DOCSLIB.ORG

Global Information Specialist

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

COVER ARTWORK 09:Layout 1 23/3/09 12:47 Page 1 Global Information Specialist Annual Report and Financial Statements 2008 INFORMA PLC ANNUAL REPORT AND FINANCIAL STATEMENTS 2008 REPORT AND FINANCIAL STATEMENTS ANNUAL INFORMA PLC Mortimer House 37 – 41 Mortimer Street London, W1T 3JH T +44 (0)20 7017 5000 F +44 (0)20 7017 4286 www.informa.com COVER ARTWORK 09:Layout 1 23/3/09 16:09 Page 2 Informa Annual Report and Financial Statements 2008 What’s Inside Informa provides specialist, high value information 04 Key Highlights to the principal global sectors via Publishing, Events and Performance Improvement. 05 Financial Highlights At the heart of every Informa product and service is research-based, Directors’ Report proprietary information for a targeted, expert audience. Informa publishes 06 Chairman’s Statement approximately 2,500 subscription based products and services delivered electronically and in hardcopy, and 45,000 books. Each year Informa 08 Chief Executive’s Review produces over 11,000 events around the world, powered by a marketing 08 Publishing database of over 20 million contacts. It has an extensive portfolio of 09 Events brands including Lloyd’s List, Routledge, Taylor and Francis, IIR, IBC, 10 Performance Improvement (PI) AchieveGlobal, ESI and Euroforum. Informa operates in 80 countries 11 Financial Review and employs approximately 9,000 people. 14 Officers and Advisers 17 Corporate and Risk Information 25 Corporate Governance Statement 32 Directors’ Remuneration Report Financial Statements 41 Independent Auditors’ Report 42 Consolidated Income Statement 42 Consolidated Statement of Recognised Income Publishing Performance Events and Expense Revenue £607.0m Improvement Revenue £441.6m Revenue £229.4m 43 Consolidated Balance Sheet 44 Consolidated Cash Flow Statement 45 Notes to the Consolidated Financial Statements 94 UK GAAP Parent Company Financial Statements 107 Five Year Summary 108 Legal Notices Academic & Professional Commercial Scientific Shareholder Information Revenue £426.3m Revenue £459.8m 109 Revenue £391.9m IMPORTANT: Please note the notices concerning limitations on the liability of Directors under English law and forward-looking statements are set out on page 108 of this document. 2 • Informa plc Annual Report and Financial Statements 2008 Informa Annual Report and Financial Statements 2008 Your Dividend 10.0p Total dividend Informa has a strong portfolio of businesses that balances geographic and sector exposure and has high quality 6.1p subscription based products with high visibility cash flow streams. Our overall expectations for 2009 have Interim dividend not changed. We will not be immune to recession however we expect to benefit from a more favourable translation 3.9p of overseas earnings. Final dividend We will actively manage our financial position and we believe we will not breach our banking covenants. This will be assisted by a reduction in the proposed final dividend for 2008 which reflects both the importance of protecting shareholder value and preserving capital. We will run the business in the best, long term interests of shareholders, including taking whatever measures are necessary to achieve this. Derek Mapp and Peter Rigby Informa plc Annual Report and Financial Statements 2008 • 3 Key Highlights Key Highlights Financial Results Financial Position ✓ Revenue growth of 13% and adjusted ✓ Current bank facilities in place until 2012 profit growth of 17% - 1.1% and 1.4% ✓ respectively in organic terms Net debt at average rates to proforma EBITDA reduced from 4.3 to 3.8 times ✓ Adjusted diluted earnings per share up 14% at 31 December 2008 ✓ Increase in adjusted operating margin ✓ Forecast headroom greater than 10% against to 23.9% both 2009 covenant testing points ✓ Adjusted cash conversion of 121% - ✓ Strategy to reduce net debt to EBITDA to free cash flow of £205.7m up 53% below 3x by 2009 year end ✓ Operational Highlights Increased historic dividend cover to 4 times with proposed final dividend of 3.9p, ✓ 57% of Group adjusted profits generated total dividend for 2008 10p (2007: 16.9p) from publishing 2009 Outlook ✓ 30% of Group revenues generated by subscription based products ✓ Booked and deferred income represents approximately 29% of full year revenues ✓ Advertising income 3% of Group revenues ✓ Majority of Group income generated ✓ 70% of publishing revenues delivered in overseas – significant positive currency electronic format; 38% of Group revenues translation benefit expected ✓ Annualised cost savings of £33m achieved ✓ Renewal rates on subscription based publishing remain at very high levels ✓ Robust performance for exhibitions and large scale events ✓ Tougher outlook for smaller events and training ✓ Proactive cost reduction programme ongoing ✓ Dividend cover for 2009 targeted at 3 times 4 • Informa plc Annual Report and Financial Statements 2008 Financial Highlights Financial Highlights 2008 2007 Revenue by Type £m £m % Revenue 1,278.0 1,129.1 13 Operating profit 164.6 153.9 7 Adjusted1 operating profit 305.8 261.0 17 Operating cash flow 351.8 279.2 26 Profit before tax 108.9 124.4 (12) Events 34% Performance Improvement 18% Adjusted2 profit before tax 233.4 202.6 15 Copy sales 15% Subscriptions 30% Profit for the year 86.0 100.1 (14) Advertising 3% Adjusted3 profit for period 172.5 151.9 14 Basic earnings per share (p) 19.97 23.40 (15) Diluted earnings per share (p) 19.96 23.32 (14) Revenue by Geography Adjusted diluted earnings per share (p) 40.32 35.48 14 Adjusted4 cash conversion (%) 121 110 10 1 Excludes restructuring and reorganisation costs of £17.4m (2007: £7.7m), and intangible asset amortisation of £123.8m (2007: £99.3m). 2 Excludes restructuring and reorganisation costs of £17.4m (2007: £7.7m), non recurring finance costs United Kingdom 13% of £nil (2007: £4.6m), intangible asset amortisation of £123.8m (2007: £99.3m), profit on disposal of available for sale investments of £nil (2007: £33.4m) and profit on disposal of businesses £16.7m North America 36% (2007: £nil). Continental Europe 30% 3 Excludes restructuring and reorganisation costs of £17.4m (2007: £7.7m), non recurring finance costs Rest of the World 21% of £nil (2007: £4.6m), intangible asset amortisation of £123.8m (2007: £99.3m), profit on disposal of available for sale investments of £nil (2007: £33.4m), profit on disposal of businesses £16.7m (2007: £nil) and related tax of £38.0m (2007: £26.4m). 4 Adjusted cash generated by operation (note 37) divided by adjusted operating profit. Note: in this document, ‘organic’ refers to adjustments to material acquisitions and disposals and effects of changes in foreign currency exchange rates. Informa plc Annual Report and Financial Statements 2008 • 5 Chairman’s Statement Chairman’s Statement I am delighted to report on another successful the rest of the world. From a media distribution perspective year at Informa in 2008. Our revenue and we have Publishing, and Events and Training businesses, adjusted operating profits grew by 13% and with publishing accounting for about 57% of Group adjusted operating profits. Of these profits the vast majority 17% respectively over 2007 with the benefit of comes from subscriptions where generally our customers currency translation. We are pleased that the pay annually in advance. Over 70% of our publishing Group delivered organic profit growth of 1.4%. revenues are delivered in an electronic format. Only 3% Adjusted diluted earnings per share at 40.32p of our revenues come from advertising. grew by 14% over 2007. With excellent We break our business down into small business units cash conversion, we generated £205.7m sometimes geographically and sometimes by format or (2007: £134.4m) of free cash flow. sector, dependent on which is most appropriate. Such a structure enables us to monitor the current trading and future Results prospects of each of our businesses in a very granular way. This has enabled us to expand when the going is good but Revenue for the year ended 31 December 2008 increased also to contract if necessary, which we have done on a case by 13% to £1,278.0m (2007: £1,129.1m) with adjusted by case basis over the last 18 months. It also ensures that operating profit up by 17% to £305.8m (2007: £261.0m). forecasting is based on local, day to day visibility which Adjusted profit before taxation increased by 15% to £233.4m remains so important in these most volatile of times. (2007: £202.6m). Reacting quickly is imperative and during 2008 we have reduced annualised costs by £33 million. Our success thus The Group’s profit before taxation decreased to £108.9m far can be seen by how the Group’s adjusted operating margin (2007: £124.4m) and basic earnings per share decreased to has improved from 21.1% in 2006 to 23.1% in 2007 and now 19.97p (2007: 23.40p) as a result of higher amortisation 23.9% in 2008. Cost management is an ongoing process and charges arising from last year’s acquisition of Datamonitor. we will continue to work to mitigate any revenue softness. Adjusted diluted earnings per share increased by 14% to The nature of our business is to link leading publishing 40.32p (2007: 35.48p). As a result of excellent adjusted titles and events in many sectors so that our content is the cash conversion of 121%, net debt to EBITDA fell from prime information source. With titles such as Lloyd’s List, 4.3 times to 3.8 times. However as sterling depreciated Insurance Day, BioProcess International, Cityscape Magazine, materially against the US dollar and the Euro in 2008, Scrip and Banking Technology, we have not only the market reported net debt at 31 December 2008 increased to leading title but we also run alongside them the main industry £1,341.8m (31 December 2007: £1,244.9m). event. Right across our business, as appropriate, we cross The long term strategy of the Group is to have a portfolio of sell and cross market publishing and events and once firmly businesses that combine attractive growth characteristics in established in one geographic jurisdiction we are often able to periods of economic growth but which also exhibit strong spread the events portfolio regionally through geo-cloning.
Recommended publications
  • Genome Editing with CRISPR/Cas9 in Postnatal Mice Corrects PRKAG2 Cardiac Syndrome

    Genome Editing with CRISPR/Cas9 in Postnatal Mice Corrects PRKAG2 Cardiac Syndrome

    Cell Research (2016) 26:1099-1111. © 2016 IBCB, SIBS, CAS All rights reserved 1001-0602/16 $ 32.00 ORIGINAL ARTICLE www.nature.com/cr Genome editing with CRISPR/Cas9 in postnatal mice corrects PRKAG2 cardiac syndrome Chang Xie1, 2, *, Ya-Ping Zhang3, *, Lu Song2, *, Jie Luo1, Wei Qi2, Jialu Hu3, Danbo Lu3, Zhen Yang3, Jian Zhang2, Jian Xiao1, Bin Zhou4, Jiu-Lin Du5, Naihe Jing2, Yong Liu1, Yan Wang1, Bo-Liang Li2, Bao-Liang Song1, Yan Yan3 1Hubei Key Laboratory of Cell Homeostasis, College of Life Sciences, Wuhan University, Wuhan 430072, China; 2The State Key Laboratory of Molecular Biology, Institute of Biochemistry and Cell Biology, Shanghai Institutes for Biological Sciences, Chinese Academy of Sciences, 320 Yue-Yang Road, Shanghai 200031, China; 3Shanghai Institute of Cardiovascular Diseases, Zhongshan Hospital, Fudan University, Shanghai 200032, China; 4Key Laboratory of Nutrition and Metabolism, Institute for Nutritional Sci- ences, Shanghai Institutes for Biological Sciences, Chinese Academy of Sciences, 320 Yue-Yang Road, Shanghai 200031, China; 5Institute of Neuroscience and State Key Laboratory of Neuroscience, Shanghai Institutes for Biological Sciences, Chinese Acade- my of Sciences, 320 Yue-Yang Road, Shanghai 200031, China PRKAG2 cardiac syndrome is an autosomal dominant inherited disease resulted from mutations in the PRK- AG2 gene that encodes γ2 regulatory subunit of AMP-activated protein kinase. Affected patients usually develop ventricular tachyarrhythmia and experience progressive heart failure that is refractory to medical treatment and requires cardiac transplantation. In this study, we identify a H530R mutation in PRKAG2 from patients with famil- ial Wolff-Parkinson-White syndrome. By generating H530R PRKAG2 transgenic and knock-in mice, we show that both models recapitulate human symptoms including cardiac hypertrophy and glycogen storage, confirming that the H530R mutation is causally related to PRKAG2 cardiac syndrome.
  • Parker Review

    Parker Review

    Ethnic Diversity Enriching Business Leadership An update report from The Parker Review Sir John Parker The Parker Review Committee 5 February 2020 Principal Sponsor Members of the Steering Committee Chair: Sir John Parker GBE, FREng Co-Chair: David Tyler Contents Members: Dr Doyin Atewologun Sanjay Bhandari Helen Mahy CBE Foreword by Sir John Parker 2 Sir Kenneth Olisa OBE Foreword by the Secretary of State 6 Trevor Phillips OBE Message from EY 8 Tom Shropshire Vision and Mission Statement 10 Yvonne Thompson CBE Professor Susan Vinnicombe CBE Current Profile of FTSE 350 Boards 14 Matthew Percival FRC/Cranfield Research on Ethnic Diversity Reporting 36 Arun Batra OBE Parker Review Recommendations 58 Bilal Raja Kirstie Wright Company Success Stories 62 Closing Word from Sir Jon Thompson 65 Observers Biographies 66 Sanu de Lima, Itiola Durojaiye, Katie Leinweber Appendix — The Directors’ Resource Toolkit 72 Department for Business, Energy & Industrial Strategy Thanks to our contributors during the year and to this report Oliver Cover Alex Diggins Neil Golborne Orla Pettigrew Sonam Patel Zaheer Ahmad MBE Rachel Sadka Simon Feeke Key advisors and contributors to this report: Simon Manterfield Dr Manjari Prashar Dr Fatima Tresh Latika Shah ® At the heart of our success lies the performance 2. Recognising the changes and growing talent of our many great companies, many of them listed pool of ethnically diverse candidates in our in the FTSE 100 and FTSE 250. There is no doubt home and overseas markets which will influence that one reason we have been able to punch recruitment patterns for years to come above our weight as a medium-sized country is the talent and inventiveness of our business leaders Whilst we have made great strides in bringing and our skilled people.
  • Ascential Secure

    Ascential Secure

    Ascential Secure Enhanced Health & Safety Standards at Ascential’s Events in a Post-COVID-19 World 1 ​ About Ascential Secure Ascential Secure is our approach to enhanced health and safety standards at our events following COVID-19. From exhibitors to sponsors, speakers, visitors and journalists, those who come to our events do so to gain the information, insights, connections, data and digital tools that they need, effectively and safely. The standards and practices that make up Ascential Secure are designed to provide confidence that at every Ascential event, we are striving to provide the highest standards of safety, hygiene, cleanliness and quality. Whether they are exhibitors, attendees, visitors, speakers or sponsors, people come to events to connect, learn, know more and do more business, effectively, safely and with confidence. Ascential Secure is based on a set of event industry standards, called AllSecure. The AllSecure industry standards were developed collaboratively by a group including industry associations UFI, AEO and SISO, event organisers Informa, Reed Exhibitions and Clarion, a range of event venues, suppliers and with input from health, government and local authorities. Ascential Secure is the way these industry-wide AllSecure standards are being applied to Ascential live events. You can expect to see that health and safety continues to be a priority, and that a range of measures are in place to ensure everyone involved is able to enjoy a safe, hygienic, productive and high-quality organised event experience. As a starting point, Ascential Secure events will be run according to the guidance of the government or official local authority for that location, and according to any venue-specific regulations.
  • [ "Pearson F-1 Rights Offering" ]

    [ "Pearson F-1 Rights Offering" ]

    As filed with the Securities and Exchange Commission on August 8, 2000 Registration No. 333-43198 SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 Amendment No. 1 to FORM F-1 REGISTRATION STATEMENT UNDER THE SECURITIES ACT OF 1933 PEARSON plc (Exact name of registrant as specified in its charter) England and Wales 2731 Not Required (State or other jurisdiction (Primary Standard Industrial (I.R.S. Employer of incorporation or organization) Classification Code Number) Identification Number) 3 Burlington Gardens Pearson Inc. London, England W1X 1LE 1330 Avenue of the Americas 44-20-7411-2000 New York, New York 10019 (Address, including zip code, and telephone number, (212) 641-2400 including area code, of registrant's principal executive (Name, address, including zip code, and telephone number, offices) including area code, of agent for service) Copies to: Charles E. Engros Robert M. Thomas, Jr. Morgan, Lewis & Bockius LLP Sullivan & Cromwell 101 Park Avenue 125 Broad Street New York, New York 10178 New York, New York 10004 (212) 309-6000 (212) 558-4000 Fax: (212) 309-6273 Fax: (212) 558-3588 Approximate date of commencement of proposed sale to the public: As soon as practicable after the effective date of this Registration Statement. If any of the securities being registered on this Form are to be offered on a delayed or continuous basis pursuant to Rule 415 under the Securities Act of 1933, check the following box. ፤ If this Form is filed to register additional securities for an offering pursuant to Rule 462(b) under the Securities Act, please check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering.
  • Annual Report 2020

    Annual Report 2020

    In pursuit of progress since Annual report 2020 report Annual Annual report 2020 In pursuit of progress since Annual report 2020 report Annual Annual report 2020 CONTENTS ANNUAL REPORT STRATEGIC REPORT 2 Five-year summary 3 Group overview 4 From the chairman 6 From the chief executive 8 From the editor 9 Business review: the year in detail 13 The Economist Educational Foundation 15 The Economist Group and environmental sustainability 17 Corporate governance: the Wates Principles, our Section 172(1) statement and our guiding principles REPORT AND ACCOUNTS GOVERNANCE 22 Directors 23 Executive team 24 Trustees, board committees 25 Directors’ report 28 Directors’ report on remuneration 31 Financial review CONSOLIDATED FINANCIAL STATEMENTS 35 Independent auditor’s report to the members of The Economist Newspaper Limited 38 Consolidated income statement 39 Consolidated statement of comprehensive income 40 Consolidated balance sheet 41 Consolidated statement of changes in equity 42 Consolidated cashflow statement 44 Notes to the consolidated financial statements COMPANY FINANCIAL STATEMENTS 94 Company balance sheet 95 Company statement of changes in equity 96 Notes to the company financial statements NOTICES 108 Notice of annual general meeting 1 STRATEGIC REPORT Five-year summary 2020 2019 2018 2017 2016 £m £m £m £m £m Income statement—continuing business* Revenue 326 333 329 303 282 Operating profit 31 31 38 43 47 Profit after taxation 21 25 28 39 37 Profit on sale of CQ-Roll Call, Inc - 43 - - - Profit on sale of Economist Complex - - - -
  • Annual Report 2012

    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
  • Strategic Orientation Document for Malaria Vector Surveillance and Control in Latin America and the Caribbean

    Strategic Orientation Document for Malaria Vector Surveillance and Control in Latin America and the Caribbean

    Amazon Malaria Initiative/ Amazon Network for the Surveillance of Antimalarial Drug Resistance Strategic Orientation Document for Malaria Vector Surveillance and Control in Latin America and the Caribbean INICIATIVA AMAZÓNICA CONTRA LA MALARIA/ RED AMAZÓNICA DE VIGILANCIA DE LA RESISTENCIA A LOS ANTIMALÁRICOS Documento estratégico para la gestión del suministro y garantía de la calidad de los medicamentos e insumos para el diagnóstico y tratamiento de la malaria Recommended Citation: US Centers for Disease Control and Prevention (CDC), Pan American Health Organization (PAHO/WHO), and RTI. 2011. Strategic Orientation Document for Malaria Vector Surveillance and Control in La tin America and the Caribbean. Submitted to the U.S. Agency for International Development by the CDC and Links Media, LLC. Gaithersburg, MD. Available at http://www.usaidami.org/resources.shtml Amazon Malaria Initiative/ Amazon Network for the Surveillance of Antimalarial Drug Resistance TABLE OF CONTENTS 1. Glossary / 5 2. Acronyms and abbreviations / 6 3. Objective / 7 4. Introduction / 9 5. Vector control / 11 5.1 Indoor residual spraying / 12 5.2 Insecticide-treated nets / 13 5.3 Source reduction / 14 5.4 Integrated vector management / 15 6. Vector surveillance / 17 6.1 Entomological surveillance / 18 6.2 Monitoring vector control operations / 22 6.3 Entomological indicators / 23 6.4 Operational indicators / 25 7. Monitoring plans per epidemiological strata / 29 7.1 Moderate to low-transmission settings / 29 7.2 Low to very low-transmission settings / 31 7.3 Settings with no active transmission but risk of transmission / 33 8. References / 35 9. Annexes / 39 Annex 1: Malaria vectors in the Americas / 39 Annex 2: WHO recommended insecticides for indoor residual spraying / 40 Annex 3: WHO recommended long-lasting insecticide-treated nets / 41 Strategic Orientation Document for Malaria Vector Surveillance and Control in Latin America and the Caribbean 3 About this document: This document was produced through the Amazon Malaria Initiative (AMI) and was financed by the U.S.
  • Introduction to Ascential Our Investment Case

    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%
  • 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

    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.
  • Wolters Kluwer Governance Roadshow

    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.
  • 115790 Kansas

    115790 Kansas

    THIS DOCUMENT IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION. If you are in any doubt as to what action you should take, you are recommended to seek your own personal financial advice immediately from your stockbroker, bank manager, solicitor, accountant or other independent financial adviser authorised under the Financial Services and Markets Act 2000 if you are resident in the United Kingdom or, if not, from another appropriately authorised independent financial adviser. If you have sold or otherwise transferred all of your Ordinary Shares, please forward this document, together with the accompanying documents (including the Forms of Proxy), at once to the purchaser or transferee, or to the bank, stockbroker or other agent through whom the sale or transfer was effected for delivery to the purchaser or transferee. However, these documents should not be forwarded or transmitted in or into any jurisdiction in which such act would constitute a violation of the relevant laws of such jurisdiction. If you have sold or transferred only part of your holding of Ordinary Shares, you should retain these documents and consult the bank, stockbroker or other agent through whom the sale or transfer was effected. The distribution of this document in certain jurisdictions other than the United Kingdom and Jersey may be restricted by law. Accordingly, neither this document nor any advertisement may be distributed or published in any jurisdiction, except under circumstances that will result in compliance with any applicable laws and regulations. Persons into whose possession this document comes should inform themselves about and observe any such restrictions. Any failure to comply with these restrictions may constitute a violation of the securities laws of any such jurisdiction.
  • Media Metrics the State of UK Media and Entertainment 2016

    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.