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The Russia You Never Met
The Russia You Never Met MATT BIVENS AND JONAS BERNSTEIN fter staggering to reelection in summer 1996, President Boris Yeltsin A announced what had long been obvious: that he had a bad heart and needed surgery. Then he disappeared from view, leaving his prime minister, Viktor Cher- nomyrdin, and his chief of staff, Anatoly Chubais, to mind the Kremlin. For the next few months, Russians would tune in the morning news to learn if the presi- dent was still alive. Evenings they would tune in Chubais and Chernomyrdin to hear about a national emergency—no one was paying their taxes. Summer turned to autumn, but as Yeltsin’s by-pass operation approached, strange things began to happen. Chubais and Chernomyrdin suddenly announced the creation of a new body, the Cheka, to help the government collect taxes. In Lenin’s day, the Cheka was the secret police force—the forerunner of the KGB— that, among other things, forcibly wrested food and money from the peasantry and drove some of them into collective farms or concentration camps. Chubais made no apologies, saying that he had chosen such a historically weighted name to communicate the seriousness of the tax emergency.1 Western governments nod- ded their collective heads in solemn agreement. The International Monetary Fund and the World Bank both confirmed that Russia was experiencing a tax collec- tion emergency and insisted that serious steps be taken.2 Never mind that the Russian government had been granting enormous tax breaks to the politically connected, including billions to Chernomyrdin’s favorite, Gazprom, the natural gas monopoly,3 and around $1 billion to Chubais’s favorite, Uneximbank,4 never mind the horrendous corruption that had been bleeding the treasury dry for years, or the nihilistic and pointless (and expensive) destruction of Chechnya. -
Privatization in Russia: Catalyst for the Elite
PRIVATIZATION IN RUSSIA: CATALYST FOR THE ELITE VIRGINIE COULLOUDON During the fall of 1997, the Russian press exposed a corruption scandal in- volving First Deputy Prime Minister Anatoli Chubais, and several other high- ranking officials of the Russian government.' In a familiar scenario, news organizations run by several bankers involved in the privatization process published compromising material that prompted the dismissal of the politi- 2 cians on bribery charges. The main significance of the so-called "Chubais affair" is not that it pro- vides further evidence of corruption in Russia. Rather, it underscores the im- portance of the scandal's timing in light of the prevailing economic environment and privatization policy. It shows how deliberate this political campaign was in removing a rival on the eve of the privatization of Rosneft, Russia's only remaining state-owned oil and gas company. The history of privatization in Russia is riddled with scandals, revealing the critical nature of the struggle for state funding in Russia today. At stake is influence over defining the rules of the political game. The aim of this article is to demonstrate how privatization in Russia gave birth to an oligarchic re- gime and how, paradoxically, it would eventually destroy that very oligar- chy. This article intends to study how privatization influenced the creation of the present elite structure and how it may further transform Russian decision making in the foreseeable future. Privatization is generally seen as a prerequisite to a market economy, which in turn is considered a sine qua non to establishing a democratic regime. But some Russian analysts and political leaders disagree with this approach. -
20090506 1Q09 Final CA Eng
1Q09 Earnings Announcement 1. Key Highlights of 1Q09 Results 3 2. Business Review 6 3. Consolidated Income Statement 11 4. CAPEX and Cash Flow 14 5. Consolidated Balance Sheet 16 6. Shareholder Remuneration 18 7. Disclaimer 19 8. Enquiries 19 ZON Multimédia – Serviços de Telecomunicações e Multimédia, SGPS, S.A. 2/19 1Q09 Earnings Announcement Lisbon, Portugal, 6 May 2009: today ZON announces its unaudited results for 1Q09. Operating Revenues +7.1% to €201.5 million EBITDA +9.1% to €64.3 million Net Income (6.7)% to €19.5 million Continued strong growth in Broadband and Voice 29% Triple Play penetration over cable customers in 1Q09 184 thousand ZON Boxes Blended ARPU grew by 3.5% to 32.7 euros Table 1. Key Financial Highlights (Millions of Euros) 1Q09 / 1Q08 1Q09 1Q08 Operating Revenues 188.1 201.5 7.1% EBITDA (1) 58.9 64.3 9.1% EBITDA margin 31.3% 31.9% 0.6pp Operating Profit (EBIT) (2) 30.7 18.4 (40.3%) Net Income 20.9 19.5 (6.7%) "Baseline" CAPEX 24.3 44.8 84.3% Net Financial Debt 77.9 524.9 n.a. (1) EBITDA = Income From Operations + Depreciation and Amortization; (2) EBIT = Income Before Financials and Income Taxes • Operating Revenues increased to 201.5 million euros in 1Q09 , representing y.o.y. growth of 7.1% with revenues from Pay TV, Broadband and Voice increasing by 9.2% to 181.8 million euros; • EBITDA increased to 64.3 million euros in 1Q09 , representing y.o.y growth of 9.1%; • EBITDA margin was 31.9% compared with 31.3% in 1Q08 and 28.2% in 4Q08 ; • Net Income recorded a decline of (6.7)% to 19.5 million euros compared with 1Q08 and an increase from negative (2.9) million euros in 4Q08; ZON Multimédia – Serviços de Telecomunicações e Multimédia, SGPS, S.A. -
Investor Presentation
Investor Presentation May 2012 www.rt.ru Disclaimer By attending any meeting where this presentation is made, or by reading any part of this presentation, you acknowledge and agree to be bound by the following: This presentation has been prepared by OJSC Rostelecom (the “Company”). This presentation is strictly confidential to the recipient, may not be distributed to the press or any other person, and may not be reproduced in any form, in whole or in part. The Company has included its own estimates, assessments, adjustments and judgments in preparing certain market information herein, which have not been verified by an independent third party. Market information included herein is, therefore, unless otherwise attributed exclusively to a third party source, to a certain degree subjective. While the Company believes that its own estimates, assessments, adjustments and judgments are reasonable and that the market information prepared by the Company appropriately reflects the industry and the markets in which it operates, there is no assurance that the Company’s own estimates, assessments, adjustments and judgments are the most appropriate for making determinations relating to market information. Neither the Company nor any of its affiliates, advisors or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss howsoever arising from any use of this presentation or its contents or otherwise arising in connection with this presentation. This presentation is confidential and does not constitute or form part of, and should not be construed as, an offer to sell or issue or the solicitation of an offer to buy or acquire securities of the Company or any of its subsidiaries in any jurisdiction or an inducement to enter into investment activity in any jurisdiction. -
Who Governs the Russian Economy? a Cross-Section of Russia's Largest Corporations
Kari Liuhto & Peeter Vahtra Who governs the Russian economy? A cross-section of Russia's largest corporations Electronic Publications of Pan-European Institute 12/2009 ISSN 1795 - 5076 Who governs the Russian economy? A cross-section of Russia's largest corporations 1 Kari Liuhto2 and Peeter Vahtra3 12/2009 Electronic Publications of Pan-European Institute http://www.tse.fi/pei 1 We wish to thank the following Finnish research foundations which have made it possible to conduct this report and numerous earlier studies linked with the theme; Emil Aaltonen Foundation, Foundation for Economic Education, Jenny and Antti Wihuri Foundation, The Marcus Wallenberg Economic Foundation and The Paulo Foundation. 2 Kari Liuhto is Professor in International Business and Director of the Pan-European Institute at the Turku School of Economics. His research interests include EU-Russia economic relations, energy relations in particular, foreign investments into Russia and the investments of Russian firms abroad, and economic policy measures of strategic significance. Liuhto has worked as an expert in several Russia-related projects funded by both Finnish institutions and foreign ones, such as the European Commission, the European Parliament, the United Nations, and the World Bank. 3 Peeter Vahtra is a Research Fellow at the Pan-European Institute at the Turku School of Economics. His areas of research expertise include Russia’s energy policy, FDI to and from Russia and Russia’s economic policy. Kari Liuhto and Peeter Vahtra PEI Electronic Publications 12/2009 www.tse.fi/pei __________________________________________________________________________________________ Contents 1. The state has increased its ownership in big business, but left small and medium-sized companies untouched 2 2. -
Zero-Rating Practices in Broadband Markets
Zero-rating practices in broadband markets Report by Competition EUROPEAN COMMISSION Directorate-General for Competition E-mail: [email protected] European Commission B-1049 Brussels [Cataloguenumber] Zero-rating practices in broadband markets Final report February 2017 Europe Direct is a service to help you find answers to your questions about the European Union. Freephone number (*): 00 800 6 7 8 9 10 11 (*) The information given is free, as are most calls (though some operators, phone boxes or hotels may charge you). LEGAL NOTICE The information and views set out in this report are those of the author(s) and do not necessarily reflect the official opinion of the Commission. The Commission does not guarantee the accuracy of the data included in this study. Neither the Commission nor any person acting on the Commission’s behalf may be held responsible for the use which may be made of the information contained therein. Les informations et opinions exprimées dans ce rapport sont ceux de(s) l'auteur(s) et ne reflètent pas nécessairement l'opinion officielle de la Commission. La Commission ne garantit pas l’exactitude des informations comprises dans ce rapport. La Commission, ainsi que toute personne agissant pour le compte de celle-ci, ne saurait en aucun cas être tenue responsable de l’utilisation des informations contenues dans ce rapport. More information on the European Union is available on the Internet (http://www.europa.eu). Luxembourg: Publications Office of the European Union, 2017 Catalogue number: KD-02-17-687-EN-N ISBN 978-92-79-69466-0 doi: 10.2763/002126 © European Union, 2017 Reproduction is authorised provided the source is acknowledged. -
Acordo Para Aquisição Da TVTEL COMUNICAÇÕES, S.A. E Investor Day
PT- Multimédia – Serviços de Telecomunicações e Multimédia, SGPS, S.A. Sociedade Aberta Sede: Av. 5 de Outubro, n.º 208, Lisboa Capital Social: 3.090.968,28 Euros Número de Matrícula na Conservatória do Registo Comercial de Lisboa e de Pessoa Colectiva n.º 504 453 513 Comunicado de Informação Privilegiada Acordo para aquisição da TVTEL COMUNICAÇÕES, S.A. e Investor Day Lisboa, 16 de Janeiro de 2007 - Nos termos e para os efeitos do disposto no Artigo 248.º do Código dos Valores Mobiliários, a PT - Multimedia – Serviços de Telecomunicações e Multimedia, SGPS, S.A. (“Multimedia” ou “Sociedade”) vem informar o seguinte: 1. Aquisição de 100% do capital da TVTEL A CATVP – TV CABO PORTUGAL, S.A. (“TV CABO”) e o Caixa – Banco de Investimento, S.A. (“CaixaBI”) celebraram hoje um contrato de compra de 100% do capital social da TVTEL COMUNICAÇÕES, S.A. (“TVTEL”) com os accionistas desta sociedade. O preço a pagar está, na parte essencial, indexado ao EBITDA do negócio cabo no momento do fecho da transacção, tendo as partes acordado na aplicação de um múltiplo EV de 12x EBITDA do negócio do cabo em 2007; a este montante, acrescerão 20 milhões de euros referentes à aquisição do negócio de satélite e infra-estrutura de fibra óptica na zona de Lisboa. Prevê-se que, à data da transmissão das acções, a TVTEL tenha um mínimo de 74 mil clientes, 260 mil casas passadas na rede de cabo da região do Grande Porto, e 60 mil casas passadas na rede de fibra óptica no distrito de Lisboa. -
SUN TV A-Report 2013 Final.Cdr
CORPORATE INFORMATION BOARD OF DIRECTORS Kalanithi Maran Executive Chairman K. Vijaykumar Managing Director & Chief Executive Officer S. Selvam Director Kavery Kalanithi Executive Director J. Ravindran Independent Director M.K. Harinarayanan Independent Director Nicholas Martin Paul Independent Director R. Ravivenkatesh Independent Director COMPANY SECRETARY & R. Ravi COMPLIANCE OFFICER BANKERS Andhra Bank Axis Bank City Union Bank Corporation Bank HDFC Bank ICICI Bank Indian Bank Indian Overseas Bank Karur Vysya Bank Kotak Mahindra Bank Royal Bank of Scotland Standard Chartered Bank State Bank of India Yes Bank AUDITORS M/s S.R. Batliboi & Associates LLP Chartered Accountants, 6th & 7th Floor - 'A' Block (Module 601,701,702) Tidel Park, No. 4, Rajiv Gandhi Salai, Taramani, Chennai - 600 113 REGISTERED OFFICE Murasoli Maran Towers, 73, MRC Nagar Main Road, MRC Nagar, Chennai - 600 028 REGISTRAR AND SHARE TRANSFER AGENT M/s Karvy Computershare Private Limited, Plot Nos.17 to 24, Vittal Rao Nagar, Madhapur, Hyderabad - 500 081 01 Annual Report 2012-2013 Sun TV Network Limited AUDIT COMMITTEE J. Ravindran Chairman M.K. Harinarayanan Nicholas Martin Paul R. Ravivenkatesh REMUNERATION COMMITTEE J. Ravindran Chairman M.K. Harinarayanan Nicholas Martin Paul R. Ravivenkatesh INVESTOR / SHAREHOLDER'S GRIEVANCE COMMITTEE M.K. Harinarayanan Chairman J. Ravindran Nicholas Martin Paul R. Ravivenkatesh SHARE TRANSFER AND TRANSMISSION COMMITTEE Kalanithi Maran Chairman Kavery Kalanithi CORPORATE MANAGEMENT TEAM Kalanithi Maran Executive Chairman K. -
NOS: Introducing Pay Per View
Marketing Plan NOS: introducing Pay Per View Pedro Azeredo Pereira Master of Science in Marketing Thesis Supervisor Professor Susana Marques, ISCTE Business School, Marketing, Operations and General Management Department October 2016 Marketing Plan NOS: Introducing Pay Per View Acknowledgements My first thanks goes to my mother because all of this would not be possible without her support, love and pressure to have the project concluded. Her advices have been very important for my life and this time it wasn’t different. In second place, I would like to thank to Professor Susana Marques for your availability, readiness and patience to supervise my thesis, guindance and great advices, and the opportunity to have your name associated to my project. Without you this would not be possible. I also want to thank to NOS Comunicações for the internship. It was a year full of challenges, achievements and results that gave me the experience and information need to develop this project. Another thank goes to my family that, during these years, always supported and adviced me to get where I am now. You are the best family anyone can have and thank you for being so present, woried and united. Also thank you Rita Sousa for dealing with all my stress to get this concluded and for the support, motivation and advices you give me in every situation. I Marketing Plan NOS: Introducing Pay Per View Abstract NOS, NOS Comunicações S.A., is a private telecommunications company of the portuguese market which is proud of being the “best communications and entertainment company in the market”. -
Republic of Serbia COMMISSION for PROTECTION of COMPETITION Number: 6/0-02-362/2016-6 Date: June 17, 2016 Belgrade
Republic of Serbia COMMISSION FOR PROTECTION OF COMPETITION Number: 6/0-02-362/2016-6 Date: June 17, 2016 Belgrade Pursuant to Article 37(2) of the Law on Protection of Competition (“Official Gazette of the RS”, nos. 51/09 and 95/13), Article 192(1) of the Law on General Administrative Procedure (“Official Gazette of the FRY”, nos. 33/97, 31/01 and “Official Gazette of the RS”, no. 30/10), and Article 2(1/6) of the Tariff on the level of compensation for activities within the competence of the Commission for Protection of Competition (“Official Gazette of the RS”, no. 49/11), deciding under the Notification on concentration entered under number: 6/0-02-362/2016-1, submitted on April 27, 2016 by company Telemach LLC Sarajevo, with registered seat at the address 216 Džemala Bijedića Street, Ilidža-Sarajevo, Bosnia and Herzegovina, company registration number: 65-01-0620-08, via plenipotentiary attorney Bojan Vučković from the Law office „Karanović and Nikolić“ from Belgrade, 23 Resavska Street, on June 16, 2016, member of the Council of the Commission for Protection of Competition acting upon the authority granted by the President of the Commission for Protection of Competition no. 1/0-06-474/2016-1 of June 14, 2016, enacts the following D E C I S I O N I Concentration of undertakings in summary procedure IS APPROVED created by acquisition of direct control on the part of company Telemach LLC Sarajevo, with registered seat at the address 216 Džemala Bijedića Street, Ilidža-Sarajevo, Bosnia and Herzegovina, founded in accordance with legislation of Bosnia and Herzegovina and registered in the Municipal Court in Sarajevo under company registration number: 65-01-0620-08, over company GLOBAL INTERNET LLC Novi Travnik, with registered seat at the address 21 Ivana Meštrovića Street, Novi Travnik, Bosnia and Herzegovina, founded in accordance with legislation of Bosnia and Herzegovina and registered in the Municipal Court in Travnik under company registration number: 51-01-1767-09, created by acquisition of 100% of shares in company GLOBAL INTERNET LLC Novi Travnik. -
Sun TV Network Estimate Changes CMP: INR443 TP: INR530(+20% ) Buy TP Change Rating Change EBITDA Supported by Lower Opex; Subscription
13 November 2020 2QFY21 Results Update | Sector: Media Sun TV Network Estimate changes CMP: INR443 TP: INR530(+20% ) Buy TP change Rating change EBITDA supported by lower opex; Subscription Bloomberg SUNTV IN revenues trend higher Equity Shares (m) 394 Sun TV’s 2QFY21 revenue recovered with 2% YoY decline (in-line) v/s 45% M.Cap.(INRb)/(USDb) 174.6 / 2.3 decline in 1QFY21. This was attributed to stronger ad revenues and resilient 52-Week Range (INR) 520 / 260 1, 6, 12 Rel. Per (%) -8/-30/-24 subscription revenues. EBITDA grew 7% (5% above est.) with cost 12M Avg Val (INR M) 1124 rationalization. We have revised up our FY21E EBITDA by 7% on lower-than-estimated cost Financials & Valuations (INR b) in 2QFY21. Our FY22E revenue/EBITDA estimates are largely maintained; we Y/E March FY20 FY21E FY22E factor in 11%/14% growth over FY20. Revival in earnings and a low Sales 34.0 32.0 37.7 valuation make it attractive. Maintain Buy. EBITDA 22.4 21.4 25.5 Adj. PAT 13.7 14.0 16.2 Revenue down 2.3% YoY (in-line); EBITDA up 7% YoY (5% beat) EBITDA Margin (%) 65.7 66.9 67.7 SUN TV’s 2QFY21 revenues declined 2.3% YoY to INR7.6b (in-line), v/s 45% Adj. EPS (INR) 34.8 35.5 41.1 decline in 1QFY21. Advertisement revenue recovered – down 29% v/s 67% EPS Gr. (%) -1.7 2.0 15.8 in 1QFY21; subscription revenue grew 14%. BV/Sh. (INR) 142.7 149.3 161.6 Production costs / Employee expenses were down 35%/3% YoY, while SG&A Ratios Net D:E -0.6 -0.7 -0.8 was up 8% YoY. -
Russian Advocacy Coalitions
Russian Advocacy Coalitions A study in Power Resources This study examines the advocacy coalitions in Russia. Using the Advocacy Coalition Framework, it looks at the power resource distribution amongst the coalitions, and how this distribution affects Russian foreign policy. The power resources examined are: Formal Legal Authority; Public Opinion; Information; Mobilizable Troops; and Financial Resources. In addition to this, the study used quantitative and qualitative methods to identify these resources. There are a couple of conclusions we may draw from this study. The method is useful in identifying power resources. It is not enough to use only the distribution of resources amongst coalitions in order to explain policy changes. It is found that the distribution of resources, coupled with coalition interaction, is enough to explain changes in Russian foreign policy. KEYWORDS: Advocacy Coalition Framework, Russia, Power Resources, Natural Gas WORDS: 24,368 Author: Robert Granlund Supervisor: Fredrik Bynander Contents 1. INTRODUCTION ............................................................................................................................... 1 1.1 PURPOSE .................................................................................................................................. 1 1.2 RESEARCH QUESTIONS ............................................................................................................ 2 1.3 OUTLINE..................................................................................................................................