The 2030 Agenda for Sustainable Development emphasizes the interconnectedness of its economic, social, and environmental dimensions, recognizing their essential role in promoting human well-being. This study provides an in-depth analysis of EU Member States’ progress towards Sustainable Development Goal (SDG) 15—Life on Land—as outlined in the 2030 Agenda. Using official data from Eurostat, this study applies the AAA (Holt–Winters) exponential smoothing algorithm to analyze trends in key indicators from 2011 to 2021 and project these trends to 2030. The results reveal notable progress in the first years since the adoption of the 2030 Agenda but also highlights drought and soil erosion as escalating risks, particularly in Mediterranean regions and areas of intensive agriculture (Spain, Cyprus, Greece). Water quality emerges as a critical concern, and, alongside the ongoing rise in soil sealing, presents an added threat to ecological stability, agricultural productivity, and overall well-being.
Nowadays, the importance of the SME field becomes more and more a real basis for establishing and developing a modern, dynamic knowledge-based economy because their capacity to stimulate private ownership and entrepreneurial skills; to be flexible and to adapt quickly to a changing market; to generate new jobs. The accession of Romania to the European Union involve a lot of challenges and among them, the SME development plays a central role. So, the Romanian Government settled up the main priorities regarding the development of the small business sector: creating a business environment supportive of SME development and growth; developing SME competitiveness; improving SME access to financing; improving SME export performance; promoting an entrepreneurial culture and strengthening management performance.
An intrinsic constituent of this process is represented by the access of the companies to the financing which must be made in correlation with the adopted strategy of development, because this development needs time and, necessarily, the existence of the financing sources. The choice of these sources depends on the financial structure of the enterprise, on its financial situation. So, enterprises can choose between the internal sources and the external sources, the difference between these both being represented by their stability, their independence, their cost and the priority of the owners of capital in the situation of a bankruptcy.
Even if the internal sources are most often preferred by the managers because they assure the independence of the enterprise, these are not always sufficient. In that case, companies use the external financing sources which also have advantages as the deductibility of the expenses with the interests, what makes them less expensive.
Starting from the concrete realities of the contemporary world reflected in the system of crises which affects the worldwide economy, the outlooks of economical growing and development, the poverty which includes a bigger percent of Earth’s population, the uncertainty about the future of economy, the existing article tries to offer answers at some stringent problems with which the humanity confronts. The global economical and financial crise triggered in 2008 is one of the components of the „bunch” of actual crises next to the ecological one, power, alimentary, water’s one and not least educational and moral crise. These crises manifest at the scale of the whole planet, but they have different degrees from a region to another, from a state to another. The main cause is, in our opinion, the human, the society in its ensemble, which in the effort of adancing, of a better life thought only in this spirit, neglecting the environment which has degraded more and more.
The small and medium enterprises (SMEs) represent the backbone of the economy, playing a major economic and social role in the process of developing a dynamic economy. But the recent evolutions in the financial markets, the international financial crisis, the increased competition on markets, the lack of financial resources and the insufficient adaptation of many firms to the requests of the European market are new threats which can determine the bankruptcies of the Romanian SMEs. In this context, starting from the necessity to design an early warning system, we will elaborate a new model for analysis of bankruptcy risk for the Romanian SMEs that combine two main categories of indicators: financial ratios and non-financial indicators. The authors’ analysis is based on data mining techniques (CHAID) in order to identify the firms’ categories accordingly to the bankruptcy risk levels. Through the proposed analysis model they try to offer a real surveillance system for the Romanian SMEs which can allow an early signal regarding the bankruptcy risk.
Performance management includes activities that ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas. In these days of globalization and intensive use of information technology, the organizations must define and implement an appropriate strategy that would support their medium-term development, stability and competitiveness. This is achieved through a coherent and interrelated set of activities for understanding the customer expectations and the level at which the offer of organization add value to customers and satisfy their needs, define their internal organization to allow timely response to market demands without losing focus on client, tracking strategy and business model for the accomplishment of the organization mission, aligning the existing IT project management or under development implementation in organization with the strategic management of organization etc. Strategic Management determines the improvement of processes, effective use of resources, focus on critical areas in terms of finance, creating opportunities for innovation and technological progress, improvement of the supply mechanism and the duty to promote personal interaction and negotiation at all levels, continuous assessment of organization and its technological trends, analyze the market potential and competence field etc. Strategic management system will not give good results if the strategy is not defined by a set of operational objectives clearly at all levels. Business performance is based on a set of analytical processes of business, supported by information technology that defines the strategic goals that can be measured by performance indicators. Enterprise Performance Management creates a powerful and precise environment, characterized by data consistency, efficiency analysis and forecast effectively.
Enterprise computing has progressed enormously in just the last few years. Especially with the advent of the Web, not only is it possible for diverse organization to automate and integrate their businesses and computer operations, it is imperative that they do so. Suddenly, as more and more corporations become Web enabled and find themselves relying on a myriad of applications, the ability to evolve and integrate existing applications becomes significant. Virtually all enterprise organizations at some time face the problem of integrating different applications and database systems. In addition, enterprise organizations must constantly evolve. This need to evolve occurs as enterprises strive for competitive advantages. In today’s economy, it is rare for an organization to continue to be successful by merely maintaining the status quo. In a sense, enterprises are forced to evolve to stay at the forefront of their industries. Enterprises frequently find themselves having to merge with other enterprises, reorganizing their internal structure, and adopting new technologies and platforms as they strive for competitive advantages. The e-Business model is particularly useful for managing purchasing and supply-chain issues, managing customer relationships and providing customer service, and providing Webbased applications and services. Since it is imperative that enterprises adapt to business and technology driven changes, they need an e-Business model more than ever to adapt their existing business processes, applications, and enterprise systems to these changes. In these situations, enterprise application integration assumes a great importance. Enterprise application integration (EAI) enables an enterprise to integrate its existing applications and systems and to add new technologies and applications to the mix. EAI also helps an enterprise to model and automate its business processes.
Individuals in a business usually do not work entirely alone, but instead in teams, committees, departments, and other types of workgroups. To collaborate on common tasks, workgroup members can have meetings, talk on the telephone, send faxes, and distribute memos. Group members can also use workgroup information systems to help them collaborate. This type of system is also called a group support system because it supports the work of people in a group. This article looks at applications used in workgroup information systems, and shows how these applications affect group collaboration in businesses. First, we explain how workgroup information systems encourage group collaboration. Then we examine the characteristics of group collaboration and describe common workgroup applications and the software used for these applications, and finally we discuss about office automation and the virtual work environment.
The article entitled "Knowledge and behaviors regarding cariogenic nutrition in a group of adolescents from Bucharest", published in no. 4 of Medicine in evolution Journal, in 2021, has the following group of authors: Sfeatcu R.1, Radu A.C.2, Pîrvu C.3, Oancea R.4, Bucur MV. 5, Ilinca R.6. (The name of the last author has been corrected, instead of Radu I., Ilinca R. is correct).
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