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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, -
Small-Package Delivery Services in Asean
FOSTERING COMPETITION IN ASEAN OECD COMPETITIVE NEUTRALITY REVIEWS: SMALL-PACKAGE DELIVERY SERVICES IN ASEAN SERVICES DELIVERY OECD COMPETITIVE NEUTRALITY REVIEWS: SMALL-PACKAGE OECD Competitive Neutrality Reviews ASEAN SMALL-PACKAGE DELIVERY SERVICES OECD Competitive Neutrality Reviews: Small-Package Delivery Services in ASEAN PUBE 2 Please cite this publication as: OECD (2021), OECD Competitive Neutrality Reviews: Small-Package Delivery Services in ASEAN https://www.oecd.org/competition/fostering-competition-in-asean.htm This work is published under the responsibility of the Secretary-General of the OECD. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the OECD or of the governments of its member countries or those of the European Union. This document and any map included herein are without prejudice to the status or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city, or area. The OECD has two official languages: English and French. The English version of this report is the only official one. © OECD 2021 OECD COMPETITIVE NEUTRALITY REVIEWS: SMALL-PACKAGE DELIVERY SERVICES IN ASEAN © OECD 2021 3 Foreword As one of the fastest growing regions in the world, Southeast Asia has benefited from broadly embracing economic growth models based on international trade, foreign investment and integration into regional and global value chains. Maintaining this momentum, however, will require certain reforms to strengthen the region’s economic and social sustainability. This will include reducing regulatory barriers to competition and market entry to help foster innovation, efficiency and productivity. The logistics sector plays a significant role in fostering economic development. -
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. -
Proud of Progress. Better Prepared for the Future. CONTENTS an POST ANNUAL REPORT 2014
AN POST AN POST ANNUAL REPORT 2014 ANNUAL REPORT AN POST AnnuAl Report 2014 Proud of Progress. Better Prepared for the Future. CONTENTS AN POST ANNUAL REPORT 2014 Mission, Vision and Values 4 Board of Directors and Corporate Information 6 Chairman’s Statement 8 Management 10 Chief Executive’s Review 14 Financial Review 24 Universal Service 26 Sustainability 30 Stamp Issues and Philatelic Publications 36 Index to the Financial Statements 39 1 IN 2014 AN POST INCREASED TURNOVER & REDUCED OPERATING COSTS. 2 AN POST ANNUAL REPORT 2014 2013 2014 2013 2014 €811.7m €820.6m €823.2m €814.7m Turnover Operating Costs 3 OUR MISSION To provide world class postal, distribution and financial services with unrivalled local community access and global connections. OUR VISION Working together as a united team, our ambition is to outperform the competition, delivering a better quality service, more efficiently, to more customers by continuously adapting, innovating and implementing change. 4 AN POST ANNUAL REPORT 2014 OUR VALUES Quality Customer Service We deliver world class service quality by putting the customer first. Commercial Success We achieve commercial success to sustain and develop the business. Cost Competitiveness & Efficiency We run a cost competitive efficient Company. Respect & Personal Responsibility We respect each other and take personal responsibility. Respected Corporate Citizen We care for the environment and are engaged in the community. Innovation & Change We innovate, adapt and implement change successfully. 5 BOARD OF DIRECTORS AND CORPORATE INFORMATION 1. 4. 8. 12. Christoph Jennifer William Peter Mueller Loftus Mooney Ormond 2. 5. 9. 13. Donal Patrick Ed William Connell Compton Murray Scally 3. -
Shexiang Baoxin Pill, a Traditional Chinese Herbal Formula, Rescues the Cognitive Impairments in APP/ PS1 Transgenic Mice
ORIGINAL RESEARCH published: 14 July 2020 doi: 10.3389/fphar.2020.01045 Shexiang Baoxin Pill, a Traditional Chinese Herbal Formula, Rescues the Cognitive Impairments in APP/ PS1 Transgenic Mice † † Wei-Hui Hu 1,2,3 , Shing-Hung Mak 1,2 , Zhong-Yu Zheng 1,2, Ying-Jie Xia 1,2, Miranda Li Xu 1,2, Ran Duan 1,2,3, Tina Ting-Xia Dong 1,2,3, Shao-Ping Li 4, Chang-Sen Zhan 5,6, Xiao-Hui Shang 5,6 and Karl Wah-Keung Tsim 1,2,3* 1 Shenzhen Key Laboratory of Edible and Medicinal Bioresources, HKUST Shenzhen Research Institute, Shenzhen, China, 2 Division of Life Science and Center for Chinese Medicine and State Key Laboratory of Molecular Neuroscience, The Hong Kong University of Science and Technology, Hong Kong, Hong Kong, 3 Joint Laboratory of Guangdong Province and Hong Kong Region on Marine Bioresource Conservation and Exploitation, College of Marine Sciences, South China Agricultural University, Guangzhou, China, 4 Institute of Chinese Medical Sciences, University of Macau, Macau, Macau, 5 Shanghai Edited by: Engineering Research Center for Innovation of Solid Preparation of TCM, Shanghai, China, 6 Shanghai Hutchison Qiaobing Huang, Pharmaceuticals Ltd., Shanghai, China Southern Medical University, China Reviewed by: Background: Shexiang Baoxin Pill (SBP), a formulated traditional Chinese medicine Bing-Xing Pan, Nanchang University, China (TCM), has been widely used to treat cardiovascular diseases for years. This herbal Wenda Xue, mixture has been shown to promote differentiation of cultured neuronal cells. Here, we Nanjing University of Chinese aimed to investigate the effects of SBP in attenuating cognitive impairment in APP/PS1 Medicine, China *Correspondence: transgenic mice. -
China's Postal Services
Studies on the Changing Postal Marketplace: Vol. 1 China’s Postal Services: Which Path Forward? Jessica Ciccone Adams and Don Soifer June 2014 EXECUTIVE SUMMARY T his report represents the first in a series examining the postal and delivery sectors of the world’s major economies. It focuses on China’s postal services, market dynamics and the extent to which the needs of household and business consumers are being met. China was selected as the first post to review due to its significant market presence and growing influence, with China Post revenue exceeding 97 billion yuan (US $15 billion), and delivering nearly 2.4 billion pieces during the first half of 2012. While China Post has realized significant growth in both postal and non-postal revenue, it has largely ignored trends that have characterized the reform strategies of other national posts. For example: • Service standards such as those published by postal operators in most industrialized countries do not exist for China Post, whose annual report instead publishes numbers of complaints received and the results of customer surveys on satisfaction and perceptions of improvement. • Regulation by an independent regulatory authority, with delineated separation between operational and regulatory responsibilities. • Draft regulations introduced in 2013 would impose new fees on private delivery operators, with no evident link to the proceeds contributing to either improvements in service quality or increased liberalization to expand consumer options. • Deregulation of the postal monopoly. Laws that create and protect postal monopolies have tended to result in decreased delivery performance and increased costs, to the detriment of the consumer. -
Review of Postal Users' Needs: 2020 Report
Review of postal users’ needs An assessment of whether the minimum requirements of the universal postal service reflect the reasonable needs of the users of postal services in the United Kingdom Review of postal users’ needs – Welsh overview Publication Date: 26 November 2020 Contents Section 1. Overview 1 2. Introduction and background 5 3. Market and USO context 10 4. Overview of user research findings 23 5. Delivery frequency 41 6. Speed of delivery, quality of service, tracking and additional services 65 Annex A1. International context and experiences 83 A2. Legal Framework 92 A3. Market research methodology 96 A4. Estimating impacts on user benefits 98 A5. Cost methodology 109 A6. Revenue methodology 126 A7. Glossary 132 1. Overview Ofcom has undertaken a comprehensive review of the needs of postal users across the UK, to see if the requirements placed on Royal Mail reflect what people and businesses need today. We have looked in detail at how satisfied people and small businesses are with the current postal service, and what alternatives would meet their needs. This document explains our findings. The universal postal service is relied upon by millions of people and businesses across the UK. As the postal regulator, our goal is to make sure postal users benefit from a universal service that meets their needs. In doing so we also consider whether the service is sustainable and efficient. The minimum requirements of the universal service are set out in legislation. These include requirements on Royal Mail to deliver letters six days a week and parcels five days a week, at an affordable and geographically uniform price to every address in the UK. -
Union Postale Has Been Reporting News from the International Postal Sector for the Benefit of Stakeholders Across the Industry
Moving the postal sector forward since 1875 MARCH 2011 No 1 IFAD president on remittances E-substitution’s many faces Clipping the wings of revenue loss Isn’t it time you subscribed? Since 1875, Union Postale has been reporting news from the international postal sector for the benefit of stakeholders across the industry. These include regulators, chief executives, operational experts, post-office employees, strategic thinkers, suppliers, academics, philatelists and anyone else with a keen interest in Posts. Help Union Postale celebrate its 135th birthday Moving the postal sector forward since 1875 by joining the ranks of thousands of satisfied MARCH 2011 N o IFAD president on 1 remittances readers. Sign up now for four issues a year of this E-substitution’s many faces full-colour, high-quality magazine in one of seven languages. Private subscribers anywhere in the world can subscribe for CHF50 a year. Special discount rates Clipping the wings of apply to Posts from UPU member countries. revenue loss Fax us your order now on +41 31 350 37 11 or email us at [email protected] with the following details: Name Language version desired: Position English Organization/Operator French Full postal address Arabic Chinese German E-mail address Russian Telephone Spanish Fax Contents Cover story Revenue protection takes centre stage The UPU’s Consultative Committee is helping Posts to stop losing money 12 Feature Electronic substitution: a shifting story A look at the state of research on a game-changing phenomenon 9 People Moving the postal sector -
PIP – Market Environment PIP – Pressure
Bernhard BukovcBernhard Bukovc The New Postal Ecosystem PIP – market environment PIP – pressure Mail volumes Costs Political expectations Organization ICT developments Market expectations Competition PIP – mail volumes > 5 % < 5 % + Post Danmark Deutsche Post DHL China Post Poste Italiane Australia Post Luxembourg Post Correos Swiss Post Itella Le Groupe La Poste Austria Post Hongkong Post PTT Turkish Post Correios Brasil Pos Indonesia Posten Norge NZ Post Thailand Post India Post Singapore Post PostNL Japan Post PIP – parcel volumes - + Mainly due to domestic Average growth rates per year economic problems (e.g. a between 4 – 6 % general decline or lower growth levels of eCommerce) PIP – eCommerce growth 20 - 30 China, Belgium, Turkey, Russia, India, Indonesia 15 – 20 % 10 - 20 Australia, Italy, Canada, Germany, Thailand, France, US online retail sales 0 - 10 Japan, Netherlands, annual growth until 2020 Switzerland, UK PIP – opportunities PIP – some basic questions What is the role of a postal operator in society ? What is its core business ? PIP – some basic questions What is the postal DNA ? PIP – bringing things from A to B PIP – intermediary physical financial information B 2 B 2 C 2 C 2 G PIP – challenges PIP – main challenges • Remaining strong & even growing the core business • Diversification into areas where revenue growth is possible • Expansion along the value chain(s) of postal customers • Being a business partner to consumers, businesses & government • Embracing technology PIP – diversification Mail Parcel & Financial Retail IT services Logistics & Telecom Express services freight PIP – value chain Sender Post Receiver PIP – value chain mail Sender Post Receiver Add value upstream Add value downstream • Mail management services • CRM • Printing and preparation • Choice • Marketing • Response handling • Data etc. -
Engaging Member Countries Involved in the Global Inventory
Introduction December 2009 Dear Journalist, The following press kit is designed to help you better understand the global postal sector, its major players and its environmental activities. The sector is a major industry, employing more than 5 million people and operating thousands of buildings and vehicles around the world. The UPU has recently announced the results of its first global inventory of greenhouse gas emissions produced by postal vehicles and buildings and is committed to helping the postal sector become greener. The inventory is a major step forward. Details are available in the press release included in this guide. The guide is broken down in several sections: • Introduction • Overview • UPU press release on global inventory • Questions and answers • Milestones • Best practices • Raising awareness through philately • Turning a shade of green, cover story from the December 2009 issue of Union Postale, the UPU’s flagship magazine • Media contacts • Where to find photos about the postal sector We hope this guide is helpful as you cover worldwide initiatives to curb the impact of climate change and the negotiations during the United Nations Conference on Climate Change in Copenhagen. If you have any questions regarding the global postal sector, please don’t hesitate to contact me or, for information about the European postal sector, my colleague Cynthia Wee at PostEurop. We are both listed in “Contacts” at the end of this guide. Regards, Rhéal LeBlanc Communications Programme Manager Overview The global postal sector The global postal network is the world’s largest physical distribution network. Every day, Posts deliver billions of pieces of mail processed in thousands of post offices using as many vehicles, motorcycles, airplanes, boats and trains. -
Conditions Specifiques De La Boutique (Particuliers) Chapitre I
CONDITIONS SPECIFIQUES DE LA BOUTIQUE (PARTICULIERS) CHAPITRE I - DISPOSITIONS COMMUNES ARTICLE 1. DEFINITIONS « Abonnement Mobilité (AM) » : désigne le SeL qui permet au Client de faire garder son courrier par La Poste ou de le faire suivre vers une adresse provisoire. « Adresse de courrier électronique » : désigne l’adresse de courrier électronique renseignée par l’Utilisateur lors de la phase de création d’un Compte sur la Boutique et sur laquelle lui sera transmis, notamment, le courrier électronique de confirmation d’Inscription et toute notification ultérieure (alerte, avis de réception, …). « Articles » : pour les besoins du Contrat, désigne les SeL et les Produits. « Avis de réception » : désigne le document généré par La Poste, en charge de l’acheminement de la (LReLN). Lors de l’envoi d’une LReLN le Client opte de recourir, ou non à l’Avis de réception. « Boutique » : désigne la boutique web de la Poste accessible via le Site et qui regroupe l’offre de Produits et de Services en Ligne. « Client » : désigne toute personne physique disposant de la pleine capacité juridique ayant ouvert un Compte sur la Boutique. « Compte » : désigne le compte individuel d’un Client ouvert sur la Boutique, dont la création est une étape obligatoire, gratuite et préalable à l’utilisation de la Boutique en vue d’un achat. Ce compte regroupe les données personnelles du Client et les données relatives à la consommation de ses Articles. Il permet au Client de s’identifier (en saisissant son Adresse de courrier électronique et son Mot de passe) et d’accéder à un espace réservé lui permettant d’utiliser et de gérer ses commandes. -
An Post Terms and Conditions for Bulk Mail Universal
AN POST TERMS AND CONDITIONS FOR BULK MAIL UNIVERSAL SERVICES AND ADDITIONAL INFORMATION 17 November 2014 - 1 - Table of Contents Introduction ................................................................................................................ 4 PART 1 - Terms and Conditions applicable to all Bulk Mail Universal Services ........ 7 Section A - Preliminary .............................................................................................. 7 A.1 Commencement ................................................................................... 7 A.2 Definitions ............................................................................................. 7 A.3 An Post not a “Common Carrier” .......................................................... 7 A.4 An Post services offered subject to their availability ............................. 7 A.5 Confidentiality and Inviolability of Postal Packets ................................. 7 A.6 Applicable Law ..................................................................................... 8 Section B – Preparing your mail for posting ............................................................... 9 B.1 Information on size and weight restrictions ........................................... 9 B.2 Packing ............................................................................................... 10 B.3 Postal Addressing ............................................................................... 11 B.4 Return Postal Address .......................................................................