Bank defends success of QE

first_img by Taboolaby TaboolaSponsored LinksSponsored LinksPromoted LinksPromoted LinksYou May LikeMisterStoryWoman Files For Divorce After Seeing This Photo – Can You See Why?MisterStoryMoneyPailShe Was A Star, Now She Works In ScottsdaleMoneyPailTotal PastThe Ingenious Reason There Are No Mosquitoes At Disney WorldTotal PastSerendipity TimesInside Coco Chanel’s Eerily Abandoned Mansion Frozen In TimeSerendipity TimesBetterBe20 Stunning Female AthletesBetterBemoneycougar.comThis Proves The Osmonds Weren’t So Innocentmoneycougar.comPeople TodayNewborn’s Strange Behavior Troubles Mom, 40 Years Later She Finds The Reason Behind ItPeople Todayautooverload.comDeclassified Vietnam War Photos The Public Wasn’t Meant To Seeautooverload.comElite HeraldExperts Discover Girl Born From Two Different SpeciesElite Herald THE Bank of England has defended its policy of quantitative easing, arguing that the £200bn asset-buying programme successfully propped up the money supply following the financial crisis.“Sectoral evidence suggests that asset purchases are broadly working via the balance sheets of households and companies to contribute to an increase in nominal spending,” the Bank said in its latest quarterly report, published today.At the start of the recession, banks licked their wounds by repairing capital and liquidity positions on balance sheets. Such banking sector stabilisation prompted a “negative shock” to the money supply to the tune of £160bn, the Bank estimates.Along with post-credit crunch caution over lending, the reduction in money movement was “offset by the positive impact of asset purchases on broad money.”The Bank’s monetary policy committee (MPC) undertook the purchasing of assets “in order to increase nominal demand and so inflation,” the report says.The Bank also noted a sharp uptick in velocity – the speed of money circulation – which some analysts have claimed could hold an inflationary threat for the UK.“Velocity has indeed picked up, climbing 2.1 per cent during 2010 – the largest annual rise since 1979,” said Henderson’s Simon Ward. The sudden upturn “is in contrast to the long run downward trend observed in velocity since the 1980s,” the Bank’s report says.Meanwhile, banks remain ahead of schedule in their repayments of loans made under the Special Liquidity Scheme in 2008. Over £94bn of the £185bn has already been repaid. Share Bank defends success of QE whatsapp Sunday 20 March 2011 11:09 pmcenter_img Show Comments ▼ whatsapp KCS-content Tags: NULL More From Our Partners Native American Tribe Gets Back Sacred Island Taken 160 Years Agogoodnewsnetwork.orgRussell Wilson, AOC among many voicing support for Naomi Osakacbsnews.comBrave 7-Year-old Boy Swims an Hour to Rescue His Dad and Little Sistergoodnewsnetwork.orgFlorida woman allegedly crashes children’s birthday party, rapes teennypost.comAstounding Fossil Discovery in California After Man Looks Closelygoodnewsnetwork.orgBiden received funds from top Russia lobbyist before Nord Stream 2 giveawaynypost.comPolice Capture Elusive Tiger Poacher After 20 Years of Pursuing the Huntergoodnewsnetwork.orgSupermodel Anne Vyalitsyna claims income drop, pushes for child supportnypost.comA ProPublica investigation has caused outrage in the U.S. this weekvaluewalk.comWhy people are finding dryer sheets in their mailboxesnypost.comI blew off Adam Sandler 22 years ago — and it’s my biggest regretnypost.comUK teen died on school trip after teachers allegedly refused her pleasnypost.comBill Gates reportedly hoped Jeffrey Epstein would help him win a Nobelnypost.comKiller drone ‘hunted down a human target’ without being told tonypost.comMatt Gaetz swindled by ‘malicious actors’ in $155K boat sale boondogglenypost.comMark Eaton, former NBA All-Star, dead at 64nypost.com980-foot skyscraper sways in China, prompting panic and evacuationsnypost.comInside Ashton Kutcher and Mila Kunis’ not-so-average farmhouse estatenypost.comlast_img read more

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Blockchain 2.0

first_img With regulators set to clamp down on the ICO gravy train, Hannah Gannagé-Stewart looks at other ways that gaming businesses are assimilating blockchain technology.There’s no doubt that initial coin offerings (ICO) split opinion. While many igaming businesses have used them to raise muchneeded start-up funds, critics in the industry regard them as little more than a pyramid scheme.Despite the bad rep, ICOs have come to characterise the crypto and blockchain phenomenon over the past few years. But they’re not the whole story and as lessons are learnt and the regulators move in, some businesses looking to experiment with blockchain are taking a different tack.KamaGames is one such business. The social casino started researching crypto and blockchain back in 2011 but only went live with its token sale in August. Chief executive Andrey Kuznetsov (pictured) says while an ICO wasn’t always off the table, in the end it presented too much of a risk for too little reward.“ICOs are associated with some legal challenges. Beyond the legal risk, this can be a huge PR risk for an existing company that values its name and products and has a reputation,” he explains.Instead, KamaGames opted to run a token sale. For a limited time its customers, and latterly the general public, are able to buy tokens, which they can then exchange for chips to play at KamaGames online.The campaign not only tests the appetite of Kama’s customers for crypto, but also encourages acquisition of new players and retention of existing ones with a number of incentives.Holding onto the tokens brings rewards, in the form of bonus chips for the duration that you hold the token and a growth in the exchange rate. The casino guarantees an increase of 25% each month during the first 36 months.The idea is that punters hold onto their tokens and cash their chips out gradually, thus avoiding inflation in the customer economy. The introduction of a variety of player vs environment (P2E) games has also been planned to assist in this aim, with slots the key to bringing chips out of the customer economy and back into the house.Kuznetsov’s cautious approach to crypto is designed as a learning curve. Depending on the results of the token sale, he says the business may consider a security token offering (STO) in future.STOs bear more resemblance to a traditional IPO; regulated in the US by the Securities and Exchange Commission (SEC), they treat the purchase of tokens as a secured investment, similar to shares.“We’ve been thinking about private placement for a number of years,” Kuznetsov explains. “We still haven’t decided but we have been looking at STOs, so this campaign is testing the water.”Unlike KamaGames, crypto casino FunFair opted to take the plunge with an ICO relatively early on. In June 2017, it raised $10m in ethereum, as well as more than $10m in other currencies and private institutional investment in the space of just four hours.FunFair founder Jez San knew he was taking a risk but was undeterred by the prospect of being a crypto pioneer. FunFair aims to corner the crypto casino market, appealing to punters not only on the basis that they can use crypto to gamble but that a blockchain-based platform offers superior security and fairness to players.FunFair’s business strategy and marketing consultant Stefan Kovach argues that, while the casino can’t claim to function on a totally trustless, or decentralised, basis, it is closer to that end of the spectrum than conventional casinos.A completely trustless ecosystem removes any middlemen within whom trust has to be placed to make a transaction. In the case of blockchain, it means that crytocurrency can be passed from one individual directly to another, without any banking or transactional intermediaries at all.FunFair isn’t able to operate as completely trustless, but the casino’s ethos is that by operating on a blockchain they can make all transactions ‘provably fair’ and in doing so build their players’ confidence in the brand.“As a provider, we promise that every spin of a wheel or roll of a die is fair and you have a ‘provably fair’ button,” says Kovach. “It’s a bit like Intel in that no one really knows how a processor works but you know it makes your computer a bit quicker and you’re happy to spend £300 more on it”.As a first mover in the crypto casino market, FunFair may succeed in creating brand loyalty through its crypto USP. Kovach says many of the casino’s ‘community’ are early crypto investors themselves; they are blockchain natives. It is harder to know at this stage whether crypto in and of itself will have mass appeal.On top of that, if truly taking the middleman out of the picture is what modern punters are looking for, then being only partially trustless seems at odds with the concept. But some tech companies are working on ways to do it.Professor of health and life sciences at Surrey School of Law Ryan Abbott highlighted the opportunities for entirely trustless gambling in his presentation at iGB Live! in July. Abbott suggested that decentralised prediction markets (DPM) could be the future for igaming.“Instead of going to William Hill and betting on the outcome of the World Cup, you find another bettor or gamer and make the bet directly with them on the blockchain,” he explains. Unlike existing prediction markets, which have been in operation for some time, DPM removes the middleman or trusted intermediary completely and makes the process totally peer-to-peer.Abbott outlines several benefits to this model: no single entity governs the market, all transactions are transparent on a blockchain, and anybody can participate pseudonymously to either open a new market or place bets in an existing one.These may be benefits for the punter, but for operators used to acting as that middleman, this model is arguably less ideal. Tech companies and suppliers, however, may have an opportunity. Abbott namechecks three businesses looking to occupy this space.Hivemind uses bitcoin for its DPM and is currently in the R&D stage, while Augur, which launched this summer, and Gnosis are doing the same thing with ethereum. There is the potential for bitcoin to be used later on both platforms.Abbott says all three are examples of how distributed ledgers can fundamentally alter a gambling offering. And while operators may not be involved in the transactional side of betting on DPMs, Abbott points out that “traditional gaming companies would use them to hedge bets and to predict markets”.He is clear that this technology could pose both opportunities and threats to the existing industry and suggests now is the time to shape the future of DPMs or even obstruct them if necessary. “Regulators may be receptive to cries of foul play – in the name of consumer protection, and protection of a tax paying industry,” he says.Ultimately DPMs’ arrival on the scene could place more pressure on operators to distinguish themselves through more imaginative and innovative offerings. They will need to exceed a peer-to-peer gambling experience. Just adding crypto to their offering may not be enough. Hannah Gannagé-Stewart looks at ways to benefit from blockchain technology beyond the ICO AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Tags: Online Gambling Payments 13th September 2018 | By Hannah Gannage-Stewart Email Addresscenter_img Casino & games Blockchain 2.0 Subscribe to the iGaming newsletter Topics: Casino & games Tech & innovationlast_img read more

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Rural Studio Celebrates 20th Anniversary with Eight 20K Houses

first_imgShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/421187/rural-studio-celebrates-20th-anniversary-with-eight-20k-houses Clipboard ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/421187/rural-studio-celebrates-20th-anniversary-with-eight-20k-houses Clipboard Rural Studio Celebrates 20th Anniversary with Eight 20K Houses Architecture News Rural Studio Celebrates 20th Anniversary with Eight 20K HousesSave this articleSaveRural Studio Celebrates 20th Anniversary with Eight 20K HousesSave this picture!”Joanne’s House” by Rural Studio. Image Courtesy of Auburn University Rural StudioWritten by Barbara PoradaSeptember 01, 2013 Share “COPY”center_img “COPY” ArchDaily CopyAuburn University’s Rural Studio, an undergraduate program that focuses on designing well-built, low-cost housing for the poor across three counties of Alabama, will be celebrating its 20th anniversary this 2013-14 academic year. Since 1993, Rural Studio has been recycling, reusing, remaking and using local materials while maintaining the belief that both rich and poor deserve good design. In honor of 20 successful years of helping Alabama’s rural poor, Rural Studio will, for the first time, design eight 20K Houses in one year- and they need your help.Rural Studio built its first 20K House in 2005, under the direction of Andrew Freear, and has since become an ongoing research program. The objective of the 20K House project was “to design and build a model home that could be reproduced on a large scale by a contractor and built for $20,000, thus addressing the need for affordable housing.” The 20K figure was chosen because it was considered the highest realistic mortgage possible for someone living off Social Security and is usually divided into two parts: $10-12,000 for materials and $8-10,000 for labor. Being far more durable than the countless house trailers that dot Hale County and capable of doubling in value within 1.5 years, the houses are simple but extremely well thought-out. They take far less energy to heat or cool by incorporating techniques such as passive cooling through cross-ventilation and they incorporate safe and dual uses, such as a large concrete closet that can double as a tornado-safe room. Save this picture!”Joanne’s House” by Rural Studio. Image Courtesy of Auburn University Rural StudioAccording to architect Marion McElroy, “students in Rural Studio can spend four days discussing the placement of a refrigerator” – a clear indication of the care taken in designing each home. The program trains Auburn students to become “citizen architects” who understand that everyone deserves “shelter for the soul” – words used by the program’s co-founder, the late Samuel Mockbee. Architects weren’t meant to be “house pets for the rich,” he used to tell them, and that thought has certainly stuck with Rural Studio to this day.Rural Studio invites everyone to be a part of its 20th anniversary celebration and needs your support to reach its $160,000 goal by December 6, 2013. Adopt-A-20K is the Rural Studio online fundraising campaign that offers twelve adoption options from a 2×4 to a whole $20K House. A donation of any amount, received on behalf of Rural Studio by the Auburn University Foundation, helps to build a home for a family today and to educate the citizen architects of tomorrow. For more information on making a tax-deductible donation in support of Rural Studio, visit supportruralstudio.com or contact Natalie Butts at [email protected] To see how the fundraising is going, check Rural Studio’s blog every week.References: Rural Studio (1, 2), The Christian Science Monitor MUSE / Renzo Piano Building WorkshopSelected ProjectsFish market in Bergen / Eder Biesel ArkitekterSelected Projects Share CopyAbout this authorBarbara PoradaAuthorFollow#TagsNewsArchitecture NewsResidential ArchitectureHousesSocial HousingRural StudioAuburnAuburn UniversityAlabamaUSACite: Barbara Porada. “Rural Studio Celebrates 20th Anniversary with Eight 20K Houses” 01 Sep 2013. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Read commentsBrowse the CatalogShowershansgroheShower MixersVinyl Walls3MExterior Vinyl Finish – DI-NOC™ Abstract EarthPartitionsSkyfoldMarkerboard Finish for Folding WallsPanels / Prefabricated AssembliesKingspan Insulated PanelsInsulated Wall Panels – Designwall R-seriesWoodBruagRoom Acoustics – Interior Cladding PanelsEnclosures / Double Skin FacadesIsland Exterior FabricatorsCurtain Wall Facade SystemsConcreteKrytonCrystalline Waterproofing – KIMBricksNelissenSpecial Bricks – Slips and HalvesCeramicsTerrealTerracotta cladding in Le TrèfleEnclosures / Double Skin FacadesFranken-SchotterFacade System –  LINEASideboardsUSMLow Shelving – HallerTable LampsLeds-C4Lighting – ElampMore products »Please enable JavaScript to view thecomments powered by Disqus.Save世界上最受欢迎的建筑网站现已推出你的母语版本!想浏览ArchDaily中国吗?是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! 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Selleney / TDO Architecture

first_imgShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/783473/selleney-tdo-architecture Clipboard Projects Photographs:  Mark Cocksedge Selleney / TDO ArchitectureSave this projectSaveSelleney / TDO Architecture RKUK ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/783473/selleney-tdo-architecture Clipboard Selleney / TDO Architecture Area:  230 m² Photographs United Kingdom CopyHouses, Extension•Windsor, United Kingdom Architects: TDO Architecture Area Area of this architecture project “COPY” Contractor: Save this picture!© Mark Cocksedge+ 17 Share Area:230 sqmArchitect In Charge:TDOCity:WindsorCountry:United KingdomMore SpecsLess SpecsSave this picture!© Mark CocksedgeRecommended ProductsDoorsGorter HatchesRoof Hatch – RHT AluminiumWindowsJansenWindows – Janisol PrimoWoodHESS TIMBERTimber – GLT HybridWindowsVitrocsaMinimalist Window – SlidingText description provided by the architects. Selleney replaces a tired, single storey house in need of major works, with a light and inspiring 4/5 bed, 230 sq. metre family home.TDO’s proposals for the house near Windsor included the substantial demolition of previous additions to the original 19C cottage, which was retained and carefully refurbished. A significant new build element provides the majority of the accommodation‪.Save this picture!© Mark CocksedgeSet up around a series of sightlines, the building explores a transition from the moment of arrival to a gradual immersion in the garden setting.The new-build element is set off an existing cottage and formed of two frames with distinct axes: one orientated to the entrance courtyard, the second to the garden. Walking between them gradually draws the eye into the garden setting‪.Save this picture!© Mark CocksedgeWorking with off-site construction TDO saw an opportunity to meet the £100 / sq ft budget. The single storey structure was designed within the parameters of the contractor’s workshop tools and working methods, using standard sheet sizes and easily transportable elements. The building was largely pre-fabricated and fixed together on site‪.Save this picture!Type PlanTDO’s intention was to use economic, widely available materials and detail them in a precious manner. As a practice they have experimented widely with birch faced ply, which the client was excited to explore further. This formed the principle building material.Save this picture!© Mark CocksedgeWorking closely with the contractor TDO were able to take advantage of their supply-chain efficiencies by choosing materials such as through-colour renders and GRP roofing. This was combined with extensive use of off-site construction to retain control over costs, wastage and environmental impact on site.Save this picture!© Mark CocksedgeThe design exposes the structural and framing elements to give the building ‘free detail’. With the skeleton exposed, the attention to structural alignments and junction details had a high priority in the design process. Save this picture!© Mark CocksedgeWindow frames on the south-eastern kitchen elevation are formed as deep fins to protect from southern sun and overlooking. The exposed structural grid aligns with the frames and oversails the external wall to form a shading canopy. Save this picture!© Mark CocksedgeThe north eastern living area elevation opens to the garden setting, and the exposed structural grid is accordingly set at 90º to that of the kitchen to reinforce this relationship. The building’s exposed structure describes how it is built, maximises daylight, frames views and forms relationships around the site.Project gallerySee allShow lessA Japanese Constellation: Toyo Ito, SANAA, and BeyondExhibitionSHoP and West 8 to Masterplan Philadelphia’s “Schuylkill Yards”Architecture News Share ArchDaily Houses “COPY” CopyAbout this officeTDO ArchitectureOfficeFollowProductsWoodGlassConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesRefurbishmentExtensionWindsorNorthern IrelandUnited KingdomPublished on March 11, 2016Cite: “Selleney / TDO Architecture” 11 Mar 2016. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogMetal PanelsAurubisCopper Alloy: Nordic BrassGlassMitrexSolar GreenhouseLouvers / ShuttersTechnowoodSunshade SystemsFaucetsDornbrachtKitchen Fittings – EnoWoodSculptformTimber Tongue and Groove CladdingMembranesEffisusFaçade Fire Weatherproofing Solutions in Design District Project LondonHanging LampsLouis PoulsenPendant Lights – KeglenBlinds / Mosquito Nets / CurtainsBANDALUXPleated ShadesEnclosures / Double Skin FacadesFranken-SchotterFacade System –  LINEAWoodBlumer LehmannCNC Production for Wood ProjectsMaterials / Construction SystemsCaneplex DesignPoles – Tonkin BambooFibre Cement / ConcreteTegralFibre Cement Slate Roofing – Thrutone Endurance SmoothMore products »Save想阅读文章的中文版本吗?Selleney住宅/TDO 建筑事务所是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! 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Gwanggyo House / JYA-RCHITECTS

first_imgGwanggyo House / JYA-RCHITECTSSave this projectSaveGwanggyo House / JYA-RCHITECTS 2016 ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/889340/gwanggyo-house-jya-rchitects Clipboard Photographs:  Hwang Hyochel Manufacturers Brands with products used in this architecture project Save this picture!© Hwang Hyochel+ 43Curated by Fernanda Castro Share Gwanggyo House / JYA-RCHITECTS ArchDaily ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/889340/gwanggyo-house-jya-rchitects Clipboard Architects: JYA-RCHITECTS Area Area of this architecture project Products used in this ProjectWoodLunawoodThermowood FacadesWoodLunawoodInterior ThermowoodOther Participants:JD ConstructionArchitect In Charge:Won Youmin, Jo JangheeCity:Yongin-siCountry:South KoreaMore SpecsLess SpecsSave this picture!© Hwang HyochelText description provided by the architects. A couple visited the JYA office and shared their wish to build a house on a sunlit ground facing a cozy park in its south. With nice gentle smiles, they naturally displayed modesty and warmth. As to show their affection for people, they dreamed of a house that is ‘open to people’. To them, the house had both ‘internal’ and ‘external’ meanings: a place where their family and relatives get together and share lives as well as a space where their friends and neighbors casually come by and chat together. For that reason, they wanted spaces like open lounge or daecheong, a Korea’s traditional main floored room and wished to capture the characteristics of such open spaces in their new house.Save this picture!© Hwang HyochelAs such, our work started from imagining all the necessary spaces for the family. We first thought of a family room where people could meet one another, take rest, read books or play together or individually. The room would absorb sufficient sunlight and capture the view of a beautiful sunset as well as that of a little park and a hill in front of the house. Next was the spacious structure of the house that would allow family members to simultaneously engage in various activities. An ideal example of this was numaru, a balcony-like raised veranda that would give an enjoyably nostalgic and serene sentiment. Based on the numaru concept, we reinterpreted its spacial characteristics, captured them into inner space of the new house and started to unravel the rest of spaces.Save this picture!© Hwang HyochelIn turn, the family room was to be located at the center of the 2nd floor, along with a main bedroom and kids’ bedrooms on each side. It would act as a place that connects and disconnects parents and children. They would enjoy reading books from shelves that fully cover the wall or take a nap on a window bench facing south. At the center of the room, there is a staircase that leads to the 1st floor. The staircase creates a downward flow, divides the family room into big, small, wide and narrow spaces and further blocks any unnecessary gaze. Following the staircase down to the 1st floor, a kitchen and dining room that face a front yard come into sight.Save this picture!© Hwang HyochelThe most important spaces on the 1st floor are a kitchen, dining room and a small living room, all of which are connected to the front yard. The dining room leads to a small toenmaru, then to the front yard while a big wide door of the living room is linked to a daecheongmaru, a main floored room that captures the whole sight of the front yard. Such structure resembles that of Korea’s traditional front yard, making it possible to watch kids play in the yard and greet neighbors passing by. Children could play not only in the yard but also in the park right outside the house by simply going out through its side door. As such, this open yard would genuinely act as a place of play and exchange—at least to those joyful children.Save this picture!© Hwang HyochelThe house that embraces these spaces is built in a rather simple form. Its exterior is also finished with bricks in subtle color that reflects the modest taste of the client. Nonetheless, an exposed structure of its living room creates a dynamic diagonal line, interestingly adding different images to the house from different angles.Save this picture!© Hwang HyochelThe couple and their three sons who dreamed of a house ‘open to people’ encounter and exchange with a far more people than we expected. The three kids are all over the attic, the family room, the living room and the bathroom, and their new friends are welcome to the house anytime. The parents now spend more time in the house and meet more people more often.Save this picture!ElevationSave this picture!SectionAs a house would ‘resemble’ people who reside in it, we wanted build a house that resembles the client family—a simple modest house that warmly embraces and welcomes people. With sincere hope and no doubt, anything that has not yet been captured in the house will be eventually filled with the family’s fullness and richness of their daily lives.Save this picture!© Hwang HyochelProject gallerySee allShow lessAsia Pacific Youth Exchange Center of Fudan University / W&R GROUPSelected ProjectsHauser & Wirth Pop-up Bookshop / dongqi ArchitectsSelected Projects Share CopyHouses•Yongin-si, South Korea South Korea Projects “COPY” Photographs Year:  Manufacturers: Lunawood, Hanyang Tile, VEKA system window Products translation missing: en-US.post.svg.material_description Houses Area:  222 m² Year Completion year of this architecture project “COPY” CopyAbout this officeJYA-RCHITECTSOfficeFollowProductWood#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesYongin-siSouth KoreaPublished on February 24, 2018Cite: “Gwanggyo House / JYA-RCHITECTS” 23 Feb 2018. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogPartitionsSkyfoldVertically Folding Operable Walls – Zenith® SeriesVinyl Walls3MExterior Vinyl Finish – DI-NOC™ StoneShowerhansgroheShowers – Croma SelectDoorsRaynorGarage Door – Advantage SeriesConcreteSika3D Concrete PrintingSignage / Display SystemsGoppionDisplay Case – Bre-ClassSkylightsVELUX CommercialModular Skylights in Atelier Zimmerlistrasse OfficeWindowsswissFineLineSliding Windows in Villa LakesideSuspension SystemsMetawellAluminum Panels for Smart CeilingsGlassDip-TechDigital Ceramic Printing in Roofs & CanopiesSound BoothsFrameryMeeting Pod – Framery Q – Flip n’ FoldWall / Ceiling LightsAsaf WeinbroomLighting – Linestra 110 BrassMore products »Save世界上最受欢迎的建筑网站现已推出你的母语版本!想浏览ArchDaily中国吗?是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! 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Cupe House / MNMA studio

first_img Lead Architects: Project gallerySee allShow lessReforma Latino Tower / Landa + Martínez ArquitectosSelected ProjectsCOBE Set to Transform Bremen’s Harbor in GermanyArchitecture News Share 2018 Photographs:  Andre Klotz Architects: MNMA studio Area Area of this architecture project Cupe House / MNMA studioSave this projectSaveCupe House / MNMA studio ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/911570/cupe-house-mnma-studio Clipboard Projects CopyAbout this officeMNMA studioOfficeFollowProductsWoodStoneConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesFG + SGPraiaWood BrazilPublished on February 15, 2019Cite: “Cupe House / MNMA studio” [Casa Cupe / MNMA studio] 15 Feb 2019. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogPartitionsSkyfoldChoosing the Skyfold Wall for Your SpaceGlass3MSun Control Window Film in MarkthalBathroom AccessorieshansgroheBath & Shower ThermostatsCabinetsFlorenseCabinet – FloAirWood Boards / HPL PanelsBruagStair Railing – CELLON®LightsLouis PoulsenOutdoor Lighting – Flindt GardenBathroom AccessoriesBradley Corporation USAHigh Speed Hand Dryers – Aerix+BoardsForestOneLaminate – EGGER laminatesAcousticSchöckStaircase Insulation – Tronsole®Metal PanelsRHEINZINKPanel Systems – Horizontal PanelWall / Ceiling LightsA-LightAccolade Wall Light at River Dental OfficeBricksStröherClinker Brick Slips – StiltreuMore products »Save想阅读文章的中文版本吗?CUPE 住宅,环形木棍连廊为夏季降温 / MNMA studio是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my stream Cupe House / MNMA studio CopyHouses•Brazil Area:  400 m² Year Completion year of this architecture project “COPY” Andre Pepato, Mariana Schmidt Photographs Save this picture!© Andre Klotz+ 69Curated by Matheus Pereira Share “It’s the sun on the belly with a million rays. The rest is nothing. It is only for this reason that Matisse is Matisse – because he carries the sun in his belly. And it is also the reason why, from time to time, something happens, the work that is created is a kind of diary “. (Pablo Picasso – Tériade, 1932)Save this picture!© Andre KlotzRecommended ProductsDoorsAir-LuxPivoting DoorDoorsSolarluxBi-Folding Doors – EcolineDoorsVEKADoors – VEKAMOTION 82DoorsdormakabaEntrance Doors – Revolving Door 4000 SeriesA large yellow slab encircled by a porch was the element that guided the intimate design of the Casas Cupe, located in an old coconut farm in the region of Pontal do Cupe, Pernambuco, northeastern Brazil. A project that materializes sensations and seeks more harmonious forms of construction with nature. The summer houses were conceived in a region of limited access of materials and technologies counting on total localism in the processes of execution and in the choice of materials.Save this picture!© Andre KlotzSave this picture!AxonometricThe team was formed mostly by workers from close communities, including fishermen’s children. For some of them, there was their first time working with materials such as concrete and cement, proving that innovative and sustainable projects with technical and constructive rigor, can also be simple. Save this picture!© Andre KlotzSave this picture!Floor Plan and SectionThe infrastructure equipment part was hidden from almost any point of view, due to the careful positioning of a terrace and the natural angulation of the roof, creating a gazebo with a frontal view of the ocean. Maintaining the choice of materials that generate less environmental impact was the premise of the project: part of the house structure designed in eucalyptus and certified wood, reduces the impact of carbon dioxide emission and energy expenditure in the process.Save this picture!© Andre KlotzSave this picture!© Andre KlotzThe walls were whitewashed, a process that uses a natural input resulting from the transformation of calcium carbonate rocks, naturally endowed with a deep fungicidal action without toxic elements and, to allow the “breathing” of the surfaces, acts as a true antidote against the humidity.Save this picture!© Andre KlotzSave this picture!© Andre KlotzSave this picture!© Andre KlotzThe lining is fully ripened by reuse of twigs to create an ephemeral effect between light and space. The furniture of Sergio Rodrigues and artisans of the Cariri Fair (traditional fair of the Northeast) filled the house with essential objects and with symbolic value.Save this picture!© Andre KlotzSave this picture!© Andre Klotz Year:  ArchDaily Houses Brazil “COPY” ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/911570/cupe-house-mnma-studio Clipboardlast_img read more

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Funding opportunities round up

first_imgThe Angus Irvine Playing Fields FundGrants of £2,500 – £5,000 are available from the Angus Irvine Playing Fields Fund to local community groups, sports clubs and charities to increase opportunities for young people in disadvantaged areas of the UK to play outdoor sport.Grants can be used for the development and improvement of playing fields and other facilities; volunteer training including the provision of qualifications; purchasing specialist disability equipment; or the development of long-term sustainability, for example marketing and finance expertise.Applications for grant to help unlock additional funding from other funders are encouraged.It reopens for the next quarter’s grants in August.  314 total views,  5 views today The Clothworkers’ Foundation Open Grants ProgrammeThe Clothworkers’ Foundation runs an Open Grants Programme, through which it awards grants to UK registered charities, CICs, and other registered UK not-for-profit organisations (including special schools), towards capital projects defined as:Buildings: purchase, construction, renovation or refurbishment.Fittings, Fixtures, and Equipment, including but not limited to office equipment/furniture, sports/gym equipment, digital/audio visual equipment, garden equipment, specialist therapeutic (excluding medical) equipment. It does not include equipment for one-off use, or which will be given to service users for personal use on a permanent basis.Vehicles, including a minibus, car, caravan, people-carrier, or 4X4 although it is unlikely to fund the total cost of a new vehicle.The Foundation funds both large and small projects with the size of grant awarded dependant on a number of factors including the size of the organisation and the cost and scale of the capital project. AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis20 Here is a round up of some of the funding opportunities currently or soon to open to charities and good causes around the UK. Funding opportunities round up Toyota Fund for a Better TomorrowToyota established its Toyota Fund For A Better Tomorrow in 2012. The fund enables Toyota and its UK dealers to provide small grants of up to £2,000 to charities, schools and community schemes in their local area. Organisations, schools and charities interested in finding out more about how the Toyota Fund for a Better Tomorrow might help them and the procedure for making an application can get in touch with Toyota GB here. A recent recipient was Dorset charity About Face, which received £1,500 as the result of a nomination by Westover Toyota, part of the Hendy Group. Melanie May | 25 July 2019 | News £3.2m Bright Ideas FundThe Bright Ideas Fund will open for new applications on Tuesday, 6 August with £3.2m to share. The fund offers tailored support and grants of up to £15,000 to community groups, associations and organisations across England who have a good idea for a community business but need help developing it.Over three years, the fund will give community groups the early stage finance they need to carry out consultations with local people to develop a community business idea, and will also give them support and tools to start setting it up. The programme is funded by Power to Change and delivered by Locality in partnership with Co-operatives UK, the Plunkett Foundation and Groundwork UK.So far this year alone, 30 applicants have been accepted onto the programme and are currently working through a tailored support programme.The Community Business Bright Ideas Fund will be open for applications from Tuesday 6 August and will close on Monday 30 September. Tagged with: Funding grants London Small Theatres Grants SchemeThe next round of the Theatres Trust London Small Theatres Grants Scheme is now open with a deadline for applications of 13 January at noon. This is a capital fund that awards up to £5,000 to small theatres in London undertaking building projects. The criteria for funding has recently been changed slightly to widen the eligibility, which should mean more pub theatres are now eligible.In July, Theatres Trust awarded over £50,000 to eleven theatres across London for projects that improve operation, access and environment for all theatre users. Five of these theatres were able to apply for the first time due to the changes made to the tenure and charitable structure criteria to widen eligibility: Coronet Theatre, King’s Head Theatre, Matchstick Piehouse, Pentameters and 2Northdown. £3m Postcode Lottery pot available for local causesLocal charities and community groups can apply for funding of up to £20,000 from a pot worth over £3 million raised by players of People’s Postcode Lottery. Grants of between £500 and £20,000 are available and applications open on Wednesday 31 July for two weeks, until 14 August.The funding is available through three different trusts:People’s Postcode Trust  wants applications from projects aimed at promoting human rights, combatting discrimination and the prevention of povertyPostcode Community Trust supports initiatives working to improve the health and wellbeing of communities, including arts and physical recreation projects, as well as those with a focus on reducing isolationPostcode Local Trust provides funding to groups dedicated to improving outdoor space, in addition to increasing access to it. Groups working on flood prevention measures and looking to implement renewable energy strategies are also eligible to apply. ? FUNDING: Wee Grants for Wee GroupsConstituted community groups and small registered charities with an annual income of £100K or less can apply for funding of £500-£2,000.Find out more here ? https://t.co/atp9L5qAVU— Highland Adult Health & Wellbeing (@adult_wellbeing) July 18, 2019Wee Grants for Wee GroupsThe Robertson Trust has launched a pilot funding programme called Wee Grants for Wee Groups.The pilot is to support smaller charities and community groups working in one of the Trust’s funding strands of Care and Wellbeing, Strengthening Communities, and Realising Potential. It offers grants of £500-£2,000 to fully fund or part fund work. This can include day-to-day running costs such as rent or utilities, project costs, sessional staff and items such as equipment or training materials.Wee Grants for Wee Groups launched at the end of June and there are no set deadlines so applications are accepted on an ongoing basis with the Trust aiming to come to a decision within 8-12 weeks and hoping to run the pilot for around six months.  315 total views,  6 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis20 About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via www.thepurplepim.com.last_img read more

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Janus Henderson Group plc Reports Fourth Quarter 2020 Diluted EPS of US$1.02, or US$1.04…

first_img 12.6 ) 188.6 Net tangible assets are defined by the ASX as being total assets less intangible assets less total liabilities ranking ahead of, or equally with, claims of ordinary shares. AUM AND FLOWS (in US$ billions) FX reflects movement in AUM resulting from changes in foreign currency rates as non-US$ denominated AUM is translated into US$. Redemptions include impact of client switches. 2020 (8.4 WhatsApp ) 12.1 97 ) — 3.78 ) ) (5.5 2020 2019 69 2020 GAAP basis: Revenue 149.9 Closing AUM 2020 25.5 31 Dec 31 Dec — 457.8 Pinterest ) (444.3 74.8 (11.6 427.6 Total Group comparative AUM and flows 0.4 ) ) Diluted earnings per share 161.6 Total Janus Henderson Group plc Reports Fourth Quarter 2020 Diluted EPS of US$1.02, or US$1.04 on an Adjusted Basis 253.5 5.6 (11.4 48.0 % ) 129.4 31 Dec 13.1 30.6 2020 11.0 27.5 (0.6 96 ) Opening AUM Condensed consolidated statements of comprehensive income (unaudited) 5.9 Revenue 0.8 (5.5 463.1 Income tax benefit (provision) 5 ) 2.47 Impairment of goodwill and intangible assets 3 Three months ended 1.2 Net sales / (redemptions) 17.1 (15.1 231.7 162.1 171.0 31 Dec % 6.9 43.8 % 513.7 % 36.9 446.9 31 Dec (12.1 Income before taxes ) Net income attributable to JHG 1.9 Outperformance is measured based on composite performance gross of fees vs primary benchmark, except where a strategy has no benchmark index or corresponding composite in which case the most relevant metric is used: (1) composite gross of fees vs zero for absolute return strategies, (2) fund net of fees vs primary index or (3) fund net of fees vs Morningstar peer group average or median. Non-discretionary and separately managed account assets are included with a corresponding composite where applicable. Cash management vehicles, ETFs, Managed CDOs, Private Equity funds and custom non-discretionary accounts with no corresponding composite are excluded from the analysis. Excluded assets represent 5% of AUM as at 31 December 2020. Capabilities defined by Janus Henderson. 6.9 94 (5.8 Property, equipment and software, net 57.5 31 Dec 0.65 24.7 2.47 1,834.2 38.0 220.2 Deferred tax liabilities, net ) Operating expenses (389.3 10.4 0.65 ) (2.3 30 Sep 10151464 AUM 31 Dec 2020 2020 2019 183.0 % Net income attributable to JHG 50.1 Operating expenses AUM 31 Mar 2020 44.5 — 2019 ) 75 328.5 74 156.5 Condensed consolidated balance sheets (unaudited) Depreciation and amortisation 3 119.4 3.01 Redemptions United States (21.0 Employee compensation and benefits 2 ) (25.4 Net tangible assets per share (1.4 (4.2 (13.1 540.9 31 Dec (29.7 +1 412 317 0797 (this is not toll free) % Shareowner servicing fees 1 (42.8 7.4 14.9 ) ) ) Market / FX Revenue: ) 2.7 Other liabilities ) 57 — % 2019 (2.9 70 % Condensed consolidated statements of cash flows (unaudited) (0.5 358.3 427.6 557.9 (0.2 362.4 Interest expense 4 Quantitative ) ) ) (92.6 ) ) Net income 401.6 182.6 568.5 17.9 2019 (0.1 Sales % 39.7 0.4 Pinterest — 31 Dec 1.02 (15.7 Long-term incentive plans 2 31 Dec Total assets (13.2 118.8 (2.5 733.9 (1.6 ) Twitter 226.5 Operating margin 352.7 2019 31 Dec (43.2 374.8 (3.4 92 Quantitative Equities 255.2 4,752.0 Diluted earnings per share 49.2 465.2 4,592.9 ) 21.4 (3.4 ) 20.0 11.6 1.3 JHG contracts with third-party intermediaries to distribute and service certain of its investment products. Fees for distribution and servicing related activities are either provided for separately in an investment product’s prospectus or are part of the management fee. Under both arrangements, the fees are collected by JHG and passed through to third-party intermediaries who are responsible for performing the applicable services. The majority of distribution and servicing fees collected by JHG are passed through to third-party intermediaries. JHG management believes that the deduction of distribution and service fees from revenue in the computation of adjusted revenue reflects the pass-through nature of these revenues. In certain arrangements, JHG performs the distribution and servicing activities and retains the applicable fees. Revenues for distribution and servicing activities performed by JHG are not deducted from GAAP revenue.Adjustments primarily represent rent expense for subleased office space as well as integration costs in relation to the Merger, including severance costs, legal costs and consulting fees. JHG management believes these costs are not representative of the ongoing operations of the Group.Investment management contracts have been identified as a separately identifiable intangible asset arising on the acquisition of subsidiaries and businesses. Such contracts are recognised at the net present value of the expected future cash flows arising from the contracts at the date of acquisition. For segregated mandate contracts, the intangible asset is amortised on a straight-line basis over the expected life of the contracts. Adjustments also include impairment charges of our goodwill and certain mutual fund investment management agreements and client relationships. JHG management believes these non-cash and acquisition-related costs are not representative of the ongoing operations of the Group.Adjustments primarily relate to contingent consideration adjustments associated with prior acquisitions and increased debt expense as a consequence of the fair value uplift on debt due to acquisition accounting. JHG management believes these costs are not representative of the ongoing operations of the Group.The tax impact of the adjustments is calculated based on the applicable US or foreign statutory tax rate as it relates to each adjustment. Certain adjustments are either not taxable or not tax-deductible. 2.5 194.5 316.2 Adjusted net income attributable to JHG 161.6 Shareowner servicing fees — % General, administrative and occupancy 415.9 (2.8 % General, administration and occupancy 2 379.0 All other countries 137.1 (1.9 9.3 294.4 Redemptions 154.3 7.9 (1.1 186.8 15.8 162.1 Three months ended ) 65.2 108.9 ) ) 1,121.5 19.3 (18.2 (0.9 0.2 24.5 Sales (120.1 125.8 ) Multi-Asset 1,651.5 0.70 — (0.2 (0.1 31 Dec Total (62.7 2,298.6 33.5 ) — ) 0.65 71.9 % Market / FX 0.87 65.3 358.3 % % Operating margin (29.4 Depreciation and amortisation 3 356.0 34.2 Adjusted diluted earnings per share (two class) (in US$) ) 336.7 (27.4 (189.6 729.1 — Australia ) TAGS  ) 97 25.7 (6.1 6.3 115.4 ) 2019 5.2 (102.7 % Conference ID ) 0.87 118.9 ) Net sales / (redemptions) 231.7 (0.5 8.8 189.4 42.7 (491.0 35.0 ) ) (2.9 Long-term debt 2.21 0.5 44.7 13.8 154.3 179.1 25.4 31 Dec ) 73.3 96 478.3 10.3 ) (3.5 24.7 0.5 ) 30 Sep ) Average AUM (4.2 40.0 Marketing 15.8 ) 601.2 2019 268.1 % 0.7 179.4 ) 65.6 (1.7 (18.7 10.0 % — 2,192.4 Market / FX 374.8 — 4,070.2 3.2 (0.8 31 Dec Total ) 1.02 (24.3 ) 2,192.4 935.2 — Reclassification 1 627.4 Year ended 31 Dec 489.1 54 31 Dec (0.2 ) — 2019 2020 ) 23.5 197.2 188.5 31 Dec % Adjusted revenue 47.9 3-year 74.8 74.2 (3.8 73.5 ) Distribution expenses 1 42.7 6,709.0 Year ended % Alternatives Total revenue 528.5 44.8 40.2 Access to the webcast and accompanying slides will be available via the investor relations section of Janus Henderson’s website (ir.janushenderson.com). About Janus Henderson Janus Henderson Group is a leading global active asset manager dedicated to helping investors achieve long-term financial goals through a broad range of investment solutions, including equities, fixed income, quantitative equities, multi-asset and alternative asset class strategies. At 31 December 2020, Janus Henderson had approximately US$402 billion in assets under management, more than 2,000 employees, and offices in 26 cities worldwide. Headquartered in London, the company is listed on the New York Stock Exchange (NYSE) and the Australian Securities Exchange (ASX). FINANCIAL DISCLOSURES 540.9 Net income attributable to JHG 927.3 General, administration and occupancy 2 10.0 30 Sep ) 602.5 31 Dec 287.6 Other non-operating income (expense), net Sales (24.3 118.9 Performance fees INVESTMENT PERFORMANCE 31 Dec (118.8 0.3 Capability 19.6 (0.9 — 67 Three months ended (24.4 23.2 % 1.68 0.1 45.2 % Three months ended (207.0 % ) 154.9 204.0 ) 34.6 1.04 ) ) WhatsApp (64.0 57 31 Dec 2019 4.3 (291.2 184.1 Three months ended 255.8 % (105.3 68 % 2,140.8 188.9 (0.1 % 430.2 Assets: Capability 1-year 10.0 Disposals Equities 47 1.9 Multi-Asset ) 135.0 178.8 Diluted earnings per share (in US$) 18.0 Basic weighted-average shares outstanding (in millions) Operating expenses — 65 ) ) (18.1 412.0 91 % 92 % Quantitative Equities 4 449.7 Alternatives 120.5 0.7 336.7 (1.9 0.1 AUM 30 Jun 2020 ) % ) 118.9 90 0.1 % 66 % 71 (51.6 Liabilities, redeemable noncontrolling interests and equity: Long-term incentive plans 2 % of AUM outperforming benchmark (at 31 December 2020) (57.4 401.6 1,099.7 478.3 1,651.5 % 2020 85.8 296.8 1,137.5 (137.8 Fixed Income 73 (40.8 696.7 17.6 Facebook (in US$ millions, except per share data or as noted) (1.7 16 24 — ) 446.9 Multi-Asset ) 457.7 Management fees ) (4.0 31.1 Total 7.0 18.3 645.7 100 Disposals 657.2 ) 11.6 ) (0.1 (3.7 30 Sep 12.4 1 Reflects reclassification of an existing fund from Equities to Alternatives. 204.1 Liabilities of consolidated variable interest entities 40.8 % Equities 601.2 Assets of consolidated variable interest entities (18.7 0.59 Other non-operating income (expense), net 4 50.0 78.1 ) 1.04 1.0 Long-term incentive plans 0.6 Interest expense 296.8 Adjusted basis: 40.7 Fixed Income Diluted earnings per share (two class) (in US$) 0.1 177.9 170.1 557.9 0.1 (11.0 138.1 ) (in US$ millions) (24.3 197.1 178.8 0.65 427.6 Redemptions 33.2 2020 66.4 76 618.6 866 270 1533 (toll free) 260.8 ) Net income attributable to noncontrolling interests Distribution expenses 23.2 1,010.9 18.0 Depreciation and amortisation 5-year 583.5 (4.3 162.3 3.5 Total operating expenses 2020 412.0 (27.4 AUM 30 Sep 2020 (19.1 Equities 227.0 358.3 — 157.8 1,748.1 129.6 (3.2 ) (4.1 5.8 ) ) 6,709.0 ) — 176.0 Alternatives 541.5 2,298.6 183.6 55.4 (48.0 Market / FX 401.6 2019 1-year ) Fourth quarter 2020 adjusted revenue of US$528.5 million increased from the third quarter 2020 result of US$449.7 million as a result of higher average AUM and improved performance fees driven by seasonality and investment performance. Fourth quarter 2020 adjusted net income attributable to JHG of US$189.0 million increased 46% from US$129.6 million in the third quarter 2020 primarily due to higher revenue and net investment gains compared to the third quarter 2020. DIVIDEND AND SHARE BUYBACK On 3 February 2021, the Board declared a fourth quarter dividend in respect of the three months ended 31 December 2020 of US$0.36 per share. Shareholders on the register on the record date of 17 February 2021 will be paid the dividend on 3 March 2021. Janus Henderson does not offer a dividend reinvestment plan. As part of the US$200 million on-market buyback programme approved by the Board in February 2020, JHG purchased approximately one million of its ordinary shares on the NYSE and its CHESS Depositary Interests (CDIs) on the ASX in the fourth quarter, for a total outlay of US$27.4 million. 31 Dec 2020 % (364.7 1,651.5 ) 157.3 242.1 Other revenue 1 198.4 156.5 (59.5 29.4 Local NewsBusiness 12.1 70.2 By Digital AIM Web Support – February 4, 2021 35.8 44.4 ) 157.8 Revenue 50.5 (3.1 10.0 412.0 53.7 62.6 (12.9 97 (7.0 34.5 4,906.2 ) ) 91 430.2 % ) ) (0.9 2,140.8 Other assets 177.0 2019 2020 2.21 Redemptions 2020 (0.1 (4.7 ) (11.7 ) Net income attributable to JHG common shareholders — 57.9 11.1 ) ) % 176.5 185.4 3.1 Income tax provision 188.0 Diluted weighted-average shares outstanding (in millions) 186.8 177.0 (2.0 657.2 98.1 Other revenue 1.02 (10.9 292.1 ) 1,748.1 (5.1 % ) 10.7 (33.6 31 Dec (3.3 31 Dec 2020 9.6 2.3 657.2 37.5 2.21 2019 Net tangible assets / (liabilities) per ordinary share Sales ) 1,794.1 Employee compensation and benefits 2,298.6 128.7 39.8 (12.4 ) ) 112.0 446.9 ) Adjusted operating margin 1,834.2 % Net sales / (redemptions) 13.0 ) 3.1 311.6 ) ) 38.0 % 0800 279 9489 (toll free) ) % Reconciliation of net income attributable to JHG to adjusted net income attributable to JHG Includes Janus Investment Fund, Janus Aspen Series and Clayton Street Trust (US Trusts), Janus Henderson Capital Funds (Dublin based), Dublin and UK OEIC and Investment Trusts, Luxembourg SICAVs and Australian Managed Investment Schemes. The top two Morningstar quartiles represent funds in the top half of their category based on total return. On an asset-weighted basis, 79% of total mutual fund AUM was in the top 2 Morningstar quartiles for the 10-year period ending 31 December 2020. For the 1-, 3-, 5- and 10-year periods ending 31 December 2020, 56%, 58%, 55% and 63% of the 201, 191, 183 and 150 total mutual funds, respectively, were in the top 2 Morningstar quartiles. Analysis based on ‘primary’ share class (Class I Shares, Institutional Shares or share class with longest history for US Trusts; Class A Shares or share class with longest history for Dublin based; primary share class as defined by Morningstar for other funds). Performance may vary by share class. Rankings may be based, in part, on the performance of a predecessor fund or share class and are calculated by Morningstar using a methodology that differs from that used by Janus Henderson. Methodology differences may have a material effect on the return and therefore the ranking. When an expense waiver is in effect, it may have a material effect on the total return, and therefore the ranking for the period. ETFs and funds not ranked by Morningstar are excluded from the analysis. Capabilities defined by Janus Henderson. © 2020 Morningstar, Inc. All Rights Reserved. FIRST QUARTER 2021 RESULTS Janus Henderson intends to publish its first quarter 2021 results on 29 April 2021. FOURTH QUARTER AND FULL-YEAR 2020 RESULTS BRIEFING INFORMATION Chief Executive Officer Dick Weil and Chief Financial Officer Roger Thompson will present these results on 4 February 2021 on a conference call and webcast to be held at 8am EST, 1pm GMT, 12am AEDT (5 February). Those wishing to participate should call: ) 0.59 ) 568.5 187.7 ) ) (7.5 3.3 (1.9 Quarterly AUM and flows by capability ) Year ended ) (12.2 Reconciliation of operating expenses to adjusted operating expenses 357.1 Total equity 11.0 Multi-Asset 2,140.8 528.5 Alternatives Three months ended 2.5 1,792.3 Intangible assets and goodwill, net 2020 % 374.8 % (in US$ millions) 444.3 United Kingdom ) (110.3 0.2 ) 31 Dec 2020 (128.7 (112.6 677.9 33 41.5 (138.1 — 1.8 184.3 % 3.2 ) ) 156.9 112.0 (3.2 696.7 35.3 (4.2 601.2 8.0 626.6 ) (7.4 (1.9 0.3 Adjusted net income attributable to JHG common shareholders (18.0 ) 568.5 ) 0.7 Net income attributable to JHG ) 0.59 0.65 AUM 31 Dec 2019 356.1 Impairment of goodwill and intangible assets 3 ) 227.0 ) 287.6 (0.1 40.3 (1.1 Adjusted operating income 2.3 2,192.4 171.0 179.9 Adjusted operating expenses 53.2 2020 Less: allocation of earnings to participating stock-based awards 27.5 463.1 ) % (3.4 43.6 ) Twitter Management fees 1 0.8 0.8 (47.4 31 Dec 46.1 (26.1 34.5 LONDON–(BUSINESS WIRE)–Feb 4, 2021– Janus Henderson Group plc (NYSE/ASX: JHG; ‘JHG’, ‘the Group’) published its fourth quarter and full-year 2020 results for the period ended 31 December 2020. Fourth Quarter 2020 Results Fourth quarter 2020 operating income was US$227.0 million compared to US$156.5 million in the third quarter 2020 and US$154.3 million in the fourth quarter 2019. Adjusted operating income, adjusted for one-time, acquisition and transaction related costs, was US$231.7 million in the fourth quarter 2020 compared to US$162.1 million in the third quarter 2020 and US$171.0 million in the fourth quarter 2019. The increases in operating income and adjusted operating income primarily resulted from higher average AUM, seasonal performance fees and investment gains compared to the prior quarter. Fourth quarter 2020 diluted earnings per share of US$1.02 increased 57% compared to US$0.65 in the third quarter 2020 and increased 73% versus US$0.59 in the fourth quarter 2019. Adjusted diluted earnings per share of US$1.04 in the fourth quarter 2020 increased 49% compared to US$0.70 in the third quarter 2020 and increased 60% versus US$0.65 in the fourth quarter 2019. Amended Relationship with Dai-ichi Life Holdings, Inc. and Board Resignation Dai-ichi Life Holdings, Inc. (‘Dai-ichi’) has made the strategic decision to focus capital on its global insurance business. As such, Dai-ichi has determined to monetise its stake in JHG and has relinquished its board seat. Tatsusaburo Yamamoto, Dai-ichi’s representative on the Board, has consequently resigned as a non-executive director of the Group, effective today. As part of this decision, JHG and Dai-ichi have entered into a new strategic co-operation agreement which continues more than eight years of a successful partnership. The new agreement includes many similar provisions of the prior agreement, absent the capital commitment, and reflects the evolution of the companies’ relationship. JHG and Dai-ichi will expand the companies’ expertise and human resources program to include a senior executive from Dai-ichi to help JHG’s efforts in Japan. The companies will also continue to collaborate on new product development and distribution. Dick Weil, Chief Executive Officer of Janus Henderson Group plc, stated: “Despite the exceptionally challenging year, we have continued to make significant progress on our path to achieving Simple Excellence. Investment performance remains solid, distribution is gathering momentum, as seen in our improving flow trends, and our financial results are strong. We continue to work tirelessly for our clients, and our people’s dedication is a testament to the culture we have collectively fostered since our merger. Though global challenges persist, our resiliency and ongoing efforts have made us a stronger company for the future. “We look forward to continuing the strong relationship with Dai-ichi through the new co-operation agreement building on eight years of trust. Although we are disappointed to lose Dai-ichi as a shareholder, today’s news does not change the path that Janus Henderson is on. As we enter 2021, our focus is on increasing momentum and progressing further in delivering a strong, profitable and resilient business through our strategy of Simple Excellence. We remain committed to delivering strong risk-adjusted returns for all of our clients and long-term value and profit growth for all of our shareholders.” SUMMARY OF FINANCIAL RESULTS (unaudited) (in US$ millions, except per share data or as noted) The Group presents its financial results in US$ and in accordance with accounting principles generally accepted in the United States of America (‘US GAAP’ or ‘GAAP’). However, JHG management evaluates the profitability of the Group and its ongoing operations using additional non-GAAP financial measures. Management uses these performance measures to evaluate the business, and adjusted values are consistent with internal management reporting. See ‘Reconciliation of non-GAAP financial information’ below for additional information. % ) ) (10.4 (28.1 Less: allocation of earnings to participating stock-based awards 47.1 60.3 Quantitative Equities Employee compensation and benefits 2 ) (6.3 6.3 (1.4 19.1 ) (0.8 374.8 209.2 463.2 1.2 84.7 ) % (183.8 % (2.4 2.8 626.6 120.4 (3.5 4.7 445.7 Operating income Impairment of goodwill and intangible assets Investment gains, net 513.7 (8.6 18.7 ) (170.3 Total liabilities, redeemable noncontrolling interests and equity Operating income (0.1 Fixed ) ) (513.7 3.5 36.0 Investment gains (losses), net (16.4 ) 2020 (0.3 (1.4 US$ (464.4 (36.9 27.5 78.3 449.7 1 800 121 301 (toll free) % 31 Dec — Year ended 30 Sep ) 73.7 0.6 ) Operating income 72 Cash provided by (used for): 178.4 Net sales / (redemptions) 292.1 Facebook 189.0 77.9 123.9 0.87 42.0 161.6 430.2 966.6 1,121.5 ) % ) 32.2 ) (20.0 ) Year ended 183.5 6.8 45.6 ) Effect of exchange rate changes Weighted-average diluted common shares outstanding – diluted (two class) (in millions) Sales 5-year 184.1 8.7 % 31 Dec 945.8 186.8 181.3 54 (6.7 1,137.5 (in US$ millions, except per share data or as noted) 0.70 Fixed Income 3.01 — Reconciliation of non-GAAP financial information In addition to financial results reported in accordance with GAAP, we compute certain financial measures using non-GAAP components, as defined by the SEC. These measures are not in accordance with, or a substitute for, GAAP, and our financial measures may be different from non-GAAP financial measures used by other companies. We have provided a reconciliation of our non-GAAP components to the most directly comparable GAAP components. The following are reconciliations of US GAAP revenue, operating expenses, operating income, net income attributable to JHG and diluted earnings per share to adjusted revenue, adjusted operating expenses, adjusted operating income, adjusted net income attributable to JHG and adjusted diluted earnings per share. Reconciliation of revenue to adjusted revenue — 129.6 Operating activities 2020 (149.4 (47.9 Cash and cash equivalents (3.2 179.9 188.6 % ) — ) 79 Investment securities 123.9 — 0.3 25.7 44.4 (8.2 Equities % 31 Dec (6.9 7,621.7 464.4 Investment administration 313.3 (3.9 ) Market / FX 163.1 0.5 2019 Operating expenses: 5.6 Operating margin Investing activities ) Net sales / (redemptions) 5.3 189.0 Redemptions 2020 36.0 (0.8 35.8 (28.7 ) Year ended 22.8 36.9 3-year % of mutual fund AUM in top 2 Morningstar quartiles (at 31 December 2020) 59.3 57.1 ) 43.8 Redeemable noncontrolling interests ) ) 112.0 (3.1 ) % 207.0 ) Financing activities — % ) % 3.9 ) (1.8 (5.3 75.1 (191.2 ) 3.2 37.8 ) 7,621.7 Income (0.7 ) 81.5 50.9 31 Dec 4.5 Equities % Net change during period 181.6 30 Sep 67 (0.1 4 ) STATUTORY DISCLOSURES Associates and joint ventures At 31 December 2020, the Group holds interests in the following associates and joint ventures managed through shareholder agreements with third party investors, accounted for under the equity method:LongTail Alpha LLC. Ownership 20% Basis of preparation In the opinion of management of Janus Henderson Group plc, the condensed consolidated financial statements contain all normal recurring adjustments necessary to fairly present the financial position, results of operations and cash flows of JHG in accordance with US GAAP. Such financial statements have been prepared in accordance with the instructions to Form 10‑Q pursuant to the rules and regulations of the SEC. Certain information and footnote disclosures normally included in financial statements prepared in accordance with GAAP have been condensed or omitted pursuant to such rules and regulations. The financial statements should be read in conjunction with the annual consolidated financial statements and notes presented in Janus Henderson Group’s Annual Report on Form 10‑K for the year ended 31 December 2019, on file with the SEC (Commission file no. 001‑38103). Events subsequent to the balance sheet date have been evaluated for inclusion in the financial statements through the issuance date and are included in the notes to the condensed consolidated financial statements. Corporate governance principles and recommendations In the opinion of the Directors, the financial records of the Group have been properly maintained, and the Condensed Consolidated Financial Statements comply with the appropriate accounting standards and give a true and fair view of the financial position and performance of the Group. This opinion has been formed on the basis of a sound system of risk management and internal control which is operating effectively. FORWARD-LOOKING STATEMENTS DISCLAIMER Past performance is no guarantee of future results. Investing involves risk, including the possible loss of principal and fluctuation of value. This document includes statements concerning potential future events involving Janus Henderson Group plc that could differ materially from the events that actually occur. The differences could be caused by a number of factors including those factors identified in Janus Henderson Group’s Annual Report on Form 10‑K for the fiscal year ended 31 December 2019 and in other filings or furnishings made by the Company with the Securities and Exchange Commission from time to time (Commission file no. 001‑38103), including those that appear under headings such as ‘Risk Factors’ and ‘Management’s Discussion and Analysis of Financial Condition and Results of Operations’. Many of these factors are beyond the control of JHG and its management. Any forward-looking statements contained in this document are as at the date on which such statements were made. Janus Henderson Group undertakes no obligation to publicly update or revise any forward-looking statements after the date they are made, whether as a result of new information, future events or otherwise, except as required by law. Annualised, pro forma, projected and estimated numbers are used for illustrative purposes only, are not forecasts and may not reflect actual results. The information, statements and opinions contained in this document do not constitute a public offer under any applicable legislation or an offer to sell or solicitation of any offer to buy any securities or financial instruments or any advice or recommendation with respect to such securities or other financial instruments. Not all products or services are available in all jurisdictions. Mutual funds in the US are distributed by Janus Henderson Distributors. Please consider the charges, risks, expenses and investment objectives carefully before investing. For a US fund prospectus or, if available, a summary prospectus containing this and other information, please contact your investment professional or call 800.668.0434. Read it carefully before you invest or send money. Janus Henderson is a trademark of Janus Henderson Group plc or one of its subsidiaries. © Janus Henderson Group plc. View source version on businesswire.com:https://www.businesswire.com/news/home/20210204005480/en/ CONTACT: Investor enquiries: Jim Kurtz Co-Head Investor Relations (US) +1 303 336 4529 [email protected] Horton Co-Head Investor Relations (Non-US) +44 (0)20 7818 2905 [email protected] OrInvestor Relations [email protected] enquiries: Stephen Sobey Head of Media Relations +44 (0)20 7818 2523 [email protected] Kingdom: Edelman Smithfield Latika Shah +44 (0)7950 671 948 [email protected] Wilde +44 (0)7786 022 022 [email protected] Pacific: Honner Craig Morris +61 2 8248 3757 [email protected] KEYWORD: IRELAND AUSTRALIA/OCEANIA UNITED STATES UNITED KINGDOM NORTH AMERICA EUROPE COLORADO INDUSTRY KEYWORD: FINANCE CONSULTING BANKING ACCOUNTING PROFESSIONAL SERVICES SOURCE: Janus Henderson Group plc Copyright Business Wire 2021. PUB: 02/04/2021 04:00 AM/DISC: 02/04/2021 04:01 AM http://www.businesswire.com/news/home/20210204005480/en 24.5 % 219.4 ) ) Previous articleBboxx und Trafigura wollen Fortschritte in Richtung auf das 7. Nachhaltigkeitsziel in Afrika beschleunigenNext articleWorldRemit Announces Winners in the USA of Holiday Season Promotion to Help Filipino Beneficiaries Start a Business Digital AIM Web Supportlast_img read more

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WRKOUT Launches Live, First-of-Its-Kind Interactive Virtual Personal Training Platform

first_img Facebook TAGS  Previous articleFaraz Siraj of Code42 Recognized on CRN’s 2021 Channel Chiefs ListNext articlePrudential offers NeuroFlow platform to improve mental health of disability claimants Digital AIM Web Support NEW YORK–(BUSINESS WIRE)–Feb 9, 2021– WRKOUT, the first ever connected fitness brand to deliver live, face-to-face personal training optimized for the virtual experience, today announced its global launch. The platform, which connects members with elite trainers from around the world for an unparalleled personal training experience, will be rolling out to an exclusive audience on an invite-only basis. Unlike typical on-demand services that stream one-way content to many, WRKOUT is the first virtual training platform built specifically and optimized for two-way fitness instruction and interaction. WRKOUT’s market-defining software overcomes the barriers of other platforms that were designed for remote work, rather than fitness. Members can choose from a worldwide talent pool of qualified and vetted trainers, book sessions, manage their schedule and view history and billing all within the platform, while trainers can operate their businesses using a full suite of industry-specific tools ranging from program building functionalities to marketing and payment processing. The in-session experience features proprietary tools like on-screen timers, screen-capture/analysis, and whiteboarding. Created to make premium personal training accessible from anywhere, WRKOUT gives members access to a rolodex of trainers, and the ability to train with their favorite trainer at any time or place with no need for expensive equipment. Traditional pain points in personal training careers are removed, allowing trainers to earn more, and operate their businesses with fewer constraints on time and geographical proximity. “The fitness industry has undergone a dramatic transformation during the pandemic and technology has been a pivotal tool for that growth,” said Curtis Christopherson, Founder of WRKOUT. “The virtual fitness market is expected to reach a value of nearly $60 Billion USD by 2027. Yet despite growing demand, online fitness offerings currently lack the sophistication and connectivity that happens in a gym between trainer and client. Now, through WRKOUT, members have access to an all-star team of elite trainers, from anywhere in the world, in real time. The difference between live, 1-on-1 training, and pre-recorded, impersonal content is game-changing.” WRKOUT was founded by industry heavyweight Curtis Christopherson, founder and CEO of Innovative Fitness, North America’s largest network of premium personal training studios. Backed by an all-star team of elite trainers, WRKOUT unites proven experience with technological innovation to deliver a one-of-a-kind interactive training solution for fitness leaders and those who seek their guidance. To date, WRKOUT has successfully delivered over 40,000 training sessions in its beta stage. The WRKOUT team has been working with Fort Capital Partners to plan future funding of the business, including selection of strategic and financial partners to support its significant near-term growth objectives. For more information, visit WRKOUT.com. About WRKOUT WRKOUT is the future of fitness. Founded by Curtis Christopherson, the founder and CEO of Innovative Fitness, North America’s largest network of premium personal training studios, WRKOUT was built on over 20 years of established experience, bringing next generation virtual training to market. Unlike other methods of connected fitness that focus on one-way streaming or require proprietary hardware, WRKOUT’s exclusive platform provides a live, two-way interactive training environment that connects members with elite trainers from around the world. View source version on businesswire.com:https://www.businesswire.com/news/home/20210209005449/en/ CONTACT: Media Contact Julia Hanbury Public Relations Manager +1 (604) 738-2220 [email protected] KEYWORD: NEW YORK UNITED STATES NORTH AMERICA INDUSTRY KEYWORD: INTERNET HEALTH FITNESS & NUTRITION TECHNOLOGY SOFTWARE SOURCE: WRKOUT Copyright Business Wire 2021. PUB: 02/09/2021 12:00 PM/DISC: 02/09/2021 12:01 PM http://www.businesswire.com/news/home/20210209005449/en Twitter Twitter WhatsApp Facebookcenter_img Local NewsBusiness Pinterest WRKOUT Launches Live, First-of-Its-Kind Interactive Virtual Personal Training Platform WhatsApp By Digital AIM Web Support – February 9, 2021 Pinterestlast_img read more

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Delhi Riots: Delhi HC Restrains Delhi Police From Making Statements Against Devangana Kalita Till Framing of Charges & Commencement of Trial

first_imgNews UpdatesDelhi Riots: Delhi HC Restrains Delhi Police From Making Statements Against Devangana Kalita Till Framing of Charges & Commencement of Trial Karan Tripathi27 July 2020 3:05 AMShare This – xThe Delhi High Court on Monday restrained Delhi Police from issuing any further statement against Pinjra Tod member Devangana Kalita till the framing of the charges and the commencement of trial against her. While retraining the Delhi Police for making such statements against Kalita at this stage, the Single Bench of Justice Vibhu Bakhru highlighted that cases of riots are…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginThe Delhi High Court on Monday restrained Delhi Police from issuing any further statement against Pinjra Tod member Devangana Kalita till the framing of the charges and the commencement of trial against her. While retraining the Delhi Police for making such statements against Kalita at this stage, the Single Bench of Justice Vibhu Bakhru highlighted that cases of riots are undoubtedly sensitive in nature. The order has come in a criminal writ moved by Pinjra Tod member Devangana Kalita seeking mandamus to be issued to the Delhi Police to not leak any allegations pertaining to the petitioner to the media pending investigation, and thereafter during trial. The Petitioner alleged that the Crime Branch of Delhi Police has been selectively leaking certain information regarding the allegations made against the petitioner and the evidence allegedly collected against her. She further submitted that the information which is being circulated is selective and also misleading. While claiming that the Crime Branch has been providing certain information to the media, the petitioner submitted that such information relating to allegations and alleged evidence is being given much publicity and likely to prejudice the trial of the persons accused in the FIRs including the petitioner. The Petitioner argued that such misleading information is likely to place her and her family members at risk. Appearing for the Delhi Police, Additional Solicitor General Aman Lekhi had submitted that the Press Note of the DCP, which the Petitioner has cited as derogatory and prejudicial to her right to fair trial, was a response to the allegations made by the Pinjra Tod members on their Twitter account. Mr Lekhi had submitted that the Pinjra Tod members had accused the Delhi Police of ‘massive Hindutva conspiracy’ and ‘political witch hunt to stifle dissent’, which undermined the public faith in police and subsequently threatened social order. Mr Lekhi had further submitted that since Kalita made no efforts to disassociate herself from the tweets made by Pinjra Tod, the prevailing context warranted a response from the police.Kalita is currently facing four different FIRs in connection with the anti-CAA protest in Jaffrabad, north-east Delhi riots and violence in Daryaganj during a protest against the new citizenship law last year.She was arrested along with Natasha Narwal on May 23 by Delhi police.”Pinjra Tod”, founded in 2015 by, started as a movement against curfews in girls hostels and gradually emerged as a collective taking up causes related to women’s emancipation. Kalita ,an MPhil student at JNU’s Centre for Women’s Studies and Narwal, a PhD student at the Centre for Historical Studies, are its founding members.  Subscribe to LiveLaw, enjoy Ad free version and other unlimited features, just INR 599 Click here to Subscribe. All payment options available.loading….Next Storylast_img read more

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