Privatization: Article 6 Paradigms and Politics
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Monthly Ranking of Brokerage Firms 01/09/2018 - 30/09/2018
Month: 2018-09 Monthly Ranking of Brokerage Firms 01/09/2018 - 30/09/2018 EGX Information Center - Monthly Ranking of Brokerage Firms Page 1 Issued on : 01/10/2018 01/09/2018 - 30/09/2018 Brokerage Firms in Terms of Value Traded (Main Market - OTC - NILEX) Volume Value Traded % of # of # Brokerage Firm Traded (LE) Total Trades (Share) 1 Financial Brokerage Group 6,722,889,142 17.7% 641,074,707 46,480 2 Commercial International Brokerage company (CIBC) 2,897,758,232 7.6% 446,497,430 58,700 3 Beltone Securities Brokerage 2,434,066,653 6.4% 382,741,289 32,793 4 Pharos Securities 2,360,244,245 6.2% 242,045,477 17,047 5 Arab African International Securities 2,344,724,462 6.2% 147,489,664 10,106 6 Hermes Securities Brokerage 2,154,876,769 5.7% 778,888,588 55,347 7 Arqaam Securities Brokerage 1,752,661,044 4.6% 143,967,772 27,418 8 Pioneers Securities 1,343,291,915 3.5% 534,035,101 57,215 9 Mubasher International For Securities 965,250,854 2.5% 362,095,597 41,397 10 Naeem Brokerage 945,885,668 2.5% 315,440,142 25,466 11 Sigma Securities Brokerage 934,307,496 2.5% 321,416,657 31,886 12 HSBC Securities Egypt S.A.E 859,787,800 2.3% 24,591,458 7,176 13 HC Brokerage 727,084,286 1.9% 120,338,782 19,027 14 Arabeya Online Securities 718,347,298 1.9% 335,448,129 33,686 15 Prime Securities Brokerage 602,869,331 1.6% 122,262,766 11,786 16 Shuaa securities 599,308,708 1.6% 180,864,539 15,334 17 Egyptian Arabian Company(Themar) 480,005,229 1.3% 183,291,230 20,275 18 Ifa Securities Brokerage 401,523,234 1.1% 221,943,955 8,319 19 Metro Co. -
Share Capital
SHARE CAPITAL CAPITAL STRUCTURE The table below sets out details relating to our share capital as at the Latest Practicable Date. Authorised share capital(1): 3,600,000,000. Common Shares 7,200,000,000. Class A Preferred Shares Issued, fully paid or credited as fully paid(2): 3,256,724,482. Common Shares in issue 2,108,579,606. Class A Preferred Shares in issue 12. Golden Shares in issue Notes: (1) The By-laws authorise the issue of shares forming part of the authorised share capital of the Common Shares and the Class A Preferred Shares by the Board without any further approval by Shareholders. (2) Including 47,375,394 Common Shares and 99,649,571 Class A Preferred Shares in treasury. TWO CLASSES OF SHARES Our share capital is currently divided into two classes of shares: (i) Common Shares and (ii) Preferred Shares. The two classes of Shares were first issued at the time of our incorporation on 11 January 1943. The Preferred Shares are further divided into Class A Preferred Shares and Golden Shares. All of the issued Shares are registered shares with no nominal value. In accordance with our privatisation deed, the Shareholders’ meeting held after the privatisation approved the introduction of the Golden Share to be exclusively owned by the Brazilian Government which carried special veto rights over certain matters specified in the By-laws. After subsequent share splits, there are now 12 Golden Shares in issue. All of the Golden Shares are owned by the Brazilian Government. For more information on the rights attached to the Golden Shares, please refer to “Voting rights” below. -
2021-2022 Biennial BUDGET 2021 - 2022 CITY of GOLDEN, COLORADO BUDGET and CAPITAL PROGRAMS
CITY OF GOLDEN 2021-2022 Biennial BUDGET 2021 - 2022 CITY OF GOLDEN, COLORADO BUDGET AND CAPITAL PROGRAMS 2021 – 2022 Golden Downtown General Improvement District Budget 2021-2022 Downtown Development Authority Budget 2021 Budget Adopted by Resolution of the Golden City Council on December 3, 2020 2019 GOLDEN CITY COUNCIL Laura Weinberg, Mayor Robert Reed, Ward I Paul Haseman, Ward II Jim Dale, Ward III Bill Fisher, Ward IV JJ Trout, District I Casey Brown, Mayor Pro-Tem District II Submitted by: Jason Slowinski City Manager 2021Ͳ2022CITYOFGOLDENBIENNIALBUDGET TABLEOFCONTENTS INTRODUCTION BudgetMessage...................................................................................................................1 BudgetCalendar..................................................................................................................15 CitizensBudgetAdvisoryCommitteeMessage...................................................................17 GFOADistinguishedBudgetPresentationAward................................................................19 ϮϬϮϭͲϮϬϮϮBudgetSummaryFundTypeDescriptions.........................................................20 ϮϬϮϭͲϮϬϮϮFundStructureChart.........................................................................................24 ϮϬϮϭBudgetSummaryRevenueandExpenditureChartofallFunds.................................25 ϮϬϮϮBudgetSummaryRevenueandExpenditureChartofallFunds.................................26 ϮϬϮϭBudgetSummary–ByFundType.............................................................................27 -
Limited but Not Lost: a Comment on the ECJ's Golden Share Decisions
Fordham Law Review Volume 72 Issue 5 Article 35 2004 Limited But Not Lost: A Comment on the ECJ's Golden Share Decisions Christine O'Grady Putek Follow this and additional works at: https://ir.lawnet.fordham.edu/flr Part of the Law Commons Recommended Citation Christine O'Grady Putek, Limited But Not Lost: A Comment on the ECJ's Golden Share Decisions, 72 Fordham L. Rev. 2219 (2004). Available at: https://ir.lawnet.fordham.edu/flr/vol72/iss5/35 This Article is brought to you for free and open access by FLASH: The Fordham Law Archive of Scholarship and History. It has been accepted for inclusion in Fordham Law Review by an authorized editor of FLASH: The Fordham Law Archive of Scholarship and History. For more information, please contact [email protected]. COMMENT LIMITED BUT NOT LOST: A COMMENT ON THE ECJ'S GOLDEN SHARE DECISIONS Christine O'Grady Putek* INTRODUCTION Consider the following scenario:' Remo is a large industrialized nation with a widget manufacturer, Well-Known Co. ("WK") which has a strong international reputation, and is uniquely identified with Remo. WK is an important provider of jobs in southern Remo. Because of WK's importance to Remo, for both economic and national pride reasons, Remo has a special law (the "WK law"), which gives the government of southern Remo a degree of control over WK, all in the name of protection of the company from unwanted foreign takeovers and of other national interests, such as employment. The law caps the number of voting shares that any one investor may own, and gives the government of Southern Remo influence over key company decisions by allowing it to appoint half the board of directors. -
Assertions, the Golden Share Was Not a Condition Ofthe 1997 Enron/PGE Merger Transaction" and in Fact, PGE Did Not Create T
assertions, the golden share was not a condition ofthe 1997 Enron/PGE merger transaction" and in fact, PGE did not create this golden share mechanism until after Enron declared bankruptcy. Once Enron declared bankruptcy in 2001, PGE worked with S&P to develop a structure to avoid future downgrades ofPGE's bond ratings. PGE opted to issue one share with special voting rights with respect to any voluntary action by PGE regarding bankruptcy. PGE chose the holder ofthe share; neither the Oregon Public Utility Commission ("OPUC") nor its staff directly selected the shareholder. In 2002, OPUC approved PGE's application seeking authority to issue the single share of $1.00 par value Junior Preferred Stock in order to further insulate PGE from the effects of the Enron bankruptcy. 80 Thus, CPB is mistaken when it claims: "In fact ... as the DPS Staffs Policy Panel testified on cross-examination by the CPB, it was the existence of a golden share provision that was the entire reason why Portland was not dragged into the Enron bankruptcy" (CPB JB at 17). This misses the key point: because the so-called "golden share" provision in Oregon was not implemented until after Enron filed for bankruptcy protection. what the case actually shows is that state regulators have the means and ability, even after a holding company bankruptcy, to work cooperatively with a utility to protect itself from the effects of a parent's bankruptcy. Staff's third and final example claims that an LPE mechanism was required as a condition of the Mid-American Holding Company C'Mid-American") and PacitiCorp merger 79 In the merger order, POE was directed to maintain its own long-term debt ratings and preferred stock ratings for as long as it had preferred stock outstanding; to maintain the common equity portion of its capital structure at 48 G/o or higher unless a different level was approved; and to file information and disclosure notices for affiliated interest transactions. -
Lack of Proportionality Between Ownership and Control: Overview and Issues for Discussion
LACK OF PROPORTIONALITY BETWEEN OWNERSHIP AND CONTROL: OVERVIEW AND ISSUES FOR DISCUSSION Issued by the OECD Steering Group on Corporate Governance, December 2007 At its meeting on 14 November 2007 the Steering Group on Corporate Governance agreed on a common position based on the OECD Principles of Corporate Governance about the issue of whether there should be proportionality between ownership and control (also known as one-share-one-vote) in listed companies. Corporate Affairs Division, Directorate for Financial and Enterprise Affairs Organisation for Economic Co-operation and Development 2 rue André-Pascal, Paris 75116, France www.oecd.org/daf/corporate-affairs/ 2 Lack of proportionality between ownership and control TABLE OF CONTENTS SUMMARY AND CONCLUSIONS .............................................................................................................. 4 Summary of main findings ........................................................................................................................... 4 Conclusions .................................................................................................................................................. 5 LACK OF PROPORTIONALITY BETWEEN OWNERSHIP AND CONTROL: OVERVIEW AND ISSUES FOR DISCUSSION .......................................................................................................................... 6 1. Introduction ......................................................................................................................................... -
Privatisation and Supply Chain Management: on the Effective Alignment of Purchasing and Supply After Privatisation/Andrew Cox, Lisa Harris, and David Parker
Privatisation and Supply Chain Management Privatisation and Supply Chain Management brings together two of the most important issues in current management thinking: the impact of privatisation on the performance and behaviour of the companies involved, and the increasingly important role of purchasing and supplier relationships. The notion that efficiency is improved with privatisation is critically examined, as is the idea that privatised organisations have recognised the importance of the procurement role and developed both their procurement functions and supplier relationships so as to enhance competitiveness. Grounded in economic theory, and providing rich case study material, this volume makes a major contribution to an increasingly important area. It will be of interest to students and researchers in economics, business and management studies and specialist courses in procurement management. Andrew Cox is Professor of Strategic Procurement Management and Director of the Centre for Strategic Procurement Management at Birmingham Business School, University of Birmingham, UK. Lisa Harris works in supply management for the BMW/Rover Group. David Parker is Professor of Business Economics and Strategy and Head of the Strategic Management Group at the Aston Business School, Aston University, Birmingham, UK. Routledge studies in business organizations and networks 1 Democracy and Efficiency in the Economic Enterprise Edited by Ugo Pagano and Robert Rowthorn 2 Towards a Competence Theory of the Firm Edited by Nicolai J.Foss and Christian -
Alterfactual History and the 1984-5 Miners' Strike
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of Salford Institutional Repository ALTERFACTUAL HISTORY AND THE 1984-5 MINERS’ STRIKE Article for Capital and Class April 2005 Dr. Ralph Darlington, School of Management, University of Salford, Salford M5 4WT [email protected] - - 1 INTRODUCTION In the early 1970s Britain was swept by a wave of militant industrial struggle, the depth and political character of which was unprecedented since the 1920s, both in terms of the sheer scale of strike activity involved and because it witnessed some of the most dramatic confrontations between unions and government in postwar Britain. One of the most notable high points of struggle was the 1972 miners’ strike for higher wages, which delivered the miners their ‘greatest victory’ (Hall, 1981) and inflicted a devastating defeat on the Conservative government headed by Edward Heath. The strike, with its mass pickets, provided a vivid illustration of the power and confidence of shopfloor union organization that had been built up in the post-war period (Darlington and Lyddon, 2001; Lyddon and Darlington, 2003). Although the miners won another victory in 1974, culminating in a general election that brought down the Heath government, this strike was altogether a much more passive dispute compared with 1972, with a tight control on picketing under TUC-supported guidelines of only six pickets imposed by the NUM executive. A much more marked contrast occurred with the 1984-5 miners’ strike, which took place against the backcloth of a deep economic recession, an avalanche of redundancies and closures, and a neo-liberal Conservative government headed by Margaret Thatcher that displayed its resolve to fight with and beat any trade-union (the ‘enemy within’) that sought to challenge its authority. -
Financial Market Trends 79
Recent Privatisation Trends* I. Introduction and summary Over the past two decades, privatisation has become a key ingredient in eco- nomic reform in many countries. In the last decade alone, close to one trillion US dollars (USD) worth of state-owned enterprises have been transferred to the private sector in the world as a whole. The bulk of privatisation proceeds have come from the sale of assets in the OECD member countries. Privatisation have affected a range of sectors such as manufacturing, banking, defence, energy, trans- portation and public utilities. The privatisation drive in the 1990s was fuelled by the need to reduce budgetary deficits, attract investment, improve corporate effi- ciency and liberalising markets in sectors such as energy and telecommunications. The second half of the 1990s brought an acceleration of privatisation activity espe- cially among the members of the European Monetary Union (EMU), as they started to meet the requirements of the convergence criteria of the Maastrich Treaty. After a decade of growth, global privatisation proceeds in 2000 stood at USD 100 billion,1 down by almost one third from the levels attained in 1999 (Table 1). Much of the decline took place in the OECD countries, which saw their traditionally high share of world privatisation proceeds reduced. Nevertheless, the OECD area continued to account for well over half of global proceeds (Figure 1), the bulk of which came from members of the European Union (EU). * This article was prepared by Ladan Mahboobi, Corporate Affairs Division. The data are from the OECD Privatisation Database and have been prepared by Ayse Bertrand of the Financial Statistics Unit. -
Reluctant Privatization
Reluctant privatization Bernardo Bortolotti 1 and Mara Faccio 2 Abstract We study the evolution of the control structure a large sample of privatized firms in OECD countries and find evidence broadly consistent with the concept of “reluctant privatization”, defined as the transfer of ownership rights in State-owned enterprises without a corresponding transfer of control rights. Indeed, as of 2000, governments are the largest shareholder or use special control powers to retain voting control of 62.4% of privatized firms. However, contrary to accepted theory, greater government control over privatized firms does not negatively affect market valuation. In fact, government stakes are positively and significantly related to peer-adjusted market-to-book ratios. Results are not driven by the choice of the benchmark, reverse causality or by agency costs associated with private ownership. Rather, it appears that the relationship documented reflects more frequent financial aid (bailouts) accruing to privatized firms that remain under government control. Keywords: Privatization, Corporate Governance JEL ns: L33, D72, G15, H6, K22 1 Università di Torino, Department of Economics and Finance, Corso Unione Sovietica, 218 bis, Torino 10134, Italy; Phone: (+39) 02 52036968; Fax: (+39) 02 52036946; email: [email protected]. 2 Vanderbilt University, Owen Graduate School of Management, 401 21st Avenue South, Nashville, TN 37203, U.S.A.; Phone: (+1) 615 322-4075; Fax: (+1) 615 343-7177; email: [email protected]. Utpal Bhattacharya played an -
Reflections on the EU's System of Checks and Balances in the Age
21 Revisiting the State’s Role in the Private Sector: Reflections on the EU’s System of Checks and Balances in the Age of Covid-19 Peter Alexiadis Introduction Long before the advent of the Covid-19 pandemic, there was a growing consensus across the European Union that over a decade of austerity since the market failures of the financial crisis of 2008 had weakened the ability of many sovereign states’ institutions to deliver key public services.1 In response to the financial crisis, EU Member States felt compelled to prop up their corners of the international financial system through huge cash injections into ailing banks that were funded by taxpayers, and the European Commission (the ‘Commission’) supported them in those efforts.2 * Peter Alexiadis, partner at Gibson, Dunn & Crutcher – Brussels, Visiting Professor/King’s College, London. The author would like to thank the research efforts of his colleagues, Idil Kart, Konstantinos Sidiropoulos and Teodor Asenov, in bringing together this article. 1 Eg, refer to, inter alia, Benjamin Mueller, ‘What Is Austerity and How Has It Affected British Society?’ New York Times (New York, 24 February 2019); Odysseas Christou, Christina Ioannou and Anthos Shekeris, ‘Social Cohesion and the State in times of Austerity’, Friedriche Ebert Stiftung, September 2013. 2 See Adrian Blundell-Wignall and Paul Atkinson, ‘The Sub-Prime Crisis: Causal Distortions and Regulatory Reform’, Lessons from the Financial Turmoil of 2007 and 2008 (2008) www.rba.gov.au/publications/confs/2008/pdf/blundell-wignall-atkinson.pdf; Sol Trumbo Vila, ‘The Bail-out Business in the EU: 1.5 trillion Euros to rescue ailing banks in EU’, Euractiv, 23 February 2017; refer, eg, to the long list of Commission state aid decisions involving the financial services sector adopted over the period 2008–2014 https:// ec.europa.eu/competition/elojade/isef/index.cfm?fuseaction=dsp_result&policy_area_ id=3 accessed 27 November 2020. -
Britain's Civil War Over Coal
Britain’s Civil War over Coal Britain’s Civil War over Coal: An Insider's View By David Feickert Edited by David Creedy and Duncan France Britain’s Civil War over Coal: An Insider's View Series: Work and Employment By David Feickert Edited by David Creedy and Duncan France This book first published 2021 Cambridge Scholars Publishing Lady Stephenson Library, Newcastle upon Tyne, NE6 2PA, UK British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Copyright © 2021 by Jing Feickert All rights for this book reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. ISBN (10): 1-5275-6768-0 ISBN (13): 978-1-5275-6768-9 Dedicated by David Feickert to Marina and Sonia and to the lads who so often took him away from them, his family, for ten years. In memory of Kevin Devaney, miner, lecturer, trade unionist, political activist—a good friend and wry observer of coal mining life. In memoriam David Feickert 1946-2014 TABLE OF CONTENTS List of Figures............................................................................................ ix List of Tables .............................................................................................. x Foreword ................................................................................................... xi Preface ....................................................................................................