WeeklyReport 超实用
EHS Weekly Report Templet
所属基地（Local）: 报告人(Report by)： 报告日期（Report date)： 序号 1 2 3 4 5 发生日期 发生地点 事故简述 原因分析
1、事故
2、不可容许风险
序号 不可容许风险项 1 2 3 4 5 序号 1 2 3 4 5 6 7 序号 1 2 3 4 5 序号 1 2 3 4 5 地点
整改措施
完成时间
责任人
备注
本周发生次数
责任部门/人 是否已整改 计划整改完成日期
备注
培训人数
通过率
备注
监工部门/责任人
备注
备注
国家标准
五联单号码
本周计划完成时间
备注
抵触法规
计划整改完成日期
备注
隐患类别
图示
隐患描述
3、日常检查缺失
日期
培训主题
培训目标
培训讲师
4、教育与培训
日期
地点
作业项目
施工厂家
5、特殊作业
序号 1 6、外来人员施工（含 2 设备维修） 3 4 5
日期
地点
施工内容
责任人
7、环保排污
ቤተ መጻሕፍቲ ባይዱ
序号 1 2 3 4 序号 1 2 3 4 序号 1 2 3 4 5
排污因子
本周平均指标
本周排污最高指标 本周排污最低指标
危废类别
处置量
处置厂家
运输车辆
8、危废处置
上周计划
上周计划完成时间
上周完成情况
本周工作计划
9、上周工作完成与本 周工作计划
注：1、报告周期为每周一到周日，每周一下班前提交报告； 2、排污因子指氨氮、COD、SS等环保局要监测的各项排污指标。
向领导汇报工作英语范文
向领导汇报工作英语范文To: ManagerFrom: [Your Name]Subject: Weekly ReportDear [Manager],I hope this email finds you well. Here is my weekly report on the progress of the project:1. Progress on the projectOver the past week, we have made significant progress in the project. We have successfully completed the design phase and have now moved onto the development phase. Our team has been working diligently to ensure that we meet our deadlines and deliverables.2. Challenges facedAlthough we have made progress, we have also faced some challenges. One of the biggest challenges we faced was the lack of resources. We had to work with limited resources which slowed down our progress. However, we were able to overcome this challenge by re-prioritizing our tasks and making the best use of the resources available.3. Next stepsMoving forward, we plan to continue working on the development phase of the project. We will also be working on testing and debugging the code to ensure that the final product meets our standards. We understand that there is still a lot of work to be done and we are committed to meeting our deadlines.4. ConclusionIn conclusion, we have made significant progress in the project despite the challenges we faced. We are confident that we will be able to deliver a high-quality product on time. If you have any questions or concerns, please do not hesitate to reach out to me.Thank you for your time and support. Best regards,[Your Name]。
Bi-weekly report
#9(270) 11(366) #12(252) #13(209)
Fig1.1 EL images of SEII0042
#9 #11 #12 #13
Fig1.2 IR images of SEII0042
100
90
group A #3 (335) group B #15(409)
Fig2.1 EL images of SEII0043
型工艺制作电池片，A组在磷扩散的程序中加了700℃吸杂1h的过程，B组则是普通的高低温扩散程序。
由于在烧结温度没有调节好，所以吸杂组的FF普遍较差，从而导致EFF也较低，但即使是在没有烧结好的情况下，吸杂组的电流仍比未吸杂组的电流高，由此可以看出，吸杂对电池片性能有比较正面的影响，但结果还有待更多试验的进一步证实。
同时，本批电池片在实验室制绒，从Fig2.3可以看出，实验室制绒的效果不如车间，尤其是在长波部分有较大的差距。
Fig2.2的QE测试结果显示，反射率在短波部分的损失较大，对QE响应有一定的影响。
Weekly Report #1
Weekly Report #102/09/2012– 02/11/2012 Raindy_Zhu I. Summary总结任务序号(Task Num)任务名称(Task Brief)开始日期(Begin Date)结束日期(End Date)应完成日期（Due Date）重要性(Priority)工作小时数(TaskHourS)备注(Notes)W01_01 入职报到02/09 02/09 02/09W01_02 南加研发计划项目文档、三缔联动研发计划项目文档的大致编辑02/09 02/09 02/09 4 5 完成W01_03 咨询绍兴市各高校校内近期人才招聘会的时间02/09 02/09 02/09 4 1 需要过一段时间再咨询W01_04 三楼员工设备的核对与登记02/10 02/10 02/10 4 3 完成W01_05 员工证的制作02/11 02/11 02/11 3 2 有几个漏掉需要再重新制作W01_06 对行政工作的熟悉与了解02/09 4 需要一直关注了解II. Task Description 任务描述W01_01入职报到W01_02南加研发计划项目文档、三缔联动研发计划项目文档的大致编辑完成南加研发计划项目文档、三缔联动研发计划项目文档的大致编辑。
W01_03咨询绍兴市各高校校内近期人才招聘会的时间无法与绍兴市各高校就业指导中心取得联系，计划在各高校开学以后了解各高校校内人才招聘会举办的具体时间与地点。
W01_04三楼员工设备的核对与登记完成了对三楼员工设备的核对与登记，以确保设备归位。
W01_05员工证的制作给南加研发、三缔联动1月28日以后入职的员工制作员工证。
W01_06对行政工作的熟悉与了解订餐、订水、订票、收发邮包、联系维修、整理发放办公用品、登记办公设备相关表格等。
III. Plan for Next Week 下周任务计划W02_01 相关行政工作W02_02 新员工信息登记以及员工证W02_03 关于办公用品需求及采购的工作Weekly Report 已发，请查收。
PM_工作周报 weekly report_301003 WW.doc
苏州供电公司业务流程优化设计项目工作周报期间：2003年10月24日－2003年10月30日报告人：吴尹昱本周完成工作1.项目组完成第一阶段交付文件:a.业务资料初步收集清单b.项目工作计划c.项目启动会资料d.行业描述文档e.转变准备度评估报告f.业务流程重组培训材料g.访谈计划h.访谈问卷i.现状流程图j.最佳实践评估报告(主报告)k.附件一最佳实践差距分析详细报告l.附件二现状业务流程图m.附件三信息技术评估报告n.附件四行业对标结果报告o.附件五组织架构评估报告2.周一向施总汇报组织架构评估报告及客户关系管理、工程与运营的最佳实践评估报告。
3.召开10月28日第一阶段项目领导委员会，汇报第一阶段业务现状诊断的工作情况与成果展示。
报告范围涵盖客户关系管理、工程与运营管理和公司服务 - 人力资源管理、财务管理和物资管理。
4.完成第二阶段工作计划的调整。
未来业务能力蓝图10月29日 - 10月31日预计本周完成流程关系图10月29日 - 10月31日预计本周完成未来概念业务流程及指导原则11月3日 - 11月14日高层次的业务能力实施规划11月17日 - 11月21日未来业务架构设计10月29日 - 11月17日本周完成初稿关键绩效指标方案11月3日 - 11月17日未来信息系统架构11月10日 - 11月21日转变收益经济评估模型11月3日 - 11月14日收益预估报告11月17日 - 11月21日5.通过第一阶段财务管理总体评估，苏州供电公司希望更改财务管理的工作范围开展下列工作，以提升进一步预算和核算管理:1) 对江苏电力公司预算管理体系进行现况了解，并就省公司和苏州供电公司在预算管理界面和预算管理体系提出调整建议2) 在本项目设计的财务功能范围内，评估现行FMIS2.0系统，建议可增加那些系统功能来支持财务管理工作3) 在本项目的范围基础上，规划FMIS系统与营销、库存系统间的高层次方案建议书有待解决的问题1.苏州供电公司项目小组，应及时调整增加财务人员，并成立单独财务小组配合咨询公司开展工作。
TP002 培训周报{部门版} Weekly Report Of Training in Department
培训目标之达成 Aim Accomplished
缺席人员 Absent
课程待完善之处 Need to Improve
课程成功之处 Winned
实施措施及建议： Method of Pratice and Proposal
未实施的培训项目： Unfulfilment Training Course
延期培训项目 Delayed Training Course 原因 Reason 改进措施 Improvement Method 重新安排培训时间 New Plan For Training
取消的培训项目 Cancelled Training Course
原因 Reason
改进措时间 New Plan For Training
部门培训师： Dept. Trainer
部门主管 ： Head of Dept.
培训经理： Training Manager
部门培训周报 Weekly Report Of Training in Department
部门： Dept. 培训项目 Training Course 分部门： Section 201 培训时 201 间 Training 201 Duration 201 学员反映如何 Trainee Feedback 实际工作之运用 Practice in Work 月份： Month 年 年 年 年 月 月 月 月 日 日 日 日 AM/PM AM/PM AM/PM AM/PM 考核结果 Test Result
weekly,report模板
竭诚为您提供优质文档/双击可除weekly,report模板篇一：templateweeklyReport-20xx0719pRojectcode:cn/cbl-10/064qualitysupeRVisionweeklyRepoRtdateoFactiVity:14/06/20xx—20/06/20xxRepoRtno.:wR-ctc-10/064-001R0-20xxw11Ref.no.qswR-10-033-001R0page1of73.1thermalpowerstationproject/热源厂项目concretingofcolumnsatlevel7.95mfloorfromb~daxesto①~⑥axescompletedonaug29withthequalitycertificateofconcretebeingchecke dandslumptestingandcubesamplingbeingwitnessedonsite bybVengineer;beforeconcreting,rebarfixingandformworkinstallationwerecheckedandacceptedbybVengineer;主厂房b~d轴与①~⑥轴7.95m层柱混凝土浇注于八月二十九日完成，混凝土质量合格证、坍落度测试和混凝土试块现场配制bV公司工程师进行了检查和见证；混凝土浇注前，钢筋绑扎和模板制安,通过bV工程师验收；constructionofscaffoldingatlevel8.0mfloorfroma~baxe sto①~⑥axesstarted;标高为8.0m层a~b轴与①~⑥脚手架搭设工作开始；constructionofscaffoldingatlevel8.0mfloorfromb~daxe sto①~⑥axescompleted;完成了标高为8.0m层b~d轴与①~⑥脚手架搭设工作；80%ofbackfillingworkforstreamturbineareacompleted;完成80%汽机间回填工作；derustingandprotectivepaintingforcoolingwatertubesf romcinderwarehousetocoolingwaterstationfinished;渣仓到循环水站管道除锈和防腐施工完成；excavationworkofcoolingwatertubesfoundationandcushionworkfromcinderwarehousetocoolingwaterstationcompleted;完成从渣仓至循环水站管道基槽开挖和垫层施工；3.2starchplantproject/淀粉厂项目excavationworkforpilecapofcornsteepingplantcomplete d;完成玉米浸泡车间桩承台基础开挖工作量；Ref.no.qswR-10-033-001R0page2of7concretingofpilecapesandundergroundbeamsofstarchpla ntfrom①~③axestod~laxescompletedonaug29withthequalitycertificateofc oncretebeingcheckedandslumptestingandcubesamplingbe ingwitnessedonsitebybVengineer;beforeconcreting,reb arfixingandformworkinstallationwerecheckedandaccept edbybVengineer;淀粉厂①~③轴与d~l轴间承台和地梁混凝土浇注29日完成,混凝土质量合格证、坍落度测试和混凝土试块现场配制bV公司工程师进行了检查和见证；混凝土浇注前，钢筋绑扎和模板制安,通过bV工程师验收；Rebarfixingofpilecapesandundergroundbeamsforstarchp lantfrom③~⑦axestod~laxes70%completed;淀粉厂③~⑦与e~l轴承台和地梁钢筋绑扎完成70%；backfillingofunloadingpitstarted;地坑回填开始作业；waterproofingworkofwallpanelforunloadingpitcomplete d,30%ofprotectivewallforwaterproofingcompleted;地坑壁板防水施工完成,防水层保护墙施工完成30%;inthisweektotally38piecesofpilescompletedwhichinclu de29piecesforΦ500and9piecesforΦ400;allworksincludingpiling,weldingandprotectivecoa tingwerewitnessedbybVengineer.pilingworkforfoundati onofpipenettingcompleted;本周共完成打桩38根,其中Φ400桩9根,Φ500打桩29根，bV工程师见证打桩-焊接-防腐施工过程；管网基础打桩施工完成。
WeeklyReport,我喜欢!_初中散文
WeeklyReport，我喜欢！
我平常很少上课外辅导课，不仅花费大量的时间、金钱，如果没有什么兴趣，效果也是微乎其微。
所以我便从来不主动要求上什么课外辅导课，除非是万不得已。
但我还是报了一门辅导课——英语。
此英语非彼英语，与学校最大的不同就是锻炼学生的听力、口语以及写作，甚至是活动能力。
我个人认为这种教学方法比填鸭式教学要好得多，但这种教学模式也注重语法概念的培养，与学校的一个个单词用法不同，这是一种从大而小的学习结构，换句话说，从句子结构，到主从句，再到时态，再到词组，久而久之，学生的思维就有了一张脉络清晰的网。
不过最大的特点还是注重学生的口才培养。
我们的老师是个“海归”，从美国教学归来，懂得很多美国的风土人情以及语言特点，每每向我们叙述时，我都会估摸我与老外之间的差距，不过我仍是在努力锻炼口语，希望以后熟练地跟老外交谈。
今天这课老师开辟了一个新的环节：WeeklyReport（每周一报），内容是让每个同学上前背诵一篇自己最拿手的课文，模仿磁带的语音语调，其他同学作无记名打分，前三名的同学将获得老师的礼物。
我第一个上台，心里不免有些紧张，有些地方背得打顿，不过最后，还是获得第四名。
这次活动也在欢笑中结束，结果很遗憾，男生全军覆没。
有趣的活动让我的兴趣更加之浓厚，我充满了信心。
weeklyreport：每周报告
German Institutefor Economic ResearchWeekly ReportWomen hold only 7.8% of the supervisory board posts in the 200 biggest companies (Top 200) in Germany – outside finance -, and three of four (76.0%) are worker´s representation delegates. More than one third of these companies do not have a woman on the supervisory board at all. The share of women on management boards is even smaller. In the 100 biggest companies (Top 100) there is only one woman on a management board. There are only eleven in the Top 200, a share of a good one percent. These figures show that the aim of equality of opportunity for men and women in top influential posts in large firms is still a long way off.Among European countries Norway is in the lead with women accounting for just under one third of the seats on the decision-making bodies of the 50 biggest compa-nies traded on the stock exchange. The other Scandinavian countries are also above the average, as are the East European EU member states. Germany is in the middle with 11%. According to information from the European Commission Germany is at the lower end of the scale of countries in the share of women in more broadly defined management posts, with around one quarter. Even countries with a relatively low percentage of women in employment, like Spain and Italy, have clearly higher shares of women on this level of the hierarchy than Germany, with just under one third each.DIW Berlin has made a quantitative study of the share of women in management positions (supervisory board/administrative board and management board/manage-ment posts) in the 100 and 200 biggest companies outside the financial sector by turnover.1 The main function of the supervisory board is to supervise the management of the company and to appoint the board of managing directors. Important business plans and decisions also often have to be approved by the supervisory board. The task of the management board is to direct the company’s operations and represent it. In larger companies the management board consists of a chair person and several members, e.g. the heads of the various production divisions. So a seat on either of these decision-making organs is of immense importance.This report is based on Holst, E. and Stahn, A.-K. In: Wochenbericht des DIW Berlin, Nr. 7/2007. The research was car-ried out between July and December 2006 on companies excluding banks and insurance. The selection of the Top 200 companies for the research was based on “Die großen 500. Deutschlands Top-Unternehmen, 2006”. Of the 100 (200) biggest companies 13 (30) gave no information on the composition of their supervisory board. 97 (195) companies could be included in the analysis of management boards. The figures given in this report only cover the companies which provided information. A similar study was carried out for the financial sector, cf. for the results in details, Holst, E. and Stahn, A.-K.: ‘Too Few Women in Top Posts in the Big Banks and Insurance Companies’. In: Weekly Report, no. 7, and Holst, E. and Stahn, A.-K.: ‘Zu wenige Frauen in Spitzenpositionen der großen Banken und Versicherungen’. In: Wochenbericht des DIW Berlin, Nr. 26/2007.Top Posts in Big Companies Firmly in Male HandsElke Holst *************Anne-Katrin StahnJEL Classification: Keywords :Women, Supervisory boards, Management PositionsNo. 6/2007Volume 3October 29, 2007Women mostly delegated to supervisory boards under the codetermination regulationsIn the 100 biggest companies in Germany by turno-ver the share of women with supervisory board posts is currently 8.5%. Only one third of the companies have a share of at least 10%, and only five reach a share of 25% and more (table 1). Only two women head a supervisory board or are partners: Maria-Elisabeth Schaeffler in INA Schaeffler Holding and Bettina Würth of the Würth-Gruppe. These wo-men occupy a special position in that they are both shareholders. So not a single woman has reached the position of chairwoman of a supervisory board in one of the 100 biggest companies in Germany without the appropriate financial background. Most women on supervisory boards (73.0%) were delegated from worker´s representations. Without these seats, that are secured by codetermination rights, the number of companies in the Top 100 without a woman on the supervisory board would, purely arithmetically, rise from the present 22 toTable 1The 00 Biggest Companies by Turnover in Germany according to Share of Women on the Supervisory Board/Administrative BoardCompany Ranking byturnoverTotal number ofseats on boardOf which: WomenOf which: worker‘srepresentationdelegatesShare of seats heldby women in %Share of worker‘srepresentationdelegates in seats heldby women in %INA Holding Schaeffler KG7121050.00 IBM Deutschland GmbH99165331.360 Fresenius AG70123225.066.7 Deutsche Post World Net AG8205525.0100 Karstadt Warenhaus AG98205525.0100 AVA Allgemeine Handelsgesellschaftder Verbraucher AG100184422.2100 E.ON Ruhrgas AG36194121.125 Oetker-Gruppe7951020.00 TUI AG29204k.A.20.0k.A. Deutsche Telekom AG4204320.075 Metro AG5204420.0100 KARSTADT QUELLE AG33204420.0100 Henkel KGaA49163118.833.3 SAP AG66163118.833.3 Infineon Technologies AG72163118.833.3 adidas AG78112218.2100 TOTAL Deutschland GmbH3861116.7100 Tech Data Germany AG5561116.7100 SPAR Handels-AG82122216.7100 Merck KGaA94122216.7100 Thüga-Gruppe47122k.A.16.7k.A. RWE AG9203015.00 Shell Deutschland Oil GmbH17203115.033.3 Lufthansa Air Plus Servicekarten GmbH5871k.A.14.3k.A. REWE-Handelsgruppe10162112.550 Franz Haniel & Cie. GmbH22162212.5100 Würth-Gruppe8591011.10 Wintershall AG9591111.1100 VALEO GmbH5391k.A.11.1k.A. EWE AG86192110.550 E.ON AG6202210.0100 BASF AG14202210.0100 Otto Versand GmbH & Co35202210.0100 Companies with at least 10% ofsupervisory board seats held by women(33 companies)x484855417.665.5Companies with fewer than 10% ofsupervisory board seats held by women(32 companies)x5793424 5.970.6Companies without a woman on thesupervisory board (22 companies)x331x x x x All companies x139420413214.664.759.2 The companies that do not, at time of the study, have a woman on the supervisory board include the biggest company in Germany, Daimler Chrysler AG, Thyssen Krupp AG (No. 12 on the size ranking list) and Audi AG (No. 21).The share of women on supervisory boards rises with the size of the company (table 2). It is highest among the Top 10 at 11.8%, only 8.5% in the Top 100 and only 7% in the Top 101-200. It must be borne in mind here that the share of women sent by worker´s representations in the Top 101-200 com-panies is higher than in the Top 100 (80.9% com-pared with 73.0%). However, that does not mean that women in companies lower down the ranking list have a better chance of a supervisory board seat. Almost every second company in the Top 101-200 list does not have a woman on the supervisory board, whereas in the Top 100 list this “only” applies to every fourth company.Very few women on management boards The inequality between the women and men is even more stark on top management level, on the ma-nagement board and in general management. Of the total of 533 management boards seats in the 100 Cf. Holst, E.: Führungskräfte im international Vergleich: Frauen in Auf-sichtsräten in Deutschland meist von Arbeitnehmervertretungen ent-sandt. Wochenbericht des DIW Berlin, No. 35/2005.biggest companies only a single one is occupied by a woman.3 That gives women a share of 0.2%. The number of women on management boards does rise to eleven in the Top 200, but even that only gives women a share of 1.2%. Altogether only nine companies in the Top 200 have a woman on the management board.The aim of equality for men and women in top in-fluential positions is, as these figures dramatically show, still a long way off.Margret Suckale is on the management board of Deutsche Bahn AG, a former state enterprise; she is also head of the personnel department, which is not a very influential position. At the end of November 2006 another attempt was made to give the post of personnel director, with a seat on the management board, to a woman. The supervisory board of Telekom AG and Verdi wanted to appoint Regine Büttner. Faced with heated criticism - among other things her suitability for the post was called in question - she withdrew her candidature at the beginning of De-cember 2006. Karl-Gerhard Eick is now the personnel director with a seat on the management board. See Louven, S.: Schwindende Gefolgschaft. In: Handelsblatt, 11.12.2006, /news/Unterneh-men/Firmen-Rankings/default-201312.aspx.DIW Berlin also examined the 30 DAX companies. Here, too, the ma-nagement board seats are exclusively held by men. But the share of wo-men on supervisory boards is 12%, above the average for the 100 com-panies with the biggest turnover. That is largely because the seven banks and insurance companies included in the DAX have an average share of women on the supervisory board of 17%.Table 2Number and Share of Women on Supervisory Boards/Administrative Boardsand Management Boards/Management in the 00 Biggest Companiesby Turnover in Germany according to Ranking GroupsTop10Top100Top101–200Top200 Supervisory Board/Administrative Board (SB/AB)Number of companies108783170 Number of companies with at least one woman on the SB/AB96545110Share of women in total number of seats on SB/AB in %11.88.57.07.8 Number of women2311978197Of which: worker‘s representation delegates177855133Share of worker‘s representation delegates in total number of women onSBs/ABs in %73.965.570.557.4 Number of women chairing an SB/AB0213Share of women in total number chairing SBs/ABs in %0 2.3 1.2 1.8 Number of companies without a woman on the SB/AB1223860Share of companies without a woman on the SB/AV in all companies in %10.025.645.835.3 Management Board/Management (MB/M, Top 200, altogether 533seats)Number of companies with at least one woman on the MB/M 20189Share of companies with at least one woman on the MB/M in %0 1.08.3 4.6 Number of women on the MB/M011011Share of women in all members of the MB/M in %00.2 2.4 1.2Only companies providing information are includedCompanies with at least one woman on the management board: Deutsche Bahn AG (Margret Suckale). Hewlett-Packard GmbH (Regine Stachelhaus).Fujitsu-Siemens Computers Deutschland GmbH (Barbara Schädler). Schering AG (Karin Dorrepaal). DB Regio AG (Dr. Bettina Volkens). DB Netz AG(Dagmar Haase). Actebis Holding GmbH (Bärbel Schmidt). Roche Diagnostics GmbH (Silvia Ayyoubi and Tiffany Olson). dm-Drogeriemarkt GmbH & Co.KG (Petra Schäfer and Gerlinde Sulzmaier).Sources: Information from companies on the Internet; research between July and December 2006; calculations by DIW Berlin DIW Berlin 2007The international comparison – Norway in the leadA survey by the European Commission on the com-position of the top decision-making organs in the 50 biggest traded companies in 30 European countries in 2006 showed Norway in the lead with women accounting for one third of these positions (figure 1). The other Scandinavian countries and the East Euro-pean EU member states were also above the average; Germany was in the middle field with 11%.The high share of women in Norway5 is partly due to the legislation in force there, which prescribes a minimum of 0% women or men on supervisory boards.6 Not every company to which the law ap-plies has so far been able to reach the 0% target for their share of women. Nevertheless, it is clear that statutory regulations are worthwhile; in 200 the share of women was still only 18%.Spain has followed Norway’s example and in a law on equality of opportunity for men and women passed in 2006 (Ley de Igualdad) required the share of women on the supervisory boards of the biggest companies to be raised to 0% within eight years.7 So as a country that is near the bottom of the list of European countries for the share of women in the top decision-making organs of companies Spain is facing big challenges.Women in management posts – Germany below the European averageThe share of women holding more broadly defined management posts (ISCO Codes 12 and 13) in 2005 was around 30% in Europe (a comparison of 25 countries, figure 2). With 26% Germany was be-low the average.8 Even Spain and Italy have higherNorway is also in the lead for share of women on supervisory boards in 2006 on a comparison of the 300 biggest joint stock companies in Eu-rope (FTSEurofirst300); it is followed by Sweden, Finland and Denmark. Germany is in the middle field. See Egon Zehnder International: Women on European Boards: Scandinavia Extends its Lead, /knowledge/content/articles/index.php?article=2426. However, the law only covers state enterprises and about 500 privately owned public limited companies, which only make up a small part of the more than 160,000 companies in Norway. See European Professional Women’s Network: Women on Boards: The Inside Story of Norway’s 40% Target, /tht_wob/articles/story_on_norway. html. See also Holst, E.: Führungskräfte, loc. cit.Morales, P.A., Diaz, A.R.: Fostering Caring Masculinities (FOCUS). Span-ish National Report, Girona/Spain, August 2006; Spanish Embassy in Germany: The Equality Law, -spanischebotschaft.de/multime-dia/pdf/LEY_DE_IGUALDAD.pdf, 23 June 2006. In 2005 Norway’s positive example encouraged a number of other countries to take similar initiatives, see Zechner, A.K.: Frauen per Gesetz in die Verwaltung von Ak-tiengesellschaften? - Aktuelle Maßnahmen zur Stärkung der Präsenz von weiblichen Vorstands- und Aufsichtsratsmigliedern, in: Aufsichtsrat ak-tuell 3/2005, 10-12; and Frauenquoten in Aufsichtsräten, GenderKom-petenzZentrum 2005, /w/files/gkopzpdf/ frauenquoten_in_aufsichtsraeten/pdf.See Holst, E., Schrooten, M.: Führungspositionen: Frauen geringer ent-shares of women in management posts with 32% each. The situation is also clearly better in the East European EU states and France (38%) and in the United Kingdom (3 %). Latvia ( %) and Lithuania ( 3%) are in the lead, while no figures are available for Norway.French women most frequent in top international positionsIn keeping with the low share of women in top posts in companies in Germany there is not a German woman among the 50 most important women ma-lohnt and nach wie vor seltener vertreten. Wochenbericht des DIW Berlin, No. 25/2006.Figure 1The Share of Women in the Top Decision-Making Organs of the 0 Biggest Companies Traded on the Stock Markets in European CountriesIn %Biggest by market capitalisation (i.e. number of shares issued multipli-ed by the share price) and quoted on the national stock exchange. Source: European Commission, Data Bank on Women and Men in Decision-Making, 2006 DIW Berlin 20070510********NorwaySwedenBulgariaLatviaSloveniaFinlandLithuaniaEstoniaHungaryRomaniaDenmarkGreat BritainGermanyAll EU statesPolandSlovakiaCzech RepublicGreeceFranceCyprusNetherlandsPortugalTurkeyAustriaBelgiumIcelandIrelandSpainMaltaItalyLuxemburgnagers worldwide.9 However, there are nine French women, seven British, two Turkish and one Pakista-ni woman. A lack of big German companies cannot be the reason for the lack of German women on top management level. According to a list drawn up by the Handelsblatt10 there are 27 companies from Germany among the 50 largest European private sector companies by turnover, but only four from France.ConclusionSupervisory boards and management boards in Germany are still firmly in male hands. Germany is rather at the lower end of the scale of the share of women in management positions by European comparison. The voluntary agreement reached in 2001 between the German business federations and the Federal Government to promote equality of op-portunity for men and women in companies has not, so far, brought the desired result of reducing the gap between the shares of men and women in top positions in big companies or in management posts generally.11By European comparison Norway is in the lead with women accounting for a share of about one third of the top posts in the private sector. Norway has introduced a regulation that 0% of the seats on supervisory boards must be filled by women. Despite, or perhaps precisely because there are few women in top posts in Spain it followed Norway’s example and introduced the same ratio in its law on equality of opportunity in 2006.Cf. : FORTUNE 50 Most Powerful Women in Business, /magazines/fortune/mostpowerfulwomen/2006/inter-national/, 11.01.20070Handelsblatt: Die 50 grössten Privatunternehmen, .Vereinbarung zwischen der Bundesregierung und den Spitzenver-bänden der deutschen Wirtschaft zur Förderung der Chancengleichheit von Frauen und Männern in der Privatwirtschaft, 2.7.2001, www.bmfsfj. de/Politikbereiche/gleichstellung,did=6408.html.Figure 2The Share of Women in Management Posts in European CountriesIn %Managers and heads of division in big companies and directors of small firms (ISCO Codes 12 and 13).Source: European Commission, Data Bank on Women and Men in Decision-Making, 2006DIW Berlin 2007 051015202530354045LatviaLithuaniaFranceEstoniaBulgariaPortugalHungaryGreat BritainBelgiumSloveniaItalyPolandSpainRomaniaSlovakiaAverageFinlandIrelandSwedenCzech RepublicAustriaGermanyGreeceNetherlandsLuxemburgDenmarkDIW BerlinMohrenstraße 5810117 BerlinTel. +49-30-897 89-0Fax +49-30-897 89-200ISSN 1860-3343Price: Euro 10.–www.diw.de/english/produkte/ publikationen/weeklyreportAll articles are protected by copyright.。
Weekly Report
传说洞内的石柱为海龙王的神针 传说洞内的石柱为海龙王的神针。 石柱为海龙王的神针。 ...the stalagnate in the cave was Dragon king’s king’ mysterious needle. needle. ...is the fairy needle... needle... It is said that the stelae in the cave is the miraculous moxa roll of Dragon King. ...is the magic column of... Legend of the pillars inside the cave, the king is The Magic Dragon. ? ...is supernatural needle of... 参考译文： 参考译文：Legend has it that the stone pillar in the grotto is the Dragon King’s magic needle. King’
Your company slogan
参考译文：The underground path opens out 参考译文： onto a terrace which affords a panoramic view of the surrounding mountains, farmland and river courses.
Your company slogan
芦笛洞内有一个大洞 被称为水晶宫， 容纳一千人。 芦笛洞内有一个大洞，被称为水晶宫，能容纳一千人。 大洞， 一千人 大洞： 大洞： huge hole ？ hollow ？ the main cave ？ a vast grotto 容纳： 容纳： admit hold contain has a capacity of accomodate be cabale for ？ 还有同学将一千译为一百，错译， 还有同学将一千译为一百，错译，粗心
周总结汇报英文
周总结汇报英文Weekly Summary ReportIntroduction:This weekly summary report aims to provide a comprehensive overview of the key activities, achievements, challenges, and future plans of the team during the past week. It covers various aspects such as project updates, individual performance, and overall team progress. The report highlights significant milestones reached and identifies areas that require attention.1. Project Updates:1.1 Project A: The team made substantial progress in Project A. The research phase was successfully completed, and all necessary data was collected and analyzed. The team collaborated effectively, utilizing both internal expertise and external resources. The next stage will involve synthesizing the findings and formulating actionable strategies.1.2 Project B: Significant strides were made in Project B, as several objectives were met ahead of schedule. The team successfully implemented a new software system, resulting in improved efficiency and productivity. This achievement was a result of effective coordination and collaboration, resulting in enhanced team cohesion.2. Individual Performance:2.1 Employee A: Demonstrated exceptional performance by consistently meeting and exceeding targets. Employee A exhibited strong leadership skills by taking the initiative to mentor new team members. Exceptional problem-solving abilities were reflected in resolving critical issues swiftly, ensuring minimal disruptions.2.2 Employee B: Showed commendable dedication by consistently delivering high-quality work within tight deadlines. Employee B's excellent communication skills played a pivotal role in bridging the gap between team members, leading to increased productivity. Proactive decision-making abilities were consistently displayed, contributing to the overall success of the team.3. Challenges Faced:3.1 Resource Constraints: The team faced challenges related to resource constraints, including limited access to specific tools and equipment required for optimal performance. This impacted the pace of work and required proactive problem-solving to find alternatives.3.2 Communication Breakdown: In certain instances, miscommunication occurred between team members, leading to delays in project timelines. Steps have been taken to enhance communication channels and establish clearer lines of communication to mitigate this challenge.4. Future Plans:4.1 Project A: The team plans to focus on synthesizing the researchfindings into a comprehensive report and identifying strategic recommendations. This will involve cross-functional collaboration and coordination.4.2 Project B: Efforts will be directed towards optimizing the newly implemented software system and ensuring smooth operations. Regular evaluation and feedback mechanisms will be put in place to monitor and continuously improve performance.5. Conclusion:In conclusion, the team has made commendable progress in various projects while overcoming challenges along the way. Individual performances reflect dedication, leadership, problem-solving, and communication skills. The future focus will be on synthesizing research findings, optimizing systems, and fostering collaboration. By acknowledging challenges and working collectively towards solutions, the team remains poised to achieve further success.The team remains committed to delivering high-quality results and continually enhancing performance to meet organizational goals.。
周报告工作总结怎么写
周报告工作总结怎么写英文回答：Writing a weekly work summary report can be a great way to reflect on the progress made during the week and to communicate that progress to your team or supervisor. In my experience, I have found that a well-written weekly report should include a summary of the tasks completed, any challenges encountered, and plans for the upcoming week.For example, in my last weekly report, I started by outlining the key tasks I had completed, such as finalizing a project proposal and conducting a successful client meeting. I then went on to discuss some challenges I had faced, such as a tight deadline for a deliverable and how I overcame them. Finally, I shared my plans for the next week, including scheduling follow-up meetings with clients and beginning work on a new project.I believe that including specific examples and detailsin the report can help to provide a clear picture of the work that has been done and the progress that has been made. It's also important to use language that is clear and concise, as well as to highlight any achievements or milestones reached during the week.中文回答：写周报可以帮助我总结本周的工作进展，也可以让我的团队或主管了解我的工作进度。
PM_工作周报 weekly report_260903 WW.doc
苏州供电公司业务流程优化设计项目工作周报期间：2003年9月19日－2003年9月25日报告人：吴尹昱本周完成工作1.苏州供电公司本部的各部门业务访谈工作均已依据访谈计划完成，目前仅余电力营销部的应收帐款和输变电运行部待访。
2.完成现状业务流程图的绘制工作。
3.完成企业资产管理 (EAM, Enterprise Asset Management) 培训。
4.追踪转变准备度调查问卷的填制工作，截至9月25日问卷回收率为99.13%。
5.完成并提交常熟供电公司访谈的问卷和访谈时间表。
6.完成对信息中心的访谈，了解目前苏州供电公司的信息计划规划。
7.完成第一阶段信息技术小组的工作计划。
8.提交项目培训计划初稿。
9.项目成员考核表回收完毕。
10.整理适合苏州电力的最佳业务实践。
11.依据现状业务流程，开始对核心流程关键问题的认识和分析。
12.开始对苏州供电公司的不同工作地点的网络及相关应用系统进行统计。
13.开始建立项目专属网站。
14.继续进行行业指标业务资料收集和计算工作。
有待解决的问题1.公司服务组需确认后台支持流程所涵盖的功能范围。
准备最佳实践评估报告时，流程诊断应主要集中在人、财、物几个方面的哪些功能。
下一步的工作安排1.整理并分析访谈会议纪要、业务现状流程图以及其它有关资料。
根据需要安排补充访谈。
2.完成常熟公司的访谈。
3.安排与江苏省公司高层领导的访谈。
4.各小组完成适合苏州供电公司的最佳业务实践整理，并将其与业务现状作比较发现潜在改进机会。
5.评估改进建议的价值及实施难度，纪录结果并准备最佳实践评估报告。
6.追踪、指导行业指标计算工作。
7.开始进行行业研究报告分析撰写工作。
8.统计问卷调查结果，开始分析及进行转变准备度评估报告的编制。
9.准备10月13日的项目动员大会。
10.基本完成对苏州供电公司IT现状的调查，包括关键系统的详细调查和对不同工作地点的网络和应用系统的统计。
11.充实项目专属网站内容。
周工作总结报告范文
WORK REPORT工作总结报告范文（通用版）Model of weekly work summary report (general version)汇报人:JinTai Col周工作总结报告范文（通用版）前言：工作总结是将一个时间段的工作进行一次全面系统的总检查、总评价、总分析，并分析不足。
通过总结，可以把零散的、肤浅的感性认识上升为系统、深刻的理性认识，从而得出科学的结论，以便改正缺点，吸取经验教训，指引下一步工作顺利展开。
本文档根据工作总结的书写内容要求，带有自我性、回顾性、客观性和经验性的特点全面复盘，具有实践指导意义。
便于学习和使用，本文档下载后内容可按需编辑修改及打印。
本人自XX-XX入职公司以来，在营销管理中心市场部担任高级市调专员职务，主要负责市场研究方向工作。
具体工作包括撰写专业市场分析报告、竞品项目调研、市场动态监控、为营销策略调整提供相关建议在领导和同事的指导协助下，基本保质保量的按时完成了各级领导安排的各项工作。
正文：一、汇报近期的工作内容：详细介绍这段时间你在公司中担任的工作职位、内容、目的和性质，介绍这段时间自己在工作岗位上做了哪些事情，通过以分点的形式罗列岀来。
如：在这几个月，我作为质量检验员，认真学习公司质量管理控制流程，根据岗位职责的要求我所作的工作主要有：1、原辅料的取样存放工作我严格按照公司管理要求，做到不漏取，不少取。
学习各种原辅料的物理化学性质，合理存放。
2、样品检验检验工作是一项精细的检验过程。
“细节决定成败”，在试验的过程中我本着严谨的工作态度做每一项试验。
目前我已掌握了所有原辅料的检验方法及步骤。
这要感谢我的师傅及我的同事们，是你们教会我了这些。
3、数据处理在记录数据时我本着“务实求真”的原则对每一个实验数据进行记录、总结以及上报。
做到无误报、谎报。
二、工作收获和体会（或感想等）结合自身过去在工作岗位上所作的内容，谈谈自己的工作收获或工作体会，经过过去的工作学习，自己从中学到什么。
周报下周工作计划范文英语
周报下周工作计划范文英语Date: [Insert Date]To: [Supervisor/Manager's Name]From: [Your Name]Subject: Weekly Report and Next Week's Work PlanI. IntroductionThis weekly report aims to provide a summary of the activities conducted over the past week and outline the plans for the upcoming week. The report covers various aspects such as completed tasks, ongoing projects, challenges faced, and recommendations for improvement. Furthermore, the work plan for the next week is described in detail to ensure a smooth and productive workflow.II. Completed Tasks1. Project A: Conducted market research and analysis to identify opportunities for growth. Compiled a comprehensive report and presented it to the team. The report included recommendations for effective marketing strategies.2. Project B: Developed a new website for the client. Coordinated with the design and development teams to ensure timely delivery. Conducted testing and resolved any issues before the launch. The website received positive feedback from the client.3. Project C: Collaborated with the sales team to create a proposal for a potential client. Conducted a meeting to discuss the proposal and address any queries. The proposal was well received, and negotiations are currently underway.III. Ongoing Projects1. Project D: Continued work on the software development project. Conducted regular meetings with the team to monitor progress and address any challenges. Ensured that the project is on track and within the defined timeline.2. Project E: Assisted in the implementation of a new CRM system. Collaborated with the IT department to ensure a seamless transition. Conducted training sessions for employees to familiarize them with the new system.IV. Challenges Faced1. Limited resources: The team faced challenges due to limited resources, such as manpower and budget. This impacted the progress of certain projects. To mitigate this issue, a request for additional resources has been submitted to the management team.2. Communication gaps: Communication gaps between team members led to misunderstandings and delays in project delivery. To address this issue, weekly team meetings have been scheduled, where everyone can discuss their progress and challenges.V. Recommendations for Improvement1. Enhance communication: Implement a communication tool or platform to facilitate seamless communication among team members. Regularly schedule meetings to provide updates and address any concerns.2. Resource allocation: Conduct a thorough review of the available resources and allocate them appropriately to ensure the smooth execution of all projects.VI. Next Week's Work Plan1. Project A: Start implementing the recommended marketing strategies based on the market research report.2. Project D: Complete the software development project and conduct a thorough testing phase before the final delivery to the client.3. Project E: Finalize the implementation of the CRM system and provide necessary training to employees.4. Project F: Initiate a new project in collaboration with the design team. Conduct meetings to discuss project requirements and create an execution plan.VII. ConclusionIn conclusion, the past week was productive despite facing some challenges. The completed tasks and ongoing projects are progressing well. The recommended improvements aim to enhance team communication and minimize resource limitations. The work plan for next week ensures a focused approach towards project completion and efficient time management. With continuous effort and effective execution of the plan, we can expect positive outcomes and successful project delivery.Thank you for your attention and support.Best regards,[Your Name]。