DOCSLIB.ORG

Of Looking Forward

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Of Looking Forward WINTER 2010 RSMThe Alumni and Corporate Relations MagazineOutlook of Rotterdam School of Management, Erasmus University 40OF LOOKING YEARS FORWARD CELEBRATING FOUR DECADES OF RSM THE GREAT REUNION A SPECIAL HOMECOMING LEADERSHIP SUMMIT VIEWS FROM THE TOP HONOURING acHIEVEMENT OUTSTANDING ALUMNI AWARDED iwill.rsm.nl HOW WILL YOU MAKE A DIFFERENCE? OF MANAGEMENT L ROTTERDAM SCHOO I WILL inner front final.indd 1 12-Nov-10 10:53:06 AM OUTLOOK / WINTER 2010 Contents 24 20 30 MAIN FEATURE: 40 YEARS OF LOOKING FORWARD 20 | From humble origins 24 | Recognising excellence 30 | RSM Leadership Summit to global star Recognising that the greatest resource Senior executives from the highest As RSM celebrates its 40th anniversary, of RSM is its alumni, the Distinguished echelons of business gathered in what better time to reflect, not just Alumni Awards serve to publicly honour Rotterdam at the RSM Leadership Summit upon its humble origins, but also on the five outstanding and influential leaders to share rare and candid insights into how challenges the school will face in the who have made their mark on society successful organisations ride out the years ahead if it is to remain a first class and stand as inspirational role models waves of uncertainty created by these educator of leaders. for everyone. unsettled times. RSM OUTLOOK WINTER 2010 03 OUTLOOK / WINTER 2010 RSM OUTLOOK WINTER 2010 RSM OUTLOOK is published by 40 | Liquid assets Rotterdam School of Management, Erasmus University Learn why RSM has joined forces with leading DEAN industry bodies to become the first major business George Yip school to offer a Water Specialisation course as MARKETING DIRECTOR part of its Executive MBA Programme. Willem Koolhaas MANAGING EDITOR Russell Gilbert EDITORS Lesa Sawahata Justine Whittern 42 | Making sense of CEMS EDITORIAL BOARD Theo Backx For today’s globally minded students, the Princess Cox CEMS Master’s in International Management Josette de Goede Wilfred Mijnhardt programme is the springboard to fulfilling their Eva Rood career ambitions. Marianne Schouten Ale Smidts Connie Tai Eric Waarts DESIGNERS UNIT20. DISTRIBUTION Madelon Fontein CONTRIBUTORS Joe Figueiredo, Tim Skelton, Catherine Walker © 2010 Rotterdam School of Management, Erasmus University. All rights reserved. And more... 05 | Letter from the Dean 16 | Centres of Excellence 38 | Taking HR seriously A personal communication from Dean A new multi-disciplinary initiative seeks Human Resource challenges are clearly George Yip. to serve as the main knowledge partner of linked to overall business success, yet still the Port of Rotterdam. It’s ultimate goal? many organisations fail to grasp this. So 06 | News To make Rotterdam the best port in the says Philip Stiles, international HR expert The latest news and developments from world. and guest lecturer at RSM. the world of RSM. 18 | Climate Change 44 | The end of oil? 13 | In Memoriam Earlier this year, Prof. Gail Whiteman The Part Time Opleiding MScBA/drs. Prof. Jo van Nunen – greatly admired and participated in an important expedition Bedrijfskunde programme celebrates fondly remembered. to the Arctic ice floes of Canada and its 15th anniversary with a symposium experienced at first hand the dramatic exploring how the inevitable depletion 14 | Corporate Partnerships impact of climate change. of oil will impact the global economy. Dutch finance giant ING Group and RSM have long enjoyed a mutually beneficial, 34 | Talent Development 46 | Events but informal partnership. With the recent Jürgen Kluge, Chairman of the Managing Dates for your diary, events not to be formalising of this partnership, RSM Board of Haniel, explains how his missed, and a round up of those you just Outlook explores how this new footing company has tackled the issue of in-house might have done. will help both parties. leadership development in partnership with RSM. 04 RSM OUTLOOK WINTER 2010 LETTER / FROM THE DEAN LETTER FROM THE DEAN This autumn, the anniversary of RSM’s 40 years of This autumn EEOD launched the first course existence coincided with De Grote Bedrijfskunde in Europe designed for leaders of firms and Reunie/The Grand Lustrum Reunion, attended organisations engaged in knowledge-intensive by almost 600 RSM alumni, during which we services; accountants, lawyers, consultants celebrated the achievements of some of our most and engineers. The course, “Leadership and distinguished alumni. We profile the five winners Professional Services Firms” will run again in in this issue (see pgs 24-29). April 2011. It’s rewarding to celebrate RSM’s 40 years, but While our research into business ethics our focus must be on the future. RSM is committed continues to break new ground and our to ensuring that our key strengths: innovation in programmes are continually developed to reflect management; sustainability - in business and in the global business landscape, our international education in the form of lifelong learning, and character continues to impress. Once again, RSM critical thinking, feature in all our programmes. is in the top tier of the Financial Times Masters For example, RSM has become the first top- in Management ranking for its MSc programmes; level business school to offer higher management this year in a league table of 65 schools worldwide education to the global water industry on issues instead of 50. According to the 2010 evaluation, related to water quality, distribution and availability. RSM’s MScBA programme is amongst the global The newest of our MBA programmes, a Water top three for international course experience Specialisation in the Executive MBA programme, for faculty and student bodies, and excellent starts in January 2011. Here, we have joined forces employment prospects. with Wetsus, a centre of excellence for sustainable On a personal note, earlier this year I water technology. The programme emphasises announced I would step down from the position leadership development in an international of Dean at RSM at the end of June 2011. The environment, and includes technological and process of finding a new Dean has started and we managerial aspects of successful operations in will be able to tell you more in the New Year. I have the industry. been at RSM for almost four very enjoyable years; just a small slice of RSM’s history compared to a few members of staff who have been with the It’s rewarding to celebrate RSM’s school since its first days in 1970. 40 years, but our focus must be But be assured I will remain completely involved and dedicated to this great school for on the future. the remainder of my assignment. I hope you enjoy reading this winter issue of RSM Outlook I have used the phrase ‘Management 2.0’ magazine, which, whilst taking a fond look back to describe the less hierarchical structures of at the development of the school, also looks many businesses emerging from the financial optimistically towards the future. crisis. Within such structures, developing leaders that people will choose to follow is becoming increasingly important. With this is mind, our Executive Education and Organisational Development department (EEOD) continues to increase its portfolio and the quality of faculty George Yip bringing access to the latest academic thinking Dean directly to business through its open programmes Rotterdam School of Management and bespoke training. Erasmus University RSM OUTLOOK WINTER 2010 05 NEWS / IN BRIEF NEWS FROM RSM RSM ALUMNUS HONOURED BY UN Feike Sijbesma, CEO of Royal DSM N.V., the global life sciences and ma- terials sciences company headquar- tered in the Netherlands, has been awarded the prestigious 2010 Humanitarian of the Year Award from the United Nations Association in New York. GLOBAL ONEMBA GRADUATES URGED Sijbesma, Alumnus of RSM and a member of RSM’s Advisory Board, is TO BE VISIONARY honoured for his outstanding commit- After almost two years of intensive study honorary Degree of Master of Business ment to corporate social responsibil- in cooperation with five different universi- Administration With Distinction. Featuring ity, and in particular for DSM’s partner- ties around the world, RSM’s Global on the ‘Dean’s Honours List’ were Finnish ship with the United Nations World OneMBA 2010 cohort graduated this participant Tuula Nieminen and Teresa Food Programme (WFP). The award summer. Keynote speaker for the event Sousa da Silva-van Oerle from Portugal. was presented at a gala dinner at- was Sheila Struyck, Chief Marketing Graduate Tuula Nieminen said: ‘The tended by Mr Ban Ki-Moon, Secretary Officer and Senior Vice President at global residencies were amazing oppor- General of the United Nations. Philips Consumer Lifestyle, who urged tunities to learn about and experience RSM’s Dean George Yip also con- graduates to get a reputation for vision, what it means to do business in different gratulated Feike Sijbesma and DSM: not details, and reminded them of new parts of the world, get to understand ‘At RSM, we define leadership as the leadership styles: it is not about what you different cultures and their impact on ability to be a leader of people and do, but what is achieved; look for role doing global business. The OneMBA has ideas. Innovation, sustainability and models outside your company and don’t been an experience I would not give up critical thinking are leading topics in confuse strategy with authenticity. for any price!’ our entire programme portfolio - with The 2010 cohort of 43 participants After the official part of the ceremony, a long term focus on multiple stake- and 15 nationalities were also reminded alumnus Antonio Russu (MBA2007) holders and multiple perspectives. We of the number one objective of taking a welcomed the new graduates into the take pride in our alumnus receiving OneMBA: enhancing thoughtful leader- RSM Alumni Network. ‘As part of the this award. Feike is a shining example ship, by Dianne Bevelander, Associate globe-spanning RSM Alumni and the of someone really putting these ideas Dean of MBA programmes at RSM.
Load more

Recommended publications
  • Decline of the Corporate Community: Network Dynamics of the Dutch Business Elite
    UvA-DARE (Digital Academic Repository) Decline of the corporate community: network dynamics of the Dutch business elite Heemskerk, E.M. Publication date 2007 Document Version Final published version Link to publication Citation for published version (APA): Heemskerk, E. M. (2007). Decline of the corporate community: network dynamics of the Dutch business elite. Amsterdam University Press. General rights It is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulations If you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: https://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. UvA-DARE is a service provided by the library of the University of Amsterdam (https://dare.uva.nl) Download date:03 Oct 2021 decline1.qxp 26-01-2007 11:40 Pagina 1 Decline of the Corporate Community decline1.qxp 26-01-2007 11:40 Pagina 2 decline1.qxp 26-01-2007 11:40 Pagina 3 Decline of the Corporate Community Network Dynamics of the Dutch Business Elite Eelke M. Heemskerk AMSTERDAM UNIVERSITY PRESS decline1.qxp 26-01-2007 11:40 Pagina 4 Cover design: Maedium, Utrecht Lay-out: prografici, Goes isbn 978 90 5356 973 3 nur 741 / 801 © Amsterdam University Press, Amsterdam 2007 All rights reserved.
    [Show full text]
  • The Merger Between Hoogovens & British Steel (Corus)
    Anglo-Dutch Cross-Border Mergers: The merger between Hoogovens & British Steel (Corus) 1998-2004 Maurits van Os University of Utrecht Research Institute for History & Culture (OGC) Intermediate paper for EBHA Conference Frankfurt 1-3 September 2005 Abstract The success of Anglo-Dutch companies such as the Royal Dutch/Shell Group (1907) and Unilever has led to the general assumption that this particular national mix for cross-border mergers offers a roadmap for transnational collaboration. The failure of two German-Dutch mergers in the 1970s appeared to confirm this belief. This study analyses if indeed Anglo-Dutch collaborations offer a key to success. Various Anglo-Dutch merger cases, therefore, have been selected for in-depth examination. In this intermediate paper the rather troubled Corus merger is highlighted. The merger between Hoogovens & British Steel did not only fail to generate any profit for either party, it was also unable to realise its goals. After five years this almost resulted in a merger break-up. Using a study by René Olie as basis, a list of supporting and restraining factors for cross-border mergers has been constructed. The Corus merger developments have been implemented in Olie’s checklist, to see if it provides us with an explanation of Corus’ disturbed progress. In agreement with Olie’s list, this paper concludes that unfavourable economic conditions, differences in strategic views, an unclear organisational structure, weak management, and finally cultural differences cause merger difficulties. In an effort to supplement Olie, the effects of the institutional background and organisational set-up on the merger have been analysed.
    [Show full text]
  • Network Dynamics of the Dutch Business Elite
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Heemskerk, Eelke M. Book — Published Version Decline of the Corporate Community: Network Dynamics of the Dutch Business Elite Provided in Cooperation with: Amsterdam University Press (AUP) Suggested Citation: Heemskerk, Eelke M. (2007) : Decline of the Corporate Community: Network Dynamics of the Dutch Business Elite, ISBN 978-90-5356-973-3, Amsterdam University Press, Amsterdam, http://dx.doi.org/10.5117/9789053569733 This Version is available at: http://hdl.handle.net/10419/181376 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by-nc-nd/3.0/ www.econstor.eu decline1.qxp 01-02-2007 09:46 Pagina 1 Decline of the Corporate Community decline1.qxp 01-02-2007 09:46 Pagina 2 decline1.qxp 01-02-2007 09:46 Pagina 3 Decline of the Corporate Community Network Dynamics of the Dutch Business Elite Eelke M.
    [Show full text]
  • The Mineral Industry of the Netherlands in 1999
    THE MINERAL INDUSTRY OF THE NETHERLANDS By Harold R. Newman In terms of world production, the Netherlands was a modest mills alongside a merged steel production that will be one of the producer of metallic, nonmetallic minerals, and mineral largest in Europe (Metal Bulletin, 1999a). products. It was, however, very important as a regional The Antheus Magnesium Development Programme Delfzijil producer of natural gas and petroleum for the European market (MDPD), a group of private and public interests, was continuing and played a major role as a transshipment center for mineral with plans for the construction of a new 40,000- to 50,000- materials entering and leaving continental Europe. metric-ton-per-year primary magnesium smelter to be located in The Dutch economy, which has been expanding at a rate of the Eemsmond region in the northern part of the Netherlands. 3% or more for 3 years, performed well again in 1999 with a The findings of a prefeasibility study had been submitted to the growth in the gross domestic product of 3.5%. Growth was Dutch Government. MDPD stated this area was ideal owing to being driven chiefly by high levels of domestic spending rather the ready availability of a plant site at Delfzijil, more than 2,000 than by exports. Consequently, the companies that have megawatts of electric power, and close by magnesium salt concentrated on the national markets have enjoyed strong mining operations that used high purity brines. The plant would growth, which has not been the case for export-oriented be located near the existing primary aluminum producer and companies owing to fierce international competition.
    [Show full text]
  • Bram Bouwens, Joost Dankers, Yvonne Van Mil, Reinout Rutte, Keetie Sluyterman En Jaap Verheul
    Bram Bouwens, Joost Dankers, Yvonne van Mil, Reinout Rutte, Keetie Sluyterman en Jaap Verheul Uitgeverij THOTH Bussum Inhoud 6 Woord vooraf Landschap in beeld II: 1900-1945 Landschap in beeld III: 1945-1985 Hoofdstuk 5 54 Worteling van Hoogovens in de IJmond 106 De IJmond als industriële groeiregio 188 Mensen en machten: 8 Inleiding Yvonne van Mil en Reinout Rutte Yvonne van Mil en Reinout Rutte botsende belangen, 1982-2018 Bram Bouwens Landschap in beeld I: tot 1900 59 Inleiding 110 Inleiding 10 Het landschap voor Hoogovens 59 De eerste jaren van Hoogovens in de Breesaap 111 Expansie van de basisindustrie: een nationaal belang 191 Inleiding Yvonne van Mil en Reinout Rutte 64 Plan voor de bouw van een metropool 112 Streekplan IJmond-Noord – Beverwijk en Heemskerk 191 Een oude bondgenoot 66 Aanzet tot regionale planning voor de IJmond 115 Wederopbouw en uitbreiding Velsen – IJmond-Zuid 195 Van ‘stake’ naar ‘share’ 15 Inleiding 68 Uitbreidingen en nieuwe fabrieksgebouwen op 117 Hoogovens als bouwonderneming 197 ‘Merger between equals?’ 15 Holland op zijn smalst het Hoogovensterrein 119 Verkeersdrukte in het IJmondgebied 200 Corus in crisis 19 Noordzeekanaal en spoorweg 73 Tweede Wereldoorlog: afbraak, bombardementen 123 Uitbreiding Hoogovensterrein en fabrieken 204 Tata’s tastbare waarden 20 IJmuiden en tweedeling en verwoestingen 206 Macht en onmacht in IJmuiden Hoofdstuk 3 209 Minder handen, meer staal Hoofdstuk 1 Hoofdstuk 2 126 Strategie en concurrentie: 214 Een goede buur 22 Bouwen aan een basisindustrie, 74 Een industriële reus op
    [Show full text]
  • ANNUAL REPORT 2009 FUGRO N.V. Colophon
    ANNUAL REPORT 2009 FUGRO N.V. FUGRO 2009 REPORT ANNUAL fugro N.V. Annual Report 2009 Colophon Fugro N.V. Veurse Achterweg 10 2264 SG Leidschendam The Netherlands Telephone: +31 (0)70 3111422 Fax: +31 (0)70 3202703 Concept and realisation: C&F Report Amsterdam B.V. Photography and images: Fugro N.V. Fugro has endeavoured to fulfil all legal requirements related to copyright. Anyone who, despite this, is of the opinion that other copyright regulations could be applicable should contact Fugro. This annual report is a translation of the official report published in the Dutch language. This annual report is also available on www.fugro.com. For complete information, see www.fugro.com. Fugro N.V. Veurse Achterweg 10 P.O. Box 41 Cautionary Statement regarding Forward-Looking Statements 2260 AA Leidschendam This annual report may contain forward-looking statements. Forward-looking statements are statements that are not historical facts, including The Netherlands (but not limited to) statements expressing or implying Fugro N.V.’s beliefs, expectations, intentions, forecasts, estimates or predictions (and the Telephone: +31 (0)70 3111422 assumptions underlying them). Forward-looking statements necessarily involve risks and uncertainties. The actual future results and situations Fax: +31 (0)70 3202703 may therefore differ materially from those expressed or implied in any forward-looking statements. Such differences may be caused by various E-mail: [email protected] factors (including, but not limited to, developments in the oil and gas industry and related markets, currency risks and unexpected operational www.fugro.com setbacks). Any forward-looking statements contained in this annual report are based on information currently available to Fugro N.V.’s manage- Trade Register number 27120091 ment.
    [Show full text]
  • Networking in European Steel Research
    Networking in European Steel Research European Confederation of Iron and Steel Industries Preface he European steel industry - after many privatisations and major restruc- Tturing operations - is the most modern in the world. It is a technological leader in its field, largely thanks to an elaborate and informal network of indi- viduals and organisations active in the field of steel research and development. The steel R&D network has been built up during almost 50 years of collabo- rative steel R&D under the auspices of the European Coal and Steel Commu- nity (ECSC) research and technical development programme. Consequently, the EU steel industry stands well prepared to meet the new challenges presented by the expiry of the ECSC Treaty in 2002 and the expanding EU Framework Pro- grammes. This booklet is intended to provide information about the existing steel R&D net- work in Europe as a basis for participation of the steel industry in future research programmes, be they European or national. The production of the booklet was part of the EU-funded thematic network NEST (New Efficient Steel Technologies), which is being concluded in 2002 after three years of operation. Numerous individuals at steel companies, institutes and universities listed in this booklet have made possible this listing by providing crucial information about current steel R&D - competencies, resources, and programmes. Their effort is gratefully acknowledged. A special recognition is due to the working group responsible for developing the booklet1. Dietrich von Hülsen Director General EUROFER 1 Mr. R. Bulthé Arcelor/Sidmar Dr. J. C. Charbonnier Arcelor/Usinor Mr.
    [Show full text]
  • Decarbonisation Options for the Dutch Steel Industry
    DECARBONISATION OPTIONS FOR THE DUTCH STEEL INDUSTRY A. Keys, M. van Hout, B. Daniëls 21 November 2019 Updated version: 16 September 2021 Manufacturing Industry Decarbonisation Data Exchange Network Decarbonisation options for the Dutch steel industry © PBL Netherlands Environmental Assessment Agency; © ECN part of TNO The Hague, 2019 PBL publication number: 3723 TNO project no. 060.33956 / TNO publication number: TNO 2019 P11483 Authors Keys, A., van Hout, M., Daniëls, B. MIDDEN project coordination and responsibility The MIDDEN project (Manufacturing Industry Decarbonisation Data Exchange Network) was initiated and is also coordinated and funded by PBL and ECN part of TNO. The project aims to support industry, policymakers, analysts, and the energy sector in their common efforts to achieve deep decarbonisation. Correspondence regarding the project may be addressed to: Dick van Dam (PBL) [email protected] and Silvana Gamboa Palacios (TNO) [email protected] Production coordination This publication is a joint publication by PBL and ECN part of TNO and can be downloaded from: www.pbl.nl/en. Parts of this publication may be reproduced, providing the source is stated, in the form: Keys. A, van Hout. M, Daniëls. B (2019), Decarbonisation options for the Dutch Steel Industry. PBL Netherlands Environmental Assessment Agency & ECN part of TNO, The Hague. PBL Netherlands Environmental Assessment Agency is the national institute for strategic policy analysis in the fields of the environment, nature and spatial planning. We contribute to improving the quality of political and administrative decision-making by conducting outlook studies, analyses and evaluations in which an integrated approach is considered paramount. Policy relevance is the prime concern in all of our studies.
    [Show full text]
  • Metinvest B.V
    JOB TITLE MetInvest OM REVISION 9 SERIAL <12345678> DATE / TIME Friday, February 11, 2011 9:13 PM JOB NUMBER 44408 TYPE Clean PAGE NO. 2 OPERATOR PM7 BASE OFFERING MEMORANDUM – LISTING PARTICULARS Dated 11 February 2011 Metinvest B.V. (incorporated in The Netherlands with limited liability) U.S.$1,000,000,000 Guaranteed Medium Term Note Programme guaranteed on a joint and several basis by the Guarantors named herein (each incorporated in Ukraine with limited liability) Under the Guaranteed Medium Term Note Programme described in this Offering Memorandum (the “Programme”), Metinvest B.V. (the “Issuer”), subject to compliance with all relevant laws, regulations and directives, may from time to time issue Guaranteed Medium Term Notes (the “Notes”). The initial guarantors named herein (the “Initial Guarantors”) have unconditionally and irrevocably guaranteed on a joint and several basis (the “Initial Guarantees”) the due and punctual payment of all amounts becoming due and payable in respect of the Notes pursuant to, and in accordance with, a surety agreement (the “Surety Agreement”) to be dated 11 February 2011 between the Issuer, the Initial Guarantors and BNY Corporate Trustee Services Limited in its capacity as trustee (the “Trustee”). The Notes will be constituted by a trust deed to be dated 11 February 2011 between the Issuer, the Initial Guarantors and the Trustee (the “Trust Deed”). The aggregate nominal amount of Notes outstanding will not at any time exceed U.S.$1,000,000,000 (or the equivalent in other currencies). The Issuer will,
    [Show full text]
  • Annual Report 2000
    Annual Report 2000 PHARMA COATINGS CHEMICALS COMPANY STATEMENT OUR COMPANY Akzo Nobel is a multicultural company. We are market-driven and technology-based, serving customers throughout the world with healthcare products, coatings, and chemicals. Akzo Nobel conducts its diversified activities through business units, which report directly to the Board of Management. We maintain a product portfolio with leading positions in important market segments. OUR PEOPLE Akzo Nobel regards people as its most important resource. PROFILE We foster leadership, individual accountability, and teamwork. Akzo Nobel has a two-layer organizational structure: business units grouped in Pharma, Our employees are professionals whose Coatings, and Chemicals, and a corporate entrepreneurial behavior is result-oriented and center. guided by personal integrity. They strive for the success of their own units in Headquartered in the Netherlands, the the interest of Akzo Nobel as a global company. Company has activities in more than 75 countries and employed 68,200 people In return, our employees can count on during 2000. Sales in 2000 were opportunities for individual and professional EUR 14.0 billion, with Pharma accounting for development in an international working EUR 3.8 billion, Coatings for EUR 5.6 billion, environment. and Chemicals for EUR 4.7 billion. We offer them rewarding and challenging assignments with room for initiative. The corporate center coordinates key tasks in such areas as strategy; finance and control; human resources; technology; legal affairs and OUR COMMITMENTS intellectual property; communications; health, We will focus our efforts on the success of our safety, and environment; information customers. management; and risk and insurance We will provide competitive returns on our management.
    [Show full text]
  • Skills, Qualifications and Training in the Netherlands Steel Industry: a Case Study 8
    Working Paper Series Paper 58 Skills, Qualifications and Training in the Netherlands Steel Industry: A Case Study !"#"$ &'($)$*#+" -"'. /#$*01 '.1 23'.1' 4*55"6 7086, 9::; ISBN 1 904815 24 3 Global Political Economy (GPE) Research Group The Global Political Economy (GPE) Research Group is located in Cardiff University’s School of Social Sciences. The Group focuses on the social dimensions of globalisation, and brings together academics, representatives of employers’ organisations and trade unions as well as civil society actors for teaching, learning, research and debate. Aims ! Advancing understanding of globalisation and its impacts on society. ! Improving policy-making through the creation of a high quality research base. ! Conduct critical sociological analysis and research. Approach GPE members undertake independent, rigorous, theoretical and applied small and large-scale research and evaluation studies. Research by GPE members is informed by the work of radical and imaginative thinkers in political theory, sociology and labour studies, and by a commitment to social justice. GPE Working Paper No 8 1 The Authors Amanda Coffey is senior lecturer in the Cardiff School of Social Sciences. Her research interests include young people and the transitions to adulthood, gender and transforming labour markets, and qualitative research methodologies Peter Fairbrother is a professorial fellow in the Cardiff School of Social Sciences. His research interests include state restructuring, the intersection between locality and global organisation, and questions relating to trade unionism at local, national and international levels. Dean Stroud is a research associate in the Cardiff School of Social Sciences. His research interests include skills and training, local labour markets and life-long learning.
    [Show full text]
  • A Case Study from the UK Steel Industry Ian Greenwoo
    The process and consequences of industrial restructuring and plant closure: A case study from the UK steel industry Ian Greenwood Submitted in accordancewith the requirements for the degree of PhD The University of Leeds Leeds University Business School January2009 The candidateconfirms that the work submittedis his/herown andthat appropriate credit hasbeen given where referencehas been made to the work of others.This copy hasbeen supplied on the understandingthat it is copyright material andthat no quotationfrom the thesismay be publishedwithout proper acknowledgement. `It was like standing on an empty stage; the actors had gone and there was nothing to show who they were or what the play hadbeen about' Barker (1998) Visiting Ebbw Vale today and looking out over the site of the former steel works, it takes no little imagination to visualise 200 years of industrial history. This research, although ultimately about the social processes of industrial restructuring and redundancy at a general level, has used the case of Ebbw Vale as a specific analytical vehicle. It is therefore dedicated to the steelworkers - at all levels - of Ebbw Vale, their families, community and particularly those individuals whom I now count as friends. It is axiomatic to declare that life moves on. Nevertheless, such post hoc rejoinders can appear glib and unsympathetic to the participants in, who are often the victims of, industrial change. Ebbw Vale without a steel industry is unimaginable. Although regeneration is taking place and the life of the community will revive, it is no bad thing to occasionally take time out to wonder at the social costs of late Capitalism and whether its dramatic impact might be differently enacted.
    [Show full text]