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This document summarizes a New York investor meeting held by Xcel Energy on November 29, 2005. The presentation outlines Xcel's strategy of investing in regulated utility assets to earn its allowed rate of return and achieve earnings growth targets. It highlights Xcel's financial performance objectives and discusses its investments in transmission, distribution and customer service. The presentation also provides details on Xcel's construction program, environmental stewardship initiatives, and supportive regulatory treatment across its utility territories.
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Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信bwp0011】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信bwp0011】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
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ExecutingPlan
- 1. New York Investor Meeting November 29, 2005
- 2. Northern States Power Northern States Power Company - Minnesota Company - Wisconsin Public Service Company of Colorado Southwestern Public Service New York Investor Meeting November 29, 2005
- 3. Safe Harbor This material includes forward-looking statements that are subject to certain risks, uncertainties and assumptions. Such forward-looking statements include projected earnings, cash flows, capital expenditures and other statements and are identified in this document by the words “anticipate,” “estimate,” “expect,” “projected,” “objective,” “outlook,” “possible,” “potential” and similar expressions. Actual results may vary materially. Factors that could cause actual results to differ materially include, but are not limited to: general economic conditions, including the availability of credit, actions of rating agencies and their impact on capital expenditures; business conditions in the energy industry; competitive factors; unusual weather; effects of geopolitical events, including war and acts of terrorism; changes in federal or state legislation; regulation; final approval and implementation of the pending settlement of the securities, ERISA and derivative litigation; costs and other effects of legal administrative proceedings, settlements, investigations and claims including litigation related to company-owned life insurance (COLI); actions of accounting regulatory bodies; risks associated with the California power market; the higher degree of risk associated with Xcel Energy’s nonregulated businesses compared with Xcel Energy’s regulated business; and other risk factors listed from time to time by Xcel Energy in reports filed with the SEC, including Exhibit 99.01 to Xcel Energy’s report on Form 10-K for year 2004.
- 4. cuting the Plan Exe Achieving he Potential t Dick Kelly President and Chief Executive Officer
- 5. Strategy — Building the Core Invest in utility assets AND Earn our allowed return on equity
- 6. Financial Performance Objectives EPS growth rate 2005 – 2009 — Target 5 – 7% per year* Annual dividend increases — Consistent with dividend growth objective of 2 – 4% per year Credit rating — Senior unsecured debt BBB+ to A range * Excluding any impact from COLI
- 7. Financial Performance Regulators/ Legislators Value to Environmental Customers Stewardship Invest in Regulated Utility Business
- 8. Distribution, Customer and A & G Costs Dollars per customer 500 400 300 200 100 0 L IN N TE C R D O W E E G E S N C W X D P P W Source: 2004 FERC Form 1
- 9. Improving Large Customer* Satisfaction Percentile rank – TQS survey results 82 73 55 Good 2003 2004 2005 * 6,100 customers surveyed served by 60 utilities
- 10. Construction Program On-time and Within Budget Completed In-Process Fort St. Vrain King Black Dog High Bridge Prairie Island Riverside Steam Generator Comanche 3 Angus Anson Blue Lake
- 11. Environmental Stewardship 7% of energy from renewables – 2004 Wind generation: — Current 953 MW — In-service by 2008 730 — Negotiating 850 Total 2,533 MW Partner with EPRI on high-altitude, Powder River Basin coal IGCC demonstration Partner with the National Renewable Energy Laboratory on wind-hydrogen demonstration 8 MW solar farm to be built in Colorado
- 12. Supportive Regulatory Treatment MERP Transmission riders in Minnesota and Texas Capacity cost rider in Colorado Comanche 3 CWIP in rate base Public Service of Colorado equity ratio up to 60%
- 13. Financial Strength Regulatory support for major investments File rate cases Manage to allowed cost Invest in jurisdictions which provide a fair return Maintain solid balance sheet to support growth and achieve credit rating objectives
- 14. Operational Focus Results in local decision makers with 360 degree perspective, responsibility and accountability Regulatory Legislative Financial issues Operational Focus Resource Customer needs expectations Resource portfolio
- 15. Organization Structure CEO Chief Utilities Financial Group Optimize efficiency Officer while Customer maximizing NSP (M) and accountability Enterprise Solutions PSCo Energy Supply SPS NSP (W) General Counsel
- 16. Paul Bonavia Dave Sparby President Vice President Utilities Group Government and Regulatory Affairs David Wilks Ben Fowke President Vice President Energy Supply and CFO