Sharp Revenue Rebound in First Quarter of 2021
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Devoir De Vigilance: Reforming Corporate Risk Engagement
Devoir de Vigilance: Reforming Corporate Risk Engagement Copyright © Development International e.V., 2020 ISBN: 978-3-9820398-5-5 Authors: Juan Ignacio Ibañez, LL.M. Chris N. Bayer, PhD Jiahua Xu, PhD Anthony Cooper, J.D. Title: Devoir de Vigilance: Reforming Corporate Risk Engagement Date published: 9 June 2020 Funded by: iPoint-systems GmbH www.ipoint-systems.com 1 “Liberty consists of being able to do anything that does not harm another.” Article 4, Declaration of the Rights of the Man and of the Citizen of 1789, France 2 Executive Summary The objective of this systematic investigation is to gain a better understanding of how the 134 confirmed in-scope corporations are complying with – and implementing – France’s progressive Devoir de Vigilance law (LOI n° 2017-399 du 27 Mars 2017).1 We ask, in particular, what subject companies are doing to identify and mitigate social and environmental risk/impact factors in their operations, as well as for their subsidiaries, suppliers, and subcontractors. This investigation also aims to determine practical steps taken regarding the requirements of the law, i.e. how the corporations subject to the law are meeting these new requirements. Devoir de Vigilance is at the legislative forefront of the business and human rights movement. A few particular features of the law are worth highlighting. Notably, it: ● imposes a duty of vigilance (devoir de vigilance) which consists of a substantial standard of care and mandatory due diligence, as such distinct from a reporting requirement; ● sets a public reporting requirement for the vigilance plan and implementation report (compte rendu) on top of the substantial duty of vigilance; ● strengthens the accountability of parent companies for the actions of subsidiaries; ● encourages subject companies to develop their vigilance plan in association with stakeholders in society; ● imposes civil liability in case of non-compliance; ● allows stakeholders with a legitimate interest to seek injunctive relief in the case of a violation of the law. -
Press Release 05.06.2021
PRESS RELEASE 05.06.2021 REPURCHASE OF OWN SHARES FOR ALLOCATION TO FREE SHARE GRANT PROGRAMS FOR THE BENEFIT OF EMPLOYEES Within the scope of its share repurchase program authorized by the April 22, 2021 shareholders' meeting (14th resolution), Kering has entrusted an investment service provider to acquire up to 200,000 ordinary Kering shares, representing close to 0.2% of its share capital as at April 15, 2021, no later than June 25, 2021 and subject to market conditions. These shares will be allocated to free share grant programs to some employees. The unit purchase price may not exceed the maximum set by the April 22, 2021 shareholders' meeting. As part of the previous repurchase announced on February 22, 2021 (with a deadline of April 16, 2021), Kering bought back 142,723 of its own shares. About Kering A global Luxury group, Kering manages the development of a series of renowned Houses in Fashion, Leather Goods, Jewelry and Watches: Gucci, Saint Laurent, Bottega Veneta, Balenciaga, Alexander McQueen, Brioni, Boucheron, Pomellato, DoDo, Qeelin, Ulysse Nardin, Girard-Perregaux, as well as Kering Eyewear. By placing creativity at the heart of its strategy, Kering enables its Houses to set new limits in terms of their creative expression while crafting tomorrow’s Luxury in a sustainable and responsible way. We capture these beliefs in our signature: “Empowering Imagination”. In 2020, Kering had over 38,000 employees and revenue of €13.1 billion. Contacts Press Emilie Gargatte +33 (0)1 45 64 61 20 [email protected] Marie de Montreynaud +33 (0)1 45 64 62 53 [email protected] Analysts/investors Claire Roblet +33 (0)1 45 64 61 49 [email protected] Laura Levy +33 (0)1 45 64 60 45 [email protected] www.kering.com Twitter: @KeringGroup LinkedIn: Kering Instagram: @kering_official YouTube: KeringGroup Press release 05.06.2021 1/1 . -
Registration Document INCLUDING the ANNUAL FINANCIAL REPORT 2016 CONTENTS
Registration Document INCLUDING THE ANNUAL FINANCIAL REPORT 2016 CONTENTS 1 5 PRESENTATION OF THE GROUP 5 FINANCIAL STATEMENTS 135 1.1 / Fnac Darty: creation of a leader 6 5.1 / Groupe Fnac’s consolidated financial statements 1.2 / History 9 as of December 31, 2016 and 2015 136 1.3 / Markets 12 5.2 / Notes to the consolidated financial statements 1.4 / Strategic vectors 15 for the year ended December 31, 2016 142 1.5 / Activities 18 5.3 / Parent company financial statements 210 1.6 / Property portfolio and equipment 27 5.4 / Notes 214 1.7 / Research and Development, patents and licenses 28 5.5 / Material change in financial or commercial position 225 5.6 / Report of the Statutory Auditors on the annual 2 financial statements 226 5.7 / Report of the Statutory Auditors on the consolidated CORPORATE SOCIAL AND ENVIRONMENTAL financial statements 227 RESPONSIBILITY 29 2.1 / Our commitments 30 6 2.2 / Methodology note 31 RISK FACTORS 229 2.3 / Social information 33 6.1 / Strategic and economic risks 230 2.4 / Environmental information 42 6.2 / Operational risks 232 2.5 / Societal information 51 6.3 / Market risks 236 2.6 / Report of the independent third‑party 6.4 / Financial risk 238 on the consolidated social, environmental 6.5 / Insurance 239 and societal data in this Management Report 55 6.6 / Risk management 241 3 7 CORPORATE GOVERNANCE 57 INFORMATION ON THE COMPANY, 3.1 / Administrative, executive and supervisory bodies 58 3.2 / Functioning of the administrative CAPITAL AND SHAREHOLDERS 243 and supervisory bodies 69 7.1 / The Company 244 -
View Annual Report
2016 ANNUAL REPORT CONTENT MESSAGES FROM THE SUPERVISORY BOARD AND THE MANAGEMENT BOARD 02 1 4 Profile of the Group and its Businesses | Financial Report | Statutory Auditors’ Report Financial Communication, Tax Policy on the Consolidated Financial Statements | and Regulatory Environment | Risk Factors 05 Consolidated Financial Statements | 1. Profi le of the Group and its Businesses 07 Statutory Auditors’ Report on 2. Financial Communication, Tax policy and Regulatory Environment 43 the Financial Statements | Statutory 3. Risk Factors 47 Financial Statements 183 Selected key consolidated fi nancial data 184 I - 2016 Financial Report 185 II - Appendix to the Financial Report: Unaudited supplementary fi nancial data 208 2 III - Consolidated Financial Statements for the year ended December 31, 2016 210 Societal, Social and IV - 2016 Statutory Financial Statements 300 Environmental Information 51 1. Corporate Social Responsibility (CSR) Policy 52 2. Key Messages 58 3. Societal, Social and Environmental Indicators 64 4. Verifi cation of Non-Financial Data 101 5 Recent Events | Forecasts | Statutory Auditors’ Report on EBITA forecasts 343 1. Recent Events 344 2. Forecasts 344 3 3. Statutory Auditors’ Report on EBITA forecasts 345 Information about the Company | Corporate Governance | Reports 107 1. General Information about the Company 108 2. Additional Information about the Company 109 3. Corporate Governance 125 6 4. Report by the Chairman of Vivendi’s Supervisory Board Responsibility for Auditing the Financial Statements 347 on Corporate Governance, Internal Audits and Risk 1. Responsibility for Auditing the Financial Statements 348 Management – Fiscal year 2016 172 5. Statutory Auditors’ Report, Prepared in Accordance with Article L.225-235 of the French Commercial Code, on the Report Prepared by the Chairman of the Supervisory Board of Vivendi SA 181 ANNUAL REPORT 2016 ANNUAL REPORT 2016 The Annual Report in English is a translation of the French “Document de référence” provided for information purposes. -
Spring 21 – Global Fashion Industry: Italy PRACT-UG 9200 Wednesdays, 15:30 P.M
Spring 21 – Global Fashion Industry: Italy PRACT-UG 9200 Wednesdays, 15:30 p.m. - 18:15 p.m. Daylight Savings Time starts in Europe on March 27,2021 Blended Villa La Pietra, Le vedute Spring 2021 We know that you may be taking courses at multiple locations this semester. If you are enrolled in this course 100% remotely and are not a Go Local/Study Away student for this course site, please make sure that you’ve completed the online academic orientation via NYU Classes so you are aware of site specific support, policies and procedures. Please contact [email protected] if you have trouble accessing the NYU Classes site. If you are attending in person, you will be instructed to choose your seat on the first day and are expected to use that seat for the entire semester due to NYU COVID-19 safety protocol. Class Description: Prerequisites: none. Global Fashion Industry: Italy will provide students with a deep understanding of the contemporary fashion industry in Italy, as well as of Italy's position in the global fashion arena. The course will drive students through the entire lifecycle of the fashion business, from forecasting trends to retailing, through design, sourcing, product development and production. P articular attention will be dedicated to different marketing aspects of the process, such as: identity building, brand positioning, merchandising, buying, costing, communication. All levels of retail, from luxury to mass market will be covered. The course will end with an analysis of the new challenges, such as sourcing globalization,Sample emerging markets, sustainability and Syllabusgrowing significance of technology. -
Universal Registration Document Including the Annual Financial Report Contents
2019 UNIVERSAL REGISTRATION DOCUMENT INCLUDING THE ANNUAL FINANCIAL REPORT CONTENTS 1 5 PRESENTATION OF THE GROUP 5 FINANCIAL STATEMENTS AFR 191 1.1 / Fnac Darty: our model NFPD 65.1 / Group consolidated fi nancial statements 1.2 / History 14 as of December 31, 2019 and 2018 192 1.3 / Fnac Darty markets and offering 22 5.2 / Notes to the consolidated fi nancial statements 1.4 / Group strategy: Confi ance+ 30 for the year ended December 31, 2019 198 1.5 / Property portfolio and equipment 44 5.3 / Parent company fi nancial statements 280 1.6 / Regulatory environment and changes 45 5.4 / Notes 283 1.7 / Research and Development, patents and licenses 45 5.5 / Material change in fi nancial or commercial positions 297 5.6 / Auditors’ Report on the consolidated fi nancial statements 298 2 5.7 / Auditors’ Report on the annual fi nancial statements 305 CORPORATE SOCIAL RESPONSIBILITY NFPD 47 Introduction 48 6 2.1 / Risks associated with business developments RISK FACTORS AND INTERNAL CONTROL 309 in the sector 52 2.2 / Risks associated with changes in consumer patterns 61 6.1 / Strategic and economic risks 312 2.3 / Risks associated with the environmental impacts 6.2 / Operational risks 315 of the activities conducted 69 6.3 / Legal and regulatory risks 319 2.4 / Risks associated with the integrity of Fnac Darty 6.4 / Financial risks 321 and its partners 80 6.5 / Insurance 322 2.5 / Nature & Découvertes: a strategic acquisition 6.6 / Risk management NFPD 324 that is in line with Fnac Darty’s values 87 2.6 / Methodology note 88 2.7 / Independent Third-Party -
PUMA Relay 2014 Annual Report 2014 Puma Timeline Our Highlights in 2014
PUMA RELAY 2014 Annual Report 2014 PUMA TIMELINE OUR highlights IN 2014 JAN FEB MAR apr maY june julY aUG SEP oct noV DEC evoPOWER Launch “PUMA Lab” Roll-Out World Cup Kit Launch Lexi Thompson’s First Major PUMA Village Closure FIFA World Cup™ in Brazil Arsenal FC Kit Launch “Forever Faster” Campaign Retail Business Relocation Becker OG Release F1-Championship for Hamilton New Global Ambassador Rihanna PUMA introduces its most Together with Foot Locker PUMA reveals the new COBRA PUMA golfer Lexi PUMA continues to optimize The FIFA World Cup™ in PUMA becomes the official kit PUMA’s global ”Forever With the finalization of the PUMA reissues the Becker Lewis Hamilton of PUMA PUMA and Rihanna powerful football boot USA, PUMA starts rolling national kits for its eight Thompson becomes the its organizational setup Brazil proves to be a great partner of top English Premier Faster” campaign, relocation of its Global and OG, the classic mid-top partnered MERCEDES AMG announce a new multi- to date, the evoPOWER. out its “PUMA Lab” retail national football teams second-youngest major – with the closure of the stage for PUMA’s innovative League club Arsenal FC. The the biggest marketing European Retail Organiza- shoe that 17-year-old PETRONAS F1 team wins year partnership, starting Inspired by barefoot concept in over 125 doors heading to the World Cup winner in LPGA Tour PUMA Village Development kits and eye-catching partnership kicks off with the campaign in the company’s tion from Oensingen, Swit- Boris Becker wore during his second drivers’ World January 2015. -
Kering – a Path Towards Sustainable Luxury
Kering – A path towards sustainable luxury Carolina Fernandes Dissertation written under the supervision of Patricia Amaro Machado Dissertation submitted in partial fulfilment of requirements for the MSc in Management with Specialization in Strategy and Entrepreneurship, at the Universidade Católica Portuguesa, 4th January 2019 Abstract Dissertation Title: Kering - A path towards sustainable luxury Author: Carolina Fernandes Keywords: strategic change, dynamic capabilities, firm performance, sustainability, luxury goods Organizations are affected by exogenous shocks such as changes in consumer preferences through time, making it crucial to face these challenges in a way that will lead to a competitive advantage, as well as long-term survival. In order to overcome these situations, firms need to actively change their strategy to successfully adapt to the external environment, by altering, for instance, its technology, structure and processes. Scholars have studied the importance of strategic change, as well as dynamic capabilities, in firm’s success, highlighting the impact of an active process of change and its positive effect on performance. This dissertation focuses on showing a real-life example of a company that changed its processes in order to increase its fit with the external environment. The teaching case focuses on Kering’s path towards becoming a luxury leader in environmental sustainability, transforming its governance structure as well as operational practices. The luxury conglomerate used dynamic capabilities successfully in order to adapt, not to a crisis, but to a gradual change in consumer preferences. This case is a clear example of how important it is for companies to sense potential changes in the external environment, and to take action in order to address those situations in a way that will improve performance in the long-run. -
Press Release Very Good Performance in The
PRESS RELEASE 04.17.2019 VERY GOOD PERFORMANCE IN THE FIRST QUARTER Group revenue in the first quarter of 2019: €3,785.3 million up 21.9% as reported up 17.5% on a comparable basis “Delivering a solid start to 2019, Kering continued to outperform. On top of very strong increases in the first quarter of last year, Gucci, Saint Laurent and our Other Houses all posted excellent revenue growth, fueled by the creativity of their offers and the innovativeness of their execution. As Bottega Veneta implements a fundamental reset, early indicators are highly encouraging. The agility we have put at the heart of our organization positions us well to continue achieving steady, sustainable and profitable growth.” François-Henri Pinault, Chairman and Chief Executive Officer • Sharp growth in Gucci sales (up 20.0% on a comparable basis) on top of very high bases of comparison. • A very solid start to the year for Yves Saint Laurent (up 17.5% on a comparable basis), with balanced growth across all regions. • Contraction in sales for Bottega Veneta (down 8.9% on a comparable basis) and a promising response to Daniel Lee’s first creations. • Very strong momentum at Kering’s Other Houses (up 21.7% on a comparable basis), powered by Balenciaga and Alexander McQueen. Solid performances of Watches and Jewelry. Press Release 04.17.2019 1/5 WorldReginfo - dbd00872-0385-4eb3-8c2b-9a5a8729feca Revenue Q1 2019 Q1 2018(1) Reported Comparable change change (2) (in € millions) Total Houses 3,648.1 2,997.7 +21.7% +17.4% Gucci 2,325.6 1,866.6 +24.6% +20.0% Yves Saint Laurent 497.5 408.2 +21.9% +17.5% Bottega Veneta 248.1 261.2 -5.0% -8.9% Other Houses 576.9 461.7 +25.0% +21.7% Corporate and other 137.2 108.5 +26.5% +21.5% Kering – Continuing operations 3,785.3 3,106.2 +21.9% +17.5% (1) Figures restated for PUMA, Stella McCartney, Volcom and Christopher Kane (IFRS 5). -
Annual Report 2020 PUMA FAMILY Annual Report 2020 ↗ Table of Contents
Annual Report 2020 PUMA FAMILY Annual Report 2020 ↗ Table of Contents TABLE OF CONTENTS 04 TO OUR SHAREHOLDERS 24 SUSTAINABILITY 05 CEO Letter 25 Foreword 09 Report by the Supervisory Board 27 PUMA’s 10FOR25 Sustainability Strategy 35 Social Aspects 44 Health and Safety 14 OUR PEOPLE 46 Environment 15 PUMA family 72 Summary and Outlook 17 Culture 73 GRI Index 22 Personal Journey 90 Deloitte Assurance Statement 2 Annual Report 2020 ↗ Table of Contents 93 COMBINED MANAGEMENT REPORT 163 CONSOLIDATED FINANCIAL FOR THE FINANCIAL YEAR 2020 STATEMENTS 94 Overview 2020 164 Consolidated Statement of Financial Position 98 PUMA Group Essential Information 166 Consolidated Income Statement 98 Commercial Activities and 167 Consolidated Statement of Organizational Structure Comprehensive Income 98 Targets and Strategy 168 Consolidated Statement of Cash Flows 100 Product Development and Design 170 Statement of Changes In Equity 102 Sourcing 172 Notes to the Consolidated 104 Employees Financial Statements 107 Management System 261 Declaration by the Legal Representatives 108 Information regarding the 262 Independent Auditor’s Report Non-financial Report 109 Economic Report 109 General Economic Conditions 270 ADDITIONAL INFORMATION 110 Sales 271 The PUMA Share 112 Regional Development 273 PUMA Year-on-Year Comparison 114 Results of Operations 275 PUMA Group Development 118 Dividends 278 Imprint 119 Net Assets and Financial Position 122 Cash Flow 125 Statement regarding the Business Development and the Overall Situation of the Group 126 Comments on the -
An Adventure of Enterprise
An adventure of enterprise Above all, PPR is the incarnation of a state of mind: the desire and willingness to display entrepreneurship. With boldness and a sense of risk, PPR invests and commits itself to its various businesses, always directed at the same goal: to grow its activities and become the leader. It imposes on each of its brands and companies its own demanding culture of growth and performance. With revenues of nearly € 18 billion in 2006 , PPR is a world leader in two different, but complementary universes: Luxury Goods and Retail. The diversity of its brands and businesses drives its success. Its specifi c balance in terms of products, sales formats, brands, and geographical locations has generated a growth profi le surpassing the average in its markets. Open to the world and backed by the skills and talents of its 78 ,000 employees, PPR makes expertise the core of its development and values and promotes an entrepreneurial spirit. It is a group with cutting-edge talents ahead of its time. As a responsible corporate citizen, it guarantees the conduct of its brands and places human values at the centre of its commitments. 2 2006 FINANCIAL DOCUMENT - PPR Sommaire 1 PPR in 2006 5 2 The Group’s activities : Luxury Goods and Retail 21 3 Financial Information 68 2006 FINANCIAL DOCUMENT - PPR 3 4 2006 FINANCIAL DOCUMENT - PPR 1 PPR in 2006 HISTORY 6 KEY CONSOLIDATED FIGURES 8 THE PPR GROUP 10 A leading player 10 Positioning and strategy 10 Group organisational chart as of 31/12/2006 11 2006 FINANCIAL DOCUMENT - PPR 5 1 PPR IN 2006 History History Established in 1963 by François Pinault in the timber and building material businesses, the PPR group positioned itself in the middle of the 1990s in the Retail sector, in which it soon became a major player. -
Knowthehcain I Questions Regarding Forced Labour Risks in Your Company’S Leather Supply Chain
KNOWTHEHCAIN I QUESTIONS REGARDING FORCED LABOUR RISKS IN YOUR COMPANY’S LEATHER SUPPLY CHAIN In countries including but not limited to Pakistan, Bangladesh and India, leather processing is characterised by hazardous and poor working conditions, which may be early indicators or eventually lead to forced labour.1 In countries including India and China forced labour risks have been documented. Through this questionnaire, KnowTheChain would like to get a better understanding of how your company is addressing risks related to forced labour specifically in its leather supply chain. In answering these questions, please indicate where your company’s policies or practices specifically apply to cattle sourcing, leather processing or leather goods manufacturing countries at risk of forced labour and human trafficking such as Brazil, China and India2 or other countries where you might have identified forced labour risks. Traceability: 1. Leather goods manufacturing: a. In which countries does your company and/or your suppliers manufacture leather goods (option to indicate percentage or volume of supply from each country)? b. What are the names and addresses of your company’s and/or your suppliers’ leather goods manufacturers? Please indicate the nature of your relationship to them, e.g. direct owned or purchasing only (option to indicate workforce data you deem relevant, such as workforce composition (e.g. percentage of informal/migrant/female workforce) or rate of unionisation). What are the names of the persons legally responsible for the production facilities? 2. Leather processing / tanneries: a. In which countries does your company and/or your suppliers process and produce leather? b. What are the names and addresses of your company’s and/or your suppliers’ tanneries? Please indicate the nature of your relationship to them, e.g.