- Veolia Environnement held a conference call on May 3, 2013 to discuss key figures as of March 31, 2013.
- Revenue for the quarter declined 3.9% to €5.757 billion due to decreases in the Water and Environmental Services divisions, partially offset by growth in Energy Services.
- Adjusted operating cash flow and income declined due to contractual erosion, lower recycled materials prices/volumes, and declines in certain markets, despite benefits from the Convergence Plan.
Here you will find further detailed information from the Interim Financial Report as of August 06, 2015. Including:
Executive summary
Financial review
Outlook and guidance
Here you will find further detailed information from the Interim Financial Report as of August 06, 2015. Including:
Executive summary
Financial review
Outlook and guidance
Egbert Bierman, Investment Director at Transamerica Ventures, talks about Aegon's Corporate Venture Fund, the markets it's in, strategy and portfolio at the KBW Life Insurance & Technology Conference in 2016.
Mark Wilson, Group Chief Executive Officer, said:
“The turnaround at Aviva is intensifying. We have focused the business on ‘cash flow plus growth’ and the benefits are starting to be reflected in our performance. Cash flows to the Group are up 40%, operating expenses are down 7%, operating profit is up 6% and Value of New Business is up 13%. After a £2.9 billion loss after tax last year, Aviva has delivered a £2.2 billion profit.
“Following our exit from a number of low margin, underperforming or non-strategic businesses, Aviva is simpler, more focused and better managed. We have significantly improved our capital surplus, increased our liquidity and have a stronger leadership team.
“Although we have made progress in 2013, I want to guard against complacency. Aviva still has issues to address. Have we made progress? Yes, some. Is it a little faster than anticipated? Probably. Have we unlocked the full potential at Aviva? Not yet.”
Mark Wilson, Group Chief Executive Officer, said:
“In the first half we have taken a number of steps to deliver our investment thesis of cash flow and growth. These results show satisfactory progress in Aviva’s turnaround.
“We have achieved profit after tax of £776 million, in contrast to the £624 million loss last year. Cash flows to the Group have increased by 30% to £573 million. Our key measure of sales – value of new business – has increased 17%, driven by the UK, France, Poland, Turkey and Asia.
“Although these results continue the positive trends of the first quarter, tackling our legacy issues will take time.
“I am committed to achieving for investors what we set out to do: turning around the company to unlock the considerable value in Aviva.”
Strong second quarter
- Life Science and Healthcare post strong organic growth
- Organic sales growth in all regions
- Profitability rises thanks to growth and Sigma-Aldrich synergies
- Integration of Sigma-Aldrich on track
- Merck raises sales and earnings forecast for 2016 thanks to good business performance
Egbert Bierman, Investment Director at Transamerica Ventures, talks about Aegon's Corporate Venture Fund, the markets it's in, strategy and portfolio at the KBW Life Insurance & Technology Conference in 2016.
Mark Wilson, Group Chief Executive Officer, said:
“The turnaround at Aviva is intensifying. We have focused the business on ‘cash flow plus growth’ and the benefits are starting to be reflected in our performance. Cash flows to the Group are up 40%, operating expenses are down 7%, operating profit is up 6% and Value of New Business is up 13%. After a £2.9 billion loss after tax last year, Aviva has delivered a £2.2 billion profit.
“Following our exit from a number of low margin, underperforming or non-strategic businesses, Aviva is simpler, more focused and better managed. We have significantly improved our capital surplus, increased our liquidity and have a stronger leadership team.
“Although we have made progress in 2013, I want to guard against complacency. Aviva still has issues to address. Have we made progress? Yes, some. Is it a little faster than anticipated? Probably. Have we unlocked the full potential at Aviva? Not yet.”
Mark Wilson, Group Chief Executive Officer, said:
“In the first half we have taken a number of steps to deliver our investment thesis of cash flow and growth. These results show satisfactory progress in Aviva’s turnaround.
“We have achieved profit after tax of £776 million, in contrast to the £624 million loss last year. Cash flows to the Group have increased by 30% to £573 million. Our key measure of sales – value of new business – has increased 17%, driven by the UK, France, Poland, Turkey and Asia.
“Although these results continue the positive trends of the first quarter, tackling our legacy issues will take time.
“I am committed to achieving for investors what we set out to do: turning around the company to unlock the considerable value in Aviva.”
Strong second quarter
- Life Science and Healthcare post strong organic growth
- Organic sales growth in all regions
- Profitability rises thanks to growth and Sigma-Aldrich synergies
- Integration of Sigma-Aldrich on track
- Merck raises sales and earnings forecast for 2016 thanks to good business performance
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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1. How to capture video testimonials that convert from your audience 🎥
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3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
5. Investor Relations Key Figures as of March 31, 2013
Key figures for the three months ended March 31, 2013
In €M March 31,
2012
published
March 31, 2012
re‐presented(1)
March
31, 2013
Δ Δ at
constant
FX
Revenue 7,826 5,991 5,757 ‐3.9% ‐3.2%(2)
Adjusted operating cash flow 900 581 542 ‐6.7% ‐6.3%
Operating income 544 303 290 ‐4.3%
Operating income after share of net
income of equity‐accounted entities(3) ‐ 412 403 ‐2.0%
Adjusted operating income(4) 544 411 405 ‐1.5% ‐1.2%
Gross investments 656 472 335
Free cash flow ‐519 ‐339 +594
Net Financial Debt 15,021 12,746 10,106
Loans granted to joint ventures ‐ 3,587 3,304
Adjusted Net Financial Debt ‐ 9,159 6,802
5
(1) Q1 2012 re‐presented for IFRS 5, 10 and 11 (IFRS 5 adjustment applies only to the income statement, see Appendix 1)
(2) ‐3.0% at constant consolidation scope and exchange rates
(3) Including the share of net income of joint ventures and associates
(4) Including the share of adjusted net income of joint ventures and associates
7. Investor Relations Key Figures as of March 31, 2013
Environmental Services
Revenue declined by 4.6% at constant scope & exchange rates to €1,932M
• Price and volumes of recycled materials ‐2.5%
• Waste volumes / activity levels ‐3.5%
• Service price increases +0.9%
• Other +0.5%
• Currency effect ‐0.6%
• Scope ‐1.2%
Revenue variation 3M2013 / 3M2012: ‐6.4%
Evolution of Revenue by country:
• France: decline in activity (difficult macro‐economic environment and repeated bad weather in the
first quarter of 2013) and unfavorable impact of recycled raw material prices
• Germany: impact of the decline in prices and volumes of recycled raw materials and decline in the
industrial and commercial sector
• UK: increase in PFI construction revenue and higher tonnages incinerated
• USA: increase in hazardous waste treatment and decline in industrial services
• Asia Pacific: good performance in Australia
Decline in adjusted operating cash flow and adjusted operating income(1), despite the impact of the
Convergence Plan, related to:
• Decline in volumes
• The unfavorable impact of lower prices and volumes of recycled raw materials
7
(1) Including the share of net income of joint ventures and associates
10. Investor Relations Key Figures as of March 31, 2013
Continued reduction in Net Financial Debt
Net financial debt reduction of €716M
• CAPEX of €335M, versus €472M€ in Q1 2012
• Variation in working capital of ‐€675M
• Hybrid +€1,470M
Adjusted net financial debt of €6.8bn versus re‐presented €7.8bn at December
31, 2012
Divestments: €5bn completed in 2012(1) & €1bn objective in 2013(2)
• Mars 7, 2013: Signature of purchase agreement for the divestment of Moroccan Water
activities to the Actis investment fund (€370M)
€88M in associated debt reduction expected in 2013
• March 21, 2013: Signature of purchase agreement for the divestment of Portuguese
Water activities to Beijing Enterprise Water Group (€95M)
10
(1) Before application of IFRS 10 & 11 and including the debt reduction of €1.4bn related to the change to equity method accounting for the Berlin Water
contract on October 31, 2012
(2) Including repayments of loans granted to joint ventures related to divestments
15. Investor Relations Key Figures as of March 31, 2013
15
Mid‐term objectives confirmed
(1) Including the debt reduction of €1.4 billion related to the change to equity method accounting for the Berlin Water contract and repayment
of loans to joint ventures
(2) Before closing exchange rate impact
(3) Net of implementation costs, of which due to the new accounting treatment of joint ventures, ~80% will benefit adjusted operating income
(4) Subject to the approval of Veolia’s Board of Directors and the Annual General Shareholders Meeting
(5) In cash or shares
(6) Adjusted net financial debt/ (Operating cash flow before changes in working capital + OFA Repayments)
(7) 5%
2012‐2013:
Transformation
Period
• €6 billion in divestments (1)
• 2013 net financial debt, under new IFRS standards:
Net Financial Debt between €8bn and €9bn(2)
Adjusted Net Financial Debt between €6bn and €7bn(2)
• Cost reductions:
in 2013: €170M net impact(3)
• Extended dividend commitment of €0.70 (4) per share in 2013(5) and
2014
Beginning in
2014:
New
Veolia
• Organic revenue growth > 3% per year (mid‐cycle)
• Adjusted operating cash flow growth >5% per year (mid‐cycle)
• Leverage ratio(6) of 3.0x(7) beginning in 2014
• Mid‐term: Payout ratio in line with historic level
• Cost reductions in 2015: €750M net impact(3)
15
23. Investor Relations Key Figures as of March 31, 2013
Appendix 6: Environmental Services revenue versus
Industrial Production
23
Industrial Production and Veolia Environmental Services Organic Growth
-20%
-15%
-10%
-5%
0%
5%
10%
15%
Q1
2008
Q2
2008
Q3
2008
Q4
2008
Q1
2009
Q2
2009
Q3
2009
Q4
2009
Q1
2010
Q2
2010
Q3
2010
Q4
2010
Q1
2011
Q2
2011
Q3
2011
Q4
2011
Q1
2012
Q2
2012
Q3
2012
Q4
2012
Q1
2013
Veolia Enviromental Services Organic Growth
Industrial Production
Y-Y Growth Rate (in %) vs. previous year's quarter
Weighted average industrial production indices for 4 key countries, including SARP and SARPI: France, UK (excluding PFI contracts), Germany,
and North America (excluding U.S. solid waste beginning in 2012)
Sources : OECD Extract Database; INSEE (France, February 2013); Federal Ministry of Economics and Technology (Germany, February 2013);
average of January‐February when March figures not available (France, UK, Germany)