Ian I will put all interesting news and statistics I come across

Tuesday, April 21, 2009

Global 100 largest companies

RankCompanyCountryIndustrySales ($bil)Profits ($bil)Assets ($bil)Market Value ($bil)
1 General Electric United States Conglomerates 182.52 17.41 797.77 89.87
2 Royal Dutch Shell Netherlands Oil & Gas Operations 458.36 26.28 278.44 135.10
3 Toyota Motor Japan Consumer Durables 263.42 17.21 324.98 102.35
4 ExxonMobil United States Oil & Gas Operations 425.70 45.22 228.05 335.54
5 BP United Kingdom Oil & Gas Operations 361.14 21.16 228.24 119.70
6 HSBC Holdings United Kingdom Banking 142.05 5.73 2,520.45 85.04
7 AT&T United States Telecommunications Services 124.03 12.87 265.25 140.08
8 Wal-Mart Stores United States Retailing 405.61 13.40 163.43 193.15
9 Banco Santander Spain Banking 96.23 13.25 1,318.86 49.75
9 Chevron United States Oil & Gas Operations 255.11 23.93 161.17 121.70
11 Total France Oil & Gas Operations 223.15 14.74 164.66 112.90
12 ICBC China Banking 53.60 11.16 1,188.08 170.83
13 Gazprom Russia Oil & Gas Operations 97.29 26.78 276.81 74.55
14 PetroChina China Oil & Gas Operations 114.32 19.94 145.14 270.56
15 Volkswagen Group Germany Consumer Durables 158.40 6.52 244.05 75.18
16 JPMorgan Chase United States Banking 101.49 3.70 2,175.05 85.87
17 GDF Suez France Utilities 115.59 9.05 232.71 70.46
18 ENI Italy Oil & Gas Operations 158.32 12.91 139.80 80.68
19 Berkshire Hathaway United States Diversified Financials 107.79 4.99 267.40 122.11
20 Vodafone United Kingdom Telecommunications Services 70.39 13.30 252.08 93.66
21 Mitsubishi UFJ Financial Japan Banking 61.43 6.38 1,931.17 53.63
22 Procter & Gamble United States Household & Personal Products 83.68 14.08 138.26 141.18
23 CCB-China Construction Bank China Banking 42.98 9.45 903.35 119.03
24 Verizon Communications United States Telecommunications Services 97.35 6.43 202.35 81.04
25 Petrobras-Petróleo Brasil Brazil Oil & Gas Operations 92.08 14.12 120.68 110.97
26 Nippon Telegraph & Tel Japan Telecommunications Services 107.02 6.36 179.95 59.07
27 EDF Group France Utilities 89.46 4.73 278.76 71.53
28 IBM United States Software & Services 103.63 12.34 109.53 123.47
29 BNP Paribas France Banking 107.96 4.20 2,888.73 29.98
30 Bank of China China Banking 40.10 7.70 817.84 105.04
31 Telefónica Spain Telecommunications Services 80.70 10.57 129.16 85.56
32 Nestlé Switzerland Food, Drink & Tobacco 103.01 16.91 97.12 118.99
33 Sinopec-China Petroleum China Oil & Gas Operations 154.28 7.43 100.41 93.50
34 Crédit Agricole France Banking 107.75 5.90 2,064.17 21.91
35 Siemens Germany Conglomerates 108.76 8.05 128.46 44.18
36 Hewlett-Packard United States Technology Hardware & Equip 118.70 8.05 109.63 69.57
37 Intesa Sanpaolo Italy Banking 50.56 10.58 835.15 31.43
38 Bank of America United States Banking 113.11 4.01 1,817.94 25.29
39 Honda Motor Japan Consumer Durables 120.27 6.01 124.98 44.32
40 BBVA-Banco Bilbao Vizcaya Spain Banking 56.51 6.99 747.99 27.56
41 ArcelorMittal Luxembourg Materials 124.94 9.40 133.09 26.80
42 Johnson & Johnson United States Drugs & Biotechnology 63.75 12.95 84.91 138.29
43 ENEL Italy Utilities 82.92 7.37 177.21 31.00
44 UniCredit Group Italy Banking 83.72 8.70 1,482.98 18.37
45 Generali Group Italy Insurance 118.39 4.26 546.50 21.35
46 France Telecom France Telecommunications Services 74.50 5.67 125.32 58.92
47 Samsung Electronics South Korea Semiconductors 104.42 7.87 99.47 45.82
48 Deutsche Bank Germany Diversified Financials 124.78 9.47 2,946.88 14.40
49 Microsoft United States Software & Services 61.98 17.23 65.79 143.58
50 Pfizer United States Drugs & Biotechnology 48.30 8.10 111.15 83.03
51 Wells Fargo United States Banking 51.65 2.66 1,309.64 51.28
52 BHP Billiton Australia/United Kingdom Materials 59.47 15.39 72.40 96.65
53 StatoilHydro Norway Oil & Gas Operations 93.38 6.20 82.42 53.30
54 Sumitomo Mitsui Financial Japan Banking 46.06 4.62 1,114.89 25.56
55 China Mobile Hong Kong/China Telecommunications Services 47.09 11.49 76.42 175.85
56 Goldman Sachs Group United States Diversified Financials 53.58 2.32 884.55 42.06
57 RWE Group Germany Utilities 66.16 3.56 127.64 33.68
58 Roche Holding Switzerland Drugs & Biotechnology 42.75 8.41 69.77 98.47
59 Commonwealth Bank Australia Banking 34.98 4.58 467.83 28.01
60 Société Générale Group France Banking 99.25 2.80 1,572.73 17.77
61 Novartis Switzerland Drugs & Biotechnology 42.01 8.30 73.22 82.97
62 E.ON Germany Utilities 120.74 1.76 215.15 47.44
63 Deutsche Telekom Germany Telecommunications Services 85.89 2.07 162.51 52.96
64 Rosneft Russia Oil & Gas Operations 46.99 11.12 77.40 34.07
65 Mizuho Financial Japan Banking 42.29 3.12 1,545.23 21.46
65 Sanofi-aventis France Drugs & Biotechnology 38.40 5.36 96.01 67.84
67 National Australia Bank Australia Banking 41.87 3.58 515.83 21.90
68 Royal Bank of Canada Canada Banking 30.01 3.52 575.21 34.29
69 Cisco Systems United States Technology Hardware & Equip 39.58 7.49 61.36 85.05
69 Rio Tinto United Kingdom/Australia Materials 54.26 3.68 88.25 39.42
71 Tesco United Kingdom Food Markets 93.85 4.21 59.80 37.50
72 China Life Insurance China Insurance 26.20 5.32 127.83 83.26
73 Mitsubishi Corp Japan Trading Companies 60.43 4.64 117.84 20.89
74 Vale Brazil Materials 30.75 9.28 79.26 66.14
75 Munich Re Germany Insurance 64.20 2.09 291.87 24.29
76 Lukoil Russia Oil & Gas Operations 66.86 9.51 59.14 26.62
77 Barclays United Kingdom Banking 59.82 6.40 2,947.84 11.15
78 Banco Bradesco Brazil Banking 39.97 3.26 194.51 26.75
79 Unilever Netherlands/United Kingdom Food, Drink & Tobacco 56.44 7.00 48.75 58.24
80 BASF Germany Chemicals 86.77 4.06 69.41 25.62
81 Nokia Finland Technology Hardware & Equip 70.63 5.55 52.29 35.32
82 Sony Japan Technology Hardware & Equip 88.89 3.70 124.12 17.12
83 CVS Caremark United States Retailing 87.47 3.21 60.96 37.46
83 Daimler Germany Consumer Durables 133.43 1.88 180.08 21.21
85 United Technologies United States Conglomerates 58.68 4.69 56.47 38.53
86 Saudi Basic Industries Saudi Arabia Chemicals 40.62 5.87 72.39 31.44
87 Iberdrola Spain Utilities 35.09 3.98 114.81 32.42
88 Nissan Motor Japan Consumer Durables 108.46 4.83 119.00 14.14
89 Panasonic Japan Technology Hardware & Equip 90.87 2.82 71.85 28.93
90 MetLife United States Insurance 50.99 3.21 501.68 15.10
91 Westpac Banking Group Australia Banking 25.90 3.05 346.22 31.40
92 GlaxoSmithKline United Kingdom Drugs & Biotechnology 35.55 6.72 52.67 79.06
93 Morgan Stanley United States Diversified Financials 62.26 1.71 658.81 21.00
94 Telecom Italia Italy Telecommunications Services 41.97 3.08 117.81 23.82
95 Intel United States Semiconductors 37.59 5.29 50.72 70.86
96 Zurich Financial Services Switzerland Insurance 32.35 3.04 325.04 19.60
97 Mitsui & Co Japan Trading Companies 57.50 4.11 97.15 17.12
98 Comcast United States Media 34.26 2.55 113.02 37.62
99 AXA Group France Insurance 156.95 1.28 936.92 19.47
100 Bayer Group Germany Chemicals 45.85 2.55 71.39 36.97



All figures are in U.S. dollars and are latest available. Market value is as of Feb. 27. Combined market value for BHP Billiton Ltd and BHP Billiton Plc (a dual listed company in Australia and the U.K.). Combined market value for Carnival Corp and Carnival Plc (a dual listed company in Panama and the U.K.). Combined market value for Investec Plc and Investec Ltd (a dual listed company with headquarters in South Africa and the U.K.). Combined market value for Mondi Ltd and Mondi Plc (a dual listed company in South Africa and the U.K.). Combined market value for Reed Elsevier Plc and Reed Elsevier NV (a dual listed company in the Netherlands and the U.K.). Combined market value for Rio Tinto Plc and Rio Tinto Ltd (a dual listed company in Australia and the U.K.). Combined market value for Thomson Reuters Corp and Thomson Reuters Plc (dual listed company in Canda and the UK.) Combined market value for Unilever NV and Unilever Plc (a dual listed company the Netherlands and the U.K.). E: Estimate. NA: Not available.
Sources: FT Interactive Data, LionShares, Thomson Reuters and Worldscope via FactSet Research Systems; Bloomberg ; Forbes.

China Credit Boom Spurs Concern

China's government is considering measures to regulate the torrent of bank lending, arising from concerns that much of the credit surge that has helped keep the economy growing could be wasted.

A senior official at a local branch of the China Banking Regulatory Commission said the commission is considering rules aimed at ensuring that loans go to the real economy, such as government stimulus projects, rather than being diverted into the asset markets or bank deposits. A spokesman confirmed Monday that the rules are being circulated internally for comment.

[Credit Spree chart]

How Beijing manages the flow of credit in coming months will be critical to the country's trajectory of growth. The explosion in China's bank lending this year -- compared with the contraction in credit in many Western countries -- has been crucial to shoring up consumer and business confidence, and to keeping China's economy expanding.

A sharp cutback in credit would run the risk of derailing the nascent improvement, and is precisely what officials aren't planning to do. But they aren't pushing on the accelerator, either. The central bank has put interest-rate cuts on hold since December. The government is also expressing concern that the lending surge could be adding to financial risks or isn't directly aiding businesses in need of cash.

"Banks ought to fully realize that dealing with the impact of the crisis is a long-term task, and should pay close attention to risks accumulated from a burst of lending," the head of China's banking regulator, Liu Mingkang, said at the agency's quarterly meeting last week.

He said he is concerned banks aren't properly checking borrowers, are lending too much to a few favored clients, and are doing too much short-term lending. Despite such problems, Mr. Liu also said Saturday that "the risks are controllable, because we have instructed banks to step up their checks on lending practices." He emphasized that banks have lots of room to continue to lend this year.

The government's concerns derive from the size and unusual structure of bank lending in China so far this year. In the first three months of 2009, China's banks extended 4.58 trillion yuan ($640 billion) in new loans -- nearly as much as all new lending for 2008 and equivalent to around 70% of the nation's gross domestic product for the quarter.

An unusually large proportion of the new loans -- 1.48 trillion yuan, or about a third -- was in the form of short-term bill financing, usually used for businesses that need working capital quickly. Many analysts say there is evidence companies have been borrowing those short-term funds only to put them back on deposit and earn the interest. Some of the credit also has flowed into the stock and property markets, they say.

The bank regulatory official said the proposed rules are aimed at preventing those kinds of problems, and said the government doesn't intend to impose new administrative limits on the amount of loans banks can make. The guidelines could be a published document or an informal directive delivered orally to bank chiefs.

A move to contain bank lending could spook investors, whose optimism about a possible recovery in China has been driving up Chinese and Asian stock markets. "Take away the flow [of] liquidity in a hurry, and we have to at least ask whether positive sentiment would continue apace or whether this could cause a relative correction," said UBS economist Jonathan Anderson in a note.

Bank lending is almost certain to slow from the first quarter's pace. In the past, Chinese banks have tended to frontload their lending early in the year, to book as much interest income as possible during the calendar year. Analysts expect the same trend this year, so some of the customary pullback by lenders will likely happen in coming months, even if the government doesn't squeeze credit.

A slowdown in lending growth won't necessarily be a major shock to China's economy. If officials can steer more loans to needy borrowers such as small businesses than is currently the case, they may be able to get more economic bang for every buck lent.

Saturday, April 4, 2009

Mark-To-Market My Words

To most people, it's an arcane accounting rule. But to bankers, it's the whole ballgame: "mark to market" pricing is the practice of requiring banks to value their assets based on their current market value. Not what banks paid for those assets yesterday. Not what they could get for them in, say, a year or two when the financial industry has settled down. What they could get right now. Which is basically bubkes. Banks have been pleading for this requirement to be lifted since the credit crisis began, and last week they got their wish. Confused? Here are four things you need to know about "mark to market" in order to sound smart at a cocktail party.

1. Banks say mark-to-market pricing cost them billions.
When the housing bubble burst, the market for all those mortgage-backed securities vanished, leaving bank balance sheets larded with assets that no one wanted. So at the end of each quarter, banks had to write down billions of dollars of "toxic assets"—even though their value might've been artificially, and only temporarily, depressed. But if banks never intended to sell an asset in the current market, they reasoned, why should they be forced to value it as if they did?

2. The key players: five big-shot accountants in Connecticut.
Banks began lobbying Congress last year to do away with mark-to-market, arguing that they couldn't lend because it had bled away so much capital. Congress in turn put the heat on the Financial Accounting Standards Board, a group of five über-accountants based in Connecticut who write all the rules. After months of pressure, including threats to take away its authority, the FASB caved and voted to loosen the rule.

3. The new guidelines, and the fly in the ointment.
Banks can now use "significant judgment" to value assets. Translation: they can stop assigning doomsday values to securities they think will have more value down the road. The hitch: some investors fear the rule change will help banks disguise their garbage, which was part of what got us into this mess in the first place.

4. Bully for the banks, but will this actually work?
It'll help big banks like Citi recoup billions in losses. But it does little to solve the underlying problem: piles of troubled assets no one wants. And it might not help for long, because Treasury Secretary Tim Geithner plans to rebuild a market for the assets by handing private investors cheap credit so they can start buying them up.

China’s Dollar Trap

Back in the early stages of the financial crisis, wags joked that our trade with China had turned out to be fair and balanced after all: They sold us poison toys and tainted seafood; we sold them fraudulent securities.

But these days, both sides of that deal are breaking down. On one side, the world’s appetite for Chinese goods has fallen off sharply. China’s exports have plunged in recent months and are now down 26 percent from a year ago. On the other side, the Chinese are evidently getting anxious about those securities.

But China still seems to have unrealistic expectations. And that’s a problem for all of us.

The big news last week was a speech by Zhou Xiaochuan, the governor of China’s central bank, calling for a new “super-sovereign reserve currency.”

The paranoid wing of the Republican Party promptly warned of a dastardly plot to make America give up the dollar. But Mr. Zhou’s speech was actually an admission of weakness. In effect, he was saying that China had driven itself into a dollar trap, and that it can neither get itself out nor change the policies that put it in that trap in the first place.

Some background: In the early years of this decade, China began running large trade surpluses and also began attracting substantial inflows of foreign capital. If China had had a floating exchange rate — like, say, Canada — this would have led to a rise in the value of its currency, which, in turn, would have slowed the growth of China’s exports.

But China chose instead to keep the value of the yuan in terms of the dollar more or less fixed. To do this, it had to buy up dollars as they came flooding in. As the years went by, those trade surpluses just kept growing — and so did China’s hoard of foreign assets.

Now the joke about fraudulent securities was actually unfair. Aside from a late, ill-considered plunge into equities (at the very top of the market), the Chinese mainly accumulated very safe assets, with U.S. Treasury bills — T-bills, for short — making up a large part of the total. But while T-bills are as safe from default as anything on the planet, they yield a very low rate of return.

Was there a deep strategy behind this vast accumulation of low-yielding assets? Probably not. China acquired its $2 trillion stash — turning the People’s Republic into the T-bills Republic — the same way Britain acquired its empire: in a fit of absence of mind.

And just the other day, it seems, China’s leaders woke up and realized that they had a problem.

The low yield doesn’t seem to bother them much, even now. But they are, apparently, worried about the fact that around 70 percent of those assets are dollar-denominated, so any future fall in the dollar would mean a big capital loss for China. Hence Mr. Zhou’s proposal to move to a new reserve currency along the lines of the S.D.R.’s, or special drawing rights, in which the International Monetary Fund keeps its accounts.

But there’s both less and more here than meets the eye. S.D.R.’s aren’t real money. They’re accounting units whose value is set by a basket of dollars, euros, Japanese yen and British pounds. And there’s nothing to keep China from diversifying its reserves away from the dollar, indeed from holding a reserve basket matching the composition of the S.D.R.’s — nothing, that is, except for the fact that China now owns so many dollars that it can’t sell them off without driving the dollar down and triggering the very capital loss its leaders fear.

So what Mr. Zhou’s proposal actually amounts to is a plea that someone rescue China from the consequences of its own investment mistakes. That’s not going to happen.

And the call for some magical solution to the problem of China’s excess of dollars suggests something else: that China’s leaders haven’t come to grips with the fact that the rules of the game have changed in a fundamental way.

Two years ago, we lived in a world in which China could save much more than it invested and dispose of the excess savings in America. That world is gone.

Yet the day after his new-reserve-currency speech, Mr. Zhou gave another speech in which he seemed to assert that China’s extremely high savings rate is immutable, a result of Confucianism, which values “anti-extravagance.” Meanwhile, “it is not the right time” for the United States to save more. In other words, let’s go on as we were.

That’s also not going to happen.

The bottom line is that China hasn’t yet faced up to the wrenching changes that will be needed to deal with this global crisis. The same could, of course, be said of the Japanese, the Europeans — and us.

And that failure to face up to new realities is the main reason that, despite some glimmers of good news — the G-20 summit accomplished more than I thought it would — this crisis probably still has years to run.