THE OLIN NETWORK Connecting Businesspeople for 95 Years 14
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Strategic Report 2015
Aviva plc Aviva plc Strategic Report 2015 Strategic Report 2015 Strategic Our33 million customers What’s important and how we help them every step of the way What makes us different? Our strategy in action and the benefits it brings to our customers CUSTOMER FOCUS Read What’s our plan of Anna’s story action? Page 4 How we’re doing – and how we’re going to do better Aviva has thought about Your absolutely Aviva everything Creating a bright and sustainable future for our customers, investors, employees and communities 14.05p Final dividend, a 15% increase £30.7bn Paid out in benefits and claims to our customers in 2015 587,000+ Number of people who have benefited from our corporate responsibility programmes in 2015 320 years Protecting our customers since 1696 29,600 Number of employees worldwide 39% Reduction in our carbon footprint since 2010 Who we are At Aviva, we help our 33 million customers save for the future and manage the risks of everyday life. Our 29,600 people are focused on helping to free our customers from fear of uncertainty Read more on Our businesses pages 30-45 We have businesses across 16 markets in: UK, Europe, Asia and Canada We offer: Life insurance Retirement income, Savings & Pensions, Life cover, Protection General insurance Home, Motor, Travel, Pet and Commercial Accident & health insurance Private Medical Insurance, Accident & Health Asset management Investing for Aviva and external clients 1 Read more on Our performance pages 12-13 Our investment thesis of cash flow plus growth sets out why investors should choose us: £2,665m £1,507m £1,192m Operating profit on Cash remittances up 5%1 Value of new IFRS basis up 20%1,2 business up 19%1 94.6% 50.0% Combined operating Operating expense ratio ratio improved by 1.1pp improved by 1.1pp1,2 1 2015 numbers include Friends Life from 10 April 2015, the acquisition completion date. -
BEST BUY CO., INC. (Exact Name of Registrant As Specified in Its Charter)
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 ____________________________________________________________________________ FORM 10-K (Mark One) x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended February 1, 2014 OR o TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission file number 1-9595 ________________________________ BEST BUY CO., INC. (Exact name of registrant as specified in its charter) Minnesota 41-0907483 State or other jurisdiction of (I.R.S. Employer incorporation or organization Identification No.) 7601 Penn Avenue South 55423 Richfield, Minnesota (Zip Code) (Address of principal executive offices) Registrant's telephone number, including area code 612-291-1000 Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Common Stock, par value $.10 per share New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None ____________________________________________________________________________ Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. x Yes o No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. o Yes x No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. -
Purpose Washington University in St
Purpose Washington University in St. Louis 2017–18 Annual Report $711.8M 25 Research support 2017–18 Nobel laureates associated with the university 4,182 15,396 Total faculty Total enrollment, fall 2017 7,087 undergraduate; 6,962 graduate and professional; 20 1,347 part-time and other Number of top 15 graduate and professional programs U.S. News & World Report, 2017–18 30,463 Class of 2021 applications, first-year students entering fall 2017 18 Rank of undergraduate program 1,778 U.S. News & World Report, 2017–18, National Universities Category Class of 2021 enrollment, first-year students entering fall 2017 138,548 >2,300 Number of alumni addresses on record July 2017 Total acres, including Danforth Campus, Medical Campus, West Campus, North Campus, South Campus, 560 Music Center, Lewis Center, and Tyson Research Center $7.7B Total endowment as of June 30, 2018 22 Number of Danforth Campus buildings on the National 16,428 Register of Historic Places Total employees $248M Amount university provided in undergraduate $3.5B and graduate scholarship support in 2017-18 Total operating revenues as of June 30, 2018 4,638 All degrees awarded 2017–18 TABLE OF CONTENTS 2 Letter from the Chair and Chancellor 18 Purpose 38 Financial Highlights 4 Leading Together 34 Year in Review 4 | Purpose LETTER FROM THE CHAIR AND THE CHANCELLOR Mark S. Wrighton, Chancellor, and Craig D. Schnuck, Chair, Board of Trustees The campaign has laid On June 30, 2018, we marked the conclusion of Leading Together: The Campaign for the foundation for a Washington University, the most successful fundraising initiative in our history. -
January 2015
January 2015 Published by the Executive MBA Council © 2015 Executive MBA Council All Rights Reserved Vision To be the preeminent global voice of the Executive MBA industry by increasing the scope of influence of EMBAC, its members, and the EMBA industry by offering relevant content and thinking that serves key constituents and stakeholders. Mission As the academic association that represents the Executive MBA, EMBAC is uniquely positioned to serve as the industry voice globally. EMBAC’s mission is to advance the cause of EMBA Programs by providing necessary thought leadership, serving as a facilitator of best practice sharing and knowledge dissemination, and fostering a community among high-quality programs. Update your directory anytime Change your email? Hire a new administrator? You can update your program’s online directory listing anytime. Accurate directory information drives the search feature on the council's prospective student website, http://www.executivemba.org. Prospective students can search the directory for program information as well as to contact programs. A current listing also ensures that you and your staff receive Executive MBA Council communications It’s easy to update your program information: Log onto your School Portal at: www.embac.org/myschoolportal If you need assistance with your login information, please use the Password Recovery link: http://embaportal.perceptresearch.com/Security/PasswordRecovery.aspx Go to the Directory Management menu Select Update Contact Info/Photos Update your information Select "Next" to save your changes on each page To ensure confidentiality, Executive MBA council research partner, Percept Research, maintains your School Portal and shares only information that is denoted as public in the Program Survey. -
A Family Christmas Devotional
A FAMILY CHRISTMAS DEVOTIONAL 1 A devotional focused on the events of 2020 2 What a year … While it probably seems a little cliche at this point, we recognize that 2020 has been a year unlike any in recent memory. From a global pandemic, to civic unrest, to an extremely contentious election season, it has often seemed like Hell must be throwing everything at us (including the kitchen sink). We are all worn and weary, and in need of some rest and hope. Unfortunately, the holidays are often anything but restful, aren’t they? If anything, the days are filled with nonstop to-do’s, activities, more stress, and the rush to “fit everything in.” For many of us, it can feel like we’re just barely making it to New Year’s alive. And in the midst of the frenzy and stress, we often miss what this season is truly all about. Does the true meaning of Christmas even matter anymore? Are we just running around all month for silly, old-fashioned traditions? Most of us probably know that all of this began with a story in the Bible, but how do we know we can even trust that anymore? And if we can’t trust it, then why are we adding more stress and busyness at the end of a long, stressful year? If you’ve ever wondered in your own spirit if all of this really matters, don’t worry; you’re not alone! All of the questions are understandable – especially this year – but especially because of how stressful this year has been, we want to help point you and your loved ones back to the true meaning of Christmas. -
Olin-Phd-Bulletin
PHD BULLETIN Create change. PHD PROGRAM Olin Business School TABLE OF CONTENTS ACADEMIC CALENDAR 3 INTRODUCTION 4 OLIN’S MISSION AND CORE VALUES 5 DOCTORAL COMMITTEE 6 DEGREE REQUIREMENTS 7 Ph.D. ADVISOR POLICY 8 POLICY ON PROBATION AND ACADEMIC DISMISSAL 9 SATISFACTORY ACADEMIC PROGRESS 10 PROCEDURE FOR PROBATION AND DISMISSAL 13 ACADEMIC INTEGRITY 15 OLIN BUSINESS SCHOOL – 16 GRADUATE STUDENT CODE OF PROFESSIONAL CONDUCT GRADING 18 TEACHING REQUIREMENTS 19 CURRICULUM (Chronology and Milestones) 22 COURSE INFORMATION 26 REGISTRATION 47 1 Olin Business School INDEPENDENT STUDY AND RESEARCH INTERNSHIP CREDITS 49 MASTER OF SCIENCE IN BUSINESS ADMINISTRATION 50 DISSERTATION (Proposal, Research Advisory Committee, 50 Examination Committee, and Guidelines) GRADUATION INFORMATION 56 TRANSFER CREDIT 57 LEAVE OF ABSENCE 58 HUMAN SUBJECT RESEARCH 58 INTERNATIONAL STUDENTS 59 PLACEMENT 59 TRAVEL REIMBURSEMENT POLICY 59 FINANCIAL PACKAGE 65 RESOURCES/LIBRARY/MAILBOXES 69 RESEARCH AND LEARNING CENTERS 71 HELPFUL LINKS 72 2 Olin Business School ACADEMIC CALENDAR Fall Semester 2021 First Day of Class August 30 Labor Day (no classes) September 6 Thanksgiving break (no classes) November 24-28 Last day of classes December 20 Spring Semester 2022 First day of classes January 18 Martin Luther King holiday – no classes January 17 Spring break (no classes) March 13-19 Last day of classes April 29 Final exams May 2-11 Commencement-Class of 2022 May 20 3 Olin Business School INTRODUCTION Washington University in St. Louis is one of the nation’s leading research institutions and is committed to excellence in teaching, as well as scholarship. The Olin Business School (Olin) doctoral program in business, first offered in 1958, combines the rigorous curriculum of a top-ranked university with the individual attention made possible by our limited enrollment. -
Download: Wfm 1991-04 Access.Pdf
.._,I t-- -- - ____. HERITAG~ROMISE W~c#~o/~~,-~~~ ~ Vol. 3 7 No. 4 April 1991 This special issue of Wake Forest University Magazine is dedicated with appreciation to Jeanne P. Whitman. Contributing writers: Kerry M. King, Adele LaBrecque, Cherin C. Poovey, Bernie Quigley, and Jeanne P. Whitman. Contributing photographers: Susan Mullally Clark, Julie Knight, and Grigg Studio. Typography: Rachel Lowry. Mechanical design: Lisa Kennedy. Production supervision: Teresa B. Grogan. Printing: Fisher-Harrison Corp. WAKE FOREST UNIVERSITY MAGA ZINE (USPS 664-520, ISSN 0279-3946) is published five times a year in Sep tember, November, February, April and July by Wake Forese Universiry. Second class postage paid ac Winscon-Salem, C, and additional mailing offices. Please send letters co the edicor and alumni news co WAKE FOREST UNIVERSITY MAGAZINE, 7205 Rey nolda Station, Winston-Salem, C 27109. POSTMASTER: Send address changes co the WAKE FOREST MAGA ZINE, 7227 Re ynolda Station, Winscon- alem, C 27109. ~ ¥~ ~ te~ ~to- aff~ ~ fYde iJ%teM. @if .MJZ.W o/~ and ~~ ta /te4£' i?v de edt - od/ and~/ /te4,-f and n&f/. ~ ~ ~ o/rf)f/de iff~~~~ 7/Ubt& de ~yo/~ and~~.· ~ ~~ pt fYde @%;-~ tudfjv~ o/ ~ o/cwt tejueae~ ~. ~t eduw-~ ~ ~de~t?vaffo/~. ~~~aff~ ~ ~ ~ cldicaM tfei,t ~ to- de .iju;td o/~ ~. 1 These remarks were delivered informally He looks back at them, and, think and without a 'text. They were meant ing partly about himself, he says about to be listened to rather than read. So these boys , " I hope that when they please do not expect a formal essay. It grow up, when they become men, they is really just a talk to friends who think will receive an education. -
Case No COMP/M.6314 – Telefónica UK/ Vodafone UK/ Everything Everywhere/ JV
EN This text is made available for information purposes only. A summary of this decision is published in all EU languages in the Official Journal of the European Union. Case No COMP/M.6314 – Telefónica UK/ Vodafone UK/ Everything Everywhere/ JV Only the EN text is authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 8 (1) Date: 4/09/2012 EUROPEAN COMMISSION Brussels, 4.9.2012 C(2012) 6063 final PUBLIC VERSION COMMISSION DECISION of 4.9.2012 addressed to: - Telefónica UK - Vodafone Group - Everything Everywhere declaring a concentration to be compatible with the internal market and the functioning of the EEA Agreement (Case No COMP/M.6314 – Telefónica UK / Vodafone UK / Everything Everywhere / JV) (Only the EN version is authentic) TABLE OF CONTENTS COMMISSION DECISION addressed to: - Telefónica UK - Vodafone Group - Everything Everywhere declaring a concentration to be compatible with the internal market and the functioning of the EEA Agreement (Case No COMP/M.6314 – Telefónica UK / Vodafone UK / Everything Everywhere / JV) ............................................................................................ 7 1. NOTIFICATION.......................................................................................................... 7 2. THE NOTIFYING PARTIES ...................................................................................... 8 3. THE OPERATION AND THE CONCENTRATION ............................................... 10 4. UNION DIMENSION .............................................................................................. -
Annual-Report-And-Accounts-2019.Pdf
Satisfying the changing needs of our customers Enabling the transition to a lower carbon future Annual Report and Accounts 2019 Group Snapshot Centrica plc is a leading international energy services and solutions provider focused on satisfying the changing needs of our customers and enabling the transition to a lower carbon future. The world of energy is changing rapidly and Centrica is now equipped to help customers transition to a lower carbon future, with capabilities and technologies to allow them to reduce their emissions. Therefore, we announced in July 2019 our intention to complete the shift towards the customer, by exiting oil and gas production. The Company’s two customer-facing divisions, Centrica Consumer and Centrica Business, are focused on their strengths of energy supply and its optimisation, and on services and solutions, with a continued strong focus on delivering high levels of customer service. Centrica is well placed to deliver for our customers, our shareholders and for society. We aim to be a good corporate citizen and an employer of choice. Technology is increasingly important in the delivery of energy and services to our customers. We are developing innovative products, offers and solutions, underpinned by investment in technology. We are targeting significant cost efficiency savings by 2022 to position Centrica as the lowest cost provider in its markets, consistent with our chosen brand positioning and propositions. Alongside our distinctive positions and capabilities, this will be a key enabler as we target -
DIA Group Faces Audit
PULLOUT SECTION INSIDE: TV LISTINGS FOR THE WEEK JUNE 29-JULY 5, 1997 THE DETROITEtW VOL. 2 NO. 33 75 CENTS S unday To u r n a l CONTINUING THE STRUGGLE FOR JUSTICE AND CONTRACTS ©TDSJ SPECIAL SECTION INSIDE DIA group A c t io n! M o to w n M e m o r ie s faces audit City official questions Founders So By Paige St. John But in the 1970s, when a Journal Staff Writer financial crisis nearly crippled Detroit’s chief financial watch the DIA, the society began tak dog has ordered a special audit ing a more aggressive role in its of the nonprofit group that is tryoperations. Currently it raises ing to gain control of the Detroitthe lion’s share of the DIA’s Institute of Arts. annual $34-million budget, is The audit comes in the midst responsible for all fund-raising, of a controversial push by Mayoroversees millions of dollars in Dennis Archer to remove the cityendowments and runs such aux from daily operation of the pubiliary departments as its gift lic museum. shop and its photography Auditor general Joseph Harris department. said last week he is struck by the The city, meanwhile, has final absence of independent informasay over the budget and policy tion on the Founders Society’sdecisions. About half of the claim that the DIA cannot surmuseum’s employees, including vive unless the Society is given thea director, curators, guards 20-year contract to run theand janitors, work for the city. museum as it sees fit. -
Investor Newsletter
Investor newsletter March 2009 From the CEO We feel much happier having Christmas behind us than in front of us: the lack of guidance provided at the interims in November was a true reflection of how difficult we felt it was for us to gauge demand and the health of the consumer. As it turned out, the pattern of the first half of the year continued: we achieved good volume growth and took significant market share, but at the expense of margin. Customers are still out there, but you need to give them a good reason to part with their money, and we did this through a typical Carphone combination of exclusive product and outstanding value for money. The polarisation of the market between high-end “smartphones” and very cheap entry-level handsets has been marked over the last six months. The mobile internet is now really here, not just via USB dongles but also on handsets. This is being driven by WiFi, HSPA and rapidly improving user interfaces. We expect conditions to continue to be tough this year, but one of the bright spots will be the trickle down of these technologies into the middle market, giving that segment a much-needed shot in the arm. At the TalkTalk Group, we have finally been able to move on from fixing the problems of our launch and completing the AOL integration, to concentrate on product and service innovation. Our customers tell us that they only want to pay for what they use, so we have relaunched our proposition offering a range of “booster” services (offering higher speeds, more download capacity and other enhancements) around the core phone-and- broadband tariff. -
CONNECTED SOLUTIONS for a CONNECTED WORLD Carphone Warehouse Group Plc Carphone Annual Report 2012 Report Annual
CONNECTED SOLUTIONS FOR A CONNECTED WORLD Carphone plc Group Warehouse Annual Report 2012 Carphone Warehouse Group plc Annual Report 2012 HARNESSING THE CONNECTED WORLD BY MAKING TECHNOLOGY ACCESSIBLE TO OUR CUSTOMERS Following the Group’s disposal of its interest in Best Buy Mobile and the closure of Best Buy UK, Carphone Warehouse Group now consists of: – CPW EUROPE (50% share) – the largest independent telecommunications retailer in Europe – VIRGIN MOBILE FRANCE (47% share) – the largest MVNO in France – GLOBAL CONNECT – new partnership with Best Buy which aims to replicate the successful Best Buy Mobile model in jurisdictions outside North America and Western Europe – OTHER ASSETS – property, cash and loans receivable with a market value at March 2012 of £201m TURN OVER FOR MORE INFORMATION ABOUT THE CARPHONE WAREHOUSE GROUP CONNECTED SOLUTIONS FOR A CONNECTED WORLD CPW VIRGIN MOBILE EUROPE FRANCE — Joint venture with Best Buy, — Joint venture with Virgin Group, a world‑leading consumer leading experts in developing electronics retailer MVNOs worldwide — Europe’s leading independent — Largest MVNO in France with telecommunications retailer, 1.9m customers, of whom operating in eight countries approximately 70% are postpay across Western Europe — Strong brand with innovative — Specialist advice in areas of propositions and high levels product and service complexity of customer service — Customer‑focused, with a demonstrated track record of high quality service — Approximately 2,400 stores and a well developed online proposition Headline