von Martin Schelberg, PhD
Statistik und Sichtungsnachweis dieser Seite findet sich am Artikelende
| [1.] Msc/Fragment 073 01 - Diskussion Zuletzt bearbeitet: 2014-12-23 15:37:26 Hindemith | BauernOpfer, Daimler Sustainability Report 2008, Fragment, Gesichtet, Msc, SMWFragment, Schutzlevel sysop |
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| Untersuchte Arbeit: Seite: 73, Zeilen: 1-17 |
Quelle: Daimler Sustainability Report 2008 Seite(n): 11, Zeilen: 18ff |
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| [Compliance officer: Daimler has taken a further step toward sustainably reinforcing its self] surveillance with a view to ethically appropriate corporate management and has established in Stuttgart a newly created, promoted position of “Chief Compliance Officer” at Senior Vice President level, directly below the Board of Management.
New plant in Fuzhou (China): In October 2007, Fujian Daimler Automotive Ltd. laid the foundation stone for a new van plant in Fuzhou in the southern Chinese province of Fujian. Construction of this plant is proceeding rapidly, and the facility is scheduled to begin producing Mercedes-Benz vans for China and other Asian markets in 2009. Joint venture between Daimler Trucks and hero Group (India): In the second quarter of 2008, Daimler Trucks and the Indian company Hero Group will finalize the establishment of the Daimler Hero Motors Corporation Ltd. joint venture. HIV/AIDS prevention in South Africa: Mercedes-Benz South Africa has extended its HIV/AIDS job program for its own employees and their families in South Africa to include small and medium-sized supplier companies in the Buffalo City region. Following a pilot phase lasting a year and a half, the so-called Siyakhana Project was fully established in 17 companies by the end of 2007 and now encompasses some 6,700 blue- and white-collar employees of these firms and their families (26,000 people in all). A further 50 companies are to be integrated into the project in 2008/09. |
A new position: Chief Compliance Officer. Daimler has taken a further step toward sustainably reinforcing its self-surveillance with a view to ethically appropriate corporate management and has established a newly created, promoted position of “Chief Compliance Officer” at Senior Vice President level, directly below the Board of Management.
New Sprinter plant in Fuzhou. In October 2007, Fujian Daimler Automotive Ltd. laid the foundation stone for a new van plant in Fuzhou in the southern Chinese province of Fujian. Construction of this plant is proceeding rapidly, and the facility is scheduled to begin producing Mercedes-Benz vans for China and other Asian markets in 2009. HIV/AIDS prevention in South Africa. Mercedes-Benz South Africa has extended its successful HIV/AIDS job program for its own employees and their families in South Africa to include small and medium-sized supplier companies in the Buffalo City region. Following a pilot phase lasting a year and a half, the so-called Siyakhana Project was fully established in 17 companies by the end of 2007 and now encompasses some 6,700 blue- and white-collar employees of these firms and their families (26,000 people in all). A further 50 companies are to be integrated into the project in 2008/09. Joint venture between Daimler Trucks and Hero Group. In the second quarter of 2008, Daimler Trucks and the Indian company Hero Group finalized the establishment of the Daimler Hero Motors Corporation Ltd. joint venture. |
The source is given on p. 71 once without indication that altogether two and a half pages are taken from it. |
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| [2.] Msc/Fragment 073 19 - Diskussion Zuletzt bearbeitet: 2014-12-23 16:37:36 Hindemith | BauernOpfer, Fragment, Gesichtet, IBM 2007, Msc, SMWFragment, Schutzlevel sysop |
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| Untersuchte Arbeit: Seite: 73, Zeilen: 19-44 |
Quelle: IBM 2007 Seite(n): 6, Zeilen: 2 ff. |
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| Samuel J. Palmisano, Chairman, President and Chief Executive Officer, is emphasizing in the IBM 2007 Corporate Responsibility Report that the 20th century “multinational” is giving way to a new kind of institution, what IBM calls the globally integrated enterprise. This is with IBM a very different organizational architecture and way of operating any business or institution. Most importantly, it may offer hope for a new kind of progressive globalization, one that not only generates new opportunity for innovation and growth, but also extends that opportunity to many more regions and people. However, Palmisano accentuates that they must not be naïve or complacent. These benefits would not be achieved through a disruptive change by operating the way they have in the past. Only aggressive innovation will - with Palmisano - get through innovation that changes the enterprise from top to bottom and that engages it far more intimately with a broad societal ecosystem of businesses, communities and institutions.
Palmisano believes that the answer for the individual is similar to the answer for companies and nations - expertise, skills, knowledge. But simply saying that doesn’t really solve the problem in fact, it just begins the discussion, because the nature of expertise itself is changing. In the past, to become an “expert,” you went to school, you studied a body of knowledge, received a degree or certification and then went to work, usually with the expectation that you would stay in your chosen profession or career track for a lifetime. however, the nature of competition and the forces of innovation are shifting the frontiers of science, business and technology continuously. Expertise today is not static. To be competitive, any individual like any company, community or country has to adapt continuously, learning new fields and new skills. This is true within any given job, and it’s true across the span of an entire career. Well, who is in the best position to shape that learning? At IBM, they believe it’s the individual. No corporate headquarters can possibly adapt as rapidly or as specifically as a global marketplace requires. And they believe that this, in turn, requires nothing less than a new relationship among the company, the individuals who make it up and society at large. |
The 20th century “multinational” is giving way to a new kind of institution, what we at IBM call the globally integrated enterprise. This is a very different organizational architecture and way of operating any business or institution. Most importantly, it offers hope for a new kind of progressive globalization — one that not only generates new opportunity for innovation and growth, but also extends that opportunity to many more regions and people.
However, we must not be naïve or complacent. We will not achieve these benefits or navigate our organizations through this disruptive change by operating the way we have in the past. Only aggressive innovation will get us through — innovation that changes the enterprise from top to bottom and that engages it far more intimately with a broad societal ecosystem of businesses, communities and institutions. [...] I believe that the answer for the individual is similar to the answer for companies and nations — expertise, skills, knowledge. But simply saying that doesn’t really solve the problem — in fact, it just begins the discussion, because the nature of expertise itself is changing. In the past, to become an “expert,” you went to school, you studied a body of knowledge, received a degree or certification and then went to work, usually with the expectation that you would stay in your chosen profession or career track for a lifetime. However, the nature of competition and the forces of innovation are shifting the frontiers of science, business and technology continuously. Expertise today is not static. To be competitive, any individual — like any company, community or country — has to adapt continuously, learning new fields and new skills. This is true within any given job, and it’s true across the span of an entire career. Well, who is in the best position to shape that learning? At IBM, we believe it’s the individual. No corporate headquarters can possibly adapt as rapidly or as specifically as a global marketplace requires. And we believe that this, in turn, requires nothing less than a new relationship among the company, the individuals who make it up and society at large. |
The source is mentioned once in the beginning, but nothing indicates that long passages are taken literally from it. |
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Letzte Bearbeitung dieser Seite: durch Benutzer:Hindemith, Zeitstempel: 20141223163812