Minority Shareholdings and Interlocking Directorates, 2008
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PAYMENT_DATE TOTAL_NET_AMTSUPPLIER_NAME RESPONSIBILITY_DESC SUBJECT_DESC INFORMATION SERVICES - IT 31-MAY-2012 604,122 VIRGIN MEDIA BUSINESS PROJECTS - IT RENTALS 06-JUL-2012 407,387 NPIA CENTRAL FINANCING ACTIVITIES PNC - WMPA CONTRIBUTION 17-JUL-2012 407,387 NPIA CENTRAL FINANCING ACTIVITIES PNC - WMPA CONTRIBUTION INFORMATION SERVICES - IT 25-MAY-2012 375,060 SEPURA LTD PROJECTS - IT SPECIAL EQUIPMENT 19-JUN-2012 369,796 HOME OFFICE QUEST PROJECT CONSULTANTS FEES INFORMATION SERVICES - IT 29-JUN-2012 354,253 ORACLE CORPORATION UK LTD PROJECTS - IT SOFTWARE LICENCES 29-JUN-2012 281,010 SCC PLC CMPG - EXTERNALLY FUNDED PURCHASE OF EQUIPMENT 22-JUN-2012 246,630 APPLIED LANGUAGE COMMUNITY JUSTICE AND CUSTODY INTERPRETERS FEES INFORMATION SERVICES - IT 17-APR-2012 227,710 NORTHGATE MANAGED SERVICES PROJECTS - IT BOUGHT IN SERVICES INFORMATION SERVICES - IT 10-AUG-2012 222,288 AIRWAVE SOLUTIONS PROJECTS - IT BOUGHT IN SERVICES INFORMATION SERVICES - IT 15-MAY-2012 201,092 BRITISH TELECOM PROJECTS - IT RENTALS 20-JUL-2012 200,935 CANON (UK) LTD CENTRAL FINANCING ACTIVITIES PHOTOCOPYING CONTRACTS INFORMATION SERVICES - IT 13-APR-2012 196,781 SCC PLC PROJECTS - IT BOUGHT IN SERVICES 09-OCT-2012 196,085 ACPO COMMAND TEAM ACPO SUPPORT CONTRIBUTIONS 03-AUG-2012 170,025 SINGH, SINGH & KAUR PROPERTY BUILDING UTILITIES / RENTS RENTAL OF PREMISES INFORMATION SERVICES - IT 09-OCT-2012 160,751 NORTHGATE INFO. SOL. U.K. LTD PROJECTS - SOFTWARE SUPPORT & MATERIALS 29-JUN-2012 151,754 TELENT TECHNOLOGY SERVICES LTD CMPG - EXTERNALLY FUNDED MAINTENANCE / -
IDC Marketscape: Asia/Pacific Next-Generation Telcos: Telecom Services 2018 Vendor Assessment
ANALYZE THE IDC FUTURE IDC MarketScape IDC MarketScape: Asia/Pacific Next-Generation Telcos: Telecom Services 2018 Vendor Assessment Nikhil Batra Hugh Ujhazy IDC MARKETSCAPE FIGURE FIGURE 1 IDC MarketScape: Asia/Pacific Next-Generation Telcos: Telecom Services 2018 I DC Nla rkenca pe AP Next-Generation Telcos 2013 I Leader. FITT Cern 0— Tat Ccuirrarkimicas A% 1._ T-Sysierns Gantry:tem 1.11. -•• •- __ Participant Strategies Source: IDC, 2018 June 2018, IDC #AP43860618 Please see the Appendix for detailed methodology, market definition, and scoring criteria. IDC OPINION This study leverages the IDC MarketScape framework to evaluate the leading regional and global telecommunications SPs in Asia/Pacific (AP). The primary focus of this study is to assess SPs' capabilities to meet the telecommunication and ICT needs of various customer segments. IDC identified the top 11 providers by scale and scope of operations in terms of strong regional network presence, suite of managed services offerings in the region, and large base of midsize and large-sized enterprises, multinational corporations (MNCs), and government clients across AP. The evaluation framework consists of a large variety of parameters, such as comprehensiveness of service offerings, datacenter and cloud capabilities, go-to-market strategy, growth strategy, partner ecosystem, and innovation strategy. There are several key differentiators among the telecommunications firms assessed that IDC noted for success in this market and of which buyers should be aware. A Comprehensive Portfolio of Software-Defined Networking and Virtual Network Services As traditional network offerings become table stakes, Communication SPs are increasingly using software-defined networking (SDN) to differentiate themselves. The benefits of SDN in the datacenter are well known; however, the expansion of SDN into disparate and often chaotic access networks has also become prevalent now. -
Winning Virtuous Strategy Creation by Interlocking Interconnecting Directors in Boards of Directors in firms in Information Century
Munich Personal RePEc Archive Winning virtuous strategy creation by interlocking interconnecting directors in boards of directors in firms in information century Ledenyov, Dimitri O. and Ledenyov, Viktor O. James Cook University, Townsville, Australia 22 January 2015 Online at https://mpra.ub.uni-muenchen.de/61681/ MPRA Paper No. 61681, posted 30 Jan 2015 08:38 UTC Winning virtuous strategy creation by interlocking interconnecting directors in boards of directors in firms in information century Dimitri O. Ledenyov and Viktor O. Ledenyov Abstract – The article presents an original research on 1) the information theory of the board of directors and 2) the strategy creation by the interlocking interconnecting directors in the boards of directors in the firms in an information century. We review the possible structures of the board of directors, and show that there are the interlocking directors networks in the boards of directors in a big number of firms. Researching the strategic governance of firms, we highlight a fact that the director makes the information sensing, filtering, processing, resonant absorption, analysis, decision making, hence it can be empirically represented as a digital signal processor with the Harvard or von Neumann director’s mindset architectures. We think that the board of directors can be theoretically represented as the electronically-scanned electronically-steered phased array radar with a certain number of active antenna elements, filters banks, digital signal processors, memory chipsets in agreement with the digital signal processing and business administration sciences. Using the theoretical assumptions, we formulate the Ledenyov theory on the winning virtuous strategies creation by the interlocking interconnecting directors in the boards of directors in the firms. -
Eurozone Business Ne
Les Analyses de l’OpesC n°12 Le « patronat européen » Juin 2009 Observatoire politico-économique des structures du Capitalisme CORE BUSINESS NETWORK IN THE EUROZONE François-Xavier Dudouet, Eric Grémont, Antoine Vion Abstract Surprisingly, available elite studies on the EMU have mainly focused on the strategy of political elites in favor of uniting (Fligstein & Mara-Drita 1996 ; Jabko 2006), and Fligstein (2008) recently claimed there is still no real transnational business cohesive circle in Europe. This echoes a long-standing debate on the existence of a transnational capitalist class or transnational business community (Robinson & Harris 2000; Sklair 2001; Morgan 2001; Carroll & Fennema 2002; Carroll & Carson 2003; Kentor & Jang 2004; Carrol & Fennema 2004; Nollert 2005; Kentor & Jang 2006; Carroll & Fennema 2006). In this paper, we seek to clarify the debate for Europe on the basis of an interlocking directorates study. We present a new theoretical framework for the study of transnational interlocking, a new context of reference (stock exchange indices rather than magazine rankings or international business organizations), and an original data-setting method (board composition at the end of the year for 2006 and 2007). From this perspective, three main observations emerge. First, unsurprisingly, national scores of centrality remain much higher than transnational ones—proof of the persistence of the national anchorage of core business elites. Second, the emerging transnational power based on transnational interlocks is based on the strength of weak ties, particularly around financial companies. Third, though the absolute density of transnational interlocks remains the higher on the Franco-German axis, our partial Chi2 test indicates that it is less important than what could be expected, contrarily to Franco-Dutch interlocks, which call for deeper investigations about economic restructuring in the Netherlands. -
Enabling Interlock Benefits While Preventing Anticompetitive Harm: Toward an Optimal Definition of Competitors Under Section 8 of the Clayton Act
Enabling Interlock Benefits While Preventing Anticompetitive Harm: Toward an Optimal Definition of Competitors Under Section 8 of the Clayton Act Benjamin M. Gerbert Section 8 of the Clayton Act prohibits directorship and management interlocks between competing corporations. When determining whether corporations are competitors within the meaning of Section 8, the courts have historically applied qualitative criteria rather than quantitative market definition analysis. In the Section 7 merger context, however, the courts have increasingly relied on quantitative analysis and have become more and more skeptical of the accuracy of qualitative analysis. In the context of interlocks, an inaccurate definition of competitors can create problems from both corporate governance and competition policy perspectives. By examining the benefits, costs, and difficulties of implementing quantitative analysis to determine whether interlocking corporationscompete, this paper explores the most realistic ways in which quantitative market definition analysis could be introduced and applied in the Section 8 context. The greater precision that generally accompanies quantitative analysis illustrates that it is theoretically a preferable method for defining competitors under Section 8, but because interlocks involve lower stakes than mergers and because quantitative market definition analysis is costly, quantitative analysis is not a viable option ifconducted comprehensively. "Quick-look" quantitative analysis is a practicalalternative. Intro d uction ......................................................................................................10 -
Cisco “Re-Invents” Networking to Make It fit for the Future by Rahiel Nasir
www.networkingplus.co.uk JUNE 2017 FIXED & WIRELESS NETWORKS FOR ENTERPRISE USERS Rise of the nodes Take IT to the bank A new view of the network Security devices Ocado simplifies Uptime is money for Does SD-WAN Handy appliances to smart factory companies in the really represent the help stop cyber attacks architectures with financial sector future of enterprise from causing havoc to mesh network Real World Networks, networking? your business News, p2 p8 Feature, pp11-13 Off-the-shelf, p14 Cisco “re-invents” networking to make it fit for the future By Rahiel Nasir What’s described as the “network of manageable” and allowing IT to focus on the future” has been unveiled by Cisco. strategic business needs. The company claims its intuitive system The company believes it is in a unique constantly learns, adapts and automates position because the vast majority of the to optimise operations, and stops security world’s internet traffc runs on its networks. threats in their tracks As a result, it has been able to capture According to Cisco, organisations and analyse valuable data to provide IT are currently managing their networks teams with insights to spot anomalies and through traditional IT processes that are anticipate issues in real-time. not sustainable. The frm says its new The technologies behind Cisco’s intuitive system is the result of years of R&D network include hardware, software and a aimed at re-inventing networking for an suite of services designed to work together age where engineers managing hundreds as a single system. of devices today will be expected to For instance, the new Network Data handle a million by 2020. -
Interlocks in Corporate Management and the Antitrust Laws
University of Colorado Law School Colorado Law Scholarly Commons Articles Colorado Law Faculty Scholarship 1968 Interlocks in Corporate Management and the Antitrust Laws Arthur H. Travers, Jr. University of Colorado Law School Follow this and additional works at: https://scholar.law.colorado.edu/articles Part of the Antitrust and Trade Regulation Commons, Business Organizations Law Commons, Law and Economics Commons, Legal History Commons, and the Legislation Commons Citation Information Arthur H. Travers, Jr., Interlocks in Corporate Management and the Antitrust Laws, 46 TEX L. REV. 819 (1968), available at https://scholar.law.colorado.edu/articles/1141. Copyright Statement Copyright protected. Use of materials from this collection beyond the exceptions provided for in the Fair Use and Educational Use clauses of the U.S. Copyright Law may violate federal law. Permission to publish or reproduce is required. This Article is brought to you for free and open access by the Colorado Law Faculty Scholarship at Colorado Law Scholarly Commons. It has been accepted for inclusion in Articles by an authorized administrator of Colorado Law Scholarly Commons. For more information, please contact [email protected]. +(,121/,1( Citation: Arthur H. Jr. Travers, Interlocks in Corporate Management and the Antitrust Laws, 46 Tex. L. Rev. 819, 864 (1968) Provided by: William A. Wise Law Library Content downloaded/printed from HeinOnline Tue Nov 7 17:05:22 2017 -- Your use of this HeinOnline PDF indicates your acceptance of HeinOnline's Terms and Conditions of the license agreement available at http://heinonline.org/HOL/License -- The search text of this PDF is generated from uncorrected OCR text. -
Interlocking Directorates: an Indirect Threat to Competition in India
VOL. X NLIU LAW REVIEW ISSUE I INTERLOCKING DIRECTORATES: AN INDIRECT THREAT TO COMPETITION IN INDIA Siddhant Bhasin & Pragya Saraf * Abstract The paper seeks to highlight the issue of interlocked directors within companies in India. They are persons who are on the board of two or more companies or have represented the same investor in two or more competing firms. This practice provides a channel of information as well as decision making which, if coordinated by competing firms can be detrimental to competition and adversely affect consumers’ interest. Currently under Indian law, there is no express bar on interlocked directorates, which limits the ability of competition authorities to tackle such issues head-on. Consequently, heavy reliance becomes extensions of other general principles on a case-to-case basis. In this paper, we look at other jurisdictions for inspiration to help arrive at a legal solution that is suitable to India. A comparison is drawn between the approach of India and the EU and the contrast of both of those approaches with the United States. A number of other developing economies (China, Japan & South Korea) * Students at Jindal Global Law School, Sonipat. 155 SIDDHANT BHASIN & INTERLOCKING DIRECTORATES: AN INDIRECT PRAGYA SARAF THREAT TO COMPETITION IN INDIA which have already dealt with the subject are reviewed to understand the different institutional approaches. Contextualising the responses of competition authorities around the world, with the circumstances in India, a number of recommendations are made, including – the need for legislative intervention, the threshold of prohibition and the requirement of government-regulator collaborations. These steps are important to safeguard the competition environment and fulfil the objective aims of Indian competition law. -
Technology M&A Mid Year Review
TECHNOLOGY M&A MID YEAR REVIEW July 2017 D E C 1 6 4 , FTSE TECHMARK 3 7 1 3 N 5 U / J 4 4 , 0 4,501 5 3 0 , 7 1 / FTSE +4% J 7 U N 1 1 1 7 , HIGHLIGHTS 7 D 6 7,304 EC 1 16 C 5 E , D +3% 4 3 7 2 N 1 / JU 6 O , T 1 M • Global equity markets continue to hit new 4 6 9 0 highs. Shares in the US have been driven by the 4 J / NASDAQ U 0 N performance of FAANG stocks, namely Facebook 3 1 1 7 GLOBAL TECH Amazon, Apple, Netflix and Google who have risen 6 1 7 1 N IPOs over 17% so far this year N 6,140 U U J J O T 0 • The number of Technology M&A deals is down so 3 +13% M . US$ GB£ 6 49 1 far this year, although comparison is with a very / 3 EXCHANGE RATE strong 2016 2 –62% . 1 6 • A key trend in the UK was the increase in cross 1 C 1.30 border deals to 43% of the total in the first half of E D +6% this year, up from 35% in the same period last year, TO JUN UK TECH 07 6M 17 despite sterling rallying /9 44 IPOs 0 7 Valuations remain at record levels as investors , 1 • 1 6 N 1 U acquired high growth/high price assets in AI, IoT, J N U O T 1 J and cloud software O 17 T M 6 UN EU TECH J M 1 –89% TO The Global IPO market remains weak with only 6 • M / 6 M&A DEALS (No.) 9 3 6 49 Technology IPOs globally - the lowest since the 1 7 1 N U 2008/9 credit crunch. -
Telstra Annual Report 2017
Telstra Annual Report 2017 Telstra Telstra Annual Report 2017 WorldReginfo - 0d488df9-3394-4d37-84d6-bfe66228f894 The sections of our Annual Report titled Chairman and CEO message, Strategy and performance, Our material risks, Telstra Corporation Limited Outlook and Full year results and operations review comprise our Operating and fi nancial review (OFR) and form part of ABN 33 051 775 556 the Directors’ report. Our OFR, Directors’ report and Financial report were released to the ASX on 17 August 2017 in the document titled ‘Financial results for the year ended 30 June 2017’ which is available on our website at telstra.com/investor. An overview of selected aspects of our corporate governance arrangements is set out in the Governance at Telstra section of this Annual Report. A copy of our full Corporate Governance Statement and ASX Appendix 4G was lodged with the ASX on 17 August 2017 and is available on our website at telstra.com/governance. Our business 02 FY17 highlights 03 Chairman and CEO message 04 Strategy and performance 08 • Deliver brilliant customer experiences 10 • Drive value and growth from the core 12 • Build new growth businesses close to the core 14 Our material risks 16 Outlook 18 Full year results and operations review 20 Sustainability 28 • Digital futures 29 • Environmental solutions 30 • Responsible business 31 Board of directors 32 Senior management team 34 Governance at Telstra 36 Directors’ report 39 • Remuneration report 44 Financial report 69 • Financial statements 70 • Directors’ declaration 148 Shareholder information 152 Reference tables 154 Glossary 158 Contact details and Indicative financial calendar 160 Annual Report Telstra’s 2017 Annual Report is available to all shareholders from our Investor Centre at telstra.com/annualreport. -
APSCC Monthly E-Newsletter
APSCC Monthly e‐Newsletter April 2018 The Asia‐Pacific Satellite Communications Council (APSCC) e‐Newsletter is produced on a monthly basis as part of APSCC’s information services for members and professionals in the satellite industry. Subscribe to the APSCC monthly newsletter and be updated with the latest satellite industry news as well as APSCC activities! To renew your subscription, please visit www.apscc.or.kr. To unsubscribe, send an email to [email protected] with a title “Unsubscribe.” News in this issue has been collected from March 1 to March 31. INSIDE APSCC APSCC 2018 Satellite Conference & Exhibition, 2‐4 October, Shangri‐La Hotel, Jakarta, Indonesia The APSCC Satellite Conference and Exhibition is Asia’s must‐attend executive conference for the satellite and space industry, where business leaders come together to gain market insight, strike partnerships and conclude business deals. The APSCC 2018 Satellite Conference & Exhibition will incorporate industry veterans and new players into the program to reach out to a broader audience. Mark your calendar for the APSCC 2018 and expand your business network while hearing from a broad range of thought provoking panels and speakers representing visionary ideas and years of business experience in the industry. Contact [email protected] for general inquiries to the APSCC 2018. Global Satellite Coalition Established March 13, 2018 ‐ Six of the world’s leading satellite industry associations have established the “Global Satellite Coalition” (GSC), an international group through which targeted initiatives will be coordinated and implemented with the combined support of hundreds of member companies based in every world region. -
Research on Interlocking Directorates in Family Business: Evidence from Scopus Bibliometric Data
RESEARCH ARTICLE European Journal of Business and Management Research www.ejbmr.org Research on Interlocking Directorates in Family Business: Evidence from Scopus Bibliometric Data Nawar Muneer J. Algthami and Nazimah Hussin ABSTRACT We examined the trend of studies on interlocking directorates in family businesses using bibliometric data mined from the Scopus database. Search Submitted : July 31, 2021 terms including “family business” and seven other variant terms (including Published : August 23, 2021 family ownership) plus a wildcard (interlock*) yielded only 17 peer-reviewed ISSN: 2507-1076 papers written in the English Language, published between 1999 and 2020. We used graphical tools to summarise the data. Pearson’s r was employed to DOI: 10.24018/ejbmr.2021.6.4.1012 analyse the data on three of Scopus’ bibliometric indicators (CiteScore, SCImago Journal Rank, and Source Normalized Impact per Paper) using Nawar Muneer J. Algthami* JASP. The only 17 articles on interlocking directorates in family business Azman Hashim International Business poorly compare with the 4,792 articles returned when the wildcard was School, Universiti Teknologi Malaysia, dropped. Thus, the data show that interlocking directorates in family 81310 Johor Bahru, Malaysia. businesses is a grossly neglected niche in the otherwise steadily maturing (e-mail: noray-m@ hotmail.com) field of family business research. The distribution of the scanty literature by Nazimah Hussin country of origin, research purpose pursued, theories employed as Azman Hashim International Business explanatory frameworks, the most frequently studied interlocking School, Universiti Teknologi Malaysia, directorate typologies, and their respective implications were pointed out. 81310 Johor Bahru, Malaysia. (e-mail: nazimah.kl utm.my) Keywords: Bibliometric data, CiteScore, Family business, Interlocking *Corresponding Author directorates, Scopus database.