PROGRESS AND PROSPECTS OF INDIAN ENGINEERING GOODS EXPORTS - Free Essay Example

CHAPTER II PROGRESS AND PROSPECTS OF INDIAN ENGINEERING GOODS EXPORTS INTRODUCTION The importance of exports to economic development has been well documented in empirical as well as theoretical literature. A number of studies have examined how exports are beneficial for economic development of an economy. A common point among them is that, exports may lead to greater capacity utilization, economies of scale, incentive for technological improvement and efficient management due to competitive pressure abroad. The interest in the relationship between exports and economic growth has led to emergence of two schools of thought, namely export led growth (higher export leads to higher economic growth). Although India has been following an import substitution strategy for long, exports promotion has always got the attention of the policy-makers and planners. Export promotion strategy became more pronounced in India particularly after the new economic policy (NEP) of 1991. It is a fact that although Indias share in world exports is less than 1 per cent today, its share in total GDP of the country is more than 11 per cent which is a substantial percentage that can play an important role in ushering faster economic development to the country. Exports from India constitute agricultural and allied commodities (10.10%), ores and minerals (5.29%), manufactured goods (73.40%) (Such as engineering goods, gems jewellery, chemical products and so on), crude oil and petroleum products (8.5%) and others (2.64%). Engineering industry has significance to the economic development of the country. Engineering goods industry constitutes the prime mover of industrial growth in Indian economy as it has played a pivotal role in industrial resurgence of India since the advent of independence, especially after the adoption of the Mahalanobis capital goods oriented strategy from the second plan onwards. The following facts highlight the very significance of the Indian engineering industry in Indian economy. The engineering goods industry enjoys 30.5 per cent weight in the index of industrial production, 29.9 per cent share of total investment in all industry, 33.5 per cent share in the value of output of all industry, 37.1 per cent share in valued added by all industry. 30.6 per cent share in employment of all industry, and 62.8 per cent share in number of foreign collaborations (EEPC). Further more, recently it has emerged as a major exporting sector and also provides technical know-how and consultancy services to a number of African and Arabian states. As per the data available for the year 2004-05, engineering industry has emerged as the single largest item of total Indian exports pushing aside gems jewellery export which had been dominating Indian export basket as the single largest item for some time now. Thus engineering industry is reckoned as an engine of economic development and one of the dynamic sectors of the Indian economy. DISTINCTIVE CONTRIBUTION TO THE EXPORT EFFORT Indian engineering exports have shown phenomenal growth over many years and are making a distinctive contribution to the overall export effort. The up trend in the export of engineering goods during half a century of our independent existence is a reflection of the progress achieved by the engineering industry over the years. Engineering industry is now exporting an increasingly wide variety of light, medium and heavy engineering goods. Engineering goods exports have grown by leaps and bounds from a mere Rs 5.16 crore in 1956-57 to an impressive and all time high of Rs. 73,800.39 crore in 2004-05. Thus they have grown over many hundred folds in Rupee terms. They have been among the most dynamic elements of Indias exports, and have accounted for the largest increment (in constant prices) of Indias exports during 1960-61 2004-05. Besides, there has been a marked shift in the commodity composition as well as direction of engineering exports over the years. Developed market of the west now accounts for about 40 per cent of the total engineering exports in 2004-05 as against the 9 per cent in 1960-61. The progress of export of engineering goods vis-a-vis total exports from the country for select years can be better judged from Table 1 Table 1 ENGINEERING EXPORTS VIS--VIS TOTAL EXPORTS (in Crores) Rs. Crore Year Total Exports Engg Exports % share of Engg Exports to Total Exports 1956-57 977 5.16 0.5 1960-61 1,011.65 10.31 1.0 1970-71 1,535.16 115.76 7.5 1980-81 6,710.70 874.17 13.0 1990-91 32,552.00 4,245.00 13.0 1996-97 118,817.32 17,481.75 14.7 1997-98 130,100.65 19,580.14 15.04 1998-99 141,603.53 18,444.47 13.10 1999-00 159,288.92 22,154.23 13.91 2000-01 201,684.93 30,887.95 15.31 2001-02 209,729.06 33,193.99 15.83 2002-03 255,799.55 43,625.94 17.05 2003-04 294,143.23 56,802.83 19.31 2004-05 356,795.46 73,800.39 20.68 2007-08 133926.23 2008-09 173801.7 Increase in 2008-09 by 29.77% (Source: Ministry of commerce and industry) DGCIS, KOLKATTA. The figures in Table 1 indicate that engineering goods exports have shown commendable performance on the export front over the years and it is steadily increasing over time. The percentage share of engineering exports in total exports increased from a mere 0.5 per cent in 1956-57 to a respectable 15.3 per cent in 1992-93 and again to 20.68 per cent in 2004-05, emerging as an important and single largest item of export basket in India. All these are a reflection of increased acceptability of Indian engineering products in developed countries market, aggressive marketing strategy, entry into new markets and promotional role of engineering export promotion council and more liberal policies of the Government especially after 1991. Average Annual Growth Rate Engineering exports have been registering a much higher annual average growth rate than total exports during the decades of 1960s, 70s and 90s. The average annual growth rate of engineering as well as all Indias exports is depicted in Table 2. TABLE 2 AVERAGE ANNUAL GROWTH RATE Period Total Exports Engg. Exports 1956-57 to 1960-61 1.15 19.3 1961-62 to 1970-71 4.64 29.71 1971-72 to 1980-81 16.36 23.99 1981-82 to 1990-91 17.10 16.8 1991-92 to 2000-01 20.083 29.35 2001-02 to 2004.05 17.00 25.59 From Table 2 it is clear that engineering exports had registered an impressive growth rate of 29.71 per cent during 1961-61 to 1971 to 72 which marginally declined during 1971-72 to 1981 to 82. However, engineering exports sharply declined to 16.8 per cent during 1981-82 to 1990-91. This slowdown in engineering exports is accounted for by stagnation of engineering exports during the early 1980s, especially the negative growth rate of -4.78% in the year 1985-86, which was an offshoot of industrial recession on developed countries and near completion of construction activities in Middle East. However, the position improved since 1985-86. Then onwards, engineering exports have grown at a faster rate. Economic liberalization of 1991 was a major boost to the engineering exports. It has opened new vistas, opportunities as well as challenges. A few factors that gave fillip to the development of Indian engineering exports under new regime are: adoption of export policy resolution, conferring priority to exports, recognition and concession to export houses and EPZ, liberalization of imports, relaxation of investment and licensing policies, priority to software and hardware technology parks and so on. It is to be remembered that although there has been a quantum jump in the all India exports after liberalization of 1991, there has been a large slowdown in all India exports since 1995-96. After reaching peak annual growth of 20 per cent in 1995-96, it had slipped to low growth rate in 1997-98 and 1998-99. This slowdown in total exports has in fact affected engineering exports also evident from the figures for 1996-97 and 1998-99. This slow down can be explained by slow growth rate of world export demand, South East Asian financial crisis and consequent overvaluation of Indian Rupee, reducing exports to these countries which account for nearly 15 per cent of the total Indian engineering exports and also reducing the competitive edge of Indian engineering exports in the world market, since some of these countries are major competitors of Indian engineering exports. However, total exports exhibited a sharp turn around since 1999-2000. Bulk of the rise was contributed by a volume increase in exports. This acceleration in exports reflected buoyant global demand coupled with improvement in world commodity prices in 2000 and the revival of world trade following the Asian crisis. Besides various export facilitating measures announced by the Government, significant gains in selected sectors like textiles, engineering goods, electronics goods, chemicals, leather leather manufactures, ores minerals and petroleum products also contributed to this strengthening of exports. The exchange rate of Rupee remained relatively stable in real effective terms during 2000-01 suggesting a broad retention of the competitiveness of Indias exports in global market. ITEMWISE DISTRUBITON OF COMPOSITION Engineering exports now consist of a wide variety of items such as iron steel, machine tools, machinery instruments, manufacture of metals, project goods, Ferro alloys, aluminium products, transport equipment, residual engineering items, management technical services. During the initial period, Indias engineering exports consisted mainly of steel, pig iron based items, consumer products like casting, buckets, drum, tubes, trunks, hand tools, builders hardware, lock, pad lock, steel furniture, aluminium, brass copper utensils, electric fans and batteries. However, over the years there has been substantial diversification in the export of engineering products, especially after the mid seventies. A close look at the change in composition of engineering exports during 1960-61 to 1996-97 highlights the forward march of engineering industry exports. Table 3.a and Graph 1 depict the changing composition of Indian engineering exports during 1960-61 to 1996-97. TABLE 3.a CHANGE IN COMPOSITION OF ENGINEERING EXPORTS (1960-61 TO 1996-97) (US$ Million) Items Year (1960-61) % Share Year (2007-08) % Share Capital Goods 2.70 12.46 1,370.83 32.69 Primary Metals 6.69 30.85 1,406.56 33.54 Non-ferrous Metals 2.89 13.33 309.53 7.38 Consumer Durables 9.40 43.35 928.03 22.13 Management Consultancy Services 0 0 177.54 4.23 Total 21.68 100 4,192.49 100 GRAPH 1 Table 3.b exhibits the percentage of share of major engineering goods, as per the latest data available for 2004-05 TABLE 3.b SHARE OF ENGINEERING GOODS Sr. No. Engineering Goods % Share 01 Machinery and Instrument 21.30 02 Manufacture of Metals 20.00 03 Transport Equipments 17.2 04 Iron Steel bar and primary and semi finished iron steel 22.14 05 Electronics 10.7 06 Non-ferrous metals 4.6 07 Aluminium products 1.10 08 Ferro Alloys 1.11 09 Project Goods 0.29 10 Machine tools 0.98 11 Residual engineering goods 0.42 From table 3 it is understood that there has been marked shift and significant changes in the composition of the engineering exports in last four decades. The most significant change has been in the export of capital goods whose share in total engineering exports increased from 12.46 per cent in 1960-61 to 32.69 per cent in 1996-97, which is a symptom of the marked progress by engineering industry. Thus, capital goods sector presently occupies a pride position. The primary steel which accounted for 30.85 per cent in 1960-61 has marginally increased to 33.54 per cent in 1996-97. On the other hand, the share of non ferrous metals has come down from 13.33 per cent to 7.38 per cent. More significantly, the share of consumer durables has declined from 43.35 per cent in 1960-61 to 22.13 per cent in 1996-97. Lastly, the management and consultancy services that account for zero percentage in 1960-61 has started making its presence felt by contributing around 4.23 per cent in the year 1996-97 . All these show the increasing significance of capital goods exports as well as management and consultancy services, while the significance of non ferrous metals and consumer durables have been reduced. DESTINATION OF INDIAN ENGINEERING EXPORTS Indian engineering products are exported to a large number of developed and developing countries of the world. A close look at the destination of Indian engineering exports shows that there has been substantial diversification in the destination of exports. Up to 1980s, the major destinations of Indias emerging exports were Asia and Africa. However, in the early eighties, the trend has changed substantially with share of Europe, Australia and North America increasing substantially. During the eighties, East European countries emerged as a big market for Indian engineering products, whose share has declined after the disintegration of erstwhile Soviet Union. Fortunately, this shortfall has been compensated by larger exports to developed countries. Region wise / Country wise export of Indian engineering goods between 1956-57 and 2004-2005 is shown in Table 4 and Graph 2. TABLE 4 DESTINATION OF ENGINEERING EXPORTS : REGIONWISE (1956-57 TO 2004-2005) (Rupees Crore) Region 1956-57 1990-91 1998-99 2004-05 Asia 3.76 (73.9) 975 (27.9) 5681 (30.8) 22041.68 (29.87) Africa 1.2 (23.3) 351 (10.0) 1410 (7.64) 3195.21 (4.33) Europe Zero 1410 (40.3) 4017.07 (21.7) 16680.99 (22.60) N. America Zero 40.00 308.34 (1.67) 834.82 (1.13) Total (incl. Others) 5.16 (100) 3500 (100) 18444.14 (100) 73800.39 (100) Note:- Figures in the brackets show percentage shares Table 4 reveals that there is a steady decline of Indian engineering exports to Asia and Africa from 96.2 per cent in 1956-57 to 34.20 per cent in 2004-05. At the same time, engineering exports to Europe and North America which were less than once per cent in the mid fifties now account for 39 per cent. This is a pointer to the diversification of market for Indian engineering products and growing acceptability of our products in he developed world. The important countries that account for the major chunk of our engineering exports in 2004-05 are: USA (16.4%), UAE (6.60%), UK (5.23%), China (4.80%), Singapore (4.52%), Germany (4.2%), Italy (3.76%), Sri Lanka (2.67%) and Belgium (2.65%). These countries account form more than 50 per cent of Indian engineering exports. Estimate of Indias Exports of Thrust Products in Thrust Markets (Unit: US$ Mn.) Thrust Markets 2004-05 2009-10 Country Imports India Exports Indias Est. Share % India Exports Indias Est. Share % Key Thrust Markets North America USA 313.703 990 0.32% 2.359 0.36% Canada 54.333 25 0.05% 56 0.07% Mexico 12.955 30 0.23% 65 0.36% Europe Germany 116.342 261 0.22% 619 0.27% France 69.292 71 0.10% 172 0.14% UK 84.428 418 0.5% 934 0.61% Italy 48.551 134 0.28% 277 0.32% Asia China 49.345 446 0.90% 1.836 0.80% Japan 24.49 93 0.38% 261 0.58% Thailand 10.173 133 1.30% 278 1.45% UAE 9.313 321 3.45% 1.155 4.43% Singapore 5.016 114 2.27% 322 2.71% Sub-total: Key Thrust Markets 797.941 3.037 8.330 Other Thrust Markets 95.477 326 0.34% 880 0.46% Grand Total: Thrust Product Exports to Thrust Markets 893.418 3.362 0.38% 9.210 0.49% Indias Exports of Thrust Products in other non-thrust markets 1.460 3.809 Indias Exports of Thrust Products to the World (Thrust + non-thrust markets) 4.822 13.019 Est. Total Exports of Engg. Products from India 13.296 27.415 Share of Thrust Product Exports to Thrust Markets in Indias Engg. Exports 25.29% 33.59% ENGINEERING SERVICES THE EYE OF OPPORTUNITY Indian IT industry was evolving -from a low-cost, back office, destination into a preferred supplier of high-end engineering services. And firing the imagination of the Indian IT industry is the huge market opportunity that makes a compelling business case for companies to seriously evaluate the engineering services domain. With the market potential for outsourced engineering services estimated at between $ 7 and 12 billion, Indian vendors have barely scratched the surface. The value of work currently undertaken by these players is estimated to be a mere $ 400-500 million, according to Nasscom. Demystifying engineering services In simple terms, engineering services augment or manage processes associated with the creation of a product or service, as well as those associated with a product or asset. This not only includes design elements of the product or services itself, but also infrastructure, equipment and processes engaged in manufacturing or delivering them. Engineering services outsourcing is the practice of sourcing some or all of a engineering services find applications in verticals such as automative, aerospace, minerals and metals, FB, plastics and paper. Newer verticals are likely to emerge strongly in near future. These include utilities, chemicals, pharmaceuticals and medical equipment. Showing the way Four categories of stakeholders are seeking to exploit the opportunities thrown up by the engineering services market. Engineering services is not just design. Engineering services offers end-to-end services, including conversion, drafting, modelling for product definition, modelling for analysis, product design, analysis, prototyping, testing and validation, tooling and even limited manufacturing of prototypes. PLM refers to the entire product life cycle management after production to see if there are bugs or errors. The errors are then removed. Industry estimates peg the market potential for process engineering, asset management and industrial embedded systems at over $5 billion, taking the total outsourced / offshore market potential to a whopping $ 12 billion. Automative design accounts for a bulk 65-70 per cent of the market, followed by aerospace at 15 16 per cent, and electric/electronic machinery design at 10-12 per cent. Other key vertical segments considered good targets for outsourced engineering services include utilities and pharmaceutical companies. The biggest opportunity within engineering services is the automative segment where the potential offshore outsourceable components close to $ 4. 8 billion. This is followed by aerospace segment with a market potential of $1 billion, construction and heavy machinery space where the potential stands at $ 800 million. The opportunity in the medical segment is about $ 300 million. India leads the outsourcing market when it comes to auto-sourcing with 24 per cent of auto manufacturing giving it the thumbs up for outsourcing. Bigger automotive markets such as China and Mexico lag behind at 15 per cent and 13 per cent respectively, while other locations such as Brazil, Thailand and Philippines corner less than 10 per cent, of the actual outsourcing markets. Opportunities and challenges India is a significant player in the overall offshorable outsourcing market for engineering services in the Asia-Pacific region today, China and Taiwan could emerge as formidable rivals in coming years. Indias advantage lies in its reputation and ability to deliver technology services to global customers at great value and high speed. India also has a tremendous pool of engineering and scientific talent, which can be tapped for the sector. Access to cutting -edge technology through global alliances with product companies, availability of prototyping and testing facilities, and sourcing domain skills through collaboration with the domestic industry are some of the advantages Indian vendors will have. Engineering services involves significant investments in software and design tools, making more investment intensive than vanilla IT services Some areas of application Product Engineering The services offered extend from the early stages of idea generation, through engineering analysis and design, virtual simulation, documentation and conversion, prototyping and production, testing, knowledge based engineering and PLM solutions. Process Engineering Process engineering entails the use of computational tools and techniques at the plant design stage to optimise expenditures Capital or Operational and achieve efficient production of products and services. Plant automation Plant automation broadly comprises engineering design and development of automation systems that facilitate the management and execution of day-to-day production activities and their associated information to be shared across the organisation in real-time for analysis and decision purposes. Specific services offered include Control System Integration; Process and Production Optimisation; Manufacturing Execution Systems. Enterprise Asset Management (EAM) Traditionally asset management services have been restricted to managing the life-cycle cost of assets. However, technology now enables integration of maintenance activities and functions with plant control systems, MES, CAD/CAM, ERP and SCM. Today, EAM services comprise product implementation, monitoring and maintenance, process assessment and re-engineering, interface development and system integration. EAM helps companies manage physical assets production plants, capital equipment, vehicle fleets, and facilities complexes over the complete asset life cycle. In conjunction with powerful reporting and analysis, EAM capabilities enable you to reduce operating costs, better manage capital expenditure, and improve asset utilisation. PROBLEMS OF ENGINERING EXPORTS So far as the paper has dealt with a general scenario of the engineering goods exports that does not mean that engineering goods exports are free of problems. Like any other item of export, engineering goods are also facing a number of problems, prominent among them are discussed below. Stiff Competition Indian engineering exports have been facing stiff competition from other countries. China, Mexico, Hungary, Czechoslovakia and Korea which have emerged as the fastest growing engineering export countries provide formidable challenges and fierce competition to Indian engineering exports. And recently, the South East Asian financial crisis which was under way since mid 1997 had put our exports at receiving end due to overvaluation of Indian Rupees, curtailment of Indian import by these countries (this is because 15% of total engineering exports is accounted for by these countries). Therefore, it has reduced the competitive edge of Indian exports in the world market. However, recently there has been tremendous improvement in export performance. This may be attributed to the revival of South East Asian economies, increase in the world export demand, etc. Technological problems Technological competitiveness of Indian engineering goods sector is low. Some of the Indian exporters are still at disadvantage in International market vis-a-vis their counterparts in terms of product design, finish, specific features, performance and raw materials substitutes. India can be product of having the second larges scientific and technical manpower in the world. But his advantage due to high availability of quality engineers and scientists is lost partly due to brain drain and partly due to stagnation of skill sets of scientists and engineers within India. Although Indian firms are capable of achieving high levels of precision, they are unable to provide high quality products due to lack of supporting process, technologies such as precision measuring, material engineering and process control. High cost of Industrial Inputs The engineering industry mainly uses raw materials of domestic origin. The raw materials price index has risen faster than the machinery price index. It is difficult of engineering manufacturers to pass on the rise in prices to the consumers thereby impacting their profitability. Similarly the quality of raw materials is also not up to the international standards and it in turn affects the quality of final products. Barriers Another major problem is protectionism by developed countries. Developed countries have always tried to block the products from developing countries through barriers both tariff and non tariff. Recent hike in the tariff of Indian steel by the US is a case in point. This will definitely affect the steel exports from India. Infrastructural Bottlenecks A recent study by CII and World Bank has found that although India has the advantage of cheap labour, this advantage is nullified by infrastructural bottlenecks. Infrastructural bottlenecks are the major problem hindering both domestic and exports production. The quality of infrastructure (transport, communication, and power) is poor, thus affecting competitive delivery schedule and increasing operating costs. The delivery time of locally made engineering goods in many cases is 1.5 to 2 times longer than in industrialized countries. Companies tend to lose orders on delivery schedule. The inland transport is slow although the rail road density is the highest in the world. The cost of electric power is comparable to that in other nations, but reliability is poor. Overall infrastructure inadequacies are estimated to translate into 5 per cent cost disadvantage of Indian engineering manufacturers vis--vis foreign manufacturers. High Transaction Cost The export transaction costs for Indian engineering goods industry are among the highest in the world. Heavy transactions costs not only increase the prices of the final export products, but also result in inordinate delay in export fulfilment, thus affecting export competitiveness. According to available studies, total cost of transaction of engineering goods in India works out to be around 10 per cent of total export earnings. STRATEGY FOR EXPORT PROMOTION In the light of the discussion of numerous problems faced by engineering exports, it is necessary to evolve a scientific strategy, which should aim not only at consolidating the gains achieved so far but also in promoting higher exports of engineering products. Formulation of such strategy will enable engineering industry to sustain the extreme competition in international market. Various measures envisaged under this strategy are listed below: Engineering EPZs and SEZs There is strong need for establishing separate engineering exports processing zones and export oriented units. A few engineering items with highest potential have to be selected for development in these special processing zones. The locations of the export processing zones are to be identified where there is a large concentration of these items. We have already established general export processing zones as well as agricultural export processing zones. Establishment of separate zones for engineering products will enable them to overcome the problems of infrastructure and raw material shortage. In addition it can attract more foreign direct investment into the production and export of engineering products. Technological Up gradation Up gradation of technology and modernization of plant and equipment are prime requirement for export oriented units. New industrial policy (1991) and various announcements there after as well as export import policy provide a number of incentives such as automatic permission for foreign technology agreements in high priority industries, no permission needed for hiring of foreign technicians, foreign testing of indigenously developed technologies, liberal import of capital goods, raw materials and components, liberal import of second hand capital goods with a minimum life of 5 years without license etc. Further, a number of other steps like offering these units a deferred payment facility for purchase of capital goods and machinery (as this would reduce much of the burden of modernization), partnership with technical institutions like IITs for product adaptation and technological up gradation, accreditation of testing laboratories in India by overseas agencies to enable them to offer test inspection certificate / marking of products etc. can be thought of. Selectivity approach While most of our competitors export a few selected products, we have concentrated on too much products. For instance, China, Mexico, Korea, Hungary, Czechoslovakia which have emerged as fastest growing engineering export countries, it is observed that 85 per cent of engineering export were contributed by fewer product categories as compared to that of India. In 2002, the number of categories contributing to 85 per cent of engineering export for these countries was Mexico 10, Hungary 13, Korea 18 and China 20 while that of India was 26. Facing numerous problems due to lack of raw material and infrastructural deficiencies, most of engineering units can hardly match overseas requirement in terms of technology, quality and cost. In the light of the above, we must concentrate on selected or thrust products and give them a full policy package and incentives and other contemporary inputs required for exports production. The Engineering Export Promotion Council Strategy Paper for growth to engineering exports from 2005-06 to 2009-2010 prepared by A. F. Ferguson Co. had identified 19 engineering products as thrust products for export development. These include : commercial vehicles (luxury buses and high horse power trucks), electric power equipment and parts (transformers and static converters), automobile parts (part of motor vehicles), instruments (medical. surgical instruments, optometry instrument and X-ray equipment), prime iron and steel (flat rolled products of stainless steel), other industrial machinery (printing and processing machines, transmission shafts, electric furnaces), IC engines and parts (compression ignition and electrical ignition type IC engines), electric manufactures (electric filament or discharged lamps), aluminium products (alloyed and unalloyed aluminium ingots, aluminium plates and sheets and strips including electrolytic grade aluminium ingots, aluminium foils, etc), other non-ferrous metal and products (primary copper, FRC cooper, oxyg en free copper, high dimension CC rods [16 mm and above ]), other chemical plant (centrifuge including centrifugal dyers, machinery for working rubber or plastics), electric wires and cables (insulated wires, electric conductors and optical fibre cables, wires and cables of oxygen free copper), heating and cooling equipment (refrigeration and air conditioning including commercial and industrial), tractors and agricultural equipment (tractors, trailers and agricultural machinery), cranes, lifts and winches (parts suitable for pulley tackle, hoists and construction, excavating machinery), industrial casting (moulding boxes for metal foundry, transmission shafts), steel pipes and tubes (seamless pipes and tubes of iron and steel), cutting tools and tubes (seamless pipes and tubes of iron and steel), cutting tools (hand saws and blades for saws of all types, grinding stones and grinding wheels), bicycles and parts (high end bicycle and high end bicycle parts). Market Diversification Till early 1980s, the main destination of engineering exports (about 70%) was Asia and Africa and since then Europe and America emerged as a major destination. And there are a number of markets with high potential for engineering goods exports. EEPC strategy paper has identified 28 thrust markets for those selected thrust products. These are : China, Hong Kong, Indonesia, Iran, Japan, Malaysia, Oman, Philippines, Russia, Saudi Arabia, Singapore, South Korea, Turkey, UAE (Asia), Austria, Belgium Czechoslovakia, France, Germany, Italy, Netherlands, Norway, Poland, Sweden, Switzerland, UK (Europe), Australia, South Africa (Africa), Canada, Mexico, USA (North America), Argentina, Brazil, Chile (Latin America). We must rigorously follow these markets so that a recession in one market would not affect overall export. This may not be an easy task, more so in sophisticated areas like engineering goods. In addition to the visits of delegations abroad for market studies, manufactures of engine ering items should actively participate in international fairs aboard, introduce our manufactured and semi manufactured products to the customers, distributors, dealers, and importers of Indian engineering goods may be invited to visit our engineering factories at as frequent interval as possible. These visits can be arranged by the Engineering Promotion Council and various sub associations of engineering goods / products like Machine Tools Manufacturers Association etc. The Government should render helping hand by extending financial assistance for such visits. Sales Promotion Effort, Prompt Delivery and After Sales Services For furthering the export of engineering products, India must evolve an aggressive sales promotion effort. It can be done through advertisement, trade fairs, specialized trade fairs, brand promotion (Made in India brand), distribution of technical catalogues (giving comprehensive information about our products). Further, commercial intelligence should be made available to Indian exporter as frequently as possible so that they keep updated of the current trends and requirements. The activities of various agencies that provide market intelligence such as EEPC, CII, ITPO, etc. should be coordinated and centralized so that better results are possible. Along with the sales promotion effort, strict adherence to delivery schedules is crucial for the success of Indian engineering exports. As foreign buyers have option to procure their requirement from anywhere in the world, we must ensure that we are accurate more than 100 per cent in timely delivery of our products. The arguments of failure of delivery due to the disrupted sailing, power cuts, strikes or lockouts do not count or provide any leverage to the affected party in a competitive world. Warehousing and total logistic support in overseas market to be provided for timely delivery of our products. Further, after sales services and customer care effort is highly indispensable for the smooth growth of engineering exports. This has been one of the neglected areas in India due to our protected market. Of course, now the environment has changed under the forces of globalization and liberalization and foreign companies are rigorously following after sales services and provide customer care support. Therefore, Indian engineering exporters have also to rigorously follow the after sales services and customer care support. This can be accomplished by customer care centre and providing incentives to overseas collaborations. Support to Small Scale Units Small scale engineering exports still constitute around 40 per cent of total engineering exports. For the continued contribution of these units to the exports sector, they must be provided with the production and exports incentives, support for adoption of latest technology, advisory services, and market support to sustain the competition in the international market. Increasing the investment ceiling and dereservation of major small scale units can go a long way in overcoming the hurdles in the way of modernization and faster growth of these units and hence higher contribution to total engineering exports. Further, adequate finance must be made available to these units. Due to the high risk involved in lending to these units, banks were reluctant to lend to them. Involvement of Large Scale Units Just to reap the economies of scale in production, we must look beyond the domestic market. Although exports can be increased by providing incentives to small scale industrial units (SSI) units, there is limit to growth. There is a need for involving large units in exports activities. The exports intensity figure is still very low in India especially for large units. Hence, it is necessary to gradually increase the exports intensity ratio of Indian products by involving more and more large scale units and exporting more from the existing units. Free Trade Area / Preferential Trade Agreement (FTA / PTA) We must explore the possibility of setting up Free Trade Area / Preferential Trade Agreement with other countries where our exports have largest concentrations. For instance, FTA / PTA with Brazil and Mexico as Latin America represent a fairly large latent market for Indian auto components which will provide a fillip to our engineering exports. Out effort to establish free trade area with ASEAN countries will be a big boost to engineering exports. We have to identify some potential engineering products in these markets and vigorously export them. Joint Venture and Foreign Direct Investment Another area which needs special emphasis is establishment of joint ventures and foreign collaborations in engineering production. It is also imperative to attract more foreign direct investment into the engineering sector. This will enable attraction of more sophisticated technology (which is of utmost importance of high technology products like engineering products), better management technique, modern marketing strategy and exploration of more foreign markets. Penetration of engineering products in developed countries would require good dealer networks, availability of range of products, after sales services etc. This is possible only if MNCs and joint venture units have presence in India on their own or in collaboration with Indian companies. FDI is therefore essential to promote export of engineering products. Indias engineering export basket If we compare China, Mexico, Korea, Hungary, Czechoslovakia which have emerged as fastest growing engineering export countries, it is observed that 85% engineering exports were contributed by fewer product categories as compared to that of India in 2002. The number of categories contributing to 85% of the engineering exports for theses countries was:- Mexico (10 categories, relatively medium technology/ value addition) Hungary (13 categories, relatively medium technology/ value addition) Korea (18 categories, relatively low to medium technology/ value addition) China (20 categories, relatively low technology/ value addition) While in case of Indias engineering exports, top-26 categories accounted for about 85% of Indias exports in year 2002. This is primarily attributed to low value and some medium value and fragmented engineering export product base for our country. Value added products Engineering exports from India currently suffer from low value addition. Typically, exports of engineering products fall in low-value addition category. As seen from the above, currently most of the engineering products exported from India fall in low and low to medium value addition, which leads to thin margins in export markets. As a fall out of this, it can be seen that most of the product categories have reported exports less than US $ 500 Mn. in 2003-04. Of all engineering export categories, Only 2 product categories have exports exceeding US $ 500 Mn. and they are; Prime Iron and Steel (incl. Pig Iron), and Commercial Vehicles The key focus of Indias engineering exports should be to increase exports of higher value-added products instead of intermediate goods/ low-value items. For example, most of the aluminium exports from India are of Ingots and to some extent rolled products. However, exports of value added products like Aluminum Foils, Aluminium rolled sheets of low thickness, and Aluminium Alloy Wheels are insignificant. Degree of value addition is medium to high in certain Capital Goods categories like Commercial Vehicles (especially, in Passenger Cars), Tractor and Agriculture Equipment, Two/ Three Wheelers, Auto Parts, Engines, Compressors and Pumps. In most other categories value addition is low. Focusing on value added products would increase realization of exporters in export markets. Indias objective should be to move towards higher value-added products with focus on increasing total value of exports of the product category in next 5 years viz. 2005-06 to 2009-10. Share of thrust products in Indias engineering products exports In year 2004-05, Indias engineering exports were about US $ 13.29 billion. Of this, share of thrust products (mostly existing thrust products) was about 36% (about 35% in 2003) while other products (i.e. non-thrust products and management/ technical services) accounted for the rest, viz. about 64% of Indias total engineering It is estimated that non-thrust products would account for about 64% of the engineering exports in 2004-05. More than 40 categories would contribute to these exports, which clearly indicates that exports in this segment are fragmented and average value of exports per product category is relatively small in comparison to thrust product categories which are relatively finite in nature (i.e. 19 product categories) that would account for about Hence, in future to achieve significant position in engineering export domain and enhance Indias export performance in this sector, it is important to focus on exports and put significant effort on Thrust Products (about 19 product categories), which are finite in numbers. This would also help in channeling efforts of all stakeholders on various aspects like technology and quality improvement, enhancing scales of operations, creating adequate supply capacity, attracting private investment (including FDI), cluster development, etc. and would enable harnessing true potential of engineering sector in export markets. Thrust markets vis--vis current markets of India Having analyzed the need for increased focus on the Thrust Products vis--vis the current export products basket of India from the point of view of the growth in exports it is equally important to see whether there is inadequate focus on the identified focus markets vis--vis the current export markets of India. Indias share of thrust products imports by thrust markets (which, accounted for about 59% of the world engineering product imports in 2003) was low (typically, less than 1% in most of the thrust markets). Collectively Indias share in world imports of thrust products in existing major thrust markets was under 0.31% in the same year. On the other hand, the markets like Philippines, Chile, Saudi Arabia, etc. wherein India has high share of imports of thrust products, these markets have limited import potential and represented an insignificant percent of world imports of thrust products in 2003. Hence in order to achieve the growth at the target rate of doubling Indias engineering products exports (which amount to a growth rate of about 15% p.a.), there is a need to focus on identified thrust markets and increase in these thrust markets over the next 5 years. Snapshot of Indias share of exports to identified thrust and current markets Top Descriptions for Indias exports of Thrust Products Worlds top importing countries of Thrust Products Countries where India has highest share of Thrust Products Imports Thrust Countries Share of Indias exports of Thrust Products Share in World Imports (%) Thrust Countries Share in World Imports (%) Indias Share (%) in imports of that country Thrust Countries Country share in world imports of thrust products (%) Share of Indias exports in the Countrys Imports of Thrust Products USA 29.19% 20.58 USA 20.59 0.26 Philipinpines 0.00 6.03 China 13.16% 2.65 Germany 7.7 0.18 Chile 0.01 4.2 UK 12.20% 5.65 UK 5.65 0.39 UAE 0.55 3.23 UAE 9.92% 0.55 France 4.62 0.08 Saudi Arabia 0.04 2.25 Germany 7.68% 7.70 Canada 3.83 0.04 Singapore 0.33 2.03 Thailand 4.14% 0.66 Italy 3.26 0.22 Malayasia 0.19 1.46 Italy 3.96% 3.26 China 2.65 0.9 Thailand 0.66 1.13 Singapore 3.67% 0.33 Belgium 1.81 0.15 China 2.65 0.9 Japan 2.76% 1.69 Japan 1.69 0.3 Australia 0.07 0.69 Netherlands 2.24% 1.05 Spain 1.38 0.08 North Korea 0.00 0.67 France 2.09% 4.62 Netherlands 1.06 0.38 Turkey 0.07 0.66 Malayasia 1.57% 0.19 Mexico 0.92 0.17 Hong Kong 0.26 0.50 Belgium 1.54% 1.81 Thailand 0.66 1.13 Iran 0.04 0.48 Hungary 0.86% 0.49 UAE 0.65 3.23 Indonesia 0.15 0.39 Mexico 0.85% 0.92 Hungary 0.49 0.32 UK 5.65 0.39 Canada 0.77% 3.83 Singapore 0.33 2.03 Netherlands 1.05 0.38 Other Thrust Markets 0.00% 0.00 Other Thrust Markets 0 0.5 Other Thrust Markets 0 0.19 Total Thrust Markets 100.00% 55.98 Total Thrust Markets 57.29 0.31 Total Thrust Markets 11.72 0.31 Thrust products and thrust markets matrix The analysis of thrust products and their corresponding thrust markets in the above sections has indicated that Indias engineering exports could grow at a higher rate, by focusing on the correct mix of products and markets. Thus, going ahead, the strategy should be built on the appropriate combination of products and markets. A thrust product and thrust market matrix, for the existing and new products and existing and new markets for the years 2004-05 and 2009-10. Penetration of Indias Thrust Product Exports in Thrust Markets 2004-05 to 2009-10 Thrust Products (All figures in US $000) Existing Thrust Markets % to Indias tot. TP Exp. New Thrust Markets % to Indias totl. TP Exp. Total % to Indias totl. TP Exp. Existing Thrust Markets % to Indias tot. TP Exp. New Thrust Markets % to Indias tot. TP Exp. Total % to Indias tot. TP Exp. Existing 3051820 49.4 232156 3.8 3283976 53.2 8061882 61.9 637822 4.9 8699705 66.8 New 61594 1 16635 0.3 78229 1.3 471174 3.6 39142 0.3 510315 3.9 Total 3113414 50.4 248791 4.1 3362205 54.5 8533056 65.5 676964 5.2 9210020 70.7 Analysis of the above matrix shows that the share of the new products (although small) has started to increase in both the existing and new markets from 2004-05 to 2009-10. But larger volume of exports is seen coming from the existing Thrust Products exports to both the existing markets and new markets. Hence, it would be important to concentrate on Existing Thrust Products in existing and new Thrust Markets in the short term to long term while building competency in new Thrust Products and exporting to existing and new Thrust Markets in the medium term and long term. In existing thrust markets, the growth and increase in market share would come from the share of existing competitors. This is because, the existing thrust markets are developed and would experience lower growth compared to developing economies. There is potential for rapid growth in potential/ new thrust markets, where India has low market share currently. Hence complemented marketing efforts are needed in existing and especially the new markets. Growth rate (CAGR) in Existing and New Thrust Product Exports (2005-10) Thrust Products CAGR% from 2004-05 to 2009-10 based on the largest growth rate of 15% p.a. Existing Thrust Markets New Thrust Markets Total Existing 21.40% 22.40% 22% New 50.20% 18.70% 46% Total 22.30% 22.20% 22% The estimated growth in Existing and New Products growth rate in order to achieve the target growth rate of 15% p.a. in overall Engineering Products Exports from India. As can be seen from the exhibit the thrust products would be required to contribute a higher growth rate of about 20% p.a. over the Strategy term period from 2004- 05 upto 2009-10 so that 15% p.a. overall target growth in exports can be achieved. The growth rate of new Thrust Products is expected to be much higher at 46% p.a. International marketing strategy changing share of Indias thrust products exports in future The share of Thrust Products in Indias Engineering Products exports was at US$ 4.82 billion (36%) in 2004-05. With the targeted growth of 15% p.a. in Indias overall engineering products exports; the share of thrust products is estimated to increase to US$ 13.02 billion (47%) by 2009-10. Exhibit 2.12 shows the changing share of Thrust Products exports in future. Considering the optimistic potential for exports this share is expected to increase to 52% by year 2009-10. Estimated Changing share of Thrust Products Exports as per Target Growth Rate Products 2004-05 2005-06 2007-08 2009-10 Estimated Thrust Products Exports from India (US$ Bn.) 4.82 6.18 8.95 13.02 Estimated total Engineering Products Exports from India (US$ Bn.) 13.3 15.54 20.49 27.42 % Share of thrust products Exports 36% 40% 44% 47% CONCLUSIONS AND SUGGESTIONS Engineering industry thus is making substantial contribution to the national development by way of value addition, employment and export. Not only the share of engineering exports has jumped from 0.5 per cent in 1956 -57 to 20.68 per cent in 2004-05 but also there has been a marked shift in commodity composition and direction in the engineering exports. It is observed the engineering exports have recorded a much higher growth rate than total exports in almost all decades. Another noteworthy feature is that importance of capital goods and technical and services has gone up while that of non-ferrous metals and consumer durables has come down. Analysis of destinations of export shows that shares of Asia and Africa have dwindled while that of Europe and North America has increased over the last four decades. Important problems that the engineering exports are facing are: Competition, poor technology, infrastructural bottlenecks, high transaction costs, etc. A few suggestions that may be in order are : Providing more incentive for exports by way of tax exemptions through both tariff and non-tariff measures, diversification of products as well as markets, instilling more competition through liberal import of capital goods and raw materials, developing technological capabilities and adoption of more advanced technology, more active role by EEPC, greater attention to marketing brand building and customer services , improving the quality of the engineering products, timely delivery, setting up of more engineering joint ventures, reduction in transaction cost, strengthening and upgrading of the production potential and export orientation of engineering SSI sector by developing SSI export industry in a dereserved manner, more liberal and flexible labour laws, improved dissemination of information and extension of regional focus in boosting engineering exports to the desired extent. Last but not the least the spirit of understanding and cooper ation between captains of industry and government officials is the need of the hour in the changed business environment under globalisation and liberalization. To compete internationally, there should be strict check over quality and prices and careful monitoring of changing requirement, cost control through constant R D, prompt delivery of sche

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A Corporate Governance Report of William Hill - Free Essay Example

Sample details Pages: 8 Words: 2488 Downloads: 5 Date added: 2017/06/26 Category Business Essay Level High school Did you like this example? INTRODUCTION Corporate governance typically describes the way corporate power is exercised within business organisations. Good corporate governance practices are typically defined in terms of practices, processes, and sound economic performance (Turnbull 2010). The present report examines the implementation of sound corporate governance management practices in William Hill, a U.K. Don’t waste time! Our writers will create an original "A Corporate Governance Report of William Hill" essay for you Create order sports betting company. Particular attention will be paid to the practices and processes prescribed by the Corporate Governance Code (2014), the leading template for good corporate governance practices in the U.K. The goal of this report is to enlighten Institutional Investors as to a potential investment in the company. BRIEF COMPANY BACKGROUND William Hill is a global sports betting and gaming company, and one of the most trusted brands in the sports gaming industry. According to the companys latest available key financial statistics, total revenue ascends to  £1.61 billion, gross profit is  £1.32 billion, while EBITDA is  £385 million (Yahoo Finance 2015a). The companys EBITDA is revealing as to the companys financial soundness. The above-mentioned sound financial statistics are clearly reflected in Figure 1 (Yahoo Finance 2015b), which depicts the 5-year stock price trajectory of William Hill. The companys share price has almost tripled in value since January 2011. Notwithstanding, it should be pointed out that, for the sub-period between 2011 and 2013, the stock price soared; whereas, for the period 2013-2015, the stock price is relatively stable, which might point to the existence of impending regulatory shifts conditioning a potential demand weakness for its gaming products (e.g., the company is currently b eing affected by a significant decrease in profits accruing from gaming machines, in view of tougher gaming regulation (The Economist 2014)). Figure 1: Stock Market Price of William Hill (5-year chart) Source: Yahoo Finance; 5-year stock market prices (closing prices  £) WILLIAM HILL: A CORPORATE GOVERNANCE ANALYSIS The present section focuses on the following main five (5) topics of analysis that are relevant to the William Hill, where a more thorough examination of its corporate governance structure and practices are concerned. The first topic addresses the composition of the companys Board of Directors (Leadership); the second topic refers to the companys governance structures and Boardroom Practices (Effectiveness); the third focuses the reporting to shareholders and/or external audit procedures (Accountability); the fourth topic refers to the pay level of the companys Directors and Senior Executives (Remuneration); finally, communications and relations with shareholders are also examined (Relations with shareholders). These topics are quite crucial to our assessment pertaining to the implementation of effective and sound governance procedures and mechanisms at William Hill. Leadership The Board of Directors William Hills Board of Directors is composed of nine Board members (7 men and 2 women). The current Chief Executive Officer (CEO) is Mr. James Henderson, who heads the Groups overall strategic direction, the day-to-day management and profitability of the Groups operations(Hill 2015a). Mr. Henderson possesses extensive industry experience, having climbed the companys corporate ladder through his appointment through several company roles. Moreover, the companys CEO is seconded by the Mr. Neil Cooper, the Groups Finance Director. Mr. Cooper possesses extensive finance experience, having performed various roles outside the Group. The Board is also composed by the Chairman, Mr. Gareth Davis, who is responsible for the companys best corporate governance practices. Finally, the Board is also composed of a set of five independent non-executive Directors and a Company Secretary. The company had, in 2013, a number of female Board members compliant with best practices associated with fair gen der treatment at the Board level (The Guardian, 2013). However, in the current year, the number of female members seems to have fallen below best industry practices (Tonello 2010), but care should be taken to further increase the percentage of women on Board beyond the prescribed legislation (according to U.K.s Governance Code, that minimum percentage should equal 25% of women on Board). This might be a temporary setback, but it currently stands as a non-compliance issue (Financial Reporting Council 2014). The above-mentioned corporate governance structure is compliant with the best practices currently being promoted in the UK, in strict accordance with the UK Corporate Governance Code of 2014 (Financial Reporting Council 2014). The Boards composition seems to ensure that compliance with the Code is adequately assured. For example, there is a clear division of corporate responsibilities within William Hill, with no function overlap nor unfettered powers of decision held by any sp ecific Board member. Moreover, the percentage of outside Directors ensures proper oversight. Effectiveness Governance and Boardroom Practice According to Tricker (2012), there are a number of factors that decisively influence the effectiveness of a companys governance, the most relevant of which are related to the necessary skillset of the top management team, as well as functional flow of both internal and external communications with stakeholders. On both counts, William Hill possesses the necessary requisites in order to comply with the outlined good practices of governance. As previously described, the companys composition is quite diversified and experienced so as to effectively pursue the companys ambitious goals (the previous section describes in more detail the profiles pertaining to the main Board members); at the same time, the inclusion of non-executive Board members vis ÃÆ'  -vis the executive members clearly points out to a proper balance of powers within the sports betting group. That is, good governance practice dictates that inside (i.e., executive) vs. outside (i.e., non-executive) members co-exis t, so that the latter typically do not possess a previous link to the company which might jeopardise their autonomous and independent business judgement. On the other hand, the flow of information to outside investors seems to be quite proficient, most notably where the structure of communications through the Internet and social media is concerned. For example, the companys website provides accurate and in-depth details pertaining to the companys governance structure, balanced Board composition, the companys articles of association and the companys latest available annual accounts (for 2014), and the professional details of the companys auditor and corresponding Annual Report and Accounts. Online transparency seems to be a major company policy, which thus sustains the argument in favor of an effective and balanced governance practice (Hill, 2015b). It is hoped that this strategy of good corporate governance might also be applicable to the case of institutional investors, who t ypically require a greater insight into the companys operations and accounts, information which is normally not available online. This topic might be of importance in the subsequent investment decision making process of institutional investors, insofar as this class of investors typically undertakes a significant proportion of equity into the company and require detailed company information. A major caveat associated with this report concerns the fact that such a subsequent investment position assumed by the institutional investor might be less positively construed by the companys current management (i.e., it might be seen as a potential takeover of William Hill). Finally, a formal and rigorous annual evaluation of the companys top management team is also regularly conducted. The Report on Corporate Governance reveals that good corporate governance is linked to the performance of William Hill. The measures ensuring good corporate governance at the company, in compliance with the U.K. Governance Code, are the following: the induction of Board members through a bespoke program; Board members have full access to all the required information about the company; the Board members are subjected to re-election at least every three years (conditional on effective performance); and the Nomination Committee ensures the nomination for the Board constitutes a transparent process (Hill 2015c). Accountability Reporting to Shareholders /External Audit The Financial Reporting Council prescribes that a truly effective corporate governance structure relies on a number of components, namely: accountability to shareholders and their rights; the full availability of information pertaining to the companys performance and corresponding governance framework; finally, an ethical framework supporting a certain type of irreproachable behavior pattern by the companies, as evinced by either codes of conduct or statutes. In this respect, a distinction is maintained between the law as a stalwart of basic standards of conduct and corporate transparency and statutes or codes that are more efficient in encouraging best governance practice (Financial Reporting Council 2011). Accordingly, William Hills website provides accurate and timely information to existing and prospective shareholders. This information is quite detailed in the Investors area of the companys website, a fact that reveals the companys concern with upholding best governance pra ctices. On the other hand, full details pertaining to the companys auditor has also been properly disclosed, as well as the companys latest accounts (Hill 2015c). Remuneration Directors and Senior Executives The companys levels of remuneration to top executives should be sufficiently attractive to attract, retain and motivate Board members with the necessary quality to manage the company successfully. Simultaneously, the pay level should not be substantially above current market prices. A further point concerns the fact that the latter pay level should be adequately linked to both corporate and individual performance (Tricker 2012). Furthermore, pay levels should be subjected to a transparent and formal procedure, so that the executives involved are not directly responsible for deciding his or her remuneration. According to publicly available information on this topic, the remuneration level of the leading Board members is available through the Directors Remuneration Report, which has been included in the companys annual accounts for the latest year. A detailed breakdown of the accrued remuneration benefits is explicitly detailed in the report. This practice of publicly divulging remuneration levels of William Hills top management is quite compliant with U.K.s best governance practices. Moreover, the remuneration decision process, although somewhat complex, is fully transparent as the existence of mechanisms that ensure that the pay level is not determined by the interested party, and is effectively linked to individual performance (Hill 2015c). A potential area of non-compliance resides in the fact that the Remuneration Report does not fully disclose the remuneration levels for all the Board members, as well as in the fact that the disclosure of remuneration information pertaining to its CEO, although explained, is not entirely formulated in a simple and effective manner. Relations with Shareholders Effective governance practices dictate that relations with shareholders should be adequately based on the mutual understanding between the companys top management and the heterogeneous set of interests pertaining to existing shareholders. Moreover, a transparent process of communications between these two structures should also be implemented, properly taking into account the pursuit of the companys organisational goals (Tricker 2012). According to publicly available information, The Board remains strongly committed to maintaining good relationships with external investors, through constant dialogue, presentation of financial results, and adequate availability of top management to discuss governance issues, thus indicating efficient governance procedures (Hill, 2015d). RECOMMENDATION Global demand for gaming products is typically growing, as the popularity of both gambling and online entertainment continues its expansion at a truly global level. This global expansion should stand to benefit William Hill, and its long-term growth expansion. There are, however, two caveats (KPMG 2010) that warrant an investors attention. First, the online gaming market is undoubtedly a very attractive area of expansion for software developers, casinos and other land-based gambling operators, related suppliers, and industry newcomers and investors alike. This might increase a given companys operating costs, dragging down future growth, as competitive pressures increase in the industry. Second, there are several quite unpredictable political and legislative hurdles in place in many countries, and those obstacles might also condition future global growth. Nevertheless, online gaming seems to have a promising foothold in many European markets. Under this perspective, an investm ent in William Hill is also an investment into the future of online gambling, and the risk-return payoff might be quite interesting from a financial point of view. The online gaming industry thus possesses enormous growth potential, especially in advanced markets such the U.S. and the U.K. Notwithstanding, an impending ethical governance issue within the company might be linked to the allegations that the company might be exploiting addicted gamblers, by further enticing them through the advertisement of credit services to problematic gamblers (news.co.au 2015). This might pose a serious legal risk that might ultimately result in the dampening of growth and should be vehemently addressed through the implementation of adequate governance procedures. The present report sustains that an institutional investment in William Hill is thus justified by the companys sound and promising financial standing, the existence of proper mechanism that ensure that effective and robust corporate governance procedures and mechanisms have been properly implemented, and, ultimately, by the very buoyancy of the sport gaming industry in advanced economies. CONCLUSION In view of the analysis provided by this report, it is our assessment that William Hill is quite compliant with the UK Corporate Governance Code of 2014 (notwithstanding the fact that some issues pertaining to the process of effectively communicating remuneration levels to interested external stakeholders should be made more transparent and the number of female members to the Board should be increased). Finally, an investment decision by our institutional investors should be pursued, taking into consideration the companys financial soundness and its medium to long term growth prospects, notwithstanding the existence of impending regulatory issues that might condition the global growth of the sports betting industry. REFERENCES Hill, W., 2015a. Board of Directors [Online]. Available: https://www.williamhillplc.com/about/board-of-directors/ Hill, W., 2015b. Board and Governance. [Online]. Available: https://www.williamhillplc.com/investors/board-and-governance/ Hill, W., 2015c. William Hill Plc Annual Reports and Accounts 2014. [Online]. Available: https://files.williamhillplc.com/media/1832/2014-final-results-accounts.pdf Hill, W., 2015d. Shareholder engagement. [Online]. Available: https://www.williamhillplc.com/investors/board-and-governance/shareholder-engagement/ Financial Reporting Council, 2011. Effective Corporate Governance. [Online]. Available: https://www.frc.org.uk/FRC-Documents/FRC/FRC-Effective-Corporate-Governance.aspx Financial Reporting Council, 2014. The UK Corporate Governance Code. [Online] Available: https://www.frc.org.uk/Our-Work/Publications/Corporate-Governance/UK-Corporate-Governance-Code-2014.pdf KPMG, 2010. Online Gaming: A Gamble or a Sure Bet? [Online] Available: https://www.kpmg.com/EU/en/Documents/Online-Gaming.pdf News.co.au, 2015. William Hill offers customers $1000 credit. [Online]. Available: https://www.news.com.au/finance/money/william-hill-offers-customers-1000-credit/story-e6frfmci-1227286743077 The Guardian, 2013. FTSE 100 companies still 66 female directors short of boardroom target. [Online]. Available: https://www.theguardian.com/business/2013/oct/07/female-directors-boardroom-target-business-cable The Economist, 2015. A risky business. [Online]. Available: https://www.economist.com/news/britain/21598671-gambling-machines-are-controversialand-increasingly-unpopular-risky-business Tonello, M., 2010. Board Composition and Organization Issues. In: Baker, H.K. and Anderson, R., eds. Corporate Governance: A Synthesis of Theory, Research, and Practice. United States: John Wiley and Sons Inc., pp. 195-223. Tricker, B., 2012. Corporate Governance. Principles, Policies and Practices. Second edition. United Kingdom: Oxford University Press. Turnbull, C.S.S., 2010. Whats Wrong with Corporate Governance Best Practices?. In: Baker, H.K. and Anderson, R., eds. Corporate Governance: A Synthesis of Theory, Research, and Practice. United States: John Wiley and Sons Inc., pp. 79-96. Yahoo Finance, 2015a. Key Statistics. [Online]. Available: https://uk.finance.yahoo.com/q/ks?s=WMH.L Yahoo Finance, 2015b. Basic Chart. [Online]. Available: https://uk.finance.yahoo.com/q/bc?s=WMH.Lt=5yl=onz=lq=lc=

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In areas that suffer poor socio-economic conditions, young people often face a lack of stimulation asRead MoreMarket Segment Analysis to Target Young Adult Wine Drinkers7369 Words   |  30 PagesMarket Segment Analysis to Target Young Adult Wine Drinkers Elizabeth C. Thach School of Business and Economics, Sonoma State University, 1801 E. Cotati Ave., Rohnert Park, CA 94928. E-mail: Liz.Thach@sonoma.edu Janeen E. Olsen School of Business and Economics, Sonoma State University, 1801 E. Cotati Ave., Rohnert Park, CA 94928. E-mail: Janeen.Olsen@sonoma.edu ABSTRACT Consumer segmentation in the wine industry takes on many forms: demographic, geographic, behavioral, and others+ In the

The Death Penalty Should Be Abolished as a Form of...

Running head: The death penalty The death penalty should be abolished as a form of punishment. Johnathon Aaron Excelsior The death penalty should be abolished as a form of punishment. This paper intends to shine some light on the death penalty in order to help the reader understand what issues face the system today and what problems can be corrected. This paper achieves this by: (1) pointing out the wrongful sentencing of innocent people and the use of DNA testing in attaining their freedom; (2) emphasizing the unjustness of the Capital Punishment system due to the arbitrary, racial and geographically biased nature of the process; And also (3) It shows that the evidence backing up deterrence as a major benefit of the death penalty†¦show more content†¦Georgia. This was a case of a poor, black, man from a southern state that was prone to issuing the death penalty. The outcome of this trial was a de facto moratorium between 1967 and 1977 where no executions were conducted in the United’s states during this time (Schmalleger, 2011). Deterrence is exaggerated and also obtainable through other ways. There are two possible ways to examine deterrence. First, it can be viewed the same way that most people understand it by; the Punishment of one criminal will deter multiple others from committing similar gruesome acts. This view has been brought up in a couple of study’s: the 2001 study by Hashem Dezhbakhsh and Paul Rubin at Emory University who concluded that on average one single execution results in 18 fewer murders; an earlier study was conducted by Viscusi in 1993 which pegged the average deterrence at 14. Most of the fundamental testing and deterrence hypotheses used leading up to the present were produced by Isaac Erlich between 1975 and 1977. (Erlich 1975) although a valiant attempt to survey something as complex as this topic, most of these types of data analysis are proven false due to factors such as, failure to include states that do not carry a death penalty; and that some studies have just been methodologically flawed. IShow MoreRelated Death Penalty Essay1146 W ords   |  5 Pagesutilize the death penalty than to abolish it. The death penalty should not be abolished because (1) it deters people from committing murder and (2) because the death penalty gives peace of mind to the victims and their families and puts an end to the crime.nbsp;nbsp;nbsp;nbsp;nbsp; Arguments for the thesis (1) The death penalty should not be abolished because the fear of the highest form of punishment will keep potential victims alive. (2) The death penalty should not be abolished because theRead More Capital Punishment Essay1136 Words   |  5 Pagesexpression, â€Å"an eye for an eye, a tooth for a tooth† has become the basis for this political debate over the past several decades --- capital punishment. In society today, many people are murdered every day by the hands of another human being. Those who are for capital punishment promote that it is a deterrent for crime, provides closure, and is a moral punishment for those who choose to take a human life. Those not in favor of it argue that it is an ineffective crime deterrent, sends the wrong messageRead More Capital Punishment Essay1685 Words   |  7 PagesCapital Punishment Works Cited Not Included Capital Punishment was basically thought of for the good of society. The objective of Capital Punishment is to stop people from committing violent and offensive acts. Capital Punishment or the death penalty has failed however, to prevent or discourage crime. Moreover, it is cruel and gruesome. At present there are five methods of execution. The most commonly used form of execution is by lethal injection. In this method the convict is first injectedRead MoreDeath Penalty: A Controversial Issue727 Words   |  3 Pagesï » ¿The death penalty has been an issue of controversy, causing many states in America to repeal it and call it inhumane. However, the truth is that many citizens are strongly divided on the issue and have strong opinions on whether the death penalty should indeed be kept and reinforced or whether it should just be abolished altogether. When analyzing this issue from a sociological perspective, conflict theory is best used as an argument against the death penalty. This sociological conflict theory isRead MoreCapital Punishment1137 Words   |  5 Pagescorresponding punishments. Among all penalties, capital punishment is considered to be the most severe and cruelest one which takes away criminal’s most valuable right in the world, that is, right to li ve. It is a heated debate for centuries whether capital punishment should be completely abolished world widely. The world seems to have mixed opinion regarding this issue. According to Amnesty International (2010), currently, 97 countries in the world have already abolished capital punishment while onlyRead MoreThe Truth About The Death Penalty973 Words   |  4 Pagesâ€Å"The Truth About The Death Penalty†, Carina Kolodny argues that the death penalty should be abolished in all fifty states due to the fact that it is ineffective and very expensive. Kolodny believes that capital punishment has too many complications and variables that cause it be more of an issue than a real solution for capital offenses. She proposes that the death penalty should be dropped and exchanged for better programs such as Proposition 34, which replaces capital punishment for a sentence ofRead MoreCapital Punishment And The Death Penalty946 Words   |  4 Pages Capital punishment, or the death p enalty, is a legal sentence for the convicted to be put to death for their criminal behavior. How the convicted criminal is executed varies from state to state. I do not believe that the death penalty is justifiable in almost any instance, if any. Throughout this class, I have read and experienced confusion on my opinion of whether capital punishment can be justifiable. If there was an absolute 100% belief and proof of guilt for the most serious of crimes (murderRead MoreAmerica s Debate On Capital Punishment760 Words   |  4 PagesAmerica’s Debate: Should the Capital Punishment be abolished in the United States? Violent crimes such a murder, rape, sexual assault, and robbery are perpetrated by criminals once every few minutes in this country. Lawmakers spend countless hours enacting laws to prevent these crimes. The introduction of the death penalty is an effort to deter criminals from committing heinous crimes. What exactly does the death penalty accomplish? The best description of the term death penalty is the legal executionRead MoreEssay about Capital Punishment and The Code of King Hammurabi of Babylon1003 Words   |  5 PagesCapital punishment dates back to 18th century B.C. in the Code of King Hammurabi of Babylon. Under this code twenty five crimes, excluding murder, were punishable by death. In historical data, the first death penalty was imposed to offender who was blamed for magic in 16th century BC Egypt (Regio, 1997). Unfortunately, death penalty is still practiced in some countries. For example, in Egypt recently on 24 March 2014, Minya Criminal Court imposed death penalty t o 529 followers of Egyptian ex-presidentRead MoreCapital Punishment Essay694 Words   |  3 PagesCAPITAL PUNISHMENT One of many issues that have been core of moral and legal discussions over history has been the death penalty (capital punishment). There is many people who are against this but there are others who are for. As well there are also many countries that have abolished death penalty and murderers thus get life sentences for their crimes while in other countries like China and many USA states are still cruelly punishing a lot of people in this way. Even though the death penalty has

Nav1.7 is a sodium ion channel that in humans is encoded by the SCN9A gene Free Essays

Introduction Literature Nav1.7 is a sodium ion channel that in humans is encoded by the SCN9A gene(Stewart et al, 2003). It is highly expressed in pain sensing neurons which are of two types, the nociceptive dorsal root ganglion (DRG) neurons and sympathetic ganglion neurons, which are parts of the autonomic (involuntary) nervous system (Cox et al, 2006). We will write a custom essay sample on Nav1.7 is a sodium ion channel that in humans is encoded by the SCN9A gene or any similar topic only for you Order Now In human’s mutation in SCN9A cause three human pain disorders, resulting in bi-allelic loss of function mutations in Channelopathy-associated insensitivity to pain (CIP), while activating mutations causes temporal pain in Paroxysmal External Pain Disorder (PEPD) and primary Erythermalgia (PE) (Drenth et al, 2007). Mutations in SCN9A leads to a complete inability to experience pain, which is due to lack of protein production. In organisms such as mammals amphibians and reptiles, it is of upmost significances to have the intelligence to feel harmful situations (Shevelkin et al, 2005). Pain which is a sense protects us from damage of the tissue by notifying us of situations that are able to cause injuries and stimulate tissue recovery. Combining investigation of Nav1.7 Variation with Pain Cohorts The increased activity of Nav1.7 due to SCN9A mutations are due to very serious pain connected to paroxysmal extreme pain disorder and primary erythermalgia which has clearly noticeable association of several clinically recognizable features (Estacion et al. 2009). In this research they investigated 578 individuals who shared similar characteristics with osteoarthritis (OA), five showed an important relationship with pain score in a linear relapse which include a modification in age, sex, body mass index and age-gender interaction; rs6432896, P = 0.048; rs7604448, P = 0.036; rs10930214,P = 0.027; rs6746030, P= 0.016; and rs7595255, P = 0.02, after 27 SNPs were been screened in SCN9A. Out of the five single nucleotide polymorphisms that showed an important association with pain, the last four were in a bond or union that lacked stability, after the disequilibrium bond analysis. Four of the SNPs which have important affiliation with pain score are all located in the introns and did not influence mRNA order. Cepeda et al (2007) state that SNP rs6746030 with little frequency encodes a tryptophan (Nav1.7-1150W), while a higher frequency encodes for arginine (Nav1.7-1150R) and is found on exon 18 and it influences the amino acid at point 1150 of Nav1.7, in other words, 1150R is a preserved amino acid and can be added to the normal action or work of Nav1.7. It is evident that an individual in the general public having rs6746030 A allele would be assumed to feel pain provocation when compared to others. The limitations of this research are in the modification of their age, gender, body mass index (BMI), and also the examination of individuals with similar characteristics (cohorts).Further research and examination could be carried out on SNP rs6746030 for analysis with additional pain cohorts and also with individuals having different characteristics because of its active result in regression examination. Clinical analysis of rs6746030 Diatchenko et al (2005) point out that pain reaction to various investigative processes was examined. The result was achieved that C-fiber activation was actively combined with rs6746030. The result suggests that A-allele-driven clinical pain is mediated by the arousal or stimulation of C-fiber which indicates the feeling of diffuse, dull, aching pain. Diatchenko et al. (2007) further claim that individual having the genotype AA feels more pain while individual having GG genotype feels less pain because clinical and investigative pain analysis backs an additive idea for the result of rs6746030 alleles. Similarly, Waxman et al. (2005) point out that SCN9A is a consequential contributor to human pain sensation and clinical pain ailments and this is as a result of the stimulation of mutation in SCN9A which leads to an acute irregular pain while an unstimulated mutation results in a total absence of pain. Diatchenko et al. (2005) feel that pharmacological materials that alter the respo nsibility of SCN9A(Nav1.7) are possibly beneficial in the treatment of this condition. Individual suffering from distinct amount of pain for each stimulus is due to their rs6746030 genotype. As each individual seems to have distinct genetic susceptiveness to pain, further analysis should be carried out to be conscious of the fact that openness to various class of anaesthetic is also genetically determined. References Cepeda M.S, Camargo F, Zea C, Valencia L.(2007). Tramadol for osteoarthritis: A systematic review and metaanalysis. 34:543–555. Cox j.j, Reimann F, Nicholas A. K, Thornton G, Roberts E, Springell K, Karbani G, Jafri H, Mannan J, Raashid Y, Al-Gazali L, Hamamy H, Valente E.M, Gorman S, Williams R, McHale D.P, Wood J.N, Gribble F.M, Woods C.G.(2006). An SCN9A channelopathy causes congenital inability to experience pain. Nature. 444:894–8. Diatchenko L, Nackley A.G, Tchivileva I.E, Shabalina S.A, Maixner W.(2007). Genetic architecture of human pain perception. Trends Genet. 23:605–613. Drenth J.P, Waxman S.G.(2007). Mutations in sodium-channel gene SCN9A cause a spectrum of human genetic pain disorders. J Clin Invest. 117:3603–9. Estacion M, et al.(2007). A sodium channel gene SCN9A polymorphism that increases nociceptor excitability. Ann Neurol. 66:862–866. Shevelkin A.V, Kozyrev S.A, Nikitin V.P, Sherstnev V.V.(2005). In vivo investigation of genome activity and synaptic plasticity of neurons in snails during learning. Neurosci Behav Physiol. 35:595–603. Stewart W.F, Ricci J.A, Chee E, Morganstein D, Lipton R.(2003). Lost productive time and cost due to common pain conditions in the US workforce. Jama. 290:2443–54. Waxman S.G, Dib-Hajj S.(2005). Erythermalgia: Molecular basis for an inherited pain syndrome. Trends Mol Med. 11:555–562. How to cite Nav1.7 is a sodium ion channel that in humans is encoded by the SCN9A gene, Essay examples

Taxation Law Incidence of Major Australian Taxes

Questions: 1. Calculate the Medicare levy and Medicare levy surcharge payable for the year ended 30 June 2016 for the following taxpayers? (a) An Australian resident, aged 25 years, with a taxable income of $18,000.(b) An Australian resident, eligible for a Seniors tax offset, with a taxable income of $32,000.(c) An Australian resident, aged 45 years, with a taxable income of $45,000.(d) A taxpayer who is not a resident for tax purposes, with a taxable income of $45,000.(e) An Australian company with a taxable income of $2,500,000.(f) An Australian resident, aged 45 years, with a taxable income of $110,000, holding private health insurance.(g) An Australian resident, aged 45 years, with a taxable income of $110,000, and no private health insurance.(h) An Australian resident with a taxable income of $150,000, holding private health insurance for 90 days of the income year.(i) Victor and his wife are Australian residents. Victor has a taxable income of $110,000 and his wife Jackie a taxable income of $75,000. They have no children and no private health insurance.(j) An Australian couple have four children and no private h ospital health insurance. What would be the familys minimum Medicare levy surcharge threshold? 2. You client, Rob, has the following income and deductions for the financial year ended 30 June 2015: salary, $32,000; bank interest received, $150; and allowable deductions for special work clothing, $450. Robs employer has deducted $2600 as PAYG tax from his salary during the year? 3. During the current income year Rafael, a resident taxpayer, has a gross salary of $68,000 (PAYG tax withheld $15,100), a fully franked dividend of $2,000, an unfranked dividend of $1,000, and a 60% franked dividend of $900? Answers: 1(A). Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income 18,000.00 Medicare Levy 0 Medicare Levy Surcharge 0 Medicare Levy and Surcharge 0 B. Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income 32,000.00 Medicare Levy 0 Medicare Levy Surcharge 0 Medicare Levy and Surcharge 0 C. Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income 45000.00 Medicare Levy 900.00 Medicare Levy Surcharge 0.00 Medicare Levy and Surcharge 900.00 D. Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income 45000.00 Medicare Levy 0.00 Medicare Levy Surcharge 0.00 Medicare Levy and Surcharge 0.00 E. Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income 25,00,000.00 Medicare Levy 0.00 Medicare Levy Surcharge 0.00 Medicare Levy and Surcharge 0.00 F. Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income $ 1,10,000.00 Medicare Levy $ 2,200.00 Medicare Levy Surcharge 0 Medicare Levy and Surcharge $ 2,200.00 G. Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income 110000.00 Medicare Levy 2200.00 Medicare Levy Surcharge 27.50 Medicare Levy and Surcharge 2227.50 H. Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income 150000.00 Medicare Levy 3000.00 Medicare Levy Surcharge 45.00 Medicare Levy and Surcharge 3045.00 I. Statement of Medicare Levy and Medicare surcharge payable Particulars Amount ($) Taxable Income 110000.00 Medicare Levy 2200.00 Medicare Levy Surcharge 33.00 Medicare Levy and Surcharge 2233.00 J. Statement of Minimum threshold Particulars Amount ($) Minimum threshold (A) 900000.00 Threshold increase per child 1500.00 Number of child after the first child 3.00 Total increase in threshold (B) 4500.00 Total Minimum Threshold (A+B) 904500.00 3. Computation of Rob Income For the year ended 30 June 2015 Particulars Amt ($) Net Salary 32000 Add: Bank Interest Received 150 Add: Pay G 2600 Total Income 34750 Less: Deductions 450 Taxable Income under 4-15 ITAA 1997 34300 Taxable Payable under ITRA 1986 3059 Medicare levy 686 Less: Pay G 2600 Tax payable 1145 4. Computation of Rafael Income For the year ended ... Particulars Amt ($) Assessable Income 68000 Fully franked dividend Franking credit 600 Unfranked Credit 1400 60% Franked Dividend Franking credit 162 Unfranked Credit 738 Unfranked Dividend 1000 Total Income 71900 Taxable Income under 4-15 ITAA 1997 71900 Tax on taxable income 14914.5 Medicare Levy 1438 Franking credit 762 PAYG 15100 Total Tax Payable 490.50 References Barkoczy, S., 2016. Foundations of Taxation Law 2016.OUP Catalogue. Cao, L., Hosking, A., Kouparitsas, M., Mullaly, D., Rimmer, X., Shi, Q., Stark, W. and Wende, S., 2015. Understanding the economy-wide efficiency and incidence of major Australian taxes.Treasury WP,1. Eckermann, S. and Sheridan, L., 2016. Supporting Medicare Health, Equity and Efficiency in Australia: Policies Undermining Bulk Billing Need to Be Scrapped.Applied health economics and health policy,14(5), pp.511-514. Hayward, R., 2014.Valuation: principles into practice. Taylor Francis. Miller, A. and Oats, L., 2016.Principles of international taxation. Bloomsbury Publishing. Snape, J. and De Souza, J., 2016.Environmental taxation law: policy, contexts and practice. Routledge.