WORLD BANK GROUP PROBLUE ic Disclosure Authori Public Disclosure Authorized ● ● ● ● ● IVERSITY Investing in Our, and Our Ocean's, Future ● ublic Disclosure Authorized © 2024 The World Bank Group 1818 H Street NW, Washington DC 20433 Telephone: 202-473-1000 | Internet: www.worldbank.org This work is a product of the staff of The World Bank Group, with external contributions. "The World Bank Group" refers to the legally separate organizations of the International Bank for Reconstruction and Development (IBRD) ...

Public Disclosure Authorized Public Disclosure Authorized Approach Paper Biodiversity for a Livable Planet: An Evaluation of World Bank Group Support for Biodiversity (FY15–24) August 26, 2024 1. Background and Context The Biodiversity Challenge 1.1 Biodiversity underpins the provision of critical ecosystem services, but it is being lost at an unprecedented rate and scale. Biodiversity is the variety of plant and animal life in habitats or ecosystems. Biodiversity contributes to critical ecosystem services— ...

Public Disclosure Authorized Public Disclosure Authorized Concept Note Results and Performance of the World Bank Group 2024 May 20, 2024 1. Introduction and Objective 1.1 The Results and Performance of the World Bank Group (RAP) report is the annual review of the Bank Group's operational and country effectiveness that draws on evidence from the Independent Evaluation Group (IEG). RAP 2024 will be the 14th in the annual series that began in 2010.1 As in previous RAPs, the report will aggregate and interpret ...

Public Disclosure Authorized Public Disclosure Authorized Approach Paper Country Program Evaluation World Bank Group Support to Ghana, Fiscal Years 2013–23 August 7, 2024 1. Purpose, Objectives, and Audience 1.1 This Country Program Evaluation (CPE) will assess the performance of World Bank Group support to Ghana in achieving its development objectives between fiscal years (FY)13 and FY23. The evaluation period spans two Bank Group–supported country strategies—the FY13–16 Country Partnership Strategy (CPS), ...

Public Disclosure Authorized Public Disclosure Authorized Approach Paper Learning in World Bank Lending February 23, 2024 1. Background and Context 1.1 The World Bank has a comparative advantage in development knowledge. External assessments, Independent Evaluation Group (IEG) evaluations, and client surveys done by the World Bank and others consistently show that countries and partners value the World Bank's knowledge. In fact, the World Bank's knowledge sets it apart from other development organizations a ...

Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Policy Research Working Paper 10959 Is Escaping the Fiscal Pro-Cyclicality Trap Possible? Evidence from the Middle East and North Africa Željko Bogetić Dominik Naeher Public Disclosure Authorized Prosperity Practice Group October 2024 A verified reproducibility package for this paper is available at http://reproducibility.worldbank.org, click here for direct access. Policy Research Working Paper 10959 Abstract This paper ...

Public Disclosure Authorized Public Disclosure Authorized | --- | --- | |----------------------------------------|-------------------------------------------| | | | | Approach Paper | | | Early-Stage | Evaluation of the Multiphase Programmatic | | Approach | | | June 10, 2024 | | | 1. Background and Evaluation Rationale | | 1.1 The multiphase programmatic approach (MPA) is a way of structuring a long, large, or complex engagement—typically over 8–10 years—either as a set of smaller linked operations or phas ...

THE BEST OF IMTS 2024: KEY TAKEAWAYS FROM THE INTERNATIONAL MANUFACTURING TECHNOLOGY SHOW | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | |-------|-------|--------|-------------------|-------|------------------------|-------|-------|-------|-------| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | PIRING | | | | | | | | | | | | THE EXTRAORDINARY | | EAST BUILDING ". amTS | | | | | | | | | | | STUCENNJJHHIT 2022 | | | | | | | | | | | | | | | | A ABir ...

AND FRANT | --- | --- | --- | |-----------------------------------------------------------------------------------------------------------------------------|-------|-------| | | | | | | | | | Transportation electrification building blocks | | | | Practical guidance for regulators and utilities to strategically plan for rapid electric vehicle load growth OCTOBER 2024 | | | | | | | TABLE OF CONTENTS | --- | --- | |-----------------------------|-------| | Executive summary | 03 | | | | | Understanding the chal ...

Investment Rating - The report does not explicitly provide an investment rating for Rolls-Royce or the industry [1][2][3] Core Viewpoints - Rolls-Royce has undergone a significant transformation under CEO Tufan Erginbilgiç, with profits more than doubling and the share price surging [1] - The transformation focuses on creating a high-performing, competitive, resilient, and growing business, moving beyond mere restructuring to a more ambitious transformation [2][3] - The CEO emphasizes the importance of culture, strategy, performance management, and execution intensity as key pillars for successful transformation [3][4][6] - Rolls-Royce has implemented 17 strategic initiatives, with a focus on granularity, alignment, and engagement across the organization [7][8] - The company has improved its resilience, with the ratio of total cash cost to gross margin reduced from 0.9 in 2019 to less than 0.5, aiming for 0.4 [11][12] Strategy and Execution - The CEO advocates for a chaotic and inclusive strategy development process, involving 500 key people to ensure alignment and ownership [6] - Strategy is translated into clear initiatives and cascaded down the organization, making it relevant and actionable for employees [7] - Execution is relentless, with a focus on intensity, pace, and rigor, while maintaining clarity and alignment [4][8] Leadership and Culture - The CEO prioritizes assembling a leadership team of individuals who are good business and people leaders, willing to learn, and passionate about success [10] - Culture change is driven by consistent expectations, reinforcement, and performance management, with a focus on purpose and behaviors [13][14][15] - The company's new purpose statement emphasizes powering, protecting, and connecting people everywhere, with behaviors centered on safety, simplicity, and making a difference [15][16] Future Outlook - Rolls-Royce is focused on becoming an execution machine, with further work needed to embed the performance culture and achieve full alignment [19] - The company sees growth opportunities in small modular reactors (SMRs) and microreactors, while continuing to strengthen its competitive position in safety, operational effectiveness, and customer service [19] - The CEO views Rolls-Royce's history and iconic brand as assets for talent attraction and believes the transformation effort is worthwhile [20]