Investment Rating - The report does not explicitly provide an investment rating for the industry. Core Insights - Dynamic social registries (dSRs) are essential for adaptive social protection (ASP) in shock-prone contexts, enabling timely identification and support for vulnerable populations affected by climate-related shocks [2][10][11]. - The operationalization of dSRs involves direct and indirect data collection, various intake modalities, and modular questionnaires to ensure continuous updates and accurate assessments of household welfare [2][13][24]. - Key recommendations for implementing dSRs include establishing a permanent client interface for data collection, adopting a modular structure for socioeconomic questionnaires, ensuring interoperability with other data sources, and promoting peer-to-peer learning [2][13][24]. Summary by Sections 1. Introduction - The increasing frequency of interconnected shocks, particularly climate-related, necessitates effective systems to assess the changing welfare of populations [9][10]. - Social registries serve as critical delivery systems for social protection, enabling the collection and processing of demographic and socioeconomic data [9][10]. 2. Social Registries: Roles and Challenges - Social registries facilitate the intake, registration, and assessment of needs for social protection programs, addressing inclusion and coordination challenges [15][18]. - The concept of data half-life highlights the rapid obsolescence of data in static registries, emphasizing the need for dynamic systems to maintain accuracy [19][20][21]. 3. Dynamic Intake and Registration - dSRs are designed to continuously intake and update data, allowing for timely assistance during shocks and improving the effectiveness of ASP programs [24][25]. - The suitability of dSRs for shock-prone contexts is enhanced by their ability to combine direct and indirect data sources [24][31]. 4. Data Collection Trade-offs - Policymakers must balance data quality, coverage, timeliness, and privacy risks when designing social registries [65]. - The accuracy of needs assessments is contingent on the quality of underlying data, which can be influenced by various factors including the method of data collection [66]. 5. Case Study: Pakistan's Transition - The report includes a case study illustrating Pakistan's transition from a static to a dynamic social registry, showcasing the benefits of adopting dSRs [2][5]. 6. Recommendations and Conclusions - The report concludes with actionable recommendations for the operationalization of dSRs, emphasizing the importance of continuous data updates and integration with existing systems [2][13][24].

Investment Rating - The report indicates a strong ambition among telcos to transform into telecom techcos, with 80% aiming for this transition within the next three to five years, driven by the need to overcome stagnant revenues and improve efficiency [3][46]. Core Insights - The core of the transformation involves autonomous cloud network platforms, which leverage cloud-native technologies, automation, and AI to unlock new revenue streams such as AI-driven services and network APIs [3][52]. - Despite the potential, progress is slow, with only 28% of telcos expecting to achieve high autonomous network maturity within three years, highlighting a reliance on non-cloud-native architectures [3][60]. Summary by Sections Executive Summary - 80% of telcos are pursuing a telecom techco vision within three to five years, primarily to address stagnant revenues and improve efficiency [3]. - Autonomous cloud network platforms are central to this shift, enabling new revenue streams [3][52]. - Only 28% of telcos expect to reach high maturity in autonomous networks within three years [3][60]. Recommendations 1. **Link Network Modernisation to Telecom Techco Strategy** - 82% of telcos aim to embody the telecom techco model within three to five years, driven by the need to improve financial performance [46]. - The top 160 listed telcos saw a 32% decline in market capitalisation from 2019 to 2023, while leading tech companies grew by 75% [8]. 2. **Pursue AI and Automation Use Cases** - Automation and AI are projected to generate financial benefits equivalent to 5% of telco revenues [10]. - The majority of telcos prioritize implementing AI/ML and automation in the next 12-18 months [10][70]. 3. **Leverage Open Source** - 92% of telcos report a maturity level of 2 or below in autonomous networks, indicating a need for open-source solutions to overcome vendor dependency [15][96]. - Telcos with high open-source adoption are 57% more likely to implement advanced cloudified network architectures [16][101]. Challenges - Significant challenges include unclear business cases, performance gaps in cloud-native stacks, and a lack of management orchestration tools [5][43]. - 94% of telcos have not implemented open RAN, indicating a slow adoption of innovative solutions [15][68]. Market Context - The report highlights that telcos are at risk of not reaching the maturity levels expected of a telecom techco, with 92% still at low maturity levels [60]. - The financial performance gap between traditional telcos and leading tech companies underscores the urgency for transformation [50][51].

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - The evolution towards 6G network architecture is in its early stages, with varying levels of 5G maturity among Mobile Network Operators (MNOs) leading to diverse perspectives on the evolution path [10] - 6G aims to address gaps and limitations of 5G, including network complexity, energy efficiency, limited coverage, and scalability [11][25] - The architecture must support new scenarios and requirements, including AI, sensing, and immersive communications [12][32] - Key design principles for 6G architecture include enabling innovation, modular deployment, operational simplicity, sustainability, and trustworthiness [14][49] Summary by Sections Executive Summary - NGMN initiated studies to guide network architecture evolution towards 6G, exploring key factors influencing architecture changes, design principles, and challenges [9] Factors Influencing Architecture Evolution - 5G has introduced significant advancements but still faces challenges such as network complexity and energy efficiency [11][25] - New scenarios and requirements for 6G include support for IMT-2030 capabilities and new services like AI-driven interactions and sensing-assisted communication [12][32] - The potential for a new air interface and emerging technologies must be carefully evaluated to manage complexity [13][35] 6G Network Architecture Design Principles - The architecture should facilitate innovation and be designed for sustainability, security, and resilience [49][50] - Key principles include modular deployment, operational simplicity, and ensuring interoperability with existing networks [54][60] Challenges & Way Forward - The transition from 5G to 6G faces challenges such as achieving consensus during standardization and managing complexity [66][69] - NGMN emphasizes the need for collaboration across the industry to ensure a successful transition and to develop migration strategies [67][68]

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - South Africa is facing a severe learning crisis in its education system, which is critical for developing the next generation's skills and driving inclusive growth [21][33] - The report emphasizes the need for urgent reforms in the basic education sector to address the learning crisis, financing constraints, and inefficiencies in public spending [35][40] Summary by Sections Part 1: The State of the Economy - South Africa's GDP growth was estimated at 0.8% in 2024, which is below the average growth rate of 4.1% for middle-income countries [24][45] - The fiscal deficit reached 6% of GDP in 2024, the highest level since 2009, leading to an increase in public debt to 74.9% of GDP [26][28] - Economic growth is projected to gradually improve towards 2% over the next three to five years, driven by infrastructure improvements and a favorable external environment [27][44] Part 2: The Overdue Reform and Emerging Priorities in the Basic Education Sector - The learning crisis has worsened, with the percentage of Grade 4 learners unable to understand reading material increasing from 78% to 81% between 2016 and 2021 [35][38] - The government traditionally spends about 4.3% of GDP on basic education, which is higher than most upper-middle-income countries, but real spending has declined from R338 billion to R323 billion over the last five years [40][41] - Three key actions are proposed for better learning outcomes: focusing on foundational learning, leveraging the private sector for education delivery, and improving efficiency in public spending [36][39][41]

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - The Republic of Yemen is facing severe humanitarian and development crises exacerbated by climate change, with a projected GDP growth of 2% in 2024, still significantly lower than the 2014 GDP of USD 22.7 billion [18] - The assessment identifies key climate-related health risks, including food insecurity, waterborne diseases, vector-borne diseases, heat-related morbidity, and risks to health infrastructure due to flooding [84] - The report emphasizes the need for targeted adaptation measures to enhance the adaptive capacity of vulnerable populations in Yemen [21] Summary by Sections Section I: Climate - Yemen's climate is characterized by extreme temperatures and variable rainfall, with an average national warm season maximum of 36.5°C in June and an annual average rainfall of 190 mm [33][34] - The mean annual temperature has increased by 0.42°C per decade from 1971 to 2020, with projections indicating further increases under high greenhouse gas emission scenarios [35] - The report highlights that approximately 100,000 people are exposed to natural and climate-driven disasters annually, with flooding being the most significant risk [49] Section II: Climate-Related Health Risks - Yemen is undergoing an epidemiological transition, with non-communicable diseases becoming the primary cause of death, while communicable diseases still represent a significant health burden [82] - Food insecurity is a critical issue, with 17 million people food insecure as of 2022, and the country ranks 123rd out of 125 on the Global Hunger Index [89][90] - Waterborne diseases are a major health concern, with a history of cholera outbreaks and significant challenges in accessing clean water [102][104] Section III: Adaptive Capacity and Readiness - The report discusses the importance of leadership and governance, health information systems, service delivery, and health financing in enhancing adaptive capacity [31][32] - It emphasizes the need for improved health infrastructure and financing to address the projected health impacts of climate change [37] Section IV: Proposed Actions - The report outlines proposed actions for improving governance, health information systems, service delivery, and financing to better prepare for climate-related health risks [40][41][42] - It calls for further research to understand the economic costs of health impacts due to climate change [43]

Investment Rating - The report indicates a growing demand for insurance due to climate change, suggesting a positive investment outlook for the P&C industry as it adapts to new risks and opportunities [2][16]. Core Insights - Climate change is causing an increase in the frequency and severity of natural disasters, leading to a significant rise in insured losses, with global insured losses from natural catastrophes reaching US$89 billion in 2020 [5][9]. - The protection gap between economic and insured losses is widening, driven by a retreat from the market in response to rising losses, which could lead to an unacceptable level of "uninsurable risks" [11][14]. - Insurers must embrace nontraditional data and modeling techniques to better assess risks associated with climate change, as reliance on historical data is becoming less effective [20][21]. Summary by Sections The Protection Gap - Natural disasters are occurring four times more frequently than in 1970, with secondary perils causing the majority of insured losses in recent years [4][6]. - The protection gap for global weather-related catastrophes has been increasing since 1980, indicating a growing disparity between economic losses and insurance coverage [12]. Insurance Demand and Market Response - The demand for insurance is expected to rise as individuals and businesses seek protection from extreme weather, creating both opportunities and responsibilities for insurers [15][16]. - Insurers are responding to the challenging environment by increasing premiums and exclusions, with a trend of non-renewal for high-risk perils [10][14]. Data Gaps and Challenges - The industry's reliance on traditional models limits its understanding of future climate risks, with estimates of exposure to natural catastrophe risk potentially underestimated by 33% to 50% [21][24]. - There is a need for granular data to assess secondary perils effectively, as current data sets are often inaccessible or outdated [19][25]. Steps for Improvement - Insurers should leverage existing data more effectively, invest in new types of data, and enhance their infrastructure to process and analyze data in real-time [25][34]. - The adoption of nontraditional data sources, such as drone and satellite imagery, can improve risk pricing and product development [30][32]. Conclusion - The insurance industry has a critical role in mitigating the impact of climate change, with small improvements in coverage potentially leading to significant reductions in disaster costs [38]. - A proactive approach to closing the protection gap is essential for maintaining relevance in a changing market, as demand for insurance is expected to grow [39][42].

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - The insurance industry is experiencing a shift towards hyper-digitalization, with consumers expecting seamless digital interactions and insurers seeking to innovate and optimize operations [2][4] - Claims management is identified as a critical function, with a focus on creating a frictionless experience for all stakeholders involved [4][19] - Digitalization and advanced technologies such as AI and machine learning are essential for enhancing claims processes, improving operational efficiency, and increasing customer satisfaction [5][14] Summary by Sections Introduction - The digital environment is evolving, leading to heightened consumer expectations for service interactions [2] - Insurers are motivated to innovate and engage customers while optimizing their operations [2] Claims Management - Claims management is complex and involves multiple stakeholders who desire a seamless process [4] - Policyholders expect transparency and quick settlements, while claims adjusters seek efficient workflows [4][6] Technology Integration - New technologies enable proactive risk management and streamline claims processes, enhancing customer experiences [5][14] - Integration of service providers into the claims workflow is crucial for efficiency [9] Customer Expectations - Policyholders demand speed, convenience, and transparency, particularly during claims [6] - A survey indicated that quick claims payment is a top priority for consumers in the UK (40%), France (63%), and Germany (70%) [6] Claims Adjuster Insights - Claims adjusters require access to comprehensive data and insights to make informed decisions [8] - Automation of simple tasks allows adjusters to focus on more complex claims, improving overall efficiency [8] Connected Claims Management - The goal is to create a connected claims management system that integrates various stakeholders and services [19] - Guidewire's platform offers a marketplace for insurers to access innovative solutions and streamline operations [20][21] Future of Claims Management - Guidewire's Claims Autopilot aims to automate claims handling, enhancing customer experiences and reducing operational costs [22][23] - The future of claims management emphasizes a digital, smart, and connected approach to improve satisfaction and efficiency [28][29]

Investment Rating - The report indicates a positive investment trend in greenfield insurance operations, with over half (51%) of innovation practitioners in insurance firms expecting to increase their investment in greenfield initiatives [4][5]. Core Insights - The greenfield model allows established insurers to create separate entities that leverage modern business models and technologies, enabling agility and innovation without the constraints of legacy systems [2][7]. - Successful examples of greenfield insurers, such as FRIDAY and BeeSafe, demonstrate the potential for these ventures to connect with customers in new and profitable ways [3][8]. - The report highlights a significant shift in customer perception of insurers during the pandemic, with 26% of UK customers feeling that the industry did not provide adequate support, indicating a need for improved customer engagement [9][10]. Summary by Sections Greenfield Concept - A greenfield insurer is defined as a separate entity created by an established insurance company to develop and sell new products, distinct from the parent company [2]. Investment Trends - A study by Celent shows a marked increase in insurer investments in greenfield operations, with a shift from 70% not planning to increase investment in 2015 to 51% expecting to do so in recent surveys [4][5]. Customer Engagement - The report emphasizes the disconnect between insurers and customers, with many customers perceiving insurers as overpriced and unresponsive, highlighting the need for innovative approaches to customer service [10]. Operational Efficiency - Greenfield operations can achieve significantly lower administrative costs, averaging half of those of traditional insurers, by adopting digital-first strategies [11]. Strategies for Success - Successful greenfield initiatives require careful planning, a balanced team with diverse expertise, and the right technology choices to ensure scalability and customer-centricity [19][21]. - The importance of collaboration with technology providers is emphasized to mitigate risks and enhance operational capabilities [25][36]. Guidewire's Role - Guidewire provides a scalable platform that supports greenfield insurers in launching and managing their operations effectively, offering tools for rapid development and customer engagement [27][30].

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - Social inflation is defined as an industry-wide rise in insurers' claims costs beyond economic inflation, driven by societal shifts in litigation attitudes and legal interpretations [4][12] - The report emphasizes the need for insurers to better understand and manage social inflation to maintain profitability and market stability [11][51] Summary by Sections Introduction - Social inflation has become a significant concern for insurers, impacting profitability through increased claims costs [2][3] Definition and Causes - Social inflation arises from changes in societal views on litigation, leading to higher claims costs without a corresponding change in underlying risk [4][6] - It is influenced by both institutional and societal factors, including new legal practices and shifts in public attitudes towards corporate responsibility [6][18] Trends and Evidence - The report highlights a notable increase in claims pursued through courts, with the US litigation rate rising to 8.9% in 2019, compared to an average of 3% from 1997 to 2018 [13] - The number of multi-million dollar verdicts has significantly increased, with a 300% rise in verdicts of $20 million or more in 2019 compared to the average from 2001 to 2010 [13] Impacts on Insurers - Social inflation can lead to a misalignment between pricing and risk, potentially affecting insurers' capacity and availability in the market [11][12] - A 2% rise in claims inflation could increase liabilities by approximately 16% for long-tail claims [12] Market Imbalances - The report identifies two key imbalances: inadequate pricing mechanisms for social inflation and insurers lagging in analytics compared to the legal system [28][29] - Insurers have historically focused on economic and cost inflation but have not adequately addressed social inflation [29][30] Framework for Action - The report proposes a framework for addressing social inflation through diagnosis, treatment, and prevention strategies [39] - Insurers are encouraged to invest in nontraditional data and advanced analytics to better understand and respond to social inflation [41][51] Conclusion - Social inflation is a significant risk that requires proactive management to ensure the sustainability of the insurance market and protect policyholders [47][49]

Investment Rating - The report positions GEP as a Leader and a Star Performer in the Procurement Outsourcing (PO) Services PEAK Matrix® Assessment 2024 [9][30]. Core Insights - The procurement industry is focused on cost reduction while enhancing digital maturity to drive savings and improve efficiency, transparency, and stakeholder experience [2][3]. - Service providers are increasingly incorporating AI, including generative AI, into their solutions to enhance efficiencies and stakeholder collaboration [3][31]. - The landscape of PO service providers includes specialists, pure-play procurement providers, broad-based BPS providers, and IT and BPS providers [4][30]. Summary by Sections Report Scope - The assessment covers 24 PO service providers globally, focusing on Procurement Outsourcing (PO) and Source-to-Contract (S2C) services [5][6]. Provider Assessment - Leaders in the market include Accenture, Genpact, GEP, IBM, Infosys, and TCS, while Major Contenders include Capgemini, Cognizant, and Wipro [7][30]. - Leaders have enhanced their S2P capabilities through investments in advisory services, digital solutions, and category expertise [8][30]. GEP Profile - GEP offers a comprehensive suite of digital-based Procurement-as-a-Service offerings, managing over US$450 billion in spend for external clients [12][13]. - The company has launched GEP Quantum, an AI-powered platform, and expanded its delivery centers to enhance service capabilities [18][19]. Technology Solutions - GEP's technology solutions include GEP SMART™ and GEP NEXXE™, which integrate procurement and supply chain management with advanced analytics and AI capabilities [24][25]. - The platforms are designed to provide scalability, self-service, and seamless integration with existing systems [24][25]. Client Portfolio - GEP's major clients include well-known companies across various industries such as Honda, Google, and Chevron, indicating a diverse client base [19][22]. - The revenue mix shows a strong presence in North America (50-55%) and Europe (21-25%), with a focus on large buyers (60-65%) [22]. Strengths and Limitations - GEP is recognized for its strong digital ecosystem, category management expertise, and flexibility in project management [31][33]. - Limitations include a lower scale of operations in downstream procurement compared to peers and a focus solely on procurement, which may deter clients seeking broader outsourcing solutions [34][33].