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The most serious losses in its history, which began in 1918. That is the conclusion of Fumio Ohtsubo, President and CEO of Panasonic, 66, who is bowing out and will be replaced June 27 by his caddy, Kazuhiro Tsuga, 55, responsible for audio and video products.

Panasonic has just accused a net loss of 772 billion yen (7.47 billion euros) for the fiscal year ended March 31, 2012. Its sales were down 10%, to 76 billion euros. Like its Japanese counterparts, the Osaka group was affected by the disasters in Japan and Thailand in a year. The earthquake has affected its production for several months in the Archipelago, where Panasonic gets most of its revenue (57%). And floods in the ancient kingdom of Siam have blocked the production of electronic assemblies.

In addition, Panasonic, fourth global manufacturer of televisions, suffered from the continuous breakthrough of two world champions, the South Korean Samsung and LG. In a global market of TVs fell by 0.3% to 247.7 million units in 2011, according to research firm DisplaySearch, sales of Panasonic declined 19% in the last quarter of 2011, slower than those of Sony (- 34%) and Sharp (- 30%) faxless cash advances.

For the fiscal year just beginning, televisions remain in deficit. Panasonic, which has invested in a technology in decline, plasma televisions, expects a further decline in sales to 15.5 million units this year against 17 million units for the previous year.

But saving measures initiated last year with the elimination of 17,000 jobs worldwide, should bear fruit. Panasonic intends to reinvent itself in solar panels, batteries for electric vehicles (bicycle, motorcycle and car) and systems to optimize the management of energy consumption of households. This strategy was accompanied by redesigning the group into eight divisions instead of six earlier this year. The changes should lead Panasonic reconnect with a small net profit this year to 484 million euros.

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From our correspondent in London

Rupert Murdoch and his son James are roundly scolded by a British parliamentary committee responsible for a report on the scandal of the late plays of the tabloid News of the World. Rupert Murdoch "is not fit to lead a large international group," concludes the report released Tuesday. The board deems "surprising" the allegations of Murdoch, father and son under which they would not have been aware of the practices of spying on a large scale in force in their newspapers. "Rupert Murdoch closed his eyes and demonstrated a willful blindness to what was happening in their societies and publications," the whips 121-page report, the culmination of nine months of hearings. MEPs also say that the News of the World and its publisher News International deliberately "misled the committee about the true nature and extent of the investigations they claimed to have carried on wiretapping."

Several leaders of the media group is also the subject of harsh criticism. His ex-CEO Les Hinton is considered an "accomplice" of concealment of practices in the home. The parliamentary committee has, however, divided on the report's findings, adopted by six votes against four. Conservative members refused to accept the judgment against Rupert Murdoch's ability to manage. Labour MP Tom Watson, spearheading the investigation, has firmly told the opposite: "News International has conducted a cover-up scale of its illegal actions instant credit reports. Its top leaders have lied to Parliament repeatedly. And the two men at the head, Rupert and James Murdoch, should now respond to these facts. They have corrupted our country to shame our police and our Parliament. They lied, cheated, practiced blackmail and intimidation. "

David Cameron called

The report leaves the House of Commons to decide on possible sanctions, which could involve the convening of Rupert Murdoch for a public apology. It is an embarrassment media mogul facing some of its shareholders, especially Americans, tired of the damage inflicted by News Corp. in this case. The report could also weigh negatively in the review by Ofcom, the regulator of the British media, the legitimacy of the group to manage the BSkyB satellite TV bouquet, whose license could be withdrawn.

Finally, the parliamentary report increases the pressure on David Cameron, who was summoned Monday to the House of Commons where he justified his support for his culture minister Jeremy Hunt challenged for its proximity to the leaders of the Murdoch group in reviewing the file BSkyB. Tom Watson claimed that the Prime Minister and his predecessors Tony Blair and Gordon Brown send the justice their email exchanges with the leaders of the Murdoch group.

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Presidential in major cities Paris | Leeds | Lyons | Toulouse | Leeds | Sheffield | Liverpool | Bordeaux | Lille

Roman Lucazeau, Chargé de Mission in the Business Institute, details the mechanisms at work in the test programs.

THE FIGARO.FR. – Why submit programs of candidates for this test?

Roman Lucazeau. – Although, compared to the 2007 presidential campaign, the programs of the two main candidates are more accurate, they still gray areas and are based on slightly different economic scenarios. This makes comparison difficult. So we tried to apply the same economic variables: growth rate, inflation, unemployment rate, by 2017. We also wanted to discover what happened to the public finances if the programs were implemented with, notably, lower growth than that provided by the candidates, for example, that France has known, on average, over the past decade.  

Originally, this type of exercise is applied by the financial authorities to banks. These are subject to economic scenarios degraded to assess their strength in case of economic crisis. We use a similar method to test the ability of candidates to achieve their stated goal (zero deficit in 2016 for Nicolas Sarkozy in 2017 for Francis Holland).

But in a crisis, a candidate can always abandon its initial program

.

Absolutely. We test the strength of their roadmap, as defined during the election campaign, in a worse position than they anticipate business card. We evaluate today's promises and do not prejudge the future president of the reactions in case of contingencies.  

How does this model?

We leave the bases nominee programs (eg growth rate, the level of taxes and public spending …) and against which they built their proposals. These assumptions are public and have been developed by their campaign teams. We determine how the deficit and debt change if we change some parameters on the basis of data and public reporting, the INSEE, the Court of Auditors and of Bercy. The details of our methodology is available on our website.

How do you ensure objectivity of your approach?

We submitted the candidates' platforms to the same constraints: same inflation, even growth, even drift government spending or health insurance, etc.. The differences between results are explained by the differences between the programs themselves. Debt strategy of the two candidates based on both on growth, tax increases and budget savings. But Nicolas Sarkozy and Francois Hollande do not intend to use these levers to the same extent. Their programs do not react the same way a change of parameters.

From our correspondent in Seoul Pavilion rainbow sky slap the Esperanza as a challenge in the port of Incheon. The visit of the Greenpeace ship moored 50 km from Seoul, signals the end of recklessness for the nuclear industry South Korean party to world conquest.

In the aftermath of Fukushima, the environmental organization has made South Korea one of the main targets of his crusade against the atom by opening an office in Seoul. Landing a little appreciated by the government of conservative President Lee Myung-bak, who has repressed two representatives from Greenpeace cast doubt on the occasion of the nuclear summit in Seoul on March 26. And for good reason: the former head of Hyundai has built the atom "growth engine" with Pharaonic ambitions: export 80 plants by 2030, worth $ 400 billion, and climb to the third in the world by winning 20% ​​of the market on the planet!

These spectacular goals set in 2010 have not been formally questioned by the Japanese tragedy, but, behind the scenes, experts in Seoul already recognize that they will hardly be sustainable. For the wind turns the world as the Land of the Morning Calm-. Doubts about the safety of the country's 21 central crack pronuclear consensus that had prevailed since the program began in the 1970s.

Distrust of the population

In March, a failure in Guri, the oldest reactor of the peninsula, was hidden for a month before being brought to light, sowing disorder. Now, 55% of South Koreans oppose the government's target of doubling the share of nuclear power up to 60% by 2030, according to a survey of the Korean Federation for Environmental Movement (KFEM) instant personal loans guaranteed. The Democratic Party, the main opposition, advocates an even nuclear output by 2040.

This wind of distrust is bad news for the export sector whose primary asset is the timeliness of its civil engineering, which is able to build a power plant per year. But Fukushima has cast a pall over the ambitions of Seoul by blurring the growth prospects of the global market while casting doubt on the strategy "low cost" that allowed him to defeat the French in the UAE in 2009.

The chain runs into an economic reality: the discounts offered in Abu Dhabi threatens to make this first contract loss surgery because public banks requisitioned by the government struggling to finance the project. "Taxpayers should not foot the bill!" Warns Won Young Yang Yi, the KFEM.

No question, however, for Korea to give up becoming a great of the atom, while the country has to import 97% of its energy needs. But Seoul is now known that the ascent to Olympus Atomic will be more difficult than expected and postponed his hopes on the Middle East, India and Southeast Asia.

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Will they follow? The question hangs over Airbus, like Boeing, which monitors the behavior of its subcontractors. Similarly, the major suppliers so-called "rank 1", such as Safran and Thales, regularly take the pulse of their own ecosystem. Together, the industry will meet the challenge of rising rates announced (see graphic).

Having racked up record orders in 2011, Airbus must produce more and more to deliver in a timely manner its customers. Despite economic uncertainties, demand is high. The world fleet will more than double to over 31,000 units in the next twenty years. In 2012, Airbus expects to deliver 570 aircraft (+ 6% from 2011). Boeing and put on 585 to 600 deliveries in 2012 against 477 a year earlier.

Suppliers are energized. Airbus does internally and 15% of the value of an aircraft. He buys 9 to 10 billion euros of components and subassemblies for other U.S. and between 11 to 12 billion in Europe and the rest of the world. In France, many providers depend on more than 30% and sometimes 100% of its orders. Airbus health is linked to that of its subcontractors. And vice versa. "We support our partners to increase their industrial performance. We have strengthened our team with our suppliers to optimize their production, "said Fabrice Brégier, CEO of Airbus.

We need to fund this growth. "Our industry is highly capital. Our working capital needs are important to fund our stock. We produce three to six months ahead of the pace of the builder. To garner a turnover of euro, we must invest one euro, "says Emmanuel Viellard, president of Lisi Aerospace, a leading European aerospace fasteners (airframes and engines). "Between 2010 and 2015, we plan to invest 250 million euros to finance 60% increase in activity linked to increased rates of manufacturers," he adds.

A fund of 100 million

This is when the order books are re-inflated to block the subcontractors are struggling to find financing. Especially SMEs as banks remain cautious. The Gifas, the union bosses of Aeronautics, conducted an awareness campaign on this theme. He watches any failure. Initiatives are multiplying to help SMEs. Next to the Strategic Investment Fund (FSI, depending on the Deposit) and type Aerofund dedicated funds, the state decided, with the support of Airbus and several banks, to develop a new tool Financial that takes into account the specificities of the sector. A fund of 100 million euro was launched to provide long-term bank loans to finance the "time costs" (NRC) under the pooling of risk between manufacturer and subcontractors. They must subsidize the upstream (design and development) by assuming the burden of NRC which are written on the number of aircraft sold. ROI – 10 to 15 years after the launch of a new device – is tied to the success of a program whose life often exceeds thirty years.

"Triple A Aviation"

But we must also rely on late shift that the first deliveries. They trap the subcontractors that produced in advance of equipment that will be paid upon delivery. In this case, inventories swell and cash suffers. Latecoere, which provides fuselage sections and wiring systems, has been close to bankruptcy. Heavily indebted, it has been hard hit by delays in the A 380 and B 787. An extreme case that prompted Airbus, in particular, to fly to the rescue by setting in advance of development costs and by providing four years of work load. As if the manufacturer gave a triple-A to its supplier, which reassures banks.

"We do not direct funding, but sometimes we make a one-time, targeted, said Marc Ventre, Executive Officer of Safran. Very keen to preserve the capacity for innovation in France, we give visibility to our partners by providing the production schedules in advance and by contracting our relations. "" Banks no longer rely only on past performance and objectives. This reassures them when we have commitments on four or seven years, "says Julien de Souza, president of Mecachrome (for engine components and fuselage components). The SME 256 million euros in sales projected to increase by 20% of its investments between 2012 (16 million) and 2014.

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An air campaign in town. At a time when egg prices soar due to alignment with EU standards of cages for laying hens raising fears of a shortage, an idea surfaced: invest in a gallinaceous to have fresh eggs, and cheaper to produced at home than to buy. Came from North America, this trend may seem wacky touches France for some years. Proof of the popularity of the animal since the crisis, the company specializes in garden Truffaut says have sold about 20,000 hens and chicks last year and have seen a doubling in sales every year since 2009.

Raise a chicken in urban areas can indeed be large. Purchased between 10 and 15 euros, well-fed wheat and corn and raised in the open air, a hen can lay up to 280 eggs per year fee. When you know that the price of the box of six eggs increased 60% in 10 years, it is reasonable to talk about goose that lays golden eggs! When purchasing power has stagnated, this is an argument for who wants to reduce his bill at the supermarket. Must still have enough space in his garden or terrace to install a chicken coop because as explained Damay Francis, president of the National Committee to promote the egg (CNPO), "a hen need good breeding conditions for spawning regularly. " Like any pet, it needs a power équlibrée and a hot and dry at night best payday advance.

Fresh eggs … inexpensively

Pioneers in this field, New Yorkers had chosen the path of self-sufficiency in egg thanks to the crisis. But beyond the purely economic, individuals plébiscitent also a return to nature and the desire to better control their diet. Like hives in urban areas, as on the roofs of the Opera Garnier in Paris, the cities will want less and less disconnected from the campaign. And the ecological dimension is also evident. Appreciating the organic waste, hens are true composts on legs.

Last argument in favor of the chicken at home, it can play an educational role with children by introducing them to the natural cycle of production and supply.

The idea grew to the point that some cities are taking initiatives in this area. The latest example, the common Pinched, Sarthe, will propose to offer two hens to households that request them. This operation, already experienced in the town of Mouscron, Belgium, aims to reduce waste and therefore spending garbage collection.

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The cranes are pushing a new building in the green meadows of Saxony. The roar of the work is covered by the squealing tires of cars on the circuit house. Welcome to Porsche, where employees show a big smile when they come to work in a sporty atmosphere crowned by an unabashed success. Never the manufacturer of luxury cars has not worn as well in this crisis year. And it is in its new plant in Leipzig, former GDR, which celebrates its tenth anniversary this year, Porsche owes much of its success.

"We have not felt the crisis, welcomes Siegfried Bülow, owner of the Porsche plant in Leipzig. The premium has never been better. With the crisis, consumers say it's time to break their piggy banks instead of seeing their savings melt! "The manufacturer, whose birthplace is located in Zuffenhausen near Stuttgart, has produced nearly 117,000 vehicles in 2011, an increase of 34% over the previous year. His two best-selling models, the Cayenne (57% products in 2011) and the Panamera (32%), came off the assembly line in Leipzig.

Rationalized production

"Our goal is to sell 200,000 cars in 2018, a good figure for a premium brand, explains Bülow. We are not in the scheme of classical builders who want to sell millions of vehicles. "The Leipzig plant, which produced 90,000 vehicles in 2011, will play a significant role in this success. The Macan, the future 4 × 4 compact entry-level, will be made entirely of 50,000 copies a year in the new wing of the complex under construction starting in late 2013. "It's a real Porsche. We hope the same effect as the Boxter in the sports segment, "exults Bülow, who has already tried Macan and was convinced that young families will gather out the 4 × 4 luxurious and sporty entry level.

Porsche investing 500 million euros in Leipzig and will double its workforce by hiring 1,000 employees by 2013. With nearly 11 billion in revenue and an operating margin of 18 online payday loan lenders.7%, Porsche claims to be the most profitable manufacturer in the world. Recipes for success are in Leipzig. With great flexibility, the hours can be reduced from 200 to 60 hours per month. Production has been streamlined, including through logistics innovations. The plant does not store more than one day of production equipment and time components on the assembly line to reduce storage costs and increase efficiency.

Each team takes 3-6 minutes to do its job, instead of 45 to 90 seconds in a German factory "normal", to ensure premium quality. A computer with each vehicle, which bears the name of his client to instantly detect defects in assembly and avoid costly interventions after assembly. Assembly lines employ only staff ultraqualifié, able to intervene at all stages of car manufacturing. The flow is continuous, in three shifts on a rotating 24 hours on 24.

At the end of the chain, the workers show their glee when they hear the first roar of raucous 430 horsepower V8 with a Panamera GTS. Another cause for celebration: earlier this year, the workers received a bonus of 7,600 euros. For Porsche, there is no question of relocation. "Our customers are willing to pay more for the Made in Germany, said Bülow. In Germany, the environment has tremendous potential, thanks to infrastructure, numerous research and development, the fabric of subcontractors and the quality of the workforce. It is unique in the world. "

The expertise was indeed present in the Leipzig region. Porsche has had the audacity to build on the old Trabant manufacturers of the era of the GDR, to build its cars … winning bet.

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Afford its future plan of home sweet home? This allows much freedom. But it's not as simple as buying an old property. Immediately acquire much good reflexes.

• Visit the site, around the field, looking for any nuisance and to ensure accessibility by public transport. Learning about the Internet near schools, nurseries, not forgetting to look at the school map, to see what schools depends housing. If this is a neighborhood in the making, a little investigation to local authorities for capital projects is useful.

• Study the layout plan, submitted by the proponent. "This will see the distance between the track and the building, sidewalks, or from a building behind the one that will be built for example," says Marie- Christine Arnaud, director of residential real estate products to the French REM.

• Ask the seller about the shops provided at the foot of the building. "Upon signing the sales contract, the building regulations will be issued to the purchaser. It may well ensure that the most disturbing activities (eg nightclubs) are prohibited, "says Philippe Jossé, CEO of Bouygues Immobilier France Accommodation.

• Learn about the promoter. "It is interesting to question former clients on programs completed to ensure they have not had any difficulties that delivery times were roughly respected," advises Frederick White, lawyer at UFC Que Choisir.

• Book as early as possible to have a choice. The most coveted apartments (high floor, garden …) are going fast.

• Take out a legal expenses insurance to cover the purchase in the new. This is not the case with all contracts. Insurers usually offer this guarantee as an option (95 euros per year for example Axa Legal protection, plus 139 euros to benefit from high-end contract Résoluo Heritage). This insurance can receive information and advice throughout the project and a support for the procedure in case of trouble.

• Peel the description given by the sponsor. It details the materials, utilities … "Look, for example if the car park access is secure instant payday loan. If you buy the ground floor, installing a burglar retardant glazing is highly recommended: some insurers require their policyholders, "said Marie-Christine Arnaud.

• Think quickly the adjustments that you want to bring in housing. Showers instead of tub? The floor instead of carpet? A closet and more? The proponents plan options that allow people to customize their home, usually at an extra price (manufacturers have preset grids). "These applications are easier to manage if the client informs the promoter upstream of that he wants, "advises Philip Jossé.

• Think about the parking. Some purchasers want two, no other … The sponsor may organize to meet each other.

• Be sensitive to the timeliness of delivery and negotiate the possible acquisition from payment of interest. "Delays due to force majeure (eg bad weather …) are not counted. We must therefore negotiate the contract in the list of cases in which the promoter considers that there is no compensation payable, "says Marie-Christine Arnaud.

• Consider additional costs including legal fees (1.5% to 2% of the purchase price) … Some promoters make offers temporary trade by offering a fee.

• Upon delivery, list the defects and nonconformities in places such reservations and mention on the record. "Otherwise, it is still possible to report to the sponsor by registered letter within one year of receipt of the work," says Frederic Blanc. The proponent shall make the repairs. "If he does not respond within a period of one year from receipt of the work, the buyer can choose the company of his choice to do the work, and send the invoice to the sponsor," says Frederic Blanc. But if it does not honor him, he will go to court to compel.

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Market International TV programs, MIPTV, to be held in Cannes from April 1 to 4, the British series should create the event. Call the Midwife, produced by the BBC, had the best audience of the channel for ten years. And professionals are eagerly awaiting the arrival of two series Titanic, one produced by ITV and the other by the BBC. This success confirms the vitality of English production began last year by Downton Abbey.

Turkish productions are also a remarkable breakthrough in the export and seduce with themes often néoromantiques like Ask or Ceza ve Mugnificent Century, a series high in costumes inspired by the Borgias of Canal + and already sold in forty countries. The study Hotspot, concocted by Eurodata TV Worldwide is a partner with Médiamétrie, the top 10 best programs in the hearing world still dominated by fiction (41%), entertainment programs (38%) and information ( 21%).

Talent Search, the first vector of the reality show

But the big difference with previous years is that it is now the local fictions far outweigh American series. "Contrary to years like 2007 where the total number of hits was the fact of American productions, they have virtually disappeared from the charts," says Amandine Cassi, academic director of Eurodata TV Worldwide. Entertainment side, it is always the formats used to seek talent that hold the upper hand and are the major contributor to the international reality. There are trademarks ancient as the "Eurovision", but also the concepts be they British "Got Talent" (Fremantle), "Idols" (Fremantle), "Strictly Come Dancing" (BBC Worldwide) "XFactor" (Fremantle) or "Masterchef" (Shine) payday loans with no fax. "The Voice", produced by Talpa – the incubator of John De Mol – which is still in its infancy, is already among the top global audiences. In 2011, promising competitors to giants Endemol and Fremantle have appeared on the market including Shine, the production company of Elisabeth Murdoch, or A2G Creations, a small French production company that blew counters hearings in China its format Beauty Academy. "This success explains Amandine Cassi, is due to the ease of exporting and to adapt these artistic formats that appeal to everyone. These formats also compensate in some manner, the information that arouses enthusiasm on television. "The information, provided the programs live elsewhere, as the two best audiences worldwide last year were the evening of Chinese New Year, with 203 million viewers in China, and that the Superbowl, the United States, brought together more than 111 million viewers.

In France, this strong trend has not failed. Indeed, in 2011, the list was dominated by the final of the Rugby World Cup (15.4 million viewers), while the interview with Dominique Strauss-Kahn at 8:00 p.m. at TF1, September 18, 2011 , made with 12.5 million viewers, on par with "Bal Enfoirés", broadcast, exactly a week ago. A great show that, once again, confirms that television remains the medium of the event.  

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