Ziarul Financiar Ziarul Financiar

Total Page:16

File Type:pdf, Size:1020Kb

Ziarul Financiar Ziarul Financiar CE |NSEAMN~ CEL MAI MARE |N BUSINESS Goana dup` cel mai mare hotel, cea mai scump` ma[in`, cea mai mare cre[tere. Afla]i \n BUSINESS Magazin ce \nseamn` s` ]inte[ti mereu locul I. Revista BUSINESS Magazin apare la chio[curi \n fiecare miercuri [i cost` 3,5 lei Ziarul Financiar EDITAT DE PUBLIMEDIA ANUL IX / NR. 2245 24 PAGINI MAR}I, 16 OCTOMBRIE 2007 PRE}: 2,50 LEI WWW.ZF.RO 200 de „list`ri“ Is`rescu cere Guvernului pe RASDAQ de la s` nu mai arunce cu bani \nceputul anului ADRIAN COJOCAR Guvernatorul BNR afirm` c` politica fiscal` este de acum pårghia |N ULTIMUL an, investitorii pe Burs` au descoperit peste principal` de reducere a infla]iei, altfel sunt riscuri pentru economie. 200 de companii listate pe RASDAQ, care datorit` cre[terii lichidit`]ii au intrat sub inciden]a normelor de tranzac]ionare ale Comisiei Na]ionale a Valorilor Mobiliare (CNVM). ZF Pe scurt |n lipsa unor noi list`ri [i \n condi]iile unor alternative de investi]ii limitate pe care le ofer` pia]a reglementat`, inves- titorii [i-au \ndreptat aten]ia spre pia]a RASDAQ, sco]ånd EVENIMENT Mugur Is`rescu din anonimat o parte din companiile de pe aceast` pia]`. Generalizarea practicii guvernatorul BNR Promovarea acestor companii este la fel de important` ca o Investitorii str`ini [i romåni ar ofertelor promo]ionale la credite listare propriu-zis`, multe dintre vedetele de pe RASDAQ putea beneficia de facilit`]i precum cu dobånzi foarte mici \ncepe s` se fiind mai tranzac]ionate decåt Transelectrica [i Alumil, bonifica]ii de dobånd` la unele credite, vad` [i \n statisticile BNR. Pagina 7 Sub nicio form` politica fiscal` nu singurele dou` companii listate \n ultimul an pe Burs`. de pån` la 2.000 de euro. Pagina 2 La \nceputul acestei luni, mai mult de 400 de companii COMPANII trebuie s` se mai relaxeze la sfår[itul listate pe pia]a nereglementat` \ndeplindeau condi]iile Pre[edintele Traian B`sescu va impuse de CNVM pentru ca ac]iunilor acestora s` li se aplice avea anul viitor un salariu de baz` Dezvoltatorul britanic Westhill acestui an [i \n 2008. Am aici acceptul limita de varia]ie zilnic`, respectiv s` se tranzac]ioneze cel lunar de 2.725 de euro, cu 33% mai va dezvolta la Ploie[ti cel mai mare primului-ministru [i al ministrului pu]in o dat` pe s`pt`mån` \n ultimele trei luni, iar \n ultimul mare decåt \n acest an. Pagina 3 proiect comercial, \ntins pe o suprafa]` an s` se fi transferat \n pia]` peste 1% din capitalul social. de 10 hectare. Pagina 8 finan]elor. (...) A ne baza \n continuare Num`rul acestora este dublu fa]` de cel de la jum`tatea Firma Ozone Residences va anului trecut. construi la T`rt`[e[ti un ansamblu Compania de transport de dezinfla]ia pe dobånzi [i curs Pe de alt` parte, num`rul companiilor listate pe reziden]ial care va include 73 de marf` Dumagas Transport, cu afaceri \nseamn` c` \n loc de a ne preg`ti RASDAQ a sc`zut de la circa 3.600 la \nceputul anului trecut locuin]e individuale. Pagina 2 estimate de 40 de milioane de euro \n la 2.200 \n prezent, dup` ce Bursa a f`cut „cur`]enie“ printre acest an, [i-a extins \n ultimul an treptat de soft lending (ajustare lent`, societ`]ile care nu \nde- Companiile private [i domeniul de activitate. Pagina 10 plineau criteriile de listare. administra]ia local` [i central` au n. red.) vom preg`ti hard lending. |n prezent jum`tate sunt Multe dintre ac]iunile cheltuit anul trecut 8 miliarde de lei General Electric ar putea fi suspendate de la tranzac]io- (circa 2,4 mld. euro) pentru protec]ia furnizorul de turbine pentru centrala pe nare, iar circa 700 se tran- care ast`zi sunt tran- mediului. Pagina 3 gaze de 800 MW pe care o va construi zac]ioneaz` foarte rar. Petrom pån` \n 2010. Pagina 10 Multe dintre ac]iunile zac]ionate zilnic pe BURSE - FONDURI MUTUALE care ast`zi sunt tranzac- pia]` nu se reg`seau Reprezentan]ii Soufflet ]ionate zilnic pe pia]` nu se Peste 20 de companii de pe pia]a Romånia vor \nchide anul viitor cele reg`seau anul trecut pe lista anul trecut pe lista RASDAQ ar \ndeplini cu brio condi]iile dou` fabrici de mal] de]inute \n prezent publicat` de Burs`. Un de lichiditate de pe pia]a reglementat` de companie \n Buz`u [i Pite[ti. exemplu \n acest sens este publicat` de Burs`. a Bursei de Valori Bucure[ti. Pagina 5 Pagina 15 compania din domeniul FOTO: Mediafax serviciilor de petrol [i gaze LIVIU CHIRU corelare a cre[terii salariilor cu cå[tigurile de (public` [i privat`) a ajuns la 43,6 mld. euro Prospec]iuni Bucure[ti (PRSN), care \n prezent este cea mai productivitate, suprapus` cu o \nt`rire a la jum`tatea anului, de la 21,5 mld. euro, la mare companie listat` pe pia]a RASDAQ, cu o valoare de Pensia privat`, un magnet NR cere insistent sprijin \n politicii fiscale. sfår[itul lui 2004. „Datoria extern` pe termen pia]` de circa 395 mil. euro. lupta cu infla]ia, \n special din |n ultimii doi ani, aprecierea puternic` a scurt ar putea reprezenta singurul pericol Printre cele mai notabile ac]iuni care lipseau anul trecut Aproape 1,2 milioane de romåni au semnat partea Ministerului Economiei leului a permis temperarea cre[terii pre]u- pentru o eventual` depunctare a Romåniei. din peisajul pie]ei RASDAQ, dar care \n prezent sunt printre deja actul unic de aderare la un fond de pensii [i Finan]elor, \n condi]iile \n rilor, dar a alimentat cererea pentru bunurile |n teorie, datoria pe termen scurt trebuie s` cele mai tranzac]ionate de pe aceast` pia]`, se num`r` titlurile private, adic` o treime din pia]a poten]ial`. care trebuie s` se uite cu mai de import, \n timp ce exporturile romåne[ti se situeze sub rezervele interna]ionale“, a companiei imobiliare Imotrust Arad (ARCV), cele ale Bmult` aten]ie spre aducerea sub control a au devenit tot mai scumpe pe pie]ele externe. ar`tat [eful BNR. Banca central` [i-a majo- produc`torului de ma[ini Automobile Craiova (AUCS), Pagina 6 dezechilibrului contului curent, care a ajuns |n aceste condi]ii, deficitul de cont curent s-a rat puternic rezerva de valut` \n ultimele ac]iunile combinatului metalurgic Arcelor Mittal Hunedoara la un minus de 10,2 mld. euro, dup` primele umflat sub presiunea ie[irilor de valut` din luni, aceasta ajungånd la peste 25 mld. euro. (SIDG) sau titlurile companiei de construc]ii Concefa din opt luni. Pentru \ntregul an, deficitul de cont schimburile comerciale, pån` la circa 13% |n acest context, guvernatorul subliniaz` Sibiu (COFI), emiten]i pe care s-au realizat peste 1.000 de Petrom a ajuns s` de]in` 11 Compania britanic` curent este a[teptat s` urce la 15,8 mld. euro. din PIB (calculat pe ultimele patru trimes- c` BNR va avea \n viitor o atitudine tempe- tranzac]ii numai \n ultimele 20 de [edin]e, potrivit datelor licen]e de explorare \n Rusia dup` ce GlaxoSmithKline (GSK) ar putea „Situa]ia economic` a Romåniei este \n tre), dep`[ind cele mai pesimiste estim`ri. rat`, pentru a nu induce [ocuri la nivelul pie- Bursei de Valori Bucure[ti. anul acesta a mai cump`rat trei. reloca \n Romånia produc]ia pentru continuare pozitiv` [i administrabil`, dar cu Cea mai recent` estimare oficial` indic` un ]ei. „V` rog s` v` a[tepta]i ca banca central` Vezi pagina 5 Pagina 5 anumite medicamente. Pagina 24 \mbun`t`]iri ale mixului de politici eco- deficit de cont curent de 13,4% din PIB, s` nu reac]ioneze brutal. Probabil c` vom nomice“, a avertizat Mugur Is`rescu, guver- pentru tot anul, adic` peste 15,8 mld. euro. avea o prezen]` mai activ` \n explicarea fe- Vånz`rile companiei BUSINESS INTERNATIONAL natorul BNR, la seminarul „Mediafax Talks „A ne baza \n continuare dezinfla]ia pe nomenelor.“ farmaceutice Zentiva Bucure[ti vor about corporate loans“. dobånzi [i curs \nseamn` c` \n loc de a ne Afirma]ia vine \n contextul \n care cri- cre[te \n acest an cu 4,7%, la 253,4 New Yorkul trebuie s` se „lupte“ |n ultimii doi ani, politica monetar` - prin preg`ti treptat de soft lending (ajustare lent`, ticile asupra deciziilor de politic` monetar` Sonae Sierra pluseaz` mil. lei (76,7 mil. euro). Pagina 5 pentru a-[i p`stra statutul de centru pårghia cursului de schimb - a dus greul n. red.) vom preg`ti hard lending.“ El a ale BNR s-au intensificat, mai ales dup` financiar mondial. Pagina 18 dezinfla]iei. „Trebuie s` [tim cu precizie ce avertizat c` \n cazul \n care nu se iau m`suri cre[terea nea[teptat de mare a pre]urilor B~NCI - ASIGUR~RI poate face o banc` central`“, a subliniat gu- pe plan intern pentru ajustarea deficitului (ceva mai mult de 1%) \n septembrie. Acum, cu 300 mil. euro Cre[terea salariilor mai rapid` vernatorul. Astfel, extern supradimen- majoritatea anali[tilor a[teapt` o cre[tere a Banca Transilvania estimeaz` decåt a productivit`]ii a \ndep`rtat exagerarea utiliz`rii sionat, pia]a va fi cea dobånzii de politic` monetar` la [edin]a c` va acorda medicilor credite de operatorii de call centrer-uri de Cehia. cursului [i dobånzi- Problemele lui Is`rescu care va corecta evo- programat` pentru sfår[itul lunii, estim`rile aproximativ 1 miliard de euro \n primii Pagina 19 lor pentru a for]a lu]ia, printr-o depre- mergånd pån` la un salt de un punct \n dou` mall-uri trei ani de func]ionare a diviziei pentru sc`derea pre]urilor Ne \ngrijoreaz` acumularea de presiuni ciere brusc` a leului.
Recommended publications
  • EXPERIENCE DISTRIBUTION NETWORK the Case of URSUS Breweries Company
    EXPERIENCE DISTRIBUTION NETWORK The Case of URSUS Breweries Company Lect. PhD Ciprian-Marcel Pop1, PhD stud. Ioan Pop1 1 Babes-Bolyai University, Faculty of Economics and Business Administration, 58-60 Th. Mihali st, 400591, Cluj-Napoca, Romania, [email protected] Abstract. A company survives in nowadays tumultuous (even hostile) environment because of the close and strong relationships among its partners. Today, companies compete less on the basis of isolated resources and capabilities, and more on the totality of the network’s resources and capabilities. In terms of mitigating the risk factors, we’re proposing a partnership- based distribution model that ties services and operational fees to performance outcomes. URSUS Breweries is one of the biggest beer producers in Romania. As a subsidiary of SAB Miller, this company is continuously preoccupied in implementing the newest politics and procedures in the selling field, as support of continuous development on a dynamic market. A major decisions recently adopted is focused on building a solid, a strong partnership with company’s distributors. The firm’s task is now to build an experience network, together with the distributors, a network which will gain a stronger competitive position on the market. JEL classification: M31, L14, L66. Key-words: ¾ Value-oriented marketing; ¾ Experience network; ¾ Distribution channels; 1. The essence of experience concept Traditionally, the brand has been a centerpiece of a firm’s communication with customers. Companies communicated a bundle of benefits through their brand positioning. In the battle for market share, products and brand differentiation were carefully orchestrated toward different segments in the product space. More, the advertising industry was created in order to persuade groups of customers to buy a product, an image, a virtual benefit.
    [Show full text]
  • Non-Financial Statement for the Year 2020 Ursus Breweries, March 29Th, 2021
    Non-Financial Statement for the year 2020 Ursus Breweries, March 29th, 2021 This non-financial statement was prepared by Ursus Breweries S.A., CUI RO199095, headquartered in Bucharest, sector 2, Șoseaua Pipera no. 4, Floreasca Park, corp A, et. 2. The document has been prepared to meet the legal requirements for non-financial reporting (Orders of the Finance minister no. 1938/2016, respectively no. 3456/2018) and to give our partners a clearer picture of the development, performance and social and environmental impact of our business during the financial year 2020. In the collection and presentation of information in this document, our company selected the non-financial performance indicators in the GRI Standards (Global Reporting Initiative) applicable for our activity, following in the same time the recommendations in the Guide for the reporting of non-financial information in the Communication of the European Commission, published in the Official Journal of the European Union (2017/C215/01). To access the financial statement of our company, please use this link. The statement in which the non-financial information related to 2019 was presented can be accessed here. Through our initiatives we want to contribute to a better Romania. We invite you to our website to discover what our priorities are in the field of sustainable development. Also, below we present the commitments we have made on the line of sustainability for 2021. 1 2 Structure 1. Business model 2. Leadership 3. Environmental aspects 4. Social and personnel aspects 5. Respect for human rights 6. Fighting corruption and bribery 7. Non-financial risks 3 1.
    [Show full text]
  • Pirvu Sorin Popescu Violina Radu Laurentiu Tinica Ioan Voicila Anca →Timisoreana's Story Started Almost 300 Years Ago with the First Brewery in Romania
    Pirvu Sorin Popescu Violina Radu Laurentiu Tinica Ioan Voicila Anca →Timisoreana's story started almost 300 years ago with the first brewery in Romania. →"...exceptional beer, with a balanced taste, with a flavor and taste that perfectly correspond to its category, having excellent technical attributes“ →the official beer of the Royal Romanian House →one the most loved and preferred beers of the Romanian people, as it was in 1718. • Timisoreana brand is owned by Ursus Breweries, a subsidiary of SABMiller plc, the largest beer producer in Romania. • The company currently owns 4 breweries with a total capacity of about 4 million hectoliters and has approximately 1,400 employees. • Ursus Breweries operates in Bucharest, Cluj-Napoca, Timisoara, Ploiesti, Brasov and Tunari. • Ursus Breweries portfolio currently includes six brands: Timisoreana, Ursus, Ciucas, Stejar, Peroni Nastro Azzurro Pilsner Urquell and others. • Volumes sold by the beer giant SABMiller in Romania, which owns Ursus Breweries, increased by 23% between October to December 2012, a period that corresponds to the third fiscal quarter of the company, resulting in a company revenue of 1,283m RON. • "The growth was supported by strong performance of the new PET packaging of Ciucaş" according to the company's quarterly report. • This is the second period of growth for the company after the period April to September 2012 reported an additional 25%. • The return to growth occurs after several years of decline. • Ursus Breweries owns brewing units in Timisoara, Cluj-Napoca, Buzau and Brasov. The product • Timisoreana is the most sold beer brand in Romania, having a market share of 11.3% in volume and 2.2.
    [Show full text]
  • TOP 100 Companies in Romania by 2019 Turnover
    TOP 100 companies in Romania by 2019 turnover Company Sector Turnover Evolution vs Net profit/ Employees 2019 2018 loss 2019 in 2019 (EUR mln) (EUR mln) 1 AUTOMOBILE-DACIA SA car manufacturing 5.199 -0,2% 139,7 14.761 2 OMV PETROM SA oil extraction 4.171 11,1% 751,0 11.814 3 OMV PETROM MARKETING SRL fuel retail 4.029 7,0% 93,3 210 4 ROMPETROL RAFINARE SA oil refining 3.108 4,5% -74,3 1.156 5 KAUFLAND ROMANIA SCS food retail 2.503 9,1% 178,6 12.497 6 ROMPETROL DOWNSTREAM SRL fuel retail 2.492 8,2% 19,8 450 7 BRITISH AMERICAN TOBACCO (ROMANIA) TRADING SRLtobacco wholesale 2.264 12,7% 22,7 834 8 FORD ROMANIA SA car manufacturing 2.172 -2,3% 33,5 5.289 9 LIDL DISCOUNT SRL food retail 2.058 25,4% 103,6 7.418 10 DEDEMAN SRL DIY retail 1.732 13,7% 270,2 10.769 11 CARREFOUR ROMANIA SA food retail 1.720 11,5% 41,5 10.210 12 LUKOIL ROMANIA SRL fuel retail 1.604 1,2% 25,1 2.195 13 PROFI ROM FOOD SRL food retail 1.531 22,7% -7,5 16.277 14 STAR ASSEMBLY SRL automotive manufacturing 1.518 -0,3% 49,0 1.737 15 MOL ROMANIA PETROLEUM PRODUCTS SRL fuel retail 1.490 5,2% 58,4 245 16 ENGIE ROMANIA S.A. gas supply 1.473 15,2% 70,7 686 17 MEGA IMAGE SRL food retail 1.402 16,1% 57,4 8.826 18 FONDUL PROPRIETATEA SA investment funds 1.344 10,2% 659,6 0 19 ORANGE ROMANIA SA telecom 1.228 1,4% 81,1 2.472 20 METRO CASH & CARRY ROMANIA SRL food wholesale 1.227 9,8% 19,7 3.408 21 PETROTEL - LUKOIL SA oil refining 1.226 -11,0% -14,3 525 22 AUCHAN ROMÂNIA SA food retail 1.155 1,4% 5,9 8.673 23 SAMSUNG ELECTRONICS ROMANIA SRL electronics wholesale 1.070 11,0% 26,1 205 24 LIBERTY GALATI S.A.
    [Show full text]
  • Europe Business Briefing
    Western Europe Business May 2019 Copyright © ASAHI GROUP HOLDINGS. All rights reserved. Our Vision Asahi Europe will become a global premium beer powerhouse 2 Copyright © ASAHI GROUP HOLDINGS. All rights reserved. AEL’s role for Asahi Group AEL leads the growth of Asahi Group in international beer business to be global player with local approach through • Premiumisation in mother country business and • Global brand expansion in international business 3 Copyright © ASAHI GROUP HOLDINGS. All rights reserved. How are we delivering our growth plans? Growth Engines Rockets • Full potential mindset and • Focus on global cities with high strategies premium consumption • Opportunity-led portfolios • Global brand-led portfolios and and unified brand platforms unified brand platforms • Flawless and disciplined • Influence on the “last mile” execution through bespoke routes-to-market • Centers of excellence • Adopters of “best practice” in core focused on our core capabilities capabilities 4 Copyright © ASAHI GROUP HOLDINGS. All rights reserved. We are making strong progress against all priorities • Executing long-term strategies to achieve our targets Driving strong and sustainable • Growing “Core Brands” N.P.R. in all markets performance in • Penetrating into growth segments via Innovation “Growth Engines” • Driving cost efficiencies across all Businesses • Delivering strong growth in current geographic footprint Positioning “Rockets” • Expanding beyond current footprint based on our ability to win for disproportional long-term success • Developing strong commercial partnerships • Embedding our “Ways of Working” • Developing world-class commercial capabilities Creating unassailable • Enhancing and growing our talent base competitive advantages • Optimizing our cost efficient and scalable back office • Embedding our winning “challenger” culture 5 Copyright © ASAHI GROUP HOLDINGS.
    [Show full text]
  • Generating Inclusive Growth Sabmiller Plc Sustainable Development Summary Report 2012
    SABMiller plc Sustainable Development Summary Report 2012 Generating inclusive growth SABMiller plc Sustainable Development Summary Report 2012 About SABMiller plc SABMiller plc is one of the world’s largest brewers with brewing interests and distribution agreements across six continents The group’s wide portfolio includes global brands such as Pilsner Urquell, Peroni Nastro Azzurro, Miller Genuine Draft and Grolsch as well as leading local brands such as Águila, Castle, Miller Lite, Snow, Tyskie and Victoria Bitter. SABMiller is also one of the world’s largest bottlers of Coca-Cola products. In 2012 our group revenue was US$31,388 million with earnings before interest, tax, amortisation and exceptional items (EBITA) of US$5,634 million and lager volumes of 229 million hectolitres. Group revenue 2012: US$31,388m +11% 2011: US$28,311m EBITA 2012: US$5,634m +12% 2011: US$5,044m Lager volumes 2012: 229m hectolitres +5% 2011: 218m hectolitres Boundary and scope of this report This report covers the financial year ended 31 March 2012. Operations are included in this report on the basis of management control by SABMiller. Our US joint venture, MillerCoors, is also included. Our economic interest in MillerCoors is reflected when reporting quantitative key environmental performance indicators. A list of the operations covered in this report is available on page 21. Angola, Russia and Ukraine are no longer included following changes to strategic alliances this year which means that SABMiller companies no longer have management control. We aim to include new acquisitions or market entries within two years. This year SABMiller acquired Carlton and United Breweries (CUB), the Australian beverage business of Foster’s Group Limited, which will be included in the 2013 report.
    [Show full text]
  • Annual Report 2015 Report Annual
    SABMiller plc SABMiller Annual Report 2015 SABMiller plc Annual Report 2015 We are in the beer and soft drinks business. We bring refreshment and sociability to millions of people all over the world who enjoy our drinks. We do business in a way that improves livelihoods and helps build communities. We are passionate about brewing and have a long tradition of craftsmanship, making superb beer from high quality natural ingredients. We are local beer experts. We have more than 200 local beers, from which we have carefully selected and nurtured a range of special regional and global brands. Performance highlights Group net producer revenue1 Revenue3 EBITA4 EBITA margin progression -2% -1% -1% 0basis points 2015: US$26,288m 2015: US$22,130m 2015: US$6,367m 2015: 24.2% 2014: US$26,719m 2014: US$22,311m 2014 5: US$6,460m 2014: 24.2% 2 2 2 +5% +6% +6% +30 basis points2 Beverage volumes Profit before tax Adjusted EPS6 Dividends per share7 +2% 0% -1% +8% 2015: 324m hectolitres 2015: US$4,830m 2015: 239.1 US cents 2015: 113.0 US cents 2014: 318m hectolitres 2014: US$4,823m 2014: 242.0 US cents 2014: 105.0 US cents Water usage (beer)8 Net debt9 Free cash flow10 Total shareholder return11 -6% -27% +26% 121% 2015: 3.3 hl/hl 2015: US$10,465m 2015: US$3,233m Peer median: 85% 2014: 3.5 hl/hl 2014: US$14,303m 2014: US$2,563m 1 Group net producer revenue (NPR) is defined on page 188 and includes the group’s 6 A reconciliation of adjusted earnings to the statutory measure of profit attributable to equity attributable share of associates’ and joint ventures’ net producer revenue of shareholders is provided in note 8 to the consolidated financial statements.
    [Show full text]
  • 1. the Directors' Report On
    Annual Report SABMiller plc Annual Report 2008 About SABMiller plc One of the world’s largest brewers, SABMiller has brewing interests and distribution agreements across six continents. Our wide portfolio of brands includes premium international beers such as Pilsner Urquell, Peroni Nastro Azzurro, Miller Genuine Draft and Grolsch along with market-leading local brands such as Aguila, Castle, Miller Lite, Snow and Tyskie. Six of our brands are among the top 50 in the world. We are also one of the world’s largest bottlers of Coca-Cola products. Overview Financial statements 01 Our performance 60 Statement of directors’ responsibilities on the consolidated financial statements 02 The group at a glance 61 Independent auditors’ report to the members of SABMiller plc Operating and financial review 62 Consolidated income statement 04 Chairman’s statement 63 Consolidated balance sheet 06 The global beer market 64 Consolidated cash flow statement 07 Chief Executive’s review 65 Consolidated statement of recognised 10 Our strategic priorities income and expense 10 Creating a balanced and attractive global spread 66 Notes to the consolidated financial statements of businesses 12 Developing strong, relevant brand portfolios 134 Statement of directors’ responsibilities on the in the local market company financial statements 14 Constantly raising the performance of local businesses 135 Independent auditors’ report to the members 16 Leveraging our global scale of SABMiller plc 18 Chief Financial Officer’s review 136 Balance sheet of SABMiller plc 24
    [Show full text]
  • Bierliste Ausland Biername Brauerei Stadt Land Note Birell Non-Alcoholic (Gebr
    Bierliste Ausland Biername Brauerei Stadt Land Note Birell Non-Alcoholic (gebr. in Ägypten) Al Ahram Beverages Co. Giza Ägypten 4,5 Heineken Lager Premium Al Ahram Beverages Co. Giza Ägypten 3,5 Meister Lager Al Ahram Manufacturing and Filling Co. Giza Ägypten 3,5 Sakara Gold Lager Al Ahram Beverages Co. Giza Ägypten 3,6 Stella Export Lager Al Ahram Beverages Co. Giza Ägypten 3,8 Stella Lager Al Ahram Beverages Co. Giza Ägypten 3,3 Stella Lager 115 Years Al Ahram Beverages Co. Giza Ägypten 3,0 Patagonia Estilo Amber Lager Cerveceria Quilmes SAICAY Buenos Aires Argentinien 2,7 Quilmes Cerveza Cerveceria Malteria Quilmes Buenos Aires Argentinien 4,0 Quilmes Cerveza Cristal Cerveceria Malteria Quilmes Buenos Aires Argentinien 3,8 Bati Beer Lager Kombolcha Brewery Kombolcha Äthiopien 3,7 Castlemaine XXXX Gold Lager Castlemaine Perkins Milton Brisbane Australien 3,7 Coopers Sparkling Ale Coopers Brewery LTD. Regency Park Australien 3,3 Foster´s Lager Carlton & United Melbourne Australien 4,0 James Boag's Premium Lager J. Boag & Son Brewing Launceston Australien 3,7 Reschs Pilsener Carlton & United Breweries Sydney Australien 4,3 Victoria Bitter Lager Carlton & United Breweries Southbank Australien 4,0 Banks Caribbean Lager Banks Breweries LTD. Christ Church Barbados 2,7 400 Jaar Brandaris Terschelling door Brouwerij Van Steenberge Ertvelde Belgien 3,8 Abbaye d´Aulne Amber Brasserie Val de Sambre Gozee Belgien 4,4 Abbaye du Val-Dieu Biere de Noel Brasserie de l´Abbaye du Val-Dieu Aubel Belgien 3,3 Adelardus Trudoabdijbier Tripel Brouwerij Kerkom Sint-Truiden Belgien 3,8 Archivist Hell Brouwerij De Brabandere Bavikhove Belgien 3,5 Arend blond Brouwerij De Ryck Herzele Belgien 4,3 Baltimore-Washington Beer Works Route US 66 Brewery Strubbe Ichtegem Belgien 3,0 Barista Chocolate Quad Br.
    [Show full text]
  • Dobre-Baron, O. the Analysis of the Beer Sector in Romania
    Annals of the University of Petroşani, Economics, 12(4), 2012, 61-76 61 THE ANALYSIS OF THE BEER SECTOR IN ROMANIA OANA DOBRE-BARON * ABSTRACT: This study aims to analyse a sector of the Romanian economy which is currently among the most sustainable. It is about production and marketing of beer, a product with a long and rich history around the world but also in Romania. The analysis covers a period of seven years and takes into account the dynamic evolution of those market-specific indicators such as: production, consumption, imports, exports, workforce involved, the contribution to the state budget, etc. KEY WORDS: sector of activity; beer sector; beer market; production of beer; consumption of beer; beer sales; import and export of beer; workforce. JEL CLASSIFICATION: E2; L66. 1. INTRODUCTION As the human society has evolved, our needs as well as the ways to satisfy them have evolved so that today we encounter only a few goods that we consume like thousands of years ago. Considered over time either a food or a drink, or even remedy against diseases beer held out until today. The first beers dates back to the dawn of civilization when man became from nomadic a farmer and started to conserve grains, and will discover the drink that would become a true and vital "lymph" of a complex and evolved society. Babylonians knew over 20 different ways for making beer. Because beer is consumed in large amounts, the Babylonians developed the first regulation that regulate consumption of alcoholic beverages and operation of the profile venues. In medieval Europe, beer came to be manufactured in monasteries.
    [Show full text]
  • Sabmiller: the Battle for Latin America
    SABMiller: The battle for Latin America Abstract SABMiller plc., which was started in 1895, is a South African based brewery giant. Since then it has expanded from its original South African base into a global company with operations in Africa, Asia, Australia, Europe, Latin America and North America. Today, it is multinational company and its headquarters are in London. The company marketed over 200 brands across 75 countries and it was the world's second-largest brewing company measured by revenues and was also a major bottler of Coca-Cola. Through their “Building locally, winning globally” philosophy, they have made their presence felt in both developed markets and emerging economies such as Latin America, Africa, China and India. The Latin America segment covered SABMiller’s primary brewing and beverage operations in Colombia, Ecuador, El Salvador, Honduras, Panama and Peru. In each country SABMiller was the leader of the market. The segment also bottled soft drinks for The Coca-Cola Company in El Salvador and Honduras, and for PepsiCo International in Panama. In Latin America, the company operated 17 breweries and 15 bottling plants. However, the global competition for Latin America was aggressive, there were other three multinationals trying to compete actively and conquer new territories globally. The Belgium-based Anheuser-Busch InBev, Dutch brewer Heineken, and Denmark’s Carlsberg, the four of them, including SABMiller, they brewed more than 50 per cent of the world’s beer and three of them were having a battle for the countries of Latin America, due the constant growth and profitability of the region.
    [Show full text]
  • Sustainable Energy Action Plan 2011-2020 Cluj-Napoca, Romania
    Sustainable Energy Action Plan 2011-2020 Cluj-Napoca, Romania December 2012 City of Cluj-Napoca Sustainable Energy Action Plan 2011-2020 Cluj-Napoca Acknowledgment This document was developed with the support and contribution of several experts within the local and regional administration as well as certain private and state companies. We would like to thank all who contributed and supplied data for this Sustainable Energy Action Plan. i Sustainable Energy Action Plan 2011-2020 Cluj-Napoca 1. Executive Summary .................................................................................................................... 1 2. SEAP - Introduction and Requirements ..................................................................................... 1 2.1. What is a SEAP ...................................................................................................................... 1 2.2. Scope of the SEAP ................................................................................................................ 1 2.3. Time horizon........................................................................................................................... 2 3. Methodology ............................................................................................................................... 3 4. General Strategy ........................................................................................................................ 3 4.1. Objectives and targets ..........................................................................................................
    [Show full text]