DOCSLIB.ORG

Numericable SFR DRF2015 FR

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Numericable SFR DRF2015 FR DOCUMENT DE RÉFÉRENCE 2015 DE LA SOCIÉTÉ NUMERICABLE-SFR INCLUANT LE RAPPORT FINANCIER ANNUEL NUMERICABLE – SFR Société anonyme au capital de 438 245 303 euros Siège Social : 1, Square Béla Bartók 75015 Paris DOCUMENT DE REFERENCE 2015 En application de son règlement général, notamment de l’article 212-13, l’Autorité des marchés financiers a enregistré le présent document de référence le 16 juin 2016 sous le numéro R16-056. Ce document ne peut être utilisé à l’appui d’une opération financière que s’il est complété par une note d’opération visée par l’AMF. Il a été établi par l’émetteur et engage la responsabilité de ses signataires. L’enregistrement, conformément aux dispositions de l’article L. 621-8-1-I du Code monétaire et financier, a été effectué après que l’AMF a vérifié que le document est complet et compréhensible et que les informations qu’il contient sont cohérentes. Il n’implique pas l’authentification par l’AMF des éléments comptables et financiers présentés. Des exemplaires du présent document de référence sont disponibles auprès de Numericable - SFR, 1, Square Béla Bartók, 75015 Paris, France, ainsi que sur les sites Internet : www.sfr.com et de l’AMF (www.amf-france.org). 1 Présentation du Groupe et de son activité ......................................................................... 3 1.1 Présentation générale 4 1.2 Environnement de l’activité et stratégie du Groupe 8 1.3 Réglementation des réseaux et services de communication électronique 27 1.4 Présentation des activités 46 1.5 Recherches et développement, brevets, licences 69 2 Facteurs de risques ........................................................................................................... 71 2.1 Risques relatifs au secteur d’activité et aux marchés du Groupe 74 2.2 Risques relatifs aux activités du Groupe 79 2.3 Risques relatifs à la structure et au profil financier du Groupe 86 2.4 Risques réglementaires et juridiques 89 2.5 Risques de marché 96 2.6 Assurances 101 2.7 Procédures judiciaires et d’arbitrage 102 3 Informations sociales, environnementales et sociétales .............................................. 110 Périmètre 111 Méthodologie du processus de publication des informations extra financières 113 Organisation et contrôle interne 114 3.1 Informations sociales 115 3.2 Informations environnementales 130 3.3 Informations sociétales 139 3.4 Table(s) de concordance 150 Rapport de l’un des commissaires aux comptes, désigné organisme tiers indépendant, sur les informations sociales, environnementales et sociétales consolidées figurant dans le rapport de gestion 156 4 Gouvernance d’entreprise ............................................................................................... 159 4.1 Organes d’administration et de direction 160 4.2 Intérêts et rémunération 170 4.3 Gouvernement d’entreprise et contrôle interne 176 5 Commentaires sur l’exercice écoulé .............................................................................. 185 5.1 Analyse des résultats du Groupe 186 5.2 Analyse de la situation financière du Groupe 199 5.3 Acquisitions et cessions récentes 218 5.4 Événements récents 219 5.5 Évolutions prévisibles et perspectives d’avenir 221 5.6 Prévisions ou estimations du bénéfice 222 5.7 Résultats de la société au cours des cinq derniers exercices 222 5.8 Politique de distribution de Dividendes 222 6 Informations financières ................................................................................................. 223 6.1 Comptes consolidés 224 6.2 Notes aux comptes consolidés 229 6.3 Rapport des commissaires aux comptes sur les comptes consolidés 306 6.4 Comptes annuels 308 6.5 Notes aux comptes annuels 312 6.6 Rapport des commissaires aux comptes sur les comptes annuels 333 6.7 Communiqué de presse du premier trimestre 2016 335 6.8 Comptes intermédiaires consolidés condensés au 31 mars 2016 337 Numericable-SFR – Document de référence 2015 1 1 Présentation du Groupe et de son activité 7 Informations à caractère général concernant la Société et son capital ....................... 361 7.1 Informations concernant la Société 363 7.2 Capital social 364 7.3 Actes constitutifs et statuts 370 7.4 Informations relatives au capital et à l’actionnariat de la Société 378 7.5 Opérations avec apparentés 384 7.6 Contrats importants 389 8 Informations complémentaires ....................................................................................... 393 8.1 Personne responsable du document de référence et attestation 394 8.2 Responsables du contrôle des comptes 395 8.3 Informations provenant des tiers et déclarations d’experts 396 8.4 Documents accessibles au public 396 8.5 Tables de concordance 397 Numericable-SFR – Document de référence 2015 2 1 Présentation du Groupe et de son activité 1 Présentation du Groupe et de son activité 1.1 Présentation générale ......................................................................................................... 4 1.1.1 Chiffres clés 4 1.1.2 Historique 4 1.1.3 Organisation du Groupe 5 1.2 Environnement de l’activité et stratégie du Groupe .......................................................... 8 1.2.1 Présentation du secteur et du marché 8 1.2.2 Atouts concurrentiels du Groupe 19 1.2.3 Stratégie 23 1.3 Réglementation des réseaux et services de communication électronique ................... 27 1.3.1 Cadre réglementaire européen applicable aux communications électroniques 27 1.3.2 Cadre réglementaire français applicable aux communications électroniques 29 1.3.3 Réglementation du contenu des communications électroniques 42 1.3.4 Régime fiscal applicable aux distributeurs de services audiovisuels 44 1.3.5 Consolidation du marché français des communications électroniques 45 1.4 Présentation des activités ................................................................................................. 46 1.4.1 Activités Grand Public (B2C) 46 1.4.2 Activités Entreprises (B2B) 53 1.4.3 Activités Opérateurs 57 1.4.4 Activités de la Société réunionnaise du radiotéléphone (SRR) 59 1.4.5 Activités de SFR Collectivités 59 1.4.6 Activités des entités mises en équivalences 60 1.4.7 Réseau et immobilier 60 1.4.8 Saisonnalité 68 1.4.9 Fournisseurs 68 1.5 Recherches et développement, brevets, licences ........................................................... 69 1.5.1 Recherche et développement 69 1.5.2 Propriété intellectuelle 70 1.5.3 Licences, droits d'utilisation, et autres immobilisations incorporelles 70 Numericable-SFR – Document de référence 2015 3 1 Présentation du Groupe et de son activité 1.1 Présentation générale 1.1 Présentation générale 1.1.1 Chiffres clés Variation En millions d’euros 31/12/2015 31/12/20141 (en %) Chiffre d’affaires 11 039 11 436 -3,5 % B2C 7 595 7 888 -3,7 % B2B 2 116 2 223 -4,8 % Wholesale 1 328 1 325 0,2 % EBITDA ajusté2 3 860 3 213 20 % Taux d’EBITDA ajusté 35 % 28 % +7 pts CAPEX 1 856 1 894 -2 % EBITDA ajusté - CAPEX 2 004 1 319 52 % Résultat net 682 -146 Ratio d’endettement 3,7x 3,6x 1 Données proforma pour l’exercice clos le 31 décembre 2014 visant à présenter l’impact de l’acquisition du Groupe SFR et de Virgin Mobile comme si ces opérations étaient intervenues au 1er janvier 2014. 2 Voir chapitre 6.2 note 7 Réconciliation entre le résultat opération et l’EBITDA ajusté. 1.1.2 Historique Le groupe Numericable-SFR est issu du rapprochement en 2014 entre les sociétés SFR et Numericable Group qui a donné naissance au groupe Numericable-SFR afin de créer un leader français de la convergence fixe-mobile autour du Très Haut Débit. 1.1.2.1 Histoire de Numericable Les origines de Numericable remontent à la création des réseaux câblés en France, construits en partie dans le cadre du Plan Câble au début des années 1980 par l’Etat et en partie par les collectivités publiques locales. En 2005, Ypso France, détenue par Altice et le fonds d’investissement Cinven, à la suite des acquisitions des activités câble de France Télécom Câble, TDF Câble et NC Numericable, devient le premier câblo-opérateur français. L’année 2007 marque le regroupement de toutes les activités câble d’Ypso sous une marque unique, Numericable et l’acquisition de Completel par Altice et Cinven. Cette entité avait été créée en 1998 pour tirer parti des opportunités dans le secteur B2B, issues de la libéralisation progressive du marché européen des télécommunications. En novembre 2013, Numericable Group réalise son introduction en bourse sur Euronext Paris. Le 27 novembre 2014, Numericable Group acquiert 100 % du capital de SFR auprès de Vivendi qui devient actionnaire de Numericable Group rebaptisé Numericable-SFR à hauteur de 20,3 % aux côtés d’Altice, actionnaire majoritaire à hauteur de 59,7 %. En décembre 2014, la Société réalise également l’acquisition de 100 % du capital d’Omer Telecom, holding du groupe opérant en France sous l’enseigne Virgin Mobile. En mai 2015, Vivendi cède l’intégralité de sa participation dans la Société qui est rachetée pour moitié par la Société et pour moitié par Altice. 1.1.2.2 Histoire de SFR Créé en 1987, SFR s’est progressivement développé pour devenir un opérateur intégré, avec des services diversifiés dans la téléphonie et l’Internet fixe et mobile, distribués sur l’ensemble des marchés de télécoms : grand public, entreprises et marché opérateurs. En 1987, la Compagnie Générale des Eaux crée SFR (Société Française de Radiotéléphone), qui devient l’acteur initial de la libération du marché sur le mobile. En 1999, la Compagnie Générale des Eaux, rebaptisée Vivendi, réorganise ses activités de télécommunications en créant le groupe SFR-Cegetel. En 2003, avec la fusion de Cegetel et Télécom Développement, le groupe SFR-Cegetel devient le plus important opérateur privé de télécommunications fixe en France (après France Telecom, l’opérateur historique). Numericable-SFR – Document de référence 2015 4 1 Présentation du Groupe et de son activité 1.1 Présentation générale En 2004, le groupe SFR-Cegetel est le premier opérateur à lancer une offre sur son nouveau réseau de téléphonie mobile 3G. En 2005, le groupe SFR-Cegetel disparaît en tant que tel, à l'occasion de la fusion entre sa filiale Cegetel et Neuf Telecom, devenu Neuf Cegetel. Une scission a alors eu lieu, entre SFR et les activités fixes, ex-Cegetel, devenues Neuf Cegetel.
Load more

Recommended publications
  • Executive Summary
    Executive summary For more information, visit: www.vodafone.com/investor Highlights Group highlights for the 2010 financial year Revenue Financial highlights ■ Total revenue of £44.5 billion, up 8.4%, with improving trends in most £44.5bn markets through the year. 8.4% growth ■ Adjusted operating profit of £11.5 billion, a 2.5% decrease in a recessionary environment. ■ Data revenue exceeded £4 billion for the first time and is now 10% Adjusted operating profit of service revenue. ■ £1 billion cost reduction programme delivered a year ahead of schedule; £11.5bn further £1 billion programme now underway. 2.5% decrease ■ Final dividend per share of 5.65 pence, resulting in a total for the year of 8.31 pence, up 7%. ■ Higher dividends supported by £7.2 billion of free cash flow, an increase Free cash flow of 26.5%. £7.2bn Operational highlights 26.5% growth ■ We are one of the world’s largest mobile communications companies by revenue with 341.1 million proportionate mobile customers, up 12.7% during the year. Proportionate mobile customers ■ Improved performance in emerging markets with increasing revenue market share in India, Turkey and South Africa during the year. ■ Expanded fixed broadband customer base to 5.6 million, up 1 million 341.1m during the year. 12.7% growth ■ Comprehensive smartphone range, including the iPhone, BlackBerry® Bold and Samsung H1. ■ Launch of Vodafone 360, a new internet service for the mobile and internet. ■ High speed mobile broadband network with peak speeds of up to 28.8 Mbps. Vodafone Group Plc Annual Report 2010 1 Sir John Bond Chairman Chairman’s statement Your Company continues to deliver strong cash generation, is well positioned to benefit from economic recovery and looks to the future with confidence.
    [Show full text]
  • Telecom Operators
    March 2007 Telecom Operators Caution – work ahead Accelerating decline in voice to be offset by siginificant take-off in data? Reorganization of the value chain: necessary but not without risk Critical size and agility: has anyony got both? - Renewed ambitions of leaders and intensified pressure on challengers: M&A activity to gather pace Contacts EXANE BNP Paribas Antoine Pradayrol [email protected] Exane BNP Paribas, London: +44 20 7039 9489 ARTHUR D. LITTLE Jean-Luc Cyrot [email protected] Arthur D. Little, Paris: +33 1 55 74 29 11 Executive summary Strategic reorientation: unavoidable, and beneficial in the near term... More than ever, European telecom operators must juggle between shrinking revenues in their traditional businesses on the one hand, and opportunities to capture growth in attractive new markets on the other, driven by the development of fixed and mobile broadband. Against this background, carriers will step up initiatives to cut costs and secure growth. They are gradually acknowledging that they cannot be present at every link in the value chain, and that even on those links that constitute their core business, they can create more value by joining forces with partners. This should result in a variety of ‘innovations’, such as: – outsourcing of passive and even active infrastructures and/or network sharing in both fixed line and mobile; – development of wholesale businesses and virtual operators (MVNOs, MVNEs, FVNOs, CVNOs1, etc.); – partnerships with media groups and increasingly with Internet leaders. These movements will: – enable companies to trim costs and capex: all else being equal, the outsourcing of passive or active infrastructures and network sharing can increase carriers’ operating free cash flow by up to 10%; – stimulate market growth: partnerships with media groups and Internet leaders have demonstrated that they can stimulate usage without incurring a significant risk of cannibalisation in the near term.
    [Show full text]
  • Fixed Mobile Convergence
    Fixed Mobile Convergence Dr. Stephan Spitz Giesecke & Devrient GmbH Division Telecommunication Fixed Mobile Convergence (FMC) 1. What is FMC ? Technology Status of FMC 2. Existing (U/I)SIM-based FMC security solutions 3. The Future ETSI Security Workshop 2007 Seite 2 Fixed Mobile Convergence (FMC) 1. What is FMC ? Technology Status of FMC 2. Existing (U/I)SIM-based FMC security solutions 3. The Future ETSI Security Workshop 2007 Seite 3 Definition of Fixed Mobile Convergence, … The aim of Fixed Mobile Convergence (FMC) is to provide fixed and mobile services with a single phone or personal device, which could switch between networks ad hoc. Wikipedia ETSI Security Workshop 2007 Seite 4 … but also Network Convergence ETSI Security Workshop 2007 Seite 5 Strong Convergence Drivers TECHNOLOGY COMPETITION Multiplicity of access Disruptive business methods models Multimedia and real- Price pressure time networking Eroding revenue New standards CONVERGENCE Move to IP infrastructure Intersection IT and Telecom USER “Value rich services” PREFERENCES CONSOLIDATION Integrated value rich services Lower costs Personalized and mobile Bigger brands Secure communications Media/entertainment into Telecom/IT ETSI Security Workshop 2007 Seite 6 Standardization Bodies TISPAN (Telecoms & Internet converged Services & Protocols for Advanced Networks ) specifications of 3GPP ensure integration between fixed and mobile solutions based on 3GPP IMS (IP Multimedia Subsystem) http://www.etsi.org/tispan/; WG7 SEC security Fixed Mobile Convergence Alliance (FMCA, http://www.thefmca.com ) WiMAX Forum (http://www.wimaxforum.org ) ETSI Security Workshop 2007 Seite 7 Some FMC Examples TwinTel (http://www.arcor.de/privat/twintel.jsp) in Germany: Arcor offers a mobile GSM handset which can also be used for making calls trough the ADSL line BT Fusion* (http://www.btfusionorder.bt.com/ )in England: British Telecom offers a Vodafone handset also capable of making calls through the ADSL line.
    [Show full text]
  • Telecommunications Operator Excellent Financial Results, the Fruit of Marketing Investments in 2006
    Telecommunications operator Excellent financial results, the fruit of marketing investments in 2006 In 2007, Bouygues Telecom continued to offer an attractive line-up for both consumers and businesses. It ensured that it had the resources to meet growing demand for data and converged services from businesses and SMEs. New brand campaign 2007 Operating Net profit att. Employees 2008 sales sales margin to the Group target €4,796m 15.6% €492m 7,700 €4,965m (+6%) (+2.5 points) (+26%)* (+4%) (*) From continuing operations The 9 million customer milestone passed in November Highlights The popular Neo product range confirmed the soundness of Bouygues Telecom’s sales and marketing strategy based on unlimited calling. • Carbon balance Bouygues Telecom continued to emphasise unlimited services in its product measured in 2007. offerings in 2007. • November: 3G+ services Bouygues Telecom rounded out its Neo and Exprima range of consumer call released for businesses and plans with the launch of the Exprima 24/24 plan offering unlimited calls to consumers. fixed-line numbers and the "2 Fois Plus" plan offering double call time to all • September: signing of an numbers from 6.00pm to midnight and at weekends. The prepaid line was agreement with Neuf Cegetel overhauled to boast an unrivalled price per minute as well as recharge cards for the provision of a busi- that include unlimited text messages in certain time slots. ness and consumer DSL ser- The Evolutif Pro Fixe 24/24 and Neo Pro plans offer unlimited calling for vice; new brand campaign on the theme of freeing up businesses and SMEs.
    [Show full text]
  • ITU Operational Bulletin No. 869 – 3
    ITU Operational Bulletin No. 869 1.X.2006 (Information received by 25 September 2006) Table of Contents Page General information Lists annexed to the ITU Operational Bulletin: Note from TSB.............................................................. 3 Approval of ITU-T Recommendations................................................................................................... 4 Assignment of Signalling Area/Network Codes (SANC) (ITU-T Recommendation Q.708 (03/1999)): Monaco, Norway.............................................................................................................................. 4 Telephone Service: Burkina Faso (Autorité Nationale de Régulation des Télécommunications (ARTEL), Ouagadougou)........................................................................................................................... 5 Denmark (National IT and Telecom Agency (NITA), Copenhagen) ............................................... 5 United Arab Emirates (Telecommunications Regulatory Authority (TRA), Abu Dhabi).................. 5 Gambia (The Gambia Public Utilities Regulatory Authority (PURA), Kololi) ................................... 7 Guatemala (Superintendencia de Telecomunicaciones, Guatemala)............................................. 8 Guyana (Guyana Telephone & Telegraph Co. Ltd, Georgetown).................................................. 11 Jamaica (Office of Utilities Regulation (OUR), Kingston)............................................................... 12 Serbia (Republic Telecommunication Agency,
    [Show full text]
  • The Fixed/Mobile Broadband Battle: Is It Time for “Smart Broadband”?
    Point of View The Fixed/Mobile Broadband Battle: Is It Time for “Smart Broadband”? Author Dave Parsons Key Contributors: Bill Gerhardt Richard Medcalf Stuart Taylor Andrew Toouli November 2009 Cisco Internet Business Solutions Group (IBSG) Cisco IBSG © 2009 Cisco Systems, Inc. All rights reserved. Point of View The Fixed/Mobile Broadband Battle: Is It Time for “Smart Broadband”? Executive Summary Mobile broadband has emerged as a new phenomenon that is poised to take signifi- cant market share from fixed broadband. The key question all broadband operators (fixed, mobile, and integrated) are asking is: How do I deal with this new development? Offering a compelling broadband customer experience helps retain/maximize aver- age revenue per user (ARPU) from existing customers, while increasing the chance of attracting new ones. The Cisco® Internet Business Solutions Group (IBSG) believes this experience should be about making it easy for end customers to access fixed or mobile broadband, wherever they are, with whatever devices and applications they are using. Cisco IBSG calls this approach “smart broadband”—taking advantage of different broadband connection modes to deliver a more valuable and compelling, application- aware broadband service to users. Cisco IBSG is already starting to see deployment of some embryonic smart broadband services, but we feel that more investment is needed to fully realize the benefits. While integrated operators are perhaps in the best position to exploit a smart broadband service, we believe that any operator embracing smart broadband will deliver greater value to customers and distance itself from the competition. Introduction Fixed broadband, including digital subscriber line (DSL) and cable, has been a phenom- enal growth story around the globe over the past five years.
    [Show full text]
  • Broadband Internet Mobile
    SFR September 1, 2008 Contents SFR + Neuf Cegetel a value creating combination H1-2008 performance and 2008 outlook September 2008 – 2 SFR, #1 fixed / mobile alternative integrated operator in France SFR covers all segments of the telecoms market with >€12 bn revenues… 14 1st leading alternative integrated operator in Europe 13 12 11 10 9 8 7 6 2008e Revenues (€bn) 5 4 3 2 1 -1 Tiscali Telenet Iliad Mobistar Fastweb Total revenues:Freenet >€12bn …with strong position in growing segments E-Plus 19.3 M mobile customers Orange Spain (mobile, broadband, Internet) and strong ~€2bn revenues and 20 C & W Enterprise segment Tele 2 Bouygues Tel. Telekom Austria Belgacom and complementary assets Orange UK Portugal Telecom Swisscom Vodafone Spain Vodafone UK SFR revenue breakdown % market share on Vodafone Germany Vodafone Italy 1. Teliasonera SFR+ Neuf Cegetel Brand and customer base 2. Fixed & Broadband Internet Distribution 70% 3. 30% Network and technology 4. Innovation 5. Strong financials Mobile September 2008 – 3 Strong and complementary assets: Brand and customer base SFR, a powerful and well-established brand Large broadband fixed + broadband mobile Mass Market customer base 9 19.3 M mobile customers o.w. 68% are postpaid 9 4.7 M 3G customers, ~ 60% market share 9 3.8 M broadband Internet customers (homes) The only credible alternative operator on the Enterprise segment : a strong opportunity to gain market share 9 ~ €2bn revenues and ~20% market share 9 >180 k data links, + 16.5% YoY Î Strong growth opportunity in a fixed cost industry
    [Show full text]
  • Interim Group Report January 1 to September 30, 2007 Deutsche Telekom at a Glance
    9M 07 Interim Group Report January 1 to September 30, 2007 Deutsche Telekom at a glance. At a glance Third quarter of 2007 First three quarters of 2007 Q3 Q3 Change Q1 – Q3 Q1 – Q3 Change FY 2007 2006 2007 2006 2006 millions millions millions millions millions of € of € % of € of € % of € Net revenue 15,693 15,480 1.4 46,721 45,452 2.8 61,347 Domestic 7,609 8,386 (9.3) 23,026 24,733 (6.9) 32,460 International 8,084 7,094 14.0 23,695 20,719 14.4 28,887 EBIT (profit from operations) 1,911 1,989 (3.9) 5,749 6,392 (10.1) 5,287 Special factors affecting EBITa (438) (358) (22.3) (666) (518) (28.6) (3,156) Adjusted EBITa 2,349 2,347 0.1 6,415 6,910 (7.2) 8,443 Adjusted EBIT margina (%) 15.0 15.2 13.7 15.2 13.8 Profit (loss) from financial activitiesb (699) (701) 0.3 (2,230) (2,003) (11.3) (2,683) Profit before income taxesb 1,212 1,288 (5.9) 3,519 4,389 (19.8) 2,604 Depreciation, amortization and impairment losses (3,009) (2,752) (9.3) (8,527) (7,986) (6.8) (11,034) EBITDAc 4,920 4,741 3.8 14,276 14,378 (0.7) 16,321 Special factors affecting EBITDAa,c (212) (358) 40.8 (440) (508) 13.4 (3,113) Adjusted EBITDAa,c 5,132 5,099 0.6 14,716 14,886 (1.1) 19,434 Adjusted EBITDA margina,c (%) 32.7 32.9 31.5 32.8 31.7 Net profitb 259 1,955 (86.8) 1,326 4,063 (67.4) 3,165 Special factorsa (799) 965 n.a.
    [Show full text]
  • Total Telecom
    Contents | Zoom in | Zoom out For navigation instructions please click here Search Issue | Next Page October 2007 A TERRAPINN PUBLICATION _____________________ Ahead of the pack RANKING THE WORLD’S BIGGEST NETWORK OPERATORS Contents | Zoom in | Zoom out For navigation instructions please click here Search Issue | Next Page A GLOBAL 100 Previous Page | Contents | Zoom in | Zoom out | Front Cover | Search Issue | Next Page BEF MaGS No loose ends. It’s the little details that matter, even in the biggest and most • Convergent charging and billing complex projects. That’s why over 60 of the world’s Top 100 • Customer management operators rely on BSS/OSS from Intec. They know that in a competitive communications market anything less than great service • Total service mediation is going to cost you customers – and money. So they choose a • Interconnect billing business and operations support systems vendor that has built a global reputation for getting things right. • Partner management For ten years we have been helping operators worldwide with • Trading and routing reliable, high performance BSS/OSS products and services from our comprehensive, integrated portfolio. We take care of the details, • Convergent activation leaving them free to to build strong, profitable revenue streams by • IMS Online and Offline Charging taking care of their customers. • Carrier access billing To find out how we help the Top 100 tie up the loose ends, visit us • Managed services at www.intecbilling.com or mail us at [email protected]________________ Intec
    [Show full text]
  • Vodafone Group Plc Plc Vodafone Group
    Vodafone Group Plc Group Vodafone Plc Registered Office Vodafone Group Plc Vodafone House The Connection Annual Report Newbury Berkshire For the year ended 31 March 2010 RG14 2FN England Registered in England No. 1833679 Tel: +44 (0) 1635 33251 2010 March 31 ended year the Report for Annual Fax: +44 (0) 1635 45713 www.vodafone.com We are one of the world’s largest Contact details mobile communications companies Investor Relations by revenue, operating across the Telephone: +44 (0) 1635 33251 globe providing a wide range of Media Relations communications services. Our vision Telephone: +44 (0) 1635 664444 is to be the communications leader Corporate Responsibility in an increasingly connected world. Fax: +44 (0) 1635 674478 E-mail: [email protected] Website: www.vodafone.com/responsibility This constitutes the annual report of Vodafone Group Plc (the ‘Company’) for the year Contents ended 31 March 2010 and is dated 18 May 2010. The content of the Group’s website (www.vodafone.com) should not be considered to form part of this annual report or the Executive summary# Company’s annual report on Form 20-F. 1 Highlights 2 Chairman’s statement In the discussion of the Group’s reported financial position, operating results and cash flow 4 Telecommunications industry for the year ended 31 March 2010, information is presented to provide readers with additional financial information that is regularly reviewed by management. However this 6 Chief Executive’s review additional information is not uniformly defined by all companies, including those in the 10 Global presence Group’s industry. Accordingly, it may not be comparable with similarly titled measures and # disclosures by other companies.
    [Show full text]
  • NGN): Country Case Studies
    Developments of Next Generation Networks (NGN): country case studies © ITU 2009 ACKNOWLEDGEMENTS This report was prepared by Dr. Vaiva Lazauskaite, RME/BDT. © ITU 2009 International Telecommunication Union (ITU), Geneva All rights reserved. No part of this publication may be reproduced, by any means whatsoever, without the prior written permission of ITU. Denominations and classifications employed in this publication do not imply any opinion on the part of the International Telecommunication Union concerning the legal or other status of any territory or any endorsement or acceptance of any boundary. Where the designation ―country‖ appears in this publication, it covers countries and territories. The views expressed in this paper are those of the authors and do not necessarily reflect the opinions of ITU or of its membership. Please consider the environment before printing this report. 2 TABLE OF CONTENTS 1. Introduction ............................................................................................................................ 5 2. What are NGNs? How do we understand NGNs? .............................................................. 6 3. Overview of VoIP, IPTV and FTTH markets ....................................................................... 10 4. NGN in Europe ...................................................................................................................... 13 4.1. Austria ......................................................................................................................
    [Show full text]
  • Progress in the Must-Offer Debate? Exclusivity in Media and Communication
    LEGAL OBSERVATIONS OF THE EUROPEAN AUDIOVISUAL OBSERVATORY Progress in the Must-offer Debate? Exclusivity in Media and Communication by Alexander Scheuer and Sebastian Schweda EDITORIAL “We’re in a good position!” This increasingly popular phrase is meant to transmit a sense of optimism; optimism that a company or branch of industry is in a position to spot opportunities in new markets or optimism that success will continue despite changes in the market. The markets involved may be defined according to geographical, technical or content-related criteria. In the audiovisual sector, for example, broadcasters are currently battling it out for a share in the various forms of distribution of audiovisual media services and the new markets that are being created as a result. In order for a company that wants to provide audiovisual media services to be well positioned, what it needs more than anything else is content that is of interest to consumers. The key to success for such a company is its ability to offer such content on an exclusive basis, in other words if it owns an exclusive right to distribute it. At the same time, however, it must also position itself in the distribution market, for it needs to send the content to the customer in order to convert its exclusive right into financial reward. This is the theme tackled by this IRIS plus, which looks at the various dimensions of exclusivity in media and communication. This IRIS plus considers the current debate on whether the obligation to transmit (must-carry) certain content should be replaced or at least supplemented by an obligation to offer such content (must-offer).
    [Show full text]