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Integrated Report 2020 Index
INTEGRATED REPORT 2020 INDEX 4 28 70 92 320 PRESENTATION CORPORATE GOVERNANCE SECURITY METHODOLOGY SWORN STATEMENT 29 Policies and practices 71 Everyone’s commitment 93 Construction of the report 31 Governance structure 96 GRI content index 35 Ownership structure 102 Global Compact 5 38 Policies 103 External assurance 321 HIGHLIGHTS 74 104 Glossary CORPORATE STRUCTURE LATAM GROUP EMPLOYEES 42 75 Joint challenge OUR BUSINESS 78 Who makes up LATAM group 105 12 81 Team safety APPENDICES 322 LETTER FROM THE CEO 43 Industry context CREDITS 44 Financial results 47 Stock information 48 Risk management 83 50 Investment plan LATAM GROUP CUSTOMERS 179 14 FINANCIAL INFORMATION INT020 PROFILE 84 Connecting people This is a 86 More digital travel experience 180 Financial statements 2020 navigable PDF. 15 Who we are 51 270 Affiliates and subsidiaries Click on the 17 Value generation model SUSTAINABILITY 312 Rationale buttons. 18 Timeline 21 Fleet 52 Strategy and commitments 88 23 Passenger operation 57 Solidary Plane program LATAM GROUP SUPPLIERS 25 LATAM Cargo 62 Climate change 89 Partner network 27 Awards and recognition 67 Environmental management and eco-efficiency Presentation Highlights Letter from the CEO Profile Corporate governance Our business Sustainability Integrated Report 2020 3 Security Employees Customers Suppliers Methodology Appendices Financial information Credits translated at the exchange rate of each transaction date, • Unless the context otherwise requires, references to “TAM” although a monthly rate may also be used if exchange rates are to TAM S.A., and its consolidated affiliates, including do not vary widely. TAM Linhas Aereas S.A. (“TLA”), which operates under the name “LATAM Airlines Brazil”, Fidelidade Viagens e Turismo Conventions adopted Limited (“TAM Viagens”), and Transportes Aéreos Del * Unless the context otherwise requires, references to Mercosur S.A. -
Corporate Governance in This Section
Corporate governance In this section Corporate Governance 54 Chairman’s introduction to Corporate governance 56 Board of Directors 58 Corporate governance 69 Report of the Audit and Compliance Committee 72 Report of the Nominations Committee 75 Report of the Safety Committee 76 Report of the Remuneration Committee INTERNATIONAL AIRLINES GROUP Annual Report and Accounts 2016 Strategic report Strategic “ 2016 has really tested the Group. governance Corporate However, the quality of our brands, our core management allied with IAG’s unique structure are our key assets to face these Financial statements head-winds. The Board remains enthusiastic and confident about the future.” information Additional Antonio Vázquez Chairman In compliance with the Financial Reporting Council’s UK Corporate Governance Code, the company has prepared the Corporate Governance Report that follows. www.iairgroup.com 54 Chairman’s introduction to corporate governance An efficient Board support that creates value “The IAG Board continues to evolve in important ways and in a challenging economic and political environment over the last 12 months has proved itself to be highly effective in supporting the Group’s management and adding value.” Antonio Vázquez Chairman The main role of the Board of Directors is to supervise the During the year Sir Martin Broughton stepped down as Deputy Group’s day-to-day management, helping them to create a Chairman and Senior Independent Director, having served for profitable and sustainable business and to maximise the value six years on the IAG Board and 10 years at British Airways. He is of the Company for the long term. succeeded by Patrick Cescau as Senior Independent Director. -
Spain's Multinationals: the Dynamic Part of an Ailing Economy (WP)
Spain’s Multinationals: the Dynamic Part of an Ailing Economy (WP) William Chislett Area: International Economy and Trade / Europe Working Paper 17/2011 15/9/2011 Elcano Royal Institute Madrid – Spain http://www.realinstitutoelcano.org/wps/portal/rielcano_eng 1 Spain’s Multinationals: the Dynamic Part of an Ailing Economy (WP) William Chislett * Contents (1) Summary (2) Background (3) Current Situation (4) Telecommunications: Telefónica (5) Energy: Repsol YPF and Gas Natural Fenosa (6) Banks: Santander and BBVA (7) Electricity: Iberdrola and Gamesa (8) Construction and Infrastructure: Ferrovial, Acciona, ACS, FCC, Sacyr Vallehermoso and OHL (9) Other Multinationals: Abengoa, Acerinox, CAF, Ebro Puleva, Iberostar, Indra, La Seda, Mapfre, Mondragon Cooperative Corporation, NH Hoteles, Prisa, Prosegur and Sol Meliá (10) Family‐owned Multinationals: Antolín‐Irausa, Inditex, Pronovias, Roca and Talgo (11) Brands (12) The Paradox of Exports (13) Conclusion Appendix (a) Foreign Direct Investment Outflows by Selected Country, 1990‐2010 (US$ billion) Appendix (b) Outward Stock as a percentage of GDP by Selected Country, 1990‐2010 Appendix (c) Net Foreign Direct Investment Inflows of Spain and the United States in Latin America and the Caribbean (US$ million), 2005‐10 Selective bibliography (1) Summary Spain’s outward direct investment continues to rise. At the end of 2010, it stood at US$660.1 billion, higher than Italy’s and Germany’s in GDP terms. More than 20 companies have attained leading positions in their respective fields in the global market. Meanwhile, exports have become the engine of economic growth. While the US, the UK, Germany, France and Italy have lost global market share to varying degrees over the last decade, mainly to China and other emerging countries, Spain’s share of world merchandise exports has remained virtually unchanged. -
British Airways Plc Annual Report and Accounts Year Ended 31
British Airways Plc Annual Report and Accounts Year ended 31 December 2013 British Airways Plc Company registration number : 1777777 Contents Officers and professional advisers 1 Strategic and directors’ reports Strategic report Management review 2 Financial review 5 Principal risks and uncertainties 8 Directors’ report 10 Directors’ responsibilities statement in relation to the financial statements 12 Independent auditors’ report 13 Group financial statements Group consolidated income statement 14 Group statement of other comprehensive income 15 Balance sheets 16 Cash flow statements 17 Statements of changes in equity 18 Notes to the accounts 19 Operating and financial statistics 68 Fleet table 69 Principal investments 70 Glossary 71 Subsidiary undertakings 72 British Airways Plc Officers and professional advisers Directors Keith Williams (Executive Chairman) Alison Reed (Deputy Chairman) Nick Swift (Chief Financial Officer) Andrew Crawley Frank van der Post Ken Smart Gavin Patterson Garrett Copeland Julia Simpson Secretary Andrew Fleming Registered office Waterside PO Box 365 Harmondsworth UB7 0GB Parent company International Consolidated Airlines Group S.A. Calle Velázquez 130 Madrid, 28006 Spain Independent auditors Ernst & Young LLP 1 More London Place London SE1 2AF 1 BBAA AAR&AR&A 22013013 AA4.indd4.indd 1 003/03/20143/03/2014 16:3416:34 Strategic report The Directors present their strategic report for the year ended 31 December 2013. British Airways (‘BA’ or ‘the Group’) is the UK’s largest international scheduled airline and one of the world’s leading global premium airlines. The Group’s principal place of business is London with significant presence at Heathrow, Gatwick and London City airports. Operating one of the most extensive international scheduled airline networks, together with its joint business agreements, code share and franchise partners, BA flies to more than 400 destinations worldwide. -
Enterprise Risk Management
Enterprise Risk Management Business Continuity, Risk and Crisis Management Thursday 24th and Friday 25th February 2011 PANEL OF KEY SPEAKERS The future Development of Risk and Crisis Management Thursday 24th and Friday 25th February 2011 rd 3 Annual event – Barcelona, Spain Hotel 1898**** Eyvind Aven Adrian Clements Vice President Strategic Risk CFO - General Manager You will learn : Risk Management Asset Risk Statoil ArcelorMittal Risk Management in the Information Technology Integrating ERM and Governance Principles Strategic Decision through ERM Global ERM framework Enterprise Wide Risk Management through Ri Francisco Perez Olivier Moumal Systems & Technologies Risk Management Director Vice President Risk Risk Governance: ERM framework Endesa Electric Management Improve Profitability and Reduce Risk through Belgacom Sustainability Business Process Setting Risk Limits and Optimising Risk Management Using Business Intelligence to turn risk into profit Maurizio Micale Dr Tamer Saka Identifying wholesale enterprise fraud Corporate Risk Management & Managing Director Turkish Financial Risk Management Insurance Director EuroAsian Integrating risk management in the decision- ST Microelectronics Willis making Process Incorporating ERM into Business Processe without a Heavy Overhead Organization Dr Simon Rogerson Changing interconnections of the risk department Herbert Broens Chief Risk Officer - Europe Excellence in Risk Management Techniques Former Head of Risk Head of Financial Trading Chartis Insurance Bayer AG SPONSORS -
Lord Marshall of Knightsbridge 1933-2012 Lord Marshall of Knightsbridge by 1976, Marshall Was Appointed President and Chief Executive
The magazine for everyone in British Airways Special Edition Lord Marshall of Knightsbridge 1933-2012 Lord Marshall of Knightsbridge By 1976, Marshall was appointed president and chief executive. As chief executive of British Airways in the early 1980s, Lord Marshall Reaching the top rung of the US corporate ladder was a remarkable of Knightsbridge led the state-owned corporation into successful achievement for a British executive at that time – one that led the way private ownership, placing UK civil aviation at the competitive forefront for others in later decades. of world air transport. By 1980, Marshall was a prized business asset and was being He went on to lead the airline for a total of 21 years and is probably headhunted by several major corporations. In the end, he was attracted most closely associated with BA. Yet, Lord Marshall had already made by an offer to return to the UK with Sears Holdings, the giant retail his name as an outstanding entrepreneur in North America and around group, in readiness to become chief executive. the world and went on to be recognised as one of Britain’s few, Under Margaret Thatcher’s premiership, Britain had a new business internationally-acclaimed business leaders. edge, with free-market sights set on state-owned industries including Described as a ‘business polymath’, his career embraced an air transport and plans to wholly privatise BA were passed in the Civil extraordinary range of major companies in many different sectors. Lord Aviation Act of 1980. It was an inauspicious time for such a move. The Marshall also devoted much time and expertise to public service duties, world was in the grip of recession which had serious effects on the especially championing British interests around the world, notably airline industry. -
La Emergencia Climática Acecha Al Banco Santander
MONGOLIA 23 MANUEL GALOFRÉ, UNO DE LOS ARTÍFICES DEL REFLOTAMIENTO DE EDITORIAL MONG SL, consiguió muy a su pesar algo realmente increíble: que ‘Mongolia’ fuera a misa. Galofré falleció súbitamente en agosto, y el pasado 27 de septiembre la iglesia de Nuestra Señora del Carmen, en la avenida Diagonal Barcelona, se quedó pequeña para el funeral en su memoria. Ahí estaba representada también ‘Mongolia’, en homenaje a un hombre bueno que heredó unas cuentas inextricables y las dejó niqueladas por puro afán de servicio. Si milagros así son posibles, quién sabe, ¿no? EL ESPACIO DE M ONGOLIA PARA LAS NOTICIAS REALES A PARTIR DE AQUÍ, SI SE RÍE ES COSA SUYA Chartered. Dos de los cinco ban- cos (HSBC y Banco Santander) son importantes accionistas del Grupo Prisa, editor de El País y de la Cade- na Ser. El HSBC ha llegado a tener hasta el 14% de las participaciones y a estar en el Consejo de Administra- ción, aunque su participación se ha ¿ diluido tras la última reestructura- BANCO ción de capital. Por su parte, el Ban- co Santander controla en torno al 5% del capital del grupo, pero su im- portancia va mucho más allá de es- ta cifra: el banco de Ana Patricia Bo- ECOLOGISTA? tín se ha convertido en el elemento central de la reconversión del gru- po de comunicación al aportar tam- LA EMERGENCIA bién la financiación para las suce- sivas ampliaciones de capital e in- cluso nombrar al presidente no eje- cutivo del grupo, Javier Monzón, y CLIMÁTICA ACECHA hasta mantenerlo, a pesar de su im- putación en el caso Púnica por su etapa al frente en Indra, acusada de AL BANCO ejercer de “instrumento de desvío de fondos públicos” para financiar al PP madrileño. -
NUEVAS FORMAS De COLONIZACIÓN ESPAÑOLA En El PERÚ
NUEVAS FORMAS de COLONIZACIÓN ESPAÑOLA en el PERÚ En la actualidad, Francisco Pizarro, el viejo villano español que conquistó estas tierras, cambió de nombre y de aspecto. Ahora lleva corbata, traje y maletín y se codea con todos los ministros, el presidente de la república y con todas las personas influyentes y adineradas del país. Ahora se llama César Alierta (presidente ejecutivo de Telefónica), Alfonso Cortina (gerente de la Repsol), Manuel Pizarro (presidente de Endesa), José Antonio Colomer (gerente del BBVA), etc. Observatorio de Transnacionales Cusco – 2003 Nuevas formas de colonización española en el Perú Mireia Parera, Observatorio de Transnacionales www.ojotransnacional.org Cusco, setiembre de 2003 Ediciones “La hormiga” la propiedad de este texto es del pueblo, se permite toda reproducción y difusión 2 El nacimiento de las multinacionales españolas y su proceso de expansión en Latino América. 1 Las multinacionales españolas nacen en la década de los ochenta, en una ola de crisis del capitalismo mundial, animadas por el nuevo contexto tecnológico (la "revolución" de las tecnologías de la información) y político-institucional (el neoliberalismo) y forzadas también por el nuevo proceso de apertura de la economía española al calor de la integración en la Unión Europea. La inversión de éstas empresas crece especialmente en los 90. En este proceso, el gobierno español jugó un papel importante estableciendo un marco legal liberalizador que consistió en la reducción de requisitos legales para los flujos capitales salientes, la disposición de fondos públicos para apoyar las inversiones, creación de seguros para proteger las inversiones y la firma de acuerdos bilaterales y multilaterales de protección de inversiones. -
FTSE Publications
2 FTSE Russell Publications FTSE EDHEC-Risk Efficient 19 August 2021 Eurozone Indicative Index Weight Data as at Closing on 30 June 2021 Index weight Index weight Index weight Constituent Country Constituent Country Constituent Country (%) (%) (%) 1&1 AG 0.12 GERMANY Continental 0.79 GERMANY Henkel KG Pref 0.21 GERMANY A2A 0.25 ITALY Covestro AG 0.22 GERMANY Henkel Kgaa ORD 0.1 GERMANY Aalberts NV 0.31 NETHERLANDS Covivio 0.24 FRANCE Hera 0.19 ITALY ABN AMRO Bank NV 0.45 NETHERLANDS Credit Agricole 0.18 FRANCE Hermes International S.C.A. 0.86 FRANCE Acciona S.A. 0.33 SPAIN Cts Eventim 0.22 GERMANY Hochtief 0.15 GERMANY Accor 0.15 FRANCE Daimler AG 0.17 GERMANY Huhtamaki 0.2 FINLAND Ackermans & Van Haaren 0.66 BELGIUM Danone 0.64 FRANCE Iberdrola 0.1 SPAIN ACS Actividades Cons y Serv 0.13 SPAIN Dassault Aviation S.A. 0.14 FRANCE Icade 0.42 FRANCE Adidas 0.11 GERMANY Dassault Systemes 0.15 FRANCE Iliad 0.39 FRANCE Adyen 0.46 NETHERLANDS Delivery Hero SE 0.35 GERMANY IMCD NV 0.23 NETHERLANDS Aegon NV 0.18 NETHERLANDS Deutsche Bank 0.16 GERMANY Imerys 0.24 FRANCE Aena SME SA 0.23 SPAIN Deutsche Boerse 0.25 GERMANY Inditex 0.14 SPAIN Aeroports de Paris 0.28 FRANCE Deutsche Lufthansa AG 0.53 GERMANY Infineon Technologies AG 0.36 GERMANY Ageas 0.43 BELGIUM Deutsche Post 0.14 GERMANY ING Group CVA 0.18 NETHERLANDS Ahold Delhaize 0.36 NETHERLANDS Deutsche Telekom 0.12 GERMANY Inmobiliaria Colonial S.A. -
STRENGTHENING International Airlines Group
INTERNATIONAL AIRLINES GROUP ANNUAL REPORT AND ACCOUNTS 2013 STRENGTHENING International Airlines Group 2013 Annual Report and Accounts WorldReginfo - 934e378d-e49b-4677-aa26-426a76bd662c Three years after our creation, International Airlines Group (IAG) has continued to STRENGTHEN its position. REVENUE OPERATING PROFIT (before exceptional items) +6.2% at constant €770m currency up €793m 1,000 5 7 20,000 770 18,67 18,11 8 600 485 16,339 14,79 15,000 5 22 13,456 200 3 -910 0 -2 10,000 -200 5,000 -600 0 -1,000 ‘09‘10 ‘11‘12 ‘13 ‘09‘10 ‘11‘12 ‘13 NON-FUEL UNIT COSTS PRODUCTIVITY LOAD FACTOR PASSENGER UNIT REVENUE -2.7% +4.3% +0.5 points +3.7% at constant at constant currency currency This is a measure of how This measures the amount The number of revenue Passenger revenue we manage costs, which of capacity (ASKs) that passenger kilometres flown divided by capacity to a large extent are our employees deliver expressed as a percentage (ASKs). This reflects both under our control. It is on average each year of the number of available the changes in prices we total non-fuel costs divided (ASKs divided by average seat kilometres flown. charge and the change by capacity (Available Seat number of employees). in volume of our sales. Kilometres ‘ASKs’). WorldReginfo - 934e378d-e49b-4677-aa26-426a76bd662c Group overview Governance Financial overview Financial statements Additional information Table of contents 2 Strengthening Financial overview 76 Operating and market environment Group overview 78 Financial review Introduction 88 Risk management and -
Challenges for Spanish Investments in the Energy Sector in Latin America
Challenges for Spanish Investments in the Energy Sector in Latin America Carlos Seiglie Professor Department of Economics Rutgers University Newark, NJ 07102 [email protected] In Latin America and the Caribbean, the beginning of the 1990’s showed a fairly small increase in FDI, yet by 1993 the rate of foreign direct investment was growing at a rate of 30% per year (see Baer and Miles, 2001 for details). There were several factors that account for this new trend. First, the economic policies of the receiving countries, as well as of the source countries impacted on both the size of the flows, as well as the sectors to which they were directed. In particular, the decade saw the maturation of the region both politically, and more importantly, economically in terms of the policies adopted by the member countries. These included changes in macroeconomic policies, as well as structural and legal reforms emphasizing the benefits of the market (see Stein and Daude, 2001). Finally, the privatization of state-run enterprises in the region provided a vehicle for the transfer of capital across the globe. Yet the start of the new millennium has shocked the pattern established previously. While the 1980’s was the “lost decade” for Latin America, the first decade of the millennium could prove to be equally costly for the “mother country” of Spain. In this paper, I explore why the risks of FDI increased in general and proportionately more for Spain, in particular in the energy sector. The next section provides an overview of the major Spanish firms operating in Latin America. -
Gas Natural Fenosa Finance B.V. (Incorporated with Limited
Gas Natural Fenosa Finance B.V. (incorporated with limited liability under the laws of The Netherlands and having its statutory domicile in Amsterdam) €1,000,000,000 UNDATED 8 YEAR NON-CALL DEEPLY SUBORDINATED GUARANTEED FIXED RATE RESET SECURITIES unconditionally and irrevocably guaranteed on a subordinated basis by Gas Natural SDG, S.A. (incorporated with limited liability under the laws of the Kingdom of Spain) The €1,000,000,000 Undated 8 Year Non-Call Deeply Subordinated Guaranteed Fixed Rate Reset Securities (the “Securities”) are issued by Gas Natural Fenosa Finance B.V. (the “Issuer”) and unconditionally and irrevocably guaranteed on a subordinated basis by Gas Natural SDG, S.A. (the “Guarantee”, and the “Guarantor” or “Gas Natural SDG”, respectively). Pursuant to the terms and conditions of the Securities as described in “Terms and Conditions of the Securities” (the “Conditions”), the Securities will bear interest on their principal amount (i) at a fixed rate of 4.125 per cent. per annum from (and including) the Issue Date to (but excluding) the First Reset Date (as defined in the Conditions) payable annually in arrear on 18 November in each year, with the first Interest Payment Date (as defined below) commencing on 18 November 2015; and (ii) from (and including) the First Reset Date (as defined in the Conditions), at the applicable 8 year Swap Rate in respect of the relevant Reset Period, plus: (A) in respect of the period commencing on the First Reset Date to (but excluding) 18 November 2024, 3.353 per cent. per annum; (B) in respect of the period commencing on 18 November 2024 to (but excluding) 18 November 2042, 3.603 per cent.