DOCSLIB.ORG

2020 Annual Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2020 Annual Report Temenos AG Annual Report and Accounts 2020 MAKING BANKING BETTER, TOGETHER Over 3,000 firms across the globe, including 41 of the world’s top 50 banks, rely on Temenos to process the client interactions and daily transactions of more than 1.2 billion banking customers. Overview At a glance THE WORLD’S #1 BANKING SOFTWARE COMPANY Temenos software is proven to enable its top-performing clients to achieve cost-income ratios of 26.8%, half the industry average, and returns on equity of 29%, three times the industry average. 1.2 bn Individuals, families and businesses rely on Temenos. That’s 30% of the world’s banked population 41 Our 3,000 banks include 41 of the top 50 global banks Cloud-native and SaaS-ready The APIs can be accessed via a development portal for Temenos solutions are cloud native and SaaS-ready. documentation and testing purposes, and allow banks #1 This means that the software can run natively on cloud to rapidly make changes to their solutions and overall They rely on the world’s infrastructure, taking full advantage of cloud-native operational environment in an insulated and clearly defined capabilities like dynamic scalability and in-built resilience. way using modern technology and design approaches #1 cloud-native intelligent This materially reduces the operational cost of running which shorten the time needed to accomplish this. Some banking platform the technology infrastructure, allowing the bank to scale banks with legacy systems struggle to decompose and operations up or down as needed. Our software is also modernize their core banking solutions. Those banks can cloud-agnostic meaning it can run on all major cloud utilize Temenos’ domain Microservices to continually platforms, providing our clients with choice, flexibility and deploy banking capabilities outside of their core to vendor risk mitigation. In addition, banks increasingly efficiently move into a modern architecture in a continuous need a simple alternative to accessing enterprise-level IT renovation approach. without the associated costs and risks. By using Temenos For more information turn to pages 12 and 18 SaaS, our clients can benefit from our expert-managed services that provide full mission-critical service delivery, Explainable Artificial Intelligence (XAI) enabling them to focus on their core business rather than Temenos is the first to bring transparency and explainability the software and technology. of AI automated decision making to the banking industry. Our patented explainable AI (XAI) platform and machine For more information turn to pages 12, 15 and 16 learning capabilities are embedded in the Temenos Microservices and Open APIs platform and available with all Temenos software either Temenos transforms the traditional approach by breaking through an easy-to-use interface or through APIs delivered down the software into independently scalable banking on-premise, in the cloud or as a SaaS offering. By domain-based Microservices that can be deployed embedding AI and Machine Learning into our products, rapidly, enabling our clients to make high-impact we have accelerated the release of explainable models changes frequently, predictably and seamlessly with that will underpin new AI use cases that focus on creating reduced implementation risk. By exposing these banking seamless customer journeys and automating manual Microservices as APIs in the cloud, our clients benefit processes with self-learning capabilities. Temenos also from the easy plug and play integration to both existing offers pre-packaged machine learning banking models for environments as well as to an ecosystem of partners, specific business functions helping banks accelerate their developers and fintechs via the Temenos Developer AI adoption significantly instead of starting from scratch. Community. Temenos has a published set of Open APIs For more information turn to page 19 which enables clients and other participants in the Temenos technology ecosystem to integrate the solutions into existing operational environments and to design, test and deploy innovative extensions around Temenos’ products. Temenos AG – Annual Report and Accounts 2020 ONLY FOCUSED RELENTLESS FOCUS ON BANKING ON INNOVATION, HIGHEST R&D OVER 27 YEARS LEADING SCALING THROUGH FUNCTIONALITY, ECOSYSTEM OF LOCALIZATION, TECHNOLOGY AND & ADVANCED IMPLEMENTATION TECHNOLOGY PARTNERS PACKAGED LEADER IN OUR PRODUCT, MARKET, 3,000+ SINGLE CODE CLIENTS BASE Temenos offers the winning combination of advanced cloud-native, SaaS-ready and API-first technology and the richest packaged banking functionality to help banks transform faster with the lowest cost of software deployment. Overview Performance Operating responsibly Governance Financial statements 001 Contents OVERVIEW At a glance # Our market opportunity 002 Chairman’s statement 004 Our strategy 006 Highlights of the year 007 Industry recognition 008 Temenos Value Benchmark 010 Software 012 Products 014 Technology platform 018 Sector solutions 020 Research and development 022 Delivering client success 027 Insights 030 PERFORMANCE Business review 032 Financial review 036 Principal risks and uncertainties 042 OPERATING RESPONSIBLY Message from the CEO 048 Our CSR and sustainability approach 050 Achieving business excellence 053 Operating responsibly 057 Investing in our people 072 Enabling access to financial services 083 Investing in our communities 084 Our targets at a glance 092 About this report 093 Independent assurance report 094 Contribution to the UN SDGs 095 UN Global Compact index 097 GRI content index 098 GOVERNANCE Board of Directors 106 Executive Committee 108 Corporate governance 111 Compensation Report 122 Report of the statutory auditor on the Compensation Report 14 3 FINANCIAL STATEMENTS Report of the statutory auditor on the consolidated financial statements 14 4 Consolidated statement of profit or loss 148 Consolidated statement of other comprehensive income 149 Consolidated statement of financial position 150 Consolidated statement of cash flows 151 Consolidated statement of changes in equity 152 Notes to the consolidated financial statements 153 Report of the statutory auditor on Temenos‘ vision is to provide the unconsolidated financial statements 206 financial institutions, of any size, Unconsolidated balance sheet 208 Unconsolidated income statement 209 any sector and anywhere in the Notes to the unconsolidated financial statements 210 world, the software to thrive Financial highlights 217 Information for investors 218 in the digital banking age. Temenos worldwide offices 219 Sources 223 Temenos AG – Annual Report and Accounts 2020 002 Overview Our market opportunity GROWING OUR GLOBAL OPPORTUNITY EUROPE THE AMERICAS MIDDLE EAST & AFRICA ASIA PACIFIC 21 16 7 19 Offices in the region Offices in the region Offices in the region Offices in the region 38% 27 % 18 % 1 7% Total revenue Total revenue Total revenue Total revenue 32% 34% 17 % 17 % Total software Total software Total software Total software licensing revenue licensing revenue licensing revenue licensing revenue Temenos AG – Annual Report and Accounts 2020 Overview Performance Operating responsibly Governance Financial statements 003 Industry context Market growth driven by structural industry drivers A number of disruptive technologies are driving Total addressable market change across the banking landscape and influencing the approach banks take to their IT renovation. 2020 Cloud/ API/ DevOps SaaS Microservices Key bn Core banking USD 63 Digital Front Office Total addressable Payments market 2020 Big Data AI/ Machine Blockchain/ Fund Admin Learning Distributed DB Third party spend Disruptive technologies are intensifying the pressures the industry has always faced: 2020 ▪ Demanding, less loyal customers that shop around for the most bn relevant, convenient and responsive banking services USD 17 ▪ Regulation intended not just to ensure risk and compliance but to actively drive innovation and competition in the industry like Open Third party spend 2020 Banking/PSD2, as well as to ensure resilience and availability of mission-critical IT systems 2025E ▪ Nimble new entrants such as payment providers, e-commerce and bn technology giants as well as neobank and fintech challengers. CAGR +8% USD 26 In addition, the industry has been struggling with historically low interest Third party spend 2025E rates and margins caused by prolonged recessionary conditions, the debt crisis and increased geopolitical volatility for several years now. Third party spend (SaaS vs license and maintenance) The Covid-19 pandemic has worsened the macroeconomic environment in which banks operate. At the same time, it is rapidly changing consumer mindsets and circumstances driving banks to both accelerate and scale 2020 CAGR +25% their digital transformation and customer experience. SaaS market 2020-25 This presents a big opportunity for the banking industry and Temenos, with its market leading software fueled by industry-leading investments in R&D. 2025E CAGR of +6% On-premise market 2020-25 Key SaaS Source: IDC, Ovum, Celent, McKinsey, License and Maintenance Temenos estimates. Temenos AG – Annual Report and Accounts 2020 004 Overview Chairman’s statement 2020, dominated by the Covid-19 pandemic, was a tale of two stories, with our resilient business model enabling us to weather the first six months of the year followed by a strong return to a new normal by the end of the year. It is with great pleasure that we present our Annual Report for 2020 to our shareholders. With the global pandemic
Load more

Recommended publications
  • DWS (CH) II Small and Mid Caps Switzerland
    Marketing Material DWS (CH) II Small and Mid Caps Switzerland Equity Funds - Europe - Regions/Countries August 2021 As at 31/08/2021 Fund Data Performance Investment Policy Performance - Share Class FD (in %) The goal of the sub-fund is primarily to achieve long-term growth in Swiss Francs through investment in a portfolio of stocks from Swiss issuers that are listed in a representative Swiss equities index of small and medium enterprises or the small and mid- cap subindex of a Swiss equities index (“the benchmark”). The investment strategy is based on a transparent and comprehensible investment process, focuses on stock selection. Fund Benchmark (since 09/08/2006): SPI EXTRA Total Return (RI) Past performance is no indication of current or future performance, and the performance data do not take account of the commissions and costs Fund Management's Comment incurred on the issue and redemption of units. For detailed comments on the fund and its corresponding markets please see the annual report. Cumulative performance (in %) - share class FD 1 m 1 y 3 y 5 y s. Inception YTD 3 y avg 5 y avg 2017 2018 2019 2020 CHF 3.0 42.7 36.1 77.7 421.8 29.6 10.8 12.2 29.9 -21.6 29.3 1.8 EUR 2.7 42.0 42.2 80.2 650.5 30.2 12.5 12.5 19.4 -18.6 33.7 2.2 BM IN CHF 2.5 34.9 39.1 90.5 284.2 23.7 11.6 13.8 29.7 -17.2 30.4 8.1 Further Characteristics (3 years) / VAR (1 year) - share class FD Volatility 18.36% Maximum Drawdown -21.26% VAR (99%/10 days) 7.23% Sharpe Ratio -- Information Ratio -0.16 Correlation Coefficient 0.97 Alpha -1.26% Beta 1.05 Tracking Error
    [Show full text]
  • Android (Operating System) 1 Android (Operating System)
    Android (operating system) 1 Android (operating system) Android Home screen displayed by Samsung Nexus S with Google running Android 2.3 "Gingerbread" Company / developer Google Inc., Open Handset Alliance [1] Programmed in C (core), C++ (some third-party libraries), Java (UI) Working state Current [2] Source model Free and open source software (3.0 is currently in closed development) Initial release 21 October 2008 Latest stable release Tablets: [3] 3.0.1 (Honeycomb) Phones: [3] 2.3.3 (Gingerbread) / 24 February 2011 [4] Supported platforms ARM, MIPS, Power, x86 Kernel type Monolithic, modified Linux kernel Default user interface Graphical [5] License Apache 2.0, Linux kernel patches are under GPL v2 Official website [www.android.com www.android.com] Android is a software stack for mobile devices that includes an operating system, middleware and key applications.[6] [7] Google Inc. purchased the initial developer of the software, Android Inc., in 2005.[8] Android's mobile operating system is based on a modified version of the Linux kernel. Google and other members of the Open Handset Alliance collaborated on Android's development and release.[9] [10] The Android Open Source Project (AOSP) is tasked with the maintenance and further development of Android.[11] The Android operating system is the world's best-selling Smartphone platform.[12] [13] Android has a large community of developers writing applications ("apps") that extend the functionality of the devices. There are currently over 150,000 apps available for Android.[14] [15] Android Market is the online app store run by Google, though apps can also be downloaded from third-party sites.
    [Show full text]
  • Avoiding Greenwashing in Event Marketing: an Exploration of Concepts, Literature and Methods
    Journal of Management and Sustainability; Vol. 7, No. 4; 2017 ISSN 1925-4725 E-ISSN 1925-4733 Published by Canadian Center of Science and Education Avoiding Greenwashing in Event Marketing: An Exploration of Concepts, Literature and Methods Kai-Michael Griese1, Kim Werner1 & Johannes Hogg2 1 School of Management, University of Applied Science, Osnabrück, Germany 2 School of Management, Fresenius University of Applied Science, Hamburg, Germany Correspondence: Kai-Michael Griese, School of Management, University of Applied Science, Osnabrück, Germany, Caprivistraße 30a, Tel: 49-541-969-3880. E-mail: [email protected] Received: August 25, 2017 Accepted: September 20, 2017 Online Published: October 25, 2017 doi:10.5539/jms.v7n4p1 URL: http://doi.org/10.5539/jms.v7n4p1 Abstract Greenwashing, defined by the Oxford Dictionary as “disinformation disseminated by an organization so as to present an environmentally responsible public image” can cause multifarious problems for companies. The phenomenon of greenwashing has, however, not attracted much attention in the event marketing literature to date. The purpose of this paper is twofold. It first describes and analyses the specific characteristics and features of greenwashing in event marketing. It then seeks to identify the current fundamental approaches of how to avoid greenwashing in event marketing and to assess their potential. A two-step literature analysis with complementary search approaches served as a methodical framework. First, journals related to event marketing were screened for the keywords “greenwashing” and “greenwash”. Next, the general literature was consulted for the same keywords. The results clearly demonstrate that the subject of greenwashing has been widely neglected in the event literature.
    [Show full text]
  • Case Studies
    Case studies November 2006 Buyouts Chorion New investment - UK - Media In May 2006, 3i and funds completed the This strong relationship with Waheed Alli acquisition of Chorion, a UK-based coupled with 3i’s in-depth media sector intellectual property owning, brand creation knowledge, through deals such as and management business, in a €198 Sparrowhawk Media and Pinewood million public to private transaction. Shepperton, secured the investment opportunity. Chorion, previously listed on AIM, generates revenue by charging royalties on The investment in Chorion represented an toy merchandising, book publishing and TV. opportunity to acquire a portfolio of high-quality It operates on a global basis, with a brands which have a proven track record of portfolio which includes well recognised publishing success and which are ripe for classic children’s brands such as Noddy, further development. Chorion has an excellent Famous Five, and the Mr Men, as well as platform from which to expand into new the works of crime writers such as Agatha geographic markets, and a proven Christie (Miss Marple and Poirot) and management team which is well placed to Georges Simenon (Maigret). capitalise on this opportunity with the strategic support and financial backing of 3i. 3i worked exclusively with Chorion’s Chairman Waheed Alli and the incumbent management team, responsible for almost trebling the value of the business since 2002, for nearly a year before the deal completed. Buyouts Azzurri Communications Realisation - UK - Technology During the six years that 3i was invested Azzurri made 15 strategic acquisitions and, combined with strong organic growth, a business with revenues of £115 million (for the year to June 2006) was built as a result.
    [Show full text]
  • Vodafone Greece Corporate Responsibility Report 2006-2007
    Corporate Responsibility Report April 2006 - March 2007 Vodafone Greece Corporate Responsibility Report 2006-2007 Contents Letter from the Chairman of the Board of Directors and Chief Executive 3 Introductory Note 4 About Vodafone Greece and the Vodafone Group 6 Managing Corporate Responsibility 8 Environment 18 Mobile Phones - Masts - Health - Network Deployment 32 Access to Communications 38 Customers 44 Supply Chain 50 Employees 52 Social Investment 58 Odjectives - Results - New Commitments Table 66 Main Figures in Table Form 76 Website Index 77 Abbreviations 78 GRI Relevant Requirements Table 80 GRI Report Application Level 85 Vodafone Greece Corporate Responsibility Report 2006-2007 2 Vodafone Greece Corporate Responsibility Report 2006-2007 Letter from the Chairman of the Board of Directors and Chief Executive At Vodafone Greece we are taking consistent steps to reduce our impact on the environment, given that one of our business principles is a commitment to sustainable business practices and environmental protection. Energy savings, use of renewable energy sources and recycling are not just theory for us, but ongoing strategic investments and an everyday practice for our 2,600 employees, and are coupled with a specific methodology and measurable results. Since 1993, when Vodafone Greece began its operations, we have been systematically investing in cooling/heating and lighting energy saving programs, as well as photovoltaic systems to provide power to our base stations. Over the last three years, our energy program prevented the emission of 22,830 tons of carbon dioxide, a quantity that equals the annual energy consumption of approximately 4,000 Greek households. At the same time, we have been investing in recycling mobile phones, accessories, batteries and paper.
    [Show full text]
  • Introduction to Sustainability Sustainability Essentials
    SUSTAINABILITY ESSENTIALS A SERIES OF PRACTICAL GUIDES FOR THE OLYMPIC MOVEMENT INTRODUCTION TO SUSTAINABILITY SUSTAINABILITY ESSENTIALS SUSTAINABILITY ESSENTIALS Sustainability is one of the most pressing • The IOC as an organisation: To embrace challenges of our time across a wide sustainability principles and to include spectrum of social, environmental and sustainability in its day-to-day operations. economic matters. Major issues such as climate change, economic inequality and • The IOC as owner of the Olympic social injustice are affecting people Games: To take a proactive and leadership throughout the world. These are also role on sustainability and ensure that it is pressing concerns for the sports community, included in all aspects of the planning and both for managing its day-to-day affairs and staging of the Olympic Games. for its responsibilities towards young people and future generations. We also recognise • The IOC as leader of the Olympic that sport has an unrivalled capacity to Movement: To engage and assist Olympic motivate and inspire large numbers of Movement stakeholders in integrating people. This is why we believe that the sustainability within their own organisations Olympic Movement has both a duty and an and operations. opportunity to contribute actively to global sustainability in line with our vision: “Building Following on from Olympic Agenda 2020, a better world through sport”. we issued the IOC Sustainability Strategy in December 2016. The Strategy is based on It is therefore logical that sustainability forms our three spheres of responsibility and five one of the key elements of Olympic Agenda focus areas, as illustrated below. 2020, the Olympic Movement’s strategic roadmap adopted in December 2014.
    [Show full text]
  • FACTSHEET - AS of 29-Sep-2021 Solactive Switzerland 40 Equal Weight Index TR
    FACTSHEET - AS OF 29-Sep-2021 Solactive Switzerland 40 Equal Weight Index TR HISTORICAL PERFORMANCE 6,000 5,000 4,000 3,000 2,000 1,000 Jan-2000 Jan-2005 Jan-2010 Jan-2015 Jan-2020 Solactive Switzerland 40 Equal Weight Index TR CHARACTERISTICS ISIN / WKN DE000SLA98V4 / SLA98V Base Value / Base Date 1000 Points / 03.03.1999 Bloomberg / Reuters SOCH40ET Index / .SOCH40ET Last Price 5520.10 Index Calculator Solactive AG Dividends Included Index Type Total Return Calculation 09:00am to 10:30pm (CET), every 60 seconds Index Currency CHF History Available daily back to 03.03.1999 Index Members 40 FACTSHEET - AS OF 29-Sep-2021 Solactive Switzerland 40 Equal Weight Index TR STATISTICS 30D 90D 180D 360D YTD Since Inception Performance -6.87% -1.29% 6.88% 26.84% 16.30% 452.01% Performance (p.a.) - - - - - 7.86% Volatility (p.a.) 14.33% 11.91% 11.14% 12.42% 11.49% 18.86% High 5927.07 5927.07 5927.07 5927.07 5927.07 5927.07 Low 5498.67 5498.67 5111.72 4101.40 4734.43 549.01 Sharpe Ratio -4.04 -0.43 1.30 2.20 1.96 0.42 Max. Drawdown -7.23% -7.23% -7.23% -8.17% -7.23% -68.82% VaR 95 \ 99 -22.5% \ -33.9% -29.8% \ -57.3% CVaR 95 \ 99 -29.9% \ -44.8% -47.2% \ -78.4% COMPOSITION BY CURRENCIES COMPOSITION BY COUNTRIES CH 97.6% CHF 100.0% AT 2.4% TOP COMPONENTS AS OF 29-Sep-2021 Company Ticker Country Currency Index Weight (%) DUFRY AG DUFN SE Equity CH CHF 2.80% SWISSCOM AG SCMN SE Equity CH CHF 2.69% ALCON INC ALC SE Equity CH CHF 2.67% SONOVA HOLDING AG SOON SE Equity CH CHF 2.64% UBS GROUP AG UBSG SE Equity CH CHF 2.63% JULIUS BAER GRUPPE AG BAER SE Equity CH CHF 2.61% KUEHNE & NAGEL INTERNATIONAL AG KNIN SE Equity CH CHF 2.60% NESTLE SA NESN SE Equity CH CHF 2.60% SWISS LIFE HOLDING AG SLHN SE Equity CH CHF 2.60% CHOCOLADEFABRIKEN LINDT & SPRUENGLI AG LISP SE Equity CH CHF 2.60% FACTSHEET - AS OF 29-Sep-2021 Solactive Switzerland 40 Equal Weight Index TR DISCLAIMER © Solactive AG, 2021.
    [Show full text]
  • The Higher Aspects of Greek Religion. Lectures Delivered at Oxford and In
    BOUGHT WITH THE INCOME FROM THE SAGE ENDOWMENT FUND THE GIET OF Henirg m. Sage 1891 .A^^^ffM3. islm^lix.. 5931 CornelJ University Library BL 25.H621911 The higher aspects of Greek religion.Lec 3 1924 007 845 450 The original of tiiis book is in tine Cornell University Library. There are no known copyright restrictions in the United States on the use of the text. http://www.archive.org/details/cu31924007845450 THE HIBBERT LECTURES SECOND SERIES 1911 THE HIBBERT LECTURES SECOND SERIES THE HIGHER ASPECTS OF GREEK RELIGION LECTURES DELIVERED AT OXFORD AND IN LONDON IN APRIL AND MAY igii BY L. R. FARNELL, D.Litt. WILDE LECTURER IN THE UNIVERSITY OF OXFORD LONDON WILLIAMS AND NORGATE GARDEN, W.C. 14 HENRIETTA STREET, COVENT 1912 CONTENTS Lecture I GENERAL FEATURES AND ORIGINS OF GREEK RELIGION Greek religion mainly a social-political system, 1. In its earliest " period a " theistic creed, that is^ a worship of personal individual deities, ethical personalities rather than mere nature forces, 2. Anthrqgomorphism its predominant bias, 2-3. Yet preserving many primitive features of " animism " or " animatism," 3-5. Its progress gradual without violent break with its distant past, 5-6. The ele- ment of magic fused with the religion but not predominant, 6-7. Hellenism and Hellenic religion a blend of two ethnic strains, one North-Aryan, the other Mediterranean, mainly Minoan-Mycenaean, 7-9. Criteria by which we can distinguish the various influences of these two, 9-1 6. The value of Homeric evidence, 18-20. Sum- mary of results, 21-24. Lecture II THE RELIGIOUS BOND AND MORALITY OF THE FAMILY The earliest type of family in Hellenic society patrilinear, 25-27.
    [Show full text]
  • Committed to Journeysbetter Making Customers'
    Committed to making customers’ journeys better Halfords Group plc Group Halfords Annual Report and Accounts for the period ended 1 April 2016 for and Accounts Annual Report Halfords Group plc Annual Report and Accounts for the year ended 1 April 2016 Stock Code: HFD www.halfordscompany.com slugline Introduction to For more than 110 years Halfords has been synonymous with travel. We are the UK’s leading retailer of automotive and cycling products, and a leading independent operator in auto repair. Many of our brands hold number one sales positions, and we see clear opportunities to grow market share in the short and long-term future. Our Vision Our vision is clear: • To be first choice for customers’ life on the move • We will achieve this by being Committed to Making Customers’ Journeys Better 462 Retail stores in the UK and ROI (as of 1 April 2016) 314 Autocentres across the UK (as of 1 April 2016) 10 Cycle Republic stores (as of 1 April 2016) £1bn Group Revenue Business Model Evolved for future orientation Pages 10 and 11 Defining our CSR Strategy Integrated into every aspect of business Page 10 Strategy Connected strategic thinking Pages 14 and 20 Risk Identifies key material interdependencies Page 30 Our Integrated Report This is our third integrated report and is designed to provide a concise In producing this report we overview of how we generate value for all stakeholders. By following have: built upon the key an integrated reporting model, we aim to show how our competitive advantage is sustainable in the short, medium, and long term.
    [Show full text]
  • Fund Holdings
    Wilmington International Fund as of 7/31/2021 (Portfolio composition is subject to change) ISSUER NAME % OF ASSETS ISHARES MSCI CANADA ETF 3.48% TAIWAN SEMICONDUCTOR MANUFACTURING CO LTD 2.61% DREYFUS GOVT CASH MGMT-I 1.83% SAMSUNG ELECTRONICS CO LTD 1.79% SPDR S&P GLOBAL NATURAL RESOURCES ETF 1.67% MSCI INDIA FUTURE SEP21 1.58% TENCENT HOLDINGS LTD 1.39% ASML HOLDING NV 1.29% DSV PANALPINA A/S 0.99% HDFC BANK LTD 0.86% AIA GROUP LTD 0.86% ALIBABA GROUP HOLDING LTD 0.82% TECHTRONIC INDUSTRIES CO LTD 0.79% JAMES HARDIE INDUSTRIES PLC 0.78% DREYFUS GOVT CASH MGMT-I 0.75% INFINEON TECHNOLOGIES AG 0.74% SIKA AG 0.72% NOVO NORDISK A/S 0.71% BHP GROUP LTD 0.69% PARTNERS GROUP HOLDING AG 0.65% NAVER CORP 0.61% HUTCHMED CHINA LTD 0.59% LVMH MOET HENNESSY LOUIS VUITTON SE 0.59% TOYOTA MOTOR CORP 0.59% HEXAGON AB 0.57% SAP SE 0.57% SK MATERIALS CO LTD 0.55% MEDIATEK INC 0.55% ADIDAS AG 0.54% ZALANDO SE 0.54% RIO TINTO LTD 0.52% MERIDA INDUSTRY CO LTD 0.52% HITACHI LTD 0.51% CSL LTD 0.51% SONY GROUP CORP 0.50% ATLAS COPCO AB 0.49% DASSAULT SYSTEMES SE 0.49% OVERSEA-CHINESE BANKING CORP LTD 0.49% KINGSPAN GROUP PLC 0.48% L'OREAL SA 0.48% ASSA ABLOY AB 0.46% JD.COM INC 0.46% RESMED INC 0.44% COLOPLAST A/S 0.44% CRODA INTERNATIONAL PLC 0.41% AUSTRALIA & NEW ZEALAND BANKING GROUP LTD 0.41% STRAUMANN HOLDING AG 0.41% AMBU A/S 0.40% LG CHEM LTD 0.40% LVMH MOET HENNESSY LOUIS VUITTON SE 0.39% SOFTBANK GROUP CORP 0.39% NOVARTIS AG 0.38% HONDA MOTOR CO LTD 0.37% TOMRA SYSTEMS ASA 0.37% IMCD NV 0.37% HONG KONG EXCHANGES & CLEARING LTD 0.36% AGC INC 0.36% ADYEN
    [Show full text]
  • ANNUAL REPORT and ACCOUNTS 2020 ANNUAL REPORT of Work of the Future The
    ANNUAL REPORT AND ACCOUNTS 2020 of work The future IWG plc | Annual Report and Accounts 2020 2020 HIGHLIGHTS Revenue development (£m) Adjusted EBITDA development (£m) Net growth capital investment (£m) £2,480.2m £133.8m £250.9 m 2020 2,480.2 2020 133.8 2020 250.9 2019 2,648.9 2019 428.3 2019 389.0 2018 2,398.2 2018 389.9 2018 332.0 2017 2,237.8 2017 376.2 2017 272.5 Number of locations Cash to shareholders (£m) Total shareholder return(1) 3,313 £43.7m (0.5)% Value (£) (rebased) 2020 3,313 2020 43.7 140 2019 3,388 2019 107.7 120 (0.5)% 2018 3,306 2018 93.9 100 2017 3,125 2017 99.6 80 (11.6)% 0 Jan 20 Mar 20 May 20 Jul 20 Sept 20 Nov 20 IWG plc FTSE 350 Index (excl. investment trusts) 1. Source: FactSet, Value of £100 invested in IWG plc compared with £100 invested in the FTSE 350 (excl. Investment Trusts) Index. STRATEGIC REPORT GOVERNANCE FINANCIAL STATEMENTS Introduction 1 Board of Directors 66 Independent auditor’s report to the 100 The future of work 2 Corporate governance 68 members of IWG plc Our purpose 8 Nomination Committee report 76 Consolidated income statement 105 At a glance 10 Audit Committee report 79 Consolidated statement 106 How we work 12 Directors’ Remuneration report 84 of comprehensive income Our brands 14 Directors’ report 97 Consolidated statement 107 Chairman’s statement 22 Directors’ statements 99 of changes in equity Chief Executive Officer’s review 24 Consolidated balance sheet 108 Our response to COVID-19 28 Consolidated statement 109 of cash flows Market review 30 Notes to the accounts 110 Our business model
    [Show full text]
  • Global Connections Our Digital Financial Services and Fintech Capability Global Digital Financial Services and Fintech
    Global connections Our Digital Financial Services and Fintech capability Global digital Financial Services and Fintech Drawing together relevant lawyers from across our Financial Institutions group globally, we provide a seamless service on digital projects. How can we help? – experienced fintech lawyers across the US, UK, wider Europe, Middle East and Asia – full-service Digital team – extensive experience in delivering digital FS and fintech projects – innovative approach – project management and cost certainty William Dudzinsky Head of TMT US T: +1 202 383 0106 [email protected] Matthew Gough Head of Digital Financial Services and Fintech T: +44 29 2047 7943 [email protected] 22 Global connections Our Digital Financial Services and Fintech capability What you’ll find in this guide: Technology platforms and the cloud 4 Fintech/joint collaboration agreements 5 Cryptocurrencies, blockchain and artificial intelligence/robo advice 6 Cybersecurity 7 Payments and digital commerce 8 Data privacy and digital identity 9 M&A and investments 10 Consumer finance and product regulation 11 Ecommerce and consumer protection 12 Intellectual property and patents 13 Contentious regulatory and financial crime 14 Technology disputes 15 Consulting, compliance and authorizations 16 Competition 17 Robo advice and electronic brokerage 18 Fintech licensing and compliance 19 Bank secrecy act/anti-money laundering/office of foreign assets control 20 Awards and accolades 21 Wider international team 22 3 Technology platforms and the cloud We can work across all your needs for technology platforms, including advising on private and public clouds, commercial agreements, software licensing and the associated regulatory regime. However you wish to develop further your own platforms, our team can assist.
    [Show full text]