Sir David Dain KCVO CMG
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
AINBO: Spirit of the Amazon ( Is Reporting Hugely Positive Responses by Global Distributors As the Film Is Poised for Delivery Later This Year
By Mercedes Milligan Cinema Management Group (CMG), executive producer and international sales agent for the Peruvian/Dutch CGI animated feature AINBO: Spirit of the Amazon (www.AINBOmovie.com), is reporting hugely positive responses by global distributors as the film is poised for delivery later this year. To celebrate, journey into the rainforest with the first teaser trailer, shared exclusively with Animation Magazine. The film, set in the deepest rainforests of the Amazon, is about a girl named Ainbo who is born and grows up in the village of Candámo. One day, she discovers that her homeland is being threatened and realizes that there are other humans in the world besides her people. As she fights to save her paradise against illegal mining and the exploitation of her homeland, she embarks on a quest to reverse this destruction and stifle the impending evil of the Yakuruna, the darkness that lives in the hearts of greedy people. Guided by her mother’s spirit, Ainbo is determined to save her land and save her people before it is too late. AINBO Teaser from Cinema Management Group on Vimeo. Peruvian production/animation company, Tunche Films, together with EPIC Cine- Peru, and Dutch co-producer Cool Beans and animation studio Katuni have kept steadfast despite all the challenges faced by companies during the COVID pandemic of 2020, and are on-schedule to deliver the film in November this year. AINBO is the most ambitious animation project to date originated in Peru and the first ever co-production between Peru and the Netherlands. AINBO: Spirit of the Amazon, is slated for theatrical release in the first and second quarters of 2021 and has onboarded global distributors such as Telepool (Germany, Switzerland), Le Pacte (France), BIM (Italy), eOne/WW Entertainment (Benelux), Cinemanse (Scandinavia), Kino Swiat (Poland), Film House (Israel), Filmarti (Turkey), Front Row Ent. -
Vanguard FTSE International Index Funds Annual
Annual Report | October 31, 2020 Vanguard FTSE International Index Funds Vanguard FTSE All-World ex-US Index Fund Vanguard FTSE All-World ex-US Small-Cap Index Fund See the inside front cover for important information about access to your fund’s annual and semiannual shareholder reports. Important information about access to shareholder reports Beginning on January 1, 2021, as permitted by regulations adopted by the Securities and Exchange Commission, paper copies of your fund’s annual and semiannual shareholder reports will no longer be sent to you by mail, unless you specifically request them. Instead, you will be notified by mail each time a report is posted on the website and will be provided with a link to access the report. If you have already elected to receive shareholder reports electronically, you will not be affected by this change and do not need to take any action. You may elect to receive shareholder reports and other communications from the fund electronically by contacting your financial intermediary (such as a broker-dealer or bank) or, if you invest directly with the fund, by calling Vanguard at one of the phone numbers on the back cover of this report or by logging on to vanguard.com. You may elect to receive paper copies of all future shareholder reports free of charge. If you invest through a financial intermediary, you can contact the intermediary to request that you continue to receive paper copies. If you invest directly with the fund, you can call Vanguard at one of the phone numbers on the back cover of this report or log on to vanguard.com. -
Bnp Paribas Cmg Limited Strategic Report
BNP PARIBAS CMG LIMITED STRATEGIC REPORT, DIRECTORS’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 DECEMBER 2017 REGISTERED OFFICE 10 HAREWOOD AVENUE LONDON NWI 6AA REGISTERED NUMBER: 2028765 BNP PARIBAS CMG LIMITED CONTENTS Pages Strategic Report 2 Directors’ Report 3 4 Statement of Directors Responsibilities 5 Independent Auditors’ Report 6—7 Income Statement 8 Balance Sheet 9 Statement of Changes in Equity 10 Statement of Cash flows ii Notes to the Financiat Statements 12 -20 BNP PARIBAS CMG LIMiTED STRATEGIC REPORT FOR THE YEAR ENDED 30 DECEMBER 2017 The Directors present their Strategic report of BNP Paribas CMG Limited (the “Cornpany) for the year ended 30 December 2017. Principal activities The principal activity of the Company is the holding of warrants and other derivative financial products. The Company has not issued any financial instruments in the year and contincies to hold the existing warrants and other derivative financial products to maturity. Review of the business As shown in the Company’s income statement, the result for the year 2017 was £ nil (2016: £ nil). Total shareholders’ funds for the year ended 30 December 2017 were £100 (2016: £10,908). Business development and performance The Company continues to manage the liability on issued warrants, and other related derivative financial products. Principal risk and uncertainties The Company’s activities expose it to a variety of financial risks: credit risk and liquidity risk. Refer to note 8 for more details on financial risk management. Strategic aims The Company will continue to manage the liability on issued warrants and other related derivative financial products. -
Ministry of Defence Acronyms and Abbreviations
Acronym Long Title 1ACC No. 1 Air Control Centre 1SL First Sea Lord 200D Second OOD 200W Second 00W 2C Second Customer 2C (CL) Second Customer (Core Leadership) 2C (PM) Second Customer (Pivotal Management) 2CMG Customer 2 Management Group 2IC Second in Command 2Lt Second Lieutenant 2nd PUS Second Permanent Under Secretary of State 2SL Second Sea Lord 2SL/CNH Second Sea Lord Commander in Chief Naval Home Command 3GL Third Generation Language 3IC Third in Command 3PL Third Party Logistics 3PN Third Party Nationals 4C Co‐operation Co‐ordination Communication Control 4GL Fourth Generation Language A&A Alteration & Addition A&A Approval and Authorisation A&AEW Avionics And Air Electronic Warfare A&E Assurance and Evaluations A&ER Ammunition and Explosives Regulations A&F Assessment and Feedback A&RP Activity & Resource Planning A&SD Arms and Service Director A/AS Advanced/Advanced Supplementary A/D conv Analogue/ Digital Conversion A/G Air‐to‐Ground A/G/A Air Ground Air A/R As Required A/S Anti‐Submarine A/S or AS Anti Submarine A/WST Avionic/Weapons, Systems Trainer A3*G Acquisition 3‐Star Group A3I Accelerated Architecture Acquisition Initiative A3P Advanced Avionics Architectures and Packaging AA Acceptance Authority AA Active Adjunct AA Administering Authority AA Administrative Assistant AA Air Adviser AA Air Attache AA Air‐to‐Air AA Alternative Assumption AA Anti‐Aircraft AA Application Administrator AA Area Administrator AA Australian Army AAA Anti‐Aircraft Artillery AAA Automatic Anti‐Aircraft AAAD Airborne Anti‐Armour Defence Acronym -
The Impact of Design on Corporate Performance
The Impact of Design on Stock Market Performance An Analysis of UK Quoted Companies 1994-2003 February 2004 © Design Council February 2004 Contents 1 Foreword 1 2 Main Findings 2 2.1 Overview 2 2.2 Performance Commentary 3 3 Methodology 6 3.1 General Approach 6 3.2 Award and Nomination Schemes 6 3.3 Other Selection Issues 9 3.4 Index Calculation 10 Charts and Tables Chart 1: Performance over ten years 1994-2003 2 Table 1: Portfolio performance against market indices 3 Table 2: Highs and lows of portfolio performance 4 Table 3: Award and nomination schemes 7 Table 4: The standard design categories 8 Table 5: Number of companies included with the portfolios 9 Appendices Appendix 1: Earlier Studies of the Influence of Design on Share 12 Price Performance Appendix 2: Portfolio Companies 14 Design Portfolio 14 Emerging Portfolio 15 Appendix 3: Portfolio Performance, Large Format Charts 16 Chart 1: Full Period Performance 1994-2003 17 Chart 2: Bull Market Performance - 27 March 1995 to 27 March 2000 18 Chart 3: Bear Market Performance - 27 March 2000 to 31 March 2003 19 Chart 4: Recovery Performance - 31 March 2003 to 29 December 2003 20 © Design Council February 2004 1 Foreword Design is a critical component of business performance. We’ve heard designers, commentators and companies say it. But, to date, the evidence for the link between shareholder return and investment in design has been scarce and anecdotal. Companies the world over spend billions every year on design, from product development and packaging to web design and branding. -
November 2016
Hampton-Alexander Review FTSE Women Leaders Improving gender balance in FTSE Leadership November 2019 Sponsored by For over a decade McKinsey research has supported the economic, business and societal case for gender parity. In 2019, our dataset continues to show a significant link between diversity and financial performance, with companies in the top quartile for executive team diversity 15-24% more likely to outperform their national industry median EBIT margin than their bottom quartile peers. Whilst progress on representation is perceptible, the pace of change remains disappointing. There is a need for far bolder action to make leaders accountable for participation, advance women into senior and technical roles, and tackle obstacles in the way of building truly inclusive, agile organisations. Vivian Hunt DBE Managing Partner, UK and Ireland McKinsey & Company 2 Contents Forewords 4 Executive Summary 8 1. Executive Committee and Direct Reports FTSE 100 Progress 10 FTSE 250 Progress 15 Leading by Example 20 Experiences of Workplace Culture 24 2. Women on Boards FTSE 100 Progress 28 FTSE 250 Progress 30 FTSE Board Stories 34 UK Progress Compared Internationally 38 3. Stakeholders Executive Search Firms 40 Investor Community 42 The UK Diversity Landscape for Business 44 Closing Word from Chris Cummings 46 Thanks to our Contributors during the Year 47 Appendices A – FTSE 350 Women on Boards 9 Year Analysis 48 B – FTSE 350 Women in Leadership 4 Year Analysis 49 C – FTSE 100 Rankings Women on Boards and in Leadership 50 D – FTSE 250 Rankings Women on Boards and in Leadership 54 E – FTSE 350 Sector Analysis 64 Further Reading 78 @HA_Review www.ftsewomenleaders.com 3 Joint Foreword Alex Chisholm John Manzoni Permanent Secretary, Department for Business Chief Executive of the Civil Service and Energy & Industrial Strategy Permanent Secretary for the Cabinet Office We thank Sir Philip Hampton, Denise Wilson and the Review team for all their efforts this year and for producing once again such a comprehensive and authoritative report. -
Journal for the Users of the Burroughs 6700 Contents
. Journal for the Users of the Burroughs 6700 p —rt~r% 3f~ L. ~ / j~ Number: 1, 1973 July : JVL. ~ Contents: Introduction page 1 From the editor and secreta “ 2 Technical contributions D.L. Covill, Disk Checkerboarding ‘I 3 B.J.M. Morselt, Application—software for the B6700 “ 6 D.L. Covill, Problems of the working—set SHERRIFF ,, 10 ‘~ 19 Notes Mailing list “ 21 JUB6700. number 1, 1973 June Editor Harry P.J.M. Roumen Eindhoven University of Technology Computing Centre P.O. Box 513 Eindhoven, Netherlands Secretary Tiny J.F.M. Fransen 'Eindhoven University of Technology Computing Centre P.O. Box 513 Eindhoven, Netherlands JUB6700 is an informal irregulary appearing publication for the users of the Burroughs 6700, for the time being edited at the Computing Centre of Eindhoven University of Technology. The contents of JUB6700 will mainly consist of technical papers; contri butions to JUB6700 may be sent to the editor. Where possible the papers should be typed and camera-ready. Without charge three copies are sent to the ITmanager" of each B6700- installation and also to some Burroughs-representatives. Matters pertaining the mailing list should be sent to the secretary. JUB 1-} Introduction. Ever since our University ordered a B6700 I have been surprised about the scarce contacts that exist amongst B6700-users with respect to the technical aspects of hardware and software. I know that CUBE and ABCU (and shortly BCUA) do much for the furtherance of our communication, but ther~ should be written communication - especially with respect to technical aspects -, so that one can ~ive comments on proposals or ideas after reflection and consultation. -
NCIC Gun Codes
Gun Data Codes As of June 30, 2019 Gun Data Codes Table of Contents 1 Gun Data Codes Introduction 2 Gun Make (MAK) Field Codes 3 Gun Caliber (CAL) Field Codes 4 Gun Type Field Codes 4.1 Gun Type Characteristic 1 Weapon Type (Required) Field Codes 4.2 Gun Type Characteristic 2 Weapon Description (Optional) Field Codes 4.3 Gun Type Combination Field Codes 5 Gun Color and Finish Field Codes 1 - Gun Data Codes Introduction Section 2 contains MAK Field codes listed alphabetically by gun manufacturer. If a make is not listed, the code ZZZ should be entered as characters 1 through 3 of the MAK Field with the actual manufacturer's name appearing in positions 4 through 23. This manufacturer's name will appear as entered in any record response. If the MAK Field code is ZZZ and positions 4 through 23 are blank, the MAK Field will be translated as MAK/UNKNOWN in the record response. For unlisted makes, the CJIS Division staff should be contacted at 304-625-3000 for code assignments. Additional coding instructions can be found in the Gun File chapter of the NCIC Operating Manual. For firearms (including surplus weapons) that are U.S. military-issue weapons, the MAK Field code USA should be used. Common U.S. military-issue weapons include the following U.S. Military-Issue Weapons: U.S. Military-Issue Weapons .45 caliber and/or 9 mm U.S. Submachine Guns: M1, M1A1, M1928, M1928A1(Thompson), M50, M55 (Reising), M42 (United Defense), M3, M3A1 ("Grease Gun") .45 caliber U.S. -
Gun Data Codes As of 08/04/2013
Gun Data Codes as of 08/04/2013 Press CTRL+F to prompt the search field. GUN DATA CODES TABLE OF CONTENTS 1--MAKE (MAK) FIELD CODES 1.1 MAK FIELD 1.2 MAK FIELD CODE FOR U.S. MILITARY-ISSUE WEAPONS 1.3 MAK FIELD CODES FOR NONMILITARY U.S. GOVERNMENT WEAPONS 1.4 MAK FIELD FOR FOREIGN MILITARY WEAPONS 1.5 MAK FIELD CODES ALPHABETICALLY BY MANUFACTURER 1.6 MAK FIELD CODES ALPHABETICALLY BY CODE 2--CALIBER (CAL) FIELD CODES 2.1 CAL FIELD CODES 2.2 CAL FIELD CODES FOR SHOTGUNS 3--TYPE (TYP) FIELD CODES 3.1 TYP FIELD CODES 3.2 MOST FREQUENTLY USED TYP FIELD CODES 4--COLOR AND FINISH DATA SECTION 1--MAKE (MAK) FIELD CODES 1.1 MAK FIELD Section 1.5 contains MAK Field codes listed alphabetically by gun manufacturer. If a make is not listed, the code ZZZ should be entered as characters 1 through 3 of the MAK Field with the actual manufacturer's name appearing in positions 4 through 23. This manufacturer's name will appear as entered in any record response. If the MAK Field code is ZZZ and positions 4 through 23 are blank, the MAK Field will be translated as MAK/UNKNOWN in t record response. For unlisted makes, the CJIS Division staff should be contacted at 304-625-3000 for code assignments. Additional coding instructions can be found in the Gun File chapter of the NCIC 2000 Operating Manual. 1.2 MAK FIELD CODE FOR U.S. MILITARY-ISSUE WEAPONS For firearms (including surplus weapons) that are U.S. -
Final Report SA/CEN/ENTR/371/2006-27 Project 2006/27.9 IT-Outsourcing
Final report SA/CEN/ENTR/371/2006-27 project 2006/27.9 IT-Outsourcing 1 NEN Vlinderweg 6, 2623 AX Delft, NL – PO Box 5059, 2600 GB Delft, NL Telephone +31 (0)15 2 690 390, Fax +31 (0)15 2 690 190, Internet: www.nen.nl Table of contents Executive Summary ................................................................................................................................. 3 1 Introduction ....................................................................................................................................... 4 1.1 Scope .......................................................................................................................................... 4 1.2 Objective ..................................................................................................................................... 5 1.3 Methodology ............................................................................................................................... 5 2 Findings ............................................................................................................................................ 6 2.1 Desk research ............................................................................................................................ 6 2.1.1 IT outsourcing .................................................................................................................... 6 2.1.2 Barriers in IT outsourcing ................................................................................................... 6 -
Hampton-Alexander Review 2018
Hampton-Alexander Review FTSE Women Leaders Improving gender balance in FTSE Leadership November 2018 Sponsored by CRT096795_B - HA Review report_2018_FINAL_v5.indd 1 19/11/2018 12:24:42 When it comes to gender equality, companies today suffer a ‘knowing-doing gap’. Most executives know how strong the empirical evidence is that proves the link between fostering more diverse mindsets and achieving superior fnancial performance. But progress is still too slow. Achieving real change requires committed leadership at the top and sustained effort to shift mindsets and correct hidden biases across the organisation. Purpose- driven companies that create value for society as well as for shareholders build from a foundation of diversity and inclusion. Dominic Barton Senior Partner, McKinsey & Company 2 CRT096795_B - HA Review report_2018_FINAL_v5.indd 2 19/11/2018 12:24:42 Contents Forewords 4 Executive Summary 8 1. Executive Committee and Direct Reports FTSE 100 Progress 10 FTSE 250 Progress 14 Leading by Example 18 Everyday Anecdotes from Women at Work 20 2. Women on Boards Top 10 Excuses 23 FTSE 100 Progress 24 FTSE 250 Progress 26 Challenges and Outlook 28 FTSE Board Stories 30 UK Progress Compared Internationally 34 3. Stakeholders Executive Search Firms 36 Investor Community 38 The UK Diversity Landscape for Business 40 Closing Word from the Permanent Secretary 42 Thanks to our Contributors during the Year 43 Appendices A – FTSE 350 Women on Boards 8 Year Analysis 44 B – FTSE 100 Rankings Women on Boards and in Leadership 45 C – FTSE 250 -
Case No COMP/M.3014 - LOGICA / CMG
EN Case No COMP/M.3014 - LOGICA / CMG Only the English text is available and authentic. REGULATION (EEC) No 4064/89 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 09/12/2002 Also available in the CELEX database Document No 302M3014 Office for Official Publications of the European Communities L-2985 Luxembourg COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 09/12/2002 SG (2002) D/233055 In the published version of this decision, some PUBLIC VERSION information has been omitted pursuant to Article 17(2) of Council Regulation (EEC) No 4064/89 concerning non-disclosure of business secrets and MERGER PROCEDURE other confidential information. The omissions are shown thus […]. Where possible the information ARTICLE 6(1)(b) DECISION omitted has been replaced by ranges of figures or a general description. To the notifying parties Dear Sir/Madam, Subject: Case No COMP/M.3014 - Logica / CMG Notification of 07 November 2002 pursuant to Article 4 of Council Regulation No 4064/891. 1. On 7 November 2002, the Commission received a notification of a proposed concentration pursuant to Article 4 of Council Regulation (EEC) No 4064/89 (Merger Regulation) by which the undertaking Logica plc (‘Logica’) acquires, within the meaning of Article 3(1) (b) of the Merger Regulation, control of CMG plc (‘CMG’). 2. After examination of the notification, the Commission has concluded that the notified operation falls within the scope of Council Regulation (EEC) No 4064/89 and does not raise serious doubts as to its compatibility with the common market and with the EEA Agreement. I. THE PARTIES TO THE OPERATION 3.