JLT Annual Report 2016
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Where There's Talent, There's Korn Ferry
Where there’s talent, there’s Korn Ferry. 2015 Annual Report The right TALENT Aligned to the business STRATEGY Ignites UNIMAGINABLE SUCCESS for our clients 1 Maximizing leadership and talent to create true competitive advantage is a complex business. At Korn Ferry, it is our business. And while the breadth and depth of our expertise is vast, there is one constant. Whether it’s through attraction, development or engagement, we empower organizations to activate and accelerate their strategy through their people. Dear stockholders In today’s complex, globalized business world, our clients IN FISCAL 2015, KORN FERRY: are finding that growth is still incredibly difficult to sustain. To be relevant and meaningful to customers and clients, • Achieved record fiscal year fee revenue CEOs are increasingly demanding an engaged, motivated of $1.028 billion, up almost 10% year-over-year and productive workforce that can innovate, is highly at constant currency agile and can drive growth across borders. • Reported $1.76 of diluted earnings per share, For Korn Ferry, the opportunity this presents is enormous. up 19% year-over-year CEOs have long claimed that people are their most • Maintained our No. 1 position among the competitive asset – but all too often, that’s been just talk. “Big 5” global search firms Today, leaders who don’t truly embrace this view and are unable to reward and inspire their people to innovate • Generated 42% of our revenue outside and disrupt, will be at a distinct disadvantage. of Executive Recruitment Through advances in technology, joined with data and • Integrated all of our developed and acquired decades of statistically validated research, our firm can now intellectual property into a single assessment measure and assess which leaders will likely be successful and development platform – Korn Ferry’s in any given role, organization, industry and geography. -
In Whom Do We Trust: Optimist Visionaries Or Cynical Pragmatists?
25 Years of Educating Leaders 1990-2015 In Whom Do We Trust: Optimist Visionaries or Cynical Pragmatists? Waldorf Astoria New York December 16 and 17, 2015 Leadership Partners Brunswick Group Deloitte IBM Korn Ferry PepsiCo UPS CNBC YALE CEO SUMMIT David P. Abney Chief Executive Officer UPS Marc F. Adler Founder & Chairman Macquarium Intelligent Communications J.M. Allain President & Chief Executive Officer Trans-Lux Corporation Maxwell L. Anderson Executive Director New Cities Foundation Donald A. Baer Worldwide Chair & CEO Burson-Marsteller Bruce Batkin Chief Executive Officer Terra Capital Partners Kimberly W. Benston President Haverford College Stephen Berger Chairman Odyssey Investment Partners *Saul J. Berman Chief Strategist IBM Global Business Services Richard J. Berry Mayor Albuquerque, New Mexico # *Jeff Black Senior Partner & Vice Chairman Deloitte & Touche LLP Frank Blake Retired Chairman & CEO The Home Depot Adam M. Blumenthal Founder & Managing Partner Blue Wolf Capital Partners # Patrick Boyle SVP & Chief Learning Officer UL Byron Brown Mayor Buffalo, New York Michael S. Burke Chairman & Chief Executive Officer AECOM Zoe Chance Professor Yale School of Management Murali Chandrashekaran Professor, Sauder School of Business University of British Columbia James S. Chanos Managing Partner Kynikos Associates Elaine L. Chao 24th US Secretary of Labor Chair, Ruth Mulan Chu Chao Foundation David Chun Chief Executive Officer Equilar Sanford R. Climan President Entertainment Media Ventures John H. Clippinger Chief Executive Officer ID3 Geoff Colvin Editor & Columnist FORTUNE Marshall Cooper Chief Executive Officer Chief Executive Group Wayne Cooper Executive Chairman Chief Executive Group Zack Cooper Professor Yale University • Summit Sponsor # CEO College Participant YALE CEO SUMMIT Mick Cornett Mayor Oklahoma City, Oklahoma R. -
JLT – a Strong Foundation for Growth Growing Presence in China
2011 vol.1 Thistle The Magazine of Jardine Matheson Group Managing Director Discusses Further Opportunities in Beijing > page 3 Midnight Gun Heralds New Year > page 5 Gammon Named Leading Graduate Employer > page 21 JLT – A Strong Foundation for Growth Growing Presence in China As we enter the Chinese New Year of the Rabbit, our attention has been drawn particularly to the Group’s existing businesses in mainland China and the potential for further growth there. On recent visits to Beijing, Chongqing and Guangzhou, I and my senior management colleagues, have been impressed by what we have seen and with the long-term plans for future development in these areas. I am confident that the Group’s long-established relationships with mainland China place it in a good position to make the most of new opportunities as they arise. Jardine Lloyd Thompson (JLT), which can trace its origins back to Canton in 1836, is a good example of a Group business focused on expansion in China through organic growth and acquisitions. As our feature on pages 14-19 reflects, JLT is also centred on developing its specialist businesses of risk and employee benefits across its global network. Anthony Nightingale At the Centre 2 Group Managing Director Discusses Further Opportunities in Beijing Asia Pacific Regional Board Meeting Held in Indonesia MINDSET and Jardine Ambassadors Programmes 3 Launched in Singapore … Leadership 8 Hongkong Land Celebrates Completion of One Central Macau Marina Bay Link Mall is in Business Mandarin Oriental to Open in Shanghai 8 JOS Acquisition -
JLT Annual Report 2017
GLOBAL SPECIALISTS Annual Report 2017 FRONT COVER JLT provides services to two of the top four world’s largest communications network manufacturers. CONTENTS 2 Global Specialists STRATEGIC REPORT 4 Financial Highlights This section contains information comprising 5 Where we Operate the Company's Strategic Report. It includes 6 Our Mission, Strategy & Values an introduction to JLT with a review of 2017, 7 Our Colleagues, Clients and Culture including performance highlights, information 8 Our Businesses at a Glance 10 JLT International Network on our colleagues, our culture and our mis- 11 Chairman’s Statement sion, strategy and values. It also includes the 14 Chief Executive’s Review Chairman's Statement, Chief Executive’s and 18 Market Factors impacting JLT Finance Director’s Reviews as well as details 21 Our Business Model of our markets, business model, strategic 22 Reviewing & Delivering our Strategy progress, operations and key risks. 25 Key Performance Indicators 26 Group Executive Committee 27 Review of Operations 36 Finance Director’s Review 41 Risk Management Report 47 Corporate Responsibility 57 Corporate Governance Report CORPORATE 67 Audit & Risk Committee Report GOVERNANCE 75 Nominations Committee Report 78 Directors’ Remuneration Report This section includes a review of our corpo- 91 Directors’ Report rate governance and summaries of the work of our Board and its Committees. 100 Independent Auditors’ Report FINANCIAL STATEMENTS 107 Consolidated Income Statement This section includes the Group and Company 108 Consolidated -
The Profit Power of Corporate Culture: the Impact of Inclusive Leadership
The Profit Power of Corporate Culture: The Impact of Inclusive Leadership Minority Corporate Counsel Association Private and Confidential Today’s Panel Stuart Alderoty José Gonzalez Executive Vice President, Chief Legal Officer, General Counsel & QBE North America Corporate Secretary, Citi Group Inc. Cynthia Dow Tina Shah Paikeday Managing Director, Executive Director, Global Legal Practice Leader, Global D&I Consulting Services Russell Reynolds Associates Russell Reynolds Associates Private and Confidential 2 The Inclusion Index: Inclusion Factors Employee Outcomes Key Employee Outcomes Working Across Leveraging of Different Workplace Respect Differences Perspectives The extent to which A measurement of how an The extent to which different employees from all organization facilitates viewpoints and backgrounds backgrounds experience a respectful, collaborative, and are welcomed and respectful workplace free of productive interactions and strategically leveraged within implicit and explicit offenses understanding between the organization to gain a employees of all backgrounds competitive advantage Leadership Voice & Influence Commitment The extent to which The extent to which employees of all backgrounds leadership within the are given a voice, as well as organization supports and influential representation in advances the efforts of Inclusion leadership diversity and inclusion Factors Employee Recruitment, Accommodating Organizational Fairness Development & Differences The extent to which organizational systems such as Climate Retention -
Black P&L Leader
THE BLACK P&L LEADER INSIGHTS AND LESSONS FROM SENIOR BLACK P&L LEADERS IN CORPORATE AMERICA Project Leaders Project Sponsors Michael Hyter Jean-Marc Laouchez Managing Partner President, Korn Ferry Institute Audra Bohannon Evelyn Orr Senior Client Partner Vice President and Chief Operating Offi cer, Korn Ferry Institute JT Saunders Project Lead Andrés Tapia Global Diversity & Inclusion Strategist Alina Polonskaia Research Team Global Leader of Diversity & Inclusion Solutions Heather Barnfi eld Director of Intellectual Property Development, Korn Ferry Institute Core Team Signe Spencer Audra Bohannon Client Research Partner, Korn Ferry Institute Michael Hyter James Lewis Senior Director and Senior Scientist, JT Saunders Korn Ferry Institute Heather Barnfi eld Annamarya Scaccia Writer and Editor, Korn Ferry Institute Signe Spencer Viet Bui James Lewis Analyst Annamarya Scaccia Jamie Small Hereford Consultant Viet Bui Sydney Morris Jamie Small Hereford Associate Consultant Sydney Morris Emelia Fowora Jennie Wright Aida Foroughi Darcey Eldridge Veronica Xin Ge 2 Acknowledgments for The Executive Leadership Council and The UPS Foundation Korn Ferry and the Korn Ferry Institute would like to express their deepest gratitude to members of The Executive Leadership Council, whose support was integral to this study: Skip Spriggs President and CEO Tonie Leatherberry Board Chair Orlando Ashford Ex-Offi cio Director and Immediate Past Chair Kelly Veney Darnell Executive Vice President and Chief Operating Offi cer Justina Victor Senior Research Manager The Executive Leadership Council (ELC) is a national organization of more than 800 members who are current and former Black CEOs; senior executives at Fortune 1000 and Global 500 companies; as well as entrepreneurs at top-tier fi rms and global thought leaders. -
Vanguard Total World Stock Index Fund Annual Report October 31, 2020
Annual Report | October 31, 2020 Vanguard Total World Stock Index Fund See the inside front cover for important information about access to your fund’s annual and semiannual shareholder reports. Important information about access to shareholder reports Beginning on January 1, 2021, as permitted by regulations adopted by the Securities and Exchange Commission, paper copies of your fund’s annual and semiannual shareholder reports will no longer be sent to you by mail, unless you specifically request them. Instead, you will be notified by mail each time a report is posted on the website and will be provided with a link to access the report. If you have already elected to receive shareholder reports electronically, you will not be affected by this change and do not need to take any action. You may elect to receive shareholder reports and other communications from the fund electronically by contacting your financial intermediary (such as a broker-dealer or bank) or, if you invest directly with the fund, by calling Vanguard at one of the phone numbers on the back cover of this report or by logging on to vanguard.com. You may elect to receive paper copies of all future shareholder reports free of charge. If you invest through a financial intermediary, you can contact the intermediary to request that you continue to receive paper copies. If you invest directly with the fund, you can call Vanguard at one of the phone numbers on the back cover of this report or log on to vanguard.com. Your election to receive paper copies will apply to all the funds you hold through an intermediary or directly with Vanguard. -
MAKING a DIFFERENCE in the MOMENTS THAT MATTER 2020 Annual Report Risk & Insurance Services Consulting
MAKING A DIFFERENCE IN THE MOMENTS THAT MATTER 2020 Annual Report Risk & Insurance Services Consulting Marsh Guy Carpenter Mercer Oliver Wyman Insurance Broking Reinsurance Health, Wealth Strategy, Economic & Risk Management & Capital Strategies & Career Consulting & Brand Consulting We are 76,000 colleagues in four global businesses united by a common purpose—to make a difference in the moments that matter. Three commitments unite us as we strive to live our purpose: SUCCEEDING TOGETHER. We are in business to expand what’s possible for our clients and each other. ACCELERATING IMPACT. We embrace change and create enduring client value. ADVANCING GOOD. We strive to serve the greater good. We work with our clients to enable enterprise around the world and secure better futures for all. TO OUR SHAREHOLDERS, COLLEAGUES AND CLIENTS, 2020 was a year when every moment mattered. Around the world, no organization was unaffected or unchanged as we all navigated the crisis of a global pandemic, a global economic crisis, another devastating year in a gathering climate crisis, and an overdue reckoning with race, equity and social justice. No one could plan for such a year, but looking back, our company was ready. 2 | Marsh McLennan 2020 Annual Report As we found smarter ways, every day, to accelerate impact for our clients, we did the same for our communities. From fundraising for medical workers, to mask-making, to one colleague who volunteered at night as an ambulance responder, we stood up for our communities when they needed it most. And we didn’t forget each other. Across our company, groups of supportive colleagues coalesced to help one another balance heightened professional and personal demands, organizing everything from online yoga 2020 was a crucible that brought out the best in classes to children’s reading programs. -
2018 Annual Report
JARDINE MATHESON MATHESON JARDINE ANNUAL REPORT 2018 JARDINE MATHESON ANNUAL REPORT 2018 Jardine Matheson is a diversified Asian-based group with unsurpassed experience in the region, having been founded in China in 1832. We comprise a broad portfolio of market-leading businesses, which represent a combination of cash generating activities and long-term property assets and are closely aligned to the increasingly prosperous consumers of the region. Contents Introduction 1 Financial Statements 28 Highlights 2 Independent Auditors’ Report 122 Chairman’s Statement 4 Five Year Summary 130 Jardine Matheson Group Businesses at a Glance 7 Responsibility Statement 131 Business Review 8 Corporate Governance 132 People and the Community 20 Principal Risks and Uncertainties 138 Financial Review 22 Shareholder Information 139 Directors’ Profiles 27 Group Offices 140 Where we operate Our operations Our philosophy We operate principally in Greater Across the Group, our 469,000 Principled leadership, long-term China and Southeast Asia, where employees work in a wide range perspective, innovative thinking and our subsidiaries and affiliates of businesses in major sectors a commitment to mutual growth that can leverage and tap our vast including motor vehicles and related inspires us. They also underpin our experience, expertise, networks, operations, property investment businesses which provide products, and long-standing relationships and development, food retailing, services, and experiences that impact in the region. Our goal is to help home furnishings, engineering and the lives of many millions every day. Group companies achieve construction, transport services, These values also apply in our sustainable growth over the insurance broking, restaurants, workspaces, where we strive to long term by providing financial luxury hotels, financial services, provide positive, safe working and other resources. -
175 Years of Looking to the Future
175 Years of Looking to The Future of Looking 175 Years C M Y K Merchant Adventurers 5 Great Foresight and Market Knowledge 9 Independent Spirit 13 Courageous and Determined 17 Further Transformation and Innovation... 23 Calculated Risk Takers 27 Looking Ahead 31 A Market Leader Today 33 Timeline 38 Contents An Enterprising Spirit 175 years ago, William Jardine and James Matheson formed a trading partnership that was to become one of the most successful, long lasting, diversified enterprises in Asia. The success of Jardine Matheson has been due in no small part to its unique character, which to this day clearly reflects many of the personal traits of the founders. Not only did the two founding Scotsmen, one highlander and one lowlander, instil an enterprising spirit into their newly created trading venture in 1832, but also qualities such as a strong work ethic, an independent spirit, financial prudence, business foresight, determination and the understanding of the need to build strong relationships in business. Over the years, these qualities have helped those working for Jardines overcome many challenges and consolidate its position in Asia. There has been a constant evolution in the nature of the business interests of Jardine Matheson, or ‘the Firm’ as it has been affectionately known for most of its existence. Its business activities have kept pace with the times during its long history as new opportunities were sought when the profitability of older ventures waned. Today, Jardines’ businesses are at the forefront of their chosen markets. They include property investment and development, luxury hotels, retail, motor vehicles, financial services and insurance, engineering and construction, agribusiness, mining, restaurants and IT services. -
A Level PE Learner Booklet Name………………………
A Level PE Learner Booklet Sport and Society Name……………………….. Tutor………………………… School………………………. Sport in Pre-industrial Britain Characteristics of popular recreation: ● Cruel and violent – Sports reflected everyday life. ● Simple/natural – There was a lack of technology. There was no purpose built facilities for the masses as they had little money. ● Occupational – Work often became the basis of play. ● Localised – There was limited transport and communications so sports developed in isolation. ● Wagering – This was a way to go from rags to riches. ● Occasional – There was only free time for recreation on holy days and other annual holidays. ● Limited coding – The majority of people were illiterate so there were few codified rules, no NGB’s and most sports were only played locally. ● Rural – Before the industrial revolution, Britain was agricultural and rural. ● Courtly/popular – There was a two class feudal system – two opposite ends of society (very poor and very rich) and sport reflected this Factors affecting sport in pre-industrial Britain: Education and Literacy The upper class were educated and literate. This meant that rules were written down and could be read and understood. Upper class sports were often complex and sophisticated – such as real tennis. The lower class were uneducated and illiterate. Sports reflected this and were simple with no written rules. Time The lower class had very little free time to play sport due to long working hours as a labourer – ‘seasonal time’. This meant that sports and pastimes were often played on holy days and festivals or in and around the pub. The upper class had more free time to take part in activities and at a time that suited them such as hunting and real tennis. -
Preview 2 BMW IBSF Bobsleigh + Skeleton World Championships
PRESS RELEASE – Preview 2 BMW IBSF Bobsleigh + Skeleton World Championships Overall World Cup winner, Olympic and World Champion favourites for men’s skeleton Whistler (RWH): The overall World Cup winner versus the Olympic Champion versus the World Champion in the battle to win gold in the men’s skeleton at the 2019 BMW IBSF World Championships. Alexander Tretiakov of Russia – who has just won his second overall World Cup (after first winning in 2009) – has been the most successful and consistent athlete of the 2018/2019 season. He has notched up four World Cup wins, plus two second-place finishes and two fourth-place finishes. And the 2013 World Champion has enjoyed positive results at Whistler Sliding Center in the past. He won Olympic bronze there in 2010 and has also finished on the podium three times out of his last four World Cup appearances. The Olympic Champion Sungbin Yun (KOR) is also a firm favourite for a World Championship medal. The Korean athlete has finished in the top three at all eight World Cup races this season and has also celebrated two victories. The 2016 World Championship silver medallist has also won the last two World cup races in Whistler. And last but not least, there is the defending World Champion Martins Dukurs of Latvia who has previously won Olympic silver in Whistler along with two of his 51 World Cup race wins. A win for him would spell World Championship title number six. The top three favourites are then followed by a long list of potential candidates for a World Championship medal.