30 June 2020 and Financial Statements
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Stora Enso Annual Report 2000 [email protected] Stora Enso International Office 9, South Street • London W1K 2XA • U.K
“Stora Enso is the customers’ first choice” ANNUAL REPORT 2000 Contents Year 2000 in brief ............................................................1 Report on operations .....................................................47 Company presentation ....................................................2 Consolidated income statements ...................................51 Mission, vision and values................................................4 Consolidated balance sheets..........................................52 Strategy...........................................................................5 Equity reconciliation ......................................................53 Letter to shareholders ......................................................6 Consolidated cash flow statements ................................54 Shares and shareholders ..................................................8 Notes to the consolidated financial statements ..............56 Financial review .............................................................14 Parent company income statements ..............................89 Magazine paper.............................................................26 Parent company cash flow statements ...........................90 Newsprint......................................................................28 Parent company balance sheets.....................................91 Fine paper .....................................................................30 Parent company notes...................................................92 -
Power Point Presentation Template
POHJOLA PANKKI ONE-ON-ONE -PÄIVÄ March 9, 2011 Pekka Lundmark, President and CEO Teo Ottola, CFO © 2011 Konecranes Plc. All rights reserved. 1 HIGHLIGHTS OF Q4/10 • Positives – Key macroeconomic indicators continuously positive – Pick-up in Port Cranes boosted Equipment order intake – Continued EBIT margin expansion • Negatives – New equipment orders still relatively low in developed markets Board of Directors proposes a dividend of EUR 1.00 per share © 2011 Konecranes Plc. All rights reserved. 2 CAPACITY UTILIZATION: EU27 AND USA SOURCES: Eurostat (latest data point Q1/11), Federal Reserve Bank of St. Louis (December 2010) © 2011 Konecranes Plc. All rights reserved. 3 CONTAINER TRAFFIC Annual container handling volume Monthly container handling volume SOURCES: Drewry Container Annual 2009/2010, Drewry Freight Shipper Insight (latest data point October 2010) © 2011 Konecranes Plc. All rights reserved. 4 MARKET OUTLOOK AND FINANCIAL GUIDANCE AS OF FEBRUARY 3, 2011 • The demand for maintenance ¾We forecast year 2011 sales and services is expected to be above operating profit to be higher than in last year’s level due to higher 2010 capacity utilization within customer industries • The demand for new equipment is expected to continue to grow in Asia-Pacific and in emerging markets in general. Also, customers in Western Europe and North America are gradually gaining confidence to increase their new equipment investments © 2011 Konecranes Plc. All rights reserved. 5 ABU DHABI PORTS COMPANY (ADPC) RELIES ON KONECRANES • Order of 30 automated stacking cranes (ASC) and a container terminal operating system (TOS) • Order value over EUR 80 million • Delivery in 2012 • Konecranes has a proven solution for ASCs – Earlier delivery of 30 ASCs to Norfolk, Virginia, USA, in operation – 36 ASCs on order for Barcelona, Spain, for delivery in 2012 © 2011 Konecranes Plc. -
Tuotettu Buketti-Järjestelmästä
MINISTRY OF FINANCE VM/2012/02.02.00.00/2018 4 April 2019 Distribution as listed GENERAL GOVERNMENT FISCAL PLAN 2020–2023 The General Government Fiscal Plan also includes Finland’s Stability Programme, and it meets the EU’s requirement for a medium-term fiscal plan. In accordance with Article 4 of Regulation 473/13, the General Government Fiscal Plan is based on independent macroeconomic and fiscal forecasts produced by the Economics Department of the Ministry of Finance. Specific information relating to the Stability Programme is presented in Appendix 5. The General Government Fiscal Plan 2020–2023 does not contain new policy lines; it is based on current legislation and it takes into account the impacts of decisions made by Prime Minister Sipilä’s Government on expenditure and revenue levels in the coming years. The Government has today, following preparatory consideration of the matter in the Ministerial Finance Committee and pursuant to section 2 of the Decree on the General Government Fiscal Plan (120/2014), section 1 of the Budget Decree (1243/1992) and the Government’s decision issued on 24 April 2003 on the principles of formulating central government spending limits proposals, budget proposals and operating and financial plans, issued the following General Government Fiscal Plan and the central government spending limits decision included within it as well as a limit for local government expenditure set by central government measures: 1. Economic challenges and the economic policy line Finland’s economy and public finances have strengthened significantly in recent years. The general government deficit has declined and the debt ratio is decreasing. -
Elisa Corporation Annual Report 2011 1 2 Elisa Corporation Annual Report 2011 Report of the CEO
Annual Report 2011 Content Corporate Elisa in brief Consumer 1 4 Customers 6 Customers 3 Report of the CEO 8 Personnel 11 Environment The report of the Board of Directors and financial 14 statements Corporate Governance 75 Statement Shareholder information Annual General Meeting distribution, the Board of Directors will consider the company’s Elisa’s Annual General Meeting 2012 will be held at the Helsinki Fair financial position, future financing needs and the financial targets Center, Congress entrance, Messuaukio 1, Helsinki, at 2:00 pm on set for the company. Distribution of profit includes dividend Wednesday, 4 April 2012. payment, capital repayment and purchase of treasury shares. Shareholders registered in the company’s shareholder register The Board of Directors proposes to the Annual General Meeting maintained by Euroclear Finland Ltd by Friday, 23 March 2012, are that the profit for the period 2011 shall be added to accrued earn- eligible to attend the Annual General Meeting. ings and that a dividend of EUR 1.30 per share be paid based on A shareholder, who is registered in the shareholders’ register of the adopted financial statements 2011. The dividend will be paid the company and who wants to participate in the Annual General to the shareholders registered in the Register of Shareholders held Meeting, shall register for the Meeting no later than Friday, 28 by Euroclear Finland Ltd on the record date Wednesday, 11 April March 2012 at 6:00 p.m. by giving a prior notice of participation. 2012. The Board of Directors proposes that the dividend be paid Such notice can be given: on Wednesday, 18 April 2012. -
Annual Report 2005
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Record-High Adjusted EBITA-% Powered by Excellent Commitment and Execution
Record-high adjusted Interim Report EBITA-% powered by January–September 2020 excellent commitment and execution Q3 Interim Report 2 Q3 January–September 2020 Record-high adjusted EBITA-% powered by excellent commitment and execution This report contains comparison to Konecranes’ historical figures which are Konecranes’ stand-alone financial information as -re ported for 2019. These do not include figures for MHE-Demag as the acquisition of MHE-Demag was completed in January 2020. The combined operations of Konecranes and MHE-Demag started on January 2, 2020. To provide a basis for comparison, this Report contains under separate headings comments to the financial performance of MHE- Demag for the year 2020. Please note that starting from the fourth quarter 2020 any comments on the stand-alone MHE-Demag performance are based on estimates due to the proceeding integration work and legal entity consolidation. Figures in brackets, unless otherwise stated, refer to the same period a year earlier. THIRD QUARTER HIGHLIGHTS JANUARY–SEPTEMBER 2020 • Order intake EUR 565.5 million (715.3), -20.9 percent HIGHLIGHTS (-18.8 percent on a comparable currency basis), orders • Order intake EUR 1,884.0 million (2,386.0), -21.0 per- declined in all Business Areas. Excluding MHE-Demag, cent (-20.3 percent on a comparable currency basis) order intake declined 24.6 percent • Service order intake EUR 694.1 million (765.1), -9.3 • Service annual agreement base value increased 5.9 percent (-8.0 percent on a comparable currency basis) percent (+10.9 percent in comparable currencies) to • Sales EUR 2,242.1 million (2,393.6), -6.3 percent (-5.4 EUR 278.8 million (263.4). -
Financial Statements 2018
annual report / financials / responsibility / corporate governance Financial statements Contents Contents The report of the board of directors . 1 Parent company Financial Statements (FAS) . 97 Consolidated Financial Statements (IFRS) . 9 Income statement . 97 Income statement . 9 Balance sheet . 98 Statement of comprehensive income . 10 Cash flow statement . 99 Statement of financial position . .11 Notes to the financial statements . 101 Accounting principles used for preparing Cash flow statement . 13 the financial statements . 101 Statement of changes in shareholders’ equity . 15 Notes . 102 Notes to the financial statements . 16 Shares and shareholders . 116 1 General accounting principles . 16 Boards’s proposal for distribution of profits . 120 2 Operational result . 19 3 Acquisitions and disposals . 30 Auditor’s report . 121 4 Personnel . 38 5 Tangible and intangible assets . 48 6 Inventories, trade and other receivables, trade and other liabilities . 57 7 Capital structure . 62 8 Other notes . 80 9 Key indicators . 91 Financial Statements The report of the board of directors The Report of the Board of Directors 2018 Market situation Revenue, earnings and financial position The competitive environment has been intense and active. Mobile churn levels are high due to continued campaigning. Smartphone Revenue and earnings: sales continued to be strong. Also, high demand for data and higher EUR million 2018 2017 2016 4G speeds has continued. The competition in the fixed broadband Revenue 1,832 1,787 1,636 market has continued to be intense in multi-dwelling units. The EBITDA 640 608 563 1 number and usage of traditional fixed network subscriptions is (1 decreasing. Comparable EBITDA 639 613 564 The markets for IT and IPTV entertainment services have EBITDA-% 34 .9 34 0. -
OP-Pohjola Group Report by the Executive Board and Financial Statements 2012 Contents
OP-Pohjola Group Report by the Executive Board and Financial Statements 2012 Contents OP-Pohjola Group’s Report by the Executive Board 2012 2012 in Brief .............................................................................................................................................................1 Operating Environment.............................................................................................................................................3 OP-Pohjola Group’s Earnings and Total Assets ........................................................................................................6 Capital Adequacy .....................................................................................................................................................10 Management of Risks and Solvency, and Risk Position ..........................................................................................12 Outlook for 2013 .....................................................................................................................................................19 Operations and Earnings by Business Segment .....................................................................................................20 Changes in OP-Pohjola Group’s Structure ..............................................................................................................31 Personnel and Remuneration .................................................................................................................................32 -
REACH STACKERS with HEART 2 Konecranes Reach Stackers Remarkable Versatility from CONTAINERS to INDUSTRIAL CARGO
INDUSTRIAL CRANES NUCLEAR CRANES PORT CRANES HEAVY-DUTY LIFT TRUCKS REACH STACKERS SERVICE MACHINE TOOL SERVICE 10–80 tons REACH STACKERS WITH HEART 2 Konecranes Reach Stackers Remarkable versatility FROM CONTAINERS TO INDUSTRIAL CARGO We have a long history of working with container ports and intermodal terminals that are expert buyers and operators of reach stackers. Our container handling customers demand a lot of us, and we have a long track record of meeting their requirements year after year. Larger reach stackers are needed for railroad stacking. To load and unload on more than one track you need a flexible reach stacker with a large lifting capacity and an extended set of functions. You will find a reach stacker in our range that will meet the specific requirements of your terminal. Industrial workhorses We also work with many industrial companies that need customized reach stackers for their specific industry. Our reach stackers are remarkably adaptable to industrial cargo handling. We provide special spreaders incorporating steel grabs, lifting magnets, vacuum grippers, and coil C-hooks among other attachments. What kind of material do you need to lift and move? Contact us. You’ll probably find we have plenty of experience in your industry and can provide the ideal reach stacker. Applications • Container ports and terminals • Automotive • Railroads and intermodal • Oil and gas • Trimodal river handling • Wind power • Transport, shipping, and logistics • Nuclear power • Steel and aluminum • Waste-to-energy This publication is for general informational purposes only. Konecranes reserves the right at any time, without notice, to alter or discontinue the products and/or specifications referenced herein. -
Annual R Eport 2005 Annual Report 2005
Annual Report 2005 Annual Report Annual Report 2005 Contents Profi le of Kemira 1 Kemira in brief 1 2005 in brief 2 Vision, strategy, way of working 4 CEO’s review 6 Business areas 8 Pulp & Paper Chemicals 8 Kemwater 10 Performance Chemicals 12 Paints & Coatings 14 Business areas in fi gures 16 Personnel 18 Research and development 22 Social responsibility and the environment 24 Paints and social responsibility 24 Environmental report 28 Corporate Governance 37 Supervisory Board 37 Board of Directors 38 Management Boards 40 Further information 44 Major events 44 Glossary 46 Group companies 48 Map 50 Information for investors 52 Financial statements 53 Contents 53 Board of Directors’ review 54 Shares and shareholders 61 Defi nitions of key fi gures 64 Group key fi gures 2001−2005 65 Consolidated fi nancial statements 68 Notes to consolidated fi nancial statements 72 Parent company fi nancial statements and notes 105 Board proposal for the distribution of profi ts 113 Auditors’ report 114 Quarterly earnings trend 115 Kemira is a chemical group that is made up of four business areas: pulp and paper chemicals, water treatment chemicals, performance chemicals and paints. Kemira is seeking to be a global group of leading chemical businesses with unique competitive position and a high degree of mutual synergy. In 2005, Kemira had revenue of EUR 1,994.4 million and posted operating profit of EUR 165.5 million. Earnings per share were EUR 0.73 and the return on capital employed was 9.9%. At the end of the year, the company had a payroll of 7,670 employees. -
Responsibility Report 2019
responsibility annual report financials governance Contents Purpose of the report Contents What responsibility means to us 3 The 2019 corporate responsibility report is a statement Targets and performance 5 of Elisa’s non-financial information. It is aligned with the Global Reporting Initiative (GRI) Standards’ core We enable a safe digital environment 7 requirements. We act with empathy and promote equality 11 The assured report is part of Elisa’s annual report, and it is connected to the annual report, administration and Value for society 16 the financial statements. We promote smart use of resources 21 Global megatrends that influence Elisa’s business and Description of the report 24 the business model are described under Annual Review Independent Assurance Report 25 2019 in the annual report. Signatures to the corporate Elisa’s public commitments, policies and indexes can be responsibility and non-financial report 27 found on the corporate responsibility website. GRI index and GRI data 28 What responsibility means to us What responsibility means to us Elisa’s mission is a sustainable future through digitalisation. We use Ageing population The future of work digitalisation to resolve issues that are important to people, society Secure connected Sustainability Artificial world intelligence and sustainable development. Macrotrends These include safety, equality and determined action to help limit Customers Employees climate change. Partners and Public authorities Our vision is to become a model of excellence, and our suppliers strategy focuses on persistent development of the customer experience and quality. Our responsibility is based on our Shareholders NGOs strategy, values and business model. Stakeholders In our main market areas, Finland and Estonia, we are a crit- ical part of the functioning of society. -
Statement on the Corporate Governance and Steering System 2016 Finnvera’S Financial Review 2016 2
Statement on the Corporate Governance and Steering System 2016 FINNVERA’s FinanciaL REVIEW 2016 2 Statement on the Corporate Governance and Steering System Finnvera’s Financial Review 2016 Statement on the Corporate Governance and Steering System Contents Statement on the Corporate Governance and Steering System .............. 3 Acts and rules governing the operations ........................................... 3 The goals of good corporate governance ........................................... 3 Ownership and ownership policy ..................................................... 4 Administrative bodies of Finnvera ........................................ ........... 4 General Meeting of Shareholders ........................................ 4 Supervisory Board ............................................................ 4 Board of Directors ............................................................ 5 Inspection Committee of the Board of Directors ..................... 7 Remuneration Committee of the Board of Directors ................ 7 Chief Executive Officer, Management Group and Corporate Management Team ............................................. 8 Salaries and fees .......................................................................... 8 Operating principles for internal control ............................................ 9 Risk management ......................................................................... 9 Controlling the financial reporting process ........................................ 9 Compliance function .....................................................................