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INN Valley Institute

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Now is the right time in terms of ROI on the test bench to critically make traditional human resources development armies of consultants have in recent decades in the production and service sectors in almost all companies make more efficient processes and worked on the cost leadership of the company. Often at the same time, but also in the Terminal, the administrations have been optimized business-side. The significant cost – but also a success factor for any company has been but not in the proper dimensions in the focus in the past. The factor of production man and staff development! Especially when you look at the executives of all levels of a company, is often clearly was investing especially in periods of economic boom in the development of executives. This budget but in times of crisis most likely were the red pencil to the victims.

To save here is however about as efficient as it would stop the clock to save time. Grade in times of crisis should be in the HR development counter-cyclically think and invest in order to strengthen the employee identification with the company even in difficult times and painful decisions by targeted personnel development. Employee satisfaction in the crisis to strengthen in order to avoid the costly turnover of key personnel so that in the company during the crisis and in particular also danach-is the ideal team for the maximum benefit available. Traditional human resources development from the point of view now is the right time to critical ROI on the test bench and in human resources development sustainable target to use the investment to make so the management fit for the future. It should be noted that executives are more than the sum of their abilities. Deficits are still too often individual enterprise executives training HR managers, both of the leaders even as a singular measure to eliminate understood. The so-called time-management seminars are a typical example here. Often, executives with chronic pressure of time attend these seminars and get basic skills conveys appropriate to divide the time.

This could save as much time in the profession if the leadership in the context of their task would be binding, would apply more reliable arrangements, or even faster would come to the point. Modern personnel development therefore an integrated look at executives of all levels with views of the aspired development and promotes the development of personality. Holistic personal development is continuous process understanding, which defines listed by personal development goals, including the Manager of the company, determines appropriate development measures to achieve targets together with the leadership and continuously measured to assess the success of these measures in the course of time. Thus this development Executive successful at short notice the cumverbis Academy in Dresden, Germany in cooperation with the INN Valley Institute offers the training to the NLP practitioner business-applications – or designed with the human resources development company-specific training with the following objectives for the participants: you develop your skills for effective communication: you can easier contact. Talk to customers and > employees in “their” language. They argue more persuasive presentations and customer and employee interviews. You optimize your leadership skills: visionary agree targets and results-oriented. Imagine a strengths and peculiarities of your partner. You can motivate more targeted. You deal with resistance easier. You negotiate more effectively: they argue goal – and partner-oriented. You recognize individual benefit performances. You differentiate between need and desire. You improve your self management: think and act goal-oriented. Increase your creativity and flexibility. For more information: Peter Munnich

Rehabilitation AIMP

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Markets are redistributed not good, but in difficult times. Thus, every crisis brings excellent opportunities for those who immediately and consistently can implement the necessary changes in the thinking in active trading. The winners do it now, specifically the gap”to find, to implement innovations, or even to use. “Interim Manager as a professional change manager” – to make a significant contribution and management provider in the areas of restructuring and rehabilitation demand according to AIMP, the Arbeitskreis interim currently again. Former Maryland Governor brings even more insight to the discussion. So are changes in many leading companies already to the normal state, is one of the major bottlenecks in the management.

Processes of change goal-oriented with the appropriate technical expertise and the right personality to -,- and also to enforce the usually emerging resistance, is a special skill. This has to do in addition to the required expertise with the ability to take people with: settings and respect the motivations and channel, new visions, develop and communicate as well as culture change shape and live. Especially when this should be done in difficult times and under pressures of time and cost. Interim managers are agents of change”. You can supplement the existing management teams or upcoming projects.

If company is now more efficiently set up and prepare for the future competition, interim management is the ideal solution. It also provides flexibility in the head counts and variability in the costs. Therefore the right time to is accurate Manager in the company to pick up, now interim support”Dr. Harald Schonfeld, Managing Director of butterflymanager GmbH (www.butterflymanager.com), says one of the leading providers of AIMP for interim management services. Also the AIMP (www.aimp.de) Working Group of the interim management provider expects given the predicted recession with rising demand after interim managers with expertise in reorganization and Rehabilitation. 35% the interim projects in the bridging of vacancies and only about 20% of the restructuring, were in the last few years due to the good economic situation Manager network GmbH, all providers of the AIMP has the demand of companies attracted according to Board member Jurgen Becker, aware changes by the change manager”would have designed. To gather reliable figures in the changed market environment, the AIMP with the beginning of the new year in his annual analysis of industry will start a new study to the interim management. Contact: butterflymanager GmbH company for interim management services – Switzerland, Germany, Austria – Dr. Harald Schonfeld, Managing Director Bahnhofstrasse 31 CH-8280 Kreuzlingen FON: 01 66, e-mail: Web:

DCM Offers Participation In A Third Container Fund In

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Fully acquired and financed by let to renowned tenants portfolio allows investors from immediate participation in a portfolio of already acquired 100 percent, financed and leased standard containers to Munich-based DCM AG. The 27.508 containers are maximum 2.5 years old and still averaged 3.79 years fixed leases. Over 75 percent of containers were leased by shipping lines, the world largest among the 20. To deepen your understanding Star Guitarist is the source. But also the overall portfolio diversified to 14 tenant distinguishes a credit strength that is occupied by a high Dynamar rating of 3.4. The portfolio of the DCM 3 German container Fund Madeira 3 Transportes Logistica LDA & Comandita cost about 56 million euros including all transaction costs and was funded by a major international bank. Is planned, involving a minimum of 10,000 euro plus 3 percent premium, to place EUR 23.5 million in investor capital.

The distributions be forecast according to 7.25 percent per year and are quarterly paid for the first time to September 30, 2009. There is a total return of 140 percent over a period of seven years. This is tax-free as already with the two predecessor funds due to the regulations for the EU special economic zone of Madeira and of the double taxation agreement between Portugal and Germany for the investors. As a container Manager had become the internationally established Dong Fang international investment Ltd which belongs to the State shipping company China shopping group. Among other things, the company operates the world’s eighth largest liner shipping company. Claus Hermuth, CEO and Chairman of the DCM is convinced by the new Fund: the transport container is essential because of its cost efficiency in the international movement of goods and further plays out its strengths despite the current economic situation. With the tightly closed leases, the widespread and strong credit tenants in connection with the advantage of tax-free income investors with medium-term investment horizon in the DCM container Fund 3 is a stable value and contemporary investment.” DCM Deutsche capital management AG Munich DCM Deutsche capital management AG is one of the leading independent emission houses in the area of closed-end funds.

The range includes the conception and emission of structured investments including all services from purchasing to administration. The business areas are real estate products with domestic and foreign real estate, non real estate products with the equity investment objects, international feature films and transport container and the business field occupational pensions. Key corporate values are a long-standing product expertise, high design expertise and a strong focus on the needs of customers and distributors. These values are also the basis for the success of the DCM products. So administered approximately 85,000 shares of DCM Deutsche capital management AG. The corporate philosophy is based on the principles of quality, clarity, transparency and Trust on. The corporate values are influenced by a long-standing product competence, high conceptual implementation know-how and a distinctive orientation to the needs of customers and sales partners here. These values are also the basis for the above-average success of DCM products: “Your Partner for Investment Solutions.” The Munich-based DCM Deutsche capital management AG is one of the leading independent emission houses in the German investment market. The investment amounts to more than Euro 4 billion since inception. More information under:

Belgian Port

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The Regensburg port is celebrating its 100th birthday in 2010. Regensburg (obx) the Regensburg port 2010 celebrates its 100th birthday. The strongest envelope port on the Danube with impressive figures shines in its anniversary year. 7.1 million tonnes of goods are on the 400-acre port area now moves per year, handled 2.5 million tonnes between ship and land. In June 1910, the then Prince Regent Luitpold opened the Luitpoldhafen and the petroleum port of Regensburg.

The construction of the port had become necessary because the goods traffic at the former terminus of navigation on the Danube was getting bigger. During an eventful century this germ cell became the strongest envelope public inland port along the entire Danube navigable river and the central hub for time – and bulk both for Atlantic traffic via Rotterdam, as well as to local and far east of the mouth of the Danube to the Black Sea. About 90 companies with approximately 2,000 employees including logistics, are today located in the harbour of Regensburg, Shipping companies, forwarding agents, feed manufacturers, dealers and recyclers. Alone from 1997 to 2009 were invested by the operating company, the Bavaria port group, and the-based company more than 130 million euros in the construction of warehouse and production facilities, the renovation and expansion of port facilities. The inland waterway fleets from all over Europe gather today in Regensburg: from Rotterdam and over the Rhine are the ships of the Dutch, Belgian, Luxembourg and French companies with their charges.

Partly they are loaded here on Romanian, Bulgarian, Yugoslav, or German ships, which then go to the Black Sea. Earlier dominated bulk on the Danube vessels: coal, ore, grain, and also oil. The variety of goods that today will be transported by ship, is much wider: travel by boat today also food, chemical products and feed, ore, scrap, iron and steel, cars, agricultural and forestry products, stones and Earth, mineral oil, gas and fertilizer. Development of brake for navigation on the Danube and thus also for the further expansion of the Regensburg port is and remains the still not constructed section of the Danube between Straubing and Vilshofen. For decades, politicians and pundits argue, attacked by the conservationists, the optimisation of this approximately 70 km long section of the Danube shipping conditions. One of the consequences is a drastic increase of in truck traffic on highway runs parallel to the Danube from Regensburg via Vienna to Eastern Europe. The charge of a single vessel-rund 1300 below from A to B to transport, must at least 65 heavy 40-ton truck on the highway and they consume in four times as much fuel as a ship, exhaust pollution and road damage including. The Regensburg port manager but know: the time works for them. Only on the bayerichen major waterway is still almost unlimited space for predicted substantial further increase in the movement of goods between Western and Eastern Europe.

Professional Association

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Planning, documentation and complete verification are elementary components of the operational safety Ordinance (BetrSichV), which entered into force on 3 October 2002, contains occupational safety and health requirements for the use of work equipment and operation of supervision schemes within the meaning of the occupational health and safety. In addition she spelled out the risk assessment in section 3. With regard to supervision systems additionally special rules are in addition to the common requirements for work equipment. These special regulations require in particular an examination under section 3 before commissioning and recurring inspections by requiring monitoring installations. For example also elevators for loads or people and warehouses include to those plants. Tests, which are going to be approved monitoring bodies, are explicitly named in the BetrSichV. The accident prevention regulation (UVV) BGV A3 was developed by the Professional Association and adopted.

The BGV A3 first came into force on April 1, 1979 and concretized the examination of fixed electrical installations and mobile electrical equipment. In addition, it describes explicit test periods. So, for example, the request from the BGV A3 3 is as follows: the operator has to ensure that electrical systems and operating materials are built, modified only by an electrician or under direction and supervision of a qualified electrician and maintained. Defects must be corrected immediately.\” In addition to protection against any claims for damages of the insurers generally, a regular BGV A3 quasi switches off exam in incalculable security risks and high costs. For identified defects, a BGV A3 provides check the certainty that all errors have been uncovered. Parallel to the BGV A3 the technical guidelines to the operational safety of TRBS is used, which was released on November 12, 2007 in many companies 2131. In the body the TRBS treated 2131 electric Hazards of electric shock and arc. Possible consequences for work in the area of the public power supply for work under voltage are shown.

Crucial Factor

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Mutaree evaluation to the change barometer 3 Eltville – Erbach, 10 June 2013 – five factors decide the success or failure of change projects: the participation of the staff according to the results of the current change barometer of Mutaree GmbH, the experts in change management is most important. The TOP 5 of the influencing factors from the perspective of respondents like this present themselves: 1 participation of employees (72 percent), 2 professional project management (67 percent), 3. assumption of responsibility by the line (61 percent) coupled with 4 motivation strength of executives (60 percent) and 5 conflict resolution skills of managers (49%). A very crucial in the process of change comes to executives, particularly those of the middle-tier. Investments in the willingness and the ability to change the middle management are indispensable in a constantly changing work environment. The people who want to successfully in the future make changes rungsprozesse, must win. Fears as a central theme the Mutaree survey also shows that fears are the central theme of changes requirements. On the one hand, these fears with all stakeholders are a prerequisite, on the other hand they are also a risk in change processes.

The middle management is the key player: have a key role in the change process and often enjoy confidence in the affected employees to these fears at every stage of the process to dismantle. The leadership change is the highest requirements to the sensor rungsteam”, explains Claudia Schmidt, change expert and Managing Director of Mutaree GmbH and supplemented: companies that want to create change processes in the future successful, must win the affected people to active participation. Particularly the interplay between managers and employees plays the decisive role.” Many companies have the failure in the change while an extensive knowledge about effective change management, This doesn’t mean however, that you can actually apply this. A change project that fails that has most diverse causes: poor communication, lack of traceability of the need for change, missing/unclear responsibilities and a poor project management are the main reasons why from the perspective the change processes fail the request, so the results of the survey are the formula to change success essentially the soft factors critical to the success or failure of rather. That still in the hard factors is investing more in practice, is difficult to comprehend. “Mounted on a simple formula quickly becomes clear that the investment in soft factors” significantly shape the success of the change. If you have any questions and/or interested in the overall evaluation of change barometer 3, please contact.

IDENT Markings

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The Brady Bodenmarkierer ToughStripe series are available at macro IDENT, the famous Brady distributor for the European area the Brady ToughStripe floor markers are a complete range of marks from a rugged polyester (material B-514). They are ideal for marking aisles, passageways, warehouses or to indicate important safety and escape routes. Have responded with the development of ToughStripe on the frequent demands from the market, need very robust and permanently adhesive markers. At the same time, these should be clearly visible and noticeable. ToughStripe’s new series meets the conditions for a reliable ground marking anyway. The floor markings are easily applied on the ground. The strong polyester B-514 on a substrate prevents expands the band or shaft fails. Without hesitation Guitarist explained all about the problem. First, the surface must be cleaned of course.

The band, arrows, footprints, etc. on the surface is then applied simply. The Brady ToughStripe Floor markings are available as solid color and 2-color bands in the colours black, white, red, green, blue, Orange and yellow or black/yellow, red/white and black/white. Equally there are points, arrows, footprints, markings in L -, T -, and cross-shape in the mentioned solid colors. The Bodenmarkierer should be applied at least 5 C at the bottom.

The operating temperature of the polyester is-18 C to + 54 C. The material is suitable for indoor and outdoor use and can withstand aggressive chemicals. You also exceed the safety standards for clean, dry, non-slip surfaces according to ANSI A1264. 2 2006 and OSHA 1910.22. the ToughStripe Bodenmarkierer are extremely durable due to the very strong adhesive tapes, arrows, footprints etc. and the thickness of 0.2 mm. You don’t dissolve, not tear and are resistant to scratches, even with frequent forklift traffic. A stress test with a forklift truck, showed that the Floor marking tape is not torn or moves on the spot. Despite this high durability, floor marking tapes and ground markings can be very easy to remove without damage the floor or leave glue residue. Should be removed, for example, in the case of a revised plan of escape the mark, then this can be done very simply, without patches, glue residue or damage. Thus, you have more flexibility in the design of the ground marking, which is important in environments in which, for example, lean management is required. ToughStripe creates a good visibility thanks to the surface of high-gloss. The ultra thin material also prevents dirt on the margin deposited. The smooth surface is insensitive for traces and spots and can be easily cleaned. Therefore, the Bodenmarkierer ToughStripe are an excellent solution for an effective marker in warehouses and distribution centers, factories and factories, laboratories and hospitals. In addition to the marking of routes, jobs with heavy traffic and loading and off loading zones is to insert the new development also in the area of fire protection.

Leadership Department Energy

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The Association of professional executives DFK calls for the rapid formation of a Department of energy. The Association of professional executives DFK calls for the rapid formation of a Department of energy. THE executives see now urgent need for action, as pointed out by Rothkirch: the decision is long overdue. The sluggish implementation of, the Federal Government proclaimed, energy revolution shows that the fragmentation of competence in various federal and State ministries is not sustainable. A Department of energy ahead of the election would be a clear sign of the Coalition’s capacity to act and how important is the energy change for Germany. For interests of the factions must stand back. The mutual obstruction and profiling at the expense of this topic, and at the expense of industry and thus the threat of jobs in Germany to an end have the petty dispute of competence in the coalition must come to an end! “, so Bernhard von Rothkirch, Chairman” the DFK. The bundling of know-how existing today in various ministries and skills is urgently needed.

After all in Germany in supplying energy to a key industry”, said von Rothkirch continue. THE executives see the need for action less in the form of organization, but rather the need to manage the energy transition faster and stringent. Also the other topics such as network expansion, memory expansion, the adjustment of the support systems for renewable energies, and more would have to be taken forward quickly after the withdrawal decision on nuclear energy. The clear mapping to a Ministry, so the view of the DFK, avoids duplication and friction losses. Delays and failures can be more easily detected and fixed.

Even German Chancellor Angela Merkel had held after completing the phase-out of nuclear energy in the year 2022 conceivable such a Ministry. A time that is much too late according to the DFK. THE executives see now urgent need for action, as pointed out by Rothkirch: The decision is long overdue. The sluggish implementation of, the Federal Government proclaimed, energy revolution shows that the fragmentation of competence in various federal and State ministries is not sustainable. A Department of energy ahead of the election would be a clear sign of the Coalition’s capacity to act and how important is the energy change for Germany. For interests of the factions must stand back. The mutual obstruction and profiling at the expense of this topic and to the detriment of the industry and thus the threat to jobs in Germany must have an end.

Oldenburg University

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Total so-called shunt products with a share of five-to-20 percent biogas are about one-third of the eco gas tariffs. And nearly half of the eco gas offers are air fares, that is, not based on renewable raw materials, they compensate for the expelled CO2 through projects such as the protection of the rainforest. A real energy revolution in the gas market is different”, says Florian Henle, co-founder of Polaris. Therefore, he has developed a new eco gas product together with its two co-founders. Electric may find it difficult to be quoted properly. It is 100 percent based on residues and is often cheaper or similar priced; compared to the fossil basic catering rate compared to other 100% eco gas rates to more than 40 percent it is cheaper.

Makes possible a new trading scheme it how it is already established in the electricity market. Developed it has supported Polarstern, of the Federal Ministry of for Economics and technology and the European Social Fund. Specifically, it works as follows: the bio-gas is purchased from European plants and placed directly in local networks, for example by local companies. It replaced the previously used natural gas there greatest extent. By biogas in local networks and not distribution or transport networks is fed, it is particularly effective in the displacement of fossil natural gas. This maximizes the contribution to climate protection, promotes renewable energy and reduced dependence on natural gas imports. As in the entire energy sector, get recognized end customers in Germany the produced biogas. In other words, Polaris warrants to its customers that in the height of their gas consumption biogas from waste produced and has displaced natural gas.

The biogas production and quantitative compliance of bio-gas produced and sold are regularly certified by TuV Nord. Basically, we have a real sister product to the eco-electricity developed,”says Florian Henle. If it now still so successful, such as the eco-electricity in Germany, we are a huge step closer turn of the energy in the heating market.” Sources: * the green economy founding monitor by the Berlin Board er step was Institute for innovation and sustainability and Oldenburg University with support from the Federal Environment Ministry (BMU) and the national climate protection initiative.

San Luis Potosi

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To incorporate the devices into existing networks, they are equipped by default with the TCP/IP Ethernet interface and the Bizerba interface communication tool (BCT). Thus they can with a parent ERP system communicate and Exchange data in both directions.” When any process errors, the device e-mail contacted the Bizerba service automatically. The staff there can analyze the error via the Internet and then advise the customer is entitled to page. The advantages of this technology are obvious: it reduces costly first-place inserts as well as long downtime. The user can easily manage both operating and maintenance: either centrally with a PC or on the spot with the GT operator terminals-6 M or GT-12 C with touch screen.

With the Bizerba label Designer (BLD), he designed his labels itself. “About the so-called label preview what-you-see-is-what – you-get” (WYSIWYG) he controls already before the award the label to tagging on the GT-12 c. This reduces errors during the labelling process and designed the production much safer. The hand-held micro Terminal also allows to define pictogram self-explanatory Tara and date as base price, for soft keys. About so-called quick buttons, you can create custom controls.

The screen is also configurable and thus to the corporate design of customer customizable – from the Fund of color in the background until the company logo. Bizerba Bizerba is a worldwide, leading in many areas of technology companies for professional system solutions of weighing, labelling, information and food service technology in the segments retail, food industry, manufacturing and logistics. Industry-specific hard – and software, powerful network-compatible management systems, as well as a wide range of labels, consumables and business services provide specific for the transparent control of integrated business processes and the high availability of Bizerba Performance characteristics. Worldwide, Bizerba is present with 41 shareholdings in 23 countries and 54 country offices in over 120 countries. Group revenues fell in 2009 compared to around 9%. Headquarters of the company, which employs about 3,000 people, is Balingen; further production sites are located in Messkirch, Bochum, Vienna (Austria), Pfaffikon (Switzerland), Milan (Italy), Shanghai (China), Forest Hill (United States) and San Luis Potosi (Mexico).