DOCSLIB.ORG

And Corporate Responsibility

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
And Corporate Responsibility mages/ n-Luc Luyssen/Gamma For more information, > go to Corporate website: www.thalesgroup.com > contact Ethics and Corporate Responsibility Department: • Dominique Lamoureux: +33 (0)1 57 77 82 07 [email protected] • Sylvain Masiéro: +33 (0)1 57 77 85 88 [email protected] Thales 45, rue de Villiers (p. 26), Getty Images/Jean-Louis Batt 18), Krahmer (p. 18), Getty Images/Franck Frechette (p. 4), Getty Images/Jeremy 92526 Neuilly-sur-Seine Cedex France Published by Thales Corporate Communications – 2007 • Getty Images/Jim Franco (cover), Getty Images/Sami Sarkis (p. 2), I (cover), – 2007 • Getty Images/Jim Franco Communications Corporate Published by Thales John Lawrence pp. 6, 21), Jea (pp. 4, 7, 10, 11, 12, 26), Daniel Rory/Redlink/Gamma (content, Bassignac/Gamma (p. 8), Gilles IFA/Photononstop (p. 1) • Design and production: Photopointcom Somoza/Gamma (p. 8), Zeng Niam/Gamma 14) • Thales, (p. 6), Gerardo - 7316. Thales and corporate responsibility contents Thales: a global leader and responsible corporate citizen In 2006, various rating agencies and other bodies assessed the Thales Group using criteria related to social and environmental responsibility. 01 Chairman’s message 02 Activities 03 Key figures CM-CIC Securities /////////////// Source: “Business as usual – A financial and extra-financial analysis 04 THE THALES APPROACH of the aerospace & defense industry”, February 2006 TO CORPORATE RESPONSIBILITY 1. National Defence Budget /////////////////////// 00 6. IT & Electronics /////////////////////////////////////// 000 00 000 TOWARDS: 2. State support (Export) ///////////////////////////// 7. Multi Domestic Approach ////////////////// 3. Possible M&A Targets ///////////////////////// 000 8. Low Dependance on Exports AND 08 CUSTOMERS SUPPLIERS 4. Dual Applications /////////////////////////////////// 000 to Risky Countries ////////////////////////////////////// 00 EMPLOYEES 12 5. Systems Providers ///////////////////////////////// 000 Qualitative Scoring /////////////////////////////////// 2.63 SHAREHOLDERS Guide : 1. Share of National Defence Budget // 2. Level of State support and/or prevalence of State to State contracts. // 3. Likely targets for M&A. // 4. Capacity or possibility for reusing defence technologies for civil uses & vice versa. // 5. Share (direct or AND FINANCIAL MARKETS 18 indirect) of turnover. // 6. Share (direct or indirect) of turnover 1=-10%, 2= 10 – 20%, 3=20%+ // 7. Repartition of turnover & sites. // 8.Share of turnover from regions or zones with current or potential high level of political instability. THE ENVIRONMENT 22 Qualitative Scoring: 3= 50%+, 2= 20-50%, 1= below 20%. SOCIETY 26 ////////////////////////////Rating: May 2006 - Market sector : Aerospace (companies in panel sector: 10) This brochure is a summary of the Corporate Vigeo Responsibility report available (in French) on the Thales website: www.thalesgroup.com Criteria (min --/max ++) Rating 2006/05 Score 2006/05 100 Benchmark: company/industry sector 100 --- Min - Max (sector) • Thales Human Resources + 58 75 75 Environment = 35 SINGAPORE Customers & Suppliers = 39 50 50 profile Corporate Governance - 30 25 25 Community Involvement + 50 Human Rights + 65 0 0 Score scaling: 0 to 100. Human Environment Customers & Corporate Community Human Rights hales is a leading international electronics Resources Suppliers Governance Involvement and systems group serving defence, aerospace and civil security markets T worldwide, supported by a comprehensive Other initiatives ///////////////////////////////////////// services offering. The company’s high-technology civil In 2006, Thales won various avionics suite for Sukhoi’s new ment in the Middle East and North tor to Thales’s Air Systems divi- and military businesses develop in parallel to serve awards in recognition of its Russian Regional Jet; Africa region for its investment sion. On the basis of half-yearly performance, particularly Q a single objective: the security of people, property In France, Thales won the with Raytheon in an environment- performance measurements of in export markets: French external trade ministry’s friendly aquafarm that employs its 42 main industrial suppliers. and nations. Leveraging a global network of 25,000 Q in the United Kingdom, the 2005 trophy for best sponsorship women in Saudi Arabia; The DGA also awarded the tro- high-level researchers, Thales offers a capability company won the Deal of the action for its backing of the Q in May 2006, the French phy for best programme team to unmatched in Europe to develop and deploy critical Year 2005 award from Trade Auverland Company; defence procurement agency the consortium formed by Finance for its innovative financ- Q information systems. the company also received the (DGA) awarded its quality trophy Thales and Alcatel Alenia Space ing of the contract to supply the OECD 2006 prize for best invest- for best industrial prime contrac- for the Syracuse III programme. Chairman’s message We operate in an environment that requires full compliance with increasingly stringent standards. “ethical standards, and this already in place. We fully only way to build the long- applies equally to our cus- recognise that a permanent term trust-based relation- tomers, suppliers, share- effort is required to sustain ships” that are central holders, financial markets and this commitment to corpo- to the concept of corporate employees, as well as to civil rate social responsibility. social responsibility, and society and the environment. We are constantly striving that underpin our future to improve our procedures growth and development. At Thales, we have taken and internal control meas- a number of steps to meet ures, and to ensure that Denis Ranque these requirements, and each and every employee a whole range of different fully understands the impli- he complex global measures are now in place cations of this responsibility environment in thanks to the unflagging and assumes ownership which we operate commitment of thousands of the associated risks. T requires companies of company employees. We act on any instances of to comply with increasingly As a result, Thales aims non-compliance to further stringent standards and assume to win the acknowledgement refine our rules and the ways a growing responsibility for of customers and partners we operate. their business practices. alike as a responsible world The entire company is com- I personally attach the utmost market leader. mitted to this process of importance to ethical behav- This report provides a brief continuous improvement. iour and compliance with description of the measures Indeed, we believe it is the < 1 Businesses Thales is a world leader in mission-critical information systems for the aerospace, defence and security markets. With operations in 50 countries and revenues of 12.6 billion euros, the company draws on an extensive palette of civil and military technologies to meet the needs of its customers, working as a programme prime contractor and developing and delivering a full range of equipment, systems and services. AEROSPACE DÉFENSE > Aerospace > Space > Air Systems • Intelligence, command and end-to- > Naval end communications systems (C4ISR) Onboard all major civil and military Provision of end-to-end space-based Complete airspace security and systems for joint and network centric Major naval industry credentials. aerospace programmes. solutions from systems to services surveillance solutions, both civil operations Strengthened partnership with ship- Capabilities through Thales Alenia Space (67% stake) and military. • Communications and optronics builder DCNS at the heart of European and Telespazio (33%). Capabilities • Aeronautical equipment equipment for air, land and naval forces consolidation moves. • Mission electronics for combat aircraft Capabilities • Weapon, surveillance and detection References Capabilities • Airborne surveillance and • European leader for space systems systems Land • Prime contracting and systems mission systems and services in the field of commercial • Radar, command & control and • Cooperative fighting system : integration Some references Telecoms, Navigation, Radar & Optical battlefield radar solutions via JV BOA demonstrator (France) • Above-water systems and equipment • Watchkeeper UAV-based ISTAR Observation, Meteorology and ThalesRaytheonSystems • Soldier modernisation programmes : • Underwater systems and equipment programme Oceanography, Defense Communications • Air traffic management solutions FIST (UK), Normans (Norway), • Services (fleet support and MCO) Some references • A380, A400M and B787 aircraft and Observation, Science IdZ (Germany), D2S2 (Netherlands) Some references • Rafale & Mirage 2000 fighters • Strong positions in Orbital infrastructures • European anti-missile defence • More than 25,000 integrated vehicle • Future aircraft carriers CVF (UK) and • S76d, Lynx, Future Lynx, Tiger, and Transportations programmes FSAF, PAAMS and SAAM systems in service of 150 different PA2 (France) Some references NH90 helicopters • Crotale and Shahine short-range types. • FREMM (Franco-Italian multimission • Meltem maritime patrol programme • Commercial telecommunication missiles • CYTOON program (South Africa) frigates) (Turkey) satellites W2A (Eutelsat, Mobile TV), • Starstreak very short-range missile to deliver land battalion with ISTAR • Horizon and LCF frigates • Regional aircraft (Bombardier, Sukhoi) Globalstar (48 constellation for mobile • ACCS LOC-1, NATO Air Command capabilities • MINREM
Load more

Recommended publications
  • Corporate Responsibility Report 2006 Thales - Corporate Responsibility Report
    Thales - Corporate Responsibility Report 2006 CORPORATE RESPONSIBILITY REPORT 2006 Thales 45 rue de Villiers 92526 Neuilly-sur-Seine Cedex France Tél. : +33 (0) 1 57 77 80 00 www.thalesgroup.com THALES Message from the Chairman p. 1 Thales profile and key figures p. 2 Highlights of 2006 p. 4 Issues and vision p. 5 Corporate governance, ethics and corporate responsibility organisation p. 11 A responsible business growth p. 22 A company of choice p. 27 A broader vision of corporate responsibility p. 50 A responsible player in environmental protection p. 59 A global leader recognised as a responsible player p. 72 CONTENTS INTRODUCTION ĵ This document is the Thales Corporate Responsibility report for 2006. The report presents the Group’s businesses and key figures and reviews the action taken by Thales in 2006 with respect to the company's corporate responsibility. It reports on substantive measures by the company in the areas of finance, employee relations, employment, and social and environmental protection. In accordance with Group’s international involvement, supported by its multidomestic strategy, the report provides detailed information of french companies about social and environmental initiatives as well as actions in other countries where Thales has significant operations. Photos credits: Photopointcom • Design and production: - 7373. Publication date: September 2007. This document is available on www.thalesgroup.com > MESSAGE FROM THE CHAIRMAN his second edition of the Annual “ Corporate Responsibility Report T confirms Thales's commitment to a rigorous and proactive policy in the area of Confidence underpins Corporate Responsibility. the long-term growth and As Thales writes a new chapter in its history, performance of Thales.
    [Show full text]
  • Lvmh Moët Hennessy Louis Vuitton
    LVMH MOËT HENNESSY LOUIS VUITTON LVMH Moët Hennessy Louis Vuitton (incorporated with limited liability in the Republic of France) Euro 10,000,000,000 Euro Medium Term Note Programme Due from one month from the date of original issue Under the Euro Medium Term Note Programme described in this Base Prospectus (the “Programme”), LVMH Moët Hennessy Louis Vuitton (“LVMH” or the “Issuer”) subject to compliance with all relevant laws, regulations and directives, may from time to time issue Euro Medium Term Notes (the “Notes”). The aggregate nominal amount of Notes issued by the Issuer and outstanding will not at any time exceed Euro 10,000,000,000 (or the equivalent in other currencies). This Base Prospectus shall, for the purposes of Notes listed on the Official List of the Luxembourg Stock Exchange and admitted to trading on the Regulated Market (as defined below) of the Luxembourg Stock Exchange, or offered to the public in Luxembourg, be updated annually. Application has been made to the Commission de surveillance du secteur financier in Luxembourg in its capacity as competent authority under the “loi relative aux prospectus pour valeurs mobilières” dated 10 July 2005 which implements the Directive 2003/71/EC on the prospectus to be published when securities are offered to the public or admitted to trading (the “Prospectus Directive”), for the approval of this Base Prospectus as a base prospectus for the purposes of Article 5.4 of the Prospectus Directive. References in this Base Prospectus to the “Prospectus Directive” shall include the amendments made by Directive 2010/73/EU (the “2010 PD Amending Directive”) to the extent that such amendments have been implemented in the relevant Member State of the European Economic Area.
    [Show full text]
  • 2020 ANNUAL REPORT Passionate About Creativity
    2020 ANNUAL REPORT Passionate about creativity Passionate about creativity THE LVMH SPIRIT Louis Vuitton and Moët Hennessy merged in 1987, creating the LVMH Group. From the outset, Bernard Arnault gave the Group a clear vision: to become the world leader in luxury, with a philosophy summed up in its motto, “Passionate about creativity”. Today, the LVMH Group comprises 75 exceptional Maisons, each of which creates products that embody unique craftsmanship, carefully preserved heritage and resolute modernity. Through their creations, the Maisons are the ambassadors of a refined, contemporary art de vivre. LVMH nurtures a family spirit underpinned by an unwavering long-term corporate vision. The Group’s vocation is to ensure the development of each of its Maisons while respecting their identity and their autonomy, by providing all the resources they need to design, produce and distribute their creations through carefully selected channels. Our Group and Maisons put heart and soul into everything they do. Our core identity is based on the fundamental values that run through our entire Group and are shared by all of us. These values drive our Maisons’ performance and ensure their longevity, while keeping them attuned to the spirit of the times and connected to society. Since its inception, the Group has made sustainable development one of its strategic priorities. Today, this policy provides a powerful response to the issues of corporate ethical responsibility in general, as well as the role a group like LVMH should play within French society and internationally. Our philosophy: Passionate about creativity THE VALUES OF A DEEPLY COMMITTED GROUP Being creative and innovative Creativity and innovation are part of LVMH’s DNA; throughout the years, they have been the keys to our Maisons’ success and the basis of their solid reputations.
    [Show full text]
  • Translation of the French Interim Financial Report Six
    TRANSLATION OF THE FRENCH INTERIM FINANCIAL REPORT SIX-MONTH PERIOD ENDED JUNE 30, 2021 CONTENTS EXECUTIVE AND SUPERVISORY BODIES; STATUTORY AUDITORS AS OF JUNE 30, 2021 3 FINANCIAL HIGHLIGHTS 4 HIGHLIGHTS 6 SHARE CAPITAL AND VOTING RIGHTS 6 COMMENTS ON THE CONSOLIDATED INCOME STATEMENT 8 WINES AND SPIRITS 12 FASHION AND LEATHER GOODS 13 PERFUMES AND COSMETICS 15 WATCHES AND JEWELRY 16 SELECTIVE RETAILING 17 COMMENTS ON THE CONSOLIDATED BALANCE SHEET 18 COMMENTS ON THE CONSOLIDATED CASH FLOW STATEMENT 20 CONSOLIDATED INCOME STATEMENT 22 CONSOLIDATED STATEMENT OF COMPREHENSIVE GAINS AND LOSSES 23 CONSOLIDATED BALANCE SHEET 24 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY 25 CONSOLIDATED CASH FLOW STATEMENT 26 SELECTED NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 27 STATUTORY AUDITORS’ REPORT ON THE HALF-YEAR FINANCIAL INFORMATION 55 STATEMENT BY THE PERSON RESPONSIBLE FOR THE INTERIM FINANCIAL REPORT 56 As table totals are based on unrounded figures, there may be discrepancies between these totals and the sum of their rounded component figures. This document is a free translation into English of the original French “Rapport financier semestriel – 30 juin 2021”, hereafter referred to as the “Interim financial Report”. It is not a binding document. In the event of a conflict in interpretation, reference should be made to the French version, which is the authentic text. Interim Financial Report – Six-month period ended June 30, 2021 2 EXECUTIVE AND SUPERVISORY BODIES; STATUTORY AUDITORS AS OF JUNE 30, 2021 Board of Executive Performance Directors
    [Show full text]
  • 2013 Financial Documents
    01_VA_V3 28/01/2014 09:05 PageI TRANSLATION OF THE FRENCH FINANCIAL DOCUMENTS FISCAL YEAR ENDED DECEMBER 31, 2013 01_VA_V3 28/01/2014 09:05 PageII CONTENTS EXECUTIVE AND SUPERVISORY BODIES; STATUTORY AUDITORS 1 FINANCIAL HIGHLIGHTS 2 CAPITAL AND VOTING RIGHTS 4 BUSINESS REVIEW AND COMMENTS ON THE CONSOLIDATED FINANCIAL STATEMENTS OF LVMH GROUP 5 COMMENTS ON THE CONSOLIDATED INCOME STATEMENT 6 WINES AND SPIRITS 10 FASHION AND LEATHER GOODS 11 PERFUMES AND COSMETICS 13 WATCHES AND JEWELRY 15 SELECTIVE RETAILING 16 COMMENTS ON THE CONSOLIDATED BALANCE SHEET 17 COMMENTS ON THE CONSOLIDATED CASH FLOW STATEMENT 19 CONDENSED CONSOLIDATED FINANCIAL STATEMENTS 21 CONSOLIDATED INCOME STATEMENT 22 CONSOLIDATED STATEMENT OF COMPREHENSIVE GAINS AND LOSSES 23 CONSOLIDATED BALANCE SHEET 24 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY 25 CONSOLIDATED CASH FLOW STATEMENT 26 SELECTED NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 27 SIMPLIFIED ACCOUNTING INFORMATION OF LVMH MOËT HENNESSY-LOUIS VUITTON SA 65 INCOME STATEMENT 66 CHANGE IN EQUITY 66 This document is a free translation into English of the original French “Documents financiers - 31 décembre 2013”, hereafter referred to as the “Financial Documents”. It is not a binding document. In the event of a conflict in interpretation, reference should be made to the French version, which is the authentic text. 01_VA_V3 28/01/2014 09:05 Page1 EXECUTIVE AND SUPERVISORY BODIES; STATUTORY AUDITORS Board of Executive Performance Directors Committee Audit Committee Bernard Arnault Bernard Arnault Yves-Thibault
    [Show full text]
  • Passionate About Creativity
    LVMH PASSIONATE ABOUT CREATIVITY Annual report 2007 passionate contents 02 . Chairman’s Message 14 . Review of operations 06. Financial Highlights 16. Wines & Spirits 08. Interview with Antonio Belloni: 24. Fashion & Leather Goods Many talents – a single success 32. Perfumes & Cosmetics 10. Corporate Governance 40. Watches & Jewelry 12. The LVMH Share 46. Selective Retailing 2007 LVMH about creativity 2007 52 . Sustainable development 54. Human resources Strengthening talents – Committing values 62. Corporate sponsorship to support culture, youth and humanitarian action 63. Protecting the environment 67 . Consolidated Financial Statements 01 Chairman’s Message Chairman’s The main strength of our Group, demonstrated by the consistency of the financial results, is without doubt LVMH’s unique portfolio of exceptional, globally recognised brands which are emblematic of the history and the world Bernard Arnault of luxury. an 02 Continue 2007 LVMH THE GROWTH OF LVMH HAS BEEN DRIVEN BY STRONG CONSUMER DEMAND FOR OUR PRODUCTS, AS MUCH IN EUROPE AND THE UNITED STATES AS IN EMERGING MARKETS. IN CHINA, RUSSIA AND INDIA, ALL MARKETS WITH STRONG CULTURAL TRADITIONS, NEW CLIENTS ARE LOOKING TO LVMH’S STAR BRANDS AS SYMBOLIC OF A LIFESTYLE TO WHICH THEY ASPIRE ENTHU- SIASTICALLY. THANKS TO ITS UNIQUE PORTFOLIO OF ICONIC BRANDS, THE TALENT OF ITS TEAMS AND THE GLOBAL REACH OF ITS BUSINESS, LVMH IS IN AN EXCELLENT POSITION TO GAIN MARKET SHARE AND TO CONTINUE ITS LEADERSHIP IN THE LUXURY GOODS MARKET IN 2008 AND BEYOND. By accentuating growth in both traditional and Louis Vuitton trunks have been sold in Australia to invest in their development. Over the years emerging markets over the course of 2007, since the end of the 19th century.
    [Show full text]
  • Report on Corporate Governance and Internal Control Procedures
    REPORT OF THE CHAIRMAN OF THE BOARD OF DIRECTORS 1. CORPORATE GOVERNANCE 96 1.1. Board of Directors 96 1.2. Membership and missions 96 1.3. Executive Management 97 1.4. Performance Audit Committee 97 1.5. Nominations and Compensation Committee 98 1.6. Advisory Board 98 1.7. Participation in Shareholders’ Meetings 98 1.8. Information that might have an impact on a takeover bid or exchange offer 98 1.9. Compensation policy for company officers 99 2. IMPLEMENTATION OF RISK MANAGEMENT AND INTERNAL CONTROL PROCEDURES 100 2.1. Scope, organizational and formalization principles 100 2.2. Main risk management principles 101 2.3. General internal control principles 102 2.4. Risk management and internal control stakeholders 105 2.5. Risk management and internal controls related to financial and accounting information 106 3. STATUTORY AUDITORS’ REPORT ON THE REPORT PREPARED BY THE CHAIRMAN OF THE BOARD OF DIRECTORS 108 2011 Reference Document 95 REPORT OF THE CHAIRMAN OF THE BOARD OF DIRECTORS Corporate Governance Drawn up in accordance with the provisions of Article L. 225- organization of its work, the compensation policy applied to 37 of the French Commercial Code, this report was approved senior executives and company officers, as well as the risk by the Board of Directors at its meeting on February 2, 2012. management and internal control procedures established by the Board and in particular the procedures relating to the Its purpose is to give an account of the membership of preparation and processing of accounting and financial the Board of Directors of the Company, the preparation and information.
    [Show full text]
  • Report on Corporate Governance and Internal Control Procedures
    REPORT OF THE CHAIRMAN OF THE BOARD OF DIRECTORS 1. CORPORATE GOVERNANCE 104 1.1. Board of Directors 104 1.2. Membership and missions 104 1.3. Executive Management 105 1.4. Performance Audit Committee 106 1.5. Nominations and Compensation Committee 106 1.6. Advisory Board 107 1.7. Participation in Shareholders’ Meetings 107 1.8. Information that could have a bearing on a takeover bid or exchange offer 107 1.9. Compensation policy for company officers 107 2. IMPLEMENTATION OF RISK MANAGEMENT AND INTERNAL CONTROL PROCEDURES 108 2.1. Scope, organizational and formalization principles 108 2.2. Main risk management principles 109 2.3. General internal control principles 110 2.4. Risk management and internal control stakeholders 113 2.5. Risk management and internal control procedures related to financial and accounting information 114 3. STATUTORY AUDITORS’ REPORT, PREPARED IN ACCORDANCE WITH ARTICLE L. 225-235 OF THE FRENCH COMMERCIAL CODE, ON THE REPORT PREPARED BY THE CHAIRMAN OF THE BOARD OF DIRECTORS OF LVMH MOËT HENNESSY - LOUIS VUITTON 117 2013 Reference Document 103 REPORT OF THE CHAIRMAN OF THE BOARD OF DIRECTORS Corporate governance Drawn up in accordance with the provisions of Article L. 225-37 organization of its work, the compensation policy applied to of the French Commercial Code, this report was approved by senior executives and company officers, as well as the risk the Board of Directors at its meeting on January 30, 2014. management and internal control procedures established by the Board and in particular the procedures relating to Its purpose is to give an account of the membership of the the preparation and processing of accounting and financial Board of Directors of the Company, the preparation and information.
    [Show full text]
  • Lvmh Moët Hennessy Louis Vuitton
    LVMH MOËT HENNESSY LOUIS VUITTON LVMH Moët Hennessy Louis Vuitton (incorporated with limited liability in the Republic of France) Euro 10,000,000,000 Euro Medium Term Note Programme Due from one month from the date of original issue Under the Euro Medium Term Note Programme described in this Base Prospectus (the “Programme”), LVMH Moët Hennessy Louis Vuitton (“LVMH” or the “Issuer”) subject to compliance with all relevant laws, regulations and directives, may from time to time issue Euro Medium Term Notes (the “Notes”). The aggregate nominal amount of Notes issued by the Issuer and outstanding will not at any time exceed Euro 10,000,000,000 (or the equivalent in other currencies). This Base Prospectus shall, for the purposes of Notes listed on the Official List of the Luxembourg Stock Exchange and admitted to trading on the Regulated Market (as defined below) of the Luxembourg Stock Exchange, or offered to the public in Luxembourg, be updated annually. Application has been made to the Commission de surveillance du secteur financier in Luxembourg in its capacity as competent authority under the “loi relative aux prospectus pour valeurs mobilières” dated 10 July 2005 which implements the Directive 2003/71/EC on the prospectus to be published when securities are offered to the public or admitted to trading (the “Prospectus Directive”), for the approval of this Base Prospectus as a base prospectus for the purposes of Article 5.4 of the Prospectus Directive. References in this Base Prospectus to the “Prospectus Directive” shall include the amendments made by Directive 2010/73/EU (the “2010 PD Amending Directive”) to the extent that such amendments have been implemented in the relevant Member State of the European Economic Area.
    [Show full text]
  • Annual Report
    Annual20 ////////////////////////////////////////////////////////// report 07 Financial report Business review Shareholder information 2007 Annual report Thales 45 rue de Villiers 92200 Neuilly-sur-Seine – FRANCE Tél.: + 33 (0)1 57 77 80 00 www.thalesgroup.com www.thalesgroup.com WorldReginfo - 31f96d7b-6321-44dc-9b56-5ddcb02cd173 The Corporate brochure is available at www.thalesgroup.com WorldReginfo - 31f96d7b-6321-44dc-9b56-5ddcb02cd173 2007 ANNUAL REPORT CONTENTS Overview ........................................................................................................................................................................................................2 Timeline ...........................................................................................................................................................................................................4 Key figures .....................................................................................................................................................................................................6 Governance and auditors ...................................................................................................................................................................8 1 . 2007 FINANCIAL REPORT 1. Directors’ report ............................................................................................................................................................................. 12 2. Consolidated financial statements .............................................................................................................................
    [Show full text]
  • MERGER NOTICE NO 8 of 2019 the PROPOSED ACQUISITION of BELMOND LTD by LVMH MOËT HENNESSY- LOUIS VUITTON SE. Pursuant to Section
    MERGER NOTICE NO 8 OF 2019 THE PROPOSED ACQUISITION OF BELMOND LTD BY LVMH MOËT HENNESSY- LOUIS VUITTON SE. Pursuant to section 56(1) of the Competition Act [CAP 46:09], the Competition Authority has received a merger notification for the proposed acquisition of sole control of Belmond Ltd (“Belmond”) by LVMH Moët Hennessy-Louis Vuitton SE (“LVMH”). The acquiring enterprise, LVMH, is a public company incorporated in accordance with the Laws of France. LVMH is indirectly controlled by the Arnault Family Group, through Groupe Arnault SEDCS. LVMH is listed on the Euronext Paris with its largest shareholder being the Arnault Family Group. LVMH is the holding company of a group which mainly operates in the production and sale of luxury goods through a portfolio of 70 luxury brands and over 4500 points of sale worldwide. The LVMH Group’s activities are internationally structured into sectors such as: wines and spirits; fashion and leather goods; perfumes and cosmetics; watches and jewellery, selective retailing; and other activities which include media, real estate, hotel and the luxury yachts industry. The Directors of LVMH are: Bernard Arnault, Antoine Arnault, Delphine Arnault, Nicolas Bazire, Bernadette Chirac, Charles de Croisset, Clara Gaymard, Marie-Laure Sauty de Chalon, Yves-Thibault de Silguy, Hubert Védrine, Sophie Chassat (all French); Antonio Belloni, Diego Della Valle, Paolo Bulgari (advisory board member) (Italian); Marie-Josée Kravis (Canadian); and Lord Powell of Bayswater (British). The target company, Belmond is incorporated in accordance with the Laws of Bermuda and listed on the New York Stock Exchange. Belmond is not directly or indirectly controlled by any single outside firm.
    [Show full text]
  • Board of Directors' Report on the Draft Resolutions
    BOARD OF DIRECTORS’ REPORT ON THE DRAFT RESOLUTIONS 1/ APPROVAL OF THE ANNUAL FINANCIAL STATEMENTS AND RELATED PARTY AGREEMENTS The first few items on the agenda concern: of 2.00 euros per share was paid on December 3, 2020, the approval of the financial statements: you are asked to approve remaining amount of 4.00 euros per share will be paid on the financial statements of the parent company, LVMH, April 22, 2021; (1st resolution) and the consolidated financial statements of approval of related party agreements (4th resolution): details the Group (2nd resolution); of the related party agreements are given in the Statutory allocation of net profit (3rd resolution): a dividend of Auditor’s Special Report. 6.00 euros per share will be distributed. As an interim dividend 2/ COMPOSITION OF THE BOARD OF DIRECTORS – STATUTORY AUDITORS 2.1. BOARD OF DIRECTORS Based on the recommendations of the Nominations and Nicolas Bazire Compensation Committee, you are asked to renew the terms of Nicolas Bazire was named Cabinet Director for Prime Minister office of Antoine Arnault, Nicolas Bazire, Charles de Croisset and Edouard Balladur in 1993. He was Managing Partner at Rothschild Yves-Thibault de Silguy as Director (5th to 8th resolutions) for a et Cie Banque from 1995 to 1999 and has been Managing Director period of three years until the end of the Ordinary Shareholders’ of Agache (formerly Groupe Arnault SEDCS) since 1999. Meeting convened in 2024 to approve the financial statements for the previous year. Nicolas Bazire brings to the Board his expertise in both national and international economics and finance.
    [Show full text]