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This article, Rosutorikujou Sennin, is property of Narutokurosaki547.
The Rosutorikujou Sennin is the sage leader of the Lost Lands. The same as the leader of the 5 Great Nations, being the Gokage Sennin, the Rosutorikujou Sennin leads the 5 main villages and smaller villages of the Lost Lands. So far, only two people have achieved this rank.
In Naruto Omega Beta, The title of Rosutorikujou Sennin no longer exists as a sage leader position, but rather as the title for the winner of a tournament in Mission City. The names were to minor to list.
First Rosutorikujou Sennin
- Name: Rai Kurosaki Uchiha
- Age: Unknown
Rai was the founder of the Lost Lands and its first Rosutorikujou Sennin.
Second Rosutorikujou Sennin
- Name: Naruto Kurosaki
- Age: Unknown
Naruto is given this rank by his father when he steps down.
Third Rosutorikujou Sennin
- Name: Hikaru Kurosaki
- Age: 42
Hikaru was given this title by Seireitou Hyuga when he rose to power as the Sekennousama.


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A.O. Neville (Character)
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- Rabbit-Proof Fence (2002) Played by Kenneth Branagh
... aka "Long Walk Home" - Europe (English title)
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Wedding in Villa La Ferdinanda
de Innocenti Studio
Acerca del libro
What a day .... The last wedding of the season was a wedding we really looked forward to! It was our first photography and video at such an amazing destination wedding venue, one of the most sought after in Tuscany, and we couldn't wait to shoot its iconic double staircase.
Add to this the fact that Veronica & Andrea where one of our favourite couples, with romantic links to London too, that the wedding ceremony and reception where in the same location and that the whole wedding was taking place during the day (so with plenty of daylight to shoot happily ever after) and you can start to imagine our trepidation.
And then, surprise! Andrea appeared in high uniform on top of the staircase...
Características y detalles
- Categoría Bodas
Apaisado grande, 33×28 cm
80 Páginas
- Fecha de publicación dic. 06, 2012
- Etiquetas fotografo matrimoni, Villa la Ferdinanda, wedding, destination, matrimonio, Tuscany, Firenze
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Anyone know this guy's video page? I've seen several videos of him blowing and giving hand jobs before but I lost the thread and the site.
That dude is a master.... caressing his cock so slowly and deliberately with his mouth... stroking his balls... all while the "stiff" lays back apparently trying hard not to enjoy it. Hot stuff!
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Double Broken Heart Name Pendant in Sterling Silver (2 Names)
Item# 20080144
When placed side by side, these sterling silver pendants create a beautiful heart. Allow them to completely express your love story by inscribing one half with her name and the other with yours. Each name may contain up to seven characters, and the engravings will uniquely repeat until each style is completely covered. Both pendants are accompanied by a rope chain 18.0 inches in length with a spring-ring clasp. View product details
Typographic errors are subject to correction. Merchandise enlarged to show detail and may not always be exactly as pictured. Promotions, prices, styles and availability may vary by store and online.


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Albertson's Extends Online Service in Southern California
FULLERTON, Calif., Feb. 6 - Albertson's Inc. today announced the expansion of its online grocery service, Albertsons.com, to California consumers living in Los Angeles, Riverside and Orange Counties.
FULLERTON, Calif., Feb. 6 - Albertson's Inc. today announced the expansion of its online grocery service, Albertsons.com, to California consumers living in Los Angeles, Riverside and Orange Counties. With this expansion, Albertson's now serves communities stretching from Van Nuys in the north to San Diego in the south.
The online service, available at www.albertsons.com, covers most of Southern California with service to 234 zip codes in Los Angeles County, 127 in Orange County, and 32 in Riverside County. In addition, Albertsons.com is available in San Diego County and the Seattle/Puget Sound metropolitan area.
The company will fill online orders directly from 10 centrally located brick-and-mortar stores in the greater Los Angeles/Orange County area. A full selection of grocery, pharmacy and dry good items will be available at the same prices available in Albertson's stores, according to the company. Shoppers can choose to have groceries delivered to their home or office within a prescheduled 90-minute window, or pick up their pre-paid, pre-packed groceries at a convenient Albertson's store. A total of 200 neighborhood stores in the region will offer the pick-up service.
"The San Diego service has been a great success, and we are seeing promising growth in the Southern California marketplace," said David Simonson, president of Albertson's Southern California Division. "Many customers have asked for this service, and we hope shoppers will take advantage of this new option. We view this innovation as another way to provide customer service, and our statistics show that California customers are enthusiastic about the convenience."
Albertson's originally launched its online grocery service in Seattle in November 1999. In October 2001, the company expanded its online service to 146 zip codes in San Diego County.


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100% more light with new bulb technology!
The HEINE HL 1200 examination light is a flexible halogen exam light with a 20W IRC reflector lamp that uses innovative bulb technology to produce more than twice the brightness in comparison with conventional 20-Watt lamps – for bright, white light. The light output is 90,000 lux at a working distance of 30 cm. The examination lamp's integrated temperature filter reduces heat, which means the working distance can also be reduced.
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This shop exclusively provides special items and offers for doctors, nurses and healthcare professionals, who apply these products for their medical practices.


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These ghoulish treats will get kids creative in the kitchen
No tricks, only treats this weekend as we prepare for Hallowe'en.
It's great having all the children home for the week, it's a chance to get busy in the kitchen and get creative with our cooking.
My chocolate graveyard brownies with scary eyeballs are made in two parts, starting with the simple-to-make scary eyeballs. You crush the biscuits (I find that Oreo-style biscuits worked best) then mix with some chocolate spread (which holds the biscuit crumbs together) to create eyeballs. Then just pop them into the fridge while they set.
When set, dip them in melted white chocolate and let it set, then decorate the eyeballs with different colours and sweets. The creativity of children can astound me sometimes.
I recommend using the powder food colouring rather than liquid varitey when mixing with chocolate as it seems to work better. Use melted chocolate to write on the brownie tombstones, you could also crumble the cut-offs from the brownie tombstones to scatter (like soil) and make an more authentic graveyard scene.
My no-bake cheesecake is very straightforward too. More crushed biscuits. Once the base has set and the cream cheese mixture is set on top, you can have more fun decorating it. I melted more chocolate and created a web design with a spider on top. If you are not familiar with piping, practice a little on some parchment paper.
Graveyard Brownies with Scary Eyeballs (Serves 6 - 8)
- 70g Oreo biscuits
- 70g hazelnut spread (Nutella)
- 100g white chocolate to decorate
- ½ tsp red food colouring (powder)
- Chocolate buttons to decorate
- 225g dark chocolate
- 225g butter, chopped into pieces
- 4 large eggs
- 225g brown sugar
- 100g self-raising flour
- 110g white chocolate, chopped into pieces
- 110g dark chocolate, chopped into pieces
- Preheat the oven to 180°C/350°F/gas mark 4. Crush the Oreo biscuits and combine with the hazelnut spread. Roll walnut-size pieces into eyeball shapes. Place these on a tray and refridgerate for 20 to 30 minutes, until firm.
- Meanwhile, prepare the brownie. Grease and line a 30cm rectangular cake tin.
- Melt the dark chocolate and butter together in a bowl set over simmering water.
- Beat the eggs and the sugar together until light and fluffy. Fold in the melted chocolate and mix well.
- Sieve the self raising flour and gently fold it into the chocolate and egg mixture.
- Fold in the chopped white and dark chocolate and pour the mixture into the prepared cake tin. Bake for 35 to 40 minutes, until the centre of the cake feels firm on the surface but it still has a soft wobble
- While waiting for the brownie to cool, melt the white chocolate in a bowl over a saucepan of simmering water.
- Remove the eyeballs from the fridge and stick each with a wooden skewer. Dip into white chocolate and on a non-stick baking paper so any excess can drip off. Stick a chocolate button onto the top and place in fridge again to set.
- Slice the brownie into two rectangles, one larger than the other. Decorate the headstone with some extra melted white chocolate (use a small piping bag for a neater result). Stick the bottom of the head stone to the main brownie with white chocolate, or secure with a few toothpicks. Set in fridge for about five minutes.
- With the remaining white chocolate, stir in some red food colouring and fill a mini-piping bag. Decorate the eyeballs all around the dark chocolate.
- Crumble any leftover browner (so it looks like soil) and decorate the cake. Pea shoots can also be used for decoration.
Witches' Blood Cheesecake (Serves 6 - 8)
- 150g Oreo-style biscuits
- 75g butter, plus a little for greasing the tin
- 4 sheets of gelatine
- 300g cream cheese
- 300g crème fraîche
- 100g caster sugar
- 200ml cream
- 3 oranges, zest and juice
- 100g frozen raspberries (defrosted)
- 1 tsp red food colouring
- 100g dark chocolate chopped
- Soak the gelatine sheets in cold water. Line a tray with parchment paper and line six 5cm plastic moulds with clingfilm.
- Whizz the biscuits in a food processor or put them in a bag and bash them with a rolling pin until they are finely crushed.
- Melt the butter and add this to the crushed biscuits. Mix together thoroughly, then press into the base of the moulds. Leave to chill in fridge for at least three hours.
- Beat the soft cheese, crème fraiche and sugar together with a spatula, then beat in the cream and orange zest. Heat two tablespoons of juice until hot but not boiling, then stir in the soaked gelatine and beat this into the filling. Swirl in the raspberries and food colouring. Spoon into the moulds, level the top and chill for two hours, or until it is set.
- Melt the chocolate in a bowl over a pot of simmering water. Place into a piping bag and cut a very small opening. Pipe a web-like shape onto the surface of the cheesecake and return to the fridge to set.
- On a piece of parchment paper you can now make some fun spider shapes. Place into the freezer to set and arrange on top of cheesecake.


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Pet Advice
Finding the perfect home, food, toys, and treats for your new pet can be stressful, difficult, and just downright annoying. As someone who has owned a good number of animals, I would love to help you find everything you need to care for your pet.
Training & Qualifications
Currently I have ferrets, rats, cats, a snake, and mice. In the past, I have had small dogs, a rabbit, a hedgehog, a tarantula, and hamsters. I have thought about getting sugar gliders, big dogs, guinea pigs, and various other critters in the past, and did my research on all of them before deciding they weren't for me. I would love to make use of what I know and help you and your pets live happy lives together.
Reviews of Tanya
Kelly received session of Pet Advice from TanyaJul 18, 2016
About Tanya Walters
I grew up in Idaho Falls, and have always been interested in animals. Anything I could do to spend some time with an animal (scaley, feathery, or furry), I would do it.Open to other proposals
Tanya Walters is looking for:
- Massage
- Adventure
- Fun & Quirky
- Language Lessons
- Auto Maintenance


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UK Dating
Thank you very much for all your help over the last few months I'm now seeing a lovely lady from your site who was living... more..
Other UK Dating Group Sites
Is Selena Gomez attracted to Shia LeBeouf?Posted on: June 30, 2011 10:51:16
Lonely hearts looking for love using online dating websites could be interested to hear that Selena Gomez has revealed a crush on a fellow celebrity.
The stunning 18-year-old has admitted to fancying Transformers: Dark of the Moon actor Shia LeBeouf after being introduced to him by friends.
Before appearing on a US chat show to promote her new single Who Says, the Disney starlet posted a video of her meeting with the heart-throb on YouTube.
During the short film, the starlet was tricked into believing she would be introduced to fans before being led to the 25-year-old's dressing room.
Currently dating pop sensation Justin Bieber, the multi-talented teen recently wowed crowds in a pair of daring hotpants while presenting at the MuchMusic Video Awards.
The couple, who announced they were together in February, got tongues wagging after being spotted kissing and cuddling in public during a trip to Hawaii last month.
Tired of being lonely hearts? Try online dating!
Related Online Dating News
Hong Kong Phil boss "dreams of working with Jackie Chan"Posted on: April 17, 2014 16:26:26
The musical director of one of Asia rsquo s most well-known orchestras dreams of bringing in some unorthodox talent to perform with his musicians Speaking to the South China Morning...
(read more)
Lee Ryan and Casey Batchelor steam up the CBB housePosted on: January 6, 2014 17:25:01
They may have been shackled together when they entered the house but Lee Ryan and Casey Batchelor have done anything but drift apart since they were set free In fact...
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The online dating racePosted on: January 6, 2014 16:22:05
New research has revealed how likely single people are to get a message from an online dating site throughout According to MailOnline age matters more to men than women as...
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Sweethearts get engaged after failures on reality TVPosted on: January 3, 2014 19:02:42
When Danielle Cornwall-Nash appeared on ITV s prime time dating show Take Me Out last year she hoped that she would find a new partner and maybe even a new...
(read more)
News Index
Online Dating (1340)
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40 Plus Dating (91)
Elite Dating (238)
Adult Dating (165)
Mobile Dating (81)
Gay Dating (20)
Christian Dating (12)
Black Dating (7)
BBW Dating (11)
Lesbian Dating (12)
Military Dating (15)
European Dating (30)
South African Dating (5)
USA Dating (154)


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Banditos and Tall Tall Trees round out the lineup for RiverMusic with Susto on Friday, July 7.
Tag: RiverLink
Showing 1-21 of 58 results
In situ remediation could revitalize hazardous waste sites
A group of innovative strategies collectively known as "in situ remediation" could dramatically improve the prospects for addressing groundwater and soil contamination at several local hazardous waste sites more quickly and at lower cost.
Mills River inches closer to extreme drought conditions
As a very dry fall moves toward winter, municipalities, officials, scientists, farmers and citizens all ponder the deepening effects of the drought in Western North Carolina.
Facing the future: What happens when a nonprofit leader steps down?
Thirty years is a long time to devote to any pursuit, and Karen Cragnolin, the oft-honored founding mother of RiverLink, can attest to that. During that time, she says she held every job in the organization and was planning to finally move on this year when, during surgery, she suffered an aneurysm that robbed her […]
Local artists create works inspired by the French Broad to benefit RiverLink
The third annual "Of Time and the River" art show and gala will be held at Zealandia Friday, Oct. 21 from 6-9 p.m. The event will benefit the nonprofit RiverLink, which promotes the environmental and economic vitality of the French Broad River and its watershed.
Blitzen Trapper headlines last 2016 RiverMusic at Carrier Park
RiverMusic closes out its 2016 season with live music from three acts: The Get Right Band, The Broadcast and Blitzen Trapper. The free show has moved to Carrier Park and takes place on Friday, Oct. 7.
Zoning to be focus of Sept. 6 hearings before Asheville City Council
It's been nearly four weeks since City Council last met. Five zoning requests dominate the agenda for Council's Sept. 6 meeting. Notably absent from the proceedings will be a public hearing on proposed standards for screening electrical substations, a zoning ordinance amendment that has already been postponed many times. Council has been asked to advance the hearing date on that matter to Jan. 10.
Smart bets: Anything That Floats Parade and RiverFest
Participants in RiverLink's Anything That Floats Parade put in at Hominy Creek Park on Saturday, Aug. 13, at 11 a.m., and the nonprofit's larger RiverFest event lasts from 1-7 p.m., at the RiverLink Sculpture and Performance Plaza.
RiverLink's Karen Cragnolin stepping down as executive director
RiverLink founder Karen Cragnolin has been the driving force behind the organization for the past 30 years. Now Cragnolin is transitioning to a new strategic role, and the river advocacy nonprofit has begun a search for new leadership
Making local tourism sustainable
What does a catchphrase like "sustainable tourism" mean here in Western North Carolina? How do you make it work at the ground level? Local businesses, organizations and public officials weigh in on what such a model might look like in the region.
Celebrating Earth Day in and around Asheville
Western North Carolina is home to a number of Earth Day-related festivities and programs. Here's a rundown of some of the most notable events.
Get in Gear Fest showcases local manufacturers
The second annual Get in Gear Fest comes to Asheville's River Arts District Saturday, March 19. Hosted by the Outdoor Gear Builders of Western North Carolina, a local trade group, the event will give attendees a chance to meet with representatives of over 20 local companies, helping them understand the passion and technology behind the […]
Conscious party: Green Friday's al fresco alternative to holiday shopping
"There are many people looking for things to do that day for whom Black Friday is completely out of the question," says RiverLink's Dave Russell. "For them, fresh air, exhilaration and supporting causes such as RiverLink are a win-win-win."
Smart bets: Of Time and the River
Meet the potamophilous visual artists during an opening reception at Sol's Reprieve on Thursday, Oct. 15, or enjoy a free perusal until Sunday, Oct. 19.
Smart bets: The Lee Boys
The Lee Boys help close out the final RiverMusic installment of the season Friday, Oct. 9. Music starts at 5:30 p.m. with Lyric; Fred Wesley & The New JBs headline at 8:15 p.m.
Smart bets: RiverFest
RiverLink's annual RiverFest is on Saturday, Aug. 8. The full day of live music, food trucks, Sierra Nevada beer and more begins at 11 a.m with the Anything that Floats wacky raft race.
30 Days Out: a look at upcoming concerts
There's a simple and straightforward theme around this edition's picks. All four shows are worth paying to see and hear, but all four shows are FREE. And they all start and end at a family-friendly hour.
Costs and benefits: What's the price of riverfront revitalization?
In her landmark 1955 book, The French Broad, Asheville author Wilma Dykeman said the river was "above all, a region of life, with all the richness and paradox of life." She described a watershed rich in flora and fauna, ranging from the "fertile fields and gentle fall" through Transylvania and Henderson counties to the sudden "plunge between steep mountains" around Asheville, "strewn with jagged boulders."
If the creek don't rise: Flooding, money and politics in the River Arts District
City plans to improve infrastructure, expand public space, increase access and encourage private development in the River Arts District have triggered considerable controversy. Xpress reached out to the city, RAD business and property owners, and organizations involved in the now flourishing area's revitalization to try to answer some key questions.
French Broad River Festival and RiverMusic return
It's official. Festival season is here, marked by two favorite local spring celebrations. Both show boatloads of love for the French Broad River: RiverLink's RiverMusic series, which began in 2012, and French Broad River Festival, now in its 18th year of raising river awareness.
RiverLink releases 2015 lineup for free RiverMusic concert series
2015 marks the fourth year of River Link's al fresco music series aside the River Arts District's beloved French Broad River. The concerts, held on five separate Friday evenings from May through October, "assemble a top notch mix of quality national acts and local favorites" at no charge to attendees.


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A newly established real estate agency has garnered the expertise and network of the renowned fast-food king who introduced Australia to the likes of KFC and Pizza Hut.
Bob Lapointe has been appointed chair of Hello Real Estate, to create a "disruptive business model to change the way houses are sold".
Mr Lapointe is well known for introducing Australia to fast food, establishing KFC, Pizza Hut, Sizzler and numerous other brands.
He has also dominated the thoroughbred industry, leading to highly successful racing partnerships and the establishment of Muskoka Farm on the Hawkesbury River - one of Australia's most outstanding race horse conditioning facilities.
Speaking to Real Estate Business, Phil Horan, the founder of Hello Real Estate, said Mr Lapointe has been heavily involved in two things, firstly start-up businesses, and secondly, disruptive business models.
"Bob has a CV as long as your arm and I have known him for a long time through business and was fairly certain he would be interested in what Hello is doing," he said.
"He is not a token appointment; he is a type of person that once he gets in he gets his hands dirty and rolls up his sleeves.
"He is well connected through business and he is also well respected, so obviously his involvement with us will have a really positive effect on the business," he added.
Mr Horan said he developed Hello Real Estate, which helps people sell their residential properties for a fixed fee and has offices in Sydney and Adelaide, because the time was right.
"Buyers and sellers are using technology to inform themselves more than ever before," he said.
"Gone are the days of vendors hiding in the local coffee shop, separated from buyer contact whilst the agent negotiates on their behalf.
"Hello is capitalising on this shift to bring buyers and sellers together to create a very different sales experience."


text: Once the Orioles begin interleague play in National League ballparks, where the designated hitter is not used, 29-year-old infielder Oscar Salazar finally could return to the majors. It's been a while. Salazar appeared in eight games with the Tigers in 2002, batting .190 in 21 at-bats. Injuries kept him down the next few years, but he's on the rise again.


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Best Of :: Sports & Recreation
Three days before Major League Baseball's July 31 trade deadline, the Rangers were dead. Deader than dead. They were five games below .500 and eight games behind the American League West-leading Houston Astros. But in the succeeding six weeks, the team went out and got the best pitcher available on the trade market (Cole Hamels) and caught up with the Astros. Despite being beset by injuries — the team's best starting pitcher, Yu Darvish, won't start a game this year — the Rangers have given DFW baseball fans one of the sport's tastiest delicacies: competitive, tense games throughout the last month of the season. No one saw it coming, but new manager Jeff Banister and his players have made it happen.
For days when it's too hot to finish your whole workout at White Rock Lake, the newly renovated YMCA White Rock facility nearby offers a much more comfortable alternative. Sure, there's the standard selection of aerobic equipment and weights available here, just like at any other gym, but the White Rock YMCA is unique. Thanks to a $3 million donation from an anonymous rich person last year, this YMCA location was able to install an outdoor swimming pool and accompanying "spray park," perfect for people who have small children who can't yet swim. A YMCA membership also buys gym-goers access to a wide array of classes — from standard exercise classes to more eccentric lessons, such as one that will teach you how to use essential oils in your home. Spacious, clean locker rooms and free coffee in the lobby make this location a comfortable place to recover after your workout.
The steep terrain around Lake Grapevine is popular with mountain bikers, but its rocky curves make it an equally challenging spot for hikers and joggers (just watch for the cyclists). The trail runs for 10 miles on the north side of the lake (30 miles northwest of Dallas), where you can also find lakefront camping, kayak rentals and other outdoor activities. In our otherwise pancake-flat North Texas landscape, this trail offers some of the best up-and-down hiking in a natural setting.
Bowlounge was borne of an old bowling center in East Texas. But some dandy folks bought it, took it apart, shipped it to the Dallas Design District and put it back together as a super-groovy vintage bowling alley. With 12 regulation-length maple-and-pine lanes, Brunswick pin-setters and vintage automatic scoring, it's retro cool and shabby chic. It's got good, cheap drinks, Twisted Root burgers, fried pickles and fried Moon Pies, too, along with 40 beers on tap, old video games, new pool tables and other nifty accoutrements. Whether you're knocking 'em down or knocking 'em back, it's so fun here, you won't want to split.
The Meadows Foundation Dog Park, also nicknamed the Swiss Avenue dog park, is tucked among stately houses, some a century old. Clean, lush and green, with grass that dogs love to roll around in, the park is quiet and the regulars (both canine and human) use it as an outdoor gathering spot to socialize or casually catch up on neighborhood news. Surrounded by a cute white fence, and with some benches for dog owners to use, this little park is a swell place to take Scruffy off his leash for a romp. The walk home down a low-traffic, tree-lined boulevard is its own reward for man and beast.
Led by cyclist/activist Jonathan Braddick, this occasional ride is a laid-back tour of local breweries, attracting all levels of riders with its leisurely pace. Braddick starts the Dallas ride at the Continental Bridge. The one in Fort Worth starts at T&P Station, reachable by public transpo. Even in chilly February, a Dallas brewery ride drew 500 cyclists following Braddick on bikes cheap and/or fancy, cruising from brewery to brewery down Riverfront Boulevard. Braddick, president of the Dallas Bicycle Coalition, has done a half-dozen tours so far, along with a bike-in vegan dinner and film event, and some tours of historic areas of Oak Cliff. (He announces the rides on his Facebook page.) The rides are all free and the breweries offer his groups discounts. Way to peddle a great pedaling idea.


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Rocket Internet LPV %
- Daniela Clarke
- 2 years ago
- Views:
1 Annual Report 2014
2 Key Figures Financials (in EUR million) Change % Rocket Internet Group Sales % EBIT (earnings before interests and taxes) % Cash and cash equivalents 2, % Consolidated net loss / income for the year % Consolidated net income for the year before extraordinary costs ¹ ) % Rocket Internet SE Sales % EBIT (earnings before interests and taxes) % Cash and cash equivalents 1, % Net loss / income for the year % Net loss / income for the year before extraordinary costs ¹ ) % Last Portfolio Value (in EUR billion) Dec 31, 2014 Oct 2, 2014 Change % Rocket Internet LPV % Key Performance Indicators (in million) Change % Rocket Internet network of companies Proven Winners Total orders / transactions ² ) % Active customers ³ ) % Net revenue (in EUR million) 4) 1, % 6) Emerging Stars Total orders / transactions 5) % 1) Consolidated net income and net loss / income for the year plus consolidated extraordinary expenses of EUR 34.4 million (none in 2013) and extraordinary expenses of EUR 34.6 million (none in 2013) respectively. 2) Figures shown represent the sum of total number of orders for Dafiti, Jabong, Lamoda, Namshi, Home24, Westwing and foodpanda, total number of transactions for Zalora, Lazada, Linio and Jumia and total number of servings for HelloFresh. 3) Figures shown represent the sum of total number of active customers (last twelve months) for Dafiti, Home24, Jumia, Lamoda, Lazada, Linio, Namshi, Westwing and Zalora and total number of active subscribers (last three months) for HelloFresh; no data included for Jabong and foodpanda. 4) Figures shown represent the sum of the individual revenue of all Proven Winners; revenue that was originally reported in local currency was converted to Euro using average exchange rates. 5) Figures shown represent the sum of total number of transactions for CupoNation and PAYMILL, total number of orders for FabFurnish, Zanui and TravelBird and total number of bookings for Wimdu; no data included for Helpling, Lendico, Zencap and Traveloka. 6) Growth rate shown is calculated using constant exchange rates. Further Information on the Report Further Information on the Internet
3 What Drives Us Our Mission is to Become the World s Largest Internet Platform Outside of the United States and China. We believe that the Internet fundamentally changes the way people live, work and consume. We want to be the home screen for mobile users around the world. We are company builders and operators. We seize market opportunities by creating global leaders. Our markets are complex, and we embrace that. Our team shares a passion for pace and the drive to go further than anybody else. We want to inspire and enable international young talents to become the entrepreneurs of tomorrow. We do what we love and what we are best at: We build great companies that provide convenience, efficiency and opportunity to people around the world. Entrepreneurship. Technology. Passion. Speed. We are Rocket Internet.
4 Content 1 2 Letter to Our Shareholders About Rocket Internet Rocket Internet Companies 4 Oliver Samwer about Rocket Internet s Financial Year 2014 and Outlook 10 Our Strategy 14 Our Global Footprint 16 Our Business Model 22 The Rocket Internet Platform 34 Entrepreneurs in the Spotlight 36 Employees 38 Rocket Internet Stock Information 41 Report of the Supervisory Board 49 Our Companies Introduction 50 Proven Winners 76 Emerging Stars 88 Concepts 92 Regional Internet Groups 98 Strategic Participations 98 Other Investments
5 3 4 Consolidated Financial Statements Combined Management Report 100 Consolidated Balance Sheet 102 Consolidated Income Statement 103 Consolidated Statement of Cash Flow 104 Consolidated Statement of Changes in Equity 106 Notes to the Consolidated Financial Statements 106 General Information 106 Consolidation Group 116 Accounting and Valuation Methods 118 Currency Translation 118 Consolidation Principles 119 Notes to the Consolidated Balance Sheet 138 Notes to the Consolidated Income Statement 139 Other Disclosures 142 Consolidated Statement of Changes in Fixed Assets 145 Fundamentals of the Company and the Group 145 Business Model 150 Research & Development 150 Economic Report 150 General Economic and Sector-Specific Conditions 153 Course of Business 154 Rocket Share and Capital Structure 154 Position of the Group 160 Position of the Company 162 Financial and Non-Financial Performance Indicators 163 Events after the Reporting Date 164 Forecast Report, Report of Opportunities and Risks 164 Forecast Report 165 Risk Report 167 Opportunities Report 168 Risk Report Concerning the Use of Financial Instruments 168 Risk of Default 169 Liquidity Risk 169 Currency Risk 169 Dependent Company Report 170 Audit Opinion
6 4 ANNUAL REPORT 2014 LETTER TO OUR SHAREHOLDERS ABOUT ROCKET INTERNET Oliver Samwer, Chief Executive Officer Dear Shareholders and Friends of Rocket, 2014 has been a year of great achievements for Rocket Internet. We reached a key milestone in the company s history with our Initial Public Offering ( IPO ) on the Frankfurt Stock Exchange on October 2. The Rocket IPO has been the largest European Internet IPO ever. Access to the capital markets is key as it enables us to continue seizing the opportunities ahead. We have stayed true to our strategy of taking proven online business models to the markets outside of the United States and China as we strongly believe that the best is still to come for Rocket and its companies. The online economy is still in the early phase of its development, particularly in most of the emerging markets where we expect it to capture a more significant market share in a shorter period of time. This is why we are focused on creating value over the long term. We are looking to build companies with market leading positions as higher market share leads to higher returns. EUR 3.1 billion LPV as of Dec 2014 Our strategy of building companies on the basis of proven models with our unique operating platform provides an attractive balance between minimizing risks and optimizing returns. This is evidenced by the increase in value for our shareholders. Between the IPO and year-end, we increased the Last Portfolio Value ( LPV ) of our companies by EUR 0.5 billion from EUR 2.6 billion to EUR 3.1 billion. We believe that the Internet will transform people s lives everywhere. Rocket targets a very wide-reaching market with a population of 5.4 billion people in the countries it serves. These countries are home to 75 percent of the world s population and about 75 percent of all global mobile phone users. We are well positioned in these countries to capitalize on five global megatrends: Exponential growth in online consumption, booming smartphone penetration, younger populations of digital natives in emerging markets, a growing middle class further driving Internet consumption, and the ability of Internet technology to leapfrog the development of traditional physical retail infrastructure in developing countries.
7 ROCKET INTERNET COMPANIES CONSOLIDATED FINANCIAL STATEMENTS COMBINED MANAGEMENT REPORT 5 > 30,000 people work in the Rocket network in 2014 Therefore, our mission to meet the growing demand for a wide range of consumer Internet services in countries around the world remains in place. Rocket will continue to study Internet consumption trends and to use its unique operating platform to build proven Internet business models in new, underserved or untapped markets, scaling them into market leading companies. We will make investment decisions and allocate capital in a significant way where we see a sizeable market opportunity coupled with the potential for building a market leader. Furthermore, we will continue to invest in our platform. We are now active in more than 110 countries on six continents, our network of companies now employs more than 30,000 people and we have intensified existing and formed new stra tegic partnerships. Our companies continue to execute their respective strategies and grow rapidly. At this stage of development, the focus of most of our companies remains on growth. Scale and market leadership continue to be key to creating a long-term viable online business. Nevertheless, we never lose sight of building profitable and cash flow-positive businesses. Our Proven Winners have continued to strengthen their market positions and have been very successful in securing external funding to support their growth. We are proud that Lazada has been able to win Temasek as a key shareholder and has grown Gross Merchandise Volume ( GMV ) by 305% to USD 384 million in HelloFresh s net revenue amounted to EUR 70 million in 2014, a 380% increase compared to Westwing expanded to 5 new countries and showed strong top-line growth while improving its margins. These are just a few examples of the outstanding results achieved by our Proven Winners in new business models in 2014 Furthermore, we focus on identifying and rolling out new companies. In 2014, we achieved our goal of launching ten new business models. Amongst those has been Helpling, which we have classified as an Emerging Star as it operates in eight countries (plus another three that are owned by Regional Internet Groups) and already had a yearly GMV run rate of close to EUR 8 million in Q In addition to focusing on our network of companies and the launch of new business models, we stay attuned to market trends. This ensures that we and our companies remain at the forefront of the development. Technology 4.4 billion visits to Rocket websites and apps in 2014 The heart of Rocket is technology. Thousands of engineers at Rocket and our companies around the globe develop and optimize our web and mobile applications. Through the products that we have built, we interact closely with our millions of customers. Total visits to Rocket websites and apps nearly doubled in one year, increasing from 2.4 billion to 4.4 billion visits. All in all, we sent nearly ten billion s and newsletters to our customers and are ranked number one for over 171 million keywords in search engine marketing. Whilst focusing relentlessly on providing the best customer experience and service, we remain just as focused on monitoring the performance of each individual business. Our technology platform and the data output are the basis for the highly analytical approach not only to building but also reviewing the performance of each business. In turn, that analysis enables us to make the right capital allocation decisions to support a promising business and withdraw from a business that does not meet expectations. Mobile Access Whilst the trend in developed markets is moving towards a multi-screen environment, Internet penetration in emerging markets is driven predominantly by the smartphone. Hence, our main focus in product development has been the shift to the mobile usage of the Internet. In 2014, the percentage of mobile sessions amongst all visits to our websites more than doubled to 34 percent, and we believe this trend will continue in Notably, this transition to mobile enables our companies to offer new features and services that are targeting the needs of the digital-first consumer. We also see that mobile users are more engaged, as they use our
8 6 ANNUAL REPORT 2014 LETTER TO OUR SHAREHOLDERS ABOUT ROCKET INTERNET applications more frequently than desktop users, enabling our companies to build stronger customer relationships. Overall, mobile presents a massive opportunity for Rocket, and we will continue to focus on and invest in mobile in Employees Our achievements have been the result not of one single individual but of a large group of outstanding and hard-working people both at Rocket and at our network of companies. I feel privileged to work with such a group of dedicated employees and we will continue to focus on hiring the best of the best, as people are at the core of everything we do. Outlook for 2015 We are a highly entrepreneurial company. This means that we run harder, set our aspirations higher and are never satisfied with past achievements. This can do approach has served us well and will help us achieve the next milestones. Given that we operate in a rapidly changing environment, we will remain alert and flexible in our approach. We empower our employees and the co-founders of our companies so that they take ownership and embrace the challenges they are facing in a rapidly moving environment. In the first months of 2015, we have already completed a couple of major steps towards further developing our company. We changed our legal form from a German Aktiengesellschaft (AG) to a Societas Europaea (SE). This reflects the international set-up of Rocket while emphasizing our strong links to Germany and Europe. Likewise, we have recently taken significant steps in creating another Internet giant. Just like the Global Fashion Group in fashion, we have established the Global Online Takeaway Group as a leader in the online food takeaway market food & grocery being in our view the next frontier of the Internet economy. This is consistent with the approach of investing our capital where we see the opportunity to build market leaders in the most significant online markets. Our core strategy will remain one of continued investment in growing our network of companies, our own proprietary technology, our geographic footprint, our infrastructure and processes and our outstanding people around the globe. After a successful year like 2014, we remain convinced that Rocket is extremely well positioned to capture the opportunities offered by Internet commerce, particularly in the emerging markets, and to become the leading global Internet platform outside of the United States and China. We would like to thank our employees and the co-founders of our network companies for their dedication as well as our shareholders, business partners and customers around the globe for the trust they have placed and continue to place in us will be another exciting year for Rocket. Our journey has just begun. Berlin, April 2015 Oliver Samwer Chief Executive Officer Rocket Internet SE
9 ROCKET INTERNET COMPANIES CONSOLIDATED FINANCIAL STATEMENTS COMBINED MANAGEMENT REPORT 7 01 Oliver Samwer, Chief Executive Officer 02 Peter Kimpel, Chief Financial Officer 03 Alexander Kudlich, Group Managing Director
10 8
11 9 1 About Rocket Internet Content 10 Our Strategy 14 Our Global Footprint 16 Our Business Model 22 The Rocket Internet Platform 34 Entrepreneurs in the Spotlight 36 Employees 38 Rocket Internet Stock Information 41 Report of the Supervisory Board
12 10 ANNUAL REPORT 2014 LETTER TO OUR SHAREHOLDERS ABOUT ROCKET INTERNET Our Strategy With its network of companies, Rocket Internet is active in more than 110 markets Our Strategy Rocket Internet started in Berlin in 2007 with just four employees and two consumer brands and an initial investment of EUR 0.5 million. Since then, Rocket has evolved into a unique platform that systematizes and accelerates the process of identifying, building and scaling proven Internet models with predictable, consistent and repeatable output in complex markets
13 ROCKET INTERNET COMPANIES CONSOLIDATED FINANCIAL STATEMENTS COMBINED MANAGEMENT REPORT Together with our strategic partners we shape the future of mobile retail T he company has grown significantly. As of December 2014, Rocket Internet and its companies were active in more than 110 countries with more than 30,000 people. Rocket Internet was listed on the Frankfurt Stock Exchange on October 2, 2014, and, as of December 31, 2014 had a market capitalization of EUR 7.9 billion. We continue pursuing our mission to become the world s largest Internet platform outside of the United States and China. The central elements of Rocket Internet s strategy for achieving this mission include: Mastering the Complexity of Our Markets and Localizing Across Every Dimension. Our target markets are very complex due to the lack of infrastructure, differing requirements for logistics, suppliers and sourcing arrangements, specific requirements concerning payment methods, challenging legal and tax systems, and demanding customer acquisition processes. We believe that our willingness to overcome these obstacles, to embrace and master this complexity, will be rewarded by superior economics, higher market share due to less competition and higher bargaining power. Therefore, we intend to continuously evolve from an Internet company into a business with a larger span of the value chain by adding logistics and infrastructure competence across our network of companies. Capturing a Large Share of the Consumer Wallet by Leveraging the Mobile Ecosystem to Benefit from the Smartphone Revolution. Our companies operate in a large number of sectors, covering a significant portion of a consumer s online retail and services wallet via a multitude of different business models. With our mobile apps, we seek to own the mobile home screen in emerging markets and beyond. To achieve this, we continue to leverage our strong strategic partnerships with some of the largest mobile telecom operators in our focus regions providing us with access to a mobile subscriber base, significant physical distribution networks and billing relationships as well as pre-installation of our mobile apps on their smartphones. Growing our Existing Network of Companies. We plan to further expand the size and scope of our network through targeted growth initiatives designed to support our objective of owning the largest possible share of consumer spending in our markets. These initiatives include: (1) Growing our existing companies by developing and promoting their value proposition to their customers. (2) Expanding country coverage by leveraging the presence of our network of companies throughout our target markets as well as the expertise and strategic support of our local partners. (3) Building new business models within our current sectors. Currently, we mainly operate in four focus sectors: ecommerce, Marketplace, Financial Technology and Travel. However, we are constantly looking for additional proven business models that satisfy basic consumer needs online. We currently plan to broaden our presence in these four focus sectors by launching more than ten new companies each year. (4) Increasing our sector coverage by converting offline offerings of consumer products and services into online business models or allowing customers to leapfrog the development of corresponding offline offer-
14 12 ANNUAL REPORT 2014 LETTER TO OUR SHAREHOLDERS ABOUT ROCKET INTERNET Our Strategy 01 ings, particularly in emerging markets, such as mobile urban on-demand services in densely populated areas. (5) Benefiting from strong and increasing network effects across our platform and our network of companies in four dimensions: Sourcing, knowledge sharing and crowdsourcing, customer acquisition, and talent attraction. The larger our network the more our companies benefit from these network effects. (6) Building new companies based on network effects. As our network grows, we will be able to build companies based on the network effects. We may, for example, decide to build advertising, payment, big data or analytics companies that initially serve our own companies and then also third parties. Retaining and Expanding Ownership in the Network of Companies. Rocket Internet s network comprises companies at different maturity stages. When they are launched, we typically own directly or indirectly 80% to 90% of the shares in our companies, with the remainder set aside for management equity participation. In subsequent financing rounds, we bring in external equity financing, which is provided by our local strategic partners as well as strategic and financial investors. As we firmly believe in the business models we launch, we seek to retain a larger share of the absolute value creation and therefore intend to maintain relatively higher ownership stakes or control in many of our companies. We will continue to participate in financing rounds across our network of companies and also selectively purchase additional stakes through secondary transactions. Pursuing a Balanced Strategy of Continued High Growth in Combination with Improved Profitability Over Time for Our Proven Winners. Our aim is to achieve leadership in the markets and sectors that we enter, and we are willing to sacrifice profitability at the beginning for a strong market position. We continue to invest in our product portfolio, the customer experience as well as infrastructure and logistics capabilities. Over time, the focus shifts to an equilibrium between growth and market share on the one side and unit economics and profitability We believe in the business models we launch all over the world on the other. We generally aim for our companies to reach break-even at EBIT level within six to nine years after launch. Complementing Organic Growth with Selective Investments when Attractive Opportunities Arise. Our focus is and always has been to identify, build and scale proven Internet models and to turn them into market-leading companies. The breadth of our network will result in new opportunities for investments in external growth. We will carefully consider opportunities that arise where such a transaction allows us or our network of companies to strengthen market positions, to enter new markets or segments or to gain important product knowledge or expertise. Our strategic approach is bolstered by certain megatrends that drive growth in our markets: The demand for online services that meet basic needs is growing exponentially especially in emerging markets where Internet penetration is still low. The smartphone revolution provides wide-spread Internet access and allows us to meet that demand, in all corners of the world. The population in many of our markets is younger than in the United States which we believe increases the potential for Internet-based business models.
15 ROCKET INTERNET COMPANIES CONSOLIDATED FINANCIAL STATEMENTS COMBINED MANAGEMENT REPORT The middle class in many of our emerging market economies is expected to grow strongly and as a result, we anticipate a substantial increase in discretionary consumer spending. The offline retail infrastructure in many of our target markets is underdeveloped. Hence, ecommerce businesses are likely to leapfrog the development of the offline infrastructure with consumers purchasing online and thus to capture a larger share of the consumer wallet than in countries with significant established offline competition. Building Market Leaders by Organic Growth and Selective Investments Rocket Internet constantly monitors the developments in highly promising online market segments such as ecommerce, Marketplaces, Financial Technology and Travel. In ecommerce, we focus on the key areas of fashion, general merchandise, home & living as well as food & grocery. With our operational platform and our expanding network of companies, we are uniquely positioned to capitalize on the growth of Internet commerce in emerging markets and around the globe. The pace of innovation, rapidly changing consumer behavior and technologies bring enormous opportunities, significantly accelerating the prevalence of Internet-enabled business models. As such, the food & grocery segment became a key focus for Rocket in the first quarter of With a rapidly growing global market estimated at about EUR 324 billion currently, Rocket views the segment as the next frontier of ecommerce. By investing in our Proven Winner HelloFresh and forming the Global Online Takeaway Group consisting of a stake of close to 40% in Delivery Hero, Pizzabo in Italy, La Nevera Roja in Spain and in the future the stake in our Proven Winner foodpanda, we have paved the way to become a leading global player in this industry. The recent investments fit well with our core strategy of identifying and building new business models, as well as investing in our existing network of companies, our own proprietary technology, our geographical footprint, our infrastructure and processes, and in our outstanding people around the globe.
16 14 ANNUAL REPORT 2014 LETTER TO OUR SHAREHOLDERS ABOUT ROCKET INTERNET Our Global Footprint Our Global Footprint LATIN AMERICA 7,800 HEADCOUNT Sao Paulo Rocket Internet and its network of companies are active in more than 110 countries around the globe with more than 30,000 people. You find our companies and local offices in many of the world s emerging capitals and cities.
17 ROCKET INTERNET COMPANIES CONSOLIDATED FINANCIAL STATEMENTS COMBINED MANAGEMENT REPORT RUSSIA & CIS 4,200 EUROPE HEADCOUNT 5,300 HEADCOUNT London Berlin Paris Dubai New Delhi Lagos Singapore AFRICA & MIDDLE EAST 4,300 HEADCOUNT ASIA-PACIFIC 9,300 HEADCOUNT 15
18 16 ANNUAL REPORT 2014 LETTER TO OUR SHAREHOLDERS ABOUT ROCKET INTERNET Our Business Model Our Business Model We have developed an operating platform for building and scaling online companies that address basic consumer needs through Internet-based business models. Taking proven models to new places, we target a market with 5.4 billion potential customers in all countries outside the United States and China We build our companies in order to create sustainable value
19 ROCKET INTERNET COMPANIES CONSOLIDATED FINANCIAL STATEMENTS COMBINED MANAGEMENT REPORT 17 We are Entrepreneurs. Our companies operate in a large number of sectors and aim to maximize our share of a consumer s online and, in particular, mobile retail and services wallet. We use a four step process when building our companies in order to create sustainable value. Throughout this process, we provide our companies with strategic, operational and funding support. Identify. The first step of our business development process is to identify proven Internet business models and potential target markets. We do not passively wait for founders to approach us with ideas for potential companies. Instead, we actively search for proven business models that have attracted significant funding from well-known investors, have achieved observable operational traction and have been successful in other regions of the world. Hence, they show all the attributes that limit customer adoption risk when implemented in a new target market. For these business models, we then identify target markets, which are fast-growing and feature no or limited competition, where we believe we can quickly achieve a market leading position. The local expertise and operational excellence of the more than 30,000 people across our network are a critical component in this process. Once a potential business model and target markets have been identified, we evaluate the model based on its suitability for each region and decide whether or not to launch. Based on this analysis, the decision to move forward is taken without unnecessary delay by a launch committee consisting of the Management Board of Rocket as well as key functional and regional experts. Build. Once the decision has been made to launch a new business model, our company building follows a highly standardized process, which allows us to take advantage of network effects and synergies across our platform and network of companies. Our company building process is based on best practices that we have developed in the course of building and launching our current network of companies and the commonalities that we have identified across the 20 business models that we have developed to date. Our development process is driven by standardized steps including the division between centralized and localized processes. Processes provided by the local teams focus on on-the-ground implementation, while our centralized functions provide the functional set-up of the new company, such as the IT infrastructure. Our typical timeframe allows for a new company to be operational within 100 days from decision to launch. Scale. Once a new company has been launched, we focus on rolling out the business model to the relevant target markets. It is our goal to be first-to-market and to grow a company as quickly as possible in order to be able to achieve a leadership position in the markets in which the company operates. We believe that our regional strength and the features of our platform allow us to implement and expand faster than our peers. Thanks to our platform and our geographic footprint, we are able to orchestrate a rollout to many countries in parallel, while independent start-ups typically engage in sequential rollouts. Within each market, we focus on scaling and growing our companies to market-leading positions. Our growth culture is focused on the key principle of measure and optimize. We leverage very granular functional reporting and benchmarking of our companies to identify the leaders and best practices in specific functions, such as customer acquisition and customer relationship management. We foster internal competition by sharing performance data amongst our companies. We also conduct ongoing market leadership reviews as we continue to scale our new companies, and have a well-defined and rigorous process for shutting down companies that have not met expectations. We believe that we have consistently scaled our companies more quickly than our peers and that our highly
20 18 ANNUAL REPORT 2014 LETTER TO OUR SHAREHOLDERS ABOUT ROCKET INTERNET Our Business Model 01 standardized business development process will continue to provide us with learning curve advantages and synergies across our network. Sustainable Value Creation. Historically, we have created significant value for our shareholders by actively managing key risks encountered in setting up and building companies. Our focus on proven models has enabled us to significantly reduce customer adoption risk. As we roll out a business model to new regions and countries, we minimize competition risk as we will only enter markets where a competitor has not yet established a significant presence. Furthermore, our operating platform including our functional and regional experts allow us to mitigate the execution risk in building and rolling out a company. As we act as founders of our companies, we are able to benefit from founder economics. We retain major stakes in companies with limited initial equity capital investments. These limited investment amounts allow us to build and maintain a diversified network of companies. In addition, we minimize our risk of losses as we do not hesitate to shut down companies and/or markets that do not meet expectations. We believe that we have been able to create exceptionally sustainable value over the last couple of years due to the unique nature of our platform, which can be summarized as follows: We take proven models into new markets to fulfill basic online and mobile consumer needs globally but mainly outside of the United States and China. We identify suitable business models and intend to launch more than ten new companies per year, on average. We limit the business concept risk by taking proven basic consumer needs-based business concepts to underpenetrated markets. Our companies target a significant share of the consumer wallet. We have accumulated significant operational expertise with our operating platform, consisting of our infrastructure, processes, network and technology. Our ability to quickly bring new companies to market positions us as one of the first movers and we benefit from leadership positions, economies of scale and higher margins. To master the complexity of our markets, we have built a unique Rocket Internet ecosystem. A strong set of regional strategic and commercial partners
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text:
Question: Would you buy a "buyback?"
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Officially Welcomed to the 'Fest
Location: FL
Join Date: Jul 2010
Posts: 780
Mein Auto: 2013 550i
View My Garage
i wouldnt necessarily not a buy one. you really have to look into why it was bought back. in the E60 forum there are many people who bought lemoned cars and couldnt be happier. they were lemoned because of the HPFP and were fixed with the new fuel pump. so in reality their cars are perfectly fine. you dont want to buy one with a bunch of phantom issues (ie, wont start, stops sporadically, etc); things that cant be easily duplicated and fixed. you can save thousands and have many years of trouble free motoring; yes i said many years, because you have to keep in mind that your re-sell value will take a significant hit so you need to plan on keeping it for a while to make any sense financially (ie whats the point of saving thousands initially only to lose thousands at re-sell?)
2014 BMW 435i M-sport, BSM/Coral 6spd
2013 BMW 550i M-sport, Alpine white/Cinnamon (retired)
2012 BMW 535i M-sport (retired)
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Find all threads started by omaralt
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Reality Sets In: Sandy Victims Begin Costly Clean-Up
316 results for 'snow'. Showing results 181 - 198
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text:
- Description
- View Full Specifications
2004 St. Francis 44
- Year:
- 2004
- Length:
- 44'
- Engine/Fuel Type:
- /
- Located In:
- Trinidad and Tobago
- Hull Material:
- Fiberglass
- 38346-2922939
- Current Price:
2004 St Francis 44 MK II
Being there for her launch and having sold her to her two previous owners, I can say without doubt that Manga Rosa is the finest St Francis 44 MkII ever launched!
Whilst St Francis Marine is renowned for building top quality, ocean-going catamarans, her first owner decided he wanted to take the best and make it even better. Lighter, stronger and with the best finishes possible. Hull, deck and modules were supplied by St Francis Marine and the rest was completed by High Tech Yachts in Cape Town, specialists in custom composite yachts. What followed, was a truly remarkable example of a 44 MK II. Instead of the usual rough fairing and stipple painting of the interior fibreglass surfaces, as is the norm, her owner wanted perfectly faired interior surfaces. The result is a hugely labour intensive, beautifully faired interior with a very smooth matt finish. Her joinery is top quality. An aesthetically pleasing, custom designed and professionally built foam core bimini top was added to finish her off. She is certainly one of a kind and a must see!
Manga Rosa, originally Utopia, remained virtually unused, yet professionally maintained, until 2012. She still had that factory-new smell and her engines had under 300hrs! She then sailed from Cape Town to the Caribbean, followed by a crossing to Europe. Her current owner has sailed her back to the Caribbean.
It is claimed that of all production catamaran builders, St Francis Marine has the highest percentage of boats built, completing circumnavigations. Exceptional seaworthiness, ease of handling and proven design and construction, makes this boat the ideal choice for those sailors wanting to explore well off the beaten path.
With plenty of solar, wind charger, water maker, lithium battery and much more, Manga Rosa is ready to take her next lucky owner on new adventures.
For more information on this beautiful St Francis, or to arrange a viewing, contact Carl.
Contact - Carl Olivier
The Multihull Company - British Virgin Islands
Village Cay Marina, Road Town, Tortola British Virgin Islands
Phone: +1-284-441-3856
Fax: 215-508-2706
E-Mail: firstname.lastname@example.com
Please contact Carl Olivier at 215-508-2704 Fax: 215-508-2706
Additional Specs, Equipment and Information:
- LOA: 13,45m
- LWL: 12,1m
- Beam: 7,2m
- Draft: 1m
- Displacement: 7 Tonnes
- Mast height: 18.71m
- Diesel Tanks: 2 x 180 lt
- Water tanks: 2 x 170 lt
- Holding Tanks: 4 x 130 lt
- 2 x Yanmar 27hp diesels with SD20 sail drives (ONLY 1150 hours each)
- Autostream feathering, 3 blade, adjustable pitch propellers
Sails & Rigging
- Sparcraft aluminium mast and boom
- Stainless steel standing rigging
- Schaefer 2100 roller furler system
- Quantum mainsail, fully battened & roached
- Stack-pack and lazy-jacks
- Quantum furling genoa - 135%
- Storm jib
Electrical & Mechanical
- 2 x 105 amp/hr engine start batteries
- Lithium 200 amp/hr house battery (NEW in 2013) - given that 100% of the capacity is usable, it is equivalent to approx. 800 amp/hr's of conventional, not to mention heavy, deep cycle batteries. This results in huge space and weight savings and together with it's "black box" control unit, ensures many years of trouble-free use.
- 220v-110v voltage converter (2000 watt)
- 6 solar panels generating 790 watts
- Tristar MPPT solar regulator
- Airbreeze wind turbine (NEW 2012)
- Shore power cord
- Xantrex Link 2000 battery monitoring system
- L.E.D lighting throughout
- TV aerial
- Alarm with motion sensor and pepper spray
- 4 bilge pumps
- water heater
- hot and cold pressurised water throughout
- Echo-tech water maker - 50L/hr (NEW in 2013), with spare filters
- Raymarine Radar - 18", 48nm, (NEW Aug 2015)
- Raymarine A7 chart plotter/radar display (NEW Aug 2015)
- AIS Digital Yacht AIT3000 Class B transponder (NEW July 2015)
- VHF ICOM transceiver
- Epirb 406 MHz ACR
- Garmin GPSMap 421 Chart plotter at helm
- Cockpit compass
- Raymarine ST60+ (depth, speed, wind, temp) with GPS and auto pilot
- Auto pilot: Raymarine ST6001+
- 3 burner propane stove
- propane oven and grill
- gas Alarm
- twin sink with hot and cold water
- manual sea water pump
- 80 litre 12v refrigerator
- 115 litre 12v/220v freezer
- Gas leak sensor with solenoid shut-off
- 12.5kg and 13kg propane tanks
Deck & extras
- 2 x electric 52ST Andersen primary winches
- traveller winch (40)
- mast winch (44)
- 16 Weller deck hatches
- 7 Weller port lights
- primary anchor: Manson Supreme 35kg
- secondary Anchor: Fortress FX-37
- 2 x 8kg backup anchors
- 60m of 10mm chain
- Quick windlass - 1500W with remote control and chain counter in cockpit
- Assorted mooring lines
- Sea anchor
- 8 fenders
- 10' Caribe Dingy with 15hp 2 stroke Yamaha outboard
- dinghy davits (NEW in 2012 - very strong and designed to lift dinghy high for passage making)
- 4 auto-inflatable lifejackets
- 10 standard lifejackets
- 8 man liferaft ( capacity 8 persons ) with provisions (next service Sept 2016)
- flares
- first aid kit
- cockpit table capacity
- 2 scuba diving tanks
- diving vest and regulators
- stand-up paddle board with carbon fibre paddle
- portable steps for easy access to dinghy
- custom designed and factory built hardtop bimini on aluminium supports - one of only two built - lightweight yet very strong, to support 6 x solar panels and the weight of multiple people
- drop-down clear bimini sides as well as sunshade
- saloon window shades
- hatch covers
- fishing tackle
- portable vacuum cleaner
- high pressure cleaner
- various tools and spares
- washing machine
- 4 en-suite cabins - 2 queens forward, 2 doubles aft
- forward cabins have spacious heads, each with a sitz bath and shower
- beige leatherette saloon upholstery
- teak and holly flooring in hulls and high-quality carpeting in saloon
- her interior has been beautifully finished off in Maple, to a very high standard of workmanship
- superior quality fittings have been used throughout
- fans in each cabin
The Company offers the details of this vessel in good faith but cannot guarantee or warrant the accuracy of this information nor warrant the condition of the vessel. A buyer should instruct his agents, or his surveyors, to investigate such details as the buyer desires validated. This vessel is offered subject to prior sale, price change, or withdrawal without notice.
Other Boats from The Multihull Company
St. Francis
Corfu, Greece


text:
Helix Natural
$ 73.25
Wrapper: Connecticut
Binder: Honduran
Filler: Brazilian, Dominican, Honduran, Mexican
Country of Origin: Honduran
Cigar Strength: Mild - Medium-Bodied
Originally made and distributed by U.S. Tobacco, this cigar was part of the purchase of U.S. Cigar Sales by General Cigar Company. Helix is one of the milder Honduran cigars on the market.
You will find the overall smoke mild to medium-bodied. Each cigar is finished in a very light Connecticut Shade wrapper covering a blend of tobaccos created to deliver a full-flavored smoke, but not one with overpowering strength.