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The average term of our financing is just about 4 years. I think this topic is affecting everybody of us, either personally or business-wise or in both fields. The remaining areas are closed due to restriction of governments. And today, to give you this new information, we had information from the Prime Minister's office in Bucharest where it was, let's say, announced or at least they shared the opinion that an opening of the Romanian shopping centers might happen as well on the 15th of June, which is excellent news for us.

In May, we have not yet collected many, I'd say, properties in Poland where the rent collection comes due to the contracts normally more at the end of the month. Looking on the effects by country on the next slide, Slide You see that Romania -- retail in Romania was only This is the country where we have the still strongest effect. On our retail portfolio, in Slovakia, There is only 1 shopping center, VIVO!

In the other countries, almost all the retail schemes are opened. In some countries, cinemas and children playgrounds are not yet open, but we expect this to be solved as well during June. On the next slide, you can see the effect of our work in retail.

And on this graph on the left side, you can see the step down on the first -- the affected weekend in March. And this recovery -- first of all, we're happy about the recovery. Second of all, the analysis shows that retail parks are at the moment not preferred by consumers because they have direct access to the stores from the parking lot.

And compared to other public spaces, there is fewer points of contact with other people. And in addition, in our retail parks, we have mainly discount offer. The VIVO! That's why the way back is much slower here. But as I announced before, by the 15th of June, we expect as well in Romania the reopening of all shopping centers. Coming to the outlook. We have, already in the first days of March, taken a lot of operating measures, and we have continued this, and we continue even during what we say the new normal.

We have an intensive dialogue with our tenants, and we are, should I say, daily signing agreements, covering the full portfolio with our biggest tenants like Deichmann, KIK, Taco, Pepco, LPP and so on. I can say that we are one of the tougher landlords, but I think we are also very fair landlords. That's why we are coming to acceptable agreements from both sides.

We are doing a lot in marketing, online and off-line. We are having Facebook events in Romania, for example, with attendance of more than , people, and we are using our knowledge from the sophisticated visitor frequency analysis in our day-to-day marketing activities.

In the office sector, we supported our tenants with a lot of information and instruments in the way back to the office, how to use the office spaces to keep the distancing regulations, how to and where to place disinfection stations and other protective measures. Let me now give to Stefan for the financing measures. What have we done to further optimize costs in this COVID environment and to strengthen our already strong liquidity position?

We have disposed a couple of assets, cashing in here net, after repayment of debt, EUR 22 million in the first quarter. And we have earmarked another EUR million of assets that are shown in our balance sheet as available for sale or held for sale, and we work on further disposals in these difficult times. But we are here absolutely positive that we will further optimize our portfolio and get one of these other transactions done soon.

We have reduced our development pipeline and the current development project costs to a reasonable number of EUR 86 million, and we stopped new projects to save liquidity for the group. We also stopped all purchase activities, and we were able to do so without costs. Regarding maintenance activities, we did an analysis in the whole group, and we postponed not time-critical maintenance activities to We further worked on the reduction of operating costs and operating expenses.

And wherever possible, we try to grab savings from tax deferrals. Regarding measures in financing, I already mentioned that we, end of March, signed the EUR million revolving credit facility that further strengthens our already good liquidity position. And we discussed with our banks the deferral of installment payments on the bank loans. We have here already secured by signing contracts EUR This is about Let me now hand back to Dietmar.

Looking at our retail sector, the low occupancy cost ratios and the strong focus on affordable products makes us even more attractive for customers in these difficult times. And looking at our myhive brand, myhive, our quite successful office brand, and we have extended already during the last month, even before the COVID crisis, 1 more element to our myhive product is flexibility.

So we are offering for small companies but also for large enterprises. We offer flexible solution in terms of the space they are renting. We are offering different types of all-inclusive solutions where you can just take your notebook and go into the office and start your business. You can rent a copy machine, you can rent a printer. We deliver all the services to you.

And we as well offer fully furnished offices, which means lower investments for tenants. And as I mentioned already before, all-inclusive services, which makes you much more flexible in moving to offices. Ladies and gentlemen, this was the presentation of our Q1 results, and we are now ready for your questions.

How much was that? And what was the justification that the Supervisory Board granted this? So please understand that we are not able to comment on that. Regarding the amount, it was in line with the Austrian Corporate Governance Kodex that says it's a maximum of 2 years. But we will do -- as soon as the regulatory requirements are guaranteed, we'll be publishing in the Corporate Governance Kodex.

We expect that it's pretty much the same that Oliver Schumy had, right? His contract was done with the Supervisory Board, for sure, and I cannot tell you yet. Then, Stefan, you mentioned EUR million of further noncore buildings where you're working on potentially selling some of those, right? First part of the question is, is there anything to be said about that given that it's already, obviously, end of May?

Do you think you're going to have anything for us in Q2? And the second question is relating to the general impression. This is a question for both you and Dietmar. Where do you think are institutional investors right now? Because I think we went very fast from being very worried to, obviously, seeing the light. And the question is simply what is -- what are institutional investors going to buy now that bond yields are so low?

So are you receiving more incoming calls? Are people more interested in buying things from you? What is the general impression you have on the portfolio that, as we all know, is extremely high yielding? Thank you, Klaus. I think regarding the requests from investors, it's indeed the case that we have lots of calls also in the COVID situation now scheduled for the coming days.

A lot of, let's say, digital road shows and calls with investors. So we really see here a pickup again. When you look back a few weeks, the -- yes, let's say, the requests from investors quite dried up. But this is definitely strongly coming back at the moment. And we now with, I think, very strong Q1 figures also will happily take these calls and do our best in the next coming days.

Regarding the sales activities, I think Dietmar will comment on that. Klaus, the actual situation is that we are having 3 deals of a bigger size. We are in exclusive phase. They are ongoing, and there is also financing secured. So there will be no influence of the COVID crisis on this deal, and we expect signing of this deal in 8 to 9 weeks.

So this deal, I'm quite sure. We have 2 deals in Hungary where we are in an exclusive phase, and we are on the way to, let's say, finalize the SBA. These 2 deals as well, I'm quite convinced they will happen. Then we have 4 to 5 smaller deals where we are still selling smaller land plots, which are not substantial for our business or which are not possible for us to develop.

But these deals are of smaller size, and that's quite local deals, so they are as well not affected by the actual situation. Was that above book value? At book value? Can you comment on this? Regarding the revaluation loss, could you break down for us the effect of yield expansion and that of ERV adjustment for the retail assets? So basically, what we did, you know that we have an external valuation twice a year, and Q1 is an internal valuation.

Because of the COVID situation, we here were discussing the anticipated yield widening with valuers. And based on their reports, we had a look into our portfolio. So the range of yield widening that we executed is between 10 and 25 bps, depending on the asset class.

There is more devaluation in retail than in office, for sure. And as I said, the range is between 10 and 25 bps. So that's the parts that we have taken in this internal valuation. And what is going to happen in the future, I think, is to be seen and depends a lot on how transactions come back in the market.

We see still transactions, as Dietmar just explained, quite positive. And for those who are negotiated by us, we also see hardly any effect of the COVID situation yet on the price level. That's very helpful and actually preempted my next question. And we are actually negotiating these deals on the level from beginning of this year.

I think that there is maybe some fear more from the political side, but we don't share this view. So a broad indication, I think, it's really, really difficult. Deals that have been negotiated precrisis already, I think, have a very good likelihood to go through. New deals, I think, depends a lot who is the borrower. Then regarding dividend, is it possible to give some indication as to your thinking, especially in relation to leverage?

Would you see this as a strong reason to perhaps raising the dividend policy? We all don't know how the crisis will finally affect us, and we decided to postpone this decision to the half year results that we will publish end of August. Most of the programme — the user interface, the search engine — was designed by Antal Zombori himself. This became the TL4 sys- tem. In the meantime, they introduced services that were not yet known in the market: for example, providing accurate deliveries in a minute time interval.

In , a one-and-a-half-year planning and construction phase began with many challenges. The new warehouse was ready by the 20th anniversary of the company in October Back then, the appearance of such dimensions was quite unique in Hungary.

The Reydi Team The company emerged at the end of in an environment of high un- certainty. But, the flexibility, cour- age, and perseverance of its founders, brothers Dario Alfredo and Enrique Abel Pacheco, made it very resilient to the changes, a characteristic that is evident in the evolution of the organisation through- out its thirty years of existence. THE EVOLUTION Based on three very defined horizons adapted to the sector — respect for the commercial chain, reliable brands, and competitive prices — Reydi has a model that works in the long term and resists high fluctuation scenarios.

It is this model that the company uses for its customers. But before getting here, the company had to go through several stages, largely de- fined by the context of the time. The next step was to launch its own brand strategy with Reymax and to show customers the ben- efits of the logo and the support that comes with it, still this today. It was during these years that the company participat- ed in the most important and recognised events of the sector such as fairs and business rounds for the first time, both in Argentina and around the world.

The Buenos Aires branch was opened in the capital of the country, although the head- quarters remained in Mendoza. All work and efforts that had been accomplished until this point started to become integrated and strengthened. Dario and Enrique began to. In September of that year, Dario passed away. The characteristics of this stage of attention, focus on cli- ents, impact of recent events, and sus- tainability were also essential in manag- ing the COVID pandemic.

With the values of its founders and openness to current trends, KEY FACTS As Reydi turns 30, the company takes a look back at its successes and challenges as important aspects of its growth journey to the company it is today. Each person at Reydi has a special role, which is increas- ingly secure and sophisticated, stimulat- ing training and specialisation.

The past 30 years have shown the strength and stability of Reydi. Dario began to manage his illness in , and this incident pushed Enrique to delegate even more because he dedicated himself to his brother, his health, and his family. Only vehicles that are comforta- ble and a pleasure to drive have chances of succeeding in global markets. Globally, the laws are increasingly stringent re- garding reduction of emissions and fuel consumption.

It moved from port fuel injection systems to gasoline direct injection system and at the same time, OEMs tur- bo-charged engines as well as a lean burn concept. For these purpos- es, Bosch devel- oped spark plugs featuring a longer insulator for im- proved flashover re- length compensation, they are equipped with a so-called sistance.

For cup terminal. Regarding engines with modern gasoline direct injection, the ideal spark plug alignment towards the injection valve de- cides about accu- rate ignition of the fuel mixture. For the precise posi- tioning within the combustion cham- ber, Bosch spark plugs are equipped with a solid and non-com- pressible washer and a spe- cially orientated thread.

Since the coronavi- rus hit the world, companies in every sector have been turned upside down. Many have had to navigate lockdowns, reduced turnover, and other financial and opera- tional challenges. This has also left a mark on the Aftermarket battery business.

Therefore, decisive steps have been taken. Therefore, we informed our teams very frequently on new developments. In the leadership team we had daily COVID meetings to analyse the situation and to implement clearly defined health and safety meas- ures at all of our sites. It in- cludes an expansion of all digital channels to facilitate communication.

Clarios is continuously investing in enhancing its workshop support by focusing on provid- ing the best in class tools and services. We see this development as a big opportunity for our partners and us, not only now during COVID, but also for the coming years. Yellow will soon be one of the main colours in the workshops: The VDO product brand will be completely changed to Continental in the passenger car Aftermarket.

Others may think that the content is more important than the packaging — es- pecially if the external packaging has been changed. Such a change is now imminent in the passenger car spare parts business, because the technology company Conti- nental is completely changing the appear- ance of its VDO product brand — it will now become the Continental brand. However, the packaging will still contain what has distinguished VDO for decades now: pre- mium quality from the original equipment manufacturer.

The technology in automobiles is becom- ing increasingly complex, whether it is driver assistance systems, connectivity, or engine control. One very important fact here — no product changes will be taking place in terms of sensors, windshield and headlamp cleaning systems, fuel systems, or service equipment.

MAPP codes on the new packaging also guarantee that original Continental prod- ucts are inside. This is also reflected in the workshop con- cepts previously managed under VDO. They are now being given new names. In this way, the new, uniform Continental brand image offers not only high-quality spare parts but also a great deal of readily available know-how.

Although VDO is becoming Continental in the automotive Aftermarket, the VDO product brand, with more than 90 years of tradition, will remain as a successful brand for intelligent solutions for digital tacho- graphs, fleet management systems, and data-based services. DENSO digitalises entire training program to keep technicians upskilled during Europe-wide lockdowns. As opportunities for face-to-face technical training are limited dur- ing the Coronavirus crisis, DENSO has digitalised its entire training offering, with a series of webinars focusing on all product groups.

All courses pro- vide interactive materials and are written and delivered by top industry instructors. The programmes are suitable for all skill levels including students, working techni- cians, workshop owners, and master tech- nicians. Certification is part of the cours- es — on completion of the final test in each course, participants can download and print a personalised certificate displaying their expertise.

The course covered all aspects of air con- ditioning and thermal management sys- tems, including common failures. The purpose behind our online learning platform is to enable technicians, and the workshops they represent, to im- prove the service they provide for their customers and help assure the long-term future of their businesses.

The pro- gram is constantly expanding to cover more languages and territories. For many years, the gasket program for US engines was of minor importance to Elring and its customers, even though the worldwide stock of US cars is likely to be around million vehicles. In the process of further global expansion in the spare parts business, Elring has put a lot of effort into the last two years. The result is a portfolio of around 2, items, exclusively from US manufacturers. In addition to individual cylinder-head gaskets, the product range also includes Gasket set for a Chrysler Voyager The product management team also took care of the smaller engines, of course.

For ex- ample, the complete range of gaskets for a Ford Ecosport with a displacement of 1. As with the current range, high-resolu- tion images of the gasket sets and the individual gaskets are shown in the Elring online catalogue. Facing the extensive new program, this is not a task that can be done overnight. Interested customers can retrieve all relevant data on request. In an Excel sheet format, all important data on this programme can also be downloaded from the Elring website www.

At that time Ford had decided to build the 4. It was, therefore, an obvious choice to place the order for en- gine gaskets with ElringKlinger. But not only gaskets were supplied at that time, but also the oil pan. Of these plants, two stand out for their size and expertise. Among other things, both also produce metal-layer, cylinder-head gaskets with the height-profiled and embossed stoppers patented by ElringKlinger worldwide. Only this gasket design is capable of per- manently limiting the so-called sealing gap vibrations between the cylinder head and engine block.

The plan is to add anoth- er few hundred references so that, by the end of , a product range will be avail- able that will enable ElringKlinger cus- tomers to supply their customers with gaskets for US vehicles in the required high quality. The 12V lead-acid battery remains a and the computer memory are all crucial loads supported by the lead-acid battery. It maintains the entire electrical system be- fore the traction battery is connected and whilst the electric car is parked.

Safety systems, security, keyless sensors, clock, As a leading innovator in lead-acid bat- tery technology, Exide is at the forefront, with a complete range of batteries devel- oped for latest European models. In addition to being the specified battery for some Start-Stop models, it is the perfect upgrade in any conventional vehicle used intensively in urban areas, i. This allows for increased durability, greater load-carrying capability, and a higher effective operating temperature.

Durable, quality spare parts can improve driving behaviour and safety. The drive specialists, GKN Automo- tive, are the undisputed number one in the field of sideshafts, propshafts and constant velocity joints. It is crucially important to use premium parts from se- ries suppliers, even in the automotive spare parts market, a fact that many only realise once it is too late.

The quality of spare parts is usually assessed with dura- bility in mind, but few people consider that they also influence driving behaviour and safety. Drive and chassis technology has notice- ably improved over the last few years and is particularly sensitive to repairs and replacement of parts. This is an im- portant issue for workshops because the market share of vehicles with complex four-wheel drives, multilink axles, and high-torque engines is constantly rising, not least due to the boom in SUV popu- larity.

The required technology is complex counter-running ball tracks with an S-shaped track profile and protected by patents. If these are replaced by compo- nents made by other suppliers that do not have the same features, it will no longer be possible for the vehicle to drive in tight curves.

This is facilitated by complex axles that allow for long spring travel and that guide the wheels with consistent toe and camber alignment. The driveshaft must support length com- pensation to allow the wheel movements to be followed. GKN Automotive has de- veloped an unusual as well as highly in- novative solution to this problem: an axial ball bearing that achieves longitu- dinal shaft displacements of over 70 mm see Figure 2. This progressive design requires high-precision manufacturing technology and has given the GKN shaft its name: ballspline.

The unprecedented longitudinal displacement values and the precise, lossless and smooth response result in comfortable and safe road per- formance. This has impressed numerous vehicle manufacturers so much that they employ our ballspline technology in a wide range of high-power, four-wheel- drive vehicles.

GKN SX joints improve handling. Workshops benefit not only from the extensive portfolio of electronic compo- nents backed up by vast amounts of OE expertise but they also profit greatly from the proven diagnostic know-how of HELLA Gutmann Solutions. At the same time, they are able to count on the professional HELLA workshop service, for example with extensive parts coverage, swift availabili- ty, and competent expert knowledge on top and free of charge, such as that found in HELLA Tech World.

But thanks to HELLA, not for long because with all the electron- ics know-how and the diagnostics compe- tence, everyone is smiling again pretty quickly. This will provide design freedom and cost-effective, scalable solutions for e-mobility. REE is working towards putting not only the suspension but also the braking system, steering, and e-motor all together inside the wheel arch. The technology allows for extreme modularity as each corner can be tailored to any vehicle requirements, resulting in optimum compatibility, efficiency, and cost.

It enables limitless body configurations with complete design freedom and greater efficiency of space. As there is no need to design a new platform for each vehicle type, this saves major costs and time. It provides more volume on a smaller footprint, to carry more batteries within the chassis. This partnership is the first time that KYB has collaborated on EV platforms with a technology company.

In the opinion of Olaf Henning, General Manager of MAHLE Aftermarket, ther- mal management in particular will grow in importance, in view of the increasing number of electric and hybrid vehicles. The company offers customised spare parts and tailor-made workshop solutions — for the entire range of conventional and alternative drive types. On the contrary, we see an ar- ray of new business areas and activities that present the com- pany with new opportunities and possibilities.

The proportion of modular components in the vehicle that combine a variety of functions is also continuously growing. This requires a broader range of tools and service units, as well as more training and further educa- tion for workshop technicians. The MAHLE Group makes use of its know-how as an original equipment manufacturer to support workshops in its After- market business in opening up new business areas. Moving boldly into the future Growth in rapidly changing markets is a challenge faced by almost every industry.

With 16, em- ployees across 43 subsidiaries, five Technical Centres and a network of currently 33 production sites, it already has an in- ternational, yet regional manufacturing and sales network. The size and structure of that network enable the company to re- spond quickly and efficiently to rapidly changing customer ex- pectations.

In a time when new powertrains, globalisation, digi- tisation, and environmental regulations are reshaping the mobility and technical ceramic industries, this is a decisive ad- vantage. By sharing best practice templates across international borders, the whole or- ganisation is able to stay ahead of the field. Another important ele- ment is diversification. By applying its extensive knowledge to new busi- ness sectors, the company is doing far more than opening up potential for growth.

With a clear focus on the future, the company is also contributing to a sustainable society by developing products related to the envi- ronment, energy, next generation vehicles, and the medical field. Venture Labs are hubs of collaborative, creative technical think- ing.

By openly cooperating with start-ups and other innovative companies, NGK SPARK PLUG is actively contributing to the de- velopment of a sustainable society by creating new businesses in sectors with potential for future growth. This not only broadens the range of possibilities, it also enables the company to create new investment businesses with unprecedented speed. For example, the company is developing solid oxide fuel cells SOFC , a breath analyser that helps hospitals spot airway inflammation, and an ultrasound system to measure and track brain health.

For NRF it was no longer possible to provide commercial and technical training on location. The NRF team showed itself to be extremely flexible and responded immediately with the launch of new online training courses. At this fair, NRF normally meets customers from more than 80 countries worldwide. NRF did not want to let this momentum pass and was the first Aftermarket suppli- er to launch a virtual booth. It turned out to be very successful with more than online customer meetings in one week.

At the virtual booth, NRF introduced two new product groups: auxiliary water pumps and expansion tanks. By introducing online webinars and launching a virtual booth, instead being present in person at Automechanika Frankfurt, NRF has rein- vented itself To prevent closure of production sites and ware- houses, NRF in- formed the of- fice staff to start working from home; the com- pany has supported its employees in this as much as possible and ensured that em- ployees had good computer equipment.

NRF invested in new software to optimise digital collaboration. On a personal level, NRF offered flexible working hours, as working from home can be a challenge. The crisis gave NRF new insights, an obvi- ous one being that video works. Collaboration between the international locations has even improved and, as a re- sult, NRF has changed its future travel policy.

July and August were beyond ex- pectations, with the company hitting a sales record in July. This year, the com- pany started with high stock levels in all warehouses and, due to increasing de- mand and high productivity, NRF has per- formed against the Aftermarket trend. Schaeffler is certain that the switch to e-mobility will not happen from one day to the next for independ- ent workshops. For , the company is still forecasting 50 percent combustion engines and 35 percent hybrid drives — and this applies purely to new registra- tions.

For vehicles already on the market, Schaeffler assumes that approximately 3 percent will be electric and 10 percent hybrid drives in For vehicles that are of interest to the independent After- market i. At present, there are simply still many combustion engines on the roads.

For this reason, Schaeffler will initially fo- cus on combustion engines as well as hy- brid vehicles. Even if the plug-in hybrid is the first thing that comes to mind, this segment also includes, for example, 48V mild hybrid applications that are already being used in many new vehicles today.

These include new technologies such as the belt alternator starter BAS , which converts the front-end auxiliary drive from an energy consumer to an energy supplier. To provide independent garages with the best possible support for professional re- pairs also in the future, Schaeffler is con- tinuously expanding its REPXPERT service brand. For example, repair manuals as well as service and product information can be viewed at any time via the online platform www.

The highest performer in its portfolio, Philips RacingVision GT delivers the su- per-bright visibility of a rally bulb in a for- mat you can use on public roads ECE ho- mologated. With its ultra-performance beam reaching a full 80 metres further than the minimum length1, Philips RacingVision GT lets you see more of the road ahead.

Spot po- tential hazards sooner, react faster and position your car more accurately on the road. It all adds up to a safer, more satisfy- ing driving experience. A tailor-made compo- sition of precious gases further protects the filament from ageing. This means more brightness and a longer lifespan of up to hours2.

Because it can throw light up to 70 metres further3 ahead on the road, Philips X-tremeVision Pro increases your ability to react to potential hazards. The new production technique for Diamond Precision quartz glass increases light throughput as well as providing great re- sistance to thermal shock and pressure. Farthest distance from the car.

Applies to H4 and H7. Indication for H7. The LCV car parc increased by more than 2. With the 2. The filter module has been designed to offer very high efficiency for particles down to 4 microns, ensuring a very long life of the high-pressure pump and the injectors.

This technology separates water droplets from fuel and stores water in a dedicated water tank. Once maximum water level is reached, water in fuel sensor lights up a warning light on the dashboard and in this way, separated water can be re- moved from the water tank through the drain screw. The Sogefi oil filter efficiently protects the engine in retaining harmful particles present in oil, so that clean oil can circu- late around the lubrication system again and prevent unnecessary wear or damage.

This is particularly important for this cat- egory of commercial vehicles, driving. KEY FACTS Greener and healthier mobility are increasingly strong concerns for drivers, whereas efficient digital support has become key for distributors and workshops. Accessible through a smartphone app, the program is straightforward and efficient, with its defining characteristic being the total freedom from cumbersome proce- dures: no need to cut out packaging or col- lect documents and return by mail.

Discover all Valeo Digital Aftermarket services on valeoservice. From mild hybrid to high-power solutions, Valeo electrification technologies span the full spectrum of requirements across all vehicle segments, from small urban cars through to SUVs and premium sedans.

This 48V technology makes electric mobility more affordable — greener mobil- ity will be accessible to all. Valeo is the only supplier to offer Stop-Start technologies for the Aftermarket. This affordable and easy-to-use automatic spray eliminates viruses including coronaviruses , bacte- ria and fungi in only 15 minutes.

For the purification of the air conditioning system, which often houses contaminants and bacteria, mechanics can use Valeo ClimPurTM, the quick and powerful solu- tion to be sprayed when changing the Cabin Air Filter. The special design contributes to weight saving and CO2 reduction.

Semi compound brake discs by TRW now available for popular Mercedes-Benz models For over years, brake systems for automobile manufacturers worldwide have been developed and produced under the TRW brand. This experience and exper- tise also applies to the TRW product portfolio for the independent Aftermarket, which is now being further expanded in the two-piece brake disc segment.

In response to strong demand from the market, ZF Aftermarket is expanding its portfolio of semi compound brake discs under its TRW brand. Additional references for S-Class and GLC models of the Stuttgart-based pre- mium manufacturer will follow in mid- ZF Aftermarket provides automotive companies with a comprehensive range of brake discs product brand. This special design optimis- es thermal expansion during braking so that the disc is not deformed by thermal stress.

The brake disc of this special de- sign was developed to improve safety and performance and to extend the lifetime in more powerful vehicles. Due to the hub material and the riveting process, a spe- cial coating was developed to protect the brake disc from corrosion even at the rivet. In ad- dition, the weight re- duction con- tributes to the decrease of fuel con- sumption and CO2 emissions. Due to the reduced thermal expansion, the braking system operates at a lower temperature level, thus creating reserves to be able to draw on full braking power in an emergency.

Since independent workshops are also serving an increasing number of fleet customers, such as cab companies, the expansion of the program in the segment of two-piece brake discs for popular Mercedes-Benz models is particularly im- portant for them. Will there even be a multi-brand diagnosis in a few years or will it all shift to the vehicle manufacturer portals?

In the IAM the future belongs to multi- brand diagnostics, because they are much faster and more practical than diagnostics via OE portals. The way the portals are structured, they are not efficient for work- shops. The real question is whether there will be multi-brand workshops in the fu- ture. The operation of the vehicle fleet will increasingly shift to institutional fleet man- agers such as leasing banks, insurance companies, or car rental companies.

And these have no interest in dealing with 25 different brands. Nevertheless, was the step to block OBD access surprising? FCA was the first vehicle manufacturer to install an access blockade. That was a bit of a bumpy ride. At Mercedes-Benz and Volkswagen, implementation is much more regulated. This gives us and the other diagnostic device manufacturers the opportunity to develop a solution with the OEMs.

Hella Gutmann has a cross-brand solution for cyber security management, with which the employee in the workshop only has to authenticate themselves once with their diagnostic de- vice without having to go via the OE por- tal. They can then diagnose all secured customer vehicles as usual. This means that the real work process in the work- shop does not change.

Activation takes place in the background. What is the relationship between diagnostics providers and OEM in such solution developments? It is not that we can help shape it. Nor is it the case that we can only access the respective data with a court order. A lot has changed in recent years, and we work together in a more cooperative manner on a certain level.

But the reality is that we pay for the fact that we can participate. This adds to the effort for the implementation in our software. However, we try to not burden the workshops with all these costs because there are no additional functionalities for them. How do you see the chance that EU legislation will create a manufactur- er-independent uniform regulation for access to vehicle data?

There is a clear passage in the new type approval that OEMs must protect theft-re- lated functions in the car in such a way that they cannot be misused by third parties. But the current practice of simply closing the OBD port in principle, if someone is not authenticated, is not in line with this. This discussion is being intensively conducted at an EU level.

But this is the responsibility of the associations, and a result could take years. So, there is only one priority for us: we have to make sure that the workshops and the trade can do their job in the meantime. And access restrictions are only one of many issues.

This year, the aftermarket has been very busy with security gateways, ne- glecting a much bigger problem: access to OEM portals. Issues such as pass thru, re- programming ECUs, installing updates, un- locking components, and access to specific data are much more fundamental issues. For workshops, these are much greater challenges than security gateways. We al- ready have solutions for these as well. Rolf Kunold, Managing Director Mr.

I am surprised how excited the discussion is about security gateways. I think this is overrated and the IAM has more important problems. However, it is absolutely clear to all parties involved, including OEMs, that the inde- pendent aftermarket must continue to participate in access solutions and also in the possibilities for repairing cars. This is clearly stated in EU legislation.

The techni- cal solutions exist and will continue to exist in the market. For us as a multi-brand diag- nostics manufacturer, none of this is very pleasing, because all the effort is on top. But once again, we can and will offer solu- tions to the independent garage market — we have no reservations about that at all. In Europe, as an example, a massive en- ergy transition is already underway.

This energy transition will require virtually carbon-free energy generation, increased energy efficiency, and profound decarbonisation of trans- port, buildings, and industry. With that said, hydrogen will be required at a large scale in order for this fundamental shift to be achieved1, and OEMs have taken no- tice, applying and putting hydrogen strategies into practice. When it comes to the decarbonisa- tion of trucks, buses, large cars, and com- mercial vehicles, hydrogen is the most promising option.

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There are people who claim that the first wave of COVID has now given our industry a digital boost. What is the reason why the repair industry is lagging behind in this area? Booking a hotel room or restaurant visit online has something to do with fun and enjoyment. It is not the same with a visit to the workshop. If we take a look into the future, all of this will be possible and transparent.

The challenge is to integrate everyone involved in this process - from the driver with their cell phone and the mechatronics technician analysing errors, to the parts dealer providing the right spare parts. In which direction must the parts trade and workshop develop to make digitalisation work? The automotive Aftermarket has a unique selling point — direct access to the work- shop.

And with this, it also has an obliga- tion to make workshops fit for digitalisa- tion. Fully digitised. But they do not yet have access to a workshop. We have to take ad- vantage of that. But that only works if we have an open solution that, in principle, allows any workshop to participate.

No matter where it comes from. We need to IAM Mr. From your perspective, what is the situation of the Independent Automotive Aftermarket? The is undergoing change. Competition has intensified due to the consolidation of parts manufacturers, the parts trade, and new players such as car sharing fleets or platforms like Amazon. OEMs are also increasingly expanding their Aftermarket activities. The sharp in- crease in digitalisation and changes in customer purchasing behaviour are also contributing to the change.

Market play- ers must respond to innovations in the areas of new drive systems and technolo- gies, connected cars, telematics, and ac- cess to data in order to maintain their market position. And what is the situation in the automotive repair market?

Automotive workshops are also facing a transition from the non-digital to the dig- ital world, from writing pads and comput- ers to interactive work in networks. I am referring specifically to online bookings for workshop appointments, the visibility of the workshops in portals, and also the communication in these portals with the end customers. These are things that we, as private individuals, have been doing for years.

We have already taken the first steps in our industry. Now it is important to take the next steps. This is not a new topic. Is it not taken seriously enough? This is certainly a mix of several things. Professional workshops have extremely high customer loyalty.

This means that. In the future, we will be able to map all our services and use cases with these data points. A major field test is currently underway in Germany with Caruso and its partners on the vehi- cle manufacturer side. Caruso already re- ported briefly on this in the last issue of ATR World. So yes, we have a solution. It would be, however, very advantageous if further parts trade cooperations would participate.

Isolated solutions bring noth- ing at all. What are the next steps? There are still some steps to be taken to turn data into usable services. One idea, of course, is that the mechatronics techni- cian receives error codes before the car is in the workshop. Then they know in ad- vance what to expect. Do I have to repair something or can I simply delete the error codes? That would be a great idea for a start. And then things like proactive and predictive maintenance come along.

Today, there are already very good databases with vehicle information about cars. The question is how we can network this data so that it can be used by all market players. Ultimately, that will be the key to success. I am very positive about this.

Then it works. ATR is already active in many different fields of digitisation. As some of the read- ers already know, ATR is in constant con- tact and exchange with almost all relevant players on this topic. One topic that is cur- rently in the foreground is the availability of the necessary data and, in particular, access to vehicle data. ATR works closely with the leading organisations and active- ly supports this process. But also, the validation of already-existing services and solutions is an important fo- cus.

After all, there are already many ways of using the existing data to continue working successfully. However, what should not be underestimated is that all players must be involved in the digitisa- tion process in order to achieve holistic data management and networking of the systems that exist today so that custom- ers can be offered a convenient end-to- end solution.

If successful, digitisation will increase the value of the IAM through im- proved customer loyalty and satisfaction. Does the future belong to workshop concepts? A workshop concept, if you live it properly, is a strong means of identifica- tion for the entire company. That is why the value of a brand is so important. That is also a decisive reason why we place so much emphasis on quality in our concepts, for example with the workshop tests.

Over the past years, we have seen how the qual- ity of work in the workshops has improved. Are the independent multi-brand companies well positioned to keep up with current and future technology? Digitisation is having a full impact there as well. There are many companies that are well positioned because they have continuous- ly worked on their qualification and work- shop equipment. Other companies will find it harder to keep up.

But different models are now developing in the market, such as tool or workshop equipment shar- ing. Or better equipped workshops offer- ing support services to colleagues. I find all this very positive because automotive technology is developing quickly. Today we are dealing with driver assistance sys- tems in the windshield, whereas tomorrow they will be in the headlights.

Vehicle data, digitalisation, connected cars. Does the free market have a solution for this? A lot is happening in the area of vehicle data at the moment. We have often talked about Caruso - the place where you can get standardised data from different brands. They have taken a giant step for-. IndieParts includes several products, lu- bricants, batteries, discs and pads, tur- bochargers, injectors, alternators, start- ers, windshield wiper blades, and lamps.

The brand identity has three distinct col- ours: warm red, green, and blue. Warm red represents all mechanical com- ponents such as lubricants, brakes, and turbos. The green range comprises of electricity products which means alterna- tors, starters, batteries, and lamps. Blue, on the other hand, represents consum- ables such as windshield wiper blades. The lubricants range has more than 35 references for light and heavy-duty en- gines and hydraulic greases and oils for heavy and industrial vehicles and machines.

In starters and alternators, they carry more than 3, references most of them being new products without core. The IndieParts turbocharger range has more than 4, references all rebuilt. New products will soon be available, such as liquid clean for windshield in 1- and 5-liter packages, among others. IndieParts batteries are available with 40 references and, in addition to standard technology batteries, Create Business also offers batteries for cars with a start- stop system.

To create this offer they use world-renowned man- ufacturers with enor- mous experience and knowledge in the man- u f a c t u r i n g o f batteries. The brake range in- cludes more than 2, references be- tween brake discs and The IndieParts lamp range has 62 refer- ences and includes long- and medi- um-range headlamps, turn signals, vehicle interior lighting, license plate lighting, etc. External communication is the main pillar for every type of business, on which a strategy of operation is be- ing built.

In order for it to be stable and well established, suitable tools are re- quired. After a several-month testing period, with participation of a group of selected Inter Cars customers, taking this opportunity, Inter Cars would like to thank them a lot for all their efforts; the Chat in Catalogue Online has been officially launched for all the system users.

As Polish users have shown favourable feedback on this tool, Inter Cars is currently working to intro- duce the tool for the Lithuanian market. Chat has been built based on one of the most popular communication platforms in the world — Microsoft Teams — which is used by over 75 million people daily.

Inter Cars believe that their users will substantially increase the statistical data. In the Contacts tile next to each person, one can find, besides a telephone number and e-mail address, a chat icon which makes it possible to contact a particular person responsible for particular areas at Inter Cars delivery, finances, claims, re- turns, etc. This way, Inter Cars can short- en response time to a minimum.

This is just a brief overview of the advan- tages in which the company developing mobile technologies will receive. Additionally, thanks to its mobile charac- ter, it does not require the employee to go to the office to look up information on a computer. All activities can be done virtu- ally on a mobile device. An ad- ditional 5, employees will be needed over the next three years. Motorbranschcollege certification repre- sents a quality stamp for automotive en- gineering courses within automotive and transport programmes in schools.

It is an. KGK has over brands in its product portfolio, while car workshops are affiliated with the Autoexperten concept. It is hugely appealing to be able to support schools locally and strengthen our local partnerships. The cooperation has been very productive and, this year, KL-Parts has expanded its operations massively in several locations. After the opening fuss, Espoo has extended their product range even wider — they now offer spare parts for all brands. In addition to the new store opening, there has also been some relocations.

Logistics became very easy indeed! The added space offers possibilities to improve the product range, and broader selection naturally appeals to customers. This past autumn has been a busy time for the team. KL-Parts in Vantaa. The transition to online shopping can become a long-term trend, as well as the transfer of employees to remote work.

The time has come to rethink many processes and transform the business, either now or never. Economic activity has slowed significantly in recent months as a result of a drop in commodity prices, reduced trade volume, and the impact of mea sures to prevent the spread of the in Kazakhstan increased by only 1. Consumer demand Undoubtedly, the automotive parts mar- ket was no exception. And like most mar- ket players, Phaeton, being one of its ma- jor contributors, has undoubtedly faced the consequences of the pandemic.

And that was actually the case. We had gathered the top management of the company and took a number of measures that allowed us not only to retain but also. Firstly, switching to short-term planning and re- viewing on a weekly basis. Thirdly, maintaining relation- ships with clients through regular online meetings and briefings. This helps us to be closer, and trans- parently convey our intentions, plans, vic- tories, fears, and forecasts to a larger number of people at once. With the support of representatives of global automotive parts manufacturers, the company con- ducted online training and webinars to share technical knowledge on installation, warranty and post-warranty service, and technical advantages of automotive com- ponents gathering up to visitors.

Consumer preferences will transform. The time has come to re- think many processes and modify the business. This made it possible to provide car owners with high-quality spare parts and services at affordable prices from the comfort of their homes. Undoubtedly, the sale of automotive parts online is still a difficult-to-understand process for con- sumers in post-Soviet countries.

Therefore, it is too early to say that the projects will be successful. To promote on- line sales, we need to spend a lot of time and effort. However, I sincerely believe that this is our future, and we need to in- vest in now. The pandemic helped us stop and realise this in time, minding the needs of the market. Having high po- tential, the company is successfully run- ning the B2B business and is making the first steps in development of the B2C sec- tor, constantly improving and developing.

In this period, flexibility and effective manage- ment during uncertain times became es- sential. The COVID pandemic has made it diffi- cult to provide desired products from manufacturers in a timely manner. The company, which has included the logistics team, has been in a leading position in the Aftermarket sector in Turkey for many years. In the supply chain structure, a planning team was add- ed aimed at more integrated and coordi- nated work of internal stakeholders and external stakeholders.

It also supported supply chain management with digital infrastructure and started to use the Slim4 software of Slimstock, which is the market leader in demand planning and inventory optimization in Europe. In order to successfully carry out this step, the pro- ject team, consisting of product manage- ment and planning teams, is meticulously performing process design and testing processes. The project will be live across all brands by the end of In the past, Novi Sad Distribution Centre, which is km from Subotica, was in charge for fulfilling this task.

Therefore, the customers had to wait longer for their deliveries and Wint had greater logistics costs. This way the stock levels can be easily filled, the distances that drivers travel every day are reduced, and eventu- ally customers are able to receive the ordered goods in the fastest way possible. From year to year, Wint strives to justify its name and meet the demands of its cus- tomers. With a long business tradition, ef- fort, and work, Wint has gained the status of a company that is always on the top and trustworthy.

By opening the new branches, in addition to a slight increase in turnover, Wint has also achieved an increase in the quality of its services. The merge of the two neighbouring play- ers in the automotive parts market leads to completely new opportunities in the regional market. With a complementary range, similar business models, and opti- mal strategic position, the newly-formed group opens new business possibilities and more precisely satisfies the market needs.

The synergy effect of the new- ly-formed partnership will be especially reflected through an even better rela- tionship with all business partners, both existing and new. Slovenian-based Bartog has, so far, op- erated with more than , tyres sold annually, through a large new ware- house measuring 12, square metres. In addition, with about employees, Bartog also managed 37 of its own branches and franchise services network.

On such business ground in , Bartog reached a turnover of EUR 72 million. We are proud to have made this move, despite all the COVID crisis circumstances, as it proves a clear focus on our strategic goals and flexibility in their realisation, even in a very destabilised environment. Both of our companies will never forget our main mission, and that is to provide safety in motion in every available aspect.

It is well known in the field of au- tomotive and commercial vehicles parts distribution from spare parts assortment and service maintenance tools and equipment for all types of vehicles. T hirty years is a long time in the automotive and auto spare parts business. Especially, because in the last 30 years, dozens of companies have emerged from nowhere and then disappeared into thin air, or because in no one was even dreaming of electric, let alone self-driving cars.

In the last three decades, it has grown into one of the most important players in the automotive business even becoming the market leader in Hungary. It is like a fairy tale in the Hungarian storybook of business. He hit the road in a year-old Lada , selling pieces on the first day.

Within just a week, he became an entrepreneur and a few months later, evading sea- sonality, he en- tered into selling spare parts for Eastern and then for Western European cars. The Articles of Association was signed on 15 December , and the company start- ed its operation on 1 January The system was not Internet- based yet, it was a solution using dial-up Internet access, but it was still a huge competitive advantage, as the cus- tomers were tired of going through printed catalogues and then contacting call cen- tres all the time.

In the meantime, in , their Logistics Centre expanded with an additional 7, m2 of warehouse space, bringing the total floor area of the headquarters and branches to approxi- mately , m2, accompanied by a stock of more than 12 million parts.

Nowadays they are working on the ex - pan sion of the Logistics Centre with a 10, m2 addition to the warehouse and 3, m2 in office space. AS MR. We aim to be selling these as well. After the receipt of the products, without a touch of a human hand, the automation will conduct the different warehouse pro- cedures, such as entry and removing from storage or inventory; and at the end of the process, still, without human intervention, it will place the products into shipping crates.

Z Meisterteile to life since the Hungarian market was missing a wide-ranged collection brand that can provide reliable, high-quality products matching genuine spare parts and lubricants in quality. As a result of continuous innovation and development, by this day the number of their active arti- cle groups exceeds and there are more than 40, kinds of spare parts in their range.

In , the A. Meisterteile brand became a registered trademark worldwide. Z Meisterteile articles are sold. As a result, in , the th UNIX Logistic centre in visualisation its own operating with branches in a significant part of the country. They took, probably, the most important step in when the UNIX TradeLine programme was rewritten from its fundamentals.

Most of the programme — the user interface, the search engine — was designed by Antal Zombori himself. This became the TL4 sys- tem. In the meantime, they introduced services that were not yet known in the market: for example, providing accurate deliveries in a minute time interval.

In , a one-and-a-half-year planning and construction phase began with many challenges. The new warehouse was ready by the 20th anniversary of the company in October Back then, the appearance of such dimensions was quite unique in Hungary. The Reydi Team The company emerged at the end of in an environment of high un- certainty.

But, the flexibility, cour- age, and perseverance of its founders, brothers Dario Alfredo and Enrique Abel Pacheco, made it very resilient to the changes, a characteristic that is evident in the evolution of the organisation through- out its thirty years of existence. THE EVOLUTION Based on three very defined horizons adapted to the sector — respect for the commercial chain, reliable brands, and competitive prices — Reydi has a model that works in the long term and resists high fluctuation scenarios.

It is this model that the company uses for its customers. But before getting here, the company had to go through several stages, largely de- fined by the context of the time. The next step was to launch its own brand strategy with Reymax and to show customers the ben- efits of the logo and the support that comes with it, still this today.

It was during these years that the company participat- ed in the most important and recognised events of the sector such as fairs and business rounds for the first time, both in Argentina and around the world. The Buenos Aires branch was opened in the capital of the country, although the head- quarters remained in Mendoza. All work and efforts that had been accomplished until this point started to become integrated and strengthened.

Dario and Enrique began to. In September of that year, Dario passed away. The characteristics of this stage of attention, focus on cli- ents, impact of recent events, and sus- tainability were also essential in manag- ing the COVID pandemic. With the values of its founders and openness to current trends, KEY FACTS As Reydi turns 30, the company takes a look back at its successes and challenges as important aspects of its growth journey to the company it is today.

Each person at Reydi has a special role, which is increas- ingly secure and sophisticated, stimulat- ing training and specialisation. The past 30 years have shown the strength and stability of Reydi. Dario began to manage his illness in , and this incident pushed Enrique to delegate even more because he dedicated himself to his brother, his health, and his family.

Only vehicles that are comforta- ble and a pleasure to drive have chances of succeeding in global markets. Globally, the laws are increasingly stringent re- garding reduction of emissions and fuel consumption. It moved from port fuel injection systems to gasoline direct injection system and at the same time, OEMs tur- bo-charged engines as well as a lean burn concept. For these purpos- es, Bosch devel- oped spark plugs featuring a longer insulator for im- proved flashover re- length compensation, they are equipped with a so-called sistance.

For cup terminal. Regarding engines with modern gasoline direct injection, the ideal spark plug alignment towards the injection valve de- cides about accu- rate ignition of the fuel mixture. For the precise posi- tioning within the combustion cham- ber, Bosch spark plugs are equipped with a solid and non-com- pressible washer and a spe- cially orientated thread.

Since the coronavi- rus hit the world, companies in every sector have been turned upside down. Many have had to navigate lockdowns, reduced turnover, and other financial and opera- tional challenges. This has also left a mark on the Aftermarket battery business. Therefore, decisive steps have been taken. Therefore, we informed our teams very frequently on new developments.

In the leadership team we had daily COVID meetings to analyse the situation and to implement clearly defined health and safety meas- ures at all of our sites. It in- cludes an expansion of all digital channels to facilitate communication. Clarios is continuously investing in enhancing its workshop support by focusing on provid- ing the best in class tools and services. We see this development as a big opportunity for our partners and us, not only now during COVID, but also for the coming years.

Yellow will soon be one of the main colours in the workshops: The VDO product brand will be completely changed to Continental in the passenger car Aftermarket. Others may think that the content is more important than the packaging — es- pecially if the external packaging has been changed.

Such a change is now imminent in the passenger car spare parts business, because the technology company Conti- nental is completely changing the appear- ance of its VDO product brand — it will now become the Continental brand. However, the packaging will still contain what has distinguished VDO for decades now: pre- mium quality from the original equipment manufacturer. The technology in automobiles is becom- ing increasingly complex, whether it is driver assistance systems, connectivity, or engine control.

One very important fact here — no product changes will be taking place in terms of sensors, windshield and headlamp cleaning systems, fuel systems, or service equipment. MAPP codes on the new packaging also guarantee that original Continental prod- ucts are inside. This is also reflected in the workshop con- cepts previously managed under VDO. They are now being given new names. In this way, the new, uniform Continental brand image offers not only high-quality spare parts but also a great deal of readily available know-how.

Although VDO is becoming Continental in the automotive Aftermarket, the VDO product brand, with more than 90 years of tradition, will remain as a successful brand for intelligent solutions for digital tacho- graphs, fleet management systems, and data-based services. DENSO digitalises entire training program to keep technicians upskilled during Europe-wide lockdowns. As opportunities for face-to-face technical training are limited dur- ing the Coronavirus crisis, DENSO has digitalised its entire training offering, with a series of webinars focusing on all product groups.

All courses pro- vide interactive materials and are written and delivered by top industry instructors. The programmes are suitable for all skill levels including students, working techni- cians, workshop owners, and master tech- nicians. Certification is part of the cours- es — on completion of the final test in each course, participants can download and print a personalised certificate displaying their expertise.

The course covered all aspects of air con- ditioning and thermal management sys- tems, including common failures. The purpose behind our online learning platform is to enable technicians, and the workshops they represent, to im- prove the service they provide for their customers and help assure the long-term future of their businesses. Even so I have a very eclectic collection of tracks prepared for my DJ sets, and I can travel from something groovier, to something more deep or introspective, from acid or industrial textures…till the hardest techno beats.

Actually, these are the sets I enjoy more; 5, 6 or 7 hours with the possibility to tell to the crowd all of my views and feelings of this music as a DJ. From the most pure Techno to the most powerful Hard Techno. I think we should ask it to Gee! But yes, there are lots of good things in Brazil. One of the things I notice more being there now after living for 11 years in Spain is how passionate the people are whatever they put themselves to.

So if you are a DJ and you can have a dance floor full of them, you can already imagine how cool it can be. Right now, I would say that is that Dot Chandler is dying slowly. Dot Chandler was an aka I created in order to do not confuse my fans. Different subgenres, but techno, with not so high BPM. After some years I started adding more and more Hard Techno tunes into my sets and speeding up the tempo very much.

At one point, I almost stopped doing techno gigs. And it happened not just because I was concentrated on harder and faster beats, but also because Techno itself passed by a period some years ago, that was not convincing me to expend energy on it. When the last minimal wave practically took control on techno scene, the kind of Techno I like was placed very much in the background. The low visibility of it moved many DJs, producers and promoters to work with another stuff.

During this period I concentrated much more on Hard Techno. As a Techno lover I never stopped searching for Techno tunes and, around , I started find very good tracks that connected me again much more with the pure Techno. Owww I did! I think this year what is catching more of my attention is the immigration problem and the immigration politics, as well as the calling for the equality of genres, and the movements to stop animal abuse. The music industry, as well all other collectives of professionals, can be, and must be, a strong tool to help the worldwide community to be aware of all these problems that affect in different levels all of us.

Music can connect people and we must make a call together for the unity, for compassion and for a better world. Your transitions are smooth and diverse in energy. Are you looking to incorporate hybrid performances or will you maintain the skill of creating memorable moments with tracks and transitions? When I was starting off I learned how to mix using the turntables and a very basic mixer. I see lots of people complaining about sync, or controllers, but, come on, let people explore their creativity the way they feel fine.

But indeed, this influence is there! About the gear: my new Moog Subsequent How can breakthrough or underground artists get their music to you without using typical promo channels?

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