【VIP专享】Bi-weekly report

Project PlanForContent Management SystemDocument Revision #1.3Date of Issue: 2008-10-13Project Manager: SweeperApproval SignaturesApproved by: Business Project LeaderApproved by: IM/IT Project LeaderSweeperPrepared by: Business Project ManagerPrepared by: IM/IT Project ManagerJaneEmmaReviewed by: QualityAssurance ManagerTable of ContentsDocument Change ControlThis section provides control for the development and distribution of revisions to the Project Charter up to the point of approval. The Project Charter does not change throughout the project life cycle, but rather is developed at the beginning of the project (immediately following project initiation approval, and in the earliest stages of project planning). The Project Charter provides an ongoing reference for all project stakeholders. The table below includes the revision number (defined within your Documentation Plan Outline), the date of update/issue, the author responsible for the changes, and a brief description of the context and/or scope of the changes in that revision.1.Project OverviewThe project plan for Content Management System (CMS) of Manufacturing Trade Association (MTA) is written by Final Fantasy Company according to the original requirements of the project. It will provide a definition of the project, including the project’s goals and objectives, etc. Additionally, the Plan will serve as an agreement between the following parties: Project Sponsor, Steering Committee, Project Manager, Project Team, and other personnel associated with and/or affected by the project.1.1.Purpose, Scope, and ObjectivesThe project is developed for a large Manufacturing Trade Association (MTA) with over 2000 members. The purpose for this project is that MTA works closely with enterprises of all sizes to help them unlock the value of their unstructured content.The objective of deploying the CMS is to facilitate the creation and manipulation of content on a website and to enhance collaboration by making it possible to collect information generated within the organization and facilitate its distribution.The preliminary scope of the CMS defined by MTA includes:Tools for managing users and workflow. The separation of content and thevisual display makes it easier to maintain a consistent look-and-feel across the entire website.Support collaboration tools such as discussion forums and documentmanagement.Support customized information retrieval - sophisticated search tools canallow users to locate just the information they are looking for.Web-based interfaces to selected information in the databases can facilitatedata sharing between the organization and its stakeholders.Make it easier for non-technical staff to add and edit content, thus streamlinethe process of maintaining a website.Developing the CMS will be about 4 months. It will complete the requirement research, analysis, design, development, test, deploy and finally deliverable.1.2.Assumptions, Constraints and Risks1.2.1.AssumptionsThe stakeholders of MTA include:Executive Council of MTA, consisting of 15 executive members who madedecision on running MTAOffice staffs of MTA who carry out the day-to-day operation of MTA, under the direction of the Executive CouncilMTA Members who receive newsletters and event announcementsUniversities which support some of MTA's eventsOther trade associations which support some of MTA's eventsGovernment and IT vendors who sometimes sponsor events organized byMTAGeneral public who receive announcement on important events of MTA. 1.2.2.ConstraintsMTA has requested that open source software be used whenever possible. In particular, they suggest using Linux operating system; Apache web server, MySQL database, etc.The CMS must be deployed by Dec. 31 this year, about 4 months from the project start date of September 1.1.2.3.Risk Assessment1.3.Project Deliverables1.4.Schedule and Budget Summary 1.4.1.Schedule and MilestoneThis project will be divided into three phases to complete, and total time is about 4 months. The following represent key project milestones, with estimated completion dates:1.4.2.BudgetProject Cost & Time EstimatesAll project costs and dates are estimates. Projects are charged only for actual time spent.If clients can choose a design and complete all alterations on it in 2 reviews instead of 3, cost of design phase can be reduced.Project Role%Time Dates Needed( Range)Name ofManagerProject Manager15Week1-week15SweeperDesigner15Week2-week4JackProgrammer30Week6-week15LiliTester15Week10-week15JaneQA30Week5-week15Emmadocumentation5Week1-week15SweeperSystems support5Week10-week15Sweeper 1.5.Evolution of the PlanThe structure of this Project Plan is in compliance with theIEEE?STD?1058-1998.After project members review the plan, the release version will be placed under configuration management.1.6.References[1] WebCT - COMP5231 Project Practice and Case Studies, Hareton Leung[2] DonewsBlog - Developing the Project Plan2006/03/03/750787.aspx, Juven[3] Project Manager Union[4] Capability Maturity Model* Integration (CMMI), Version1.1 CMMI for Software Engineering (CMMI-SW, VI. 1) Staged Representation CMU/SEI-2002-TR-029 ESC-TR-2002-029 August 2002[5] A Business case for CMMI based Process Improvement, Dave Walden, General Dynamics Advance Information Systems, and PSM Conference July 2002.[6] Simplifying development through activity-based change management, Allan Tate & Karen Wade, IBM Software Group, October 2004.[7] Capability Maturity Model) Integration (CMMI), Version 1.lCMMI for Software Engineering (CMMI-SW, VI. 1) Continuous Representation CMU/SEI-2002-TR-028ESC-TR-2002-028 August 2002.[8] A spiral model of software development and enhancement, Boehm, B. W. (1988), IEEE Computer, 21(5), 61-72.[9] The six sigma project planner, Tomas Pyzdek (2003)1.7.Definitions and Acronyms2.Project Organization2.1.External InterfacesPM will be responsibility for the communication bridge between the project and external entities.Customer - A large Manufacturing Trade Association (MTA) with over 2000 members.The stakeholders of MTA include:E xecutive Council of MTA, consisting of 15 executive members who madedecision on running MTAO ffice staffs of MTA who carry out the day-to-day operation of MTA, underthe direction of the Executive CouncilM TA Members who receive newsletters and event announcementsU niversities which support some of MTA's eventsO ther trade associations which support some of MTA's eventsG overnment and IT vendors who sometimes sponsor events organized byMTAG eneral public who receive announcement on important events of MTA.2.2.Internal StructureProject Team Organizational Structure 2.3.Roles and Responsibilities3.Managerial Process PlansThis section of the Project Management Plan specifies the project management processes for the project. This section defines the plans for project start-up, risk management, project work, project tracking and project close-out.3.1.Start-up Plan3.1.1.EstimatesThis project is a timer plan, so it must be completed in the official hour. MTA has requested that open source software be used whenever possible. In particular, they suggest using Linux operating system, Apache web serve, MySQL database, etc.So according to the above factors, we will adopt JAVA and MySQL to develop CMS project. There is not purchase cost because of free open source tools. We will use GOOGLE free code manger service to manage code and Issues, and we will post wiki on it.3.1.2.StaffingThis project team has only five members. Each member will try their best and unleashed potential to develop this project. The following is the simple introduction of members.Sweeper: There is development experience more than ten years and rich management experience. So he will undertake PM role in the team.Lili: There is rich development experience and strong coding ability. So she will undertake primary programmer role in the team. At the same time, she will analyze requirement as an assistant of primary analyst.Jack: Because of rich experience of requirement analysis, he will undertake primary analyst role. At the same time, he will also be responsibility for coding.Jane: There is rich experience of software development and comprehensive ability in the phase of software life cycle. So she will take part in each phase, such as project plan, testing, etc.Emma: there is rich experience of SQA. SQA and tester role will suit her best.3.1.3.Resource AcquisitionOne Team, One Goal. The team formation is voluntary. We own the same goal – Develop a CMS product for MTA successfully.The team doesn’t need to buy any hardware resource, because team members will solve the hardware resource by themselves.For software resource, the team will adopt the way of share through the internet. So software resource also has no need to be bought.3.1.4.Project Staff TrainingMost of members have the programming experiences with JAVA and MySQL. So members will study technique knowledge by themselves. But members are not familiar with CMS business knowledge. So it is necessary for CMS business training.Because this is a temporary team, it is difficult to work together. So finally we will adopt a network meeting for a knowledge share and discussion on the internet to instead traditional face to face training.This network meeting will be holding in the phase one. In the share and discussion, team will refer to some mature CMS products in the market, and compare with the requirement of MTA in order to improve the knowledge of CMS business process.3.2.Work Plan3.2.1.Work Breakdown Structure3.2.2.Schedule AllocationThe detailed timetable has been described by “CMS_GanttChart.xls”.3.2.3.Resource AllocationThe detailed HR resource has been described by “CMS_GanttChart.xls”. The team has no need of the other resource expect human resource and software resource.3.2.4.Budget AllocationMostly, the team will comminute through the internet and telephone. There are few meetings on the free time of weekend lessons. Team has no need to travel and go on errands. So project budget only has the workload budget.3.3.Project Tracking PlanThe free tool – Google Code will be used for the project tracking.3.3.1.Issues ManagementThe following issues management procedures will be used:Major issues (any that will significantly affect the scope, schedule, or budget for the project) will be registered in the project Major Issues log.The Project Manager and Client Project Manager will determine how to address the issue and identify how it will affect the scope, schedule and budget for the project.On the Project Status Report, the project manager will report the issues currently being worked on, their status, and the projected date of resolution. Any critical unresolved issues that are impacting the scope, time, cost, or quality of the project will be highlighted in the status report.When an issue is resolved, merged with another issue, or withdrawn, the issue log will be updated.When an issue is closed the resolution is logged and it is moved to a closed status.Minor issues will be logged and managed using the Google Code issue tracking program, which all project participants and the Client PM will have access to.Requirements ManagementThe information contained within the Project Plan will likely change as the project progresses. While change is both certain and required, it is important to note that any changes to the Project Plan will impact at least one of three critical success factors: Available Time, Available Resources (Financial, Personnel), or Project Quality. The decision by which to make modifications to the Project Plan (including project scope and resources) should be coordinated using the following process:Step 1:As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project Manager will document the issue.Step 2:The Project Manager will review the change and determine the associated impact to the project and will forward the issue, along with a recommendation, to the Steering Committee for review and decision.Step 3:Upon receipt, the Steering Committee should reach a consensus opinion on whether to approve, reject or modify the request based upon the information contained within the project website, the Project Manager’srecommendation and their own judgment. Should the Steering Committee be unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the Project Sponsor, with a written summation of the issue, for ultimate resolution.Step 4:If required under the decision matrix or due to a lack of consensus, the Project Sponsor shall review the issue(s) and render a final decision on the approval or denial of a change.Step 5:Following an approval or denial (by the Steering Committee or Project Sponsor), the Project Manager will notify the original requestor of the action taken. There is no appeal process.*Tags: In this project, team members will act as the Steering Committer role. And the teacher will act as the Project Sponsor.3.3.2.Schedule ControlThe weekly schedule will be shown intuitively in the CMS Gantt chart, and then be shared to team members. And the PM will release “Bi-weekly Report W eek” half month. So for the delay tasks, PM will try to adjust resources to bring down influence.*Tags: refer to the document “CMS_GanttChart.xls”.3.3.3.Budget ControlThis project doesn’t need to control the budget, and only need to control the plan.3.3.4.Quality ControlThere is a professional SQA role to control quality in this project. SQA staff will provide a SQA plan and test plan for quality control. PM and SQA staff will follow the plans to control quality.See “SQA Plan”, please.3.3.5.ReportingA Bi weekly report will deliver to teacher by PM. It will report current status and issues for this project.*Tags: the template of Bi weekly report refers to the Annex A.3.3.6.Project MetricsSome project status will be tracked and collected, including workload process status, work deviation case, defects, etc. The workload process status and work deviation case will be collected semimonthly. The defects status will be collected in the process of testing. The checklist will be used in the document check and the efficiency of process executed.3.4.Risk Management PlanPM will manage the risk on a weekly basis, including identifying risk, tracking and analyze the identified risk. When the risk happened, PM will use the required measures. The checklist of risk refers to the Annex B.3.5.Project Closeout PlanIt is necessary to project closeout process to ensure orderly closeout of the project.Project Manager will provide a Skeleton Closeout Report. The closeoutReport would have information regarding the project scope, risk and theoriginal plan’s schedule.PM will have a closeout meeting with customers. In the meeting, they willreview the following agenda.Executive Summary of the project planProject resultAnalysis of project objectives achievedReal deliverables to those described in the planIt is necessary to a post mortem meeting in the team. Project personnel willwrite post-mortem debriefings and discuss lessons learned.3.6.Project Review Meeting PlanIt is necessary to project review meetings in order to ensure work objective and quality.In the project process, we will hold the review meetings in each phase. The following is the step.Meeting Time:At 9:00 every weekend.two days before the end of each milestoneVenue: The meeting will be held on the internet through QQ Group.Team leader will give members the email for the meeting. At the same time, the deliverables will be sent in the email.Members will review the deliverables, and then send comments back to team leader.Team leader will sort out the information from members. An informal list of discussion topics will be formed.According to the informal list of discussion topics, team will discuss them and draw conclusions one by one.Finally, team leader will record the conclusions in the transaction track system (Google Code). Corresponding member will be in charge of the tasks according to the conclusions. Team leader will follow up the process of the tasks.4.Technical Process Plans4.1.Process ModelThe iteration process of RUP will be used in the CMS project. The following step:Analyze RequirementCondense RequirementDesign CMSCondense DesignsCodingIntegration TestingDeployment.4.2.InfrastructureThe free system for JAVA and MySQL will be used in this project. It is cross platform, so foreseeingly this project will be deployed in many platforms.4.3.Product AcceptanceThe teacher will act as the customer role. In other words, product acceptance will depend on the teacher’ review. If the teacher has any suggestions and opinions, the team will perfect the plan at the right moment.5.Supporting Process Plans5.1.Configuration ManagementGoogle Code Tool will be used in issues management in the project. When there is an issue, it will be placed in the following link:.Then PM will track this issue and assign tasks to the person responsible. The status of issue also will be tracked until to be completed. When the sponsor approves the issue, the issue will be closeout.The documents and programs in the project process will be carried out the configuration management, and adopt the unique identification. After the review passed, they will be placed under the configuration management. When the change happened, the change control process will be adopted.5.2.Verification and ValidationAll the team members will review all the documents for this project. The program will be tested comprehensively by testers. Finally, the teacher will verify the product – CMS of MTA.Pressure test software will be used in the project. The JUnit tool is recommended to programmers used in the phase of coding in order to quality assurance.5.3.DocumentationChecklist All members5.4.Quality AssuranceWe will have the following simple arrange for quality assurance.SQA will provide a SQA plan and establish an implement process according to the SQA plan.Testers will provide a test plan and establish a test process according to thetest plan.5.5.Reviews and AuditsPeer review will be used in the project. In the process of peer review, team members can improve overall ability in the aspect of software development. The following is the detail review process.First, a deliverable will be completed mainly by one of members. The othermembers will be an assistant for the member.Then, the deliverable will be peer reviewed by team members.Next, team leader (PM) will hold a meeting to discuss the issues and share the experience.Finally, deliver to the customer (teacher).5.6.Problem ResolutionWhen there are issues in the project, team will adopt the network discussion through the internet, such as QQ, MSN, BBS, etc. If the result of discussion is not agreement, this issue will be reported to teacher. All the information in the discussion will be recorded in the meeting record.5.7.Subcontractor ManagementOur project has no subcontractor.5.8.Process ImprovementWhen some problems happen in the process of project development, we must lookup the reasons and location problems. Then we will improve the development process according to the process area standard of CMMI. The improved process will be applied to the next iteration process.We will improve development process in the project according to the descriptions as above.6.Additional PlansWhen the customer has any requirement for our product, we must give quick feedback. After the team discussed and confirmed, the requirement will bechanged in the phase of design and code. So the requirement needs to keepflexibility.When the phase of code is completed, the program will be configured on thecomputers of team members.The team must ensure the synchronous and quick data updating.PM and testers will provide service support for the product.PM, designers and programmers will be responsibility for product maintenance.。

#9(270) 11(366) #12(252) #13(209)
Fig1.1 EL images of SEII0042
#9 #11 #12 #13
Fig1.2 IR images of SEII0042
100
90
group A #3 (335) group B #15(409)
Fig2.1 EL images of SEII0043
型工艺制作电池片，A组在磷扩散的程序中加了700℃吸杂1h的过程，B组则是普通的高低温扩散程序。

由于在烧结温度没有调节好，所以吸杂组的FF普遍较差，从而导致EFF也较低，但即使是在没有烧结好的情况下，吸杂组的电流仍比未吸杂组的电流高，由此可以看出，吸杂对电池片性能有比较正面的影响，但结果还有待更多试验的进一步证实。

同时，本批电池片在实验室制绒，从Fig2.3可以看出，实验室制绒的效果不如车间，尤其是在长波部分有较大的差距。

Fig2.2的QE测试结果显示，反射率在短波部分的损失较大，对QE响应有一定的影响。

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INTERNATIONAL JOURNAL OF HUMAN-COMPUTER STUDIESMonthlyISSN: 1071-5819ACADEMIC PRESS LTD, 24-28 OVAL RD, LONDON, ENGLAND, NW1 7DX688. INTERNATIONAL JOURNAL OF INDUSTRIAL ERGONOMICSMonthlyISSN: 0169-8141ELSEVIER SCIENCE BV, PO BOX 211, AMSTERDAM, NETHERLANDS, 1000 AE689. INTERNATIONAL JOURNAL OF INDUSTRIAL ORGANIZATIONBimonthlyISSN: 0167-7187690. INTERNATIONAL JOURNAL OF INFORMATION MANAGEMENTBimonthlyISSN: 0268-4012ELSEVIER SCI LTD, THE BOULEV ARD,LANGFORD LANE,KIDLINGTON, OXFORD, ENGLAND, OX5 1GB691. INTERNATIONAL JOURNAL OF INTERCULTURAL RELATIONSQuarterlyISSN: 0147-1767PERGAMON-ELSEVIER SCIENCE LTD, THE BOULEV ARD, LANGFORD LANE,KIDLINGTON, OXFORD, ENGLAND, OX5 1GB692. INTERNATIONAL JOURNAL OF LANGUAGE & COMMUNICATION DISORDERSQuarterlyISSN: 1368-2822TAYLOR & FRANCIS LTD, 11 NEW FETTER LANE, LONDON, ENGLAND, EC4P 4EE693. INTERNATIONAL JOURNAL OF LAW AND PSYCHIATRYQuarterlyISSN: 0160-2527PERGAMON-ELSEVIER SCIENCE LTD, THE BOULEV ARD, LANGFORD LANE,KIDLINGTON, OXFORD, ENGLAND, OX5 1GB694. INTERNATIONAL JOURNAL OF MANPOWERBimonthlyISSN: 0143-7720MCB U P LIMITED, 60/62 TOLLER LANE, BRADFORD, ENGLAND, BD8 9BY695. INTERNATIONAL JOURNAL OF MARKET RESEARCHQuarterlyISSN: 0025-3618MARKET RESEARCH SOCIETY, 15 NORTHBURGH STREET, LONDON, ENGLAND, EC1V OAH696. INTERNATIONAL JOURNAL OF MIDDLE EAST STUDIESQuarterlyISSN: 0020-7438CAMBRIDGE UNIV PRESS, 40 WEST 20TH ST, NEW YORK, NY, 10011-4221697. INTERNATIONAL JOURNAL OF NURSING STUDIESBimonthlyISSN: 0020-7489PERGAMON-ELSEVIER SCIENCE LTD, THE BOULEV ARD, LANGFORD LANE,KIDLINGTON, OXFORD, ENGLAND, OX5 1GB。

Hi manager:Here comes my Bi-weekly report. The details are as follows.Project and LearnVivo Brazil - Spectrum Refarming (BA)In those two weeks, I did vivo Brazil project. This project is has four BSC.I main deal with two parts like the below show:∙Define and select MMR and MRR, fetch CNA data and PM data from costumer’ OSS∙Deal with all data:Import MMR and MRR into EFO, check the log of them and check the match degree of MMR. Then statistic selectedMMR, MRR and missing data.Run OperdB with CM and PM data, and extract HO and traffic from OperdB, then deal with them into what we need.From this, I learned more Excel knowledge, like: how toreplace, how to duplicate removal, how to find max valueand how to divide one list into two parts and so on.∙Learn our project from my team leader and e-mails of our project Learned as below:∙Discuss soft skills with our partner and manager.∙Learned a little new organizational structure of Ericsson.∙Work on my KO and ready for my presentation. Hope I can workit out quickly and good enough.Plan for next week:∙I will continue work on my KO∙Learn English continueHope you will have a happy holiday!。

ContractEmployment Agency InformationName of Employment Agency _______________________________________________ Telephone Number ____________________ License Number _____________________ Name of Agency Staff or Salesperson __________________________________________ Address _________________________________________________________________Job Applicant InformationName of Job Applicant _____________________________________________________ Telephone Number ____________________Address _________________________________________________________________Type of Work and Fees (Check only one and complete section.)Agency can only charge a fee for job placement. This means the Agency can only charge you a fee after it gets you a job. Agency CANNOT charge a fee for:▪ setting up interviews ▪ trainings▪ reviewing resumes ▪ any services besides placing Applicant in a job▪ photographs□Domestic/household work and unskilled/untrained manual work(Classes A, A*,A**, A*** depending on whether Agency recruited Applicant in another state or country)Agency can charge a deposit or advance fee (unless Applicant is recruited from Hawaii, Alaska, another country).By law, Agency must refund the deposit or advance fee if Applicant is not placed in a job.If Applicant is placed in a job, advance fees or deposits must be credited to the Applicant’s fee.Was an advance fee or deposit paid? Yes _____ No _____If Yes, amount of fee: $____________□Trained or skilled industrial workers or mechanics (non-professional) (Class A1) Agency may charge a deposit or advance fee.Agency can charge a deposit or advance fee (unless Applicant is recruited from Hawaii, Alaska, another country).By law, Agency must refund the deposit or advance fee if Applicant is not placed in a job.If Applicant is placed in a job, advance fees or deposits must be credited to the Applicant’s fee.Was an advance fee or deposit paid? Yes _____ No _____If Yes, amount of fee: $____________□Theatrical (e.g., actors, singers, models) (Class C)By law, Agency cannot charge any deposit or advance fee.□Nursing (Class D)By law, Agency cannot charge any deposit or advance fee.□All other work, including commercial, clerical, executive, administrative and professional employment and employment outside the continental United States (Class B)By law, Agency cannot charge any deposit or advance fee.FeesFee for Job Placement(See attached Sections 185 and 186 for maximum fees Agency can charge by law.)□Check here if the fee will be paid by the employer.□Flat Placement Fee Total Amount: $ ________□Percent of Salary: ______% of ______ Months or Weeks (circle one)Fee Payment ScheduleThe fee shall be paid:□in ten equal weekly installments payable at the end of each of the first ten weeks.□in five equal installments payable at the end of each of the first five pay periods.□other ___________________________________________________________Note: By law, Agency cannot require Applicant to pay the fee any faster. Any other payment plan must give Applicant MORE time to pay.Important Terms and RequirementsR ECEIPTS:Agency will provide Applicant with a separate, written receipt for every deposit, fee or other charge collected by it, advance or otherwise.F EE A MOUNTS:The maximum fees that Agency can charge are limited by law depending on the job. Agency shall not charge fees inconsistent with Sections 185 and 185-a of the General Business Law. See attached fee schedule for more information.R EFUND OF F EES:Agency must RETURN IN FULL all fees, deposits or other payments within seven (7) days of Applicant’s request for a refund if Agency has not placed Applicant in a job. If Applicant has been placed in a job, refund amounts shall be consistent with Section 186 of the General Business Law (attached).F EE WHEN A PPLICANT F AILS TO A PPEAR FOR W ORK OR IS T ERMINATED:Agency shall not charge any fees inconsistent with Section 185 of the General Business Law in the event that the Applicant fails to report to work or is terminated, regardless of the circumstances.S TATEMENT OF A PPLICANT’S R IGHTS: Agency will provide a Household or Domestic Applicant with a “Statement of Employee Rights.”L EGITIMATE E MPLOYMENT: Agency will only send Applicant to legitimate job listings obtained from the employer that reflect current job openings. Agency will contact the employer and verify the availability of the job before referring Applicant.W ORK C ONDITIONS: Agency will provide the following information prior to placement: (1) the hours per week the job applicant is expected to work; (2) whether the job applicant will be paid on a weekly, bi-weekly, or monthly basis; and (3) whether there are any health and/or safety risks involved and what steps may be taken to prevent or control those risks.NOTICE TO JOB APPLICANT -- READ BEFORE SIGNINGDo not sign this contract before you have read it or if any spaces are left blank. The employment agency must give you a signed copy of this contract at the time you sign it.IMPORTANT: It is against the law for the employment agency to charge a registration or application fee. The agency can only collect a deposit if you are applying for certain types of jobs. YOU ARE ENTITLED TO A REFUND. IF A REFUND IS NOT MADE WITHIN SEVEN (7) DAYS OR YOU HAVE A COMPLAINT OR NEED MORE INFORMATION,CALL 3-1-1.Applicant’sSignature DateEmployment Agency Representative’s Signature DateEMPLOYMENT AGENCY LAW§ 185. FEES1.C IRCUMSTANCES PERMITTING FEE. An employment agency shall not charge or accept a fee or other consideration unless in accordance with the terms of a written contract with a job applicant, except for class "A" and "A-1" employment, and except after such agency has been responsible for referring such job applicant to an employer or such employer to a job applicant and where as a result thereof such job applicant has been employed by such employer. The maximum fees provided for herein for all types of placements or employment may be charged to the job applicant and a similar fee may be charged to the employer provided, however, that with regard to placements in class "B" employment, a fee of up to one and one-half times the fee charged to the job applicant may be charged to the employer. By agreement with an employment agency, the employer may voluntarily assume payment of the job applicant's fee. The fees charged to employers by any licensed person conducting an employment agency for rendering services in connection with, or for providing employment in classes "A", "A-1" and "B", as hereinafter defined in subdivision four of this section where the applicant is not charged a fee shall be determined by agreement between the employer and the employment agency. No fee shall be charged or accepted for the registration of applicants for employees or employment.2.S IZE OF FEE; PAYMENT SCHEDULE. The gross fee charged to the job applicant and the gross fee charged to the employer each shall not exceed the amounts employment or engagement,except as hereinabove provided;and such fees shall be subject tothe provisions of section onehundred eighty-six of this article.Except as otherwise providedherein, an employment agencyshall not require an applicantwhile employed in the continentalUnited States, and paid weekly topay any fee at a rate greater thanin ten equal weekly installmentseach of which shall be payable atthe end of each of the first tenweeks of employment, or if paidless frequently, in five equalinstallments, each of which shallbe payable at the end of the firstfive pay periods following hisemployment, or within a period often weeks, whichever period islonger. An employer's fee shall bedue and payable at the time theapplicant begins employment,unless otherwise determined byagreement between the employerand the agency.3.D EPOSITS, ADVANCE FEES.Notwithstanding any otherprovisions of this section, anemployment agency may notrequire a deposit or advance feefrom any applicant except anapplicant for class "A" or class"A1" employment, and only to theextent of the maximum feeshereinafter provided. Suchdeposit or advance fee shall beoffset against any fee charged oraccepted when such employmentis obtained. Any excess abovethe lawful fee shall be returnedwithout demand therefor,immediately after the employmentagency has been notified thatsuch employment has beenobtained; and all of such depositor advance fee shall be returnedimmediately upon demandtherefor, if at the time of thedemand such employment hasnot been obtained.4.T YPES OF EMPLOYMENT. For thepurpose of placing a ceiling overthe fees charged by personsconducting employmentagencies, types of employmentshall be classified as follows:C LASS "A"--domestics,household employees, unskilledand laborers, includingagricultural workers;(See § 184 for requirementsconcerning out-of-statedomestic workers.)C LASS "A1"--non-professionaltrained or skilled industrialworkers or mechanics;C LASS "B"--commercial,clerical, executive,administrative and professionalemployment, all employmentoutside the continental UnitedStates, and all otheremployment not included inclasses "A", "A1", "C" and "D";C LASS "C"--theatricalengagements;C LASS "D"--nursingengagements as defined inarticle one hundred thirty-nineof the education law.5.F EE CEILING: For a placement inclass "A" employment the grossfee, including the deposit if any,shall not exceed, in percentage ofthe first full month's salary orwages, the following:•Where no meals or lodging areprovided . . . . . . . . . . . . . 10%•Where one meal per workingday is provided . . . . . . . . 12%•Where two meals per workingday are provided . . . . . . . 14%•Where three meals and lodgingper working day areprovided . . . . . . . . . . . . . 18%Where all parties to theemployment agreementunderstand or agree at the timethe employment is entered intothat it shall be for a period shorterthan one month, the gross feeshall not exceed ten per cent,twelve per cent, fourteen per centor eighteen per cent respectivelyof the salary or wages actuallypaid.6.F EE CEILING:For a placement inClass "A1" employment the grossfee shall not exceed one week'swages where all parties to theemployment agreementunderstand or agree at the timethe employment is entered intoto the employment contract agree and understand at the time the employment contract is entered into that it shall be for a period shorter than ten weeks, the gross fee shall not exceed ten per cent of the wages or salary actually received.7.F EE CEILING: For a placement in Class "B" employment the gross fee shall not exceed, in percentage of the first full month's salary or wages, the following: Where such first full month's salary or wages is•Less than $ 750 . . . . . . . 25% •At least $ 750 but less than $ 950 . . . . . . . . . . . . . . . . 35%•At least $ 950 but less than $ 1150 . . . . . . . . . . . . . . . 40% •At least $ 1150 but less than $ 1350 . . . . . . . . . . . . . . . 45% •At least $ 1350 but less than $ 1500 . . . . . . . . . . . . . . . 50% •At least $ 1500 but less than $ 1650 . . . . . . . . . . . . . . . 55% •At least $ 1650 or more . 60% Provided however, that where the placement is for employment in which the applicant will be paid on a straight commission basis or on the basis of a drawing account plus commissions, the gross fee shall be based on percentages in the above schedule applied to an amount equivalent to one-twelfth of the estimated first year's earnings, as estimated by the employer.Where all parties to the employment contract agree and understand at the time the employment contract is entered into that it shall be for a period shorter than four months the gross fee shall not exceed fifty percent of the fee prescribed in the schedule in this subdivision or ten percent of the wages or salary actually received, whichever is less.8.F EE CEILING: For a placement in class "C" employment the gross fee shall not exceed, for a singleengagement, ten per cent of thecompensation payable to theapplicant, except that foremployment or engagements fororchestras and for employment orengagements in the opera andconcert fields such fees shall notexceed twenty per cent of thecompensation.9.F EE CEILING: For a placement inclass "D" employment the grossfee shall not exceed, for a singleengagement, the following:(1) FOR PRIVATE NURSINGDUTY, five per cent of the salary orwages received each weekthrough the first ten weeks of thatengagement only, and such feeshall be due and payable at theend of each such week:(2) FOR ANY OTHER NURSINGDUTY, the amount of the firstweek's salary or wages unlessthe first year's computed salary orwages to be derived for at leastone year's employment is twenty-five hundred dollars or more, inwhich event the gross fee shallnot exceed, in percentage of suchsalary or wages, the following:Where such first year's salaryor wages is•At least $ 2500 but less than$ 3000 . . . . . . . . . . . . . 2 1/2%•At least $ 3000 but less than$ 3500 . . . . . . . . . . . . . . . . 3%•At least $ 3500 but less than$ 4000 . . . . . . . . . . . . . 3 1/2%•At least $ 4000 but less than$ 4500 . . . . . . . . . . . . . . . . 4%•At least $ 4500 but less than$ 5000 . . . . . . . . . . . . . 4 1/2%•$5000 or more . . . . . . . . . 5%§ 186. RETURN OF FEES1.E XCESSIVE FEE: Anyemployment agency whichcollects, receives or retains a feeor other payment contrary to or inexcess of the provisions of thisarticle, shall return the fee or theexcess portion thereof withinseven days after receiving ademand therefor.2.F AILURE TO REPORT: If a jobapplicant accepts employmentand thereafter fails to report forwork, the gross fee charged tosuch applicant shall not exceedtwenty-five per cent of themaximum fee allowed by sectionone hundred eighty-five of thisarticle, provided however, if theapplicant remains with his sameemployer, the fee shall notexceed fifty per cent. If a jobapplicant accepts employmentand fails to report for work, no feeshall be charged to the employer.3.T ERMINATION WITHOUTEMPLOYEE'S FAULT.If a jobapplicant accepts employmentand reports for work, andthereafter such employment isterminated without fault of theemployee, the gross fee chargedto such employee and to theemployer each shall not exceedten percent of the salary or wagesreceived by such employee, andin no event shall such fee exceedthe maximum fee allowed bysection one hundred eighty-five ofthis article. However, if suchemployee is a domestic orhousehold employee recruitedfrom a state outside of this statethe fee of the employer shall notexceed thirty-three and one-thirdpercent of the wages or salaryactually earned.4.T ERMINATION UNDER ALL OTHERCIRCUMSTANCES: If a job applicantaccepts employment and reportsfor work, and thereafter suchemployment is terminated underany other circumstances, thegross fee charged to suchemployee and the employer eachshall not exceed fifty per cent ofthe salary or wages received bysuch employee, and in no eventshall such fee exceed themaximum fee allowed by sectionone hundred eighty-five of thisarticle.For more information or to file a complaint, call 3-1-1 or visit us at /。

第1篇报告时间：2023年X月X日至X月X日一、概述本周，公司整体财务状况表现稳定，各项经营指标符合预期。

本报告将从收入、成本、利润、现金流等方面对本周财务状况进行分析，并对下周可能出现的风险和机遇进行预测。

二、收入分析1. 收入总额：本周收入总额为XX万元，较上周增长XX%，同比增长XX%。

2. 收入结构：- 产品销售收入：XX万元，占收入总额的XX%，较上周增长XX%；- 服务收入：XX万元，占收入总额的XX%，较上周增长XX%；- 其他收入：XX万元，占收入总额的XX%，较上周增长XX%。

3. 收入增长原因：- 产品销售增长：主要得益于新产品的推广和市场竞争力的提升；- 服务收入增长：随着客户需求的增加，公司加大了服务业务的投入，服务收入有所增长。

三、成本分析1. 成本总额：本周成本总额为XX万元，较上周增长XX%，同比增长XX%。

2. 成本结构：- 直接成本：XX万元，占成本总额的XX%，较上周增长XX%；- 间接成本：XX万元，占成本总额的XX%，较上周增长XX%。

3. 成本控制措施：- 加强采购管理，降低采购成本；- 优化生产流程，提高生产效率；- 严格控制各项费用支出，降低运营成本。

四、利润分析1. 利润总额：本周利润总额为XX万元，较上周增长XX%，同比增长XX%。

2. 利润率：本周利润率为XX%，较上周提高XX个百分点。

3. 利润增长原因：- 收入增长：收入增长带动了利润的增长；- 成本控制：通过一系列成本控制措施，有效降低了成本，提高了利润率。

五、现金流分析1. 现金流入：本周现金流入为XX万元，较上周增长XX%，同比增长XX%。

2. 现金流出：本周现金流出为XX万元，较上周增长XX%，同比增长XX%。

3. 现金流量表：- 经营活动产生的现金流量：XX万元，较上周增长XX%；- 投资活动产生的现金流量：XX万元，较上周增长XX%；- 筹资活动产生的现金流量：XX万元，较上周增长XX%。

竭诚为您提供优质文档/双击可除weekly,report模板篇一：templateweeklyReport-20xx0719pRojectcode:cn/cbl-10/064qualitysupeRVisionweeklyRepoRtdateoFactiVity:14/06/20xx—20/06/20xxRepoRtno.:wR-ctc-10/064-001R0-20xxw11Ref.no.qswR-10-033-001R0page1of73.1thermalpowerstationproject/热源厂项目concretingofcolumnsatlevel7.95mfloorfromb~daxesto①~⑥axescompletedonaug29withthequalitycertificateofconcretebeingchecke dandslumptestingandcubesamplingbeingwitnessedonsite bybVengineer;beforeconcreting,rebarfixingandformworkinstallationwerecheckedandacceptedbybVengineer;主厂房b~d轴与①~⑥轴7.95m层柱混凝土浇注于八月二十九日完成，混凝土质量合格证、坍落度测试和混凝土试块现场配制bV公司工程师进行了检查和见证；混凝土浇注前，钢筋绑扎和模板制安,通过bV工程师验收；constructionofscaffoldingatlevel8.0mfloorfroma~baxe sto①~⑥axesstarted;标高为8.0m层a~b轴与①~⑥脚手架搭设工作开始；constructionofscaffoldingatlevel8.0mfloorfromb~daxe sto①~⑥axescompleted;完成了标高为8.0m层b~d轴与①~⑥脚手架搭设工作；80%ofbackfillingworkforstreamturbineareacompleted;完成80%汽机间回填工作；derustingandprotectivepaintingforcoolingwatertubesf romcinderwarehousetocoolingwaterstationfinished;渣仓到循环水站管道除锈和防腐施工完成；excavationworkofcoolingwatertubesfoundationandcushionworkfromcinderwarehousetocoolingwaterstationcompleted;完成从渣仓至循环水站管道基槽开挖和垫层施工；3.2starchplantproject/淀粉厂项目excavationworkforpilecapofcornsteepingplantcomplete d;完成玉米浸泡车间桩承台基础开挖工作量；Ref.no.qswR-10-033-001R0page2of7concretingofpilecapesandundergroundbeamsofstarchpla ntfrom①~③axestod~laxescompletedonaug29withthequalitycertificateofc oncretebeingcheckedandslumptestingandcubesamplingbe ingwitnessedonsitebybVengineer;beforeconcreting,reb arfixingandformworkinstallationwerecheckedandaccept edbybVengineer;淀粉厂①~③轴与d~l轴间承台和地梁混凝土浇注29日完成,混凝土质量合格证、坍落度测试和混凝土试块现场配制bV公司工程师进行了检查和见证；混凝土浇注前，钢筋绑扎和模板制安,通过bV工程师验收；Rebarfixingofpilecapesandundergroundbeamsforstarchp lantfrom③~⑦axestod~laxes70%completed;淀粉厂③~⑦与e~l轴承台和地梁钢筋绑扎完成70%；backfillingofunloadingpitstarted;地坑回填开始作业；waterproofingworkofwallpanelforunloadingpitcomplete d,30%ofprotectivewallforwaterproofingcompleted;地坑壁板防水施工完成,防水层保护墙施工完成30%;inthisweektotally38piecesofpilescompletedwhichinclu de29piecesforΦ500and9piecesforΦ400;allworksincludingpiling,weldingandprotectivecoa tingwerewitnessedbybVengineer.pilingworkforfoundati onofpipenettingcompleted;本周共完成打桩38根,其中Φ400桩9根,Φ500打桩29根，bV工程师见证打桩-焊接-防腐施工过程；管网基础打桩施工完成。

German Institutefor Economic ResearchWeekly ReportWomen hold only 7.8% of the supervisory board posts in the 200 biggest companies (Top 200) in Germany – outside finance -, and three of four (76.0%) are worker´s representation delegates. More than one third of these companies do not have a woman on the supervisory board at all. The share of women on management boards is even smaller. In the 100 biggest companies (Top 100) there is only one woman on a management board. There are only eleven in the Top 200, a share of a good one percent. These figures show that the aim of equality of opportunity for men and women in top influential posts in large firms is still a long way off.Among European countries Norway is in the lead with women accounting for just under one third of the seats on the decision-making bodies of the 50 biggest compa-nies traded on the stock exchange. The other Scandinavian countries are also above the average, as are the East European EU member states. Germany is in the middle with 11%. According to information from the European Commission Germany is at the lower end of the scale of countries in the share of women in more broadly defined management posts, with around one quarter. Even countries with a relatively low percentage of women in employment, like Spain and Italy, have clearly higher shares of women on this level of the hierarchy than Germany, with just under one third each.DIW Berlin has made a quantitative study of the share of women in management positions (supervisory board/administrative board and management board/manage-ment posts) in the 100 and 200 biggest companies outside the financial sector by turnover.1 The main function of the supervisory board is to supervise the management of the company and to appoint the board of managing directors. Important business plans and decisions also often have to be approved by the supervisory board. The task of the management board is to direct the company’s operations and represent it. In larger companies the management board consists of a chair person and several members, e.g. the heads of the various production divisions. So a seat on either of these decision-making organs is of immense importance.This report is based on Holst, E. and Stahn, A.-K. In: Wochenbericht des DIW Berlin, Nr. 7/2007. The research was car-ried out between July and December 2006 on companies excluding banks and insurance. The selection of the Top 200 companies for the research was based on “Die großen 500. Deutschlands Top-Unternehmen, 2006”. Of the 100 (200) biggest companies 13 (30) gave no information on the composition of their supervisory board. 97 (195) companies could be included in the analysis of management boards. The figures given in this report only cover the companies which provided information. A similar study was carried out for the financial sector, cf. for the results in details, Holst, E. and Stahn, A.-K.: ‘Too Few Women in Top Posts in the Big Banks and Insurance Companies’. In: Weekly Report, no. 7, and Holst, E. and Stahn, A.-K.: ‘Zu wenige Frauen in Spitzenpositionen der großen Banken und Versicherungen’. In: Wochenbericht des DIW Berlin, Nr. 26/2007.Top Posts in Big Companies Firmly in Male HandsElke Holst *************Anne-Katrin StahnJEL Classification: Keywords :Women, Supervisory boards, Management PositionsNo. 6/2007Volume 3October 29, 2007Women mostly delegated to supervisory boards under the codetermination regulationsIn the 100 biggest companies in Germany by turno-ver the share of women with supervisory board posts is currently 8.5%. Only one third of the companies have a share of at least 10%, and only five reach a share of 25% and more (table 1). Only two women head a supervisory board or are partners: Maria-Elisabeth Schaeffler in INA Schaeffler Holding and Bettina Würth of the Würth-Gruppe. These wo-men occupy a special position in that they are both shareholders. So not a single woman has reached the position of chairwoman of a supervisory board in one of the 100 biggest companies in Germany without the appropriate financial background. Most women on supervisory boards (73.0%) were delegated from worker´s representations. Without these seats, that are secured by codetermination rights, the number of companies in the Top 100 without a woman on the supervisory board would, purely arithmetically, rise from the present 22 toTable 1The 00 Biggest Companies by Turnover in Germany according to Share of Women on the Supervisory Board/Administrative BoardCompany Ranking byturnoverTotal number ofseats on boardOf which: WomenOf which: worker‘srepresentationdelegatesShare of seats heldby women in %Share of worker‘srepresentationdelegates in seats heldby women in %INA Holding Schaeffler KG7121050.00 IBM Deutschland GmbH99165331.360 Fresenius AG70123225.066.7 Deutsche Post World Net AG8205525.0100 Karstadt Warenhaus AG98205525.0100 AVA Allgemeine Handelsgesellschaftder Verbraucher AG100184422.2100 E.ON Ruhrgas AG36194121.125 Oetker-Gruppe7951020.00 TUI AG29204k.A.20.0k.A. Deutsche Telekom AG4204320.075 Metro AG5204420.0100 KARSTADT QUELLE AG33204420.0100 Henkel KGaA49163118.833.3 SAP AG66163118.833.3 Infineon Technologies AG72163118.833.3 adidas AG78112218.2100 TOTAL Deutschland GmbH3861116.7100 Tech Data Germany AG5561116.7100 SPAR Handels-AG82122216.7100 Merck KGaA94122216.7100 Thüga-Gruppe47122k.A.16.7k.A. RWE AG9203015.00 Shell Deutschland Oil GmbH17203115.033.3 Lufthansa Air Plus Servicekarten GmbH5871k.A.14.3k.A. REWE-Handelsgruppe10162112.550 Franz Haniel & Cie. GmbH22162212.5100 Würth-Gruppe8591011.10 Wintershall AG9591111.1100 VALEO GmbH5391k.A.11.1k.A. EWE AG86192110.550 E.ON AG6202210.0100 BASF AG14202210.0100 Otto Versand GmbH & Co35202210.0100 Companies with at least 10% ofsupervisory board seats held by women(33 companies)x484855417.665.5Companies with fewer than 10% ofsupervisory board seats held by women(32 companies)x5793424 5.970.6Companies without a woman on thesupervisory board (22 companies)x331x x x x All companies x139420413214.664.759.2 The companies that do not, at time of the study, have a woman on the supervisory board include the biggest company in Germany, Daimler Chrysler AG, Thyssen Krupp AG (No. 12 on the size ranking list) and Audi AG (No. 21).The share of women on supervisory boards rises with the size of the company (table 2). It is highest among the Top 10 at 11.8%, only 8.5% in the Top 100 and only 7% in the Top 101-200. It must be borne in mind here that the share of women sent by worker´s representations in the Top 101-200 com-panies is higher than in the Top 100 (80.9% com-pared with 73.0%). However, that does not mean that women in companies lower down the ranking list have a better chance of a supervisory board seat. Almost every second company in the Top 101-200 list does not have a woman on the supervisory board, whereas in the Top 100 list this “only” applies to every fourth company.Very few women on management boards The inequality between the women and men is even more stark on top management level, on the ma-nagement board and in general management. Of the total of 533 management boards seats in the 100 Cf. Holst, E.: Führungskräfte im international Vergleich: Frauen in Auf-sichtsräten in Deutschland meist von Arbeitnehmervertretungen ent-sandt. Wochenbericht des DIW Berlin, No. 35/2005.biggest companies only a single one is occupied by a woman.3 That gives women a share of 0.2%. The number of women on management boards does rise to eleven in the Top 200, but even that only gives women a share of 1.2%. Altogether only nine companies in the Top 200 have a woman on the management board.The aim of equality for men and women in top in-fluential positions is, as these figures dramatically show, still a long way off.Margret Suckale is on the management board of Deutsche Bahn AG, a former state enterprise; she is also head of the personnel department, which is not a very influential position. At the end of November 2006 another attempt was made to give the post of personnel director, with a seat on the management board, to a woman. The supervisory board of Telekom AG and Verdi wanted to appoint Regine Büttner. Faced with heated criticism - among other things her suitability for the post was called in question - she withdrew her candidature at the beginning of De-cember 2006. Karl-Gerhard Eick is now the personnel director with a seat on the management board. See Louven, S.: Schwindende Gefolgschaft. In: Handelsblatt, 11.12.2006, /news/Unterneh-men/Firmen-Rankings/default-201312.aspx.DIW Berlin also examined the 30 DAX companies. Here, too, the ma-nagement board seats are exclusively held by men. But the share of wo-men on supervisory boards is 12%, above the average for the 100 com-panies with the biggest turnover. That is largely because the seven banks and insurance companies included in the DAX have an average share of women on the supervisory board of 17%.Table 2Number and Share of Women on Supervisory Boards/Administrative Boardsand Management Boards/Management in the 00 Biggest Companiesby Turnover in Germany according to Ranking GroupsTop10Top100Top101–200Top200 Supervisory Board/Administrative Board (SB/AB)Number of companies108783170 Number of companies with at least one woman on the SB/AB96545110Share of women in total number of seats on SB/AB in %11.88.57.07.8 Number of women2311978197Of which: worker‘s representation delegates177855133Share of worker‘s representation delegates in total number of women onSBs/ABs in %73.965.570.557.4 Number of women chairing an SB/AB0213Share of women in total number chairing SBs/ABs in %0 2.3 1.2 1.8 Number of companies without a woman on the SB/AB1223860Share of companies without a woman on the SB/AV in all companies in %10.025.645.835.3 Management Board/Management (MB/M, Top 200, altogether 533seats)Number of companies with at least one woman on the MB/M 20189Share of companies with at least one woman on the MB/M in %0 1.08.3 4.6 Number of women on the MB/M011011Share of women in all members of the MB/M in %00.2 2.4 1.2Only companies providing information are includedCompanies with at least one woman on the management board: Deutsche Bahn AG (Margret Suckale). Hewlett-Packard GmbH (Regine Stachelhaus).Fujitsu-Siemens Computers Deutschland GmbH (Barbara Schädler). Schering AG (Karin Dorrepaal). DB Regio AG (Dr. Bettina Volkens). DB Netz AG(Dagmar Haase). Actebis Holding GmbH (Bärbel Schmidt). Roche Diagnostics GmbH (Silvia Ayyoubi and Tiffany Olson). dm-Drogeriemarkt GmbH & Co.KG (Petra Schäfer and Gerlinde Sulzmaier).Sources: Information from companies on the Internet; research between July and December 2006; calculations by DIW Berlin DIW Berlin 2007The international comparison – Norway in the leadA survey by the European Commission on the com-position of the top decision-making organs in the 50 biggest traded companies in 30 European countries in 2006 showed Norway in the lead with women accounting for one third of these positions (figure 1). The other Scandinavian countries and the East Euro-pean EU member states were also above the average; Germany was in the middle field with 11%.The high share of women in Norway5 is partly due to the legislation in force there, which prescribes a minimum of 0% women or men on supervisory boards.6 Not every company to which the law ap-plies has so far been able to reach the 0% target for their share of women. Nevertheless, it is clear that statutory regulations are worthwhile; in 200 the share of women was still only 18%.Spain has followed Norway’s example and in a law on equality of opportunity for men and women passed in 2006 (Ley de Igualdad) required the share of women on the supervisory boards of the biggest companies to be raised to 0% within eight years.7 So as a country that is near the bottom of the list of European countries for the share of women in the top decision-making organs of companies Spain is facing big challenges.Women in management posts – Germany below the European averageThe share of women holding more broadly defined management posts (ISCO Codes 12 and 13) in 2005 was around 30% in Europe (a comparison of 25 countries, figure 2). With 26% Germany was be-low the average.8 Even Spain and Italy have higherNorway is also in the lead for share of women on supervisory boards in 2006 on a comparison of the 300 biggest joint stock companies in Eu-rope (FTSEurofirst300); it is followed by Sweden, Finland and Denmark. Germany is in the middle field. See Egon Zehnder International: Women on European Boards: Scandinavia Extends its Lead, /knowledge/content/articles/index.php?article=2426. However, the law only covers state enterprises and about 500 privately owned public limited companies, which only make up a small part of the more than 160,000 companies in Norway. See European Professional Women’s Network: Women on Boards: The Inside Story of Norway’s 40% Target, /tht_wob/articles/story_on_norway. html. See also Holst, E.: Führungskräfte, loc. cit.Morales, P.A., Diaz, A.R.: Fostering Caring Masculinities (FOCUS). Span-ish National Report, Girona/Spain, August 2006; Spanish Embassy in Germany: The Equality Law, -spanischebotschaft.de/multime-dia/pdf/LEY_DE_IGUALDAD.pdf, 23 June 2006. In 2005 Norway’s positive example encouraged a number of other countries to take similar initiatives, see Zechner, A.K.: Frauen per Gesetz in die Verwaltung von Ak-tiengesellschaften? - Aktuelle Maßnahmen zur Stärkung der Präsenz von weiblichen Vorstands- und Aufsichtsratsmigliedern, in: Aufsichtsrat ak-tuell 3/2005, 10-12; and Frauenquoten in Aufsichtsräten, GenderKom-petenzZentrum 2005, /w/files/gkopzpdf/ frauenquoten_in_aufsichtsraeten/pdf.See Holst, E., Schrooten, M.: Führungspositionen: Frauen geringer ent-shares of women in management posts with 32% each. The situation is also clearly better in the East European EU states and France (38%) and in the United Kingdom (3 %). Latvia ( %) and Lithuania ( 3%) are in the lead, while no figures are available for Norway.French women most frequent in top international positionsIn keeping with the low share of women in top posts in companies in Germany there is not a German woman among the 50 most important women ma-lohnt and nach wie vor seltener vertreten. Wochenbericht des DIW Berlin, No. 25/2006.Figure 1The Share of Women in the Top Decision-Making Organs of the 0 Biggest Companies Traded on the Stock Markets in European CountriesIn %Biggest by market capitalisation (i.e. number of shares issued multipli-ed by the share price) and quoted on the national stock exchange. Source: European Commission, Data Bank on Women and Men in Decision-Making, 2006 DIW Berlin 20070510********NorwaySwedenBulgariaLatviaSloveniaFinlandLithuaniaEstoniaHungaryRomaniaDenmarkGreat BritainGermanyAll EU statesPolandSlovakiaCzech RepublicGreeceFranceCyprusNetherlandsPortugalTurkeyAustriaBelgiumIcelandIrelandSpainMaltaItalyLuxemburgnagers worldwide.9 However, there are nine French women, seven British, two Turkish and one Pakista-ni woman. A lack of big German companies cannot be the reason for the lack of German women on top management level. According to a list drawn up by the Handelsblatt10 there are 27 companies from Germany among the 50 largest European private sector companies by turnover, but only four from France.ConclusionSupervisory boards and management boards in Germany are still firmly in male hands. Germany is rather at the lower end of the scale of the share of women in management positions by European comparison. The voluntary agreement reached in 2001 between the German business federations and the Federal Government to promote equality of op-portunity for men and women in companies has not, so far, brought the desired result of reducing the gap between the shares of men and women in top positions in big companies or in management posts generally.11By European comparison Norway is in the lead with women accounting for a share of about one third of the top posts in the private sector. Norway has introduced a regulation that 0% of the seats on supervisory boards must be filled by women. Despite, or perhaps precisely because there are few women in top posts in Spain it followed Norway’s example and introduced the same ratio in its law on equality of opportunity in 2006.Cf. : FORTUNE 50 Most Powerful Women in Business, /magazines/fortune/mostpowerfulwomen/2006/inter-national/, 11.01.20070Handelsblatt: Die 50 grössten Privatunternehmen, .Vereinbarung zwischen der Bundesregierung und den Spitzenver-bänden der deutschen Wirtschaft zur Förderung der Chancengleichheit von Frauen und Männern in der Privatwirtschaft, 2.7.2001, www.bmfsfj. de/Politikbereiche/gleichstellung,did=6408.html.Figure 2The Share of Women in Management Posts in European CountriesIn %Managers and heads of division in big companies and directors of small firms (ISCO Codes 12 and 13).Source: European Commission, Data Bank on Women and Men in Decision-Making, 2006DIW Berlin 2007 051015202530354045LatviaLithuaniaFranceEstoniaBulgariaPortugalHungaryGreat BritainBelgiumSloveniaItalyPolandSpainRomaniaSlovakiaAverageFinlandIrelandSwedenCzech RepublicAustriaGermanyGreeceNetherlandsLuxemburgDenmarkDIW BerlinMohrenstraße 5810117 BerlinTel. +49-30-897 89-0Fax +49-30-897 89-200ISSN 1860-3343Price: Euro 10.–www.diw.de/english/produkte/ publikationen/weeklyreportAll articles are protected by copyright.。

一周行业快讯专栏的简介-回复"What is the weekly industry newsletter column all about?"The weekly industry newsletter column, titled "一周行业快讯" (Weekly Industry News), aims to provide readers with a comprehensive and condensed summary of the latest happenings, developments, and trends in various industries. With a focus on delivering valuable insights and keeping readers up-to-date, this column explores a wide range of sectors, including technology, finance, healthcare, entertainment, and more.In a rapidly evolving world, being well-informed about industry news is crucial. However, keeping up with the ever-changing landscape can be overwhelming, especially considering the vast amount of information available. That's where the "一周行业快讯" newsletter column comes in. This column acts as a one-stop source for readers, offering a concise and informative overview of the most important events and trends from the past week.The column begins with a brief introduction to the current industry landscape, setting the stage for readers and helping them gain a better understanding of the context in which the news is presented.This introductory section may discuss broader economic trends, policy changes, or emerging technologies that are shaping the industry.Following the introduction, the column dives into the most significant news stories of the week. Carefully curated by industry experts, these stories cover a diverse range of topics, ensuring that readers have a comprehensive grasp of the industry's latest developments. Each story is presented in a concise manner, including essential details such as key players involved, impacts on the industry, and potential future implications.In addition to covering news stories, the column also includes analysis and insights from industry professionals. These experts provide their perspectives on the implications of certain events or trends, offering readers a deeper understanding of the potential opportunities and challenges that lie ahead.Moreover, the column encompasses exclusive interviews with industry leaders and innovators. These interviews offer readers an insider's view into the decision-making processes, strategies, and visions of influential individuals within the industry. From CEOs toresearchers, these interviews shed light on the driving forces behind the industry's progress and provide readers with valuable insights and inspiration.To further enhance readers' experience, the column incorporates infographics, charts, and data visualizations whenever applicable. These visual aids make complex information more accessible and facilitate a better understanding of trends and patterns within the industry.At the end of each column, readers will find a curated list of recommended articles, reports, or studies related to the industry. These additional resources allow readers to delve deeper into specific topics of interest, empowering them with more in-depth knowledge and facilitating further exploration.The "一周行业快讯" column is designed for busy professionals, entrepreneurs, investors, and anyone interested in staying informed and gaining a competitive edge in their respective fields. By condensing the week's most significant news and developments into a single, digestible format, this column aims to save readers time and effort while providing them with valuable insights thatcan inform their decision-making processes.In a rapidly evolving and interconnected world, staying ahead of the curve is crucial. With the "一周行业快讯" column, readers can stay informed, adapt, and thrive in today's dynamic business landscape.。