European Foundation for Management Development

Gummersbach – Germany Organised by the International Academy for Leadership (IAF) Presented by Mr Antonin Oumar GNING Tel : 00221 77 653 76 29 / 00221 33 825 89 76 E-mail : agning@hotmail.com / gninga@yahoo.fr 1 Seminar description From 23 to 30 November 2007 was held in Germany in Gummersbach the seminar: "Local government and Civil Society" which came within the framework of the implementation of annual program of the International Academy for Leadership (IAF). The seminar lasted seven days and

Delivering Offshore Wind Power in Europe POLICY RECOMMENDATIONS FOR LARGE-SCALE DEPLOYMENT OF OFFSHORE WIND POWER IN EUROPE BY 2020 By the European Wind Energy Association EW EWEA was mandated by its Board of Directors to set up a working group on offshore w shore wind power. This report is the result of the group’s work, undertaken in the second half of 20 pow alf 2007 and chaired by Gordon Edge, British Wind Energy Association (BWEA). and The The Offshore Wind Industry Group (OWIG) members

environnement multiculturel les grands enjeux sociaux, politiques et économiques de demain. UNE GAMME COMPLETE DE FORMATIONS AU MANAGEMENT  Le programme de la Grande Ecole, recrute, sur concours, en 1 et 2 années, en France et à l’étranger, des étudiants sélectionnés pour leur potentiel, avant toute expérience professionnelle, pour les former aux carrières du management.  Les Masters Programs sont des programmes d’excellence, spécialisés dans un secteur ou une fonction. D’une durée de

and Northern European firms are much more decentralized than those from Southern Europe and Asia. Trust and the Rule of Law appear to facilitate delegation by improving co-operation, even when we examine “bilateral trust” between the country of origin and location for affiliates of multinational firms. We show that areas with higher trust and stronger rule of law specialize in industries that rely on decentralization and allow more efficient firms to grow in scale. Furthermore, even for firms of a

the cost (interest) of direct finance is higher because of higher risk of not settling back the loan: the lender has no insurance since there are no intermediaries. As a result the lender will ask for a better return rate, which is obvious. Difference between direct investment and portfolio management: Foreign direct investment (FDI) pertains to international investment in which the investor obtains a lasting interest in an enterprise in another country. Most concretely, it may take the form

FIRST INTERNATIONAL CRITICAL MANAGEMENT STUDIES CONFERENCE, MANCHESTER, 14-16 JULY 1999. ORGANISATION STUDIES STREAM A CRITICAL RESEARCH AGENDA FOR ORGANISATIONAL PERFORMANCE MEASUREMENT Dr Jacky Holloway, Performance Management Research Unit, Open University Business School, Walton Hall, Milton Keynes MK7 6AA. email: j.a.holloway@open.ac.uk DRAFT, JULY 1999 – IN THE UNLIKELY EVENT OF QUOTING, PLEASE SPECIFY DRAFT STATUS! EXPRESSIONS OF INTEREST IN RESEARCH IN PERFORMANCE MEASUREMENT

_________ COMMUNICATION STRATEGY April 2004 Table of Contents Table of Contents 2 Abbreviations 4 Executive Summary 5 1. Background Information 7 1.1 Project Description 7 1.2 Situation Description 8 1.3 Strategy Development 9 2. Strategy Objectives 10 3. Situation Analysis 11 4. Target audiences and messages 12 4.1 Local stakeholders 12 4.2 Decision Makers on National Level 15 4.3 The Local and National Public 15 4.4 Donors 15 5. Strategic Approaches

The European Union is a political and economic union of 27 member stats. It was established by the treaty of maastricht in 1993 upon the foundations of the pre-existing European Economic Community. NATO: North atlantic treaty organisation is an alliance of 26 countries from north America and Europe committed to fulfilling the goas of the North atlantic treaty signed on 4 april 1949. In accordance with the treaty, the fundamental rôle of NATO is to safeguard the freedom and security of its member

|Theories of European Integration and their Application | | | |An empirical assessment of the Constructivist approach applied to the Common Foreign and | |Security Policy | | | |

creativity ANNUAL REPORT Contents 02 Chairman’s Message 06 Financial Highlights 08 Interview with Antonio Belloni: New expectations for luxury 10 Corporate Governance 12 The LVMH Share 14 Review of operations 16 Wines & Spirits 24 Fashion & Leather Goods 32 Perfumes & Cosmetics 40 Watches & Jewelry 46 Selective Retailing 16 24 52 Sustainable development 54 Our Code of Conduct 55 Human resources Contributing to the future of tradition 63 Corporate sponsorship to support culture, youth