KLP Annual Report 2013 Development Over the Last 5 Years
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Norsklereren 4-04
Norsk rockepoesi – en kort innføring og en stor utfordring Av Jan Inge Reilstad og Prøysen & co med ”Søndagsposten”, før vår egen tids visesangere slo gjennom tidlig på 1970-tallet. I mars 2004 kom en antologi med sanglyrikk fra ’Folkevise’ er egentlig en moderne betegnelse på det Prøysen til i dag, som har fått tittelen som opprinnelig het ballade, og som betyr at vi har samtidslyrikkEN – fra Almuens Opera til Gatas med en gammel dansevise å gjøre. Folkevisene har Parlament, og som undertegnede har vært redaktør røtter tilbake til middelalderen og enda lenger tilbake for. Almuens Opera henspeiler her på den plata som til før kristningen av landet, eller de er fornorskede Alf Cranner ga ut i 1970, bestående av Prøysen-viser, versjoner av ballader fra hofflivet i det føydale bl.a. ”Slipsteinsvæilsen”, og norske skillingsviser – Europa. Det finnes et utall varianter av folkevisene, som Prøysen selv kalte for Almuens Opera. Alf gjerne inndelt tematisk etter det livsstadium de Prøysen døde for øvrig samme år. Prøysen er ikke beskriver. Eksempelvis: Barnesanger, bånsuller, bare en av de viktigste lyrikerne i Norge i forrige sangleker, regler – Ungdomsviser, slåttestev, ringle- århundre, han er en av våre viktigste forfattere over- ker, bryllupsdanser – Melodier fra seterlivet, lokker, hodet. Prøysens kanskje største litterære evne var å huldrelåter – Middelalderballader, kjempeviser, troll- stille seg mellom det høye og det lave i sin tid, midt viser, ridderviser – Arbeidsviser, skjemteviser, fante- mellom litterære finesser og allmenn tilgjengelighet; viser, gåteviser, bakvendtviser, salmer osv. mellom de store filosofiske og humanistiske spørs- Bakvendtvisene er eksempel på én type fol- målene og en lokal, muntlig folkelighet; mellom kul- kevise som fortsatt er virksom, fra Prøysen selv til turkritikk og folkelig omsorg. -
KLP Annual Report 2015 Open, Clear, Responsible, Commited Geir Teigo, Operations Manager, KLP Eiendom Annual Report 2015
KLP annual report 2015 Open, clear, responsible, commited Geir Teigo, Operations manager, KLP Eiendom Annual report 2015 Group Chief Executive Officer’s preface 4 GROUP ACCOUNTS Development the last five years 7 Income statement 75 Balance sheet 76 Growth and profitability 9 Statement of changes in owners equity 78 Important events in i 2015 10 In 2015 KLP hosted an internal photo contest where the staff were Statement of cash flows 79 History 1949-2016 12 to visualize one of KLP’s values: Open, Clear, Responsible and Notes Group 80 Committed, or "For the days to come". The pension system 13 Olav Storm, photographer, was head of the jury. What KLP offers 14 NON-FINANCIAL ACCOUNTS This is KLP 16 Non-financial Accounts at We present some of the contributions in this annual report. Group senior management 30 year-end 31 December 136 Notes 137 Materiality and vulnerability analysis 32 Audit report 141 Asset management at KLP 35 Employee accounting 37 ACCOUNTS KLP Risk management and internal control 38 Income statement 144 Balance sheet 146 Pensions and life insurance 40 Statement of changes in owners equity 149 Statement of cash flows 150 Non-life insuranse 42 Notes KLP 151 Asset management 44 Property 46 AUDIT REPORT 218 Banking 48 Declarations 220 Norwegian Code of Practice for KLP Boards of Directors 225 Corporate Governance (NUES) 52 Elected representatives 227 Annual report of the Board of Directors for 2015 56 The Board of Directors in KLP 70 PREFACE 5 A steady course 2015 was another exciting year. KLP delivered good results in turbulent financial markets. -
KLP Annual Report 2011 Customer Dialogue Winning Photograph by Kari Jakobsen for the Days to Come Winning Photograph by Anne Westad
KLP annual report 2011 Winning photograph by Kari Jakobsen Customer dialogue For the days to come Winning photograph by Anne Westad In 2011 KLP invited entries in a photographic competition in which KLP staff were to visualise the themes «Customer dialogue» and «For the days to come». The Chair of the jury was the photographer, Olav Storm. We present some of the contributions in this annual report. Contents Key figures see cover Group Accounts Audit report 174–175 Income statement 48 Declarations 176–178 Important events in 2011 3 Financial position statement 49 Non-financial Accounts 181 Strong solvency and more new customers 7 Schedule of changes in Elected representatives 182 This is KLP 8 owners equity 50 KLP pensions and life insurance 13 Statement of cash flows 51 Skadeforsikring 16 Notes Group 52–102 Kapitalforvaltning and Fondsforvaltning 18 Accounts KLP Eiendom 21 Income statement 106-107 Banken og Kommunekreditt 22 Financial position statement 108–109 Corporate governance 24 Schedule of changes in Key figures 2011 Annual report of the Board of owners equity 110 Directors for 2011 33 Statement of cash flows 111 Notes KLP 112–173 Developments over the last five years NOK millions KLP Group 2011 2010 2009 2008 2007 Pre-tax income 653 515 776 348 652 Total assets 291 784 271 736 258 549 205 264 197 795 Owners' equity 12 064 10 749 9 721 8 429 7 166 Capital adequacy ratio 10,9 % 11,5 % 12,0 % 13,5 % 11,3 % Number of employees 775 762 741 683 647 Kommunal Landspensjonskasse 2011 2010 2009 2008 2007 Pre-tax income 705 563 738 397 267 -
Vårt Lille Land
Vårt lille land Musikk etter 22. juli Ragnhild Toldnes Masteroppgave i medievitenskap Institutt for medier og kommunikasjon UNIVERSITETET I OSLO 14.02.2013 © Ragnhild Toldnes 2013 Vårt lille land - Musikk etter 22. juli Ragnhild Toldnes http://www.duo.uio.no/ Trykk: Reprosentralen, Universitetet i Oslo II Sammendrag Angrepene i Regjeringskvartalet og på Utøya den 22. juli 2011 førte til nasjonal sorg, men i de etterfølgende ukene skapte hendelsene også en følelse av samhold i den norske befolkningen. Flere konserter og minneseremonier ble arrangert, hvor musikken fikk en samlende rolle. Det er nettopp musikken etter 22. juli som er temaet for denne oppgaven, og ved hjelp av ulike metoder og detaljerte beskrivelser er formålet å få frem rikdommen av musikk etter terrorangrepet. Den røde tråden er hvordan media brukte musikk, og studien viser at musikk ble en del av den seremonielle fasen av mediebegivenheten 22. juli. Det eksisterte et mediesamspill i denne fasen hvor media (TV, avis, radio og sosiale medier) brukte musikk på ulike måter. Gjennom en analyse av tre av de mest spilte og omtalte låtene etter terrorangrepet (Mitt lille land, Til ungdommen og Tusen tegninger), viser oppgaven at de tre låtene innehar felles karakteristikker som førte til at de ble musikalske minneobjekter. Studien undersøker også hvordan musikk kan brukes ved sorgarbeid, spesielt etter en katastrofe som 22. juli. Oppgaven viser at musikkens funksjon i samfunnet forandret seg i tiden etter terrorangrepet. Fra å fremstå mest som en underholdningsfaktor, viste musikken hvilken viktig betydning og samlende effekt den kan ha. Abstract The attacks on the Norwegian government buildings and Utøya on the 22nd of July 2011 led to national mourning. -
Climate Change 2019
KLP - Climate Change 2019 C0. Introduction C0.1 (C0.1) Give a general description and introduction to your organization. Kommunal Landspensjonskasse (KLP) is Norway’s largest pension and life insurance provider, responsible for the pensions of over 900,000 public servants, including nurses, kindergarten teachers, ambulance drivers, firemen, librarians, and many more. KLP is owned by customers with public sector occupational pensions, employs 980 people and manages approximately 698 billion NOK in assets. Our business areas include pension, banking, fund and asset management, insurance, and property. Since 1949, KLP has strived to safeguard peoples’ current and future wellbeing by providing safe, responsible, sustainable, and competitive financial and insurance services to the public sector, enterprises associated with the public sector, and their employees. We firmly believe that it is not insignificant how returns on investments are created, and we want to contribute to responsible and long-term financial investment decisions. KLP was created to offer public sector employees a quality pension plan they otherwise were ineligible for – a system that would secure their future wellbeing. These origins have continued to inspire KLP’s mission of responsibility and sustainability in our financial operations. KLP seeks to deliver safe and competitive pensions in a responsible and sustainable way. Our work is based on international norms, like the UNFCCC, and we strive for transparency in every arena. KLP believes that responsible business practice is the key to sustainable development and that the goal is to make a difference. Our vision is to be the best partner for the days to come. C0.2 (C0.2) State the start and end date of the year for which you are reporting data. -
Tryggleiken Vår Er Det Viktigaste Side 12
NAVIGARE Sjøfartsdirektoratet / Norwegian Maritime Authority 3 / 2016 Fiskarar om «sjarkforskrifta»: Tryggleiken vår er det viktigaste Side 12 Testa redningsutstyr i Hovudredningssentralen: Fiskarar bør Sjøfolk strømmer til Arktisk farvatn side 6 seinka terskelen for å be om hjelp side 28 nytt velferdssenter side 60 NSK Ship Design NSK Ship Design er et norsk designselskap med 30 ansatte fordelt mellom kontorer i Harstad og Arkhangelsk. Sel- skapet har en bred portefølje innen design og jobber for øyeblikket med prosjekter som nybygg av fórfartøy med fremdrift på LNG, ombygging av Long Fa til krillfartøy, full prosjektering av Havfarmen for Nordlaks og utvikling av nye brønnbåter for oppdrettsnæringen. Selskapet har hatt en god vekst siden oppstarten i 1992. NSK Ship Design Havn for overføring av NSK Ship Design utstyr og personell. Berøringsfri overføring av fôr. Photo: NSK Ship Design Photo: NSK Ship Design NSK Ship Design Havfarm på 430 meter og kapasitet til 10.000t laks. Photo: NSK Ship Design NSK Ship Design Thomas Myhre Sales Manager of NSK Ship Design, Photo: www.smilehullet.com www.nskshipdesign.com Nordlaks Navigare - Sjøfartsdirektoratet 210x285+5.indd 1 06/09/16 12.53 Innhold 4 Leiar: Fokus nyttar 6 Testa redningsutstyr utanfor Svalbard 8 Sjøfartsdirektoratet med nye nettsider 10 Mange lasteskip og fiskefartøy må sertifiserer innen nyttår 12 Kontrollordningen får både ris og ros frå fiskerne 14 The Norwegian International Ship Register is on the rise 16 Ti personer omkom I fritidsbåtulykker første halvår 18 Forurensning fra -
Annual and Sustainability Report 2018
Annual and Sustainability Report 2018 We build for a better society. B Skanska Annual and Sustainability Report 2018 Operations Skanska’s operations consist of Construction and Project Development, including Residential Development, Commercial Property Development and, until 2018, Infrastructure Development. Business units within these streams collaborate in various ways, creating operational and financial synergies that generate increased value. Residential Commercial Property Infrastructure Construction Development Development Development 1 Constructs and renovates build- Develops new residential projects, Develops customer-focused office Secures and manages the value ings, infrastructure and homes, including single and multi-family buildings, shopping centers and of Skanska’s existing public- along with facilities manage- housing, built by the Construction logistics properties built by the private partnership (PPP) assets. ment and other related services. business stream. Construction business stream. 1 As of January 1, 2019, Infrastructure Development is no longer a business stream and is reported in Central on a separate line. Well diversified, Percentage of total revenue in 2018 with a leading market position Skanska’s diversification across various business streams with operations in eleven countries and several market segments strengthens the Group’s 40% SwedenSweden competitive standing and ensures FinlandFinland Norway a balanced and diversified risk profile. USA 38% Denmark United Kingdom Poland Czech Republic SlovakiaSlovakia Hungary 22% Romania Green revenue in 2018 Green market value in 2018 Green financing in 2018 Percentage of total Construction revenue Percentage of Commercial Property Percentage of total central debt 3 that is that is Green and Deep green, as defined Development market value from Green Green, according to the Skanska Green by the Skanska Color Palette™ 2. -
Defining NMT As Part of the NATM SCL Debate, Barton. N
Defining NMT as part of the NATM SCL debate Sep 2012 Nick Barton, International tunnelling consultant, Oslo/SãoPaulo In response to Feedback to the TunnelTalk NATM and SCL article earlier this month, I suggested the addition of NMT to the pool of tunnelling method names. If we are seeking definitions, as per the longer Feedback definition of SCL contributed to the original article (Rekindled NATM debate - SCL debate opens - TunnelTalk, Aug 2012), then let me try defining and describing NMT a bit more thoroughly, as it is very different from NATM and quite different from SCL. The desk of NMT development The Norwegian Method of Tunnelling (NMT) has as one might expect from the name, an origin mostly from Norway. Numerous case records, eventually more than 1,250, were also finally mostly from Norway, but many of the early cases were from Sweden. It is this (and numerous single-shell caverns from many other countries too) that stimulated the original development of the Q-system of rock mass classification and tunnel support class definition. Q was developed in response to a State owner's question - 'why so variable deformations in Norwegian powerhouse caverns'? The Q-system was always based on economic 'single shell' tunnel and cavern reinforcement and support concepts, for mostly hard jointed rock, which however can often be faulted and have numerous clay- bearing joints and major clay-filled discontinuities. Sometimes solutions are needed for swelling clays as well. All of the above explains why the combination B+S(fr) (rockbolting and fibre reinforced shotcrete) is needed, as both the internal friction and the cohesive strength of the rock mass may be inadequate. -
HENRIK IBSEN YABAN ÖRDEGI Çeviren: Faruk Ersöz ÖNSÖZ
HENRIK IBSEN YABAN ÖRDEGI Çeviren: Faruk Ersöz ÖNSÖZ Henrik Ibsen 20 Mart 1828'de Norveç'in Skien kentinde dogdu. Babasi Knud Ibsen üç bin nüfuslu bu küçük kiyi kentinin önde gelen is adamlari arasindaydi, içinde her sey satilan büyük bir magazasi, ayrica bir içki yapimevi vardi. 1825 yilinda Skien'in en zenginlerinden Altenburg ailesinin kizi Marichen ile evlenmisti. Knud ile Marichen'in ilk çocugu Johann Altenburg, Henrik'in dogumundan üç hafta sonra öldü. Henrik'in ardindan dört çocuklari daha oldu: Johann Andreas 1830, Hedwig Kathrine 1832, Nicolai Alexander 1834 ve Ole Paus 1835. Henrik'in çocukluk yillarindaki mutlulugu uzun sürmedi. Isleri ters dönen Knud Ibsen bütün malini mülkünü satmak zorunda kaldi, kisa sürede her seyini yitirdi, aile yoksulluga düstü. Skien'in dört kilometre kuzeyine düsen Venst¿p'daki çiftlik evine tasindilar, burada yoksulluk içinde sekiz yil geçireceklerdi. Knud Ibsen'in is basvurulari sonuçsuz kaldi. Çiftlikten pek para kazanamiyordu, sonunda kendini içkiye verdi. Bu düsüs Marichen'i de çok etkiledi, giderek kendi içine kapandi, suluboyayla, tahta bebeklerle kendini avutmaya çalisti. Henrik oyundan hoslanmayan bir çocuktu, insanlara pek sokulmaz, daha çok mutfagin yanindaki küçük odaya kapanir, orada resim yapar, okur, kuklalariyla ugrasirdi. Bu arada kuskusuz Skien'e turneye gelen Danimarka topluluklarinin temsillerini de izliyordu. Ilkokulu Skien'de okudu, bunun için dört kilometrelik yolu her gün yürüyerek gidip gelmek zorundaydi, amaci tip ögrenimi yapmak, hekim olmakti. 1841'de onu din adamlarinin yönetimindeki bir okula verdiler. Henrik en çok din dersiyle antik çag tarihinden hoslanmisti, Tevrat ile Incil'den olusan kutsal kitabi severek okuyordu. 1843 yilinda aile yeniden Skien'e tasindi. Ayni yilin aralik ayinda Henrik Grimstad'a gitti, orada bir eczacinin yaninda çirakliga basladi. -
Ganger Rolf Asa
GANGER ROLF ASA REPORT FOR SECOND QUARTER 2015 AND FIRST HALF YEAR 2015 Comments to the accounts for Ganger Rolf ASA The unaudited Group accounts for 2 quarter 2015 comprise Ganger Rolf ASA and its subsidiaries (“The Group of companies”) and the Group of companies´ ownership of associates. Comparable figures for the same period in 2014 in brackets. Financial information Financial key figures (figures in million NOK except for earnings per share) 2Q 15 2Q 14 Per 2Q 15 Per 2Q 14 2014 Operating revenue 000 0 0 EBITDA -13 -17 -28 -33 -62 EBIT -13 -17 -29 -34 -64 Share of profit from associates -743 29 -518 101 139 Profit for the period -707 6 -499 44 5 Average number of shares outstanding 33 673 935 33 673 935 33 673 935 33 673 935 33 733 935 Basic/diluted earnings per share NOK -21,0 0,2 -14,8 1,3 0,2 Interest bearing liabilities 1 243 1 478 1 666 Operating result (EBIT), which mainly reflects the holding company costs, was NOK - 13 million (NOK - 17 million) in the quarter. All significant share holdings have been consolidated as associates. Consequently, the parent company is a pure holding company. Results have been impacted positively by higher USD, GBP and EUR against NOK compared with the corresponding quarter last year. USD was on average approximately 29% higher in 2 quarter 2015 compared to 2 quarter 2014 while GBP and EUR was 18% and 4% higher, respectively. Net result from associates accounted for using the equity method, was NOK - 743 million (NOK 29 million) in the quarter. -
Presentation 3 Quarter 2020
Presentation 3rd quarter 2020 12 November 2020 Jimmy Bengtsson, CEO and Jørgen Wiese Porsmyr, CFO Occupational health and safety Our primary priority Number of serious injuries Sickness absence The Veidekke house 12-month rolling, Veidekke employees, hired staff Veidekke employees Focus on culture and sub-contractors 25 5% 20 4% 15 3% 10 2% 5 1% 0 0% Q3 15 Q3 16 Q3 17 Q3 18 Q3 19 Q3 20 Q3 Q3 15 Q3 16 Q3 17 Q3 18 Q3 19 Q3 20 Q3 2 © Veidekke Highlights 3rd quarter 2020 ● Divestment of property development business completed, generating a NOK 1.1 billion book gain ● Proposed dividend of NOK 20/share from transaction and additional NOK 2,5/share for 2019 ● Revenue increase in all three countries ● Continued operations generated a good result ● Good order intake in the quarter, but uncertainty related to market development continues Veidekke has been commissioned to build a velodrome and a commercial building comprising a secondary school, preschool, offices and business premises in Asker municipality. 3 © Veidekke Financial key figures, continued operations Revenue and earnings 3rd quarter 3rd quarter: Revenue 3rd quarter: Pre-tax profit NOK billion NOK million 12 600 9 400 6 505 9.5 8.5 9.0 200 390 417 3 0 0 2018 2019 2020 2018 2019 2020 4 © Veidekke Good order book Shift away from private commercial buildings Revenue and order intake Order book Order book per segment Converted into revenue next 12 mos. 12-month rolling, NOK billion NOK billion Percentage NOK billion 100 % 40 40 36 36 36 32 80 % 32 32 28 28 28 24 24 24 60 % 20 20 20 16 16 -
Annual Report 2014 3 Key Figures
up =—iwpvn | p (x0,w)=∫dSn · [g n · •p (x,w;x )] | 0)•p(x x,w;x0 ,w) — ğ( p(x ,w)• ,w) p(x •g — (x, ,w) w;x p(x 0 )] )• | n ;x 0 · ,w • (x p= —ğ —i · [ w n pv S n ∫d | = p ) up ,w (x x 0 n ( 0 ,w w o )= d ∫ p d S | n ] ) · 0 [ ;x g (x ,w , x w ( ; g x 0 ) )• • ,w p x (x ( , p w ) — ) — ,w p x ( ( x , p w • ) ) • 0 x g ; ( x w , , w x ( ; g x [ 0 · ) ] n | S d p ∫ d o = ) w n w , ( x 0 0 x ( , w p u ) = p ∫ | d S n n v p · [ w — i ğ — ( = x p , w • ; · x 0 n ) • | p ] ) ( x 0 , x w ; ) w , — x ( p ğ ( x • , ) w w ) , • x ( ğ p ( x — , Annual Report w ) ; w x , 0 x ( ) ] p | • ) 0 n x ; · • w , p x ( 2014 = ğ — — i [ w · p n v n S d Productivity and Technology Leadership | ∫ = p ) u w p , ( 0 x 0 x ( , w n ) w = o ∫ d p d | S n ] ) · 0 [ x g ; ( x w , , w x ( ; g x 0 • ) ) • w p , x ( ( x , p w — ) ) — w p , x ( ( x , p w • ) ) 0 • x g ; ( x w , , w x ( ; g x 0 [ · ) ] n | S d p ∫ = ) d o w 0 w , ( 0 x n x ( , w ) p p = | u ∫ d n S v n p · w [ i — — ğ = ( x p , w • 0 · ; x n ) | 0 • ] p ) ( x x , ; w w ) , — x ( p ğ ( x • ) , w A Clearer Image | www.pgs.com 2 KEY FIGURES Key Figures Petroleum Geo-Services (PGS) is a focused Marine geophysical company that provides a broad range of seismic and reservoir services, including acquisition, imaging, interpretation, and field evaluation.