Virtual Trade Mission to Estonia
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JENOPTIK Annual Report 2020 Consolidated Financial Statements | Notes
JENOPTIK Annual Report 2020 Consolidated Financial Statements | Notes 11.3 Supervisory board The following persons were appointed members of the Supervisory Board in the 2020 fiscal year: Member of Other mandates with Matthias Wierlacher Personnel Committee Mittelständische Beteiligungsgesellschaft Thüringen mbH (Chairman) (Chairman) (SB member) bm-t beteiligungsmanagement thüringen GmbH Chairman of the Board of the Investment Committee (GI, SB Chairman) Thüringer Aufbaubank (Chairman) ThüringenForst – Public Body – (CCB) Appointed in 2012, Nomination Committee Chairman since July 2015 (Chairman) Mediation Committee (Chairman) Michael Ebenau 1 Personnel Committee None (Vice Chairman up to October 15, 2020) (up to October 15, 2020) Secretary of the IG Metall Union, Investment Committee District Management Mitte (up to October 15, 2020) Appointed since 2007, Mediation Committee up to October 15, 2020 (up to October 15, 2020) Stefan Schaumburg 1 Personnel Committee GKN Driveline International GmbH (Vice Chairman SB; (Vice Chairman since October 16, 2020) Investment Committee CCB; up to December 31, 2020 Union secretary and functional area (since November 12, manager at the IG Metall Union, Frankfurt 2020) Appointed in 2012 Mediation Committee (since October 16, 2020) Astrid Biesterfeldt 1 Audit Committee None Vice President Business Unit Energy & Drive at JENOPTIK Advanced Systems GmbH Appointed in 2014 Evert Dudok EURASSPACE Gesellschaft für Raumfahrttechnik mbH (GI, SB Member) Executive Vice President Connected Intelligence, Airbus Appointed -
UN Global Compact Communication on Progress (COP)
UN Global Compact Communication on Progress (COP) 30.6.2020 Statement by the President and CEO of Ahlström Capital Ahlström Capital Group is a family-owned investment company that focuses its investment activity in industrial companies, real estate and forest. Ahlström Capital is one of the largest and most significant investment companies in Finland with a history of nearly 170 years. I am pleased to confirm that Ahlström Capital reaffirms its support for the Ten Principles of the United Nation’s Global Compact in the areas of Human Rights, Labour, Environment, and Anti- Corruption. The Communication on Progress report describes our policies concerning the Global Compact’s Ten Principles and how we implement and monitor them in practice. We continually aim to improve the integration of the Global Compact and its principles into our ownership model, culture, and daily operations. We have also made a commitment to share this information with our stakeholders. The report covers Ahlström Capital Group including Ahlström Capital Oy, A. Ahlström Real Estate Ltd (in this report presented as real estate and forest business), Destia Group Oyj and Enics AG. Ahlström Capital’s associated company holdings are excluded from this report. Information in this report covers the calendar year 2019 from January 1 to December 31. Yours sincerely, Lasse Heinonen President and CEO 1 Contents Statement by the President and CEO of Ahlström Capital .......................................................................... 1 Contents ................................................................................................................................................... -
Annual Report 2019 Consolidated Financial Statements | Notes
JENOPTIK Annual Report 2019 Consolidated Financial Statements | Notes 11.3 Supervisory Board The following persons were appointed members of the Supervisory Board in the 2019 fiscal year: Member of Other mandates with Matthias Wierlacher Personnel Committee Mittelständische Beteiligungsgesellschaft Thüringen mbH (Chairman) (Chairman) (SB member) Investment Committee Chairman of the Board bm-t beteiligungsmanagement thüringen GmbH (Chairman) of the Thüringer Aufbaubank (GI, SB Chairman) Nomination Committee Appointed in 2012, ThüringenForst – Public Body – (SB member) (Chairman) Chairman since July 2015 Mediation Committee (Chairman) Michael Ebenau1) Personnel Committee Samag Saalfelder Werkzeugmaschinen GmbH (CCB, up to 31/12/2018) (Vice Chairman) Investment Committee Secretary of the IG Metall Union, Mediation Committee District Management Mitte Appointed in 2007 Astrid Biesterfeldt1) Audit Committee none Vice President Business Unit Energy & Drive at JENOPTIK Advanced Systems GmbH Appointed in 2014 Evert Dudok EURASSPACE Gesellschaft für Raumfahrttechnik mbH Executive Vice President (GI, SB member) Connected Intelligence, Airbus Appointed in 2015 Elke Eckstein Investment Committee Enics Eesti AS, Estonia (GI, CCB, Chairman) CEO Enics AG, Switzerland Enics Electronics (Beijing) Ltd., China (GI, CCB) Appointed in 2017 Enics Electronics (Suzhou) Ltd., China (GI, CCB) Enics Finland Oy, Finland (GI, CCB, Chairman) Enics Hong Kong Ltd., Hong Kong (GI, CCB) Enics Raahe Oy, Finland (GI, CCB, Chairman) Enics Schweiz AG, Switzerland (GI, CCB, -
Country Profile: Estonia
Private Sector Interaction in the Decision Making Processes of Public Research Policies Country Profile: Estonia 1. Political, institutional and economic framework and important actors Until 2000, the total R&D expenditure in Estonia has been around 0.6% of GDP 1. Subse- quently it grew from 0.73% in 2001 to 0.91% in 20042, representing the biggest increase (in nominal terms) in the EU to reach the third highest level among New Member countries. The amount of state subsidies to the horizontal objective of R&D remains quite limited. In 2004 this was 21 % of total state aid for horizontal objectives 3. Thus it is not surprising that accord- ing to the Estonian CIS, in 1998-2000 only 4,9 % (2002-2004 4 %) of innovative enterprises had received financial support from the government 4 According to the state aid scoreboard, the number was somewhat higher in the years 2002-2003, when 20.6 % of innovative SME’s (firms employing 10-499 employees) reported the use of at least one form of public support 5. The guidelines for technology and innovation support are set out in different governmental documents, some of them less successful, as the Estonian Innovation Programme (1998), or the National Development Plan (2000-2002) and some of them more important, like the R&D strategy Knowledge-based Estonia 2002-2006 or the Act on Organisation of Research and Development (1997). The latter aims at reaching a better balance between basic research and applied R&D by increasing the share of R&D and by encouraging the application of re- search results in enterprises as well as in society as a whole. -
International Mobility to Support Innovation in Eastern Europe: Estonia, a Case Study
International Mobility to Support Innovation in Eastern Europe: Estonia, a Case Study Tarmo Kalvet Institute of Public Administration Tallinn University of Technology Ehitajate tee 5 Tallinn 19086 Estonia Abstract—Human capital has become a central element in the identified and linked to typologies of Estonian companies. innovation debate, but in the discourse on international mobility, These earlier results, published as [3], outlined a set of Eastern European “catching-up countries” are usually afflicted schemes for promoting recruitment and mobility of with a brain drain that is inconsistent with their economic innovation staff that were believed to have a strong potential development. The case study of Estonia shows that to raise the to address the needs of Estonian industry. This follow-up competitive edge of companies, it is critical to embed internationally renowned and networked specialists. Migration research, however, focuses in-depth on international labor policy must also be a part of innovation policies in the catching- mobility as a possible tool to support innovation in EE up regions of Eastern Europe. countries. Innovation activities and international mobility as a I. INTRODUCTION theoretical framework are proposed in section two. Section three discusses the Estonian enterprise sector from the Innovation—defined as “the implementation of a new or perspective of R&D and innovation capacities, demand for significantly improved product (good or service), or process, and supply of innovation staff, and respective policy a new marketing method, or a new organisational method in recommendations regarding international mobility. business practices, workplace organisation or external relations” [1]—forms a foundation, probably the most II. -
Internet Development As Political Comparative Advantage: Estonia in International Organizations
Internet Development as Political Comparative Advantage: Estonia in International Organizations Erin Dian Dumbacher1 Abstract This essay discusses the development of Estonia’s Internet and information technology- driven economic development and its effects on the country’s role in international organizations. Since regaining independence in 1991, Estonian policies have initiated, concurrently, innovation in information technology and international integration. To what extent is Estonia’s current position in the multilateral North Atlantic Treaty Organization and European Union does the country owe to its information technology sector? Estonian policies were enacted within the context of an interdependent international community, allowing the small country to gain admittance to, and ongoing benefits from, NATO and the EU. This research will argue that through a focus on ICT, Internet-based innovation, and e-government services, Estonia has developed a comparative advantage in international politics. 1 This research was made possible by a U.S. Fulbright grant and conducted in coordination with the University of Tartu in Tartu, Estonia and the Estonian Development Fund (Arengufond) in Tallinn, Estonia in spring, 2010. The author can be reached at [email protected]. “The practice of diplomacy is not in fact very different from the practice of sound business, in that it relies for its efficacy upon the establishment of confidence and credit.” –Harold Nicolson, 19592 1. Introduction and Literature Review The end of the 20th Century was characterized by a globalized market economy and increasingly connected world affairs. Information technology development, and the Internet in particular, extended the means for actors to engage internationally and the necessity for participation in an increasingly information-dependent world economy. -
Strategic Activity Plan of Enterprise Estonia For
Strategic Activity Plan of Enterprise Estonia for 2019–2023 Building a successful Estonia. The Republic of Estonia celebrated its centenary in 2018 and, since the re-independence of Estonia, the economy of the country has been developed further for nearly 30 years now. Estonian economy has undergone a huge leap since the restoration of independence. Driving forces in that development have been open economy and minimal state intervention. Accession to the European Economic Area and to the European Union provided a significant boost for economic growth. Over the past three decades, economic policies of developed countries have undergone a number of changes: the open globalisation policies, which prevailed at the end of the last century, are currently combined and being replaced by protectionism. Thanks to its openness, Estonia has benefited greatly from the globalised economy – our economy is flexible, as well as responsive. However, as the principles of world economy are changing, we should be ready for changes as well. Natural resources, which once served as the basis for wealth, are losing their importance. Countries are competing with one another, both for capital and labour force. In fact, competition between countries has never been as fierce as it is today – they offer both tax incentives and direct aid – anything to attract new economic beacons to the country. Like all other countries, the Republic of Estonia also influences the behaviour of enterprises. This applies to everyone equally in the form of mandatory taxes and regulations established for everyone, but also selectively when financial support is directed to certain types of entrepreneurship or activities. -
Imd World Talent Ranking 2020
2020 About the Institute for Management Development (IMD) IMD WORLD IMD is an independent academic institution with Swiss roots and global reach, founded almost 75 years ago by business leaders for business leaders. Since its creation, IMD has been a pioneering force in developing TALENT leaders who transform organizations and contribute to society. RANKING 2020 Based in Lausanne (Switzerland) and Singapore, IMD has been ranked in the Top 3 of the FT’s annual Executive Education Global Ranking for the last nine consecutive years and in the top five for 17 consecutive years. Our MBA and EMBA programs have repeatedly been singled out among the best in Europe and the world. We believe that this consistency at the forefront of our industry is grounded in IMD’s unique approach to creating “Real Learning. Real Impact”. Led by an expert and diverse faculty, we strive to be the trusted learning partner of choice for ambitious individuals and organizations worldwide. Challenging what is and inspiring what could be. www.imd.org IMD WORLD TALENT RANKING TALENT IMD WORLD IMD, IMD INTERNATIONAL, REAL LEARNING. REAL IMPACT, IMD BUSINESS SCHOOL and IMD WORLD COMPETITIVENESS YEARBOOK are trademarks of IMD- International Institute for Management Development November 2020 IMD WORLD TALENT RANKING 2020 Copyright © 2020 IMD: Institute for Management Development 23, Ch. de Bellerive P.O. Box 915 CH-1001 Lausanne Switzerland Tel : +41 21 618 02 51 e-mail : [email protected] Internet: www.imd.org/wcc Choose the product Visit our eShop that meets your needs www.wcceshop.org All rights reserved. No part of this publication may be transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. -
Eco-Innovation in Estonia
Eco-innovation in Estonia EIO Country Profile 2018-2019 0 Eco-Innovation Observatory The Eco-Innovation Observatory functions as a platform for the structured collection and analysis of an extensive range of eco-innovation and circular economy information, gathered from across the European Union and key economic regions around the globe, providing a much-needed integrated information source on eco-innovation for companies and innovation service providers, as well as providing a solid decision-making basis for policy development. The Observatory approaches eco-innovation as a persuasive phenomenon present in all economic sectors and therefore relevant for all types of innovation, defining eco-innovation as: “Eco-innovation is any innovation that reduces the use of natural resources and decreases the release of harmful substances across the whole life-cycle”. To find out more, visit www.eco-innovation.eu and ec.europa.eu/environment/ecoap Any views or opinions expressed in this report are solely those of the authors and do not necessarily reflect the position of the European Commission. 1 Eco-Innovation Observatory Country Profile 2018-2019: Estonia Author: Dominik Beckers Coordinator of the work package: Technopolis Group Belgium 1 Acknowledgments This document has been prepared with the kind support and advice of the following experts: • Erki Ani, Chief Executive Officer, Cleantech ForEst • Mihkel Krusberg, Estonian Ministry of the Environment, Environmental Management Department. A note to Readers Any views or opinions expressed in this report are solely those of the authors and do not necessarily reflect the position of the European Union. A number of companies are presented as illustrative examples of eco-innovation in this report. -
Facts and Figures 2015-2016
FACTS AND FIGURES 2015-2016 ENTERPRISE ESTONIA AT A GLANCE ENTERPRISE ESTONIA AT A GLANCE Enterprise Estonia is a governmental agency aiming to increase the pro- ductivity of Estonian companies up to 80% of the EU average by 2020 (2015 – 74%). The mission of Enterprise Estonia is to build a successful Estonia. In order to do so, Estonia has to reach the top 20 of countries based on their competitiveness by 2020 (2015 - 30). Enterprise Estonia is the largest insti- tution of the national enterprise support system, which promotes Esto- nian entrepreneurship and regional policy. As an entrepreneurship compe- tence centre, we offer consultation, training, cooperation opportunities and financial support to entrepreneurs, research institutions, public and non-profit sectors. Our activities contribute to the achievement of long-term strategic goals of the Estonian economy. To this end, we support the development of companies that have export capacity and create higher added value. We NORTH-AMERICA EUROPE ASIA have determined our key customers – 3,000 ambitious small and medium USA Estonia Germany Russia Japan sized exporting companies. By the end of 2015, Enterprise Estonia had 280 Finland Great Britain Netherlands China Sweden Denmark India employees. Norway France Kazakhstan REGIONAL DEVELOPMENT CENTRES are located in all 15 counties 4 MAIN RESULTS AND GOALS MAIN RESULTS AND GOALS 5 MAIN RESULTS AND GOALS GRANTS, NETWORKS, OWN ACTIVITIES NEW JOBS WITH THE HELP OF 2 YEARS AFTER THE END OF THE 22% FOREIGN DIRECT INVESTMENTS OWN ACTIVITIES FOREIGN -
Enics Company Presentation 2018
Company Presentation © Enics Group | 2018 EMS partner of choice for industrial electronics One of the 50 years of largest in the Financially experience global Industrial solid and in IE Electronics EMS profitable scene *EMS – Electronics Manufacturing Services © Enics Group | 2018 Enics facilities Malmö Västerås around the world Raahe Lohja Vantaa 10 plants in Europe & Asia Elva Volume units in China, Estonia and Slovakia Proximity units in Finland, Sweden and Switzerland Headquarters Beijing Zürich, Switzerland Suzhou 1 Suzhou 2 Over 3500 employees Hong Kong Nova Dubnica Manufacturing plant Headquarters in Zürich Office Turgi © Enics Group | 2018 Net sales Our average annual growth rate of net sales is 12% 543 M EUR 2017 2015 2016 IFRS 2014 500 2013 450 2012 2011 400 2008 2007 2010 350 2006 2009 300 2005 250 200 2004 150 100 © Enics Group | 2018 2014 – 2017 IFRS Mission Vision Delivering innovative EMS partner of lifecycle solutions in choice for industrial electronics globally electronics integrating into customers’ value chains © Enics Group | 2018 Enics Is One of the World’s Largest in Industrial EMS © Enics Group | 2018 Our Values © Enics Group | 2018 Customer We actively seek better understanding of customers business and their needs. We understand the urgency to fulfil customer requirements. We work continuously for building long term partnerships. © Enics Group | 2018 Respect We believe in listening, open dialogue and constructive feedback, based on respect for other people and different cultures. We create a culture of openness and trust. © Enics Group | 2018 Responsibility We conduct our business based on mutual trust, reliability, transparency and accountability for our actions. -
TABLE 3. the CIRCUITS ASSEMBLY Top 50 EMS Companies, 2009
TABLE 3. The CIRCUITS ASSEMBLY Top 50 EMS Companies, 2009 RANK, COMPANY NATIONALITY 2009 REVENUES URL NOTES ($ million) 1 Foxconn Electronics1 Taiwan $44,700 foxconn.com Includes FIH (cellphone) work 2 Flextronics1 US $21,7802 flextronics.com Aggressively targeting PCs 3 Jabil Circuit1 US $11,685 jabil.com HQ expansion on hold 4 Celestica1 Canada $6,090 celestica.com Looking for medical buys 5 Sanmina-SCI1 US $4,2404 sanmina-sci.com Will latest model finally work? 6 Cal-Comp Electronics/Kinpo Electronics1 Thailand $3,327E3 calcomp.co.th Mobile device maven is partly owned by Compal 7 Elcoteq1 Luxembourg $2,460E3 elcoteq.com Feeling Nokia’s pain 8 Venture Corp.1 Singapore $2,439.5E3 venture.com.sg Singapore’s “true” EMS leader 9 Benchmark Electronics1 US $2,089 bench.com Closing Oregon, moved in N. Hampshire 10 Plexus1 US $1,616 plexus.com Back on track 11 SIIX1 Japan $1,365E3 siix.co.jp Japan’s only major EMS 12 Zollner Elektronik Germany $1,000E zollner.de Will the largest privately held EMS overtake Elcoteq in Europe? 13 Beyonics Technology1 Singapore $959.8E3 beyonics.com Up 32% in 2009 14 AsteelFlash Group France $700E asteelflash.com Flash Electronics fully integrated 15 Alco Electronics1 Hong Kong $693.45 alco.com.hk Up 2.3% in 2009 16 Kimball Electronics Group1 US $625.4 kimball.com Can EMS prop lagging furniture biz? 17 Orient Semiconductor Electronics1 Taiwan $542.4E ose.com.tw Also big in IC packaging/test 18 Universal Scientific Industrial Co. (USI)1 Taiwan $448.6 usi.com.tw Heavy into handhelds, automotive 19 Team Precision1 Thailand $445.7 teampcba.com Is Thailand the next EMS hub? 20 Eolane France $445.4E6 eolane.com Seven sites, five in France 21 Videoton Holding1 Hungary $409.5E videoton.hu Sweet spot is $5M-$30M accounts 22 Nam Tai Electronics1 China $408.1 namtai.com Huge (35%) drop in 2009 23 Integrated Microelectronics Inc.