Annual and Sustainability Report 2017/18
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Finnish Shopping Centers 2020 Centers Shopping Finnish Finnish Councilfinnish of Shopping Centers • Suomen Kauppakeskusyhdistys Ry
Succesful and evolving shopping center business – the beating heart of community! Menestyvä ja kehittyvä Finnish Shopping Centers 2020 kauppakeskusliiketoiminta – yhdyskunnan sykkivä sydän! Kauppakeskukset Finnish Council of Shopping Centers Annankatu 24, 2. krs. 00100 Helsinki puh. +358 9 4767 5711 www.kauppakeskusyhdistys.fi Finnish Shopping Centers 2020 Centers Shopping Finnish Kauppakeskukset Finnish Shopping Centers 2014 Centers Shopping Finnish Kauppakeskukset www.kauppakeskusyhdistys.fi Finnish Council of Shopping Centers • Suomen Kauppakeskusyhdistys ry Finnish Shopping Centers 2020 Kauppakeskukset 4 5 Introduction The Finnish Shopping Centers 2020 industry review transparency and knowledge of the sector among they are conveniently accessible. The business mix centers is as part of a community structure which is compiled by the Finnish Council of Shopping investors, customers, traders, and the main stake- changes constantly according to customer needs. is conveniently accessible. The key is to create rele- Centers. It provides a package of information on holders in the sector, both in Finland and abroad. Business proprietors are able to operate in an eco- vant spaces for people and to provide a community shopping centers for everyone interested in the logically and socially responsible way. The shopping hub. The ongoing trend is to provide non-retail uses sector. This is already the fourteenth annual review. Shopping centers are adapting to center business in Finland has reached its 30-year by increasing leisure in shopping centers and also Shopping Centers 2020 contains key figures about continuous change anniversary. It is not yet a mature sector, but it is in town centre regeneration. The mixed-use town the business sector as well as standardised intro- an area with continuous development. -
Kauppakeskus Isokarhun Aukiolot Asiakkaiden Näkökulmasta
Essi Välilä KAUPPAKESKUS ISOKARHUN AUKIOLOT ASIAKKAIDEN NÄKÖKULMASTA Liiketalouden koulutusohjelma 2011 KAUPPAKESKUS ISOKARHUN AUKIOLOT ASIAKKAIDEN NÄKÖKULMASTA Välilä, Essi Satakunnan ammattikorkeakoulu Liiketalouden koulutusohjelma Toukokuu 2011 Ohjaaja: Myntti, Yki Sivumäärä: 63 Liitteitä: 4 Asiasanat: vähittäiskauppa, kauppakeskus, aukioloajat, ostokäyttäytyminen, liikeaikalaki ____________________________________________________________________ Opinnäytetyöni päätarkoituksena oli saada selville, mitä mieltä kauppakeskus IsoKarhun asiakkaat ovat sen nykyisistä, lähiaikoina paljon muutoksia kokeneista aukioloajoista. Tutkin luonnollisesti myös sitä, kuinka tietoisia asiakkaat ovat IsoKarhun nykyisistä uusista aukioloajoista ja miten ne ovat asiakkaiden mielestä esillä. Opinnäytetyöni teoriaosiossa käsittelen ostokäyttäytymistä. Lisäksi käsittelen työssäni yleisesti kauppakeskustoimintaa sekä aukioloaikoja ja niiden muutoksia vuosien varrella. Aihe on melko ajankohtainen, sillä vuoden 2009 marraskuussa hyväksyttiin uusi kauppojen aukioloja säätelevä liikeaikalaki. Lakiuudistus herätti paljon keskustelua, sillä lakiuudistuksella oli hyvin paljon sekä puolestapuhujia että vastustajia. Lakiuudistuksen suurimpia muutoksia olivat sunnuntaiaukiolon vapauttaminen ympärivuotiseksi sekä alle 400 neliömetristen kauppojen aukiolon täydellinen vapautus. Lakiuudistuksen myötä useat liikkeet, kauppakeskus IsoKarhu mukaanlukien, muuttivat aukioloaikojansa. Tutkimus edusti kvantitatiivista eli määrällistä tutkimusta ja tutkimusmenetelmänä käytettiin -
Citycon Annual Report 2007 Annual Report Citycon Business and Property Portfolio
Pohjoisesplanadi 35 AB Tel. +358 9 680 36 70 www.citycon.fi FI-00100 Helsinki, Fax +358 9 680 36 788 [email protected] Finland Annual Report 2007 Contents 2007 Citycon in Brief .....................................................................................................................................1 Citycon as an Investment and Information for Shareholders .............................2 CEO’s Review ...........................................................................................................................................4 Business Environment .....................................................................................................................6 Citycon Annual Report Annual Report Citycon Business and Property Portfolio ...............................................................................................9 Finland ....................................................................................................................................................27 Sweden ...................................................................................................................................................30 Baltic Countries ................................................................................................................................32 Human Resources ...........................................................................................................................34 Profit Performance and Financial Position ..................................................................37 -
Citycon Oyj's Interim Report for 1 January – 30 June 2011
Citycon Oyj's Interim Report for 1 January – 30 June 2011 1 Citycon in Brief Citycon focuses on the shopping centre business in the Nordic and Baltic countries. The company’s shopping centres are actively managed and developed by the company’s professional personnel, working locally. In the Nordic countries, the company is a pioneer in its adherence to the principles of sustainable development in its shopping centre business. Citycon strives to enhance the com- mercial appeal of its properties, taking into account the specific characteristics of each property’s catchment area such as purchas- ing power, competition and consumer demand. The ultimate goal is to create rental premises generating added value to tenants and customers. At the end of June 2011, Citycon owned 36 shopping centres and 45 other retail properties. In addition, the company manages and redevelops one shopping centre without owning it. Of the shopping centres owned by the company, 23 are located in Finland, nine in Sweden and four in the Baltic countries. Contents Summary of the Second Quarter of 2011 Compared with the Previous Quarter Summary of the period January – June 2011 Compared with the Corresponding period of 2010 Key Figures CEO’s Comment Business Environment Short-term Risks and Uncertainties Outlook Changes in the Property Portfolio Financial Performance Statement of Financial Position and Financing Cash Flow Statement Financial Performance of Business Units Finland Sweden Baltic Countries Environmental Responsibility Governance Events after the Reporting Period EPRA Key Performance Measures Interim Condensed Consolidated Financial Statements 1 January-30 June 2011, IFRS Notes to Interim Condensed Consolidated Financial Statements Auditor’s Report CITYCON OYJ'S INTERIM REPORT for 1 January - 30 June 2011 1 Citycon Oyj’s Interim Report for 1 January–30 June 2011 Summary of the Second Quarter of 2011 Compared with the Previous Quarter - Turnover increased to EUR 54.1 million (Q1/2011: EUR 52.0 million). -
A Vibrant City on the Edge of Nature 2019/2020 Welcome to Bodø & Salten
BODØ & SALTEN A vibrant city on the edge of nature 2019/2020 Welcome to Bodø & Salten. Only 90 minutes by plane from Oslo, between the archipelago and south, to the Realm of Knut Hamsun in the north. From Norway’s the peaks of Børvasstidene, the coastal town of Bodø is a natural second biggest glacier in Meløy, your journey will take you north communications hub and the perfect base from which to explore via unique overnight accommodations, innumerable hiking trails the region. The town also has gourmet restaurants, a water and mountain peaks, caves, fantastic fishing spots, museums park, cafés and shopping centres, as well as numerous festivals, and cultural events, and urban life in one of the country’s including the Nordland Music Festival, with concerts in a beautiful quickest growing cities, Bodø. In the Realm of Hamsun in the outdoor setting. Hamsun Centre, you can learn all about Nobel Prize winner Knut Hamsun`s life and works, and on Tranøy, you can enjoy open-air This is a region where you can get close to natural phenomena. art installations against the panoramic backdrop of the Lofoten There is considerable contrast – from the sea to tall mountains, mountain range. from the midnight sun to the northern lights, from white sandy beaches to naked rock. The area is a scenic eldorado with wild On the following pages, we will present Bodø and surroundings countryside and a range of famous national parks. Here, you can as a destination like no other, and we are more than happy immerse yourself in magnificent natural surroundings without to discuss any questions, such as possible guest events and having to stand in line. -
Sparebank 1 Nord-Norge Annual Report 2019 006
SPAREBANK 1 NORD-NORGE ANNUAL REPORT 2019 006 010 012 014 016 017 018 022 048 049 050 052 053 142 146 154 158 160 162 177 182 190 196 198 202 204 213 225 226 Table of contents NORD-NORGE 1 SPAREBANK 006 From the CEO SpareBank 1 Nord-Norge 010 Strategic compasss 012 Our history 014 Important events 016 Branches 017 Organization and company structure 018 Annual report 022 Annual report from the board ANNUAL ACCOUNTS ANNUAL Annual accounts 2019 048 Annual Report – Income statement 049 Annual Report – Balance Sheet 050 Annual Report – Changes in equity 052 Annual Report – Cash Flow Statement 053 Annual accounts – Notes 142 Statement from the Board of Directors and Chief Executive Officer 146 Auditor’s report Operations 154 Group Management 158 Board of Directors 160 Governing bodies OPERATIONS 162 Corporate governance 177 Risk management and internal control 182 Ownership 190 Operations 196 Markets 198 The SpareBank 1- alliansen CORPORATE SOCIAL RESPONSIBILITY SOCIAL CORPORATE 202 The foundations 204 Organisation and HR Corporate social responsibility 213 Sustainability 225 Samfunnsløftet 226 Index Global Reporting Intiative Continued Added Value Uncertainty dominated 2019. Trade wars, Brexit, esc- The financial results for SpareBank 1 Nord-Norge alating levels of conflict in the Middle East as well are affected by the economic temperature of the as climate change resulting in floods and wildfires. region. In addition, SpareBank 1 Nord-Norge have Paradoxically, Northern Norway, and SpareBank 1 gained a good effect by merging insurance compa- Nord-Norge profits from this uncertainty due to nies of SpareBank 1 and DNB. being an export driven region. -
Scandinavia's Leading Shopping
SCANDINAVIA’S LEADING SHOPPING CENTRE GROUP - Part of the Olav Thon Group 2018 OLAV THON Olav Thon is the CEO and founder of the Olav Thon Group, and has since the 1940s operated a comprehensive business. Today the Olav Thon Group is Norway’s leading operator in the property and hotel business. The Olav Thon Foundation was established in December 2013, and all shares in Olav Thon Gruppen AS were gifted by Olav Thon to the foundation. Thon holds a number of directorships connected to the Olav Thon Group, and is also the Chairman of the Olav Thon Foundation. EvenFoto.no THON EIENDOM NORGES LEDENDE EIENDOMSAKTØR Thon Eiendom is the property division of the Olav Thon Group. The Group’s property business covers approximately 500 properties in Norway and abroad, with a total rental value of approximately NOK 5.5 billion. 67 % of rental revenue is raised from commercial premises, including several of Norway’s largest shopping centres. Thon Eiendom is Norway’s biggest shopping centre operator, with 96 centres stretching from Svalbard in the north to Mandal in the south, as well as 11 centres in Sweden. Of these, 78 are wholly or partially owned shopping centres, and 29 are managed on behalf of external owners. Parts of the shopping centre portfolio are marketed and managed under the same brand name: Amfi. 96 shopping centres in Norway 11 shopping centres in Sweden NOK 67.2 billion store revenues in Norway SEK 13.5 billion store revenues in Sweden 200 million visitors annually 6 000 tenants 9 out Norway’s 10 largest shopping centres 3 Latest -
«Hva Kan Norske Kjøpesentre Gjøre for Å Beholde Sin Posisjon I Handelsnæringen?»
«Hva kan norske kjøpesentre gjøre for å beholde sin posisjon i handelsnæringen?» - Dybdeintervju i forbindelse med bacheloroppgave Ved Handelshøyskolen BI, Oslo Nordbyen Viktig informasjon: Vi skriver en oppgave om kjøpesenterbransjen som helhet. Svar derfor gjerne så generelt som mulig på følgende spørsmål. Dersom du har spesielt gode eksempler/ historier fra ditt senter, er det topp om du vil dele med oss! Dette kan bli benyttet i den ferdige oppgaven. GENERELT Hva gjør dere for å skape et attraktivt miljø, og behagelig atmosfære på senteret? S: God belysning, avslapningssoner og inspirerende utstillinger Tilbyr dere, eller kunne dere tenke dere å tilby ulike helsetjenester på deres senter? S: Vi tilbyr ikke, det kunne vært aktuelt å gjøre i fremtiden. Hvor verdifullt er det for dere å engasjere kundene gjennom produkt- demonstrasjoner, konkurranser, smaksprøver etc. på ditt senter? Utgjør dette en merkbar forskjell på kjøpsatferd? Forklar gjerne. S: Dette er verdifullt. Både fordi det øker bevisstheten rundt spesifikke butikker, men også fordi det er en opplevelse for kunden. Det oppleves som en merverdi ved å besøke kjøpesenteret. Det snakkes mye om at det å skape opplevelser for forbrukerne bør være det største fokuset blant kjøpesentrene i dag og i fremtiden. På hvilken måte arbeider dere med dette? Hvordan skaper dere opplevelser for kundene deres? S: Det er flere aspekter ved dette. Hovedsakelig jobbes det aktivt med å arrangere aktiviteter i senteret som engasjerer publikum. Dette blir viktigere i fremtiden for å beholde kjøpesenter som en naturlig møteplass. Hva mener dere er kriteriene for at et kjøpesenter skal fungere som en sosial plattform/ møteplass? (altså et sted hvor kundene møtes, enten bare for å være sammen, men også for å gjøre noe sammen). -
Shoe Stores in Norway Location Map A.Amundsen Skotøyforretning Map
Shoe Stores in Norway This GPS POI file is available here: https://www.gps-data-team.com/poi/norway/shopping/Shoe_Stores-NO.html Location Map A.Amundsen Skotøyforretning Map A/S Eiker Sko Map A/S Nessko Map Aagård Sko AS Map Adolf Andersen Eftf. Map AKROBATEN Map Alan George Maxwell Map Albertsen Sko Map Alf Brustad A/S Map Alf Melhus AS Map Alf Salbu A/S Map Ålgaard Sko Map Andebu Sport & Farge Map Andøy Sport A/S Map Arendal og Omegn GolfKlubb Map Arkaden Sport Og Fritid A/S Map AS Rusle Map AS Skotøihjørnet Map Ås Skotøymagasin Jan Løke Map AS Thor Albertsen Map Asker Sko A/S Map Asker Sko a/s Nesbru Map Atleten A/S Map Atlungstad Golf Drift AS Map Axel Bruun Sport A/S Map B.Kleveland Map Baardsen Eurosko Etne Map Ballangen Energi MX Sport Map Ballerud Golf og Treningsent Map Barth Sport A/S Map Bekkestua Sko A/S Map Bekkestua Sko AS. Avd Famili Map Bergen Golfklubb Map Bergen Golfsenter AS Map Bergset Sko AS Map Bjarne Hall AS Map Bjørn Myhre Sport AS Map Bjørn Stakset Sport AS Map Bjørnefjorden Golfklubb Map Bjugn Sko A/S Map Page 1 Location Map Bøe's Skotøy A/S Map Bratlands Forretning Map Bredal Sko A/S Map Brekke Sport A/S Map Brekstad Sport Map Bremseth Sport A/S Map Brørby Sko Map Brunsviks Sko A/S Map Bryggen Sport A/S Map Bryn Sko AS Map Christiania Sport AS Map Cigill AS Map City Sko Sarpsborg Map City Skomagasin Map Coop Fauske SA Map Coop Høyanger Map Coop Inn-Trøndelag BA Map Coop Midt Troms BA Map Coop Oppdal B/A Map COOP Sør-Gudbrandsdal avd.R Map Coop Sør-Helgeland Avd Gofo Map Coop Steinkjer BA (Globus) Map Corner Sport A/S Map David Lloyd Golf AS Map Din Grønne Skobutik Map Din Sko Ålesund Map Din-Stil AS Map Douglas & Alan Progolf Partn Map Drevelin Ortopedi AS Map Dyrdal Sko AS Map E. -
Sparebank 1 Nord-Norge Annual Report 2018
SPAREBANK 1 NORD-NORGE ANNUAL REPORT 2018 CORPORATE SOCIAL RESPONSIBILITY OPERATIONS ANNUAL ACCOUNTS 2018 SPAREBANK 1 NORD-NORGE CONTENTS TABLE OF OF TABLE SPAREBANK 1 NORD-NORGE 1 SPAREBANK 06 From the CEO SpareBank 1 Nord-Norge 10 Strategic compass 12 Historical background 14 Important events in 2018 16 SpareBank 1 Nord-Norge’s branches 17 Organisational Chart and Company Structure 18 Annual report 22 Annual report from the Board ANNUAL ACCOUNTS Annual accounts 2018 48 Annual report – Income statement 49 Annual report – Balance Sheet 50 Annual report – Changes in equity 52 Annual report – Cash flow Statement 53 Annual report – Notes 146 Declaration by the Board of Directors and CEO 2018 147 Auditor’s report Operations 156 Group management 158 Board of Directors 160 Governing bodies OPERATIONS 162 Corporate governance in SpareBank 1 Nord-Norge 176 Risk management and internal control 183 Ownership 191 Operations 198 SpareBank 1 Nord-Norge Markets 200 SpareBank 1-alliance 204 The Foundations 206 Organisation and HR CORPORATE SOCIAL RESPONSIBILITY SOCIAL CORPORATE Corporate social responsibility 216 Global Reporting Intiative (GRI) 221 Sustainability 232 Samfunnsløftet Photo annual report 2018: Edvard Kristiansen, Marius Fiskum, Tom Benjaminsen and Perspektivet Museum. A STABLE REGION IN SPAREBANK 1 NORD-NORGE 1 SPAREBANK AN UNSTABLE WORLD 4 2018 was a year characterised by global instability. Climate change, trade wars, Brexit and #metoo have filled our news channels. olitical instability in normally stable coun- Our owners obviously benefit from good results. tries such as Sweden were symptoms Equity certificate holders will receive a dividend of that completed the picture. Despite this, NOK 4 per equity certificate. -
Interim Report 1 January – 31 March 2010
Interim Report 1 January – 31 March 2010 CITYCON OYJ | INTERIM REPORT 31 Citycon Oyj’s Interim Report for 1 January – 31 March 2010 Summary of the First Quarter of 2010 Compared with the Previous Quarter - Turnover increased and came to EUR 49.5 million (Q4/2009: EUR 48.9 million) due mainly to added rental income from the newly opened Liljeholmstorget in Stockholm and redeveloped Rocca al Mare in Tallinn, while the turnover growth was reduced by the start-up of new (re)development projects. - Net rental income decreased by 3.2 per cent to EUR 30.6 million (EUR 31.6 million) due mainly to higher property operating expenses than in the previous quarter, reflecting common seasonal fluctuation and the exceptionally cold and snowy winter. - Earnings per share were EUR 0.06 (EUR -0.11). - Direct result per share (diluted) was EUR 0.05 (EUR 0.06). - The fair value change of investment properties was EUR 0.8 million (EUR -38.6 million). The fair value of investment properties was EUR 2,193.5 million (EUR 2,147.4 million). - According to the external appraiser, the average net yield requirement for investment properties remained at the previous quar- ter’s level at 6.6 per cent at the end of the reporting period (6.6%). - Net financial expenses increased to EUR 13.1 million (EUR 12.0 million) due mainly to lower interest capitalization after comple- tion of Rocca al Mare and Liljeholmstorget (re)development projects. - On the basis of Citycon’s loan agreement covenants, Citycon’s interest cover ratio was 2.3x (2.3x) and equity ratio 39.2 per cent (40.6%). -
Citycon Presentations
Citycon's Capital Markets Day 22 September 2010 Tallinn, Estonia Strategy Citycon • wants to be the leading shopping centre owner, operator and developer in the Nordic and Baltic countries. • invests in shopping centres and retail properties in major growing cities with good demographics. • seeks growth through matching acquisitions and property development. • adds value on investment across the portfolio by professional active management produced by in-house strong personnel. • operates by high sustainability standards. • seeks actively joint-venture arrangements with high-class investors and manages investment on their behalf. • has a strong balance sheet with competitive and well diversified funding sources and low financial risk exposures. 2 Q2 2010 Citycon's Financial Position CFO, Executive Vice President Eero Sihvonen Main Points Q2 2010 Q2 2010 (vs. Q1 2010) • The fair value change was EUR 22.9 million (EUR 0.8 m) and the market value of property portfolio was EUR 2,229.5 million (EUR 2,193.5 m) • The valuation yield 6.6% (6.6%) by external appraiser • Net rental income was EUR 31.8 million (EUR 30.6m) • Direct result per share (diluted EPRA EPS) EUR 0.05 (EUR 0.05) Q1-Q2 2010 (vs. Q1-Q2 2009) • Turnover increased by 7.3% to EUR 98.1 million (EUR 91.5m) • Direct result per share (EPRA EPS) EUR 0.10 (EUR 0.11) • Direct result was EUR 21.5 million (EUR 24.2 m) • Net cash from operating activities per share EUR 0.05 (EUR 0.19) due to extraordinary and timing items. • Profit before taxes EUR 52.0 million (EUR -28.7 m), incl.