ERM Quarterly – Issue 1, Spring 2011
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PROBLEMS of WORLD AGRICULTURE Volume 10 (XXV) Number 3 AGRICULTURE and FOOD ECONOMY WITHIN the EU FRAMEWORK
Scientifi c Journal Warsaw University of Life Sciences – SGGW PROBLEMS OF WORLD AGRICULTURE Volume 10 (XXV) Number 3 AGRICULTURE AND FOOD ECONOMY WITHIN THE EU FRAMEWORK Warsaw University of Life Sciences Press Warsaw 2010 Wiesáaw Ciechomski1 Department of Trade and Marketing Pozna University of Economics Evolution of the food retail trade in Poland Abstract. The food retail trade in Poland is undergoing significant structural changes. The changes basically consist in a dynamic increase in the number of large-format stores, and also in the processes of integration and concentration of trade. In the food trade there are also qualitative changes taking place, in the form of implementing innovations and modern methods of managing the stores. These questions are brought up in this article. Key words: food trade, FMCG (Fast Moving Consumer Goods) market. Quantitative changes in the food trade The aim of the article is to describe the food retail trade evolution that has taken place over the last decade. The changes consisting in an increase in the number of large-format stores result from the globalisation of trade. They are highlighted by the process of concentration of trade which consists in taking over a bigger and bigger volume of turnover by supermarkets, hypermarkets and discount shops. In the paper, statistical data as published current by the GUS (Central Statistical Office of Poland) and poll research centres GfK Polonia, Pentor and PMR are made use of. The dynamics of structural changes that have been occurring in retail trade in Poland since the beginning of political transformation is considerable. During the two decades between 1989 and 2009, the space of retail shops doubled, from 14.4 to 29 million square metres, which depicts an unprecedented development of the trade sector. -
The ALM Vanguard: Strategic Risk Management Consulting2019
Source: ALM Intelligence's Strategic Risk Management Consulting (c) 2019; used by licensing permissions Buyer Ratings Guide The ALM Vanguard: Strategic Risk Management Consulting 2019 March 2019 Source: ALM Intelligence's Strategic Risk Management Consulting (c) 2019; used by licensing permissions Buyer Ratings Guide Contents Overview 3 ALM Vanguard of Strategic Risk Management Consulting Providers 5 Competitive Landscape 6 Provider Capability Rankings 7 Rating Level Summaries 8 Leader Assessments 9 Provider Capability Ratings 10 Best in Class Providers 11 Provider Briefs 12 Definitions 20 Methodology 22 About ALM Intelligence 24 Author Naima Hoque Essing Senior Research Analyst, Management Consulting Research T +1 212-457-9174 [email protected] For more information, visit the ALM Intelligence website at www.alm.com/intelligence/industries-we-serve/consulting-industry/ © 2019 ALM Media Properties, LLC 2 Source: ALM Intelligence's Strategic Risk Management Consulting (c) 2019; used by licensing permissions Buyer Ratings Guide Overview Capability Drivers Risk is finally making it onto the formal agenda of boards and senior leadership. With the risk environment more complex than ever and with the frequency and impact of disruption rising due to the confluence of changing geopolitical trends, technology disruption and rising stakeholder expectations, boards are looking for better ways to stay abreast of change or to get ahead of it. At the same time, while many companies have invested in basic internal risk controls, they are still blindsided by risk. These trends are creating tension among companies for the need to do something. Boards are increasingly questioning consultants on how to incorporate risk into the strategic agenda and make risk management more relevant and connected to the actual needs of the business in making decisive, bigger and faster bets on the future. -
Annual & Sustainability Report
Smart solutions out of fibers Annual2020 & Sustainability Report 1 / ANNUAL & SUSTAINABILITY REPORT 2020 Contents YEAR IN BRIEF ........................................................................3 Abrasive ................................................................................52 THE FINANCIAL YEAR 2020........................................96 CSR DATA ..............................................................................184 Highlights of 2020 ................................................................4 Medical ..................................................................................53 Board of Directors’ report ...........................................97 Reporting principles ..................................................... 185 CEO word ....................................................................................5 Liquid Technologies ........................................................54 Key figures .............................................................................112 GRI content index ............................................................ 193 Beverage & Casing ..........................................................55 Consolidated financial statements, IFRS ........ 118 UN Global Compact........................................................ 198 THE COMPANY .......................................................................7 Tape .........................................................................................56 Income statement .......................................................... -
Uniendo Empresas Y Gobiernos Para Una Mejor
DECLARACIÓN DE UNIENDO EMPRESAS EMPRESAS DE LA INICIATIVA DE OBJETIVOS Y GOBIERNOS PARA UNA BASADOS EN LA CIENCIA Y SU CAMPAÑA DE MEJOR RECUPERACIÓN AMBICIÓN EMPRESARIAL EN UN MOMENTO DE DISRUPCIÓN MUNDIAL, PARA 1.5 °C LA AMBICIOSA ACCIÓN CLIMÁTICA SIGUE TENIENDO LA MISMA URGENCIA Demuestren que las mejores decisiones y acciones se Con el coronavirus (COVID-19) nos enfrentamos a una 1 basan en la ciencia. pandemia global que es devastadora tanto para las Con la implementación de objetivos ambiciosos basados en personas como para su sustento, ya que interrumpe la ciencia, apuntamos a situar al mundo en una trayectoria de las cadenas de suministro, intensifica aún más las 1.5 °C que conduce a personas más sanas y seguras, así como desigualdades y revierte el progreso de los Objetivos a un planeta también más sano y seguro. de Desarrollo Sostenible. Al mismo tiempo, seguimos Inviertan en recuperación y resiliencia para una afrontando una emergencia climática global con transformación socioeconómica sistémica. impactos irreversibles para las personas y para todos 2 Al deshacernos del uso de combustibles fósiles y a través de la los sistemas naturales que nos sustentan. Ante estas innovación en soluciones de bajo nivel de carbono y resilientes, crisis interconectadas no podemos permitirnos abordar estamos priorizando los empleos ecológicos y el crecimiento solo una u otra. La salud humana depende de la salud sostenible, protegiendo a la naturaleza y a las personas, del planeta. Podemos, y debemos, abordar ambas. y cumpliendo con la Agenda 2030 y el Acuerdo de París. A medida que los países trabajan en los paquetes de Trabajen con los Gobiernos y amplíen el movimiento. -
Orsa Advisory Services
GUY CARPENTER STRATEGIC ADVISORYSM GROWTH | CAPITAL | RISK | INSIGHT ORSA ADVISORY SERVICES For the P&C Insurance Industry Managing property and casualty risk in today’s business environment can be an extremely difficult task. Chief Actuaries and Chief Financial Officers are faced with the challenges of minimizing risks while maximizing returns within an ever-changing legal, economic, and regulatory environment. The challenges are only heightened with the new regulatory requirements for the Own Risk and Solvency Assessment (ORSA) that went into effect on January 1, 2015. Our independent, specialized advice and professional services are helping organizations meet this challenge. The National Association of Insurance Commissioners (NAIC) launched the Solvency Modernization Initiative (SMI) in June 2008, seeking to upgrade regulatory supervision over the enterprise risks of US insurance companies. The NAIC subsequently adopted the ORSA Model Act in September 2012, and many states have now passed this legislation. Beginning in 2015, companies domiciled in these states with at least $500M of written premium (or belonging to a group with at least $1B) were required to file an ORSA Summary Report annually with the regulator. F-4 | ORSA/ERM FRAMEWORK –THE FOUR LAYERS F-2 | ASIAN ECONOMIES AND INSURANCE REGULATION IN PERSPECTIVE F-1 | REGULATION SOPHISTICATION SCALE F-3 | C-ROSS FRAMEWORK F-5 | MSA BASIC FRAMEWORK CULTURE An eective ERM is important 70,000 Myanmar Philippines, Indonesia, Thailand, Hong Kong* Australia, Switzerland, Solvency II* -
Lista Saloników W Których Można Nadać I Odebrać Przesyłki K-EX
Lista saloników w których można nadać i odebrać przesyłki K-EX kod csk lokalizacja 86754 BEŁCHATÓW, DĄBROWSKIEGO 26C 229431 BĘDZIN PIŁSUDSKIEGO BIEDRONKA 58227 BĘDZIN, PIŁSUDSKIEGO 8 302227 BIAŁYSTOK BOLESŁAWA CHROBREGO BIEDRONKA 352183 Brzesko Solskiego 14 A obok Biedronki 115543 BRZESKO WŁ. JAGIEŁŁY 7 321217 BRZEZINY, UL. SIENKIEWICZA 3 333050 BUSKO ZDRÓJ POPRZECZNA 4 178433 BYCZYNA POLOMARKET ZAMOJSKIEGO 8B 104258 BYDGOSZCZ, WARSZAWSKA 6 111445 BYTOM, NICKLA 121 A 83564 CHEŁMNO, UL. POLNA 8 TESCO (LEADER PRICE) 271390 CHMIELNIK DELIKATESY CENTRUM FURMAŃSKA 20 74704 CZĘSTOCHOWA, AL. WOLNOŚCI 21 DWORZEC PKP (ŚWIETLICA) 268980 CZĘSTOCHOWA(POCZESNA) KRAKOWSKA 10 AUCHAN 56250 DĘBICA RZESZOWSKA 76c 268469 DOBRE MIASTO TESCO 79314 ELBLĄG, CHEŁMOŃSKIEGO 8 333659 GDAŃSK JANA PAWŁA II 4F 336204 GDYNIA WZGÓRZE BERNADOWO 6784 GDYNIA, LEGIONÓW 107 287793 GIŻYCKO, SMĘTKA 3 BIEDRONKA 39019 GORLICE, BIECKA 10 D.H. PEPS 121538 GORZYCE SANDOMIERSKA BIEDRONKA 114572 GORZYCE ŻWIRKI I WIGÓRY 303241 GOSTYNIN BEMA 9 BIEDRONKA 83438 GRODZISK WLKP, KOŚCIELNA 15 326662 GRYFINO FLISACZA 63 INTERMARCHE 281913 HRUBIESZÓW BASAJA "RYSIA" 4 KAUFLAND 281073 INOWROCŁAW ANDRZEJA 19 POLOMARKET 101814 INOWROCŁAW, CEGLANA/ŚW.ANDRZEJA 25C 81246 INOWROCŁAW, DWORCOWA 11 115604 INOWROCŁAW, KUSOCIŃSKIEGO 7 330459 JAROSŁAW TRAUGUTTA 13 CH PRUCHNICKA 78753 JAROSŁAW, KONFEDERACKA 16 293543 JASIENICA STRUMIEŃSKA BIEDRONKA 66561 JASŁO, 3 MAJA 4 URZĄD POCZTY 230885 JAWOR ARMII KRAJOWEJ 25 POLOMARKET 303572 JĘDRZEJÓW PLAC KOŚCIUSZKI 15 128030 JĘDRZEJÓW, KOŚCIUSZKI 22 88365 KALISZ, -
AFERM Newsletter June 2020 Thought Leadership for the Federal Enterprise Risk Management Community
Issue 33 AFERM Newsletter June 2020 Thought Leadership for the Federal Enterprise Risk Management Community Contents The President’s Corner .............................................. 2 Sharing Your Success Stories .................................. 5 ERM Events ................................................................. 6 Thought Leadership ................................................... 7 AFERM’s 2020 Virtual Summit ............................... 16 AFERM’s ERM Podcasts ........................................ 18 Thought Leadership ................................................. 19 ERM News ................................................................. 24 AFERM’s ERM Blog ................................................. 25 Thought Leadership ................................................. 27 AFERM’s Communities of Interest/Practice ......... 29 AFERM Membership ................................................ 31 Thought Leadership ................................................. 32 AFERM Officers, Committees, and Communities 38 Highlights This 33rd issue of the quarterly AFERM Newsletter includes thought leadership articles from ERM practitioners with Grant Thornton, Guidehouse, and RSA, and a short article from WAEPA. Also, AFERM’s Virtual 2020 Summit Training is September 10th – a full day of connectivity, idea sharing, and continuing professional education! Issue 33 AFERM Newsletter June 2020 Thought Leadership for the Federal Enterprise Risk Management Community The President’s Corner Applying Enterprise Risk -
Emperia Group
Disclaimer This presentation does not constitute or form part of and should not be construed as an advertisement of securities, an offer or invitation to sell or issue or the solicitation of an offer to buy or acquire or subscribe for securities of Emperia Group or any of its subsidiaries or any depositary receipts representing such securities in Any jurisdiction or an invitation or inducement to engage in investment activity in relation thereto. In particular, this presentation does not constitute an advertisement or an offer of securities in Poland. No part of this presentation, nor the fact of its distribution, should form the basis of, or be relied on in connection with,any contract or commitment or investment decision whatsoever. No representation, warranty or undertaking, express or implied, is given by or on behalf of Emperia Group or any of its directors, officers, employees, shareholders, affiliates, advisers, representatives or any other person as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or the opinions contained herein or any other material discussed at the presentation. Neither Emperia Group nor any of its directors, officers, employees, shareholders, affiliates, advisors,representatives or any other person shall have any liability whatsoever (in negligence or otherwise) for any loss howsoever arising from any use of this presentation or any other material discussed at the presentation or their contents or otherwise arising in connection with the presentation. This presentation includes statements that are, or may be deemed to be, “forward-looking statements”, with respect to the financial condition, results, operations and businesses of Emperia Group. -
Unlock Growth by Integrating Sustainability: How to Overcome the Barriers
Global Risk Center UNLOCK GROWTH BY INTEGRATING SUSTAINABILITY: HOW TO OVERCOME THE BARRIERS AUTHOR Integrating sustainability into and finance and risk Lucy Nottingham, management strategies will help companies capture Director, Global Risk Center, growth in the face of shifting customer, capital market and Marsh & McLennan Companies regulatory demands. EIGHT TAKEAWAYS 1. The rising pressures of a changing physical environment present a wide array of strategic and operational risks to many companies. Executives must ask themselves: How sustainable is our business, and are our strategies and operations at risk? 2. Customers, capital markets, and regulators are increasingly examining corporate sustainability risk profiles. The focus on sustainability and climate-change-related practices will affect both the cost and availability of financing for many companies. 3. Companies must identify, assess and respond to the strategic and operational risks and opportunities presented by the changing business environment. 4. Yet there are often disconnects between established corporate finance modeling and enterprise risk management processes and the discourse and expertise surrounding sustainability issues. 5. Three factors contribute to the organizational gap between finance and enterprise risk management and sustainability: unclear terms, unclear roles and risk responsibilities, and unclear corporate leadership and engagement on sustainability. 6. Companies that do not close this gap may find themselves losing ground in an increasingly competitive global marketplace. 7. Leading companies have leveraged sustainability initiatives to raise capital and reduce operational costs and volatility. 8. Finance, enterprise risk and sustainability leaders must integrate their efforts to provide real value in helping their organizations respond to evolving risks and capture competitive advantages. -
FTI Consulting Hires from EY, Oliver Wyman, Mazars to Build EMEA Insurance Consultancy
FTI Consulting hires from EY, Oliver Wyman, Mazars to build EMEA insurance consultancy This article is written by Christopher Cundy and first appeared in Insurance ERM on 8th August 2019. FTI Consulting is continuing to hire staff from across the insurance sector to expand its EMEA insurance consulting team. The consultancy group, best known for its dispute resolution and structured finance expertise, has recruited more than 10 senior industry executives to its EMEA insurance team based in London with ambitions to double again next year. Rory O’Brien, formerly managing partner at RPC Consulting “We are also independent. Having to decline work because and EMB, was appointed senior managing director last year. of a conflict of interest is a growing issue for some of the He has since been joined by managing director Graham Handy, established consultancies, but since we do not provide audit or previously a partner at EY where he led the development of its broking services, it’s not the same systemic problem for us,” he Asia insurance team; managing director Simon Grout, formerly added. a partner at Oliver Wyman; and managing director Romy FTI is working on a broad variety of insurance projects across Comiter, previously a partner at Mazars. future strategy, Handy noted, and has been involved in They join Jeremy Riley, previously regional CEO with insurer projects that use new technologies to improve operations and RSA, and Mark Higgins, senior managing director of FTI’s management. Digital Science team. For example, FTI recently agreed a partnership with price Handy told InsuranceERM that FTI is offering “cross service” comparison site MoneySuperMarket, whereby FTI will use its high-value advice from a pool of senior experts. -
Retail Foods Report Poland
THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 12/31/2013 GAIN Report Number: PL1343 Poland Post: Warsaw Retail Foods Report Report Categories: Retail Foods Approved By: Michael Henney, Agricultural Attaché Prepared By: Agnieszka Zmudzka, Intern; Jolanta Figurska, Agricultural Marketing Specialist Report Highlights: Poland’s retail market is very dynamic adjusting to the ever changing consumer desire to advance their lifestyle. Discount stores are an important force on the market given the soft economy, while convenience stores, hypermarkets, supermarkets are becoming stronger. U.S suppliers face stiff competition for the consumer’s attention from products of local and other EU countries. U.S. food products holding best near-term prospects include: wines, distilled spirits, seafood, prunes, and cranberries etc. The presented information provides a general overview of the internal retail market and enables analysis of activities of trade entities. Basic information includes economic indicators, retail sales, structure of retail sales, prevailing organizational forms on the market, and major retailers in the market. Data presented in the publication are obtained from credible sources, such as Polish Statistical Office or from prominent press publishers, carrying out their independent researches. Table of Contents Section One: Market Overview ...................................................................................................3 -
(Shared) Meaning in the Strategy of Audiomarketing — Theory and Practice
journal of interdisciplinary music studies 2019, volume 9, art. #19091202, pp. 18-31 (Shared) meaning in the strategy of audiomarketing — theory and practice Sylwia Makomaska1 1 Institute of Musicology, University of Warsaw Background in musicology. The concept that music’s meanings are inseparable from the cultural and social contexts and circumstances in which they arise has become widely accepted on the ground of musicological studies. Music tends to be treated as a social phenomenon and therefore its meanings can only be explained by analysis of the processes and conditions that pertain to the contexts within which music is produced and received. Background in consumer behaviour and communication studies. This approach seems to be especially significant in analysing the strategies, characteristic for contemporary culture dominated by media, in which the sender uses (imposed) background music to elicit predictable recipients’ responses and behaviour. One of the most interesting examples is the presence of programmed music in commercial environments in which music becomes a modern marketing tool within activities determined as audiomarketing. Aims. The main aim of the paper is to answer the questions how and why programmed music intentionally treated by the sender as an “acoustic wallpaper” (understood as an acoustic background, not engaging the focal attention of the listener) can become a shared meaning transmitter within the strategy of audiomarketing. Main contribution. The paper is based on the assumption that music can be an effective implicit communicator, transmitting specific meanings on a group level to achieve the goals intended by the sender. The comparison of theoretical and practical aspects of audiomarketing reveals the varied functions of the linkages between musical structure (on macro and micro levels) and possible meanings.