The vision behind the Edinburgh-Copenhagen Urban Challenge is to create a trans-disciplinary, cross-institutional, and cross-cultural higher education programme to facilitate the exchange of knowledge, investigate past, current and future experiences and accelerate innovation for urban sustainability. The specific focus of the programme is climate change mitigation, involving carbon accounting, finance and management. The programme brings together students, teachers, municipalities, and businesses to work together on real-world challenges in the two cities. Goals of the Edinburgh-Copenhagen Urban Challenge. The Edinburgh-Copenhagen Urban Challenge programme intends to achieve the following: build a lasting collaboration between faculty and students at the University of Edinburgh Business School and Copenhagen Business School. Develop trans-disciplinary, cross-institutional, and cross-country approaches to research, teaching and learning related to urban sustainability. Stimulate innovation and entrepreneurship resume skills of higher education researchers, teachers, graduate students, municipalities and practitioners within urban sustainability. Progress integrated systems thinking with regard to solving city scale sustainability challenges.
Please scroll down to get to the course descriptions. The Edinburgh-Copenhagen Urban Challenge is offered jointly by the University of Edinburgh writing Business School and Copenhagen Business School to postgraduate students from both universities. The course focuses on theoretical transdisciplinary teaching with practice-oriented project work led by academic staff from the University of Edinburgh Business School, copenhagen Business School and The Ecological Sequestration Trust. The project is also supported by policy makers and business leaders from Edinburgh and Copenhagen. The programme involves bringing together a cohort of students from both business schools to work together for two weeks in total, with one week in each city. The course will take place in Edinburgh and Copenhagen. The dates are as following: The course will take place in Edinburgh and Copenhagen. The dates are: Edinburgh: may 28th june 1th, 2018, copenhagen: June 4th june 8th 2018.
"Ackermans and Pep have moved on aggressively into the jet market, with their presence even in large regional malls walker said. The downward spiral of Edcon has been characterised by the sale of its creditors book and the flooding of local stores with international brands, among other damning features that have seen consumers directing their buying power elsewhere. Edcon reported.4 decline in group retail sales.6bn for the third quarter of 2018, which ended on December. Total group revenue declined 8.187bn. Scroll down, the Urban Challenge Programme offers seven elective courses for master students enrolled at one of the eight partnering universities. Aalto University, copenhagen Business School, university of Edinburgh, hafenCity Universität, university of Latvia, and, sapienza università di roma. Each electives is structured as.5 ects accredited, project based intensive and two-four week comparative exchange course in Copenhagen and one of our seven partner cities.
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The 89-year-old retailer opened its first Edgars store in joubert Street, johannesburg, and has grown to have more than 1,300 shops across southern Africa with nearly 12-million customers. With the boardmans and Red Square brands in its stable, the Edgars division targets middle-to upper-income consumers, while the jet brand has discount stores, which sell value merchandise targetting lower-to middle-income consumers. "I am a essay cynic about whether retail is changing, but what is fundamentally changing is the retail customer pattison said. He said retailers "need to remain connected to trends of customers and respond quickly. We need to undo what caused the business to suffer in the first place.".
This has included the removal of international brands and the reintroduction of local brands such as Kelso. Independent retail analyst Syd vianello said he was not surprised that there were store closures owing to the companys poor financial performance, but he expected many more closures to follow. "If it is the cbd store, so be it vianello said, "Edcon is losing money and they have to cut costs. "Edcon has been on a backward streak with no balance sheet to leverage off. "Notwithstanding that, consumers have been dealt a blow with vat pragati value-added tax and petrol price increases"36One analyst evan Walker said Edcon "still had too much debt and their earnings have not been stellar". The reconfiguration of Jet did not seem to be happening, he said. Edcon competitors had been smart in segmenting their market for the 0-15 year old market.
I think its a flawed strategy to grow sales by lending more money. Edcon has.2bn of debt to be refinanced by september. Will it do so? Whether its an injection of new capital or its extended or converted to equity is a discussion between the Opco operating company lenders and the holdco holding com-pany investors. Is yours the most difficult job in retail at the moment? I came in with my eyes open — this isnt a surprise.
Im often asked why Im here and my answer is rather glib. Its arrogant to think you can just go around and choose great opportunities where the company is going to do fantastically. I think someone like me whos had a lot of luck and some success so far, i thought Id step up to the plate. Edcon is considering closing its flagship Edgars store in the johannesburg central business district (CBD) as part of a turnaround strategy to rescue the ailing retailer. At a recent gathering in Johannesburg, Edcon ceo grant Pattison, who was brought in to revive the group after a decade of sluggish performance, said part of the idea was to have edgars located in regional malls where it could take advantage of the traffic. Edcon first alluded to the downsizing of space in a recent quarterly statement and has already closed more than 200 stores, including those sold in the legit transaction. Pattison said the company was determining whether it was still viable to offer the Edgars brand to cbd commuters. "we are probably going to end up with one store in the cbd and its likely to be jet pattison said. The johannesburg cbd is home to three edcon stores: an Edgars department store, a jet store and a jet Mart.
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They didnt make silly errors like we did by trying to bring in international brands. If I look at our private brand business in Edcon, our apparel brand, its growing at double digits. But weve got a business with a whole bunch of other things in it: homeware, stationery, general merchandise and food. We need to shrink those down. Will you now run two loan books simultaneously? As the Absa book shrinks, our second book will grow. We have no intention to increase our sales of credit as a percentage of total sales. Were around the 35 mark. We just want credit and cash sales to grow by the same amount.
Edcon lost its way in terms of properly evaluating store openings and having what I call a store location theory. Maybe they retrenched the department that did that we for opened space in every mall without thinking about. Is Edcon fixable, in a very different environment to when it delisted? Clothing is a cyclical business and we are sitting stuck at the top of an interest rate cycle. The cycle should have turned, i think, in 2015-16 but because of the political problems we got stuck with interest rates at a high level. But one shouldnt panic when one has a few quarters of poor sales and say that clothings dead. The other big cycle that we needed to keep an eye on was the entry of Zara, h m and Cotton. I think Truworths and Foschini got their response right, which was to focus on their business and do it better.
mistake was selling the book to Absa. We lost skills of the people running that business. The Absa mistake has been reversed by opening up Edcons own book. So were in charge of opening new accounts now, and thats growing. The third mistake was the international brands business and the fourth was we expanded our store portfolio too much.
That largely has to be done by making our store portfolio more efficient, which will mean less space going forward. Does the group own its property portfolio? We lease it entirely. Its a five-year strategy so we can make decisions as leases come up for renewal. Number three is dream to improve our replacement systems and then number four is to build our credit and financial services business follow the fintech model. We have a very large financial services business which I think is untapped and I think there are some opportunities there. How many account holders do you have? We probably have a relationship with about 12-million people.
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The un general Assembly comprising 193 countries agreed on June 8 to increase fight against aids pandemic, although Russia suggested cutting down on efforts to concentrate on drug users and gay men. Afp reports that a political declaration was passed that stressed the need to help intravenous drug users, sex workers, gay men, transgender people and prisoners who are at high risk of contracting hiv. The hiv epidemic has been in decline over the past decade, but there are still.7 million people worldwide suffering from hiv/aids. The amendments submitted by russia pushing for references to national legislation in provisions that mention gay men, drug users and prisoners were rejected over fears that these would allow Russia, iran and other countries that criminalize homosexuality to deny anti-retroviral treatment and other services. SAs struggling mall writing owners need a few lucky breaks in 2018, and one of them could be the resurgence of the once mighty Edcon — owner of Edgars which was almost brought to its knees by a private equity buyout in 2007. Following a debt restructuring in 2016, Edcon is now under the stewardship of former Massmart ceo grant Pattison. Business day asked him what he has been doing since taking over in January. Ive put together a four-point strategy The first is to continue the retail turnaround under former ceo bernie brookss creditors plan: take out international brands, focus on private brands, improve service levels through adding staff, decentralise the company and reduce costs. We have to increase our trading densities by 25 and increase stock turns from three to five.