Prawo Archive

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BCG Report: Financing Climate Adaptationand Resilience Is Good for Business and the World

 

By Veronica ChauQahir DhananiNathanial MatthewsCharmian CainesTrish StromanRebecca GibbsMaxine Yee, and Pippa Fielding

Financing climate adaptation and resilience (A&R) is an opportunity for businesses and private investors—not a burden. From Risk to Reward: The Business Imperative to Finance Climate Adaptation and Resilience is a new study published by BCG in collaboration with the Global Resilience Partnership (GRP) and United States Agency for International Development (USAID) that lays out the investment thesis for the private sector to finance climate adaptation and resilience.

 

Our analysis aims to inform industry-wide actions at this critical time. This report details the adaptation and resilience business case, laying out three key opportunities for the private sector to secure value and identifying the specific entry points for finance:

  • The “Protect” Opportunity. Companies can safeguard value at risk and protect assets, supply chains, and operations by implementing and financing adaptation and resilience measures. Lenders and investors can safeguard their portfolios by deploying capital toward resilient assets and companies.
  • The “Grow” Opportunity. Investors can finance companies that develop adaptation and resilience solutions, and companies can invest in new adaptation and resilience product lines, creating climate-resilient revenue streams and thereby expanding the overall market of adaptation and resilience solutions.
  • The “Participate” Opportunity. The private sector can collaborate with the public sector to finance and implement capital projects and deploy finance toward vehicles that support a portfolio of projects.

The report closes with a set of actions that different industry participants can take to begin availing themselves of these three opportunities and fostering systemic resilience to help protect the planet and its people.

This report is a key element of BCG’s response to the US government’s President’s Emergency Plan for Adaptation and Resilience (PREPARE) Call to Action to the Private Sector.

 

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Deloitte: Strategia Brand Purpose

W Deloitte stworzyliśmy Strategię Brand Purpose – narzędzie redefiniujące rolę marki i firmy na rynku – integrujące strategię marki, ze strategią ESG oraz strategią biznesową.

Dotychczasowe działania marek, skupione wokół marketingu i ESG nie odpowiadają w pełni na potrzeby klientów. Globalne wyzwania, z którymi zmaga się dzisiaj świat, wywołują do odpowiedzialności nie tylko polityków czy duże organizacje – coraz częściej z krytyką działalności mierzą się obecne na rynku marki. Do presji rynkowej wywieranej przez konkurencję, dochodzą oczekiwania konsumentów w stosunku do wszystkich aspektów działalności organizacji. Konsumenci wymagają od marek zaangażowania w istotne tematy społeczne i środowiskowe oraz większej odpowiedzialności za konsekwencje prowadzenia biznesu.

Wspierając firmy stworzyliśmy narzędzie, które pozwali im dokonać realnej zmiany, wpływając jednocześnie na wyniki biznesowe, budując przewagę konkurencyjną i tworząc długoterminową wartość.

Czym jest Brand Purpose?

Koncepcja Brand Purpose wynika z rynkowej potrzeby redefiniowania roli marek we współczesnym świecie. W Deloitte wierzymy, że każda marka powinna mieć głębszy cel istnienia. Definiujemy Strategię Celu Marki jako wartość, którą firma swoimi działaniami tworzy w otaczającym ją świecie.

Właściwie zdefiniowany Brand Purpose powinien być prawdziwy, ambitny, inspirujący dla biznesu i ludzi – pracowników i klientów, a przede wszystkim pasować do marki. Dla nas strategia celu marki to nowy model budowania marek zaangażowanych społecznie lub środowiskowo, wyznaczający ambitne horyzonty dla ich biznesowej i społecznej działalności.

Dlaczego warto mieć Brand Purpose?

Świat zmienia się coraz szybciej wywierając coraz większą presję na działania biznesowe. Katastrofa klimatyczna, zanieczyszczenie środowiska, nierówności społeczne i niepokoje budzą wśród konsumentów coraz więcej niepewności i obaw. Poszukując realnej zmiany i pragnąc mieć większy wpływ na rzeczywistość, konsumenci zmieniają swoje zwyczaje, nawyki zakupowe i coraz częściej kierują się wartościami, które stoją za markami. Nowe zwyczaje zakupowe oznaczają też nowe oczekiwania względem marek, które potrzebują jasno zdefiniowanego Brand Purpose by pozostać konkurencyjne i sprostać rosnącym oczekiwaniom konsumentów.

Coraz więcej konsumentów zaczyna wymagać od marek zaangażowania w kwestie społeczne, odpowiedzialności za wpływ na otoczenie (zarówno naturalne, jak i społeczne) oraz zrównoważonego podejścia. Z kolei nowe marki wchodzące dopiero na rynek coraz częściej wyznaczają sobie ambitny, pozabiznesowy cel jako jeden z głównych motorów prowadzenia działalności.

Zdefiniowanie wyższego celu istnienia marki przekłada się nie tylko na budowanie jej wartości, ale również na konkretne zyski dla całej organizacji. Obserwujemy, że marki, które w planowaniu strategicznym oraz codziennych działaniach, kierują się autentyczną wizją i inwestują w działania z zakresu Brand Purpose, rozwijają się szybciej. Generują nowe źródła wzrostu oparte o zrównoważoną ekonomię, zwiększają swoje marże, łatwiej przyciągają i utrzymują pracowników, są sprawniej zarządzane, przyciągają inwestorów i obniżają koszt kapitału.

Więcej: Deloitte

 

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Building Resilient Economies: Empowering Governments through Digital Transformational Strategies in Global Trade!

Discover some of the industry leading speakers you’ll get to connect with and ask questions to as they join us for the discussion on Building Resilient Economies: Empowering Governments through Digital Transformational Strategies in Global Trade!

Featured Speakers
Image of Solomon Raj Joseph
Solomon Raj Joseph
Senior Product Director
CrimsonLogic
Experienced techno-business leader with 20+ years in IT, Trade & Logistics, Telecom, and Banking. Expertise includes Product Direction, Project Management & Chief Architecture roles. Over the past 13 years, Solomon has spearheaded mission-critical Trade Facilitation systems in 15+ countries across Asia, Africa, Middle East, and Americas.Solomon possesses in-depth knowledge of Trade & Logistics, Supply Chain Processes, Compliance, and Regulatory procedures. Experienced in Cross Border Trade, Supply Chain Risk Management, Customs policies, National Trade policies, and Free Trade Agreements.

Image of Ninan Oommen Biju
Ninan Oommen Biju
Sr Port & Maritime Transport Specialist
The World Bank – Transport Global Practice
Ninan Oommen Biju is the Senior Port & Maritime Transport Specialist at The World Bank Transport Practice based in Singapore, engaged in the preparation and supervision of projects, sharing of knowledge and experience and technical assistance for maritime infrastructure development. Prior to joining The World Bank, Ninan was the CEO of a short-sea container ship owner and operated services in consortium with global container shipping lines from Singapore hub port to the main gateway ports in South-East Asia & South Asia.
Image of Gregory Smith
Gregory Smith
Head of Exploration and Digital Transformation
UNDP Trinidad and Tobago
Gregory joins the panel with over 10 years’ international experience in financial analysis for mergers and acquisitions, e-commerce product management, IT systems implementation, strategic planning, and market analysis. Gregory holds a BSc. in Mechanical Engineering, an MBA from Howard University, and a MPP in Public Policy Analysis and Economics from the University of Chicago. He is passionate about working collaboratively and applying a rigorous analytical approach towards developing sustainable, courageous, innovative solutions that directly improve the lives of everyday people.

Explore the strategies and opportunities that can empower developing nations to optimize their government processes, leading to remarkable efficiency gains. By embracing these insights, you’ll be able to reduce operational costs and navigate trade regulations more smoothly, all while revolutionizing how your business engages with government entities.

Register Now
Thursday, September 28th 2023 – 1:30 – 2:45 PM (EDT)

If you’re unable to attend live you can still register and watch the webinar back in your own time via On-Demand.

Kind regards,
The Port Technology International Team

CrimsonLogic In partnership with Port Technology International

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ESG – trend or necessity? Shipping, ports, offshore and shipyards under the pressure of innovators

By Marek Grzybowski

An ESG guidance for shipping was published this summer,. The implementation of an ESG strategy in shipping has implications throughout the ship supply and operation chain, from design through manufacturing, operation and port service.
The guide, developed jointly by Mærsk Mc-Kinney Møller Center for Zero Carbon Shipping experts together with Boston Consulting Group analysts, is intended to help companies operating in maritime transport implement comprehensive ESG (Environmental, Social and Governance) strategies. The essence of ESG was explained during a special webinar by Tanja Dalgaard, Chief Strategy & Operations Officer, Anne Katrine Bjerregaard Head of Strategy & Sustainability Office, Mikkel Krogsgaard Managing Director & Partner, BCG Peter Jameson Partner, BCG.
– In the world of maritime business, as in other industries, ESG reporting covers topics such as recycling, greenhouse gas emissions, other types of air pollution, environmental impact, business ethics, employee health and safety, as well as safety management and prevention accidents, explain DNV experts.
Remi Eriksen, Group President and CEO, DNV and Knut Ørbeck-Nilssen, CEO of DNV GL, pointed out the need for a comprehensive approach to the implementation of the ESG strategy during the presentation of the “Energy Transition Outlook 2023” and “Maritime safety trends” reports during Nor Shipping 2023.

ESG sets standards
According to DNV, ESG reports and sustainability reports are intended to reveal the achievement of parameters in all three areas that are important for the functioning of a modern company. Reporting these parameters is intended to meet the expectations of stakeholders cooperating with the partner.
It’s about being transparent in assessing corporate responsibility. The report makes it possible to publish information that a business partner has rules, initiatives and strategies for managing under risk conditions and the ability to take advantage of the opportunities offered by management that takes into account ESG requirements.
In maritime industries, reports are published by leading companies operating both in the shipbuilding industry and maritime transport, in ports and offshore, in fishing and tourism, as well as companies operating in the vicinity of these industries.

ESG in ports

“Cargo operators recognize the role of ports [in implementing the ESG strategy] and will favor those who act according to the requirements,” noted Mark Nailer, head of the maritime division at Midstream in an article for Hellenic’s “Shipping News Worldwide”. In his opinion, “the adverse impact of the global port and terminal sector on [substances and CO2 – MG] emissions and local communities is significant.
Emissions and air pollution account for a large part of this impact, while the safety of workers [ports – MG] is another major concern. It is estimated that reducing port emissions could directly improve the health of more than 3.5 billion people by reducing air and water pollution – and indirectly improve health and well-being by helping to mitigate climate change, Nailer points to the UNCTAD report.

ESG in the shipbuilding industry
In many cases, it has already been said that shipyards should be hybrid, i.e. ensuring production and repairs taking into account environmental, social and ethical requirements.
One of the leading shipyards in implementing ESG is the Hyundai Heavy Industries Group (HHI). Already at the beginning of 2021, it adopted an ESG strategy. Within the five companies operating in the HHI Group, committees have been established for environmental protection, shaping social responsibility and implementing ethical management practices. The five participating companies are: Hyundai Mipo Dockyard Co., Hyundai Construction Equipment Co., Hyundai Electric Energy Systems Co., Hyundai Heavy Industries Co. and Hyundai Samho Heavy Industries Co.

Why (not only) Shipping Companies Don’t Have an ESG Plan
Increasingly, however, many shippers and logistics companies, as well as final recipients, demand information about the comprehensive carbon footprint related to the transport of goods between ports, and often from the producer to the consumer. High demands are placed on sea tourism and ferry operators. This is increasingly required of fish and seafood producers and processors as well as logisticians operating in this industry.
Offshore oil and gas operators and wind farm builders pay attention to sustainable development. It can be expected that the ESG strategy will soon become the flagship of every company that intends to operate in the maritime industry. On the other hand, the ESG standard will determine the level of involvement of shipowners and ports, offshore operators and fish producers in the sustainable development of our globe.

More: BSSC

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The Asian shipbuilding industry is going full speed ahead

 

By Marek Grzybowski

The shipbuilding industry is booming and shipowners are fighting for places on the docks. Unfortunately, but in Asian shipyards. European shipyards save themselves by orders for passenger ships, specialized ships and ships. Companies from the shipyard’s environment save themselves by selling the latest equipment and technologies to Asian shipyards.
– Demand for innovative ships is growing and it looks like the reopening of decommissioned shipyards, especially in China – announces Mohamed Rabie of SnP Broker Intermodal in the latest report.
Prices of ordered ships and on the secondary market remain high. Prices for new LNG carriers in June 2023 were around USD 218 million. Indicative prices for 5-year-old used LNG tankers in June 2023 were estimated at USD 200 million, Banchero Costa reports. This is important information for Poland, because we are planning to build an FSRU terminal in Gdańsk. And some terminals are built on the basis of modernized units purchased on the secondary market.
For comparison, Newcastlemax bulk carriers in June 2023 were contracted for approximately USD 66.5 million, and USD 60 million for the Standard Capesize. In June 2023, 5-year-old Newcastlemax ships cost USD 50 million, and Standard Capesize around USD 46.3 million.

High prices for new and used ships
In June this year, the shipyards demanded about USD 130 million for the VLCC vessel, USD 83 million for the Suezmax and USD 67.1 million for the Aframax for the new oil tankers. For the 5-year-old tanker, prices in June 2023 were estimated at around USD 97.6 million for VLCC, USD 69.2 million for Suezmax and around USD 64.2 million for Aframax.
Product prices remained stable. For example, in June this year, the MR2 tanker was contracted for approximately USD 46.6 million. On the other hand, the 5-year-old MR2 ship was offered in June 2023 for approximately USD 42.5 million, according to Banchero Costa experts in the latest reports.
– During the first 6 months of 2023, a total of 719 ships were contracted, of which 24.2% were bulk carriers, 23.09% were tankers (oil and products), 9.46% were containers, 5.01% were LPG tankers, and 4.31% LNG carriers, according to the latest Intermodal report.

The shipyard’s production capacity is increasing
– The shipyard’s production capacity is expected to be increased by 1.5 million CGT after the reopening of 12 shipyards in China. Thus, the 299 active shipyards in 2023 represent a total production capacity of 54 million CGT, believes Chara Georgousi.
Utilization of the 80 leading Asian shipyards is projected to increase to 83% in 2023 from 65% in 2022, while in 2024 it could increase to 91%. According to her, “Leading shipyards in South Korea and China are ahead of shipyards in Japan and other countries.”
The procurement structure for environmentally friendly ships is also changing. The number of units ordered with dual-fuel engines is increasing, the number of orders for power plants with scrubbers (washers) is decreasing. This is good news for European manufacturers of innovative engines, scrubbers and ship propulsion systems powered by batteries or LNG.
– In the first five months of 2023, 20% of the ordered ships will be able to use alternative fuels – says Antonis Tsimplakis – columnist for “Naftemporiki”. 6% of them will be fueled with gas from LNG tanks, 9% with methanol, and only 5% with LPG.

Alternative fuel course
Market analysis conducted by Intermodal shows that from 2022, most new ships ordered are equipped with some kind of emission reduction technology or with “off-the-shelf” technologies for the use of alternative fuels. According to Intermodal, this trend will continue in the coming years.
Today, in the case of the active fleet, approximately 0.54% of ships use alternative fuels, while in the shipyard order book the percentage that will use alternative fuels reaches 14.69%.
– Currently, 911 ships use LNG as fuel, 182 ships use LPG, 127 ships use methanol and only 27 ships use hydrogen. Of the current order backlog, 10.31% of ships will be powered by LNG, 2.03% by methanol, 1.91% by LPG and just 0.42% by hydrogen, according to Tsimplakis.

China is the leader – orders increased by 67.7%
Published by the China Association of the National Shipbuilding Industry (CANSI) Statistics after the first half of this year. reported that there was an increase in the number of new contracts in Chinese shipyards by 67.7%. Among them, export orders account for 92.8% of contracts.
Orders for the construction of new ships rose sharply this year. Container ships and LNG carriers still dominate the docks of Chinese shipyards. More oil and product tanker contracts have emerged.
– In the first half of the year, Chinese shipyard workers delivered ships with a carrying capacity of 21.13 million tons, which means an increase of 14.2% year on year – reports CANSI.
In the first six months, China’s shipbuilding output accounted for 49.6% of world output. However, the portfolio for new orders for shipbuilding accounted for 72.6% of global contracts, which corresponded to 53.2% of the deadweight capacity in the global market.

More: BSSC