Social Media Gives Industrial Companies Competitive Advantage, Says Thomas Industrial Network Report

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DePaul Industries, Albertina Kerr Centers & Others Join Forces to Secure Competitive Employment Opportunities for People with Significant Disabilities - Marketwatch

PORTLAND, Ore., March 28, 2012 /PRNewswire via COMTEX/ -- Focusing on integrated solutions for competitive employment, four nonprofit organizations in the Portland metro area will drive employment growth for people with developmental disabilities in the region's large businesses via the highly successful Project SEARCH program.

A new partnership has been formed to expand the nationally-acclaimed Project SEARCH program in the Portland metro area. DePaul Industries, Albertina Kerr Centers, Port City Development Center, and Bethesda Lutheran Communities will combine resources to work together with large local businesses to improve employment opportunities for people with developmental disabilities.

Project SEARCH is a national workforce development program designed to simultaneously serve businesses and people with significant intellectual and developmental disabilities through an innovative career development approach. Participants are hired directly by large businesses and, working side-by-side with non-disabled colleagues, are supported by an on-site Project SEARCH job coach who acts as a single point of contact for training and accommodation. In this setting, participants have shown to decrease turnover rates and increase morale. DePaul Industries began spearheading the program in Oregon and has established successful partnerships with The Standard, Providence Health & Services, and Oregon Health & Science University.

"I am very excited about The Project SEARCH Partnership," states Erin Riehle, Co-Founder of Project SEARCH at the Cincinnati, OH Children's Hospital in 1996, "As I believe that this will enable the organizations involved to take the next step in the growth and development of the program. I am very appreciative of DePaul Industries' efforts in spearheading Project SEARCH and in establishing relationships with some of the most prestigious businesses in the area."

The collaboration is an ideal methodology for Oregon's 'Employment First' initiative, requiring that employment in integrated work settings be the priority option for adults with intellectual and other developmental disabilities. The Partnership's primary focus, however, is on the business solutions that Project SEARCH provides--reducing turnover, stabilizing departments, and leveraging a dedicated, qualified workforce.

"The Project SEARCH Partnership will result in fulfilling, integrated jobs for people with developmental disabilities," says Dave Shaffer, President & CEO of DePaul Industries. "In turn, these jobs will produce positive business results--as they already have shown in our current sites. We are determined to do more."

About DePaul Industries:

Since 1971, DePaul Industries has focused on its vision of changing the landscape of employment of people with disabilities while growing into the Northwest's most comprehensive outsourcing specialist. DePaul helps people with disabilities to have the opportunity to work through a self-sustaining business model that generates more than 97% of revenue through the operation of three core businesses: food packaging & contract manufacturing, temporary staffing services, and security services. To date, DePaul has trained or employed in excess of 15,000 people with disabilities and paid wages and benefits of more than $200 million. For more information about DePaul Industries, visit depaulindustries.com.

About Albertina Kerr Centers:

Every day Albertina Kerr helps children, families and adults living with developmental disabilities and mental health challenges, empowering them to lead fuller, self-determined lives. A private non-profit organization founded in Portland in 1907, Kerr utilizes more than 91 cents of every dollar on programs and services for Oregonians. For more information about Albertina Kerr, call 503.239.8101 or visit AlbertinaKerr.org.

About Port City Development Center:

Since 1978, Port City Development Center has been providing employment, job training and support services for people with developmental disabilities in the Portland metro community. Its production, art and farming, job development, community volunteers, fabric arts, silk-screening, woodworking, custodial and other programs provide meaningful work, skills building and community integrations opportunities for individuals with disabilities. For more information on Port City Development Center, visit portcitydevelopment.org.

About Bethesda Lutheran Communities:

Bethesda Lutheran Communities provides resources to educate friends, families, congregations and other service providers about developmental disabilities. For more information on Bethesda Lutheran Communities, visit bethesdalutherancommunities.org.

SOURCE DePaul Industries

Copyright (C) 2012 PR Newswire. All rights reserved

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Russia Power Market Outlook to 2030 - Business Propensity Indicator (BPI), Market Trends, Regulation and Competitive ...

NEW YORK, March 19, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Russia Power Market Outlook to 2030 - Business Propensity Indicator (BPI), Market Trends, Regulation and Competitive Landscape

http://www.reportlinker.com/p0796168/Russia-Power-Market-Outlook-to-2030---Business-Propensity-Indicator-BPI-Market-Trends-Regulation-and-Competitive-Landscape.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Electric_power_energy

Russia Power Market Outlook to 2030 - Business Propensity Indicator (BPI), Market Trends, Regulation and Competitive Landscape

SummaryThis report gives detailed information on the Russia power market and assesses the investment opportunities in the country's power sector. This includes a detailed analysis of the current investment climate in the country's power sector and over the next decade across 6 broad parameters. Each parameter has a weight assigned, and a weighted average score is calculated to obtain the final country ranking in that region. The study also maps the relative ranking of the key countries in the region according to the current investment opportunities in the country and that by 2020.

This report also examines the country's power market structure and provides historical and forecast numbers for generation, capacity and consumption up to 2030. Detailed analysis of the market's regulatory structure, supply and demand balance, import and export trends, competitive landscape and power projects at various stages of the supply chain is provided.

Scope

- Analysis of the current investment climate in the country's power sector across six parameters and over the next decade - Relative ranking of the key country's in the region according to the current investment opportunities in the country and that by 2020. - Statistics for installed capacity, power generation and consumption from 2000 to 2011, forecast forward 18 years to 2030 - Break-up by technology, including thermal, hydro, renewable and nuclear - Data on key current and upcoming projects - Information on grid interconnectivity, distribution losses and power exports and imports - Policy and regulatory framework governing the market - Detailed analysis of top market participant, including market share analysis and SWOT analysis - Data sourced from proprietary databases and primary interviews with key participants across the value chain

Reasons to buy

- Facilitate decision-making based on strong historic and forecast data- Develop strategies based on the latest regulatory events - Position yourself to gain the maximum advantage of the industry's growth potential - Identify key partners and business development avenues - Identify key strengths and weaknesses of important market participants - Respond to your competitors' business structure, strategy and prospects 1 Table of Contents1 Table of Contents 21.1 List of Tables 41.2 List of Figures 42 Introduction 52.1 GlobalData Report Guidance 53 Business Propensity Indicator Methodology 63.1 Methodology Adopted For Evaluating the Business Propensity Indicator for Russia 63.1.1 Capacity and Reserve Potential 63.1.2 Regulatory Scenario 73.1.3 Investment Scenario 73.1.4 Transmission and Distribution Infrastructure 93.1.5 Macroeconomic Scenario 93.1.6 Competitive Scenario 113.2 Methodology Adopted to Arrive at a Final Rank 124 Russia, Power Market, Business Propensity Indicator 144.1 Russia, Power Market, Capacity and Reserve Potential 154.2 Russia, Power Market, Regulatory Scenario 154.3 Russia, Power Market, Investment Scenario 154.4 Russia, Power Market, Transmission and Distribution Infrastructure 164.5 Russia, Power Market, Macroeconomic Factors 164.6 Russia, Power Market, Competitive Scenario 164.7 Russia, Power Market, Conclusion 174.8 Russia, Power Market, Business Propensity Indicator Ranking 174.8.1 Present Ranking 184.8.2 Future Ranking 185 Russia Power Market Analysis, 2000-2030 195.1 Russia, Power Market, Demand and Consumption Scenario 195.2 Russia, Power Market, Import and Export Scenario 205.3 Russia, Power Market, Annual Power Consumption, 2000-2030 215.3.1 Cumulative Installed Capacity by Type of Power Plant 235.3.2 Cumulative Installed Capacity: Total Value 245.3.3 Cumulative Thermal Installed Capacity, 2000-2030 265.3.4 Cumulative Hydro Installed Capacity, 2000-2030 285.3.5 Cumulative Nuclear Installed Capacity, 2000-2030 305.3.6 Cumulative Renewable Installed Capacity, 2000-2030 325.4 Russia, Power Market, Annual Power Generation, 2000-2030 345.4.1 Annual Thermal Power Generation, 2000-2030 365.4.2 Annual Hydropower Generation, 2000-2030 385.4.3 Annual Nuclear Power Generation, 2000-2030 405.4.4 Annual Renewable Power Generation, 2000-2030 426 Russia, Power Market, Leading Active and Upcoming Projects 446.1 Russia, Power Market, Active Power Projects 446.1.1 Leading Thermal Power Projects 446.1.2 Leading Hydropower Projects 456.1.3 Leading Nuclear Power Projects 456.1.4 Leading Renewable Power Projects 466.2 Russia, Power Market, Upcoming Power Projects 476.2.1 Leading Upcoming Thermal Power Projects 476.2.2 Leading Upcoming Hydropower Projects 486.2.3 Leading Upcoming Nuclear Power Projects 486.2.4 Leading Upcoming Renewable Power Projects 497 Russia, Power Market, Regulatory Structure 507.1 Russia, Power Market, Regulatory Structure, Overview 507.2 Russia, Power Market, Power Sector Restructuring 507.3 Russia, Power Market, Renewable policy 517.4 Russia, Power Market, Energy Efficiency 518 Russia, Power Market, Infrastructure 528.1 Russia, Power Market, Infrastructure Overview 528.1.1 Grid Interconnection 528.1.2 Planned Investments 538.1.3 Distribution Overview 539 Russia, Power Market, Competitive Landscape: Snapshot of the Top Five Power Companies 549.1 Russia, Power Market, Market Shares of the Major Power Companies 549.2 Russia, Power Market, Key Companies: JSC RusHydro 559.2.1 JSC RusHydro, Company Overview 559.2.2 JSC RusHydro, Business Description 559.2.3 JSC RusHydro, SWOT Analysis 569.3 Russia, Power Market, Key Companies: Energoatom Concern OJSC 599.3.1 Energoatom Concern OJSC, Company Overview 599.3.2 Energoatom Concern OJSC, Business Description 599.3.3 Energoatom Concern OJSC, SWOT Analysis 609.4 Russia, Power Market, Key Companies: OAO Mosenergo 639.4.1 OAO Mosenergo, Company Overview 639.4.2 OAO Mosenergo, Business Description 639.4.3 OAO Mosenergo, SWOT Analysis 649.5 Russia, Power Market, Key Companies: JSC OGK-1 669.5.1 JSC OGK-1, Company Overview 669.5.2 JSC OGK-1, Business Description 669.5.3 JSC OGK-1, SWOT Analysis 679.6 Key Companies in the Russia, Power Market, JSC OGK-6 719.6.1 JSC OGK-6, Company Overview 719.6.2 JSC OGK-6, Business Description 719.6.3 JSC OGK-6, SWOT Analysis 7210 Appendix 7510.1 Market Definitions 7510.1.1 Power 7510.1.2 Installed Capacity 7510.1.3 Active Installed Capacity 7510.1.4 Electricity Generation 7510.1.5 Thermal Power 7510.1.6 Hydro Power 7510.1.7 Nuclear Power 7510.1.8 Renewable Power 7510.1.9 Market Size 7510.1.10 Renewable Energy Resources 7510.1.11 Generation Company 7610.1.12 Electricity Consumption 7610.1.13 Transmission Network 7610.1.14 Interconnector 7610.1.15 Transmission and Distribution Loss 7610.2 Abbreviations 7610.3 GlobalData's Methodology 7710.3.1 Coverage 7710.3.2 Secondary Research 7710.3.3 Primary Research 7710.3.4 Modeling and Forecasting 7810.4 Contact Us 7810.5 Disclaimer 78

List of Tables

Table 1: Ease of Doing Business-Categories and Definitions 8Table 2: Best Score for Present and Future Scenario 13Table 3: Power Market, Russia, Breakdown of Electricity Consumption, by Sector (%), 2011 Estimate 19Table 4: Power Market, Russia, Total Annual Imports and Total Exports (GWh), 2000-2009 20Table 5: Power Market, Russia, Annual Power Consumption (GWh), 2000-2030 22Table 6: Power Market, Russia, Cumulative Installed Capacity by Type of Power Plant (%), 2011 23Table 7: Power Market, Russia, Cumulative Installed Capacity (MW), 2000-2030 25Table 8: Power Market, Russia, Cumulative Thermal Installed Capacity (MW), 2000-2030 27Table 9: Power Market, Russia, Cumulative Hydro Installed Capacity (MW), 2000-2030 29Table 10: Power Market, Russia, Cumulative Nuclear Installed Capacity (MW), 2000-2030 31Table 11: Power Market, Russia, Cumulative Renewable Installed Capacity (MW), 2000-2030 33Table 12: Power Market, Russia, Annual Power Generation (GWh), 2000-2030 35Table 13: Power Market, Russia, Annual Thermal Power Generation (GWh), 2000-2030 37Table 14: Power Market, Russia, Annual Hydropower Generation (GWh), 2000-2030 39Table 15: Power Market, Russia, Annual Nuclear Power Generation (GWh), 2000-2030 41Table 16: Power Market, Russia, Annual Renewable Power Generation (GWh), 2000-2030 43Table 17: Power Market, Russia, Leading Active Thermal Power Projects 44Table 18: Power Market, Russia, Leading Active Hydropower Projects 45Table 19: Power Market, Russia, Leading Active Nuclear Power Projects 45Table 20: Power Market, Russia, Leading Active Renewable Power Projects 46Table 21: Power Market, Russia, Leading Upcoming Thermal Power Projects 47Table 22: Power Market, Russia, Leading Upcoming Hydropower Projects 48Table 23: Power Market, Russia, Leading Upcoming Nuclear Power Projects 48Table 24: Power Market, Russia, Leading Upcoming Renewable Power Projects 49Table 25: Power Market, Russia, Transmission Line Length, 2000-2020 52Table 26: Power Market, Russia, Distribution Line Length, 2000-2020 53Table 27: Power Market, Russia, Installed Capacity Share of Major Power Companies (%), 2010 54Table 28: JSC RusHydro, SWOT Analysis 56Table 29: Energoatom Concern OJSC, SWOT Analysis 60Table 30: OAO Mosenergo, SWOT Analysis 64Table 31: JSC OGK-1, SWOT Analysis 67Table 32: JSC OGK-6, SWOT Analysis 72Table 33: Abbreviations 76

List of Figures

Figure 1: Weights Assigned to the Six Factors (%), 2000-2020 12Figure 2: Power Market, Russia, Business Propensity Indicator 14Figure 3: Power Market, Russia, Business Propensity Indicator Ranking 17Figure 4: Power Market, Russia, Breakdown of Electricity Consumption, by Sector (%), 2011 Estimate 19Figure 5: Power Market, Russia, Total Annual Imports and Total Exports (GWh), 2000-2009 20Figure 6: Power Market, Russia, Annual Power Consumption (GWh), 2000-2030 21Figure 7: Power Market, Russia, Cumulative Installed Capacity by Type of Power Plant (%), 2011 23Figure 8: Power Market, Russia, Cumulative Installed Capacity (MW), 2000-2030 24Figure 9: Power Market, Russia, Cumulative Thermal Installed Capacity (MW), 2000-2030 26Figure 10: Power Market, Russia, Cumulative Hydro Installed Capacity (MW), 2000-2030 28Figure 11: Power Market, Russia, Cumulative Nuclear Installed Capacity (MW), 2000-2030 30Figure 12: Power Market, Russia, Cumulative Renewable Installed Capacity (MW), 2000-2030 32Figure 13: Power Market, Russia, Annual Power Generation (GWh), 2000-2030 34Figure 14: Power Market, Russia, Annual Thermal Power Generation (GWh), 2000-2030 36Figure 15: Power Market, Russia, Annual Hydropower Generation (GWh), 2000-2030 38Figure 16: Power Market, Russia, Annual Nuclear Power Generation (GWh), 2000-2030 40Figure 17: Power Market, Russia, Annual Renewable Power Generation (GWh), 2000-2030 42Figure 18: Power Market, Russia, Installed Capacity Share of Major Power Companies (%), 2010 54

Companies mentioned

JSC RusHydro

Energoatom Concern OJSC

OAO Mosenergo

JSC OGK-1

JSC OGK-6

To order this report:Electric power energy Industry: Russia Power Market Outlook to 2030 - Business Propensity Indicator (BPI), Market Trends, Regulation and Competitive LandscapeMore  Market Research ReportCheck our  Industry Analysis and Insights

Nicolas Bombourg
Reportlinker
Email: nbo@reportlinker.com
US: (805)652-2626
Intl: +1 805-652-2626

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Onvia Reveals Two New Innovative Government Business Intelligence Tools Giving Companies More Opportunity to Win in the Competitive Government Market - ThomasNet Industrial News Room

Partnerships with businesses can give graduates a competitive edge Commentary Robert Williams - Times-Leader

Commentary

Posted:Today
Updated: 3:30 AM
IN THE current economy, colleges and universities are under increasing pressure from government and their core audiences – parents and students – to provide added value to their curriculum and academic degrees by putting into practice the theories they teach in the classroom. Today, experienced and skilled workers are competing in the job market for the same opportunities once reserved for “green” college graduates.

A workforce incubator provides a place where businesses can go to train, recruit and even explore

untapped markets without the

expensive trial and error associated with bad hires …

This prevailing paradigm has made higher education retool its products – soon-to-be college graduates – in an effort to create a competitive advantage for them. To accomplish this, colleges and universities are looking at internships as an additional teaching tool and incorporating them into their business curricula. Internships provide that sought-after value for students because they provide experience in a company’s structure, culture and with the rigors of deadlines.

To create a competitive advantage for their students, institutions of higher education must go a step further and build partnerships with businesses.

The two must meet in the middle and create opportunities for each other by creating a business incubator. A university business incubator is a forum in which students step into the real world of business to learn the proper culture and training, as well as to practice their own skills and display their talents to business leaders. Businesses in this incubator can invest by providing practical training, while at the same time suggesting innovative methods that might be too costly in their arena.

With an incubator in place, students can learn and practice the art and science of business, while businesses can help to shape their workforces.

For Misericordia University and its students, the incubator is the Center for Economic and Entrepreneurship Education.

A workforce incubator provides a place where businesses can go to train, recruit and even explore untapped markets without the expensive trial and error associated with bad hires and learning curves. It is a place where businesses can observe, encourage and instruct their future employees while, at the same time, adding real value to the college or university.

In return, higher education is providing its students with a competitive advantage in the marketplace by allowing them the opportunity to work on marketing plans, be a member of a sales force and learn firsthand about the corporate world. Eventually, this synergistic partnership blossoms, and colleges and universities can become testing grounds for marketing ideas or they can compete for marketing and sales opportunities, which could create a revenue stream for the institution. The added revenue could fund further training and the incubator perpetuates itself.

The Misericordia University Center for Economic and Entrepreneurship Education is still in its infancy, but we have embarked on this journey by creating partnerships with regional businesses such as PNC Bank, ParenteBeard, Amory Medical Associates, Bucci Vision, Coates Toner, Calex.

Incubators create training opportunities for students by allowing businesses to influence curriculum by filling gaps in work experience, thereby ensuring graduates are competitive in our challenging job market. This next step in creating training programs eventually will morph into a full-fledged pipeline for businesses to recruit new hires after observing them in action.

Businesses such as ParenteBeard, for example, have created a training program with us to teach Excel programming. The partnership provides students the preparation, insight and access to the rigors and demands of the business with minimal cost to the university and company. At the same time, it provides ParenteBeard a pool of potential employees who already know how to function in its corporate structure.

Smaller, established companies such as Amory Medical Associates enhance the graduate business program by providing hands-on experience and mentoring in sales and marketing, which have earned Misericordia graduates high-profile jobs with Hewlett-Packard and IBM.

It takes time to develop true partnerships. At Misericordia, those established relationships provide business majors with the added value they seek and need in today’s economy and job market.

Robert Williams is the executive director of the Misericordia University Center for Economic and Entrepreneurship Education. He can be reached at rwilliam@misericordia.edu.

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