APresentation to Analysts - January 2008
Engineering Statistics
Engineering StatisticsEngineering statistics is a crucial aspect of the engineering field, as it involves the collection, analysis, interpretation, presentation, and organization of data. It plays a vital role in decision-making processes, quality control, and problem-solving within the engineering industry. In this response, we will explore the significance of engineering statistics from various perspectives, includingits applications, challenges, and the emotional aspects associated with it. Froma practical standpoint, engineering statistics is essential for engineers to make informed decisions based on data analysis. Whether it's designing a new product, optimizing a manufacturing process, or evaluating the performance of a system, statistical methods provide the necessary tools to draw meaningful conclusionsfrom the available data. For example, in civil engineering, statistical analysisis used to assess the structural integrity of buildings and bridges, ensuringpublic safety. In mechanical engineering, statistical methods help in predicting the reliability and lifespan of machinery and equipment. Therefore, engineers rely on statistical techniques to ensure the efficiency, safety, and quality of their work. However, the application of engineering statistics comes with its own setof challenges. One of the major challenges is the collection of accurate and representative data. Engineers must ensure that the data they collect is reliable and free from any biases that could skew the results. Additionally, the complexity of real-world engineering problems often requires advanced statistical models and techniques, which may be difficult to apply without a deep understanding of statistical theory. Moreover, interpreting and communicating the results of statistical analysis to non-statisticians can be a challenge in itself, as it requires the ability to convey complex information in a clear and understandable manner. Beyond the technical aspects, there are emotional elements associatedwith engineering statistics. Engineers often feel the pressure of making critical decisions that can have significant implications for the projects they are working on. The use of statistics in decision-making adds an extra layer of responsibility, as the accuracy of the analysis directly impacts the outcomes. This can lead to feelings of stress and anxiety, especially when dealing with high-stakes projects where the margin for error is minimal. Additionally, there may be a sense ofsatisfaction and accomplishment when statistical analysis leads to successful outcomes, such as the development of innovative products or the improvement of existing systems. Furthermore, the collaborative nature of engineering projects can evoke emotions related to teamwork and communication. Statistics often require interdisciplinary collaboration, as engineers work with statisticians, data analysts, and other professionals to tackle complex problems. Effective communication and teamwork are crucial for the success of such collaborations, and the ability to work harmoniously with others can lead to a sense of camaraderie and mutual accomplishment. However, it can also be frustrating when there are communication barriers or conflicting viewpoints, which can hinder the progress of the project. In conclusion, engineering statistics is an indispensable tool for engineers, enabling them to make informed decisions, ensure quality and safety, and solve complex problems. While it presents challenges related to data collection, analysis, and communication, it also elicits emotional responses such as stress, satisfaction, and the need for effective teamwork. By acknowledging and addressing these perspectives, engineers can better navigate the use of statistics in their work, ultimately leading to improved outcomes and advancements in the field of engineering.。
How to make a presentation—商务英语知识
At some time or other, most of us will have to give a presentation. The idea of speaking in public can be frightening enough if you're a native English speaker, but it's even more so if English is your second language.In this first article on presentation skills, we show you how to take the stress out of giving presentations with eight tips to help you plan a perfect presentation.1. Know your audienceTo give an effective presentation, you need to know something about your audience. How good is their English? How much do they know about the subject of your talk? Why will they be interested in listening to you? It’s a good idea to find out who is attending your presentation so that you can make the information relevant and interesting to them. For example, a presentation on your company’s financial results to financial analysts will focus on results, reasons and analysis. A presentation on new auditing software will focus on the benefits and features of the software.Also ask yourself what you want to achieve from your presentation. Sales presentations are different from information-giving presentations, for example. It’s always a good idea to work out what you want your audience to think or do at the end of your talk, as this will help you focus on the language and content of your presentation.2. Use a strong opening statement or question to interest your audienceThe first minute of your presentation is crucial. In this time you should interest your audience and give them a reason to listen to you. What you say in the first minute depends on your audience and their interests, but it must mean something important to them. Perhaps it is a problem that you know how to solve, or a fact or statistic that they need to know.3. Don’t forget the physical detailsYou’ll need to make sure the room is big enough for the number of people attending, and that you have all the equipment you need. Find out when you are giving your presentation – your audience may be less attentive if it’s right before lunch or at the end of the week and you’ll need to make especially sure that the presentation is interesting if it’s at a difficult time.4. Plan the content of your presentationPlanning helps you focus on your presentation goals, and minimises the chances of anything going wrong.If you know who you are talking to and why you are talking to them, you can put yourself in your audience's position. You can decide what information to include and how to order it.Aim to speak for no longer than 30 minutes, and leave time for questions and answers at the end. Remember that it’s difficult to absorb lots of new information, so don’t aim to include too much.Many presentations are divided into five areas:a) The introduction (Get someone else to introduce you to the audience. This gives you credibility as a speaker and means that you don't have to waste time telling people who you are and why you are there)b) The overviewc) The main body of the presentationd) Your summarye) A question and answer sessionMake brief notes about all the points you want to make in your presentation and make a plan. Organise your presentation into main points and supporting evidence.During the presentation, remember that it is a good idea to refer back to your opening statement and remind your audience why they are listening to you.5. Use index cardsPut your points on individual index cards to help you during the presentation. If you put the key words onto cards (1 card for 1 key word or point) you can refer to them at any time if you forget where you are in the presentation.Use your index cards for any words that you might find difficult to remember, or words that are difficult to pronounce.You can also use the index cards to write the links between points, such as:“this brings me to…”“now I’d like to move on to..”“Right…”6. Keep visuals simpleDon't put too much information in visuals and only use them to illustrate information that would otherwise take too long to explain.Simple graphic visuals such as pie charts and bar graphs work better than visuals with lots of labelling or words. Use colour and different fonts to help information stand out.7. Practice makes perfect!Practise your presentation as often as you can using your index cards. By practising, you will know how long it will take, and where the difficult areas are in your talk. The more you practise, the more confident you will feel!8. Prepare questions and answersYou're likely to have questions at the end of your presentation, so try to think of some in advance, as well as possible answers. The more you prepare these, the better you'll feel able to deal with them.。
Analysts_Presentation_12-03-2008
SBM Offshore N.V.Analysts PresentationMarch 12, 2008D. Keller, Managing Director& CEO / M. Miles, CFODISCLAIMERSome of the statements contained in this presentation that are not historical facts are statements of future expectations and other forward-looking statements based on management’s current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance, or events to differ materially from those in such statements. Such forward-looking statements are subject to various risks and uncertainties, which may cause actual results and performance of the Company’s business to differ materially and adversely from the forward-looking statements. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those described in this presentation as anticipated, believed, or expected. SBM Offshore NV does not intend, and does not assume any obligation, to update any industry information or forward-looking statements set forth in this presentation to reflect subsequent events or circumstances.COMPANY STRUCTURESBM Offshore NVSCHIEDAM HOUSTONGustoMSC SBM AtlantiaGustoMSC (USA)MONACO KUALA LUMPURSBM Malaysia Single Buoy MooringsHIGHLIGHTS 2007FPSO Kikeh and GAP™taken into operation offshore MalaysiaFPSO Mondo taken into operation offshore AngolaLNG FPSO added to product lineExcellent performance of the FPSO lease fleet, generating substantial bonus revenuesSupply of ‘Neptune’SeaStar®TLP for BHP for Neptune field in Gulf of MexicoSupply of ‘P53’internal turret for ‘P53’FPSO for PetrobrasNet profit for 2007 of US$ 267 millionNet profit (excl. non-recurring items) increased 28% compared with 2006 Order portfolio increased to US$ 7.95 billionTony Mace designated to replace Didier Keller as CEOStart of production September 2007 Murphy -FPSO KikehOperational September 2007Murphy -Gravity Actuated Pipe (GAP) -KikehReady for production December 2007 ExxonMobil –Mondo FPSO –Kizomba “C”HIGHLIGHTS 2007Turnkey Supply‘Neptune’SeaStar®TLP completed‘P53’internal turret completedHIGHLIGHTS 2007LNG FPSOMedium size offshore LNG production, storage andMAJOR ORDERS 2007Contract with Talisman for a 5 year lease of a MOPUstor for the re-development of the YME field in NorwayContract with Delba Perforadora Internacional for design and supply of a Dynamically Positioned Semi-Submersible Drilling UnitA 3 year extension from Petrobras of the lease contract of the “FPSO Brasil”in service in the Roncador field, offshore BrazilA 4 year extension from Total Congo of the lease contract of the“Nkossa II”LPG FSO, in service offshore CongoContract with EnCana for a 8 year lease of a MOPU for the development of the Deep Panuke field in Nova ScotiaAgreement with SEIC on availability of FSO Okha until December 2008 offshore SakhalinContract with BP Norge AS for the supply of an internal turret for the Skarv developmentLeaseFive year lease contract withTalisman for a MOPUstor oil production and storage facilityfor the Yme field offshoreNorwayLeaseEight year lease contractwith EnCana for a MOPU gasproduction facility for theDeep Panuke field offshoreNova ScotiaMAJOR ORDER EARLY 2008 Supply and 3 year operation of FPSO P-57 for PetrobrasP&L Total GroupIn millions of USDollars31/12/0731/12/06Change Comment Turnover2,871Gross Margin(%)436(15.2%)370(18.6%)18%Average margin down –higherproportion of Turnkey548(19.1%)302(10.5%)267(9.3%)3,8227,9551,99044%76% from Turnkey activitiesEBITDA (% Margin)478(24.0%)15%Average margin down –higherproportion of TurnkeyEBIT (% Margin)254(12.8%)19%60% from Lease & OperateNet Profit (% Margin)216(10.9%)24%Interest / Tax burden lowerNew Orders4,916(22%)Split 50/50 between segments Order Portfolio6,99214% A new recordTurnkey Systems & ServicesIn millions of USDollars31/12/0731/12/06Change CommentTurnover2,1811,39656%Frade, Drilling Semis, Finance LeasesGross Margin(%)212(9.7%)181(13.0%)17%Input cost pressure; Finance LeaseEBITDA (% Margin)136(6.2%)111(8.0%)22%Input cost pressure; Finance LeaseEBIT (% Margin)122(5.6%)99(7.1%)24%Input cost pressure; Finance LeaseNew Orders1,8863,549(47%)Mainly Delba, Skarv, SuTu Vang, Ruby,Crane, VOs& ServicesOrder Portfolio2,3042,586(11%)1 year of activity in backlog P-57 added in January 2008Approximately two-thirds of total S, G & A and other operating expenses are considered as “Turnkey”costsFPSO Lease and OperateIn millions of USDollars31/12/0731/12/06Change CommentTurnover69059416%Full year FPSO Capixaba;FPSO Kikeh from August 2007Gross Margin(%)224(32.5%)189(31.8%)19%Opex improvement; Small gain fromFPSO Firenze demobilisationEBITDA (% Margin)413(59.9%)367(61.8%)13%Higher S,G&A and R&D allocationEBIT (% Margin)180(26.0%)155(26.1%)16%Good margin level maintainedNew Orders1,9361,36742%Mainly Encana, Talisman & severalextensionsOrder Portfolio5,6504,40828%Strong growth –2 large new unitsApproximately one-third of total S, G & A and other operating expenses are considered as “Lease & Operate”costsRatios Total GroupIn millions of USDollars 31/12/0731/12/06ChangeCommentCapital Expenditure 55130978%Yme, ThunderHawk, BC-10Net Liquidities 274339(19%)Still comfortable levelNet Debt : Equity65%52%25%Strong position to finance future capexROACE 15.1%14.6%3%EBIT rose faster than average capital employed Return on Equity21.7%21.5%-StableNet Debt 87558649%Long-Term Debt 1,14992524%Accelerating investments Share Price €21.6026.05(17%)Sharp fall in H2 2007Share Price US$31.8034.33(7%)Euro strengthened against US$Market Cap US$4,5584,831(6%)Share price movement Enterprise Value 5,4325,416-Market cap down; net debt upEXPECTATIONS 2008FINANCIALNet Profit US$ 280 millionCapital Expenditure US$ 1.2 billion-Balanced EBIT contributions from Lease & TurnkeyACTIVITIESFull year of operation of the Mondo FPSO in AngolaStart of operation of the Saxi-Batuque FPSO for ExxonMobil in Angola (July 2008)Start of operation of the BC-10 FPSO for Shell in Brazil (December 2008)End of charters for Tantawan FPSO, Rang Dong I FPSO and Okha FSOSBM’s LEASE FLEETFPSO BC-10FPSO MOPUstorYmeFPSO FalconMOPU/FSODiyarbekirFSOYetagunFPSOFPSO FPSO FPSO LPG FPSO Semi-SubThunder HawkMOPUDeep PanukeFPSORang DongFPSOKikehFSOP-AFPSOOkonoFSONkossa IILeaseFPSOTantawanFPSOEspadarteFPSOGolfinhoFPSO BrasilFPSOMarlim SulUnits in Operation or Under ConstructionBacklog and Completed Major OrdersMAJOR ORDERS IN PROGRESSLeaseMurphy -Semi-Submersibleoil & gas production facility -Thunder HawkSaxi-Batuque / AngolaLease to ExxonMobil(in joint venture with Sonangol) BC-10 / BrazilLease to Shell(in joint venture with MISC)TurnkeySemi SubmersibleDrilling Rigs x 3Frade / BrazilSupply to ChevronFPSO PROSPECTSBlackbird & Tua Premier Oil Vietnam Cossack Woodside Australia UGE ExxonMobil NigeriaBonga SW Shell NigeriaBosi ExxonMobil NigeriaNsiko Chevron NigeriaTrestakk Statoil NorwayMumbai HighONGC IndiaTupi EPS Petrobras Brazil Tupi Pilot FPSO Brazil Block-18BP AngolaBlock-14 (Negage)Chevron AngolaCLOV Total AngolaGCG-Block 32Total AngolaBlock-31 (2x)BP AngolaAnadarko Tullow GhanaCachalotte Petrobras Brazil Papa Terra Petrobras Brazil Jupiter Petrobras BrazilLease Sale Lease or SaleNON-FPSO PROSPECTSMOPUstor Nexen North SeaFSO / TurretBouri AgipMOPUstor Dong EnergyHejre, DenmarkFSRU (Components)California WoodsideTLP (Hull)Knottyhead NexenFSRU (Components)New York TLP/Semi Tubular BellsBP TLP Papa Terra PetrobrasDW CALM Usan TotalDW EXPORT SYSTEMPazflor TotalSemi / TLPMalikai Shell FSO Cepu ExxonMobil Agip KCO Kashagan CompressionbargesTurret Nexus AustraliaDW CALM Egina TotalTLP (Hull)PONY HESS Lease Sale Lease or SaleFPSO LEASE CONTRACTORS Units in Operation or Under ConstructionSBM’s COMPETITIVE EDGECumulative experience of over 152 years of FPSO/FSO operation All required engineering disciplines available within the Company Large pool of experienced project managersFlexibility with four execution centresConstruction outsourcedOwn installation vessels including ultra-deepStrategic partnerships (Sonangol, Petronas)STRATEGYGrow the Group organically with average yearly double-digit EPS increaseDevelop innovative technical solutions, in particular for deepwater technology and in the gas sectorExpand the lease business model to cover more products and geographical areasMaintain a position of leader in the Group’s current marketsDevelop a pole position in the gas sector and particularly offshore LNGSBM Offshore N.V.Analysts PresentationMarch 12, 2008QUESTIONS & ANSWERS。
P4例题及答案
MacawberAssume that it is now mid December.Th.financ.directo.o.Macawbe.In.(incorporated)pany’.monthl.cas.budg pan.i.expecte.t.requir.short-ter.financin.o.$lio.fo..perio.o.si.month.unti.th.proceed.fro..factor.disposa.becam.available.Th. financ.directo.i.concerne.that.a..resul.o.increasin.wag.settlements.th.Centra.Ban.wil.increas.interes .rate.i.th.nea.future.LIBOR is currently 6% per annum and Macawber can borrow at LIBOR+0.9%.Derivative contracts may be assumed to mature at the end of the relevant month.Three types of hedge are available:(1)FRA prices3 – 6 6.11 – 6.013 – 9 6.38 – 6.30(2)Three month futures ($500,000 contract size, $12.50 tick size)December 93.870March 93.790June 93.680(3)Options on three month sterling futures ($500,000 contract size, premium cost in annual %)Calls PutsDecember March June December March June 93750 0.120 0.195 0.270 0.020 0.085 0.180 94000 0.015 0.075 0.155 0.165 0.255 0.335 94250 0 0.085 0.085 0.400 0.480 0.555 Required(a)Prepare a report for the finance director, which:(i)Briefly discusses the relative advantages and disadvantages of the three types of hedge(ii)Illustrates how the short-term interest rate risk might be hedged, and the possible results of the alternative hedges, if interest rates increase by 0.5%Al.relevan.calculation.mus.b.shown.................(1.marks)p pany.Stento.want.t.borro.a..fl oatin.rat.o.interest.an.Evno.want.t.borro.a..fixe.rat.o.interest. FixedrateFloatingrateStentor 8.75% LIBO R+0. 50%Evnor 9.5% LIBO R+0. 90%.ban.i.willin.t.ac.a.a.intermediar.t.facilitat..fiv.yea.swap.fo.a.annua.fe.o.0.05.o.th.swa.value.B panies.Taxatio.ma.b.ignored.Requiredin.a.illustrativ.swap.whethe.o.no.a.interes.rat.swa.ma.b.arrange.tha.i.beneficia.t.bopanies................... (.marks)(Total= 20 marks) SOLUTION(a)REPORTTo: Finance DirectorFrom: Financial AccountantDate:Subject: Hedging methodsCurrent positionIf we are still able to borrow at the current rate in three months’ time, the interest charge will be: $20 million*6.9%*(6/12) = $690,000If however interest rates increase by 0.5%, the interest charge will be:$20 million*7.4%*(6/12) = $740,000The hedging methods we can use are as follows.Forward rate agreement.FR.effectivel.fixe.th.rat.o.interes.fo.borrowin.a..certai.tim.i.th.future.I.th.actua.interes.rat.i.abov.th pan.p ay.th.ban.th.difference.(i) A FRA fixes the sum that Macawber hasto pay, and eliminates the possibility oflarge losses if interest rate increases aregreater than are currently expected.(ii)The forward rate should be an unbiased predictor of the future interest rate,based on the information.(iii)Macawber should have no difficulty obtaining a forward rate agreement, sincethe size of the loan and the time periodare both of appropriate magnitudes forsuch an agreement.(iv)FRAs have no margin requirements. (i)The spot rate may not move in thedirection or to the extent predicted by theFRA, and Macawber will be unable to takeadvantage of favorable spot ratemovements.(ii)There may be problems renewing the agreement if it turns out that Macawberneeds the finance for much longer thananticipated.Using a forward rate agreement Using a 3-9 agreement with a rate of 6.38If the LIBOR rate increases to 6.50%, and the borrowing rate therefore rises to 7.40%, the cost is:$ Payment on loan as above (0.074*$20m*(6/12)) 740,000 Less: Receipt from FRA (6.50 – 6.38)%*$20m*(6/12) (12,000)728,000Interest rate futures are similar to FRAs, except that the terms, amounts and periods are standardized.(i)The futures price is likely to vary withchanges in interest rates, and this acts as ahedge against adverse interest ratemovements(ii)Transaction costs should be lower than for the other hedging methods.(iii)The exact date of the interest receipt or payment does not have to be known, as thecontract can be closed out on the date thatthe payment is made. (i)Contract cannot be tailored toMacawber’s exact requirements.(ii)Hedge inefficiencies arise because Macawber has to deal in a whole numberof contracts and by basis risk.(iii)Futures are only available on certain financial instruments.(iv)Macawber will be required to deposit a margin (cash or securities).Using futuresSet-up today – mid December1.Number of contracts requiredexposure periodprincipal$20m6Contracts=*=*= 80contract size contract period$0.5m32.Date – start of the loanmid March3.Contracts to sellEnter into 80 March contracts to pay interest at 6.21% (100-93.79)Outcome – mid March4.Actual transaction @LIBOR + 0.9% 7.40%5.Profit/loss on the futuresOpening position – (sell) pay 6.21%Closing position – (buy) receive 6.53%(profit)0.32% step 4&57.08%Note.I.£.thi.i.0.0708*$20m*6/12.$708,000..bette.outcom.tha.th.FRAWorkings Now – mid December Mid March March futures 6.21 6.53LIBOR 6.00 6.50Basis 0.21 ×1/7= 0.037 half-months of timing 1 half-month remainingA.interes.rat.optio.give.th.buye.th.righ.bu.no.th.obligatio.t.dea.a.a.agree.interes.rat.a..futur.maturit. date..buye.wit.th.optio.t.borro.wil.no.wis.t.exercis.i.i.th.marke.interes.rat.i.belo.th.rat.specifie.i.th.o ptio.agreement.(i)Options reduce exposure to adverseinterest rate movements whilst allowingthe borrower to profit from favorableinterest rate movements.(ii)OTC interest rate options tailored to the company’s needs can be obtained. (i)Premium cost(ii)The option contracts are standard contracts, suffering from the limitationsof standard futures contracts.Using optionsSet-up today – mid December1.Number of contracts required= 802.Date – start of the loanmid March3.Buy 80 March put options at 93750 94000 942504.Premium 0.085% 0.255% 0.480% Outcome – mid March5.Actual transaction @LIBOR + 0.9% 7.40%7.40%7.40%6.Profit/loss on the futuresOpening position – (sell) pay 6.25% 6.00% 5.75%Closing position – (buy) receive 6.53%* 6.50% 6.47%(profit)0.28%(profit)0.50% (profit)0.72% step 4&5&6 7.205%7.155% 7.160%$720,500 $715,500 $716,000*Workings Now – mid December Mid MarchMarch options 6.25 6.53LIBOR 6.00 6.50Basis 0.25 ×1/7= 0.037 half-months of timing 1 half-month remainingConclusionThe futures contract gives the lowest cost and should be recommended if interest rates are expected to rise.(b)Total payment without swap =LIBOR + 0.5% (Stentor) + 9.5% (Evnor) = LIBOR + 10%Total payment with swap =LIBOR + 0.9% (Evnor) + 8.75% (Stentor) + 0.1% fees = LIBOR+9.75% Ther.i..potentia.gai.o.0.25.o.th.swa.value.Assum.thi.i.spli.equall.betwee.th.parties.althoug.Ste nto.ma.b.abl.t.negotiat..highe.shar.o.th.gai.becaus.o.it.bette.credi.rating.Keeping the floating rate at LIBOR:Stentor EvnorPays interest (8.75%) (LIBOR +0.9%)Bank fees (0.05%) (0.05%)Pays in swap (LIBOR) (8.425%)Receives in swap 8.425%* LIBORNet cost (LIBOR +0.375%) (9.375%)Gain of 0.125% Gain of 0.125%* 8.75%+ 0.05% + LIBOR - X= LIBOR+ 0.50% - 0.125% X=8.425%。
Presentation-Skills英文演讲-展示技巧介绍
meeting for this audience? What questions might the audience have?
Plan It
Build Your Case
❖ Assume your audience is not prepared to accept your message
understand Complex charts of simple info are failures. Simple charts of complex info are
achievements If complex charts must be used suggest to
put them in printed version
❖ Explain the slides
Materials should prompt the questions for the audience
Make the talk meaningful to the audience
Presenting It
Transition
❖ Transition first, then change slide ❖ When changing slides, pay attention to:
and large font ❖ Make sure it’s worth reading for the
audience
Prepare It
Using Charts
❖ Charts must be read
Don’t make them too complicated! Convey information is necessary They present info in a way that’s easier to
Data Visualization Strategies
Data Visualization StrategiesData visualization is a crucial aspect of data analysis, as it allows for the presentation of complex information in a visual format that is easy to understand and interpret. There are various strategies and techniques that can be employed to effectively visualize data, each with its own strengths and limitations. In this response, we will explore some of the most commonly used data visualization strategies, their applications, and the benefits they offer to data analysts and decision-makers.One of the most popular data visualization strategies is the use of charts and graphs. Charts and graphs are effective in presenting numerical data in a visual format, making it easier for the audience to identify patterns, trends, and outliers. Common types of charts and graphs include bar charts, line graphs, pie charts, and scatter plots. Each type of chart or graph is suitable for different types of data and can be used to convey different messages. For example, a bar chart is useful for comparing the values of different categories, while a line graph is effective in showing trends over time.Another important data visualization strategy is the use of maps. Maps are particularly useful for visualizing geographical data, such as population distribution, sales by region, or the spread of diseases. By overlaying data on a map, analysts can easily identify spatial patterns and make informed decisions based on the geographic distribution of the data. Geographic information system (GIS) software is commonly used to create and analyze maps, allowing for the visualization of spatial data in a variety of formats, such as choropleth maps, heat maps, and point maps.In addition to charts, graphs, and maps, data analysts can also utilize infographics as a data visualization strategy. Infographics are a visually appealing way to present complex information, combining text, images, and graphics to convey a message or tell a story. Infographics are particularly effective in summarizing large amounts of data and making it more accessible to a wider audience. By using a combination of visuals and concise text, infographics can help viewers quickly grasp the key insights from the data without being overwhelmed by too much information.Furthermore, interactive data visualization is becoming increasingly popular as a strategy for engaging audiences and allowing them to explore data in a more dynamic way. Interactive visualizations allow users to interact with the data, such as by hovering over data points for more details, filtering the data based on specific criteria, or zooming in and out of a visual representation. This level of interactivity can enhance the user experience and empower individuals to discover insights that may not be immediately apparent in static visualizations.Moreover, storytelling through data visualization is an emerging strategy that focuses on using visuals to convey a narrative or make a compelling argument. By structuring data visualizations in a way that tells a story, analysts can guide their audience through the data, leading them to a specific conclusion or insight. Storytelling through data visualization often involves the use of a sequence of visualizations that build upon each other to communicate a coherent message, engaging the audience and helping them understand the significance of the data.Lastly, the use of dashboards as a data visualization strategy is beneficial for providing a comprehensive overview of key performance indicators, metrics, and trends. Dashboards typically consist of multiple visualizations and data displays that are organized in a single interface, allowing users to monitor and analyze data in real-time. Dashboards are commonly used in business intelligence and analytics to track progress towards goals, identify areas for improvement, and make data-driven decisions. The interactive nature of dashboards also enables users to drill down into specific data points and gain deeper insights into the underlying data.In conclusion, data visualization is a powerful tool for making sense of complex data and communicating insights effectively. By employing various data visualization strategies, such as charts, graphs, maps, infographics, interactive visualizations, storytelling, and dashboards, data analysts can present data in a compelling and informative manner. Each strategy offers unique benefits and can be applied to different types of data and analytical objectives. Ultimately, the choice of data visualization strategy depends on the nature of the data, the audience, and the specific insights that need to be conveyed. As technologycontinues to advance, new data visualization strategies and techniques will undoubtedly emerge, further enhancing the ability to explore and understand data in meaningful ways.。
介绍软件的英语作文 雅思
介绍软件的英语作文雅思Title: Introduction to Software。
In today's digital age, software plays a pivotal rolein shaping our daily lives, revolutionizing industries, and driving technological advancements. From simple mobile applications to complex operating systems, software serves as the backbone of modern technology. In this essay, wewill delve into the significance of software, its various types, and its impact on society.To begin with, software can be defined as a set of instructions or programs that enable a computer or electronic device to perform specific tasks. It encompasses a wide range of applications, including operating systems, productivity tools, entertainment software, and specialized applications for various domains such as healthcare, finance, and engineering.One of the most fundamental types of software is theoperating system (OS), which serves as an intermediary between the hardware components of a computer and the user. Examples of popular operating systems include Microsoft Windows, macOS, and Linux. These systems manage hardware resources, provide a user interface, and facilitate the execution of other software programs.Another category of software includes productivitytools such as word processors, spreadsheets, and presentation software. These applications streamline various tasks, enhance efficiency, and facilitate communication and collaboration in both personal and professional settings. Notable examples include Microsoft Office, Google Workspace, and Apple iWork.Moreover, software plays a crucial role in entertainment and multimedia. From video games and multimedia players to graphic design software and virtual reality applications, entertainment software offers immersive experiences and creative outlets for users. Additionally, software enables the creation and editing of digital content, ranging from images and videos to musicand animations.Furthermore, specialized software applications cater to specific industries and domains, addressing unique needs and requirements. For instance, in the healthcare sector, electronic medical records (EMR) systems streamline patient data management and enhance clinical workflows. In finance, trading platforms and financial analysis software empower investors and analysts with real-time data and analytical tools.The impact of software on society is profound and far-reaching. It has transformed various aspects of our lives, from communication and entertainment to education and healthcare. Software-driven innovations have revolutionized industries, creating new opportunities, and disrupting traditional business models. Moreover, software plays a pivotal role in driving technological advancements such as artificial intelligence, machine learning, and the Internet of Things (IoT).In conclusion, software is a cornerstone of moderntechnology, enabling the functionality of electronic devices, empowering users with tools and applications, and driving innovation across industries. Its diverse applications and pervasive influence underscore the importance of understanding and harnessing the power of software in today's digital world. As we continue to embrace technological progress, software will remain at the forefront of innovation, shaping the future of society and civilization.This essay provides an overview of the significance of software, its various types, and its impact on society. From operating systems and productivity tools to entertainment software and specialized applications, software permeates every aspect of modern life, driving innovation, and shaping the future of technology and society.。
华为全国研究生数学建模竞赛 英语
华为全国研究生数学建模竞赛英语全文共3篇示例，供读者参考篇1Huawei National Graduate Mathematics Modeling CompetitionWith the rapid development of technology and continuous innovation in the field of mathematics, the importance of mathematics modeling in various industries has become increasingly recognized. In order to cultivate more talents in this area, Huawei organizes the National Graduate Mathematics Modeling Competition every year, providing a platform for graduate students to showcase their mathematical skills and problem-solving abilities.The competition consists of three main stages: the preliminary round, the semi-final round, and the final round. In the preliminary round, participants are required to work on a set of mathematical modeling problems within a limited time frame. These problems are designed to test the participants' ability to analyze real-world problems, formulate mathematical models, and implement solutions effectively.The semi-final round is a more challenging stage where participants are given more complex and in-depth problems to solve. They are required to not only demonstrate their mathematical prowess but also their capabilities in interdisciplinary collaboration and communication. This stage is crucial in selecting the top teams to advance to the final round.In the final round, the remaining teams are given a comprehensive and time-sensitive problem to solve. They must work together to come up with innovative solutions and present their findings to a panel of judges. The final round is not only a test of mathematical skills but also of teamwork, creativity, and presentation abilities.Participating in the Huawei National Graduate Mathematics Modeling Competition is a valuable experience for graduate students. It allows them to apply their mathematical knowledge to practical problems, enhance their problem-solving skills, and gain valuable insights into the real-world applications of mathematics. It also provides them with an opportunity to network with industry professionals and showcase their talents to potential employers.Overall, the Huawei National Graduate Mathematics Modeling Competition plays a significant role in promoting thedevelopment of mathematical modeling skills among graduate students. It not only encourages academic excellence but also prepares students for future careers in mathematics, technology, and other related fields. It is a platform where young talents can shine and make a meaningful impact on the world through the power of mathematics.篇2Huawei National Research Postgraduate Mathematical Modeling CompetitionIntroductionThe Huawei National Research Postgraduate Mathematical Modeling Competition is an annual event that aims to encourage graduate students studying mathematics and related fields to showcase their talents, problem-solving skills, and innovative thinking. This competition provides a platform for students to apply theoretical knowledge to real-world problems and gain practical experience in modeling and analysis.Competition StructureThe competition is divided into several stages, starting with the registration phase where teams of students sign up to participate. Each team typically consists of 3-5 members withdiverse academic backgrounds. Once registered, teams are given a set of problems related to a particular theme or industry, such as healthcare, finance, or technology.Teams then have a limited amount of time, usually 24-72 hours, to work on the problems, develop a mathematical model, and generate solutions. The solutions are submitted in the form of a written report and a presentation that is delivered to a panel of judges. The judges assess the quality of the mathematical modeling, the accuracy of the results, and the clarity of the presentation.The top teams from each region of the competition advance to the national finals, where they compete for cash prizes, academic recognition, and the opportunity to present their work to industry professionals. This final stage is a showcase of the best mathematical talent in the country and serves as a platform for networking and career development.Benefits of ParticipationParticipating in the Huawei National Research Postgraduate Mathematical Modeling Competition offers several benefits to students. Firstly, it allows them to apply theoretical knowledge to real-world problems, which enhances their understanding of mathematical concepts and techniques. Secondly, it promotesteamwork and collaboration among team members, as they work together to solve complex problems under tight deadlines.Additionally, the competition provides students with an opportunity to gain practical experience in mathematical modeling, data analysis, and presentation skills. These are valuable skills that are in high demand in various industries, such as finance, technology, and healthcare. By participating in the competition, students also have the chance to network with industry professionals, researchers, and fellow students, which can lead to job opportunities and research collaborations.ConclusionThe Huawei National Research Postgraduate Mathematical Modeling Competition is a prestigious event that attracts top mathematical talent from across the country. It serves as a platform for graduate students to showcase their skills, gain practical experience, and network with industry professionals. By participating in this competition, students can enhance their academic and professional development, and pave the way for future career success.篇3Huawei National Graduate Mathematics Modeling CompetitionIntroduction:With the rapid development of information technology in recent years, the importance of mathematics modeling has been widely recognized. As a leading global provider of information and communication technology (ICT) infrastructure and smart devices, Huawei has been committed to promoting the cultivation of top-tier researchers and analysts in the field of mathematics modeling. To this end, Huawei has launched the National Graduate Mathematics Modeling Competition to encourage students to apply their theoretical knowledge in real-world problem solving.Competition Overview:The Huawei National Graduate Mathematics Modeling Competition is open to graduate students from universities across the country. Participants are required to form teams of3-5 members and select a real-world problem from a list provided by Huawei. The teams then have a designated period of time to analyze the problem, develop a mathematical model, and propose a solution. The competition is divided into severalrounds, including a preliminary round, a semi-final round, and a final round.Competition Benefits:Participation in the Huawei National Graduate Mathematics Modeling Competition offers numerous benefits for students. Firstly, it provides students with the opportunity to apply their theoretical knowledge in a practical setting, allowing them to develop valuable problem-solving skills. Additionally, the competition allows students to network with industry professionals and experts in the field of mathematics modeling, providing them with valuable connections and insights into potential career paths. Lastly, the competition offers cash prizes for the winning teams, providing a financial incentive for participation.Conclusion:The Huawei National Graduate Mathematics Modeling Competition is a valuable opportunity for graduate students to hone their mathematical modeling skills, network with industry professionals, and gain recognition for their work. Through this competition, Huawei aims to foster the development of top-tier researchers and analysts in the field of mathematics modeling, contributing to the advancement of information technology andsociety as a whole. We encourage all graduate students to participate in this competition and showcase their talent and creativity in mathematics modeling.。
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Fastest growth is expected in Eastern Europe, the Middle East, the Far East, South Asia (3) and Africa High barriers to entry Critical Infrastructure Long-term concessions – – Timing and approval issues for new facilities Significant capital requirements
3
(4) (5)
Company Highlights
Creating a Global Ports Operator
1991 1999 2005 2005 2006
Local
Regional
International
Global
Transformed our business over the past 3 years Successful integration of acquisitions and new concession wins Industry leader with one of the most geographically diverse platforms
– Focus is on executing our existing pipeline to deliver strong organic growth – Building on leadership position in Middle East and Indian Subcontinent – Expand presence in emerging markets (in particular Africa and Latin America)
13 new terminals in development 5 new projects or terminals added in 2007 Expected to almost double capacity by 2017 Capacity expansion opportunities within existing portfolio
O&D is higher value – –
The above make O&D more profitable Unique business model 6
(1) (2) Based on pro forma gross throughput of 36.8m TEUs in 2006, excludes POPNA, Shekou and Colombo On a gross throughput basis, 2006 weighted average. Excludes terminals over which DP World holds operational control through a management contract (i.e., Mina Zayed/Abu Dhabi, Jeddah South Container and Port Autonome International de Djibouti) and freehold terminals (i.e., DP World Germersheim and Vostochnaya Stevedore Company). Assumes Adelaide is extended to 2014
(1)
(2) (3)
Growth
Projected growth of 9.3% per annum between 2006 and 2012E
Privatisation opportunities as governments bring in private sector capabilities Projected capacity growth of 3.9% per annum between 2006 and 2012E Capacity utilisation of 72% in 2006, growing to 81% in 2009E
January 2008
1
Agenda
• • • • 1000 - 1100 1100 – 1130 1130 – 1230 12.30 Introduction to DP World – Yuvraj Narayan, CFO Coffee Break Financial Information – Yuvraj Narayan, CFO Lunch
(3) (3)
Shortage of Capacity
Emerging markets contribute significantly to container volumes Emerging Markets – The Far East and South East Asia accounted for 35.1% and 13.8% of throughput (3) volumes respectively in 2006
Attractive Sector Fundamentals
Key Characteristics
Scale
Industry Dynamics
441m TEUs in 2006, up from 236m TEUs in 2000 Growth trend of 3 – 4x global GDP (1990 – 2006)
44 year average concession length across portfolio Track record of concession extensions 99 year concession at Jebel Ali Freehold development projects at London Gateway and Yarimca
DP World 2007 FY throughput by Geography(1)
Australia and New Zealand and Americas (4.7m TEU) 11% Middle East, Europe and Africa (20.3m TEU) 47% Asia-Pacific and Indian Subcontinent (18.3m TEU) 42%
Long-term sustainable sector fundamentals to underpin growth 7
(1) Historical from Drewry Annual Container Market Review and Forecast 2006/2007; 2006 and forecasts data from Drewry Annual Review of Global Container Terminal Operators 2007 (2) Drewry and Economist Intelligence Unit (3) Drewry Annual Review of Global Container Terminal Operators 2007
Long Term Revenue Stability
Throughput O&D vs. Transhipment(1)
Transhipment 24%
Concession Profile(2)
40% 30% 20% 10% 0% 8% 16% 18% 32% 26%
O&D 76%
0-5 yrs
A leading global port operator with a balanced portfolio
(1) (2) (3) DP World data as at 31 December 2006; based on pro forma gross capacity and/or gross throughput; excludes P&O North America (POPNA), Shekou and Colombo Includes DP World Jebel Ali Terminal 2, which commenced operations in the third quarter of 2007 A TEU is a 20-foot equivalent unit that is based on the dimensions of a cargo container 20 feet long by 8 feet wide by 8 feet 6 inches high, with a maximum load of 24 tonnes O&D is defined as Origin and Destination often referred to as import and export As at 31 December 2006, based on pro forma equity-adjusted throughput, excludes POPNA, Shekou and Colombo
2
Company Highlights
• Leading global port operator with strong positions in key regions
- No 4 global operator(1) - 43 terminals in 23 countries(2) - Gross throughput of 43.3m TEUs in 2007, an increase of 18% on 2006PF - Capacity utilization in excess of 80% for 2007