The Short-Term Effects of Hedge Fund Investment and Activism on Shareholder Value
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Remuneration Report
REMUNERATION REPORT The first part of this report outlines the remuneration policy REMUNERATION POLICY for the Board of Management as it has been adopted over The main objective of Fugro’s remuneration policy is to time, while the second part contains details of the attract, motivate and retain qualified management that is remuneration in 2015 of the members of the Board of needed for a global company of the size and complexity of Management and of the Supervisory Board. Fugro. The members of the Board of Management are More information on remuneration and on option and share rewarded accordingly. Variable remuneration is an important ownership of members of the Board of Management is part of the total package. The remuneration policy aims at available in note 5.64.2 of the financial statements in this compensation in line with the median of the labour market annual report. This remuneration report is also available reference group. The current remuneration policy was on Fugro’s website. adopted by the AGM on 6 May 2014 and took effect retroactively as from 1 January 2014. As mentioned above, This report has been prepared by the remuneration the policy was amended in the AGM on 30 April 2015. Within committee of the Supervisory Board. The main function of the framework of the remuneration policy, compensation for this committee is to prepare the decision-making of the the Board of Management is determined by the Supervisory Supervisory Board regarding the remuneration policy for the Board on the advice of the remuneration committee. Board of Management and the application of this policy to the remuneration of the individual members of the Board of Labour market reference group Management. -
1994 Foundation of Nutreco
‘11 CONTENTS CONTENTS Overview Operations and and strategy 2 business performance 32 OVERVIEW AND STRATEGY OPERATIONAL DEVELOPMENTS Our track record and ambitions 2 Premix and Feed Specialties 34 Statement by the Chief Executive Officer 4 Fish Feed 36 Profile & financial highlights 6 Animal Nutrition Canada 38 Key figures 8 Compound Feed Europe 40 Report of the Executive Board 10 Meat and Other 42 Operating result 13 Strategic agenda 2012 14 Innovation 46 Strategy 17 Sustainability 56 Strategic objectives and highlights 24 Human Resources 60 Information about the Nutreco share 27 OPERATIONS GOVERNANCE OVERVIEW AND AND BUSINESS AND FINANCIAL STRATEGY PERFORMANCE COMPLIANCE STATEMENTS 1 Governance Financial and compliance 64 statements 91 Risk management 64 FINANCIAL STATEMENTS Management review and reporting 73 Corporate governance 74 Consolidated financial statements 92 Remuneration Report 79 Notes to the consolidated financial statements 98 Report of the Supervisory Board 85 Company’s financial statements 182 Notes to the company’s financial statements 183 Other information 185 Independent auditor’s report 186 Ten years of Nutreco 188 ADDENDUM Executive Board 190 Supervisory Board 191 Business Management & corporate staff 193 Participations of Nutreco N.V. 194 2 OUR TRACK RECORD AND AMBITIONS Our track record and ambitions AquaVision and Agri Vision Annual international conference organised by Nutreco since 1996, Sustainability bringing multiple stakeholders together • First Sustainability Report in 2000. at a professional, non-political forum to • Establishment of Innovation and discuss challenges and opportunities Sustainability Committee in in agriculture and aquaculture. About Supervisory Board in 2009 and 5,000 delegates have attended. performance targets on sustainability for top management since 2010. -
Patient Capital Outperformance
Patient Capital Outperformance: The Investment Skill of High Active Share Managers Who Trade Infrequently Martijn Cremers Ankur Pareek University of Notre Dame Rutgers Business School First draft: December 2013 This draft: September 2014 This paper documents that among high Active Share portfolios – whose holdings differ substantially from the holdings of their benchmark – only those with patient investment strategies (i.e., with long stock holding durations of at least 2 years) outperform their benchmarks on average. Funds trading frequently generally underperform, regardless of Active Share. Among funds that infrequently trade, it is crucial to separate closet index funds – whose holdings largely overlap with the benchmark – from truly active funds. The average outperformance of the most patient and distinct portfolios equals 2.30% per year – net of costs – for retail mutual funds. Stocks held by patient and active institutions in general outperform by 2.22% per year and by hedge funds in particular by 3.64% per year, both gross of costs. JEL Classifications: G12, G24 Contact info: Martijn Cremers: 264 Mendoza College of Business, University of Notre Dame, Notre Dame, IN 46556, Phone: 574‐631‐4476, Email: [email protected]. Ankur Pareek: Rutgers Business School, 1 Washington Park, Newark, NJ 07102, Phone: 973‐353‐1646, Email: [email protected]. We thank the Q‐Group for financial support. Electronic copy available at: http://ssrn.com/abstract=2498743 Introduction Which, if any, actively managed portfolios can outperform passive benchmarks? The previous literature has documented that, on average, the long‐term net performance of actively managed mutual funds is similar to the performance of their benchmark (with actively managed funds generally underperforming their benchmarks but without strong statistical significance on average). -
The JOBS Act at Year One: a Changing Hedge Fund Communications Landscape
The JOBS Act at Year One: A Changing Hedge Fund Communications Landscape The private world of hedge funds is looking more like Madison Avenue. Hedge funds today are everywhere – in daily headlines, social media, public web sites, live TV coverage, and even highly visible Las Vegas bashes. They are also increasingly in the portfolios of institutional and retail investors. Once a shadowy, inaccessible and little understood part of the asset management world, hedge funds are growing, diversifying, extending product lines, acquiring competitors, targeting new markets, stepping up client relations – in short, acting more and more like the large, sophisticated businesses they’ve become. Driving and supporting this business transition is a changing attitude toward and approach to marketing communications. As hedge funds have grown to $2-trillion-plus in assets, they are tackling issues and opportunities like brand, visibility and reputation, all in the face of stiff competition. September 23, 2014, marks the first anniversary of the enactment of the Jumpstart Our Businesses (JOBS) Act, and provides an opportunity to look at how hedge fund communications have evolved. The JOBS Act was designed to spark U.S. economic growth in part by allowing hedge funds to solicit accredited investors. As a result, hedge funds are now allowed to employ tactics such as engaging the media, building accessible web sites, advertising and even social media. And while neither we nor others point to the JOBS Act as the sole driving force behind the implementation of new communications strategies by hedge funds in recent years, no one denies that these changes are taking place. -
61610249.Pdf
Requested Request ID Requester Name Organization Request Description Date 08-00033-FIFO Cohan, William - Westar Energy Inc 8/18/2008 10-00001-CONG McHenry, Patrick House of Representatives FOIA Log For 2009 and Explanation of Data 3/25/2010 10-00002-CONG Austria, Steve Congress of the United States Parsons Securities Inc aka Columbus Equities 7/19/2010 International Inc 10-00003-GOVT Reed, Ellen Cotton & Company Defense Contract Audit Agency Agreement 2/26/2010 10-00004-GOVT Thomas, Kenneth - Correspondence between Chairman Bernanke 8/4/2009 and Chairman of SEC from January 1 2009 to July 31 2009 10-00005-GOVT Galeassi, Christina US Department of Labor Deway and Boyle Capital Management X-17A- 3/22/2010 5's Annual Audit Repots 10-00006-GOVT Davies, Christopher The Financial Services Authority Calamos Advisors LLC 4/6/2010 10-00007-FIFO Christensen, Eric Snohomish PUD Morgan Stanley & CO Inc and Morgan Stanley 2/19/2010 Subsidiaries 10-00007-GOVT Learoyd, Jenna Moore & Van Allen PLLC Just For Feet Inc referral from FBI 3/13/2008 10-00008-GOVT Froot, Steven Boies, Schiller & Flexner LLP American International Group (AIG) 9/24/2009 Independent Consultant Reports Referred by DOJ 10-00009-FIFO Dukes # 37823037, - Financial Warfare Club Inc and Marcus Dubois 5/14/2010 Marcus Dukes 10-00009-GOVT Osaki, Larry Federal Correctional Institute JT Wallenbrock and Associates Citadel Capital 7/26/2010 Management Group and Larry T Osaki 10-00010-FIFO Willingham, Brain Diligentia Yolanda Holtzee Communicaitons with the SEC 7/20/2010 10-00010-GOVT Barry, -
Integrated Reporting As a Driver for Integrated Thinking?
Integrated Reporting as a driver for Integrated Thinking? Maturity of <IR> in the Netherlands 2015 Contributors Patrick Seinstra Jennifer Muller Royal BAM Group: Barry Oesman Partner Integrated & Sustainability Deloitte Audit Master Student at London School of Economics and Group Controller Political Science Anneke Sipkens DSM: Kimberley Chan Director Sustainability Deloitte Risk Services Michiel van der Valk Sustainability Manager Master Student Sustainable Business & Innovation at Udeke Huiskamp Utrecht University Nutreco: Jose Villalon Senior Manager Sustainability Deloitte Risk Services Corporate Sustainability Director CSR the Netherlands (MVO Nederland) Erica Kostense-Smit Willem Lageweg Nutreco: Sigrid van Amerongen Manager Sustainability Deloitte Risk Services CEO CSR The Netherlands (MVO Nederland) CSR Manager Ashley Myers Vincent van Marle Heineken International: Jan-Willem Vosmeer Manager Sustainability Deloitte Risk Services Manager CSR Manager Frank Geelen Interviewees Delta Lloyd: David Hoppe Partner CFO Services & Finance Transformation NS: Carola Wijdoogen Communications Advisor Deloitte Consulting Director Sustainable Business Ministry of Economic Affairs: Martin Lok Marco van der Vegte KPN: Hans Koeleman Program Manager Natural Capital Managing Partner Audit and Member Executive Board Director Corporate Communications & CSR Deloitte Holding Avans Hogeschool: Marleen Janssen Groesbeek KPN: Brechtje Spoorenberg Professor Sustainable Finance and Accounting Olivier van Thuijl Manager CSR Senior Manager CFO Services Deloitte -
VBDO Responsible Supply Chain Benchmark 2012
VBDO Responsible Supply Chain Benchmark 2012 a comparative investigation into CSR in the supply chain of 40 multinationals Pieterstraat 11 3512 JT Utrecht T +31 (0) 30 234 00 31 [email protected] www.vbdo.nl VBDO Responsible Supply Chain Benchmark 2012 a comparative investigation into CSR in the supply chain of 40 multinationals A research paper by VBDO (Dutch Association of Investors for Sustainable Development) VBDO: Chris Bres Philip Cotterell Rukiye Kaya Saskia Verbunt November 2012 This report has been made possible by ICCO. The contents, conclusions and recommendations are, however, the sole responsibility of the VBDO. © VBDO report by the Dutch Association of Investors for Sustainable Development (Vereniging van Beleggers voor Duurzame Ontwikkeling) Disclaimer VBDO will assume no responsibility or legal liability for incorrect or misleading information provided by the sources used for this report. THE DUTCH A SSOCIATION OF INVESTO2RS FOR SUSTAINABLE DEVELOPMENT 2 Contents Foreword 5 Executive Summary 6 Chapter 1 Introduction 8 1.1 Mission and vision of the VBDO 8 1.2 Vision on Corporate Social Responsibility (CSR) 8 1.3 Vision on Responsible Supply Chain Management (RSCM) 10 Chapter 2 Method 12 2.1 Introduction to the method 12 2.2 Basic principles and demarcation 13 2.2.1 Basic principles 13 2.2.2 Demarcation 13 2.3 Benchmark indicators 14 2.4 Modifications in the benchmark criteria 2012 16 2.5 Scoring in practice 17 2.6 Role of the jury and the Award 18 Chapter 3 Results - Company Performance 19 3.1 Chemicals 19 AkzoNobel 19 DSM 20 -
Historyeurex14e 08-03-28 Dezimalerweiterung
Contract Specifications for Futures Contracts and Eurex14 Options Contracts at Eurex Deutschland and Stand March 278, 2008 Eurex Zürich Seite 1 [….] Annex A in relation to subsection 1.6 of the contract specifications: Futures on Shares of Produkt- Group Cash Contract Minimum Price Currency ID ID** Market- Size Change* ID** AEGON N.V. AENF NL01 XAMS 100 0.00010.01 EUR Koninklijke Ahold N.V. AHOG NL01 XAMS 100 0.00010.01 EUR Akzo Nobel N.V. AKUF NL01 XAMS 100 0.00010.01 EUR ASML Holding N.V. ASMG NL01 XAMS 100 0.00010.01 EUR Koninklijke BAM Groep N.V. BGPF NL01 XAMS 100 0.00010.01 EUR Corporate Express N.V. BUHF NL01 XAMS 100 0.00010.01 EUR Corio N.V. CL6F NL01 XAMS 50 0.0010.01 EUR CSM N.V. CSMF NL01 XAMS 50 0.0010.01 EUR Koninklijke BAM Groep N.V. DSMF NL01 XAMS 100 0.00010.01 EUR Reed Elsevier ELVF NL01 XAMS 100 0.0010.01 EUR Reed Elsevier N.V. ELVG NL01 XAMS 100 0.00010.01 EUR Fortis N.V. FO4G NL01 XAMS 100 0.00010.01 EUR Fugro N.V. FUGF NL01 XAMS 100 0.0010.01 EUR Heineken Holding N.V. HEHF NL01 XAMS 100 0.00010.01 EUR Hagemeyer N.V. HMYF NL01 XAMS 100 0.00010.01 EUR Heineken N.V. HNKF NL01 XAMS 100 0.00010.01 EUR SBM Offshore N.V. IHCG NL01 XAMS 100 0.00010.01 EUR ING Groep N.V. INNF NL01 XAMS 100 0.00010.01 EUR Koninklijke KPN N.V. -
Contracts and Eurex14e Options Contracts at Eurex Deutschland and Eurex Zürich As of 22.01.2018 Page 1
Contract Specifications for Futures Contracts and Eurex14e Options Contracts at Eurex Deutschland and Eurex Zürich As of 22.01.2018 Page 1 ********************************************************************************** AMENDMENTS ARE MARKED AS FOLLOWS: INSERTIONS ARE UNDERLINED DELETIONS ARE CROSSED OUT ********************************************************************************** 1. Part: Contract Specifications for Futures Contracts […] 2. Subpart: Contract Specifications for Index Options […] 2.6.11 Price Gradations The price of a stock option or LEPO will generally be quoted with three or four decimal place. The smallest price change (Tick) shall be EUR 0.0005, EUR 0.001, EUR 0.01 or CHF 0.01 or GBX* 0.5, GBX 0.25 or USD 0.01. For stock options with group ID NL11, NL12 and NL13, the tick size will increase to EUR 0.05 for contracts with a premium above a predefined threshold stipulated in Annex B (Premium Threshold). The Management Boards of the Eurex Exchanges shall determine the relevant decimal place and the smallest price change (Tick) and shall notify all Exchange participation of any such decision. 3. Part: Contracts Off-Book […] Contract Specifications for Futures Contracts and Eurex14e Options Contracts at Eurex Deutschland and Eurex Zürich As of 22.01.2018 Page 2 3.3.4.2 Annex B: in relation to Subsection 2.6 of the Contract Specifications: […] Options on shares of Product-ID Group ID Minimum price Premium Minimum price change below Threshold change above threshold threshold Aalberts Industries N.V. AAI NL12 0.01 0.5 0.05 ABN AMRO Group AAR NL11 0.01 5 0.05 AEGON N.V. AEN NL11 0.01 5 0.05 Koninklijke Ahold NL11 Delhaize N.V. -
Remuneration Report
REMUNERATION REPORT The first part of this report outlines the current remuneration ■ Performance related conditional shares and performance policy as adopted by the Annual General Meeting (AGM) on related conditional options as part of the long-term 6 May 2014. The second part contains details of the incentive instead of unconditional options. remuneration in 2014 of the members of the Board of Management and of the Supervisory Board. More The remuneration policy is also applicable to members of the information on remuneration and on share and option Executive Committee who are not a member of the Board of ownership of members of the Board of Management is Management. available in note 5.63 of the financial statements in this annual report. This remuneration report is also available on The revised remuneration policy was adopted by the AGM Fugro’s website. on 6 May 2014 and took effect retroactively as from 1 January 2014. This report has been prepared by the remuneration committee of the Supervisory Board. The main function of Labour market reference group this committee is to prepare the decision-making of the In preparing the revised remuneration policy, the Supervisory Board regarding the remuneration policy for the remuneration committee used external benchmark Board of Management and the application of this policy to information to assess market comparability of the the remuneration of the individual members of the Board of remuneration. The labour market reference group consists of Management. The remuneration policy will be reviewed every 14 Dutch listed companies of comparable scope with highly three years to verify its market conformity. -
CASTING the NET How Hedge Funds Are Using Alternative Data 2 ALTERNATIVE DATA
CASTING THE NET How Hedge Funds are Using Alternative Data 2 ALTERNATIVE DATA 3 CONTENTS ACKNOWLEDGEMENTS 4 FOREWORD 6 INTRODUCTION 8 METHODOLOGY 10 CHAPTER 1 14 DEFINING ALTERNATIVE DATA CHAPTER 2 17 THE OPPORTUNITIES Alternative data sets used by hedge funds 18 A tool for generating outperformance 22 A risk management tool 26 CHAPTER 3 28 THE CHALLENGES Building the appropriate infrastructure 30 Demonstrating return on investment 35 Regulatory and compliance challenges 38 CHAPTER 4 41 WHAT DOES THE FUTURE HOLD FOR ALTERNATIVE DATA? PRACTICAL STEPS FOR HEDGE FUND MANAGERS 46 LOOKING TO USE ALTERNATIVE DATA CONCLUSION 50 4 CASTING THE NET How Hedge Funds are Using Alternative Data Acknowledgements We are very grateful to the following AIMA research committee members for their dedication towards the creation of this document: Carol Ward Hardik Shah (Chairperson) Business System Consultant COO Man GLG CIBC Man Group Michael Peltz Tom Kehoe Global Head of Content Managing Director, WorldQuant, LLC Global Head of Research Tess Shih and Communications Executive Director The Alternative Investment Capital Fund Management Management Association International Inc Matthew Newbon Waheed Aslam Chief Operating Officer Head of Marketing & Independent View BV Business Development Joanne Matthews – Asset Management Senior Vice President & Investments Funds Two Sigma Investments LP Simmons & Simmons LLP To the following third-parties for their valuable insights: Gene Getman Ronan Crosson Client Portfolio Manager Director, Data Strategy LOIM, 1798 Alternatives & Analytics Eagle Alpha Ltd. And to the following members of the SS&C team for their valued expertise: Kelly Ramsey Gooch Michael Megaw Director, Relationship Managing Director Management Regulatory Analytics and Data SS&C Technologies SS&C Technologies Alastair Hewitt Director or CORE-SightLine SS&C Technologies Co-authors: Lyndsay Noble Anton F. -
Remuneration Report
REPORT OF THE SUPErvIsorY BOARD REMUNERATION REPORT policy will be reviewed once every three years to verify its This report has been prepared by the remuneration market conformity, potentially leading to adjustments. committee of the Supervisory Board. The main function of this committee is to prepare the decision-making of the Labour market reference group Supervisory Board regarding the remuneration policy for the In preparing the remuneration policy, the remuneration Board of Management and the application of this policy to committee used external benchmark information to assess the remuneration of the individual members of the Board of market comparability of the remuneration. The labour market Management. The current members of the remuneration reference group used in preparing the current remuneration committee are Anja Montijn (chair), Antonio Campo and policy consisted of 14 Dutch listed companies of Harrie Noy. Mrs. Montijn was appointed chair as of comparable scope with highly international/global business 1 January 2017. During 2016, Mr. Noy acted as chairman ad activities. These are: Aalberts Industries, Aperam, Arcadis, interim. ASMI, Boskalis, Brunel, Imtech, Nutreco, SBM Offshore, Ten Cate, TKH Group, TNT Express, Vopak and Wolters This remuneration report contains: Kluwer. In addition, an international reference group has ■ Overview of the current remuneration policy and been used to assess market competitiveness within the remuneration design for the Board of Management. sector. These reference groups have been reviewed and ■ Remuneration of the Board of Management in 2016, updated as basis for the proposed adjustment of the policy. based on application of the policy in 2016. ■ Overview of term of appointment of the members of the Analyses Board of Management.