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The Performance of Private Equity-Backed Ipos and the Effect of M&A-Activity – a European Study
Archive no: School of Economics and Management Department of Business and Administration FEKP90, Business Administration - Degree Project Master of Science in Business and Economics Spring term 2011, Lund The Performance of Private Equity-backed IPOs and the Effect of M&A-activity – A European Study Author: Linus Johansson Tutor: Rikard Larsson Abstract Title: The Performance of Private Equity-backed IPOs and the effect of M&A-activity – A European Study Seminar date: 2011-05-24 Course: Master Thesis in Business Administration, 30 University Credit Points (30 ECTS). Author: Linus Johansson Tutor: Rikard Larsson Five key words: BHAR, IPO, Performance, Private Equity, M&A Purpose: The purpose of this paper is to investigate how private equity-backed IPOs perform once they go public. That is, to investigate whether or not these private equity firms have created highly competitive, high- performance portfolio companies and to see if the portfolio companies are able to retain those qualities even after going public. These results are then to be compared with previous research done on the general IPO and its short- and long-term performance. It also sets out to measure what effect M&A-activity during the fund holding period may have on the fund companies after being exited onto the public market. Methodology: The performance of the private equity-backed IPOs has been measured as the abnormal return using two methods, cumulative abnormal returns and buy-and-hold abnormal returns. Two types of benchmarks have been used, S&P Europe 350 as well as an industry-specific version of that index. Literature review: Theories used in this study are based partially on previous research on the private equity industry as well as general IPO-theory, such as long-term underperformance and the “hot issue” anomaly. -
Hacking the Master Switch? the Role of Infrastructure in Google's
Hacking the Master Switch? The Role of Infrastructure in Google’s Network Neutrality Strategy in the 2000s by John Harris Stevenson A thesis submitteD in conformity with the requirements for the Degree of Doctor of Philosophy Faculty of Information University of Toronto © Copyright by John Harris Stevenson 2017 Hacking the Master Switch? The Role of Infrastructure in Google’s Network Neutrality Strategy in the 2000s John Harris Stevenson Doctor of Philosophy Faculty of Information University of Toronto 2017 Abstract During most of the decade of the 2000s, global Internet company Google Inc. was one of the most prominent public champions of the notion of network neutrality, the network design principle conceived by Tim Wu that all Internet traffic should be treated equally by network operators. However, in 2010, following a series of joint policy statements on network neutrality with telecommunications giant Verizon, Google fell nearly silent on the issue, despite Wu arguing that a neutral Internet was vital to Google’s survival. During this period, Google engaged in a massive expansion of its services and technical infrastructure. My research examines the influence of Google’s systems and service offerings on the company’s approach to network neutrality policy making. Drawing on documentary evidence and network analysis data, I identify Google’s global proprietary networks and server locations worldwide, including over 1500 Google edge caching servers located at Internet service providers. ii I argue that the affordances provided by its systems allowed Google to mitigate potential retail and transit ISP gatekeeping. Drawing on the work of Latour and Callon in Actor– network theory, I posit the existence of at least one actor-network formed among Google and ISPs, centred on an interest in the utility of Google’s edge caching servers and the success of the Android operating system. -
Monthly Performance Review Enhanced Income Fund W Income Shares 31 August 2021
MPR.en.xx.20210831.GB00B87HPZ94.pdf For Investment Professionals Only FIDELITY INVESTMENT FUNDS MONTHLY PERFORMANCE REVIEW ENHANCED INCOME FUND W INCOME SHARES 31 AUGUST 2021 Portfolio manager: Michael Clark, David Jehan, Rupert Gifford Performance over month in GBP (%) Performance for 12 month periods in GBP (%) Fund 2.0 Market index 2.7 FTSE All Share Index Market index is for comparative purposes only. Source of fund performance is Fidelity. Basis: bid-bid with income reinvested, in GBP, net of fees. Other share classes may be available. Please refer to the prospectus for more details. Fund Index Market Environment UK equities continued to advance, recording a seventh straight monthly gain in August. Sentiment remained buoyant, propelled by a spate of merger and acquisition (M&A) activity, alongside expectations for continued earnings strength. The Bank of England kept its monetary policy unchanged, but warned of a more pronounced period of above-target inflation in the near term. Meanwhile, the pace of economic activity remains solid in the UK despite a modest deceleration over the month. While the flash PMI reading remained above the 50 mark that suggest growth, staffing shortages and supply bottlenecks kept a lid on activity levels. Authorities finally lifted the last of the domestic COVID-19 restrictions during the month. Almost all sectors posted positive returns, with technology, real estate, industrials and consumer discretionary the largest gainers. Conversely, materials and consumer staples lagged the market. Fund Performance The fund delivered 2.0%, while the index was up by 2.7% in August. UK equities continued to advance, and the fund lagged due to its defensive bias. -
Parker Review
Ethnic Diversity Enriching Business Leadership An update report from The Parker Review Sir John Parker The Parker Review Committee 5 February 2020 Principal Sponsor Members of the Steering Committee Chair: Sir John Parker GBE, FREng Co-Chair: David Tyler Contents Members: Dr Doyin Atewologun Sanjay Bhandari Helen Mahy CBE Foreword by Sir John Parker 2 Sir Kenneth Olisa OBE Foreword by the Secretary of State 6 Trevor Phillips OBE Message from EY 8 Tom Shropshire Vision and Mission Statement 10 Yvonne Thompson CBE Professor Susan Vinnicombe CBE Current Profile of FTSE 350 Boards 14 Matthew Percival FRC/Cranfield Research on Ethnic Diversity Reporting 36 Arun Batra OBE Parker Review Recommendations 58 Bilal Raja Kirstie Wright Company Success Stories 62 Closing Word from Sir Jon Thompson 65 Observers Biographies 66 Sanu de Lima, Itiola Durojaiye, Katie Leinweber Appendix — The Directors’ Resource Toolkit 72 Department for Business, Energy & Industrial Strategy Thanks to our contributors during the year and to this report Oliver Cover Alex Diggins Neil Golborne Orla Pettigrew Sonam Patel Zaheer Ahmad MBE Rachel Sadka Simon Feeke Key advisors and contributors to this report: Simon Manterfield Dr Manjari Prashar Dr Fatima Tresh Latika Shah ® At the heart of our success lies the performance 2. Recognising the changes and growing talent of our many great companies, many of them listed pool of ethnically diverse candidates in our in the FTSE 100 and FTSE 250. There is no doubt home and overseas markets which will influence that one reason we have been able to punch recruitment patterns for years to come above our weight as a medium-sized country is the talent and inventiveness of our business leaders Whilst we have made great strides in bringing and our skilled people. -
Annual Report 2017 Talktalk Telecom Group PLC Talktalk Is the UK’S Leading Value for Money Connectivity Provider
TalkTalk Telecom Group PLC Group Telecom TalkTalk Annual Report2017 2017 Annual Report 2017 TalkTalk Telecom Group PLC TalkTalk is the UK’s leading value for money connectivity provider� Our mission is to deliver simple, affordable, reliable and fair connectivity for everyone� Stay up to date at talktalkgroup.com Contents Strategic report Corporate governance Financial statements Highlights ������������������������������������������������������������������������ 01 Board of Directors and PLC Committee ������������� 32 Independent auditor’s report �������������������������������� 66 At a glance ���������������������������������������������������������������������� 02 Corporate governance ���������������������������������������������� 36 Consolidated income statement �������������������������� 73 Chairman’s introduction ������������������������������������������ 04 Audit Committee report ������������������������������������������� 41 Consolidated statement of comprehensive FY17 business review ������������������������������������������������� 05 Directors’ remuneration report ����������������������������� 44 income ���������������������������������������������������������������������������� 74 Business model and strategy ��������������������������������� 08 Directors’ report ���������������������������������������������������������� 63 Consolidated balance sheet ����������������������������������� 75 Measuring our performance ����������������������������������� 12 Directors’ responsibility statement ��������������������� 65 Consolidated -
Smurfit Kappa Annual Report 2009
SMURFIT KAPPA GROUP PLC ANNUAL REPORT 2009 ANNUAL REPORT 2009 Raw materials The raw material for paper-based packaging comes from renewable sources and the end product is recycled many times making all forms of SKG’s paper-based packaging the most environmentally friendly available. SKG recovers almost 5 million tonnes of recycled paper each year in Europe where it is the European leader in recycling and 0.8 million tonnes in Latin America where it also holds a leading position. Almost all of this is sourced through our own recovery systems. Modern mills The Group produces well over 6 million tonnes of paper, primarily in the containerboard, solidboard and sackpaper grades, at its 38 mills across the world. The Group is the leading producer of containerboard in Europe and one of the largest in Latin America using wood and recovered paper to manufacture kraftliner and recycled paper grades respectively. Our containerboard production is integrated into our corrugated operations. Operating excellence The product range of our containerboard mills covers the complete spectrum of paper and board including features such as weight, colour and printability. On the packaging side, our extensive presence in 21 European and 9 Latin American countries allows us to offer customers a “one stop shop” for all their packaging needs and a differentiated quality of service. With a strong focus on innovative packaging solutions, our operations are supported by outstanding research and development facilities with a view to enhancing the customer offering. Design expertise/Innobook In SKG we have created “Innobook”, a library with over 3,000 proven design solutions, which is available to the more than 500 designers within our worldwide group and to both our sales and customer support people. -
1 2 March 2021 Flutter Entertainment
2 March 2021 Flutter Entertainment plc - 2020 Preliminary Results Transformational year for Group; Earnings ahead of expectations Flutter Entertainment plc (the “Group”) announces preliminary results for year ended 31 December 2020. Reported1 Pro forma2 2020 2019 2020 2019 CC3 £m £m YoY % £m £m YoY % YoY % Group revenue4 4,398 2,140 +106% 5,264 4,144 +27% +28% Adjusted5 Group EBITDA6 excluding US 1,037 462 +125% 1,401 1,170 +20% +23% Adjusted Group EBITDA 889 425 +109% 1,231 1,089 +13% +16% Profit before tax 1 136 -99% Earnings per share7 29.3p 180.2p -84% Adjusted earnings per share 402.7p 298.4p +35% 496.6p 415.7p +19% Net debt at year end8 2,814 265 Operational highlights • Transformational year for Group - Unparalleled scale and diversification achieved following merger with The Stars Group, Inc (“TSG”) - Accelerated buy-out of minority shareholders in FanDuel at compelling valuation - Reinforced balance sheet to support investment and growth • Excellent momentum with 19% growth in recreational players9 across Group - Acceleration of channel shift from retail to online and increased share of entertainment spend • Further investment in safer gambling initiatives to ensure sustainable growth - Enhanced predictive technology; increase in safer gambling tool usage by customers - Advocating a customer driven approach to affordability • Merger integration progressing well - Australian integration complete, PokerStars strategy in place and core momentum maintained - Annualised cost synergies now expected to be £170m, up from £140m previously -
Wireless Competition in Canada: an Assessment
Volume 6•Issue 27•September 2013 WIRELESS COMPETITION IN CANADA: AN ASSESSMENT Jeffrey Church † Professor, Department of Economics and Director, Digital Economy Program, The School of Public Policy, University of Calgary Andrew Wilkins † Research Associate, Digital Economy Program, The School of Public Policy, University of Calgary SUMMARY If there’s one thing Canadians agree on, it’s that Canada’s wireless industry can and should be more competitive. The federal government is on side with the policy objective of having four carriers in every region and has responded with policies that provide commercial advantages to entrants. But, the rub is that there has not been a study that actually assesses the state of competition in wireless services in Canada, until now. Those in favour of policies that will promote and sustain entry point to Canada’s high average revenue per user and low wireless penetration rate (mobile connections per capita) as evidence that there is insufficient competition. The difficulty is that the facts are not consistent with this simplistic analysis. Measurements of wireless penetration are skewed toward countries that maintain the Calling Party Pays Protocol and favour pay-as-you-go plans, both of which encourage inflated user counts. Canada’s participation per capita on monthly plans and minutes of voice per capita are not outliers. Moreover, in terms of smartphone adoption and smartphone data usage, Canada is a global leader, contributing to high average revenue per user. Consistent with being world leaders in the rollout of high speed wireless networks, Canada lead its peer group in capital expenditures per subscriber in 2012: the competition of importance to Canadians is not just over price, but also over the quality of wireless networks. -
Quarter 1, 2021
Corporate Finance Review of Irish Merger and Acquisition Activity Quarter 1, 2021 Prepared by Investec Corporate Finance Review of Irish M&A activity M&A Tracker Summary, Q1 2021 Quarterly Value and Volume Trend €12bn 120 €13.1bn €10bn €11.4bn 94 100 90 90 €10bn 80 98 71 72 80 66 €8bn 62 s 58 l 60 a e €6bn D €4.8bn €4.3bn 40 €4bn €2.3bn €2bn €1.7bn 20 €1.0bn €1.0bn €1.0bn €0.6bn - - Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019 Q1 2020 Q2 2020 Q3 2020 Q4 2020 Q1 2021 Values Volumes Most Active Sectors (by volume) 21 13 13 IT & Telecoms Health & Pharmaceutical Industrials Transaction Type (by volume) 44 15 6 Foreign Acquisitions Irish Deals (In-market) UK Buyer Investec Commentary • There were 90 deals announced during the quarter, representing a 25% increase relative to Q4’20 • Total disclosed transaction value was €13,070m during the quarter – the highest ever quarterly value recorded. This is mainly due to the proposed €10.5bn acquisition of PRA Health Sciences by ICON. Of the 90 deals announced only 27 disclosed a deal value • Notable transactions which were announced during the quarter included the above mentioned acquisition of PRA Health Sciences by ICON as well as Norwegian energy company Aker Horizons acquiring a 75% stake in Mainstream Renewable Power Limited, an Irish renewable energy company for a reported €675m • Irish companies were active overseas during the quarter, with a total of 44 transactions (18 in Q4’20) • There were 15 in-market transactions during Q1’21 in addition to 6 transactions being announced involving a UK based buyer of an Irish business • The IT & Telecoms sector was the most active in the quarter, with 21 transactions announced. -
COMMON STOCKS - 97.05% Argentina - 1.72% (A)
Yeah Brown Capital Management International Equity Fund Schedule of Investments As of December 31, 2020 (Unaudited) Shares Value (Note 1) COMMON STOCKS - 97.05% Argentina - 1.72% (a) 533 MercadoLibre, Inc. $ 892,892 Australia - 6.88% (a) 3,092 Atlassian Corp. PLC 723,126 10,704 Cochlear, Ltd. 1,559,676 11,180 REA Group, Ltd. 1,283,058 3,565,860 Canada - 2.24% (a) 19,819 Descartes Systems Group, Inc. 1,159,183 Denmark - 7.96% (a) 16,089 Chr Hansen Holding A/S 1,654,217 17,487 Novo Nordisk A/S - Class B 1,224,612 8,376 SimCorp A/S 1,244,907 4,123,736 France - 4.69% 6,639 Dassault Systemes SE 1,347,557 4,426 EssilorLuxottica SA 689,662 4,699 Ipsen SA 389,780 2,426,999 Germany - 7.66% 14,517 Carl Zeiss Meditec AG 1,931,296 1,209 Rational AG 1,124,710 6,975 SAP SE 913,617 3,969,623 Hong Kong - 5.38% 488,146 Kingdee International Software Group Co., Ltd. 1,989,747 123,443 Kingsoft Corp., Ltd. 796,155 2,785,902 Ireland - 8.12% 13,293 DCC PLC 941,268 6,721 Flutter Entertainment PLC 1,370,359 (a) 9,718 ICON PLC 1,894,816 4,206,443 Israel - 2.70% (a) 5,134 Check Point Software Technologies, Ltd. 682,360 (a) 4,419 CyberArk Software, Ltd. 714,066 1,396,426 Italy - 1.41% 33,718 Azimut Holding SpA 731,970 Japan - 13.70% 18,500 CyberAgent, Inc. 1,273,885 5,600 GMO Payment Gateway, Inc. -
Trinity Mirror Plc Mirror Trinity
Annual Report 2012 Trinity Mirror plc Trinity Mirror plc Annual Report 2012 Trinity Mirror plc OUR VISION In a dynamic media world we will create distinctive journalism that is an essential and growing part of our customers’ daily lives. We stand for content that matters, content that is relevant and content that you can believe in. Our audience understands the value of this content and we understand the value of our audience. OUR VALUES We are Creative; inspired by innovative journalism and publishing that meets the ever-changing needs and interests of our audience and customers. We are Open; believing that communication and transparency are key to creating an effective and collaborative work environment. We have Integrity; championing honesty and trust, and showing respect for our colleagues, audience, customers, shareholders and business partners. We are Ambitious; encouraging our people to remain driven and take pride in their achievements. They are our most valuable resource, each playing a part in enabling our success. Inside this report Who we are Business review Governance Financials 1 Our performance 14 Group items 23 Corporate responsibility 52 Group consolidated 2 Our strategy 17 Group review report accounts 4 Chairman’s statement 18 Divisional review 30 Corporate governance 91 Parent company accounts 6 Chief Executive’s statement 20 Other items report 100 Group five year summary 12 Our Board 21 Balance sheet 38 Remuneration report 22 Cash flow 49 Directors’ report WHO WE ARE BUSINESS REVIEW GOVERNANCE FINANCIALS OUR PERFORMANCE The Group is one of the UK’s largest publishers with a portfolio of media brands providing news, entertainment, information and services to consumers and connecting advertisers with national, regional and local audiences. -
CDP Ireland Climate Change Report 2015
1 CDP Ireland climate change report 2015 Irish Companies Demonstrating Leadership on Climate Change ‘On behalf of 822 investors with assets of US$95 trillion’ Programme Sponsors Report Sponsor Ireland partner to CDP and report writer 2 3 Contents 04 Foreword by Paul Dickinson Executive Chairman CDP 06 CDP Ireland Network 2015 Review by Brian O’ Kennedy 08 Commentary from SEAI 09 Commentary from EPA 10 Irish Emissions Reporting 12 Ireland Overview 14 CDP Ireland Network initiative 16 The Investor Impact 17 The Climate A List 2015 19 Investor Perspective 20 Investor signatories and members 22 Appendix I: Ireland responding companies 23 Appendix II: Global responding companies with operation in Ireland 27 CDP 2015 climate change scoring partners Important Notice The contents of this report may be used by anyone providing acknowledgement is given to CDP Worldwide (CDP). This does not represent a license to repackage or resell any of the data reported to CDP or the contributing authors and presented in this report. If you intend to repackage or resell any of the contents of this report, you need to obtain express permission from CDP before doing so. Clearstream Solutions, and CDP have prepared the data and analysis in this report based on responses to the CDP 2015 information request. No represen- tation or warranty (express or implied) is given by Clearstream Solutions or CDP as to the accuracy or completeness of the information and opinions contained in this report. You should not act upon the information contained in this publication without obtaining specific professional advice. To the extent permitted by law, Clearstream Solutions and CDP do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this report or for any decision based on it.