000,000 2.625 per cent. Notes due 2023 Issue Price: 99.214 per cent. The EUR 750,000,000 2.625 per cent. Notes due 2023 (the Notes) are issued by MOL Hungarian Oil and Gas Public Limited Company (the Issuer or MOL). Unless previously redeemed or cancelled, the Notes will be redeemed at their principal amount on 28 April 2023 (the Maturity Date). The Notes will bear interest from and including 28 April 2016 (the Issue Date) at the rate of 2.625 per cent. per annum. Interest on the Notes will be payable annually in arrear on 28 April in each year, commencing on 28 April 2017 . Payments on the Notes will be made in euro. The Issuer may, at its option, redeem all, but not some only, of the Notes at any time at par plus accrued interest, in the event of certain tax changes as described under Condition 7.2 (Redemption for Taxation Reasons). A holder of Notes may, upon the occurrence of a Change of Control as described in Condition 7.3 (Redemption at the option of the Noteholders), require the Issuer to redeem the Notes at par plus accrued interest. The Notes mature on 28 April 2023. This prospectus (the Prospectus) has been approved by the Central Bank of Ireland, as competent authority under Directive 2003/71/EC (which includes the amendments made by Directive 2010/73/EU) (the Prospectus Directive). Such approval relates only to Notes which are to be admitted to trading on a regulated market for the purposes of Directive 2004/39/EC and/or which are to be offered to the public in any Member State of the European Economic Area.
    [Show full text]
  • 1 Understanding the Illiberal Turn: Democratic Backsliding in The
    Understanding the illiberal turn: Democratic backsliding in the Czech Republic* For two decades after the collapse of communism, scholars tended to identify a trend of democratic progress on the part of states in East Central Europe joining the European Union (EU). There were setbacks and, crucially, tremendous variation in how – and how well – democratic institutions and party competition developed over time. This included such basic anchors of democracy as political liberties and the rule of law. Still, the broad picture was one of democratic progress. Today, perhaps echoing broader political trends in the wider transatlantic world (Levitsky and Ziblatt 2018), the narrative of progress in the region is dead, replaced by democratic backsliding – and even sliding into authoritarianism. What is especially jarring is that early standard bearers of democratisation in the region – Hungary and Poland – are leading the way. Moreover, since coming to power, the Hungarian and Polish ruling parties have had a remarkably similar playbook centred on concentrating political and economic power in the name of the nation. Scholars today tend to observe democratic difficulties across East Central Europe through the prism of these two states, viewing other states in the region as a kind of Hungary or Poland writ small (Mueller 2014). Our goal is to explore to what extent political developments in another key frontrunner in post-communist democratisation, the Czech Republic, fit this backsliding mould. Our analysis centres on the ANO movement, founded in 2011 and led by the billionaire Andrej Babiš. ANO broke through in the October 2013 Czech elections, * We would like to thank Lenka Buštíková, Béla Greskovits, Tim Haughton, and Solveig Richter for their helpful comments on earlier versions of this article.
    [Show full text]
  • Joint Report 2020
    Joint report 2020 on occupational health, safety and environmental protection Contents 1. Introducing the ORLEN Unipetrol Group .............................................................................3 2. Important milestones of the ORLEN Unipetrol Group in 2020 ...........................................................3 3. Role of employees ...............................................................................................3 4. Communication with the public ....................................................................................4 5. Integrated management systems policy ..............................................................................4 6. Integrated management systems ...................................................................................4 7. Responsible Business in Chemistry programme – Responsible Care. 5 8. Compliance with environmental protection regulations .................................................................5 9. Integrated pollution prevention. 6 10. Overview of valid integrated operating permits ......................................................................7 11. Emissions into the environment ....................................................................................7 11.1 Wastewater discharge .....................................................................................7 11.2 Waste management .......................................................................................9 11.3 Air protection. .11 11.4 CO2 emissions and emission allowances
    [Show full text]
  • Case No COMP/M.6891 - AGROFERT/ LIEKEN
    EN Case No COMP/M.6891 - AGROFERT/ LIEKEN Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 15/05/2013 In electronic form on the EUR-Lex website under document number 32013M6891 Office for Publications of the European Union L-2985 Luxembourg EUROPEAN COMMISSION Brussels, 15.5.2013 In the published version of this decision, some information has been omitted pursuant to Article 17(2) of Council Regulation (EC) No 139/2004 C(2013) 2930 final concerning non-disclosure of business secrets and other confidential information. The omissions are PUBLIC VERSION shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a general description. MERGER PROCEDURE To the notifying party: Dear Sir/Madam, Subject: Case No COMP/M.6891 – AGROFERT/ LIEKEN Commission decision pursuant to Article 6(1)(b) of Council Regulation No 139/20041 (1) On 8 April 2013, the European Commission received notification of a proposed concentration pursuant to Article 4 of the Merger Regulation by which the undertaking AGROFERT Holding a.s. ("Agrofert", Czech Republic) acquires within the meaning of Article 3(1)(b) of the Merger Regulation sole control over LIEKEN AG ("Lieken", Germany), currently controlled by Barilla group, by way of purchase of shares.2 Agrofert and Lieken are jointly referred to as the "Parties". 1. THE PARTIES AND THE CONCENTRATION (2) Agrofert is a Czech company with a wide range of activities which can be attributed to four different sectors: (i) agriculture, (ii) food, (iii) chemicals, and (iv) "diverse" activities, such as media.
    [Show full text]
  • Joint Report 2019
    JOINT REPORT 2019 ON OCCUPATIONAL HEALTH, SAFETY AND ENVIRONMENTAL PROTECTION Content 1. Introducing the Unipetrol Group ................................................... 3 2. Important milestones of the Unipetrol Group in 2019 ................................. 3 3. Role of employees ................................................................ 4 4. Communication with the public .................................................... 4 5. Integrated management systems policy ............................................. 4 6. Integrated management systems ................................................... 5 7. Responsible Care ................................................................. 5 8. Compliance with environmental protection regulations ................................ 6 9. Integrated pollution prevention .................................................... 6 10. Overview of valid integrated operating permits ...................................... 7 11. Emissions into the environment. 7 11.1 Wastewater discharge. 7 11.2 Waste management. .10 11.3 Air protection .............................................................11 11.4 CO2 emissions and emission allowances trading ...............................14 11.5 Other greenhouse gases ....................................................14 12. Management of primary raw materials and energy sources ...........................15 13. Environmental investments .......................................................18 14. Environmental operating costs ....................................................19
    [Show full text]
  • Annual Report 2020
    Annual Report 2020 ORLEN Unipetrol RPA s.r.o. 1 CONTENTS 1 CONTENTS ................................................................................................................... 2 2 COMPANY INFORMATION AND OVERVIEW OF ACTIVITIES ..................................... 3 2.1 EXECUTIVES ......................................................................................................... 4 2.2 MANAGEMENT ...................................................................................................... 4 3 FINANCIAL RESULTS ................................................................................................... 4 4 RISK MANAGEMENT .................................................................................................... 4 5 ANTICIPATED DEVELOPMENTS ................................................................................. 5 6 EVENTS AFTER THE BALANCE SHEET DATE ............................................................ 6 7 OTHER INFORMATION ................................................................................................. 6 7.1 REASEARCH AND DEVELOPMENT ...................................................................... 6 7.2 KEY ENVIRONMENTAL ACTIVITIES ..................................................................... 8 7.3 EMPLOYMENT RELATIONS .................................................................................. 9 7.4 SUBSIDIARIES AS OF 31 DECEMBER 2020 ........................................................10 7.5 INFORMATION ABOUT FOREIGN BRANCHES ...................................................11
    [Show full text]
  • We Are Ready to Grow
    We are ready to grow annual report 2007 KateŘina tyllerová Internal communication specialist, UNIPETROL, a.s. Annual Report 2007 UNIPETROL, a.s. We invest in the future To reach our goal and become a great company will depend on people and require some time. Front-page: DAVID MAREK, health and safety department specialist, UNIPETROL RPA, s.r.o. 2 3 Table of Content 4 Mission, vision and objectives 18 Letter from the Chairman of the 38 Management Report of the UNIPETROL Group Supervisory Board 67 The Company and its surroundings 5 Profile 20 Expected development, strategy and 78 Structure of the Group 8 Key financial data for the Group plans 84 Ownership interests 10 Highlights of the year 24 Company’s governing bodies and 12 Interview with the Chairman management Annual Report 2007 closing date: 29 April 2008 Through our activities we strive for ongoing and long-term growth of value for our shareholders. We aim to achieve this by focusing on three strategic business segments: Petrochemical production Motor Crude oil fuel retail processing and wholesale of refinery products 3 Annual Report 2007 UNIPETROL, a.s. 94 Complementary information as 147 Consolidated balance sheet 207 Explanatory Report required by the Act on Business 201 Report on Relations between 209 Terms and abbreviations used Activities on the Capital Market controlling and controlled parties 211 Identification and contact information 106 Auditor’s report for the shareholders and relations between the controlled of UNIPETROL, a.s. party and other companies controlled 109 Non-consolidated income statement by the same controlling party Mission We will always offer our customers the best quality products and services.
    [Show full text]
  • Informality Reigns the Country: the Case of the Czech Republic1
    inForMALitY reiGns tHe CoUntrY: tHe CAse oF tHe CZeCH rePUBLiC1 Nicole Gallina Criminal networks have infiltrated the Czech justice system. Czech Security Information Services BIS, 2007 Abstract: This work focuses on informal politics for the political elite level in the Czech Republic and proposes an actor-based view. It considers the relationship between formal and informal structures and the functions of informality. I analyse areas highly affected by informality: the justice system and anti-corruption agencies as well as state ministries and state monopolies distributing large amounts of money, and identify patterns of informality. Additionally, the work shows the effect of informality for the European level. The work concludes with a rather pessimistic view on the effects of informal politics in a democratic country. Keywords: Informality, Political Elite, Justice System, (anti-)Cor- ruption, the Czech Republic Introduction At least 200 Czech state prosecutors sighed with relief at the end of October 2010: Finally, the general state prosecutor, Renata Ves- ecká had resigned from her office. This would finally put an end to the instrumentalisation of the state prosecution. The destructive informal networks that had developed between the state prosecu- tion and politics had used the justice and political system for their personal gains, and impeded independent agencies from fulfilling their function as control institutions. The Czech Republic has some democratic traditions; however it is still a country in transition. One important aspect is that the for- malisation of politics and of the political system is outweighed in certain situations – for instance, should future possibilities arise to generate financial gain or power advantages.
    [Show full text]
  • Brožura AGROFERT EN 2018 – PDF, 5.4 MB
    02 AGROFERT 2018 AGROFERT GROUP 03 ECONOMY 06 GB PL DE CHEMICAL INDUSTRY 08 FOOD PRODUCTION 12 NL AGRICULTURE SK & PRIMARY PRODUCTION 16 US CH GROUND MACHINERY, HR FR TECHNOLOGIES & TRANSPORT 22 RO IT HU FORESTRY & TIMBER SECTOR 26 CZ ES FUELS & RENEWABLE ENERGY SOURCES 30 LOGISTICS 34 MEDIA 38 CORPORATE SOCIAL RESPONSIBILITY 42 BR AGROFERT GROUP 03 AGROFERT GROUP RU AGROFERT, spol. s.r.o was established on 25th January 1993 as a company focused on trade with fertilizers. At the time of its establishment the company had only four employees. The AGROFERT Group currently consists of 196 subsidiaries, 1 associate and 6 joint ventures, 27 companies have been excluded from consolidation. The AGROFERT Group companies are active in several sectors such as chemical, food, agricultural, ground machinery & tech- COUTRIES nology, forestry & timber, renewable energy sources and media. The shareholder´s equity 16 is 3.11 billion EUR. AGROFERT Group employs more than 32,000 people today and is the largest Czech private COMPANIES employer. According to the CZECH TOP 100 2018 ranking, AGROFERT is the third most important company in the Czech Republic. 230 AGROFERT is also the largest Czech and Slovak agricultural and food industry group, the second largest domestic chemical group, the second largest producer of nitrogen fertilizers EMPLOYEES in Europe and the group also ranks third among the largest domestic exporters. In terms of investments, AGROFERT is one of the largest investors in the Czech Republic, 32 730 Slovakia and Germany, and is also a major investor in Hungary. Entrepreneurial success of AGROFERT companies is based on long-term, stable relationships with business partners, on high-quality work of its employees, on the use of the skills of experts in individual fields, on the ability to respond flexibly to changing market environment and maximizing the use of synergies across areas of the Group’s business.
    [Show full text]
  • Weil, Gotshal & Manges
    PSG\JAN05\EP\K2_OVERVIEW(01).PPT Disposal of KAUCUK, a.s. Milestone in Restructuring of UNIPETROL Group Francois Vleugels – CEO, UNIPETROL, a.s. Dariusz Marzec – CIO, UNIPETROL, a.s. January 30, 2007 0 Agenda • UNIPETROL ongoing portfolio strategy Francois Vleugels, CEO, Unipetrol, a.s. • Disposal of KAUCUK, a.s. Dariusz Marzec, CIO, Unipetrol, a.s. 1 Asset Portfolio Strategy Expansion, Restructuring and Divestments Activities • UNIPETROL, a.s. (“UNIPETROL”) strategy UNIPETROL Portfolio Strategy focuses on core businesses to maximize the Keep and expand presence on the home value of its assets in the interest of the Czech market in core businesses shareholders Refining Petrochemicals • Processing of crude oil - to be kept and Fuel retailing successively expanded Potentially divest/cease production • Restructuring of retail assets with potential Ammonia, urea, acquisitions of other networks - a way to achieve Oxo-alcohols higher profitability and scale in fuel marketing Ethanol production Divest non-core assets • Keeping control and optimizing its petrochemical Specialty chemicals business Plastics processing • Heavy distillates processing business is being Agrochemicals restructured aiming at financial recovery and Subscale units and old technologies increase in profitability SBR and styrenics businesses 2 Clear Strategies for Key Assets in Priority Businesses Business Strategy • Increase of stake in Ceska rafinerska if other shareholders decide to divest their shareholdings Refining • Restoring financial stability of PARAMO
    [Show full text]
  • Přehled Vlastníků Top Médií
    PŘEHLED VLASTNÍKŮ TOP MÉDIÍ MARIANNE (FR), LE MONDE (49 %, FR), VERSION FEMINA, TISKÁRNY ART & DÉCORATION, TÉLÉ 7 PRAHA JOURS, FRANCE DIMANCHE, OSTRAVA ICI PARIS, PUBLIC (FR) CZECH INTERNATIONAL PRINT DANIEL PATRIK ROMAN MEDIA INVEST CENTER KŘETÍNSKÝ TKÁČ KORBAČKA 100% 50% 40% 10% 100% CZECH MEDIA INVEST 100% 100% 100% 49% 100% INFO.CZ CENTRAL CZECH NEWS CZECH RADIO CZECH INNOVATION PNS 27,02% ONLINE EUROPEAN CENTER CENTER LAB MEDIA BOOKS BLESK, AHA!, SPORT, E15, INFO.CZ EUROMEDIA HLEDEJCENY.CZ MAGICAL NEDĚLNÍ BLESK, NEDĚLNÍ 20% ZDROJ.CZ LUXOR BILETO.CZ ROOF AHA!, NEDĚLNÍ SPORT, BLESK MAGAZÍN TV, AHA! TV, SPORT MAGAZÍN, SPORT GÓÓÓL, REFLEX, ABC, SLUNÍČKO, 100% CZECH RADIO SERVICES JOJ FAMILY MATEŘÍDOUŠKA, SVĚT 100% 100% MOTORŮ, AUTO TIP, AUTO TIP KLASSIK, AUTO PROFI, BLESK 100% RADIO PRO ŽENY, BLESK HOBBY, INFINITIV BLESK ZDRAVÍ, BLESK VAŠE BONTON REGIE RADIO MUSIC RECEPTY, BLESK PRO ŽENY, BLESK BYDLENÍ, AHA! PRO ŽENY, NEDĚLNÍ BLESK SUDOKU, 50% RÁDIO NEDĚLNÍ BLESK KŘÍŽOVKY, BONTON NEDĚLNÍ SPORT KŘÍŽOVKY, AHA! KŘÍŽOVKY, NEDĚLNÍ RADIOHOUSE AHA! KŘÍŽOVKY, NEDĚLNÍ AHA! SUDOKU, LIDÉ A ZEMĚ, FORMEN, COACH, COMPUTER, 4FLEET, MOJE ZDRAVÍ, MAMINKA, MOJE PSYCHOLOGIE, F.O.O.D, DIETA, E15 PREMIUM, E15 REAL IMMO, 100% ACTIVE RADIO INFOLAB, ŠTRUNC 80% 100% 0,2% 50% BLESK.CZ, ISPORT.CZ, AHAONLINE.CZ, E15.CZ, RMC FREKVENCE 1 99,8% EVROPA 2 RADIO ZET FINEXPERT.CZ, REFLEX.CZ, BLESK PRO ŽENY.CZ, DÁMA.CZ, MOJE ZDRAVÍ.CZ, 100% SUPERLIFE.CZ, ABICKO.CZ, FREKVENCE 1 EVROPA 2 ZET MAMINKA.CZ, SUPERMÁMY.CZ, MIMIBAZAR.CZ, ŽENY.CZ, MAX LOYD RECEPTY.CZ, AUTO.CZ, AUTOREVUE.CZ,
    [Show full text]
  • The Mineral Industry of the Czech Republic in 2014
    2014 Minerals Yearbook CZECH REPUBLIC U.S. Department of the Interior December 2017 U.S. Geological Survey THE MINERAL INDUSTRY OF THE CZECH REPUBLIC By Elena Safirova In 2014, the Czech Republic was estimated to have been the Government Policies and Programs fifth-ranked producer of kaolin (with about 9% of the world’s production) and the ninth-ranked producer of feldspar (2.0% Members of the lower chamber of the Czech Parliament of the world’s production), by tonnage. The country did not ordered the Government to ban gold production in the produce metal ore, and the Government faced opposition to Czech Republic. This measure was proposed by the Parliament gold projects owing to environmental concerns. The country Committee on Environment in response to requests for mining produced crude steel, pig iron, rolled and semimanufactured licenses to mine gold in 13 towns, including Eseniki, which is steel products, and secondary lead and aluminum metals located in northern Moravia, and the Kashper Mountains. The in 2014. Mineral fuel production included coal, which was committee recommended that the Government keep intact the important to the country’s domestic and regional markets; decree issued in 1999. The decree states that gold production uranium, which was consumed predominantly at domestic and processing are undesirable activities because of their nuclear powerplants; and a small amount of crude oil and environmental impact. The Government was to prepare an natural gas (World Steel Association, 2015; Flanagan, 2016; amendment to the Law on Gold Mining and to prepare a new Tanner, 2016). bill on exploration for gold.
    [Show full text]