MDS Ap Brochure Artwork 2019

Total Page:16

File Type:pdf, Size:1020Kb

MDS Ap Brochure Artwork 2019 Your Partner in Digital Transformation CORPORATE PROFILE • Enterprise Architecture • Human Capital Management • Data Management and Processing • Customer Engagement and Commerce • Business Intelligence and Analytics • Big Data • Enterprise Performance Management • Customer Relationship Management • Omnichannel Banking • Strategic Sourcing and Procurement ABOUT MDS ap MDS ap helps you run business better leveraging technologies from SAP and complementary solution providers. We deliver high quality professional services implementing world-class integrated solutions including Enterprise Architecture, Data Management and Processing, Analytics, Enterprise Performance Management, Omnichannel Banking, Human Capital Management, Customer Engagement and Commerce as well as Strategic Sourcing and Procurement. With over twenty-five years of experience supporting enterprise customers across the Middle East, North Africa, Turkey and Eastern Europe regions, we are uniquely equipped to help you maximize the ROI on your SAP investment and fully leverage other best-of-breed industry solutions. MDS ap is a Gold Partner of SAP and is part of the MIDIS Group. We have twelve offices across the Middle East, North Africa, Turkey and Central Eastern Europe with locally based consultants. For more information about us, please visit: www.mdsaptech.com. PART OF MIDIS GROUP With more than 5,000 professionals, over 50 of the world’ s leading IT suppliers, and a solid 50-year track record of performance and reliability, the Midis Group is an international organization comprised of over 150 companies across the emerging markets of Europe, the Middle East & Africa. The group is known for its advanced offering of ICT services and consultancy, system integration capabilities, software and hardware solutions, and distribution coverage, along with Data Center capabilities, IT infrastructure and power solutions. The Midis Group was named in 2006 as one of the World Economic Forum's initial 100 Global Growth Companies. The group focuses on providing the best in services, with integrity, to vendors, partners, and customers across the destinations it serves. For more information please visit: www.midisgroup.com. PAGE 01 MIDDLE EAST UNITED ARAB EMIRATES SAUDI ARABIA • Abu Dhabi Islamic Bank • Al Faisaliah Group • Abu Dhabi Department of Education and Knowledge • Alinma Bank • Abu Dhabi Department of Urban Planning • Arab National Bank and Municipalities • Abdul Latif Jameel Motors • Abdul Latif Jameel • ARASCO • Commercial Bank of Dubai • Bank al Ahli • Dubai Economic Department • Banque Saudi Fransi • Federal Authority for Identity and Citizenship • Islamic University • Emirates NBD • King Fahed Medical City • First Abu Dhabi Bank • Olayan Financing Company • Habib Bank AG Zurich • SAMBA Financial Group • Ministry of Human Resources and Emiratisation • Saudi Arabian Monetary Authority • Roads and Transports Authority • Rotana Hotels Corporation REST OF MIDDLE EAST • Union National Bank • Ahli United Bank (Bahrain) KUWAIT • Arab Bank (Jordan) • Bank of Beirut • Boubyan Bank • Bahrain Islamic Bank • EQUATE Petrochemical Company • Habib Bank (Pakistan) • Kuwait Credit Bank • Khaleeji Commecial Bank (Bahrain) • Kuwait International Bank • Qatar Islamic Bank • National Bank of Kuwait OMAN • Ahli Bank • Bank Dhofar OUR CUSTOMERS • Bank Nizwa TURKEY • Akbank CENTRAL EUROPE • Anadolu Bank • Bilyoner.com POLAND CZECH REPUBLIC • General Directorate of National Estate • Gulf Insurance • ING Group • Česká pošta • Halk Hayat Pension and Life Insurance • mBank (Regional) • DHL Deutsche Post • Halk Insurance • Ministry of Finance • KBC Group (regional) • IETT • Ministry of Justice • Komerční Banka • ING Bank • Orange/TPSA • KUPEG Insurance • İş Investment • PGNiG & PSG • Raiffeisenbank • KKB (Credit Bureau) • PKO BP • Ministry of Finance AUSTRIA • Polkomtel • Presidency of Tax Inspection Board • SKOK’s • ERSTE Group (Regional) • PTT - National Post and Telegraph Directorate • Tauron • Vienna Insurance Group • TOFAŞ • ZAMG (Meteo) • Turkish Energy Exchange SLOVAKIA • Türkiye İş Bankası • Poštová Banka HUNGARY • Turkish Grain Board • Tatra Banka • MNB Central Bank • Union of Municipalities of Turkey • VUB Bank • OTP Bank • Turkish State Meteorological Service • Union of Municipalities of Turkey PAGE 02 OUR SOLUTIONS PRACTICES OVERVIEW CUSTOMER ENGAGEMENT AND COMMERCE ENTERPRISE ENTERPRISE ARCHITECTURE PERFORMANCE • E-Marketing MANAGEMENT • E-Commerce • Metadata Management • CRM • Modelling Methodology • Strategy Management Implementation & Balanced Scorecards • CASE Tool Deployment • Budgeting, Planning HUMAN CAPITAL and Forecasting • Enterprise Architecture MANAGEMENT Methodologies & Frameworks • Group Intercompany Reconciliations & Financial • Impact and Lineage Analysis • Recruiting Consolidations • Onboarding • Data Governance • Group Financial Reporting • Workforce Planning and Disclosures • Compensation • Learning ANALYTICS • Performance and Goals • Succession Planning • Business Intelligence Platform • Data Visualization and Analysis OMNICHANNEL • Dashboards BANKING DATA • Mobile Analytics SOURCING AND • Retail Internet Banking PROCUREMENT MANAGEMENT • Reporting & PROCESSING • Corporate Internet Banking • Predictive Data • Supplier Management • Mobile Banking • Data Integration Modelling • Strategic Sourcing and Transformation • Predictive Data • Omnichannel Banking • Supply Chain Collaboration Management • Data Quality • Model Management • Procurement • Data Archiving • Scoring • Contract Lifecycle • Security and Auditing • Predictive Network Management • Complex Event Processing and Link Analysis • Industry Specific • Disaster Recovery Data Marts • Big Data PAGE 03 OUR PRODUCTS, SOLUTIONS AND SERVICES ENTERPRISE ARCHITECTURE ENTERPRISE PERFORMANCE MANAGEMENT Product • SAP PowerDesigner Products • SAP Strategy Management (SSM) Solutions • SAP Business Planning & Consolidation (BPC) • Enterprise and information systems • SAP Business Financial Consolidation (BFC) architecture modelling, including business • SAP Disclosure Management processes, application and data modelling • Metadata management and publication Services • Modelling methodologies • EPM assessment • Data and business dictionary • Business case building including ROI projections, date • Data assessment of payback period, cost savings and cash flow impact • Support of Zachman Framework, TOGAF • Requirements gathering and gap analysis with existing • Data governance landscape Services • Design and solution roadmap • Realization, testing and knowledge transfer • Documentation of source systems and DWH DBs • EPM Academy in-depth training • AS-IS architecture description and TO-BE architecture • Support proposal + transformation path advisory • Training on fast close: certificate in fast closing • Metadata import into data models monthly and year end accounts • Assisted upgrade of PowerDesigner models • Integration of data and business dictionary into data models • Introduction and implementation of modelling methodology into PowerDesigner • Management of requirements and logging of changes in PowerDesigner models ANALYTICS • Implementation of DWH accelerator • PowerDesigner customization to fit client needs Products • Knowledge transfer workshops and trainings • SAP BusinessObjects Enterprise • SAP Predictive Analytics • RapidDecision • Banking Analytics • Industry Specific Data Marts DATA MANAGEMENT • Regulatory Reporting (Central bank reports) AND PROCESSING • SAP Governance, Risk and Compliance (GRC) • SAP HANA Products • SAP IQ • SAP ASE • SAP Replication Server • SAP Replication Server • SAP Data Services / Data Integrator • SAP SQL Anywhere • Metadata Dictionary • Big Data Hadoop Data Lake • Big Data • Bradmark Technologies • SAP Complex Event Processing Services • SAP Data Services • Real-time reporting and analytics • SAP Data Integrator • Predictive analysis and visualization • SAP Data Quality Management • Complete consulting services, solution Implementation • SAP Information Steward and on-going business support Services • Products infrastructure review and setup services • DB servers, replication systems tuning • Business reports, data visualization and discovery, • Regular database systems prophylaxis executive dashboards, mobile BI • Building disaster recovery solution • Pre-built analytics and reporting on top of the most • SQL code optimization common ERP systems in the market • Monitoring (what, how, why and suggest actions) • Pre-built analytics and reporting on top of the most • Data security and auditing common core banking applications in the market • Data integration from heterogeneous systems • Pre-built central bank reporting automation application • Design of the appropriate architecture • Project management by PRINCE2 methodology • Design of ETL transformations and jobs • Business analysis of needs • Monitoring ETL processes • Design, implementation and support of DWH model, • Data quality and data enrichment transformations, BI solution architecture, reports and • Data governance and compliance dashboards • Solution tuning • Ongoing business support including technical and application support • Managed services PAGE 04 OMNICHANNEL BANKING HUMAN CAPITAL Product MANAGEMENT • Veloxap Digital Customer Engagement Product • SAP Success Factors HCM • SAP Digital Banking Omnichannel Platform - SAP Digital Retail Omnichannel Solutions - SAP Digital Corporate Omnichannel • Core HR and Payroll - SAP Personal Finance Management • Time and Attendance Management • Learning and Development • S4
Recommended publications
  • Abdul Latif Jameel Energy Acquires Fotowation Renewable Ventures (FRV)
    PRESS RELEASE Abdul Latif Jameel receives two Toyota awards for excellence in sales and marketing and customer service at global event in Japan . Abdul Latif Jameel presented with two awards from Toyota Motor Corporation . Eighth consecutive year Abdul Latif Jameel recognized by Toyota Motor Corporation for its commitment to high-level service Tokyo, Japan – April 29, 2018 Abdul Latif Jameel Motors has been awarded two prestigious global awards by Toyota Motor Corporation, marking the eighth consecutive year it has been recognized for its achievements as the authorized distributor of Toyota in Saudi Arabia. Abdul Latif Jameel Motors, which has partnered with Toyota in Saudi Arabia for more than 60 years, received the ‘Excellence Award in Sales and Marketing’ and the ‘Outstanding Customer Service Excellence Award’, also known as the ‘Gold Award’, which Abdul Latif Jameel has received every year since 2010. Hassan Jameel, Deputy President and Vice Chairman of Abdul Latif Jameel, received the award during an event held at the Toyota Motor Corporation headquarters in Tokyo, Japan. The awards were presented by Toyota Motor Corporation’s Senior Managing Officer, Mr. Nobuhiko Murakami. Commenting on the awards, Hassan Jameel said, “All associates at Abdul Latif Jameel Motors are delighted to have been honored with these Toyota Motor Corporation awards. They are testament to the dedication of our associates and their consistent commitment to provide a best in class service and to put our guests first. “We are constantly looking at ways to evolve, guided by our overarching principle that our guests – and our service to them – is our top priority.
    [Show full text]
  • SAP® SOLUTIONS and ACCOUNTING STRATEGIES © Copyright 2007 SAP AG
    SAP Solution in Detail SAP for Banking ACCOUNTING IN BANKS: SAP® SOLUTIONS AND ACCOUNTING STRATEGIES © Copyright 2007 SAP AG. All rights reserved. HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, No part of this publication may be reproduced or transmitted in Massachusetts Institute of Technology. any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed Java is a registered trademark of Sun Microsystems, Inc. without prior notice. JavaScript is a registered trademark of Sun Microsystems, Inc., Some software products marketed by SAP AG and its distributors used under license for technology invented and implemented contain proprietary software components of other software by Netscape. vendors. MaxDB is a trademark of MySQL AB, Sweden. Microsoft, Windows, Excel, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation. SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver, Duet, PartnerEdge, and other SAP products and services IBM, DB2, DB2 Universal Database, OS/2, Parallel Sysplex, mentioned herein as well as their respective logos are trademarks MVS/ESA, AIX, S/390, AS/400, OS/390, OS/400, iSeries, pSeries, or registered trademarks of SAP AG in Germany and in several xSeries, zSeries, System i, System i5, System p, System p5, System x, other countries all over the world. All other product and System z, System z9, z/OS, AFP, Intelligent Miner, WebSphere, service names mentioned are the trademarks of their respective Netfinity, Tivoli, Informix, i5/OS, POWER, POWER5, POWER5+, companies. Data contained in this document serves informational OpenPower and PowerPC are trademarks or registered purposes only.
    [Show full text]
  • Fitch Ratings ING Groep N.V. Ratings Report 2020-10-15
    Banks Universal Commercial Banks Netherlands ING Groep N.V. Ratings Foreign Currency Long-Term IDR A+ Short-Term IDR F1 Derivative Counterparty Rating A+(dcr) Viability Rating a+ Key Rating Drivers Support Rating 5 Support Rating Floor NF Robust Company Profile, Solid Capitalisation: ING Groep N.V.’s ratings are supported by its leading franchise in retail and commercial banking in the Benelux region and adequate Sovereign Risk diversification in selected countries. The bank's resilient and diversified business model Long-Term Local- and Foreign- AAA emphasises lending operations with moderate exposure to volatile businesses, and it has a Currency IDRs sound record of earnings generation. The ratings also reflect the group's sound capital ratios Country Ceiling AAA and balanced funding profile. Outlooks Pandemic Stress: ING has enough rating headroom to absorb the deterioration in financial Long-Term Foreign-Currency Negative performance due to the economic fallout from the coronavirus crisis. The Negative Outlook IDR reflects the downside risks to Fitch’s baseline scenario, as pressure on the ratings would Sovereign Long-Term Local- and Negative increase substantially if the downturn is deeper or more prolonged than we currently expect. Foreign-Currency IDRs Asset Quality: The Stage 3 loan ratio remained sound at 2% at end-June 2020 despite the economic disruption generated by the lockdowns in the countries where ING operates. Fitch Applicable Criteria expects higher inflows of impaired loans from 4Q20 as the various support measures mature, driven by SMEs and mid-corporate borrowers and more vulnerable sectors such as oil and gas, Bank Rating Criteria (February 2020) shipping and transportation.
    [Show full text]
  • ING Pressrelease
    Press release Corporate Communications Amsterdam, 25 February 2021 ING appoints Anne-Sophie Castelnau global head of Sustainability Anne-Sophie Castelnau has been appointed ING’s global head of Sustainability per 1 April 2021. She will succeed Amin Mansour, who fulfilled the role on an interim basis. Anne-Sophie is currently head of Wholesale Banking for ING in France. Anne-Sophie Castelnau (French) joined ING in France in 2005. Before she became head of Wholesale Banking in France, she held various senior management positions, including head of Corporate Lending and head of Client Coverage. Before she joined ING, Anne-Sophie worked for French banks Natixis and Crédit Industriel et Commercial. Since she became head of ING Wholesale Banking in France in 2017, Anne-Sophie has had a strong focus on sustainable finance. She has been involved in bringing over 25 sustainability deals to fruition, including the first sustainability linked loan in France in 2017. Announcements on Anne-Sophie’s successor as head of Wholesale Banking in France will be made as and when appropriate. Note for editors For further information on ING, please visit www.ing.com. Frequent news updates can be found in the Newsroom or via the @ING_news Twitter feed. Photos of ING operations, buildings and its executives are available for download at Flickr. ING presentations are available at SlideShare. Press enquiries Investor enquiries Daan Wentholt ING Group Investor Relations +31 20 576 6386 +31 20 576 6396 [email protected] [email protected] ING PROFILE ING is a global financial institution with a strong European base, offering banking services through its operating company ING Bank.
    [Show full text]
  • Saudi Arabia: an Attractive and Fast-Growing Destination for Foreign Direct Investment
    openingdoors.alj.com Opening doors The Abdul Latif Jameel Magazine Summer 2017 In this month’s issue we talk about Featured Articles Saudi Arabia: An attractive and A new future for global education Building Saudi Arabia’s future communities fast-growing destination for Community Jameel: Helping communities transform themselves foreign direct investment Addressing the impact of air and water pollution worldwide © Abdul Latif Jameel IPR Company Limited. All copyright and other intellectual property rights are fully reserved. The Abdul Latif Jameel Magazine Feature Summer 2017 Highlights Abdul Latif Jameel has been investing from the heart of Arabia across the promising MENAT region and beyond for over seventy years – shining a light on new opportunities for investment and growth. Trusted to open new doors; now, we are opening more. Helping people who strive for better, to have better: better means; better lives; better prospects. Helping businesses who look further, to reach further. Into new markets, new homes, and new considerations. We can do this because we are determined in our quest for new potential; and we succeed because we never lose sight of why this matters. In this magazine, we showcase our investment in the development of the economies and the quality of life of people in the region. Contents A new future for global education 01 Seven projects to transform future water and food security 04 J-WAFS in action: Creating food and fuel from algae 05 Turkish delight! Abdul Latif Jameel opens country’s first Lexus showroom 08 Building
    [Show full text]
  • Sapindus Saponaria Florida Soapberry1 Edward F
    Fact Sheet ST-582 October 1994 Sapindus saponaria Florida Soapberry1 Edward F. Gilman and Dennis G. Watson2 INTRODUCTION Florida Soapberry grows at a moderate rate to 30 to 40 feet tall (Fig. 1). The pinnately compound, evergreen leaves are 12 inches long with each leaflet four inches long. Ten-inch-long panicles of small, white flowers appear during fall, winter, and spring but these are fairly inconspicuous. The fleshy fruits which follow are less than an inch-long, shiny, and orange/brown. The seeds inside are poisonous, a fact which should be considered in the tree’s placement in the landscape, especially if children will be present. The bark is rough and gray. The common name of Soapberry comes from to the soap-like material which is made from the berries in tropical countries. Figure 1. Mature Florida Soapberry. GENERAL INFORMATION DESCRIPTION Scientific name: Sapindus saponaria Height: 30 to 40 feet Pronunciation: SAP-in-dus sap-oh-NAIR-ee-uh Spread: 25 to 35 feet Common name(s): Florida Soapberry, Wingleaf Crown uniformity: symmetrical canopy with a Soapberry regular (or smooth) outline, and individuals have more Family: Sapindaceae or less identical crown forms USDA hardiness zones: 10 through 11 (Fig. 2) Crown shape: round Origin: native to North America Crown density: dense Uses: wide tree lawns (>6 feet wide); medium-sized Growth rate: medium tree lawns (4-6 feet wide); recommended for buffer Texture: medium strips around parking lots or for median strip plantings in the highway; reclamation plant; shade tree; Foliage residential street tree; no proven urban tolerance Availability: somewhat available, may have to go out Leaf arrangement: alternate (Fig.
    [Show full text]
  • 20181217 Transportation-Presentation
    Transportation & Construction Systems Business Unit Unceasing Challenge for New Value Creation December 17, 2018 General Manager, Transportation & Construction Systems Business Unit Shoichiro Oka Agenda 1.Organization and Business Overview 2.Strategy in “Medium-Term Management Plan 2020” 3.Financial Aspects 2 Organization Structure Before Mar. 2018 45 Division 本部 Transportation & Construction Systems Business Unit Planning & Coordination Dept., 1819 部Dept. Transportation & Construction Systems Business Unit Ship, Aerospace & リース・船舶・ Automotive Div., Automotive Div., Construction & Transportation No.1 No.2 Mining Systems Div. 航空宇宙事業本部Systems Div. Lease & Business Construction Automotive Planning Dept.(co-control) Equipment Sales & Development Dept. Marketing Dept. No.1 Construction Ship & Marine Mobility Service Automotive Sales and Equipment Sales & Project Dept. Marketing Dept.1 Business Dept. Marketing Dept. No.2 Automotive Retail Construction Aerospace Dept. Automotive Sales and Finance Business Equipment Rental Marketing Dept.2 Dept. Business Dept Aircraft & Engine Automotive Automotive Sales Leasing Dept. Manufacturing and Marketing Business Dept.1 Dept.3 Transportation Systems & Infrastructure Automotive Business Dept. Manufacturing Tire Dept. Business Dept.2 PFI Dept. 3 Organization Structure After Apr. 2018 5 Division Transportation & Construction Systems Business Unit Planning & Coordination Dept., 18 Dept. Transportation & Construction Systems Business Unit Co-control with Metal Products Business Unit Lease, Shipbuilding Automotive Automotive Sales & Automobility Business Construction & & Aerospace Manufacturing Marketing Business Div. Mining Systems Div. Business Div. Business Div. Div. Lease & Business Construction Automotive Planning Dept.(co-control) Equipment Sales & Development Dept. Marketing Dept. No.1 Ship & Marine Automotive Automotive Sales Mobility Service Construction Project Dept. Manufacturing and Marketing Equipment Sales & Business Dept.1 Dept.1 Business Dept.1 Marketing Dept. No.2 Construction Aerospace Dept.
    [Show full text]
  • Bayerische Staatsforsten Leaner Processes and Better Customer Relations with Sap® Software
    BAYERISCHE STAATSFORSTEN LEANER PROCESSES AND BETTER CUSTOMER RELATIONS WITH SAP® SOFTWARE QUICK FACTS “Thanks to SAP NetWeaver and SOA, Company Implementation Highlights • Name: Bayerische Staatsforsten (Bavarian • Connected highly specialized in-house our project team was able to connect state forestry company) developments to the SAP software the geographic information system to • Location: Regensburg, Germany landscape • Industry: Mill products • Transitioned from an administrative organi- the SAP solution in just two days.” • Products and services: Production and zation to a business enterprise in a very sale of raw timber, hunt management short amount of time Matthias Frost, Head of Information and Commu- • Revenue: €340 million • Rapidly developed interfaces for connect- nications Technology, Bayerische Staatsforsten • Employees: 2,900 ing the geographic information system • Web site: www.baysf.de (GIS) to the SAP application • Implementation partners: SAP® Consulting, ESRI Why SAP • Enhanced functionality to correctly map Challenges and Opportunities financial processes • Map forestry-specific business processes • Improved integration of in-house with SAP solutions developments • Integrate a large number of small locations • Future-proof investments thanks to regular and many mobile users with a broad appli- technology updates cation spectrum Benefi ts Objectives • Lean logistics business processes • Transition from an administrative organiza- • Legal certainty for internal and external tion to a business enterprise on the IT side
    [Show full text]
  • Applying Landscape Ecology to Improve Strawberry Sap Beetle
    Applying Landscape The lack of effective con- trol measures for straw- Ecology to Improve berry sap beetle is a problem at many farms. Strawberry Sap Beetle The beetles appear in strawberry fi elds as the Management berries ripen. The adult beetle feeds on the un- Rebecca Loughner and Gregory Loeb derside of berries creat- Department of Entomology ing holes, and the larvae Cornell University, NYSAES, Geneva, NY contaminate harvestable he strawberry sap beetle (SSB), fi eld sanitation, and renovating promptly fruit leading to consumer Stelidota geminata, is a significant after harvest. Keeping fi elds suffi ciently complaints and the need T insect pest in strawberry in much of clean of ripe and overripe fruit is nearly the Northeast. The small, brown adults impossible, especially for U-pick op- to prematurely close (Figure 1) are approximately 1/16 inch in erations, and the effectiveness of the two length and appear in strawberry fi elds as labeled pyrethroids in the fi eld is highly fi elds at great cost to the the berries ripen. The adult beetle feeds variable. Both Brigade [bifenthrin] and grower. Our research has on the underside of berries creating holes. Danitol [fenpropathrin] have not provided Beetles prefer to feed on over-ripe fruit but suffi cient control in New York and since shown that the beetles do will also damage marketable berries. Of they are broad spectrum insecticides they not overwinter in straw- more signifi cant concern, larvae contami- can potentially disrupt predatory mite nate harvestable fruit leading to consumer populations that provide spider mite con- berry fi elds.
    [Show full text]
  • Practice of Ayurveda
    PRACTICE OF AYURVEDA SWAMI SIVANANDA Published by THE DIVINE LIFE SOCIETY P.O. SHIVANANDANAGAR— 249 192 Distt. Tehri-Garhwal, Uttaranchal, Himalayas, India 2006 First Edition: 1958 Second Edition: 2001 Third Edition: 2006 [ 2,000 Copies ] ©The Divine Life Trust Society ISBN-81-7052-159-9 ES 304 Published by Swami Vimalananda for The Divine Life Society, Shivanandanagar, and printed by him at the Yoga-Vedanta Forest Academy Press, P.O. Shivanandanagar, Distt. Tehri-Garhwal, Uttaranchal, Himalayas, India PUBLISHERS’ NOTE Sri Swami Sivanandaji. Maharaj was a healer of the body in his Purvashram (before he entered the Holy Order of Sannyasa). He was a born healer, with an extraordinary inborn love to serve humanity; that is why he chose the medical profession as a career. That is why he edited and published a health Journal “Ambrosia”. That is why he went over to Malaya to serve the poor in the plantations there. And, strangely enough, that is why, he renounced the world and embraced the Holy Order of Sannyasa. He was a healer of the body and the soul. This truth is reflected in the Ashram which he has established in Rishikesh. The huge hospital equipped with modern instruments was set up and the entire Ashram where all are welcome to get themselves healed of their heart’s sores and thoroughly refresh themselves in the divine atmosphere of the holy place. Sri Swamiji wanted that all systems of healing should flourish. He had equal love and admiration for all systems of healing. He wanted that the best of all the systems should be brought out and utilised in the service of Man.
    [Show full text]
  • Forest and Land Use
    Simplified Approval Process SIMPLIFIED APPROVAL PROCESS (SAP) TECHNICAL GUIDELINES Forest and Land Use INTRODUCTION DEFINITION The publication provides technical guidance for the preparation of SAP proposals. The thematic area of forest and land use encompasses forests and other multiple land-cover types where forests are a prominent component of the landscape (see Figure 1). This can range from natural forests, where ecosystems are not directly impacted by human activities (e.g. primary forests) to more intensively transformed landscapes – such as secondary growth forests, degraded forest landscapes, agroforestry systems and trees outside forests, sustainably managed forests and forestry plantations. LINKS TO CLIMATE CHANGE Forests play an important role in both adaptation and mitigation as they provide local ecosystem services relevant for adaptation as well as the global ecosystem service of carbon sequestration, relevant for mitigation.1 Forest conservation and restoration of degraded ecosystems are a large part of the solution to climate change and the Paris Agreement2 explicitly recognizes the role of forests in the mitigation of climate change. 1. Locatelli B., Evans V., Wardell A., Tropical deforestation is a major contributor to current global climate emissions, accounting for Andrade A. & Vignola R. (2011). Forests one quarter of global greenhouse gas emissions.3 Deforestation and forest degradation drivers and climate change in latin America: linking adaptation and mitigation. are varied and context specific. However, the conversion of forests to use for commercial Forests, 2(1), 431–450. https://doi. agriculture and the general expansion of agriculture accounts for a significant share of tropical org/10.3390/f2010431. deforestation. 2. See: https://unfccc.int/resource/ docs/2015/cop21/eng/l09r01.pdf 3.
    [Show full text]
  • ING Credit Update 4Q2020
    ING Credit Update 4Q2020 ING Investor Relations 12 February 2021 Key points . 2020 was a year marked by the Covid-19 pandemic and the unprecedented challenges it presented to our customers, employees and society. We continue to take actions to provide support and with vaccination programmes being rolled out globally, we look forward to return to more normal circumstances in the near future . We continue our efforts to build a sustainable company, also reflected in our strong ESG profile . The current environment underscores the strength of our digital business model. We continued to grow primary customers, as they choose us as their go-to bank, while mobile interactions further increased . Pre-provision result was resilient, though the impact from Covid-19 is visible, most notably on lending and savings. After years of growth, 2020 net core lending was down by €2.5 bln, while net deposit inflow was high at €41.4 bln . Fee growth was good, as our actions on investment products and daily banking more than compensated for the impact of the Covid-19 pandemic on fees for payments and lending . 2020 risk costs were €2.7 bln with ~30% in Stage 1 and 2, mainly due to Covid-19, reflecting IFRS 9 related provisions and management overlays. For 2021 we expect to move close to our through-the–cycle average of ~25 bps . The Stage 3 ratio remained low at 1.7% and we are confident on the quality of our loan book, supported by a proven risk management framework with a strong track record, also compared to peers .
    [Show full text]