Our Year FY18 ANNUAL REPORT
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Sustainability Report 2020 2 | Ikano Bank AB (Publ) Sustainability Report 2020 Financial Environmental Social
Sustainability report 2020 2 | Ikano Bank AB (publ) Sustainability report 2020 Financial Environmental Social Our owners’ view on sustainability: Content Management statement 3 Ikano Bank at a glance 4 Business model 5 ’’Sustainability is a journey. Governance 6 Sustainability direction 7 We can’t wait for one big Principles and SDGs 8 solution, we have to take Materiality analysis 9 Healthy & sustainable living many small decisive steps.” Financial stability 11 Peter, Jonas and Mathias Kamprad Counteract corruption and money laundering 12 Responsible lending 13 Responsible investments 14 Circular & climate positive Environmentally beneficial financing solutions 16 Climate smart business 17 Sustainable purchases 19 Fair & inclusive Equality and diversity 21 Employee development, health and safety 22 Social responsibility 23 Overview 24 Please consider the environment before printing this report. The document is optimised for full-screen viewing. Auditor’s sign off 25 3 | Ikano Bank AB (publ) Sustainability report 2020 Financial Environmental Social A long-term business perspective Making Ikano Bank a truly What does the word We often say that sustainability sustainable company starts in sustainability mean to you? is in our DNA as a company. What do we mean by that? the management team. We met Jessica: For me it’s all about using our up with CEO Henrik Eklund and resources wisely and to always have a Henrik: It dates all the way back to our chief commercial officer Jessi- long-term perspective on everything we founder Ingvar Kamprad. His philosophy do. Both on how we use our planet’s re- was truly sustainable, both in not being ca Svantesson in the Swedish sources and how we create a sustainable wasteful with resources and in relating to woods north of Malmö, to talk and long-term business. -
Malaysia Real Estate Highlights
RESEARCH REAL ESTATE HIGHLIGHTS 1ST HALF 2017 KUALA LUMPUR PENANG JOHOR BAHRU KOTA KINABALU HIGHLIGHTS KUALA LUMPUR HIGH END CONDOMINIUM MARKET Subdued high-end condominium market with developers scaling ECONOMIC INDICATORS 44.3%). Meanwhile, 1Q2017 also saw a back on new property launches marginal increase in the total outstanding / amid continued weak demand. Malaysia’s economy rebounded in non-performing loans in the housing sector 1Q2017 with Gross Domestic Product to RM5.54 billion (4Q2016: RM5.41 billion). (GDP) expanding at 5.6% (4Q2016: With potential purchasers and 4.5%), driven mainly by higher private investors waiting on the side- expenditure. For 2017, the country’s GDP lines, developers continue to growth forecast range between 4.3% and tweak their marketing strategies 4.8%, supported by gradual improvement to sustain earnings through in the global economy and domestic “stock clearing” of completed demand. and on-going projects. Headline inflation for 1Q2017 was higher at 4.3% (4Q2016: 1.7%), driven mainly Limited completions of high- by high transportation cost. The annual end condominiums / residences inflation for 2017 is expected to be in the during the review period. region of 3.0% to 4.0% (2016: 2.1%). The labour market condition for 1Q2017 Secondary pricing in selected remained stable, with the unemployment locations remained flat while rate of 3.5% (4Q2016: 3.5%). rentals continued to be under To remain accommodative to economic pressure. activity and to support domestic demand, Bank Negara Malaysia (BNM) continued China’s capital control impact to maintain the Overnight Policy Rate projects targeting buyers from (OPR) at 3.0%. -
Facts & Figures 2013
Operational organisation Facts & figures Arja Taaveniku Mats Håkansson Yohann Adolphe CEO Vice President CFO 2013 Stefan Nyrinder Tomas Wittbjer Daniel Skoghäll Christian Rojkjaer BA Finance BA Insurance BA Real Estate BA Retail Asia Christiane Wald Fredrik Åkesson Marie Gällstad Group HR Group Group Sustainability Communication Supervisory Board Peter Kamprad Jonas Kamprad Mathias Kamprad Björn Bayley Chairman Board Member Board Member Board Member Eva Cederbalk Jens Engwall Per Karlsson Håkan Thylén Board Member Board Member Board Member Board Member Management Board Arja Taaveniku Mats Håkansson Yohann Adophe CEO Vice President CFO www.ikanogroup.com Produced in May 2014 by the Communication department of Ikano S.A. The print costs of this brochure were EUR 0,37 per copy. 5000 copies were printed. Our vision Hi, “We are a growing company with 3,500 co-workers who work together to create value for our customers. We believe that what is good for our customers is good for us in the long run – and this is our primary focus in everything we do. Our strong company culture is founded on our heritage and our Swedish roots. Our values guide us in our everyday decisions. We like to do things differently from others, keeping our solutions simple and always based on fair terms. We are financially strong and this is essential for our future growth. We like to invest but only in things that add value. I am proud to share our good results from 2013. They show that we have many hard working Ikano co-workers who have To create successfully reached out to many customers.” Arja Taaveniku possibilities CEO, Ikano Group for better living. -
Malaysia Real Estate Highlights
A comprehensive analysis of Malaysia's residential, retail, office and industrial markets Real Estate Highlights knightfrank.com/research Research, 1st Half 2020 REAL ESTATE HIGHLIGHTS KUALA LUMPUR HIGH END CONDOMINIUM MARKET Market Indications Highlights The COVID-19 pandemic is driving the global economy into recession and many countries, including Malaysia, are responding with stimulus packages to avoid a cascade of bankruptcies and emerging market debt defaults. The country’s dependency on oil revenue The recovery path of the property will further strain the government’s fiscal position amid declining oil prices. market since 2019, which was supported by the extended Home The country’s economy expanded 4.3% in 2019 (2018: 4.7%), the lowest growth since the Ownership Campaign (HOC), has global financial crisis in 2009. It weakened further to record at 0.7% in 1Q2020 (4Q2019: been thrown off by the onset of the 3.6%), reflecting the early impact of measures taken both globally and domestically to COVID-19 pandemic in 1Q2020. contain the spread of the novel coronavirus. Malaysia's economic growth for 2020, as measured by gross domestic product (GDP), is projected at between -2.0% and 0.5%. 6-month automatic loan moratorium to provide a short-term breather to The period of low headline inflation, recorded at 0.7% in 2019 (2018: 1.0%), mainly reflects borrowers impacted by the pandemic. the lapse in the impact from the Sales and Services Tax (SST) implementation. It continued to remain modest at 0.9% in 1Q2020 (4Q2019: 1.0%) due to lower fuel costs. The country’s The Central Bank has also lowered average headline inflation for 2020 is expected to turn negative due to lower global fuel the Overnight Policy Rate (OPR) thrice prices coupled with weaker domestic growth prospects and labour market conditions. -
A Season of Pleasant Surprises
OCTOBER TO DECEMBER 2012 ISSUE I www.citibank.com.my/CWP Central Region A season of pleasant surprises Complimentary night’s stay at some of Malaysia’s finest hotels Delicious deals at Garibar Fab discounts at FCUK Redeem and win a trip to Phuket 2 DINING 20% OFF Buy 1 Free 1 total food bill Authentic Pizza every Thursday 20% OFF total food bill every other day • Valid till 31 Aug 2013. • Valid till 28 Feb 2013. • Not valid for alcoholic and non-alcoholic beverages, • Valid for dine-in and a la carte menu only. and tobacco • Not valid for alcoholic and non-alcoholic beverages, and tobacco. 08-2223 888 (Hilton Kuching, Sarawak) 03-2282 3457 (Bangsar Village 1) 15% OFF Buy 2 Free 1 total bill on any Main Course • Valid till 31 Dec 2012. • Valid till 31 Aug 2013. • Not valid for set meal purchases. • Offer is valid for Main Course of equal or lesser value. 03-2148 8996 (Pavilion, KL) 03-6201 3355 (Plaza Mont Kiara) Valid with all Citibank cards. Not valid with ongoing promotions and items on sale or promotion. Terms and conditions apply. For more details, log on to www.citibank.com.my/CWP 3 DINING Buy 1 Free 1 Tea Time Set (3pm - 6pm) every Thursday 15% OFF Family Fiesta Set every other day Buy 1 Free 1 Wafu Mentai Spaghetti every Thursday • Valid till 15 Mar 2013. • Not valid on public holidays. OFF • Valid at all The Chicken Rice Shop outlets nationwide. 20% • Prices are subject to 5% Service Charge and 6% total bill with a minimum spend of RM80 Government Service Tax. -
How to Make It Your Company's Competitive Edge?
Ecosystems, business models and servitisation JARI RAAPPANA HOW TO MAKE IT YOUR COMPANY’S COMPETITIVE EDGE? Ikano Bank was established in 1988 by Ingvar Kamprad, the founder of IKEA. Ikano Bank currently has operations in Austria, Demark, Finland, Germany, Norway, Poland, Sweden and UK. For consumers the offering includes a range of financial services and banking products such as loans, savings and credit cards. For businesses the offering includes a range of financial services for their customers, including loans, store cards and loyalty solutions. The strength of Ikano bank comes from working together to create long-term solutions based on fair terms that bring value to its customers and partners alike. 178 Ikano Bank IT is being shaped by shifting market conditions, new regulations, and changes in con- sumer demands and behaviours. For the past decade, fintech companies—technol- ogy firms that focus on financial products and services—have moved quickly, forcing the more traditional banks to rethink their core business models and embrace digital innovations. While the more traditional banking industry will undoubtedly remain as its customer base is solid, change is imminent, affecting banks like Ikano Bank well into the future. Instead of working as a separate business support function, Ikano Bank IT have had to reimagine how their IT operations deliver a more distinctive Mikael Nurmi, customer experience by mastering the use of state CTO, Ikano Bank of the art technologies in order to build competi- tive edge for the bank. The change journey for IT started in summer 2016 “The first step is to build more value and with a newly developed sourcing strategy imple- provide compelling customer experiences mentation, with targets on acquiring the best fit for at a lower cost. -
Sustainability Report 2020 2 | Ikano Bank AB (Publ) Sustainability Report 2020 Financial Environmental Social
Sustainability report 2020 2 | Ikano Bank AB (publ) Sustainability report 2020 Financial Environmental Social Our owners’ view on sustainability: Content Management statement 3 Ikano Bank at a glance 4 Business model 5 ’’Sustainability is a journey. Governance 6 Sustainability direction 7 We can’t wait for one big Principles and SDGs 8 solution, we have to take Materiality analysis 9 Healthy & sustainable living many small decisive steps.” Financial stability 11 Peter, Jonas and Mathias Kamprad Counteract corruption and money laundering 12 Responsible lending 13 Responsible investments 14 Circular & climate positive Environmentally beneficial financing solutions 16 Climate smart business 17 Sustainable purchases 19 Fair & inclusive Equality and diversity 21 Employee development, health and safety 22 Social responsibility 23 Overview 24 Please consider the environment before printing this report. The document is optimized for full-screen viewing. Auditor’s sign off 25 3 | Ikano Bank AB (publ) Sustainability report 2020 Financial Environmental Social A long-term business perspective Making Ikano Bank a truly What does the word We often say that sustainability sustainable company starts in sustainability mean to you? is in our DNA as a company. What do we mean by that? the management team. We met Jessica: For me it’s all about using our up with CEO Henrik Eklund and resources wisely and always have a long- Henrik: It dates all the way back to our chief commercial officer Jessi- term perspective on everything we do. founder Ingvar Kamprad. His philosophy Both on how we use our planet’s resources was truly sustainable, both in not being ca Svantesson in the Swedish and how we create a sustainable and wasteful with resources and relating to woods north of Malmö to talk long-term business. -
IKEA Sustainability Report FY19
© Inter IKEA Systems B.V. 2020 © Inter IKEA Systems B.V. IKEA Sustainability Report FY19 INTRODUCTION | ABOUT THIS REPORT | BECOMING PEOPLE & PLANET POSITIVE: PROGRESS FY19 | OUR IMPACT THROUGHOUT THE IKEA VALUE CHAIN | COLLABORATION & ADVOCACY | SUSTAINABILITY GOVERNANCE | SDG INDEX In this report INTRODUCTION Page 3 About this report This is an IKEA Brand report and it covers the entire IKEA The IKEA business FY19 Page 3 business and value chain. It summarises the performance Sustainability highlights FY19 Page 4 against the IKEA sustainability strategy, People & Sustainability challenges Page 5 Planet Positive, during FY19 and includes information from across the franchise system and the different ABOUT THIS REPORT Page 6 companies operating under the IKEA Brand. The FY19 IKEA Materiality Page 7 Sustainability Report is issued by Inter IKEA Group. The One brand – many companies Page 8 report is structured as follows: Introduction letter Page 9 BECOMING PEOPLE & PLANET POSITIVE: PROGRESS FY19 Page 11 Section one Healthy & sustainable living Page 13 Summarises key progress during FY19 against the Circular and climate positive Page 17 commitments in the IKEA sustainability strategy. Fair & equal Page 34 OUR IMPACT THROUGHOUT THE IKEA VALUE CHAIN Page 37 Section two Materials & sourcing Page 38 Production Page 63 Takes a complete value chain perspective – from Product transport Page 75 materials to product end-of-life – to demonstrate how IKEA retail Page 78 the IKEA business works at all steps of the value- Customer travel & home deliveries Page 88 chain (and even beyond) to reach our sustainability Life at home & consumption Page 91 ambitions. This section includes more details and activities during FY19. -
Famous Amos Retail Outlet [Klang Valley]
FAMOUS AMOS RETAIL OUTLET [KLANG VALLEY] NO OUTLET ADDRESS CONTACT AMCORP MALL Ground Floor, Amcorp Mall, 03-7931 0106 1 18, Jalan Persiaran Barat, Off Jalan Timur, 46050 Petaling Jaya, Selangor. AMPANG POINT PS 17 Ground Floor, 03-4265 6664 2 Ampang Point Shopping Centre Jalan Mamanda 3, 68000 Ampang, Selangor. AEON SHAH ALAM Lot KG3, Ground Floor, AEON Mall Shah Alam, 03-55236937 3 No. 1, Jalan Akuatik 13/64, Seksyen 13, 40100, Shah Alam, Selangor. AEON BUKIT TINGGI Lot F19A, Persiaran Batu Nilam 1/KS 6, 03-3319 2857 4 Aeon Shopping Centre, Bandar Bukit Tinggi, 41200 Klang, Selangor. AEON BUKIT RAJA Lot G34, Ground Floor, Aeon Bukit Raja Shopping Centre, 03-3341 4113 5 Persiaran Bukit Raja 2, 41150 Bandar Baru Klang, Selangor. AEON RAWANG Concession Counter, Ground Floor, Aeon Rawang, 6 1, Persiaran Anggun, Taman Anggun, 48000 Rawang, Selangor. CENTRAL MARKET FB04, Ground Floor, 03-2272 3691 7 Jalan Hang Kasturi, 50050 Kuala Lumpur. D'PULZE SHOPPING CENTRE Lot LGK-02, D'pulze Shopping Centre, 03-8322 2913 8 [CYBERJAYA] Lingkaran Cyber Point Timur, Cyber 12, 63000 Cyberjaya, Selangor. EMPIRE SHOPPING GALLERY Lot LG10, Lower Ground Floor, 03-5612 1606 9 [SUBANG] Jalan SS16/1, 47500 Subang Jaya, Selangor. GAMUDA WALK Lot K-G-02, Ground Floor, 03-5131 4031 10 12, Persiaran Anggerik Vanilla, Kota Kemuning, Section 31, 40460 Shah Alam, Selangor. IPC SHOPPING CENTRE Lot LG 1.16, Ikano Power Centre, 03-7731 4562 11 [IKANO] Jalan PJU 7/2, Mutiara Damansara, 47800 Petaling Jaya, Selangor. IOI MALL, PUCHONG Lot GK05, Ground Floor, IOI Mall, 03- 8071 8096 12 Batu 9, Jalan Puchong, Bandar Puchong Jaya, 47170 Puchong, Selangor. -
Annual Report 2014
Annual Report 2014 NCSC Board April 2015 NCSC mission statement and basis for work NCSC is the most professional, engaged and involved association within the shopping center industry in the Nordic countries, including all shopping formats, all locations and all professions, directly or indirectly engaged in shopping centers. NCSC is the best network in the industry, has a high visibility and creates the best activities. The purpose of NCSC is to advance the shopping center industry and to promote its role in relation to other industries and to the society. In 2010 a Business plan was adopted, stating the activities necessary to achieve the mission. This business plan has been the steering document for the work within NCSC since then. Membership at yearend Country Companies Companies Companies People 2013 People People 2015 2013 2014 2015 yearend 2014 April 1 yearend yearend April 1 yearend Sweden 228 190 200 598 582 608 Norway 111 106 109 345 361 367 Denmark 44 44 46 97 89 95 Finland 24 24 25 68 65 93 Others 4 4 5 18 15 23 Total 411 368 385 1126 1112 1186 Revenues NCSC has three sources of revenues, being membership fees, sponsorships and surplus from events. The prices of membership were slightly increased 2014 (over a number of years membership fees were stable, not following general cost increases). Sponsorships have grown substantially during the year. On behalf of the members the board wants to express a deeply felt gratitude towards the sponsors for their support, and to the management for its diligent work to achieve it. -
Ikea: Flat Pack Tax Avoidance TAAKSTAAKS AVOYD AVOYD
ikea: flat pack tax avoidance TAAKSTAAKS AVOYD AVOYD TAX DEPT CREDITS AUTHOR : Marc Auerbach A study commissioned by the Greens/EFA Group in the European Parliament Graphics and design : Capucine Simon [email protected] Cover and illustration : admk - Agency for design and multimedia concepts, Cologne, Germany - www.admk.de www.greens-efa.eu @GreensEP www.facebook.com/greensefa/ 2 Greens/EFA Group - Flat pack tax avoidance contents EXECUTIVE SUMMARY – p 5 I - INTRODUCTION – p 6 II – IKEA : A FLAT PACK STRUCTURE ? – p 7 III – THE SECRETIVE DUTCH FOUNDATION THAT OWNS THE IKEA GROUP – p 10 IV – THE SECRETIVE LIECHTENSTEIN FOUNDATION THAT OWNS THE INTER IKEA GROUP – p 12 V – HOW IKEA IS AVOIDING TAXES THROUGH THE NETHERLANDS – p 15 Part 1 - set up a subsidiary in the Netherlands – p 15 Part 2 - send billions in tax-deductible royalties to your Dutch subsidiary – p 15 Part 3 - move royalties from the Netherlands to Liechtenstein to remain untaxed – p 17 VI - FROM BELGIUM TO LUXEMBOURG: USING TAX LOOPHOLES AFTER TAX LOOPHOLES – p 21 Coordination centres in Belgium – p 21 Ruling in Luxembourg for Inter IKEA – p 21 Notional Interest Deduction in Belgium for IKEA Group – p 22 VII – CONCLUSION AND RECOMMENDATIONS – p 25 ANNEXES – p 28 3 TAX DEPT IKEA TAX AVOIDANCE SCHEME < 300 x Stores 2 x Secret foundations 4 x Tax havens LIECHTENSTEIN (One in NL one in LIE) (NL, LIE, BE, LU) 1 x Friendly NL tax handling 1 x Sweetheart deal with Luxembourg Ikea Group subsidiaries (and other franchisees) reduce their profits by paying a 1. 3% royalty fee, going to the Netherlands. -
Ikea: Past, Present and Future
IMD-4-0282 I N T E R N A T I O N A L 18.06.2008 IKEA: PAST, PRESENT AND FUTURE Research Associate Colleen Ingvar Kamprad’s early experiences informed his approach not Lief prepared this case under only to furniture retailing but also, more broadly, to his life. In the supervision of Professor the frugal farmlands of southern Sweden, IKEA’s founder Daniel Denison as a basis for quickly learned the value of hard work, personal responsibility class discussion rather than to and independence. illustrate either effective or ineffective handling of a As his own success in following his strong convictions proved business situation fruitful and satisfying, he realized he had a responsibility to share this journey with his customers, suppliers and employees – in essence, to “bring a little bit of Sweden to the world.” This phrase, from Kamprad’s 1976 manifesto, A Testament of a Furniture Dealer, captured his philosophy toward business. His company did not just produce profits but rather served a larger and higher purpose in society. It brought style, value and a better life to many. IKEA’s products were not destined only for wealthy customers who could afford distinctive and contemporary furnishings. They were intended for everyone. The idea was radical. Everyone deserved the opportunity to be part of the IKEA revolution, which embodied bold fashion and functionality. It seemed almost a sacred mission to IKEA’s people to bring this message to global consumers. But how would IKEA develop around the globe with decidedly different values and traditions in each of the new markets that it entered? IKEA had to stay IKEA.