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Pine Valley United Methodist Church in Jacksonville, NC
Pine Valley United Methodist Church 910 Pine Valley rd. Jacksonville, NC 28546 pinevalleyumc.org [ Note: Pine Valley A Way Forward Team will meet the congregation next Sunday, 4/15, 3 pm in the sanctuary ] ‘A Way Forward’ Summary by Pine Valley A Way Forward Team Introduction. The following summary of “A Way Forward” for the United Methodist Church is prepared for the congregation of Pine Valley UMC. We, as the Pine Valley Committee on “A Way Forward,” have attempted to objectively summarize the past, present, and possible future of what United Methodists throughout the denomination are referring to as “A Way Forward.” Our denomination is divided. Not our local church here at Pine Valley, but our denomination. There are significant changes on the horizon. In the months ahead the denomination, if there is no formal, permanent, and amicable split, and we remain a United Methodist Church; it will be because we agreed to re-write the rules by which we live as United Methodists. If there is a formal, permanent, and amicable split in the denomination, it will likely be because we couldn’t agree about the re-writing of the rules. It will be because after 40 years of attempts of Traditional Methodists and Progressive Methodists in our denomination to convince each other of the righteousness of our views, we have not been able to do that. It may be time to split and go separate ways. Our purpose (as a committee) in writing this is so that members of our congregation do not leave Pine Valley because they may hear media reports that they do not like about the breadth and depth of our disunity; or the basis for the disunity. -
Ficosa Creates Onboard Ventures, an Open Innovation Initiative to Promote Start-Ups
Onboard Ventures will be presented on Monday 27 February at 12h at 4 Years From Now (4YFN) Ficosa creates Onboard Ventures, an open innovation initiative to promote start-ups This new business unit will support start-ups in advancing their projects and turning them into businesses, relevant and scalable, giving them access to Ficosa’s and Idneo’s assets, such as their technology, global reach, industrialisation and productization capacity, professional’s team, client portfolio and knowledge of the various sectors in which the group operates. Onboard Ventures will promote innovation in the corporation with the aim of expanding business and providing ground-breaking new solutions for clients. Barcelona, 24 February 2017.- Ficosa, a top-tier global provider devoted to the research, development, manufacturing and marketing of high-technology vision, safety, connectivity and efficiency systems for the automotive and mobility sectors, presents Onboard Ventures. This new business unit will support start-ups in advancing their projects and turning them into businesses, relevant and scalable, giving them access to Ficosa’s and Idneo’s assets, the Ficosa group engineering firm specialized in developing high value-added technological products. In this way, Onboard Ventures will give start-ups access to the group’s assets, such as their technology, global reach, industrialisation and productization capacity, professional’s team, client portfolio –which includes the leading automotive brands in the world– and knowledge of the various sectors in which both companies operate (automotive, industrial, energy, medical equipment, etc.). Onboard Ventures has been created with the mission of establishing a mutually beneficial business relationship with technology start-ups. -
The Life-Cycle of the Barcelona Automobile-Industry Cluster, 1889-20151
The Life-Cycle of the Barcelona Automobile-Industry Cluster, 1889-20151 • JORDI CATALAN Universitat de Barcelona The life cycle of a cluster: some hypotheses Authors such as G. M. P. Swann and E. Bergman have defended the hy- pothesis that clusters have a life cycle.2 During their early history, clusters ben- efit from positive feedback such as strong local suppliers and customers, a pool of specialized labor, shared infrastructures and information externali- ties. However, as clusters mature, they face growing competition in input mar- kets such as real estate and labor, congestion in the use of infrastructures, and some sclerosis in innovation. These advantages and disadvantages combine to create the long-term cycle. In the automobile industry, this interpretation can explain the rise and decline of clusters such as Detroit in the United States or the West Midlands in Britain.3 The objective of this paper is to analyze the life cycle of the Barcelona au- tomobile- industry cluster from its origins at the end of the nineteenth centu- ry to today. The Barcelona district remained at the top of the Iberian auto- mobile clusters for a century. In 2000, when Spain had reached sixth position 1. Earlier versions of this paper were presented at the International Conference of Au- tomotive History (Philadelphia 2012), the 16th World Economic History Congress (Stellen- bosch 2012), and the 3rd Economic History Congress of Latin America (Bariloche 2012). I would like to thank the participants in the former meetings for their comments and sugges- tions. This research benefitted from the financial support of the Spanish Ministry of Econo- my (MINECO) and the European Regional Development Fund (ERDF) through the projects HAR2012-33298 (Cycles and industrial development in the economic history of Spain) and HAR2015-64769-P (Industrial crisis and productive recovery in the Spanish history). -
Ford Motor Company 2005 Annual Report Driving Innovation
F ord Mot Ford.com Ford Motor Company 2005 Annual Report o r Driving Innovation Compa Driving Innovation n y Driving Innovation 2 005 Annual Report Ford Motor Company One American Road, Dearborn, Michigan 48126 FORD MOTOR - 2005 ANNUAL REPORT CYAN MAGENTA YELLOW BLACK 021 CLGRY_ About this report Global Overview Innovation is Ford Motor Company’s legacy. Innovation is Ford’s future. We established much of our American innovation design language with Ford Fusion, shown on the cover, our new midsize sedan with an attitude. With its distinct, authoritative three-bar grille setting the design tone and driving dynamics that are nothing short of engaging, Fusion embodies the bold, American design Automotive Core and Affiliate Brands and innovation of our vehicles going forward. And this sedan is poised to help us win customers and market share in the highly competitive midsize-car segment. This report is a visual journey highlighting how Ford is unleashing the spirit of innovation. The company is knocking down the walls of “business as usual” to uncover bold initiatives that are inspiring technological, safety and design innovations throughout the company. Dealers and 10,134 dealers 1,422 dealers 1,971 dealers 5,594 dealers 125 dealers 880 dealers 2,400 dealers 1,400 dealers Markets 105 markets 32 markets 26 markets 141 markets 29 markets 68 markets 100 markets 100 markets About this company Retail 5,572,143 132,496 203,794 1,224,631* 4,400 89,802 443,963 185,120 Ford Motor Company, a global automotive industry leader based in Dearborn, Michigan, Vehicle Sales manufactures and distributes automobiles in 200 markets across six continents. -
Finding a Way Forward
Finding a Way Forward Resources for Witness, Contextual Leadership and Unity A Handbook for United Methodist Church Bishops on the work of the Commission on a Way Forward For more information on the Commission on a Way Forward, visit umc.org/wayforward. Follow the Commission’s work via social media: Facebook: www.facebook.com/umcforward/ Twitter: @UMCForward Instagram: www.instagram.com/umcforward/ First Revision – December 2017 ### About the Commission on a Way Forward The 32-member Commission on a Way Forward was appointed by the Council of Bishops to assist the bishops in their charge from the 2016 General Conference to lead the church forward amid the present impasse related to LGBTQ and resulting questions about the unity of the church. Media Contact: Rev. Dr. Maidstone Mulenga Director of Communications – Council of Bishops [email protected] 202-748-5172 (office), 585-455-5683 (cell) Table of Contents Greeting from Bishop Bruce Ough ............................................................................................. 5 A Greeting from the Moderators ................................................................................................. 6 Bishops’ Report at 2016 General Conference ........................................................................... 7 Timeline to 2019 Special General Conference .......................................................................... 9 Commission Members ................................................................................................................. 11 -
Nine Things I Learned from Alan Mulally Bryce G
Nine Things I Learned from Alan Mulally Bryce G. Hoffman ChangeThis | 93.01 In the summer of 2010, I decided to take a year off from my job as a journalist with The Detroit News to write a book about one of the most amazing comebacks in business history: the turnaround of Ford Motor Company. As the Ford beat reporter for the News, I had covered every twist and turn of that epic drama. I knew that this story was about much more than saving a car company. It was a roadmap for changing cultures. When Alan Mulally arrived in Dearborn in September 2006, he knew little about the automobile industry. However, he had already figured out how to take a dysfunctional organization that was being ripped apart by managerial infighting and turn it into a model of collaboration and effi- ciency. Mulally had proven that at the Boeing Company, where he was credited with saving the commercial aircraft division from a series of catastrophes ranging from the Asian financial crisis of the late 1990s to the terrorist attacks of September 11, 2001, that had cost Boeing most of its business. But Mulally’s biggest accomplishment in Seattle was saving Boeing from itself. Now Bill Ford Jr. was asking him to do the same thing with Ford. It was a daunting task. Ford—the company that put the world on wheels—was on the verge of bankruptcy. For decades, it had been fighting a losing battle against foreign automakers that not only made better cars, but also did so more efficiently and at substantially lower cost. -
Barcelona 100 Years
Nº 2.339 ABRIL 2019 / 29 e .com LA PUBLICACIÓN DE LA INDUSTRIA DE AUTOMOCIÓN www.auto-revista.com @auto_revista AUTOMOBILE AÑOS BARCELONA 100 YEARS La edición “más eléctrica” The “most electric” edition CATALUÑA: RENOVACIÓN ANTE LA LOGÍSTICA CONECTADA SUBCONTRATACIÓN: RETOS LOCALES Y GLOBALES/ AUMENTA EN COMPLEJIDAD/ ENRIQUECIENDO LA CADENA CATALONIA: RENEWAL IN THE FACE CONNECTED LOGISTICS DE VALOR/SUBCONTRACTING: OF LOCAL AND GLOBAL CHALLENGES INCREASES IN COMPLEXITY ENRICHING THE VALUE CHAIN / Perfect Welding / Solar Energy / Perfect Charging TODOS TUS SISTEMAS DE SOLDADURA DE UN VISTAZO CON UN SOLO SOFTWARE ¿Cuál es tu reto ¡Visítanos en el stand L51– pabellón 5 en la feria Subcontratación! 4-6 Junio, Bilbao de soldadura? Let’s get connected. / Gracias a su amplia variedad de funciones, nuestro software Weldcube permite obtener datos y realizar completos análisis de líneas de producción enteras. ¿Cuál es el resultado? Mayor transparencia, seguridad y trazabilidad en la producción en serie. Además de verificar la calidad de soldadura, los datos obtenidos pueden ser usados para una continua optimización de los costes de tu empresa. Como resultado, se reduce el trabajo de supervisión y es posible dedicar más tiempo a la realización de otras tareas importantes. / Para más información, accede a: www.fronius.com/weldcube SUMARIO / IN THIS ISSUE Nº 2.339 / ABRIL 2019 CATALUÑA: RENOVACIÓN ANTE RETOS 19 LOCALES Y GLOBALES/Catalonia: renewal in the face of local and global challenges 47 LA LOGÍSTICA CONECTADA AUMENTA EN COMPLEJIDAD/Connected -
Hindalco Industries Launches India's First All-Aluminium Freight Trailer
ADITYA BIRLA HINDALCO December 4, 2019 BY PORTAL BSE Limited National Stock Exchange of India Phiroze Jeejeebhoy Towers Limited Dalal Street Exchange Plaza, 5th Floor Mumbai: 400 001 Plot No. C/1, G Block Bandra Kurla Complex Scrip Code: 500440 Bandra (East), Mumbai - 400 051 Scrip Symbol: HINDALCO Banque Internationale A Luxembourg SocieteAnonyme 69, Route Esch L-2953; Luxembourg Fax No. 00352 4590 2010 Tel. 00 352 4590-1 Dear Sirs, Sub: Press Release — Hindalco Industries launches India's first All-Aluminium Freight Trailer Ref: Regulation 30 of Securities Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015 We enclosed herewith a press release dated December 04, 2019 on the above subject, which is self- explanatory. This is for the information of your members and all concerned. Thanking you, Yours faithfully, For indalco Industries Limited r tvevmw C) to Anil ik President & Company Secretary Encl: as above Hindalco Industries Limited. 6th "lth & / Floor, Birla Centurion, Pandurang Budhkar Marg, Worli, Mumbai — 400030, India T:+91 22 66626666/62610555 I F:+912262610400/62610500 I W: www.hindalco.com Registered Office : Ahura Centre, 1st Floor, B wing, Mahakali Caves Road, Andheri (East), Mumbai — 400093, India Corporate ID No: L27020MH1958PLC011238 Hindalco Industries Limited launches India’s first All-Aluminium freight trailer Jaipur, 04 December 2019: Hindalco Industries Limited, a global leader in aluminium and copper, launched India’s’ first all-aluminium freight trailer in Jaipur, Rajasthan. Shri Udai Lal Anjana, Honourable Minister of Co-operative and IGNP, and Shri Pratap Singh Khachariyawas, Honourable Minister of Transport, Govt. of Rajasthan, along with Mr. -
Grasim Industries Limited
Grasim Industries Limited https://www.indiamart.com/company/143527/ A US $29.2 billion corporation, the Aditya Birla Group is in the league of Fortune 500. It is anchored by an extraordinary force of 130,000 employees, belonging to 30 different nationalities. In India, the Group has been adjudged "The Best ... About Us A US $29.2 billion corporation, the Aditya Birla Group is in the league of Fortune 500. It is anchored by an extraordinary force of 130,000 employees, belonging to 30 different nationalities. In India, the Group has been adjudged "The Best Employer in India and among the top 20 in Asia" by the Hewitt- Economic Times and Wall Street Journal Study 2007. Over 50 per cent of its revenues flow from its overseas operations. The Group operates in 25 countries India, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Australia, USA, Canada, Egypt, China, Thailand, Laos, Indonesia, Philippines, Dubai, Singapore, Myanmar, Bangladesh, Vietnam, Malaysia and Korea. Globally the Aditya Birla Group is: A metals powerhouse, among the world's most cost-efficient aluminium and copper producers. Hindalco-Novelis is the largest aluminium rolling company. It is one of the three biggest producers of primary aluminium in Asia, with the largest single location copper smelter No.1 in viscose staple fibre The fourth largest producer of insulators The fourth largest producer of carbon black The 11th largest cement producer globally, the seventh largest in Asia and the second largest in India Among the world's top 15 BPO companies and among India's top four Among the best energy efficient fertiliser plants Beyond business the Aditya Birla Group is: Working in 3,700 villages Reaching.. -
Magazine Frontrunners in the MOBILITY of the FUTURE WE WELCOME the ARRIVAL of INDUSTRY 4.0 BARCELONA INSPIRES US Future Is Going Longer for Less Today
2018 SEATMaGazine Frontrunners In tHe MoBILItY OF THe FUTURe We WeLCoMe tHe ARRIVAL OF INDUSTRY 4.0 BArCeLONA INSPiReS US Future is going longer for less today. Not in 2049. TGI by SEAT. In the days to come, tomorrow for example, you’ll be able to go further and only stop for what really matters. Thanks to SEAT’s TGI technology, by combining natural gas and petrol, you can be kind to nature. And your pocket. seat.com/futuretoday MAG SEAT 03 AN EXCEPTIONAL YEAR 2017 was an exceptional year for SEAT. The 468,431 customers who chose our brand allowed us to achieve the best sales result since 2001 and one of the best in our history. 2017 was our fifth consecutive year of growth and we also became one of the fastest growing brands in Europe. A large part of this success lies in the great product SEAT offensive which began in 2016 with the launch of our first SUV, the Ateca, and which continued last year with the fifth generation of the Ibiza, the facelift of the Leon and the new Arona crossover. This success in sales has also had a positive impact on our financial results during 2017, which we closed with a profit after tax before extraordinary items of 281 million euros, 21.3% higher than in 2016. SEAT intends to continue its product offensive in 2018 with the launch of the Tarraco, the brand’s third SUV, and we will also release the Compressed Natural Gas version of the “We are committed to the mobility of the future” In the next few years, our cars will offer an our participation in the Mobile World Arona, which will join SEAT’s current CNG easy, connected and personalised experi- Congress and the opening of the SEAT range consisting of the Mii, the Ibiza and the ence. -
CSR Report 2017
CSR Report 2017 2017 CSR Report summary We create value beyond our financial return by bringing direct and indirect benefits to Our corporate social responsibility is based on five pillars that SOCIETY. underpin the value of our brand and contribute to the Group’s economic performance. We create employment, welcoming local people into our workforce, and we contribute to our suppliers’ financial strength to add stability to their business. Beyond our sponsorship or direct financial contributions for social initiatives, we benefit communities where we operate by developing projects that often redress a social and economic imbalance within a community and/or ensure and We promote PROFESSIONAL optimise the proper use of their resources. EXCELENCE as an essential element to develop our business. Applus+ has a workforce of 20,700 professionals worldwide, employing people from a variety of age groups, cultures and Through INNOVATION, we promote the backgrounds. We encourage internal promotion, and we are pleased growth and sustainable development of to report that we filled approximately 70% of every available management position internally. Training is a key element to our society and we become our customer’s develop, maintain and improve our team’s capabilities; so, in 2017, partner of choice. we increased training hours by more than 90% on the previous year. We actively participate in the process of creating the necessary In pursuit of good health and safety practice, our actions reduced media, technologies and infrastructure to sustainably improve severe accidents by 20% with no fatalities, although, at a global level, safety and quality of life in our society. -
Fast Forward 2006 Annual Report
Ford Motor Company Ford Motor Company / 2006 Annual Report Fast Forward 2006 www.ford.com Annual Fast Forward Ford Motor Company • One American Road • Dearborn, Michigan 48126 Report cover printer spreads_V2.indd 1 3/14/07 7:41:56 PM About the Company Global Overview* Ford Motor Company is transforming itself to be more globally integrated and customer-driven in the fiercely competitive world market of the 21st century. Our goal is to build more of the products that satisfy the wants and needs of our customers. We are working as a single worldwide team to improve our cost structure, raise our Automotive Core and Affi liate Brands quality and accelerate our product development process to deliver more exciting new vehicles faster. Featured on the front and back cover of this report is one of those vehicles, the 2007 Ford Edge. Ford Motor Company, a global industry leader based in Dearborn, Michigan, manufactures or distributes automobiles in 200 markets across six continents. With more than Dealers 9,480 dealers 1,515 dealers 1,971 dealers 125 dealers 871 dealers 2,352 dealers 1,376 dealers 6,011 dealers and 280,000 employees and more than 100 plants worldwide, the company’s core and affiliated Markets 116 markets 33 markets 25 markets 27 markets 64 markets 102 markets 138 markets 136 markets automotive brands include Ford, Jaguar, Land Rover, Lincoln, Mercury, Volvo, Aston Martin Retail 5,539,455 130,685 188,579 7,000 74,953 428,780 193,640 1,297,966** and Mazda. The company provides financial services through Ford Motor Credit Company.