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Annual Report 2012
BRINGING How we have performed KNOWLEDGE FIN ANCIAL HIGHLIGHTS • Record adjusted diluted EPS up 7.7% to 40.7p (2011: 37.8p), ahead of market expectations TO LIFE • Full year dividend increased by 10.1% – second interim dividend of 12.5p giving a total 2012 dividend of 18.5p (2011: 16.8p) Businesses, professionals and • Revenue broadly flat despite Robbins Gioia and European academics worldwide turn to Informa Conference disposals – £1.23bn (2011: £1.28bn) for unparalleled knowledge, up-to- • Adjusted operating profit up 4.0% to £349.7m the minute information and highly (2011: £336.2m); organic growth of 2.8% specialist skills and services. • Record adjusted operating margin of 28.4% (2011: 26.4%) Our ability to deliver high quality • Adjusted profit before tax of £317.4m up 7.3% (2011: £295.9m) knowledge and services through • Statutory profit after tax of £90.7m (2011: £74.3m) multiple channels, in dynamic and rapidly changing environments, • Strong cash generation – operating cash flow up 5.7% to £329.0m (2011: £311.2m) makes our offer unique and • Balance sheet strength maintained – net debt/EBITDA extremely valuable to individuals ratio of 2.1 times (2011: 2.1 times) and organisations. OPEAI R T ONAL HIGHLIGHTS • Proactive portfolio management drives significant Annual Report & Financial Statements for the year ended December 31 2012 improvement in the quality of Group earnings • Total product rationalisation reduced Group revenue by 2% • Investment in new products, geo-cloning and platform development • Acquisition of MMPI and Zephyr -
Beijing Hits Back After US Treasury Labels China a Currency Manipulator
BUSINESS WITH PERSONALITY HEARTBREAK BLAST FROM THE PAST HOTEL WHEN A NEW SUPERCHARGED HOLIDAYS GO £90K CLASSIC MINI P18 WRONG P17 WEDNESDAY 7 AUGUST 2019 ISSUE 3,430 CITYAM.COM FREE CRYIN’ KING Disney investors GOVE POINTS tearful despite box office success THE FINGER CATHERINEAT NEILAN BRUSSELSthe backing of the Commons. ratification of the withdrawal agree- “We can’t have a deal that doesn’t ment, or further extension or revoca- @CatNeilan command the confidence of the gov- tion of Article 50... [I am] certainly not THE UK has accused the EU of refusing ernment, the parliament and the fatalistic about that. to budge on Brexit negotiations and in- country and that is why we have been “Our position is that the withdrawal sisted the bloc “must change its clear with the European Union that agreement, including the backstop is stance” if a no-deal exit is to be dodged. we need a new approach,” he closed, but there is always room for Ireland’s Leo Varadkar yesterday responded. talks and negotiations. We have said said he was confident a no-deal Brexit “We stand ready to engage with the we can certainly make changes to the could still be avoided, despite EU to negotiate in good faith… political declaration, and we have Prime Minister Boris Johnson We will put all our energy demonstrated before to offer clarifica- stressing the UK will leave into making sure we can tions as we did at the request of Prime the European Union “do secure that good deal. Minister May in the past.” or die”, come 31 Octo- “At the moment it’s Yesterday the pound hit its lowest ber. -
Introduction to Ascential Our Investment Case
INTRODUCTION TO ASCENTIAL OUR INVESTMENT CASE Clear long-term vision. Helping leading global brands connect with their customers in a data-driven world. Structural growth. Demand for information, data & analytics driven by growth of digital commerce. Market leaders. We are leaders, with a unique blend of specialisms, in the high growth areas in which we operate. Robust business model. High recurring and repeat revenue, with more than 50% revenues from digital subscription and platforms, across diverse global customer base. Attractive financial profile. Track record of high single digit revenue growth, strong margins and cash generation, supported by sound capital allocation. Introduction to Ascential 2 OUR CUSTOMER PROPOSITION Our information products and platforms support our customers to do three simple things… CREATE THE RIGHT MAXIMISE THE OPTIMISE DIGITAL PRODUCTS BRAND MARKETING COMMERCE IMPACT Know which products Know how to get Know how to execute the consumer wants maximum creativity with with excellence on the tomorrow. optimised media. winning platforms. 1. 2. 3. Introduction to Ascential 3 SEGMENTAL OVERVIEW –2019 Segment Revenue % Revenue1 Growth1 EBITDA2 Margin Business Model Advisory 10% Digital Subscriptions Product £86m 21% +8% £36m 42% & Platforms 90% Design Digital Subscriptions Advisory & Platforms 11% Marketing £136m 32% +9% £51m 37% 37% Events 52% Advisory 6% Digital Subscriptions & Sales - Platforms 94% Digital £90m 22% +21% £13m 15% Commerce Sales - Digital Subscriptions & Events Platforms 4% Non Digital £68m 16% -
VOLUME II Public School Code of 1949 Goods and Services Expenditures Fiscal Year 2017-2018
Public School Code of 1949 Goods and Services Expenditures Fiscal Year 2017-2018 VOLUME II Temple University Financial Disclosure Report Purchase of Goods and Services Contracts Notes and Definitions The following report provides the required disclosures for reporting the purchase of goods and services contracts. The University’s Banner Finance System does not include data enabling the distinction between the purchases of goods and services. Therefore, a single report is provided that includes both. Expenditures are categorized in the attached report using the following categories: General Supplies & Services: o General supplies, expendable equipment and software. Health Service Programs: o Animal lab, professional billing and other outside professional services. Insurance: o Malpractice, property, general liability, and employees insurances. Interest & Taxes: o Bond interest, real estate tax and debt service costs. Library: o Books, electronic periodicals, subscriptions and film. Professional Fees & Contracts: o Auditing, legal and collection fees and subcontracts. Property, Plant & Equipment: o Capital equipment, buildings and building improvements. Rent: o Equipment, building and office rentals. Repairs & Maintenance: o Equipment repair, maintenance of buildings and grounds. Telecommunications: o Telephone equipment, data communications and cellular services. Travel: o Travel agency fees, foreign and domestic travel expenses. Utilities: o Electric, gas, water, sewer, steam, chilled water and other miscellaneous utilities expenses. Each entry provides the category into which the purchase falls, the vendor name and address and the amount of the purchase. There is no more than one entry per vendor for a single category within a responsibility center. Purchases of goods and services in the Disclosure Report include those which equal or exceed $1,000 for each vendor from all Budgeted Operating Funds including Temple University Physicians. -
Pioneering Tool to Manage Media Industry's Digital Carbon Footprint 13 January 2020
Pioneering tool to manage media industry's digital carbon footprint 13 January 2020 industry understand and manage the carbon impact of digital media. Mapping the carbon footprint of digital services like advertising, publishing and broadcasting is difficult because the underlying technological systems are hugely complex and constantly shifting. Media content passes through content delivery networks, data centres, web infrastructure and user devices, to name just a few, with each element of the delivery chain having different owners. With climate change high on the agenda, DIMPACT The online tool with help media industry manage its will allow participating companies to understand digital carbon footprint. Credit: Pixabay/ University of their 'downstream' carbon impacts, right through to Bristol the end-user. This, in turn, will enable more informed decision-making to reduce the overall carbon footprint of digital services. A collaboration between computer scientists at the University of Bristol and nine major media "We know that more and more of our interactions companies, including ITV and BBC, will help the happen online, and screens play an ever more media industry understand and manage the important role in our lives. We can say with significant carbon impacts of digital content. absolute certainty that the digital economy will continue to grow. What we don't know is how those The 12-month collaboration, facilitated by modes of digital consumption translate into carbon sustainability experts, Carnstone, will see impacts and where the 'hotspots' reside. DIMPACT University of Bristol researchers working with will change that," said Christian Toennesen, Senior sustainability and technology teams at the BBC, Partner at Carnstone and DIMPACT's initiator and Dentsu Aegis Network, Informa, ITV, Pearson, product manager. -
Financial Times Enterprise Tools Guide
FINANCIAL TIMES ENTERPRISE TOOLS GUIDE INTRODUCTION 1 01.1 What is Enterprise Tools? 2 01.2 Why Enterprise Tools? 3 01.3 Who is Enterprise Tools for? 3 ACCESS 4 02.1 Who can access Enterprise Tools? 5 02.2 How do you access Enterprise Tools? (Two-Factor Authentication) 5 FEATURES 10 03.1 Your Overview 12 03.2 Manage Users 14 03.3 Select Topics 17 03.4 Usage Insights 20 ABOUT & CONTACT 26 CONTENTS INTRODUCTION 1 HERE ARE THE KEY THINGS TO KNOW ABOUT ENTERPRISE TOOLS. 01.1 WHAT IS ENTERPRISE TOOLS? Enterprise Tools is a simple, secure, easy-to-use platform that enables the administrators of an organisation’s FT licence to manage users and select topics for them to follow, and review actionable usage insights. We’ve created a dedicated dashboard for each of these key features: Manage Users, Select Topics and Usage Insights. When you make the most of these, you can: Manage your FT licence - quickly and easily See an instant overview of the current status of your licence, so you’re always up to date Add or remove users and reset passwords, in an instant Share relevant content with users Share relevant, personalised content with individuals and teams, so they can make informed decisions – fast Save time and eort finding and collating content, so you can serve your organisation eectively View data on your licence usage Discover relevant, insightful metrics that bring you clarity and understanding Track usage and uptake against a wide variety of metrics Review, measure and report on return on investment – in moments 2 01.2 01.3 WHY ENTERPRISE WHO IS TOOLS? ENTERPRISE TOOLS FOR? We’re constantly gathering feedback and improving our service, to bring our customers Enterprise Tools is for anyone who has the best experience. -
Wolters Kluwer Governance Roadshow
Wolters Kluwer Governance Roadshow Selection & Remuneration Committee of the Supervisory Board of Wolters Kluwer September, 2020 Governance Roadshow, September 2020 1 Forward-looking statements This presentation contains forward-looking statements. These statements may be identified by words such as "expect", "should", "could", "shall", and similar expressions. Wolters Kluwer cautions that such forward-looking statements are qualified by certain risks and uncertainties that could cause actual results and events to differ materially from what is contemplated by the forward-looking statements. Factors which could cause actual results to differ from these forward-looking statements may include, without limitation, general economic conditions, conditions in the markets in which Wolters Kluwer is engaged, behavior of customers, suppliers and competitors, technological developments, the implementation and execution of new ICT systems or outsourcing, legal, tax, and regulatory rules affecting Wolters Kluwer's businesses, as well as risks related to mergers, acquisitions and divestments. In addition, financial risks, such as currency movements, interest rate fluctuations, liquidity and credit risks could influence future results. The foregoing list of factors should not be construed as exhaustive. Wolters Kluwer disclaims any intention or obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. Growth rates are cited in constant currencies unless otherwise noted. -
Media Metrics the State of UK Media and Entertainment 2016
Media Metrics The state of UK media and entertainment 2016 www.deloitte.co.uk/mediametrics #mediametrics 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 Foreword 1 The state of UK media and entertainment 2 The UK media and entertainment sector in numbers 4 Local vs global: there’s no place like home 11 Ad funded vs paid for: where does the money come from? 15 Physical vs online: physical pounds to digital pennies? 19 Specialised vs diversified: diversify for revenue, focus for profit 23 Creators vs distributors: valuing the end-to-end trend 27 Aquisitive vs organic: when to build and when to buy? 31 Research methodology 34 Contacts 36 Endnotes 37 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. Foreword Deloitte’s Media Metrics identifies and ranks the UK’s top 100 media and entertainment companies by scale. It is the definitive media power list for the UK today. We have analysed audited data on the 100 largest media and entertainment companies in the UK. Collectively they generate £87bn in annual revenue. We project they will break the £100bn level within the next five years. This is a transformative period for the media and entertainment industry. In a year when the fundamental purpose of the BBC was challenged, when physical book sales in the UK actually rose against expectations, when the Independent became the first national newspaper to move completely online, and when half of the world’s top 10 ten best-selling music artists were from the UK, we can see waves of change washing over many different media and entertainment sectors. -
Ftse4good UK 50
2 FTSE Russell Publications 19 August 2021 FTSE4Good UK 50 Indicative Index Weight Data as at Closing on 30 June 2021 Index weight Index weight Index weight Constituent Country Constituent Country Constituent Country (%) (%) (%) 3i Group 0.81 UNITED GlaxoSmithKline 5.08 UNITED Rentokil Initial 0.67 UNITED KINGDOM KINGDOM KINGDOM Anglo American 2.56 UNITED Halma 0.74 UNITED Rio Tinto 4.68 UNITED KINGDOM KINGDOM KINGDOM Antofagasta 0.36 UNITED HSBC Hldgs 6.17 UNITED Royal Dutch Shell A 4.3 UNITED KINGDOM KINGDOM KINGDOM Associated British Foods 0.56 UNITED InterContinental Hotels Group 0.64 UNITED Royal Dutch Shell B 3.75 UNITED KINGDOM KINGDOM KINGDOM AstraZeneca 8.25 UNITED International Consolidated Airlines 0.47 UNITED Schroders 0.28 UNITED KINGDOM Group KINGDOM KINGDOM Aviva 1.15 UNITED Intertek Group 0.65 UNITED Segro 0.95 UNITED KINGDOM KINGDOM KINGDOM Barclays 2.1 UNITED Legal & General Group 1.1 UNITED Smith & Nephew 0.99 UNITED KINGDOM KINGDOM KINGDOM BHP Group Plc 3.2 UNITED Lloyds Banking Group 2.39 UNITED Smurfit Kappa Group 0.74 UNITED KINGDOM KINGDOM KINGDOM BT Group 1.23 UNITED London Stock Exchange Group 2.09 UNITED Spirax-Sarco Engineering 0.72 UNITED KINGDOM KINGDOM KINGDOM Burberry Group 0.6 UNITED Mondi 0.67 UNITED SSE 1.13 UNITED KINGDOM KINGDOM KINGDOM Coca-Cola HBC AG 0.37 UNITED National Grid 2.37 UNITED Standard Chartered 0.85 UNITED KINGDOM KINGDOM KINGDOM Compass Group 1.96 UNITED Natwest Group 0.77 UNITED Tesco 1.23 UNITED KINGDOM KINGDOM KINGDOM CRH 2.08 UNITED Next 0.72 UNITED Unilever 7.99 UNITED KINGDOM KINGDOM -
FINANCIAL TIMES LTD V UNITED KINGDOM
[2010] E.M.L.R. 21 533 FINANCIAL TIMES LTD v UNITED KINGDOM European Court of Human Rights (Fourth Section) Application 821/03 Judges Lech Garlicki (President), Nicholas Bratza, Giovanni Bonello, Ljiljana Mijović, David Thór Björgvinsson, Ledi Bianku, Mihai Poalelungi: November 24, 20091 [2010] E.M.L.R. 21 Disclosure orders; Financial journalism; Freedom of expression; Press; Sources of information H1 European Convention on Human Rights arts 6, 8, 10—disclosure of journalistic source—right to freedom of expression—need for flexibility in applying rule requiring exhaustion of domestic remedies—importance of protection of journalistic sources for the maintenance of a free and effective press—relevance of the conduct or motive of the source—relevance of steps taken by journalists to verify accuracy of information—no order to be made if less invasive alternative available. H2 The applicants were the Financial Times Ltd, Independent News & Media Ltd, Guardian Newspapers Ltd, Times Newspapers Ltd and Reuters Group Plc. H3 On October 30, 2001 the board of Interbrew SA, a Belgian brewing group, instructed its investment bankers, Goldman Sachs and Lazard, to carry out work on the possibility of a future acquisition by Interbrew of South African Breweries plc (“SAB”). Goldman Sachs produced a document which was confidential and contained data likely to affect the share prices of Interbrew and of SAB. The document formed the basis of a presentation to Interbrew’s internal mergers and acquisitions department on November 20, 2001. About a week later, copies of a document (“the leaked document”) were sent to each of the applicants (apart from the Independent) by an unknown source. -
Bbc Studios' Tim Davie & Amc Networks' Josh
15-18 October 2018, Palais des Festivals, Cannes, France Press Release BBC STUDIOS’ TIM DAVIE & AMC NETWORKS’ JOSH SAPAN TO KEYNOTE AT MIPCOM 2018 CONFERENCES TO TRACK ‘THE BIG SHIFT’ (From left to right Tim Davie - BBC Studios & Josh Sapan - AMC Networks) Paris, 02 July 2018 – Reed MIDEM today announces that the conference theme for MIPCOM 2018 is “THE BIG SHIFT,” to be explored by the first two confirmed keynote speakers, Tim Davie, CEO of BBC Studios, and Josh Sapan, President and CEO of AMC Networks. The world’s entertainment content market, MIPCOM takes place in Cannes, France, from 15-18 October. This year, MIPCOM takes as its overarching conference theme “THE BIG SHIFT,” which sets out to examine the paradigm shifts affecting the content creation, distribution and monetisation – a topic that will be tackled by a string of top-level industry figures. The merger of BBC Studios and BBC Worldwide has brought together Great Britain’s most awarded TV production house and Europe’s biggest distribution business into a single integrated company, which also has relationships with many of the UK’s most creative independents. At MIPCOM, Tim Davie, CEO of BBC Studios, will set out the ambitions of the new company, discussing its approach to strategic partnerships as well as exclusively showcasing some of its latest premium content. His keynote is scheduled for Monday 15 October. During his tenure as President and CEO of AMC Networks, Josh Sapan has been the driving force behind establishing AMC Networks as a global creative powerhouse consisting of several leading entertainment brands including US cable networks AMC, BBC AMERICA, IFC, SundanceTV and WE tv, as well as AMC Studios, streaming platforms AMC Premiere, Sundance Now and Shudder, independent film label IFC Films, and AMC Networks International, the company’s worldwide programming and distribution division. -
Thomson Reuters Must Addresses Human Rights Risks in Its Transition to a Technology & AI Business
INVESTOR BRIEF: TSX, NYSE: TRI May 7, 2021 Thomson Reuters Must Addresses Human Rights Risks in its Transition to a Technology & AI Business Shareholder Proposal Trust Principles, then by what principles is it being guided? Thomson Reuters has said in the past that the Trust Principles “underpin our The B.C. Government and Service Employees’ Union (BCGEU) has business decisions and our commercial principles”. filed a shareholder proposal to be considered at Thomson Reuters’s 2021 annual general meeting of shareholders on June 9, 2021. The Since the Trust Principles have been embedded into Thomson Proposal asks the board to ensure human rights risks are being Reuters articles and share structure, BCGEU has been advised that adequately assessed and mitigated. any movement away from the Trust Principles will require Thomson Reuters to conduct a shareholder vote. Thomson Reuters has evolved from historically a media company into a technology company. The announcement of its “Change Program” Failure to Invoke the UNGPs in 2021 embraces this change. The Company will increasingly rely on Artificial Intelligence and machine learning to grow revenues. Thomson Reuters says there is no uniform approach to addressing Thomson Reuters has increased the size of its government business human rights risk, and as such has not adopted any approach. However, by over 150% in the last 5 years.1 It sees its U.S. government business its true peers (including Microsoft, Amazon, IBM, Wolters Kluwer, RELX a key driver for growth, estimating the U.S. government market