Strategic Rationale. 6.1.1 By combining their businesses, the Parties have the intention to create a leading global player in providing logistics, transportation, express delivery and related business services, drawing on the considerable strengths of both TNT Express and FedEx, as further elaborated on in the First Announcement.
6.1.2 Key elements of the strategic rationale for, and the strength of, the Combination include:
i. the Combination’s customers are envisaged to enjoy access to a considerably enhanced, integrated global network. This network will benefit from the combined strength of TNT Express’s strong European road platform and FedEx’s strength in other regions globally, including North America and Asia;
ii. TNT Express’s customers are envisaged to benefit from the Combination’s comprehensive transportation solutions, such as express, global freight forwarding, contract logistics and surface transportation capabilities;
iii. the strong balance sheet of the Combination is expected to support deploying additional capital to TNT Express’s business and support the growth of (the business of) TNT Express;
iv. a strong cultural fit, as both FedEx and TNT Express focus on customer service, operational excellence and good corporate citizenship; and
v. the Combination will offer exciting new prospects and career opportunities to TNT Express’s employees as part of a global, growing and highly respected organisation.
Strategic Rationale. The Arrangement is a culmination of Amarillo’s exploration and development successes in Brazil. Amarillo’s management views the Arrangement as an opportunity for its shareholders to realize value for a large portion of Amarillo’s assets, at an attractive premium to the recent market performance of its shares and other metrics, while continuing to participate directly in the upside of Lavras SpinCo’s planned exploration at the Lavras Project in Brazil. Lavras SpinCo is expected to be well-capitalized at inception with significant cash, no debt, and led by Amarillo’s current management team. As part of the Arrangement, Lavras SpinCo will be capitalized with C$10 million in cash and Amarillo’s current interests in the Lavras Project. Lavras SpinCo’s vision is to be a leading independent exploration and production company in Brazil, maximizing shareholder value by bringing its disciplined exploration approach to the Lavras Project and other potential opportunities.
Strategic Rationale. Traditionally, the accurate timecode synchronisation of video and audio footage from multiple devices (i.e. camera) has only been possible by using cables linked to each separate device (referred to as genlock or generator locking) – a process that required considerable time, equipment and know-how to set up. This process is a critical element in video and audio capture as any sync/frame timing issue can lead to multiple device footage drifting apart over time, leading to inconsistences in post-production editing. As a result, the synchronisation of multiple video and audio sources, which is a key aspect of the overall control of such systems, has traditionally been left to the higher-end professional video market. TCS’ technology is the next evolution for the industry, enabling multiple devices to be wirelessly synched together using precise timecode and metadata information. This provides content creators with greater flexibility and improved workflow whilst delivering cost savings. The result being the increasing democratisation of compelling content creation, helping bring multi device productions to the mainstream. The TCS technology, protected by a patent portfolio, is highly complementary to the Company, as Atomos is an existing licensee, offering a separate synchronisation module as part of the AtomX range. Through the acquisition, Atomos will be able to fully integrate the TCS synchronisation technology into its product suite. Although still relatively early in the commercialisation phase, TCS has achieved early traction with a number of Original Equipment Manufacturers (OEMs) across both video and audio with either hardware module adoption or (software) SDK adoption for its patented Bluetooth protocol. TCS solutions have been widely adopted by major broadcasters including BBC, ITV and NBC Universal. They have been used on major feature films such as The Avengers, Xxxxx Xxxx Spectre and Xxxx Xxxxxxx along with being used on NASCAR / Red Bull on action sport events. The TCS acquisition is expected to deliver financial benefits in three distinct areas:
Strategic Rationale. The strategic rationale for the Altegra Merger is the following: Solutions and Services that Address Emerging Growth Markets. Altegra’s solutions address growing markets around government-sponsored health plans and emerging healthcare payment models. Altegra’s offerings support health plans in the Medicare Advantage market, as well as the Managed Medicaid and commercial exchange marketplace. The growth in these markets has been robust and is expected to expand to over 120 million covered lives by 2019, with additional populations entering the addressable market through the emergence of ACOs and other risk-bearing providers. The growth from covered lives is supplemented by increasing adoption of risk adjustment and quality metrics across healthcare payment models. As rising healthcare costs continue to fuel the shift towards value-based care, Xxxxxxx’s proprietary technology and intervention platforms provide the underlying infrastructure necessary to enable the transition to payment methods that are more closely aligned with the delivery of higher quality and more cost-effective care. We believe we can strengthen Altegra’s existing offerings by leveraging the enhanced and timely data that is available through our Intelligent Healthcare Network.
Strategic Rationale. Pulmatrix has developed various drug products and an intellectual property portfolio, including the iSperse™ drug delivery platform and anti-fungal candidate Pulmazole™, which uses the iSperse™ delivery system and is ready for Phase II clinical testing. Pulmatrix intends to conduct clinical trials and develop commercial products directed to non-pulmonary indications (for purposes of this Term Sheet, non-pulmonary indications shall include nasal indications), as well as collaborating with Cipla to develop Pulmazole™ Products for pulmonary indications. Cipla embarked on a journey to create a specialty business in the US and played a key role in financing and building out Chase Pharmaceuticals, an Alzheimer’s company, in Washington, DC and Irvine, CA with its subsequent sale to Allergan for a total announced value of $1 billion. In parallel to this effort, Cipla has been developing its own specialty portfolio with the goal to create a specialty business in the US. Cipla is currently developing CPN-101, a patch formulation of Tizanidine that shortly enters phase II. This product will address peak-trough challenges that have plagued oral therapy options. Respiratory disease is Cipla’s second specialty pillar in the US. Cipla’s heritage in respiratory is several decades old. Cipla championed the cause of inhaled steroids in many developing markets around the world including India, South Africa, parts of Africa, Asia, Middle East, South America and pioneered the switch from oral to inhaled therapies. With an enviable range of metered dose, dry powder and breath actuated platforms, it is arguably among the top 3 producers of inhaled drugs by volume. It also licensed its IP for nasal Azelastine Hydrochloride and Fluticasone Propionate to Meda (now part of Mylan) that resulted in the global product Dymista. Cipla has an ei gh t y ( 80) year track record as a major pharmaceutical company. In February 2016, C i p l a completed a Five Hundred and Fifty Million United States Dollars ($550 million) transaction to acquire two generic drug makers, Invagen Pharmaceuticals, Inc. and Exelan Pharmaceuticals, Inc. and Cipla is currently in the top ten (10) of the total drug volume supply to the US. Cipla operates in over one hundred (100) countries with approximately twenty thousand (20,000) employees and in 2013, acquired Cipla Medpro South Africa Ltd., its distribution partner in South Africa, for Four Hundred and Fifty Million United States Dollars ($ 450 million). Cipla’s t...
Strategic Rationale. Both ASX and SFE consider this merger to be strategically important for their organisations, for their respective customers and for Australia as a regional financial centre. Importantly, the merger provides: ⚫ an improved platform for growth; ⚫ an increased and more diversified customer base; ⚫ greater opportunities for product development and innovation; ⚫ market efficiencies from a concentration of liquidity; ⚫ access to efficiencies from better utilisation of fixed costs; ⚫ potential synergies for market participants.
Strategic Rationale why is CCUS investment ‘worth it’ at cluster and system level?
Strategic Rationale. Making use of significant geographical concentration of CO2 emissions and existing quality shared infrastructure (pipeline, heating networks, electricity grid) as well as possibilities of integrating with renewable energy technologies . • CCU can only make a limited contribution to achieving net zero emissions but the RWE demonstrator will provide real data and proof of concept for understanding scale-up, potential for export of technology and/or fuels. • Local, national and international narratives can be created around technology, products (markets), and public acceptance (though not part of the scope of WP5).
