Nachwuchs Vonder Dualen Hochschule
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The Stuttgart Electric Mobility Pilot Region Turning the Stuttgart Region Into an E-Mobility Laboratory
The Stuttgart Electric Mobility Pilot Region Turning the Stuttgart Region into an e-mobility laboratory Regional e-mobility initiative A major regional e-mobility initiative, the Not just the birthplace of the car, the stakeholders Modellregion Elektromobilität, will raise Stuttgart Region is the most significant the public profile of electric drive transpor- automotive industry cluster in Europe. The Local government agencies and tation, explore electric drive technologies industry accounts for around 180,000 of local public transport operators and ultimately, accelerate the launch of the region’s one million jobs, and employs Daimler, Porsche, EnBW, Bosch, Voith electric vehicles on the mass market. Well over 30 per cent of local manufacturing over 1,000 electric vehicles – pedelecs workers. In 2008, the automotive industry’s Component manufacturers and (electric bicycles), electric scooters, auto- sales amounted to more than 43 billion businesses across Baden-Württemberg mobiles, vans und buses – will be on the Euros, with exports accounting for around Stuttgart Region’s roads in summer 2011. 70 per cent. As a result, the changing na- Fraunhofer Institutes (IAO, IPA, IBP), DLR and ZSW Hundreds of charging stations will be ture of transportation will have a significant installed in public and semi-public places impact. Rising to the challenge, carmakers University of Stuttgart and Research (such as car parks), paving the way towards and automotive component manufacturers Institute of Automotive Engineering and the rollout of infrastructure that will be are joining forces to reinvent the motor Vehicle Engineering (FKFS) required in future. vehicle. Karlsruhe Institute of Technology (KIT) Esslingen University of Applied Sciences. -
Financial Statements, the Tables Below Present Negative Exchange Rate Effects of the Translation of the Financial Statements from Argentine Peso to Brazilian Real
MAHLE REPORTS ADJUSTED EBITDA¹ OF R$ 169.5 million in 3Q20; ADJUSTED EBITDA MARGIN OF 24.5% Mogi Guaçu, São Paulo, November 11, 2020 - MAHLE Metal Leve S.A. (B3: LEVE3), a Brazilian automotive parts company that manufactures and sells components for internal combustion engines and automotive filters, today announced financial results for the third quarter of 2020. Unless otherwise noted, financial and operating information is provided on a consolidated basis and in Brazilian reais (BRL) and is prepared in accordance with the Brazilian Corporation Law. HIGHLIGHTS Earnings conference call and webcast: Ø Net Sales Revenue: R$ 691.2 million in 3Q20, up 7.1% compared with Date: 11/12/2020 3Q19. Net sales revenue in 9M20 was 15.8% lower than in 9M19; Time: 12 noon - Brasilia 3:00 p.m. - London Ø Domestic Aftermarket: Sales were up 35.3% in 3Q20 compared to sales 10:00 a.m. - New York for 3Q19, while in 9M20 we saw almost same levels as in 9M19 (sales fell by Webcast 0.5%); (in Portuguese): https://webcastlite.mziq.co m/cover.html?webcastId=1 c11041f-e84d-464c-8d71- Ø Export Aftermarket: Sales grew 21.2% in 3Q20 compared with 3Q19; sales e36b6c719ef8 dropped by 8.1% in 9M20 compared to the same period of the prior year; Webcast (simultaneous translation to English): https://webcastlite.mziq.co Ø Domestic Original Equipment Market: Sales fell by 21.8% compared to m/cover.html?webcastId=d 3Q19 and by 32.1% in 9M20 versus 9M19. Consolidated vehicle production 79150ff-2448-4ee9-8f2a- 2e07c8c2df68 dropped 39.8%, the Brazilian market has seen a decline of 40.7% and the Argentine market of 31.5%; Dial-in numbers: Brazil: +55 11 3181-8565 Ø Gross Margin: was 27.7% in 3Q20 (27.6% in 3Q19) and 24.4% in 9M20 Brazil: +55 11 4210-1803 USA: +1 412 717-9627 (26.5% in 9M19); Passcode: MAHLE Ø MBE2 Technology: Impairment of R$ 45.1 million related to technology RI website: development costs and exclusive production and sales rights and https://ri.mahle.com.br/ R$ 36.2 million related to provision for inventory loss. -
Annual Report 2014
Annual Report 2014. Landesbank Baden-Württemberg Key figures of the LBBW Group. 1) Income statement (EUR million) 1 Jan. – 31 Dec. 2014 1 Jan. – 31 Dec. 2013 Net interest income 1 878 1 773 Allowances for losses on loans and advances – 104 – 314 Net fee and commission income 518 545 Net gains/losses from financial instruments measured at fair value through profit or loss – 120 369 Net gains/losses from financial investments, net income/expenses from investments accounted for using the equity method and from profit/loss 263 16 transfer agreements Other operating income/expenses2) 101 113 Total operating income/expenses (after allowances for losses on loans and advances) 2 536 2 502 Administrative expenses – 1 853 – 1 774 Operating result 683 728 Guarantee commission for the State of Baden-Württemberg – 191 – 300 Impairment of goodwill – 16 – 3 Net income/expenses from restructuring 1 48 Net consolidated profit/loss before tax 477 473 Income tax – 43 – 134 Net consolidated profit/loss 434 339 Key figures in % 1 Jan. – 31 Dec. 2014 1 Jan. – 31 Dec. 2013 1) Return on equity (RoE) 3.7 3.7 Cost income ratio (CIR) 77.9 63.4 Balance sheet figures (EUR billion) 31 Dec. 2014 31 Dec. 2013 Total assets 266.2 274.6 Equity 13.2 13.4 Ratios in accordance with CRR/CRD IV (with transitional rules)3) 31 Dec. 2014 31 Dec. 2013 Risk weighted assets (EUR billion) 82.2 79.4 Common equity Tier 1 (CET 1) capital ratio (in %) 14.6 15.7 Total capital ratio (in %) 19.9 22.5 Ratios in accordance with CRR/CRD IV (Basel III after full implementation) 31 Dec. -
News, Information and Training to Support Your Work with Families
Title FamiliesMatter Issue 41 September 2016 News, information and training to support your work with families Search the Local Offer for information about services available to LOCAL children, young people and families in Tower Hamlets (Pages 10-11) www.towerhamlets.gov.uk/localoffer Outdoor Learning at the Sky Garden! Families from St Mary and St Michael Catholic Primary School receiving their certificates at the Sky Garden after completing a successful and enjoyable Outdoor Learning course (page 6). Let’s Talk … Housing! Parent and Carer Council members hear about the borough’s vision for housing over the next five years and give their views to help shape it (pages 2-3). INSIDE 2-4 Parent & Carer Council/ 8-9 Children and Families 17 SEND News Parent Champions Plan 18-19 Community News 5-6 Early Years & School News 10-11 Local Offer 20 Professional Development 7 Working with Fathers 12-16 Parent Support & Health & Training Parent & Carer Council Welcome to the Empowering parents autumn edition of to have a voice Families Matter Launched in October 2012, the Parent and Carer Council This latest edition is packed with (PCC) provides a platform where parents can collectively help shape services that are available to families in the information to support work with borough. families. It includes parenting updates, training news and best practice The PCC meet three times a year on Saturday mornings in contributions from schools and settings accessible, child-friendly venues across the borough. Free across the borough. childcare for children up to the age of 13 is provided to allow a wide range of parents to attend. -
033896 Lothian Job Description
JOB DESCRIPTION 1. JOB IDENTIFICATION Job Title: Communications Officer Responsible to Communication and Engagement Manager Department(s): Edinburgh Health and Social Care Partnership (EHSCP) Directorate: Strategic Planning Operating Division: Communications and Engagement Job Reference: 033896 No of Job Holders: 1 Last Update (insert date): July 2020 2. JOB PURPOSE To provide comprehensive support to the communications and engagement team for EHSCP by developing and maintaining internal and external communications to promote a wider knowledge and understanding of services to both the workforce and members of the public. Lead responsibility for the development and dissemination of relevant communications on key projects and ensuring that the operational communications and engagement plans seek to improve the reputation of EHSCP and reflect the wider communications framework and strategic direction e.g. Strategic plans, Transformation updates, IJB information, public health information. 3. DIMENSIONS To work within Strategic planning directorate in the Edinburgh Health and Social Care Partnership. The EHSCP is responsible for the planning, management and delivery of community and bed- based health and social care services for the c500,000 people living in Edinburgh. It is responsible for managing the budgets and has delegated authority to deliver integrated health and social care services. Whilst there are no staffing responsibilities, the post holder will liaise with staff from communications teams in NHS Lothian and City of Edinburgh Council, partner organisations and temporary resources as required to deliver an outstanding integrated communication and engagement service. Although the role has no budget responsibilities, the role holder will need to be mindful of the team’s budget and how it will impact and influence campaign management within the team. -
Porsche Automobil Holding SE Company Accounts 2008/2009
Porsche Automobil Holding SE company accounts 2008/09 4 Group management report and management report of Porsche Automobil Holding SE 80 Balance Sheet 81 Income statement 82 Notes 102 Audit Opinion 103 Company Boards 105 Membership in other statutory supervisory boards and comparable domestic and foreign control bodies Group management report and management report of Porsche Automobil Holding SE Recent developments Michael Macht and Thomas Edig's appointment to the helm of Porsche AG marks the beginning of a new era for the Stuttgart-based automobile manufacturer. Michael Macht, who for many years served as head of pro- duction and logistics, has been made a member of the executive board of Porsche SE, and CEO of Porsche AG. Thomas Edig has been made board member at Porsche SE and Mr. Macht’s deputy at Porsche AG, where he is also responsible for HR and social issues and functions as labor director. Macht’s successor as head of production is Wolfgang Leimgruber, who was previously responsible for the body shell and paint shops. At Porsche SE, Michael Macht is responsible for technology and products, while Tho- mas Edig heads the commercial and administrative side. On 23 July 2009, the supervisory board of Porsche Automobil Holding SE (“Porsche SE”) reached an agreement on the departure of the long-term executive board members Dr. Wendelin Wiedeking and Holger P. Härter. Both men also resigned from their posts on the supervisory boards of Volkswagen AG and AUDI AG. Prof. Dr. Martin Winterkorn will be made the new CEO of Porsche SE fol- lowing the approval of the supervisory boards of Porsche SE and Volks- wagen AG. -
Ten Strategies of a World-Class Cybersecurity Operations Center Conveys MITRE’S Expertise on Accumulated Expertise on Enterprise-Grade Computer Network Defense
Bleed rule--remove from file Bleed rule--remove from file MITRE’s accumulated Ten Strategies of a World-Class Cybersecurity Operations Center conveys MITRE’s expertise on accumulated expertise on enterprise-grade computer network defense. It covers ten key qualities enterprise- grade of leading Cybersecurity Operations Centers (CSOCs), ranging from their structure and organization, computer MITRE network to processes that best enable effective and efficient operations, to approaches that extract maximum defense Ten Strategies of a World-Class value from CSOC technology investments. This book offers perspective and context for key decision Cybersecurity Operations Center points in structuring a CSOC and shows how to: • Find the right size and structure for the CSOC team Cybersecurity Operations Center a World-Class of Strategies Ten The MITRE Corporation is • Achieve effective placement within a larger organization that a not-for-profit organization enables CSOC operations that operates federally funded • Attract, retain, and grow the right staff and skills research and development • Prepare the CSOC team, technologies, and processes for agile, centers (FFRDCs). FFRDCs threat-based response are unique organizations that • Architect for large-scale data collection and analysis with a assist the U.S. government with limited budget scientific research and analysis, • Prioritize sensor placement and data feed choices across development and acquisition, enteprise systems, enclaves, networks, and perimeters and systems engineering and integration. We’re proud to have If you manage, work in, or are standing up a CSOC, this book is for you. served the public interest for It is also available on MITRE’s website, www.mitre.org. more than 50 years. -
MAHLE Gmbh in Respect of Non-Equity Securities Within the Meaning of Art
Euro Medium Term Note Programme Prospectus dated 30 April 2015 This document constitutes the base prospectus for the purposes of article 5.4 of Directive 2003/71/EC of the European Parliament and of the Council of 4 November 2003, as amended by Directive 2010/73/EU of the European Parliament and of the Council of 24 November 2010 (the “Prospectus Directive”) of MAHLE GmbH in respect of non-equity securities within the meaning of Art. 22 No. 6 (4) of the Commission Regulation (EC) No. 809/2004 of 29 April 2004 (“Non-Equity Securities”) (the “Euro Medium Term Note Programme Prospectus” or the “Prospectus”). MAHLE GmbH (Stuttgart, Federal Republic of Germany) as Issuer EUR 2,000,000,000 Euro Medium Term Note Programme (the “Programme”) Application has been made to the Commission de Surveillance du Secteur Financier (the “CSSF”) of the Grand Duchy of Luxembourg in its capacity as competent authority under the Luxembourg act relating to prospectuses for securities (Loi relative aux prospectus pour valeurs mobilières), which implements the Prospectus Directive into Luxembourg law, for its approval of this Prospectus for any offers to the public of Notes under this Programme, inter alia, in the Grand Duchy of Luxembourg. In relation to the Prospectus, the CSSF does not act as competent authority for the approval thereof to the extent Notes to be issued under the Programme are to be admitted to trading on the Euro MTF operated by the Luxembourg Stock Exchange. By approving a prospectus, the CSSF shall give no undertaking as to the economic and financial soundness of the operation or the quality or solvency of the issuer. -
South West Society for Academic Primary Care (SAPC) Conference 2020 5-6 March, Bristol
South West Society for Academic Primary Care (SAPC) Conference 2020 5-6 March, Bristol Abstracts 1 1A.1 Which patients miss booked appointments with their general practice and why? A systematic review Jo Parsons and Carol Bryce, University of Warwick Dr Joanne Parsons, Dr Carol Bryce, Adam Steege, Joanna Gao and Dr Helen Atherton. Problem Missed GP appointments have substantial time and cost implications for the NHS, with an estimated 15 million appointments being missed annually. The high volume of missed appointments potentially exacerbates health inequalities of some patient groups, reduces access to general practice appointments, and decreases finite GP capacity. The aim of this review is to examine which patient groups are more likely to miss appointments, and to explore the reasons that patients miss appointments. Approach Medline, Premedline, Embase, PsychInfo, Web of Science, Scopus, Cochrane reviews and CENTRAL were searched. Terms relating to General Practice and missed appointments were included in the searches. We included all studies published since 2003 which considered missed appointments using any study design. Titles, abstracts and full texts of results were screened, and relevant data was extracted from included studies. Quality assessment was conducted on included studies, using the Mixed Methods Appraisal Tool. A narrative synthesis will be conducted on included studies. Findings Preliminary results indicate that 40 studies fit eligibility criteria to be included in the review, which is ongoing. The review aims to identify patients who miss booked appointments in general practice. Using demographic information about patients who miss appointments we will discuss who books the missed appointments, who the appointments were booked with and reasons why patients missed these appointments. -
Magazine 2020 1 Contents
FOCUS Cell culture Hands on Having pooled its technological expertise, In the early days of the pandemic, employees Magazine MAHLE is making the fuel cell drive ready at MAHLE locations around the world showed for the market. what it means to act decisively. 2020 _ p. 4 _ p. 12 At a glance MAHLE is a leading international development partner and supplier to the automotive industry as well as a pioneer and technology driver for the mobility of the future. Around 160 5 production locations business units 12 Engine Systems and Components major research & development centers Filtration and Engine Peripherals 72,184 Thermal Management employees as at December 31, 2020 Electronics and Mechatronics EUR 9.8 billion sales in 2020 Aftermarket Editorial Ladies and gentlemen, The year 2020 was like no other. On the one hand, almost all markets and national economies felt the full force of the unpredictable coronavirus pandemic—and the international automotive industry, our company included, was no exception. On the other hand, we at MAHLE surpassed ourselves in many respects as a consequence of this unprecedented crisis. Our magazine article “Hands on” tells this story. It talks about the international teamwork by our locations around the world and how the teams responded decisively to keep our business processes running smoothly. I’m delighted that we also performed a service for society through our production of protective masks and numerous local initiatives. From a technology perspective, our focus in 2020 was on our strategic future Michael Frick, priorities. With our project house and technical cooperation with a fuel Chairman of the Management Board cell specialist, we’re helping fuel cell drives achieve their technological break- (ad interim) / Member of the through—read more about this in “Cell culture.” MAHLE’s another future Management Board Finance priority concerns electronics and mechatronics. -
SMARTCITYPHL Roadmap
SMARTCITYPHL SMARTCITYPHL SMARTCITYPHL SMARTCITYPHL SMARTCITYPHL SMARTCITYPHL SMARTCITYPHL Roadmap Table of Contents Introduction 2 Guiding Principles 3 Methodology 4 Existing Assets & Initiatives 5 Reading Guide 6 Strategy 1: Build a strong foundation with 7 policy and infrastructure Strategy 2: Create a process for engagement and 15 partnership Strategy 3: Support and sustain implementation of 20 projects and programs with funding Timeline of Activities 23 1 INTRODUCTION Lead Department: Office of The City of Philadelphia established the SmartCityPHL Innovation & Technology initiative in 2017 to better understand and implement Cabinet Representative: smart and emerging technology solutions that would Chief Administrative Officer improve City service delivery for its broad community of residents, businesses, and visitors. A key component of Working Group: this initiative was to develop this roadmap of strategies Department of Streets and processes to drive the initiative forward. Waste & Litter Cabinet This roadmap is intended to serve as an initial guide to Office of Sustainability. Energy spur innovation and collaboration in City government Office around smart city and the policies and technology Office of Transportation, surrounding it. It is intentionally designed for broad Infrastructure & Sustainability application so that as people and technology change, fundamental practices are applied while leaving room Philadelphia Water Department for iteration when it comes to specific projects and Department of Public Health, programs that -
MAHLE Geschäftsbericht 2019
Geschäftsbericht 2019 Das Jahr 2019 DUALE STRATEGIE Die duale Strategie war auch 2019 unsere Leitlinie: Neben der Optimierung des Verbrennungsmotors trieben wir die Entwicklung alternativer Mobilitäts konzepte voran. UMSATZ FORSCHUNG UND ENTWICKLUNG MAHLE erzielte einen Umsatz in Mit Aufwendungen von 751 Millionen Höhe von 12,0 Milliarden Euro. Euro haben wir unsere Forschungs- und Entwicklungsaktivitäten auf hohem Niveau fortgesetzt. OPERATIVER CASHFLOW MITARBEITER Unseren operativen Cashflow haben Zum Stichtag 31. Dezember 2019 wir um 21 Prozent deutlich erhöht. waren bei MAHLE 77.015 Menschen weltweit beschäftigt. MAHLE KONZERN IN ZAHLEN in Mio. EUR 2019 2018 2017 Umsatzerlöse 12.049 12.581 12.788 EBITDA 712 1.377 960 EBIT 96 773 355 Ergebnis der Geschäftstätigkeit 10 614 262 Konzern-Jahresfehlbetrag/-überschuss – 212 446 102 Sachanlagen 3.202 3.137 3.009 Sachanlageinvestitionen (ohne Erstkonsolidierungen) 549 609 612 Eigenkapital 2.742 3.014 2.632 Dividende der MAHLE GmbH * 5,4 13,4 7,5 Mitarbeiter (31.12.) 77.015 79.564 78.277 * Vorschlag für das jeweils angegebene Geschäftsjahr Produktportfolio im Überblick MOTORSYSTEME UND -KOMPONENTEN THERMOMANAGEMENT MAHLE Als Weltmarktführer in den für uns relevanten Markt- Im Thermomanagement für Batterien und den gesamten segmenten können wir auf jahrzehntelanger System- und elektrischen Antriebsstrang ist angesichts der zu- Entwicklungskompetenz sowie umfassender Produk- nehmenden Elektrifizierung der Automobil- und Nutz- tionserfahrung aufbauen. Seit den Anfängen des Unter- fahrzeugindustrie hohe Innovationskraft gefordert. Auch nehmens zählt die Entwicklung von Kolben systemen für die Weiterentwicklung des Verbrennungsmotors ist und Zylinderkomponenten zu den Kernkompetenzen das Thermomanagement essenziell. So treiben leistungs- von MAHLE. Wir verstehen das Zusammenspiel aller stärkere und effizientere Kühlsysteme dieSenkung des Motorkomponenten und können unseren Kunden daher Kraftstoffverbrauchs wesentlich voran.