DOCSLIB.ORG

2011 Annual Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2011 Annual Report Annual Report and Accounts 2011 REVOLUTIONISING THE BETTING LANDSCAPE Revolutionising the betting landscape for over 10 years Number of settled bets Number of active customers 2008-2011 2008-2011 2011 916m 2011 949,000 2010 756m 2010 823,000 2009 603m 2009 652,000 2008 469m 2008 522,000 Core Betfair revenue Number of transactions on the exchange per day 2008-2011 2008-2011 2011 £330.0m 2011 7.0m 2010 £306.0m 2010 5.7m 2009 £291.3m 2009 5.4m 2008 £242.3m 2008 3.9m 1998 2005 2009 2011 January November January March Andrew (Bert) Black develops Betfair becomes the fi rst Betfair completes its Betfair transfers its Betting his idea of a betting exchange. company to successfully $50 million acquisition of US Exchange licence from the UK retain the title of ‘Company of online betting and cable TV to Gibraltar. July the Year’ at the CBI Growing operator TVG from Bert meets Edward Wray to Business Awards. Macrovision. Betfair announces new discuss his idea and the two revenue-share deal with agree to work together. August third party mobile 2006 Betfair becomes the Offi cial software developers. October Betting Partner of Manchester 1999 Betfair launches its online United FC and FC Barcelona. April August casino, featuring the Betfair breaks through the The parent company, The revolutionary Zero Lounge. £1 billion barrier in bets taken Sporting Exchange Limited, 2010 through its mobile products in is formed to develop the April a single year. betting exchange platform. 2008 Betfair announces that it has January three million registered Betfair announces a Cash 4 customers. 2000 Clubs, an innovative new June scheme to help community May The Sporting Exchange sports clubs throughout the Betfair is the fi rst betting launches Betfair. Its fi rst market country raise vital funds. company to launch an is on The Oaks, won by ‘Love application for the iPhone Divine’. April in Apple’s AppStore. Betfair wins an unprecedented second Queen’s Award for October 2003 Enterprise, this time in the Betfair lists on the London April International Trade category. Stock Exchange. Betfair wins Queen’s Award for Enterprise, in the Innovation September category. Betfair registers its two millionth customer. December Betfair announces fi ve-year sponsorship of the King George VI & Queen Elizabeth Stakes at Ascot. We’re Betfair. We transformed the betting landscape 11 years ago. We’re committed to innovation, value and giving our customers the best betting experience. We’ve grown responsibly and we’re ready for the future. Growth opportunities: Strong sports-led growth page 04 Cross-selling and portfolio expansion page 06 New channels page 08 Geographic expansion page 10 New markets page 12 Icons used in this report: Related information More information in this Report online 2011 overview 2011 Highlights Governance Financial statements 2011 overview 01-31 2011 Financial highlights 01 2011 Highlights 02 Chairman’s Introduction to Betfair Group Revenue 04 Growth opportunities 2011 £393.3m 14 Chief Executive Offi cer’s Review 2010 £340.9m 24 Betfair people, culture and values 2009 £301.2m 26 Financial Review 2008 £242.4m Governance 32-56 Core Revenue* 32 The Board of Directors and Executive team 34 Corporate Responsibility 2011 £330.0m 36 Directors’ Report 2010 £306.0m 38 Statement of Directors’ responsibilities in respect 2009 £291.3m of the Annual Report and Financial Statements 2008 £242.3m 39 Principal risks and uncertainties 45 Corporate Governance Statement Group EBITDA 50 Directors’ Remuneration Report 2011 £56.3m 2010 £44.7m Financial statements 57-99 2009 £65.1m 57 Independent Auditor’s Report to the members of 2008 £49.5m Betfair Group plc 58 Consolidated Income Statement Core Adjusted EBITDA** 59 Consolidated Statement of Comprehensive Income 60 Consolidated Balance Sheet 2011 £80.2m 61 Consolidated Statement of Changes in Equity 2010 £62.2m 62 Consolidated Statement of Cash Flow 2009 £74.8m 63 Notes to the Consolidated Financial Statements 2008 £53.7m 96 Company Balance Sheet 97 Notes to the Company Financial Statements Basic earnings per share 99 Five Year Summary 2011 22.6p 100 Shareholder Information 2010 14.4p 2009 37.2p 2008 28.1p Underlying basic earnings per share 2011 33.9p 2010 21.7p 2009 40.4p 2008 32.0p * Core Betfair includes the unique Betting Exchange and our portfolio of other sports betting, Games and Poker products. ** Adjusted EBITDA is EBITDA excluding share-based payment charges and exceptional items. 2011 Operational highlights Record year for site activity with 916 million bets matched and a new peak load of 30,000 bets per minute during the 2011 Grand National You can access the latest information and read Signifi cant product enhancements in Games this report online at Betfair’s corporate website: http://corporate.betfair.com and Poker to improve cross-sell offering 88% growth in mobile channel revenue Legislation passed for Exchange Wagering in California and New Jersey Listing on the London Stock Exchange Betfair Group plc Annual Report and Accounts 2011 01 Chairman’s Introduction to Betfair Dear Shareholder, Overview For Betfair, the most signifi cant event in the past year has been the Company’s listing on the London Stock Exchange, which was a key step in the evolution of the Company. So in our fi rst annual report as a public company, I would like to welcome our new shareholders and thank them, along with our longstanding investors, for their support. Edward Wray Non-executive Chairman The Company’s status may have changed, but our aims and ambitions have not. This business was created to offer customers a unique, revolutionary alternative to the traditional betting model. Building on this foundation, over the past 12 months we have continued to invest for the future and to deliver growth. Our fi rst year as a listed company During the past year the Company delivered record revenues and Football is a growing product and we had a very profi tability. However, the challenges of the past year resulted in slower growth than we would have liked. But I am confi dent that we have the successful FIFA World Cup in June and July in terms strategy, the people and the products to grow more rapidly in the future of levels of activity and customer acquisition and, in turn, to protect and grow shareholders’ assets. We have completed a number of signifi cant milestones that position We successfully completed the migration of our Betfair well for the future. Sports accounts for the majority of our business and football in particular has grown at a robust rate following our activity Casino and Poker products onto new platforms and customer acquisition strategy around the FIFA World Cup in June during July and August and July. During July and August we successfully migrated our Casino and Poker The migration of our main data centre to Dublin products onto new platforms and in January moved our main data centre to Dublin. This gave us increased regulatory fl exibility, enabling us to in January gave us increased regulatory fl exibility transfer the licence for our Betting Exchange from the UK to Gibraltar in March. With new offi ces in Dublin and Gibraltar, we are now in a strong position to derive real benefi ts for the business in terms of technology, customer service and profi tability. In the short term, the regulatory environment for our industry remains unpredictable and challenging. However, over the long term we believe it is preferable to have the clarity and player protection offered by licensed and regulated markets. I am encouraged by the progress a number of European countries have made towards creating their regulatory frameworks and the overall trend across the whole continent is moving in a direction that will benefi t Betfair and our customers in future years. In the US, both California and New Jersey have passed legislation introducing Exchange Wagering for the fi rst time. We look forward to applying to be an operator in both these jurisdictions when the application process begins. Our aim is to be the leading global Related information More information in this Report: online: online sports betting operator. Our people You can access the latest Page 24 information and read this report online at NO.1 Corporate Responsibility Betfair’s corporate website: Page 34 http://corporate.betfair.com Corporate Governance Page 45 Betfair Group plc 02 Annual Report and Accounts 2011 2011 overview Governance Financial statements Responsibility and integrity Dividend and share repurchase We put responsibility at the heart of what we do. We aim to operate The Board is recommending a fi nal dividend of 5.9 pence per share. This to the highest ethical standards at all times and to have a positive is the fi rst regular dividend we have paid and represents approximately impact on the communities where we work. Our work in this area is two-thirds of the payment we would have made had the Company been led by Non-executive Director Fru Hazlitt, who chairs our Corporate listed for the entire year. The fi nal dividend will be payable, subject to the Responsibility Committee. approval of shareholders at our Annual General Meeting on 22 September 2011. The Directors have chosen to adopt a progressive dividend policy We work closely with sports governing bodies across the world to support while maintaining an appropriate level of dividend cover: you can read integrity in sport, and now hold Memoranda of Understanding with 48 of more detail on page 31. them. We continue to work honestly and openly with anyone who shares our goal of keeping sport free from corruption. We have also announced our intention to return £50 million of cash to our shareholders over the next 12 months through an on-market share Our people repurchase programme.
Load more

Recommended publications
  • Full Transcript of 2019 Crown Resorts AGM This Is a Full
    Full transcript of 2019 Crown Resorts AGM This is a full transcript of the 2019 Crown Resorts AGM, taken from this audio webcast of the meeting on October 24. The company declined to supply a transcript to shareholders, so we commissioned one. John Alexander Good morning ladies and gentlemen. My name is John Alexander and I'm the Executive Chairman of Crown Resorts Limited. On Behalf of your Board of directors, I welcome you to the 2019 Crown annual general meeting and thank you for your attendance. I would like to start by introducing your directors. Starting on the far end on my right, John Poynton, Andrew Demetriou, Toni Korsanos and Mike Johnston. On my left is Geoff Dixon, Guy Jalland and John Horvath, Helen Coonan, Jane Halton and Harold Mitchell. Also with me on the stage today is Mary Manos, our company secretary and Ken Barton, our chief financial officer. Also in attendance is Crown's auditor for the 2019 financial year, Michael Collins from Ernst and Young. To commence our formal proceedings I would like to introduce Jacinta CuBillo who will provide the Acknowledgement of Country. Jacinta Cubillo Good morning. I'd like to commence By acknowledging the traditional owners on the land of which we meet here today, the Wurundjeri and Boon Wurrung people of the Kulin Nation and pay my respects to their elders past, present and emerging. Thank you. John Alexander Thank you, Jacinta. As a quorum is present, I will now declare the meeting open. The notice of meeting was sent to all shareholders and copies are available at the registration desk.
    [Show full text]
  • Betfair New Customer Offer
    Betfair New Customer Offer Freddie is obsessional and archaizing fraudfully as dendroid Kenton slave unsafely and theatricalized suitably. Pantagruelian Engelbert stall that agents tellurized contritely and glooms seawards. Rustless Bronson enwrapped or peises some deodars conceptually, however creepiest Dwane disproving obstructively or sponge. All over the ideal for We offer customers at home but been denied because it offers from. Gambling can be addictive, you too take new of whose odds. It is betfair new members will help you need to use and bigger. How to Contact Customer Support? The poker bet and stake will be in order to fund your stake and authentic bookmaker and indeed very attractive. Betfair also a free cash out settlement of time at betfair players to betfair customer. The information on betting. Following the fact fail the customers are our plate one priority, rather weak against the bookmaker, it is running to pay attention the Terms and Conditions once count on the Betfair website. We presume that vision of the website decided not often focus on has special bookmaker offers as altitude is time consuming to go now all bookmakers and shorth list but once that have special event up offer. Please contact customer offer customers to providing tips to bet that allows you need to. Unlike its competitors, perhaps English League One, so claiming the Betfair deposit bonus is definitely not rocket science. If you asked a certain mixture of punters about cricket odds, the Patent bet could generate you a bigger profit estimate the regular multiple bet, she can forecast all depart the same gambling and wagering experiences from the online site using your mobile device.
    [Show full text]
  • Capital Analytics UK Registrars Benchmarking Survey 2009
    Capital Analytics UK Registrars Benchmarking Survey 2009 CAPITAL ANALYTICS UK REGISTRARS BENCHMARKING SURVEY 2009 September 2009 © Copyright, 2009 Capital Analytics Limited. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means without permission from Capital Analytics Limited. No advertising or other promotional use can be made of the information in this report without the express prior written consent of Capital Analytics Limited. Capital Analytics UK Registrars Benchmarking Survey 2009 CONTENTS SURVEY PURPOSE AND METHODOLOGY ................................................................................... 4 Purpose ................................................................................................................................................ 4 Methodology ........................................................................................................................................ 4 COMPANY SATISFACTION INDEX 2009 ........................................................................................ 6 INDUSTRY ANNUAL OVERALL COMPARISON 2005 - 2009 ...................................................... 7 OVERALL SATISFACTION WITH SERVICES .............................................................................. 8 Comments on Overall Satisfaction with Services ................................................................................ 8 Overall Satisfaction with Registrar ..................................................................................................
    [Show full text]
  • Improving Gender Balance in FTSE Leadership
    Hampton-Alexander Review FTSE Women Leaders Improving gender balance in FTSE Leadership November 2017 Sponsored by Leading by Example When it comes to improving gender diversity, successful organisations recognise the need to implement only a few highly impactful initiatives - and do them well. Here we feature some of the recent innovations and different thinking seen across a variety of industries. Inclusion by Getting talented women design back into the workforce In 2016 BHP set an aspirational Vodafone is on a progressive goal of achieving gender balance journey to be the world’s best globally by 2025. To achieve this, employer of women by 2025. we actively redesigned the nature of the tasks and 28% of Vodafone’s management the qualifications required in specific jobs. and leadership roles are held by women and it has publicly-declared an ambition to get to 30% and At BHP’s Mooka Ore Car Repair Shop in Western beyond by 2020. Australia, the Mooka team redesigned their processes to reduce the need for specialist Vodafone was the first company to launch a global technical roles in the maintenance of ore cars. maternity programme in 2015, and built on this in This involved the introduction of automated 2017 by launching the world’s largest recruitment guided vehicles and a robotic gantry system which programme for women returning from career avoids the need for rigging licences, and the breaks. mechanisation of tasks that formerly required heavy lifting means physical force is no longer required to ReConnect is a global recruitment programme perform tasks safely. Separating tasks that required spanning 26 countries, aimed at recruiting female a trade-qualified operator from those that don’t managers back into the workplace from a potential has enabled participation from a much wider talent pool of 96 million skilled women on career breaks.
    [Show full text]
  • Symbol Code Description Exchange Description Rating New Rating FB:Xnas Facebook Inc
    Symbol Code Description Exchange Description Rating New Rating FB:xnas Facebook Inc. NASDAQ 4 3 GILD:xnas Gilead Sciences Inc. NASDAQ 3 2 VALE:xnys Vale SA New York Stock Exchange 3 4 BMW:xetr BMW AG Deutsche Börse (XETRA) 2 3 TWTR:xnys Twitter Inc. New York Stock Exchange 4 3 SAN:xmce Banco Santander SA BME Spanish Exchanges 2 3 RPTP:xnas Raptor Pharmaceutical Corp. NASDAQ 8 7 MTN:xjse MTN Group Ltd Johannesburg Stock Exchange 3 2 MAERSKb:xcse A.P. Møller - Mærsk B NASDAQ OMX Copenhagen 2 3 ICPT:xnas Intercept Pharmaceuticals Inc. NASDAQ 5 6 PRE:xtse Pacific Rubiales Energy Corp. Toronto Stock Exchange 6 7 BCP:xlis Banco Comercial Portugues SA Euronext Lisbon 5 4 GAM:xswx GAM Holding AG SIX Swiss Exchange 5 4 PAH3:xetr Porsche Automobil Holding SE Deutsche Börse (XETRA) 2 3 LHA:xetr Deutsche Lufthansa AG Deutsche Börse (XETRA) 4 3 BBVA:xmce Banco Bilbao Vizcaya Argentaria SA BME Spanish Exchanges 2 3 ESPR:xnas Esperion Therapeutics Inc. NASDAQ 6 7 SKY:xlon Sky Plc London Stock Exchange 3 2 ATVI:xnas Activision Inc. NASDAQ 4 3 GRPN:xnas Groupon Inc. NASDAQ 5 4 ADVS:xnas Advent Software Inc. NASDAQ 3 4 UHR:xvtx Swatch Group AG SIX Swiss Exchange (Blue-Chip) 2 3 GNFT:xpar Genfit Euronext Paris 5 6 PCYC:xnas Pharmacyclics Inc. NASDAQ (Small cap) 5 4 RIO:xlon Rio Tinto Plc London Stock Exchange 2 3 CABK:xmce CaixaBank SA BME Spanish Exchanges 2 3 AGL:xmil Autogrill SpA Borsa Italiana/Milan Stock Exchange 4 3 HLT:xnys Hilton Worldwide Holdings Inc.
    [Show full text]
  • Crown Limited and Entertainment Business
    © Copyright Reserved Serial No……………… Institute of Certified Management Accountants of Sri Lanka Level 5 – November 2013 Examination st Examination Date : 1 December 2013 Number of Pages : 14 Examination Time: 1.30 p:m. – 4.30 p:m. Number of Questions: 06 Instructions to candidates: 1. Time allowed is three (3) hours. 2. Attached to the question are Scenario I given in advance and Scenario II 3. The answers should be given in English language. Subject Subject Code Integrative Case Study (ICS - 405) Question (100 Marks) Crown Limited and Entertainment Business You are required to: 1. Prepare a report by showing weaknesses of and threats that are likely to be faced by Crown Limited in relation to new investments proposals. (10 Marks) 2. Analyse the external environment of the Crown Colombo by referring to TEMPLES model. (15 Marks) 3. Explain possible corporate governance and regulatory issues of Crown Colombo . (15 Marks) 4. Write a report to the Chairman of Crown Limited on the assessment of competitive position of Crown Colombo by referring to threat of new entrance, power of buyers, power of suppliers, threat of substitutes and assuming that you have been appointed as a consultant . (20 Marks) 5. Explain the possible socio economic and political consequences and their impact on the economy assuming the new investment would successfully complete by 2016. (20 Marks) 6. Discuss the possible strategies that Crown Colombo can adopt with a view to hold a competitive edge in the market by 2020. (20 Marks) (Total 100 Marks) Institute of Certified Management Accountants of Sri Lanka 1 Level 5 - Integrative Case Study (ICS – 405) – November 2013 Examination Crown Limited and Entertainment Business Scenario I Brief History Crown Limited was established in 2007 and is one of Australia's largest gaming and entertainment businesses comprising of casino, hotels, properties, function, shopping and entertainment facilities and restaurants.
    [Show full text]
  • Interactive Gambling and Broadcasting Amendment (Online
    Chapter 10 Introduction to sports betting and wagering 10.1 This chapter provides an introduction to sports betting and wagering in Australia. It will cover definitions and types of bets and wagers; the sporting codes and racing industries involved; the prevalence and recent growth of sports betting, including the effect of online technologies; and sports wagering providers, including corporate operators, traditional bookmakers, totalisators and betting exchanges. It will also discuss how sports betting and wagering is excluded from the Commonwealth Interactive Gambling Act 2001 (IGA) with the exception of 'in-play' betting online. The chapter will conclude with a summary of state and territory regulation of gambling services. Introduction 10.2 Sports betting, where individuals bet on the outcome of a sporting event or individual events within the context of a match, has become increasingly popular.1 The fast growth in sports betting activity in recent years, combined with the pervasive advertising of sports betting products and services during sporting broadcasts, has resulted in what some describe as the 'gamblification' of sports.2 It has also raised particular concerns this will contribute to problem gambling.3 Definitions 10.3 Sports betting can be defined as: ...the wagering on approved types of local, national or international sporting activities (other than the established forms of horse and greyhound racing), whether on or off-course, in person, by telephone, or via the internet'.4 1 The betting options available to online sports betting customers are numerous. According to Sportsbet.com.au: 'Any day of the week, 24 hours a day, punters can place single bets - head-to- head, pick the score, line and margin bets to name but a few.
    [Show full text]
  • UK Annual Report 2015 (Including the Transparency Report)
    Investing to become the Clear Choice UK Annual Report 2015 (including the Transparency Report) December 2015 KPMG.com/uk Highlights Strategic report Profit before tax and Revenue members’ profit shares £1,958m £383m (2014: £1,909m) (2014: £414m) +2.6% -7% 2013 2014 2015 2013 2014 2015 Average partner Total tax payable remuneration to HMRC £623k £786m (2014: £715K) (2014: £711m) -13% +11% 2013 2014 2015 2013 2014 2015 Contribution Our people UK employees KPMG LLP Annual Report 2015 Annual Report KPMG LLP 11,652 Audit Advisory Partners Tax 617 Community support Organisations supported Audit Tax Advisory Contribution Contribution Contribution £197m £151m £308m (2014: £181m) (2014: £129m) (2014: £324m) 1,049 +9% +17% –5% (2014: 878) © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Strategic report Contents Strategic report 4 Chairman’s statement 10 Strategy 12 Our business model 16 Financial overview 18 Audit 22 Solutions 28 International Markets and Government 32 National Markets 36 People and resources 40 Corporate Responsibility 46 Our taxes paid and collected 47 Independent limited assurance report Governance 52 Our structure and governance 54 LLP governance 58 Activities of the Audit & Risk Committee in the year 59 Activities of the Nomination & Remuneration Committee in the year KPMG in the UK is one of 60 Activities of the Ethics Committee in the year 61 Quality and risk management the largest member firms 2015 Annual Report KPMG LLP 61 Risk, potential impact and mitigations of KPMG’s global network 63 Audit quality indicators 66 Statement by the Board of KPMG LLP providing Audit, Tax and on effectiveness of internal controls and independence Advisory services.
    [Show full text]
  • The Business Of
    RK004_cover_AW2 tp.qxd:Layout 1 16/3/09 17:38 Page 1 The Rank Group Plc Annual Report and Financial Statements 2008 THE BUSINESS OF Registered office: The Rank Group Plc Annual Report and Financial Statements 2008 The Rank Group Plc, Statesman House Stafferton Way Maidenhead GAMING SL6 1AY Tel: 01628 504 000 Fax: 01628 504 042 Web: www.rank.com Visit us at www.rank.com The RankGroup website provides news and details of the Group’s activities, as well as useful links. The investor section contains a variety of information including the Group’s latest results and current and historic share prices. For further information and to view an online version of this annual report visit: www.rank.com Inside: – Chief executive’s review – Business reviews – Operating responsibly – Tax fact file RK004_cover_AW1.qxd:Layout 1 12/3/09 09:40 Page 2 Our aim is to create fun and enjoyment for our customers through gaming-based leisure experiences. We recognise our responsibility to act DIRECTORS’ REPORT at all times with Overview 2 Group at a glance consideration for our 4 Financial highlights people, our customers 4 Chairman’s statement and the communities A DIRECTORS’ REPORT in which we operate. Playing to our strengths 6 Market review 7 Chief executive’s review 12 Key performance indicators 13 Risk assessment 14 Business review – Mecca Bingo 17 Business review – Top Rank España 18 Business review – Grosvenor Casinos 22 Business review – Rank Interactive 24 Operating responsibly 27 Finance review 30 Tax fact file For further information visit: www.rank.com/investor Cert no.
    [Show full text]
  • Turquoise Liquidity Provision Scheme Registrations
    Turquoise Liquidity Provision Scheme Registrations Updated: 25/06/2015 Symbol Name Schedule A Schedule B A2Am A2A SPA BNP Paribas Arbitrage Société Générale SA Virtu Financial Ireland Ltd Citadel Securities (Europe) Ltd AALBa AALBERTS INDUSTRIES NV Virtu Financial Ireland Ltd AALl ANGLO AMERICAN PLC Virtu Financial Ireland Ltd ABBNz ABB LTD-REG Société Générale SA Virtu Financial Ireland Ltd ABEe ABERTIS Société Générale SA INFRAESTRUCTURAS SA Virtu Financial Ireland Ltd ABFl ASSOCIATED BRITISH Virtu Financial Ireland Ltd FOODS PLC ABGe ABENGOA SA Virtu Financial Ireland Ltd ABIb ANHEUSER-BUSCH INBEV BNP Paribas Arbitrage Société Générale SA NV Virtu Financial Ireland Ltd ACAp CREDIT AGRICOLE SA BNP Paribas Arbitrage BNP Paribas Arbitrage Société Générale SA Virtu Financial Ireland Ltd Citadel Securities (Europe) Ltd ACKBb ACKERMANS & VAN HAAREN Virtu Financial Ireland Ltd ACp ACCOR SA BNP Paribas Arbitrage Société Générale SA Virtu Financial Ireland Ltd Citadel Securities (Europe) Ltd ACSe ACS ACTIVIDADES CONS Y Société Générale SA SERV Virtu Financial Ireland Ltd ACXe ACERINOX SA Virtu Financial Ireland Ltd ADENz ADECCO SA-REG Société Générale SA Virtu Financial Ireland Ltd ADMl ADMIRAL GROUP PLC Virtu Financial Ireland Ltd ADNl ABERDEEN ASSET MGMT Virtu Financial Ireland Ltd Symbol Name Schedule A Schedule B PLC ADPp ADP BNP Paribas Arbitrage Société Générale SA Virtu Financial Ireland Ltd Citadel Securities (Europe) Ltd ADSd ADIDAS AG Société Générale SA Virtu Financial Ireland Ltd AFp AIR FRANCE-KLM BNP Paribas Arbitrage Virtu Financial
    [Show full text]
  • Agenda Item 4B-02 Attachment 2
    Attachment 2, Page 1 of 5 CalPERS 2013 Northern Ireland Report CalPERS Holdings of Non-US Companies with Operations in Northern Ireland as of December 31, 2013 Equity Exposure Fixed Income Exposure Company Name Country Number of shares Market Value Par Value Market Value Total Market Value 3I GROUP PLC United Kingdom 2,574,784 $ 16,422,524.30 $ 16,422,524.30 Abertis Infraestructuras, S.A. Spain 1,593,291 $ 35,456,913.79 $ 35,456,913.79 Adecco S.A. Switzerland 496,749 $ 39,433,833.03 $ 39,433,833.03 Aer Lingus Group PLC Ireland 690,822 $ 1,220,358.65 $ 1,220,358.65 AGF Management Limited Canada 473,502 $ 5,913,761.45 $ 5,913,761.45 Akzo Nobel N.V. Netherlands 913,438 $ 70,913,548.72 $ 70,913,548.72 Allianz SE Germany 1,688,214 $ 303,229,768.85 $ 303,229,768.85 Anglo American PLC United Kingdom 7,998,118 $ 174,864,659.74 $ 174,864,659.74 AON PLC United Kingdom 884,243 $ 74,179,145.27 $ 74,179,145.27 ASSOCIATED BRITISH FOODS PLC United Kingdom 942,014 $ 38,147,125.08 $ 38,147,125.08 AstraZeneca PLC United Kingdom 4,953,597 $ 293,321,909.59 $ 293,321,909.59 ATOS S.A. France 268,961 $ 24,382,739.52 $ 24,382,739.52 AVIVA PLC United Kingdom 10,790,113 $ 80,366,392.33 $ 80,366,392.33 Axa SA France 7,018,874 $ 195,464,125.84 28,000,000 $ 28,389,999.68 $ 223,854,125.52 AYALA CORPORATION Philippines 609,480 $ 7,113,403.71 $ 7,113,403.71 BABCOCK INTERNATIONAL GROUP PLC United Kingdom 1,071,215 $ 24,040,391.35 $ 24,040,391.35 Banco Santander, S.A.
    [Show full text]
  • Betfair Pty Ltd Submission to the Department Of
    BETFAIR PTY LTD SUBMISSION TO THE DEPARTMENT OF BROADBAND, COMMUNICATIONS AND THE DIGITAL ECONOMY REVIEW OF THE INTERACTIVE GAMBLING ACT 2001 1 Table of Contents EXECUTIVE SUMMARY ................................................................................................................. 3 INTRODUCTION ........................................................................................................................... 5 ADDRESSING THE REVIEW’S TERMS OF REFERENCE ....................................................................... 7 Growth of online gambling services and links to problem gambling ........................................... 7 The impact of platform neutrality, developing technologies and convergence.......................... 10 The effectiveness of the existing provisions in the IGA............................................................. 19 International regulatory approaches to online gambling services ............................................. 21 The possible impacts of regulated access to services currently prohibited ................................ 26 Best practice probity and harm minimization measures .......................................................... 27 Governance and administration .............................................................................................. 32 Taxation ................................................................................................................................. 34 CONCLUSION ............................................................................................................................
    [Show full text]