DOCSLIB.ORG

Annual Report 2007

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2007 1 ANNUAL REPORT 2007 Personal thoughts and feelings of real people. A random moment of your life on a piece of paper. Drawings, forms and colors representing joy, anger, fullfilment, loneliness, silence, cries, anything. You need to express yourself and the urge you have to communicate. This is what makes our work worthwhile and this is the message of this report. You. THE ΟΤΕ GROUP WHO: STELIOS WHEN: SATURDAY WHERE: ATHENS WHO: VASSILIKI WHEN: ΤUESDAY WHERE: ΤΟΚIΟ WHO: MANOS WHEN: FRIDAY WHERE: ATHENS THE OTE GROUP 12 THE OTE GROUP ROMANIA SERBIA BULGARIA FYROM ALBANIA GREECE THE OTE GROUP 13 GREECE Fixed-line and mobile telephony Fixed-line subscribers: 5,854,000 ADSL subscribers: 825,000 Mobile telephony subscribers: 6,269,000 ROMANIA Shareholder Structure Fixed-line and mobile telephony May 15, 2008 Fixed-line subscribers: 3,035,000 35.3% ADSL subscribers: 360,000 International Institutional Investors Mobile telephony subscribers: 3,616,000 BULGARIA 28.0% Mobile telephony Hellenic State Subscribers: 3,873,000 20.0% ALBANIA Deutsche Telekom Mobile telephony Subscribers: 1,195,000 FYROM 9.8% Mobile telephony Greek Institutional Investors Subscribers: 593,000 6.8% Other Since 2006, the OTE Group owns 90% of GERMANOS S.A., the largest distributor of technology-related products in Southeast Europe with 769 stores. SERBIA Fixed-line and mobile telephony OTE owns 20% of Telekom Srbija THE OTE GROUP 14 GROUP STRUCTURE Fixed-Line Telephony Mobile Telephony OTE SA 100% ΟΤΕGLOBE Greece Greece Other Operations 100% ΟΤΕNET Greece 100% 54% Cosmote RomTelecom 100% ΟΤΕestate Greece Romania Greece AMC 82% 100% Globul 99% Hellas Sat Albania Bulgaria Greece Cosmofon 100% 70% Cosmote Romania 94% ΟΤΕSat-Maritel FYROM Romania Greece 90% Germanos 100% ΟΤΕplus S.E. Europe Greece 100% OTEAcademy Greece 61% CosmoONE Greece WHO: VASILIS WHEN: SUNDAY WHERE: ATHENS THE OTE GROUP 16 ΟΤΕ GROUP KEY FINANCIAL & OPERATIONAL HIGHLIGHTS (all amounts are in € mn unless otherwise stated) Operating Income before Depreciation and Amortization (OIBDA)* 1,971.5 2,167.0 2,240.8 05 06 07 * Excluding impact of OTE fixed-line Voluntary Retirement Program (provision of €939.6 mn in 2005, reversal of €49.8 mn in 2006, and €22.1 mn provision in 2007) and non-recurring gains related to Cosmote Romania in 2005 Net Income/ (Loss) (216.8) 574.6 662.6 05 06 07 Dividend per Share €0.00* €0.55 €0.75** 05 06 07 * There was no dividend distribution in 2005 ** Proposed dividend THE OTE GROUP 17 Revenue Breakdown by Region Key Operations Revenue Contribution (2007) (2007) 74.5% 50.0% Greece Fixed-line 35.6% Mobile telephony* 25.5% 14.4% Other countries Other operations * Germanos S.A. is included in Other operations THE OTE GROUP 18 OTE ADSL Subscribers (000) 155 488 825 05 06 07 Mobile Telephony Subscribers (000) Greece, Albania, Bulgaria, Romania, FYROM 8,204 11,177 15,546 05 06 07 OTE Employees 11,348 11,755 14,741 07 06 05 THE OTE GROUP 19 RomTelecom ADSL subscribers (000) 8 89 360 05 06 07 Net Income/ (Loss) per Share (€) (0.44) 1.17 1.35 05 06 07 RomTelecom Employees 12,257 12,512 13,078 06 07 05 THE OTE GROUP 20 OTE GROUP OPERATIONS THE ΟΤΕ GROUP Consisting of the parent company OTE S.A. and its subsidiaries, the Group offers fixed-line (voice, broadband, data and leased lines) and mobile telephony services in Greece and Romania, as well as mobile telephony services in Albania, Bulgaria and in the Former Yugoslav Republic of Macedonia (FYROM). The Group is also present in Serbia through its 20% stake in the country’s incumbent operator, Telekom Srbija. OTE Group is also involved in a range of activities in Greece, notably in real-estate, satellite telecommunications and professional training. FIXED-LINE OPERATIONS IN GREECE MOBILE TELEPHONY OPERATIONS IN GREECE AND ABROAD OTE (OTE S.A.) is the main provider of fixed-line services (voice, Cosmote, OTE Group’s mobile telephony operator, is the leading broadband, data and leased lines) in Greece. provider of mobile communications in Greece. The company also enjoys significant mobile telephony market shares in Albania, Strategy: Focused on broadband promotion, development of Bulgaria and FYROM, and is expanding rapidly in Romania. competitive products (focus on bundled services), adoption of a Cosmote also owns the largest distributor of technology-related dynamic tariff policy, investments in infrastructure and strong products in Southeast Europe, Germanos (Germanos S.A.) relationship with customers. Strategy: Aims to maintain its leading position in the Greek market and boost its profitability abroad. 51% Investments 44% OIBDA 43% Revenues 38% Revenues 37% OIBDA 27% Investments Note: The charts display the contribution of each segment in Group revenues, operating income before depreciation and amortization (OIBDA) and capital expenditure in 2007. THE OTE GROUP 21 FIXED-LINE OPERATIONS IN ROMANIA (ROMTELECOM) OTHER OPERATIONS IN GREECE AND ABROAD OTE owns 54% of RomTelecom, the main telecommunications In Greece, the Group is involved in a range of activities notably in operator in Romania, providing fixed-line services (voice, real-estate, satellite communications, and professional training. broadband, data and leased lines) and satellite TV services to the The Group is also present in Serbia through its 20% stake in the local market. country’s incumbent operator Telekom Srbija. Strategy: Focused on launching competitive products, Strategy: Aims to add value to the real-estate portfolio by strengthening its customer-oriented policy and increasing its establishing a real-estate investment company, and to develop market share in broadband and satellite TV services. synergies between the various companies of the Group. 19% Investments 13% OIBDA 12% Revenues 7% Revenues 5% OIBDA 3% Investments Note: The charts display the contribution of each segment in Group revenues, operating income before depreciation and amortization (OIBDA) and capital expenditure in 2007. THE OTE GROUP 22 2007 AT A GLANCE MERGERS, ACQUISITIONS AND SALES COMMERCIAL HIGHLIGHTS: FOCUS ON BROADBAND PROMOTION In March, OTE presents the highlights of its 3-year Business Plan (2007-2009) at an analyst-investor meeting in London. In June, OTE’s ADSL ports pass the one million mark, double the prior-year level. In May, the European Commission approves the Greek State’s contribution of €390 mn towards OTE’s pension fund, TAP-OTE, to In July, OTE’s successful package connx-talk is expanded, offering cover for the 2005-2006 voluntary retirement program. unlimited local and long distance calls 24 hours a day, 7 days week, combining voice services with broadband Internet connection In May, OTE resolves to absorb its ISP subsidiary OTENET. In speeds. this context, in December 2007 OTE holds 100% of OTENET’s share capital and the Board of Directors approves the launch of In July, OTE’s Educational Mobile Unit OTE on the Broadband-OTE the merger proccedures, via absorption, by OTE, which will be Broadband Services completes a road-show that had been launched concluded in 2008. in July 2006, travelling around 33 Greek cities to inform the public and promote broadband services. In June, the Greek State completes the sale of 52,446,092 common shares of OTE (corresponding to 10.7% of the company’s share In July, the OTE retail store network, ΟΤΕshops, create capital) to Greek and foreign qualified investors, by means of an conn-xperience, a dedicated area within the stores to allow accelerated book-building process. Following this, the Greek State’s customers to experience fast Internet access at real speeds and get stake in OTE’s share capital is reduced to 28.03%. acquainted with broadband services and conn-x applications. In November OTE makes a public offer to acquire the 32.2% In September, OTE launches the innovative, broadband e-Learning minority interests in the share capital of its subsidiary, COSMOTE, service School powered by conn-x which provides students with at a price of €26.25 per share. an opportunity to enhance their performance at school via a user-friendly, interactive broadband environment. In December, OTE completes the 100% sale of its subsidiary, InfOTE (printed and electronic directory services), to Rhone Capital LLC and Zarkona Trading Limited, for a total consideration of €300.2 mn. THE OTE GROUP 23 In December, OTE announces a reduced conn-x tariff plan, cutting prices by up to 44.5%, and introduces a new speed of up to 24 Mbps. In 2007, overall price reductions across the conn-x product range amounted to 30%-50%. ORGANIZATIONAL CHANGES In December, the General Division of Business and Residential Customers of OTE is separated into the Division of Corporate and Business Customers, and the Division of Residential Customers. The management of OTE proceeds with this organizational change in view of market competition levels, technological integration trends, increasing customer demands for state-of-the art products and services, and in line with common international practice. CORPORATE RESPONSIBILITY OTE’s 2006 Corporate Social Responsibility Report is certified in October according to the international “G3” standards of the Global Reporting Initiative (GRI) network. THE OTE GROUP 24 THE OTE GROUP 25 CONTENTS THE OTE GROUP OTHER OPERATIONS IN GREECE AND ABROAD Message from the Chairman 26 ΟΤΕestate 108 Hellas Sat 110 ΟΤΕ GROUP OPERATIONS OTESat-Maritel 114 Broadband Services 33 OTEplus 115 ΟΤΕNET 39 OTEAcademy 116 Traditional Fixed-Line Services 42 CosmoONE 118 Services for Telecom Operators 46 Telekom Srbija 119 International Telephony - ΟΤΕGLOBE 52 InfOTE 121 Investments in Fixed-Line 56 Regulatory Framework 62 FINANCIAL STATEMENTS Human Resources 64 Annual Financial Statements 127 Corporate Responsibility 68 Corporate Governance 72 Share Information 80 Mobile Telephony 82 Greece (Cosmote) 83 Albania (AMC) 88 Bulgaria (Globul) 90 FYROM (Cosmofon) 91 Romania (Cosmote Romania) 92 Germanos S.A.
Load more

Recommended publications
  • Must-Carry Rules, and Access to Free-DTT
    Access to TV platforms: must-carry rules, and access to free-DTT European Audiovisual Observatory for the European Commission - DG COMM Deirdre Kevin and Agnes Schneeberger European Audiovisual Observatory December 2015 1 | Page Table of Contents Introduction and context of study 7 Executive Summary 9 1 Must-carry 14 1.1 Universal Services Directive 14 1.2 Platforms referred to in must-carry rules 16 1.3 Must-carry channels and services 19 1.4 Other content access rules 28 1.5 Issues of cost in relation to must-carry 30 2 Digital Terrestrial Television 34 2.1 DTT licensing and obstacles to access 34 2.2 Public service broadcasters MUXs 37 2.3 Must-carry rules and digital terrestrial television 37 2.4 DTT across Europe 38 2.5 Channels on Free DTT services 45 Recent legal developments 50 Country Reports 52 3 AL - ALBANIA 53 3.1 Must-carry rules 53 3.2 Other access rules 54 3.3 DTT networks and platform operators 54 3.4 Summary and conclusion 54 4 AT – AUSTRIA 55 4.1 Must-carry rules 55 4.2 Other access rules 58 4.3 Access to free DTT 59 4.4 Conclusion and summary 60 5 BA – BOSNIA AND HERZEGOVINA 61 5.1 Must-carry rules 61 5.2 Other access rules 62 5.3 DTT development 62 5.4 Summary and conclusion 62 6 BE – BELGIUM 63 6.1 Must-carry rules 63 6.2 Other access rules 70 6.3 Access to free DTT 72 6.4 Conclusion and summary 73 7 BG – BULGARIA 75 2 | Page 7.1 Must-carry rules 75 7.2 Must offer 75 7.3 Access to free DTT 76 7.4 Summary and conclusion 76 8 CH – SWITZERLAND 77 8.1 Must-carry rules 77 8.2 Other access rules 79 8.3 Access to free DTT
    [Show full text]
  • Greece National Report on the Implementation of the Beijing
    GREECE NATIONAL REPORT ON THE IMPLEMENTATION OF THE BEIJING PLATFORM FOR ACTION June 1999 General Secretariat for Equality Ministry of Interior, Public Administration and Decentralisation • The material posted here was provided to the Division for the Advancement of Women by the Government in response to the Secretary- General's Questionnaire on Implementation of the Beijing Platform for Action. It has been made available in electronic format from the form received. In cases where it was not possible to reproduce charts and tables supplied, these can be obtained by contacting the Division for the Advancement of Women directly. 1. WOMEN AND POVERTY ..............................................................................................................................2 POLICY FRAMEWORK...................................................................................................................................7 CURRENT SITUATION...................................................................................................................................7 Population over 65 years of age....................................................................................................................8 Pensioners.......................................................................................................................................................8 Pensions for farmers .....................................................................................................................................................8
    [Show full text]
  • Koliastasis P Phd 280714.Pdf
    Title The permanent campaign strategy of Greek Prime Ministers (1996–2011) Candidate Panagiotis Koliastasis Degree This thesis is submitted in fulfillment of the requirements of the Degree of Doctor of Philosophy 4 Abstract Various academic authors have analysed the implementation, the causes and the impact of the permanent campaign strategy by political executives in presidential and parliamentary systems, notably the United States and United Kingdom. This study builds on this literature and extends the research on the permanent campaign in the European parliamentary majoritarian context by examining contemporary Greece as a national case study. In particular, the study addresses three questions. First, did contemporary Greek Prime Ministers adopt the permanent campaign strategy? Second, why did they do so? Third, what impact did the implementation of the permanent campaign have on their public approval? The research focuses on the cases of three successive Prime Ministers in Greece: Costas Simitis (1996–2004), Kostas Karamanlis (2004–2009) and George Papandreou (2009-2011). Simitis and Papandreou were leaders of the centre-left PASOK, while Karamanlis was the leader of the centre-right New Democracy. The study finds that all three Prime Ministers undertook the permanent campaign strategy in order to maintain public approval, aligning themselves with their British and American counterparts. They established new communication units within the primeministerial apparatus, consulted with communication professionals to form a coherent communication
    [Show full text]
  • RSCAS 2014/42Public Service Broadcasting in Greece in the Era
    RSCAS 2014/42 Robert Schuman Centre for Advanced Studies Centre for Media Pluralism and Media Freedom Public Service Broadcasting in Greece in the Era of Austerity Petros Iosifidis and Irini Katsirea European University Institute Robert Schuman Centre for Advanced Studies Centre for Media Pluralism and Media Freedom Public Service Broadcasting in Greece in the Era of Austerity Petros Iosifidis and Irini Katsirea EUI Working Paper RSCAS2014/42 This text may be downloaded only for personal research purposes. Additional reproduction for other purposes, whether in hard copies or electronically, requires the consent of the author(s), editor(s). If cited or quoted, reference should be made to the full name of the author(s), editor(s), the title, the working paper, or other series, the year and the publisher. ISSN 1028-3625 © Petros Iosifidis and Irini Katsirea, 2014 Printed in Italy, June 2014 European University Institute Badia Fiesolana I – 50014 San Domenico di Fiesole (FI) Italy www.eui.eu/RSCAS/Publications/ www.eui.eu cadmus.eui.eu Robert Schuman Centre for Advanced Studies The Robert Schuman Centre for Advanced Studies (RSCAS), created in 1992 and directed by Brigid Laffan since September 2013, aims to develop inter-disciplinary and comparative research and to promote work on the major issues facing the process of integration and European society. The Centre is home to a large post-doctoral programme and hosts major research programmes and projects, and a range of working groups and ad hoc initiatives. The research agenda is organised around a set of core themes and is continuously evolving, reflecting the changing agenda of European integration and the expanding membership of the European Union.
    [Show full text]
  • E-Conference Proceedings
    Erasmus+ KA3 Teachers4Europe: Setting an Agora for Democratic Culture (2018 - 2021) e-Conference Proceedings Promoting EU values in a time of social distancing 6 - 7 June 2020 Edited by Foteini ASDERAKI Maria KATSIGIANNI University of Piraeus Publications Promoting EU values in a time of social distancing, e-Conference Proceedings 6 - 7 June 2020 Edited by Foteini Asderaki Associate Professor Academic Coordinator-Erasmus KA3 2018 – 2021 / “Teachers4Europe: setting an Agora for Democratic Culture” (2018-2021) Chair of the European Security and Defence College Doctoral School on CSDP (2019-2021) Jean Monnet Chair on European Union’s Education, Training, Research and Innovation Policies, Director of the Laboratory on Education Policy, Research, Development and Interuniversity Cooperation Department of International and European Studies Faculty of Economics, Business and International Studies University of Piraeus Maria Katisigianni Researcher PhD student, University of Piraeus Publication date: May 2021 University of Piraeus Publications ISBN: 978-960-6897-12-2 Scientific Committee: Foteini Asderaki, University of Piraeus Research Center, Greece (UPRC) Antonia Papatriantafillou, Ministry of Education and Religious Affairs (MERA) Charlot Cassar, St Margaret College, Malta (SMC) Sergiu Mișcoiu, Babes-Bolyai University, Romania (UBB) Theresa Bechtel, Institut für Didaktik der Demokratie. Leibniz Universität Hannover, Germany (LUH) Pascale Mompoint-Gaillard, Learn to Change, Change to Learn (L2C) Efi Paparistodemou, Cyprus Pedagogical Institute,
    [Show full text]
  • Brian C. Morris 2D and 3D Computer Graphics Artist/Animator/Instructor
    Brian C. Morris 2d and 3d Computer Graphics Artist/Animator/Instructor Thessaloniki, Greece Tel: 2310272524 E-mail: [email protected] Web page: http://www.brianmorris3d.com EDUCATION University of the Arts London at Camberwell Graduated Fall 2009 London, United Kingdom. The Masters of Digital Arts program (MA degree) Focus: 3d Animation The School of the Art Institute of Chicago Graduated Spring 1989 Chicago, Illinois, USA. Bachelor of Fine Arts (BFA degree) Majors: Painting, Art & Technology (computer graphics) Illinois Central College 1983 to 1985 East Peoria, Illinois, USA. Major: Computer Processing Moraine Valley Community College Summer 1997 Palos Hills, Illinois, USA. I completed specialized courses in the use of 3D Studio Max for professional 3D Modeling and animation. PROFESSIONAL EXPERIENCE (see last section for exhibitions) American College of Thessaloniki (ACT)-a division of Anatolia College Spring 2003 to present Thessaloniki, Greece Instructor for the Computer Science Department Classes taught: cs107 (Introduction to Digital Media) cs209 (3d Computer Modeling/Animation) cs309 (Advanced/3d Computer Modeling/Animation) cs219 (Video Game Design with Unity 3d) Subjects taught: 3d Modeling, Texturing and Animation. 3d Theory, Digital Media Theory, Digital Camera, Digital Video, Video Editing, Scanning, Video game Design Software taught: 3ds Max, Photoshop, Premiere Pro2, PanuVue, Unity 3d I was also the developer and coordinator of the ACT Game Design Club. AAS (Applied Arts Studies) Partner Institute of University of
    [Show full text]
  • Public Service Broadcasting in Greece: Back to the Future Or Point of No Return?I
    GMJ: Mediterranean Edition 10(1) Spring 2015 1 Public Service Broadcasting in Greece: Back to the Future or Point of No Return?i Petros Iosifidis and Irini Katsirea Introduction The Greek media landscape changed dramatically after the deregulation of broadcasting in the late 1980s which ended the public broadcasting monopoly. Many media outlets appeared in a small market of just 11 million people to the extent that the media landscape today is characterized by an excess of supply over demand. From a broadcasting field of two public TV channels and four radio stations, in the late 1980s, it has become an overcrowded environment comprising 160 private TV channels and 1200 private radio stations, all of them lacking an official licence to broadcast (Papathanassopoulos, 2014). Traditional media, such as newspapers, magazines and the Hellenic Broadcasting Corporation ERT, the public service broadcaster, faced an unprecedented challenge as competition increased first from powerful (unregulated) commercial analogue broadcasters and then digital media. To address sharp decline in sales, the main publishers, helped by a weak regulatory regime, moved to electronic media, thereby raising levels of media market concentration. The interdependence between political and media elites and the strong clientelistic relations which characterize the Greek political system are identified as the main factors behind the ineffective and contradictory nature of broadcasting regulatory policies. The ongoing financial crisis and recession has affected the media sector as a whole and turned some media outlets financially unsustainable. However, the most dramatic development occurred in 2013 with the sudden closure of public service broadcaster (PSB) ERT. More specifically, in early June 2013 the Greek government decided to close down ERT and make its employees redundant as part of the latest public spending cuts imposed to meet the terms of the country’s bailout deal.
    [Show full text]
  • Our Identity
    TautotitaEETT 04agg 4-10-05 13:27 ™ÂÏ›‰·3 OUR IDENTITY Our Identity √ur Vision Our Vision is to expand and constantly upgrade Communication so that our country can participate in the Knowledge Society. √ur Mission √ur Values Everyone in Greece shall be Social Responsibility able to enjoy modern, We operate with affordable and secure responsibility and communication respect towards services. society. Trust Through our We build work: relationships of trust with consumers and ➤ We ensure the undertakings. access of all in a great range Cooperation of communication We cooperate and consult networks and services. openly with all stakeholders. ➤ We safeguard the rights of the consumers of Team Spirit telecommunication and postal services. We cultivate team spirit in our staff for the accomplishment of our common goals. ➤ We constantly inform the consumers of their Transparency rights and obligations. We apply procedures, known in advance to all stakeholders. ➤ We secure the utilisation of scarce national resources, such as the spectrum of radio Non Discrimination frequencies and the numbering resources. We apply the legislation without any discrimination. ➤ We contribute to the development of the Evolution telecommunication and postal services markets We get informed of all developments in our sector by creating a regulatory environment according and we continuously develop ourselves as to the principles of competition. individuals as well as an Organization. ANNUAL REPORT 2004 3 TautotitaEETT 04agg 4-10-05 13:27 ™ÂÏ›‰·4 ADMINISTRATION The present
    [Show full text]
  • Greece 2013 Human Rights Report
    GREECE 2013 HUMAN RIGHTS REPORT EXECUTIVE SUMMMARY Greece is a constitutional republic and multi-party parliamentary democracy. In June 2012 the country held national elections, considered free and fair, and swore in a new coalition government composed of the New Democracy (ND), the Pan- Hellenic Socialist Movement (PASOK), and the Democratic Left (DIMAR) political parties, with ND leader Antonis Samaras serving as prime minister. Following DIMAR’s departure from the coalition on June 24, Prime Minister Samaras reshuffled his cabinet. Authorities maintained effective control over security forces. There were, however, allegations of some abuses by security forces. The most important human rights problems during the year involved unprovoked racist violence against migrants and individuals perceived to be foreigners; conditions in migrant detention centers and prisons; and discrimination against Roma and exploitation of Romani children. Other human rights problems included poor treatment and prolonged detention of undocumented migrants, limited access to the asylum application process, abuse of detainees by security forces, detention and deportation of unaccompanied immigrant minors, inadequate capacity to provide legal aid and social support for asylum seekers and refugees, restrictions on freedom of speech and religion, domestic violence, incidents of anti-Semitism, trafficking in persons, limits on the freedom of certain ethnic minority groups to self-identify, and discrimination against and social exclusion of the officially recognized “Muslim minority” in Thrace. The government took steps to prosecute and punish officials who committed abuses, whether in the security services or elsewhere in the government. Section 1. Respect for the Integrity of the Person, Including Freedom from: a. Arbitrary or Unlawful Deprivation of Life There were no reports that the government or its agents committed arbitrary or unlawful killings.
    [Show full text]
  • Broadcasting Sector to Undertake Digital Preservation in Such an Effective Manner
    b r o a d c a s t i n g E LECTRONIC R ESOURCE P RESERVATION AND A CCESS N ETWORK www.erpanet.org ERPANET – Electronic Resource Preservation and Access Network – is an activity funded by the European Commission under its IST programme (IST-2001-3.1.2). The Swiss Federal Government provides additional funding. Further information on ERPANET and access to its other products is available at http://www.erpanet.org. A great deal of additional information on the European Union is available on the Internet. It can be accessed through the Europa server (http://europa.eu.int). ISSN 1741-8682 © ERPANET 2003 E LECTRONIC R ESOURCE P RESERVATION AND A CCESS N ETWORK Case Study Report Broadcasting 3 Table of Contents Executive Summary.................................................................................................................4 Chapter 1: The ERPANET Project ..........................................................................................5 Chapter 2: Scope of the Case Studies ...................................................................................6 Chapter 3: Method of Working................................................................................................8 Chapter 4: Introduction to Sector...........................................................................................9 Chapter 5: Details of Interviews ...........................................................................................11 Chapter 6: Circumstances.....................................................................................................13
    [Show full text]
  • The Evolution of Public Service Radio Broadcasting in Greece: from Authoritarianism to Anarchy and Irrelevance
    The Evolution of Public Service Radio Broadcasting in Greece: From Authoritarianism to Anarchy and Irrelevance Thimios Zaharopoulos Washburn University Washburn, Kansas Introduction The development of radio in Greece was influenced by the public service model established earlier in other European nations. However, as a social institution radio could not escape the socio-cultural environment in which it operates. The Greek political and economic environment in the twentieth century was greatly shaped by wars, occupation, earthquakes, dictatorships and the resulting poor economic conditions. As such, Greek public service radio had a terrific challenge in trying to reach its goals. For some observers it came close to providing a public service to the Greek people, but for others its fate was predetermined by the socio-cultural conditions of the nation, and thus could never succeed. In either case, the development of public service radio in Greece parallels the development of Greece in the 20th Century. State control of all aspects of society, including broadcasting, was almost never questioned in Greece. The state was trusted to control—and use for the benefit of all—the relatively few natural resources, because Greeks distrusted private interests. As a result of the country’s scarce natural resources, mountainous geography, and frequently invading armies, Greeks have historically relied on the family for protection (Triandis & Vassiliou 1972). Competition for resources, honor, and prestige has always been present in Greek society. This competition in turn has taught Greek to distrust all others outside their particular in-group. Patron-client relations, which flourish in environments perceived as hostile and threatening (Legg 1977), is an outgrowth of the need for an extended in-group.
    [Show full text]
  • Human Rights National Action Plan 2014-2016
    GENERAL SECRETARIAT TRANSPARENCY AND HUMAN RIGHTS HELLENIC MINISTRY OF JUSTICE HUMAN RIGHTS NATIONAL ACTION PLAN 2014-2016 «All human beings are born free and equal in dignity and rights. They are endowed with reason and conscience and should act towards one another in a spirit of brotherhood»* * 1st article of the United Nations’ Universal Declaration on Human Rights ii Preface Human rights, whether civil, political, social and economic, are a prerequisite for the physical and social existence of man and express his/her will to live as a biological, spiritual and social being. They derive from the unwritten laws (natural law), the obedience to which is a matter of conscience, and come from the substantive law (written laws) whose application is mandatory. Human rights are the bedrock upon which humanity attempts to build a peaceful and auspicious future for all people, in every corner of the earth. Acting as international norms or constants, they ensure the protection of all persons, wherever located, from any form of political, legal, social, cultural, economic utilization or abuse and, in parallel, from all forms of discrimination. These rights concern everyone and have an impact on our daily lives. They belong to everyone and can be a powerful driving force for the humane, decent and fair living in our homes, our workplaces, our schools, our everyday lives, wherever we go. They set the conditions under which each of us can and should be able to live with dignity, without a degrading and discriminatory treatment. To make this possible, there must be appropriate structures and procedures, the use of which will yield positive results.
    [Show full text]