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2015 Annual Report
Ports and Related Services Retail Infrastructure Energy Telecommunications 2015 Annual Report 22nd Floor, Hutchison House, 10 Harcourt Hutchison House, Hong Kong Road, 22nd Floor, Telephone: +852 2128 1188 Facsimile: www.ckh.com.hk +852 2128 1705 Corporate Information CK Hutchison Holdings Limited Board of dIreCtors eXeCUtIVe dIreCtors NoN-eXeCUtIVe dIreCtors Chairman CHOW Kun Chee, Roland, LLM LI Ka-shing, GBM, KBE, LLD (Hon), DSSc (Hon) LEE Yeh Kwong, Charles, GBM, GBS, OBE, JP Commandeur de la Légion d’Honneur Grand Officer of the Order Vasco Nunez de Balboa LEUNG Siu Hon, BA (Law) (Hons), Hon LL.D. Commandeur de l’Ordre de Léopold George Colin MAGNUS, OBE, BBS, MA Group Co-Managing director and INdepeNdeNt NoN-eXeCUtIVe dIreCtors Deputy Chairman KWOK Tun-li, Stanley, BSc (Arch), AA Dipl, LLD (Hon), ARIBA, MRAIC LI Tzar Kuoi, Victor, BSc, MSc, LLD (Hon) CHENG Hoi Chuen, Vincent, GBS, OBE, JP Group Co-Managing director The Hon Sir Michael David KADOORIE, GBS, LLD (Hon), DSc (Hon) FOK Kin Ning, Canning, BA, DFM, FCA (ANZ) Commandeur de la Légion d’Honneur Commandeur de l’Ordre des Arts et des Lettres Commandeur de l’Ordre de la Couronne CHOW WOO Mo Fong, Susan, BSc Commandeur de l’Ordre de Leopold II Group Deputy Managing Director LEE Wai Mun, Rose, JP, BBA Frank John SIXT, MA, LLL Group Finance Director and Deputy Managing Director William Elkin MOCATTA, FCA Alternate to Michael David Kadoorie IP Tak Chuen, Edmond, BA, MSc Deputy Managing Director William SHURNIAK, SOM, LLD (Hon) KAM Hing Lam, BSc, MBA WONG Chung Hin, CBE, JP Deputy -
Additional Information
additional Information ports and related services The following tables summarise the major port operations for the four segments of the division. HpH trust 2015 The Group’s Throughput Name Location Effective Interest (100% basis) (million TEU) Hongkong International Terminals/ 30.07% / COSCO-HIT Terminals/ Hong Kong 15.03% / 12.1 Asia Container Terminals 12.03% Yantian International Container Terminals - Phase I and II/ 16.96% / Phase III/ Mainland China 15.53% / 12.2 West Port 15.53% Ancillary Services - Asia Port Services/ Hong Kong and 30.07% / N/A Hutchison Logistics (HK)/ Mainland China 30.07% / Shenzhen Hutchison Inland Container Depots 23.35% Mainland China and other Hong Kong 2015 HPH’s Throughput Name Location Effective Interest (1) (100% basis) (million TEU) Shanghai Mingdong Container Terminals/ Mainland China 50% / 8.3 Shanghai Pudong International Container Terminals 30% Ningbo Beilun International Container Terminals Mainland China 49% 2.0 River Trade Terminal Hong Kong 50% 1.2 Ports in Southern China - Mainland China (2) Nanhai International Container Terminals / 50% / (2) Jiangmen International Container Terminals / 50% / Shantou International Container Terminals/ 70% / (3) Huizhou Port Industrial Corporation/ 33.59% / 2.5 Huizhou International Container Terminals/ 80% / Xiamen International Container Terminals/ 49% / Xiamen Haicang International Container Terminals 49% Note 1: The Group holds an 80% interest in Hutchison Ports Holdings Group (“HPH”). Note 2: Although HPH Trust holds the economic interest in the two River Ports in Nanhai and Jiangmen in Southern China, the legal interests in these operations are retained by this division. Note 3: Includes the throughput of the port operations in Gaolan and Jiuzhou that were disposed during the second half of 2015. -
73 Watson Cover
Quarter 3 & 4 • 2007 A.S. Watson quarterly73 family magazine Superdurg thinks pink Fresh look • innovative concept On tour with Marionnaud PARKnSHOP shares Olympic spirit Watsons invests in people Wats Our Aroundthe world Focusstory Home Ourcommunity Hutchstory tents With a history dating back to 1828, the A.S. Watson Group (ASW) has evolved into an international retail and manufacturing businessn with operations in 36 th Co Fresh look innovative Superdrug thinks pink ...... Reaching the 300 Small bears for big Li's donation a tribute to markets worldwide. Today, the Group owns more than 7,800 retail stores concept...... milestone...... benefits...... those who choose to running the gamut from health & beauty chains, luxury perfumeries & cosmetics serve...... to food, electronics, fine wine and airport retail arms. An established player 21 34 in the beverage industry, ASW provides a full range of beverages from bottled water, fruit juices, soft drinks and tea products to the world’s finest wine labels 27 38 via its international wine wholesaler and distributor. 05 ASW employs over 98,000 staff and is a member of the world renowned Hong Kong-based conglomerate Hutchison Whampoa Limited, which has five core businesses - ports and related services; property and hotels; retail; energy, About A.S. Watson Group About A.S. Watson infrastructure, investments and others; and telecommunications in 55 countries. Editorial committee Published by • Adviser : Dominic Lai • Members : A.S. Watson & Co., Limited Wats On is the quarterly family magazine of the A.S. Watson Group. • Editor : Malina Ngai Group Office – Anna Tam, Jenny Cabrol, Anthea Chau Watson House, 1-5 Wo Liu Hang Road, Fotan, Hong Kong Health & Beauty – Nuanphan Pat Jayanama, Rita Wong, Jessin Yeung Email: [email protected] Materials from this publication may only be reprinted with full © Copyright A.S. -
Has Today Made the Attached Presentation (The “Presentation”) to Investors of the Company
Hong Kong Exchanges and Clearing Limited and The Stock Exchange of Hong Kong Limited take no responsibility for the contents of this announcement, make no representation as to its accuracy or completeness and expressly disclaim any liability whatsoever for any loss howsoever arising from or in reliance upon the whole or any part of the contents of this announcement. (incorporated in Hong Kong with limited liability) (Stock Code: 13) ANNOUNCEMENT Hutchison Whampoa Limited (the “Company”) has today made the attached presentation (the “Presentation”) to investors of the Company. Potential investors and shareholders of the Company (the “Potential Investors and Shareholders”) are reminded that the Presentation includes publicly available third party information as well as historical financial information of the Company, recent operational data and best estimates by management of current market performance. Much of the information in the Presentation by its nature is not normally subject to independent review or audit and accordingly has not been reviewed or audited by the Company’s auditors. Potential Investors and Shareholders should exercise caution when dealing in the shares of the Company. By Order of the Board Edith Shih Company Secretary Hong Kong, 6 October 2011 As at the date of this announcement, the directors of the Company are: Executive Directors: Independent Non-executive Directors: Mr LI Ka-shing (Chairman) The Hon Sir Michael David KADOORIE Mr LI Tzar Kuoi, Victor (Deputy Chairman) Mr Holger KLUGE Mr FOK Kin-ning, Canning Mrs -
Encouraging the Chasing Abottle Or of Filling the Perfume up Kettle with Water for Acup of Tea
• • Encouraging the Cover Story HWL’s diverse businesses in the UK have one thing in common – they place great emphasis on the human factor By Mark Redvers DURING THE COURSE OF A TYPICAL DAY, millions of many different sectors, from the nation’s biggest and most Britons buy a product, or use a service, that has some connec- active ports, its fastest-growing 3G network, to some of its best- tion with Hutchison Whampoa Limited (HWL), whether it is known drug and perfume stores and various infrastructure receiving a text via the 3 phone network, buying a fridge projects that include water, electricity and property. that has been imported by a container ship, pur- HWL sees vast opportunities in the country, despite its chasing a bottle of perfume or filling up the current recession-hit status, and has grand plans for continued kettle with water for a cup of tea. commitment to this nation of 62 million people. In fact its HWL investments in entire philosophy is geared towards the long haul, with the UK cover constant investment in training schemes that enhance the skills of the workforce. 12 Sphere Surprisingly, perhaps, HWL is not a name that is widely employers in their immediate areas, so HPH-initiated schemes known outside the UK business community, even though the there, together with a similar scheme at London Thamesport, company has something like GBP17 billion invested in the allow children to learn how docks work, and the role they play country in companies that include Superdrug, the Perfume in creating jobs and generating wealth. -
Unilever Presentation at CAGNY – Restoring Competitiveness and Growth Patrick Cescau and Rudy Markham 21St February 2006
Unilever Presentation at CAGNY – Restoring Competitiveness and Growth Patrick Cescau and Rudy Markham 21st February 2006 Patrick Cescau Slide 0 - Restoring competitiveness and growth Welcome everyone. For those of you who were able to join us at the reception last night, I hope you enjoyed the little taste of Unilever we were delighted to share with you. Rudy Markham, our CFO, and I will present for around 45 minutes and then we will take questions in the break-out afterwards. Slide 1 - Safe harbour First let’s start as always with the safe harbour statement. As usual, I’d like to point out that this discussion is subject to the usual disclaimer relating to forward looking statements and non-GAAP measures. This disclaimer is included here and will be posted with the text of this presentation on Unilever’s web-site. Slide 2 - Introducing Unilever Now onto a brief reminder of who Unilever is. Slide 3 - Brands people love Unilever brands help people to look good, feel good and get more out of life - 150 million times a day, in 150 countries. One in every two households in the world has a Unilever brand in their home. Slide 4 - Powerful category positions and global brands We have around 400 brands – including 12 one-billion Euro brands – and leading positions in Foods, Home Care and Personal Care categories. Slide 5 - Global reach and scale Unilever is a truly global company - the third largest consumer goods company in the world. Our turnover was €40 billion Euros – almost $50 billion dollars - in 2005, with well-balanced sales across the three main regions of the world. -
Hutchison Whampoa Limited Annual Report 2005 18 16 12 32 27 23 20 35 30 26 24 17 28 13 31 29 25 21 19 33 22 14 36 3 15 8 34 4 5 9 6 11 2 10 7
OPERATIONS REVIEW 32 Hutchison Whampoa Limited Annual Report 2005 18 16 12 32 27 23 20 35 30 26 24 17 28 13 31 29 25 21 19 33 22 14 36 3 15 8 34 4 5 9 6 11 2 10 7 1 1 Australia 7 Indonesia 13 Romania 19 Slovenia 25 Austria 31 France 2 The Philippines 8 Mainland China 14 Turkey 20 Lithuania 26 Germany 32 United Kingdom 3 South Korea 9 Thailand 15 Israel 21 Hungary 27 The Netherlands 33 Spain 4 Taiwan 10 Singapore 16 Latvia 22 Italy 28 Luxembourg 34 Morocco 5 Hong Kong 11 Malaysia 17 Slovakia 23 Poland 29 Switzerland 35 Republic of Ireland 6 Macau 12 Russia 18 Estonia 24 Czech Republic 30 Belgium 36 Portugal Retail The retail division consists of the A S Watson group of companies, one of the world’s largest and most diversified retailers currently operating 11 retail chains in Europe and four major retail chains in Asia, with more than 7,100 stores in 36 markets worldwide that provide high quality personal care, health and beauty products; luxury perfumery and cosmetic products; food, wine and general merchandise; and consumer electronic and electrical appliances. A S Watson also manufactures and distributes various water and other beverages in Hong Kong and the Mainland. Hutchison Whampoa Limited Annual Report 2005 33 OPERATIONS REVIEW Retail These businesses are managed under four principal operating divisions: Health and Beauty; Luxury Perfumeries and Cosmetics; Food, Electronics and General Merchandise (“FEGM”); and Manufacturing. Total revenue for the retail division totalled HK$88,780 million, an increase of 30% compared to last year, mainly due to contributions from Marionnaud Parfumeries (“Marionnaud”) and The Perfume Shop, which were acquired in April and August respectively; a full-year contribution from the Rossmann retail chain in Germany, in which a 40% interest was acquired in August 2004; and also continued sales growth in PARKnSHOP and Watsons in the Mainland, Watsons in Taiwan and the UK retail operations. -
1 First Quarter Results 2008 Key Financials
FIRST QUARTER RESULTS 2008 KEY FINANCIALS (unaudited) € million First Quarter 2008 Increase/(Decrease) Current Current Constant rates rates rates Turnover 9 571 0 % 6 % Operating profit 1 815 39 % 46 % Pre-tax profit 1 782 34 % 39 % Net profit 1 407 34 % 39 % EPS (Euros) 0.47 35 % 39 % A STRONG START TO THE YEAR Financial Highlights • Underlying sales growth of 7.2%. • Operating margin of 19.0%, including €517 million disposal profits. Underlying improvement in operating margin of 0.3 percentage points before restructuring and disposals. • Earnings per share up 35%, boosted by the disposal profits. Operational Highlights • Broad-based growth across regions and categories, with Developing and Emerging markets particularly strong. • Increasing contribution from pricing, up 4.8%, in response to rising commodity costs. • Further progress with accelerated restructuring plan including the start-up of three multi-country organisations in Europe and steps to increase supply chain productivity. • Sale of Boursin and extension of the Pepsi/Lipton JV completed in the first quarter. Acquisition of Inmarko, the leading Russian ice cream company, completed in April. GROUP CHIEF EXECUTIVE COMMENT “We have had a good start to the year, with strong organic growth across our categories and an underlying improvement in operating margin. We continue to invest behind our brands, while taking the necessary pricing action to recover a sharp increase in commodity costs. We have a strong innovation programme for 2008, with many important initiatives already in the market. We expect our productivity and value improvement initiatives to continue to deliver excellent results. The disciplined execution of our strategy, together with the combined advantage of strong brands, a product range serving consumer’s everyday needs and our broad geographical footprint, leave us well placed to deliver competitive growth with an underlying improvement in operating margin in 2008, despite challenging conditions. -
Disclaimer Notes to the Annual Report and Accounts This PDF
Disclaimer Notes to the Annual Report and Accounts This PDF version of the Unilever Annual Report and Accounts 2005 is an exact copy of the document provided to Unilever’s shareholders. Certain sections of the Unilever Annual Report and Accounts 2005 have been audited. Sections that have been audited are set out on pages 78 to 151, 157 to 172 and 174 to 177. The auditable part of the report of the Remuneration Committee as set out on page 69 has also been audited. The maintenance and integrity of the Unilever website is the responsibility of the Directors; the work carried out by the auditors does not involve consideration of these matters. Accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially placed on the website. Legislation in the United Kingdom and the Netherlands governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Disclaimer Except where you are a shareholder, this material is provided for information purposes only and is not, in particular, intended to confer any legal rights on you. This Annual Report and Accounts does not constitute an invitation to invest in Unilever shares. Any decisions you make in reliance on this information are solely your responsibility. The information is given as of the dates specified, is not updated, and any forward-looking statements are made subject to the reservations specified on page 4 of the Report. Unilever accepts no responsibility for any information on other websites that may be accessed from this site by hyperlinks. -
The Innovation Death Spiral How Companies Get Stuck Throwing Good Money After Bad Ideas—And What That Mistake Is Costing Them Table of Contents
The Innovation Death Spiral How Companies Get Stuck Throwing Good Money After Bad Ideas—and What that Mistake Is Costing Them Table of contents Introduction 2 The Three Principal Kinds of Innovation 3 Understanding the Innovation Dealth 5 Spiral The Unilever Example 8 The Path out of the Innovation Spiral 11 into Successful Innovation The Innovation Engine 13 Conclusion 14 Far too many companies are now finding the downward spiral. Moreover, once exciting innovation. It is now clear themselves trapped in a phenomenon the company is perceived as less than that the gap between these two we will refer to as the “innovation innovative, it suffers both strategically kinds of companies—the ‘innovation death spiral.” The spiral begins when and operationally. For companies challenged’ and the ‘innovation a company’s new products, developed caught in this spiral, increasing savvy’—is inexorably widening. and launched with high hopes, end innovation budgets only make things up yielding only disappointing results. worse by putting more non-differentiating For companies in the first category Nonetheless, once those products are products out into the market. to break out of the innovation death out in the field, they soak up valuable spiral, it is essential to understand very resources, including manufacturing Meanwhile, in contrast, companies that clearly what is going on, and then to and purchasing capacity, marketing take a bolder, more balanced, and more make critical interventions and radical budgets, warehouse space, back office far-sighted approach to innovation are changes in the way the company operates. systems and management attention. on the opposite trajectory: becoming So the company has fewer resources a high-performing organization. -
Solid Foundation Fosters Long-Term Development
20 1 7 Annual Report Solid Foundation Fosters Long-term Development 22nd Floor, Hutchison House, 10 Harcourt Road, Hong Kong Telephone: +852 2128 1188 2017 Annual Report Facsimile: +852 2128 1705 www.ckh.com.hk WorldReginfo - 7a0610cc-4251-4d12-8195-61d40b71508e Corporate Information CK Hutchison Holdings Limited BOARD OF DIRECTORS EXECUTIVE DIRECTORS NON-EXECUTIVE DIRECTORS Chairman CHOW Kun Chee, Roland, LLM LI Ka-shing, GBM, KBE, LLD (Hon), DSSc (Hon) CHOW WOO Mo Fong, Susan, BSc Commandeur de la Légion d’Honneur Grand Officer of the Order Vasco Nunez de Balboa LEE Yeh Kwong, Charles, GBM, GBS, OBE, JP Commandeur de l’Ordre de Léopold LEUNG Siu Hon, BA (Law) (Hons), LL.D. (Hon) Group Co-Managing Director and George Colin MAGNUS, OBE, BBS, MA Deputy Chairman LI Tzar Kuoi, Victor, BSc, MSc, LLD (Hon) INDEPENDENT NON-EXECUTIVE DIRECTORS Group Co-Managing Director KWOK Tun-li, Stanley, BSc (Arch), AA Dipl, LLD (Hon), ARIBA, MRAIC FOK Kin Ning, Canning, BA, DFM, FCA (ANZ) CHENG Hoi Chuen, Vincent, GBS, OBE, JP Frank John SIXT, MA, LLL The Hon Sir Michael David KADOORIE, GBS, LLD (Hon), DSc (Hon) Group Finance Director and Deputy Managing Director Commandeur de la Légion d’Honneur Commandeur de l’Ordre des Arts et des Lettres IP Tak Chuen, Edmond, BA, MSc Commandeur de l’Ordre de la Couronne Deputy Managing Director Commandeur de l’Ordre de Leopold II (William Elkin MOCATTA, FCA as his alternate) KAM Hing Lam, BSc, MBA Deputy Managing Director LEE Wai Mun, Rose, JP, BBA LAI Kai Ming, Dominic, BSc, MBA William SHURNIAK, S.O.M., M.S.M., LLD -
Sustainable Development Report 2007: Introduction & Our
Sustainable Development Report 2007: Introduction & Our business and impacts Introduction and Our business & impacts Welcome to Unilever's Sustainable Development Report 2007 where we set out our approach and performance on the sustainability issues facing our business. Contents Patrick Cescau’s introduction .................................................................2 About this report..................................................................................4 Assurance ..................................................................................5 Our business & impacts.........................................................................6 Our impacts ...............................................................................8 Our brands in society.................................................................11 Our values & strategy .........................................................................14 Our values ...............................................................................15 Strategy & governance...............................................................17 Governance..............................................................................22 Engaging with stakeholders ........................................................25 Measurement............................................................................32 Reporting.................................................................................33 Unilever Basis of Reporting 2007 .................................................36