DOCSLIB.ORG

Doosan Infracore

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Doosan Infracore Management Direction of Doosan September 2008 0 Disclaimer The information herein is provided for your convenience only. This document includes forward-looking statements including profit and loss estimates for 2008 and beyond. Such forward-looking statements involve both known and unknown risks, uncertainties and changes in market or other projected circumstances, which may cause actual results or performance to differ materially from stated or implied results or performance. Exchange rates and raw material prices could cause actual profits and revenue to differ materially from those stated and implied by such forward-looking statements. Please note that projections contained in this document reflect current market situations and management direction of Doosan and its affiliates, and may change or be modified in accordance with changes in market conditions and group strategy. The information is for information purposes only. We make no guarantees and assume no responsibility for the use of the information provided. Please do not base your investment decision on the information contained in this document. 1 Doosan is the 6th largest conglomerate in Korea (T KRW) Conglomerate ranking in Korea Key facts of Doosan (based on market capitalization) Ranking Market Cap Items Facts(’08 E) 1. Samsung 151.5 Revenue 23 2. LG 54.5 3. SK 39.5 EBITDA 2.4 4. Hyundai Motor Company 38.1 5. Hyundai Heavy Industries 27.5 Asset 26 6. Doosan 18.4 Total # of employees 35,300 7. Lotte 15.9 (August, ’08) 8. Kumho Asiana 11.0 9. GS 8.3 10. Hanjin 6.8 Source : `08. 7.17. Disclosure by Korea Exchange 2 Doosan is the oldest conglomerate in Korea with 112 years of history Early Market Restruct- Transition Growth Diversification Dominance uring to new biz. ~1900 `50 `60 `70 `80 `90 2000 `08~ Founded in 1896 Trading OB Beer Whisky Soju CocaCola Consumer Corn Product Goods Kimchi / Service Advertisement-Oricom Publication Fashion Capital 3M Nestle Kodak Construction Chemical Process Equipment Industrial Bottle/Can Packing Goods Electro-materials Power / Water / Casting & Forging Construction Equipment / Machine Tools / Industrial Vehicle 3 Doosan’s major affiliates Doosan Corp. • Electro-Materials • Liquor 41.2% (50.1%) Doosan Heavy • Power plant: nuclear/thermal Industry • Desalination plant • Casting/forging 38.9% 39.8% 20.0% 100% 51% (41.8%) (45.2%) (25.0%) Doosan Doosan Doosan Doosan Doosan Infracore* Mecatec Engine* Construction Capital** • Construction • CPE*** • Marine Diesel • Housing/civil/ • Installment/ equipment • Plant system Engine plant Lease finance • Industrial • Steel bridge • Corporate finance vehicles • Venture finance • Machine tool * Doosan Infracore owns 51.8% of DII shares and Doosan Engine owns 48.2% Listed ** Doosan Infracore holds another 20.0% share of Doosan Capital Private ***CPE: Chemical Process Equipment ( ) : % of share based on voting right 4 Table of contents • Change of Doosan • Doosan's Management Direction • Growth Strategy of Core Affiliates • Key Financials 5 Crisis in 1995 (B KRW) Cashflow from Operation 300 200 Debt (T KRW) 3.6 100 2.7 0 2.2 '90 '91 '92 '93 '94 '95 1.9 -100 1.4 Interest Expense 400 300 0 200 -0.4 100 -0.5 Significant negative 0 '90 '91 '92 '93 '94 '95 Cashflow cashflow CAPEX for Maintenance 160 120 -0.9 80 ‘91 ‘92 ‘93 ‘94 ‘95 40 0 L/E* 292% 376% 436% 544% 688% '90 '91 '92 '93 '94 '95 * Liability to Equity 6 Strategic changes for the last 10 years Take-off for global leadership Acquisition of new growth engine & portfolio transformation Successful restructuring 1996 2000 2006 •Restructuring •New start (2G Strategy) •Global M&As –3M, Nestle, Kodak –Growth of business –AES (US, ‘05) –OB, CocaCola, Seagram –Growth of people –Mitsui Babcock (UK, ’06) –Divestiture/ liquidation –IMGB (Romania, ’06) •Growth by M&A –Yonhap Capital (Finance, ’06) –Yantai Yuhua (China, ’07) •Improved financial structure −Doosan Heavy (former KHI) –CTI Engine (US, ’07) –D/E: 688% Æ 150% −Koryo Industrial Dev. (merged –Bobcat (US, ’07) into Doosan Construction) –Moxy (Norway, ’08) •Operation Improvement −Doosan Infracore (former −Introduction of performance Daewoo HI&M) •Continued restructuring enhancement programs –Kimch, etc •Management system upgrade 7 Doosan's change • Consumer Goods Æ ISB* • Domestic Æ Global Company • Local Leader Æ Global Leader * Infrastructure Support Business 8 Change from consumer goods to ISB* (T KRW) Business mix ISB affiliates : 20 (Revenue) 3.4 23 • Doosan Heavy 6.0 • Doosan Infracore 5.3 Industrial Goods • D I I 2.9 (33%) • Doosan Const. 2.0 • Doosan Engine 1.9 ISB • Doosan Mecatec 0.8 (87%) • IMGB / Babcock 1.2 Consumer Goods Non-ISB affiliates : 3 (67%) • Doosan Corp • Oricom Non-ISB -EM** BG • Samhwa C&C (13%) -Liquor BG • Doosan Capital ‘98 ’08(E) - Fashion BG • Neoplux - Publishing BG • Doosan Bears * Infrastructure Support Business ** Electro-Materials - Techpack BG 9 Change from domestic to Global company (T KRW, # of people) Revenue mix People mix 3.4 23 8,275 35,300 20 0.4 (0.2%) Overseas (12%) Overseas 15,100 (42.8%) 13 (57%) 3.0 8,255 Korea Korea (88%) (99.8%) 20,200 (57.2%) 10 (43%) ’98 ’08 ’98 ’08 10 Doosan's global network 91 subsidiaries, 45 branches, 29 plants, 3,800 dealers North Dacota, USA United Kingdom Beijing, China • MX, SSL, CTL production • Doosan Babcock Energy • China Holding Co. of plant of DII of Doosan Heavy Dubai, UAE • R&D Center of Doosan Infracore Doosan Heavy Belgium • Excavator/forklift production plant of Doosan Infracore Domestic plants • Doosan Infracore • Incheon ● ●●▲ • Changwon #1, #2 ● ● ● • Doosan Heavy ● ● Florida, USA ● Industries and ● ● • DHT, a desalination ● Construction company of Doosan • Changwon Heavy Yantai, China • Construction equipment Texas, USA Dobris, Czecho. India plant, Doosan Infracore • HF Controls, an • MX, SSL production • Doosan E&S instrument & control plant of DII • R&D Center of Doosan Sri Lanka system comp any Heavy • Doosan Heavy • Steel plant of Doosan ● Heavy ● Vietnam Doosan Group Romania • Casting & forging plant of • Steel structure production ● Subsidiaries 91 Papua New Guinea Doosan Heavy plant of Doosan Heavy Branches 45 • Power plant of Doosan • Boiler, HRSG production Dealers 3,800 plant of Doosan Heavy Heavy Infracore/Doosan Heavy Mfg. plant 29 Major plant projects 11 Change from local leader to global leader Local Market Position Global Market Position • Beer : #1 in Korea Doosan • Desalination MSF: #1 in Global (M/S 40%) • HRSG1) : #1 in Global (M/S 32%) Heavy • Soju : #2 in Korea • Crankshaft : #3 in Global (M/S 23%) • Casting/Forging : #1 in Global • Beverage* : #1 in Korea • Nuclear : #1 in Global : #1 in Korea • SSL/CTL2) : #1 in Global (M/S 39%) • Whisky Doosan • Attachment : #1 in Global (M/S 8%) Infracore • Portable Air : #1 in Global (M/S 28%) • Publishing : #1 in Korea Compressor • Fast Food : #1 in Korea • Excavator : #1 in China (M/S 20%) • Machine Tools : #4 in US (M/S 9%) • Kimchi : #1 in Korea Engine/ • Ship Engine : #2 in Global (M/S 25%) • CPE : #1 in Global • CCL** : #1 in Korea Mecatec * In carbonated soft drink 1) HRSG: Heat Recovery Steam Generator ** Copper Clad Laminate 2) SSL : Skid Steer Loader, CTL : Compact Track Loader 12 Growth of Doosan Revenue EBITDA (T KRW) (B KRW) 23.0 2,400 CAGR 18.6 2,103 21% CAGR 26% 11.8 1,013 6.9 670 3.4 247 '98 '02 '05 '07 '08(E) '98 '02 '05 '07 '08(E) 13 How did we make it happen? • "Cash is king!" • Bold restructuring • Transformation through Proactive M&A • Expertise in Operation • People Core Skills of management in Doosan 14 Cash is king! • Cashflow as top business priority – Cashflow based management system unique to Doosan – Most important factor for MBO (30%~40%) • Restructuring driven by cashflow, not by profit – Asset sales below the book value – Exit decision: Endure one-off big loss • Working Capital Management – DSO reduction: 154 days (`96) → 80 days (`01) • Management of adequate Capex and improvement of asset efficiency – Asset turnover: 0.63 (`96) → 0.73 (`01) 15 Bold restructuring Cash flow (B KRW) 923 • Portfolio restructuring 562 – Sale of key businesses : 13 biz 350 ㆍCoca Cola (’97), OB (’98), 13 182 Whisky (’98), etc ’95 ’96 ’97 ’98 ’99 ’00 ’01 – Divestiture of 12 businesses Financial ㆍVending machine, Pizza, Milk, etc -590 crisis -908 • Balance sheet restructuring Debt-to-equity* ratio (%) – ROIC < WACC as decision criteria 692 – Sale of real estate and idle assets 688 (e.g. Group HQ building) 333 – Sale of investment equity 191 (3M, Nestle, Kodak(’96)) 149 * Total liability '95 ‘96 ‘98 ‘00 ‘01 16 Proactive M&A and successful PMI •Stepping stone for transformation from consumer DHI acquisition goods company to heavy industry company •Acquisition based on fair value: 2.1x the market price – EBITDA Multiple: 7.5x in ’01 → 4.7x in ’04 •Successful turnaround: Market cap increase by 25~40x – Global leadership in power generation and desalination •Entry in construction equipment business DI acquisition •Acquisition based on fair value: 2.4x the market price – EBITDA Multiple: 14.5x in ’05 → 6.8x in ’08 •Successful turnaround: Market cap increase by 2.2~5x •M&A for global competitiveness: 9 companies Global M&A •Became Global Top 7 in construction equipment – Product/regional portfolio synergy – Basis for Global Top 3 in 2012 17 Doosan's principle of M&A: Strategic approach Pay Fair Value and focus on synergy : Double corp. value within 3~4yrs. Strategic objective M&A targets • AES (desalination) • Mitsui Babcock (generation) Technology / Skill • Yonhap Capital (financing) • CTI (engine) • Bobcat (construction equipment) • IMGB (casting & forging) • Yantai Yuhua (wheel loader) Product / Capacity • Bobcat(compact equipment) • Tong Myung Motrol (CE core parts) • Moxy (ADT, RDT*) Market / Network • Daewoo HI&M • Bobcat(network in US and Europe) * ADT: Articulated Dump Truck RDT: Rigid Dump Truck 18 Doosan's principle of M&A: Stick to financial guideline Revenue (T KRW) 30 M&A Bobcat growth 23 M&A DI 20 18.6 M&A DHI 15.9 11.8 10 6.2 6.1 8.7 3.4 3.1 ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 Debt to Affordable 7 EBITDA* 6.5 5.8 Good 5 4.0 3.9 3.9 3.6 2.5 3.0 2.9 Excellent 3 * Based on Net Debt ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 19 Value creation after M&A – DHI(incl.
Load more

Recommended publications
  • Company Profile Sbc Linear
    SBC Total Linear Motion Solution - Linear Rail System - Precision Ball Screw - Robot Carrier Guide - Cross Roller Guide - Linear Motion System SBC LINEAR www.sbclinear.co.kr COMPANY PROFILE Property of and Strictly Confidential to SBC Linear Table of Contents 『 SBC Linear 』Information Memorandum 『 Strictly Private & Confidential 』 1 Company Overview 03 2 Product Overview 07 3 Facility Overview 12 4 Clients & Competitors Overview 17 End of 2015 Property of and Strictly Confidential to SBC Linear 2 『 Strictly Private & Confidential 』 회사 소개 (Company’s Introduction) 『 SBC Linear 』Information Memorandum 1. 회사 개요 (Company Overview) 회사 개요 및 연혁 (Company Overview & History) . Incorporated in 1989. Manufacture and sales of Linear Rail System, Ball screws and etc. (necessary parts of factory automation system) / Exporting to 35 countries . 20 patents, 12 registered trademark, 4 production factories, a head office (Seoul) and 2 offices (Busan, Daegu), 150 employees ITEM INFORMATION YEAR INFORMATION Company SBC Linear Co., Ltd. 1989 • Incorporated (Seon Yeoung Trade company) Type of Manufacture and sales of Linear motion ball bearing 1993 • Outset of development for Linear rail system Business and etc. 1994 • Completion of the production factory (in Gimpo) Incorporated 07 September 1989 1995 • SBC Registered trademark LM Guide 1997 • Developed Linear rail system Ball Screw • Patent registration of Linear rail system Production 1999 Support Unit • “K-mark” certified by Korea Testing Laboratory Ball bushing (import) • Changed the company name to
    [Show full text]
  • Korean Multinationals Show Solid Recovery After Global Crisis
    Korean multinationals show solid recovery after global crisis Report dated November 16, 2010 EMBARGO: The contents of this report must not be quoted or summarized in the print, broadcast or electronic media before November 16, 2010, 10:00 a.m. Seoul; 1 a.m. GMT, and 9:00 p.m. November 15, 2010, New York. Seoul and New York, November 16, 2010 The Institute of International Affairs of the Graduate School of International Studies (GSIS) at Seoul National University in Seoul, and the Vale Columbia Center on Sustainable International Investment (VCC) at Columbia University in New York, are releasing the first annual report on leading Korean multinationals. The research for this report was conducted in 2010 and covers the period 2007 to 2009. 1 Highlights The Republic of Korea (henceforth ‘Korea’), the 11 th largest economy in the world, has now become one of the leading investors abroad. The number and the size of the corporate giants that dominate the economy have increased over the years, boosting and diversifying their investments around the world. Korea’s multinational enterprises ranked by their foreign assets (see table 1 below) show about USD 93 billion in assets held abroad. 2 Samsung Electronics Co., Ltd. (SEC), a member of a leading Korean conglomerate, ranked 1 st with slightly over USD 18 billion, followed by another top conglomerate member, LG Electronics, with over USD 10 billion dollars. Hyundai Heavy Industries Co., Ltd, and DSME Co., Ltd, had foreign assets of over USD 8 billion each and LG Display had over USD 6 billion. The top five firms together accounted for just over half of the total foreign assets of the top 20 companies.
    [Show full text]
  • Hankook Tire (Buy/TP: W57,000) Lower TP KOSPI 340,419 3,495 Solid Earnings to Overcome Concerns About Demand KOSPI 200 74,372 2,731 KOSDAQ 453,320 1,587
    February 5, 2013 KOREA Morning Company News & Analysis Major Indices Close Chg Chg (%) Doosan Corp. (Buy/TP: W160,000) Lower TP KOSPI 1,953.21 -4.58 -0.23 Going to painstaking lengths to eliminate risks KOSPI 200 256.89 -0.75 -0.29 KOSDAQ 501.32 -1.99 -0.40 Doosan Heavy I&C (Buy/TP: W60,000) Lower TP Construction business needs to get back on track Turnover ('000 shares, Wbn) Volume Value Hankook Tire (Buy/TP: W57,000) Lower TP KOSPI 340,419 3,495 Solid earnings to overcome concerns about demand KOSPI 200 74,372 2,731 KOSDAQ 453,320 1,587 Com2uS (Buy/TP :W60,000) Lower TP Market Cap (Wbn) Smartphone mobile games still in early stages of growth Value KOSPI 1,130,353 KOSDAQ 110,222 KOSPI Turnover (Wbn) Buy Sell Net Foreign 1,149 1,089 60 Institutional 821 896 -75 Retail 1,513 1,498 16 KOSDAQ Turnover (Wbn) Buy Sell Net Foreign 74 71 3 Institutional 82 73 9 Retail 1,434 1,445 -12 Program Buy / Sell (Wbn) Buy Sell Net KOSPI 717 748 -31 KOSDAQ 12 13 -2 Advances & Declines Advances Declines Unchanged KOSPI 339 477 70 KOSDAQ 316 616 65 KOSPI Top 5 Most Active Stocks by Value (Wbn) Price (W) Chg (W) Value Samsung Electronics 1,437,000 -4,000 367 KODEX LEVERAGE 12,210 -75 257 KODEX 200 25,925 -65 176 KODEX INVERSE 7,615 30 139 Hyundai Motor 203,500 -3,000 121 KOSDAQ Top 5 Most Active Stocks by Value (Wbn) Price (W) Chg (W) Value Victek 2,995 355 69 Celltrion 27,100 1,300 46 Com2us 37,800 650 46 ONSE TELECOM 543 70 38 Seoul Semiconductor 25,700 -1,500 29 Note: As of February 4, 2013 This document is a summary of a report prepared by Daewoo Securities Co., Ltd.
    [Show full text]
  • Doosan-Annual-Brochure-2017-En.Pdf
    Table of Contents 2 CEO Message 4 About Doosan A History of Transformation An Explosive Growth Record Global Expansion that Extends Our Reach The Doosan Credo Sponsorship 16 Our Infrastructure Support Businesses 38 Holding Company and Other Affiliates 54 Corporate Social Responsibility 68 Financial Review 74 Korea/Global Network Doosan has selected “ ” as the corporate slogan, which is based on the conviction that companies must contribute to humankind and help to shape the future. All Doosan employees now embrace this slogan, and we continue to enhance our capabilities as a global company through our unique value and philosophy. Doosan is working at this very moment to provide the basics necessary for improving the quality of people’s lives. Doosan’s presence can be found in every area of the infrastructure support business, which encompasses industrial facilities, machinery, heavy equipment and construction. You are invited to watch how we are helping to shape the future for all. CEO Message Extending our sincere gratitude to our shareholders and customers for their unwavering love and support for us, we pledge to be a global company that you can be proud of. To our esteemed shareholders and customers As Korea’s first modern company with 122 years of history, Doosan has gone through many changes and significant growth over the years. Toward the end of the 1990s, however, we started to make bolder, innovative moves to completely reshape ourselves at an unprecedented rate, and have achieved remarkable growth. As a result, Doosan has established itself as a world-class infrastructure support business (ISB) provider, with about 40,000 employees in 37 countries.
    [Show full text]
  • Recent Developments in the Public-Enterprise Sector of Korea
    This PDF is a selection from a published volume from the National Bureau of Economic Research Volume Title: Governance, Regulation, and Privatization in the Asia-Pacific Region, NBER East Asia Seminar on Economics, Volume 12 Volume Author/Editor: Takatoshi Ito and Anne O. Krueger, editors Volume Publisher: University of Chicago Press Volume ISBN: 0-226-38679-1 Volume URL: http://www.nber.org/books/ito_04-1 Conference Date: June 28-30, 2001 Publication Date: January 2004 Title: Recent Developments in the Public-Enterprise Sector of Korea Author: Il Chong Nam URL: http://www.nber.org/chapters/c10186 4 Recent Developments in the Public-Enterprise Sector of Korea Il Chong Nam 4.1 Introduction The government has always been the dominant figure in the corporate landscape of Korea. This is not surprising, considering that Korea has a relatively short history of capitalism and that the government played a de- cisive role in the fast industrialization process that began in the 1960s. An important aspect of the economic development strategy of the successive administrations was the creation of large firms in modern industries that realize economies of scale and scope. Many large commercial Korean firms were established by the chaebol system, which crucially depended on the government’s intervention in the financial market. Following the heavy and chemical industry drive of the mid-1970s, the automobile, shipbuild- ing, electronics, chemical, and oil refinery industries, as well as a host of others (including construction), were erected in this manner.1 The government’s involvement has been more direct in the remaining in- dustries that require large amounts of capital to start and maintain the business.
    [Show full text]
  • Download Doosan Corporate Brochure
    GLOBAL NETWORK EUROPE [NEW DELHI OFFICE] TAIPEI OFFICE Branches 16th Floor, DLF Square Building, 8F-7, No.495, Guangfu S. Rd., Taipei, Taiwan Subsidiaries Jacaranda Marg, Near NH-8, DLF Tel 63 2 949 8060 ABU DHABI OFFICE Phase-II, Gurgaon, Haryana 122 002, India # 508, Al Ghaith Tower, Hamdan Street, DOOSAN POWER SYSTEMS LTD. Tel 91-124-439-8200 P.O. Box 27767, Abu Dhabi, UAE Doosan House, Crawley Business Fax 91-124-414-7006 AMERICAS Tel 971-2-627-6273 Quarter, Manor Royal, Crawley, Fax 971-2-627-6274 [KOLKATA OFFICE] West Sussex, RH10 9AD, United Kingdom Subsidiaries South City Pinnacle, Mangalam Business Tel 44-1293-612888 CAIRO OFFICE Center Suite No - 1214, 12th Floor, Salt Fax 44-1293-584321 DOOSAN HEAVY INDUSTRIES 2nd Floor, Land Mark Building 1, Lake, Sector – V Kolkata – 700091 AMERICA CORP. 67 El Teseen St., 5th Settlement, New Cairo T- 91 33 4019-3425 Tel 20-2-2537-1040 DOOSAN BABCOCK F- 91 33 4019-3430 10th Floor, Parker Plaza, 400 Kelby Street, Porterfield Road, Renfrew, Fort Lee, NJ 07024, USA Fax 20-2-2537-1041 PA4 8DJ, United Kingdom DOOSAN HEAVY INDUSTRIES Tel 1-201-944-4554 31, 24 Tel 44-141-886-4141 VIETNAM CO., LTD. (DOOSAN VINA) Fax 1-201-944-5022 DUBAI OFFICE Fax 44-141-885-3338 Dung Quat Economic Zone, Office Unit No. 2202/2203, 22nd Floor Binh Thuan Commune Binh Son District, DOOSAN ATS AMERICA, LLC Ubora Tower, Al Abraj Street, Business Bay DOOSAN Škoda POWER Quangngai Province, Vietnam 11360 N. Jog Road, Palm Beach P.O.
    [Show full text]
  • Trade Marks Inter Partes Decision O/211/15
    O-211-15 TRADE MARKS ACT 1994 IN THE MATTER OF CONSOLIDATED PROCEEDINGS BETWEEN BABCOCK INTERNATIONAL LIMITED AND BABCOCK POWER UK LIMITED CONCERNING BABCOCK POWER UK LIMITED’S APPLICATION UNDER NO 84234 TO REVOKE REGISTRATION NO 756324 IN THE NAME OF BABCOCK INTERNATIONAL LIMITED BABCOCK POWER UK LIMITED’S APPLICATION UNDER NO 84235 TO REVOKE REGISTRATION NO 756324 IN THE NAME OF BABCOCK INTERNATIONAL LIMITED BABCOCK POWER UK LIMITED’S APPLICATION UNDER NO 84236 TO REVOKE REGISTRATION NO 1283519 IN THE NAME OF BABCOCK INTERNATIONAL LIMITED BABCOCK POWER UK LIMITED’S APPLICATION UNDER NO 84237 TO REVOKE REGISTRATION NO 1283519 IN THE NAME OF BABCOCK INTERNATIONAL LIMITED BABCOCK INTERNATIONAL LIMITED’S OPPOSITION UNDER NO 103564 TO BABCOCK POWER UK LIMITED’S APPLICATION FOR REGISTRATION UNDER NO 2601397 AND BABCOCK INTERNATIONAL LIMITED’S OPPOSITION UNDER NO 103567 TO BABCOCK POWER UK LIMITED’S APPLICATION FOR REGISTRATION UNDER NO 2601670 1. This decision concerns six sets of proceedings as follows: 1: An application under No 84232 by Babcock Power UK Ltd (“BPUK”) to revoke registration No 756324 in the name of Babcock International Ltd (“BIL”). The registration is for the mark BABCOCK, which was entered into the register on 3 August 1956 and is registered for the following goods: Class 11 Boilers (not parts of machines), reheaters being parts of steam generating installations, heat exchangers, (not parts of machines), air heating appliances, fuel economising apparatus, automatic and mechanical stokers, furnace grates, fuel burners,
    [Show full text]
  • 05-December-2012 Register of Sponsors Licensed Under the Points-Based System
    REGISTER OF SPONSORS (Tiers 2 & 5 and Sub Tiers Only) DATE: 05-December-2012 Register of Sponsors Licensed Under the Points-based System This is a list of organisations licensed to sponsor migrants under Tiers 2 & 5 of the Points-Based System. It shows the organisation's name (in alphabetical order), the tier(s) they are licensed for, and whether they are A-rated or B-rated against each sub-tier. A sponsor may be licensed under more than one tier, and may have different ratings for each tier. No. of Sponsors on Register Licensed under Tiers 2 and 5: 25,750 Organisation Name Town/City County Tier & Rating Sub Tier (aq) Limited Leeds West Yorkshire Tier 2 (A rating) Tier 2 General ?What If! Ltd London Tier 2 (A rating) Tier 2 General Tier 2 (A rating) Intra Company Transfers (ICT) @ Bangkok Cafe Newcastle upon Tyne Tyne and Wear Tier 2 (A rating) Tier 2 General @ Home Accommodation Services Ltd London Tier 2 (A rating) Tier 2 General Tier 5TW (A rating) Creative & Sporting 1 Life London Limited London Tier 2 (A rating) Tier 2 General 1 Tech LTD London Tier 2 (A rating) Tier 2 General 100% HALAL MEAT STORES LTD BIRMINGHAM West Midlands Tier 2 (A rating) Tier 2 General 1000heads Ltd London Tier 2 (A rating) Tier 2 General 1000mercis LTD London Tier 2 (A rating) Tier 2 General Tier 2 (A rating) Intra Company Transfers (ICT) 101 Thai Kitchen London Tier 2 (A rating) Tier 2 General 101010 DIGITAL LTD NEWARK Page 1 of 1632 Organisation Name Town/City County Tier & Rating Sub Tier Tier 2 (A rating) Tier 2 General 108 Medical Ltd London Tier 2 (A rating) Tier 2 General 111PIX.Com Ltd London Tier 2 (A rating) Tier 2 General 119 West st Ltd Glasgow Tier 2 (A rating) Tier 2 General 13 Artists Brighton Tier 5TW (A rating) Creative & Sporting 13 strides Middlesbrough Cleveland Tier 2 (A rating) Tier 2 General 145 Food & Leisure Northampton Northampton Tier 2 (A rating) Tier 2 General 15 Healthcare Ltd London Tier 2 (A rating) Tier 2 General 156 London Road Ltd t/as Cake R us Sheffield S.
    [Show full text]
  • Utility-Scale Energy Storage Systems Integrators Assessment of Strategy and Execution for 14 Energy Storage Systems Integrators
    RESEARCH REPORT Navigant Research Leaderboard Report: Utility-Scale Energy Storage Systems Integrators Assessment of Strategy and Execution for 14 Energy Storage Systems Integrators Published 3Q 2016 Alex Eller Research Analyst Anissa Dehamna Principal Research Analyst Navigant Research Leaderboard Report: Utility-Scale Energy Storage Systems Integrators Section 1 EXECUTIVE SUMMARY 1.1 Market Introduction The energy storage systems integration (ESSI) market has grown increasingly competitive and crowded over the past year. The role of systems integrators has been a focal point for innovation in a rapidly growing storage industry in need of technical expertise and reputable vendors. Although the utility-scale energy storage industry has grown substantially in the past 2 years, expectations for the industry over the coming decade will dwarf previous developments. Worldwide, the industry is expected to generate $1.6 billion in revenue in 2016. This is anticipated to grow to $18.3 billion in annual revenue by 2025. Market growth and technological innovation is occurring much faster in the leading markets of North America, Western Europe, and Asia Pacific. While there are a number of competing storage technologies with differing characteristics matched for certain applications, battery energy storage systems (BESSs) are emerging as the leading technology worldwide. Thus, this Leaderboard Report is focused on battery technologies. According to Navigant Research’s Energy Storage for the Grid and Ancillary Services report, these technologies are expected to account for 75.3% of revenue from 2016 to 2025 in the global utility-scale energy storage market. The leading companies profiled in this study all specialize in the integration of BESSs.
    [Show full text]
  • Babcock Is an Engineering Services Specialist
    Aligned for growth Archie Bethel, Chief Executive Investor seminar 14 March 2017 1Babcock International – Realignment Presentation - March 2017 Disclaimer This document has been prepared by Babcock International Group PLC (the “Company”) solely for use at a presentation in connection with the Company’s Re-alignment Seminar for analysts and investors on 14 March 2017. For the purposes of this notice, the presentation that follows (the “Presentation”) shall mean and include the slides that follow, the oral presentation of the slides by the Company, the question-and-answer session that follows that oral presentation, hard copies of this document and any materials distributed at, or in connection with, that presentation. The Presentation 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 in any jurisdiction or an inducement to enter into investment activity. No part of this Presentation, nor the fact of its distribution, should form the basis of, or be relied on in connection with, any contract or commitment or investment decision whatsoever. Statements in this Presentation, including those regarding the possible or assumed future or other performance of the Company or its industry or other trend projections, as well as statements about Babcock’s or management’s beliefs or expectations, may constitute forward-looking statements. By their nature, forward-looking statements involve known and unknown risks, uncertainties and other factors, many of which are beyond Babcock’s control. These risks, uncertainties and factors may cause actual results, performance or developments to differ materially from those expressed or implied by such forward-looking statements.
    [Show full text]
  • Carbon Capture Journal
    CCJ10:Layout 1 14/07/2009 10:50 Page 1 Doosan Babcock - the future of energy in the UK Sulzer - putting a chill on global warming July / August 2009 Issue 10 High rate CO2 injection into oil reservoirs for EOR and storage Cryogenic carbon capture technology Revaluing mine waste rock for carbon capture and storage Transporting CO2 by pipeline: US issues and opportunities Element Energy - new study into CO2 pipeline infrastructure CCJ10:Layout 1 14/07/2009 10:51 Page 2 www.senergyworld.com Your answer to carbon storage is here NEW CCS Training Course (1 Day) – Fee: £690 (Inc. VAT) Introduction to the Geological Storage of Carbon Dioxide Highly acclaimed course now updated to incorporate current thinking on the workflows required to appraise and qualify storage sites. Instructors: Grahame Smith (Technical Head, Carbon Storage), Dr Mark Raistrick (Geologist and MMV Specialist) Banchory (Aberdeen) Thursday 1st October, 2009 London Thursday 8th October, 2009 For full course description and details visit www.senergyworld.com/training or email [email protected] Over 400 leading geological, geophysical, reservoir engineering and well engineering consultants across more than 15 international locations, engineering the smart solutions to your carbon storage challenges. Senergy - results driven by Brainergy® Site selection, injectivity, storage capacity, reservoir integrity, flow/phase studies, storage simulation, enhanced hydrocarbon recovery, monitoring, facilities requirements, commercial services. United Kingdom Ireland Norway Russia United
    [Show full text]
  • Will the Chaebol Reform Process Move Forward Under the Moon Jae-In Administration? —Future Directions and Challenges—
    Will the Chaebol Reform Process Move Forward under the Moon Jae-in Administration? —Future Directions and Challenges— By Hidehiko Mukoyama Senior Economist Economics Department Japan Research Institute Summary 1. Collusive links between politics and business were a major focus during South Korea’s 2017 presidential election. In an address to the national after his election victory, President Moon Jae-in promised to carry out reforms targeting the chaebol (industrial conglomerates) and eliminate collusion between politicians and business people. The purpose of this article is to clarify how the chaebol reform process is likely to proceed, what the focal points will be, and the issues that could arise. 2. The economic policy of the Moon Jae-in administration is based on the four pillars of income-driven growth, the establishment of an economy that will generate jobs, fair competition (including chaebol reform), and growth through innovation. Immediately after taking power, President Moon Jae-in announced policies targeted toward income-driven growth. Efforts to achieve growth through innovation began in the fall of 2017. The chaebol reform process has not yet begun. 3. Chaebol reform is necessary for several reasons. First, the concentration of economic power in the hands of the chaebol is producing harmful effects, including growing economic disparity, and a lack of jobs for young workers. Second, there have been numerous fraud cases relating to the inheritance of management rights by members of the chaebol families. Third, the chaebol have repeatedly colluded with politicians. 4. One reason for repeated cases of business-political collusion is the enormous amount of au- thority wielded by the South Korean president.
    [Show full text]