International Corporate Investments in Ohio Operations
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Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019
Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019 1 Session Date Topic / Outline Kickoff | Building a Fit for Consulting • Consulting / Career Path • Entrance Criteria 1 Feb 5 • Your Fit Assessment / Spark / Career Goals • Gaps for Advanced Degree/Non-MBA Candidates • Building Business Acumen and Case Skils WE ARE HERE Aligning Fit to Consulting FIrms • Industry Overview • Consulting Firm Landscape - Firms, Specialties | Big vs. Boutique WE ARE HERE Feb 19 • Approach to Firm Research 2 • Assessing and Aligning Your FIT • Networking as Research • Case Interview Preview Get the Interview • Resume Deep Dive Summer program 3 Mar 5 • Cover Letter Deep Dirve • Networking and Importance/Integration application dates are posted! Applications <<1-1 Resume Reviews! Noon-5pm>> due March-April. Get the Offer: Part 1 • Case Interview Practice Methods 4 Mar 19 • Experience Interview - Overview • Building Your Story Matrix • Creating SOAR Outlines Get the Offer: Part 2 • Resume Walkthrough Case Workshop Apr 2 • Common Questions April 28 | 10am-6pm 5 • Challenging Questions $50 • Wrap-up/Next Steps 2 TO ACCESS SESSION MATERIALS AND RESOURCES GO TO www.archcareerpartners.com/uchicagogcc-2019 3 AGENDA CCO Session 2| Aligning Your Fit Context Fit Activities u Consulting industry u Approach to firm u Networking as overview research research u Consulting firm u Assessing/aligning u Case interview landscape your fit preview 4 Context 5 The rise of the “knowledge” profession James O. McKinsey Management Consulting 6 Establishing -
Japanese Manufacturing Affiliates in Europe and Turkey
06-ORD 70H-002AA 7 Japanese Manufacturing Affiliates in Europe and Turkey - 2005 Survey - September 2006 Japan External Trade Organization (JETRO) Preface The survey on “Japanese manufacturing affiliates in Europe and Turkey” has been conducted 22 times since the first survey in 1983*. The latest survey, carried out from January 2006 to February 2006 targeting 16 countries in Western Europe, 8 countries in Central and Eastern Europe, and Turkey, focused on business trends and future prospects in each country, procurement of materials, production, sales, and management problems, effects of EU environmental regulations, etc. The survey revealed that as of the end of 2005 there were a total of 1,008 Japanese manufacturing affiliates operating in the surveyed region --- 818 in Western Europe, 174 in Central and Eastern Europe, and 16 in Turkey. Of this total, 291 affiliates --- 284 in Western Europe, 6 in Central and Eastern Europe, and 1 in Turkey --- also operate R & D or design centers. Also, the number of Japanese affiliates who operate only R & D or design centers in the surveyed region (no manufacturing operations) totaled 129 affiliates --- 125 in Western Europe and 4 in Central and Eastern Europe. In this survey we put emphasis on the effects of EU environmental regulations on Japanese manufacturing affiliates. We would like to express our great appreciation to the affiliates concerned for their kind cooperation, which have enabled us over the years to constantly improve the survey and report on the results. We hope that the affiliates and those who are interested in business development in Europe and/or Turkey will find this report useful. -
\203E\203F\203U\203T\203C\203G\203A\203B\203V\203\215\201[\203H\227Pultimate Float Flat Patterned.Xls
FIC リファレンスリスト F フロート 、、、フラット 、、、パターンドガラス (((111///333))) フロートブースト 納入年 納入先 国名 システム プロセス 1992 Ford Motor Co. U.S.A. 4 Zone System : 5250kVA Float- High Iron Plant Shutdown 1993 Pilkington S.I.V. Italy 4 Zone System : 5500kVA Float- High Iron & Incr. Clear 2nd Campaign 1993 Ford Motor Co. U.S.A. 3 Zone System : 3000kVA Float- High Iron 1994 Glaverbel Belgium 3 Zone System : 5000kVA Float- High Iron 1996 Ford Motor Co. U.S.A. 3 Zone System : 3000kVA Float- High Iron 2nd Campaign 1996 Sisecam Turkey 2 Zone System : 3500kVA Float- High Iron & Incr. Clear 1997 NEG Japan Custom System Special Float Project - PDP * 1997 Kumgang Chemical Korea 3 Zone System : 3500kVA Float- High Iron 2nd Campaign 1998 Ford Motor Co. U.S.A. 3 Zone System : 3000kVA Float- High Iron * 1998 Guardian Ind. U.S.A. 2 Zone System : 4500kVA Float- High Iron & Incr. Clear 2nd Campaign 1999 Nippon Sheet Glass Japan Model Study only: 6350kVA Float - Boost Project 3 Zone System 2000 Kumgang Chemical Korea 3 Zone System : 3500kVA Float- High Iron 2001 Jiangsu Farun China 1 Zone System : 1800kVA Float- High Iron * 2001 TGI Kunshan China 1 Zone System : 1800kVA Float- High Iron & Incr. Clear 2001 TGI Kunshan China 2 Zone System : 4500kVA Increased Clear 2002 Jiangsu Farun China 2 Zone System : 3000kVA Float- High Iron & Incr. Clear 2002 Sisecam Turkey 4 Zone System : 4400kVA Float- High Iron & Incr. Clear 2003 Jiangsu Farun China 2 Zone System : 3500kVA Float- High Iron & Incr. Clear 2004 TGI Chengdu China 2 Zone System : 3100kVA Increased Clear 2004 TGI Huanan China 2 Zone System : 3100kVA Increased Clear * 2004 TGI Kunshan China Extra Zone added 2004 Hebei Yingxin China 1 Zone System : 1800kVA Improved Quality & Incr. -
Diversity Management Is the Game Changer
Diversity Management is the Game Changer J-Win Non-Profit Organization promotes diversity management and helps companies gain a competitive edge Promoting diversity and inclusion is the key - Promote Diversity & Inclusion as a management strategy management strategy for innovation J-Win’s - Help women to build networks and provide opportunities for career Yukako Uchinaga, Board Chair Objectives development We now live in a world of globalization driven by technological advances. Global events are - Contribute building a society where diverse individuals can fully instantaneously interconnected, and this has an influence on the business environment, resulting participate in rapid change. In order for Japanese companies to overcome issues arising in this era of major and sudden global change, they must introduce innovation unbound by traditional values. They must harness the different ways of thinking and diverse values held by the people in their workplaces to establish Women to the TOP! a new business model built upon mutual understanding and respect. The promotion of diversity Developing Female Leaders and inclusion (D&I) is an effective management strategy that will revitalize their organizations, Three layers of Networks and provide an important driving force for innovation. The first step in implementing this type of Executive Network diversity management in Japan is to empower women. Since its establishment in 2007, J-Win has worked to support the advancement of diversity Next Stage Network management within its member companies. We will continue to help our member companies High Potential Network gain a competitive edge, as we cultivate more female leaders capable of succeeding in the global companies of today. -
Hiroshi Miura
Hiroshi Miura Bengoshi Asia Pacific Counsel, Skadden Arps Law Office, Tokyo (registered associated office of Skadden Arps Foreign Law Office) Corporate Finance; Mergers and Acquisitions Hiroshi Miura’s practice focuses on corporate finance, general corporate matters, mergers and acquisitions (including transactions involving bank and other regulated companies), and equity finance (including initial public offerings and offerings of preferred securities). Mr. Miura’s experience includes representing Mitsui Sumitomo Insurance Co., Ltd. in its £3.46 billion acquisition of Amlin PLC; Nikkei Inc. in its £844 million acquisition of the Financial Times Group from Pearson PLC; Digital Garage, Inc., in its US$114 million going-private acquisition of its subsidiary econtext Asia Limited (Hong Kong); Marubeni Corporation in its US$2.7 billion (excluding debt) acquisition of Gavilon Group LLC and related preferred equity investment by Japan Bank for International Cooperation; NTT DOCOMO, Inc. in its US$290 million all cash tender offer for Buongiorno S.p.A. (Italy); Advantest Corporation in its US$1.1 billion acquisition of Verigy Ltd. (Singapore); TOMY T: 81.3.3568.2819 Company, Ltd. in its US$860 million acquisition of RC2 Corporation through an all-cash F: 1.917.777.5522 tender offer and related financing; andAioi Insurance Company, Limited in its business [email protected] combination with Nissay Dowa General Insurance Company, Limited and Mitsui Sumitomo Insurance Group Holdings, Inc. to form the largest non-life insurance company group in Japan. Mr. Miura also has represented prominent companies such as Toshiba Corporation, Education Westinghouse Electric UK Limited, CSK Holdings Corporation, DBS Group Holdings Diploma of Completion, the Legal Research and Training Institute of Ltd., Sekisui Chemical Co., Ltd., Hoya Corporation, Sumitomo Mitsui Financial Group the Supreme Court of Japan, 2005 and its subsidiary Sumitomo Mitsui Banking Corporation, TPG Capital, Inc. -
REPORT on the CORPORATE GOVERNANCE and OWNERSHIP STRUCTURE of UBI BANCA Scpa
REPORT ON THE CORPORATE GOVERNANCE AND OWNERSHIP STRUCTURE OF UBI BANCA Scpa Web site: www.ubibanca.it Year: 2008 Date: 24.03.2009 Introduction Governance of UBI Banca Composition of the share capital Role of the Parent Bank and the Unione di Banche Italiane Group Governing bodies of UBI Banca • Shareholders’ meetings • Supervisory Board - APPOINTMENT AND COMPOSITION - REMUNERATION - INDEPENDENT BOARD MEMBERS - FUNCTIONS OF THE SUPERVISORY BOARD - CHAIRMAN - MANAGEMENT OR SUPERVISORY POSITIONS HELD BY MEMBERS OF THE SUPERVISORY BOARD - MEETINGS • Committees - APPOINTMENTS COMMITTEE - REMUNERATION COMMITTEE - INTERNAL CONTROL COMMITTEE - ACCOUNTS COMMITTEE • Management Board - APPOINTMENT AND COMPOSITION - REMUNERATION - EXECUTIVE AND NON -EXECUTIVE BOARD MEMBERS - INDEPENDENT BOARD MEMBERS - FUNCTIONS OF THE MANAGEMENT BOARD - CHAIRMAN - MANAGEMENT OR SUPERVISORY POSITIONS HELD BY MEMBERS OF THE MANAGEMENT BOARD - MEETINGS • Chief Executive Officer • Board Member Appointed to Supervise the System of Internal Control • Board of Arbitration • General Management • Manager charged with preparing financial reports (Financial Reporting Officer) The internal control system Organisation, management and control model pursuant to Legislative Decree No. 231/2001 and the relative Supervisory Body Related party transactions Treatment of confidential information Internal Dealing Relations with Shareholders, Institutional Investors and the Financial Community Auditing of accounts Attachments Summary tables 755 Report on Corporate governance Introduction -
Aercap Dutch GAAP 2020
AerCap Holdings N.V. Dutch GAAP Annual Report For the year ended December 31, 2020 INDEX TO ANNUAL REPORT AerCap Holdings N.V. Annual Report 2020 Report of the Board of Directors......................................................................................................................................... 3 Consolidated Financial Statements..................................................................................................................................... 32 Consolidated Balance Sheets as of December 31, 2020 and 2019 ............................................................................. 32 Consolidated Income Statements For the Years Ended December 31, 2020 and 2019 .............................................. 34 Statements of Total Results of the Group For the Years Ended December 31, 2020 and 2019 ................................. 35 Consolidated Statements of Cash Flows For the Years Ended December 31, 2020 and 2019 ................................... 36 Notes to the Consolidated Financial Statements ......................................................................................................... 39 Company Financial Statements........................................................................................................................................... 97 Company Balance Sheets as of December 31, 2020 and 2019 ................................................................................... 97 Company Income Statements For the Years Ended December 31, 2020 and 2019 .................................................. -
Guides to German Records Microfilmed at Alexandria, Va
GUIDES TO GERMAN RECORDS MICROFILMED AT ALEXANDRIA, VA. No. 32. Records of the Reich Leader of the SS and Chief of the German Police (Part I) The National Archives National Archives and Records Service General Services Administration Washington: 1961 This finding aid has been prepared by the National Archives as part of its program of facilitating the use of records in its custody. The microfilm described in this guide may be consulted at the National Archives, where it is identified as RG 242, Microfilm Publication T175. To order microfilm, write to the Publications Sales Branch (NEPS), National Archives and Records Service (GSA), Washington, DC 20408. Some of the papers reproduced on the microfilm referred to in this and other guides of the same series may have been of private origin. The fact of their seizure is not believed to divest their original owners of any literary property rights in them. Anyone, therefore, who publishes them in whole or in part without permission of their authors may be held liable for infringement of such literary property rights. Library of Congress Catalog Card No. 58-9982 AMERICA! HISTORICAL ASSOCIATION COMMITTEE fOR THE STUDY OP WAR DOCUMENTS GUIDES TO GERMAN RECOBDS MICROFILMED AT ALEXAM)RIA, VA. No* 32» Records of the Reich Leader of the SS aad Chief of the German Police (HeiehsMhrer SS und Chef der Deutschen Polizei) 1) THE AMERICAN HISTORICAL ASSOCIATION (AHA) COMMITTEE FOR THE STUDY OF WAE DOCUMENTS GUIDES TO GERMAN RECORDS MICROFILMED AT ALEXANDRIA, VA* This is part of a series of Guides prepared -
Electronics System Coordinator
Electronics System Coordinator RYOSAN CO., LTD. CORPORATE PROFILE 2020 Since its founding, Ryosan has conducted corporate activities based on the strong conviction that “a corporation is a public institution.” This phrase means that corporations are founded in order to benefit society in both the present and the future. Corporations are allowed to exist only if they are needed by society. In other words, corporations lose their meaning when they are no longer needed by society. Ryosan will continue its corporate activities with this strong conviction and firm resolution. “A corporation is a public institution.” Ryosan keeps this phrase firmly in its heart as the Company moves forward into the future. Ryosan History ~1960 1970 1980 1990 2000 2010~ 1953 1974 1981 1996 2000 2012 Ryosan Denki Co., Ltd. is established Hong Kong Ryosan Limited is The company name is changed to Ryosan Technologies USA Inc. The head office is moved to the current Ryosan Europe GmbH is established. in Kanda-Suehirocho, Chiyoda-ku, established. Ryosan Co., Ltd. is established. Head Office Building. Tokyo. Consolidated net sales exceed 300 2014 1976 1982 1997 billion yen. Ryosan India Pvt. Ltd. is established. 1957 Singapore Ryosan Private Limited Consolidated net sales exceed Zhong Ling International Trading The Company is reorganized as is established. 100 billion yen. (Shanghai) Co.,Ltd. is established. 2001 2016 a stock company as Korea Ryosan Corporation and Ryosan Engineering Headquarters obtain Ryosan Denki Co., Ltd. 1979 1983 1999 (Thailand) Co.,Ltd. are established. ISO9001 certification. Ryotai Corporation is established. Stock is listed on the Second Section Kawasaki Comprehensive Business 1963 of the Tokyo Stock Exchange. -
Glazing Systems Intelligence Service
Global light vehicle OE glazing market- forecasts to 2029 April 2015 SAMPLE Usage and copyright statement A single-user licenced publication is provided for individual use only. Therefore this publication, or any part of it, may not be copied, reproduced, stored in a retrieval system, or be transmitted in any form by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of Aroq Limited. A multi-user licence edition can be freely and legally shared with your colleagues. This agreement includes sharing electronically via your corporate intranet or the making of physical copies for your company library. Excluded from this agreement is sharing any part of this publication with, or transmitting via any means to, anybody outside of your company. This content is the product of extensive research work. It is protected by copyright under the Copyright, Designs and Patents Act 1988. The authors of Aroq Limited's research are drawn from a wide range of professional and academic disciplines. The facts within this study are believed to be correct at the time of publication but cannot be guaranteed. All information within this study has been reasonably verified to the author’s and publisher’s ability, but neither accept responsibility for loss arising from decisions based on this report. © 2015 All content copyright Aroq Limited. All rights reserved. If you would like to find out about our online multi-user services for your team or organisation, please contact: Mike Chiswell Senior QUBE Business Manager Tel: +44 (0)1527 573 608 Toll free from US: 1-866-545-5878 Email: [email protected] http://wwwS.just-auto.com/qube AMPLE April 2015 Page 2 This a sample PDF. -
Global Voting Activity Report to March 2021
Voting Disclosure 1 April 2020 ‐ 31 March 2021 UNITED KINGDOM Total Against Proposal Against ISS Proposal Company Region Meeting Date Vote Date Type Proposals Management Label Recommmendation Label RIO TINTO PLC United Kingdom 08‐Apr‐20 01‐Apr‐20 AGM 25 0 0 00 SMITH & NEPHEW PLC United Kingdom 09‐Apr‐20 02‐Apr‐20 AGM 21 0 0 00 HUNTING PLC United Kingdom 15‐Apr‐20 07‐Apr‐20 AGM 15 0 0 00 PORVAIR PLC United Kingdom 21‐Apr‐20 14‐Apr‐20 AGM 14 0 0 00 AGGREKO PLC United Kingdom 23‐Apr‐20 16‐Apr‐20 AGM 19 0 0 00 ALLIANCE TRUST PLC United Kingdom 23‐Apr‐20 16‐Apr‐20 AGM 16 0 0 00 MEGGITT PLC United Kingdom 23‐Apr‐20 17‐Apr‐20 AGM 20 0 0 00 RELX PLC United Kingdom 23‐Apr‐20 17‐Apr‐20 AGM 21 0 0 00 TAYLOR WIMPEY PLC United Kingdom 23‐Apr‐20 17‐Apr‐20 AGM 20 0 0 00 HSBC HOLDINGS PLC United Kingdom 24‐Apr‐20 20‐Apr‐20 AGM 28 0 0 00 ITV PLC United Kingdom 24‐Apr‐20 20‐Apr‐20 AGM 21 0 0 00 ROTORK PLC United Kingdom 24‐Apr‐20 20‐Apr‐20 AGM 19 0 0 00 TRAVIS PERKINS PLC United Kingdom 28‐Apr‐20 21‐Apr‐20 AGM 20 0 0 00 ASTRAZENECA PLC United Kingdom 29‐Apr‐20 22‐Apr‐20 AGM 25 0 0 00 PERSIMMON PLC United Kingdom 29‐Apr‐20 22‐Apr‐20 AGM 17 0 0 00 ROYAL BANK OF SCOTLAND GROUP PLC United Kingdom 29‐Apr‐20 22‐Apr‐20 AGM 30 2 4, 5 22, 3 UNILEVER PLC United Kingdom 29‐Apr‐20 22‐Apr‐20 AGM 22 0 0 00 SYNTHOMER PLC United Kingdom 29‐Apr‐20 23‐Apr‐20 AGM 21 1 5 00 BLACKROCK WORLD MINING TRUST PLC United Kingdom 30‐Apr‐20 23‐Apr‐20 AGM 15 0 0 00 RPS GROUP PLC United Kingdom 30‐Apr‐20 23‐Apr‐20 AGM 16 0 0 00 SCHRODERS PLC United Kingdom 30‐Apr‐20 23‐Apr‐20 AGM 24 -
The State of HR Transformation
About Aon Aon Hewitt Aon plc (NYSE:AON) is the leading global provider of risk management, insurance and reinsurance brokerage, and human resources solutions and outsourcing services. Through its more than 66,000 colleagues worldwide, Aon unites to empower results for clients in over 120 countries via innovative and effective risk and people solutions and through industry-leading global resources and technical expertise. Aon has been named repeatedly as the world’s best broker, best insurance intermediary, The State of best reinsurance intermediary, best captives manager, and best employee benefits consulting firm by multiple industry sources. Visit aon.com for more information on Aon and aon.com/ manchesterunited to learn about Aon’s global HR Transformation partnership with Manchester United. 2017 Insights © Aon plc 2017. All rights reserved. The information contained herein and the statements expressed are of a general nature and are not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information and use sources we consider reliable, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate profes- sional advice after a thorough examination of the particular situation. Risk. Reinsurance. Human Resources. Risk. Reinsurance. Human Resources. Businesses are experiencing breakthroughs faster than ever. Life cycles for innovation are shortening. 4. HR Technology—Sky-high expectations, yet to b. Across APAC: The Nature of Work evolves and revolves around the ability to learn and adapt at the speed of creation.