Schüler und Lehrer kön-nen eine englische Über-setzung des Handelsblatt Newcomers auf unserer Internetseite kostenlos als PDF herunterladen. Mehr Infos unter: www.handelsblattmacht-schule.de/newcomer

Handelsblatt Newcomer auf Englisch

IN THEIR OWN WORDS...››Sometimes people are greedy – but the universal opinion that this especially applies to bankers is somewhat exag-gerated.‹‹

Anshu Jain, future Head of the Deutsche Bank (see page 4)

ENTREPRENEURS Starting your own business takes courage and careful planning. PAGE 2

SELL BY DATES When good food goes to waste. PAGE 5

SNEAK PEAK Students get a behind-the-scenes look at the Han-delsblatt editorial department. PAGE 7

Regine PalmHandelsblatt Düsseldorf

Why is petrol so expen-sive? The answer to this question can be

found thousands of miles away in the Strait of Hormuz. The Strait of Hormuz is a narrow waterway which forms the entrance to the Persian Gulf. The Republic of Iran and the Gulf state of Oman face each other on opposite sides of the Strait. The Strait measures 180 km in length and 54 km in width at its narrow-est. More than twenty percent of the world’s crude oil, shipped in gi-ant oil tankers, passes through this narrow waterway to destinations that include the Eu-ropean Union. The Strait of Hor-muz is of strategic importance for the global oil business.

And there’s the rub. Iran is threatening to block any traffic

in the Strait in reaction to the EU’s ban on oil imports from Iran which is due to become effective in summer. For its part the EU took this step because it suspects that Iran is planning to build its own nuclear weapons. By intro-ducing an import ban on Iranian oil, the EU is hoping to put pres-sure on the Iranian government to put a stop to these plans.

These actions have led to an increase of 20 USD per barrel (159 l) of crude which now costs USD

127. If Iran actually goes ahead and blocks the Strait of Hormuz, experts reckon that the

oil price could rise to as much as USD 200 per barrel.

This is an impressive example of the effects of political devel-opments on the global economy when they affect a strategically important shipping hub. These

hubs exist all over the world. They include important shipping ports, airports, cities or entire regions. One of these shipping ports is Shanghai. The bulk of im-ports into China is handled here. China imports its copper metal through the port of Shanghai. If shipments stopped, China could no longer manufacture products using copper. The effects would soon be felt around the world in the car manufacturing and elec-tronic industries.

London Heathrow airport is another example of a major air travel traffic hub. With roughly 70 million passengers a year, Heath-row is the most important centre for passenger air traffic in Eu-rope. When the Eyjafjallajökull volcano erupted in Iceland in 2010 thousands of air passengers were unable to travel. The conse-quences were enormous for the global economy.

International hubs such as the Strait of Hormuz have a major influence on the global economy.

Will Iran block the Strait for oil

tankers?

I R A N

April 2012ISSUE 18NEWCOMER

H Institut fürÖkonomische BildungIÖB

www.handelsblattmachtschule.de/newcomer Photo: Jacques Descloitres, MODIS Land Rapid Response Team, NASA / GSFC

Star

tin

g a company

Starting a compa

ny

Star

tiin

ga company

Stttarting a commpa

nnyy

Dirk Graber

Dirk Graber is the founder of Mister Spex, an online store for eyewear. The 34-year-old previously worked as a management consultant and studied economics in Leipzig.

How did you come up with your business idea? During my studies, I already had the dream of founding my own company at some point. After internships at Ebay and Jamba, I decided that I would focus on the area of e-commerce, or internet retail, once I became self-employed. After some strategic planning, I decided to jump into the eyewear market.

What advantages do you see in being self-employed?The advantages are fairly obvious: As founder, I can implement my own ideas, try new things and have a great amount of control.

And the disadvantages?The freedom that I have can also become a burden. I carry the main risk for myself and my employees. It is important to have a back-up plan if starting your own com-pany doesn‘t work out.

What questions should be answered before starting a company?What is my goal for this company? That is the most important question for me. Where do I want to go and what do I want to achieve? Do I want to be self-employed just to earn money? Or do I want to bring a vision to life and create a long-standing company? It is also helpful if the person is familiar with their own strengths and weakness-es. Do I have the necessary patience and motivation to make it through the tough times? Founding a company can be a bit like a roller-coaster ride at times.

This interview was conducted byDiana Fröhlich, Handelsblatt Düsseldorf, und Inga Stapel, Handelsblatt Newcomer Student Editorial Board OldenburgThe complete interview can be read at: www.handelsblattmachtschule.de/ newcomer

Q&A WITH:

Hundreds of thousands of Germans start their own company each year. In doing so, young entrepreneurs have to overcome a wide variety of challenges. Diana FröhlichHandelsblatt Düsseldorf

When Adi Dassler, the son of a Bavarian shoemaker, sewed his first running shoe in his

mother’s laundry room in 1920, he could not have foreseen that he was laying the foundation for one of the most successful sports equipment manufacturers in the world: Adidas. Some sixteen years later many of the world’s best athletes were wearing his shoe creations at the Berlin Olympic Games. The company went pub-lic in 1995 and remains one of the most popular sports brands in the world to this day. This past year Adidas generated sales of 13.3 billion euros.

According to statistics published by the Federal Statistical Office, hundreds of thousands of Germans start a com-

pany each year. But only a fraction are

as successful as Adi Dassler or as fa-mous as Melitta Bentz who invented the paper coffee filter in 1908. Yet a country’s economy depends on young people be-coming entrepreneurs and developing new ideas as a means of driving innova-tion and creating jobs. Take Steve Jobs. Having founded his company in a garage in Palo Alto, the electronics corporation Apple went on to revolutionise an entire industry. Today Apple enjoys cult status. It is one of the most unique computer manufacturers in the world with a global workforce exceeding 60,000 employees.

Adi Dassler and Steve Jobs were in the right place at the right time with their innovative ideas. They were prepared to take a risk. There was no guarantee of success for either of them. The initial motivation for all entrepreneurs run-ning their own company is to make a living. “In many cases the decision to be-come self-employed has to do with a de-sire to be totally independent” says Eva May-Strobl of the Institute of Small and Medium-sized Enterprise Research (IfM) in Bonn. The endless possibilities for be-ing creative and the freedom to develop new ideas are what make being your own

Be Bold!

HANDELSBLATT FOCUS April 2012, ISSUE 18H2

Photo: Mister Spex, Illustration: ImageZoo / Corbis www.handelsblattmachtschule.de/newcomer

This past year, over 500,000 new businesses were founded in Ger-many according to

the Federal Statistical Office. All of these entrepreneurs are hop-ing to turn their dreams and ideas into reality. They might open a café or small shop, found a workshop or launch an internet start-up (see page 8). Others might offer services, such as ar-chitects, journalists or engineers with their own offices. A carefully thought out plan and courage

are the first step towards self-employment. Carrying out that plan requires good organisation and a struc-tured approach. There are many important tasks that entrepre-neurs have to deal with in the early phases: Finding the right location for their business, establishing a customer base, taking care of the various paperwork, financing the operation and possibly even find-ing suitable employees. Vocational training or a college degree are often a key factor in the success of a business idea.

A basic knowledge of econom-ics and business management also help when considering the financial risk involved. The ability to view topics from various an-gles also helps in communicating with customers and employees.You can learn more about self-employment at the Federal Min-istry of Economics and Technol-ogy‘s entrepreneur website at: www.existenzgruender.de

Rebecca StabbertInstitute of Economic Education at Oldenburg

Working Hard to Achieve the Dream

SELF-EMPLOYED

An entrepreneur‘s dream come true

That‘s the pupil‘s view

Only about 40 percent of entrepreneurs

are women.

boss so attractive. But May-Strobl warns against too much enthusiasm. She points out that going it on your own holds sig-nificant risks. It requires time, patience and a lot of money. If the project fails, the investment is rendered worthless.

Making the formal arrangements to set up a business is not that complicated. According to the IfM it takes 4.9 days and about € 226 on average to found a company. This sum includes the fees for registering the company with the local authorities and Inland Revenue as well as those for entry on the Commercial Regis-ter. It also includes the fees for the public notary. When both the paperwork and the bureaucratic formalities have been completed, the real work can begin. In many cases this means hiring staff and finding office space. Re-garding the period of time needed to register a new business, Germany ranks somewhere in the middle compared to other Euro-pean countries. In Denmark it only takes one day while in Poland you need three weeks. It costs nothing to set up a com-pany in Slovenia, whereas an entrepre-neur needs at least 2,600 euros in Italy. The fees for the public notary in Italy are high too.

Far more important than the bureau-cratic hurdles are very thorough prepa-

ration and a detailed, sen-sible business plan. Dirk Graber is a young entre-preneur with a successful company. A few years ago he launched his business based on the idea of sell-ing brand name eyewear on the internet at prices which were thirty per-cent lower than those of-fered at shops. Customers fill in the results of their eye tests on the company website. Mister Spex then forwards these details

to the lens manufacturer. The finished glasses are cheaper because there are no costs incurred for renting shop space. The idea has proven innovative and successful. Mister Spex

posted a turnover of 17 million euros in the past financial year. Though this still is significantly lower than market leader Fielmann, with a reported turnover of 1.05 billion Euros, Graber has certainly made a name for himself in the ophthal-mic business (see interview p.2).

A typical misconception is that it is only men who set up companies. Howev-er, the number of women who register a new company is just under forty percent

although half of the working population is made up of women. According to Eva May-Strobl women simply feel less in-clined to start up a business.

Venturing into business requires courage and staying power. When WW II ended, Adi Dassler fell out with the broth-er with whom he had built up the com-pany Adidas. Rudolf Dassler left the com-pany in 1948 and in direct competition founded his own sportswear company called Puma. Although both companies are no longer family-run businesses, the spirit of their original founders can still be felt today.

April 2012, ISSUE 18H HANDELSBLATT FOCUS 3

www.handelsblattmachtschule.de/newcomer Photo: Simon Jarratt / Corbis, Caricature: Lea Zuch

+4 000

in EUR m

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8000

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Investment banking Private customersThe Deutsche Bank's earnings* by segment:

Source: BloombergHandelsblatt * Earnings before taxes

Ashton Kutcher

Anshu Jain – chairman designate of Deutsche Bank

Michael KochInstitute of Economic Education at Oldenburg

It took longer than expected for agreement to be reached on who would succeed Jo-sef Ackermann as Chairman of Deutsche

Bank. As of 31 May 2012 Jürgen Fitschen and Anshu Jain will share the management of Germany’s largest bank. Anshu Jain will be the first non-European chairman to lead Deutsche Bank. For Jain, who was born in In-dia, the position will not only hold new chal-lenges and responsibilities. His life is about to change quite radically too. Up till now the in-vestment banker (see page 8) has studiously

avoided the public limelight. But from now on he will become the very public face of one of Germany’s most important financial institu-tions with 24-hour security and bodyguards.

Jain is of Indian descent and was born in Rajasthan in 1963 into a middle-class family. His parents placed great emphasis on the val-ue of education and discipline. Jain studied economics in the Indian capital New Delhi and moved to the US in 1985 to work for a number of large financial institutions. In 1995 he joined Deutsche Bank in London where he has also made his home. Over the years Jain’s

influence at Deutsche Bank grew. He is largely credited with the bank’s rise to become the international powerhouse it is today. He has been a member of the Deutsche Bank’s top management team since 2009. Jain is mar-ried with two children. His wife is a success-ful children’s book author. Jain has spent the better part of his professional life discreetly arranging major deals and financial transac-tions. His new position requires quite a new set of skills and responsibilities. Following the financial crisis shareholders (see page 8), the public at large and politicians are pushing for a fairer distribution of wealth. Jain needs to rebuild trust, as banks are widely perceived as institutions with a ruthless appetite for ever growing profits. Here the language bar-rier could present a problem for him. Jain speaks hardly any German.

Jain witnessed the effects of widespread hunger as well as the consequences of a planned economy in India. That is why he is a passionate market economist. His views on the market economy are as little likely to change as is his habit of stashing his papers into a small backpack when he travels.

Beate FaulbornInstitute of Economic Education at Oldenburg

Actor Ashton Kutcher made headlines recently for two

different reasons: His divorce from his wife, Demi Moore, a Hollywood icon 15 years his sen-ior, and his new role as Walden Schmidt in the sitcom “Two and a Half Men”. However, very few people know that the 34-year-old American is also a success-ful entrepreneur.

After graduating high school, Kutcher initially studied bio-chemistry. He gave up his stud-ies though after a talent scout led him into modelling where he quickly received contracts from well-known brands. Around this same time, TV producers discovered his acting talents and he received a role on the TV series “That 70‘s Show”.

In 2000, he began his career as a businessman. As a co-found-er of the production company

“Katalyst Media”, he produces TV shows and films. He also fi-nances IT start-ups (see page 8) as the owner of “A-Grade”, an in-vestment firm that he founded a few years later. Kutcher has invested for example in three Berlin-based companies: the opinion-platform “Amen”, the music service “Soundclub” and the city guide portal “Gidsy”.

Kutcher himself says that act-ing is still his most enjoyable pro-fession. That gives his fans hope

that he will continue in his role as Walden Schmidt for a long time.

Hollywood Star and Entrepreneur

Stepping into the LimelightAnshu Jain is used to operating discreetly in the background. This is about to change on June 1 when he moves to the top job at Deutsche Bank.

PROFILE April 2012, ISSUE 18H4

Photos: Deutsche Bank; Rose Palmisano / ZUMA Press / Corbis www.handelsblattmachtschule.de/newcomer

Christoph Kapalschinski Handelsblatt Düsseldorf

Throwing away food confronts us with a moral problem. Food manufacturers compete for the best spot on supermarket shelves while aiming for a fast turnover

of their products. That is also the reason why food manufactur-ers have a great interest in short “best before” dates. Customers, on the other hand, are increas-ingly looking to buy organic products made from sustainable sources. They are no longer will-ing to support the wastage of precious resources. Manufactur-ers are beginning to take this is-sue seriously. Real supermarkets,

a Metro group subsidiary, recent-ly invited a number of important representatives from the world of politics and society at large to take part in a public panel discus-sion on this subject. That at least is a beginning. It is at meetings like these that manufacturers are forced to explain their position. But real change can only be brought about when the con-sumer exercises pressure on food

companies. As consumers we are called to act more responsibly. Companies who treat the food they produce without due care will only change their tune if we as customers act more respon-sibly. Companies fear nothing more than consumers voting with their purchases and taking their business to a competitor who treats food products with much greater care.

COMMENT Moral Dilemma

You said it:“Expired doesn‘t mean spoiled.” Eileen, Year 13

Tons of edible food are thrown away each year. Best-before dates are one reason for this waste.

Simone MalzInstitute of Economic Education at Oldenburg

Eleven million tons of food are thrown away each year in Germany accord-ing to a study by the Ministry of Con-

sumer Protection. The majority of this waste comes from private households. Every Ger-man citizen tosses nearly 82 kilograms of bread, fruit and meat into the waste bin on average each year even though over half of this food is still edible. This fact becomes even more shameful when considering the nearly one billion people around the world who are under-nourished.

Various scientists and even some politi-cians blame this trend especially on the lack of clarity regarding best-before dates and what they mean. Many people think that cheese, sausage, meat and yoghurt are bad once they reach that date. In many cases, however, this food can still be eaten without any worry.

So what are these dates good for and why are they there? In Germany, food manufacturers are required to provide a date that shows how long a product will retain its specific properties if properly stored. These properties include scent, fla-vour, colour and texture. This means that the best-before date informs consumers on how long a cola will retain its fizz or how

long cookies will remain crispy. It does not provide information on when

a food is no longer edible or could make a person sick. Some politicians

are there-

fore pushing for rules that would require a date on every package of food that would tell consumers when the specific item should no longer be eaten.

Whether or not that would solve the issue of throwing out good food is ques-tionable. There are other factors at play besides the best-before date. For example, supermarkets regularly sort out tons of bread, fruit and vegetables because cus-tomers want fresh products while expect-ing a large selection. Thankfully there are organisations that collect this food and give it to the needy which helps soothe the consciences of some. However, this doesn’t change our society’s consumption hab-its or the huge piles of rubbish that result from them.

Just Throw It Away

April 2012, ISSUE 18H COMPANIES AND MARKETS 5

www.handelsblattmachtschule.de/newcomer Photos: Alex Masi / Corbis; Pablo Castagnola für Handelsblatt

The Global Corporation

Michael KochInstitute of Economic Education at Oldenburg

Globalisation has changed econom-ics in major ways. One example is the way companies distribute

tasks today. It used to be that companies would research, develop, produce, sell and deliver their products from a single location. Now, international companies

often divide these tasks over various con-tinents. This allows companies to save on certain costs thanks to shorter delivery routes or lower personnel costs stemming from cheaper wages in places like Asia or Eastern Europe.

The graph shows how global compa-nies operate: The company‘s headquar-ters, where managers make important

strategic decisions, is based in Europe while researchers and developers work in North America. Workers produce the goods in South-east Asia while the call centre for customer support is based out of India. Ships and aircraft transport the goods and sales centres (see page 8) coor-dinate the distribution of products to the individual regions.

ResearchDevelopers are located in the US to take advantage of the cutting-edge scientific research done there.

Headquarters

Sales and marketing

Call centre

Land transport / procurement

Managers guide the company from its headquarters in Germany.

Sales centres decide how to distribute the produced goods among the various countries.

Service providers in India answer customer questions and complaints.

Suppliers manufacture their parts and send them to China.

Production

Transport by sea

A plant in China handles final assembly.

Products are shipped around the world from Chinese ports.

KONZEPT/GRAFIK: KircherBurkhardt Infografik

HANDELSBLATT EXPLAINED April 2012, ISSUE 18H6

Illustration: Kircher Burkhardt Infografik www.handelsblattmachtschule.de/newcomer

It‘s your turn! At www.facebook.com/ handelsblattmachtschule you can post your own articles, share ideas with fellow students, and discuss the Han-delsblatt Newcomer. We want to hear your opinion on our articles. Feel free to share your ideas and suggestions as well!

FACEBOOK

The clock is ticking at the Handelsblatt

You said it:“If you dream of working as an editor, you should start looking for internships at an early stage.” Emely, Year 11

Luca during his exchange year in Buffalo

On a tour of the Handelsblatt, the Handelsblatt Newcomer Student Editorial Board got an up-close look at how newspaper articles are created day in and day out.

Handelsblatt Newcomer Student Editorial Board (Years 10 to 13)Helene-Lange-Schule Oldenburg

At last it was time to see how things are done at the offices of our big sister the Handelsblatt newspaper.

The Newcomer student editorial board was invited to tour Handelsblatt in Düsseldorf. There were seven in our group and Dieter Fockenbrock, senior correspondent with Handelsblatt, showed us around.

We were introduced to the daily routine of newspaper making which includes a great

deal of forward planning and regular up-dating. We learnt that the pressure mounts in the afternoon as the deadline for articles to be written and completed draws nearer. Copy and whole pages are constantly re-vised right up to the last minute. So when the paper hits the news-stands in the morn-ing the stories and news items are still up to date. The editorial staff, journalists who research and write, desk editors who plan

the pages and not least the graphic artists re-sponsible for e n h a n c i n g the articles with meaningful diagrams and charts, work under a great deal of pressure.

The Handelsblatt editorial structure is common to most newspapers. It is divided into themed sections roughly reflecting the structure of the print edition, such as “Poli-tics & Economics” or “Companies & Mar-kets”. Within these sections reporters cover a particular beat enabling them to specialize in a particular subject or subject area. This usually saves them having to start research-ing a subject they are not too familiar with from scratch. Competent, dedicated journal-ists are a big asset but so too is a good story. Contacts and sources such as news agencies and wire services are the lifeblood of jour-nalism. Yet every single day newspaper jour-nalists dream of that one exclusive piece of news likely to give their publication the edge on their competitors. When it does happen the paper is headline news for the day.

Behind the Scenes atHandelsblatt

The Exchange Year ExperienceLuca Schüler (Year 11)Altes Gymnasium Oldenburg

My exchange year in the US is the best thing that has ever happened to

me. I‘ve been living in Buffalo, a town of about 5,000 in the state of Wyoming, USA, for the last eight months.

It wasn‘t easy leaving Germany, but as I walked off the plane and heard the first announcement over the airport loud-speakers in that drawn out American slang, I knew that I had made the right decision. My guest fam-ily gave me a warm welcome. With their help, I was able to quickly integrate into the local culture – even if it is very differ-ent from back home. For example, I could ride a horse to school here and the school

would have to care for my horse during lessons.

I am the only exchange student in the city, but thanks to the Rotary Club, which helped organise my exchange year here,

I‘ve gotten to know many other exchange students from vari-ous countries. They have travelled from all over the world including Thailand, Mexico, India and Norway. It is excit-ing to listen to them share their experi-

ences and realise how differently we perceive this new culture and lifestyle here in the US.

I‘ve joined the “speech and debate” team at my school. The members of this club dis-cuss various aspects of politics and the econo-

my. As part of the club, I‘ve learned a lot about how the presidential voting process works in America. The Republican Party‘s on-going search for a candidate is a hot topic here in the US. The Republicans have to choose someone to go up against Barack Obama for the presi-dential elections in November.

I think that I have grown up a great deal thanks to my experiences from the exchange year and would encourage every-one to spend some time in a foreign country. It truly is the experience of a lifetime.

April 2012, ISSUE 18H STUDENT JOURNALISTS 7

www.handelsblattmachtschule.de/newcomer Photos: Rudolf Wichert für Handelsblatt; privat

VocabularyENGLiScH DEUTScH ENGLiScH DEUTScH

crude oil Rohöl customer base Kundenstamm

there’s the rub Da liegt der Haken limelight Rampenlicht

hub Knotenpunkt powerhouse hier: führendes Unternehmen

internship Praktikum ruthless gnadenlos

to implement sth. etw. umsetzen Chairman designate designierter Vorsitzender

roller-coaster ride Achterbahnfahrt best-before date Mindesthaltbarkeitsdatum

entrepreneur Unternehmer(in) undernourished unterernährt

to go public an die Börse gehen fizz Sprudel

to go it on your own etw. auf eigene Faust machen the needy Notleidende

to render sth. worthless etw. wertlos machen wastage Verschwendung

local authority städtische Behörden copy Text

costs incurred entstandene Kosten wire services Informationsdienste

ophthalmic ophthalmisch (das Auge betreffend) to perceive wahrnehmen

misconception falsche Annahme bonds Anleihen

staying power Durchhaltevermögen to encompass sth. etw. umfassen

Start-up, Pages 3, 4 Start-ups are young companies that are based on an innovative business idea. Gen-erally these companies are started with very little of the founders‘ own money. They therefore depend on external fund-ing over the long-term. Investors provide the company with money in return for a share of the company‘s future profits.

Investment banker, Page 4 The banking business is divided into vari-ous segments: Business with private cus-tomers (which includes maintaining check-ing and savings accounts), business with commercial customers (which includes providing loans for companies) and invest-ment banking. An investment banker man-ages the assets (money) of bank custom-ers and attempts to generate the largest possible profit by investing this money into various financial products, such as stocks and bonds.

Shareholder, Page 4 A shareholder, as the name implies, owns a share in a company. Shareholders can exercise influence over the company by voting on certain company decisions. A person becomes a shareholder by pur-chasing shares in a company through the stock market. People who are heavily in-volved with a company, such as CEOs and other executives, will sometimes be given shares in their own company as a form of payment.

Sales, Page 6 In general, the term “sales” encompasses all activities related to the sale of a com-pany‘s products or services. However, the term can also be reduced to mean merely the act of selling itself. This would include the finalisation of purchase agreements for example. Sales also can include the division of goods and how they are distributed from the production halls to the various retailers.

Cheat sheetAn overview of the most important words and phrases from this issue

Dieter Fockenbrock (Chief Correspondent at the Handelsblatt) and Hans Kaminski (Scientific Director of the IÖB)

Dear readers,

the latest edition of the Handelsblatt New-comers is here to welcome you back from the Easter holidays. Our reports in this edition include exciting stories about entrepreneurs on pages 2 and 3. On page 4, we take a closer look at film and TV star Ashton Kutcher, who is also a successful businessman away from the camera. The issue of wasted food is also critically analysed on page 5 as unbelievable amounts of perfectly good food are thrown out each year.You‘ll also find something new on page 6: Instead of an original Handelsblatt article, we examine a large informative graph from the Handelsblatt in the economy section. It depicts the structure of globally operating companies. As always, we hope you enjoy this edition of the Handelsblatt Newcomer.

ImpressumHerausgeber: Dieter Fockenbrock, V.i.S.d.P. (Handelsblatt) und Hans Kaminski (Institut für Ökonomische Bildung, Uni Oldenburg)Redaktion: Melanie RübartschKonzept: Katrin Eggert, Dieter Fockenbrock, Hans Kaminski, Michael Koch Art Director: Nils WernerKoordination: Maren Kienaß, Melanie RübartschLayout und Fotos: Sandra Janzsó, Jean-Philippe Ili, Corinna ThielHandelsblatt-Newcomer Online: Eva Erb-SchulzeMarketing und Vertrieb: Julia ReibelEnglische Übersetzung: John Dalbey für die PONS GmbHVerlag: Handelsblatt GmbH Geschäftsführung: Marianne Dölz, Dr. Michael Stollarz Kasernenstr. 67, 40213 Düsseldorf Tel.: +49 (0) 211-887-0Druck: kuncke druck GmbH, Kornkamp 24, 22926 AhrensburgMitarbeiter dieser Ausgabe: Luca Schüler, Lehrer und Schüler der Helene-Lange-Schule Oldenburg (Ortrud Reuter-Kaminski, Emely Bagge, Eileen Bokelmann, Tanja Bohle, Annkathrin Eckmeyer, Martha Heeke, Lena Matthes, Lea Schönborn, Inga Stapel, Lea Zuch)Sie als Lehrkraft können Handelsblatt Newcomer für Ihre Schüler kostenlos bestellen: www.handelsblattmachtschule.de/newcomerFragen und Feedback: hb.schule@vhb.de oder über Facebook (www.facebook.com/handelsblatt-machtschule). Für Unternehmen mit Interesse an einer Partnerschaft: hb.schule@vhb.de Handelsblatt Newcomer erscheint alle zwei Monate.

Bildmaterial mitfreundlicher Unterstützung von:

Programme mitfreundlicher Unterstützung von:

FUN & FACTS April 2012, ISSUE 18H8

Photos: Judith Wagner / Handelsblatt; Institute of Economic Education at Oldenburg www.handelsblattmachtschule.de/newcomer