...Human Resources Planning 2010 Planning Task Force Report January 2009 INTRODUCTION The quality and expertise of the faculty and staff is crucial to the continuing success and excellence of Grand Valley State University. Grand Valley is often recognized for its overall excellence. As with any institution of higher education, this standard of excellence directly relates to the faculty members, whose efforts support the Grand Valley mission of “educating students to shape their lives, their professions and their societies,” and to the senior management and staff of the university, who lead and support these efforts. A key part of success is the stability of the workforce and the implementation of the transference of leadership and the community culture to those who will be members of the faculty and staff in 2010 and beyond. Compounding the need for planning is the widespread concern that the imminent retirement of the “baby boomers” will cause an exodus of talent in a very short timeframe. Without a firm plan, such turnover of talent could make it difficult to sustain the quality of the faculty, leadership and staff of Grand Valley. To assure university leadership, our community, and stakeholders that Grand Valley is prepared for its workforce of the future, President Haas charged the Human Resource Planning Task Force to study this important issue and report to the campus community. The task force studied Grand Valley data, considering projections of retirements, faculty growth...
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...market collapse wiped out many savings. In some cases, individuals reaching the age of retirement cannot even afford to retire. This environment has provided DBS with an opportunity – facilitating the relocation of Baby Boomers reaching the age of retirement to Panama where due to the lower cost of living and free medical services most US citizen can still retire in style at a fraction of the US cost. DBS will target Baby Boomers and use both traditional and innovative approaches (TV advertisement, newspapers, seminars, and Internet technologies such as Facebook and Google (PPC)) to create an awareness and demand for the product. During the first year DBS will undertake a considerable amount of market analysis and testing before launching the services in order to accurately identify the unique characteristics of its target consumers. After the first year of operations, DBS will reach its break-even point and soon after generate initial profits of 60,000.00; these are projected to increase exponentially and continue to grow in as it captures the potential market. 2.0 Situation Analysis: Just as the Baby Boomer generation changed American culture in the post World War 2 era, the first wave of Baby Boomers reaching retirement age is changing how and where Americans spend their post-retirement years. It’s a common misperception that when Americans reach retirement age, they move to warmer, more senior-friendly environments: a 2005 study based on the...
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...Workforce Planning Model Contents Executive Summary...................................................................................................................1 Getting Started with a Workforce Planning Model .................................................................2 Data – Collecting, Understanding, and Using ........................................................................3 Strategy – Understanding and Addressing the Business Need .............................................9 Planning – How to be Prepared for the Future .....................................................................12 Evaluation – Understanding Success ..................................................................................21 Conclusion ...............................................................................................................................23 Literature Review ....................................................................................................................24 Acknowledgements.................................................................................................................26 Executive Summary is aging at a rapid rate; health care reform is expected to bring millions more patients into the system; and there are anticipated shortages in numbers of trained health care professionals to care for these patients. Therefore, the need to start now to develop more effective and efficient workforce planning models (WPMs)...
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...------------------------------------------------- Other essential data regarding the Unit of Study. Manual and Tutorial Program compiled by Darren Parker (College of Law and Justice) VICTORIA LAW SCHOOL College of Law and Justice Unit Coordinator – Robert Alvarez Robert.Alvarez@vu.edu.au TABLE OF CONTENTS ------------------------------------------------- ITEM DESCRIPTION PAGE/S NUMBER 1. Table of Contents 2 2. Introduction 3 3. Assessment 4 4. Assignment instructions 4 -17 5. Assignment Topics for 2014 18-21 6. Tutorial attendance and Participation 22 7. Final Examination 22 8. Unit of Study Content 23 9. Teaching Method 24 10. Texts and References 24-25 11. Plagiarism 25 12. Student Support programs 25-26 13. The Internet as a Research Tool 26 14. Lecture Guide 28-29 15. Tutorial Programs...
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...Technologies for Alternative Energy Climate Change Working Paper No. 7 Ainsley Jolley Climate Change Project Working Paper Series March 2006 Centre for Strategic Economic Studies Victoria University PO Box 14428 Melbourne VIC 8001 AUSTRALIA Telephone +613 9919 1340 Fax +613 9919 1350 Email: csesinfo@vu.edu.au Website: http://www.cfses.com Technologies for Alternative Energy 1. Introduction In Papers 5 and 6 technologies for the main sources of energy consumption were discussed. In Papers 7 and 8 the attention is focussed on technologies that impact on emissions from energy production. Table 1 provides data on the main sources of GHG emissions in the advanced economies for the year 2000. Table 1. Sources of GHG Emissions in the Advanced Economies, 2000 Source of emissions Electricity and heat production Petroleum refining Other energy production (coal and gas transformation) Fugitive emissions (coal, oil and gas) Total energy production All sources of emissions Note: (a) energy production as % of all sources of emissions. Source: CSES (2004). Tg CO2 -e 3831.2 420.7 324.6 441.5 5018.1 13175.3 % of total 76.3 8.4 6.5 8.8 38.1 (a) Papers 7 and 8 focus on emissions from the production of electricity and heat, which represent 76.3% of all emissions related to energy production. The other sources of emissions are not discussed in detail in this report. Coverage of the issues relating to these sources of emissions is given in CSES (2004). Incremental technological...
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...................................................................................................... 4 Geography in General ........................................................................................................ 4 Demography ...................................................................................................................... 6 Political Environment and Administration ........................................................................... 7 Economy ............................................................................................................................ 8 Health care......................................................................................................................... 9 Education ..........................................................................................................................10 Historical Background and Present Situation.......................................................................11 1923 - 1950 .......................................................................................................................11 1950 - 1980 .......................................................................................................................12 1980 - 2000...
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...29th Annual Report 2009-10 BOARD OF DIRECTORS Shri A K Srivastava Chairman-cum-Managing Director Shri S. K. Nayak, IAS Part-time Official Director Shri B. L. Bagra Director (Finance) Shri Joy Varghese Director (P&A) Shri A. K. Sharma Director (Production) Shri P. K. Padhi Director (P&T) Shri Ansuman Das Director (Commercial) 2 National Aluminium Company Limited INDEPENDENT DIRECTORS Dr. A. Sahay Shri S. S. Sohoni IAS (Retd.) Shri K. S. Raju Shri S. B. Mishra IAS (Retd.) Shri N. R. Mohanty Dr. Jyoti Mukhopadhyay Shri R. K. Sharma Maj. Gen. (Retd.) Samay Ram, UYSM, AVSM, VSM 3 29th Annual Report 2009-10 EXECUTIVE DIRECTORS Smt. Srabani Guha, IES CVO Shri P. K. Parida Shri B. N. Swain Shri A. Sapra Shri S. C. Dash Shri P. K. Mohapatra Shri K. N. Ravindra Company Secretary Shri K. S. Sreedhara 4 29th Annual Report 2009-10 The sale of 7,094 MT Special Grade Alumina was the highest surpassing the previous high of 4,769 MT achieved in 200809. The sale of Special Grade Hydrate at 12,815 MT was the highest ever sale surpassing the previous best of 11,670 MT achieved during 2007-08. FINANCE Your Company posted a lower total income of ` 5,548 crore in the year under report, as against ` 5,631 crore during the previous year. Profit After Tax for the year stands at ` 814 crore, as against ` 1,272 crore in the previous year. The decline in net profit during the year compared to previous year was due...
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...Case Study Country Case Study 8 February 2008 Systems for Verification of Legality in the Forest Sector, Malaysia: Domestic Timber Production and Timber Imports Adrian Wells (a.wells@odi.org.uk), Thang Hooi Chiew and Chen Hin Keong Contents 1. 2. Executive summary . . . . . . . pg. 3 . . . . . . . pg. 6 3. Law and policy governing forest management . . . . 3.1 Forests under the Federal Constitution . . . . 3.2 Forest management by the States . . . . . 3.3 Key jurisdictional differences between the Peninsula, Sabah and Sarawak . . . . pg. 7 pg. 7 pg. 8 pg. 9 4. Law and policy on wood-based industries and the timber trade . . . pg. 19 5. Responses to illegality in the forest sector . 5.1 Control of domestic timber production . 5.2 Control of timber imports . . . . . . . . . . . pg. 21 pg. 21 pg. 27 6. 7. Institutional structures for legal verification of domestic timber production and imports 6.1 Overview . . . . . . . 6.2 Peninsular Malaysia . . . . . . 6.3 Sabah . . . . . . . . 6.4 Sarawak . . . . . . . . 6.5 Timber imports . . . . . . . . . . . . . pg. 30 pg. 30 pg. 30 pg. 42 pg. 55 pg. 67 The...
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... Inc J u n e 1 9 t h 2 0 1 2 M G M T 4 0 0 1 P r o f . T a r r a n t Table of Contents Company Overview .............................................................................................5 Current Mission/Vision/Strategic Direction .......................................................5 Review of Strategic Direction .............................................................................6 EXTERNAL ANALYSIS .................................................................................................... 8 Socio-cultural ................................................................................................................ 8 Increased Environmental Concern ....................................................................8 Increased population ...........................................................................................8 Technology ................................................................................................................... 8 Technological Customer Service Integration ...................................................8 Aging Infrastructure capacity .............................................................................9 New Technology Growth and its Falling Costs.................................................9 Economic .........................................
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...CPA QUESTIONS CHAPTER 3 1. For “qualifying widow(er)” filing status, which of the following requirements must be met? I. The surviving spouse does not remarry before the end of the current year II. The surviving spouse was eligible to file a joint tax return in the year of the spouse’s death III. The surviving spouse maintains the cost of the principal residence for six months. A. I, II, and III B. I and II, but not III C. I and III, but not II D. I only A. Incorrect. A taxpayer may file a tax return as a qualifying widow or widower for 2 tax years after the year in which a spouse dies provided the couple qualified to file a joint return for the year of death; that the taxpayer provided over 50% of the cost of maintaining the principal residence of a dependent child or stepchild; and that the taxpayer has not remarried as of the end of the current year. Maintaining the cost of the taxpayer’s principal residence for six months is not sufficient. B. Correct! A taxpayer may file a tax return as a qualifying widow or widower for 2 tax years after the year in which a spouse dies provided the couple qualified to file a joint return for the year of death; that the taxpayer provided over 50% of the cost of maintaining the principal residence of a dependent child or stepchild; and that the taxpayer has not remarried as of the end of the current year. Maintaining the cost of the taxpayer’s principal residence for six months...
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...SOCIAL INNOVATOR SERIES: WAYS TO DESIGN, DEVELOP AND GROW SOCIAL INNOVATION DANGER AND OPPORTUNITY CRISIS AND THE NEW SOCIAL ECONOMY Robin Murray 2 TITLE ACKNOWLEDGEMENTS This essay was written while the author was a Visiting Fellow at NESTA and forms part of a series of publications on methods of social innovation led by the Young Foundation with the support of NESTA. I would like to thank NESTA for their support, and in particular Dr Michael Harris, as well as my colleagues at the Young Foundation, Julie Caulier-Grice and Geoff Mulgan, all of whom have given valuable comments on the text. Published September 2009 CONTENTS 1 CONTENTS 1. The argument 2 5 9 23 39 52 54 55 2. The context of crisis 3. The emerging economic landscape 4. Can the new social economy respond? 5. Social innovation and the crisis of policy Bibliography Weblinks Endnotes 2 DANGER AND OPPORTUNITY CRISIS AND THE NEW SOCIAL ECONOMY 1 THE ARGUMENT The rise of the new social economy This pamphlet argues that the early years of the 21st century are witnessing the emergence of a new kind of economy that has profound implications for the future of public services as well as for the daily life of citizens. This emerging economy can be seen in many fields, including the environment, care, education, welfare, food and energy. It combines some old elements and many new ones. I describe it as a ‘social economy’ because it melds features...
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...Twelfth Five Year Plan (2012–2017) Economic Sectors Volume II Copyright © Planning Commission (Government of India) 2013 All rights reserved. No part of this book may be reproduced or utilised in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval system, without permission in writing from the publisher. First published in 2013 by SAGE Publications India Pvt Ltd B1/I-1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044, India www.sagepub.in SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320, USA SAGE Publications Ltd 1 Oliver’s Yard, 55 City Road London EC1Y 1SP, United Kingdom SAGE Publications Asia-Pacific Pte Ltd 33 Pekin Street #02-01 Far East Square Singapore 048763 Published by Vivek Mehra for SAGE Publications India Pvt Ltd, Phototypeset in 11/13pt Minion Pro by RECTO Graphics, Delhi and printed at Saurabh Printers, New Delhi. Library of Congress Cataloging-in-Publication Data Available ISBN: 978-81-321-1131-3 (PB) The SAGE Team: Rudra Narayan, Archita Mandal, Rajib Chatterjee and Dally Verghese Twelfth Five Year Plan (2012–2017) Economic Sectors Volume II Planning Commission Government of India Thank you for choosing a SAGE product! If you have any comment, observation or feedback, I would like to personally hear from you. Please write to me at contactceo@sagepub.in —Vivek Mehra, Managing Director and CEO, SAGE Publications India Pvt...
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...Imprint and contact Key figures 2014 Imprint and contact. Key figures 2014. 01 Financial year 2014 Unit 2012 2013 2014 Corporate profile Revenue1 Editing and design SLau Konzepte & Kommunikation (consulting/editing) TEAMKOM Kommunikation&Design (design) Netfederation GmbH (interactive online report) Photography Bildarchiv Daimler AG, Fotolia (icons p. 18/19) Production l in millions of € 8,116 10,139 10,179 j in millions of € 6,830 8,720 7,290 l Total vehicle sales in millions 2.2 2.35 2.55 j 1,451,569 1,565,563 1,722,561 j Unit sales of Daimler Trucks 461,954 484,211 495,668 j Unit sales of Mercedes-Benz Vans 252,418 270,144 294,594 j 32,088 33,705 33,162 l in millions of € 79,986 83,538 98,967 j in millions of € 2,369 2,471 2,383 l in g CO2/km 140 134 129 l Unit sales of Mercedes-Benz Cars Unit sales of Daimler Buses Contract volume of Daimler Financial Services Product responsibility Dr. Cantz’sche Druckerei Medien GmbH (reprography) Bechtle Druck + Service GmbH und Co. KG (printing) Contact j 10,752 CO2 emissions of the European fleet (vehicles from Mercedes-Benz Cars) Mirjam Bendak 129,872 10,815 Group net income Daimler Sustainability Report 2014. Publications Manager Thomas Fröhlich 117,982 8,820 Research and development expenditure on environmental protection For the publisher Daimler AG, Mercedesstraße 137, 70327 Stuttgart, Germany 114,297 in millions of € Profit before taxes on income1...
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...JÖNKÖPING INTERNATIONAL BUSINESS SCHOOL J ÖNKÖPING UNIVERSITY C EO r emuneration in l isted E ur ope an insurance companies Trends and justifications over the years 2005-2009 Authors: Sara Palmén Jönköping International Business School Avare Suleyman Jönköping International Business School Tutor: Dr. Petra Inwinkl Associate Professor in Accounting and Finance, Jönköping International Business School Master thesis within Business Administration Title: CEO remuneration in listed European insurance companies – Trends and justifications over the years 2005-2009 Authors: Sara Palmén, Avare Suleyman Tutor: Dr. Petra Inwinkl Examiners: Dr. Petra Inwinkl, Prof. Gary Cunningham Date: Spring 2010 (uploaded 2010.06.03) Key words: CEO, chief executive officer, remuneration, fixed pay, variable pay, short-term, long-term, benefit, Europe, insurance, incentive, attraction, retention, agency theory, financial crisis, trend, justification. Abstract In the ever so increasingly competitive business climate of the 21st century, human resources are vital for corporate success. Employees need proper incentives to perform in goal-oriented manners. Incentive systems, especially Chief Executive Officer [CEO] remunerations, have been a popular topic since the 1990s, and this tendency has increased both during the 2002-2003 corporate scandal era, as well as the financial crisis which sparked in 2007. The recent tendency appears to lean...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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