Annual Report 2012
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Genome Editing with CRISPR/Cas9 in Postnatal Mice Corrects PRKAG2 Cardiac Syndrome
Cell Research (2016) 26:1099-1111. © 2016 IBCB, SIBS, CAS All rights reserved 1001-0602/16 $ 32.00 ORIGINAL ARTICLE www.nature.com/cr Genome editing with CRISPR/Cas9 in postnatal mice corrects PRKAG2 cardiac syndrome Chang Xie1, 2, *, Ya-Ping Zhang3, *, Lu Song2, *, Jie Luo1, Wei Qi2, Jialu Hu3, Danbo Lu3, Zhen Yang3, Jian Zhang2, Jian Xiao1, Bin Zhou4, Jiu-Lin Du5, Naihe Jing2, Yong Liu1, Yan Wang1, Bo-Liang Li2, Bao-Liang Song1, Yan Yan3 1Hubei Key Laboratory of Cell Homeostasis, College of Life Sciences, Wuhan University, Wuhan 430072, China; 2The State Key Laboratory of Molecular Biology, Institute of Biochemistry and Cell Biology, Shanghai Institutes for Biological Sciences, Chinese Academy of Sciences, 320 Yue-Yang Road, Shanghai 200031, China; 3Shanghai Institute of Cardiovascular Diseases, Zhongshan Hospital, Fudan University, Shanghai 200032, China; 4Key Laboratory of Nutrition and Metabolism, Institute for Nutritional Sci- ences, Shanghai Institutes for Biological Sciences, Chinese Academy of Sciences, 320 Yue-Yang Road, Shanghai 200031, China; 5Institute of Neuroscience and State Key Laboratory of Neuroscience, Shanghai Institutes for Biological Sciences, Chinese Acade- my of Sciences, 320 Yue-Yang Road, Shanghai 200031, China PRKAG2 cardiac syndrome is an autosomal dominant inherited disease resulted from mutations in the PRK- AG2 gene that encodes γ2 regulatory subunit of AMP-activated protein kinase. Affected patients usually develop ventricular tachyarrhythmia and experience progressive heart failure that is refractory to medical treatment and requires cardiac transplantation. In this study, we identify a H530R mutation in PRKAG2 from patients with famil- ial Wolff-Parkinson-White syndrome. By generating H530R PRKAG2 transgenic and knock-in mice, we show that both models recapitulate human symptoms including cardiac hypertrophy and glycogen storage, confirming that the H530R mutation is causally related to PRKAG2 cardiac syndrome. -
Ascential Secure
Ascential Secure Enhanced Health & Safety Standards at Ascential’s Events in a Post-COVID-19 World 1 About Ascential Secure Ascential Secure is our approach to enhanced health and safety standards at our events following COVID-19. From exhibitors to sponsors, speakers, visitors and journalists, those who come to our events do so to gain the information, insights, connections, data and digital tools that they need, effectively and safely. The standards and practices that make up Ascential Secure are designed to provide confidence that at every Ascential event, we are striving to provide the highest standards of safety, hygiene, cleanliness and quality. Whether they are exhibitors, attendees, visitors, speakers or sponsors, people come to events to connect, learn, know more and do more business, effectively, safely and with confidence. Ascential Secure is based on a set of event industry standards, called AllSecure. The AllSecure industry standards were developed collaboratively by a group including industry associations UFI, AEO and SISO, event organisers Informa, Reed Exhibitions and Clarion, a range of event venues, suppliers and with input from health, government and local authorities. Ascential Secure is the way these industry-wide AllSecure standards are being applied to Ascential live events. You can expect to see that health and safety continues to be a priority, and that a range of measures are in place to ensure everyone involved is able to enjoy a safe, hygienic, productive and high-quality organised event experience. As a starting point, Ascential Secure events will be run according to the guidance of the government or official local authority for that location, and according to any venue-specific regulations. -
Annual Report 2020
In pursuit of progress since Annual report 2020 report Annual Annual report 2020 In pursuit of progress since Annual report 2020 report Annual Annual report 2020 CONTENTS ANNUAL REPORT STRATEGIC REPORT 2 Five-year summary 3 Group overview 4 From the chairman 6 From the chief executive 8 From the editor 9 Business review: the year in detail 13 The Economist Educational Foundation 15 The Economist Group and environmental sustainability 17 Corporate governance: the Wates Principles, our Section 172(1) statement and our guiding principles REPORT AND ACCOUNTS GOVERNANCE 22 Directors 23 Executive team 24 Trustees, board committees 25 Directors’ report 28 Directors’ report on remuneration 31 Financial review CONSOLIDATED FINANCIAL STATEMENTS 35 Independent auditor’s report to the members of The Economist Newspaper Limited 38 Consolidated income statement 39 Consolidated statement of comprehensive income 40 Consolidated balance sheet 41 Consolidated statement of changes in equity 42 Consolidated cashflow statement 44 Notes to the consolidated financial statements COMPANY FINANCIAL STATEMENTS 94 Company balance sheet 95 Company statement of changes in equity 96 Notes to the company financial statements NOTICES 108 Notice of annual general meeting 1 STRATEGIC REPORT Five-year summary 2020 2019 2018 2017 2016 £m £m £m £m £m Income statement—continuing business* Revenue 326 333 329 303 282 Operating profit 31 31 38 43 47 Profit after taxation 21 25 28 39 37 Profit on sale of CQ-Roll Call, Inc - 43 - - - Profit on sale of Economist Complex - - - - -
Strategic Orientation Document for Malaria Vector Surveillance and Control in Latin America and the Caribbean
Amazon Malaria Initiative/ Amazon Network for the Surveillance of Antimalarial Drug Resistance Strategic Orientation Document for Malaria Vector Surveillance and Control in Latin America and the Caribbean INICIATIVA AMAZÓNICA CONTRA LA MALARIA/ RED AMAZÓNICA DE VIGILANCIA DE LA RESISTENCIA A LOS ANTIMALÁRICOS Documento estratégico para la gestión del suministro y garantía de la calidad de los medicamentos e insumos para el diagnóstico y tratamiento de la malaria Recommended Citation: US Centers for Disease Control and Prevention (CDC), Pan American Health Organization (PAHO/WHO), and RTI. 2011. Strategic Orientation Document for Malaria Vector Surveillance and Control in La tin America and the Caribbean. Submitted to the U.S. Agency for International Development by the CDC and Links Media, LLC. Gaithersburg, MD. Available at http://www.usaidami.org/resources.shtml Amazon Malaria Initiative/ Amazon Network for the Surveillance of Antimalarial Drug Resistance TABLE OF CONTENTS 1. Glossary / 5 2. Acronyms and abbreviations / 6 3. Objective / 7 4. Introduction / 9 5. Vector control / 11 5.1 Indoor residual spraying / 12 5.2 Insecticide-treated nets / 13 5.3 Source reduction / 14 5.4 Integrated vector management / 15 6. Vector surveillance / 17 6.1 Entomological surveillance / 18 6.2 Monitoring vector control operations / 22 6.3 Entomological indicators / 23 6.4 Operational indicators / 25 7. Monitoring plans per epidemiological strata / 29 7.1 Moderate to low-transmission settings / 29 7.2 Low to very low-transmission settings / 31 7.3 Settings with no active transmission but risk of transmission / 33 8. References / 35 9. Annexes / 39 Annex 1: Malaria vectors in the Americas / 39 Annex 2: WHO recommended insecticides for indoor residual spraying / 40 Annex 3: WHO recommended long-lasting insecticide-treated nets / 41 Strategic Orientation Document for Malaria Vector Surveillance and Control in Latin America and the Caribbean 3 About this document: This document was produced through the Amazon Malaria Initiative (AMI) and was financed by the U.S. -
Introduction to Ascential Our Investment Case
INTRODUCTION TO ASCENTIAL OUR INVESTMENT CASE Clear long-term vision. Helping leading global brands connect with their customers in a data-driven world. Structural growth. Demand for information, data & analytics driven by growth of digital commerce. Market leaders. We are leaders, with a unique blend of specialisms, in the high growth areas in which we operate. Robust business model. High recurring and repeat revenue, with more than 50% revenues from digital subscription and platforms, across diverse global customer base. Attractive financial profile. Track record of high single digit revenue growth, strong margins and cash generation, supported by sound capital allocation. Introduction to Ascential 2 OUR CUSTOMER PROPOSITION Our information products and platforms support our customers to do three simple things… CREATE THE RIGHT MAXIMISE THE OPTIMISE DIGITAL PRODUCTS BRAND MARKETING COMMERCE IMPACT Know which products Know how to get Know how to execute the consumer wants maximum creativity with with excellence on the tomorrow. optimised media. winning platforms. 1. 2. 3. Introduction to Ascential 3 SEGMENTAL OVERVIEW –2019 Segment Revenue % Revenue1 Growth1 EBITDA2 Margin Business Model Advisory 10% Digital Subscriptions Product £86m 21% +8% £36m 42% & Platforms 90% Design Digital Subscriptions Advisory & Platforms 11% Marketing £136m 32% +9% £51m 37% 37% Events 52% Advisory 6% Digital Subscriptions & Sales - Platforms 94% Digital £90m 22% +21% £13m 15% Commerce Sales - Digital Subscriptions & Events Platforms 4% Non Digital £68m 16% -
Pioneering Tool to Manage Media Industry's Digital Carbon Footprint 13 January 2020
Pioneering tool to manage media industry's digital carbon footprint 13 January 2020 industry understand and manage the carbon impact of digital media. Mapping the carbon footprint of digital services like advertising, publishing and broadcasting is difficult because the underlying technological systems are hugely complex and constantly shifting. Media content passes through content delivery networks, data centres, web infrastructure and user devices, to name just a few, with each element of the delivery chain having different owners. With climate change high on the agenda, DIMPACT The online tool with help media industry manage its will allow participating companies to understand digital carbon footprint. Credit: Pixabay/ University of their 'downstream' carbon impacts, right through to Bristol the end-user. This, in turn, will enable more informed decision-making to reduce the overall carbon footprint of digital services. A collaboration between computer scientists at the University of Bristol and nine major media "We know that more and more of our interactions companies, including ITV and BBC, will help the happen online, and screens play an ever more media industry understand and manage the important role in our lives. We can say with significant carbon impacts of digital content. absolute certainty that the digital economy will continue to grow. What we don't know is how those The 12-month collaboration, facilitated by modes of digital consumption translate into carbon sustainability experts, Carnstone, will see impacts and where the 'hotspots' reside. DIMPACT University of Bristol researchers working with will change that," said Christian Toennesen, Senior sustainability and technology teams at the BBC, Partner at Carnstone and DIMPACT's initiator and Dentsu Aegis Network, Informa, ITV, Pearson, product manager. -
Financial Times Enterprise Tools Guide
FINANCIAL TIMES ENTERPRISE TOOLS GUIDE INTRODUCTION 1 01.1 What is Enterprise Tools? 2 01.2 Why Enterprise Tools? 3 01.3 Who is Enterprise Tools for? 3 ACCESS 4 02.1 Who can access Enterprise Tools? 5 02.2 How do you access Enterprise Tools? (Two-Factor Authentication) 5 FEATURES 10 03.1 Your Overview 12 03.2 Manage Users 14 03.3 Select Topics 17 03.4 Usage Insights 20 ABOUT & CONTACT 26 CONTENTS INTRODUCTION 1 HERE ARE THE KEY THINGS TO KNOW ABOUT ENTERPRISE TOOLS. 01.1 WHAT IS ENTERPRISE TOOLS? Enterprise Tools is a simple, secure, easy-to-use platform that enables the administrators of an organisation’s FT licence to manage users and select topics for them to follow, and review actionable usage insights. We’ve created a dedicated dashboard for each of these key features: Manage Users, Select Topics and Usage Insights. When you make the most of these, you can: Manage your FT licence - quickly and easily See an instant overview of the current status of your licence, so you’re always up to date Add or remove users and reset passwords, in an instant Share relevant content with users Share relevant, personalised content with individuals and teams, so they can make informed decisions – fast Save time and eort finding and collating content, so you can serve your organisation eectively View data on your licence usage Discover relevant, insightful metrics that bring you clarity and understanding Track usage and uptake against a wide variety of metrics Review, measure and report on return on investment – in moments 2 01.2 01.3 WHY ENTERPRISE WHO IS TOOLS? ENTERPRISE TOOLS FOR? We’re constantly gathering feedback and improving our service, to bring our customers Enterprise Tools is for anyone who has the best experience. -
The EBRARY Platform
One eContent platform. Many ways to use it. Subscribe, Purchase or Customize Share, Archive & Distribute Integrate THE EBRARY PLatFORM Our eContent Your eContent eBooks, reports, journals, Theses, dissertations, images, journals, sheet music, and more eBooks – anything in PDF Subscribe Purchase Customize Share Archive Distribute SULAIR Select Collections SUL EBRARY COLLECTIONS Select Collections TABLE OF CONTENTS Infotools All ebrary Collections CONTRIBUTORS Byron Hoyt Sheet Music (Browse) INTRODUCTION Immigration Commision Reports (Dillingham) Contents BUSINESS: A USER’S GUIDE Women and Child Wage Earners in the U.S. CSLI Linguistics and Philosophy BEST PRACTICE SUL Books in the Public Domain MANAGEMENT CHECKLISTS Medieval and Modern Thought Text Project ACTIONLISTS MANAGEMENT LIBRARY BUSINESS THINKERS AND MANA DICTIONARY WORLD BUSINESS ALMANAC Highlights Notes BUSINESS INFORMATION SOURC INDEX CREDITS InfoTools Integrates Define Explain Locate multiple online Translate Search Document... resources Search All Documents... Search Web Search Catalog with one Highlight Add to Bookshelf customizable Copy Text... Copy Bookmark interface. Print... Print Again Toggle Automenu Preferences... Help About ebrary Reader... EASY TO USE. Subscribe, Purchase AFFORDABLE. or Customize your ALW ay S AVAILABLE. eBook selection NO CHECK-OUTS. Un I Q U E S U B SC R I B E T O G R OWI ng E B O O K D ataba S E S W I T H SIMULtanEOUS, MULTI-USER ACCESS. RESEARCH TOOLS. ACADEMIC DATABASES Academic Complete includes all academic databases listed below. FREE MARCS. # of # of Subject Titles* Subject Titles* Business & Economics 6,300 Language, Literature 3,400 & Linguistics “ebrary’s content is Computers & IT 2,800 Law, International Relations 3,800 multidisciplinary and Education 2,300 & Public Policy Engineering & Technology 3,700 supports our expanding Life Sciences 2,000 (includes Biotechnolgy, History & Political Science 4,800 Agriculture, and (also includes a bonus selection faculty and curriculum. -
FINANCIAL TIMES LTD V UNITED KINGDOM
[2010] E.M.L.R. 21 533 FINANCIAL TIMES LTD v UNITED KINGDOM European Court of Human Rights (Fourth Section) Application 821/03 Judges Lech Garlicki (President), Nicholas Bratza, Giovanni Bonello, Ljiljana Mijović, David Thór Björgvinsson, Ledi Bianku, Mihai Poalelungi: November 24, 20091 [2010] E.M.L.R. 21 Disclosure orders; Financial journalism; Freedom of expression; Press; Sources of information H1 European Convention on Human Rights arts 6, 8, 10—disclosure of journalistic source—right to freedom of expression—need for flexibility in applying rule requiring exhaustion of domestic remedies—importance of protection of journalistic sources for the maintenance of a free and effective press—relevance of the conduct or motive of the source—relevance of steps taken by journalists to verify accuracy of information—no order to be made if less invasive alternative available. H2 The applicants were the Financial Times Ltd, Independent News & Media Ltd, Guardian Newspapers Ltd, Times Newspapers Ltd and Reuters Group Plc. H3 On October 30, 2001 the board of Interbrew SA, a Belgian brewing group, instructed its investment bankers, Goldman Sachs and Lazard, to carry out work on the possibility of a future acquisition by Interbrew of South African Breweries plc (“SAB”). Goldman Sachs produced a document which was confidential and contained data likely to affect the share prices of Interbrew and of SAB. The document formed the basis of a presentation to Interbrew’s internal mergers and acquisitions department on November 20, 2001. About a week later, copies of a document (“the leaked document”) were sent to each of the applicants (apart from the Independent) by an unknown source. -
Corporate Responsibility Report 2008
Corporate Responsibility Report 2008 Strength through responsibility Summary Reed Elsevier Corporate Responsibility Report 2008 Chief Executive’s introduction Governance People Our true performance as a company must take account of both our non-financial and financial results. They are intrinsically linked – if we want to be a profitable and successful company, we must be an ethical one. We are committed to being both. To that end, we have been building on our expertise and engaging with stakeholders to find ways to innovate and improve. Health and safety In developing online solutions to the needs of our customers in areas like health, science and technology, law, environment, and business, we benefit society. For example, Procedures Consult gives doctors a way of maintaining their skills and knowledge through web-based simulation of essential medical techniques; TotalPatent is a single source for global patents, a primary driver in research and development; XpertHR helps practitioners advance good practice in people management; energylocate aggregates our energy offerings into a one-stop community, using tools like social networking and video to advance knowledge. Customers Innovation is also helping advance our internal corporate responsibility: > Increased online training in our Code of Ethics and Business Conduct has led to more of our people understanding what it means to do the right thing > A new global jobs board illuminates our value, Boundarylessness, by allowing employees to search for new positions across locations, functions, -
VALENTINA G. BRUNO Kogod School of Business Department of Finance and Real Estate American University Washington, DC 20016
VALENTINA G. BRUNO Kogod School of Business (202) 885-1899 Department of Finance and Real Estate [email protected] American University Google Scholar webpage Washington, DC 20016 Citations: 4,200+ i10-index: 19 CURRENT EMPLOYMENT 2019 - Kogod School of Business, American University. Professor of Finance Kogod Research Professor (Since 2016) OTHER APPOINTMENTS AND PREVIOUS EMPLOYMENT 2019 Council on Foreign Relations (CFR) Fellow in International Economics 2018 - Faculty Research Member, European Corporate Governance Institute (ECGI) 2016 - Faculty Research Fellow, Center for Economic Policy Research (CEPR) 2019 Visiting Scholar, Federal Reserve Board 2014 - 2019 Associate Professor of Finance, Kogod School of Business, American University. 2015 Visiting Scholar, George Washington University 2007 - 2014 Assistant Professor of Finance, Kogod School of Business, American University 2006 - 2007 The World Bank. Economist - Financial Sector Strategy and Policy Group (DECPG), International Finance Team EDUCATION Ph.D., Finance, London School of Economics, 2006 MSc., Finance and Economics, London School of Economics, 2002 Laurea (BSc), Economics, Universita’ Cattolica of Milan, 2000 RESEARCH INTERESTS Macro-Finance, Banking, Law & Finance Valentina G Bruno CV - Page 1 of 4 PUBLICATIONS Macro-Finance Valentina Bruno and Hyun Song Shin, 2020, “Currency Depreciation and Emerging Markets Corporate Distress”, Management Science, 66:5, 1935-1961. • Cited in Bloomberg, the Frankfurter Allgemeine Zeitung, Neue Zürcher Zeitung, Central Banking Stefan -
The Digital Revolution of Investments the Rise of Direct-To-Consumer Platforms Low-Cost Robo-Advisor Sustainability Grow AUM Via the Digital Experience
The Digital Revolution of Investments The rise of direct-to-consumer platforms Low-cost robo-advisor sustainability Grow AUM via the digital experience Market insights from our digital investment experts financialintelligence.informa.com 2019 Digital Investment Insights Introduction Can robo-advisors stay in the game with The new wave of direct-to-consumer (D2C) digital investment platforms launched by banks, fintechs and traditional investment providers has brought unprecedented change to the investment landscape. low fee strategies? A focus on making it easier for consumers to invest New fintech providers have certainly acquired Informa Financial Intelligence monitors and reports on digital investment developments and offerings. at the lowest cost would appear to be a winning customers at an impressive rate; Nutmeg became Find out how we can help you build a leading user experience - www.financialintelligence.informa.com strategy – right? It appears the answer is far from the first UK robo-advisor with more than 60,000 simple, or maybe it’s just difficult for providers to customers.1 However, whilst not to decry this address all types of customers. growth, it should be remembered that market- leader, Hargreaves Lansdown, which has some of Until last year, a lack of volatility, combined with the highest fees, signed up 29,000 net new clients The rise of D2C platforms rising stock markets, appeared to make investing during its last quarter with over 1.1m active clients.2 an easy, risk-free alternative to traditional savings A range of propositions have been brought to the UK, accounts. A recent report in the Financial Times It appears that providers must choose where they targeting consumers such as first time investors through highlighted that a number of low-cost robo-advice want to play in the investment platform market.