This document summarizes the results of a 2008 survey of 126 Chief Legal Officers (CLOs) conducted by Altman Weil, Inc. regarding issues of importance in managing corporate law departments. Some of the key findings include: 49.2% of CLOs plan to hire additional lawyers within the next 12 months, primarily within the US; 63.5% of CLOs plan to keep their use of outside counsel the same over the next year; and 48.4% of CLOs fired or are considering firing one of their law firms that year, primarily due to cost management issues or poor quality legal work.
- The company reported Q4 2011 revenue of NT$67.6 billion, down 12.9% quarter-over-quarter but up 79.4% year-over-year. EPS for the quarter was NT$3.27.
- For full year 2012, revenue is estimated to increase 38.3% to NT$102.58 billion and EPS is projected to grow 11% to NT$8.77 compared to 2011.
- Key challenges for 2012 include potential declines in average selling prices and increases in material costs.
The document summarizes results from a consumer survey conducted in April 2012. It finds that consumer confidence stalled after improving for five months, employment outlook remains stagnant with over half expecting the same number of layoffs, and practical purchasing remains a priority for most consumers who are focusing on necessities over wants.
- Last week saw $220.2 million in net outflows from STOXX Europe 600 sector exchange-traded funds (ETFs), with the largest outflows from utilities and insurance ETFs.
- Year-to-date, STOXX Europe 600 sector ETFs have seen $557.3 million in net inflows, led by oil and gas and banks ETFs.
- The document provides data on net flows, returns, and assets for 21 sector ETFs tracking the STOXX Europe 600 index for the past week and year.
The document summarizes substance use reported by students in Kent County, Maryland and compares it to statewide averages. It shows that in many cases, a higher percentage of Kent County students reported using substances like cigarettes, alcohol, and illicit drugs in the past 30 days compared to the state average, with some differences being quite large. Trend data for 6th graders shows that reported use of cigarettes, marijuana, alcohol and binge drinking has generally decreased in both Kent County and statewide over time.
4 q07 financial and operating results presentationEquatorial
This document summarizes the operating and financial results of CEMAR for the fourth quarter and full year of 2007. Key highlights include an 8.5% increase in billed energy for the quarter and 10.5% increase for the full year, as well as improvements in distribution and commercialization efficiency ratios. Net revenue grew 17.9% for the quarter and 8.5% for the full year. EBITDA increased 6.0% and 11.3% respectively. The customer base expanded by 6.6% in 2007 with gains across all customer segments. Energy losses declined by 1.1 percentage points over the last twelve months through efficiency initiatives.
Hyundai Capital is the leading auto finance company in Korea and a joint venture between Hyundai Motor Group and GE Capital. It has strong shareholder support from both companies. Despite recent slower economic growth, Korea's macroeconomic environment remains stable with low interest rates and manageable government debt levels. Hyundai Capital is well positioned to capitalize on its dominant market position and benefit from shareholder expertise in risk management and operations.
This document summarizes data on the economics of obesity and obesity interventions in the United States. It presents 8 exhibits that show: 1) The rise of obesity rates in the US from 1961-2008; 2) Projected obesity rates under optimistic and pessimistic scenarios; 3) International comparisons of overweight rates over time; 4) Increased healthcare spending associated with obesity by payer and service; 5) Estimated cost per quality-adjusted life year saved of different obesity interventions; and 6) The interaction between medicine and economics as it relates to cost and clinical effectiveness. The document analyzes obesity trends, economic costs, and cost-effectiveness of various policy options to address obesity at individual and societal levels.
- The company reported Q4 2011 revenue of NT$67.6 billion, down 12.9% quarter-over-quarter but up 79.4% year-over-year. EPS for the quarter was NT$3.27.
- For full year 2012, revenue is estimated to increase 38.3% to NT$102.58 billion and EPS is projected to grow 11% to NT$8.77 compared to 2011.
- Key challenges for 2012 include potential declines in average selling prices and increases in material costs.
The document summarizes results from a consumer survey conducted in April 2012. It finds that consumer confidence stalled after improving for five months, employment outlook remains stagnant with over half expecting the same number of layoffs, and practical purchasing remains a priority for most consumers who are focusing on necessities over wants.
- Last week saw $220.2 million in net outflows from STOXX Europe 600 sector exchange-traded funds (ETFs), with the largest outflows from utilities and insurance ETFs.
- Year-to-date, STOXX Europe 600 sector ETFs have seen $557.3 million in net inflows, led by oil and gas and banks ETFs.
- The document provides data on net flows, returns, and assets for 21 sector ETFs tracking the STOXX Europe 600 index for the past week and year.
The document summarizes substance use reported by students in Kent County, Maryland and compares it to statewide averages. It shows that in many cases, a higher percentage of Kent County students reported using substances like cigarettes, alcohol, and illicit drugs in the past 30 days compared to the state average, with some differences being quite large. Trend data for 6th graders shows that reported use of cigarettes, marijuana, alcohol and binge drinking has generally decreased in both Kent County and statewide over time.
4 q07 financial and operating results presentationEquatorial
This document summarizes the operating and financial results of CEMAR for the fourth quarter and full year of 2007. Key highlights include an 8.5% increase in billed energy for the quarter and 10.5% increase for the full year, as well as improvements in distribution and commercialization efficiency ratios. Net revenue grew 17.9% for the quarter and 8.5% for the full year. EBITDA increased 6.0% and 11.3% respectively. The customer base expanded by 6.6% in 2007 with gains across all customer segments. Energy losses declined by 1.1 percentage points over the last twelve months through efficiency initiatives.
Hyundai Capital is the leading auto finance company in Korea and a joint venture between Hyundai Motor Group and GE Capital. It has strong shareholder support from both companies. Despite recent slower economic growth, Korea's macroeconomic environment remains stable with low interest rates and manageable government debt levels. Hyundai Capital is well positioned to capitalize on its dominant market position and benefit from shareholder expertise in risk management and operations.
This document summarizes data on the economics of obesity and obesity interventions in the United States. It presents 8 exhibits that show: 1) The rise of obesity rates in the US from 1961-2008; 2) Projected obesity rates under optimistic and pessimistic scenarios; 3) International comparisons of overweight rates over time; 4) Increased healthcare spending associated with obesity by payer and service; 5) Estimated cost per quality-adjusted life year saved of different obesity interventions; and 6) The interaction between medicine and economics as it relates to cost and clinical effectiveness. The document analyzes obesity trends, economic costs, and cost-effectiveness of various policy options to address obesity at individual and societal levels.
1) In 2008, the top five industries for bankruptcy were: retail at 27%, construction at 17%, real estate at 16%, manufacturing at 13%, and food services at 5%.
2) Total bankruptcies in 2008 were 40.1, down from 45.1 in 2007, with retail making up 34% of total filings.
3) By quarter in 2008, bankruptcies were highest in Q1 at 20% of the total for the year.
The document provides an overview of the environmental industry in 2009-2011 based on a presentation by Grant Ferrier. Some key points:
- The environmental industry declined 1.4% in 2009 with most segments seeing declines between 2-12%, except for water utilities which grew 3.5% and clean energy which grew 14%.
- The consulting and engineering segment declined 3.9% in 2009.
- Growth improved in 2010 with the industry growing around 5% on average according to surveys. Consulting and engineering grew around 4%.
- Surveys predicted continued growth in 2011 of around 8% on average for the industry and 8% for consulting and engineering.
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion, with earnings before taxes exceeding $1 billion for the first time. The gross profit rate was 37.5% and expenses as a percentage of sales improved for the sixth consecutive year. Nordstrom also announced a $2.8 billion capital investment plan focused on new stores, remodels, and technology improvements to enhance the customer experience across channels. The Chairman expressed optimism for Nordstrom's future given its focus on serving customers and executing narrow initiatives through the lens of its values.
Annual Survey for the CEO's of the Council of Manufacturing Associations. If you are a member and would like to get a copy of 2012's, please contact us and we will be happy to send it to you.
- Estácio reported strong growth in 2011, with a 9% increase in on-campus students and 50% growth in distance learning students.
- The company saw 32.3% EBITDA growth and a 1.7 percentage point expansion in EBITDA margin for 2011.
- Estácio continued expanding through acquisitions of 4 companies in 2011 and launched 2 new campuses.
- Key drivers of margin expansion included centralization efforts and scalability of the business model. Average days receivables increased slightly over 2010 levels.
The document discusses upcoming price increases for carrier services effective in 2013. It notes that the increases will vary by service type, weight, and zone. Tables are presented showing the percentage price increases for different services like Priority Mail and Overnight by zone. The document suggests that businesses analyze their services, weights, and zones to understand how the changes might impact them.
Presentation: Health Reform in Massachusettsmasscare
The document summarizes the Massachusetts Model of Health Reform, including its origins, structure, impacts, challenges, and lessons for national reform. Key points:
- The 2006 reform law expanded insurance coverage through an individual mandate, employer requirements, and subsidizing coverage up to 300% of poverty.
- It reduced the uninsured rate from 10% to around 4-5% but increased costs for employers and individuals. Financial challenges grew for safety-net hospitals.
- While more have coverage, costs continue rising faster than income. If not addressed, the system may not be sustainable long-term. National reform efforts aim to achieve Massachusetts' coverage gains while better controlling health care spending.
- Leggett & Platt is an American manufacturing company that saw net sales grow at an average annual rate of 8.4% between 1996 and 2006, reaching $5.5 billion in 2006.
- Gross profit margins increased over the decade from 18.1% to 21.2%, while operating margins grew from 8.1% to 9.1% and net earnings margins increased from 4.7% to 5.7%.
- Return on equity also improved over the period, rising from 10.1% in 2003 to 13.1% in 2006, while earnings per share grew at a compound annual rate of 7.2%.
The document summarizes key themes from the third quarter of 2010 for the hospital industry. It finds that inpatient volumes declined sequentially in 3Q driven by weaker obstetric volumes, declining elective procedures among managed care patients, and difficult flu comparisons. However, volumes are expected to improve in 4Q. Pricing growth accelerated in 3Q and will continue to be driven by managed care. Bad debt expenses remained stable while charity care continued to rise. Operating costs were slightly inflationary in 3Q with labor expenses increasing modestly and supply costs remaining flat.
1. The document appears to be a design document created by Liu Jane in 2010.12.
2. It includes sections on methodology, case studies, conclusions, and recommendations regarding cost-effectiveness analyses and calculating ICER thresholds.
3. The document compares approaches used by organizations like NICE and IQWiG and evaluates factors like quality of life improvements.
Rule Legal And Related Services Intercountry Adoption; Hague Convention Certi...legaladvice
This document summarizes a final rule issued by the Department of State regarding certifications for intercountry adoptions under the Hague Convention. The rule establishes procedures for issuing certifications for adoptions involving a child emigrating from the U.S. (outgoing cases) and for seeking certifications regarding adoptions finalized in the U.S. after custody was granted abroad (incoming cases). It was issued in response to public comments on an earlier proposed rule. The rule is effective in 30 days, though compliance is not required until the U.S. ratifies the Hague Convention.
This document discusses Pre-Paid Legal Services, which offers legal plans and identity theft protection services. It outlines three major problems facing people today: escalating expenses, identity theft, and lack of access to legal help for everyday issues. The document then summarizes Pre-Paid Legal's services, which include legal consultation, document review, will preparation, traffic ticket defense, trial defense, IRS audit assistance, and identity theft monitoring and restoration. It promotes the business opportunity available by becoming a representative and marketing these services to others.
Submission By Vusi Pikolis Legal Team To The Office Of The Presidentlegaladvice
This document announces the renewal of Provincial Advisory Committees (PACs) to advise on coordinating implementation of a habitat management plan. It lists the federal agencies involved in the PACs and notes they provide advice on integrating forest management between federal and non-federal groups. The notice details the role of the committees, requirements for membership diversity, and where to find more information.
Top Legal Outsourcing (Ito) Advisors And Consultants, Black Book Survey 2007 ...legaladvice
This document provides a summary of common law as it related to the legal status of women in Iowa. Under common law, marriage resulted in women having no independent legal identity, with all property and earnings belonging to their husbands. Women had very limited rights and legal disabilities. Statutory changes in the late 19th century began modifying some of the harsher aspects of common law to provide more equitable treatment of women.
Rule Legal Assistance Eligibility; Maximum Income Guidelineslegaladvice
This document proposes revisions to regulations regarding financial eligibility for recipients of legal services from the Legal Services Corporation (LSC). Key points:
1) The proposed revisions aim to reorganize and simplify the regulations to ease administrative burdens and facilitate compliance.
2) Definitions are added or amended to clarify terms. The title is changed from "Eligibility" to "Financial Eligibility" to focus on financial standards.
3) Comments are requested on the proposed changes, which are largely the same as in a 2002 proposed rule except for sections on retainer agreements and group representation.
This document provides an overview of legal issues related to domestic violence and child custody. It discusses how custody and visitation processes can further abuse by allowing batterers to maintain control over victims. The document notes that courts must consider how domestic violence impacts custody arrangements and prioritize child safety over other goals. It also aims to dispel common myths about domestic violence, such as that it is easy for victims to leave their abusers or stop the abuse. The document contains resources on domestic violence and custody laws in different states.
This document discusses the concept of domicile under private international law. It defines domicile as identifying a person with the legal system of the territory they consider their permanent home. A person's domicile of origin is determined by law at birth based on their parent's domicile. While residence is a physical fact, domicile requires an intention to reside permanently or indefinitely. The determination of an individual's domicile is legally significant as it establishes what personal laws govern matters like marriage and succession. Domicile can be of origin, acquired at birth, or of choice, acquired by residing in a territory with the intent to remain permanently. In India, there is only one domicile - domicile
This document provides legal advice and recommendations for contractors facing challenges in a difficult economy. It discusses the importance of (1) having well-written contracts in place for all projects, (2) avoiding one-sided contracts that put contractors at risk, and (3) establishing strong in-house collection procedures to deal with non-payment. The document also covers alternative dispute resolution, the value of good legal counsel, using liens to recover unpaid fees, and being proactive to minimize risks through preventative measures like thorough documentation of all work.
Supreme Court Judgement - L&T / K Raheja (VAT on Builders)sandesh mundra
This presentation takes one through the details of recent Supreme Court Judgement in the case of Larsen & Toubro, which was a review of K Raheja Judgement. The judgement has a severe impact on the tax aspects of builders and real estate developers. It redefines the definition of works contract and levy of VAT on sale of flats and commercial premises
Information Inflation Can The Legal System Adaptlegalinfo
The survey of 126 Chief Legal Officers addressed plans to hire additional in-house lawyers or outside counsel. 49.2% plan to hire more in-house lawyers primarily in the US. 26.2% plan to increase use of outside counsel while 63.5% plan no change. 48.4% fired or considered firing a law firm, most often for poor quality legal work or mishandling critical matters. Outside counsel can improve relationships most by improving communication, responsiveness, project staffing and learning the client's business.
This document provides an overview of TIM Participacoes S.A.'s 4Q08 results and re-launch plan. Key highlights include:
1) TIM's subscriber base grew to 36.4 million lines in 4Q08 mainly from pre-paid growth, while post-paid lines declined. Revenue grew 4% YoY but below expectations.
2) TIM operates in a large and competitive Brazilian mobile market. It has strong network fundamentals but has lost some market share and top-of-mind preference.
3) TIM's re-launch plan aims to reposition the brand, launch new offerings, improve customer caring and sales, optimize the network, and transition to
Localiza reported strong financial results for the first quarter of 2007, with net income increasing 53.4% compared to the first quarter of 2006. EBITDA from car rentals increased 14.9 million or 30% due to growth in revenue and margins. Overall market share increased to 20.5% as Localiza grew revenues at a rate 2.9 times faster than the overall car rental market between 2004-2006. Cash generation was robust at R$228.5 million after adjusting for a reduction in debt from automakers. Fleet size continued to grow significantly with a net investment of R$242 million and over 10,000 additional cars.
1) In 2008, the top five industries for bankruptcy were: retail at 27%, construction at 17%, real estate at 16%, manufacturing at 13%, and food services at 5%.
2) Total bankruptcies in 2008 were 40.1, down from 45.1 in 2007, with retail making up 34% of total filings.
3) By quarter in 2008, bankruptcies were highest in Q1 at 20% of the total for the year.
The document provides an overview of the environmental industry in 2009-2011 based on a presentation by Grant Ferrier. Some key points:
- The environmental industry declined 1.4% in 2009 with most segments seeing declines between 2-12%, except for water utilities which grew 3.5% and clean energy which grew 14%.
- The consulting and engineering segment declined 3.9% in 2009.
- Growth improved in 2010 with the industry growing around 5% on average according to surveys. Consulting and engineering grew around 4%.
- Surveys predicted continued growth in 2011 of around 8% on average for the industry and 8% for consulting and engineering.
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion, with earnings before taxes exceeding $1 billion for the first time. The gross profit rate was 37.5% and expenses as a percentage of sales improved for the sixth consecutive year. Nordstrom also announced a $2.8 billion capital investment plan focused on new stores, remodels, and technology improvements to enhance the customer experience across channels. The Chairman expressed optimism for Nordstrom's future given its focus on serving customers and executing narrow initiatives through the lens of its values.
Annual Survey for the CEO's of the Council of Manufacturing Associations. If you are a member and would like to get a copy of 2012's, please contact us and we will be happy to send it to you.
- Estácio reported strong growth in 2011, with a 9% increase in on-campus students and 50% growth in distance learning students.
- The company saw 32.3% EBITDA growth and a 1.7 percentage point expansion in EBITDA margin for 2011.
- Estácio continued expanding through acquisitions of 4 companies in 2011 and launched 2 new campuses.
- Key drivers of margin expansion included centralization efforts and scalability of the business model. Average days receivables increased slightly over 2010 levels.
The document discusses upcoming price increases for carrier services effective in 2013. It notes that the increases will vary by service type, weight, and zone. Tables are presented showing the percentage price increases for different services like Priority Mail and Overnight by zone. The document suggests that businesses analyze their services, weights, and zones to understand how the changes might impact them.
Presentation: Health Reform in Massachusettsmasscare
The document summarizes the Massachusetts Model of Health Reform, including its origins, structure, impacts, challenges, and lessons for national reform. Key points:
- The 2006 reform law expanded insurance coverage through an individual mandate, employer requirements, and subsidizing coverage up to 300% of poverty.
- It reduced the uninsured rate from 10% to around 4-5% but increased costs for employers and individuals. Financial challenges grew for safety-net hospitals.
- While more have coverage, costs continue rising faster than income. If not addressed, the system may not be sustainable long-term. National reform efforts aim to achieve Massachusetts' coverage gains while better controlling health care spending.
- Leggett & Platt is an American manufacturing company that saw net sales grow at an average annual rate of 8.4% between 1996 and 2006, reaching $5.5 billion in 2006.
- Gross profit margins increased over the decade from 18.1% to 21.2%, while operating margins grew from 8.1% to 9.1% and net earnings margins increased from 4.7% to 5.7%.
- Return on equity also improved over the period, rising from 10.1% in 2003 to 13.1% in 2006, while earnings per share grew at a compound annual rate of 7.2%.
The document summarizes key themes from the third quarter of 2010 for the hospital industry. It finds that inpatient volumes declined sequentially in 3Q driven by weaker obstetric volumes, declining elective procedures among managed care patients, and difficult flu comparisons. However, volumes are expected to improve in 4Q. Pricing growth accelerated in 3Q and will continue to be driven by managed care. Bad debt expenses remained stable while charity care continued to rise. Operating costs were slightly inflationary in 3Q with labor expenses increasing modestly and supply costs remaining flat.
1. The document appears to be a design document created by Liu Jane in 2010.12.
2. It includes sections on methodology, case studies, conclusions, and recommendations regarding cost-effectiveness analyses and calculating ICER thresholds.
3. The document compares approaches used by organizations like NICE and IQWiG and evaluates factors like quality of life improvements.
Rule Legal And Related Services Intercountry Adoption; Hague Convention Certi...legaladvice
This document summarizes a final rule issued by the Department of State regarding certifications for intercountry adoptions under the Hague Convention. The rule establishes procedures for issuing certifications for adoptions involving a child emigrating from the U.S. (outgoing cases) and for seeking certifications regarding adoptions finalized in the U.S. after custody was granted abroad (incoming cases). It was issued in response to public comments on an earlier proposed rule. The rule is effective in 30 days, though compliance is not required until the U.S. ratifies the Hague Convention.
This document discusses Pre-Paid Legal Services, which offers legal plans and identity theft protection services. It outlines three major problems facing people today: escalating expenses, identity theft, and lack of access to legal help for everyday issues. The document then summarizes Pre-Paid Legal's services, which include legal consultation, document review, will preparation, traffic ticket defense, trial defense, IRS audit assistance, and identity theft monitoring and restoration. It promotes the business opportunity available by becoming a representative and marketing these services to others.
Submission By Vusi Pikolis Legal Team To The Office Of The Presidentlegaladvice
This document announces the renewal of Provincial Advisory Committees (PACs) to advise on coordinating implementation of a habitat management plan. It lists the federal agencies involved in the PACs and notes they provide advice on integrating forest management between federal and non-federal groups. The notice details the role of the committees, requirements for membership diversity, and where to find more information.
Top Legal Outsourcing (Ito) Advisors And Consultants, Black Book Survey 2007 ...legaladvice
This document provides a summary of common law as it related to the legal status of women in Iowa. Under common law, marriage resulted in women having no independent legal identity, with all property and earnings belonging to their husbands. Women had very limited rights and legal disabilities. Statutory changes in the late 19th century began modifying some of the harsher aspects of common law to provide more equitable treatment of women.
Rule Legal Assistance Eligibility; Maximum Income Guidelineslegaladvice
This document proposes revisions to regulations regarding financial eligibility for recipients of legal services from the Legal Services Corporation (LSC). Key points:
1) The proposed revisions aim to reorganize and simplify the regulations to ease administrative burdens and facilitate compliance.
2) Definitions are added or amended to clarify terms. The title is changed from "Eligibility" to "Financial Eligibility" to focus on financial standards.
3) Comments are requested on the proposed changes, which are largely the same as in a 2002 proposed rule except for sections on retainer agreements and group representation.
This document provides an overview of legal issues related to domestic violence and child custody. It discusses how custody and visitation processes can further abuse by allowing batterers to maintain control over victims. The document notes that courts must consider how domestic violence impacts custody arrangements and prioritize child safety over other goals. It also aims to dispel common myths about domestic violence, such as that it is easy for victims to leave their abusers or stop the abuse. The document contains resources on domestic violence and custody laws in different states.
This document discusses the concept of domicile under private international law. It defines domicile as identifying a person with the legal system of the territory they consider their permanent home. A person's domicile of origin is determined by law at birth based on their parent's domicile. While residence is a physical fact, domicile requires an intention to reside permanently or indefinitely. The determination of an individual's domicile is legally significant as it establishes what personal laws govern matters like marriage and succession. Domicile can be of origin, acquired at birth, or of choice, acquired by residing in a territory with the intent to remain permanently. In India, there is only one domicile - domicile
This document provides legal advice and recommendations for contractors facing challenges in a difficult economy. It discusses the importance of (1) having well-written contracts in place for all projects, (2) avoiding one-sided contracts that put contractors at risk, and (3) establishing strong in-house collection procedures to deal with non-payment. The document also covers alternative dispute resolution, the value of good legal counsel, using liens to recover unpaid fees, and being proactive to minimize risks through preventative measures like thorough documentation of all work.
Supreme Court Judgement - L&T / K Raheja (VAT on Builders)sandesh mundra
This presentation takes one through the details of recent Supreme Court Judgement in the case of Larsen & Toubro, which was a review of K Raheja Judgement. The judgement has a severe impact on the tax aspects of builders and real estate developers. It redefines the definition of works contract and levy of VAT on sale of flats and commercial premises
Information Inflation Can The Legal System Adaptlegalinfo
The survey of 126 Chief Legal Officers addressed plans to hire additional in-house lawyers or outside counsel. 49.2% plan to hire more in-house lawyers primarily in the US. 26.2% plan to increase use of outside counsel while 63.5% plan no change. 48.4% fired or considered firing a law firm, most often for poor quality legal work or mishandling critical matters. Outside counsel can improve relationships most by improving communication, responsiveness, project staffing and learning the client's business.
This document provides an overview of TIM Participacoes S.A.'s 4Q08 results and re-launch plan. Key highlights include:
1) TIM's subscriber base grew to 36.4 million lines in 4Q08 mainly from pre-paid growth, while post-paid lines declined. Revenue grew 4% YoY but below expectations.
2) TIM operates in a large and competitive Brazilian mobile market. It has strong network fundamentals but has lost some market share and top-of-mind preference.
3) TIM's re-launch plan aims to reposition the brand, launch new offerings, improve customer caring and sales, optimize the network, and transition to
Localiza reported strong financial results for the first quarter of 2007, with net income increasing 53.4% compared to the first quarter of 2006. EBITDA from car rentals increased 14.9 million or 30% due to growth in revenue and margins. Overall market share increased to 20.5% as Localiza grew revenues at a rate 2.9 times faster than the overall car rental market between 2004-2006. Cash generation was robust at R$228.5 million after adjusting for a reduction in debt from automakers. Fleet size continued to grow significantly with a net investment of R$242 million and over 10,000 additional cars.
Gafisa reported its third quarter 2008 results with increases in launches, pre-sales, revenues and net income compared to the third quarter of 2007. Key highlights included a 79% increase in launches to R$762 million and a 37% rise in pre-sales to R$504 million. Net operating revenues grew 19% to R$373 million while net income increased 5% to R$38 million. Gafisa also completed its acquisition of Tenda, strengthening its position in the low income real estate segment. Looking ahead, Gafisa expects to benefit from the Tenda consolidation in the fourth quarter and maintained its full year 2008 guidance.
This document provides an overview of TIM Participacoes S.A.'s operational results for 4Q08 compared to previous periods. Some key highlights include:
- Total subscriber lines grew 3.4% quarter-over-quarter and 16.5% year-over-year to 36.4 million lines.
- Prepaid lines increased 5.1% quarter-over-quarter and 21.8% year-over-year while postpaid lines decreased 3.7% quarter-over-quarter and 3.0% year-over-year.
- Market share declined slightly to 24.2% while the total wireless subscriber base in Brazil grew over 24.5% year-over-year.
2007 - 7th Analysts And Investors Meeting Results & PerformanceEmbraer RI
Embraer held its 7th annual analysts and investors meeting in New York in April 2007 to discuss results and performance. Antonio Luiz Pizarro Manso, Executive Vice President and CFO, presented information on Embraer's financial results for 2006, including record net revenue, income from operations, net income, and order backlog. Projections were also provided for deliveries, research and development spending, and property, plant and equipment investments through 2008.
The document summarizes the results of a June 2012 consumer survey. It finds that consumer confidence in the economy is at its lowest level since 2007. One in four adults expect more layoffs over the next six months, despite declining unemployment rates. Less than one in five expect fewer layoffs. Over a third of adults did not save any of their annual income in the last year. Those saving small amounts are declining since 2007 levels.
The document summarizes Walgreens' third quarter 2008 conference call. It discusses Walgreens' record sales and earnings in Q3 2008, additions to senior management, and the company's strategies to broaden access to healthcare services while driving growth. Key highlights include strong prescription sales, cost control of selling and administrative expenses, and plans to expand into specialty pharmacy and worksite health clinics.
capital onePrinter Friendly Version of the Conference Call Presentationfinance13
- Fourth quarter 2008 results showed a loss due to higher provision expense and a goodwill write-down. The losses were driven by deterioration in credit performance as economic conditions worsened.
- Credit losses and delinquency rates increased across all lending segments as unemployment rose. The allowance for loan losses was increased substantially.
- Deposits grew significantly while margins declined due to credit costs and mix shift to lower-yielding assets. Expenses declined due to cost management efforts.
- An impairment charge was taken for goodwill in the Auto Finance segment. The balance sheet and liquidity remain strong despite the difficult environment.
The document discusses TIM Participacoes S.A.'s 4Q08 results and re-launch plan. It provides key operational metrics for 4Q08 such as a 16.5% increase in total lines to 36.4 million with prepaid growing 21.8% and postpaid declining 3%. Churn increased to 9.8% in 4Q08. The document then outlines TIM's re-launch plan to regain market share through initiatives like brand repositioning, new offerings, and network optimization between 2009 Q1-Q4. The plan aims to return ARPU and revenue growth in 2H09.
This document provides an overview of TIM Participacoes S.A.'s 4Q08 results and the competitive Brazilian telecommunications market. It shows that in 4Q08, TIM's subscriber base grew 22% year-over-year to 36.4 million mainly due to pre-paid growth, while post-paid lines declined 3%. Revenue increased 5.1% in 2008. The document also outlines the large and growing Brazilian mobile market, noting high churn rates and increasing competitive pressures as the fourth mobile number portability program launches in 2009.
June 2011 ExecuTALK: Adnon Dow - AVAYA VP on Mobility Trends and Innovationsnagiliti
Mr. ADNON DOW is a renowned Mobility subject matter expert. His deep industry knowledge encompasses the broad spectrum of Converging Technologies, including Communications Infrastructures, Enterprise Computing, as well as the Mobility Ecosystem (i.e. mobile apps and services on diverse platforms, devices, and networks for enterprises and end consumers).
Mr. Dow is a 23 year Hi-Tech veteran with extensive international management experience. He is presently a Vice President at Avaya, Inc. where his responsibilities include implementing Avaya's Global Go-To-Market Strategy for Small, Medium and Large Enterprises, whilst navigating through enigmatic regulatory environments to ensure long-range revenue lift, market share gains, and margin expansion via customers, channel partners, and emerging industry verticals. Mr. Dow’s unique breadth of experience encompasses leadership roles in key geographic regions, such as: North America (NA), the Asia Pacific region (APAC), Central and Latin America (CALAM), as well as Europe, The Middle East and Africa (EMEA). Mr. Dow’s previous employers have included heavyweight multinationals, such as: CISCO, MOTOROLA and SYMBOL. His experiences include roles in sales, solutions marketing, business development, product marketing, as well as executive management leading global cross-functional teams, driving corporate initiatives across multiple geographic regions, and positioning networking equipment, wireless products, plus other complex mobility solutions and services for domestic and international carrier operators and strategic alliance partners. Mr. Dow previously served as eHealth Vice Chairman Elect for The United Nations World Health Organization (WHO) in Geneva, Switzerland.
Apl investor presentation may 2012 final versionParish Aggarwal
- Consolidated total income for Q4 FY 2011-12 grew by 29.3% to Rs. 2546 crores compared to the same period last year.
- Operating profit grew by 32.7% to Rs. 351.3 crores and profit after tax grew by 39.5% to Rs. 259.5 crores.
- Material costs increased by 32% due to rising input prices, impacting operating margins.
- Other income increased substantially due to treasury income and dividend received from subsidiaries.
The document discusses forward-looking statements and risks associated with them. It provides an overview of Atmos Energy, including its scope of operations across 12 states in the utility segment and 22 states in the nonutility segment. It also summarizes Atmos Energy's financial and operational performance over time, including earnings growth, dividend increases, and acquisition history such as the purchase of TXU Gas.
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Scientific And Legal Perspectives On Science Generated For Regulatory Activities
1. 2008
CHIEF LEGAL OFFICER SURVEY
The Opinions of Chief Legal Officers on Issues of Importance
Conducted by:
Altman Weil, Inc.
2. 2008 CLO SURVEY
SECTION 1
BACKGROUND & OBJECTIVES
Background & Objectives
For the ninth year in a row, Altman Weil, Inc. has surveyed Chief Legal Officers (CLOs)
on issues of importance in managing their corporate law departments. The purpose of
these surveys is to:
1) Capture current thinking of Chief Legal Officers.
2) Compare CLOs’ year‐to‐year answers and changes in thinking, including
three‐year trend data when available.
3) Share the results of the tabulated surveys with the legal profession,
enabling both corporate law departments and law firms to benefit from
the surveys.
Participation
One hundred and twenty six Chief Legal Officers provided responses for the 2008
survey, conducted in May and June 2008. The survey responses were tabulated and
analyzed, including a summary of the results in Section 2 and demographic data on
survey participants in Section 3.
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 2
3. 2008 CLO SURVEY
SECTION 2
SUMMARY OF RESULTS
Summary of Results
The results of the survey follow. Each question is presented and the tabulated results of
the survey follow each question. Where identical or similar questions were asked in
prior CLO Surveys, a comparison and analysis is presented. Some answers are
represented in charts and graphs while others are provided in text format.
1. Within the next 12 months, do you plan to extend your in-house legal
capabilities by hiring additional lawyers?
49.2%
Yes 39.8%
35.8%
2008
36.5%
No 46.7% 2007
47.9% 2006
14.3%
Not Sure 13.4%
16.4%
0% 20% 40% 60%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 3
4. 1a. If yes, will you see greater hiring within the U.S. or outside the U.S.?
Equal Not Sure
19.4% 3.2%
Inside US
62.9%
Outside US
14.5%
2. Within the next 12 months, do you plan to increase or decrease your use of
outside counsel?
7.9%
Increase 17.6%
13.9%
26.2%
Decrease 15.9%
17.6% 2008
2007
63.5% 2006
Same 63.7%
64.2%
2.4%
Not Sure 2.9%
4.2%
0% 10% 20% 30% 40% 50% 60% 70%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 4
5. 3. Have you fired or are you considering firing, one of your law firms this year?
48.4%
Yes 32%
29.7%
2008
2007
2006
51.6%
No 68%
70.3%
0% 20% 40% 60% 80%
3a. If yes, how many firms?
39.3%
One
26.8%
Two
16.1% Three
Four
0.0%
Five
7.1% Over five
10.8%
0% 10% 20% 30% 40% 50%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 5
6. 3b. Rank these reasons for firing a law firm (10= Most Important; 1 = Least
Important):
Failure to meet diversity objectives 3.2
Poor relations with senior management 4.4
Departure of key partner 4.6
Overworking projects 5.4
Lack of desired legal results 5.8
Lack of responsiveness 5.8
Ethics / Professionalism 6.0
Cost management 6.3
Poor quality legal work 6.7
Mishandling one or more critical matters 7.5
0.0 2.0 4.0 6.0 8.0 10.0
Scale: 10 = Most Important; 1 = Least Important
Average ranking
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 6
7. 4. Rank the importance of the following efforts that outside counsel may make to
improve the working relationship with your Law Department?
Social Events 2.8
Satisfaction Surveys / Interviews 3.9
Newsletters 4.1
Free Training / CLE 5.2
Technology 5.4
Better Communication 6.8
Alternative Fees 7.7
Billing Clarity & Predictability 7.8
Learning Our Business 8.3
Improved Project Staffing 8.4
Improved Responsiveness 8.5
Discounted Fees 8.7
0 1 2 3 4 5 6 7 8 9 10 11 12
Scale: 12 = Most Important; 1 = Least Important
Average ranking
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 7
8. 4a. Aside from the factors listed above, tell us something innovative that one
of your law firms has done in the past year that will cause you to give them
more business in the future:
FEES
• We have several law firms that aggressively pursue alternative fee
arrangements. These firms distinguish themselves and earn our business.
• [Our firm] is a flexible partner, willing to entertain new ways of representing
our company, such as alternative fee arrangements.
• As a small user of outside counsel services, we appreciate the quot;fixedquot; fee for
some routine matters.
• Discounted fees.
• Fixed fees per project.
• Flat fee for smaller matters.
• Froze fees in recognition of difficult business times.
• Cost effective (lower hourly rates).
• We pay a deeply discounted rate.
LEARNING OUR BUSINESS
• Allowing us to bring in associates on a virtually full-time basis to enable them
to learn our business and cover the bumpiness in work pressure.
• One of our firms in Europe seconds a lawyer to work with us internally on a
regular basis. This helps the firm learn more about us and, by extension, their
clients generally — as well as train young lawyers. It obviously helps us get
work done, and builds appreciation.
• Law firms are not very innovative. They tend to be reactive. The best ones
make a real effort to understand our business and excel at project
management. This helps keep the costs down and provides more focused
solutions tailored to our business needs.
• Bringing in relevant experts who have studied our business.
• Secondment of our staff and their staff to each other.
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 8
9. GOING THE EXTRA MILE
• On a regular basis they provide services, e.g., immaterial contract reviews, for
minimal fees to the company, and frequently go quot;beyondquot; the engagement to
make sure me, and my senior executives are satisfied with their
results/services.
• [One of the firms we use] was not selected for a matter but offered to work
with the counsel that was selected in order to maximize our satisfaction and
minimize our expense.
• One of our firm's partners came and did an e-discovery seminar and then
offered to come back and do an executive summary briefing and when we
failed to set up the briefing, he gently reminded us of his offer (all without cost
to us) as opposed to just letting it drop. Another firm sent us a summary (and
a link) of a new local smoking ordinance passed in the city where we are
headquartered.
EFFICIENT STAFFING
• Lean staffing and excellent associates and junior partners. No overworking.
• Lean staffing.
• Discuss an issue and provide a verbal opinion on the telephone without
further work or follow-up memorandum.
QUALITY WORK
• Provided great legal advice that resulted in a quick settlement rather than
prolonged litigation that would have resulted in large fees for the firm.
• Getting a good result, in a cost effective and time effective manner, on one
matter is always the best way to get additional business from me.
• High quality work.
• Creative and problem-solving
DIVERSITY
• Provided an innovative means for supporting diversity workforce initiatives.
• In addition to expertise, diversity of attorneys/timekeepers working on matters
for our company is a huge draw for us to use a particular law firm.
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 9
10. TECHNOLOGY
• Moving to global, integrated web-based system for managing a key function
so we no longer need to call lawyers to get info.
OTHER
• Leverage relationships with non-legal service providers into ongoing matters
in a matter that was both highly relevant to the matter and which had them
taking responsibility for both keeping costs in line and results.
5. How many law firms did you employ in 2007?
5.5% 1 to 5
8.3% 6 to 10
11.9% 11 to 15
10.1% 16 to 20
16.5% 21 to 30
31 to 50
14.7%
51 to 100
15.6%
101+
17.4%
0% 5% 10% 15% 20%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 10
11. 5a. Percentage-wise (considering the number of firms), how do these law
firms break out in terms of size?
Mega Firm (over
20%
750 lawyers)
Large (350-750) 25%
Medium (100-349) 27%
Small (under 100) 35%
0% 5% 10% 15% 20% 25% 30% 35% 40%
5b. Percentage-wise (considering the dollar value of the business), how do
these law firms break out in terms of size?
Mega firm (over
37%
750 lawyers)
Large (350-750) 26%
Medium (100-349) 23%
Small (under 100) 22%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 11
12. 6. Do you believe that medium-sized law firms (100 to 349 lawyers) have a
strong future?
Yes, they will continue to be an essential
77.5%
part of our outside counsel resource.
Yes, but only if they grow and develop. 10.8%
No, eventually they will only be selected
9.9%
for certain specialty work.
No, the mega firm and larger firms will
eventually replace all of the mid-sized 1.8%
firms.
0% 25% 50% 75% 100%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 12
13. 7. For the next three to five years, what is your greatest long-term (over the
horizon) concern?
Privilege 0.0%
Technology 0.0%
Other 0.9%
Privacy 0.9%
Lawyer compensation 0.9%
Law dept. leadership succession 2.7%
E-Discovery / Records management 3.6%
The economy 3.6%
Lawyer career progression 3.6%
IP / Patent issues 4.5%
Client service 4.5%
Litigation / Risk management 5.4%
Lawyer recruitment & retention 6.3%
Globalization 8.1%
Compliance 12.6%
Limited resources 14.4%
Cost control 27.9%
0% 5% 10% 15% 20% 25% 30%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 13
14. 2008 CLO SURVEY
SECTION 3
SURVEY DEMOGRAPHICS
Survey Demographics
Following are the Survey demographics, which describe the responding Chief Legal
Officers and their law departments.
1. How many in-house attorneys are in your department (in all locations)?
7.9%
15.9%
One
15.1%
2 to 5
21.4% 5 to 10
11.9% 10 to 20
27.8% 20 to 30
30+
0% 5% 10% 15% 20% 25% 30%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 14
15. 2. What are your organization’s annual revenues?
4.8%
22.4% Under $.5B
44.8% $.5B to $2B
$2B to $10B
16.8%
$10B to $20B
11.20%
Over $20B
0% 10% 20% 30% 40% 50%
3. Is your organization:
Other
Not-for-Profit Partnership
3.2%
1.6% 0.0%
Private
17.5%
Public
77.8%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 15
16. 4. What is the size of your 2007 Law Department budget in U.S. dollars (Total; Inside;
and, Outside)?
3.6% <$1M
22.3% $1M to $5M
13.4% $5M to $10M
11.6% $10M to $15M
$15M+
49.1%
TOTAL
0% 20% 40% 60%
13.5% <$1M
37.8% $1M to $5M
14.4% $5M to $10M
8.1% $10M to $15M
$15M+
26.1%
INSIDE
0% 10% 20% 30% 40%
9.1% <$1M
30.0% $1M to $5M
17.3% $5M to $10M
8.2% $10M to $15M
$15M+
35.5%
OUTSIDE
0% 10% 20% 30% 40%
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 16
17. 2008 CLO SURVEY
SECTION 4
ABOUT ALTMAN WEIL
About Altman Weil, Inc.
Altman Weil provides management consulting services exclusively to legal
organizations. Our clients include law firms, corporate and government law
departments and legal vendors of all sizes and types throughout North America, the
U.K. and abroad.
We offer a full range of consulting services, backed by over 30 years of experience in the
industry.
Consulting Services
Consulting Services
• Strategy • Paralegals and Paralegal Programs
• Mergers and Acquisitions • Retreats
• Practice Management • Corporate Law Departments
• Management and Governance • Key Person Coaching
• Compensation • Government Law Departments
• Marketing and Business • Executive Search Services
Development • Market Research
• Client Surveys • Custom Surveys and Benchmarking
• Law Firm Finance • Training Programs
• Law Firm Succession Planning • Legal Vendor Advisory Services
• Leadership Development and
Performance Management
Altman Weil, Inc. 2008 Chief Legal Officer Survey — Page 17