DOCSLIB.ORG

The Best Place to Watch a Movie

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Best Place to Watch a Movie Cineworld Group plc Annual Report and Accounts 2020 Accounts and Report Annual The Best Place to Watch a Movie ANNUAL REPORT AND ACCOUNTS 2020 THE BEST PLACE TO WATCH A MOVIE 2020 has been an incredibly challenging year for Cineworld. Despite COVID-19 causing doubts about the industry, the pandemic only strengthens our belief in our business’s future as there is a clear demand and desire among our customers to go out when it is safe to do so. We offer a superior entertainment experience with the latest technology and this offer will be more important than ever when the crisis is over. We are proud of our journey and unwavering vision to be The Best Place to Watch a Movie. CONTENTS 2020 HIGHLIGHTS Strategic Report Strategic Strategic Report Sites Screens p01–31 767 9,311 Chair’s Letter 02 2019: 787 2019: 9,500 04 Chief Executive Officer’s Review 06 Market Drivers 08 Our Business Model 10 Strategic Priorities and KPIs Admissions Group Revenue 14 Risk Management 15 Principal Risks and Uncertainties 54.4m $852.3m Governance Corporate 2019: 275.0m 2019: $4,369.7m 20 Viability Statement 22 Resources and Relationships 26 Chief Financial Officer’s Review Adjusted EBITDA(1) (Loss)/Profit After Tax Corporate Governance p32–87 ($115.1m) ($2,651.5m) 2019: $1,580.3m 2019: $180.3m 32 Chair’s Introduction to Governance Financial Statements 35 Board of Directors 38 Corporate Governance Statement Adjusted (Loss)/Profit Diluted EPS (2) 49 Nomination Committee Report After Tax 52 Audit Committee Report (193.2¢) ($913.2m) 2019: 13.1¢ 56 Remuneration Committee 2019: $293.0m 57 Directors’ Remuneration Report (including Remuneration Policy) 80 Directors’ Report (2) 87 Statement of Directors’ Adjusted Diluted EPS Dividend Per Share Responsibilities (66.5¢) – Financial Statements 2019: 21.3¢ 2019: 15.5¢ p88–177 88 Independent Auditor’s Report 98 Consolidated Statement of Profit or Loss 99 Consolidated Statement of Comprehensive Income 100 Consolidated Statement of Financial Position 101 Consolidated Statement of Changes in Equity 102 Consolidated Statement of Cash Flows 103 Notes to the Consolidated Financial Statements 163 Company Statement of Financial Position For more information visit: 164 Company Statement of Changes in Equity www.cineworldplc.com 165 Notes to the Company Financial Statements Footnotes: 177 Shareholder Information (1 ) Refer to Note 2 for the full definition and reconciliation. (2) Refer to Notes 2 and 7 for the full definition and reconciliation. Cineworld Group plc Annual Report and Accounts 2020 01 CHAIR'S LETTER Strong foundations for the future “ The Group has demonstrated resilience through what has been a very difficult year and I am extremely proud of the commitment our colleagues have shown during these exceptional times. Despite the significant challenges that COVID-19 continues to present, we look forward to reopening cinemas worldwide and welcoming our guests.” Alicja Kornasiewicz Chair COVID-19 has presented the theatrical available across most of our territories We acted quickly to mitigate our costs industry with extraordinary challenges, including the US, UK and ROW and minimise cash burn. not least the temporary closure of all territories and additional support our cinemas, and has therefore had has been provided locally through The majority of our cinema and a substantial impact on the Group’s mechanisms such as employee HQ employees were furloughed and, financial results. I am hugely grateful assistance programmes and through our proactive, direct approach to all those who work at Cineworld hardship funds. with our landlords, we secured around the world and would like to agreements protecting our rent position thank them for their hard work during Our aim since March 2020 was to with most of our key properties. In this difficult period. I am extremely maintain consistent communications addition, we raised $810.8m through proud of how the organisation has with our employees to help support new debt and an extension of our responded, and I am humbled by their wellbeing and to ensure that, revolving credit facility, secured a the commitment and dedication our once our businesses reopened, they covenant waiver and accelerated our tax people are showing to ensure the were fully prepared to deliver great year in the United States, anticipating survival of the business through experiences for our guests with a a tax refund of $200m by April 2021. this crisis. culture that places guests at the heart of everything we do. We achieved As a result of our cinemas remaining During this period of temporary closure, this through a focus on direct closed for the majority of 2020 due to our focus has been on supporting our communication, welfare, and support. COVID-19, our revenue for the year people at a time of great uncertainty, declined by (80.5%) and adjusted ensuring that the business has enough The Group’s Management concurrently EBITDA was a loss of $115.1m. The liquidity and minimising cash burn, took extensive action to reorganise and uncertainties arising from COVID-19 while planning for the reopening of simplify the business to minimise cash and current closures have led to the our cinemas. I believe that we have burn, which included salary deferrals for net impairment of assets of $1,344.5m, successfully met those objectives. the Executive Directors. The pandemic which has been reflected in the The Group finished the year in as strong has impacted our sector more than Balance Sheet. a position as it could given current others and, during this difficult time circumstances, material uncertainty of extended closure, we have tried Despite the encouraging news about remains with regards to the Group's to protect as many jobs as possible. the international rollouts of vaccines, the ability to continue as a going concern However, there have unfortunately pace and shape of the recovery remains (as disclosed in Note 1 to the Financial and inevitably been redundancies uncertain as trading remains dependent Statements). We are well placed to and reductions in working hours. on government guidance and the timing recover in the long term supported by a of key studio releases. Details of our strong backlog of movies to be released. Financial results financial performance can be found on Our financial performance has been pages 26 to 31. Our people and culture severely impacted by closure of Across the Group, a range of initiatives cinemas since mid-March last year. have been deployed to support our The immediate priorities of the senior people through the COVID-19 crisis. leadership team were our people’s Government salary support was welfare and protecting liquidity. Cineworld Group plc 02 Annual Report and Accounts 2020 Corporate responsibility As a Board, we spend time ensuring that Director, will be stepping down from the Report Strategic and sustainability our guest-centred culture is aligned to Board at the conclusion of the Despite these challenging times, and supports the Company’s strategy, Company’s 2021 Annual General managing our business in a sustainable values and business model. Meeting. I would also like to thank our manner remains a key element of our long-standing and deeply respected culture and strategy. Our customers We remain committed to achieving outgoing Board member, Rick Senat. benefit from our affordable, safe, out the highest standards of Corporate of home entertainment which allows Governance, as outlined in detail in our Cineplex access to a high quality, diverse and Corporate Governance Statement on In June 2020, Cineworld terminated the cultural offering that is essential to pages 38 to 48. arrangement agreement with Cineplex our communities. Inc. (“Cineplex”) due to breaches As previously announced, Anthony by Cineplex and, accordingly, this Our ongoing engagement with Bloom stepped down as Chair following transaction will no longer proceed. Governance Corporate employees has been vital during periods the AGM in May 2020, having been Cineplex denies that it breached the of closure and we have maintained a Chair of Cineworld since its inception in arrangement agreement and has strong focus on our people’s wellbeing. 1995. Our thanks go to Anthony for the initiated proceedings against Cineworld Through our open and inclusive culture, remarkable contribution that he made to seek damages for the termination we aim to create an environment which to the Board over the past 25 years and and, what it describes as, breaches allows our people to develop and thrive. I consider it a great honour to take on by Cineworld. Cineworld denies that it We are proud of the training and the role of Chair and continue our breached the arrangement agreement development opportunities we offer incredible journey. and has submitted a defence to the and strive to provide progression Cineplex claim. Cineworld has itself filed opportunities to all of our people. On 13 May 2020, Helen Weir, Non- a counterclaim against Cineplex for Executive Director and member of the Cineworld’s damages and losses Separately, we are always looking Audit Committee and Remuneration suffered as a result of Cineplex’s Financial Statements for ways to minimise the impact of Committee, stepped down to pursue breaches and the termination of the our operations on the environment, other interests. arrangement agreement, including exercising tight control on energy and Cineworld’s lost financing costs, food waste, limiting the use of single- On 1 August 2020, Damian Sanders advisory fees and other costs incurred. use plastic, and through refurbishments was appointed to the Board as an and installation of new energy initiatives. independent Non-Executive Director Looking ahead, the vaccine rollouts and member of the Audit Committee. globally will be critical to removing the We recognise that our people are critical Mr Sanders brings extensive financial physical restrictions on our business, as to our ability to achieve our goals in a and commercial expertise to the Board, well as providing confidence to studios responsible and sustainable manner.
Load more

Recommended publications
  • Table of Stakeholder Engagement June 2018 to February 2019
    Table of stakeholder engagement June 2018 to February 2019 The table below shows stakeholder engagement with the reduction and reformulation programmes covered by Public Health England (PHE) between June 2018 and February 2019. This engagement covers, for example, attendance at the calorie reduction stakeholder forums in October 2018 and subsequent business 1:1’s, discussions on baby food reformulation, and meetings with the eating out of home sector that had not yet engaged with the reduction and reformulation programme. It is our understanding that many stakeholders are working towards achieving the aims and ambitions of the programmes but would not have necessarily had direct engagement with PHE during this timeframe. The programmes are at different stages and this is reflected in the level and focus of engagement with businesses and wider stakeholders in the table below. For example, given the sugar reduction programme is established, work on sugar reduction did not form the focus of PHE’s engagement during the time frame covered here and instead PHE concentrated on engaging stakeholders most relevant to programmes that are at an earlier stage of development (for example, calorie reduction, baby food reformulation) and/or with industry sectors where engagement is more mixed. Although every effort has been taken for this table to be comprehensive there may be some instances where this has not been possible. 1 Calorie reduction Sugar reduction Baby food reformulation Out of home business engagement1 2 Retailers Aldi Stores Limited ✓ Asda Stores Limited ✓ ✓ Co-operative Food ✓ J Sainsbury plc ✓ ✓ Lidl UK ✓ ✓ Marks & Spencer plc ✓ SPAR UK ✓ Tesco Stores Limited ✓ Waitrose ✓ Wilko ✓ WM Morrison Supermarkets plc ✓ Manufacturers Allied Bakeries ✓ Associated British Foods plc ✓ Babease Baby Plan ✓ Bear Nibbles ✓ CSM Bakery Solutions ✓ Danone ✓ Delifrance (UK) Limited ✓ Dr.
    [Show full text]
  • The Cinema Media Guide 2017
    Second Edition THE CINEMA MEDIA GUIDE 2017 1 WELCOME TO OUR WORLD CONTENTS. Our vision 1 ABC1 Adults 41 Foreword 2 War for the Planet of the Apes 43 Fast facts 3 Dunkirk 44 The cinema audience 5 American Made 45 The WOW factor 6 Victoria and Abdul 46 Cinema’s role in the media mix 7 Goodbye Christopher Robin 47 Building Box Office Brands 8 Blade Runner 2049 48 The return on investment 9 The Snowman 49 How to buy 11 Murder on the Orient Express 50 Buying routes 12 Suburbicon 51 Optimise your campaign 16 16-34 Men 53 Sponsorship opportunities 17 Spider-Man: Homecoming 55 The production process 19 Atomic Blonde 56 Our cinemas 21 The Dark Tower 57 Our cinema gallery 22 Kingsman: The Golden Circle 58 Cineworld 23 Thor: Ragnarok 59 ODEON 24 Justice League 60 Vue 25 16-34 Women 61 Curzon Cinemas 26 The Beguiled 63 Everyman Cinemas 27 It 64 Picturehouse Cinemas 28 Flatliners 65 Independents 29 A Bad Mom’s Christmas 66 2017 films by audience Mother! 67 Coming soon to a cinema near you 31 Pitch Perfect 3 68 Adults 33 Main Shoppers with Children 69 Valerian and the City of Cars 3 71 a Thousand Planets 35 Captain Underpants: The First Epic Movie 72 Battle of the Sexes 36 The LEGO Ninjago Movie 73 Paddington 2 37 My Little Pony: The Movie 74 Daddy’s Home 2 38 Ferdinand 75 Star Wars: The Last Jedi 39 Coming in 2018 77 Jumanji: Welcome to the Jungle 40 OUR VISION. FOREWORD.
    [Show full text]
  • Retirement Strategy Fund 2060 Description Plan 3S DCP & JRA
    Retirement Strategy Fund 2060 June 30, 2020 Note: Numbers may not always add up due to rounding. % Invested For Each Plan Description Plan 3s DCP & JRA ACTIVIA PROPERTIES INC REIT 0.0137% 0.0137% AEON REIT INVESTMENT CORP REIT 0.0195% 0.0195% ALEXANDER + BALDWIN INC REIT 0.0118% 0.0118% ALEXANDRIA REAL ESTATE EQUIT REIT USD.01 0.0585% 0.0585% ALLIANCEBERNSTEIN GOVT STIF SSC FUND 64BA AGIS 587 0.0329% 0.0329% ALLIED PROPERTIES REAL ESTAT REIT 0.0219% 0.0219% AMERICAN CAMPUS COMMUNITIES REIT USD.01 0.0277% 0.0277% AMERICAN HOMES 4 RENT A REIT USD.01 0.0396% 0.0396% AMERICOLD REALTY TRUST REIT USD.01 0.0427% 0.0427% ARMADA HOFFLER PROPERTIES IN REIT USD.01 0.0124% 0.0124% AROUNDTOWN SA COMMON STOCK EUR.01 0.0248% 0.0248% ASSURA PLC REIT GBP.1 0.0319% 0.0319% AUSTRALIAN DOLLAR 0.0061% 0.0061% AZRIELI GROUP LTD COMMON STOCK ILS.1 0.0101% 0.0101% BLUEROCK RESIDENTIAL GROWTH REIT USD.01 0.0102% 0.0102% BOSTON PROPERTIES INC REIT USD.01 0.0580% 0.0580% BRAZILIAN REAL 0.0000% 0.0000% BRIXMOR PROPERTY GROUP INC REIT USD.01 0.0418% 0.0418% CA IMMOBILIEN ANLAGEN AG COMMON STOCK 0.0191% 0.0191% CAMDEN PROPERTY TRUST REIT USD.01 0.0394% 0.0394% CANADIAN DOLLAR 0.0005% 0.0005% CAPITALAND COMMERCIAL TRUST REIT 0.0228% 0.0228% CIFI HOLDINGS GROUP CO LTD COMMON STOCK HKD.1 0.0105% 0.0105% CITY DEVELOPMENTS LTD COMMON STOCK 0.0129% 0.0129% CK ASSET HOLDINGS LTD COMMON STOCK HKD1.0 0.0378% 0.0378% COMFORIA RESIDENTIAL REIT IN REIT 0.0328% 0.0328% COUSINS PROPERTIES INC REIT USD1.0 0.0403% 0.0403% CUBESMART REIT USD.01 0.0359% 0.0359% DAIWA OFFICE INVESTMENT
    [Show full text]
  • 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.
    [Show full text]
  • Corporate Banking at Investec
    Corporate Banking at Investec A unique Corporate At Investec, our clients share an appetite for our people remain invested in our clients’ growth and the need for the right banking long-term success. Banking offering partner to support them on their journey. We pride ourselves on our agility, speed, Founded in 1974, Investec has grown exceptional service and refreshingly human successfully through its client-focused approach. We offer deep expertise across approach and its ability to serve diverse lending, advisory and treasury risk and evolving financial needs. management, which means our clients benefit from our unique breadth of services We believe that not all businesses are the across corporate and investment banking. same and as such their journeys are different. So, wherever our clients are on their journey, That’s why we tailor solutions to our clients’ we believe that we have solutions to help needs, taking the time to fully understand their them achieve their ambitions. requirements and challenges while ensuring A comprehensive range of services that support client growth Working capital – invoice Treasury risk solutions – foreign Asset and vehicle finance discounting, asset-based exchange, interest rates and lending and supplier finance commodity price hedging Lending – growth capital, Advice and ideas – Cash products – a range of acquisition and leverage finance, mergers & acquisitions call, notice and fixed deposits integrated asset-based & cash and equity advisory flow lending and structured lending Solutions. Capital. Empowered people. Our clients Our business in numbers • SMEs and corporates • Private equity • Intermediaries and introducers £3.9 bn c.150,000 assets financed* asset finance deals* c.61,000 £530m SMEs supported* receivables purchased** *From 1 April 2014 to 31 March 2019.
    [Show full text]
  • CE2018 Schedule of Events.Indd
    SCHEDULE OF EVENTS OFFICIAL CORPORATE SPONSOR 11-14 JUNE 2018 • BARCELONA WELCOME TO CINEEUROPE This is your official schedule of events for CineEurope 2018. NOTE: The schedule of events no longer grants access to events. The Access Pass replaces the passport and must be shown to gain entry to CineEurope events. Lost or stolen Access Passes will not be replaced and are non-transferable. IMPORTANT NOTICE FOR TICKETED DELEGATES Security continues to be a major initiative at all CineEurope screenings. In order to maintain and protect the integrity of all films and product reels screened, we kindly advise that the use of mobile phones or any other kind of photo or video recording equipment is strictly prohibited in the Auditorium. To further protect product being shown we will also have security personnel at each event utilizing night-vision goggles. Anyone caught using any type of recording device will have their Access Pass confiscated and will be escorted out of the Auditorium. Due to increased security at all screenings, large bags are subject to search upon arrival at the theatre. We ask that none of the films screened or product featured are reviewed or commented on—regardless of good or bad. Please note, this includes speaking to members of the press, personal and professional blogs, social networking sites like Facebook, Snapchat, Instagram, LinkedIn, Twitter, or likewise. Also, please do not take photos of celebrities on the stage. We appreciate your cooperation and understanding of this matter. ENJOY THE SHOW! SCHEDULE OF EVENTS - 11-14 JUNE 2018 Official Corporate Sponsor *Grab a complimentary beverage in the Auditorium Foyer prior to each studio presentation.
    [Show full text]
  • A Filmmakers' Guide to Distribution and Exhibition
    A Filmmakers’ Guide to Distribution and Exhibition A Filmmakers’ Guide to Distribution and Exhibition Written by Jane Giles ABOUT THIS GUIDE 2 Jane Giles is a film programmer and writer INTRODUCTION 3 Edited by Pippa Eldridge and Julia Voss SALES AGENTS 10 Exhibition Development Unit, bfi FESTIVALS 13 THEATRIC RELEASING: SHORTS 18 We would like to thank the following people for their THEATRIC RELEASING: FEATURES 27 contribution to this guide: PLANNING A CINEMA RELEASE 32 NON-THEATRIC RELEASING 40 Newton Aduaka, Karen Alexander/bfi, Clare Binns/Zoo VIDEO Cinemas, Marc Boothe/Nubian Tales, Paul Brett/bfi, 42 Stephen Brown/Steam, Pamela Casey/Atom Films, Chris TELEVISION 44 Chandler/Film Council, Ben Cook/Lux Distribution, INTERNET 47 Emma Davie, Douglas Davis/Atom Films, CASE STUDIES 52 Jim Dempster/bfi, Catharine Des Forges/bfi, Alnoor GLOSSARY 60 Dewshi, Simon Duffy/bfi, Gavin Emerson, Alexandra FESTIVAL & EVENTS CALENDAR 62 Finlay/Channel 4, John Flahive/bfi, Nicki Foster/ CONTACTS 64 McDonald & Rutter, Satwant Gill/British Council, INDEX 76 Gwydion Griffiths/S4C, Liz Harkman/Film Council, Tony Jones/City Screen, Tinge Krishnan/Disruptive Element Films, Luned Moredis/Sgrîn, Méabh O’Donovan/Short CONTENTS Circuit, Kate Ogborn, Nicola Pierson/Edinburgh BOXED INFORMATION: HOW TO APPROACH THE INDUSTRY 4 International Film Festival, Lisa Marie Russo, Erich BEST ADVICE FROM INDUSTRY PROFESSIONALS 5 Sargeant/bfi, Cary Sawney/bfi, Rita Smith, Heather MATERIAL REQUIREMENTS 5 Stewart/bfi, John Stewart/Oil Factory, Gary DEALS & CONTRACTS 8 Thomas/Arts Council of England, Peter Todd/bfi, Zoë SHORT FILM BUREAU 11 Walton, Laurel Warbrick-Keay/bfi, Sheila Whitaker/ LONDON & EDINBURGH 16 article27, Christine Whitehouse/bfi BLACK & ASIAN FILMS 17 SHORT CIRCUIT 19 Z00 CINEMAS 20 The editors have made every endeavour to ensure the BRITISH BOARD OF FILM CLASSIFICATION 21 information in this guide is correct at the time of GOOD FILMS GOOD PROGRAMMING 22 going to press.
    [Show full text]
  • 2021 Source Book Owner-Trainer-Jockey Biographies Stakes Winning Jockeys & Trainers Biographical Sketches 2021
    2021 SOURCE BOOK OWNER-TRAINER-JOCKEY BIOGRAPHIES STAKES WINNING JOCKEYS & TRAINERS BIOGRAPHICAL SKETCHES 2021 Hit the Road and jockey Umberto Rispoli have their photo taken in the “winner’s circle” following their victory in the 2020 Opening Day Runhappy Oceanside Stakes. Del Mar conducted racing despite the world-wide pandemic, but it did so without fans and also minus a winner’s circle in line with social distance guidelines. Owners ...................................3 Trainers .................................28 Jockeys ..................................61 u Del Mar thanks Equibase for their statistical aid in compiling this publication. Owners’ Del Mar statistics are for that owner, or owner group, only. No partnerships are considered, except where specifically noted. On the cover: The strange scenario of a land full of masks played out throughout the year at Del Mar and our photographers – Benoit and Associates – captured the community of horsemen going along with the program, one by one. Photos by Benoit & Associates Owner Profiles • Del Mar 2021 Del Mar Thoroughbred Club Owner Proles — 2021 O W trust, turned his dealership over to his son and daughter Nick Alexander N and headed north to the Central California wine and E Born: September 13, 1942 horse country of the Santa Ynez Valley. R Santa Monica, California • There he purchased his 280-acre ranch – Horse Haven S Reside: Santa Ynez and Del Mar, – in the town of Santa Ynez and went all in as a rancher California specializing in racehorses. These days he notes that the ranch is home to approximately 100 horses, including Silks: White, blue yoke, orange 30 broodmares, 25 to 30 racehorses and dozens of and white “MM” on juveniles, yearlings and foals/weanlings.
    [Show full text]
  • Gary Barber Born: in 1957 in Johannesburg, South Africa Residence: Los Angeles, California Family: Three Daughters Education: Earned a B.S
    Gary Barber Born: In 1957 in Johannesburg, South Africa Residence: Los Angeles, California Family: Three daughters Education: Earned a B.S. in accounting at Witwatersand University in South Africa while on a soccer scholarship. Business: He was the chairman and CEO of MGM Studios in Hollywood for eight years until March 2018. • Worked as a chartered accountant in South Africa and as a certified public accountant in the United States before moving into the film industry. He came to the United States in 1982, following his brother, Cecil, who came in 1979. • Co-founder, along with Roger Birnbaum, and CEO of Spyglass Entertainment, which has produced such motion pictures as “Seabiscuit,” “Memoirs of a Geisha,” “The Insider,” and “The Sixth Sense.” The original Spyglass shuttered when its co-founders went to work at MGM in 2010. He has been the executive producer of more than 50 movies. Together with Lantern Entertainment, he relaunched Spyglass Media Group in early 2019 as a content distribution company. • Has been a major player in Southern California over the years, racking up impressive victories with The Deputy, winner of 2000 Santa Anita Derby (G1), as a partner with Team Valor; Gitano Hernando, Red Arrow, Reine de Romance and $50,000 claim, Cost of Freedom, who was a graded stakes winner on his way to becoming a third-place finisher in the 2009 Sprint. • His stable has an international flavor as well as being prominent in North America, scoring big wins in France, Ireland, Australia and his homeland, South Africa. He has owned a number of horses in partnership with Team Valor International, Eclipse Thoroughbred Partners, Altamira Racing, Kevin Tsujihara and trainer Jerry Hollendorfer.
    [Show full text]
  • View Annual Report
    2016 ANNUAL REPORT CONTENT MESSAGES FROM THE SUPERVISORY BOARD AND THE MANAGEMENT BOARD 02 1 4 Profile of the Group and its Businesses | Financial Report | Statutory Auditors’ Report Financial Communication, Tax Policy on the Consolidated Financial Statements | and Regulatory Environment | Risk Factors 05 Consolidated Financial Statements | 1. Profi le of the Group and its Businesses 07 Statutory Auditors’ Report on 2. Financial Communication, Tax policy and Regulatory Environment 43 the Financial Statements | Statutory 3. Risk Factors 47 Financial Statements 183 Selected key consolidated fi nancial data 184 I - 2016 Financial Report 185 II - Appendix to the Financial Report: Unaudited supplementary fi nancial data 208 2 III - Consolidated Financial Statements for the year ended December 31, 2016 210 Societal, Social and IV - 2016 Statutory Financial Statements 300 Environmental Information 51 1. Corporate Social Responsibility (CSR) Policy 52 2. Key Messages 58 3. Societal, Social and Environmental Indicators 64 4. Verifi cation of Non-Financial Data 101 5 Recent Events | Forecasts | Statutory Auditors’ Report on EBITA forecasts 343 1. Recent Events 344 2. Forecasts 344 3 3. Statutory Auditors’ Report on EBITA forecasts 345 Information about the Company | Corporate Governance | Reports 107 1. General Information about the Company 108 2. Additional Information about the Company 109 3. Corporate Governance 125 6 4. Report by the Chairman of Vivendi’s Supervisory Board Responsibility for Auditing the Financial Statements 347 on Corporate Governance, Internal Audits and Risk 1. Responsibility for Auditing the Financial Statements 348 Management – Fiscal year 2016 172 5. Statutory Auditors’ Report, Prepared in Accordance with Article L.225-235 of the French Commercial Code, on the Report Prepared by the Chairman of the Supervisory Board of Vivendi SA 181 ANNUAL REPORT 2016 ANNUAL REPORT 2016 The Annual Report in English is a translation of the French “Document de référence” provided for information purposes.
    [Show full text]
  • The IC Ideas Farm Evidence That These Holdings Are Worthy of Investigation
    TIPS IDEAS FARM offered a thorough explanation of the Welcome to the IC Ideas Farm evidence that these holdings are worthy of investigation. Meanwhile, that old favourite ALGY HALL will highlight stocks close to 52-week highs indicator of insider sentiment, director e offer up a lot of investment ideas for and lows. While generally it is a good sign if deals, are being drawn on as inspiration, Wour readers. Over the past 12 months, stocks are near a high and a bad sign if they although this data will continue to appear to improve the idea generation process, we’ve are near a low, sometimes these will also be elsewhere in the magazine. increased our focus on market signals that contrarian indicators of value opportunities Our tips and ideas will also continue to highlight stocks that may be worth further or overvaluation. draw on the screen results published weekly research. These new pages have been put We’re also producing a list of the market’s in our Alpha reports. We hope that by doing together to share this weekly ideas generation, most shorted shares based on disclosures to this we’re adding value for Alpha subscribers as we think readers will be able to gain their the Financial Conduct Authority (FCA). Short with our analysis, while also using the Alpha own valuable insights from the data. These sellers have proved very good at highlight- data to add value for readers that get the pages should also provide context to some of ing troubled companies, such as Carillion, magazine but don’t subscribe to the service.
    [Show full text]
  • Digital In-Theater Network in North America
    NCM's Cinema Advertising Network The Largest Digital In-Theater Network in North America National CineMedia (NCM)’s network is the largest digital in-theater network in North America. It allows for the targeted distribution of NCM’s FirstLook pre-show to over 45 leading national and regional theater circuit affiliates including AMC Entertainment Inc., Cinemark Holdings, Inc. and Regal Entertainment Group nationwide. NCM Network Statistics Over 1,600 theaters All of the top 50 U.S. markets Over 20,500 movie screens 187 U.S. Designated Market Areas® Over 8,500 3-D movie screens in nearly 1,500 48 states and the District of Columbia theaters Over 3,000 Lobby Entertainment Network 3 million+ seats (LEN) screens in nearly 1,500 theaters Reaches over 710 million moviegoers annually Movie Theaters NCM Founding Member Theater Circuits: AMC Entertainment Inc., Cinemark Holdings, Inc. and Regal Entertainment Group. NCM Affiliate Theater Circuits include: Atrium Stadium Cinemas, select B&B Theatres, Bow Tie Cinemas, Cinergy Entertainment Group, Inc., Cinetopia, Cobb Theatres, Coming Attractions Theatres, Inc., Fairchild Cinemas, Far Away Entertainment, Fox Theatres, Galaxy Theatres, LLC, Georgia Theatre Company, Goodrich Quality Theaters, High Sierra Theatres, Kerasotes ICON Theatres, King Theatres, L.A. LIVE, Celebration! Cinemas/Loeks, Main Street Theatre, Marquee Cinemas, MCIC / Linway Cinema, Megaplex Theatres, Metropolitan Theatres, MJR Digital Cinemas, Moviehouse & Eatery, Odyssey Entertainment, Inc., O’Neil Cinemas, Picture Show Theatres, R/C Theatres, Rosecrest Entertainment, Santikos Theatres, ShowBiz Cinemas, LLC, Sonora Entertainment Group/Cinema Latino, Southeast Cinemas, Star Cinema Grill, Texas Cinemas, United Entertainment Corp., VSS-Southern Theatres/Movie Tavern, Warren Theatres, WME Theatres, WPA / Goldenstar Theatres and Xscape Theatres/Alliance Management.
    [Show full text]