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2020-Annual-Report-Web-Edition.Pdf
Domino’s Pizza Group plc Annual Report & Accounts 2020 Accounts & Report Pizza plc Annual Group Domino’s WE GOT THIS Annual Report & Accounts 2020 DOMINO’S PIZZA GROUP PLC 1 Thornbury, West Ashland, Milton Keynes MK6 4BB https://corporate.dominos.co.uk Domino’s Pizza Group plc Domino’s Pizza is the UK’s leading pizza brand and a major player in the Republic of Ireland We are incredibly proud that the business traded throughout the year and grateful to all our team members” OVERVIEW STRATEGIC REPORT GOVERNANCE FINANCIAL STATEMENTS 01 Highlights 12 Q&A with Chief Executive Officer 70 Board of Directors 134 Independent Auditor’s report and Chief Financial Officer 02 At a glance 74 Chair’s introduction to 144 Group income statement 14 Chief Executive Officer’s review Corporate Governance 03 Purpose, vision and values 145 Group statement of 24 Strategic priorities 76 Corporate Governance comprehensive income 04 Investment case 26 Market context 88 Nomination Committee report 146 Group balance sheet 06 Chair’s statement 28 Key performance indicators 90 Audit Committee report 148 Group statement of changes 08 Covid-19 in equity 30 Business model 100 Directors’ remuneration report 149 Group cash flow statement 32 Sustainability 127 Directors’ report 151 Notes to the Group financial 45 Section 172 of the Companies Act 131 Statement of Directors’ statements responsibilities 46 Engaging with our stakeholders 217 Company balance sheet and workforce 218 Company statement of changes 48 Chief Financial Officer’s review in equity 56 Risk management 219 -
Annual Report of the Tui Group 2019 2019 Annual Report of the Tui Group 2019 Financial Highlights
ANNUAL REPORT OF THE TUI GROUP 2019 2019 ANNUAL REPORT OF THE TUI GROUP THE OF REPORT ANNUAL 2019 FINANCIAL HIGHLIGHTS 2019 2018 Var. % Var. % at adjusted constant € million currency Turnover 18,928.1 18,468.7 + 2.5 + 2.7 Underlying EBITA1 Hotels & Resorts 451.5 420.0 + 7.5 – 4.9 Cruises 366.0 323.9 + 13.0 + 13.2 Destination Experiences 55.7 45.6 + 22.1 + 20.4 Holiday Experiences 873.2 789.5 + 10.6 + 3.6 Northern Region 56.8 278.2 – 79.6 – 77.1 Central Region 102.0 94.9 + 7.5 + 7.0 Western Region – 27.0 124.2 n. a. n. a. Markets & Airlines 131.8 497.3 – 73.5 – 72.2 All other segments – 111.7 – 144.0 + 22.4 + 18.5 TUI Group 893.3 1,142.8 – 21.8 – 25.6 EBITA2, 3 768.4 1,054.5 – 27.1 Underlying EBITDA3, 4 1,359.5 1,554.8 – 12.6 EBITDA3, 4 1,277.4 1,494.3 – 14.5 EBITDAR3, 4, 5 1,990.4 2,215.8 – 10.2 Net profi t for the period 531.9 774.9 – 31.4 Earnings per share3 in € 0.71 1.17 – 39.3 Equity ratio (30 Sept.)6 % 25.6 27.4 – 1.8 Net capex and investments (30 Sept.) 1,118.5 827.0 + 35.2 Net debt / net cash (30 Sept.) – 909.6 123.6 n. a. Employees (30 Sept.) 71,473 69,546 + 2.8 Diff erences may occur due to rounding. This Annual Report 2019 of the TUI Group was prepared for the reporting period from 1 October 2018 to 30 September 2019. -
Beach Holidays Fy19 Results Presentation
THE UK’S LEADING ONLINE RETAILER OF BEACH HOLIDAYS FY19 RESULTS PRESENTATION November 2019 AGENDA CAUTIONARY STATEMENT FY19 Market Dynamics This presentation may contain certain forward-looking FY19 Financial Performance statements with respect to the financial condition, results, operations and businesses of the Company. Paul Meehan - CFO Forward looking statements are sometimes, but not always, identified by their use of a date in the future or such words as ‘anticipates’, ‘aims’, ‘due’, ‘will’, ‘could’, ‘may’, ‘should’, ‘expects’, ‘believes’, ‘intends’, ‘plans’, Evolution of Key Drivers ‘targets’, ‘goal’ or ‘estimates’. Simon Cooper – CEO These forward-looking statements involve risk and uncertainty because they relate to events and depend on circumstances that may or may not occur in the future. There are a number of factors that could cause actual results or developments to differ materially from those Q & A expressed or implied by these forward-looking statements, including factors outside the Company's control. The forward-looking statements reflect the knowledge and information available at the date of preparation of this presentation and will not be updated during the year. Nothing in this presentation should be construed as a profit forecast. 2 Paul Meehan Chief Financial Officer FY19 Market Dynamics FY19 Financial Performance Market Dynamics YOY Bookings Profile - OTB H1 H2 OTB Revenue growth of 1%, soft UK market impacted by: ‘lates’ market competitor discounting preceding Brexit deadline in H1 and continuing uncertainties -
Annual Report 2017 Contents & Financial Highlights
ANNUAL REPORT 2017 CONTENTS & FINANCIAL HIGHLIGHTS TUI GroupFinancial 2017 in numbers highlights Formats The Annual Report and 2017 2016 Var. % Var. % at the Magazine are also available online € 18.5 bn € 1,102.1restated m constant € million currency Turnover 18,535.0 17,153.9 + 8.1 + 11.7 Underlying EBITA1 1 1 + 11.7Hotels & %Resorts + 12.0356.5 % 303.8 + 17.3 + 19.2 Cruises 255.6 190.9 + 33.9 + 38.0 Online turnoverSource Markets underlying526.5 554.3 – 5.0 – 4.0 Northern Region 345.8 383.1 – 9.7 – 8.4 year-on-year Central Region 71.5 85.1 – 16.0 – 15.8 Western Region EBITA109.2 86.1 + 26.8 + 27.0 Other Tourism year-on-year13.4 7.9 + 69.6 + 124.6 Tourism 1,152.0 1,056.9 + 9.0 + 11.2 All other segments – 49.9 – 56.4 + 11.5 + 3.4 Mobile TUI Group 1,102.1 1,000.5 + 10.2 + 12.0 Discontinued operations – 1.2 92.9 n. a. Total 1,100.9 1,093.4 + 0.7 http://annualreport2017. tuigroup.com EBITA 2, 4 1,026.5 898.1 + 14.3 Underlying EBITDA4 1,541.7 1,379.6 + 11.7 56 %EBITDA2 4 23.61,490.9 % ROIC1,305.1 + 14.2 Net profi t for the period 910.9 464.9 + 95.9 fromEarnings hotels per share4 & € 6.751.36 % WACC0.61 + 123.0 Equity ratio (30 Sept.)3 % 24.9 22.5 + 2.4 cruisesNet capex and contentinvestments (30 Sept.) 1,071.9 634.8 + 68.9 comparedNet with cash 30 %(302 at Sept.) time 4of merger 583.0 31.8 n. -
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. -
2009-Fall-Dividend.Pdf
dividendSTEPHEN M. ROSS SCHOOL OF BUSINESS AT THE UNIVERSITY OF MICHIGAN Thrown to the (Detroit) Lions Team President Tom Lewand, MBA ’96, Tackles the Ultimate Turnaround PLUS Financial Reform: Regulation vs. Innovation Directing New Business at Cleveland Clinic FALL 09 Solve the RIGHT Problems The Ross Executive MBA Advanced leadership training for high-potential professionals • Intense focus on leadership and strategy • A peer group of proven leaders from many industries across the U.S. • Manageable once-a-month format • Ranked #4 by BusinessWeek* • A globally respected degree • A transformative experience To learn more about the Ross Executive MBA call 734-615-9700 or visit us online at www.bus.umich.edu/emba *2007 Executive MBA TABLEof CONTENTS FALL 09 FEATURES 24 Thrown to the (Detroit) Lions Tom Lewand, AB ’91/MBA/JD ’96, tackles the turn- around job of all time: president of the Detroit Lions. 28 The Heart of the Matter Surgeon Brian Duncan, MBA ’08, brings practical expertise to new business development at Cleveland Clinic. 32 Start Me Up Serial entrepreneur Brad Keywell, BBA ’91/JD ’93, goes from odd man out to man with a plan. Multiple plans, that is. 34 Building on the Fundamentals Mike Carscaddon, MBA ’08, nails a solid foundation in p. 28 international field operations at Habitat for Humanity. 38 Adventures of an Entrepreneur George Deeb, BBA ’91, seeks big thrills in small firms. 40 Re-Energizer Donna Zobel, MBA ’04, revives the family business and powers up for the new energy economy. 42 Kickstarting a Career Edward Chan-Lizardo, MBA ’95, pumps up nonprofit KickStart in Kenya. -
Amadeus Yearbook of Ancillary Revenue by Ideaworks
Issued 29 August 2012 The Amadeus Yearbook of Ancillary Revenue by IdeaWorks Table of Contents 2012 Amadeus Yearbook of Ancillary Revenue ................................................................................... 4 Europe and Russia ............................................................................................................................... 17 The Americas........................................................................................................................................ 28 Asia and the South Pacific ................................................................................................................. 52 Middle East and Africa ........................................................................................................................ 63 Currency Exchange Rates Used for the Worldwide Statistics .................................................. 67 Disclosure to Readers of this Report IdeaWorks makes every effort to ensure the quality of the information in this report. Before relying on the information, you should obtain any appropriate professional advice relevant to your particular circumstances. IdeaWorks cannot guarantee, and assumes no legal liability or responsibility for, the accuracy, currency or completeness of the information. The views expressed in the report are the views of the author, and do not represent the official view of Amadeus. Issued by IdeaWorksCompany.com LLC Shorewood, Wisconsin, USA www.IdeaWorksCompany.com The free distribution of this report -
June 2018 Share Price: £2.19 Net Asset Value: £2.16 Premium: 1.4% Market Cap: £106M Data As at 30 June 2018
Aurora Investment Trust – June 2018 Share Price: £2.19 Net Asset Value: £2.16 Premium: 1.4% Market Cap: £106m Data as at 30 June 2018 Equities >3% at 30 June 2018 Tesco Lloyds Banking Group GlaxoSmithKline Sports Direct Randall & Quilter Vesuvius Hornby Bellway Morrisons easyJet Redrow Dignity JD Wetherspoon Others <3% (2) Phoenix SG Limited Cash Position demographic trends. However, to achieve their potential and attract and delight new customers it is essential to modernise and make the most of new technologies and insights. The internet, rather than hurting a business-like Stanley Gibbons, in fact does the opposite. It allows a unique single iconic location in London to reach a worldwide audience inexpensively, and for a business so rich in intellectual property and knowledge, to offer an engaging and immersive experience tailored to the interest of the customer. The building blocks for a great business are there in terms of the brand, heritage, reputation and capability. We look forward to updating you in the coming years on their progress. The following is taken from Gary Channon's latest 02 report to investors in the Phoenix UK Fund: We invest by making business and stock specific decisions, one by one, whilst paying attention to the overall risk profile of the portfolio. Some think this means that our decisions therefore contain no macro-economic element, however this is not possible. All our businesses operate within the overall economy The expected future cashflows of a business will exist in a macro-economic context and we recognise that when we build models and derive valuations. -
Waymark Holidays 1973-2007
THE WAYMARK STORY 2nd Edition The history of WAYMARK HOLIDAYS 1973-2007 by COLIN SAUNDERS Plus reminiscences from directors, staff, leaders and clients THE WAYMARK STORY Written and edited by COLIN SAUNDERS (staff member 1982 to 1989) In memory of Peggy Hounslow and Noel Vincent Second edition published online 15 March 2013 (replacing first edition published online 28 April 2009) by Colin Saunders 35 Gerrards Close Oakwood London N14 4RH [email protected] www.colinsaunders.org.uk © Colin Saunders 2009, 2013 2 THE WAYMARK STORY ACKNOWLEDGEMENTS Waymark Holidays owed its existence to the courage and foresight of its founders, Peggy Hounslow, Noel Vincent and Humfrey Chamberlain. The author is indebted to the following people and organisations, who have contributed in various ways: Mike Brace, Charlie Brown, The Cabinet Office, Alan Castle, Humfrey Chamberlain, Peter Chapman, Viju Chhatralia, Toni Clark, Dulcie Cringle, Rosemary Crosbie, Brian Fagg, Jill Hollingworth, Andy Hosking, Philip Hoyland, Nancy Johns, Anthony Jones, Ian Jones, Michael Mace, Bob Mason, Stuart Montgomery, Sue O’Grady, Tom Phillips, Elizabeth Philpott, Robert Pick, Adam Pinney, Martin Read, Brian and Gill Reader, Theo Rowlands, Paul Sibert, Alan Smith, Beryl Vincent, Nigel Watson and Jim Wood. Also many other former leaders and clients who have contributed material to Waymark News, much of which has been incorporated into this second edition. He is especially indebted to Peter Chapman, Stuart Montgomery and Martin Read for allowing him access to their collections of Waymark brochures, without which writing this work would have been immeasurably more difficult and devoid of detail. Finally, thanks to Exodus who have acquiesced in the publication of this document. -
The University of Hull the Package Holiday
THE UNIVERSITY OF HULL THE PACKAGE HOLIDAY; PARTICIPANT, CHOICE AND BEHAVIOUR being a Thesis submitted for the Degree of Doctor of Philosophy in The Department of Geography The University, Hull by Andrew Nicholas Laing, B.Sc. September 1987 GEOGRAPHY 3 0 SEP 19 87 SUMMARY OF THESIS SUBMITTED FOR THE DEGREE OF DOCTOR OF PHILOSOPHY by Andrew N. Laing THE PACKAGE HOLIDAY; PARTICIPANT, CHOICE AND BEHAVIOUR This research provides an explanation of package holidaymaking behaviour based on the analysis of data gathered through 303 interview-administered questionnaires in Hull. Strict statistical links are used hand-in-hand with informal, qualitative information to generate a thorough understanding of key elements in the holiday decision-making process. Three levels of behaviour are examined. General participation separates the package holidaymaking population from non-holidaymakers and independent travellers. Package holiday 'habits' are then examined; repeat purchasing, booking I the holiday party, services, timing and behaviour whilst on holiday. Finally, spatial patterns are analysed according to relative location (travel time, linear distance, and the home/abroad dichotomy) and absolute location (proximity to the coast, and resort qualities). Explanation is largely based on the holidaymaker's characteristics, represented by trad- itional sociodemographic and economic measures, and by a number of life- style factors. The finer investigation of spatial patterns is accompanied by a detailed analysis of destination choice, primarily structured around information sources, place-specificity and the resort characteristics sought after. The destination decision, and its role in overall choice of holiday, acts as a unifying theme throughout the research. Holiday choice emerges as a highly individualistic phenomenon loosely set within a framework of predictive parameters. -
Annual Report and Accounts 2010 Annual Report and Accounts 2010 Accounts and Report Annual Annual Report and Accounts 2010 Welcome Aboard!
Annual report and accounts 2010 Annual report and accounts 2010 Annual report and accounts 2010 Welcome aboard! Navigating your way around this report... 01 Overview 54 Accounts 2010 Business highlights 01 Independent auditors’ report to the members easyJet at a glance 02 of easyJet plc 54 15 years of continued success 04 Consolidated income statement 55 Chairman’s statement 06 Consolidated statement of comprehensive income 56 Consolidated statement of financial position 57 Consolidated statement of changes in equity 58 Consolidated statement of cash flows 59 Notes to the accounts 60 Company statement of financial position 90 Company statement of changes in equity 91 Company statement of cash flows 92 Notes to the Company accounts 93 08 Business review 95 Other information Chief Executive’s statement 08 Five year summary 95 Strategy and KPIs 14 Glossary 96 Financial review 16 Corporate responsibility 28 34 Governance Directors’ report easyJet plc is incorporated as a public limited company and is registered in Directors’ profiles 34 England with the registered number 3959649. easyJet plc’s registered office Corporate governance 36 is Hangar 89, London Luton Airport, Bedfordshire LU2 9PF. The Directors Shareholder information 40 present the Annual report and accounts for the year ended 30 September Report on Directors’ remuneration 41 2010. References to ‘easyJet’, the ‘Group’, the ‘Company’, ‘we’, or ‘our’ are to Statement of Directors’ responsibilities 53 easyJet plc or to easyJet plc and its subsidiary companies where appropriate. Pages 01 to 53, inclusive, of this Annual report comprise the Directors’ report that has been drawn up and presented in accordance with English company law and the liabilities of the Directors in connection with that report shall be subject to the limitations and restrictions provided by such law. -
Policy-Agenda the TUI Group Perspective on the 18Th Parliament of the German Bundestag (2013–2017)
17 policy-AGENda The TUI Group perspective on the 18th parliament of the German Bundestag (2013–2017) Aktiengesellschaft 18 TUI’S political DEMANDS: 10 POLICY BULLET POINTS 1. STRENGTHEN TOURISM AS A DRIVER FOR GROWTH n Greater recognition and support for tourism to drive growth and jobs 2. TAX POLICY n No excessive taxation by imposing additional business taxes on tour operators (disproportionate interpretation of section 8 (1e) German Trade Tax Act) n Scrap air passenger tax, which does not serve its original purpose of reducing CO2 emissions but instead skews competition with other EU countries n Keep the lower VAT rate on overnight accommodation to permit continued investment in modernising and expanding hotels n Abolish uncoordinated local bed taxes 3. AVIATION POLICY n Active support for the Single European Sky (SES) to reduce CO2 emissions and coordinate aviation regulations across Europe n Suspend EU emissions trading (ETS) until an international system is in place to ensure a level playing field n No tighter bans on night flying and greater recognition for new, quieter aircraft when allocating slots 4. INFRASTRUCTURE POLICY n Development of port infrastructures for ship fuelling based on environmentally friendly liquefied natural gas (LNG) technology n More investment in tourism infrastructure following the withdrawal of EU funds n Federal responsibility for airport planning in Germany to stem the uncontrolled proliferation of small airports 5. SUSTAINABILITY AND THE ENVIRONMENT n Greater recognition for the tourism industry’s commitment to sustainability n Provision of an adequate time frame for implementing new environmental standards (e.g., reducing CO2 emissions) n More effective integration of Germany’s National Biodiversity Strategy into international contexts 6.