Annual Report 2019 at a Glance 2019
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Seguimiento De Accesibilidad a La
SEGUIMIENTO DE ACCESIBILIDAD A LA TDT Informe de la CMT sobre accesibilidad de los contenidos televisivos Informe Económico Sectorial 2012 Comisión del Mercado de las Telecomunicaciones CMT Seguimiento de accesibilidad a la TDT ÍNDICE I. INTRODUCCIÓN ......................................................................................................................................................................................................................................................................... 4 Origen de los datos ....................................................................................................................................................................................................................................................................... 4 Operadores y canales incluidos en el informe ......................................................................................................................................................................................... 4 Porcentajes y valores de los servicios de accesibilidad en la programación de los canales según la LGCA 7/2010 ................................................................................................................................................... 5 Canales de programación de nueva emisión .............................................................................................................................................................................................. 6 Información solicitada a los -
A Changing of the Guards Or a Change of Systems?
BTI 2020 A Changing of the Guards or A Change of Systems? Regional Report Sub-Saharan Africa Nic Cheeseman BTI 2020 | A Changing of the Guards or A Change of Systems? Regional Report Sub-Saharan Africa By Nic Cheeseman Overview of transition processes in Angola, Benin, Botswana, Burkina Faso, Burundi, Cameroon, Central African Republic, Chad, Democratic Republic of the Congo, Republic of the Congo, Côte d'Ivoire, Djibouti, Equatorial Guinea, Eritrea, Eswatini, Ethiopia, Gabon, The Gambia, Ghana, Guinea, Guinea-Bissau, Kenya, Lesotho, Liberia, Madagascar, Malawi, Mali, Mauritania, Mauritius, Mozambique, Namibia, Niger, Nigeria, Rwanda, Senegal, Sierra Leone, Somalia, South Africa, South Sudan, Tanzania, Togo, Uganda, Zambia and Zimbabwe This regional report was produced in October 2019. It analyzes the results of the Bertelsmann Transformation Index (BTI) 2020 in the review period from 1 February 2017 to 31 January 2019. Author Nic Cheeseman Professor of Democracy and International Development University of Birmingham Responsible Robert Schwarz Senior Project Manager Program Shaping Sustainable Economies Bertelsmann Stiftung Phone 05241 81-81402 [email protected] www.bti-project.org | www.bertelsmann-stiftung.de/en Please quote as follows: Nic Cheeseman, A Changing of the Guards or A Change of Systems? — BTI Regional Report Sub-Saharan Africa, Gütersloh: Bertelsmann Stiftung 2020. https://dx.doi.org/10.11586/2020048 This work is licensed under a Creative Commons Attribution 4.0 International License (CC BY 4.0). Cover: © Freepick.com / https://www.freepik.com/free-vector/close-up-of-magnifying-glass-on- map_2518218.htm A Changing of the Guards or A Change of Systems? — BTI 2020 Report Sub-Saharan Africa | Page 3 Contents Executive Summary ....................................................................................... -
Annual Report 2019 Contents
Annual Report 2019 Contents 4 Foreword 93 Report of the Supervisory Board 6 Executive Board 102 Consolidated Financial Statements 103 Consolidated Statement of 8 The Axel Springer share Financial Position 10 Combined Management Report 105 Consolidated Income Statement 106 Consolidated Statement of 13 Fundamentals of the Axel Springer Group Comprehensive Income 24 Economic Report 107 Consolidated Statement of 44 Economic Position of Axel Springer SE Cash Flows 48 Report on risks and opportunities 108 Consolidated Statement of Changes in Equity 60 Forecast Report 109 Consolidated Segment Report 71 Disclosures and explanatory report on the Executive Board pursuant to takeover law 110 Notes to the Consolidated Financial Statements 77 Corporate Governance Report 180 Responsibility Statement 181 Independent Auditor’s Report 187 Boards 2 Group Key Figures in € millions Change yoy 2019 2018 Group Revenues – 2.2 % 3,112.1 3,180.7 Digital revenue share1) 73.3 % 70.6 % 2) EBITDA, adjusted – 14.5 % 630.6 737.9 EBITDA margin, adjusted2) 20.3 % 23.2 % 2) EBIT, adjusted – 21.5 % 414.5 527.9 EBIT margin, adjusted 2) 13.3 % 16.6 % Net income – 35.4 % 134.6 208.4 2) Net income, adjusted – 21.5 % 263.7 335.7 Segments Revenues Classifieds Media 0.1 % 1,213.8 1,212.5 News Media – 4.4 % 1,430.9 1,496.2 Marketing Media 0.8 % 421.5 418.3 Services/Holding – 14.4 % 46.0 53.7 EBITDA, adjusted2) Classifieds Media – 3.8 % 468.4 487.2 News Media – 39.3 % 138.5 228.2 Marketing Media 20.3 % 107.8 89.6 Services/Holding − – 84.1 – 67.0 EBIT, adjusted2) Classifieds Media – 7.1 % 377.9 406.7 News Media – 54.4 % 72.1 158.2 Marketing Media 26.1 % 83.3 66.0 Services/Holding − – 118.6 – 103.0 Liquidity and financial position 2) Free cash flow (FCF) – 38.1 % 214.6 346.9 2) 3) FCF excl. -
14Annual Report Contents
14Annual Report Contents 4 Foreword 78 Report of the Supervisory Board 6 Executive Board 86 Consolidated Financial Statements 87 Responsibility Statement 8 The Axel Springer share 88 Auditor’s Report 89 Consolidated Statement of Financial Position 10 Combined Management Report 91 Consolidated Statement of 12 Fundamentals of the Axel Springer Group Comprehensive Income 22 Economic report 92 Consolidated Statement of Cash Flows 41 Economic position of Axel Springer SE 93 Consolidated Statement of Changes in Equity 44 Events after the reporting date 94 Consolidated Segment Report 45 Report on risks and opportunities 95 Notes to the Consolidated 56 Forecast report Financial Statements 61 Disclosures and explanatory report of the Executive Board pursuant to takeover law 158 Boards 65 Corporate Governance Report Group Key Figures Continuing operations in € millions Change yoy 2014 2013 2012 Group Total revenues 8.4 % 3,037.9 2,801.4 2,737.3 Digital media revenues share 53.2 % 47.5 % 42.4 % 1) EBITDA 11.6 % 507.1 454.3 498.8 1) EBITDA margin 16.7 % 16.2 % 18.2 % 2) Digital media EBITDA share 72.1 % 62.0 % 49.4 % 3) EBIT 9.7 % 394.6 359.7 413.6 Consolidated net income 31.9 % 235.7 178.6 190.7 3) Consolidated net income, adjusted 9.3 % 251.2 229.8 258.6 Segments Revenues Paid Models 2.6 % 1,561.4 1,521.5 1,582.9 Marketing Models 10.8 % 794.1 716.5 662.8 Classified Ad Models 27.2 % 512.0 402.6 330.2 Services/Holding 6.1 % 170.5 160.8 161.4 EBITDA1) Paid Models – 2.4 % 244.2 250.1 301.8 Marketing Models 6.0 % 109.7 103.4 98.1 Classified Ad Models -
Becoming Global, Staying Local: the Internationalization of Bertelsmann
170 Hartmut Berghoff Becoming Global, Staying Local 171 2) Random House: book publishing; 3) Gruner+ Jahr: magazine publishing; 6. 2002-2010. In this period, Bertelsmann refocused on its core competencies 4) Arvato: media, communication and other services; and 5) Direct Group: and sold or wound down many of its loss-generating Internet activities. book and media clubs and bookstores. In 2009, Random House and Direct It also divested itself of the music business due to the massive challenge Group had by far the highest international orientation with more than four of free music downloads. The club business entered the final stage of its fifths of their revenue coming from outside Germany. RTL, with almost product cycle, and an increasing number of clubs were sold. The most two-thirds, was slightly above the company's average, while Arvato and dynamic divisions up to the present have been RTL and Arvato, which Gruner+ Jahr were below average but still generated more the half of their have pulled the company back into growth and profitability. income abroad. This transformation occurred in six phases. 1. 1950-1961. In 1950, Bertelsmann began its club strategy, founding the book club "Lesering" in Germany. The record club "Schallplat 10.1 KEY QUESTIONS AND THEORETICAL MODELS OF tenring" followed in 1956. Bertelsmann bought licenses for top-selling INTERNATIONALIZATION 'titles and sold them in high volume at low prices. The German law designed to maintain retail sales prices for books did not apply to The Uppsala model of internationalization states that future multinationals book clubs so that Bertelsmann was able to exploit this loophole and develop competitive advantages in domestic markets before they move abroad. -
Arvato Payments Review Essential Insights for E-Commerce Success in New Markets
Arvato Payments Review Essential insights for e-commerce success in new markets Cross-border e-commerce is opening up a We examined more than 200 primary sources and compiled the most essential information into a convenient guide to each country. world of opportunities for retailers. You can By combining the figures from a wide variety of research, we could reach out to dozens of new markets, and provide a holistic view – rather than relying on a single source. find millions of new customers. E-commerce Each country guide looks at key demographics and financials, the top also puts a world of choice in the hands online retailers, legal requirements, and consumer behaviour and expectations when it comes to things like delivery and returns. We of consumers, who think nothing of going also look in detail at how consumers prefer to pay in each market, identifying local payment heroes and the optimal mix of payment abroad to find what they want. They might be methods. looking for a better price, a better selection As well as success factors, it is also important to understand the or better service. Give them what they want, downsides. We take a close look at risks in each country in terms of the and the world is yours. types of fraud that can emerge and what you can do to minimise your exposure. But you need to know what you are getting into. The consumers in your new markets can behave completelydifferently to the ones In addition to the country guides, you can also compare markets in you know from home. -
Television Advertising Insights
Lockdown Highlight Tous en cuisine, M6 (France) Foreword We are delighted to present you this 27th edition of trends and to the forecasts for the years to come. TV Key Facts. All this information and more can be found on our This edition collates insights and statistics from dedi cated TV Key Facts platform www.tvkeyfacts.com. experts throughout the global Total Video industry. Use the link below to start your journey into the In this unprecedented year, we have experienced media advertising landscape. more than ever how creative, unitive, and resilient Enjoy! / TV can be. We are particularly thankful to all participants and major industry players who agreed to share their vision of media and advertising’s future especially Editors-in-chief & Communications. during these chaotic times. Carine Jean-Jean Alongside this magazine, you get exclusive access to Coraline Sainte-Beuve our database that covers 26 countries worldwide. This country-by-country analysis comprises insights for both television and digital, which details both domestic and international channels on numerous platforms. Over the course of the magazine, we hope to inform you about the pandemic’s impact on the market, where the market is heading, media’s social and environmental responsibility and all the latest innovations. Allow us to be your guide to this year’s ACCESS OUR EXCLUSIVE DATABASE ON WWW.TVKEYFACTS.COM WITH YOUR PERSONAL ACTIVATION CODE 26 countries covered. Television & Digital insights: consumption, content, adspend. Australia, Austria, Belgium, Brazil, Canada, China, Croatia, Denmark, France, Finland, Germany, Hungary, India, Italy, Ireland, Japan, Luxembourg, The Netherlands, Norway, Poland, Russia, Spain, Sweden, Switzerland, UK and the US. -
Das Ende Der Anarchie Die Allianz Zwischen Bertelsmann Und Der Internet-Tauschbörse Napster Könnte Den Elektronischen Handel Revolutionieren
Wirtschaft MUSIKINDUSTRIE Das Ende der Anarchie Die Allianz zwischen Bertelsmann und der Internet-Tauschbörse Napster könnte den elektronischen Handel revolutionieren. Künftig wollen die Anbieter für Musik – und später auch für Texte, Bilder und Filme – Geld verlangen. Aber werden die Nutzer auch zahlen? n den Bars seiner Heimatstadt Brock- Die Dynamik, mit der sich Napster ver- Dazu wird es wohl nicht kommen. Am ton bekommt Shawn Fanning noch nicht breitet hat, ist beispiellos, die Probleme Dienstag vergangener Woche gab der Ber- Ieinmal ein Budweiser. Mit seinen 19 Jah- sind es allerdings auch: Die großen Musik- telsmann-Konzern in New York überra- ren ist der Studienabbrecher nach den Ge- konzerne fühlen sich durch Fannings Ak- schend eine Allianz mit Napster bekannt. setzen des US-Bundesstaates Massachusetts tivitäten in ihrer Existenz bedroht – und Der Medienriese will sich an dem Tausch- zu jung, um ein Bier bestellen zu dürfen. überzogen ihn mit Urheberrechtsklagen. ring beteiligen und bekommt so auf einen Doch er ist alt genug, um weltweit die Für kurze Zeit musste der Dienst sogar Schlag Zugriff auf Millionen potenzieller Musikindustrie zu erschüttern. eingestellt werden, denn was Napster Kunden. Bertelsmann will den Charakter Vor anderthalb Jahren hat Fanning harmlos „file sharing“ (Daten miteinander von Napster als Tauschbörse bewahren, Napster erfunden, einen Musikbasar, auf teilen) nennt, ist für die meisten Enter- mit dem kleinen, aber feinen Unterschied, dem Internet-Nutzer kostenlos Songs ih- tainment-Konzerne nichts anderes als kri- dass künftig für den Erhalt von Musik ge- rer Lieblingsbands tauschen können. Mit minelles Raubkopieren. zahlt werden soll. seinem Projekt hat der junge Hobby- Dabei hat Napster bisher keinen Weg Das aber kann nur funktionieren, wenn Programmierer eine Entwicklung in Gang gefunden, mit dem eigenen Angebot Geld neben der Bertelsmann-Musiktochter gesetzt, die selbst nach den Maßstäben des zu verdienen. -
Annual Report 2009
Annual Report 2009 Digitization INNOVATION CultureFREEDOM CommitmentChange Bertelsmann Annual Report 2009 CreativityEntertainment High-quality journalism Performance Services Independence ResponsibilityFlexibility BESTSELLERS ENTREPRENEURSHIP InternationalityValues Inspiration Sales expertise Continuity Media PartnershipQUALITY PublishingCitizenship companies Tradition Future Strong roots are essential for a company to prosper and grow. Bertelsmann’s roots go back to 1835, when Carl Bertelsmann, a printer and bookbinder, founded C. Bertelsmann Verlag. Over the past 175 years, what began as a small Protestant Christian publishing house has grown into a leading global media and services group. As media and communication channels, technology and customer needs have changed over the years, Bertelsmann has modifi ed its products, brands and services, without losing its corporate identity. In 2010, Bertelsmann is celebrating its 175-year history of entrepreneurship, creativity, corporate responsibility and partnership, values that shape our identity and equip us well to meet the challenges of the future. This anniver- sary, accordingly, is being celebrated under the heading “175 Years of Bertelsmann – The Legacy for Our Future.” Bertelsmann at a Glance Key Figures (IFRS) in € millions 2009 2008 2007 2006 2005 Business Development Consolidated revenues 15,364 16,249 16,191 19,297 17,890 Operating EBIT 1,424 1,575 1,717 1,867 1,610 Operating EBITDA 2,003 2,138 2,292 2,548 2,274 Return on sales in percent1) 9.3 9.7 10.6 9.7 9.0 Bertelsmann Value -
PARTNER PROFILE 2015 Partnerpartner Pprofilerofile C/Oc/O Ppopop 2015
PARTNER PROFILE 2015 PARTNERPartner PprofileROFILE C/OC/O PpopOP 2015 CONTENTS c/o pop Festival 06 Locations 08 Bands & Acts 12 Press Coverage 14 c/o pop Convention 16 Feedback 18 Speakers & Panelists 20 Partner & Sponsors 2014 23 Contact 24 3 Partner profile C/O pop 2015 Partner profile C/O pop 2015 C/O pop 2015 “C/O POP: THIS IS WHERE musICIANS, 19—23 A FANS AND BusINEss PEOPLE COME UGUS T TOGETHEr – aN URBAN, DIVERSE AND UNIQUE FESTIVAL!“ Make your brand and your product part of this unforgettable feeling. At c/o pop, you can reach urban young people, opinion leaders and music lovers! On the following pages, you will find out more about the festival, the convention and the possibilities for partners, promoters and sponsors. We offer you a variety of options for being part of at c/o pop: Promotional activities of all kinds, media integrations, brand and product presence on site or your own partner events within the framework of the festival and the convention. We would be happy to create a tailor-made solution for your brand and your product at c/o pop! C/O POP MARKETING & SPONSORING Jutta Unger Tel: +49 221 998 911 00 Mail: [email protected] 4 5 KELIS PARTNER PROFILE C/O POP 2015 PARTNER PROFILE C/O POP 2015 C/O POP cOLOGNE MUSIC FESTIVAL elBOW MOUNT KIMBIE Five days, over 30,000 visitors, 60 concerts and parties in 30 different locations and around 100 artists from 20 countries: urban and diverse! The c/o pop festival’s recipe for success is simple: musically, the c/o pop festival has been offering a good mix of established artists and newcomers since 2004, including electro, indie, and related styles as well as international and national acts. -
BMG Rights Management V. Cox Communications
BMG Rights Management (US)LLC et al v. Cox Enterprises, Inc. et al Doc. 703 IN THE UNITED STATES DISTRICT COURT FOR THE EASTERN DISTRICT OF VIRGINIA Alexandria Division __________________________________________ ) BMG RIGHTS MANAGEMENT (US) ) LLC, and ROUND HILL MUSIC LP, ) ) Civil No. 1:14-cv-1611 Plaintiffs, ) ) Hon. Liam O’Grady v. ) ) COX COMMUNICATIONS, INC., and ) COXCOM, LLC, ) ) Defendant s. ) __________________________________________) MEMORANDUM OPINION In this copyright action, the putative owners of more than 1,400 musical composition copyrights seek to hold Cox Communications, Inc. and Cox Com, LLC (collectively, “Cox”) contributorily and vicariously liable for alleged copyright infringement taking place over its high-speed internet service. At the close of extensive discovery, the parties cross-moved for summary judgment. Following oral argument, the Court issued an Order (Dkt. No. 675) granting in part and denying in part Plaintiffs’ Motion for Partial Summary Judgment (Dkt. No. 310) and denying Cox’s Motion for Summary Judgment (Dkt. No. 305) for the reasons stated in this memorandum opinion. I. Background Cox provides high-speed internet service to customers nationwide. Plaintiffs BMG Rights Management (US), LLC (“BMG”) and Round Hill Music LP are the putative owners or administrators of approximately 1,400 musical composition copyrights. Plaintiffs allege users of 1 Dockets.Justia.com Cox internet service employ BitTorrent, a type of peer-to-peer (“P2P”) file sharing, to illegally upload and download music files, thereby violating Plaintiffs’ exclusive rights. A. BitTorrent The innovation of P2P file sharing is that it allows “user’s computers [to] communicate directly with each other,” rather than through a central server. -
Phonographic Performance Company of Australia Limited Control of Music on Hold and Public Performance Rights Schedule 2
PHONOGRAPHIC PERFORMANCE COMPANY OF AUSTRALIA LIMITED CONTROL OF MUSIC ON HOLD AND PUBLIC PERFORMANCE RIGHTS SCHEDULE 2 001 (SoundExchange) (SME US Latin) Make Money Records (The 10049735 Canada Inc. (The Orchard) 100% (BMG Rights Management (Australia) Orchard) 10049735 Canada Inc. (The Orchard) (SME US Latin) Music VIP Entertainment Inc. Pty Ltd) 10065544 Canada Inc. (The Orchard) 441 (SoundExchange) 2. (The Orchard) (SME US Latin) NRE Inc. (The Orchard) 100m Records (PPL) 777 (PPL) (SME US Latin) Ozner Entertainment Inc (The 100M Records (PPL) 786 (PPL) Orchard) 100mg Music (PPL) 1991 (Defensive Music Ltd) (SME US Latin) Regio Mex Music LLC (The 101 Production Music (101 Music Pty Ltd) 1991 (Lime Blue Music Limited) Orchard) 101 Records (PPL) !Handzup! Network (The Orchard) (SME US Latin) RVMK Records LLC (The Orchard) 104 Records (PPL) !K7 Records (!K7 Music GmbH) (SME US Latin) Up To Date Entertainment (The 10410Records (PPL) !K7 Records (PPL) Orchard) 106 Records (PPL) "12"" Monkeys" (Rights' Up SPRL) (SME US Latin) Vicktory Music Group (The 107 Records (PPL) $Profit Dolla$ Records,LLC. (PPL) Orchard) (SME US Latin) VP Records - New Masters 107 Records (SoundExchange) $treet Monopoly (SoundExchange) (The Orchard) 108 Pics llc. (SoundExchange) (Angel) 2 Publishing Company LCC (SME US Latin) VP Records Corp. (The 1080 Collective (1080 Collective) (SoundExchange) Orchard) (APC) (Apparel Music Classics) (PPL) (SZR) Music (The Orchard) 10am Records (PPL) (APD) (Apparel Music Digital) (PPL) (SZR) Music (PPL) 10Birds (SoundExchange) (APF) (Apparel Music Flash) (PPL) (The) Vinyl Stone (SoundExchange) 10E Records (PPL) (APL) (Apparel Music Ltd) (PPL) **** artistes (PPL) 10Man Productions (PPL) (ASCI) (SoundExchange) *Cutz (SoundExchange) 10T Records (SoundExchange) (Essential) Blay Vision (The Orchard) .DotBleep (SoundExchange) 10th Legion Records (The Orchard) (EV3) Evolution 3 Ent.