Ad Age Global Marketing Report 2003
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Issues of Literary Translation and Intercultural Communication
ISSUES OF LITERARY TRANSLATION AND INTERCULTURAL COMMUNICATION ПРОБЛЕМЫ ЛИТЕРАТУРНОГО ПЕРЕВОДА И МЕЖКУЛЬТУРНЫХ КОММУНИКАЦИЙ PROBLÉMY LITERÁRNEHO PREKLADU A MEDZIKULTÚRNEJ KOMUNIKÁCIE 1 Bratislava 2015 Recommended by the Research Institute Abai at Al-Farabi Kazakh National University, Department of Translation Theory and Methodology (Kazakhstan) and Eurasian Academy (Slovakia) ISSUES OF LITERARY TRANSLATION AND INTERCULTURAL COMMUNICATION Monographic publication ПРОБЛЕМЫ ЛИТЕРАТУРНОГО ПЕРЕВОДА И МЕЖКУЛЬТУРНЫХ КОММУНИКАЦИЙ Сборник научных статей PROBLÉMY LITERÁRNEHO PREKLADU A MEDZIKULTÚRNEJ KOMUNIKÁCIE Zbierka vedeckých článkov Bratislava 2015 2 Editorial board : Zh.Dadebaev (Кazakhstan), Т.Еsembekov (Кazakhstan), А.Zhaksylykov (Кazakhstan), А.Таrakov (Каzakhstan), PhDr. S. Benčič doc. PhD. (Slovakia) Managing editors L.Мusaly, А.Zhaparova, S. Bobocka Zostavovsteľ: Zhanna Amershina Recenzenti: PhDr. E. Melusova CSc. Mgr. Irena Kosirelová, PhD. Issues of Literary Translation and Intercultural Communication - Monographic publication. Bratislava, 2015. – 108 p. Problémy literárneho prekladu a medzikultúrnej komunikácie - zbierka vedeckých článkov. Bratislava, 2015. – 108 s. Проблемы литературного перевода и межкультурных коммуникаций - сборник научных статей. Братислава, 2015. – 108 стр. ISBN 978-80-971536-4-9 Monographic publication is prepared on the basis of the work results carried out in 2014-2015 by the Department of translation theory and methodology at Al-Farabi Kazakh National University, Ministry of Education and Science of the Republic of Kazakhstan in the framework of the research project Modern problems of Kazakh Translation in global intercultural space: the intellectual potential and development prospects. It examines the current scientific issues in the field of intercultural relations and comparative literature. Research work is intended for researchers, students, postgraduates and doctoral students investigating the issues of intercultural relations. 3 Obsah/Содержание Foreword 5 Part 1. -
Sustainability & Responsibility Report 2011 Full Report
1 Sustainability & Responsibility Report 2011 Full Report 1 Contents Overview 3 Chief executive’s introduction 5 About our business 7 Performance highlights Our approach 10 Sustainability & Responsibility Strategy 12 How we manage sustainability and responsibility 13 Engaging stakeholders 14 External credentials Our impacts 16 Alcohol in society 25 Water 32 Environment 40 Community 48 Our people 59 Governance and ethics 66 Our suppliers 72 Our customers and consumers About this report 79 Scope and boundaries 80 Principles of management and reporting 81 Reporting methodologies 84 Assurance 87 GRI index This is a PDF version of our interactive online sustainability report found at http://srreport2011.diageoreports.com. We welcome stakeholders’ views on our report and on our approach to sustainability and responsibility in general. To give your comments on this report please contact us at sustainability@diageo. com or fill out our online survey at http:// srreport2011.diageoreports.com/top/ contact-us.aspx#feedback. 2 Overview Diageo’s approach to sustainability is becoming an increasingly important element of our business strategy. Last year we refreshed our Sustainability & Responsibility Strategy; this year has been about refining and embedding it throughout our operations, and continuing to develop targets to allow us to measure performance consistently across all our impact areas. We believe that financial success is only achievable in the long term if the way we achieve that success – the way we do business – is sustainable. This includes how we treat our people; the culture we promote internally; how we live our values in all our business relationships; how we use the natural resources that we rely on; and the effects we have on the communities in which we operate. -
An Investigation of the Effects of Barley Cultivation On
© COPYRIGHT by Cleo Roberts 2013 ALL RIGHTS RESERVED BREWING SUCCESS: AN INVESTIGATION OF THE EFFECTS OF BARLEY CULTIVATION ON SMALL HOLDER FARMERS IN EASTERN UGANDA BY Cleo Roberts ABSTRACT As Nile Breweries and Uganda Breweries have begun purchasing barley from Ugandan farmers, they have insisted that their sales support economic development in the country. While these breweries' competition for raw materials has the potential to provide smallholder barley farmers with increased income and access to credit, it may also encourage alcohol consumption and exacerbate environmental degradation. This paper explores whether and in what ways barley farmers in Kapchorwa, Bukwa, and Kween Districts, in eastern Uganda, benefit from selling their produce to Nile Breweries and Uganda Breweries. It pays particular attention to the breweries' intended effects on respondents' incomes, expenditures, and access to credit, as well as the potential unintended consequences of barley production on respondents' alcohol consumption and environmental stewardship. The author relies both on narratives and on econometric analysis to draw conclusions about the effect of breweries' demand for raw materials on domestic small-holders. ii ACKNOWLEDGMENTS Infinite thanks to Peter Redvers-Lee and Kenneth Muhinda, without whose invaluable assistance and guidance this study could not have taken place; to Gavin Van Wijk, who provided access to essential contacts and information; to George Mbogo and Joseph Kalule who facilitated travel to and research in various regions -
Eabl-2019-Annual-Report 0.Pdf
DELIVERING VALUE TOGETHER 2019 Integrated Report and Financial Statements DELIVERING VALUE TOGETHER EABL in 2019 ast African Breweries Limited (EABL) is a regional leader in beverage alcohol with an exceptional collection of brands across beer and spirits. Although our business is concentrated in three core markets of Kenya, Uganda and Tanzania, our products are sold in more than 10 countries across Africa and beyond. Our Ebrands are an outstanding combination of local beers and international premium spirits. These include: Tusker, Guinness, Bell Lager, Serengeti Lager, Kenya Cane, Uganda Waragi, Smirnoff and Johnnie Walker among others. Our performance ambition is to be among the best performing, most trusted and respected consumer products company in Africa. We are proud of the brands we make and the positive impact they have on society. We are passionate about alcohol playing a positive role in society as part of a balanced lifestyle. Contents Our Business Model 4 Driving EABL’s Sustainability 5 Our Strategy 6 Financial Highlights 8 Executive Summary 10 Chairman’s Statement 14 Group Managing Director’s Statement 18 Sustainability 22 Brands 36 Consumer Focus 59 People and Culture 62 Compliance and Ethics 68 Board of Directors 72 EABL Senior Management 76 Notice of Annual General Meeting 77 Corporate Governance Statement 80 Governance Auditor’s Report 86 Statement of Directors’ Responsibilities - Governance 87 Annual Report and Financial Statements 88 Corporate Information 90 Directors’ Report 92 Directors’ Remuneration Report 100 Statement of Directors’ Responsibilities 106 Report of the Independent Auditor 107 Financial Statements 110 Principal Shareholders and Share Distribution 172 Information to Shareholders 173 Our Business Model Our Business Model ast African Breweries Limited (EABL) is a regional and geographic reach enable us to deliver sustainable leader in beverage alcohol with iconic brands performance and create value for our shareholders. -
9913 2004 Cover Outer
Diageo Annual Report 2004 Annual Report 2004 Diageo plc 8 Henrietta Place London W1G 0NB United Kingdom Tel +44 (0) 20 7927 5200 Fax +44 (0) 20 7927 4600 www.diageo.com Registered in England No. 23307 Diageo is... © 2004 Diageo plc.All rights reserved. All brands mentioned in this Annual Report are trademarks and are registered and/or otherwise protected in accordance with applicable law. delivering results 165 Diageo Annual Report 2004 Contents Glossary of terms and US equivalents 1Highlights 63 Directors and senior management In this document the following words and expressions shall, unless the context otherwise requires, have the following meanings: 2Chairman’s statement 66 Directors’ remuneration report 3Chief executive’s review 77 Corporate governance report Term used in UK annual report US equivalent or definition Acquisition accounting Purchase accounting 5Five year information 83 Directors’ report Associates Entities accounted for under the equity method American Depositary Receipt (ADR) Receipt evidencing ownership of an ADS 10 Business description 84 Consolidated financial statements American Depositary Share (ADS) Registered negotiable security, listed on the New York Stock Exchange, representing four Diageo plc ordinary shares of 28101⁄108 pence each 10 – Overview 85 – Independent auditor’s report to Called up share capital Common stock 10 – Strategy the members of Diageo plc Capital allowances Tax depreciation 10 – Premium drinks 86 – Consolidated profit and loss account Capital redemption reserve Other additional capital -
Logistics Efficiency Development in Distribution and Damage Control”
Internship report On “Logistics Efficiency Development in Distribution and Damage Control” Prepared For: Ms. Mahtab Faruqui Senior Lecturer BRAC Business School BRAC University. Prepared By: Irfan Rafique ID: 08104001 BRAC Business School BRAC University. Date: 23rd January, 2012. Letter of transmittal January 23rd, 2012 Ms. Mahtab Faruqui Senior Lecturer BRAC Business School BRAC University. Subject: Submission of internship report. Dear Madam, I would like to take the opportunity to thank you for the guidance and support you have provided me during the course of this report. I also want to express deep gratuities to Mr. Rezwan Hamid, Territory manager, Tejgoan territory for his cooperation and supervision. In this report this report I tried my level best to provide authentic information. I also tried to reflect my experience driven learning and findings. I request you to excuse me for any mistake despite my best effort. I also appreciate if you enlighten me with your thoughts and views regarding the report. Also, if you wish to enquire about any aspect of my report, I would gladly answer your questions. Yours Sincerely, Irfan Rafique ID: 08104001 BRAC Business School BRAC University ACKNOWLEDGEMENT Prosperous conclusion of any course requires support from various personal and I was fortunate to have support, direction and supervision in every aspect from my teacher, Unilever officials and friends. I would also like to express my cordial thanks and gratitude to my supervisor of internship program Ms. Mahtab Faruqui, senior lecturer for farm encouragement as well as guidance in preparing this report. I acknowledge my gratitude to Mr. Rezwan Hamid for his guidance, cooperation and help. -
Investor's Atlas 2006
INVESTOR’S ATLAS 2006 Investor’s ATLAS Contents Akmola Region ............................................................................................................................................................. 4 Aktobe Region .............................................................................................................................................................. 8 Almaty Region ............................................................................................................................................................ 12 Atyrau Region .............................................................................................................................................................. 17 Eastern Kazakhstan Region............................................................................................................................................. 20 Karaganda Region ........................................................................................................................................................ 24 Kostanai Region ........................................................................................................................................................... 28 Kyzylorda Region .......................................................................................................................................................... 31 Mangistau Region ........................................................................................................................................................ -
Global Pay TV Fragments
Global pay TV fragments The top 503 pay TV operators will reach 853 million subscribers from the 1.02 billion global total by 2026. The top 50 operators accounted for 64% of the world’s pay TV subscribers by end-2020, with this proportion dropping to 62% by 2026. Pay TV subscribers by operator ranking (million) 1200 1000 143 165 38 45 800 74 80 102 102 600 224 215 400 200 423 412 0 2020 2026 Top 10 11-50 51-100 101-200 201+ Excluded from report The top 50 will lose 20 million subscribers over the next five years. However, operators beyond the top 100 will gain subscribers over the same period. Simon Murray, Principal Analyst at Digital TV Research, said: “Most industries consolidate as they mature. The pay TV sector is doing the opposite – fragmenting. Most of the subscriber growth will take place in developing countries where operators are not controlled by larger corporations.” By end-2020, 13 operators had more than 10 million pay TV subscribers. China and India will continue to dominate the top pay TV operator rankings, partly as their subscriber bases climb but also due to the US operators losing subscribers. Between 2020 and 2026, 307 of the 503 operators (61%) will gain subscribers, with 13 showing no change and 183 losing subscribers (36%). In 2020, 28 pay TV operators earned more than $1 billion in revenues, but this will drop to 24 operators by 2026. The Global Pay TV Operator Forecasts report covers 503 operators with 726 platforms [132 digital cable, 116 analog cable, 279 satellite, 142 IPTV and 57 DTT] across 135 countries. -
Unilever Pakistan Product Catalogue
UNILEVER PAKISTAN PRODUCT CATALOGUE Brand: Lipton Product: Tea, Green Tea Product Variant Lipton - box 95g Lipton - box 190g Lipton - pouch 475g Lipton – jar 475g Lipton – pouch 950g Lipton – tea bag sachet 25/ box Lipton – tea bag sachet 100/ box Lipton Green Tea (plain/ lemon/ mint/ 25/ box jasmine) * All prices will be communicated via email * All products subject to availability Brand: Brooke Bond Supreme Product: Tea Product Variant Supreme - box 95g Supreme - box 190g Supreme - pouch 475g Supreme - jar 450g Supreme - pouch 950g * All prices will be communicated via email * All products subject to availability Brand: Knorr Product: Sauces, Noodles Product Variant Flavour Noodles 40g Chicken, chatpatta Note: Products Noodles 66g Chicken, chatpatta, containing meat, achari masti, lemon milk or egg twist, pepper derivatives cannot chicken, cream be exported to the onion USA Noodles 264g Chicken, chatpatta Cube 20g Chicken, pulao * All prices will be communicated via email * All products subject to availability Brand: Knorr Product: Sauces, Noodles Note: Products containing meat, milk or egg derivatives cannot be exported to the USA Product Variant Chilli Garlic Sauce 300g Chilli Garlic Sauce 800g Tomato Ketchup 300g Tomato Ketchup 800g Yakhni 4g * All prices will be communicated via email * All products subject to availability Brand: Rafhan Product: Custard, Jelly, Pudding Product Variant Flavour Custard 50g Strawberry, vanilla, banana, mango Custard 120g Strawberry, vanilla Custard 300g Strawberry, vanilla, banana, mango Jelly 80g Strawberry, -
Introduction to HUL
Introduction to HUL Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company, touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. The company’s Turnover is Rs. 20, 239 crores (for the 15 month period – January 1, 2008 to March 31, 2009). HUL is a subsidiary of Unilever, one of the world’s leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of €40.5 billion in 2008. Unilever has about 52% shareholding in HUL. Hindustan Unilever was recently rated among the top four companies globally in the list of “Global Top Companies for Leaders” by a study sponsored by Hewitt Associates, in partnership with Fortune magazine and the RBL Group. The company was ranked number one in the Asia-Pacific region and in India. The mission that inspires HUL's more than 15,000 employees, including over 1,400 managers, is to “add vitality to life". The company meets everyday needs for nutrition, hygiene, and personal care, with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds about 52 % of the equity. Heritage HUL’s heritage dates back to 1888, when the first Unilever product, Sunlight, was introduced in India. Local manufacturing began in the 1930s with the establishment of subsidiary companies. They merged in 1956 to form Hindustan Lever Limited (The company was renamed Hindustan Unilever Limited on June 25, 2007). -
Case Study: Unilever1
CASE STUDY: UNILEVER1 1. Introduction Unilever is a British-Dutch company that operates in the market of consumer goods and sells its products in around 190 countries. Another remarkable fact is that they own more than 400 brands, what means an important diversification in both risk and the products they sell, among which there is food, personal care products and cleaning agents. In fact, twelve of these brands have sales of more than a billion euros. The importance of this multinational is reflected too in the fact 2.5 billion people use Unilever products every day, being part of their daily life. They also are responsible for the employment of 161,000 people in the different countries they operate. Finally, they believe in a sustainable business plan in which they reduce the environmental footprint and increase their positive social impact at the time they keep growing. 2. History Unilever was officially formed in 1929 by the merger of a margarine Dutch company and a British soapmaker. The margarine company of Netherlands was also a merger between the first margarine factory called in the world and another factory of the same product and from the same city, Oss, in the Netherlands. The soapmaker company revolutionized the market because it helped to a more hygienic society and the manufacturing of the product was wrapped. The name of the company is a fusion between the Dutch firm called Margarine Unie and the British firm called Lever Brothers. What Unilever did, was to expand its market locations to the American Latin and Africa. Moreover they widened the product areas to new sectors such as particular food and chemical products. -
Orkla Foods and Orkla Brands Nordic Markets
Orkla Foods and Orkla Brands Nordic markets Torkild Nordberg Managing Director, Orkla Brands Agenda Recent performance Nordic Business environment Orkla’s set-up and competitive advantages Orkla’s value creation model Innovation strategy Case: JIF Household Cleaning Summing up EBITA: Orkla Foods + Orkla Brands +44 % vs. yr 2000 NOK billion 2.5 2.3 2.2 2 1.9 1.7 1.6 1.6 1 1.1 1.5 0.9 0.6 0.6 0.8 Orkla Brands Orkla Foods 1 1.2 1.2 0.5 1 1 0.9 1 0 2000 2001 2002 2003 2004 2005* *Pro forma RTM per Q3-05 Top line: Orkla Foods + Orkla Brands +28 % vs. yr 2000 NOK billion 20.0 20 17.5 16.6 15.6 15.6 15.5 6.3 15 4.8 4.7 4.6 4.5 4.5 Orkla Brands 10 Orkla Foods 13.7 11.9 12.7 5 11.0 11.1 11.0 0 2000 2001 2002 2003 2004 2005* *Pro forma RTM per Q3-05 The Nordic Branded Consumer Goods Market An attractive market High GDP per capita and higher growth then for EU All major international competitors present Global standard for cost, quality, speed and innovation rate Strong focus on scale advantages throughout the value chain Centralised units and predominantly sales operations locally Fewer, bigger brands Nordic retailing is very concentrated, international and centralised ”Lidl Monday” in Europe is hitting our area Very aggressive Private Label moves last 2 years Another important aspect of the Nordic Branded Consumer Goods Market A recipient of central European development and sourcing Orkla’s Nordic set-up – A different animal? Brand and category leadership Ownership of brands Orkla’s unique local value chain set-up Unique local innovation capability Orkla - A different animal Strategic elements International players Orkla companies Local set-up Sales Complete value chain Strategy Central Local Innovation Central Local + central Marketing Central Local + central Sales Mainly local Mainly local R&D Central Local Production Central Local + central Competitive advantages Strong market positions Strong consumer loyalty to our brands Predominantly no.