FINAL REPORT REPORT Training Partnership for Stress Management in Posts
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The Politics of Privatization and Restructuring in Germany
4^ ^ >v •> Dii.'^.^/ HD28 .M414 The Politics of Privatization and Restructuring in Germany Lufthansa and Deutsche Teleliom J. Nicholas Ziegler Revised October 1997 WP# 3880 Sloan School of Management Massachusetts Institute of Technology MIT, E52-581 Cambridge, MA 02142-1347 tel. 617-253-3698 fax 617-253-2660 [email protected] The privatization of public service companies offers an excellent case for assessing pressures for institutional convergence versus the staying power of distinctive national economic institutions in the advanced industrial countries. This paper examines the privatization of Lufthansa and Deutsche Telekom in order to see whether changes in enterprise ownership reflect a process of convergence in the rules of coiporate governance. While the outward form of privatization in Germany looks quite similar to privatization in Britain and the United States, these two cases show little evidence that the change in ownership is driving any formal changes in corporate governance. If anything, German financial institutions and trade unions continue to exercise distinctive roles that rest on their historical positions in the German economy. FEB 081998 LIBPARtCS Politics and Privatization in Germany Lufthansa and Deutsche Telekom J. Nicholas Ziegler Introduction Recent changes in the world economy have prompted scholars and practitioners to ask whether all countries are converging on a single most efficient set of institutions for economic management. Some observers argue that the three processes driving worldwide competition — globalization, -
RWE Supervisory Board Decides on Successions for the Executive Board of RWE AG
Press release RWE Supervisory Board decides on successions for the Executive Board of RWE AG • Dr. Markus Krebber to become Chief Executive Officer (CEO) of RWE AG as of 1 July 2021 • Dr. Michael Müller to take over as new Chief Financial Officer (CFO) of the company at the same point in time • Zvezdana Seeger appointed Chief Human Resources Officer (CHR) and Labour Director of RWE AG effective 1 November 2020 Essen, 18 September 2020 Dr. Werner Brandt, Chairman of the Supervisory Board of RWE AG: “Today, the Supervisory Board decided on the succession of positions within the Executive Board of RWE AG. This will ensure that RWE's strategic orientation, which Rolf Martin Schmitz and Markus Krebber have advanced consistently since 2016, will continue to be pursued with the utmost resolve: to position RWE as a global leader in renewable energy with the declared goal of being carbon neutral by 2040.” At the end of July this year, the Supervisory Board of RWE AG had already appointed Dr. Markus Krebber (47) CEO of RWE AG effective 1 July 2021 for a term of five years. He succeeds Dr. Rolf Martin Schmitz, whose contract expires on this date, as scheduled. At its meeting today, the Supervisory Board took further important personnel decisions in order to ensure a seamless transition of responsibilities. With Krebber taking up the CEO position, Dr. Michael Müller (49) will succeed as the Group's Chief Financial Officer (CFO) as of 1 July next year. The Supervisory Board appointed Müller to the Executive Board of RWE AG effective already 1 November 2020. -
Maintaining Rural Retail Networks: Best Practices Abroad and Their Implications for the US Postal Service. Report Number RISC
Cover Office of Inspector General | United States Postal Service RISC Report Maintaining Rural Retail Networks: Best Practices Abroad and their Implications for the U.S. Postal Service Report Number RISC-WP-20-003 | March 25, 2020 Table of Contents Cover Executive Summary ...................................................................................................................................... 1 Observations .................................................................................................................................................... 3 Introduction .................................................................................................................................................. 3 Background: Rural Trends that Affect Postal Providers ........................................................... 3 Government Policies Shape the Size and Mission of Rural Postal Networks .................. 4 Government Subsidies for Postal Retail Services ........................................................................ 6 Strategies to Reduce the Cost of Rural Retail Networks ......................................................... 8 Strategies to Produce More Revenue from Rural Outlets ....................................................... 13 Conclusion .................................................................................................................................................... 16 Appendices ..................................................................................................................................................... -
Nicole Mommsen Succeeds Peik V. Bestenbostel
Media information NO. 291/2020 Change at the helm of Group Communications: Nicole Mommsen succeeds Peik v. Bestenbostel Wolfsburg, December 3, 2020 – Nicole Mommsen is to be the new Head of Global Group Communications at Volkswagen. In her future function, she will be responsible for the en- tire communications of Volkswagen Aktiengesellschaft and will report to CEO Herbert Diess. Nicole Mommsen succeeds Peik v. Bestenbostel, who will hand over this function with effect from January 1, 2021 and leave the company as part of a planned retirement ar- rangement. Nicole Mommsen joined Volkswagen from Goldman Sachs this August and has since headed Corporate Communications. “In Peik v. Bestenbostel, I had a competent and loyal advisor at my side over the past four years. He steered Corporate Communications safely through the era of the diesel crisis, transformation and coronavirus,” said Herbert Diess. “I would like to thank Peik v. Bestenbostel, also on behalf of the entire Board of Management, for his untiring efforts over his 12-year career with Volkswagen and he has my best wishes Nicole Mommsen for the future.” With respect to Peik v. Bestenbostel ‘s successor, Diess said: “Nicole Mommsen has rapidly familiarized herself with the Group, with its complex structures and stakeholders and repositioned Corporate Communications to focus on central strategic topics of transformation such as digitalization and decarbonization. With her international background, her capital market experience and her blend of journalism, corporate and consultancy experience, she is the ideal person to be Head of Group Communications.” Before joining Volkswagen, Nicole Mommsen was responsible for the communications of Goldman Sachs in the German-speaking region for four years. -
Volkswagen AG Annual Report 2009
Driving ideas. !..5!,2%0/24 Key Figures MFCBJN8><E>IFLG )''0 )''/ Mfcld\;XkX( M\_`Zc\jXc\jle`kj -#*'0#.+* -#).(#.)+ "'%- Gif[lZk`fele`kj -#',+#/)0 -#*+-#,(, Æ+%- <dgcfp\\jXk;\Z%*( *-/#,'' *-0#0)/ Æ'%+ )''0 )''/ =`eXeZ`Xc;XkX@=IJj #d`cc`fe JXc\ji\m\el\ (',#(/. ((*#/'/ Æ.%- Fg\iXk`e^gif]`k (#/,, -#*** Æ.'%. Gif]`kY\]fi\kXo (#)-( -#-'/ Æ/'%0 Gif]`kX]k\ikXo 0(( +#-// Æ/'%- Gif]`kXkki`YlkXYc\kfj_Xi\_fc[\ijf]MfcbjnX^\e8> 0-' +#.,* Æ.0%/ :Xj_]cfnj]ifdfg\iXk`e^XZk`m`k`\j)()#.+( )#.') o :Xj_]cfnj]ifd`em\jk`e^XZk`m`k`\j)('#+)/ ((#-(* Æ('%) 8lkfdfk`m\;`m`j`fe* <9@K;8+ /#'', ()#('/ Æ**%0 :Xj_]cfnj]ifdfg\iXk`e^XZk`m`k`\j) ()#/(, /#/'' "+,%- :Xj_]cfnj]ifd`em\jk`e^XZk`m`k`\j)#,('#),) ((#+.0 Æ('%. f]n_`Z_1`em\jkd\ekj`egifg\ikp#gcXekXe[\hl`gd\ek),#./* -#..* Æ(+%- XjXg\iZ\ekX^\f]jXc\ji\m\el\ -%) -%- ZXg`kXc`q\[[\m\cfgd\ekZfjkj (#0+/ )#)(- Æ()%( XjXg\iZ\ekX^\f]jXc\ji\m\el\ )%( )%) E\kZXj_]cfn )#,-* Æ)#-.0 o E\kc`hl`[`kpXk;\Z%*( ('#-*- /#'*0 "*)%* )''0 )''/ I\klieiXk`fj`e I\kliefejXc\jY\]fi\kXo (%) ,%/ I\kliefe`em\jkd\ekX]k\ikXo8lkfdfk`m\;`m`j`fe *%/ ('%0 I\kliefe\hl`kpY\]fi\kXo=`eXeZ`XcJ\im`Z\j;`m`j`fe -.%0 ()%( ( @eZcl[`e^mfcld\[XkX]fik_\m\_`Zc\$gif[lZk`fe`em\jkd\ekjJ_Xe^_X`$MfcbjnX^\e8lkfdfk`m\:fdgXepCk[% Xe[=8N$MfcbjnX^\e8lkfdfk`m\:fdgXepCk[%#n_`Z_Xi\XZZflek\[]filj`e^k_\\hl`kpd\k_f[% ) )''/X[aljk\[% * @eZcl[`e^XccfZXk`fef]Zfejfc`[Xk`feX[aljkd\ekjY\kn\\ek_\8lkfdfk`m\Xe[=`eXeZ`XcJ\im`Z\j[`m`j`fej% + Fg\iXk`e^gif]`kgclje\k[\gi\Z`Xk`fe&Xdfik`qXk`feXe[`dgX`id\ekcfjj\j&i\m\ijXcjf]`dgX`id\ekcfjj\jfegifg\ikp#gcXekXe[\hl`gd\ek# ZXg`kXc`q\[[\m\cfgd\ekZfjkj#c\Xj`e^Xe[i\ekXcXjj\kj#^ff[n`ccXe[]`eXeZ`XcXjj\kjXji\gfik\[`ek_\ZXj_]cfnjkXk\d\ek% , <oZcl[`e^XZhl`j`k`feXe[[`jgfjXcf]\hl`kp`em\jkd\ekj1Ñ.#,/,d`cc`feÑ/#/.0d`cc`fe % - Gif]`kY\]fi\kXoXjXg\iZ\ekX^\f]Xm\iX^\\hl`kp% . -
Deutsche Post DHL Case Study: Enterprise Agility Through Devops
Deutsche Post DHL Case Study: Enterprise Agility through DevOps “Using TeamForge, we achieved Industry: Communications and Logistics Services Provider high degree of industrialization Location: Global Enterprise headquartered in Germany, with international subsidiaries of our software maintenance” – Kay Schober Size: Nearly 500,000 employees in 220 countries; revenue 51 billion euros Vice President of IT Service Control at Deutsche Post Partners: Implementation partner was ASERVO, technology partner was HP Need to unify decentralized application development teams using multiple processes Challenge: and to create centralized IT governance and visibility Codified set of agile processes using TeamForge to enable c collaborative application Solution: development and deployment across internal and external cloud infrastructure Business Challenges Challenges • No comprehensive visibility At Deutsche Post, rapid growth paired with a strong push into online services accelerated the business across development and demand for new software applications. Currently, there are more than 300 active, concurrent software delivery processes, making it hard to compare, optimize projects in development and maintenance going on in the MAIL division, most of them critical to the core and govern business. Projects range from ERP integration projects like SAP, to online customer portals and innovative electronic service offerings built to generate new revenue streams. Reflective of the diversity of • Inefficiencies and quality issues, due to pockets of applications being built and maintained, also software development and delivery cycle times vary widely, manual, error-prone hand- from two days to six months per release. The division is also rapidly moving to a mix of private and virtual offs among teams inside of Deutsche Post as well as client clouds, with 65% of IT infrastructure in production and 80% in test and development being across hundreds of virtualized already on VMware and CITRIX technology. -
Asendia USA COVID-19 Update September 25 2020.Xlsx
Status Key On Schedule Expect Delays Service Suspended Inbound Transportation to Asendia USA Facilities: Facility Transportation Status Date Updated Daily Updates/Comments New York - Hauppauge On Schedule 9/25/2020 Pennsylvania - Folcroft On Schedule 9/25/2020 Florida - Miami On Schedule 9/25/2020 Illinois - Elk Grove Village On Schedule 9/25/2020 California - Bell On Schedule 9/25/2020 California - Hayward On Schedule 9/25/2020 Operational Processing @ Asendia USA Facilities: Facility Processing Status Date Updated Daily Updates/Comments New York - Hauppauge On Schedule 9/25/2020 Pennsylvania - Folcroft On Schedule 9/25/2020 Florida - Miami On Schedule 9/25/2020 Illinois - Elk Grove Village On Schedule 9/25/2020 California - Bell On Schedule 9/25/2020 California - Hayward On Schedule 9/25/2020 USPS International Service Centers: Facility Processing Status Date Updated Daily Updates/Comments The USPS reported that the ISCs are in good condition and delayed volumes are down to one-quarter of what they had been. JFK has about 27,000 on hand and most of that is letter volume. In addition to air lift, the USPS was using surface for parcels destined to Austria, Denmark, Hungary, Poland, Sweden, Czech Republic, Finland, Netherlands, Spain, and Switzerland. Volume is from the JFK, MIA and ORD ISC's. The USPS has no additional surface trips planned but will use as needed. Ocean JFK-RTM since August: ISC New York (JFK) Expect Delays 9/25/2020 - Shipment (9) 7/21 - Arrived 8/11 – containers picked up by Post NL - Shipment (10) 8/4 - Departed 8/5 arrived 8/26 – 1 container - Shipment (11) 8/18 - Departed 8/18 scheduled arrival 9/8 – 2 containers Australia and NZ - USPS reporting delays with air lift from all ISC's. -
DMM Advisory Keeping You Informed About Classification and Mailing Standards of the United States Postal Service
July 2, 2021 DMM Advisory Keeping you informed about classification and mailing standards of the United States Postal Service UPDATE 184: International Mail Service Updates Related to COVID-19 On July 2, 2021, the Postal Service received notifications from various postal operators regarding changes in international mail services due to the novel coronavirus (COVID-19). The following countries have provided updates to certain mail services: Mauritius UPDATE: Mauritius Post has advised that the Government of Mauritius has announced the easing of COVID-related restrictions as of July 1, 2021, subject to strict adherence to sanitary protocols and measures. On July 15, 2021, Mauritius will gradually open its international borders. However, COVID-19 continues to have a direct impact on international inbound and outbound mails to and from Mauritius. Therefore, the previously announced provisions and force majeure continue to apply for all inbound and outbound international letter-post, parcel-post and EMS items. New Zealand UPDATE: New Zealand Post has advised that the level-2 alert in the Wellington region has ended as of June 29, 2021. Panama UPDATE: Correos de Panama has advised that post offices, mail processing centers (domestic and international) and the air transhipment office at Tocúmen International Airport are operating under normal working hours and the biosafety measures established by the Ministry of Health of Panama (MINSA). Correos de Panamá confirms that it is able to continue to receive inbound mail destined for Panama. However, Correos de Panama is unable to guarantee service standards for inbound and outbound mail. As a result, force majeure with respect to quality of service for all categories of mail items will apply until further notice. -
Country Specific Notes
Postal services: Universal Service Providers Germany: from 2009 data refer to the leading market operator (Deutsche Post AG). Employment EMP106: Belgium: up to 2008 the data are reported in head count, from 2010 in full time equivalents. Denmark: up to 2008 the data are reported in head count, from 2009 in full-time equivalents. Estonia: up to 2007 data included all employed persons (i.e., also persons employed in other activities such as financial services), from 2008 it includes only persons employed in postal and postal related services. Access points ACC2022: Czech Republic: the increased number in 2010 is caused by the progressive implementation of a pilot project of Czech Post (called Partner Post Office) – the establishment of new franchises on the basis of an agreement between Czech Post and local authorities (from 2010). The Netherlands: the decrease in 2010 is due to the fact that a certain number of these outlets changed into postal outlets with a full service range (ACC2021). ACC2023: Czech Republic: includes stands of motorized delivery personnel (there are no other “mobile” post offices in the Czech Republic). ACC204: Slovak Republic: up to 2009 data refer only to PO boxes installed in post offices; from 2010 data also include PO boxes in operating areas other than post offices (self service lockable boxes placed outside of post offices). ACC205: Czech Republic: data include the number of tobacconists or newsstands when stamps are sold on contractual basis on behalf of the postal operator (Czech Post). In the Czech Republic, this is the prevalent way of buying postal stamps. -
Postal First Services Industry to Commit to CO2 Reductions U.S
FOR IMMEDIATE RELEASE Contact: Darlene Casey Oct. 28, 2010 (O) 202-268-3440 (M) 202-438-8886 [email protected] usps.com/news Release No. 10-099 Postal First Services Industry to Commit to CO2 Reductions U.S. Postal Service Improves Score, Surpasses Global Average WASHINGTON — The international postal sector is the first services industry worldwide to commit to reduce its carbon dioxide (CO2) emissions, according to the International Post Corporation (IPC). The U.S. Postal Service and 21 other postal operators in North America, Europe and the Asia-Pacific region — all members of IPC — have pledged to measure CO2 emissions and collectively reduce them by 20 percent by 2020, under IPC's Environmental Measurement and Monitoring system (EMMS.) “The U.S. Postal Service continues to build on our long history of green innovation, and we’re proud to work with our global postal partners to reduce the size of our industry’s carbon footprint,” said Sam Pulcrano, vice president, Sustainability. “Collectively, the 21 EMMS participating posts manage more than 100,000 facilities, 600,000 vehicles, and deliver more than 80 percent of the world’s mail. Our joint effort to reduce CO2 emissions will have a major positive effect on the environment.” The Postal Sector Sustainability Report 2010 recently published by the IPC announced that the global postal industry has already cut CO2 emissions by greater than a half million metric tons — more than one-third the goal — since 2008. The IPC developed EMMS to provide a common carbon measurement and reporting framework. The EMMS tool measures carbon management proficiency (CMP) across 10 areas, including: • Management and strategy • Employee engagement • Measurement and verification • Disclosure and reporting • Value chain management In 2009, the global postal sector had an average CMP score of 61 percent. -
Renewed Notification of an Agreement on Terminal Dues (REIMS II) Between Postal Operators (Caso No IV/36.748 — REIMS II)
20.2.98 EN Official Journal of the European Communities C 53/3 Renewed Notification of an Agreement on Terminal Dues (REIMS II) between Postal Operators (Caso No IV/36.748 — REIMS II) (98/C 53/03) (Text with EEA relevance) 1.ÙIntroduction 3.ÙParties to the Agreement On 31 October 1997, thirteen public postal operators The parties (13) to the agreement are the following notified to the Commission for examination under the PPOs: Austrian Post, Post Denmark, Finland Post Ltd, competition rules a new version, called REIMS II and La Poste (France), Deutsche Post AG, Hellenic Posts dated 9 July 1997Ø(Î), of the original REIMS I (remun- ELTA, Ente Poste Italiane, Entreprise des eration of mandatory deliveries of cross-border mails) PostesØ@ØT~l~communications (Luxembourg), CTT terminal dues agreement. The purpose of both Correios de Portugal SA, Correos y Tel~grafos (Spain), agreements is to replace the CEPT terminal dues system, The Post Office (United Kingdom), Norway Post, and as explained under point 4. Terminal dues are the Post and Telecom Iceland Ltd. remunerations applied between public postal operators (PPOs) for the delivery of incoming cross-border mail. A number of PPOs (4) of EU Member States who were The earlier version of this agreement, dated 31 parties to the earlier REIMS I Agreement, La Poste/De December 1995, was notified in December 1995. Post (Belgium), Posten AB (Sweden), An Post (Ireland), However, this agreement expired on 30 September 1997 PTT Post BV (The Netherlands), have not signed the since one of its provisions, that the Spanish postal REIMS II Agreement, nor did the Swiss postal operator operator should have acceded to the Agreement by 31 re-sign the agreement. -
ANNUAL REPORT 2005 ANNUAL REPORT 2005 Chronik 2005 >>>
V OLKSWAGEN AG ANNUAL REPORT 2005 ANNUAL REPORT 2005 REPORT ANNUAL chronik 2005 >>> key figures volkswagen group Volume Data 2005 2004 % Vehicle sales (units) 5,192,576 5,142,759 + 1.0 Production (units) 5,219,478 5,093,181 + 2.5 Employees at Dec. 31 344,902 342,502 + 0.7 Financial Data (IFRSs), € million 2005 20041) % Sales revenue 95,268 88,963 + 7.1 Operating profit before special items 3,143 2,037 + 54.3 Special items 351 395 – 11.1 Operating profit after special items 2,792 1,642 + 70.0 Profit before tax 1,722 1,088 + 58.2 Profit after tax 1,120 697 + 60.7 Cash flows from operating activities 10,810 11,457 – 5.6 Cash flows from investing activities 10,466 15,078 – 30.6 Automotive Division2) Cash flows from operating activities 8,112 8,881 – 8.7 Cash flows from investing activities 5,721 7,046 – 18.8 of which: investments in property, plant and equipment 4,316 5,425 – 20.4 as a percentage of sales revenue 5.0 6.8 capitalized development costs 1,432 1,501 – 4.6 as a percentage of sales revenue 1.7 1.9 Net cash flow 2,391 1,835 + 30.3 Net liquidity at Dec. 31 706 – 1,912 x Return ratios in % 2005 20041) Return on sales before tax 1.8 1.2 Return on investment after tax (Automotive Division) 2.6 1.3 Return on equity before tax (Financial Services Division) 18.9 20.0 1) Restated. 2) Including allocation of consolidation adjustments between the Automotive and Financial Services divisions.