Argor Heraeus: Download / Links: "Links to some of our partners and other gold related sites:
W.C. Heraeus, Hanau www.wc-heraeus.com
Commerzbank International, Luxembourg www.commerzbank.com
Münze Österreich, Vienna www.austrian-mint.at
OVD Kinegram AG, Zug www.kinegram.com
London Bullion Market Exchange, London www.lbma.org.uk
World Gold Council, London www.gold.org
PDF Documents for Download
General Terms of Delivery -- Switzerland English Deutsch Français
General Terms of Delivery -- Germany Deutsch
Regulations governing Consignment Stock and Metal Accounts English Deutsch Français
Code of Conduct English"
Sunday, May 31, 2009
Swiss Federal Council - Wikipedia, the free encyclopedia
Swiss Federal Council - Wikipedia, the free encyclopedia: "Incumbent
Eveline Widmer-Schlumpf
Moritz Leuenberger
Micheline Calmy-Rey
Pascal Couchepin
Doris Leuthard
Hans-Rudolf Merz
Ueli Maurer"
Eveline Widmer-Schlumpf
Moritz Leuenberger
Micheline Calmy-Rey
Pascal Couchepin
Doris Leuthard
Hans-Rudolf Merz
Ueli Maurer"
Paul A. Volcker - Federal Reserve Bank of New York
Paul A. Volcker - Federal Reserve Bank of New York: "Paul A. Volcker
Paul A. Volcker Paul Volcker became president on August 1, 1975, at the age of 47. As president, he also served as vice chairman of the FOMC. Previously he served in a variety of positions with the Treasury, Chase Manhattan Bank, and the New York Fed.
Mr. Volcker was born on September 1927 in Cape May, New Jersey. He earned a bachelor of arts degree, summa cum laude, from Princeton in 1949, and a master of arts degree in political economy and government from the Harvard University Graduate School of Public Administration in 1951. From 1951 to 1952, he was Rotary Foundation Fellow at the London School of Economics.
Mr. Volcker’s experience with the New York Fed began when he worked as a research assistant in the research department during the summers of 1949 and 1950. He returned to the New York Fed as an economist in the research department in 1952, and became a special assistant in the securities department in 1955. Two years later, he resigned to become a financial economist at Chase Manhattan Bank.
In 1962, he joined the Treasury as Director of the Office of Financial Analysis, and in 1963 he was appointed Deputy Undersecretary for Monetary Affairs. In 1965, he rejoined Chase Manhattan as vice president and director of forward planning.
From 1969 to 1974, he was Undersecretary of the Treasury for Monetary Affairs. His five-and-a-half-year tenure covered a period of rapid change in international and domestic financial affairs.
After leaving the Treasury, Mr. Volcker became senior fellow at the Woodrow Wilson School of Public and International Affairs at Princeton University for the 1974-75 academic year.
He was named chairman of the Board of Governors of the Federal Reserve System by President Carter, and was sworn in on August 6, 1979. He served until August 11, 1987."
Paul A. Volcker Paul Volcker became president on August 1, 1975, at the age of 47. As president, he also served as vice chairman of the FOMC. Previously he served in a variety of positions with the Treasury, Chase Manhattan Bank, and the New York Fed.
Mr. Volcker was born on September 1927 in Cape May, New Jersey. He earned a bachelor of arts degree, summa cum laude, from Princeton in 1949, and a master of arts degree in political economy and government from the Harvard University Graduate School of Public Administration in 1951. From 1951 to 1952, he was Rotary Foundation Fellow at the London School of Economics.
Mr. Volcker’s experience with the New York Fed began when he worked as a research assistant in the research department during the summers of 1949 and 1950. He returned to the New York Fed as an economist in the research department in 1952, and became a special assistant in the securities department in 1955. Two years later, he resigned to become a financial economist at Chase Manhattan Bank.
In 1962, he joined the Treasury as Director of the Office of Financial Analysis, and in 1963 he was appointed Deputy Undersecretary for Monetary Affairs. In 1965, he rejoined Chase Manhattan as vice president and director of forward planning.
From 1969 to 1974, he was Undersecretary of the Treasury for Monetary Affairs. His five-and-a-half-year tenure covered a period of rapid change in international and domestic financial affairs.
After leaving the Treasury, Mr. Volcker became senior fellow at the Woodrow Wilson School of Public and International Affairs at Princeton University for the 1974-75 academic year.
He was named chairman of the Board of Governors of the Federal Reserve System by President Carter, and was sworn in on August 6, 1979. He served until August 11, 1987."
President's Economic Recovery Advisory Board - Wikipedia, the free encyclopedia
President's Economic Recovery Advisory Board - Wikipedia, the free encyclopedia: "The President and Mr. Volcker announced the board's membership on February 6, 2009'[7]. Members include
* Jeffrey Immelt, General Electric chief executive
* James W. Owens, head of Caterpillar
* Robert Wolf, chairman and CEO of UBS Group Americas
* Mark T. Gallogly[8], founder and managing partner at Centerbridge Partners L.P.[9]
* Penny Pritzker, chair and founder of Pritzker Realty Group and Classic Residence by Hyatt
* John Doerr, partner at Kleiner, Perkins, Caufield & Byers
* Monica C. Lozano[10], publisher and CEO of La Opinion
* Charles E. Phillips, Jr., president of Oracle Corporation.
* Richard L. Trumka, secretary-treasury of the AFL-CIO
* Anna Burger, secretary-treasurer of the Service Employees International Union and chair of Change to Win.
* William H. Donaldson, former Securities and Exchange Commission chairman
* Laura D'Andrea Tyson, professor at the Haas School of Business at the University of California, Berkeley
* Martin Feldstein, former chief economic advisor to President Ronald Reagan, economics professor, and member of the Board of Directors of American International Group (AIG)[11]
* Roger W. Ferguson, Jr., chief executive of TIAA-CREF.
* David F. Swensen, CIO at Yale University[12]"
* Jeffrey Immelt, General Electric chief executive
* James W. Owens, head of Caterpillar
* Robert Wolf, chairman and CEO of UBS Group Americas
* Mark T. Gallogly[8], founder and managing partner at Centerbridge Partners L.P.[9]
* Penny Pritzker, chair and founder of Pritzker Realty Group and Classic Residence by Hyatt
* John Doerr, partner at Kleiner, Perkins, Caufield & Byers
* Monica C. Lozano[10], publisher and CEO of La Opinion
* Charles E. Phillips, Jr., president of Oracle Corporation.
* Richard L. Trumka, secretary-treasury of the AFL-CIO
* Anna Burger, secretary-treasurer of the Service Employees International Union and chair of Change to Win.
* William H. Donaldson, former Securities and Exchange Commission chairman
* Laura D'Andrea Tyson, professor at the Haas School of Business at the University of California, Berkeley
* Martin Feldstein, former chief economic advisor to President Ronald Reagan, economics professor, and member of the Board of Directors of American International Group (AIG)[11]
* Roger W. Ferguson, Jr., chief executive of TIAA-CREF.
* David F. Swensen, CIO at Yale University[12]"
President's Economic Recovery Advisory Board - Wikipedia, the free encyclopedia
President's Economic Recovery Advisory Board
- Wikipedia, the free encyclopedia:
"The President's Economic Recovery Advisory Board (PERAB) is a new panel of non-governmental experts from business, labor, academia and elsewhere that President of the United States Barack Obama created on February 6, 2009. The board will report regularly to Obama and his economic team on the current economic crisis and possible responses to it. Obama announced this new board on November 26, 2008, and also announced that it will be chaired by former Federal Reserve Chairman Paul Volcker with campaign economic adviser Austan Goolsbee as staff director and chief economist. In March 2007, Goolsbee wrote a New York Times article defending subprime mortgages which helped trigger the global economic crisis of 2008 which the Recovery Advisory Board is focused on addressing.[1]"
- Wikipedia, the free encyclopedia:
"The President's Economic Recovery Advisory Board (PERAB) is a new panel of non-governmental experts from business, labor, academia and elsewhere that President of the United States Barack Obama created on February 6, 2009. The board will report regularly to Obama and his economic team on the current economic crisis and possible responses to it. Obama announced this new board on November 26, 2008, and also announced that it will be chaired by former Federal Reserve Chairman Paul Volcker with campaign economic adviser Austan Goolsbee as staff director and chief economist. In March 2007, Goolsbee wrote a New York Times article defending subprime mortgages which helped trigger the global economic crisis of 2008 which the Recovery Advisory Board is focused on addressing.[1]"
Euro Banking Association - Wikipedia, the free encyclopedia
Euro Banking Association - Wikipedia, the free encyclopedia: "Members of Euro Banking Association
Austria
Allgemeine Sparkasse Oberösterreich · Bank für Tirol und Vorarlberg AG · BKS Bank AG · Dornbirner Sparkasse Bank AG · Erste Group Bank AG · Oberbank AG · Oesterreichische Nationalbank · Raiffeisen Zentralbank Österreich AG · Raiffeisenlandesbank Oberösterreich AG · Raiffeisen-Landesbank Tirol Aktiengesellschaft · Steiermärkische Bank und Sparkassen AG
Belgium
Dexia Bank SA · Fortis Bank SA/NV · KBC Bank NV · La Poste SA de droit public
Cyprus
Bank of Cyprus Public Company Limited · Hellenic Bank Ltd. · Marfin Popular Bank Ltd.
Denmark
Amagerbanken A/S · Arbejdernes Landsbank A/S · Danske Andelskassers Bank A/S · Danske Bank A/S · DiBa Bank A/S · Djurslands Bank A/S · Fionia Bank A/S · Jyske Bank A/S · Lokalbanken i Nordsjælland A/S · Nordjyske Bank A/S · Nørresundby Bank · Østjydsk Bank A/S · Ringkjøbing Bank · Ringkjøbing Landbobank · Roskilde Bank A/S · Skjern Bank · Spar Nord Bank · Sparekassen Kronjylland · Sparekassen Sjælland · Sydbank A/S · Vestfyns Bank A/S · Vestjysk Bank
Finland
Aktia Bank PLC · Bank of Åland PLC · Nordea Bank Finland PLC · Pohjola Bank PLC · Sampo Bank PLC · S-Bank LTD. · Tapiola Bank LTD
France
Banque Fédérative du Crédit Mutuel · Banque Michel Inchauspé - BAMI · Banque Palatine · BNP Paribas SA · BRED Banque Populaire · Caisse Nationale des Caisses d'Epargne et de Prévoyance · Compagnie Financière du Crédit Mutuel · Crédit Agricole SA · Crédit Coopératif · Crédit du Nord · HSBC France · La Banque Postale · Natixis · Société Générale · Société Marseillaise de Crédit (Group HSBC)
Germany
Berenberg Bank · BHF-Bank Aktiengesellschaft · Bremer Landesbank · Commerzbank AG · Deutsche Bank AG · Deutsche Bundesbank · Deutsche Postbank · DZ Bank AG · Europe Arab Bank Frankfurt · Hamburger Sparkasse AG · Landesbank Baden-Württemberg · Landesbank Berlin AG · Landesbank Hessen-Thüringen · Oldenburgische Landesbank · SECB Swiss EURO CLEARING Bank GmbH · Standard Chartered (Germany) GmbH · Volkswagen Bank GmbH · VTB Bank (Deutschland) AG · WestLB AG
Greece
Alpha Bank AE · EFG Eurobank Ergasias SA · National Bank of Greece SA · Piraeus Bank SA
Hungary
Magyar Nemzeti Bank
Ireland
Allied Irish Banks · Bank of Ireland
Italy
Banca Agricola Popolare di Ragusa · Banca del Fucino · Banca del Piemonte · Banca delle Marche S.p.A. · Banca di Cividale S.p.A. · Banca di Imola S.p.A. · Banca di Romagna S.p.A. · Banca d'Italia · Banca Monte dei Paschi di Siena S.p.A. · Banca Monte Parma S.p.A. · Banca Nazionale del Lavoro S.p.A. · Banca Popolare del Lazio · Banca Popolare dell'Alto Adige · Banca Popolare dell'Emilia Romagna · Banca Popolare di Intra · Banca Popolare di Milano · Banca Popolare di Sondrio · Banca Popolare di Spoleto · Banca Popolare di Vicenza · Banca Sella S.p.A. · Bancaperta S.p.A. · Banco Popolare Società Cooperativa · Cassa di Risparmio della Provincia di Chieti S.p.A. · Cassa di Risparmio della Provincia di Teramo S.p.A. · Cassa di Risparmio di Asti S.p.A. · Cassa di Risparmio di Cesena S.p.A. · Cassa di Risparmio di Fabriano e Cupramontana · Cassa di Risparmio di Fermo S.p.A. · Cassa di Risparmio di Ferrara S.p.A. · Cassa di Risparmio di Firenze S.p.A. · Cassa di Risparmio di Loreto S.p.A. · Cassa di Risparmio di Ravenna S.p.A. · Credito Emiliano S.p.A. · ICCREA Banca · Intesa Sanpaolo S.p.A. · Istituto Centrale delle Banche Popolari Italiane · Raiffeisen Landesbank Südtirol AG · UniCredit S.p.A. · Unione di Banche Italiane S.C.P.A. · UNIPOL Banca S.p.A.
Luxembourg
Banque et Caisse d'Epargne de l'Etat · Banque Raiffeisen · Dexia Banque Internationale à Luxembourg SA · Kredietbank SA Luxembourgeoise · Société Générale Bank & Trust
Netherlands
ABN Amro Bank NV · De Nederlandsche Bank · Fortis Bank (Nederland) N.V. · ING Bank NV · Rabobank Nederland
Poland
Bank BPH SA · Narodowy Bank Polski
Portugal
Banco BPI SA · Banco Comercial Portugues · Banco Espirito Santo SA · Caixa Central de Credito Agricola Mutuo · Caixa Geral de Depositos
Slovenia
Banka Slovenije
Spain
Banco Bilbao Vizcaya Argentaria SA · Banco Cooperativo Español SA · Banco de Sabadell SA · Banco Español de Credito · Banco Guipuzcoano SA · Banco Pastor SA · Banco Popular Español SA · Banco Santander, SA · Bankinter SA · Bilbao Bizkaia Kutxa · Caixa d'Estalvis de Catalunya · Caixa d'Estalvis i Pensions de Barcelona (La Caixa) · Caja de Ahorros de Galicia · Caja de Ahorros del Mediterraneo · Caja Gipuzkoa San Sebastian · Caja Laboral Popular Coop. de Credito · Caja Madrid · Confederacion Española de Cajas de Ahorros · Ibercaja · Ipar Kutxa Rural
Sweden
Skandinaviska Enskilda Banken (SEB) · Svenska Handelsbanken · Swedbank AB
United Kingdom
Bank of Scotland · Barclays Bank PLC · Citibank NA · HSBC Bank PLC · Lloyds TSB Bank PLC · National Westminster Bank PLC · Royal Bank of Scotland PLC · Standard Chartered Bank
Non-EU
National Australia Bank Limited (Australia) · Bank of China (China) · ICICI Bank UK Limited (India) · Bank of Tokyo-Mitsubishi UFJ Ltd. (Japan) · DnB NOR Bank (Norway) · Philippine National Bank (Europe) PLC (Philippines) · UBS AG (Switzerland) · MashreqBank psc (United Arab Emirates) · Bank of America, N.A. (USA) · J.P.Morgan Chase Bank N.A. (USA) · Wachovia Bank NA (USA) ·"
Austria
Allgemeine Sparkasse Oberösterreich · Bank für Tirol und Vorarlberg AG · BKS Bank AG · Dornbirner Sparkasse Bank AG · Erste Group Bank AG · Oberbank AG · Oesterreichische Nationalbank · Raiffeisen Zentralbank Österreich AG · Raiffeisenlandesbank Oberösterreich AG · Raiffeisen-Landesbank Tirol Aktiengesellschaft · Steiermärkische Bank und Sparkassen AG
Belgium
Dexia Bank SA · Fortis Bank SA/NV · KBC Bank NV · La Poste SA de droit public
Cyprus
Bank of Cyprus Public Company Limited · Hellenic Bank Ltd. · Marfin Popular Bank Ltd.
Denmark
Amagerbanken A/S · Arbejdernes Landsbank A/S · Danske Andelskassers Bank A/S · Danske Bank A/S · DiBa Bank A/S · Djurslands Bank A/S · Fionia Bank A/S · Jyske Bank A/S · Lokalbanken i Nordsjælland A/S · Nordjyske Bank A/S · Nørresundby Bank · Østjydsk Bank A/S · Ringkjøbing Bank · Ringkjøbing Landbobank · Roskilde Bank A/S · Skjern Bank · Spar Nord Bank · Sparekassen Kronjylland · Sparekassen Sjælland · Sydbank A/S · Vestfyns Bank A/S · Vestjysk Bank
Finland
Aktia Bank PLC · Bank of Åland PLC · Nordea Bank Finland PLC · Pohjola Bank PLC · Sampo Bank PLC · S-Bank LTD. · Tapiola Bank LTD
France
Banque Fédérative du Crédit Mutuel · Banque Michel Inchauspé - BAMI · Banque Palatine · BNP Paribas SA · BRED Banque Populaire · Caisse Nationale des Caisses d'Epargne et de Prévoyance · Compagnie Financière du Crédit Mutuel · Crédit Agricole SA · Crédit Coopératif · Crédit du Nord · HSBC France · La Banque Postale · Natixis · Société Générale · Société Marseillaise de Crédit (Group HSBC)
Germany
Berenberg Bank · BHF-Bank Aktiengesellschaft · Bremer Landesbank · Commerzbank AG · Deutsche Bank AG · Deutsche Bundesbank · Deutsche Postbank · DZ Bank AG · Europe Arab Bank Frankfurt · Hamburger Sparkasse AG · Landesbank Baden-Württemberg · Landesbank Berlin AG · Landesbank Hessen-Thüringen · Oldenburgische Landesbank · SECB Swiss EURO CLEARING Bank GmbH · Standard Chartered (Germany) GmbH · Volkswagen Bank GmbH · VTB Bank (Deutschland) AG · WestLB AG
Greece
Alpha Bank AE · EFG Eurobank Ergasias SA · National Bank of Greece SA · Piraeus Bank SA
Hungary
Magyar Nemzeti Bank
Ireland
Allied Irish Banks · Bank of Ireland
Italy
Banca Agricola Popolare di Ragusa · Banca del Fucino · Banca del Piemonte · Banca delle Marche S.p.A. · Banca di Cividale S.p.A. · Banca di Imola S.p.A. · Banca di Romagna S.p.A. · Banca d'Italia · Banca Monte dei Paschi di Siena S.p.A. · Banca Monte Parma S.p.A. · Banca Nazionale del Lavoro S.p.A. · Banca Popolare del Lazio · Banca Popolare dell'Alto Adige · Banca Popolare dell'Emilia Romagna · Banca Popolare di Intra · Banca Popolare di Milano · Banca Popolare di Sondrio · Banca Popolare di Spoleto · Banca Popolare di Vicenza · Banca Sella S.p.A. · Bancaperta S.p.A. · Banco Popolare Società Cooperativa · Cassa di Risparmio della Provincia di Chieti S.p.A. · Cassa di Risparmio della Provincia di Teramo S.p.A. · Cassa di Risparmio di Asti S.p.A. · Cassa di Risparmio di Cesena S.p.A. · Cassa di Risparmio di Fabriano e Cupramontana · Cassa di Risparmio di Fermo S.p.A. · Cassa di Risparmio di Ferrara S.p.A. · Cassa di Risparmio di Firenze S.p.A. · Cassa di Risparmio di Loreto S.p.A. · Cassa di Risparmio di Ravenna S.p.A. · Credito Emiliano S.p.A. · ICCREA Banca · Intesa Sanpaolo S.p.A. · Istituto Centrale delle Banche Popolari Italiane · Raiffeisen Landesbank Südtirol AG · UniCredit S.p.A. · Unione di Banche Italiane S.C.P.A. · UNIPOL Banca S.p.A.
Luxembourg
Banque et Caisse d'Epargne de l'Etat · Banque Raiffeisen · Dexia Banque Internationale à Luxembourg SA · Kredietbank SA Luxembourgeoise · Société Générale Bank & Trust
Netherlands
ABN Amro Bank NV · De Nederlandsche Bank · Fortis Bank (Nederland) N.V. · ING Bank NV · Rabobank Nederland
Poland
Bank BPH SA · Narodowy Bank Polski
Portugal
Banco BPI SA · Banco Comercial Portugues · Banco Espirito Santo SA · Caixa Central de Credito Agricola Mutuo · Caixa Geral de Depositos
Slovenia
Banka Slovenije
Spain
Banco Bilbao Vizcaya Argentaria SA · Banco Cooperativo Español SA · Banco de Sabadell SA · Banco Español de Credito · Banco Guipuzcoano SA · Banco Pastor SA · Banco Popular Español SA · Banco Santander, SA · Bankinter SA · Bilbao Bizkaia Kutxa · Caixa d'Estalvis de Catalunya · Caixa d'Estalvis i Pensions de Barcelona (La Caixa) · Caja de Ahorros de Galicia · Caja de Ahorros del Mediterraneo · Caja Gipuzkoa San Sebastian · Caja Laboral Popular Coop. de Credito · Caja Madrid · Confederacion Española de Cajas de Ahorros · Ibercaja · Ipar Kutxa Rural
Sweden
Skandinaviska Enskilda Banken (SEB) · Svenska Handelsbanken · Swedbank AB
United Kingdom
Bank of Scotland · Barclays Bank PLC · Citibank NA · HSBC Bank PLC · Lloyds TSB Bank PLC · National Westminster Bank PLC · Royal Bank of Scotland PLC · Standard Chartered Bank
Non-EU
National Australia Bank Limited (Australia) · Bank of China (China) · ICICI Bank UK Limited (India) · Bank of Tokyo-Mitsubishi UFJ Ltd. (Japan) · DnB NOR Bank (Norway) · Philippine National Bank (Europe) PLC (Philippines) · UBS AG (Switzerland) · MashreqBank psc (United Arab Emirates) · Bank of America, N.A. (USA) · J.P.Morgan Chase Bank N.A. (USA) · Wachovia Bank NA (USA) ·"
EPC | Knowledge Bank
EPC | Knowledge Bank: "Knowledge Bank
The knowledge bank contains publicly available information via documents or links to relevant websites. Within the two main topics, you will find the newly updated and most downloaded documents or links. You can also search for other information by selecting a topic or searching by key words.
EPC Documents
Relevant information about SEPA, the SEPA programme and key documents published by EPC.
Read more
Other SEPA Information
Documents published by other organisations involved in SEPA and provides a variety of useful information sources.
Read more
Latest files
* 18.05.09The EPC and GlobalPlatform sign MoU to align Mobile Contactless Technology
* 17.05.09SEPA Cards Standardisation Volume version 3.2.1
* 15.05.09Customer to Bank Security - Good Practices Guide
* 21.04.09e-Mandates e-Operating Model - Detailed Specification
* 21.04.09e-Mandates Oprating Model - High Level Definition
* 21.04.09Annex IX of the SEPA Core Direct Debit Scheme Rulebook v3.3 approved
Latest files
* 15.12.08SEPA Sixth Progress Report
* 15.12.08Banks Preparing for PSD
* 04.10.08SEPA 2008: Uniform Payment Instruments for Europe
* 04.10.08SEPA 2008: Einheitliche Zahlungsinstrumente fuer Europa
* 01.04.08ECOFIN Conclusions of 22 January 2007
* 07.12.07Banks Preparing for SEPA
Most consulted files
* 08.03.06SEPA Cards Framework
* 08.08.07Guide to the Adherence Process for the SEPA Credit Transfer Scheme
* 05.01.07PE-ACH/CSM Framework
Most consulted files
* 16.11.06SEPA Brochure 2006 issued by European Central Bank (ECB)
* 26.07.07SEPA 2008: Uniform Payment Instruments for Europe
* 27.11.06World Payments Report 2006 issued by ABN AMRO, Capgemini and EFMA"
The knowledge bank contains publicly available information via documents or links to relevant websites. Within the two main topics, you will find the newly updated and most downloaded documents or links. You can also search for other information by selecting a topic or searching by key words.
EPC Documents
Relevant information about SEPA, the SEPA programme and key documents published by EPC.
Read more
Other SEPA Information
Documents published by other organisations involved in SEPA and provides a variety of useful information sources.
Read more
Latest files
* 18.05.09The EPC and GlobalPlatform sign MoU to align Mobile Contactless Technology
* 17.05.09SEPA Cards Standardisation Volume version 3.2.1
* 15.05.09Customer to Bank Security - Good Practices Guide
* 21.04.09e-Mandates e-Operating Model - Detailed Specification
* 21.04.09e-Mandates Oprating Model - High Level Definition
* 21.04.09Annex IX of the SEPA Core Direct Debit Scheme Rulebook v3.3 approved
Latest files
* 15.12.08SEPA Sixth Progress Report
* 15.12.08Banks Preparing for PSD
* 04.10.08SEPA 2008: Uniform Payment Instruments for Europe
* 04.10.08SEPA 2008: Einheitliche Zahlungsinstrumente fuer Europa
* 01.04.08ECOFIN Conclusions of 22 January 2007
* 07.12.07Banks Preparing for SEPA
Most consulted files
* 08.03.06SEPA Cards Framework
* 08.08.07Guide to the Adherence Process for the SEPA Credit Transfer Scheme
* 05.01.07PE-ACH/CSM Framework
Most consulted files
* 16.11.06SEPA Brochure 2006 issued by European Central Bank (ECB)
* 26.07.07SEPA 2008: Uniform Payment Instruments for Europe
* 27.11.06World Payments Report 2006 issued by ABN AMRO, Capgemini and EFMA"
EPC | Homepage
EPC | Homepage: "The European Payments Council (EPC)
is the decision-making and coordination body of the European banking industry in relation to payments.
The EPC develops the payment schemes and frameworks necessary to realize the Single Euro Payments Area (SEPA). SEPA is an EU integration initiative in the area of payments designed to achieve the completion of the EU internal market and monetary union.
SEPA is the area where citizens, companies and other economic participants can make and receive payments in euro, within Europe, whether between or within national boundaries under the same basic conditions, rights and obligations, regardless of their location."
is the decision-making and coordination body of the European banking industry in relation to payments.
The EPC develops the payment schemes and frameworks necessary to realize the Single Euro Payments Area (SEPA). SEPA is an EU integration initiative in the area of payments designed to achieve the completion of the EU internal market and monetary union.
SEPA is the area where citizens, companies and other economic participants can make and receive payments in euro, within Europe, whether between or within national boundaries under the same basic conditions, rights and obligations, regardless of their location."
Single Euro Payments Area - Wikipedia, the free encyclopedia
Single Euro Payments Area - Wikipedia, the free encyclopedia: "The main points presented in the 39-page report are:
1. Banks must create greater awareness of SEPA, and must offer better products, based upon the SEPA infrastructure. Government should accelerate programs to adopt SEPA as the standard for its disbursements.
2. The banking industry must commit to work together to remove obstacles which might compromise the Nov 1 2009 launch date of the SEPA Direct Debit. Debates on the launch date, the validity of existing DD mandates, and interchange fees must be closed out rapidly.
3. Bank systems need to be improved to enable end-to-end straight-through-processing, originated by files submitted or by e-payment, e-invoicing, and m-payments.
4. The ECB wants to see a target end date for migration to SEPA products, and for exiting out of older credit transfer and direct debit.
5. The SEPA card framework in its current form has not yet delivered the reforms which the ECB wants. In particular, ECB wants to see a European card scheme emerging.
6. The ECB perceives a lack of consistency in card standards. It wants to ensure that a clear set of standards are adopted and promoted throughout the industry.
7. A common, high level of security for Internet banking, card payments and online payments is needed.
8. Clearing and settlement organisations in many countries have made good progress on SEPA, and several are upgrading from national to pan-European.
9. The banking industry, and its representative body, the EPC have not sufficiently involved other stakeholders. Furthermore, the EPC itself does not have sufficient resources or support to enable it to complete its task."
1. Banks must create greater awareness of SEPA, and must offer better products, based upon the SEPA infrastructure. Government should accelerate programs to adopt SEPA as the standard for its disbursements.
2. The banking industry must commit to work together to remove obstacles which might compromise the Nov 1 2009 launch date of the SEPA Direct Debit. Debates on the launch date, the validity of existing DD mandates, and interchange fees must be closed out rapidly.
3. Bank systems need to be improved to enable end-to-end straight-through-processing, originated by files submitted or by e-payment, e-invoicing, and m-payments.
4. The ECB wants to see a target end date for migration to SEPA products, and for exiting out of older credit transfer and direct debit.
5. The SEPA card framework in its current form has not yet delivered the reforms which the ECB wants. In particular, ECB wants to see a European card scheme emerging.
6. The ECB perceives a lack of consistency in card standards. It wants to ensure that a clear set of standards are adopted and promoted throughout the industry.
7. A common, high level of security for Internet banking, card payments and online payments is needed.
8. Clearing and settlement organisations in many countries have made good progress on SEPA, and several are upgrading from national to pan-European.
9. The banking industry, and its representative body, the EPC have not sufficiently involved other stakeholders. Furthermore, the EPC itself does not have sufficient resources or support to enable it to complete its task."
Single Euro Payments Area - Wikipedia, the free encyclopedia
Single Euro Payments Area - Wikipedia, the free encyclopedia:
"The Single Euro Payments Area (SEPA) initiative for the European financial infrastructure involves the creation of a zone for the euro in which all electronic payments are considered domestic, and where a difference between national and intra-European cross border payments does not exist. The project aims to improve the efficiency of cross border payments and turn the fragmented national markets for euro payments into a single domestic one: SEPA will enable customers to make cashless euro payments to anyone located anywhere in the area using only a single bank account and a single set of payment instruments.[1] The project includes the development of common financial instruments, standards, procedures, and infrastructure to enable economies of scale. This should in turn reduce the overall cost to the European economy of moving capital around the region (estimated today as 2%-3% of total GDP).[2]"
"The Single Euro Payments Area (SEPA) initiative for the European financial infrastructure involves the creation of a zone for the euro in which all electronic payments are considered domestic, and where a difference between national and intra-European cross border payments does not exist. The project aims to improve the efficiency of cross border payments and turn the fragmented national markets for euro payments into a single domestic one: SEPA will enable customers to make cashless euro payments to anyone located anywhere in the area using only a single bank account and a single set of payment instruments.[1] The project includes the development of common financial instruments, standards, procedures, and infrastructure to enable economies of scale. This should in turn reduce the overall cost to the European economy of moving capital around the region (estimated today as 2%-3% of total GDP).[2]"
PNB (Europe) : About Us
PNB (Europe)
"Philippine National Bank’s presence in the UK has undergone many changes over the years, before finally evolving into the entity it is today. PNB opened its London Representative Office in 1968 as a way of expanding its international services and facilities. Eight year later, on 2 January 1976, the office was converted into a branch through an interim authority to operate, which was issued by the Bank of England.
Seeing its business grow in the 80’s and 90’s, PNB London applied for authorisation to operate as a UK-incorporated bank, in order to capitalise on opportunities opened up by the European Economic Community. The authorisation was granted in July 1997 and the new subsidiary Philippine National Bank (Europe) Plc (PNBE), commenced trading on 1 September of the same year. Aside from foreign exchange remittance services, the bank then offered a fuller range of banking services including savings deposits, personal and business loans, letters of credit, equipment leasing.
On 1 October 1997, PNBE opened an extension office at Notting Hill Gate to serve the Filipino community in the West End seven days a week. Taking advantage of its UK bank status and the passporting rights within Europe, PNBE opened a branch in Paris in April 2007, to serve the Filipino population in that city. The possibilities of opening in other European countries are presently being considered.
PNB (Europe) Plc continues on the road of expansion and growth following its Corporate Headquarters’ relocation to premises in the West End in January 2009. This was done concurrently with the establishment of a new customer site in Earls Court to give better support to clients in that area. The siting of the Corporate Headquarters is part of the future progression of PNBE, which will be enhanced by Philippine National Bank’s forthcoming merger with Allied Banking Corporation (ABC). The existing operation of ABC in London is located in the same building. Throughout the years PNBE has been inspired by the Filipino community’s increasing demands for faster, more efficient and professional financial services. At present, the bank has a personnel complement of 27 highly-trained staff with an open policy to develop staff capacity according to its requirements.
PNBE continues to develop and offer the best possible services for its customers in the UK, Europe and the Philippines, with ever increasing usage of the internet for the customers ease and efficiency. PNBE continues to serve you as a fully secure home for your money offering better financial services."
"Philippine National Bank’s presence in the UK has undergone many changes over the years, before finally evolving into the entity it is today. PNB opened its London Representative Office in 1968 as a way of expanding its international services and facilities. Eight year later, on 2 January 1976, the office was converted into a branch through an interim authority to operate, which was issued by the Bank of England.
Seeing its business grow in the 80’s and 90’s, PNB London applied for authorisation to operate as a UK-incorporated bank, in order to capitalise on opportunities opened up by the European Economic Community. The authorisation was granted in July 1997 and the new subsidiary Philippine National Bank (Europe) Plc (PNBE), commenced trading on 1 September of the same year. Aside from foreign exchange remittance services, the bank then offered a fuller range of banking services including savings deposits, personal and business loans, letters of credit, equipment leasing.
On 1 October 1997, PNBE opened an extension office at Notting Hill Gate to serve the Filipino community in the West End seven days a week. Taking advantage of its UK bank status and the passporting rights within Europe, PNBE opened a branch in Paris in April 2007, to serve the Filipino population in that city. The possibilities of opening in other European countries are presently being considered.
PNB (Europe) Plc continues on the road of expansion and growth following its Corporate Headquarters’ relocation to premises in the West End in January 2009. This was done concurrently with the establishment of a new customer site in Earls Court to give better support to clients in that area. The siting of the Corporate Headquarters is part of the future progression of PNBE, which will be enhanced by Philippine National Bank’s forthcoming merger with Allied Banking Corporation (ABC). The existing operation of ABC in London is located in the same building. Throughout the years PNBE has been inspired by the Filipino community’s increasing demands for faster, more efficient and professional financial services. At present, the bank has a personnel complement of 27 highly-trained staff with an open policy to develop staff capacity according to its requirements.
PNBE continues to develop and offer the best possible services for its customers in the UK, Europe and the Philippines, with ever increasing usage of the internet for the customers ease and efficiency. PNBE continues to serve you as a fully secure home for your money offering better financial services."
Philippine National Bank (Europe) Plc : Homepage
Philippine National Bank (Europe) Plc : Homepage: "PNBE has moved from Queen Victoria Street
For all counter traffic - remittances, deposits, withdrawals, enquiries -
please visit the PNBE office in Earls Court
PNBE
Ground Floor
11 Kenway Road
London SW5 0RP
or the PNBE office in Notting Hill Gate
PNBE
First Floor
10 Pembridge Road
London W11 3HL
Telephone transactions will need to call the new telephone lines
020 7592 3000
020 7592 3030
the new PNBE corporate headquarters address and contact details are:
Philippine National Bank (Europe) Plc
Third Floor
114 Rochester Row
London SW1P 1JQ
Telephone: 020 7592 3000
Fax: 020 7976 6628
There are no counter facilities at this address."
For all counter traffic - remittances, deposits, withdrawals, enquiries -
please visit the PNBE office in Earls Court
PNBE
Ground Floor
11 Kenway Road
London SW5 0RP
or the PNBE office in Notting Hill Gate
PNBE
First Floor
10 Pembridge Road
London W11 3HL
Telephone transactions will need to call the new telephone lines
020 7592 3000
020 7592 3030
the new PNBE corporate headquarters address and contact details are:
Philippine National Bank (Europe) Plc
Third Floor
114 Rochester Row
London SW1P 1JQ
Telephone: 020 7592 3000
Fax: 020 7976 6628
There are no counter facilities at this address."
Stern Review on the Economics of Climate Change - HM Treasury
Stern Review on the Economics of Climate Change - HM Treasury: "Sir Nicholas Stern, Head of the Government Economic Service and Adviser to the Government on the economics of climate change and development, is delighted to present his report to the Prime Minister and the Chancellor of the Exchequer on the Economics of Climate Change:
* Full report
* Executive Summary and Executive Summary in other languages
* Postscript and Technical Annex to postscript
* Launch Press notice , Comments on the Review , launch presentation and speaking notes
* Supporting commissioned research
* Background to the Review
* Presentations by Sir Nicholas Stern
The Stern team has moved to the Office of Climate Change. Publications posted after the Stern Review including the series of papers printed in the World Economics Journal, are now available on the Stern team page on the Office of Climate Change website .
Some of the above documents are available in Adobe Acrobat Portable Document Format (PDF). If you do not have Adobe Acrobat installed on your computer you can download the software free of charge from the Adobe website . For alternative ways to read PDF documents and further information on website accessibility visit the HM Treasury accessibility page .
Hardcopies will be available from January at a charge of c. £29.99 + £3.50 postage and packing (quoting ISBN number: 0-521-70080-9). Copies can be ordered from Cambridge University Press via the website http://www.cambridge.org/9780521700801 , by fax on +44 (0)1223 315052 or post from the following address: Science Marketing, Freepost, Cambridge University Press, The Edinburgh Building, Cambridge, CB2."
* Full report
* Executive Summary and Executive Summary in other languages
* Postscript and Technical Annex to postscript
* Launch Press notice , Comments on the Review , launch presentation and speaking notes
* Supporting commissioned research
* Background to the Review
* Presentations by Sir Nicholas Stern
The Stern team has moved to the Office of Climate Change. Publications posted after the Stern Review including the series of papers printed in the World Economics Journal, are now available on the Stern team page on the Office of Climate Change website .
Some of the above documents are available in Adobe Acrobat Portable Document Format (PDF). If you do not have Adobe Acrobat installed on your computer you can download the software free of charge from the Adobe website . For alternative ways to read PDF documents and further information on website accessibility visit the HM Treasury accessibility page .
Hardcopies will be available from January at a charge of c. £29.99 + £3.50 postage and packing (quoting ISBN number: 0-521-70080-9). Copies can be ordered from Cambridge University Press via the website http://www.cambridge.org/9780521700801 , by fax on +44 (0)1223 315052 or post from the following address: Science Marketing, Freepost, Cambridge University Press, The Edinburgh Building, Cambridge, CB2."
Stern Review - Wikipedia, the free encyclopedia
Stern Review - Wikipedia, the free encyclopedia: "The Stern Review on the Economics of Climate Change is a 700-page report released on October 30, 2006 by economist Lord Stern of Brentford for the British government, which discusses the effect of climate change and global warming on the world economy. Although not the first economic report on climate change, it is significant as the largest and most widely known and discussed report of its kind.[1]
The Review's executive summary states that 'the Review first examines the evidence on the economic impacts of climate change itself, and explores the economic of stabilising greenhouse gases in the atmosphere. The second half of the Review considers the complex policy challenges involved in managing the transition to a low-carbon economy and in ensuring that societies can adapt to the consequences of climate change that can no longer be avoided'.[2] The most consequential criticisms are related to the low discount rate used to tackle this very long-term issue and the treatment of adaptation of future generations to a new global climate.[3]
Its main conclusion is that the benefits of strong, early action on climate change considerably outweigh the costs. It proposes that one percent of global gross domestic product (GDP) per annum is required to be invested in order to avoid the worst effects of climate change, and that failure to do so could risk global GDP being up to twenty percent lower than it otherwise might be. The Review[4] states that climate change is the greatest and widest-ranging market failure ever seen, presenting a unique challenge for economics. The Review provides prescriptions including environmental taxes to minimize the economic and social disruptions. It states, 'our actions over the coming few decades could create risks of major disruption to economic and social activity, later in this century and in the next, on a scale similar to those associated with the great wars and the economic depression of the first half of the 20th century. And it will be difficult or impossible to reverse these changes. Tackling climate change is the pro-growth stragegy for the longer term and it can be done in a way that does not cap the aspirations for growth of rich or poor countries.'[5][6] In June 2008 Stern increased the estimate to 2% of GDP to account for faster than expected climate change.[7]"
The Review's executive summary states that 'the Review first examines the evidence on the economic impacts of climate change itself, and explores the economic of stabilising greenhouse gases in the atmosphere. The second half of the Review considers the complex policy challenges involved in managing the transition to a low-carbon economy and in ensuring that societies can adapt to the consequences of climate change that can no longer be avoided'.[2] The most consequential criticisms are related to the low discount rate used to tackle this very long-term issue and the treatment of adaptation of future generations to a new global climate.[3]
Its main conclusion is that the benefits of strong, early action on climate change considerably outweigh the costs. It proposes that one percent of global gross domestic product (GDP) per annum is required to be invested in order to avoid the worst effects of climate change, and that failure to do so could risk global GDP being up to twenty percent lower than it otherwise might be. The Review[4] states that climate change is the greatest and widest-ranging market failure ever seen, presenting a unique challenge for economics. The Review provides prescriptions including environmental taxes to minimize the economic and social disruptions. It states, 'our actions over the coming few decades could create risks of major disruption to economic and social activity, later in this century and in the next, on a scale similar to those associated with the great wars and the economic depression of the first half of the 20th century. And it will be difficult or impossible to reverse these changes. Tackling climate change is the pro-growth stragegy for the longer term and it can be done in a way that does not cap the aspirations for growth of rich or poor countries.'[5][6] In June 2008 Stern increased the estimate to 2% of GDP to account for faster than expected climate change.[7]"
Euro Banking Association - Wikipedia, the free encyclopedia
Euro Banking Association - Wikipedia, the free encyclopedia:
"The Euro Banking Association was founded in Paris in 1985 by 18 commercial banks and the European Investment Bank. The European Commission as well as the Bank for International Settlements (BIS) supported the founding of the EBA. Since then, the number of members has risen to 189. The institutions come from all member states of the European Union and from Norway, Switzerland, Australia, China, India, Japan, the Philippines, the United Arab Emirates and the USA."
"The Euro Banking Association was founded in Paris in 1985 by 18 commercial banks and the European Investment Bank. The European Commission as well as the Bank for International Settlements (BIS) supported the founding of the EBA. Since then, the number of members has risen to 189. The institutions come from all member states of the European Union and from Norway, Switzerland, Australia, China, India, Japan, the Philippines, the United Arab Emirates and the USA."
Friday, May 29, 2009
IDENTIFICATION OF EGGPLANT VARIETIES RESISTANT
IDENTIFICATION OF EGGPLANT VARIETIES RESISTANT: "Protected Cultivation of High Value Vegetable Crops Using
Simple Nutrient Addition Program (SNAP) in Hydroponics
for Home and Commercial Growers"
Simple Nutrient Addition Program (SNAP) in Hydroponics
for Home and Commercial Growers"
UP Newsletter - University Of The Philippines System
UP Newsletter - University Of The Philippines System: "Agri in the City: UPLB develops soil-less farming
Jo. Florendo B. Lontoc
Now there is a way to grow certain fruits and vegetables by simply setting the plants in water mixed with a little amount of fertilizer. No need for soil, daily watering, and machines. The Institute of Plant Breeding (IPB) at UP Los Baños (UPLB), turning nuisance into opportunity, developed a basic kind of hydroponics that suits the needs of busy urban dwellers or the capital-strapped farmer-entrepreneurs.
IPB calls the system SNAP hydroponics, which stands for Simple Nutrient Addition Program—conceived shortly before 2000 when the IPB hydroponics set-up was beset with UPLB’s chronic power outages. With “brownouts” rendering the machines and controls that circulate water among the plants useless, researchers experimented on “stagnant” water and recycled materials to grow various gar-den fruits and vegetables.
This resulted in a technology that reduces hydroponics to its simplest and therefore, lowest cost, while keeping it usable for large-scale operation and sustaining industry demands. IPB has successfully raised tomatoes, lettuce, cucumber, zucchini, watermelon, melon, pepper, cauliflower, broccoli, and celery using the technology. Apparently, best suited for SNAP hydroponics are high-value plants that thrive in cool climate and moderate sun, but experiments are currently being conducted on other fruits and vegetables.
Farmers or garden enthusiasts can use Styrofoam fruit packaging and cups. The main stalk of the plant is held by coconut husks or sawdust placed in plastic or Styrofoam cups in which the seed or seed-ling is grown. The cups are inserted in cut-out portions of a flat cover—usually the Styrofoam cover in fruit packaging—that are placed above the Styrofoam tray holding the water. The cup has a perforated bottom from which the roots grow outward and spread in the water underneath. The same can be done using old pails and basins, which are best for larger plants.
Though the cover has extra holes to allow air into the water, the white color of the Styrofoam makes the set-up unattractive to mosquitoes. Set-ups in IPB did not experience any case of mosquito infestation.
Liquid fertilizer (available at P75 per liter at IPB, with commercial counterparts in the outside market) is applied in small amounts to the water. Because the plants are in the water, there is no need to water them daily. The crop needs only to be checked from time to time for pests or the usual diseases, which can be avoided by using screens. A certain depth must also be maintained for the solution so it must be replenished occasionally. Ideally in the urban setting, the “plant-trays” are positioned in the part of the house or condo unit that receives morning sunlight and some-where where rain does not fall. In farms, greenhouses can be used to protect them from the rain and direct noon sunlight.
The unused solution can be stored in a container that is sealed from light. The used solution can be recycled as fertilizer for other plants in the garden.
SNAP hydroponics re-searcher, Primitivo Jose A. Santos of IPB, says he is currently testing indigenous vegetables such as pechay, kangkong, camote tops, saluyot, ampalaya, and kalabasa for use with the technology. At the same time, he is also busy promoting the technology to interested parties and providing them with training. Already, he has helped entrepreneurs in nearby towns—such as San Jose, Batangas—make use of the technology in their farms. The IPB’s hydroponics research is being conducted with the help of the Department of Agriculture’s Bureau of Agricultural Research."
Jo. Florendo B. Lontoc
Now there is a way to grow certain fruits and vegetables by simply setting the plants in water mixed with a little amount of fertilizer. No need for soil, daily watering, and machines. The Institute of Plant Breeding (IPB) at UP Los Baños (UPLB), turning nuisance into opportunity, developed a basic kind of hydroponics that suits the needs of busy urban dwellers or the capital-strapped farmer-entrepreneurs.
IPB calls the system SNAP hydroponics, which stands for Simple Nutrient Addition Program—conceived shortly before 2000 when the IPB hydroponics set-up was beset with UPLB’s chronic power outages. With “brownouts” rendering the machines and controls that circulate water among the plants useless, researchers experimented on “stagnant” water and recycled materials to grow various gar-den fruits and vegetables.
This resulted in a technology that reduces hydroponics to its simplest and therefore, lowest cost, while keeping it usable for large-scale operation and sustaining industry demands. IPB has successfully raised tomatoes, lettuce, cucumber, zucchini, watermelon, melon, pepper, cauliflower, broccoli, and celery using the technology. Apparently, best suited for SNAP hydroponics are high-value plants that thrive in cool climate and moderate sun, but experiments are currently being conducted on other fruits and vegetables.
Farmers or garden enthusiasts can use Styrofoam fruit packaging and cups. The main stalk of the plant is held by coconut husks or sawdust placed in plastic or Styrofoam cups in which the seed or seed-ling is grown. The cups are inserted in cut-out portions of a flat cover—usually the Styrofoam cover in fruit packaging—that are placed above the Styrofoam tray holding the water. The cup has a perforated bottom from which the roots grow outward and spread in the water underneath. The same can be done using old pails and basins, which are best for larger plants.
Though the cover has extra holes to allow air into the water, the white color of the Styrofoam makes the set-up unattractive to mosquitoes. Set-ups in IPB did not experience any case of mosquito infestation.
Liquid fertilizer (available at P75 per liter at IPB, with commercial counterparts in the outside market) is applied in small amounts to the water. Because the plants are in the water, there is no need to water them daily. The crop needs only to be checked from time to time for pests or the usual diseases, which can be avoided by using screens. A certain depth must also be maintained for the solution so it must be replenished occasionally. Ideally in the urban setting, the “plant-trays” are positioned in the part of the house or condo unit that receives morning sunlight and some-where where rain does not fall. In farms, greenhouses can be used to protect them from the rain and direct noon sunlight.
The unused solution can be stored in a container that is sealed from light. The used solution can be recycled as fertilizer for other plants in the garden.
SNAP hydroponics re-searcher, Primitivo Jose A. Santos of IPB, says he is currently testing indigenous vegetables such as pechay, kangkong, camote tops, saluyot, ampalaya, and kalabasa for use with the technology. At the same time, he is also busy promoting the technology to interested parties and providing them with training. Already, he has helped entrepreneurs in nearby towns—such as San Jose, Batangas—make use of the technology in their farms. The IPB’s hydroponics research is being conducted with the help of the Department of Agriculture’s Bureau of Agricultural Research."
opac
opac: "The BAS Library offers online Catalogue Search Services though the Web OPAC (Online Public Access Catalogue). The bibliographic records of information materials held at the BAS' library can be searched through this interface. To search using BASIC interface, just enter a keyword or phrase in the textbox and then click the search icon.
Basic Search
Search for
Found 8 record(s) for the term(s) 'hydroponics'
Index
[ 1 ] Big money in hydroponics
Big money in hydroponics. M. A. Dorado & C. B. Balingbing. CPDS Working Paper No. 97-03. 1997. 13pp
[ 2 ] Bio-Farms
Bio-Farms. PAENCOR. AHAJ. 23. 7. Sep-89. pp33+
[ 3 ] Grow crop with less soil using hydroponics
Grow crop with less soil using hydroponics. PCARRD. PCARRD Monitor. 24. 2. Mar-April 1996. p11
[ 4 ] Growing on water: a brief on hydroponics
Growing on water: a brief on hydroponics. Ditas R. Macabasco. FAM. 18. 10. Oct-02. pp3+
[ 5 ] Hydroponics finds its way into backyards
Hydroponics finds its way into backyards. BAR. BAR Chronicle. 4. 13. Nov.2003. p6
[ 6 ] Hydroponics: rising farming tool
Hydroponics: rising farming tool. Marid Agribus Digest. 7. 5. Sep-96. p34
[ 7 ] Kung lupa ang poblema, maghydroponics na
Kung lupa ang poblema, maghydroponics na. Department of Agriculture. Aggie Trends. 18. 5. Aug-03. p8
[ 8 ] Soiless farming with hydroponics
Soiless farming with hydroponics. Gemma C. Delmo. MARID Agribus Digest. 12. 9. Jan-02. pp6+"
Basic Search
Search for
Found 8 record(s) for the term(s) 'hydroponics'
Index
[ 1 ] Big money in hydroponics
Big money in hydroponics. M. A. Dorado & C. B. Balingbing. CPDS Working Paper No. 97-03. 1997. 13pp
[ 2 ] Bio-Farms
Bio-Farms. PAENCOR. AHAJ. 23. 7. Sep-89. pp33+
[ 3 ] Grow crop with less soil using hydroponics
Grow crop with less soil using hydroponics. PCARRD. PCARRD Monitor. 24. 2. Mar-April 1996. p11
[ 4 ] Growing on water: a brief on hydroponics
Growing on water: a brief on hydroponics. Ditas R. Macabasco. FAM. 18. 10. Oct-02. pp3+
[ 5 ] Hydroponics finds its way into backyards
Hydroponics finds its way into backyards. BAR. BAR Chronicle. 4. 13. Nov.2003. p6
[ 6 ] Hydroponics: rising farming tool
Hydroponics: rising farming tool. Marid Agribus Digest. 7. 5. Sep-96. p34
[ 7 ] Kung lupa ang poblema, maghydroponics na
Kung lupa ang poblema, maghydroponics na. Department of Agriculture. Aggie Trends. 18. 5. Aug-03. p8
[ 8 ] Soiless farming with hydroponics
Soiless farming with hydroponics. Gemma C. Delmo. MARID Agribus Digest. 12. 9. Jan-02. pp6+"
Bureau of Agricultural Research, Philippines
Bureau of Agricultural Research, Philippines: "SNAP hydroponics trademark approved; a milestone for BAR
Leilani C. Domingo-Pelegrina
The approval of the SNAP Hydroponics trademark is considered a milestone for the Intellectual Property Rights Office of the Bureau of Agricultural Research (IPRO-BAR). This is the first certificate awarded to BAR by the IP Philippines from among the IPRs applied for and processed. The certificate bears the Registration Number: 4-2007-006385 and Registration Date: September 15, 2008.
The Simple Nutrient Addition Program (SNAP) Hydroponics is a technology developed by the University of the Philippines Los Baños (UPLB) led by Dr. Primitivo Jose A. Santos and Dr. Eureka Teresa M. Ocampo from a project funded by BAR. The SNAP hydroponics meets the need of a low-cost system of vegetable production specially on lettuce production and is widely adopted by vegetable farmers in the areas of Tagaytay.
The approval of an IPR registration is a tedious process, which may count from months to years. BAR-IPRO applied the SNAP Hydroponics trademark for registration at the IP Philippines in June 2007. BAR-IPRO received from IP Philippines the Registrability Report of the application in October 2007 and was complied for on the same month. In February 2008, BAR-IPRO received a notice from the IP Philippines (Paper No. 4) with the instruction to remit fees for color claim and additional class of the trademark remitting the fees a month after.
Twelve months from the filing date, BAR-IPRO received the Notice of Allowance with the information that the trademark application has been allowed and its publication in the Official Gazette pursuant to Sec. 133.2 of Republic Act No. 8293 has been approved during the last working day of June 2008.
To facilitate the publication of the mark and expedite the release of the Certificate of Registration, BAR-IPRO provided the publication for opposition fee, issuance fee and second publication fee in August 2008. Finally, the trademark was officially registered on 15 September 2008.
Owners (BAR and UPLB co-ownership) will have the exclusive right to use the trademark of SNAP Hydroponics for 10 years or until September 15, 2018, and is renewable thereafter.
BAR's role in IP Management does not end with the registration of IPRs. The bureau also provides assistance for the successful commercialization and transfer of technologies generated by research.
In a meeting with the members of the Technical Working Group for Agriculture of the Filipinnovation on 13 February 2009, it was proposed that SNAP Hydroponics technology be used in creating an alternative source of income for the unemployed and laid-off workers in light industries and science parks in Cavite, Laguna, and Batangas. The meeting was chaired by Undersecretary Fortunato T. dela Peña of the Department of Science and Technology (DOST) with the Governor of the Board of Investments Francisco I. Ferrer, and Head of BAR-IPRO Andrea B. Agillon.
Governor Ferrer expressed his interest in the proposal and said that he will conduct a consultation with the laid off workers and proposed this technology to the Technology and Livelihood Resource Center (TLRC). He also promised to get the approval of the science parks to lend some areas to the workers, where SNAP hydroponics can be implemented. On her part, Dr. Agillon conveyed BAR's willingness to invite the scientist to give the lecture and provide training to them."
Leilani C. Domingo-Pelegrina
The approval of the SNAP Hydroponics trademark is considered a milestone for the Intellectual Property Rights Office of the Bureau of Agricultural Research (IPRO-BAR). This is the first certificate awarded to BAR by the IP Philippines from among the IPRs applied for and processed. The certificate bears the Registration Number: 4-2007-006385 and Registration Date: September 15, 2008.
The Simple Nutrient Addition Program (SNAP) Hydroponics is a technology developed by the University of the Philippines Los Baños (UPLB) led by Dr. Primitivo Jose A. Santos and Dr. Eureka Teresa M. Ocampo from a project funded by BAR. The SNAP hydroponics meets the need of a low-cost system of vegetable production specially on lettuce production and is widely adopted by vegetable farmers in the areas of Tagaytay.
The approval of an IPR registration is a tedious process, which may count from months to years. BAR-IPRO applied the SNAP Hydroponics trademark for registration at the IP Philippines in June 2007. BAR-IPRO received from IP Philippines the Registrability Report of the application in October 2007 and was complied for on the same month. In February 2008, BAR-IPRO received a notice from the IP Philippines (Paper No. 4) with the instruction to remit fees for color claim and additional class of the trademark remitting the fees a month after.
Twelve months from the filing date, BAR-IPRO received the Notice of Allowance with the information that the trademark application has been allowed and its publication in the Official Gazette pursuant to Sec. 133.2 of Republic Act No. 8293 has been approved during the last working day of June 2008.
To facilitate the publication of the mark and expedite the release of the Certificate of Registration, BAR-IPRO provided the publication for opposition fee, issuance fee and second publication fee in August 2008. Finally, the trademark was officially registered on 15 September 2008.
Owners (BAR and UPLB co-ownership) will have the exclusive right to use the trademark of SNAP Hydroponics for 10 years or until September 15, 2018, and is renewable thereafter.
BAR's role in IP Management does not end with the registration of IPRs. The bureau also provides assistance for the successful commercialization and transfer of technologies generated by research.
In a meeting with the members of the Technical Working Group for Agriculture of the Filipinnovation on 13 February 2009, it was proposed that SNAP Hydroponics technology be used in creating an alternative source of income for the unemployed and laid-off workers in light industries and science parks in Cavite, Laguna, and Batangas. The meeting was chaired by Undersecretary Fortunato T. dela Peña of the Department of Science and Technology (DOST) with the Governor of the Board of Investments Francisco I. Ferrer, and Head of BAR-IPRO Andrea B. Agillon.
Governor Ferrer expressed his interest in the proposal and said that he will conduct a consultation with the laid off workers and proposed this technology to the Technology and Livelihood Resource Center (TLRC). He also promised to get the approval of the science parks to lend some areas to the workers, where SNAP hydroponics can be implemented. On her part, Dr. Agillon conveyed BAR's willingness to invite the scientist to give the lecture and provide training to them."
Acta Horticulturae
Acta Horticulturae:
"Abstract:
Hydroponic production in the United States has undergone fairly dramatic changes in recent years. The consumer acceptance of greenhouse grown, and specifically, hydroponic tomatoes, has been phenomenal, with a projected 50% of the fresh tomato market expected to be supplied by greenhouse grown within five years. This is a huge shift away from the tasteless tomatoes offered up by the field growers who make shipping quality the primary factor when determining which varieties of tomatoes to grow. And since consumers are asking for these premium tomatoes, and are willing to pay the premium prices for them, growers are stepping up to the plate to provide them. One of the largest hydroponic growers in the U.S., EuroFresh, is planning significant expansion of their 200 acre plus greenhouse facility to meet this growing demand. Large acreage is being built throughout Mexico and growers in Canada and other countries are gearing up to supply the consumer craving for tomatoes that tast like tomatoes. Other crops too are gaining popularity in the hydroponic arena. Hydroponic lettuces and herbs are becoming more commonplace in supermarkets throughout the U.S. and many small growers are producing small quantities for local sales, offering their product to local grocery stores and farmers markets where they get a high price for what they grow. Organic hydroponic production is another new “niche” that is getting recognition. Systems are being developed that utilize hydroponic methods but meet the Federal Organic Standards (which became law in October of 2002) so as to allow the use of the U.S.D.A. certified organic label on hydroponically grown produce. CropKing Inc., a company specializing in hydroponic growing systems, recently introduced its hydroponic organic growing system for tomatoes, peppers, cucumbers, and will soon be introducing a similar organic hydroponic system for lettuces, herbs, and other leafy crops. By having the organic label growers believe that they’ll be able to focus on an even smaller niche market, but an ever growing and potentially more profitable niche than just hydroponics. Adding the organic label also adds to the retail price, often by 15% to 50%! Brand new crops are being grown hydroponically as well. Microgreens, which are similar to sprouts but are harvested without the roots and which grow several days longer making them larger leaved, and greener, are the latest crop being grown hydroponically and organically. This expensive crop ($1.00 to $1.50 per ounce wholesale!) is currently being found in top quality restaurants but it is beginning to show up in some of the “organic” stores such as Whole Foods. Microgreens are a healthy crop, filled with vitamins, minerals, and antioxidants, and could eventually capture a share of the $500 million sprout market since they have such intense flavors, unlike sprouts. Finally, although it’s been around for many years, hydroponic forage (green feed for livestock), is getting attention once again… and yes, you guessed it, it’s being grown hydroponically and organically, allowing farmers to offer their beef, lamb, etc., as having been fed organically grown grasses, yet another niche to cater to for the small producer! As improvements in growing technologies and growing systems continue to evolve, and as consumers continue to seek healthier and safer food products, the greenhouse industry and technologies such as hydroponics and organics will continue to grow to meet that ever increasing demand. These new trends in hydroponic crop production promise to keep the industry growing strong well into the future."
"Abstract:
Hydroponic production in the United States has undergone fairly dramatic changes in recent years. The consumer acceptance of greenhouse grown, and specifically, hydroponic tomatoes, has been phenomenal, with a projected 50% of the fresh tomato market expected to be supplied by greenhouse grown within five years. This is a huge shift away from the tasteless tomatoes offered up by the field growers who make shipping quality the primary factor when determining which varieties of tomatoes to grow. And since consumers are asking for these premium tomatoes, and are willing to pay the premium prices for them, growers are stepping up to the plate to provide them. One of the largest hydroponic growers in the U.S., EuroFresh, is planning significant expansion of their 200 acre plus greenhouse facility to meet this growing demand. Large acreage is being built throughout Mexico and growers in Canada and other countries are gearing up to supply the consumer craving for tomatoes that tast like tomatoes. Other crops too are gaining popularity in the hydroponic arena. Hydroponic lettuces and herbs are becoming more commonplace in supermarkets throughout the U.S. and many small growers are producing small quantities for local sales, offering their product to local grocery stores and farmers markets where they get a high price for what they grow. Organic hydroponic production is another new “niche” that is getting recognition. Systems are being developed that utilize hydroponic methods but meet the Federal Organic Standards (which became law in October of 2002) so as to allow the use of the U.S.D.A. certified organic label on hydroponically grown produce. CropKing Inc., a company specializing in hydroponic growing systems, recently introduced its hydroponic organic growing system for tomatoes, peppers, cucumbers, and will soon be introducing a similar organic hydroponic system for lettuces, herbs, and other leafy crops. By having the organic label growers believe that they’ll be able to focus on an even smaller niche market, but an ever growing and potentially more profitable niche than just hydroponics. Adding the organic label also adds to the retail price, often by 15% to 50%! Brand new crops are being grown hydroponically as well. Microgreens, which are similar to sprouts but are harvested without the roots and which grow several days longer making them larger leaved, and greener, are the latest crop being grown hydroponically and organically. This expensive crop ($1.00 to $1.50 per ounce wholesale!) is currently being found in top quality restaurants but it is beginning to show up in some of the “organic” stores such as Whole Foods. Microgreens are a healthy crop, filled with vitamins, minerals, and antioxidants, and could eventually capture a share of the $500 million sprout market since they have such intense flavors, unlike sprouts. Finally, although it’s been around for many years, hydroponic forage (green feed for livestock), is getting attention once again… and yes, you guessed it, it’s being grown hydroponically and organically, allowing farmers to offer their beef, lamb, etc., as having been fed organically grown grasses, yet another niche to cater to for the small producer! As improvements in growing technologies and growing systems continue to evolve, and as consumers continue to seek healthier and safer food products, the greenhouse industry and technologies such as hydroponics and organics will continue to grow to meet that ever increasing demand. These new trends in hydroponic crop production promise to keep the industry growing strong well into the future."
Monday, May 25, 2009
Welcome to the EDC Website - Eric O. Recto
Welcome to the EDC Website - Eric O. Recto:
Corporate Governance » EDC Board of Directors » Eric O. Recto
Mr. Eric O. Recto, an independent director of EDC, is currently the President and CEO of Petron Corporation, Eastern Telecommunications Philippines Inc. and Connectivity Unlimited Resource Enterprise Inc. He also sits in the board of several companies, among them, the Philippine National Bank, Maynilad Water Services Inc., and Metro Pacific Investment Corp.
From 2002-2005, Mr. Recto served as Finance Undersecretary raising multilateral and commercial financing for the Philippines, formulating and implementing the country’s economic reform agenda, and managing the government’s privatization program.
Mr. Recto has a Masters in Business Administration from Johnston Graduate School of Management of Cornell University in New York and a Bachelor of Science in Industrial Engineering from the University of the Philippines.
Energy Development Corporation
PNOC EDC Building 5, Energy Center, Merritt Road, Fort Bonifacio, Taguig, Metro Manila, Philippines
Tel. (+63 2) 893-6001 to 47, 893-1320 to 64
Fax: (+63 2) 840-1575
Home | Sitemap | Contact Us
Copyright © 2007. Energy Development Corporation. All Rights Reserved."
Corporate Governance » EDC Board of Directors » Eric O. Recto
Mr. Eric O. Recto, an independent director of EDC, is currently the President and CEO of Petron Corporation, Eastern Telecommunications Philippines Inc. and Connectivity Unlimited Resource Enterprise Inc. He also sits in the board of several companies, among them, the Philippine National Bank, Maynilad Water Services Inc., and Metro Pacific Investment Corp.
From 2002-2005, Mr. Recto served as Finance Undersecretary raising multilateral and commercial financing for the Philippines, formulating and implementing the country’s economic reform agenda, and managing the government’s privatization program.
Mr. Recto has a Masters in Business Administration from Johnston Graduate School of Management of Cornell University in New York and a Bachelor of Science in Industrial Engineering from the University of the Philippines.
Energy Development Corporation
PNOC EDC Building 5, Energy Center, Merritt Road, Fort Bonifacio, Taguig, Metro Manila, Philippines
Tel. (+63 2) 893-6001 to 47, 893-1320 to 64
Fax: (+63 2) 840-1575
Home | Sitemap | Contact Us
Copyright © 2007. Energy Development Corporation. All Rights Reserved."
Business - Ongpins seal strategic deal with SMC - INQUIRER.net
Business - Ongpins seal strategic deal with SMC - INQUIRER.net:
"MANILA, Philippines—A group led by former trade minister Roberto Ongpin gained on Friday a foothold in the San Miguel Corp. by buying out the 19.9-percent stake held by Japan’s Kirin Brewery, completing the group’s entry as a strategic partner in the flagship beer unit of the diversifying conglomerate.
Some 628 million of San Miguel’s “B” shares were crossed at the Philippine Stock Exchange in two tranches at a price of P63 apiece yesterday. The buyer was the Ongpin-led Q-Tech Alliance Holdings Inc.
On the other hand, Kirin also completed its acquisition of the 43.25-percent stake sold by San Miguel in San Miguel Brewery Inc., SMB and its parent company said in their disclosures to the Philippine Stock Exchange. Some 4.48 million SMB shares—representing the last tranche of the stocks sold by San Miguel—were crossed at P8.841 per share, for a total of P39.6 billion.
The completion of Kirin’s deal with San Miguel brought the Japanese brewer’s stake in SMB to a total of 48.3 percent worth P65.78 billion. Proceeds from the sale of its stake in the parent company, thus, partly funded its investment in SMB.
San Miguel, for its part, has retained a 51-percent stake in the brewery. Kirin bought into San Miguel in 2002, long before it decided to diversify outside its core food and beverage businesses.
Aside from Ongpin, the incorporators of Q-Tech are Petron Corp. president Eric Recto who is also the president of Q-Tech, as well as other personalities affiliated with British fund manager Ashmore. Other investors in the fund include Mirzan Mahathir, chair of Crescent Capital Bhd. and eldest son of former Malaysian Prime Minister Mahathir Mohamad.
In an interview Friday, Recto said Q-Tech is now preparing the report to be submitted to the Securities and Exchange Commission, which requires the disclosure of substantial changes in equity ownership in publicly listed companies.
The completion of Q-Tech’s entry into San Miguel coincided with the announcement of an offer by the conglomerate to swap common shares into higher-yielding preferred shares. But Recto said Q-Tech had invested in the company precisely because it believed in the huge potential of its diversification program.
“Right now, as I’ve already said before, our views on San Miguel are for the long term and we intend to stay as common stockholders,” Recto said."
"MANILA, Philippines—A group led by former trade minister Roberto Ongpin gained on Friday a foothold in the San Miguel Corp. by buying out the 19.9-percent stake held by Japan’s Kirin Brewery, completing the group’s entry as a strategic partner in the flagship beer unit of the diversifying conglomerate.
Some 628 million of San Miguel’s “B” shares were crossed at the Philippine Stock Exchange in two tranches at a price of P63 apiece yesterday. The buyer was the Ongpin-led Q-Tech Alliance Holdings Inc.
On the other hand, Kirin also completed its acquisition of the 43.25-percent stake sold by San Miguel in San Miguel Brewery Inc., SMB and its parent company said in their disclosures to the Philippine Stock Exchange. Some 4.48 million SMB shares—representing the last tranche of the stocks sold by San Miguel—were crossed at P8.841 per share, for a total of P39.6 billion.
The completion of Kirin’s deal with San Miguel brought the Japanese brewer’s stake in SMB to a total of 48.3 percent worth P65.78 billion. Proceeds from the sale of its stake in the parent company, thus, partly funded its investment in SMB.
San Miguel, for its part, has retained a 51-percent stake in the brewery. Kirin bought into San Miguel in 2002, long before it decided to diversify outside its core food and beverage businesses.
Aside from Ongpin, the incorporators of Q-Tech are Petron Corp. president Eric Recto who is also the president of Q-Tech, as well as other personalities affiliated with British fund manager Ashmore. Other investors in the fund include Mirzan Mahathir, chair of Crescent Capital Bhd. and eldest son of former Malaysian Prime Minister Mahathir Mohamad.
In an interview Friday, Recto said Q-Tech is now preparing the report to be submitted to the Securities and Exchange Commission, which requires the disclosure of substantial changes in equity ownership in publicly listed companies.
The completion of Q-Tech’s entry into San Miguel coincided with the announcement of an offer by the conglomerate to swap common shares into higher-yielding preferred shares. But Recto said Q-Tech had invested in the company precisely because it believed in the huge potential of its diversification program.
“Right now, as I’ve already said before, our views on San Miguel are for the long term and we intend to stay as common stockholders,” Recto said."
BusinessWorld Online: Petron directors, Qtel subsidiary incorporate holding company
BusinessWorld Online: Petron directors, Qtel subsidiary incorporate holding company:
"Petron directors, Qtel subsidiary incorporate holding company
THE SECURITIES and Exchange Commission (SEC) has approved the incorporation of a holding company, a stockholder of which is a unit of the firm with which San Miguel Corp. is partnering as it ventures into the telecommunication business.
Senior executives of Qatar Telecom QSC met with President Gloria Macapagal-Arroyo in the Arab state in December to review potential areas of cooperation in broadband Internet technology in the Philippines.
The new company, called Q-Tech Alliance Holdings, Inc., has a capital stock of P1 billion, a quarter of which had been subscribed to but only P62.5 million paid for, documents showed.
Q-Tech’s investors included Bahraini firm QTel Al Sadd Holding SPC, which bought P25 million worth of shares."
"Petron directors, Qtel subsidiary incorporate holding company
THE SECURITIES and Exchange Commission (SEC) has approved the incorporation of a holding company, a stockholder of which is a unit of the firm with which San Miguel Corp. is partnering as it ventures into the telecommunication business.
Senior executives of Qatar Telecom QSC met with President Gloria Macapagal-Arroyo in the Arab state in December to review potential areas of cooperation in broadband Internet technology in the Philippines.
The new company, called Q-Tech Alliance Holdings, Inc., has a capital stock of P1 billion, a quarter of which had been subscribed to but only P62.5 million paid for, documents showed.
Q-Tech’s investors included Bahraini firm QTel Al Sadd Holding SPC, which bought P25 million worth of shares."
The Manila Times Internet Edition | TOP STORIES > Kirin to pay $1.2B for SMB
The Manila Times Internet Edition | TOP STORIES
Kirin to pay $1.2B for SMB:
"In separate statement, Kirin said it would sell its 19.9 percent shareholdings in San Miguel Corp. for P63 per share, or a total of P39.6 billion to local investment management firm Q-Tech Alliance Holdings, led by Eric Recto of the Ashmore Group. Ashmore is talking with San Miguel Corp. about selling a majority stake in Petron Corp.
Q-Tech’s investors are Bahraini firm QTel Al Sadd Holding SPC (P25 million), Roberto Ongpin (P75 million), Eric Recto (P50 million), Malaysian Mirzan Mahatir and Australian Seumas James Dawes (P37.5 million each), and lawyer Alexander Poblador (P25 million)."
Kirin to pay $1.2B for SMB:
"In separate statement, Kirin said it would sell its 19.9 percent shareholdings in San Miguel Corp. for P63 per share, or a total of P39.6 billion to local investment management firm Q-Tech Alliance Holdings, led by Eric Recto of the Ashmore Group. Ashmore is talking with San Miguel Corp. about selling a majority stake in Petron Corp.
Q-Tech’s investors are Bahraini firm QTel Al Sadd Holding SPC (P25 million), Roberto Ongpin (P75 million), Eric Recto (P50 million), Malaysian Mirzan Mahatir and Australian Seumas James Dawes (P37.5 million each), and lawyer Alexander Poblador (P25 million)."
Sunday, May 24, 2009
The Nature Conservancy - Coral Triangle Center
The Nature Conservancy - Coral Triangle Center:
"Spanning eastern Indonesia, parts of Malaysia, the Philippines, Papua New Guinea, Timor Leste and the Solomon Islands (see the map), the Coral Triangle is the global center of marine biodiversity and one of the world’s top priorities for marine conservation. This extraordinary expanse of ocean covers an area of 2.3 million square miles (5.7 million km2), the equivalent to half of the entire United States. It is home to over 600 reef-building coral species, or 75% of all species known to science, and more than 3,000 species of reef fish. Over 150 million people live within the Coral Triangle, of which an estimated 2.25 million fishers are dependant on marine resources for their livelihoods. Applying the latest science, The Nature Conservancy is working with a range of partners to protect the coastal and marine ecosystems of this vast area by addressing key threats, such as over-fishing, destructive fishing, and mass coral bleaching.
The importance of coral reefs
Coral reefs are productive and diverse ecosystems that cover a mere 0.2% of the ocean floor, yet support an estimated 25% of all marine life. The global asset value of coral reefs has been estimated at nearly US$800 billion over a 50-year timeframe. More than 500 million people depend upon reef resources, and one billion people worldwide are direct beneficiaries of coral reef goods and services.
Threats to coral reefs
In the landmark report ‘Reefs at Risk in Southeast Asia’, the World Resources Institute estimates that 88% of Southeast Asia’s reefs are threatened. Among the various types of threats, over-fishing and destructive fishing are the most pervasive. Another key threat is the increased frequency of mass coral bleaching events. We only begin to understand the importance of this phenomenon, which is related to climate change.
Over-fishing means that fishers extract more fish than nature can produce over the long term. Besides decreasing the profitability and long-term prospects of the fisheries sector, over-fishing results in the extirpation of highly-valued species such as grouper and Napoleon wrasse. Fisheries experts from Indonesia find that the large majority of Indonesia’s fisheries are over- or fully exploited, which means that any expansion of the fishing fleet is ill-advised. Sadly, over-fishing is exacerbated by perverse subsidies that enable the fishing sector to continue fishing already over-exploited stocks.
Destructive fishing not only contributes to over-fishing, it also destroys the habitat on which exploited fish depend. Blast fishing, either with home-made or industrial explosives, is perhaps the best known example of destructive fishing. Other examples are bottom trawling, fishing with poisons, and fishing with certain kinds of fish traps. The loss of income due to blast fishing in Indonesia over the last 25 years is approximately US$3.8 billion. Global warming is already making a significant impact on marine biodiversity and the lives of those who depend on the reefs for income. A major threat to coral reefs comes from the periodic mass bleaching of corals caused by increased temperatures in the seas. In the 1998 El Nino weather event, 75% of reefs worldwide bleached and 16% died. Coral bleaching is predicted to become an annual event within 25-50 years."
"Spanning eastern Indonesia, parts of Malaysia, the Philippines, Papua New Guinea, Timor Leste and the Solomon Islands (see the map), the Coral Triangle is the global center of marine biodiversity and one of the world’s top priorities for marine conservation. This extraordinary expanse of ocean covers an area of 2.3 million square miles (5.7 million km2), the equivalent to half of the entire United States. It is home to over 600 reef-building coral species, or 75% of all species known to science, and more than 3,000 species of reef fish. Over 150 million people live within the Coral Triangle, of which an estimated 2.25 million fishers are dependant on marine resources for their livelihoods. Applying the latest science, The Nature Conservancy is working with a range of partners to protect the coastal and marine ecosystems of this vast area by addressing key threats, such as over-fishing, destructive fishing, and mass coral bleaching.
The importance of coral reefs
Coral reefs are productive and diverse ecosystems that cover a mere 0.2% of the ocean floor, yet support an estimated 25% of all marine life. The global asset value of coral reefs has been estimated at nearly US$800 billion over a 50-year timeframe. More than 500 million people depend upon reef resources, and one billion people worldwide are direct beneficiaries of coral reef goods and services.
Threats to coral reefs
In the landmark report ‘Reefs at Risk in Southeast Asia’, the World Resources Institute estimates that 88% of Southeast Asia’s reefs are threatened. Among the various types of threats, over-fishing and destructive fishing are the most pervasive. Another key threat is the increased frequency of mass coral bleaching events. We only begin to understand the importance of this phenomenon, which is related to climate change.
Over-fishing means that fishers extract more fish than nature can produce over the long term. Besides decreasing the profitability and long-term prospects of the fisheries sector, over-fishing results in the extirpation of highly-valued species such as grouper and Napoleon wrasse. Fisheries experts from Indonesia find that the large majority of Indonesia’s fisheries are over- or fully exploited, which means that any expansion of the fishing fleet is ill-advised. Sadly, over-fishing is exacerbated by perverse subsidies that enable the fishing sector to continue fishing already over-exploited stocks.
Destructive fishing not only contributes to over-fishing, it also destroys the habitat on which exploited fish depend. Blast fishing, either with home-made or industrial explosives, is perhaps the best known example of destructive fishing. Other examples are bottom trawling, fishing with poisons, and fishing with certain kinds of fish traps. The loss of income due to blast fishing in Indonesia over the last 25 years is approximately US$3.8 billion. Global warming is already making a significant impact on marine biodiversity and the lives of those who depend on the reefs for income. A major threat to coral reefs comes from the periodic mass bleaching of corals caused by increased temperatures in the seas. In the 1998 El Nino weather event, 75% of reefs worldwide bleached and 16% died. Coral bleaching is predicted to become an annual event within 25-50 years."
Google Earth Gallery
Google Earth Gallery: "Coral Reef Monitoring
WorldFish Center ReefBase Project
It is estimated that coral reefs cover around 284,000 square kilometers providing a habitat for thousands of species to live. Global warming poses a major threat to these massive living structures and in this file you can explore the state of coral reefs around the world, seeing their distribution and concerns facing their future existance."
WorldFish Center ReefBase Project
It is estimated that coral reefs cover around 284,000 square kilometers providing a habitat for thousands of species to live. Global warming poses a major threat to these massive living structures and in this file you can explore the state of coral reefs around the world, seeing their distribution and concerns facing their future existance."
Saturday, May 23, 2009
UK Financial Investments Limited - Wikipedia, the free encyclopedia
UK Financial Investments Limited - Wikipedia, the free encyclopedia: "UK Financial Investments Ltd is a company set up by Her Majesty's Government to manage its shareholding in banks subscribing to its recapitalisation fund. They include Lloyds Banking Group, Royal Bank of Scotland, Northern Rock and part of Bradford & Bingley. The Government will be underwriting capital investments for RBS and Lloyds Banking Group (which includes HBOS), totalling £37 billion."
Pearson: Glen Moreno
Pearson: Glen Moreno:
"Glen Moreno
Chairman
Pearson
Glen Moreno, 65, was appointed chairman of Pearson in October 2005. He is also the senior independent director of Man Group plc and has been a non-executive director there since 1994. He is a director of Fidelity International and chairman of its Audit Committee.
From 1987 to 1991 he was chief executive of Fidelity International, one of the world's most successful investment and financial information companies, recruited to lead its international expansion. Before that, he spent 18 years at Citigroup in Europe and Asia.
Citigroup, 1969 - 1987
Over an 18-year career, Moreno held senior positions at Citigroup in Europe and Asia. During that period Citigroup became the leading international bank in Europe, developed a significant Australian business and expanded in South East Asia and India. In the early 1980s he moved to London as a member of Citigroup's Policy Committee and as group executive for investment banking, responsible for corporate finance and trading operations.
Fidelity International, 1987 - 1991
Moreno was recruited by Fidelity's owner Ned Johnson to lead the company's programme of international expansion. With his successor, Barry Bateman, he launched the company's hallmark global product range, Fidelity Funds.
Other roles
Since retiring as chief executive of Fidelity International in 1991, Moreno has held a number of roles in large international businesses. He remains a director of Fidelity International, and chairs its Audit Committee.
He has been a non-executive director of Man Group plc, the FTSE100 financial services group, since 1994, and is now the senior independent director. There he was involved in the successful demerger of Man's traditional commodities trading businesses to focus on investment management and brokerage.
He was a trustee to The Prince of Liechtenstein and Liechtenstein Global Trusts, which combines the family's banking and investment activities. LGT is a successful private banking and wealth management business in Europe, the Middle East and Asia. He retired from this role in April 2008.
He is also a governor of The Ditchley Foundation, founded in 1958 to advance Anglo-American links, which has since broadened to involve nations from all over the world.
An American national, he divides his time between the US and the UK."
"Glen Moreno
Chairman
Pearson
Glen Moreno, 65, was appointed chairman of Pearson in October 2005. He is also the senior independent director of Man Group plc and has been a non-executive director there since 1994. He is a director of Fidelity International and chairman of its Audit Committee.
From 1987 to 1991 he was chief executive of Fidelity International, one of the world's most successful investment and financial information companies, recruited to lead its international expansion. Before that, he spent 18 years at Citigroup in Europe and Asia.
Citigroup, 1969 - 1987
Over an 18-year career, Moreno held senior positions at Citigroup in Europe and Asia. During that period Citigroup became the leading international bank in Europe, developed a significant Australian business and expanded in South East Asia and India. In the early 1980s he moved to London as a member of Citigroup's Policy Committee and as group executive for investment banking, responsible for corporate finance and trading operations.
Fidelity International, 1987 - 1991
Moreno was recruited by Fidelity's owner Ned Johnson to lead the company's programme of international expansion. With his successor, Barry Bateman, he launched the company's hallmark global product range, Fidelity Funds.
Other roles
Since retiring as chief executive of Fidelity International in 1991, Moreno has held a number of roles in large international businesses. He remains a director of Fidelity International, and chairs its Audit Committee.
He has been a non-executive director of Man Group plc, the FTSE100 financial services group, since 1994, and is now the senior independent director. There he was involved in the successful demerger of Man's traditional commodities trading businesses to focus on investment management and brokerage.
He was a trustee to The Prince of Liechtenstein and Liechtenstein Global Trusts, which combines the family's banking and investment activities. LGT is a successful private banking and wealth management business in Europe, the Middle East and Asia. He retired from this role in April 2008.
He is also a governor of The Ditchley Foundation, founded in 1958 to advance Anglo-American links, which has since broadened to involve nations from all over the world.
An American national, he divides his time between the US and the UK."
Profile: Glen Moreno, the financier who changed sides | Business | The Guardian
Profile: Glen Moreno, the financier who changed sides | Business | The Guardian: "Few in Britain had heard of the California-born financier Glen Moreno before he became chairman of Pearson, the media group which owns the FT, in 2005. After Stanford University and Harvard law school, Moreno, spent 18 years at Citigroup in Europe and Asia moving to London as group executive for investment banking, responsible for corporate finance and trading operations.
From 1987 to 1991 he was chief executive of the fund management group Fidelity International and was largely responsible for its rapid growth. He is also a senior independent director of Man Group, the FTSE100 financial services group.
At the time of his £450,0000-a-year appointment at Pearson, critics attacked Moreno's lack of experience in the field of education. But his wife, sister and mother are teachers, and that was said to give him a 'particular sympathy' to the education business, a key part of Pearson.
Since his appointment last month as chairman of the body that oversees the government's £37bn shareholding in Britain's bailed-out banks, it has emerged he was paid hundreds of thousands of pounds during a nine-year association with Liechtenstein Global Trust, a private bank. LGT, owned by the Liechtenstein royal family, became the subject of scandal last year over allegations that it aided tax evasion among clients. Moreno quit as a trustee last April, two months after it was reported that financial details of thousands of clients had been passed to German authorities."
From 1987 to 1991 he was chief executive of the fund management group Fidelity International and was largely responsible for its rapid growth. He is also a senior independent director of Man Group, the FTSE100 financial services group.
At the time of his £450,0000-a-year appointment at Pearson, critics attacked Moreno's lack of experience in the field of education. But his wife, sister and mother are teachers, and that was said to give him a 'particular sympathy' to the education business, a key part of Pearson.
Since his appointment last month as chairman of the body that oversees the government's £37bn shareholding in Britain's bailed-out banks, it has emerged he was paid hundreds of thousands of pounds during a nine-year association with Liechtenstein Global Trust, a private bank. LGT, owned by the Liechtenstein royal family, became the subject of scandal last year over allegations that it aided tax evasion among clients. Moreno quit as a trustee last April, two months after it was reported that financial details of thousands of clients had been passed to German authorities."
China and the G20: China takes centre stage | The Economist
China and the G20: China takes centre stage | The Economist:
"In another article, Mr Zhou suggested the creation of a new international reserve currency, managed by the IMF, to replace the dollar. Western officials have given that a lukewarm response, but there has been greater interest in China’s proposals for a restructuring of voting rights at the IMF to allow developing nations more say. With almost $2 trillion in foreign-exchange reserves, China is seen by Western countries as a big potential lender to the IMF, and thus to countries in need of financial rescue."
"In another article, Mr Zhou suggested the creation of a new international reserve currency, managed by the IMF, to replace the dollar. Western officials have given that a lukewarm response, but there has been greater interest in China’s proposals for a restructuring of voting rights at the IMF to allow developing nations more say. With almost $2 trillion in foreign-exchange reserves, China is seen by Western countries as a big potential lender to the IMF, and thus to countries in need of financial rescue."
Bancor - Wikipedia, the free encyclopedia
Bancor - Wikipedia, the free encyclopedia: "The bancor was a World Currency Unit that was proposed by John Maynard Keynes, as leader of the British delegation and chairman of the World Bank commission, in the negotiations that established the Bretton Woods system, but was never implemented.[1]
It was to be initially fixed in terms of 30 commodities, of which one would be gold. It would stabilize the average prices of commodities, and with them the international medium of exchange and a store of value. Central to Keynes' proposal was to tax countries' current account surpluses, encouraging domestic demand and promoting global trade balance.[2]
The Americans made a comparable plan for reform that included a world currency called the unitas. At Bretton Woods in 1944 U.S. President Franklin D. Roosevelt told U.S. Treasury Secretary Henry Morgenthau, Jr. to prepare for an international currency to be implemented after World War II. Harry Dexter White at the U.S. Treasury formulated plans for the unitas.
In practice, until the collapse of the Bretton Woods system in 1971, gold itself filled this role, with the U.S. dollar fixed to gold and many other currencies fixed to either the U.S. dollar or directly to gold.
There have been variations on the model of the bancor recently, such to have bancors for regional trade organizations such as the North American Free Trade Agreement (NAFTA), ASEAN (Association of Southeast Asian Nations), etc. In this model the commodities that would be placed into the pool would be limited to a fixed number of the currencies of the partner nations, and this would be done on an annual basis with agreement on prerequisites for withdrawal."
It was to be initially fixed in terms of 30 commodities, of which one would be gold. It would stabilize the average prices of commodities, and with them the international medium of exchange and a store of value. Central to Keynes' proposal was to tax countries' current account surpluses, encouraging domestic demand and promoting global trade balance.[2]
The Americans made a comparable plan for reform that included a world currency called the unitas. At Bretton Woods in 1944 U.S. President Franklin D. Roosevelt told U.S. Treasury Secretary Henry Morgenthau, Jr. to prepare for an international currency to be implemented after World War II. Harry Dexter White at the U.S. Treasury formulated plans for the unitas.
In practice, until the collapse of the Bretton Woods system in 1971, gold itself filled this role, with the U.S. dollar fixed to gold and many other currencies fixed to either the U.S. dollar or directly to gold.
There have been variations on the model of the bancor recently, such to have bancors for regional trade organizations such as the North American Free Trade Agreement (NAFTA), ASEAN (Association of Southeast Asian Nations), etc. In this model the commodities that would be placed into the pool would be limited to a fixed number of the currencies of the partner nations, and this would be done on an annual basis with agreement on prerequisites for withdrawal."
Credit Card Meltdown Hits Banks
Credit Card Meltdown Hits Banks: "Next up for ailing mega-banks: a credit card meltdown. No surprise here, really; Americans have overused credit cards for years, trusting always in unending economic expansion and plentiful employment to guarantee their ability to service consumer debt.
All that, of course, has changed dramatically over the last year and a half, with millions of Americans suddenly out of work and trying to service huge, high-interest credit card debts with no income and no savings. Credit card defaults are soaring, and much worse is to come, according to the government’s recently disclosed bank stress tests. By the end of 2010, says the government, America’s 19 largest banks can expect to lose as much as $82.4 billion in credit card defaults.
Yet this figure, dire as it seems, may be a considerable understatement. If unemployment comes to exceed 10 percent, as seems likely, credit card losses at banks like JP Morgan, Citigroup, Capital One Financial, and Bank of America may be well above 20 percent. And for the entire credit card industry, extending far beyond the stress-tested 19 banks, losses may approach $200 billion by 2010."
All that, of course, has changed dramatically over the last year and a half, with millions of Americans suddenly out of work and trying to service huge, high-interest credit card debts with no income and no savings. Credit card defaults are soaring, and much worse is to come, according to the government’s recently disclosed bank stress tests. By the end of 2010, says the government, America’s 19 largest banks can expect to lose as much as $82.4 billion in credit card defaults.
Yet this figure, dire as it seems, may be a considerable understatement. If unemployment comes to exceed 10 percent, as seems likely, credit card losses at banks like JP Morgan, Citigroup, Capital One Financial, and Bank of America may be well above 20 percent. And for the entire credit card industry, extending far beyond the stress-tested 19 banks, losses may approach $200 billion by 2010."
Dumping the Dollar for Global Currency
Dumping the Dollar for Global Currency:
"Will the Obama spend-a-rama finish off the dollar as the world's reserve currency? It well may, and sooner than most people think. Any day now we may wake up to headlines announcing that the International Monetary Fund's SDR (Special Drawing Rights) is being adopted as the new global currency.
That, of course, was the revolutionary plan adopted by the finance ministers, central bankers, and heads of state at the London G20 Summit in April. But you didn't read about it in the financial pages or see it reported in the extensive (surface) coverage of the summit meeting. One of the few reporters to reveal the real news of the conference was Ambrose Evans-Pritchard of Britain's Telegraph.
The headline of his April 7 report read, 'The G20 moves the world a step closer to a global currency,' while the subtitle ominously told the rest of the story: 'The world is a step closer to a global currency, backed by a global central bank, running monetary policy for all humanity.'
Evans-Pritchard expounds with these details:
A single clause in Point 19 of the communiqué issued by the G20 leaders amounts to revolution in the global financial order. 'We have agreed to support a general SDR allocation which will inject $250bn (£170bn) into the world economy and increase global liquidity,' it said. SDRs are Special Drawing Rights, a synthetic paper currency issued by the International Monetary Fund that has lain dormant for half a century.
In effect, the G20 leaders have activated the IMF's power to create money and begin global 'quantitative easing.' In doing so, they are putting a de facto world currency into play. It is outside the control of any sovereign body. Conspiracy theorists will love it.
Three weeks after the G20 confab, on April 25, following the IMF's annual spring meeting in Washington, D.C., IMF Managing Director Dominique Strauss-Kahn announced the IMF would begin selling bonds as a way to raise additional funds, ostensibly to lend to struggling nations. Although issuing bonds has been discussed previously, the IMF has never before taken such a step.
China, Brazil, Russia, and other countries have been pushing this 'solution' for the past several months, and we can expect the anointed financial gurus to begin churning this idea ever more frequently to prep opinion molders for the planned currency switcheroo.
Thus, we see articles appearing such as this one entitled, 'The dollar's last days as the dominant reserve currency?' by Onno Wijnholds on May 20 in the European Voice. Now, J. Onno de Beaufort Wijnholds is far from being a household name, but in the rarefied atmosphere of global finance, the Dutchman is well known. A former executive director of the International Monetary Fund and a former permanent representative of the European Central Bank in the United States, he is a regular at the concalves of the financial elites. Wijnholds writes:
Zhou Xiaochuan, the governor of the People's Bank of China, recently suggested that replacing the dollar with the International Monetary Fund's (IMF) special drawing rights (SDR) as the dominant reserve currency would bring greater stability to the global financial system.
The idea of a supranational reserve currency is also, it appears, supported by Russia and other emerging markets. And a United Nations advisory committee has argued for a new global reserve currency, possibly one based on the SDR.
Somewhat quicker out of the gate was C. Fred Bergsten, director of the Peterson Institute for International Economics. Bergsten, a protégé of Henry Kissinger, was a Treasury official in the Carter administration and a senior fellow at Brookings, the Carnegie Endowment, and the Council on Foreign Relations. On April 8, the Financial Times ran an op-ed by Bergsten entitled, 'We Should Listen to Beijing's Currency Idea.' In it, he wrote:
Zhou Xiaochuan, governor of China's central bank, has suggested creating a 'super-sovereign reserve currency' to replace the dollar over the long run. He would sharply enhance the global role of special drawing rights (SDRs), the international asset created by the International Monetary Fund (IMF) in the late 1960s and just given an enormous boost by the decision of the Group of 20 to expand its issuance by $250 billion (€189 billion, £171 billion). These are the first big proposals for international monetary reform from China or indeed any emerging-market economy and deserve to be taken seriously for that reason alone.
Several other Asian countries, Brazil, and Russia have expressed support for Mr. Zhou's ideas. The United States and several other governments, however, have been quick to reject them, reaffirming their confidence in the central global role of the dollar.
However, while Bergsten, Wijnhold, and other globalists refer to the move toward the SDR global currency as Beijing's idea, that is more than a bit disingenuous. In truth, as Bergsten admits later on in his op-ed, the communist economists in Beijing merely adopted the proposal as he had put it forward in the Financial Times back in December of 2007 ('How to Solve the Problem of the Dollar').
Even that admission, though, concealed the fact that Bergsten has been pushing for global economic management by elites for decades. Twenty years ago, in a 1989 interview with the Christian Science Monitor, Bergsten asserted: 'The world economy is in trouble unless there is some central steering mechanism.' And in his articles, speeches, and books, he has made it plain that he and his fellow 'wise men' should be entrusted with that steering.
One of those fellow globalist elites is Richard N. Cooper Maurits C. Boas, professor of international economics at Harvard, like Bergsten a former high-level Treasury official, and a leading light in the CFR brain trust. In a 1984 piece for the CFR journal Foreign Affairs entitled 'A Monetary System for the Future,' Dr. Cooper baldly proclaimed:
I suggest a radical alternative scheme for the next century: the creation of a common currency for all of the industrial democracies, with a common monetary policy and a joint Bank of Issue to determine that monetary policy.
Cooper went on to acknowledge that 'a single currency is possible only if there is in effect a single monetary policy, and a single authority issuing the currency and directing the monetary policy.'
'How can independent states accomplish that?' he asked rhetorically. Naturally, he had the answer: 'They need to turn over the determination of monetary policy to a supranational body.' The IMF.
Global monetary control, as proposed by Cooper, Bergsten, Zhou Xiaochuan, et al., would lead rapidly and ineluctably to global political control: world government. Is that the plan behind the rush to destroy what's left of the dollar's value? It certainly seems so to this writer.
Related articles:
Global Fusion: The G20, IMF, and World Government
G20 Pledges Supersized IMF
'Conspiracy Theorists' Not So Crazy After All
Global-currency Call Gets Nod From Geithner, Others"
"Will the Obama spend-a-rama finish off the dollar as the world's reserve currency? It well may, and sooner than most people think. Any day now we may wake up to headlines announcing that the International Monetary Fund's SDR (Special Drawing Rights) is being adopted as the new global currency.
That, of course, was the revolutionary plan adopted by the finance ministers, central bankers, and heads of state at the London G20 Summit in April. But you didn't read about it in the financial pages or see it reported in the extensive (surface) coverage of the summit meeting. One of the few reporters to reveal the real news of the conference was Ambrose Evans-Pritchard of Britain's Telegraph.
The headline of his April 7 report read, 'The G20 moves the world a step closer to a global currency,' while the subtitle ominously told the rest of the story: 'The world is a step closer to a global currency, backed by a global central bank, running monetary policy for all humanity.'
Evans-Pritchard expounds with these details:
A single clause in Point 19 of the communiqué issued by the G20 leaders amounts to revolution in the global financial order. 'We have agreed to support a general SDR allocation which will inject $250bn (£170bn) into the world economy and increase global liquidity,' it said. SDRs are Special Drawing Rights, a synthetic paper currency issued by the International Monetary Fund that has lain dormant for half a century.
In effect, the G20 leaders have activated the IMF's power to create money and begin global 'quantitative easing.' In doing so, they are putting a de facto world currency into play. It is outside the control of any sovereign body. Conspiracy theorists will love it.
Three weeks after the G20 confab, on April 25, following the IMF's annual spring meeting in Washington, D.C., IMF Managing Director Dominique Strauss-Kahn announced the IMF would begin selling bonds as a way to raise additional funds, ostensibly to lend to struggling nations. Although issuing bonds has been discussed previously, the IMF has never before taken such a step.
China, Brazil, Russia, and other countries have been pushing this 'solution' for the past several months, and we can expect the anointed financial gurus to begin churning this idea ever more frequently to prep opinion molders for the planned currency switcheroo.
Thus, we see articles appearing such as this one entitled, 'The dollar's last days as the dominant reserve currency?' by Onno Wijnholds on May 20 in the European Voice. Now, J. Onno de Beaufort Wijnholds is far from being a household name, but in the rarefied atmosphere of global finance, the Dutchman is well known. A former executive director of the International Monetary Fund and a former permanent representative of the European Central Bank in the United States, he is a regular at the concalves of the financial elites. Wijnholds writes:
Zhou Xiaochuan, the governor of the People's Bank of China, recently suggested that replacing the dollar with the International Monetary Fund's (IMF) special drawing rights (SDR) as the dominant reserve currency would bring greater stability to the global financial system.
The idea of a supranational reserve currency is also, it appears, supported by Russia and other emerging markets. And a United Nations advisory committee has argued for a new global reserve currency, possibly one based on the SDR.
Somewhat quicker out of the gate was C. Fred Bergsten, director of the Peterson Institute for International Economics. Bergsten, a protégé of Henry Kissinger, was a Treasury official in the Carter administration and a senior fellow at Brookings, the Carnegie Endowment, and the Council on Foreign Relations. On April 8, the Financial Times ran an op-ed by Bergsten entitled, 'We Should Listen to Beijing's Currency Idea.' In it, he wrote:
Zhou Xiaochuan, governor of China's central bank, has suggested creating a 'super-sovereign reserve currency' to replace the dollar over the long run. He would sharply enhance the global role of special drawing rights (SDRs), the international asset created by the International Monetary Fund (IMF) in the late 1960s and just given an enormous boost by the decision of the Group of 20 to expand its issuance by $250 billion (€189 billion, £171 billion). These are the first big proposals for international monetary reform from China or indeed any emerging-market economy and deserve to be taken seriously for that reason alone.
Several other Asian countries, Brazil, and Russia have expressed support for Mr. Zhou's ideas. The United States and several other governments, however, have been quick to reject them, reaffirming their confidence in the central global role of the dollar.
However, while Bergsten, Wijnhold, and other globalists refer to the move toward the SDR global currency as Beijing's idea, that is more than a bit disingenuous. In truth, as Bergsten admits later on in his op-ed, the communist economists in Beijing merely adopted the proposal as he had put it forward in the Financial Times back in December of 2007 ('How to Solve the Problem of the Dollar').
Even that admission, though, concealed the fact that Bergsten has been pushing for global economic management by elites for decades. Twenty years ago, in a 1989 interview with the Christian Science Monitor, Bergsten asserted: 'The world economy is in trouble unless there is some central steering mechanism.' And in his articles, speeches, and books, he has made it plain that he and his fellow 'wise men' should be entrusted with that steering.
One of those fellow globalist elites is Richard N. Cooper Maurits C. Boas, professor of international economics at Harvard, like Bergsten a former high-level Treasury official, and a leading light in the CFR brain trust. In a 1984 piece for the CFR journal Foreign Affairs entitled 'A Monetary System for the Future,' Dr. Cooper baldly proclaimed:
I suggest a radical alternative scheme for the next century: the creation of a common currency for all of the industrial democracies, with a common monetary policy and a joint Bank of Issue to determine that monetary policy.
Cooper went on to acknowledge that 'a single currency is possible only if there is in effect a single monetary policy, and a single authority issuing the currency and directing the monetary policy.'
'How can independent states accomplish that?' he asked rhetorically. Naturally, he had the answer: 'They need to turn over the determination of monetary policy to a supranational body.' The IMF.
Global monetary control, as proposed by Cooper, Bergsten, Zhou Xiaochuan, et al., would lead rapidly and ineluctably to global political control: world government. Is that the plan behind the rush to destroy what's left of the dollar's value? It certainly seems so to this writer.
Related articles:
Global Fusion: The G20, IMF, and World Government
G20 Pledges Supersized IMF
'Conspiracy Theorists' Not So Crazy After All
Global-currency Call Gets Nod From Geithner, Others"
Bank of China to set up Brazilian branch
Bank of China to set up Brazilian branch:
"May. 22, 2009 (China Knowledge) - Bank of China (BOC)<601988><3988>, the world's third largest bank by market value, will establish its first branch in Brazil in two or three months, the China Daily reported on Thursday.
BOC said that it is willing to carry out business in accordance with the agreed policy after the two countries' central banks reach an agreement.
The move is part of the two countries' plan of using their own currencies in trade transactions, according to the bank's statement.
The Chinese and Brazilian governments started discussing replacing the U.S. dollar with the RMB and the real as trade settlement currencies at the G20 summit in London last month.
BOC launched its first representative office in Brazil in the late 1990s and received approval from the China Banking Regulatory Commission (CBRC) in 2007 and the Central Bank of Brazil to set up a Brazilian branch in 2008.
BOC said that it has completed the preparation work and is waiting for the final assessment by the country's central bank according to the regulations of Brazil.
Copyright © 2009 www.chinaknowledge.com"
"May. 22, 2009 (China Knowledge) - Bank of China (BOC)<601988><3988>, the world's third largest bank by market value, will establish its first branch in Brazil in two or three months, the China Daily reported on Thursday.
BOC said that it is willing to carry out business in accordance with the agreed policy after the two countries' central banks reach an agreement.
The move is part of the two countries' plan of using their own currencies in trade transactions, according to the bank's statement.
The Chinese and Brazilian governments started discussing replacing the U.S. dollar with the RMB and the real as trade settlement currencies at the G20 summit in London last month.
BOC launched its first representative office in Brazil in the late 1990s and received approval from the China Banking Regulatory Commission (CBRC) in 2007 and the Central Bank of Brazil to set up a Brazilian branch in 2008.
BOC said that it has completed the preparation work and is waiting for the final assessment by the country's central bank according to the regulations of Brazil.
Copyright © 2009 www.chinaknowledge.com"
Thursday, May 21, 2009
Project Gallery
Project Gallery:
ARKISPECS
"This section of www.arkispecs.com is dedicated to showcasing the works and capabilities of the Filipino building professional, proving once more that the Filipino talent is indeed world class.
If you would like your work to be showcased in this gallery, simply click here to submit your projects."
ARKISPECS
"This section of www.arkispecs.com is dedicated to showcasing the works and capabilities of the Filipino building professional, proving once more that the Filipino talent is indeed world class.
If you would like your work to be showcased in this gallery, simply click here to submit your projects."
BW Research: Popular Economics
BW Research: Popular Economics:
"BY GLORIA KRISANA L. GALLEZO, Researcher
Financial globalization and market instability
'The business of banking is fraught with dangers, arising principally from the instability in the world economy and from human error or misjudgment. Like any other enterprise, a bank may be overtaken by events or may be governed unwisely,' Sir John Clapham, The Bank of England — A History, 1944
As markets worldwide wobble from the financial woes that the US subprime crisis has brought, it reminds us the reality that banks, like any depositary institution, are indeed inherently unstable. Peter Wallace of American Enterprise Institute for Public Policy Research (AEI) wrote 'The reasoning behind this claim is that because these institutions take deposits that are withdrawable on demand, they are subject to panic ’runs’ that may bring down otherwise solvent institutions.' Thus, ensuring safety and stability of financial institutions alone gives us the most important rationale for regulating banks. This leads us however to question, 'why banks still fail despite being one of the highly regulated enterprises?'
A report by the HM Treasury, United Kingdom’s economics and finance ministry, in May last year titled 'Embracing Globalisation' gives us a clue to the answer by simply pointing to the complexities brought by financial globalization defined by the International Monetary Fund (IMF) as the 'extent to which the world economies are linked through cross-border financial holdings.'
Added to financial market instability, modern-day banks are confronted with more pressing challenges as world economies increasingly experience an ’unparalleled level of financial integration’ with advanced economies experiencing the greatest degree of integration, and now, experiencing the greatest shock of the financial crisis.
By having the greatest degree of integration, advanced economies took a full advantage of economic growth as brought by improved allocated efficiency of capital, intensified internal competition, spread of technology and managerial expertise, spurred development of secondary market liquidity, and reduced economic inefficiencies. Majority of them as well benefited from spurred financial sector, stable macroeconomic frameworks and institutional improvements and total factor productivity growth, until recently when the subprime crisis in the US turned into a full blown global financial crisis. This leads us to another question, 'Is financial globalization, a curse or a blessing?
Understanding Financial Globalization
Financial globalization involves two closely related processes according to HM Treasury. These are (1) the reduction in official barriers to cross-border flows of capital (i.e. official policy towards capital mobility) and (2) the increase in cross-border holdings of financial assets and liabilities (i.e. the actual extent to which capital is flowing between different economies.
Assessing the extent of this phenomenon on the other hand involves considering both the de jure and de facto measurements. The former refers to the level of government restrictions on capital mobility (capital inflows and outflows) while the latter pertains to returns or volume-based measures to highlight changes to external balance sheets or the equalization of asset price across borders.
The first Age of Financial Globalization was between 1870 and 1913 as marked by technological innovations including the introduction of international telegraph links and financing needs of the frontier economies (i.e. railways).
However, HM Treasury reported that compared to this period, today’s level of financial integration is higher as characterized by increased international trade and capital flows, and a shift of the direction of capital flows. 'Unlike today, when net capital flows are unusually running ’uphill’ from the emerging markets to the advanced economies, this period [First Age] was characterized by capital flowing from Europe to emerging economies,' HM Treasury explained.
The period ended with the outbreak of the World War I, and the Great Depression combined with the introduction of rigid capital controls. Early 1990s however proved to be a new beginning of financial integration, even surpassing what was experienced in the First Age. Since early 1990s, the world is continuously experiencing significant increases in the value of assets and liabilities, number of countries having financial assets whose value exceeds their respective Gross Development Products (GDP), and volume of cross-border portfolio investments.
Nonetheless, the fact that there is an 'unparalleled level of financial integration' should not be discounted, with the advanced economies experiencing the greatest degree while the least developed economies have so far been the least affected.
Factors cited by the HM Treasury that caused advanced economies to experience a rapid rise in integration are higher level of de jure financial openness; the development and spread of common reporting standards; and significant improvements in regulation, transparency and general governance.
While least developed economies on the other hand are characterized by the prevalence of capital controls that are only partially effective and inability to attract capital flows because of undeveloped domestic financial system, weaker institutions and poor financial governance.
Finacial Market (In)stability
Financial globalization presents opportunities for economic growth and stability, it however increases instability in financial markets. Concerns regarding the stability of financial market in the midst of increasing financial integration are driven by three reasons. First, financial markets according to HM Treasury have increased in importance relative to the real economy as marked by increased value of assets traded on the capital markets of major industrial countries relative to their respective GDPs as well as the increased financial sector’s share of economy-wide value added.
Second, financial markets and financial institutions around the world are now much more inter-linked and hence a reduction in home biases among institutional and private investors, who seek to diversify their risks. And third, recent decades have witnessed a transfer of risk to the household sector in advanced economies. As such, having an unstable financial market could surpass the economic opportunities that financial globalization presents because of the potential impact that financial instability could bring to the real economy.
HM Treasury said that there are a number of channels through which financial globalization should have enhanced stability. Examples of which are: enabling visitors to manage better their own risks by diversifying their portfolios into foreign assets; improving market liquidity through increased set of financial agents active in a given market; improving funding liquidity through easy access to finance firms; ensuring that financial risk is allocated to those best equipped to hold it; and diluting the impact of financial crisis around different markets.
The agency, however, warned that financial globalization could also increase systematic risk in the financial system through contagion between financial centers and markets. The HM Treasury pointed four means by which the contagion can occur. These are through enhancing information asymmetries between the distributor and purchaser of risk, increasing the correlation of asset prices across borders, exposing financial systems to cross-border spill-overs via capital markets or bank balance sheets, and exposing emerging economies to rapid surges and withdrawals of foreign capitals which could lead to volatility in exchange rate and asset price bubbles.
Considering these potential risks, the HM Treasury emphasized that 'financial globalization can deliver significant benefits if the appropriate regulatory and supervisory framework is in place'
Sources:
— 'Embracing Financial Globalisation,' HM Treasury Report, May 30, 2008.
— 'The Bank of England - A History,' Sir John Clapham, 1944.
'Why Regulate Banks?' Peter Wallace, August 2005."
"BY GLORIA KRISANA L. GALLEZO, Researcher
Financial globalization and market instability
'The business of banking is fraught with dangers, arising principally from the instability in the world economy and from human error or misjudgment. Like any other enterprise, a bank may be overtaken by events or may be governed unwisely,' Sir John Clapham, The Bank of England — A History, 1944
As markets worldwide wobble from the financial woes that the US subprime crisis has brought, it reminds us the reality that banks, like any depositary institution, are indeed inherently unstable. Peter Wallace of American Enterprise Institute for Public Policy Research (AEI) wrote 'The reasoning behind this claim is that because these institutions take deposits that are withdrawable on demand, they are subject to panic ’runs’ that may bring down otherwise solvent institutions.' Thus, ensuring safety and stability of financial institutions alone gives us the most important rationale for regulating banks. This leads us however to question, 'why banks still fail despite being one of the highly regulated enterprises?'
A report by the HM Treasury, United Kingdom’s economics and finance ministry, in May last year titled 'Embracing Globalisation' gives us a clue to the answer by simply pointing to the complexities brought by financial globalization defined by the International Monetary Fund (IMF) as the 'extent to which the world economies are linked through cross-border financial holdings.'
Added to financial market instability, modern-day banks are confronted with more pressing challenges as world economies increasingly experience an ’unparalleled level of financial integration’ with advanced economies experiencing the greatest degree of integration, and now, experiencing the greatest shock of the financial crisis.
By having the greatest degree of integration, advanced economies took a full advantage of economic growth as brought by improved allocated efficiency of capital, intensified internal competition, spread of technology and managerial expertise, spurred development of secondary market liquidity, and reduced economic inefficiencies. Majority of them as well benefited from spurred financial sector, stable macroeconomic frameworks and institutional improvements and total factor productivity growth, until recently when the subprime crisis in the US turned into a full blown global financial crisis. This leads us to another question, 'Is financial globalization, a curse or a blessing?
Understanding Financial Globalization
Financial globalization involves two closely related processes according to HM Treasury. These are (1) the reduction in official barriers to cross-border flows of capital (i.e. official policy towards capital mobility) and (2) the increase in cross-border holdings of financial assets and liabilities (i.e. the actual extent to which capital is flowing between different economies.
Assessing the extent of this phenomenon on the other hand involves considering both the de jure and de facto measurements. The former refers to the level of government restrictions on capital mobility (capital inflows and outflows) while the latter pertains to returns or volume-based measures to highlight changes to external balance sheets or the equalization of asset price across borders.
The first Age of Financial Globalization was between 1870 and 1913 as marked by technological innovations including the introduction of international telegraph links and financing needs of the frontier economies (i.e. railways).
However, HM Treasury reported that compared to this period, today’s level of financial integration is higher as characterized by increased international trade and capital flows, and a shift of the direction of capital flows. 'Unlike today, when net capital flows are unusually running ’uphill’ from the emerging markets to the advanced economies, this period [First Age] was characterized by capital flowing from Europe to emerging economies,' HM Treasury explained.
The period ended with the outbreak of the World War I, and the Great Depression combined with the introduction of rigid capital controls. Early 1990s however proved to be a new beginning of financial integration, even surpassing what was experienced in the First Age. Since early 1990s, the world is continuously experiencing significant increases in the value of assets and liabilities, number of countries having financial assets whose value exceeds their respective Gross Development Products (GDP), and volume of cross-border portfolio investments.
Nonetheless, the fact that there is an 'unparalleled level of financial integration' should not be discounted, with the advanced economies experiencing the greatest degree while the least developed economies have so far been the least affected.
Factors cited by the HM Treasury that caused advanced economies to experience a rapid rise in integration are higher level of de jure financial openness; the development and spread of common reporting standards; and significant improvements in regulation, transparency and general governance.
While least developed economies on the other hand are characterized by the prevalence of capital controls that are only partially effective and inability to attract capital flows because of undeveloped domestic financial system, weaker institutions and poor financial governance.
Finacial Market (In)stability
Financial globalization presents opportunities for economic growth and stability, it however increases instability in financial markets. Concerns regarding the stability of financial market in the midst of increasing financial integration are driven by three reasons. First, financial markets according to HM Treasury have increased in importance relative to the real economy as marked by increased value of assets traded on the capital markets of major industrial countries relative to their respective GDPs as well as the increased financial sector’s share of economy-wide value added.
Second, financial markets and financial institutions around the world are now much more inter-linked and hence a reduction in home biases among institutional and private investors, who seek to diversify their risks. And third, recent decades have witnessed a transfer of risk to the household sector in advanced economies. As such, having an unstable financial market could surpass the economic opportunities that financial globalization presents because of the potential impact that financial instability could bring to the real economy.
HM Treasury said that there are a number of channels through which financial globalization should have enhanced stability. Examples of which are: enabling visitors to manage better their own risks by diversifying their portfolios into foreign assets; improving market liquidity through increased set of financial agents active in a given market; improving funding liquidity through easy access to finance firms; ensuring that financial risk is allocated to those best equipped to hold it; and diluting the impact of financial crisis around different markets.
The agency, however, warned that financial globalization could also increase systematic risk in the financial system through contagion between financial centers and markets. The HM Treasury pointed four means by which the contagion can occur. These are through enhancing information asymmetries between the distributor and purchaser of risk, increasing the correlation of asset prices across borders, exposing financial systems to cross-border spill-overs via capital markets or bank balance sheets, and exposing emerging economies to rapid surges and withdrawals of foreign capitals which could lead to volatility in exchange rate and asset price bubbles.
Considering these potential risks, the HM Treasury emphasized that 'financial globalization can deliver significant benefits if the appropriate regulatory and supervisory framework is in place'
Sources:
— 'Embracing Financial Globalisation,' HM Treasury Report, May 30, 2008.
— 'The Bank of England - A History,' Sir John Clapham, 1944.
'Why Regulate Banks?' Peter Wallace, August 2005."
BW Research: Popular Economics
BW Research: Popular Economics:
"The benefits of conditional cash transfers
BY BENJAMIN V. BUCO, JR., Researcher
“GIVE a man a fish and he will eat for one day. Teach a man to fish and he will eat for a lifetime,” so goes a popular proverb.
While the practicality of the above-mentioned piece of wisdom is uncontestable, more and more governments around the globe are now finding it necessary to hand out “fishes” or money, literally, to their people every day, in an effort to help them rise out of poverty. This scheme of giving out hard cash to poor families is called a conditional cash transfer (CCT).
The idea of CCTs was pioneered in Latin America and is now gaining footholds across Africa and Asia. The first country to implement a CCT program was Mexico.
Originally called Programa de Educación, Salud y Alimentación (now called Opportunidades), the CCT program started in 1997 and is aimed at handing out hard cash to extremely poor Mexicans, around 5 million of them. Brazil, meanwhile, has the Programa Nacional de Bolsa Escola and Programa de Erradicação do Trabalho Infantil, (PETI), while, Jamaica has the Program of Advancement Through Health and Education (PATH)
“Virtually every country in Latin America has such a program. Elsewhere, there are large-scale programs in Bangladesh, Indonesia, and Turkey, and pilot programs in Cambodia, Malawi, Morocco, Pakistan, and South Africa, among others,” said the World Bank.
But why the growing popularity of CCTs?
The World Bank explains: “CCTs have been hailed as a way of reducing inequality, especially in the very unequal countries in Latin America; helping households break out of a vicious cycle whereby poverty is transmitted from one generation to another; promoting child health, nutrition, and schooling; and helping countries meet the millennium development goals.”"
"The benefits of conditional cash transfers
BY BENJAMIN V. BUCO, JR., Researcher
“GIVE a man a fish and he will eat for one day. Teach a man to fish and he will eat for a lifetime,” so goes a popular proverb.
While the practicality of the above-mentioned piece of wisdom is uncontestable, more and more governments around the globe are now finding it necessary to hand out “fishes” or money, literally, to their people every day, in an effort to help them rise out of poverty. This scheme of giving out hard cash to poor families is called a conditional cash transfer (CCT).
The idea of CCTs was pioneered in Latin America and is now gaining footholds across Africa and Asia. The first country to implement a CCT program was Mexico.
Originally called Programa de Educación, Salud y Alimentación (now called Opportunidades), the CCT program started in 1997 and is aimed at handing out hard cash to extremely poor Mexicans, around 5 million of them. Brazil, meanwhile, has the Programa Nacional de Bolsa Escola and Programa de Erradicação do Trabalho Infantil, (PETI), while, Jamaica has the Program of Advancement Through Health and Education (PATH)
“Virtually every country in Latin America has such a program. Elsewhere, there are large-scale programs in Bangladesh, Indonesia, and Turkey, and pilot programs in Cambodia, Malawi, Morocco, Pakistan, and South Africa, among others,” said the World Bank.
But why the growing popularity of CCTs?
The World Bank explains: “CCTs have been hailed as a way of reducing inequality, especially in the very unequal countries in Latin America; helping households break out of a vicious cycle whereby poverty is transmitted from one generation to another; promoting child health, nutrition, and schooling; and helping countries meet the millennium development goals.”"
BW Research: Popular Economics
BW Research: Popular Economics: "
# Countering the global downturn via effective business planning (050809)
# Diversifying the agriculture sector (050109)
# The economics of the state entering the bedroom (042409)
# The benefits of conditional cash transfers (041009)
# Counting the poor (040309)
# The Modern Filipino diaspora (032709)
# The internal revenue allotment (032009)
# Building an ASEAN Economic Community (031309)
# Empowering women (022709)
# The economics of public-private partnerships (021309)
# Depression economics (013009)
# The economics of foreign aid (011609)
# Financial globalization and market instability (010909)"
# Countering the global downturn via effective business planning (050809)
# Diversifying the agriculture sector (050109)
# The economics of the state entering the bedroom (042409)
# The benefits of conditional cash transfers (041009)
# Counting the poor (040309)
# The Modern Filipino diaspora (032709)
# The internal revenue allotment (032009)
# Building an ASEAN Economic Community (031309)
# Empowering women (022709)
# The economics of public-private partnerships (021309)
# Depression economics (013009)
# The economics of foreign aid (011609)
# Financial globalization and market instability (010909)"
BW Research: Popular Economics
BW Research: Popular Economics: "BY DANIEL ANNE B. NEPOMUCENO, Researcher
Countering the global downturn via effective business planning
THE GLOBAL financial crisis has dramatically affected many industries around the world.
Many workers are still jobless and a number of small and large scale businesses are doing their best to revive their operations, while others remain under the deep thickets of the global downturn.
In a report entitled 'Business Planning: Navigating the Global Downturn,' Grant Thornton International examined the strategies that privately held businesses can utilize to make big decisions that would help them survive the economic downturn in the longer term with the aid of good business planning.
Privately held businesses include entrepreneurs, family businesses and non-listed entities.
'There is no better time than now to take a hard look at your businesses and make changes in the short- and medium-term strategy, wherever required,' Monish Chatrath from Grant Thornton India said.
'Organizations, processes and supply chains that have become bloated with inefficiencies that were ignored whilst profits continued to come in, will now have to be made more productive, more efficient and fundamentally more lean,' Mr. Chatrath added.
The report includes responses of over 7,200 privately held businesses across 36 economies regarding the most successful initiative they have put in place in order to increase business profitability amid the global financial crunch.
Results of the study reveal that product innovation was regarded as the most successful tool with 20% of businesses surveyed citing this measure.
'Innovation in the current climate is about making processes more efficient. A lot of companies are trying to work smarter as they plan ahead,' said Frank Ponsioen from Grant Thornton Netherlands.
According to Grant Thornton, during the downturn, budgets on innovation processes are perhaps the first to be cut. However, based on the results of the study, companies may consider less radical cuts to innovation budgets to safeguard future competitiveness and to position themselves strategically from the future upturn.
Companies may consider the following innovation processes in order to survive the downturn: seeking opportunities in the economic dislocation, ringing fence resources for innovation, tailoring products and services to current market conditions, being open to ideas, carefully managing your risks, considering collaboration with customers and suppliers to develop new ideas and examining innovative processes and business models, as well as products to improve efficiency.
Next to innovation is cost cutting with 18% of the respondents considering this as an effective key to make their way out of recession.
The difficulty for many businesses is to identify which costs to cut without compromising their strengths. About 27% of privately held businesses expect to cut costs by reducing their workforce in the coming year while 24% anticipate that pay levels of employees may stay the same or at worst, decrease.
In line with this, Mr. Ponsioen notes that if a business needs to cut staffing levels they need to communicate clearly, be transparent and move quickly.
'They should identify, manage and retain their top talent using incentives and personal development plans and be cautious in unnecessary cutting of talents,' he advised.
The third to strategy that business could utilize is pricing, which was cited by 13% of privately, held businesses as being their most successful profitable initiative.
Furthermore, others consider having a new management structure and productivity review, (both cited by 12% of the respondents), strategic investment (11%), expansion of workforce, brand re-design and outsourcing (3%), use of external advisors (1%), while 4% remained undecided.
Optimism and Pessimism Barometer
The same study from Grant Thornton shows how privately held businesses have been hit hard by contractions in demand and lack of available credit which in turn pulled down overall business confidence, Alex MacBeath, global leader of the privately held business services of the Grant Thornton International said.
The net balance of optimistic versus pessimistic privately held businesses about their economy over the coming 12 months stood at -16%.
'The figure was a record negative level in the history of the Grant Thornton optimism/pessimism barometer,' the firm noted.
The most positive and not seeing a bleak future because of the traces of the global financial crisis was India with a score of 83%, followed by Botswana (81%) and Philippines (63%).
Other countries showing optimism in the future were Brazil (50%), Armenia (46%), South Africa (35%), Vietnam (31%), Mainland China (30%), Singapore (11%), Australia (11%) and Canada (3%).
Notably, the results of the barometer showed differences in attitude among mature economies.
'Of the four largest trading nations, businesses in the US and Mainland China, which together contribute over 32% of global GDP, scored their optimism at -34% and 30%, respectively,' the report said.
Similarly, Japan and India, which collectively contributed over 11% of global GDP, scored their optimism at -85% and 83%, respectively.
Respondents claimed that reduced demand and the lack of available credit emerged as two reasons for the bleak mood."
Countering the global downturn via effective business planning
THE GLOBAL financial crisis has dramatically affected many industries around the world.
Many workers are still jobless and a number of small and large scale businesses are doing their best to revive their operations, while others remain under the deep thickets of the global downturn.
In a report entitled 'Business Planning: Navigating the Global Downturn,' Grant Thornton International examined the strategies that privately held businesses can utilize to make big decisions that would help them survive the economic downturn in the longer term with the aid of good business planning.
Privately held businesses include entrepreneurs, family businesses and non-listed entities.
'There is no better time than now to take a hard look at your businesses and make changes in the short- and medium-term strategy, wherever required,' Monish Chatrath from Grant Thornton India said.
'Organizations, processes and supply chains that have become bloated with inefficiencies that were ignored whilst profits continued to come in, will now have to be made more productive, more efficient and fundamentally more lean,' Mr. Chatrath added.
The report includes responses of over 7,200 privately held businesses across 36 economies regarding the most successful initiative they have put in place in order to increase business profitability amid the global financial crunch.
Results of the study reveal that product innovation was regarded as the most successful tool with 20% of businesses surveyed citing this measure.
'Innovation in the current climate is about making processes more efficient. A lot of companies are trying to work smarter as they plan ahead,' said Frank Ponsioen from Grant Thornton Netherlands.
According to Grant Thornton, during the downturn, budgets on innovation processes are perhaps the first to be cut. However, based on the results of the study, companies may consider less radical cuts to innovation budgets to safeguard future competitiveness and to position themselves strategically from the future upturn.
Companies may consider the following innovation processes in order to survive the downturn: seeking opportunities in the economic dislocation, ringing fence resources for innovation, tailoring products and services to current market conditions, being open to ideas, carefully managing your risks, considering collaboration with customers and suppliers to develop new ideas and examining innovative processes and business models, as well as products to improve efficiency.
Next to innovation is cost cutting with 18% of the respondents considering this as an effective key to make their way out of recession.
The difficulty for many businesses is to identify which costs to cut without compromising their strengths. About 27% of privately held businesses expect to cut costs by reducing their workforce in the coming year while 24% anticipate that pay levels of employees may stay the same or at worst, decrease.
In line with this, Mr. Ponsioen notes that if a business needs to cut staffing levels they need to communicate clearly, be transparent and move quickly.
'They should identify, manage and retain their top talent using incentives and personal development plans and be cautious in unnecessary cutting of talents,' he advised.
The third to strategy that business could utilize is pricing, which was cited by 13% of privately, held businesses as being their most successful profitable initiative.
Furthermore, others consider having a new management structure and productivity review, (both cited by 12% of the respondents), strategic investment (11%), expansion of workforce, brand re-design and outsourcing (3%), use of external advisors (1%), while 4% remained undecided.
Optimism and Pessimism Barometer
The same study from Grant Thornton shows how privately held businesses have been hit hard by contractions in demand and lack of available credit which in turn pulled down overall business confidence, Alex MacBeath, global leader of the privately held business services of the Grant Thornton International said.
The net balance of optimistic versus pessimistic privately held businesses about their economy over the coming 12 months stood at -16%.
'The figure was a record negative level in the history of the Grant Thornton optimism/pessimism barometer,' the firm noted.
The most positive and not seeing a bleak future because of the traces of the global financial crisis was India with a score of 83%, followed by Botswana (81%) and Philippines (63%).
Other countries showing optimism in the future were Brazil (50%), Armenia (46%), South Africa (35%), Vietnam (31%), Mainland China (30%), Singapore (11%), Australia (11%) and Canada (3%).
Notably, the results of the barometer showed differences in attitude among mature economies.
'Of the four largest trading nations, businesses in the US and Mainland China, which together contribute over 32% of global GDP, scored their optimism at -34% and 30%, respectively,' the report said.
Similarly, Japan and India, which collectively contributed over 11% of global GDP, scored their optimism at -85% and 83%, respectively.
Respondents claimed that reduced demand and the lack of available credit emerged as two reasons for the bleak mood."
BusinessWorld Online: US corn farmers in muddy race with Mother Nature
BusinessWorld Online: US corn farmers in muddy race with Mother Nature:
"OPHIR TOWNSHIP, ILLINOIS — Farmer Monty Whipple held the problem of the eastern US corn belt in the palm of his hand: a ball of mud, densely compacted.
His nearly 400-acre farm, about 90 miles southwest of Chicago in LaSalle County, was filled with mud.
Several fields less than a mile down the country road had as much as a foot of standing water.
Farmers in the Midwest prefer to have their corn crop planted by now. The rule of thumb is that for each day planted after May 15, a bushel of corn is lost per acre.
But a tractor in the mud will either get stuck or compress the soil enough to prevent seeds from setting.
'In the back of your mind you’re thinking, ’If I don’t plant it today, it’s going to be another week,’' Mr. Whipple, 58, said during an interview last week.
'They say farming is nothing but a big gamble — gambling on prices, gambling on the weather,' Mr. Whipple said as he threw the ball of mud into a field that stretched to the horizon. 'In the long run, you make a good living at it.'
Illinois and Iowa are the two top corn-producing states in the US, the largest corn producer in the world.
This planting season, the weather has split the Corn Belt in half along the Mississippi River.
In the west, 81% of Iowa’s crop was in the ground as of last week. In the east, only 10% of Illinois’ corn had been planted, 11% in Indiana, 22% in Ohio, according to the US Agriculture Department.
Frequent and heavy rains have slowed progress this spring. Farmers in the eastern Corn Belt now face smaller corn yields or the option of planting faster-growing soybeans instead.
Still, US farmers this year are forecast to plant the third-largest corn crop on record at 12.09 billion bushels.
'It certainly looks like a break in the weather is coming. It could be the driest week for the central crop belt for this growing season so far,' said Mike Palmerino, a DTN Meteorlogix forecaster.
Many fields will need several day’s worth of dry, sunny weather to before farmers can plant, and it may be Wednesday or later before farmers can get back into the fields.
'This next week will tell a lot,' said Mr. Whipple, speaking while taking a break between sharpening the blade for his riding lawn mower and delivering a truckload of last year’s crop to a grain elevator.
'We are never comfortable until [the corn is] in the bin.' — Reuters"
"OPHIR TOWNSHIP, ILLINOIS — Farmer Monty Whipple held the problem of the eastern US corn belt in the palm of his hand: a ball of mud, densely compacted.
His nearly 400-acre farm, about 90 miles southwest of Chicago in LaSalle County, was filled with mud.
Several fields less than a mile down the country road had as much as a foot of standing water.
Farmers in the Midwest prefer to have their corn crop planted by now. The rule of thumb is that for each day planted after May 15, a bushel of corn is lost per acre.
But a tractor in the mud will either get stuck or compress the soil enough to prevent seeds from setting.
'In the back of your mind you’re thinking, ’If I don’t plant it today, it’s going to be another week,’' Mr. Whipple, 58, said during an interview last week.
'They say farming is nothing but a big gamble — gambling on prices, gambling on the weather,' Mr. Whipple said as he threw the ball of mud into a field that stretched to the horizon. 'In the long run, you make a good living at it.'
Illinois and Iowa are the two top corn-producing states in the US, the largest corn producer in the world.
This planting season, the weather has split the Corn Belt in half along the Mississippi River.
In the west, 81% of Iowa’s crop was in the ground as of last week. In the east, only 10% of Illinois’ corn had been planted, 11% in Indiana, 22% in Ohio, according to the US Agriculture Department.
Frequent and heavy rains have slowed progress this spring. Farmers in the eastern Corn Belt now face smaller corn yields or the option of planting faster-growing soybeans instead.
Still, US farmers this year are forecast to plant the third-largest corn crop on record at 12.09 billion bushels.
'It certainly looks like a break in the weather is coming. It could be the driest week for the central crop belt for this growing season so far,' said Mike Palmerino, a DTN Meteorlogix forecaster.
Many fields will need several day’s worth of dry, sunny weather to before farmers can plant, and it may be Wednesday or later before farmers can get back into the fields.
'This next week will tell a lot,' said Mr. Whipple, speaking while taking a break between sharpening the blade for his riding lawn mower and delivering a truckload of last year’s crop to a grain elevator.
'We are never comfortable until [the corn is] in the bin.' — Reuters"
BusinessWorld Online: The pros and cons of free-range chicken
BusinessWorld Online: The pros and cons of free-range chicken:
"A type of chicken raised in a countryside-like setting has captured a niche market consisting of the upper class, the health-conscious and the gourmets.
First imported from France in 1997, free range (F1) chicken has captured the hearts — and stomachs — of a select group of people who want to veer away from the conventional broiler chicken.
'The chefs, consumers and health buffs like it,' Erwin Joseph S. Cruz, owner of Happy Farmers Poultry Enterprise and a specialist in raising F1 chicken, said in the vernacular.
'The middle class is [gradually] accepting it. The question now is how it will go to the mainstream in economies of scale,' he added.
F1 chicken, imported from Grimaud Freres of France, is usually raised in a country-like farm, much like our 'native' chickens.
Compared with the conventional broiler chickens that flood the market, high quality certified F1 chicken is known to be more resistant to bacterial and viral infections resulting in less mortality and higher livability.
'White chicken is prone to diseases. And it eventually forces the farmer to use medicines. Free range chickens do not have hormones and antibiotics in their bodies,' he said.
As a means of encouragement to poultry farmers, F1 chicken meat is sold in the markets at a premium price of P250-P300 per kilogram, more than twice the price of white chicken at P120 per kilo.
F1 chicken also has 70% less fat, more Omega-3 nutrients and more antioxidants compared with white chicken.
Meanwhile, eggs of F1 chicken contain higher folic acid, vitamin B12, vitamin C, vitamin E and seven times more beta-carotene, with a third less cholesterol content and a quarter less saturated fat compared with white chicken eggs.
'You no longer need to feed animals with synthetic vitamins,' Mr. Cruz said.
However, the steep pricing limits the growth of the industry.
'There are many barriers in pricing because of the length of the growth and the premium feeds like Class-A corn,' Mr. Cruz said.
F1 chickens are raised for 60-81 days, two times longer than for white chickens (30-32 days). According to European standards, an F1 chicken should have at least one square meter of lot to range in.
Having the freedom to range, the chickens consume less feeds on a daily basis as they also feed on earthworms, corn, tomatoes, grass and leftover rice.
Farmers Choice, a certified distributor of day-old F1 chicks, is connected with three major farms namely the Villegas Hobby Farm in Malvar, Batangas, the Ramas Farm in Maragondon, Cavite, and Antonio’s Farm in Antipolo, Rizal. All three sell F1 chicken meat.
Earlier this year, poultry meat producer Bounty Farms, Inc. said it imported F1 chickens from Hubbard in France.
Bounty Fresh will raise around 10,000 free-range chicken in central and southern Luzon."
"A type of chicken raised in a countryside-like setting has captured a niche market consisting of the upper class, the health-conscious and the gourmets.
First imported from France in 1997, free range (F1) chicken has captured the hearts — and stomachs — of a select group of people who want to veer away from the conventional broiler chicken.
'The chefs, consumers and health buffs like it,' Erwin Joseph S. Cruz, owner of Happy Farmers Poultry Enterprise and a specialist in raising F1 chicken, said in the vernacular.
'The middle class is [gradually] accepting it. The question now is how it will go to the mainstream in economies of scale,' he added.
F1 chicken, imported from Grimaud Freres of France, is usually raised in a country-like farm, much like our 'native' chickens.
Compared with the conventional broiler chickens that flood the market, high quality certified F1 chicken is known to be more resistant to bacterial and viral infections resulting in less mortality and higher livability.
'White chicken is prone to diseases. And it eventually forces the farmer to use medicines. Free range chickens do not have hormones and antibiotics in their bodies,' he said.
As a means of encouragement to poultry farmers, F1 chicken meat is sold in the markets at a premium price of P250-P300 per kilogram, more than twice the price of white chicken at P120 per kilo.
F1 chicken also has 70% less fat, more Omega-3 nutrients and more antioxidants compared with white chicken.
Meanwhile, eggs of F1 chicken contain higher folic acid, vitamin B12, vitamin C, vitamin E and seven times more beta-carotene, with a third less cholesterol content and a quarter less saturated fat compared with white chicken eggs.
'You no longer need to feed animals with synthetic vitamins,' Mr. Cruz said.
However, the steep pricing limits the growth of the industry.
'There are many barriers in pricing because of the length of the growth and the premium feeds like Class-A corn,' Mr. Cruz said.
F1 chickens are raised for 60-81 days, two times longer than for white chickens (30-32 days). According to European standards, an F1 chicken should have at least one square meter of lot to range in.
Having the freedom to range, the chickens consume less feeds on a daily basis as they also feed on earthworms, corn, tomatoes, grass and leftover rice.
Farmers Choice, a certified distributor of day-old F1 chicks, is connected with three major farms namely the Villegas Hobby Farm in Malvar, Batangas, the Ramas Farm in Maragondon, Cavite, and Antonio’s Farm in Antipolo, Rizal. All three sell F1 chicken meat.
Earlier this year, poultry meat producer Bounty Farms, Inc. said it imported F1 chickens from Hubbard in France.
Bounty Fresh will raise around 10,000 free-range chicken in central and southern Luzon."
Frequently Asked Questions on PayEasy Cart
Frequently Asked Questions on PayEasy Cart: "What are the limitations of using the Cart?
The Cart is designed for use of small and micro enterprises who want to take their existing website to the next level. These merchants typically carry only a small catalog of ten (10) types of items or less in their online store, and expect to only do about PHP100,000 (USD2,000) of online sales per month. Because this is a generic shopping cart implementation, the merchant cannot fully control the look-and-feel of the shopping process. However, the merchant logo and name will consistently appear on the Cart interface to assure the buyer that he is still buying the item from the merchant.
Since the Cart emails the completed transaction details to the merchant, this assumes that a person at the merchant side will manually process the order during business hours. It is therefore not possible to use this service for selling items that require real-time fulfillment. Examples of such service include: dispensing of electronic PIN's for phone/internet/gaming cards online and realtime; or issuing of Digital Rights Management (DRM) licenses for music downloads online and realtime.
The Cart can perform three simple types of shipping computation: Fixed, Weight or Price. Under the Fixed computation method, the same shipping amount is charged regardless of the number of items placed into the cart. For the Weight method, the weight of the individual items in the cart is added and multiplied by the rate provided by the merchant. For the Price method, the prices of the individual items in the cart are added and multiplied by the rate provided by the merchant. Under all three cases, the merchant can provide a local and an international rate. The Cart will determine which rate to use based on the shipping address specified by the buyer"
The Cart is designed for use of small and micro enterprises who want to take their existing website to the next level. These merchants typically carry only a small catalog of ten (10) types of items or less in their online store, and expect to only do about PHP100,000 (USD2,000) of online sales per month. Because this is a generic shopping cart implementation, the merchant cannot fully control the look-and-feel of the shopping process. However, the merchant logo and name will consistently appear on the Cart interface to assure the buyer that he is still buying the item from the merchant.
Since the Cart emails the completed transaction details to the merchant, this assumes that a person at the merchant side will manually process the order during business hours. It is therefore not possible to use this service for selling items that require real-time fulfillment. Examples of such service include: dispensing of electronic PIN's for phone/internet/gaming cards online and realtime; or issuing of Digital Rights Management (DRM) licenses for music downloads online and realtime.
The Cart can perform three simple types of shipping computation: Fixed, Weight or Price. Under the Fixed computation method, the same shipping amount is charged regardless of the number of items placed into the cart. For the Weight method, the weight of the individual items in the cart is added and multiplied by the rate provided by the merchant. For the Price method, the prices of the individual items in the cart are added and multiplied by the rate provided by the merchant. Under all three cases, the merchant can provide a local and an international rate. The Cart will determine which rate to use based on the shipping address specified by the buyer"
Start your own small business - money making job - run your own business
Start your own small business - money making job - run your own business:
"Business Plans
The Business Plans have been designed and customized specifically for each particular business opportunity. Each Business Plan instruction file has been professional prepared and written with an expanded table of contents for easy access to all of the valuable information contained in each section.
General Business Plans
The Business Plan for Small Business
The Business Plan for Your Franchise Operation
Retail Store Business Plans
The Business Plan for Your Arcade Operation
The Business Plan for Your Art Gallery
The Business Plan for Your Asian Restaurant
The Business Plan for Your Auto Body Shop
The Business Plan for Your Auto Repair Shop
The Business Plan for Your Automobile Dealership
The Business Plan for Your Bakery
The Business Plan for Your Bar or Tavern
The Business Plan for Your Barbecue Restaurant
The Business Plan for Your Beauty Salon
The Business Plan for Your Bicycle Shop
The Business Plan for Your Bistro Restaurant
The Business Plan for Your Book Store
The Business Plan for Your Bowling Center
The Business Plan for Your Bridal Shop
The Business Plan for Your Buffet Restaurant
The Business Plan for Your Cafe
The Business Plan for Your Cafeteria Restaurant
The Business Plan for Your Candy Store
The Business Plan for Your Cantina
The Business Plan for Your Car Audio Service
The Business Plan for Your Car Wash Operation
The Business Plan for Your Chinese Restaurant
The Business Plan for Your Clothing Store
The Business Plan for Your Coffee Shop
The Business Plan for Your Coin Operated Laundry
The Business Plan for Your Computer Store
The Business Plan for Your Consignment Store
The Business Plan for Your Convenience Store
The Business Plan for Your Cosmetics Store
The Business Plan for Your Dance Studio
The Business Plan for Your Deli
The Business Plan for Your Donut Shop
The Business Plan for Your Dry Cleaning Service
The Business Plan for Your Fitness Center
The Business Plan for Your Florist Shop
The Business Plan for Your French Restaurant
The Business Plan for Your Furniture Store
The Business Plan for Your Gift Basket Service
The Business Plan for Your Gift Shop
The Business Plan for Your Golf Driving Range
The Business Plan for Your Grocery Store
The Business Plan for Your Hair Salon
The Business Plan for Your Hotel Operation
The Business Plan for Your Ice Cream Store
The Business Plan for Your Internet Cafe
The Business Plan for Your Italian Restaurant
The Business Plan for Your Japanese Restaurant
The Business Plan for Your Jewelry Store
The Business Plan for Your Kennel Operation
The Business Plan for Your Kiosk Operation
The Business Plan for Your Liquor Store
The Business Plan for Your Mexican Restaurant
The Business Plan for Your Miniature Golf Course
The Business Plan for Your Mobile Phone Store
The Business Plan for Your Motel Operation
The Business Plan for Your Motorcycle Store
The Business Plan for Your Movie Theater
The Business Plan for Your Nail Salon
The Business Plan for Your Nightclub
The Business Plan for Your Pawn Shop
The Business Plan for Your Pet Grooming Service
The Business Plan for Your Pet Shop
The Business Plan for Your Pizzeria
The Business Plan for Your Restaurant
The Business Plan for Your Seafood Restaurant
The Business Plan for Your Self Storage Operation
The Business Plan for Your Spa Salon
The Business Plan for Your Sporting Goods Store
The Business Plan for Your Steakhouse Restaurant
The Business Plan for Your Tanning Salon
The Business Plan for Your Tire Store
The Business Plan for Your Video Rental Store
The Business Plan for Your Window Treatment Service
Service Industry Business Plans
The Business Plan for Your Air Conditioning and Heating Company
The Business Plan for Your Apartment Cleaning Service
The Business Plan for Your Auto Decal Service
The Business Plan for Your Bed and Breakfast
The Business Plan for Your Bookkeeping Service
The Business Plan for Your Campground Operation
The Business Plan for Your Carpet Cleaning Service
The Business Plan for Your Catering Service
The Business Plan for Your Check Cashing Service
The Business Plan for Your Collection Agency
The Business Plan for Your Commercial Cleaning Company
The Business Plan for Your Computer Consulting Service
The Business Plan for Your Computer Repair Service
The Business Plan for Your Concierge Service
The Business Plan for Your Construction Company
The Business Plan for Your Consulting Service
The Business Plan for Your Courier Service
The Business Plan for Your Credit and Debt Repair Service
The Business Plan for Your Day Care Center
The Business Plan for Your Electrical Contracting Company
The Business Plan for Your Firewood Business
The Business Plan for Your Freight Brokerage Business
The Business Plan for Your General Contracting Service
The Business Plan for Your Home Health Agency
The Business Plan for Your Home Inspection Service
The Business Plan for Your Import-Export Business
The Business Plan for Your Interior Design Company
The Business Plan for Your Janitorial Service
The Business Plan for Your Leasing Company
The Business Plan for Your Limousine Service
The Business Plan for Your Locksmith Service
The Business Plan for Your Lunch Truck Operation
The Business Plan for Your Medical Billing Service
The Business Plan for Your Modeling Agency
The Business Plan for Your Moving Company
The Business Plan for Your Nursing Agency
The Business Plan for Your Painting Contractor Business
The Business Plan for Your Party Planning Service
The Business Plan for Your Personal Chef Service
The Business Plan for Your Personal Trainer Service
The Business Plan for Your Pest Control Service
The Business Plan for Your Photography Service
The Business Plan for Your Plumbing Company
The Business Plan for Your Pool Service Company
The Business Plan for Your Power Washing Service
The Business Plan for Your Proofreading Service
The Business Plan for Your Property Management Company
The Business Plan for Your Scrap Metal Business
The Business Plan for Your Security Company
The Business Plan for Your Staffing Agency
The Business Plan for Your Tow Truck Service
The Business Plan for Your Truck Driving School
The Business Plan for Your Trucking Company
The Business Plan for Your Vending Machine Service
The Business Plan for Your Video Taping Service
The Business Plan for Your Wedding Planning Service
The Business Plan for Your Windshield & Dent Repair Service
Professional Service Business Plans
The Business Plan for Your Accounting Service
The Business Plan for Your Advertising Agency
The Business Plan for Your Antique Dealer Operation
The Business Plan for Your Business Plan Writing Service
The Business Plan for Your Executive Recruiting Firm
The Business Plan for Your Financial Planning Service
The Business Plan for Your Funeral Home
The Business Plan for Your Insurance Agency
The Business Plan for Your Mortgage Broker Service
The Business Plan for Your Music Publishing Company
The Business Plan for Your Music School
The Business Plan for Your Private Investigation Service
The Business Plan for Your Public Relations Firm
The Business Plan for Your Publishing Company
The Business Plan for Your Real Estate Agency
The Business Plan for Your Real Estate Development Company
The Business Plan for Your Recording Studio
The Business Plan for Your Travel Agency
The Business Plan for Your Video Production Company
The Business Plan for Your Website Design and Hosting Company
Landscaping Series Business Plans
The Business Plan for Your Barbecue Grill Service
The Business Plan for Your Fence Company
The Business Plan for Your Greenhouse Company
The Business Plan for Your Hot Tub Company
The Business Plan for Your Landscaping Service
The Business Plan for Your Lawn Care Service
The Business Plan for Your Outdoor Lighting Company
The Business Plan for Your Patio Cover Service
The Business Plan for Your Patio Deck Company
The Business Plan for Your Pool Company
The Business Plan for Your Sprinkler System Company
The Business Plan for Your Tree Trimming Company"
"Business Plans
The Business Plans have been designed and customized specifically for each particular business opportunity. Each Business Plan instruction file has been professional prepared and written with an expanded table of contents for easy access to all of the valuable information contained in each section.
General Business Plans
The Business Plan for Small Business
The Business Plan for Your Franchise Operation
Retail Store Business Plans
The Business Plan for Your Arcade Operation
The Business Plan for Your Art Gallery
The Business Plan for Your Asian Restaurant
The Business Plan for Your Auto Body Shop
The Business Plan for Your Auto Repair Shop
The Business Plan for Your Automobile Dealership
The Business Plan for Your Bakery
The Business Plan for Your Bar or Tavern
The Business Plan for Your Barbecue Restaurant
The Business Plan for Your Beauty Salon
The Business Plan for Your Bicycle Shop
The Business Plan for Your Bistro Restaurant
The Business Plan for Your Book Store
The Business Plan for Your Bowling Center
The Business Plan for Your Bridal Shop
The Business Plan for Your Buffet Restaurant
The Business Plan for Your Cafe
The Business Plan for Your Cafeteria Restaurant
The Business Plan for Your Candy Store
The Business Plan for Your Cantina
The Business Plan for Your Car Audio Service
The Business Plan for Your Car Wash Operation
The Business Plan for Your Chinese Restaurant
The Business Plan for Your Clothing Store
The Business Plan for Your Coffee Shop
The Business Plan for Your Coin Operated Laundry
The Business Plan for Your Computer Store
The Business Plan for Your Consignment Store
The Business Plan for Your Convenience Store
The Business Plan for Your Cosmetics Store
The Business Plan for Your Dance Studio
The Business Plan for Your Deli
The Business Plan for Your Donut Shop
The Business Plan for Your Dry Cleaning Service
The Business Plan for Your Fitness Center
The Business Plan for Your Florist Shop
The Business Plan for Your French Restaurant
The Business Plan for Your Furniture Store
The Business Plan for Your Gift Basket Service
The Business Plan for Your Gift Shop
The Business Plan for Your Golf Driving Range
The Business Plan for Your Grocery Store
The Business Plan for Your Hair Salon
The Business Plan for Your Hotel Operation
The Business Plan for Your Ice Cream Store
The Business Plan for Your Internet Cafe
The Business Plan for Your Italian Restaurant
The Business Plan for Your Japanese Restaurant
The Business Plan for Your Jewelry Store
The Business Plan for Your Kennel Operation
The Business Plan for Your Kiosk Operation
The Business Plan for Your Liquor Store
The Business Plan for Your Mexican Restaurant
The Business Plan for Your Miniature Golf Course
The Business Plan for Your Mobile Phone Store
The Business Plan for Your Motel Operation
The Business Plan for Your Motorcycle Store
The Business Plan for Your Movie Theater
The Business Plan for Your Nail Salon
The Business Plan for Your Nightclub
The Business Plan for Your Pawn Shop
The Business Plan for Your Pet Grooming Service
The Business Plan for Your Pet Shop
The Business Plan for Your Pizzeria
The Business Plan for Your Restaurant
The Business Plan for Your Seafood Restaurant
The Business Plan for Your Self Storage Operation
The Business Plan for Your Spa Salon
The Business Plan for Your Sporting Goods Store
The Business Plan for Your Steakhouse Restaurant
The Business Plan for Your Tanning Salon
The Business Plan for Your Tire Store
The Business Plan for Your Video Rental Store
The Business Plan for Your Window Treatment Service
Service Industry Business Plans
The Business Plan for Your Air Conditioning and Heating Company
The Business Plan for Your Apartment Cleaning Service
The Business Plan for Your Auto Decal Service
The Business Plan for Your Bed and Breakfast
The Business Plan for Your Bookkeeping Service
The Business Plan for Your Campground Operation
The Business Plan for Your Carpet Cleaning Service
The Business Plan for Your Catering Service
The Business Plan for Your Check Cashing Service
The Business Plan for Your Collection Agency
The Business Plan for Your Commercial Cleaning Company
The Business Plan for Your Computer Consulting Service
The Business Plan for Your Computer Repair Service
The Business Plan for Your Concierge Service
The Business Plan for Your Construction Company
The Business Plan for Your Consulting Service
The Business Plan for Your Courier Service
The Business Plan for Your Credit and Debt Repair Service
The Business Plan for Your Day Care Center
The Business Plan for Your Electrical Contracting Company
The Business Plan for Your Firewood Business
The Business Plan for Your Freight Brokerage Business
The Business Plan for Your General Contracting Service
The Business Plan for Your Home Health Agency
The Business Plan for Your Home Inspection Service
The Business Plan for Your Import-Export Business
The Business Plan for Your Interior Design Company
The Business Plan for Your Janitorial Service
The Business Plan for Your Leasing Company
The Business Plan for Your Limousine Service
The Business Plan for Your Locksmith Service
The Business Plan for Your Lunch Truck Operation
The Business Plan for Your Medical Billing Service
The Business Plan for Your Modeling Agency
The Business Plan for Your Moving Company
The Business Plan for Your Nursing Agency
The Business Plan for Your Painting Contractor Business
The Business Plan for Your Party Planning Service
The Business Plan for Your Personal Chef Service
The Business Plan for Your Personal Trainer Service
The Business Plan for Your Pest Control Service
The Business Plan for Your Photography Service
The Business Plan for Your Plumbing Company
The Business Plan for Your Pool Service Company
The Business Plan for Your Power Washing Service
The Business Plan for Your Proofreading Service
The Business Plan for Your Property Management Company
The Business Plan for Your Scrap Metal Business
The Business Plan for Your Security Company
The Business Plan for Your Staffing Agency
The Business Plan for Your Tow Truck Service
The Business Plan for Your Truck Driving School
The Business Plan for Your Trucking Company
The Business Plan for Your Vending Machine Service
The Business Plan for Your Video Taping Service
The Business Plan for Your Wedding Planning Service
The Business Plan for Your Windshield & Dent Repair Service
Professional Service Business Plans
The Business Plan for Your Accounting Service
The Business Plan for Your Advertising Agency
The Business Plan for Your Antique Dealer Operation
The Business Plan for Your Business Plan Writing Service
The Business Plan for Your Executive Recruiting Firm
The Business Plan for Your Financial Planning Service
The Business Plan for Your Funeral Home
The Business Plan for Your Insurance Agency
The Business Plan for Your Mortgage Broker Service
The Business Plan for Your Music Publishing Company
The Business Plan for Your Music School
The Business Plan for Your Private Investigation Service
The Business Plan for Your Public Relations Firm
The Business Plan for Your Publishing Company
The Business Plan for Your Real Estate Agency
The Business Plan for Your Real Estate Development Company
The Business Plan for Your Recording Studio
The Business Plan for Your Travel Agency
The Business Plan for Your Video Production Company
The Business Plan for Your Website Design and Hosting Company
Landscaping Series Business Plans
The Business Plan for Your Barbecue Grill Service
The Business Plan for Your Fence Company
The Business Plan for Your Greenhouse Company
The Business Plan for Your Hot Tub Company
The Business Plan for Your Landscaping Service
The Business Plan for Your Lawn Care Service
The Business Plan for Your Outdoor Lighting Company
The Business Plan for Your Patio Cover Service
The Business Plan for Your Patio Deck Company
The Business Plan for Your Pool Company
The Business Plan for Your Sprinkler System Company
The Business Plan for Your Tree Trimming Company"
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