...Golding S3468032 Words: 2156 Executive Summary This essay examines the example of two former directors of retailer David Jones – Leigh Clapham and Steve Vamos. The two directors made the decision to purchase shares in the company during a delicate period for the company and while decisions were being made about it’s future. Discussion on the damage this decision caused to David Jones and the ensuing fallout, whereby the two directors and the chairman of the board were put in a position where they had no choice but to resign. This essay will address the role of a board within a company and the value-add component, as well as addressing the requirements for a company under the Corporations Act 2001. We will also examine the issue of insider trading and whether the actions of these board members could amount to a breach of the law, as well as speaking about ASIC and their investigation into the men. ASIC conducted a thorough, two month long investigation, only to find themselves no choice but to declare no further action could be taken. The area of risk management frameworks and whether the David Jones board members even followed their own stated frameworks, as set out in their constitution and printed yearly in their annual report were followed to the best of their ability. Finally, continual disclosure as a provision of the Corporations Act and the issue of David Jones’ board decision not to disclose the merger offer with Myer constitutes a breach of the...
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...WOBBLY WHEELS | November 29 2014 | | Memo | Contents Introduction and Purpose: 2 Leadership Philosophy: 2 Current IT department Structure: 4 New CIO organization: 5 Key Services: 6 New CIO Organization Structure: 6 Key Milestones: 8 Conclusion: 9 References 10 To: Chief Financial Officer From: Chief Information Officer Date: November 29, 2014 RE: Wobbly Wheels IT Organizational Changes Introduction and Purpose: Over the past few years growth, of WW has not increased and it has remained stagnant due to the slow growth of the economy. In order to improve the growth of the organization, a few IT organizational changes are required that will help streamline the internal processes for WW to improve the overall business production and increase profit margin. Overall business can be improved by improving the current business operations, changing the roles and responsibilities of the staff members, upgrading to the new technology systems and the implementation of an IT portfolio management system. Leadership Philosophy: The leadership philosophy of the organization is to grow our business by meticulously serving the logistics needs of our customers offering excellence and value in everything that we do. Inspire our people and business partners to do their best, offering opportunities for personal development and success. Maintain a financially strong company that strives to give a competitive return to our shareholders. Our mission is to lead by...
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...Tower Two #11-02 Suntec Tower Two Singapore 038989 Singapore 038989 Telephone (65) 6339 4100 Telephone (65) 6339 4100 Facsimile (65) 6339 9755 Facsimile (65) 6339 9755 olamgroup.com olamgroup.com Transcending Boundaries Annual Report 2014 Annual Report 2014 olamgroup.com In an effort to reduce our printed material, we have produced this year’s Corporate Responsibility & Sustainability Report on CD. Olam International Limited | Annual Report 2014 Connectivity in the Landscape DC PMS8400c NCL U315188 GP1B 01.10.2014 175# MY C K 2 U 14-023 01/10/2014 21:12 Our Vision To be a differentiated, leading, global agri-business. Our Governing Objective Maximising intrinsic shareholder value over time for our continuing shareholders, in an ethical, socially responsible and environmentally sustainable manner. Olam AR 2014_IFC 250914_TH_NEW OK.indd 2 Olam A/R_Final cover Size: 662.5(W)x297(H)mm-ISO39L Front Cover This year’s cover design celebrates Olam’s 25 years of growth. Our name means ‘transcending boundaries’ and this has inspired our journey since our inception in 1989 in Nigeria. DC NCL U315188 GP1B 02.10 .2014 175# MY C K 4 U 14-023 02/10/2014 18:12 Transcending Boundaries – the First 25 Years Introduction Olam means ‘Transcending Boundaries’ which fittingly describes our journey over the first 25 years, from a start-up to a global leader, from a company to the institution...
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...2014 ANNUAL REPORT FY14 PERFORMANCE HIGHLIGHTS REVENUE NET PROFIT Revenue up 2% to $578 million with strong growth in Bathrooms & Kitchens (excluding Hot Water) Net profit after tax of $18.6 million impacted by one-off significant items TRADING EBIT DIVIDENDS Trading earnings before interest and tax (EBIT) up 8% on the prior period to $72.3 million Fully franked final dividend of 5.5 cents per share to be paid in October 2014 STRATEGIC REVIEW COMPLETED SUBJECT TO SUCCESSFUL DIVESTMENT with focus on core Bathrooms & Kitchens and Door & Access Systems businesses and divestment of non-core businesses – Dux Hot Water and Brivis Heating & Cooling of Dux and Brivis, capital return options to shareholders will be reviewed $578 million $18.6 million $72.3 million 5.5 cents DWELLING COMPLETIONS rise only 4% on a moving annual total basis year on year to March 2014 CONTENTS Five Year Financial Summary 1 GWA Heating & Cooling 14 Company Profile and Our Mission 2 Board of Directors 16 Chairman’s Review 4 Corporate Governance Statement 18 Managing Director’s Review of Operations 6 Directors’ Report 28 Health and Safety 10 Financial Report 43 GWA Bathrooms & Kitchens 12 Other Statutory Information 90 GWA Door & Access Systems 13 Shareholder Information 91 FIVE YEAR FINANCIAL SUMMARY 2009/10 $’000 2010/11 $’000 2011/12 ...
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...OLDTOWN BERHAD (797771-M) OLDTOWN BERHAD (797771-M) (Incorporated in Malaysia) (Incorporated in Malaysia) The Board of Directors (“the Board”) of Oldtown Berhad (“the Company”) recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed to ensure good corporate governance practices are applied throughout the Company and its subsidiaries (“the Group”). This Statement sets out the key aspects of how the Company has applied the Principles and Recommendations of the Malaysian Code on Corporate Governance 2012 (“MCCG 2012”) during the financial year ended 31 March 2014 and any non-observation of the Recommendations of MCCG 2012, including the reasons thereof, has been included in this Statement. Principle 1 – Establish Clear Roles and Responsibilities 1.1 Clear Functions of The Board and Management The Board leads the Group and plays a strategic role in overseeing the Group’s corporate objectives, directions and long term goals of the business. The Board is responsible for oversight and overall management of the Group. The Board Committees are established to assist the Board in discharging its responsibilities. The Board delegates specific responsibilities to three (3) principal Committees, namely the Audit Committee, the Nomination Committee and the Remuneration Committee. All committees have written terms of references and operating...
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...Annual Report 2014 Our customers are at the core of our business Myer strives to be customers’ number one destination when it comes to fashion, cosmetics, and the home. Our strategy provides a clear direction for us to continually delight our customers when they engage with us, whether it is in a store or online. Contents Chairman and CEO Report Page 04 Directors’ Report Page 42 Operating and Financial Review Page 06 Remuneration Report Page 47 Sustainability Page 22 Financial Report Page 68 Board of Directors Page 26 Auditor’s Independence Declaration Page 114 Management Team Page 28 Independent Auditor’s Report Page 115 Corporate Governance Statement Page 30 Shareholder Information Page 117 Corporate Directory IBC Annual General Meeting The fifth Annual General Meeting of Myer Holdings Limited will be held on Friday 21 November 2014 at 11.00am (Melbourne time). Mural Hall Level 6, Myer Melbourne Store Bourke Street Mall, Melbourne VIC 3000 Myer Holdings Limited ABN 14 119 085 602 Front cover image: Myer Adelaide Left page top to bottom: Team member and customer; Homewares, Myer Adelaide; Childrenswear, Myer, Emporium Melbourne. CHAIRMAN AND CEO REPORT Paul McClintock AO and Bernie Brookes was able to maintain total sales of $3,143 million. On a comparable store sales basis, sales increased by 1.2 percent. It is encouraging that comparable store sales have now grown in eight of the last nine quarters, which points to our...
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...equipment manufacturers (OEMs) means the product is low cost, but still maintains quality and effectiveness. Mobileye being the developer of its flagship product, the EyeQ, with primary costs to production being the purchase of microchips on which the software is reproduced, means that cost of revenues is low, output is highly scalable and so Mobileye is capable of devoting substantial portions of future earnings to further research, improving existing products and gaining further growth through introduction of other ADAS products. This suggests extremely positive growth potential for Mobileye over the medium term. The ADAS market in which Mobileye operates shows a potential compound annual growth rate of more than 50% until 2018 (vli Ltd, 2014). This expected growth is attributed to several strong factors. Firstly, rapid technological progress has substantially lowered costs to production, meaning a much broader market of vehicles can be reached rather than the previously restricted market of special features in luxury vehicles. In addition to this, national safety initiatives in Eastern European and developing Asian nations has meant that the introduction of many ADAS products are being supported by governments or declared necessary to meet safety standards. Mobileye, with an extensive global network, is entirely...
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...Organizations A key strategic issue for all corporations in the United States involves labor relations (Mello, 2009, p. 540); the programs utilized within U.S. organizations may impact employee morale, productivity, adaptability and cooperation. Labor relations involve management’s ability to or strategies utilized to prevent and resolve workplace issues with employees. For example, Germany's Volkswagen utilizes a program called, Works Councils (Finkin, & Kochan, 2014). This program allows employees to share their work to reduce working hours rather than allow management to lay off employees at the company. On the other hand, Southwest Airlines, and Kaiser Permanente tailored programs specific to fit their individual company needs (Finkin, & Kochan, 2014). Lima Tire Company, a subsidiary of Treadway Tire Company was having issues with high operational cost and high turnover among foremen. Although the programs that were designed to control labor relations for the company; they were not effective as the company hoped. The company still faced the issue of a dysfunctional organization (Skinner, & Beckham, 2008). So, what are some of the strategies utilized by U.S. union free organizations today and why is it critical to the success of an organization to meet its goals and mission? This paper presents a summary of Lima Tire Company, a non-unionized organization, provides an alternative to handling its major problems, and provides a recommendation to help with the major issues. Brief...
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...Annual Report and Annual Report and Financial Statements Financial Statements 2015 2015 “ think the store is I genuinely trying to improve performance and there is evidence of progress.” Ipswich “ hen I shop in Tesco W now there is an overall better feel.” “ lease keep the P prices low, the shelves well stocked and the tills manned with enough staff.” “ ontinue to work on customer C service – it makes a big difference.” Newton Abbot Aylesbury “ he store is of vital importance T to the local community, long may it continue to be so.” Maldon London In this report: Strategic report Chairman’s statement CEO introduction Three priorities Our business model Key performance indicators Financial review Environmental and social review Principal risks and uncertainties Corporate governance Financial statements Other information Page 2 3 5 8 10 12 18 22 26 72 146 FINANCIAL HEADLINES £69.7bn £1.4bn £961m £(6.4)bn 9.42p £(8.5)bn Group sales Group trading profit Underlying profit before tax Statutory profit/(loss) before tax Underlying diluted earnings per share Net debt (13/14: £70.9bn) (13/14: £3.3bn) (13/14: £3.1bn) (13/14: £2.3bn) (13/14: 32.05p) (13/14: £(6.6)bn) The champion for customers Our business was built with a simple mission: to be the champion for customers – to help everyone who shops with us enjoy a better quality of life...
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...Annual Report 2014-15 Infosys Annual Report 2014-15 Narayana Murthy A tribute to our founders Nandan M. Nilekani S. Gopalakrishnan K. Dinesh The year 2014 was a milestone in our Company's history, when we bid farewell to three of our founders who held executive positions in the Company during the year – Narayana Murthy, S. Gopalakrishnan and S. D. Shibulal. Narayana Murthy stepped down as the Chairman of the Board on October 10, 2014. His vision, leadership and guidance have been an inspiration to Infosys, the Indian IT industry and an entire generation of technology entrepreneurs. He propelled the Company into accomplishing many firsts and in setting industry benchmarks on several fronts. He espoused the highest level of corporate governance standards that have defined Infosys over the years and made us a globally respected corporation. Between June 2013 and October 2014, he guided the Company through a period of stabilization and leadership transition. S. Gopalakrishnan stepped down as Vice Chairman of the Board on October 10, 2014. Kris, as he is popularly known, served the Company in several capacities over the last 33 years. As the Chief Executive Officer between 2007 and 2011, he steered the Company at a time when the world was faced with economic crises. Ranked as a global thought leader, Kris has led the technological evolution of the Company. S. D. Shibulal stepped down as the Company's Chief Executive Officer on July...
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...annual report 2014 8 th annual general meeting Menara Hap Seng Jalan P. Ramlee, 50250 Kuala Lumpur, Malaysia. Monday, 25 May 2015 at 2pm. Contents Hap Seng Plantations Holdings Berhad | Annual Report 2014 16 Chairman’s Statement 56 51 Corporate Social Responsibility 2 3 14 16 22 35 Corporate Information Directors’ Profile Group Financial Highlights Chairman’s Statement Statement on Corporate Governance Statement on Risk Management and Internal Control 41 Board Committees 51 Corporate Social Responsibility Financial Statements 56 114 116 120 122 123 126 127 • Financial Statements Additional Information Particulars of Group’s Properties Plantation Statistics Share Buy-Backs Summary Analysis of Shareholdings Directors’ Shareholdings Notice of Annual General Meeting Proxy Form Hap Seng Plantations Holdings Berhad | Annual Report 2014 Corporate Information BOARD OF DIRECTORS Tan Sri Ahmad Bin Mohd Don Independent Non-Executive Chairman Datuk Simon Shim Kong Yip, JP Non-Independent Non-Executive Deputy Chairman Tan Sri Abdul Hamid Egoh Non-Independent Non-Executive Director Datuk Edward Lee Ming Foo, Managing Director Wong Yuen Kuai, Lucien Independent Non-Executive Director JP Lee Wee Yong Executive Director Au Yong Siew Fah Executive Director 2 Company Secretaries Cheah Yee Leng (LS 0009398) Lim Guan Nee (MAICSA 7009321) Registered...
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...Giving life to thought Sri Lanka Telecom PLC Annual Report 2014 Welcome to Sri Lanka Telecom PLC Annual Report 2014 Our Vision All Sri Lankans seamlessly connected with world-class information, communication and entertainment services. Our Mission Your trusted and proven partner for innovative and exciting communication experiences delivered with passion, quality and commitment. Contents SLT at a glance 02 SLT’s year at a glance 05 About this report 07 Letter from the Group Chairman 08 Letter from the Group Chief Executive Officer 10 Board of Directors 12 Leadership team 18 Corporate governance 23 Risk management 34 Management discussion and analysis 38 Financial reports Annual Report of the Board of Directors on the affairs of the Company 86 Statement of Directors in relation to their responsibility for the preparation of financial statements 93 Audit committee report 94 Independent auditors’ report 97 Statement of profit or loss and other comprehensive income 98 Statement of financial position 99 Statement of changes in equity - Group 100 Statement of changes in equity - Company 101 Statement of cash flows 102 Notes to the financial statements 103 Ten year progress - Group 150 Value added statement 151 Investor relations 152 Portfolio of lands 154 Milestones 157 GRI index 158 Abbreviations 161 Notice of meeting 162 Form of proxy Enclosed Corporate information Inner back cover Sri Lanka Telecom...
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...Guidance Accounting and Reporting Financial Reporting Council June 2014 Guidance on the Strategic Report The FRC is responsible for promoting high quality corporate governance and reporting to foster investment. We set the UK Corporate Governance and Stewardship Codes as well as UK standards for accounting, auditing and actuarial work. We represent UK interests in international standard-setting. We also monitor and take action to promote the quality of corporate reporting and auditing. We operate independent disciplinary arrangements for accountants and actuaries; and oversee the regulatory activities of the accountancy and actuarial professional bodies. The FRC does not accept any liability to any party for any loss, damage or costs howsoever arising, whether directly or indirectly, whether in contract, tort or otherwise from any action or decision taken (or not taken) as a result of any person relying on or otherwise using this document or arising from any omission from it. © The Financial Reporting Council Limited 2014 The Financial Reporting Council Limited is a company limited by guarantee. Registered in England number 2486368. Registered Office: 8th Floor, 125 London Wall, London EC2Y 5AS Financial Reporting Council June 2014 Guidance on the Strategic Report Contents Page Guidance on the Strategic Report Summary 1 2 3 4 5 6 7 8 Objectives and how to use this guidance Scope The annual report The strategic report: purpose The strategic report:...
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...Course Project- Disney and Pixar- The Change Analysis- Images of Change HRM587- Managing Organizational Change DeVry University, Keller Graduate School of Management July 2014 The Change Analysis- Images of Change Disney used the character of Mickey Mouse and others to create movies that customers enjoyed like “Beauty and the Beast” while Pixar was producing made up animated characters to create films like “Cars” and “Wall-E”. Disney was creating animated movies but struggling to generate the amount of money Pixar was making on producing only one movie a year. Disney wanted to grow in creating more animated movies and decided to buy out Pixar in 2006 for $7.4 million dollars. (Barnes, 2008) According to Disney’s CEO Robert Iger, “The addition of Pixar significantly enhances Disney animation, which is a critical creative engine for driving growth across our businesses.” (La Monica, 2006) This buy out was great for Disney but Pixar had many doubts and hesitation about changes that were to come. Disney and Pixar executives needed to come up with an integration plan that would combine two unique cultures into one. In order to bridge these two cultures together, the organizational structure of the merger was discussed and agreed upon in terms of making both parties happy. The shareholders and stakeholders of both Disney and Pixar recognized that “this acquisition combines Pixar’s preeminent creative and technological resources with Disney’s unparalleled portfolio of...
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...Executive Summary Patient Portal for KRMC Yvonne Larson August 15, 2014 Contents Part 1 Topic Research & Selection Part 2 Literature review Introduction to organization Overview of nature of organization Identify stakeholders in organization Organizational culture Analysis Analysis tools used to perform assessment Assessment needs to contain measurement and benchmarks Tables and graphs to demonstrate findings Risk Analysis Identify risks or challenges will be identified as results of organizational assessment Can project be undertaken within boundaries of state and federal regulation? Are there any potential stark or anti-kickback concerns Are there resources available to undertake project Problem Statement Measurable goals and objectives Resources Budget Project Timeline Communication Key Stakeholders Strategies for implementing change with in organization Strategies for monitoring project Risks or challenges that anticipate how to overcome risks Measures used to evaluate project success What does success look like? Methods used to conduct evaluation of project Timeline for evaluating project Ensure project’s continued success Part 1 Topic Research & Selection As researching to find new healthcare trends for the past few years have provided some interesting topics. After doing this research it was discovered that the area hospital in Kingman, Arizona had just implemented a new feature. That new feature is the Patient portal...
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