Fidest – Agenzia giornalistica/press agency

Quotidiano di informazione – Anno 32 n° 60

Posts Tagged ‘strategy’

CWT nomina Scott Hace Vice President Enterprise Strategy

Posted by fidest press agency su sabato, 18 gennaio 2020

Minneapolis. La piattaforma di gestione di viaggi B2B4E, ha nominato Scott Hace Vice President, Enterprise Strategy. Nel suo nuovo ruolo, Scott e il suo gruppo, oltre a fornire supporto materiale al board di CWT, saranno responsabili dello sviluppo e della realizzazione dei progetti strategici chiave.Hace riferisce a Julia Kou, Senior Vice President, Enterprise Strategy & Corporate Development di CWT. “Siamo entusiasti di dare a Scott il benvenuto nel team. La sua grande esperienza nella consulenza strategica e nell’industria dei viaggi rappresenterà una risorsa determinante nello sviluppo delle priorità nel programma volto a garantire la crescita nei mercati chiave, differenziando così distintamente CWT dagli altri attori del settore”, ha dichiarato Julia Kou.Scott Hace e il suo gruppo collaboreranno con i principali player del comparto per dare impulso ai progetti strategici connessi al piano di sviluppo, all’efficienza operativa e alla differenziazione di prodotto tra competitor. Inoltre, la divisione Enterprise Strategy lavora a stretto contatto con la leadership di CWT nella definizione delle priorità nel programma a breve e medio termine, valutando al contempo le opportunità di sviluppo del business di CWT sul lungo periodo.La presenza nel team Enterprise Strategy non rappresenta una novità per Hace, essendo entrato in azienda, nel 2015, proprio come Director di questa divisione. Nel 2017 è stato promosso Senior Director, Global Supply Chain Partners, con l’incarico di supervisionare il rapporto tra CWT e gli strumenti di prenotazione online (OBT).Prima fare parte di CWT, Scott Hace ha lavorato 15 anni come consulente nel settore della tecnologia e delle comunicazioni con aziende come Avaya, Comcast, Cognizant e Accenture, per le quali ha gestito grandi trasformazioni IT, oltre che lo sviluppo di nuove strategie di vendita e di immissione sul mercato.Ha conseguito un Master in Business Administration presso la University of Colorado Denver e una laurea in ingegneria meccanica presso la North Dakota State University.CWT è una piattaforma di gestione di viaggi “business to business for employees” (B2B4E). Aziende e istituzioni si affidano a noi per tenere in contatto il loro personale – ovunque, in qualsiasi momento, in qualsiasi modo -, e noi offriamo ai viaggiatori le tecnologie più innovative e un’esperienza di viaggio efficiente e sicura in sei continenti. Ogni giorno, ci prendiamo cura di un numero di viaggiatori tale da poter riempire oltre 100.000 camere d’albergo, mentre la nostra divisione meeting ed eventi gestisce oltre 100 eventi.

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Google announces circular economy strategy

Posted by fidest press agency su sabato, 6 luglio 2019

Technology giant Google has unveiled a new sustainability initiative that it says could eventually expand to help solve larger challenges of global resource use. The company’s new ‘circular Google’ strategy includes a new drive to design technology products with recyclability and waste management built in, as well as efforts to reduce waste at datacentres and offices. However, the company said that it believes it can offer more to assist a broader shift towards a global circular economy.“As we built out this strategy, an intriguing insight emerged. An element of reaching a fully circular economy requires identifying, tracking and managing the overwhelming and globe-spanning swirl of materials. Thankfully, technological developments in the 21st century suggest a way to do so: to view all this stuff as information,” Kate Brandt, the company’s chief sustainability officer wrote in a blog announcing the strategy. “Considering the circular economy as an information challenge is inspiring for us at Google. It suggests that we can leverage our scale, resources and technological expertise to help the world meet resource needs.”
(font:, signed by:; global initiative 133 Cecil Street Keck Seng Tower #17-02A Singapore 069535)

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Swissgas with new strategy

Posted by fidest press agency su mercoledì, 26 giugno 2019

The company will unbundle its “Gas Network” and “Gas Procurement” activities over the next few years. Under the direction of André Dosé, who was newly elected president last year, Swissgas is reorienting itself towards its future role as an important nationwidegas network operator, as announced at today’s general shareholders’ meeting in Bern. Ever since it was founded in 1971, natural gas procurement has been the core business of the national procurement company Swissgas. At today’s general shareholders’ meeting in Bern, a new strategic orientation was announced: after unbundling, Swissgas will focus on its future role as an important nationwide gas network operator. To that purpose, Swissgas is abandoning its natural gas procurement business. The existing procurement agreements will be fulfilled by Swissgas by their expiration date. For the unbundling, Swissgas’s participation in its subsidiary SET (Swiss Energy Trading AG) will beterminated immediately. The four regional companies EGO, EGZ, Gaznat and GVM will acquire all of Swissgas’s shares in SET. In a second step, the shareholder structure of SET will be adjusted through the exit of EGO and the acquisitions of the SET shares by the other three
regional companies. In his inaugural speech, André Dosé discussed the current situation in the Swiss energy landscape. “Numerous challenges await us. But as
a representative of the gas industry, we also have a great opportunity to fight for natural gas and biogas as part of Switzerland’s future energy supply”, he pointed out. It is becoming increasingly clear that the “2050 Energy Strategy” cannot be implemented in its current form because it is merely an electrification strategy that deliberately ignores the questions of where the electricity will come from and how it will be produced.
Dosé expressed his hopes that the political world will also realise that natural gas and biogas are part of the solution: for security ofsupply, decarbonisation and thanks to storage technologies such as “Power-To-Gas” also in the context of the use of electricity from renewable sources. Finally, André Dosé emphasised the urgent need for a gas supply act. That is the only way to create the necessary legal certainty, which, in view of the Competition Commission’s upcoming proceedings against individual network operators, is jeopardised through a disorderly, case-by-case market liberalisation.
Swissgas CEO Ruedi Rohrbach focused his speech on the security of supply and the related need for long-term investments and commitmentsas vital elements for risk prevention, since the market does not simply regulate such matters itself. On the contrary, the general conditions and supply must be designed to work smoothly in both good times and bad. That requires an active commitment and the willingness and desire of all the participants to secure energy over the long term (specifically including natural gas and biogas) along with the necessary infrastructure. The political sphere is not sending out the
corresponding signals, however, so that Swissgas is now struggling with difficult general conditions. As examples, he mentions the legal uncertainty in market liberalisation, the lack of political acceptance of both natural gas and the gas network infrastructure as

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DNV GL Forum Partner EC Infosystems Announces Strategy Workshop

Posted by fidest press agency su sabato, 4 maggio 2019

EC Infosystems, a leader in Electronic Data Interchange (EDI) and Billing/Customer Information Solutions (CIS) for companies in the deregulated energy industry, has announced that they will host an interactive workshop at the Fairmont Princess Scottsdale on Tuesday, May 14th at 9 AM open to all DNV GL Energy Executive Forum attendees.The Next Big Thing Takes All of Us (and Technology) will explore key tools and strategies to help retailers cohesively overcome operational obstacles and market setbacks so that they can worry less about compliance and focus on fresher business initiatives.Led by ECI’s Aileen Currier, Director of Market Strategy, and Andreya Shaak, Manager of Product Development, the workshop will examine the criticality of the energy company’s progression – with fresh customer-focused ideas, more radical business models, or superior operational execution.
As an incentive for attending the workshop, EC Infosystems will offer three additional entries for their grand-prize giveaway – an all-expenses paid trip to California’s wine country. The winner and their guest will experience Napa Valley and Sonoma luxury including private winery tastings, four-star accommodations and transportation, the legendary Napa Valley Wine Train, among other exclusive events.Attendees who do not attend the workshop will be allotted a single giveaway entry for submission at the EC Infosystems’ business lounge directly outside of the general session ballroom on Wednesday, May 15th. The grand-prize winner will be announced at the conclusion of the DNV GL town hall at 4:30 PM on Wednesday, May 15th. Registration is still open for the event at the DNV GL Energy Executive Forum website. EC Infosystems and DNV GL are excited to announce an exclusive offer for a $200 discount off the registration costs for the first 20 attendees by using the discount code ECINFO19.

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A New Strategy at Knight Therapeutics

Posted by fidest press agency su domenica, 28 aprile 2019

Medison Biotech (1995) Ltd. (“Medison”), which together with its affiliates owns more than 10.4 million shares or 7.3% of Knight Therapeutics, Inc. (TSX:GUD) (“Knight” or the “Company”), today announced that Glass Lewis & Co., LLC, a leading independent proxy advisory firm, has noted the underperformance of Knight, severe conflicts of interest among the directors, management and the Goodman family and the need for change to the Knight Board of Directors. Glass Lewis recommends that shareholders vote for change by using the GOLD proxy card and vote FOR the election of Medison nominees Michael Cloutier and Bob Oliver.Institutional Shareholder Services (“ISS”) has also recently recommended Knight shareholders support change and vote using the GOLD proxy card to elect Elaine Campbell and Christophe Robert Jean.Commenting on the report, Medison said, “The Glass Lewis report exposes the severity of the issues at Knight – inferior returns, lack of an operating business, a failed strategy, conflicted directors and a campaign to try to fool shareholders. The independent report also calls on Jonathan Goodman to divest his conflicted holdings or resign immediately as CEO. In addition, Knight’s Chairman, James Gale, is exposed for related party transactions and conflicts of interest.”Added Medison, “We are very pleased that shareholders are finally able to see, in detail, the issues with this board, but to also have the opportunity to vote for new, skilled directors that have a real plan to create value for all. This is an important time for Knight and we urge shareholders to vote FOR all of the Medison nominees on the GOLD proxy today.”

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JPND Launches Updated Research and Innovation Strategy

Posted by fidest press agency su mercoledì, 24 aprile 2019

The EU Joint Programme – Neurodegenerative Disease Research (JPND) initiative1 has launched its updated global Research and Innovation Strategy (RIS), to provide a unified framework for the support of world class research into neurodegenerative diseases. Neurodegenerative diseases are one of the world’s leading medical and societal challenges and there are now expected to be 50 million people worldwide suffering from Alzheimer’s disease and related disorders. Globally, these numbers show no signs of abating, and it is estimated that by 2050 in Europe alone, the total direct and informal care costs for Alzheimer’s and Parkinson’s disease will exceed €350 billion annually.2 JPND is the first and largest collaborative research initiative established to tackle the growing challenge posed by neurodegenerative diseases. JPND’s ultimate goal is to accelerate the discovery of a cure and to enable early diagnosis for early personalised treatments. In the meantime, it is essential to implement solutions that can alleviate, albeit partially, the plight of families and the economic burden brought about by the increasing prevalence of this disease in our ageing populations. Thus besides basic research, the scientific endeavour concerns also translational and clinical, and social care and health services researches.
Today’s release of the Research and Innovation Strategy (RIS) updates the common vision of 30 JPND member countries. It renews the strategy that was first published in 2012, to tackle the major societal challenge of neurodegenerative diseases.

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Pitney Bowes Advances Long-Term Growth Strategy in Europe

Posted by fidest press agency su sabato, 2 febbraio 2019

Pitney Bowes Inc. (NYSE:PBI) a global technology company that provides commerce solutions in the areas of ecommerce, shipping, mailing, and data, today announced a continued optimization in its go-to-market strategy through the sale of its SMB business in six European countries – Sweden, Norway, Denmark, Finland, Switzerland, and Italy – to BAVARIA Industries Group AG, a leading global private equity firm. Pitney Bowes continues to make significant progress in continuing to create a portfolio focused on growth through shipping and mailing within major markets.“This acquisition is beneficial for both Pitney Bowes and BAVARIA Industries Group AG,” said Christoph Stehmann, Executive Vice President, International, SMB Solutions. “In BAVARIA Industries Group AG, we have found the ideal partner with the committed resources to deliver a positive client experience for our entire portfolio throughout Europe. We will work closely with BAVARIA Industries Group AG to ensure the transition happens without disruption to our employees, clients, suppliers and partners.”
BAVARIA Industries Group AG will continue selling Pitney Bowes products exclusively in all six markets and Pitney Bowes will provide services to ensure a smooth transition. In the six European countries, small businesses will continue to benefit from Pitney Bowes’ shipping and mailing offerings through BAVARIA’s teams who will respond to local market demands more quickly, broaden the product portfolio in each country for an enhanced client experience. Terms of the deal were not disclosed.Pitney Bowes management is scheduled to discuss the company’s year-end results in a broadcast over the Internet at 8 a.m. EST on February 5. Instructions for listening to the earnings results via the Web are available on the Investor Relations page of the Company’s web site at

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Combatting terrorism: Parliament sets out proposals for a new EU strategy

Posted by fidest press agency su sabato, 15 dicembre 2018

In a non-legislative resolution discussed on Tuesday and adopted on Wednesday with 474 votes to 112 and 75 abstentions, Parliament suggests reinforcing the role of the EU agencies such as Europol and the European Agency for the operational management of large-scale IT Systems (eu-LISA).MEPs also voice concerns over insufficient data exchange among the agencies, and between the member states and EU authorities. They underline the importance of fully respecting fundamental rights, including data protection and freedom of expression, when undertaking counter-terrorism measures.Among Parliament’s main proposals:
Creating an EU watch list of radical preachers;
Stronger monitoring to ensure harmonised security and judicial prosecution of identified ‘returning fighters’ to Europe;
preclude convicted terrorist offenders from being granted asylum;
Anti-radicalisation measures, such as programmes for prisons, education and campaigns;
Specific training on radicalisation for EU and member states’ officials;
Strengthening EU’s external borders and proper checks at all border crossings using all relevant databases;
Demand for legal procedures to probe the praise of acts of terrorism;Removing printed or online propaganda explicitly inciting to violence;
call for continuity of EU-UK cooperation and information exchange;
Restricting knife-carrying and banning particularly harmful knives;
Inclusion of private planes under the PNR Directive;
European system of licences for specialised buyers of explosive precursors;
Urgent need for a common definition of ‘victim of terrorism’ at EU level;
Commission asked to create an EU Coordination Centre of victims of terrorism (CCVT) to provide crisis support and assistance in cases of attacks;
use the European Solidarity Fund to compensate victims of large-scale terror attacks; Closer cooperation with non-EU countries, especially neighbouring countries;
Following the vote, the co-rapporteur, Monika Hohlmeier (EPP, DE) said: ““Yesterday’s attack on the Christmas market in Strasbourg was an attack on European citizens and the common EU values and principles in the worst possible way. The incident has shown us again that we need to leave empty slogans and unrealistic measures behind and concentrate our activities on what really makes Europe safe. Despite all the efforts made over the past years, there are still gaps and ways to make the fight against terrorism more efficient. This means wider cooperation and information exchange between intelligence services and authorities, more prevention measures against radicalisation, tougher legal instruments and better protection of the rights of victims”.

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Accreditamento ufficiale “HR-Excellence in Research”

Posted by fidest press agency su domenica, 1 aprile 2018

La Commissione Europea ha confermato per UNICAM l’accreditamento ufficiale “HR-Excellence in Research” per la Human Resources Strategy for Researchers, ossia la definizione di una strategia di risorse umane per i ricercatori, documento strategico che tutte le Università europee sono invitate ad adottare per l’attuazione dei principi della Carta Europea dei Ricercatori e del Codice di Condotta per il loro Reclutamento, sottoscritto dagli Atenei italiani proprio a Camerino nel luglio 2005.
La definizione, da parte delle Istituzioni di Ricerca europee, di una Human Resources Strategy for Researchers è infatti considerata dalla Commissione Europea un passaggio cruciale per attrarre verso la professione del ricercatore i migliori talenti, europei e no e per promuovere all’attenzione dell’opinione pubblica (e quindi della politica) il ruolo-chiave dei ricercatori per lo sviluppo sociale, culturale ed economico dell’Europa.
“Siamo ovviamente molto soddisfatti – ha dichiarato il Rettore Unicam prof. Claudio Pettinari – per questo risultato che conferma per la terza volta consecutiva la qualità del lavoro svolto e con grande orgoglio mostriamo sempre il riconoscimento HR-Excellence in Research”. L’Università di Camerino si pone dunque sempre più come modello da seguire anche a livello europeo. Voglio quindi esprimere un particolare ringraziamento al gruppo di lavoro che si sta fortemente impegnando per continuare a mantenere alto il livello di attenzione dell’Ateneo nei confronti dei ricercatori, con particolare riferimento alle ricercatrici ed ai giovani ricercatori”.
“Il lavoro che abbiamo svolto – ha dichiarato con soddisfazione la prof.ssa Anna Maria Eleuteri, Delegata del Rettore per l’implementazione della Strategia e coordinatrice del Presidio Qualità per le Risorse Umane – è stato giudicato eccellente e siamo stati incoraggiati a progredire nella implementazione dei principi della Carta e del Codice. Si tratta di un risultato ancor più eccezionale tenendo presenti le difficoltà che stiamo affrontando da fine agosto 2016: tutti noi siamo stati capaci di trovare energie per discutere e lavorare su questi temi, nonostante l’emergenza ci indirizzasse verso ben altre questioni e ci tenesse impegnati su altri fronti.
“L’aver costituito il Presidio Qualità Risorse Umane – ha proseguito la prof.ssa Eleuteri – composto sia da docenti e ricercatori che da personale tecnico e amministrativo, è stata una mossa vincente perché siamo riusciti a fare sinergia coordinando efficacemente gli sforzi di tutti i componenti. L’ottimo risultato deve motivare il nostro Ateneo ad andare avanti su queste tematiche che sicuramente aumentano la nostra visibilità e, di conseguenza, la nostra attrattività”. L’Università di Camerino è una delle Istituzioni di Ricerca europee che hanno finora ottenuto questo riconoscimento dalla Commissione Europea e può mostrare sul proprio sito il logo ufficiale. Il diritto di utilizzare il logo viene infatti assegnato ad organizzazioni che hanno dimostrato di riuscire ad allineare le proprie politiche e pratiche ai principi base della ‘Carta e codice’, e che cercano quindi sistematicamente di muoversi verso l’eccellenza nella gestione delle risorse umane nel settore della ricerca.

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MEPs to discuss global strategy for better management of migration and refugee flows

Posted by fidest press agency su martedì, 27 febbraio 2018

Migration Commissioner Dimitris Avramopoulos, representatives of international organisations (UNHCR, OIM), the European External Action Service and the Bulgarian Presidency as well as members of EU national parliaments, will participate in the debate.The New York Declaration for Refugees and Migrants, adopted by the UN General Assembly in September 2016, marked the beginning of multilateral negotiations for the adoption of two global compacts on refugees -with the objective of a fairer sharing of the burden and responsibility for hosting and supporting refugees worldwide- and for safe, orderly and regular migration, aimed at ensuring adequate treatment of migrants in vulnerable situations.The UN High Commissioner for Refugees (UNHCR) was tasked to develop the practical aspects of the Global Compact on refugees. A final text of the Global Compact on Refugees will be proposed by the High Commissioner for adoption by the UN General Assembly in 2018. Mr Volker Türk, Assistant High Commissioner for Protection, will present to the committee the progress achieved so far. The discussions for the Global Compact for safe, orderly and regular migration are conducted through intergovernmental negotiations, chaired by two co-facilitators (Mexico and Switzerland). Both the Mexican and Swiss Ambassadors to the UN, H.E. Juan José Gómez Camacho and H.E. Jürg Lauber, respectively, will attend the meeting. The European Parliament as a whole plans to vote on a resolution on the UN Global Compacts in the March plenary session, in Strasbourg.

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2nd Implementation Report on EU Maritime Security Strategy shows increasing cooperation across sectors and regions

Posted by fidest press agency su giovedì, 22 giugno 2017

maritimeThe European Commission and the High Representative for Foreign Affairs and Security Policy adopted the second implementation report on the EU Maritime Security Strategy. The purpose of this Joint Staff Working Document is to give readers an overview of the activities currently under way at EU and national level and to take stock of the implementation the Maritime Security Strategy Action Plan as reported by Member States.
The second implementation reportSearch for available translations of the preceding link focuses on five priority areas identified in the first implementation reportSearch for available translations of the preceding link and endorsed by the Council in 2016: information sharing initiatives; capacity building and capability development; actions supporting sectoral or regional strategies development; research, innovation and training; and inter-agency cooperation.The report builds on contributions from Member States and EU institutions and concludes that considerable progress has been made in all priority areas. In particular, the strategy has led to an important change in mind set among maritime security players. Cooperation across sectors has increased, as well as synergies between civilian and military authorities and shared use of their respective assets.The report also points to positive developments in other areas, such as inter-institutional and regional cooperation, capacity building in third countries, development of civil-military dual-use technologies and research agenda. However, given that the Action PlanSearch for available translations of the preceding link is by nature a rolling plan, revision may be needed to ensure that the policy response remains fit to address current and future challenges.

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Recent Advances in Causal Inference for Policy Evaluation

Posted by fidest press agency su martedì, 23 maggio 2017

Roma Fino al 31 Maggio 2017 Dipartimento di Scienze Politiche, Aula 3B Via Gabriello Chiabrera, 199.The Department of Political Science, University Roma Tre has organized an international workshop: Recent Advances in Causal Inference for Policy Evaluation to be held from May 4th to May 31st. that is endorsed by Italian Association of Regional Science (AISRe). This is an advanced workshop in policy evaluation, focused on several econometric methods used to draw causal claims about the effectiveness of public policies and programs. The topics covered have special salience in the field of program evaluation. Often depending on the identification strategy used, different empirical studies might give different or even opposite answers to the same policy question. For this reason, it is crucial to understand pro and cons of the research designs and the econometric tools employed to generate such findings. To this end, the workshop will present recent advances in the field of casual inference such as mediation analysis, interaction among units, sample selection, and endogeneity in the presence of heterogeneous effects. Schedule: May: 4, 5, 11, 12, 18, 19, 30, 31 Weekly Seminars on May 2017 Guest Speakers: Giovanni Mellace, University of Southern Denmark May: 4, 5, 11, 12, 18, 19, 30, 31 Laura Forastiere, University of Florence May: 18 The venue is Department of Political Science, University Roma Tre, Via Gabriello Chiabrera, 199 Rome.

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“Europeans’ fate is in their hands”/”Le destin des Européens est entre leurs mains”

Posted by fidest press agency su sabato, 17 dicembre 2016

european-councilOur President, Enrico Letta, takes a stand on the main issues of the European Council of 15-16 December 2016 by answering the following questions:
1. The European Council is due to conduct an assessment of the progress made in implementing the European strategy for refugees and migrants. What do you expect to come of it?
2. Donald Trump’s election is reshuffling the cards in the field of collective security for the EU. How can the heads of state and government adapt to this situation?
3. How can we prevent a prospective rapprochement between Washington and Moscow from taking place to the Europeans’ detriment?
4. The heads of state and government vowed in Bratislava to make decisions on reinforced programmes in favour of youngsters and of youth employment. What can we expect to come of those promises?
5. The heads of state and government will be holding a new 27-strong debate on the EU’s future. What recommendations would you like to make in that regard?
Notre Président, Enrico Letta, prend position sur les principaux enjeux du Conseil européen des 15-16 décembre 2016 en répondant aux questions suivantes :
1. Le Conseil européen va dresser un état des lieux de la mise en œuvre de la stratégie européenne vis-à-vis des réfugiés et des migrants : qu’en attendez-vous ?
2. L’élection de Donald Trump rebat les cartes en matière de sécurité collective pour l’UE : comment les chefs d’État et de gouvernement peuvent-ils s’adapter à cette nouvelle donne ?
3. Comment éviter qu’un éventuel rapprochement entre Washington et Moscou ne se fasse au détriment des Européens ?
4. Les chefs d’État et gouvernement se sont engagés à Bratislava à prendre des décisions sur des programmes renforcés en faveur de la jeunesse et de l’emploi des jeunes : que pouvons-nous en attendre ?
5. Les chefs d’États et de gouvernement auront un nouveau débat à 27 sur l’avenir de l’UE : quelles sont vos recommandations sur ce registre ? (photo: european council)

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From distraction to action – towards a bold Energy Union Innovation Strategy

Posted by fidest press agency su giovedì, 16 giugno 2016

pellerin-carlinWith its Energy Union Research Innovation and Competitiveness Strategy (EURICS), the EU can kill three birds with one innovative stone: to boost its competitiveness, Europe should become the global provider of low-carbon solutions, an objective best achieved democratically – with citizens at the centre and in the driving seat of Innovation. To do this, this policy paper by Thomas Pellerin-Carlin, research fellow at the Jacques Delors Institute and Pierre Sebkine, End-User Architect at KIC InnoEnergy, argues that:
Europe needs a renewed approach to competitiveness and put innovation at its core.
Innovation is much more than technology. EURICS thus needs to embrace all human and social aspects of how people produce, consume and use energy. It should foster the appropriation of energy, integrate social sciences, valorise maintainers and promote frugal innovation.
The solutions for a carbon-neutral economy and energy system stem from public-private cooperation, EURICS should also seek to transform conservative business into energy transition tigers. This notably involves to complete a cultural paradigm shift: demystify failure and unleash the entrepreneurship potential lying in researchers and employees.
In a post-Paris world, the EU must do more to support energy-climate research. It can for instance create the European Climate Energy Labs: an interdisciplinary basic and applied research centre based on a single location to foster the development of disruptive technologies and ideas enabling the global transition towards a carbon-neutral society in this century.
Innovation is more legitimate when it is democratic. The EU should therefore create a citizen-based instrument to steer European energy innovation: a digital platform where innovators and citizens can co-create innovations that are democratically selected, and financed by citizens, business angels, local communities and the EU. On this platform, EU budget allocation would be very simple: where an EU citizen invests one euro, the EU invests one euro. Supported projects can then become a start-up or an intrapreneurship project.(photo: pellerin-carlin)

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Expert comment: Why is Shell looking to exit up to 10 countries after BG deal

Posted by fidest press agency su mercoledì, 8 giugno 2016


Christian Stadler, a Professor of Strategy at who has extensively researched Shell as well as writing a book entitled Enduring Success featuring the firm, has made the following statement:”Shell has typically been very de-centralised in the past in comparison to say ExxonMobil, giving each country a lot of autonomy. An advantage of this is it was able to establish strong local relationships in a large number of countries.”Of course a disadvantage of this, however, is it is quite costly in comparison to the centralisation of Exxon. With it also being less efficient, it isn’t surprising that cost saving factors have led them to revisit this strategy following the BG merger.”I would expect when it revisits its country portfolio it will close countries less important to its strategy overall.”In the oil industry there are many quirks and peculiarities when it comes to running a business. It is very possible to have a well drilled, but the whole process slowed down by permits and other forms of bureaucracy. So a rig can be established, but sat doing nothing and in essence wasting millions. Issues can vary from regulatory, political and even cultural differences.“A less active profile in some countries, therefore, can only be a good thing. Shell focusing on where it is more established and more confident about therefore makes sense from a cost-cutting perspective.”The sensible thing would be to cut down areas of smaller production or greater expense. Having said that some activities, such as the Gulf of Mexico are high risk, high reward for Shell. So it needs to focus on where its expertise lies, such as offshore and now LNG following the BG merger.”In terms of internationalisation generally, the common wisdom is that diversification is more difficult and internationalisation easier, but this is not the reality, lots of big ‘global’ companies have struggled with this. Just take the example of HSBC in the banking sector, it is seen as a global business, but has still been cutting down costs itself. Internationalisation shouldn’t be seen as a default for everyone. “The volatility of the oil market is no doubt another reason for Shell to be looking to change its strategy in this way, with no immediate signs of recovery.”

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Expert comment on Anbang being set to acquire Starwood Hotels & Resorts Worldwide

Posted by fidest press agency su sabato, 19 marzo 2016

Kamel Mellahi, of Warwick Business School is a Professor of Strategic Management and researches business in China. Professor Kamel Mellahi said: “Strategically Marriott is a better suit for Starwood, but Anbang’s offer is very attractive. It will be interesting to see if Marriott comes back with a better counter-bid. This will trigger a bidding war that I think Anbang is going to win. Plus, a Starwood-Marriott deal may trigger regulatory opposition.”The acquisition of Starwood fits well with Anbang’s internationalisation strategy. Anbang tends to acquire well-performing landmark properties and businesses with a very strong brand, and, judging from past deals, Anbang often pays a premium for ‘trophy’ landmark buildings and businesses.”

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Research shows management strategy tools need a column for emotion

Posted by fidest press agency su sabato, 5 marzo 2016

Warwick Business SchoolEvidence from neuroscience shows business managers are living a ‘rationality façade’ by using strategy tools and are missing a key ingredient in decision-making – emotion. Gerard Hodgkinson, of Warwick Business School, says there is a pressing need for management to acknowledge the role of emotions and to build a new wave of tools that incorporate it into their strategic thinking if businesses’ performances are to be improved.Drawing on the insights of behavioural neuroscience Professor Hodgkinson, Robert Wright, of the Hong Kong Polytechnic University, and Jamie Anderson, of Warwick Business School, found emotion played a part in managers’ decision-making despite their attempts to use cold logic in making strategic decisions.The majority of tools and techniques used to help managers reflect strategically on the future of their businesses require them to think on a systematic basis to identify opportunities and threats before coming to a decision. “By ignoring the crucial role played by emotion such techniques have resulted in the creation of ‘rationality façades’,” said Professor Hodgkinson, who led the research. “In contrast to the ‘cold cognition logic’ of these tools, our research starts from the basic premise that strategists are attached emotionally to their businesses and as such the strategic issues that could have a bearing on the future well-being and effectiveness of their business are emotionally-laden. Hence, it makes sense to investigate how organisational decision-makers represent those issues in emotional terms, rather than in purely cognitive terms.”Drawing on the insights of behavioural neuroscience, Hodgkinson’s team asked a sample of 26 UK senior executives of primarily SMEs to list the strategic issues they were most concerned about in relation to their businesses. The researchers picked out the 19 issues most commonly mentioned such as ‘the current availability of skilled workers in the UK’, ‘the bailout of European banks’, ‘increased university tuition fees’, and ‘asylum seekers in the UK’.A comparable second sample of senior executives was then asked to rate each of the 19 issues in terms of how they felt about them emotionally, using a series of 16 seven-point scales. If the managers had reflected ‘objectively’, as implied when using standard management tools, then surely they would have rated them about the same, but their responses varied markedly, thus confirming the researchers’ expectations that strategic issues are not processed uniformly, in an objective manner. “What makes some managers feel calm fills others with anxiety, and what comforts some leaves others with a deep sense of unease,” said Dr Wright. “Using sophisticated statistical analysis techniques, we identified sub-groups of managers who share highly similar perceptions and beliefs, emotionally speaking, that set them apart from their counterparts in other sub-groups.” Professor Hodgkinson has developed a strategy tool – adapting the repertory grid used in psychology – to help managers map their emotional response to issues their business faces.“Managers need to reconnect with their emotional side,” says Professor Hodgkinson. “Using the repertory grid alongside traditional tools will help them do this.“This research illuminates the potentially crucial role played by emotion in strategists’ mental representations of the strategic issues they confront, in an attempt to safeguard the longer-term survival of their businesses, with important implications for organisational adaptation and performance.”It provides an early demonstration of the feasibility of adapting ‘the repertory grid technique’ to build on recent advances in the psychological foundations of strategic management theory. “In practical terms, our findings pave the way for a new generation of management strategy tools and techniques to help organisational decision-makers to identify the extent to which they are in agreement emotionally, not just cognitively, with regard to the issues confronting them. This will provide an important foundation for companies and organisations to move forward in these turbulent times.”

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The Chinese government has tightened regulations for publishing “creative works” online

Posted by fidest press agency su lunedì, 22 febbraio 2016

pechinoStarting from mid-March, foreign-financed enterprises are no longer allowed to publish a broad range of works online. This is part of Beijing’s strategy to tighten control over Internet media and messages.
Previous censorship policies and proactive media strategies have shown that the government in Beijing is keen on controlling the Internet and social media. So what is new about the regulations recently published by the Ministry of Industry and Information Technology and the State Administration of Press, Publication, Radio, Film and Television?
According to the new regulations, foreign companies and joint ventures are no longer allowed to publish books or magazines in the Chinese Internet, although the regulations do vaguely allude to the possibility to formally apply for an exception. Aside from print publications such as books and magazines, these new rules also apply to other “creative works” such as games and cartoons. Chinese institutions and companies can still engage in online publishing, but they will need to apply for a license. One of the prerequisites of obtaining a license is to insure that all content will have to be hosted on Chinese servers so that authorities can access and block it more easily.
It needs to be pointed out that foreign news media, such as the New York Times, are not directly affected by these particular regulations because “news” and “publishing” are treated differently in China. However, foreign news portals are already facing difficulties in China; at present, they can be censored or blocked at will.
This decision represents a setback for foreign companies who view the Chinese internet as a lucrative market. What is the logic behind this drastic step taken by the Chinese government?
Part of the idea is that Beijing wants to close legal gray areas in which some new types of businesses have been able to operate. China has a very sophisticated system of control for traditional (offline) media, but the Internet has given birth to new types of media and media platforms, forcing the Chinese government to constantly try to catch up with these new developments. In a sense, the new regulations attempt to tie Internet media more closely into the existing framework for traditional media. The restrictions on online publishing are not the only recent measure. In January 2016, the Chinese government also issued new preliminary regulations for online news providers which mandate an official institutional sponsor for anybody involved in the distribution of news online. This should not be a big problem for major news portals such as Sina, but a lot of smaller or players or private individuals will be effectively outlawed by these new rules.
Aside from asserting control over Internet media, the regulations should also be understood as part of China’s campaign for what it calls Internet sovereignty. Particularly since last year, Xi Jinping has been promoting the idea that national sovereignty should be extended to the Internet. This means that within its borders, every country has the right to regulate Internet use – even if that entails massive restrictions of content available to netizens. Xi recently tried to gain support for this idea at the World Internet Congress in the Chinese town of Wuzhen. Basically, the new regulations represent an additional step in translating the concept of Internet sovereignty into real-life measures.
What can we expect from the Chinese government under Xi in terms of control of the Internet in the future?
Since XI came to power, the Chinese government has drastically and consistently tightened its control over the public sphere. Right in 2013, the government launched a campaign against “harmful content” in social media. In the same year, the government distributed a list of seven taboo topics that prohibits journalists, academics and other people in positions of influence from expressing opinions that veer from the official line on any of the issues. Just recently, the CCP announced its intention to control professors at Chinese universities more strictly. Finally, NGOs and lawyers dealing with politically sensitive topics have faced massive pressure, including arrests.It is highly unlikely that the current policy of tightening control over the public sphere will change any time in the foreseeable future. Particularly in the field of media management, we are witnessing an increase in what could be termed “confident authoritarianism”. China no longer wants to censor in secret. It increasingly does so openly and by referring to China’s own legal framework as well as the concept of Internet sovereignty.

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Charities told: stop apologising for raising money, and work together to address media criticism

Posted by fidest press agency su domenica, 25 ottobre 2015

Charities should stop apologising for fundraising and should work together to develop an effective strategy against negative media coverage. This was the message from a Q&A session with Dan Pallotta – entrepreneur, author and humanitarian activist – following the opening plenary at the Resource Alliance’s International Fundraising Congress (IFC) yesterday. The Q&A session was held after the IFC opening plenary which saw 1,000 fundraisers, leaders and change-makers from around the world gather together to hear from Dan on issues including innovation with purpose, risk and the need for more investment in charity fundraising and marketing.Strategies to address negative media coverage, such as those which have plagued the UK charity sector over recent months, were clearly on the minds of IFC delegates, with more than half of the questions to Dan being focused on this issue. His words of advice included:“When the media challenges a charity, all other charities head for the hills as they don’t want to be associated with it. There should be a national voice to respond to claims on behalf of the sector as a whole, and yet in many cases there isn’t.”“The non-profit sector in the US is a trillion dollar sector but we’ve never once taken out a full-page ad in the New York Times to say anything to the public about the issues that affect us.”“The Charity Defense Council has started doing an ‘I’m Overhead’ ad campaign, which explains the role of fundraising and other staff, and states, ‘don’t ask if a charity has low overheads, ask if it has big impact’.”“Charities need to get methodical about it. We can’t just sit around and wonder ‘why things don’t change’ because not only are we not doing anything to change them, we’re actively working to prevent them from changing.”“It’s encouraging that we’re having this conversation because 10 years ago it wouldn’t have even occurred to us, but we need a battle plan for dealing with it. Charities need to work together to figure something out for the long-term.”
“What are the messages? There are common sense ways to speak to the public, which they will respond positively to. For example, in addition to the “I’m Overhead” adverts we have another campaign that we are going to run that asks the general public – ‘do you want to be the only donor’. Because if people actively discourage their charities from fundraising they are saying that they don’t want them to find other donors. Do people want to bear all the burden and for their charities to be completely dependent on them alone? I doubt it. When you explain this, it introduces a new way of thinking to them and they will understand why investment in fundraising and marketing is so important.”

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The World’s Most Valuable Nation Brands

Posted by fidest press agency su mercoledì, 10 dicembre 2014

brand financeBrand Finance, the leading brand valuation and strategy consultancy, has released its annual report on the world’s 100 leading ‘nation brands’. Using a method more usually applied to companies, Brand Finance provides a comprehensive report on the world’s leading nation brands and the impact that a country’s reputation and image has on governments, investors, students and consumers.
Key Findings:The US is the world’s most valuable nation brand with a $19.3 trillion brand value
Germany is the strongest nation brand, with a score of 75.84 out of 100
Qatar is the fastest growing nation brand; its brand value is up 39% to $256 billion
Ukraine is the fastest faller; its brand value is down 37% to $80bn
The impact of conflict has been felt in Russia too; its brand value is down $90 billion
The Scottish referendum threatened ‘Brand Britain’ but a ‘no’ vote has seen the UK’s nation brand value surge 20% to $2.8 trillion
Brand USA continues its domination of the Brand Finance Nation Brands report. Its $19.3 trillion brand value is more than three times that of second placed China, whose brand value comes in at $6.4 trillion. Though the actions of the US on the international stage are frequently in question and polarisation and deadlock beset domestic politics, decades as the preeminent force in finance, entertainment, democracy and technology means the US should continue to top the ranking for years to come.
GDP data forms a significant part of the calculation of nation brand value, another reason the US, with its huge economy, dominates. However the final figures are calculated by combining the GDP data with more qualitative information drawn from four ‘pillars’; Goods & Services, Tourism, Talent and Investment. The scores for each are combined to create a score out of 100 (and a matching letter grade on a scale from AAA+ to D similar to a credit rating) that represents nation brand strength. Looking at nation brand strength in isolation can in some ways be seen as the truest reflection of a government’s guidance of its nation brand, as the inherent GDP advantage of larger countries is removed.
Germany’s score of 76 (75.84 to be precise) means it has just pulled ahead of neighbour Switzerland, to become the world’s strongest brand. Despite fairly flat growth of late, Germany remains Europe’s powerhouse with an almost unrivalled reputation for quality manufacturing and efficiency. Unemployment is falling and the country’s World Cup win has, to a limited extent at least, generated a positive ‘halo’ effect. In terms of overall nation brand value, Germany sits in third with a brand value of $4.4 trillion.
The UK has enjoyed another surge in nation brand value as economic growth outstrips most other European states and as the GREAT Britain nation brand campaign continues to pay dividends. By far the biggest factor however has been the outcome of the Scottish independence referendum. The growth in the value of Brand Britain has been somewhat muted over the last two or three years in the run up to the referendum. Some investors have been put off by the uncertainty around the result and analysts attached a greater risk premium to the country’s growth. Had Scotland voted yes, the centuries of brand equity built up around the UK Nation Brand would have been lost. Scotland has developed a robust nation brand even within the greater UK, however what was left of the UK would have had a tricky task to stabilise its international reputation and to re-establish a credible identity. The UK total brand value has risen 20% to $2.8 trillion.
Qatar is this year’s fastest growing nation brand. Alleged corruption surrounding its bid for the world cup has focussed attention on Qatar’s social policies and political entanglements. However these reputational issues have by no means overwhelmed the emirate. For the region it is particularly stable and has been afflicted by neither civil war, nor conflict in neighbouring states; a rarity in today’s Middle East. Home grown brands such as Ooreedoo are flourishing internationally, laying the foundations for success beyond the era of liquefied natural gas. Total nation brand value is up 39%, making Qatar this year’s fastest mover.
The falling price of crude oil threatens to play havoc with Russia’s balance of payments and potentially destabilise the Putin government. The invasion of Crimea and support for rebels in Donetsk and Luhansk has alienated many foreign governments, investors and tourists and has led to the imposition of economic sanctions. The combined effect of all these issues has meant Russia has lost its status as an ‘A rated’ nation brand, a new BSI score of 49 gives it a BBB rating. Overall national brand value is also down, from $1.26 trillion to $1.17 trillion, which sees Russia fall behind Italy and into 12th place.
The impact of the conflict on Ukraine has been even greater however. Though a turn towards western values of transparency and democracy has certainly had some impact in improving Ukraine’s reputation in Europe, the US and beyond, continuing instability is a major problem for its nation brand. In losing Crimea, Ukraine has lost not just a significant landmass and economic base, but the better part of its tourist industry. With a continuing war in the east, as sympathetic as western investors would like to be, Ukraine remains a very risky prospect. A perhaps unsurprising consequence is that Ukraine has suffered the most dramatic drop in nation brand value of any country this year; total nation brand value is down 37% to $80 billion.

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