DOCSLIB.ORG

Participant List 2019

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Participant List 2019 Participant List 2019 Aditya Birla Group Kailash Pandey, President & Unit Head – Aditya Aluminium (India) Born (1973) and brought up in Varanasi (The holy city of India). My wife Bharati is a homemaker. She completed her MA (Political Science) from Banaras Hindu University (BHU). I have two daughters; Elder daughter Ayushi is in Medical 3rd Year and younger daughter Bhavya is in class- 11th Education Electrical Engineer – BIT Sindri, Energy Auditor – BEE India, MBA – Universitas -21 Global, Short Term Leadership Course – Indian School of Business and Harvard Business School, Turning Point – ABG leadership program, ABG Coach – CFI (Designed for ABG) My professional Journey I joined Hindalco in 1995 as graduate engineer trainee in Renukoot Plant (In Uttar Pradesh India), which is one of the biggest integrated plant in Asia, and worked in Rolling Mills, Extrusion Presses, Wire Rod, Rectifiers, Smelter automation and Power Plant. After 19 years relocated to Aditya Aluminium in Sep-2014 as Smelter Head. Aditya Aluminium is green filed Smelter plant 360 KT Smelter and 900 MW power plant approximate 2 billion USD investment, 3300 Acers area and approximate 3500 employees. Plant started in Jan-2014 and completed in March-2016. I become Unit Head of Aditya Aluminium in Oct-2017. Aditya Aluminium is one of the purest aluminium metal producers in the world. We export 95% metal to USA, Japan and Korea. Boeing, Mitsubishi and Hyundai are our customer. Awards: I got the distinguished achiever, exceptional contributor and Value role model award from Chairman. Hobbies: Reading books, singing, playing cricket Michael O’Blenis, Chief Executive Officer – AV Nackawic (Canada) Mr. Mike O’Blenis was appointed President and Chief Executive Officer of AV Group NB Inc. in 2015, a member of the Pulp and Fibre division of the Aditya Birla Group. Mike is currently also President of AV Group Canada. Mike previously served as Vice President Fibre Supply and Government Relations For AVG Canada, and has been with the Aditya Birla Group since 2012. Prior to joining AV Group, he served as Vice President Forestry Operations for Eacom Timber, and previously spent 8 years with Domtar Inc. in Senior Operational positions including Director of Forestry Operations Ontario. Mr. O’Blenis is a Board Director for the Forest Products Association of Canada, Director and the outgoing Chairman of the New Brunswick Forest Products Association, and is a Director for Forest Protection Limited, the Ontario Forest Industry Association as well as a Director for the New Brunswick Forest Products Commission. Chandra Bhattacharjee, CHRO – Chemicals, Fertilisers and Insulators (India) Mrs. Chandra Bhattacharjee currently CHRO of Chemical, Fertilisers & Insulators business of Aditya Birla Group. A US $44.3 billion corporation, the Aditya Birla Group is in the League of Fortune 500. Anchored by an extraordinary force of over 120,000 employees, belonging to 42 nationalities. Over 50 per cent of its revenues flow from its overseas operations spanning 35 countries. The Aditya Birla Group was named the AON best employer in India for 2018 the third time over the last 7 years. The Group was earlier ranked fourth in the world and first in Asia Pacific in the 'Top Companies for Leaders' study 2011, conducted by Aon Hewitt, Fortune Magazine and RBL (a strategic HR and leadership advisory firm). The Group has also topped the Nielsen's Corporate Image Monitor 2014-15 and emerged as the 'No.1 Corporate', the 'Best in Class', for the third consecutive year. The Group is globally a known business in the following sectors: First in Aluminum, First in Viscose Staple Fibre, First in Carbon Black, Fourth Largest in Insulators Fifth Largest in Acrylic Fibre Among Top 4 cement producers Among the best energy efficient insulator plant Aditya Birla Chemicals is a leading manufacturer of bulk and specialty chemicals and viscose filament yarn. The business is spread across multiple manufacturing locations in four countries – India, Thailand, Germany and China. The business is creating a strong footprint in the chemicals industry – it is a market leader in the chlor-alkali segment in India; is at number two position in viscose filament yarn and is the third largest manufacturer in the world in sulphites. The combined employee strength in CFI sector is approximately 9000 employees and the total revenue generated is 12,000 crores. Mrs Chandra Bhattacharjee has an experience of 28 years in the field of Human Resource Management. Her Human Resource experience includes working in IT enabled HR domain, wherein she was responsible for implementing Peoplesoft HRMS software in Aditya Birla Group. Mrs Chandra Bhattacharjee also has experience in the domain of leadership development and learning. She was program director in Gyanodaya, the Management Development Institute of ABG. Over the last 3 years, she has been leading the Human Resource functions in the CFI sector and heads a team of around 200 professionals in the CFI sector. Her interest areas are in Self-Development, HR Strategy and Leadership Development. Andrea Lissoni, Director FP&A Novelis Asia (Korea) Andrea is Italian and was born on 18 February 1974. He is married with 2 children Career Summary May 2015 – date Novelis Inc. Aluminium rolled products Jul. 2017 - date Director Financial Planning & Analysis Novelis Asia (Seoul – South Korea) – International Assignment May 2015 – Jul. 2017 Director Controller Novelis Europe (Zürich – CH) Dec. 2008 – April 2015 AUTONEUM AG (Zürich – CH) Automotive Supplier listed at SIX Swiss stock exchange. Aug. 2010 - date Head of Controlling Europe Division & Regional Program Officer Continuous Improvement Dec. ‘08 - Aug. ‘10 Operational Controller May 2006 – Dec. 2008 Group Corporate Controller Sogefi Group S.p.A. - (Milan – IT) - Automotive Supplier Jan. 2004 – May 2006 Senior Consultant / Assistant Professor SDA Bocconi - (Milan – IT) - Business School Education & Qualification Academic Studies: 2003 MS Controlling, Bocconi Univ. – Milan (IT) 1999 MS Business Administration, Bocconi Univ. – Milan (IT) 1993 Accounting Diploma, Galilei Institut – Varese (IT) Languages: Italian mother tongue, English and German fluent, French basic; IT Knowledge: ERP: SAP Fi-Co, Oracle, BaaN; Reporting: Hyperion, Cognos 8, Peoplesoft; Datawarehouse: SAP BW, Windows SQL; Others Recognized as a collaborative and supportive leader willing to take ownership of challenges. Piyush Maheshwari, SR, Vice President – corporate Finance (India) Qualifications ACA (May-1996), CFA (June-2008), FRM (2010) Professional Summary |Work experiences Post Qualification 23 Years Work Experience Joined Aditya Birla Group in July-1997 at Grasim (SFD-Nagda). Part of the team formed for acquisition of AV Cell Inc., Canada. Moved to newly created Grasim – Corporate Finance Division at Mumbai in June 1999 handled Corporate Accounts & MIS, Investor Relations and last one headed Treasury Function (2007-2009). Worked on Acquisition of AV Nackawic Inc., Canada and served as its First Financial Controller (2005- 2006). Moved to Birla Carbon in June-2010, worked on acquisition of Columbian Chemicals and integration thereafter. Responsible to handle/support Strategic Projects for Birla Carbon and handling Global Banking. Currently Working in Group Corporate Finance in M&A. Achievements |Awards Awarded Chairman’s Individual Awards -2013 in “Exceptional Contributor for Functional Excellence” Category Completed Chartered Accountancy Course before the age of 21 Years Secured All India Rank (49th) in CA-Foundation (June-1993) Professional association | Memberships Member of IAIP (Indian Association of Investment Professionals – affiliated to CFA Institute, USA). Associate Member of Institute of Chartered Accountants of India. Certified Financial Risk Manager and member of GARP (Global Association of Risk Professionals) Wife – Currently Working with ICICI Bank – SME Corporate, Team Leader. Has a Son,14 Years and a Daughter, 8 Years. Extracurricular Interests are Cricket, Music, Movies and Tourism Mangesh Soman, Joint President – Corporate Economics Cell (India) 46-year old professional with 24 years of experience in media and corporate. Currently based in Mumbai as Joint President, Corporate Economics Cell, Aditya Birla Group. Education: Masters’ degrees in Economics (1995), Finance (2005) and Business Administration (2011). Areas of interest: Economics, Business Strategy, Business Planning and Analysis, Risk Management, Policy Analysis. Current Position: Joint President, Corporate Economics Cell, Aditya Birla Group, Mumbai (Since 2016) Corporate Economics Cell (CEC) is a function that supports the needs of economic analysis across Aditya Birla Group, a $45-billion multinational conglomerate with interests across manufacturing and services businesses. Reporting to: Group Chief Economist Forecasting of key currencies, interest rates and other macroeconomic parameters; these forecasts are used for Planning purposes, project evaluation, long-term strategy formulation, decision-support for hedging, etc. Coordinate the functioning of the Group’s Forex & Treasury Committee: The Committee periodically reviews guidelines for currency hedging and treasury operations; and acts as a forum to discuss market views. CEC also monitors the adherence to guidelines by Group companies. Supporting policy advocacy needs of the Group businesses. As a senior team member, oversee various analytical projects, including demand/price-forecasting studies, economic briefing notes for senior management. Immediate
Load more

Recommended publications
  • Organization Sector Report Title Publication Year Report Type
    GRI Reports List 2012（Japan） last updated: April 2013 Organization Sector Report Title Publication Year Report type Application Level Status Adeka Chemicals CSR Report 2012 2012 GRI - Referenced Advantest Technology Hardware Corporate Report 2012 2012 GRI - Referenced AEON Retailers Environmental and Social Report 2012 2012 GRI - Referenced Aeon Retailers Environmental & Social Initiatives 2012 2012 Non - GRI Aishin Seiki Equipment Aisin Report 2012 2012 GRI - Referenced Ajinomoto Food and Beverage Products Sustainability Report 2012 2012 Non - GRI All Nippon Airways Coompany Limited Aviation Annual Report 2012 Non - GRI Asahi Glass Company Chemicals AGC Report 2012 2012 GRI - Referenced Asahi Group Holdings Food and Beverage Products CSR Communication Report 2012 2012 GRI - Referenced Asahi Kasei Chemicals CSR Report 2012 2012 GRI - Referenced Astellas Pharma Health Care Products Annual Report 2012 2012 GRI - G3.1 B Self-declared azbil Conglomerates azbil Report 2012 2012 Non - GRI Benesse Holdings, Inc. Other Benesse Report 2012 2012 GRI - Referenced Bridgestone Chemicals CSR Report 2012 2012 GRI - Referenced Brother Technology Hardware CSR Report 2012 2012 GRI - Referenced Canon Technology Hardware Sustainability Report 2012 2012 GRI - Referenced Casio Consumer Durables Sustainability Report 2012 2012 GRI - G3.1 B Self-declared Chiyoda Corporation Construction CSR Report 2012 2012 GRI - Referenced Chubu Electric Power Energy Annual Report 2012 2012 GRI - Referenced Citizen Holdings Conglomerates CSR Report 2012 2012 GRI - Referenced
    [Show full text]
  • Dual Class Companies List
    Dual Class Companies List The following US-incorporated, Russell 3000 companies have at least two outstanding classes of common stock with unequal voting rights as of March 2017. Primary Company Name Unequal Voting Structure Ticker Class A: 1 vote per share 1-800-FLOWERS.COM FLWS Class B: 10 votes per share Class A Common: 1 A. O. Smith AOS Common: 1/10 Time-phased voting: Aflac AFL 1 vote per share until stock held for 4 years, then 10 votes per share Class A: 1 Albany International AIN Class B: 10 Class A: 1 Alphabet GOOGL Class B: 10 Class C: no votes Class A: 1 AMC Entertainment Holdings AMC Class B: 3 Class A: 1; elects 25% of board AMC Networks AMCX Class B: 10; elects 75% of board Class A: 1 Ameresco AMRC Class B: 5 Class A: 1 American Homes 4 Rent AMH Class B: 50 Class A: 1/10; elects 25% of board American Software AMSWA Class B: 1; elects 75% of board Class A: 1 AppFolio APPF Class B: 10 Primary Company Name Unequal Voting Structure Ticker Class A: 1 Apptio APTI Class B: 10 Class A: no votes Artesian Resources ARTNA Class B: 1 Class A: 1 Artisan Partners Asset Management APAM Class B: 5 Class A: 1 Ascent Capital Group ASCMA Class B: 10 Class A: 1 Associated Capital Group AC Class B: 10 Common: 1 Astronics ATRO Class B Common: 10 Class A: 1 Baldwin & Lyons BWINB Class B: no votes Class A: 1 Bel Fuse BELFB Class B: no votes Class A: 1 Berkshire Hathaway BRK.B Class B: 1/10,000 Class A: 1 BGC Partners BGCP Class B: 10 Class A: 1/10 Bio-Rad Laboratories BIO Class B: 1 Class A: 1 Box BOX Class B: 10 Class A Nonvoting: no votes Brady
    [Show full text]
  • Kawasaki Report 2019 Kawasaki Group Mission Statement
    Kawasaki Report 2019 Kawasaki Group Mission Statement Kawasaki formulated the Kawasaki Group Mission Statement as a compass directing the activities of Contents Editorial Policy the Kawasaki Group. The statement incorporates the Group’s social mission and, to increase the Since fiscal 2013, the Kawasaki Group has published the Kawasaki Report as an inte- Introduction grated report. Kawasaki brand value, shared values, the underlying principles of management activities, and The report serves as a tool for communication with stakeholders and includes infor- mation about the Group’s efforts to create value for society and boost enterprise value, guidelines for the daily conduct of each and every member of the organization. 2 Value Creation through Technological management policies, business environment and strategy, and environmental, social and Innovation governance (ESG)-related content. 4 Our Approach to Sustainable Value For more information on many of the topics touched upon in this report, please visit Creation our website. IR information: https://global.kawasaki.com/en/corp/ir/ 6 Social Value Created through Our CSR information: https://global.kawasaki.com/en/corp/sustainability/ Businesses Environmental information: https://global.kawasaki.com/en/corp/sustainability/ environment/index.html Group Mission 8 Performance Highlights Period This report covers fiscal 2018 (April 1, 2018 to March 31, 2019), but some fiscal 2019 Management Strategy content is also included. Please note that in Kawasaki Report 2019, the Company has adopted the fiscal year notation that designates the stated fiscal by the calendar year in which it begins. The year under review in this report is thus fiscal 2018, the year from Kawasaki, working as one 10 Message from the President April 1, 2018 to March 31, 2019.
    [Show full text]
  • Comcast Corporation: Acquisition of NBC Universal and the Battle for Sports Programming
    Comcast Corporation: Acquisition of NBC Universal and the Battle for Sports Programming Executive Summary Comcast acquired NBC Universal on January 28th of2011. Upon this purchase, they also acquired the various networks of USA, Bravo, SyFy, CNBC, and MSNBC all being huge additives in the purchase adding to the revenue of the business venture at stake. Comcast’s resource development has been established by Comcast’s marketable assets defining themselves by product research as well as the development of the acquired technology, and the development of various systems. Comcast’s general idea is to implement the thought of a resonating concept that radiates to the general public regarding itself in a way that is marketable to all. The resources and abilities combined with Comcast’s already strong logistics, as well as their excellent marketing abilities and excellent customer service departments have created a strong infrastructure that is more than capable and prepped for expansion. The major expansions that appear on the horizon for Comcast are equally distributed by the ability to expand their corporation. As such, their acquisition of NBC will vastly expand their ability to obtain new technological and content capabilities As it is, Comcast itself is a multimedia giant, being known throughout the United States as one of the leading providers of cable television as well as a provider of internet and phone services. It is through this vast resource system that has not only allowed Comcast to grow into a multimedia giant, but create the opportunity to grow into a national leading provider and well subscriber to all.
    [Show full text]
  • A Discriminant Analysis and Evaluation of Corporate Acquisition Criteria
    University of Massachusetts Amherst ScholarWorks@UMass Amherst Doctoral Dissertations 1896 - February 2014 1-1-1973 A discriminant analysis and evaluation of corporate acquisition criteria. Arthur L. Herrmann University of Massachusetts Amherst Follow this and additional works at: https://scholarworks.umass.edu/dissertations_1 Recommended Citation Herrmann, Arthur L., "A discriminant analysis and evaluation of corporate acquisition criteria." (1973). Doctoral Dissertations 1896 - February 2014. 5907. https://scholarworks.umass.edu/dissertations_1/5907 This Open Access Dissertation is brought to you for free and open access by ScholarWorks@UMass Amherst. It has been accepted for inclusion in Doctoral Dissertations 1896 - February 2014 by an authorized administrator of ScholarWorks@UMass Amherst. For more information, please contact [email protected]. A DISCRIMINANT ANALYSIS AND EVALUATION OF CORPORATE ACQUISITION CRITERIA A dissertation By Arthur Lyon Herrmann B.S. University of Connecticut, 1950 M.B.A., University of Hartford, 1966 Submitted to the Graduate School of the University of Massachusetts in partial fulfillment of the requirements for the degree of Doctor of Philosophy April 1973 Major Subject General Business and Finance A DISCRIMINANT ANALYSIS AND EVALUATION OF CORPORATE ACQUISITION CRITERIA I I A Dissertation By Arthur Lyon Herrmann Approved as to style and content by: f ' * ' 1 1) A ■ f WS (Ch-dirman of Committee) iU Alexander Barges ^^7 irector Graduate Studies) John T. Conlon (Member) William B. Whiston \ 11 ACKNOWLEDGMENTS The writer wishes to express special thanks to Dr. Alexander Barges, Chairman of the Department of General Business and Finance, for his guidance and assistance throughout this research. The writer is further indebted to Dr. Barges for the help, guidance, and encouragement he has generously given for the past three years.
    [Show full text]
  • The SIPRI Top 100 Arms-Producing and Military Services Companies, 2018
    SIPRI Fact Sheet December 2019 THE SIPRI TOP 100 KEY FACTS w The arms sales of the SIPRI ARMS-PRODUCING AND Top 100 arms-producing and military services companies MILITARY SERVICES (excluding China) were $420 billion in 2018—an increase of 4.6 per cent COMPANIES, 2018 compared with sales in 2017. aude fleurant, alexandra kuimova, diego lopes da silva, w Taken together, the arms nan tian, pieter d. wezeman and siemon t. wezeman sales of Top 100 companies based in the United States increased by 7.2 per cent in 2018. With 43 companies Arms sales of the world’s largest arms-producing and military services listed—one more than in 2017— companies (the SIPRI Top 100) were $420 billion in 2018 (see annex 1).1 This the US companies’ share of total was an increase of 4.6 per cent compared with 2017 total Top 100 arms sales Top 100 arms sales was 59 per (figures exclude China, see box 1). The arms sales of the Top 100 in 2018 were cent in 2018. 47 per cent higher than in 2002 (see figure 1). The growth in total Top 100 w arms sales in 2018 was primarily driven by increases in sales by the highest- The combined arms sales of the 27 arms producers in the ranked companies—specifically the top five companies, all of which are Top 100 based in Europe were based in the United States. The growth in Top 100 arms sales in 2018 can be $102 billion in 2018—a slight correlated to increases in global military expenditure, particularly the rise increase of 0.7 per cent in US spending from 2017 to 2018.
    [Show full text]
  • 19 International Banks Invest Over US$65 Billion in Companies Linked to Myanmar Junta and Atrocities
    Investing in the Military Cartel: 19 international banks invest over US$65 billion in companies linked to Myanmar junta and atrocities Update: Wednesday 28th July, 2021 Expanded research shows that 19 international banks each invest over US$ 1 billion in shares of companies with ties to the Myanmar military junta. These banks with over US$1 billion in holdings are: Crédit Agricole, Sumitomo Mitsui Trust, Mitsubishi UFJ Financial, Bank of America, JPMorgan Chase, UBS, Deutsche Bank, Morgan Stanley, BPCE Group, Credit Suisse, Mizuho Financial, Société Générale, Wells Fargo, Goldman Sachs, Royal Bank of Canada, BNP Paribas, Barclays, DZ Bank and Toronto-Dominion Bank On 1 February 2021, Myanmar’s military staged a coup in a brutal attempt to reimpose military rule, nullifying the results of the November 2020 elections, arresting and detaining democratically elected members of parliament and declaring a state of emergency. Over 900 civilians have been killed and thousands detained since the coup. Attacks against ethnic communities have intensified, including indiscriminate airstrikes. Gross human rights violations have become widespread and systematic, amounting to crimes against humanity. Despite the brutal violence of the Myanmar military continuing, new and expanded analy- ses conducted by BankTrack and Justice For Myanmar has found that 19 internationally operating banks have invested over US$65 billion in 18 companies that have either direct and longstanding commercial ties to Myanmar’s military (see Category 1 below), or to state entities that the military is attempting to control as a result of the coup (see Category 2 below). This research follows the publication in March 2021 of the “Investing in the Military Cartel: Two Dutch pension funds invest US$2.3 billion in companies linked to the Myanmar mili- tary’s atrocities” report by Justice for Myanmar and OECD Watch and May 2021 resource “Public Companies Financially Supporting the Illegitimate Myanmar Junta” by Justice For Myanmar.
    [Show full text]
  • Conglomeration Unbound: the Origins and Globally Unparalleled Structures of Multi-Sector Chinese Corporate Groups Controlling Large Financial Companies
    CONGLOMERATION UNBOUND: THE ORIGINS AND GLOBALLY UNPARALLELED STRUCTURES OF MULTI-SECTOR CHINESE CORPORATE GROUPS CONTROLLING LARGE FINANCIAL COMPANIES XIAN WANG, ROBERT W. GREENE & YAN YAN* ABSTRACT Unlike other major financial markets, Mainland China is home to many mixed conglomerates that control a range of large financial and non-financial firms. This Article examines the Leninist origins of these financial-commercial conglomerates (“FCCs”), and how legal and policy changes in the 1980s and 1990s enabled FCC growth during the 2000s. An underexplored topic of research, Mainland China’s FCCs are mostly not subject to group-wide regulation and this Article finds that due to complex ownership structures brought about, in part, by legal ambiguity, potential risks these entities pose to financial markets can be unclear to regulators—in 2019, issues at one FCC-controlled bank ultimately sparked market-wide distress. Using a dataset built by the authors, this Article estimates that by 2017, FCC-controlled companies accounted for thirteen to nineteen percent of Mainland China’s commercial banking assets, over one- * Xian Wang is an Associate Dean at the National Institute of Financial Research in the People’s Bank of China School of Finance at Tsinghua University. Robert W. Greene is a Vice President at Patomak Global Partners, a Nonresident Scholar at the Carnegie Endowment for International Peace, and a Fellow at the Program on International Financial Systems. Yan Yan is a Senior Research Fellow at the National Institute of Financial Research in the People’s Bank of China School of Finance at Tsinghua University. This research would not have been possible without the diligent research of Zhang Siyu.
    [Show full text]
  • List of Companies Visiting for Campus Placement ACC Limited Lafarge
    List of Companies Visiting for Campus Placement ACC Limited Lafarge Adani Lanco Aditya Birla Group- Grasim Mahindra & Mahindra Agnity MAQ Software Applied Materials Maruti Suzuki ARM Embedded Matix Fertilizers Atkins Global Mediatek Atos Origin Microsoft Avery Dennison Mu - Sigma Bajaj Auto NetApp Bharat Forge Ltd Neyville Lignite Corporation (NLC) BOC India Open Solutions BPCL Oracle Bunge India Parker Hannifin Cairn India Pitney Bowes C-Dot Polaris Century Metal Recycling (CMR) Punj Lloyd Coal India Limited (CIL) Rancore Technologies Compro Technologies REIL Cummins Reliance Industries Limited Deloitte SAG InfoTech Drishti-Soft Samsung Engineering Labs (SEL)-Testing Embedded Infotech Samsung India Software Centre Engineers India Limited ( EIL ) Samtel Ericsson Global SAP Labs FreeScale Seclore Futures First Shapoorji Pallonji G S Engg. & Construction Shriram Pistons Gammon India Siemens GMR Group Simplex GroupSoft Sony India Software Centre Halcrow Sopra Group HCL Technologies Suzuki Powertrain India Ltd. (SPIL) Headstrong Tata Auto Comp Heinz Tata Motors Hero Moto Corp Tata Power Hindalco Aditya Birla Group Tech Endeavour Honda Siel India Telcon HPCL Triune Energy HPCL Mittal Energy Limited ( HMEL ) UltraTech Cement Ltd. Indus Valley Partner Unisys Infoedge Verizon Interra Systems VJ Associates IOCL Voltas Ittiam Systems Winshuttle Jindal South West Steel Ltd (JSW) ZS Associates L&T Abb Limited Infosys Ambuja Cement Hundai Motors Jcb India Raymond Engg. Fiat Orient Fan Subros Bhushan Steel Heg Lng Steel Vedanta Group Honda Cars Spsu Afcons Infrastucture Limited Parker Hennifin Relnspire Tech. Schaeffler India Binani Cement Tafe Itw Signode .
    [Show full text]
  • Presented to the Faculty of the Department of University of Houston Fulfillment for the Degree Doctor of Philosophy Robert Lawr
    PRICE/EARNINGS DIFFERENTIAL AS A PURE CONGLOMERATE MERGER MOTIVE, 1954-1969 A Dissertation Presented to the Faculty of the Department of Economics University of Houston In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy by Robert Lawrence Conn May, 1973 684749 PRICE/EARNINGS DIFFERENTIAL AS A PURE CONGLOMERATE MERGER MOTIVE, 1954-1969 Abstract of a Dissertation Presented to the Faculty of the Department of Economics University of Houston In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy by Robert Lawrence Conn May, 1973 ABSTRACT This study analyzes the importance of price/earnings differences between firms as a motive for conglomerate merger. The motive of in­ creased short run wealth in the form of higher earnings per share and/or price per share is scrutinized from theoretical and empirical view­ points. The primary hypothesis evaluated is whether price/earnings differences between acquiring and acquired firms comprise an important motivation for merger. The major conclusion is that price/earnings differentials are an important explanatory variable in the motivation for conglomerate merger. Chapters I and II contain a theoretical discussion of the neces­ sary conditions for achieving wealth increases via merger for equity owners in acquiring and/or acquired firms. The effect of price/earnings differentials on the attainment of specific merger goals—increases in earnings per share and/or price per share—is examined within an ex­ change ratio model. In Chapter III prior empirical evidence on price/earnings differ­ entials is reviewed. Existing data on merging firms suggest that price/ earnings differences may be more significant for conglomerate than non­ conglomerate mergers.
    [Show full text]
  • N in S P E C Ija L N O Iz D a N J E T O P 5 0 0 Specijalna Publikacija Vip
    NIN SPECIJALNO IZDANJE TOP 500 ISSN 2334-9093 999 RSD 9772334 909007 TOP VI S pecijalna publikacija pecijalna P partner publikacije TOP 500 Godina I, br. 1 podaci se odnose na 2012. godinu TOP 500 Sadržaj/Content Uvodni deo/ Sektori 108 Introducion 60 Drvna i papirna industrija/ Redakcija Konglomerati/ The Wood and Paper Beograd, Žorža Klemansoa 19 4. Conglomerates Industry E-mail [email protected] Uvodnik/Editorial 64 111 V. d. glavnog i odgovornog urednika i 28. Energetika/ Energy Proizvodnja lekova i urednik izdanja Milan Ćulibrk Metodološke napomene/ 68 medicinske opreme/ Sekretar redakcije Methodology Remarks Telekomunikacije/ Production of medicine Jelena Stevović Art direktor 31. Telecommunications and medical equipment Goran Ratković Tehnički urednik Makroekonomski 73 115 Vladimir Piacun okvir/Macroeconomic Trgovina na malo/ Retail Veledrogerije/ Fotografije Shutterstock, arhiva Blica Framework Trade Pharmaceuticals 77 Wholesale Trade Autorski i istraživački tim „TOP 500” Proizvodnja i prerada 118 Urednici duvana/ Tobacco Građevinarstvo/ Jasna Atanasijević, glavni ekonomista, Hypo Alpe Adria banka Tabele/Tables Production and Construction Aleksandar Ilić, izvršni direktor, Certus Consulting 36. Processing 123 TOP 500 preduzeća 81 Proizvodnja građevinskog Saradnici Olivera Radiša, analitičar u Srbiji/ TOP 500 Poljoprivreda/ Agriculture materijala/Production of Hypo Alpe Adria banka companies in Serbia 88 building materials Marko Danon, analitičar Hypo Alpe Adria banka Hemijska industrija/ The 126 Aleksandar Ilin, analitičar
    [Show full text]
  • Breaking the Rules: At&T’S Attempt to Buy a National Monopoly in Cable Tv and Broadband Internet Services
    BREAKING THE RULES: AT&T’S ATTEMPT TO BUY A NATIONAL MONOPOLY IN CABLE TV AND BROADBAND INTERNET SERVICES August 17, 1999 TABLE OF CONTENTS EXECUTIVE SUMMARY IV I. PUBLIC POLICY CONCERNS ABOUT MARKET POWER IN 1 THE CABLE TV AND BROADBAND INTERNET INDUSTRY A. COMMUNICATIONS ACT CONCERNS 1. CONCERNS ABOUT ECONOMIC CONCENTRATION IN THE CABLE TV INDUSTRY 2. CONCERNS ABOUT BROADBAND INTERNET ACCESS B ANTITRUST PROBLEMS 1. HORIZONTAL CONCENTRATION 2. VERTICAL CONCENTRATION 3. THE MERGER’S PERVASIVE STRUCTURAL IMPACT 4. MARKET POWER GAINED BY ACQUISITION, NOT EXPANSION C. BREAKING THE RULES BY DIVERTING ATTENTION FROM MARKET POWER 1. LOCAL TELEPHONE COMPETITION 2. TRUST-ME SECURITIES 3. OVERLY BROAD MARKET DEFINITIONS D. CONCLUSION II. THE ANTICOMPETITIVE IMPACT OF HORIZONTAL, 32 VERTICAL AND CONGLOMERATE MERGERS INVOLVING DOMINANT FIRMS A. THE OVERALL APPROACH TO THE ANALYSIS i B. MERGER ANALYSIS IN THE SCP PARADIGM C. CONCEPTUALIZING AND MEASURING MARKET POWER 1. COMPETITION AND MARKET POWER 2. THE SPECIAL IMPORTANCE OF PREVENTING THE CONCENTRATION OF MARKET IN COMMUNICATIONS MEDIA III. THE CONCENTRATION IN THE CABLE TV AND 46 BROADBAND INTERNET MARKETS A. THE HORIZONTAL MARKET POWER PROBLEM POSED BY THE MERGER 1. CABLE DISTRIBUTION 2. CABLE PROGRAMMING B. BROADBAND INTERNET SERVICE 1. DISTRIBUTION PLANT 2. PROGRAMMING C. CONCERNS ABOUT THE ANTICOMPETITIVE EFFECTS OF VERTICAL INTEGRATION 1. BARRIERS TO ENTRY 2. POTENTIAL COMPETITION 3. CONDUCT 4. MONOPSONY POWER 5. OTHER NEGATIVE CONSEQUENCES ii LIST OF EXHIBITS 1. AT&T’S SELF-PORTRAIT AS A ‘NOT TOO BIG’ CABLE COMPANY 3 2. AT&T’S DIGITAL CONGLOMERATE IS AT THE HEART OF A 7 BROADBAND CARTEL 3.
    [Show full text]