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Abn Amro Bank Nv
7 MAY 2020 ABN AMRO ABN AMRO BANK N.V. REGISTRATION DOCUMENT constituting part of any base prospectus of the Issuer consisting of separate documents within the meaning of Article 8(6) of Regulation (EU) 2017/1129 (the "Prospectus Regulation") 250249-4-270-v18.0 55-40738204 CONTENTS Page 1. RISK FACTORS ...................................................................................................................................... 1 2. INTRODUCTION .................................................................................................................................. 26 3. DOCUMENTS INCORPORATED BY REFERENCE ......................................................................... 28 4. SELECTED DEFINITIONS AND ABBREVIATIONS ........................................................................ 30 5. PRESENTATION OF FINANCIAL INFORMATION ......................................................................... 35 6. THE ISSUER ......................................................................................................................................... 36 1.1 History and recent developments ............................................................................................. 36 1.2 Business description ................................................................................................................ 37 1.3 Regulation ............................................................................................................................... 40 1.4 Legal and arbitration proceedings .......................................................................................... -
CFD Type IB Symbol Product Description Symbol Currency Share
Netherlands CFD Type IB Symbol Product Description Symbol Currency Share AALB Aalberts Industries NV AALB EUR Share AO1 Accell Group AO1 EUR Share AGN Aegon NV AGN EUR Share AKZ Akzo Nobel NV AKZ EUR Share AMG AMG Advanced Metallurgical Group NV AMG EUR Share ARCAD Arcadis NV ARCAD EUR Share ASM ASM International NV ASM EUR Share ASML ASML Holding NV ASML EUR Share BESI BE Semiconductor Industries NV BESI EUR Share BINCK BinckBank NV BINCK EUR Share BRNL Brunel International BRNL EUR Share COR Corio NV COR EUR Share CSM CSM CSM EUR Share DL Delta Lloyd NV DL EUR Share ECMPA Eurocommercial Properties NV ECMPA EUR Share ENX Euronext NV ENX EUR Share EXACT Exact Holding NV EXACT EUR Share FUGR Fugro NV FUGR EUR Share GTO Gemalto NV GTO EUR Share GRONT Grontmij GRONT EUR Share HEIJM Heijmans NV HEIJM EUR Share HEHN Heineken Holding NV HEHN EUR Share HEI Heineken NV HEI EUR Share IMCD IMCD GROUP NV - W/I IMCD EUR Share IM Imtech NV IM EUR Share ING ING Groep NV ING EUR Share AH Koninklijke Ahold NV AH EUR Share BAM Koninklijke BAM Groep NV BAM EUR Share BOKA Koninklijke Boskalis Westminster NV BOKA EUR Share DSM Koninklijke DSM NV DSM EUR Share KPN Koninklijke KPN NV KPN EUR Share PHI Koninklijke Philips Electronics NV PHI EUR Share KTC Koninklijke Ten Cate NV KTC EUR Share VPK Koninklijke Vopak NV VPK EUR Share WES Koninklijke Wessanen NV WES EUR Index IBNL25 Netherlands 25 IBNL25 EUR Share NWRP New World Resources PLC NWRP CZK Share NWR New World Resources PLC NWR GBP Share NISTI Nieuwe Steen Investments NV NISTI EUR Share NN NN Group NV -
Remuneration Report 2017 Report Remuneration 2017
REMUNERATION REMUNERATION REPORT 2017 REPORT 2017 1 TABLE OF CONTENTS REMUNERATION REPORT 2017 — BOSKALIS REPORT 2017 REMUNERATION 2 3 INTRODUCTION 5 REMUNERATION POLICY FOR THE BOARD OF MANAGEMENT 7 APPLICATION OF REMUNERATION POLICY IN 2017 9 SUPERVISORY BOARD REMUNERATION POLICY REMUNERATION REPORT 2017 — BOSKALIS REPORT 2017 REMUNERATION 3 INTRODUCTION MEMBERS OF THE REMUNERATION COMMITTEE DUTIES AND RESPONSIBILITIES OF THE REMUNERATION COMMITTEE In 2017 the Remuneration Committee consisted of two members, with Mr. Van Woudenberg as chairman and It is the role of the Remuneration Committee to advise the Mr. Niggebrugge as a member. On 10 May 2017 Supervisory Board on: Mr. Niggebrugge stepped down as member of the the submission of a clear and understandable proposal Remuneration Committee and was succeeded by concerning the remuneration policy to be pursued for Mr. Van der Veer. members of the Board of Management with focus on long-term value creation for the company and the business The Remuneration Committee regularly avails itself of the connected with it and taking into account the internal pay services of an independent remuneration adviser and has ratios within the company. The Remuneration Committee ascertained that this remuneration adviser does not provide shall consider and include all matters required by law and advice to the members of the Board of Management. the Corporate Governance Code 2016 (the “Code”). The Supervisory Board shall present the policy to the General REMUNERATION REPORT 2017 — BOSKALIS REPORT 2017 REMUNERATION Meeting of Shareholders for adoption; 4 the submission of a proposal concerning the remuneration REVISION OF THE LABOR MARKET REFERENCE of individual members of the Board of Management. -
Integrated Reporting As a Driver for Integrated Thinking?
Integrated Reporting as a driver for Integrated Thinking? Maturity of <IR> in the Netherlands 2015 Contributors Patrick Seinstra Jennifer Muller Royal BAM Group: Barry Oesman Partner Integrated & Sustainability Deloitte Audit Master Student at London School of Economics and Group Controller Political Science Anneke Sipkens DSM: Kimberley Chan Director Sustainability Deloitte Risk Services Michiel van der Valk Sustainability Manager Master Student Sustainable Business & Innovation at Udeke Huiskamp Utrecht University Nutreco: Jose Villalon Senior Manager Sustainability Deloitte Risk Services Corporate Sustainability Director CSR the Netherlands (MVO Nederland) Erica Kostense-Smit Willem Lageweg Nutreco: Sigrid van Amerongen Manager Sustainability Deloitte Risk Services CEO CSR The Netherlands (MVO Nederland) CSR Manager Ashley Myers Vincent van Marle Heineken International: Jan-Willem Vosmeer Manager Sustainability Deloitte Risk Services Manager CSR Manager Frank Geelen Interviewees Delta Lloyd: David Hoppe Partner CFO Services & Finance Transformation NS: Carola Wijdoogen Communications Advisor Deloitte Consulting Director Sustainable Business Ministry of Economic Affairs: Martin Lok Marco van der Vegte KPN: Hans Koeleman Program Manager Natural Capital Managing Partner Audit and Member Executive Board Director Corporate Communications & CSR Deloitte Holding Avans Hogeschool: Marleen Janssen Groesbeek KPN: Brechtje Spoorenberg Professor Sustainable Finance and Accounting Olivier van Thuijl Manager CSR Senior Manager CFO Services Deloitte -
Remuneration Policy Supervisory Board
Signify N.V. Remuneration Policy Supervisory Board 1 Introduction The total remuneration of members of the Supervisory Board is targeted around the median The objective of the remuneration policy of the level of a representative labor market peer group and Supervisory Board is to support long-term value benchmarked periodically. This peer group is the same creation of the company. The following principles apply as used for benchmarking the remuneration of the for this remuneration policy: Board of Management. The peer group consists of 50% • The remuneration policy aims to attract, reward and Dutch headquartered cross-industry companies that are retain qualified Supervisory Board members, together included in the AEX or AMX, and 50% European sector forming a diverse and balanced Supervisory Board specific companies. For use for the remuneration of the with the appropriate level of skills, competences and Chairman of Supervisory Board, peer group companies experience for overseeing the (execution of the) having a one-tier board structure are excluded. Company’s strategy and performance, whilst taking the interest of all the company’s stakeholders into As of January 2020, the labor market peer group account. consists of the following 14 companies: • Given the nature of the responsibilities of the Supervisory Board as an independent body, the Signify labor market peer group remuneration is not dependent on the performance Aalberts DSM Prysmian Group of the company and therefore consists of fixed AkzoNobel KPN Rexel components only. ASML Legrand Rheinmetall Group • The remuneration reflects the time spent and BAM Nexans Siemens Gamesa responsibilities of each individual member of the Boskalis Osram Supervisory Board. -
Strategic Responses to Economic Integration – the Case of European Banking, 1973-2000
Article Strategic responses to global challenges: The case of European banking, 1973– 2000 Larson, Mitchell Jonathan, Schnyder, Gerhard, Westerhuis, Gerarda and Wilson, John Available at http://clok.uclan.ac.uk/3258/ Larson, Mitchell Jonathan ORCID: 0000-0002-5506-0815, Schnyder, Gerhard, Westerhuis, Gerarda and Wilson, John (2011) Strategic responses to global challenges: The case of European banking, 1973–2000. Business History, 53 (1). pp. 40-62. ISSN 0007-6791 It is advisable to refer to the publisher’s version if you intend to cite from the work. http://dx.doi.org/10.1080/00076791.2011.546660 For more information about UCLan’s research in this area go to http://www.uclan.ac.uk/researchgroups/ and search for <name of research Group>. For information about Research generally at UCLan please go to http://www.uclan.ac.uk/research/ All outputs in CLoK are protected by Intellectual Property Rights law, including Copyright law. Copyright, IPR and Moral Rights for the works on this site are retained by the individual authors and/or other copyright owners. Terms and conditions for use of this material are defined in the policies page. CLoK Central Lancashire online Knowledge www.clok.uclan.ac.uk Strategic responses to global challenges – the case of European banking, 1973-2000 Mitchell J. Larsona, Gerhard Schnyderb, Gerarda Westerhuisc and John Wilsond* aLancashire Business School, University of Central Lancashire, Preston, UK bManagement Department, King’s College London, UK cResearch Institute for History and Culture, Utrecht University dUniversity of Liverpool Management School Abstract In applying an SSOP (strategy; structure; ownership; performance) framework to three major clearing banks (ABN AMRO; UBS; Barclays), we debate whether the conclusions generated by Whittington and Mayer about European manufacturing industry can be applied to the financial services sector. -
Network Dynamics of the Dutch Business Elite
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Heemskerk, Eelke M. Book — Published Version Decline of the Corporate Community: Network Dynamics of the Dutch Business Elite Provided in Cooperation with: Amsterdam University Press (AUP) Suggested Citation: Heemskerk, Eelke M. (2007) : Decline of the Corporate Community: Network Dynamics of the Dutch Business Elite, ISBN 978-90-5356-973-3, Amsterdam University Press, Amsterdam, http://dx.doi.org/10.5117/9789053569733 This Version is available at: http://hdl.handle.net/10419/181376 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by-nc-nd/3.0/ www.econstor.eu decline1.qxp 01-02-2007 09:46 Pagina 1 Decline of the Corporate Community decline1.qxp 01-02-2007 09:46 Pagina 2 decline1.qxp 01-02-2007 09:46 Pagina 3 Decline of the Corporate Community Network Dynamics of the Dutch Business Elite Eelke M. -
Arcadis N.V. Remuneration Policy Supervisory Board
ARCADIS N.V. REMUNERATION POLICY SUPERVISORY BOARD Objectives The remuneration policy for members of the Supervisory Board of Arcadis N.V. (‘Arcadis’ or the ‘Company’) should serve to attract, motivate and retain diverse Supervisory Board members of the highest caliber in order to support and oversee the execution of our ambitious business strategy. Remuneration elements The remuneration of the members of the Supervisory Board consists of a fixed fee and an attendance fee. Given the nature of the responsibilities of the Supervisory Board, the remuneration is not tied to the performance of the Company and therefore includes fixed compensation only. In line with the Dutch corporate governance code, the members of the Supervisory Board will not be rewarded in equity-based compensation. Labor market reference The annual remuneration levels for the Supervisory Board are based on a benchmark analysis against the median of the following 16 Dutch headquartered companies with significant international activities. Dutch headquartered companies with significant international activities1 Randstad (NL) SBM Offshore (NL) AkzoNobel (NL) Aalberts Industries (NL) DSM (NL) Fugro (NL) BAM (NL) Refresco (NL) KPN (NL) Vopak (NL) Wolters Kluwer (NL) TKH Group (NL) PostNL (NL) Brunel (NL) Boskalis (NL) TomTom (NL) Total compensation The following fixed annual fees are applicable: ASC/RemCo Supervisory (combined Board AARC membership) Chairperson € 85,000 € 12,000 € 10,0002 Member € 58,000 € 8,000 € 7,000 AARC = Arcadis Audit and Risk Committee ASC = Arcadis Selection Committee RemCo = Remuneration Committee Attendance fee The following attendance fees are applicable for members of the Supervisory Board: • € 2,500 for every visit for meetings that take place outside of the Supervisory Board member’s country of domicile and does not involve intercontinental travel; or • € 4,000 for every visit for meetings that involve intercontinental travel; and • No attendance fee is paid if the meeting takes place in the Supervisory Board’s member’s country of domicile. -
Recommendation on Dno Application Fortis, 17 September 2007
1 UNOFFICIAL TRANSLATION In the event of variance between the English translation and the Dutch original, the latter shall prevail. [Deleted] The Minister of Finance Prinses Beatrixlaan 512 2595 BL DEN HAAG 17 September 2007 1. INTRODUCTION On 18 June 2007, the legal person incorporated under Dutch law, Fortis Bank Nederland (Holding) N.V., established in Utrecht, The Netherlands (hereinafter: Applicant) applied to De Nederlandsche Bank N.V. (hereinafter: DNB) for a declaration of no-objection in connection with the Applicant’s intention to acquire and hold qualifying holdings in the financial Dutch parent holding company set up by the Consortium under Dutch law, RFS Holdings B.V. (hereinafter: RFS Holdings), ABN AMRO Holding N.V. (hereinafter: ABN AMRO Holding), ABN AMRO Bank N.V. (hereinafter: ABN AMRO Bank) and the financial undertakings which are subsidiaries of ABN AMRO Bank (together: ABN AMRO Group). 1 This application is based on Section 3:96(1), under b, of the Wet op het financieel toezicht (hereinafter: Wft ) (Financial Supervision Act). A copy of this application on CD-ROM was presented to your Ministry on 20 June 2007. Below DNB presents its recommendation, as meant in Section 3:96(2) Wft , on the proposed qualifying holding in ABN AMRO Bank and its group companies. 2. APPLICATION In its application, the Applicant requests a declaration of no-objection pursuant to Section 3:96(1), under b, in conjunction with Section 3:102(1) Wft to acquire and hold qualifying holdings with a bandwidth of 10 - 100 per cent by the Applicant in the supervised components of the ABN AMRO Group. -
FORTIS Bank Nederland, 1990-2010
ABN AMRO Historisch Archief FORTIS bAnk nedeRlAnd, 1990-2010 An international bank-insurer Like most large financial organisations, Fortis is the with those of AMEV, making Fortis the largest insurer in product of a series of mergers and acquisitions. Uniquely, the Benelux and the second-largest in the Netherlands. however, Fortis was born from the first-ever cross-border merger in the global financial world. In October 2005, the activities of AMEV, Stad Rotter- dam and Woudsend were fully integrated under the new brand name Fortis ASR. Several businesses were also sold. In August 2003, Theodoor Gilissen Bankiers, a subsidiary of MeesPierson, was sold to Belgium-based KBC, while in October 2004 the currency exchange agencies (‘Grenswisselkantoren’) were taken over by UK- based Travelex. Fortis made its first acquisition in Belgium in 1993, when it bought a majority stake in Algemene Spaar- en Lijfrentekas (ASLK). Fortis subsequently purchased In May 1990, the insurer AMEV and VSB Group, the remaining shares in 1999 to obtain full ownership both based in Utrecht, combined their activities and of this subsidiary. Meanwhile, ASLK had taken over continued under the name of AMEV/VSB 1990. When the Nationale Maatschappij voor Krediet aan de Nijverheid Belgian insurance company AG Group joined them shortly in 1995. In June 1998, Fortis acquired Generale Bank afterwards in December 1990, the name was changed after waging a fierce takeover battle with ABN AMRO. to Fortis Group and the first international merger in the financial sector was a reality. At the time of the merger, AG Group boasted a strong position in the Belgian insurance market and was market leader in various sectors. -
Remuneration Report 2016 Remuneration 016 2 Report
REMUNERATION REPORT REMUNERATION REPORT 2016 2 016 1 TABLE OF CONTENTS REMUNERATION REPORT 2016 — BOSKALIS REMUNERATION 2 3 INTRODUCTION 5 REMUNERATION POLICY FOR THE BOARD OF MANAGEMENT 7 APPLICATION OF REMUNERATION POLICY IN 2016 9 SUPERVISORY BOARD REMUNERATION POLICY REMUNERATION REPORT 2016 — BOSKALIS REMUNERATION 3 INTRODUCTION MEMBERS OF THE REMUNERATION COMMITTEE DUTIES AND RESPONSIBILITIES OF THE REMUNERATION COMMITTEE The Remuneration Committee consists of two members, with Mr. Van Woudenberg as chairman and Mr. Niggebrugge as The Remuneration Committee performs the following duties: a member. Putting forward a proposal to the Supervisory Board with regard to the remuneration policy to be pursued for the The Remuneration Committee regularly avails itself of the Board of Management. The policy is submitted for services of an independent remuneration adviser and has approval to the General Meeting of Shareholders. ascertained that this remuneration adviser does not provide Investigating whether the adopted remuneration policy is advice to the members of the Board of Management. still up-to-date and proposing policy adjustments where necessary. Putting forward proposals to the Supervisory Board with regard to the remuneration of individual members of the Board of Management (this in accordance with the remuneration policy adopted by the General Meeting of Shareholders). Compiling the remuneration report on the remuneration policy pursued, subject to adoption by the Supervisory REMUNERATION REPORT 2016 — BOSKALIS REMUNERATION Board. 4 ACTIVITIES DURING 2016 financial position of PGB. Future indexation will be The Remuneration Committee met twice during 2016, financed by PGB pension fund only. with both members having attended each of the meetings. The Committee also held regular consultations outside these To compensate for the change from unconditional to meetings. -
Boskalis September 2015
BoskalisEQUITY September RESEARCH 2015 . Change in recommendation 11 September 2015 Boskalis Hold (previously Buy) Strong, but not immune Price (10/09/15) We downgrade our recommendation for Boskalis from Buy to HOLD and cut €44.70 our target price from €49.0 to €45.0. The key reason is that we believe too Target price (12-mth) €45.00 (previously €49.00) many people are taking the one-off positives for granted. We believe chances Forecast total return are high for the Dredging unit to soon start showing the underlying indicated 4.3% EBIT margins of 10-12%. In addition, the Offshore Energy unit has visibility until roughly 3Q16 but, with the current weak oil price, few new projects are Construction & Materials being started, while the stable order backlog represents new work from Netherlands Europe’s offshore wind market, which has a lower margin profile compared Bloomberg: BOKA NA Reuters: BOSN.AS with oil & gas work. Given the persistently low oil price, we believe Boskalis will be able to acquire cheap assets in the next few quarters but do not expect Share data any change in the Fugro situation. We do not materially change our 2015-16F Avg daily volume (3-mth) 436,503 operating income forecasts but slightly lower our target valuation metrics on Free float (%) 67.0 the core business units to 7.5x 2016F EV/EBITDA, or €34.39 per share, plus Market cap (€m) 5,466.6 Net debt (1F, €m) 300 €7.68 per share for tugboats and €2.84 per share for the Fugro stake.