Annual Report and Accounts 2011 and Accounts Annual Report
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Beleggingen Pensioenfonds KPN - Aandelen (31-05-2020)
Beleggingen Pensioenfonds KPN - Aandelen (31-05-2020) Nummer Naam uitgever Land Sector 1 1-800-Flowers.com Inc United States of America Consumer Discretionary 2 1st Source Corp United States of America Financials 3 3i Group PLC United Kingdom Financials 4 3M Co United States of America Industrials 5 51job Inc China Industrials 6 A10 Networks Inc United States of America Information Technology 7 AAR Corp United States of America Industrials 8 ABBOTT LABORATORIES United States of America Health Care 9 ABBVIE INC United States of America Health Care 10 Abcam PLC United Kingdom Health Care 11 ABIOMED Inc United States of America Health Care 12 Acadia Healthcare Co Inc United States of America Health Care 13 Acadia Realty Trust United States of America Real Estate 14 Accenture PLC United States of America Information Technology 15 Ace Hardware Indonesia Tbk PT Indonesia Consumer Discretionary 16 ACI Worldwide Inc United States of America Information Technology 17 Activia Properties Inc Japan Real Estate 18 Acuity Brands Inc United States of America Industrials 19 adidas AG Germany Consumer Discretionary 20 Admiral Group PLC United Kingdom Financials 21 ADO Properties SA Germany Real Estate 22 ADOBE INC United States of America Information Technology 23 Advan Co Ltd Japan Industrials 24 Advance Residence Investment C Japan Real Estate 25 Advanced Energy Industries Inc United States of America Information Technology 26 Advantech Co Ltd Taiwan, Province of China Information Technology 27 Adyen NV Netherlands Information Technology 28 Aedifica -
Retirement Strategy Fund 2060 Description Plan 3S DCP & JRA
Retirement Strategy Fund 2060 June 30, 2020 Note: Numbers may not always add up due to rounding. % Invested For Each Plan Description Plan 3s DCP & JRA ACTIVIA PROPERTIES INC REIT 0.0137% 0.0137% AEON REIT INVESTMENT CORP REIT 0.0195% 0.0195% ALEXANDER + BALDWIN INC REIT 0.0118% 0.0118% ALEXANDRIA REAL ESTATE EQUIT REIT USD.01 0.0585% 0.0585% ALLIANCEBERNSTEIN GOVT STIF SSC FUND 64BA AGIS 587 0.0329% 0.0329% ALLIED PROPERTIES REAL ESTAT REIT 0.0219% 0.0219% AMERICAN CAMPUS COMMUNITIES REIT USD.01 0.0277% 0.0277% AMERICAN HOMES 4 RENT A REIT USD.01 0.0396% 0.0396% AMERICOLD REALTY TRUST REIT USD.01 0.0427% 0.0427% ARMADA HOFFLER PROPERTIES IN REIT USD.01 0.0124% 0.0124% AROUNDTOWN SA COMMON STOCK EUR.01 0.0248% 0.0248% ASSURA PLC REIT GBP.1 0.0319% 0.0319% AUSTRALIAN DOLLAR 0.0061% 0.0061% AZRIELI GROUP LTD COMMON STOCK ILS.1 0.0101% 0.0101% BLUEROCK RESIDENTIAL GROWTH REIT USD.01 0.0102% 0.0102% BOSTON PROPERTIES INC REIT USD.01 0.0580% 0.0580% BRAZILIAN REAL 0.0000% 0.0000% BRIXMOR PROPERTY GROUP INC REIT USD.01 0.0418% 0.0418% CA IMMOBILIEN ANLAGEN AG COMMON STOCK 0.0191% 0.0191% CAMDEN PROPERTY TRUST REIT USD.01 0.0394% 0.0394% CANADIAN DOLLAR 0.0005% 0.0005% CAPITALAND COMMERCIAL TRUST REIT 0.0228% 0.0228% CIFI HOLDINGS GROUP CO LTD COMMON STOCK HKD.1 0.0105% 0.0105% CITY DEVELOPMENTS LTD COMMON STOCK 0.0129% 0.0129% CK ASSET HOLDINGS LTD COMMON STOCK HKD1.0 0.0378% 0.0378% COMFORIA RESIDENTIAL REIT IN REIT 0.0328% 0.0328% COUSINS PROPERTIES INC REIT USD1.0 0.0403% 0.0403% CUBESMART REIT USD.01 0.0359% 0.0359% DAIWA OFFICE INVESTMENT -
Parker Review
Ethnic Diversity Enriching Business Leadership An update report from The Parker Review Sir John Parker The Parker Review Committee 5 February 2020 Principal Sponsor Members of the Steering Committee Chair: Sir John Parker GBE, FREng Co-Chair: David Tyler Contents Members: Dr Doyin Atewologun Sanjay Bhandari Helen Mahy CBE Foreword by Sir John Parker 2 Sir Kenneth Olisa OBE Foreword by the Secretary of State 6 Trevor Phillips OBE Message from EY 8 Tom Shropshire Vision and Mission Statement 10 Yvonne Thompson CBE Professor Susan Vinnicombe CBE Current Profile of FTSE 350 Boards 14 Matthew Percival FRC/Cranfield Research on Ethnic Diversity Reporting 36 Arun Batra OBE Parker Review Recommendations 58 Bilal Raja Kirstie Wright Company Success Stories 62 Closing Word from Sir Jon Thompson 65 Observers Biographies 66 Sanu de Lima, Itiola Durojaiye, Katie Leinweber Appendix — The Directors’ Resource Toolkit 72 Department for Business, Energy & Industrial Strategy Thanks to our contributors during the year and to this report Oliver Cover Alex Diggins Neil Golborne Orla Pettigrew Sonam Patel Zaheer Ahmad MBE Rachel Sadka Simon Feeke Key advisors and contributors to this report: Simon Manterfield Dr Manjari Prashar Dr Fatima Tresh Latika Shah ® At the heart of our success lies the performance 2. Recognising the changes and growing talent of our many great companies, many of them listed pool of ethnically diverse candidates in our in the FTSE 100 and FTSE 250. There is no doubt home and overseas markets which will influence that one reason we have been able to punch recruitment patterns for years to come above our weight as a medium-sized country is the talent and inventiveness of our business leaders Whilst we have made great strides in bringing and our skilled people. -
JOHCM UK Opportunities Fund
Fact Sheet September 2021 Data as at 31 August 2021 JOHCM UK Opportunities Fund Fund overview • Objective: to preserve and then grow clients’ capital in the long-term through active management A Acc GBP of a concentrated portfolio of UK equities • The team invest in high quality companies that generate predictable cash flows and have robust Fund details balance sheets when they are attractively valued Fund size GBP 287.81m • The fund is run with an absolute mind-set both in terms of valuation and making investments Strategy size GBP 567.84m irrespective of benchmark weightings Launch date 30 November 2005 Benchmark FTSE All-Share TR Performance highlights n Fund - A Acc GBP (12pm adjusted) Return since launch (%) n Benchmark No. of holdings 32 Domicile UK 250 Fund structure UCITS 200 Tax status UK reporting status 150 Denominations GBP Valuation point 12pm Dublin time 100 Historic Yield (%) 2.08 50 XD date 31-Dec Pay date 28-Feb 0 -50 Aug 2007 Aug 2009 Aug 2011 Aug 2013 Aug 2015 Aug 2017 Aug 2019 Aug 2021 Fund managers Rachel Reutter Senior Fund Manager Return history Rachel has worked on 1m 3m 1yr 3yr 5yr 10yr SL Annualised* the Fund since she joined JOHCM in 2012 A Acc GBP 2.27 2.42 18.12 17.96 25.72 130.28 238.30 8.04 and has 15 years of Benchmark 2.65 2.89 26.19 10.56 32.64 113.13 161.31 6.28 industry experience. Quartile** 4 3 4 2 3 2 2 - Michael Ulrich Senior Fund Manager Discrete 12 month performance to Michael has worked on the Fund since he 31.08.2021 31.08.2020 31.08.2019 31.08.2018 31.08.2017 joined JOHCM in 2015 A Acc GBP 18.12 -5.20 5.33 1.59 4.91 and has 24 years of industry experience. -
Company Engagement Report
BAILLIE GIFFORD Company Engagement on Environmental, Social and Governance Issues Quarter 3: 1 July 2020 – 30 September 2020 Baillie Gifford Company Engagement on Environmental, Social and Governance Issues Company Engagement on Environmental, Social and Governance Issues Company Country Engagement Topic(s) 10x Genomics, Inc. United States Environmental/Social Abcam plc United Kingdom Corporate Governance Abiomed, Inc. United States Corporate Governance Addtech AB (publ.) Sweden AGM or EGM Proposals ADLER Group S.A. Germany AGM or EGM Proposals Ain Holdings Inc. Japan AGM or EGM Proposals Alphabet Inc. United States Environmental/Social Amazon.com, Inc. United States Environmental/Social Ashtead Group plc United Kingdom AGM or EGM Proposals Aumann AG Germany AGM or EGM Proposals AVEVA Group plc United Kingdom AGM or EGM Proposals Beijer Ref AB (publ) Sweden Environmental/Social BHP Group Plc United Kingdom Corporate Governance Environmental/Social boohoo group plc United Kingdom Environmental/Social British Land Company Plc United Kingdom AGM or EGM Proposals Burberry Group plc United Kingdom Executive Remuneration Calbee, Inc. Japan AGM or EGM Proposals 1 Baillie Gifford Company Engagement on Environmental, Social and Governance Issues Company Engagement on Environmental, Social and Governance Issues Company Country Engagement Topic(s) Calbee, Inc. Japan Environmental/Social Chegg, Inc. United States Environmental/Social Cisco Systems, Inc. United States Environmental/Social Discovery Limited South Africa Environmental/Social DP Aircraft I Limited United Kingdom AGM or EGM Proposals Ecolab Inc. United States Environmental/Social EnQuest PLC United Kingdom Corporate Governance Executive Remuneration Exact Sciences Corporation United States AGM or EGM Proposals Experian plc United Kingdom AGM or EGM Proposals First Derivatives plc United Kingdom Executive Remuneration First Republic Bank United States Environmental/Social GREE, Inc. -
Annual Report and Accounts 2010 Annual Report and Accounts 2010 Accounts and Report Annual Annual Report and Accounts 2010 Welcome Aboard!
Annual report and accounts 2010 Annual report and accounts 2010 Annual report and accounts 2010 Welcome aboard! Navigating your way around this report... 01 Overview 54 Accounts 2010 Business highlights 01 Independent auditors’ report to the members easyJet at a glance 02 of easyJet plc 54 15 years of continued success 04 Consolidated income statement 55 Chairman’s statement 06 Consolidated statement of comprehensive income 56 Consolidated statement of financial position 57 Consolidated statement of changes in equity 58 Consolidated statement of cash flows 59 Notes to the accounts 60 Company statement of financial position 90 Company statement of changes in equity 91 Company statement of cash flows 92 Notes to the Company accounts 93 08 Business review 95 Other information Chief Executive’s statement 08 Five year summary 95 Strategy and KPIs 14 Glossary 96 Financial review 16 Corporate responsibility 28 34 Governance Directors’ report easyJet plc is incorporated as a public limited company and is registered in Directors’ profiles 34 England with the registered number 3959649. easyJet plc’s registered office Corporate governance 36 is Hangar 89, London Luton Airport, Bedfordshire LU2 9PF. The Directors Shareholder information 40 present the Annual report and accounts for the year ended 30 September Report on Directors’ remuneration 41 2010. References to ‘easyJet’, the ‘Group’, the ‘Company’, ‘we’, or ‘our’ are to Statement of Directors’ responsibilities 53 easyJet plc or to easyJet plc and its subsidiary companies where appropriate. Pages 01 to 53, inclusive, of this Annual report comprise the Directors’ report that has been drawn up and presented in accordance with English company law and the liabilities of the Directors in connection with that report shall be subject to the limitations and restrictions provided by such law. -
Eur O P E a N C a Se Clea R in G H O U Se
This case contains colour exhibits which will be affected by the user’s screen and E printer resolution. Therefore, to ensure optimum colour qualityE multiple copies U must be ordered directly from The European Case Clearing House.S R U This colour caseO cannot be supplied as a permission master in either paper format or as a sealed PDF file. However, please contact ECCHO to check availability ofP a black and white version which can be supplied for reproduction. H E A G NorN th America: Rest of the World: ECCH at Babson Ltd The European Case ClearingN House Babson College Cranfield University I BabsonC Park Wharley End R Wellesley Bedfordshire MA 02457A MK43 0JR A USA S England E Tel: +1 781 239E 5884 Tel: +44 (0)1234L 750903 Fax: +1 781 239 5885 Fax: +44 (0)1234C 751125 [email protected] [email protected] IMD-3-0873 (GM 873) I N T E R N A T I O N A L v. 11.12.2002 THE WEB’S FAVORITE AIRLINE The safest way to become a millionaire is to start as a billionaire and invest in the airline industry. Richard Branson, Founder, the Virgin Group Research Associate Brian “If you create the right expectations and you meet or exceed Rogers prepared this case those expectations, then you will have happy customers,” under the supervision of proclaimed Stelios Haji-Ioannou, the 32 year-old founder and Professor Nirmalya Kumar as CEO of easyJet airlines. Since its launch in November 1995, a basis for class discussion easyJet had become one of Europe’s leading low-cost airlines by rather than to illustrate either adopting an efficiency-driven operational model, creating brand effective or ineffective handling awareness, and maintaining high levels of customer satisfaction. -
SELECT COMMITTEE on OLYMPIC and PARALYMPIC LEGACY Oral and Written Evidence
SELECT COMMITTEE ON OLYMPIC AND PARALYMPIC LEGACY Oral and written evidence Contents Active in Time Ltd—Written evidence ................................................................................................. 3 Association for Physical Education (afPE)—Written evidence ......................................................... 8 Big Lottery Fund—Written evidence .................................................................................................. 16 BioRegional—Written evidence ........................................................................................................... 21 Boff, Andrew—Written evidence ........................................................................................................ 24 Boggis, Emma—Written evidence ........................................................................................................ 35 British Gliding Association (BGA)—Written evidence ................................................................... 49 British Standards Institution (BSI)—Written evidence .................................................................... 51 British Swimming and the Amateur Swimming Association—Written evidence ...................... 55 British Paralympic Association (BPA)—Written evidence ............................................................. 64 Community Safety Social Inclusion Scrutiny Commission—Written evidence ......................... 70 Dorset County Council—Written evidence .................................................................................... -
The Female FTSE Board Report 2014 Crossing the Finish Line
The Female FTSE Board Report 2014 Crossing the Finish Line Professor Susan Vinnicombe OBE, Dr Elena Doldor, Caroline Turner CRANFIELD INTERNATIONAL CENTRE FOR WOMEN LEADERS The Female FTSE Board Report 2014 Supporting Sponsors: Foreword FEMALE FTSE BOARD REPORT 2014 It has been exactly 3 years since Lord Davies challenged the UK’s top performing companies to recognise the benefits of gender equality in the boardroom and to take action to increase the number of women on British boards. Since then we have been encouraged to see chairmen and their businesses take ownership of this agenda. The figures speak for themselves. FTSE 100 companies have increased the number of women on their board from 12.5% in 2011 to 20.7% today, with the FTSE 250 similarly improving from 7.8% to 15.6%. We have also seen considerable efforts and a significant change of mindset from other key players such as investors, executive search firms and business leaders – all working together to bring about real change. We are also pleased to see that within the FTSE 100, 98% of boards now include women. Glencore Xstrata and Antofagasta – are now the outliers. This is a considerable turnaround from where 1 in 5 boards were all male in 2011. The FTSE 250 also continues in the same vein with around 50 all male boards today, down by well over half on 3 years ago. In addition, this report highlights the many strong women candidates capable of filling board positions. Cranfield have identified 100 of their top Women to Watch, which is included here. -
Executive Pay in the FTSE 100: Is Everyone Getting a Fair Slice of the Cake? London: Chartered Institute of Personnel and Development, P19
in association with RESEARCH REPORT | August 2020 FTSE 100 CEO pay in 2019 and during the pandemic The CIPD is the professional body for HR and people development. The registered charity champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has more than 150,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development. The High Pay Centre is an independent, non-partisan think tank focused on the causes and consequences of economic inequality, with a particular interest in top pay. It runs a programme of research, events and policy analysis involving business, trade unions, investors and civil society focused on achieving an approach to pay practices that enjoys the confidence of all stakeholders. FTSE 100 CEO pay in 2019 and during the pandemic Research report FTSE 100 CEO pay in 2019 and during the pandemic Contents Foreword 2 Our recommendations 3 Key findings 3 What happened to CEO pay during COVID-19? 7 What happened to CEO pay in 2019? 8 What makes up CEO pay packages? 12 Ethnic diversity 15 Conclusion 16 Our methodology 17 Appendix 19 Notes 22 Acknowledgements This report was written by Louisa Shand, Governance and Risk Adviser, CIPD, and Rachel Kay and Luke Hildyard from the High Pay Centre. We would like to thank the CIPD team who contributed to this research – Charles Cotton, Ben Willmott and Edward Houghton. -
Aviation Week & Space Technology
UK-Japan Should the USAF Quebec’s Drive Fighter Proposal Lead in Space? To Digital $14.95 APRIL 3-16, 2017 RICH MEDIA A320neo EXCLUSIVE Report Card Digital Edition Copyright Notice The content contained in this digital edition (“Digital Material”), as well as its selection and arrangement, is owned by Penton. and its affiliated companies, licensors, and suppliers, and is protected by their respective copyright, trademark and other proprietary rights. Upon payment of the subscription price, if applicable, you are hereby authorized to view, download, copy, and print Digital Material solely for your own personal, non-commercial use, provided that by doing any of the foregoing, you acknowledge that (i) you do not and will not acquire any ownership rights of any kind in the Digital Material or any portion thereof, (ii) you must preserve all copyright and other proprietary notices included in any downloaded Digital Material, and (iii) you must comply in all respects with the use restrictions set forth below and in the Penton Privacy Policy and the Penton Terms of Use (the “Use Restrictions”), each of which is hereby incorporated by reference. Any use not in accordance with, and any failure to comply fully with, the Use Restrictions is expressly prohibited by law, and may result in severe civil and criminal penalties. Violators will be prosecuted to the maximum possible extent. You may not modify, publish, license, transmit (including by way of email, facsimile or other electronic means), transfer, sell, reproduce (including by copying or posting on any network computer), create derivative works from, display, store, or in any way exploit, broadcast, disseminate or distribute, in any format or media of any kind, any of the Digital Material, in whole or in part, without the express prior written consent of Penton. -
ITV Diversity Acceleration Plan
DIVERSITY ACCELERATION PLAN REPORT 2021 WELCOME CAROLYN MCCALL, CEO ITV Welcome to our report. A year ago, we committed to increasing investment, including appointing a new Diversity & Inclusion team, in order to accelerate the speed of change and increase representation on-screen, in our production teams and within our own workforce. Attracting the best talent from a wide range of backgrounds, creating an inclusive culture where all colleagues can flourish, and making programmes that appeal to wide and diverse audiences are all hugely important priorities to our business. I feel incredibly proud to work for ITV and this has been an extraordinary year. I would like to acknowledge the passion and commitment ITV colleagues have displayed to drive this agenda forward and particularly the hard work of and the important role that our colleague Network Groups have played. Lockdown made things harder to deliver on many fronts including some elements of this plan and there are further steps to reach all our targets. There is no doubting our commitment – we are also committed to measuring our progress and reporting publicly each year because we know that we will rightly be judged by actions rather than words. 2 INTRODUCTION ADE RAWCLIFFE, GROUP DIRECTOR DIVERSITY AND INCLUSION, ITV As a senior leader at ITV I know how essential it is for us to use our position in society to shape Britain’s culture whilst reflecting who we are; it’s a position of privilege and responsibility. ITV has a duty to remain relevant, successful and profitable. As custodians of an organisation which millions of British people have a close relationship and affinity with, we understand the importance of ensuring that ITV consistently lives up to their expectations.