Annual Report 2019 Message from the CEO 1
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ESG Considerations for Securitized Fixed Income Notes
ESG Considerations for Securitized Fixed Neil Hohmann, PhD Managing Director Income Notes Head of Structured Products BBH Investment Management [email protected] +1.212.493.8017 Executive Summary Securitized assets make up over a quarter of the U.S. corporations since 2010, we find median price declines fixed income markets,1 yet assessments of environmental, for equity of those companies of -16%, and -3% median social, and governance (ESG) risks related to this sizable declines for their corporate bonds.3 Yet, the median price segment of the bond market are notably lacking. decline for securitized notes during these periods is 0% – securitized notes are as likely to climb in price as they are The purpose of this study is to bring securitized notes to fall in price, through these incidents. This should not be squarely into the realm of responsible investing through the surprising – securitizations are designed to insulate inves- development of a specialized ESG evaluation framework tors from corporate distress. They have a senior security for securitizations. To date, securitization has been notably interest in collateral, ring-fenced legal structures and absent from responsible investing discussions, probably further structural protections – all of which limit their owing to the variety of securitization types, their structural linkage to the originating company. However, we find that complexities and limited knowledge of the sector. Manag- a few securitization asset types, including whole business ers seem to either exclude securitizations from ESG securitizations and RMBS, can still bear substantial ESG assessment or lump them into their corporate exposures. risk. A specialized framework for securitizations is needed. -
Initial Public Offerings
November 2017 Initial Public Offerings An Issuer’s Guide (US Edition) Contents INTRODUCTION 1 What Are the Potential Benefits of Conducting an IPO? 1 What Are the Potential Costs and Other Potential Downsides of Conducting an IPO? 1 Is Your Company Ready for an IPO? 2 GETTING READY 3 Are Changes Needed in the Company’s Capital Structure or Relationships with Its Key Stockholders or Other Related Parties? 3 What Is the Right Corporate Governance Structure for the Company Post-IPO? 5 Are the Company’s Existing Financial Statements Suitable? 6 Are the Company’s Pre-IPO Equity Awards Problematic? 6 How Should Investor Relations Be Handled? 7 Which Securities Exchange to List On? 8 OFFER STRUCTURE 9 Offer Size 9 Primary vs. Secondary Shares 9 Allocation—Institutional vs. Retail 9 KEY DOCUMENTS 11 Registration Statement 11 Form 8-A – Exchange Act Registration Statement 19 Underwriting Agreement 20 Lock-Up Agreements 21 Legal Opinions and Negative Assurance Letters 22 Comfort Letters 22 Engagement Letter with the Underwriters 23 KEY PARTIES 24 Issuer 24 Selling Stockholders 24 Management of the Issuer 24 Auditors 24 Underwriters 24 Legal Advisers 25 Other Parties 25 i Initial Public Offerings THE IPO PROCESS 26 Organizational or “Kick-Off” Meeting 26 The Due Diligence Review 26 Drafting Responsibility and Drafting Sessions 27 Filing with the SEC, FINRA, a Securities Exchange and the State Securities Commissions 27 SEC Review 29 Book-Building and Roadshow 30 Price Determination 30 Allocation and Settlement or Closing 31 Publicity Considerations -
Business-Driven IT Transformation at Royal Philips
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by AIS Electronic Library (AISeL) Business-Driven IT Transformation at Royal Philips Business-Driven IT Transformation at Royal Philips: Shedding Light on (Un)Rewarded Complexity Teaching Case Martin Mocker Eric van Heck MIT Erasmus University Center for Information Systems Rotterdam School of Management Research, and Burgemeester Oudlaan 50, Reutlingen University Rotterdam 3062PA, Netherlands ESB Business School [email protected] Alteburgstr. 150, 72762 Reutlingen Germany martin.mocker@reutlingen- university.de Abstract In 2013, Royal Philips was two years into a daunting transformation. Following declining financial performance, CEO Frans van Houten aimed to turn the Dutch icon into a “high-performing company” by 2017. This case study examines the challenges of the business-driven IT transformation at Royal Philips, a diversified technology company. The case discusses three crucial issues. First, the case reflects on Philips’ aim at creating value from combining locally relevant products and services while also leveraging its global scale and scope. Rewarded and unrewarded business complexity is analyzed. Second, the case identifies the need to design and align multiple elements of an enterprise (organizational, cultural, technical) to balance local responsiveness with global scale. Third, the case explains the role of IT (as an asset instead of a liability) in Philips’ transformation and discusses the new IT landscape with its digital platforms, and the new practices to create effective business-IT partnerships. Keywords: Organizational transformation, IS platform, enterprise architecture, IT governance, global business processes, process standards, agile software development Thirty Sixth International Conference on Information Systems, Fort Worth 2015 1 Business-Driven IT Transformation at Royal Philips Introduction In late 2013, Royal Philips was two years into a daunting transformation. -
Smart TV Sí Que Supone Un Gran Salto Tecnológico Importante
INSTITUTO POLITECNICO NACIONAL ESCUELA SUPERIOR DE COMERCIO Y ADMINISTRACIÓN SANTO TOMÁS SEMINARIO: “APLICACIONES DE LA PSICOLOGÍA AL TRABAJO EN MERCADOTECNIA EN FUNCIÓN DE TENDENCIAS GLOBALES DE COMPORTAMIENTO DEL CONSUMIDOR” TRABAJO FINAL “ESTRATEGIAS PARA LA CONSOLIDACION DE LA IMAGEN DE MARCA DE HISENSE S. DE R.L. DE C.V; EN EL MERCADO DE PANTALLAS EN MEXICO” QUE PARA OBTENER EL TÍTULO DE CONTADOR PÚBLICO PRESENTAN: FLORA CUEVAS CRUZ ROGELIO GARCES PANTALEON LICENCIADO EN RELACIONES COMERCIALES PRESENTAN: KAREN ARELI CABRERA ISLAS JORGE IGNACIO ESQUIVEL SOLIS JESSICA MERITH GARCIA ZÁRATE CONDUCTOR: LIC. MARÍA ELENA MORALES PEÑALOZA CIUDAD DE MÉXICO FEBRERO 2016 INSTITUTO POLITÉCNICO NACIONAL CARTA DE CESIÓN DE DERECHOS En la Cuidad de México, D.F., el día 15 del mes de Febrero del año 2016 los que suscriben: Flora Cuevas Cruz Rogelio Garcés Pantaleón Karen Areli Cabrera Islas Jorge Ignacio Esquivel Solís Jessica Merith García Zarate Pasantes de las(s) Licenciatura(s) 1. Contador Público 2. Relaciones Comerciales Manifiestan ser autores intelectuales del presente trabajo final, bajo la dirección de María Elena Morales Peñaloza y ceden los derechos totales del trabajo final Estrategias para la Consolidación de la Imagen de Marca de Hisense S. de R.L. de C.V. en el Mercado de Pantallas en México al Instituto Politécnico Nacional para su difusión con finales académicos y de investigación para ser consultado en texto completo en la Biblioteca Digital y en formato impreso en el Catalogo Colectivo del Sistema Institucional de Bibliotecas y Servicios de información de IPN. Los usuarios de la información no deben reproducir el contenido textual, graficas o datos del trabajo sin el permiso del autor y/o director del trabajo. -
Digital Pathology: the Dutch Perspective
Digital pathology: The Dutch perspective Paul J van Diest, MD, PhD Professor and Head, Department of Pathology University Medical Center Utrecht PO Box 85500, 3508 GA Utrecht The Netherlands [email protected] Professor of Oncology Johns Hopkins Oncology Center Baltimore, MD, USA Notice of Faculty Disclosure In accordance with ACCME guidelines, any individual in a position to influence and/or control the content of this ASCP CME activity has disclosed all relevant financial relationships within the past 12 months with commercial interests that provide products and/or services related to the content of this CME activity. The individual below has responded that he/she has no relevant financial relationship(s) with commercial interest(s) to disclose: Paul J. van Diest, MD, PhD Disclosures • member of advisory boards of Roche, Sectra, Philips (unpaid) • client of Hamamatsu, Sectra, Visiopharm, Leica, Aurora, Philips (paying heavily) • test scanners from Philips and Roche (no contract, no fee) • joint research projects with Philips UMCU Why The Netherlands? • “bunch-a-crazy dudes” • innovation is our middle name • not bound by too many rules and EU-FDA • strong believe in advantages in digital pathology Advantages of digital pathology • no more case assembly in the lab efficacy • quicker diagnostics efficacy • easy and more accurate measurements and counting patient safety/efficacy • better overview of tissue present patient safety • flagging missing slides patient safety • tracking viewing patient safety • automatic linking of images/reporting/LMS -
Collaboration, Innovation, Transformation Ideas and Inspiration to Accelerate Sustainable Growth - a Value Chain Approach
Collaboration, innovation, transformation Ideas and inspiration to accelerate sustainable growth - A value chain approach WBCSD_SVC_Guide_PRINT_A4_40_pages_v16_2011_12_08.indd 1 08/12/2011 15:20 About this document Over the next few decades, businesses will face many challenges related to the environmental sustainability of their value chains (i.e. the full life cycle of a product or service) – whether it’s meeting new environmental regulations, securing enough water, energy or other resources for their daily operations, or managing the needs and expectations of their stakeholders. Meeting today’s challenges, while at the same time planning for future needs, is difficult. That’s why the World Business Council for Sustainable Development (WBCSD) has developed this guide. The guide is designed as a practical “how-to” tool, providing both ideas and inspiration to help businesses improve the environmental sustainability of their value chains. Using a practical step-by-step approach, it outlines the concrete actions businesses can take today to become more environmentally sustainable, along with examples from WBCSD member companies that have already successfully adopted a Sustainable Value Chain approach. The guide was developed by the WBCSD’s Sustainable Value Chain Workstream, with leadership from Unilever and The Coca-Cola Company. It includes case studies from AkzoNobel, The Coca-Cola Company, Henkel, Philips, Procter & Gamble, SABIC, Solvay, Sompo Japan Insurance, TNT, Umicore and Unilever. WBCSD_SVC_Guide_PRINT_A4_40_pages_v16_2011_12_08.indd -
Royal Philips First Quarter 2016 Results Information Booklet
Royal Philips First Quarter 2016 Results Information booklet April 25th, 2016 1 Important information Forward-looking statements This document and the related oral presentation, including responses to questions following the presentation, contain certain forward-looking statements with respect to the financial condition, results of operations and business of Philips and certain of the plans and objectives of Philips with respect to these items. Examples of forward-looking statements include statements made about our strategy, estimates of sales growth, future EBITA and future developments in our organic business. By their nature, these statements involve risk and uncertainty because they relate to future events and circumstances and there are many factors that could cause actual results and developments to differ materially from those expressed or implied by these statements. These factors include, but are not limited to, domestic and global economic and business conditions, developments within the euro zone, the successful implementation of our strategy and our ability to realize the benefits of this strategy, our ability to develop and market new products, changes in legislation, legal claims, changes in exchange and interest rates, changes in tax rates, pension costs and actuarial assumptions, raw materials and employee costs, our ability to identify and complete successful acquisitions and to integrate those acquisitions into our business, our ability to successfully exit certain businesses or restructure our operations, the rate of technological changes, political, economic and other developments in countries where Philips operates, industry consolidation and competition. As a result, Philips’ actual future results may differ materially from the plans, goals and expectations set forth in such forward-looking statements. -
Akzonobel Report 2015 OCHRE GOLD Color of the Year 2016
AkzoNobel Report 2015 Report15 OCHRE GOLD Color of the Year 2016 www.akzonobel.com/colorfutures Scan and explore Our Report 2015 is enriched with Layar, an app for smartphones. It brings paper to life and gives you access to extra digital content. Step 1 Download the free Layar app via the App Store or Android Market. Step 2 Open the app and hold your smartphone above any page with the Layar icon. Step 3 Touch “tap” to view. Step 4 The application will open on your phone. Enjoy! Interactive print Download the free Scan the page Discover Layar app interactive content Our Report 2015 is also available online (www.akzonobel.com/report) and as an iPad app (http://bit.ly/ANApp). The digital versions include integrated videos, an interactive chart generator, data comparison feature, animated charts and diagrams and search-as-you-type capabilities. AkzoNobel creates everyday essentials to make people’s lives more liveable and inspiring. As a leading global paints and coatings company and a major producer of specialty chemicals, we supply essential ingredients, essential protection and essential color to industries and consumers worldwide. Backed by a pioneering heritage, our innovative products and sustainable technologies are designed to meet the growing demands of our fast-changing planet, while making life easier. Headquartered in Amsterdam, the Netherlands, we have approximately 45,000 people in around 80 countries, while our portfolio includes well-known brands such as Dulux, Sikkens, International, Interpon and Eka. Consistently ranked as a leader in sustainability, we are dedicated to energizing cities and communities while creating a protected, colorful world where life is improved by what we do. -
Timken.Com: Board of Directors General Policies and Procedures
2019 EXHIBIT A THE TIMKEN COMPANY BOARD OF DIRECTORS GENERAL POLICIES AND PROCEDURES The primary duty of the Board of Directors (the “Board”) is to promote the best interests of the Company through overseeing the management of the Company’s business and affairs. In doing so, the directors must consider the interests of the Company’s shareholders. These guidelines have been adopted to facilitate execution of this responsibility and will be reviewed annually by the Nominating and Corporate Governance Committee of the Board. Director Responsibilities In discharging their obligations, directors are entitled to rely on the honesty and integrity of the Company’s senior executives and its outside advisors and auditors. Board members are expected to review meeting materials in advance, to attend and participate in all Board meetings and meetings of Board committees on which they serve and to devote the time necessary to discharge their responsibilities appropriately. Directors are required to abide by the Company’s Standards of Business Ethics Policy. The Nominating and Corporate Governance Committee will oversee an annual self-evaluation of the Board to determine whether it and its committees are functioning effectively. Director Selection Selection of Nominees. The Nominating and Corporate Governance Committee is responsible for recommending candidates for Board membership to the Board. General criteria for nomination of director candidates include, but are not limited to, the highest standards of integrity and ethical behavior, the ability to provide wise and informed guidance to management, a willingness to pursue thoughtful, objective inquiry on important issues before the Company, and a range of experience and knowledge commensurate with the Company’s needs as well as the expectations of knowledgeable investors. -
Shareholder Activism: Standing up for Sustainability?
Shareholder activism: Standing up for sustainability? REPORT Shareholder activism: Standing up for sustainability? - 1 CONTENTS PREFACE........................................................................................................................4 EXECUTIVE SUMMARY.................................................................................................6 SHAREHOLDER ACTIVISM CASES...............................................................................8 PASSIVE SHAREHOLDING AND THE ‘BATTLE FOR THE SOUL OF CAPITALISM’ ....9 SHAREHOLDER ACTIVISM IN NUMBERS..................................................................10 SHAREHOLDER ACTIVISM FOR SUSTAINABILITY.....................................................11 MATERIALITY AND REPUTATION..............................................................................13 PUBLIC POLICY TRENDS AND SHAREHOLDER RIGHTS..........................................16 THE FUTURE OF SHAREHOLDER ACTIVISM.............................................................19 ANNEX I: ACTIVIST INVESTORS IN SELECTED COUNTRIES.....................................21 ANNEX II: PROXY COMPANIES...................................................................................21 ANNEX III: OVERVIEW OF ACTORS IN ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) SHAREHOLDER ACTIVISM......................................................22 REFERENCES................................................................................................................24 SOURCES.....................................................................................................................27 -
Corporate Restructuring in the Asian Electronics Market: Insights from Philips and Panasonic
Munich Personal RePEc Archive Corporate Restructuring in the Asian electronics market: Insights from Philips and Panasonic Reddy, Kotapati Srinivasa 2016 Online at https://mpra.ub.uni-muenchen.de/73663/ MPRA Paper No. 73663, posted 15 Sep 2016 10:39 UTC Corporate Restructuring in the Asian electronics market: Insights from Philips and Panasonic Kotapati Srinivasa Reddy Working version: 2016 1 Corporate Restructuring in the Asian electronics market: Insights from Philips and Panasonic Disguised Case and Teaching Note: Download from the Emerald Emerging Markets Case Studies Reddy, K.S., Agrawal, R., & Nangia, V. K. (2012). Drop-offs in the Asian electronics market: unloading Bolipps and Canssonic. Emerald Emerging Markets Case Studies, 2(8), 1-12. ABSTRACT (DON’T CITE THIS WORKING VERSION) Subject area of the Case: Business Policy and Strategy – Sell-off and Joint venture Student level and proposed courses: Graduation and Post Graduation (BBA, MBA and other management degrees). It includes lessons on Strategic Management and Multinational Business Environment. Brief overview of the Case: The surge in Asian electronics business becomes a global platform for international vendors and customers. Conversely, Chinese and Korean firms have become the foremost manufacturing & fabrication nucleus for electronic supplies in the world. This is also a roaring example of success from Asian developing nations. This case presents the fortune of Asian rivals in the electronics business that made Philips and Panasonic to redesign and reform their global tactics for long-term sustainable occurrence in the emerging economies market. Further, it also discusses the reasons behind their current mode of business and post deal issues. Expected learning outcomes: This case describes a way to impart the managerial and leadership strategies from the regular business operations happening in and around the world. -
Europe 500 2021 Ranking Accounting for 14% of That the Continent’S Rapid the Total Brand Value (€237.7 Billion)
Europe 500 2021The annual report on the most valuable and strongest European brands June 2021 Contents. About Brand Finance 4 Get in Touch 4 Brandirectory.com 6 Brand Finance Group 6 Foreword 8 Executive Summary 10 Sector Reputation Analysis 18 Brand Finance Europe 500 (EUR m) 20 Brand Spotlights 30 Enedis 32 Interview with Catherine Lescure, Communications and CSR Director Orange 34 Interview with Béatrice Mandine, Executive Director of Communication, Brand and Engagement Porsche 36 Interview with Robert Ader, CMO of Dr. Ing. h.c. F. Porsche AG Bankinter 38 Interview with Yolanda Sanz Rey, Director of Image and Brand Management Meliá 40 Interview with André P. Gerondeau, Chief Operating Officer Global Soft Power Index 42 Germany 46 Interview with European Entrepreneurs France 48 Italy 50 Interview with Parmigiano Reggiano Spain 52 Interview with España Global Ireland 54 Ukraine 56 Interview with the Ukrainian Institute Methodology 58 Definitions 60 Brand Valuation Methodology 61 Brand Strength 62 Brand Equity Research Database 63 Our Services 64 Consulting Services 66 Brand Evaluation Services 67 Communications Services 68 Brand Finance Network 71 © 2021 All rights reserved. Brand Finance Plc. Brand Finance Europe 500 June 2021 3 About Brand Finance. Request your own Brand Finance is the world's leading brand valuation consultancy. We bridge the gap between marketing and finance Brand Value Report Brand Finance was set up in 1996 with the aim of 'bridging the gap between marketing and finance'. For 25 years, we have helped companies and organisations of all types to A Brand Value Report provides a connect their brands to the bottom line.