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See Change Report 2018
SEE CHANGE ERADICATING POOR VISION BY 2050 A 2018 UPDATE HUBERT SAGNIÈRES CHAIRMAN AND CHIEF EXECUTIVE OFFICER For 170 years Essilor has been on a mission to improve lives by improving sight. Every day, Essilor Group employees work to better correct and protect the vision of everyone on the planet. While 2 billion people enjoy vision correction, 2.5 billion people, 1 in 3, live with uncorrected poor vision. Today, uncorrected poor vision remains the world’s most widespread unaddressed disability, one that crosses cultural, geographic and economic lines. This is why, in line with Essilor’s mission to improve lives by improving sight, we’re working to eradicate poor vision from the world by 2050. WE’RE WORKING TO ERADICATE POOR VISION FROM THE WORLD BY 2050" VISION MATTERS 2.5 BILLION people suffer from uncorrected poor vision, meaning 1 in 3 people cannot see the world clearly.1 90% of them live in the developing world at the base of the pyramid where awareness and access to vision care is limited.2 $272 BILLION the cost to the global economy of lost productivity every year because adults with uncorrected poor vision struggle with work .3 But this doesn’t need to be the case. 80% of all vision impairments can be prevented or cured with solutions that exist today.2 SOURCES 1 Boston Consulting Group analysis of data from United Nations Development Program, Worldbank, CIA World Factbook, World Resource Institute. 2 World Health Organization. Visual impairment and blindness. Fact sheet No 282, updated 2014.World Health Organization $5 3 Smith et al: Potential lost productivity resulting from the global burden of uncorrected refractive average cost error - Bulletin of World Health Organization 2009, 87:431-437 (adjusted to 2015 population data). -
2018 – Sustainability Report (1
Social, environmental and societal information 2018 Non-financial statement of Essilor International (SAS), a subsidiary of the EssilorLuxottica Group 4.2 2018 Non-financial statement of Essilor International (SAS), a subsidiary of the EssilorLuxottica Group Since October 1, 2018, Essilor International (SAS) has been It is a subpart of the EssilorLuxottica Non-financial Statement part of the EssilorLuxottica Group. found in Chapter 4 of EssilorLuxottica’s 2018 Registration This document is the Essilor International (SAS) Non-Financial Document. Statement for 2018 in which the sustainable development As regards wording, the names “Essilor” and “the Group” program and all related social, environmental and societal refer to Essilor International (SAS). CSR is the acronym for information is presented. Corporate Social Responsibility. 4.2.1 Essilor’s approach to Sustainable Development 4.2.1.1 The Essilor value chain professional customers, prescription laboratories are crucial and stakeholders for ensuring product quality and conformity. The environmental footprint of the prescription laboratories is fragmented and Essilor’s approach to sustainable development is based on limited, and derives primarily from the use of chemical products consideration of the environmental, social and societal impacts and the consumption of energy and water; of its business activities on the various stakeholders along the value chain. • optical retailers and chains: the Group supplies optical retailers and chains in over 100 countries and sells optical products online (contact lenses, prescription spectacles and sunglasses) Value chain through several local websites, serving a rapidly expanding Throughout the Essilor value chain, from product design to global distribution channel. Information security, data marketing, the Group’s business activities impact on the protection and product promotion have been identified as environment and on society at large. -
Legal Rankings 2017 2017
GLOBAL M&A MARKET REVIEW LEGAL RANKINGS 2017 2017 GLOBAL M&A LEGAL ADVISORY RANKINGS The Bloomberg M&A Advisory League Tables are the definitive publication of M&A advisory rankings. The CONTENTS tables represent the top financial and legal advisors across a broad array of deal types, regions, and industry sectors. The rankings data is comprised of mergers, acquisitions, divestitures, spin-offs, debt-for-equity- 1. Introduction swaps, joint ventures, private placements of common equity and convertible securities, and the cash 2. Global M&A Heat Map injection component of recapitalization according to Bloomberg standards. 3. Global M&A Regional Review Bloomberg M&A delivers real-time coverage of the M&A market from nine countries around the world. We 4. Global M&A League Tables provide a global perspective and local insight into unique deal structures in various markets through a 6. Americas M&A Regional Review network of over 800 financial and legal advisory firms, ensuring an accurate reflection of key market trends. 7. Americas M&A League Tables Our quarterly league table rankings are a leading benchmark for legal and financial advisory performance, 9. EMEA M&A Regional Review and our Bloomberg Brief newsletter provides summary highlights of weekly M&A activity and top deal trends. 10. EMEA M&A League Tables 14. APAC M&A Regional Review Visit {NI LEAG CRL <GO>} to download copies of the final release and a full range of market specific league 15. APAC M&A League Tables table results. On the web, visit: http://www.bloomberg.com/professional/solutions/investment-banking/. -
St. Petersburg University Graduate School of Management Master in Management Program STAKEHOLDERS' INFLUENCE on ADAPTATION OF
St. Petersburg University Graduate School of Management Master in Management Program STAKEHOLDERS’ INFLUENCE ON ADAPTATION OF INTERNATIONAL COMPANIES’ CSR STRATEGIES TO RUSSIAN ENVIRONMENT: THE CASE OF FOOD MANUFACTURERS nd Master’s Thesis by the 2 year student Concentration — MIM Semen Sushich Research advisor: Anastasia A. Petrova-Savchenko, PhD, Senior Lecturer St. Petersburg 2021 АННОТАЦИЯ Автор Сушич Семен Григорьевич Название ВКР Влияние заинтересованных сторон на адаптацию стратегий КСО международных компаний в России: кейс производителей продуктов питания Факультет Высшая школа менеджмента Образовательная программа Master in Management Год 2021 Научный руководитель Петрова-Савченко Анастасия Андреевна Описание цели, задач и основных Целью работы является разработка результатов рекомендаций для международных компаний пищевой промышленности для эффективной адаптации стратегий КСО на российском рынке. Для достижения поставленной цели были проведен множественный кейс-анализ международных производителей питания. В ходе исследования было выявлено влияние различных заинтересованных сторон на адаптацию КСО стратегий компаний данного сектора в России. Ключевые слова КСО, стратегия КСО, менеджмент заинтересованных сторон, производители питания, российская среда КСО ABSTRACT Master Student’s Name Sushich Semen Grigoryevitch Master Thesis Title Stakeholders' Influence on Adaptation of International Companies' CSR Strategies to Russian Environment: the Case of Food Manufacturers Faculty Graduate School of Management Educational program Master -
Unilever Annual Report & Accounts
DISCLAIMER This is a PDF version of the Annual Report on Form 20-F 2018 and is an exact copy of the document filed with the SEC at www.sec.gov. Certain sections of the Annual Report on Form 20-F 2018 have been audited. These are on pages 75 to 127 and the Guarantor Statements on pages 158 to 162. The maintenance and integrity of the Unilever website is the responsibility of the Directors; the work carried out by the auditors does not involve consideration of these matters. Accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially placed on the website. Legislation in the United Kingdom and the Netherlands governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Except where you are a shareholder, this material is provided for information purposes only and is not, in particular, intended to confer any legal rights on you. This Annual Report on Form 20-F does not constitute an invitation to invest in Unilever shares. Any decisions you make in reliance on this information are solely your responsibility. The information is given as of the dates specified, is not updated, and any forward-looking statements are made subject to the reservations specified in the cautionary statement on the inside back cover of the Annual Report on Form 20-F 2018. Unilever accepts no responsibility for any information on other websites that may be accessed from this site by hyperlinks. MAKING SUSTAINABLE LIVING COMMONPLACE ANNUAL REPORT ON FORM 20-F 2018 ANNUAL REPORT ON CONTENTS FORM 20-F 2018 Strategic Report .............................................................................. -
Essilor Labs of America Partnership
ENVOLVE VISION – LABORATORY ORDERING FREQUENTLY ASKED QUESTIONS Q1: Does Envolve Vision offer an Open Lab Network? A1: Yes. Envolve Vision allows you unrestricted variety when it comes to laboratory and product choice. This model allows you the freedom to conduct your business as you see fit and will allow you increased revenue to the ability to recommend premium products. Q2: Is Essilor Laboratories of America (Essilor Labs) Envolve Vision’s Preferred Lab Partner? A2: Yes. Essilor Labs is the preferred lab partner for Envolve. Essilor Labis the largest and most trusted optical lab network in the United States. With more than 128 optical laboratories across the nation, they are committed to supporting Eye Care Professionals in ways that exceed expectations for service, performance, and quality. They are a full-service provider bringing extensive lens offerings, superior manufacturing, quality, and technologically advanced processing. Through Essilor Labs, you gain access to premium brands like Varilux®, Crizal®, Eyezen+™, Transitions®, and Xperio UV™. Beyond your Envolve Vision work, Essilor Labs offers services including accredited online and in-office staff training, business consulting, pricing analysis, and programs designed to build practice profitability. Q3: Which Essilor Labs can I order my Envolve Vision Jobs? A3: As an Envolve Vision provider, you may place orders at any lab within the Essilor Lab network. However, there is a list of preferred Essilor Labs*, which will offer you the lowest contracted price list when you provide a frame from your office and order lenses from the lab. Classic Optical is the exclusive supplier of the Envolve Vision frame and lens package. -
Delivering Life-Changing Vision Care Where It Is Needed Most Contents
DELIVERING LIFE-CHANGING VISION CARE WHERE IT IS NEEDED MOST CONTENTS HUBERT SAGNIÈRES CHAIRMAN AND CHIEF EXECUTIVE OFFICER We have welcomed the aspirational ESSILOR IS A COMPANY DRIVEN BY goals set out in the UN’s 2030 Agenda 80%* ONE CLEAR AMBITION. TO CORRECT GOOD for Sustainable Development. Society’s OF VISUAL PROBLEMS CAN AND PROTECT THE VISION OF THE challenges ahead are increasingly BE PREVENTED OR TREATED 7.4 BILLION PEOPLE WHO SHARE interconnected, requiring business, OUR PLANET. governments and civil society to work It’s been our core mission for nearly hand-in-hand. $272bn† 170 years to provide quality vision care With our many partners, we are solutions that improve lives by convinced that addressing the global A YEAR IN LOST PRODUCTIVITY DUE TO UNCORRECTED VISION improving sight. It’s that same mission issue of vision can help advance that has enabled Essilor to multiple Sustainable Development continuously create value, and to Goals. That’s because good vision is a become the undisputed world leader vital enabler, a foundation for healthy in ophthalmic optics, serving lives. Our work in the field has indeed professional customers and shown us how improving sight not only consumers in over 100 countries. improves lives, but contributes to many Every one of us should have the areas in the UN’s global agenda for opportunity to enjoy healthy vision development. throughout our lives. But poor vision In 2016 we mapped our impacts both EVERY ONE OF US SHOULD is still the world’s most widespread against our own priorities, as defined HAVE THE OPPORTUNITY TO disability. -
2021 Interim Financial Report 2021 Interim Financial Report Essilorluxottica
2021 Interim Financial Report 2021 Interim Financial Report EssilorLuxottica Table of contents - First-Half 2021 Results Press Release - First-Half 2021 Management Report - First-Half 2021 Condensed Consolidated Interim Financial Statements - Statutory Auditors’ Review Report on the Interim Financial Information - Statement by the Person Responsible for the 2021 Interim Financial Report This is a free translation into English of the 2021 Interim Financial Report issued in French EssilorLuxottica’s second quarter and first half 2021 results Revenue acceleration, margin expansion and record cash flow Outlook 2021 improved Second quarter: • Revenue +9.2% versus 2019 at constant exchange rates1 • North America best performing region, EMEA and Latin America positive • Professional Solutions and Direct to Consumer both growing and accelerating • Optical and sun both growing, with sun catching up in pace • E-commerce +66% versus 2019 at constant exchange rates1, reaching 9% of total revenue First half: • Operating profit +35% versus 2019 at constant exchange rates1 • Adjusted2 operating profit margin at 18.5%, up 130 basis points versus 2019 • Free cash flow4 record generation at Euro 1.2 billion Charenton-le-Pont, France (30 July 2021, 7:00 am) – The Board of Directors of EssilorLuxottica met on 29 July 2021 to approve the condensed consolidated interim financial statements for the six months ended 30 June 2021. The Statutory Auditors have performed a limited review of these financial statements. Their report is in the process of being issued. “We delivered another strong set of results in the first half, despite the ongoing challenges of the pandemic. Our continued focus on premium products and brands, a powerful supply chain and a global community of talented and engaged employees helped us get there. -
Reference Document 2004 2004
REFERENCE DOCUMENT 2004 2004 2004 REFERENCE DOCUMENT ESSILOR INTERNATIONAL Compagnie Générale d’Optique ESSILOR 147, rue de Paris 94220 Charenton-le-Pont France Phone: +33 (0) 1 49 77 42 24 - Fax: +33 (0) 1 49 77 44 20 www.essilor.com A French corporation with fully paid-up capital of €36,158,669.05 Registred under the number 712 049 618 in Créteil, France. Checklist of Information Provided in Compliance with Autorité des Marchés Financiers Regulations STATEMENTS BY THE PERSONS RESPONSIBLE FOR THE ASSETS, FINANCIAL POSITION AND RESULTS REFERENCE DOCUMENT AND THE AUDIT OF THE ACCOUNTS • Consolidated financial statements and notes........... 44 to 77 • Statement by the persons responsible • Off-balance sheet commitments.............................. 67 to 71 for the Reference Document ........................................... 125 • Fees paid to the Auditors • Statement by the Auditors................................................ 126 and members of their networks ...................................... 108 • Information policy............................................................... 6 • Pro forma financial information ..................................... N/A • Regulatory ratios (banks, insurance companies, brokers. N/A GENERAL INFORMATION • Parent company financial statements and notes .... 82 to 105 • Interim consolidated financial statements....................... N/A Issuer • Applicable regulations (foreign companies)..................... N/A CORPORATE GOVERNANCE • Board of Directors............................................... -
Unilever Annual Report on Form 20-F 2020 in This Report
Disclaimer This is a PDF version of the Annual Report on Form 20-F 2020 and is an exact copy of the document filed with the SEC at www.sec.gov. Certain sections of the Annual Report on Form 20-F 2020 have been audited. These are on pages 112 to 167. The maintenance and integrity of the Unilever website is the responsibility of the Directors; the work carried out by the auditors does not involve consideration of these matters. Accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially placed on the website. Legislation in the United Kingdom and the Netherlands governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Except where you are a shareholder, this material is provided for information purposes only and is not, in particular, intended to confer any legal rights on you. This Annual Report on Form 20-F does not constitute an invitation to invest in Unilever shares. Any decisions you make in reliance on this information are solely your responsibility. The information is given as of the dates specified, is not updated, and any forward-looking statements are made subject to the reservations specified in the cautionary statement on the inside back cover of the Annual Report on Form 20-F 2020. Unilever accepts no responsibility for any information on other websites that may be accessed from this site by hyperlinks. Purpose-led, future-fit Unilever Annual Report on Form 20-F 2020 In this report -
Unilever Annual Report and Accounts 2018 Consolidated Cash Flow Statement
UNILEVER ANNUAL REPORT CONTENTS AND ACCOUNTS 2018 Strategic Report ............................................................................... 1 This document is made up of the Strategic Report, the Governance About us .................................................................................................... 1 Report, the Financial Statements and Notes, and Additional Chairman’s statement .............................................................................. 2 Information for US Listing Purposes. Board of Directors .................................................................................... 3 The Unilever Group consists of Unilever N.V. (NV) and Unilever PLC Chief Executive Officer’s review ............................................................... 4 (PLC) together with the companies they control. The terms “Unilever”, the “Group”, “we”, “our” and “us” refer to the Unilever Group. Unilever Leadership Executive (ULE) ...................................................... 5 Our performance ...................................................................................... 6 Our Strategic Report, pages 1 to 35, contains information about us, how we create value and how we run our business. It includes Financial performance .......................................................................... 6 our strategy, business model, market outlook and key performance Unilever Sustainable Living Plan .......................................................... 7 indicators, as well as our approach to sustainability -
Présentation Powerpoint
US Field Trip Dallas - September 28, 2016 INTRODUCTION HUBERT SAGNIÈRES US Field Trip - September 2016 2 A Strong Mission is At the Heart of our Strategy Improving Lives by Improving Sight 7.2 billion people worldwide 63% in need of vision correction 100% in need of vision protection Source: Essilor – 2015 estimates US Field Trip - September 2016 3 A Powerful Strategy to Capture All Growth Opportunities PRESCRIPTION SUNGLASSES LENSES & READERS FAST-GROWING MARKETS 10-12% €12.7bn €10bn 3-4% 6-7% ONLINE €5.8bn 14% €5.8bn ~ €28.5bn 6-7% Innovation Consumer Focus and Branding Partnerships and Acquisitions Business Interconnections Size and growth of industry segments by 2018 / Prescription sun lenses are included in prescription lenses Fast-Growing Markets include China, India, ASEAN, South Korea, Hong Kong, Taiwan, Africa, the Middle East, Russia and Latin America US Field Trip - September 2016 4 On our Way to Reach our 2018 Ambition Growth-Enhancing Innovation > €200m p.a. Branding > €200m p.a. Acquisitions Breakdown of R&D expenses Breakdown of Essilor consumer in the optical industry marketing expenses Prescription Lenses Other Sun ~30 Industry c.25% Prescription Sunwear Players ~50 Online Essilor Online ~120 c.75% Fast-Growing Markets Source: Essilor New Models US Field Trip - September 2016 5 A Unique Combination Driving for Success A powerful mission Poor vision is the world’s A clear strategy largest disability Strong teams Innovation & partnerships Entrepreneurial & global Employees aligned with shareholders through employee