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Pharmacological properties
Pharmacodynamics
Ethanolic extracts of the Cimicifuga rhizome contain triterpene glycosides, flavone derivatives and aromatic acids.
The effect of Cimicifuga extracts on human oestrogen receptor-positive and receptor-negative breast cancer cell lines was tested in different in-vitro experiments. The results are equivocal. The majority of published studies, among others a study with Cimicifuga extract, could show an inhibition of proliferation, or no cell proliferation.
It could be shown that the substances contained in the Cimicifuga extract have a certain binding affinity to the oestrogen receptor, but lack an oestrogenic effect.
Studies of undesirable pharmacodynamic properties
In a clinical trial with 400 postmenopausal women, the thickness of the endometrium was determined by vaginal ultrasound. Over a time period of one year, no increase in endometrial thickness was observed. Also, hormonal parameters (LH, FSH, oestradiol and prolactin) remained unchanged.
This data indicates that the observed Cimicifuga extract effects do not seem to directly affect these hormonal parameters.
Clinical efficacy
The efficacy of Cimidona forte for the treatment of climacteric complaints was examined in a prospective, placebo-controlled randomized clinical study.
In this 3-arm study, the superiority of Cimidona forte as compared to placebo was demonstrated over a time period of 12 weeks. The primary target variable (the Kupperman index) showed a dose-dependent efficacy in the intent-to-treat collective who takes a drug at least one time (N=153). Women treated for climacterical period, for whom a dosage of 6,5 mg is not sufficient, can be treated with 13 mg dose.
Pharmacokinetics
No pharmacokinetics studies were conducted for the galenic formulation present in Cimidona forte.
Pre-clinical data
In a toxity study with rats with repeated oral administration of Cimicifuga dry extract over a period of 7 days, no toxic reactions could be found in histological or microscopic examinations either.
The salmonella microsome assay according to Ames did not reveal any indication of a mutagenic effect of the dry extract from Cimicifuga rhizome (Cimicifuga racemosa).
There is no data on reproduction toxicology and carcinogenicity.
Indications
For the alleviation of symptoms during climacterical period (hot flashes, excessive perspiration, sleep disorders, nervousness and depressive moods).
Posology and method of administration
1 tablet to be taken once daily (in the morning or in the evening), unchewed, with some fluid, preferably at the same time of the day. The intake of the tablets does not depend on meals.
The effect does not set in immediately. Intake of Cimidona forte is recommended for a period of at least 6 weeks.
It is recommended to take Cimidona forte over several months; however, it should not be applied for more than 6 months without medical advice.
Side effects
Below are side effects that have been observed during treatment with Сimidona fortе during the clinical trials and in the course of market surveillance.
Immune system: swelling of the face and body (incidence unknown).
From the gastrointestinal tract: in rare cases may occur in the stomach discomfort, nausea, indigestion and diarrhea.
On the part of the hepatobiliary system: in some cases there is evidence of a serious kind of liver disease (eg, abnormal liver function, jaundice, hepatitis).
For the skin: rash, itching, hives (incidence unknown).
Reproductive system and breast: in some cases reported tension and swelling breasts, spotting and breakthrough bleeding, as well as the resumption of regular menses.
Contraindications
Cimidona forte must not be taken in cases of existing hypersensitivity to one of its ingredients or to any plants of the better cup (Ranunculaceae) family.
Interactions:
None known.
Special warnings
- This drug has an effect on physical and psychological processes during the climacterical period. Since there is no clinical data so far with regard to a positive effect on bones, this preparation can therefore not be used for the prevention of osteoporosis.
- Unusual fatigue, weakness or loss of appetite and unintended weight loss, yellow colouring of the conjunctiva or the skin, dark urine, or discolouration of stool can be an indication of liver damage. If such symptoms occur, interaction of drug must be discontinued and a physician must be consulted.
A physician should be consulted tension and swelling breasts, spotting and breakthrough bleeding, as well as the resumption of regular menses.
Administration during pregnancy or lactation
The use of preparations containing Cimicifugae racemosae is indicated for menopausal women. Administration during pregnancy and lactation is not intended. There is no data from clinical studies on animals and humans, which would allow to avoid possible risks to a sufficient degree of probability.
Effect on ability to drive cars and other machines
No relevant studies have been performed.
Overdosage
No cases of overdose were reported.
Dosage form and packaging
30 tablets in blister, 1 or 3 blisters in carton box.
Storage conditions
Store at temperature not above 25 ̊C in the original package. Keep out of reach of children.
Shelf life
3 years.
Do not use after expiration date specified on the packaging!
Prescription status
Over the counter.
Manufacturer
Max Zeller Sohne AG, Seeblickstrasse 4, 8590 Romanshorn, Switzerland.
English to Mongolian: Atlas Copco Book General field: Other Detailed field: Management
Source text - English
аааа
We communicate to achieve results
We reply promptly
To ask for help is a sign of maturity
culture
We never
hide We
red
Development is an ongoing process
We reward result and performance
We learn from our
mistakes We are in charge of our own professional life
We have trust in our people
THE ATLAS COPCO BOOK
THE STORY ABOUT THE BOOK
The main messages from the first edition of this book remain, but over time the focus has strengthened in some areas, core concepts have been further clarified and new areas have been added.
1996
The first Atlas Copco Book was launched
in order to present the Group’s past, present and future direction. It was aimed at Atlas Copco’s leaders worldwide to keep the Group together.
1998
The vision of being First in Mind—First in Choice® was established. Directions
for growth were further specified and the growth target was increased from five
to eight percent.
2000
The “use of products” strategy – service – was implemented and the values interaction, commitment and innovation were confirmed.
2003
Texts were added to describe the illustrations in the book and to safeguard a common understanding of the concepts. Business ethics was enhanced.
2007
The customer share concept was introduced as well as the three horizons, which all must be managed simultaneously.
2010
Further emphasis was put on both customer centricity and service activities. The brand promise Sustainable Productivity was launched. Each employee in the Group was given a a copy of the book.
2011
The book was updated with new goals for sustainable profitable development. A giant copy of the book was used during the Group Event 2011 and afterwards placed in the reception of the Atlas Copco House.
2013
The fourth business area was added and even more focus was put on customer centricity and satisfaction as well as on doing business in a responsible way.
2015
The concepts of being agile and resilient as well as product driven and customer focused have been further emphasized.
THE ATLAS COPCO BOOK
he Atlas Copco Book sets out the Group’s vision and mission. It guides and directs on strategy, structure, and behavior. It establishes our most important business concepts.
The intention is to align and unite the organization to reach our vision; to become and remain First in Mind— First in Choice®.
Share this book, edition nine, with colleagues. Always allow time to discuss the content. Good communications help us to better understand our values and further cement our strong, successful culture.
3
THE WAY WE DO THINGS
he definition of leadership in Atlas Copco is the ability to create lasting results.
The concepts of mission, vision, strategy, structure and people constitute the foundation of our leadership model.
A mission is given to an individual by his/her manager. Based on this mission, he/she gives a mission to everyone in his/her team. This is the way we do things, how we make them happen.
4
THE WAY WE DO THINGS
5
SUSTAINABLE PROFITABLE GROWTH
ur mission is to deliver sustainable profitable growth, which means that we do everything
we can to ensure reliable, lasting results with responsible use of resources; human, natural and capital. We strive to have a global presence, utilizing our established sales and distribution networks.
The growth will primarily be organic, supported by selective acquisitions.
We firmly believe that what gets measured gets done. Therefore we have established a number of goals.
The customer focused goals safeguard market expansion as well as customer satisfaction and loyalty. We will deliver energy efficient, productive, safe and reliable products and service at all times.
The operational goals focus on people management, environmental achievements, health and safety, and on business ethics and integrity.
The goal for annual revenue growth is eight percent, measured over a business cycle. At the same time the ambition is to grow faster than competition.
6
SUSTAINABLE PROFITABLE GROWTH
MARKETS
PRODUCTS
APPLICATIONS
TECHNOLOGY
GROWTH
HEALTH
SERVICE
SAFETY FIRST!
OPERATIONS
CO2
TRANSPORT
BUSINESS ETHICS
RETURN
AQUIRED VALUE
7
FIRST IN MIND—FIRST IN CHOICE®
ur vision is to become and remain First in Mind— First in Choice® for our customers,
prospects and other key stakeholders.
To us this means being a leader; we strive to be the one you think of first and then choose as your business partner or employer. We should be seen
as an innovator that sets the standards and exceeds high expectations.
8
VISION
TO BECOME AND REMAIN
9
OUR STAKEHOLDERS
e strive to be the leading business partner to our customers. We aim to be number
one in customer share and market share in every product, market, application and geographic segment that we compete in.
We strive to be the preferred employer among employees and potential employees. They should want to work for, stay with, and develop within the Group.
We strive to be the preferred company in our industry for shareholders to invest in, and we should create and continually increase shareholder value.
We strive to be the best associate for our business partners, to be their preferred customer.
We should always act as a good and reliable corporate citizen and support sustainable development in every society where we conduct business.
MARKET
Market share = Presence x Product x Hit rate
10
OUR STAKEHOLDERS
SHARE- HOLDERS
CUSTOMERS
EMPLOYEES
BUSINESS PARTNERS
SOCIETY AND ENVIRONMENT
11
OUR CORE VALUES
ur core values – interaction, commitment and innovation – are reflected in how we behave
internally and in our relationships with external stakeholders.
We interact with and develop close relationships with customers, internally and externally, as well as with other stakeholders. While we interact in many different ways, we believe that personal contacts are always the most efficient.
We operate worldwide with a long-term commitment to our customers in each country and market served. We keep our promises and always strive to exceed high expectations.
Our innovative spirit is reflected in everything we do. Customers expect the best from our Group and our objective is to consistently deliver high-quality products and service that increase our customers’ productivity and competitiveness.
12
OUR CORE VALUES
13
BUSINESS INTEGRITY
ur reputation is our most valuable asset and is determined by how we act. We avoid
any action that could jeopardize the respect for the Group. We set high business and personal ethics standards and we follow the laws and regulations in the countries where we operate. We look for
and work with business partners whose business- practice policies are consistent with our own.
We believe in transparency as a means to capture opportunities and to reduce risks. We thus encourage an ongoing dialogue with all of our stakeholders.
Open communications within the Group is important and we encourage information to be shared, but only within the frame of confidentiality and as appropriate. Everyone will have access to the information needed to efficiently carry out their jobs.
14
BUSINESS INTEGRITY
HONESTY ETHICS
T
LAWS & REGULATIONS
FULFILL PROMISES
HIGH STANDARDS
PROFESSIONAL BEHAVIOR
R
15
BASIC BUSINESS PRINCIPLE
ne basic business principle that we all need to follow when developing and implementing
our strategies is the step-by-step approach of first stability, then profitability, then growth. This principle is applicable to all operational units and fundamental in reaching our objectives.
Stability in operational performance comes first. With stability we understand our business and can predict the profitability; there should be no
surprises. Once we have reached this level, we know our business and our organization.
When stability is accomplished, the focus shifts to profitability, meaning to achieve a return on capital above the Group’s cost of capital. Finally, when an operation is stable and profitable, the focus is on growth. Sustainable profitable growth.
16
BASIC BUSINESS PRINCIPLE
GROWTH
PROFITABILITY
STABILITY
17
AGILE AND RESILIENT
ur operational business model has a strong foundation that gives us resilience. Even
when the business and investment climate is deteriorating, our service business gives recurring revenues and profit, and thanks to the asset-light manufacturing structure we also have low fixed costs. This allows us to continuously invest in innovation and competence, irrespective of current business conditions.
When one or more markets go down we can rapidly reduce our variable costs and working capital.
Conversely, in an improving business climate we can quickly grow thanks to our structure.
Throughout the business cycle, independent of the business climate, customers everywhere will
receive the best support from a professional service organization with limited need for new investments.
18
AGILE AND RESILIENT
19
SECURING LASTING RESULTS
ll operational units must have the three horizons in mind – short-,
medium- and long-term – and must manage them simultaneously.
Today we extend and defend the core. For tomorrow, which represents the medium term, the focus is on building new business and finding new ways of doing things. Finally, in the longer term, we must create new opportunities.
Needs must be defined for each time horizon: markets, channels, applications, technologies, product ranges, scope of supply, branding, business models, customers, service offerings, et cetera.
20
SECURING LASTING RESULTS
CREATE OPTIONS
BUILD NEW BUSINESS
DEVELOP AND DEFEND THE CORE
21
PRODUCT DRIVEN, CUSTOMER FOCUSED
he divisions are our highest operational units. They have their own operational and
consolidated profit responsibility and develop their objectives, strategies and structure within the scope of the business area.
The divisions generally conduct business through product companies, distribution centers and customer centers, which act on an equal-dignity basis. We are product driven and customer focused.
22
PRODUCT DRIVEN, CUSTOMER FOCUSED
23
THERE IS ALWAYS A BETTER WAY
e believe that there is always a better way of doing things.
We are committed to sustainable productivity and strive to deliver innovative, high-quality products and services. A new product should always add value and increase the competitiveness for the customer.
Continuous improvement in processes and in the efficient use of capital safeguards increased
productivity. This leads to lower costs and reduced risks, while increasing customer satisfaction.
24
THERE IS ALWAYS A BETTER WAY
CONTINUOUS IMPROVEMENT
INNOVATION
25
OUR STRATEGIC PILLARS FOR GROWTH
ur five strategic pillars are presence, innovation, service, operational excellence
and people.
We will increase presence and penetration and expand into selected market segments. If we sell directly or indirectly – and which brand we use
– depends on the respective market.
Innovation and the belief that there is always a better way is imbedded in our genes. We invest in research and development and continuously launch new products and service that increase customers’ productivity.
We will increase the service offer, perform service on a larger proportion of the products we have sold, and as such, give customers peace of mind during the entire lifecycle of the product.
We will continuously strive for improved operational performance with an efficient and responsible use
of resources. This means top-quality products and service to the right cost for our customers at all times.
We need competent people who want to perform together and who act in high speed. We strive to attract, recruit and develop skilled individuals and find ways to reduce their time to competence.
26
OUR STRATEGIC PILLARS FOR GROWTH
PRESENCE INNOVATION SERVICE OPERATIONAL
EXCELLENCE
PEOPLE
27
CUSTOMER FOCUSED
e are customer focused. Close and frequent interaction with customers safeguards
strong relations and knowledge about future needs.
Developing our markets should be based on segmenting, differentiating, and positioning our products and service. Sales channels must be chosen to give each product its best chance on the market.
Service activities consist of accessories, consumables, parts, service and maintenance, training, and rental. But it also means a professional customer oriented behavior and short response times.
28
The brand portfolio strategy is fundamental to us and it improves outreach and growth. Each brand strives to have a clear, unique, attractive image and position in its targeted market segment. The visual identity, strong messages and professional behavior play a vital role in achieving this.
CUSTOMER FOCUSED
29
PRODUCT DRIVEN
PRODUCT DEVELOPMENT
LEAN MANUFACTURING
SERVICE DEVELOPMENT
PROCUREMENT
LOGISTICS
BUSINESS PARTNERS
30
PRODUCT DRIVEN
service are designed to be innovative,
PROCESS ALIGNMENT
W
efficient, safe, ergonomic, and environmentally friendly. They are produced to provide a low lifecycle cost relative to the price.
The product management process covers the entire product lifecycle from product development to manufacturing, market launch and penetration, and service. Ultimately an old product is replaced by a new one with greater customer benefits.
We strive to standardize products and service as much as possible. By doing so, we secure high quality and low production costs combined with an optimized use of capital.
e strive for continuous improvement and
alignment in processes and in the efficient
use of capital, thereby safeguarding increased
productivity. Continuous improvement will yield
better results and reduced risks and increase
customer satisfaction.
FLOW
fast and efficient flow of assets and information is a necessity to satisfy
customer expectations and to reach our desired financial performance. Efficient material and information flow will generate cash flow.
31
PROCESS ALIGNMENT
CUSTOMER VALUE TRAINING SERVICE DELIVERIES
PRICE
PROCESS IMPROVEMENT
PROFIT- ABILITY
PRODUCT COST
DESIGN MATERIAL CAPITAL OVERHEAD LABOR FLOW LOGISTICS QUALITY
32
FLOW
DIVISION
BUSINESS PARTNERS
O
PRODUCT RESPONSIBILITY
BUSINESS SERVICES
DISTRIBUTION
CUSTOMER RESPONSIBILITY
CUSTOMER RELATIONS
CUSTOMER NEEDS AND SATIS- FACTION
FEEDBACK
PRODUCTS–INFORMATION–CASH
33
COMMITTED EMPLOYEES
o accomplish our mission and reach our vision we must have people that are committed to
customer value. We strive to be a good employer to attract, develop, and keep
qualified and motivated employees.
All of us are expected to contribute to the results by committing ourselves to the Group values, divisional objectives and to our own mission.
We are encouraged to take up new positions in other parts of the Group when we have
accomplished our mission. Continuous learning
and knowledge sharing are key parts of personal development. Mobility is one of the means to accomplish this.
34
COMMITTED EMPLOYEES
OUR LEADERS
• COOL BRAIN
• WARM HEART
• CLEAN HANDS
35
OUR LEADERSHIP
ll managers receive a mission from their superior, outlining the long-term
expectations and goals. Based on the mission we are expected to develop our own vision clarifying how we intend to achieve the mission with our respective teams.
The strategy defines which focus areas and activities that will put our vision into action. When the strategy is set a structure should be established for the organization, to ensure that processes for the implementation are in place.
We offer freedom with accountability. The role of the manager is to coach the employee in his/her professional life, but the responsibility stays with the employee. Appraisals are made on a yearly basis while coaching is an ongoing matter.
We need a flow of growing managers wanting to take on more and more complex responsibilities. We firmly believe in internal management resourcing and the vast majority of our managers is recruited internally.
36
OUR LEADERSHIP
STRATEGY
MISSION
GROWTH
STRUCTURE
PROJECT
PROCESS FLOW
PEOPLE
MAKE IT HAPPEN
37
A DECENTRALIZED GROUP
e work in a decentralized Group. This means that the person who is closest to a
problem or an opportunity has the authority to act and, at the same time, the responsibility to solve the problem or to develop the business.
To work in a decentralized Group also means that we, as individuals, must contribute to the total value of the organization. We should have the ‘big hat’ on and strive to find joint synergy solutions whenever possible.
We must always strive to provide the solution to a problem in the most cost effective way for our company and in due time.
To support our approach we have common processes, common services, common values, common responsibilities, common brands, and much more. This is what keeps us together and makes us stronger. This makes us the unique Atlas Copco Group.
38
39
OUR STRUCTURE
tlas Copco is organized in separate, focused, but still closely related business
areas, operating through divisions. The role of the business area is to develop, implement, and follow up on the objectives and strategy within the total business scope.
We are unified and strengthened through:
• A shared vision and a common identity
• The corporate culture and the core values interaction, commitment, and innovation
• A shared brand portfolio
• The sharing of resources and infrastructure support
• Common processes and shared best practices collected in The Way We Do Things
• Shared financial and human resources, and their free mobility
• A common leadership model
Through a common Holding structure we ensure that the Group stays unified with a strong culture and that we secure assets worldwide.
Common service providers are established to provide internal services faster, at a higher quality, and at a lower cost, thus allowing the divisions to focus on their core business.
40
OUR STRUCTURE
Compressor Technique
Industrial Technique
Mining and Rock Excavation Technique
Divisions
Divisions
Divisions
Construction Technique
Divisions
41
A GROUP TO BE PROUD OF
tlas Copco strives to be a good, reliable, and responsible corporate citizen.
We conduct business in a manner that preserves the environment for future generations and we respect fundamental human and labor rights.
We recognize that environmental and social considerations at times might override purely commercial aspects.
We offer a safe and healthy work environment that provides opportunities for long-term professional development, where the rights of people are respected, and where achievement and performance are rewarded in a fair way.
We stand by our responsibilities towards our customers, towards the environment and the people around us. We make performance stand the test
of time.
This is what we call sustainable productivity.
42
A GROUP TO BE PROUD OF
TOGETHER
WE MAKE IT HAPPEN
43
FIRST IN MIND–FIRST IN CHOICE®
We communicate to achieve results
We reply promptly
To ask for help is a sign of maturity
culture
We never
hide We
red
Development is an ongoing process
We reward result and performance
We learn from our
mistakes We are in charge of our own professional life
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