Finanzas

Las finanzas de Disneyland Paris sufren por la presión de la amenaza terrorista y la caída del gasto entre los visitantes

ONE statistic that never fails to amaze is the claim by Boeing that one of its 737-model planes lands or takes off somewhere in the world every two seconds. Airbus, the American planemaker’s bitter European rival, makes a similar assertion about its A320 series (although fewer have been built). So ubiquitous are these mid-sized, short-haul aircraft that if you are sat on a modern plane with 120-200 seats you are all but guaranteed to be on an A320 or a 737. That duopoly is nice for Boeing and Airbus, which have collectively delivered 16,800 of the two models. But, in Europe at least, passengers are getting a taste of what else might be.

Last July, Swiss International Air Lines became the first carrier in the world to fly the Bombardier CSeries on scheduled commercial operations. It currently deploys five CS100s (pictured) from Zurich to two dozen European cities. The 125-seat jets are borrowed from parent company Lufthansa, Germany’s flag-carrier, which has ordered 30 CSeries and expects to receive another 12 of the planes this year. More recently, Air Baltic, the flag-carrier of Latvia, became the first to fly the CS300, a larger variant which it has configured with 145…Continue reading

Entre los nombres propuestos por el Gobierno figuran Natividad Fernández, Ángel de la Fuente, María Antonia Monés y Manuel Lagares. Ana Muñoz dirigirá la comisión de financiación local

THE headline-grabbing market event of 2017 so far has been the move of the Dow Jones Industrial Average through 20,000 (although the average is a flawed measure). But while investors have been pushing the value of shares up, the credit rating of its constituents has been deteriorating.

That is the conclusion of a new service called Credit Benchmark, which has the ingenious idea of aggregating the private credit ratings used by banks (in other words, the ratings generated by the bank’s internal risk models). At the moment, the service is getting data from 13 banks although another 12 have signed up; it has ratings for 10,000 companies. Donal Smith, one of the firm’s founders says that banks tend to be more conservative in their approach than the ratings agencies and move their ratings more quickly. 

The…Continue reading

La operadora puede desprenderse del 49% del capital de su filial de cables por 1.000 millones

El supervisor evitó que una liquidación de las entidades débiles contaminara a todo el sector

El gobernador del Banco de España considera que ha llegado el momento de «ofrecer una visión de cuál fue la actuación del supervisor entre 2008-2012»

La regulación bancaria evita procesos de fugas de capitales, dice en un informe

La agencia de calificación mejora el rating de Bankinter, Ibercaja y Abanca

Chandra in, Cyrus out

PROFIT is to good corporate governance what tides are to swimming trunks: when the former is high, absence of the latter tends to go unnoticed. The ebbing of profits at Tata, India’s largest conglomerate, in recent years has prompted a power struggle that in turn has exposed the often dysfunctional relationship between several dozen businesses, holding companies, people and charities that use the Tata name. The struggle is now over: on February 6th, Cyrus Mistry, Tata’s boss until last October (pictured on next page, on the right) was finally booted out of the company. Natarajan Chandrasekaran (on the left), the boss of one of the group’s key operating firms, Tata Consultancy Services, takes over as chairman on February 21st.

Executives at the 149-year-old group hope that will close a grim chapter in its history. Mr Mistry, whose family owns an 18% stake in Tata Sons, the main holding company, which is unlisted, reacted badly to being evicted as its chairman last year. The move to oust him was set in motion by Ratan Tata, the group’s 79-year old patriarch (and Mr Mistry’s interim successor)….Continue reading