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Santa Fe Relocation
SANTA FE RELOCATION H1INTERIM REPORT19 Company Announcement No. 14/28 August 2019 CONTENTS MANAGEMENT REVIEW HIGHLIGHTS H1 02 FINANCIAL HIGHLIGHTS AND KEY RATIOS 03 FINANCIAL REVIEW 04 BUSINESS LINE PERFORMANCE 07 FINANCIAL STATEMENTS INCOME STATEMENT 09 STATEMENT OF COMPREHENSIVE INCOME 10 BALANCE SHEET 11 STATEMENT OF CHANGES IN EQUITY 12 CASH FLOW STATEMENT 13 NOTES 14 STATEMENT 17 SFG20H119 Interim Report H1 2019 RESTRUCTURING ON TRACK IN CHALLENGING MARKET Consolidated highlights from Q2 2019 – Continuing operations: • Revenue for the continuing operations decreased by 9.1% in local currencies to EUR 46.8m (EUR 50.7m). • Revenue from core Moving Services declined by 4.1%,in local currencies, constituting 77% (73%) of total revenue. • Service- and SG&A cost combined was reduced by EUR 2.6m or 12% compared to Q2 2018 (excl. IFRS 16 impact). • EBITDA before special items for the continuing operations was a reported profit of EUR 1.7m. versus a loss of EUR 1.7m in Q2 2018. Without adjustment for IFRS 16 impact, the result in Q2 2019 would have been EUR 0.0m, an improvement of EUR 1.7m on a comparable basis. • Net loss was EUR 4.1m versus a loss of EUR 5.5m in the same period last year (including discontinued operations in Australia). • Cash flow from operations significantly improved compared to same period last year. Consolidated highlights from H1 2019 – Continuing operations: • Revenue for the continuing operations decreased by 8.7% in local currencies to EUR 90.3m (EUR 97.2m). • Revenue from core Moving Services declined by 5.2% in local currencies, constituting 76% (73%) of total revenue. -
General Vertical Files Anderson Reading Room Center for Southwest Research Zimmerman Library
“A” – biographical Abiquiu, NM GUIDE TO THE GENERAL VERTICAL FILES ANDERSON READING ROOM CENTER FOR SOUTHWEST RESEARCH ZIMMERMAN LIBRARY (See UNM Archives Vertical Files http://rmoa.unm.edu/docviewer.php?docId=nmuunmverticalfiles.xml) FOLDER HEADINGS “A” – biographical Alpha folders contain clippings about various misc. individuals, artists, writers, etc, whose names begin with “A.” Alpha folders exist for most letters of the alphabet. Abbey, Edward – author Abeita, Jim – artist – Navajo Abell, Bertha M. – first Anglo born near Albuquerque Abeyta / Abeita – biographical information of people with this surname Abeyta, Tony – painter - Navajo Abiquiu, NM – General – Catholic – Christ in the Desert Monastery – Dam and Reservoir Abo Pass - history. See also Salinas National Monument Abousleman – biographical information of people with this surname Afghanistan War – NM – See also Iraq War Abousleman – biographical information of people with this surname Abrams, Jonathan – art collector Abreu, Margaret Silva – author: Hispanic, folklore, foods Abruzzo, Ben – balloonist. See also Ballooning, Albuquerque Balloon Fiesta Acequias – ditches (canoas, ground wáter, surface wáter, puming, water rights (See also Land Grants; Rio Grande Valley; Water; and Santa Fe - Acequia Madre) Acequias – Albuquerque, map 2005-2006 – ditch system in city Acequias – Colorado (San Luis) Ackerman, Mae N. – Masonic leader Acoma Pueblo - Sky City. See also Indian gaming. See also Pueblos – General; and Onate, Juan de Acuff, Mark – newspaper editor – NM Independent and -
It's All About Food Annual Report 2015/16 I'd Like to Be Able to Pay More to Our Farmers
It's all about food Annual report 2015/16 I'd like to be able to pay more to our farmers. But first we " need to earn the money out in our markets. So, we need to go further up in the value chain. — Jais Valeur Sokołów, Poland Contents Management report Danish Crown – this is how we create value 4 2015/16 in figures 6 Group financial highlights 8 Chairman's report 10 Group CEO's report 12 Danish Crown's new strategy 14 People create value 16 Financial review 18 A broadly based and international business 20 Our employees – our most important asset 25 Ownership 27 Food processing creates value 28 Corporate responsibility 30 Internationalisation creates value 34 Risk management 36 Good food creates value 40 Corporate governance 42 Management 45 Financial statements Income statement and statement of comprehensive income 49 Balance sheet 50 Statement of changes in equity 52 Cash flow statement 53 Group, notes 54 Parent Income statement 89 Balance sheet 90 Statement of changes in equity 92 Parent, notes 93 Management's statement and auditor's report 98 Group structure 100 Contents — 3 Danish Crown – this is how we create value Danish Crown is an international meat-processing company with a leading market position in northern Europe and global sales. We are a cooperatively held company owned by 7,600 Danish pig and cattle suppliers, who also supply our raw materials. y always listening to our customers and under- We are Europe's largest pork business, one of the world's standing their needs – and through organic growth, largest pork exporters, Denmark's largest beef business, Bexports, mergers and acquisitions – we have, since Europe's largest supplier of organic meat, Europe's largest the first cooperative slaughterhouse was established in meat-processing company and the leading global supplier 1887, achieved a unique position. -
BP US Domestic Relocation Policy Transferred Exempt and Experienced New Hires
BP US Domestic Relocation Policy Transferred Exempt and Experienced New Hires Date: Updated October 1, 2015 Version 3.0 BP US Domestic Relocation Policy – Transferred Exempt and Experienced New Hires 1 PURPOSE OF THIS POLICY ................................................................................. 5 1.1 RELOCATION PROGRAM AND POLICY ADMINISTRATION........................................ 5 2 WHEN TO USE THIS POLICY, APPLICABILITY, AND EFFECTIVE DATE ........................ 5 3 REPAYMENT AGREEMENT ................................................................................. 6 4 CONTRACTUAL MATTERS .................................................................................. 6 5 BEFORE STARTING THE PROCESS....................................................................... 7 6 RELOCATION COSTS / EXPENSE REIMBURSEMENT ............................................... 7 7 RELOCATION ALLOWANCES .............................................................................. 7 7.1 LUMP SUM...................................................................................................... 7 7.2 COST OF LIVING ALLOWANCE (COLA)................................................................ 9 7.3 MISCELLANEOUS EXPENSE ALLOWANCE ............................................................ 9 8 SELLING THE TRANSFEREE’S PRESENT HOME.................................................... 10 8.1 REAL ESTATE AGENT SELECTION ..................................................................... 10 8.2 HOME SALE ELIGIBILITY................................................................................. -
Real Estate Asset Management & Consulting in the US
WWW.IBISWORLD.COM Real Estate Asset Management & Consulting in the US June 2019 1 Home stretch: Strong organic growth in construction activity will boost industry revenue This report was provided to Autobahn Consultants (2134210691) by IBISWorld on 27 October 2019 in accordance with their license agreement with IBISWorld IBISWorld Industry Report 53139 Real Estate Asset Management & Consulting in the US June 2019 Ryan Roth 2 About this Industry 16 International Trade 27 Industry Assistance 2 Industry Definition 17 Business Locations 2 Main Activities 29 Key Statistics 2 Similar Industries 19 Competitive Landscape 29 Industry Data 3 Additional Resources 19 Market Share Concentration 29 Annual Change 19 Key Success Factors 29 Key Ratios 4 Industry at a Glance 19 Cost Structure Benchmarks 30 Industry Financial Ratios 21 Basis of Competition 5 Industry Performance 22 Barriers to Entry 31 Jargon & Glossary 5 Executive Summary 22 Industry Globalization 5 Key External Drivers 7 Current Performance 23 Major Companies 9 Industry Outlook 23 CBRE Group 11 Industry Life Cycle 23 Jones Lang LaSalle 13 Products and Markets 25 Operating Conditions 13 Supply Chain 25 Capital Intensity 13 Products and Services 26 Technology and Systems 14 Demand Determinants 26 Revenue Volatility 15 Major Markets 27 Regulation and Policy www.ibisworld.com | 1-800-330-3772 | [email protected] WWW.IBISWORLD.COM Real Estate Asset Management & Consulting in the US June 2019 2 About this Industry Industry Definition Companies in this industry provide real miscellaneous activities. The industry does estate-related services, including escrow, not include real estate agent and broker fiduciary, consultancy, research, listings, offices, real estate lessors, real estate property tenant representation and other managers or real estate appraiser offices. -
Master Agreement SIRVA with Pricing
Master Agreement SIRVA Worldwide, Inc. Master Agreement Number CNR01504 May 1, 2020 Commercial and Residential Relocation Management Services Storage and Logistic Services Attachment D Domestic Household Goods, Office Furniture, Fixtures and Equipment Pricing: I. Scope of Service -- This Agreement shall govern the interstate transportation of household goods, as defined by 49 U.S.C. § 13102 (10) and office furniture, fixtures, equipment and other property found in stores and offices between points in the United States (except Alaska and Hawaii), and between points in the United States (except Alaska and Hawaii) and Canada. II. Invoice Discount – All Supplier’s charges shall be based on a minimum shipment weight of 3,400 pounds. Supplier’s charges for household goods shipments shall be reduced by a discount range of between fifty-five (55) percent and sixty-eight (68) percent below the charges in Tariff 400-N and 104-G (subject to annual price adjustments per item 40 of 400-N) in effect on the date a shipment loads. Exact discount will be based on factors to be determined by the Supplier’s booking agent prior to loading. Supplier’s charges for storage-in-transit, warehouse handling and SIT transportation (Item 210) as described in Item 185 of Tariff 400-N and 104-G (subject to annual price adjustments per item 40 of 400-N) shall be reduced by fifty- five (55) percent. The foregoing discounts shall not apply to charges for services performed by third parties and valuation charges. Peak Rates – Peak Transportation Rates shall apply during the term of this Agreement for moves loading on or after May 15th through September 15th of each year. -
Essay 1: Housing Factors Affecting Mobility: the Impact on Corporate Transfers
THREE ESSAYS ON SELLERS’ BEHAVIOR IN THE HOUSING MARKET SVETOSLAVA ALEXANDROVA Bachelor of Business Administration Cleveland State University May 2003 Master of Business Administration Cleveland State University May 2007 Submitted in partial fulfillment of requirements for the degree DOCTOR OF BUSINESS ADMINISTRATION at the CLEVELAND STATE UNIVERSITY MAY 2017 ©COPYRIGHT BY SVETOSLAVA ALEXANDROVA 2016 We hereby approve this dissertation for Svetoslava Alexandrova Candidate for the Doctor of Business Administration degree for the Department of Finance And CLEVELAND STATE UNIVERTSITY College of Graduate Studies by ___________________________________________ Committee Chair, Dr. Alan Reichert Department of Finance/October 6th, 2015 ___________________________________________ Committee Co-Chair, Dr. Haigang Zhou Department of Finance/October 6th, 2015 ___________________________________________ Prof. Dr. Dieter Gramlich Baden-Wuerttemberg Cooperative University/October 6th, 2016 ___________________________________________ Dr. Walter Rom Department of Operations and Supply Chain Management/October 6th, 2015 October 6th, 2015 ___________________________________________ Date of Defense THREE ESSAYS ON SELLERS’ BEHAVIOR IN THE HOUSING MARKET SVETOSLAVA ALEXANDROVA ABSTRACT Housing markets exhibit some puzzling behavior that cannot be completely explained by rational market dynamics. The neoclassical economic theory posits that rational sellers and rational buyers in the housing market will look at the current market price in order to determine a value of a property. Studies, however, show that physiological biases may affect the decision- making process of both sellers and buyers. I examine the behavior of sellers in the housing market in three different settings. In essay 1, I analyze the effects of the health of the housing market on mobility. In Essay 2, I study the effects of sellers’ loss aversion on listing price and time on the market within the prospect theory framework. -
Employees on the Move (PCS) Handbook
U.S. Fish & Wildlife Service Employees on the Move A Handbook on Travel and Transportation Benefits for Relocating Employees U.S. Fish and Wildlife Service Permanent Change of Station Handbook Table of Contents TABLE OF CONTENTS ............................................................................................................................................... I A MEMO FROM THE ASSISTANT DIRECTOR, BUSINESS MANAGEMENT AND OPERATIONS ............................................................ III REGIONAL PCS COORDINATOR CONTACT INFORMATION ...................................................................................................... IV A FEW IMPORTANT DEFINITIONS ...................................................................................................................................... V CHAPTER 1: IDENTIFYING YOUR ENTITLEMENTS .................................................................................................... 1 1.1 DEFINING PCS ..................................................................................................................................................... 1 1.2 DETERMINING YOUR RELOCATION TYPE AND ALLOWANCES .......................................................................................... 3 1.3 UNDERSTANDING SPECIAL RELOCATION CIRCUMSTANCES ............................................................................................ 7 CHAPTER 2: UNDERSTANDING THE PCS PROCESS ............................................................................................... -
Relocation Country Guide: ITALY
Relocation Country Guide: ITALY September 2017 Relocation and International Assignment Trends and Practices Located in the heart of the Mediterranean Sea, Italy shares open land borders with France, Switzerland, Austria, Slovenia, San Marino and Vatican City. The country is renowned for its arts and cultural treasures, as well as beautiful landscapes and world-leading cuisine. It is becoming a more frequent destination for assignees and the high quality of life there, means it is a popular destination for expatriates. Input from Cartus Global Supply Chain and our Destination Services Providers on the ground in Italy points to several key areas of importance to the expat community. Of primary importance is looking for a rental property, finding a school, transportation, language, cultural issues and climate. These areas are all addressed, with best practice recommendations, to help guide relocation managers as they consider policies for their assignees. September 2017 Relocation Country Guide: ITALY RENTAL MARKET As rental properties are not typically viewed as investments, landlords tend not to devote time to maintaining them. Assignees should be made aware of this before a home search trip begins, as the standard of expatriate properties in Italy may be lower than elsewhere in Europe. The types of properties available – in terms of quality, size and price – depend considerably on the area in which the assignee is relocating. In more rural areas, prices may be lower, but so is availability. Whereas, there is more choice in major cities like Rome and Milan, but prices are higher. Although, in general, properties in Rome are of a lower quality than they are in other cities and there are also less fully furnished options in the capital. -
Special Report 192 Relocation and Real Property Acquisition -&
Special Report 192 Relocation and Real Property Acquisition -&- • - •-: - --- - -I,,_ ='; TRANSPORTATION RESEARCH BOARD NATIONAL RESEARCH COUNCIL TRANSPORTATION RESEARCH BOARD 1981 Officers THOMAS D. LARSON, Chairman DARRELL V MANNING, Vice Chairman THOMAS B. DEEN, Executive Director Executive Committee Administrator, Federal A viatfon Administration, U.S. Department of Transportation (ex officio) Administrator, Urban Mass Transportation Administration, U.S. Department of Transportation (ex officio) RAY A. BARNHART, Administrator, Federal Highway Administration, US. Department of Transportation (ex officio) ROBERT W. BLANCHETTE, Administrator, Federal Railroad Administration, U.S. Department of Transportation (ex officio) FRANCIS B. FRANCOIS, Executive Director, American Association of State Highway and Transportation Officials (ex officio) WILLIAM J. HARRIS, JR., Vice President, Research and Test Department, Association of American Railroads (ex officio) PETER G. KOLTNOW, President, Highway Users Federation for Safety and Mobility (ex officio, Past Chairman, 1979) ELLIOTT W. MONTROLL, Chairman, Commission on Sociotechnical Systems, National Research Council (ex officio) JOHN F. WING, Senior Vice President, Booz-A lien and Hamilton, Inc., Bethesda, Maryland (ex officio, MTRB) CHARLEY V. WOOTAN, Director, Texas Transportation Institute, Texas A&M University (ex officio, Past Chairman, 1980) GEORGE J. BEAN, Director of Aviation, Hilisborough County (Florida) A viation Authority THOMAS W. BRADSHAW, JR., Secretary, North Carolina Department -
We Make It Easy INVESTOR NEWS
INVESTOR NEWS Santa Fe Relocation names Kobus Fourie as Managing Director for Santa Fe Australia Santa Fe Relocation, a global leader in mobility and relocation services, announces the appointment of Kobus Fourie as Managing Director for Santa Fe Australia. “Fourie is a key hire for Santa Fe, with exactly the right background and experience to drive the needed agenda for Santa Fe Australia,” said Martin Thaysen, Group CEO for the Santa Fe Group. “With accomplishments in transformational leadership, he is seasoned in achieving top line growth, strengthening of customer service and quality, as well as improvements of financial business performance.” Prior to joining Santa Fe Relocation, having lived and worked in South Africa, Ghana and most recently in Indonesia, Fourie brings solid leadership from the Travel, Security and Logistics industries. Fourie has successfully led businesses in Africa, Middle East and Asia, and holds Masters Degrees in ‘Business Leadership’ and ‘Strategic Supply Change Management’. Fourie’s career has allowed him to gain significant and broad experiences, and recognises the importance of teamwork, company values and culture. Mr Fourie added: “I admire the passion of the Santa Fe people with their intense focus on the customer experience, and I look forward to being part of delivering the 2020 Strategy with the Australian team. I feel privileged to have been accepted by Santa Fe Relocation and to be part of its ongoing success.” Santa Fe Australia contributed EUR 57.7m to group revenue in 2016 and have over the past two years gone through a restructuring and transformation of the operation. The company is now entering the next stage of the strategy with a focus on customer experience, growth and employee engagement. -
Role of Erm in Managing Risks Related to New Technologies
SHARED BUILDING BEST PRACTICES ASSESSMENTS BRIEFING PAPER The Trusted Source in Third Party Risk Management ROLE OF ERM IN MANAGING RISKS RELATED TO NEW TECHNOLOGIES This briefing paper is the effort of the Shared Assessments' Risk Committee. To learn more about our member-driven This workcommittees product and is the working effort ofgroups, the Shared please Assessments' contact us at: Risk (505) Committee. 466-6434 To or [email protected] more about our member-driven. committees and working groups, please contact us at: (505) 466-6434 or [email protected]. TABLE OF CONTENTS TABLE OF CONTENTS Introduction ............................................................................................................................................................................................................... 3 Issue Landscape ....................................................................................................................................................................................................... 4 Risks and Rewards of Emerging Technology ......................................................................................................................................... 4 Figure 1: Emerging Technology Adoption and Increased Operational Risk ................................................................................ 4 Technology Dependencies ...........................................................................................................................................................................