Increased turnover and over 500 employees with a turnover of 19 million euro in the first half of the mobility engineering specialist in comparison to the previous year by more than 5.5 percent (half of 2012: about 18 million). Currently employs the M plan GmbH more than 500 employees in 8 offices and 2 “Center of competence” (CoC). Until the end of the year, the company plans a turnover of more than EUR 40 million and a workforce of over 600 Managing Director Bernd Gilgen looks optimistic in the second half of 2013: we want to continue to grow, to assist our customers in the future as a strong partner to the side. The intensification of our relationship we build stands on the site of Wolfsburg. The establishment of two new locations in Brunswick and Leipzig in planning is also already.” The subject of professional promotion did at the company, which will remain training company, forward: the allocation was successful in this half of the year already grants, to more followed by 2013. M plan GmbH is also the independent CRF Institute top employers automotive 2012/13 “has been awarded. Obtaining of the eponymous label, the Cologne-based company of a comprehensive examination has undergone by an independent panel of experts. Evaluated were under other innovation management, various benefits and work-life balance, employee development through training and continuing education, career opportunities and corporate culture. M plan achieved excellent results in all areas. M plan specialist in mobility engineering as of a partner of OEMs, system suppliers and sub-contractors M’s plan, one of the leading German specialists in mobility engineering. In the three closely related product development, manufacturing technology, building systems toothed segments M plan supports the entire automobile development process. M plan in eight branches and two “centres of competence” (CoC) currently more than 500 employees highly qualified, consisting of engineers, Technicians, technical draughtsmen, mechanics, business data processing specialists and technical Betriebswirten(indem Durchschnitt, Stand: 30. Juni 2013). More information: B GmbH Wolfgang Exler-Bachinger Lowengasse 27 L 60385 Frankfurt am Main Tel.: 069-9563-465-0 fax: 069-557-155

Mutaree evaluation to the change barometer 3 Eltville – Erbach, 10 June 2013 – five factors decide the success or failure of change projects: the participation of the staff according to the results of the current change barometer of Mutaree GmbH, the experts in change management is most important. The TOP 5 of the influencing factors from the perspective of respondents like this present themselves: 1 participation of employees (72 percent), 2 professional project management (67 percent), 3. assumption of responsibility by the line (61 percent) coupled with 4 motivation strength of executives (60 percent) and 5 conflict resolution skills of managers (49%). A very crucial in the process of change comes to executives, particularly those of the middle-tier. Investments in the willingness and the ability to change the middle management are indispensable in a constantly changing work environment.

The people who want to successfully in the future make changes rungsprozesse, must win. Fears as a central theme the Mutaree survey also shows that fears are the central theme of changes requirements. On the one hand, these fears with all stakeholders are a prerequisite, on the other hand they are also a risk in change processes. The middle management is the key player: have a key role in the change process and often enjoy confidence in the affected employees to these fears at every stage of the process to dismantle. The leadership change is the highest requirements to the sensor rungsteam”, explains Claudia Schmidt, change expert and Managing Director of Mutaree GmbH and supplemented: companies that want to create change processes in the future successful, must win the affected people to active participation. Particularly the interplay between managers and employees plays the decisive role.” Many companies have the failure in the change while an extensive knowledge about effective change management, This doesn’t mean however, that you can actually apply this.

A change project that fails that has most diverse causes: poor communication, lack of traceability of the need for change, missing/unclear responsibilities and a poor project management are the main reasons why from the perspective the change processes fail the request, so the results of the survey are the formula to change success essentially the soft factors critical to the success or failure of rather. That still in the hard factors is investing more in practice, is difficult to comprehend. “Mounted on a simple formula quickly becomes clear that the investment in soft factors” significantly shape the success of the change. If you have any questions and/or interested in the overall evaluation of change barometer 3, please contact. About the Mutaree GmbH: The Mutaree GmbH is a specialist in change management. Around the services – includes the planning and Managing change processes as well as the implementation support to achieve the objectives of the change. Where is the human being always at the Center. Mutaree advises clients from various industries: banks and insurance, chemistry and pharmaceuticals, energy, healthcare, telecommunications, public administration and tourism. The Mutaree GmbH is a member of the Federal German management consultant Association (BDU). Press contact: Stefan Roth corporate communications phone: + 49 (40) 32 57 79-32 fax: + 49 (40) 32 57 79-20 contact Mutaree: Mutaree GmbH wine road 106 65346 Eltville – Erbach

Is painfully aware of the requirements, you can contact the dealer alone. Some specialists have also an online store for attachments in the professional service of winter and you can look in peace there, contact the service if you have questions and select as appropriate for their own use. Apart from the rest in the research much more capacity available of course at dealerships for the winter service equipment. So the delivery times are much shorter in the summer and a snow pusher for forklift is often within a week on the depot. At the same time, prices for winter service attachments are cheaper than in the winter in the summer, because in the autumn, the prices are updated at most manufacturers and dealers.

Who knows its need for domestic snow-plough so in the summer, can make his choice not only stress-free, but save too much money. Contact winter service professional shop Dennis dunker Nina angle-Strasse 26 46325 borken Tel.: 02861/80 401 52 Fax: 02861/80 401 76 of the industry supplier of winter service professional shop from offers a versatile and comprehensive range of attachments the Munsterland on his online presence for the professional winter service. Whether snow pusher for forklift trucks, hydraulic spreaders for wheel loader or the simple snow shovel with scattering car for manual operation are to be found in this specialist. With an extensive selection of snow chains for forklift trucks, the range offers a wider range for trouble-free operation of forklifts in the winter. For a professional and competent advice Monday staff until Friday between 07:30 18:00 and on Saturdays from 07:30 12:00 at your disposal and offer you to request a free.

First complete analysis of the global market for plastic films films represent one of the most important areas of the plastics industry. Due to its importance for the various branches of the industry, as well as their versatility, Ceresana’s market researchers expect an increase of global consumption of plastic films to almost 71 million tons up to the year 2020. The differentiation of films, sheets and plates there a flowing transition from thin foils to thick and rigid plates. The study focuses on flexible films, used for example in the packaging sector. In addition, films in other areas play an important role. To name a few are in particular agricultural films, but also other applications as construction films, films for Office and stationery supplies, technical insulating films, as well as other industrial films.

Film trends regionally the evolution of demand differs according to plastic films significantly. There is a discrepancy between the saturated industrialized nations and the dynamically growing Emerging Asia Pacific, South America, the Middle East or parts of Eastern Europe. China and India, representing approximately one-third of the worldwide film market have an immense growth potential. The consumption of plastics will continue to increase in the coming years. Among other things, this development on the advantages of plastic films to flexible packaging made of other materials (E.g., paper or aluminum foil) is back to lead. This can be observed especially in the food sector, but the same trend also in the non-food sector continues. Also changed consumer habits (packed instead of packaged food, convenience trend, trend to flexible packaging) affect positively the demand after films. By the year 2020, we expect an annual increase in the packaging sector by an average 3.7% “, explains Oliver Kutsch, Managing Director of Ceresana. Especially packaging have gained in importance due to their advantageous properties of several materials or layers. Different development trends have detailed market analysis to foil types also the materials which films are made.

The quality processes are lived with the fact the process culture determines the value creation performance processes are the backbone of business value creation. The value added intelligence and performance but are not primarily determined by the penetration of the company with functional regulations, e-learning or automated workflows, at least not for most of the business processes. Value orientation is needed! Processes are defined as far as basically not whether they are somehow in writing, not manage how comprehensive indicators are measured and reported or even the consistency with which is – in terms of general staff continually improved but manage! People given there are still people in the total system market”process performance, no matter whether employee, supplier or customer, which ultimately have tipped the balance in the overall system of the company and to the market for value added to make. This is even there, where for example by means of e-commerce and one probably highest possible automation processes, transactions are settled. Against this background it is clear that a company that describe processes and rules, but never dominate can.

Simple put, a company always depends on the integrity, of the engagement of the decisions and actions of the people of the entire system depends on and there is no action in the company, no matter who that not somehow, sometime also on the market, so the customers affects. How is value added trains in this total system, is therefore a question of people and with what readiness and with what motive these people take responsibility for the success. Versus responsibility, the less the person in such integrated systems worth is estimated task orientation, all the salaried people in such systems are trapped, the less can I expect as a company, that the people in the system make more than only to work. Job according to the regulations, labour code, not vulnerable, but ultimately with a probably fairly low Value creation performance.