The document provides an overview of the airport security market in Asia Pacific. It notes that air travel is growing rapidly in the region due to economic development, and many new airports are being built. This growth is driving increased demand for security equipment and services. However, there are also challenges to ensure adequate security given issues like a lack of training and outdated equipment at some airports. The market is projected to experience strong growth over the coming years as existing airports expand and new ones are built.
METRIC GLOBAL is an investment advisory and boutique investment bank based in Paris that specializes in the aviation and tourism sectors. It was founded in 2004 and has offices in 6 major cities globally. METRIC has completed 22 deals in the past four years, 13 in aviation and 9 in tourism. The management team consists of 4 partners who have all been with the firm for 4 years.
Africa has significant untapped iron ore resources that could meet growing global demand. Three scenarios estimate Africa's iron ore production capacity could reach between 47 million tons per year and 575 million tons per year by 2017. However, infrastructure challenges, governance issues, and risks deter investment. This could lead to oversupply and lower prices if production exceeds global import demand. The document examines the potential impact on prices, exports, and policy implications for Australia, Africa, and China under low, medium, and high risk development scenarios for Africa's iron ore industry.
Turkish Airlines has experienced significant growth over the past decade and now serves over 200 destinations worldwide. Some key points:
- Passenger numbers have increased from 14.1 million in 2005 to over 32.6 million in 2011, making Turkish Airlines one of the fastest growing carriers.
- The airline's fleet has nearly doubled from 101 aircraft in 2007 to 179 aircraft in 2011.
- Turkish Airlines is now the largest carrier in Turkey and among the top 20 carriers globally in terms of passengers carried.
The document summarizes Bolivia's experience with microcredit and job creation over 25 years. It shows graphs of growing microfinance institutions, loan portfolios, number of offices and employees, indicating microcredit has contributed to financial inclusion. While no major studies have assessed job creation directly, the presence of microcredit clients in many economic sectors implies increased incomes and opportunities likely led to jobs within families and elsewhere. The vibrant microcredit sector, along with recent social changes, have enabled social and economic participation for those previously excluded.
Aviotech provides advisory and investment services for the Indian aerospace, defense, and security sectors. This report analyzes the airport security market in India, which is projected to be worth $6 billion over the next 5 years. It discusses trends in airport infrastructure development and evaluates key areas of spending for airport security equipment, physical security systems, and manpower.
http://www.wsj.com/articles/vietnam-airlines-raises-nearly-52-million-in-ipo-1415955368
HANOI—Vietnam Airlines Friday raised nearly 1.1 trillion dong ($52 million) in its initial public offering, though it failed to attract enough foreign investment, according to a person familiar with the deal.
The company sold all of the 49 million shares offered, representing a 3.48% stake, at an average price of 22,307 dong a share, the bourse said in a filing.
Among buyers were two corporate investors, the company said without elaborating.
A senior official with the bourse said the corporate investors are two local banks, Vietnam Technological & Commercial Joint Stock Bank and The Joint Stock Commercial Bank for Foreign Trade of Vietnam, or Vietcombank.
“These two investors bought most of the shares offered, helping contribute to the success of the IPO,” the official, who didn’t want to be identified, said.
Vietnam Airlines President and Chief Executive Pham Ngoc Minh in August said the company is speaking to several potential strategic investors to sell a separate 20% stake. The company is expected to hold its first shareholders meeting in March next year, Pham Viet Thanh, the airline’s chairman, said.
The disappointing result comes as investors have been unenthusiastic about Vietnam’s privatization campaign, partly because of a lack of transparency in many state-run companies and the inordinate amount of time it takes for a company’s shares to start trading after going public.
But recently, the government has moved to speed up its reforms of state-owned enterprises, public investment and a banking system burdened by high levels of nonperforming loans in an effort to revive economic growth.
“Privatizing a state-owned company like Vietnam Airlines shows the government’s right direction in restructuring state-owned enterprises to enhance their transparency and efficiency,” Deputy Minister of Transport Nguyen Hong Truong said after the Friday IPO.
Write to Vu Trong Khanh at Trong-Khanh.Vu@dowjones.com and Nguyen Amh Thuat anhthu.nguyen@wsj.com
Tocumen International Airport in Panama outlines its strategic direction through 2025. It aims to maintain its leadership as a passenger hub in the region, become an air cargo hub by 2015, and continuously improve infrastructure, technology, and human resources. The airport's key performance anchors are security, technology, and quality. A new strategic vision is needed because near-term decisions about developing 300 hectares of land will impact future terminal options and the existing master plan, which proposes "southward" development.
METRIC GLOBAL is an investment advisory and boutique investment bank based in Paris that specializes in the aviation and tourism sectors. It was founded in 2004 and has offices in 6 major cities globally. METRIC has completed 22 deals in the past four years, 13 in aviation and 9 in tourism. The management team consists of 4 partners who have all been with the firm for 4 years.
Africa has significant untapped iron ore resources that could meet growing global demand. Three scenarios estimate Africa's iron ore production capacity could reach between 47 million tons per year and 575 million tons per year by 2017. However, infrastructure challenges, governance issues, and risks deter investment. This could lead to oversupply and lower prices if production exceeds global import demand. The document examines the potential impact on prices, exports, and policy implications for Australia, Africa, and China under low, medium, and high risk development scenarios for Africa's iron ore industry.
Turkish Airlines has experienced significant growth over the past decade and now serves over 200 destinations worldwide. Some key points:
- Passenger numbers have increased from 14.1 million in 2005 to over 32.6 million in 2011, making Turkish Airlines one of the fastest growing carriers.
- The airline's fleet has nearly doubled from 101 aircraft in 2007 to 179 aircraft in 2011.
- Turkish Airlines is now the largest carrier in Turkey and among the top 20 carriers globally in terms of passengers carried.
The document summarizes Bolivia's experience with microcredit and job creation over 25 years. It shows graphs of growing microfinance institutions, loan portfolios, number of offices and employees, indicating microcredit has contributed to financial inclusion. While no major studies have assessed job creation directly, the presence of microcredit clients in many economic sectors implies increased incomes and opportunities likely led to jobs within families and elsewhere. The vibrant microcredit sector, along with recent social changes, have enabled social and economic participation for those previously excluded.
Aviotech provides advisory and investment services for the Indian aerospace, defense, and security sectors. This report analyzes the airport security market in India, which is projected to be worth $6 billion over the next 5 years. It discusses trends in airport infrastructure development and evaluates key areas of spending for airport security equipment, physical security systems, and manpower.
http://www.wsj.com/articles/vietnam-airlines-raises-nearly-52-million-in-ipo-1415955368
HANOI—Vietnam Airlines Friday raised nearly 1.1 trillion dong ($52 million) in its initial public offering, though it failed to attract enough foreign investment, according to a person familiar with the deal.
The company sold all of the 49 million shares offered, representing a 3.48% stake, at an average price of 22,307 dong a share, the bourse said in a filing.
Among buyers were two corporate investors, the company said without elaborating.
A senior official with the bourse said the corporate investors are two local banks, Vietnam Technological & Commercial Joint Stock Bank and The Joint Stock Commercial Bank for Foreign Trade of Vietnam, or Vietcombank.
“These two investors bought most of the shares offered, helping contribute to the success of the IPO,” the official, who didn’t want to be identified, said.
Vietnam Airlines President and Chief Executive Pham Ngoc Minh in August said the company is speaking to several potential strategic investors to sell a separate 20% stake. The company is expected to hold its first shareholders meeting in March next year, Pham Viet Thanh, the airline’s chairman, said.
The disappointing result comes as investors have been unenthusiastic about Vietnam’s privatization campaign, partly because of a lack of transparency in many state-run companies and the inordinate amount of time it takes for a company’s shares to start trading after going public.
But recently, the government has moved to speed up its reforms of state-owned enterprises, public investment and a banking system burdened by high levels of nonperforming loans in an effort to revive economic growth.
“Privatizing a state-owned company like Vietnam Airlines shows the government’s right direction in restructuring state-owned enterprises to enhance their transparency and efficiency,” Deputy Minister of Transport Nguyen Hong Truong said after the Friday IPO.
Write to Vu Trong Khanh at Trong-Khanh.Vu@dowjones.com and Nguyen Amh Thuat anhthu.nguyen@wsj.com
Tocumen International Airport in Panama outlines its strategic direction through 2025. It aims to maintain its leadership as a passenger hub in the region, become an air cargo hub by 2015, and continuously improve infrastructure, technology, and human resources. The airport's key performance anchors are security, technology, and quality. A new strategic vision is needed because near-term decisions about developing 300 hectares of land will impact future terminal options and the existing master plan, which proposes "southward" development.
The document discusses the performance of India's Media and Entertainment industry in 2009 and the outlook for 2010. It notes that the industry grew only 1.5% in 2009 due to the economic slowdown but is expected to recover in 2010 with 11.1% growth. Television was the strongest segment in 2009 while films fared the worst. Overall, the industry is projected to have a compound annual growth rate of 13.3% through 2014 to reach a size of Rs. 1,094 billion. Advertising spending was flat in 2009 but also expected to rebound with 12.1% growth in 2010. Low media spending in India indicates significant potential for future expansion.
The document provides an overview of the Turkish business environment and retail sector. Key points include:
1) Turkey has a young population, strong economic growth, and strategic location between Europe and Asia, making it an attractive market for investment.
2) The retail sector has traditionally been composed of small shops but is becoming more modern, with supermarket sales growing rapidly in recent decades.
3) The retail sector is expected to continue expanding significantly due to Turkey's growing economy and consumer base.
CMD2012 - Roxanna Zea - Tele2's view on the IndustryTele2
Roxanna Zea, Chief Strategy Officer at Capital Markets Day on December 12, 2012. The summary discusses:
1) Revenue growth in the telecom industry is slowing globally as competition increases across services, access, devices and technology.
2) Exponential data growth continues to accelerate with more people and devices going online, however revenue growth is plateauing.
3) Consumers are moving to a multi-screen world across different devices which is changing the competitive landscape for telecom companies.
China Eastern Airlines reported its 2012 results with total turnover increasing 4.2% year-over-year to RMB86.973 billion. Operating profit rose slightly by 1.3% to RMB4.228 billion, while profit attributable to shareholders declined 35.4% to RMB2.954 billion. Passenger numbers grew 6.33% to 73.077 million but passenger load factor only increased 0.92 percentage points. Cargo revenue was largely flat declining 0.67% to RMB8.025 billion despite increases in available and revenue cargo tonne-kilometers. The company is transforming its cargo business by streamlining ownership structure and integrating freight resources.
India as an MRO destination myth or realityVivek Vij
The document summarizes India's potential as an MRO destination. It discusses the growth of India's airline industry and fleet size, which is increasing demand for MRO services. However, India faces challenges in becoming an MRO hub, such as high taxes, regulatory issues, and long-term contracts that airlines have with foreign MRO providers. For India to realize its potential as an MRO destination, the government needs to provide policy clarity and tax incentives to attract global MRO companies to set up operations in India.
Improved Business Performance: Exploring an Evolved FAO StrategyEverest Group
Industry experts from Price Waterhouse Coopers, Tata Consultancy Services and Everest Group will discuss practices best for evolved FAO outcomes, how metrics can improve performance as well as examples of engagements that have taken on an evolved FAO strategy.
This document summarizes CSX's presentation at the Citigroup Global Transportation Conference in November 2006. Some key points:
1) CSX had achieved record results year-to-date for 2006, with revenues up 12% and operating income up 31% compared to the same period in 2005.
2) CSX expected long-term revenue growth of 4-6% annually through 2010, driven by both yield improvements and volume growth. Operating income was projected to increase 10-12% annually.
3) The economic environment for transportation was favorable, with manufacturing and trade driving demand. Rail was becoming increasingly competitive compared to trucking due to factors like congestion and fuel costs.
4)
This document summarizes CSX's presentation at the Citigroup Global Transportation Conference in November 2006. It discusses CSX achieving record results year-to-date in 2006, with revenue growth of 12% and operating income growth of 31%. It also outlines CSX's long-term guidance for 2006-2010 of 4-6% annual revenue growth, 10-12% operating income growth, and 12-14% earnings per share growth. Finally, it discusses factors making rail transportation increasingly attractive compared to trucks and how CSX is positioned to capitalize on growing demand.
1) Terex is the 3rd largest manufacturer of construction equipment in the world, with sales of $10.1 billion over the last 12 months.
2) Terex aims to achieve $12 billion in sales and 12% operating margin by 2010, describing this goal as "12 by 12 in '10".
3) Terex has opportunities to improve margins through better pricing, supply chain management, and productivity initiatives. Reducing working capital, especially inventory, could free up hundreds of millions of dollars.
1) Terex is the 3rd largest manufacturer of construction equipment in the world, with sales of $10.1 billion over the last 12 months.
2) Terex aims to achieve $12 billion in sales and 12% operating margin by 2010, describing this goal as "12 by 12 in '10".
3) Terex has opportunities to improve margins through better pricing, supply chain management, and productivity initiatives. Reducing working capital, especially inventory, could free up hundreds of millions of dollars.
Opportunities in im 200612(from mr safuan)Esue Ishak
Iskandar Malaysia aims to become a strong, sustainable metropolis of international standing by 2025. Several major developments are underway across five flagship zones to achieve economic growth targets and diversify sectors. These include EduCity, Legoland Malaysia, Medini, and expansion projects at Pasir Gudang and Tanjung Pelepas port. Infrastructure upgrades and new economic clusters in logistics, tourism, education and more are helping to transform Iskandar Malaysia.
The document provides an overview of Terex Corporation from its Basics Industrials Conference presentation on May 8, 2008. It discusses Terex's purpose, mission, and vision. It highlights Terex's strong and diversified revenue base, with income from operations increasing 36% in 2007 and 28% in Q1 2008. It outlines Terex's goals for 2010 of $12 billion in sales and 12% operating margin. The document also provides an overview of each of Terex's business segments.
The document provides an overview of Terex Corporation and its business segments for an investor conference. It summarizes that Terex has a diversified portfolio across industries and geographies that provides balance through economic cycles. It also outlines opportunities to improve margins through pricing actions, supply management initiatives, and productivity improvements. The goal is to achieve $12 billion in sales and a 12% operating margin by 2010.
Metso Interim Review January-June 2012 presentationMetso Group
The document provides an interim review of Metso Corporation for the first half of 2012. Some key highlights include order intake being in line with expectations without any exceptionally large orders. Strategic priorities were developed well and net sales increased 21% year-over-year. EBITA before non-recurring items was EUR 177 million, higher than the EUR 140 million in the same period of 2011. The outlook and guidance section will provide further details on expectations for the full year.
The document provides an overview of Terex Corporation for a May 2008 investor conference. It discusses Terex's purpose, mission, and vision. It summarizes Terex's sales, operating profit, and geographic diversity for 2007. It also outlines goals to achieve $12 billion in sales and 12% operating margin by 2010. Finally, it discusses opportunities to improve margins through pricing actions, supply management, productivity initiatives, and The Terex Way values.
The document provides an overview of Terex Corporation for a Merrill Lynch conference. It discusses Terex's purpose, mission, and vision. It also summarizes Terex's diversified business segments and product lines, with aerial work platforms, construction equipment, cranes, material processing and mining equipment being the largest segments. The document outlines Terex's goals for 2010 of achieving $12 billion in sales and 12% operating margins.
The annual shareholder meeting presentation covered the following key points in 3 sentences:
Terex aims to achieve $12 billion in sales and 12% operating margin by 2010 through executing on supply chain management, pricing discipline, and lean initiatives to improve margins. The company has a diverse portfolio of products and geographic presence to balance performance across economic cycles. Opportunities for margin improvement include coordinating supply efforts, optimizing manufacturing footprint, and pricing actions to offset rising costs.
Infosys forecasts revenue based on analysis of historical revenue trends segmented by geography, industry, service offering, and project type. North America accounts for over 65% of revenue, while banking/financial services and manufacturing make up over 50% of revenue. Application development and maintenance and consulting services drive over 60% of revenue. Revenue guidance considers repeat business from existing clients, current project pipelines, and potential revenue from new contracts. Key factors like currency exchange rates, the economy, wage increases, and government policies are also accounted for.
Private Equity In Mena Tadhamon Research Note April 2011Junaid Jafar
Private equity activity in the MENA region declined in 2010. Fundraising fell 58% to $448 million while the value of deals increased 67% to $1.07 billion, driven mainly by investments in the UAE. Top sectors were information technology, healthcare, and financial services. However, private equity in the region faces challenges including difficulty raising capital for smaller funds, limited openness of family-owned businesses to outside investment, and lack of experienced professionals and transparency.
These country indicators tables compile around 30 main market indicators on the fixed, cellular and Internet markets. The time horizon includes 5 year historical and 5 year projections for each main indicator.
Uncertainty and change will likely dominate the post-pandemic world of travel. While security and
terrorism have been constant concerns for tourists, broader issues of personal safety, risk and crime will
understandably infuse travel decision making in the wake of COVID-19. This chapter explores the
multitude of definitions and expressions that make direct comparisons of security between places
exceptionally difficult. In this chapter, context, hyper-specific location, travel security and crime
prevention techniques are introduced. The chapter also explores the relationships and overlaps of
international security, safety, terrorism, crime and risk. Complete with a series of systematic literature
reviews specific to each sub-topic, large data sets, expert analysis and evidence-based decision making,
this chapter offers practical tips for travellers at all levels of experience. The curated, practical advice will
empower tourists to contribute to their own personal security by better understanding the complexities
summed up with simple, practical guidance no matter where they venture. Overall, the consolidated
security and terrorism work within this chapter presents an updated base for tourists and the travel
industry to relaunch travel in the wake of one of the world’s most significant travel disruptions. Tourists
should be better informed and equipped for new travel challenges and adventures.
Throughout, and in the wake of a global pandemic, many countries have re-evaluated what exactly constitutes critical infrastructure and the importance of this infrastructure or systems of state/national significance. This reflection has also reconsidered exactly what critical infrastructure, facilities or systems of national significance mean to the country, community, and national security. Australia is no exception. However, not only has Australia informally re-evaluated the nature and status of its critical infrastructure but it has also broadened both the definition and legislation mandating greater security and risk management.
The context and impact of Australia’s reflexive security risk management actions and legislation have yet to be considered in full, especially as it relates to public/private security, and more importantly enterprise security risk management. That is, aside from the considerable change in critical infrastructure legislation, what does it mean for the information, knowledge and practice of security management and risk management within an organisational, infrastructure context? More specifically, when and where security and risk are conjoined as siloed functions? As a result, this discussion and information paper seeks to introduce the topic of critical infrastructure and systems of national significance as a contemporary challenge or mature consideration for security and/or risk management practices.
While focused on Australia primarily, the critical infrastructure discourse has security risk management implications for most countries and jurisdictions. This paper explores global opinions, prior research and explicit public security guidance from national agencies and authorities about security risk management and critical infrastructure. It is therefore hoped, this initial summary and supporting observations spawns and supports a new age of security and risk sciences within the protection and resilience of critical infrastructure, systems of national significance and enterprise security risk management.
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The document discusses the performance of India's Media and Entertainment industry in 2009 and the outlook for 2010. It notes that the industry grew only 1.5% in 2009 due to the economic slowdown but is expected to recover in 2010 with 11.1% growth. Television was the strongest segment in 2009 while films fared the worst. Overall, the industry is projected to have a compound annual growth rate of 13.3% through 2014 to reach a size of Rs. 1,094 billion. Advertising spending was flat in 2009 but also expected to rebound with 12.1% growth in 2010. Low media spending in India indicates significant potential for future expansion.
The document provides an overview of the Turkish business environment and retail sector. Key points include:
1) Turkey has a young population, strong economic growth, and strategic location between Europe and Asia, making it an attractive market for investment.
2) The retail sector has traditionally been composed of small shops but is becoming more modern, with supermarket sales growing rapidly in recent decades.
3) The retail sector is expected to continue expanding significantly due to Turkey's growing economy and consumer base.
CMD2012 - Roxanna Zea - Tele2's view on the IndustryTele2
Roxanna Zea, Chief Strategy Officer at Capital Markets Day on December 12, 2012. The summary discusses:
1) Revenue growth in the telecom industry is slowing globally as competition increases across services, access, devices and technology.
2) Exponential data growth continues to accelerate with more people and devices going online, however revenue growth is plateauing.
3) Consumers are moving to a multi-screen world across different devices which is changing the competitive landscape for telecom companies.
China Eastern Airlines reported its 2012 results with total turnover increasing 4.2% year-over-year to RMB86.973 billion. Operating profit rose slightly by 1.3% to RMB4.228 billion, while profit attributable to shareholders declined 35.4% to RMB2.954 billion. Passenger numbers grew 6.33% to 73.077 million but passenger load factor only increased 0.92 percentage points. Cargo revenue was largely flat declining 0.67% to RMB8.025 billion despite increases in available and revenue cargo tonne-kilometers. The company is transforming its cargo business by streamlining ownership structure and integrating freight resources.
India as an MRO destination myth or realityVivek Vij
The document summarizes India's potential as an MRO destination. It discusses the growth of India's airline industry and fleet size, which is increasing demand for MRO services. However, India faces challenges in becoming an MRO hub, such as high taxes, regulatory issues, and long-term contracts that airlines have with foreign MRO providers. For India to realize its potential as an MRO destination, the government needs to provide policy clarity and tax incentives to attract global MRO companies to set up operations in India.
Improved Business Performance: Exploring an Evolved FAO StrategyEverest Group
Industry experts from Price Waterhouse Coopers, Tata Consultancy Services and Everest Group will discuss practices best for evolved FAO outcomes, how metrics can improve performance as well as examples of engagements that have taken on an evolved FAO strategy.
This document summarizes CSX's presentation at the Citigroup Global Transportation Conference in November 2006. Some key points:
1) CSX had achieved record results year-to-date for 2006, with revenues up 12% and operating income up 31% compared to the same period in 2005.
2) CSX expected long-term revenue growth of 4-6% annually through 2010, driven by both yield improvements and volume growth. Operating income was projected to increase 10-12% annually.
3) The economic environment for transportation was favorable, with manufacturing and trade driving demand. Rail was becoming increasingly competitive compared to trucking due to factors like congestion and fuel costs.
4)
This document summarizes CSX's presentation at the Citigroup Global Transportation Conference in November 2006. It discusses CSX achieving record results year-to-date in 2006, with revenue growth of 12% and operating income growth of 31%. It also outlines CSX's long-term guidance for 2006-2010 of 4-6% annual revenue growth, 10-12% operating income growth, and 12-14% earnings per share growth. Finally, it discusses factors making rail transportation increasingly attractive compared to trucks and how CSX is positioned to capitalize on growing demand.
1) Terex is the 3rd largest manufacturer of construction equipment in the world, with sales of $10.1 billion over the last 12 months.
2) Terex aims to achieve $12 billion in sales and 12% operating margin by 2010, describing this goal as "12 by 12 in '10".
3) Terex has opportunities to improve margins through better pricing, supply chain management, and productivity initiatives. Reducing working capital, especially inventory, could free up hundreds of millions of dollars.
1) Terex is the 3rd largest manufacturer of construction equipment in the world, with sales of $10.1 billion over the last 12 months.
2) Terex aims to achieve $12 billion in sales and 12% operating margin by 2010, describing this goal as "12 by 12 in '10".
3) Terex has opportunities to improve margins through better pricing, supply chain management, and productivity initiatives. Reducing working capital, especially inventory, could free up hundreds of millions of dollars.
Opportunities in im 200612(from mr safuan)Esue Ishak
Iskandar Malaysia aims to become a strong, sustainable metropolis of international standing by 2025. Several major developments are underway across five flagship zones to achieve economic growth targets and diversify sectors. These include EduCity, Legoland Malaysia, Medini, and expansion projects at Pasir Gudang and Tanjung Pelepas port. Infrastructure upgrades and new economic clusters in logistics, tourism, education and more are helping to transform Iskandar Malaysia.
The document provides an overview of Terex Corporation from its Basics Industrials Conference presentation on May 8, 2008. It discusses Terex's purpose, mission, and vision. It highlights Terex's strong and diversified revenue base, with income from operations increasing 36% in 2007 and 28% in Q1 2008. It outlines Terex's goals for 2010 of $12 billion in sales and 12% operating margin. The document also provides an overview of each of Terex's business segments.
The document provides an overview of Terex Corporation and its business segments for an investor conference. It summarizes that Terex has a diversified portfolio across industries and geographies that provides balance through economic cycles. It also outlines opportunities to improve margins through pricing actions, supply management initiatives, and productivity improvements. The goal is to achieve $12 billion in sales and a 12% operating margin by 2010.
Metso Interim Review January-June 2012 presentationMetso Group
The document provides an interim review of Metso Corporation for the first half of 2012. Some key highlights include order intake being in line with expectations without any exceptionally large orders. Strategic priorities were developed well and net sales increased 21% year-over-year. EBITA before non-recurring items was EUR 177 million, higher than the EUR 140 million in the same period of 2011. The outlook and guidance section will provide further details on expectations for the full year.
The document provides an overview of Terex Corporation for a May 2008 investor conference. It discusses Terex's purpose, mission, and vision. It summarizes Terex's sales, operating profit, and geographic diversity for 2007. It also outlines goals to achieve $12 billion in sales and 12% operating margin by 2010. Finally, it discusses opportunities to improve margins through pricing actions, supply management, productivity initiatives, and The Terex Way values.
The document provides an overview of Terex Corporation for a Merrill Lynch conference. It discusses Terex's purpose, mission, and vision. It also summarizes Terex's diversified business segments and product lines, with aerial work platforms, construction equipment, cranes, material processing and mining equipment being the largest segments. The document outlines Terex's goals for 2010 of achieving $12 billion in sales and 12% operating margins.
The annual shareholder meeting presentation covered the following key points in 3 sentences:
Terex aims to achieve $12 billion in sales and 12% operating margin by 2010 through executing on supply chain management, pricing discipline, and lean initiatives to improve margins. The company has a diverse portfolio of products and geographic presence to balance performance across economic cycles. Opportunities for margin improvement include coordinating supply efforts, optimizing manufacturing footprint, and pricing actions to offset rising costs.
Infosys forecasts revenue based on analysis of historical revenue trends segmented by geography, industry, service offering, and project type. North America accounts for over 65% of revenue, while banking/financial services and manufacturing make up over 50% of revenue. Application development and maintenance and consulting services drive over 60% of revenue. Revenue guidance considers repeat business from existing clients, current project pipelines, and potential revenue from new contracts. Key factors like currency exchange rates, the economy, wage increases, and government policies are also accounted for.
Private Equity In Mena Tadhamon Research Note April 2011Junaid Jafar
Private equity activity in the MENA region declined in 2010. Fundraising fell 58% to $448 million while the value of deals increased 67% to $1.07 billion, driven mainly by investments in the UAE. Top sectors were information technology, healthcare, and financial services. However, private equity in the region faces challenges including difficulty raising capital for smaller funds, limited openness of family-owned businesses to outside investment, and lack of experienced professionals and transparency.
These country indicators tables compile around 30 main market indicators on the fixed, cellular and Internet markets. The time horizon includes 5 year historical and 5 year projections for each main indicator.
Similar to An Overview Of The Airport Security Market, (20)
Uncertainty and change will likely dominate the post-pandemic world of travel. While security and
terrorism have been constant concerns for tourists, broader issues of personal safety, risk and crime will
understandably infuse travel decision making in the wake of COVID-19. This chapter explores the
multitude of definitions and expressions that make direct comparisons of security between places
exceptionally difficult. In this chapter, context, hyper-specific location, travel security and crime
prevention techniques are introduced. The chapter also explores the relationships and overlaps of
international security, safety, terrorism, crime and risk. Complete with a series of systematic literature
reviews specific to each sub-topic, large data sets, expert analysis and evidence-based decision making,
this chapter offers practical tips for travellers at all levels of experience. The curated, practical advice will
empower tourists to contribute to their own personal security by better understanding the complexities
summed up with simple, practical guidance no matter where they venture. Overall, the consolidated
security and terrorism work within this chapter presents an updated base for tourists and the travel
industry to relaunch travel in the wake of one of the world’s most significant travel disruptions. Tourists
should be better informed and equipped for new travel challenges and adventures.
Throughout, and in the wake of a global pandemic, many countries have re-evaluated what exactly constitutes critical infrastructure and the importance of this infrastructure or systems of state/national significance. This reflection has also reconsidered exactly what critical infrastructure, facilities or systems of national significance mean to the country, community, and national security. Australia is no exception. However, not only has Australia informally re-evaluated the nature and status of its critical infrastructure but it has also broadened both the definition and legislation mandating greater security and risk management.
The context and impact of Australia’s reflexive security risk management actions and legislation have yet to be considered in full, especially as it relates to public/private security, and more importantly enterprise security risk management. That is, aside from the considerable change in critical infrastructure legislation, what does it mean for the information, knowledge and practice of security management and risk management within an organisational, infrastructure context? More specifically, when and where security and risk are conjoined as siloed functions? As a result, this discussion and information paper seeks to introduce the topic of critical infrastructure and systems of national significance as a contemporary challenge or mature consideration for security and/or risk management practices.
While focused on Australia primarily, the critical infrastructure discourse has security risk management implications for most countries and jurisdictions. This paper explores global opinions, prior research and explicit public security guidance from national agencies and authorities about security risk management and critical infrastructure. It is therefore hoped, this initial summary and supporting observations spawns and supports a new age of security and risk sciences within the protection and resilience of critical infrastructure, systems of national significance and enterprise security risk management.
This information and discussion presentation offers the first step in unpacking and understanding the change, requirements and demands of security and risk management practices and processes within the critical infrastructure and systems of national significance. Moreover, this presentation explores the technical and professional nuances of security management and risk management and how it is inadequately defined or communicated in legislation and practice. Posing the greatest question for governments, operators, and security/risk practitioners. Security for who, when, how, to what standard and in what context? In addition to the reality that if ‘risk’ management was inadequate and unable to self-regulate or evolve to face the evolving and changing threats, what changed? In short, changing laws, rules and expectations fails to raise the bar of security and risk management practices without a commensurate increase in the underlying information, knowledge, education and experience of security and risk representatives. This deficit will not be corrected nor rectified overnight, with the subsequent ‘gap’ likely evident for years after the new threat and legislation. For now, the current individual and collective risk profile is likely that of fragility and vulnerability, not resilience, with the greatest liability that of humans, not infrastructure.
Travel risk ratings: The risk is not the advance forecast, it is the reckless and negligent recalibration once events become past, past becomes data and data become evidence. It is the proof of specific, contextual numbers that makes drunk driving, untested medicines and random guesses SAFER than travel risk ratings because before the event and data was uncertainty, after the accumulation of numbers, there is a certainty.
The document discusses research on the relationship between media, terrorism, and risk perception. It provides summaries of several academic sources that cover topics such as:
1. How social media provides opportunities for terrorists but algorithms alone do not shape communication.
2. Exposure to terrorism news increases perceived risk but not self-risk, and understanding how risk perceptions are shaped is important.
3. Definitions of terrorism were not seen to change after attacks, only reaffirming prior conceptions from media cases.
Tony Ridley is an international security and risk management professional. His LinkedIn profile describes security risk management as a sport with the following characteristics:
1) It involves many varied individuals and groups such as players, opposition, trainers, umpires, coaches, managers, and owners, each with their own objectives, skills, motivations, and roles that can change over time.
2) The field of play for managing security risks can be anywhere in the virtual or physical world, and the conditions and rules are also varied and change regularly.
3) Performance in security risk management is difficult to measure objectively as indicators often lag behind and are influenced by outside observers, audiences, and commentators removed from
Tony Ridley is an international security and risk management professional on LinkedIn. He is a member of the Security group on LinkedIn where he connects with other professionals in the security field. His profile provides information on his experience and expertise in security, regulation, standards and governance.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document contains references and short quotes from various sources related to security, risk management, and criminology. It discusses topics such as the fit between military/police backgrounds and security roles; degrees awarded in India; bounded rationality in criminal decision making; deterrence and backlash effects of crackdowns; the limited impact of police patrol techniques; life expectancy tables from ancient Rome; generalism versus specialization; and a quote on tools and problems. The document serves as a collection of references on a variety of topics relevant to security and risk management.
The document describes Tony Ridley's appreciation process for time critical decision making. The process involves sequentially assessing the situation to form an implementable plan. It includes analyzing the objective, considering courses of action and factors, and producing a plan with the best course of action, criteria for implementation, and contingencies for unexpected issues. The appreciation process provides a methodical approach to prioritized problem solving in urgent situations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document appears to be the profile page of Tony Ridley, who works in international security and risk management. It includes his references and links to his LinkedIn profile. It also contains multiple excerpts and citations from academic works about issues in corporate and private security such as the need for effective security systems, qualifications for security directors, the importance of business skills in security management, the accreditation of university security courses, the challenges with industry groups, and issues with applying risk management standards to security risk management.
The document is a LinkedIn profile of Tony Ridley, an international security and risk management professional. It includes information about his membership in security industry groups and lists references related to security education distributions, the security industry distribution, and concepts like the fat tail distribution hypothesis, Pareto principle, and power law. The references are cited in relation to analyzing security industry problems historically to help guide solutions for the future.
The document discusses a 20-year analysis conducted by a professor that found experts to be routinely wrong in their predictions. The analysis examined 284 highly educated experts and over 82,000 estimates of the future. It also found that random volunteers from around the US outperformed the $50 billion per year US Intelligence community in forecasting geopolitical events, even when intelligence analysts had access to classified information. The document advocates for an "evidence-based forecasting" approach similar to evidence-based medicine, moving away from decision making based on experience and authority toward quantification and analysis.
This document provides a summary of George Orwell's 1946 essay "Politics and the English Language" and lists six essential rules for clear communication. The rules advise using short words over long, cutting unnecessary words, using active voice, and avoiding foreign phrases, scientific jargon, and metaphors that have lost their original meaning. An example is given of metaphors like "ring the changes" and "hotbed" that Orwell argued had become meaningless due to overuse.
This document appears to be the profile page of Tony Ridley, who works in international security and risk management. It includes his references and links to his LinkedIn profile. It also contains multiple excerpts and citations from academic works about issues in corporate and private security such as the need for effective security systems, qualifications for security directors, the importance of business skills in security management, the accreditation of university security courses, the challenges with industry groups, and issues with applying risk management standards to security risk management.
Tony Ridley is an international security and risk management professional with references listed. The document discusses evidence that skilled poachers were not favored recruits to become gamekeepers, as the skills required for poaching differ from those needed for gamekeeping. While some knowledge of poaching techniques could help with policing aspects of gamekeeping, managing game resources requires a different skill set. The document also notes that while the phrase "poacher-turned-gamekeeper" is often used to describe bad actors being recruited into security, there is little evidence that this was common practice historically.
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