Rates Spike but Credit Remains Calm: Spreads Are Tighter As Primary Remains Open
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MONDELĒZ INTERNATIONAL, INC. (Exact Name of Registrant As Specified in Its Charter)
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 8-K CURRENT REPORT Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 Date of Report (Date of earliest event reported): July 9, 2018 MONDELĒZ INTERNATIONAL, INC. (Exact name of registrant as specified in its charter) Virginia 1-16483 52-2284372 (State or other jurisdiction (Commission (I.R.S. Employer of incorporation) File Number) Identification No.) Three Parkway North, Deerfield, Illinois 60015 (Address of principal executive offices, including zip code) (847) 943-4000 (Registrant’s telephone number, including area code) Not Applicable (Former name or former address, if changed since last report.) Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below): ☐ Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425) ☐ Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12) ☐ Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) ☐ Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (17 CFR §230.405) or Rule 12b-2 of the Securities Exchange Act of 1934 (17 CFR §240.12b-2). Emerging growth company ☐ If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. -
Hyatt Hotels Corp
HYATT HOTELS CORP FORM DEF 14A (Proxy Statement (definitive)) Filed 04/07/15 for the Period Ending 05/13/15 Address 71 SOUTH WACKER DRIVE 12TH FLOOR CHICAGO, IL 60606 Telephone (312) 750-1234 CIK 0001468174 Symbol H SIC Code 7011 - Hotels and Motels Industry Hotels & Motels Sector Services Fiscal Year 12/31 http://www.edgar-online.com © Copyright 2015, EDGAR Online, Inc. All Rights Reserved. Distribution and use of this document restricted under EDGAR Online, Inc. Terms of Use. Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 SCHEDULE 14A (Rule 14a-101) Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 (Amendment No. ) Filed by the Registrant Filed by a Party other than the Registrant Check the appropriate box: Preliminary Proxy Statement Confidential, For Use of the Commission Only (as permitted by Rule 14a -6(e)(2)) Definitive Proxy Statement Definitive Additional Materials Soliciting Material Pursuant to §240.14a -12 Hyatt Hotels Corporation (Name of Registrant as Specified in Its Charter) (Name of Person(s) Filing Proxy Statement, if Other Than the Registrant) Payment of Filing Fee (Check the appropriate box): No fee required. Fee computed on table below per Exchange Act Rules 14a -6(i) (1) and 0 -11. (1) Title of each class of securities to which transaction applies: (2) Aggregate number of securities to which transaction applies: (3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined): (4) Proposed maximum aggregate value of transaction: (5) Total fee paid: Fee paid previously with preliminary materials: Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. -
20 Annual Report 20
2020 Annual Report GUIDING PRINCIPLES FOR FAIRFAX FINANCIAL HOLDINGS LIMITED OBJECTIVES: 1) We expect to compound our mark-to-market book value per share over the long term by 15% annually by running Fairfax and its subsidiaries for the long term benefit of customers, employees, shareholders and the communities where we operate – at the expense of short term profits if necessary. 2) Our focus is long term growth in book value per share and not quarterly earnings. We plan to grow through internal means as well as through friendly acquisitions. 3) We always want to be soundly financed. 4) We provide complete disclosure annually to our shareholders. STRUCTURE: 1) Our companies are decentralized and run by the presidents except for performance evaluation, succession planning, acquisitions, financing and investments, which are done by or with Fairfax. Investing will always be conducted based on a long term value-oriented philosophy. Cooperation among companies is encouraged to the benefit of Fairfax in total. 2) Complete and open communication between Fairfax and subsidiaries is an essential requirement at Fairfax. 3) Share ownership and large incentives are encouraged across the Group. 4) Fairfax will always be a very small holding company and not an operating company. VALUES: 1) Honesty and integrity are essential in all our relationships and will never be compromised. 2) We are results oriented – not political. 3) We are team players – no ‘‘egos’’. A confrontational style is not appropriate. We value loyalty – to Fairfax and our colleagues. 4) We are hard working but not at the expense of our families. 5) We always look at opportunities but emphasize downside protection and look for ways to minimize loss of capital. -
Jamie Kempner: Loeb Partners' Merchant of Banking
1/27/2016 Jamie Kempner: Loeb Partners’ Merchant of Banking | Institutional Investor Jamie Kempner: Loeb Partners’ Merchant of Banking 20 JAN 2016 JULIE SEGAL During the Depression, James (Jamie) Kempner’s greatgrandfather, Carl Loeb, founded the brokerage firm that would go on to become Shearson Loeb Rhoades. Today, the Loeb patriarch would recognize what his heir has in mind for the family office that manages the wealth that survives him. After all, Kempner’s idea to transform Loeb Partners Corp. into a merchant bank — which advises and raises capital for private companies as well as invests in them — points to a business that thrived on Wall Street until partnerships like Goldman Sachs & Co. and Morgan Stanley grew into financial supermarkets in the 1980s and started to go public. The merchant bank model withered as partners’ money was transformed into shares of public stock and private equity firms grew and evolved to take on the lion’s share of investing in private companies. Kempner, who spent 33 years at investment bank Lazard before joining Loeb Partners in January 2014, works alongside his 88yearold father, Thomas, chairman and CEO of the firm. As president, the younger Kempner is building an investment banking advisory business for middlemarket companies. He is also president and Chief operating officer of Loeb Holding Corp., parent company of Loeb Partners. It’s a good time to refashion the Loeb family business into a merchant bank. Since the financial crisis, regulators around the globe have enacted legislation to prevent banks from taking the types of risks that led to the credit freeze of 2008 and the subsequent market meltdown. -
Preparing Chicago's Teens for Success
2013 ANNUAL REPORT Preparing Chicago’s Teens for Success Working with After School Matters helped me learn more about college readiness, and it also helped me with writing resumes and job interviews. I think this program really helped me prepare for college.” —After School Matters Teen 16 years old, Rogers Park LETTER FROM THE BOARD CHAIR & CEO Dear Friends & Colleagues, First, and most importantly, thank you for supporting After School Matters. Whether you did so by giving financially, volunteering your time, advocating on behalf of a teen, or simply reading this report — we are immensely grateful. As you will see throughout these pages, we have much to celebrate here at After School Matters. Teens who participate in our programs are achieving success and realizing their dreams at higher rates than their peers who do not participate. Still, we have much work to do. As we look back on FY13, our first full years in the respective positions of Board Chair and Chief Executive Officer, we are overwhelmed by the potential of Chicago’s teens to ensure a world-class future for our city. Without your continued support, that potential may go unrealized. As you will see throughout this report, After School Matters has proven that teens from even the most challenging backgrounds can accomplish great things if given the right opportunities. By providing such opportunities, we create life-changing experiences. The success stories, the impact, the smiles that you see throughout these pages should keep us all motivated to continue this important work on behalf of Chicago’s teens. Thank you for all that you do. -
Preview of “Print”
12/4/13 Inside the Breakup of the Pritzker Empire - WSJ.com WSJ News, Quotes, Companies, Videos SEARCH BUSINESS DON's Journal TOP STORIES IN BUSINESS 1 of 12 2 of 12 3 of 12 4 of 12 Inventories High Court Hears Is a Peanut Butter China Issues 4G Threaten to Disgruntled Pop-Tart an Mobile Licenses Squeeze Clothin... Frequent F... Innovati... BUSINESS Inside the Breakup of the Pritzker Empire Decadelong Restructuring Wrenched Apart Wealthy, Philanthropic Family Email Print Save 34 Comments By ANUPREETA DAS CONNECT Updated Nov. 26, 2013 3:47 a.m. ET Popular Now What's This? ARTICLES Opinion: Romain 1 Hatchuel: The Coming Global Wealth Tax Enlarge Image Tom Pritzker helped guide the breakup of his family's holdings. Jennifer S. Altman for The Wall Street Opinion: The Journal 2 Human Wealth of Nations For the Pritzkers of Chicago, deal making was central to the family business, a skill Tom Pritzker learned at his father's knee. Mr. Pritzker is now looking to build a new fortune after wrapping up the biggest deal of his Fasts for Weight long career, breaking up the multibillion-dollar family empire started from scratch by his 3 Loss vs. Traditional great-grandfather nearly a century ago. Diets The decadelong restructuring wrenched apart one of the wealthiest and most philanthropic families in the U.S., a clan that built such iconic brands as Hyatt Hotels Corp. H -0.15% , and established the Pritzker Architecture Prize, the profession's highest honor. Opinion: Detroit's Bankruptcy 4 Breakthrough "We didn't do it perfectly. -
Annual Report Goldman Sachs 2005 Annual Report Annual 2005 Sachs Goldman
The Goldman Sachs Approach 2005 annual report goldman sachs 2005annual report www.gs.com The Goldman Sachs Business Principles financial highlights 1. Our clients’ interests always come fi rst. Our experience shows that if we serve our clients well, our own AS OF OR FOR THE YEAR ENDED NOVEMBER success will follow. ($ AND SHARE AMOUNTS IN MILLIONS, EXCEPT PER SHARE AMOUNTS) 2005 2004 2003 2. Our assets are our people, capital and reputation. If any of these is ever diminished, the last is the most diffi cult operating results Net revenues to restore. We are dedicated to complying fully with the letter and spirit of the laws, rules and ethical principles that Investment banking $ 3,671 $ 3,374 $ 2,711 govern us. Our continued success depends upon unswerving adherence to this standard. Trading and principal investments 16,362 13,327 10,443 3. Our goal is to provide superior returns to our shareholders. Profi tability is critical to achieving superior returns, Asset management and securities services 4,749 3,849 2,858 building our capital, and attracting and keeping our best people. Signifi cant employee stock ownership aligns the Total net revenues 24,782 20,550 16,012 interests of our employees and our shareholders. Pre-tax earnings 8,273 6,676 4,445 Net earnings 5,626 4,553 3,005 4. We take great pride in the professional quality of our work. We have an uncompromising determination to achieve Net earnings applicable to common shareholders 5,609 4,553 3,005 excellence in everything we undertake. Though we may be involved in a wide variety and heavy volume of activity, common share data we would, if it came to a choice, rather be best than biggest. -
2014 Annual Report (PDF)
Annual Report 2014 1 TABLE OF CONTENTS 4. LETTER FROM THE CHAIRMAN 5. LETTER FROM THE VICE CHAIRMAN, AND PRESIDENT & CEO 6. RESULTS 8. TEN TRANSFORMATIVE STRATEGIES 10. RECENT WINS 22. NEW AND EXPANDING COMPANIES 24. GLOBAL REACH 30. CHICAGO SISTER CITIES INTERNATIONAL 34. INNOVATION 44. MILESTONES 56. BOARD ACKNOWLEDGEMENTS 60. FINANCIALS 62. PHOTO CREDITS 63. SOCIAL 64. MISSION 2 3 LETTER FROM THE CHAIRMAN LETTER FROM THE VICE CHAIRMAN, AND PRESIDENT & CEO MAYOR RAHM EMANUEL MICHAEL SACKS AND JEFF MALEHORN Four years ago World Business Chicago was a key partner Over the last year, WBC has helped push forward a number For World Business Chicago, 2014 was filled with significant that are truly impacting the region, including the Digital in developing the Plan for Economic Growth and Jobs, of successful projects that are creating jobs and stimulating milestones that will impact the city’s economy for years to Manufacturing and Design Innovation Institute, Supply our forward-looking strategy to chart Chicago’s economic economic growth in our city; encouraging Chicago’s leading come. We saw an increase in companies choosing to locate Chain Innovation Network of Chicago, Metro Chicago future. Since launching the Plan, 32 businesses have institutions to support small business growth in their or expand in Chicago, bringing thousands of jobs to the city. Exports, 1000 Jobs for Chicagoland Manufacturing, Chicago located their headquarters in Chicago, more than 73,000 neighborhoods; and managing an unprecedented regional Anchors for a Strong Economy, and Capital Access Centers. new jobs have been created, and for the second year collaboration to help small and medium businesses capture Under the framework of Chicago’s Plan for Economic in a row our city was named number one for corporate new export opportunities in markets around the world. -
Strategic Report for Goldman Sachs Group, Inc
Strategic Report for Goldman Sachs Group, Inc. Tom Church Meredyth Lacy Cameron Taylor April 22, 2009 Goldman Sachs Group, Inc. Table of Contents EXECUTIVE SUMMARY .......................................................................................................................... 3 COMPANY OVERVIEW............................................................................................................................ 4 COMPANY HISTORY.................................................................................................................................... 4 BUSINESS OVERVIEW ................................................................................................................................. 8 Investment Banking............................................................................................................................... 8 Trading and Principal Investments....................................................................................................... 8 Asset Management and Securities Services .......................................................................................... 9 COMPETITIVE ANALYSIS .................................................................................................................... 10 RIVALRY .................................................................................................................................................. 10 Investment Banking............................................................................................................................ -
Summary Report October 2018 2
Summary Report October 2018 2 C` ontents P5 CEO Address Lim Chow Kiat Chief Executive Officer, GIC P8 China’s New Growth Model – Outlook and Impact P11 China as a Tech-Enabled Economy and Global Innovator 3 P14 Technology Showcase . Cainiao Network (P15) . CStone Pharmaceuticals (P16) . Happy Life Tech (P17) . NIO (P18) . Trax (P19) 4 About GIC Insights 2018 GIC Insights is an annual forum that gathers a select group of senior global business leaders each year to discuss the long-term issues pertinent to the international business and investment community. This year, and fittingly as GIC celebrates 20 years in China, our theme was The New China Economy. Why the New China Economy There is no better time to re-evaluate the state of affairs of the Chinese economy. China is undergoing a major economic transition from investment-and export-led growth to a model driven more by consumption and services, with structural reforms a key part of this process. In 2017, China's economy grew 6.9%, above the government target of 6.5%, despite a notable decline in fixed investment growth contribution, tighter monetary policy, new financial regulations, and a stronger monitoring of fiscal and banking risks. In addition, with strong governmental support for the technology industry, China's new generation of entrepreneurs are creating world-class products, developing their own technologies, and rolling out new business models with scale and speed. Its growing influence presents new opportunities and implications for global investors. At GIC Insights 2018, we were fortunate to be able to hear views from esteemed panelists on the longer term outlook for China's new growth model, the prospects for China as a major global innovation and technology player, and the role global investors can play in this. -
THE TOP 40 FAMILY OFFICE ADVISERS – the LIST | Family Capital
13.8.2018 THE TOP 40 FAMILY OFFICE ADVISERS – THE LIST | Family Capital THE TOP 40 FAMILY OFFICE ADVISERS – THE LIST by Family Capital 12th July 2018 Corinna Traumueller Schulthess Founder and CEO of Family Office Management Consulting Based: London Defining skills: consulting, human resources Traumueller Schulthess set up the Family Office Management Consulting group in 2009 after leading UBS’ family office advisory group and has gone on to establish herself as a top family office consultant. Much of her work at the consulting group involves advising family offices on best practices and helping them to bring greater professionalism to their structures. Traumueller Schulthess is also a partner at the executive search group Schulthess Zimmermann. Combined with her broad knowledge of family offices, she has also become one of Europe’s best-informed experts on human resources and setting up compensation and benefit plans for family offices and their staff. Omar Butt PWC/JP Morgan Based: London Defining skills: entrepreneurial, rising star Butt is rumoured to have just moved to JP Morgan, where he’s likely to be developing the bank’s relationships with family businesses and family offices through the UK and beyond. But he makes this list due to his efforts in developing a successful family office advisory business at PWC. No doubt those https://www.famcap.com/2018/07/the -top-40-family-office-advisers-the-list/ 1/7 13.8.2018 THE TOP 40 FAMILY OFFICE ADVISERS – THE LIST | Family Capital skills were a big reason why Butt was headhunted to join the US bank. In his early 30s, Butt is considered a rising star in the advisory world of family enterprises. -
Berkshire Hathaway 50Th Anniversary Symposium Notes by Ingrid R
November BERKSHIRE HATHAWAY 50TH ANNIVERSARY SYMPOSIUM NOTES 11, 2015 BY INGRID R. HENDERSHOT, CFA The Berkshire Hathaway 50th Anniversary Symposium was presented by the Museum of American Finance and the New York Society of Security Analysts to commemorate the 50th anniversary of Warren Buffett’s leadership of Berkshire Hathaway. Below are my notes from attending the symposium. Fireside Chat with Byron D. Trott and Carol Loomis Byron Trott recalled how he first met Warren Buffett. He was assigned to cover Berkshire Hathaway by Hank Paulson when he worked for Goldman Sachs. Hank Paulson told Trott to call Buffett, which he did. A scheduled one hour meeting between Trott and Buffett turned into a three hour discussion on a variety of topics. Trott said Buffett gave him a homework assignment to “test” him. It was the assignment for Goldman to create a negative coupon convertible instrument for Berkshire to see if it could be done. In essence, investors in the $400 million SQUARZ deal paid Berkshire ¾% for the privilege of buying Berkshire stock at a higher price in 12 years. It was the only deal ever done like this. Charlie Munger, Berkshire’s Vice Chairman, thought it was a horrible idea as he thought Berkshire would end up issuing stock at too low of a price in connection with the deal. Much of SQUARZ was redeemed prior to Berkshire having to issue stock, but Charlie still said, “I told you so.” Buffett continued to believe the deal was better than free float and joked how Charlie always is the “Abominable No Man.” Trott was instrumental in bringing several deals to Berkshire Hathaway, including the Mars/Wrigley investment and the acquisitions of McLane, the Pampered Chef and Marmon, where November BERKSHIRE HATHAWAY 50TH ANNIVERSARY SYMPOSIUM NOTES 11, 2015 BY INGRID R.