RO.

A&D
joi, 25 august 2016
ROMANIAN AEROSPACE & DEFENCE

Romania - Trace Matrix 2014

Pag. yyy

TIREA VREMURILOR DE ACUM 87 ANI:

25.08.1929: Aeroportul Orly, Paris: experimentarea cabinei
catapultabile
construit
n premier
d i s t r i b u i t o r H de
E R A Lavion
D INSIGHT
S
h t t pde
: / / w wAnastasie
w. c o m p e t i t i v e i n t eDragomir.
lligence.ro

joi, 25 august 2016

semn

Cap. Romania: Aviation & Defence (RO A&D) ................................................... 3

BVB - industria aeronautic ................................................................................................... 3
Comparative SWOT & Strategy Focus - 2016-2020 - Global Top 6 Military Helicopter
Manufacturers - Airbus Group, Finmeccanica Helicopters, Bell, Boeing, Russian
Helicopetrs, Sikorsky ............................................................................................................. 4
6-axis CNC tool grinder ......................................................................................................... 7
Pe scurt ................................................................................................................................... 7
Cap. Finane ........................................................................................................................ 8
Aplicare a dreptului de reprezentare ...................................................................................... 9
Cap. MacroE ........................................................................................................................ 9
Participarea statului n economie ........................................................................................... 9
Cap. Europa ....................................................................................................................... 10
International investment position statistics .......................................................................... 10
Cap. Partener de ncredere ....................................................................................... 11
Romania - Trace Matrix 2014 .............................................................................................. 11
Cap. Diverse ...................................................................................................................... 12
Autorizaia de securitate la incendiu se va putea obine pn la 30 iunie 2017 ................... 12
Preedini ai Academiei Romne ........................................................................... 14

Page 2 of 14

distribuitor HERALD INSIGHTS

h t t p : / / w w w. c o m p e t i t i v e i n t e l l i g e n c e . r o

Cap. Romania: Aviation & Defence (RO A&D)

BVB - industria aeronautic

Herald Insights
Valoare total de pia: 160,06 milioane euro

INDUSTRIA AERONAUTIC - CAPITALIZARE BVB

MIL EUR0
170.00
160.00
150.00
140.00
130.00
120.00
110.00

120
100
80
60
40
20

Page 3 of 14

12/08/16

29/07/16

15/07/16

01/07/16

17/06/16

03/06/16

20/05/16

06/05/16

22/04/16

08/04/16

25/03/16

11/03/16

26/02/16

12/02/16

29/01/16

15/01/16

01/01/16

12/08/16
Milioane Euro

29/07/16

15/07/16

01/07/16

17/06/16

03/06/16

20/05/16

06/05/16

22/04/16

08/04/16

25/03/16

11/03/16

26/02/16

12/02/16

29/01/16

15/01/16

01/01/16

100.00

ARS
AVIO
IARV
RORX

TBM

Comparative SWOT & Strategy Focus - 2016-2020 - Global Top 6

Military Helicopter Manufacturers - Airbus Group, Finmeccanica
Helicopters, Bell, Boeing, Russian Helicopetrs, Sikorsky
http://www.reportlinker.com/p03765486-summary/Comparative-SWOT-Strategy-FocusGlobal-Top-6-Military-Helicopter-Manufacturers-Airbus-Group-Finmeccanica-HelicoptersBell-Boeing-Russian-Helicopetrs-Sikorsky.html

Report Linker
The 2016 edition of the report provides a Comprehensive & Insightful Comparative SWOT
Analysis and analyzes the Near to Medium Term Strategy Focus for the Global Top 6 military
helicopter manufacturers amid an emerging market scenario which is likely to witness a spurt
in demand for military helicopters over near to medium term driven a number of drivers &
favorable factors, which include, rapidly evolving global geopolitical dynamics & equations
marked by increasing threat from extremism, terrorism, resurgence of conventional state
based threats, compounding nature of overall threat perception, political instability across
some regions and withering down of traditional, rule based world order. These drivers are all
cumulatively likely to drive the demand for military helicopters significantly going forward with
a key capability role likely to be performed by these machines with their unique capabilities,
especially, for anti-insurgency bound missions, anti-submarine warfare (ASW) & for special
forces based operations. The traditionally significant role of military helicopters in the force
structure of armed forces globally, thus, is bound to grow & expand further over medium term
with the emerging global scenario.
Additionally, technological evolution with the development of next generation compound
helicopter designs & quad tilt-rotorcrafts has already heralded the advent of a new era that is
likely to witness a significant expansion of the operational spectrum, capabilities &
performance threshold of these machines as against traditional helicopters which is likely to
eventually transform & redefine their role besides enhancing overall effectiveness for
conducting a wide range of military missions & operations while offering optimized operating
costs & total cost of ownership. The imminent, significant replacement demand for ageing
military helicopters emanating from traditional as well as emerging markets and continued,
strong R&D activity driven technological developments & innovations, thus, are likely to be
the key demand drivers over medium term for military helicopters & rotorcrafts. The medium
to long term view of the global military helicopter market, thus, is promising with presence of
strong fundamentals and long term, sustainable growth drivers & enablers.
Against this backdrop, the report provides a comprehensive Comparative SWOT framework
analysis on each of the worlds 6 leading helicopter & rotorcraft manufacturers besides
analyzing the overall, near term strategy focus across these OEMs. The framework analyzes
the Strengths & Weaknesses of helicopter manufacturers from a standalone as well as
relative perspective based on a comprehensive analysis of their Key, Strategic Business
Aspects, which include:
-- Product Portfolio Analysis & its Strategic Positioning across Key Markets & Segments
-- Breadth & Depth of Presence across Key Geographic Markets & Regions
-- Analysis of overall Cost Base, Structure & its Management
--Analysis of Revenue streams, Resource Base & Key Competencies
--Profitability, Key Profit Sources, Growth & Trend Analysis
--Capital & Ownership Structure, Financial Strength
--Key Competitor Analysis across Market Segments & Degree of Competitive Intensity
--Competitive Market Positioning across Key Global Markets & Market Share
--Overall Strategy Orientation & Focus, R&D Strategy, Technological Strength & Capabilities
The framework subsequently analyzes & identifies potentially significant, niche growth
opportunities & avenues and imminent as well as emerging threats for each key industry
OEM based on their strategic product portfolio & market positioning, core strengths &
weaknesses and overall strategy focus & orientation against the backdrop of emerging
industry dynamics & trends. The report analyzes the overall degree of strategic
responsiveness of OEMs to external environmental factors, which include, prevailing industry
dynamics & emerging as well as latent industry trends, issues, challenges & potential risk
factors to assess their ability to be able to derive further business growth by capitalizing on

Page 4 of 14

potential growth opportunities effectively while negating threats simultaneously over near to
medium term.
Relevance & Usefulness: The report will be useful for
-- Inputs for Strategic Planning, Competitive Assessment & Decision-Making Processes
-- Analysis of Core Strengths & Weaknesses for each of the 6 Key Industry Players
-- Analysis of Near-term Strategy Focus and Insights into Key Strategies & Plans for the
industry OEMs
-- Identification of & Insights into Potential Growth Opportunities & Avenues
-- Analysis of Key & Emerging Market & Technology Trends
-- Analysis of Key Issues, Challenges & Potential Risk Factors
-- Identifying & highlighting areas for making potential Strategic Changes, Adjustments &
Realignment
-- Contingency planning for current Strategies & Programs
-- Analysis of Forces Driving as well as restraining the Industry & their Overall Dynamics
-- Strategic Perspective on the likely Evolution of Global Military Helicopters Market over
Medium Term
-- Near to Medium Term Market Outlook, Inputs on Market Evolution & Demand Growth
Projections
Section - 1
Business Structure & Snapshot - For each of the 6 Helicopter & Rotorcraft Manufacturers
a) Founded
b) Headquartered
c) Business Segments
d) Employees
e) Revenues
f) Market Capitalization
g) Key Executives
h) Shareholding/Ownership Pattern & Structure
Section - 2
Financial Performance Snapshot - With 2015 Financial Results as Baseline Numbers for
Analysis
1. Revenue Base & Growth Trend
2. Revenues Split by Key Segments
3. Revenues Split by Key Geographic Markets & Regions
4. Gross Earnings & Margin Trend
5. Operating Earnings & Operating Margin Trend
6. Return on Sales Trend
7. Profitability Growth Trend
8. Cash Flow from Operations
9. R&D Expenditure Trend
10. CAPEX Trend
11. Order Intake
12 Helicopter Deliveries Growth Trend & Split by Platform
13 Order Backlog Position and Growth
Section - 3
SWOT Analysis - For each of the 6 Key Industry Players
-- Strengths to be Leveraged
-- Weaknesses to be worked on
--Opportunities to be capitalized upon
--Threats to be negated & mitigated
Section - 4
Comparative Analysis of Strengths
-Airbus Helicopters
-Finmeccanica Helicopters
-Bell Helicopter
-The Boeing Company
-Sikorsky Aircraft Corporation
-Russian Helicopters

Page 5 of 14

Section - 5
Comparative Analysis of Weaknesses
-Airbus Helicopters
-Finmeccanica Helicopters
-Bell Helicopter
-The Boeing Company
-Sikorsky Aircraft Corporation
-Russian Helicopters
Section - 6
Strategy Focus across OEMs - Near to Medium Term - 6 Leading Industry OEMs
-Airbus Helicopters
-Finmeccanica Helicopters
-Bell Helicopter
-The Boeing Company
-Sikorsky Aircraft Corporation
-Russian Helicopters
Section - 7
Analysis of Key Strategies & Plans for the Industry OEMs
Analysis Coverage:
--Product Portfolio Strategies & Plans
--Market Specific Strategies & Plans
--R&D Strategies & Plans
--Growth Strategies & Plans
--Business and Corporate Strategies & Plans
--Sales & Marketing Strategies & Plans
--Production/Manufacturing Strategies & Plans
--Financial Strategies & Plans
--Acquisitions, Strategic Alliances & JVs
--Other Strategies & Strategic Initiatives
Section - 8
Global Military Helicopter Market - Force Field Analysis - Analysis of Driving & Restraining
Forces and their Overall Dynamics
-Driving Forces
-Restraining Forces
Section - 9
Key Market & Technology Trends
Section - 10
Key Issues, Challenges & Risk Factors
Section - 11
Strategic Market Outlook - 2016-2025
-Analysis of Emerging Market Scenario
-Demand Growth Outlook & Projections for Military Helicopters
-Insights into Potential Growth Opportunities
Companies Mentioned
Airbus Helicopters
Finmeccanica Helicopters
Bell Helicopter
Sikorsky Aircraft Corporation
The Boeing Company - Defense, Space & Security
Russian Helicopters
1800 euro

Page 6 of 14

6-axis CNC tool grinder

http://www.aerospacemanufacturinganddesign.com/product/rollomatic-6-axis-cnc-grinder-080916/

Aerospace Manufacturing & Design

August 9, 2016
Rollomatic Inc
http://www.rollomatic.ch/en/
Grinding/Abrasives

Mundelein, Illinois - Rollomatic, a machine tool manufacturer based in Le Landeron,

Switzerland, maintains its global leadership position by announcing a new 6-axis CNC tool
grinder for production grinding of a large variety of diverse cutting tools to enable its
customers to achieve sustained
competitive advantage.
In-field use of the modified
GrindSmart
629XW
with
SmartChanger has demonstrated
that this machine lends itself ideally
for increased productivity on an
extended range of different highperformance cutting tools due to
new software developments as well
as larger HP, torque motor on
rotary axis and higher rigidity of the
machine base.
- Carbide endmills up to 20 mm (3/4) with 5-axis version
- Carbide drills up to 12 mm (1/2)
- Razor-sharp cutting edge with polish wheel
- Sticking of wheel with max. spindle load of 30%
- Step drills
- Form tools/drills
- Stepped endmills
- Miniature tools
- Porting tools
- Thread endmills
- Indexable inserts
- Reamers
- 20 HP synchronous direct-drive grinding spindle offer constant rpm with no chatter marks
in flutes, as opposed to conventional asynchronous motors
- Enlarged coolant supply 30 gal/min.
- SmartChanger changes wheel packs during automatic tool change without loosing cycle
time
Source: Rollomatic

Pe scurt
Agusta scam trail now leads to Singapore
The Economic Times 22:58 Tue, 23 Aug

AgustaWestland scam trail now leads to Singapore

The Economic Times 08:00 Wed, 24 Aug

Collaboration for Safety Wins Award

HeliHub 12:30 Wed, 24 Aug

Comparative SWOT & Strategy Focus - 2016-2020 - Global Top 6 Military Helicopter
Manufacturers
PR Newswire (Press Release)01:59 Wed, 24 Aug

FAA certifies 407GX Flight Training Device at Metro Aviation training centre
HeliHub 13:00 Wed, 24 Aug

Honeywell and Pratt & Whitney win design review contract for Black Hawk and Apache
engines
HeliHub 15:01 Wed, 24 Aug

Page 7 of 14

Pakistan makes strong bid at UN for NSG membership

Daily Times 01:49

Precision Aviation Group announces four key appointments

HeliHub 12:30 Wed, 24 Aug

Strategic Factor Analysis Summary (SFAS) Matrix - 2016 - Global Top 6 Military
Helicopter
PR Newswire (Press Release) 02:19 Wed, 24 Aug

Cap. Finane

EUR
GBP
MDL
USD
XAU

18 aug.2016
4,4757
5,206
0,2011
3,9559
171,6454

19 aug.2016
4,4679
5,183
0,1997
3,9483
170,9355

22 aug.2016
4,4610
5,175
0,1993
3,9492
169,3513

23 aug.2016
4,4585
5,186
0,1997
3,9351
169,4793

24 aug.2016
4,4606
5,228
0,1991
3,9541
170,0187

http://www.bnro.ro/default.htm

4.6

4.5396

4.5
4.4

4.4569

4.3

4.2141

4.2
4.1
4

EUR 2016
USD 2016

3.9

3.8697
12/08/16

29/07/16

15/07/16

01/07/16

17/06/16

03/06/16

20/05/16

06/05/16

22/04/16

08/04/16

25/03/16

11/03/16

26/02/16

12/02/16

29/01/16

15/01/16

01/01/16

3.8

cursurile BNR pentru euro/leu i USD/leu

4.8
4.6
4.4
4.2

EUR 2016

USD 2016

3.8

EUR 2015
USD 2015

3.6

Eu2014

3.4

US2014
23/12/16

02/12/16

11/11/16

21/10/16

30/09/16

09/09/16

19/08/16

29/07/16

08/07/16

17/06/16

27/05/16

06/05/16

15/04/16

25/03/16

04/03/16

12/02/16

22/01/16

01/01/16

3.2

evoluia pe ultimii 3 ani a cursurilor BNR pentru euro/leu i USD/leu

Page 8 of 14

190

180.3165

180
170
160
AUR 2016

150
140

AUR 2015

141.6693

Aur2014

130

23/12/16

02/12/16

11/11/16

21/10/16

30/09/16

09/09/16

19/08/16

29/07/16

08/07/16

17/06/16

27/05/16

06/05/16

15/04/16

25/03/16

04/03/16

12/02/16

22/01/16

01/01/16

120

valoarea n lei a gramului de aur

grafice HERALD INSIGHTS n baza datelor istorice BNR

Aplicare a dreptului de reprezentare

Agenia Naional de Administrare Fiscal
Ordin pentru aprobarea Normelor tehnice de aplicare a dreptului de reprezentare prevzut
n Regulamentul (UE) nr. 952/2013 al Parlamentului European i al Consiliului din 9
octombrie 2013 de stabilire a Codului vamal al Uniunii i a Instruciunilor de completare a
casetelor 2, 8, 14 i 54 ale declaraiei vamale n situaii particulare ce decurg din tipul
reprezentrii
Nr. 2460 din 22-August-2016
M. Of. Partea I nr. 649 din 24 August 2016

Cap. MacroE
Participarea statului n economie
http://www.minind.ro/presa_2016/august/24_aug_com_memo_Participarea_statului_in_economie.pdf

Ministerul Economiei, Comerului i Relaiilor cu Mediul de Afaceri

Executivul a aprobat, n edina de astzi, Memorandumul cu tema "Participarea statului n
economie Orientri privind administrarea participaiilor statului n ntreprinderile
publice. Rolul i ateptrile statului ca acionar" propus de Ministerul Economiei,
Comerului i Relaiilor cu Mediul de Afaceri i de Ministerul Finanelor Publice, n scopul
promovrii unui cadru unitar de aplicare i implementare a conduitei statului ca acionar i
proprietar de participaii n ntreprinderi publice.
Documentul se refer att la ateptrile, ct i la politica statului ca acionar, incluznd
msurile i bunele practici pe care le va aplica Guvernul n vederea implementrii Ordonanei
de Urgen nr. 109/2011 privind guvernana corporativ a ntreprinderilor publice.
Statul romn are calitatea de acionar majoritar n aproape 1.400 de societi, din care 253
de ntreprinderi aflate n subordinea, n coordonarea, sub autoritatea organelor administraiei
publice centrale, i 1.090 de ntreprinderi aflate n subordinea, coordonarea, sub autoritatea
administraiei locale.
Aceste ntreprinderi publice reprezint un segment important al economiei naionale i prin
activitatea i rezultatele lor financiare au influen asupra stabilitii i dezvoltrii economice
a rii. Pe baza datelor comunicate de ministerele de resort, Ministerul Finanelor Publice,
care are rol de monitorizare a implementrii OUG nr. 109/2011, a analizat, anul acesta,
stadiul implementrii prevederilor ordonanei, precum i ndeplinirea indicatorilor de

Page 9 of 14

performan din contractele de mandat ale administratorilor/directorilor selectai la

ntreprinderile publice n baza OUG nr. 109/2011.
Concluzia analizei este c pn n prezent prevederile ordonanei au fost implementate ntrun numr redus de ntreprinderi publice, iar ndeplinirea indicatorilor de performan este
fluctuant.
n acest context, se impune afirmarea statului ca acionar prin adoptarea unei politici clare pe
care acesta s o urmeze n aceast calitate. Obiectivele care se doresc a fi atinse simultan
la nivelul ntreprinderilor publice, au fost cuprinse n Memorandumul aprobat astzi, i se
refer la:
implementarea principiilor de guvernan corporativ
creterea nivelului de profesionalism i performan a conducerii
asigurarea unei performane financiare i operaionale sustenabile
Documentul este publicat pe site-ul Ministerului economiei, Comerului i Relaiilor cu Mediul
de Afaceri i poate fi accesat la:
http://economie.gov.ro/management_profesionist/Stat%20actionar_Orientari_admin_particip
_statului%2013.07.16.final.pdf
Biroul de Pres al Ministerului Economiei

Cap. Europa
International investment position statistics
http://ec.europa.eu/eurostat/statisticsexplained/index.php/International_investment_position_statistics

EUROSTAT
The international investment position (IIP) is an economys financial statement, compiled at a
specified date (such as by the end of year or end of quarter), showing the value and
composition of its positions in external assets and liabilities with the rest of the world.
When external assets exceed liabilities, the net IIP is positive and when liabilities exceed
assets it is negative.
This article presents data on the (net) IIP of the European Union (EU) and its Member
States. Data are compiled according to the Sixth Edition of the IMF's Balance of Payments
and International Investment Position Manual (BPM6), the major components of the IIP for
the EU-28 were estimated by Eurostat.

Total net IIP with the rest of the world, EU-28 Member States (EUR 1 000 million)

Page 10 of 14

International investment position, Other Investment, net, EU-28 Member States vis--vis
partner countries, 2015 (EUR 1 000 million) new

Cap. Partener de ncredere

Romania - Trace Matrix 2014
https://www.traceinternational.org/Uploads/MatrixFiles/2014/11/TRACE-Matrix-Romania.pdf

Trace International
Romania
Overall Risk Score: 53
Level: moderate
This score is a composite of the four domain scores discussed below.
The bar chart below shows Romanias total risk scores in 4 domains:
(1) Business Interactions with Government,
(2) Anti-Bribery Laws and Enforcement
(3) Government and Civil Service Transparency
(4) Capacity for Civil Society Oversight.
The four domain scores are weighted and combined and a risk penalty is added for individual
domain scores that exceed the overall country risk score.
Each country is given a score from 1 to 100 for each domain, and for the total bribery risk.
A higher score indicates a higher risk of business bribery.

Page 11 of 14

1. Business Interactions with Government: Romania scores 61 on this measure, indicating

high risk of intensive interaction with the government, high regulatory burden, and a high
expectation of bribes.
2. Anti-Bribery Laws and Enforcement: Romanias score of 17 is very low.
3. Government and Civil Service Transparency: Romanias score of 33 indicates a relatively
good quality of administration and governmental transparency.
4. Capacity for Civil Society Oversight: Romanias score of 24 suggests a low risk.

Cap. Diverse
Autorizaia de securitate la incendiu se va putea obine pn la 30
iunie 2017
http://gov.ro/ro/guvernul/sedinte-guvern/autorizatia-de-securitate-la-incendiu-se-va-puteaobtine-pana-la-30-iunie-2017

Guvernul Romniei
24 August

Persoanele care dein construcii i amenajri ce funcioneaz fr autorizaie de securitate

la incendiu vor putea obine acest document pn cel trziu 30 iunie 2017, potrivit unei
Ordonane adoptat astzi de Guvern.
Pn la data obinerii autorizaiei de securitate la incendiu, rspunderea pentru funcionarea
construciilor i amenajrilor din punct de vedere al asigurrii cerinei de securitate la
incendiu rmne n exclusivitate beneficiarilor investiiilor.
Prin prevederile Legii nr.33/2016 privind aprobarea Ordonanei de urgen a Guvernului nr.
52/2015 pentru modificarea i completarea Legii nr. 307/2006 privind aprarea mpotriva
incendiilor, a fost prorogat termenul n care persoanele cu responsabiliti legale au obligaia
obinerii autorizaiei de securitate la incendiu pn la data de 31 decembrie 2016, perioad
n care acestea nu sunt sancionate contravenional. Totui, n urma analizelor efectuate s-a
constatat c n cele 4 luni pn la expirarea termenului stabilit, chiar dac se pstreaz
acelai ritm de avizare/autorizare, nu toi proprietarii/deintorii construciilor vor putea atinge
obiectivul propus. Prin urmare, extinderea perioadei n care se realizeaz conformarea de
bun voie la norma de autorizare va conduce la creterea numrului de construcii
autorizate, fr a fi necesar aplicarea unor msuri coercitive.
Totodat, prin prelungirea termenului pentru obinerea autorizaiei, se urmrete reducerea
riscului de nerespectare a termenelor de obinere a avizelor/autorizaiilor de securitate la
incendiu de ctre beneficiarii care nu s-ar ncadrat n termenul actual.
Prelungirea cu jumtate de an a termenului implic i reducerea numrului de solicitri de
autorizare respinse pentru neconformiti, beneficiarii urmnd astfel s aib la dispoziie o

Page 12 of 14

perioad mai mare de timp n care s efectueze lucrrile necesare obinerii autorizaiei de
securitate la incendiu.
Potrivit Legii nr. 307/2016, obligaia obinerii autorizaiei de securitate la incendiu revine
beneficiarului investiiei ori persoanei fizice sau juridice care finaneaz i realizeaz investiii
noi sau intervenii la construciile existente.
Totui, pe timpul controalelor de prevenire, personalul ISU poate opri funcionarea
construciilor i amenajrilor dac constatat nclcarea grav a cerinei de securitate la
incendiu, conform criteriilor stabilite prin H.G.R. nr.915/2015.
d i s t r i b u i t o r H E R AL D I N S I G H T S

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Page 13 of 14

Preedini ai Academiei Romne

Ion Th. Simionescu

n. 10 iulie 1873, Fntnele, judeul Bacu, Romnia - d. 7 ianuarie 1944, Bucureti

Al 20-lea Preedinte al Academiei Romne 1941 - 1944
geolog i paleontolog romn, preedinte al Societii Romne de tiine (1930),
preedinte al Societii de Geologie (1932)
https://ro.wikipedia.org/wiki/Ion_Th._Simionescu

Page 14 of 14