GOVERNANCE and FINANCIAL REVIEW 2020 Contents
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POHJOLA PANKKI ONE-ON-ONE -PÄIVÄ March 9, 2011 Pekka Lundmark, President and CEO Teo Ottola, CFO © 2011 Konecranes Plc. All rights reserved. 1 HIGHLIGHTS OF Q4/10 • Positives – Key macroeconomic indicators continuously positive – Pick-up in Port Cranes boosted Equipment order intake – Continued EBIT margin expansion • Negatives – New equipment orders still relatively low in developed markets Board of Directors proposes a dividend of EUR 1.00 per share © 2011 Konecranes Plc. All rights reserved. 2 CAPACITY UTILIZATION: EU27 AND USA SOURCES: Eurostat (latest data point Q1/11), Federal Reserve Bank of St. Louis (December 2010) © 2011 Konecranes Plc. All rights reserved. 3 CONTAINER TRAFFIC Annual container handling volume Monthly container handling volume SOURCES: Drewry Container Annual 2009/2010, Drewry Freight Shipper Insight (latest data point October 2010) © 2011 Konecranes Plc. All rights reserved. 4 MARKET OUTLOOK AND FINANCIAL GUIDANCE AS OF FEBRUARY 3, 2011 • The demand for maintenance ¾We forecast year 2011 sales and services is expected to be above operating profit to be higher than in last year’s level due to higher 2010 capacity utilization within customer industries • The demand for new equipment is expected to continue to grow in Asia-Pacific and in emerging markets in general. Also, customers in Western Europe and North America are gradually gaining confidence to increase their new equipment investments © 2011 Konecranes Plc. All rights reserved. 5 ABU DHABI PORTS COMPANY (ADPC) RELIES ON KONECRANES • Order of 30 automated stacking cranes (ASC) and a container terminal operating system (TOS) • Order value over EUR 80 million • Delivery in 2012 • Konecranes has a proven solution for ASCs – Earlier delivery of 30 ASCs to Norfolk, Virginia, USA, in operation – 36 ASCs on order for Barcelona, Spain, for delivery in 2012 © 2011 Konecranes Plc. -
ANNUAL REPORT 2020 SMARTER CARGO FLOW for a BETTER EVERYDAY Annual Review Sustainability Financial Review Annual Report 2020 Read More Online Governance
ANNUAL REPORT 2020 SMARTER CARGO FLOW FOR A BETTER EVERYDAY Annual review Sustainability Financial review Annual Report 2020 Read more online Governance Annual review Sustainability Financial review Annual Report 2020 Governance CONTENTS CARGOTEC Annual Review ....................................................................���������������������������������������������������������������������3 Cargotec in brief ....................................................................................... 4 SMARTER CARGO FLOW Business areas ........................................................................................ 5 FOR A BETTER EVERYDAY CEO review .............................................................................................. 6 Highlights of the year ................................................................................ 8 Key figures ............................................................................................... 9 Cargotec is a leading provider of cargo and load Megatrends ............................................................................................ 11 handling solutions with the goal of becoming the Strategy ................................................................................................. 12 leader in sustainable and intelligent cargo handling. Value creation ........................................................................................ 14 Our solutions and services make global trade smarter, better and more sustainable. As leading Sustainability -
Annual Report 2005
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Record-High Adjusted EBITA-% Powered by Excellent Commitment and Execution
Record-high adjusted Interim Report EBITA-% powered by January–September 2020 excellent commitment and execution Q3 Interim Report 2 Q3 January–September 2020 Record-high adjusted EBITA-% powered by excellent commitment and execution This report contains comparison to Konecranes’ historical figures which are Konecranes’ stand-alone financial information as -re ported for 2019. These do not include figures for MHE-Demag as the acquisition of MHE-Demag was completed in January 2020. The combined operations of Konecranes and MHE-Demag started on January 2, 2020. To provide a basis for comparison, this Report contains under separate headings comments to the financial performance of MHE- Demag for the year 2020. Please note that starting from the fourth quarter 2020 any comments on the stand-alone MHE-Demag performance are based on estimates due to the proceeding integration work and legal entity consolidation. Figures in brackets, unless otherwise stated, refer to the same period a year earlier. THIRD QUARTER HIGHLIGHTS JANUARY–SEPTEMBER 2020 • Order intake EUR 565.5 million (715.3), -20.9 percent HIGHLIGHTS (-18.8 percent on a comparable currency basis), orders • Order intake EUR 1,884.0 million (2,386.0), -21.0 per- declined in all Business Areas. Excluding MHE-Demag, cent (-20.3 percent on a comparable currency basis) order intake declined 24.6 percent • Service order intake EUR 694.1 million (765.1), -9.3 • Service annual agreement base value increased 5.9 percent (-8.0 percent on a comparable currency basis) percent (+10.9 percent in comparable currencies) to • Sales EUR 2,242.1 million (2,393.6), -6.3 percent (-5.4 EUR 278.8 million (263.4). -
REACH STACKERS with HEART 2 Konecranes Reach Stackers Remarkable Versatility from CONTAINERS to INDUSTRIAL CARGO
INDUSTRIAL CRANES NUCLEAR CRANES PORT CRANES HEAVY-DUTY LIFT TRUCKS REACH STACKERS SERVICE MACHINE TOOL SERVICE 10–80 tons REACH STACKERS WITH HEART 2 Konecranes Reach Stackers Remarkable versatility FROM CONTAINERS TO INDUSTRIAL CARGO We have a long history of working with container ports and intermodal terminals that are expert buyers and operators of reach stackers. Our container handling customers demand a lot of us, and we have a long track record of meeting their requirements year after year. Larger reach stackers are needed for railroad stacking. To load and unload on more than one track you need a flexible reach stacker with a large lifting capacity and an extended set of functions. You will find a reach stacker in our range that will meet the specific requirements of your terminal. Industrial workhorses We also work with many industrial companies that need customized reach stackers for their specific industry. Our reach stackers are remarkably adaptable to industrial cargo handling. We provide special spreaders incorporating steel grabs, lifting magnets, vacuum grippers, and coil C-hooks among other attachments. What kind of material do you need to lift and move? Contact us. You’ll probably find we have plenty of experience in your industry and can provide the ideal reach stacker. Applications • Container ports and terminals • Automotive • Railroads and intermodal • Oil and gas • Trimodal river handling • Wind power • Transport, shipping, and logistics • Nuclear power • Steel and aluminum • Waste-to-energy This publication is for general informational purposes only. Konecranes reserves the right at any time, without notice, to alter or discontinue the products and/or specifications referenced herein. -
GRI INDEX 2019 SMARTER CARGO FLOW for a BETTER EVERYDAY SUSTAINABILITY ACCOUNTING PRINCIPLES GRI Index 2019
GRI INDEX 2019 SMARTER CARGO FLOW FOR A BETTER EVERYDAY SUSTAINABILITY ACCOUNTING PRINCIPLES GRI index 2019 SUSTAINABILITY ACCOUNTING PRINCIPLES AND REPORTING BOUNDARY AND REPORTING BOUNDARY Cargotec sustainability reporting consists of three documents, the GRI Index 2019, the According to Cargotec’s sustainability accounting principles, newly acquired or built sites GRI CONTENT INDEX Annual Review 2019 and the Financial Review 2019. The information presented in the are being consolidated in the environmental and safety figures after a reasonable period GRI 102 General disclosure Annual Review is a general description of our sustainability work and the operating context of time has passed since the implementation of the Environment, Health and Safety (EHS) throughout the year. It shows the highlights of our sustainability performance, a current management practice. In most cases, this is completed after the first full operational year GRI 103 Management approach status of our targets and future plans. The Financial Review includes our disclosure on non- and after they have gone through the external assurance process. Divested sites are financial issues. included in the reporting boundary until the date of closing the transaction. However, this GRI 200 Economic only applies to sites that have been part of the Group for at least six months. GRI 300 Environmental This GRI Index is published as a separate report on our website. Following the GRI reporting requirements, this report presents the sustainability information in a standardised way and Topic boundaries for the material topics are presented under 102-47 to clarify the topics GRI 400 Social focuses on the disclosures that best reflect our impacts on the topics. -
Corporate Governance Statement 2019
Governance 2019 1 Corporate Governance Statement 2019 Fortum Corporation (FORTUM) has been listed on Nasdaq Helsinki Committee and the Nomination and Remuneration Committee, and the the decision making on economic, environmental and social matters. since 18 December 1998. Fortum’s industrial sector, according to the President and CEO, supported by the Fortum Executive Management. The Audit and Risk Committee, members of the Fortum Executive Global Industry Classification Standard, is Electric Utilities. The State of Further, Fortum has an informal Advisory Council consisting of Management, and other senior executives support the Board of Directors Finland is the majority owner in Fortum with 50.76% of the shares as of representatives of Fortum’s stakeholder groups as invited by the Board of in the decision-making in these matters, when necessary. 31 December 2019. Directors. The Advisory Council aims at advancing Fortum’s businesses Corporate governance at Fortum is based on Finnish laws and the by facilitating a dialogue and exchange of views between Fortum and its General Meeting of Shareholders company’s Articles of Association. Fortum has fully complied with the stakeholders. In 2019, the Advisory Council consisted of 13 representatives The General Meeting of Shareholders is the highest decision-making Finnish Corporate Governance Code 2015 and fully complies with the new of Fortum’s stakeholder groups including three employee representatives. body of Fortum. Every shareholder has the right to attend the General Finnish Corporate Governance Code 2020, which the Securities Market As sustainability is an integral part of Fortum’s strategy and Meeting, propose items to be included on the agenda of the General Association adopted on 19 September 2019 and entered into force operations, the highest decision making on sustainability and climate- Meeting and exercise his/her power of decision in the matters belonging on 1 January 2020. -
Creating the Technology to Connect the World
Nokia Annual Report on Form 20-F 2019 on Form Nokia Annual Report Creating the technology to connect the world Nokia Annual Report on Form 20-F 2019 As filed with the Securities and Exchange Commission on March 5, 2020 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2019 Commission file number 1-13202 Nokia Corporation (Exact name of Registrant as specified in its charter)) Republic of Finland (Jurisdiction of incorporation) Karaportti 3 FI-02610 Espoo, Finland (Address of principal executive offices) Esa Niinimäki, Deputy Chief Legal Officer, Corporate, Telephone: +358 (0) 10 44 88 000, Facsimile: +358 (0) 10 44 81 002, Karakaari 7, FI 02610 Espoo, Finland (Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person) Securities registered pursuant to Section 12(b) of the Securities Exchange Act of 1934 (the “Exchange Act”): Title of each class Trading Symbol(s) Name of each exchange on which registered American Depositary Shares NOK New York Stock Exchange Shares New York Stock Exchange(1) (1) Not for trading, but only in connection with the registration of American Depositary Shares representing these shares, pursuant to the requirements of the Securities and Exchange Commission. Securities registered pursuant to Section 12(g) of the Exchange Act: None Securities for which there is a reporting obligation pursuant to Section 15(d) of the Exchange Act: None Indicate the number of outstanding shares of each of the registrant’s classes of capital or common stock as of the close of the period covered by the annual report. -
FORK LIFT TRUCKS with HEART 2 Konecranes Fork Lift Trucks
INDUSTRIAL CRANES NUCLEAR CRANES PORT CRANES HEAVY-DUTY LIFT TRUCKS FORK LIFT TRUCKS SERVICE MACHINE TOOL SERVICE 10 – 65 tons FORK LIFT TRUCKS WITH HEART 2 Konecranes FORK LIFT TRUCKS What are your requirements? THE RIGHT FORK LIFT TRUCK FOR YOUR JOB Konecranes has hundreds of heavy industry customers around the world and deep knowledge of heavy industry requirements for fork lift trucks. Choose your fork lift according to the weight of the material you need to handle and the diversity of tasks you need it to perform. You will find the right lifting capacity, features and attachments in our range. EXPERIENCE at YOUR SERVICE Konecranes fork lift trucks are remarkably adaptable to industrial material handling. We have a long track record of meeting specialized industrial handling requirements like yours. What is your industry? What kind of material do you need to lift and move? Contact us. You’ll probably find we have lots of experience in your industry and can provide the ideal fork lift truck. Industries we serve • Steel, aluminum and mining • Wood and building materials • Container ports and terminals • Transport, shipping and logistics • Pulp and paper • Concrete, bricks and rock • Automotive • General manufacturing • Oil and gas • Wind power • Nuclear • Waste-to-energy • Shipyards and marinas This publication is for general informational purposes only. Konecranes reserves the right at any time, without notice, to alter or discontinue the products and/or specifications referenced herein. This publication creates no warranty on the part of Konecranes, express or implied, including but not limited to any implied warranty or merchantability or fitness for a particular purpose. -
Digital Game Changers National Growth Project for European Market Leadership the Global Coronavirus Pandemic Has Brought a Major Upheaval for Business and Industry
Digital Game Changers national growth project for European market leadership The global coronavirus pandemic has brought a major upheaval for business and industry. The way we work, optimised value chains and established market positions have changed overnight. The crisis has also altered customer expectations and behaviours. The change is not only due to the business life, the result will be a substantial coronavirus: the maturing of new new growth market for new and future technologies plays a part. The transition competences. has been amplified by the coronavirus Many of these potential future growth areas crisis and recovery package investments are based in Finland. Finland has many will further accelerate this development. factors in its favour. Strengths that we take The old playing field and modes of for granted are gaining global pull. operation are becoming obsolete as new Finland will make its own national choices. business is being developed and the These decisions should fully support the markets are redistributed. We will see new efforts of business and industry to firmly winners. We have a unique opportunity in seize the new opportunities arising from our hands that must not be wasted. the crisis. In practice, the national recovery Pioneering businesses and countries plan must be in line with the policies of our grasping the opportunities created by a European partners and the national growth, transition are best positioned to succeed, education and innovation policy choices grow and create jobs. must allocate resources to the six growth In Finland, the coronavirus crisis has areas. This will stimulate investments in brought out a unique shared national spirit Finland and create new high-value-added of collaboration. -
Wärtsilä Corporation Annual Report 2013 WÄRTSILÄ CORPORATION ANNUAL REPORT 2013
Wärtsilä Corporation Annual report 2013 WÄRTSILÄ CORPORATION ANNUAL REPORT 2013 Table of contents 03 BUSINESS 37 SUSTAINABILITY 125 GOVERNANCE 170 INVESTORS 183 BOARD OF DIRECTORS' REPORT 200 FINANCIALS 2 WÄRTSILÄ CORPORATION ANNUAL REPORT 2013 BUSINESS 03 BUSINESS 18 SHIP POWER 21 Operating environment 04 MESSAGE TO THE 25 Strategy SHAREHOLDERS 26 Ship Power and sustainability 06 THIS IS WÄRTSILÄ 28 Development 2013 07 Operating environment 29 SERVICES 07 Corporate strategy 31 Operating environment 09 Financial targets 32 Strategy 10 POWER PLANTS 33 Services and sustainability 12 Operating environment 34 Development 2013 15 Strategy 35 POWERTECH 16 Power Plants and sustainability 17 Development 2013 3 WÄRTSILÄ CORPORATION ANNUAL REPORT 2013 BUSINESS Message to the shareholders Dear shareholders, For Wärtsilä, 2013 was a year of varying activity within our different end markets. While the improvement in global vessel contracting was significant, power generation markets declined for the second consecutive year. Unfavourable exchange rates and some delayed deliveries at the end of the year led to a slightly weaker than expected net sales development. Profitability on the other hand developed well, reaching 11.2% for the full year. I am pleased with the resilience we have shown in reaching our profitability targets, despite the lower level of sales. Cash flow from operating activities development was strong, increasing to EUR 578 million during the year. Global economic policies and fluctuations in emerging market currencies delayed customer decision-making in the power generation markets. Our Power Plants order intake developed accordingly, decreasing by 15%. 82% of the orders received were for gas based power plants, showing that there is continued demand for our fuel flexible solutions. -
View Annual Report
REPORT ANNUAL Konecranes Annual report 2010 www.konecranes.com lifting Businesses™ Corporate Headquarters Konecranes Plc P.O. Box 661 (Koneenkatu 8) FI-05801 Hyvinkää, Finland Tel +358 20 427 11 Fax +358 20 427 2099 Konecranes is an industry shaping, global group of dynamic Lifting Businesses™. Global Business Area Headquarters We have a strong commitment to provide our customers with products Service Equipment Konecranes Service Corporation Konecranes Finland Corporation and services of unrivalled quality, safety and reliability, which results in P.O. Box 135 (Koneenkatu 8) P.O. Box 662 (Koneenkatu 8) improved efficiency and performance of our customers’ businesses. FI-05801 Hyvinkää, Finland FI-05801 Hyvinkää, Finland Tel +358 20 427 11 Tel +358 20 427 11 Fax +358 20 427 4099 Fax +358 20 427 3009 Through applying both our unique knowledge and technology, and responsive service attitude of never letting the customer down, we are able to develop innovative and integrated lifting solutions that our Regional Headquarters customers can trust. Americas Nordic, Eastern Europe and India Konecranes, Inc. Konecranes Region NEI These solutions help increase customers’ productivity and profitability, 4401 Gateway Blvd. P.O. Box 662 (Koneenkatu 8) Springfield, OH 45502, USA FI-05801 Hyvinkää, Finland thus showing that we are not just lifting things, but entire businesses. Tel +1 937 525 5533 Tel +358 20 427 11 Fax +1 937 325 8945 Fax +358 20 427 3009 Western Europe, Middle East and Africa Asia-Pacific Konecranes Region WEMEA Konecranes (Shanghai) Co., Ltd. P.O. Box 662 (Koneenkatu 8) No. 789 Suide Road FI-05801 Hyvinkää, Finland Putuo District Tel +358 20 427 11 Shanghai, 200331, China Fax +358 20 427 2299 Tel +86 21 6662 9999 Fax +86 21 6363 6145 Corporate responsibility For corporate responsibility matters please contact [email protected] This publication is for general informational purposes only.