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2013--Annual-Report-Accounts.Pdf
Helping people make measurable progress in their lives through learning ANNUAL REPORT AND ACCOUNTS 2013 OUR TRANSFORMATION To find out more about how we are transforming our business go to page 09 EFFICACY To find out more about our focus on efficacy go to page 14 OUR PERFORMANCE For an in-depth analysis of our performance in 2013 go to page 19 Pearson is the world’s leading learning company, with 40,000 employees in more than 80 countries working to help people of all ages to make measurable progress in their lives through learning. We provide learning materials, technologies, assessments and services to teachers and students in order to help people everywhere aim higher and fulfil their true potential. We put the learner at the centre of everything we do. READ OUR REPORT ONLINE Learn more www.pearson.com/ar2013.html/ar2013.html To stay up to date wwithith PPearsonearson throughout the year,r, visit ouourr blog at blog.pearson.comn.com and follow us on Twitteritter – @pearsonplc 01 Heading one OVERVIEW Overview 02 Financial highlights A summary of who we are and what 04 Chairman’s introduction 1 we do, including performance highlights, 06 Our business models our business strategy and key areas of 09 Chief executive’s strategic overview investment and focus. 14 Pearson’s commitment to efficacy OUR PERFORMANCE OUR Our performance 19 Our performance An in-depth analysis of how we 20 Outlook 2014 2 performed in 2013, the outlook 23 Education: North America, International, Professional for 2014 and the principal risks and 32 Financial Times Group uncertainties affecting our businesses. -
Rb-Annual-Report-2012.Pdf
Reckitt Benckiser Group plc Reckitt Benckiser Group Healthier Happier Annual Report and Financial Statements 2012 Stronger Reckitt Benckiser Group plc Annual Report and Financial Statements 2012 Contents 1 Chairman’s Statement 2 Chief Executive’s Statement 10 Business Review 2012 18 Board of Directors and Executive Committee 19 Report of the Directors 22 Chairman’s Statement on Corporate Governance 24 Corporate Governance Report 30 Statement of Directors’ Responsibilities 31 Directors’ Remuneration Report 38 Independent Auditors’ Report to the members of Reckitt Benckiser Group plc 39 Group income statement 39 Group statement of comprehensive income 40 Group balance sheet 41 Group statement of changes in equity 42 Group cash flow statement 43 Notes to the financial statements 75 Five-year summary 76 Parent Company – Independent Auditors’ Report to the members of Reckitt Benckiser Group plc 77 Parent Company balance sheet 78 Notes to the Parent Company financial statements 84 Shareholder information Chairman’s Statement largest consumer health care category in The Board conducted its regular reviews the world with the acquisition of Schiff of the Company’s brands, geographic area Nutrition International, Inc. (Schiff) and and functional performance together with its leading US brands in the vitamins, detailed reviews of its human resources. minerals and supplements market. There The Board also completed its annual were also a few disposals of non core assessment of corporate governance assets. Net debt at the end of 2012, after including Board performance, corporate paying for dividends, net acquisitions and responsibility, and reputational and organisation restructuring, stood at business risk. £2,426m (2011: £1,795m). AGM Resolutions Your Board proposes an increase in the final The resolutions, which will be voted dividend of +11%, taking it to 78p per upon at our AGM of 2 May 2013 are share, and bringing the total dividend for fully explained in the Notice of Meeting. -
Appointment of Ms Rachel Lomax As a Deputy Governor of the Bank of England and Member of the Monetary Policy Committee
House of Commons Treasury Committee Appointment of Ms Rachel Lomax as a Deputy Governor of the Bank of England and member of the Monetary Policy Committee Ninth Report of Session 2002–03 Volume I Ordered by The House of Commons to be printed 15 July 2003 HC 1011 Published on 17 July 2003 by authority of the House of Commons London: The Stationery Office Limited £0.00 The Treasury Committee The Treasury Committee is appointed by the House of Commons to examine the expenditure, administration and policy of the HM Treasury and its associated public bodies. Current membership Mr John McFall MP (Labour, Dumbarton) (Chairman) Mr Nigel Beard MP (Labour, Bexleyheath and Crayford) Mr Jim Cousins MP (Labour, Newcastle upon Tyne Central) Angela Eagle MP (Labour, Wallasey) Mr Michael Fallon MP (Conservative, Sevenoaks) Norman Lamb MP (Liberal Democrat, North Norfolk) Mr George Mudie MP (Labour, Leeds East) Dr Nick Palmer MP (Labour, Broxtowe) Mr James Plaskitt MP (Labour, Warwick and Leamington) Mr David Ruffley MP (Conservative, Bury St Edmunds) Mr Andrew Tyrie MP (Conservative, Chichester) Powers The Committee is one of the departmental select committees, the powers of which are set out in the House of Commons Standing Orders, principally in SO No. 152. These are available on the Internet via www.parliament.uk The Committee has power to appoint a Sub-Committee, which has similar powers to the main Committee, except that it reports to the main Committee, which then reports to the House. All members of the Committee are members of the Sub- Committee, and its Chairman is Mr Michael Fallon. -
Betterbusiness Betterfinancials How We Drive Growth and Outperformance
Reckitt Benckiser Group plc Annual Report and Financial2015 Statements betterbusiness 2015 Reckitt Benckiser Group plc (RB) Annual Report and Financial Statements We make a difference to people’s lives through a trusted portfolio of brands, across consumer health, hygiene and home. Our vision Our purpose A world where people are To make a difference, by healthier and live better. giving people innovative solutions for healthier lives and happier homes. Our strategy betterbusiness betterfinancials How we drive growth and outperformance Chief Executive’s Review on pages 8–9 bettersociety betterenvironment How we support How we reduce our communities and our environmental develop our people impact Strategic framework on pages 12–13 Contents Strategic Report bettersociety Governance Report 1 Highlights 24 – Workplace 46 Board of Directors 2 At a glance 26 – Communities 50 Executive Committee 4 Chairman’s Statement 26 – Products 52 Chairman’s Statement on 7 Reasons why RB delivers betterenvironment Corporate Governance 8 Chief Executive’s Review 27 – Greenhouse gas emissions 54 Corporate Governance Statement 10 Our unique culture 28 – Water 60 Nomination Committee Report 12 Strategic framework 28 – Waste 61 Audit Committee Report 14 Our market and resources 29 – Sourcing 66 Directors’ Remuneration Report betterfinancials 30 Our operating model 68 Our remuneration at a glance 16 – Our strategy to deliver 32 Our operating model in action 70 Annual Report on Remuneration 17 – Organisation 34 Creating stakeholder value 79 Directors’ Remuneration Policy 19 – Powermarkets 36 Financial Review 85 Report of the Directors 20 – Powerbrands 40 Strategic Risks 88 Directors’ Statement of Responsibilities 22 – Virtuous earnings model Financial Statements 89 Financial Statements Any information contained in the 2015 Annual Report and Financial Statements on the price at which shares or other securities in Reckitt Benckiser Group plc have been bought or sold in the past, or on the yield on such shares or other securities, should not be relied upon as a guide to future performance. -
Fund Holdings
Wilmington International Fund as of 7/31/2021 (Portfolio composition is subject to change) ISSUER NAME % OF ASSETS ISHARES MSCI CANADA ETF 3.48% TAIWAN SEMICONDUCTOR MANUFACTURING CO LTD 2.61% DREYFUS GOVT CASH MGMT-I 1.83% SAMSUNG ELECTRONICS CO LTD 1.79% SPDR S&P GLOBAL NATURAL RESOURCES ETF 1.67% MSCI INDIA FUTURE SEP21 1.58% TENCENT HOLDINGS LTD 1.39% ASML HOLDING NV 1.29% DSV PANALPINA A/S 0.99% HDFC BANK LTD 0.86% AIA GROUP LTD 0.86% ALIBABA GROUP HOLDING LTD 0.82% TECHTRONIC INDUSTRIES CO LTD 0.79% JAMES HARDIE INDUSTRIES PLC 0.78% DREYFUS GOVT CASH MGMT-I 0.75% INFINEON TECHNOLOGIES AG 0.74% SIKA AG 0.72% NOVO NORDISK A/S 0.71% BHP GROUP LTD 0.69% PARTNERS GROUP HOLDING AG 0.65% NAVER CORP 0.61% HUTCHMED CHINA LTD 0.59% LVMH MOET HENNESSY LOUIS VUITTON SE 0.59% TOYOTA MOTOR CORP 0.59% HEXAGON AB 0.57% SAP SE 0.57% SK MATERIALS CO LTD 0.55% MEDIATEK INC 0.55% ADIDAS AG 0.54% ZALANDO SE 0.54% RIO TINTO LTD 0.52% MERIDA INDUSTRY CO LTD 0.52% HITACHI LTD 0.51% CSL LTD 0.51% SONY GROUP CORP 0.50% ATLAS COPCO AB 0.49% DASSAULT SYSTEMES SE 0.49% OVERSEA-CHINESE BANKING CORP LTD 0.49% KINGSPAN GROUP PLC 0.48% L'OREAL SA 0.48% ASSA ABLOY AB 0.46% JD.COM INC 0.46% RESMED INC 0.44% COLOPLAST A/S 0.44% CRODA INTERNATIONAL PLC 0.41% AUSTRALIA & NEW ZEALAND BANKING GROUP LTD 0.41% STRAUMANN HOLDING AG 0.41% AMBU A/S 0.40% LG CHEM LTD 0.40% LVMH MOET HENNESSY LOUIS VUITTON SE 0.39% SOFTBANK GROUP CORP 0.39% NOVARTIS AG 0.38% HONDA MOTOR CO LTD 0.37% TOMRA SYSTEMS ASA 0.37% IMCD NV 0.37% HONG KONG EXCHANGES & CLEARING LTD 0.36% AGC INC 0.36% ADYEN -
A Boardroom Conversation with Rachel Lomax 26 June 2012
BOARDROOM CONVERSATIONS: CONVERSE WTH AN ACKNOWLEDGED “A BOARDROOM EXPERT AND TAKE THE BENEFIT OF CONVERSATION WITH RACHEL THEIR EXPERIENCE BACK TO YOUR LOMAX” BOARD FACILITATED BY JAMES BAGGE 26 JUNE 2012 DIRECTOR OF BVALCO LTD Bvalco hosted the conversation with Rachel Lomax as part of the ‘Boardroom Conversations’ series of targeted discussions with experienced Chairmen enabling them to share their insights and learning experiences of boards and corporate governance. The following paper is a summary of the conversation including questions from the floor. organisation has to be done as a team, 1. RACHEL, YOU HAVE AN IMMENSE where there is a shared sense of process BREADTH OF EXPERIENCE SERVING ON BOARDS BOTH IN THE PUBLIC AND and mutual respect; effective leadership is PRIVATE SECTOR AND OF LISTED therefore essential. However the external COMPANIES AND PRIVATE COMPANIES. pressures can be very different. Being on WHAT IN YOUR VIEW ARE THE the board of HSBC where there are no ESSENTIAL INGREDIENTS OF A COHESIVE AND EFFECTIVE BOARD? shareholder representatives on the board has a totally different set of pressures to I spent all my executive career in the being on the board of BAA, where there public sector. At that time I could only are shareholder representatives on the take appointments on the boards of not- board. Although on paper the for-profit organisations and I did this to responsibilities are the same, the make me be a better executive, to see experience is totally different. Similarly things from the other side of the table. the size of a board can affect the experience. -
HSBC: Good Move Or Bad?
The World’s Global Islamic Finance News Provider 17th October 2012 RED (All Cap) 950 HSBC: Good move or bad? The recent announcement by HSBC Major player 925 to rein back its retail Islamic banking HSBC is one of the biggest fi nancial business has been received with mixed institutions in the world. Its parent 900 feelings. A pioneer in Islamic fi nance 885.25 0.5% company, HSBC Holdings, has around among conventional global banks, HSBC 7,000 offi ces in over 80 countries across has a strong record in the industry and 875 Europe, Asia Pacifi c, the Americas, the 880.23 HSBC Amanah, its retail branch, is one Middle East and North Africa (MENA); of the most recognizeable Islamic retail with assets of US$2.65 trillion as at the 30th 850 brands. So what led to this decision — and W T F S S M T June 2012. HSBC Bank, which covers the what does it suggest for the future? We Powered by: IdealRatings® UK, serves over 16.1 million customers and take a look at whether the bank’s glass is employs over 50,000 people. HSBC Middle Volume 9 Issue 41 half full… or half empty. East, the largest international banking organization across the MENA region, IFN Rapids .........................................................2 On the 4th October HSBC Group announced Islamic Finance news .........................................6 operates in 14 countries through 273 offi ces that eff ective immediately, it would close with around 12,000 employees, and in IFN Reports: The measure of Islamic markets; its Islamic retail operations in the UK, Saudi’s Al Rajhi Bank posts negative surprise; 2011 recorded a pre-tax profi t of US$1.49 UAE, Bahrain, Bangladesh, Singapore and BIMB Holdings to pay US$324.78 million for billion. -
Brown Brothers Harriman Global Custody Network Listing
BROWN BROTHERS HARRIMAN GLOBAL CUSTODY NETWORK LISTING Brown Brothers Harriman (Luxembourg) S.C.A. has delegated safekeeping duties to each of the entities listed below in the specified markets by appointing them as local correspondents. The below list includes multiple subcustodians/correspondents in certain markets. Confirmation of which subcustodian/correspondent is holding assets in each of those markets with respect to a client is available upon request. The list does not include prime brokers, third party collateral agents or other third parties who may be appointed from time to time as a delegate pursuant to the request of one or more clients (subject to BBH's approval). Confirmations of such appointments are also available upon request. COUNTRY SUBCUSTODIAN ARGENTINA CITIBANK, N.A. BUENOS AIRES BRANCH AUSTRALIA CITIGROUP PTY LIMITED FOR CITIBANK, N.A AUSTRALIA HSBC BANK AUSTRALIA LIMITED FOR THE HONGKONG AND SHANGHAI BANKING CORPORATION LIMITED (HSBC) AUSTRIA DEUTSCHE BANK AG AUSTRIA UNICREDIT BANK AUSTRIA AG BAHRAIN* HSBC BANK MIDDLE EAST LIMITED, BAHRAIN BRANCH FOR THE HONGKONG AND SHANGHAI BANKING CORPORATION LIMITED (HSBC) BANGLADESH* STANDARD CHARTERED BANK, BANGLADESH BRANCH BELGIUM BNP PARIBAS SECURITIES SERVICES BELGIUM DEUTSCHE BANK AG, AMSTERDAM BRANCH BERMUDA* HSBC BANK BERMUDA LIMITED FOR THE HONGKONG AND SHANGHAI BANKING CORPORATION LIMITED (HSBC) BOSNIA* UNICREDIT BANK D.D. FOR UNICREDIT BANK AUSTRIA AG BOTSWANA* STANDARD CHARTERED BANK BOTSWANA LIMITED FOR STANDARD CHARTERED BANK BRAZIL* CITIBANK, N.A. SÃO PAULO BRAZIL* ITAÚ UNIBANCO S.A. BULGARIA* CITIBANK EUROPE PLC, BULGARIA BRANCH FOR CITIBANK N.A. CANADA CIBC MELLON TRUST COMPANY FOR CIBC MELLON TRUST COMPANY, CANADIAN IMPERIAL BANK OF COMMERCE AND BANK OF NEW YORK MELLON CANADA RBC INVESTOR SERVICES TRUST FOR ROYAL BANK OF CANADA (RBC) CHILE* BANCO DE CHILE FOR CITIBANK, N.A. -
HSBC City Report: Riyadh the Essence of Past, Present, and Future
HSBC City Report: Riyadh The essence of past, present, and future 1 2 HSBC City Report: Riyadh Contents Riyadh’s rapid growth path p.4-8 Key development issues for Riyadh p.9-10 Future plans and ambitions p.11-13 COVID-19 and the next cycle of Riyadh p.14-16 HSBC a key partner in the sustainable evolution of Riyadh’s next chapter p.17-23 3 The Next Chapter of Riyadh 1. Riyadh’s rapid growth path As the capital city of the fast growing US$ 800 billion Saudi economy, the largest in the Middle East, North Africa and Turkey (MENAT) region, 1 Riyadh has evolved in the last 50 years into one of the region’s most important economic, governmental, and cultural centres. The city has benefited from several successive cycles of local and foreign direct investment, urban planning expertise, infrastructure investment and inward migration of workers. Today it is a key node in the Middle East system of cities. Figure 1: Riyadh’s population growth; Source: UN World Urbanisation Prospects 2018 Since the 1970s Riyadh has seen its population increase by more than 8% per year. Its population has almost doubled since 2000, and is still expected to grow by more than 25% up to 2035, making it one of the world’s fastest growing cities and the largest agglomeration in the Gulf region. 2 In line with population growth, Riyadh’s spatial footprint grew from 64km2 in 1970 to more than 1,500km2 in 2020. Compared to other fast-growing cities, Riyadh’s housing supply has kept pace with the rapid population growth, and demands on public services and infrastructure have continued to intensify. -
Rb-Annual-Report-2017.Pdf
Reckitt Benckiser Group plc(RB) Healthier Annual Report and Financial Statements 2017 Statements Financial and Report Annual Lives, Happier Homes Bringing Our Purpose to Life Reckitt Benckiser Group plc (RB) Annual Report and Financial Statements 2017 RB is inspired by a vision of a world where people are healthier and live better. We continually invest and innovate to find new ways for people to look after themselves, their families and their homes. We believe passionately in doing things the right way and have a culture that pushes us to outperform, every day. Contents Strategic Report Transformation of RB page 01 Highlights 02 Our business model 04 Chairman’s Statement 6 06 Chief Executive’s Statement 10 Strategic objectives, targets and key performance indicators 14 betterbusiness in action 20 bettersociety in action 22 betterenvironment in action 24 Operating review 30 Megatrends 32 Health 34 Hygiene Home Strategy page 36 Financial review 42 Our framework for risk management betterbusiness 10 Governance 52 Board of Directors 56 Executive Committee bettersociety 58 Corporate Governance– Chairman’s Statement 61 Corporate Governance Statement betterenvironment 69 Nomination Committee Report 71 Audit Committee Report 76 Corporate Responsibility, Sustainability, Ethics and Compliance Committee Report Mead Johnson Nutrition Sale of 78 Directors’ Remuneration Report integration RB Food 82 Remuneration Policy at a glance 83 Implementation of specific commitments made to page Shareholders for 2017 84 Annual Report on Remuneration 95 Report -
Annex 1: Parker Review Survey Results As at 2 November 2020
Annex 1: Parker Review survey results as at 2 November 2020 The data included in this table is a representation of the survey results as at 2 November 2020, which were self-declared by the FTSE 100 companies. As at March 2021, a further seven FTSE 100 companies have appointed directors from a minority ethnic group, effective in the early months of this year. These companies have been identified through an * in the table below. 3 3 4 4 2 2 Company Company 1 1 (source: BoardEx) Met Not Met Did Not Submit Data Respond Not Did Met Not Met Did Not Submit Data Respond Not Did 1 Admiral Group PLC a 27 Hargreaves Lansdown PLC a 2 Anglo American PLC a 28 Hikma Pharmaceuticals PLC a 3 Antofagasta PLC a 29 HSBC Holdings PLC a InterContinental Hotels 30 a 4 AstraZeneca PLC a Group PLC 5 Avast PLC a 31 Intermediate Capital Group PLC a 6 Aveva PLC a 32 Intertek Group PLC a 7 B&M European Value Retail S.A. a 33 J Sainsbury PLC a 8 Barclays PLC a 34 Johnson Matthey PLC a 9 Barratt Developments PLC a 35 Kingfisher PLC a 10 Berkeley Group Holdings PLC a 36 Legal & General Group PLC a 11 BHP Group PLC a 37 Lloyds Banking Group PLC a 12 BP PLC a 38 Melrose Industries PLC a 13 British American Tobacco PLC a 39 Mondi PLC a 14 British Land Company PLC a 40 National Grid PLC a 15 BT Group PLC a 41 NatWest Group PLC a 16 Bunzl PLC a 42 Ocado Group PLC a 17 Burberry Group PLC a 43 Pearson PLC a 18 Coca-Cola HBC AG a 44 Pennon Group PLC a 19 Compass Group PLC a 45 Phoenix Group Holdings PLC a 20 Diageo PLC a 46 Polymetal International PLC a 21 Experian PLC a 47 -
Mohammad Maziad Al-Tuwaijri
MOHAMMAD MAZIAD AL-TUWAIJRI Kingdom of Saudi Arabia Riyadh +966504219240 [email protected] Career highlights - Currently, Minister advising the royal court on international and local economic strategic matters. - Former Minister of Economy and Planning responsible of the Economic development agenda of the Kingdom of Saudi Arabia, and the interaction with international organizations and multilateral agencies - Long career in banking with the Saudi British Bank, J.P. Morgan and HSBC, eventually becoming the Group Managing Director, Deputy Chairman and CEO for Middle East, North Africa and Turkey. - Strong advocate of Saudi Vision 2030, worked tirelessly to bring it to life through the support of the Ministry of Economy, as well through the position occupied as a Board member of key organizations, institutions and companies in Saudi Arabia. - Former Saudi Air Force pilot. - Education Master’s degree in Business Administration (MBA) in finance with Honors from King Saud University 1997 B.Sc in Aeronautics, 1986, King Faisal Air Force Academy, Riyadh Experience 2016 - 2020 Minister of Economy and Planning, Saudi Arabia His priorities as a Minister have been to foster the Saudi economy through a comprehensive economic reforms, policies, strategic planning and regulations to achieve the Kingdom’s diversification objectives including removing obstacles to productivity and competitiveness. He has focused on strengthening the integration of SMEs into the local and global economy; encouraging privatization and PPP; and enhancing regional and international cooperation with trading partners and relevant stakeholders based on best standards to promote trade, and leverage on best practices to achieve economic prosperity and sustainability. While focusing on the realization of Saudi Vision 2030 and the National Transformation Program, He was keen to strengthen policy research and analysis that will better position the economy of the Kingdom to support the evolving trade and investment policy environment.