Economic sectors in the industry
Industry - production of a good or service. The consideration sectors of the world economy, classification them by certain categories. Methods of foresight and technology forecasting the most companies in the industry today. The study of economic trends.
| Рубрика | Экономика и экономическая теория |
| Вид | реферат |
| Язык | английский |
| Дата добавления | 21.05.2015 |
| Размер файла | 3,3 M |
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Nestlй's products include baby food, bottled water, breakfast cereals, coffee and tea, confectionery, dairy products, ice cream,frozen food, pet foods, and snacks. Twenty-nine of Nestlй's brands have annual sales of over CHF1 billion (about US$1.1 billion),[3][5] including Nespresso, Nescafй, Kit Kat, Smarties, Nesquik, Stouffer's, Vittel, and Maggi. Nestlй has 447 factories, operates in 194 countries, and employs around 333,000 people. It is one of the main shareholders of L'Oreal, the world's largest cosmetics company.
The day-to-day management of the Nestlй business is taken care of by our Executive Board. The 14 designated Board Members manage diverse parts of the global business.
The Nestlй Group is managed by geographies - Zones EMENA (Europe, Middle East and North Africa), Americas and Asia/Oceania/Africa - for most of the food and beverage business, with the exceptions of our globally managed businesses, which include Nestlй Waters, Nestlй Nutrition, Nespresso, Nestlй Professional and Nestlй Health Science. They also have joint ventures such as Cereal Partners Worldwide and Beverage Partners Worldwide.
Nestle`s objective is to be the leader in Nutrition Health and Wellness, and the industry reference for financial performance, trusted by all stakeholders. They believe that leadership is not just about size; it is also about behaviour. Trust, too, is about behaviour; and they recognise that trust is earned only over a long period of time by consistently delivering on our promises. These objectives and behaviours are encapsulated in the simple phrase, “Good Food, Good Life”, a phrase that sums up their corporate ambition.
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Competitive advantages |
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· Unmatched product and brand portfolio · Unmatched R&D capability · Unmatched geographic presence · People, culture, values and attitude |
True competitive advantage comes from a combination of hard-to-copy advantages throughout the value chain, built up over decades. There are inherent links between great products and strong R&D, between the broadest geographic presence and an entrepreneurial spirit, between great people and strong values. |
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Growth drivers |
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· Nutrition, Health and Wellness · Emerging markets and Popularly · Positioned Products · Out-of-home · Premiumisation |
These four areas provide particularly exciting prospects for growth. They are applicable across all our categories and around the world. Everything we do is driven by our Nutrition, Health and Wellness agenda, Good Food, Good Life, which seeks to offer consumers products with the best nutritional profile in their categories |
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Operational pillars |
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· Innovation & Renovation · Wherever, whenever, however · Consumer engagement · Operational efficiency |
Nestlй must excel at each of these four inter-related core competences. They drive product development, renewal and quality, operational performance, interactive relationships with consumers and other stakeholders and differentiation from our competitors. If we excel in these areas we will be consumer-centric, we will accelerate our performance in all key areas and we will achieve excellence in execution. |
Methods of foresight and technology forecast
Nestle is investing for the future to ensure the financial and environmental sustainability of our actions and operations: in capacity, in technologies, in capabilities, in people, in brands, in R&D. Our aim is to meet today's needs without compromising the ability of future generations to meet their needs, and to do so in a way which will ensure profitable growth year after year and a high level of returns for our shareholders and society at large over the long-term.
3.3 Associated British Foods
3) Associated British Foods plc is a British multinational food processing and retailing company whose headquarters are in London, United Kingdom. Its ingredients division is the world's second-largest producer of both sugar and baker's yeast and a major producer of other ingredients including emulsifiers, enzymes and lactose. Its grocery division is a major manufacturer of both branded and private label grocery products.
What they do to be successful:
From its inception in November 1935 as Food Investments Limited and its rapid change to Allied Bakeries Limited five weeks later, the business grew dramatically as a broad-based food manufacturing organisation, becoming Associated British Foods Limited in February 1960.
It finally changed to Associated British Foods plc in May 1982 to comply with legal requirements.
Growth has been predominantly through acquisition and has resulted in a global group operating in 47 countries, employing over 113,000 people.
Now ABF is a diversified group of businesses which enjoy a high degree of autonomy in the running of their operations. They are grouped into five business segments: Sugar; Agriculture; Retail; Grocery; and Ingredients.
They aim to achieve strong, sustainable leadership positions in markets that offer potential for profitable growth, and deliver quality products and services that are central to people's lives.
Innovations
Offset printing has long played an important part in the production of food and drink packaging. Gilbert Chow, the global category leader for packaging at Associated British Foods, discusses the key part it plays in the group's set-up, and the way in which the multibillion-pound turnover business plans to incorporate new press technology to drive future innovations.
While Chow is an advocate of offset printing technology, he is always willing to adopt new and 'disruptive' technologies if they will help catalyse further innovation in Associated British Foods' packaging lines. "Through our relationships with our supplier base and with manufacturers, we are frequently being exposed to new technologies and the impact they could have on production," he says. "We are looking at the ways in which we can integrate digital into our supplier's production lines and use it to complement existing presses. New press technology such as digital print allows us to start thinking about the possibilities of the new ways in which we can print."
4. Chemical sector
Chemical Industry refers to the industry which is involved in the business of making different products from raw materials through Chemical Reactions. Generally, the Raw Materials used in the Chemical Industry are oil, natural gas, metals, minerals, coal, salt and last but not the least air and water.
Chemical Industries are very important for the economy of any country. This is because these Chemical Industries supply the farmers Pesticides and Fertilizers which are essential for crop growing. In this way Chemical Industries contribute to agriculture and food self sufficiency of every country.
Other than direct contribution to agriculture, Chemical Industry contributes indirectly to almost every sector of every economy. In our everyday life, we use a lot of industrial products and most of them are related to Chemical Industry in some way or the other. Chemical Industry produces the fibers and dyes which are used in textile industries. It supplies the Synthetic Sweeteners and Synthetic Flavors which are used by Food Manufacturing Companies. Chemical Industry indirectly helps the Pharmaceutical Industry and Health Care Industry by providing the essential Chemical Components. Not only that Plastic requirement of Packaging Industry and Artificial Rubber requirement of the Automobile Industry are also met by the very same Chemical Industries.
4.1 Bayer
1) Bayer is a global enterprise with core competencies in the fields of health care, agriculture and high-tech polymer materials. As an innovation company, it sets trends in research-intensive areas. Bayer's products and services are designed to benefit people and improve the quality of life. At the same time, the Group aims to create value through innovation, growth and high earning power.
Bayer is committed to the principles of sustainable development and acts as a socially and ethically responsible corporate citizen. In fiscal year 2014, Bayer employed 118,900 people and had sales of €42.2 billion. Capital expenditures amounted to €2.5 billion, R&D expenses to €3.6 billion.
What they do to be successful:
Bayer AG, Leverkusen, Germany, acts as a strategic management holding company. It defines the values, goals and strategies of the entire Group. It is also responsible for resource allocation and managerial appointments. Led by Bayer AG, the HealthCare, CropScience and MaterialScience subgroups independently manage their business operations in line with preset objectives. The Corporate Center supports the Group Management Board in its task of strategic leadership. The holding company and subgroups are supported in their activities by the three service companies Bayer Business Services, Bayer Technology Services and Currenta.
Research, Development, Innovation
Innovation and the skills of our employees form the basis for their success as a company. They drive innovation by continuously developing new molecules, technologies and business models in their research centers, investing in research and development projects, supporting the development of their employees and expanding our activities through acquisitions or collaborations with external partners. Strengthening their innovative capability enables them to address the challenges of their time and achieve profitable corporate growth.
As well as investing in research and development, Bayer promotes an innovation culture based on openness to new approaches and internal interdisciplinary cooperation. We are building a national and international network of outstanding scientists to further increase our expertise and extending this network through collaborations with external partners.
Their collaborations and alliances with leading universities, public research institutes and partner companies are supplemented by incubators, crowdsourcing and science hubs in Asia and the United States to tap into external innovative potential using the open innovation approach.
4.2 BASF
2) BASF SE is the largest chemical producer in the world and is headquartered in Ludwigshafen, Germany. BASF originally stood forBadische Anilin- und Soda-Fabrik.
BASF`s broad portfolio ranges from chemicals, plastics, performance products and crop protection products to oil and gas. In 2014, BASF posted sales of €74.0 billion and income from operations before special items of approximately €7.6 billion.
What they do to be successful:
They combine economic success with environmental protection and social responsibility. Through research and innovation, they support their customers in nearly every industry in meeting the current and future needs of society. They have summed up this contribution in their corporate purpose: They create chemistry for a sustainable future.
Effective and transparent corporate governance guarantees that BASF is managed and monitored in a responsible manner focused on value creation. This fosters the confidence of our domestic and international investors, the financial markets, our customers and other business partners, employees, and the public in BASF.
The fundamental elements of BASF SE's corporate governance system are: its two-tier system, with a transparent and effective separation of company management and supervision between BASF's Board of Executive Directors and the Supervisory Board; the equal representation of shareholders and employees on the Supervisory Board; and the shareholders' rights of co-administration and supervision at the Annual Shareholders' Meeting.
Innovations
Innovations based on effective and efficient research and development are an important growth engine for BASF. Our employees work in interdisciplinary teams on innovative processes and products for a sustainable future. This is how we ensure our long-term business success with chemistry-based solutions for almost all sectors of industry.
4.3 INEOS
3) Ineos Group Limited is a privately owned multinational chemicals company headquartered in Rolle, Switzerland, and with its registered office in Lyndhurst, United Kingdom. It is in the top ten chemicals manufacturing companies as measured by sales revenue.
What they do to be successful:
Most of their employees have spent all their working lives in the chemical or oil industry. They arrived at INEOS from companies such as BASF, Bayer, Borealis, BP, Degussa, Dow, Enichem, Hoechst, ICI, Norsk Hydro and Solvay. They continue unashamedly to extract best practices from this very impressive group of people in all spheres of activity.
INEOS is a refreshing place to work and we are prepared to embrace new approaches to business. Safety is their first priority. They believe strongly in employee share ownership, they are highly focused on growth and EBITDA, and see the “customer as king”.
INEOS is a global manufacturer of petrochemicals, speciality chemicals and oil products. It comprises 15 businesses each with a major chemical company heritage. Its network spans 65 sites in 16 countries throughout the world.
INEOS is characterised by the following strengths:
· High-quality and low-cost production facilities
· Well-invested plants
· Large plants that benefit from economies of scale
· Favourable locations
· Experienced management
· Leading market positions
· Operating diversity - products, customers, geographic regions, applications and end-use markets
Leading market positions allow INEOS to be the supplier of choice for many of the largest customers in our markets. This has translated into strong and long-term relationships with these customers.
The company continues to grow its profitability and cash flows through:
· Leveraging existing resources to expand sales
· Achievement of cost savings
· Extracting the full benefits of a vertically integrated business
The management philosophy at INEOS is to operate a simple and decentralised organisational structure, coupled with programmes intended to incentivise our employees.
INEOS Markets
INEOS has a diversified product portfolio with a wide range of end market applications. Our chemical intermediates businesses, with leading global positions and differing industry cycles provide earnings strength world wide.
INEOS is a customer-focused company. Its business mission is to be the supplier of choice to its customers.
INEOS key values are:
· Excellence in safety, health and environmental performance
· Focus on customer satisfaction, total quality and reliability
· Continuous improvement to become the lowest cost producer of high quality products
· Encouragement of innovation, entrepreneurship and reward for achievement
· Empowerment of employees to create real value for our customers and ourselves
Key Business Strengths
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LEADING MARKET POSITIONS |
15 BUSINESSES SERVING DIVERSE RANGE OF END-USE MARKETS |
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One of the world's largest chemical groups, leadership positions in key segments, 2014 sales of $54 billion |
Major position in Chemical Intermediates and commodity activities |
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VERTICALLY INTEGRATED, LARGE-SCALE PRODUCER |
LOW-COST, WELL INVESTED PRODUCTION FACILITIES |
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Providing certainty of supply, economies of scale, and competitive positions |
51 manufacturing sites worldwide |
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GLOBALLY COMPETITIVE FEEDSTOCKS |
LEADING TECHNOLOGY PLATFORM |
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Good access to global raw materials markets |
Leading technologies underpin INEOS manufacturing assets and create strategic opportunities |
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PROVEN RECORD OF MANAGEMENT |
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Highly experienced with a proven record of value creation through the cycle and cash preservation at the BOC |
5. Electronics and Electrical Equipment sector
The worldwide electrical, electronic and computer industry is the most flourishing and extremely diversified sector consisting of manufacturers, suppliers, dealers, retailers, electrical engineers, electricians, electronic equipment manufacturers, and trade unions. This sector has been growing at a rapid pace with the invention of innovative technologies and an ever-increasing customer inclination towards electronic goods and services.
The global electrical and electronics sector is highly fragmented, comprising of various auxiliary sectors namely electronic components, computer and office equipment, telecommunications, consumer appliances and industrial electronics.
One unique characteristic is of the industry is a short product life cycle. Computer and electronic products are constantly changing. As a result, a company in the industry must invest heavily in product R and D to stay competitive. Product life-cycle management is a critical requirement for an ERP implementation.
5.1 Siemens
1) Siemens AG is a German multinational conglomerate company headquartered in Berlin and Munich. It is the largest engineering company in Europe. The principal divisions of the company are Industry, Energy, Healthcare, andInfrastructure & Cities, which represent the main activities of the company. The company is a prominent maker of medical diagnostics equipment and its medical health-care division, which generates about 12 percent of the company's total sales, is its second-most profitable unit, after the industrial automation division.
Siemens offers a wide range of electrical engineering- and electronics-related products and services. Its products can be broadly divided into the following categories: buildings-related products; drives, automation and industrial plant-related products; energy-related products; lighting; medical products; and transportation and logistics-related products.
What they do to be successful:
To ensure that Siemens stays successful in the future, technology development at the Group focuses on areas closely related to the business activities of our divisions to provide significant contributions to electrification, automation and digitalization.
Their researchers are developing solutions for conventional power plants as well as facilities that convert and store energy from renewable sources. They are also working on energy technology components, such as motors and generators equipped with superconducting coils. The goals here are to increase system efficiency across the entire energy supply value chain and reduce emissions that are harmful to our climate. In addition, our experts are working on core technologies for the development and production of integrated electronic modules and systems that will also help to raise efficiency throughout the entire value chain.
Industrial Design Thinking (i.DT) makes it possible to identify users' hidden needs and to generate ideas for innovative products. Siemens Corporate Technology has been successfully using this method in China for the past three years -- in more than 20 development projects to date.
Committed to Innovation
For companies, a long-standing and effective method for gaining an edge in innovation is to bring different sources of expertise together. That's one reason why, since 1984, Siemens has participated in framework research programs sponsored by the European Commission. These programs bring together the brightest European scientists and technicians from research organizations, universities, and companies in order to strengthen Europe's international competitiveness. The amount of money the EU spends on these programs illustrates the high priority it assigns to Europe's innovation capability.
5.2 Philips
2) Philips is a Dutch diversified technology company headquartered inAmsterdam with primary divisions focused in the areas of Healthcare, Consumer Lifestyle and Lighting. It was founded in Eindhovenin 1891 by Gerard Philips and his father Frederik. It is one of the largest electronics companies in the world and employs around 122,000 people across more than 60 countries.
The foundations of Philips were laid in 1891 when Gerard Philips and his father Frederik Philips established Philips & Co. in Eindhoven, the Netherlands. A few years later, in 1895, Gerard's brother Anton Philips strengthened the young company. He proved to be a great commercial talent and within a few years Philips belonged to the largest producers of light bulbs in the world. Stimulated by the Industrial Revolution in Europe, Philips' first research laboratory was established in 1914 and the company started introducing its first innovations in the x-ray and radio technology. Over the years, the list of inventions has only been growing to include many breakthroughs that have continued to enrich people's everyday lives.
What they do to be successful:
Since the beginning, Philips has placed R&D and innovation at the core of its activities, generating many breakthrough inventions, such as the Compact Cassette and CD.
Philips has established an Executive Committee, which comprises the President/CEO, the CFO, the Sector CEO's and six experienced leaders, allowing functions, businesses and markets to be represented at the highest levels in the Company.
The functions, businesses and markets represented are: innovation, strategy, human resources, legal, and global markets, with a dedicated representation for China as a major growth market.
Innovations
For over 120 years Philips`s meaningful innovations have improved the quality of life for millions, creating a strong and trusted Philips brand with market access all over the world. In light of key global trends and challenges - e.g. the demand for affordable healthcare, the energy efficiency imperative, and people's desire for personal well-being - they are confident in our chosen strategic direction.
The current EcoVision program is a main driver to realize our company's vision.
The main elements of the program are:
· Green Product sales
· Improving people's lives
· Green Innovation
· Green Operations
· Health & Safety
· Employee Engagement
· Supplier Sustainability
Philips set high performance targets for themselves and they believe it is critical to report on their progress. They use the benchmark information and research of external indexes to help us strengthen their management systems and sustainability reporting. They are proud of the recognition they have earned for their performance over the years.
5.3 ABB
3) ABB (ASEA Brown Boveri) is a multinational corporation operating in electrical equipment industry, headquartered in Zurich, Switzerland.
ABB is a global leader in power and automation technologies. Based in Zurich, Switzerland, the company employs about 140,000 people and operates in approximately 100 countries. The firm's shares are traded on the stock exchanges of Zurich, Stockholm and New York.
What they do to be successful:
ABB's business is comprised of five divisions that are in turn organized in relation to the customers and industries they serve.
The group is particularly proud of its record for innovation - widely recognized through countless awards and scientific accolades. Many of the technologies we take for granted today, from ultra efficient high-voltage direct current power transmission to a revolutionary approach to ship propulsion, were developed or commercialized by ABB.
Today ABB is the largest supplier of industrial motors and drives, the largest provider of generators to the wind industry and the largest supplier of power grids in the world.
ABB is a global leader in power and automation technologies. Their solutions improve the efficiency, productivity and quality of their customers' operations while minimizing environmental impact. Innovation is at the forefront of what they do and many of the technologies that drive modern society were pioneered by ABB.
Innovation is ingrained in the DNA of ABB and a pillar of our Next Level strategy,” said ABB Chief Executive Officer Ulrich Spiesshofer. “New technologies are at the core of driving profitable growth through our strategic focus on market penetration, innovation and expansion.”
ABB announced its Next Level strategy in September 2014. The company said it will drive profitable growth through focused initiatives on market penetration, innovation and expansion (PIE).
ABB invests about $1.5 billion annually in research and development. The company employs some 8,500 technologists in more than 20 countries.
ABB is a leader in power and automation technologies that enable utility, industry, and transport and infrastructure customers to improve their performance while lowering environmental impact. The ABB Group of companies operates in roughly 100 countries and employs about 145,000
6. Telecommunication Sector
The telecommunications industry covers a number of areas including cabling, wireless, switching, transmission, RF and optical communications, media and IP networks.
Advances in digital and IP networking technologies have had a dramatic effect on the demand for better, faster and more bandwidth for ICT communications to serve the Australian economy and community.
These applications include:
· Escalating use of social networking applications such as facebook, wikis and twitter
· Smart homes and home integration technologies
· Increasing use of IP technologies such as VoIP, IPTV and smart phones
· The proliferation of home networks, home entertainment and smart home technologies
· Superior and more advanced broadband networks such as the NBN. These initiatives will boost the Australian economy through eHealth, eEducation, eTravel and hospitality
· New approaches to media distribution through the internet
· The switchover to the new digital economy
6.1 Telefуnica
Telefуnica is one of the largest telecommunications companies in the world in terms of market capitalisation and number of customers. With its best in class mobile, fixed and broadband networks, and innovative portfolio of digital solutions, Telefуnica is transforming itself into a `Digital Telco', a company that will be even better placed to meet the needs of its customers and capture new revenue growth.
What they do to be successful:
The communications sector continues to face challenges and unceasing changes that have made it completely redefine in a short period of time, with new business ecosystems appearing which oblige companies to adapt and transform in view of new realities. This peremptory need for transformation is linked to that for innovation and companies have to create ecosystems which promote innovation to ensure long-term success and that means putting people at the heart of the business. Telefуnica has shown that it can be done.
Telefуnica, a Digital Telco, is ready to lead and assist this process of digital transformation. Technology provides Telefуnica with unimaginable possibilities and can improve our lives in thousands of ways. Therefore, we want to be players in this new ecosystem and provide everyone the best that technology can offer, so that everyone can enjoy this fascinating world.
We are undergoing a social and economic revolution which is unprecedented in the history of mankind, triggered by the possibilities which technology opens up for people. Our mission is to bring those options to all companies and people, so they can live better, do more things and be more.
· Telefуnica helps people to live better: at Telefуnica, they are convinced that, with our technology and services, we can help to improve the quality of life and the safety of consumers.
· Telefуnica transform society: they know that where there are ICTs there is development and opportunities, and that the new technologies are a source of entrepreneurship and social innovation.
· Telefуnica take care of the planet: they work to efficiently manage the environmental risks of their operations and to offer services which promote the environmental sustainability of people and cities.
They want to be the key players in the new digital universe, filled with opportunities and improvements to people's day-to-day lives and capabilities, helping furthermore, to create a more sustainable world.
Telefуnica had identified talent and entrepreneurship as key components of the digital revolution. Therefore, the company has launched Telefуnica Open Future, a global and open programme designed to connect entrepreneurs, startups, investors and public and private organisations from all over the world, that integrates all initiatives which support open innovation and entrepreneurship such as Wayra , Talentum or Think Big as well as investment vehicles like Amйrigo and Telefуnica Ventures.
The objective is to direct innovation towards the development of viable projects, using a model that provides visibility to talent and puts it in contact with organisations, investors and companies that are looking for it through the collaboration with China Unicom and Tsinghua Holdings Technology and Innovation (THTI).
But there is more, Telefуnica is also determined to include new companies, investment funds and ways of development in its business, to achieve an innovative and differentiating service. Amйrigo or our offering of a wide range of new digital services are evidence of this.
In order to become a reference in the field of telecommunications as Digital Telco, Telefуnica has set four areas to focus their efforts.
· Product Development & Innovation - the development of proprietary products and services
· Partnership & Venture Capital - Telefуnica is committed to open innovation. Where it cannot build products or services it will partner with, invest in or potentially acquire other companies large or small
· New Digital Services - bringing to market, directly or through Telefуnica operating businesses, new products and services across key.
· New Business Areas - creating new business opportunities in areas such as the Big Data
In addition, without forgetting the end users, Telefуnica has brought innovative solutions into the market which enables everyone to enjoy digital life, with the aim of placing technology and connectivity within the reach of everyone. The launch of the handsets at competitive prices have meant a strong commitment to breaking with the most established mobile operating systems and fostering open software development as one of the keys in this process of change.
6.2 Vodafone
Vodafone UK is a provider of telecommunications services in the United Kingdom, and a part of the Vodafone Group, the world's second-largest mobile phone company.
What they do to be successful:
1. Mobile data: Vodaphone will capitalise on the rapid increase in demand for ubiquitous mobile data services and accelerate the rate of adoption by customers in under-penetrated markets by:
· serving their customers' demand for networks with wide and deep coverage, high speed capability and reliability, by continuing to invest in our already leading European networks and further developing their data networks in theirIndian and African markets;
· transitioning Vodaphone data pricing plans to tiered plans and differentiated service levels, to encourage data adoption and adjust pricing to usage, thereby giving customers more control and driving better returns on our investment;
· enhancing Vodaphone customer care, retail presence, online services and support, to ensure that
· customers get the best data experience with Vodafone; and
· carrying a balanced portfolio of smartphones and connected devices, with all leading brands, and supplementing Vodaphone range with attractively priced Vodafone-branded smartphones to accelerate further smartphone penetration across Vodaphone customer base.
2. Enterprise: Vodaphone will further grow enterprise revenue through the introduction of new services for the SME, SoHo and Corporate segments, increasing their addressable market and building on the momentum of Vodafone Global Enterprise and Vodafone One Net.
3. Emerging markets: Vodaphone will continue to generate revenue growth from driving penetration of mobile voice and SMS and accelerating the adoption of affordable data into their attractive markets across India and Africa.
4. Total Communications: in Europe, where Vodaphone see early signs of convergence, we will build on their recent success in fixed broadband and continue to secure over time access to fast broadband to allow them to service the enterprise and consumer markets in a capital efficient manner.
5. New services: Vodaphone will selectively expand into a number of new growth segments including machine-to-machine services and financial mobile services.
Innovations
Vodafone is embracing and driving innovation across a wide range of areas rather than responding to a narrow definition that centers on technology. In addition to technology, our approach covers new operation models, building intellectual property, new services and products, business transformation, and industry collaborations. With a holistic strategy in mind, we' re instilling in our staff an understanding of the journey that we' re undertaking to reach sustainable business development.
The first innovation here is to build a single converged network. Vodafone enjoys a strong global presence and this gives us an edge in terms of ensuring consistency, economies of scale, and passing on operational innovations to our enterprise customers. At present, one of our key operational innovations is the construction of a converged European IP backbone and IMS/NGIN service network to deliver all our national and international core service and transport requirements. The best in breed IP/MPLS router platforms help to deliver unrivalled scalability and performance to our customers.
Meanwhile, the new converged network enables centralization of the service delivery layer (GGSN, IMS, Voice Interconnect etc.) through 3 hosting locations to enable reduced costs and shorter time to market for new services. Lastly it also provides a platform to simplify our IP/Service network interface towards third party partners and the outside world.
The second innovation we've prioritized is network sharing. Radio access networks incur the bulk of OPEX and CAPEX, and so sharing access networks significantly curtails costs and allows us to focus investment on service development and competitive strategies. We' ve deployed a wide range of passive and active sharing models spanning all our markets, and doing so allows us to pass on resulting cost savings to subscribers.
Their third innovation strategy covers outsourced and managed services in the form of turnkey `build-operate-transfer' and `total cost of ownership' models that optimally respond to our customers' core services demands. The' ve designed these models to manage costs and ensure that we remain operationally focused on the activities that directly deliver the best service experience and benefits to our customers. Our solid partnership approach has also extended to managed services embracing areas such as spare parts management for network infrastructure.
Technological innovation
Vodafone is aggressively pushing the development of the current 3G technology to realize its full potential. We' re also driving the development of new technologies such as femtocells and LTE through a strong collaborative approach with leading vendors and third parties.
3G Femtocells
The first thing I want to talk about is femtocells. We at Vodafone look at femtocells in two ways. There are a number of opportunities that we see on the retail side. We think it' s a very significant opportunity to provide better service to customers, both the enterprise and home customers in areas which could benefit from enhanced coverage. There are also capacity management benefits. Network data traffic is increasing quickly, and this presents some management challenges, although data growth tends to be concentrated both in terms of user numbers and location. However, we view this as an opportunity to which we can apply a cohesive capacity management strategy, particularly in mature markets where broadband access is widely available as a supplementary technology.
Femtocells respond to both consumer and capacity demands and we' ve proactively led its development and drive for standardization through our position on the executive board at the Femto Forum. During 2008 we completed internal and external user trials, and launched a commercial pilot in Spain using Huawei's femtocell products.
3G vs. LTE
While there is a wave of excitement surrounding LTE, we believe that HSPA still has a wealth of potential and are as such exploring ways to fully exploit our existing 3G assets, especially in the data field. We successfully trialed HSPA+ 16Mbps 64QAM and HSPA+ 20Mbps MIMO technology in January and February 2009, and this has paved the way for future commercial deployment. We' re presently examining ways of configuring both equipment and physical positioning to reduce OPEX and CAPEX through key infrastructure solutions such as Remote Radio Heads and SingleRAN.
At the same time, Vodafone is playing a key role in the ongoing development ofLTE, which I' d like to discuss in terms of defining its path and its commercial structure. Crucial to Vodafone' s LTE approach is our close partnership with China Mobile and Verizon, with whom we' ve already produced RFIs and set upLTE field trials. This partnership has helped solidify our direction not only in terms of the technical specifications of devices and chipsets, but also in terms of volume aggregation through which we can meaningfully penetrate the global market. To ensure consistency throughout our solutions, we are driving a single LTEspecification that will improve global roaming. An important aspect of doing so involves the standardized FDD+TDD chipset solutions that we' re developing to converge LTE FDD and TDD so as to deliver a truly global mobile broadband solution.
6.3 BT Group
BT Group plc, trading as BT, is a British multinational telecommunications services company. It has operations in around 170 countries. Its BT Global Services division supplies telecoms services to corporate and government customers worldwide, and its BT Consumer division supplies telephony, broadband and subscription television services in Great Britain to around 18 million customers.
What they do to be successful:
BT Group purpose is to use the power of communications to make a better world. By bringing together the best networks and technology with the expertise of BT Group people, BT Group make connections and create new possibilities.
BT Group committed to growing a successful business by being valuable to customers and society, and to delivering value to our shareholders. BT Group plan on a page sums up what matters to their connecting BT Group purpose, goal, strategy and culture.
7. Construction Sector
Construction is a large, dynamic, and complex industry sector that plays an important role in the U.S. economy. Construction workers and employers build our roads, houses, and workplaces and repair and maintain our nation's physical infrastructure. Construction work can involve building of new structures, which may include activities involved with subdividing land for sale as building sites or preparation of sites for new construction. Construction work also includes renovations involving additions, alterations, or maintenance and repair of buildings or engineering projects such as highways or utility systems.
7.1 VINCI
VINCI is a global player in concessions and construction, employing more than 185,000 people in some 100 countries.Vinci design, finance, build and operate infrastructure and facilities that help improve daily life and mobility for all. Because Vinci believe in all-round performance, above and beyond economic and financial results, Vinci is committed to operating in an environmentally and socially responsible manner.
What they do to be successful:
VINCI continues to rely on the excellent fit between its two businesses, Concessions and Contracting (energy, roadworks, construction), for developing its strategy. The?Group's main focus will be on activities with strong value-creation potential and parts of the world with high growth potential.
This strategy will lead VINCI to increase the share of the Concessions business, which generates high and recurring revenue. Particular attention will be paid to airports and road and motorway infrastructure. The share of this business may rise from 15% in 2014 to 20% looking to the 2020s.
In the Contracting business, the main external growth priority will be on the VINCI Energies business line, continuing on from its major 2014 acquisitions of Imtech ICT and Electrix, which alone represent annual revenue of around €1 billion. In the other Contracting business lines, VINCI will give development priority to highly technical activities with global prospects, such as special foundations, civil engineering structures, nuclear technology and oil and gas infrastructure, together with specialised activities such as rail works.
In all its business activities, VINCI intends to accelerate its international expansion, in particular in Latin America, South-East Asia and Oceania, together with the most buoyant European markets. This strategic orientation should increase revenue generated outside France to over 50% by around the 2020s.
In the long term, VINCI's growth will be based on the increased necessity to find solutions to mobility, urban development and energy transition, which are central to the Group's expertise.
Innovation
VINCI Construction companies implement an innovation policy focused on meeting the expectations of their markets and optimising the solutions they offer their customers. It includes design methods, construction techniques and exclusive products and processes such as those devised by the specialised civil engineering business activities. At the end of 2012, VINCI Construction's innovations were covered by 1,625 active patents.
VINCI Construction companies also take part in research programmes bringing together their own teams, their partner networks and PhD candidates working within the Group. Current research topics include concrete durability performance analysis (French PERFDUB project); concrete cracking in large components (French CEOS.FR project); and eco-concrete (formulated with low CO2 emissions).
The VINCI Group also encourages operational innovation in all areas (technology, safety, sustainable development and working conditions) via the VINCI Innovation Awards competition held every two years and open to all employees. The awards foster the dissemination of innovations throughout the Group. For example, Escalib, a safe and functional worksite staircase developed by Campenon Bernard Rйgions (VINCI Construction France) won the Rhфne-Alpes region Dissemination prize in the 2011 competition
7.2 Bouygues
Bouygues Construction is a global player in construction and services. Active in 80 countries, our teams design, build and operate buildings and structures which improve the quality of the living and working environment of their users.
What they do to be successful:
STRATEGIC CHALLENGES THROUGHOUT THE VALUE CHAIN
Through property development, financial engineering and services designed for end users, we meet the specific needs of each of our customers, and we have the capacity to fulfil all their requirements. To enable us to do this, Bouygues develop the skills and know-how of our teams throughout the value chain, from upstream to downstream of construction.
At the same time, Bouygues is working to incorporate sustainable construction into the entire lifecycle of our buildings and structures. The responsible approach that Bouygues propose to our customers factors in all the technical, environmental and social aspects of their projects.
To meet these two strategic priorities, Bouygues focus on 3 drivers of growth:
· high value-added operations,
· international development,
· the energies and services sector.
high value-added operations
Bouygues have developed high-level expertise in property development, public-private partnerships and concessions. Bouygues have a network of trusted partners - property developers and specific investment funds - backing us up solidly in these projects. Bouygues works together to deliver relevant synergies that add value, particularly for low-consumption buildings and very high environmental quality buildings.
7.2 International projects in our DNA
The Hong Kong-Zhuhai-Macao road bridge, the QP District in Qatar, the Gautrain rail link in South Africa and the Surrey hospital in Canada: these are just a few examples of how the Bouygues entrepreneurial spirit has seen us operate in every corner of the world, whether through well-established local subsidiaries or on a one-off basis on large-scale projects requiring a high level of technical expertise.
THE ENERGY AND SERVICES SECTOR
Beyond the actual construction process itself, Bouygues policy of providing customers with a full range of support services enables us to leverage our know-how in the spheres of energy and services. This positioning, firmly focused on solutions for the future (energy performance, smart grids, intelligent and communicating buildings, etc.), has enabled us to sign contracts for a number of attractive projects. Examples include the energy performance contract for street lighting in Paris, the Drфme-Ardиche fibre-optic network in France, and the electrification of Mozambique and Congo. Whatever the project, we endeavour to provide global solutions, from engineering to operation.
Innovations
1) Faced with new challenges, Bouygues is seeking to employ innovative solutions in the building and infrastructure sectors alike. For example, in partnership with CSM-Bessac, Bouygues Travaux Publics has developed the Tunnel Dismantling Machine (TDM), a revolutionary world-renowned tunnel boring machine.
During the extension of the MTR West Island Line 703 of the Hong Kong subway system, Bouygues Travaux Publics teams connected a new tunnel to an existing 150-meter diameter tunnel. As an additional challenge, they also had to excavate loose soil in an area dense with utility networks and skyscraper and tower foundations.
In partnership with CSM-Bessac, Bouygues Travaux Publics specially designed and built a new dismantling machine: the Tunnel Dismantling Machine (TDM). A world first. This machine empties the tunnel segments from behind, filling them with cement with an arm located in the front, in preparation for the excavation of the new tunnel. This model helps to avoid collapses and water leaks, and limits difficult dives and exposure to hyperbaric conditions.
2) Cities and local authorities need to be able to manage their services and public lighting expenses while also providing new digital services. To meet this need, Bouygues Energies & Services has developed Citybox®.
Citybox® is a unique patented solution that meets 3 needs:
· improvements in the energy performance of a public lighting network by reducing electricity consumption,
· reactive network management through real-time remote management of the operation of the deployed services,
· the possibility of deploying low-cost digital services (such as Wi-Fi, video surveillance, sound systems, and festive illuminations).
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