Business
Prayut’s Gamble on Northern Special Economic Zones
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MAE SOT – For a great deal of the previous century, the Thai border town of Mae Sot in Northern Thailand stood on one of Asia’s wilder frontiers. Prime Minister Gen. Prayuth Chan-Ocha wants to turn once unruly border regions into zones of economic prosperity.
On the opposite bank of the swirling, mud-brown Moei River in neighboring Myanmar, Karen insurgents waged a seemingly endless independence war. Smugglers trafficked guns, opium, timber, and gemstones. Then there was the two-way human cargo during the past three decades: 120,000 battle-scarred refugees seeking sanctuary in Thailand, battle-hardened mercenaries heading in the opposite direction.
In this unlikely outpost—and others like it along Thailand’s 5,673 kilometers (3,523 miles) of borders—Prayuth Chan-Ocha, the general who runs Bangkok’s ruling military junta, is making a big bet: that he can turn former war zones into some of Southeast Asia’s most prosperous marketplaces. He’s doing it by creating 10 special economic zones that offer tax breaks and other incentives to investors venturing into now-peaceful border areas close to fast-growing Myanmar (formerly known as Burma), Vietnam, Cambodia, and Laos.
Low taxes are only part of the allure. Relying on a mix of government revenue, bond sales, and other funding, Prayuth plans to spend $83 billion over seven years on new railways, roads, and customs posts to establish cross-border trade routes. The idea is to link some 2.4 billion consumers in China and India with Asia’s newest economic grouping, the ASEAN Economic Community, of which Thailand is a member. The 10-nation Southeast Asian common market, which opens for business next year, boasts a combined economy of $2.3 trillion and a population of 625 million.
As well as sitting at the heart of the AEC, Thailand is less than 200 kilometers from China at its closest point. Across the river from Mae Sot, a city of 100,000, Myanmar provides a potential land bridge to India. Prayuth is determined that his country of 68 million people—despite a torrid recent political history of coups and chaos—will become the region’s investor-friendly communications, trade, and logistics hub. “We have cleaned up our home to accommodate investors,” says Atchaka Sibunruang, a longtime civil servant whom Prayuth appointed industry minister in August in a major government reshuffle aimed at reinvigorating growth.
Investors are taking note. Japanese and Chinese companies are competing to bid for some of the most strategic rail projects. Japanese firms are even eager to construct a line that would partly replicate the route of the World War II Thailand-Burma Death Railway immortalized on film in The Bridge on the River Kwai.
Thailand, Southeast Asia’s second-biggest economy, is highly dependent on exports. It’s one of the world’s major suppliers of products as diverse as hard disk drives, automobiles, rice, and canned tuna. But since Prayuth seized power in May 2014, total exports have declined as global growth slowed and commodities prices plunged. According to government projections, shipments this year will slide 5 percent, while gross domestic product growth will be 2.8 percent, one of the slowest rates in Southeast Asia.
Consumer confidence fell for the first nine months of this year before edging up in October, household debt is rising, the workforce is aging, and an El Niño–triggered drought has hit one-third of Thailand’s 76 provinces, potentially damaging as much as 30 percent of the rice crop. A bomb that exploded in central Bangkok in August, killing 20 people, cast a pall over Thailand’s booming tourism industry, which accounts for 10 percent of GDP.
Then there’s QuickTake political gridlock. When Prayuth overthrew the elected government following months of turmoil, he promised a swift return to civilian rule. More than 18 months later, no election date has been fixed. An impending royal succession has further clouded the country’s future. The revered King Bhumibol Adulyadej, who turns 88 on Dec. 5, is the world’s longest-reigning monarch, having ascended to the throne in 1946.
Against this backdrop, Thai border trade looks promising. It’s surging as less developed neighboring countries’ economies expand at more than double, even triple, Thailand’s pace. In the first eight months of 2015, Thai sales to Myanmar, Vietnam, Cambodia, and Laos jumped 8.1 percent to $14.5 billion. That accounted for 10 percent of Thailand’s total exports. Mae Sot is setting the pace, with cross-border trade in 2014 close to $2 billion, a 250 percent increase over three years earlier.
Special economic zones in Asia are nothing new. In the 1980s, China’s reformist leader Deng Xiaoping set up five of them—including the border boom town of Shenzhen, adjacent to Hong Kong—to help kick-start what is now the world’s second-largest economy. While Mae Sot is no Shenzhen, it stands just 100 meters (330 feet) across the Moei from Myanmar, a once-isolated country of 54 million that’s undergoing a helter-skelter political and economic transformation.
Once one of the world’s poorest countries, Myanmar will grow at 8.5 percent this year, according to the World Bank. That’s faster than even China or India. Equally significant, Mae Sot is located almost precisely midway between Bangkok and Myanmar’s largest city, Yangon, formerly known as Rangoon. It also straddles a planned east-west rail and road corridor linking the Vietnamese port of Danang with the Indian subcontinent via Laos, Thailand, and Myanmar. “Today, Mae Sot is just a district, but it will become a great city,” says Chaiya Yimwilai, a U.S.-educated vice minister in Prayuth’s office.
Nascent signs of that are already apparent in Mae Sot. On the outskirts, a four-lane bridge to Myanmar is under construction to complement the two-lane structure that can handle only a fraction of the present trade. On a street once lined by simple so-called shop houses, a supermarket owned by the Thai unit of the British retail giant Tesco sprawls over a downtown block. Property prices have soared 500 percent in 10 years, according to the local chamber of commerce. Recent developments include upmarket apartments such as the unsubtly named Rich Condo.
The seriously rich Dhanin Chearavanont, billionaire chairman of Bangkok-based Charoen Pokphand Group, is building an industrial estate down the road. Another publicly listed company, Bangkok-based Saha Pathana Inter-Holding, has already opened one. Its modern, air-conditioned factories are a far cry from the Asian sweatshops of yesteryear. Young immigrant women from Myanmar, immaculately dressed in traditional saronglike longyis, turn out Guy Laroche handbags, Arrow shirts, Polo socks, and the like.
Down on the Moei riverbank, the Veerasomkiat family—which 10 years ago struggled to earn a living trading chilies, shallots, and the headache-inducing food additive monosodium glutamate—loads river barges with cars destined for the Myanmar market. The number of vehicles shipped by its company, Klang 9 Logistics, has risen from 1,000 a month in 2009 to 3,000 per month now. Admittedly, many of them are refurbished secondhand Japanese family sedans. “But these days we are also shipping some brand-new Ferraris, Rolls-Royces, and Bentleys,” says Papawadee Teamjaijarean, 37, who helps her father, Surachai Veerasomkiat, run the business.
Barges used today may be replaced by land transport tomorrow as Presidents Xi Jinping of China and Narendra Modi of India plan new roads and railways that will meet up with the networks Thailand is building. “Being at the center of the region, Thailand has advantages other countries don’t have,” says Chompoopen Sirithorn, who helps manage $36 billion for the Social Security Office, Thailand’s biggest pension fund. “The border trade is its one bright spot and will attract overseas investors.”
Former Glencore International Chairman Simon Murray says he will be watching Thailand’s new border economic zones closely but cautiously. Hong Kong–based Murray has investments in Myanmar ranging from an oil services company to a distillery that produces a 43-percent-proof local whiskey named High Class. He hopes to export spirits overland through Thailand but notes that the border trade depends on continuing warming political relations between former enemies. Thais have never forgotten that invaders from Myanmar sacked the then–Thai capital, Ayutthaya, in 1767.
And more-recent conflicts, between the Myanmar central government and a dozen ethnic rebel groups, including the Karen across the border from Mae Sot, have been papered over by tenuous peace treaties. During the Vietnam War, which ended in 1975, Thailand sided with the U.S., letting it bomb Vietnam, Cambodia, and Laos from Thai bases. “There’s a lot of potential but also a lot of history,” says Murray, whose firm, Simon Murray & Co., is backed by Asia’s richest man, Li Ka-shing.
That said, the lure of Mae Sot seems likely to win over Taiwanese businessman Chia-tse Lee, 60, president of Taipei-based Danee Silk International. Lee owns one silk factory in China’s Zhejiang province. Now, he says, Mae Sot could be the site of his next expansion. “There is more energy here,” he says during an interview in Mae Sot. Although much of Mae Sot’s labor comes from across the border in poorer Myanmar, local businesses still pay the minimum daily rate of 300 Thai baht ($8.50).
In a country with one of the world’s lowest unemployment rates—0.78 percent—a chronic labor shortage means few Thais are interested in such jobs. But the pay is enough to lure the likes of Ma Cherrg, 24, a university graduate from Myanmar, to swap her law books for a slot on a Mae Sot production line. “This place is good to work, and it is also safe,” she says, referring to the fear of human trafficking that still pervades wilder border areas.
Life on the Thai-Myanmar border is still grim for many, as a visit to physician Cynthia Maung’s Mae Tao Clinic in Mae Sot testifies. Maung, 56, fled Myanmar in 1988 after the then–ruling generals brutally put down Aung San Suu Kyi’s democracy movement. Today, backed by donors such as investor George Soros, she treats for free many of the 120,000 refugees still fearful of returning home and, increasingly, immigrant workers who have missed out on Mae Sot’s boom. “The peace process in Myanmar is still very fragile,” she says. “And with land becoming so expensive in Mae Sot, the poor get poorer.”
Despite the city’s success so far, even the generals who seized power in the 2014 coup are hedging their bets. In September, the government announced tax breaks to attract investors to more-developed parts of the country. They also earmarked two popular tourist destinations, the resort island of Phuket and the historic walled northern city of Chiang Mai, as potential technology hubs. “Talented people in the software industry would like to live in a beautiful environment so they can think better,” says Industry Minister Atchaka. Until that happens, though, adventurous investors may find more opportunities on Thailand’s once-wild frontiers.
By William Mellor, With assistance from Anuchit Nguyen and Supunnabul Suwannakij.
Business
PepsiCo Reduces Revenue Projections As North American Snacks And Key International Markets Underperform.
(VOR News) – In the third quarter of this year, Pepsi’s net income was $2.93 billion, which is equivalent to $2.13 per share. This was attributed to the company.
This is in stark contrast to net income of $3.09 billion, which is equivalent to $2.24 per share, during the same period in the previous year. The company’s earnings per share were $2.31 when expenses were excluded.
Net sales decreased by 0.6%, totaling $23.32 billion. Organic sales increased by 1.3% during the quarter when the effects of acquisitions, divestitures, and currency changes are excluded.
Pepsi’s beverage sales fell this quarter.
The most recent report indicates that the beverage and food sectors of the organization experienced a 2% decline in volume. Consumers of all income levels are demonstrating a change in their purchasing habits, as indicated by CEOs’ statements from the previous quarter.
Pepsi’s entire volume was adversely affected by the lackluster demand they encountered in North America. An increasing number of Americans are becoming more frugal, reducing the number of snacks they ingest, and reducing the number of times they purchase at convenience stores.
Furthermore, Laguarta observed that the increase in sales was partially attributed to the election that occurred in Mexico during the month of June.
The most significant decrease in volume was experienced by Quaker Foods North America, which was 13%. In December, the company announced its initial recall in response to a potential salmonella infection.
Due to the probability of an illness, the recall was extended in January. Pepsi officially closed a plant that was implicated in the recalls in June, despite the fact that manufacturing had already been halted.
Jamie Caulfield, the Chief Financial Officer of Pepsi and Laguarta, has indicated that the recalls are beginning to have a lessening effect.
Frito-Lay experienced a 1.5% decline in volume in North America. The company has been striving to improve the value it offers to consumers and the accessibility of its snack line, which includes SunChips, Cheetos, and Stacy’s pita chips, in the retail establishments where it is sold.
Despite the fact that the category as a whole has slowed down in comparison to the results of previous years, the level of activity within the division is progressively increasing.
Pepsi executives issued a statement in which they stated that “Salty and savory snacks have underperformed year-to-date after outperforming packaged food categories in previous years.”
Pepsi will spend more on Doritos and Tostitos in the fall and winter before football season.
The company is currently promoting incentive packets for Tostitos and Ruffles, which contain twenty percent more chips than the standard package.
Pepsi is expanding its product line in order to more effectively target individuals who are health-conscious. The business announced its intention to acquire Siete Foods for a total of $1.2 billion approximately one week ago. The restaurant serves Mexican-American cuisine, which is typically modified to meet the dietary needs of a diverse clientele.
The beverage segment of Pepsi in North America experienced a three percent decrease in volume. Despite the fact that the demand for energy drinks, such as Pepsi’s Rockstar, has decreased as a result of consumers visiting convenience stores, the sales of well-known brands such as Gatorade and Pepsi have seen an increase throughout the quarter.
Laguarta expressed his opinion to the analysts during the company’s conference call, asserting, “I am of the opinion that it is a component of the economic cycle that we are currently experiencing, and that it will reverse itself in the future, once consumers feel better.”
Additionally, it has been noted that the food and beverage markets of South Asia, the Middle East, Latin America, and Africa have experienced a decline in sales volume. The company cut its forecast for organic revenue for the entire year on Tuesday due to the business’s second consecutive quarter of lower-than-anticipated sales.
The company’s performance during the quarter was adversely affected by the Quaker Foods North America recalls, the decrease in demand in the United States, and the interruptions that occurred in specific international markets, as per the statements made by Chief Executive Officer Ramon Laguarta.
Pepsi has revised its forecast for organic sales in 2024, shifting from a 4% growth rate to a low single-digit growth rate. The company reiterated its expectation that the core constant currency profitability per share will increase by a minimum of 8% in comparison to the previous year.
The company’s shares declined by less than one percent during premarket trading. The following discrepancies between the company’s report and the projections of Wall Street were identified by LSEG in a survey of analysts:
SOURCE: CNBC
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Old National Bank And Infosys Broaden Their Strategic Partnership.
Business
Old National Bank And Infosys Broaden Their Strategic Partnership.
(VOR News) – Old National Bank, a commercial bank with its headquarters in the Midwest, and Infosys, a firm that specializes in information technology, have recently entered into a strategic expansion of their link, which has been in place for the past four years.
This expansion is more likely to take place sooner rather than later, with the likelihood being higher.
For the purpose of making it possible for Old National Bank to make use of the services, solutions, and platforms that are offered by Infosys, the objective of this expansion is to make it possible for the bank to transform its operations and processes through the application of automation and GenAI, as well as to change significant business areas.
This lets the bank leverage Infosys’ services, solutions, and platforms.
Old National Bank Chairman and CEO Jim Ryan said, “At Old National, we are committed to creating exceptional experiences for both our customers and our fellow employees.”
This statement is applicable to Old National Bank. Infosys is carefully managing the business process innovations that it is putting us through, putting a strong emphasis on efficiency and value growth throughout the process to ensure that it is carried out efficiently.
This is a routine occurrence throughout the entire operation. Because of Infosys’ dedication to our development and success, we are incredibly appreciative of the assistance they have provided.
Old National has been receiving assistance from Infosys in the process of updating its digital environment since the year 2020, according to the aforementioned company.
Ever since that time, the company has been providing assistance. The provision of this assistance has been accomplished through the utilization of a model that is not only powerful but also capable of functioning on its own power.
Infosys currently ranks Old National thirty-first out of the top thirty US banks.
This ranking is based on the fact that Old National is the nation’s largest banking corporation.
It is estimated that the total value of the company’s assets is approximately fifty-three billion dollars, while the assets that are currently being managed by the organization are valued at thirty billion dollars.
Dennis Gada, the Executive Vice President and Global Head of Banking and Financial Services, stated that “Old National Bank and Infosys possess a robust cultural and strategic alignment in the development, management, and enhancement of enterprise-scale solutions to transform the bank’s operations and facilitate growth.”
This remark referenced the exceptional cultural and strategic synergy between the two organizations. Dennis Gada is the one who asserted this claim. This was articulated explicitly concerning the exceptional cultural congruence and strategy alignment of the two organizations.
We are pleased to announce that the implementation of Infosys Topaz will substantially expedite the transformation of Old National Bank’s business processes and customer service protocols. We are exceedingly enthusiastic about this matter. We are quite thrilled about this specific component of the scenario.
Medium-sized banks operating regionally will continue to benefit from our substantial expertise in the sector, technology, and operations. This specific market segment of Infosys will persist in benefiting from our extensive experience. This phenomenon will enable this market sector to sustain substantial growth and efficiency benefits.
SOURCE: THBL
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American Water, The Largest Water Utility In US, Is Targeted By A Cyberattack
States Sue TikTok, Claiming Its Platform Is Addictive And Harms The Mental Health Of Children
Qantas Airways Apologizes After R-Rated Film Reportedly Airs On Every Screen During Flight
Business
American Water, The Largest Water Utility In US, Is Targeted By A Cyberattack
The largest regulated water and wastewater utility company in the United States stated Monday that it had been the target of a cyberattack, forcing the company to halt invoicing to consumers.
American Water, The Largest Water Utility In US, Is Targeted By A Cyberattack
American Water, based in New Jersey and serving over 14 million people in 14 states and 18 military facilities, said it learned of the unauthorized activity on Thursday and quickly took precautions, including shutting down certain systems. The business does not believe the attack had an impact on its facilities or operations and said employees were working “around the clock” to determine the origin and scale of the attack.
According to their website, American Water operates over 500 water and wastewater systems in around 1,700 communities across California, Georgia, Hawaii, Illinois, Indiana, Iowa, Kentucky, Maryland, Missouri, New Jersey, Pennsylvania, Tennessee, Virginia, and West Virginia.
SOURCE | AP
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