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NEIMAN MARCUS GROUP LTD LLC, Et Al.1 De
Case 20-32519 Document 2369 Filed in TXSB on 03/30/21 Page 1 of 16 IN THE UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF TEXAS HOUSTON DIVISION ) In re: ) Chapter 11 ) NEIMAN MARCUS GROUP LTD LLC, et al.1 ) Case No. 20-32519 (DRJ) ) Debtors. ) (Jointly Administered) ) CERTIFICATE OF SERVICE I, Ana M. Galvan, depose and say that I am employed by Stretto, the claims and noticing agent for the Debtors in the above-captioned case. On March 29, 2021, at my direction and under my supervision, employees of Stretto caused the following document to be served via facsimile on the service list attached hereto as Exhibit A, and via electronic mail on the service list attached hereto as Exhibit B: Reorganized Debtors’ Emergency Motion for Entry of Final Decree Closing Certain of the Chapter 11 Cases (Docket No. 2366) Furthermore, on March 30, 2021, at my direction and under my supervision, employees of Stretto caused the following document to be served via overnight mail on the service list attached hereto as Exhibit C: Reorganized Debtors’ Emergency Motion for Entry of Final Decree Closing Certain of the Chapter 11 Cases (Docket No. 2366) Dated: March 30, 2021 /s/ Ana M. Galvan Ana M. Galvan STRETTO 410 Exchange, Suite 100 Irvine, CA 92602 Telephone: 877-670-2127 Email: [email protected] ________________________________________ 1 A complete list of each of the Debtors in these Chapter 11 cases may be obtained on the website of the Debtors’ claims and noticing agent at http://cases.stretto.com/NMG. The location of Debtor Neiman Marcus Group LTD LLC’s principal place of business and the Debtors’ service address in these chapter 11 cases is One Marcus Square, 1618 Main Street, Dallas, Texas 75201. -
This Thesis Has Been Submitted in Fulfilment of the Requirements for a Postgraduate Degree (E.G
This thesis has been submitted in fulfilment of the requirements for a postgraduate degree (e.g. PhD, MPhil, DClinPsychol) at the University of Edinburgh. Please note the following terms and conditions of use: This work is protected by copyright and other intellectual property rights, which are retained by the thesis author, unless otherwise stated. A copy can be downloaded for personal non-commercial research or study, without prior permission or charge. This thesis cannot be reproduced or quoted extensively from without first obtaining permission in writing from the author. The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the author. When referring to this work, full bibliographic details including the author, title, awarding institution and date of the thesis must be given. COMMUNICATING ETHICAL BUSINESS PRACTICES AND ITS EFFECTS ON THE KNOWLEDGE, PERCEPTION AND BEHAVIOUR OF STAKEHOLDERS Heather F. Ross Doctor of Philosophy in Management The University of Edinburgh 2018 For David DECLARATION In accordance with the University of Edinburgh Regulations for Research Degrees, the author declares that: i. This thesis has been composed by the author and the work contained herein is their own except where explicitly stated otherwise in the text. ii. It is the result of the author's own original research. iii. It has not previously been submitted for any other degree or professional qualification except as specified. iv. Preliminary results of this research have been presented at international conferences and workshops as noted in the list of Research Outputs. The copyright of this thesis belongs to the author. -
Ralph Lauren Corporation - Climate Change 2020
Ralph Lauren Corporation - Climate Change 2020 C0. Introduction C0.1 (C0.1) Give a general description and introduction to your organization. Founded in 1967 by Mr. Ralph Lauren, Ralph Lauren Corporation is a global leader in the design, marketing, and distribution of premium lifestyle products in five categories: apparel, footwear & accessories, home furnishings, fragrances and hospitality. For more than 50 years, our reputation and distinctive image have been consistently developed across an expanding number of products, brands and international markets. Our brand names, which include Ralph Lauren, Ralph Lauren Collection, Ralph Lauren Purple Label, Polo Ralph Lauren, Double RL, Lauren Ralph Lauren, Polo Ralph Lauren Children, Chaps and Club Monaco, among others, constitute one of the world’s most widely recognized families of consumer brands. Our long-standing reputation and distinctive image have been developed across an expanding number of products, brands, sales channels, and international markets. We believe that our global reach, breadth of product offerings, and multi-channel distribution are unique among luxury and apparel companies. Our global reach is extensive, as we sell directly to customers throughout the world via our 530 retail stores and 654 concession-based shop-within-shops, as well as through our own digital commerce sites and those of various third-party digital partners. Merchandise is also available through our wholesale distribution channels at over 11,000 doors worldwide, the majority in specialty stores, as well as through the digital commerce sites of many of our wholesale customers. In addition to our directly-operated stores and shops, our international licensing partners operate 80 Ralph Lauren stores, 31 Ralph Lauren concession shops, and 139 Club Monaco stores and shops. -
Intertek Strategic Report 2015
Strategic report – Our Mission Our Mission Our mission is to exceed our customers’ expectations with innovative and bespoke Assurance, Testing, Inspection and Certification services for their operations and supply chain. Assurance Testing Assurance ensures our customers Testing is evaluating how products identify and mitigate the intrinsic risk and services meet and exceed quality, in their operations, supply chain and safety, sustainability and performance quality management systems. standards. Inspection Certification Inspection is validating the specifications, Certification is certifying that products value and safety of raw materials, and services meet trusted standards. products and assets. 04 STRATEGIC REPORT INTERTEK GROUP PLC ANNUAL REPORT AND ACCOUNTS 2015 OUR PURPOSE: Bringing Quality and Safety to Life. OUR VISION: To Become the World’s STRATEGIC REPORT Most Trusted Partner for Quality Assurance. INTERTEK GROUP PLC ANNUAL REPORT AND ACCOUNTS 2015 STRATEGIC REPORT 05 Strategic report – Our culture Living Our Customer-Centric Culture We want to leverage our In a decentralised and diverse passionate culture to deliver a global service business fostering superior customer service with the right customer-centric culture engaged employees, excellence, will make our Total Quality diversity, innovation, agility, Assurance proposition a strong teamwork and collaboration. competitive advantage. We have revisited our values to drive the right cultural behaviours and we have identified five values that are true to who we are. 06 STRATEGIC REPORT INTERTEK GROUP PLC ANNUAL REPORT AND ACCOUNTS 2015 Living Our Customer-Centric Culture STRATEGIC REPORT We always do the right thing. With precision, pace and passion. We are a global We own and family that values shape our future. -
Integrating Human Health Into Urban and Transport Planning
Mark Nieuwenhuijsen Haneen Khreis Editors Integrating Human Health into Urban and Transport Planning A Framework Integrating Human Health into Urban and Transport Planning Mark Nieuwenhuijsen • Haneen Khreis Editors Integrating Human Health into Urban and Transport Planning A Framework Editors Mark Nieuwenhuijsen Haneen Khreis Barcelona Institute for Global Health Texas A&M Transportation Institute, Center ISGlobal for Advancing Research in Transportation Barcelona, Spain Emissions, Energy, and Health College Station, TX, USA ISBN 978-3-319-74982-2 ISBN 978-3-319-74983-9 (eBook) https://doi.org/10.1007/978-3-319-74983-9 Library of Congress Control Number: 2018942501 © Springer International Publishing AG, part of Springer Nature 2019 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. -
Building a Responsible Supply Chain with Amfori BSCI Date: March 18, 2021 Presenters
Building a Responsible Supply Chain with amfori BSCI Date: March 18, 2021 Presenters Emi Vrioni Kelli Hoggle Business Development Manager, Network Representative US & Canada, QIMA amfori – Trade with Purpose [email protected] 2 A global footprint to help with all your quality and compliance programs, everywhere 3,800 staff 35+ offices and labs 85 countries covered 14,000 corporate customers spanning all Consumer Goods & Food [email protected] 3 Managing global supply chains has never been tougher Compliance pressure Increasing scrutiny from regulatory bodies, governments and civil initiatives Expertise Visibility Eyes on the ground to Be on top of safety and Consumer expectations really understand all tiers regulatory requirements Media scandals are commonplace; modern consumers of your supply chain are increasingly educated and demand higher standards from the brands they buy brings you Mounting supply chain risks Forced and child labor, environmental impacts, ground water pollution, worker safety concerns, fire hazards... the list goes on Insights Agility Collect real-time data A global footprint so you Disruption is the new normal you can use to make can easily scale your operations Trade wars, pandemics, rise of pure e-commerce players… informed decisions up or down anywhere uncertainty is everywhere [email protected] 4 Human Intelligence is at the heart of QIMA solutions People, not organizations or management systems, get things done” — Hyman Rickover Field experts in 85 countries, trained and accredited to QIMA processes or your own tailored -
Intertek Annual Report 2015
Intertek Group plc Intertek Group Bringing Quality Annual report 2015 and Safety to Life Intertek Group plc Annual report 2015 WorldReginfo - 4c1d4275-6341-49f1-aa2b-94af49e03ceb Contents OVERVIEW 24 Operating reviews 85 Other statutory information 1 Financial highlights 34 Financial review 88 Statement of Directors’ responsibilities 2 Intertek timeline 39 Principal risks and uncertainties 39 Long-term Viability Statement FINANCIAL STATEMENTS STRATEGIC REPORT 46 Sustainability and Corporate Social 89 Contents 4 Our Mission Responsibility (‘CSR’) 90 Consolidated primary statements 6 Our culture 95 Notes to the financial statements 8 Market context DIRECTORS’ REPORT 133 Intertek Group plc – Company primary 10 Our sectors 52 Chairman’s introduction statements and notes 12 Our strategy 54 Corporate Governance 14 Chairman’s statement 56 Board of Directors OTHER 16 Chief Executive Officer’s review 63 Remuneration report 138 Independent Auditor’s Report 21 KPIs – Measuring our strategy 78 Audit & Risk Committee 141 Shareholder and corporate information 22 Intertek Executive Management Team 83 Nomination Committee 142 Global Reporting Initiative Index WorldReginfo - 4c1d4275-6341-49f1-aa2b-94af49e03ceb Financial highlights OVERVIEW Powering Ahead Solid full year performance in 2015 • Improved organic growth performance • Cost discipline delivers margin improvement • Adjusted diluted Earnings per Share1 (EPS) up 6.5% • Strong cash conversion at 136% and disciplined capital allocation • Full year dividend per share of 52.3p, an increase of 6.5% • Non-cash impairment of £577m in Industry Services Revenue (£m) Adjusted operating profit1 (£m) +3.5% +5.9% 2015 2,166 2015 343 2014 2,093 2014 324 Adjusted operating margin1 (%) Cash conversion1,2 (%) +40bps 136% 2015 15.9% 2015 136.4% 2014 15.5% 2014 124.7% Adjusted diluted EPS1 (pence) Dividend per share3 (pence) +6.5% +6.5% 2015 140.7 2015 52.3 2014 132.1 2014 49.1 1. -
Global Powers of Luxury Goods 2014 in the Hands of the Consumer
Global Powers of Luxury Goods 2014 In the hands of the consumer 34927A lc Global Powers.indd 1 12/05/2014 11:33 To start a new section, hold down the apple+shift keys and click To start a new section, hold down the apple+shift keys and click to release this object and type the section title in the box below. to release this object and type the section title in the box below. Fashion & Luxury Inspired insights, crafted results 34927A lc Global Powers.indd 2 12/05/2014 11:33 To start a new section, hold down the apple+shift keys and click to release this object and type the section title in the box below. Contents Global Powers of Luxury Goods 2 Global economic outlook 3 Global trends affecting the luxury industry 8 Top 75 highlights 12 Retailing activity 22 M&A activity 23 Q ratio analysis 28 Study methodology and data sources 30 Endnotes 31 Contacts 32 Global Powers of Luxury Goods 2014 1 34927A lc Global Powers.indd 1 12/05/2014 11:33 To start a new section, hold down the apple+shift keys and click To start a new section, hold down the apple+shift keys and click to release this object and type the section title in the box below. to release this object and type the section title in the box below. Global Powers of Luxury Goods Deloitte Touche Tohmatsu Limited (DTTL) is pleased to present the 1st annual Global Powers of Luxury Goods. This report identifies the 75 largest luxury goods companies around the world based on publicly available data for the fiscal year 2012 (encompassing companies’ fiscal years ended through June 2013). -
Quantifying Sustainability Risks Among Suppliers and Certificate Holders Best Practices and Lessons Learned
Quantifying sustainability risks among suppliers and certificate holders Best practices and lessons learned A study commissioned by ISEAL Alliance January 2017 Quantifying sustainability risk among suppliers and certificate holders Best practices and lessons learned About Proforest Proforest is an independent mission-driven organisation working in the field of natural resource management and specialising in practical approaches to sustainability. Our expertise covers all aspects of the natural resources sector, from biodiversity conservation, sustainable forestry and agricultural commodities production to responsible sourcing, supply chain management and investment. Proforest works to transform commodity production as well as supply chains and sectors through developing awareness about sustainability, helping to generate commitment to better practice, supporting implementation of these commitments in practice and working with the wider community to increase the positive impact. Proforest Ltd provides direct support to companies implementing responsible production, sourcing and investment for agricultural and forest commodities. The Proforest team is international and multilingual and comes from a wide variety of backgrounds, including industry, academia and civil society. This allows us to work comfortably with diverse organisations in a range of cultures. We have in-house knowledge of more than 15 languages, including English, Bahasa Indonesia, Portuguese, Mandarin, French and Spanish. For this report, your contact person is: Sebastiaan -
Ralph Lauren Corporation Strengthens Digital Capabilities
Ralph Lauren Corporation Strengthens Digital Capabilities Senior Talent Appointments, including Chief Digital Officer, to Drive Expansion of the Company’s Digital Presence Globally For Release January 24, New York, NY – Ralph Lauren Corporation (NYSE:RL) today announces several senior talent appointments to drive expansion of the Company’s digital presence globally. Alice Delahunt will join Ralph Lauren in the newly created role of Chief Digital Officer, reporting directly to Patrice Louvet, Chief Executive Officer, and will be a part of the Company’s Executive Leadership Team, beginning in April. She will be responsible for elevating the Company’s global digital platforms and enhancing the digital experience for consumers across all channels to drive consumer acquisition, retention, value and revenue. “We are moving urgently to expand our digital presence all over the world and bringing in the right senior talent to help us deliver,” said Louvet. “We have to meet consumers where they are, which is increasingly online, and digital expansion is one critical way we will drive new growth for our iconic business and brand.” Ms. Delahunt joins Ralph Lauren most recently from Burberry, where she served as Director of Digital Marketing and led digital innovation on social media platforms globally. Ms. Delahunt began her career at JWT London and received a degree in Business and Political Science from Trinity College in her native Ireland. The Company has also appointed new senior leaders to support its evolution across e-commerce in North America and internationally: o Laura Porco has been appointed Senior Vice President, E-Commerce for Ralph Lauren North America; Ms. -
Global Powers of Luxury Goods 2015 Engaging the Future Luxury Consumer
Global Powers of Luxury Goods 2015 Engaging the future luxury consumer Contents Introduction 1 Global economic outlook 2 Engaging the future luxury consumer 8 Global Powers of Luxury Goods Top 100 14 Top 100 highlights 20 Top 10 22 Geographic analysis 24 Product sector analysis 30 Newcomers 34 Fastest 20 36 M&A activity 38 Q ratio analysis 44 Study methodology and data sources 49 Contacts 50 Global Powers of Luxury Goods 2015 4 Deloitte Touche Tohmatsu Limited (DTTL) is pleased to present the 2nd annual Global Powers of Luxury Goods. This report identifies the 100 largest luxury goods companies around the world based on publicly available data for the fiscal year 2013 (encompassing companies’ fiscal years ended through June 2014). The report also provides an outlook on the global economy; an analysis of market capitalization in the luxury goods industry; a look at merger & acquisition activity in the industry; and a discussion on engaging the future luxury consumer. Global Powers of Luxury Goods 2015 1 Global economic outlook The global economy in early 2015 offers luxury purveyors both will be a problem in many emerging markets. Indeed several have continually sell francs (purchase euros) in order prevent a rise in cause for celebration and concern. On the celebratory side, raised short term interest rates in order to stabilize their currencies the value of the franc. Yet the problem with doing so is that it can some key markets are showing signs of greater strength. The US and fight inflation, leading to slower growth. Third, a rising dollar ultimately lead either to consumer price inflation or asset price economy is clearly performing better than in recent years, with could be problematic for companies in emerging countries that have inflation by increasing the supply of francs. -
Download the 2013 Top 100 Report
COVER STORY | BY ALI ACKERMAN & ALARICE PADILLA Consumer confidence was a bit manic in 2012, hitting a five-year high in November and then dropping again in December as consumers doubted an end to the fiscal cliff, according toThe University of Mich- igan Consumer Sentiment Index. This uncertainty plays out in the results of CGT’s annual list of the top- performing public consumer goods companies. The vertical lists across 10 categories show a mixture of bright and dark spots — proving that some companies did a great job of capturing the consumer when and TOP where they could while others missed opportunities. Here is a breakdown of the rules and guidelines that we use to determine the players in each category: Company Rank: 2012 annual revenue or the equivalent is used to determine each company’s placement on the Top 100 list and on each vertical list. All financial information was sourced from annual reports and press releases. Revenue for each company is reported in millions of U.S. dollars ($M). If a company reported revenue in a currency other than U.S. dollars, and did not provide the U.S. dollar equivalent in its annual report, then the figure was subject to live exchange rates at press time (between November 8-14, 2013). Year-over-year gains and losses are reported based on information from the aforementioned sources. The company with the greatest sales gains per category is identified as the “Growth Leader”. Company Inclusion: Because revenue for most private companies is not readily available, the lists only in- clude publicly traded companies.