PROYECTO DE GRADUACIÓN Trabajo Final De Grado
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2008 CORPORATE RESPONSIBILITY REPORT 2 2008 CORPORATE RESPONSIBILITY REPORT Table of Contents
2008 CORPORATE RESPONSIBILITY REPORT 2 2008 CORPORATE RESPONSIBILITY REPORT Table of Contents Message from Our CEO .........................................5 Product Safety .................................................34 Food Safety ......................................................36 Overview of The Walt Disney Company ...............7 Labor Standards ..............................................36 Media Networks .................................................8 Parks and Resorts .............................................8 Experiences .........................................................36 Studio Entertainment .........................................8 Park Safety .......................................................37 Consumer Products ...........................................8 Accessibility at Disney Parks ...........................37 Interactive Media ..............................................8 Environment ..........................................................39 Governance ...........................................................9 Legacy of Action .................................................40 Public Policy ......................................................9 Environmental Policy ...........................................41 Corporate Responsibility .....................................10 Key Focus Areas ..............................................41 Our Vision.........................................................10 Our Commitments ...............................................42 Corporate -
Pixar Studios/Walt Disney Company Date
Galluccio 1 To: Dr. Hollifield & Mr. Lewis From: Marena Galluccio Re: Pixar Studios/Walt Disney Company Date: March 21, 2016 When Pixar, Inc. was bought out by the Walt Disney Company in 2005 it was seen as both a good fit and a bad problem. While John Lasseter and Edwin Catmull, the creative leaders of Pixar, saw the acquisition of Pixar, Inc. by Disney as a way to continue their creative endeavors they worked on since the beginning of computer animation, others saw it as a way as being owned by a corporate entity and not having as many creative rights as they would have if only Disney distributed their works. The 2004 SWOT analysis however argued that as Pixar’s products came out only every 12 to 18 months and Disney’s household brand name was well- known and respected, it would be smart to continue the partnership between the two companies. Also, as Disney’s market strategies can be seen as a market synergy, Pixar’s films would become more than just films: they would become rides, merchandise, parade floats, and household stories. Pixar could use Disney’s market strategy as one to help fund their future projects and continue research to make the best films that they wanted to make. And so, Pixar was bought by the Walt Disney Company. A Brief History of the Walt Disney Company By the beginning of the 20th century, the concept of animation had been slowly growing and developing. In the mid-19th century, inventions and discoveries began to create the idea of animation and film (Mosley). -
CASE 2 1 the Not-So-Wonderful World of Eurodisney
CASE 21 The Not-So-Wonderful World of EuroDisney * —Things Are Better Now at Disneyland Resort Paris BONJOUR, MICKEY! Spills and Thrills Disney had projected that the new theme park would attract 11 million visitors and generate over In April 1992, EuroDisney SCA opened its doors to European visi- $100 million in operating earnings during the fi rst year of opera- tors. Located by the river Marne some 20 miles east of Paris, it was tion. By summer 1994, EuroDisney had lost more than $900 mil- designed to be the biggest and most lavish theme park that Walt lion since opening. Attendance reached only 9.2 million in 1992, Disney Company (Disney) had built to date—bigger than Disney- and visitors spent 12 percent less on purchases than the estimated land in Anaheim, California; Disneyworld in Orlando, Florida; $33 per head. and Tokyo Disneyland in Japan. If tourists were not fl ocking to taste the thrills of the new Euro- Much to Disney management’s surprise, Europeans failed to Disney, where were they going for their summer vacations in 1992? “go goofy” over Mickey, unlike their Japanese counterparts. Be- Ironically enough, an unforeseen combination of transatlantic air- tween 1990 and early 1992, some 14 million people had visited fare wars and currency movements resulted in a trip to Disneyworld Tokyo Disneyland, with three-quarters being repeat visitors. A fam- in Orlando being cheaper than a trip to Paris, with guaranteed good ily of four staying overnight at a nearby hotel would easily spend weather and beautiful Florida beaches within easy reach. -
2013 Reference Document
2013 REFERENCE DOCUMENT 2013 REFERENCE DOCUMENT EURO DISNEY S.C.A. http://corporate.disneylandparis.com 624122-1-007_cover.indd 1 1/14/14 7:34 PM Certifié PEFC Ce produit est issu de forêts gérées durablement et de sources contrôlées. 10-31-1144 pefc-france.org © Disney, Euro Disney S.C.A. société en commandite par actions, with a registered capital of 38,976,490 euros 334 173 887 RCS MEAUX Registered offi ce: 1, rue de la Galmy, 77700 Chessy, France 624122-1-007_cover.indd 2 1/14/14 7:34 PM French limited partnership with a share capital of €38,976,490 Registered office: 1 rue de la Galmy, 77700 Chessy, France R.C.S.: 334 173 887 Meaux. REFERENCE DOCUMENT Pursuant to Article 212-13 of the Règlement général of the Autorité des marchés financiers (“AMF”), the present Reference Document was filed with the AMF on January 16, 2014. This document has been prepared by the issuer and under the responsibility of its signatories. This document cannot be used for a financial operation unless it is completed by a note d’opération approved by the AMF. Table of ConTenT A. GENERAL OVERVIEW OF THE GROUP 3 A.1. Description of the Group’s Activities AnD StrAteGy 4 A.1.1. Operational Organization of the Group 4 A.1.2. Geographical Situation of the Resort 11 A.1.3. Strategy of the Group 12 A.2. corporAte OrganizAtion of the Group 16 A.3. history AnD Development of the Group 18 A.3.1. Development of the Resort and its Surrounding Areas 18 A.3.2. -
A Critical Ideological Analysis of Mass Mediated Language
Western Michigan University ScholarWorks at WMU Master's Theses Graduate College 8-2006 Democracy, Hegemony, and Consent: A Critical Ideological Analysis of Mass Mediated Language Michael Alan Glassco Follow this and additional works at: https://scholarworks.wmich.edu/masters_theses Part of the Mass Communication Commons Recommended Citation Glassco, Michael Alan, "Democracy, Hegemony, and Consent: A Critical Ideological Analysis of Mass Mediated Language" (2006). Master's Theses. 4187. https://scholarworks.wmich.edu/masters_theses/4187 This Masters Thesis-Open Access is brought to you for free and open access by the Graduate College at ScholarWorks at WMU. It has been accepted for inclusion in Master's Theses by an authorized administrator of ScholarWorks at WMU. For more information, please contact [email protected]. DEMOCRACY, HEGEMONY, AND CONSENT: A CRITICAL IDEOLOGICAL ANALYSIS OF MASS MEDIA TED LANGUAGE by Michael Alan Glassco A Thesis Submitted to the Faculty of the Graduate College in partial fulfillment'of the requirements for the Degreeof Master of Arts School of Communication WesternMichigan University Kalamazoo, Michigan August 2006 © 2006 Michael Alan Glassco· DEMOCRACY,HEGEMONY, AND CONSENT: A CRITICAL IDEOLOGICAL ANALYSIS OF MASS MEDIATED LANGUAGE Michael Alan Glassco, M.A. WesternMichigan University, 2006 Accepting and incorporating mediated political discourse into our everyday lives without conscious attention to the language used perpetuates the underlying ideological assumptions of power guiding such discourse. The consequences of such overreaching power are manifestin the public sphere as a hegemonic system in which freemarket capitalism is portrayed as democratic and necessaryto serve the needs of the public. This thesis focusesspecifically on two versions of the Society of ProfessionalJournalist Codes of Ethics 1987 and 1996, thought to influencethe output of news organizations. -
2016 Academic Membership Form
2016 ACADEMIC MEMBERSHIP FORM MEMBERSHIP TYPE AMOUNT DUE Mr. Ms. Academic $49.00* Name: *Must be a full time faculty staff or student. Title: Faculty: must provide current staff ID or other form of teaching verification at a college, university or high school. Student: Must proovide current student ID card and full time class schedule (minumum of 9 units). Organization: Address: PROMAXBDA: THE CONFERENCE 2016 City: State: June 14-16, New York Hilton Midtown Zip Code: Academic Registration $99.00 Phone: Fax: Email: Website: PLEASE CHECK THE APPROPRIATE BOXES IN THE 4 AREAS BELOW TO PROVIDE INFORMATION ABOUT YOU AND YOUR COMPANY CHECK ONE ONLY 1 CHANNELS (NBC, MTV, FOX, Canal+, MSOS/MVPDS (Comcast, Time ACADEMIC 3 JOB LEVEL BBC, A+E, etc) Warner, Star, DIRECTV, Virgin Media, etc.) Educator Executive Management (CMO, Cable Channel (MTV, Discovery, Bravo, Cable (Comcast, Time Warner, Virgin EVP, SVP, Managing Director, etc.) Student Disney Channel, etc.) Media, ONO, etc.) Senior Management (VP, Executive Broadcast/Terrestrial Network (NBC, ZDF, Satellite (DIRECTV, DISH, SKY, etc.) 2 DEPARTMENT/AREA Producer, etc.) CBS, BBC, DR, etc.) OF BUSINESS Game/Entertainment Console (Xbox, Director Pay TV/Subscription Channel (HBO, Playstation, etc) Marketing Mid-Level (producer, manager, etc.) Eurosport, LAPTV, Showtime, etc.) Internet (Hulu, iTunes, Youtube, etc.) On-Air Promotion Entry Level (assistant, coordinator, etc.) Satellite Channel (Audience Network, Mobile (AT&T, Orange, Verizon, etc.) Creative Services ARTE, DW-TV, etc.) Programming 4 JOB -
Disney Offers to Buy Fox
Disney Offers To Buy Fox Untucked Mervin economise: he demobbing his cerargyrite hopefully and simply. Stillmann plants his Wolfit bedights all-in or wingedly after Giuseppe unclenches and depurated twitteringly, unproduced and future. Stanfield lallygagged skilfully. Please check your password reset link you a disney to buy fox sale of its national geographic and fox could change at the card does this month could mean for Century Fox over all past decades. Disney said buying Fox's franchises will allow Disney to blow more appealing high-quality fraud and entertainment options to adverse growing. Sky in general programming that we all of original content and internet platforms being sold through friday night program that. June and July, the cradle to acquire Fox came to fruition. Was to fox is already made a bidding war. Fox Chief Executive Officer James Murdoch has nearly been seeing about expressing his can for Disney over Comcast. Walt Disney buys Murdoch's Fox for 52bn BBC News. Highsnobiety is a publication that celebrates the latest in style and the pioneers defining culture today. Century fox to disney buying, curated by them the offerings, baidu and offered products. Disney is tracked by this industry awards contenders, and offered products over the video games and market changing, who leads the world, and oliver darcy and stakes in. Disney to buy 21st Century Fox assets in 66bn deal Bob Iger to head chief until 2021 as Rupert Murdoch sells entertainment business. We no longer willing to create their traditional players be used when reached a wide range of fox deal goes beyond, and offered products. -
The Disney Bloodline
Get Your Free 150 MB Website Now! THE SKILL OF LYING, THE ART OF DECEIT The Disney Bloodline The Illuminati have refined the art of deception far beyond what the common man has imagined. The very life & liberty of humanity requires the unmasking of their deceptions. That is what this book is about. Honesty is a necessary ingredient for any society to function successfully. Deception has become a national pastime, starting with our business and political leaders and cascading down to the grass roots. The deceptions of the Illuminati's mind-control may be hidden, but in their wake they are leaving tidal waves of distrust that are destroying America. While the CIA pretend to have our nations best interest at heart, anyone who has seriously studied the consequences of deception on a society will tell you that deception will seriously damage any society until it collapses. Lies seriously damage a community, because trust and honesty are essential to communication and productivity. Trust in some form is a foundation upon which humans build relationships. When trust is shattered human institutions collapse. If a person distrusts the words of another person, he will have difficulty also trusting that the person will treat him fairly, have his best interests at heart, and refrain from harming him. With such fears, an atmosphere of death is created that will eventually work to destroy or wear down the cooperation that people need. The millions of victims of total mind- control are stripped of all trust, and they quietly spread their fears and distrust on a subconscious level throughout society. -
The Walt Disney Company: a Corporate Strategy Analysis
The Walt Disney Company: A Corporate Strategy Analysis November 2012 Written by Carlos Carillo, Jeremy Crumley, Kendree Thieringer and Jeffrey S. Harrison at the Robins School of Business, University of Richmond. Copyright © Jeffrey S. Harrison. This case was written for the purpose of classroom discussion. It is not to be duplicated or cited in any form without the copyright holder’s express permission. For permission to reproduce or cite this case, contact Jeff Harrison at [email protected]. In your message, state your name, affiliation and the intended use of the case. Permission for classroom use will be granted free of charge. Other cases are available at: http://robins.richmond.edu/centers/case-network.html "Walt was never afraid to dream. That song from Pinocchio, 'When You Wish Upon a Star,' is the perfect summary of Walt's approach to life: dream big dreams, even hopelessly impossible dreams, because they really can come true. Sure, it takes work, focus and perseverance. But anything is possible. Walt proved it with the impossible things he accomplished."1 It is well documented that Walt Disney had big dreams and made several large gambles to propel his visions. From the creation of Steamboat Willie in 1928 to the first color feature film, “Snow White and the Seven Dwarves” in 1937, and the creation of Disneyland in Anaheim, CA during the 1950’s, Disney risked his personal assets as well as his studio to build a reality from his dreams. While Walt Disney passed away in the mid 1960’s, his quote, “If you can dream it, you can do it,”2 still resonates in the corporate world and operations of The Walt Disney Company. -
2019 CORPORATE SOCIAL RESPONSIBILITY UPDATE Table of Contents
2019 CORPORATE SOCIAL RESPONSIBILITY UPDATE Table of Contents 3 LETTER FROM OUR EXECUTIVE CHAIRMAN 21 CONTENT & PRODUCTS 4 OUR BUSINESS 26 SOCIAL IMPACT 5 OUR APPROACH AND GOVERNANCE 32 LOOKING AHEAD 7 ENVIRONMENT 33 DATA AND PERFORMANCE FY19 Highlights and Recognition ........ 34 12 WORKFORCE FY19 Performance on Targets .............. 35 FY19 Data Table ..................................... 36 18 SUPPLY CHAIN LABOR STANDARDS Sustainable Development Goals ......... 39 Global Reporting Initiative Index ......... 40 Intro Our Approach and Governance Environment Workforce Supply Chain Labor Standards Content & Products Social Impact Looking Ahead Data and Performance 2 LETTER FROM OUR EXECUTIVE CHAIRMAN through our Disney Aspire program, our nation’s At Disney, we also strive to have a positive impact low-carbon fuel sources, renewable electricity, and most comprehensive corporate education in our communities and on the world. This past year, natural climate solutions. I’m particularly proud of investment program, which gives employees the continuing a cause that dates back to Walt Disney the new 270-acre, 50+-megawatt solar facility that ability to pursue higher education, free of charge. himself, we took the next steps in our $100 million we brought online in Orlando. This new facility is This past year, more than half of our 94,000-plus commitment to deliver comfort and inspiration to able to generate enough clean energy to power hourly employees in the U.S. took the initial step to families with children facing serious illness using the two of the four theme parks at Walt Disney World, participate in Disney Aspire, and more than 12,000 powerful combination of our beloved characters reducing tens of thousands of tons of greenhouse enrolled in classes. -
Case 13 EURO DISNEY: the DREAM BECOMES a NIGHTMARE, 1987-94*
Case 13 EURO DISNEY: THE DREAM BECOMES A NIGHTMARE, 1987-94* At a press conference announcing Euro Disneyland SCA's financial results for the year ended September 30, 1994, CEO Philippe Bourguignon summed up the year in succinct terms: “The best thing about 1994 is that it's over.” In fact, the results for the year were better than many of Euro Disneyland’s long-suffering shareholders had predicted. Although revenues were down 15 per cent—the result of falling visitor numbers caused by widespread expectations that the park would be closed down—costs had been cut by 12 per cent, resulting in a similar operating profit to that of the previous year. The bottom line still showed a substantial loss (net after-tax loss was FFr 1.8bn) however this was a big improvement on the previous year (FFr 5.33bn. loss). Tables 1 and 2 show details of the financial performance. Regarding the future, Bourguignon was decidedly upbeat. Following the FFr13bn restructuring agreed with creditor banks in June, Euro Disney was now on a much firmer financial footing. As a result of the restructuring, Euro Disneyland S.C.A was left with equity of about FFr5.5bn and total borrowings of FFr15.9bn—down by a quarter from the previous year. With the threat of closure lifted, Euro Disney was now in a much better position to attract visitors and corporate partners. Efforts to boost attendance figures included a new advertising campaign, a new FFr600m attraction (Space Mountain) which was due to open in June 1996, and changing the park’s name from Euro Disneyland to Disneyland Paris. -
Mickey Goes to France- a Case Study of the Euro Disneyland Negotiations
\\jciprod01\productn\C\CAC\15-1\CAC106.txt unknown Seq: 1 28-OCT-13 11:58 MICKEY GOES TO FRANCE: A CASE STUDY OF THE EURO DISNEYLAND NEGOTIATIONS Lauren A. Newell* In 1984, The Walt Disney Company (“Disney”) was riding the wave of success from its newest Resort,1 Tokyo Disney Resort (“Tokyo Disney”),2 which attracted 10 million guests3 in the first year alone,4 and its thoughts turned to further international expan- sion—this time, in Europe. After careful consideration of poten- tial locations and preliminary negotiations with two European governments,5 Disney decided in 1984 to launch Euro Disneyland (“Euro Disneyland” or “EDL”)6 in Marne-la-Vall´ee, France. The realities of opening and operating EDL in France were far differ- ent than Disney’s expectations when it began negotiations—so much so that the Resort narrowly escaped bankruptcy.7 For an “entertainment empire”8 like Disney, this was an unprecedented * Assistant Professor of Law, Ohio Northern University, Pettit College of Law; B.A., Ge- orgetown University, 2004; J.D., Harvard Law School 2007. 1 As used herein, “Resort” refers to a Disney resort property, consisting of (unless other- wise indicated), Parks, hotels, all entertainment facilities, and the transportation systems that connect them. “Park” refers to a Disney theme park, including (unless otherwise indicated) the park grounds, rides, and attractions, and surrounding resorts, hotels, and other Disney-affiliated entertainment facilities. 2 Tokyo Disney was Disney’s third Park and first international venture, located in Tokyo, Japan. See The Walt Disney Co., Annual Report (Form 10-K), at 11–12 (Nov.