DOCSLIB.ORG

Conversion Report (PDF, 958

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Conversion Report (PDF, 958 This document is an English translation of the original German language document. The translation is exclusively for convenience purposes. Only the original German language document is authorative and binding. Fresenius SE Change of the Legal Form into a Partnership Limited by Shares Conversion Report of the Management Board Convenience Translation Important Notice: This conversion report is neither an offer to sell voting ordinary bearer shares or non-voting preference bearer shares, nor an invitation to make the Company an offer to buy voting ordinary bearer shares or non-voting preference bearer shares. Such an offer requires special publication as the case may be, and, in so far as required by national law, a separate prospectus. This conversion report is not an offer to sell securities in the United States of America (USA). Securities may be sold or offered for purchase in the USA only with prior registration or without prior registration only on the basis of an exception provided. This conversion report is neither an offer to sell voting ordinary limited partner shares nor an invitation to make the Company an offer to buy voting ordinary limited partner shares. Such an offer requires special publication as the case may be, and, in so far as required by national law, a separate prospectus. This conversion report is not an offer to sell securities in the USA. Securities may be sold or offered for purchase in the USA only with prior registration or without prior registration only on the basis of an exception provided. This document does not constitute an offer document or an offer of transferable securities to the public in the United Kingdom to which section 85 of the Financial Services and Markets Act 2000 of the United Kingdom (“FSMA”) applies and should not be considered as a recommen- dation that any person should subscribe for or purchase any securities as part of the Transaction. This document is being communicated only to: (i) persons who are outside the United Kingdom; (ii) persons who are members of the Company and falling within article 43 of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2005 (as amended) (the “Order”) (iii) persons who have professional experience in matters relating to investments falling within article 19(5) of the Order; or (iv) high net worth companies, unincorporated associations and other bodies who fall within article 49(2) of the Order (all such persons together being referred to as “Relevant Persons”). Any person who is not a Relevant Person must not act or rely on this communication or any of its contents. Any investment or investment activity to which this communication relates is available only to Relevant Persons and will be engaged in only with Relevant Persons. No part of this document should be published, reproduced, distributed or otherwise made available in whole or in part to any other person without the prior written consent of the Company. (This page intentionally left blank) Convenience Translation TABLE OF CONTENTS 1. Introduction . ....................................................... 1 2. Fresenius SE . ....................................................... 4 2.1 General Information on Fresenius SE . .............................. 4 2.2 History and Development .......................................... 4 2.3 Business Activities of Fresenius . .................................... 5 2.3.1 The Strategy of the Fresenius Group . ....................... 8 2.3.2 Overview of the Business Segments ........................... 9 2.3.3 Fresenius Medical Care . .................................... 10 2.3.4 Fresenius Kabi . .......................................... 12 2.3.5 Fresenius Helios. .......................................... 13 2.3.6 Fresenius Vamed .......................................... 14 2.3.7 Segment Corporate/Other ................................... 15 2.4 Corporate Bodies . ................................................ 16 2.4.1 Management Board ........................................ 16 2.4.2 Supervisory Board ......................................... 18 2.5 Employees and Co-Determination ................................... 23 2.6 Capital . ....................................................... 24 2.6.1 General . ................................................ 24 2.6.2 Authorized Capital......................................... 25 2.6.3 Conditional Capital ........................................ 26 2.7 Group Structure and Participations................................... 28 2.7.1 Group Structure . .......................................... 29 2.7.2 Shareholder Structure . .................................... 30 3. Overview of the Transaction and Financial and Legal Grounds for the Change of the Legal Form and the Related Conversion of all Preference Shares into Ordinary Shares ...................................................... 31 3.1 Conversion of Preference Shares into Ordinary Shares. ................. 31 3.1.1 Description of Preference and Ordinary Shares . ................. 31 3.1.2 Consolidation of Classes of Shares............................ 33 3.1.3 Reasons for the Conversion of Preference Shares into Ordinary Shares . ................................................ 34 3.1.4 Amendments to the Articles of Association Arising from the Conversion ............................................... 37 3.2 Change of the Legal Form to a Partnership Limited by Shares (Kommanditgesellschaft auf Aktien) .................................. 37 3.2.1 Interests of the Else Kro¨ner-Fresenius-Foundation ............... 37 3.2.2 Interests of Outside Shareholders ............................. 38 3.2.3 Effect of the Change of the Legal Form on the Stock Exchange Price .................................................... 39 3.2.4 Advantages of the Transaction for the Company and its Shareholders.............................................. 40 3.3 Appropriateness of the Ownership Structure ........................... 41 -i- Convenience Translation 3.4 Cross-Border Merger.............................................. 43 3.4.1 Reasons in favor of the Cross-Border Merger . ................. 43 3.4.2 Steps and Procedures of the Cross-Border Merger ............... 45 3.5 Costs of the Transaction .......................................... 45 4. The Method of Change of the Legal Form and Explanation of the Conversion Resolution . ....................................................... 46 4.1 Procedure for the Change of the Legal Form . ....................... 46 4.2 Significant Legal Steps in the Conversion ............................ 46 4.3 Explanation of the Conversion Resolution ............................ 49 4.3.1 Conversion into a Partnership Limited by Shares (Kommanditgesellschaft auf Aktien) .......................... 49 4.3.2 The Corporate Name of the Entity in its new Legal Form . ..... 50 4.3.3 Participation of the Shareholders in the Entity in its new Legal Form . ................................................ 50 4.3.4 Accession of the General Partner Fresenius Management SE. ..... 51 4.3.5 Special Rights and Benefits . .............................. 52 4.3.6 Approval of the new Articles of Association of Fresenius SE & Co. KGaA .............................................. 53 4.3.7 Employee Participation Programs and Conditional Capital. ..... 54 4.3.8 No Offer of Compensation to the Shareholders ................. 55 4.3.9 Consequences of the Change of the Legal Form for the Employees and their Representations .................................. 56 4.4 Supervisory Board of the Entity in its new Legal Form ................. 61 4.5 Reasons for the Change of the Legal Form and Alternatives . ........... 62 5. Operative, Financial, Accounting and Tax Effects........................... 65 5.1 Operative Effects . ................................................ 65 5.2 Financial and Accounting Effects.................................... 65 5.2.1 Change of the Legal Form .................................. 65 5.2.2 Conversion of Preference Shares into Ordinary Shares . ........... 65 5.3 Tax Effects for the Company . .................................... 66 5.3.1 Change of the Legal Form .................................. 66 5.3.2 Conversion of Preference Shares into Ordinary Shares . ........... 66 5.4 Tax Effects for the Shareholders .................................... 66 5.4.1 Change of the Legal Form .................................. 67 5.4.2 Conversion of Preference Shares into Ordinary Shares . ........... 67 6. Description of the Conversion of Preference Shares into Ordinary Shares . ..... 68 6.1 Consolidation of the Classes of Shares . .............................. 68 6.1.1 Cancelation of the Preferential Dividend ....................... 68 6.1.2 Effects on the Shareholders.................................. 68 6.2 Amendment of the Employee Participation Programs. ................. 69 6.2.1 Subject Matter and Process of Amendment ..................... 69 6.2.2 Effects of the Amendments on the Shareholders ................. 74 6.3 Amendment of the Authorized Capitals . .............................. 74 -ii- Convenience Translation 7. The Future Participation of the Shareholders in Fresenius SE & Co. KGaA. ..... 76 7.1 General Description of the Legal Form of a “Partnership Limited by Shares” (KGaA) . ....................................................... 76 7.1.1 The KGaA as a Mixed Form under Corporate Law . ........... 76 7.1.2 The Corporate Bodies of the KGaA ........................... 76 7.1.3 Position of the Members
Load more

Recommended publications
  • Assortment Planning
    3DEXPERIENCE for CPG & RETAIL September 2013 1 Our Legacy 2 Our new strategy ‘Social Industry Experiences’ Why Experiences? Consumers buy Experiences An Experience is Bigger Than a Product 3 CPG & RETAIL Segments 4 TOP 5 Cosmetics: Top Markets & Leaders Top 10 Countries of A balanced global market representative of most CPG segments Leaders (HQ) RUSSIA UK France Germany UNITED STATES Spain Italy CHINA JAPAN BRASIL Leaders : L’Oréal, P&G, Unilever, Estée Lauder, Shiseido, Avon, Kao, Beiersdorf, Johnson & Johnson, Chanel 5 Consumer Packaged Goods - Challenges 6 Consumer Packaged Goods : Innovation (Forbes 2013 ranking) 1 Salesforce.com 26 Fanuc 51 Smith & Nephew 76 Roper Industries 2 Alexion Pharmaceuticals 27 Diageo 52 Mondelēz International 77 ASML Holding 3 VMware 28 Hershey 53 Infosys 78 Assa Abloy 4 Regeneron Pharmaceuticals 29 Danone 54 Kellogg 79 Apple 5 ARM Holdings 30 Procter & Gamble 55 Ultrapar Participacoes 80 Air Products & Chemicals 6 Baidu 31 Dassault Systemes 56 Intuit 81 Tenaris 7 Amazon.com 32 Colgate-Palmolive 57 Technip 82 Precision Castparts 8 Intuitive Surgical 33 Ecolab 58 PepsiCo 83 Rockwell Automation 9 Rakuten 34 Monsanto 59 Schlumberger 84 Nintendo 10 Natura Cosmeticos 35 Reckitt Benckiser Group 60 Fresenius Medical Care 85 Cameron International 11 Henan Shuanghui 36 Keyence 61 SMC Corp 86 Secom 12 Coloplast 37 Kone 62 Valeant Pharmaceuticals Intl 87 Schindler Holding 13 Cerner 38 Yahoo Japan 63 Unilever NV 88 Campbell Soup 14 Unicharm 39 BRF-Brasil Foods 64 China Oilfield Services 89 Kubota 15 Estee Lauder Cos
    [Show full text]
  • Managing Political Risk in Global Business: Beiersdorf 1914-1990
    Managing Political Risk in Global Business: Beiersdorf 1914-1990 Geoffrey Jones Christina Lubinski Working Paper 12-003 July 22, 2011 Copyright © 2011 by Geoffrey Jones and Christina Lubinski Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Managing Political Risk in Global Business: Beiersdorf 1914-1990 Geoffrey Jones Christina Lubinski 1 Abstract This working paper examines corporate strategies of political risk management during the twentieth century. It focuses especially on Beiersdorf, a German-based pharmaceutical and skin care company. During World War 1 the expropriation of its brands and trademarks revealed its vulnerability to political risk. Following the advent of the Nazi regime in 1933, the largely Jewish owned and managed company, faced a uniquely challenging combination of home and host country political risk. The paper reviews the firm's responses to these adverse circumstances, challenging the prevailing literature which interprets so-called "cloaking" activities as one element of businesses’ cooperation with the Nazis. The paper departs from previous literature in assessing the outcomes of the company’s strategies after 1945. It examines the challenges and costs faced by the company in recovering the ownership of its brands. While the management of distance became much easier over the course of the twentieth century because of communications
    [Show full text]
  • Research Aktuell Vom 05.05.2020
    5. Mai 2020 Marktdaten im Überblick ...................................................................................................................... 2 Unternehmenskommentare .................................................................................................................. 3 Airbus ............................................................................................................................................... 3 Altria Group ....................................................................................................................................... 5 Beiersdorf ......................................................................................................................................... 7 Microsoft ......................................................................................................................................... 13 MTU Aero Engines ............................................................................................................................ 15 Roche Holding (Genussschein) ......................................................................................................... 21 Safran ............................................................................................................................................. 23 Rechtliche Hinweise ........................................................................................................................... 25 DAILY Marktdaten im Überblick 04.05.2020 01.05.2020 Änderung Deutschland DAX
    [Show full text]
  • European Accounting and Management Review
    EAMR EUROPEAN ACCOUNTING AND MANAGEMENT REVIEW VOLUME 5, ISSUE 1, ARTICLE 2, 21-46, NOVEMBER 2018 Value Creation and Women on Boards Bettina C.K. Binder Hochschule Pforzheim Received September 8, 2018; accepted October 26, 2018. ABSTRACT Value creation is a major claim of most companies. Mahajan (2017) argues that “value and value creation are natural to and basic in human behaviour and endeavour”, nevertheless women are often marginalized and impeded in their advancement towards leadership positions, where they could shape and influence the process of value creation. The present article looks at the companies of EURO STOXX 50 index in the year 2015 and offers an overview of women representation on the boards of these 50 companies. The paper tries to establish whether the success of these companies can be related to the percentage of female members in supervisory positions. The findings reveal the existence of a weak correlation between Earning before Taxes (EBT) and the proportion of women on the boards of the EURO STOXX 50 companies. KEYWORDS Value creation, women on supervisory boards, key performance indicators, gender quota, earnings before taxes. Bettina C.K. Binder 1. Introduction Value creation is a major claim of most companies and when leafing through the annual reports of companies one encounters expressions such as “value to our shareholders”, “we provide value for our customers”, “we create value for our employees, shareholders, business partners, neighbours and the public”, etc. While it seems to be clear for whom value is created, the concept of “value” itself is subjected to various interpretations and is regarded in the literature as ambiguous (Lepak, Smith and Taylor, 2007; Marinova, Larimo and Nummela, 2017).
    [Show full text]
  • Market Data from Deutsche Börse
    Market Data + Services Market data from Deutsche Börse Real-time. Reliable. Relevant. Deutsche Börse is a global German company Providing access to international capital markets Market data from Deutsche Börse 3 Deutsche Börse Group A global market operator Deutsche Börse Group, whose history dates back to 1585, is today one of the largest exchange organisations world-wide. The Group is headquartered in Germany and has more than 4,000 employees working to provide investors, financial institutions and companies access to global capital markets. Deutsche Börse Group’s integrated business model covers the entire process chain from securities and derivatives trading, clearing, settlement and custody, through to market data and the development and operation of electronic trading systems. Deutsche Börse Group owns the derivatives trading venue Eurex Exchange, as well as the settlement and custody business Clearstream. The Group’s market data business, operated by Market Data + Services, is trusted by more than 2,500 institutions and 160,000 subscribers. Deutsche Börse Group’s business areas Deutsche Börse Group Eurex Xetra Clearstream Market Data + Exchange Services Cash Settlement, market trading financing services Derivatives Information, indices, market trading tools, market solutions Simplified illustration Trademarks AlphaFlash ®, CEF ®, DAX ®, Eurex ® and Xetra ® are registered trademarks of Deutsche Börse AG. STOXX ® and EURO STOXX 50 ® are registered trademarks of STOXX Limited. Information is the basis for successful decision making
    [Show full text]
  • Fresenius Achieves 2020 Targets and Expects Healthy Business Development in 2021 Despite Ongoing COVID-19 Impact
    Markus Georgi Investor News Senior Vice President Investor Relations & Sustainability Fresenius SE & Co. KGaA Else-Kröner-Straße 1 61352 Bad Homburg Germany T +49 6172 608-2485 F +49 6172 608-2488 [email protected] www.fresenius.com February 23, 2021 Fresenius achieves 2020 targets and expects healthy business development in 2021 despite ongoing COVID-19 impact • Preliminary guidance for 2021 confirmed • Strategic roadmap for accelerated growth through 2023 and beyond • Group-wide initiatives to improve efficiency and profitability in preparation • Medium-term growth targets confirmed th • 28 consecutive dividend increase proposed If no timeframe is specified, information refers to Q4/2020 2020 and 2019 according to IFRS 16 Growth Q4/20 Growth in constant currency Sales €9.3 billion 0% 5% EBIT1 €1,251 million -3% 2% Net income1,2 €494 million -2% 2% Growth FY/20 Growth in constant currency Sales €36.3 billion 2% 5% EBIT1 €4,612 million -2% 0% Net income1,2 €1,796 million -4% -3% 1 Before special items 2 Net income attributable to shareholders of Fresenius SE & Co. KGaA For a detailed overview of special items please see the reconciliation tables on pages 20-22. Page 1/30 Fresenius SE & Co. KGaA, Investor Relations & Sustainability, 61346 Bad Homburg Stephan Sturm, CEO of Fresenius, said:” The pandemic year 2020 showed emphatically the importance of forward-thinking, effective and efficient healthcare. Fresenius is making a vital contribution here, in many different areas of medicine. This year, the pandemic will again present us with a number of challenges, making it even more important that we increase efficiency in order to improve our cost base.
    [Show full text]
  • Annual General Meeting 2021 Beiersdorf AG, Hamburg April 1, 2021 Speech
    _____________________________________________________________________________________ Annual General Meeting 2021 Beiersdorf AG, Hamburg April 1, 2021 Speech Stefan De Loecker Chairman of the Executive Board – The spoken word applies – _____________________________________________________________________________________ Dear shareholders, Good morning, ladies and gentlemen, and a warm welcome to our 2021 Annual General Meeting. For the second time, our shareholders’ meeting is taking place in an all-virtual format. When we got together for our first online meeting a year ago, we were in the middle of the first lockdown. The COVID- 19 pandemic continues to mean restrictions around the world. Looking back, 2020 asked a lot of us all. And for Beiersdorf, too, it was a challenging year. But it was not a lost year for us. On the contrary: We announced one year ago that we were not only determined to keep impressing consumers with our products, but would also do everything we could to enable Beiersdorf to emerge from the crisis in a stronger position than before. Despite the headwind, that is exactly what we have done. We have even stepped up investment in our future. The coronavirus has clearly demonstrated to us that many changes in our business are happening much faster than we originally anticipated. We have capitalized on this momentum, achieving significant progress in all our strategic focus areas in 2020: First: We responded swiftly to the crisis, demonstrating great agility and shouldering responsibility. Second: We have created additional innovations, very successfully introduced new products in all markets and gained market share in many countries as a result. Third: We significantly increased investment in e-commerce and digital dialogue with customers – boosting our online business in the Consumer Business Segment by 50%.
    [Show full text]
  • Einladung Zur Ordentlichen Hauptversammlung ISIN: DE0005785604// WKN: 578 560 ISIN: DE0005785620 // WKN: 578 562 ISIN: DE0005785638 // WKN: 578 563
    Einladung zur ordentlichen Hauptversammlung ISIN: DE0005785604// WKN: 578 560 ISIN: DE0005785620 // WKN: 578 562 ISIN: DE0005785638 // WKN: 578 563 Wir laden hiermit unsere Aktionäre zu der am Mittwoch, dem 28. Mai 2003, um 10 Uhr im Marriott Hotel Frankfurt, Hamburger Allee 2 - 10, 60486 Frankfurt am Main, stattfindenden ordentlichen Hauptversammlung ein. Tagesordnung 1. Vorlage des festgestellten Jahresabschlusses der Fresenius AG und des Konzern- Abschlusses für das Geschäftsjahr 2002. Vorlage der Lageberichte für den Fresenius- Konzern und die Fresenius AG für 2002. Vorlage des Berichts des Aufsichtsrats. 2. Beschlussfassung über die Verwendung des Bilanzgewinns. Vorstand und Aufsichtsrat schlagen vor, den im Jahresabschluss für das Geschäftsjahr 2002 ausgewiesenen Bilanzgewinn von Euro 47.807.637,93 wie folgt zu verwenden: Zahlung einer Dividende von Euro 1,14 je Stammaktie auf Stück 20.484.842 dividendenberechtigte Stammaktien Euro 23.352.719,88 Zahlung einer Dividende von Euro 1,17 je Vorzugsaktie auf Stück 20.484.842 dividendenberechtigte Vorzugsaktien Euro 23.967.265,14 Die Dividende ist am 29. Mai 2003 zahlbar. Vortrag auf neue Rechnung Euro 487.652,91 Euro 47.807.637,93 1 3. Beschlussfassung über die Entlastung des Vorstands für das Geschäftsjahr 2002. Vorstand und Aufsichtsrat schlagen vor, Entlastung zu erteilen. 4. Beschlussfassung über die Entlastung des Aufsichtsrats für das Geschäftsjahr 2002. Vorstand und Aufsichtsrat schlagen vor, Entlastung zu erteilen. 5. Wahlen zum Aufsichtsrat. Die Amtszeit der bisherigen Aufsichtsratsmitglieder endet mit Ablauf der Haupt- versammlung vom 28. Mai 2003. Der Aufsichtsrat setzt sich gemäß §§ 96 Absatz 1 und 101 Absatz 1 Aktiengesetz und § 7 Absatz 1 Nummer 1 Mitbestimmungsgesetz aus sechs von der Hauptversammlung und sechs von den Arbeitnehmern zu wählenden Mitgliedern zusammen.
    [Show full text]
  • IFRS 16 Adoption in Germany March 2019 63190
    MARCH 2019 IFRS 16 ADOPTION IN GERMANY A Ranking of the Leasing Obligations of DAX Companies IFRS 16 - Adoption in Germany A Ranking of the Leasing Obligations of DAX Components MARCH 2019 BACKGROUND AND HISTORY OF IFRS 16 Starting on 1 January 2019, companies will begin to adopt the new IFRS 16 lease accounting standard published by the International Accounting Standards Board (IASB). As one of the biggest accounting changes in history, IFRS 16 will result in listed companies transferring almost €3 trillion worth of liabilities onto corporate balance sheets over the coming years. Historically, only finance leases – leases that have a similar structure to asset purchases – have been reported as assets and liabilities on corporate balance sheets. Other leases, called operating leases, were “off-balance sheet” and were accounted for using principles similar to service contracts. Following the major US accounting scandals of the early 2000s such as WorldCom, Enron, and Arthur Andersen, off-balance sheet liabilities became a major focal point for the regulatory agencies that govern the capital markets in various countries around the world. Regulators were concerned that without corporations reporting leases on balance sheets, investors and analysts did not have sufficient information to evaluate the financial position of a company or easily make comparisons between peers in the same industry. In an effort to provide greater transparency, the IASB, which defines standards for international financial reporting, introduced a new set of lease accounting standards. IFRS 16 was first published in January 2016 and will supersede the current lease accounting standard IAS 17. IFRS 16 eliminates the operating leases classification.
    [Show full text]
  • Euro Stoxx® International Exposure Index
    EURO STOXX® INTERNATIONAL EXPOSURE INDEX Components1 Company Supersector Country Weight (%) ASML HLDG Technology Netherlands 6.02 LVMH MOET HENNESSY Consumer Products & Services France 4.99 LINDE Chemicals Germany 3.79 SAP Technology Germany 3.62 SANOFI Health Care France 3.20 IBERDROLA Utilities Spain 3.04 SIEMENS Industrial Goods & Services Germany 2.63 AIR LIQUIDE Chemicals France 2.17 SCHNEIDER ELECTRIC Industrial Goods & Services France 2.10 L'OREAL Consumer Products & Services France 2.05 ANHEUSER-BUSCH INBEV Food, Beverage & Tobacco Belgium 1.99 BASF Chemicals Germany 1.89 ADIDAS Consumer Products & Services Germany 1.76 AIRBUS Industrial Goods & Services France 1.68 DAIMLER Automobiles & Parts Germany 1.65 BAYER Health Care Germany 1.61 PHILIPS Health Care Netherlands 1.51 ADYEN Industrial Goods & Services Netherlands 1.49 ESSILORLUXOTTICA Health Care France 1.40 DEUTSCHE TELEKOM Telecommunications Germany 1.36 INFINEON TECHNOLOGIES Technology Germany 1.35 Kering Retail France 1.35 BCO SANTANDER Banks Spain 1.29 SAFRAN Industrial Goods & Services France 1.26 HERMES INTERNATIONAL Consumer Products & Services France 1.10 PERNOD RICARD Food, Beverage & Tobacco France 1.09 CRH Construction & Materials Ireland 1.09 DEUTSCHE POST Industrial Goods & Services Germany 1.05 BCO BILBAO VIZCAYA ARGENTARIA Banks Spain 1.03 FLUTTER ENTERTAINMENT Travel & Leisure Ireland 1.02 DANONE Food, Beverage & Tobacco France 1.00 MUENCHENER RUECK Insurance Germany 0.99 VOLKSWAGEN PREF Automobiles & Parts Germany 0.82 BMW Automobiles & Parts Germany 0.80
    [Show full text]
  • Behaviour of Pesticides in Air, Soil and Water K a D E
    DIE AKADEMIE FRESENIUS 8th AGRO Conference: fate, exposure and regulatory issues Behaviour of Pesticides in Air, Soil and Water k a d e A m us at www.akademie-fresenius.de Visit i e for m ore 21 to 22 June 2006 tha n 10 yea F rs Frankfurt-Mörfelden/ r e s Germany e n i u s Highlights: • Revision of Council 91/414/EEC • Thematic Strategy on Sustainable Use of Pesticides • Thematic Strategy for Soil Protection • River basin management strategies • Zonal approach to fate and exposure assessment • Role of lysimeter studies • Modelling the fate and behaviour of Speakers: pesticides David Arnold Cambridge Envrionmental Assessments • • Non-agricultural uses of herbicides Renate Becker-Arnold BASF • Csaba Szentes Plant • GIS assessments in FOCUS ground Protection and Soil Conservation Service • Anne-Cécile water Cotillon European Commission • Andrew Craven (formerly) • Probabilistic approaches to aquatic Pesticides Safety Directorate • Herman Fontier Federal exposure assessment Public Service Health, Food Chain Safety and Environment • Peter Heininger Federal Institute of Hydrology • John • GeoPERA – a new German approach Hollis National Soil Resources Institute • Chris Holmes • Surface water as drinking water – Waterborne Environmental • Andreas Huber DuPont de new FOCUS Group Nemours • Christopher Leake Bayer CropScience • Mark • National approaches, e.g. view from Montforts RIVM • Michael Neumann Federal Hungary, Spain, The Netherlands, Environmental Agency • Stephen Nortcliff University of France Reading • Brigitte Remy INRA • Carine Saison
    [Show full text]
  • FTSE Publications
    2 FTSE Russell Publications FTSE EDHEC-Risk Efficient 19 August 2021 Eurozone Indicative Index Weight Data as at Closing on 30 June 2021 Index weight Index weight Index weight Constituent Country Constituent Country Constituent Country (%) (%) (%) 1&1 AG 0.12 GERMANY Continental 0.79 GERMANY Henkel KG Pref 0.21 GERMANY A2A 0.25 ITALY Covestro AG 0.22 GERMANY Henkel Kgaa ORD 0.1 GERMANY Aalberts NV 0.31 NETHERLANDS Covivio 0.24 FRANCE Hera 0.19 ITALY ABN AMRO Bank NV 0.45 NETHERLANDS Credit Agricole 0.18 FRANCE Hermes International S.C.A. 0.86 FRANCE Acciona S.A. 0.33 SPAIN Cts Eventim 0.22 GERMANY Hochtief 0.15 GERMANY Accor 0.15 FRANCE Daimler AG 0.17 GERMANY Huhtamaki 0.2 FINLAND Ackermans & Van Haaren 0.66 BELGIUM Danone 0.64 FRANCE Iberdrola 0.1 SPAIN ACS Actividades Cons y Serv 0.13 SPAIN Dassault Aviation S.A. 0.14 FRANCE Icade 0.42 FRANCE Adidas 0.11 GERMANY Dassault Systemes 0.15 FRANCE Iliad 0.39 FRANCE Adyen 0.46 NETHERLANDS Delivery Hero SE 0.35 GERMANY IMCD NV 0.23 NETHERLANDS Aegon NV 0.18 NETHERLANDS Deutsche Bank 0.16 GERMANY Imerys 0.24 FRANCE Aena SME SA 0.23 SPAIN Deutsche Boerse 0.25 GERMANY Inditex 0.14 SPAIN Aeroports de Paris 0.28 FRANCE Deutsche Lufthansa AG 0.53 GERMANY Infineon Technologies AG 0.36 GERMANY Ageas 0.43 BELGIUM Deutsche Post 0.14 GERMANY ING Group CVA 0.18 NETHERLANDS Ahold Delhaize 0.36 NETHERLANDS Deutsche Telekom 0.12 GERMANY Inmobiliaria Colonial S.A.
    [Show full text]