'cAP Farms' Investing Proposal
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'cAP Farms' (CameronAP-Aquaponics) in Canada & the Caribbean [fish and vegetable farming]. ‘cAP Farms’ desires to enhance a fish and vegetable farming facility developed in Barbados for use in non-tropical climates such as those in Canada. Opportunity exists to have a high Return on Investment from both Canadian & Caribbean facilities.
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Proposal Title 'cAP Farms' (CameronAP-Aquaponics) in Canada & the Caribbean
[fish and vegetable farming]
Short Summary ‘cAP Farms’ desires to enhance a fish and vegetable farming facility developed in
Barbados for use in non-tropical climates such as those in Canada.
Opportunity exists to have a high Return on Investment from both Canadian &
Caribbean facilities.
Proposal Summary An aquaponics (fish and vegetable farming) facility utilizing a method of growing
vegetables using mineral nutrient solutions, in water, without soil (hydroponics) and
fish farming (aquafarming/aquaculture). The combination of both technologies forms
an aquaponic system whereby one system assists sustaining the other.
The concept of an aquaponic system for the Caribbean was developed with the
Barbados Ecolodge in St. Joseph, Barbados with technical advice from Pisciculture
Mont-Tremblant, QC, Canada.
The development of aquaponic capable pods consisting of both hydroponics
(vegetable) and aquaculture (fish) pools was completed and is fully in production in
Barbados.
The implementation in the Barbados operates 12 months of the year is to be
adapted and modified for use in climates other than the Tropical/Subtropical climate
zones. This modification is to provide for the operation of the facility for as many
months of the year as possible outside of the tropics.
The facility will provide the agri-food and rural sectors with:
- a possibility of vegetable and fish crop production 12 months of the year in
a cost-effective manner,
- possibilities of a reduction of seasonal employment normally existent in
agri-food and rural sectors in Ontario, Canada and the world.
- a possibility to utilize non-arable land for crop production,
- a possibility of a use of technology that requires little formal training,
- a possibility of a use of food production technology that is hardened for
majority of climates in Ontario, Canada and throughout the world.
The initial Canadian methodology involves constructing 25 aquaponic pods in
weather/climate hardened grow house(s). The grow house(s) will be of straw-bale
construction. The aquaponic pods are to be similar to the aquaponic pods
developed by ‘cAP Farms-Barbados’ and in use in Barbados.
Along with the Canadian operation, additional expansion will occur in the Caribbean
making the Barbados operation more profitable and commencing operation in
Anguilla, BWI. No weather/climate hardening will be required for Anguilla.
Operation is encouraged by respective governments, tourist industries and agri-food
sectors and in the majority of instances is tax-free.
Estimated profit can be over $100,000 annually after all expenses from each
location in Canada & the Caribbean after 4 years.
A Return on Investment (ROI) is expected after 2 years which is encouraged to be
reinvested in the operation taking advantage of the tax-haven opportunities
available in the Caribbean.](https://image.slidesharecdn.com/investingproposalcapfarms-141110111907-conversion-gate01/85/cAP-Farms-Investing-Proposal-1-320.jpg)
![Investing with [Version Date: November 5, 2014]
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Investment Summary Amount Requested: $100,000
Minimum Investment: $500
Region: Ontario, Canada; Barbados, WI; Anguilla, BWI
Industry 1: Agriculture
Industry 2: Greentech, Environmental & Ecological
Investment Reason: Working Capital
Business Stage: Finished Product
Investor Role: Any
Amount Invested: $50,000
Management Team 'cAP Farms'
President - David Cameron
Technical Advisor - Scott Graham
CEO 'cAP Farms-Canada': Scott Graham
CEO 'cAP Farms-Barbados': Grahame Reeves-Law
CEO 'cAP Farms-Anguilla': K.B. Reynolds
'cAP Farms-Canada' is a division of WaterCare Marine Inc. (Canada)
'cAP Farms-Barbados' is a division of Cameron Industries (Barbados) Inc., a
division of WaterCare Marine Inc. (Canada)
'cAP Farms-Anguilla' is a division of Cameron Industries in Anguilla, a division of
WaterCare Marine Inc. (Canada)
The corporate structure of WaterCare Marine Inc. (Canada) is available online at
http://www.wcmarine.com.
Inclusion of investors in management is possible with investments over $50,000.
Inclusion of investors in operation is possible with investments over $10,000.
The Deal Investment would be expected to be locked in for 2 years whereupon a ROI based
on an annual percentage of the investment would be paid. The first years ROI
would be reinvested for the second year. Total payout could be made after 5 years
upon request.
Projected Income Year Turnover Operating Profit
Year 1 $23,616 -$127,204
Year 2 $110,144 -$77,516
Year 3 $170,336 $49,856
Historical Income Year Turnover Operating Profit
Year -1 $373 -$49,627
Note: The historical financial information provided is with only one aquaponic pod
operating in Barbados during the concept development. The operating profit
loss includes costs of supporting 2 Canadian staff for one year in Barbados.
Entrepreneur Details Mr. David Cameron, 'cAP Farms' (CameronAP-Aquaponics)
Address: 1946 Raymond Labrosse St., Ottawa, Ontario, Canada K1W 1C3
Phone: 613-830-4455
Cell Phone: 613-229-7226
Email: cameronindustries321@gmail.com
Website: http://www.wcmarine.com
Facebook: www.facebook.com/pages/CAP-Farms/731912833564006](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Exhibit 1 – Queensland Food Corp, located in Australia
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$100.7
$100.8
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4.9
3.7
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2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
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20.6
23.5
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47.7
58.0
65.6
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Consolidated Water Co. Ltd. (CWCO) provides water solutions including developing and operating desalination plants, water distribution systems, and water treatment equipment. The presentation summarizes CWCO's business segments, global operations, financial performance, growth opportunities in desalination markets, and competitive advantages in developing water solutions. Key projects include a major desalination plant under development in Rosarito, Mexico and expanding in the US through the recent acquisition of PERC Water Corporation.
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Noble Energy 2016 credit suisse Presentation
Noble Energy's strategy focuses on developing premier basins in the U.S. and globally through operational excellence and financial strength. The company has a diversified portfolio of high-quality, low-cost assets producing oil and natural gas. Noble Energy aims to align capital and costs with market conditions while maintaining investment flexibility and strong financial liquidity. Key goals for 2016 include protecting the balance sheet, maintaining production of 390 MBoe/d with a $1.5 billion capital program, and leveraging benefits of its well-positioned portfolio.
CWCO Investor Presentation June 2019
This corporate presentation by Consolidated Water Co. Ltd. provides an overview of the company and its operations. It discusses CWCO's focus on designing, building, financing and operating desalination plants and water systems in areas where freshwater is limited. It highlights the company's four operating segments and 13 plants across 6 countries producing over 25 million gallons per day. The presentation also outlines CWCO's competitive advantages, growth drivers, financial performance, and a new major project under development in Rosarito, Mexico.
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Unit 2 Group AssignmentGroup Assignment (suggested level of effo.docx
Unit 2 Group Assignment
Group Assignment (suggested level of effort by each group member: 4 hours)
Now that your team is assembled, a mini-case is presented below with several questions. Read the case and prepare responses to the questions.
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibition 1 (See Attached)
Exhibition 2 (See Attached)
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibition 3 (See Attached)
In January 2003, the estimated weighted-average cost of capital (WACC) for Queensland Food Corp was 10.5 percent. In describing the capital-budgeting process, the CFO, Tony Austin, said, “We use the sliding scale of IRR tests as a way of recognizing differences in risk among the various types of projects. Where the company takes more risk, we should earn more return. The payback test signals that we are not prepared to wait for long to achieve that return.”
At the conclusion of the most recent meeting of the directors, the board voted unanimously to limit capital spending in 2003 to $8.0 million.
Exhibition 4 (See Attached)
1.
Distribution Truck Fleet Replacement/Expansion
. Wayne Ramsey proposed to purchase 100 new refrigerated tractor ...
Executive Summary, 2009 Open Blue Sea Farms
Open Blue Sea Farms is seeking $6 million in capital to expand its open ocean aquaculture operations in Panama. It currently has 45,000 cobia fish and plans to dramatically expand production. Open Blue aims to reliably supply the growing premium fish market with environmentally sustainable farmed seafood. Its competitive advantages include conducting deep ocean aquaculture in a natural environment for fish and vertically integrating operations. The funding will allow Open Blue to develop its production capacity, infrastructure, marketing, and work towards profitability and market dominance.
New base special 26 february 2014
The document discusses Abu Dhabi Co for Onshore Oil Operations (Adco) developing its sixth oil field called Al Dabb'iya to increase production by 200,000 barrels per day by mid-2006. Adco currently produces over 1 million barrels per day from five existing fields. It is also implementing new "smart wells" technology for improved oil recovery. The document also provides an overview of Mediterranean Oil & Gas's reserves and resources as of the end of 2013, noting decreases in some proven reserves but increases in contingent resources and prospective resources.
Renewable Energy Initiatives in the Caribbean
The document discusses renewable energy initiatives in the Caribbean region. It notes that Caribbean countries are highly dependent on imported oil and exposed to climate change impacts. Several countries have implemented renewable energy projects like wind farms, solar water heaters, hydroelectric dams, and geothermal plants. Regional initiatives aim to improve the enabling environment for private renewable energy investment, conduct feasibility studies of renewable technologies, and build capacity through training workshops.
Sea Water Air Conditioning in the Caribbean
A presentation delivered by the Development Bank of Latin America on March 6, 2017 at the Sea Water Air Conditioning in the Caribbean Workshop at the Caribbean Development Bank.
CASE Queensland Food CorpIn early January 2003, the senior-mana.docx
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In January 2003, the estimated weighted-average cost of capital (WACC) for Queensland Food Corp was 10.5 percent. In describing the capital-budgeting proce ...
CASE Queensland Food CorpIn early January 2003, the senior-.docx
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In Janu.
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This document outlines a business plan for a proposed commercial fishing joint venture between the Chagossian refugee group and private sector companies in Mauritius. The plan involves 3 phases - an exploration phase using a mother ship to support fishermen, a proving phase adding a larger vessel and expanding operations, and a full scale phase with a permanent base camp and jetty. The goals are to provide jobs and financial benefits for Chagossians while sustainably fishing and protecting the environment through conservation research.
AQUACULTURE.docx
The document provides information about a proposed aquaculture business called AquaFarm located in Sagar, Madhya Pradesh. Key points:
1) AquaFarm will rear different varieties of fish for sale as white meat. The business aims to contribute to national development and food security.
2) The business will be managed by a general manager and other roles. It will operate as a company.
3) AquaFarm will focus on quality over price. It will assess customer expectations and exceed them to increase satisfaction and growth. Fish will be sold through delivery partners to save on costs.
4) The business will rear popular fish varieties that are easy to breed and suited to local
Presentation bmo - final
- First Quantum Minerals is a global copper producer with high-quality, cash-generating mines and imminent new production from its Cobre Panama project.
- The company has executed a strategy to focus on margin improvement, sell non-core assets, limit cash outflow, and restructure its balance sheet to fund development of Cobre Panama.
- Cobre Panama is on track and ramping up, with the potential to produce over 300,000 tonnes of copper annually by 2020, which would place First Quantum among the top copper producers globally.
Instructions Assume that your class group has been selected and hired.pdf
Instructions
Assume that your class group has been selected and hired by the FAO to manage this FAO
Funded Aquaponics Project described in the article (above). Using expressed and implied
information in the article, your project team is required to craft/develop some project documents
and plans to help in the overall management of the Aquaponics Project, with specific focus on
the components and questions/statements listed below.
Outline the key project activities that your team will use/do to properly initiate or start the
Aquaponics Project.
Thoroughly propose an initial risk register for the Project (with a minimum of 5 risks).
FAO-Funded Aquaponics Project Launched In Barbados Barbados GIS - The United Nations
Food and Agriculture Organization (FAO) has collaborated with the Ministry of Maritime
Affairs and the Blue Economy, and local business Adams Aquafarms, on a project to train
persons in aquaponics. Aquaponics is a sustainable way of integrating land-based fish farming
with plant production. Both are placed in a tank, and the set up allows for them to coexist, with
the waste produced by the fish fertilizing the plants, while the plants purify the water for the fish.
The training, funded by the FAO, will take place at a demonstration facility, located at Adams
Aquafarms, Hopewell, St. Thomas. The FAO is currently targeting 30 entrepreneurs and 10
teachers. Minister of Maritime Affairs and the Blue Economy, Kirk Humphrey, believes the
project will be "transformative", as it has the potential to empower Barbadians. "In aquaponics,
you have the opportunity to have, at the same time, multiple sources of income [because] you're
getting plant production and fish to eat," he said, adding that he would like the project to be
expanded to include the average Barbadian. Reiterating that the development of the fisheries and
agricultural sectors were key in Government's vision for a "new Barbados", Minister Humphrey
said aquaponics would be beneficial, especially to those who live in areas too limited for medium
or largescale farming. The FAO's Regional Project Coordinator at CC4FISH, Iris Monnereau,
expressed a similar view, pointing out the aquaponics was well-suited for Barbados and the
wider Caribbean, in light of water scarcity and persistent drought conditions. "It uses 90 per cent
less water than traditional forms of agriculture .... It is a very efficient form of agriculture. It also
doesn't use fertilizer and has the added benefit of producing fish," Ms. Monnereau explained. She
added that the project was part of the FAO's vision to promote climate resilient farming, while
ensuring the establishment and sustainability of profitable agribusinesses in the Caribbean.
Meanwhile, owner of Adams Aquafarms, Kristina Adams, said she was pleased to partner with
the Food and Agriculture Organization on the initiative. She was also optimistic about its
success, noting that while there was growing interest in aquaponics, access to technical support
l.
Aquaculture in Saudi Arabia (KAUST 3 2019)
invited presentation at the international workshop organised by teh Aquaculture Development Program (ADP) of the King Abdullah University of Science and Technology (KAUST). Jeddah, 3-4 March 2019
InstructionsAssume that your class group has been selected and hir.pdf
Instructions
Assume that your class group has been selected and hired by the FAO to manage this FAO
Funded Aquaponics Project described in the article (above). Using expressed and implied
information in the article, your project team is required to craft/develop some project documents
and plans to help in the overall management of the Aquaponics Project, with specific focus on
the components and questions/statements listed below. Groups are allowed to make reasonable
assumptions.
Sketch/draw an integrated change control process for managing changes to the project scope and
to avoid scope creep.
Develop a Work Breakdown Structure (WBS), in text or graphical format for the project (with a
minimum of 4 phases and 10 work packages). FAO-Funded Aquaponics Project Launched In
Barbados Barbados GIS - The United Nations Food and Agriculture Organization (FAO) has
collaborated with the Ministry of Maritime Affairs and the Blue Economy, and local business
Adams Aquafarms, on a project to train persons in aquaponics. Aquaponics is a sustainable way
of integrating land-based fish farming with plant production. Both are placed in a tank, and the
set up allows for them to coexist, with the waste produced by the fish fertilizing the plants, while
the plants purify the water for the fish. The training, funded by the FAO, will take place at a
demonstration facility, located at Adams Aquafarms, Hopewell, St. Thomas. The FAO is
currently targeting 30 entrepreneurs and 10 teachers. Minister of Maritime Affairs and the Blue
Economy, Kirk Humphrey, believes the project will be "transformative", as it has the potential to
empower Barbadians. "In aquaponics, you have the opportunity to have, at the same time,
multiple sources of income [because] you're getting plant production and fish to eat," he said,
adding that he would like the project to be expanded to include the average Barbadian.
Reiterating that the development of the fisheries and agricultural sectors were key in
Government's vision for a "new Barbados", Minister Humphrey said aquaponics would be
beneficial, especially to those who live in areas too limited for medium or largescale farming.
The FAO's Regional Project Coordinator at CC4FISH, Iris Monnereau, expressed a similar view,
pointing out the aquaponics was well-suited for Barbados and the wider Caribbean, in light of
water scarcity and persistent drought conditions. "It uses 90 per cent less water than traditional
forms of agriculture .... It is a very efficient form of agriculture. It also doesn't use fertilizer and
has the added benefit of producing fish," Ms. Monnereau explained. She added that the project
was part of the FAO's vision to promote climate resilient farming, while ensuring the
establishment and sustainability of profitable agribusinesses in the Caribbean. Meanwhile, owner
of Adams Aquafarms, Kristina Adams, said she was pleased to partner with the Food and
Agriculture Organization on the initiative. She was also optimistic about it.
Why we need a long term strategy for investment in clean energy (turnerjones)
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The document discusses the need for long-term investment in clean energy in the Caribbean region to mitigate the effects of climate change. Some key points:
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- Estimated investments of about 7% of regional GDP are required and would boost economic growth while offsetting costs through increased growth and cost recovery over time. Private and public investments across sectors like electricity, transportation, and tourismAquaculture-Review-Final-Report-15-Sept-(with-maps) from QCA website.PDF
This document provides a summary of the final report on aquaculture regulation in Queensland. It recommends establishing terrestrial aquaculture development areas with clear regulatory conditions and streamlining the approvals process. It also suggests using environmental offsets and considering a single Act for aquaculture. The report aims to balance environmental protection with facilitating industry growth.
Abstract Exec Summary Final Mod (2) (1)
Spicewind Pacific Group proposes to supply bio-jet fuel to the US Department of Defense from facilities in the Marshall Islands. They plan to establish an initial 10,000-25,000 gallons per day refinery on Kwajalein Atoll to supply the nearby US military base by the third year. Their feedstocks will include coconut oil from over 20 million trees, organic waste products providing 850,000 tons annually, and future algae oil production. Revenues from coconut oil alone in the first 5 years are estimated at $239.6 million.
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Consolidated Water Co. Ltd. (CWCO) provides water solutions including developing and operating desalination plants, water distribution systems, and water treatment equipment. The presentation summarizes CWCO's business segments, global operations, financial performance, growth opportunities in desalination markets, and competitive advantages in developing water solutions. Key projects include a major desalination plant under development in Rosarito, Mexico and expanding in the US through the recent acquisition of PERC Water Corporation.
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Noble Energy's strategy focuses on developing premier basins in the U.S. and globally through operational excellence and financial strength. The company has a diversified portfolio of high-quality, low-cost assets producing oil and natural gas. Noble Energy aims to align capital and costs with market conditions while maintaining investment flexibility and strong financial liquidity. Key goals for 2016 include protecting the balance sheet, maintaining production of 390 MBoe/d with a $1.5 billion capital program, and leveraging benefits of its well-positioned portfolio.
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This corporate presentation by Consolidated Water Co. Ltd. provides an overview of the company and its operations. It discusses CWCO's focus on designing, building, financing and operating desalination plants and water systems in areas where freshwater is limited. It highlights the company's four operating segments and 13 plants across 6 countries producing over 25 million gallons per day. The presentation also outlines CWCO's competitive advantages, growth drivers, financial performance, and a new major project under development in Rosarito, Mexico.
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Unit 2 Group AssignmentGroup Assignment (suggested level of effo.docx
Unit 2 Group AssignmentGroup Assignment (suggested level of effo.docx
CASE Queensland Food CorpIn early January 2003, the senior-mana.docx
CASE Queensland Food CorpIn early January 2003, the senior-mana.docx
CASE Queensland Food CorpIn early January 2003, the senior-.docx
CASE Queensland Food CorpIn early January 2003, the senior-.docx
Instructions Assume that your class group has been selected and hired.pdf
Instructions Assume that your class group has been selected and hired.pdf
InstructionsAssume that your class group has been selected and hir.pdf
InstructionsAssume that your class group has been selected and hir.pdf
Why we need a long term strategy for investment in clean energy (turnerjones)
Why we need a long term strategy for investment in clean energy (turnerjones)
Aquaculture-Review-Final-Report-15-Sept-(with-maps) from QCA website.PDF
Aquaculture-Review-Final-Report-15-Sept-(with-maps) from QCA website.PDF
'cAP Farms' Investing Proposal
- 1. Investing with [Version Date: November 5, 2014] 1/2 Proposal Title 'cAP Farms' (CameronAP-Aquaponics) in Canada & the Caribbean [fish and vegetable farming] Short Summary ‘cAP Farms’ desires to enhance a fish and vegetable farming facility developed in Barbados for use in non-tropical climates such as those in Canada. Opportunity exists to have a high Return on Investment from both Canadian & Caribbean facilities. Proposal Summary An aquaponics (fish and vegetable farming) facility utilizing a method of growing vegetables using mineral nutrient solutions, in water, without soil (hydroponics) and fish farming (aquafarming/aquaculture). The combination of both technologies forms an aquaponic system whereby one system assists sustaining the other. The concept of an aquaponic system for the Caribbean was developed with the Barbados Ecolodge in St. Joseph, Barbados with technical advice from Pisciculture Mont-Tremblant, QC, Canada. The development of aquaponic capable pods consisting of both hydroponics (vegetable) and aquaculture (fish) pools was completed and is fully in production in Barbados. The implementation in the Barbados operates 12 months of the year is to be adapted and modified for use in climates other than the Tropical/Subtropical climate zones. This modification is to provide for the operation of the facility for as many months of the year as possible outside of the tropics. The facility will provide the agri-food and rural sectors with: - a possibility of vegetable and fish crop production 12 months of the year in a cost-effective manner, - possibilities of a reduction of seasonal employment normally existent in agri-food and rural sectors in Ontario, Canada and the world. - a possibility to utilize non-arable land for crop production, - a possibility of a use of technology that requires little formal training, - a possibility of a use of food production technology that is hardened for majority of climates in Ontario, Canada and throughout the world. The initial Canadian methodology involves constructing 25 aquaponic pods in weather/climate hardened grow house(s). The grow house(s) will be of straw-bale construction. The aquaponic pods are to be similar to the aquaponic pods developed by ‘cAP Farms-Barbados’ and in use in Barbados. Along with the Canadian operation, additional expansion will occur in the Caribbean making the Barbados operation more profitable and commencing operation in Anguilla, BWI. No weather/climate hardening will be required for Anguilla. Operation is encouraged by respective governments, tourist industries and agri-food sectors and in the majority of instances is tax-free. Estimated profit can be over $100,000 annually after all expenses from each location in Canada & the Caribbean after 4 years. A Return on Investment (ROI) is expected after 2 years which is encouraged to be reinvested in the operation taking advantage of the tax-haven opportunities available in the Caribbean.
- 2. Investing with [Version Date: November 5, 2014] 2/2 Investment Summary Amount Requested: $100,000 Minimum Investment: $500 Region: Ontario, Canada; Barbados, WI; Anguilla, BWI Industry 1: Agriculture Industry 2: Greentech, Environmental & Ecological Investment Reason: Working Capital Business Stage: Finished Product Investor Role: Any Amount Invested: $50,000 Management Team 'cAP Farms' President - David Cameron Technical Advisor - Scott Graham CEO 'cAP Farms-Canada': Scott Graham CEO 'cAP Farms-Barbados': Grahame Reeves-Law CEO 'cAP Farms-Anguilla': K.B. Reynolds 'cAP Farms-Canada' is a division of WaterCare Marine Inc. (Canada) 'cAP Farms-Barbados' is a division of Cameron Industries (Barbados) Inc., a division of WaterCare Marine Inc. (Canada) 'cAP Farms-Anguilla' is a division of Cameron Industries in Anguilla, a division of WaterCare Marine Inc. (Canada) The corporate structure of WaterCare Marine Inc. (Canada) is available online at http://www.wcmarine.com. Inclusion of investors in management is possible with investments over $50,000. Inclusion of investors in operation is possible with investments over $10,000. The Deal Investment would be expected to be locked in for 2 years whereupon a ROI based on an annual percentage of the investment would be paid. The first years ROI would be reinvested for the second year. Total payout could be made after 5 years upon request. Projected Income Year Turnover Operating Profit Year 1 $23,616 -$127,204 Year 2 $110,144 -$77,516 Year 3 $170,336 $49,856 Historical Income Year Turnover Operating Profit Year -1 $373 -$49,627 Note: The historical financial information provided is with only one aquaponic pod operating in Barbados during the concept development. The operating profit loss includes costs of supporting 2 Canadian staff for one year in Barbados. Entrepreneur Details Mr. David Cameron, 'cAP Farms' (CameronAP-Aquaponics) Address: 1946 Raymond Labrosse St., Ottawa, Ontario, Canada K1W 1C3 Phone: 613-830-4455 Cell Phone: 613-229-7226 Email: cameronindustries321@gmail.com Website: http://www.wcmarine.com Facebook: www.facebook.com/pages/CAP-Farms/731912833564006