Monthly OTP July 2019
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Cheil Industries Stronger Is the Unconventional Challenges
year in review in year unconventional challenges and our responses What makes Cheil Industries stronger is the unconventional challenges. We continued to move forward when competitors were at a standstill, and worked on making the company better while others were solely focused on external growth. Cheil Industries looks to push boundaries and seeks challenges and innovation even in times of great uncertainty. This Corporate Report is a record of what Cheil Industries has done in the past, and how we have responded to crisis by taking full advantage of opportunities and boldly adopting changes. It is also a commitment to growth in the future, so that Cheil Industries can join with all of our stakeholders in becoming a stronger, better company. 03 Cheil Industries Corporate Report 2011 year in review in year we are original strong no future creative without a past Cheil Industries’ 57 year history has built a company of immense experience. The company has always upheld a strong set of values, resulting in today’s growth and success. This is an introduction to the history of Cheil Industries – a history which also serves as the basis for the core values that will shape our future. 04 05 Cheil Industries Corporate Report 2011 1954 Cheil Woolen Fabrics Industries founded ns I 1956 Commenced plant operations and manufactured Korea’s first combed yarn Beg year in review in year 1961 Launched Korea’s first textile exports (1954~1968) 1965 Became the first Korean business to secure a license to use the WOOL trademark A Journey 1969 Became the -
York Aviation Contents
The Economic Impact of Arrivals Duty and Tax Free Shopping in the EU European Travel Retail Confederation September 2020 York Aviation Contents York Aviation Contacts Originated by: James Brass Partner Page T. +44 (0)7767 455614 E. [email protected] 1. Key Points 2 Matthew Jones Senior Consultant 1. Introduction 6 T. +44 (0)1625 614051 E. [email protected] 2. How would arrivals shops affect the market? 8 3. Estimating the economic impact of arrivals shops 10 4. Country Case Study: Spain 14 5. Country Case Study: Italy 20 6. Country Case Study: Germany 26 7. Potential Impact Across the EU 32 York Aviation is the trading name of York Aviation LLP, registered in Cardiff, No. 0C307526. Registered Office: Smithfield House, 92 North Street, Leeds, LS2 7PN Disclaimer of Liability Although every effort has been made to ensure the accuracy of the material and the integrity of the analysis presented herein, York Aviation LLP accepts no liability for any actions taken on the basis of its contents. York Aviation LLP is neither authorised nor regulated by the Financial Conduct Authority or the Prudential Regulation Authority. Anyone considering a specific investment should consult their own broker or other investment adviser. York Aviation LLP accepts no liability for any specific investment decision, which must be at the investor’s own risk. Copyright Copyright © 2020 York Aviation LLP. All rights reserved. Except for the quotation of short passages for the purposes of criticism or review, no part may be used or reproduced without permission. 1 York Aviation Key Points York Aviation Key Points The COVID-19 pandemic has had a devastating impact on the European air transport industry and its partner sectors. -
Green Korea 2003 Green Korea 2003 Towards the Harmonization of Humans and Nature
Green Korea 2003 www.me.go.kr Green Korea 2003 Towards the harmonization of humans and nature As the eaves in silhouette whisper our traditional beauty, the imagery opens a view of modern Korea where the past meets the future in harmony with nature. A View of the Han River Published by International Affairs Office, Ministry of Environment Government Complex Gwacheon, Jungangdong 1, Gwacheon-si, Gyeonggi-do, 427-729, Republic of Korea Ministry of Environment Tel. (822) 504-9244 Fax. (822) 504-9206 Republic of Korea This brochure uses recycled paper. Contents Preface ......................................................................................................2 Special Reports Environmental Vision of the Participatory Government ............................4 Environmentally Friendly World Cup ....................................................... 6 UNEP 8th Special Session of the Governing Council in Korea ...............10 Major Environmental Policies Development and Promotion of Environmental Technology ....................12 The Environmental Industry .......................................................................16 Environmental Education .........................................................................20 Preservation of the Natural Environment ...............................................22 Natural Gas Bus for Clear and Clean Sky .................................................26 Water Quality Management .......................................................................30 Management of Drinking Water -
GS Energy Brochure Download
Company Introduction COPYRIGHT © 2012 GS ENERRGY. All RIGHTS RESERVED GS Energy Profile p.03 Subsidiaries p.04 Business Portfolio Refining & Petrochemicals p.05 Gas & Power p.07 Exploration & Production p.12 Green Growth p.14 GS Energy R&D Center p.18 Financial Information p.19 Contact Us p.20 History p.21 COPYRIGHT © 2012 GS ENERRGY. All RIGHTS RESERVED Corporate Profile GS Energy was incorporated on January 3, 2012 as a result of GS Holdings’ spinoff of GS Caltex, its refining, marketing, chemicals and transportation arm, creating a new independent Korean energy company. Subsequently, GS Energy assumed the high growth businesses previously operated by GS Caltex including, exploration & production and renewable energy operations. Further, by acquiring GS Caltex’s electric & gas utilities operations, GS Energy has solidified its position as an integrated energy-specialized holding company. Value chain integration and operational agility are fundamental to GS Energy’s long term growth strategy. GS Energy is organized into four interrelated segments: Exploration & Production, Refining & Petrochemicals, Gas & Power and Green Growth. Our integrated business model allows us to capture synergies among our different segments and activities. Our upstream businesses include the development of oil & gas projects across the globe, from the Middle East to the Americas and Southeast Asia. Further downstream, GS Energy is currently constructing a Liquefied Natural Gas (LNG) terminal in South Chungcheong Province to optimize value chain integration and to ultimately provide a steady flow of electric power and gas to customers through various subsidiaries and affiliates. Furthermore, given our focus on sustainable growth, we have been actively developing our technical know-how in the alternative energy sector. -
Aena Magazine Rich.Indd 11 21/5/07 18:15:12 12 347332392383475498774709909029989935499
An official report for the aviation community. 3 Contents P.4 Javier Marin Director of Spanish airports Madrid Barajas A national asset P.8 José Manuel Hesse The ‘architect’ of Plan Barajas Award-winning P.27 Architectural design Maria Dolores Izquierdo P.33 P.11 Retail – every case is different Plan Barcelona The engine of Catalonia Innovation in IT P.38 P.17 First-rate, in-house expertise The Malaga plan A benchmark for tourist airports A three-way partnership P.20 Air navigation, airlines and airports The Levante Plan P.41 Alicante and Valencia Security P.24First, last and always Canarias plan P.47 The lucky airports P.51 4 Madrid Barajas Spain’s window on the world Airport Business asked Aena’s director of Spanish airports Javier Marin to spell out the significance of Plan Barajas, including the award-winning Madrid Barajas Terminal 4. John Frank-Keyes reports. “ 5 adrid Barajas is absolutely vital for air transport in Spain because of its hub function. However, we faced significant capacity limitations, so these infrastructure developments were crucial – and not just for Madrid, but for Spain and indeed for Europe. We now have the capacity to move up from being Europe’s fifth-ranked airport, and indeed it is something we have been able to achieve as we are now fourth in the first quarter of 2007,” Marin replied. Previously, Barajas had hourly runway capacity of 78 movements per hour with passenger mgrowth of about 8% a year. “The full benefits of the new capacity have really been felt with the advent of the winter season when we have been able to offer 90 movements per hour. -
European Commission
EUROPEAN COMMISSION MEMO Brussels, 23 July 2014 State Aid: further details on Commission decisions regarding public financing of airports and airlines in Germany, France and Austria (See also IP/14/863). Today, the Commission has taken six decisions under EU state aid rules with regard to public aid measures to airports and airlines relating to three airports in Germany (Dortmund, Leipzig/Halle and Niederrhein-Weeze) and three airports in France (Angoulême, Pau Pyrénées and Nîmes). It has also extended the scope of its formal investigation in relation to Klagenfurt airport in Austria. Since the beginning of 2014, the Commission had already finalised its assessment in eleven other cases concerning public aid measures to airlines and airports.1 Public interventions in companies carrying out economic activities can be considered free of state aid within the meaning of EU rules when they are carried out on terms that a private player, operating in a market economy, would have accepted (the market economy operator principle – MEOP). If the MEOP is complied with, the measure confers no advantage to the company and therefore involves no state aid. If the MEOP is not complied with, the measure involves state aid and the Commission then examines whether it can be found compatible with the EU's Single Market. This means that the Commission checks whether the measure complies with common EU rules that allow granting aid for projects furthering goals of common interest, such as EU transport or cohesion policy objectives, under certain conditions. The assessment criteria for public interventions in airports and airlines are set out in the Commission's Aviation Guidelines, adopted in February 2014 (see IP/14/172, MEMO/14/121 and, for more details, policy brief. -
Scalability of the Air Transportation System and Development of Multi-Airport Systems: a Worldwide Perspective
Scalability of the Air Transportation System and Development of Multi-Airport Systems: A Worldwide Perspective by Philippe A. Bonnefoy B. Ing., Mechanical Engineering, École Polytechnique de Montréal, Canada, 2002 S.M., Aeronautics & Astronautics, Massachusetts Institute of Technology, 2005 Submitted to the engineering systems division in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY June 2008 2008 Philippe A. Bonnefoy, All rights reserved. The author hereby grants to MIT the permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. Signature of Author: ______________________________________________________ Philippe A. Bonnefoy Engineering Systems Division May 30th 2008 Certified by: _____________________________________________________________ R. John Hansman, Professor Department of Aeronautics and Astronautics and Engineering Systems Thesis Supervisor Certified by: _____________________________________________________________ Cynthia Barnhart, Professor Department of Civil and Environmental Engineering and Engineering Systems Certified by: _____________________________________________________________ Richard de Neufville, Professor Department of Civil and Environmental Engineering and Engineering Systems Certified by: _____________________________________________________________ Amedeo Odoni, Professor Department of Aeronautics and Astronautics and Civil and Environmental Engineering Accepted -