...UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, DC 20549 FORM 10-K (Mark One) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2009 TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE EXCHANGE ACT For the transition period from to Commission File No. 0-28882 WORLD HEART CORPORATION Delaware (State or other Jurisdiction of Incorporation or Organization) 4750 Wiley Post Way, Suite 120 Salt Lake City, Utah USA (Address of Principal Executive Office) (801) 355-6255 (Registrant’s Telephone Number) Securities registered pursuant to Section 12(b) of the Exchange Act: Title of each class Name of each exchange on which registered 52-2247240 (I.R.S. Employer Identification No.) 84116 (Zip Code) Common Stock, $0.001 par value NASDAQ Capital Market Securities registered pursuant to Section 12(g) of the Exchange Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Exchange Act. Yes No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Exchange Act during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements...
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...Tesla Motors 3500 Deer Creek Palo Alto, CA 94304 650-681-5000 650-681-5101 I. I. Background and Introduction The focus of this analysis is on Tesla Motors and the electric vehicles they design, develop, and manufacture. Tesla Motors was incorporated in 2003 and using technology developed at the headquarters in California the company introduced the Tesla Roadster in 2008 (Tesla Motors, 2010b). On June 28, 2010 the company filed an initial public offering that was accepted by the SEC. They have also become business partners with Toyota Motor Corporation to develop an electronic version of the Toyota RAV4 to be sold in 2012 (Tesla Motors, 2010b). The importance of this analysis is two-fold. First, if a company can successfully develop a fully electric vehicle that is affordable and has mass market appeal it would mark a realistic solution to the diminishing worldwide oil supplies. Second, the technology that would be developed could be used as a springboard for the entire automotive industry. As with any business that is being hinged on new technology, there are significant risks and issues that could potentially be detrimental to the company. Being a new company, there is a very limited operating history for potential investors to go by (Tesla Motors, 2010b). Therefore, future earnings cannot be predicted based on past earnings. The company is losing money and in the SEC filing for the last quarter they state that they expect to keep losing money for...
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...yahoo2013.tumblr.com YAHOO 2013 ANNUAL REPORT EDITORIAL EXCELLENCE YAHOO ON THE ROAD MONTHLY MOBILE USERS “2013 was a year of tremendous progress at Yahoo.” YAHOO IN NYC SEARCH 400M+ Enhancing Search TOP TECH TALENT monthly mobile users INCREASE IN AVERAGE MONTHLY USERS TALENT TUMBLR ACQUISITION 340,000+ Job Applications 800M+ average monthly users YAHOO 2013 ANNUAL REPORT NEW MAIL EXPERIENCE YAHOO WEATHER APP 50% YAHOO SPORTS Nearly half of new hires had design, engineering, or product backgrounds YAHOO NEWS DIGEST NEW LOGO TO OUR SHAREHOLDERS 2013 was a year of tremendous progress at Yahoo. Our mission at Yahoo is to make the world’s daily habits more inspiring and entertaining. From Search, Communications, Digital Magazines and Video to Flickr and Tumblr, daily habits are our heritage and our inspiration. We re-imagined every core product to create more engaging, delightful experiences for our users across the globe. We also invested in our ad technology to build value for our advertising partners. 2013 was also a year of remarkable innovation at Yahoo. We continued to rethink and rework the Search user experience. We are investing in Mail—the ultimate daily habit—to keep users connected with friends and family. We are focused on bringing users the best content from across the Web, through our partnerships with Comedy Central, SNL, NBC Sports, ABC News, CBS’s The Insider and others. We are also investing in editorial...
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...ANNUAL REPORT 2013 1. HigHligHts Fourth Quarter Full Year $ Change 55 88 (34) 54 54 54 8 0.1 pp 3.0 pp (6) 76 (0.4) pp 2.4 pp 346 (255) 214 3.1 pp $0.20 $0.03 % Change 2.5 3.5 (0.9) pp (0.6) (1.7) (1.6) (1.8) (2.3) 0.2 0.3 (0.2) (1.8) 1.1 0.3 0.2 3.0 The financial and operating highlights for Air Canada for the periods indicated are as follows. (Canadian dollars in millions, except where indicated) Financial Performance Metrics Operating revenues Operating income Non-operating expense (1) Income (loss) before income taxes and discontinued operations Net income (loss) from continuing operations Net loss from discontinued operations – Aveos Net income (loss) Adjusted net income (loss) (2) Operating margin, excluding the impact of benefit plan amendments % (3) Operating margin % EBITDAR, excluding the impact of benefit plan amendments (3) (4) EBITDAR (4) EBITDAR margin, excluding the impact of benefit plan amendments % (3) (4) EBITDAR margin % (4) Unrestricted liquidity (5) Free cash flow (6) Adjusted net debt (7) Return on invested capital ("ROIC") %(8) Diluted earnings (loss) per share Adjusted net income (loss) per share – diluted (2) Operating Statistics (9) Revenue passenger miles (millions) ("RPM") Available seat miles (millions) ("ASM") Passenger load factor % Passenger revenue per RPM (“Yield”) (cents) Passenger revenue per ASM (“RASM”) (cents) Operating revenue per ASM (cents) Operating expense per ASM (“CASM”) excluding the impact of benefit plan amendments...
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...UNDERGRADUATE REGULATIONS & SYLLABUSES 2014 - 2015 THE FACULTY OF SOCIAL SCIENCES TABLE OF CONTENTS MESSAGE FROM THE DEAN ............................................................. 3 UNDERGRADUATE PROGRAMMES ................................................ 4 ACADEMIC CALENDAR 2014-2015 ................................................ 5 DEFINITIONS ...................................................................................... 13 GENERAL INFORMATION & REGULATIONS .............................. 14 General Regulations for Bachelor of Science Degrees 14 Special Regulations for Degrees in Hospitality and Tourism Management........................................................... 27 Franchise Agreements .......................................................... 27 EVENING UNIVERSITY -GENERAL INFORMATION & REGULATIONS ................................................................................... 28 General Regulations for Bachelor of Science Degrees 28 General Regulations for Diploma Programmes ............ 36 General Regulations for Certificate Programmes ......... 37 STUDENT PRIZES .............................................................................. 38 CODE OF CONDUCT ........................................................................ 39 UNIVERSITY REGULATIONS ON PLAGIARISM .......................... 40 THE ACADEMIC SUPPORT/ DISABILITIES LIAISON UNIT (ASDLU) ..............................................................................................
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...Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM 10-K (Mark One) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2012 or ¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to COMMISSION FILE NO. 001-32876 WYNDHAM WORLDWIDE CORPORATION (Exact name of registrant as specified in its charter) 20-0052541 (I.R.S. Employer DELAWARE (State or other jurisdiction of incorporation or organization) Identification No.) 22 SYLVAN WAY 07054 PARSIPPANY, NEW JERSEY (Zip Code) (Address of principal executive offices) (973) 753-6000 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Name of each exchange Title of each Class on which registered Common Stock, Par Value $0.01 per share New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None (Title of Class) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. No ¨ No Yes ¨ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by...
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...LOJACK CORP (Form: 10-K, Received: 03/15/2013 14:17:34) Page 1 of 179 Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, DC 20549 FORM 10-K Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the fiscal year ended December 31, 2012 or Transition Report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 Commission File No. 001-08439 LOJACK CORPORATION (Exact Name of Registrant as Specified in its Charter) Massachusetts (State or Other Jurisdiction of Incorporation or Organization) 04-2664794 (IRS Employer Identification No.) 40 Pequot Way Canton, Massachusetts (Address of Principal Executive Offices) 02021 (Zip Code) (781) 302-4200 (Registrant’s Telephone Number, Including Area Code) Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Name of Exchange on Which Registered Common Stock, $.01 par value Preferred Share Purchase Rights NASDAQ Global Select Market Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act. Yes Yes No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange...
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...“[A]n operations manual to help management teams guide their companies through this global disaster. Chaotics is a must read for those seeking a lifeline to save their business.” —Ed Kaplan, Chairman Emeritus, Zebra Technologies “A very timely and practical book on how to manage and market the enterprise through prolonged turbulence. The Chaotics Management System provides an excellent blueprint for making each major business function more resilient.” —Jagdish N. Sheth, Ph.D., Charles H. Kellstadt Professor of Marketing, Goizueta Business School, Emory University, Atlanta, GA; author of The Self-Destructive Habits of Good Companies: . . . And How to Break Them “Chaotics is about real events in real time. World authorities on marketing and strategy Philip Kotler and John Caslione address the global financial crisis with experience, wisdom, and hands-on advice.” —Dr. Evert Gummesson, Professor of Marketing, Stockholm University School...
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...Practitioner’s Assurance of Social and Environmental Performance About NIKON REPORT 2014 Starting with reports published in the fiscal year ending March 2015, Nikon Corporation publishes its previously named ANNUAL REPORT as the NIKON REPORT. In addition to details regarding business performance and strategy, operational overviews, and other financial data previously published in the ANNUAL REPORT, this report comprises a broader range of non-financial data, including information on CSR activities and corporate governance. As a corporate group that continues to pursue steady growth and create new value prefaced on harmony with society, we hope that NIKON REPORT will promote further understanding of the Nikon Group among our shareholders, investors, and all other stakeholders. CONTENTS INTRODUCTION 02 Nikon’s Growth Trajectory 04 Financial Performance 06 Non-Financial Performance BUSINESS STRATEGY 08 Management Message 09 To Our Stakeholders 14 Medium-Term Management Plan Next 100 - Transform to Grow Interviews with Key People on 18 the Strategy Going Forward 18 20 22 24 26 28 30 31 Corporate Strategy Division Semiconductor Lithography Business...
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...Trust unites us Annual Report 2012 siemens.com/answers Company Report 2012 What sets our integrated technology company apart Introduction – page 1 Proximity How Bangalore’s new airport is driving progress across an entire region Global presence – page 8 Ideas How our Biograph mMR scanner is enhancing patient care Technology and innovation – page 20 Strength How efficient technologies are shaping the future of energy Portfolio management – page 34 Networking How intelligent IT solutions are creating unimagined value Cross-business activities – page 54 Diversity How our employees’ wealth of experience is inspiring us Employees and management culture – page 66 How our strategy is pointing the way to the future One Siemens – page 78 COVER PHOTO – James D. Palasek and Amber Sherman, two of the 370,000 Siemens employees working together in our global network of trust. To learn more, please see: SPECIAL REPORT: DIVERSIT Y, PAGES 66-75 When a new international airport is being planned, when a doctor recommends a treatment to a patient, when political leaders and society want to ensure reliable energy supplies for the future, when a company wants to offer tailor-made service solutions, when the development of innovative products demands the creativity, experience and dedication of a wide range of experts, that’s when tough decisions have to be made – far-reaching decisions based on a strong sense of responsibility. The success...
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...Domestic Drone Exploration Presented by Team B Jamie Eads Daniel Flores Cindy Greer Amanda Hall August 24, 2014 DeVry University Technology, Society, and Culture LAS432 Professor: Dr. Kenneth Melichar TABLE OF CONTENTS I. INTRODUCTION 3 II. DESCRIPTION OF TECHNOLOGY Amanda 4 III. HISTORICAL DEVELOPMENT Amanda 6 IV. CONTEXT OF THE TECHNOLOGY Amanda 7 V. POLITICAL INFLUENCE Cindy 15 VI. LEGAL INFLUENCE Cindy 17 VII. ENVIRONMENTAL INFLUENCE Cindy 22 VIII. ECONOMY OF DRONE Jaime 23 VIIII. PSYCHOLOGICAL CONSIDERATIONS Daniel 32 X. SOCIOLOGICAL AFFECTS Daniel 36 INTRODUCTION Technology is applying science to improve on an existing task to make it easier. Technology can be used for all types of things, from science applications to mechanical engineering. Changing the way something is done often improves it. This is the heart of technology. Technology has evolved into nanotechnology. Nanotechnology is a “technology executed on the scale of less than 100 nanometers, the goal of which is to control individual atoms and molecules, especially to computer chips and other microscopic devices.” Nanotechnology may one day improve the quality of life, thereby extending the life span of humans, by using “small autonomous robot, or nanobot, that can be sent into the human body to repair cells and cure cancers.” (nanotechnology). It is the continued advancement in nanotechnology that has been used to downsize the combative drones that we associate...
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... 000309497 Amritpal Kaur 000313218 David Nmoye 000304076 Chukwuma Nwachukwu 000309201 Karanveer Singh Khaira 000318652 Department of International Business Management Mohawk College, Hamilton Table of Contents Executive Summary: 3 Corporate Profile: 4 Nature of Business 4 Product Offering 4 Organizational Chart 6 Human Resources Management 6 External Resources: 8 Company strength 8 Company weakness 8 Target Market & PESTE Analysis 9 Target Market Segmentation: 9 PESTE Analysis: 10 Opportunities 11 Threats: 11 Market Entry Method: 12 Market Strategy: 13 Global Supply Chain 16 Warehousing & Inventory: 17 Legal System 18 Company contracts 18 Free Trade Agreement 19 Risk Management: 21 Internal Risks 21 External Risks 22 SWOT Analysis 23 Summary: 24 Conclusion: 25 References: 26 Executive Summary: Le Château Inc. is one of Canada’s oldest specialty retailers and manufacturer of contemporary fashion apparel, accessories and footwear’s all at valued pricing for all fashion icons. This is as a result of hard work, intensity and perseverance over time. The brand’s fashion sense is best suited to all times, ever more inspiring and engaging stylish clientele home and abroad. Le Château is presently sold exclusively through its 236 retail locations and has a...
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...Equity Research Industrials | U.S. Autos & Auto Parts 12 February 2015 Tesla Motors Inc. Another reminder of challenges ahead EQUAL WEIGHT Stock Rating Unchanged NEUTRAL Industry View 4Q print validated concern that crossing the chasm is tougher than it looks: Last week we caught the ire of Tesla bulls by lowering our estimates based on concerns about production delays and rising opex and capex (see “Crossing the chasm is tougher than it looks”). The 4Q print validated many of those concerns. Behind an EPS loss of 13c vs. consensus +30c were several soft spots – Tesla missed 4Q deliveries and guided softly for 1Q’15, ZEV credits artificially boosted results, opex grew faster than expected, and capex was guided well ahead of our conservative model. The result reinforces that Tesla’s push to become a mass market OEM is much harder than it looks. We reiterate our EW rating and remain cautious on the stock near-term. Unchanged USD 190.00 Price Target lowered -5% from USD 200.00 Price (11-Feb-2015) USD 212.80 Potential Upside/Downside -11% Tickers TSLA 26681 Shares Outstanding (mn) Don’t get caught up with ambitious mid/long-term targets…: Despite the weak quarter, there was enough to keep the die-hard bulls interested. Our take - don’t get caught up in it. On the demand side, Musk noted Tesla could reach its ‘15 S/X delivery guide of 55k even ex. China, and has a “secret weapon” which could be deployed later ...
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...INTRODUCTION Tuong An Co., want to expand its business into India; thus; we need a detail plan to make our penetration into India market. When we do analyze about the Indian cultural and analysis, we find the information that is general in nature, focusing on product categories. Therefore, we will perform the next to parts “Market Audit and Competitive market analysis” and “Preliminary marketing plan”. In part III, “Market Audit and Competitive market analysis”, the data generated in part III are used to determine the extent of adaptation of the company’s marketing mix necessary for successful market entry to the develop the final step, the action plan. This part concludes some evaluations of the products, the description of our market in India. Moreover, we also compare and contrast our “Van Tho” vegetable oil and the competition’s products. We also give some numerous data to easier forecast about this market. In part IV, “Preliminary marketing plan”, we will gather the information from Part I “Cultural analysis” to part III to develop a marketing plan for “Van Tho” vegetable oil in the our target market in India, Mumbai and New Delhi. We would point out the opportunities, threats, strengths, weaknesses to understand what we have and what we have to do next. We also provide the plan of promotion, distribution when we first introduce our “Van Tho” vegetable oil in our target market. Also provided in this paper is other information which is necessary for our plan. This...
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