examen

2.1BEREIDT REALISATIE VOORWERKPROCES

Ik ga een inventarislijst maken van alle bestanden die wij nodig hebben om het AmCham magazine te ontwerpen. Dit zijn tekst bestanden, foto’s en gekochte stockfoto’s. De foto’s en teksten worden door de klant aangeleverd. De stock foto’s moeten gekocht worden.Ik zorg ervoor dat de klant zijn/haar bestanden aanlevert volgens mijn specificaties.

Tekstbestanden Wij hebben de klant gevraagd of de tekstbestanden in wordbestanden aangeleverd konden worden. Wij plaatsen zelf de tekst in Google Documents om hier een goed overzicht van te hebben. Alle bestanden zijn leesbaar en dus goed aangeleverd. De tekst is geschreven door het bedrijf AmCham zelf.

A history of Greek Debt.docAcross the Pond.docAmcham Events.docNew Members.docAmcham Patron Members 2012.docEt Cetera.docHenry Hudson’s Travel Tatte & Tips.docOptimal Tax Rates.docPatchwork of Smart Technology Experiments Hampers Rapid Deployment/ Implementation of E-healt.docColophon.docForeword.doc AmCham 50th Anniversary.docSemicentennial Sponsors.docAmCham’s Top Ten.docNew Members - Newletter March 2012.docWhen does local investment change into global investment.docCalendar 2012.docOpmerking: In het document AmCham’s Top Ten staat een tabel weergeven. Deze is van slechte kwaliteit. Ik ga deze tabel in illustrator namaken.



AdvertentiesIn het magazine moeten een aantal advertenties geplaatst worden. Deze staan op verschillende pagina’s in het magazine. De advertenties zijn via de mail aangeleverd in PDF bestanden. Onze klant heeft deze advertenties ontvangen van de sponsoren. Met Adobe Acrobat worden de PDF bestanden geopend. Deze zijn gemakkelijk te plaatsen in het Indesign bestand.

Ad - 01 Wittenburg.pdfAd - 02 Internation Herald.pdf (Voorin)Ad - 03 Up There Everywhere.pdfAd - 04 Cimcool.pdfAd - 05 TSS. pdfAd - 06 American School CMYK.pdf

Aangeleverde foto’sIn het magazine wordt het 50 jarig bestaan van AmCham uitgebreid besproken. Op dit feest was een fotograaf aanwezig. De gemaakte foto’s heeft de fotograaf aan de klant aangeleverd en de klant heeft deze foto’s naar ons verstuurd. De foto’s zijn in JPG aangeleverd en dat is prima.

Foto-ReneDeGilde-013.jpgFoto-ReneDeGilde-035.jpgFoto-ReneDeGilde-041.jpgFoto-ReneDeGilde-042.jpgFoto-ReneDeGilde-064.jpgFoto-ReneDeGilde-114.jpgFoto-ReneDeGilde-207.jpgFoto-ReneDeGilde-218-2.jpgFoto-ReneDeGilde-231.jpgFoto-ReneDeGilde-255.jpgFoto-ReneDeGilde-301-2.jpgFoto-ReneDeGilde-312.jpgFoto-ReneDeGilde-336.jpgFoto-ReneDeGilde-341.jpg

2.1BEREIDT REALISATIE VOORWERKPROCES2.1

Logo’sIn het magazine worden een aantal sponsors weergegeven. Hiervan zijn de logo’s nodig. De logo’s moeten aangeleverd worden in vector bestanden (eps of ai). Dit is zodat het formaat nog aangepast kan worden zonder dat er pixels te zien zijn. Voor het vorige magazine zijn deze logo’s ook gebruikt. Deze kan ik dus vinden in het systeem. Alle logo’s zijn gevonden in eps.

Avery Dennison.epsExxonMobil.epsAON.epsAEGON.epsOVG.epsLoyens Loef.epsRabobank.epsMCKinsey&Company.epsDawn.epsRandstad.epsDHL.epsWestHolland.epsDHN.epsBakker MCKenzie.epsCimcool.epsErnst & Young.epsDOW.epsat&t.epsLibertyGlobal.epsXerox.epsEgon Zehnder International.epsGE Imagination at work.epsNIBC.epsAbbott.epsPhilip Morris.epsKPMG.epsDeloitte.epsING.eps


ABN Amro.epsADP.epsAir Products.epsBird & Bird.epsBP.epsCimcool.epsCiti.epsDAF.epsDu Pont.epsEastman.epsGreenbergTraurig.epsHeineken.epsHoneywell.epsIBM.epsJLG.epsKPMG.epsLinklaters.epsMSD.epsNike.epsPWC.epsRiwal.epsRBS.epsUnitedtrust.epsThetFord.epsTSS.epsVIM Group.epsWolters Kluwer.eps

FontsDe fonts die in het magazine gebruikt zijn, zijn gekocht via http://www.fontshop.com Deze staan in de fontcollectie van Brian op de server die in de afgelopen jaren ontstaan is, Hierbij de fonts

ZurichFF QuadraadPolitica

2.1BEREIDT REALISATIE VOORWERKPROCES2.1

QR-CodeDoor het magazine heen komen een aantal QRcodes. Deze maken wij zelf op www.qurify.com

QR AmCham Events CMYKQR AmCham NL CMYKQR EtceteraQR Optimal Tax Rates CMYK

StockbeeldenOm bepaalde pagina’s er leuk uit te laten zien worden er stockbeelden gekocht. Dit kan de pagina net iets aantrekkelijker maken om te lezen. Zoals voor de pagina Henry Hudson’s Travel Tattle & Tips heeft Brian een leuke afbeelding uitgezocht. Dit zijn JPG bestanden maar ook PSD en AI bestanden. Brian heeft de afbeeldingen al hernoemd. Op de volgende pagina is hier een voorbeeld van te zien.

AMC084 Background Travel.PSDop pagina Travel Tattle & TipsAMC084 Background 01.jpg, op pagina Optimal Tax RatesAMC084 Background 02.jpg, achtergrond op pagina E-healthBWO_004C.jpg, pagina Young Professionals Column als extra toevoeging. FAN2018124.jpg,deze afbeelding zal klein te zien zijn op de pagina Et CeteraShutterstock_53913091.jpg, op pagina Across the PondGreece Visual.ai, gebruikt op pagina Another Greek Tragedy


Hiernaast laat ik een voorbeeld zien van een stockfoto die wij gekocht hebben voor in het AmCham magazine. Via stockfresh.com zijn verschillende stockfoto’s tekoop. Hier is te zien dat de foto van matige kwaliteit is en dat er een watermerk van stockfresh doorheen staat.

Zodra je de foto koopt is de afbeelding van hoge resolutie. Deze afbeelding is terug te zien in het magazine.

2.1BEREIDT REALISATIE VOORWERKPROCES 2.1BEREIDT REALISATIE VOOR

WERKPROCES

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2.1BEREIDT REALISATIE VOORWERKPROCES 2.1BEREIDT REALISATIE VOOR

WERKPROCES

WERKPROCESBEGELEIDT UITBESTEDING2.2

De eerste drukkerij die ik online ‘’benaderd’’ heb is logiprint.nlHet invullen ging erg makkelijk. Het volgende is ingevuld:

Grootte: tot DIN A4Druk omslag: 4/4 kleurenDruk inhoud: 4/4 kleurenPapier omslag: 170g mat witPapier inhoud: 135g mat witVerwerking: NietverbindingAantal pagina’s: 32Oplage 1500Cellofaan coating: ZonderSponsoring: Nee

1. PrijsPrijs netto: € 1196,80Prijs bruto: €1424,19Verzendkosten: €4,60Totaal bruto incl. verzending = €1428,60

2. LevertijdProductietijd voor een brochure is gemiddeld 5-6 werkdagen.Hieronder staat duidelijk dat er rekening gehouden moet worden met de verzendtijd van ca. 1-3 werkdagen

3a. Extra’sLet erop dat kleuren op het beeldscherm of het printen op een eenvoudige printer niet tot dezelfde resultaten komen, als bij de professionele offsetdrukker. De kleuren kunnen daarom in een afzonderlijk geval afwijken.Controleer altijd het PDF-bestand voordat u de opdracht in de winkelwagen legt. In tegenstelling tot uw browser kunnen met Adobe Acrobat CMYK-kleurwaarden weergegeven worden. BELANGRIJK:Klachten die ten grondslag liggen aan een RGB-bestand of een PMS-bestand, wijzen we principieel af

Het AmCham magazine moet natuurlijk gedrukt worden. Hiervoor ga ik 3 drukkerijen met elkaar vergelijken. Deze beoordeel ik op basis van:

1. Prijs2. Levertijd3. Extra’s4. Aanlever specificaties

Met extra’s bedoel ik de extra mogelijkheden of uitleg die op de website aangegeven is.

Het magazine moet 1500 keer gedrukt worden. Het blad bestaat uit 32 pagina’s incl. 4 pagina’s omslag. De omslag moet gedrukt worden op 170 grams mat papier en het binnenwerk op 135 grams mat papier. Het magazine wordt geniet.

2.2BEGELEIDT UITBESTEDINGWERKPROCES

3b.Wilt u een kleurbindende Proof voor 240.00 EUR bestellen?Deze wordt van te voren verzonden, zodat u het drukresultaat al voor de druk kunt bekijken.

3c.Kies de verzendwijze van uw bestand(en)Over internet uploaden (max. tot 80 MB)Een cd met de post verzenden

4. Aanlever specificatiesHier kunt u uw PDF-bestand uploaden. Vergeet niet alle gebruikte fonts in het PDF-bestand in te bedden (embed all fonts). Alle beelden dienen in de juiste kleurmodus (CMYK) opgeslagen te worden.

Houd er bij het ontwerpen van het bestand rekening mee dat de 3 mm snijmarge met het gebruikte achtergrondmotief of met de achtergrondkleur opgevuld dient te zijn.

Houd er verder rekening mee dat u relevante onderdelen van uw ontwerp minstens 3 mm van de snijmarge of 6 mm van de bestandsrand plaatst.

In de offsetdruk komt het vaak voor dat blauwtonen in lila gedrukt worden. Leg hiervoor de Magenta-waarde minstens 30% lager dan de Cyaan-waarde (bijvoorbeeld C90-M50-Y0-K0), zo krijgt u geen onaaangename verrassingen achteraf wanneer u het product in handen heeft.

Bij zwarte tekst moet u erop letten dat deze tot 100% uit zwart (C0-M0-Y0-K100) bestaat. Zo verhindert u een gerafelde tekst. Bij zwarte oppervlakken moet bij het zwart 30-40% extra Cyaan opgenomen worden (C40-M0-Y0-K100). Zo wordt het zwarte oppervlakte intensiever/stralender.


1. Prijs2. Levertijd3. Extra’s 4. Aanlever specificaties

De tweede drukkerij die ik online ‘’benaderd’’ heb is drukwerk-centrum.com. Ook hier ging het invullen erg gemakkelijk. Het volgende moest ingevuld worden:

Oplage: 1500Inhoud: Aantal pagina’s: 28 Drukkleuren: 4 Papier: 135 grams matOmslag: Aantal pagina’s: 4 Drukkleuren: 4 Papier 170 grams matAfwerking: Geniet

Data-overdracht: via email PDFBestandscontrole: Standaard bestandscontroleFormaat A4

1. PrijsPrijs netto: €1447,00Prijs bruto: €1721,93Verzending = €9,00Totaal bruto incl. verzending =€1730,93

2. LevertijdStandaardlevertijd is 8 werkdagenExpress is 5 werkdagen waarbij de prijs €222,00 omhoog gaat. Dit is niet nodig

3a. Extra’sEen standaard bestandscontroleBij de standaard bestandscontrole controleren we uw drukbestanden op enkele kritische bestandseigenschappen.Wij controleren uw bestanden op de volgende punten:Formaat van het documentAfloop in het documentGebruik van steunkleuren of CMYK kleurenZijn fonts ingesloten in het document


Geen RGB objecten ingesloten in het documentAfbeeldingen van voldoende resolutie (150DPI)Mocht uit de controle blijken dat er fouten in het document zitten zullen wij dit aan u kenbaar maken, waarna u eventueel nieuwe bestanden aan kunt leveren.

3b. Sealen: insealen (in folie) en adressen van (vul in) exemplaren

4. Aanlever specificatiesBrochures / MagazinesLever elke pagina los aan, dus niet aan elkaar (spreads). We vragen u om aan het eindformaat een extra rand toe te voegen van 3mm rondom. Belangrijke informatie, tekst en afbeeldingen moeten tenminste 3mm van het eindformaat geplaatst worden. Let er wel op dat u de bestanden in het goede formaat aanleverd. Uiteraard controleren wij dit, maar een goede aanlevering bevorderd een snelle levering. Gelieve geen gebruik te maken van vouw-, snij- of andere tekens. Zie hieronder het voorbeeld voor een A4 folder of flyer.LET OP: Lever bestanden altijd aan in een CMYK kleurindeling

Alternatief - Terugsnijden naar A4Eindformaat = 210 x 297 mmZetspiegel = 190 x 280 m


1. Prijs2. Levertijd3. Extra’s4. Aanlever specificaties

De derde drukker die ik online gevonden heb is www.volumedrukker.nlZoals bij de andere 2 drukkerijen ging het invullen erg gemakkelijk. Het volgende moest ingevuld worden:

Omvang van de brochure: 28 pagina’s binnenwerk in een 4 pagina’s omslagGewenste bedrukkingswijze: 4/4 (geheel in full colour)Papiersoort voor binnenwerk: 135 grams matPapiersoort voor omslag: 170 grams mat

1. PrijsPrijs netto: €1854,43Prijs bruto: €2206,77Verzending = GratisTotaal bruto incl. verzending = €2206,77

2. Levertijd6 tot 8 werkdagen na ontvangst van een correct bestand.

3. Extra’sOp de website van www.volumedrukker.nl zijn er geen andere mogelijkheden dan de standaard mogelijkheden.


4. Aanlever specificatiesLetterfontsZorg dat u letterfonts te allen tijde omzet naar contouren.Er zullen dan geen fontproblemen ontstaan. AfloopDe afloop dient voor kwaliteitdrukwerk rondom 3 mm te zijn,

ResolutieZorg bij offset-drukwerk te allen tijde voor een resolutie van 300 dpi in uw bronbestand.Let op: Het ‘upgraden’ van een afbeelding van die van oorsprong een lagere resolutie heeft, kan (en vaak: zal) tot teleurstellingen leiden.

Volvlak in zwartOm een zwart volvlak in full colour-werk redelijk neutraal te ondersteunen, bevelen wij de volgende opbouw aan;

Indien gestreken papiersoorten (“mc”);Cyaan - 40%Magenta - 45%Yellow - 20%blacK - 100% Zorg dat eventuele transparantie altijd is afgevlakt in de door u aangeleverde PDF-bestanden. Het is goed om bij het maken van uw PDF, de richtlijnen van de PDF/X1a standaard te hanteren. Voor het maken van een goede pdf kunt u op de volgende site terecht: http://www.gwg.org/ ControleControleer de door uzelf geproduceerde PDF ALTIJD voordat u deze aanlevert. Bekijk goed of er niks is weggevallen, of de beelden goed zijn, of de afloop en snijtekens aanwezig zijn, etc.


De gekozen drukkerDe aanleverspecificaties komen redelijk overeen bij de 3 drukkers. De ene drukker beschrijft het alleen wat duidelijker en vooral uitgebreider dan de ander. De levertijd ligt bij alle 3 tussen de 6 en 8 dagen dus hierop hoef ik niet te beoordelen. Alleen de prijs blijft nog over. Deze is bij de drukkers verschillend.

Logiprint : €1428,60Drukwerk-centrum: €1730,93volumedrukker: €2206,77

Hier is te zien dat Logiprint duidelijk de goedkoopste is. Dit brengt mij aan het twijfelen. Hoe kan het verschil zo groot zijn? Via google kwam ik bij de volgende website terecht: http://www.ciao-shopping.nl/logiprint_nl__755607 Hier ben ik een aantal reviews gaan lezen over de drukkerij met de hoop dat er iets over de kwaliteit verteld werd. Hier kwamen alleen maar positieve reacties uit. Dit maakt de keus voor mij erg makkelijk. De prijs verschillen zijn te groot en daarom kies ik voor Logiprint.nl

Gemaakte afspraakLogiprint is een online drukkerij. Het werkt zo makkelijk dat ik alles online kan invullen (zie volgende pagina). Na het invullen kan ik een offerte aanvragen. De klant (AmCham) wil de magazines 3 maart binnen hebben. Op 19 februari zorgen wij ervoor dat de PDF drukklaar bij de klant is aangekomen. Het PDF bestand wordt via de website geupload.

Voor welke drukker heb ik uiteindelijk gekozen en waarom?

2.3MAAKT DE MEDIA-UITINGWERKPROCES

Het goedgekeurde magazine kan naar de drukker. Deze goedkeuring is via de mail gegaan.

Eerst het mailtje van Brian naar de klant. Vervolgens de drukklare PDF. Uiteindelijk de goedkeuring van de klant.

From: Brian Florea <[email protected]>Date: Wed, Feb 15 2012 at 10:16 To: Simon Paul <[email protected]>Cc: <[email protected]>, <[email protected]>

Hi Simon,

De laatste aanpassingen zijn verwerkt in het Magazine. Als alles goed is kan hij deze week nog naar de drukker. In de bijlage heb ik de PDF toegevoegd. In de PDF zijn de snijtkens in alle hoeken zichtbaar. Zodra ik akkoord krijg wordt de drukklare PDF verzonden naar de drukker.

Mochten er nog aanpassingen plaats vinden dan hoor ik dit graag zo snel mogelijk.

--Vriendelijke groet, Kind regards,Brian Florea

4

This edition of AmCham News marks the beginning of AmCham’s 51st year. We look back on the celebrations surrounding our 50th anniversary – especially on the closing Gala Dinner that made several newspapers and caught the attention of a lot of royalty watchers. We have a lot of people to thank that made this all possible and we note some names in the article. In the final analysis though – all of AmCham’s 400 or so member companies were the reason that it all happened. Thanks.

AmCham’s Pharmaceutical Committee organized the 12th edition of the Clingendael European Health Forum. Your editor was present and reports on the prospects for e-health initiatives. On an actual political-economic note, rather than trying to analyze Greece’s budget difficulties (there’s plenty of that in many other publica-tions), we’ve looked into the history of Greece’s sovereign debt problems. The country, we learn, has a rich tradition of juggling its finances. You can’t say we weren’t warned when we finally get the bill.

We also give some space to an insightful economics article on just how much a country might raise the income tax levels on its richest citizens without adding distortions to the economy. Hope it doesn’t make too many readers squirm at the prospects.

We’re off on our next fifty years. We’ve lived in interesting times. We’re looking forward to even more interesting times.

The editor

Foreword

6

new MeMbersCalendar 2012

Brabant Chapter: Hr RoundtableMarCh 19, 2012 (12:00) – by invitation only Organized by the Brabant Chapter Committee. Location: Loyens & Loeff, Eindhoven

Rotterdam Chapter: Future LandMarCh 22, 2012 (16:00) Organized by the Rotterdam Chapter Committee. Location: Maasvlakte II, Rotterdam

Diversity Committee: Lunch Discussionapril 03, 2012 (12:00) – by invitation only Organized by the Diversity Committee. Location: AmCham Office, Schiphol

Annual General Meeting & LuncheonMay 30, 2012 (10:30) Location: Kasteel de Wittenburg, Wassenaar

Rotterdam Chapter: Future Work Force June 07, 2012 (18:00) Sponsored by RSM. Location: Rotterdam, t.b.c.

Amcham-AT&T Grand Golf Tournament

June 15, 2012 (11:00) Sponsored by AT&T. Location: Golfbaan ‘Het Rijk van Nunspeet’, Nunspeet

Rotterdam Chapter:Dinner CruisesepteMber 11, 2012 (18:00) Supported by the Port of Rotterdam. Location: De Nieuwe Maze (Ship), Rotterdam

Amcham-Deloitte Transfer Princing SeminaroCtober, 2012 (12:00) Organized and supported by Deloitte. Location: Steigenberger Kurhaus Hotel, Scheveningen

Annual Wine & Cheese Party deCeMber 11, 2012 (18:00) – by invitation only Supported by all the Patron Members Location: Hotel Des Indes, The Hague

More info: www.aMChaM.nl/eventfuture

32

E [email protected] +31(0)20 - 795 1840 i www.amcham.nl f +31(0)20 - 795 1850

The views expressed in the articles in AmCham News represent those of their authors and not necessarily those of the Chamber. Articles without author name are usually prepared by AmCham staff. Articles from third parties may have been edited to meet the publication's house style. Reproduction rights available on simple request and by stating AmCham Netherlands as source. AmCham invites contributions to AmCham News from its members. Please contact the editor Simon Paul. AmCham is grateful to Schiphol Real Estate for its sponsorship of AmCham’s offices in the WTC Schiphol.

Riëtte Blacquière, Executive Director » E [email protected] − Simon Paul, Economic Policy Coordinator » E [email protected] Elke Roelant, Information & Communications Manager » E [email protected] − Hans Scholten, Associate Director, Member Relations & Marketing » E [email protected] − Sjaan van der Zwan, Bookkeeper » E [email protected]

amcham news is the official periodical of the american chamber of commerce in the netherlands, schiphol blvd. 171, 1118 bG schiphol. it is published for the chamber by Zenze communications » www.zenze.nl

467810131416202224262830

foreword

calendar

new members

across the Pond

another Greek tragedy

amcham top 10

optimal tax rates

amcham 50th anniversary

semicentennial sponsors

Young Professionals column

implementation of e-health

et cetera

henry hudson’s travel tattle & tips

amcham membership information

Index

10

another GreeK traGedy

But amidst this proud legacy also lays – perhaps inevitably a part of civilization – a not so well known fact of financial life. The ancient Greeks also taught the world a hard lesson in economics – that debts are not always repaid. Probably the first recorded sovereign default occurred in the fourth century B.C., when 13 Greek city states borrowed funds from the Temple of Delos. Most of the borrowers never made good on the loans and the temple took an 80% loss on its principal. In the modern era, Greece has defaulted on its external sovereign debt obliga-tions at least five previous times. The first episode occurred in the early days of that country’s war of independence, and the last default was during the Great Depression in the early 1930s. The combined length of period under which Greece was in default during the modern era totaled some 90 years, or approximately 50% of the total period that the country has been independent. So, you can’t say we weren’t warned. And that the Greek people, after almost 200 years as an independent nation, have yet to learn to rid themselves of incompetent political leaders and inbred corruption. Their only option with each new election is, apparently, to kick out the bums they elected in the previous election.

GreeK war of independenCe

The Greek War of Independence began in 1821 and targeted the end of Ottoman authority, which had ruled most of that region since the late middle ages. In 1824, a loan of 472,000 pounds was secured on the London Stock Exchange to continue this fight. This offering was oversubscribed and buyers were required to put down only 10% of the purchase price with a promise to pay

the balance over time. An additional loan of 1.1 million pounds was floated in 1825.The unfortunate fact about these two loans was that speculators and middlemen in London skimmed off much of the proceeds (so what’s new?) before Greece received any funds. Another issue was that the Greek War of Independence soon descended into civil war between rival factions, making it difficult to even figure out who should receive these funds. Be that as it may, in 1832 – the year of Goethe’s death – Greece, after enduring centuries of domination under the yoke of the Ottoman Empire, finally gained inde-pendence. The modern Greek state was born. The new Greek state that arose when the dust and gun powder settled was little more than a nation of subsis-tence farmers, newly proud nationalists and bandits. It was impossible to repay the war loans. No interest payments were ever made to the bondholders on the above two loans, and the value of the paper eventually plummeted to a fraction of the par value.

the loan of 1832

In 1832, another loan totaling 3 million pounds was given to the newly inde-pendent sovereign state of Greece. The loan was arranged by a consortium of French, Russian and British banks, and was ostensibly given to help Greece pay its past debts, build its economy and manage the initial stages of governance. Alas, the funds were mostly squan-dered on the maintenance of a military (including a new navy) and the upkeep of Otto, a Bavarian prince that was made King of Greece by the English, French and Russians – the Great Powers that imposed a monarchy on Greece. (This was the 19th century and the consensus at the time was that somewhat abso-

A History of Greek Debt

Greece – they invented

democracy, revolutionized our

notions of ethics and justice, and

laid the foundations for modern

science, mathematics and music.

Civilization, as we know it, would

be poorer and meaner were it not

for Hellenic Greece.

11

lute, but enlightened, monarchies were the best way to run a country.) Greece managed to stay current on this loan until 1843, at which time the govern-ment stopped payments.After this default, Greece was virtually shut out of international capital markets for decades. During this interregnum, the government became dependent on the National Bank of Greece for borrowing – at double the market rates. The government’s needs were modest at first but soon escalated.

the 1893 default

It wasn’t until 1878 that the Greek government had settled on the principle of all the above noted foreign-sourced

loans. However, by then the accrued interest on all loans had increased to over 10 million pounds. After the Greek government settled on the principle of outstanding defaults in 1878, the global capital markets opened once again to Greece and, as you might expect, a new generation of optimistic lenders were only too eager to provide funds. This borrowing – yet again – increased to unsustainable levels and the govern-ment suspended payments on external debt in 1893. The Greek total debt had, by this time, risen to ten times the coun-try’s GDP. (For comparison, presently the Greek debt is a bit less than two times its GDP.) In 1898, foreign pres-

sure led Greece to accept the creation of the International Committee for Greek Debt Management. The old debt was restructured into a new 80-year loan (i.e. to run to 1978) with the future excise tax revenues on oil, salt and cigarettes as collateral. In 1910, the Greek government (again acutely strained for funding), passed a law requiring all Greeks to lend half of their savings to the government.

the 1932 default

In the early 1930s, many countries defaulted on sovereign debt obliga-tions as the world economy contracted and entered what became known as the Great Depression. Not surprisingly,

Greece was one of these countries. It imposed a moratorium on paying on its outstanding foreign debt in 1932. At the end of WWII the Greek government requested absolution of the remaining debt as compensation for their contribu-tion to the Allied war efforts. The British and French governments refused this request. The 1932 default lasted until 1964, the longest of any of the country’s five defaults. In 1964 the Greek Prime Minister (George Papandreou – the grandfather of the recently resigned prime minister) promised to repay the whole debt – including accrued interest – over a period of 45 years (to 2009). This old debt – parts of it going back 170

years – still stood out when Greece made its entrance into the Eurozone in 2002.

the bottoM line

The economic and financial history of Greece cannot be encouraging – to put it mildly – to those investors that are hoping that this country avoids defaulting on its sovereign debt obli-gations. One could cynically almost conclude that it is time that Greece defaults so that it fits into the rhythm of its historical financial past. Seeing the ongoing strikes in all the country’s sectors, it appears the Greeks are most reluctant to bite the bullet and take on the massive changes necessary to pull itself out of its financial misery. More massive loans from the IMF or ECB will only delay the inevitable harsh adjust-ment and make a default even more traumatic. There is an old joke about two men who are trapped by a lion in the jungle after a plane crash. When the first of them starts putting on his sneakers, the other asks why. The first answers: “I am getting ready to make a run for it.” But you cannot outrun a lion, says the other man, to which the first replies: “I don’t have to outrun the lion. I just have to outrun you.” Greece has yet to put on its sneakers, while other troubled coun-tries, such as Ireland, race ahead with massive fiscal adjustments and financial sacrifices. Maybe it is now time for the Greeks to put on their running shoes.

The Greeks were never worth much. Yet they dazzle you with the free play of the senses, and entice man’s breast to cheerful sins.”(Mephistopheles in part two of Johann Wolfgang von Goethe’s play Faust.)

another GreeK traGedy

13

Real GDP per personChange from 2007 to 2012 (forecast), %

Britain

United States

France

Japan

Germany

Russia

Brazil

India

China

10 0 10 20 30 40 50 60- +

Not a top ten really but a top nine of sorts because the source only figured it out for the top nine and not the top ten. Be that as it may, how have the world’s nine richest economies fared since 2007?

As many rich economies face recession this year, it is interesting to compare how output per person has changed in the world's big economies since 2007, just before the financial crisis hit. According to the Economist Intelligence Unit’s forecasts, people in Britain, America, France and Japan will be less well-off in 2012 than they were in 2007. In Britain, real GDP per person will drop by more than 5% compared with its pre-crisis level. Germany and the BRIC countries are doing better. India’s real output per person is forecast to be 34% higher this year than it was in 2007; the increase in China will be over 50%.

AmChamTop10

14

The top 1% of US earners now command a far higher share of the country's income than they did 40 years ago. Recently three economists – Thomas Pikkety at the Paris School of Economics in France, Emmanual Saez at UC Berkeley and Stefanie Stantcheva at MIT in the US – looked at 18 OECD countries and dispute the claim that low taxes on the rich raise productivity and economic growth. They say the optimal top tax rate could be over 80% and no one but the mega rich would lose out*.

In the United States, the share of total pre-tax income accruing to the top 1% has more than doubled from less than 10% in the 1970s to over 20% today. A similar pattern is true of other English-speaking countries. Contrary to the widely held view, however, globalization and new technologies are not to blame. Other OECD countries such as those in continental Europe or Japan have seen far less concentration of income among the mega rich.

At the same time, top income tax rates on upper income earners have declined significantly since the 1970s in many OECD countries, again particularly in English-speaking ones. For example, top marginal income tax rates in the United States or the United Kingdom were above 70% in the 1970s before the Reagan and Thatcher revolutions drastically cut them by 40 percentage points within a decade. At a time when most OECD countries face large deficits and debt burdens, a crucial public policy question is whether governments should tax high earners more. The potential tax revenue at stake is now very large. For example, doubling the average US indi-vidual income tax rate on the top 1% income earners from the current 22.5% level to 45% would increase tax revenue by 2.7% of GDP per year - as much as letting all of the Bush

tax cuts expire. But, of course,

Optimal Tax Rates.

optiMal tax rates. does raisinG taxes on biG earners stifle eConoMiC Growth and slow down the reCovery?

15

this simple calculation is static and such a large increase in taxes may well affect the economic behavior of the rich and the income they report pre-tax, the broader economy, and ultimately the tax revenue generated. In a recently published paper*, the above researchers analyze this issue both con-ceptually and empirically using international evidence on top incomes and top tax rates since the 1970s. There is a strong correlation between the reductions in top tax rates and the increases in top 1% pre-tax income shares from 1975–79 to 2004–08 across 18 OECD countries for which top income share information is available. For example, the United States experienced a 35 percentage point reduction in its top income tax rate and a very large ten percentage point increase in its top 1% pre-tax income share. By contrast, France or Germany saw very little change in their top tax rates and their top 1% income shares during the same period. Hence, the evolution of top tax rates is a good predictor of changes in pre-tax income concentration.

Why, then, have so few studies been able to show any sig-nificant long-term positive revenue effects from raising top tax rates? The reason is: because people alter when and how they take their income to minimize their tax burden. For example, there was a big fall in taxable income in the US after tax rates rose in 1993. Why? Because, most rich people at that time hurried to cash in their stock options before taxes rose. Such avoidance, argue the researchers, is merely the symptom of a poorly designed tax system. It is silly to have high tax rates while simultaneously giving people many ways to avoid paying it.

The first job of tax reformers should be to minimize such opportunities by having a broader tax base, better enforce-ment and similar tax rates for different kinds of income. So far, so uncontroversial. But what really raises the eyebrows is that the researchers reckon that if the tax system were reformed to make evasion impossible, the top rate in the US might be able to rise to as much as 83% without hurting the economy. This would imply that the United States still has a lot of leeway to increase taxes on the rich, but that the upper limit has already been reached in many European countries. Why? Because people do not seem greatly to adjust how much they work when tax rates change. And higher top rates may also discourage big earners from spending too much of

their time trying to argue for a bigger share of the available pie.

The researchers conclude: Up until the 1970s, policymakers and public opinion probably considered – rightly or wrongly – that at the very top of the income ladder, pay increases reflected mostly greed or other socially wasteful activities rather than productive work effort. This is why they were able to set marginal tax rates as high as 80% in the US and the UK. The Reagan/Thatcher revolution has succeeded in making such top tax rate levels unthinkable since then. But after decades of increasing income concentration that has brought about mediocre growth since the 1970s and a Great Recession triggered by financial sector excesses, a rethinking of the Reagan and Thatcher revolutions is perhaps underway. The United Kingdom has increased its top income tax rate from 40% to 50% in 2010 in part to curb top pay excesses. In the United States, the Occupy Wall Street movement and its famous "We are the 99%" slogan also reflects the view that the top 1% may have gained at the expense of the 99%. In the end, the future of top tax rates depends on the public's beliefs of whether top pay fairly reflects productivity or whether top pay, rather unfairly, arises from rent-seeking. With higher income concentration, top earners have more economic resources to influence social beliefs (through think tanks and media) and policies (through lobbying), thereby creating some reverse causality between income inequality, perceptions, and policies.

* A summary of the article can be read at: www.voxeu.org/index.php?q=node/7402

17

city’s spectacular City Hall as a venue. And it goes without saying the following were also present: Ambassador Renée Bos-Jones (Netherlands Ambassador to the USA) and the Chargé d’Affaires of the US Embassy here in the Netherlands Ned Nolan. We won’t go into listing all the business, parliamentary and government dignitaries. You had to be there - this might well have been the social event of the year. Everything else in 2012 will have a hard time getting out the shadow of this party.

So the evening, in short, had all the ingre-dients – a spectacular location (American Richard Meier’s City Hall of The Hague was dubbed the White House of The Hague for this evening), big name politicians, and at least another dozen big names in Dutch politics and business. And, of course, royalty with a capital ‘R’ – everyone’s favorite royalty figure, Princess Màxima – elegant and cheerful as ever. Entertainment ranged from the ‘Aaawww, isn’t that sweet’ entrance of chil-dren of the American School in The Hague carrying lamps and leading everyone to their tables singing This Little Light of Mine, to Motown artist Waylon’s rendition of Marvin Gaye’s Heard it through the Grapevine. And, of course, speeches – kind supportive words from our host Mayor van Aartsen of The Hague, Prime Minister Rutte and Chargé d’Affaires Ned Nolan of the American Embassy to steer

AmCham into the next fifty years. AmCham President Helen Mets-Morris reflected on the past fifty years of AmCham’s history and outlined our ambitions for the future. One highlight of the evening was the presentation of the AmCham Award to former Ambassador Cliff Sobel and former Netherlands Minister of Finance and former vice-chairman of Citicorp and Citibank Dr. Onno Ruding. Both men received the AmCham Award for their extraordinary contribution to strengthening transatlantic ties.

The food and drink didn’t disappoint us either – the caterers and serving staff were in fine form. The whole evening – five hundred attendees and over one hundred staff and security – went without a ripple.

aMChaM50th anniversary

18

Prime Minister Mark Rutte:

....the American Chamber of Commerce has an unequalled ability to make people enthusiastic about coming to the Netherlands. Thanks to you, for 50 years Americans have been making their American dream come true here in this country. I would like to sincerely congratulate you on your achievement, and thank you for your outstanding work. During the last 50 years the Netherlands has been welcoming American business people with open arms, and we will continue to do so for at least the next 50.

AmCham President Helen Mets-Morris:

On behalf of the American Chamber, I certainly commit, to continue to be an important Voice of the businesses that we represent and to work together to find the solutions, ensuring another 50 years of success both for the Netherlands and the American Chamber!

19

A special thanks to the following individuals:

Committee of Recommendation › Ambassador Renée Jones-Bos › Ambassador Fay Hartog-Levin › Mayor Jozias van Aartsen, City of The Hague › Greg Case, Aon Corporation › Tom de Swaan, Board Executive › Ben Noteboom, Randstad Holding N.V. › Paul Polman, Unilever N.V. › Don Shepard, U.S. Chamber of Commerce › Bernard Wientjes, VNO-NCW

Taskforce Semicentennial Celebrations › Lex Geerdes, Aon › Helen Mets-Morris, Avery Dennison › Tom van der Meer › Sander Pabbruwee, Iron Mountain › Riëtte Blacquière, AmCham › Hans Scholten, AmCham›

Young Professionals Semicentennial Taskforce › Sander Pabbruwee, Iron Mountain › Sharoepa Janki, Royal Bank of Scotland › Jad Oseyran, IBM › Matthijs Geerts, Aon › Pieter Medema, Citibank › Yasemin Oruc, Htel Serviced Apartments › Hans Scholten, AmCham.

And, last but not least: › Tanja Groenendijk, Epoque Management › Brian Florea, Zenze Communications › Winkelman Van Hessen

22

Last January Aon announced it will be moving its corporate HQ from Chicago to London. The question arises whether one will still be calling Aon a U.S. company, a British one, or none of the two: a global company. A global company would be a company without a prominent global HQ in one specific location. Naturally many internationally oriented companies pride themselves to be global companies these days, but the corporate culture is often set and defined by the country of origin of the (global) parent company. Last month, the Netherlands Foreign Investment Agency, the Dutch agency in charge of assisting foreign investors invest in the Netherlands, published its 2011 results. The US still accounts for the bulk of foreign investment in the Netherlands. However, US companies’ decisions to invest in the Netherlands is increasingly taken outside the US; for instance, by the European HQ in London, where local strategy for the European continent is made. Where will all this leave Aon in the future: a U.S. investor or no longer?

To allocate foreign direct investment (FDI) the IMF advises to follow the global ultimate owner. So in case of Aon, if its corporate HQ will be in the UK, than that is where ultimate ownership will be held. In my opinion, movements in (foreign direct) investment correlate with movements in trade. Indeed, trade statistics by country of origin and destination have suffered from the same distortionary effects of global-ization. One can question to what extent it is still useful to discuss trade figures between China and the Netherlands if China uses semi finished products imported from surrounding countries and the Netherlands re-exports the products to Germany. In the past, companies produced in one (often the home) country, and exported their products from there. Nowadays, internationally operating companies can service the global market by either outsourcing (importing goods/services from third parties: no ownership), partnering with local companies abroad (minority stake), and FDI (typically majority stake). Only using FDI for

their core activities allows companies to be lean and mean.

As indicated by IBM Europe Chairman Harry van Dorenmalen in the FD1, a new type of company model has arrived: the globally integrated company. Here a company has moved from having one global headquarters (phase 1), to having several worldwide headquarters (phase 2),

into one globally integrated company (phase 3). The latter is a company consisting of associated country/regional companies, where every part of the organisation adds its expertise. This is exactly what Apple said when President Obama asked for more production of iPod’s on US soil.2 Tim Cook, current CEO of Apple was quoted that “Factories in Asia “can scale up and down faster” and “Asian supply chains have surpassed what’s in the U.S.”” Investment locations are now decided upon their place in the supply and value chain, which for Apple is outside of the U.S. these days. Components coming from all over the world are assembled in China. In their arguments Apple steered away from China’s cheap labour costs. Instead, they focused on the flexibility China offered, having heaps of workers available whenever needed to work six days and 12 hour shifts with no regulatory conditions attached. This speed and flexibility is partly obtained by using contractors (i.e. 700,000 vs. 63,000 staff on Apple’s payroll), and matches the trend of companies focusing on their core business for their in-house operations. The disag-gregation of the value chain provides for globally integrated companies with a truly global reach.

International companies in a global market forego country borders in search of business opportunities. Economic integration since the end of WWII that boosted trade and investment flows between European countries explains the success of the European Community, despite lagging political integration. While an increasing share of legislation is now coming from Brussels, EU Member States are reluctant to transfer sovereignty in key sectors (including fiscal and financial sectors). In a way, politics is still a per country issue. Therefore friction remains between political and economic integration. On the one hand there is a quest for more local sovereignty, but on the other hand there is a rise in economic integration. An example is Scotland where locals are increasingly seeking independence from the UK (political sovereignty),

the blurrinG boundariesof international investMentwhen does loCal investMent ChanGe into Global investMent?

A young professional’s view on international investment by Tobias van den Hoven.

younG professionals

ColuMn

by Tobias van den Hoven

23

while on the other hand looking to continue their EC membership and possibly joining the Euro as well (economic integration). Countries and groups of people within a country are increasingly looking to benefit from economic integration, yet very much looking to retain their own sovereignty.

Coming back to the issue at hand, the relevance of FDI figures. For companies with one global HQ, or even several worldwide HQ’s (IBM “phases” 1 and 2) one can still determine the “origin” of the company and therefore whether it is a U.S. investment or not. However, companies operating without significant central point of control (IBM “phase” 3) such as IBM and Apple can -from a business perspective- alter their global domicile relatively easily, and consider themselves a global company, as opposed to a U.S. or Dutch company. The most central operation they have is their global domicile where the global board of directors will be seated. The board itself and most senior staff however will be less than 20 people, some of whom may be located elsewhere for their day to day business. Therefore,

taking the disaggregation of the value chain into account, company seat, activities, and staff are no longer static in one location. As such, the need for one or multiple corporate headquarters has subsided.

Concluding, FDI, although dynamic and shifting, can still be measured and be relevant. What the numbers do continue to state is the level of openness of a country, but with quite some years to come the importance

of geographic country borders will diminish, and the exact FDI origin and destination figures will become more blurred. To me this seems a natural conse-quence of the globalising (busi-ness) world.

Tobias van den Hoven is currently working for AmCham on a tempo-rary assignment. He has previously worked as investment specialist for the

Netherlands Foreign Investment Agency in London and as corporate tax advisor with Ernst & Young in Amsterdam. He studied at the London School of Economics and Political Science and the University of Amsterdam.

1. Het Financieele Dagblad, 2 February 2012, “Amerikanen hebben een inspirerend optimisme”. 2. International Herald Tribune, 21 January 2012, “How the U.S. lost out on iPhone work”.

“Countries and groups of

people within a country are

increasingly looking to benefit

from economic integration.”

24

e-healthThe results in brief: E-health and self-management can deliver the Netherlands - outside the health sector itself - a productivity gain of at least 1 billion euros in the short run. They can also make healthcare more efficient than it is today. This can reduce the numbers of nurses, doctors, psychia-trists, etc. needed – or perhaps more accurately, reduce staff shortages in health care. It can also limit the growth of health spending. Large-scale investments in E-health and self-management concepts can provide significant savings for business and the care consumer. E-health care and self-management makes healthcare possible outside the working hours of healthcare institutions.

This can realize significant productivity gains - also outside the health sector. Because of barriers in financing and resis-tance to necessary changes within the healthcare sector itself, the application of e-health and self-management finds itself struggling in a large patchwork of experiments – contributing to the underutilization of the potential of e-health and self-management in the Netherlands.

The aging population will create an acute labor shortage in healthcare. In the coming 30 years the population of those 65 years and over will grow by over 75%, while the potential workforce will decline by some 9%. Thus fewer workers will be available for the growing group of care consumers with chronic diseases. Moreover, the limits to growth of healthcare spending are in sight. The challenge, therefore, for the Ministry of Health, health insurers and healthcare professionals is to deliver the necessary care with less staff and fewer resources. Research conducted by the University of Maastricht and research agency APE indicate that oppor-tunities to meet the challenge exist by making better use of e-health and self-management in health care. Presently the availability of online services, telecare and other ICT appli-cations in healthcare is limited. This prevents citizens and patients to empo wer themselves to take greater respon-sibility for the care of their health and to participate in the decision-making related to their care needs. The researchers substantiate their findings with figures in the Netherlands for five common (chronic) diseases which form a signifi-

Implementation of

Patchwork of Smart Technology Experiments Hampers Rapid Deployment

aMChaM’s pharMaCeutiCal CoMMittee reCently orGaniZed the 12th

ClinGendael european health foruM. this edition of this annual event – a staple in the Calendar for dutCh healthCare professionals – foCused this year on how teChnoloGiCal innovation Can brinG effiCienCies in patient Care at hoMe.

25

e-healthcant demand on the nation’s healthcare resources – asthma, heart failure, thrombosis, diabetes and depression. Self-management in patients with asthma improves health and leads to 36% fewer hospitalizations, 18% fewer visits to the emergency room and 32% fewer unplanned visits to a doctor. Patients with heart failure require medical guidance for the remainder of their lives. Within this group, the application of telemedicine can reduce mortality by 34%, 21% fewer hospi-talizations for heart failure and 9% fewer hospitalizations overall. Patients with thrombosis are subjected to lifelong consumption of blood thinners. Continuous monitoring and dosage adjustment is necessary to prevent complications. Through self-monitoring the number of complications is reduced by half and mortality reduced by 36%. Almost all patients with diabetes II use medication. Failure to adhere strictly to the prescribed medication intake pattern creates a deterioration of health and a utilization of extra care resources. Through clever medicine dispensers/containers and coaches on the internet, the adherence to medication intake prescription improved by 40%. This leads to a notable reduction in the cost of diabetes. Internet medical therapy is effective in mild depression. By making more use of internet therapy, the cost of depression therapy can lead to a 4.5% reduction.

These five examples show that there is a world to win with e-health and self-management in healthcare. In the Dutch healthcare sector, the full potential of these new technolo-gies has still to be realized. That makes healthcare not only

unnecessarily expensive and labor intensive, but also helps reduce quality of life of the patient and loss of productivity outside the healthcare sector. It is important that barriers in short-term financing are removed and the resistors in the healthcare sector from large scale introduction of e-health and self-management are eliminated. Research conducted by the Institute of Health Policy and Management (Erasmus University Rotterdam) also shows that e-health develop-ments have made progress but that the benefits are still insufficiently realized in healthcare. The lack of dialogue concerning the desirability of e-health developments ensures that the willingness of institutions, professionals and insurers to invest in e-health is limited. This entails a risk that the benefits of e-health will be insufficiently realized. The researchers see three avenues for solutions.

1. There is a more targeted approach needed so that more focus on care arrangements and the deployment of e-health can be made by employers, labor organizations, institutions and governments.

2. The financing of care should be grafted more onto rewarding increased health results, higher employment and social participation of patients. This implies possible financing from external parties such as employers and insurers.

3. Policy and research must be better aligned so that available knowledge is fully utilized and research developed closer to the knowledge needs of stakeholders.

24

e-healthThe results in brief: E-health and self-management can deliver the Netherlands - outside the health sector itself - a productivity gain of at least 1 billion euros in the short run. They can also make healthcare more efficient than it is today. This can reduce the numbers of nurses, doctors, psychia-trists, etc. needed – or perhaps more accurately, reduce staff shortages in health care. It can also limit the growth of health spending. Large-scale investments in E-health and self-management concepts can provide significant savings for business and the care consumer. E-health care and self-management makes healthcare possible outside the working hours of healthcare institutions.

This can realize significant productivity gains - also outside the health sector. Because of barriers in financing and resis-tance to necessary changes within the healthcare sector itself, the application of e-health and self-management finds itself struggling in a large patchwork of experiments – contributing to the underutilization of the potential of e-health and self-management in the Netherlands.

The aging population will create an acute labor shortage in healthcare. In the coming 30 years the population of those 65 years and over will grow by over 75%, while the potential workforce will decline by some 9%. Thus fewer workers will be available for the growing group of care consumers with chronic diseases. Moreover, the limits to growth of healthcare spending are in sight. The challenge, therefore, for the Ministry of Health, health insurers and healthcare professionals is to deliver the necessary care with less staff and fewer resources. Research conducted by the University of Maastricht and research agency APE indicate that oppor-tunities to meet the challenge exist by making better use of e-health and self-management in health care. Presently the availability of online services, telecare and other ICT appli-cations in healthcare is limited. This prevents citizens and patients to empo wer themselves to take greater respon-sibility for the care of their health and to participate in the decision-making related to their care needs. The researchers substantiate their findings with figures in the Netherlands for five common (chronic) diseases which form a signifi-

Implementation of

Patchwork of Smart Technology Experiments Hampers Rapid Deployment

aMChaM’s pharMaCeutiCal CoMMittee reCently orGaniZed the 12th

ClinGendael european health foruM. this edition of this annual event – a staple in the Calendar for dutCh healthCare professionals – foCused this year on how teChnoloGiCal innovation Can brinG effiCienCies in patient Care at hoMe.

26

why are Men More liKely than woMen to lose their Jobs?

Empirical studies have consistently reported that rates

of involuntary job separation, (a softening euphemism

among polite company and academic jargon for being

laid off or fired), are significantly lower among female

employees than among males.

Only rarely, however, have the reasons for this differen-tial been the subject of detailed investigation. In a discus-sion paper published in December 2011 by two Australian researchers from the University of Melbourne via the Bonn Institute for the Study of Labor, household panel survey data from Australia are used that also find higher dismissal rates among men than among women. This differential, however, largely disappears once controls for industry and occupation are included. The findings suggest that the observed gender differential primarily reflects systematic differences in the types of jobs into which men and women select.

The findings are broadly consistent with the hypothesis that women tend to choose jobs with lower risks of dismissal. It is, however, perhaps significant that the male-female differ-ence in the dismissal rate only becomes statistically insig-nificant once detailed industry and occupation controls are included in the researchers’ models. Correspondingly, a sig-nificant portion of the difference remains unexplained in most of the decompositions when more aggregated industry and occupation controls are employed. A potential concern is that the disaggregated specification may ‘over-control’ for occupation and industry. In particular, many occupations and industries are dominated by one sex at this level of disaggre-gation. In the same way that it has been argued that occu-pational and industrial sex segregation has led to feminized industries and occupations being underpaid, it may be that feminized occupations and industries are less prone to dis-missals simply because they are feminized.

That is, employers may adopt ‘firing cultures’ based on their gender mix, which they then apply to both their male and female employees. Under this scenario, there may effec-tively be discrimination against male employees, but it will be a product of the propensity to fire employees based on the masculinity of the occupation or industry rather than a pre-disposition to fire male employees. This caveat notwithstand-

ing, the results suggest that differences between men and women in preferences over risk of job loss are the main source in the difference in dismissal rates. This potentially provides an explanation for at least part of the gender wage gap – i.e. why women are often paid less than men (on average). However, the researchers have not directly investigated this question, which – as many academic papers conclude as an argument for further funding - they leave for further research. A further question raised by their findings is why women have a stronger preference for jobs with lower dismissal probabilities. One obvious potential source is that costs of dismissal are higher for women. Investigation of gender dif-ferences in costs of dismissal, and its conse-quences more broadly, would, therefore, also seem to be a useful avenue for future research. The whole paper can be read online at: http://ftp.iza.org/dp6225.pdf

Meanwhile, down on the farM - eu27 real aGriCultural inCoMe per worKer up by 6.7%.

EU27 real agricultural income per worker has

increased by 6.7% in 2011, after an increase of

12.6% in 2010, according to first estimates issued by

Eurostat, the statistical office of the European Union.

Between 2005 and 2011, EU27 real agricultural income per worker is estimated to have increased by 18.3%, while agri-cultural labour input has fallen by 15.2%. The increase in EU27 real agricultural income in 2011 is mainly the result of a rise in the value of agricultural output at producer prices in real terms (+7.5%), while input costs in real terms grew (+9.7%). The falls in the real value of subsidies net of taxes (-1.2%) and in depreciation in real terms (-0.1%) have a marginal impact.

Real agricultural income per worker in 2011 is estimated to have risen in 19 Member States and to have fallen in eight. The highest rises are expected in Romania (+43.7%), Hungary (+41.8%), Ireland (+30.1%), Slovakia (+25.3%), Luxembourg (+25.2%), the Czech Republic (+23.5%), Bulgaria (+23.2%) and Denmark (+20.2%), and the largest falls in Belgium (-22.5%), Malta (-21.2%), Portugal (-10.7%), Finland (-9.6%) and the Netherlands (-8.1%).

et Cetera

28

Henry Hudson'stravel tattle & tips

29

how safe is My Cruise ship?

In the wake of the Costa Concordia catastrophe on Jan. 13 that killed at least 17 people and raised troubling questions about the ship’s captain, many tourists are wondering: How safe am I on a cruise?

Well, the chance of dying in a cruise acci-dent is small. From 2005 to 2010, about 100 million passengers took cruises, and there were 16 deaths attributed to marine accidents, according to the Cruise Lines International Association. Cruise passengers are more likely to get a stomach bug than face shipwreck. Last year, there were 14 outbreaks of gastrointes-tinal illnesses on 10 ships, affecting hundreds of passengers, according to the Centers for Disease Control and Prevention.

europe’s airport passenGers

Airport traffic in Europe grew 7.3% in 2011, according to new figures from the Airports Council International (ACI). Having said that, it makes more sense to compare 2011’s traffic with a 2010 figure that does not include the traffic-reducing effect of the volcanic ash cloud. In this scenario the increase in traffic in 2011 is only 5.2%.

Traffic grew more strongly in airports outside the European Union than those inside (12.2% v 6.3%). The slowdown in the euro zone was partly to blame for this discrepancy. For example, Athens saw the greatest drop in passenger numbers (-6.3%) out of the conti-nent's 50 biggest airports, and – more alarm-ingly – its traffic dropped 10% year-on-year in December 2011.

Heathrow remains the biggest airport in Europe, with over 69m passengers passing through in 2011. Amsterdam Schiphol, currently the conti-nent's fourth-biggest airport, will overtake Heathrow in 2019 if both facilities continue to grow at the same rate as at present. At the other end of the scale, think how laid back things

must be for the least busy of ACI Europe's 168 member airports. Arad in Romania (with 300 parking spaces) saw 1,124 passengers in 2011 – an average of 22 a week.

payinG More for your us rooM in the inn

Hotel room rates rose 4.3% in America in 2011, a sign that business-travel demand continues to increase. Rates are expected to rise again in 2012, and will probably continue to outpace overall inflation. At the end of December, hotel rates nationwide were up 4.3% from a year earlier, to an average daily rate of $107.56, according to a study released in January by STR Global, a hotel research firm in Tennessee. The number of hotel rooms in the U.S. grew only 0.6% last year according to STR Global. In contrast, the hotel industry added rooms at a rate of 2.2% a year over the last 20 years. Fewer hotels were built last year because banks were more reluctant to finance hotel construction. The limited number of rooms gave the hotels pricing power.

This is all pretty basic economics: the economy is improving, so business travellers and leisure travellers alike are taking more trips. But the economic situation isn't yet strong enough to make building new hotels an easy or straight-forward proposition. A new hotel is a big invest-ment, and uncertainty about the euro and the broader global economic situation is probably holding back new construction. So instead, you see the increase in demand for hotel rooms outpacing the increase in supply. This is made worse in areas such as San Francisco that have ultra-strict zoning and development rules that make it even harder to build new hotels. The San Francisco-San Mateo area saw America's highest rate increase year-on-year – 13.9% to an average daily rate of $155.14.

30

MeMbership typesC Corporate* MeMbership

The regular type of company membership of the

Chamber. This membership consists of 1 Voting

Member and 1 Associate Membership. (all included

in the price)

Benefits: • Complementary hard copy of the AmCham Membership Directory. • All event invitations. • Occasional priority registration service on

selected AmCham organized events. • All publications, such as AmChamNews and AmChamDigital. • Discount on the digital version of the AmCham Membership Directory. • Acces to the AmCham members-only meeting rooms. • A once a year 25% discount on our meeting room rental • Recognition in the following AmCham publications:

AmCham Membership Directory and AmChamNews • Link and logo on the AmCham website

Annual dues – € 1.195,-- excl. VAT.

p patron MeMbership

Intended for companies who want to support the Chamber with a maximum contribution. Members of this group will receive special recognition and incen-tives. The Patron Membership consists of 1 Voting Member and 4 Associate Memberships (all included in the price)

Exclusive Patron-only benefits on top of the Corporate benefits: • Admission to exclusive Patron-only events • Priority registration service on all AmCham organized events • A once a year 50% discount on our meeting room rental. • Special recognition in the following AmCham publications:

AmCham Membership Directory and AmChamNews • Mention of company name on the invitations of the Grand

Gala Ball and the annual Wine & Cheese PartyAnnual dues – € 3.730,-- excl. VAT.

C ContributinG MeMbershipA membership type intended for sole proprietor-ships, not-for-profits and small to medium sized companies who are in a start-up phase, but want to become a member of the Chamber. This membership includes 1 Voting Membership.

Benefits: • Complementary hardcopy of the AmCham Membership Directory • Link on the AmCham Website • Regular event invitations • All publications, such as AmChamNews and AmChamDigital • Discount on the digital version of the AmCham Membership Directory • Access to the AmCham members-only meeting rooms • Members may sponsor a selection of AmCham organized events

Annual dues – € 625,-- excl. VAT.

* assoCiate MeMbership

This membership is available to all executives, other than the voting member, working for companies who are already member of the Chamber. The Associate Membership is linked to the company membership and entitles the individual concerned to receive all Chamber mailings and invitations directly. Annual dues – € 290,-- excl. VAT.

* Corporate Membership is referred to as a Sustaining Membership in the AmCham statutes. The above mentioned dues are per fiscal year (calendar year) according to AmCham's statutes. Resignation of memberships needs to be received in writing before November 1st of the current fiscal year. Failing to do so the member shall be obliged to pay the dues for the next fiscal year. Please let the Chamber know if you would like to receive a complementary copy of the Chamber’s statutes by printed or regular mail. Above mentioned amounts are valid for 2012 only.

FLUID TECHNOLOGY

patron MeMbers


From: Simon <[email protected]>Date: Wed, Feb 15 2012 at 15:24 To: Brian Florea <[email protected]>Cc: <[email protected]>, <[email protected]>

Hallo Brian,

Top! Het ziet er allemaal goed uit. Ook de pagina Optimal Tax Rates komt nu beter tot zijn recht. Fijn dat alles zo snel is gegaan.

Wat ons betreft kan hij vandaag naar de drukker.

Groetjes Simon

2.4BEHEERT HARD- EN SOFTWAREWERKPROCES

De serverBinnen het bedrijf Zenze werkt iedereen op dezelfde Server. We hebben een fileserver in het bedrijf staan waarin 4 harde schijven zitten. Iedereen binnen het bedrijf kan hierin via gedeelde shares. Hiervoor moet je natuurlijk wel eerst inloggen. Er zijn bepaalde mappen die niet iedereen kan zien. Brian en Sandra kunnen deze mappen wel bekijken, zoals de administratieve bestanden. De projecten zijn te zien in 2 verschillende mappen. De map OPEN en de map WORKING. In OPEN kunnen wij de stagiaires de bestanden alleen lezen en kopieren. Hierin kan niet geschreven worden. Wij stagiaires werken in de map WORKING. Dit is zo geregeld zodat stagiaires nooit iets verkeerds kunnen verwijderen en alles weg is.

De 4 ronde lichtjes geven aan dat alle 4 de hardeschijven actief zijn. Via de backup knop kan je een backup maken. Zoals op de foto te zien is moet er wel een harde schijf via de usb aansluiting aangesloten worden.


Eens per week wordt er automatisch een back-up gemaakt van alle bestanden door de server zelf. Via het IP adres van de server kan je meekijken hoever de back-up is.

Hiervan een voorbeeld:


Thuis werken via de serverBrian en Sandra werken regelmatig vanuit huis. Via het IP adres loggen zij in op de server. De bestanden kunnen geopend worden maar ook bewerkt worden.

Als wij een project naar een klant sturen zien zij precies hetzelfde inlog scherm als Brian en Sandra. Als wij een project naar een klant sturen geven we daarbij wel Client inloggegevens. Ook kunnen zij alleen de bijgeleverde link bekijken en de andere bestanden zullen niet zichtbaar zijn.

Hierbij een voorbeeld:http://12.345.67.890/Demo/AMC/AMC009/a/01/index.html

Zie hier het inlog scherm.

2.5BEHEERT DATABASEWERKPROCES

We hebben op de Zenzeserver een map Open en een map Working. In de map Open kunnen wij stagiaires niet schrijven. Dit kunnen Sandra en Brian wel. Wij kunnen de bestanden in de map Open wel lezen. Wij werken dus in de map Working.

Als je in de map Working kijkt zie je daar verschillende mappen van klanten staan. De namen van deze mappen bestaan uit 3 letters gevolgd door 3 cijfers met daarachter een korte beschrijving van het project. De eerste 3 letters zijn meestal de eerste 3 letters van het bedrijf. Zo noemen we AmCham AMC. AMC wordt gevolgd door een project nummer. In dit geval is het project nummer 084. Hierdoor heet de map als volgt: AMC084. Het gaat bij dit project om het AmCham magazine 2012 de eerste editie (1 per kwartaal). De project map heeft daarom de volgende naam: AMC084 Magazine AmCham News 2012-01

Working\\ZENZESERVER\WorkingLezen, bewerken, kopiëren, wissenProjecten waar aan wordt gewerktKijk voor onvindbare projecten op bij Open

Open\\ZENZESERVER\OpenAlleen lezenOpenstaande projecten. Je kan deze projecten wel openen, maar geen bestanden opslaan of bewerken.Kopiëer indien nodig het bestand naar Working

Zodra de map in Working is aangemaakt maken we hierin gelijk een aantal nieuwe mappen. We maken een snelkoppeling naar de AMC084 Magazine AmCham News 2012-01 in Open. Deze snelkoppeling noemen we _Open. We werken met lage streepjes zodat de map bovenaan komt te staan.


De volgende map die we aanmaken is _Delete. Hierin plaatsen we alle bestanden die niet meer gebruikt worden. Deze worden nog niet definitief verwijderd van de server. Vervolgens maken we een map genaamd _Links. Hierin komen alle afbeeldingen die nodig zijn voor het magazine. Dit kunnen logo’s zijn maar ook foto’s en pdf bestanden. Zoals je weet plaatsen wij alles online zodat we dit naar de klant kunnen door mailen en hij of zij dit hier kan bekijken. Van deze link maken we een snelkoppeling en zetten deze ook in de hoofd map, zodat wij hier makkelijk naar kunnen kijken. Deze snelkoppeling noem je _Online

We hebben nu de volgende mappen:_Delete_Links_Online_Open

Het ontwerpen kan beginnen. Zorg van te voren dat alle documenten zoals foto’s en tekst bestanden in de _Links staan. We maken een nieuwe map aan genaamd a Design Layout. Hierin plaatsen we het Indesign bestand en noemen het bestand: AMC084 Magazine AmCham News 01.indd Elk halfuur slaan we een nieuwe versie op. Deze wordt gevolgd door 02, 03, 04 etc. Dit doen wij zodat je niet teveel kan kwijtraken mocht het bestand crashen. Ook is het erg handig als je iets gewijzigd hebt en je later denkt het vorige ontwerp was beter. De map kan erg vol raken als je elk halfuur een nieuwe versie opslaat. Daarom maken we in de map a Design Layout een nieuwe map genaamd _Versions. Probeer zo vaak mogelijk de map op te schonen zodat alleen de laatste versie nog te zien is en de oude versies in _Versions terug te vinden zijn. Probeer af en toe van de laatste versie een PDF op te slaan, zodat je collega’s kunnen meekijken wat je gedaan hebt en hoe het eruit ziet


De cover slaan we in een andere map op. Deze map noemen wij b Design Cover. Hierin werken we precies het zelfde met de versies.

Hier een link van de map waarin we dus werken:\\ZENZESERVER\Working\AMC American Chamber\AMC084 Magazine AmCham News 2012-01\a Design Layout

en voor de cover:\\ZENZESERVER\Working\AMC American Chamber\AMC084 Magazine AmCham News 2012-01\b Design Cover

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