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Report on the UNCITRAL Model Law
COMPANY LAW REVIEW GROUP UNCITRAL MODEL LAW ON CROSS-BORDER INSOLVENCY November 2018| 1 November 2018| 2 Contents Page Chairperson’s Letter to the Minister ................................................................................ 6 Executive Summary .......................................................................................................... 7 Chapter 1. Introduction .................................................................................................... 8 1.1 The Company Law Review Group ................................................................. 8 1.2 CLRG Work Programme 2018-2020 .............................................................. 8 1.3 Cross-border Insolvency ................................................................................ 8 1.4 The UNCITRAL Model Law ............................................................................. 9 1.5 Context for the potential adoption of UNCITRAL Model Law on Cross Border Insolvency in Ireland ................................................................ 11 1.6 The Scope and Application of the Model Law in an Irish Context .............. 11 1.7 General Approach ....................................................................................... 12 Chapter 2. Cross-border Corporate Insolvency Law in Ireland ...................................... 13 2.1 Introduction ................................................................................................ 13 2.2 Section 1417, Companies Act 2014 ............................................................ -
Porsche Design and Rodenstock Present New Eyewear Models for 2018
Press Information May 2018 Porsche Design and Rodenstock present new eyewear models for 2018 Porsche Design Spring/Summer 2018 Eyewear Collection Stuttgart/Munich. Right on time for the opti spectacles trade fair in Munich, Porsche De- sign and Rodenstock will present fourteen new eyewear models in January 2018. One Icon- ics model, six sunglasses models and seven correction frames reflect the demanding, func- tional design that has already characterised Porsche Design for more than 40 years. The highlights of the new models include the limited Iconics “Laser Cut” model as well as the dynamic “Ti-Namic” line. Laser Cut – Highest Precision and Perfection With the Laser Cut (P’8663), Porsche Design has once again created unique spectacles that combine technological innovation and functional design. The Iconic Laser Cut (P’8663), with a frame of 100% titanium, captivates with cut-outs in the side areas of the middle sec- tion. The grey-tinted sunglasses lenses are milled precisely into them so that they are flush where they meet the outer edge of the frame, and at the same time are placed securely in the frame. Through the innovative processing technology, the lens gives the impression that it is floating in the wrap-around titanium band. Porsche Design consciously used pure mate- rial in the design. The P’8663 has absolutely no lacquering. The characteristic Porsche De- sign logo is engraved in the titanium temples by means of a special laser technique. The P’8663 supplements the Iconics series with another exclusive model. The Laser Cut belongs to the Gold category of Iconics and is therefore limited to 911 specimens. -
CZECH MEDICAL, OPTICAL, and MEASURING DEVICES Supplement Of: Czech Business and Trade 01-02/2008
1/ 2008 Supplement of Czech Business and Trade CZECH Medical, Optical, and Measuring Devices CZECH MEDICAL, OPTICAL, AND MEASURING DEVICES CZECH MEDICAL, OPTICAL, AND MEASURING DEVICES Supplement of: Czech Business and Trade 01-02/2008 CONTENTS: 4 Editorial ANALYSIS 4 Prospects in the Manufacture of Medical, Optical, and Measuring Devices 6 The Development of Medical Devices Is Supported by a Professional Association 7 The Flow of Investment into the Branch Supports Its Development EDUCATION Linet – Number One Manufacturer of Healthcare Equipment 8 Long Tradition in Optics Education WE ARE INTRODUCING 10 Optics for Sport and Astronautics ENTERPRISE 12 Linet – Number One Manufacturer of Healthcare Equipment CZECH TOP 14 Rodenstock – Mark of Exquisite Quality and Design 16 EGO Zlín – Specialist in the Field of Rescue Systems 18 Unique Radiotherapy Systems 20 AMEST Bets on Precision Measuring RESEARCH & DEVELOPMENT 22 Modern Prevention and Diagnostic Method 23 Scientific Research in Optics Rodenstock – Mark of Exquisite Quality and SURVEY Design 26 Poll of Successful Companies Operating in the Area of Medical, Optical, and Measuring Devices INFORMATION 30 Fairs and Exhibitions in the Sector of Medical, Optical, and Measuring Devices in 2008 30 Important Contacts PRESENTATION OF COMPANIES: 2 PURO-KLIMA, a.s. 9 LARM a.s. 11 Meopta - optika, s.r.o. 11 Ing. Antonín Šimánek 15 ALFAMEDIC s.r.o. 17 ORTIKA a.s. 19 Chirana Group, a.s. 21 Český metrologický institut 25 IMMUNOTECH a.s. 29 RMT s.r.o. EGO Zlín – Specialist in the Field of Rescue 31 Mesing, a.s. Systems 32 Veletrhy Brno, a.s. MK ČR E 6379 This magazine is published as a supplement to the economic bi-monthly issued in English (Czech Business and Trade), German (Wirtschaft und Handel in der Tschechischen Republik), French (Industrie et commerce tchèques), Spanish (Empresas y negocios en la República Checa), and Russian (óe¯cÍafl Úop„o‚Îfl Ë Ôe‰ÔËÌËÏaÚeθcÚ‚o). -
Annual Report 2007 Annual Report 2007 Key Figures
Annual Report 2007 Annual Report 2007 Key Figures in millions of EUR 2007 Changes to 2006 2006 2005 Revenues 193.9 -1% 196.4 178.4 Gross margin 50% 48% 45% R & D expense 43.2 15% 37.5 31.0 Operating result (EBIT) 28.0 -16% 33.4 26.1 EBIT margin 14% 17% 15% Net income 26.3 -17% 31.7 23.1 Earnings per share (in EUR, basic) 2.42 -17% 2.91 2.10 Earnings per share (in CHF, basic) 3.98 -13% 4.59 3.26 Operating cash flow 27.0 -36% 42.4 41.4 Total order backlog (as of December 31) 41.2 -25% 55.2 54.2 Capital expenditure 36.0 48% 24.3 27.1 Total assets (as of December 31) 311.4 8% 289.4 253.0 Equity ratio 63% 58% 54% Employees (average) 1071 9% 983 856 Revenues by markets 2007 Revenues by regions 2007 Industry & Medical 42% Communications 25% EMEA 62% Asia/Pacific 23% Automotive 16% Full Service Foundry 17% Americas 15% EMEA (Europe, Middle East, Africa) Gross margin in percentage Earnings per share (EPS)* in EUR 60 3.0 2.91 50 50 48 2.5 2.42 45 43 2.10 40 2.0 30 1.5 20 1.0 10 0.5 0.36 0 0.0 2004 2005 2006 2007 2004 2005 2006 2007 *basic Highlights 2007 Production ramp The production ramp up for two leading up for world- mobile phone manufacturers demonstrates leading mobile the strong position of austriamicrosystems phone OEMs in the global communications market Strategic The investment in and strategic partnership investment in with micro motor manufacturer New Scale US micro motor Technologies opens up new business specialist areas for the future Magnetic The successful product family of magnetic encoders encoders shows strong growth and is -
Businessat OECD
BIAC ANNUAL REPORT 2016 BusinessatOECD THE BUSINESS AND I NDUSTRY ADVISORY COMMITTEE BusinessatOECD THE BUSINESS AND I NDUSTRY ADVISORY COMMITTEE CONTENTS 4 21 LEADERSHIP MESSAGE POLICY GROUPS AND CHAIRS 5 22-25 A WORD FROM THE OECD SECRETARY GENERAL 2015-16 HIGHLIGHTS 6-7 26 HIGH-LEVEL POLICY DIALOGUE EXECUTIVE BOARD 8 27-28 POLICY ACTIVITIES MEMBERSHIP 8 29 ECONOMIC POLICY ABOUT US 9 30 TAXATION BIAC TEAM 10-11 INNOVATION AND TECHNOLOGY 12-13 TRADE AND INVESTMENT 14-15 PUBLIC AND CORPORATE GOVERNANCE 16 EMPLOYMENT, SKILLS, AND EDUCATION 17 HEALTH AND WELL-BEING 18-19 ENERGY, ENVIRONMENT, & AGRICULTURE 20 EMERGING ECONOMIES & DEVELOPMENT 2016 ANNUAL REPORT 4 LEADERSHIP MESSAGE GROWING, TOGETHER roductivity and inclusive growth have THE WORK WITH OUR MEMBERS been guiding themes at the OECD in 2016. Throughout the year, and in P Sharing our business expertise for policies that are hundreds of topical consultations, Business conducive to private sector-led growth is at the core of at OECD advocated measures that would our mission. In addition to our ongoing work with the strengthen the competitive environment in OECD and governments in Paris, we have partnered markets and enable the participation of all with our members across the globe—including observers in our economies. We also contributed to from emerging markets. This collaboration has resulted the debates that helped shape international PHIL O’REILLY in high-profile events, including the “Keeping Markets agreements such as the G20 Action Plan on BIAC Chair Open” conference in Mexico City with our Mexican BEPS, climate change and COP 21, and the UN member COPARMEX where business and governments Sustainable Development Goals. -
Supplementary Data Supplementary Data 1
Building Long-term Wealth by Investing in Private Companies Annual Report and Accounts 12 Months to 31 January 2021 Supplementary Data Supplementary Data 1 HVPE’s HarbourVest Fund Investments at 31 January 2021 HVPE’s HarbourVest Fund investments and secondary co-investments are profiled below. Financial information at 31 January 2021 for each fund is provided in the Financial Statements of the Company’s Annual Report and Accounts on pages 79 to 82. V = Venture, B = Buyout, O = Other, P = Primary, S = Secondary, D = Direct Co-investment HarbourVest Fund Phase Vintage Year Stage Geography Strategy Investment Phase HIPEP IX Partnership Fund Investment 2020 V, B EUR, AP, RoW P, S, D Secondary Overflow Fund IV Investment 2020 V, B Global S 2020 Global Fund Investment 2020 V, B, O Global P, S, D HarbourVest Real Assets IV Investment 2019 O Global S HarbourVest Credit Opportunities Fund II Investment 2019 O US D Dover Street X Investment 2019 V, B Global S HarbourVest 2019 Global Fund Investment 2019 V, B, O Global P, S, D HarbourVest Partners Co-Investment V Investment 2018 V, B, O Global D HarbourVest Adelaide Investment 2018 O US, EUR, RoW S, D HarbourVest 2018 Global Fund Investment 2018 V, B, O Global P, S, D HarbourVest Partners XI Venture Investment 2018 V US P, S, D HarbourVest Partners XI Micro Buyout Investment 2018 B US P, S, D HarbourVest Partners XI Buyout Investment 2018 B US P, S, D HIPEP VIII Asia Pacific Fund Investment 2017 V, B AP P, S, D HarbourVest 2017 Global Fund Investment 2017 V, B, O Global P, S, D HIPEP VIII Partnership -
Section 141 Consultation Tackling Problem Debt, Together
Section 141 Consultation ISI Submission to the Department of Justice and Equality June 2017 ISI Tackling problem debt, together This page is left intentionally blank Insolvency Service of Ireland – Section 141 Submission – June 2017 Page 2 Insolvency Service of Ireland Submission to the Department of Justice and Equality in response to the consultation arising from Section 141 of the Personal Insolvency Act Table of Contents 1 Executive Summary ................................................................................................. 9 2 Introduction........................................................................................................... 13 2.1 Terms of Reference for the Review ........................................................................... 13 2.2 Approach to the submission ..................................................................................... 13 2.3 Overview of the submission ...................................................................................... 13 2.4 Contents of the submission ....................................................................................... 14 3 The Debt Landscape and International Comparisons ........................................... 17 3.1 Introduction .............................................................................................................. 17 3.2 The Debt Landscape 2012 to the Present ................................................................. 17 3.2.1 Central Bank Data ......................................................................................................... -
Europe, Middle East and Africa Restructuring Review 2020 Africa Restructuring Review 2020
INSIGHT Europe, Middle East and Europe, Middle East and Africa Restructuring Review Europe, Africa Restructuring Review 2020 2020 © Law Business Research 2020 EUROPE, MIDDLE EAST AND AFRICA RESTRUCTURING REVIEW 2020 Reproduced with permission from Law Business Research Ltd This article was first published in December 2020 For further information please contact [email protected] © Law Business Research 2020 Published in the United Kingdom by Global Restructuring Review Law Business Research Ltd Meridian House, 34-35 Farringdon Street, London, EC4A 4HL © 2020 Law Business Research Ltd www.globalrestructuringreview.com To subscribe please contact [email protected] No photocopying: copyright licences do not apply. The information provided in this publication is general and may not apply in a specific situation. Legal advice should always be sought before taking any legal action based on the information provided. This information is not intended to create, nor does receipt of it constitute, a lawyer–client relationship. The publishers and authors accept no responsibility for any acts or omissions contained herein. Although the information provided was accurate as at November 2020, be advised that this is a developing area. Enquiries concerning reproduction should be sent to Law Business Research, at the address above. Enquiries concerning editorial content should be directed to the Publisher – [email protected] © 2020 Law Business Research Limited ISBN: 978-1-83862-275-6 Printed and distributed by Encompass Print Solutions Tel: 0844 2480 112 © Law Business Research 2020 Contents Preface ...................................................................................v Editor’s introduction ................................................................... 1 Céline Domenget Morin and Bruno Pousset Goodwin Aviation: Cramming Cape Town Creditors ........................................6 Karen McMaster, Ben Andrews and James Cameron Milbank LLP England and Wales: a Landmark Year for Legislative Reform .............. -
Performance Delivery Agreement 2021 Between the Insolvency
Performance Delivery Agreement 2021 between The Insolvency Service of Ireland and The Department of Justice 1 1 Introduction This Performance Delivery Agreement (PDA) has been drawn up by the Insolvency Service of Ireland (ISI) in consultation with the Department of Justice (“the Department”) in accordance with the 2016 edition of the Code of Practice for the Governance of State Bodies (“Code of Practice”). It, together with the separate but related Oversight Agreement (OA), succeeds the previous Performance Delivery Agreement 2020 between the two parties. This Performance Delivery Agreement shall be reviewed and updated annually, and will be utilised to formalise the process through which the outputs and outcomes required from the ISI can be measured and assessed. As per the Code of Practice, with reference to PDAs, “These agreements will act as a performance contract between the parent Department and the State body in which an agreed level of performance/service is formalised and which will ultimately result in improved efficiency and effectiveness in the delivery of public services. The agreements allow for the adoption of both annual and multi-annual targets, and the development of output and outcome indicators, including milestones to measure performance against targets.” To achieve this, it is necessary to set out the following: • The key inputs, outputs and expected outcomes of the ISI’s activities, in quantitative, measurable terms; • Assessment of performance by monitoring of agreed targets, around those key outputs, inputs and outcomes. This Agreement documents the agreed level of service between the parties in order to facilitate improved effectiveness and efficiency of relevant public services. -
Strategic Plan 2019 - 2021
Insolvency Service of Ireland Strategic Plan 2019 - 2021 Insolvency Service of Ireland / Strategic Plan 2019 - 2021 Contents 1 Foreword 1 2 ISI Achievements for the period 2016 to 2019 2 3 Our Operating Environment 5 4 Vision, Mission and Values 6 5 Goals, Objectives and Key Performance Indicators 7 6 Organisational Structure 13 Insolvency Service of Ireland / Strategic Plan 2019 - 2021 1 Foreword As Director of the Insolvency Service of Ireland (ISI), I Goal 4: To design, plan and implement an am pleased to present, as required under Section 14 effective external communications strategy, of the Personal Insolvency Act 2012, our three-year raising awareness of bankruptcy and insolvency strategic plan covering the period 2019 to 20211. solutions amongst our target audience. This strategic plan is aimed at Government and Goal 5: To ensure effective corporate key stakeholders, including the Courts Service, governance, develop our staff and enhance insolvency practitioners, debtors, creditors and staff. organisational capability. The strategic plan for 2019 to 2021 identifies the Further details around these goals and the ISI’s priorities and objectives, which the ISI will pursue achievements over the last three years are outlined to achieve the five high-level goals that will ensure below. it delivers its statutory functions in accordance One factor not within the direct control of the ISI but with its vision of “A fresh start for people in debt”. which is key to achieving our strategic goals is the This strategic plan is aligned with the objective implementation of the legislative changes contained “To develop appropriate structures and systems in the ISI submission in 2017 to the Department of to handle mortgage arrears and other personal Justice and Equality. -
Business Insolvency and the Irish Debt Crisis, 11 Rich
John Marshall Law School The John Marshall Institutional Repository Faculty Scholarship 1-1-2012 Business Insolvency and the Irish Debt Crisis, 11 Rich. J. Global L. & Bus. 407 (2012) Paul B. Lewis John Marshall Law School, [email protected] Follow this and additional works at: http://repository.jmls.edu/facpubs Part of the Bankruptcy Law Commons, Comparative and Foreign Law Commons, and the European Law Commons Recommended Citation Paul B. Lewis, Business Insolvency and the Irish Debt Crisis, 11 Rich. J. Global L. & Bus. 407 (2012). http://repository.jmls.edu/facpubs/343 This Article is brought to you for free and open access by The oJ hn Marshall Institutional Repository. It has been accepted for inclusion in Faculty Scholarship by an authorized administrator of The oJ hn Marshall Institutional Repository. BUSINESS INSOLVENCY AND THE IRISH DEBT CRISIS Paul B. Lewis* I. INTRODUCTION Among the volume of material written about the Irish debt cri- sis and its impact over the past few years, strikingly little has been written about the ability to save a financially distressed company under Irish law and whether corporate restructuring could have miti- gated some of the financial damage to Irish companies, particularly those in the property and construction industries. There is a reason for this. The number of filings under the Examinership law - the rough equivalent of Chapter 11 in the United States - remained small and relatively constant during both the recent boom and the more immedi- ate bust periods of the Irish economy. This article examines the Irish approach to corporate restructuring and questions whether the law could have been put to good effect over the past couple of years. -
Corporate Insolvency in Ireland
Corporate Insolvency in Ireland Table of Contents Page 1. Mechanisms of Corporate Insolvency 1 2. Liquidation 1 3. Functions of the Liquidator 3 4. Liquidation and Creditors’ Rights 3 5. Schemes of Arrangement 4 6. Examination 5 7. Effect of Examination 6 8. Examination and Secured Creditors 7 9. Powers of the Examiner 7 10. Receivership 8 11. Fraudulent Transactions and Reckless Trading 8 12. Asset Swelling Measures 10 13. Company Law Enforcement Act, 2001 12 14. European Communities (Corporate Insolvency) Regulations 2002 12 DISCLAIMER: This article is for general information purposes only and does not purport to represent legal advice. If you have any queries or would like further information relating to any of the matters addressed in this article, please refer to the contacts below or your usual contact in Dillon Eustace. Copyright Notice © 2007 Dillon Eustace. All rights reserved. Corporate Insolvency in Ireland 1. Mechanisms of Corporate Insolvency The primary legislation governing the law of corporate insolvency is contained in the Companies Acts, 1963 to 2006 and the Conveyancing and Law of Property Act 1881. The principal mechanisms for dealing with insolvent companies are as follows:- (a) Liquidation; (b) Examination; (c) Receivership. 2. Liquidation Liquidations are governed primarily by the Companies Act, 1963 (the “Principal Act”), Liquidation is a terminal process which sees the liquidation of the assets of the Company, payment of creditors and ultimately the dissolution of the company and its removal from the Company Register. The winding-up of a company under Irish law may be effected by one of the following: (i) Court liquidation; (ii) Creditors voluntary liquidation (where the company is insolvent); (iii) members voluntary liquidation (where the company is solvent).