Organization structure – Ron Bercume http://ronbercume.com/ Sat, 01 Oct 2022 05:45:21 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://ronbercume.com/wp-content/uploads/2021/10/icon-23-120x120.png Organization structure – Ron Bercume http://ronbercume.com/ 32 32 Structure of Telecom Market in India and Role of BSNL https://ronbercume.com/structure-of-telecom-market-in-india-and-role-of-bsnl/ Sat, 01 Oct 2022 05:21:22 +0000 https://ronbercume.com/structure-of-telecom-market-in-india-and-role-of-bsnl/ By Surjith Karthikeyan & Munesh Sood Recently, the Government of India has offered support of Rs 1.64 lakh crore to BSNL in the administrative spectrum allocation, merger of BBNL and BSNL, financial support for investments and financing of the viability gap. Previously, light measures such as employment restructuring had also been implemented at BSNL, as […]]]>

By Surjith Karthikeyan & Munesh Sood

Recently, the Government of India has offered support of Rs 1.64 lakh crore to BSNL in the administrative spectrum allocation, merger of BBNL and BSNL, financial support for investments and financing of the viability gap. Previously, light measures such as employment restructuring had also been implemented at BSNL, as its labor costs accounted for almost 80% of service revenues, compared to around 5% of other telecom operators’ revenues. Thus, BSNL has recently started to record a positive operating profit. However, the current support measures can be viewed from the perspective of the overall structure of the telecommunications market in India.

Global telecommunications markets in all jurisdictions strive to be economically efficient. However, telecommunications sector externalities can occur even when all economic agents are price takers. Generally, externalities lead to market inefficiency. In the event that a market outcome is economically inefficient, a change in the consumption and/or production of telecommunications services may result in higher profits for businesses, higher benefits for consumers, or both. Generally, economic market structures can be perfect competition, monopolistic competition, oligopoly, and monopoly which is indeed determined by a number of firms and their competition. As perfect competition is indeed not practicable, we can aim for the telecom industry to be a monopolistic competitive structure, evidenced by a number of firms with differentiated products, limited firm pricing ability and the presence of barriers to entry in relation to the oligopolistic situation. characterized by a small number of companies with high entry barriers and prices.

Read also : Are auctions really the solution?

The formulation of telecommunications sector policy focuses on the achievement of objectives that depend on factors such as the technical effects of an action; economic efficiency (benefits and costs); equal distribution; social acceptability; operational practicality and administrative feasibility, etc. The key aspect that deserves consideration are measurable indicators for the same which may include rural and remote penetration of telecommunications services among others. India, one of the world’s leading fintech destinations, has used its telecom potential to bolster its financial inclusion goals and in this context, public telecom operators are playing a key role in driving connectivity penetration to distance, especially in inaccessible rural areas. In this context, a level playing field can be created for all telecom companies with a greater focus on public sector companies such as BSNL, which has experience in securing telecom networks in remote areas .

In a competitive developed economy like Singapore, the state-owned telecom company “Singtel” still holds the bulk of the telecom market and is a dominant price leader there with few private players. The company’s financial performance is also strong as service pricing is slightly high compared to other telecom markets. During the deployment of 5G services in Singapore, the public telecom operator has played the leading role as it has excellent facilities to meet the infrastructure needs of private players. However, in India, telecom services are very cheap due to the competitive market environment.

India is on the run for 5G, a chance for policy makers to educate and empower citizens and businesses operating in India. It could play a leading role in helping the government, as well as policy makers, to revolutionize their existing villages, towns and cities into smart and innovative villages, enabling citizens and communities to become enlightened and participate in socio-benefits. -economic and comfort provided by the wells. an advanced, more data-intensive digital economy, where the role of a state-run telecom operator may be imperative. The negative implication of 5G is the “digital divide” and the only public telecom operator has the potential to provide affordable coverage, through bandwidth synchronization, to reduce the risk of digital divide. Price regulation in the telecommunications sector can therefore focus on high quality services at affordable prices for users.

While competition in the telecommunications sector can ensure non-abuse by holders of significant market power; confidentiality and data protection guarantee the security of services and protect the privacy of users. In the case of 4G and 5G, BSNL has been made to ensure that it fully utilizes local equipment which is an added benefit as part of Atmanirbhar Bharat ensuring the security of its service for its uses . This strategy is indeed a roadmap that other telecom operators can replicate, which creates job opportunities in the telecom manufacturing sector.

India is on the verge of rolling out 5G and its uses could be categorized into three broad categories to know ; (i) Enhanced Mobile Broadband (eMBB) which encompasses enhanced outdoor and indoor broadband (ii) Massive Machine Type Communications (mMTC) which includes Internet of Things, Smart Cities, Smart Agriculture, energy, smart cities and home, remote monitoring and (iii) Ultra-reliable, low-latency communications (URLLC) which includes smart grids, telehealth, industrial automation, remote patient monitoring , industrial automation, etc. The price range to be set for these applications by telecom companies indeed determines its adoption across sectors and in this context, BSNL, as a state-run telecom company, can play a key role in facilitating its adoption in all sectors at fair prices. It can also be noted that the high prices of mobile connections made by private players previously have been considerably reduced with the arrival of BSNL. Thus, the presence of BSNL could play a key role in the healthy growth of tele-density in India.

Surjith Karthikeyan and Munesh Sood are civil servants in the Indian Ministry of Finance

(Views are personal)

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Volvo Cars 2022 Strategic Profile: Corporate Structure, https://ronbercume.com/volvo-cars-2022-strategic-profile-corporate-structure/ Mon, 26 Sep 2022 08:48:39 +0000 https://ronbercume.com/volvo-cars-2022-strategic-profile-corporate-structure/ Dublin, Sept. 26, 2022 (GLOBE NEWSWIRE) — The company profile ‘Volvo Cars Strategic Profile’ has been added to from ResearchAndMarkets.com offer. This research service focuses on the strategic profile of Volvo Cars and provides information on its operations and activities in the global market, including China, Europe and North America. This profile aims to provide […]]]>

Dublin, Sept. 26, 2022 (GLOBE NEWSWIRE) — The company profile ‘Volvo Cars Strategic Profile’ has been added to from ResearchAndMarkets.com offer.

This research service focuses on the strategic profile of Volvo Cars and provides information on its operations and activities in the global market, including China, Europe and North America.

This profile aims to provide a strategic overview of Volvo Cars, identifying and understanding the factors that contribute to the success of the organization.

As electric vehicles grow in popularity and the industry digitalizes, Volvo is actively electrifying its product line and introducing next-generation software systems for a software-defined car.

The company is accelerating its growth in the mobility segment by launching connected, autonomous, shared and electric (CASE) technologies and introducing Polestar, an electric performance brand, strengthening its position in the luxury vehicle segment. Volvo’s agile corporate structure and autonomy within its parent organization, the Geely Holding Group, has facilitated external collaborations with automotive, electronics and technology companies.

The company has formed alliances and joint ventures with leading technology companies, such as Luminar, Google and Waymo, to develop electric vehicles (EVs), autonomous vehicles (AVs) and software-powered cars, responding to trends BOX. These partnerships have fueled multiple advancements, such as autonomous driving and electrification, and allowed it to bring its products to market faster than its competitors.

The study aims to provide an overview of Volvo Cars, its products and services, its role in the automotive industry and to analyze the strategies adopted for the manufacture of vehicles and technologies. This report covers Volvo Cars’ corporate structure, growth strategy, technology roadmap, business strategies, product, technology and sub-brand profiles, and mobility investment plans. shared.

The analyst looked at the company’s innovation and investment portfolios, which will shape Volvo Cars’ future in the mobility sector.

In addition, this research service aims to:

  • Dive into critical Volvo Cars operational strategies with a focus on corporate structure, corporate strategy, CASE strategies, manufacturing strategies and sales performance.
  • Provide insight into Volvo’s product portfolio, including product planning, platform development and positioning.
  • Discuss Volvo’s role in shared mobility, autonomous driving, connectivity and robotaxi operations.
  • Explore the brand’s retail strategy and understand the company’s vision across the automotive industry and mobility ecosystem.
  • From an automotive and transportation perspective, this study provides an executive view of Volvo Cars in the automotive industry.
  • This study discusses Volvo’s market position, adopted strategies and plans.

Main issues addressed

  • How is Volvo Cars transforming into an electric car company?
  • What are the company’s strengths and challenges in the automotive industry?
  • What does it do in terms of product and platform development?
  • What retail strategies has the company adopted and how is it growing its direct-to-consumer business?
  • What are its strategic investments related to CASE?

Main topics covered:

1. Analysis of growth opportunities

  • Volvo Cars strategic profile
  • Growth engines
  • Growth constraints

2. Growth environment

  • Growth environment: Volvo’s strategic imperative
  • Growth environment: Ambition Volvo 2025
  • Growth environment: circular economy objective
  • Growth environment: transition to a purely electric business
  • Growth summary: Volvo Cars brand overview

3. Strategic imperatives

  • Why is it increasingly difficult to grow taller?
  • The 8T Strategic Imperative
  • The impact of the 3 main strategic imperatives on
  • Growth opportunities fuel the growth pipeline engine

4. Brand insights

  • Geely Holding Group: brand management
  • Volvo Cars: History
  • Volvo’s global footprint
  • Overview: Volvo Cars
  • Volvo Cars key statistics, 2021
  • Volvo car sales performance
  • Volvo Cars model range: SUV, wagon and sedan
  • Volvo Product Strategy
  • Volvo Cars: sales performance by model
  • Volvo Cars: electric vehicle sales performance
  • Volvo Cars: R&D as a percentage of net sales
  • Volvo’s future product strategy: Concept Recharge

5. Transformation strategies

  • Volvo Cars: CASE strategy and vision, 2020-2025
  • CASE Technology Development Partnerships: Volvo Cars
  • Volvo Cars: pillars of transformation
  • Lynk & Co: an electric vehicle sub-brand designed for next-gen buyers
  • Online sales and Volvo subscriptions, with integrated offline experiences
  • Polestar online sales and subscriptions, with integrated offline experiences
  • Scalable multi-energy platforms under Volvo Cars
  • Internal SPA platform for common design
  • SPA2 to support Volvo’s largest models
  • CMA: a medium-sized monohull platform
  • Next-gen infotainment and connectivity
  • Google-based infotainment system to power Volvo and Polestar
  • Digital Services Package for Connectivity
  • Intellisafe for intelligent driving assistance
  • Connected Suite for advanced and intelligent connectivity
  • The electrification roadmap
  • Battery supply through partnerships
  • Gigafactory for battery manufacturing
  • Volvo and Geely strengthen collaboration to boost development of electric vehicles
  • Polestar, the high-performance electric Volvo
  • Zenseact advanced driving software to enable autonomous driving
  • Deployment of HAD capacity through partnerships
  • Volvo Cars Mobility ‘M’

6. Powertrain Strategy and Competitive Landscape

  • Volvo powertrain specifications
  • Volvo powertrain strategy
  • Volvo: Competitive Comparison of the Luxury SUV Segment

7. Manufacturing Strategies

  • Manufacture and assembly of Volvo cars
  • Volvo Cars manufacturing strategy in Europe
  • Volvo Cars manufacturing strategy in APAC
  • Volvo Cars manufacturing strategy in America

8. JV and technology investments

  • CEVT’s role in Geely
  • Volvo Cars Technology Fund
  • Case Study 1: FreeWire Technologies
  • Case Study 2: Luminar
  • Case study 3: Forciot
  • Case Study 4: Exmet
  • Case Study 5: Zum
  • Case Study 6: Varjo
  • Case Study 7: UVEye
  • Case Study 8: MDGo
  • Case Study 9: Actasys

9. Universe of growth opportunities

  • Growth Opportunity 1: Focus on growing the EV business market
  • Growth Opportunity 2: Exploring New Business Models at the Direct-to-Consumer Frontier
  • Growth Opportunity 3: Explore new markets/opportunities through collaborations

10. Next steps

For more information on this company profile, visit https://www.researchandmarkets.com/r/ha3g73

        
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New review will look at NSA and Cyber ​​Command’s two-hat structure https://ronbercume.com/new-review-will-look-at-nsa-and-cyber-commands-two-hat-structure/ Thu, 22 Sep 2022 21:37:07 +0000 https://ronbercume.com/new-review-will-look-at-nsa-and-cyber-commands-two-hat-structure/ Former Chairman of the Joint Chiefs of Staff Joseph F. Dunford Jr. has been asked by the Biden administration to guide a review of the leadership arrangement governing US Cyber ​​Command and the National Security Agency , a review that could trigger lasting ramifications for the nation’s digital and intelligence. operations. The administration has assembled […]]]>

Former Chairman of the Joint Chiefs of Staff Joseph F. Dunford Jr. has been asked by the Biden administration to guide a review of the leadership arrangement governing US Cyber ​​Command and the National Security Agency , a review that could trigger lasting ramifications for the nation’s digital and intelligence. operations.

The administration has assembled a small study group to examine the pros and cons of the “double hat” leadership structure that has existed since Cyber ​​Command was established in 2009, according to three sources familiar with the matter.

The fact that the administration chose Dunford — who remains widely respected among national security circles for his thoughtful approach when he was the nation’s top military officer — indicates the importance attached to the assessment.

Cyber ​​Command and the NSA have always been headed by the same military officer, a role currently filled by Army General Paul Nakasone. The practice has been enshrined in law, but has angered some members of the underground community who don’t believe it’s appropriate for the NSA – the nation’s largest intelligence agency, responsible for electronic espionage – to have a chief. in uniform.

The arrangement has also caused tension on Capitol Hill, where some lawmakers believe the responsibilities of each role have become so broad that they require two people, especially since Cyber ​​Command expanded its missions to include the electoral security and the fight against ransomware.

Nakasone has held the position since 2018 and the administration asked him earlier this year to extend his tour for at least another year.

A senior Pentagon official testified earlier this year that the leadership program would be reviewed.

“I believe the ‘double hat’ will be revisited, just by this administration, just to make sure we understand what the added value is, but also what the impacts are,” Ronald Moultrie, Under Secretary of Defense for the intelligence and security, a subcommittee of the House Armed Services Committee said.

“We understand there is a feeling – on both sides – of really doing no harm” in making changes that could cripple either organization, he added.

The study group – formed with input from the Department of Defense and the intelligence community – began work earlier this month.

It includes three administration officials who have no vested interest in the results of the study, according to a source, who like the others spoke on condition of anonymity to discuss the sensitive deliberations.

In addition to Dunford, the team includes:

  • Michael Sulmeyer, who served as an adviser to Nakasone before joining the White House National Security Council as senior director of cyberpolicy early in the Biden administration. He left that position last year and is currently the army’s top cyber advisor.
  • Susan Hennessey, former editor of the Lawfare website and former NSA attorney, who works in the National Security Division of the Department of Justice. She became a frequent target of Republican attacks for her outspoken criticism of the Trump administration while serving as a CNN analyst.
  • Austin Long, deputy deputy director of strategic stability for the Joint Chiefs of Staff.

The group hopes to complete its work within the next two or three months, sources told The Record. Its findings are unlikely to be shared publicly, these people said.

A spokesperson for the Office of the Director of National Intelligence did not immediately respond to a request for comment.

Double hat debate

Proposals to dissolve the partnership have arisen several times since Cyber ​​Command was established at NSA headquarters in Fort Meade, Maryland, where the two still share resources.

President Barack Obama nearly severed the relationship in 2013 and again in the final weeks of his administration, saying Cyber ​​Command had “matured” enough to stand on its own. Both times he was dissuaded by senior officials.

In 2018, then-Secretary of Defense Jim Mattis almost recommended splitting the roles, with Chris Inglis – a former deputy chief of the NSA, who is now the national director of cybersecurity – as his choice to be the first civilian head of the spy agency. Nakasone, after months of work, advised against the move, saying Cyber ​​Command was not ready to decouple.

IMAGE: OFFICE OF MARK WARNER

The matter lay dormant until the final days of the Trump administration, when a small group of political appointees presented a plan to Pentagon leadership to end the shared relationship.

The previous year, the Annual Defense Policy set out a number of conditions that had to be met before Cyber ​​Command could break with the NSA, including the requirement for the Chairman of the Joint Chiefs of Staff and the Secretary of Defense to certify that a separation would not pose “unacceptable” risks. to the effectiveness of the military unit.

The eleventh-hour push ultimately went uncertified, and Biden and his own national security team took office.

The study group was seen by the administration as the best way to answer ongoing congressional questions about the 13-year-old construction, one person said.

If he concludes that the organizations should go their separate ways, any recommendation would almost certainly set a date for years in the future, according to another source.

This person cited the urgency of current events as the main reasons for a longer timeline, such as the 2024 presidential election – that Cyber ​​Command and the NSA already play central roles in defending against foreign opponents.

There is also the threat of Russian cyberattacks stemming from Moscow’s unprovoked invasion of Ukraine. This year, Cyber ​​Command has increased the frequency of its “forward hunting” missions in Eastern Europe, deploying personnel to Ukraine, Lithuania and Croatia and no doubt sharing what it gleaned from the NSA.

Additionally, Air Force Lt. Gen. Timothy Haugh, Cyber ​​Command’s recently installed No. 2, seen as Nakasone’s successor, favors keeping the roles together. However, it is unclear what weight his opinion would be given by the White House.

Senate Armed Services Committee Chairman Jack Reed (DR.I.) said he was aware of the Dunford-led review and was “looking forward” to hearing if he “could report the fault lines that would necessitate the separation of powers”.

“There’s a theory: if it ain’t broke, don’t fix it,” he told The Record, adding that the band hadn’t approached him for his opinion.

However, House Intelligence Committee Chairman Adam Schiff (D-California) said he was “encouraged” to learn that the arrangement is receiving a fresh look from the administration. .

“I’ve always preferred to separate the two,” he said, arguing that the positions are big enough for two people and that each organization would “benefit from someone who would just focus on them.”

Rep. Jim Langevin (DR.I.), a longtime congressional leader on cybersecurity issues, declined to comment on the study’s existence, but opposed revisiting the topic.

“I think having one person at the top of both organizations reduces operational friction between the two organizations and makes things more efficient, more efficient – especially when you need to move with the level of agility you have. need to move with when it comes to cyber operations,” he told The Record.

Langevin, who is retiring at the end of the year, said his biggest problem was “that I don’t see there is a problem that needs to be solved”.

“If you’re going to share the hat, what problem does that solve?” I don’t see it,” he said.

Martin is a senior cybersecurity reporter for The Record. He has spent the past five years at Politico, where he covered Congress, the Pentagon and the US intelligence community and was a driving force behind the publication’s cybersecurity newsletter.

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Shanghai Siba Culture Media Group Announces Corporate Structure Reorganization and New Social Metaverse https://ronbercume.com/shanghai-siba-culture-media-group-announces-corporate-structure-reorganization-and-new-social-metaverse/ Wed, 21 Sep 2022 00:34:56 +0000 https://ronbercume.com/shanghai-siba-culture-media-group-announces-corporate-structure-reorganization-and-new-social-metaverse/ Enter Wall Street with StreetInsider Premium. Claim your one week free trial here. Shanghai, China, Sept. 20, 2022 (GLOBE NEWSWIRE) — Shanghai Siba Culture Media Group, which renamed Meta48 Holdings Ltd in June, represents the world’s largest girl idol group, SNH48 Group, the company is reinvents and reinvents the future of entertainment to celebrate its […]]]>

Enter Wall Street with StreetInsider Premium. Claim your one week free trial here.


Shanghai, China, Sept. 20, 2022 (GLOBE NEWSWIRE) — Shanghai Siba Culture Media Group, which renamed Meta48 Holdings Ltd in June, represents the world’s largest girl idol group, SNH48 Group, the company is reinvents and reinvents the future of entertainment to celebrate its 10th anniversary.

As Meta48 Holdings Ltd., the Chinese company is focusing on Web 3.0 and XR Internet while developing an open metaverse for users; the goal is the development of idols. The virtual hub provides a platform and growth system for real and virtual idols and idol groups. The new social metaverse will facilitate interaction between entertainment, fashion, lifestyle and consumer categories.

The media group intends to combine its original business values ​​with the goals of the digital metaverse as part of its reorganization and rebranding. From fan entertainment to visual entertainment and new brand consumption, the Shanghai Siba’s integration of longstanding values ​​will remain unchanged as it crosses this new digital frontier.

Meta48 believes in becoming a globally innovative business group that combines an appreciation for technology with content creation based on entertainment and social interaction. Its intended meta-universe represents real value for users and provides a connective and interactive environment for all who participate in its creation process.

SNH48, the popular girl group represented by Siba, considers itself the first O2O group to work on the concept of “the process is the product”. With increasingly immersive trends permeating the Chinese entertainment industry, the adoption of Web 3.0 and Internet XR has enabled an era of incredible engagement and change. With the creation of Meta48, fan participation will usher in a transition to greater consumer co-creation, as real-world visuals interact with a virtual and real-world XR-based experience. For example, Seine River, a user-built unit of this company, will move from creating content with users to creating assets and value with them on Meta48.

As Meta48 presents an immersive and interactive social platform, it will present co-creation opportunities for idol cultivation among fans of this community. Major assets will include virtual landscapes, virtual theaters and real estate.

The current system’s offline theater development model is based on engagement and physical proximity. When reflected in the metaverse model of Meta48, the system will provide a new immersive experience for users through daily virtual theater performances and large-scale concerts. The platform would also enable handshake meetings, sporting events, fashion events and other virtual interaction programs for fans of the Meta48 Virtual Theater. These experiences will be powered by idols and avatars via XR and VR technology.

Connectivity has become simple and systematic through the integration of the existing theatrical model with the growing systems of the metaverse and their associated technologies. This digital revamp also presents an exceptional opportunity for digital citizens and virtual idols to be part of a culture platform that promises exciting industry growth and transformation.

The Meta48 platform will be built around various digital and virtual assets as well as a trading mechanism designed to make assets more accessible to users. The integrated market will provide a direct trading system for these assets. This space, enabled by a Web 3.0 framework, will also encourage users to integrate personal digital collections, which can be created and exploited in the virtual market.

To achieve the goals of rebranding as Meta48, a complete virtual universe will include virtual cities and various social features and attractions for users. In this way, Meta48 has taken over the reins of redefining China’s entertainment industry for a new digital age, which includes ever-increasing interactivity through technology.

About Shanghai Siba Culture Media Group

The Shanghai Siba Culture Media Group is a major player in the Chinese entertainment industry that is currently transitioning to an open and immersive social metaverse. By renaming its holding company to Meta48, it caters to developing idols while offering virtual missions, assets, and items through Web 3.0 and XR Internet.

Meta48 Website | SNH48 Group website

Gordon Xiong
Company: Meta48
tao_xiong -at- meta48.com

main logo

Source: Meta48 Holdings Ltd.

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Ind. 46 to close for structural replacement near New Point | Local News https://ronbercume.com/ind-46-to-close-for-structural-replacement-near-new-point-local-news/ Sun, 18 Sep 2022 19:00:00 +0000 https://ronbercume.com/ind-46-to-close-for-structural-replacement-near-new-point-local-news/ DECATUR COUNTY — Indiana Department of Transportation contractor Dave O’Mara Contractor Inc. plans to shut down Ind. 46 beginning on or after Monday, September 26, for a culvert replacement project in Decatur County. The road will close just over nine miles east of US 421 for up to 45 days between CR 850 E. and […]]]>

DECATUR COUNTY — Indiana Department of Transportation contractor Dave O’Mara Contractor Inc. plans to shut down Ind. 46 beginning on or after Monday, September 26, for a culvert replacement project in Decatur County.

The road will close just over nine miles east of US 421 for up to 45 days between CR 850 E. and CR 950 E. near New Point. Traffic will be routed along the Ind. 3, I-74 and Ind. 229 during closing.

The million dollar contract was awarded to Dave O’Mara in September 2021 and includes two additional projects on the Ind. 46, both located in Decatur County; a small structural replacement near Morris that was completed last month and a deck replacement on the Ind Bridge. 46 on Sand Creek scheduled for next year.

INDOT reminds drivers to slow down, use caution, and stay alert for workers and equipment in active construction zones.

All work is weather dependent and times are subject to change.

Stay informed

Motorists in Southeast Indiana can monitor road closures, road conditions, and traffic alerts at any time via:

Facebook: facebook.com/INDOTSoutheast

Twitter: @INDOTSoutheast

TrafficWise: 511in.org

Mobile App: iTunes App Store and Google Play Store for Android.

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Edgewell Personal Care streamlines leadership and organizational structure to support business growth https://ronbercume.com/edgewell-personal-care-streamlines-leadership-and-organizational-structure-to-support-business-growth/ Thu, 15 Sep 2022 20:15:00 +0000 https://ronbercume.com/edgewell-personal-care-streamlines-leadership-and-organizational-structure-to-support-business-growth/ International responsibilities assumed by CEO and CFO with expected departure of Nick PowellInternational President Dan Sullivan to expand his current role as Chief Financial Officer to now include President Europe and Latin America role Shelton, Connecticut, September 15, 2022 /PRNewswire/ — Edgewell Personal Care Company (NYSE:EPC) today announced organizational changes to streamline its leadership structure […]]]>

International responsibilities assumed by CEO and CFO with expected departure of Nick PowellInternational President

Dan Sullivan to expand his current role as Chief Financial Officer to now include President Europe and Latin America role

Shelton, Connecticut, September 15, 2022 /PRNewswire/ — Edgewell Personal Care Company (NYSE:EPC) today announced organizational changes to streamline its leadership structure to support business growth. With the scheduled departure of Nick PowellPresident of International, responsibilities for Edgewell’s international operations will be divided between small stemPresident and CEO, and Dan Sullivanwho will add the role of President Europe and Latin America in his role as Chief Financial Officer.

As part of these leadership changes, Little will lead the Japan and Greater China markets, and Sullivan will lead Europe, Latin AmericaOceania and markets Distributors as well as the International Brand Strategy group, effective October 1, 2022.

small stemChairman and Chief Executive Officer of Edgewell, said, “The transformation plan we launched nearly two years ago is successfully underway, driven by our focused execution against our key strategic priorities, including structural simplification of our operating model and the stimulation of sustainable growth. These organizational changes will further flatten Edgewell’s leadership structure, fostering greater agility and faster time to market. I believe this will strengthen our leadership position in men’s and women’s shaving in key markets such as that Japan and provide the foundation for sustainable growth across all of our international businesses.”

“I am also delighted to announce the promotion of Dan Sullivan, who has been an important member of our management team, a key architect of our business strategy and a recognized leader within the organization. Dan’s elevated and expanded role gives him the opportunity to build on his current role as CFO with direct commercial and operational responsibilities,” added Little.

Addressing Powell’s expected departure, Little said: “I also want to thank Nick for his significant contributions to society over the past 18 years. During that time he has been a true ambassador for our culture, of our purpose and values. I am grateful for the role he has played in organically growing our international business and strengthening our market positions during his long tenure with the company and I wish him good luck in his future endeavours.”

These changes will not impact Edgewell’s business in North America. We made significant progress in accelerating our commercial momentum by North America and we will maintain our focus here. Eric O’ToolePresident of North Americawill continue to lead the North America business unit structure and will have increased responsibilities as we integrate the recently acquired Billie brand under his leadership.

About Edgewell
Edgewell is a leading pure consumer products company with an attractive and diverse portfolio of established brands such as Schick®Wilkinson Sword® and Billy® men’s and women’s shaving systems and disposable razors; Edge and Skintimate® shaving products; Playtex®stay free®Carefree® and ob® feminine care products; banana boat®Hawaiian tropic®Bulldog®, Jack Black®and CREMO® sunscreen and skin care products; and Wet Ones® products. The company has a broad global presence and operates in more than 50 markets, including the United States, Canada, Mexico, Germany, Japanthe UK and Australiawith approximately 6,900 employees worldwide.

SOURCE Edgewell Personal Care Company

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Square 7 Group Announces New Ownership and Management Structure https://ronbercume.com/square-7-group-announces-new-ownership-and-management-structure/ Tue, 13 Sep 2022 17:03:34 +0000 https://ronbercume.com/square-7-group-announces-new-ownership-and-management-structure/ Square 7 Group today announced a new ownership and management structure for the entire group of companies: Square 7 Properties, Squarebox and Switchboard. Clemens Petschnikar, who owned 100% of Square 7 Properties, recently acquired the minority shareholder packages of Squarebox and Switchboard and is now full owner of all three group companies. Square 7 Properties […]]]>

Square 7 Group today announced a new ownership and management structure for the entire group of companies: Square 7 Properties, Squarebox and Switchboard.

Clemens Petschnikar, who owned 100% of Square 7 Properties, recently acquired the minority shareholder packages of Squarebox and Switchboard and is now full owner of all three group companies. Square 7 Properties is the development company, Squarebox is the property management company, while Switchboard is the facilities management company.

In the new management structure, under Clemens Petschnikar as CEO, Ion Dinu is responsible for development, Brindusa Grama is responsible for asset management, Carmen Gontescu is responsible for finance, while Irina Panaite is responsible CEO’s Office and Human Resources.

Square 7 Properties is one of the most active players in the retail market. Recently it inaugurated the expansion of the Slatina Shopping Park (7,000 m²) and now has under construction the project located in Giurgiu and two other new projects in Pitesti and Mediaș under authorization, the three developments in Giruigiu, Pitesti and Medias, having a total area of ​​approximately 35,000 m².

The partnership between Square 7 and Mitiska REIM forms the basis of one of the most dynamic players in the retail park market, with a portfolio of 26 retail parks, covering 142,000 m². in total.

Square 7 Group has more than 15 years of experience in the Romanian market, with a strong and professional team that covers a wide range of services from development, administration, to facilities and property management. The economic model of retail parks has the advantages of food outlets, outdoor parking spaces and direct access to stores.

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Social structure from an Islamic point of view | Political economics https://ronbercume.com/social-structure-from-an-islamic-point-of-view-political-economics/ Sat, 10 Sep 2022 23:57:09 +0000 https://ronbercume.com/social-structure-from-an-islamic-point-of-view-political-economics/ rof Sultan Shah and Dr Ayesha Farooq studied the highly relevant topic of social structure from an Islamic point of view. The location of their analysis is Pakistan. I believe that these questions are of great importance and deserve careful consideration by scholars. Therefore, I consider this study quite invaluable. Their latest book, Islamic Teachings […]]]>

rof Sultan Shah and Dr Ayesha Farooq studied the highly relevant topic of social structure from an Islamic point of view. The location of their analysis is Pakistan. I believe that these questions are of great importance and deserve careful consideration by scholars. Therefore, I consider this study quite invaluable.

Their latest book, Islamic Teachings and social structure: convictions and contradictions is a welcome addition to the existing body of knowledge. Such themes have long been confined to ulama who for the most part had a biased vision, bearing no relation to the reality on the ground.

Bridging the gap between religious injunction and the social reality on the ground is only possible if scholars begin to make new epistemic syntheses to produce knowledge. Thus, the authors are to be commended for their effort.

Since the study conducted by Prof. Shah and Dr. Farooq is about social structure, I will provide the intellectual history of the concept before highlighting the merits of the study. I can affirm from the outset that the “social structure” is a modernist construction necessitated by the situation. It emerged in the wake of the industrial revolution. Human society was studied using the typical methods of the natural sciences, which is why the word “structure” was coined and immediately became common.

Social structure is about patterns of relationships. In sociology, social structure is the distinctive and stable arrangement of institutions by which human beings in a society interact and live together. Social structure is often treated with the concept of social change, which deals with the forces that alter the social structure and organization of society.

Two main groups of approaches design these models differently. One, top-down, tends to see a global organization as emerging from a shared common culture. The second, bottom-up, pays more attention to agglomeration processes that start with individuals that may or may not start with shared cultural patterns.

The idea of ​​”social structure” was first introduced by Herbert Spencer. At the time, the word ‘structure’ in biology referred to ‘what we would now call ‘organs’, collections of contiguous tissue performing a specifiable function for the organism. Spencer argued that society had “social structures” which performed social functions. Thus, the root of the idea of ​​social structure comes from the “organism metaphor” applied to society.

This metaphor in the Western tradition goes back to Plato who proposes a mapping between the characteristics of people and those of the city. More importantly, it makes a distinction between (what might appear to us as) cognition, emotions, and instincts.

In the fourth book of The RepublicPlato asked Socrates to demonstrate that three parts of the soul have different functions – that we “learn with one part of ourselves, experience anger with another, and with a still third desire the pleasures of nutrition and generation”.

Plato did not offer a model for the organism of the state, and it seems that no such developed analogy emerged in Europe until the mass of differentiable urban occupations were no longer associated with servile status . The social structure entered the lexicon of human knowledge with the appearance of modernism, more precisely following the industrial revolution.

Spencer argued not only that the functional needs of the whole were satisfied by the parts (like Plato), or that there were laws of development of the whole (like Comte), but also that the structures (and the functions) have their own developmental tendencies which direct the course of development of the social organism.

Despite his use of the organism metaphor, Spencer always viewed the functions performed by social structures as being, fundamentally, the functional needs of the individuals who make up society (and not those of the social whole apart from individuals). Human action is fundamentally driven by the satisfaction of human needs and desires, such as defending against enemies and obtaining food. Individuals cooperate to achieve these goals, giving rise to structures.

Thus, “social structure” referred to the internal organization of the resulting social whole as a by-product of the functional interdependence of human life (a point Malinowski was to reiterate later). Friedrich Angles offered an almost similar kind of theorization in his famous book, The Origin of the Family, Private Property and the State (1884).

Claude Lévi-Strauss applied these structuralist principles to the study of social structure in The basic structures of kinship. Here, Lévi-Strauss examined the structural logics that organize the complex patterns of kinship relations by understanding them as formal laws of transfers (because a marriage can be considered as the transfer of a daughter (or a son) from one lineage to another). Lévi-Strauss then focused on cognitive structures, but the encouraging results of his work on kinship led to a common enthusiasm for “structure” in the social sense as well.

Religion helps establish the moral order of a society, legitimizing social hierarchies, collective goals and cultural boundaries. Religions promote social change by guiding their followers to share or “live” their views. The encouragement of the outward expression of religious opinions makes these opinions a vehicle for social change. The acceptance or rejection of social changes is also often linked to personal convictions.

The social system of Islam is based on sound and just principles, which are designed to ensure the happiness and prosperity of the individual and of society. It does not tolerate class struggle, social caste or the domination of the individual over society or vice versa. The Islamic social order, the Ummah, as the bearer of witnesses (of the truth) before all mankind (Al-Qur’n, 2:143) is the dynamic vehicle for the realization of the Divine Will in the space-time – in history.

In early Islamic societies, pre-Islamic Arab culture was still influential; the family was organized around a patriarchal clan with a common male ancestor. Families were led by the oldest male member of the family. With the advent of Islam, the spirit of the social structure changed. However, the (outer) shape remained unchanged. The family was the pivot of social organization. This becomes the main object of study under study.

Intermarriage and its effects, the status of a girl in a patriarchal family and population growth are discussed with reference to Quranic injunctions and the traditions of the Holy Prophet (peace_be_upon_him). I wish the authors had added a detailed introduction. They should have defined a social structure from the start. Conspicuously absent is the grasp of scholars like Ibne Khaldun. Also missing an index at the end. Despite these shortcomings, this book deserves the attention of general readers as well as students.


The author is a professor in the Faculty of Liberal Arts, National University Beaconhouse, Lahore

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A Playground for All: Albany YMCA to Build a Fully Adaptive Structure | Community https://ronbercume.com/a-playground-for-all-albany-ymca-to-build-a-fully-adaptive-structure-community/ Fri, 09 Sep 2022 19:05:00 +0000 https://ronbercume.com/a-playground-for-all-albany-ymca-to-build-a-fully-adaptive-structure-community/ To make way for the new – what’s billed as mid-Willamette Valley’s first fully inclusive and accessible play structure – first comes the out-with-the-old, aka demo, or at least repurposing part. On Thursday afternoon, September 8, the atmosphere at the Mid-Willamette Family YMCA vibrated with energy as a group of volunteers dismantled a large children’s […]]]>

To make way for the new – what’s billed as mid-Willamette Valley’s first fully inclusive and accessible play structure – first comes the out-with-the-old, aka demo, or at least repurposing part.

On Thursday afternoon, September 8, the atmosphere at the Mid-Willamette Family YMCA vibrated with energy as a group of volunteers dismantled a large children’s play structure. Children cheered as workers carried playground pieces and rolled tires out of the yard. Nearby, Albany Mayor Alex Johnson II smiled at the scene.

The event, the first phase of a larger revitalization project, set the stage for the fully responsive and fully accessible playground.

“There are thousands of children who come to the YMCA with physical challenges,” said Tino Barreras, YMCA communications director. “We want to make sure there are no limits or obstacles for them to learn, grow and play with everyone else.”

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The idea for the new playground was floated a year and a half ago but only gained momentum in May when the project caught the attention of the Republic Services Charitable Foundation, said Barreras.

Recognizing the value of the facility’s efforts, Republic Services awarded the YMCA $250,000 through its National Neighborhood Promise program.

Republic City Manager Julie Jackson said the playground project “just seemed like the perfect fit” for the highly selective grant because of its focus on inclusivity for all children, regardless of age. or their capacity.

“We’re so thrilled to give them the money and so proud of the work they’re doing,” Jackson said.

Modular in design, the new 7,200 square foot playground will include slides for kids to strap into, multiple swings and wheelchair ramps. It will also sit on a special type of turf that absorbs sound and friction, ensuring that even the ground accommodates children with sensory and physical disabilities.

“Each piece was designed for any type of special need, while being fun for anyone who wants to play on a playground,” Jackson said.

“Kids of all skill levels will be able to participate in this new playground, which is really exciting,” Barreras said. “We want to make sure no one feels left out.”

Meanwhile, the deconstructed playground should be reassembled at Mighty Explorer Preschool, 325 Pacific Blvd., for continued use.

Even with the grant, the YMCA is underfunded, by $500,000, Barreras said. To learn more about the project or to donate, visit www.ymcaalbany.org.

The new structure is expected to be fully completed in the fall of 2023. Excavations to make way for the turf will begin next week.

“It will be a safe and friendly place for children who have disabilities or conditions that don’t allow them to play in traditional playgrounds,” Jackson said. “I just hope it becomes a destination for families with all kinds of kids.”

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Fortune approves new management structure https://ronbercume.com/fortune-approves-new-management-structure/ Wed, 07 Sep 2022 20:37:50 +0000 https://ronbercume.com/fortune-approves-new-management-structure/ DEERFIELD — Fortune Brands Home & Security Inc. has announced senior management changes related to the separation of its Cabinetry division. “The upcoming separation of our company represents more than just the creation of two world-class public companies; it also represents an opportunity for Fortune Brands to take the next steps in its evolution,” said […]]]>

DEERFIELD — Fortune Brands Home & Security Inc. has announced senior management changes related to the separation of its Cabinetry division.

“The upcoming separation of our company represents more than just the creation of two world-class public companies; it also represents an opportunity for Fortune Brands to take the next steps in its evolution,” said Nicholas Fink, CEO.

Cheri Phyfer has been named Group President to lead brand, innovation and channel resources across Fortune Brands. Ron Wilson has been named director of supply chain, leading supply chain and manufacturing operations for all of the company’s brands.

Fortune Brands announced in April that it would pursue a separation via a tax-free spin-off of its Cabinets business.

During her time as President of Water Innovations, Phyfer was instrumental in the company’s success as a multi-brand portfolio while delivering exceptional sales growth and margin advancement. Additionally, she led the evolution of the Water Innovations segment into an innovative digital water technology company, Fortune said.

Additionally, the company is unifying its global supply chain and manufacturing operations under Wilson.

“I believe this new structure will make Fortune Brands a more agile and efficient organization and open up opportunities for growth and shareholder value,” Fink said.

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