Notice of the 7 Ordinary General Meeting Of
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• �V> � -..\ � c:£ �- � �(__j c--..J < 0 ...._ -.. a_ lu Q__ z. '---- � --- --J """ ...._ u c ") ¥ -- VI _.-, lD ""- �c:L 1_ ._,_: Q._ \� \ � � THE NEW YORK TIMES 13.11.90 ..... "-•. " Reports About Refugee Post Draw Reply From U.N. Chief UNITED NATIONS, Nov. 12 (Reu ters) - Secretary General Javier Perez de Cuellar, issued a statement today saying he was "pained and pro foundly irritated" by press reports about his prospective choice ot.a close aide to be the new United Nations High Commissionerfor Refugees. The reports said the United States and other major donor countries felt Mr. Perez de Cu�llar had fjiled to con sult them before picking Virendra Dayal, his chief of staff for eight years,, for the refugee post. The 55-year-old Oxford-educated In dian national would succeed Thorvald Stoltenberg,who is stepping down from the Geneva post after only 10 months to become Deputy Prime Minister and ForeignMinister In the new Norwegian Government. l Mr. Perez de Cuellar, now in Tokyo for · the enthronement of Emperor Akihito, said In a statement issued through a spokeswoman that he was also "disturbed by allegations of 'cronyism' and the Insinuation that he has not been consulting member states." "These allegations have surfaced at a time when he is actively engaged In a processOf such conSUltations," it sai<!: " FROM 1U13B Cll:) 11 00 . I ·. OUTGOING FAX R USB ,• . •' .. :. .. "'. .. ' ,. ·.. ...:· ..: ·.•. .:· �· ,. .. TOz Mr. Dayal COPIES TOa Mr. Aim�, Mr. Picco (Immediately) From: Paul Kavanagh c/o Hotel Okura, Tokyo, Japan Fax No.: (B 1•3) 224 6759 Date: Monday, 12 November 1990 The attached letter was transmitted by telef�x this evening. -
The Okura Prestige Bangkok the Okura Prestige Bangkok Is a Stylish, Luxurious and Contemporary Ve-Star Hotel Offering Unrivalled Levels of Comfort and Convenience
The Okura Prestige Bangkok The Okura Prestige Bangkok is a stylish, luxurious and contemporary ve-star hotel offering unrivalled levels of comfort and convenience. All 240 rooms and suites enjoy impressive views through e-coated triple-glazed windows that insulate against heat and sound. Our restaurants provide outstanding dining options that cater for every social and business occasion. The hotel offers a functional, exible venue for weddings, gala dinners, conferences and other special events, plus a spectacular 25-metre cantilevered swimming pool, tness centre and Okura Spa. Access is easy from the BTS SkyTrain network at Phloen Chit station and there is ample on-site parking. The Okura Prestige Bangkok. The perfect choice for business and leisure travellers. The 240 rooms and suites, located on oors 26 to 34, are designed to meet the needs of business and leisure travellers by combining contemporary, elegant styling with maximum comfort and convenience. Guests appreciate our ne Egyptian cotton bed linen, the at-screen internet TVs and the environmentally-friendly bathroom amenities. Every room enjoys stunning city views through oor-to-ceiling triple glazed windows. Room Type Sqm. No. of Units Deluxe 47 112 Grand Deluxe 43 44 Deluxe Corner 55 24 Okura Club 43 16 Premier Club 57 21 Prestige Club 65 5 Deluxe Suite 80 8 Prestige Suite 97 7 Presidential Suite 156 1 Royal Suite 165 1 Imperial Suite 302 1 Room Facilities • Large at-screen LED TV with internet access and satellite channels • Work desk with multimedia panel • Complimentary LAN and wireless internet access • Bedside touchscreen control panel • Modern Japanese style lavatory with separate room for bathtub and shower • Bespoke bathroom amenities • Fully stocked refreshment cabinet • Coffee maker • Egyptian cotton bed linen • Iron & ironing board • Kettle • Safety box • PressReader (digital newspapers) The Okura Prestige Bangkok provides three fantastic dining options at Up & Above, Elements and our signature Japanese restaurant Yamazato. -
BIG CHALLENGES BIG SOLUTIONS 2121 Pennsylvania Avenue, NW Washington, DC 20433 USA IFC FINANCIALS and PROJECTS 2014
2014 2014 IFC Financials and Projects 2014 CREATING OPPORTUNITY WHERE IT’S NEEDED MOST BIG CHALLENGES BIG SOLUTIONS 2121 Pennsylvania Avenue, NW Washington, DC 20433 USA IFC FINANCIALS AND PROJECTS 2014 202 473 3800 ifc.org Big Challenges. Solutions. 2014 2014 TABLE OF CONTENTS MANAGEMENT’S DISCUSSION AND ANALYSIS 2 Executive Summary 2 Client Services 5 Liquid Assets 11 Funding Resources 11 Risk Management 13 Critical Accounting Policies 18 Results of Operations 20 Governance and Control 26 CONSOLIDATED FINANCIAL STATEMENTS AND INTERNAL CONTROL REPORTS 30 Management’s Report Regarding Effectiveness of Internal Control over External Financial Reporting 30 Auditors’ Report on Management’s Assertion on Effectiveness of Internal Control over External Financial Reporting 32 Consolidated Balance Sheets 34 Consolidated Income Statements 35 Consolidated Statements of Comprehensive Income 36 Consolidated Statements of Changes in Capital 37 Consolidated Statements of Cash Flows 39 Consolidated Statement of Capital Stock and Voting Power 41 Notes to Consolidated Financial Statements 42 Independent Auditors’ Report 100 PROJECT COMMITMENTS 103 INVESTMENT PORTFOLIO — CUMULATIVE GROSS COMMITMENTS BY REGION 124 NOTES AND DEFINITIONS 128 IFC Financials and Projects 2014 2 MANAGEMENT’S DISCUSSION AND ANALYSIS I. EXECUTIVE SUMMARY and other derivative instruments. The Management’s Discussion and Analysis contains forward looking statements which may be International Finance Corporation (IFC or the Corporation) is the identified by such terms as “anticipates,” “believes,” “expects,” largest global development institution focused on the private sec- “intends,” “plans” or words of similar meaning. Such statements tor in developing countries. Established in 1956, IFC is owned by involve a number of assumptions and estimates that are based on 184 member countries, a group that collectively determines its poli- current expectations, which are subject to risks and uncertainties cies. -
Business Combinations and Changes in Ownership Interests
25263 bd IFRS3 IAS27:25263 IFRS3/IAS27 bd 4/7/08 10:02 Page a Business combinations and changes in ownership interests A guide to the revised IFRS 3 and IAS 27 Audit.Tax.Consulting.Financial Advisory. 25263 bd IFRS3 IAS27:25263 IFRS3/IAS27 bd 4/7/08 10:02 Page b Contacts Global IFRS leadership team IFRS global office Global IFRS leader Ken Wild [email protected] IFRS centres of excellence Americas Robert Uhl [email protected] Asia Pacific Hong Kong Melbourne Stephen Taylor Bruce Porter [email protected] [email protected] Europe-Africa Copenhagen Johannesburg London Paris Jan Peter Larsen Graeme Berry Veronica Poole Laurence Rivat [email protected] [email protected] [email protected] [email protected] Deloitte’s www.iasplus.com website provides comprehensive information about international financial reporting in general and IASB activities in particular. Unique features include: • daily news about financial reporting globally. • summaries of all Standards, Interpretations and proposals. • many IFRS-related publications available for download. • model IFRS financial statements and checklists. • an electronic library of several hundred IFRS resources. • all Deloitte Touche Tohmatsu comment letters to the IASB. • links to several hundred international accounting websites. • e-learning modules for each IAS and IFRS – at no charge. • complete history of adoption of IFRSs in Europe and information about adoptions of IFRSs elsewhere around the world. • updates on developments in national accounting standards. 25263 bd IFRS3 IAS27:25263 IFRS3/IAS27 bd 4/7/08 10:02 Page c Contents 1. Introduction 1 1.1 Summary of major changes 1 1.2 Convergence of IFRSs and US GAAP 3 2. -
Equity Method and Joint Ventures Topic Applies to All Entities
A Roadmap to Accounting for Equity Method Investments and Joint Ventures 2019 The FASB Accounting Standards Codification® material is copyrighted by the Financial Accounting Foundation, 401 Merritt 7, PO Box 5116, Norwalk, CT 06856-5116, and is reproduced with permission. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. As used in this document, “Deloitte” means Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Tax LLP, and Deloitte Financial Advisory Services LLP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2019 Deloitte Development LLC. All rights reserved. Other Publications in Deloitte’s Roadmap Series Business Combinations Business Combinations — SEC Reporting Considerations Carve-Out Transactions Consolidation — Identifying a Controlling Financial Interest -
GAO-04-34R Issues Relating to Foreign Investment and Control Of
United States General Accounting Office Washington, DC 20548 October 30, 2003 The Honorable Trent Lott Chairman The Honorable John D. Rockefeller Ranking Minority Member Subcommittee on Aviation Committee on Commerce, Science, and Transportation United States Senate Subject: Issues Relating to Foreign Investment and Control of U.S. Airlines In May 2003, the Bush Administration proposed amending the legislation that currently restricts foreign ownership of U.S. airlines, raising the allowable percentage of total foreign ownership of voting stock in U.S. airlines from 25 to 49 percent. The Department of Transportation (DOT) suggested that implementing this amendment could provide significant benefits to U.S. consumers and airlines, particularly by providing access to additional capital, which would help the financial health of the industry. DOT and the Department of State also maintain that these new limitations would bring the United States in line with current foreign ownership laws of the European Union (EU). Concerned about the effect that changes in foreign ownership and control requirements might have on the aviation industry, national interests, and consumers—and recognizing that we examined this issue in 1992 when DOT earlier proposed increasing the level of foreign ownership—you asked us to discuss two related topics: (1) current proposals to revise U.S. limits on foreign ownership and control, including information on current shareholders and past examples of efforts by foreign interests to purchase significant equity in U.S. air carriers and (2) whether key analytic issues raised in our 1992 report on foreign ownership and control remain relevant.1 This report summarizes the information we provided to Committee staff during our June 25, 2003, briefing pursuant to your request. -
Annual Report 2018
[ On[ Onthe the Cover Cover ] ] BountifulBountiful nature nature and and values values generatedgenerated therein therein are arerendered rendered as as beadsbeads of dew/waterof dew/water on ona petal. a petal. Also,Also, the the geometric geometric pattern pattern representsrepresents the the increasingly increasingly complex complex andand diverse diverse roles roles we weare areto play.to play. [ Inquiri[ Inquiries ]es ] TAISEITAISEI CORPO CORPORATIONRATION CSRCSR Promotion Promotion Section, Section, CorporateCorporate Communication Communication Departmen Department , t , CorporateCorporate Planning Planning Office Office E-maiE-mail : [email protected] : [email protected] URLp URL : http://www.taisei.co.jp/english/ : http://www.taisei.co.jp/english/ 1809.1800.T.S1808.15000.T.S 1809.1800.T.S1808.15000.T.S 005_0356501373008.indd005_0356501373008.indd 1-3 1-3 2018/09/192018/09/19 13:18:10 13:18:10 To Create a Vibrant Environment for All Members of Society The Taisei Group creates “safe, secure, and attractive spaces” and “high value” in harmony with the nature, and strives to build a global society filled with dreams and hopes for the next generation. The Taisei Group is rich inactive, diverse human resources working at various sites. At the site of (tentative name) Toranomon 2-10 Project of Tokyo Office, Hotel Okura Tokyo Building Reconstruction Project, we engage in the “Kensetsu Komachi” initiative, which is promoted by the Japan Federa- tion of Construction Contractors, for different activities intended to create a “comfortable workplace” through the synergy of both men and women working at the same workplace. In recognition of such efforts, we won the 3rd Kensetsu-komachi Empowerment Award of Excellence sponsored by the Japan Federation of Construction Contractors in 2017. -
Annual Report 2020
ANNUAL REPORT 2020 PHILOSOPHY To Create a Vibrant Environment for All Members of Society The Taisei Group creates “safe, secure, and attractive spaces” and “high value” in harmony with the nature, and strives to build a global society filled with dreams and hopes for the next generation. Taisei Spirit Action Guidelines for Taisei Personnel and the Taisei Group as a Whole We value diversity and, through open and active communication lines and ❶● Cultivating an open corporate culture Active and networks both internal and external to the Taisei Group, seek to cultivate Securing a pleasant working environment Transparent ❷● a transparent and active corporate culture in which all of our officers and Culture ❸● Respect for fundamental human rights employees are able to reach their full potential. and diversity Not limited to our understanding of society at large, we carefully take into ❹● Creating a vibrant environment for all account the needs of our clients and using all of the technology and members of society Value know-how at our disposal, together with our passion for innovation and ● Striving to create value Creation ❺ ingenuity, seek to construct innovative and valuable engineering projects ❻● Pursuing customer satisfaction that inspire and impress our clients. ❼ Ensuring and improving safety and quality We aim to instill within the Taisei Group the Japanese tradition of monozukuri ❽● Respect for traditions Evolution (precise, superb craftsmanship) and continually challenge ourselves to Promoting partnerships with subcon- of ❾● provide ever more valuable contributions to society and ensure our continued tractors and suppliers Tradition development and growth as a respected corporate group. ❿ Promoting environmental conservation and creation ⓫● Communication with local communities The Taisei Group engages in corporate activities as a group of ⓬ Conduct in the international community professionals who are cheerful, enthusiastic, sincere, and disciplined ⓭ Appropriate disclosure of information as corporate citizens. -
Comment Letter
October 19, 2010 Via e‐mail: rule‐[email protected] Elizabeth M. Murphy Secretary U.S. Securities and Exchange Commission 100 F Street, NE Washington DC 20549‐1090 Re: File No. S7‐14‐10, Concept Release on the U.S. Proxy System Dear Ms. Murphy: This Letter is submitted in response to the Commission's request for comments on its release captioned “Concept Release on the U.S. Proxy System,” issued on July 14, 2010 (the “Release”). The Release seeks public comment on various aspects of the U.S. proxy system. In particular, Part V‐C of the Release identifies a “decoupling” phenomenon (also known as “empty voting”) that arises when a stakeholder’s voting rights substantially exceed his economic interest in the company. Among other things, the Release requests information on the myriad ways in which empty voting can occur, and its nature, extent, and effects on shareowner voting and the proxy process. I am the Program Director for the Investor Responsibility Research Center Institute (“IRRC Institute”), whose mission is to provide thought leadership at the intersection of corporate responsibility and the informational needs of investors. The IRRC Institute has an interest in understanding the implications of empty voting and how it may affect corporate governance, investors’ confidence in the capital markets and the real economy. With that objective, the IRRC Institute commissioned The Arthur and Toni Rembe Rock Center for Corporate Governance at Stanford University to produce a report (the “Report”) that highlights the different manifestations of the decoupling problem in the corporate governance, securities regulation, and bankruptcy arenas. -
Hotel Okura Tokyo to Be Reborn As the Okura Tokyo in September 2019 —508-Room Luxury Hotel Will Fuse Tradition and Innovation Advanced Bookings from April 2019 —
For Immediate Release Hotel Okura Tokyo to be Reborn as The Okura Tokyo in September 2019 —508-room luxury hotel will fuse tradition and innovation advanced bookings from April 2019 — TOKYO, JAPAN, June 25, 2018—Hotel Okura Co., Ltd. announced today the much-anticipated opening of The Okura Tokyo in early September of 2019, replacing the highly reputed but aging Hotel Okura Tokyo. The Okura Tokyo will reprise the former Hotel Okura Tokyo’s famed traditional Japanese beauty as well as its cherished simplicity and elegance to offer a new combination of “traditional luxury” and “contemporary luxury.” A total of 508 luxury rooms will be available in two buildings on the spacious central-Tokyo Okura property, about half of which will be covered with lush gardens and greenery. Advanced reservations for individuals will be accepted from April 2019; reservations for meetings, incentives, conferences and exhibitions will be possible from September 2018. The smaller of the two buildings, The Okura Heritage Wing, which will have its own reception, will be a 75-meter, 17-story structure with refreshing views of gardens and greenery on three sides. The Wing will be a top-end luxury hotel with a tasteful, classically Japanese atmosphere. The beloved Yamazato Japanese restaurant will make its awaited return, as will the renowned Chosho-an tea ceremony room, making the Wing the perfect choice for special gatherings in elegant Japanese settings. The larger Okura Prestige Tower will be a 188-meter, 41-story structure combining premium quality accented with refined Japanese aesthetics. Guest rooms will begin on the 28th floor, affording wonderful vistas of Tokyo from every room. -
New Consolidation Guidance Will Affect Investment Advisers and Investment Companies
New Consolidation Guidance Will Affect Investment Advisers and Investment Companies By: Marshall Harvey, CPA, CFE and Elena Harrill, CPA In February 2015, The Financial Accounting Standards Board (FASB) issued ASU 2015-02, Consolidation (Topic 810) - Amendments to the Consolidation Analysis. This update will require investment advisers, other related entities and investors in investment companies to re-evaluate the need to consolidate certain variable interest entities (VIEs). There are two primary models for determining whether consolidation is appropriate: • The voting interest entity model • The variable interest entity model Under the voting interest entity model, the usual condition for controlling financial interest of investment companies formed as limited partnerships or similar entities is ownership by one limited partner or member, directly or indirectly, of more than 50% of the entities kick-out rights through voting interests. Under the VIE model, a controlling financial interest is assessed differently than under the voting interest entity model. The difference in assessment is required because a controlling interest may be achieved other than by ownership of voting interests. A controlling financial interest in the VIE model requires both of the following: • The power to direct the activities that most significantly impact the VIE’s economic performance • The obligation to absorb losses of the VIE that could potentially be significant to the VIE A reporting entity with a controlling interest in a VIE is referred to as the primary beneficiary. Is a Limited Partnership a VIE? The ASU amends the conditions used to evaluate whether an entity is a VIE. The ASU provides a model for limited partnerships and similar entities to evaluate whether equity investors as a group have the power to direct the activities that most significantly affect the entity’s economic performance. -
Regulation LL and Recent Developments Under the Federal Reserve Board’S Control Rules: Issues for All Holding Companies and Investors
November 2011 Regulation LL and Recent Developments Under the Federal Reserve Board’s Control Rules: Issues for All Holding Companies and Investors BY V. GERARD COMIZIO & HELEN Y. LEE Introduction The federal banking laws require that appropriate regulatory approvals must be obtained before an individual or company may take actions to directly or indirectly “control” a bank or savings association.1 These rules impact both bank and thrift holding companies as well as their investors. Recent actions taken by the Federal Reserve Board and its staff (the “Board”) significantly impact the application of these rules: (1) for investors in thrift institutions, by means of the Board’s adoption of Regulation LL in new Part 238 of Title 12 of the Code of Federal Regulations, as described below; and (2) for all minority investors in banking organizations, by means of the Board’s increased focus on and scrutiny of minority stock investments below the 10% threshold under Regulations Y2 and LL. On August 12, 2011, the Board, in its new role as the regulator of savings and loan holding companies (“SLHCs”), issued an interim final rule establishing Regulation LL (“Interim Final Rule”),3 which sets forth regulations generally governing SLHCs, as modified from the regulations previously administered by the former Office of Thrift Supervision pursuant to the Home Owners’ Loan Act (“HOLA”)4 and other federal statutes. In particular, Regulation LL modifies the regulations previously used by the OTS for purposes of determining when a company or natural person