Hariolf kottmann biography of alberta

The Remuneration Committee members listed above assesses the compensation systems and recommends compensation for the members of the Board of Directors and the Executive Committee including bonus targets for the latter on behalf of the Board of Directors and in accordance with its specifications. It carries out broad-based compensation benchmarks with an international comparison group, supported by studies of consulting firms such as Mercer and Willis Towers Watson, and it scrutinizes the work of internal and external consultants.

Infour regular meetings were held in January, July, September and December, lasting an average of fifty-five minutes. The regulations of the Remuneration Committee can be viewed at www. Infour regular meetings and one extraordinary meeting took place in January, April, July, September and November, lasting an average of two hours. The regulations of the Strategy and Sustainability Committee can be viewed at www.

The Governance Committee members listed above advises the Board of Directors with respect to check and balances in the executive chair model, oversees the compliance with the Swiss Code of Best Practice for Corporate Governance as well as legal and regulatory requirements and periodically reviews the principles of corporate governance.

Inone meeting took place in December, lasting one hour. The regulations of the Governance Committee can be viewed at www. The Board of Directors has largely delegated executive management powers to the Executive Committee. However, it is still responsible for matters that cannot be delegated in accordance with art. These matters include corporate strategy, the approval of midterm planning and the annual budget, as well as key personnel decisions and the preparation of the annual report and the compensation report.

Pursuant to art. CO, the Board of Directors is also responsible for the report of non-financial matters.

Hariolf kottmann biography of alberta

Furthermore, the Board of Directors remains responsible for acquisition and divestiture decisions involving a transaction value exceeding CHF 30 million; investments in fixed assets exceeding CHF 15 million; major corporate restructurings; approval of dispute settlements with an impact on operating income of more than CHF 20 million; approval of research and development projects exceeding CHF 10 million, as well as other matters relevant to the company; and decisions that must be made by the Board of Directors by law.

The competency regulations and the nature of the hariolf kottmann biography of alberta between the Board of Directors and the Executive Committee can be viewed in the Board of Directors and Organization Regulations at www. Each member of the Board of Directors receives financial information in advance of the Board meetings, in addition to the midyear and annual financial statements.

These updates include information about the balance sheet, the income and cash flow statements, and key figures for the company and its divisions. They incorporate comments on the respective business results and a rolling forecast for the current business year. The Executive Chair and the CFO report at every Board meeting on business developments and all matters relevant to the company; once each year, the Board receives the forecasted annual results.

During these Board meetings, the Chairs of the committees also report on all matters discussed by their committees and on the key findings and assessments, and they submit proposals accordingly. Each year, the Board of Directors discusses and approves the budget for the following year and the midterm plan, which is also subject to periodic review.

In addition, the Board of Directors receives a status update on investor relations on a regular basis. Meetings between Group Internal Audit and the statutory auditor take place regularly. They are used to prepare for the meetings of the Audit Committee, to review the interim and final reports of the statutory auditor, and to plan and coordinate internal and external audits.

Group companies are audited by Group Internal Audit based on an audit plan that is approved by the Audit Committee. Depending on the risk category, such audits are carried out on a rotational basis either annually or every second, third or fourth year. Group Internal Audit carried out 53 audit assignments including audit follow-up reviews and internal controls testing in the year under review.

One of the focal points is the internal control system ICS. The results of each audit are discussed in detail with the companies and where necessary the divisions concerned, and key measures are agreed upon. The Executive Chair, the members of the Audit Committee, the CFO, the Group General Counsel as well as the respective Division President and other line managers of the audited entity receive a copy of the audit report.

Significant findings and recommendations are also presented to and discussed with the Executive Committee and the Group General Counsel. A follow-up process is in place for all Group internal audits, which allows efficient and effective monitoring of how the improvement measures are being implemented. Each year, the Head of Group Internal Audit compiles a report summarizing activities and results.

This report is distributed to members of the Board of Directors and the members of the Executive Committee, and it is presented to the Executive Committee and the Audit Committee. It is discussed in both committees and, thereafter, reported to the Board of Directors. Sulzer has established and implemented a comprehensive, value- and risk-based compliance program that focuses on prevention, detection and response.

It consists of the following main elements:. Sulzer follows a zero-tolerance compliance approach. The Board of Directors and the Executive Committee firmly believe that compliant and ethical behavior in all aspects and on all levels is a precondition for successful and sustainable business. The ethical tone is set at the top, carried through to the middle and transmitted throughout the entire organization.

Sulzer also fosters a speak-up culture and encourages employees to address potentially non-compliant behaviors. Retaliation against whistleblowers acting in good faith is not tolerated. The results are discussed both with the management and with the Audit Committee. The Audit Committee dedicates at least one full meeting per year to risk management and compliance.

Sulzer has a Code of Business Conduct, which can be viewed in 18 languages at www. Every employee of the company including employees of newly acquired businesses has to confirm in writing that he or she has read and understood this code, and will comply with it. Every member of the Sulzer Management Group approximately 80 managersthe heads of the operating companies, the headquarters, regional and local compliance officers as well as the legal entity finance heads must reconfirm this compliance commitment in writing annually.

Hit broadside by crisis, the company launched its first strategic realignment initiative, shedding assets that included traditional businesses of its predecessors, including polyvinyl alcohol and polyvinyl butyral, cellulose ethers, electronic materials and monochloroacetic acid. To reduce the debt burden stemming from its ill-timed foray into life sciences, Clariant was even forced to unload even the former BTP activities, by then called Pharmaceutical Fine Chemicals.

Fast-forward to With Hariolf Kottmann - who began his industry career at Hoechst in - at the helm, Clariant once again set out to reduce its debt burden and cost base, refocus its portfolio, and further expand on its core specialty chemicals businesses. In due course, the company was back on track toward its goal but work was still needed to become more cost-competitive.

This required a clear, communicative strategy. A chemist by training and a manager with hands-on experience, Kottmann brought with him the right background to steer the company toward profitability. For Clariant to hariolf kottmann biography of alberta low-growth businesses up to scratch, the new CEO understood that he would have to put the specialty chemicals producer's portfolio to the test.

Under his leadership, several bold steps were taken during the five-year-period up to In announcing the buy, Kottmann said management was convinced that the venerable Munich-based firm with a broad portfolio encompassing catalysts, rare earths, resins, additives and packaging was "the right strategic fit for Clariant. With these moves behind it, Clariant has now completed the divestment of its mature and margin-diluting businesses and is looking toward a brighter future.

Midway throughthe Swiss company can claim a well-balanced product slate, a sound financial position and a competitive cost basis. Sales from continuing operations generated revenues of about 6. Nevertheless, the Clariant chief acknowledges, "we are not yet where we want to be in terms of sales growth. There is still a significant gap to the target we have set for and beyond.

Forclear priorities have been set, with the emphasis on performance, growth and innovation. Food and beverages. Mining and metals. Oil, gas and chemicals. Power generation. Pulp, paper and board. Water and wastewater. Rotating equipment services. Static equipment services. Process services. Spare parts. Services for industrial process equipment.

Services for water, wastewater and dewatering products. Digital solutions. Sulzer selection tools.