DOCSLIB.ORG

Universe of Organizations 2021

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Universe of Organizations 2021 Universe of organizations In order to ensure the anonymity of the interviewees, the list of organizations approached does not specify which of the organizations that participated or chose not to participate/were not available/accessible. A.P. Møller - Mærsk (Denmark) Bravida (Sweden) Roschier Disputes Index 2021 Index Disputes Roschier Aarhus Kommune (Denmark) Bring (Norway) ABB (Finland) Brødrene Dahl (Norway) ABB (Norway) BW Gas (Norway) ABB (Sweden) Cargotec (Finland) Accenture (Norway) Carlsberg (Denmark) Agder Energi/Agder Energi Nett (Norway) Centrica (Norway) Ahlstrom Capital (Finland) Cermaq (Norway) AIG Europé Limited (Denmark) Clipper Group (Denmark) Akastor (Norway) Coloplast (Denmark) Aker (Norway) ComHem (Sweden) Aker Solutions (Norway) Compass Group (Denmark) Aktia Bank (Finland) Coop Danmark (Denmark) Alfa Laval (Sweden) D/S Norden (Denmark) Alko (Finland) Danish Crown (Denmark) Aller Media (Denmark) Danske Bank (Finland) Alma Media (Finland) Danske Familierestauranter/Jensens Bøfhus (Denmark) Altia (Finland) Danske Spil (Denmark) Amer Sports (Finland) DBS Schenker (Sweden) Apoteket (Sweden) Destia (Finland) Arla Foods (Denmark) DFDS (Denmark) Arla Foods (Sweden) DNA (Finland) Assa Abloy (Sweden) DNV GL (Norway) Attendo Finland (Finland) DSB (Danske Statsbaner) (Denmark) Autoliv (Sweden) DSV (Denmark) Avantor (Norway) DT Group/Stark Group (Denmark) Avinor (Norway) Dustin Group (Sweden) Axfood (Sweden) E.ON Sverige (incl subsidiaries) (Sweden) Bayer (Finland) Egmont (Denmark) Bergman & Beving (Sweden) Eika Gruppen (Norway) Bertel O. Steen (Norway) Electrolux (Sweden) Bilia (Sweden) Elenia (Finland) BillerudKorsnäs (Sweden) Elisa (Finland) Boliden (Sweden) Elkjøp (Norway) Bombardier Transportation (Sweden) Eltel (Sweden) Borregaard (Norway) Energinet.dk (Denmark) Eniro (Sweden) Hankkija-Maatalous (Finland) Entra Eiendom (Norway) Hästens (Sweden) eQ/Advium (Finland) HeidelbergCement GmbH/Norcem (Norway) Ericsson (Sweden) Helen Oy (Finland) 2021 Index Disputes Roschier Essity (Sweden) Helsingin Osuuskauppa Elanto/HOK-Elanto (Finland) Esvagt (Denmark) Hemfosa Fastigheter (Sweden) ExxonMobil Norge/Esso Norge (Norway) Hempel (Denmark) Falck Danmark (Denmark) Hemsö (Sweden) Fennovoima (Finland) Hewlett-Packard Sverige (Sweden) Ferratum (Finland) HINAS (Norway) Ferring Group (Denmark) HK Scan (Finland) Fingrid (Finland) Holmen (Sweden) Finnlines (Finland) Huhtamäki (Finland) Fiskars (Finland) Husqvarna (Sweden) Fiskars (Sweden) IBM (Norway) FLSmidth & Co (Denmark) ICA Gruppen (Sweden) Flying Tiger Copenhagen (Zebra) (Denmark) IKEA (Sweden) FMC (Denmark) Ilmarinen Keskinäinen Eläkevakuutusyhtiö (Finland) Fonecta (Finland) ISS (Denmark) Fortum (Finland) JM (Sweden) Fortum (Sweden) Jotun (Norway) Fred Olsen & Co (Norway) Karl Fazer (Finland) Gassco (Norway) Kemira (Finland) Gasum (Finland) Kereby (Denmark) GDF SUEZ E&P Norge (Norway) Kesko (Finland) Genmab (Denmark) Kirkbi A/S (Denmark) Georg Jensen (Denmark) KK Wind Solutions (Denmark) Gjensidige Forsikring (Norway) Klarna (Sweden) GN Store Nord (Denmark) KLP Eiendom Oslo (Norway) Green Cargo (Sweden) KONE (Finland) Grundfos (Denmark) Konecranes (Finland) Gunnebo (Sweden) Kongsberg Automotive (Norway) Gyldendal (Denmark) Kongsberg Gruppen (Norway) H. Lundbeck (Denmark) Kværner (Norway) H&M (incl subsidiaries) (Sweden) Lærerstandens Brandforsikring (Denmark) Haarslev Industries (Denmark) LähiTapiola (Finland) Haldor Topsøe (Denmark) Landbrug & Fødevarer (Denmark) Halliburton (Norway) Länsförsäkringar (Sweden) Länsförsäkringar Bank (Sweden) Nynas (Sweden) Lantmännen (Sweden) OP Group (Finland) Lego (Denmark) Optigroup/Papyrus (Sweden) Roschier Disputes Index 2021 Index Disputes Roschier Lemminkäinen (Finland) Oriola-KD (Finland) LEO Pharma (Denmark) Orion (Finland) Lindab International (Sweden) Orkla (Norway) LKAB (Sweden) Ørsted (Denmark) Lujatalo (Finland) Outokumpu (Finland) Lundin Norway (Norway) Outokumpu (Sweden) M. Goldschmidt Holding (Denmark) Outotec (Finland) Mærsk Tankers (Denmark) Pandora (Denmark) Mehiläinen (Finland) Paulig (Finland) Metsä Group/Metsäliitto Group/ Metsäliitto-konserni Peab (Finland) (Finland) PEAB (Norway) MHI Vestas Offshore Wind (Denmark) Peab (Sweden) Monjasa (Denmark) Perstorp Group (Sweden) MT Højgaard (Denmark) Petroleum Geo-Services (PGS) (Norway) National Oilwell Varco Norway (Norway) Planmeca (Finland) Naviair (Denmark) Pohjolan Voima (Finland) NCC (Denmark) Posti (Finland) NCC Norge (Norway) PostNord (Sweden) NCC Rakennus (Finland) Pöyry (Finland) Neste (Finland) Preem (Sweden) Nets i Danmark (Denmark) R. Færch Plast (Denmark) Nokia (Finland) Raisio (Finland) Nordea (Sweden) Rambøll Gruppen (Denmark) Nordea Bank (Finland) Realdania Byg (Denmark) Nordic Trustee (Norway) Rettig Group (Finland) Nordkalk (Finland) Rohde Nielsen (Denmark) NorgesGruppen (Norway) Royal Unibrew (Denmark) Norsk Hydro (Norway) Sampo plc (Finland) Nortura (Norway) Sandvik (Sweden) Norwegian Air Shuttle (Norway) Sanoma (Finland) Norwegian Hull Club (Norway) SAP Svenska (Sweden) Novartis Healthcare (Denmark) SAS (Sweden) Novo Nordisk (Denmark) Sauer-Danfoss (Denmark) Novomedia (Sweden) SCA (Sweden) Novozymes (Denmark) Scandlines Danmark (Denmark) Scandza (Norway) TDC (Denmark) Scania (Sweden) Teboil (Finland) Schenker East (Finland) Tele 2 Sverige (Sweden) Schibsted (Norway) Telenor (Norway) 2021 Index Disputes Roschier SEAS-NVE A.M.B.A. (Denmark) Telia Company (Finland) SEB (Finland) Telia Company (Sweden) Securitas (Sweden) TeliaSonera Norge (Norway) Semco Maritime (Denmark) Tieto (Finland) Siemens (Denmark) Tieto (Sweden) Siemens Industrial Turbomachinery (Sweden) TietoEVRY (Norway) SJ (Sweden) TORM (Denmark) Skandia Fastigheter (Sweden) Total E&P Norge (Norway) Skanska (Finland) Total S.A. (Denmark) Skanska Norge (Norway) Toyota Industries Europé (Sweden) Skanska Sverige (Sweden) Trav och Galopp (Sweden) SL (Sweden) Trelleborg (Sweden) Södra Skogsägarna ekonomisk förening (Sweden) Trygg-Hansa (Sweden) SOK/Suomen Osuuskauppojen Keskuskunta (Finland) UPM Kymmene (Finland) Sony Mobile Communications (Sweden) Uponor (Finland) Sponda (Finland) Valio (Finland) Spotify (Sweden) Valmet (Finland) SRV Yhtiöt (Finland) Vard Group (Norway) SSAB/Rautaruukki/Ruukki (Finland) Varma (Finland) St1 (Sweden) Vattenfall (Sweden) Statkraft (Norway) Veidekke (Norway) Statnett (Norway) Veikkaus (Finland) Statoil (Norway) Vestas Wind Systems (Denmark) Statoil (Sweden) VKR/Velux (Denmark) Stockmann (Finland) Volvo Lastvagnar (Sweden) Stora Enso (Finland) Volvo Personvagnar (Sweden) Stora Enso (Sweden) VR-Yhtymä/VR Group (Finland) Storebrand (Norway) VV-Auto Group (Finland) Supercell (Finland) Wärtsilä (Finland) Sveaskog (Sweden) Welltec (Denmark) Swedbank (Sweden) Wihuri/Wihuri Group (Finland) Swedish Match (incl subsidiaries) (Sweden) William Demant Holding (Denmark) Sydenergi/Stofa (Denmark) Yara Suomi (Finland) Tamro (Sweden) YIT/YIT Rakennus (Finland).
Load more

Recommended publications
  • DIE BESTEN STATIONÄRE HÄNDLER 2021 – Einleitung & Methodik
    Deutschlands beste Händler DIE BESTEN STATIONÄRE HÄNDLER 2021 – Einleitung & Methodik WILLKOMMEN Die Antwortskala sah folgende Antwortmöglichkeiten vor Einleitung Erkunden Sie das Ranking „Deutschlands beste stationäre Händler“. (in Klammern die interpretative Bedeutung): Das Inhaltsverzeichnis finden Sie auf der nächsten Seite (S. 2). 1 = „Beste Händler“ (am besten in der Branche XYZ) Inhalts- verzeichnis Tippen Sie auf die verschiedenen farbigen Schaltflächen um zu 2 = „Besser als die meisten Händler“ (besser) den entsprechenden Seiten dieses interaktiven Dokuments zu 3 = „Guter Händler“ (gut) Auswertungen gelangen. 4 = „Weder noch“ (nicht gut oder gar besser) 5 = „Nutze ich nur selten“ (nicht bewertungsrelevant) 6 = „Nutze ich gar nicht“ (nicht bewertungsrelevant) DAS RANKING Im Auftrag des Handelsblatts untersuchte das Forschungs- 7 = „Ist mir nicht bekannt“ (nicht bewertungsrelevant) institut ServiceValue insgesamt 1.327 Online-Händler aus 93 Branchen. Je Händler wurden für das Ranking nur die Antworten von den Der Befragung liegen über 306.000 Urteile zu Grunde. Befragten ausgewertet, die in den letzten 12 Monaten Leistun- Das Institut hat die Kunden befragt, wie sie einen Online- gen von dem zu bewertenden Händler wahrgenommen haben Händler im Vergleich zu anderen Online-Händlern der (Antwortmöglichkeiten 1-4). gleichen Branche bewerten. DIE AUSWERTUNG Basis der Untersuchung war eine repräsentativ ausgesteuerte … erfolgte in mehreren Schritten: Online-Erhebung als Kundenbefragung. Die Fragestellung in • Mittelwert: Berechneter Mittelwert
    [Show full text]
  • Tuotettu Buketti-Järjestelmästä
    MINISTRY OF FINANCE VM/2012/02.02.00.00/2018 4 April 2019 Distribution as listed GENERAL GOVERNMENT FISCAL PLAN 2020–2023 The General Government Fiscal Plan also includes Finland’s Stability Programme, and it meets the EU’s requirement for a medium-term fiscal plan. In accordance with Article 4 of Regulation 473/13, the General Government Fiscal Plan is based on independent macroeconomic and fiscal forecasts produced by the Economics Department of the Ministry of Finance. Specific information relating to the Stability Programme is presented in Appendix 5. The General Government Fiscal Plan 2020–2023 does not contain new policy lines; it is based on current legislation and it takes into account the impacts of decisions made by Prime Minister Sipilä’s Government on expenditure and revenue levels in the coming years. The Government has today, following preparatory consideration of the matter in the Ministerial Finance Committee and pursuant to section 2 of the Decree on the General Government Fiscal Plan (120/2014), section 1 of the Budget Decree (1243/1992) and the Government’s decision issued on 24 April 2003 on the principles of formulating central government spending limits proposals, budget proposals and operating and financial plans, issued the following General Government Fiscal Plan and the central government spending limits decision included within it as well as a limit for local government expenditure set by central government measures: 1. Economic challenges and the economic policy line Finland’s economy and public finances have strengthened significantly in recent years. The general government deficit has declined and the debt ratio is decreasing.
    [Show full text]
  • Privatisation Potential in the European Union
    Research Report Privatisation Potential in the European Union Research Report Privatisation Potential in the European Union Julia Borrmann, Markus Fichtinger, Christian Helmenstein, Georg Neumüller September 2014 Study on behalf of United Europe Contact: Christian Helmenstein Economica Institute Liniengasse 50-52 1060 Vienna / Austria Phone: +43/676/3200-401 Email: [email protected] Content Content 1 List of Tables and Figures 2 List of Tables 2 List of Figures 2 Executive Summary 3 1 Expected benefits of privatisation 5 1.1 Why do governments privatise? 5 1.2 Theoretical implications of the ownership structure 6 1.3 Empirical effects of privatisation 7 1.4 Potential scope of privatisation 8 2 Methodology 8 2.1 Scope of the study 8 2.2 Identification of the state-owned enterprises and the publicly held shares 9 2.3 Valuation of the government holdings in listed firms 10 2.4 Valuation of the government holdings in non-listed firms 11 2.5 Valuation of financial institutions 13 3 Value of government-held shares in firms 15 3.1 Value of government-held shares in listed firms 15 3.2 Value of government held shares in non-listed financial institutions 16 3.3 Value of government-held shares in non-listed firms excl. financial institutions 18 3.4 Total value of government-held shares in listed and non-listed firms 18 4 Conclusion 21 5 References 23 6 Appendix 25 1 List of Tables and Figures List of Tables Table 1: Total equity value of government shares in listed firms by country 15 Table 2: Thirty largest equity holdings in listed firms held by governments 16 Table 3: Equity value of non-listed financial institutions 17 Table 4: Total government holdings of listed and non-listed firms according to country 19 Table 5: Privatisation thresholds – three scenarios 20 Table 6: Equity value of government share in listed firms 25 Table 7: Equity value of government share in non-listed firms excl.
    [Show full text]
  • Income Tax (Einkommensteuer) 1
    INVENTORY LEVIED IN THE MEMBER STATES OF THE EUROPEAN UNION 16th edition — Supplement AUSTRIA FINLAND SWEDEN * »* • • • • • *** EUROPEAN COMMISSION EUROPEAN COMMISSION DIRECTORATE-GENERAL XXI CUSTOMS AND INDIRECTTAXATION DIRECTORATE-GENERAL XV INTERNAL MARKET AND FINANCIAL SERVICES Inventory of taxes levied in the Member States of the European Union by the State and the local authorities (Lander, départements, regions, districts, provinces, communes) 16TH EDITION — Supplement Austria Finland Sweden DOCUMENT A great deal of additional information on the European Union is available on the Internet. It can be accessed through the Europa server (http://europa.eu.int) Cataloguing data can be found at the end of this publication Luxembourg: Office for Official Publications of the European Communities, 1996 ISBN 92-827-6986-0 © ECSC-EC-EAEC, Brussels · Luxembourg, 1996 Printed in Luxembourg Introductory note In collaboration with the Member States, the European Commission publishes a survey of the duties and taxes in force in the Member States of the European Union. The present edition reflects the situation on 1 January 1995 in Austria, Finland and Sweden and Is a supplement to the 16th edition. This publication aims to provide all those interested in tax law — public servants, university staff, students, businessmen, tax advisers, etc.—with a general view of the tax systems of the Member States. Directorates-General XXI and XV will be pleased to receive any comments or suggestions with a view to the improvement of this work. Rue de la Loi 200 B-1040 Brussels Abbreviations M.b. — Moniteur belge B.S. = Belgisch Staatsblad BGBl. = Bundesgesetzblatt VO = Verordnung BayBS = Bayrische Bereinigte Sammlung GVBI = Gesetz- und Verordnungsblatt RGBl = Reichsgesetzblatt RAO and AO = (Reichs).
    [Show full text]
  • Statement on the Corporate Governance and Steering System 2016 Finnvera’S Financial Review 2016 2
    Statement on the Corporate Governance and Steering System 2016 FINNVERA’s FinanciaL REVIEW 2016 2 Statement on the Corporate Governance and Steering System Finnvera’s Financial Review 2016 Statement on the Corporate Governance and Steering System Contents Statement on the Corporate Governance and Steering System .............. 3 Acts and rules governing the operations ........................................... 3 The goals of good corporate governance ........................................... 3 Ownership and ownership policy ..................................................... 4 Administrative bodies of Finnvera ........................................ ........... 4 General Meeting of Shareholders ........................................ 4 Supervisory Board ............................................................ 4 Board of Directors ............................................................ 5 Inspection Committee of the Board of Directors ..................... 7 Remuneration Committee of the Board of Directors ................ 7 Chief Executive Officer, Management Group and Corporate Management Team ............................................. 8 Salaries and fees .......................................................................... 8 Operating principles for internal control ............................................ 9 Risk management ......................................................................... 9 Controlling the financial reporting process ........................................ 9 Compliance function .....................................................................
    [Show full text]
  • Heritage and the Economy 2018
    HERITAGE AND THE ECONOMY 2018 HERITAGE COUNTS HERITAGE AND THE ECONOMY 2018 England The heritage sector is an VALUE (GVA) important source of economic prosperity and growth For every £1 of GVA directly generated, an additional £1.21 of GVA is supported total GVA of in the wider economy Direct Indirect Induced £ bn £1 + 68p + 53p £6 n 29.0(equivalent to 2% £ £8.9 bn .9 b 13. b n of national GVA) 1 Heritage is an EMPLOYMENT important employer in England For every direct job created, an additional 1.34 jobs are supported in jobs total over the wider economy Direct Indirect Induced 1 +0.78 + 0.56 110 00 1 153 00 ,0 459,000 96,000 ,0 Heritage attracts millions of TOURISM domestic and international tourists each year no. of visits 17.8 Visit / Spend (£bn) ■ International 3.2 trip m visitors ■ Domestic 236.6 203.9 day visit 9.3 (m) tourist spend ■ Domestic 4.4 overnight trip £16.9bn 14.9 Source: (Cebr 2018) 2 HERITAGE AND THE ECONOMY 2018 HERITAGE AND THE ECONOMY The historic environment is intrinsically linked to economic activity, with a large number of economic activities occurring within it, dependent on it or attracted to it. Heritage and the Economy examines the economic aspects of heritage conservation and presents evidence on the numerous ways that the historic environment contributes to the national economy and to local economies. I. Heritage and the economics of uniqueness (p.4) 1. Heritage shapes peoples’ perceptions of place (p.6) 2. Heritage is an important ‘pull’ factor in business location decisions (p.8) 3.
    [Show full text]
  • Regulator\ Reform in Finland
    5HJXODWRU\ 5HIRUP LQ )LQODQG 7KH 5ROH RI &RPSHWLWLRQ 3ROLF\ LQ 5HJXODWRU\ 5HIRUP ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Pursuant to Article 1 of the Convention signed in Paris on 14th December 1960, and which came into force on 30th September 1961, the Organisation for Economic Co-operation and Development (OECD) shall promote policies designed: to achieve the highest sustainable economic growth and employment and a rising standard of living in Member countries, while maintaining financial stability, and thus to contribute to the development of the world economy; to contribute to sound economic expansion in Member as well as non-member countries in the process of economic development; and to contribute to the expansion of world trade on a multilateral, non-discriminatory basis in accordance with international obligations. The original Member countries of the OECD are Austria, Belgium, Canada, Denmark, France, Germany, Greece, Iceland, Ireland, Italy, Luxembourg, the Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. The following countries became Members subsequently through accession at the dates indicated hereafter: Japan (28th April 1964), Finland (28th January 1969), Australia (7th June 1971), New Zealand (29th May 1973), Mexico (18th May 1994), the Czech Republic (21st December 1995), Hungary (7th May 1996), Poland (22nd November 1996), Korea (12th December 1996) and the Slovak Republic (14th December 2000). The Commission of the European Communities takes part in the work of the OECD (Article 13 of the OECD Convention). Publié en français sous le titre : LE ROLE DE LA POLITIQUE DE LA CONCURRENCE DANS LA RÉFORME DE LA RÉGLEMENTATION © OECD 2003.
    [Show full text]
  • Annual Report Annual 2011
    Annual Report 2011 www.altiacorporation.com 2 | 3 Altia annual report 2011 3 | 3 _Contents 04 32 Altia’s year Framework for sustainable 08 development CEO’s review 33 Framework and definition 10 of reporting Value in three 35 waves Financial 14 responsibility Never-ending passion 36 for brands Environmental WE THINK responsibility AHEAD 16 Brands are the core of 39 our growth IN Altia’s quality, safety GOOD and environmental COMPANY principles FAST TRACK 18 TO THE Selection of Altia’s MARKETS own brands 44 Social responsibility SHARING THE BEST 20 Fast track to the Nordic 49 MOMENTS and Baltic markets We follow responsible THIRST 22 business principles FOR Selection of Altia’s 51 GROWTH partner brands Comparing the report to the recommendation by Global 24 Reporting Initiative PASSION Industrial Services to customers 52 FOR Board of Directors BRANDS 26 Competitiveness through 54 BORN production, logistics and Executive Management sourcing Team RESPONSIBLE 30 56 Responsibility report Contact details 4 | 5 Altia annual report 2011 5 | 5 _ Leading in the Nordics and Baltics Altia is the leading wine and spirits company offering quality brands in the Nordic and Baltic countries. Altia produces, delivers, markets, sells, imports and exports alcoholic beverages in these markets. Altia’s own brands such as Blossa, Chill Out, Explorer, Renault, Grönstedts, Koskenkorva, Jaloviina, O.P. Anderson, Xanté and Key Ratios for Altia Group 2011 2010 2009 Skåne Akvavit have a strong market position and many of them a long heritage to cherish. Net sales, EUR million 524.8 487.9 407.3 Operating profit, EUR million 34.4 32.6 15.6 ( % of net sales ) 6.6 6.7 3.8 Altia’s partner brands represent both local and international Profit before taxes,EUR million 31.1 29.6 9.4 ( % of net sales) 5.9 6.1 2.3 brands from all over the world, such as Codorníu, Drostdy-Hof, Profit for the period, EUR million 21.3 25.7 5.3 Hardy’s, Jack Daniel’s, Bowmore, Nederburg, Ravenswood ( % of net sales) 4.1 5.3 1.3 Statement of financial position, and Robert Mondavi.
    [Show full text]
  • Yhtiöittämisen Periaatteet Valtiolla
    Valtiovarainministeriö Yhtiöittämisen periaatteet valtiolla Esiselvitys 30.1.2018 Valtionhallinnon kehittämisosasto 30.1.2018 SISÄLLYS JOHDANTO .............................................................................................................................................. 2 1 Valtion yhtiöt ja omistajapolitiikan periaatteet ................................................................................ 3 1.1 Valtion omistamisen perusta ......................................................................................................... 3 1.2 Omistajaohjaus .............................................................................................................................. 4 1.3 Valtion yhtiöt .................................................................................................................................. 6 2 Valtion liikelaitokset ..................................................................................................................... 10 2.1 Euroopan yhteisön päätös Tieliikelaitosta koskien ...................................................................... 10 2.2 Valtion liikelaitoksia koskeva lainsäädäntö .................................................................................. 12 3 Rahastot ...................................................................................................................................... 14 3.1 Valtion talousarvion ulkopuoliset rahastot ................................................................................... 14 3.2 Itsenäiset
    [Show full text]
  • CLEANER ENERGY Finnish Model for the Development and Integration of Gas Transport Infrastructure
    CLEANER ENERGY Finnish model for the development and integration of gas transport infrastructure Gazterm 2019 Jouni Haikarainen 02/05/2019 Jouni Haikarainen 3 CONTENT 1. Gas market integration in the Baltic Sea region 2. Security of gas supply form Finnish perspective 3. Potential for LNG supplies to Finland 4. Prospects for cooperation regarding the EU strategic infrastructure 1. Gas Market Integration in the Baltic Sea Region 02/05/2019 Jouni Haikarainen 5 BALTIC GAS MARKET INTEGRATION • Finland, Estonia and Latvia will form a common Entry-Exit 25 TWh tariff zone 2020. Finland will remain its own balancing zone. • Target to integrate the market fully – earliest 2022 • Finnish, Estonian and Latvian TSO’s signed ITC-contract in 5 TWh January – distribution of entry revenues, harmonized entry tariffs • Finland will open the gas market 2020 and give up derogation along with the commissioning of the 15 TWh Balticconnector pipeline connecting Finland to Estonia 24 TWh FINNISH GAS MARKET OPENING 2020 Finnish gas market will be opened for competition 2020 – The Natural gas market act was introduced 2017 and it has been in force since 2018. The gas transmission network will be unbundled from Gasum by 2020 using ownership unbundling model. The unbundled new TSO will be the Finnish gas transmission system operator responsible for gas transmission infrastructure and gas market services. GASUM WILL CONTINUE TO DEVELOP THE NORDIC GAS ECOSYSTEM Tornio Oulu LNG production plant Kuopio LNG terminal LNG terminal (joint project) Honkajoki Gasum, biogas Pori Lahti Gasum, biowaste and biogas Huittinen Kouvola Vehmaa Riihimäki Biogas production plant (joint project) Turku Espoo Örebro Västerås Vadsbo Risavika Katrineholm Øra Lysekil Lidköping Jordberga 2.
    [Show full text]
  • Zebra Japan KK Flying Tiger Copenhagen, Established in Denmark, Opens Its Flagship Store in Omotesando, Tokyo
    Success StoriesーWholesale/Retail Zebra Japan KK Flying Tiger Copenhagen, established in Denmark, opens its flagship store in Omotesando, Tokyo. The brand aims to take Japan’s market by storm together with its partner in Japan. In October 2013, Zebra Japan KK opened Flying are designed so that customers can make new Tiger Copenhagen, its flagship store in discoveries when visiting one of Tiger’s stores. Omotesando, Tokyo for the miscellaneous goods The items, sold by the company, are produced in a chain brand established in Denmark. This is the limited quantity and replaced when they are sold second store for Zebra Japan, a joint venture out. There are 7,500 types of products each year. between the Danish company Zebra A/S and a Price-setting is also a major feature of the Japanese company, Sazaby League, following the company. All items are between ¥100 and ¥2000, opening of its first store in Americamura in and are usually set at good, cut-off prices of ¥100 Shinsaibashi, Osaka in the summer of 2012. and ¥200. The company plans and designs its own Tiger is a lifestyle and miscellaneous goods line of products, and mass-produces items for store developed by Zebra A/S in Copenhagen, each country’s stores, which is the secret to its low Denmark. It opened its first store in 1995, where prices. The company also employs a business almost all items were sold for 10 Denmark Kroner model of “fast, miscellaneous goods” to hold down (about ¥87※as of October 15, 2013). The brand costs related to site locations and advertising.
    [Show full text]
  • Annual Report 2019.Pdf (6.93
    Annual Report 2019 Headphones with microphone DKK 70 An invitation to a richer life At Flying Tiger Copenhagen, we don’t design to make products look nice. We design to make people feel good. Whether we are designing extraordinary products for everyday life, or making everyday products look extraordinary, we want to bring you something that can bring you closer to someone else. Things that make you smile. Gifts you’ll want to give. Stuff you feel the urge to try and desperately want to share with others. Because real value lies not in the products we own, but in the experiences we share. Every month, Flying Tiger Copenhagen launches an array of new products. Things you need. Things you dream of. Things you didn’t know existed. Products made with thought for you and the resources we share. Each one designed to make the things you care about happen. A richer life doesn’t cost a fortune. At least not at Flying Tiger Copenhagen. Content 04 The world of Flying Tiger Copenhagen 43 Risk management 06 Message from the Chairman and the CEO 50 Board of Directors 09 Key figures 52 Executive Management 11 Mission and strategy 57 Consolidated financial statements 17 Operating and financial review 2019 107 Financial statements – Parent Company 25 Corporate social responsibility 135 Management statement 39 Corporate governance 136 Independent Auditors’ report We are online 14 Sustainably managed 22 forests Easy Store 38 Diversity 48 matters 4 Management Commentary Zebra A/S Annual Report 2019 Norway 42 stores (-4) Norway 42 stores (-4) Finland Sweden
    [Show full text]