|Symphony Environmental Technologies
||EPS - Basic
||Market Cap (m)
Symphony Environmental Share Discussion Threads
Showing 7751 to 7773 of 7775 messages
|neilrr I believe everyone knows the answer.
1) No profits to talk of
2) Zero dividends
Had the BoD been interested in creating profitability this could have most probably been achieved by taking realistic salary and benefit packages. 2014 £870,000 and 2015 £801,000, however one must take into account that the Technical Director Michael Stephens left the company in and did not get his full package, add on approx £85k then over 2 years the total would have been in the region of £1,756,000. Figures always speak for themselves painting a rosy picture for the BoD without any regard to the company imho.|
In the period £10,000,000 was paid out in remuneration to the crack team running SYM do you know:
1) How much profit SYM made?
2) How much shareholders were paid in dividends?
|neilrr over £10,000,000 to date in remuneration......unrealistic, unacceptable and unsustainable. Two old age pensioners one in his 70s!!! They are extracting the MICHAEL from all investors.|
|Symphony exists only to pay BoD salaries, perks & pensions far in excess of what this useless lot of hopeless, bumbling amateurs are worth or would get paid anywhere else.
It's the poster boy for an AIM lifestyle company.|
|Lol. They've been to soo many shows over the years. They've never really left start up mode have they? Or "pre revenue" I think is the trendy phrase...|
|Yes another placing....:-(|
|How many years have this lot been going now? Have they got anything to sell yet?|
|Symphony Environmental will be presenting at the Capital Conference on 17th November in London. For further details and to register to attend, please click here: http://tinyurl.com/z2dqlkn.|
|Wow! how Lazy is that?......|
|Interesting post regarding K-Show - More jam tomorrow???
28 October 2013
SYMPHONY ENVIRONMENTAL TECHNOLOGIES PLC
("Symphony", "Group" or the "Company")
RECORD ATTENDANCE AT SYMPHONY'S STAND AT K-SHOW AND RECORD VALUE OF ORDERS
Symphony Environmental Technologies Plc (AIM: SYM), global specialists in advanced plastics and tyre recycling technologies - in harmony with public health & the environment, is pleased to announce that it attended the K-Show in Dusseldorf, Europe's largest exhibition for the plastics industry, attracting customers and suppliers from all over the world. This year's K-Show proved to be the best so far for Symphony, with a record attendance at its stand and a record value of orders placed during the show.
Said Symphony's CEO, Michael Laurier, who was present throughout the event "There was exceptional demand for d2w - our well-established oxo-biodegradable masterbatch, as the best and least expensive option for biodegradation of plastics. It turns plastic into a biodegradable material at the end of its useful life. Great interest was also shown in our new d2p range of anti-fungal and anti-microbial plastics, and our d2t range of anti-counterfeiting technologies."
"More than 600 requests for further information were recorded by Symphony's staff, from end users, processors and raw material producers."
Visits to the stand were made by many members of the Oxo-biodegradable Plastics Association and by Symphony's distributors from around the world. Many plastics recyclers also visited for confirmation of the compatibility of d2w with post-consumer plastics recycling.|
|it's slang for "I hear or understand you".|
|bbd2 you have always been fair, checking the blogs it is apparent that the question of USA has been around for the past 18 months. Of more importance a name was recently mentioned, I have checked him out and am in touch. Interesting days ahead. Enough said for the moment.|
|Robert - if only the change in the USA distributor deal could be considered notifiable under Rule 17, but sadly it didn't make any money and so could hardly be considered as a "Material change in performance" issue requiring an RNS (but then you knew that being a company director yourself right ?).
I do however share your pain and frustration with this company - did you ever buy back your holding?|
|AT LAST AN ADMISSION THAT WOULD HAVE NOT BEEN FORTHCOMING HAD IT NOT BEEN FOR NEILLR. WHEN WAS THIS DECISION MADE AND WHY WAS THERE NO ANNOUNCEMENT??? NOT GOOD ENOUGH BEARING IN MIND STEPHEN IS AN EX BARRISTER/SOLICITOR WHO WELL KNOWS AIM RULES. WHAT OTHER SKELETONS ARE IN THE CUPBOARD? THIS BOARD HAS AGAIN PROVED IT IS NOT TO BE TRUSTED IMHO.
The USA has been one of our smallest markets representing less than 2% of our business. We have therefore restructured the business from a distributor model to a direct sales approach. This is being supported by dedicated resources both in the USA and UK. The distribution agreement with the US distributor was therefore terminated.|
|Neilrr who is Lev Parnas? I checked the name on Google and found his name associated with a firm called Fraud Guarantee based in Florida, if I may ask what is the relevance to do with Symphony?|
The role of the non-executive director
The Code clearly gives a strong role to the non-executives. Their job description includes:
constructive challenge and help in developing proposals on strategy;
scrutiny of management’s performance in meeting agreed goals and objectives and the monitoring of performance reports;
satisfying themselves on the integrity of financial information and that controls and risk management systems are robust and defensible;
determining appropriate levels of remuneration for executive directors;
appointing and removing executive directors, and succession planning.
The Walker Report has re-emphasised the constructive challenge part of the job, in the light of the perceived quiescence of bank directors faced by a dominant chief executive. And the role of the non-executives in setting pay in banks has been widened beyond the executive directors to include firm-wide policy and particular oversight for the pay packages of the most highly paid non-board members.
The non-executive directors should convene regularly, as a body, with the chairman, but without their executive colleagues; and at least once a year they should meet on their own under the leadership of the senior independent director to appraise the chairman’s performance. (See: (See: Composition and structure of the board, an OUT-LAW guide.)
If the executive directors have a collective interest in any matter that goes to the board, the non-executives may effectively be left in control. This situation is commonly seen where a bid for the company is received from the management team, or from a private equity group with management involvement. The executives can play no part in the decision, and it will be for the independent directors to decide alone whether to recommend the bid to shareholders.
Walker also put a time commitment on the role in a major bank board: a minimum of 30 to 36 days a year for at least some of the non-executives. The Code says that all directors must be able to allocate sufficient time to the company to perform their responsibilities effectively. Less time will be needed for smaller companies and those with less complex businesses, but, with a norm of 10 board meetings a year, additional committee meetings and off-site visits, the job should be no sinecure.
Independent non-executive directors
The Code makes a distinction between non-executives who are independent and those who are not. To qualify for the former category, an individual must not only have the necessary independence of character and judgment but also be free of any connections that may lead to conflicts of interest.
The Code makes it clear that someone will not normally be considered independent if:
they have been an employee of the group within the previous five years;
they have a ‘material business relationship’ with the company or have had one within the previous three years, including an indirect relationship as a partner, director, senior employee or shareholder of an adviser or major customer or supplier (this would catch a partner from, for example, the company’s audit firm moving on to the board after retirement);
they receive remuneration from the company in addition to director’s fees or they participate in the company’s share option or performance-related pay schemes or they are members of the pension scheme;
they have close family ties with any of the company’s advisers, directors or senior employees;
they hold cross-directorships or have significant links with other directors through involvement in other companies or bodies (this works against the ‘old boys’ club’ method of appointing non-executives: George is finance director at company A and sits as a non-executive on the board of company B; Harry is chief executive at company B and sits as a non-executive at company A);
they represent a significant shareholder;
they have served on the board for more than nine years.
Ultimately, however, it is up to the board to decide who ‘qualifies’. The board is expected to consider the above – and, indeed, any other factors that may impair independent judgment – but none of them is to be thought of as grounds for automatic ‘exclusion’. It may be that an individual is judged to have the strength of character and integrity to remain unaffected by circumstances that, in theory, compromise their independence.
Sir David Walker, in his 2009 review of governance at major banks, argued for less emphasis to be placed on the independence of nonexecutive directors for the sake of it and for greater weight to be given to relevant financial industry experience. Independence in name was less important than ‘the quality of independence of mind and spirit, of character and judgment’.
When they appoint non-executives, and each year when reporting to shareholders, the members of the board have to identify who is independent and who is not. If they have decided that, despite previous and/or current connections with the company, etc, an individual may be classed as independent, they need to explain the reasons why.|
|Just thinking out loud here but I wonder if the interims are delayed 'cos they are now forced to add info about the US distributors abandoning SYM & wording it so they can avoid admitting they did not inform the market in a timely fashion is proving trickier than they anticipated.
It seems very strange that when asked about the state of the US deal, announced with much fanfare & at least 2 RNSes in 2011, SYM Finance Director Ian Bristow refuses to comment. If the rumour of the death of SYM's relationship with their US distributor are true then the failure of the BoD to inform the market is despicable.
Do we have any NEDs? Do they understand what their job is?
|Prescient or what?
18 Aug '16 - 11:24 - 4848 of 4883 0 0
You have no idea if ANYONE who posts here holds SYM shares & frankly, whether they do or they don't is immaterial.
Investor Relation's job is to answer any & all ???s that are thrown at you, whether they are from believers (none left) or the disillusioned (everybody). If you are unwilling or unable to do that what's the point of you?
Here are a few easy ones for you.
Why did Michael Laurier hire a bankrupt real estate guy with zero experience in SYM's field to run your last US foray?
Has SYM USA ever reordered or are they still trying to move the original order?
Why does SYM never mention of SYM USA now?|
Who is Lev Parnas?|
|Disgusting people within the company should be Jailed for clearly withholding price sensitive information.............|
|I expect SYM is busy working on the RNS (which will not date the split) right now.|