al The Archeter of th ie V Opportunity V Synergy Mainland China li— Pin Vi— e and 首页 : 279 2012D 2017年 1219 www.kos-intl.cn. t About Us KOS International Holdings Limited (KOS Group) is the first local recruitment company listed on the HKEX (8042.HK). Our brands include KOS Recruitment, KOS Staffing, KOS Executive and KOS Solutions. Operating across mainland China, Hong Kong SAR, Macau SAR and Singapore, we specialise in delivering recruitment, staffing and a wide range of human resources solutions to clien ...

Portugal 25 2024 The annual report on the most valuable and strongest Portuguese brands July 2024 Contents About Brand Finance 3 Foreword 4 David Haigh, Chairman & CEO, Brand Finance Foreword 5 Pilar Alonso Ulloa, Managing Director, Iberia (Spain, Portugal) and South America Ranking Analysis 8 Brand Value Ranking (EURm) 17 Insights 18 Impact of Sustainability on Consumer Decisions 19 Robert Haigh, Strategy and Sustainability Director, Brand Finance Methodology 21 Our Services 27 The world's leading brand va ...

Transforming Delhi's Power Grid A Comprehensive Guide to Enhancing Flexibility Report / July 2024 BSES Rajdhani Power Limited (BRPL) is a joint venture between Reliance Infrastructure Limited (RInfra) and the Government of NCT of Delhi, with a shareholding of 51%:49%. BRPL covers an area of 691 sq km and serves over 30 lakh customers in 22 divisions across South and West Delhi. Since privatisation of Delhi electricity distribution in 2002, BRPL has reduced Aggregate Technical & Commercial (AT&C) losses by m ...

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - The report discusses the need for reform in utility business models, emphasizing the shift from traditional cost-of-service regulation (COSR) to performance-based regulation (PBR) to align utility incentives with customer and societal interests [4][24][34] - PBR is presented as a collection of tools designed to improve utility performance and accountability, ultimately leading to a more affordable, reliable, and equitable energy grid [4][34] Summary by Sections Traditional Utility Regulation and the Need for Reform - The traditional COSR model has created perverse incentives that hinder the transition to affordable clean energy, such as gold plating and throughput incentives [24][25][34] - The report highlights the evolution of policy goals from expanding utility systems and encouraging energy usage to operating efficiently and fostering innovation [20][34] Performance-Based Regulation Tools - PBR tools include revenue decoupling, multi-year rate plans, capex-opex equalization, performance metrics, and performance incentive mechanisms [38][61][66] - Revenue decoupling aims to remove the throughput incentive and improve revenue stability for utilities [40][41] - Multi-year rate plans encourage cost containment and reduce the frequency of rate cases, although they can be complex [53][54] - Capex-opex equalization strategies are designed to mitigate capex bias and promote cost-effective operational solutions [61][62] Case Studies - The report includes real-world examples of how PBR has been implemented and its effects on utility performance and customer outcomes [6][34] Further Reading - The report suggests additional resources for readers interested in exploring PBR and its implications for the utility industry [6][34]

ISSN 2443-5228 2021 report on gender equality in the EU FREE THRIVE LEAD The European Commission is not liable for any consequence stemming from the reuse of this publication. Luxembourg: Publications Office of the European Union, 2021 © European Union, 2021 The reuse policy of European Commission documents is implemented by Commission Decision 2011/833/ EU of 12 December 2011 on the reuse of Commission documents (OJ L 330, 14.12.2011, p. 39). Unless otherwise noted, the reuse of this document is authorised ...

WHITE PAPER PROACTIVELY MANAGING THE OPPORTUNITIES AND RISKS OF WEATHER VOLATILITY | INTRODUCTION...................................................................................................................... | 3 | |--------------------------------------------------------------------------------------------------------------------------------------|-------| | CLIMATE, WEATHER VOLATILITY AND CONSUMER DEMAND.................................................... | 4 | | TRANSFORMING WEATHER DATA INTO ACTI ...

Roadmap for Distributed Green Ammonia in Minnesota Report / June 2024 Authors and Acknowledgments Authors Quailan Homann TJ Kirk Anton Krimer Sheran Munasinghe Elina Rodriguez Joaquin Rosas Authors listed alphabetically. All authors are from RMI unless otherwise noted. Contacts TJ Kirk, tkirk@rmi.org Anton Krimer, anton.krimer@rmi.org Copyrights and Citation TJ Kirk, Anton Krimer, Sheran Munasinghe, Elina Rodriguez, Joaquin Rosas, and Quailan Homann, Roadmap for Distributed Green Ammonia in Minnesota, RMI, ...

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - The Rocky Mountain Region (RMR) is positioned to capitalize on the growing demand for sustainable aviation fuel (SAF) due to its significant feedstock availability, existing infrastructure, and legislative support, despite currently lacking active SAF production [9][10] - The SAF Grand Challenge aims for the U.S. to produce 3 billion gallons of SAF annually by 2030, with the RMR targeting 126 million gallons by 2030 and 1.631 billion gallons by 2050, highlighting the need for strategic actions to meet these goals [21][49] - The report identifies various SAF production pathways, including HEFA, ATJ, and FT, with specific feedstocks such as used cooking oil, corn ethanol, municipal solid waste, and forest residues being evaluated for their potential in the RMR [24][25][49] Summary by Sections SAF Supply in the Rocky Mountain Region - The RMR currently has no active SAF producers, but significant bio-based feedstock potential exists, including used cooking oil, corn ethanol, municipal solid waste, and forest residues [24] - The SAF production potential in the RMR is estimated at 197 million gallons in 2030, exceeding the regional SAF Grand Challenge benchmark, but falls short of the 2050 target [49] Jet Fuel Demand in the Rocky Mountain Region - Airports in the RMR rely on conventional fossil-based jet fuels, with a growing demand for jet fuel driven by economic activity and population growth [11][12] - The RMR faces a gap between jet fuel demand and in-region refinery capacity, presenting an opportunity for local SAF production [13] Policy and Infrastructure - The report discusses the importance of federal policies, particularly the Inflation Reduction Act, which provides financial support for SAF production and encourages the use of feedstocks and hydrogen [60][61] - The SAF tax credits under the Inflation Reduction Act incentivize fuels that achieve a life-cycle GHG reduction of at least 50% compared to traditional jet fuel [61][64] Production Pathways - The report evaluates various SAF production pathways, including HEFA, ATJ, and FT, with HEFA being the most commercially mature pathway [32][34] - The PtL pathway, while currently the least mature, has the potential to meet future SAF demand without the constraints of biogenic feedstocks [53][54] Conclusion - The report emphasizes the need for collaboration among stakeholders to develop the SAF industry in the RMR, leveraging existing resources and infrastructure to meet ambitious SAF production targets [10][50]

India 100 2024 The annual report on the most valuable and strongest Indian brands June 2024 Contents About Brand Finance 3 Foreword 4 David Haigh, Chairman & CEO, Brand Finance Foreword 5 Ajimon Francis, Managing Director, Brand Finance India Ranking Analysis 8 Sector Rankings & Analysis 17 Brand Value Ranking (USDm) 30 Brand Spotlights 32 Taj 33 Interview with Puneet Chhatwal, Managing Director & CEO, Indian Hotels Company Limited (IHCL) Hexaware Technologies 36 Interview with Nidhi Alexander, Chief Market ...

ASSESSING ENTERPRISE GENERATIVE AI OPPORTUNITIES AND CHALLENGES Reece Hayden, Senior Analyst TABLE OF CONTENTS | INTRODUCTION ........................................... | 1 | |--------------------------------------------------------------------------------|-------| | ENTERPRISE PERSPECTIVE............................... | 2 | | Identifying Enterprise Generative AI Opportunity.............2 | | | Adoption Challenges........................................................2 | | | Assessing Technology Maturity ...