Forex rm ke rmb

Overzicht van vreemde valuta, ISO-muntcodes en valutatekens Dalam dit overzicht biar je interessante wetenswaardigheden eacuten de schrijfwijze van veel internationale munteenheden. Ook de valutatekens en de landen waar deze munteenheden gangbaar zijn passeren de revue. Handig om te weten, bijvoorbeeld als je op vakantie gaat dari snel de schrijfwijze van een valutacode nodig hebt. Algerijnse dinar Het woord dinar adalah afgeleid van denarius, de vroegere Romeinse munt. Algerije heeft menenggelamkan dee uitgemaakt van het Romeinse en kemudian mengalahkan Ottomaanse Rijk. Daardoor zijn er pintu de eeuwen heen verschillende munteenheden di omloop geweest, waaronder Spaans en Portugees geld. De huidige dinar adalah van van Algerijnse opvolger, meninggal pada tahun 1964 werd vervangen door de dinar. Tanah: Algerije Verdeling: 1 dinar 100 santeem ISO-muntcode: DZD Valutateken: DA Amerikaanse dolar De dolar bestaat al vanaf 1792. Sinds de Tweede Wereldoorlog kata kunci muntah internasional (goud-en olieprijzen). Hoewel hee altijd een stabiele muntah adalah yang terbaik, di toekomst de renminbi Cina mati taak wel eens kunnen overnemen. De dollar verliest menenggelamkan status meyer. Er zijn al beragam inisiatieven ontplooid dalam kekayaan mati. Gelet op de marktontwikkelingen, seandainya dia berhasil melestarikannya dengan baik, dia bisa melakukannya, dan dia juga senang. Landen: Verenigde Staten, El Salvador, Ekuador, Micronesieuml, Palau, Oost-Timor, Marshalleilanden Verdeling: 1 dollar 100 cent ISO-muntcode: USD Valutateken:, US Antilliaanse gulden Deze munteenheid van Curaccedilao en Sint Maarten adalah sinds 1986 niet meer in gebruik Op Aruba en vanaf 2011 ook niet meer op Bonaire, Saba en Sint Eustatius. Sinds de Tweede Wereldoorlog adalah Antilliaanse gulden gekoppeld aan de Amerikaanse dollar. Daardoor komt de waarde van de gulden makan berlebihan bertemu de Arubaanse florijn. Landen: Curaccedilao, Sint Maarten, Aruba (tot 1986), Bonaire, Sint Eustatius en Saba (tot 2011) Verdeling: 1 gulden 100 sent ISO-muntcode: ANG Valutateken: NANAf Argentijnse peso Konfederasi Toen de Argentijnse pada tahun 1852 adalah sesuatu, kwam Ejak eigen munteenheid: de peso fuerte (ARF). Uit talloze financieumlle verwikkelingen adalah uiteindelijk, sinds 1992, de huidige peso ontstaan. Tanah: Argentinieuml Verdeling: 1 peso 100 centavos ISO-muntcode: ARS Valutateken:, Arg. Arubaanse florijn Officieel adalah het florin. De munt heeft een vaste wisselkoers sepuluh opzichte van de Amerikaanse dollar. De waarde van de florijn adalah gelijk aan de waarde van de Antilliaanse gulden. Tanah: Aruba Verdeling: 1 florijn 100 cent ISO-muntcode: AWG Valutateken: Afl. Dolar Australia Pada tahun 1910 werd het Australische kolam ingevoerd, de opvolger van het kolam Britse. Pada tahun 1966, uang dolar Australia di plaats. Enkele landen di deille Oceaan hebben dezelfde munteenheid. Interessant adalah bahwa Australieuml het eerste land adalah bankbiljetten van kunststof (polypropyleen) maakte. Landen: Australieuml, Tuvalu, Nauru, Kiribati Verdeling: 1 dollar 100 cent ISO-muntcode: AUD Valutateken: A, AU Bahreinse dinar Zoals bekend adalah het woord dinar afgeleid van denarius, de Romeinse munt van weleer. Tot 1960 adalah vooral het Engelse pond di omloop. Daarna werd de Indiase roepie populair. Vanaf 1965 werd de roepie vervangen pintu de Bahreinse dinar. Tanah: Bahrein Verdeling: 1 dinar 1000 fils ISO-muntcode: BHD Valutateken: BD Braziliaanse real Het woord real betekent koninklijk in het Portugees. Di tahun 1799 adalah Brazilieum een ​​kolonie van Nederland pada tahun 1624 werd dan ook de gulden ingevoerd. De eerste Brazilsebagai orang yang benar-benar nyata pada tahun 1690. Sinds 1990 adalah orang yang benar-benar hebat dari dolar Amerikaanse, tiruan er sindsdien steeds sprake adalah pujian terbesar dari devaluatie. Sinds 2010 zijn er nieuwe bankbiljetten di omloop. Ze zijn iets groter dan de oude en beter beveiligd tegen fraude. Tanah: Brazileum Verdeling: 1 100 cc biro ISO-muntcode: BRL Valutateken: Dolar Kanada Grappig adalah bahwa de bijnaam van de 1-dollarmunt Loonie adalah, genoemd naar de ijsduiker. De 2 - kata kuncinya untuk toonie genoemd. Tanah: Kanada Verdeling: 1 dolar 100 sen ISO-muntcode: CAD Valutateken: C Chileense peso Als gevolg van inflatie adalah er geen ondereenheid meer. Voacuteoacuter 1984 adalah bahwa centavo. Het briefje van 500 peso wordt niet meer uitgegeven. Behalve de munten alleen nog bankbiljetten van 1000, 2000, 5000, 10.000 en 20.000 peso. De Spaanse escudo werd pada tahun 1851 vervangen door de Chileense peso. De inflatie lebih baik dari pada, semoga sukses dan tidak stabil. Tanah: Chili Verdeling: 1 peso 100 centavo ISO-muntcode: CLP Valutateken: Chil yuan Cina De officieumlle valuta adalah renminbi (geld van het volk), althans in de Volksrepubliek China. De munteenheid van de renminbi adalah yuan. En yuan adalah gekoppeld aan dolar Amerikaanse. Westerse economen en politici klagen echter yang de munt te goedkoop blijft, waardoor China te gemakkelijk goederen kan exporteren. Een yuan adalah tien jiao waard. De jiao adalah bestaat uit tien fen. Kata-kata yang disebutkan di atas menunjukkan bahwa, nihil adalah omdat de waarde ervan vrijwel nihil. Tanah: Volksrepubliek China Verdeling: 1 yuan 10 jiao 100 fen ISO-muntcode: CNY Valutateken: RMB Deense kroon De kroon bestaat sinds 1873 dankzij de Skandinavia Monetaire Unie, die tot de Eerste Wereldoorlog standhield. Denemarken maakt deel uit van de Europese Unie. Bertemu een referendum hebben de Denen echter besier de kroon niet te vervangen door de euro. Voacuteoacuter de opkomst van de euro adalah de de kroon gekoppeld aan de Duitse. De kroon staat echter di nauwe relatie tot de euro dankzij het ERMII, het Europese wisselkoersmechanisme. Landen: Denemarken, Groenland Verdeling: 1 kroon 100 oslashre ISO-muntcode: DKK Valuta teken: Kr. Kolam air ledeng Het opschrift op de bankbiljetten adalah zowel di Arab dan juga di Engels. Tanah: Egypte Verdeling: 1 kolam 100 piaster ISO-muntcode: EGP Valutateken: pon, LE Engelse pond Eigenlijk adalah kolam benaming sterling. Noord-Belanda en Schotland hebben hun eigen bankbiljetten. Toch kan bertemu het pond sterling di het hele Verenigd Koninkrijk worden betaald. Hendrik II van Engeland mengundurkan diri pada tahun 1158. Het woord adalah afgeleid van het Franse esterlin (sterk), hoewel de meningen daarover verdeeld zijn. Dalam de achttiende en negentiende eeuw adalah kolam sterling belangrijkste valuta di wereld. Engeland berada di masa lampau, zoals Amerika dat de Tweede Wereldoorlog werd en dolar om reden nu de sleutelvaluta ini. Toch zijn er kapers op de kust, zoals de en en en en Cina renminbi. Tanah: Verenigd Koninkrijk Verdeling: 1 kolam 100 pence ISO-muntcode: GBP Valutateken: pound Filippijnse peso De munten zijn 1, 5, 10, 25 en 50 centavo en 1, 2, 5 en 10 peso. Bankbiljetten van 20, 50, 100, 200, 500 en 1000 peso. Tanah: Filipijnen Verdeling: 1 peso 100 centavosentimo ISO-muntcode: PHP Hongaarse forint De forint werd pada tahun 1946 ingevoerd en verving de pengo als gevolg van een enorme inflatie. Pintu geldontwaarding adalah er gude onderverdeling van de forint meer. Het woord adalah afgeleid van het Italiaanse Florence en florijn. Na het uiteenvallen van de Sovjet-Unie maakte ook de forint een vrije val. Tanah: Hongarije Verdeling: geen (voorheen 100 filleacuter) ISO-muntcode: HUF Valutateken: Dolar Hongkong dolar De munt werd pada tahun 1972 gekoppeld aan de Amerikaanse dollar. De bankbiljetten kunnen per coupure verschillen omdat naast overheid drie banken afzonderlijke biljetten uitgeven: HSBC, Standard Chartered Bank en the Bank of China. Tanah: Hongkong Verdeling: 1 dolar 100 sen ISO-muntcode: HKD Valutateken: HK IJslandse kroon Di IJsland sebelum devaluatie zo huisgehouden bahwa de minimumprijs van goederen sangat luas sekali op 1 kroon. De onderverdeling di eyrir bestaat al heel lang niet meer. Tijdens de kredietcrisis van 2008 werd de IJslandse kroon gekoppeld aan de euro. De munt berada di dalam lemari es, menancapkan deptig procent di waarde gedaald. Die koppeling werd een dag kemudian wee verleden tijd. De IJslandse Centrale Bank kon membenamkan diri pada steunaankopen niet voorkomen bahwa de kroon di een vrije val terechtkwam. Tanah: IJsland Verdeling: 1 kroon 100 eyrir (niet meer in gebruik) ISO-muntcode: ISK Valutateken: Kr Indiase roepie Roepie betekent zilver di het Sanskriet. Eeuwen voor de jaartelling adalah deze muntah di India al di gebruik. Vanaf de 8ste eeuw kwam daar het islamitisch geld bij. Archeologen troffen zelfs Romeinse munten aan. Voacuteoacuter de Britse bezetting werden verschillende munteenheden naast elkaar gebruikt. De zilveren roepie adalah ingevoerd pada 1835 pintu de Britten. De invloed van andere munteenheden kwijnde sindsdien langzaam weg. Tanah: India Verdeling: 100 paise ISO-muntcode: INR Indonesische roepia De roepia werd op 2 november 1949 geiumlntroduceerd als de nieuwe nationale munteenheid, vier jaar nadat het land onder leiding van Soekarno de onafhankelijkheid telah uitgeroepen. Aanvankelijk stond de nieuwe roepia gelijk aan de Nederlandse gulden. Maar yang memanfaatkan niet lang berdiri juga gevolg van de inflatie. Tanah: Indonesieuml Verdeling: 1 roepia 100 sen ISO-muntcode: IDR Valatateken: Rp Iraanse rial Sinds de stichting van het koninkrijk Perzieuml, mulailah 16de eeuw, werden islamitische munten gebruikt in het handelsverkeer. Vanaf 1825 kwam de zilveren kran di omloop, mati pada tahun 1935 werd vervangen door de rial. Tanah: Iran Verdeling: 1 rial 100 dinar ISO-muntcode: IRR Valutateken: Rl Israeumllische sjekel De sjekel adalah onderverdeeld dalam 100 agorot. Er zijn munten di omloop van 12, 1,2, 5 en 10 sjekel. Bankbiljetten van 20, 50, 100 en 200 sjekel. De sjekel kwam al di Bijbelse tijden voor en werd bijvoorbeeld gebruikt voor het betalen van de tempelbelasting. Landen: Israeumll, Palestijnse Autoriteit Verdeling: 1 sjekel 100 agorot ISO-muntcode: ILS Valutateken: NIS Japanse yen De yen belut belenggu muntahkan di sperel di wereldeconomie. Tanah: Jepang Verdeling: 1 yen 100 sen ISO-muntcode: JPY Valutateken: yen (internationaal) Jordaanse dinar In the 5de eeuw v. Chr. Waren Griekse munten di omloop. Koning Aretas II (1ste eeuw) hekse vanuit Petra en gaf een eigen munt uit, di pintu kanan gloolgd islamitisch geld. Pada tahun 1918 maakte de Ottomaanse piaster plaats voor heh Egyptische pond. Sinds 1965 kata t er betaald bertemu de Jordaanse dinar. Landen: Jordanieuml, Palestijnse Autoriteit Verdeling: 1 dinar 100 fils ISO-muntcode: JOD Valutateken: JD Keniaanse shilling Pada tahun 1966 werd de Keniaanse shilling ingevoerd en verving shilling Oost-Afrikaanse. Di Afrika adalah het een van de meest stabiele munteenheden. Tanah: Kenia Verdeling: 1 shilling 100 cent ISO-muntcode: KES Valutateken: KSh Koeweitse dinar Di dalam lingkaran der Eeuwen zijn di Koeweit allerlei munteenheden di omloop geweest, van de Indiase roepie tot het kolam renang Inggris zilveren thalers. De Koeweitse dinar verscheen pada tahun 1961 sepuluh ton telah enzelfde waarde als het kolam Britse. Dalam Golfoorlog stond de Koeweitse dinar gelijk aan de Iraakse. Toen het land wee bevrijd adalah, kreeg de munt opie de de quarde van voor de oorlog. Tanah: Koeweit Verdeling: 1000 fils ISO-muntcode: KWD Valutateken: KD Libische dinar Vanaf de 7de eeuw memiliki islam het voor het zeggen di Libieuml. De islamitische munten volgden het Romeinse en Ptolemeiumlsche geld op. Na de naoorlogse onafhankelijkheid werd het Libische kolam ingevoerd. De munteenheid stond gelijk aan het pond sterling. Pada tahun 1971 kaisar Libische dinar voor di plaats, eveneens di de verhouding 1: 1. Tanah: Libieuml Verdeling: 1 dinar 100 dirham ISO-muntcode: LYD Valutateken: LD Maleisische ringgit De ringgit wordt ook wel Maleisische dollar genoemd. Na de economische crisis di Azieuml, pada tahun 1997, adalah de munt volledig aan dolar gekoppeld. De biljetten kennen fraaie afbeeldingen, menara karawang Petronas Twin de de Kinabalu. Sinds 2005 richt de munt zich op verschillende munteenheden en varieert tussen een minimum en maksimum. Tanah: Maleisieuml Verdeling: 1 ringgit 100 sen ISO-muntcode: MYR Valutateken: RM Marokkaanse dirham Na de Romeinse tijd werd Marokko pintu bestuurd keluarga Arabische en hun legers. Daardoor mewarnai er versillillende munteenheden di omloop. Begin 20ste eeuw ontstonden er protectoraten bertemu Franse, Spaanse en Britse munten. Pada tahun 1959 werd de Marokkaanse dirham ingevoerd. De dirham adalah ook het wettige betaalmiddel di geannexeerde Westelijke Sahara. Landen: Marokko, Westelijke Sahara Verdeling: 1 dirham 100 centime ISO-muntcode: MAD Valutateken: Dh Mexicaanse peso Op de munten zijn fraaie Azteekse melambangkan afgebeeld. Op de bankbiljetten hebben Mexicaanse memegangi geschiedenis een plekje gevonden. Tanah: Meksiko Verdeling: 1 peso 100 centavo ISO-muntcode: MXN Valutateken: Nieuw-Zeelandse dolar Ook wel de kiwi-dolar genoemd. Di de koloniale tijd ada kolam sterling yang bisa dimakamkan. Landen: Nieuw-Zeeland, Cookeilanden, Niue, Tokelau-eilanden, Pitcairneilanden Verdeling: 1 dolar 100 cent ISO-muntcode: NZD Valutateken: NZ Noorse kroon Ingevoerd pada tahun 1875 na de oprichting van de Skandinavia Monetaire Unie, waarvan ook Denemarken en Zweden tutup waren . Tanah: Noorwegen Verdeling: 1 kroon 100 oslashre ISO-muntcode: NOK Valutateken: Kr Pakistaanse roepie Bankbiljetten van 5, 10, 20, 50, 100, 500, 1000 en 5000 roepie. En munten van 1, 2 en 5 roepie. Tanah: Pakistan Verdeling: 1 roepie 100 paise ISO-muntcode: PKR Valutateken: Rs Poolse zloty Dalam geschiedkundig opzicht adalah sloty nauw verwants aan de gulden. Zonel zloty als de gulden adalah ontstaan ​​uit de florijn die door het Italiaanse Florence di tahun 16de eeuw geiumlntroduceerd werd. Dalam de achttiende en negentiende eeuw ada di Polen ook de Rijnlandse gulden di omloop, de taleenheid Duitland. De Poolse tandai van na de Eerste Wereldoorlog werd al snel geveld door een enorme inflatie. Ervoor di plaats kwam de sloty. Tanah: Pemikiran Polen: 1 zloty 100 groszy ISO-muntcode: PLN Valutateken: Zl Saudi-Arabische riyal De riyal adalah gekoppeld aan de Amerikaanse dollar. Tanah: Saudi-Arabieum Verdeling: 1 riyal 100 halalat ISO-muntcode: SAR Valutateken: SR Servische dinar Door de Balkanoorlogen ontstond er een hyperinflatie. Nog steeds adalah dinar niet erg waardevast. Landen: Servieuml, Montenegro, kosovo Verdeling: 1 dinar 100 para ISO-muntcode: CSD Dolar Singapura De munteenheid van Singapura kata afgekort bertemu het dollarteken. Pada tahun 1963 sloot het land zich aan bij de Maleisische Federatie, waarbij eacuteeacuten munteenheid werd ingevoerd. Na de onafhankelijkheid pada tahun 1965 kwam een ​​eind eind aan monetaire unie. De huidige Singaporese dollar bestaat sinds 1967. Tanah: Singapura Verdeling: 1 dollar 100 cent ISO-muntcode: SGD Valutateken: S Srilankaanse roepie Bankbiljetten van 20, 50, 100, 200, 500, 1000 en 2000 roepie. Muntgeld van 25, 50 cent en 1, 2, 5 en 10 roepie. Tanah: Sri Lanka Verdeling: 1 roepie 100 sen ISO-muntcode: LKR Valutateken: SLR Surinaamse dollar Sinds 1 januari 2004 de officieumlle munteenheid. Daarvoor adalah bahwa Surinaamse gulden. Pada masa lampau, kabar baik yang disampaikan oleh Surinaamse gulden nog minder waard dan een Nederlandse cent. Tanah: Suriname Verdeling: 1 gulden 100 cent ISO-muntcode: SRG Valutateken: Dolar Taiwan dolar Munten van 0,5, 1, 2, 5, 10, 20, 50 dollar. Bankbiljetten van 100, 200, 500, 1000 en 2000 dolar. Tanah: Taiwan Verdeling: 1 dolar 100 sen ISO-muntcode: TWD Valutateken: T shilling Tanzaniaanse Door de inflatie adalah sen pusat di omloop. Tanah: Tanzania Verdeling: 1 shilling 100 cent ISO-muntcode: TZS Valutateken: TSh Thaise baht Een zeer oude munteenheid. Na de Tweede Wereldoorlog werd de baht gekoppeld aan de Amerikaanse dollar. Sindsdien adalah er springs van een gestage inflatie, waardoor tegenwoordig 1 dolar gelijk staat aan 32 baht. Biarkan op: muntstukken van 10 baht en 2 euro lombsi sterk op elkaar Tanah: Thailand Verdeling: 1 baht 100 satang ISO-muntcode: THB Tsjechische kroon Zodra aan de eisen adalah voldaan zal de kroon worden vervangen door de euro. De onderhandelingen zijn echter nog di geng volle. Tanah: Tsjechieuml Verdeling: 1 kroon 100 hellerhaleacuter ISO-muntcode: CZK Valutateken: K269 Tunesische dinar Muntgeld van 10, 20, 50, 100 en 500 milime en 1 en 5 dinar. Bankbiljetten van 5, 10, 20, 30 en 50 dinar. Tanah: Tunesieuml Verdeling: 1 dinar 1000 milime ISO-muntcode: TND Valutateken: TD Turkse lira kolam Van 1 januari 2005 per 31 desember 2008 adalah bahasa Turki lira de munteenheid van Turkije. Op 1 januari 209 verviel het voorvoegsel nieuwe. Ook di Noord-Cyprus adalah deze valuta geldig. Landen: Turkije, Turkse Republiek Noord-Cyprus Verdeling: 1 lira 100 kuru351 ISO-muntcode: YTL Valutateken: YTL, pound Venezolaanse bolivar De munteenheid genoemd naar Simoacuten Bolivar, de stichter van Venezuela (1825). Tanah: Venezuela Verdeling: 1 bolivar 100 centimo ISO-muntcode: VEF Valutateken: Bs Zimbabwaanse dollar Een munteenheid bertemu de laagste waarde sepuluh opzichte van de euro dari dolar Amerikaanse. De inflatie adalah gigantisch. Economen spreken van 20 miljoen procent. Tanah: Zimbabwe Verdeling: 1 dollar 100 cent ISO-muntcode: ZWD Valutateken: Z Zuid-Afrikaanse rand De naam van de munteenheid adalah afgeleid van een goudader di Witwatersrand. Zuid-Afrika heeft deze munt sinds 1961, toen het land een republiek werd. Tanah: Zuid-Afrika Verdeling: 1 rand 100 cent ISO-muntcode: ZAR Valutateken: R Zweedse kroon Tussen 2014 en 2015 kata kunci erineptik, waaronder een munt van 2 kronen en het 200 kronenbiljet. Tanah: Zweden Verdeling: 1 kroon 100 oumlre ISO-muntcode: SEK Valutateken: Kr Zwitserse franc Het Zwitsers Eedbondgenootschap adalah van nasional de officieumlle Zwitserland. De naam ada di dalam dirinya sendiri. (Confoederatio Helvetica). Landen: Zwitserland, Liechtenstein Verdeling: 1 franc 100 rappencentimecentesimorap ISO-muntcode: CHF Valutateken: Sfr Lees verder Topverkopers: De vele talenten van topverkopers (khusus) salinan 2012 - 2017 Orion, het auteursrecht van dit artikel ligt bij de infoteur. Zonder toestemming van de infoteur adalah vermenigvuldiging verboden. Gerelateerde artikelen Verdwijnt de dollar als belangrijkste reservevaluta De dolar heeft al lange tijd de taak van belangrijkste reservevaluta. 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Keuangan Kinerja untuk periode tersebut mencerminkan pertemuan sejumlah isu material, yang menciptakan badai yang sempurna. Grup telah membuat langkah untuk menyelesaikan tantangan ini walaupun banyak faktor ini berada di luar kendalinya. Kelompok tersebut melaporkan hasil dampak secara signifikan oleh peraturan Nigeria. Pada tanggal 10 Juni MTN Nigeria menyelesaikan masalah ini dengan Pemerintah Federal Nigeria (FGN) dan setuju untuk membayar FGN sejumlah uang tunai sebesar 330 miliar naira Nigeria (US $ 1.671 miliar, dengan menggunakan kurs yang berlaku pada saat itu) selama tiga tahun Dalam penyelesaian penuh dan terakhir. Hal ini disepakati selain mematuhi ketentuan peraturan lainnya yang ditetapkan sebagai bagian penyelesaian. 50 miliar naira (US250 juta) dibayar dengan itikad baik dan tanpa prasangka oleh MTN Nigeria pada 24 Februari 2016 merupakan bagian dari komponen moneter penyelesaian, menyisakan keseimbangan 280 miliar naira (US $ 4.418 miliar, dengan menggunakan nilai tukar yang berlaku Pada saat itu) beredar. Pada bulan Juni 2016, pembayaran pertama yang dijadwalkan 30 miliar naira (US124 juta) dibuat. Sisa uang yang harus dibayar pada tanggal 30 Juni 2016 berjumlah 250 miliar naira (US882 juta). Grup telah memperoleh nilai sekarang sebesar 280 miliar naira (US1.418 miliar, dengan menggunakan kurs yang berlaku saat itu), yang secara keseluruhan memiliki dampak negatif R10 499 juta terhadap laba sebelum pajak, bunga, pajak, depresiasi dan amortisasi dan Penurunan goodwill (EBITDA) dan dampak negatif R8 632 juta pada Grup melaporkan kerugian utama, atau 474 sen pada kerugian utama yang dilaporkan per saham. Dampak yang dilaporkan pada laporan arus kas Grup untuk periode tersebut adalah R5 870 juta, yang setara dengan 80 miliar naira yang dibayarkan selama periode tersebut. Selama periode tersebut, biaya R1 324 juta dikeluarkan pada serangkaian layanan profesional yang berkaitan dengan negosiasi yang menyebabkan pengurangan R34 miliar di denda peraturan Nigeria menjadi 330 miliar naira (US $ 671 miliar, dengan menggunakan kurs yang berlaku di waktu). Dewan tersebut telah melaksanakan keputusannya dan menyetujui kuantum biaya profesional yang dikeluarkan dengan mempertimbangkan tolok ukur global dan nilainya disampaikan pada akhir penyelesaian denda Nigeria. Terlepas dari peraturan pemerintah Nigeria, depresiasi mata uang lokal terhadap dolar AS memiliki dampak substansial pada hasil Grup. Hal ini mengakibatkan kerugian selisih kurs sebesar R3606 juta selama periode tersebut. MTN South Sudan melaporkan adanya penurunan nilai aset tetap sebesar R259 juta (menggunakan nilai tukar pound randsudanese 0,376). Bila penurunan nilai write-off disajikan secara organik, penurunan nilai menjadi R2 632 juta (menggunakan nilai tukar pound randsudan sebesar 3.837). Penghapusan penurunan nilai organik ini memiliki dampak negatif yang signifikan terhadap EBITDA organik. Kinerja yang mendasari Grup dipengaruhi oleh kondisi makro ekonomi yang lemah yang mempengaruhi belanja konsumen, penarikan layanan pengatur di MTN Nigeria mulai bulan Juli 2015 sampai Mei 2016 dan pemutusan pelanggan terkait dengan persyaratan pendaftaran pelanggan. Terutama di Nigeria MTN Nigeria menghentikan paket terakhir dari 4,5 juta pelanggan pada bulan Februari 2016. MTN Uganda dan MTN Kamerun juga terkena dampak persyaratan pendaftaran pelanggan. Ini menghasilkan menit-menit gratis yang signifikan yang diberikan untuk kampanye registrasi ulang pelanggan, yang berkontribusi terhadap penurunan tarif efektif sebesar 12,2. Kinerja Grup lebih dipengaruhi oleh persaingan harga yang agresif dan kinerja rendah MTN Afrika Selatan. MTN Irancell (ekuitas joint venture), MTN Ghana dan MTN Cyprus memberikan kinerja operasional dan keuangan yang kuat untuk periode tersebut. Grup melaporkan kerugian utama per saham sebesar 271 sen, yang terutama disebabkan oleh denda peraturan Nigeria (474 ​​sen). Tidak termasuk dampak denda Nigeria, headline earning per share (HEPS) turun 69 menjadi 203 sen. Selain itu, nomor utama secara negatif terkena dampak kerugian dari usaha patungan dan perusahaan asosiasi, yang terkena dampak negatif hiperinflasi 20 sen (dampak positif 40 sen pada tahun 2015), kerugian dari TowerCos sebesar 136 sen (3,5 sen pada tahun 2015 ), AIH, MEIH dan IIG sebesar 27 sen (18 sen pada tahun 2015) dan rugi kurs bersih 135 sen (52 sen pada tahun 2015). Hal ini selanjutnya mendapat dampak negatif dari serangkaian layanan profesional yang berkaitan dengan negosiasi yang menyebabkan pengurangan denda peraturan Nigeria (73 sen). Tidak termasuk dampak denda, hiperinflasi, kerugian dari kerugian TowerCos, AIH, MEIH dan IIG, forex dan berbagai biaya profesional yang berkaitan dengan negosiasi yang baik, HEPS dasar turun 11,7 sampai 594 sen. RINGKASAN KINERJA KEUANGAN Grup terus mendapatkan keuntungan dari skala signifikan dan tapaknya, mempertahankan posisi kepemimpinannya di 15 pasar. Jumlah pelanggan grup tetap datar di 232,6 juta menyusul 6,6 juta pemutusan pelanggan selama periode enam bulan di Nigeria, Uganda dan Kamerun. Sejak Oktober 2015 sekitar 18 juta pelanggan di seluruh Grup terputus untuk memastikan kepatuhan terhadap proses pendaftaran pelanggan. MTN Afrika Selatan melaporkan penurunan jumlah pelanggan terutama sebagai akibat persaingan yang kuat dan tekanan ekonomi di pasar yang sangat ditembus. Pendapatan grup meningkat 14,0 menjadi R78 878 juta, mendapatkan keuntungan dari pergerakan nilai tukar rata-rata rand terhadap naira. Secara organik, pendapatan Grup meningkat 1,5, dipengaruhi oleh penurunan pendapatan suara dan data keluar di Nigeria menyusul penarikan layanan pengatur dari MTN Nigeria sampai Mei 2016. Hal ini memiliki dampak negatif yang signifikan terhadap pertumbuhan pendapatan MTN Nigerias Empat bulan pertama periode tersebut. Hal ini sebagian diimbangi oleh pertumbuhan pendapatan yang lebih tinggi oleh MTN Afrika Selatan, didukung oleh penjualan perangkat yang kuat dan peningkatan pendapatan data selama periode tersebut. Grup mendapatkan keuntungan dari pertumbuhan pendapatan data dua digit yang sehat di sebagian besar pasar di mana perusahaan beroperasi. Pendapatan data grup meningkat sebesar 32,2 (19,7) dan memberikan kontribusi 25,2 terhadap total pendapatan meskipun terjadi penurunan tarif efektif sebesar 46,9 (dalam mata uang dolar AS konstan). Pendapatan digital, termasuk pendapatan Mobile Financial Services, menyumbang 32,1 untuk pendapatan data. Hal ini didukung oleh peningkatan lalu lintas data dan peningkatan layanan gaya hidup digital. Pendapatan suara keluar meningkat sebesar 8,0 dan menurun 5,4 secara organik. Hal ini dipengaruhi secara negatif oleh penurunan tarif efektif sebesar 12,2 (harga rata-rata per menit, dalam mata uang dolar AS konstan) sebagai akibat dari persaingan harga yang terus berlanjut, pemutusan pelanggan dan menit gratis yang digunakan untuk kampanye registrasi ulang konsumen. Penggunaan beberapa kartu SIM, peningkatan substitusi untuk layanan data dan peningkatan tekanan pada belanja konsumen juga berdampak negatif terhadap pendapatan suara keluar. Daya saing MTN Nigerias dikompromikan oleh pemutusan pelanggan secara wajib dan penghentian layanan peraturan sampai dengan bulan Mei 2016 ketika operasi tersebut mendapatkan persetujuan yang diperlukan untuk memperkenalkan rencana harga dan promosi yang berkaitan dengan pasar. Selain itu, pengenalan pembatasan peraturan mengenai data paket out-of-bundle berdampak pada pertumbuhan pendapatan data MTN Nigerias. Pendapatan MTN South Africas meningkat terutama karena penjualan perangkat dan pendapatan data yang lebih tinggi. Ini didukung oleh investasi berkelanjutan kami di jaringan 3G dan LTE serta data menarik dan proposisi nilai digital. Pertumbuhan pendapatan suara keluar tetap menjadi tantangan, yang dipicu oleh pemadaman jaringan 48 jam yang mempengaruhi sekitar satu juta pelanggan pada bulan Februari 2016 dan peningkatan yang lebih tinggi di segmen pasca bayar. Tidak termasuk dampak keuntungan denda, hiperinflasi dan menara Nigeria, marjin EBITDA Grup turun sebesar 6,6 pp menjadi 37,1. Ini adalah hasil dari marjin EBITDA yang lebih rendah di Nigeria dan Afrika Selatan. Margin EBITDA di Nigeria dipengaruhi oleh penurunan 4,8 dalam pendapatan dan kenaikan biaya sebesar 11,3 terutama sebagai akibat dari pengalihan tahap kedua dari infrastruktur pasif yang sebelumnya dijual ke dalam TowerCo serta mata uang dolar AS Biaya yang terkait dengan TowerCo dan situs build-to-suit. Biaya selanjutnya dipengaruhi oleh peningkatan pengeluaran pemasaran dan komisi terkait dengan pelanggan yang menghubungkan kembali yang dipengaruhi oleh proses pendaftaran pelanggan. Margin EBITDA MTN South Africas terkena dampak negatif oleh marjin handset yang lebih rendah menyusul penjualan handset yang agresif dan peningkatan biaya terkait jaringan yang terkait dengan perluasan situs 3G dan LTE. Arus kas masuk yang dihasilkan oleh operasi turun 9,2 menjadi R23 870 juta terutama sebagai akibat dari uang muka R5 870 juta yang berkaitan dengan denda peraturan Nigeria selama periode tersebut. Grup terus meningkatkan investasi di jaringan dengan fokus pada peningkatan cakupan, kecepatan dan kualitas 3G dan LTE di wilayah utama untuk mendukung meningkatnya permintaan layanan data. Belanja modal (capex) meningkat sebesar 26,9 (15,4) menjadi R13 772 juta. Belanja modal MTN South Africas berjumlah R4 773 juta, mewakili 34,7 dari total belanja modal. Capex di Nigeria berjumlah R2 534 juta dan terkena dampak penundaan perencanaan kembali jaringan. Baru-baru ini, belanja modal kita di Nigeria dipengaruhi oleh terbatasnya ketersediaan dolar AS. Selama periode tersebut, Grup menggulirkan 873 situs 2G, 3 660 lokasi koordinat 3G dan 2 691 situs LTE. Grup juga meluncurkan 1 132 km serat jarak jauh dan menghubungkan 422 situs ke serat. Pembelanjaan Capex termasuk pembelian spektrum LTE dan lisensi di berbagai pasar untuk memungkinkan jaringan data berkualitas lebih baik di seluruh operasinya. PERUBAHAN KEPEMIMPINAN Selama periode tersebut, Grup mengumumkan pengangkatan eksekutif baru dan tambahan direktur non-eksekutif independen kepada dewan pengurus dengan tujuan untuk memperkuat manajemen, meningkatkan tata kelola dan membantu strategi Grup. Setelah pencarian eksekutif yang meluas, MTN mengumumkan pengangkatan Rob Shuter sebagai presiden dan CEO Grup yang baru. Rob akan bergabung dengan MTN sesegera mungkin pada 2017 namun paling lambat 1 Juli 2017. Rob memiliki pengalaman luas dalam bidang telekomunikasi dan perbankan di seluruh Afrika dan Eropa, termasuk memegang posisi CEO, cluster Vodafone Europe. Grup juga menyambut baik wakil presiden yang baru diangkat (VP): Stephen van Coller, VP MA dan Strategy, efektif 1 Oktober 2016, yang membawa serta pengalaman komersial dan perbankan, dan akan membantu memperluas ketrampilan MTN saat Perusahaan berkembang melampaui telekomunikasi. Godfrey Motsa, VP untuk wilayah Afrika Selatan dan Timur (tidak termasuk Afrika Selatan), yang membawa pengalaman luas di bidang telekomunikasi dan beroperasi di sub-saharan Afrika. Kholekile Ndamase ditunjuk sebagai wakil kepala merger dan akuisisi, mulai 10 September 2016. Kholekile bergabung dengan MTN dari Rand Merchant Bank (RMB), di mana dia memimpin bisnis pembiayaan berbasis ekuitas. Grup tersebut mengangkat Babak Fouladi sebagai chief technology and information officer, efektif 1 Juni 2016. Babak akan menghabiskan 12 bulan sebagai chief and technology officer untuk operasi Afrika Selatan sampai jaringan beroperasi pada tingkat yang optimal dan kualitas yang lebih tinggi sebelum mengikuti Grup. peran. Babak membawa serta keahlian dan pengalaman global untuk membangun dan memimpin tim kuat untuk dikemudikan dan diimplementasikan pada jaringan konvergensi berskala besar, sistem dan aplikasi yang kompleks. Brett Goschen, the Group chief financial officer (CFO), will be leaving MTN after 14 years of service to MTN, effective 30 September 2016. At the same time he will be stepping down from the board of directors of the Group. The board of directors and management would like to thank Brett for his valuable contribution to the Group. Gunter Engling, currently CEO of MTN Rwanda and previously Group finance executive, will assume the position of Acting Group CFO on Bretts departure until a permanent CFO is appointed. The Group hopes to appoint a new CFO before the year-end. After completing his two key mandates of settling the Nigerian fine and appointing the new Group CEO, Phuthuma Nhleko will revert to his role as non-executive chairman as soon as Rob Shuter assumes his position as Group president and CEO. In the interim, Phuthuma will hand over more operational responsibility to Stephen van Coller and Gunter Engling and will continue to provide the necessary leadership as non-executive chairman for a maximum period of two years (until no later than December 2018) when he plans to step down from this position. Board of directors (appointments and resignations) The Group also refreshed the composition of the board of directors for MTN Group and MTN South Africa, providing more in-depth commercial, risk and governance skills and experience. Specifically, the following individuals have been appointed to the Group board of directors as independent non-executive directors effective 1 August 2016: Stan Miller has global experience in expanding businesses into new markets, exposure to convergence, as well as strong business and operational acumen. His telecoms experience ranges from co-founding subscription television channel M-Net to leading the growth of Dutch telecoms company KPN in the Netherlands. He is the executive chairman of AINMT A. B. Sweden and non-executive member of the board of MTS JSC. Russia, a telecommunications operator in Russia. Paul Hanratty brings a wealth of experience in financial services in the UK, US, Africa, Asia and Latin America. He has worked at Old Mutual for over 30 years and has sat on the boards of various other financial services companies. Paul has extensive MA experience and has devised and implemented growth strategies for businesses in many countries. Nkululeko Nkunku Sowazi is the chairman of Kagiso Tiso Holdings, a leading South African investment holding company, with significant interests in the media, financial and industrial sectors. Nkunku was the executive chairman and co-founder of the Tiso Group and is currently a director of Grindrod Limited, a JSE listed company, and a non-executive director of listed and unlisted organisations spanning Ghana, the UK, the US and South Africa. Nkunku has had significant exposure to listed and non-listed boards and has extensive experience in MA and management transformation. He sat on the Nominations Committee, Audit Risk Committees at Exxaro and Aveng. MJN Njeke and JHN Strydom, who served on the board of directors of the Group as independent non-executive directors for an aggregate period in excess of nine years, retired as directors of the Group at the Annual General Meeting held on 25 May 2016. The board of directors of the Group thanks them for their valuable contribution over the years. Mike Harper, Mike Bosman, Lerato Phalatse and Trudi Makhaya have been appointed as independent nonexecutive directors to the board of directors of MTN South Africa, effective 1 July 2016. The commercial experience of these additional directors will greatly benefit MTN South Africa. These directors collectively have extensive experience in the media, insurance, retail banking and FMCG sectors as well as in-depth knowledge of stakeholder engagement. The MTN Group continues to work towards achieving its vision of leading the delivery of a bold, new Digital World to our customers. The Group is in the process of undertaking, with external assistance, a deep and fundamental strategic review of its operations and processes to ensure it is operating far more optimally given the pressure on voice revenues, evolving customer needs for high quality data and more complex and competitive market environments. This will reset and position the business for future growth in a rapidly evolving sector. As part of the review, the following key areas will be addressed: An advanced analytics unit will be established to support the business to drive network quality and high-speed data connectivity especially in key locations with high demand, provide compelling segmented offerings to consumers and enterprises, improve customer service and increase targeted smartphone uptake. Operating efficiencies and improving customer service remain a priority with a focus on the service channels productivity through digitisation and leveraging Mobile Money as a distribution channel. Continued network optimisation and improved opex management, including the implementation of zero-based budgeting, will also contribute to improving efficiencies. The Group will continue to explore opportunities to create value through leveraging its extensive infrastructure across Africa and the Middle East. Improving the way of work through increased coordination between different parts of the business is key to the success of this strategy The Group will embark on a process of housing new revenue streams, particularly Digital Services, outside the core business. This will allow for more agility and greater flexibility to accelerate growth in these areas. New revenue streams are expected to increase their contribution to revenue over the next 12 to 18 months. The Group will also continue to seek value-accretive expansion opportunities in selected geographies across Africa and the Middle East. MTNs investments in towers with IHS Holding Limited are evidenced by our substantial ownership interest in INT Towers Limited and our direct investment in IHS. IHS continues to grow and develop its business with leading market positions in five markets and has recently led in-market consolidation in Africa through its acquisition of Helios Towers Nigeria. IHS is now the largest independent tower operator in EMEA by tower count and the tenth largest independent tower company in the world, with more than 24 000 towers. IHS is extremely well positioned for future growth and build-out from 3G upgrades and the move to LTE across its key markets. MTN will benefit from IHS strong growth, IHS will also help us accelerate our network expansion in markets such as Nigeria further improving the benefits and services for our customers. MTN aims to list MTN Nigeria on The Nigerian Stock Exchange during 2017 and has established a management task team with the responsibility to guide the company towards such a listing. The proposed listing is subject to suitable market prevailing circumstances and conditions and the appropriate approvals from relevant regulators and other stakeholders. MTN Ghana will proceed with the localisation of 35 of its shares during the course of 2016. This is a requirement of winning the auction for a 4GLTE licence earlier this year. We are confident that by year-end we would have successfully completed our proposed management changes. In 2017, we will have a permanent and refreshed senior management team to take the Group forward. In Nigeria . following the reinstatement of regulatory services, we expect to improve our competitiveness in this market and anticipate an improved performance for the remainder of the year. Data growth will also benefit from the increased investment in 3G and LTE networks in key cities and the utilisation of the recently acquired spectrum. We anticipate a positive growth trend in South Africa . supported by a strong focus on customer service and improving the network quality, capacity and speed. Data growth will continue to be underpinned by our ongoing significant investment in 3G and LTE. The continued easing of sanctions in Iran and its related economic uplift offers significant opportunities to expand services particularly in the digital space, benefiting from MTNs strong position and a youthful population. MTN continues to work towards remitting some of its cash amounting to approximately R15,4 billion from MTN Irancell, although this a complex process. In November 2016, MTNs Broad-Based Black Economic Empowerment (BBBEE) vehicle, MTN Zakhele will unwind. Upon unwinding, MTN Zakhele shareholders will be given the option to receive cash, MTN shares or potentially reinvest into a new scheme. MTN is currently reviewing various options to create a new scheme to maintain its BBBEE ownership credentials in line with the BBBEE codes. The Group has declared an interim dividend of 250 cps. The FY 2016 minimum dividend, as previously noted at the Groups FY2015 results, is anticipated to be 700 cps. This takes into consideration the impact of the Nigerian regulatory fine and the limited US dollar liquidity in Nigeria. The minimum dividend remains at the discretion of the board. Should operating conditions improve materially, we would look to declare a higher dividend than advised. NET SUBSCRIBER ADDITIONS AND CAPEX GUIDANCE 2016 NET SUBSCRIBER ADDITIONS TO LEAD THE DELIVERY OF A BOLD, NEW DIGITAL WORLD TO OUR CUSTOMERS The Group continues to focus on growing non-voice revenue given the rapid evolution of telecommunications into a data-led industry. Revenue is no longer driven by subscriber numbers but rather by consumer spending patterns towards data and digital services. MTN is more agile and innovative and has a deeper understanding of customer needs, enabling it to compete effectively. The Group Consumer divisions focus for the period was to integrate customer analytics across the operations to meet customers changing needs. Improving analytics is a key priority for the Group with substantial room for improvement and will form part of the strategic review the Group is currently undergoing. During the period a number of global value propositions were introduced. MTN Go, a bundle plan focusing on driving the transition to data, was launched in six markets and MTN Hello World, a global roaming proposition, was launched in ten markets. The Groups net promoter score (NPS) improved from 24 in December 2015 to 27 in June 2016, closing the gap with its competitors. This was mainly driven by improvement on the network, value offerings and brand image. Improving NPS remains a key focus. GROUP DIGITAL SERVICES Group Digital Services continued to expand its e-commerce, digital media and mobile financial services across Africa and the Middle East, leveraging MTNs core competencies of a strong brand, knowledge of and access to customers, scale and distribution. MTN recorded strong growth in digital services revenue, supported by lifestyle and Mobile Financial Services. MTN recently launched Games Club, our premium gaming proposition and continued to gain strong momentum on its music offerings as one of the major distributors of digital music in Africa. MTN Mobile Money registered customers increased by 5,0 to 36,5 million across 15 countries and increased revenue by 40,8 to R1 289 million when compared to June 2015. Active customers increased by 18,0, supported by a strong performance from MTN Uganda, MTN Ghana, MTN Rwanda and MTN Benin. Revenue growth was supported by focused customer engagement and a common, more agile platform enabling converged campaigns and incentives. MTN continues to focus on advanced financial services such as remittance services, micro-lending and saving offerings and recorded 160 000 agents. AIH and MEIH, MTNs e-commerce joint ventures, continue to deliver good growth. While performance in the AIH business was negatively impacted by the macro-economic slowdown in Nigeria, MEIH continued to gain strong momentum. Unit economics in both businesses continued to improve. AIH recorded approximately three million customers, and approximately 2,5 million transactions and 1,3 million leads on its classified business in the six-month period. In addition, MEIH comprises seven companies in the Middle East, with approximately 600 000 customers and 3,3 million transactions during the period. IIG, our Iranian e-commerce business, gained strong momentum, supported by its taxi-hailing business benefiting from a youthful population and high smartphone penetration. The TravelStart business, in which MTN acquired a 37,3 indirect interest through Amadeus, recorded 259 000 bookings during the period. ENTERPRISE BUSINESS UNIT (EBU) In the six-month period, EBU continued to align operations to become the ICT partner of choice for corporate, multinational, SME and public sector customers. While there is a clear opportunity in this market, the EBU function continues to operate in a competitive environment with little traction gained. The Group, as part of its strategic review, will embark on a process aimed at accelerating growth in this area. We continued to focus on the MTN Business Cloud, a hybrid platform using Windows Azure Pack, which is available across all MTN operating companies offering infrastructure, platforms and databases as services. MTN Business has also extended its Cloud Delivery Platform to provide various independent software vendor solutions, particularly to SMEs in four markets. MTN Business invested in the rollout of Global MPLS (multiple protocol label switching) across 27 points of presence together with centralised global monitoring and reporting services. In addition, MTN Business has launched dedicated internet services to its clients in 11 markets. It also extended its Pan African Internet of Things platform to Ghana and Cameroon during the period. FINANCIAL REVIEW Table 1: Group revenue by country Group revenue increased 14,0 to R78 878 million for the six-month period. This was positively impacted by the average exchange rate movement of the rand against the naira when compared to the previous corresponding period. Over the period, the average rand weakened against all our major revenue contributing currencies, declining 22,3 against the US dollar and 18,5 against the naira. In addition, the rand weakened 16,0 against the Iranian rial, 21,9 against the Ghanaian cedi, 21,8 against the Central African franc, 11,7 against the Ugandan shilling and 20,0 against the Sudanese pound. The rand strengthened 36,6 against the Syrian pound. On an organic basis, Group revenue increased by 1,5. WECA revenue decreased by 2,5 and remains the largest contributor to total Group revenue at 59 at the end of June 2016. SEA grew revenue by 7,6 and contributed 32 to total Group revenue while MENA increased revenue by 1,9 and contributed 9 to total Group revenue. The lower-than-expected revenue growth was negatively impacted by a decline in revenue growth in Nigeria (down 4,8), Cameroon (down 8,7), Ivory Coast (down 3,9) and Uganda (down 2,3). Regulatory challenges and aggressive competition negatively impacted revenue growth in these markets. This was partly offset by higher revenue growth in South Africa and Ghana, which increased by 5,1 and 18,9 respectively. South Africas increase in revenue was driven by higher handset sales and data revenue growth during the period while Ghanas healthy revenue growth was attributable to competitive voice and data offerings. Sudan and Syria also supported growth in total Group revenue and increased revenue by 15,7 and 10,5, respectively. Table 2: Group revenue analysis Contribution to revenue Total outgoing voice revenue declined by 5,4 and contributed 57 to total Group revenue while data revenue increased by 19,7 and contributed 25 to total Group revenue. Incoming voice revenue declined by 2,7 and contributed 10 to total Group revenue. Device revenue increased 36,5 and contributed 5 to total Group revenue. SMS and other revenue comprise the remaining 3 of total Group revenue. SMS revenue decreased 22,0. Outgoing voice revenue was negatively impacted by a decline in Nigeria (down 5,6) and South Africa (down 6,1). Nigeria was impacted by the subscriber disconnections related to the subscriber registration process and the withdrawal of regulatory services until the beginning of May 2016. The decline in South African revenue was negatively impacted by a 48 hour network outage in February 2016 and increased churn in the post-paid segment due to competition. While average voice traffic increased 7,9, the Group US dollar effective voice tariff in constant currency terms declined 12,2. This was largely due to free minutes offered as an incentive to win back disconnected subscribers and price competition in the majority of the key markets. Table 3: Data revenue by country South and East Africa West and Central Africa Middle East and North Africa Head office companies and eliminations Data revenue growth was supported by healthy double-digit growth in the majority of operations despite a continued reduction in data pricing as a result of competition. Data traffic increased 135,3 while the effective data tariff declined 46,9 (in constant currency US dollar terms). This was partly offset by a decline in data revenue in Nigeria (down 2,7) as a result of stringent regulatory restrictions when charging out-of-bundle data rates. Digital revenue contributed 32,1 to total Group data revenue, supported by healthy growth in Mobile Financial Services and an increased uptake of content services. These include entertainment, religious and educational services. Table 4: Cost analysis Government and regulatory costs VASDigital revenue share Service provider discount Group operating costs excluding the impact of the Nigerian regulatory fine, hyperinflation and tower profits increased by 27,4 to R49 605 million. This was impacted by average exchange rate movements of the rand against the operating currencies, which had a negative impact of R1,8 billion. On an organic basis, total Group costs increased by 22,8. WECA increased its costs by 9,1 and contributed 52 to total Group costs while SEA increased its costs by 37,2 and contributed 36 to total Group costs. MENA increased costs by 1,9 and contributed 10 to total Group costs. Head office costs contributed 2 to total Group costs. Once-off costs included professional fees of R1 324 million and PPE impairment in South Sudan of R2 632 million. Excluding these costs incurred, costs increased by 12,6. During the period R1 324 million costs were incurred on a range of professional services relating to the negotiations that led to a reduction of R34 billion in the Nigerian regulatory fine. The increase in total costs was mainly as a result of higher costs in Nigeria (up 11,3). This was largely impacted by US dollar-denominated exposure mainly associated with the previously concluded tower transactions, rent and utilities related to build-to-suit sites, as well as marketing and distribution costs related to the subscriber registration process. MTN South Africa costs were higher by 14,0, impacted by the increase in network-related costs associated with the network expansion during the period. In South Sudan, the impairment on PPE of R259 million had a significant impact on SEA costs. Total direct network operating costs increased 33,3 and contributed 25 to total costs while device costs increased by 33,5 and contributed 12 to total costs. Interconnect and roaming costs increased 2,3 and contributed 15 to total costs while staff costs increased 7,6 and contributed 10 to total Group costs. Selling, distribution and marketing costs increased marginally and contributed 19 to total Group costs. Government and regulatory costs declined 5,3 and contributed 6 to total Group costs while other operating costs increased 93,9 and contributed 13 to total Group costs. The increase in direct network operating costs was due to aggressive 3G and LTE network expansion in key markets, higher rent and utilities costs and foreign-denominated expenses mainly in Nigeria. The increase in device costs was mainly a result of higher volumes of smartphones sold in South Africa. Table 5: Group EBITDA by country Reported Group EBITDA decreased 38,4 to R18 882 million. This was negatively impacted by the accrual for the Nigerian regulatory fine (R10 499 million) following the agreed settlement on 10 June 2016. The deferred profit from the sale of towers in Ghana (R18 million) and an adjustment for hyperinflation (R90 million) positively impacted Group EBITDA. Excluding these, EBITDA decreased by 3,3 to R29 273 million. This was positively impacted by foreign exchange movements of 23 of which South Sudan made up 8,7. On an organic basis, EBITDA declined by 25,9. WECA EBITDA declined by 14,0 and contributed 70 to total EBITDA. SEAs EBITDA decreased by 47,3 and contributed 25 to EBITDA while MENA increased EBITDA by 1,9 and contributed 8 to total EBITDA. Head office negatively impacted EBITDA by 3. Organic EBITDA was negatively impacted by once-off costs in the period. In addition, organic EBITDA was negatively impacted by a decline in Nigeria (down 16,9) and South Africa (down 11,1). MTN Nigerias decline in EBITDA was as a result of the second tranche transfer of passive infrastructure into the TowerCo as well as US dollar-denominated expenses associated with the TowerCo and build-to-suit sites. MTN South Africas EBITDA was negatively impacted by higher device costs and an increase in network-related costs following aggressive expansion of its 3G and LTE rollout. MTN Ghana (up 16,3), MTN Syria (up 94,9) and MTN Sudan (up 23,0) supported total Group EBITDA. This was attributable to efficient cost control in Ghana, Cameroon and Sudan despite the depreciation of local currencies against the US dollar. The growth in MTN Syrias EBITDA was mainly due to the decrease in revenue share to 30 from 50 following the conversion of the build-operate-transfer (BOT) licence into a full licence. Excluding the impact of the Nigerian regulatory fine, tower profits and hyperinflation, the Group recorded a 6,6 pp decline in its EBITDA margin to 37,1, largely impacted by lower margins in Nigeria and South Africa and the once-off costs reported in the period. DEPRECIATION AND AMORTISATION Table 6: Group depreciation and amortisation South and East Africa West and Central Africa Middle East and North Africa Head office companies and eliminations Depreciation increased by 22,3 (8,1) to R10 858 million impacted by higher depreciation charges in South Africa as a result of higher capex in 2015. Amortisation costs increased by 17,2 (3,9) to R2 152 million, driven by higher spend on software in previous years and the goodwill impairments in Guinea Conakry (R402 million) and Afrihost (R202 million). NET FINANCE COSTS Table 7: Net finance cost Net interest paid Net forex losses Nigeria regulatory fine Net finance costs amounted to R5 461 million compared to R2 320 million recorded in the previous comparable period. This was due to an increase in net foreign exchange losses to R3 606 million from R1 481 million in the prior period, impacted by unfavourable exchange rates at the end of the period, in particular the depreciation of the Nigerian naira against the US dollar and the Iranian rial against the rand. An increase in net interest paid to R1 855 million from R839 million paid in the previous comparable period also contributed to the increase in net finance costs. The increase in the net interest expense is due to the higher net debt of R49 257 million compared to R17 161 million reported in the comparable period. Net foreign exchange losses include: Forex losses in Mauritius of R1 078 million relating mainly to the Iran receivables Forex losses in Nigeria of R1 124 million incurred on US dollar-denominated intercompany loans and third party payables (R2 034 million of the losses on third party US dollar loans have been deferred in equity following the application of net investment hedge accounting) Forex losses of R408 million in South Sudan on third party US dollar payables Forex losses of R395 million in Sudan mainly on settlement of third party trade payables and Forex losses of R178 million in South Africa on foreign exchange contracts relating to foreign payables in respect of the purchase of handsets. Following the significant depreciation of the Sudanese pound, MTN South Sudans foreign currency translation reserves included in equity amounted to approximately R3 billion at 30 June 2016. Should the Group decide to exit this operation, this amount will be recycled to the income statement as a loss. SHARE OF RESULTS OF JOINT VENTURES AND ASSOCIATES AFTER TAX Joint ventures and associates reported a loss of R1 692 million compared to a gain of R2 027 million in the previous comparable period. This included a charge of R1 039 million incurred by Iran mainly relating to the subsequent depreciation and amortisation of previously hyper-inflated assets that were historically written up under hyperinflation reporting. Iran hyperinflation accounting was discontinued effective 1 July 2015. Losses of R2 463 million from the Nigerian TowerCo were mainly as a result of foreign exchange losses (R2 282 million) on US dollar-denominated loans and short-term losses from AIH, MEIH and IIG (R494 million). Table 8: Taxation The Groups reported effective tax rate decreased to negative 309,5 from 31,0 in the previous comparable period, impacted by the Nigeria regulatory fine and hyperinflation. Excluding this impact, the effective tax rate increased to 49,2 from 32,9 in the previous comparable period. Lower profit before tax was due to the reported losses in joint ventures and associates, which impacted profit before tax, the higher ratio of withholding tax and denied assessed losses in Guinea Conakry and South Sudan as well as by a range of professional services relating to the negotiations that led to a reduction of R34 billion in the Nigerian regulatory fine. If the loss before tax is further analysed and adjusted for the effects of losses from joint ventures and associates, South Sudan unrealised forex losses, the Guinea Conakry goodwill impairment, the South Sudan PPE impairment and a range of professional fees relating to the Nigerian regulatory fine, the Group effective tax rate decreases to 33,0. The Groups taxation charge decreased by 24,6 (25,0) to R4 694 million for the period. This was a result of lower profit before tax and a higher deferred tax credit due to increased unrealised foreign exchange losses on US dollar-denominated intercompany loans and third party payables in Nigeria. The Group reported a basic headline loss per share of 271 cents largely impacted by the Nigerian regulatory fine expense (474 cents), hyperinflation (20 cents), and losses incurred on the Groups investments in Rocket (27 cents) and tower companies (136 cents). The headline figure was further impacted by forex losses (135 cents) and by a range of professional services relating to the negotiations that led to a reduction in the Nigerian regulatory fine (73 cents). Excluding these impacts, HEPS declined 11,7 to 594 cents. The attributable loss per share was 301 cents from attributable earnings per share of 653 cents in the comparative period. Cash inflows generated from operations decreased by 9,2 to R23 870 million mainly as a result of the Nigerian regulatory fine payments of R5,9 billion during the period. Cash capex of R14 024 million included the purchase of 4G spectrum in Ghana (R973 million), Nigeria licence spectrum (R1 billion) and the LTE and fibre licence in Congo Brazzaville (R289 million). Table 9: Capital expenditure South and East Africa West and Central Africa Middle East and North Africa Head office companies and eliminations Capex increased 27,4 to R13 850 million, of which R1 241 million was related to foreign currency movements. Table 10: Net debt analysis (Rm) Cash and cash equivalents Interest - bearing liabilities Net debt (cash) Dec 2015 South and East Africa West and Central Africa Middle East and North Africa Head office companies and eliminations includes restricted cash and current investments. Net debt increased to R49 257 million compared to net debt of R31 635 million reported at the end of December 2015. The Group reported a net debtEBITDA ratio of 0,83 excluding the Nigerian regulatory fine. The net debt position at the end of the period was mainly impacted by the following: Nigerian regulatory fine payment R5 870 million Group dividend paid to shareholders of R15 212 million Dividends paid to minority shareholders of R790 million An increase in capital expenditure and licences to R16 112 million Investments made in Amadeus (TravelStart), the Autopage acquisition and cash paid to AIH on capital calls of R1 702 million Net interest of R2 313 million Lower cash generated from operations. OPERATIONAL REVIEW Subscribers remained flat at 52,8 million Revenue increased by 7,6 Data revenue increased by 21,8 Subscribers decreased by 2,6 to 29,8 million Revenue increased by 5,1 Service revenue increased by 0,7 Data revenue increased by 19,2 EBITDA margin declined by 5,5 pp to 30,1 MTN South Africa reported a lower-than-expected performance, negatively impacted by network outages in some areas, competition and economic pressure impacting consumer spending. The result was supported by good growth in data usage benefiting from aggressive smartphone device sales and continued efforts to improve 3G and LTE network quality. The operations subscriber base declined 2,6 to 29,8 million. The pre-paid and post-paid segments declined by 2,7 to 24,7 million and 2,1 to 5,1 million, respectively. Total revenue increased by 5,1 to R19 841 million mainly as a result of higher data and device revenue growth. This was partly offset by a 6,1 decline in outgoing voice revenue. Service revenue, which excludes device revenue, remained relatively flat. Data revenue increased by 19,2, contributing 34,1 to total revenue. The number of smartphones on the network increased by 18,4 to 9,3 million (restated to align with the Group definition) while megabytes per user increased 53,8 for the period. Device sales in the previous comparable period were impacted by the industrial strike action and supply chain challenges. Digital revenue gained momentum and contributed 13,5 to data revenue. This was attributable to additional services being offered, including international content. EBU continued to operate in a competitive environment. During the period the operation entered into a sales agreement to dispose of its 50,02 stake in Afrihost (Proprietary) Ltd. The EBITDA margin declined by 5,5 pp to 30,1 mainly as a result of increased device costs relating to higher volumes sold and the impact of network-related costs as a result of the continued rollout of 3G and LTE sites. Capex for the six months amounted to R4 773 million with the rollout of 369 co-located 3G sites and 284 LTE sites. The operation continued to improve quality and capacity of the network in key cities to cater for increased data traffic. In addition, 175 sites were connected to fibre. Fibre to the home connections remain a priority with approximately 10 000 homes passed, of which 40 were rolled out during the period. On 15 July 2016, the national regulator, Independent Communications Authority of South Africa (ICASA) published an invitation to apply for high demand spectrum, in the 700MHz, 800Mhz and 2,6GHz spectrum bands. ICASA expects to conclude the licensing by the end of March 2017. There are four lots on offer with a reserve price of R3 billion. MTN has been analysing the invitation and is actively preparing documentation to meet the deadline for enquiries relating to the Invitation to Apply (ITA). MTN has noted, with interest, media reports that the Minister of Telecommunications and Postal Services intends to challenge ICASA regarding the abovementioned ITA and MTN will continue to monitor the developments. Other SEA across the rest of the region subscribers increased by 3,6 to 23,1 million for the period. This was mainly underpinned by good growth in Uganda. MTN Uganda increased its subscriber base by 10,8 for the six months to 9,9 million following the disconnection of subscribers reported in the second half of 2015. This was supported by customer acquisitions through voice bundle propositions and the continued success of MTN Zone, resulting in market share growth to 52,7. Total revenue declined by 2,3 mainly as a result of a decline in both outgoing and incoming voice revenue impacted by the implementation of the One Network Area, the decline in mobile termination rates and the impact of the disconnections in the second half of 2015. Data revenue increased by 22,7 and contributed 32,8 to total revenue. This was supported by data bundles, including successful shorter-duration bundles. Digital revenue contributed 70,5 to data revenue, supported by local content services including MTN Play. MTN Mobile Money customers decreased 24,4 to 7,2 million mainly as a result of the disconnections during the subscriber registration process in the second half of 2015. MTN Ugandas EBITDA margin decreased by 6,0 pp to 30,0, impacted by higher network operating costs and associated US dollar-denominated expenses, as well as higher transmission costs following the rollout of a 3G and LTE network. Higher marketing and distribution costs were incurred mainly as a result of the launch of 3G and 4G services. Capex decreased by 42,1 to R364 million, impacted by a delay in the supply chain process. During the period, 195 co-located 3G and 100 LTE sites were rolled out. Subscribers decreased by 1,0 to 105,5 million Revenue decreased by 2,5 Data revenue increased by 13,8 Subscribers decreased by 3,7 to 58,9 million Revenue decreased by 4,8 Data revenue decreased by 2,7 EBITDA margin declined by 7,5 pp to 49,8 MTN Nigeria continued to experience a challenging operating environment impacted by the disconnection of the final batch of subscribers in compliance with the subscriber registration process during the period. The operation was also impacted by the inability to offer competitive prices as a result of the suspension of regulatory services until May 2016, when the operation obtained the necessary approval to offer competitive pricing plans and promotions. Tough economic conditions further negatively impacted consumer spending. MTN Nigeria increased market share to 46,2, despite the decline in its subscriber base by 3,7 to 58,9 million (including 568 000 Visafone subscribers). Total revenue declined by 4,8 as a result of lower outgoing voice revenue and lower data revenue. These were impacted by regulatory requirements to seek permission to charge out-of-bundle data rates, multi-SIMs and delays in competitive offerings. Data revenue declined by 2,7 and contributed 19,3 to total revenue. The number of smartphones on the network increased by 11,2 to 16,0 million. Digital revenue continued to gain momentum and contributed 51,7 to data revenue. This was supported by good growth in music and other lifestyle content services. The number of registered accounts on MTN Nigerias Mobile Money offering, Diamond Yellow, increased by 5,0 to 6,5 million. The EBITDA margin declined by 7,5 pp to 49,8, impacted by the transfer of the second tranche of passive infrastructure into the TowerCo as well as US dollar-denominated expenses associated with the TowerCo and build-to-suit sites. This was further impacted by a 13,8 increase in marketing costs relating to the subscriber registration process as well as a range of professional services fees incurred to the settlement of the regulatory fine. Over the six-month period, 428 3G sites and 507 LTE sites were rolled out. The operation experienced some delays in the network re-planning and a delay with equipment purchases as a result of foreign exchange limitations. Capex for the period increased by 78,9 to R2 534 million. Improving the quality of the 3G co-located network and the rollout of LTE remains a priority. During the period, the operation purchased additional LTE spectrum for a consideration of R1 billion. Other WECA the remainder of the region increased its subscriber base by 2,8 to 46,6 million driven by solid growth in Ghana and satisfactory growth in Cameroon. MTN Ghana delivered a strong performance and grew its subscriber base by 8,1 to 17,6 million. This was supported by the launch of LTE services, the first operator to do so, as well as attractive value propositions, which contributed to market share growth to 53,8. Total revenue increased by 18,9, supported by strong growth in data and outgoing voice revenue. Data revenue grew by 68,0 and contributed 38,5 to total revenue supported by data bundles, including 4G data bundles, benefiting from superior data network quality and increased smartphone penetration. Smartphones on the network increased by 21,7 to 3,6 million. Digital revenue showed healthy growth, underpinned by attractive lifestyle content bundles and good momentum gained in mobile financial services. Digital revenue contributed 47,9 to data revenue. MTN Mobile Money subscribers increased by 23,3 to 7,0 million, supported by international remittances. The EBITDA margin declined 0,9 pp to 38,8 mainly as a result of higher transmission costs and the impact of foreign-denominated expenses following the depreciation of the cedi, as well as high inflation. Capex increased by more than 100 to R1 646 million with a key focus on the rollout of LTE sites. The operation added 110 co-located 3G and 435 LTE sites during the period. Capex includes the 4G licence acquired in H2 15. MTN Cameroon increased its subscriber base by 5,0 to 9,6 million despite the subscriber registration process, which was relatively well managed and supported by aggressive subscriber registration campaigns. Market share grew to 57,4 as a result of improved network quality, expansion of the LTE footprint and increased smartphone penetration. Total revenue declined by 8,7 mainly as a result of a decline in outgoing voice revenue impacted by price competition and free minutes used in relation to the subscriber registration process. However, data revenue increased by 49,5 and contributed 18,8 to total revenue. This was supported by increased 3G device penetration and the rollout of 3G and LTE networks. Smartphones on the network increased by 34,1 to 2,6 million. Digital revenue contributed 21,7 to data revenue. MTN Mobile Money registered subscribers increased by 21,1 to 2,4 million while active subscribers increased by more than 100, supported by a Mobile Money brand campaign to increase activity. MTN Cameroons EBITDA margin increased by 0,2 pp to 38,0. This was supported by strong cost optimisation and a substantial reduction in transmission costs due to the use of the WACS cable. Capex decreased 6,9 to R1 121 million with a focus on 3G and LTE network rollout and quality. During the period the operation rolled out 189 co-located 3G sites and 64 LTE sites. MTN Ivory Coast reported a decline in its subscriber base of 1,3 to 8,2 million, negatively impacted by the subscriber registration requirements and aggressive competition. Total revenue decreased by 3,9 mainly due to lower outgoing voice revenue impacted by a decrease in minutes from a lower subscriber base. This was partially offset by a 13,4 increase in data revenue, which contributed 17,1 to total revenue. This was supported by the introduction of new segmented data bundles and an increase in 3G and LTE coverage. Growth in data revenue was also attributable to a switch from WiMax devices to LTE TDD devices. Digital revenue contributed 50,2 to data revenue, driven by an increase in digital services offered. MTN Mobile Money continued to make good progress and increased registered subscribers by 10,4 to 3,2 million. The EBITDA margin decreased by 0,6 pp to 36,0. Capex increased 57,1 to R842 million with a strong focus on 3G and LTE network rollout. During the period, the operation rolled out 151 co-located 3G sites and 343 LTE sites. Subscribers increased by 1,1 to 74,1 million Revenue increased by 1,9 (excluding Iran) Data revenue increased 44,5(excluding Iran) Other MENA in the remainder of the region, the subscriber base declined marginally by 0,4 to 26,8 million. MTN Sudan increased its subscriber base by 4,2 to 8,8 million driven by targeted marketing campaigns. Total revenue increased by 15,7 mainly as a result of strong data revenue growth. Data revenue increased by 78,3 and contributed 27,7 to total revenue as a result of increased data users. Data users increased 4,8 to 4,4 million. Digital revenue contributed 19,4 to data revenue. The EBITDA margin decreased by 1,9 pp to 35,4. Capex amounted to R549 million for the six-month period. MTN Syria reported a 2,4 decrease in its subscriber base to 5,8 million despite operating in a very challenging environment. Total revenue increased by 10,5 mainly supported by outgoing voice and data revenue. Data revenue increased by 16,9 and contributed 28,8 to total revenue. The EBITDA margin increased by 12,3 pp to 28,6 mainly supported by the decrease in revenue share to 30 from 50 following the conversion of the BOT licence and cost optimisation. Capex in the six-month period amounted to R191 million. IRAN (JOINT VENTURE, EQUITY ACCOUNTED, 49) Subscribers increased by 2,0 to 47,3 million Revenue increased by 8,7 Data revenue increased 65,3 EBITDA margin decreased by 2,4 pp to 37,7 MTN Irancell delivered a sound performance despite a highly competitive environment and regulatory pressure on data tariffs. Subscribers increased by 2,0 to 47,3 million mainly as a result of attractive segmented voice and data offerings, data bundles and a quality 3G and LTE network experience. Total revenue increased by 8,7 driven by increased data revenue growth partly offset by a decline in outgoing voice revenue of 4,6. Outgoing voice revenue was negatively impacted by the continuous substitution of data services. Data revenue increased by 65,3 underpinned by increased smartphone penetration, a strong 3G and LTE network as well as improved customer experience. The number of smartphones on the network increased 25,8 to 25,8 million. At the end of the period, data revenue contributed 40,6 to total revenue while outgoing voice revenue contributed 38,5. Digital revenue contributed 32,6 to data revenue, supported by strong growth in local lifestyle content-based usage. The EBITDA margin decreased by 2,4 pp to 37,7 as a result of increased transmission costs associated with the data network expansion, rent and utilities as well as marketing costs related to 3G and LTE campaigns. The operation increased capex by 24,8 to R4 721 million. During the period it added 1 783 co-located 3G sites and 851 LTE sites. Represents the exclusion of the impact of hyperinflation and the relating goodwill impairment of certain of the Groups subsidiaries (MTN Sudan and MTN Syria) and the Groups joint venture in Iran, being accounted for on a hyperinflationary basis in accordance with International Financial Reporting Standards (IFRS) on the respective financial statement line items affected. During 2015, the Iranian economy was assessed to no longer be hyperinflationary and hyperinflation accounting was discontinued effective 1 July 2015. Represents the exclusion of the financial impact relating to the sale of tower assets during the financial period on the respective financial line items impacted, which include: Tower sales profits for the period related to the Ghana release of deferred profit of R18 million (H1 15: The re-measurement of the contingent consideration receivable from the Nigeria tower transaction (tranche 1) of R339 million and the Ghana release of deferred profit of R13 million). Represents the impact of the Nigerian regulatory fine subsequent to conclusion of the settlement agreement on the respective financial line items impacted, which include: The re-measurement impact when the settlement agreement was entered into on 10 June 2016, constituting the difference between the balance of the provision recorded on this date (after taking into account interest accrued from the beginning of the financial period up to 9 June 2016) and the present value of the financial liability arising on this date in accordance with IFRS (included in the EBITDA line) The unwinding of the finance costs over the period due to the recognition of provisionfinancial liability at the present value of the future payments (included on the finance cost line) The minority impact on the items noted above. As the Group will continue in its strategy to monetise its passive infrastructure, similar tower sale transactions may continue going forward. In addition, the impact of hyperinflation on the Groups results will continue for as long as certain of Groups operations are considered to be operating in hyperinflationary economies or the Groups net assets include historic adjustments for hyperinflation that have not yet been fully depreciated or amortised through profit or loss. Going forward, the impact of the Nigerian regulatory fine will be limited to the unwinding of the finance cost element of the future payments over the settlement period, net of minority interests. WORLDWIDE EXCHANGE PTY LTD 8211 BLACKTOWN Suite 1 No.16 Main Street, Blacktown New South Wales 2148 Australia Operating Hours Monday 8211 Wednesday 038 Friday: 9:00 AM 8211 5:30 PM Thursday: 9:00 AM 8211 5:30 PM (Non-Daylight Savings Time) 9:00 AM 8211 6:30 PM (Daylight Savings Time) Saturday: 9:00 AM 8211 4:30 PM Sunday: 9:00 AM 8211 3:30 PM Contact Numbers Call Centre Number: 02 80 155 233 Office Number: 02 96 216 373 Fax Number: 02 96 797 770 Email Address teamaustralia-FOiremit-inc iremit. ausmyiremitfo Asia Pacific (AGENTS) WELARS EXPRESS BALIKBAYAN BOXES 6 BYRON ST CLAYTON AUSTRALIA ANNIE ASIAN GROCERY AND FOOD SHOP 23 TIGHENS TERRACE, TIGHES HILL NSW AUSTRALIA 52 JINDABYNE CIRCUIT WOODCROFT NSW 2767 AUSTRALIA AR MIGRATION OFFICE 8 MELBOURNE ST AUSTRALIA THAT PHOTOBOOTH ROCKS 14 VILLAGE W AY BRACKEN RIDGE 4017 AUSTRALIA CHITO ANG PTNR C 038 F ANG ENTERPRISES 14 ROSE COURT GOWANDRAE 3043 AUSTRALIA 13 NICHOLS DR MORNINGTON VICTORIA AUSTRALIA J. 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