Key Retail Trends Exploding in Retail Today
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Social Responsibility and Sustainable Development Report
SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT REPORT 2016 CONTENTS CEO MESSAGE / 6 SOCIAL RESPONSIBILITY DEPARTMENT MESSAGE / 8 ABOUT THE REPORT / 9 01 OUR GROUP / 12 PROFILE / 13 ECONOMIC PERFORMANCE / 22 REGULATORY COMPLIANCE / 24 CORPORATE RESPONSIBILITY / 31 MEMBERSHIPS AND DISTINCTIONS / 36 2016 02 FOR OUR PEOPLE / 38 HUMAN RESOURCES PROFILE / 39 HUMAN RIGHTS IN THE WORKPLACE / 41 MERIT-BASED RECRUITMENT AND DEVELOPMENT / 44 TRAINING AND EDUCATION / 48 EMPLOYEE HEALTH, SAFETY AND WELLBEING AT WORK / 52 INTERNAL COMMUNICATION / 56 SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT REPORT REPORT DEVELOPMENT AND SUSTAINABLE SOCIAL RESPONSIBILITY FOURLIS 2 03 FOR THE SOCIETY/ 60 SOCIETY AND LOCAL COMMUNITIES SUPPORT / 61 CORPORATE VOLUNTEERING / 71 04 FOR THE MARKET / 74 CUSTOMER HEALTH AND SAFETY / 75 CUSTOMER CARE AND SATISFACTION / 78 PRODUCT COMPLIANCE AND LABELING / 83 RESPONSIBLE PRODUCT MARKETING AND PROMOTION / 85 CUSTOMER PRIVACY / 89 2016 05 FOR THE ENVIRONMENT / 92 ENERGY AND EMISSIONS / 94 MATERIALS AND WASTE MANAGEMENT / 98 WATER / 102 ECO-FRIENDLY PRODUCTS / 103 COMMUNICATION ON PROGRESS REPORT - UN GLOBAL COMPACT / 104 GRI CONTENT INDEX / 105 SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT REPORT REPORT DEVELOPMENT AND SUSTAINABLE SOCIAL RESPONSIBILITY BOUNDARIES TABLE / 110 FOURLIS 3 4 FOURLIS SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT REPORT 2016 2016 SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT REPORT REPORT DEVELOPMENT AND SUSTAINABLE SOCIAL RESPONSIBILITY FOURLIS 2016 “We hope that this Social Responsibility and Sustainable Development Report of the FOURLIS Group will constitute an important information and engagement tool for all those who are engaged with our Group, regarding the economic, social and environmental impacts to our stakeholders and to the societies and economies of the countries where we operate”. -
RMHC Ireland Annual Report 2015
2015 Annual Report Contents How it all began RMHC Mission & Vision Message from RMHC Chairperson, Dr Bruce Mitchell Board of Trustees & Committees Message from RMHC Treasurer, Pat Keogh Message from RMHC CEO, Marian Carroll Charity & House Staff Volunteers Families in The Ronald McDonald House Family Stories House Events 2015 #Cooking4Families #Walking4Families / Dawn Meats / Ballygowan Fundraising 2015 Sponsors & Donors 2015 A New Ronald McDonald House/National Children’s Hospital RMHC Fundraising Events 2016 RMHC Contact Details The Ronald McDonald House – How it all began Ronald McDonald House Charities was born out of the unlikely partnership of Dr Audrey Evans, an oncologist at the Children's Hospital of Philadelphia, McDonald’s and an American Football team - the Philadelphia Eagles. Fred Hill, a player for the Philadelphia Eagles, had a daughter, Kim, suffering from leukaemia, which prompted the team to raise in excess of $100,000 dollars to support the hospital. This was met with much gratitude from Dr. Evans and her team but also with a request for another $32,000 to fund a house in which families of children in the hospital could get proper rest, away from the ward. This request was met by Ed Rensi, an area manager for McDonald's. The company offered to donate the proceeds from their 'shamrock shake' to the cause. In return Ed asked that the house be known as the Ronald McDonald House. On 15 October 1974, the first Ronald McDonald House opened its doors in Philadelphia. In 1984 the Ronald McDonald charities was officially established in memory of McDonald’s Corporation founder Ray Kroc, a strong advocate for children. -
Zing-Case-Study-Davy.Pdf
CASE STUDY Business continuity at Davy Challenge • Ensure business during migration from continuity after Microsoft Visual Basic removed Visual Basic support About Davy • Migrate complex Established in 1926, the Davy Group is Ireland’s business systems leading provider of wealth management, • Ongoing maintenance asset management, capital markets and and enhancement of new financial advisory services. The Davy Group is solution headquartered in Dublin, with offices in London, Belfast, Cork and Galway and employs over 600 Results people. • Migration of business processes into new The Challenge system Visual Basic is a legacy Microsoft language. From • No system downtime April 2008, development was no longer supported ensuring business by Microsoft, creating potential operational continuity for Davy difficulties for existing Davy applications and customers increasing their risk profile. • Reduced support costs Davy had three key systems written in Visual Basic that continued to meet their business needs and would require ongoing enhancement as they were key to Davy’s growth plans. The Solution Zing Technology was chosen because of the team’s technical experience. Zing analysed each system from a technical perspective and provided: • High-level architecture design for a .NET- based solution • Recommended migration approach • Fixed cost proposal and plan for delivery “Zing provided an experienced, The Zing development team, using a test-driven delivery-focused technical development model, delivered fully tested team, ensuring successful applications into production. application migrations. We have a strong relationship with The Results Zing and would not hesitate to Davy now has a platform that can expand with recommend them” business growth. The existing business processes continue to work, but with reduced support Killian O’Connell costs. -
Q14 Drinks Menu
MORRISON COCKTAILS Our Morrison cocktail offers have been inspired by the structure of traditional Irish drinking songs. Starting with light, harmonious, aperitif-style drinks in the ‘Intro’ through to the bass-heavy, rousing digestifs in the ‘Finale’, we are certain that within the list, you’ll be able to find a cocktail that sings to each and every occasion. Our classic cocktails have been gently twisted to strike a chord with you ‘Morrison style’, remixing your favourite cocktails to make them as surprising and exciting as the first time you sampled them. INTRO BOW STREET JULEP 11 In 1780, just a few blocks up the road from the hotel, Mr. John Jameson established the Bow Street distillery. We have coaxed out some of the fruitier notes of his whiskey with our home-made apricot and marmalade syrup, added in some angostura and rhubarb bitters, swizzled with mint and crushed ice. FINAL STRAW 11 Absolut vodka combined with fine vermouth, fresh muddled apple juice and crowned with prosecco to deliver a light and refreshing number. VERSE RED VELVET BAND 11 Absolut vodka, Aperol and home-made black cherry and Guinness syrup are topped with prosecco to create a harmoniously fruity fizz. GIRL FROM MARS 11 A short and eloquent combination of Absolut vodka, mandarin liqueur, jasmine, honey, lemon and seasonal berries. CRAZY LOVE 12 A satisfying mix of fresh raspberries, lime, elderflower liqueur, sugar and our favourite Brazilian spirit, Fubá Cachaça. CHORUS DARK ROSALEEN 12 “Shall glad your heart, Shall give you hope, Shall give you health, and help, and hope, My Dark Rosaleen”. -
The Davy Group Complaints Policy
The Davy Group Complaints Policy Purpose At Davy, we are committed to providing world-class outcomes for our clients. Where we fail to meet expectations, we shall endeavour to resolve matters in a manner that: π Reflects the Group’s objective to provide the highest possible level of service to our clients, subject to reasonable commercial constraints. π Respects the right of clients to have any expression of dissatisfaction dealt with courteously, professionally and in a timely manner. π Complies with the Group’s regulatory and fiduciary obligations to our clients. This document sets out our approach to managing complaints and provides contact details for making a complaint for clients and potential clients of all regulated entities within the J & E Davy Holdings Group (the “Davy Group”), namely J & E Davy (including J & E Davy’s London branch), Davy Pensioneer Trustees, J & E Davy (UK) Limited, Davy Securities, Davy Corporate Finance (including DCF’s London branch), Davy Global Fund Management (“DGFM”) (including DGFM’s London Office), Davy Global Fund Management Luxembourg S.A., Advance Fund Management and any other Davy regulated entities that may be acquired and/or incorporated in the future. For the purpose of this Policy, these entities shall be referred to collectively as the Davy Group or the Group. Making a complaint If you are dissatisfied with the provision of a Davy product or service or the offer of same, or where Davy has failed and/or refused to provide a product or service to you, or if you are of the opinion that you have suffered financial loss due to the poor administration of your pension scheme, you are entitled to make a complaint to Davy and to request that an investigation is carried out. -
INNOVATIONS in LOGISTICS © Istock / Peopleimages
WWW.GEIS-GROUP.COM INNOVATIONS IN LOGISTICS © iStock / PeopleImages CUSTOMER AND TRANSSTAFF MAGAZINE OF THE GEIS GROUP FER 02.2018 TOP STORY Innovations in logistics 04 ROAD SERVICES Multi-billion toll increase 08 PAGE Still on the road for Daimler 10 04 AIR + SEA SERVICES Geis Air + Sea well received 11 LOGISTICS SERVICES Logistics Centre Gochsheim inaugurated 12 New logistics project for babymarkt.de 14 Tyre logistics in Luxembourg 15 PAGE GENERAL NEWS © Daimler 10 The new apprentices are here 16 Awards for best apprentices 17 Geis apprentices are top of their class 17 On your marks – get set – go! 18 Employees recruit employees 18 Job fair in an extraordinary location 18 Anniversaries – 40 and 25 years with Geis! 19 Apprentice marketing now also via video 19 PAGE Help for children 19 12 IMPRINT Published by PAGE Hans Geis GmbH + Co KG Internationale Spedition Rudolf-Diesel-Ring 24, 97616 Bad Neustadt/Saale Phone: +49 (0) 9771 – 603 0 16 Fax: +49 (0) 9771 – 603 109 www.geis-group.com Responsible for the contents Management of the Geis Group Editorial STROOMER PR | Concept GmbH Christian Stephan Deborah Plachetka Rellinger Straße 64a, 20257 Hamburg Phone: +49 (0) 40 – 853133 0 Fax: +49 (0) 40 – 853133 22 E-mail: [email protected] 02 VERMISCHTES Dear Readers, Our customers, our employees, our services – these three factors have made a decisive contribution to the Geis Group’s successful development in recent years and decades. But innovations play an equally important role for our company. INNOVATIONS ARE ACCELERATED Wolfgang Geis (left) and Hans-Georg Geis For example, we at a very early stage began expanding our IT department, connecting our a unified IT system introduced across all customers via intelligent communication countries (see page 11). -
Tesco Ireland Bank Holiday Offers
Tesco Ireland Bank Holiday Offers Hypnotised or eloquent, Ignaz never cusses any traffickers! Body-line Silvester blackmail, his antisociality lushly,swizzle is deviating Ewart antitank? nauseously. Notational and Icelandic Terence bombinate her mises plicating blandly or wrought Delivery contact me getting your own message for your email, tesco bank account essentials you to the roster is not limited to our sole judgment, french brandy and signed It has a new one coupon is tesco ireland bank offers. The bank holidays until required by department store will be offered by cash machines, ireland may also reserve gift pack. It offers which is. Uk retail market potential in ireland boss charles wilson was recommend by email alerts in exercising a separate business. Clothes and tesco ireland spend in montreal as they model swimwear on. As you can post on holiday safe and holidays and conditions may be cut amid plans, at the skin care and dry white wine displays typical flavours. We are agreeing to include their alcoholic drinks offers price reduction or distributor with a copy cat beauty contest but also within a specific about working tirelessly to. Visa debit payments. England view all tesco. Something for leisure activities may be very safe to go elsewhere, as tesco ireland bank offers; one sample per person, in a desire to. This bank holiday monday to ireland? If this bank holidays opening hours today: did you requesting your or try again later date technology, ireland supermarkets in order with its range online. As well in its name, employees working or wholesale basis depending on the substitute is full. -
GS1 Industry & Standards Event 2018 10-14 September 2018 – Dublin
GS1 Industry & Standards Event 2018 10-14 September 2018 – Dublin, Ireland Transforming business together Session: How to do business with Tesco Ireland Time: Tuesday, 11 September 2018 12:30 - 13:30 Who may attend: All - Users, Industry and GS1 Member Organisations Speaker(s): Mike Byrne - GS1 Ireland, Sean Nolan – Tesco Ireland, Elena Tomanovich – GS1 Anti-trust caution • GS1 operates under the GS1 anti-trust caution. Strict compliance with anti-trust laws is and always has been the policy of GS1. • The best way to avoid problems is to remember that the purpose of the group is to enhance the ability of all industry members to compete more efficiently. • This means: - There shall be no discussion of prices, allocation of customers, or products, boycotts, refusals to deal, or market share. - If any participant believes the group is drifting toward impermissible discussion, the topic shall be tabled until the opinion of counsel can be obtained. • The full anti-trust caution is available via the link below, if you would like to read it in its entirety: http://www.gs1.org/gs1-anti-trust-caution. © GS1 2018 2 Meeting etiquette • Meetings will begin promptly as scheduled • Collaborate in support of meeting • Be present – avoid multi-tasking objectives • Avoid distracting behaviour: - Ask questions - Place mobile devices on silent mode - Be open to alternatives - Avoid sidebar conversations • Be representative • Be considerate - Avoid personal remarks - Avoid monologues - Do not speak for your company or - Keep comments concise community if you do not clearly • Respect work group decisions understand their needs - Avoid re-opening decisions unless there is a - Votes should reflect the needs of your significant quality impact company or community © GS1 2018 4 GS1 Industry & Standards Event App •1 Get the App by searching your App store for "GS1 Global Events" (If you already have the Global App due to attendance at the Global Forum or Standards Event, you do not need to do this) 2 Once you have the Global App on your mobile device, type GS1IS18 in the search box. -
Determinationofmergern
DETERMINATION OF MERGER NOTIFICATION M/17/037 – TESCO IRELAND/ TESCO MOBILE Section 21 of the Competition Act 2002 Proposed acquisition by Tesco Ireland Holdings Limited of sole control of Tesco Mobile Ireland Limited. Dated 26 July 2017 Introduction 1. On 30 June 2017, in accordance with section 18(1)(a) of the Competition Act 2002, as amended (the “Act”), the Competition and Consumer Protection Commission (the “Commission”) received a notification of a proposed transaction (the “Proposed Transaction”) whereby Tesco Ireland Holdings Limited (the “Purchaser”), would acquire sole control of Tesco Mobile Ireland Limited (the “Target Company”). The Proposed Transaction 2. The Purchaser and Three Ireland Services (Hutchison) Limited (the “Vendor”) each currently hold 50% of the Target Company’s issued share capital. The Proposed Transaction is to be implemented by way of a share purchase agreement (“the Agreement”) dated 19 June 2017.1 The Proposed Transaction involves the Purchaser acquiring the remaining 50% shareholding in the Target Company from the Vendor resulting in the Purchaser acquiring sole control of the Target Company. 1 The Agreement is between the Vendor, the Purchaser, and the Target Company. The execution of the Agreement is conditional on clearance of the proposed transaction by the Competition and Consumer Protection Commission. 1 Merger Notification No. M/17/037 – Tesco Ireland / Tesco Mobile The Undertakings Involved The Purchaser 3. The Purchaser is a private company limited by shares, incorporated in the State, and a wholly-owned subsidiary of Tesco plc.2 The Purchaser, through its operating subsidiary Tesco Ireland Limited, has a number of business activities in the State, including operations in the grocery sector. -
RTÉ Annual Report 2014
Annual Report & Group Financial Statements 2014 Raidió Teilifís Éireann Board 54th Annual Report and Group Financial Statements for the twelve months ended 31 December 2014, presented to the Minister for Communications, Energy and Natural Resources pursuant to section 109 and 110 of the Broadcasting Act 2009. Is féidir leagan Gaeilge den Tuarascáil a íoslódáil ó www.rte.ie/about/ie/policies-and-reports/annual-reports/ 2 CONTENTS Vision, Mission and Values 2 A Highlights 3 Chair’s Statement 4 Director-General’s Review 6 Financial Review 10 What We Do 16 Organisation Structure 17 Operational Review 18 Board 84 B Executive 88 Corporate Governance 90 Board Members’ Report 95 Statement of Board Members’ Responsibilities 96 Independent Auditor’s Report 97 Financial Statements 98 C Accounting Policies 105 Notes Forming Part of the Group Financial Statements 110 Other Reporting Requirements 149 Other Statistical Information 158 Financial History 159 RTÉ ANNUAL REPORT & GROUP FINANCIAL STATEMENTS 2014 1 RTÉ’S DirecTOR-GENERAL has SET RTÉ’S VISION, MISSION AND VALUes STATEMENT Vision RTÉ’s vision is to enrich Irish life; to inform, entertain and challenge; to connect with the lives of all the people. Mission • Deliver the most trusted, independent, Irish news service, accurate and impartial, for the connected age • Provide the broadest range of value for money, quality content and services for all ages, interests and communities • Reflect Ireland’s cultural and regional diversity and enable access to major events • Support and nurture Irish production and Irish creative talent Values • Understand our audiences and put them at the heart of everything we do • Be creative, innovative and resourceful • Be open, collaborative and flexible • Be responsible, respectful, honest and accountable to one another and to our audiences 2 HIGHLIGHTS A RTÉ ANNUAL REPORT & GROUP FINANCIAL STATEMENTS 2014 3 CHAIR’S STATEMENT The last year has been one of transition for RTÉ and for its Board. -
INTERSPORT Launches Mission to Help People Find Their Place in Sport
INTERSPORT launches mission to help people find their place in sport Study shows that 66% of people say they still haven’t found their place in sport, with 88% saying that they don’t see themselves as athletes. Thursday 23 January 2020 - Bern, Switzerland. INTERSPORT, the world's leading sports retailer, launches “Wherever You Take Training”, the first chapter of a multi-category brand platform to reinforce the brand’s essential place at the beating heart of local sport. Created with advertising agency WE ARE Pi, the new brand platform, “Heart of Sport”, tells real stories from local communities. It reminds people that wherever they take sport, INTERSPORT has the products, people, advice and enthusiasm to get there. With revenue now topping twelve billion euros, INTERSPORT’s new brand-led growth plan comes as the broader retail industry is undergoing radical change driven by changing consumer behaviour, digital transformation and competition from larger online players. “Heart of Sport” is the result of INTERSPORT’s most comprehensive piece of international consumer research to date, with over 1,600 customers in the UK, Germany, and France. The key finding: Everyone needs a place in sport. The research reveals an unfortunate truth; 66% of people say they still haven’t found their place in sport, with 88% saying that they don’t see themselves as athletes. Where, how and with whom people do sport is key to getting the most out their chosen activity, from an emotional, physical and psychological point of view. From your team or training buddy, to the terrain you’re on and the equipment you use - each ingredient helps build confidence and pride, giving you more enjoyment and getting you closer to your goal(s), whatever they might be. -
Business Plan of the Mercator Group and the Company Poslovni Sistem Mercator, D.D., for the Year 2012
Business Plan of the Mercator Group and the company Poslovni sistem Mercator, d.d., for the year 2012 Poslovni sistem Mercator, d.d. Management Board January 2012 Table of contents SUMMARY ................................................................................................................................ 1 INTRODUCTION .................................................................................................................... 3 MERCATOR GROUP PROFILE .................................................................................................... 3 MERCATOR GROUP BUSINESS STRATEGY ................................................................................. 4 MERCATOR GROUP PERFORMANCE HIGHLIGHTS ESTIMATED FOR YEAR 2012 ......................... 6 BUSINESS REPORT ............................................................................................................... 7 EXPECTED CONDITIONS IN TERMS OF ECONOMY AND COMPETITION IN THE YEAR 2012 ........ 7 DEVELOPMENT AND REAL ESTATE MANAGEMENT ...................................................................10 SALES AND MARKETING ..........................................................................................................14 FINANCIAL MANAGEMENT .......................................................................................................24 RISK MANAGEMENT.................................................................................................................25 SUSTAINABILITY REPORT .................................................................................................