MTN 4Th Generation Long Terminal Evolution (4Lte)
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New Branches for the 2Africa Subsea Cable System
New branches for the 2Africa subsea cable system 16 August, 2021: The 2Africa consortium, comprised of China Mobile International, Facebook, MTN GlobalConnect, Orange, stc, Telecom Egypt, Vodafone and WIOCC, announced today the addition of four new branches to the 2Africa cable. The branches will extend 2Africa’s connectivity to the Seychelles, the Comoros Islands, and Angola, and bring a new landing to south-east Nigeria. The new branches join the recently announced extension to the Canary Islands. 2Africa, which will be the largest subsea cable project in the world, will deliver faster, more reliable internet service to each country where it lands. Communities that rely on the internet for services from education to healthcare, and business will experience the economic and social benefits that come from this increased connectivity. Alcatel Submarine Networks (ASN) has been selected to deploy the new branches, which will increase the number of 2Africa landings to 35 in 26 countries, further improving connectivity into and around Africa. As with other 2Africa cable landings, capacity will be available to service providers at carrier- neutral data centres or open-access cable landing stations on a fair and equitable basis, encouraging and supporting the development of a healthy internet ecosystem. Marine surveys completed for most of the cable and Cable manufacturing is underway Since launching the 2Africa cable in May 2020, the 2Africa consortium has made considerable progress in planning and preparing for the deployment of the cable, which is expected to ‘go live’ late 2023. Most of the subsea route survey activity is now complete. ASN has started manufacturing the cable and building repeater units in its factories in Calais and Greenwich to deploy the first segments in 2022. -
Mtn Group Limited
MTN GROUP LIMITED Telecommunications Company Key Findings: OVERALL SCORE TELECOMMUNICATIONS RANK • MTN made a commitment to human rights at the corporate level, but lacked disclosure of policies % that affect users’ freedom of expression and privacy in practice. 15 6 • MTN disclosed almost no information about how it handles government or private requests to restrict content or accounts, or for user information. South OPERATING COMPANY SERVICES EVALUATED EVALUATED African law prevents disclosure of government • Pre-Paid Mobile requests for user information, but MTN could MTN SOUTH • Post-Paid Mobile disclose government requests for content restrictions and requests from private parties. AFRICA South Africa • MTN revealed little about how it secures user information, including how it responds to data breaches. ANALYSIS MTN ranked sixth out of the 10 telecommunications About MTN Group Limited companies evaluated and 17th in the Index overall.1 Although South Africa’s internet environment is ranked as “free” by MTN Group Limited is a telecommunications company that Freedom House,2 the company operates in a number of serves markets in more than 20 countries in Africa, Asia, challenging markets including Iran, Rwanda, Afghanistan, and the Middle East.3 It offers voice and data services, and and other countries across the Middle East and North Africa, business services, such as cloud, infrastructure, network, making it difficult for the company to disclose concrete software, and enterprise mobility. policies to implement its commitment to respect human Market Cap: USD 16,398 million4 rights across all of its global operations. MTN’s group-level JSE: MTN corporate entity has historically relied on the company’s Domicile: South Africa operations outside of South Africa for revenue. -
Mtn's Preliminary Submission
NON-CONFIDENTIAL VERSION COMPETITION COMMISSION DATA SERVICES MARKET INQUIRY MTN'S PRELIMINARY SUBMISSION 27 November 2017 Page 1 of 53 2 Table of Contents Page No 1. Introduction and executive summary.......... .......... ..................................................... 3 2. Data services value chain .. .......... ............................................................................. 6 3. Competition in mobile data services.......... ........ ......... ................. .......................... 21 4. MTN's new strategic initiative .................................................................................. 39 5. Regulatory context .................................................................................................. 42 6. Constraints on the further development of data services.................... .................... 46 7. Next steps............ ............................................................................ ............. .......... 53 Page 2 of 53 3 1. Introduction and executive summary Introduction 1.1 On 18 August 2017, the Competition Commission (the "Commission") initiated a market inquiry into Data Services in South Africa in terms of Chapter 4A of the Competition Act No. 89 of 1998 (as amended) (the "Competition Act"). On 20 September 2017, the Commission invited stakeholders to make formal submissions. Mobile Telephone Networks Proprietary Limited ("MTN") would like to thank the Commission for the opportunity to make this submission. 1.2 MTN is mindful of the context within which the -
Aligning Cybersecurity to Enable the Telco Metamorphosis in a Post-COVID-19 Era August 2020 Foreword
Aligning cybersecurity to enable the Telco metamorphosis in a post-COVID-19 era August 2020 Foreword Over recent years, telecom operators (Telcos) across the globe have witnessed revenue stagnation in their core services, despite the enormous growth in bandwidth demand and usage. Furthermore, they are also facing competition from digital service providers resulting in shrinking of revenues from core services. The ongoing digitalization wave has brought a lot of disruptive changes in terms of customer expectations and the way telecommunication services are consumed. Also, digital service providers have an upper hand to Telcos because they can quickly leverage multiple disruptive digital technologies. Telcos are facing an existential crisis due to these fierce competitions from digital service providers and the rapidly changing environment. Telcos have no other option, but to transform if they are to remain relevant. Telcos across the globe are trying to embark on a transformative journey by investing in their digital infrastructure and adopting a business model which focuses on customer experience and technology dominance. Cloud, 5G and Internet of Things (IoT) top the list of technology catalysts that can aid Telcos in the transformation. There is no doubt that this metamorphosis will provide bountiful rewards to Telcos. However, Telcos will be skating on thin ice, if they are not careful about the cybersecurity implications of this transformation journey. This white paper focuses on exploring the cyber aspects of the Telco metamorphosis. -
Governance in Action
Governance in action Value creation through robust governance The board and group executives continue to provide oversight using a combined assurance model which considers the role of management, control functions, internal and external audit and board Board charter – collective responsibilities of the board and delegation of authority In 2019, we enhanced the board charter, clarifying the role of subsidiaries’ boards and their subcommittees, and committees of the subsidiaries using a simplified governance approach in a complex environment setting out more clearly the role of the group chairman as well as the group president and CEO. We revised the as they strive to create maximum shared value. delegation of authority to promote greater agility in the decision making process of subsidiaries. We see room for All about MTN about All further improvements in the levels of authority within the delegation framework to allow for faster and bolder business activity. We are also redesigning the materiality framework to promote better decision making. These 01 They do this by delivering on our purpose and ensuring relevance and sustainability of the business changes will align with clear levels of work and a segregation of powers within management, safeguarding model by monitoring the macro environment, the availability and quantity of capital inputs, and accountability and responsibility. stakeholder needs, all of which inform the group’s strategy. This strategy enables MTN to maintain focus in conducting operations underpinned by good governance and at the same time delivering our financial targets. In The roles and duties of the chairman and group president and CEO are separate and clearly defined. -
2016 Big East Men's Soccer Standings
MEN’S SOCCER REPORT • OCT. 22, 2016 Contact: Kristin Quinn, Assistant Commissioner O: 646.663.3456 C: 914.819.8751 [email protected] @BIGEASTChamps 2016 BIG EAST MEN’S SOCCER STANDINGS #BEfútbol BIG EAST OVERALL Rec. Pts. H A Rec. Pct. H A N Streak Next Opponent THE WEEK AHEAD CREIGHTON (10/20) 4-0-1 13 3-0-0 1-0-1 8-2-3 .731 6-0-2 2-2-1 0-0-0 W1 at VILLANOVA (10/22) OCTOBER. XAVIER (RV) 3-1-1 10 2-0-1 1-1-0 7-4-3 .700 5-1-2 2-3-1 0-0-0 L1 at MARQUETTE (10/22) Saturday BUTLER (19/NR) 3-2-0 9 2-0-0 1-2-0 8-4-1 .654 5-1-0 1-3-1 2-0-0 L3 SETON HALL (10/22) 22 No. 10 CREIGHTON at VILLANOVABEDN 1 p.m. BEDN PROVIDENCE 3-2-0 9 2-1-0 1-1-0 8-5-0 .615 5-3-0 3-2-0 0-0-0 W4 at DePAUL (10/22) ST. JOHN’S at GEORGETOWN 1 p.m. ST. JOHN’S 2-1-2 8 2-0-1 0-1-1 6-3-4 .615 5-1-3 1-2-1 0-0-0 W1 at GEORGETOWN (10/22) PROVIDENCE at DEPAUL 2 p.m. SETON HALL at No. 19 BUTLERBEDN 7 p.m. VILLANOVA 2-2-1 7 1-1-0 1-1-1 7-5-2 .571 3-2-1 3-3-2 0-0-0 W1 CREIGHTON (10/22) BEDN XAVIER at MARQUETTE 8 p.m. -
Westpac NZD Account 8.36% New Zealand Local Government
FULL PORTFOLIO HOLDINGS Offer name: Kiwi Wealth KiwiSaver Scheme Offer number: OFR10715 Fund name: Default Fund number: FND553 Periodic disclosure applies [dd/mm/yyyy] 30/06/2021 Asset Name % of fund net assets Security Code Westpac NZD Account 8.36% New Zealand Local Government Funding Agency Bond 3.5% 14 Apr 33 1.86% NZLGFDT009C0 14/4/2033 New Zealand Local Government Funding Agency Bond 4.5% 15 Apr 27 1.57% NZLGFDT007C4 15/4/2027 New Zealand Local Government Funding Agency Bond 1.5% 20 Apr 29 1.47% NZLGFDT012C4 20/4/2029 Westpac New Zealand - TD - 0.93% 05 Jul 21 5/7/2021 1.46% DU0TZ21705D8 Housing New Zealand Ltd 3.42% 18 Oct 28 18/10/2028 1.38% NZHNZD0628L7 Kommunalbanken AS 4% 20 Aug 25 20/8/2025 1.34% NZKBNDT009C6 International Bank for Reconstruction & Development 1.625% 10 1.24% NZIBDDT018C3 May 28 10/5/2028 Landwirtschaftliche Rentenbank 0.75% 09 Jun 25 9/6/2025 1.13% NZLRBDT014C1 New Zealand Government Bond 2% 15 May 32 15/5/2032 1.10% NZGOVDT532C8 Kommunalbanken AS 1.25% 02 Jul 30 2/7/2030 1.08% NZKBNDT012C0 Bank of China Ltd - TD - 0.75% 08 Sep 21 8/9/2021 1.05% DU0TZ21908A4 ANZ Bank Ltd - TD - 0.85% 13 Sep 21 13/9/2021 0.99% DU0TZ21913C0 Transpower New Zealand Ltd 1.735% 04 Sep 25 4/9/2025 0.96% NZTRPD0070L9 ANZ Bank Ltd - TD - 0.85% 20 Sep 21 20/9/2021 0.94% DU0TZ21920B7 ASB Bank - TD - 0.81% 22 Dec 21 22/12/2021 0.93% DU0TZ21D22A6 ANZ Bank Ltd - TD - 0.85% 26 Jul 21 26/7/2021 0.88% DU0TZ21726C6 ANZ Bank Ltd - TD - 0.85% 24 Aug 21 24/8/2021 0.88% DU0TZ21824A3 Westpac New Zealand - TD - 0.77% 29 Nov 21 29/11/2021 0.88% DU0TZ21N29C6 -
This Is an Author Produced Version of a Paper Published in African Journal of Science, Technology, Innovation and Development
This is an author produced version of a paper published in African Journal of Science, Technology, Innovation and Development. This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination. Citation for the published paper: Baskaran, Angathevar; Liu, Ju; Yan, Hui; Muchie, Mammo. (2017). Outward foreign direct investment (OFDI) and knowledge flow in the context of emerging MNEs : Cases from China, India and South Africa. African Journal of Science, Technology, Innovation and Development, vol. 9, issue 3, p. null URL: https://doi.org/10.1080/20421338.2017.1359436 Publisher: Taylor & Francis This document has been downloaded from MUEP (https://muep.mah.se) / DIVA (https://mau.diva-portal.org). 1 Outward Foreign Direct Investment (OFDI) and Knowledge Flow in the Context of Emerging MNEs: Cases from China, India and South Africa Angathevar Baskaran* , Ju Liu**, Hui Yan*** & Mammo Muchie**** Abstract The paper explores the factors driving OFDI by EMNEs and the patterns of knowledge transfer, as there are still some gaps in the understanding of these two aspects, by examining six cases of MNEs from three of the BRICS’ economies (India, China, and South Africa). It mainly employs descriptive data for a period of about ten years in each case which were gathered from secondary sources including EMNEs’ annual financial reports, press releases, websites, and other sources. It found that there are complex aspects of OFDI by EMNEs which cannot be explained by existing FDI theories. A theoretical model that integrates both ‘latecomer strategies for catch up’ and the ‘traditional FDI’ models is necessary to fully understand these aspects. -
'Study on the Assessment of UEFA's Home-Grown Player Rule'
The University of Liverpool and Edge Hill University Study on the Assessment of UEFA’s ‘Home Grown Player Rule’ Negotiated procedure EAC/07/2012 Prof. Murray Dalziel, Dr Paul Downward Prof. Richard Parrish Dr Geoff Pearson Dr Anna Semens 30 April 2013 Funded by the The information and views set out in this study are those of the authors 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. 2 Contents Page 4: Executive Summary 9: Chapter 1: Introduction to the UEFA Rule 11: Chapter 2: Review of Legal Literature 24: Chapter 3: Review of Competitive Balance Literature 37: Chapter 4: Domestic Rule Audit 45: Chapter 5: Overview of Descriptive Statistics 59: Chapter 6: Analysis of the Rule’s Impact on Competitive Balance 63: Chapter 7: Analysis of the Rule’s Impact on Youth Training & Development 72: Chapter 8: Free Movement of Workers General Framework 80: Chapter 9: Legal Analysis of the Rule and Conclusions 113: References 118: Appendix A: UEFA’s Home Grown Player Regulations 120: Appendix B: Descriptive Statistics on Number of HGPs per Country 122: Appendix C: Descriptive Statistics on Squad Size 129: Appendix D: Inferential Statistics & Competitive Balance Analysis 138: Contacts 3 Executive Summary The UEFA home grown player rule was adopted by UEFA’s Executive Committee on February 2nd, 2005 and accepted on April 21st 2005 when presented to UEFA’s 52 national member associations during its congress in Tallinn. -
24769 Cloud Automation Report.Qxp 24769 Cloud Automation Report 22/04/2021 15:44 Page 1
24769 Cloud Automation Report.qxp_24769 Cloud Automation Report 22/04/2021 15:44 Page 1 Authors: Mark Newman, Chief Analyst Justin Funnell, Contributing Analyst Editor: Dawn Bushaus, Managing Editor April 2021 Sponsors: inform.tmforum.org 24769 Cloud Automation Report.qxp_24769 Cloud Automation Report 22/04/2021 15:44 Page 2 Contents 03 05 08 The big picture Section 1: Global trends in Section 2: Do investors value telco OpEx telco transformation? 14 20 26 Section 3: Inside the OpEx Section 4: Impact of new Section 5: Make it happen – black box – Comparing technology on telco OpEx Strategies for reducing costs expenses 28 Additional features & resources inform.tmforum.org 2 24769 Cloud Automation Report.qxp_24769 Cloud Automation Report 22/04/2021 15:44 Page 3 The big picture Communications service providers (CSPs) have grown comfortable talking to their investors about digital transformation programs, but they have a tough time explaining how transformation will impact their bottom lines. This has made investors cautious about building assumptions into CSPs’ future financial performance. There are three main drivers for telco Key telco operaǎng expenses transformation: delivering a stronger customer experience, generating new revenues and achieving efficiency gains. In this research we are focusing on efficiency gains because they are the ENDUSER EQUIPMENT PEOPLE & CONTENT easiest way for operators to demonstrate SALES & MARKETING Employees’ salaries Handset subsidies & other the benefits of transformation. device/equipment sales Customer service, Temporary/contract retail, adverǎsing staff & consultants Content & revenue sharing Importantly, we have chosen to focus on OpEx rather than CapEx. There is already plenty of research available about the evolution of the network, which makes up the majority of CapEx. -
John Hancock Hedged Equity & Income Fund
John Hancock Hedged Equity & Income Fund Quarterly portfolio holdings 9/30/2020 Fund’s investments As of 9-30-20 (unaudited) Shares Value Common stocks 79.0% $114,638,756 (Cost $124,784,841) Communication services 9.7% 14,115,779 Diversified telecommunication services 4.6% AT&T, Inc. 18,003 513,266 BT Group PLC 50,500 63,964 CenturyLink, Inc. 17,685 178,442 China Telecom Corp., Ltd., H Shares 293,164 88,080 China Unicom Hong Kong, Ltd. 176,362 115,763 Deutsche Telekom AG 10,167 169,281 Hellenic Telecommunications Organization SA 66,938 964,056 Koninklijke KPN NV 378,865 888,937 KT Corp. 4,869 95,270 Magyar Telekom Telecommunications PLC 36,784 43,007 Nippon Telegraph & Telephone Corp. 4,969 101,450 Orange SA 889 9,259 Proximus SADP 2,840 51,810 Spark New Zealand, Ltd. 151,303 472,111 Swisscom AG 287 152,041 Telefonica Deutschland Holding AG 61,725 157,753 Telefonica SA 17,245 59,074 Verizon Communications, Inc. (A) 44,066 2,621,461 Entertainment 0.3% Avex, Inc. 4,100 38,261 DeNA Company, Ltd. 4,720 86,866 G-bits Network Technology Xiamen Company, Ltd., Class A 563 51,683 Netflix, Inc. (B) 348 174,010 Nintendo Company, Ltd. 190 107,671 Interactive media and services 1.3% Alphabet, Inc., Class A (B) 503 737,197 Alphabet, Inc., Class C (B) 80 117,568 Autohome, Inc., ADR 1,318 126,528 Baidu, Inc., ADR (B) 930 117,729 Facebook, Inc., Class A (B) 2,210 578,799 Gree, Inc. -
State of the Industry Report on Mobile Money 2019
State of the Industry Report on Mobile Money 2019 Copyright © 2020 GSM Association 2019 State of the Industry Report on Mobile Money Mobile Money The GSMA represents the interests of mobile operators The GSMA’s Mobile Money programme works to worldwide, uniting more than 750 operators with almost accelerate the development of the mobile money 400 companies in the broader mobile ecosystem, including ecosystem for the underserved. handset and device makers, software companies, equipment providers and internet companies, as well as organisations For more information, please contact us: in adjacent industry sectors. The GSMA also produces the Web: industry-leading MWC events held annually in Barcelona, www.gsma.com/mobilemoney Twitter: Los Angeles and Shanghai, as well as the Mobile 360 Series @GSMAMobileMoney of regional conferences. Email: [email protected] For more information, please visit the GSMA corporate website at www.gsma.com Follow the GSMA on Twitter: @GSMA Lead author: Nika Naghavi Data & Insights Director, GSMA Mobile Money This report was written with the support of the wider Mobile Money and Mobile for Development team. The quantitative assessment of this report was carried out by a team under the supervision of Simon K. Andersson Manjang that comprised of Julian Hoffmann, Kavita Tailor and Tapiwa Jakachira. For more content, visit gsma.com/sotir. THE MOBILE MONEY PROGRAMME IS SUPPORTED BY THE BILL & MELINDA GATES FOUNDATION AND FLOURISH VENTURES. Foreword Foreword 2019 was a momentous year for the mobile harnessing digital finance for sustainable money industry. With over a billion registered development. Mobile money is accelerating accounts and close to $2 billion in daily progress towards the Sustainable transactions, mobile money is evolving like Development Goals and is contributing to the never before.