Ability to Raise Funds Brightens Svyazinvest Prospects
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Annual Report 2011
possibilities ANNUAL REPORT 2011 CONTENTS About the company ............................................................................... 2 Key financial & operational highlights ............................................. 12 Key events of 2011 & early 2012 ...................................................... 14 Bright upside potential from the reorganization ............................. 18 Strong market position ................................................................... 20 Up in the “Clouds” ........................................................................... 22 Chairman’s statement ........................................................................ 24 Letter from the President ................................................................... 26 Strategy .............................................................................................. 28 M&A activity ........................................................................................ 31 Corporate governance ........................................................................ 34 Board of Directors & committees .................................................... 34 Management Board & committees ................................................. 37 Internal Audit Commission ............................................................. 40 Remuneration of members of the Board of Directors and the Management Board ............................................................. 40 Dividend policy ................................................................................ -
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. -
B-1 APPENDIX B DESCRIPTION of SELECTED COMPETITORS This
APPENDIX B DESCRIPTION OF SELECTED COMPETITORS This Appendix provides general descriptions of selected competitors for telecommunications services in a number of categories: ILECs/IXCs (other than BellSouth and AT&T); other network providers; CLECs; wireless carriers (other than Cingular); cable providers; system integrators; equipment vendors and value-added resellers; other VoIP service providers; fixed wireless broadband providers; and foreign-based carriers. Incumbent Local Exchange Carriers (ILECs) / Inter-Exchange Carriers (IXCs) With its acquisition of MCI, Verizon is an even stronger competitor for telecommunications services both for enterprise and mass market customers, combining MCI’s robust national and international IP network with one of the nation’s largest cellular and broadband networks. Verizon Business became the company’s new business unit combining the operations of the former Verizon Enterprise Solutions Group and MCI to provide a comprehensive portfolio of end-to-end communications and IP solutions to business and government customers.1 Verizon Business has one of the largest and most interconnected IP 1 Press Release, Verizon, Verizon Business, New Global Communications Provider, Opens for Business Worldwide; Launches Integrated Product Portfolio and Advertising Campaign (Jan. 23, 2006), available at http://newscenter.verizon.com/proactive/newsroom/release.vtml?id=93195; Press Release, Verizon, Verizon Business, New Global Communications Provider, Opens for Business Worldwide; Launches Integrated Product Portfolio and Advertising Campaign (Jan. 23, 2006), available at http://newscenter.verizon.com/proactive/newsroom/release.vtml?id=93195 (“Verizon Business' Fortune 500 customers include Boeing, CSX, and McDonald's among others. The company manages some of the world's most complex and sophisticated networks with some of the highest performance commitments available today for customers including NASDAQ and the Federal Aviation Administration . -
Peterstar?” the Story Seemed Curious Since Just the Day Before It Was Announced in the Media That Mr
1 SUCCEEDING IN THE RUSSIAN TELECOMMUNICATION ENVIRONMENT The Feb 27, 2001 (p. 11) edition of the St. Petersburg Times included a startling story titled “End of the Road for PeterStar?” The story seemed curious since just the day before it was announced in the media that Mr. Sergei Kuznetsov, general director of PeterStar had been made the acting general director of Rostelecom pending almost certain share approval from the shareholders at their meeting scheduled for March 11, 2001. ZAO PeterStar was founded in October 1992 at the dawn of the emergence of the free markets and Perestroika in Russia. PeterStar was formed with the participation of Leningrad City Telephone Network2. Before 1992 all communication services in Russia were controlled directly by the Ministry of Communications without making any distinction between postal services, TV and radio broadcasting and telecommunications. In 1992, the government split up these three sectors while the whole telecommunications sector was restructured, 79 regional telephone companies which provide local services, six local trunk network operators which provide toll switching and one long-distance and international services provider Rostelecom were created. In 1992-93, more than 4000 licenses were granted to private operators. These operators have primarily focused on value added services such as digital overlay networks (Sovintel, Comstar, Combellga, PeterStar), cellular services (Moscow Cellular Communications, Mobile TeleSystems, Vympelcom, Delta Telecom, Northwest GSM etc.) and paging services. These licenses were meant to be the pillars on which the new Russian telecommunication industry was to be built. All these players have been helped by the fact that the existing networks did not posses the necessary technical, human and financial resources to satisfy the growing demand for value added services. -
CES 2016 Exhibitor Listing As of 1/19/16
CES 2016 Exhibitor Listing as of 1/19/16 Name Booth * Cosmopolitan Vdara Hospitality Suites 1 Esource Technology Co., Ltd. 26724 10 Vins 80642 12 Labs 73846 1Byone Products Inc. 21953 2 the Max Asia Pacific Ltd. 72163 2017 Exhibit Space Selection 81259 3 Legged Thing Ltd 12045 360fly 10417 360-G GmbH 81250 360Heros Inc 26417 3D Fuel 73113 3D Printlife 72323 3D Sound Labs 80442 3D Systems 72721 3D Vision Technologies Limited 6718 3DiVi Company 81532 3Dprintler.com 80655 3DRudder 81631 3Iware Co.,Ltd. 45005 3M 31411 3rd Dimension Industrial 3D Printing 73108 4DCulture Inc. 58005 4DDynamics 35483 4iiii Innovations, Inc. 73623 5V - All In One HC 81151 6SensorLabs BT31 Page 1 of 135 6sensorlabs / Nima 81339 7 Medical 81040 8 Locations Co., Ltd. 70572 8A Inc. 82831 A&A Merchandising Inc. 70567 A&D Medical 73939 A+E Networks Aria 36, Aria 53 AAC Technologies Holdings Inc. Suite 2910 AAMP Global 2809 Aaron Design 82839 Aaudio Imports Suite 30-116 AAUXX 73757 Abalta Technologies Suite 2460 ABC Trading Solution 74939 Abeeway 80463 Absolare USA LLC Suite 29-131 Absolue Creations Suite 30-312 Acadia Technology Inc. 20365 Acapella Audio Arts Suite 30-215 Accedo Palazzo 50707 Accele Electronics 1110 Accell 20322 Accenture Toscana 3804 Accugraphic Sales 82423 Accuphase Laboratory Suite 29-139 ACE CAD Enterprise Co., Ltd 55023 Ace Computers/Ace Digital Home 20318 ACE Marketing Inc. 59025 ACE Marketing Inc. 31622 ACECAD Digital Corp./Hongteli, DBA Solidtek 31814 USA Acelink Technology Co., Ltd. Suite 2660 Acen Co.,Ltd. 44015 Page 2 of 135 Acesonic USA 22039 A-Champs 74967 ACIGI, Fujiiryoki USA/Dr. -
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. -
Special Projects
Universal Universal Service Fund Service Fund (~ 5th Floot, HBL Tower, Jinnah A"""ue Blue /Vea, lslilmabad Ph:OS1-9212308·9 Fax:OS1-9214261 www.usf.af9.Pk Directors' Report for FY 12-13 Directors' Report for FY 11-12 06-07 Directors' Report for FY 10-11 08-09 Directors' Report for FY 09-10 10-11 An overview of Universal Service Fund 14-15 Board of Directors Programmes 26-41 Future Outlook Financial Highlights Participation of USF in International & National Events _j .: I • I ' Universal ~1 Service F~ / \\_( Financial Performance Directors' Report Given below are details of the subsidies committed and the disbursed amounts for the projects: for FY 2012-13 PROGRAMME Subsidy committed for project Disbursed Amount awarded in FY 12-13 (in Millions) (in Millions) Directors' Report for FY 2012-13 With these achievements, USF has created a success story for Rural Telecom Programme the public-private partnership entities nationally and The Board of Directors of Universal Service Fund (USF) is Projects award in FY 20 12· 13 internationally. 3,952 303 pleased to present its report for t he Fina ncial Year 2012-13. (Turbat/Kech) Overview Projects award in FY 2011-1 2 (Mastung) 600 In fisca l year 2012-13, USF made vast progress in Projects award in FY 2009- 10 enhancement of e-services in rural and urban areas of t he (Nasira bad) 314 country. USF has also contributed in other fields such as establishment of Telemedicine networks and population 2 Broadband Programme living in underserved areas is significantly benefitting from such initiatives. -
Regional Telecoms
Global Equity Research Sector Flash Fixed-line telecoms Russia 28 August 2008 Regional telecoms TPs cut 7%-37% on tighter margins ● The regional telecoms’ non-consolidated RAS EBITDA margins lost 1pp-4pp y-o-y in 1H08 due to outpacing cost growth. Operating expenses (less depreciation) rose 8%-15% y-o-y in rubles (compared to top-line growth of 4%-8%), mainly driven by higher staff costs, interconnect payments and SG&A. As a result, four of the seven incumbents saw EBITDA decline 2%-7% y-o-y in rubles. ● We expect the underlying salary and interconnect cost increases to be reflected in the incumbents’ 1H08 IFRS results (due in September) despite the accounting differences. We reduce our 2008F EBITDA estimates for all the regional telecoms except Dalsvyaz by 5%- 15%, and now expect EBITDA margins of 28%-35% vs. our previous estimate of 32%-36%. ● We raise our projections for capex on acquisitions this year to reflect the companies’ spending on minority stakes in Hybrid Print Systems. We increase our 2008F capex/sales ratio for Centertelecom from 19% to 29%, as the company raised its 2008F capex guidance. ● We cut our 12-month TPs by 7%-37% due to lower operational forecasts and higher capex projections. We downgrade Centertelecom from Buy to Hold, following a 37% decrease in its 12-month TP to $0.49. We upgrade Southern Telecom from Sell to Hold due to the stock’s recent weakness, and maintain our Buy ratings for North-West Telecom, VolgaTelecom, Uralsvyazinform, Sibirtelecom and Dalsvyaz. ● Our top picks are Dalsvyaz and VolgaTelecom, given their upsides of 116% and 83%, respectively, to our new target prices and the fact that their 2008F EV/EBITDA multiples are below 3X. -
Status of Competition in the Telecommunications Industry
Report on the Status of Competition in the Telecommunications Industry A S O F D E C E M B E R 3 1, 2 0 1 9 Florida Public Service Commission Table of Contents Table of Contents ............................................................................................................................ ii List of Tables ................................................................................................................................. iii List of Figures ................................................................................................................................ iii List of Acronyms ........................................................................................................................... iv Executive Summary ........................................................................................................................ 1 Chapter I. Introduction and Background ....................................................................................... 3 A. Federal Regulation ................................................................................................................ 3 B. Florida Regulation ................................................................................................................. 6 C. Status of Competition Report ................................................................................................ 8 Chapter II. Wireline Competition Overview ............................................................................... 11 A. Incumbent -
Flexport® Wave
WHITE PAPER ® FlexPort µWave A Better Approach to High-Capacity Microwave Backhaul Page 1 of 11 WHITE PAPER The explosive need for capacity The need for backhaul capacity in mobile networks is exploding. The increasing presence of smart phones and the expectation of users that these phones provide the same experience as a desktop computer is the major driving force behind the proliferation of mobile data traffic. These devices are performing more and more functions and have features that require huge amounts of bandwidth. December 2009 marks the first time that data traffic exceeded voice generated calls. In a keynote speech at the Monaco Media Forum 2010, Ericsson President and CEO Hans Vestberg estimated that by 2020 there will be 50 billion connected devices! According to the Cisco Visual Networking Index Global Mobile Data Forecast, 2009-2014, by 2014 mobile traffic will have increased 39 times over 2009 levels while almost 66% of the mobile traffic will be video. The evolution from 2G/3G mobile networks to 4G creates challenges for operators that go well beyond the adoption of new handset air-interface technologies. 4G Long Term Evolution (LTE) and WiMAX capacity translate into aggregate base station capacities that grow from the tens of megabits per second common today to the hundreds. This in turn places demands on backhaul networks that drive a transition from copper and low-capacity microwave links to fiber and new gigabit wireless backhaul solutions. This growth in capacity is primarily driven by data services; therefore, operators also look to transition from circuits to packet-based architectures in order to more efficiently adapt to the new data-centric world.