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Frost & Sullivan Commends Easypress Technologies for its Cutting-edge ‘Digital First’ Solution, Atomik ePublisher

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— By reducing latency and allowing a broader range of title releases, Easypress opens up new avenues of revenue generation

MOUNTAIN VIEW, Calif., Feb. 5, 2014 /PRNewswire/ — Based on its recent analysis of the dynamic publishing market, Frost & Sullivan recognizes Easypress Technologies Limited with the 2013 Global Frost & Sullivan Award for Enabling Technology Leadership. Easypress’ sophisticated web-enabled tool, Atomik ePublisher, allows publishers to create eBooks in the globally-recognized industry-standard format, EPUB.

Atomik ePublisher utilizes Easypress’ proprietary technology to provide an application that optimally automates the ingestion and editing of standard source file content, and final development of eBooks. By eliminating the need to outsource production to third-party vendors, Easypress dramatically reduces the cost and latency associated with eBook generation without compromising quality or brand consistency.

Easypress also allows for the seamless integration of this eBook creation tool with the publisher’s existing workflow processes without incurring additional operational costs. A publisher can quickly prepare and upload books in the Adobe InDesign or the QuarkXPress formats to the Atomik ePublisher application through a web browser. More importantly, this tool generates eBook files compatible with all major eBook readers available to global consumers. Its membership in the International Digital Publishing Forum (IDPF), along with its identity as a partner for the development of Adobe InDesign, adds heft to Easypress’ brand name.Using Easypress, publishers can scale up their production of eBooks from one title to dozens per day.

Using the “edit” feature of Atomik ePublisher, both clients and editors can review and edit content from their own systems and all the changes made to the original content are reflected in real time. This speeds up the proofing cycles and ensures accuracy of the updated content throughout the publishing process.

“The ability of Easypress’ Atomik ePublisher to quickly create high-quality eBooks enables newer business models, such as online-only releases or digital-first releases where print editions are only created once a book has proven its market potential,” said Frost & Sullivan Industry Manager, Avni Rambhia. “This allows many more titles to be released by a publisher, which ultimately enhances the probability of generating a blockbuster hit.”

In addition to its adoption by book publishers for eBook creation, corporate communication agencies can leverage ePublisher to prepare financial reports, brochures, proposals, and more. Furthermore, Atomik ePublisher’s customization capabilities enable agencies to customize templates and workflows to the needs of the client and project.

Clearly demonstrating its strong commitment to helping customers increase their production levels while optimizing production time, resource utilization, and operational costs within the publishing industry, the company has been able to reach out to a wide, global customer base.

Easypress’ Atomik ePublisher leverages InDesign’s built-in content structuring patterns and layout designs to automatically import, adjust, resize and restructure them, ultimately reducing publishers’ production costs by up to 50 percent. Furthermore, its cloud-based integrated architecture provides remote editors with access to those files through the web. Added convenience comes from the feature where word styling is used to accurately match content to the InDesign template, minimizing import effort while maximizing quality.

“The Atomik ePublisher solution stands out among publishing tools for aiding a significant leap in publishers’ eBook creation efficiency levels,” noted Rambhia. “It achieves this by considerably reducing production cycles and speeding up the time to market of new eBooks with a highly automated, highly lightweight workflow.”

Each year, Frost & Sullivan presents this award to a company that has developed a pioneering technology that not only enhances current products but also enables the development of newer products and applications. The award recognizes the high market acceptance potential of the recipient’s technology.

Frost & Sullivan Best Practices Awards recognize companies in a variety of regional and global markets for demonstrating outstanding achievement and superior performance in areas such as leadership, technological innovation, customer service, and strategic product development. Industry analysts compare market participants and measure performance through in-depth interviews, analysis, and extensive secondary research in order to identify best practices in the industry.

About Easypress Technologies

Easypress Technologies (www.easypress.com) provides multi-channel publishing software that creates XML-formatted content converted from Adobe InDesign and QuarkXPress. Its flagship product is Atomik ePublisher “in the cloud” eBook production. The company has an extensive global client list, including American Institute of Physics, Centaur Publishing, Harper Collins, The Economist, Les Express, Roularta Media Group, Sotheby’s, Harvard Business Review, Penguin Random House, Rogers Publishing, Time Out, Thomson Reuters, John Wiley, and Self Counsel Press Inc. Easypress Technologies is headquartered in Guildford, England, UK.

About Frost & Sullivan

Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today’s market participants.

Our “Growth Partnership” supports clients by addressing these opportunities and incorporating two key elements driving visionary innovation: The Integrated Value Proposition and The Partnership Infrastructure.

The Integrated Value Proposition provides support to our clients throughout all phases of their journey to visionary innovation including: research, analysis, strategy, vision, innovation and implementation.
The Partnership Infrastructure is entirely unique as it constructs the foundation upon which visionary innovation becomes possible. This includes our 360 degree research, comprehensive industry coverage, career best practices as well as our global footprint of more than 40 offices.

For more than 50 years, we have been developing growth strategies for the Global 1000, emerging businesses, the public sector and the investment community. Is your organization prepared for the next profound wave of industry convergence, disruptive technologies, increasing competitive intensity, Mega Trends, breakthrough best practices, changing customer dynamics and emerging economies?

Contact Us: Start the discussion

Join Us: Join our community

Subscribe: Newsletter on “the next big thing”

Register: Gain access to visionary innovation

Contact:

Mireya Espinoza
P: +1.210.247.3870
F: +1.210.348.1003
E: mireya.espinoza@frost.com
Source: Frost & Sullivan

Written by asiafreshnews

February 6, 2014 at 5:31 pm

Posted in Uncategorized

Frost & Sullivan: Consumer Demand for Energy Independence and Growing Government Response Open Opportunities in the African Gas Turbine Market

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– Offering robust, cost-efficient and flexible solutions will garner a strong lead for market participants

CAPE TOWN, South Africa, Feb. 5, 2014 /PRNewswire/ — Substantial growth in energy demand and policy changes to decrease gas flaring are driving new power plants installation in Africa and fuelling the uptake of gas turbines. While lack of infrastructure and financial constraints slowed down market growth in the past, the current expansion rate of over 8 percent per annum is expected to accelerate once the gas infrastructure backbone in key gas producing countries is developed.

New analysis from Frost & Sullivan (http://www.energy.frost.com/), The African Gas Turbine Market, finds that the market earned revenues of $662 million in 2012 and estimates this to reach $1 144 million in 2017. The growth in demand for turbine technology will be driven by the combination of infrastructure investment and access to natural resources – Africa has some of the globe’s most substantial gas reserves.

“The desire of more players in the private sector, especially industrial clients to achieve energy independence, is widening the scope of the African gas turbine market,” said Frost & Sullivan Business Unit Leader for Energy & Environment Cornelis van der Waal. “This will allow new suppliers to enter the market and existing competitors to have access to a larger pool of customers.”

Although the long term outlook for gas turbine technology remains very positive, there are some challenges facing the industry including a lack of urgency among end users to expand their gas infrastructure, limited gas pipeline availability, and poorly maintained transmission infrastructure.

“In this scenario, it is crucial for gas turbine suppliers to understand end-user needs and develop cost-efficient, flexible solutions that can also run on oil or kerosene in the absence of gas,” stated Van der Waal. “Market leaders, in particular, should couple quality products with robust operation and maintenance services to consolidate their position and take advantage of the numerous opportunities that are expected to open up in Africa over the next 10 years.”

For a preview of this study, please visit Slideshare. If you are interested in more information on this research, please send an email to Samantha James, Corporate Communications, at samantha.james@frost.com, with your full name, company name, job title, telephone number, company email address, company website, city, state and country.

The African Gas Turbine Market is part of the Energy & Power Growth Partnership Service program. Frost & Sullivan’s related studies include: Power Infrastructure Tracker in East Africa, Power Infrastructure Tracker in Northern Africa, Energy Efficiency and Large South African Commercial Businesses, The Market for Power Station Maintenance Repair and Overhaul (MRO) in Key African Countries, and South Africa Renewable Energy Project Tracker, and Investment Plans for Power Utilities in Sub-Saharan Africa, among others. All studies included in subscriptions provide detailed market opportunities and industry trends evaluated following extensive interviews with market participants.

About Frost & Sullivan

Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today’s market participants.

Our “Growth Partnership” supports clients by addressing these opportunities and incorporating two key elements driving visionary innovation: The Integrated Value Proposition and The Partnership Infrastructure.

The Integrated Value Proposition provides support to our clients throughout all phases of their journey to visionary innovation including: research, analysis, strategy, vision, innovation and implementation.
The Partnership Infrastructure is entirely unique as it constructs the foundation upon which visionary innovation becomes possible. This includes our 360 degree research, comprehensive industry coverage, career best practices as well as our global footprint of more than 40 offices.

For more than 50 years, we have been developing growth strategies for the global 1000, emerging businesses, the public sector and the investment community. Is your organisation prepared for the next profound wave of industry convergence, disruptive technologies, increasing competitive intensity, Mega Trends, breakthrough best practices, changing customer dynamics and emerging economies?

Contact Us: Start the discussion
Join Us: Join our community
Subscribe: Newsletter on “the next big thing”
Register: Gain access to visionary innovation

The African Gas Turbine Market
M8B3-14

Contact:
Samantha James
Corporate Communications – Africa
P: +27-21-680-3574
F: +27-21-680-3296
E: samantha.james@frost.com
T: @FrostSullivanSA

http://www.frost.com/
Source: Frost & Sullivan

Written by asiafreshnews

February 6, 2014 at 4:57 pm

Posted in Uncategorized

Doritos Announces Winner Of $1 Million Grand Prize In Global Advertising Contest

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Consumers Around the World Vote Creator of “Time Machine” Best “Crash the Super Bowl” Ad

PLANO, Texas, Feb. 4, 2014 /PRNewswire/ — PepsiCo’s Doritos brand today awarded $1 million (U.S.) to one talented winner from Scottsdale, Ariz., for creating the best homemade Doritos ad in the brand’s global “Crash the Super Bowl” contest. Ryan Andersen, creator of “Time Machine,” received the most fan votes on http://www.doritos.com to edge out Amber Gill from Ladera Ranch, Calif., whose ad “Cowboy Kid” received the second-highest total fan votes and was chosen as the runner-up by the Doritos brand. Both saw their ads air in front of a global audience during Sunday’s Super Bowl XLVIII broadcast, one of the most-watched television events in the world. Both creators won the opportunity to work with Marvel Studios on the set of “Marvel’s The Avengers: Age of Ultron,” the highly anticipated sequel to the 2012 blockbuster movie “Marvel’s The Avengers,” which became the third-highest-grossing movie of all time. Runner up Gill was awarded $50,000 (U.S). To see the winning ads, visit http://www.doritos.com.

“‘Time Machine’ represents what the ‘Crash the Super Bowl’ contest is in its truest form — original, bold and creative,” said Ram Krishnan, vice president of marketing, PepsiCo’s Frito-Lay division. “Out of more than 5,400 ads from around the world, this consumer-created ad came out on top. And now Ryan Andersen is on top of the world.”

This is the latest installment of the Doritos “Crash the Super Bowl” contest, which has been held for the past seven years in the U.S. Since it began in 2007, the annual contest has invited U.S. consumers to create and submit 30-second homemade ads celebrating their love of Doritos tortilla chips. This year, Doritos opened up the contest to fans from around the world where Doritos tortilla chips are sold, attracting more than 5,400 submissions from 30 countries.

Grand prize winner Andersen, a freelance wedding photographer from Scottsdale, Ariz., teamed up with his 6-year-old-son to create “Time Machine.” The $300 (US) commercial is about the cleverest con one could think of to get a bag of Doritos tortilla chips — a time machine that conveniently only runs on Doritos tortilla chips.

The two winning ads that aired were among five finalist ads selected by a qualified panel of judges, including executives from the Doritos brand, advertising professionals and the legendary Stan Lee of Pow! Entertainment — Chairman Emeritus of Marvel Studios and co-creator of such Super Heroes as Iron Man, Spider-Man and others. “Time Machine” was selected to air by worldwide consumers who voted it the best finalist ad; “Cowboy Kid” was selected to air by the Doritos brand.

Each of the five “Crash the Super Bowl” finalists won an invitation to East Rutherford, N.J., to attend Super Bowl XLVIII and watched the game from a private luxury suite, where they tuned in to learn which finalist ads aired. The three finalists whose commercials did not air during the broadcast each won $25,000 (U.S.).

As one of the leading snack brands in the world, Doritos has a presence in 46 countries and six continents. With flavors ranging from Nacho Cheese and Cool Ranch to Sweet Chili Pepper and Tangy Cheese, the worldwide Doritos portfolio currently offers more than 70 unique varieties.

PepsiCo’s relationship with the NFL is among the company’s longest-running and most-successful sports sponsorships. PepsiCo will leverage its relationship with the NFL to connect with consumers throughout the season with activations spanning many of the company’s largest food and beverage brands, including Pepsi, Tostitos, Quaker, Doritos and Gatorade.

About Marvel Entertainment
Marvel Entertainment, LLC, a wholly-owned subsidiary of The Walt Disney Company, is one of the world’s most prominent character-based entertainment companies, built on a proven library of more than 8,000 characters featured in a variety of media over seventy years. Marvel utilizes its character franchises in entertainment, licensing and publishing. For more information visit http://www.marvel.com.

About Doritos
Doritos is one of the leading brands from PepsiCo’s (NYSE: PEP) global snack portfolio. To learn more about the Doritos brand, visit its website at http://www.doritos.com.

About PepsiCo
PepsiCo is a global food and beverage leader with net revenues of more than $65 billion and a product portfolio that includes 22 brands that generate more than $1 billion each in annual retail sales. Our main businesses – Quaker, Tropicana, Gatorade, Frito-Lay and Pepsi-Cola – make hundreds of enjoyable foods and beverages that are loved throughout the world. PepsiCo’s people are united by our unique commitment to sustainable growth by investing in a healthier future for people and our planet, which we believe also means a more successful future for PepsiCo. We call this commitment Performance with Purpose: PepsiCo’s promise to provide a wide range of foods and beverages from treats to healthy eats; to find innovative ways to minimize our impact on the environment by conserving energy and water and reducing packaging volume; to provide a great workplace for our associates; and to respect, support and invest in the local communities where we operate. For more information, please visit http://www.pepsico.com.

Follow PepsiCo:

Twitter (@PepsiCo)
Facebook
PepsiCo Blogs
PepsiCo Press Releases
PepsiCo Multimedia
PepsiCo Videos

NOTE TO EDITORS: BROADCAST / PRINT / TV MEDIA: Broadcast quality video, photo stills and press information is available to preview, download and share at http://www.magicbulletmedia.com/MNR/crashthesuperbowl
Source: Frito-Lay North America

Written by asiafreshnews

February 6, 2014 at 4:01 pm

Posted in Uncategorized

Cruise Shipping Miami Extends Early-Bird Discounts to Feb. 14.

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MIAMI, Feb. 4, 2014 /PRNewswire/ — In honor of the 30th anniversary of Cruise Shipping Miami, the cruise industry’s premier global event is extending the early-bird registration discount by two weeks. Delegates who sign up before Feb. 14, 2014, can save up to $400 on registration.

The discount is extended for both standard conference delegate and VIP All-Access Pass registrations. The discounted rate for a standard delegate registration is $1,095 and VIP is $1,595. After Feb. 14 standard rises to $1,195 and VIP to $1,695. For those who choose to register on site beginning March 8, a standard conference delegate badge will cost $1,495 and the VIP All-Access Pass will be $1,995.

“We chose to extend the registration discount as a courtesy to loyal delegates who have participated in Cruise Shipping Miami year after year,” said Daniel Read, director of show organizer UBM’s Cruise Events Portfolio. “Some of our visitors and exhibitors have attended for decades, and we appreciate their support.”

Standard delegate registration includes admission to the three-day trade show and all sessions of the four-day conference, an invitation to the Cruise Lines Welcome Reception, lunch vouchers and event literature including a 2014 Yearbook, program brochures and the convention edition of Seatrade Cruise Review magazine.

In addition to the standard benefits, advantages of a VIP Pass include admission to special workshops and functions, priority one-to-one meetings and exclusive networking events, access to the amenities of the VIP Speakers Lounge, continental breakfast daily, special lunch selections, concierge service, valet parking and exclusive reserved seating at the State of the Industry plenary session.

Visitor passes that provide admission to the exhibition only are priced at $95 until Feb. 14, $125 thereafter and $175 on site.

Attendee and exhibitor registration and hotel-request forms are available online at https://www.compusystems.com/servlet/ar?evt_uid=710

For information about exhibiting or attending, visit http://www.cruiseshippingmiami.com.

WHERE: Miami Beach Convention Center
1901 Convention Center Drive, Miami Beach, FL 33139 USA

MEDIA REGISTRATION: Media credentials are issued to bona fide journalists covering the convention. Review the media policy or request a media registration online at http://www.cruiseshippingevents.com/miami/press/press-room-registration.

MEDIA CONTACT: Buck Banks, 305-461-3300, press@cruiseshippingmiami.com.

CONVENTION CONTACT: UBM Live, 300 American Metro Blvd., Suite 125, Hamilton NJ 08619 USA; Phone: 609-759-4700; fax: 609-759-4774; sales@cruiseshippingmiami.com

Social Media
Additional news, information and announcements about Cruise Shipping Miami is available at http://www.cruiseshippingevents.com/miami. Find Cruise Shipping Miami on Facebook at http://www.facebook.com/CruiseShippingMiami, on Twitter at twitter.com/@CruiseShipping, and LinkedIn at http://www.linkedin.com/groups?home=&gid=1938947&trk=anet_ug_hm.

The Cruise Shipping Portfolio
The Cruise Shipping Portfolio organized by UBM includes Cruise Shipping Miami, Cruise Shipping Asia-Pacific and Seatrade Med.

Since 1985 Cruise Shipping Miami has been the world’s premier annual event for the global cruise industry, featuring a three-day exhibition and four-day conference that draw more than 11,000 attendees and over 1,000 exhibiting companies from more than 120 countries.
Source: Cruise Shipping Miami

Written by asiafreshnews

February 6, 2014 at 3:42 pm

Posted in Uncategorized

Dominion Diamond Corporation Issues Updated Mine Plans for the Ekati and Diavik Diamond Mines

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TORONTO, Feb. 4, 2014 /PRNewswire/ — Dominion Diamond Corporation (TSX:DDC, NYSE:DDC) (the “Company”) is pleased to release an updated life-of-mine plan for each of the Ekati and Diavik Diamond Mines, including current estimates for anticipated annual production by pipe, with associated operating costs and capital costs.

Highlights:

Both mines are performing well; Diavik as an all underground mine and Ekati as a combination open pit-underground mine.
The operating cost forecasts in the updated Diavik mine plan demonstrate substantial savings compared with the previously published mine plan (2012), whilst mining and processing an increased amount of ore.
The new Ekati Mine Plan includes the first detailed production forecast based on reserves only to the Dominion Diamond fiscal year end (January 31st) with production currently forecast to run through to fiscal 2020.
The synergies, cost savings and efficiencies brought about by the integration of the Ekati and Diavik sales and sorting processes and resources are already demonstrating benefits.

Unless otherwise specified, all financial information is presented in Canadian dollars, on a 100% basis, and references to years are to calendar years unless otherwise stated. The Company has an 80% interest in the Ekati Diamond Mine as well as a 58.8% interest in the surrounding areas, and a 40% interest in the Diavik Diamond Mine.

About Dominion Diamond Corporation

Dominion Diamond Corporation is a Canadian diamond mining company with ownership interests in two of the world’s highest rock value diamond mines. Both mines are located in the low political risk environment of the Northwest Territories of Canada. The Company is the fourth largest diamond producer by value globally and the largest diamond mining company by market capitalization, listed on the Toronto and New York Stock Exchanges.

The Company operates the Ekati Diamond Mine through its 80% ownership as well as a 58.8% ownership in the surrounding areas containing additional resources. It also sells diamonds from its 40% ownership in the Diavik Diamond Mine.

For more information, please visit http://www.ddcorp.ca

Forward-Looking Information

Information included herein that is not current or historical factual information, including information about estimated mine life and other plans regarding mining activities at the Ekati Diamond Mine and Diavik Diamond Mine, estimated reserves and resources at, and production from, the Ekati Diamond Mine and Diavik Diamond Mine, projected capital and operating costs, and future diamond prices, constitute forward-looking information or statements within the meaning of applicable securities laws. Forward-looking information can generally be identified by the use of terms such as “may”, “will”, “should”, “could”, “expect”, “plan”, “anticipate”, “foresee”, “appears”, “believe”, “intend”, “estimate”, “predict”, “potential”, “continue”, “objective”, “modeled”, “hope”, “forecast” or other similar expressions concerning matters that are not historical facts. Forward-looking information is based on certain factors and assumptions including, among other things, mining, production, construction and exploration activities at the Company’s mineral properties; mining methods; currency exchange rates; required operating and capital costs; labour and fuel costs; world and US economic conditions; future diamond prices; and the level of worldwide diamond production. While the Company considers these assumptions to be reasonable based on the information currently available to it, they may prove to be incorrect. Forward-looking information is subject to certain factors, including risks and uncertainties which could cause actual results to differ materially from what the Company currently expects. These factors include, among other things, the uncertain nature of mining activities, including risks associated with underground construction and mining operations, risks associated with joint venture operations, including risks associated with the inability to control the timing and scope of future capital expenditures, the risk that the operator of the Diavik Diamond Mine may make changes to the mine plan and other risks arising because of the nature of joint venture activities, risks associated with the remote location of and harsh climate at the Company’s mineral property sites, risks resulting from the Eurozone financial crisis, risks associated with regulatory requirements, the risk of fluctuations in diamond prices and changes in US and world economic conditions, the risk of fluctuations in the Canadian/US dollar exchange rate and cash flow and liquidity risks. Actual results may vary from the forward-looking information. Readers are cautioned not to place undue importance on forward-looking information, which speaks only as of the date of this disclosure, and should not rely upon this information as of any other date. Due to assumptions, risks and uncertainties, including the assumptions, risks and uncertainties identified above and elsewhere in this disclosure, actual events may differ materially from current expectations. The Company uses forward-looking statements because it believes such statements provide useful information with respect to the currently expected future operations and financial performance of the Company, and cautions readers that the information may not be appropriate for other purposes. While the Company may elect to, it is under no obligation and does not undertake to, update or revise any forward-looking information, whether as a result of new information, future events or otherwise at any particular time, except as required by law. Additional information concerning factors that may cause actual results to materially differ from those in such forward-looking statements is contained in the Company’s filings with Canadian and United States securities regulatory authorities and can be found at http://www.sedar.com and http://www.sec.gov, respectively.

2014 Mine Plan for Ekati and Diavik Diamond Mines

Introduction

Dominion Diamond Corporation (the “Company”) is a Canadian diamond mining company with ownership interests in two of the world’s highest rock value diamond mines. The Company supplies rough diamonds to the global market from its controlling interest in the Ekati Diamond Mine, and its 40% ownership interest in the Diavik Diamond Mine, both located approximately 300 km northeast of Yellowknife in the Canada’s Northwest Territories.

The Diavik Diamond Mine is an unincorporated joint arrangement (the “Diavik Joint Venture”) between Diavik Diamond Mines (2012) Inc. (“DDMI”) (60%) and Dominion Diamond Diavik Limited Partnership (“DDDLP”) (40%) where DDDLP holds an undivided 40% ownership interest in the assets, liabilities and expenses of the Diavik Diamond Mine. DDMI is the operator of the Diavik Diamond Mine. DDMI and DDDLP are headquartered in Yellowknife, Canada. DDMI is a wholly owned subsidiary of Rio Tinto plc (“Rio Tinto”) of London, England.

The Ekati Diamond Mine was acquired by the Company from BHP Billiton on April 10, 2013. The Ekati Diamond Mine consists of the Core Zone, which includes the current operating mine and other permitted kimberlite pipes, as well as the Buffer Zone, an adjacent area hosting kimberlite pipes having both development and exploration potential. The Core Zone Joint Venture is held 80% by the Company and 10% each by Dr. Charles Fipke and Dr. Stewart Blusson. It encompasses 176 mining leases, totalling 173,024 ha, and hosts 111 known kimberlite occurrences including the Koala, Koala North, Fox, Misery, Pigeon, and Sable kimberlite pipes. The Buffer Joint Venture is held 58.8% by the Company, 10% by Dr. Charles Fipke, and 31.2% by Archon Minerals Ltd. It contains 106 mining leases covering 89,151.6 ha, and hosts 39 known kimberlite occurrences including the Jay and Lynx kimberlite pipes. Dominion Diamond Ekati Corporation, a wholly-owned subsidiary of the Company, is the operator of the Ekati Diamond Mine.

Given that each mine has different ownership structures, operators, and operational year ends, the mine plans are each presented separately, on a 100% basis. Other economic factors that are directly related to the Company, such as marketing costs, diamond prices, and private royalties, are discussed separately at the end of this document. Unless otherwise specified, all financial information is presented in Canadian dollars, on a 100% basis, and references to years are to calendar years.

Diavik Diamond Mine – Production

This updated plan is derived from DDMI’s estimates, based on the current reserve and resources as of December 31, 2012. The reserve and resource information that is the basis for this plan was prepared by or under the supervision of Calvin G. Yip, P. Eng., an employee of DDMI and a Qualified Person within the meaning of National Instrument 43-101. All other scientific and technical information set out in this updated plan was prepared by or under the supervision of Mats Heimersson, P. Eng., an employee of the Company and a Qualified Person within the meaning of National Instrument 43-101. With DDMI’s support, the Company is preparing an updated technical report on the mineral resources and mineral reserves at the Diavik Diamond Mine. The Company expects to file this technical report in the third quarter of calendar 2014.

The Diavik Diamond Mine has been in production since 2003. To December 31, 2013, the mine has produced approximately 84 million carats of diamonds from the processing of approximately 22 million tonnes of kimberlite and has transitioned from an open pit operation to a fully underground mine.

Early planning of the underground mining at the Diavik Diamond Mine identified a number of possible mining methods. Since September 2012, Diavik has been an entirely underground operation. Presently Blast Hole Stoping (“BHS”) is employed in the A-154 North pipe with lower cost Cemented Rock Fill (“CRF”) being used rather than the more expensive cemented paste that was originally planned. As a result of the increasing understanding of the ground conditions as the underground operations were developed, the optimal mining methodology for the A-154 South pipe and the A-418 pipe resulted in the use of Sub Level Retreat (“SLR”). This mine plan is based on the current mining method, and this may change in the future as DDMI is continually looking at improvements in mining methods, material handling, and cost reduction in general.

Table 1 shows the planned mining tonnage for each ore body, and Table 2 the corresponding carat estimates. The data is shown on an annualised basis starting in calendar 2013 and does not include rough diamond stocks at the mine at the opening of the year. In addition, the plan does not take into account any rough diamond inventory available for sale that the Company currently holds. In 2013, Diavik processed an additional 0.15 million tonnes of stockpiled ore that produced 0.44 million carats, and in 2014 Diavik plans to process 0.20 million tonnes of stockpiled ore that is estimated to produce 0.54 million carats.

Table 1: Tonnage Mined – Diavik Diamond Mine (100% Basis)

Reserves (Tonnes Millions)

Year A154S A154N A418 Total
2013 0.54 0.72 0.69 1.95
2014 0.42 0.70 0.79 1.91
2015 0.40 0.70 0.80 1.90
2016 0.31 0.77 0.86 1.94
2017 0.32 0.82 0.74 1.88
2018 0.31 0.67 0.69 1.67
2019 0.32 0.77 0.73 1.82
2020 0.09 0.76 0.60 1.45
2021 – 0.82 0.53 1.35
2022 – 0.87 0.48 1.35
2023 – 0.61 0.34 0.95
Total 2.71 8.22 7.25 18.18
Figures may not add up due to rounding.

Table 2: Carats from mined ore – Diavik Diamond Mine (100% Basis)

Reserves (Carat Millions)

Year A154S A154N A418 Total
2013 2.41 1.50 2.48 6.39
2014 1.64 1.47 2.85 5.97
2015 1.40 1.46 3.22 6.08
2016 1.07 1.75 3.23 6.05
2017 1.15 1.92 2.89 5.96
2018 1.15 1.50 2.56 5.22
2019 1.20 1.67 2.54 5.42
2020 0.36 1.57 1.97 3.90
2021 – 1.68 1.59 3.27
2022 – 1.76 1.29 3.05
2023 – 1.19 0.95 2.14
Total 10.40 17.48 25.57 53.45
Figures may not add up due to rounding.

The current reserve base supports mining operations at Diavik up to 2023. In addition to the current reserves, there are 2.6 million tonnes of inferred resources (in the aggregate) distributed amoung the lower parts of each of A-154 South, A-418 and most significantly, A-154 North, that could potentially further expand operations. DDMI currently expects to process this material as part of its mining operations as they reach the lower levels of each pipe. However, inferred mineral resources are considered too geologically speculative to have the economic considerations applied to them that would enable them to be categorized as mineral reserves, and there is no certainty that they will be mined. They have therefore not been included in the above mine plan. Mineral resources that are not mineral reserves do not have demonstrated economic viability. The three pipes currently in production also extend below the current inferred resource horizons although additional economic ore may be limited in volume and might not add longevity to the mine life. DDMI has an ongoing drilling and sampling program intended to support the mining of the inferred material and, potentially, beyond. In addition, if a decision is taken to develop the A-21 pipe this would be additional ore at the end of the life of the mine.

The Diavik processing plant has a potential capacity to process over 2 million tonnes a year. To supplement mined ore, Diavik plans to continue processing old coarse ore rejects material (“COR”). The grade of this material is variable but is generally high as shown by the results from COR production from 2012 and 2013 contained in Table 3. Based on these historical recovery rates, the tonnage of this material which is planned to be processed during calendar 2014 would have produced 0.6 million carats from COR. The remaining 60,000 tonnes of target COR material that could be processed in later years is not anticipated to be of the same high grade.

Table 3: Coarse Ore Rejects tonnes and carats – Diavik Diamond Mine (100% Basis)

COR
Production Tonnes
000’s Grade
Cts per
Tonne Carats
000’s
2012 5.3 26.1 139.0
2013 14.4 26.9 388.0

Improvements to the recovery process for small diamonds is expected to result in a 3% increase in carat yield beyond the stated reserve and resource grade. It should be noted that the average size of diamonds recovered from COR material and the improvements in diamond recovery are significantly below the run-of-mine from the main ore bodies, and this is reflected in the modelled price per carat. The diamonds recovered from COR and improved small diamond recovery are not currently included in the Company’s reserves and resource statement.

This mine plan does not include any production from the A-21 pipe. The development of the A-21 pipe continues to be under review but no decision has been made to develop this pipe at this time since the identification of extensions to the existing pipes has decreased the urgency to bring the pipe into the mine plan in the short term. As with the other pipes at Diavik, A-21 is located below the water of Lac de Gras. A pre-feasibility study proposes mining approximately 3.6 million tonnes of ore on an open pit basis, which is expected to yield approximately 10 million carats. The Company estimates the quality of the diamonds to be similar to those from A-154 South. DDMI continues to refine the project with a focus on reducing capital costs. Mineral resources that are not mineral reserves do not have demonstrated economic viability.

Diavik Diamond Mine – Capital and Operating Costs

The initial capital to build the Diavik Diamond Mine was spent between late 1999 and early 2003. Construction was completed on budget and ahead of schedule. From 2004 to the end of 2012, capital expenditures were for sustaining the operation and for carrying out planned mine developments. Sustaining capital included scheduled processed kimberlite containment dam raises, improvements to the processing plant, planned additions to the mine equipment fleet, rotating replacements of light vehicles, geology drilling, purchase of critical spares, and general improvements across the operations. Mine development capital included the A-418 dike, A-154 & A-418 underground decline, the A-21 decline, underground test mining and bulk sampling of kimberlite, a number of studies leading up to the present mine development plan, and some pre-works construction for the new developments and underground construction.

The capital, reclamation and operating costs for this latest reserves-based plan are based on DDMI’s estimates. Table 4 shows currently estimated sustaining capital: with the completion of the underground development in 2013, no further development capital is required under this plan going forward. The costs shown include estimated contingencies where applicable, but do not include any escalation or risk contingency amounts for unforeseen events. In addition to ongoing equipment replacements and general operational upgrades, sustaining capital will include certain categories of ongoing underground excavation to maintain mining advances to increasing depths.

Table 4 also shows currently estimated operating costs based on DDMI’s operating experience, adjusted to present-day dollar terms. Given the remote location of the Diavik Diamond Mine, a large portion of the operating expenditure is relatively fixed, with the major cost items being human resources and fuel (for both power and equipment). Not shown in Table 4 are marketing costs or private royalties as these factors are discussed separately at the end of this document.

Table 4: Operating and Capital Costs – Diavik Diamond Mine (100% Basis)

Calendar
Year CAPITAL COSTS OPERATING COSTS

Direct and
Developing Sustaining Total Indirect

C$m C$m C$m C$m
2013 7 55 62 415
2014 – 52 52 408
2015 – 46 46 392
2016 – 40 40 392
2017 – 32 32 384
2018 – 38 38 372
2019 – 27 27 398
2020 – 10 10 373
2021 – 2 2 375
2022 – 2 2 380
2023 – 2 2 315

Totals 7 306 313 4,203

Under this mine plan Diavik will cease mining operation in 2023. The reclamation costs are estimated at $188 million based on a DDMI closure cost model that is considered to be equal to or better than others used in the industry. The majority of these closure costs are expected to be spent in 2022 to 2025 although the full reclamation plan will only be completed in 2030.

Ekati Diamond Mine – Production

This updated plan is derived from the Company’s estimates, based on the current reserve and resources as of December 31, 2012. The reserve and resource information set out in this life-of-mine plan was prepared by or under the supervision of Mats Heimersson, P. Eng., an employee of the Company and a Qualified Person within the meaning of National Instrument 43-101. For more information see the Company’s Technical Report regarding the Ekati Diamond Mine dated May 24, 2013, filed on SEDAR. Following this winter’s drilling program the Company will be preparing an updated technical report on the mineral resources and mineral reserves at the Ekati Diamond Mine. The Company expects to file this technical report in the third quarter of calendar 2014.

This current mine plan assumes production from Fox, Misery, Pigeon and Lynx open pits, and the Koala and Koala North underground operations. Koala North is currently in production as a sub level retreat underground operation and is scheduled to finish later this year. Koala is currently in production as a sublevel / inclined cave underground operation and is scheduled to finish in calendar 2019. Fox is currently in operation as an open pit and is scheduled to finish in calendar 2014. Stripping of waste material and satellite kimberlite is in progress at Misery open pit with expected full year production from the Misery Main Pipe in calendar 2016 and completion of mining in calendar 2018. Stripping of waste material from Pigeon open pit is scheduled to commence in calendar 2014 with mining of kimberlite commencing in calendar 2015 and finishing in calendar 2019.

Table 5 shows the planned mining tonnage for each ore body. The data is given on a full financial year basis from Fiscal 2015, with Fiscal 2014 representing the period since the Company’s acquisition of Ekati on April 10, 2013 to January 31, 2014. These figures do not include rough diamond stocks held at the mine at the opening of each year, nor does the model take into account any rough diamond inventory available for sale that the Company currently holds.

In addition to probable reserves, this plan includes the development and mining of the Lynx pipe that is currently an indicated resource. Also as part of the mining of the Koala deposit a small portion of inferred resources is extracted along with the reserves: this material is not included in the mine plan estimates but will be processed along with the reserve ore. Mineral resources that are not mineral reserves do not have demonstrated economic viability.

Table 5: Tonnage Mined – Ekati Diamond Mine (100% Basis)

Reserves (Tonnes Millions)

Additional Resources
Fiscal Year Fox Misery Pigeon Koala
North Koala Total (Tonnes Millions)
Lynx *
2014 3.50 – – 0.33 0.40 4.23

2015 0.52 – – – 0.87 1.40

2016 – 0.02 0.83 – 1.03 1.88

2017 – 1.34 1.80 – 1.05 4.19
0.13
2018 – 1.67 0.18 – 0.98 2.82
0.96
2019 – – 2.87 – 0.67 3.55

2020 – – 1.60 – 0.44 2.04

Total 4.02 3.03 7.29 0.33 5.44 20.11
1.09

* Lynx is part of the Buffer Zone. All other deposits are part of the Core Zone.
Figures may not add up due to rounding.

Because of timing differences and blending choices the ore that is planned to be processed each fiscal year differs, sometimes significantly, from the ore mined in that fiscal year. Table 6 shows the planned ore to be processed by fiscal year and source and Table 7 the corresponding estimated carats produced.

Table 6: Ore Processed – Ekati Diamond Mine (100% Basis)

Reserves Processed (Tonnes Millions) Additional Resources
Fiscal Year Fox Misery Pigeon Koala
North Koala Total (Tonnes Millions)
Lynx *
2014 2.42 – – 0.31 0.40 3.13

2015 1.70 – – – 0.87 2.58

2016 – 0.02 0.41 – 1.03 1.46

2017 – 0.75 1.30 – 1.05 3.09
0.02
2018 – 0.87 0.99 – 0.98 2.84
0.87
2019 – 1.07 2.30 – 0.67 4.04
0.20
2020 – 0.33 2.28 – 0.44 3.05

Total 4.12 3.03 7.29 0.31 5.44 20.19
1.09

* Lynx is part of the Buffer Zone. All other deposits are part of the Core Zone.
Figures may not add up due to rounding.

Table 7: Carats Produced – Ekati Diamond Mine (100% Basis)

Reserves (Carat Millions) Additional Resources
Fiscal Year Fox Misery Pigeon Koala
North Koala Total (Carat Millions)
Lynx *
2014 0.72 – – 0.20 0.30 1.22

2015 0.36 – – – 0.51 0.87

2016 – 0.07 0.16 – 0.48 0.71

2017 – 2.90 0.57 – 0.53 4.00
0.02
2018 – 3.67 0.41 – 0.57 4.65
0.69
2019 – 4.55 0.92 – 0.45 5.92
0.15
2020 – 1.39 1.09 – 0.27 2.75

Total 1.08 12.58 3.15 0.20 3.11 20.12
0.85

* Lynx is part of the Buffer Zone. All other deposits are part of the Core Zone.
Figures may not add up due to rounding.

The Ekati processing plant has the capacity to process up to approximately 4.35 million tonnes a year. In addition to the tonnages presented in Table 6, Ekati currently plans to process all remaining available Koala North mined kimberlite in fiscal 2015, the majority of which is 150,000 tonnes of inferred resources. More significantly, Ekati currently plans to process the Misery South and Southwest Extension kimberlite that is made available as the Misery reserves are accessed. Additionally, coarse ore rejects (not currently classified as resources) will be incrementally processed.

Table 8 shows the Misery satellite pipe material that is scheduled to be excavated during the pre-stripping operations for Misery Main Pipe. Estimates of tonnage and grade for the Misery satellite pipes have been made based on bulk samples collected during exploration programs, and confirmed by more recent production tests. The total tonnage range of this material is estimated to be between 2.7 million tonnes and 4.5 million tonnes, and the satellite pipes grade is estimated to range from 1.0 carats per tonne to 1.7 carats per tonne. In fiscal 2014, approximately 340,000 carats were produced from processing 291,000 tonnes of Misery Satellite material. The diamonds that have been recovered to date display similar characteristics to diamonds from the Misery Main pipe. Dominion cautions that the potential quantity and grade remains conceptual in nature as there has been insufficient exploration and/or study to define this material as a Mineral Resources and it is uncertain if additional exploration will result in the exploration target being delineated as a mineral resource. Additional drilling is being planned for mid- 2014 with the objective of gathering sufficient data to promote this material to a mineral resource.

Table 8: Misery Satellite Material to be Excavated – Ekati Diamond Mine (100% Basis)

Misery Satellite Material Mined (Tonnes Millions)
Fiscal
Year Misery SW
Extension Misery South Total
2014 0.04 0.20 0.24
2015 0.64 0.61 1.25
2016 0.95 0.36 1.31
2017 1.42 0.08 1.50
2018 0.29 – 0.29
2019 – – –

Total 3.34 1.25 4.58

Coarse ore rejects have been stockpiled at Ekati since the start of production in 1998 to present. Several production periods have been identified during which high grade feed sources were blended through the process plant using larger aperture de-grit screens (1.6 mm slot) compared to the current 1.2 mm configuration. In addition, the re-crush circuit was not utilised during these periods. The coarse ore rejects from the production periods of interest are estimated at 3.5 milion tonnes to 4.5 million tonnes. Based on stone size distributions and recovered grade data, this material has an overall grade ranging from 0.2 to 0.6 carats per tonne. While the historic recoveries and valuations may not necessarily be indicative of recoveries or valuations within the current coarse ore rejects stockpiles, treatment of this material represents an attractive opportunity to supplement mill feed. A number of production test runs were successfully completed last year and a full assessment of the results will be finalised later this year. Dominion cautions that the potential quantity and grade remains conceptual in nature as there has been insufficient exploration and/or study to define this material as a Mineral Resources and it is uncertain if additional exploration will result in the exploration target being delineated as a mineral resource.

Mineral resources that are not included in the current mine plan include Jay, Sable and Fox deep. Jay is considered the most significant prospect due its large size and high grade (36.2 million tonnes of Indicated Mineral Resources at an average grade of 2.2 carats per tonne, 1 mm slot screen cut-off) and represents upside potential for the operation. An extensive drilling program is being conducted over the winter period in support of a pre-feasibility study for Jay. The program has also targeted the Cardinal pipe which is located approximately 5 km southeast of the Jay pipe.

The Jay, Sable and Fox deep Mineral Resources represent future plant feed upside potential, and some or all of this mineralization may be able to be incorporated in the life-of-mine plan once sufficient additional work has been undertaken to support estimation of higher-confidence Mineral Resources and eventual conversion to Mineral Reserves. There is also potential to treat low-grade stockpiles, primarily derived from open pit mining at the Fox kimberlite, if the grades in the stockpiles can be demonstrated to be economic.

Ekati – Capital and Operating Costs

The capital and operating costs for this latest plan are based on the Company’s estimates. The costs shown include estimated contingencies where applicable, but do not include any escalation or risk contingency amounts for unforeseen events. In addition to ongoing equipment replacements and general operational upgrades, sustaining capital will include certain categories of ongoing underground excavation to maintain mining advances to increasing depths.

Table 9 shows currently estimated sustaining and mine development capital, along with operating costs from Fiscal 2014 onward. These capital costs include costs associated with the development of the Misery and Pigeon pipes. The total current estimated capital cost of developing the Misery pipe is $405 million, consisting largely of mining costs to achieve ore release, and of which $201 million will be spent by end of January 2014. The current estimated cost for developing the Pigeon project is $85 million, and the Lynx project $30 million: both of these estimates include the construction of access roads, and pre-stripping of waste material to prepare the pit for production and contingency.

The estimated operating costs in Table 9 assumes that Ekati is running at full capacity and is based on the Company’s operating experience, adjusted to present-day dollar terms. Given the remote location of the Ekati Diamond Mine, a large portion of the operating expenditure is fixed, with the major cost items being labour and fuel (for both power and equipment). Not shown in Table 9 are marketing costs and private royalties as these factors are discussed separately at the end of this document.

Under this mine plan, Ekati will cease mining operation in Fiscal 2020. The reclamation costs are estimated at $347 million based on Ekati’s closure cost model that includes all activities required by the approved Interim Closure and Reclamation Plan. If the Jay and Cardinal deposits are permitted and developed, the reclamation costs under the current Mine Plan will be reduced further.

Table 9: Operating and Capital Costs – Ekati Diamond Mine (100% Basis)

Fiscal
Year CAPITAL COSTS OPERATING COSTS

Direct and
Developing Sustaining Total Indirect

C$m C$m C$m C$m
2014 90 42 132 317
2015 163 41 204 369
2016 124 42 166 361
2017 29 32 61 453
2018 – 16 16 442
2019 – – – 384
2020 – – – 379

Totals 406 173 579 2,705

Additional Economic Factors

The Company sorts its rough diamonds from Ekati and Diavik in Yellowknife, Canada and Toronto, Canada and Mumbai, India and then distributes the resulting aggregated ‘boxes’ to its Belgian and Indian subsidiaries for sale. The Company’s current budget for marketing 100% of the Ekati goods and 40% of the Diavik goods is approximately $20 million per annum.

Based on the Company’s rough diamond sales during the fourth calendar quarter of 2013 and the current diamond recovery profile of the Diavik and Ekati processing plant, the Company has modeled the current approximate rough diamond price per carat for each of the deposits listed in Table 10 below.

Table 10: Modelled diamond prices by deposit

Deposit
Average Price per
Carat $US
Diavik

A-154 South
$140

A-154 North
$180

A-418

$100

Coarse Ore Rejects
$50

Small Diamond Project $50

Ekati

Koala

$375

Koala North
$420

Fox

$305

Pigeon

$195

Lynx

$225

Misery Main

$105

Misery South & South West $90-110

Coarse Ore Rejects
$65-120

The Company is currently budgeting on the basis of a US$/C$ exchange rate of 1.045, and in its own financial models assumes a real diamond price growth rate of 2% per annum.

Both the Ekati Diamond Mine and the Diavik Diamond Mine pay royalties to the Federal Government. For each mine the Federal Government royalty payable is equal to the lesser of 13% of the value of the ‘Output’ of the mine or an amount calculated based on a sliding scale of royalty rates dependent upon the value of ‘Output’ of the mine, ranging from 5% for value of output between $10,000 and $5 million to 14% for value of output over $45 million.

In addition the Company pays three private royalties to third parties. At Ekati, a royalty is payable on kimberlite production from the Misery pipes such that C$18.76 per tonne mined and processed is payable on the first 428,390 tonnes, and C$23.42 per tonne mined and processed is payable on the next 544,000 tonnes. At Diavik, there are two private royalties each paying 1% of the value of sales revenue.

For further information:

Mr. Richard Chetwode, Vice President, Corporate Development – +44 (0) 7720-970-762 or rchetwode@ddcorp.ca

Ms. Kelley Stamm, Manager, Investor Relations – +1 (416) 205-4380 or kstamm@ddcorp.ca

(DDC. DDC)
Source: Dominion Diamond Corporation
Related stocks: NYSE:DDC Toronto:DDC

Written by asiafreshnews

February 6, 2014 at 2:55 pm

Posted in Uncategorized

OANDA Partners with BeeksFX to Offer Retail Traders Lower Latency

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Currency investors, speculators, and algorithmic traders using the fxTrade platform get direct access to one of the world’s premiere data centers
SINGAPORE, Feb. 4, 2014 /PRNewswire/ — OANDA, a global provider of innovative foreign exchange trading services, has partnered with BeeksFX to provide access inside one of the financial industry’s leading data centres to customers of the award-winning fxTrade platform. Through BeeksFX’s fully managed Virtual Private Server (VPS) and Cross Connected offerings, currency investors, speculators, and algorithmic traders using OANDA’s API’s or MetaTrader4 (MT4) with fxTrade can expect some of the lowest latency in the retail forex industry.
“Low-latency access to the markets is a fantastic example of how OANDA, as a technology leader, can help to increase our clients’ opportunities for success,” said Courtney Gibson, Vice-President of Trading, OANDA Corporation. “Creating opportunities like this, to bring our customers inside the same data center enjoyed by large banks and major investment houses, is central to OANDA’s mission of combining our position as both a technology powerhouse and a veteran market maker, to help create what we hope is the fairest possible market for customers and their investments.”
Effective immediately, BeeksFX’s and OANDA’s servers are co-located at the world-renowned Equinix NY4 data center, alongside all the top financial markets worldwide, including the Chicago Board Options Exchange (CBOE), and located just milliseconds from Wall Street. Ultra-low latency networks are of the utmost importance to forex traders to ensure accurate trade entries and exits, and because currency markets almost never sleep, BeeksFX guarantees its VPS services with a 99.9% uptime policy.
Providing the best possible colocation services at the most affordable price available, BeeksFX offers three distinct monthly subscription packages: Bronze, Silver, and Gold. To celebrate the partnership, all of OANDA’s fxTrade clients will receive a 30% discount on the subscription package they choose.
“Building on our global reputation for providing forex traders with exceptional execution quality on our fxTrade and fxTrade Mobile platforms, our decision to partner with BeeksFX means we will offer some of the lowest latency in the industry,” said George Nassar, Product Management, OANDA Corporation. “Our innovative trading platform, coupled with BeeksFX’s Cross Connected VPS, will provide our clients with one of the most affordable, flexible, and third-party friendly solutions currently available to retail traders.”
BeeksFX’s fully managed VPS is available for all OANDA clients today. The Cross Connected VPS offering will be fully implemented with OANDA’s servers in the second quarter of 2014.
“The location of the VPS to reduce latency has become all-important. Our robust, secure, and well-supported platform is tailored for the needs of the modern forex trader,” said Gordon McArthur, CEO, BeeksFX. “We are delighted to partner with a broker like OANDA who shares the same customer-focused values and passion for excellence in the retail forex industry.”
For details on the BeeksFX for OANDA offer, visit: https://www.beeksfx.com/index.php/oanda-reservation.
For information about OANDA, visit: http://www.oanda.sg, and follow us on Twitter, Facebook or YouTube.
About OANDA
OANDA transformed the business of foreign exchange through an innovative approach to forex trading. The company’s industry leading online trading platform, fxTrade, introduced a number of firsts to the marketplace, including immediate execution; instant settlement on trades; trades of any size between one unit and 10 million units; and interest calculated by the second. The company’s many awards attest to the power and flexibility of its trading platform. In 2013, OANDA was honoured with nearly a dozen awards, including Best Trade Execution Provider, Best Retail Trading Platform and Best Mobile Trading Platform by International Finance Magazine; as well as Best Value for Money by Investment Trends in each of the U.S., UK, and Asia Pacific markets.
OANDA was also the first online provider of comprehensive currency exchange information, and today the company’s OANDA Rate® data provides benchmark rates for corporations, auditing firms, and global banks.
OANDA has five offices worldwide, in Chicago, London, Singapore, Tokyo, and Toronto. OANDA is fully regulated by the U.S. Commodity Futures Trading Commission (CFTC), the U.S. National Futures Association (NFA), the Monetary Authority of Singapore (MAS), the Investment Industry Regulatory Organization of Canada (IIROC), the UK Financial Conduct Authority (FCA), and the Japanese Financial Services Agency (FSA).
This information is made available to you by OANDA Asia Pacific Pte Ltd. OANDA Asia Pacific Pte Ltd holds a Capital Markets Services Licence issued by the Monetary Authority of Singapore and is also licensed by the International Enterprise Singapore. Co Reg No. 200704926K. Trading in leveraged over-the-counter contracts for foreign currency, precious metals, and CFDs carries a high level of risk and may not be suitable for all investors. You should never put at risk any amount that you cannot afford to lose. More details under: http://www.oanda.sg/legal/risk-warning.
© 1996 – 2013 OANDA Corporation. All rights reserved. All Registered Trade Marks used in this set of material, whether marked as Trade Marks or not marked, are declared to belong to their respective owner(s). OANDA Corporation owns Trade Marks of all its “FX” products.
The information on this material is not directed at residents of the United States, nor is it intended for distribution to, or use by, any person in any jurisdiction, where such distribution or use is contrary to local laws or regulations.
About BeeksFX
Founded in 2009 in Glasgow, Scotland, by two IT entrepreneurs, BeeksFX VPS are global experts in the provision of low latency, automated, robust, and secure trading platforms. The aim of the company is simple: to provide technical expertise and advice in the highly sophisticated area of automated trading.
Media Contact:
The Hoffman Agency for OANDA Asia Pacific
Jacintha Ng
Direct: +65-6361-0250
OANDASG@hoffman.com
http://www.hoffman.com
Source: OANDA

Written by asiafreshnews

February 6, 2014 at 2:53 pm

Posted in Uncategorized

Travel & Tourism Industry Welcomes SATTE 2014 in Mumbai

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MUMBAI, India, Feb. 4, 2014 /PRNewswire/ — UBM India today flagged off the SATTE MumbaiWest, the Mumbai edition of SATTE 2014; India’s foremost travel and tourism sector event, at the Nehru Centre in Mumbai, The event was inaugurated by Chhagan Bhujbal, Minister for Tourism, Govt. of Maharashtra.
(Photo: http://photos.prnewswire.com/prnh/20140203/667576)
SATTE MumbaiWest, which includes two days of B2B meetings amongst the travel and tourism community from Western India, has significantly grown in the last three years of its existence. In its fourth edition, SATTE MumbaiWest has to its credit, exhibitors from across the industry. State Tourism Boards that are keen on expanding business with the western region have joined hands to be a part of the trade show. Tourism entities such as Goa Tourism Development Corporation; Chhattisgarh Tourism Board; West Bengal Tourism; Karnataka Tourism; Tamil Nadu Tourism; Maharashtra Tourism Development Corporation; Kerala Tourism and Madhya Pradesh State Tourism Development Corporation are some of the confirmed participants.
Additionally, the State Tourism Boards of West Bengal and Maharashtra will leverage the platform provided by SATTE MumbaiWest to update the fraternity on their respective states and their offerings through destination briefings.
With India emerging as one of the fastest growing travel market, the NTOs are keen to tap the potential of this segment. With metros being the largest feeder markets and Mumbai being one of the country’s largest source markets in the western region, the NTOs have participated in SATTE MumbaiWest 2014 to further optimise the potential. Korea Tourism Organization; Ministry Of Tourism, Sultanate of Oman; Zagreb Tourist Board; Cambodia Ministry of Tourism; Government of Dubai, Department of Tourism & Commerce Marketing; Turkish Culture & Tourism Office and Tourism Malaysia are among the names that will be showcasing their destinations at the event.
In addition to the NTOs, are international DMCs and tour operators such as Andaman Escapades; Al – Tayyar Travel Group – Egypt; Chariot Holidays; Heritage Tours (Israel); Lavasa Tourism and Freedom Holidays Incoming, all who are optimistic with regard to the potential of the Indian market and intend to increase visibility through SATTE MumbaiWest 2014.
SATTE 2014 Mumbai edition has extensive representation from the hospitality industry too. Leading hospitality participants include the Anantara Resorts & Spa; Atlantis The Palm Dubai; Singhotel Andaman; Hycith by Sparsa; Vasundhara Sarovar Premiere; The Ambassador Hotel and Frasers Hospitality amongst others. In addition to the major tourism sectors, technology support companies and travel service companies are also set to showcase their products at the event. Falcon business resources; Iween Software Solutions, Interglobe aviation and PR Newswire are some of the entities that will be present at SATTE MumbaiWest.
The 21st edition of SATTE 2014 which was flagged off in Delhi last week has set a positive tone for the sector in 2014. The 2014 Delhi edition witnessed interested buyers, not only from the metros, but also tier II and tier III cities and laid emphasis on responsible and sustainable tourism, MICE, cruise and corporate travel.
The Delhi edition of SATTE 2014 was inaugurated by Shri Parvez Dewan, Secretary, Ministry of Tourism, Govt. of India amongst the esteemed guests from the industry. SATTE 2014 served as an important platform for senior decision makers. Dignitaries from the travel and tourism sector included Ms. Alla Peressolava, Head, SILK ROAD Programme/ FAIRS Programme, UNWTO, Ms Sandie Dawe, CEO, VisitBritain, Mr Zulkifly Md. Said, Director General, Islamic Tourism Centre, Malaysia, Mr Nakul Anand, Chairman, Federation of Associations in Indian Tourism & Hospitality (FAITH) and Executive Director, ITC Ltd, Mr. Subhash Goyal, President, Indian Association of Tour Operators, Mr Iqbal Mulla, President, Travel Agents Association of India, Mr Zakkir Ahmed, President, Travel Agents Federation of India, Mr Guldeep Singh Sahni, President, Outbound Tour Operators Association of India, and Mr S M Shervani, President, Federation of Hotel and Restaurant Associations of India.

Important international delegates included HE Nancy J. Powell, U.S. Ambassador to India, among other ambassadors and High Commissioners of various countries who graced the event with their presence.
Major announcements made at SATTE 2014 in Delhi included:
VisitBritain announced Memorandum of Understanding (MoU) between UK and Indian Trade Associations
The Incredible India website now offers a comprehensive resource for tourist information and commission-free booking of hotels, trains and flights within India
Visa-free medical tourism from Maldives to India for 60 days
Launch of Maharashtra Tourism Diamond Alliance in consultation with the best tourism sector players for joint promotion and knowledge exchange, with MoUs signed with Canada and Japan
New additions to the 2014 SATTE included Zambia, Singapore, Taiwan, Bangladesh, Armenia, and Gold Coast (Australia), while USA, Kenya, Nepal, Bhutan, Turkey and Seychelles increased their presence at SATTE 2014.
SATTE’s enhanced buyer programme offered an incentivised Pre-Scheduled Appointments (PSAs) system enabling buyers to schedule appointments, ensuring opportunities for international and regional senior level buyers to source new destinations and travel products on the show floor.
Joji George, Managing Director, UBM India, said, “UBM India’s focus for SATTE has always been to establish India as one of the most sought after, tourism destination on the global tourism map. SATTE 2014, as a event offering world-class networking platform to the travel and tourism industry to meet, network and grow their businesses, has received phenomenal response from the industry. The contribution of the SATTE Conference too was well received for highlighting the contemporary challenges faced by the industry and preparing the roadmap for the future.”
About UBM India
UBM India is India’s #1 and South Asia’s leading live media and events company that engages people and enriches businesses. We provide the industry, a platform that brings the world’s buyers and sellers together through a portfolio of exhibitions, content led conferences, seminars, tech media, live events, data services and powerful media brands. Enabling trade across multiple industry verticals, we host over 20 large scale exhibitions and over 60 conferences every year, across the country. UBM India, a UBM Asia Company, has teams across Mumbai, New Delhi, Bangalore and Chennai. Owned by UBM plc, listed on the London Stock Exchange, UBM Asia is Asia’s leading exhibition organizer and the biggest commercial organizer in mainland China, India and Malaysia. For further details, please visit the UBM India website at http://www.ubmindia.in
Contact:
Teena Sainani
+91-98705-48583
teena.sainani@ubm.com
Source: SATTE 2014 and UBM India Pvt Ltd

Written by asiafreshnews

February 6, 2014 at 1:44 pm

Posted in Uncategorized

Frost & Sullivan: Moderate growth for Australia’s contact centre applications market as momentum shifts towards hosted and cloud based solutions

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— As on-premise vendors struggle to drive growth, the emerging cloud based contact centre market will grow at a CAGR of 38.9%

SYDNEY, Feb. 4, 2014 /PRNewswire/ — The Australian contact centre applications market grew 11.3% in 2012 from the previous year. Frost & Sullivan anticipates the on premise contact centre market to record moderate growth at a Compound Annual Growth Rate (CAGR) of 6.2% from 2012 to 2019. Performance optimisation, quality management and multimedia applications continue to be the main drivers of growth.

Large contact centres running complex solutions are more inclined towards on-premise solutions, but these tend to be resource and capital intensive to deploy and maintain. In addition, most on-premise deployments come with long contract terms, which organisations are becoming increasingly reluctant to commit to. Audrey William, Head of Research, ICT Practice, Frost & Sullivan ANZ says, “Organisations are increasingly evaluating alternative solutions offering similar capabilities with more flexible deployment and payment models; this is driving demand for hosted and hybrid solutions, where vendors such as Interactive Intelligence have been particularly successful.”

While the market awareness of hosted contact centre solutions is high, the fully cloud based contact centre market is still at a nascent stage of growth. The cloud based contact centre market in Australia is expected to experience very high growth at a Compound Annual Growth Rate (CAGR) of 38.9% from 2012 to 2019 due to a small market base and growing demand from organisations adopting cloud based contact centre solutions.

Hosted contact centres are the preferred option for organisations moving away from the on-premise model. However, the cloud based contact centre market is in the early stages of growth as organisations remain concerned about reliability, security and availability issues of a fully cloud based contact centre model. A hosted contact centre solution with dedicated infrastructure mitigates most of these concerns, thereby serving as the preferred option for organisations.

“As momentum gathers towards third party hosted and delivered contact centre solutions, telcos with their network expertise, will be advantageously positioned to capitalise on this trend. Telcos will be well positioned to leverage their market reach to offer bundled solutions. Telstra and Optus have strong vendor partnerships to go with their carrier and local data centre capabilities. Additionally, global telcos such as BT are strengthening their market presence through vendor partnerships,” adds William.

As the market matures, current challenges such as security and lack of vendor choice will be mitigated as the high growth rate will attract new entrants, increasing competition and improving market understanding of cloud based contact centre solutions.

Future cloud contact centre market developments will focus on building local data centre capabilities to address security concerns. Vendors without local data centre capability will be severely challenged to secure customer wins and generate growth. Partnerships between major telcos and systems integrators, such as IPscape’s with Telstra Global, to address the cloud based market, will be a strategic focus for cloud contact centre vendors.

Frost & Sullivan’s research, Australian Contact Centre Market 2013 reports that while on-premise deployments are currently the preferred deployment model for Australian contact centre solutions, the market is moving towards a third party managed and delivered model. Interactive Intelligence and Nuance were the only vendors to record double digit revenue growth in 2012, indicating a shift in the contact centre applications market. Nuance holds the advantage of operating in a niche market segment of voice and speech based technologies, where it holds a dominant market share. On the other hand, Interactive Intelligence has achieved growth through its ability to offer a breadth of solutions over on-premise or hosted deployment models. Although growing from a small base, its growth is reflective of the demand for flexible deployment models.

Contact centre vendors, Verint Systems and NICE Systems, have leveraged their expertise in surveillance and data monitoring to offer analytics and optimisation solutions. The ability to convert data into actionable information combined with strong industry and channel partnerships gives these vendors a strong presence in the market.

Anand Balasubramanian, Industry Analyst, ICT Practice, Frost & Sullivan ANZ, says “The growing focus on analytics and big data has encouraged specialised vendors to enter the market. For example, [24]7 started with contact centre solutions and now focuses almost entirely on customer experience solutions and analytics, differentiating itself from other analytics focused vendors by using predictive analytics. With contact centres moving beyond IVRs and ACDs to include other applications such as optimisation and analytics, new vendors offering integrated or specialised stand-alone applications will emerge.”

Contact centre vendors are also integrating social media engagement and analysis capabilities with core contact centre solutions. “Offering proactive support, monitoring and tracking of trends across social media sites such as Facebook, Twitter, LinkedIn and Instagram provides a single platform for information consolidation, enabling businesses to spot specific trends and extend customer support over social networking sites. Genesys is promoting its Social Engagement platform as an integrated application while Interactive Intelligence acquired Buzzient, which specialises in integrating business applications such as CRM with social media sites. Social media and customer experience focused vendors such as RightNow (Oracle) will benefit from the demand and offer solutions to integrate with a vendor’s contact centre platform,” added Balasubramanian.

In July 2013 Frost & Sullivan surveyed 227 IT decision makers in Australia to understand views toward contact centres and some of the findings include:

60% of Australian organisations are using on-premise contact centre solutions. 17% of organisations are using hosted contact centres. Just over 10% of organisations have partly migrated to a fully cloud based contact centre solution, where the vendor offers the solution from its own or partner hosted data centres.
Over 60% of organisations are likely to evaluate or deploy cloud based solutions in the next two years.
The main requirements for contact centres over the next two years will be providing multi-channel support and implementing optimisation solutions.

Frost & Sullivan Australian Contact Centre Market Report 2013, forms a part of the Frost & Sullivan Enterprise Communications Research program. All research services included in this subscription provide detailed market opportunities and industry trends evaluated following extensive interviews with market participants. The report also includes survey results and statistics of 227 IT decision makers in Australia to understand market behaviour and views towards Unified Communications and Contact Centre Solutions. Respondents were senior management level executives, IT managers and IT decision makers with control of or insight into the technology budget and strategy of their organisation.

About Frost & Sullivan

Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today’s market participants. For more than 50 years, we have been developing growth strategies for the global 1000, emerging businesses, the public sector and the investment community. Is your organization prepared for the next profound wave of industry convergence, disruptive technologies, increasing competitive intensity, Mega Trends, breakthrough best practices, changing customer dynamics and emerging economies? Contact us: Start the discussion

Contact:

Donna Jeremiah
Corporate Communications — Asia Pacific
P: +61 (02) 8247 8927
F: +61 (02) 9252 8066
E: djeremiah@frost.com

http://www.frost.com
Source: Frost & Sullivan

Written by asiafreshnews

February 6, 2014 at 11:47 am

Posted in Uncategorized

Syngenta – Full Year Results interview with CEO

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LONDON /PRNewswire/ — In a full year-results video interview, Syngenta Chief Executive Mike Mack reveals that the company grew integrated sales 6% during 2013. He also announces a major cost efficiency programme:
“The cost is $900m and it will deliver benefits of $1bn per year of annualised cost savings… It’s going to be targeted in three areas, the first is production, the second is in research and development and thirdly, perhaps most importantly, our customer-facing operations.”
Mr. Mack explores the implications that declining soft commodity prices and volatility in emerging market currencies will have on his business in the year ahead:
“Currency is on everybody’s mind and the volatility is a worry, but Syngenta has had a lot of exposure and experience over the past 13 years in dealing with this, we’ve got some terrific risk management programs that have actually helped us grow our business in some of these emerging markets.”
Looking ahead he re predicts that 2014 will see “sales growing at a similar rate to 2013” and he reiterates the $25bn sales target for 2020.
The interview and transcript are available now on http://video.merchantcantos.com.
MerchantCantos produces in-depth interviews, documentaries and webcasts with senior company executives. If you would like to contact us, please email prnsupport@merchantcantos.com or phone 44 207 936 1352.
Source: Syngenta

Written by asiafreshnews

February 6, 2014 at 11:19 am

Posted in Uncategorized

Frost & Sullivan: Energy Efficiency Regulations Fuel Adoption of Higher Priced IE3 Class Induction Motors in Western Europe

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– Offering value-added services along with strategic pricing will energise sales

LONDON, Feb. 4, 2014 /PRNewswire/ — In Europe, industrial electric motors are responsible for consuming about 70 percent of the energy produced, making them one of the most widely used electrical loads across all industries. The overall power consumption by a motor over its lifespan also accounts for about 85 percent of its lifetime costs. Realizing this, end users are looking to reduce energy consumption and operational costs by replacing old motors with more energy-efficient ones. Along with the upcoming Phase 2 of motor energy efficiency regulations (640/2009/EC), these factors are expected to sustain the growth of the Western European electric motors market.

New analysis from Frost & Sullivan (http://www.motors.frost.com/), Analysis of the Western European Electric Motors Market, finds that the market earned revenues of $5.16 billion in 2013 and estimates this to reach $5.94 billion in 2017. The research covers fractional horse power and integral horse power (IHP) motors.

The first phase of the EU energy-efficiency directive was implemented in 2011. The second phase, which requires induction motors with a power output range between 7.5 kW and 375 kW to meet the IE3 standard or alternatively satisfy the IE2 standard and be equipped with a variable frequency drive, is expected to be in place by 2015.

“This means that end users, who need to replace their old and obsolete motors, will be forced to purchase IE2 or IE3 energy-efficient motors that cost 25 to 37 percent more than IE1 or less energy-efficient motors,” said Frost & Sullivan Industrial Automation & Process Control Research Analyst Abhinav Nagial. “While the sales of higher priced IE3 class induction motors are expected to boost revenues, the economic scenario might dampen market potential.”

The recent economic downturn and the ongoing debt crisis across European economies have slowed down industrial activity. Stagnation in large commercial mining, construction, ship building, chemical and petrochemicals projects have especially decreased the demand for medium voltage IHP motors. Although the steps taken by the EU to tackle the debt crisis are encouraging recovery, it is unequal across different countries in Western Europe.

Another challenge for the region’s electric motors market is the lack of funding from private and public institutions as key end-user segments including chemical, petrochemical, oil and gas and process industries depend on credit availability for implementing new projects. End users in Italy and Spain are particularly reluctant to invest as they face high unemployment rates and political uncertainty.

“Given these challenges, manufacturers of electric motors should charge competitive prices and offer value-added services to differentiate themselves from the competition,” opined Nagial. “Strategic pricing of higher-efficiency motors will be especially important to succeed in the Western European marketplace.”

If you are interested in more information on this research, please send an email to Julia Nikishkina, Corporate Communications, at julia.nikishkina@frost.com, with your full name, company name, job title, telephone number, company email address, company website, city, state and country.

Analysis of the Western European Electric Motors Market is part of the Power Transmission Growth Partnership Service program. Frost & Sullivan’s related research services include: European Power Conversion Market in Oil and Gas Industry, Indian Electric Motors Market, and Australia–New Zealand Medium and High Voltage Motors Market. All research services included in subscriptions provide detailed market opportunities and industry trends evaluated following extensive interviews with market participants.

About Frost & Sullivan

Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today’s market participants.

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Analysis of the Western European Electric Motors Market
M9B0-17

Contact:
Julia Nikishkina
Corporate Communications — Europe
P: +7 (499) 213 0156
E: julia.nikishkina@frost.com
LinkedIn: Frost & Sullivan’s Industrial Automation and Process Control Forum
Twitter: @FS_Automation

http://www.frost.com/
Source: Frost & Sullivan

Written by asiafreshnews

February 6, 2014 at 11:19 am

Posted in Uncategorized