Investment Rating - The report does not explicitly provide an investment rating for the plastics industry or its sub-sectors. Core Insights - The plastics sector is a significant contributor to greenhouse gas emissions, with the petrochemical industry accounting for 14% of total primary oil demand in 2019 and direct emissions from plastic production estimated at 1.4–1.6 Gt CO₂e per year [4] - The guidance emphasizes the need for companies to report emissions at the product level to drive decarbonization actions and enable informed purchasing decisions [5][7] - Key decarbonization levers include maximizing mechanically recycled plastic, increasing renewable electricity usage, and deploying low-emission production technologies [8] Summary by Sections Background - Plastics are essential in various applications, including packaging, construction, and consumer goods, and are critical for the transition to net-zero energy [3] Reporting Metrics and Basis - The guidance outlines a product footprint basis for emissions reporting, using kg CO₂e per kg of product as the standard metric [10] - Required metrics include resin types, emissions intensity, and primary data share to create transparent decarbonization signals [15][16] Methodology - Emissions calculations are based on ISO standards, with separate determinations for direct (Scope 1) and indirect (Scope 2) emissions [23][24] - The report emphasizes the importance of using primary data for accuracy in emissions reporting [16][28] Best Practice Optional Metrics - Optional metrics include end-of-life emissions intensity, recyclability ratings, and renewable energy share, which can enhance transparency and support corporate sustainability goals [19][21][57] Appendices - Appendix A provides details on molding techniques and associated emissions, while Appendix B outlines optional metrics for enhanced reporting [47][54]

Industry Overview - The financial industry has faced unprecedented and fast-moving threats in recent years, including the COVID-19 pandemic and real-time bank runs accelerated by social media, which have disrupted traditional credit and liquidity models [3] - Chief Risk Officers (CROs) in financial institutions are under increasing pressure to manage both financial and nonfinancial risks while boosting the bottom line, requiring them to adapt to a rapidly evolving risk environment [4] Core Habits of Successful CROs - Successful CROs are explicit about their risk and resilience purpose and vision, championing a risk-aware culture across the organization [6] - They invest in and empower the next generation of risk leaders, building diverse teams and planning for leadership succession from the start [6] - Leading beyond risk, CROs engage deeply with other C-suite leaders and the board to align risk and resilience objectives with business goals [7] - They treat supervisors as partners, maintaining transparency and proactive communication to build constructive relationships [7] - CROs focus on their unique role by integrating insights across the organization to anticipate future threats and strengthen resilience [7] - They continually monitor their personal effectiveness, manage time strategically, and delegate responsibilities to maintain balance and readiness [7] Key Practices and Insights - CROs spend an average of 34% of their time with the risk function to understand team strengths and weaknesses, while dedicating up to 56% of their time engaging with the executive team and board [13][15] - Successful CROs use their unique vantage point to manage cross-cutting risks, take a long-term view, and allocate resources effectively to build organizational resilience [17] - They prioritize self-reflection and time management, with some spending up to 73% of their time preparing for potential future risks [22] Conclusion - The six habits of highly successful CROs—championing risk culture, investing in leadership, leading beyond risk, partnering with supervisors, focusing on their unique role, and improving personal effectiveness—are essential for navigating today's complex risk environment [27] - By adopting these habits, CROs can transition from risk managers to influential leaders, driving organizational success and sustainability in an ever-changing landscape [28]

BRIEF KEY COP29 OUTCOMES FOR CARBON MANAGEMENT AND INSIGHTS FOR INCLUSIVE AND SUSTAINABLE DEVELOPMENT NOORA AL AMER Senior International Climate Change Policy Lead DECEMBER 2024 DECISION ON GLOBAL CARBON MARKET RULES UNLOCKS NEW POTENTIAL FOR CARBON MANAGEMENT DEPLOYMENT 1. 2. NCQG FRAMEWORK OFFERS FLEXIBILITY FOR CARBON MANAGEMENT FUNDING, BUT FACES KEY CHALLENGES COP29 held in Baku, Azerbaijan, marked a pivotal moment in advancing carbon management, carbon markets, and climate finance as key components of ...

Global Connections - Goods trade relationships in 2021 show that nearly 40% of trade in globally concentrated products occurs between geopolitically distant economies, making substitution difficult in the short to medium term [7] - The geopolitical distance of trade among major economies has declined, but fragmentation scenarios remain possible [7] Resources of the World - Only 10% of the technologies needed to meet global emissions reduction commitments by 2050 have been deployed, with 25 physical challenges identified for the remaining 90% [10] - Addressing the most demanding physical challenges, such as managing variable renewables and developing low-emissions industrial processes, could abate about half of energy-related emissions [10] - Key challenges include managing renewables variability, scaling emerging power systems, and securing land for renewables [11][12] Productivity & Prosperity - Productivity in the median economy has increased sixfold over the past 25 years, with 30 emerging economies in the "fast lane" of improvement [18] - Advanced-economy productivity growth has slowed by about one percentage point since the global financial crisis, with investment in digitization, automation, and AI seen as key to future growth [18] - Micro-, small, and medium-size enterprises (MSMEs) account for two-thirds of business employment in advanced economies and almost four-fifths in emerging economies, with significant productivity gaps compared to larger firms [21][22] Accelerating Competitiveness in Europe - Closing Europe's prosperity gap could increase value added by €500 billion to €1 trillion by 2030, requiring investment in areas such as energy, technology, and supply chains [24] - European corporations lag behind US counterparts in scale, performance, and investment, with a widening gap in capital expenditure and R&D spending [25][26][33] Economic Empowerment - Achieving economic empowerment could lift a quarter billion people globally above the empowerment line, with affordability challenges influenced by policy, public services, and private sector actions [28] - Higher incomes and better empowerment outcomes tend to correlate, but the effect plateaus after a certain income level [29][30] Human Potential - Tight labor markets in advanced economies could reduce GDP by 0.5% to 1.5% in 2023 due to unfilled job vacancies, with solutions including flexible work, migration programs, and initiatives to retain seniors and attract women [37][38] - AI adoption could automate up to 30% of current hours worked by 2030, requiring significant occupational transitions and new skills in advanced IT, data analytics, and critical thinking [40][41] Technology & Markets of the Future - 18 potential arenas of competition, including AI software, cybersecurity, and electric vehicles, could generate $29 trillion to $48 trillion in revenues and $2 trillion to $6 trillion in profits by 2040 [46][47] - These arenas are characterized by cutting-edge technologies, large investments, and growing markets, with the potential to increase their share of global GDP from 4% to 10-16% by 2040 [46][47]

Industry Overview - Embedded finance is one of the fastest-growing areas of financial services and e-commerce globally, yet it is still a nascent concept [3] - The embedded finance market is seeing significant demand across various verticals, including retail, airlines, and hospitality, with companies seeking to offer financial services to enhance customer loyalty and revenue [5][7] - The market is evolving rapidly, with large enterprises and SMBs (small and medium-sized businesses) increasingly interested in integrating financial services into their core offerings [7][9] Company Focus: Alviere - Alviere, originally founded as Mezu, transitioned from a consumer-facing peer-to-peer payment app to an embedded-finance platform, focusing on enabling nonfinancial institutions to offer financial services [3] - The company operates as a one-stop shop for large enterprises, providing a platform that handles compliance, licensing, and integration, allowing brands to offer financial products without developing in-house capabilities [3][5] - Alviere's platform is designed to be scalable, modern, and easy to integrate, with a focus on guiding enterprises through the entire process of embedding financial services [3][5] Key Products and Solutions - Alviere offers a diversified portfolio of financial products, including digital wallets, remittances, and cobranded debit cards, tailored to different industries and customer needs [5][7] - The company's digital wallet solution allows customers to preload funds for future purchases, enabling merchants to guarantee future sales while reducing payment processing costs [5] - Alviere also focuses on payment optimization for B2B marketplaces, enabling them to monetize transactions through features like debit cards and international transaction fees [7] Market Opportunities - The embedded finance market presents significant opportunities in sectors such as retail, airlines, and hospitality, where companies are looking to enhance customer loyalty and streamline payment processes [5][7] - Emerging markets, including Latin America (Mexico, Colombia, and Brazil), are seen as key growth areas for Alviere, with the company already operating in partnerships in these regions [9] - The SMB sector is also a growing opportunity, as more brands seek to integrate financial services into their offerings to remain competitive [7][9] Competitive Differentiation - Alviere differentiates itself by offering a fully licensed and compliant platform, ensuring that enterprises can integrate financial services without regulatory or reputational risks [7][9] - The company's focus on providing end-to-end services, including professional project management and compliance support, sets it apart from competitors that offer only API-based solutions [3][5] - Alviere's ability to adapt its offerings to different industries and customer types, rather than selling standardized products, further enhances its competitive edge [7][9] Future Vision - Alviere aims to expand its international presence, particularly in Latin America, while continuing to innovate in financial products such as lending and credit solutions [9][11] - The company envisions a future where embedded finance becomes a standard offering for large enterprises and SMBs, enabling them to enhance customer loyalty and revenue through integrated financial services [7][9] - Alviere is also exploring partnerships with banks to provide embedded finance solutions, particularly for mid-sized banks looking to modernize their offerings and compete with larger institutions [11]

Investment Rating - The report does not provide a specific investment rating for the industry Core Insights - Public Interest Directors were established to enhance transparency in companies involved in NPD projects and to safeguard non-profit distributing attributes [1] - Public Interest Directors and Independent Directors are appointed by SFT and have public interest duties in addition to their responsibilities under the Companies Act [2] Summary by Relevant Sections - **Public Interest Directors**: Created to protect NPD principles and ensure transparency in project delivery [1] - **Appointment Process**: Directors are nominated by SFT and appointed by the companies, with their duties outlined in the Articles of Association [2] - **Current Appointments**: A list of current Public Interest Directors and their respective projects is provided, including names and associated companies [3]

Measuring New Mobility Case Studies and Best Practices | --- | --- | --- | --- | --- | --- | --- | |-------|------------|----------|-------|-------|-------|-------| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 8 | Mobility | eat brgz | | | | | | | Innovation | HD | | | | | Measuring New Mobility Case Studies and Best Practices The International Transport Forum About the ITF Mobility Innovation Hub The International Transport Forum (ITF) is an intergovernmental organisation with 69 membe ...

Industry Investment Rating - The report highlights a broadly downward trend in FDI into emerging markets and developing economies (EMDEs) over the past decade, with FDI inflows into developing countries falling by 3% between 2014-18 and 2019-23 [63][64] - The FDI-to-GDP ratio for developing countries dropped to 1.7% in 2019-23, the lowest in decades [63][64] - Greenfield FDI, however, has shown resilience, with announcements reaching nearly $750 billion in 2023, the highest annual level on record [70] Core Industry Insights - The global FDI landscape is increasingly shaped by near-shoring, friend-shoring, and reshoring, driven by geopolitical considerations, supply chain resilience, and market access [61][73] - US FDI flows into Mexico rose from $34 billion in 2014-18 to $45 billion in 2019-23, reflecting a shift towards shorter supply chains and less geopolitical uncertainty [78] - Chinese companies are redirecting FDI to third-country manufacturing hubs like Vietnam, Mexico, and Malaysia to preserve access to Western markets [78] Chapter 1: Trends in FDI in Developing Countries - Upper-middle-income economies dominate FDI inflows, accounting for over 75% of developing country FDI, with six countries (China, Brazil, India, Mexico, Indonesia, and Vietnam) receiving nearly 70% of total inflows [147][149] - Greenfield FDI in developing countries rebounded strongly post-pandemic, with ICT-related sectors experiencing significant growth, reaching over $30 billion in 2023 [201][202] - Reinvested earnings in developing countries have risen, accounting for over 60% of total FDI in 2021 and 2022, signaling confidence in host economies [206][207] Chapter 2: Near-Shoring, Friend-Shoring, and FDI Relocations - Over 80% of investment promotion agencies (IPAs) believe FDI relocations will significantly impact their countries, with 86% of developing country IPAs expecting friend-shoring to be an important trend [79][80] - Chinese FDI to Vietnam, Mexico, and Malaysia surged, with investments in computer manufacturing increasing 13-fold in 2023 compared to 2022 [78] - The MIGA-WAIPA survey indicates that geopolitical and economic risks, particularly supply chain disruptions and Russia's invasion of Ukraine, are top concerns for FDI [43][84] Chapter 3: Political Risk Insurance (PRI) Trends - The ratio of PRI issuance to FDI flows into developing countries has declined, with only 7% of FDI covered by PRI in 2020-23 [87][89] - Public sector PRI providers, particularly export credit agencies, dominate the market, while multilateral providers like MIGA have doubled their issuance share, focusing on riskier environments [89][90] - Claims related to transfer and convertibility risks, as well as political violence, have increased post-pandemic, though the PRI industry retains sufficient capacity to handle these risks [90][91]

Industry Overview - The AI ecosystem has solidified with five major players emerging as finalists in the race for the biggest model: Microsoft/OpenAI, Amazon/Anthropic, Google, Meta, and xAI [2][4] - The supply chain has shifted into high gear with Nvidia's Blackwell chip shipping, TSMC building new fab capacity, and Broadcom working on custom AI chips [2] - Data centers planned in early 2024 are entering full build mode, with physical data centers rising across America [3] Key Players and Strategies - Google's advantage is vertical integration, owning its own TPU chips, data centers, and research team [8] - OpenAI has the strongest brand in AI, with revenue reportedly over $3.6B, and may continue to widen the gap with rivals [9] - Anthropic has gained research talent, including key hires from OpenAI, positioning itself as a favored destination for AI scientists [10][11] - xAI is the pace setter for data center scaling, with its 100k GPU Colossus cluster and plans for larger clusters [12] - Meta is all-in on open source, leveraging its Llama models and distribution advantages through Instagram, WhatsApp, and Facebook [13][14] AI Search as a Killer App - AI search is emerging as a powerful reinvention of internet search, with the potential to fragment the monolithic market [18][19] - Domain-specific AI search engines will proliferate, tailored to the needs of different professions such as doctors, lawyers, and accountants [19][22] - OpenAI launched ChatGPT Search in October, reaching 10M monthly active users, challenging Google's dominance [17] CapEx and Industry Dynamics - Big Tech companies have locked arms around the AI revolution, controlling data centers and owning equity stakes in big model companies [25] - 2025 is expected to be a stabilization year for AI CapEx, with companies focusing on completing projects and selling installed capacity [26][27] - Quarterly CapEx figures show a trendline starting to stabilize, with Microsoft and Google leading the way [27][28] - New data center capacity coming online in 2025 will continue the epic decline in AI compute prices, benefiting startups and incentivizing innovation [29] Future Outlook - The AI building blocks are firmly in place, with 2025 set to be a year of leveraging these capabilities to create incredible new applications [30] - The competitive landscape has solidified, and 2025 will reveal which strategies prove prescient and which prove ill-fated [15]

ab 6 December 2024 Global Research US Semiconductors UBS Global Technology Conference - Highlights From Day 3 Conference Highlights We hosted presentations, dinners, and meetings with ARM and MRVL among other attendees. We list key takeaways below; see back pages for detailed notes from company presentations/meetings. See our prior notes for takeaways from day 1 (NVDA, TXN, ON, ADI, AMAT, AMD, STX, LRCX, MCHP, SWKS, WDC, ALGM, and BIS Head Alan Estevez) and day 2 (KLAC, QCOM, TER, and INTC). ARM Arm noted t ...