The effectiveness of the ASEAN Free Trade Agreement (AFTA) is believed to help drive the overall trade volume between the ASEAN countries and their partners.
The Bangkok International Fashion Fair & Bangkok International Leather Fair 2010 (BIFF & BIL 2010) organized by the Department of Export Promotion, Ministry of Commerce of Thailand during 1 - 4 April is expected to encourage the rise of Thai and ASEAN fashion products in the global marketplace, especially in one of the world’s most vibrant fashion markets like Japan.
Riding on the theme, Look East, the BIFF & BIL 2010 will be a vivid showcase of great potential of the ASEAN fashion industry, from upstream to downstream. The mega event will bring together the best fashions and accessories of the ASEAN region, capitalizing on hot new trends, signature styles, textiles and leather products supported by the synergy of local expertise and regional cooperation.
By highlighting the fashions of all 10 ASEAN member countries, BIFF & BIL continues its campaign to bring ASEAN Fashion to, and stay more competitive in the global stage.
“With the ASEAN Free Trade Agreement (AFTA) become effective from January this year, the overall trade volume between the ASEAN countries and their partners is growing at rapid pace,” said Srirat Rastapana, Director General, the Department of Export Promotion (DEP). “The BIFF & BIL 2010 therefore will provide the region’s exhibitors and buyers from Japan, India, China, Korea and Taiwan with a promising platform for trade and cooperation. It is the only fair that offers a complete range of products and services related to the fashion industry supply chain, with greater trade negotiation and sourcing opportunities ever for everyone involved.”
More than 1,000 selected domestic and overseas exhibitors in diverse fields from clothing, textile, leather and fashion accessories to textile equipment & machinery, software & services related to the fashion industry will participate. Potential visitors include importers, manufacturers, traders, distributors, wholesalers, retailers, boutiques, department stores, buying agents, designers, international press and related others.
“The extensive profile of visitors will make the Thai fashion industry more visible, and get broadened access to international fashion markets,” commented Mrs. Srirat.
Speaking at a recent press conference during the BIFF & BIL road show in Tokyo, the DEP Director General also invited manufacturers, buyers and relevant institutes and organizations in the Japanese fashion industry to join BIFF & BIL 2010. The road show was organized in conjunction with JFW International Fashion Fair 2010 (JFW-IFF) in Tokyo, in which 12 Thai textile, apparel and leather products manufacturers, exporters and brand owners participated,
With exports to Japan continuing to increase, Thailand’s textile and apparel industry is expected to see steady growth and development. Relevant organisations led by the Association of Thai Textile Bleaching Dyeing Printing and Finishing Industries (ATDP) has recently cooperated with Japan’s Ministry of Economy, Trade and Industry to develop and manufacture fabrics that meet Japanese standards and market requirements. These textile innovations will be presented to Japanese importers at this year’s BIF & BIL in Thailand.
“The textiles, apparel, and leather exports to Japan are now worth nearly 500 Million US Dollars. Within this, textiles and apparel exports account for more than 420 Million US Dollars and leather goods account for 50 Million US Dollars. Thanks to the Japan-Thailand Economic Partnership Agreement (JTEPA) and the expanding opportunity for Thai exporters in the Japanese medium market as local Japanese manufacturers focus on high-end segment,” said Mrs Srirat.
She added, “Our success at JFW-IFF reflects the high interest of Japanese importers and buyers in Thai fashion products. Japan has expressed its support for Thailand to become ASEAN’s textile and apparel manufacturing base due to its unmatched capacity for integrated production. We are looking forward to see more an increase in number of Japanese visitors to the upcoming event.”
Among highlights at BIFF & BIL 2010 include seminars and conferences, 48 fashion shows, ASEAN Design Congress, Thailand Designer Contest as well as ASEAN Pavilion and Japan Pavilion.
Saturday, January 30, 2010
Friday, January 29, 2010
Nike Outlines Global Strategy for Creating a More Sustainable Business
Nike CR Report Released Detailing Progress and Challenges against Goals and Public Targets
NIKE, Inc. (NYSE:NKE) released its fiscal 2007 to 2009 Corporate Responsibility (CR) report today, which outlines the next evolution of its CR strategy from a risk management, philanthropic and compliance model to a long-term strategy focused on innovation, collaboration, transparency and advocacy to prepare the company to thrive in a sustainable economy.
The company’s increased focus on Sustainable Business and Innovation (SB&I) will be more seamlessly integrated across Nike’s business strategies, creating a more sustainable approach aimed at providing greater returns to its business, communities, factory workers, consumers and the planet.
The report also details progress on Nike’s five-year CR goals and provides a comprehensive review of its CR efforts over the past three years.
“Sustainability is key to Nike’s growth and innovation,” said Mark Parker, NIKE, Inc.’s President and CEO. “Making our business more sustainable benefits our consumers who expect products and experiences with low environmental impact, contract factory workers who will gain from more sustainable manufacturing and our employees and shareholders who will be rewarded by a company that is prepared for the future.”
Recognizing the impacts of declining natural resources and the need to move to a low-carbon economy, Nike also uses the report to share its vision of reaching a closed-loop business model where the goal is to achieve zero waste in the supply chain and have products and materials that can be continuously reused – no pre- or post-consumer waste. This vision is designed to drive innovative and sustainable business processes and models.
“The link between sustainability and Nike as a growth company has never been clearer,” said Hannah Jones, Vice President, SB&I. “There are serious potential impacts of social, environmental and economic shifts on labor forces, youth sport, supply chains and products. This gives Nike the opportunity to use our power of innovation and our commitment to transparency and collaboration to tackle these complex issues.”
The report announces progress against Nike’s five-year targets set in 2007. The company has made sound progress on many fronts, such as implementing Lean and Human Resource Management training in contract factories and reducing waste and toxics and increasing its use of environmentally preferred materials throughout Considered Design performance products.
The report also details where progress against other goals remains more challenging, such as managing overtime in contract factories. Nike has also revised or clarified targets in a few instances due to a better understanding of the complexities of the issue or a change in strategy.
The CR report outlines some important initiatives for the company including:
1. Considered Design
Considered Design combines sustainability principles and innovative performance products for athletes by reducing or eliminating toxics and waste and increasing the use of environmentally preferred materials.
2. GreenXchange (GX)
GX is a web-based marketplace designed to share intellectual property which can lead to new sustainability business models and innovation. It is a system for capturing, sharing and licensing patents that, when used by someone else, could lead to unlimited innovation in helping solve current obstacles to sustainability issues. By making private intellectual property visible and usable, the aim is to accelerate the development of green innovation.
3. Lean and Human Resource Management (HRM)
Nike has been working with contract factories to train them in the implementation of specialized Lean manufacturing and HRM. Lean principles put the decision making closer to the worker through skill building, teamwork and understanding quality over quantity. HRM builds the factory’s managerial capacity and helps them value an empowered workforce. While only one aspect of Nike’s work with contract factories, it is an important pillar of Nike’s strategy to build a more lean, green, empowered and equitable supply chain.
4. Sport for Social Change
Nike has furthered its strategy of using sport as a powerful movement for social change. Sport is undervalued for its capacity to build networks of social entrepreneurs and community innovators and for its ability to drive positive social, economic and cultural change. One powerful example of a program Nike partners with is Grassroot Soccer in Africa. It is a community program which is directly addressing a dire social need through raising awareness and education of HIV/AIDS by
enabling young people to make informed decisions, using sport as a catalyst to engage and communicate to boys and girls.
5. Energy and Climate Change Strategy
In 2009, Nike instigated the formation of new coalition of consumer companies called Business for Innovative Climate and Energy Policy (BICEP), which is advocating for strong U.S. climate and energy legislation with the aim of creating a level playing field through a cost on carbon and unlocking innovation that is essential to creating technology and infrastructure solutions. Nike aims to be ahead of the curve of mandatory regulation, energy price increases and volatility and
consumer pressure.
In addition, in 2008, Nike launched a footwear energy efficiency program with five contract manufacturers. Nike’s commitment to collaboration on this project has shown excellent early results: the contract factories’ absolute CO2 footprint was down 6 percent despite a 9 percent increase in production.
Nike’s corporate responsibility report, available online at nikeresponsibility.com, provides greater detail on progress against targets and provides a comprehensive review of the company’s efforts for fiscal years 2007,
2008 and 2009.
About NIKE, Inc.
NIKE, Inc., based near Beaverton, Oregon, is the world’s leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. Wholly-owned Nike subsidiaries include Cole Haan, which designs, markets and distributes luxury shoes, handbags, accessories and coats; Converse Inc., which designs, markets and distributes athletic footwear, apparel and accessories; Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories; and Umbro Ltd., a leading United Kingdom-based global football (soccer) brand. For more information, visit www.nikebiz.com.
NIKE, Inc. (NYSE:NKE) released its fiscal 2007 to 2009 Corporate Responsibility (CR) report today, which outlines the next evolution of its CR strategy from a risk management, philanthropic and compliance model to a long-term strategy focused on innovation, collaboration, transparency and advocacy to prepare the company to thrive in a sustainable economy.
The company’s increased focus on Sustainable Business and Innovation (SB&I) will be more seamlessly integrated across Nike’s business strategies, creating a more sustainable approach aimed at providing greater returns to its business, communities, factory workers, consumers and the planet.
The report also details progress on Nike’s five-year CR goals and provides a comprehensive review of its CR efforts over the past three years.
“Sustainability is key to Nike’s growth and innovation,” said Mark Parker, NIKE, Inc.’s President and CEO. “Making our business more sustainable benefits our consumers who expect products and experiences with low environmental impact, contract factory workers who will gain from more sustainable manufacturing and our employees and shareholders who will be rewarded by a company that is prepared for the future.”
Recognizing the impacts of declining natural resources and the need to move to a low-carbon economy, Nike also uses the report to share its vision of reaching a closed-loop business model where the goal is to achieve zero waste in the supply chain and have products and materials that can be continuously reused – no pre- or post-consumer waste. This vision is designed to drive innovative and sustainable business processes and models.
“The link between sustainability and Nike as a growth company has never been clearer,” said Hannah Jones, Vice President, SB&I. “There are serious potential impacts of social, environmental and economic shifts on labor forces, youth sport, supply chains and products. This gives Nike the opportunity to use our power of innovation and our commitment to transparency and collaboration to tackle these complex issues.”
The report announces progress against Nike’s five-year targets set in 2007. The company has made sound progress on many fronts, such as implementing Lean and Human Resource Management training in contract factories and reducing waste and toxics and increasing its use of environmentally preferred materials throughout Considered Design performance products.
The report also details where progress against other goals remains more challenging, such as managing overtime in contract factories. Nike has also revised or clarified targets in a few instances due to a better understanding of the complexities of the issue or a change in strategy.
The CR report outlines some important initiatives for the company including:
1. Considered Design
Considered Design combines sustainability principles and innovative performance products for athletes by reducing or eliminating toxics and waste and increasing the use of environmentally preferred materials.
2. GreenXchange (GX)
GX is a web-based marketplace designed to share intellectual property which can lead to new sustainability business models and innovation. It is a system for capturing, sharing and licensing patents that, when used by someone else, could lead to unlimited innovation in helping solve current obstacles to sustainability issues. By making private intellectual property visible and usable, the aim is to accelerate the development of green innovation.
3. Lean and Human Resource Management (HRM)
Nike has been working with contract factories to train them in the implementation of specialized Lean manufacturing and HRM. Lean principles put the decision making closer to the worker through skill building, teamwork and understanding quality over quantity. HRM builds the factory’s managerial capacity and helps them value an empowered workforce. While only one aspect of Nike’s work with contract factories, it is an important pillar of Nike’s strategy to build a more lean, green, empowered and equitable supply chain.
4. Sport for Social Change
Nike has furthered its strategy of using sport as a powerful movement for social change. Sport is undervalued for its capacity to build networks of social entrepreneurs and community innovators and for its ability to drive positive social, economic and cultural change. One powerful example of a program Nike partners with is Grassroot Soccer in Africa. It is a community program which is directly addressing a dire social need through raising awareness and education of HIV/AIDS by
enabling young people to make informed decisions, using sport as a catalyst to engage and communicate to boys and girls.
5. Energy and Climate Change Strategy
In 2009, Nike instigated the formation of new coalition of consumer companies called Business for Innovative Climate and Energy Policy (BICEP), which is advocating for strong U.S. climate and energy legislation with the aim of creating a level playing field through a cost on carbon and unlocking innovation that is essential to creating technology and infrastructure solutions. Nike aims to be ahead of the curve of mandatory regulation, energy price increases and volatility and
consumer pressure.
In addition, in 2008, Nike launched a footwear energy efficiency program with five contract manufacturers. Nike’s commitment to collaboration on this project has shown excellent early results: the contract factories’ absolute CO2 footprint was down 6 percent despite a 9 percent increase in production.
Nike’s corporate responsibility report, available online at nikeresponsibility.com, provides greater detail on progress against targets and provides a comprehensive review of the company’s efforts for fiscal years 2007,
2008 and 2009.
About NIKE, Inc.
NIKE, Inc., based near Beaverton, Oregon, is the world’s leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. Wholly-owned Nike subsidiaries include Cole Haan, which designs, markets and distributes luxury shoes, handbags, accessories and coats; Converse Inc., which designs, markets and distributes athletic footwear, apparel and accessories; Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories; and Umbro Ltd., a leading United Kingdom-based global football (soccer) brand. For more information, visit www.nikebiz.com.
TMB Selects SAS Solution for End to End Business Intelligence Platform Project
Thai Military Bank Public Co., Ltd. (TMB) selected the Credit Scoring Solution for Banking of SAS for its End to End Business Intelligence Project with a project value of almost 20 million Baht.
This Project is developed to offer effective and transparent risk management through powerful analytical tools which can support all stakeholders involved in Credit activities in the assessment and monitoring of the portfolio’s risk performance.
“Previously, the credit assessment process was complex manual and slow due to redundant verification of data reliability before executing reports along with operational and security problems,” said Mrs. Fabienne Libert, Senior Vice President, Retail Credit Group, TMB Bank Public Co., Ltd. . “This Project will enhance our operational efficiency and allow us to directly manage credit risks with data models while establishing governance standards data processing effectively at greater speed. Moreover, it creates transparency risk management information for all and one version of the Truth.”
“TMB decided to select SAS for the End to End Business Intelligence Project since October 2009 as SAS solutions can comprehensively cover our requirements, especially end-to-end straight through process of data starting from data extraction until delivery of information to end-users with advanced analytical tools.”
About SAS
SAS is the leader in business analytics software and services, and the largest independent vendor in the business intelligence market. Through innovative solutions delivered within an integrated framework, SAS helps customers at more than 45,000 sites improve performance and deliver value by making better decisions faster. Since 1976 SAS has been giving customers around the world The Power to Know
This Project is developed to offer effective and transparent risk management through powerful analytical tools which can support all stakeholders involved in Credit activities in the assessment and monitoring of the portfolio’s risk performance.
“Previously, the credit assessment process was complex manual and slow due to redundant verification of data reliability before executing reports along with operational and security problems,” said Mrs. Fabienne Libert, Senior Vice President, Retail Credit Group, TMB Bank Public Co., Ltd. . “This Project will enhance our operational efficiency and allow us to directly manage credit risks with data models while establishing governance standards data processing effectively at greater speed. Moreover, it creates transparency risk management information for all and one version of the Truth.”
“TMB decided to select SAS for the End to End Business Intelligence Project since October 2009 as SAS solutions can comprehensively cover our requirements, especially end-to-end straight through process of data starting from data extraction until delivery of information to end-users with advanced analytical tools.”
About SAS
SAS is the leader in business analytics software and services, and the largest independent vendor in the business intelligence market. Through innovative solutions delivered within an integrated framework, SAS helps customers at more than 45,000 sites improve performance and deliver value by making better decisions faster. Since 1976 SAS has been giving customers around the world The Power to Know
Sunday, January 24, 2010
PC Shipments in Asia/Pacific Rebounded by 32% in 4Q09, Reports IDC
IDC's preliminary results show that the Asia/Pacific (excluding Japan) PC market fell 3% sequentially but grew 32% year-on-year in 4Q09, beating forecasts by 4%. Nearly every country in the region posted double digit year-on-year growth, with Portable PCs as a key driver. Lenovo remained the top vendor in the region in 4Q09, especially as momentum in China continued.
"It’s reassuring to see the market getting up on its feet so quickly, although that was of course being compared to a dismal 4Q08 period during the global financial crisis," said Bryan Ma, Director of Asia/Pacific Personal Systems Research at IDC. "An insatiable consumer thirst for Portable PCs across both mature and developing markets should continue to fuel 2010 while commercial budgets slowly recover throughout the course of the year."
In full year 2009, the region’s PC market grew 14%, which was up from 9% in 2008 but still short of the 22% achieved in 2007. Lenovo was yet again the top vendor on an annual basis. Even though recently resurfaced concerns about economic overheating in China is a risk to the overall market, IDC expects at least 16% growth for the region in 2010 followed by 18% in 2011.
"The Singapore PC market came in close to forecasts of 17% year-on-year this quarter," said Reuben Tan, Senior Manager of Asia/Pacific Personal Systems Research at IDC. “At this pace, the country is on track for over 10% growth in 2010 after a more tepid 6% in 2009.”
Kathy Sin, Manager of Asia/Pacific Personal Systems Research at IDC, added that "Hong Kong’s PC market is doing better than we had expected with over 20% year-on-year growth in 4Q09, so hopefully the woes of last year are behind us as the global economic conditions continue to improve."
About IDC
IDC is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make fact-based decisions on technology purchases and business strategy. More than 1,000 IDC analysts provide global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries. For more than 45 years, IDC has provided strategic insights to help our clients achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology media, research, and events company.
"It’s reassuring to see the market getting up on its feet so quickly, although that was of course being compared to a dismal 4Q08 period during the global financial crisis," said Bryan Ma, Director of Asia/Pacific Personal Systems Research at IDC. "An insatiable consumer thirst for Portable PCs across both mature and developing markets should continue to fuel 2010 while commercial budgets slowly recover throughout the course of the year."
In full year 2009, the region’s PC market grew 14%, which was up from 9% in 2008 but still short of the 22% achieved in 2007. Lenovo was yet again the top vendor on an annual basis. Even though recently resurfaced concerns about economic overheating in China is a risk to the overall market, IDC expects at least 16% growth for the region in 2010 followed by 18% in 2011.
"The Singapore PC market came in close to forecasts of 17% year-on-year this quarter," said Reuben Tan, Senior Manager of Asia/Pacific Personal Systems Research at IDC. “At this pace, the country is on track for over 10% growth in 2010 after a more tepid 6% in 2009.”
Kathy Sin, Manager of Asia/Pacific Personal Systems Research at IDC, added that "Hong Kong’s PC market is doing better than we had expected with over 20% year-on-year growth in 4Q09, so hopefully the woes of last year are behind us as the global economic conditions continue to improve."
About IDC
IDC is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make fact-based decisions on technology purchases and business strategy. More than 1,000 IDC analysts provide global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries. For more than 45 years, IDC has provided strategic insights to help our clients achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology media, research, and events company.
Sunday, January 17, 2010
LEADING ENERGY CONSULTANCY SOLD TO INVESTORS
Global energy consultancy, McKinnon & Clarke (M&C), headquartered in Fife, Scotland has been sold to mid-market growth investor Lyceum Capital for ฃ22million. (1.2 billion Baht)
The independent consultancy, one of the largest purchasers of energy in Europe, advises business users on energy and environmental legislation in regulated and deregulated markets across twenty-one countries.
M&C’s latest turnover for 2008/2009 is ฃ22.7m (1.24 billion Baht) and is expecting this to soar to ฃ60m (7.28 billion Baht) by 2013 as more businesses turn to the consultancy to manage their energy purchasing and complex environmental responsibilities. An aggressive acquisition strategy in Europe and Australia will also contribute to the company’s rapid growth.
Following the deal, founder Sandy McKinnon, will retain a minority share in the business and M&C’s CEO, Simon Northrop, will continue to lead the company.
Daniel Adler and David Harland from Lyceum Capital will join the board, which will be further strengthened with the arrival of Bill McCall as chairman and Gerry Higgins who has been appointed executive vice chairman.
Mr. Northrop commented on the sale: “Lyceum Capital has brought to the table expertise and funding which will see M&C dominate the energy consultancy market on a global stage. There is no question that with their backing, we’ll be a significantly bigger business in four years time.
“With an ambitious acquisition plan in place targeting companies in Europe and Australia, we will be able to offer our clients unrivalled scale and expertise. As environmental legislation rises higher up the business agenda, organisations will need our services to ensure they are operating to maximum efficiency and within the law.”
M&C is one of the few consultancies that offer impartial advice independent of any energy supplier. Its global reach, which delivers 40% of the company’s turnover, was also crucial to Lyceum Capital’s decision to invest.
Daniel Adler Partner from Lyceum Capital said: “M&C is the leading energy consultancy, boasting an unrivalled reputation and service offering in an international market that is growing year on year. We’ll be providing funding, operational input and strategic guidance to ensure M&C reaches its full potential, resulting in better services for their clients, more opportunities for employees and a good return for our investors. We’ll be working in partnership with management to develop M&C into a robust and sustainable business, with strong long-term growth prospects.”
M&C employs 373 staff, 85 of whom are based in Bangkok.
Under the growth strategy, the company will be targeting large national and international businesses with energy requirements exceeding ฃ5m.(270 million Baht) It will also focus on the environmental and risk management part of the business where there is much opportunity to add value to M&C’s core client offering.
The Company’s vision under new ownership is to achieve the revenue growth of ฃ10m (546.4 million Baht) in 2013 which will be seen as:
ฃ5.2m (284 million Baht) through the organic growth focusing on the extension of network and service; expand bureau services capability; recruit industry specialist in energy management; carbon management; risk management and the improvement of operational efficiency covering the expansion of utilization of offshore competencies; the development of class leading data management software; site consolidation and sharing resources.
The independent consultancy, one of the largest purchasers of energy in Europe, advises business users on energy and environmental legislation in regulated and deregulated markets across twenty-one countries.
M&C’s latest turnover for 2008/2009 is ฃ22.7m (1.24 billion Baht) and is expecting this to soar to ฃ60m (7.28 billion Baht) by 2013 as more businesses turn to the consultancy to manage their energy purchasing and complex environmental responsibilities. An aggressive acquisition strategy in Europe and Australia will also contribute to the company’s rapid growth.
Following the deal, founder Sandy McKinnon, will retain a minority share in the business and M&C’s CEO, Simon Northrop, will continue to lead the company.
Daniel Adler and David Harland from Lyceum Capital will join the board, which will be further strengthened with the arrival of Bill McCall as chairman and Gerry Higgins who has been appointed executive vice chairman.
Mr. Northrop commented on the sale: “Lyceum Capital has brought to the table expertise and funding which will see M&C dominate the energy consultancy market on a global stage. There is no question that with their backing, we’ll be a significantly bigger business in four years time.
“With an ambitious acquisition plan in place targeting companies in Europe and Australia, we will be able to offer our clients unrivalled scale and expertise. As environmental legislation rises higher up the business agenda, organisations will need our services to ensure they are operating to maximum efficiency and within the law.”
M&C is one of the few consultancies that offer impartial advice independent of any energy supplier. Its global reach, which delivers 40% of the company’s turnover, was also crucial to Lyceum Capital’s decision to invest.
Daniel Adler Partner from Lyceum Capital said: “M&C is the leading energy consultancy, boasting an unrivalled reputation and service offering in an international market that is growing year on year. We’ll be providing funding, operational input and strategic guidance to ensure M&C reaches its full potential, resulting in better services for their clients, more opportunities for employees and a good return for our investors. We’ll be working in partnership with management to develop M&C into a robust and sustainable business, with strong long-term growth prospects.”
M&C employs 373 staff, 85 of whom are based in Bangkok.
Under the growth strategy, the company will be targeting large national and international businesses with energy requirements exceeding ฃ5m.(270 million Baht) It will also focus on the environmental and risk management part of the business where there is much opportunity to add value to M&C’s core client offering.
The Company’s vision under new ownership is to achieve the revenue growth of ฃ10m (546.4 million Baht) in 2013 which will be seen as:
ฃ5.2m (284 million Baht) through the organic growth focusing on the extension of network and service; expand bureau services capability; recruit industry specialist in energy management; carbon management; risk management and the improvement of operational efficiency covering the expansion of utilization of offshore competencies; the development of class leading data management software; site consolidation and sharing resources.
Saturday, January 2, 2010
Corporate Governance in Banks and Insurance Companies: The Experience of Kosovo
Private Enterprise
Riinvest Institute
December 15, 2009
Article at a Glance:
Riinvest Institute’s survey of corporate governance practices in the Kosovar financial system reveals improvements in transparency, disclosure, and shareholder rights over the last decade.
Improvements are lacking in the area of board composition and relations with stakeholders, especially the business community.
Lack of attention on the part of financial institutions to the views and needs of businesses is damaging to Kosovo’s economic development prospects.
Government should encourage more competition in the financial sector and take actions to improve the supply and affordability of credit to the private sector.
Read this and other Economic Reform Feature Service articles online at http://www.cipe.org/featureservice
Riinvest Institute
December 15, 2009
Article at a Glance:
Riinvest Institute’s survey of corporate governance practices in the Kosovar financial system reveals improvements in transparency, disclosure, and shareholder rights over the last decade.
Improvements are lacking in the area of board composition and relations with stakeholders, especially the business community.
Lack of attention on the part of financial institutions to the views and needs of businesses is damaging to Kosovo’s economic development prospects.
Government should encourage more competition in the financial sector and take actions to improve the supply and affordability of credit to the private sector.
Read this and other Economic Reform Feature Service articles online at http://www.cipe.org/featureservice
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