AG Bericht 2004 E 0403 04.03.2005 13:56 Uhr Seite 1

Total Page:16

File Type:pdf, Size:1020Kb

AG Bericht 2004 E 0403 04.03.2005 13:56 Uhr Seite 1 AG Bericht 2004 E 0403 04.03.2005 13:56 Uhr Seite 1 Deutsche Telekom AG Annual financial statements as of December 31, 2004 !"§== AG Bericht 2004 E 0403 04.03.2005 13:56 Uhr Seite 3 Contents Supervisory Board ........................................................................4 Board of Management .................................................................7 Statement of income ....................................................................8 Balance sheet ................................................................................9 Statement of noncurrent assets ................................................10 Statement of cash flows ............................................................12 Statement of shareholders’ equity ...........................................13 Exchange rates used .................................................................14 Summary of accounting policies .............................................15 Notes ............................................................................................19 Other disclosures .......................................................................40 Auditors’ report ...........................................................................47 A combined management report has been produced for the Deutsche Telekom AG’s single-entity financial statements Deutsche Telekom Group and Deutsche Telekom AG and is and management report, which has been combined with the published in our 2004 Annual Report. Group management report, for the 2004 financial year are published in the Federal Gazette (Bundesanzeiger) and filed under HRB 6794 with the Commercial Registry of the Bonn District Court. AG Bericht 2004 E 0403 04.03.2005 13:56 Uhr Seite 4 Members of the Supervisory Board of Deutsche Telekom AG in 2004 including seats on the supervisory boards of other companies Dr. Klaus Zumwinkel Josef Falbisoner Dr. Dieter Hundt Member of the Supervisory Board Member of the Supervisory Board Member of the Supervisory Board since March 7, 2003 since October 2, 1997 since January 1, 1995 Chairman of the Supervisory Board Head of ver.di District of Bavaria, Managing Shareholder of Allgaier since March 14, 2003 Munich Werke GmbH, Uhingen, and President of the Confederation of German Em- Chairman of the Board of Manage- Member of the Supervisory Boards of: ployers’ Associations (BDA), Berlin ment of Deutsche Post AG, Bonn §PSD Bank eG, Munich, Augsburg office (since 6/1994) Member of the Supervisory Boards of: Member of the Supervisory Boards of: §EvoBus GmbH, Stuttgart §Deutsche Lufthansa AG, Cologne (since 5/1995) (since 6/1998) Dr. Hubertus von Grünberg §Stauferkreis Beteiligungs-AG, §Deutsche Postbank AG, Bonn, Member of the Supervisory Board Göppingen, Chairman of the Chairman of the Supervisory Board* since May 25, 2000 Supervisory Board (since 1/1999) (since 1/1999) Member of the Supervisory Board at §Stuttgarter Hofbräu AG, Stuttgart §Karstadt Quelle AG, Essen Continental AG, Hanover, et al (since 4/1993), renamed SHB (since 5/2003) Stuttgarter Finanz- und Beteiligungs Member of the Supervisory Boards of: Aktiengesellschaft, Stuttgart in Member of comparable supervisory §Allianz Versicherungs-AG, Munich 7/2004 bodies of companies in Germany or (since 5/1998) §Stuttgarter Hofbräu Verwaltungs-AG, abroad: §Continental AG, Hanover, Stuttgart (since 5/1999), Deputy §Morgan Stanley, New York (U.S.), Chairman of the Supervisory Board Chairman of the Supervisory Board Board of Directors (since 1/2004) (since 6/1999) (from 9/2003 to 10/2004), §MAN Aktiengesellschaft, Munich Chairman of the Supervisory Board (since 2/2000) (since 11/2004) Franz Treml §Landesbank Baden-Württemberg, Member of the Supervisory Board Member of comparable supervisory Stuttgart, Administrative Board since July 8, 2003 bodies of companies in Germany or (since 1/1999) Deputy Chairman of the Supervisory abroad: Board since August 21, 2003 §Schindler Holding AG, Hergiswil Deputy Chairman of ver.di trade union, (Switzerland), Board of Directors Waltraud Litzenberger Berlin (since 5/1999) Member of the Supervisory Board since June 1, 1999 Member of the Supervisory Boards of: Member of the Works Council at §DeTeImmobilien Deutsche Telekom Volker Halsch Deutsche Telekom AG, Technical Immobilien und Service GmbH, Member of the Supervisory Board Customer Service Branch Office, Münster, Deputy Chairman since October 1, 2004 Central District, Mainz (since 3/2000) State Secretary, Federal Ministry of §DBV-Winterthur – Leben, Wiesbaden Finance, Berlin Member of the Supervisory Boards of: (since 4/2000) §PSD Bank eG, Koblenz Member of the Supervisory Boards of: (since 9/1998) §Deutsche Bahn AG, Berlin Monika Brandl (since 2/2003) Member of the Supervisory Board Michael Löffler since November 6, 2002 Member of the Supervisory Board Member of the Central Works Council Lothar Holzwarth since January 1, 1995 at Deutsche Telekom AG, Bonn Member of the Supervisory Board Member of the Works Council at since November 6, 2002 Deutsche Telekom AG, Networks – no other seats – Chairman of the Works Council at Branch Office, Dresden Deutsche Telekom AG, Business Customer Branch Office, Southwestern – no other seats – District, Stuttgart Member of the Supervisory Boards of: §PSD Bank RheinNeckarSaar eG, (since 1/1996), Chairman of the Supervisory Board (from 7/2000 to 6/2004), Deputy Chairman of the Supervisory Board (since 7/2004) * Supervisory board seats in companies that are members of the same group, as defined in § 100 (2), Sentence 2 AktG (German Stock Corporation Act) 4 Financial statements 2004 AG Bericht 2004 E 0403 04.03.2005 13:56 Uhr Seite 5 Dr. Manfred Overhaus Dr. jur. Hans-Jürgen Schinzler Ursula Steinke Member of the Supervisory Board Member of the Supervisory Board Member of the Supervisory Board from November 28, 2002 to Septem- since May 20, 2003 since January 1, 1995 ber 30, 2004, Former State Secretary, Chairman of the Supervisory Board of Chairwoman of the Works Council at Federal Ministry of Finance, Berlin Münchener Rückversicherungs- T-Systems CDS GmbH, Northern Gesellschaft AG, Munich District Branch Office, Kiel Member of the Supervisory Boards of: §Deutsche Post AG, Bonn Member of the Supervisory Boards of: – no other seats – (from 1/1995 to 9/2004) §Bayerische Hypo- und Vereinsbank §GEBB mbH, Cologne AG, Munich (since 3/2003), Deputy (from 8/2000 to 6/2004) Chairman of the Supervisory Board Prof. Dr. h.c. Dieter Stolte (since 1/2004) Member of the Supervisory Board §Metro AG, Düsseldorf (since 5/2002) since January 1, 1995 Hans-W. Reich Publisher of the “Welt” and “Berliner Member of the Supervisory Board Member of comparable supervisory Morgenpost” newspapers, Berlin since May 27,1999 bodies of companies in Germany or Chairman of the Board of Managing abroad: Member of the Supervisory Boards of: Directors, KfW Bankengruppe, Frank- §Aventis S.A., Schiltigheim (France) §Ströer Out-of-home Media AG, furt/Main (from 12/1999 to 8/2004) Cologne (since 10/2002) §ZDF Enterprises GmbH, Mainz Member of the Supervisory Boards of: (since 1992) §Aareal Bank AG, Wiesbaden Dr. Klaus G. Schlede (since 6/2002), Chairman of the Member of the Supervisory Board Supervisory Board (since 6/2004) since May 20, 2003 Bernhard Walter §Deutsche Post AG, Bonn Member of the Supervisory Board of Member of the Supervisory Board (since 9/2004) Deutsche Lufthansa AG, Cologne since May 27,1999 §HUK-COBURG Haftpflicht-Unter- Former Chairman of the Board stützungs-Kasse kraftfahrender Member of the Supervisory Boards of: of Managing Directors of Dresdner Beamter Deutschlands a. G., Coburg §Deutsche Postbank AG, Bonn Bank AG, Frankfurt/Main (since 7/2000) (since 4/2000) §HUK-COBURG-Holding AG, Coburg §Deutsche Lufthansa AG, Cologne Member of the Supervisory Boards of: (since 7/2000) (since 6/1998) §Bilfinger Berger AG, Mannheim §IKB Deutsche Industriebank AG, (since 7/1998) Düsseldorf (since 9/1999) §DaimlerChrysler AG, Stuttgart §RAG AG, Essen (since 11/2000) Wolfgang Schmitt (since 5/1998) §Thyssen Krupp Steel AG, Duisburg Member of the Supervisory Board §Henkel KGaA, Düsseldorf (since 7/2000) since October 2, 1997 (since 5/1998) Head of Liaison Office, T-Com Head- §mg technologies ag, Frankfurt/Main Member of comparable supervisory quarters, Deutsche Telekom AG, Bonn (since 3/1993) bodies of companies in Germany or §Staatliche Porzellan-Manufaktur abroad: Member of the Supervisory Boards of: Meißen GmbH, Meißen §DePfa Bank plc., Dublin (Ireland), §PSD Bank RheinNeckarSaar eG (since 1/2001) Board of Directors (since 3/2002) (since 1993) §Thyssen Krupp AG, Düsseldorf §Telemarkt AG, Reutlingen (from 3/1997 to 1/2005) (since 1/2004) §Wintershall AG, Kassel, Deputy Dr.-Ing. Wolfgang Reitzle Chairman of the Supervisory Board Member of the Supervisory Board (since 2/2001) since February 10, 2005 Michael Sommer Chairman of the Executive Board of Member of the Supervisory Board Linde AG, Wiesbaden since April 15, 2000 Chairman of the German Trade Union Member of the Supervisory Boards of: Federation (DGB), Berlin §Allianz Lebensversicherungs-AG, Stuttgart (since 12/2002) Member of the Supervisory Boards of: §STILL GmbH, Hamburg, Chairman of §Deutsche Postbank AG, Bonn, Deputy the Supervisory Board* Chairman of the Supervisory Board (since 1/2004) (since 11/1997) * Supervisory board seats in companies that are members of the same group, as defined in § 100 (2), Sentence 2 AktG (German Stock Corporation Act) 5 Financial statements 2004 AG Bericht 2004 E 0403 04.03.2005 13:56 Uhr Seite 6 Wilhelm Wegner Member of the
Recommended publications
  • 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,
    [Show full text]
  • 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.
    [Show full text]
  • 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 .....................................................................................................................................................
    [Show full text]
  • 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.
    [Show full text]
  • 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% .
    [Show full text]
  • State Traditions in Institutional Reform
    STATE TRADITIONS IN INSTITUTIONAL REFORM. A CASE STUDY OF FRENCH AND GERMAN TELEPHONE POLICY DEBATES FROM 1876 UNTIL 1997 Thesis submitted for the Ph.D. degree June 2004 London School of Economics and Political Science Government Department Marit Sjovaag Marino UMI Number: U194823 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. Disscrrlation Publishing UMI U194823 Published by ProQuest LLC 2014. Copyright in the Dissertation held by the Author. Microform Edition © ProQuest LLC. All rights reserved. This work is protected against unauthorized copying under Title 17, United States Code. ProQuest LLC 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106-1346 «y «Political anc Economic Science TKtS^S F 836/ Abstract This thesis tests the claim that national differences in sectoral state traditions diminish over time. The case study covers telephone policy debates in France and Germany in five time periods fi*om 1876 until 1997: the ‘consolidation phase’ (1876 - 1900); the 1920s; the post-Second World War years; the debates leading up to corporatisation in the 1980s; and the debates around opening for full competition in the 1990s. The analytical framework is founded in writings on state traditions and on the role of ideas and discourse in policymaking. The study’s object of investigation, ‘sectoral state traditions’, is developed to allow for comparison both longitudi­ nally within one country and cross-nationally.
    [Show full text]
  • 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.
    [Show full text]
  • Privatisierung Und Regulierung
    Privatisierung, Regulierung und ihre Folgen verdeutlicht am Beispiel der Deutschen Post AG Ausgearbeitet von Adrian Klein, Referent DPVKOM Kommunikationsgewerkschaft DPV Schaumburg-Lippe-Str. 5 Postfach 14 31 Telefon: 0228 911400 www.dpvkom.de 53113 Bonn 53004 Bonn Telefax: 0228 91140-98 Mail: [email protected] 07/2011 2 ©DPVKOM Vorwort In der vorliegenden Untersuchung beschränkt sich der Autor in seinen Ausführungen ausschließlich auf Zahlen und Fakten, die aus der Privatisierung der Deutschen Bundespost „Postdienst/gelbe Post“ heraus entstanden sind. Dabei wird die Wandlung der ehemaligen Behörde vom Jahr 1995 an bis zu ihrem heutigen Status als Aktiengesellschaft und „Global Player“ betrachtet. Kernansatz ist die Frage, wie sich die Privatisierung auf verschiedene Gruppen, das Unternehmen selbst, die Beschäftigten, die Volkswirtschaft und die Kunden auswirkt bzw. ausgewirkt hat Aus den gewonnenen Ergebnissen und Schlussfolgerungen können nicht automatisch Analogien zum Telekommunikationsmarkt gezogen werden. Für diese Wirtschaftssparte ist leider eine solche Analyse aufgrund der Vielfältigkeit der Tätigkeitsfelder der Deutschen Telekom AG sowie der unübersichtlichen Konkurrenzsituation (welcher auch nicht abschließend einzugrenzen ist) nicht im selben Maße durchführbar. 1. Ein Rückblick Bereits im Jahre 1990 wurde im Rahmen der „Postreform I“, der Aufspaltung der ehemaligen Behörde „Deutsche Bundespost“ (DBP) in die drei öffentlichen Unternehmen DBP „Telekom“ (grau), DBP „Postdienst“ (gelb) und DBP Postbank (blau), der Grundstein für
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • Internationalizing Internal Audit
    Internal Auditing Around the World® Vol. XV Deutsche Telekom Stronger Connections: Internationalizing Internal Audit Maria Rontogianni Evolving into a next-generation internal audit function is Senior Vice President, a strategic priority for us — as it must be. We can’t hold on Group Audit to our traditional ways. We must modernize and keep pace and Group Risk with change at our company. Governance Deutsche Telekom Deutsche Telekom AG is one of the world’s ever-higher speeds.1 It is also working to leading integrated telecommunications evolve from being a traditional telephony companies, with approximately 178 million company to becoming “an entirely new kind mobile customers, 28 million fixed-network of service company” that can seize growth lines and 20 million broadband lines. Formerly opportunities in new business areas.2 known as Deutsche Bundespost Telekom, the company is one of three business entities that Ramping Up on Agile Working Methods evolved from Deutsche Bundespost, a state- Deutsche Telekom’s focus on change, and owned postal and telephone service founded in preparing for an increasingly digitized West Germany in 1947 that privatized in 1995. future, impacts all corners of its business, Deutsche Telekom has operated under its including internal audit. “Evolving into a current name since 1995. Based in Bonn, the next-generation internal audit function is a company has grown strategically through strategic priority for us — as it must be,” says acquisitions over the past two decades, and Maria Rontogianni, senior vice president, today operates in more than 50 countries and group audit and group risk governance, at employs more than 200,000 people around Deutsche Telekom.
    [Show full text]
  • (TE); Basic and Recommended Additional Requirements for Terminal Equipment Supporting Teletex Application
    EUROPEAN ETS 300 015 TELECOMMUNICATION February 1994 STANDARD Source: ETSI TC-TE Reference: T/TE 07-01 ICS: 33.020, 33.040.40 Key words: Teletex Terminal Equipment (TE); Basic and recommended additional requirements for terminal equipment supporting Teletex application ETSI European Telecommunications Standards Institute ETSI Secretariat Postal address: F-06921 Sophia Antipolis CEDEX - FRANCE Office address: 650 Route des Lucioles - Sophia Antipolis - Valbonne - FRANCE X.400: c=fr, a=atlas, p=etsi, s=secretariat - Internet: [email protected] Tel.: +33 92 94 42 00 - Fax: +33 93 65 47 16 Copyright Notification: No part may be reproduced except as authorized by written permission. The copyright and the foregoing restriction extend to reproduction in all media. New presentation - see History box © European Telecommunications Standards Institute 1994. All rights reserved. Page 2 ETS 300 015: February 1994 Whilst every care has been taken in the preparation and publication of this document, errors in content, typographical or otherwise, may occur. If you have comments concerning its accuracy, please write to "ETSI Editing and Committee Support Dept." at the address shown on the title page. Page 3 ETS 300 015: February 1994 Contents Foreword ...........................................................................................................................................7 1 Scope ......................................................................................................................................9 2 Normative references
    [Show full text]