Bertelsmann University Communications HR Coordination & Audit Tax Shared Services

Total Page:16

File Type:pdf, Size:1020Kb

Bertelsmann University Communications HR Coordination & Audit Tax Shared Services First Information about Divisions Exchange Initiative Corporate Center Corporate Center: Executive Board and Departments CEO CFO CHRO Corporate Controlling & Corporate Treasury & Corporate HR, Strategy Finance Executives & Talent Corporate Accounting Bertelsmann University Communications HR Coordination & Audit Tax Shared Services Legal Mergers & Acquisitions Growth Regions 2 Bertelsmann · Exchange Initiative How to find out more about Corporate Center When you are interested in applying for an exchange at Corporate Center, you could search for more information at: https://www.bertelsmann.com/company/corporate-center/guetersloh/ Or contact Christina Hukemann ([email protected]) What I love most about Corporate Center is working together with highly motivated experts from different departments, our lunch culture and the appreciative way of working with each other. 3 Bertelsmann · Exchange Initiative Penguin Random House Penguin Random House – World’s largest consumer book publisher €3,361m €537m Revenues Operating EBITDA 10,594 New York Employees Headquarters • More than 250 editorially independent imprints across six continents • More than 15,000 new books published worldwide per year • Sells nearly 800 million copies in print, audio, and digital formats annually • More than 60 Nobel Prize Laureates • 45 imprints • 585 titles on the “New York Times” bestseller lists in 2016, • About 200 new books published 101 of them at number one monthly • Bertelsmann‘s stake: 75 percent (25 percent owned by Pearson plc) • More than 60 million copies in print, audio and digital 5 Bertelsmann · Exchange Initiative Penguin Random House – World’s largest consumer book publisher Authors Bestseller Publishers 6 Bertelsmann · Exchange Initiative Penguin Random House – World’s largest consumer book publisher North America Europe Latin America Africa, Asia, Australia Global 7 Bertelsmann · Exchange Initiative How to find out more about Penguin Random House When you are interested in applying for an exchange at Penguin Random House, you could search for more information at: http://careers.penguinrandomhouse.com/about-us/ https://www.bertelsmann.com/divisions/penguin-random-house/#st-1 https://www.facebook.com/PenguinRandomHouse Or contact Ann Fedeli ([email protected]) What I love most about Penguin Random House is our employee-focused culture. We truly believe that our employees are at the heart of what we do and that is evident in how we treat them. 8 Bertelsmann · Exchange Initiative Gruner + Jahr Gruner + Jahr – One of Europe’s Largest Magazine Publishers €1,580m €137m Revenues Operating EBITDA 10,877 Hamburg Employees Headquarters • Gruner + Jahr produces media products for the digital society. With more than 500 magazines and digital offerings in more than 20 countries, G+J is one of the largest magazine publishers in Europe. • G+J stands for independent, credible content of the highest quality. • In 2016, G+J received more than 200 prizes and awards. • G+J owns 59.9 percent of Motor Presse Stuttgart, one of the largest special-interest magazine publishers in Europe. 10 Bertelsmann · Exchange Initiative Gruner + Jahr – Organization G + J Germany e.g. Stern, Brigitte, Chefkoch Gruner + Jahr G + J GmbH & Co KG International Bertelsmann SE: e.g. Prisma Media 100% (Paris) Holdings e.g. Motor Presse Stuttgart, DDV Mediengruppe, Spiegel Verlag 11 Bertelsmann · Exchange Initiative Gruner + Jahr – More than 500 International Media Products 12 Bertelsmann · Exchange Initiative Gruner + Jahr – Revenue Streams Circulation Advertising E-Commerce & Brand Client Business Services Businesses People buy our content Companies use our media Online shops and services Products that benefit from Business clients use our (magazines, apps, emags) to advertise products and that benefit from the power the power of our brands expertise in sales, marketing and corporate services of our media (SCHÖNER WOHNEN wall publishing (welldoo, DELINERO) paint, GEO calendars etc.) 13 Bertelsmann · Exchange Initiative Gruner + Jahr – Revenue Streams 14 Bertelsmann · Exchange Initiative Gruner + Jahr – Revenue Streams 15 Bertelsmann · Exchange Initiative Gruner + Jahr – Communities of Interest Access to Millions Strong Brands Market-Knowhow 16 Bertelsmann · Exchange Initiative Gruner + Jahr – Digitize & Transform We deliver our content across all digital channels – websites, apps, emags and social 17 Bertelsmann · Exchange Initiative Gruner + Jahr – Content Communication european market leader for content communication 18 Bertelsmann · Exchange Initiative Gruner + Jahr – Digitize & Transform We found and acquire companies Roomido Danato Interior Design Community Online Shop for Gift Ideas (COI Living) (COI Living) Pamono Delinero . Marketplace for vintage design Online Delicatessen (COI Family) (COI Food) . 19 Bertelsmann · Exchange Initiative Gruner + Jahr – Digitize & Transform We build and buy companies in our core fields of expertise like Advertising Veeseo ADVIDEUM #1 Content Recommendation Provider #1 Premium Video Marketer in Europe TRND in France #1 Word-Of-Mouth Marketer in Europe 20 Bertelsmann · Exchange Initiative Gruner + Jahr – Where you can work for – some examples We help internal and external founders, validate ideas, test business models and create products that inspire people. We are looking for… …Bertelsmann colleagues with great ideas from the fields of media, marketing an e-commerce, who would like to work in the mids at the Schanze in Hamburg… 21 Bertelsmann · Exchange Initiative How to find out more about G+J When you are interested in applying for an exchange at Gruner + Jahr, you could search for more information at: https://www.guj.de/en https://www.bertelsmann.com/divisions/gruner-jahr/#st-1 https://www.facebook.com/guj.karriere/ Or contact Christian Spieß ([email protected]) What I love most about G+J are different challenges in versatile areas with an immense portion of humanity and partnership…and great coffee by the way ;-) 22 Bertelsmann · Exchange Initiative BMG BERTELSMANN IN MUSIC 2008 Recording Music Music Publishing • Sony/BMG JV based on outdated business model • Bertelsmann exited business in 2006 • Market strongly declining due to digital impact • Analyzing business under digital parameters • No growth options/expansion under traditional model • Increasing music usage due to digital impact • Traditional Labels not interested in drastic changes • Diverse growth opt. due to new channels/markets • Sony/BMG is working on a high fixed cost structure • Stronger position due to licensing shift • Artist challenge their contracts / split of revenues • Digitization enables new business models BMG AT A GLANCE 4TH LARGEST MUSIC RIGHTS COMPANY WORLDWIDE 750 €416m employees revenues in 2016 600,000 Worldwide (+12.2% vs. 2015) recordings 70,000 1,900,000 clients songs (songwriters & artists) 10% 12 / 15 chart share countries / offices in US and UK + global partner network (~20% GE) REPRESENTING AROUND 2.5 MILLION SONGS & RECORDINGS LP DAVID BOWIE NENA THE ROLLING STONES M.I.A. ROBBIE WILLIAMS ROGER WATERS NICKELBACK JANET JACKSON RICK ASTLEY JACK SAVORETTI BRUNO MARS BLONDIE FERGIE AUDIO VISUAL SUCCESSFULLY EXPLOITING NEW AND ACQUIRED RIGHTS THE NEW BMG WHAT WE ARE WE ARE: • An integrated new model music company • An international music rights manager • Focusing on Songwriters’ and Artists’ needs • Focusing on relevant key territories • Reliable, pro-active, transparent, accurate and fair • Based on a model/cost structure set for digital age • Operating on best-in-class cost structure • Wholly-owned division of Bertelsmann • Fourth biggest music company in the world NINE YEARS OF DYNAMIC GROWTH SINCE THE FOUNDING IN 2008 (select examples) 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Music Market Entry US Scale Organic KKR Exit Business Business Business Business Business UK, ES, FR, Expansion Building Growth Growth Growth Growth Growth Entry IT, NL Market Entry Consolidation, Expansion Expansion Expansion Exploit Market Entry Expansion KKR JV Scandinavia Integration into Recordings / Recordings / AV AV assets Brazil & Australia Recordings / Recording Publishing Catalogs Catalogs Publishing Catalogs Market Entry Scale Building Rights Market Entry Repertoire Expansion US through China Building China Recordings / Acquisitions Publishing Catalogs BMG INTERNATIONAL PRESENCE Covering 90% of the Music Market Stockholm London Berlin Hilversum Toronto Paris Milan Portland Beijing New York Madrid Los Angeles Nashville São Paulo Sydney INTERNATIONAL MANAGEMENT Peter Stack Alistair Norbury Sanken Sandqvist Fred Casimir Executive Vice President Global Executive Vice President, Managing Director, Executive Vice President, Catalogue Recordings International Repertoire Scandinavia Continental Europe Stockholm Hartwig Masuch Max Dressendörfer London Berlin Group CEO Group CFO Hilversum Paris Milan Beijing Portland Sherry Zhuo New York Madrid Managing Director, China Nashville Los Angeles Geert-Willem Koolhof Director Finance & Operations, BeNeLux Dominique Kulling Managing Director, GSA Stéphane Berlow Managing Director, France Thomas Scherer Zach Katz Kos Weaver Executive Vice President, US President Repertoire Executive Vice President, Publishing & Marketing, US BMG Nashville São Paulo Pablo Rodríguez Dino Stewart Managing Director, Spain Managing Director, Italy Sydney Patrick Joest Executive Vice President, Licensing & Marketing International Heath Johns Managing Director, Brazil Managing Director, Australia HOW TO FIND OUT
Recommended publications
  • Becoming Global, Staying Local: the Internationalization of Bertelsmann
    170 Hartmut Berghoff Becoming Global, Staying Local 171 2) Random House: book publishing; 3) Gruner+ Jahr: magazine publishing; 6. 2002-2010. In this period, Bertelsmann refocused on its core competencies 4) Arvato: media, communication and other services; and 5) Direct Group: and sold or wound down many of its loss-generating Internet activities. book and media clubs and bookstores. In 2009, Random House and Direct It also divested itself of the music business due to the massive challenge Group had by far the highest international orientation with more than four­ of free music downloads. The club business entered the final stage of its fifths of their revenue coming from outside Germany. RTL, with almost product cycle, and an increasing number of clubs were sold. The most two-thirds, was slightly above the company's average, while Arvato and dynamic divisions up to the present have been RTL and Arvato, which Gruner+ Jahr were below average but still generated more the half of their have pulled the company back into growth and profitability. income abroad. This transformation occurred in six phases. 1. 1950-1961. In 1950, Bertelsmann began its club strategy, founding the book club "Lesering" in Germany. The record club "Schallplat­ 10.1 KEY QUESTIONS AND THEORETICAL MODELS OF tenring" followed in 1956. Bertelsmann bought licenses for top-selling INTERNATIONALIZATION 'titles and sold them in high volume at low prices. The German law designed to maintain retail sales prices for books did not apply to The Uppsala model of internationalization states that future multinationals book clubs so that Bertelsmann was able to exploit this loophole and develop competitive advantages in domestic markets before they move abroad.
    [Show full text]
  • Arvato Payments Review Essential Insights for E-Commerce Success in New Markets
    Arvato Payments Review Essential insights for e-commerce success in new markets Cross-border e-commerce is opening up a We examined more than 200 primary sources and compiled the most essential information into a convenient guide to each country. world of opportunities for retailers. You can By combining the figures from a wide variety of research, we could reach out to dozens of new markets, and provide a holistic view – rather than relying on a single source. find millions of new customers. E-commerce Each country guide looks at key demographics and financials, the top also puts a world of choice in the hands online retailers, legal requirements, and consumer behaviour and expectations when it comes to things like delivery and returns. We of consumers, who think nothing of going also look in detail at how consumers prefer to pay in each market, identifying local payment heroes and the optimal mix of payment abroad to find what they want. They might be methods. looking for a better price, a better selection As well as success factors, it is also important to understand the or better service. Give them what they want, downsides. We take a close look at risks in each country in terms of the and the world is yours. types of fraud that can emerge and what you can do to minimise your exposure. But you need to know what you are getting into. The consumers in your new markets can behave completelydifferently to the ones In addition to the country guides, you can also compare markets in you know from home.
    [Show full text]
  • Das Ende Der Anarchie Die Allianz Zwischen Bertelsmann Und Der Internet-Tauschbörse Napster Könnte Den Elektronischen Handel Revolutionieren
    Wirtschaft MUSIKINDUSTRIE Das Ende der Anarchie Die Allianz zwischen Bertelsmann und der Internet-Tauschbörse Napster könnte den elektronischen Handel revolutionieren. Künftig wollen die Anbieter für Musik – und später auch für Texte, Bilder und Filme – Geld verlangen. Aber werden die Nutzer auch zahlen? n den Bars seiner Heimatstadt Brock- Die Dynamik, mit der sich Napster ver- Dazu wird es wohl nicht kommen. Am ton bekommt Shawn Fanning noch nicht breitet hat, ist beispiellos, die Probleme Dienstag vergangener Woche gab der Ber- Ieinmal ein Budweiser. Mit seinen 19 Jah- sind es allerdings auch: Die großen Musik- telsmann-Konzern in New York überra- ren ist der Studienabbrecher nach den Ge- konzerne fühlen sich durch Fannings Ak- schend eine Allianz mit Napster bekannt. setzen des US-Bundesstaates Massachusetts tivitäten in ihrer Existenz bedroht – und Der Medienriese will sich an dem Tausch- zu jung, um ein Bier bestellen zu dürfen. überzogen ihn mit Urheberrechtsklagen. ring beteiligen und bekommt so auf einen Doch er ist alt genug, um weltweit die Für kurze Zeit musste der Dienst sogar Schlag Zugriff auf Millionen potenzieller Musikindustrie zu erschüttern. eingestellt werden, denn was Napster Kunden. Bertelsmann will den Charakter Vor anderthalb Jahren hat Fanning harmlos „file sharing“ (Daten miteinander von Napster als Tauschbörse bewahren, Napster erfunden, einen Musikbasar, auf teilen) nennt, ist für die meisten Enter- mit dem kleinen, aber feinen Unterschied, dem Internet-Nutzer kostenlos Songs ih- tainment-Konzerne nichts anderes als kri- dass künftig für den Erhalt von Musik ge- rer Lieblingsbands tauschen können. Mit minelles Raubkopieren. zahlt werden soll. seinem Projekt hat der junge Hobby- Dabei hat Napster bisher keinen Weg Das aber kann nur funktionieren, wenn Programmierer eine Entwicklung in Gang gefunden, mit dem eigenen Angebot Geld neben der Bertelsmann-Musiktochter gesetzt, die selbst nach den Maßstäben des zu verdienen.
    [Show full text]
  • Annual Report 2009
    Annual Report 2009 Digitization INNOVATION CultureFREEDOM CommitmentChange Bertelsmann Annual Report 2009 CreativityEntertainment High-quality journalism Performance Services Independence ResponsibilityFlexibility BESTSELLERS ENTREPRENEURSHIP InternationalityValues Inspiration Sales expertise Continuity Media PartnershipQUALITY PublishingCitizenship companies Tradition Future Strong roots are essential for a company to prosper and grow. Bertelsmann’s roots go back to 1835, when Carl Bertelsmann, a printer and bookbinder, founded C. Bertelsmann Verlag. Over the past 175 years, what began as a small Protestant Christian publishing house has grown into a leading global media and services group. As media and communication channels, technology and customer needs have changed over the years, Bertelsmann has modifi ed its products, brands and services, without losing its corporate identity. In 2010, Bertelsmann is celebrating its 175-year history of entrepreneurship, creativity, corporate responsibility and partnership, values that shape our identity and equip us well to meet the challenges of the future. This anniver- sary, accordingly, is being celebrated under the heading “175 Years of Bertelsmann – The Legacy for Our Future.” Bertelsmann at a Glance Key Figures (IFRS) in € millions 2009 2008 2007 2006 2005 Business Development Consolidated revenues 15,364 16,249 16,191 19,297 17,890 Operating EBIT 1,424 1,575 1,717 1,867 1,610 Operating EBITDA 2,003 2,138 2,292 2,548 2,274 Return on sales in percent1) 9.3 9.7 10.6 9.7 9.0 Bertelsmann Value
    [Show full text]
  • Compilation of Manuals, Guidelines, and Directories in the Area of Intellectual Property (Ip) Portfolio Management
    DRAFT FOR DISCUSSION COMPILATION OF MANUALS, GUIDELINES, AND DIRECTORIES IN THE AREA OF INTELLECTUAL PROPERTY (IP) PORTFOLIO MANAGEMENT CUSTOMIZED FOR THE ASSOCIATION OF SOUTHEAST ASIAN NATIONS (ASEAN) MEMBER COUNTRIES TABLE OF CONTENTS page 1. Preface…………………………………………………………………. 4 2. Mission Report of Mr. Lee Yuke Chin, Regional Consultant………… 5 3. Overview of ASEAN Companies interviewed in the Study……...…… 22 4. ASEAN COUNTRIES 4. 1. Brunei Darussalam Part I: Listing of Manuals, Guidelines and Directories in the Area of Intellectual Property (IP) Portfolio Management………………………. 39 Part II: Success Stories…………………………………………………. 53 4. 2. Cambodia Part I: Listing of Manuals, Guidelines and Directories in the Area of Intellectual Property (IP) Portfolio Management………………………. 66 Part II: Success Stories…………………………………………………. 85 4. 3. Indonesia Part I: Listing of Manuals, Guidelines and Directories in the Area of Intellectual Property (IP) Portfolio Management………………………. 96 Part II: Success Stories…………………………………………………. 113 4. 4. Lao PDR Part I: Listing of Manuals, Guidelines and Directories in the Area of Intellectual Property (IP) Portfolio Management………………………. 127 Part II: Success Stories…………………………………………………. 144 4. 5. Malaysia Part I: Listing of Manuals, Guidelines and Directories in the Area of Intellectual Property (IP) Portfolio Management………………………. 156 Part II: Success Stories…………………………………………………. 191 4. 6. Myanmar Part I: Listing of Manuals, Guidelines and Directories in the Area of Intellectual Property (IP) Portfolio Management………………………. 213 Part II: Success Stories…………………………………………………. 232 4. 7. Philippines Part I: Listing of Manuals, Guidelines and Directories in the Area of Intellectual Property (IP) Portfolio Management………………………. 248 Part II: Success Stories…………………………………………………. 267 4. 8. Singapore Part I: Listing of Manuals, Guidelines and Directories in the Area of Intellectual Property (IP) Portfolio Management……………………….
    [Show full text]
  • Bertelsmann Starts 2019 with Revenue Growth
    PRESS RELEASE Bertelsmann Starts 2019 with Revenue Growth • Revenues in Q1 2019 rise to €4.21 billion, highest first-quarter revenues since 2008 • Organic growth improves to 3.5 percent • High-growth businesses show organic revenue growth of 12.8 percent • Strategic progress across all divisions • Forecast confirmed Gütersloh, May 16, 2019 – Bertelsmann has made a successful start to its current financial year: The international media, services and education company recorded improved organic growth and a significant increase in revenues in the first quarter of 2019. This positive development has been driven by the Group’s digital and high-growth businesses. Group revenues increased by 5.4 percent to €4.21 billion (prior-year quarter: €3.99 billion), the highest first-quarter revenues since 2008. Organic growth improved to 3.5 percent. Bertelsmann’s high-growth businesses performed particularly well, recording organic revenue growth of 12.8 percent. Their share of total revenue amounted to 34 percent. Bertelsmann Chairman & CEO Thomas Rabe said: “The start of this year was very promising. Bertelsmann looks back on one of its best first quarters in recent years. The strategic expansion of our high-growth businesses in recent years is increasingly bearing fruit. In the first few months of 2019, we once again made considerable progress in implementing our strategy. One focus was stepping up the establishment of collaborations, such as the Bertelsmann Content Alliance in Germany. We will continue to invest in our businesses’ creativity and entrepreneurship over the course of the year and are confident of achieving our targets for the full year.” Bertelsmann has made a number of strategic advances in recent months: RTL Group increased its digital revenues by 15.8 percent in the first quarter, to €220 million (prior-year quarter: €190 million).
    [Show full text]
  • „Wir Brauchen Ihr Geld Nicht“ Der Neue Bertelsmann-Chef Thomas Middelhoff Über Das Internet, Seine Zukunftsstrategie Und Die Kultur Des Gütersloher Konzerns
    M. DARCHINGER Medienmanager Wössner, Middelhoff: „Überall ungenutzte Potentiale im Kampf um den Endkunden“ SPIEGEL-GESPRÄCH „Wir brauchen Ihr Geld nicht“ Der neue Bertelsmann-Chef Thomas Middelhoff über das Internet, seine Zukunftsstrategie und die Kultur des Gütersloher Konzerns SPIEGEL: Herr Middelhoff, mit viel Getöse operation wünschen. Dieses Mehr an Zu- hier wird auch künftig nicht per Diktat re- wurde Ihr Vorgänger Mark Wössner kürzlich sammenarbeit will ich jetzt organisieren. giert. Es bedarf allerdings einer verstärkten im Beisein von Kanzler und Außenminister SPIEGEL: Sie verharmlosen. Tatsächlich geht Ergänzung unserer bisherigen Arbeitswei- verabschiedet. Er sei „Seelenfischer“ und es um einen gravierenden Umbau des Kon- se durch Kooperation und Koordination. „Teufelskerl“, hieß es da. „Mark, du kannst zerns, der bisher eher ein Konglomerat von SPIEGEL: Das klingt nach Sonntagsrede. Bis- in allen Sätteln reiten“, rief ein Festredner. über 300 selbständigen Einzelfirmen war. lang arbeiten die Manager in den Berei- Ist es Ihnen da nicht unheimlich geworden? Heißt nicht Ihre eigentliche Aufgabe: Mehr chen Buch, Presse, Musik und TV eher ne- Middelhoff: Ich glaube, die unternehmeri- Macht für die Zentrale – und damit auch beneinander. sche Leistung von Mark Wössner ist von al- für den neuen Chef? Middelhoff: Deshalb müssen wir im All- len Rednern sehr zutreffend dargestellt Middelhoff: Ich weiß, daß viele diese Be- tagsgeschäft ein Querschnittsmanagement worden. Große Taten werden eben mit fürchtung haben. Aber ich sage Ihnen – zu etablieren, bei dem der Blick über den Tel- großen Worten gewürdigt. Ich dachte mir: Unrecht. Ich habe ein klares Bekenntnis lerrand zum Standard wird. Wir sind in Thomas, du kannst stolz darauf sein, der zur Dezentralität von Bertelsmann abge- den vergangenen Jahren zum Inhalte-Haus Nachfolger dieses Mannes zu werden.
    [Show full text]
  • Pressemitteilung (PDF, 47
    PRESSEMITTEILUNG Stephan Schäfer neu im Group Management Committee von Bertelsmann • Julia Jäkel verlässt Bertelsmann auf eigenen Wunsch • Bernd Reichart wird die Bertelsmann Content Alliance leiten Gütersloh, 31. März 2021 – Stephan Schäfer, neuer Chief Executive Officer (CEO) von Gruner + Jahr und Chief Content Officer (CCO) der Mediengruppe RTL Deutschland, wird mit sofortiger Wirkung in das Group Management Committee (GMC) von Bertelsmann berufen. Er folgt damit auf Julia Jäkel, die das Unternehmen auf eigenen Wunsch und in bestem Einvernehmen verlässt. Das GMC berät und unterstützt den Bertelsmann-Vorstand in wichtigen Fragen der Konzernstrategie und -entwicklung sowie in anderen konzernübergreifenden Themen. Dem internationalen Gremium gehören damit aktuell 17 Mitglieder sechs verschiedener Nationalitäten an. Thomas Rabe, Vorstandsvorsitzender von Bertelsmann, sagte: „Stephan Schäfer ist seit vielen Jahren in herausgehobenen Führungspositionen für Bertelsmann tätig. Er verantwortet wichtige Inhaltegeschäfte und treibt maßgeblich den Ausbau unserer Mediengeschäfte zu einem nationalen Champion voran. Ich freue mich sehr auf die zukünftig noch engere Zusammenarbeit mit ihm im GMC.“ Schäfer kam 2009 als Chefredakteur und Verlagsgeschäftsführer zu Gruner + Jahr. 2013 übernahm er in der Geschäftsführung von Gruner + Jahr den Posten des Chief Product Officer. Seit Februar 2019 ist er außerdem Geschäftsführer Inhalte & Marken bei der Mediengruppe RTL Deutschland. In dieser Funktion ist er auch in Zukunft für das Senderportfolio, die Audioangebote, den Streamingdienst TV Now, die journalistischen Angebote von RTL News und das Marketing der Mediengruppe RTL Deutschland zuständig. Schäfer ist zudem Mitglied des Content Alliance Board von Bertelsmann. Julia Jäkel war seit 2013 Vorstandsvorsitzende von Gruner + Jahr, Mitglied im GMC und seit 2019 zusätzlich Vorsitzende der Bertelsmann Content Alliance. Sie verlässt Bertelsmann zum 31.
    [Show full text]
  • RTL Group Press Release
    AGM Statement / Publication of RTL Group Annual Report 2016 Luxembourg, 19 April 2017 – The Annual General Meeting (AGM) of RTL Group, on 19 April 2017, approved the statutory and consolidated accounts as at 31 December 2016 and all proposed resolutions. At the AGM, RTL Group published its Annual Report 2016. The PDF document is now available on the company’s website at RTLGroup.com/annual-reports. The Annual Report 2016 and its supplement, The Power of Total Video, offer an entertaining view on drama production, sports and online video, as well as insights into the Group’s strategy, business model and ad-tech business. In addition, the Co-CEOs look back at a record year in the traditional Co-CEO interview and the financial reporting is now more comprehensive than ever. Furthermore the enhanced Corporate Responsibility Report provides a profound insight of RTL Group’s CR initiatives in the main areas of press freedom, society and employees. As with the previous year, RTL Group also offers a fully interactive report, featuring a number of informative and entertaining videos, now available at annual-report2016.rtlgroup.com. In addition, the AGM resolved to pay a final ordinary dividend of €3.00 per share – on top of the interim dividend of €1.00 per share already paid in September 2016. The final dividend for the full year ended 31 December 2016 will be payable from 27 April 2017 on presentation of coupon N° 27 at the following banks: • In the Grand-Duchy of Luxembourg: ING Luxembourg S.A. • In Belgium: ING S.A.
    [Show full text]
  • UFA Film Nights Go Digital in Anniversary Year
    PRESS RELEASE Bertelsmann and UFA present: UFA Film Nights Go Digital in Anniversary Year From August 20 to 22, 2020, legendary silent films with exclusive musical accompaniment can be experienced online “Woman in the Moon,” “People on Sunday,” and “The Adventures of Prince Achmed” each accessible free of charge for 24 hours Music contributed by celebrated DJ Jeff Mills, chillout pioneer Raphaël Marionneau and Ensemble Trioglyzerin Berlin, August 5, 2020 – In light of the current situation, the UFA Film Nights will for the first time take place exclusively online and not with thousands of guests on Berlin's Museum Island. So in its tenth year, the silent film festival is open not only to Berliners, but to movie buffs all over the world. From August 20 to 22, 2020, Bertelsmann and UFA will present the anniversary edition of the UFA Film Nights as part of the digital Culture@Bertelsmann series, featuring three early masterpieces of cinema history, each with exclusive musical accompaniment. The films will be live streamed on the company website as well as on Bertelsmann's YouTube and Facebook channels. The event’s curtain-raiser is Fritz Lang's epochal, technically visionary masterpiece Frau im Mond (Woman in the Moon) from 1929, with a musical interpretation by the celebrated DJ Jeff Mills. The pairing was a highlight of last year's UFA Film Nights. This will be followed on the second evening by Menschen am Sonntag (People on Sunday), the legendary homage to Berlin by Robert Siodmak, Edgar G. Ulmer, and Billie Wilder (1929/1930), with DJ Raphaël Marionneau supplying the music.
    [Show full text]
  • A SONY PICTURES CLASSICS RELEASE Www
    A SONY PICTURES CLASSICS RELEASE www.itmightgetloudmovie.com Running time: 97 minutes *Official Selection: 2008 Toronto International Film Festival *Official Selection: 2009 Sundance Film Festival Publicity Distributor PMK/HBH Sony Pictures Classics Allen Eichhorn Carmelo Pirrone 622 Third Avenue Lindsay Macik 8th Floor 550 Madison Ave New York, NY 10017 New York, NY 10022 212-373-6115 Tel: 212-833-8833 [email protected] Short Synopsis Rarely can a film penetrate the glamorous surface of rock legends. It Might Get Loud tells the personal stories, in their own words, of three generations of electric guitar virtuosos – The Edge (U2), Jimmy Page (Led Zeppelin), and Jack White (The White Stripes). It reveals how each developed his unique sound and style of playing favorite instruments, guitars both found and invented. Concentrating on the artist’s musical rebellion, traveling with him to influential locations, provoking rare discussion as to how and why he writes and plays, this film lets you witness intimate moments and hear new music from each artist. The movie revolves around a day when Jimmy Page, Jack White, and The Edge first met and sat down together to share their stories, teach and play. Long Synopsis Who hasn't wanted to be a rock star, join a band or play electric guitar? Music resonates, moves and inspires us. Strummed through the fingers of The Edge, Jimmy Page and Jack White, somehow it does more. Such is the premise of It Might Get Loud, a new documentary conceived by producer Thomas Tull. It Might Get Loud isn't like any other rock'n roll documentary.
    [Show full text]
  • Lessons from the Sony CD DRM Episode
    Lessons from the Sony CD DRM Episode J. Alex Halderman and Edward W. Felten Center for Information Technology Policy Department of Computer Science Princeton University Abstract system called XCP that had been installed when he in- In the fall of 2005, problems discovered in two Sony- serted a Sony-BMG music CD into his computer’s CD BMG compact disc copy protection systems, XCP and drive. MediaMax, triggered a public uproar that ultimately led News of Russinovich’s discovery circulated rapidly on to class-action litigation and the recall of millions of the Internet, and further revelations soon followed, from discs. We present an in-depth analysis of these technolo- us,1 from Russinovich, and from others. It was discov- gies, including their design, implementation, and deploy- ered that the XCP rootkit makes users’ systems more ment. The systems are surprisingly complex and suffer vulnerable to attacks, that both CD DRM schemes install from a diverse array of flaws that weaken their content risky software components without obtaining informed protection and expose users to serious security and pri- consent from users, that both systems covertly transmit vacy risks. Their complexity, and their failure, makes usage information back to the vendor or the music label, them an interesting case study of digital rights manage- and that none of the protected discs include tools for unin- ment that carries valuable lessons for content companies, stalling the software. (For these reasons, both XCP and DRM vendors, policymakers, end users, and the security MediaMax seem to meet the consensus definition of spy- community. ware.) These and other findings outraged many users.
    [Show full text]