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An N U Al R Ep O R T 2018 Annual Report
ANNUAL REPORT 2018 ANNUAL REPORT The Annual Report in English is a translation of the French Document de référence provided for information purposes. This translation is qualified in its entirety by reference to the Document de référence. The Annual Report is available on the Company’s website www.vivendi.com II –— VIVENDI –— ANNUAL REPORT 2018 –— –— VIVENDI –— ANNUAL REPORT 2018 –— 01 Content QUESTIONS FOR YANNICK BOLLORÉ AND ARNAUD DE PUYFONTAINE 02 PROFILE OF THE GROUP — STRATEGY AND VALUE CREATION — BUSINESSES, FINANCIAL COMMUNICATION, TAX POLICY AND REGULATORY ENVIRONMENT — NON-FINANCIAL PERFORMANCE 04 1. Profile of the Group 06 1 2. Strategy and Value Creation 12 3. Businesses – Financial Communication – Tax Policy and Regulatory Environment 24 4. Non-financial Performance 48 RISK FACTORS — INTERNAL CONTROL AND RISK MANAGEMENT — COMPLIANCE POLICY 96 1. Risk Factors 98 2. Internal Control and Risk Management 102 2 3. Compliance Policy 108 CORPORATE GOVERNANCE OF VIVENDI — COMPENSATION OF CORPORATE OFFICERS OF VIVENDI — GENERAL INFORMATION ABOUT THE COMPANY 112 1. Corporate Governance of Vivendi 114 2. Compensation of Corporate Officers of Vivendi 150 3 3. General Information about the Company 184 FINANCIAL REPORT — STATUTORY AUDITORS’ REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS — CONSOLIDATED FINANCIAL STATEMENTS — STATUTORY AUDITORS’ REPORT ON THE FINANCIAL STATEMENTS — STATUTORY FINANCIAL STATEMENTS 196 Key Consolidated Financial Data for the last five years 198 4 I – 2018 Financial Report 199 II – Appendix to the Financial Report 222 III – Audited Consolidated Financial Statements for the year ended December 31, 2018 223 IV – 2018 Statutory Financial Statements 319 RECENT EVENTS — OUTLOOK 358 1. Recent Events 360 5 2. Outlook 361 RESPONSIBILITY FOR AUDITING THE FINANCIAL STATEMENTS 362 1. -
Annual Report
ANNUAL REPORT 2014 Management Message 02 At the center of our businesses 04 12 Group Profi le | Businesses | Societal, Social and Litigation | Risk Factors 07 Environmental Information 41 1. Group Profi le 09 1. Corporate Social Responsibility (CSR) Policy 42 2. Businesses 20 2. Societal Information 47 3. Litigation 32 3. Social Information 62 4. Risk Factors 38 4. Environmental Information 77 5. Verifi cation of Non-Financial Data 85 3 Information about the Company | Corporate Governance | Reports 91 1. General Information about the Company 92 2. Additional Information about the Company 93 3. Corporate Governance 106 4. Report by the Chairman of Vivendi’s Supervisory Board on Corporate Governance, Internal Audits and Risk Management – Fiscal Year 2014 147 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 156 4 Financial Report | Statutory Auditors’ Report on the Consolidated Financial Statements | Consolidated Financial Statements | Statutory Auditors’ Report on the Financial Statements | Statutory Financial Statements 159 Selected key consolidated fi nancial data 160 I - 2014 Financial Report 161 II - Appendices to the Financial Report: Unaudited supplementary fi nancial data 191 III - Consolidated Financial Statements for the year ended December 31, 2014 195 IV - Vivendi SA - 2014 Statutory Financial Statements 294 56 Recent events | Outlook 337 Responsibility for Auditing 1. Recent events 338 the Financial Statements 341 2. Outlook 339 1. Responsibility for Auditing the Financial Statements 342 ANNUAL REPORT 2014 The Annual Report in English is a translation of the French “Document de référence” provided for information purposes. -
Avente a Oggetto La Richiesta Di Conferimento Della Rappresentanza
PROSPETTO INFORMATIVO SOLLECITAZIONE DI DELEGHE DI VOTO avente a oggetto la richiesta di conferimento della rappresentanza per l’esercizio del diritto di voto nell’Assemblea degli Azionisti Ordinari di Telecom Italia S.p.A., convocata per il giorno 4 maggio 2017, ore 11.00, in unica convocazione, in Rozzano (Milano), Viale Toscana n. 3 PROMOTORE Vivendi S.A. EMITTENTE Telecom Italia S.p.A. SOGGETTO INCARICATO D ELLA SOLLECITAZIONE E RACCOLTA DELLE DELEGHE E DELEGATO ALLA MANIFESTAZIONE DEL V OTO NELL ’ASSE MBLEA DEGLI AZIONIST I Morrow Sodali Per informazioni è possibile contattare il numero verde n. ovvero per chiamate dall’estero: +39 0645212875 attivo dal lunedì al venerdì dalle ore 10.00 alle ore 19.00 o consultare il sito internet : www.sodali-transactions.com o mandare una e-mail a: [email protected] La presente sollecitazione di deleghe è disciplinata dagli articoli 136 e seguenti del decreto legislativo del 24 febbraio 1998, n.58, come successivamente integrato e modificato (“ TUF ”) nonché dagli articoli 135 e seguenti del Regolamento Consob n. 11971 del 14 maggio 1999 come successivamente integrato e modificato (“ Regolamento Emittenti ”). Il presente prospetto è datato 13 aprile 2017 DOMANDE E RISPOSTE SULLE FINALITÀ DELLA SOLLECITAZIONE PROMOSSA VIVENDI S.A. E SULL’ASSEMBLEA TELECOM ITALIA S.P.A. DEL 4 MAGGIO 2017 1. Perché vi chiediamo la delega? L’attuale Consiglio di Amministrazione di Telecom Italia è in scadenza e l’Assemblea Ordinaria (l’“ Assemblea ”) per il rinnovo è stata convocata per il 4 maggio 2017. Tenuto conto dell’attuale entità della partecipazione detenuta da Vivendi ( i.e. -
To Download a PDF of an Interview with Jaleh Bradea, Chief Diversity
DIVERSITY & INCLUSION The Power of Individuality An Interview with Jaleh Bradea, Chief Diversity and Inclusion Offi cer, Vivendi SA EDITORS’ NOTE Jaleh Bradea has in our group. We can now see that, in With so many companies under the served as a TV producer on major order to be creative, innovative and Vivendi umbrella, is it important to have a French TV channels with a focus able to adapt to the changing expec- consistent, seamless D&I program or is it on women-related content and as tations of our clients, we have to be customized based on the different brand director of the audiovisual depart- diverse. cultures and businesses? ment at a successful telecommu- You mentioned diversity, I think it’s both. All these companies exist nication startup. In 2014, she inclusion, and belonging. How do without Vivendi itself. They have their own started working on Corporate Social these three areas relate to each successful businesses. They have their own HR Responsibility (CSR) initiatives at other? and, sometimes, even their own CSR. However, Canal+ Group. Bradea also works If you take a picture of the world, we have common initiatives led by Vivendi such with the French media regulator to it represents diversity. But what are as a CSR Committee. More recently, we created promote a fair representation of eth- you going to do with that diversity? a Diversity Committee where we share the best nicity, gender, and minority com- Jaleh Bradea This becomes inclusion. Belonging is practices in D&I from all the companies and munities in the French media. -
Physical Therapy Board of California Progress Notes
PROGRESS NOTES PHYSICAL THERAPY BOARD OF CALIFORNIA FALL 2019 INSIDE THIS EDITION President’s Message .......................................................1 Do We Have Your Email Address? ..............................2 Watch for Us .....................................................................3 Stay Connected ................................................................3 Board Members ................................................................3 Executive Staff ..................................................................3 Do You Want to Host a Board Meeting? ....................4 Benefits of Attending a Board Meeting ......................5 What a BreEZe for Consumers .....................................6 Substance Abuse Rehabilitation Hotline .....................6 A Personal Account from a Licensee in Recovery .........7 P.T. Spotlight ......................................................................9 ‘Therapist of Record’ and ‘Hand-Off’ Procedure .......11 Continuing Competency ..............................................13 PRESIDENT’S MESSAGE PTBC Milestones .............................................................13 PTBC Outreach Services .............................................14 Changing Seasons Go Green! ........................................................................14 By Alicia Rabena-Amen, Board President Student Presentations Feedback ................................15 Autumn greetings to California consumers, New Physical Therapists ..............................................16 -
2006 Reference Document
2006 REFERENCE DOCUMENT Pursuant to Article 212-13 of the General Regulations of the Autorité des Marchés Financiers (AMF), this reference document was filed with the AMF on June 6, 2007. It may be used in support of a financial operation if accompanied by a “note d’opération” (securities note) approved by the AMF. Pursuant to Article 28 of European Commission (EC) Regulation 809/2004, the following information is included in this reference document by way of reference: ● The consolidated and individual financial statements for the fiscal year ended December 31, 2004, as well as the related statutory auditors’ reports, appear on pages 45 to 94 of the reference document filed with the AMF on June 10, 2005 under number D.05-871. ● The consolidated and individual financial statements for the fiscal year ended December 31, 2005, as well as the related statutory auditors’ reports, appear on pages 46 to 100 of the reference document filed with the AMF on June 9, 2006 under number D. 06-0546. Copies of this document are available at the business address of Gameloft S.A.– 14, rue Auber – 75009 Paris and at the company’s registered office. Registered office: 81 rue de Réaumur 75002 Paris French corporation with capital of 3,537,829.20 euros Tel.: (33) 1 58 16 20 40 Paris Corporate and Trade Register No. 429 338 130 - NAF code 722 A 1 CONTENTS 1 PERSONS RESPONSIBLE FOR THE DOCUMENT AND FOR THE AUDIT OF THE FINANCIAL STATEMENTS ............................................................................................................. 8 1.1 Person responsible for the document ...................................................................................... 8 1.2 Certification of the person responsible for the document ...................................................... -
Normalising the Presence of People with Disabilities in the Fashion Industry
Leggi l'articolo su beautynews Normalising the presence of people with disabilities in the fashion industry NOVEMBER 22nd, 7 pm – 8 pm CET Live on photovoguefestival.vogue.it Embracing gender fluidity, the diversity of bodies and beauty types, regardless of race and ethnic group, is a conquest that is changing the aesthetic standards of our times, thereby proceeding to change people’s cultural and identity codes in terms of inclusivity, openness and dialogue. And yet, much still needs to be done, for instance, with regard to the representation of disability. An issue dear to Photo Vogue Festival and its Artistic Director Alessia Glaviano from its first edition. Glaviano will talk about the changes that we are witnessing in regard to the representation of people with disabilities in the fashion industry with Aaron Philip, the first model with disability to be the face of a major high fashion brand, and Claudia Walder, editor, creative director and disability activist. Talk in English BIOGRAPHIES pagina 1 / 6 Aaron Philip Tyler Mitchell Aaron Philip Aaron Philip refuses to be defined. Hailing from The Bronx by way of the Caribbean nation of Antigua and Barbuda, Aaron was discovered through her social media where she took notice of the lack of representation of trans women of color within the fashion industry, let alone anyone with a disability. Represented by Community New York, she has emerged as a trail-blazer, determined to represent her communities as a model. With a steadfast, sincere approach to her career, Aaron (pronounced A-ron) is driven by the lack of disability representation in the media, specifically in the fashion and beauty realms. -
General Meeting Brochure
GENERAL MEETING BROCHURE Annual Ordinary and Extraordinary General Meeting Wednesday, 30 June 2021 at 10 a.m. $$ # % 4 !#$%% %)% !#%#$ 1 % #$ &% $ !# ! $ * % !#%#$ 27 1 ( % !#%!% % # % 2 5 #! #%$ % $&!#'$ #* # 78 2 # % & # 6 #! #%$ % $%%&% #* &% #$ 91 % 6 #"&$%$ # '#* 3 #! #% % !#%#$ 9 &%$ #% 105 Lagardère SCA French partnership limited by shares (société en commandite par actions) with a share capital of €799,913,044.60 Registered office: 4, rue de Presbourg - Paris 16e (75), France Registered with the Paris Trade and Companies Registry under number 320 366 446 (SIRET number 320 366 446 00013) This English version has been prepared for the convenience of English-speaking readers. It is a translation of the original French Brochure de convocation prepared for the Annual Ordinary and Extraordinary General Meeting. It is intended for general information only and in the event of discrepancies, the French original shall prevail. !,,#! "+)' -$! (#%(# +-(!+, a benchmark in its industry. Other Activities, Lagardère News and Lagardère Live Entertainment, bore the brunt of the crisis on the advertising market in particular, as well as suffering from the closure of performance venues. However, the teams adapted quickly and creatively to continue to inform and to entertain, all whilst maintaining a sharp focus on controlling costs. These results underscore the relevance of our strategic model resulting from the refocusing completed in 2020, which is now based on two activities with diverse and complementary business models – a resilient powerhouse in Lagardère Publishing, and Lagardère Travel Retail, the growth engine primed for the rebound once the health crisis is under control – as well as Other Activities, and its roster of strong brands. This unprecedented period has also demonstrated the importance of our commitment to corporate social responsibility. -
Optimizing Mobile Games with Gameloft And
Optimizing Mobile Games with Gameloft and ARM Stacy Smith Senior Software Engineer, ARM Adrian Voinea World Android Technical Lead, Gameloft Victor Bernot Lead Visual Effects Developer, Gameloft 1 ARM Ecosystem . My first role in ARM was in Developer Relations . Developers came to us to ask for help . We couldn’t share their problems with the world . We couldn’t help everyone on a one to one basis 2 Developer Education . Developer Education addresses that need . Since 2012 we’ve been sharing advice for graphical development . Developers working with Developer Relations have remained separate . Until now! 3 4 Today’s Agenda . Gameloft . Batching (Iron Man 3) . Culling and LOD (Gangstar Vegas) . Texture compression (Asphalt 8) . ARM (That’s me) . Entry level implementations . How to achieve similar results 5 Iron Man 3 Improving Draw Calls and Rendering Techniques 6 Sorting Objects Before Rendering . There is no good or bad way to determine which sorting method works best for a game . Sorting methods reduce overdraw and material changes at the cost of CPU . Sorting algorithms used for Iron Man 3: . Sorting by material . Sorting by distance 7 What Happens When No Sorting Is Applied? . Mid-range device: average 18FPS, constant micro-freezes . Over 35 program changes per frame . The skybox is rendered in the 27th draw call / 150 8 Sorting Objects Before Rendering . Every shader program change is costly . It will depend a lot on the number of programs your game has . Using a texture atlas will create the same materials, thus allowing better material sorting . Sorting front to back will reduce the overdraw 9 Material Sorting Results . -
Creating Value and Developing Bonds Between Women, Men and Their
Creating value and developing bonds between women, men and their environment “Constantly innovating and reinventing ourselves and seizing sustainable and responsible development opportunities are integral parts of our DNA.” The Bolloré Group’s heritage and family culture have enabled it to create sustainable business activities, diversify them, and invest in innovative projects independently. Driven by a strong spirit of entrepreneurship for the past 195 years, we keep moving forward with our construction, a process which started in the paper industry, then progressed through plastic fi lms all the way to the production of lithium batteries. This technology is used in electric vehicles (cars, buses and trams) and in stationary renewable electricity storage and solutions, and addresses the combined challenges of urban mobility and low-carbon economy. Since 1822, our businesses have undergone major transformations. In order to ensure its resilience to change, over the past thirty years the Group has diversifi ed into the transport sector, where we are now among the leading players, then into the media and communications sector, where we are developing a major global content, media and communications group. The Group is moving forward with its construction by creating bonds between people and their environment, creating value and creating jobs, while dedicating part of its profi ts to helping others. Vincent Bolloré, Chairman Integrating CSR in the Group’s history and strategy 1822 From 2004 2014 – Founding of – Group diversifi cation – Creation -
BOLL 1902299 RAPPORT ACTIVIT… 2018 GB.Indd
Bolloré Business report 2018 ! — !Message!from!the!Chairman # —$ Profile % —$ Key!figures & —$ Economic!organizational!chart ' —$ Stock!exchange!data ( —$ Our!locations (! —$ Group!strategy (# —$ Business!model (% —$ CSR!key!figures () — !Governance The Group (& Transportation and logistics !% Communications ,# Electricity storage and solutions #! — ! Other!assets #% —$ Corporate!social!responsibility *! — !History!of!the!Group BUSINESS REPORT 2018 — BOLLORÉ 01 Message from the Chairman Vincent Bolloré, Chairman and Chief Executive O! cer of Financière de l’Odet Bolloré was founded in Brittany, in 1822, by leaders. Having seen him at work in the Group my two great-great-great-great-grandfathers, for twelve years, I fi rmly believe that Cyrille François Le Marié and René Bolloré. They Bolloré is the right choice for this new chapter were followed successively by their children, in the Group’s story. As planned, I will remain Nicolas Le Marié, my great-great-great-uncle, Chairman and Chief Executive Officer of and Jean-Claude Guillaume Bolloré, my Financière de l’Odet – which controls 65% of great-great-great-grandfather, their children Bolloré’s share capital – until February 17, 2022, and their children’s children, right down to date of our bicentennial, to ensure that the my uncles and my father. transition is as smooth as possible. Today, it gives me great pride to see the seventh generation take over the reins, with the help of teams of cohesive and experienced 02 BOLLORÉ — BUSINESS REPORT 2018 Cyrille Bolloré" Chairman and Chief Executive O! cer of Bolloré I am greatly honored by the confidence that Consolidated operating income was 1.3 billion the Board of Directors has shown me by unani- euros, a 25% increase attributable largely to mously appointing me Chairman and Chief the Communications business (+29%), driven Executive Officer of Bolloré, replacing Vincent by the very good performance of Vivendi’s Bolloré. -
Annual Report
2017 ANNUAL REPORT WorldReginfo - abe7a544-37d0-4eb5-881f-6c32f4b6c3aa The Annual Report in English is a translation of the French Document de référence provided for information purposes. This translation is qualified in its entirety by reference to the Document de référence. The Annual Report is available on the Company’s website www.vivendi.com II –— VIVENDI –— ANNUAL REPORT 2017 –— WorldReginfo - abe7a544-37d0-4eb5-881f-6c32f4b6c3aa CONTENT QUESTIONS FOR VINCENT BOLLORÉ AND ARNAUD DE PUYFONTAINE 02 PROFILE OF THE GROUP AND ITS BUSINESSES — FINANCIAL COMMUNICATION, 04 1 TAX POLICY AND REGULATORY ENVIRONMENT — RISK FACTORS 1. Profile of the Group and its Businesses 06 2. Financial Communication, Tax policy and Regulatory Environment 37 3. Risk Factors 41 NON-FINANCIAL 44 2 PERFORMANCE 1. Strategy and challenges 46 2. Ensuring Group compliance 59 3. CSR commitments 62 4. Tables of indicators 89 5. Concordance table 100 6. Verification of non‑financial data 102 CORPORATE GOVERNANCE OF VIVENDI — COMPENSATION OF CORPORATE OFFICERS 3 OF VIVENDI — GENERAL INFORMATION ABOUT THE COMPANY — INTERNAL CONTROL 108 AND RISK MANAGEMENT 1. Corporate Governance of Vivendi 110 2. Compensation of Corporate Officers of Vivendi 141 3. General information about the company 169 4. Internal control and risk management 181 FINANCIAL REPORT — STATUTORY AUDITORS’ REPORT ON THE CONSOLIDATED FINANCIAL 4 STATEMENTS — CONSOLIDATED FINANCIAL STATEMENTS — STATUTORY AUDITORS’ 188 REPORT ON THE FINANCIAL STATEMENTS — STATUTORY FINANCIAL STATEMENTS Key consolidated financial data for the last five years 190 I ‑ 2017 Financial Report 191 II ‑ Appendix to the Financial Report 216 III ‑ Audited Consolidated Financial Statements for the year ended December 31, 2017 218 IV ‑ Unaudited supplementary financial data: Vivendi’s interest in Telecom Italia 318 V ‑ 2017 Statutory Financial Statements 323 RECENT EVENTS 362 5 OUTLOOK 1.