DOCSLIB.ORG

We Pursue Progress for Individuals, Organisations and the World

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
We Pursue Progress for Individuals, Organisations and the World We pursue progress for individuals, organisations and the world. Annual report economistgroup.com We’ve made some changes to the way we report We want to continue to give our shareholders and other stakeholders a transparent and meaningful account of our progress and performance – including through the continuous improvement of our annual report. In our strategic report this year, we aim to give a clearer picture of our financial performance, our strategic direction and the way our business is structured, as well as a stronger sense of our culture and values, including our approach to sustainability. In our governance report, we include the Board’s review of our application of the Wates Principles and discuss our relationships with stakeholders by reference to the directors’ duty under s172 of the Companies Act. We welcome feedback from all stakeholders. Paul Deighton Chairman 2 The Economist Group annual report and accounts 2021 The Economist Group exists to champion progress. We do this by helping people understand and tackle the critical challenges facing the world. Our expertise, insights and perspective enable individuals and organisations to make sense of these challenges and chart a course through them. The Economist Group annual report and accounts 2021 1 Contents Your guide to the story of our year Strategic report Introduction to Performance review The Economist Group 4-6 8-13 14-29 We’ve been pioneers of We’ve strengthened Our editorial review recalls progress since 1843 – and our operations while a year like no other as we’ve never stood still. continuing to uphold The Economist’s journalists This section illustrates our values and deliver produced rigorous coverage how we’ve been outstanding independent of the covid-19 pandemic, the transforming our business journalism, as our US elections, climate change this year so that we can chairman, chief executive and more. At the same time, better serve individuals, and editor-in-chief as our business leaders organisations and describe. describe, we built on our the world. ability to develop and deliver actionable insights... 4 About us – at a glance 8 From the chairman 14 The editorial year in review 6 Financial highlights 10 From the chief executive 18 Business review 12 From the editor-in-chief 2 The Economist Group annual report and accounts 2021 Governance report Financial statements Performance review 30-44 45-64 65-137 ...while achieving a strong The success of our ...including clear financial performance, and Group is underpinned statements of our managing and mitigating by a unique structure financial performance. risk. We also nurtured the which ensures the long-term health of our independence of our Group by fostering a diverse journalism while and inclusive culture and supporting sound weaving sustainability into governance and the fabric of our strategy. a commitment to transparent reporting... 30 Sustainability at The Economist Group 46 Introduction from the chairman 66 Independent auditor’s report to the members of The Economist 34 Our talent 47 Trustees, Board and Leadership Team Newspaper Limited 36 The Economist Educational Foundation 52 Corporate governance 70 Consolidated income statement 38 Chief financial officer’s introduction 56 Stakeholder engagement: 71 Consolidated statement of to the financial review section 172(1) statement comprehensive income 39 Financial review 58 The Board and committees 72 Consolidated balance sheet 42 Risk 60 Directors’ report on remuneration 73 Consolidated statement of changes in equity 62 Directors’ report 74 Consolidated cashflow statement 64 Statement of directors’ responsibilities 76 Notes to the consolidated financial statements 122 Company balance sheet 123 Company statement of changes in equity 124 Notes to the company financial statements 137 Five-year summary The Economist Group annual report and accounts 2021 3 About us – at a glance Enabling progress through four core brands – with one standard of excellence... The Economist produces Economist Intelligence rigorous, independent combines data, analysis and journalism, explaining forecasting to guide informed today’s world and seeking decisions by businesses to discern tomorrow’s. and policymakers. Read more on page 14 Read more on page 22 Economist Impact empowers Economist Education offers businesses, governments courses written by expert and foundations to catalyse practitioners, prepares US change through research, students for graduate school events, advertising and and gives executives the tools partnerships. to advance their careers in Read more on page 26 a globalised world. Read more on page 21 “ I came for the brand but I stayed for the people.” Hubert Miernik Associate director of creative strategy, North America 4 The Economist Group annual report and accounts 2021 ...everywhere we work 25 14 1,379 STRATEGIC REPORT offices in countries colleagues As global communications I am proud to say that I work director, I have the privilege for a brand that truly believes of working closely with our We are truly a global advertising Through our programmes in diversity and inclusion, led by editorial colleagues to place team, and each day is charged of events and briefings, we two strong women, our CEO and them and their work across with dynamic collaboration. provide insights on anything editor-in-chief. I have worked on external media. It is the smart, Over the five years since I started, and everything that matters to some great integrated programmes global and thoughtful products we have consistently broadened, the private, public and not-for- which have not just increased and people that make The with the evolution of the online profit sectors, and we are always my horizon but also provided Economist Group a special digital advertising space. armed with all the superb data me with interesting insights, and fantastic place to work. Jennifer Ferreira and content produced by global exposure and a lot of Holly Donahue Global advertising operations our global team. fun-filled moments. Director, communications, manager, New York Robert Willock Aatisha Dewan London Network director, Dubai Programme manager, EMEA, Gurgaon The Economist Group annual report and accounts 2021 5 About us – at a glance Financial highlights The year ended with The Economist Group in a strong position to pursue long-term sustainable top-line growth Read more on page 70 £41.8m £310.3m adjusted operating profit* revenue (2020: £320.3m) (2020: £32.9m) 155.3p 83.8p adjusted earnings per share* (2020: 110.0p) basic earnings per share (2020: 106.5p) 100p £25.00 dividend (2020: 40p) indicative share value (2020: £23.00) 2 Group revenue breakdown £m 1 1 Subscriptions 209.5 2 Advertising, research and other 100.8 * Adjusted operating profit and adjusted earnings per share are defined in note 1 to the financial statements (see page 83). 6 The Economist Group annual report and accounts 2021 Performance review Progress comes through actions led by evidence. In this section 8 From the chairman 10 From the chief executive 12 From the editor-in-chief 14 The editorial year in review 18 Business review 30 Sustainability at The Economist Group 34 Our talent 36 The Economist Educational Foundation 38 Financial review 42 Risk The Economist Group annual report and accounts 2021 7 From the chairman Strong performance in a year of transformation. This annual report begins with a “thank you”. It has clearly been an exceptionally challenging year for everyone at The Economist Group, as it has for our audiences and all our stakeholders. Yet despite all the upheaval and the personal toll that covid-19 has taken on many of us, people across the Group have gone to extraordinary lengths to stay true to our values and to keep providing our readers and clients with actionable insights at a time when they’ve needed them most. They have done so when, alongside all the demands of the pandemic, we have also transformed the structure of our business for the better. And they have delivered outstanding results. The Group’s full-year adjusted operating profit of £41.8m has exceeded all expectations, £8.9m or 27% up on last year. It shows that our strategy is driving the standards of excellence in our business performance that have always characterised our editorial. Everyone involved, in every part of the business, deserves great credit. “ These strong results show that our Transforming the business for long-term growth strategy is driving the standards Lara, our CEO, will describe our strategic restructuring further in her letter, but I would like to underline how of excellence in our business important, and how successful, it has been. performance that have always Our aim was to reposition our businesses strategically and leverage investment in order to drive top-line growth in the characterised our editorial.” coming years, while at the same time weaving sustainability, diversity and inclusion further into the Group, as described on pages 30-35. We now have a dynamic leadership team in place, and a new matrix organisational structure that means we can work far more collaboratively, giving us greater pace 8 The Economist Group annual report and accounts 2021 and momentum. The partnership between Lara and Zanny, Strengthening our balance sheet to support STRATEGIC REPORT our editor-in-chief, has been extremely powerful: while their future growth relationship always respects the absolute independence of The top-line growth we want to achieve must rest on editorial, between them they bring extraordinary energy and a sound financial position, and we have taken significant focus to ensuring a successful future for The Economist Group. steps to that end this year. Net debt before lease liabilities at the end of the year amounted to £2.1m, compared with A year of rapid adaptation and subscriber growth £86.2m last year, with the majority of this repayment Each of our business units provides a summary of its resulting from the sale of our stake in FiscalNote, which performance on pages 18-29 of this report.
Load more

Recommended publications
  • Reuters Partners with ITN Source to Bring Rare and Previously Unseen Historical Video Footage Back to Public View
    Reuters partners with ITN Source to bring rare and previously unseen historical video footage back to public view LONDON, 10 MARCH, 2015 – Reuters, the world’s largest international multimedia news provider, today announced a partnership with ITN Source to make historical archive footage far more accessible to producers and viewers around the world. The digitisation of the Reuters video archive is making hundreds of thousands of rare and largely unseen news clips digitally available for preview and licensing on itnsource.com, preserving this unique material for the benefit of future generations. To date, over 115,000 Reuters clips have been digitised and published on itnsource.com, expanding the Reuters digital archive to nearly half a million clips and counting. The project is set to finish in 2016. Footage being digitised consists of the Reuters News syndication service from 1957 to 2006 and earlier cinema newsreels from 1910 to 1959, including the Gaumont, Paramount and Universal collections. Material from 2006 onwards is already available in digital format. ITN Source’s experienced researchers have prioritised the digitisation of material relevant to upcoming anniversaries and events, such as the 40th anniversary of the fall of Saigon and the 75th anniversary of the end of World War II – featuring a substantial collection of post-war Winston Churchill footage – in addition to material in response to specific customer requests. Highlights of the most recently digitised Reuters material is available at http://www.itnsource.com/en/specials/reuters-digitisation-february-2015/ and is updated on a regular basis as new material is digitised and uploaded. Ashley Byford-Bates, Global Head of Reuters Pictures and Archive, said, “Having our assets in digital format is critical.
    [Show full text]
  • Our Gender-Pay-Gap Report
    Gender pay gap report 2020 Gender pay gap report 2020 Foreword The Economist Group is committed to being an organisation that promotes belonging and aims to have a Group culture that reflects inclusivity, diversity, and excellence. In our fourth year of reporting, the UK data shows a great improvement at the mean and, more importantly, at the median, where our gender pay gap has improved by one-third this year. The analysis indicates that changes in practices and policies, as described at the end of the report, have resulted in the improvement in the numbers. We have consistently reduced the fixed pay gap over the last three years with major improvements in the proportion of women recruited in higher paid roles (see page 6). However, we are far from parity and men still dominate the top quartile for pay despite the Group employing similar numbers of women and men. We are pleased to be making progress, and we are committed to the critical work ahead. We recognise the gender pay gap is still significant, and we are working to change it. Lara Boro Chief Executive March 2021 2 Gender pay gap report 2020 1. The UK gender pay gap (as per UK Government reporting guidelines) On the snapshot date of 5th April 2020, the Group employed 751 people in the UK (364 women and 387 men), mainly in London and Birmingham including editorial colleagues, marketing, research, sales, technology, consultancy, head office and support functions. Gender pay gap Women’s hourly pay rate* vs men’s Our gender pay gap has improved by one-third this year.
    [Show full text]
  • Genome Editing with CRISPR/Cas9 in Postnatal Mice Corrects PRKAG2 Cardiac Syndrome
    Cell Research (2016) 26:1099-1111. © 2016 IBCB, SIBS, CAS All rights reserved 1001-0602/16 $ 32.00 ORIGINAL ARTICLE www.nature.com/cr Genome editing with CRISPR/Cas9 in postnatal mice corrects PRKAG2 cardiac syndrome Chang Xie1, 2, *, Ya-Ping Zhang3, *, Lu Song2, *, Jie Luo1, Wei Qi2, Jialu Hu3, Danbo Lu3, Zhen Yang3, Jian Zhang2, Jian Xiao1, Bin Zhou4, Jiu-Lin Du5, Naihe Jing2, Yong Liu1, Yan Wang1, Bo-Liang Li2, Bao-Liang Song1, Yan Yan3 1Hubei Key Laboratory of Cell Homeostasis, College of Life Sciences, Wuhan University, Wuhan 430072, China; 2The State Key Laboratory of Molecular Biology, Institute of Biochemistry and Cell Biology, Shanghai Institutes for Biological Sciences, Chinese Academy of Sciences, 320 Yue-Yang Road, Shanghai 200031, China; 3Shanghai Institute of Cardiovascular Diseases, Zhongshan Hospital, Fudan University, Shanghai 200032, China; 4Key Laboratory of Nutrition and Metabolism, Institute for Nutritional Sci- ences, Shanghai Institutes for Biological Sciences, Chinese Academy of Sciences, 320 Yue-Yang Road, Shanghai 200031, China; 5Institute of Neuroscience and State Key Laboratory of Neuroscience, Shanghai Institutes for Biological Sciences, Chinese Acade- my of Sciences, 320 Yue-Yang Road, Shanghai 200031, China PRKAG2 cardiac syndrome is an autosomal dominant inherited disease resulted from mutations in the PRK- AG2 gene that encodes γ2 regulatory subunit of AMP-activated protein kinase. Affected patients usually develop ventricular tachyarrhythmia and experience progressive heart failure that is refractory to medical treatment and requires cardiac transplantation. In this study, we identify a H530R mutation in PRKAG2 from patients with famil- ial Wolff-Parkinson-White syndrome. By generating H530R PRKAG2 transgenic and knock-in mice, we show that both models recapitulate human symptoms including cardiac hypertrophy and glycogen storage, confirming that the H530R mutation is causally related to PRKAG2 cardiac syndrome.
    [Show full text]
  • The London School of Economics and Political Science Mining
    The London School of Economics and Political Science Mining Enterprises and Regional Economic Development: An Exploratory Analysis of the Sustainable Development Model Nicolas Di Boscio Thesis submitted to the London School of Economics for the degree of Doctor of Philosophy London, March 2010 Declaration I certify that this thesis is solely my own work other than where I have clearly indicated that it is the work of others. The copyright of this thesis rests with the author. Quotation from it is permitted, provided that full acknowledgement is made. This thesis may not be reproduced without the prior written consent of the author. I warrant that this authorization does not, as far as I know, infringe the rights of any third party. I wish to extend my thanks to Rio Tinto for the data and material provided and for their support throughout the investigation. As a Rio Tinto employee at the time of writing, I declare that no attempt to interfere with this work or to influence the results of this research has been made by the company or any of its employees. All the views and conclusions put forward are solely my own and do not necessarily represent those of the corporation. 1 Table of contents Abstract ....................................................................................................................... 11 Introduction ................................................................................................................ 12 Chapter 1 - New developments in growth theory ..................................................
    [Show full text]
  • Ascential Secure
    Ascential Secure Enhanced Health & Safety Standards at Ascential’s Events in a Post-COVID-19 World 1 ​ About Ascential Secure Ascential Secure is our approach to enhanced health and safety standards at our events following COVID-19. From exhibitors to sponsors, speakers, visitors and journalists, those who come to our events do so to gain the information, insights, connections, data and digital tools that they need, effectively and safely. The standards and practices that make up Ascential Secure are designed to provide confidence that at every Ascential event, we are striving to provide the highest standards of safety, hygiene, cleanliness and quality. Whether they are exhibitors, attendees, visitors, speakers or sponsors, people come to events to connect, learn, know more and do more business, effectively, safely and with confidence. Ascential Secure is based on a set of event industry standards, called AllSecure. The AllSecure industry standards were developed collaboratively by a group including industry associations UFI, AEO and SISO, event organisers Informa, Reed Exhibitions and Clarion, a range of event venues, suppliers and with input from health, government and local authorities. Ascential Secure is the way these industry-wide AllSecure standards are being applied to Ascential live events. You can expect to see that health and safety continues to be a priority, and that a range of measures are in place to ensure everyone involved is able to enjoy a safe, hygienic, productive and high-quality organised event experience. As a starting point, Ascential Secure events will be run according to the guidance of the government or official local authority for that location, and according to any venue-specific regulations.
    [Show full text]
  • Annual Report 2020
    In pursuit of progress since Annual report 2020 report Annual Annual report 2020 In pursuit of progress since Annual report 2020 report Annual Annual report 2020 CONTENTS ANNUAL REPORT STRATEGIC REPORT 2 Five-year summary 3 Group overview 4 From the chairman 6 From the chief executive 8 From the editor 9 Business review: the year in detail 13 The Economist Educational Foundation 15 The Economist Group and environmental sustainability 17 Corporate governance: the Wates Principles, our Section 172(1) statement and our guiding principles REPORT AND ACCOUNTS GOVERNANCE 22 Directors 23 Executive team 24 Trustees, board committees 25 Directors’ report 28 Directors’ report on remuneration 31 Financial review CONSOLIDATED FINANCIAL STATEMENTS 35 Independent auditor’s report to the members of The Economist Newspaper Limited 38 Consolidated income statement 39 Consolidated statement of comprehensive income 40 Consolidated balance sheet 41 Consolidated statement of changes in equity 42 Consolidated cashflow statement 44 Notes to the consolidated financial statements COMPANY FINANCIAL STATEMENTS 94 Company balance sheet 95 Company statement of changes in equity 96 Notes to the company financial statements NOTICES 108 Notice of annual general meeting 1 STRATEGIC REPORT Five-year summary 2020 2019 2018 2017 2016 £m £m £m £m £m Income statement—continuing business* Revenue 326 333 329 303 282 Operating profit 31 31 38 43 47 Profit after taxation 21 25 28 39 37 Profit on sale of CQ-Roll Call, Inc - 43 - - - Profit on sale of Economist Complex - - - -
    [Show full text]
  • Annual Report 2012
    BRINGING How we have performed KNOWLEDGE FIN ANCIAL HIGHLIGHTS • Record adjusted diluted EPS up 7.7% to 40.7p (2011: 37.8p), ahead of market expectations TO LIFE • Full year dividend increased by 10.1% – second interim dividend of 12.5p giving a total 2012 dividend of 18.5p (2011: 16.8p) Businesses, professionals and • Revenue broadly flat despite Robbins Gioia and European academics worldwide turn to Informa Conference disposals – £1.23bn (2011: £1.28bn) for unparalleled knowledge, up-to- • Adjusted operating profit up 4.0% to £349.7m the minute information and highly (2011: £336.2m); organic growth of 2.8% specialist skills and services. • Record adjusted operating margin of 28.4% (2011: 26.4%) Our ability to deliver high quality • Adjusted profit before tax of £317.4m up 7.3% (2011: £295.9m) knowledge and services through • Statutory profit after tax of £90.7m (2011: £74.3m) multiple channels, in dynamic and rapidly changing environments, • Strong cash generation – operating cash flow up 5.7% to £329.0m (2011: £311.2m) makes our offer unique and • Balance sheet strength maintained – net debt/EBITDA extremely valuable to individuals ratio of 2.1 times (2011: 2.1 times) and organisations. OPEAI R T ONAL HIGHLIGHTS • Proactive portfolio management drives significant Annual Report & Financial Statements for the year ended December 31 2012 improvement in the quality of Group earnings • Total product rationalisation reduced Group revenue by 2% • Investment in new products, geo-cloning and platform development • Acquisition of MMPI and Zephyr
    [Show full text]
  • Working Paper No. 163
    Working Paper No. 163 Liberation technology: Mobile phones and political mobilization in Africa by Marco Manacorda and Andrea Tesei | April 2016 1 Afrobarometer Working Papers Working Paper No. 163 Liberation technology: Mobile phones and political mobilization in Africa by Marco Manacorda and Andrea Tesei | April 2016 Marco Manacorda is a professor at Queen Mary University of London, a CEP (LSE) research associate, and a CEPR research fellow. Email: [email protected]. Andrea Tesei is a lecturer at Queen Mary University of London and a CEP (LSE) research associate. Email: [email protected]. Abstract Can digital information and communication technology (ICT) foster mass political mobilization? We use a novel geo-referenced dataset for the entire African continent between 1998 and 2012 on the coverage of mobile phone signal together with geo-referenced data from multiple sources on the occurrence of protests and on individual participation in protests to bring this argument to empirical scrutiny. We find that mobile phones are instrumental to mass mobilization during economic downturns, when reasons for grievance emerge and the cost of participation falls. Estimated effects are if anything larger once we use an instrumental variable approach that relies on differential trends in coverage across areas with different incidence of lightning strikes. The results are in line with insights from a network model with imperfect information and strategic complementarities in protest provision. Mobile phones make individuals more responsive to both changes in economic conditions – a mechanism that we ascribe to enhanced information – and to their neighbours’ participation – a mechanism that we ascribe to enhanced coordination.
    [Show full text]
  • The Data Was Provided by Reuters Australia
    Decomposing Intraday Dependence in Currency Markets: Evidence from the AUD/USD Spot Market Jonathan A. Batten ab*, Craig A. Ellis c, Warren P. Hogan d a Graduate School of Management, Macquarie University, CBD Office, Level 3, 51-57 Pitt St, Sydney Australia 2000 b College of Business Administration, Seoul National University, Sillim-Dong, Kwanak-ku, 151- 742, South Korea. c School of Economics and Finance, University of Western Sydney, Locked Bag 1797, Penrith South DC, NSW 1797, Australia d School of Finance and Economics, University of Technology Sydney, Haymarket 2007 NSW, Australia PACS Codes: 02.70, 05.45.Tp, 05.45.Df, 05.40.Fb Keywords: Scaling volatility, long-range dependence, foreign exchange, market microstructure * Corresponding author. Jonathan A. Batten, Graduate School of Management, Macquarie University, CBD Office, Level 3, 51-57 Pitt St., Sydney Australia 2000. Phone: ++61-2-8274- 8344, Fax: ++61-2-8274-8370, Email: [email protected] 1 Decomposing Intraday Dependence in Currency Markets: Evidence from the AUD/USD Spot Market Abstract The local Hurst exponent, a measure employed to detect the presence of dependence in a time series, may also be used to investigate the source of intraday variation observed in the returns in foreign exchange markets. Given that changes in the local Hurst exponent may be due to either a time-varying range, or standard deviation, or both of these simultaneously, values for the range, standard deviation and local Hurst exponent are recorded and analyzed separately. To illustrate this approach, a high-frequency data set of the spot Australian dollar/U.S.
    [Show full text]
  • Reuters Institute Digital News Report 2020
    Reuters Institute Digital News Report 2020 Reuters Institute Digital News Report 2020 Nic Newman with Richard Fletcher, Anne Schulz, Simge Andı, and Rasmus Kleis Nielsen Supported by Surveyed by © Reuters Institute for the Study of Journalism Reuters Institute for the Study of Journalism / Digital News Report 2020 4 Contents Foreword by Rasmus Kleis Nielsen 5 3.15 Netherlands 76 Methodology 6 3.16 Norway 77 Authorship and Research Acknowledgements 7 3.17 Poland 78 3.18 Portugal 79 SECTION 1 3.19 Romania 80 Executive Summary and Key Findings by Nic Newman 9 3.20 Slovakia 81 3.21 Spain 82 SECTION 2 3.22 Sweden 83 Further Analysis and International Comparison 33 3.23 Switzerland 84 2.1 How and Why People are Paying for Online News 34 3.24 Turkey 85 2.2 The Resurgence and Importance of Email Newsletters 38 AMERICAS 2.3 How Do People Want the Media to Cover Politics? 42 3.25 United States 88 2.4 Global Turmoil in the Neighbourhood: 3.26 Argentina 89 Problems Mount for Regional and Local News 47 3.27 Brazil 90 2.5 How People Access News about Climate Change 52 3.28 Canada 91 3.29 Chile 92 SECTION 3 3.30 Mexico 93 Country and Market Data 59 ASIA PACIFIC EUROPE 3.31 Australia 96 3.01 United Kingdom 62 3.32 Hong Kong 97 3.02 Austria 63 3.33 Japan 98 3.03 Belgium 64 3.34 Malaysia 99 3.04 Bulgaria 65 3.35 Philippines 100 3.05 Croatia 66 3.36 Singapore 101 3.06 Czech Republic 67 3.37 South Korea 102 3.07 Denmark 68 3.38 Taiwan 103 3.08 Finland 69 AFRICA 3.09 France 70 3.39 Kenya 106 3.10 Germany 71 3.40 South Africa 107 3.11 Greece 72 3.12 Hungary 73 SECTION 4 3.13 Ireland 74 References and Selected Publications 109 3.14 Italy 75 4 / 5 Foreword Professor Rasmus Kleis Nielsen Director, Reuters Institute for the Study of Journalism (RISJ) The coronavirus crisis is having a profound impact not just on Our main survey this year covered respondents in 40 markets, our health and our communities, but also on the news media.
    [Show full text]
  • Integrated Licensing Agreement
    TERMS AND CONDITIONS: INTEGRATED LICENSING AGREEMENT These Terms and Conditions form part of the Agreement between The Economist Group and Client and refer to words defined in the Integrated Licensing Agreement (or any agreement in which these terms are incorporated by reference). 1. Payment Terms All fees expressed herein are exclusive of sales tax, value added tax, or any other taxes and duties which, if applicable, will be charged to Client in addition to the fees. In addition to the fees, Client will be responsible for the payment of any withholding taxes that may be payable. Travel expenses are not included in the fee(s) and, if such charges are incurred, they will also be charged to Client in addition to the fees. All fees are non- refundable (except as otherwise specified herein) and are due within net 30 days of the invoice date. Payments made after the due date may be (in The Economist Group’s discretion) subject to a late fee equal to the lesser of 1.5% per month or the maximum allowed by law. 2. Licence of Trademarks 2.1 Where The Economist Group gives approval in writing in advance, The Economist Group grants to Client a non-exclusive, non-sub-licensable licence (during the term of this Agreement) to use the “Economist Intelligence Unit”, “Economist Events”, “Economist Films” or “(E) BrandConnect” (as applicable) name and/or logo, for the purpose only of: (i) promoting and marketing the Event(s), or (ii) attributing the Deliverables to Economist Films, Economist Events, EIU or (E) BrandConnect (as applicable) in accordance with this Agreement, PROVIDED THAT in each case (a) these trademarks will only be used in the exact format and specification as directed from time to time by The Economist Group, (b) all advertising, promotional, marketing and other material which feature the trademarks (in any medium or media) will be subject to the prior review by and written approval of The Economist Group before their publication or use, and (c) Client will not modify, amend or add to the content or format of any of the licensed trademarks in any manner.
    [Show full text]
  • Financial Times Enterprise Tools Guide
    FINANCIAL TIMES ENTERPRISE TOOLS GUIDE INTRODUCTION 1 01.1 What is Enterprise Tools? 2 01.2 Why Enterprise Tools? 3 01.3 Who is Enterprise Tools for? 3 ACCESS 4 02.1 Who can access Enterprise Tools? 5 02.2 How do you access Enterprise Tools? (Two-Factor Authentication) 5 FEATURES 10 03.1 Your Overview 12 03.2 Manage Users 14 03.3 Select Topics 17 03.4 Usage Insights 20 ABOUT & CONTACT 26 CONTENTS INTRODUCTION 1 HERE ARE THE KEY THINGS TO KNOW ABOUT ENTERPRISE TOOLS. 01.1 WHAT IS ENTERPRISE TOOLS? Enterprise Tools is a simple, secure, easy-to-use platform that enables the administrators of an organisation’s FT licence to manage users and select topics for them to follow, and review actionable usage insights. We’ve created a dedicated dashboard for each of these key features: Manage Users, Select Topics and Usage Insights. When you make the most of these, you can: Manage your FT licence - quickly and easily See an instant overview of the current status of your licence, so you’re always up to date Add or remove users and reset passwords, in an instant Share relevant content with users Share relevant, personalised content with individuals and teams, so they can make informed decisions – fast Save time and eort finding and collating content, so you can serve your organisation eectively View data on your licence usage Discover relevant, insightful metrics that bring you clarity and understanding Track usage and uptake against a wide variety of metrics Review, measure and report on return on investment – in moments 2 01.2 01.3 WHY ENTERPRISE WHO IS TOOLS? ENTERPRISE TOOLS FOR? We’re constantly gathering feedback and improving our service, to bring our customers Enterprise Tools is for anyone who has the best experience.
    [Show full text]