本版告示: 投資涉及風險,包括損失本金。閣下不應僅依賴本論壇資料而作出任何投資決定。投資者應該參閱相關產品的章程以獲得更多細節,包括產品特色和風險因素。投資者考慮是否適合投資任何投資產品時,敬請考慮本身之投資目標及情況。
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閩中食品資料
http://www.chinaminzhong.com.sg/prospectus.htm
http://www.chinaminzhong.com.sg/corp_Announcements.html

有分析員稱,超大每畝農地開發成本高企,造成其營運資金一直緊絀,但與同業中國農產品(0149)及新加坡上市的閩中食品比較,其成本明顯高出一截,令人質疑造成其高開發成本的原因。
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本報記者昨日走訪超大位於香港的辦事處直擊,發現超大「中門大開」,接待處沒有職員,辦公室內亦非常冷清,記者等候約 10分鐘才有職員接受查詢,該職員以非管理層成員為由,拒絕評論公司停牌及受政府調查事件,但強調超大沒有任何人事變動,一切運作正常,面對記者多番追問,職員更以「冇可能同你講呢啲嘢」及「問公關公司」來打發記者。記者稍後再重返超大辦公室,卻在門外受到兩名職員喝止,以沒有預約為由,遮擋記者鏡頭。但當被問及公司情況,職員只回答,「冇問題……你哋唔能夠隨便上嚟!」。
超大獨立董事馮志堅昨日兩度接獲本報查詢,身在北京的他說:「我都等公司通知。」
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集團在 8月 29日請來國務院總理溫家寶實地考察集團在河北省張北基地的農場,獲溫總「肯定」其多年來的農業發展,但公司股價仍然「返魂乏術」,今次且看郭浩又有何本領向市場「推銷」。
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http://www.chaoda.com/2009/main/main.asp?id=1471&yjbh=1&ejbh=4



初秋坝上高原,超大张北基地满目青翠,处处洋溢着勃勃生机。8月27日,中共中央政治局常委、国务院总理温家宝来到河北省张家口分公司,深入田间地头,就农业生产、农产品质量安全、农民增收等进行调研。
上午九时许,温总理乘坐的车队驶进超大集团张家口分公司张北基地园区,沿着田间机耕道缓缓行进,只见一垄垄西兰花、生菜等蔬菜一望无际。菜地里,三
三两两的农民正在忙碌着。温总理边看边听介绍,对当地引进国家级龙头企业超大集团,通过发展现代高效农业,带动农民增收致富的做法十分满意。
在生菜片区,农民们有的拔草,有的采摘,有的搬运,一片繁忙的景象。温总理示意停车,一下车,温总理健步走进田间,和农民亲切交谈,询问家庭收入等
情况。乡亲们反映,把土地集中流转给超大经营以来,不仅有稳定的地租和工资收入,还带动了张北蔬菜产业的发展,乡亲们的日子过得越来越好。温总理听了十分
高兴,对超大集团将企业发展与改善民生相结合的做法表示肯定,勉励企业要始终将发展农业、带动农民作为农业产业化经营的重要任务。
近年来,超大集团加快设施农业投资力度,喷滴溉等田间配套设施建设日益完善,标准化建设的张北基地成为了华北地区的高效节水农业示范基地。
在地头智能监控设备前,温总理通过用电卡取水了解用水控制程序。他还走进菜地察看了滴灌设备,详细询问智能滴灌系统的节水情况。温总理强调,当前,推进农
业现代化,当务之急是加强农业基础设施建设、提高农业物质装备水平,他希望龙头企业继续在这方面带好头。
当得知2008年北京奥运会核心区蔬菜有相当部分就是超大张北基地供应的,温总理表示赞许,他再三叮嘱说:“农产品质量安全事关千家万户,
是件根本大事,要持续不断抓下去。”考察中,温总理充分肯定近年来超大集团发展取得的显著成绩,希望超大继续发挥优势,带动更多农民增收致富。

8月27日上午,温家宝总理考察超大张北基地。

温总理同工人亲切交谈,详细了解高效节水农业的建设情况

温总理走进田间地头,了解农业生产情况

在基地节水设备前,温总理边看边听介绍
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682真係好玩呀,溫家寶都搬埋出黎,究竟幾分真幾分假?
好玩好玩﹗

復牌再跌溝D玩玩。
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影得總理好後生
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你想講連溫總理都係假?哈哈哈~~
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183樓提及
http://hk.apple.nextmedia.com/template/apple/art_main.php?iss_id=20110927&sec_id=15307&art_id=15649957
本報記者昨日走訪超大位於香港的辦事處直擊,發現超大「中門大開」,接待處沒有職員,辦公室內亦非常冷清,記者等候約 10分鐘才有職員接受查詢,該職員以非管理層成員為由,拒絕評論公司停牌及受政府調查事件,但強調超大沒有任何人事變動,一切運作正常,面對記者多番追問,職員更以「冇可能同你講呢啲嘢」及「問公關公司」來打發記者。記者稍後再重返超大辦公室,卻在門外受到兩名職員喝止,以沒有預約為由,遮擋記者鏡頭。但當被問及公司情況,職員只回答,「冇問題……你哋唔能夠隨便上嚟!」。
超大獨立董事馮志堅昨日兩度接獲本報查詢,身在北京的他說:「我都等公司通知。」

卒仔點會知真相
李卓人不代表我 ~鱷不群
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188樓提及
你想講連溫總理都係假?哈哈哈~~


又無咁講
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何以見得何以見得~
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知情人士說,事件涉超大的董事在數年前一次公司集資活動中從事市場失當行動
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明白,O個時仲講緊4個幾,哈

呢度回覆好快,唔洗點LOAD~GD!
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Example 1
What Was Said: From an October 22, 2008 South China Morning Post article titled “Chaoda Eyes Additional Farmland”:
“Chairman Kwok Ho said Chaoda would use internal resources to fund the expansion of 100,000 mu amid the global financial crisis. It currently has 494,800 mu of vegetable land, tea gardens and fruit orchards. One mu is one‐fifteenth of a hectare.
‘It’s impossible to raise funds right now, so our plan is mapped out in accordance with our own ability,’ Mr Kwok said.
The Fujian‐based company had enough cash to redeem its convertible bonds, worth 1.37 billion yuan, due in May 2009, he said. At the end of June, Chaoda had cash and equivalents of 1.28 billion yuan, down from 1.67 billion yuan a year earlier.
‘I am a very conservative man,’ said Mr. Kwok. ‘We have adequate financial resources for the bonds redemption.’”
What Was Done: Four months later, Chaoda netted ¥341 million through a gypsy swap. Right before the announcement, two executive directors, Kuang Qiao and Ip Chi Ming sold their entire holding of 3.2M shares and 0.7M shares, respectively.14
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Example 2
What Was Said: During the 2008/2009 interim conference call in March 2009, Mr. Kwok stated, “we are confident that with internal resources we will be able to repay the CB as well as the high‐yield bond and maintain a proper growth rate.”15
What Was Done: In June 2009, the Company raised ¥1.5 billion through a share placement. Two weeks before the announcement, Ip Chi Ming dumped 80,000 of his 90,000 shares.16
Example 3
What Was Said: During the 2009/2010 interim conference call in March 2010, the CFO (Andy Chan) explained that even after retiring the high yield bonds, there was enough cash on hand and funds from operations to internally finance any growth activities. This position was reaffirmed to one of our contacts as late as June, 2010.
What Was Done: Two months later, Chaoda raised ¥2.4 billion through a combination of bonds, shares, and options. The Company also tried to raise another ¥1.3 billion in April, 2011, but failed citing ‘market conditions’.
We find the sudden nature of these capital raises bizarre given Chaoda’s growth model. Management states that it takes approximately 6 to 12 months from consideration and planning to actually leasing farm land. During this period, a team examines the climate, water source, and land to ensure cultivation is economic and viable. Once the lease is signed, Chaoda has to wait for the farmers to harvest what they have already grown. This step can take another 12 to 18 months before Chaoda begins cultivating the land. The entire process is slow and takes approximately two to two and a half years. Accordingly, management would know far in advance of its financial position and capital requirements.
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Exhibit 3 shows the standard deviation of Chaoda’s gross margins is approximately 1.3%, compared to 4.7% for China Green. Based on these parameters, Chaoda will report gross margins within a 65.7% ‐ 68.5% range 99% of the time. THIS RANGE SPANS A MERE 3.2%.

As a point of reference, China Green’s 99% confidence interval is a much more reasonable 48.6% ‐ 59.0%. This range spans Chaoda’s three fold. Save for the largest multinational conglomerates, Chaoda’s reported margins are not just unlikely for a vegetable producer, they are unlikely for any company, in any industry. These numbers are even more improbable when you consider the Company’s long operating history. It appears that Chaoda is unaffected by supply, demand, droughts, quality issues, bad harvest seasons, or any form of natural disaster.
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From inception to Fiscal 2010, Chaoda has spent over ¥9 billion (US$1.4B) on capital expenditures. This figure includes irrigation systems, greenhouses, processing centers, office buildings, and machinery. To that date, the company claims a production base of 664,225 mu. This translates to capex spending of approximately ¥13,700 per mu.

...

If we use the average figure of ¥10,055 as a reference point, the amount of total capex spending needed to establish and maintain Chaoda’s production bases should have at most cost ¥6.7 billion (~US$1B).
We say ‘at most’ because we are giving the benefit of the doubt to Chaoda. Even ignoring points (i) and (ii) above, this number is still questionably high. We note that China Green and Minzhong both have higher greenhouse coverage than Chaoda. Greenhouses can triple the yield of open fields, and produce higher quality products. However, the costs associated with establishing them are generally four times higher than open fields. Greenhouse coverage for China Green and Minzhong stand at 12% and 10% respectively, as opposed to only 7% for Chaoda21. This is why even our ¥6.7 billion estimate is likely too generous.
Based on this comparison, there is an ¥2.3 billion (~US$350M) unexplained black hole on Chaoda’s balance sheet. We believe this amount (and likely much more) has been siphoned out of the Company by certain managers and third‐parties under the guise of capital spending.
Even at present, Chaoda’s costs seem to be unjustifiably high. In a recent call to Chaoda, our representatives were told that management expects capex spending to be 28,000 per mu. Calls to peers gave us a range of 13,000 to 20,000 per mu.
We suspect management has made it a policy to grossly inflate capex costs as a cover to transfer money out of Chaoda.
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Management was dodgy in discussing the pricing mechanism but has previously stated that Chaoda purchases fertilizer for approximately ¥1,500 per metric tonne (MT). Again, we have no confidence in this number, but quotes from other agricultural companies and suppliers gave us an average range of ¥700 to ¥1,300 for very high quality organic fertilizer, shipping included. Even if management’s figure is to be believed, then at minimum Chaoda has to date overpaid by at least ¥500 million (~US$77M) for its fertilizer purchases ‐ and almost certainly much more, as we show next.
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Fujian Fertilizer, a company majority owned by Mr. Kwok is the exclusive manufacturer and supplier of fertilizer to Chaoda. Mr. Kwok is also a major supplier to Asian Citrus, an associate company we discuss on page 22. If these claims were true, Fujian Fertilizer would be one of the biggest organic fertilizer companies not only in China, but globally. It is neither.
We have proof that Fujian Chaoda Agricultural Produce Trading Company is nothing more than a shell company used to transfer money from Chaoda. Our sources have acquired Fujian Fertilizer’s SAIC documents, complete with official seal.22
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Far from being a major player in organic fertilizer, Fujian Fertilizer only has ¥477,284 (~US$72K) worth of obsolete inventory on hand. How this company supplies the numbers Chaoda claims is beyond us. Whatever amount of fertilizer is being supplied to Chaoda is likely through local animal farms with Mr. Kwok only acting as an intermediary. Of course, the irony here is that the Chaoda model was built on the premise that intermediaries are an unnecessary cost and add little value to the supply chain.
Supporting our hypothesis is the fact that Fujian Fertilizer reports net fixed assets of ¥11,559 (~US$1,750). Either this company can manufacture, process, package and ship hundreds of thousands of MT of fertilizer using US$2,000 worth of equipment, or it’s a shell company feeding the CEO’s pockets. We’ll let investors decide.
As an added kicker, shareholders will likely appreciate that over the last decade, as Mr. Kwok was dumping his stake in Chaoda, he was buying out his partners in Fujian Fertilizer. Clearly, Mr. Kwok knows where the money is going.
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Modern Orange Farm – Really?
In 2001, Asian Citrus was anything but a ‘modern orange farm’. The company consisted of a single plantation (Hepu Plantation) that was neglected and only had young orange trees (the yields provided by young orange trees are uninspiring).
In fact, Hepu Plantation was originally owned by Tropicana. In 1998, Pepsi Co. acquired Tropicana from Seagram for US$3.3 billion. The following year, Pepsi Co. sent a team to Hepu Plantation to analyze the property. The team concluded that the operations required additional investments which were not economically viable and that the project was too risky. Accordingly, they abandoned the operation and handed the plantation over to the Hepu government for free. As late as 2000, the Hepu government was looking for investors to develop, manage, and operate the plantation.24 Modern orange farm? We don’t think so.
Furthermore, upon acquisition, Chaoda had to write down ¥162 million (US$23M) or over 50% of its share of net assets. We find it hard to believe such a ‘modern orange farm’ would incur so much negative goodwill.
Attractive Investment Opportunity – Compared To What?
We question management’s claim that Asian Citrus provided an attractive investment opportunity. The graph below shows an ROE comparison between Chaoda and Asian Citrus.

Chaoda’s return on equity has trumped Asian Citrus’ by leaps and bounds since the acquisition. If management was looking for an attractive investment opportunity, why did they not invest the funds in Chaoda? Why did management instead invest in a company that even Pepsi Co. considered too risky? Given Chaoda’s numerous rounds of financing, there clearly were lucrative internal investment opportunities available. It’s hard to believe that management had shareholders’ best interests in mind when they acquired the stake in Asian Citrus. So if shareholders didn’t benefit from this acquisition, who did?
Related Party Transactions, Part II
The 49% stake gave Chaoda significant influence over Asian Citrus. This influence was cemented when Ip Chi Ming, one of Chaoda’s executive directors was appointed Vice President of Asian Citrus. If that name rings a bell it is because as we mentioned on pages 10 and 11, he was the same director who on more than one occasion dumped his shares of Chaoda ahead of material news releases. Instead of being reprimanded and possibly facing charges of insider trading, he continues to act as the Vice President of Asian Citrus.
Predictably, Mr. Kwok has used this influence to position his fertilizer company as one of the main suppliers to Asian Citrus. Over the last 9 years, Asian Citrus has bought ¥238 million (US$37M) worth of fertilizer from another of Mr. Kwok’s fertilizer companies. We note that these lucrative contracts have the same questionable pricing mechanism that was entered into with Chaoda, as per page 19.
We believe Mr. Kwok understood the economics of Asian Citrus not from shareholders’ perspective, but from his own. When Chaoda leases land from farmers, the land is in relatively good condition since its being maintained. However, the Hepu plantation was on neglected, poor land that lacked minerals. To get the land fertile enough to grow healthy oranges, the soil had to be revitalized and injected with nutrients. As shown in Exhibit 9, this translated into large amounts of fertilizer dumping, which probably had Mr. Kwok popping a few bottles of Cristal as he penned the deal with shareholder money.
One final note regarding Asian Citrus: Concerns have previously surfaced that Chaoda has exaggerated its land bank and does not grow all the produce it claims. In fact, it may be buying its produce from third parties and reselling them. Management has systematically denied these allegations. However, buried in Asian Citrus’ 2005 AIM listing document, we see that in 2002 and 2003, ¥69,000 and ¥11,000 of oranges were purchased from Asian Citrus by one of Chaoda’s operating subsidiaries.25 While the sums are small, these related party transactions were never disclosed in Chaoda’s financial statements. This glaring omission does not inspire confidence that management has been honest with investors regarding its production bases.
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NAV Approach
Historically, Chaoda has had difficulty securing bank loans. This is primarily due to the issues with land ownership, and its corporate structure.
At the beginning of our report, we mentioned that Chaoda doesn’t actually own any of the land it cultivates. It’s all leased from farmers. In a liquidation scenario equity holders and creditors would not be able to claim this land. In fact, the Company would be on the hook for the significant long term contracts it signed with the farmers. Moreover, the bulk of Chaoda’s long term assets are attributed to farmland infrastructure, such as irrigation systems. Without ownership of the land, this too is lost.
Then there is the issue of Chaoda’s corporate structure. Often mistaken for an H‐share company, Chaoda is actually a P‐chip stock and technically not recognized by China as a national enterprise33. As shown on the next page, the organization consists of a labyrinth of PRC subsidiaries and offshore BVI entities. If current senior convertible bond holders carefully read through the CB Proposal, they will notice that all the guarantors to their holdings are BVI entities. Not a single one of them is a PRC operating subsidiary. We doubt this is a coincidence. Even if Chaoda had the cash balance it reports, it would be nearly impossible for creditors to collect. A lawyer we consulted explained to us, “I’ve had these types of cases before. It’s not about collecting 10 cents on the dollar. It’s about collecting 0 cents on the dollar.”
These are the reasons even Chinese banks refuse to lend to Chaoda.
The one asset Chaoda holds that we can confirm is its stake in Asian Citrus, which over the years has slipped from 49% to 13.4% interest. However, with a VP who loves trading on insider information, questionable related party transactions with Mr. Kwok’s fertilizer company, and discrepancies we found in its listing documents (which are beyond the scope of this report), we have our own concerns with Asian Citrus. But assuming recent market prices, Chaoda’s stake is worth approximately HK$870 million or HK$0.57 per share. Of course, this type of theoretical valuation still leaves investors with the very practical issue of collectability. What happens if management continues to sell the stake and abscond with the proceeds?
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Conclusion
Chaoda’s long history as a public company is mired in lies and corporate fraud. Under the cover of inflated capex spending and related party transactions, management has transferred more than US$400M out of Chaoda. In so doing, the Company has overstated its cash balance and falsified its financial statements. The CEO, with the support of the board of directors has invested in risky projects that have robbed shareholders of returns in order to line his own pockets. In an attempt to cover their egregious actions, management has paid a fraudulent company to provide Chaoda positive marketing exposure.
Corporate fraud has become problematic in both the Mainland and Hong Kong. Both governments have wisely renewed calls for tougher action in the face of this growing epidemic. The fact that the HK Exchange and the SFC have allowed this obvious fraud to operate under their watch will not go unnoticed. To maintain market confidence, we expect in the coming weeks and months for the SFC to conduct their own investigation into Chaoda’s operations and business activities. In addition to what has been presented here, we have reason to believe Chaoda will not be able to survive scrutiny. Accordingly, we expect this Company to eventually be delisted.
37
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http://hk.apple.nextmedia.com/te ... 307&art_id=15653494
或需中證監配合調查

超大一直未有就研訊作披露,直至本周一中午收市前突然遭外電「踢爆」,超大股價在恐慌沽盤湧現下,短短 45分鐘勁跌 25%,繼而停牌,而匿名分析便是於當日向外發佈報告。
市場人士指出,證監會肯定要就匿名分析的報告向超大展開調查,由於涉及超大內地業務及過去 11年歷史,相信超大「有排停」,更可能要中證監配合。
至於若超大長期停牌,匿名分析難以由其股價下跌而得益,市場人士指,「不一定沽空現貨,透過場外沽空期權已可以。」
匿名分析又預期,證監於未來日子會對超大的營運及商業活動展開調查,超大最終命運可能是「除牌」。
本報曾致電證監查詢,但截稿前未獲回覆。超大公關回應查詢時說,公司已獲悉有關報告,但未有回應曾否與匿名分析相關人士會晤,稍後會就早前市場失當行為審裁處研訊事件及匿名分析報告作澄清回應。
匿名分析回覆本報電郵查詢時承認,早知超大被研訊事件,強調該機構並非以香港公司為主要研究目標,主要針對騙局公司,而短期內會繼續有報告出籠。
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超大現代(00682)主席等涉及市場失當行為
【22:13】2011年09月28日

【on.cc專訊】市場失當行為審裁處就超大現代(00682)舉行第二次初步會議,審裁處主要是審理超大主席郭浩、首席財務官陳志寶及富達基金(FMR)一名基金經理George Stairs,有否涉及內幕交易。案情涉及超大於09年6月一次配股活動,配股前,郭及陳與包括Stairs在內的六名機構投資者進行電話會議,透露配股相關資料,Stairs隨即於翌日以較高價沽出股份,並在參與配股活動時以較低價買入。

案情指出,郭及陳在電話會議向Stairs提及的相關內容可能對超大股價構成不利影響,郭及陳知道或有合理理由,相信Stairs可能利用相關資料買賣超大股份,因此三人可能涉及市場失當行為。
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http://www.mmt.gov.hk/eng/ruling ... gs.Ltd.25072011.pdf

文件

郭先生或者有放風話集資
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http://www.mpfinance.com/htm/Finance/20110929/News/ec_ecb1.htm




富達基金悉配股計劃後賣股

由財政司長曾俊華根據《證券及期貨條例》,向市場失當行為審裁處發出的通知顯示,於2009年6月15日,郭浩與陳志寶透過電話會議,向美國數家基金公司表示擬配股集資的計劃,當中包括向Stairs透露,超大計劃擬按每股5元,配股集資2億至2.5億美元。

Stairs於翌日早上約11時,指示香港分公司掛出37.5萬股、每股5.3元股超大沽盤,但由於超大每手股數為2000股,香港分公司最終掛出沽盤數目為37.4萬股,交易於下午約4時完成,套現約198萬元。

超大則於6月17日,即Stairs沽貨翌日中午停牌,進行配股。同日Stairs參與超大配股計劃,按每股4.6元認購63萬股。

文件指出,Stairs在得悉超大的配股計劃後買賣該股,而郭浩與陳志寶知道或有理由相信Stairs會利用有關資訊買賣超大股份,故3人均涉嫌從事市場失當行為。
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簡直可以用兵臨城下黎形容~

美基金經理偷步買股 涉資488萬 率先披露配股 超大內幕案開審
星島日報星島日報

(綜合報道)(星島日報報道)市場失當行為審裁處昨初步研訊超大現代(682)的失當行為個案,一名美國富達研究基金經理,涉嫌在09年超大向外公布配股計畫前,偷步買賣100萬股超大股份,涉資488萬元。配股消息來自超大主席郭浩以及首席財務官陳志寶親自主持的電話會議,故三人同為事件涉案人,懷疑干犯內幕交易條例。

  早前一度被基金洗倉的超大,26日突然申請停牌,因有外電指公司涉及市場失當行為,拖累股價急挫2成多。市場失當行為審裁處昨日就事件展開第二次初步研訊,審裁處的通告透露,涉案人包括郭浩、陳志寶及美國富達研究基金經理Stairs。郭浩及陳志寶未現身研訊,相信是派律師代表出席。審裁處認為,郭浩及陳志寶二人,應該有理由相信Stairs或會利用超大的配股消息偷步買賣。

  低買高賣獲利25萬

  根據法例規定,經由審裁處裁決的個案,最高刑罰為罰款,款額不會超過涉案人在失當行為中獲取的利潤(或避免的損失)。審裁處亦有權禁止被裁定罪成的涉案人,出任上市或非上市公司董事。

  事件主要涉及富達研究基金經理Stairs,知悉超大配股的消息後,仍偷步買賣超大股份,有內幕交易之嫌。案情指出,超大在2009年6月計畫配股,配股公告在6月18日開市前發表,超大表示將以每股4.6元的價格,配售3.88億股超大股份,集資17.85億元。超大在6月17日中午申請停牌半天,以便籌備配股的工作。

  然而,審裁處指出,郭浩及陳志寶在6月15日收市後,以及6月16日開市前,已先行與6名海外專業及機構投資者舉行電話會議,率先披露超大的配股計畫。身在美國的Stairs,於6月15日晚上知悉超大擬配股一事,但他仍然在6月16日及17日(即超大配股計畫正式向外公布前)買賣超大股份,行為有失當之嫌。

  Stairs在6月16及17日,先「賣」後「買」超大股份,他於6月16日擬以每股5.3元賣出37.5萬股超大股份,於17日則以每股4.6元,買入63萬股超大股份,即合計100萬股,涉資約488萬元。倘只計算「低買高賣」37.5萬股,Stairs的獲利約25萬元。

  超大近日是非纏身,繼早前被周刊踢爆疑點後,日前又被國際組織「匿名者(Anonymous Analytics)」發表報告質疑公司營運。
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原帖由 會計仔 於 2011-9-29 12:04 發表
超大派過息咩? Bye Bye
http://www.talk-global.info/view ... ra=page%3D1&page=10


Louis 回复:

是的,超大當然派過息。 你真的不知道嗎?太不小心和有偏見。 事實上自2001年起, 超大每年都有派過息:

http://www.etnet.com.hk/www/tc/s ... vidend.php?code=682

財政年度 事項 除淨日 截止過戶日期由 截止過戶日期至 派送日
2011/06 中期息人民幣2﹒5分或3港仙 11/03/2011 15/03/2011 16/03/2011 25/03/2011
2010/06 末期息人民幣5﹒2分或6港仙 24/11/2010 26/11/2010 30/11/2010 07/12/2010
2010/06 不派中期息 -- -- -- --
2009/06 末期息人民幣4﹒4分或5港仙 23/11/2009 25/11/2009 27/11/2009 09/12/2009
2009/06 不派中期息 -- -- -- --
2008/06 末期息人民幣2﹒8分或3﹒2港仙 04/12/2008 08/12/2008 10/12/2008 16/12/2008
2008/06 二十五送一紅股 04/12/2008 08/12/2008 10/12/2008 --
2008/06 不派中期息 -- -- -- --
2007/06 末期息5﹒6仙,八十送一紅股 22/11/2007 26/11/2007 28/11/2007 10/12/2007
2007/06 不派中期息 -- -- -- --
2006/06 末期息人民幣11﹒5分或11﹒4港仙 22/11/2006 24/11/2006 28/11/2006 07/12/2006
2006/06 不派中期息 -- -- -- --
2005/06 末期息人民幣11﹒1分或10﹒7港仙 21/11/2005 23/11/2005 25/11/2005 08/12/2005
2005/06 不派中期息 -- -- -- --
2004/06 末期息人民幣7.7分,特別股息0.8分 17/11/2004 19/11/2004 25/11/2004 09/12/2004
2004/06 不派中期息 -- -- -- --
2003/06 末期息人民幣3.7分或3.49港仙 11/12/2003 15/12/2003 19/12/2003 30/01/2004
2003/06 二十送一紅股 11/12/2003 15/12/2003 19/12/2003 --
2003/06 不派中期息 -- -- -- --
2002/06 末期息人民幣9﹒529分或9港仙 02/12/2002 04/12/2002 11/12/2002 --
2002/06 不派中期息 -- -- -- --
2001/06 末期息人民幣7﹒7分 03/12/2001 05/12/2001 11/12/2001 --
2001/06 不派中期息 -- -- -- --
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