Optimisation in Carlsberg A/S. Probably the best beer company in the world

Størrelse: px
Starte visningen fra side:

Download "Optimisation in Carlsberg A/S. Probably the best beer company in the world"

Transkript

1 Optimisation in Carlsberg A/S

2 Agenda Short intro to Carlsberg Production Excellence from 2003 to 2006 The backgroud The program Follow up Did we meet the plans? Lessons learned Next steps in beer production How too embed continous improvements Training Burning platform

3 Carlsberg s mission: who we are Carlsberg is a dynamic, international provider of beer and beverage brands, bringing people together and adding to the enjoyment of life.

4 Carlsberg s vision: where we want to go Our brands will be the consumers first choice, and we will lead our industry in profitability and growth through a culture of quality, innovation and continuous improvement.

5 Carlsberg s progress November : Carlsberg 2001: Orkla and Carlsberg A/S 2004: Carlsberg buys out Carlsberg founded Merges with Tuborg Forms Carlsberg Breweries Orklas shares of CB 1880s 1960s 1970s 1980s 1990s Exports Licensing Own Breweries Minority ownership Majority ownerships and purchase of breweries Sale of non-core businesses

6 The transformation of Carlsberg Since 1999, Carlsberg has undergone a very successful transformation: The Carlsberg brand from decline to among the fastest growing international brands in the world Beer sales from 37m HL to 101m HL Market leading positions increased from 4 to 20+ countries From no. 8 to no. 5 in global league Increased profitability Organic and acquired growth

7 From small export and licence company to leading regional player Market share Market leader Top 2-4

8 Carlsberg s beer volume has almost tripled over the last 7 years Gross Volume (beer) Million HL +59% +14% +17% +4% +12% +11% (8.8*) +8% *) Share in Hite Brewery in Korea, sold in Dec. 2005

9 Income statement 2006 / 2005 DKK million % Net sales 41,083 38, Cost of sales -20,151-18,879-7 Gross profit 20,932 19, Sales & distribution -14,173-13,332-6 Administration -3,065-2,961-4 Other operating income, net Profit after tax, associates Operating profit 4,046 3, Operating profit, Brewing 3,997 3, Operating profit, Other

10 Business portfolio strategy Western Europe 50% of op. profit Focus on earnings and cash flow Optimisation and rationalisation Innovation and brand-building Mature markets Growth markets Emerging markets Eastern Europe 40% of op. profit Focus on growth and earnings Investing in capacity and world class organisation Asia 10% of op. profit Focus on growth and establising new positions Large populations and huge potential Long-term investments in market-leading positions

11 We have done a lot to strengthen our business We have improved all major functions in our companies through excellence programmes We have restructured (or are in the process of doing so) major markets not delivering the ROCE we strive for We are running a set of cross-functional cross-national projects to get synergies in the Group We have invested in management development Leadership Academy A stronger organisation year after year

12 2006 was a great year financially Strong results based on progress in all regions Strong performance on international brands Merger in Russia successfully completed Lifted profit expectations twice during the year Net sales growth 8%; organic growth 6% Operating profit up 15% - ahead of guidance Share price up 60% over the year Credit rating obtained

13 Key value drivers Increase competitiveness in Western Europe Continue the development of BBH Develop Asia and South East Europe Develop real estate

14 Production Excellence

15 PRODEX PROGRAM HAS FOCUS ON THE ANCHOR PLANTS Anchor plant Support plant Northampto n Gjelleråsen Fredericia Rheinfelden Varese Anchor plants Izmir Kereva Falkenberg Szczecin Brzesko Koprivnica Support plants Bulgaria: under development / not evaluated Fredericia > Valby Brzesko > Wroclaw Rheinfelden > Fribourg & Sion Northampton > Leeds Gjelleråsen > Bodø, Arendal & Trondheim Kerava > Pori Izmir > n.a. Falkenberg > n.a. Varese > Ceccano Szczecin > Sierpc Koprivnica > n.a.

16 CARLSBERG NEED TO IMPROVE PROFITABILITY TO MEET MARKET EXPECTATIONS Low return on investment Unimpressive return on sales ROI (1) (%) WACC ,6 14 ROS (2) (%) ,9 A-B Heineken SAB Carlsberg Br. 8,4 Interbrew 8 8 7,8 Asset productivity below peer group Asset prod. (3) 2,0 1,5 1,0 1, ,76 1,25 1,02 1,01 0 SAB A-B Heineken Interbrew Carlsberg Br. 0,5 0,0 SAB Heineken A-B Interbrew Carlsberg Br. (1) ROI = Rona = (EBIT tax)/(net assets), where net assets = total assets current liabilities (2) EBIT/sales (3) Sales/Net assets Note: Peer data from 2000; Carlsberg data from 2001 Source: Annual reports 2000 and 2001; BCG analysis

17 Scope of ProdEx Inside Scope All production related activities from raw material intake to the palletizer are included Brewing and Beer processing Packaging Utilities Direct Labor Maintenance Support functions primarily focus on Quality / Lab Outside scope Procurement improvements Planning, Warehousing, Transportation & Distribution Exceptions In some subsidiaries it has been decided to include e.g. warehousing and planning

18 GROSS GAPS HAVE BEEN IDENTIFIED THROUGH EXTENSIVE BENCHMARKING Gross Gaps Equals Delta Performance Versus Average Of Top 25 Percentile Methodology Example 1. Each individual cost driver is benchmarked against Other relevant CB peers 2. Gross gap estimated for each production cost category along key driver Against average of top 25% performing breweries in the group 3. Gaps are aggregated across countries and compared to cost base to reality check estimates Fredericia Panonska2 Gjelleråsen Brzesko Varese Bosman A Cost 1 drivers A 2 A Top 25% benchmark 0 0,5 1 1,5 2 2,5 %

19 DIRECT LABOR PRODUCTIVITY IN BREWING AND PROCESSING Labor productivity in hl/fte hour Kerava Hannen Fredericia Ceccano Cardinal ProdExBenchmark Varese Türk Tuborg Falkenberg Gjelleråsen Northam pton Braunschweig Dresden Hamburg Rheinfelden Lübz Panonska Bosm an Leeds Kasztelan Piast Brzesko Valaisanne Labor productivity in brewing, hl/ FTE hour Source: Benchmark study; CCSC

20 TEN ANCHOR PLANTS CONTRIBUTE TO THE PRODEX NET SAVINGS POTENTIAL OF 46.5M EUR MEUR ,5 10, , , , , ,25 3,22 2,14 1,01 0,95 0,86 0 Net potential Fredericia Northampton Gjelleråsen Kerava Rehinfleden Falkenberg Izmir Brzesko Varese Panonska Bosman Source: Benchmark study; Potential impact study McKinsey; BCG analysis

21 PRODEX OVERALL TIME PLAN Example Main activities Week Aug September October Decemb November er Phase 0: Pre-study Phase I Potential identification Phase II Solution development Meetings Kick-off 18/8 4/9 Project management meetings 2/9 23/9 21/10 5/11 25/11 11/12 (TBC) Steering group meetings 4/9

22 MAIN PHASES AND DELIVERABLES Phase 0 Phase I Phase II Phase III Pre-structuring 3 weeks Identification of potential 8 weeks Solution development 6 weeks Implementation and realization 0 2 years Activities Develop rationale and objective Create buy in Analyze/summarize existing material Develop hypothesis and focus Plan phase I Design and mobilize project organization Map key processes Collect data and analyze Process effectiveness Utilization Yield Uptime Etc. Identify root causes of inefficiencies Develop improvement areas Develop specific solutions Perform investment analyses Verify potentials Plan implementation Develop measurement and control system Implement operational and structural changes Realize effects Measure and monitor progress and realization Tight follow up in management team Output A well structured project up and running Identification of possible quick hits Estimate economic potential Solid understanding of present position Areas of improvement Total economic potential Main improvement areas A large number of well defined actions for implementation Detailed plans, metrics and milestones System to monitor implementation Best in class cost competitiveness A more dynamic organization trained to change Plan for next phase

23 Organisation for initial plants Steering Committee CCSC SCP or VP Carlsberg Country Supply Chain and / or Carlsberg Country Production responsible VP, BCG Plant Manager CCSC liason Manager, BCG Overall Project Management Area Experts Daily Project Management Plant Controller TBD Local PL PL, BCG Visiting PL Plant controller Work group 1 Work group 2 Work group 3 Work group 4 Line manager, 25 50% Line manager, 25 50% Line manager, 25-50% Line manager, 25 50% 2 6 work group members with 25 50% time allocation according to needs 2 6 work group members with 25-50% time allocation according to needs 2 6 work group members with 25 50% time allocation according to needs 2 6 work group members with 25 50% time allocation according to needs Consultant BCG, 50% Consultant BCG, 50% Consultant BCG, 50% Consultant BCG, 50%

24 THE STEERING GROUP ROLE Responsibilities of steering group / overall project management Administrative responsibilities establish project management set targets and give direction for work assist in solving conflicts Content contribution set ambition level give recommendations on scoping of work evaluate and give feedback on presented recommendations actively assist in prioritizing work going forward The steering group meets approximately at the end of each phase, overall project management meets on a monthly basis Material is presented by project leaders and/or workgroup participants

25 PROJECT MANAGEMENT ROLE Responsibilities of Project Management Communicate progress to steering group Set direction and scope for modules Develop work plan with milestones for project Develop communication plan Secure close working relationship with local plant management Anchor findings with key stakeholders Prioritize work Speaking partner for modules on analyses Insulate work-groups from organizational noise Assist in solving conflicts in work-groups Follow-up modules to ensure progress and quality on deliverables Project management discusses overall progress and frequently participates or sits-in on important workshops in work-groups

26 THE MODULE LEADER ROLE Own process The module leader owns the results and is overall responsible for the outcome of process Be present at all meetings and preferably lead meeting Present findings Module leader will present results to steering group Communicate progress to other key stakeholders In addition the module leader will in most projects participate in Data collection Analyses Handle conflicts

27 WORK GROUP COMPOSITION IS KEY FOR SUCCESS Guidelines on Workgroup Definition Workgroups should generally be in line with organizational structure Facilitates implementation later on It is however a must to clarify interfaces between the different workgroups in order to capture potentials from better cooperation across Workgroup composition should reflect the potential in respective area No sense in assigning high level of resources if saving potential is low Optimal number of participants needs to be defined Start off with a smaller group and increase according to needs Continuously consider trade-off between efficient groups, i.e. generally smaller groups, and the need for high involvement, i.e. large number of participants Participants should come from all areas within the unit Make sure to include participants with knowledge on areas where potentials have been identified Push for involving operators

28 SELECTING THE RIGHT EMPLOYEES FOR THE TEAM Careful Selection of PL General points: People selected should have knowledge of the organization and the area of the workgroup they are assigned to Project participants should be high performing individuals ensuring both analytic and practical capabilities Work groups should be both cross functional and cross hierarchical People need to be freed partially from their daily workload to ensure time and dedication to the project It is usually the most busy, good people you need!! Project leader is very crucial figure for success, i.e. he should be selected very carefully When choosing it should be considered that she/he needs to... be a high performing individual have deep understanding of organization know employees in order to assign right people to workgroups have knowledge about data available be able to dedicate at least 50% of her/his to the improvement project

29 COMMUNICATION CHANNELS NEED TO BE ESTABLISHED Example Fredericia Dialogue / cantina meetings Department meetings CBDK bulletin Carlsberg TV Possible Intranet Target group Employees in all departments Employees in the department Employees in CBDK Employees in CBDK Employees in CBDK Content Project progress, content, and next step Improvement suggestions in the department and next steps Project progress, content, and next step Content and concrete examples on improvement suggestions Short "wrap-up" (status, next step, outstanding issues) Format key slides 3 5 key slides 1 article N/A 1 2 slides Frequency 2 3 times before Christmas Every 3 4 weeks After major project milestones/when needed After major project milestones/when needed After steering group meetings Responsible for content Project management Module responsible SC management SC management Project management Responsible for execution Project management Department heads SC management Carlsberg TV Support team (?)

30 COMMUNICATION PLAN NEEDS TO BE ESTABLISHED Example Fredericia Main activities Week August September October Decembe November r Dialogue / canteen meetings Departmental meetings CBDK bulletin Carlsberg TV Intranet Phases Pre-structuring Identification of potential Development of solutions

31 WAVE 4 HAS JUST STARTED Jul Aug Sep Oct Nov Dec Jan Mar Jun Sep Dec Jan Feb Mar Apr MayJuneJuly Aug Sep Oct Nov Dec Wave 4 Wave 3 Wave 2 Pilots Fredericia/ Brzesko/ Rheinfelden Gjelleråsen Valby Northampton Kereva Pori Izmir Norway (2) Leeds Poland (2) Switzerland (4) Kuala Lumpur Holsten Hamb. Falkenberg Italy Holsten (3) Panonska 2003 Phase 0 II 2004 Phase 0 II Phase 0 II Phase 0 II Phase 0 II Phase 0 II Phase 0 II Phase 0 II Phase 0 II Phase 0 II Phase 0 II Phase 0 II Phase 0 II 2005 Implementation Implementation Implementation Implementation Implementation Implementation Implementation Implementation Implementation Implementation Implementation Implementation Implementation Phase 0 II Implementation Phase 0 II Implementation Phase 0 II Implementation Phase 0 II Implementation

32 6,6 MIO. DKK I POTENTIALE INDENFOR BRYG FRA BEMANDING OG SVIND Forbedringsområde Specifikke indsatsområder Estimeret potentiale Estimeret investering Bemanding operatører Gennemførte reduktioner i stk. Reducere bemanding med 4 stk. ved at bygge om kontrolrum Reducere bemanding med 4 stk. ved at øge fleksibilitet (ny bemanding er 30 stk.) og bruge sommervikarer 1,4 mio. DKK 1,4 mio. DKK 1,05 mio. DKK 0,13 mio. DKK Bemanding funktionærer Reducere ekstrakt i gær Reducere tab af restøl Gennemførte reduktioner i stk. Optimere proces og dermed nå 11,5% Ændre styring og benytte GBT som OGT (1) Ændre rutiner for operatører Bygge om ventilmatrix for at muliggøre restøl til GT selv når urt sendes gennem matrix 0,8 mio. DKK 0, 4 mio. DKK 0, 1 mio. DKK 0,03 mio. DKK 0,03 mio. DKK 0,05 mio. DKK 0,56 mio. DKK 0,33 mio. DKK Ændre driftsform af pasteur Optimere drift af pasteur Ø2 for at undgå at den "vælter" 0,03 mio. DKK Ændre driftsform af pasteur for at undgå så meget restøl fra buffertanke 0,12 mio. DKK tillade højere PU på øl 0,11 mio. DKK Reducere svind fra ventilmatrix Tab i tapperi forårsaget af Bryg Bulk-pasteur Optimer tidspunkter for fyldning og tømning af tryktanke Bygge om ventilmatrix for at kunne samle op øl som restøl Rutiner er forbedret for at undgå de optræk som var forårsaget af Bryg i 2002 Optimere set-up af bulk pasteur 0,04 mio. DKK 0,28 mio. DKK 0,33 mio. DKK 0,35 mio. DKK 0,06 mio. DKK (1) GBT = Gær Bærme Tank; OGT = Overskuds Gær Tanke

33 UDVIKLING AF KPIer I 2004 OG 2005 KPI krav ved afslutning af hvert kvartal KPI dec kv kv kv kv kv kv kv kv Antal operatører (i MÅ) Antal funktionærer (i MÅ) Svind (i %) 4,8 4,75 (1) 4,69 (2) 4,11 (3) 3,97 (4) 3,97 3,4 (5) 3,4 3,4 (1) Reduktion på 18 ton ekstrakt fra restøl (2) Reduktion på 14 ton fra ventilmatrix og 8 ton fra væltede pasteurer (3) Reduktion på 92 ton fra ventilmatrix og 120 ton fra PALL (4) Reduktion på 21 ton fra bulk-pasteur og 30 ton fra PALL (5) Reduktion på 200 ton fra restøl

34 TILTAG TIL NEDBRINGELSE AF SVIND DOKUMENTERET

35 80% AF POTENTIALET IMPLEMENTERES ALLEREDE I 2004 Implementeringsfart ultimo Regnskabsmæssig effekt Potentiale (k DKK) k DKK k DKK 10% 21% 39% 59% 70% 82% 89% 94% 100% 90% 80% 70% Flere tiltag svind og nedbemanding Nedbemanding fra 31 til 30 pension 60% 50% 40% 30% kv kv kv 2004 Nedbemanding 4 operatører 4. kv kv kv kv kv % 10% 0% Kilde: Arbejdsgruppe; Team analyse Regnskabsmæssi g effekt Fart i implementering

36 Aktivitet med kommentarer og evt. ansvarlige Projekt: Energi Underprojekt: Energiforbrug Bryg TB xx x x Investering (k DKK) Reduktion i bemanding (MÅ) Aktivitet med kommentarer og evt. ansvarlige Projekt: Energi Underprojekt: Energiforbrug Bryg TB xx x x Investering (k DKK) Reduktion i bemanding (MÅ) Aktivitet med kommentarer og evt. ansvarlige Projekt: Energi Underprojekt: Energiforbrug Bryg TB xx x x Investering (k DKK) Reduktion i bemanding (MÅ) Aktivitet med kommentarer og evt. ansvarlige Projekt: Energi Underprojekt: Energiforbrug Bryg TB xx x x Investering (k DKK) Reduktion i bemanding (MÅ) Aktivitet med kommentarer og evt. ansvarlige Projekt: Energi Underprojekt: Energiforbrug Bryg TB xx x x Investering (k DKK) Reduktion i bemanding (MÅ) Aktivitet med kommentarer og evt. ansvarlige Projekt: Energi Underprojekt: Energiforbrug Bryg TB xx Gentagend Engangspotentiale Milepæle e potentiale (dato) Projektansvarlig: (k DKK) Peter Rasmussen (k DKK) Godkender: Gentagend Engangspotentiale Milepæle e potentiale (dato) Projektansvarlig: (k DKK) Peter Rasmussen (k DKK) Godkender: Gentagend Engangspotentiale Milepæle e potentiale (dato) Projektansvarlig: (k DKK) Peter Rasmussen (k DKK) Godkender: Gentagend Engangspotentiale Milepæle e potentiale (dato) Projektansvarlig: (k DKK) Peter Rasmussen (k DKK) Godkender: Gentagend Engangspotentiale Milepæle e potentiale (dato) Projektansvarlig: (k DKK) Peter Rasmussen (k DKK) Godkender: Gentagend Engangspotentiale Milepæle e potentiale (dato) Projektansvarlig: (k DKK) Peter Rasmussen (k DKK) Godkender: x x Investering (k DKK) Reduktion i bemanding (MÅ) Carlsberg A/S POTENTIALET SKAL REALISERES GENNEM SEKS UNDERPROJEKTER Projekt: Bryg Ansvarlig: Anders Kokholm # aktiviteter: 45 Potentiale: 6,64 mio. DKK Investering: 0,96 mio. DKK Underprojekt Operatører Bryg Funktionærer Bryg Reducere ekstrakt i gær Reducere tab af restøl Ændre drift af pasteur Andre svindtiltag Ansvarlig Anders Kokholm Anders Kokholm Thomas Søndergård Thomas Søndergård Thomas Søndergård Thomas Søndergård # aktiviteter 14 stk. 1 stk. 10 stk. 6 stk. 7 stk. 7 stk. Potentiale 3,85 mio. DKK 0,80 mio. DKK 0,50 mio. DKK 0,61 mio. DKK 0,15 mio. DKK 0,73 mio. DKK Investering 0,13 mio. DKK 0,06 mio. DKK 0,325 mio. DKK 0,11 mio. DKK 0,325 mio. DKK

37 ROADMAPPINGSTRUKTUREN PÅ TUBORG ER PÅ PLADS TOTALT 38 ROADMAPS Tuborg Fredericia Bryg Tap Lager Vedligehold Kvalitet Utilities Andet Manning Losses Manning Manning Quality organization Karin Udby Energy Consumption Planning Reduce number of operators Anders Kokholm Reduce number of white collars Anders Kokholm Losses Reduce beer loss primarily D1 Jan V. Mikkelsen Reduce production breakage Jan V. Mikkelsen Reduce beer returned to brewhouse Jan V. Mikkelsen Reduce number of truck drivers TB warehouse Michael Berthelsen Reduce number of truck drivers TB warehouse Michael Berthelsen Others Introduce technical operators Finn F. Andersen Reduce staff in spare parts warehouse Allan Pedersen Reduce staff in Brew/EC maintenance Lars Møller Nielsen Energy consumption Brewing TB Peter Rasmussen Energy consumption Filling TB Ole C. Olesen Danfoss contract TB Peter Rasmussen Reduce number of change-overs Tap Tuborg Bettina Andersen Organizational changes in Planning Dep. Søren Ravn Improve communication and cooperation Søren Ravn Reduce extract in yeast Thomas Søndergaard Reduce loss of returnable bottles Jan V. Mikkelsen Decrease pallet and truck costs TB Klaus E. Schmidt Others Energy projects Administration Reduce loss of recovered beer Thomas Søndergaard Manning Introduce conditionbased maintenance Finn F. Andersen Surplus energy transfer TB-CC Peter Rasmussen Reduce manning in adm. support team Lisbeth Pedersen Change operating mode of pasteurizers Thomas Søndergaard Reduce line manning Lars G. Hansen Improve collection and use of data Finn F. Andersen Consumables costs TB Lisbeth Pedersen Other loss reducing initiatives Thomas Søndergaard Improve flexibility Michael Berthelsen Reduce consumption in Brewing/Energycenter Lars Møller Nielsen Facility Management Implement new mgmt. concept Michael Berthelsen Outsource weekend cleaning Jan V. Mikkelsen Reduce procurement costs Lars Chorfixsen Outsource cantina Jørn Fredriksen Outsource adm. cleaning Jørn Fredriksen Outsource renovation Jørn Fredriksen Reduce maintenance of buidlings Jørn Fredriksen

38 ROAD MAPPING TOOL TO FOLLOW THE IMPLEMENTATION OF PRODEX Regular submission Worst case traffic light status Forced comments for off-track by Milestones, Impacts and DICE Road map tracks milestone dates and impacts Frozen plan values Provision for regular updates

39 ET MØDE PÅ ALLE NIVEAUER PER MÅNED Opfølgningsproces for ProdEx Fredericia Niveau Tidslinie for månedlig proces hver måned CCSC CCSC kernegruppemøde 11. hver måned 19. hver måned 28. hver måned Programmeringskontor (Roadmap Controller) Udarbejdelse af rapporter Udarbejdelse af rapporter Udarbejdelse af rapporter Pilot Plant niveau (Roadmap koordinator) Mellem den 12. og 18. hver måned Lokalt / projektmøde til løsning af hovedspørgsmål Mellem den 20. og 25. hver måned ProdEx FB møde Nøglebeslutning og opfølgning Roadmap ejerskab Opdatering RM Opdatering RM Opdatering RM Nøglebeslutning og opfølgning senest den 10. hver måned 18. hver måned 26. hver måned 5. hver måned

40 Example of Overall Roadmap status

41 Example of Roadmap status Figures are accumulated does not show the yearly effect Shows only the status

42 Back-up OVERALL ROADMAP STATUS 31 DEC 2004 (I/II) Carlsberg ProdEx Milestone Status Impact Status 31/ % 100% Issues - Overall progress on track especially in Switzerland, Finland and Turkey - Gjelleråsen and especially Valby off track - Northampton impact status on track but many off-track milestones, which means that the they estimate to be 3-6 months behind schedule Fredericia 96.1% 98% - Reduced procurement impact - Overall impact is still expected to be reached - Impact beer losses in Filling is 150 K EUR above target Coca Cola 97.8% 98.0% - Energy consumption: Implementation of Danfoss reports, still awaits CAPEX confirmation (local issue) - Procurement savings: More time needed for negotiations 99.3% 101% - On track Brzesko Def: Milestone status: Number of red milestone as a percentage of the total number of milestones Impact status: Actual impact (accounting effect) as a percentage of the planned impacts 0-2% 2-5% Above 5%

43 Lessons learned Rigous follow up Training of key people crucial to achive critical mass of own people Well structured training Clear communication plan Facilitate networking internally Plan for success Chose participants in work group carefully No possiblity to relax Get the consultants out Make sure key people get all training and the same also key in retaining people Prevents myths and a chance to reemphasise background Quicker transfer of experiences and thereby improvements Æasdjlæqjsfk

44 Did we deliver? ProdEx Targets Target end of 2007: more than doubled compared to original target Implementation according to plan >97% of financial impact on track. 93% of FTE-reduction is finalised, target: FTE s 70% of all Roadmaps (451 of 643) have been completed 14-16% more delivered than BM-target Still high commitment from local management Last implementations Q last follow up roadmaps end 2007 However we did not achieve embedding continuous improvements

45 Non material cost have developed positively over last years but development is now stagnating Non material cost in percent of 2003 ProdEx running out of steam E Savings projects becoming increasingly difficult Negative development on packaging types (small pack large pack) Source: GSC Finance

46

47 Three dimensions used to describe the future state Operating system Relentless loss elimination End-to-end design Priority on people: health & safety Production planning & logistics Quality systems Maintenance systems Manpower systems Operating System Management Infrastructure Mindsets & Behaviors Management Infrastructure Performance Management System Organizational Structure Capability building processes Support function processes Continuous Improvement Infrastructure Mindsets & Behavior Understanding & commitment Aligned systems and structure Skills and competencies Role modeling 47

48

Procuring sustainable refurbishment

Procuring sustainable refurbishment SURE den 21. marts 2012 Procuring sustainable refurbishment Niels-Arne Jensen, Copenhagen City Properties (KEjd) Copenhagen Municipality KOMMUNE 1 Agenda About Copenhagen City Properties Background and

Læs mere

Danske Bank Leadership Communication

Danske Bank Leadership Communication Danske Bank Leadership Communication Morten Dal - Chief Communications Advisor Info-netværkskonferencen 7.- 8. oktober Munkebjerg Hotel Vejle 09-10-2013 2 3 3 Agenda slide Background MOVE Feedback reports

Læs mere

From innovation to market

From innovation to market Nupark Accelerace From innovation to market Public money Accelerace VC Private Equity Stock market Available capital BA 2 What is Nupark Accelerace Hands-on investment and business developmentprograms

Læs mere

Byg din informationsarkitektur ud fra en velafprøvet forståelsesramme The Open Group Architecture Framework (TOGAF)

Byg din informationsarkitektur ud fra en velafprøvet forståelsesramme The Open Group Architecture Framework (TOGAF) Byg din informationsarkitektur ud fra en velafprøvet forståelsesramme The Open Group Framework (TOGAF) Otto Madsen Director of Enterprise Agenda TOGAF og informationsarkitektur på 30 min 1. Introduktion

Læs mere

Traffic Safety In Public Transport

Traffic Safety In Public Transport Traffic Safety In Public Transport 13 October 2014 Arriva Denmark 2 Arriva Denmark Arriva has been part of public transport in Denmark since 1997 Arriva Denmark provides passenger transport by bus, train

Læs mere

Projektledelse i praksis

Projektledelse i praksis Projektledelse i praksis - Hvordan skaber man (grundlaget) for gode beslutninger? Martin Malis Business Consulting, NNIT mtmi@nnit.com 20. maj, 2010 Agenda Project Governance Portfolio Management Project

Læs mere

Sport for the elderly

Sport for the elderly Sport for the elderly - Teenagers of the future Play the Game 2013 Aarhus, 29 October 2013 Ditte Toft Danish Institute for Sports Studies +45 3266 1037 ditte.toft@idan.dk A growing group in the population

Læs mere

Engelsk. Niveau C. De Merkantile Erhvervsuddannelser September 2005. Casebaseret eksamen. www.jysk.dk og www.jysk.com.

Engelsk. Niveau C. De Merkantile Erhvervsuddannelser September 2005. Casebaseret eksamen. www.jysk.dk og www.jysk.com. 052430_EngelskC 08/09/05 13:29 Side 1 De Merkantile Erhvervsuddannelser September 2005 Side 1 af 4 sider Casebaseret eksamen Engelsk Niveau C www.jysk.dk og www.jysk.com Indhold: Opgave 1 Presentation

Læs mere

Engelsk. Niveau D. De Merkantile Erhvervsuddannelser September Casebaseret eksamen. og

Engelsk. Niveau D. De Merkantile Erhvervsuddannelser September Casebaseret eksamen.  og 052431_EngelskD 08/09/05 13:29 Side 1 De Merkantile Erhvervsuddannelser September 2005 Side 1 af 4 sider Casebaseret eksamen Engelsk Niveau D www.jysk.dk og www.jysk.com Indhold: Opgave 1 Presentation

Læs mere

Small Autonomous Devices in civil Engineering. Uses and requirements. By Peter H. Møller Rambøll

Small Autonomous Devices in civil Engineering. Uses and requirements. By Peter H. Møller Rambøll Small Autonomous Devices in civil Engineering Uses and requirements By Peter H. Møller Rambøll BACKGROUND My Background 20+ years within evaluation of condition and renovation of concrete structures Last

Læs mere

Enterprise Strategy Program

Enterprise Strategy Program Enterprise Strategy Program Putting Business Before Technology Anders Bonde Enterprise Strategy Lead, Microsoft Services Denmark Er Enterprise Strategy noget for dig? Det ultimative spørgsmål... Måske

Læs mere

Flag s on the move Gijon Spain - March 2010. Money makes the world go round How to encourage viable private investment

Flag s on the move Gijon Spain - March 2010. Money makes the world go round How to encourage viable private investment Flag s on the move Gijon Spain - March 2010 Money makes the world go round How to encourage viable private investment Local action groups in fisheries areas of Denmark Nordfyn The organization of FLAG

Læs mere

Semco Maritime - Vækst under vanskelige vilkår. Offshoredag 2009 Vice President Hans-Peter Jørgensen

Semco Maritime - Vækst under vanskelige vilkår. Offshoredag 2009 Vice President Hans-Peter Jørgensen Semco Maritime - Vækst under vanskelige vilkår Offshoredag 2009 Vice President Hans-Peter Jørgensen Agenda Semco Maritime forretningen Vækst via internationalisering Fremtidig vækststrategi Konsekvenser

Læs mere

Der var engang 70érne avn i 80érne industrien flytter København i 00 erne opsving København i 00érne København i 2009 Cop 15 København 2010 København 2010 Klimatilpasningsplanen København The Copenhagen

Læs mere

Supplier development så langt kan man nå i samarbejdet mellem kunde og leverandør. Søren Jepsen 13. Juni 2013

Supplier development så langt kan man nå i samarbejdet mellem kunde og leverandør. Søren Jepsen 13. Juni 2013 Supplier development så langt kan man nå i samarbejdet mellem kunde og leverandør. Søren Jepsen 13. Juni 2013 Solar in short Solar is one of Northern Europe s leading technical wholesalers Listed on NASDAQ

Læs mere

Sikkerhed & Revision 2013

Sikkerhed & Revision 2013 Sikkerhed & Revision 2013 Samarbejde mellem intern revisor og ekstern revisor - og ISA 610 v/ Dorthe Tolborg Regional Chief Auditor, Codan Group og formand for IIA DK RSA REPRESENTATION WORLD WIDE 300

Læs mere

Design til digitale kommunikationsplatforme-f2013

Design til digitale kommunikationsplatforme-f2013 E-travellbook Design til digitale kommunikationsplatforme-f2013 ITU 22.05.2013 Dreamers Lana Grunwald - svetlana.grunwald@gmail.com Iya Murash-Millo - iyam@itu.dk Hiwa Mansurbeg - hiwm@itu.dk Jørgen K.

Læs mere

Experience. Knowledge. Business. Across media and regions.

Experience. Knowledge. Business. Across media and regions. Experience. Knowledge. Business. Across media and regions. 1 SPOT Music. Film. Interactive. Velkommen. Program. - Introduktion - Formål og muligheder - Målgruppen - Udfordringerne vi har identificeret

Læs mere

Financial Literacy among 5-7 years old children

Financial Literacy among 5-7 years old children Financial Literacy among 5-7 years old children -based on a market research survey among the parents in Denmark, Sweden, Norway, Finland, Northern Ireland and Republic of Ireland Page 1 Purpose of the

Læs mere

Strategic Capital ApS has requested Danionics A/S to make the following announcement prior to the annual general meeting on 23 April 2013:

Strategic Capital ApS has requested Danionics A/S to make the following announcement prior to the annual general meeting on 23 April 2013: Copenhagen, 23 April 2013 Announcement No. 9/2013 Danionics A/S Dr. Tværgade 9, 1. DK 1302 Copenhagen K, Denmark Tel: +45 88 91 98 70 Fax: +45 88 91 98 01 E-mail: investor@danionics.dk Website: www.danionics.dk

Læs mere

Baltic Development Forum

Baltic Development Forum Baltic Development Forum 1 Intelligent Water Management in Cities and Companies developing and implementing innovative solutions to help achieve this objective. Hans-Martin Friis Møller Market and Development

Læs mere

Finn Gilling The Human Decision/ Gilling September Insights Danmark 2012 Hotel Scandic Aarhus City

Finn Gilling The Human Decision/ Gilling September Insights Danmark 2012 Hotel Scandic Aarhus City Finn Gilling The Human Decision/ Gilling 12. 13. September Insights Danmark 2012 Hotel Scandic Aarhus City At beslutte (To decide) fra latin: de`caedere, at skære fra (To cut off) Gilling er fokuseret

Læs mere

Elite sports stadium requirements - views from Danish municipalities

Elite sports stadium requirements - views from Danish municipalities Elite sports stadium requirements - views from Danish municipalities JENS ALM Ph.d. student Malmö University jens.alm@mah.se Analyst Danish Institute for Sports Studies jens.alm@idan.dk Background Definitions

Læs mere

DIRF Samspil mellem IR og øvrig ekstern kommunikation

DIRF Samspil mellem IR og øvrig ekstern kommunikation DIRF Samspil mellem IR og øvrig ekstern kommunikation Iben Steiness Director, Carlsberg Investor Relations Agenda Introduktion Ekstern kommunikation i Carlsberg IR vs medier Praktiske eksempler Page 2

Læs mere

Brüel & Kjær cooperation with Turbomeca - France

Brüel & Kjær cooperation with Turbomeca - France Brüel & Kjær cooperation with Turbomeca - France www.bksv.com Brüel & Kjær Sound & Vibration Measurement A/S. Copyright Brüel & Kjær. All Rights Reserved. Turbomeca Turbine manufacturer - France 6,360

Læs mere

Agenda Subject Time Status Annex Comments

Agenda Subject Time Status Annex Comments Board Meeting - Draft Agenda Wednesday, January, 30 th From 15.00 to 20.00 19.30: Dinner Agenda 1, Annex 01 Agenda Subject Time Status Annex Comments 1. Welcome and approval of the agenda 15.00 15.10 01

Læs mere

Lovkrav vs. udvikling af sundhedsapps

Lovkrav vs. udvikling af sundhedsapps Lovkrav vs. udvikling af sundhedsapps Health apps give patients better control User Data Social media Pharma Products User behaviour Relatives www Self monitoring (app) data extract Healthcare specialists

Læs mere

Vores mange brugere på musskema.dk er rigtig gode til at komme med kvalificerede ønsker og behov.

Vores mange brugere på musskema.dk er rigtig gode til at komme med kvalificerede ønsker og behov. På dansk/in Danish: Aarhus d. 10. januar 2013/ the 10 th of January 2013 Kære alle Chefer i MUS-regi! Vores mange brugere på musskema.dk er rigtig gode til at komme med kvalificerede ønsker og behov. Og

Læs mere

EU funding guide: Why and how to apply in Horizon 2020

EU funding guide: Why and how to apply in Horizon 2020 Horizon2020 (2014-2020): budget of just over 70 billion EU funding guide: Why and how to apply in Horizon 2020 Nikolaj Helm-Petersen nikhel@um.dk Innovation Centre Denmark Munich. Danish research attaché

Læs mere

1. Formål og mål med indførelsen af værktøjet

1. Formål og mål med indførelsen af værktøjet 1. Formål og mål med indførelsen af værktøjet Afdæk og fastlæg, hvad der driver projektet Identificer langsigtede virksomhedsmål Fastlæg implementeringens centrale leverancer Prioriter og planlæg delmål

Læs mere

Innonet Lifestyle Interior & Clothing Innovationsnetværket Livsstil Bolig & Beklædning

Innonet Lifestyle Interior & Clothing Innovationsnetværket Livsstil Bolig & Beklædning Be#na Simonsen Man. Director Development Centre UMT & Innonet Lifestyle- Interior & Clothing www.innonetlifestyle.com Match Making for Innovation Being a small country Denmark has a grounded tradition

Læs mere

Trolling Master Bornholm 2016 Nyhedsbrev nr. 7

Trolling Master Bornholm 2016 Nyhedsbrev nr. 7 Trolling Master Bornholm 2016 Nyhedsbrev nr. 7 English version further down Så var det omsider fiskevejr En af dem, der kom på vandet i en af hullerne, mellem den hårde vestenvind var Lejf K. Pedersen,

Læs mere

Aktivering af Survey funktionalitet

Aktivering af Survey funktionalitet Surveys i REDCap REDCap gør det muligt at eksponere ét eller flere instrumenter som et survey (spørgeskema) som derefter kan udfyldes direkte af patienten eller forsøgspersonen over internettet. Dette

Læs mere

Den røde tråd fra testdækning til releasemetrikker

Den røde tråd fra testdækning til releasemetrikker Den røde tråd fra testdækning til releasemetrikker The art of developing software cheaper, in good quality and at schedule Software-Pro Agenda Den røde tråd fra testdækning til releasemetrikker Mange har

Læs mere

DIRF IR strategi og implementering. 15 Marts 2011, Michael von Bulow, IR, Danmark

DIRF IR strategi og implementering. 15 Marts 2011, Michael von Bulow, IR, Danmark DIRF IR strategi og implementering 15 Marts 2011, Michael von Bulow, IR, Danmark Agenda Vores værdier IR og organisationen Planning wheel IR politik Aktiviteter & Output & KPI Udfordringer 2 Our five values

Læs mere

Hvordan forstår vi den styringsudfordring, vi står over for? Holger Højlund, MDI, 23. oktober

Hvordan forstår vi den styringsudfordring, vi står over for? Holger Højlund, MDI, 23. oktober Hvordan forstår vi den styringsudfordring, vi står over for? Holger Højlund, MDI, 23. oktober Styring i det moderne samfund Høj kompleksitet vanskeliggør tillid (Luhmann) Organisationer (Beslutninger,

Læs mere

Lean. Af Janni Nielsen & Rasmus Bukkehave. Forsvar af speciale: 27. februar 2007. - Fasthold forbedringer & løbende forbedringer

Lean. Af Janni Nielsen & Rasmus Bukkehave. Forsvar af speciale: 27. februar 2007. - Fasthold forbedringer & løbende forbedringer Lean - Fasthold forbedringer & løbende forbedringer Forsvar af speciale: 27. februar 2007 Af Janni Nielsen & Rasmus Bukkehave 1 Agenda Introduktion Rapports anbefalinger Input fra Toyota i Bruxelles Kulturelle

Læs mere

Krav til bestyrelser og arbejdsdeling med direktionen

Krav til bestyrelser og arbejdsdeling med direktionen Krav til bestyrelser og arbejdsdeling med direktionen Lo skolen, 25. april 2014 Julie Galbo Hvad tænker lovgivere? The missing link It is not the case that boards of directors do not understand that capital

Læs mere

Implementing SNOMED CT in a Danish region. Making sharable and comparable nursing documentation

Implementing SNOMED CT in a Danish region. Making sharable and comparable nursing documentation Implementing SNOMED CT in a Danish region Making sharable and comparable nursing documentation INTRODUCTION Co-operation pilot project between: The Region of Zealand Their EHR vendor - CSC Scandihealth

Læs mere

The Maersk Mc-Kinney Moller Institute Staff Meeting

The Maersk Mc-Kinney Moller Institute Staff Meeting The Maersk Mc-Kinney Moller Institute Staff Meeting April. 9. 2010 Det Tekniske Fakultet Staff Meeting Agenda, April 9th. 2010 Coffee and breakfast rolls Research and Development Experiences Initiating

Læs mere

Studieordning del 3,

Studieordning del 3, Studieordning del 3, 2014-2016 Autoteknolog, Valgfri Uddannelseselementer Academy Profession Degree in Automotive Technology Version 0.1 Revideret 19. august 2015 Side 0 af 6 Indhold Studieordningens del

Læs mere

Den uddannede har viden om: Den uddannede kan:

Den uddannede har viden om: Den uddannede kan: Den uddannede har viden om: Den uddannede kan: Den uddannede kan: Den studerende har udviklingsbaseret viden om og forståelse for Den studerende kan Den studerende kan Den studerende har udviklingsbaseret

Læs mere

Userguide. NN Markedsdata. for. Microsoft Dynamics CRM 2011. v. 1.0

Userguide. NN Markedsdata. for. Microsoft Dynamics CRM 2011. v. 1.0 Userguide NN Markedsdata for Microsoft Dynamics CRM 2011 v. 1.0 NN Markedsdata www. Introduction Navne & Numre Web Services for Microsoft Dynamics CRM hereafter termed NN-DynCRM enable integration to Microsoft

Læs mere

New Nordic Food 2010-2014

New Nordic Food 2010-2014 New Nordic Food 2010-2014 Mads Randbøll Wolff Senior adviser Nordic Council of Ministers New Nordic Food The questions for today concerning New Nordic Food: - What is the goal for New Nordic Food? - How

Læs mere

The Use of RFID transponders By Klaus Nissen kni@berendsen.dk

The Use of RFID transponders By Klaus Nissen kni@berendsen.dk The Use of RFID transponders By Klaus Nissen kni@berendsen.dk Page 1 Agenda Berendsen Textile Service who we are How do we use the transponders The future Page 2 You have most probably used our products,

Læs mere

Horizon2020 og Eurostars 04.12.2014

Horizon2020 og Eurostars 04.12.2014 Horizon2020 og Eurostars 04.12.2014 What do we do to promote more international cooperation in Europe? Public R&D Actors needs to support Industry and in particular SMEs in this Challenge, but 89% of the

Læs mere

Center for Facilities Management

Center for Facilities Management Center for Facilities Management Per Anker Jensen Civilingeniør, PhD, MBA Lektor, BYG-DTU 1 Center for Facilities Management - Realdania forskning Baggrund Udvikling af fælles program for forskning og

Læs mere

Velfærdsteknologi i det nordiske samarbejde Seniorrådgiver Dennis C. Søndergård, Nordens Velfærdscenter

Velfærdsteknologi i det nordiske samarbejde Seniorrådgiver Dennis C. Søndergård, Nordens Velfærdscenter TROMSØ 2015 Velfærdsteknologi i det nordiske samarbejde Seniorrådgiver Dennis C. Søndergård, Nordens Velfærdscenter 18-06-2015 Nordic Centre for Welfare and Social Issues 1 Nordisk Ministerråd Blandt verdens

Læs mere

Øjnene, der ser. - sanseintegration eller ADHD. Professionshøjskolen UCC, Psykomotorikuddannelsen

Øjnene, der ser. - sanseintegration eller ADHD. Professionshøjskolen UCC, Psykomotorikuddannelsen Øjnene, der ser - sanseintegration eller ADHD Professionshøjskolen UCC, Psykomotorikuddannelsen Professionsbachelorprojekt i afspændingspædagogik og psykomotorik af: Anne Marie Thureby Horn Sfp o623 Vejleder:

Læs mere

Statistical information form the Danish EPC database - use for the building stock model in Denmark

Statistical information form the Danish EPC database - use for the building stock model in Denmark Statistical information form the Danish EPC database - use for the building stock model in Denmark Kim B. Wittchen Danish Building Research Institute, SBi AALBORG UNIVERSITY Certification of buildings

Læs mere

The Thesis M.Sc. In Technical IT (Civilingeniør)

The Thesis M.Sc. In Technical IT (Civilingeniør) 27. OCTOBER The Thesis M.Sc. In Technical IT (Civilingeniør) Electrical Engineering and ICT Who are we? Henrik Karstoft (hka@iha.dk) Ingeniørdocent @ASE, Leading the group in Signal Processing and Control@ASE/EICT

Læs mere

Forskning med Danske Bank CFIR-arrangement om forskning og innovation

Forskning med Danske Bank CFIR-arrangement om forskning og innovation Forskning med Danske Bank CFIR-arrangement om forskning og innovation 16 JUNI 2011 UDI Datalogi og Informatik, CBIT Roskilde Universitet Universitetsvej 1 Postboks 260 4000 Roskilde Telefon: 4674 2000

Læs mere

Decommissioning Development Project in Esbjerg. Foredrag hos Skibsteknisk Selskab By Peter Blach, Offshore Center Danmark

Decommissioning Development Project in Esbjerg. Foredrag hos Skibsteknisk Selskab By Peter Blach, Offshore Center Danmark Decommissioning Development Project in Esbjerg Foredrag hos Skibsteknisk Selskab By Peter Blach, Offshore Center Danmark 1 Background More than 7000 off-shore constructions world wide More than 600 off-shore

Læs mere

NÅR KUNDERNES FORVENTNINGER UDFORDRER HR S VANETÆNKNING SØREN CARLSEN, RAMBOLL

NÅR KUNDERNES FORVENTNINGER UDFORDRER HR S VANETÆNKNING SØREN CARLSEN, RAMBOLL NÅR KUNDERNES FORVENTNINGER UDFORDRER HR S VANETÆNKNING SØREN CARLSEN, RAMBOLL RAMBOLL GROUP Leading engineering, design and consultancy company Founded in Denmark in 1945 13,000 experts 300 offices in

Læs mere

CGI Microsoft-dagen 2015

CGI Microsoft-dagen 2015 Velkommen til: CGI Microsoft-dagen 2015 Torben Ryttersgaard Vice President, CGI Danmark CGI Group Inc. 2015 Dagens agenda 1 2 3 4 5 6 7 09.00-09.15: Velkommen 09.15-10.00: Plenum-indlæg: PANDORA 10.15-11.00:

Læs mere

Unitel EDI MT940 June 2010. Based on: SWIFT Standards - Category 9 MT940 Customer Statement Message (January 2004)

Unitel EDI MT940 June 2010. Based on: SWIFT Standards - Category 9 MT940 Customer Statement Message (January 2004) Unitel EDI MT940 June 2010 Based on: SWIFT Standards - Category 9 MT940 Customer Statement Message (January 2004) Contents 1. Introduction...3 2. General...3 3. Description of the MT940 message...3 3.1.

Læs mere

GN Store Nord A/S VAT number XBRL REVIEW REPORT

GN Store Nord A/S VAT number XBRL REVIEW REPORT GN Store Nord A/S VAT number 24 25 78 43 XBRL REVIEW REPORT Bemærk at dette er en gennemgangsrapport - en læsbar udgave af den dannede XBRL-fil. Denne rapport skal ikke indberettes til Erhvervsstyrelsen,

Læs mere

1 s01 - Jeg har generelt været tilfreds med praktikopholdet

1 s01 - Jeg har generelt været tilfreds med praktikopholdet Praktikevaluering Studerende (Internship evaluation Student) Husk at trykke "Send (Submit)" nederst (Remember to click "Send (Submit)" below - The questions are translated into English below each of the

Læs mere

Economy The cost minimization has finally started paying off, and will be used as a motivational factor in 2015.

Economy The cost minimization has finally started paying off, and will be used as a motivational factor in 2015. English resume The English resume is a short version of the minutes from the board meeting in order to give our international members an insight to the meetings. The English resume is not as detailed as

Læs mere

Udvikling af den danske offshore vind kompetence

Udvikling af den danske offshore vind kompetence April 28 2009 Udvikling af den danske offshore vind kompetence Morten Holmager Offshore Center Danmark The copyright of this entire presentation vests by Offshore Center Danmark. All rights reserved. The

Læs mere

Nu hedder Unigate Innovation:

Nu hedder Unigate Innovation: Nu hedder Unigate Innovation: Af Claus Holm Hvorfor nyt navn... Skabe sammenhæng mellem navn og profil Tydeliggøre vores fremadrettede vækst strategi Det nye navn signalerer nogle af de værdier vi står

Læs mere

Vor mission er at udvikle og forbedre vore kunders produkter ved at levere smags- og funktionelle ingredienser.

Vor mission er at udvikle og forbedre vore kunders produkter ved at levere smags- og funktionelle ingredienser. dk uk grundlagt i 1988 Kiranto Foods A/S blev grundlagt i 1988 af nuværende ejer og administrerende direktør Anders Toft. Ét enkelt agentur samt mange års viden og erfaring fra levnedsmiddelsektoren var

Læs mere

Trolling Master Bornholm 2013

Trolling Master Bornholm 2013 Trolling Master Bornholm 2013 (English version further down) Trolling Master Bornholm 2013 Husk at tjekke jeres reservationer! Vi ved, at der er nogen, som har lavet reservationer af overnatning, og at

Læs mere

Dagsorden. 1.Sidste nyt fra uddannelsen. 3.Markedsføring og deltagelse på uddannelsesmesser. 4.Praktik i efterårssemesteret 2009

Dagsorden. 1.Sidste nyt fra uddannelsen. 3.Markedsføring og deltagelse på uddannelsesmesser. 4.Praktik i efterårssemesteret 2009 Dagsorden 1.Sidste nyt fra uddannelsen 2.Valg Vl af formand for udvalget 3.Markedsføring og deltagelse på uddannelsesmesser 4.Praktik i efterårssemesteret 2009 5.Valg af faglige repræsentanter til udvalget

Læs mere

Eksempel på eksamensspørgsmål til caseeksamen

Eksempel på eksamensspørgsmål til caseeksamen Eksempel på eksamensspørgsmål til caseeksamen Engelsk niveau E, TIVOLI 2004/2005: in a British traveller s magazine. Make an advertisement presenting Tivoli as an amusement park. In your advertisement,

Læs mere

BIM in Denmark - ICT in Denmark

BIM in Denmark - ICT in Denmark BIM in Denmark - ICT in Denmark Presentation for SIA Switzerland June 9th 2016 Agenda 1. Who is this guy? 2. A bit about the BIM hype 3. Lessons learned 4. What now Switzerland? Tore Hvidegaard Slide 1

Læs mere

»Industrial water efficiency. Danish Water Forum, 30. april 2013 Karsten Nielsen, Forretningschef - vand, miljø og energi

»Industrial water efficiency. Danish Water Forum, 30. april 2013 Karsten Nielsen, Forretningschef - vand, miljø og energi »Industrial water efficiency Danish Water Forum, 30. april 2013 Karsten Nielsen, Forretningschef - vand, miljø og energi Markedet Industriens behov Danske løsninger - aktører »Market Opportunities Global

Læs mere

Managing stakeholders on major projects. - Learnings from Odense Letbane. Benthe Vestergård Communication director Odense Letbane P/S

Managing stakeholders on major projects. - Learnings from Odense Letbane. Benthe Vestergård Communication director Odense Letbane P/S Managing stakeholders on major projects - Learnings from Odense Letbane Benthe Vestergård Communication director Odense Letbane P/S Light Rail Day, Bergen 15 November 2016 Slide om Odense Nedenstående

Læs mere

Kommune og Amts Revision Danmark Statsautoriseret Revisionsaktieselskab

Kommune og Amts Revision Danmark Statsautoriseret Revisionsaktieselskab Kommune og Amts Revision Danmark Statsautoriseret Revisionsaktieselskab RESULTATOPGØRELSE 1. JANUAR - 31. DECEMBER Note 23 Nettoomsætning Andre eksterne omkostninger Bruttoresultat 1 Afskrivninger Resultat

Læs mere

Skovgaard International In Denmark and Abroad

Skovgaard International In Denmark and Abroad Skovgaard International In Denmark and Abroad Skovgaard International ApS is an independent consulting company specialised in strategic planning and designing modern pig production units. Curriculum Vitae

Læs mere

Totallivsomkostning som vejen frem Hvorfor leverandører af udstyr til den maritime branche bør indtænke service i deres forretningsstrategier

Totallivsomkostning som vejen frem Hvorfor leverandører af udstyr til den maritime branche bør indtænke service i deres forretningsstrategier Totallivsomkostning som vejen frem Hvorfor leverandører af udstyr til den maritime branche bør indtænke service i deres forretningsstrategier Section for Engineering Design and Product Development Dér

Læs mere

Healthcare Apps. OUH Odense University Hospital & Svendborg Hospital. Kiel, Germany, November 2013 1 05/12/13

Healthcare Apps. OUH Odense University Hospital & Svendborg Hospital. Kiel, Germany, November 2013 1 05/12/13 Healthcare Apps OUH Odense University Hospital & Svendborg Hospital Kiel, Germany, November 2013 1 05/12/13 Jesper Lakman Senior Consultant Digital InnovaGon (4 employees) IT Department (140 employees)

Læs mere

Forandringsledelse - hvorfor opnår nogle projekter succes mens andre fejler? 20. august 2009

Forandringsledelse - hvorfor opnår nogle projekter succes mens andre fejler? 20. august 2009 Forandringsledelse - hvorfor opnår nogle projekter succes mens andre fejler? 20. august 2009 Forandringsudfordringer Betydningen af effektiv forandringsledelse er ikke kendt Ledelsen er ikke aktiv og

Læs mere

Cooperation between LEADER groups and fisheries groups (FLAGS) René Kusier, National Network Unit, Denmark Focus group 3, Estonia February 2010

Cooperation between LEADER groups and fisheries groups (FLAGS) René Kusier, National Network Unit, Denmark Focus group 3, Estonia February 2010 Cooperation between LEADER groups and fisheries groups (FLAGS) René Kusier, National Network Unit, Denmark Focus group 3, Estonia February 2010 Why cooperation between rural (LEADER) and fisheries groups

Læs mere

Totally Integrated Automation. Totally Integrated Automation sætter standarden for produktivitet.

Totally Integrated Automation. Totally Integrated Automation sætter standarden for produktivitet. Totally Integrated Automation Totally Integrated Automation sætter standarden for produktivitet. Bæredygtighed sikrer konkurrenceevnen på markedet og udnytter potentialerne optimalt. Totally Integrated

Læs mere

Patientinddragelse i forskning. Lars Henrik Jensen Overlæge, ph.d., lektor

Patientinddragelse i forskning. Lars Henrik Jensen Overlæge, ph.d., lektor Patientinddragelse i forskning Lars Henrik Jensen Overlæge, ph.d., lektor BMC Health Services Research 2014, 14:89 142 studies that described a spectrum of engagement Engagement was feasible in most settings

Læs mere

Appendix 1: Interview guide Maria og Kristian Lundgaard-Karlshøj, Ausumgaard

Appendix 1: Interview guide Maria og Kristian Lundgaard-Karlshøj, Ausumgaard Appendix 1: Interview guide Maria og Kristian Lundgaard-Karlshøj, Ausumgaard Fortæl om Ausumgaard s historie Der er hele tiden snak om værdier, men hvad er det for nogle værdier? uddyb forklar definer

Læs mere

Help / Hjælp

Help / Hjælp Home page Lisa & Petur www.lisapetur.dk Help / Hjælp Help / Hjælp General The purpose of our Homepage is to allow external access to pictures and videos taken/made by the Gunnarsson family. The Association

Læs mere

GÅ-HJEM-MØDE OM FM OG INNOVATION

GÅ-HJEM-MØDE OM FM OG INNOVATION Centre for Facilities Management, DTU DFM Netværk GÅ-HJEM-MØDE OM FM OG INNOVATION Kgs. Lyngby, 21. Mai 2015 PROGRAM Kl. 14.00-14.10: Velkomst - Per Anker Jensen, CFM Kl. 14.10-14.45: Sony og Innovation

Læs mere

BILAG 8.1.B TIL VEDTÆGTER FOR EXHIBIT 8.1.B TO THE ARTICLES OF ASSOCIATION FOR

BILAG 8.1.B TIL VEDTÆGTER FOR EXHIBIT 8.1.B TO THE ARTICLES OF ASSOCIATION FOR BILAG 8.1.B TIL VEDTÆGTER FOR ZEALAND PHARMA A/S EXHIBIT 8.1.B TO THE ARTICLES OF ASSOCIATION FOR ZEALAND PHARMA A/S INDHOLDSFORTEGNELSE/TABLE OF CONTENTS 1 FORMÅL... 3 1 PURPOSE... 3 2 TILDELING AF WARRANTS...

Læs mere

The Thesis M.Sc. In Technical IT (Civilingeniør)

The Thesis M.Sc. In Technical IT (Civilingeniør) 27. OCTOBER The Thesis M.Sc. In Technical IT (Civilingeniør) Electrical and Computer Engineering Who am I? Henrik Karstoft (hka@iha.dk) Ingeniørdocent @ ASE, Leading the group in Signal Processing and

Læs mere

Statistik for MPH: 7

Statistik for MPH: 7 Statistik for MPH: 7 3. november 2011 www.biostat.ku.dk/~pka/mph11 Attributable risk, bestemmelse af stikprøvestørrelse (Silva: 333-365, 381-383) Per Kragh Andersen 1 Fra den 6. uges statistikundervisning:

Læs mere

EFFEKTIVT OG MODERNE KONTORHUS Thurahs Alle 2, 2630 Taastrup Sag 162131 (AW)

EFFEKTIVT OG MODERNE KONTORHUS Thurahs Alle 2, 2630 Taastrup Sag 162131 (AW) EFFEKTIVT OG MODERNE KONTORHUS Thurahs Alle 2, 2630 Taastrup Sag 162131 (AW) BELIGGENHED Ejendommen får en central placering i Høje Taastrup med blot 450 meter til Høje Taastrup Station DK Høje Taastrup

Læs mere

Timetable will be aviable after sep. 5. when the sing up ends. Provicius timetable on the next sites.

Timetable will be aviable after sep. 5. when the sing up ends. Provicius timetable on the next sites. English Information about the race. Practise Friday oct. 9 from 12.00 to 23.00 Saturday oct. 10. door open at 8.00 to breakfast/coffee Both days it will be possible to buy food and drinks in the racecenter.

Læs mere

Sikkerhed - et nødvendigt onde eller en forretningsenabler?

Sikkerhed - et nødvendigt onde eller en forretningsenabler? Sikkerhed - et nødvendigt onde eller en forretningsenabler? Torben Jørgensen VP, Information Security & Risk Management Global IT, Vestas Wind Systems A/S 1 Sikkerhed - et nødvendigt onde eller en forretningsenabler?

Læs mere

Improving data services by creating a question database. Nanna Floor Clausen Danish Data Archives

Improving data services by creating a question database. Nanna Floor Clausen Danish Data Archives Improving data services by creating a question database Nanna Floor Clausen Danish Data Archives Background Pressure on the students Decrease in response rates The users want more Why a question database?

Læs mere

New Hospital & New Psychiatry Bispebjerg

New Hospital & New Psychiatry Bispebjerg The Bispebjerg Construction Project EUHPN, October 2012 Hospital plan for the Capital Region A major restructuring project of the Danish hospital structure is now taking place. Each of the 5 regions develops

Læs mere

Innovation Process Management. Digitalen d. 2. juni 2009

Innovation Process Management. Digitalen d. 2. juni 2009 Innovation Process Management Digitalen d. 2. juni 2009 Agenda Hvorfor er Innovationsløsninger relevante? Løsningsdemo Den tekniske platform Gode råd ved implementering af Innovationsløsninger 3 Boston

Læs mere

VidenForum Fokus på viden Viden i fokus

VidenForum Fokus på viden Viden i fokus VidenForum inviterer til seminarrække - Learn how to improve your intelligence and market analysis capabilities VidenForum har fornøjelsen at præsentere en række spændende seminarer i samarbejde med Novintel

Læs mere

The X Factor. Målgruppe. Læringsmål. Introduktion til læreren klasse & ungdomsuddannelser Engelskundervisningen

The X Factor. Målgruppe. Læringsmål. Introduktion til læreren klasse & ungdomsuddannelser Engelskundervisningen The X Factor Målgruppe 7-10 klasse & ungdomsuddannelser Engelskundervisningen Læringsmål Eleven kan give sammenhængende fremstillinger på basis af indhentede informationer Eleven har viden om at søge og

Læs mere

Prioritering eller ej? Hvad er Konsekvensen? Jens Winther Jensen. Lægeforeningen

Prioritering eller ej? Hvad er Konsekvensen? Jens Winther Jensen. Lægeforeningen Prioritering eller ej? Hvad er Konsekvensen? Jens Winther Jensen Søren Kierkegaard Ikke at prioritere er også en prioritering! Offentligt sundhedsvæsen Politisk ledelse Demokratisk prioritering (ideal

Læs mere

The soil-plant systems and the carbon circle

The soil-plant systems and the carbon circle The soil-plant systems and the carbon circle Workshop 15. november 2013 Bente Hessellund Andersen The soil-plant systems influence on the climate Natural CO 2 -sequestration The soil-plant systems influence

Læs mere

Bilag. Resume. Side 1 af 12

Bilag. Resume. Side 1 af 12 Bilag Resume I denne opgave, lægges der fokus på unge og ensomhed gennem sociale medier. Vi har i denne opgave valgt at benytte Facebook som det sociale medie vi ligger fokus på, da det er det største

Læs mere

Verdens bæredygtige udviklingsmål. Lars Engberg-Pedersen Seniorforsker

Verdens bæredygtige udviklingsmål. Lars Engberg-Pedersen Seniorforsker Verdens bæredygtige udviklingsmål Lars Engberg-Pedersen Seniorforsker Oplægget Målenes historie og udformning 2015-målene Processen Fordele og ulemper Hvorfor er målene vigtige? Mål 10: Ulighed De globale

Læs mere

Når produkter og service smelter sammen. Hvor vigtig er servitization for vækst og jobskabelse, og hvilke kompetencer kræver det af medarbejderne?

Når produkter og service smelter sammen. Hvor vigtig er servitization for vækst og jobskabelse, og hvilke kompetencer kræver det af medarbejderne? Når produkter og service smelter sammen. Hvor vigtig er servitization for vækst og jobskabelse, og hvilke kompetencer kræver det af medarbejderne? 2015-09-16 Holger Prip Chief Global Support Officer, SKOV

Læs mere

Information Systems ICT. Welcome to. Autumn Meeting Oct 2013, Copenhagen(DK)

Information Systems ICT. Welcome to. Autumn Meeting Oct 2013, Copenhagen(DK) Information Systems ICT Welcome to Autumn Meeting Oct 2013, Copenhagen(DK) Agenda Autumn Meeting 2013 Thursday 24:th of October 10:00 Velkomst. Status fra formanden og gennemgang af program for høstmødet

Læs mere

Jobkatalog Udvikling og fastholdelse af medarbejdere

Jobkatalog Udvikling og fastholdelse af medarbejdere Jobkatalog Udvikling og fastholdelse af medarbejdere Lars Moth Baun-Nielsen Group HR - Head of Compensation & Benefits Grundfos Holding A/S Agenda Kort om Grundfos Hvorfor introducerer vi et nyt job katalog

Læs mere

Medinddragelse af patienter i forskningsprocessen. Hanne Konradsen Lektor, Karolinska Institutet Stockholm

Medinddragelse af patienter i forskningsprocessen. Hanne Konradsen Lektor, Karolinska Institutet Stockholm Medinddragelse af patienter i forskningsprocessen Hanne Konradsen Lektor, Karolinska Institutet Stockholm Værdi eller politisk korrekt (formentlig krav i fremtidige fondsansøgninger) Hurtigere, effektivere,

Læs mere

Trolling Master Bornholm 2015

Trolling Master Bornholm 2015 Trolling Master Bornholm 2015 (English version further down) Panorama billede fra starten den første dag i 2014 Michael Koldtoft fra Trolling Centrum har brugt lidt tid på at arbejde med billederne fra

Læs mere

Trolling Master Bornholm 2014

Trolling Master Bornholm 2014 Trolling Master Bornholm 2014 (English version further down) Den ny havn i Tejn Havn Bornholms Regionskommune er gået i gang med at udvide Tejn Havn, og det er med til at gøre det muligt, at vi kan være

Læs mere