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Kenya in Crisis
KENYA IN CRISIS Africa Report N°137 – 21 February 2008 TABLE OF CONTENTS EXECUTIVE SUMMARY AND RECOMMENDATIONS................................................. i I. INTRODUCTION .......................................................................................................... 1 II. THE ELECTION CRISIS ............................................................................................. 2 A. A TIGHT AND TENSE RACE ...................................................................................................2 1. Coalition building ......................................................................................................3 2. The issues...................................................................................................................4 B. THE RIGGING OF THE PRESIDENTIAL ELECTION ....................................................................6 III. THE SECURITY CRISIS.............................................................................................. 9 A. PROTEST AND REPRESSION....................................................................................................9 B. ESCALATION IN THE RIFT VALLEY ......................................................................................10 1. The rise of Kalenjin warriors in the North Rift .......................................................11 2. The return of Mungiki..............................................................................................13 3. Coast Province: the next theatre of violence?..........................................................15 -
Post-Election Violence in Kenya
Spontaneous or Premeditated? DISCUSSION PAPER 57 SPONTANEOUS OR PREMEDITATED? Post-Election Violence in Kenya GODWIN R. MURUNGA NORDISKA AFRIKAINSTITUTET, UppSALA 2011 Indexing terms: Elections Violence Political violence Political crisis Ethnicity Democratization Kenya The opinions expressed in this volume are those of the author and do not necessarily reflect the views of Nordiska Afrikainstitutet. Language checking: Peter Colenbrander ISSN 1104-8417 ISBN 978-91-7106-694-7 © The author and Nordiska Afrikainstitutet 2011 Production: Byrå4 Print on demand, Lightning Source UK Ltd. Spontaneous or Premeditated? Contents Contents ..............................................................................................................................................................3 Foreword .............................................................................................................................................................5 Introduction .......................................................................................................................................................7 Post-Election Violence: Overview of the Literature .............................................................................8 A Note on the Kenyan Democratisation Processes ............................................................................13 Clash of Interpretations ................................................................................................................................17 The Ballot Box and -
Coca-Cola 2005
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K ፤ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2004 OR អ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File No. 1-2217 20FEB200406462039 (Exact name of Registrant as specified in its charter) DELAWARE 58-0628465 (State or other jurisdiction of (IRS Employer incorporation or organization) Identification No.) One Coca-Cola Plaza Atlanta, Georgia 30313 (Address of principal executive offices) (Zip Code) Registrant’s telephone number, including area code: (404) 676-2121 Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered COMMON STOCK, $0.25 PAR VALUE NEW YORK STOCK EXCHANGE Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months and (2) has been subject to such filing requirements for the past 90 days. Yes ፤ No អ Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of Registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. -
2019 Q3 Earnings Release
Coca-Cola Reports Continued Strong Results in Third Quarter; Updates Full Year Guidance Net Revenues Grew 8%; Organic Revenues (Non-GAAP) Grew 5% Operating Income Declined 4%; Comparable Currency Neutral Operating Income (Non-GAAP) Grew 5% Operating Margin Was 26.3%; Comparable Operating Margin (Non-GAAP) Was 28.1%; Margins Were Negatively Impacted by Currency Headwinds and Acquisitions EPS Grew 37% to $0.60; Comparable EPS (Non-GAAP) Declined 2% to $0.56, Impacted by a 6% Currency Headwind ATLANTA, Oct. 18, 2019 – The Coca-Cola Company continued to execute on its key strategies in the third quarter, with strong revenue growth and value share gains globally. Reported net revenues grew 8% and organic revenues (non-GAAP) grew 5%, driven by innovation, revenue growth management and improving execution. The company’s performance year-to-date has led to an update in full year guidance. "Our performance gives us confidence that our strategies are taking hold with our consumers, customers and system," said James Quincey, chairman and CEO of The Coca-Cola Company. "We are positioning the company to create a better shared future for all of our stakeholders by delivering on our vision and growing sustainably." Highlights Quarterly Performance • Revenues: Net revenues grew 8% to $9.5 billion. Organic revenues (non-GAAP) grew 5%. Revenue growth was driven by price/mix growth of 6%, partially offset by a 2% decline in concentrate sales. • Margin: Operating margin, which included items impacting comparability, was 26.3% versus 29.8% in the prior year. Comparable operating margin (non-GAAP) was 28.1% versus 30.7% in the prior year. -
Mexico Is the Number One Consumer of Coca-Cola in the World, with an Average of 225 Litres Per Person
Arca. Mexico is the number one Company. consumer of Coca-Cola in the On the whole, the CSD industry in world, with an average of 225 litres Mexico has recently become aware per person; a disproportionate of a consolidation process destined number which has surpassed the not to end, characterised by inventors. The consumption in the mergers and acquisitions amongst USA is “only” 200 litres per person. the main bottlers. The producers WATER & CSD This fizzy drink is considered an have widened their product Embotelladoras Arca essential part of the Mexican portfolio by also offering isotonic Coca-Cola Group people’s diet and can be found even drinks, mineral water, juice-based Monterrey, Mexico where there is no drinking water. drinks and products deriving from >> 4 shrinkwrappers Such trend on the Mexican market milk. Coca Cola Femsa, one of the SMI LSK 35 F is also evident in economical terms main subsidiaries of The Coca-Cola >> conveyor belts as it represents about 11% of Company in the world, operates in the global sales of The Coca Cola this context, as well as important 4 installation. local bottlers such as ARCA, CIMSA, BEPENSA and TIJUANA. The Coca-Cola Company These businesses, in addition to distributes 4 out of the the products from Atlanta, also 5 top beverage brands in produce their own label beverages. the world: Coca-Cola, Diet SMI has, to date, supplied the Coke, Sprite and Fanta. Coca Cola Group with about 300 During 2007, the company secondary packaging machines, a worked with over 400 brands and over 2,600 different third of which is installed in the beverages. -
Forty Days and Nights of Peacemaking in Kenya
Page numbering! JOURNAL OF AFRICAN ELECTIONS FORTY DAYS AND NIGHTS OF PEACEMAKING IN KENYA Gilbert M Khadiagala Gilbert Khadiagala is Jan Smuts Professor of International Relations, University of the Witwatersrand, Johannesburg e-mail: [email protected] We are ready to go the extra mile to achieve peace. Today, we take the first step. My party and I are ready for this long journey to restore peace in our land …We urge our people to be patient as parties work day and night to ensure that negotiations do not last a day longer than necessary. Raila Odinga, leader of the Orange Democratic Movement (East African Standard 25 January) Kenya is a vital country in this region and the international com- munity is not ready to watch it slump into anarchy. Norwegian Ambassador Hellen Jacobsen (East African Standard 5 February) I will stay as long as it takes to get the issue of a political settlement to an irreversible point. I will not be frustrated or provoked to leave. It is in the interest of the men and women of Kenya, the region, Africa and the international community to have a new government. Former UN Secretary-General Kofi Annan (Daily Nation 6 February) ABSTRACT Recent studies on resolving civil conflicts have focused on the role of external actors in husbanding durable agreements. The contribution of authoritative parties is vital to the mediation of conflicts where parties are frequently In the interests of avoiding repetition citations will carry the date and month only unless the year is anything other than 2008. -
Coca-Cola Annual Report 2021
Coca-Cola Annual Report 2021 Form 10-K (NYSE:KO) Published: February 25th, 2021 PDF generated by stocklight.com UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM 10-K (Mark One) ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2020 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File Number 001-02217 ko-20201231_g1.jpg COCA COLA CO (Exact name of Registrant as specified in its charter) Delaware 58-0628465 (State or other jurisdiction of incorporation) (I.R.S. Employer Identification No.) One Coca-Cola Plaza Atlanta, Georgia 30313 (Address of principal executive offices) (Zip Code) Registrant's telephone number, including area code: (404) 676-2121 Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading Symbol(s) Name of each exchange on which registered Common Stock, $0.25 Par Value KO New York Stock Exchange Floating Rate Notes Due 2021 KO21C New York Stock Exchange 0.75% Notes Due 2023 KO23B New York Stock Exchange 0.500% Notes Due 2024 KO24 New York Stock Exchange 1.875% Notes Due 2026 KO26 New York Stock Exchange 0.750% Notes Due 2026 KO26C New York Stock Exchange 1.125% Notes Due 2027 KO27 New York Stock Exchange 0.125% Notes Due 2029 KO29A New York Stock Exchange 1.250% Notes Due 2031 KO31 New York Stock Exchange 0.375% Notes Due 2033 KO33 New York Stock Exchange 1.625% Notes Due 2035 KO35 New York Stock Exchange 1.100% Notes Due 2036 KO36 New York Stock Exchange 0.800% Notes Due 2040 KO40B New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None __________________________________________________ Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. -
The Kenya General Election
AAFFRRIICCAA NNOOTTEESS Number 14 January 2003 The Kenya General Election: senior ministerial positions from 1963 to 1991; new Minister December 27, 2002 of Education George Saitoti and Foreign Minister Kalonzo Musyoka are also experienced hands; and the new David Throup administration includes several able technocrats who have held “shadow ministerial positions.” The new government will be The Kenya African National Union (KANU), which has ruled more self-confident and less suspicious of the United States Kenya since independence in December 1963, suffered a than was the Moi regime. Several members know the United disastrous defeat in the country’s general election on December States well, and most of them recognize the crucial role that it 27, 2002, winning less than one-third of the seats in the new has played in sustaining both opposition political parties and National Assembly. The National Alliance Rainbow Coalition Kenyan civil society over the last decade. (NARC), which brought together the former ethnically based opposition parties with dissidents from KANU only in The new Kibaki government will be as reliable an ally of the October, emerged with a secure overall majority, winning no United States in the war against terrorism as President Moi’s, fewer than 126 seats, while the former ruling party won only and a more active and constructive partner in NEPAD and 63. Mwai Kibaki, leader of the Democratic Party (DP) and of bilateral economic discussions. It will continue the former the NARC opposition coalition, was sworn in as Kenya’s third government’s valuable mediating role in the Sudanese peace president on December 30. -
2020 Proxy Statement Notice of Annual Meeting of Shareowners
2020 PROXY STATEMENT NOTICE OF ANNUAL MEETING OF SHAREOWNERS Wednesday, April 22, 2020 | 8:30 a.m. local time | World of Coca-Cola | Atlanta, Georgia Table of Contents 1 NOTICE OF 2020 ANNUAL MEETING OF SHAREOWNERS 3 2 LETTER FROM OUR CHAIRMAN AND CHIEF EXECUTIVE OFFICER 4 3 LETTER FROM OUR LEAD INDEPENDENT DIRECTOR ON BEHALF OF THE BOARD 6 OF DIRECTORS 4 ABOUT THE COCA-COLA COMPANY 8 5 VOTING ROADMAP 10 6 GOVERNANCE 11 ITEM 1 Election of Directors 11 Director Compensation 35 Board and Committee Governance 22 Director Independence and Related Person Transactions 39 Additional Governance Matters 30 7 SHARE OWNERSHIP 42 Ownership of Equity Securities of the Company 42 Delinquent Section 16(a) Reports 44 8 COMPENSATION 45 ITEM 2 Advisory Vote to Approve 45 Compensation Tables 69 Executive Compensation Payments on Termination or Change in Control 80 Compensation Discussion and Analysis 46 Equity Compensation Plan Information 85 Compensation Committee Report 68 Pay Ratio Disclosure 86 Compensation Committee Interlocks and 68 Insider Participation 9 AUDIT MATTERS 87 Report of the Audit Committee 87 ITEM 3 Ratification of the Appointment of 90 Ernst & Young LLP as Independent Auditors 10 SHAREOWNER PROPOSAL 93 ITEM 4 Shareowner Proposal on Sugar and 93 Public Health 11 ANNEXES 96 ANNEX A — Questions and Answers 96 ANNEX B — Summary of Plans 104 Proxy Materials and Voting Information 96 ANNEX C — Reconciliation of GAAP and 107 Non-GAAP Financial Measures Meeting Information 100 Company Documents, Communications, 102 ANNEX D — Cautionary Note Regarding 109 Shareowner Proposals and Director Nominees Forward-Looking Statements QUESTIONS AND ANSWERS Please see Questions and Answers in Annex A beginning on page 96 for important information about the proxy materials, voting, the 2020 Annual Meeting of Shareowners, Company documents, communications and the deadlines to submit shareowner proposals and Director nominees for the 2021 Annual Meeting of Shareowners. -
Table of Contents
TABLE OF CONTENTS Preface…………………………………………………………………….. i 1. District Context………………………………………………………… 1 1.1. Demographic characteristics………………………………….. 1 1.2. Socio-economic Profile………………………………………….. 1 2. Constituency Profile………………………………………………….. 1 Demographic characteristics………………………………….. 2.1. 1 Socio-economic Profile………………………………………….. 2.2. 2 Electioneering and Political Information……………………. 2.3. 2 1992 Election Results…………………………………………… 2.4. 2 1997 Election Results…………………………………………… 2.5. 2 Main problems……………………………………………………. 2.6. 2 3. Constitution Making/Review Process…………………………… 3 3.1. Constituency Constitutional Forums (CCFs)………………. 3 3.2. District Coordinators……………………………………………. 5 4. Civic Education………………………………………………………… 6 4.1. Phases covered in Civic Education 4.2. Issues and Areas Covered 6 6 5. Constituency Public Hearings……………………………………… 6 5.1. Logistical Details…………………………………………………. 5.2. Attendants Details……………………………………………….. 6 5.3. Concerns and Recommendations…………………………….. 7 7 Appendices 37 1. DISTRICT PROFILE Kangema constituency falls within Murang’a district of Central province of Kenya. 1.1. Demographic Characteristics Male Female Total District Population by Sex 164,670 183,634 348,304 Total District Population Aged 18 years & 92,239 90,371 182,610 Below Total District Population Aged Above 19 years 72,431 93,263 165,694 Population Density (persons/Km2) 375 1.2. Socio-economic Profile • Murang’a district has the fifth lowest absolute poverty level in Central at 39% ranking it 10 th in Kenya. • Its food poverty level is 32.5% ranking it fourth in central province and 8th in the country. • Murang’a has the highest monthly mean household income in central province of Ksh. 5,116. • 97.5% of Murang’a residents have safe sanitation, ranking it third countrywide, however only 23.7% have safe drinking water. -
Cultural Glocalization Or Resistance? Interrogating the Title Production of Youtube Videos at an Irish Summer College Through Practice-Based Research
Provided by the author(s) and NUI Galway in accordance with publisher policies. Please cite the published version when available. Cultural glocalization or resistance? Interrogating the Title production of YouTube videos at an Irish summer college through practice-based research Author(s) Mac Dubhghaill, Uinsionn Publication Date 2017-03 Item record http://hdl.handle.net/10379/6912 Downloaded 2021-09-28T20:59:24Z Some rights reserved. For more information, please see the item record link above. Cultural glocalization or resistance? Interrogating the production of YouTube videos at an Irish summer college through practice-based research Uinsionn Mac Dubhghaill B.A., H.Dip. in Ed., M.A. This thesis is submitted for the degree of PhD Huston School of Film & Digital Media National University of Ireland, Galway March 2017 Supervisors Prof. Rod Stoneman & Dr. Seán Crosson In Memoriam Vincent Mac Dowell (1925–2003) ‘When I was a child, my father would recount how the power, wealth and status of the high priests in ancient Egypt derived from their ability to predict the annual Nile floods, essential to the country’s agricultural economy. The priests derived this knowledge from astronomical observations and a system for monitoring river levels, but hid it in arcane language and religious symbolism in order to maintain their power, and pass it on to their children. He told us this story in order to teach us to question the language the elites use in order to preserve their own privileges.’ This thesis document, pp. 95-96 i DECLARATION This thesis is submitted in two parts. The first part is a body of creative practice in film, and the second part is this written exegesis. -
Questcoca-Cola FEMSA
our permanent questCoca-Cola FEMSA ANNUAL REPORT 2013 Throughout our company’s 35-year history, we have embraced every opportunity to build a consumer-driven business that goes beyond the production, distribution, and sale of the world’s most beloved brand. Our permanent quest begins with the continuing growth and development of our people. Together, their shared skills and capabilities are the most important ingredients in our company’s success as a flexible, dynamic organization–relentlessly focused on excellence throughout our operations. strategic framework To maximize our operating potential As the complexity and demands of our business grow, we are on a permanent quest to maximize our operations’ capability to achieve the full potential of our business, success- fully transform our indus- try’s challenges into opportu- nities, serve our expanding base of consumers more efficiently and effectively, and prepare our company for the future. For sustainable development We embrace a holistic approach to sustainable development. Focused on three core areas—our people, our community, and our planet—our vision is to ensure the sustainability of our business by positively transforming our communities through the simultaneous creation of economic, social, and environmental value. For innovation Innovation is key to our strategic growth and development. Through our permanent quest for innovation, we ensure our ability to anticipate and satisfy consumers’ evolving needs, adapt to ever-changing market dynamics, and capitalize on new business opportunities. To capture market opportunities Over the past several years, we have demonstrated our capacity to identify and embrace new ways of complementing our business’ organic growth through our permanent quest to capture value- creating market opportunities—from accretive mergers and acquisitions to joint ventures.