Hi guys! I do not have any knowledge on forex as for now but i really want to get into it as i see a lot of my friends have been trading in forex and they are quite well off. How do i go about? Is RM 1000 enough to invest for initial capital? Is it high risk?
How much money would it cost to setup high-frequency trading?
I worked with many HFT startups and I have a pretty good idea of the initial costs that such trading shops have. Data: High-frequency strategies are data-intensive, so you need to get the best data providers at the tick level (level 3). That’s expensive. Depending on the market you are in (forex, futures, bonds, etc) the cost could vary. FX is even more complex, because of its highly fragmented nature, so they will need to have a broad view of all of them. Each provider cost could start from $5k per month each, up to $50k per month Servers: You will need power. A decent server (please don’t use the cloud), could cost you 20k at least. It needs to have 32-cores at least. You can rent a dedicated server, and its cost could start from $2k per month Collocation: That powerful server must be placed inside a collocated environment. The idea is to reduce the latency as much as you can, so being close to the exchanges/venues is the best choice. These data centers will charge you for your server space and for the connectivity you use (cross-connection). This varies considerably depending on the markets you are in. Software: this would be the most expensive piece of your setup. Remember, that the software is the brain of your operation. Not only needs to get ALL the data from the exchanges/venues but normalize it, store it, manipulate it, and prepare it to be consumed by your strategies(s) that will be doing tons of different calculations based on the data they receive. And all that must be done in a fraction of milliseconds (hopefully within 10–50 microseconds) On top of that, you must be sure, that you will have all the different modules in place: price aggregators, order management systems (OMS), execution management systems (EMS), smart order routing (SOR), liquidity manager (LM), risk management systems (RMS). and any interface you may need (to databases, storage, monitoring systems, reporting, etc) Cost-wise, all of this will depends on what you choose. If you go with an off-the-shelf solution (not recommended, cheaper, you don’t own anything, slow), or you start your own development (time to market +1 year, very costly). The cost could vary between $300K to $1M People: you will need human resources. This is not a one-guy operation. You will need to have software engineers, quantitative analysts, and researchers. Think about 150k /year at the low end. Brokers/Prime Brokers: you will need to open up a brokerage account to have access to the trading venues. They will require you to have a minimum capital to trade (besides the commissions/fees they may charge). So, that adds up to your initial setup cost. Conclusions It’s a very lucrative business but is hard to get started. Usually, startups try to start small and grow as they see profits, but that always falls into failure. If you do that, you will fail to have all the above points I’ve listed. Your initial investment is high, and keeping in mind that after having all these startup costs, all your infrastructure in place, and the software ready to run, your first profitable trades could start to come in after 6 to 12 months of operations. I hope my question is not as vague as the others… Please, let me know if I was missing something else, so we can add it to this list 😎 Ariel Silahian http://www.sisSoftwareFactory.com/blog
https://preview.redd.it/gp18bjnlabr41.jpg?width=768&format=pjpg&auto=webp&s=6054e7f52e8d52da403016139ae43e0e799abf15 Download PDF of this article here:https://docdro.id/6eLgUPo In light of the recent fall in oil prices due to the Saudi-Russian dispute and dampening demand for oil due to the lockdowns implemented globally, O&G stocks have taken a severe beating, falling approximately 50% from their highs at the beginning of the year. Not spared from this onslaught is Hibiscus Petroleum Berhad (Hibiscus), a listed oil and gas (O&G) exploration and production (E&P) company. Why invest in O&G stocks in this particularly uncertain period? For one, valuations of these stocks have fallen to multi-year lows, bringing the potential ROI on these stocks to attractive levels. Oil prices are cyclical, and are bound to return to the mean given a sufficiently long time horizon. The trick is to find those companies who can survive through this downturn and emerge into “normal” profitability once oil prices rebound. In this article, I will explore the upsides and downsides of investing in Hibiscus. I will do my best to cater this report to newcomers to the O&G industry – rather than address exclusively experts and veterans of the O&G sector. As an equity analyst, I aim to provide a view on the company primarily, and will generally refrain from providing macro views on oil or opinions about secular trends of the sector. I hope you enjoy reading it! Stock code: 5199.KL Stock name: Hibiscus Petroleum Berhad Financial information and financial reports: https://www.malaysiastock.biz/Corporate-Infomation.aspx?securityCode=5199 Company website: https://www.hibiscuspetroleum.com/
Hibiscus Petroleum Berhad (5199.KL) is an oil and gas (O&G) upstream exploration and production (E&P) company located in Malaysia. As an E&P company, their business can be basically described as: · looking for oil, · drawing it out of the ground, and · selling it on global oil markets. This means Hibiscus’s profits are particularly exposed to fluctuating oil prices. With oil prices falling to sub-$30 from about $60 at the beginning of the year, Hibiscus’s stock price has also fallen by about 50% YTD – from around RM 1.00 to RM 0.45 (as of 5 April 2020). https://preview.redd.it/3dqc4jraabr41.png?width=641&format=png&auto=webp&s=7ba0e8614c4e9d781edfc670016a874b90560684 https://preview.redd.it/lvdkrf0cabr41.png?width=356&format=png&auto=webp&s=46f250a713887b06986932fa475dc59c7c28582e While the company is domiciled in Malaysia, its two main oil producing fields are located in both Malaysia and the UK. The Malaysian oil field is commonly referred to as the North Sabah field, while the UK oil field is commonly referred to as the Anasuria oil field. Hibiscus has licenses to other oil fields in different parts of the world, notably the Marigold/Sunflower oil fields in the UK and the VIC cluster in Australia, but its revenues and profits mainly stem from the former two oil producing fields. Given that it’s a small player and has only two primary producing oil fields, it’s not surprising that Hibiscus sells its oil to a concentrated pool of customers, with 2 of them representing 80% of its revenues (i.e. Petronas and BP). Fortunately, both these customers are oil supermajors, and are unlikely to default on their obligations despite low oil prices. At RM 0.45 per share, the market capitalization is RM 714.7m and it has a trailing PE ratio of about 5x. It doesn’t carry any debt, and it hasn’t paid a dividend in its listing history. The MD, Mr. Kenneth Gerard Pereira, owns about 10% of the company’s outstanding shares.
Reserves (Total recoverable oil) & Production (bbl/day)
To begin analyzing the company, it’s necessary to understand a little of the industry jargon. We’ll start with Reserves and Production. In general, there are three types of categories for a company’s recoverable oil volumes – Reserves, Contingent Resources and Prospective Resources. Reserves are those oil fields which are “commercial”, which is defined as below: As defined by the SPE PRMS,Reservesare “… quantities of petroleum anticipated to be commercially recoverable by application of development projects to known accumulations from a given date forward under defined conditions.” Therefore, Reserves must be discovered (by drilling, recoverable (with current technology), remaining in the subsurface (at the effective date of the evaluation) and “commercial” based on the development project proposed.) Note that Reserves are associated with development projects. To be considered as “commercial”, there must be a firm intention to proceed with the project in a reasonable time frame (typically 5 years, and such intention must be based upon all of the following criteria:) - A reasonable assessment of the future economics of the development project meeting defined investment and operating criteria;- A reasonable expectation that there will be a market for all or at least the expected sales quantities of production required to justify development;- Evidence that the necessary production and transportation facilities are available or can be made available; and- Evidence that legal, contractual, environmental and other social and economic concerns will allow for the actual implementation of the recovery project being evaluated. Contingent Resources and Prospective Resources are further defined as below: -Contingent Resources: potentially recoverable volumes associated with a development plan that targets discovered volumes but is not (yet commercial (as defined above); and)-Prospective Resources: potentially recoverable volumes associated with a development plan that targets as yet undiscovered volumes. In the industry lingo, we generally refer to Reserves as ‘P’ and Contingent Resources as ‘C’. These ‘P’ and ‘C’ resources can be further categorized into 1P/2P/3P resources and 1C/2C/3C resources, each referring to a low/medium/high estimate of the company’s potential recoverable oil volumes: - Low/1C/1P estimate: there should be reasonable certainty that volumes actually recovered will equal or exceed the estimate;- Best/2C/2P estimate: there should be an equal likelihood of the actual volumes of petroleum being larger or smaller than the estimate; and- High/3C/3P estimate: there is a low probability that the estimate will be exceeded. Hence in the E&P industry, it is easy to see why most investors and analysts refer to the 2P estimate as the best estimate for a company’s actual recoverable oil volumes. This is because 2P reserves (‘2P’ referring to ‘Proved and Probable’) are a middle estimate of the recoverable oil volumes legally recognized as “commercial”. However, there’s nothing stopping you from including 2C resources (riskier) or utilizing 1P resources (conservative) as your estimate for total recoverable oil volumes, depending on your risk appetite. In this instance, the company has provided a snapshot of its 2P and 2C resources in its analyst presentation: https://preview.redd.it/o8qejdyc8br41.png?width=710&format=png&auto=webp&s=b3ab9be8f83badf0206adc982feda3a558d43e78 Basically, what the company is saying here is that by 2021, it will have classified as 2P reserves at least 23.7 million bbl from its Anasuria field and 20.5 million bbl from its North Sabah field – for total 2P reserves of 44.2 million bbl (we are ignoring the Australian VIC cluster as it is only estimated to reach first oil by 2022). Furthermore, the company is stating that they have discovered (but not yet legally classified as “commercial”) a further 71 million bbl of oil from both the Anasuria and North Sabah fields, as well as the Marigold/Sunflower fields. If we include these 2C resources, the total potential recoverable oil volumes could exceed 100 million bbl. In this report, we shall explore all valuation scenarios giving consideration to both 2P and 2C resources. https://preview.redd.it/gk54qplf8br41.png?width=489&format=png&auto=webp&s=c905b7a6328432218b5b9dfd53cc9ef1390bd604 The company further targets a 2021 production rate of 20,000 bbl (LTM: 8,000 bbl), which includes 5,000 bbl from its Anasuria field (LTM: 2,500 bbl) and 7,000 bbl from its North Sabah field (LTM: 5,300 bbl). This is a substantial increase in forecasted production from both existing and prospective oil fields. If it materializes, annual production rate could be as high as 7,300 mmbbl, and 2021 revenues (given FY20 USD/bbl of $60) could exceed RM 1.5 billion (FY20: RM 988 million). However, this targeted forecast is quite a stretch from current production levels. Nevertheless, we shall consider all provided information in estimating a valuation for Hibiscus. To understand Hibiscus’s oil production capacity and forecast its revenues and profits, we need to have a better appreciation of the performance of its two main cash-generating assets – the North Sabah field and the Anasuria field. North Sabah oil field https://preview.redd.it/62nssexj8br41.png?width=1003&format=png&auto=webp&s=cd78f86d51165fb9a93015e49496f7f98dad64dd Hibiscus owns a 50% interest in the North Sabah field together with its partner Petronas, and has production rights over the field up to year 2040. The asset contains 4 oil fields, namely the St Joseph field, South Furious field, SF 30 field and Barton field. For the sake of brevity, we shall not delve deep into the operational aspects of the fields or the contractual nature of its production sharing contract (PSC). We’ll just focus on the factors which relate to its financial performance. These are: · Average uptime · Total oil sold · Average realized oil price · Average OPEX per bbl With regards to average uptime, we can see that the company maintains relative high facility availability, exceeding 90% uptime in all quarters of the LTM with exception of Jul-Sep 2019. The dip in average uptime was due to production enhancement projects and maintenance activities undertaken to improve the production capacity of the St Joseph and SF30 oil fields. Hence, we can conclude that management has a good handle on operational performance. It also implies that there is little room for further improvement in production resulting from increased uptime. As North Sabah is under a production sharing contract (PSC), there is a distinction between gross oil production and net oil production. The former relates to total oil drawn out of the ground, whereas the latter refers to Hibiscus’s share of oil production after taxes, royalties and expenses are accounted for. In this case, we want to pay attention to net oil production, not gross. We can arrive at Hibiscus’s total oil sold for the last twelve months (LTM) by adding up the total oil sold for each of the last 4 quarters. Summing up the figures yields total oil sold for the LTM of approximately 2,075,305 bbl. Then, we can arrive at an average realized oil price over the LTM by averaging the average realized oil price for the last 4 quarters, giving us an average realized oil price over the LTM of USD 68.57/bbl. We can do the same for average OPEX per bbl, giving us an average OPEX per bbl over the LTM of USD 13.23/bbl. Thus, we can sum up the above financial performance of the North Sabah field with the following figures: · Total oil sold: 2,075,305 bbl · Average realized oil price: USD 68.57/bbl · Average OPEX per bbl: USD 13.23/bbl Anasuria oil field https://preview.redd.it/586u4kfo8br41.png?width=1038&format=png&auto=webp&s=7580fc7f7df7e948754d025745a5cf47d4393c0f Doing the same exercise as above for the Anasuria field, we arrive at the following financial performance for the Anasuria field: · Total oil sold: 1,073,304 bbl · Average realized oil price: USD 63.57/bbl · Average OPEX per bbl: USD 23.22/bbl As gas production is relatively immaterial, and to be conservative, we shall only consider the crude oil production from the Anasuria field in forecasting revenues.
Valuation (Method 1)
Putting the figures from both oil fields together, we get the following data: https://preview.redd.it/7y6064dq8br41.png?width=700&format=png&auto=webp&s=2a4120563a011cf61fc6090e1cd5932602599dc2 Given that we have determined LTM EBITDA of RM 632m, the next step would be to subtract ITDA (interest, tax, depreciation & amortization) from it to obtain estimated LTM Net Profit. Using FY2020’s ITDA of approximately RM 318m as a guideline, we arrive at an estimated LTM Net Profit of RM 314m (FY20: 230m). Given the current market capitalization of RM 714.7m, this implies a trailing LTM PE of 2.3x. Performing a sensitivity analysis given different oil prices, we arrive at the following net profit table for the company under different oil price scenarios, assuming oil production rate and ITDA remain constant: https://preview.redd.it/xixge5sr8br41.png?width=433&format=png&auto=webp&s=288a00f6e5088d01936f0217ae7798d2cfcf11f2 From the above exercise, it becomes apparent that Hibiscus has a breakeven oil price of about USD 41.8863/bbl, and has a lot of operating leverage given the exponential rate of increase in its Net Profit with each consequent increase in oil prices. Considering that the oil production rate (EBITDA) is likely to increase faster than ITDA’s proportion to revenues (fixed costs), at an implied PE of 4.33x, it seems likely that an investment in Hibiscus will be profitable over the next 10 years (with the assumption that oil prices will revert to the mean in the long-term).
Valuation (Method 2)
Of course, there are a lot of assumptions behind the above method of valuation. Hence, it would be prudent to perform multiple methods of valuation and compare the figures to one another. As opposed to the profit/loss assessment in Valuation (Method 1), another way of performing a valuation would be to estimate its balance sheet value, i.e. total revenues from 2P Reserves, and assign a reasonable margin to it. https://preview.redd.it/o2eiss6u8br41.png?width=710&format=png&auto=webp&s=03960cce698d9cedb076f3d5f571b3c59d908fa8 From the above, we understand that Hibiscus’s 2P reserves from the North Sabah and Anasuria fields alone are approximately 44.2 mmbbl (we ignore contribution from Australia’s VIC cluster as it hasn’t been developed yet). Doing a similar sensitivity analysis of different oil prices as above, we arrive at the following estimated total revenues and accumulated net profit: https://preview.redd.it/h8hubrmw8br41.png?width=450&format=png&auto=webp&s=6d23f0f9c3dafda89e758b815072ba335467f33e Let’s assume that the above average of RM 9.68 billion in total realizable revenues from current 2P reserves holds true. If we assign a conservative Net Profit margin of 15% (FY20: 23%; past 5 years average: 16%), we arrive at estimated accumulated Net Profit from 2P Reserves ofRM 1.452 billion. Given the current market capitalization of RM 714 million, we might be able to say that the equity is worth about twice the current share price. However, it is understandable that some readers might feel that the figures used in the above estimate (e.g. net profit margin of 15%) were randomly plucked from the sky. So how do we reconcile them with figures from the financial statements? Fortunately, there appears to be a way to do just that. Intangible Assets I refer you to a figure in the financial statements which provides a shortcut to the valuation of 2P Reserves. This is the carrying value of Intangible Assets on the Balance Sheet. As of 2QFY21, that amount was RM 1,468,860,000 (i.e. RM 1.468 billion). https://preview.redd.it/hse8ttb09br41.png?width=881&format=png&auto=webp&s=82e48b5961c905fe9273cb6346368de60202ebec Quite coincidentally, one might observe that this figure is dangerously close to the estimated accumulated Net Profit from 2P Reserves of RM 1.452 billion we calculated earlier. But why would this amount matter at all? To answer that, I refer you to the notes of the Annual Report FY20 (AR20). On page 148 of the AR20, we find the following two paragraphs: E&E assets comprise of rights and concession and conventional studies. Following the acquisition of a concession right to explore a licensed area, the costs incurred such as geological and geophysical surveys, drilling, commercial appraisal costs and other directly attributable costs of exploration and appraisal including technical and administrative costs, are capitalised as conventional studies, presented as intangible assets. E&E assets are assessed for impairment when facts and circumstances suggest that the carrying amount of an E&E asset may exceed its recoverable amount. The Group will allocate E&E assets to cash generating unit (“CGU”s or groups of CGUs for the purpose of assessing such assets for impairment. Each CGU or group of units to which an E&E asset is allocated will not be larger than an operating segment as disclosed in Note 39 to the financial statements.) Hence, we can determine that firstly, the intangible asset value represents capitalized costs of acquisition of the oil fields, including technical exploration costs and costs of acquiring the relevant licenses. Secondly, an impairment review will be carried out when “the carrying amount of an E&E asset may exceed its recoverable amount”, with E&E assets being allocated to “cash generating units” (CGU) for the purposes of assessment. On page 169 of the AR20, we find the following: Carrying amounts of the Group’s intangible assets, oil and gas assets and FPSO are reviewed for possible impairment annually including any indicators of impairment. For the purpose of assessing impairment, assets are grouped at the lowest level CGUs for which there is a separately identifiable cash flow available. These CGUs are based on operating areas, represented by the 2011 North Sabah EOR PSC (“North Sabah”, the Anasuria Cluster, the Marigold and Sunflower fields, the VIC/P57 exploration permit (“VIC/P57”) and the VIC/L31 production license (“VIC/L31”).) So apparently, the CGUs that have been assigned refer to the respective oil producing fields, two of which include the North Sabah field and the Anasuria field. In order to perform the impairment review, estimates of future cash flow will be made by management to assess the “recoverable amount” (as described above), subject to assumptions and an appropriate discount rate. Hence, what we can gather up to now is that management will estimate future recoverable cash flows from a CGU (i.e. the North Sabah and Anasuria oil fields), compare that to their carrying value, and perform an impairment if their future recoverable cash flows are less than their carrying value. In other words, if estimated accumulated profits from the North Sabah and Anasuria oil fields are less than their carrying value, an impairment is required. So where do we find the carrying values for the North Sabah and Anasuria oil fields? Further down on page 184 in the AR20, we see the following: Included in rights and concession are the carrying amounts of producing field licenses in the Anasuria Cluster amounting to RM668,211,518 (2018: RM687,664,530, producing field licenses in North Sabah amounting to RM471,031,008 (2018: RM414,333,116)) Hence, we can determine that the carrying values for the North Sabah and Anasuria oil fields are RM 471m and RM 668m respectively. But where do we find the future recoverable cash flows of the fields as estimated by management, and what are the assumptions used in that calculation? Fortunately, we find just that on page 185: 17 INTANGIBLE ASSETS (CONTINUED) (a Anasuria Cluster) The Directors have concluded that there is no impairment indicator for Anasuria Cluster during the current financial year. In the previous financial year, due to uncertainties in crude oil prices, the Group has assessed the recoverable amount of the intangible assets, oil and gas assets and FPSO relating to the Anasuria Cluster. The recoverable amount is determined using the FVLCTS model based on discounted cash flows (“DCF” derived from the expected cash in/outflow pattern over the production lives.) The key assumptions used to determine the recoverable amount for the Anasuria Cluster were as follows: (i Discount rate of 10%;) (ii Future cost inflation factor of 2% per annum;) (iii Oil price forecast based on the oil price forward curve from independent parties; and,) (iv Oil production profile based on the assessment by independent oil and gas reserve experts.) Based on the assessments performed, the Directors concluded that the recoverable amount calculated based on the valuation model is higher than the carrying amount. (b North Sabah) The acquisition of the North Sabah assets was completed in the previous financial year. Details of the acquisition are as disclosed in Note 15 to the financial statements. The Directors have concluded that there is no impairment indicator for North Sabah during the current financial year. Here, we can see that the recoverable amount of the Anasuria field was estimated based on a DCF of expected future cash flows over the production life of the asset. The key assumptions used by management all seem appropriate, including a discount rate of 10% and oil price and oil production estimates based on independent assessment. From there, management concludes that the recoverable amount of the Anasuria field is higher than its carrying amount (i.e. no impairment required). Likewise, for the North Sabah field. How do we interpret this? Basically, what management is saying is that given a 10% discount rate and independent oil price and oil production estimates, the accumulated profits (i.e. recoverable amount) from both the North Sabah and the Anasuria fields exceed their carrying amounts of RM 471m and RM 668m respectively. In other words, according to management’s own estimates, the carrying value of the Intangible Assets of RM 1.468 billionapproximates the accumulated Net Profit recoverable from 2P reserves. To conclude Valuation (Method 2), we arrive at the following:
Accumulated Net Profit from 2P Reserves
RM 1.452 billion
RM 1.468 billion
By now, we have established the basic economics of Hibiscus’s business, including its revenues (i.e. oil production and oil price scenarios), costs (OPEX, ITDA), profitability (breakeven, future earnings potential) and balance sheet value (2P reserves, valuation). Moving on, we want to gain a deeper understanding of the 3 statements to anticipate any blind spots and risks. We’ll refer to the financial statements of both the FY20 annual report and the 2Q21 quarterly report in this analysis. For the sake of brevity, I’ll only point out those line items which need extra attention, and skip over the rest. Feel free to go through the financial statements on your own to gain a better familiarity of the business. https://preview.redd.it/h689bss79br41.png?width=810&format=png&auto=webp&s=ed47fce6a5c3815dd3d4f819e31f1ce39ccf4a0b Income Statement First, we’ll start with the Income Statement on page 135 of the AR20. Revenues are straightforward, as we’ve discussed above. Cost of Sales and Administrative Expenses fall under the jurisdiction of OPEX, which we’ve also seen earlier. Other Expenses are mostly made up of Depreciation & Amortization of RM 115m. Finance Costs are where things start to get tricky. Why does a company which carries no debt have such huge amounts of finance costs? The reason can be found in Note 8, where it is revealed that the bulk of finance costs relate to the unwinding of discount of provision for decommissioning costs of RM 25m (Note 32). https://preview.redd.it/4omjptbe9br41.png?width=1019&format=png&auto=webp&s=eaabfc824134063100afa62edfd36a34a680fb60 This actually refers to the expected future costs of restoring the Anasuria and North Sabah fields to their original condition once the oil reserves have been depleted. Accounting standards require the company to provide for these decommissioning costs as they are estimable and probable. The way the decommissioning costs are accounted for is the same as an amortized loan, where the initial carrying value is recognized as a liability and the discount rate applied is reversed each year as an expense on the Income Statement. However, these expenses are largely non-cash in nature and do not necessitate a cash outflow every year (FY20: RM 69m). Unwinding of discount on non-current other payables of RM 12m relate to contractual payments to the North Sabah sellers. We will discuss it later. Taxation is another tricky subject, and is even more significant than Finance Costs at RM 161m. In gist, Hibiscus is subject to the 38% PITA (Petroleum Income Tax Act) under Malaysian jurisdiction, and the 30% Petroleum tax + 10% Supplementary tax under UK jurisdiction. Of the RM 161m, RM 41m of it relates to deferred tax which originates from the difference between tax treatment and accounting treatment on capitalized assets (accelerated depreciation vs straight-line depreciation). Nonetheless, what you should take away from this is that the tax expense is a tangible expense and material to breakeven analysis. Fortunately, tax is a variable expense, and should not materially impact the cash flow of Hibiscus in today’s low oil price environment. Note: Cash outflows for Tax Paid in FY20 was RM 97m, substantially below the RM 161m tax expense. https://preview.redd.it/1xrnwzm89br41.png?width=732&format=png&auto=webp&s=c078bc3e18d9c79d9a6fbe1187803612753f69d8 Balance Sheet The balance sheet of Hibiscus is unexciting; I’ll just bring your attention to those line items which need additional scrutiny. I’ll use the figures in the latest 2Q21 quarterly report (2Q21) and refer to the notes in AR20 for clarity. We’ve already discussed Intangible Assets in the section above, so I won’t dwell on it again. Moving on, the company has Equipment of RM 582m, largely relating to O&G assets (e.g. the Anasuria FPSO vessel and CAPEX incurred on production enhancement projects). Restricted cash and bank balances represent contractual obligations for decommissioning costs of the Anasuria Cluster, and are inaccessible for use in operations. Inventories are relatively low, despite Hibiscus being an E&P company, so forex fluctuations on carrying value of inventories are relatively immaterial. Trade receivables largely relate to entitlements from Petronas and BP (both oil supermajors), and are hence quite safe from impairment. Other receivables, deposits and prepayments are significant as they relate to security deposits placed with sellers of the oil fields acquired; these should be ignored for cash flow purposes. Note: Total cash and bank balances do not include approximately RM 105 m proceeds from the North Sabah December 2019 offtake (which was received in January 2020) Cash and bank balances of RM 90m do not include RM 105m of proceeds from offtake received in 3Q21 (Jan 2020). Hence, the actual cash and bank balances as of 2Q21 approximate RM 200m. Liabilities are a little more interesting. First, I’ll draw your attention to the significant Deferred tax liabilities of RM 457m. These largely relate to the amortization of CAPEX (i.e. Equipment and capitalized E&E expenses), which is given an accelerated depreciation treatment for tax purposes. The way this works is that the government gives Hibiscus a favorable tax treatment on capital expenditures incurred via an accelerated depreciation schedule, so that the taxable income is less than usual. However, this leads to the taxable depreciation being utilized quicker than accounting depreciation, hence the tax payable merely deferred to a later period – when the tax depreciation runs out but accounting depreciation remains. Given the capital intensive nature of the business, it is understandable why Deferred tax liabilities are so large. We’ve discussed Provision for decommissioning costs under the Finance Costs section earlier. They are also quite significant at RM 266m. Notably, the Other Payables and Accruals are a hefty RM 431m. What do they relate to? Basically, they are contractual obligations to the sellers of the oil fields which are only payable upon oil prices reaching certain thresholds. Hence, while they are current in nature, they will only become payable when oil prices recover to previous highs, and are hence not an immediate cash outflow concern given today’s low oil prices. Cash Flow Statement There is nothing in the cash flow statement which warrants concern. Notably, the company generated OCF of approximately RM 500m in FY20 and RM 116m in 2Q21. It further incurred RM 330m and RM 234m of CAPEX in FY20 and 2Q21 respectively, largely owing to production enhancement projects to increase the production rate of the Anasuria and North Sabah fields, which according to management estimates are accretive to ROI. Tax paid was RM 97m in FY20 and RM 61m in 2Q21 (tax expense: RM 161m and RM 62m respectively).
There are a few obvious and not-so-obvious risks that one should be aware of before investing in Hibiscus. We shall not consider operational risks (e.g. uptime, OPEX) as they are outside the jurisdiction of the equity analyst. Instead, we shall focus on the financial and strategic risks largely outside the control of management. The main ones are: · Oil prices remaining subdued for long periods of time · Fluctuation of exchange rates · Customer concentration risk · 2P Reserves being less than estimated · Significant current and non-current liabilities · Potential issuance of equity Oil prices remaining subdued Of topmost concern in the minds of most analysts is whether Hibiscus has the wherewithal to sustain itself through this period of low oil prices (sub-$30). A quick and dirty estimate of annual cash outflow (i.e. burn rate) assuming a $20 oil world and historical production rates is between RM 50m-70m per year, which considering the RM 200m cash balance implies about 3-4 years of sustainability before the company runs out of cash and has to rely on external assistance for financing. Table 1: Hibiscus EBITDA at different oil price and exchange rates https://preview.redd.it/gxnekd6h9br41.png?width=670&format=png&auto=webp&s=edbfb9621a43480d11e3b49de79f61a6337b3d51 The above table shows different EBITDA scenarios (RM ‘m) given different oil prices (left column) and USD:MYR exchange rates (top row). Currently, oil prices are $27 and USD:MYR is 1:4.36. Given conservative assumptions of average OPEX/bbl of $20 (current: $15), we can safely say that the company will be loss-making as long as oil remains at $20 or below (red). However, we can see that once oil prices hit $25, the company can tank the lower-end estimate of the annual burn rate of RM 50m (orange), while at RM $27 it can sufficiently muddle through the higher-end estimate of the annual burn rate of RM 70m (green). Hence, we can assume that as long as the average oil price over the next 3-4 years remains above $25, Hibiscus should come out of this fine without the need for any external financing. Customer Concentration Risk With regards to customer concentration risk, there is not much the analyst or investor can do except to accept the risk. Fortunately, 80% of revenues can be attributed to two oil supermajors (Petronas and BP), hence the risk of default on contractual obligations and trade receivables seems to be quite diminished. 2P Reserves being less than estimated 2P Reserves being less than estimated is another risk that one should keep in mind. Fortunately, the current market cap is merely RM 714m – at half of estimated recoverable amounts of RM 1.468 billion – so there’s a decent margin of safety. In addition, there are other mitigating factors which shall be discussed in the next section (‘Opportunities’). Significant non-current and current liabilities The significant non-current and current liabilities have been addressed in the previous section. It has been determined that they pose no threat to immediate cash flow due to them being long-term in nature (e.g. decommissioning costs, deferred tax, etc). Hence, for the purpose of assessing going concern, their amounts should not be a cause for concern. Potential issuance of equity Finally, we come to the possibility of external financing being required in this low oil price environment. While the company should last 3-4 years on existing cash reserves, there is always the risk of other black swan events materializing (e.g. coronavirus) or simply oil prices remaining muted for longer than 4 years. Furthermore, management has hinted that they wish to acquire new oil assets at presently depressed prices to increase daily production rate to a targeted 20,000 bbl by end-2021. They have room to acquire debt, but they may also wish to issue equity for this purpose. Hence, the possibility of dilution to existing shareholders cannot be entirely ruled out. However, given management’s historical track record of prioritizing ROI and optimal capital allocation, and in consideration of the fact that the MD owns 10% of outstanding shares, there is some assurance that any potential acquisitions will be accretive to EPS and therefore valuations.
As with the existence of risk, the presence of material opportunities also looms over the company. Some of them are discussed below: · Increased Daily Oil Production Rate · Inclusion of 2C Resources · Future oil prices exceeding $50 and effects from coronavirus dissipating Increased Daily Oil Production Rate The first and most obvious opportunity is the potential for increased production rate. We’ve seen in the last quarter (2Q21) that the North Sabah field increased its daily production rate by approximately 20% as a result of production enhancement projects (infill drilling), lowering OPEX/bbl as a result. To vastly oversimplify, infill drilling is the process of maximizing well density by drilling in the spaces between existing wells to improve oil production. The same improvements are being undertaken at the Anasuria field via infill drilling, subsea debottlenecking, water injection and sidetracking of existing wells. Without boring you with industry jargon, this basically means future production rate is likely to improve going forward. By how much can the oil production rate be improved by? Management estimates in their analyst presentation that enhancements in the Anasuria field will be able to yield 5,000 bbl/day by 2021 (current: 2,500 bbl/day). Similarly, improvements in the North Sabah field is expected to yield 7,000 bbl/day by 2021 (current: 5,300 bbl/day). This implies a total 2021 expected daily production rate from the two fields alone of 12,000 bbl/day (current: 8,000 bbl/day). That’s a 50% increase in yields which we haven’t factored into our valuation yet. Furthermore, we haven’t considered any production from existing 2C resources (e.g. Marigold/Sunflower) or any potential acquisitions which may occur in the future. By management estimates, this can potentially increase production by another 8,000 bbl/day, bringing total production to 20,000 bbl/day. While this seems like a stretch of the imagination, it pays to keep them in mind when forecasting future revenues and valuations. Just to play around with the numbers, I’ve come up with a sensitivity analysis of possible annual EBITDA at different oil prices and daily oil production rates: Table 2: Hibiscus EBITDA at different oil price and daily oil production rates https://preview.redd.it/jnpfhr5n9br41.png?width=814&format=png&auto=webp&s=bbe4b512bc17f576d87529651140cc74cde3d159 The left column represents different oil prices while the top row represents different daily oil production rates. The green column represents EBITDA at current daily production rate of 8,000 bbl/day; the orange column represents EBITDA at targeted daily production rate of 12,000 bbl/day; while the purple column represents EBITDA at maximum daily production rate of 20,000 bbl/day. Even conservatively assuming increased estimated annual ITDA of RM 500m (FY20: RM 318m), and long-term average oil prices of $50 (FY20: $60), the estimated Net Profit and P/E ratio is potentially lucrative at daily oil production rates of 12,000 bbl/day and above. 2C Resources Since we’re on the topic of improved daily oil production rate, it bears to pay in mind the relatively enormous potential from Hibiscus’s 2C Resources. North Sabah’s 2C Resources alone exceed 30 mmbbl; while those from the yet undiagnosed Marigold/Sunflower fields also reach 30 mmbbl. Altogether, 2C Resources exceed 70 mmbbl, which dwarfs the 44 mmbbl of 2P Reserves we have considered up to this point in our valuation estimates. To refresh your memory, 2C Resources represents oil volumes which have been discovered but are not yet classified as “commercial”. This means that there is reasonable certainty of the oil being recoverable, as opposed to simply being in the very early stages of exploration. So, to be conservative, we will imagine that only 50% of 2C Resources are eligible for reclassification to 2P reserves, i.e. 35 mmbbl of oil. https://preview.redd.it/mto11iz7abr41.png?width=375&format=png&auto=webp&s=e9028ab0816b3d3e25067447f2c70acd3ebfc41a This additional 35 mmbbl of oil represents an 80% increase to existing 2P reserves. Assuming the daily oil production rate increases similarly by 80%, we will arrive at 14,400 bbl/day of oil production. According to Table 2 above, this would yield an EBITDA of roughly RM 630m assuming $50 oil. Comparing that estimated EBITDA to FY20’s actual EBITDA:
FY21 (incl. 2C)
Daily oil production (bbl/day)
Average oil price (USD/bbl)
Average OPEX/bbl (USD)
EBITDA (RM ‘m)
Hence, even conservatively assuming lower oil prices and higher OPEX/bbl (which should decrease in the presence of higher oil volumes) than last year, we get approximately the same EBITDA as FY20. For the sake of completeness, let’s assume that Hibiscus issues twice the no. of existing shares over the next 10 years, effectively diluting shareholders by 50%. Even without accounting for the possibility of the acquisition of new oil fields, at the current market capitalization of RM 714m, the prospective P/E would be about 10x. Not too shabby. Future oil prices exceeding $50 and effects from coronavirus dissipating Hibiscus shares have recently been hit by a one-two punch from oil prices cratering from $60 to $30, as a result of both the Saudi-Russian dispute and depressed demand for oil due to coronavirus. This has massively increased supply and at the same time hugely depressed demand for oil (due to the globally coordinated lockdowns being implemented). Given a long enough timeframe, I fully expect OPEC+ to come to an agreement and the economic effects from the coronavirus to dissipate, allowing oil prices to rebound. As we equity investors are aware, oil prices are cyclical and are bound to recover over the next 10 years. When it does, valuations of O&G stocks (including Hibiscus’s) are likely to improve as investors overshoot expectations and begin to forecast higher oil prices into perpetuity, as they always tend to do in good times. When that time arrives, Hibiscus’s valuations are likely to become overoptimistic as all O&G stocks tend to do during oil upcycles, resulting in valuations far exceeding reasonable estimates of future earnings. If you can hold the shares up until then, it’s likely you will make much more on your investment than what we’ve been estimating.
Wrapping up what we’ve discussed so far, we can conclude that Hibiscus’s market capitalization of RM 714m far undershoots reasonable estimates of fair value even under conservative assumptions of recoverable oil volumes and long-term average oil prices. As a value investor, I hesitate to assign a target share price, but it’s safe to say that this stock is worth at least RM 1.00 (current: RM 0.45). Risk is relatively contained and the upside far exceeds the downside. While I have no opinion on the short-term trajectory of oil prices, I can safely recommend this stock as a long-term Buy based on fundamental research.
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Playbook shows Conditional result was False even if its being met
Hi Friend I have this playbook the run a db querry script and it creates an output file. In the output file I grep text that has IB and then send that information as an email and sms. In the email module I uses a when to get the exit status of grep command but the task is skipped because it thinks the condition is not met what am I missing "skip_reason": "Conditional result was False" I have included the playbook and it entire output.
name: Playbook to send alert ibcs high value payments hosts: all gather_facts: false remote_user: ibcsapp tasks:
name: Include variables file include_vars: file: send_sms_email.yml
Exchanging Malaysian ringgit to INR - The Deets you must know!
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After months of studying up on forex, I've come up with 3 things you must acquire to become a profitable trader. 1.Risk Management: You MUST MUST MUST have good risk management. I only risk 2% of my account on each trade for 4-5%. If I lose 6% of my account in a day I will stop and if I make 6% of my account in a day I will stop. You can not overtrade/revenge trade. For example: If I have a $300 account, I divide 2% of my account by my stop loss. $6/30pips = $0.20/pip. RM is crucial to profit in these markets. Making 10% back on your account is a great ROI. And once you can consistently do that. it all just depends on your account size. because you will always risk the same amount each trade. and at the end of the day, one person can catch 100 pips and make 5% back on their account and another person can catch 500 pips for the same amount. it all boils down to percentages
Psychology: Ridding yourself of all emotions. Understanding who the market movers are and where the money actually is Keeping all thoughts positive. This category is very simple yet hard to get into tune with
Entry and exit techniques: Once you have 1&2 down. 3. will come with ease.
Just remember throughout your entire process, only you can come up with your trading plan. Just have patience.
印网友评论：印度归国学子：印度可以从中国学到的经验 ZT by 学姐的头 on 2014-04-08
-------------译者：观棋柯烂-审核者：chen_lt------------ kshay Kumar, 25, knew his journey would be tough. But he thought he was prepared. Kshay Kumar, 25岁，他知道自己的旅途会很艰难，但他认为他已经做好了准备。 In 2012, after an engineering degree and a oneyear stint with a multinational, Kumar felt he needed a makeover. "I didn't want to be stuck with civil engineering all my life. I also wanted to see the world and explore new options," he recalls. Doing an MBA from a premier institute was on his mind. 2012年，在取得工程学位并为跨国公司服务了一年后，Kumar觉得他需要一个转变。“我不想被土木工程套牢一生。我也想看看这个世界，探索一下新的机会，”他回忆道。在一个高等学院读MBA的想法浮现在他的脑海里。 He did think of the Indian Institutes of Management (IIMs) and the Xavier School of Management, but the desire for global exposure pushed him to explore options overseas. Kumar settled for a oneyear post-graduate course at the Imperial University in the UK, which he financed via an education loan. "Visa rules and the bleak job market there did weigh on my mind. But I had a feeling I could manage it," he says. He had confidence in Imperial's good global ranking, its alumni network and his own hard work. 他也考虑过印度管理学院（IIM）和泽维尔管理学院，但是对于全球视野的渴望促使他探索海外的机会。Kumar接受了位于英国的帝国大学的一年期研究生课程，其资金来源为助学贷款。“英国的签证规则和惨淡的就业市场确实在我脑海中权衡过，但我有一种感觉，我一定能够应付得过来，”他说。因为帝国大学在全球的优秀排名、其校友关系网以及他自己的努力，他充满信心。 Kumar began his hunt for a job virtually from the day he landed in the UK. He studied hard to get good grades but worked even harder to find a good job. By tapping into networks of his alumni, friends and family, Kumar reckons he would have reached out to over 200 firms during that year. "It didn't work. My good grades made me eligible for plenty of jobs, but my non-European Indian passport was the problem," he shrugs. Kumar一来英国就开始寻找工作。他努力学习以取得好成绩，但更努力去寻找一份好工作。通过发掘他的校友、朋友和家庭的关系，Kumar估计在那年他接触了超过200家企业。“这没有用。我的好成绩让我满足了许多岗位的条件，但我非欧洲的印度护照是个问题，”他耸了耸肩。 Kumar moved back to India late last year and has just landed a job with a private equity firm. "All my plans have been delayed by five years," he says. Close to half his salary today goes in paying monthly instalments on his education loan. Kumar去年底回到了印度，在一家私人股权公司工作。“我的所有计划都被推迟了五年，”他说。他每月要用现在将近一半的薪水来偿还助学贷款。 -------------译者：图特腾-审核者：chen_lt------------
The World isn't Flat 世界不是平的 The West has a problem. Its economy is in a funk, not enough jobs are being created, cautious companies aren't hiring too many, and worried governments — from the US to the UK — are raising visa barriers for foreigners to work in their countries. 西方已经出现问题。它的经济陷入一片混乱，不能创造足够多的职位，谨慎的公司不会聘用过多的职员，焦虑不安的各国政府——从美国到英国——正在增加签证壁垒以阻止外国人在他们的国家工作。 Young Indians, who went overseas for education, are facing a tough time finding a job. Many like Kumar have returned home. And some are now casting the net wider — looking for jobs from the US to Hong Kong and Singapore — or settling for sub-optimal options. Rupa Chanda, professor, IIM-Bangalore, who has worked on reports on international student mobility, says visa and immigration is the biggest factor affecting Indian students' decisions. 海外求学的年轻印度人正在面临找工作的艰难时期。像Kumar一样，许多人已经回家。他们中一些人正在通过更大范围的求职网——从英国到香港、新加坡来寻找工作；或者妥协于较次的选择。印度管理学院（IIM）班加罗尔分校的Rupa Chanda教授曾在研究国际学生流动性的报告中指出，签证和移民政策是影响印度学生做出决定的最大因素。 The US, the UK and Australia — the three most popular destinations for Indians seeking global education — have seen the number of Indian students come down over the past few years (see Out of Favour?). Remember, many Indian students take hefty education loans to finance their studies abroad. While many would find decent jobs back in India that would not help much as these students need dollar salaries to comfortably service their loan. This is taking its toll. "Overseas education is costly. Many Indian students are doing a cost-benefit analysis to figure how to recoup their investments overseas and putting off their plans ," explains New York-based Rahul Choudaha, chief knowledge officer, World Education Services (WES), a non-profit organization that provides credential evaluations for international students planning to study or work in the US and Canada. 美国、英国、澳大利亚，印度人寻求全球教育的最火的三大目的地，已经发现印度学生数量在过去几年持续下降（或者三大目的地已经不受青睐？）。记住，许多印度学生都背负着高额的教育贷款来资助他们的海外求学。虽然回到印度他们都能找到体面的工作，但是这些都没有太大的帮助，因为学生们需要一份用美元支付的薪水来帮助他们更轻松的偿还贷款。这就是造成的影响。“海外教育非常昂贵，许多印度学生都正在进行成本效益分析，以找出如何收回其海外投资，推迟他们（去海外就读）的计划，” 坐落于纽约的世界教育服务中心的知识总监Rahul Choudaha解释道。 这一非营利性组织为准备在美国和加拿大学习或工作的国际学生提供认证评估。 But to be fully able to understand how this trend will play out, one must understand the backdrop. A big generational shift is taking place among the students looking for overseas education. Many of them now are India's liberalization children, who have grown up post-1991 and lived in an increasingly global world with fewer barriers. 但是要完全理解这种趋势是如何产生的，就必须要了解其背景。一个大的世代转变正发生在寻求海外教育的学生中间。如今的他们许多都是印度自由的一代，成长在1991年后，生活在障碍更少的全球化的今天。 So in many ways this is their first brush with a world with barriers. Many are also children of globetrotting well-paid senior corporate executives who think differently about education, exposure and investing in a world-class education. "These parents understand the long-term rewards of a world-class education. I see many of my friends taking their children to these top campuses after they pass out from school to give them a first-hand feel," says Hema Ravichandar, strategic HR expert and a former HR head of Infosys. 所以从许多方面来说，这是他们第一次面对来自世界的阻碍。他们中也有许多是环游世界的、对教育、经历以及投资世界级教育有着不同看法的高薪企业的高管们的小孩。 “这些父母明白世界一流教育的长期回报。我看到我的许多朋友带着他们的小孩去顶尖的校园，让小孩们领略这些高等学府给他们的切身感受，”战略人力资源管理专家、Infosys 公司前人力资源主管 Hema Ravichandar说道。 -------------译者：dragonilove-审核者：chen_lt-----------
Woes on Foreign Shores 身处海外的痛苦 Both of Ravichandar's children have studied overseas. Her daughter, Aditi, is doing her MBA from Wharton in the US and her son Nikhil, 22, completed his Bachelor's in economics from Warwick in the UK. Nikhil chose the UK over India because of the flexibility available in picking courses — he wanted to do economics with law which was impossible in India with its rigid course structures. "Education in India is not very research-driven and multicultural," he adds. Ravichandar'的两个孩子都已经在国外留学。她的女儿，Aditi正在美国的沃顿商学院读MBA而她22岁的儿子Nikhil已经在英国的华威大学完成了经济本科学习。Nikhil之所以选择英国而非印度是因为英国大学在课程选择上有更大的灵活性——他既想要修经济学又想要修法律，而这在具有严格课程结构的印度大学是不可能的。他还说，“在印度的教育并不是由研究来驱使的，也不够文化多元性”。 But during his stay there, the UK revoked the two-year work permit for foreign graduates. Thus he needed a firm job offer to stay on after graduation. This was difficult since he was particular about the kind of work. "I wanted a job in economic consulting," he says. Unable to get that he preferred to do a postgraduate programme instead. While he did not take any loan, for many of his classmates, who had taken a hefty education loan, things were difficult. 但是就当他在英国学习时，英国取消了留学生毕业后的两年工作签证，因此Nikhil需要一份工作从而能够在毕业后留在英国。由于他对工作的特殊要求这显得有些困难“我想要一份有关经济咨询的工作”Nikhil说。若不能获得这样的工作，Nikhil宁愿继续读研究生。由于Nikhil没有像他的同学那样申请沉重的助学贷款，事情开始变得困难了。 Now, Nikhil is back in India getting some interesting exposure at a few start-ups in Bangalore, India's Silicon Valley. He is contemplating a startup of his own. "This is the best time to take the risk and explore it," he says. 现在 Nikhil 已经回到了印度并且在印度的硅谷，班加罗尔与一些新兴企业进行了接触。他正在考虑自己创办一个公司。“这是最好的冒险和探索的时候”他说。 Across the Atlantic, Sujoyini Mandal, in her 20s, offers another peek into the odds that Indian students face overseas. After her graduation from Jadavpur University, Mandal went to Singapore for her postgrad and worked with a think-tank there. Life was good but since she had always yearned for a degree from a world-class university, she applied for a Master's at Harvard's Kennedy School. 穿越过大西洋，20岁的Sujoyini Mandal展现了印度学生在海外遭遇的另一面。在她从贾达普大学毕业之后，Mandal去新加坡念了研究生并且在一个智囊团工作。生活过得很惬意，但是由于她希望获得世界一流大学的学位，她申请了哈佛肯尼迪政治学院。 For two years, she deferred her admission as she did not get any financial aid. She saved some money and, with a bit of aid, finally took the plunge in 2011. Foreign students in her college face an education loan cap of $30,000 ($15,000 a year), she says, making things even more difficult Mandal started looking for a job when she graduated in May 2013. But mandates that fitted her needs and aspirations were not easy to come by. She did land a contract with the World Bank but that was short term, uncertain and had no medical cover. Last month Mandal finally landed a job with an investment bank. 两年来，由于Mandal没有获得任何经济援助，她一直在延迟入学时间。在存了一些钱并且一些援助之后她最终在2011年入学了。Mandal说，她所在学院的留学生面临30000美元（15000美元每年）的贷款限额，这使得情况变得更加困难。Mandal在2013年5月毕业后开始寻找工作。但是适合她的需求和期望的职位并不那么容易获得。她确实已经和世界银行签订了合约，但是那是短期的，有不确定性，也没有医疗保险。最终在上个月Mandal在一家投资银行找到了一份工作。 Despite such struggles, there are many reasons why the pursuit of overseas education among young Indians is unlikely to die down any time soon. 尽管面临这么多挣扎，但仍然有很多其他原因让印度学生想去海外留学，短期内这种趋势是不会消失的。 -------------译者：长太息兮-审核者：chen_lt------------
The Demographic Bulge 人口膨胀 Every year, around 800,000 Indian students reportedly go overseas for their education. This costs the country close to $15 billion of forex annually, estimates industry lobby Assocham. If students are going overseas for education, it's because India has a problem of both capacity and quality. The country has one of the world's largest education infrastructures: 600 universities and 34,000 colleges with 17 million students enrolled and 5 million students graduating every year. But India is also witnessing a demographic bulge — it has perhaps the world's largest young population. Experts estimate that some 100-million-odd students will seek higher education over the next decade. 据报道,每年大约有800000名印度学生出国留学,，据印度工商业联合会估计这将耗费每年近150亿美元的外汇。学生们出国留学是因为印度不管是在教育容量还是教育质量上都有问题。印度的教育基础设施是世界上最大的教育设施之一，600所大学和34,000学院每年接受1700多万新生并输出500多万毕业生，但是我们也正见证着印度人口的爆炸性增长，印度或许有着世界上最庞大的年轻人群，专家估计在未来十年里，将有一亿多的学生寻求更高的教育。The capacity problem is compounded by the quality issue. About 70% of the capacity in India is of poor standards. At the other end of the spectrum, competitive intensity at the premier colleges is so stiff that it is often easier for bright students to get admission in Ivy League colleges in the US and the UK than in the IITs, IIMs and even top colleges in Delhi University. 教育能力和教育质量上的问题是相互关联的。大约70%的印度教育处较低的水准，而另一方面，印度一流学院的竞争激烈且死板，以至于对聪明的学生来说，进入美国或英国的常春藤大学要比进入印度理工学院、印度管理学院、甚至德里大学里好的学院都容易得多。 All this coincides with the rise of India's aspirational upper middle class. Over the past two decades, many first-generation Indians have risen up the corporate hierarchy and are financially well-off. These welltravelled, financially stable corporate executives desire the best for their children. "They are looking for the best educational experience. They know it is a life-long asset. Indian premier colleges do not have the capacity and are very rigid," says TV Mohandas Pai, chairman, Manipal Global Education. Pai's son studied at Stanford University in the US and now works for a start-up in Silicon Valley. 这些现象与印度上层中产阶级不断上涨的雄心壮志密切相关。在过去的二十几年里，许多第一代移民创立了自己的事业，相当富裕。这些经济稳定，见多识广的公司高管希望把最好的东西给予他们的子女。Manipal全球教育主席 Mohandas Pai说他们在为孩子寻找一流的教育，这是孩子一生的财富，印度的一流大学不能给予这些而且这些大学要求过于死板。他的孩子曾在美国斯坦福大学学习，现在在硅谷工作。 This aligns well with the global trend of rising international mobility of students. According to Institute of International Education (IIE), since 2000, the number of students leaving home in pursuit of higher education has increased by 65%, totalling about 4.3 million students globally. What is more interesting is that the share of students from the developing countries in this pie is rising — it moved up from 54.8% to 69% between 1999 and 2009. 这个现象与世界范围内学生国际间流动增强的趋势是一致的。IIE的研究表明，自2000年以来，学生为了获得更高的教育出国的数量增加了65%。全球总计约430万。更有趣的现象是发展中国家的学生所占的份额正在增加---1999年到2009年间从54.8%增加到69%. -------------译者：*河蟹*员-审核者：chen_lt------------
India vs China 印度对比中国 Not surprisingly, the world's two most populous and powerful emerging countries — China and India — send the largest number of students overseas. But China has rapidly shifted gears to overtake India. 让人毫不惊讶的是，作为世界上人口最多、经济发展最快速的这两个国家向海外派遣了最多数量的留学生。但这方面中国很快就超越了印度。 Consider what's taking place in the US. In 2000-01, India topped the list of international students by country, with 66,836 against China's 63,211. But by 2009-10 China had overtaken India. In 2012-13, China sent 236,000 students; India was nudging the 97,000 mark. While the number of Chinese students has been growing in double digits of late, that of Indian students has been sliding. To understand why that is happening, it is important to analyze the profile of students going overseas from both the countries. 2000-2001年，美国的外国留学生中印度学生是最多的，66836人，而中国学生为63211人。但是在2009-2010年时，中国超越了印度。2012-2013年，中国向美国派遣的留学生 已经达到236000人；而印度才逼近97000人。近来，中国留学生人数呈两位数增长，而印度方面则一直在下降。要想了解这其中的缘由，就有必要分析一下两个国家的留学生的一些基本情况。 Chinese students going to the US are evenly split between undergraduate (40%) and postgraduate programmes (44%). But Indian students are heavily skewed towards postgraduate programmes (55%) with just 13% at the undergraduate level. Indian students are also unique as over 60% are in the STEM (science, technology, engineering, maths) category. Bear in mind that historically, postgraduate and STEM programmes offer more financial support than undergraduate and non-STEM programmes. 中国留学生去主要去美国接受本科教育项目（40%）和研究生教育项目（44%），比较均衡。而印度学生去美国主要接受研究生教育（55%），本科教育只占13%。60%的印度留学生学的是理工科。从历史上来说，研究生以及理工科教育项目比起本科教育项目和非理工科教育项目在资金上会给留学生提供更多的帮助。 "The decline in Indian students is directly related to the 'Strivers' , who have been putting their plans on hold due to increasing cost of studying abroad which in turn was triggered by economic uncertainty and currency devaluation," says Choudaha. “印度留学生的下降与”奋勉族“群体相关（根据全球教育服务处的研究，指的是资源少的发奋者），这个群体由于海外留学费用的增加导致他们搁置了自己的留学计划，而经济不稳定以及货币贬值引发了海外留学成本的提高，”Choudaha说。 A majority of Indian students arrives at the Master's level and funds education by taking loans as financial aid from colleges has dried up. So, while the majority of Indian students go for education loans, Chinese students are supported by their families. According to a research by WES, 47% of Indian respondents report loans as one of the primary sources of funding as compared with only 3% of Chinese. 大部分的印度海外留学生取得了硕士文凭，但由于学校助学金的萎缩，他们不得不通过贷款来完成学业。所以大部分印度学生是通过贷款来完成学业的，而中国留学生则靠父母支持。根据全球教育服务处的一项研究，47%的印度回馈者说贷款是他们完成学业的主要手段之一，而这么说的中国学生只占3%。 Chinese students, in contrast, are "explorers" (experience seekers), says Choudaha. Often the only-child of financially well-off parents, they have the financial wherewithal to study abroad and are under less pressure to find a job there. But change may be afoot. Some Indian students could make the transition from 'strivers' to 'explorers' and Choudaha expects more and more Indian students — most of them children of well-off senior executives — to go overseas at the undergraduate level. Not so dependent on financial aid, he also sees many more Indians exploring new interdisciplinary fields, beyond STEM. Even in the STEM category, experts feel that Indian students will be the biggest beneficiary as the Obama government eases rules for this critical segment in future. 对比来说，中国学生是“探险族”（追求体验一族），Choudaha如是说。通常是富裕家庭的独生子女，所以留学的钱不用愁，也没有太大的压力去找工作。但情况可能会有所改变，一些印度学生有可能从“奋勉族”向“探险族”转变，Choudaha预测说将有越来越多大多来自印度富裕家庭的学生到海外接受本科教育。他们不会太依靠助学金。他还说越来越多印度学生除了理工科外还涉及了新的跨学科教育领域。即使是在理工科类别中，专家们认为随着奥巴马在未来放宽这个类别的规定，印度学生将成为最大的受益者。 -------------译者：thekstyy-审核者：chen_lt------------ Lessons from China 中国榜样 Two decades back, China faced problems similar to those India faces today — its higher education had both capacity and quality issues. Since then China has worked hard to upgrade its educational institutions. It has two programmes — Project 211 and Project 985. The former aims to make 100 Chinese universities world class in the 21st century; this will help China churn out world-class trained professionals to push economic growth. These universities are expected to set national standards for education quality that can be replicated by others. 二十年前，中国面对的问题如同今日印度面对的问题——高等教育在质和量上的不足。从那时起中国努力升级发展他们的教育机构，其中包涵了211工程和985工程。前者旨在创造21世纪的世界级名牌大学，这会快速培养出大批的专业人才，有效推动其经济发展。这些大学被期望于发展可供借鉴的全国性教育质量标准。 Project 985 started more than a decade back and is an attempt to build China's own Ivy League colleges in the 21st century. In the first phase the project included nine universities. The second phase, launched in 2004, includes 40-odd universities. The projects have been backed by significant investments. According to a New York Times report, China is investing $250 billion a year in human capital. 985工程开始于十多年前，意在创造21世纪中国自己的常春藤校盟。工程第一阶段包括了九所大学。第二阶段在2004年启动，新增四十所大学。这项工程受到了大量投资支持。据纽约时报报道，中国为人力资源发展一年就投资了2500亿美元。 The dragon country's efforts are now bearing fruit. Many Chinese universities are climbing up the global ranks. Two Chinese universities have made it to the top global 50 in the Times Higher Education report. India has none. In the top 500, 16 Chinese universities make the cut against seven from India. Mobile international students are taking note. A decade back, China was hardly on anybody's radar. 龙之国度的努力现在已经开花结果，很多中国大学都跻身入全球排行榜。泰晤士报高等教育刊报说两所中国大学成功挤入全球最佳大学前五十名。印度一个名额都没。在全球前五百名大学中中国有16所，完胜印度的七所。国际学生们都注意到了中国的巨大变化，而十年前，中国大学几乎不被关注。 Today, it is the third largest education hub in the world after the US and the UK with 3.28 lakh international students, according to IIE. By 2020, it hopes to host 500,000 international students. Even Singapore is targeting 1.5 lakh foreign students by 2015. In contrast, India was home to just 27,000 international students in 2012. China is aware that to push innovation and realize its economic ambitions, it must be able to attract top talent — in its colleges and workforce. 据国际教育学会数据，现在中国拥有32万八千的外国学生，是仅次于美国和英国的世界第三大教育中心。到2020年，这一数字可能变为50万。即使小国新加坡也有在2015年达到15万外国留学生的目标，而印度在2012年却只有2万七千外国留学生。中国已经意识到，若要推动创新和实现他的经济腾飞，就必须吸引来高端人才——在大学和职场上。 Also, in virtually every key statistic, the world today is seeing a shift from the West to the East. From economic GDP to consumption power, MNCs across the board are looking at Asia and the world's two most populous nations. This shift is happening demographically too. But in the education space, the West still dominates. 从每一个关键数据都能看出，实际上世界中心正从西方转移到东方。亚洲国家，特别是世界两大人口大国国民生产总值和消费能力的提升吸引了所有跨国公司的目光。这种转变和人口有关，但是在教育方面依然是西方占主导地位。 Of the world's top 100 universities, 46 are in the US. Seven of top 10 universities are in the US. Asia has just 11 in the top 100. "It is difficult to replicate what US has done with its universities to 2emerge as an innovation hub," says Pai. So, ambitious and aspirational Indians will continue to look overseas for education. But if India has to realize its potential, it must invest heavily in building world-class institutions in the country — the China way. 世界前100名大学有46所位于美国，前十名有七所是美国的。亚洲在全球大学前一百名中只有11所。“美国通过大学而转变为创新中心的成功是很难被复制的，”派说。因此，有理想有抱负的印度人会继续寻求海外教育机会。如果印度想发掘自身潜力，他必须学中国那样，大力投资于建设世界一流的国内大学。
); background-color: rgb(243, 241, 242); color: rgb(255, 255, 255); background-repeat: no-repeat no-repeat; ">评论翻译: -------------译者：长太息兮-审核者：chen_lt------------ Skhey Mobile (Gurgaon) 22 Hours ago Foreign degree is no more a guarantee card for success. 外国文凭已经不再是成功的保证了 Neil M (pune-mumbai) 22 Hours ago Finding a good university and a good course is important. I know many guys select short courses which are not recognized world wide and specially in India find it difficult to get a job. Also, dream america is not true for everyone. All the best to seekers. 找一个好的大学和好的专业是十分重要的，据我了解一些人选择了一些短期的课程，这些课程并不在世界范围内被承认尤其在印度会发现很难找到一份工作。并不是每个人的美国梦都能实现。祝追梦者好运 Rajesh Thambala (Hyderabad, India) 23 Hours ago Very informative article. 十分有意义的文章 Partha (Bangalore) 1 Day ago Nice Article. Much Appreciated 很好的文章，表示赞赏 SAMAD (India) 1 Day ago right choice.... 正确的选择 Tempcool Mukhopadhyay (India) 1 Day ago An excellent article. Appropriate and very well timed. Issue lies with inadequate job creation in India compared to passing out rate and all sorts of reservation quota for the "privileged" groups. Also unscrupulous marketing by planting misleading information by the education institutes of developed countries and their Indian agents. 一篇很棒的文章。写的正是时候。问题在于在印度创造的就业不足，而毕业生却不断增加，而且“特权”团体得到各种各样的预订配额。另一方面，发达国家的教育机构和其印度代理通过误导性的信息来是肆无忌惮的推销自己的教育产品。 Guramandeep Singh (Mexico) 1 Day ago 67 years after Independence, we are still stuck to providing reservation quotas in institutes of higher education. The recent Supreme Court order puts 27% reservation for OBCs which along with that of SCs and STs brings the total reservation to 49.5%. Here is the breakup of IIM-A seats: General 182 Non creamy OBC 104 ---- Schedule caste 58 ---- Schedule tribe 29 ---- Differently-abled 12 ---- Total 385 --- I have read various comments touching upon patriotism towards India to youngsters being crazy and the need to enlighten them. Reservation for a certain group is discrimination against the other groups. So ask yourself, is our system really fair? Should we not be looking at this objectively and trying to solve the root cause of the problem instead of commenting upon the phenomenon which is a result of a messed up education system at the behest of corrupt politicians? 已经独立67年了，我们的高等教育学院仍在坚持预定配额制度。最近，最高法院颁发命令27%的份额给“其他落后阶级”（OBC），同时给予“设籍种姓”（SC）和“设籍部落”（ST）一定的配额，所以总共就达到了49.5%的配额。对某一群体的配额预留其实是对其他群体的歧视。因此，扪心自问，我们的教育系统真的公平吗？相比于仅仅讨论因为腐败政客的命令导致的混乱教育系统的各种表象，难道我们不应该客观的看待并从根本上解决这些问题吗？ （译著：印度的预留机制指的是将政府机构中一定数量的空缺席位留给那些落后和代表人数不足的团体（主要通过种姓和部落来定义）的成员。相当于以配额为基础的平权运动。“其他落后阶级”、“设籍种姓”以及“设籍部落”是这项机制的主要受益者。 -------------译者：长太息兮-审核者：chen_lt------------ ILA (Chennai) replies to Guramandeep Singh 1 Day ago Dear Learned Singh. This article has nothing to do with reservation. Reservation is about affirmative action (in US parlance). Trying to give some sort of equal opportunity to people (98%) who were subjugated, denied education, and exploited by so called Forward Castes in India who constitute only 2% of the total population for millenium. This reservation is in vogue for only 60 years how can this equation be achieved in such a short span of time. Now the Forward Castes are slowly waking up and cramming for their share in the available piece of cake. If heat is felt for this itself then what should the subjugated feel for having been so for a millenium in the name of MANU SMRITIs laws? People who believe so are as you had rightly (?) pointed out are HYPROCRITS and prisoners of their own conscience. 亲爱的Learned Singh，这篇文章没有提到预留制度，预留制度是一种平权运动（用美国的说法）。它可以给被占2%总人口的高等种姓剥削了上千年，没有机会接受教育，占人口98%的低种姓人一定程度的公平机会，预留制度刚才实施了60年，在这么短的时间内绝对公平是很难实现的。现在高种姓的人正慢慢觉醒，开始狼吞虎咽的享用他们的份额。如果有些人对这种制度反应都如此激烈，那么在《摩奴法典》教义下过了上千年的被征服者又应该做何感想？反对这种平权运动的人都是伪君子和不道德的人。 RM (MN) replies to ILA 9 Hours ago Excuses, excuses. Sixty years after Independence you're still making excuses for a quota system that has made Indian education into a pile of rubbish. 呵呵，独立已经60年了，你还在为把印度的教育弄得一团糟的预留制度找借口 Athena (London) 1 Day ago It is Imperial College and not Imperial University. Perhaps ET must invest in better human capital! 那是帝国理工学院而不是帝国大学，或许《经济时报》应该加大人力资源投入了。 (Hyderabad) 1 Day ago Same thing happened with me as well like akshay kumar. I thought i am reading my story. 我和阿克夏·库马的经历很相似，我还以为在读我自己的故事呢 Nihar (Mumbai) 1 Day ago It completely depends on which institution a person is studying in abroad. It is not so that somebody got a degree in a well recognized institution in foreign and unable to get a job in India. So I request "The Economic Times" to provide a proper interpretation to the reader. 这完全取决于个人在国外的哪个机构学习。一个人得到国外著名机构的学位，却不能在印度找到工作 ，这是不可能的。所以我要求经济时报对给读者一个合理的解释。 kshi S (Bhopal) 1 Day ago coming to US was the worst decision of my life 来美国是我一生最错误的决定 -------------译者：旧西圆-审核者：chen_lt------------ B Venky Venky (Bangalore) 1 Day ago Very informative article. To have world class universities in India, the government should get out of the way. The quota raj in higher education has to stop. More and more private funds has to be garnered towards higher education by giving tax sops. But all this remains in the realm of fiction at the moment. 非常有教育意义的文章。印度如果想要建设世界一流的大学，政府就不能介入。高等教育的配额制度必须终止。通过给予税收方面的优惠，吸引更多的私人基金投入到高等教育中来。不过到现在为止，这还还都是痴人说梦。 ketan m (mumbai) 1 Day ago study there, work here. sounds great! 出国留学，回国工作，看上去不错！ thomas (india) 1 Day ago Yes, every Indian should go overseas for education - build up net work..learn how other s think..their style-quality etc. come back and start self employed business ... it will flourish. take example from china who are into A to Z of business and industries ,they make impossible happen...of course duly and completely supported by their govt.. 我同意，每个印度人都应该去国外接受教育，这样可以建立人际关系，了解别人的思维模式，健康的生活习惯等，然后再回国创业，这样国家才能繁荣。就像中国一样，在各行各业里他们都创造了不可能的奇迹，当然，也离不开政府部门适时的大力支持。 Saswata mandal (kolkata) 1 Day ago still every good student wants to go abroad.. why is it like that?? 为什么所有的好学生仍然都想着出国？ Nanda Kumar (Chennai, Tamil Nadu) replies to Saswata mandal 1 Day ago ET pointed it out already..Global Exposure! and Farther mountains always seem smoother :) 金融时报已经指出来了。。。他们希望能在国际上露脸！因为外国的月亮比较圆 ：） Anupam (Bangalore) replies to Saswata mandal 1 Day ago Quick money 想赚快钱呗 Mumbaikar (Mumbai) 1 Day ago It's not entirely the kids fault - some ambitious parents push out the kids too - 'we don't think there is a future here', they say. Now, some are stuck abroad and need to return home, as countries are on an economic downturn and/or are looking more inward now, . Complicated situation - but opportunities are here too, if you want to grab them. Not everything here is as bad as you may think. 不完全是孩子们的错，一部分雄心勃勃的家长们把他们的孩子推到了火山口。家长们总会说：”我们在这看不到未来。”现在，由于外国经济的不景气以及现在他们更看重本土的学生，留学生在国外没出路，所以只能回国。情况很复杂，但是如果你想要，国内同样有机会。国内情况并非你想象的那么糟糕。 Bharath Selvan Sukumaran (Chennai) 1 Day ago Good news for India. Let their knowledge be used for Indians in India 对印度来说是个好消息。他们学成之后可以回来造福印度人民。 jgsemig (Delhi110007) 2 Days ago what about large numbers of foreign students studying in India? How could IIM-B professor be so insensitive? In a global world does this mean that Indian educational Institutions have already thrown in their towels? Does it also mean that Universities like SAARC and others have no futures? 也有很多外国学生在印度留学啊。 为什么印度管理学院班加罗尔分校(Indian Institutes of Management) 的教授们这么愚钝。从全球范围来看，是不是这就意味着印度的教育机构已经宣布投降了？类似南亚区域合作联盟（South Asian Association For Regional Cooperation）这类的学校就没有前途了吗？ -------------译者：长太息兮-审核者：chen_lt------------ Sriram B (Bharat) 2 Days ago Learn Globally and be back to improve India. Just as they say wait till the last ball is bowled in a cricket frenzy country; do not lose hope till you have tried your hands on what you want to transform the country into. 出国深造回来为祖国效力，在这个痴迷于板球运动的国家里，就像人们所说的不到最后一球都不能言败；在尝试做一些让我们的国家变得更好地事情之前，也不要放弃希望。 Ajay Kumar (NYC) 2 Days ago Only the people who have earned admissions into Indian Universities based on reservations, face problems studying abroad, as they are looking for concessions always. People who have earned admissions throughout based on their capability and knowledge, do not face any problem. Such students do not come back. 只有那些依靠配额进入印度大学的人在出国留学学习时会面临问题，因为他们一直在寻求被特殊对待。而依靠自己能力和知识进入大学的人不会面临这些问题。这些学生也不会回国的 Ayush Jha (NOIDA) 2 Days ago Study in the US(OUT OF INTEREST in the field and/or spectrum, NOT parental pressure/peer pressure) , Work to repay the loans & then do your own startup in India. All the best :) 在美国学习（自己兴趣使然，而不是受到父母或者同龄人的压力），工作付清借款，然后在印度开始自己的事业，祝好运 ：） Mukesh Mishra (Haridwar) 2 Days ago It didn't work. My good grades made me eligible for plenty of jobs, but my non-European Indian passport was the problem," he shrugs. 他耸耸肩说：“没用的，我的成绩足够好让我可以得到很多工作，但是我的非欧洲的印度护照才是问题的关键。” Ashwani Kaushal (New Delhi) 2 Days ago righly said, getting an addmission in DU colleages are like dreaming in day time.... it is always good to go abroad and get certification and return back... but once the indian student get a better envoironment and facility abroad why they come back to corrupt indian culture, only few with family business background will come to share the same plateform with their parental company ....shamful for Indian corruption 说得对，要想进入德里大学无异于白日做梦。出国留学获得学位然后回印度总归是好的，但是，既然印度学生在国外有更好的环境和设施，他们怎么会回到腐败的印度呢，只有很少一部分有家族企业背景的人回国继承父母的产业，对印度的腐败感到羞愧。 Parthipan K (Chennai) 2 Days ago I agree with the fact that Indian Universities are not flexible. But intelligent students can acquire knowledge of any subjects of their own. So they should not blame Indian Universities. More over, not all institutes in abroad are of high standards. Even in Ivy schools, the standards are coming down like our IITs. My opinion is that if one works hard in Indian top universities, they can acquire global standards. Also all the premier institutes in US are putting their course material in the web and hence, by going thru them one can acquire high knowledge. 我同意印度的大学不够灵活。但是聪明的学生可以靠自己得到任何学科的知识。所以他们不应该抱怨印度的大学。另外，并不是所有的外国机构都有很高的水准，甚至常春藤大学也正下降到印度理工学院的水准。我想说的是，如果一个人在印度一流大学里足够努力，那么他可以达到世界级的水准。另外美国一些著名大学把他们的课程放在网上，因此通过网上课程我们可以得到尖端的知识。
The currency code for Ringgits is MYR, and the currency symbol is RM. More Malaysian Ringgit info > Popular US Dollar (USD) Currency Pairings. 1 USD to EUR; 1 USD to GBP; 1 USD to CAD; 1 USD to INR; 1 USD to MXN; 1 USD to AUD; 1 USD to CNY; 1 USD to MYR; XE Live Exchange Rates. Currencies USD EUR GBP INR AUD; 1.00000: 0.84391: 0.76286: 74.8897 ... The currency abbreviation for the currency is RM, and the currency code is MYR. This is the code seen when requesting a currency quote, such as USD/MYR which shows the rate of exchange between the ... The RM MYR to USD forward exchange rate (also referred to as forward rate or forward price or RM MYR to USD forecast) is the exchange rate at which a bank agrees to exchange RM Malaysian Ringgit to US Dollar for another currency at a future date when it enters into a forward contract with an investor.Multinational corporations, banks, and other financial institutions enter into forward ... The rm 49 MYR to IDR forward exchange rate (also referred to as forward rate or forward price or rm 49 MYR to IDR forecast) is the exchange rate at which a bank agrees to exchange rm 49 Malaysian Ringgit to Indonesian Rupiah for another currency at a future date when it enters into a forward contract with an investor.Multinational corporations, banks, and other financial institutions enter ... The USDMYR increased 0.0030 or 0.07% to 4.1690 on Friday September 25 from 4.1660 in the previous trading session. Historically, the Malaysian Ringgit reached an all time high of 4.88 in January of 1998.
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