Forex Rm Til Rmb

Oversikt over utenlandsk valuta, ISO-koder og valutakurser I denne oversikten finner du interessante kunnskaper om hvordan mange internasjonale valutaer skrives. Også de valutateknene og de landene hvor disse valutaene er gangbare, går forbi revue. Handy for å vite, for eksempel hvis du går på ferie eller om du har behov for en skriftlig kode for en valutakode. Algerijnse dinar Det ord dinar er avledet av denarius, den tidligere romerske mynten. Algerie har etter hvert delt ut laget av det romerske og senere det ottomanske riket. Dermed har det vært flere valutaer i omløpet, blant annet spansk og portugisisk valuta. Den nåværende dinar er den oppfølgeren til Algerijns franc, dør i 1964 ble erstattet av dinar. Land: Algerie Fordeling: 1 Dinar 100 Santeem ISO-Myntkode: DZD Valutateknisk: DA Amerikanske dollar Den dollaren eksisterer allerede fra 1792. Siden 2. verdenskrig blir den brukt som anker-valuta for internasjonal handel (gull - og oljepris). Selv om det alltid har vært en stabil munt, ville den kinesiske renminbi i fremtiden kunne jobbe med det. De dollar forteller etterspørselen stadig større status. Det er mange forskjellige initiativer utviklet i den retningen. På bakgrunn av markedsutviklingen, og det faktum at den økonomiske vekstpunkten nå er i øst, vil det alltid være engang kommet. Land: USA, El Salvador, Ecuador, Micronesieuml, Palau, Øst-Timor, Marshalleilanden Distribusjon: 1 dollar 100 cent ISO-kode: USD Valutategn:, Antillianske dollar i USA Denne valutaen for Curaccedilao og Sint Maarten er siden 1986 ikke lenger i bruk på Aruba og fra 2011 også ikke lenger på Bonaire, Saba og Sint Eustatius. Siden den andre verdenskrig er den antillianske gulden knyttet til amerikanske dollar. Dermed kommer verdien av gullene til å svare til den arubanske florinen. Land: Curaccedilao, Sint Maarten, Aruba (til 1986), Bonaire, Sint Eustatius og Saba (til 2011) Fordeling: 1 gulden 100 cent ISO-muntskode: ANG Valutatekke: NANAf Argentinsk peso Til den argentinske konfederasjonen i 1852 var det et faktum, kom Det er også en egen valuta: de peso fuerte (ARF). Utallige finanspolitiske tilbakemeldinger er til slutt, siden 1992, oppstår den nåværende peso. Land: Argentinieuml Fordeling: 1 peso er 100 centavos ISO-muntskode: ARS Valutategn:, Arg. Aruba florijn Official er det florin. De munt har en fast valutakurs i forhold til amerikanske dollar. Den verdi av florinen er således lik verdien av Antilliaanse gulden. Land: Aruba Distribusjon: 1 florijn 100 cent ISO-muntskode: AWG Valutategn: Afl. Australske dollar I 1910 ble den australske dammen innført, den opvolger av den britiske dammen. I 1966 kom den australske dollaren i stedet for. Enkelte land i Stillehavet har samme valuta. Interessant er at Australieuml det første landet var det bankbiljetten av plast (polypropylen) laget. Land: Australieuml, Tuvalu, Nauru, Kiribati Distribusjon: 1 dollar 100 cent ISO-kode: AUD Valutatekke: A, AU Bahrainse dinar Som kjent er det ord dinar avledet av denarius, den romerske mynten fra weleer. Til 1960 var hovedsakelig den engelske dammen i omløp. Deretter ble den indiske roepie populær. Fra 1965 ble de roepie erstattet av Bahrainse dinar. Land: Bahrain Fordeling: 1 dinar 1000 fils ISO-Myntkode: BHD Valutategn: BD Brasiliansk ekte Det ord ekte betyr kongelig på portugisisk. I 17de århundre ble Brazilieuml en kolonie van Nederland i 1624 innført også i gullet. Den første brasilianske virkelige ble oppført i 1690. Siden 1990 er den reell knyttet til amerikanske dollar, selv om det siden har vært en spontan devaluering siden. Siden 2010 er det nye banknoter i omløp. De er noe større enn de gamle og bedre beskyttet mot fraude. Land: Brazilieuml Fordeling: 1 ekte 100 centavo ISO-muntskode: BRL Valutategn: R Canadese dollar Funny er at etternavnet til 1-dollarmunt Loonie er kalt etter isdduktøren. De 2-dollarmunt blir synkende. Land: Canada Fordeling: 1 dollar 100 cent ISO-mønkode: CAD Valutategn: C Chileense peso Som følge av inflasjon er det ingen underenhet mer. Voacuteoacuter 1984 var det de sentavo. Det brev fra 500 peso blir ikke lenger utgitt. Bortsett fra de mynter, er det bare bankbiljettene på 1000, 2000, 5000, 10.000 og 20.000 peso. De Spaanse escudo ble erstattet av Chileens peso i 1851. Den inflasjonen har alltid vært høy, og det er mange forsøksarbeid som er gjort for å stabilisere valutaen. Land: Chili Distribusjon: 1 peso 100 centavo ISO-koder: CLP Valutategn: Chil Chinese yuan Den offisielle valutaen er den renminbi (penger fra folket), i hvert fall i Kina. De muntenheid van de renminbi er de yuan. En de yuan er knyttet til amerikanske dollar. Westerse økonomer og politikere beklager imidlertid at valutaen blir for billig, slik at Kina for lett kan eksportere varer. En yuan er ti jiao verdi. De jiao består av tien fen. De fen blir bare brukt på markedet, fordi verdien er praktisk talt nihil. Land: Volksrepubliek Kina Fordeling: 1 yuan 10 jiao 100 fen ISO-muntskode: CNY Valutateken: RMB Denense kroon De kroon eksisterer siden 1873, med tanke på den nordiske monetære union, som dør til første verdenskrigs standhield. Danmark er en del av EU. Med en folkeavstemning har de imidlertid besluttet å ikke erstatte den euro. Voacuteoacuter de opkomst van de euro was de deense kroon gekoppeld aan het Duitse merk. De kroon er imidlertid i nært forhold til euroen takket være ERMII, den europeiske valutakursmekanismen. Länder: Danmark, Groenland Distribusjon: 1 kroon 100 oslashre ISO-koder: DKK Valuta tegn: Kr. Egyptisk dam Det påskrift på bankbiljetten er både på arabisk og engelsk. Land: Egypt Distribusjon: 1 Pond 100 Piaster ISO-Myntkode: EGP Valutategn: Pound, LE Engelse Pond Egentlig er navnet på dammen. Nord-Irland og Skottland har sine egne banknotater. Tøff kan møtes pond sterling i hele Storbritannia blir betalt. Hendrik II van Engeland førte til sterling i 1158. Det ord er avledet av den franske esterlinen (sterk), selv om meningen om det er fordelt. I den åttende og nittende århundre var det dammen den viktigste valutaen i verden. Engeland var i døden da også det mektigste handelsland, som Amerika som etter den andre verdenskrig ble, og dollaren om den grunnen nå er nøkkelvalutaen. Tross er det kapers på kysten, som euro og den kinesiske renminbi. Land: Storbritannia Distribusjon: 1 pund 100 pence ISO-koder: GBP Valutategn: pund Filippinsk peso De mønter er 1, 5, 10, 25 og 50 og 1, 2, 5 og 10 pesos. Bankbiljetten van 20, 50, 100, 200, 500 og 1000 peso. Land: Filipijnen Utdeling: 1 pesos 100 centavosentimo ISO-muntskode: PHP Hongaarse forint De forint ble innført i 1946 og erstattet den pengo som følge av en enorm inflasjon. Door de geldontwaarding is er geen onderverdeling van de forint meer. Det ord er avledet av italiensk florin og florin. Etter Sovjetunionens splittelse gjorde også forintene en fri fall. Land: Ungarn Distribusjon: ingen (tidligere 100 filleacuter) ISO-koder: HUF Valutatekke: Ft Hongkong dollar Den munt ble knyttet til amerikanske dollar i 1972. De bankbiljettene kan variere fra hverandre fordi ved siden av staten gir tre banker separate sedler: HSBC, Standard Chartered Bank og Bank of China. Land: Hongkong Distribusjon: 1 dollar 100 cent ISO-muntskode: HKD Valutatekke: HK Islandsk kroon I Irland har devalueringen holdt husholdningen at minimumsprisen på varer er fastsatt til 1 kroon. De underverdeling i eyrir eksisterer ikke lenge siden. Under krisen fra 2008 ble den islandske kroon knyttet til euro. Den munt var i måneder etter at dertig prosent gikk ned i verdi. Die koppeling ble en dag senere igjen tidligere tid. Den Islandske sentralbanken kunne etterspørre de steinankopene ikke forekomme at kronen i en fri fall var rettferdig. Land: Island Distribusjon: 1 kroon 100 eyrir (ikke lenger i bruk) ISO-koder: ISK Valutategn: Kr Indisk roepie Roepie betyr silver i sanskriet. Eeuwen voor de jaartelling was deze munt in India al in gebruik. Fra den 8. århundre kom det islamske penger ved. Arkeologer fant selv Romainse munten aan. Voacuteoacuter de britiske besettelsen ble forskjellige valutaer ved siden av hverandre brukt. Den silke roepie er innført i 1835 dør de Britten. Den påvirkning av andre valutaer har siden siden gått langsomt. Land: India Distribusjon: 100 paise ISO-kode: INR Indonesisk roepia Den roepia ble opprettet den 2. november 1949 som den nye nationale valutaen, fire år etter at landet under ledelse av Soekarno hadde uttalt seg uavhengighet. I begynnelsen var den nye roepia like som de nederlandske guldene. Men det holdt ikke lenge som følge av inflasjonen. Land: Indonesieuml Distribusjon: 1 år 100 år ISO-kode: IDR Valutategn: Rp iransk rial Siden stiftelsen av riket Perzieuml, begynnende 16 århundre, ble islamitiske mynter brukt i handel. Fra 1825 kom den silke kranen i omløp, døde i 1935 ble erstattet av rialet. Land: Iran Distribusjon: 1 rial 100 dinar ISO-muntskode: IRR Valutategn: Rl Israeumllische sjekel Denne sjekken er fordelt på 100 agorot. Det er mynter i omløp på 12, 1,2, 5 og 10 sjekel. Bankbiljetten van 20, 50, 100 og 200 sjekel. Den sjekel kom allerede i bibelske tider og ble for eksempel brukt til betaling av tempelbelastningen. Land: Israel, Palestinsk Autoritet Distribusjon: 1 million 100 euro ISO-muntskode: ILS Valutategn: NIS Japanese Yen Du er en viktig valuta og en stor aktør i verdensøkonomien. Land: Japan Distribusjon: 1 yen 100 sen ISO-muntskode: JPY Valutatekst: Yen (internasjonal) Jordansk dinar I 5. årh. V. Chr. var Griekse mynter i omløp. Koning Aretas II (1. århundre) styrte fra Petra og ga en egen mynt ut, i det 7. århundre fulgt av islamitisk penger. I 1918 gjorde de Ottomaanse piaster sted for den egyptiske dammen. Siden 1965 blir det betalt med Jordaanse dinar. Land: Jordanieuml, Palestinian Authority Distribution: 1 dinar 100 fils ISO-mønkode: JOD Valutateken: JD Kenyansk shilling I 1966 ble den kenyanske shilling innført og verving den østafrikanske shilling. I Afrika er det en av de mest stabile valutaene. Land: Kenia Distribusjon: 1 shilling 100 cent ISO-koder: KES Valutatekst: KSh Koeweitse dinar I løpet av århundrene har Kuwait vært en rekke valutaer i omløp, fra den indiske røven til den britiske dammen og til og med sølvtalerne. De Koeweitse dinar ble 1961 ten tonnel og hadde samme verdi som den britiske dammen. I de Golfoorlog stod Kuwaitisk dinar like i Irak. Da landet var frigjort, fikk den igjen verdien av for krigen. Land: Kuwait Distribusjon: 1000 fils ISO-Myntkode: KWD Valutategn: KD Libische dinar Fra den 7. århundre hadde Islam det for å si i Libieuml. De islamitiske mynter fulgte de romerske og ptolemeiske pengene på. Etter den naoorlogske uavhengighet ble den libiske dammen innført. Den valutaen stod lik den pond sterling. I 1971 kom den Libiske dinar for i stedet, også i forholdet 1: 1. Land: Libieuml Fordeling: 1 Dinar 100 dirham ISO-Myntkode: LYD Valutategn: LD Malaysisk ringgit Den ringgit blir også kjent som Malaysisk dollar. Etter den økonomiske krisen i Azieuml, i 1997, var den helt til dollaren knyttet. De biljetten har flotte bilder, blant annet Petronas Twin Towers og Kinabalu. Siden 2005 retter den seg på ulike valutaer og varierer mellom minimum og maksimum. Land: Maleisieuml Distribusjon: 1 ringgit 100 sen ISO-kode: MYR Valutategn: RM Marokkansk dirham Etter den romerske tiden ble Marokko styrt av arabiske familier og deres leirer. Dermed var det flere valutaer i omløp. Begynn 20ste århundre oppstået der protectorater møtte franske, spanske og britiske mynter. I 1959 ble Moroccan dirham innført. Den dirham er også det lovlige betalingsmidlet i den forente vestlige Sahara. Land: Marokko, Vest-Sahara Distribusjon: 1 dirham 100 centimeter ISO-mønskode: MAD Valutateknisk: Dh Mexikansk peso På de mynter er flotte azteksymboler vist. På de biljettene har de meksikanske heldene fra historien funnet sted. Land: Mexico Fordeling: 1 peso 100 centavo ISO-muntskode: MXN Valutategn: Ny-Zeeland dollar Også kjent som kiwi-dollar. I den koloniale tiden var det dammen det lovlige betalingsmiddelet. Länder: New Zealand, Cookeilanden, Niue, Tokelau-øyene, Pitcairneilanden Fordeling: 1 dollar 100 cent ISO-muntskode: NZD Valutatekning: NZ Norsk kroon Innført i 1875 etter opprettelsen av den nordiske monetære union, hvorav også Danmark og Sverige var var . Land: Norge Distribusjon: 1 kroon 100 oslashre ISO-muntskode: NOK Valutategn: Kr Pakistanske røpet Bankbiljetter fra 5, 10, 20, 50, 100, 500, 1000 og 5000 rupier. En munten van 1, 2 og 5 roepie. Land: Pakistan Distribusjon: 1 roepie 100 paise ISO-muntskode: PKR Valutateknisk: Rs Polishse zloty Historisk sett er slottet nært knyttet til gullene. Begge de zloty og de gule er oppstått fra florijn dør døren italiensk Firenze i 16-tallet ble introdusert. I den åttende og nittende århundre var i Polen også de rynlandske guldene i omløp, de myntenhet fra Tyskland. Den polske marken etter første verdenskrig ble raskt gjengitt av en enorm inflasjon. Erfor i stedet kom de sloty. Land: Polen Fordeling: 1 zloty 100 groszy ISO-muntskode: PLN Valutategn: Zl Saudi-Arabisk riyal De riyal er knyttet til amerikanske dollar. Land: Saudi-Arabiauml Distribusjon: 1 riyal 100 halalat ISO-muntskode: SAR Valutategn: SR Servicen dinar Døren til Balkanoorlogen oppsto en hyperinflation. Fortsatt er det ikke veldig verdig. Länder: Servieuml, Montenegro, Kosovo Fordeling: 1 diner 100 til ISO-Myntkode: CSD Singapore Dollar Den valutaen i Singapore blir avkortet med dollartecken. I 1963 slo det landet seg til den Malaysiske Federasjonen, hvor eacuteeacuten munteenheid ble innført. Etter den uavhengighet i 1965 kom det en ende på den monetære unionen. Den nåværende Singaporske dollaren eksisterer siden 1967. Land: Singapore Fordeling: 1 dollar 100 cent ISO-kode: SGD Valutatekke: S Sri Lanka Rupie Bankbiljetten fra 20, 50, 100, 200, 500, 1000 og 2000 roepie. Muntgeld van 25, 50 cent en 1, 2, 5 og 10 roepie. Land: Sri Lanka Distribusjon: 1 roepie 100 cent ISO-muntskode: LKR Valutateken: SLR Surinamse dollar Siden 1. januar 2004 er den officielle valutaen. Derfor var det Surinamse gulden. I den perioden var den inflasjonen så høy at en Surinamse gulden var mindre verdt enn en nederlandsk øre. Land: Surinam Distribusjon: 1 gulden 100 cent ISO-mønkode: SRG Valutatekke: Srg taiwanske dollar Mynter på 0,5, 1, 2, 5, 10, 20, 50 dollar. Bankbiljetten van 100, 200, 500, 1000 og 2000 dollar. Land: Taiwan Fordeling: 1 dollar 100 cent ISO-muntskode: TWD Valutatekke: T Tanzania shilling Dør av inflasjon er ikke noe mer i omløp. Land: Tanzania Distribusjon: 1 shilling 100 cent ISO-kode: TZS Valutategn: TSh Thai baht En veldig gammel valuta. Etter den andre verdenskrig ble den baht knyttet til amerikanske dollar. Siden er det et stort inflasjon, noe som gjør at dagens dollar tilsvarer 32 dollar. Legg merke til: muntstukken fra 10 baht og 2 euro tyder sterkt på hverandre Land: Thailand Fordeling: 1 baht 100 satang ISO-muntskode: THB Tsjekkisk kroon Når kravene er oppfylt, vil kronen bli erstattet av euro. De forhandlingene er imidlertid fortsatt i full gang. Land: Tsjechieuml Fordeling: 1 kroon 100 hellerhaleacuter ISO-muntskode: CZK Valutategn: K269 Tunesisk dinar Muntgeld på 10, 20, 50, 100 og 500 millimeter enn 1 og 5 middager. Bankbiljetten van 5, 10, 20, 30 og 50 dinar. Land: Tunesieuml Distribusjon: 1 dinar 1000 millim ISO-muntskode: TND Valutatekken: TD Tyrkisk lira av dam Van 1. januar 2005 til 31. desember 2008 var den nye turkiske lireen den mytenhet i Tyrkia. På 1. januar 209 ble det forfølge nytt. Også i Nord-Kypros er denne valutaen gyldig. Land: Tyrkia, Tyrkisk Republikk Nord-Kypros Distribusjon: 1 lira 100 kuru351 ISO-kode: YTL Valutategn: YTL, pund Venezuelansk Bolivar Den valutaen er nevnt etter Simoacuten Bolivar, de grunnlegger av Venezuela (1825). Land: Venezuela Fordeling: 1 bolivar 100 centimo ISO-muntskode: VEF Valutateknisk: Bs Zimbabwisk dollar En mynt med lavest verdi i forhold til euro eller amerikanske dollar. De inflasjon er gigantisk. Economen snakker van 20 millioner prosent. Land: Zimbabwe Distribusjon: 1 dollar 100 cent ISO-muntskode: ZWD Valutateken: Z Zuid-Afrikaanse rand De naam van de munteenheid is afgeleid van een goudader in Witwatersrand. Syd-Afrika har denne mynten siden 1961, da landet ble en republikk. Land: Zuid-Afrika Distribusjon: 1 rand 100 cent ISO-kode: ZAR Valutategn: R svensk kroon Mellom 2014 og 2015 blir det nye mynt - og papirgod lagt inn, blant annet en krone på 2 kr og 200 kr. Land: Sverige Fordeling: 1 kroon 100 oumlre ISO-koder: SEK Valutategn: Kr Zwitserse franc Het Zwitsers Eedbondgenootschap is the official name of Switzerland. Navnet er på latin igjen på møtet (Confoederatio Helvetica). Länder: Sveits, Liechtenstein Distribusjon: 1 franc 100 rappencentimecentesimorap ISO-muntskode: CHF Valutatekken: Sfr Les videre Topverkopers: De mange talenter fra topplederne (spesielle) kopi 2012 - 2017 Orion, den opphavsretten til denne artikkelen ligger hos infotøren. Uten tillatelse fra infotøren er vermenigvuldiging forbudt. Relaterte artikler Fjerne dollar som viktigste reservevaluta Den dollar har lenge hatt en oppgave som viktigste reservevaluta. Den dollar viser imidlertid ikke mer den sterke muntehellipen Online valutahandel, tjen penger med Forex Trading Hva er online valutahandel Og hvordan kan du tjene penger med Forex Trading Dør på nettet for å handle i valuta, kan du tjene penger EToro Forex: tjene penger med online trading Gjenvinn via Internett er ikke noe mer, du kan gjøre det på mange forskjellige måter. Vel blir det stadig hellip Valutakoersen, hva er du euro verdt Den dollaren har aldri vært så lavt. Er dette nå positivt av ikke og for hvem Geld endres av verdi av daghellip? Spar penger i fremmed valuta Mange mennesker vil spare penger i en fremmed valuta. Det kan være en attraktiv måte å investere på, og du kan se omtale. Sources and references Reageer på artiklen Oversikt over utenlandsk valuta, ISO-koder og valutakurserResultsoversikt MTN fortsatte å operere i et utfordrende miljø i seks måneder som avsluttet 30. juni 2016. Den finansielle Periodens ytelse reflekterer sammenflettet av en rekke materielle problemer, som skapte den perfekte stormen. Gruppen har gjort skritt for å løse disse utfordringene, selv om mange av disse faktorene faller utenfor kontrollen. Gruppens rapporterte resultater ble betydelig påvirket av den nigerianske reguleringsbøten. Den 10. juni besluttet MTN Nigeria denne saken med Forbundsregeringen i Nigeria (FGN) og ble enige om å betale FGN et samlet kontantbeløp på 330 milliarder Nigerian naira (US1,671 milliarder, ved bruk av den aktuelle valutakursen) over tre år i et fullstendig og endelig oppgjør. Dette ble avtalt i tillegg til å overholde visse andre regulatoriske vilkår som ble pålagt som en del av oppgjøret som ble nådd. De 50 milliarder naira (US250 millioner) betalt i god tro og uten fordommer av MTN Nigeria den 24. februar 2016, utgjør en del av den monetære delen av oppgjøret, og gir en balanse på 280 milliarder naira (US1,418 milliarder, ved bruk av valutakursen som hersker på den tiden) utestående. I juni 2016 ble den første planlagte betalingen på 30 milliarder naira (US124 millioner) gjort. De resterende kontantbeløpene per 30. juni 2016 utgjorde 250 milliarder naira (US882 millioner). Konsernet har påløpt nåverdi på 280 milliarder naira (US1,418 milliarder, ved bruk av den aktuelle valutakursen), som i sin helhet hadde en negativ innvirkning på R10 499 millioner på rapporterte inntekter før rente, skatt, avskrivninger og avskrivninger og nedskrivning av goodwill (EBITDA) og negativ innvirkning på R8 632 millioner på konsernets rapporterte overskuddstap, eller 474 cent på rapporterte overskuddstap per aksje. Den rapporterte effekten på konsernets kontantstrømoppstilling for perioden utgjorde R5 870 millioner, noe som tilsvarer 80 milliarder naira betalt i perioden. I perioden har R1 324 millioner kostnader pådratt seg en rekke profesjonelle tjenester knyttet til forhandlingene som førte til en reduksjon på 34 milliarder kroner i den nigerianske reguleringsbøden til 330 milliarder naira (US1 671 milliarder kroner, ved bruk av valutakursen på tid). Styret har utøvd sin dom og godkjent kvantumet av de faglige honorarene som påløper, tatt i betraktning globale mål og verdien levert som kulminasjon i endelig avgjørelse av den nigerianske bøten. Bortsett fra den nigerianske reguleringsfinansieringen hadde avskrivningen av lokale valutaer mot amerikanske dollar en betydelig innvirkning på gruppens resultater. Dette medførte valutatap på R3 606 millioner i perioden. MTN Sør-Sudan rapporterte en nedskrivning på eiendom, anlegg og utstyr (PPE) på R259 millioner (ved bruk av en randsudanese pund valutakurs på 0,376). Når nedskrivning av nedskrivning presenteres på en organisk basis, er nedskrivningen R2 632 millioner (ved bruk av en randsudanese pund valutakurs på 3.837). Denne nedskrivningen av økologisk nedskrivning hadde en betydelig negativ innvirkning på organisk EBITDA. Gruppens underliggende ytelse ble påvirket av svake makroøkonomiske forhold som påvirker forbruksutgiftene, tilbaketrekking av regulatoriske tjenester i MTN Nigeria fra juli 2015 til mai 2016 og frakoblinger av abonnenter knyttet til abonnentregistreringskrav. hovedsakelig i Nigeria. MTN Nigeria avsluttet den siste batchen på 4,5 millioner abonnenter i februar 2016. MTN Uganda og MTN Kamerun ble også påvirket av abonnentregistreringskrav. Dette resulterte i betydelige gratis minutter gitt for abonnentregistreringskampanjer, noe som bidro til en nedgang på 12,2 i den effektive taletaksten. Konsernets ytelse ble ytterligere påvirket av aggressiv priskonkurranse og underutførelse av MTN Sør-Afrika. MTN Irancell (joint venture equity accounted), MTN Ghana og MTN Kypros leverte sterke driftsmessige og finansielle resultater for perioden. Konsernet rapporterte et overskuddsfall per aksje på 271 cent, noe som hovedsakelig skyldes den nigerianske reguleringsbøten (474 ​​cent). Eksklusive virkningen av den nigerianske bøden, økte overskudd per aksje (HEPS) 69 til 203 cent. I tillegg ble overskriftstallet negativt påvirket av tap fra joint ventures og tilknyttede selskaper, som ble negativt påvirket av hyperinflation på 20 cent (positiv effekt på 40 cent i 2015), tap fra TowerCos på 136 cent (3,5 cent i 2015 ), AIH, MEIH og IIG på 27 cent (18 cent i 2015) og netto forex tap på 135 cent (52 cent i 2015). Dette ble ytterligere negativt påvirket av en rekke profesjonelle tjenester knyttet til forhandlingene som førte til reduksjonen i Nigeria regulatoriske bøter (73 cent). Bortsett fra virkningen av bøten, hyperinflation, tap fra TowerCos, AIH, MEIH og IIG, valutatap og en rekke profesjonsavgifter knyttet til de fine forhandlingene, reduserte de grunnleggende HEPS 11,7 til 594 cent. RESULTATOPPLØSNING Konsernet har fortsatt å dra nytte av sin betydelige skala og fotavtrykk, og opprettholder sin ledende stilling på 15 markeder. Gruppe abonnent tall forblir flatt på 232,6 millioner etter 6,6 millioner abonnent abonnementer over seks måneders perioden i Nigeria, Uganda og Kamerun. Siden oktober 2015 ble ca. 18 millioner abonnenter over hele gruppen koblet fra for å sikre overholdelse av abonnentregistreringsprosessene. MTN Sør-Afrika rapporterte en nedgang i abonnentnumrene, hovedsakelig som et resultat av sterk konkurranse og økonomisk press i et sterkt penetrert marked. Konsernets inntekter økte med 14,0 til R78 878 millioner, med fordel av gjennomsnittsrentebevegelsen av rand mot naira. På en organisk basis økte konsernets omsetning med 1,5, påvirket av en nedgang i utgående tale - og datainntekter i Nigeria etter at regjeringstjenester fra MTN Nigeria ble trukket tilbake til mai 2016. Dette hadde en betydelig negativ innvirkning på MTN Nigerias omsetningsvekst for de første fire månedene av perioden. Dette ble delvis motvirket av høyere inntektsvekst av MTN Sør-Afrika, støttet av sterk enhetssalg og en økning i datainntektene i perioden. Konsernet har hatt god sunn dobbeltsifret datainntektsvekst i de fleste markedene hvor den opererer. Konserndataintektene økte med 32,2 (19,7) og bidro med 25,2 til totalinntekter til tross for en nedgang på 46,9 i den effektive datataksten (i fast valuta amerikanske dollar). Digital inntekt, inkludert inntektene for Mobile Financial Services, bidro med 32,1 til datainntekter. Dette ble støttet av en 135 økning i datatrafikken og økt opptak av digitale livstids tjenester. Utgående stemmeinntekter økte med 8,0 og gikk ned med 5,4 på en organisk basis. Dette ble negativt påvirket av en reduksjon på 12,2 i den effektive taletaksten (gjennomsnittlig pris per minutt, i fast valuta i amerikanske dollar) som følge av fortsatt priskonkurranse, abonnentavbrudd og gratis minutter brukt til abonnentregistreringskampanjer. Bruken av flere SIM-kort, økt utskifting av datatjenester og økt press på forbruksutgifter har også negativt påvirket utgående stemmeinntekter. MTN Nigerias konkurranseevne ble kompromittert av den obligatoriske frakoblingen av abonnenter og suspensjonen av regulatoriske tjenester frem til mai 2016 da operasjonen oppnådde de nødvendige godkjennelsene for å introdusere markedsrelaterte prisplaner og kampanjer. I tillegg påvirket innføringen av regulatoriske begrensninger på utenlandsk datariffer tariffer for datainntektene for MTN Nigeria. MTN Sør-Afrikas omsetning økte hovedsakelig som et resultat av høyere salg av enheter og datainntekter. Disse ble støttet av vår fortsatte investering i vårt 3G - og LTE-nettverk, samt attraktive data - og digitale verdi proposisjoner. Veksten i utgående taleinntekter forblir en utfordring, påvirket av en 48 timers nettverksbrudd som påvirket omtrent en million abonnenter i februar 2016 og høyere churn i det etterbetalte segmentet. Eksklusive virkningen av den nigerianske regulatoriske bøter, hyperinflasjon og tårnoverskudd, reduserte konsernets EBITDA-margin med 6,6 pp til 37,1. Dette var et resultat av lavere EBITDA-marginer i Nigeria og Sør-Afrika. EBITDA-marginen i Nigeria ble påvirket av inntektsveksten på 4,8 og en kostnadseffektivisering på 11,3, hovedsakelig som følge av overføringen av den andre delen av den tidligere solgte passive infrastrukturen til TowerCo, samt den amerikanske dollar-denominert utgifter knyttet til TowerCo og build-to-suit nettsteder. Kostnadene ble ytterligere påvirket av økte markedsførings - og provisjonsutgifter knyttet til re-connect-abonnenter påvirket av abonnentregistreringsprosessen. MTN Sør-Afrikas EBITDA-margin ble negativt påvirket av lavere håndsettmarger etter aggressivt håndsett og økte nettrelaterte kostnader forbundet med utvidelse av 3G - og LTE-nettsteder. Kontantstrømmen fra driften reduserte med 9,2 til R23 870 millioner hovedsakelig som følge av nedbetaling av R5 870 millioner knyttet til den nigerianske reguleringsbøten i perioden. Konsernet fortsatte å øke investeringen i nettverket med fokus på å øke dekning, hastighet og kvalitet på 3G og LTE i toppområdene for å støtte den økende etterspørselen etter datatjenester. Investeringene (capex) økte med 26,9 (15,4) til R13 772 millioner. MTN South Africas capex utgjorde R4 773 millioner, som representerte 34,7 av totalkapitalen. Capex i Nigeria utgjorde R2 534 millioner og ble påvirket av forsinkelser i nettverksplanlegging. Mer nylig ble vår capex i Nigeria påvirket av den begrensede tilgjengeligheten av amerikanske dollar. I løpet av perioden har konsernet rullet ut 873 2G-nettsteder, 3 660 samlokaliserte 3G-nettsteder og 2 691 LTE-nettsteder. Gruppen rullet også ut 1 132 km langdistansefiber og koblet til sammen 422 steder til fiber. Capex-utgifter inkluderte kjøp av LTE-spektrum og lisenser på ulike markeder for å muliggjøre bedre kvalitetsdatanettverk i sin virksomhet. LEADERSHIP CHANGES I løpet av perioden har konsernet kunngjort utnevnelsen av nye ledere og ytterligere uavhengige, ikke-administrerende direktører til styret med sikte på å styrke ledelsen, styrke styret og bidra til konsernets strategi. Etter et utbredt utøvende søk, annonserte MTN utnevnelsen av Rob Shuter som ny konsernsjef og konsernsjef. Rob vil bli med i MTN så snart det er praktisk mulig i 2017, men senest 1. juli 2017. Rob har stor erfaring innen telekommunikasjon og bankvirksomhet over hele Afrika og Europa, inkludert å holde stillingen som administrerende direktør, Vodafone Europe-klyngen. Gruppen gleder seg også til nyutnevnte visepresidentene (VP): Stephen van Coller, administrerende direktør for MA og Strategi, med virkning fra 1. oktober 2016, som bringer ham kommersiell og bankerfaring, og vil bidra til å utvide MTNs ferdigheter som selskapet utvikler seg utenfor telekommunikasjon Godfrey Motsa, VD for Sør - og Øst-Afrika-regionen (unntatt Sør-Afrika), som bringer stor erfaring innen telekom og opererer i sub-saharansk Afrika. Kholekile Ndamase ble utnevnt som nestleder for fusjoner og oppkjøp, med virkning fra 10. september 2016. Kholekile slutter seg til MTN fra Rand Merchant Bank (RMB), der han ledet kapitalbasert finansieringsvirksomhet. Gruppen utnevnte Babak Fouladi som konsernsjefsteknologi og informasjonsansvarlig, med virkning fra 1. juni 2016. Babak vil bruke 12 måneder som sjef og teknikkansvarlig for den sørafrikanske operasjonen til nettverket opererer på et optimalt nivå og høyere kvalitet før man tar på konsernet rolle. Babak bringer ham global kompetanse og erfaring med å bygge og lede sterke lag til å drive og implementere på store konvergerte nettverk, komplekse systemer og applikasjoner. 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. A ASIAN EXPRESS 3 CLARET ASH CLOSE ABERGLASSLYN NSW AUSTRALIA 119 OFF LANE GLADSTONE QUEENSLAND AUSTRALIA 25 PORTLAND ST MORAYFIELD OLD 4506 AUSTRALIA SHOP4 VILLAGE LAKESIDE SHOPPING CENTER, AUSTRALIA E WACHER MIGRATION SERVICES 8 CRESLEIGH CLOSE WOONGARAH NSW AUSTRALIA 7 MOODY COURT MALAK NORTHERN TERRITORY AUSTRALIA BROWNING ASIAN SERVICES 18 OWEN ST INNISFAIL QLD AUSTRALIA KABSAT VARIETY STORE 11 SORRENTO AVE HOPPERS CROSSING MELBOURNE AUSTRALIA 7 WALDON STWILSON WESTERN AUSTRALIA 3B MARGARET STREET YARRAMAN QLD QLD AUSTRALIA 21 FRAZER AVE CRANBROOK TOWNSVILLE 4818 AUSTRALIA MARY JAYNE AGGABAO 69 SMITH ST DARWIN NORTHERN TERRITORY AUSTRALIA ASIAN SPOT GROCERY SHOP 3 MAITLAND MARKETPLACE, ELGIN STREET MAITLAN AUSTRALIA 13 FRINDERSTEIN WAY KARRATHA WA AUSTRALIA 13 LOCKYEAR PLACE CRESTBROOOK MT LOIUSA AUSTRALIA KAPAMILYA ASIAN SHOP 17 BOOTHBY ST KEDRON 4031 AUSTRALIA THE HUNTS BOUTIQUE 038 VARIETY 74 CURAWONG STREET INGLEBURN NSW AUSTRALIA PHILHOUSE FOOD IMPORT OF AUSTRALIA 15 CRINAN COURT CASTLE HILL, 2154 NEW SOUTH WALES, AUSTRALIA 121-27 JONES ST WENTWORTHVILLE AUSTRALIA LA KARITELA ENTREPRISE 9 GLOBE ST. GAILES QUEENSLAND 4300 AUS 20 BANKSIA ST CABOOLTURE QLD 4510 AUSTRALIA PLOTEK INVESTMENTS PTY LTD SHOP 121 HOPKINS STREET FOOTSCRAY MARKET VICTORIA AUSTRALIA 40 MCELHONE CT BELCONNEN AKT AUSTRALIA EVERLASTING GIFTER OG BLOMMESHANDEL 406 147-157 QUEEN ST CAMBELTOWN AUSTRALIA SERAS ENTERPRISES - AUSTRALIA 8 BEDFORD STREET, RESERVOIR, VICTORIA 3073 AUSTRALIA WORLDWIDE EXCHANGE PTY LTD 8211 PERTH Shop 1028A Centro Galleria Shopping Center, hjørne Collier og Walter Roads, Morley WA 6062 Driftstimer mandag 8211 onsdag 038 fredag-lørdag 9:00 8211 17:00 torsdag: 9:00 AM 8211 7:00 PM Søndag: 11:00 AM 8211 17:00 Kontaktnummer (618) 6365 4956 (618) 9275 2814 Mobil: 04 29 129 098 04 05 471 952 E-postadresse teamaustralia-FOiremit-inc iremit. ausmyiremitfo Asia Stillehavet (AGENTS) INTERNATIONAL REMITTANCE (CANADA) LTD. ALBERTA 8211 EDMONTON 8211 WEST EDMONTON MALL Unit 2571, Chinatown Hall, West Edmonton Mall 8882-170 St. Edmonton, AB T5T 4M2 Driftstimer Mandag 8211 Fredag: 10:00 8211 21:00 Lørdag: 10:00 8211 9: 00 PM Søndag: 10:00 8211 18:00 Kontaktnummer (1) (780) 475 8853 Faksnummer: (1) (780) 475 8853 Email adresse teamedmontonmyiremitfo Nord-Amerika (AGENTS 038 TIE-UPS) EDM103 CO OLCO ENTERPRISES 2827 MILLWOODS ROAD, EDMONTON ALBERTA T6K 4A9 16420 43 ST. EDMONTON AB T5Y 0H8 EDM500 CO MATILDA G. NAVALES 302-9909 BELLAMY HILL EDMONTON AB, T5K 2B1 EDM7000 CO HOLY FAMILY ANSATTE 2827 MILLWOODS ROAD, EDMONTON ALBERTA T6K 4A9 MHAYBELLES RENSNINGSTJENESTER 10309-99 ST. HØY NIVÅ AB T0H 1Z0 16A BIRCH ROAD FORT MCMURRAY AB T9H 1J7 EDMMDAGMAN CO MALOU DAGMAN 636, 999-36TH STREET N. E. CALGARY ALBERTA T2A7X6 CO EDMONTON OFC 8211 GEMMA WIEBE 4923 50 AVENUE ST. PAUL AB, TOA 3A1 ADVANTAGE GOVERNOR 038 KONTROLLER INC 1013 8211 14 AVE WAINWRIGHT T9W 1K5 IAELUD CO EDM 8211 LUDYS CAKE SHOP 636, 999-36TH STREET N. E. CALGARY ALBERTA T2A7X6 INTL. REMITTANCE (CANADA) LTD. EDMONTON 2827 MILLWOODS ROAD, EDMONTON ALBERTA T6K 4A9 276 BALL STED FORT MCMURRAY AB T9K 2A2 BARAKO JASPER CAFE 607 CONNAUGHT DRIVE JASPER AB T0E 1E0 TRITO LTD. OA VÆR DIN BUCK 3305 8211 43 AVENUE NW EDMONTON 1820606 ALBERTA LTD OA PINOY SARI-SARI 7256 8211 101 AVENUE JMC FREE LTD OA ADOBO ERFARING 2809 MILWOODS ROAD ASIAN MINI MART 3-8802 FRANKLIN AVE WINNIPEG, MB INTERNATIONAL REMITTANCE (CANADA) LTD. MANITOBA 8211 WINNIPEG 8211 PORTAGE PLACE SHOPPING CENTER Enhet 257-393 Portage Avenue Portage Place kjøpesenter Winnipeg MB R3B 3H6 Driftstimer mandag 8211 onsdag 038 lørdag: 10:00 8211 18:00 torsdag 038 fredag: 10:00 8211 9: 00 PM Søndag: 12:00 PM 8211 17:00 Kontaktnummer (1) (204) 505 2411 Faksnummer: (1) (204) 505 2413 Hotline nummer: (1) (204) 813 4155 E-postadresse teamwinnipegmyiremitfo Nord-Amerika (AGENTER 038 TIE-UPS) 214-2305 MCPHILLIPS ST. WINNIPEG MB R2P 2W2 INTL. REMITTANCE (CANADA) LTD. WINNIPEG PORTAGE SHOPPING CENTER PORTAGE AVE WINNIPEG MB MANG GERRYS FILIPINO STORE 109 ALBERT STREET REGINA SK S4R2N3 5 SISTERS PINOY STORE 10204 11TH AVE NORTH BATTLEFORD SK S9A 2S5 429 BELL STREET, INDIAN HEAD 1445 ARLINGTON WINNIPEG MB R2X 1T3 ELMER G. PIMENTEL 119 PELLY AVE. RUSSELL MANITOBA div ul data-uk-grid-margin LIK SANG PLAZA LIK SANG PLAZA Shop 280, 2F Lik Sang Plaza, 269 Castle Peak Road Tsuen Wan New Territories, Hong Kong Driftstimer mandag 8211 Lørdag: 8:30 8211 6:00 PM Søndag: 7:30 8211 18:30 Kontaktnummer Telefaks: (852) 2490 1028 E-postadresse teamhongkongmyiremitfo Asia Pacific (AGENTS) SHOP 38 GF EAST MARINA SQUARE, SOUTH HORIZON APLEICHAU, HONG KONG APHRODITE BL PINOY PRODUCTS UNIT 25 2F, 201 ABERDEEN MAIN ROAD ABERDEEN HONG KONG ASHLEY TRADING HK BY MARY ANN MARANAS SHOP 81 GF PAK TIN SHOPPING CENTER 1-3 WAI CHI LANE SHEK KIP MEI, KOWLOON HK C038C REMITTANCE OG TJENESTER FLATROOM 702 SUNNY HOUSE 12-16 LI YUEN ST. WEST CENTRAL HK SHOP NO. 503 STALL 12 5F CHIFU LANDMARK POK FU LAM, HONGKONG FILMART GENERAL TRADING 8211 AVERDEEN BR. G52, 7 SEAS SHOPPING CENTER 121 KING ROAD NORTH POINT