Analysis Annual Report 2010 Bayer Essay Example for Free

Analysis Annual Report 2010 Bayer Essay Profitability Which indicators have been brought forward in the annual report of the company? Which specific targets are aimed at? How does the group state and assess the evolution of profitability in the annual report? Is there more recent public information about this issue? Where? Is this information in line with the one mentioned in the annual report? Is it indicating a similar evolution? What are the main propositions of the company to improve its profitability? Financing What is the global financing strategy of the group? What is the evolution of the financing cost (several indicators)? What is the shareholders’ remuneration program? What are your sources (of information) regarding this issue? Investments What are the main investment / disinvestment policies? How are these investments financed? What is the outlook of the company regarding this issue? Consolidation process What are the most important consolidated subsidiaries? (Eventually mention the approximate number of subsidiaries)? Are there associated companies? What is the evolution of the income attributable to shareholders (or result part of the group)? What are the comments of the company regarding this issue? What kind of indicators does the company report about shareholder value? Are those indicators compared with other information? International standards Does the group announce the non-publication of some standards? If yes, for which reasons? Among explanatory notes associated with the consolidated accounts, choose one that is relative to a specific standard. For this note, report essential characteristics that highlight the differences in terms of recording and reporting in the relation to Belgian GAAPs. What is the impact of IAS/IFRS referential (if any) on the account that is concerned by this note? Global diagnostic Is there important recent information about this company? Would you invest in this company? Why? Business sector What is the main business of the group? Firstly, we have to know that Bayer was founded in Barmen, Germany in 1963 by Friedrich Bayer and Johann Friedrich Weskott his partner. It is a global and an inventor company with core competencies in the domain of health care, nutrition and high-tech materials. They produce and provide services to benefit people and improve their quality of life. In addition, they seek to create value with the help of innovation, growth and high earning power. For them, sustainability is very important for their social and ethical responsibilities. Its headquarters are in Leverkusen. This is one of the largest phamarceutical companies in the world and has three sebgroups: Bayer CropScience, Bayer HealthCare and Bayer MaterialScience. Led by the management holding company, they also have three services companies which operate independently: Bayer Business Services, Bayer Technology Services and Currenta. Are there other activities, complementary businesses within the group? Bayer CropScience has products in crop protection and nonagricultural pest control. It also has activities in seeds and plant traits. Bayer HealthCare is Bayers pharmaceutical and medical products subgroup. It is involved in the research, development, manufacture and marketing of products. It comprises a further four subdivisions: Bayer Schering Pharma, Bayer Consumer Care, Bayer Animal Health and Bayer Medical Care. Bayer MaterialScience is a supplier of high-tech  ­polymers, and develops solutions for a broad range of applications relevant to everyday life. Bayer Business Services located at the Bayer USA Headquarters in Pennsylvania. It handles the information technology infrastructure and technical support aspect of Bayer Canada and USA. Bayer Technology Services is engaged in process development and in process and plant engineering, construction and optimization. Currenta offers services for the chemical industry, including utility supply, waste management, infrastructure, safety, security, analytics and vocational training. What are the main groups competitors? The main group’s competitors are Merck Co, GlaxoSmithKline, Pfizer and Sanofi Aventis. Indeed, GlaxoSmithKline have the second post in the pharmaceuticals world just behind Pfizer. Sanofi Aventis is in fourth place and Merck Co and Bayer share the third place. Which main risks (that are inherent to this business sector) does the company mention? Which hedging policies are put in place? Business operations necessarily involve risks. So according to Bayer, effective management of risks is a key factor in sustainably safeguarding a company’s value. Risks are assessed both qualitatively and quantitatively in determining strategies of the strategic business entities. The risk management system is set on the Group Intranet. Directive published explains the basic principles of this management in accordance with German Law.According to Bayer Group, the definition of the risk is represented by events and possible developments within or outside of the group that would decrease the value of the company. These risks are described as follows: Legal risksBayer Group is exposed to numerous legal risks from legal disputes or proceedings to which they are currently a party †¦ So it is therefore possible that legal or regulatory judgments could significantly affect the revenues and earnings of the company.Industry-specific risksSome governments intervene directly in setting prices and the government reimbursement systems favoring less expensive generic pharmaceuticals over brand-name products, which diminish earnings from Bayer’s pharmaceutical products and could potentially render the market introduction of a new product unprofitable. So if it necessary, Bayer’s Group adjusts his business plans according to the significance of governmental intervention. Sales of the Group are subject to seasonal fluctuations and CropScience business particularly affected by weather conditions. Moreover the early identification of trends in the economic market is important elements of the Bayer’s Group business management. Finally where it appears strategically advantageous they may acquire a company or part of a company and combine it with their existing business. The integration processes associated with their acquisitions are steered by integration teams. Appropriate resources are provided to support the integration processes.Product development risksThe Group’s competitive position, sales and earnings depend significantly on the development of commercially viable new products and technologies’ production. So they therefore devote substantial resources to research and development. Furthermore it is possible that effects of their products may be discovered after regulatory approval or registration. So litigations and associated claims for damages due to negative effects can materially diminish their earnings.Regulatory risksOur life science businesses, in particular are subject to strict regulatory regimes relating to the testing, manufacturing and marketing of many of our products. In some countries regulatory controls have become increasingly demanding like in the USA or in EU. That may increase product development costs. So Projects have been initiated to coordinate the implementation of new regulatory controls and mitigate any negative implications for the business. Patent risksA large proportion of Bayer’s products is protected by patents. When a patent defense is unsuccessful, or if one of our patents expires, our prices are likely to come under pressure because of increased competition from generic products entering the market. The legal department, in conjunction with the relevant functional departments, regularly reviews the patent situation. Potential infringements of Bayer’s patents by other companies are carefully monitored so that legal action can be taken if necessary. Production, procurement market and environmental risksProduction capacities at some of their manufacturing facilities could be adversely affected by, for instance, technical failures, natural disasters †¦ This applies particularly to the biotech products because of the highly complex manufacturing processes. If in such cases they are unable to meet demand they may suffer declines in sales revenues. So they address product and environmental risks by way of suitable quality assurance measures. In addition, they are committed to the international Responsible Care initiative of the chemical industry. IT risksMajor disruptions or failure of global or regional business systems may result in loss of data and impairment of business and production processes. As a consequence technical precautions such as data recovery and continuity plans have been established together with the internal it service provider to address this risk. Risk to pension obligations from capital market developmentsThe Bayer Group has obligations to current and former employees related to pensions and other post-employment benefits. Changes in relevant valuation parameters such as interest rates, mortality and rates of increases in compensation may raise the present value of the pension obligations. This may lead to increased pension costs or diminish stockholders’ equity. Financial risksIn this part we are speaking about the management of financial and commodity price risks. As a global enterprise, Bayer is exposed in the normal course of business to credit risks, liquidity risks and various market price risks that could materially affect its net assets, financial position and results of operations. The various risks associated with financial instruments are outlined below together with the relevant risk management systems. In this risk there is a lot of subcategories: Credit risks: arise from the possibility of the value of receivables or other financial assets being impaired because counterparties cannot meet their payment or other performance obligations. To effectively manage the credit risks from trade receivables, Bayer has put in place a standardized risk management system Credit limits are set for all customers. Finally to minimize credit risks, financial transactions are only conducted with banks and other partners of first-class credit standing in line with predefined exposure limits. Liquidity risks: arise from the possibility of not being able to meet current or future payment obligations because insufficient cash is available. Those problems are centrally managed in the Bayer Group. Sufficient liquid assets are held to meet all of the Group’s payment obligations when they fall due, thereby ensuring solvency at all times. The size of this reserve is regularly reviewed and adjusted as necessary to current conditions. Then credit facilities also exist with banks. Markets risks: relate to the possibility that the fair value or future cash flows of financial instruments may fluctuate due to variations in market prices. Market risks include currency, interest rate and other price risks, especially commodity price risks. Currency risks: since the Bayer Group conducts a significant portion of its operations outside the euro zone, fluctuations in currency exchange rates can materially affect earnings. Currency risks are identified, analyzed and managed centrally and systematically. The scope of hedging is evaluated regularly and defined in a corporate directive. Then a significant proportion of contractual and foreseeable currency risks is hedged, mainly through forward exchange contracts and currency options. Interest rate risks: The Bayer Group’s interest rate risks arise primarily from financial assets and liabilities with maturities exceeding one year. Interest rate risks in the Group are analyzed centrally and managed by the central finance department. This is done in line with the duration set by the Board of Management, which implicitly also includes the ration of fixed-rate to floating-rate debt. Then the duration is subject to regular review. Other price risks (especially price risks): The Bayer Group requires significant quantities of petrochemical feed stocks and energy for its various production processes. The prices of these inputs may fluctuate considerably depending on market conditions. This applies particularly tothe MaterialScience business. They have addressed this risk by concluding long-term contracts with multiple suppliers. The operation of their production facilities requires large amounts of energy, mostly in the form of electricity and steam. To minimize the exposure to energy price fluctuations, they aim for a balanced diversification of fuels for steam production and a mix of external procurement and captive production for power generation. As we can see the overall risk assessment is based on a consolidated view of risk each. There were no risks identified may endanger the existence of the group in 2010. And this is the continuation of the previous year. Profitability Which indicators have been brought forward in the annual report of the company? Which specific targets are aimed at? The profitability of a company makes the relationship between the results obtained by the company and the means used to achieve this result. The result of a business can be estimated thanks to different criterion, such as:Operating income: Which one measures the earnings generated from the production activity of the company? The profit of the year: Which measures the net result of the company, when expenses and benefits have been taken into account? The Value Added: which measures the wealth created thanks to the production function of the company? Similarly, the means used by a business can be measured by:The total of assets: this corresponds to the measurement of assets used by the company to produce. The equity: measurement of all financial resources used to produce starting. Capital stock: it is all the financial resources made available to the company by shareholders. We must not forget that a business can be profitable but still have a lower profitability of its sector. That’s why its profitability should be compared with the one of its main competitors. Thus a possible lack of competitiveness could be detected. There are 3 kind of profitability: Return on business ; Return on assets ; Return on equity. The profitability indicators highlighted by the Bayer Group in its annual report are the following: EBIT (before special items) EBITDA (before special items); Cash flow return on investment ; Earnings per share ; ROE (return on equity); ROA (return on assets). So concerning specific targets we believe that shareholders, investors and potential investors, suppliers and staff are the key audiences that are intended profitability indicators. How does the group state and assess the evolution of profitability in the annual report? Is there more recent public information about this issue? Where? Is this information in line with the one mentioned in the annual report? Is it indicating a similar evolution? The group assesses its profitability by focusing on the various indicators mentioned above. In its annual report, the group highlights a number of indicators of profitability, which are: EBIT EBITDAThese indicators are reported in order to allow a more accurate assessment of business operations. The company considers EBITDA before special items to be a more suitable indicator of operating performance since it is not affected by depreciation, amortization, impairments or special items. By reporting this indicator, the company aims to give readers a clearer picture of the results of operations and ensure greater comparability of data over time. EBIT for 2010 came in at â‚ ¬ 2,730 million whereas it was â‚ ¬ 3,006 million in 2009. This decrease is due to several factors that are: Sales of the Bayer Group rose by 12.6% from the previous year to â‚ ¬35,088 million; in 2009 the amount was â‚ ¬31,168 million, thanks largely to the recovery in the Material Science business. Adjusted for currency and portfolio effects, sales grew by 8.0% ; The cost of goods sold advanced by 13.0% to â‚ ¬17,103 million. This was mainly due to a considerable increase at MaterialScience, which in turn resulted chiefly from the growth in volumes and higher average raw material prices for the year. The ratio of the cost of goods sold to total sales was 48.7%, this ratio increased by 0, 1%, it was 48, 6% in 2009. Selling expenses rose by 11.1% year on year to â‚ ¬8,803million, it was â‚ ¬7,923million in 2009, and were thus equivalent to 25.1% of sales. Health Care accounted for the greater part of the increase. The group raised their research and development expenses in 2010 by a further 11.2%,the amount increased from â‚ ¬2,746million in 2009 to â‚ ¬3,053million in 2010;

The Breakdown of Mental Health and Stability Essay -- Stress Stressing

The Breakdown of Mental Health and Stability Progress has always been an essential component in modern society. At times it is equivalent to success, learning, and overall growth. In the field of science, progress is measured by comparisons to what was known before, what is known now, and what can be known in the future. Therefore, one could say that much progress was made in the field of science in terms of understanding the functions of the human brain and some of its behavior. It seems that as each new day passes, something new is discovered about the brain, whether it be a new mental or physiological brain condition, or merely a link and clue to one of the vast number of questions the world has considering the human brain and behavior. These discoveries and answers are becoming more and more important and imperative due to the fact that the overall population seems to becoming more and more emotionally fragile and more subject to several cerebral ills such as depression, anxiety, hysteria, and clinical insanity. A good question to ask is whether or not the overall population seems to be suffering more mental and cerebral ills, or that it is merely a result of more cases being reported and more statistics calculated. But if it is true that the number of people suffering from conditions or types of behavior which hinder their ability to go on with their everyday lives, what is the cause? And when we find the cause, what is the cure? Or how will society as a whole handle it? A possible theory is to look at the correlation between the rate of growth and process in modern society and the stress level of the average individual. Another question to ask is what exactly is the role stress plays in an individ... ...raising the levels of anxiety and depression amongst the population. Perhaps evolution will take hold and those with brains and systems more well adapt to handling this relatively new level of stress will flourish, making our society stronger. Or it could have a reverse effect, making society weaker in the process. Hopefully stress and it's harmful effects will be brought to attention more by the scientific community and as a whole society will do something about it or risk suffering from the potential set backs. Sources Cited: 1)Physiological Effects of Stress http://tm.cme.edu/03.html 2)Holistic-online http://holistic-online.com/stress/stress_GAS.htm 3)http://www.brainsource.com/stress_&_health.htm 4)Neurobiology of Stress http://www.biopsychiatry.com/stress.htm 5)http://www.lifepositive.com/Mind/psychology/stress/symptoms-of-anxiety.asp The Breakdown of Mental Health and Stability Essay -- Stress Stressing The Breakdown of Mental Health and Stability Progress has always been an essential component in modern society. At times it is equivalent to success, learning, and overall growth. In the field of science, progress is measured by comparisons to what was known before, what is known now, and what can be known in the future. Therefore, one could say that much progress was made in the field of science in terms of understanding the functions of the human brain and some of its behavior. It seems that as each new day passes, something new is discovered about the brain, whether it be a new mental or physiological brain condition, or merely a link and clue to one of the vast number of questions the world has considering the human brain and behavior. These discoveries and answers are becoming more and more important and imperative due to the fact that the overall population seems to becoming more and more emotionally fragile and more subject to several cerebral ills such as depression, anxiety, hysteria, and clinical insanity. A good question to ask is whether or not the overall population seems to be suffering more mental and cerebral ills, or that it is merely a result of more cases being reported and more statistics calculated. But if it is true that the number of people suffering from conditions or types of behavior which hinder their ability to go on with their everyday lives, what is the cause? And when we find the cause, what is the cure? Or how will society as a whole handle it? A possible theory is to look at the correlation between the rate of growth and process in modern society and the stress level of the average individual. Another question to ask is what exactly is the role stress plays in an individ... ...raising the levels of anxiety and depression amongst the population. Perhaps evolution will take hold and those with brains and systems more well adapt to handling this relatively new level of stress will flourish, making our society stronger. Or it could have a reverse effect, making society weaker in the process. Hopefully stress and it's harmful effects will be brought to attention more by the scientific community and as a whole society will do something about it or risk suffering from the potential set backs. Sources Cited: 1)Physiological Effects of Stress http://tm.cme.edu/03.html 2)Holistic-online http://holistic-online.com/stress/stress_GAS.htm 3)http://www.brainsource.com/stress_&_health.htm 4)Neurobiology of Stress http://www.biopsychiatry.com/stress.htm 5)http://www.lifepositive.com/Mind/psychology/stress/symptoms-of-anxiety.asp

Littlefield Technologies Simulation Game 2 strategy Share Essay

Littlefield Simulation 2 strategy: Littlefield Technologies Simulation Game 2 strategy Share 1 More Next Blog » Create Blog Sign In Littlefield Simulation 2 strategy Sunday, July 17, 2011 Littlefield Technologies Simulation Game 2 strategy Followers Join this site with Google Friend Connect Just went through this last semester. We ended up in first place even though we made a few minor mistakes. First a few links that helped us: There are no members yet. Be the first! http://archive.ite.journal.informs.org/Vol5No2/Miyaoka/ http://wordpress.shetgar.com/blog/?p=59 http://www.scribd.com/doc/51139499/Littlefield ­Simulation ­2 ­Report Already a member? Sign in Here is what we did: Pre ­Game Activities: The team met the Tuesday before class to examine the data  and discuss strategies. It was apparent that both Stations 1 and 3 were operating at full capacity, frequently hitting 100% utilization. Station 3 seemed more strained since it had higher queues (Mean=506, STD=498) than Station 1(Mean=187, STD=175). Since the average job lead time exceeded 2 days during days 43 through 46, inclusive, we thought it would be unprofitable to attempt to move to the $1,000 contracts. We discussed the options of altering the lot sizes, but decided that the extra setup time would only create more bottlenecks downstream. About Me Blog Archive HB ââ€" ¼ 2011 (1) View my complete profile ââ€" ¼ July (1) Littlefield Technologi es Simulation Game 2 strateg†¦ Stage 1: As a result of our analysis, the team’s initial actions included: 1. Leave the contracts at $750. 2. Change the reorder point to 3000 (possibly risking running out of stock). 3. Change the reorder quantity to 3600 kits. 4. Purchase a second machine for Station 3 as soon as our cash balance reached $137,000 ($100K + 37K). This strategy proved successful and after the second machine for Station 3 was purchased on Day 56 and the queue cleared, we were able to switch to the $1,000 contracts. We occasionally lost a few dollars for being a little late, but we always made more than we would have under the $750 contracts. Stage 2: The next goal was to save enough cash to purchase a machine for Station 1 so that we could switch to the $1,250 contracts. During the cash building stage, we made the inventory order quantity as high as we could afford, which was 6,900 kits at a purchase price of $70,000. When the 6,900 kits were delivered, we switched the order quantity back to 3,600 so that we could purchase a Station 1 machine as soon as our cash balance reached $127,000 ($90K + 37K). After 21 factory days, we were able to purchase the fourth machine for Station 1 and immediately moved to the $1,250 contracts. The average lead time declined to under a half a day during factory days 69 through 76. There was a substantial decline in arriving orders during the same time period. The team noticed the drop in lead time and regrets not having moved to the $1,250 contracts sooner. We lost $22,750 of potential revenue for not moving on the information sooner. On the other hand, orders are random and an early move could have backfired on us. Stage 3: During our preliminary meeting, the team discussed the possibility of purchasing a fifth machine for Station 1. We decided to wait and see if the loss of potential ea  rnings was sufficient to justify a $90 K purchase. We knew that if we were going to buy a fifth machine we should do it as soon as possible to maximize the return on investment. We calculated the loss of potential revenue as ($1,250 – actual average revenues * jobs completed). Our initial estimates showed a potential revenue loss of $266 per day, but within a few factory days the rate of potential loss rose to $419 per day. There is another consideration in the decision to purchase a fifth machine for Station 1. The title of the Littlefield Technologies game 2 is Customer Responsiveness. The title implies that we should be concerned about the consistency with which we deliver on our service level agreements (SLAs). The potential loss of $419 per day barely covers the $90,000 machine purchaseÍ ¾ however we were missing our SLAs 13 out of 15 days and the percent of potential revenues lost due to missing SLAs was 3%. We decided to purchase the fifth machine on Day 94 primarily to improve our customer responsiveness. This strategy did not perform as well as we had hoped. While our potential revenues lost declined to 1%, we were still missing our SLAs six out of seven days. Stage 4. During Stage 4, we explored job splitting as a solution to the SLA problem. First, we split jobs into two batch of 30 kits each. This strategy worked so well that we wondered why we hadn’t explored job splitting during Stage 2 or 3. We met our SLAs 12 out of 16 days and our percent of potential revenues lost declined to 0.4%. We calculated the setup times as a proportion of a

Adolescent Behavior And Abusive Situations - 2132 Words

Abstract An estimated 20 people per minute in the United States are abused by an intimate partner each year (Breiding et al., 2014). Many reasons have been identified that prevent women from leaving and remaining out of abusive relationships. Such factors include economic, religious, cultural, and psychological (.e.g. fear, learned helplessness, self-esteem). Yet, there has been very limited research that examines the neurocognitive issues that influences a woman’s decision return to abusive situations, despite opportunities and resources to leave. The following study will explore possible implications of addictive behavior towards abusive situations in battered women— due to neurocognitive dysfunction. We hypothesized that battered women will present with decision making impairment similar to persons with substance dependency and other addictions. Findings will shed light on the need to develop more comprehensive prevention and intervention measures to decrease the number of women who return to abusive situations. Background Currently, the United States spends an estimated eight billion dollars per year on medical and legal expenses alone (Burnett, 2014). Unfortunately, the physical, psychological, and emotional costs to women and their children are immeasurable. Women of domestic violence often experience both acute and chronic health problems, substance abuse, and psychological disorders. (Breiding et al.,2014). . More recently, there hasShow MoreRelatedA Study On The Theory Of Teen Dating Abuse By Using A Phenomenological Inquiry942 Words   |  4 PagesPhenomenology A phenomenology study will be conducted because the question seeks to understand the experience of youth that has experienced dating violence. 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