Investment Rating - The report does not explicitly provide an investment rating for the irrigation and drainage industry Core Insights - Innovation and modernization (I&M) in irrigation and drainage (I&D) are essential for enhancing agricultural productivity and sustainability in response to increasing global food demand and environmental challenges [46][47][50] - The report emphasizes the need for reliable, flexible, and equitable water service delivery to farmers, which is critical for optimizing crop production and improving farmer incomes [92][93][101] Summary by Sections Introduction - The guide outlines the importance of I&D for crop development, highlighting the roles of irrigation in supplying moisture and drainage in maintaining soil health [32][34] - It discusses the dynamic nature of I&D systems, which require interaction with farmers and adaptability to changing conditions [42][43] Chapter One: Defining the Nature and Purpose of I&M in I&D - I&M is described as a systematic, solutions-driven process that incorporates technological and management improvements tailored to local contexts [85] - The objectives of I&M include increasing water use efficiency, optimizing crop production, and ensuring sustainable agricultural practices [90][92] Chapter Two: The 'Why' of I&M in I&D - The chapter identifies key problems in current I&D systems, such as inequitable and unreliable water delivery, which negatively impact agricultural productivity [98][99] - It outlines the goals of I&M, including improving water service delivery, increasing yields, conserving resources, and enhancing livelihoods [101][103] Chapter Three: The 'What' of I&M in I&D - This section provides an overview of various I&M solutions available to improve irrigation systems, emphasizing the need for tailored approaches based on specific contexts [77] - It highlights the importance of integrating technical interventions with agronomic practices to achieve better outcomes [105] Chapter Four: The 'How' of I&M in I&D - The chapter discusses practical steps for implementing I&M at different stakeholder levels, including farmers, irrigation managers, and policymakers [78][79] - It emphasizes the need for a supportive enabling environment and the role of government in facilitating farmer-led innovations [68][79]

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Assessing Technologies to Accelerate the Process of Monitoring, Reporting, and Verifying Emission Reductions Programs Report for the Next Generation of Monitoring, Reporting, and Verification of Land Use Emission Reductions Programs ASA (P178735) Report for the Next Generation of Monitoring, Reporting, and Verification 1 SUPPORTED BY Public Disclosure Authorized of Land Use Emission Reductions Programs ASA (P178735) Public Disclosure Authorized Public Disclosure Authorized The World Bank does not guarantee ...

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - The report emphasizes the importance of sustainability and climate action, highlighting the need for companies to adopt bolder climate strategies to mitigate global warming and build stronger economies and fairer societies [10][11] - Roland Berger aims to achieve net zero climate impact in line with the Paris Agreement, with a long-term target validated by the Science Based Targets initiative (SBTi) [13][23] - The firm has made significant progress in reducing its emissions intensity by 30% compared to its baseline year [13][165] Chapter Summaries Chapter 1: Empowered People - The chapter discusses the importance of unleashing the full potential of employees through learning, training, and development opportunities, promoting diversity, equity, and inclusion [72][92] - The firm has a global affinity group structure that supports community among colleagues, with a 37% share of female representation globally [74][92] - Various training programs and initiatives are in place to foster employee growth and development, including partnerships with coaching platforms [75][87] Chapter 2: Climate Action and Sustainability - This chapter outlines the firm's comprehensive approach to climate action, focusing on both internal behavior and client support for decarbonization [165][166] - The firm has reorganized its sustainability activities under a new global ESG unit to enhance its impact [167][168] - The report details the firm's emissions overview, showing a total of 40,547 t CO2e in 2023, with a significant portion attributed to Scope 3 emissions [170][177] Chapter 3: Responsible Business - The chapter emphasizes the commitment to ethical business practices, including a zero-tolerance policy for violations of the Roland Berger Code of Conduct [262][263] - The firm evaluates all new clients and provides compliance training to ensure adherence to ethical standards [262][273] - The report highlights the importance of human rights and responsible procurement, with a focus on ensuring suppliers meet the same ethical standards [274][276]

Investment Rating - The report indicates a positive outlook for fusion energy, suggesting it is at a pivotal moment for commercialization, with expectations for the first commercial grid-connected fusion power plants to come online in the 2040s [9][10][12]. Core Insights - Fusion energy is increasingly recognized as a viable solution to the global energy supply gap, driven by recent scientific breakthroughs and a societal push for carbon-neutral power [9][10][12]. - The report emphasizes the need for a collaborative ecosystem involving technology vendors, governments, energy operators, investors, and regulators to successfully commercialize fusion energy [12][84][98]. Summary by Sections 1. Fusion's Role in the Global Energy Transition - The demand for green energy is projected to grow significantly, with the IEA forecasting a 4% increase in electricity requirements in 2024 and 2025, driven by electrification and economic growth [17][18]. - The transition away from fossil fuels necessitates new green power sources, with fusion energy positioned as a long-term solution to ensure energy security [10][25]. 2. Understanding Fusion Energy Technology - Fusion energy combines hydrogen isotopes under extreme conditions to release energy, requiring temperatures exceeding 100 million degrees Celsius [31][32]. - Recent breakthroughs have shown progress toward achieving net energy gains, with the potential for minimal waste and high safety levels compared to fission [35][36]. 3. Accelerating Momentum Drives Interest in Fusion - Interest in fusion energy has surged, with the market potentially reaching a valuation of $40 trillion by 2050 [45]. - Government support has shifted towards commercializing fusion technologies, with several countries announcing national strategies for fusion energy [47][49]. 4. The Path to Commercialization - Key challenges include technological readiness, high energy requirements, scaling costs, and the need for regulatory frameworks [65][66]. - Successful commercialization will require overcoming these challenges through a gradual approach and collaboration among stakeholders [71][72]. 5. Key Steps to Establishing a Fusion Ecosystem - A successful fusion ecosystem requires governance, R&D, investment, regulatory frameworks, industrial integration, infrastructure, public-private partnerships, and talent development [84][85]. - Establishing clear national roadmaps and fostering collaboration among public and private sectors are essential for progress [94][95]. Conclusion - The report concludes that now is the time to focus on fusion energy, as it has the potential to transform the energy mix and support net-zero emissions targets [96][97][98].

Investment Rating - The report does not explicitly provide an investment rating for the hotel industry but emphasizes the importance of optimizing payment strategies to enhance competitiveness and revenue growth. Core Insights - The hotel sector has shown strong recovery post-COVID, with projected revenues of $975 billion in 2024, reflecting a robust upward trajectory [9] - Direct payment acceptance costs are estimated to reach $21 billion in 2024, highlighting significant operational costs associated with payment processing [30] - A quarter of guests experience booking difficulties due to payment issues, leading to reservation abandonment or bookings with competitors [2] - The report identifies five best practices for hotel chains to transform their payment processes into strategic assets [3][42] Summary by Sections Introduction - The hotel industry surpassed pre-pandemic revenue levels in 2023 and is expected to grow at an annual rate of 3.7% from 2024 to 2029 [9] - Exceptional payment experiences are crucial for fostering guest loyalty and driving revenue [10] Payments Landscape: Current State and Challenges - The hotel payment ecosystem is characterized by decentralized operations, with individual properties managing their own payment processes [16] - Online bookings accounted for 63% of total hotel chain revenue in 2023, with direct bookings increasing by 9 percentage points to 29% [18] - The reliance on card payments leads to high direct acceptance costs and operational challenges, including fraud and chargeback management [30][37] Five Best Practices to Unlock the Hidden Potential of Payments for Hotel Chains 1. **Establish Centralized Payment Systems** - Centralization can reduce operational complexity and improve fraud management and reconciliation efficiency [45] - A phased implementation strategy is recommended to address practical barriers [46][50] 2. **Implement an Omnichannel Payments Strategy** - A comprehensive omnichannel strategy is essential for delivering seamless guest experiences across multiple touchpoints [52] - Innovations like self-service technologies and digital room keys enhance the payment experience [56] 3. **Offer the Right Mix of Payment Methods and Currencies** - Expanding payment methods and currencies is crucial, as 74% of consumers abandon bookings when their preferred payment method is unavailable [58] - Multi-Currency Pricing and Dynamic Currency Conversion can enhance transparency and trust [60][61] 4. **Maximize Value from Payments Data** - Payment data can provide insights for personalizing guest experiences and enhancing loyalty programs [62][68] - Integrating payment data with CRM systems allows for a holistic view of guest interactions [67] 5. **Monitor and Optimize Payment-Related KPIs** - Systematic measurement of KPIs across payment acceptance, revenue optimization, risk management, and operational efficiency is critical [70] - Dedicated payment stakeholders and regular engagement with key metrics are necessary for effective optimization [79]

Approach Paper An Evaluation of the World Bank Group Strategy for Fragility, Conflict, and Violence 2020–25 January 14, 2025 1. Background and Context 1.1 Fragility, conflicts, and displacement have increased over the past decade. Geopolitical tensions and risks are at their highest in decades. Within this complex and rapidly changing context, the global fragility landscape has worsened significantly. The world has been experiencing a record number of violent conflicts since 1946 (figure 1.1), and conflicts ...

Public Disclosure Authorized Issue #2 | February 2025 Summary: The Red Sea crisis has emerged as a critical flashpoint of the conflict in the Middle East, upending global trade and maritime transport, port activity in the MENA region, and ecological balance of the Red Sea. By end-2024, about a year after the onset of the crisis, vessel traffic through the strategic Suez Canal and Bab El-Mandeb Strait—which used to carry 30 percent of world container traffic—had plummeted by three-fourths, forcing ships to d ...

Approach Paper Indonesia Country Program Evaluation January 15, 2025 1. Evaluation Purpose and Audience 1.1 This Country Program Evaluation (CPE) will assess the performance of the World Bank Group's support to Indonesia between FY 2013 and FY23. The evaluation will focus on the Bank Group's contribution to help Indonesia tackle key long-term development challenges and position the country toward its goal of reaching high- income status by 2045. The evaluation period spans three country strategies—the FY13– ...

Investment Rating - The report does not explicitly provide an investment rating for the industry under study. Core Insights - The presence of tax authority officers did not significantly impact overall tax compliance and morale among SMEs in Tanzania, although there were short-term increases in compliance in Dar es Salaam and sustained increases in tax morale elsewhere [5][16][66] - The study highlights the challenges of enforcing tax compliance among SMEs, particularly in a context where many businesses remain informal and tax contributions are minimal [10][12][26] - The findings suggest that increased visibility of tax officials may enhance perceived credibility of enforcement rather than trust in the tax system itself [17][18] Summary by Sections Introduction - The report discusses the challenges of taxing SMEs in Tanzania, emphasizing the limited fiscal gains and high enforcement costs associated with compliance [10][12] - It outlines a field experiment conducted to assess the impact of increased local presence of tax officials on SME tax compliance and morale [10][11] Context - Tanzania's economy is heavily reliant on agriculture, with a significant portion of the workforce engaged in informal sectors, leading to low tax revenue [25][26] - The tax-to-GDP ratio in Tanzania is relatively low at 11.4%, indicating structural challenges in tax collection, particularly among small businesses [26][30] Study Design - The study involved a sample of 1,210 SMEs across various sectors, with a randomized controlled trial design to assess the impact of tax officials' presence during surveys [32][35] - The data collection included both survey responses and administrative tax records to evaluate compliance behavior [39][50] Results - The presence of tax officials led to an increase in tax morale, particularly outside Dar es Salaam, but did not significantly affect compliance rates overall [16][66] - In the Eastern zone, there was a notable increase in both the likelihood of payment and the amount paid immediately following the intervention, while the Southern zone showed a decrease in compliance in subsequent quarters [66][67] - The study indicates that while tax morale improved, the actual compliance behavior did not show consistent positive changes across all regions [62][66] Conclusion - The report concludes that while the intervention provided insights into taxpayer behavior and attitudes, the overall impact on compliance was mixed, suggesting the need for further research to understand the dynamics of tax morale and compliance in the SME sector [18][71]