smg is a worldwide venue management group headquartered in west conshohocken , pennsylvania , that specializes in managing publicly owned facilities .

smg was a joint venture in general partnership form with two equal principals : the hyatt hotel company and aramark corporation but was bought by american capital in 2007 .

smg began their operation in 1977 with management of the louisiana superdome and have grown to one of the largest property management corporations in the world .

smg ( property management )

glassdoor has 145 smg management reviews submitted anonymously by smg management employees . read employee reviews and ratings on glassdoor to decide if smg management is right for you .
ask a question about working or interviewing at smg property management . our community is ready to answer .
goh says jll property services feels that malaysian property investors today have the desire to go international .
head of international residential property services jazmine goh said malaysian property investors today have the desire to go international .
jll property services ( m ) sdn bhd strongly believes there is a market in malaysia for overseas property investment .
angela waters assistant regional property manager ms . waters has 18 years of property management experience in residential property management . she has held a number of positions in many different aspects of the industry including multi - site management , assistant regional property manager , software implementation & training , commercial property management , public housing , and tax credit & section 8 housing . she currently holds designations with the national apartment association as a certified apartment manager ( cam ) & national apartment leasing professional ( nalp ) . ms . waters is currently the assistant regional property manager for the mid - atlantic region , which has properties in virginia , west virginia and maryland . she was also awarded by smg property management best management in 2015 .
for retail business owners and property managers , smg corporate services helps enhance your customer ' s experience – and your property value – with a safe and clean retail space .
bespoke , outsourced end - to - end incident management services - fmg incident management specialists . accident reduction and prevention for fleet management .
operated by smg , one of the world’s largest and most successful property management companies , the ontario convention center offers superior service and flexibility for all meeting needs .
vince grote regional property manager mr . grote is regional property manager to the properties in gainesville , fl , in addition to overseeing our maintenance program and inspections at all smg properties . mr . grote’s career in residential property management began in 1999 when he was honorably discharged from the air force and started work as a maintenance technician . since then , he has held many positions in the industry and received several awards for his work in property management .
rental management - sunset will assist with rentals arranged by owner or other rental companies . we will arrange the following additional services if needed for rental of property : - visit property to confirm readiness of property - inventory review - manage keys for rental guests - meet guests at the airport - inspect property for damage after rental guests’ departure and before security deposit is returned .
safe management group ( smg ) websites are maintained by safe management group inc . , 345 lakeshore road east , suite 506 , oakville ontario , l5j 1j5 .
crystal darrow , cmca , ams , regional director , joined smg in 2007 . she has over 7 years of experience in real estate management and more than 14 years of experience in various aspects of building maintenance , customer service and employee management . she has strong communication and budgetary management skills , which are great assets to the associations she manages . crystal takes a hands - on approach to property management , preferring to meet on - site with contractors and service providers to evaluate the property ' s needs and track progress . through continuing education , she has obtained her certified manager of community associations and association management specialist designations .
take a look at all of the security , cleaning and property maintenance services that you can utilize today .
subject to a final legal agreement covering occupation , operation and management issues , smg will be awarded a 25 - year contract to run it .
we’re here to maximize the return and value of your assets . as a pure services company , we provide a full range of property management services to take care of every aspect of tenant relations , daily property operations , maintenance and management , capital planning and capital improvements . with our national footprint and scale , we manage your properties wherever they are and will tailor our comprehensive services to fit your needs .
smg europe is a wholly owned subsidiary of smg , the worldwide leader in venue management . operating from the manchester arena in the united kingdom , smg europe works on projects throughout europe , the middle east and australasia . our ownership and dedicated corporate support personnel coupled with smg ' s industry experience provide the financial stability and leadership qualities to support an international network of entertainment , sport and meeting facilities .
the comparably diversity score tracks how positively diverse employees rate their experience at smg .
smg entertainment deutschland gmbh . registered address : arenastr . 1 , 46047 oberhausen , germany
a member of the smg corporate services team will be in touch with you soon .
smg science center services gmbh . registered address : arenastr . 1 , 46047 oberhausen , germany
ask a question about working or interviewing at smg . our community is ready to answer .
smg property services limited was registered on 28 mar 2012 with its registered office in stowmarket . the business has a status listed as
active
. it currently has one director . the company ' s first director was steven giles .
eric everard , ceo of artexis easyfairs and wes westley , smg president & ceo today announced that they have finalised a strategic alliance and established a joint venture company , artexis - smg , which will be based in brussels and will offer highly specialised venue management services in europe and beyond .
monitor home - during periods when property is not occupied . ( open windows to keep home fresh , flush the toilets , show activity , etc )
the new joint venture will function independently from artexis easyfairs’ activities as an event organiser . it will adopt smg’s proven formula for professional venue management and apply them in the european context . “the combination of locally based artexis - smg personnel , with their deep knowledge of european markets , and smg processes and best practices , will deliver exceptional added value to our customers , ” said everard .
the joint venture’s immediate geographical scope extends across all of europe ( not just the eu ) with the exception of belgium and sweden where artexis already plays a leading role in venue management . artexis - smg will focus on exhibition and conference centres , the agreement not addressing other smg core businesses such as theatres and sports stadia where the smg name is already well - known in europe .
ssc and smg teams combine hands - on management with advanced technologies to make sure the personnel and programs utilized in your retail facility are optimal at all times . smg corporate services retail facility specialists provide routine preventive facility maintenance programs , and are at the ready with quick response service for specific issues . in addition , your security , facilities and operations managers can utilize web - based management software to communicate with ssc and smg teams around the clock , as well as track service completion .
smg northern ireland limited . registered office : odyssey arena , 2 queens quay , belfast bt3 9qq
copyright © 2018 smg corporate services . all rights reserved . website design and hosting by worx .
tell the smg team about your need for corporate services and schedule an in - depth review today .
duedil ' s information security management system ( isms ) has been certified to the iso 27001 : 2013 standard .
a fully outsourced claims management solution to reduce the total cost of claims whilst improving the service to your policyholders .
the a & o team also included private equity partner peter banks who advised on the equity arrangements with management .
loved the tenant ' s , property manager was unprofessional , did receive bonuses for signing leases , would still be there if had a better manager . tenants were great .
the real estate investment management firm works closely with their offices in different continents to track price trends and market behaviour .
5 ) communicate any questions , comments , or concerns about this privacy policy or the information practices of smg .
now the council has confirmed that smg europe holdings ltd has been awarded preferred bidder status to operate the complex .
creim ( a wholly - owned subsidiary of oxley global ) on the sale of their 80 % indirect interest with nabinvest capital partners , ( a wholly - owned subsidiary of national australia bank ) in cambridge industrial trust to e - shang infinity cayman ( a subsidiary of e - shang redwood , affiliated with warburg pincus ) . the transaction also involved e - shang infinity cayman acquiring a 100 % indirect interest in cambridge industrial property management , the property manager for cambridge industrial trust ;
organisationally , smg is an affiliate of american capital strategies ltd . smg is a financially stable company with us $ 150 million in assets and gross venue revenues of more than us $ 1 . 5 billion . unlike other firms with limited human and financial resources , smg is a strong and profitable company with world - wide resources and strong partnership affiliations .
you must either be invited by one of our team member or request an invitation by email at smg @ urltoken .
experian and the experian marks used herein are service marks or registered trademarks of experian informations solutions , inc . other product and company names mentioned herein are the property of their respective owners .
“for convention planners , the smg name carries the brand promise of a well - run facility and unparalleled expertise in all phases of convention planning . through web links , email news blasts , bulk advertising buys in trade publications and participation in major convention planner trade shows , smg offers its clients in north america exposure that may be prohibitively expensive to buy on their own . we also utilise the full range of electronic capabilities , including a proprietary online events calendar and booking system , which enables smg onsite sales directors to share leads and co - sell properties . property owners benefit from the full force of smg working to send business their way , and events planners gain the ability to check smg venues and available dates 24 / 7 , ” said gregg caren , executive vice president of smg’s convention centre division . “we are hugely excited at the prospect of our joint venture offering a similar added value proposition in europe . ”
hours are lovely . mostly day besides evenings for events . overtime potential . management is super helpful and communicate well with you .
keren calder , cmca , ams , pcam , regional director , keren transferred to smith management from associa equity management , a sister branch of associa , in november 2016 . prior to joining smith management group , keren managed a portfolio of commercial and residential associations , commercial properties , and residential homes and condos . she was also responsible for leasing and sales of commercial and residential properties .
smith management group | 1630 des peres road , suite 210 | st . louis , mo 63131 | 314 - 394 - 4200
registered office first floor , campbell house , bankend road , dumfries , dg1 4uq . smg financial management limited is authorised and regulated by the financial conduct authority . firm reference number 417734 . the financial conduct authority does not regulate taxation and trust advice .
financing advice was provided by finance partner nick clark on the dcc transaction and finance partner neil sinha on the smg transaction .
smg ' s greatest strength is its people . our senior staff provides not only a wealth of experience , but they are also recognized leaders in the community association management field . our senior staff is an integral part of the team , available to support your community manager to ensure that smg provides the service your community demands and expects . summary resumes of our key staff members follow :
eric everard commented , “smg is the world’s leading company in venue management , with a portfolio of 74 exhibition and convention centres . it sets the ‘gold standard’ in public facility management and i am delighted that we will be working together . here in europe , there is strong demand from public and private owners of congress , convention and exhibition centres for specialist expertise to maximise revenue streams and to help them host top quality events . our new joint venture , artexis - smg , is better placed than anyone to meet this demand . ”
smg arena yönetimi ve danesmanlik ltd . ( turkey ) registered address : buyukdere cd . astoria towers b blok kat 14 no . 1403
llen & overy has advised exponent private equity ( “exponent” ) on its binding and irrevocable offer to the scotts miracle - gro company ( “smg” ) , the world ' s leading marketer of branded consumer products for lawn and garden care , to purchase smg’s european and australian operations .
the safety management international collaboration group ( sm icg ) was founded by the united states federal aviation administration ( faa ) , the european aviation safety agency ( easa ) and transport canada civil aviation and is a joint cooperation between many regulatory authorities for the purpose of promoting a common understanding of safety management and safety management system ( sms ) / state safety program ( ssp ) principles and requirements , facilitating their implementation across the international aviation community .
mrs . jackson’s career in residential property management has spanned over 20 years and she has held multiple positions in the industry , ranging from a / r specialist to regional manager . she manages properties in the sarasota and jacksonville , fl areas as an efficient and versatile professional , mrs . jackson has the knowledge and background to ensure all day to day operations are met and exceeded .
your real estate portfolio is often your largest asset and your biggest expense . the effective and accurate management of these assets helps control costs and maximize revenue .
the smg story , built during the past decades , is one of professionalism , expertise and unparalleled success . beginning in 1977 with our first account , the louisiana superdome ( now the mercedes benz superdome ) , smg has continually defined a management philosophy and style that has led to our industry - leading position , with in excess of 220 venues throughout the united states , canada , puerto rico , chile , england , northern ireland , poland and germany .
1 ) writing to us , attention : privacy officer , safe management group inc . , 349 lakeshore road east , suite 506 , oakville , ontario l6j 1j5
limited advancement , and lower than average pay . local management shows favoritism and is nearsighted as far as getting the job done , being reactive vs . proactive .
meet & greet - make your guests comfortable by having us meet up with them at the property . we can help them with general do ' s and don ' ts while in mexico and of course where to get the best tacos !
gary koeneker , cpm , vice - president contracting & maintenance , has over 35 years of experience in large scale project management , real estate brokerage and development , remodeling and construction . he has served as past president of the st . louis chapter of the institute of real estate management ( irem ) , and has earned the certified property manager ( cpm ) designation . gary is a graduate of the business school of the university of missouri st . louis , has been active in various civic organizations , and has served as a board member on two homeowner ' s associations . gary supervises and works directly with the maintenance operations manager to coordinate , distribute and monitor the completion of work orders and projects assigned to smg ' s maintenance department . he also heads smg ' s disaster response team ( drt ) as the project manager , deploying our disaster response vendors to minimize post - event damage and owner inconvenience . he works directly with smg managers and board members to help them determine the best maintenance solutions for their communities .
smg europe holdings is a limited company registered in england with registration number 5558259 . the registered office is manchester arena , victoria station , manchester , m3 1ar .
depends on the property you are at . ultimately , it ' s what general manager you have and report to . smg cares more about their own bottom line at corporate versus your own facilities and doing
what ' s right
. very shady things have been done where they pass those costs to ultimately the tax payer ( i . e . huge employee events , travel expense , dinners , etc . )
smg recognizes the importance of protecting the privacy of your personal information . personal information is information about an identifiable individual , as more particularly described under applicable privacy legislation . this statement applies to our collection , use and disclosure of personal information in canada . this statement does not apply to information about our employees or to information that is not personal information . smg only collects personal information that is voluntarily provided to smg by you so that we can serve your needs and our legitimate business purposes .
business transactions . personal information may be used by smg and disclosed to parties connected with the contemplated or actual financing , securitization , insuring , sale , assignment or other disposal of all or part of smg or our business or assets , for the purposes of evaluating and / or performing the proposed transaction . these purposes may include :
this examination assessed knowledge and understanding of the range of investments available for planning of pensions and to be able to apply the construction of a pension portfolio management for a client .
the safety management international collaboration group ( sm icg ) tri - fold pamphlet entitled safety culture for effective safety management is now available for download in french . it briefly discusses safety culture and its relationship to safety reporting , informed decision making , and organizational behaviors . it also describes safety culture
implementation ,
safety culture maturity , and assessing safety culture . read more
the business originated from a real estate team at prudential real estate . from their ed shuman jr . along with kevin mulcahy opened shuman & associates dba smg realty in 2003 .
it is sometimes hard to find a career that balances opportunities and job security . smg offers both , as they promote from within and are always looking for forward thinking individuals .
mindy curry , business development director , ams , cmca , joined smg in 2011 . mindy ' s 25 + years of real estate experience encompasses many areas including sales , management , reo , leasing and association management . mindy earned her graduate of realtor institute ( gri ) designation from the missouri association of realtors . having also served as both executive director and president of a local chamber of commerce , she is familiar with the challenges and procedures of any board of directors . she takes a hands - on approach and enjoys working with association boards to achieve their goals for the communities in which they live . mindy holds a missouri broker ' s license , and oversees smg ' s operations , community managers & education department . she is a member of community associations institute ( cai ) , and has earned both the certified manager of community associations ( cmca ) and the association management specialist ( ams ) designations .
smith management group , a respected and established ehs management firm based in kentucky , is planning to meet growing client demand by adding environmental engineers / compliance specialists . our initial priority is to augment our louisville team with subsequent opportunity in our lexington office . candidates must demonstrate experience and proficiency in : environmental permitting ( air , water , waste ) , compliance evaluation [ … ]
smg ( referred to herein as “smg” , “we” , “us” or “our” ) strives to ensure it meets privacy principles and requirements with respect to personal information under applicable canadian privacy legislation . the purpose of this statement is to inform our customers and other individuals we deal with ( “you” or “your” ) how we collect , use , disclose and protect your personal information . in particular it applies to our practices with respect to personal information of consumers of our products and visitors to our websites . smg reserves the right to change this policy .
we understand it is difficult to purchase a property and have to leave it behind to return home , hoping everything will be okay . the excitement of ownership can unfortunately be overshadowed by the uncertainties of how it will all fair without you present . that is where we come in . . .
singapore medical group ( smg ) on the acquisition of astra women’s specialist group of clinics by way of approximately 81 , 110 , 310 new shares at s $ 0 . 33288 / share and a cash payment of s $ 33 . 0 million . following this acquisition . smg will become one of the largest medical groups in singapore specialising in women’s health and wellness issues .
management is absolutely horrible . not only will you be commented on what you do wrong you will be commented on your appearance each day . stay the hell away from this company . they treat their employees unfair and are the most selfish individuals i have ever encountered . expect to get talked down to and treated like an infant . if you become employed , practice laughing at jokes that are not funny . expect to be considered an office slave when you first start . management thinks its a privilege to work for this company and they are sadly mistaken . look for a job anywhere else than smg .
powercurve helps companies make the right decisions , across the customer life cycle , in dynamic business environments . this breakthrough decision management platform provides new levels of flexibility , insight , control and agility so you can :
strategy management powered by powercurve links strategy design with execution ; helping you recognize early signs of market and customer behavior changes so you can quickly adapt your decisioning strategies to avoid negative impacts and take advantage of opportunities .
smg is a good , stable company to work for , but the pay is not competitive and not much room for afvancement . there is a very high turnover rate and lack of communication between departments .
smg at its core is a venue management company who leverages the experience of managing & operating venues to provide consulting advice to owners , whether public or private , to deliver world - class venues on behalf of the many stakeholders we serve . our success has been built on many local and national relationships and partnerships , including municipally - owned facilities , event producers , suppliers , architects , developers , sports teams and industry associations .
smg financial management ltd is a financial planning business , focussed on helping you understand and plan for your financial future . we provide financial advice for individuals and business on investments , savings , retirement planning and protection . the company was originally established in dumfries in 2003 and expanded by opening an office in ayr . the office in ayr is run by robin dale who is a chartered financial planner with over 20 years experience in financial services .
in less than one week hadid cortez got me a bunch of listings of houses that met my needs . the first group of houses , i acted too slow and lost out on a decent house . a few days later , hadid found me more houses and went hunting this past saturday . after running around finding 2 possible houses , he literally saved the best for last . it had everything i needed and more . sent in the paperwork on saturday , and monday morning i dropped off the hard copies at the property management company . 2 hours later , got the phone call and i was approved . if not for hadid doing a great job , i might not have been able to land a great house to rent . for anyone in the market of buying or renting , call up hadid cortez at smg realty ! ! !
this is the second carve - out deal on which a & o has advised exponent in a month , having also advised on the gbp215 million acquisition of dcc environmental , the environmental waste management division of dcc plc in the uk and ireland .
we may also use your personal information in order to help improve our products or for marketing and promotional purposes . smg will not release , sell , rent , or trade your personal information to any third party without your written consent .
, is a seasoned professional with proven success in community association management . a university of missouri graduate , kinney served for six years as the general manager of a 1500 - acre planned four - season recreational community in new hampshire before transitioning into the beverage industry where he served for 25 years with coca - cola enterprises , coca - cola usa , the vernors company and the seven - up company . his career in the beverage industry culminated in his leading pepsiamerica’s eastern europe operations in warsaw , poland . upon roger’s return to the states , he has served as general manager / coo of a large community association management company in st . louis and as president / ceo of an associa owned community association management company with offices in new mexico and western texas .
city council leader councillor steven brady said :
today ' s announcement demonstrates the commitment from the council to this project .
smg and bam both have fantastic reputations in their respective industries and i am delighted to have them both on board .
with associa equity management & realty services in june of 2010 as a commercial portfolio manager . since that time , she has earned her california real estate broker ' s license and has obtained her cmca , ams , and pcam designations through the community associations institute .
accelerate time to market while boosting overall productivity . put powerful yet intuitive analytics and tools for strategy design , deployment and performance monitoring in the hands of business users . empower them to assume a larger role in decision management while freeing it and analysts for other priorities .
the smg website requires the use of internet browser cookies to facilitate processing , to validate user access rights upon login , and to facilitate the user’s experience on the website . these cookies are session based and expire when the internet browser is shut down . smg does not use internet browser cookies for any other purpose . cookies are small pieces of information that we may send through your browser or other software to your hard drive . a cookie lets us recognize you and provide a more meaningful and personalized shopping experience when you come back to our site .
external sites . smg may place advertisements or other promotional offers from select companies on our websites , in our e - mails or in our mailings . when you choose to purchase these products or accept these promotional offers , you may link to these businesses’ websites or otherwise be asked to give them personal information , or we may send them your personal information if you have provided it to us for that purpose . these businesses operate independently from smg . any personal information that you provide to such external sites is no longer controlled by us or our privacy policy .
we are excited to announce the 13th safety management international collaboration group ( sm icg ) industry day taking place on tuesday , 13 november in cologne , germany . this event will bring together experts from civil aviation authorities worldwide and european aviation industry to share experience and best practices on safety management system ( sms ) made simple . industry day provides a unique opportunity for aviation industry to hear directly from authorities that are working together on sms and for those authorities to receive feedback on sm icg products . for further details , please contact the easa secretariat at air _ ops @ urltoken . read about previous sm icg industry day events
“with our global platform , we are especially thorough in our due diligence so our investors need not worry about investments made with us , ” she said , adding that the jll international residential team offered services from pre - sales to post sales consultation including legal , tax , finance , leasing , furnishing , management and resale .
companies know that the ability to repeatedly make the right customer decisions , instant by instant , day after day , is essential to profitable growth , sharper risk management and higher - performing portfolios . however , volatile , fast - moving markets , economic and regulatory change and new sources of competition make the right decision a moving target .
large french consulting firms have seen their performance improve over the past 12 months , growing their combined revenues by 3 . 6 % , marking their best year of growth since the start of the global financial crisis . the french management consulting industry is now valued at €4 . 1 billion , up from €4 . 0 billion last year .
if you enter our website from the site of one of smg’s partners , our system will recognize the path you have taken . smg may advertise on such partners’ sites or we may enter into a promotional partnership with them . we track the number of visitors to see the success of our online marketing or promotional campaign . these partners will not collect your personal information , unless you are notified in advance , if you have given it to them separately , or have consented to give it to them through us . in cases where such partners have access to your information , we contractually bind them to handle it in accordance with their posted privacy statements .
giancarlo romano , communications & information manager , joined with smg in october of 2004 . giancarlo completed his bachelor of arts in business organizational leadership with an emphasis in marketing from maryville university in st . louis , missouri . giancarlo has built his career at smg rotating through a variety of positions and receiving several promotions . he obtains exceptional interpersonal , customer service , technological , leadership , managerial , and organizational skills . giancarlo is adaptable to any given circumstance with his diversified experience , which exhibits his ability to motivate team members towards personal growth and professional achievements . he currently oversees all internal and external network infrastructures and provides an it customer care / work order support center .
at the end of this unit , candidates should be able to demonstrate an understanding of : how the economic environment and individual company performance affects investment performance and investment decision making ; how risk is measured and managed ; the main principles governing how to construct an investment portfolio ; the range of investment management services , how their performance is evaluated and their regulatory environment .
cost - effectively fits your needs , from tightly focused to large - scale . quickly implement what you require to solve a specific business challenge , such as credit card limit management or risk - based pricing . extend into other product lines and customer life cycle areas when needed , deriving more value from common technologies and shared , reusable decisioning elements as you go .
sheilah buettner , pcam , cmca , ams , customer relations specialist & senior community manager , has been with smg since 1994 . sheilah has solid financial knowledge with the ability to identify and implement cost - effective measures where necessary . her strengths lie in her strong leadership qualities and her communication skills . she is extremely detail - oriented and has excellent follow - through . sheilah is a licensed st . louis realtor . in addition , sheilah has earned her professional community association manager ( pcam ) designation from the community associations institute ( cai ) . she has been awarded the certified manager of community associations ( cmca ) accreditation through the national board of certification for community association managers , and the association management specialist ( ams ) designation , awarded by cai .
using smg realty has been the best choice i have ever made . stacey has gone above and beyond to find the perfect home for me ! i have never had an agent that was so friendly and helpful but also who knew how to keep my best interest in mind and help me find not only a beautiful house but a wonderful home for me and my family .
john sharkey , executive vice president , for european operations for smg europe said :
we are delighted to be selected as the preferred bidder to operate the new hull venue and we look forward to working with the council and the destination marketing team to bring a range of new events to the city , building on what looks like an exciting city of culture programme .
wes westley added , “i have been very impressed by the professionalism of artexis operations at its eight venues in belgium and sweden . we share similar values and a belief in the energising effect that venues can have on local economies . with his extensive experience of managing multi - format venues and as one of europe’s recognised industry entrepreneurs , håkan gershagen is the ideal choice as artexis - smg’s vice president , business development . ”
we protect your personal information using physical , electronic or procedural security measures appropriate to the sensitivity of the information in our custody or control , which may include safeguards to protect against loss or theft , as well as unauthorized access , disclosure , copying , use or modification . authorized employees , agents and mandataries of smg who require access to your personal information in order to fulfil their job requirements will have access to your personal information .
special notice to parents : we have no intention of seeking personal information about minors ( children under age 13 ) who visit smg websites . the same privacy policies will apply to that information . in addition , if we can identify a user as a minor , the personal information will not be used for further marketing and promotion . we encourage you to ask your children to seek your permission before providing information about themselves or their family over the internet .
virginia beach is ready for a world - class arena . as the largest city in the state of virginia and a leader in attracting visitors to its beaches , festivals and other outdoor venues , virginia beach is the perfect host and setting for a year - round , multi - purpose entertainment and sports venue . united states management , llc ( usm ) , an affiliate of the esg companies , is the city ' s choice to bring this project to fruition . on july 25 , 2017 , a new special purpose entity , mid - atlantic arena , llc ( maa ) , was formed and is the successor in interest to usm , and now holds the contracts with the city of virginia beach . the creation of maa was solely due to a lender requirement for the project . the management of the virginia beach arena team are well respected for their commitment to bring innovative amenities to the virginia beach and hampton roads communities . the visual renderings are purely concepts and not meant to depict final / actual design .
from a functional perspective , risk and regulatory services were the fastest growing consulting service line in 2015 ( up 5 . 9 % ) , driven by a surge of interest in risk and cybersecurity , as well as increasing regulatory burdens on many industries . technology , the largest consulting service in france – estimated to hold one third of the market – also grew a healthy 4 % , driven by demand for services around new technology and existing core systems . operations management accounts for just over 20 % of france’s consulting industry , while
as an employee of smg showed me how to deal with different types of people . i learned that service is an important aspect of managing a company . people depend on good service and by giving them the right amount of attention they treat you and respect you the way you want to be respected back . on this note , it made my environment very pleasant to work for . the company made me a better person in understanding what people need and want just by simply listening to them at the same time implementing policies and procedures .
service providers . personal information may also be transferred to third party agents or service providers we engage to provide various services such as : hosting and maintaining our websites , ad - serving ( placing third party ads on our sites ) , providing merchandise you purchase ; mailing ; providing services you use on our websites ; managing our internal operations such as data analysis , site activity data collection and e - mails ; customer service and fulfillment vendors ; and call centre , administrative , billing or other processing services on our behalf . some or all of our services may be provided through facilities located in the u . s . or elsewhere outside of canada . we take reasonable measures to ensure that your personal information that may be collected , used , disclosed or otherwise processed by these service providers or our affiliates is protected and not used or disclosed for purposes other than as directed by smg , but smg and our service providers and affiliates may in some circumstances be subject to legal requirements in foreign jurisdictions , such as lawful requirements to disclose personal information to government authorities in those countries .
reveals that the french consulting industry saw 116 major deals ( deals with a value of $ 20 + million ) last year – a third of the number of deals in the uk but twice the volume noted in germany – of which nearly 80 % of deals involved a pure domestic transaction . in comparison , more than 40 % of acquisitions of consultancies in the netherlands and the nordics are completed by ‘foreign’ players . examples of recent deals in the french landscape include pwc’s purchase of smg group ( 50 consultants ) , solucom’s pick up of kurt salmon
there is no work life balance . you can work weeks in a row without a day off . it makes no sense since there is different levels of management . not everyone needs to be sitting there on a wednesday morning with nothing going on . give people a day off . they take advantage of you if you are salary . do not take a salary job with them only hourly . be ready to give you social life for this job . its not worth it . also clicky as well , if you hang with hr you can get away with stuff apparently . .
cameron burke marketing director ms . burke studied at the university of florida and graduated with a bachelor’s degree in classics in 2009 . since then , she has held multiple positions in the retail and banking industries . she started her career at smg in 2016 as an administrative assistant and through hard work and perseverance , was recently promoted to the position of marketing director . ms . burke’s current responsibilities include the creation and monitoring of the company’s social media presence and online advertising for the entire portfolio . her passion for creativity allows our communities to be seen on many platforms through a variety of approaches .
toronto , ontario lived up to its international reputation on may 8 , with transport canada civil aviation ( tcca ) hosting the 19th safety management international collaboration group ( sm icg ) meeting in the city over the span of five days . 36 representatives from 17 member authorities gathered for a full day plenary session and three working meeting days , as well as an industry day outreach event with representatives from 32 canadian aviation industry organizations . industry day marks a unique opportunity for aviation service providers in canada to hear directly from authorities that are working together and for those authorities to receive feedback on sm icg products . the full day session included nine presentations and an open discussion on data - informed decision making . read more
although the market grew overall , french management consulting firms faced mixed fortunes . firms with a pure domestic focus found generating higher revenues more challenging than their international oriented counterparts . “domestic demand did pick up somewhat during the year , but consulting to multinational clients on internationally - focused projects is where the growth and excitement are happening” , reflects huntington . firms that are able to match clients’ international footprint while also providing a broad range of skills , such as the larger strategy consultancies , the big four and functional specialists , have performed well financially , while particularly mid - sized firms have found it harder to get in on the action . huntington : “generally , the larger global firms and those with in - demand specialisms are bullish , while those in the middle talk of hoping for a stable market . ”
the apartments were inundated with mold and the work environment was very unprofessional . all serious matters were made a mockery of , which made for an uncomfortable situation most times .
this company was a good small company to work with and grow with . customer service was important to the company hierarchy and was emphasized monthly to all .
awesome place to work for . this is the type of the company that everybody should work for .
300 conshohocken state rd . suite 450 west conshohocken , pa 19428 - ( 610 ) 729 - 7900
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cockerill-sambre was a group of belgian steel manufacturers headquartered in seraing ( province of liège ) , on the meuse river , and in charleroi , on the shore of the sambre river .

the cockerill-sambre group was formed in 1981 by the merger of two belgian steel groups ; cockerill based in seraing ( liege province ) , and hainaut-sambre based in charleroi in the province of hainaut ; both being the result of post second world war consolidations of the belgian steel industry .

the company inherited a steel industry with significant debts and production overcapacity based on blast furnace production rather than electric furnace recycling , with numerous factory sites in constrained city locations , and adversely affected by competition in the export market from new steel producing countries such as south korea and brasil .

the need to streamline was complicated by regional dependence on employment by the steel industry .

it was merged into usinor in 1998 , and after 2002 was part of the arcelor group .

as of 2010 the bulk of the group is part of the arcelormittal multinational steel group , where it is known as arcelormittal liege .

cockerill - sambre

buckley , neil ,
cockerill sambre in the red ,
financial times , march 27 , 1997 , p . 34 .
tett , gillian ,
decline steepens at cockerill sambre ,
financial times , april 15 , 1994 , p . 27 .
chamber arcelor - cockerill sambre amos has manufactured for arcelor - cockerill sambre a vacuum tank of large dimensions ( 8m x 5m x 5m and 120 tons ) working at 10 - 6 mbar , central element of a pilot line for deposition on steel sheets .
cockerill sambre entered 1998 as a majority state - owned company , 79 percent - owned by the regional government of wallonia ( the french - speaking southern half of belgium ) - - the remainder was publicly traded . in october 1998 french steelmaking giant usinor s . a . reached an agreement with the government to acquire a 75 percent stake in cockerill sambre , with the government retaining 25 percent .
the other main grouping of firms in the surrounding area became the hainaut - sambre company in 1955 , hainaut being the name of the province in which charleroi is situated . the two companies involved in the first merger were the usines métallurgiques de hainaut , founded in 1829 , and sambre - et - moselle , founded in 1835 . the merger between hainaut - sambre and thy - marcinelle et providence took place in 1979 , not long after the transfer of providence to tmm by cockerill .
the cockerill group , following many different iterations of cockerill ougree , cockerill sambre , usinor and arcelor had their facilities absorbed into the mega indian / luxembourg conglomerate steel giant , arcelormittal in 2008 . mittal then helpfully closed this blast furnace in 2009 and added further woe to eastern belgium’s already struggling economy leaving liege’s gdp per capita hovering at some 20k euros lower than the rest of belgium’s average .
the number of blast furnaces operating in wallonia declined from their peak of 30 during the postwar period up to 1963 : only a third of these were in use by the late 1970s , and by 1988 only four remained at cockerill sambre .
the cockerill sambre group of the late 20th century resulted from the 1981 merger of the two major iron and steel groupings of the walloon region of belgium . from its beginnings , the cockerill group had been based at seraing on the river meuse a few miles upstream from liège , while the company hainaut - sambre was based at the town of charleroi , some 65 miles east of liège on the banks of the river sambre . the sambre flows into the meuse and provides a geographical link between these two regions , formerly rich in coal . in both areas , iron and steel production dates back before the 18th century , based on the coal mines of the areas , but the majority of the companies that have been absorbed gradually into the group were originally founded between 1800 and 1838 .
in 1997 , while still seeking out potential partners , cockerill sambre reached the decision to focus its operations on three core areas : integrated steelmaking , steel distribution , and the manufacture of steel - based construction products . the company subsequently exited from the manufacture of automotive components with the 1997 disposal of ymos . by the beginning of 1998 cockerill had largely divested its environmental management services sector .
cockerill sambre posted losses of bfr 1 . 39 billion in 1992 and bfr 6 . 5 billion in 1993 before recovering somewhat in 1994 , when it recorded net income of bfr 807 million . in early 1995 cockerill paid dm 150 million ( us $ 100 million ) for a 60 percent stake in gmbh eko stahl , which had run the largest steel plant in east germany prior to german reunification .
the gob assumed the interest costs of cockerill and clabecq for the five - year period from 1979 through 1983 .
hainaut - sambre merged with cockerill . in belgian steel , this equity infusion was determined to be countervailable because the gob paid more per share than the market price of the stock at that time and , hence , its investment was inconsistent with commercial considerations . we found this equity infusion countervailable in final .
the union took place in the depths of an economic recession , and the newly organized group of cockerill sambre began by posting massive losses . the european economic community was insisting that large government subsidies to the industry were unfair and had to be reduced substantially . a new center - right government introduced economic austerity measures and commissioned a report on the steel industry . this proposed further reductions in capacity , including plant closures at cockerill sambre - - one at charleroi and one at liège - - and more job losses . each region was to be allotted a specialty . the restructuring plan , known as the
gandois report ,
after the present chairman of cockerill sambre , was implemented in 1984 . production of steel was stabilized at around 1975 levels , concentrated on only three plants , and the workforce was reduced to 15 , 000 , with the hope of even more reductions . it was also agreed that arbed s . a . , the luxembourg state steel producer , would reduce its rolled steel capacity in exchange for the securing of orders from cockerill .
alleur - liège , belgium : editions du perron , 1990 . zwick , steve ,
steelmakers swarm to cockerill ,
pursuant to the gandois plan , snsn purchased 26 , 666 , 666 common shares of cockerill ' s stock in 1985 for bf6 billion in order to finance an investment in cockerill ' s cold - rolling facilities at liege . snsn purchased cockerill’s common shares at a price of bf225 per share . the market price of the stock at that time was bf197 per share .
in 1981 , the gob decided to increase the capital of cockerill by infusing bf11 billion in cash in exchange for equity .
zwick , steve ,
steelmakers swarm to cockerill ,
american metal market , june 11 , 1998 , p . 1 .
under the claes plan , which is limited to the steel industry , the gob converted outstanding snci claims against cockerill into shares .
in early 1998 the company and the government of wallonia , which owned almost 79 percent of cockerill sambre at the time , began studying possible alliances . two main partners soon emerged : usinor and thyssen - krupp stahl . the latter , however , dropped out of the bidding soon after it was named one of the two finalists . in mid - october 1998 usinor agreed to acquire a 75 percent stake in cockerill for about bfr 36 billion ( us $ 1 . 1 billion ) , a move that would make the french company one of the three largest steelmakers in the world ( along with nippon steel co . of japan and south korea ' s pohang iron & steel co . ) . under the agreement , usinor would acquire 54 percent of cockerill from the wallonian government as well as the 21 percent held publicly . the government would retain a 25 percent
blocking
minority , with veto power over major strategic decisions concerning the cockerill workforce for five years . another condition of the agreement was that cockerill would have to acquire the 40 percent of eko stahl it did not already own . usinor agreed to invest bfr 30 billion ( us $ 890 million ) in cockerill over a five - year period . francis mer , president of usinor , was slated to serve as president of cockerill sambre following the deal ' s completion .
smith , michael ,
usinor to acquire majority stake in cockerill ,
financial times , october 15 , 1998 , p . 30 .
airlock arcelor - cockerill sambre amos manufactured four vacuum vessels used for the entrance and exit lock chamber of the arceo ( arcelor ) line for vacuum deposit . a steel band from 600 to 1400 mm wide and from 0 , 15 to 1 , 5 mm thick can go continuously from the atmospheric pressure to 1 10 - 6 mbar . the scrolling speed can vary from 0 to 30m / minute .
pasleau , suzy , john cockerill : itineraire d ' un geant industriel , alleur - liège , belgium : editions du perron , 1992 , p . 207 .
alleur - liège , belgium : editions du perron , 1992 , p . 207 . smith , michael ,
usinor to acquire majority stake in cockerill ,
du bois , martin ,
usinor sa to acquire a 75 % stake in cockerill ,
wall street journal , october 15 , 1998 , p . a17 .
cockerill , 1 . 05 percent ad valorem for fafer ( unchanged from the order ) , and 5 . 92 percent ad valorem for all other companies ( including clabecq ) .
the cockerill family were instrumental in the belgian industrial revolution from 1805 onwards with their factories producing spinning engines and steel , steam engines ( including air - blowers , traction engines , and engines for ships ) and in 1835 belgium ' s first steam locomotive . john cockerill also had interests in collierys and mines such as those at ougree , across the meuse river from hf6 .
a chronological perspective provides a clearer overview of the complexities of all these mergers and regroupings . beginning with the rise of the 19th - century companies , there were , to start with , four principal companies in each of the two regions of liège and charleroi . the first significant mergers did not take place until 1955 , following reorganization plans initiated after the formation of the european commission for coal and steel in 1952 . these resulted in the formation of hainaut - sambre in the charleroi region , and cockerill - ougrée at liège . another ten years passed before the mid - 1960s witnessed two further rationalizations : the incorporation of providence to form cockerill - ougrée - providence at liège , and the coming together of some of the earliest charleroi - based companies to form thy - marcinelle et monceau .
on july 9 , 1993 , the department of commerce ( the department ) published in the federal register the final affirmative countervailing duty determination on cut - to - length carbon steel plate from belgium ( “investigation” ) . see final affirmative countervailing duty determinations ; certain steel products from belgium , 58 fr 37273 ( july 9 , 1993 ) ( final ) and countervailing duty order and amended final affirmative countervailing duty determinations ; certain steel products from belgium , 58 fr 43749 ( august 17 , 1993 ) ( order ) . the department investigated three companies : forges de clabecq s . a . ( forges de clabecq or clabecq ) , fabrique de fer de charleroi ( fafer ) 1 and cockerill sambre ( cockerill ) . the department found 20 programs to be countervailable . of these programs , three had several
one of the largest industrial groups in belgium , the cockerill sambre group is a medium - sized integrated steelmaking concern . the group has three core activities : integrated steel manufacturing , particularly coated steel sheets ; steel distribution , operating primarily in france and the netherlands in addition to belgium ; and manufacturing of steel - based products for the construction industry . the group is also involved in several noncore areas , with these activities stemming from the historical development of the group and from a program of diversification embarked upon in the early 1990s . these include mechanical engineering and various services operations .
in 1989 , according to petitioners , after the conversion of large amounts of fsnw loans to equity , fsnw made a new loan to cockerill in the amount of bf158 million to finance investments in accordance with the gandois plan .
closed in 2009 , this blast furnace was one of the many elements of the former cockerill industrial empire that twisted its way through the meuse valley from france to charleroi , namur , liege and seraing joining the rhine–meuse–scheldt delta in holland .
seraing together with other towns lying along the river meuse is considered as one of the cradles of european industrial revolution . the rise of heavy industry was initiated by british entrepreneur john cockerill , who built the first iron ore smelter in 1817 already . after his death in 1840 the plant was nationalized and continued to grow under the name
société anonyme john cockerill
. in 1955 the works were merged with neighbouring plant in ougrée and soon an integrated plant
cockerill - ougrée
with more than 45 . 000 workers was formed . by the 90´s the owners of the plant were changing rapidly . first new company
cockerill - ougrée - providence et espérance longdoz
was established , later overtaken by arbed and usinor and finally merged with arcelor mittal in 2010 . the mill was not doing well though . several restarts and mothballing lead into definite shutdown in 2009 . demolition of blast furnace no . 6 started in january 2016 and will take three years .
loans granted by the snci in the amount of bf14 , 947 million were contributed to cockerill ' s capital in 1981 . because shares were apparently not issued to snci . or any government entity for its contribution , this transaction represents debt forgiveness .
the key figure of the liège region was an englishman , john cockerill , whose name the group still bears to this day . his father , william , was an english engineer who had emigrated and established a successful textile machinery manufacturing firm at verviers , 15 miles from liège . in 1814 john cockerill acquired from king william of orange the old chateau at seraing , formerly the summer residence of the prince - bishops of liège . this has remained the registered office of cockerill sambre , and still houses the mechanical engineering division . the new factory opened in 1817 , at first producing steam engines for spinning mills and winding and pumping engines for collieries . as coal was available on site , the company decided to produce the metal it required as well . the company was the first in europe to erect a coke - fired blast furnace , which began production in 1826 . by 1847 there were six blast furnaces in use . the state of belgium was not created until 1830 , following a revolutionary episode which necessitated the closure of the works at seraing for a time . when production resumed , the company produced some of the first locomotives for the belgian state railways .
in june 1979 , pursuant to the claes plan , the gob converted bf2 . 051 billion in outstanding snci claims against cockerill into 1 , 578 , 150 shares , for approximately bf1 , 300 per share . the debt conversions made to acquire the equity were on terms inconsistent with commercial considerations and were found to be countervailable .
in 1983 the gob forgave bf15 . 785 billion of snci debt in exchange for common shares in the company priced at bf160 per share , the average market price of cockerill’s shares traded between july and november 1983 . the department found that the gob paid a premium for these shares and treated the premium as a non - recurring grant .
in 1984 , pursuant to the gandois plan , the societe nationale de credite a l ' industrie ( snci ) provided bf1 , 616 million in credits to cockerill to finance the closing of the company ' s valfil plant . the gandois plan was a plan commissioned and adopted by the gob in 1983 specifically to assist the belgian steel industry .
in september 1996 the still struggling cockerill said that it would seek an alliance with another european steelmaker . the company also announced the launch of the
horizon 2000
plan , a restructuring aimed at significantly reducing costs at one of europe ' s most inefficient steelmakers by the turn of the century . to implement the plan , the company expected to cut more than 2 , 200 jobs from its 10 , 000 - person workforce in belgium . in late 1996 merger discussions with privately owned belgian steelmaker usines gustave boël led nowhere . for fiscal 1996 , cockerill posted a net loss of bfr 8 . 97 billion , including exceptional costs of bfr 7 . 7 billion related to
horizon 2000 .
the other key company from the liège area was esperance - longdoz . its origins can be traced back to the dothée family , which was already trading in ironmongery , copper ware , zinc objects and utensils , sheet metal , and hardware during the early 18th century . esperance - longdoz was formed in 1836 , based on coal mines at esperance , near seraing , and with the involvement of john cockerill . the first blast furnace opened there in 1838 , followed in 1846 by a tin - plate works in the longdoz district of liège . the company was involved in joint ventures with cockerill to exploit mineral rights , and became a major coke producer of this period . esperance - longdoz proved to be one of the most dynamic companies in the history of the group , surviving as a separate entity for 135 years until one of the penultimate mergers in 1970 ; as late as 1963 a brand new steelworks was built by esperance - longdoz on a greenfield site at chertal , to the north of liège .
as a result of this sunset review , the department preliminarily finds that revocation of the countervailing duty order on ctl plate from belgium would be likely to lead to continuation or recurrence of a countervailable subsidy for the reasons set forth in this memorandum . further , we find the net countervailable subsidy likely to prevail if the order were revoked to be 2 . 82 percent ad valorem for cockerill , 0 . 56 percent ad valorem for fafer , and 0 . 50 percent ad valorem for “all others” ( including clabecq ) .
during this period the other important liège steelmaker , esperance - longdoz , had constructed a modern steel complex at chertal to the north of the town , opened in 1963 to replace its works on sites nearer the town . these had become surrounded by other developments and were consequently suffering from a shortage of space in which to expand and introduce the wider strip mills which had become necessary in order to remain competitive in the market . at the end of the 1960s , a government committee formed to study the problems of the belgian metallurgical industries decided that further concentration was necessary in this region in order to maintain the competitiveness of the industry nationally , reduce overproduction , improve efficiency , and target investment and subsidies . problems were also due to the rise in the price of oil at this time , as the industry had become increasingly reliant on this form of energy following the decline in coal production . the two companies therefore decided to effect a complete merger , following a one - year period of joint management beginning in july 1979 . this led to the formation in june 1970 of cockerill - ougrée - providence et esperance - longdoz . it was logical at that time for the new group to dispose of the providence works - - which were in charleroi , not liège & mdashø the tmm company at charleroi . for the next ten years , the company was known simply as cockerill , appearing to renew the link with the years 1817 to 1955 .
in the instant case , the respondent interested parties argued that their changes in ownership were at arm’s length and for fair market value , resulting in the extinguishment of all countervailable subsidies . we have now fully analyzed these changes in ownership . see memorandum to stephen j . claeys , deputy assistant secretary , import administration , re : sunset review of countervailing duty order on cut - to - length carbon steel plate from belgium ; analysis of changes in ownership ( change in ownership memorandum ) . we have concluded that the privatizations of forges de clabecq and cockerill did not result in the extinguishment of non - recurring , allocable subsidy benefits , and that the private sale of fafer was at arm’s length and resulted in the full extinguishment of non - recurring , allocable subsidy benefits . id .
the early 1970s saw increasing steel production in belgium , peaking in 1974 , when there were nine major steelworks in operation . this resulted in overproduction , as the market was becoming saturated , and meant that drastic measures had to be taken . by 1979 both production and the number of plants had been halved , with reductions in the workforce continuing up until 1985 , by which time employment in the industry had fallen to half its 1975 level . the charleroi region , which had not benefited from the concentration effected in liège ten years earlier , was now obliged to undergo its own rationalization , with the absorption of thy - marcinelle et providence - - formerly tmm - - by hainaut - sambre in 1980 . however , this step was not enough to stabilize the industry , and the government , which had already taken a 50 percent stake in the industry in 1978 , now decided that complete integration of the metallurgical industries of the two regions under one management was necessary . there were also the wider problems of belgian industry connected with the difficulties between the french - speaking wallonia region , which includes charleroi and liège , and the flemish - speaking northern regions . the two complexes were united with 80 percent state ownership ( by the government of wallonia ) , on june 26 , 1981 .
domestic interested parties point out that in a more recent sunset review of another countervailing duty order on belgian products the department found a likelihood that subsidization would continue or recur under certain subsidy programs found to benefit producers . see stainless steel plate in coils from belgium ; final results of the expedited sunset review of the countervailing duty order ; 69 fr 64277 ( november 4 , 2004 ) . domestic interested parties note that duferco and arcelor did not provide information to support their claims that certain subsidies were extinguished as a result of forges de clabecq’s and cockerill’s privatizations . domestic interested parties argue that the forges de clabecq and arcelor privatizations have not been reviewed under the department’s new privatization methodology , as established in notice of final modification of agency practice under section 123 of the uruguay round agreements act , 68 fr 37125 ( june 23 , 2003 ) ( modification notice ) , and respondents have not requested such review .
as noted above , we have preliminarily determined that all programs found countervailable in the investigation , with the exception of the four programs for which we find that subsidization is not likely to continue or recur , remain in place . in addition , the two programs which were first found countervailable in the only administrative review remain in place . in accordance with the sspc from italy sunset review , we are including the rates from those programs in our calculation of the net countervailable subsidy likely to prevail . in calculating the net countervailable subsidy likely to prevail , we recognize that , for many of these programs , the benefits have been fully allocated prior to the end of the sunset review period ; for such programs , the net countervailable subsidy likely to prevail is effectively zero . for the remaining programs , we have relied on prior segments of this proceeding , as appropriate . our determination of the net countervailable subsidy likely to prevail for each program is discussed in detail in the likelihood memorandum . as discussed in the likelihood memorandum , the overall rates likely to prevail are 2 . 82 percent ad valorem for cockerill , 0 . 56 percent ad valorem for fafer , and 0 . 50 percent ad valorem for “all others” ( including clabecq ) .
within a few years of the implementation of the gandois plan , the success of the measures had become evident , with the company being given a new lease of life , and diversification into other steel - based products taking place . the mid - 1980s were a relatively stable period , culminating in further internal rationalizations , such as the decision to specialize in thin flat products on the steel production side ; the development of new products such as coated steel roof tiles by the french - based construction products division ; and concentration on heavy engineering in the mechanical engineering division . in 1990 came the acquisition of a majority holding in ymos a . g . , a major german manufacturer of metal and plastic parts for automobiles . other diversification moves included ventures into financial and data processing services as well as environmental management services .
in the early 1990s , the entire european steel industry , largely state - owned at the time , was in crisis . international competition , most notably from japanese and korean steelmakers , kept prices chronically depressed . only a us $ 8 . 5 billion 1993 bailout from the european union saved the industry . privatization , restructuring , and consolidation were the watchwords of the decade , and mergers created three dominating european steel giants : arbed of luxembourg , usinor of france , and thyssen - krupp stahl ag of germany .
principal divisions : integrated steel division ; distribution division ; construction division ; mechanical engineering division ; services division .
- - - - - - ,
marriage crosses borders ,
financial times , november 3 , 1998 , p . fts5 .
willem , leon , 450 ans d ' espérance : la s . a . métallurgique d ' esperance - longdoz de 1519 a 1969 , alleur - liège , belgium : editions du perron , 1990 .
source : international directory of company histories , vol . 26 . st . james press , 1999 .
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amos was responsible for the conception and manufacturing of a complete line of sheet steel coating in a vacuum process . the deposit is continuously performed . the line is constituted by a set of vacuum vessels placed in series and realizing the following functions :
advanced mechanical and optical systems ( amos ) manufactures small optical pieces by diamond turning mainly for infrared applications but also , after post polishing , for visible or ultraviolet . concave or convex mirrors up to 500mm can be machined with extreme asphericities . . . .
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up close
with the cassis instrument . more info : click here
amos selected as major subcontractor to design the structure of the giant magellan telescope .
450 ans d ' espérance : la s . a . métallurgique d ' esperance - longdoz de 1519 a 1969 ,
the société d’opérations maritimes et fluviales ( abbreviated as somef ) was founded in 1920 by ougrée - marihaye , a liège - based steel maker . with two places of business in liège and antwerp and a subsidiary in rotterdam , this company was already engaged in all port operations , maritime and waterway transport .
the antwerp site joins satem ( usinor subsidiary ) . after the merger , it will ultimately become arcelor logistics belgium .
the liège site becomes autonomous . the new company created will assume the current name of “ somef . ”
the compagnie française de navigation rhénane ( cfnr ) acquires 40 % of the shares of somef .
cfnr acquires 70 % of the company’s shares ; the remaining 30 % are still held by the arcelormittal group .
cfnr acquires deschieter in ghlin where our charleroi office is established ( 1 charterer ) .
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we made our way across belgium towards the industrial badness of the meuse valley .
liege and seraing are pretty mucky towns , houses are tainted with industrial grime and things look generally a bit knackered . every now and again the fairly nondescript skyline is punctuated by belching chimneys and structures such as this . having the view ( and smell ) of redcar ' s blast furnace from my bedroom window as a child , these enormous , fiery , rusty majestic structures have always held a certain allure and this was definitely not “just another splore”
the site itself is fairly secure for belgian standards with actual razor wire and security , made for a funny challenge of getting in whilst not being spotted by a bloke mending his citroen ax ( who had a “funny arse” - cregg ) or making all the noise .
plus i now have a parking pass , so we can return without fear of being towed .
re : haut furneau / blast furnace hf6 - belgium . march 2014 . hf must stand for holy fuck in the case , champion reporting again .
re : haut furneau / blast furnace hf6 - belgium . march 2014 . quality pics
re : haut furneau / blast furnace hf6 - belgium . march 2014 . some excellent photos . dont want to swell his head but jst = 28 dl , apex photographer . . . great work , enjoyed seeing it !
re : haut furneau / blast furnace hf6 - belgium . march 2014 . nice work jst - always great to read your reports pal , as they combine great photos with factual history about the sites in question
re : haut furneau / blast furnace hf6 - belgium . march 2014 . good work , but you can ' t beat a good cso
re : haut furneau / blast furnace hf6 - belgium . march 2014 . great pictures , i like the ones from further up , the bits i didnt see because the voice in my head was doing that . . .
go on you know you want to dive off the side , and if you don ' t the whole things going to collapse
thing c
great pictures , i like the ones from further up , the bits i didnt see because the voice in my head was doing that . . .
go on you know you want to dive off the side , and if you don ' t the whole things going to collapse
thing c
re : haut furneau / blast furnace hf6 - belgium . march 2014 . fantastic place , report , and photographs .
re : haut furneau / blast furnace hf6 - belgium . march 2014 . mmmmmm pipe porn . . .
re : haut furneau / blast furnace hf6 - belgium . march 2014 . cheers all . @ kwan - there are much better here for definite , i just point an expensive camera at things and hope for the best .
cheers all . @ kwan - there are much better here for definite , i just point an expensive camera at things and hope for the best .
re : haut furneau / blast furnace hf6 - belgium . march 2014 . yes
re : haut furneau / blast furnace hf6 - belgium . march 2014 . fantastic pictures mate . . . . as usual , great depth & composition in your output , it always stand out
re : haut furneau / blast furnace hf6 - belgium . march 2014 . nice one mate . . i didnt fancy going to the top either . .
1in other proceedings under this order , fafer has at times been referred to as “fabfer . ”
we have analyzed the substantive responses and rebuttal comments of interested parties in the full sunset review of the countervailing duty ( cvd ) order on cut - to - length carbon steel plate ( ctl plate ) from belgium . we recommend that you approve the positions we have developed in the “discussion of the issues” section of this memorandum . below is the complete list of the issues in this full sunset review for which we received substantive responses by domestic and respondent interested parties .
sub - programs for which a separate countervailability decision was made and rate calculated , thus bringing the total number of countervailable programs to 29 .
as a result of litigation concerning the investigation , and a 1996 court of international trade ( cit ) decision , the department recalculated the rates for the final determination . see geneva steel et al v . united states , 937 f . supp 946 ( cit 1996 ) and amended final affirmative countervailing duty determinations ; certain carbon steel products from belgium , 62 fr 37880 ( july 15 , 1997 ) ( amended final ) . the adjusted rates were 23 . 15 percent ad valorem for
the department has conducted only one administrative review of this order since its issuance . fafer was the only company subject to that review . see cut - to - length carbon steel plate from belgium ; final results of countervailing duty administrative review , 64 fr 12982 ( march 16 1999 ) and cut - to - length carbon steel plate from belgium ; amended final results of countervailing duty administrative review , 64 fr 18001 ( april 13 , 1999 ) ( administrative review amended final ) . in that review , the department found a rate of 0 . 69 percent ad valorem for fafer , resulting from fafer’s use of “cash grants and interest subsidies under the economic expansion law of 1970 , ” and two new programs : “promotion brochure” and “audio - visual calling card . ”
the department has completed one sunset review of this order pursuant to section 751 ( c ) of the tariff act of 1930 , as amended ( the act ) . see certain cut - to - length carbon steel plate from belgium ; final results of expedited sunset review , 65 fr 18066 ( april 6 , 2000 ) ( first sunset review ) . as a result of that review , the department determined that revocation of the cvd order would be likely to lead to continuation or recurrence of a net countervailable subsidy and reported to the international trade commission ( itc ) the rates determined in the amended final as the rates likely to prevail if the order were revoked .
in accordance with 19 cfr 351 . 218 ( f ) ( 4 ) , the department published a notice of continuation of the cvd order based on affirmative findings by both the department and the itc . see continuation of antidumping and countervailing duty orders on certain carbon steel products from australia , belgium , brazil , canada , finland , france , germany , japan , south korea , mexico , poland , romania , spain , sweden , taiwan , and the united kingdom , 65 fr 78469 ( december 15 , 2000 ) .
since the conclusion of the first five - year sunset review , no other reviews of this cvd order have been conducted .
on november 1 , 2005 , the department initiated a sunset review of the cvd order on ctl steel plate from belgium , pursuant to section 751 ( c ) of the act . see initiation of five - year ( “sunset” ) reviews , 70 fr 65884 ( november 1 , 2005 ) . the department received notices of intent to participate on behalf of ipsco steel inc . , mittal steel usa inc . , oregon steel mill , inc . , united steel , paper and forestry , rubber , manufacturing , energy , allied industrial and service workers international union , afl - cio - clc ( usw ) , and nucor corporation ( hereinafter , collectively domestic interested parties ) within the deadline specified in 19 cfr 351 . 218 ( d ) ( 1 ) ( i ) . the domestic interested parties claimed interested party status under section 771 ( 9 ) ( c ) and ( d ) of the act , as domestic producers of ctl plate in the united states
2 although duferco reported that it purchased clabecq , and arcelor claims to be the successor - in - interest to the other two original respondent companies , the department has not made a determination in the past that duferco and arcelor are the successors - in - interest to the respective respondent companies and is not making such a determination in this sunset review . however , we have considered in this sunset review the historical information provided with respect to d uferco and arcelor for purposes of our privatization and change - in - ownership analyses . see memorandum to stephen j . claeys , deputy assistant secretary , import administration , re : sunset review of countervailing duty order on cut - to - length carbon steel plate from belgium ; analysis of changes in ownership , dated concurrently with this notice and on file in the central records unit , room b - 099 of the department of commerce building ( cru ) .
and as a certified union which is representative of an industry engaged in the manufacture , production , or wholesale of ctl plate in the united states .
the department received substantive responses from the domestic interested parties , and from the following respondent interested parties : government of belgium ( gob ) , the european union delegation of the european commission ( ec ) , duferco clabecq s . a . ( duferco ) , which purchased clabecq , and arcelor s . a . , claiming to be the successor - in - interest to fafer and cockerill2 ( collectively , respondents ) , within the deadline as specified under 19 cfr 351 . 218 ( d ) ( 4 ) . on december 21 , 2005 , the department determined that the participation of the respondents was adequate , and that it was appropriate to conduct a full sunset review . see memorandum to stephen j . claeys , deputy assistant secretary , import administration , re : adequacy determination ; sunset review of the countervailing duty order on cut - to - length carbon steel plate from belgium , dated december 21 , 2005 , on file in cru .
on february 10 , 2006 , the department extended the time limit for the preliminary and final results of the sunset review of the cvd order on ctl plate from belgium to no later than july 14 and september 27 , 2006 , respectively . see cut - to - length carbon steel plate from belgium , sweden , and the united kingdom ; extension of time limits for preliminary and final results of full five - year ( “sunset” ) reviews of countervailing duty orders , 71 fr 7017 ( february 10 , 2006 ) .
in accordance with section 751 ( c ) ( 1 ) of the act , the department is conducting this review to determine whether revocation of the cvd order would be likely to lead to continuation or recurrence of a countervailable subsidy . section 752 ( b ) ( 1 ) of the act provides that , in making this determination , the department shall consider the net countervailable subsidy determined in the investigation and any subsequent reviews , and whether any changes in the programs which gave rise to the net countervailable subsidy have occurred that are likely to affect that net countervailable subsidy .
pursuant to section 752 ( b ) ( 3 ) of the act , the department shall provide to the itc the net countervailable subsidy likely to prevail if the order were revoked . in addition , consistent with
section 752 ( a ) ( 6 ) of the act , the department shall provide to the itc information concerning the nature of the subsidy and whether the subsidy is a subsidy described in article 3 or article 6 . 1 of the 1994 world trade organization ( wto ) agreement on subsidies and countervailing measures ( ascm ) . below we address the substantive responses and rebuttal comments of interested parties .
domestic interested parties argue that revocation of the cvd order on ctl plate from belgium would likely lead to continuation or recurrence of a countervailing subsidy . domestic interested parties support their argument based on the dramatic decrease of shipments of belgian ctl steel plate to the united states following the imposition of the cvd order . they note that since the department’s conclusion of the first sunset review , imports of belgian ctl steel plate have remained at relatively low levels . domestic interested parties believe that belgian producers of ctl steel plate cannot maintain pre - order volumes with the imposition of the order , and go on to state that net subsidy rates assessed in the investigation , and affirmed in the first sunset review , continue to protect the u . s . steel industry .
the gob argues that there will be no negative impact from revocation of the order under review . the gob argues that the belgian industry is no longer benefitting from any subsidies and there is no likelihood that this situation will change in the foreseeable future . the gob specifically notes that in the late 1980’s , the belgian steel sector underwent a full restructuring where belgian steel producers were either privatized or sold and are all now fully privatelyowned and compete on commercial terms in the international market . in support of its argument that belgian steel companies no longer benefit from subsidization , the gob submitted the community decision no . 2496 / 96 / ecsc of december 18 , 1996 , which prohibits the granting of aid to the steel industry .
the ec also argues that there will be no negative impact from revocation of the cvd order . it argues that previous investigations demonstrate that the belgian steel sector no longer benefits from subsidies , and it is not likely that the situation may change in the foreseeable future . the ec argues that belgian steel companies have not received any substantial assistance since 1988 , and cite to community decision no . 2496 / 96 / ecsc to support their argument that subsidization is not likely to recur .
arcelor argues that the belgian and european programs found in the investigation to be countervailable are terminated with no residual benefits , or no longer confer benefits to arcelor , and will not do so in the future .
dufero clabecq argues that there is no likelihood of continuation or recurrence of subsidization for the reasons stated in gob’s substantive submission . duferco clabecq contends
that all of the programs have been terminated and are not likely to be reinstated and that any subsidies to the predecessor entity , forges de clabecq , were eliminated when forges de clabecq was sold at arm’s length to duferco for fair market value . duferco notes that the current entity , duferco clabecq , did not participate in any prior segments of this case and that forges de clabecq sa did participate in the investigation and is subject to the country - wide rate of 5 . 85 percent ad valorem .
respondents have provided many program - specific arguments regarding the 29 programs ( including sub - programs ) found countervailable in the investigation . in general , their arguments are that many programs have been terminated , that benefits under many of the programs are fully allocated , or that ec rules prohibit aid . these arguments are summarized in the memorandum to stephen j . claeys , deputy assistant secretary for import administration , re : sunset review of countervailing duty order on cut - to - length carbon steel plate from belgium ; likelihood of continuation or recurrence of subsidization and net countervailable subsidy likely to prevail , dated concurrently with this memorandum and on file in cru ( likelihood memorandum ) . the department’s analyses and conclusions on each program are also presented in the likelihood memorandum .
in their rebuttal comments , domestic interested parties argue that the department should disregard respondents’ arguments as the gob submission does not provide evidence of termination of countervailable programs . domestic interested parties note that , in the first sunset review of this order , the department found that no programs from the investigation or first administrative review were terminated ; domestic interested parties further argue that no evidence has been provided in this sunset review indicating that the programs have been terminated .
the department preliminarily finds that revocation of the order would be likely to lead to continuation or recurrence of a countervailable subsidy on the subject merchandise . in accordance with section 752 ( b ) ( 1 ) of the act , in determining whether revocation of a cvd order would be likely to lead to continuation or recurrence of a countervailable subsidy , the
3on january 8 , 2003 , the dispute settlement body ( dsb ) of the wto adopted the report of the wto appellate body in united states - countervailing measures concerning certain products from the european communities , wt / ds212 / ab / r ( december 9 , 2002 ) ( certain products ) concluding that the department’s prior privatization methodology was inconsistent with the wto agreement . the appellate body report also concluded that “in sunset reviews , the investigating authority , before deciding to continue to countervail pre - privatization , nonrecurring subsidies , is obliged to ‘examine the conditions of such privatizations and to determine whether the privatized producers received any benefit from the prior subsidization to the state - owned producers . ’” id . at para . 149 ( quoting the report of the wto panel ) . starting with certain pasta from italy : preliminary results and partial rescission of the seventh countervailing duty administrative review , 69 fr 45676 ( july 30 , 2004 ) , the department has applied our revised privatization methodology , with some qualifications , to private - to - private sales of a company ( or its assets ) in addition to government - to - private sales . consequently , the department has
department shall consider the net countervailable subsidy determined in the investigation and subsequent reviews , and whether any changes in the programs which gave rise to the net countervailable subsidy have occurred that are likely to affect that net countervailable subsidy . in the investigation , the department found that 29 programs , including sub - programs , conferred countervailable subsidies . in the only administrative review of this order , the department found that fafer benefitted from subsidization under the “cash grants and interest subsidies under the economic expansion law of 1970 , ” a program found to benefit fafer during the period of investigation . in addition , two new programs were found to confer countervailable subsidies in the administrative review . in the first sunset review , the department determined that revocation of the cvd order would be likely to lead to continuation or recurrence of a countervailable subsidy .
in this sunset review , the department preliminarily determines that the following four programs previously found countervailable have been terminated with no residual benefits or replacement programs : ecological incentives , clabecq infusion from sococlabecq , other clabecq loans , and snsn loans . the department’s analysis supporting this conclusion is presented in the likelihood memorandum .
however , we agree with domestic interested parties that respondents did not provide sufficient evidence to demonstrate that all other programs have been terminated in accordance with 19 cfr 351 . 526 ( d ) ( 1 ) and ( 2 ) , including the two programs first found countervailable in the only administrative review of this order . the department’s detailed analysis of whether subsidization is likely to continue or recur , on a program - by - program basis , is contained in the likelihood memorandum .
the gob and the respondent companies have also argued that since the investigation , all three respondent companies underwent changes in ownership . the gob claims that these changes in ownership were at arm’s length and for fair market value and , as such , extinguished non - recurring allocable subsidy benefits provided prior to the changes in ownership . the department has considered the gob’s and the respondent companies’ arguments and evidence that the changes in ownership extinguished all non - recurring allocable subsidy benefits provided prior to the changes in ownership . 3 see change in ownership memo . however , a change in determined to evaluate respondents’ change - in - ownership claims in the context of this sunset review . see change in ownership memorandum .
ownership cannot serve as a basis for determining that a subsidy program has been terminated . thus , a change in ownership cannot affect our analysis of whether programs previously found to be countervailable continue to exist and warrant an affirmative likelihood determination . for the reasons provided above , based on the continued existence of programs found to confer countervailable subsidies , and insufficient documentation to support a determination of termination of all programs , we determine that revocation of the cvd order would be likely to lead to the continuation or recurrence of a countervailable subsidy .
domestic interested parties argue that the net countervailing duty rates found in the original investigation , as amended , and affirmed in the first sunset review , are the appropriate rates to report to the itc . domestic interested parties note that no other administrative reviews have been conducted since that time to warrant a different outcome .