winst – -Translation – Keybot Dictionary

  Klanten delen hun drome...  

Show textShow cached sourceOpen source URL	Maatschappelijke vooruitgang is ook winst
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine rabobank.com as primary domain	Social progress is also profit

  Bondgenoten strijden te...  

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Het mag klinken als een succesverhaal, maar Hutten benadrukt dat het niet allemaal van een leien dakje is gegaan. 'Na de bedrijfsovername moest ik mijn overnameschuld aflossen. Ik wilde investeren in groei, maar boekte nauwelijks winst. Jarenlang waren we een moeilijk dossier voor de Rabobank.

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Although the company's trajectory thus far may sound like an unequivocal success story, Hutten says he did encounter a few hurdles along the way. 'After we made the acquisition I had to repay my debt. I wanted to invest in the company’s growth, but in fact I barely turned a profit. We presented Rabobank with some challenges over the years, but they never let us down, and I’m very grateful to them for that.'

  Rabobank interim result...  

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Om de winst en daarmee onze vermogenspositie op niveau te houden zullen we zeer nadrukkelijk op onze kosten blijven sturen. De Rabobank heeft daarom in het eerste halfjaar na een intensief onderhandelingsproces een nieuwe, versoberde CAO afgesloten die loopt tot 1 januari 2016.

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We must continue to focus very expressly on our costs in order to keep our profit and capital position up to standard. This is why, following intensive negotiations, Rabobank entered into a new subdued Collective Labour Agreement in the first half of 2013, which will remain in effect until 1 January 2016. The more subdued employment benefits will be noticeable to all employees in the organisation, including the senior management.

  Het ongekende potentiee...  

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“Met de opmars van synthetische materialen groeide de hoeveelheid afval en daarmee de behoefte om de afvalberg aan te pakken. In de laatste decennia van de twintigste eeuw nam het inzamelen en herverwerken van materialen een grote vlucht. Niet voor elk product was recycling mogelijk en zinnig. Voor sommige producten vraagt recycling meer energie dan het nieuw ontginnen van grondstoffen zou kosten. De enige winst zou dan zitten in besparing van de grondstoffen.”

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“The rise of synthetic materials also increased the amount of waste and, as a result, the need to tackle the mountain of waste. In the final decades of the 20th century, the collection and reprocessing of materials increased dramatically. Recycling was not possible or useful for every product. For some products, recycling requires more energy than re-extracting the raw materials would cost. The only benefit would then be the savings on raw materials.”

  Klanten bezoeken Indone...  

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Samen sta je tenslotte sterker, vinden zij. De leden delen mee in de winst en ontvangen jaarlijks dividend – momenteel bedraagt dat zo'n 400.000 rupia (ongeveer 25 euro). De coöperatie telt 250 leden, een aantal dat de organisatie niet te snel wil laten groeien.

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A group of dairy farmers on the island of Java established the Andini Luhur dairy cooperative in 1999, based on the notion that they could achieve more together than alone. The members share in the profit and receive annual dividends, currently amounting to approximately 400,000 rupia (the equivalent of roughly 25 euros). The cooperative wants to prevent its membership – currently at 250 – from growing too quickly, both in an attempt to curb costs and because profits are too low at present to be able to share them with a large group of people.

  Voor niets gaat de zon op  

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Niet voor elk product was recycling mogelijk en zinnig. Voor sommige producten vraagt recycling meer energie dan het nieuw ontginnen van grondstoffen zou kosten. De enige winst zou dan zitten in besparing van de grondstoffen. '

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"With the rise of synthetic materials the amount of waste increased dramatically to the point where today, waste has become a worldwide problem requiring a solution. In the final decades of the 20th century, collection and reprocessing of materials became widespread, but not every product can be recycled in useful and meaningful ways. For some products, recycling them takes more energy than making them again from new raw materials. The only benefit to recycling would then be saving on raw materials."

  Geschiedenis  

Show textShow cached sourceOpen source URL	Nog altijd zijn zij nauw betrokken bij het werk van de Foundation. Lokale banken dragen jaarlijks een deel van hun winst af aan het goede doel van de Rabobank. Rabobank vult deze donatie aan tot een half procent van de groepswinst.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine rabobank.com as primary domain	The Rabobank Foundation was set up forty years ago by the local Rabobanks. To this day they are still closely involved in the Foundation’s work. Each year the local Rabobanks contributes a part of their profits to the charitable activities of the Rabobank. Rabobank Netherlands then tops up the donations to a level equal to 0,5 percent of group profits.

  De kracht van onze roots  

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Van Hedel: “Wij zijn een stichting, wij hoeven geen winst te maken. Maar wij verlangen wel van onze partners dat zíj winst maken, omdat dat een voorwaarde is om te kunnen voortbestaan. Als de coöperaties succesvol zijn, kunnen we op termijn nog veel meer mensen helpen.”

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To promote self-reliance Rabobank Foundation prefers to extend loans abroad rather than donations. What’s more, the Foundation expects its project partners to do everything in their power to get their affairs in order. “We’re a Foundation, so we don’t need to make a profit. But we do expect our partners to turn a profit, because that’s a precondition to be able to survive. If the cooperatives are successful, then we can help many more people in the long term.”

  Klanten bezoeken Indone...  

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Samen sta je tenslotte sterker, vinden zij. De leden delen mee in de winst en ontvangen jaarlijks dividend – momenteel bedraagt dat zo'n 400.000 rupia (ongeveer 25 euro). De coöperatie telt 250 leden, een aantal dat de organisatie niet te snel wil laten groeien.

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A group of dairy farmers on the island of Java established the Andini Luhur dairy cooperative in 1999, based on the notion that they could achieve more together than alone. The members share in the profit and receive annual dividends, currently amounting to approximately 400,000 rupia (the equivalent of roughly 25 euros). The cooperative wants to prevent its membership – currently at 250 – from growing too quickly, both in an attempt to curb costs and because profits are too low at present to be able to share them with a large group of people.

  Voor niets gaat de zon op  

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Daardoor is er minder afval en minder behoefte aan grondstoffen en energie. Dat is winst, maar we willen ook een innovatieve economie gebaseerd op steeds betere hernieuwbare materialen. Die vernieuwing komt uit de industriële biotechnologie, een intelligente mix van microbiologie en chemische technologie.

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"Circular enterprise is a concept that began to emerge at the start of the 21st century and goes much further than recycling waste. When you design a product, like an office lighting system or a car, it's already normal to consider the entire lifecycle of the product, so materials can be used as long as possible and worn-out parts can be easily replaced. That means less waste and less demand for raw materials and energy."

  Groen, groener, groenst  

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Daarbij wordt een bedrijf doorgelicht door experts om te kijken of er winst kan worden behaald uit aanpassingen in installaties, verlichting, regeltechniek, bouwkosten, energiecontracten en fiscale voordelen.

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‘We're working pretty much on an ongoing basis on making our operations more sustainable and seeing whether we've left any ground uncovered in terms of our business activities,’ says Paul Dogterom. ‘That's why taking part in this project seemed like a good idea.’ The Energy Region (Energieke Regio) project brings together local parties to help businesses operate in a more sustainable way. It involves companies being assessed by experts to see if any gains can be made from modifications to installations, lighting, control technology, construction costs, energy contracts and tax arrangements.

  India  

Show textShow cached sourceOpen source URL	De Rabobank Foundation is de afgelopen zes jaar zeer actief geweest in India. Deze onafhankelijke organisatie wordt gefinancierd door de Rabobank Groep door middel van een jaarlijkse donatie van een percentage van de winst.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine rabobank.com as primary domain	Rabobank Foundation , an independent organisation funded by Rabobank Group, donating a percentage of its annual profits, has been very active in India for the last six years. It has funded over 100 projects with technical assistance, capacity building and soft loans and guarantees in the areas of microfinance, organic farming, farm produce aggregation and farmer cooperatives & producer unions.

  De kracht van onze roots  

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Van Hedel: “Wij zijn een stichting, wij hoeven geen winst te maken. Maar wij verlangen wel van onze partners dat zíj winst maken, omdat dat een voorwaarde is om te kunnen voortbestaan. Als de coöperaties succesvol zijn, kunnen we op termijn nog veel meer mensen helpen.”

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To promote self-reliance Rabobank Foundation prefers to extend loans abroad rather than donations. What’s more, the Foundation expects its project partners to do everything in their power to get their affairs in order. “We’re a Foundation, so we don’t need to make a profit. But we do expect our partners to turn a profit, because that’s a precondition to be able to survive. If the cooperatives are successful, then we can help many more people in the long term.”

  Wat voor wereld gaan we...  

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We persen elkaar aan de voorkant uit en halverwege het traject probeert de uitvoerder de opdrachtgever een oor aan te naaien door niet de kwaliteit te leveren die was afgesproken. Zo verdient hij het geld terug dat hij aan de voorkant verloor. Uit onderzoek blijkt dat faalkosten gemiddeld 15 % van de omzet bedragen en dat de gemiddelde winst slechts 2% is.

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The entire construction process, from design to completion, is rife with friction. We strip each other bare at the very start and, halfway through the process, the contractor tries to deceive the commissioning party by not delivering the agreed quality in order to recover the money lost at the beginning. Research shows that the costs of failure amount to an average of 15% of turnover and that the average profit is only 2%.

  Ivoorkust  

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Deze deskundigen geven training en advies aan de deelnemende coöperaties over bestuur en financiering van de coöperatie en over samenwerking met de leden. Het doel is de coöperaties zo te hervormen dat ze in staat zijn winst uit te keren aan de leden en toegang te krijgen tot de financiële diensten van een commerciële bank.

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A similar program is being implemented by Rabo Development in Ivory Coast under the PACTS Partnership established by three leading chocolate producers: Blommer, Delfi and Cemoi. The partnership has introduced the system of fermentation stations at cooperative level in Ivory Coast.` Fermentation centres lead to a higher cocoa quality and therefore a better price paid to the farmers. Until now PACTS has invested in 11 fermentation centres on the basis of 11 cooperatives reaching in total circa 7,000 farmers.

  “De wereld moet echt no...  

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In 2010 leed RoyalHaskoningDHV niet alleen verlies, maar kampte het bedrijf met een te hoge schuldenlast. In 2015 zag de onderneming haar orderportefeuille en winstgevendheid toenemen met respectievelijk 27% en 87%.

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In 2010, RoyalHaskoningDHV not only incurred losses, but the company struggled with a high debt burden. However, the company’s order portfolio and profitability increased in 2015 by 27% and 87%, respectively. “We’re now in a much better position. We’re turning a profit and are no longer in debt. After years of shrinkage, we’re now growing. And that’s a fantastic transformation,” says Jaska. The CFO focuses her energy on three areas: the merger process, the strategic focus and improving the working capital. “That may not sound very exciting, but every CFO knows that these two goals are no piece of cake. You need to revise and implement your strategy all over again.” The organisational structure was altered drastically last year. Eight Business Lines were reduced to four. Better mutual coordination and a faster decision-making process were accomplished. All to the satisfaction of Jaska. “Coming up with an idea is one thing. Making it a reality is something altogether different.”

  De spagaat van de finan...  

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Coöperaties zijn in handen van leden en opgericht om de klant te bedienen. Winst is geen doel op zichzelf. ‘Winst is bij coöperaties van belang voor de continuïteit en verdere groei van de dienstverlening’, zegt Hans Groeneveld, die in februari 2015 zijn oratie hield als bijzonder hoogleraar financiële coöperaties aan TIAS School for Business and Society van de Universiteit van Tilburg.

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The cooperatives are just as much banks and insurance companies as their private competitors. So what distinguishes financial cooperatives from private companies? Cooperatives are owned by their members and have been founded in order to serve customers. Profit is not an aim in itself. ‘It is important for cooperatives to make profits in order to ensure the continuity and further growth of the services’, says Hans Groeneveld, who held his inaugural lecture as Endowed Professor of Financial Cooperatives at the TIAS School for Business and Society of Tilburg University in February 2015. This special chair is dedicated to studying financial cooperatives around the world. In addition to his professorship, Hans Groeneveld holds an advisory and policy position in cooperative development at Rabobank.

  Broedplaatsen voor inno...  

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Het blijkt namelijk dat bedrijven die met gelijkgestemden op één plek werken, sneller groeien, innovatiever zijn, een grotere kans hebben om tot wasdom te komen en meer winst maken dan andere bedrijven.

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The Netherlands is home to a large number of these incubators, concentrated in knowledge hubs around knowledge institutes such as universities, universities of applied sciences and research centres. This type of set-up has proved to be highly conducive: experience has shown that when groups of like-minded businesses with similar goals choose to settle in the same space, they grow at a faster pace, are more innovative, have a greater chance of achieving success and are more profitable than other companies. Thus, if you encourage the growth of knowledge hubs, you encourage economic growth. Of course, promoting economic growth has always been Rabobank’s plan in its aim to be a leading force of innovation and entrepreneurship. Supporting incubators and knowledge hubs fits in perfectly with Rabobank’s philosophy as a cooperative organisation, and the bank collaborates with educational institutions, research institutions, public authorities, businesses and other financiers in order to strengthen regional economies. Rabobank is therefore involved in a large number of these initiatives, and below are some examples of how the bank helps incubators across the Netherlands thrive.

  In zeven stappen van id...  

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Niet elke coöperatie hoeft even levend te zijn. Als het glasvezel er eenmaal ligt, is het een kwestie van verhuizingen van leden goed regelen en winst verdelen. Een zorg- of windmolencoöperatie heeft met veel meer dynamiek te maken en is veel zichtbaarder en zal daarom per definitie levendiger zijn.

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Operation – running the cooperative. Once the first project has been completed, the cooperative needs to make sure that everything is running smoothly and that the democratic process in the cooperative is working properly. A joint decision can then be made to branch out into other business areas and consolidate the cooperative’s objectives. Not all cooperatives need to be active and dynamic all the time. Once the fibre-optic network has been installed, for example, you just need to work out a procedure for when members move house, and distribute the profits. Healthcare and wind farm cooperatives, on the other hand, deal with constant change, and, since they are also more high-profile, they are going to be more dynamic by their very nature.

  De spagaat van de finan...  

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Coöperaties zijn in handen van leden en opgericht om de klant te bedienen. Winst is geen doel op zichzelf. ‘Winst is bij coöperaties van belang voor de continuïteit en verdere groei van de dienstverlening’, zegt Hans Groeneveld, die in februari 2015 zijn oratie hield als bijzonder hoogleraar financiële coöperaties aan TIAS School for Business and Society van de Universiteit van Tilburg.

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The cooperatives are just as much banks and insurance companies as their private competitors. So what distinguishes financial cooperatives from private companies? Cooperatives are owned by their members and have been founded in order to serve customers. Profit is not an aim in itself. ‘It is important for cooperatives to make profits in order to ensure the continuity and further growth of the services’, says Hans Groeneveld, who held his inaugural lecture as Endowed Professor of Financial Cooperatives at the TIAS School for Business and Society of Tilburg University in February 2015. This special chair is dedicated to studying financial cooperatives around the world. In addition to his professorship, Hans Groeneveld holds an advisory and policy position in cooperative development at Rabobank.

  Het ongekende potentiee...  

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“Circulair ondernemen, dat begin 21ste eeuw in beeld kwam, gaat een flinke stap verder dan het recyclen van afval. Bij het productontwerp van bijvoorbeeld kantoorverlichting of een auto houdt men al rekening met de kringloop, zodat materialen zolang mogelijk mee gaan en versleten onderdelen gemakkelijk te vervangen zijn. Daardoor is er minder afval en minder behoefte aan grondstoffen en energie. Circulair ondernemen is winst, maar we willen ook een innovatieve economie gebaseerd op steeds betere hernieuwbare materialen. Die vernieuwing komt uit de industriële biotechnologie. Dat is een intelligente mix van microbiologie en chemische technologie.”

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“Circular business, which emerged in the early 21st century, goes a big step further than recycling waste. When designing a product, e.g. office lighting or a car, the cycle will already be taken into account, ensuring that materials last as long as possible and that worn parts can be easily replaced. This creates less waste and reduces the amount of raw materials and energy required. Circular business means profit, but we also want to have an innovative economy based on constantly improved renewables. This innovation comes from industrial biotechnology. It is an intelligent mix of microbiology and chemical technology.”

  Een aandeel in het vers...  

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Dat past heel goed bij de rol die de Rabobank internationaal heeft als leidende bank in landbouw en voedselvoorziening. Tenslotte willen we de leden meer invloed geven op de besteding van het coöperatieve dividend van hun lokale bank, dat is dat deel van de winst dat beschikbaar is voor lokale projecten.

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One thing all local Rabobanks have in common is their interest in improving the working environment of their customers and strengthening the local economy. They want to help people build better communities, with a strong focus on housing and healthcare. Exercise and a healthy diet are certainly part of that as well, and promoting a healthy lifestyle is consistent with Rabobank’s role as an international bank with leading expertise in agriculture and the food supply chain. We also plan to give members greater control over how the cooperative dividends of their local Rabobanks are distributed. Dividends are the portion of the profit allocated to fund local projects.’

  ForFarmers: “Wij willen...  

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“We zitten soms ook samen met de boer en zijn accountant aan tafel om mee te kijken met en te adviseren over de (financiële) bedrijfsvoering. Wij kunnen bijvoorbeeld met simulatiemodellen laten zien wat het effect van diervoeder is op groei, gezondheid en sterfte van de veestapel en daarmee op de winst- en verliesrekening. Op die manier kun je boerenbedrijven effectief helpen.”

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Pig farming is currently being confronted with difficult times. In addition to offering solutions for increasing efficiency and, consequently, improving returns and special feed concepts for responding to consumer preferences through product innovation, ForFarmers also actively supports pig farmers. This is being done, for example, by contributing to the MestInvesteringsFonds (manure investment fund) and by sharing expertise and best practices within the supply chain. “We also sometimes brainstorm with the farmer and his accountant about reviewing and advising on financial business operations. We use simulation models, for instance, to show the effect of animal feed on growth, health and the mortality rate of livestock and, consequently, the profit and loss account. This is an effective way to help farms.”

  Focus op bioveiligheid ...  

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Er zijn waardevolle lessen getrokken uit de crisis tussen 2008 en 2010 omtrent de infectieuze zalmanemie (infectious salmon anaemia - ISA) en recentelijker de gezondheidscrisis. Producenten hebben geleerd dat het verhogen van het productievolume alleen tot een hogere winst leidt wanneer natuurwetten worden gerespecteerd en de gezondheidsomstandigheden optimaal zijn.

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In Chile, meanwhile, limitations for growth in the salmon industry are primarily biological. That said, there has been a noticeable change in attitudes among producers themselves, with the 2008 – 2010 infectious salmon anaemia (ISA) crisis and the recent sanitary crisis providing valuable lessons. Producers have learned that increasing production volume will only lead to growth of profits if the laws of nature are respected and the sanitary conditions are optimal. Sustainability is increasingly becoming the watchword within the industry.

  Harbu, Ethiopië  

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Via het samenwerkingsverband Terrafina waarin de Rabobank Foundation participeert, neemt ook ontwikkelingsorganisatie ICCO deel. De steun is van levensbelang voor Harbu, dat nog te weinig winst maakt om op de reguliere markt te kunnen lenen.

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Most Ethiopians are dependent on what they can farm. It’s a precarious way of life in the underdeveloped rural areas where weather conditions can be extreme. Harbu, a microfinance organisation with fourteen branches, is one of the country’s bigger credit institutions. Half of all its loans are used for agri purposes. Demand for credit is high: Harbu’s customer base has doubled in size to almost 15,000 clients within two years. Three quarters of those customers are women. But Harbu also extends credit to grain banks (cooperatives of small-scale farmers who team up to buy in seed, harvest and sell their produce together) and producer cooperatives (mainly soya producers). Rabobank Foundation is helping Harbu over a period of three years to develop new savings and loan products that are better suited to the needs of those living in remote rural areas. Development organisation ICCO is also involved, via the Terrafina partnership in which Rabobank Foundation participates. This aid is crucial for Harbu, because it is not yet profitable enough to borrow on the commercial market.