Industry Leaders Magazine August 2011 Issue

August 2011www.industryleadersmagazine.com

www.industryleadersmagazine.comAugust 2011 www.industryleadersmagazine.com



The TeamEditorial

Richard Meryn, Associate Editor

Vrushti Mawani, News Editor

Aubrey Chang, Associate Editor

Christy Gren, Industry Specialist Reporter

Kevin PaulSr. Graphic Designer

Patrick Jam Advertising Coordinator

Zaina Ava Design Associate

Ashley Hudson Sr. Project Director

Rachel Allen, Project Director

Carrie Ann, Editor-in-Chief

Jani V. Art Director / Creative Head

Tom Parker, Project Director

Design

Project Management

Marketing

RR Baratiya

Finance Controller

Le Manh Cuong, Sr Software Coordinator

Julia Hunt, Magazine Production

John Hancock, Head - Web Department

Technology

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Christine Taylor, Project Director

Julia Zimmerman, Project Director

Jason Miller Sr. Project Director


Industry Leaders Magazine has been providing business news and information across various industry sectors from different parts of the world. We have been publishing stories about milestones reached by companies through phenomenal efforts and winning strategies.

The Australian born, so called media mogul Rupert Murdoch saw the toughest times or his life recently.

After launching the biggest and the first National Daily newspaper of Australia, he moved his wings to Britain and soon turned himself into a huge media force acquiring the News of the World, The Sun, The Times and The Sunday Times.

The Cover story narrates the saga of Murdoch’s rise and fall in the Media business. A multi-billion dollar empire crashing everyday is like a lesson learnt by other media companies to keep off unfair practices.

It’s sad to see ‘Borders’ shutting down. But hey, it’s a digital world and the new generation wants to contribute towards going green. No more paper please.

Regards,

Carrie Ann

Editor-in-Chief.

Industry Leaders Magazine.

Editor’s Blogby Carrie-Ann

August 2011 www.industryleadersmagazine.com

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ContentsFeatures

Cover StoryDethroned A man of formidable political significance and networks, Rupert Murdoch, with his influence considered to be so strong and widespread that people believed he could single-handedly bring to power or unseat governments, faced the biggest crisis of his long, super-successful 60-year long career through July 2011.

This month’s cover story is an account of the rise and fall of the world’s most influential media mogul and his empire...

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Japan’s Discovery of 100 billion tonnes of Rare Earth Minerals, And how this discovery threatens China’s monopoly in the rare earths market...

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Borders Shuts Down Borders was America’s second-largest bookstore chain. Is this shutdown another digital age triumph ?

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RegularsThe Latest in Business

Toys for the BIG Boys

The WOW ! QuotientPersonal Aerial Vehicles

Mergers, Acquisitions, IPOs...

Larger than LifeExecutive Lifestyle Special

Industry Events & Tradeshows

Contents

South Africa’s Energy FutureMs. Elizabeth Dipuo Peters, the Energy Minister of South Africa, gives us her views on where she thinks the future of South Africa’s Energy sector lies.

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Ahuja ConstructionsMr. Mukesh Jaitley, COO, Ahuja Constructions, tells us what makes Ahuja an industry leader in India’s very competitive construction sector.

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40114

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Toys for The

Big Boys

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August 2011

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Contents

Polsteam With 76 vessels bearing a total deadweight of 2.5 million dwt., Polish Steamship claims to be the biggest polish company and one of the largest in Europe.

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Company profiles

Mars, IncorporatedFrom its humble beginnings in the Tacoma kitchen of Frank Mars, Mars, Inc. has grown into a company of global scope with six business segments, generating annual revenues of more than $30 billion.

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head-spaCe

““Every day I get

up and look through the Forbes list of the richest people in America. If I’m not there, I go to work.

- Robert Orben 96

RenaultFind out what makes Renault Europe’s leading brand in the light commercial vehicle market since the last 13 years...

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The latest in Business

The latest concept car by Renault, Frendzy, making its debut at the Frankfurt Motor Show last week, is all about catering to the needs of the “fourth step of the human life cycle” according to Renault.

Renault, Europe’s top-selling commercial vehicle manufacturer for over a decade, claims that its new design strategy, launched in 2010, is “centered around the idea of the cycle of life”. Focusing on the changing needs of human life as people pass through different stages in life, the Frendzy is the latest in the series of the concept cars produced under the direction of Laurens van den Acker, Vice

Richard MerynRenault Unveils the 100% Electric, Work-Play Car: The Frendzy.

President, Corporate Design, after the DeZir, the Captur and the R-Space.

The vision that directs Renault’s design strategy, is all about connecting “the Brand to its customers by following them throughout life : when they fall in love, head off on a journey, start a family, work, play, and reach wisdom…”

Coupled with their new signature, Drive the Change, Renault is using this vision to very comprehensively explore, strengthen and reinforce the brand’s identity about being a truly people-centric company.

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The Latest in Bu

siness

In what could possibly be a breakthrough in the process of whole-body imaging, researchers at the Albert Einstein College of Medicine of Yeshiva University have developed the first fluorescent protein, which has been dubbed iRFP, that enables scientists to clearly “see” the internal organs of living animals without the need for a scalpel or imaging techniques that can have side effects or increase radiation exposure.

Fluorescent-protein imaging, as opposed to other body-scanning techniques, involves neither radiation exposure nor does it require the use of contrast agents, and

offers the promise of revolutionizing some very critical medical procedures, such as noninvasively monitoring the growth of tumors in order to assess the effectiveness of anti-cancer therapies.

The iRFP fluorescent protein, developed from a bacterial phytochrome (the pigment that a species of bacteria uses to detect light), both absorbs and emits light in the near-infrared portion of the electromagnetic spectrum; the spectral region in which mammalian tissues are nearly transparent.

Richard MerynFluorescent Protein iRFP to Revolutionize In Vivo Imaging

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Symbolizing hope and renewal at every level of detail, the memorial that will be inaugurated at Ground Zero on September 11th 2011 is a physical translation of New Yorkers reflecting on and remembering the lives of those who were lost ten years ago.

With two enormous waterfalls and reflecting pools, each about an acre in size, set within the footprints of the original twin towers, the plaza surrounding the pools is positioned as being one of the most eco-friendly plazas ever constructed.

Vrushti MawaniNew York City to Inaugurate 9/11 Memorial on 10th Anniversary

The precinct will also house a museum that has been designed as a sequential historical narrative of experiences which allow for individual and personal encounters.

The design of the 9/11 memorial, by architect Michael Arad and landscape architect Peter Walker, was selected from a world-wide competition, from 5200 competition entries received from 63 countries.

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UK airline company, Thomson Airways, announced on 5th July, that it will operate Britain’s first flight run on sustainable biofuel on 28th July 2011 from Birmingham to Palma.

Britain’s Government has recently announced its desired target of reducing carbon emissions by 50% by 2025. Given that the use of sustainable biofuels offers the potential of reducing aviation emissions by up to 80% in the long-term, Thomson Airways is leading the way in developing

Thomson Airways: First UK Airline to Fly on Sustainable BiofuelCarrie Ann

sustainable aviation technologies.

Calling on the airline industry and government to work together to develop a framework that facilitates the wider use of this sustainable fuel, Thomson Airways has said that the first flight will be operated once the “stringent testing process has been completed and final safety clearance has been received”, with weekly flights to hopefully follow on the same route September onwards.

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The Latest in Bu

siness


Just about recovering from the massive devastation caused by the March 11 earthquake and tsunami and the ensuing nuclear disaster, Japan is now looking at addressing its energy needs by tapping into sources other than nuclear power.

Japanese Prime Minister Naoto Kan told a news conference in early July that Japan aims to “seek a society that does not rely on nuclear energy”, further adding that Japan’s

Carrie AnnJapan Re-thinks its Energy Future. Nuclear Power Risks “too intense”

immediate aim should be to “gradually and systematically reduce reliance on nuclear power and eventually aim at a society where people can live without nuclear power plants.”

Saying that using nuclear power involves technology that is beyond the control of Japan’s conventional concept of safety, Kan said that following the disaster, he had come to realize that “the risk of nuclear energy is too intense.

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In a move that records Netlix’s biggest-ever price rise, this video subscription service, America’s largest, has raised prices by as much as 60%.

With Andy Rendich, chief service and operations officer of Netflix, saying that the higher prices “better reflect … the underlying costs”, what the price hike means is that users will no longer be offered the option of watching unlimited number of movies online

Tom ParkerNetflix Hikes Prices by 60%

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The Latest in Bu

siness

and renting one DVD at a time for the $9.99 plan that existed till now; instead users wanting to use the combination service will now be required to pay $15.98 a month.

While existing subscribers will have to pay these higher rates September onwards, the hike will be put in effect immediately for new subscribers.




The Ligne 2 Champagne lighter by the God of lighter-makers, S. T. Dupont, with its $79,000 price tag, figures as the world’s most expensive lighter.

An 18 karat white gold case, studded with 468 dazzling diamonds in an appealing pattern, make each of these Dupont lighters a classy handcrafted gem.

The masterpiece is part of S.T. Dupont’s special collection which includes a range of stylish lighters, pens, bags and now also hi-tech gadgets.

S.T Dupont lighters, adorned in precious silver, gold, palladium and lacquer, have been the company’s signature marks since 1952.

Toys for the Big Boys

Fired Up20


Toys for the Big BoysRichard Meryn

Scandinavian company Aurumania’s gold bike crystal edition, uniquely hand-fabricated, plated with 24 carat gold and more than 600 fine swarovski crystals, is the world’s most expensive bicycle. Priced at 80,000 Euros, the company has, to start with, come out with only 10 limited editions of this golden bike.

Each bike is hand-built, and then plated with 24-carat gold and generously adorned with

more than 600 fine Swarovski crystals. The handlebar grips are made of hand-sewn, chocolate-brown leather, and a moulded Brooks leather saddle provides exactly the right nostalgic touch.

Its little wonder then, that the first of these bikes to be sold, was to a man in London who wanted it for decorating one of his walls !

Prized Possessions

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Prized Possessions


Frozen Music

This one is for all those of you who cannot resist a deliciously blended scoop of cold delight.

The Frozen Haute Chocolate, (right) made by New York City eatery, Serendipity 3 and priced at a mind-blowing $25,000 has claimed a spot in the Guiness World Records as The World’s Most Expensive Dessert.

image courtesy chopard.com

Made from a blend of 28 cocoas from across the world, this decadent delicacy is infused with five grams of edible 23-karat gold and served in a goblet lined with edible gold.

Topped with whipped cream, more gold and a side of La Madeline au Truffle from Knipschildt Chocolatier, which sells for $2,600 a pound, the dessert comes with an 18K gold bracelet with a carat’s worth of diamonds that rests at the base of the goblet and a gold spoon set with white and chocolate-colored diamonds.


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Prized Possessions

Exclusive, luxurious and very much desired,

Richard Hennessy, is the finest Cognac under the Hennessy brand.

Originally known as Jas Hennessy & Co., the Hennessy brand was founded by Irishman Richard Hennessy in 1765 in France.

Richard Hennessy’s popularity is marked by the super smooth blend of uniquely congregated 100 eaux-de-vie mellowed to

their fullest for hundreds of years. In its strikingly designed bottle, the perfectly matured Richard Hennessy, Hennessy’s ultra-luxurious rich blended wine, is definitely a drink of choice for all liquor connoisseurs. It lists among the World’s most luxurious Cognacs along with other grandly flavored Cognacs; Henri IV, Remy Martin and Jenssen Arcana to name a few.


image courtesy stuarthughes.com

Prized Possessions

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The WOW! Quotient

Revolutionizing Everyday Transportation


WOW! Quotient

In our WOW! Quotient feature last

month, we looked at how Airbus, with

its Concept Cabin, envisions the future

of flying in 2050.

Richard Meryn

image courtesy thefuturebyairbus.com

This month, we look at much more

immediate solutions being explored

globally, with respect to revolutionizing

everyday private transportation

systems.

Personal Aerial

Vehicles


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t Personal Aerial VehiclesEuropean Cities like Copenhagen have, in the past, been pioneers of green transportation initiatives like wide-scale pedestrianisation and “bike-to-work”. The world has now begun recognizing and implementing these as sustainable means of transport towards helping cut carbon emissions.

Now, the European Union is looking at more technologically advanced ways of decongesting European cities, with a project called myCopter that explores the possibility of using Personal Aerial Vehicles (PAVs) to solve congestion problems that currently exist in European cities.

The EU has set aside a €4.2 million (US$6.2m) for this project, which has resulted from a “unique integration of social investigations and technological advancements”.

Personal Aerial Vehicles

This initiative of developing Personal Aerial Transportation Systems (PATS), based on Personal Aerial Vehicles, is being explored in a way that envisions the first viable PATS for travelling between homes and working places, and for flying at low altitude in urban environments.

The over-arching goal for developing a PATS, according to myCopter, is to overcome the environmental and financial costs associated with all of our current methods of transport.

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Personal Aerial VehiclesThe over-arching goal for developing a PATS,

according to myCopter, is to overcome the environmental and financial costs associated with all of

our current methods of transport.

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Bringing together the three arms of automation, human-machine interfaces and socio-economic environmental impact, the consortium developing the myCopter project includes expert partners who will address the development of advanced technologies necessary for a viable PATS, as well as

perform socio-technological evaluations to assess the impact of a PATS on society.

The consortium that will develop the PAVs include experts from the fields of aerospace engineering and training, psychophysics, robotics, automation, and technology assessment; the project partners being the Max Planck Institute for Biological Cybernetics, The University of Liverpool, École Polytechnique Fédérale de Lausanne, Eidgenössische Technische Hochschule Zürich, Karlsruher Institut für Technologie and Deutsches Zentrum für Luft- und Raumfahrt

Viability of Flying CarsAccording to Professor Heinrich Bülthoff of the Max Planck Institute for Biological Cybernetics in Tübingen, Germany, who heads the project, a number of issues will need to be detailed out very carefully to make this project viable, including a possible overhaul in aerospace legislation, parking-

image courtesy mycopter.eu

The inside of a MyCopter


related infrastructure that would need to be built at workplaces, etc.

Focusing primarily on developing helicopter-style PAVs, since these wouldn’t need a runway and users would be able to take-off from their parking spaces, Professor Bülthoff said in a media interview, “We are looking at vertical take-off and landing because we don’t want to use airports for air commuting. There’s a problem, however: we don’t expect the average car driver to know how to fly a helicopter.”

This issue would be addressed by the project

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partners, who are looking at establishing rules for autonomous flight, including sensing, flocking, control and simulation, as well as developing simple user interfaces for pilots.

According to MyCopter’s official website “The consortium will make use of several simulators and test aerial vehicles: three ground-based simulators, small-scale Unmanned Aerial Vehicles, and a full-scale manned helicopter, the DLR Flying Helicopter Simulator. These research assets represent flexible systems that have been successfully used to make progress in modelling the dynamics of aircrafts, pilot training, human-machine interface design, and automation algorithms.”

Some of the world’s leading aircraft manufacturers, such as Scaled Composites, foreseeing the future demand for cars with wings, have developed prototypes for PAVs.T

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Scaled Composites’ BiPod


““We are looking at vertical

take-off and landing because we don’t want to use airports for air commuting. There’s a problem, however: we

don’t expect the average car driver to know how to

fly a helicopter.

image courtesy airbus.com

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Personal Aerial VehiclesThe BiPodRealizing the decade-long dream of the company’s founder and former CTO, Burt Rutan, Scaled Composites, the Californian aerospace and specialty composites development company, unveiled the BiPod, a two-seat, hybrid-electric roadable aircraft.

Scaled Composites, founded in 1982, is well-known for air vehicle design, tooling and manufacturing, specialty composite structure design, analysis and fabrication, and developmental flights tests of air and space vehicles.

Scaled Composites’ BiPod

- Professor Heinrich Bülthoff

www.industryleadersmagazine.comAugust 2011 www.industryleadersmagazine.com32

From beginning the preliminary design, to actually executing the first flight of the air-car, the BiPod was developed by the Scaled Composites team over a short 4-month period.

The Electric Flying CarConceptually, the BiPod was Burt Rutan’s dream car; electric, and with wings.

While to start with, the BiPod had been conceptualized as a rapid, low-cost electric test bed, the final result is a flying car hybrid gasoline-electric flying car which has been made using as many off-the-shelf components as possible, in order for the car to be completed before Rutan’s retirement in April this year.

Featuring a twin fuselage configuration with a 4-wheeled chassis with T

he W

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t Personal Aerial Vehiclestwo cockpits, the BiPod has been designed to perform safe ground operations as well as achieve efficient high speed flights, with a protected storage area that allows the wings and tail surfaces to be stowed away during ground operations.

Enabled through the use of electric power transmission, the personal craft has two 450cc internal-combustion engines, one per fuselage, which provide electrical power to the rear wheels and propellers located on the horizontal stabilizer by way of a generator.

Additional energy for take-off is derived from lithium batteries located in the nose of the flying car.

A Pre-cursor for VTOL concepts ?With an increasing number of cities across the world toying with green transportation alternatives, VTOL (vertical take-off and landing) and roadable concepts have become quite topical in the recent past.

While Rutan’s Scaled Composites has developed a number of revolutionary aircraft concepts such as the GlobalFlyer, sub-orbital spaceplanes SpaceShipOne and SpaceShipTwo and its launch aircraft White Knight Two, the company’s founder has apparently been mulling over developing a

August 2011www.industryleadersmagazine.com 33

Personal Aerial Vehicles

VTOL Concept

roadable electric aircraft for almost a decade.

The BiPod’s innovative design offers the ability to operate as a high-performance airplane with STOL (short take-off and landing) capabilities, a 200 mph (322 km/h) maximum speed and range of 700 miles (1,127 km) or as a road commuter vehicle capable of freeway speeds, urban driving and garage storage.

Scaled Composites has said that while they don’t have any immediate plans to commercially produce the BiPod, also called Model 367, they are continuing to test and develop the BiPod configuration and hybrid propulsion system with the aim of using similar systems on future aircraft configurations.




Threat to China’s Monopoly ?

Number Crunchingly Good

Rare Earth Minerals Discovered by Japan

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Num

ber Crunchingly Good

According to the US Geological Survey, global reserves of rare earth minerals, found primarily in the United States, China, Russia and some other parts of the former Soviet Bloc, amount to only around 110 million tonnes.

A clear monopoly, even within these countries, where the mining and supply of these extremely valuable commodities is concerned, belongs to China, which is responsible for producing 97% of the world’s supply of rare earth metals.

However, this could be set to change, with Japan’s recent discovery of vast deposits, likely to amount to around 100 billion tonnes, of rare earth minerals in the Pacific seabed.

The viability of mining these recently found mineral deposits, however, still needs to be examined, but if logistics do work out, it would basically mean an end to China’s monopoly within this particular industry sector.

Richard Meryn


Rare Earth Minerals: Use and ProductionGlobal demand for rare earth minerals, especially the metal yttrium, has been growing quite rapidly, given the crucial role played by these in applications related to green-energy technologies and manufacturing hi-tech electronics such as TV sets, air conditioners, digital cameras, etc, which all use a lot of rare earths.

While rare earths are actually not that rare, their extraction and processing methods are quite elaborate and messy and most countries seem to have left this up to China. As a result, China has, over time, established a near monopoly on the global supply of rare earths.

It was on the basis of this apparent monopoly that China was able to restrain the supply of rare earths last year during a territorial dispute with Japan. With Japan’s economic growth being closely associated

with the manufacturing and supply of high-tech products, following the supply shortage created by China’s reported embargo, Japan sought new sources of rare earth minerals.

The recent find, declared by a team of scientists led by Yasuhiro Kato, an associate professor of earth science at the University of Tokyo, which estimates that the Pacific seabed, in international waters east and west of Hawaii, and east of Tahiti in French Polynesia, contains around 100 billion tonnes of rare earths, could prove to be of extreme value to Japan, if mining these minerals proves viable.

And though Japan isn’t being specific about which materials they’ve found there, reports say that the find is likely to contain gold and copper.

Found at depths of 3,500 to 6,000 metres (11,500-20,000 ft) below the ocean surface, the deposits, according to

The recent find, which estimates that the Pacific

seabed, in international waters

east and west of Hawaii, and east

of Tahiti in French Polynesia, contains around 100 billion

tonnes of rare earths, could prove

to be of extreme value to Japan, if mining these minerals proves

viable.38

Number Crunchingly Good


associate professor Yasuhiro Kato, “have a heavy concentration of rare earths. Just one square kilometre (0.4 square mile) of deposits will be able to provide one-fifth of the current global annual consumption.”

The minerals have been found in sea mud at 78 locations within the specified stretch of the Pacific seabed.

Environmental ConcernsGiven the rapid growth in green technology and hi-tech electronics sectors, the need and use of rare earth metals in only increasing.

On the other hand, processes related to deep sea mining for precious metals, and the damage these could cause to marine ecosystems are becoming an increasing concern for environmentalists. Radioactive waste that could be produced as a result of some of these mining processes is also a strong concern.

Num

ber Crunchingly Good

yttrium: a rare earth metal with many applications in the high-tech industry

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With domestic sales of Japan’s breweries being severely affected by the country’s decreasing population as well as a general decline in the preference for beer in Japan’s beverage market, the nation’s brewers have been on a spree to expand their international operations.

Japanese Brewery

Goes SouthKirin to buy Brazil’s

Aleadri for $2.6 billion

The latest among these is the announcement by Tokyo-based company, Kirin Holdings Co., of buying over all outstanding shares of Brazil’s Aleadri-Schinni Participacoes e Representacoes S.A., which holds a 50.45% stake in brewer Grupo Schincariol for around US$2.56 billion.

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through, the company acquired almost 15% of Singapore’s Fraser & Neave Ltd. in a deal valued at about $970 million at the time of purchase.

The timing of the deal couldn’t have been better, with the rapidly rising yen creating an opportunity for cashed-up Japanese big-wigs to get more for value for money where beyond borders acquisitions are concerned. Miyake however, under-played this particular aspect when he addressed the press conference, instead emphasizing on the fact that in context of the current aggressive competition among companies in acquiring a larger slice of the global market share, “this is a rare opportunity to buy an influential company.”

“We have been looking for promising targets to gear toward further growth, and we found a prominent one in Brazil where we see potential,” Miyake said further. “The Brazilian market for beer and soft drinks outstrips that of Japan.”Kirin is also in the process of completing a US$400 million joint venture with China Resources Enterprise Ltd. which will give Kirin a 40% stake in its soft drink unit.

mergers, acquisitions, ipos

The deal reportedly records as being the second-largest Japanese acquisition in Latin America and also the third biggest Japan outbound M&A deal in the beverages sector. After China and the U.S., Brazil figures as the world’s third largest beer market, and offers itself as an attractive market for Kirin, which has been facing stagnant growth in its home market.

Kirin President Senji Miyake said at a press conference that this recent move by the company, which provides Kirin a majority stake in Schincariol, “will enable us to build an ideal platform” in establishing Kirin’s beverage and beer business in the rapidly expanding Brazilian market.

Schincariol produces the Nova Schin beer brand, as well as soft drinks, juice and bottled water under the Schin and Skinka brands.

Kirin’s M&A DriveKirin, with its market value of about $14 billion, owns all of Australia’s Lion Nathan Ltd. and 48% of San Miguel Brewery Inc. of the Philippines.

And while Kirin’s attempted merger with Japan’s Suntory Holdings Ltd last year fell

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mergers, acquisitions, IPOs

The Emerging Market EdgeBeer demand in Brazil, the world’s third-largest beer market, is expected to increase in keeping with the nation’s economic growth. Currently, demand here is nearly double the size of that in Japan, which ranks as the world’s sixth largest beer drinker.

According to the National Brewing Association, an industry trade group, Brazil’s beer consumption recorded an 11% jump in 2010 as compared to the year before. This is quite considerable, when viewed in context of the 1% to 2% growth being recorded by the U.S. beer market.

In light of the growth potential presented by the Brazilian market, despite the view that many analysts have of Kirin paying a dear price for this deal, most view it as a premium being paid by the company to get a foothold in fast-growing emerging markets.

Beer demand in Brazil, the world’s third-largest beer

market, is expected to increase in

keeping with the nation’s economic growth. Currently,

demand here is nearly double the size of that

in Japan, which ranks as the world’s

sixth largest beer drinker.

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Schincariol on the other hand, while being Brazil’s second-largest beer-maker, has slowly lost market share to brewing giant Anheuser-Busch InBev NV over the last few years.

Earlier this year, Schincariol had a p p r o a c h e d leading global players regarding a possible bid, and market experts had speculated that Heineken or SABMiller were considering a possible bid.

However, the company has finally struck the deal with Kirin, with Kirin projecting that it will use its technology and marketing to help boost Schincariol’s annual sales by 10% on average.

mergers, acquisitions, ipos

August 2011www.industryleadersmagazine.combase image sourced from gplus.com

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http://www.frescodata.com/



The one single most-talked

about man through July 2011 ?

Rupert Murdoch. Without doubt.

A man of formidable political

significance and networks,

especially in Britain, with his

influence considered to be so

strong and widespread that people

firmly believed he could single-

handedly bring to power as well as

dethrone governments, faced the

biggest crisis of his long, super-

successful 60-year long career.

What started off as an exposed

phone hacking scandal in the

first week of July, very rapidly

escalated into a full-blown drama

with the potential to wreck havoc

across an empire that figures as

the world’s second-largest media

conglomeration.

Murdoch has been listed thrice in

the Time 100 as among the most

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Vrushti Mawanicover story


influential people in the world. He was also ranked as the 13th most powerful person in the world in the 2010 Forbes’ The World’s Most Powerful People list. With a personal net worth of US$7.6 billion, he was ranked 117th wealthiest person in the world in March 2011.

This month’s cover story is an account of the rise and fall of the world’s most influential media mogul: how one man built an empire that could make and unmake governments, and the chaos that followed revelations of unethical business practices.

Starting Down UnderBorn in Melbourne, Australia, in March 1931, Rupert Murdoch had been groomed by his father, Sir Keith Murdoch, a renowned war correspondent, from a very early age to make it big in world media.

Having studied Philosophy, Politics and Economics at Worcester College, Oxford University, Murdoch moved back to Australia when he was 21, to take charge of News Limited, one of Murdoch’s family businesses which had been established in 1923 by his father.

News Limited had been established for the purpose of publishing a daily newspaper

Rise and Fall of the Last Media Mogul Dethroned

in Adelaide, South Australia, called The News. This newspaper, inherited by Rupert Murdoch in 1952 following the death of his father, has often been referred to as being the founding stone for News Limited, which after the diversification and expansion it went through, is today known as News

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Corporation. Adelaide News grew rapidly and became a huge success soon after Rupert Murdoch took over.


South Wales, Queensland, Victoria and the Northern Territory, including the Sydney afternoon tabloid, The Daily Mirror being bought over by Murdoch.

With his attention-grabbing style of coverage, increasingly involving sports and scandals, Murdoch soon became the man who made influenced public view with the style in which his papers published news.

Winning the WorldLittle more than a decade after he took over The Adelaide news, Murdoch decided to expand beyond Australia. Buying a controlling interest in The Dominion, a New Zealand daily based in Wellington, in 1964, constituted Murdoch’s first venture outside Australia.

This was followed by more domestic acquisitions – only much larger than before – with Murdoch’s takeover of

With his attention-grabbing style of coverage, increasingly involving sports and scandals, Murdoch

soon became the man who made influenced public view with the style in which his papers published

news.

Dethroned

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cover story

Following this success began Murdoch’s expansion drive, starting with the 1956 acquisition of the Sunday Times in Perth, Western Australia, and followed by other suburban and provincial newspapers in New


The Australian, Australia’s first national daily newspaper, later the same year, and of the Sydney morning tabloid The Daily Telegraph, in 1972.

Before The Daily Telegraph acquisition back home however, Murdoch acquired his first asset in the United Kingdom – the News of the World – in 1969, a tabloid that had originally been established as a broadsheet in 1843.

After Murdoch’s takeover, News of the World became Britain’s most circulated read daily with its signature celebrity-based scoops and populist news – typical Murdoch let-

scandal-lead-to-popularity style. It was this tabloid that brought about the comeuppance of Rupert Murdoch’s empire earlier this year.

Murdoch’s other conquests in the United Kingdom included his acquisition of The Sun, which he soon built into becoming Britain’s best selling daily, and later, The Times, Murdoch’s first British broadsheet which lends its name to some of the most widely newspapers across the world, including The New York Times, The Los Angeles Times, The Seattle Times, The Daily Times (Malawi), Jimma Times (Ethiopia), The Times of India, The Straits Times, The Times of Malta and The Irish Times.

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Murdoch and ex-CEO of News International, Rebekah Brooks


News Corporation, the banner under which all of Murdoch’s business assets – Films, Television, Cable

Programming, Satellite Television, Magazines, Newspapers, Books, Sporting Events and Websites –

operate, posted a 2010 revenue of US$32.778bnMurdoch’s expansion in the American market is marked by his 1973 acquisition of the San Antonio Express-News, following which he founded a supermarket tabloid called Star. His big conquests in the U.S started a couple of years later, when he purchased the New York Post in 1976.

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cover storyDethroned

Later, Murdoch acquired Harper Collins in 1989, which today is one of the world’s best-known publishing houses, and leading business news The Wall Street Journal in 2007, which, according to estimates by the Audit Bureau of Circulations, is the largest newspaper in

Rupert Murdoch with third, current wife, Wendi Deng


the United States, by circulation as of 2010.

In 1979, Murdoch created News Corporation, a holding company for News Limited, which is currently the banner under which all of Murdoch’s business assets – which now include Films, Television, Cable Programming, Satellite Television, Magazines, Newspapers, Books, Sporting Events and Websites – operate.

News Corporation listed a 2010 revenue of US$ 32.778 billion.

Broadcasting ConquestsAmerica was where Murdoch started diversifying his business assets through acquisitions in the broadcasting sector, starting with his purchase of the 20th Century Fox movie studio in 1985. Today, 20th Century Fox is one of America’s six largest film studios; the banner that produced super-hit movies like Avatar, The Simpsons, Star Wars and Ice Age, among others.

Soon after, Murdoch acquired six television stations owned by Metromedia, which a year later provided a strong core for founding the Fox Broadcasting Company, one of America’s highest-rated broadcasting networks.FOX, founded in1986, has produced enormously successful programmes such as The Simpsons and The X-Files.

Fox Broadcasting Company is owned by Fox Entertainment Group, a part of Murdoch’s News Corporation.

British Sky Broadcasting Group plc, more popularly known as BSkyB, was formed in 1990 by the equal merger of Murdoch’s Sky Television Plc (established in 1989 by Murdoch’s News International – News Corp.’s British subsidiary) and British Satellite Broadcasting.

BSkyB, with over 10 million subscribers, is currently Britain’s largest pay-TV broadcaster. Currently, Murdoch’s News Corporation owns

Image courtesy lovebeginswithl.com


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a 39% controlling stake of BSkyB. Earlier this year, Murdoch had proposed a $12billion complete takeover of BSkyB.

News Corp also fully owns Sky Italia, an Italian digital satellite television platform, about 78% of New Zealand’s SKY Network Television Limited and b.net of Croatia and Montenegro.

The Phone Hacking ScandalThe beginning of the end. For Murdoch’s News of the World, for Murdoch’s proposed BSkyB total takeover bid, and for the careers James Murdoch,

announced the shutdown of the

NOTW, saying that the paper’s proud 168-year history had been “sullied by behavior

that was wrong (and)… indeed, if recent

allegations are true, it was inhuman and has no place in our

Company”51


of some of News Corporations top-most executives.

The saga started unfolding after revelations that investigators working for the News of the World tabloid had probably broken into the voicemail of a 13-year old girl, Milly Dowler, who was abducted in 2002, and had deleted some messages to create space for more in a move that confused police investigators at the time. Milly Dowler was later found murdered.

James Murdoch announced the

shutdown of the News of the World


Rise and Fall of the Last Media Mogul DethronedThere are also reported accusations regarding similar phone hacking incidents with relatives of soldiers killed in Iraq and Afghanistan.

Scotland Yard has reportedly substantiated the list of possible phone hack victims further, saying that the notes retrieved the private investigator who was hired for the phone hacks by The News of the World has revealed names and telephone numbers of as many as 4,000 people as potential hacking targets. This includes British Royals and Ex-British Prime Minister Gordon Brown.

Other charges included possible briberies that took place when Andy Coulson was editor of The News of the World, with records released by News International citing that the newspaper paid about $160,000 to some junior police officers during these periods.

The Murdochs publicly apologized for the “serious wrongdoing” that took place: the public apology issued by Rupert Murdoch in response to these revelations is shown across. Within days of these reports coming through, the Murdochs announced that News of the World would be shutdown.

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S u s p i c i o u s Shutdown ?But while James Murdoch, Rupert Murdoch’s son, announced the shutdown of the tabloid, saying that the paper’s proud 168-year history had been “sullied by behavior that was wrong (and)… indeed, if recent allegations are true, it was inhuman and has no place in our Company”, the shutdown sparked off all sorts of speculation in the market, with most believing that Murdoch had declared the shutdown to hopefully preserve a more lucrative deal – News Corporation’s proposed $12 billion takeover of satellite company British Sky Broadcasting (BSkyB) – that was at the time awaiting government approval.

Still others speculated that that the entire saga might just end up being a rebranding exercise for the tabloid, or that the circulation of The Sun, also run by the Murdoch group, would be upped once the News of the World tabloid is shut down.

However, soon after, with more revelations of phone hacking and bribery coming through, the tabloid scandal widened, and eventually led to the media baron’s pet executives, including Rebekah Brooks and Les Hinton, resigning, and, worst of all, ten employees of the conglomerate, including Brooks, getting arrested.

Following these arrests, Rupert and James Murdoch were summoned to testify before a UK Parliamentary committee.

Financial ImpactThe scale of damage wrecked by the scandal over Murdoch’s businesses can be gathered from statistics that demonstrate that News Corp. shares fell by 13% within two weeks of the phone-hack allegations first surfacing.

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““

Rise and Fall of the Last Media Mogul DethronedThe ensuing scandal is estimated to have wiped off $6 billion from News Corp.’s market capitalization over this period.

Not only did Murdoch have to pull out from the BSkyB bid, but UK lawmakers also started questioning the appropriateness of Murdoch’s existing 39% ownership of BSkyB, with Foreign Office minister Alistair Burt suggesting that News Corporation may already have damaged its brand badly enough to no longer be deemed “fit and proper” to keep its existing slice of BSkyB.

There have also been reports of disagreements within the family, with James Murdoch not being happy with being summoned to clean up a mess that he wasn’t party to creating.

More importantly, said Michael Wolff, Rupert Murdoch’s biographer, in an interview published by The Guardian, according to one of his better sources with access to News Corp, “the fear inside the company is that Rupert will not see 82 as a free man.”

One of the better sources I have, with access to News Corp, said the fear inside the company is that Rupert

will not see 82 as a free man.

James and Rupert testify before U.K Parliamentary committee


Dethroned


The Borders Group, America’s second-largest chain of bookstores after Barnes and Noble, filed for bankruptcy in February this year, when the company also announced that it would be shutting down 200 of its 659 stores.

The Digital Age Consumes

The Borders Group, which once operated over 100 stores, through its expansion phase put countless local bookshops out of business, with its sheer scale and variety of offerings.M

ak

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New

sA Virtual Age Triumph ?

What started 40 years ago as an 800-square-foot bookstore in Ann Arbor, soon grew to become one of the world’s largest bookstore chains.

Confirmation has now come through that the Borders Group, not having received any offers that could salvage it, will be liquidating the company’s remaining 399 stores.

Borders Shuts down

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World Business News

Fukushima Nuclear Station

At its peak in 2003, Borders operated 1,249 stores under the Borders and Waldenbooks names.

However, its dominance changed dramatically over the last decade, with an increasing number of people choosing to shop for books and music online and the company not being able to develop web-based sales or electronic books.

Aubrey Chang

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Barnes & Noble, Borders’ primary competitor, in the meantime, kept up with the changing needs of its consumers, and invested in its own Nook e-reader.

Referring to the changes brought about by the dawn of electronic media, Borders Group President Mike Edwards, said in a statement, “We were all working hard towards a different outcome, but the


Making News

Losses IncurredThe Borders Group, employing almost 11,000 people, has not turned a profit since 2006. According to records filed at the Securities and Exchange Commission, sales

of the Borders Group have dropped from $3.13 billion in fiscal year 2009 to $2.25 billion. With gross margins having reduced by almost 50%, the company suffered net losses totaling to around $595 million over the three-year period.

Earlier this year, Borders owed millions of dollars to publishers, including $36.9 million to Hachette Book Group, $41.1 million to Penguin Putnam, $33.8 million to Simon & Schuster and $33.5 million to Random

Borders Shuts Down... A Virtual Age Triumph ?

We were all working hard towards a

different outcome, but the headwinds we have been facing for quite some time including the rapidly changing

book industry, e-reader revolution and

turbulent economy have brought us to where we are now.

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headwinds we have been facing for quite some time including the rapidly changing book industry, e-reader revolution and turbulent economy have brought us to where we are now.”

“

“


the Borders Group.

Creditors however, objected to the bid last week, suggesting that the bid from Hilco and Gordon Brothers would bring in between $252 million and $284 million in cash.

In response, Najafi has now refused to up their bid, with the group’s CEO, Jahm Najafi, saying in a statement that “We will not, reluctantly,” be making a bid, sealing Borders’ fate of going into liquidation.

What does this mean for the broader context of the growing conflict between print media and the digital age?

As stated by Daniel Howes, business columnist and associate business editor of The Detroit News, Borders going down is “another piece of discomfiting evidence that the era launched by Johannes Gutenberg’s printing press in 1440 is endangered by the accelerating digitalization of information. Consumption now is more transactional than tactile, the form clinically technical instead of the physical connection of binding and pages that have been books for six centuries… like Borders soon will be, another monument to missed business opportunity and to changing times that are making the world safer for an Apple and lot less so for Borders.”

Borders Shuts Down... A Virtual Age Triumph ?

Mike Edwards, President, Borders Group

image courtesy cnn.com

world business new

s

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House.

After having filed for bankruptcy in February, the final hope of salvation for Borders crashed, when the company could not reach an agreement with Phoenix-based private-equity investor Najafi.

In early June, Najafi, which owns Book-of-the-Month Club, Doubleday Book Clubs and Columbia House, offered $215 million in cash and other consideration earlier this month to


South Africa’s Energy Future


South Africa’s Energy FutureMs. Elizabeth Dipuo Peters

With developing alternative sources of energy having become a top priority globally, especially with nuclear technology being looked at increasingly skeptically after the Japan

disaster, we spoke to Ms. Elizabeth Dipuo Peters, the Energy Minister of South Africa, to find out where she thinks the future of South Africa’s Energy sector lies.



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Ms. Elizabeth Dipuo Peters, South Africa’s Energy Minister



In her current position as South Africa’s Energy Minister, Ms. Peters’ portfolio involves looking after a number of key issues, such as proper supply of energy, developing

energy quality, implementation of energy usage into private/governmental bodies and ascertaining adequacy/abundance

of Primary energy resources such as Coal & Uranium.

Ms. Elizabeth Dipuo PetersMs. Elizabeth Dipuo Peters, appointed as South Africa’s Minister of Energy in 2009, has been associated with the South African political system for more than 30 years.

From the age of 16 she has been involved in various political activities, like being part of the ANC (African National Congress), the NEC (National Executive Committee), etc.

In her current position as South Africa’s Energy Minister, Ms. Peters’ portfolio involves looking after a number of key issues, such as proper supply of energy, developing energy quality, implementation of energy usage into private/governmental bodies and ascertaining adequacy/abundance of Primary energy resources such as Coal & Uranium.

South African Energy DepartmentAll processes involving generation, transmission and distribution of Power in South Africa are regulated by Ms. Peters office.

While South Africa’s Energy Department looks after the Power and Oil & Gas Sector, they have, in principle, separated the Mining sector from the Energy section. According to Ms. Peters however, the Mining and Energy sectors are very closely inter-linked. Mentioning the importance of Energy in supporting the Mining department, Ms. Peters said that according to her, investments in the Mining depend on the Energy sector.

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Ms. Peters’ office has managed to achieve a 34%

reduction of the usage of coal and a 42% increase in the usage of

renewable energy; a significant achievement towards the

country becoming more energy

efficient.


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Naming Distribution of Power in South Africa as one of the most important sectors her department focuses on, Ms. Peters, along with other primary resources, also looks after the Nuclear Energy space & Biomass space.

Being responsible for connecting South Africa’s rural communities with the main power systems in cities, Ms. Peters’ department plays an important role in furthering the quality of life for people in rural areas.

S t r a t e g i e s ImplementedSince Ms. Peters took up office in 2009, she has implemented a number of strategies for furthering energy savings and a decrease in the use of fast depleting conventional energy sources.

These include separating the Energy and Minerals portfolios, to enhance the process of implementing separate but complementary strategies for the two closely-related sectors, developing an energy saving plan

in the aftermath of the major power failure that South Africa suffered in 2008 and implementing Integrated Resource Supply,

Ms. Peters’ has also managed to achieve a 34% reduction of the usage of coal and a 42% increase in the usage of renewable energy; a significant achievement towards the country becoming more energy efficient.

Since she took office, her department has also solved local issues related to procuring petroleum and has implemented processes that ensure a smooth flow of materials.

Under Ms. Peters’ direction, the Energy Department of South Africa has created a Resource Map with the help of the IEA (International Energy Agency). This has enabled the development of a comprehensive gauge

of the share of resources that currently exist in South Africa’s Energy sector.




Looking Forward…Ms. Peters told us that she is looking forward to bettering ties with African and East Asian countries, which, according to her, are the most able in the Energy sector. She hopes for a complementary development of energy-related technologies and mutually beneficial arrangements between South Africa and these countries.

Within the domestic market, Ms. Peters’ is looking forward to the major Energy Conference in South Africa on 15th-16th Sept’11 for implementing various energy related remedies.

In particular, Ms. Peters mentioned that she wishes to improve upon the Integrated Energy Plan, which has already been implemented, and said that she looks forward to work further on lowering carbon emissions.

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South Africa: Arnot Power Station, Middelburg, South Africa


The Impending Ecological ImbalanceWhen questioned about whether the Energy Department has a contingency plan for the impending problem of ecological imbalance that South Africa is likely to face soon, Ms. Peters said that they have already started taking measures which will hopefully avert such an event.


These include taking appropriate measures towards ensuring a longer availability and supply of minerals & resources, and protecting the environment.

Ms. Peters Department has made a special application to the U.N to undertake a study assessing South Africa’s existing environmental level and beyond this, to take suitable measures to fill in loopholes.

Ms. Peters’ office has managed to achieve a 34% reduction of usage of coal

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Ahuja ConstructionsRedefining Lifestyle


Ahuja ConstructionsRedefining Lifestyle

Started by Mr. Jagdish Ahuja over 25 years ago, Ahuja Constructions today is one of India’s leading building and construction companies. The Ahuja Group was recently awarded the title of creating the “Best High-rise Architecture in India” at the Asia Pacific Property Awards.

For over two decades, the Ahuja Group has been redefining and enhancing Mumbai’s skyline with their awe-inspiring building projects.

With their vision of creating spaces which are testaments to extraordinary modern living, the Ahuja Group prides itself on never settling for anything less than perfect. With constant, persistent attention to detail, every scheme built by the Group, over the years, has focused on ensuring timely delivery of projects without compromising on quality and standards, employing cost effective methods to optimize resources and achieving the best price possible, thereby bring in financial effectiveness in each of their projects.


Ahuja Towers


ValuesInnovation

The Ahuja Group is driven by the desire to innovate with every project that they take on hand, and to excel at providing avant

garde design solutions. This determination, they believe, is what helps them stay ahead of the game.

Some of their i n n o v a t i v e c o n c e p t s include the “sample flat” idea, which was first i n t r o d u c e d in the Indian r e s i d e n t i a l construction industry when the Ahuja group built the ‘Gautam C o m p l e x ’ in 1989. In 1995, the Ahuja Group

introduced Italian sliding windows with dry glass infill which are designed to reduce the

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The Group has provided customized apartments for valued customers on a number of occasions and in one particular case made four adjacent flats look like one seamless space by installing inverted beams that could take the entire weight of the structure and at the same time, would not be seen from the inside. What may be treated as impossible requests by many in the Indian construction industry, are taken up by the Ahuja Group as just another instance where they can prove to their customers how important they are really, and how far the company will go to give them exactly what they are looking for.

And while a number of these instances are now commonplace and come as standard with every project, the Ahuja Group takes pride in knowing that they were the ones who went the extra mile in thinking these up and introducing them ten, even twenty, years back.

Luxury is a core value on

which the Ahuja Constructions

brand has built itself.

Reflected in every project they work on, Ahuja Constructions has virtually pioneered the

concept of luxury in the residential

construction sector in India.

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Mr. Gautam Ahuja, Managing Director, Ahuja Group

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Detailing

With the motto “Good enough is never really enough”, Ahuja’s meticulous approach to detailing begins even before the foundations are dug. This approach, of ensuring that every little detail is in place, has enabled the company to complete many of their projects way before time.

To this effect, the Ahuja Group has a dedicated team of quality control experts who carry out regular detailed checks and ensure that everything meets the Group’s high expectations. The Group firmly believes that this meticulousness has played a very important role in positioning them as industry leaders, and will also continue to do so in the future.

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Luxury

Luxury is one of the core values on which the Ahuja Constructions brand has built itself. Reflected in every project they work on, Ahuja Constructions has virtually pioneered the concept of luxury in the residential construction sector in India.

The year 1992 was a turning point for Ahuja’s residential projects, when they exemplified the lengths they would go to, to set their apartments apart from the rest. A team of engineers was sent to Italy to source the finest marble and import the tools that were required to polish it as well. While some might be counting pennies, and might resort to cheaper alternatives, the Ahuja Group stands by their belief that their customers deserve that extra effort.

Ahuja’s buildings are about changing perceptions about luxury. The Group believes in giving their clients value for their money, and they strive to keep it that way in every project they execute.

With the motto “Good enough is never really enough”, Ahuja’s meticulous approach to

detailing begins even before the foundations are dug. This approach, of ensuring that every little

detail is in place, has enabled the company to complete many of their projects way before time.

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www.industryleadersmagazine.com

Mr. Mukesh Jaitley, COOWe spoke to Mr. Mukesh Jaitley, Chief Operating Officer of the Ahuja Group, to get a better insight into how Ahuja Constructions manages to achieve the high delivery standards they have set for themselves and what goes into being a market leader in India’s highly competitive construction sector.

Mr. Jaitley has been associated with the Ahuja Group for over a year now, and comes with over 25 years of industry experience. His role as Chief Operating Officer is facilitated by the extensive experience he has gained

Comprehensive solutions from India’s leading infrastructure & engineering company

Larsen & Toubro – India’s USD 11.7 billion engineering and construction company – brings to the residential building segment the advanced technologies that have made it the leader in the field. Capabilities extend from master planning, architecture, engineering, procurement and construction to finishes and MEP services for construction of large townships and high rise apartments.

L&T employs modern construction technologies and mass production techniques including heated tunnel forms, large area wall panel forms and aluminium formwork. Reinforced walls and floor slabs are built in a continuous single pour, reducing construction time and cost.

http://www.lntecc.com


Where Ahuja Group’s investment plans are concerned, according to Mr. Jaitley, the company’s immediate focus is investing in land for development and business facilities. Since most of Ahuja’s work is outsourced, the company is not looking at investing in the development of facilities.

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during his previous associations with various developers in the building and construction industry.

Naming the company’s high quality standards with which they present their product, along with timely delivery, as being key to Ahuja’s success, Mr. Jaitley says “The formula for success in our kind of business is a strong customer focused approach and quality product delivered on time.”

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“The formula for success in our kind of business is a strong customer focused approach

and quality product delivered on time.”

Mr. Mukesh Jaitley, COO, Ahuja Group

www.industryleadersmagazine.com

The Ahuja Group has already diversified a bit, this diversification is largely within the construction industry itself. While the Ahuja Group has a marble processing unit of their own which is primarily utilised for the company’s in-house use, the company has also been dealing with Aluminium sections used for windows etc again for in-house use.

Mr. Jaitley says that being a lean organization, the Ahuja Group firmly believes in the fact that “if our personnel are given opportunities for personal development, the indirect tangible benefits of this are reflected in the company’s growth.” As a result, the company encourages personal development of its personnel by way of trainings, workshops, etc.

“if our personnel are given opportunities for personal development, the indirect tangible benefits of this are

reflected in the company’s growth.”

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Renault


RenaultChanging the Way you Drive

Europe’s leading brand in the light commercial vehicle market since the last 13 years, French automaker Renault was first established in 1899 by Louis Renault and his brothers Marcel and Fernand.

While in the past Renault has manufactured autorail vehicles, trucks, tractors, vans and also buses/coaches in addition to cars and vans, the company has in recent times become increasingly renowned especially for its avant garde cars that combine environment-friendly technologies with innovative design features.

The company’s most successful cars to date are the Renault Clio and the Renault Laguna.

Renault, head-quartered in Boulogne-Billancourt, owns the Romanian automaker Automobile Dacia and the Korean automaker Renault Samsung Motors. In March 1999,


Renault established a partnership with Nissan, the first industrial and commercial partnership of its kind between a French and a Japanese company. This partnership made Renault the third-largest automaker in the world, with a global market share of 9%, by volume.

RCI Banque, an automotive financing service, and Motrio, manufacturing automotive parts, are Renault subsidiaries.

Renault posted a 2010 revenue of € 38,971 million.

International EngineeringRenault has developed active engineering resources all across the world in line with its ambition to increase sales outside Europe. The Group designs and develops its vehicles at a global level with full understanding of the fact that local development of vehicles ensures they respond closely to market requirements, while advance planning of necessary modifications allows them to be marketed internationally.

Renault’s international engineering department has 2 divisions: Central Engineering, at the heart of the system,


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and Regional E n g i n e e r i n g , present across R e n a u l t ’ s strategic markets. This organization of the company’s e n g i n e e r i n g processes is based on a standardization of Renault’s e n g i n e e r i n g p r o c e s s e s around the world and involves c o o r d i n a t i o n of technical s t a n d a r d s , definition of key functions and harmonization of technical policies.

The company’s global engineering headquarters are located at The Te c h n o c e n t r e (France), while other engineering o p e r a t i o n s include Renault


Renault Clio Sport


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Renault Laguna

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Technologies Americas which has entities in Brazil, Argentina, Mexico, Chile and Colombia, Renault Technologies Romania, with entities in Romania, Turkey, Russia, Slovenia and Morocco, Renault Technologies Spain, comprising entities in Spain and Portugal and The Renault Samsung Technical Center in South Korea.

Renault also has a parallel network of 5 “satellite” design centers that closely follow the latest global technology and design trends and create vehicles for new markets. These design centers are involved at all levels of product development; from the launch of a new project through to the production of the final concept car.

These design centers include Renault Design Paris; Renault Design Central Europe, which is based in Bucharest, Romania; Renault Design America Latina in Sao Paulo, Brazil; Renault Samsung Design in South Korea and Renault Design India, based in Mumbai.

Design InnovationFor Renault, Innovation is a core strategy. Each Renault vehicle is a product combining the latest in styling, comfort and technology. With its innovation strategy spanning across four fields of research: environment, safety, comfort and dynamic performance, Renault’s


innovation policy has made it a trend-setter in the areas of safety and sustainability.

Design Strategy & Concept Cars

The vision that directs Renault’s design strategy, is all about connecting “the Brand to its customers by following them throughout life : when they fall in love, head off on a journey, start a family, work, play, and reach wisdom…” Each step of the cycle of life, symbolized by a “petal” in Laurens van den Acker’s Design strategy, is illustrated by a concept car.

Coupled with their new signature, Drive the Change, Renault is using this vision to very comprehensively explore, strengthen and reinforce the brand’s identity about being a truly people-centric company.

Translating this vision into machines on four wheels, while the two-seater all-electric DeZir, supposedly representative of “the passion present at the beginning of any new adventure”, expresses ‘falling in love’, the “athletic and cheerful” Renault Captur is all about “two people exploring the world around them”.

Renault Dezir Concept Car88


August 2011


Renault’s design strategy, is all about connecting “the Brand to its customers by

following them throughout life : when they fall in love, head off on a journey,

start a family, work, play, and reach

wisdom…”


These were followed by the “playful and ecological” R-Space, unveiled at the 2011 Geneva Motor Show, which caters to the “Family” stage of the human life-cycle, “revolves around children, with a flexible and versatile rear area”.

Summed up by Laurens van den Acker, Vice President, Corporate Design, “DeZir was about our customers falling in love. With Captur, they explore the world and with R-Space, the time has come for them to start a family.”


Renault Frendzy Concept Car


The latest concept car by Renault, Frendzy, which made its debut at the Frankfurt Motor Show in July 2011, is all about catering to the needs of the “fourth step of the human life cycle” according to Renault.

The Frendzy, promising to cater to the combined needs of work and family, recognizes the often seamlessly interwoven work and family lives that people currently lead. The all-electric Frendzy with its asymmetrical body, and packed with technology, is “efficient and modern as a work tool, yet sporting and warmly welcoming for the family”, according to Axel Breun, Renault’s Design Director of Concept and Show Cars.

Eco-TechnologiesRenault believes in being a responsible enterprise for sustainable development.

By accepting that industry must be part of the solution to global environmental challenges, Renault recognizes that companies have a social responsibility, saying that “Large enterprises can no longer focus only on economic performance, without paying attention to what is happening around them. It is our responsibility, to become involved in the social and societal lives of the countries where we do business”.

Towards developing sustainable technologies and products, Renault has a four-pronged strategy:


The all-electric Frendzy with its

asymmetrical body, and

packed with technology, is “efficient and

modern as a work tool, yet sporting and warmly

welcoming for the family”

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Towards Zero Emissions

At the end of 2007, Carlos Ghosn, CEO of Renault, announced the Renault-Nissan Alliance’s “zero emission” objective, a new concept in sustainable mobility. The Alliance, a leader in electric power, aims to achieve zero emissions through two future solutions: electric vehicles in the medium-term and fuel-cell vehicles in the longer term.

In developing fuel cells which produce electricity by combining hydrogen and atmospheric oxygen, Renault is working towards realizing the dream of coming out with vehicles that emit water vapor only.

The Scenic ZEV H2 developed by the Renault-Nissan Alliance, is an electric prototype powered by a fuel cell, and is a landmark development towards the company’s mission of developing zero-emission vehicles.

Reducing Fuel Consumption

One of the main objectives for Renault engineers is reducing emissions of CO2, the main greenhouse gas, by reducing fuel consumption. The Group’s longstanding efforts in this area place it in today’s top three carmakers on low fuel consumption

and CO2 emissions.

Protecting Air Quality

Emissions of pollutant gas have been halved in the last five years thanks to research by carmakers. A major actor in this research, Renault is continuing its work on improving air quality. One of the main thrusts of this policy is gradually equipping range vehicles with new technologies.

Developing Alternative Energies

Alternative energies will in the near-future be vital to reduce global dependence on oil. Renault is committed to actively pursuing the introduction of alternative energies on the market. Some are already in use while others are still being studied; all of them are at the heart of Renault’s innovation programs.


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Renault’s Zero-Emission, All-ElectricTwizy

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Quality and tradition in Sea transportPolsteam

Polska Żegluga Morska


Quality and tradition in Sea transport

With 76 vessels bearing a total deadweight of 2.5 million dwt., including bulk carriers, ferries and siarkowce, Polish Steamship claims to be the biggest polish company and one of the largest in Europe. PŻM’s core business is bulk cargo such as

coal, grain etc. regularly shipping globally. The company is also a world leader in the niche market of transportation of liquid sulfur. In addition to Poland, they also operate in 9 other countries on 4 continents. Among all the national companies they dominate all the

Polsteam

July 2011 www.industryleadersmagazine.com

entities related to maritime transport (Shipping Poland SA, Polsteam freighting, Polsteam Shipping Agency, Unity Line). But the PŻM group is also providers of IT services (MediaLand), tourism and catering (Polsteam Shipping Szczecin) or medical services(Marine Medical Services). The Group comprises the company Pazim managing the most attractive office and commercial

complex in Szczecin.

Early YearsIn the early years, the sole purpose of the company was to protect the sovereignty of domestic exports by sea and hence protect the Polish foreign trade. During these days, the shipping operations took place only within a close and medium range. During the first five years of the company, up to 80 percent of all freight sent abroad consisted of Polish

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Expeditor's freight services


coal and iron ore purchased for spontaneously developing domestic industry - iron ore. in 1951 Company fleet transported only 800 thousand tons of cargo, and by 1955 the number had risen to 1.5 million tonnes.

PŻM first came out in the late fifties on the wider waters. By then the company had already gone beyond the rigid framework of

exports and imports of coal ore, serving a much wider range of goods and calling at a number of new ports. In 1958, peżetemowski steamer “Tczew” went on a pioneering trip to Guinea with a cargo of cement. This trip not only opened the doors to a very cost effective West African shipping line, but the general output PŻM ships for ocean waters.

Polsteam: a world leader in the niche market of transportation of liquid sulfur.

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Quality and tradition in Sea transportPolsteamIn the late fifties they began to rapidly grow the company and its tonnage transport. Spontaneous development of the tonnage became possible among others through the establishment of Antyczarterowego Fund in 1958. PŻM used the resources of this fund until 1963 and bought 22 units of “Liberty”, “Empire” and “Park” with a total carrying capacity of 250 thousand. DWT. These ships allowed the owner to significantly increase the operating range.

The FleetThe fleet can be divided into the following sizes: a large group of handy-size vessels and panamaxes. Apart from the dry bulk carriers the Company operates 4 liquid sulphur carriers and the car/passenger ferry (m/f Polonia, m/f Gryf, m/f Wolin, m/f Skania) managed by Unity Line Ltd., Szczecin.

According to the renewal program in 2009, the Xingang Shipyard delivered the following ships to Polsteam: m/v MAZOWSZE, m/v ORAWA, m/v KURPIE, mv KOCIEWIE and mv POLESIE.

The plans for 2010 include 8 ships to be delivered : 3 bulkers post-panamax type

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(80.000 dwt.) from New Times Shipyard - mv GIEWONT, mv JAWOR, mv ORNAK), 4 bulkers “laker” type (30.000 dwt.) from Mingde Shipyard - mv MIEDWIE, mv DRAWSKO, mv RESKO, mv WICKO, and the bulker from Xingang Shipyard - mv WADOWICE II (37.700 dwt.)

With this modern and relatively low aged tonnage the Polsteam is a very competitive partner in the international shipping market.

Polsteam is a state-owned national entity. Being present on the international shipping market since its creation, the Company has always been functioning within the free market business.

For at least twenty years all operating and investment decisions have been taken independently, without taking advantage of any subsidies or protectionism.

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Mars Incorporated

In 1911, Frank C. Mars made the first Mars candies in his Tacoma, Washington kitchen and established Mars’ first roots as a confectionery company. In the

1920’s, Forrest E. Mars, Sr. joined his father in business and together they launched the MILKY WAY® bar. In 1932, Forrest, Sr. moved to the United Kingdom with a dream


Mars IncorporatedDelicious, Always

of building a business based on the philosophy of a “mutuality of benefits” for all stakeholders – this vision serves as the foundation of Mars, Incorporated today.

From its humble beginnings in the Tacoma kitchen of Frank Mars, Mars, Incorporated has today grown into a company of global scope with six business segments



billion-dollar confectionery brands: M&M’S®, SNICKERS®, DOVE®, MARS®, EXTRA® and ORBIT®.

The company’s three, billion-dollar petcare brands - PEDIGREE®, ROYAL CANIN®

including Chocolate, Petcare, Wrigley Gum and Confections, Food, Drinks and Symbioscience, generating annual revenues of more than $30 billion.

As a family-owned company for nearly a century, Mars is guided by Five Principles: Quality, Responsibility, Mutuality, Efficiency and Freedom. The company continually strives to put these Principles in Action in everything they do: making a difference to people and the planet through performance.

Business SegmentsCurrently one of the world’s largest food manufacturers, Mars, Incorporated operates in six business segments: Chocolate, Petcare, Wrigley, Food, Drinks, and Symbioscience.

Mars is the world’s leading confectionery company, following their acquisition of the Wm. Wrigley Jr. Company in 2008, with five,

and WHISKAS® - make Mars the world’s leading petcare company.



The Snickers bar by Mars is the world’s

largest selling candy bar, while the company’s signature

MARS® bar, first handmade in 1932, is one of the confectionery

industry’s greatest success stories.

Two of Mars’ brands, JUICY FRUIT® and SPEARMINT®, are more than 100 years old, while seven of the company’s brands, MILKY WAY®, SNICKERS, MARS, M&M’S, DOUBLEMINT®, UNCLE BEN’S® and WHISKAS, are over 50 years old.

The Snickers bar by Mars is the world’s largest selling candy bar, while the company’s signature MARS® bar, first handmade in 1932, is one of the confectionery industry’s greatest success stories.

Having come a long way since Forrest Mars first started his business, Mars Limited, in Slough, in 2009 MARS® announced a 5-year partnership with The FA which positioned MARS® an Official Supplier to the England Team until July 2010, moving to Official Supporter of the England Team from August 2010 to July 2014. As the Official Snack Supplier to the England Team, MARS® will help galvanise the nation in their support for England, and bringing fans closer to the team.


Commitments & PrinciplesMars believes in implementing their five guiding principles - quality, responsibility, mutuality, efficiency and freedom - at all levels of choices made by the company, and the manner in which Mars does business.

Mars has taken upon itself the responsibility of seeking to ensure that the company delivers mutual benefit to all with whom it interacts: associates, consumers, trade partners, our communities, and last but not least our planet. With a firm belief that the company’s actions should never be at the expense, economic or otherwise, of others with whom they work, Mars strongly believes that only success that is shared can be sustained and it is their goal to achieve this in all that they do.

Sustainability

Mars firmly believes that contributing positively to the environment and local communities is critical to the way the company does business. This includes the company’s products, brands and operations. Mars formulates and implements its business plan with a full understanding of the fact that the company’s social, environmental and

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The Oberoi, Lombok, Indonesia, with its intimate ambience created by thatched-roof villas and terraced pavilions dotting 24 acres of tropical gardens, is one of the top leisure hotels of Asia


Mars, Inc. : The world’s leading pet care

company


economic values and practices impact where Mars does business and how it operates, particularly given the scope and scale of the global environmental challenges.

Mars also recognizes that their long-term economic growth is inter-linked with their ability to adhere to the definition of sustainability produced by the UN World Commission on Environment and Development in 1987 ; “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.”

Mars’ commitment to sustainability builds on the company’s long-standing ethical commitment to the individual and the larger community. With the company’s fundamental belief being that the only lasting success is shared success, this means success across the social, economic and environmental spectrum.

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Innovation

The Mars Scientific Advisory Council (MSAC), established in 2007, extends the expertise

and builds on the significant contributions of scientific advice provided through the Mars Nutrition Research Council which operated from 1998-2007.

Composed of highly recognized researchers from all over the world and operating as an independent, external source of expert advice to Mars, Incorporated, the MSAC provides objective, expert scientific advice to Mars, Incorporated on advances, opportunities, and barriers to progress in human and animal health and nutrition research, plant sciences and sustainability, and in other areas of research relevant to the Company’s current and potential future product lines.

The hallmark of Mars’ marketing commitments is their industry-

leading policy to not advertise their snack and other food products to

children under the age of 12. Mars also

aims to promote the consumption of their products in the context of a healthy, active lifestyle and

a balanced diet.



Mars marketing commitments

A global leader among snackfood and food brands, Mars, Incorporated has a long history of marketing its products responsibly.

Over the years Mars has adopted guidelines and policies for their advertising and marketing activities, reviewing and updating them periodically to reflect consumer feedback, new technologies, and the latest thinking by advertising self-regulatory bodies.

The hallmark of Mars’ marketing commitments is their industry-leading policy to not advertise their snack and other food products to children under the age of 12. Mars also aims to promote the consumption of their products in the context of a healthy, active lifestyle and a balanced diet.

Community relations

With a commitment to contributing positively to the communities in which they operate, Mars is guided by its Mutuality principle,

August 2011


where the company’s aim is to return a fair benefit to local and national communities, increasing their prosperity and quality of life as the company benefits from partnership with them.

Mars Comes Back HomeEarlier in July, Mars announced plans of building a brand new “state-of-the-art”, 350,000 square feet chocolate manufacturing facility in Topeka, Kansas – its first such site in the US for over 35 years.

The new facility, which Mars expects will be completed by late 2013, is expected to create over 1,000 jobs for Kansas residents, according to the company’s estimates.

The facility, which is likely to cost Mars up to US$250 million to build, is “a reflection of our commitment to manufacture our products in the markets where we sell them,” said Mike Wittman, Vice-President of Supply at Mars Chocolate North America.

The company’s decision to re-open up a facility in the United States after an absence of 35 years, resulted from the declining US dollar exchange rate coupled with Mars’

desire to ship its products at a faster pace.

The new development has been welcomed by the Topeka community, with Steve Jenkins, Vice President of Go Topeka, a subsidiary of the Topeka Chamber of Commerce, saying that “The positive economic impact for the c o m m u n i t y will endure for decades… Mars will join a long list of other stellar primary employers in our community c r e a t i n g e x c e p t i o n a l e c o n o m i c opportunities for our residents.”

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August 2011


Mars Won the U.S. State Department’s 2010 Award for Corporate Excellence for its

Commitment to Cocoa Sustainability


Larger than Life

The World’s Most Expensive Penthouses


Larger than Life

Living it UPEarlier this year we featured the World’s Most Expensive Home, Antilla, Mumbai, which also figures as the world’s first-even billion-dollar home.

With dense urban living becoming more of a reality than ever before, the obvious next question is : which are the world’s most luxurious (read: expensive) penthouses and how much do they cost ?


When an uber-posh six-bedroom penthouse atop One Hyde Park in London sold for £140 million (around $220 million) last august, it made headlines world over as the most expensive apartment ever: this too, at a time when the rest of London’s real estate market was witnessing a persistent low.

Just proves that the market for “trophy homes” can often buck the trend being indicated by the “average” real estate market.

However, the London penthouse got to keep its title for barely a month, with a three-bedroom penthouse in Monaco, called La Belle Epoque, getting sold for a record $308million in September.

The final deals for both the above apartments were done by the London-based real-estate developer duo Christian and Nicholas Candy.

Lets look at what these two properties have on offer that make them worth such steep prices.

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Larger than Life

Dining Area La Belle Epoque


The World's Most Expensive Penthouses

Located smack-bang in the middle of the pricey European principality, Monte Carlo, La Belle Epoque was previously owned by Edmund Safra, the Lebanese

billionaire banker whose mysterious death by a fire that massively damaged the apartment in 1999 attracted

media interest world-wide.

Roof GardensLa Belle Epoque


La Belle Epoque, Monte CarloLocated smack-bang in the middle of the pricey European principality, Monte Carlo, La Belle Epoque was previously owned by Edmund Safra, the Lebanese billionaire banker whose mysterious death by a fire that massively damaged the apartment in 1999 attracted media interest world-wide.

Safra’s 17,500-sq-.ft., duplex penthouse is surprisingly only a three-bedroom apartment ; surprising only because an over $300 million price tag, makes one expect more rooms.

However, what the apartment lacks in terms of physically separate rooms, it makes up for by the double-height library and vast roof gardens it boasts, not to mention an infinity pool, and mature 15-foot trees.

Larger than Life

Double-Height Library La Belle Epoque



Acquired by British property developers Candy and Candy, who have in the last few years, fast come to

being recognized as developers-cum-interior designers who often deal with luxurious properties, La Belle

Epoque was reportedly bought by a member of Dubai’s royal family, the Al-Mahktoums.

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Monte Carlo, Monaco


The inside of a Boeing Business Jet

The apartment also features a panic room with reinforced glass and surveillance cameras, cinema screens which emerge from walls at the touch of a button, numerous walk-in wardrobes and dressing rooms, a leisure room with billiard tables and arcade video games, a Jacuzzi and spa, and a media room with special executive chairs which convert into beds

Acquired by British property developers Candy and Candy, who have in the last

few years, fast come to being recognized as developers-cum-interior designers who often deal with luxurious properties, La Belle Epoque was reportedly bought by a member of Dubai’s royal family, the Al-Mahktoums.

The Candy brothers reportedly spent around $40 million in renovations after acquiring La Belle Epoque from Edmund Safra’s wife Lily Safra after the 1999 fire at a relatively cheap price.

Larger than Life


The Boeing Business Jets offer the ideal travel means for those cannot afford to be immobilized when they

travel, but prefer to live as they do on the ground, with access to an office, bedroom, shower, dining facilities,

entertainment areas and more.

Priced at more than £6,000 per square foot... the stamp duty alone for this apartment, at 4%, amounted to

almost £6 million !

One Hyde Park, London

One Hyde Park, London

Another brainchild of luxury property developers Christian and Nick Candy, the penthouse atop one of London’s most prestigious addresses stretches across two

floors, neighbors the Mandarin Oriental hotel and overlooks the Serpentine.

Reportedly sold for £140 million by the Candy brothers, the One Hyde Park penthouse deal was a landmark signaling the return of global real estate interest to London.



Designed by Rogers Stirk Harbour + Partners, more widely recognized as the Richard Rogers brand, the penthouse at One Hyde Park makes the most of the landmark site occupied by the development, looking over the bustling Knightsbridge to its South, and the serene Hyde Park to its North. In addition to a very high level of customizable details, the apartment also features bullet proof windows, purified air systems and a “panic room”.

Priced at more than £6,000 per square foot, the two-floor penthouse apartment in One Hyde Park has floor-to-ceiling windows, its own car park and access to a host of spas and squash courts.

The stamp duty alone for this apartment, at 4%, amounted to almost £6 million !

Of the 86 apartments across the development, which start at £20 million each, more than 50% were contracted to be sold before the development was even completed. Estimates

Larger than Life

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The £140 million sale price of the One Hyde Park

penthouse was a landmark signalling the return of

global interest in London’s luxury real estate market.

A318 Elite Private Office

suggest that only 14% of the buyers of these apartments were from Britain, while 39% came from Russia and 25% from the Middle East.

While the identity of the owner of this piece of splendid living has not been made public for confidentiality purposes, speculation is that the penthouse was bought by a super-rich someone from the Russian / Arab part of the world.


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Guangzhou International Solar Photovoltaic Exhibition : 11-AUG-11 to 13-AUG-11Venue: China Import & Export Fair Pazhou Complex, Guangzhou, Guangdong, China

Negosyo Power Expo : 12-AUG-11 to 14-AUG-11Venue: Trinoma Activity Center, Manila, Metropolitan Manila, Philippines

Coal Gen Expo : 16-AUG-11 to 18-AUG-11Venue: Greater Columbus Convention Center, Columbus, Georgia, USA

SPIE Optics & Photonics : 21-AUG-11 to 25-AUG-11Venue: San Diego Convention Center, San Diego, California, United States Of America

Vietnam International Electrical Technology & Equipment Exhibition : 07-SEP-11 to 10-SEP-11Venue: Hanoi International Center for Exhibition (I.C.E. Hanoi), Hanoi, Vietnam

Maxpo : 08-SEP-11 to 10-SEP-11Venue: Helsinki Exhibition & Convention Centre, Helsinki, Finland

Fuel & Energy Complex : 21-SEP-11 to 23-SEP-11Venue: Kiev International Exhibition Centre (IEC), Kiev, Kiev City, Ukraine

Renewable Energy Indonesia : 21-SEP-11 to 24-SEP-11Venue: Jakarta International Expo (JIExpo), Jakarta, Indonesia

ENERGETHICA FLORENCE : 22-SEP-11 to 24-SEP-11Venue: Florence Fair, Florence, Toscana, Italy

Renexpo : 22-SEP-11 to 25-SEP-11Venue: Messe Augsburg, Augsburg, Bayern, Germany

Energy


ManufacturingChina (Beijing) International Casting Industry Expo : 10-AUG-11 to 12-AUG-11Venue: Beijing China International Exhibition Center, Beijing, China

DUB Show Tour-Ocean City : 13-AUG-11 to 13-AUG-11Venue: Ocean City Convention Center, Ocean City, Maryland, USA

Shanghai International Automotive Manufacturing Technology & Material Show : 16-AUG-11 to 19-AUG-11Venue: Shanghai New International Expo Centre (SNIEC), Shanghai, China

Uptown Whittier Car Show : 20-AUG-11 to 20-AUG-11Venue: Uptown Whittier, Whittier, California, USA

MICROTech World : 24-AUG-11 to 26-AUG-11Venue: Kintex - Korea International Exhibition Center, Goyang, Korea

Moscow International Motor Show : 24-AUG-11 to 27-AUG-11Venue: Crocus Expo International Exhibition Center, Moscow, Moskva, Russia

China Plastics & Rubber Industry Exhibition : 25-AUG-11 to 27-AUG-11Venue: Qingdao International Convention & Exhibition Center, Qingdao, China

Thai international Plastics & Rubber Exhibition : 31-AUG-11 to 03-SEP-11Venue: Putra World Trade Centre (PWTC), Kuala Lumpur, Malaysia

Kyiv Textiles : 13-SEP-11 to 16-SEP-11Venue: Kiev Expo Plaza Exhibition Center, Kiev, Kiev City, Ukraine

Vietnam Plas : 21-SEP-11 to 24-SEP-11Venue: Saigon Exhibition & Convention Center (SECC), Ho Chi Minh City, Ho Chi Minh, Vietnam

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ConstructionCountry & Regional Living Expo : 05-AUG-11 to 07-AUG-11Venue: Rosehill Gardens Event Centre, Sydney, New South Wales, Australia

Decorex Joburg : 05-AUG-11 to 09-AUG-11Venue: Gallagher Convention Centre, Midrand, South Africa

RSVP Sydney : 10-AUG-11 to 11-AUG-11Venue: Sydney Convention & Exhibition Centre, Sydney, New South Wales, Australia

Texas Home & Garden Show - Fort Worth : 13-AUG-11 to 14-AUG-11Venue: Fort Worth Convention Center, Fort Worth, Texas, USA

Times Realty Durban : 14-AUG-11 to 15-AUG-11Venue: Durban International Convention Centre(ICC), Durban, South Africa

Construct Exhibition : 19-AUG-11 to 21-AUG-11Venue: Sirimavo Bandaranaike Memorial Exhibition Center, Colombo, Sri Lanka

Autumn Home Showo : 31-AUG-11 to 04-SEP-11Venue: ASB Showgrounds, Auckland, New Zealand

Construction Show Manila : 01-SEP-11 to 04-SEP-11Venue: SMX Convention Center, Pasay, Philippines

BAUEN & MODERNISIEREN : 01-SEP-11 to 04-SEP-11Venue: Zurich Exhibition Center, Zurich, Switzerland

Harrogate Flooring Show : 04-SEP-11 to 06-SEP-11Venue: Harrogate International Centre, Harrogate, England, United KingdomE

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Food & BeveragesViva Dallas GDHCC : 06-AUG-11 to 07-AUG-11Venue: Dallas Market Center, Dallas, Texas, United States Of America

Hong Kong Food Expo : 11-Aug-11 to 15-Aug-11Venue: Hong Kong Convention & Exhibition Centre, Hong Kong

Fiagro : 18-Aug-11 to 20-Aug-11Venue: Jockey Convention Center, Monterrico, Peru

Style Hong Kong Show in Harbin : 26-Aug-11 to 30-Aug-11Venue: Harbin International Conference Exhibition and Sports Center , Changjiang Road, Nangang, Harbin, China

Pack Tech Asia: 27-Aug-11 to 29-Aug-11Venue: Milan Mela Exhibition Centre , Near Eastern Bye Pass, Dhapa , Kolkata , India

Oregon State Fair : 26-AUG-11 to 05-SEP-11Venue: Oregon State Exhihition Center, Oregon, Ohio, USA

Food & Drinks Asia : 01-SEP-11 to 04-SEP-11Venue: World Trade Center Metro Manila, Manila, Metropolitan Manila, Philippines

Food Franchising : 01-SEP-11 to 04-SEP-11Venue: World Trade Center Metro Manila, Manila, Metropolitan Manila, Philippines

Asian Seafood Exposition : 06-SEP-11 to 08-SEP-11Venue: Hong Kong Convention & Exhibition Centre (HKCEC), Hong Kong, China (Hong Kong S.A.R.)

International Food & Hospitality Show : 13-SEP-11 to 16-SEP-11Venue: Queen Sirikit National Convention Center (QSNCC), Bangkok, Krung Thep, Thailand

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Supply ChainSala Logistica De Las Americas : 03-AUG-11 to 05-AUG-11Venue: Corferias-Centro de Convenciones, Bogota, Colombia

Taipei Aerospace & Defence Technology Exhibition : 11-AUG-11 to 14-AUG-11Venue: Taipei World Trade Center, Taipei, Taiwan

Business Aviation in Latin America- A Vision for the Future : 12-AUG-11 to 12-AUG-11Venue: TBA, Sao Paulo, Brazil

Aircraft Interiors Expo Americas : 12-SEP-11 to 14-SEP-11Venue: Long Beach Convention Center, Long Beach, California, USA

APEX Annual Conference & Exhibition : 12-SEP-11 to 15-SEP-11Venue: Washington State Convention & Trade Center-Seattle, Seattle, Washington, United States Of America

Transport a Logistika : 12-SEP-11 to 16-SEP-11Venue: Brno Exhibition Centre, Brno, Jihomoravsky Kraj, Czech Republic

TranSec World Expo : 13-SEP-11 to 14-SEP-11Venue: Olympia Exhibition Centre, London, England, United Kingdom

ComTrans : 13-SEP-11 to 17-SEP-11Venue: Crocus Expo International Exhibition Center, Moscow, Moskva, Russia

TRANSPORT & LOGISTIK Schweiz : 14-SEP-11 to 15-SEP-11Venue: BEA Bern Expo, Bern, Switzerland

Thailand International Logistics Fair : 22-SEP-11 to 25-SEP-11Venue: Bangkok International Trade & Exhibition Centre (BITEC), Bangkok, Krung Thep, ThailandE

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Documents

Industry Leaders Magazine August 2011 Issue