Industry Overview - The Futsal Laws of the Game 2024-25 are approved by the FIFA Council and will be effective from 4 November 2024 [1] - The laws are published in English, Arabic, French, and Spanish, with the English text being authoritative in case of any divergence [7] - National football associations can translate the laws using FIFA's layout template and submit their official translations to FIFA for publication on FIFA.com [8] Key Regulations Pitch Specifications - The pitch surface must be flat, smooth, and non-abrasive, preferably made of wood or artificial material [28] - For international matches, the pitch dimensions must be between 38m-42m in length and 20m-25m in width [36] - The penalty area is defined by two 6m lines from the goalposts and a 3.16m line parallel to the goal line [39] - A 10m mark is made from the midpoint between the goalposts, with additional marks at 5m on either side [42] Ball Specifications - The ball must be spherical, made of suitable material, and have a circumference of 62cm-64cm and a weight of 400g-440g [74] - The ball must not bounce lower than 50cm or higher than 65cm when dropped from a height of 2m [74] - Balls used in official competitions must meet FIFA Quality Programme requirements and bear the appropriate mark [75] Player Regulations - Each team consists of a maximum of five players, including the goalkeeper, and a match cannot start or resume with fewer than three players [87] - An unlimited number of substitutions may be made during a match, with a maximum of nine substitutes allowed in official competitions [91] - The substitution procedure requires the player being replaced to leave the pitch via their team's substitution zone before the substitute enters [98] Match Officials - Each match is controlled by two referees with full authority to enforce the Futsal Laws of the Game [157] - The referees' decisions regarding facts connected with play, including goals and match results, are final [158] - A second referee is mandatory for international matches, and a third referee and timekeeper may also be appointed [174][193] Match Procedures Duration and Timeouts - A match consists of two equal periods of 20 minutes, which may only be reduced if permitted by competition rules [199] - Each team is entitled to a one-minute timeout in each period, which can be requested when the ball is out of play [207] - No timeouts are allowed during extra time, and the half-time interval should not exceed 15 minutes [210] Restart of Play - A kick-off starts both periods of a match and restarts play after a goal, with the ball placed on the center mark [212] - A dropped ball is used to restart play when the referees stop play and no other restart is required by the laws [217] - If the ball hits the ceiling during play, a kick-in is awarded to the opponents of the team that last touched the ball [227] Disciplinary Actions Fouls and Misconduct - Direct free kicks are awarded for offenses such as charging, kicking, pushing, striking, tackling, or tripping an opponent [261] - Indirect free kicks are awarded for offenses like playing in a dangerous manner, impeding an opponent without contact, or dissent [268] - A player who commits a cautionable or sending-off offense, either on or off the pitch, is disciplined according to the offense [281] Cautions and Sendings-Off - A player is cautioned for offenses such as delaying the restart of play, dissent, or unsporting behavior [286] - A substitute is cautioned for offenses like entering the pitch in contravention of the substitution procedure or unsporting behavior [287] - A player or substitute is sent off for offenses such as denying an obvious goalscoring opportunity, serious foul play, or violent conduct [293] Additional Provisions Video Support - Video support (VS) is permitted when match/competition organizers fulfill FIFA's protocol and implementation requirements [178] - VS can be used to review decisions related to goals, penalty kicks, direct red cards, and mistaken identity [178] - The referees review the replay footage directly, and the initial decision is only changed if a "clear and obvious error" is shown [179] Modifications for Specific Categories - National FAs can modify organizational aspects of the Futsal Laws for youth, veterans', disability, and grassroots futsal [14] - Modifications may include pitch size, ball size and weight, goal dimensions, game duration, and limitations on goalkeeper throws [14] - FIFA encourages national FAs to inform them of any modifications used, as this information may help develop futsal globally [18]

Public Disclosure Authorize | --- | --- | --- | --- | |--------------------------------------------------------------------------------|-------|-------|-------| | | | | | | | | | | | | | | | | | | | | | A Roadmap for Safe, Efficient, and Interoperable Carbon Markets Infrastructure | | | | | | | | | | | | | GROUP | Authorize 2 A Roadmap for Safe, Efficient, and Interoperable Carbon Markets Infrastructure CMIWG.ORG Acknowledgements This roadmap has been prepared by the Carbon Markets Infrastructure Working Gr ...

lic Disclosure Autho Disclosure Auth ic Disclosure Author Disclosure Authori LD BANK GROUP DIVERGING FISCAL PRESSURES, UNEVEN CONSTRAINTS Government Health Spending Outlook - Projections Through 2029 Double Shock, Double Recovery Series Government Health Spending Outlook - Projections Through 2029 Diverging Fiscal Pressures, Uneven Constraints Double Shock, Double Recovery Paper Series Christoph Kurowski, Martin Schmidt, David B. Evans, Ajay Tandon, Patrick Hoang-Vu Eozenou, Jewelwayne Salcedo Cain, and Eko ...

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - The electricity grid is rapidly evolving due to increasing renewable energy integration, retirements of fossil fuel plants, and impacts of climate change, necessitating updated grid modeling approaches [8][9] - Four essential assumptions in integrated resource planning (IRP) modeling must be reassessed to better reflect the needs of a decentralized, flexible, and variable grid [9][34] Summary by Sections Executive Summary - The report emphasizes the need for grid modeling to adapt to the complexities introduced by renewable energy and climate change, as traditional assumptions are becoming outdated [8][9] Introduction - The electricity sector is transforming with load growth, retirements of fossil assets, and increased renewable energy deployments, making integrated resource planning more complex [16][18] Evolving Grid and Planning Priorities - The grid is becoming more decentralized, flexible, and weather-dependent, requiring sophisticated modeling to accurately assess contributions from variable renewable energy sources [19][24][25] Modeling Tools - Grid planners utilize capacity expansion models (CEMs), production cost models (PCMs), and resource adequacy (RA) models to evaluate resource portfolios and their operational costs [26][28][30] Four Essential Assumptions - The report identifies four key assumptions that need reevaluation: 1. Avoid dependence on time slices for modeling [10][37] 2. Do not limit modeling to an average or single weather year [47][50] 3. Avoid modeling systems in isolation from regional resources [54][56] 4. Do not use a single wind or solar profile in diverse geographies [61][65] Conclusion - The report advocates for incorporating health, affordability, and distributional equity into planning processes alongside traditional modeling updates to ensure equitable outcomes [68][71]

Investment Rating - The report emphasizes the importance of climate action for Moldova's economic growth and resilience, indicating a positive investment outlook in sectors related to climate adaptation and decarbonization [25][27][30]. Core Insights - Moldova's economic growth has been unstable, heavily reliant on fossil fuel imports, and vulnerable to climate risks, necessitating urgent adaptation and decarbonization measures to achieve EU convergence and high-income status [25][26][27]. - Climate action is presented as an opportunity for Moldova to modernize its economy, enhance productivity, and create high-quality jobs, with macroeconomic modeling suggesting that adaptation and decarbonization could increase GDP by 1.3% to 4.6% by 2050 [30][37]. - The report outlines three main opportunities for Moldova: achieving a new growth paradigm, enhancing energy security and efficiency, and building socioeconomic resilience to climate shocks [35][50]. Summary by Sections Climate Commitments, Policies, and Capacities - Moldova's climate policies are crucial for achieving national development priorities and integrating with EU markets, which can enhance private sector productivity and competitiveness [27][36]. - The report highlights the need for significant investments in renewable energy and energy efficiency to reduce reliance on fossil fuels and improve energy security [28][41]. Policies and Investments to Address Climate and Development Challenges - Investments in climate resilience are essential to mitigate economic losses from climate impacts, particularly in agriculture, which is highly vulnerable to climate change [29][39]. - The report identifies the necessity of adopting climate-smart agriculture practices and improving irrigation systems to enhance agricultural productivity and safeguard rural livelihoods [39][49]. Implications for Poverty, Inclusion, and the Macroeconomic Outlook - Climate adaptation measures are projected to significantly benefit Moldova's agricultural sector, which employs a large portion of the population, by increasing outputs and incomes [39]. - The report indicates that without proactive climate measures, Moldova could face a GDP reduction of up to 2.8% by 2050 due to climate change impacts, particularly affecting rural communities [50].

Investment Rating - The report does not explicitly provide an investment rating for the hydropower industry Core Insights - Sustainably developed hydropower is essential for achieving climate and development goals, providing low-cost, low-carbon electricity and supporting the integration of variable renewable energy [18][29] - Significant investments are required to scale up hydropower capacity, with an estimated annual investment of $138 billion needed until 2050, while current investments average only $9.7 billion per year [19][30] - Private sector participation is primarily in small hydropower projects, with limited involvement in large projects, particularly in middle-income countries [20][38] Summary by Sections Executive Summary - Hydropower plays a crucial role in meeting electricity demand and achieving Sustainable Development Goal 7 by ensuring access to affordable, reliable, sustainable, and modern energy for all by 2030 [18][29] Private Sector Participation in Hydropower - Private sector involvement is concentrated in small-scale projects, with 70% of plants commissioned between 2000 and 2020 being privately owned, while public ownership accounts for over 70% of global installed capacity [20][38] - The private sector's focus is on greenfield projects, with limited engagement in brownfield projects due to regulatory uncertainties [20][42] Survey on Private Sector Participation - A survey of 23 stakeholders indicated a strong interest in hydropower development, particularly in small-scale, low-impact projects, but highlighted barriers such as regulatory uncertainty and high initial costs [21][22] Stakeholder Perspectives of Risks and Opportunities - Key risks identified include political change, environmental and social issues, technical challenges, and financial risks, which hinder private sector participation in large hydropower projects [22][67] Development Finance Institutions Role - Development Finance Institutions (DFIs) are crucial in creating a conducive environment for private sector participation, de-risking project preparation, and promoting innovative financing solutions [27][28]

Investment Rating - The report does not explicitly provide an investment rating for the industry Core Insights - Croatia is a high-income country with solid macroeconomic fundamentals, experiencing accelerated income convergence with the EU, with GDP per capita increasing from 64.8% of the EU27 average in 2018 to 76% in 2023 [14][43] - Economic growth averaged 3.5% from 2018 to 2023, supported by strong export performance and fiscal measures post-COVID-19 [14][39] - The country faces structural challenges, including demographic decline, low labor productivity, and public sector inefficiencies, which could hinder long-term growth [17][19][20] Summary by Sections 1. Updated Country Context - Croatia has made significant progress in economic growth and inclusion since joining the EU in 2013, with a large services sector where tourism accounts for nearly 25% of GDP [32][33] - The economy has shifted from domestic demand-driven growth to export-led growth, with exports rising from 39% of GDP in 2012 to 54% in 2023 [16][35] 2. Constraints to Sustainable Growth - Public sector inefficiencies and weak institutional capacity hinder service delivery and governance, with Croatia lagging behind the EU average in regulatory quality and corruption control [19][20] - Demographic challenges, including a declining population and low labor market participation, particularly among marginalized groups, pose significant risks to labor supply [20][21] - The education system's shortcomings contribute to a low skills base, affecting long-term productivity and growth potential [21][23] 3. Priorities for Improvement - Effective public service delivery is crucial, requiring improvements in public administration and the justice sector [26][27] - Enhancing human capital and social protection is necessary to increase labor force participation and improve educational outcomes [28] - Promoting better-paid jobs through higher productivity involves supporting private sector innovation and improving the business environment [29] - Environmental sustainability and a green transition are essential for long-term growth, necessitating investments in renewable energy and waste management [30][31]

olic Disclosure Author blic Disclosure Auth olic Disclosure Authoriz IMPROVING SOLID WASTE AND PLASTICS MANAGEMENT IN LAGOS STATE: A WAY FORWARD WORLD BANK GROUP nment, Natural Resources & Blue Economy Mind, Behavior, and SURGE Sustainable Urban and Regional Development Development Unit b Improving Solid Waste and Plastics Management in Lagos State: A Way Forward IMPROVING SOLID WASTE AND PLASTICS MANAGEMENT IN LAGOS STATE: A WAY FORWARD June 2024 ABOUT THIS SERIES Africa is the second-largest contributor t ...

Industry Investment Rating - The report highlights Mexico as a prime candidate for nearshoring, particularly for the automotive industry, due to its competitive advantages such as lower labor, energy, and transport costs, as well as proximity to the US market [4][11][12] Core Viewpoints - Mexico has become a leading destination for automotive companies due to its significant cost advantages, strong supplier base, and favorable trade agreements [4][11][12] - The country received USD 43.9 billion in foreign direct investment (FDI) in 2023, making it one of the top 15 FDI-receiving countries globally [3][16] - Mexico offers a 35% total landed-cost advantage over China, with labor costs 30% lower than in China, and this gap is expected to widen through 2030 [19][20][21] - 78% of surveyed automotive OEMs and suppliers are either conducting or assessing nearshoring to Mexico, with assembly operations being the most cited fit [5][6] Summary by Sections Introduction: Nearshoring – Coming to a Place Near You - Globalization has faced challenges due to geopolitical tensions, the COVID-19 pandemic, and the Ukraine war, leading companies to shift production closer to major markets like the US and China [9] - Nearshoring is becoming a trend, with Mexico emerging as a key destination for automotive companies [9][10] Why Mexico? Competitive Advantages - Mexico offers lower nominal hourly wages and electricity costs compared to China and Vietnam, making it a cost-effective manufacturing hub [12][14] - The country benefits from its proximity to the US, lower transport risks, and a robust automotive supplier base [4][11] - US FDI outflows to Mexico have surged, surpassing those to China, with USD 10 billion in 2022 and USD 43.9 billion in 2023 [3][16] Manufacturing Costs in Mexico vs. China - Mexico has a 35% landed-cost advantage over China, driven by lower labor and freight costs, with the gap expected to grow to 45% by 2030 [19][20][21] - Shipping costs from Mexico to the US are 56% lower than from East Asia, with 90% of freight traveling by ground transport [20] Automotive Industry Opportunities - Mexico's proximity to the US enhances its appeal for automotive manufacturers, offering benefits such as improved quality control, cost efficiency, and supply chain visibility [27] - Recent US regulations, including the USMCA and the Inflation Reduction Act, further boost Mexico's attractiveness for automotive production [28][29] Investment Trends in Mexico - Major automotive companies like GM, Tesla, BMW, Volkswagen, and ZF Group have announced significant investments in Mexico, focusing on electric vehicle production [34] - Vehicle production in Mexico is expected to grow at a CAGR of 4.3% between 2021 and 2029, outpacing North American production growth [35][36] Best-Fit Automotive Sectors for Nearshoring - Assembly operations, wiring, chassis, and body structures are the most viable components for nearshoring to Mexico, with significant cost savings compared to China [6][40][41] - EV powertrains are expected to become a high-potential category for nearshoring as EV production increases [42][43] Planning and Execution for Nearshoring - Key success factors for nearshoring to Mexico include navigating bureaucracy, mitigating security risks, adapting to cultural differences, and ensuring cost-competitive production [44] - Companies must also consider access to a capable supply base, skilled labor, and key resources like energy and water [44][45]

Industry Overview - The report focuses on the Middle East and North Africa (MENA) region, particularly Egypt, where public sector employment is disproportionately high, with 22% of total employment in the public sector (18% for men and 42% for women) [11] - The public sector in Egypt employs a significant share of highly educated workers, with 25% of men and two-thirds of women with college education working in the public sector [11] - The study develops a general equilibrium model to analyze the optimal size of the public sector and the public sector premium, which is the wage premium paid to public sector workers compared to private sector workers [5] Core Findings - Aligning the public sector premium with its optimal level could result in aggregate efficiency gains of 12% for output per worker and 8% for total factor productivity (TFP) in Egypt [5] - The optimal public sector premium is positive for women but approaches zero for men, preventing a shift of mid-high-level skilled women from the public sector to non-market activities and a contraction of the male entrepreneurial sector [5] - A reduced female public sector premium fosters greater female labor force participation in market activities through an expansion of the female entrepreneurial sector, which increases the demand for production labor and drives wages up [5] Model Insights - The model incorporates three sectors: private, public, and home production, with women having the option to engage in home production [9] - In the private sector, individuals can run their own businesses or work as production workers, while in the public sector, individuals are employed as production workers or managers, with managerial roles receiving a gender-specific premium [10] - The optimal size of the public sector depends on the efficiency level of public goods in increasing the productivity of the private sector, with higher elasticity of private output to public goods leading to a larger optimal public sector size [8] Calibration and Results - The model is calibrated using data from Egypt, where public sector employment is significantly higher than the average of 108 non-MENA economies [11] - Reducing the public sector premium from the current level to the optimal level would decrease the size of the public sector from 22% to about 8% and increase female entrepreneurial activities [13] - The optimal talent allocation in Egypt requires a decrease in the average public sector premium from 22% to 13%, with the premium remaining positive for women and close to zero for men [13] Efficiency Gains - The study shows that reducing the public sector premium and the size of the public sector to their optimal levels yields aggregate efficiency gains of 12% for output per worker and 8% for TFP in Egypt [12] - The lower the elasticity of private sector output to public goods, the higher the productivity gains from reducing the public sector premium and the share of public sector employment [12] - The optimal public sector premium and employment share vary by gender, with women requiring a higher premium and a larger share of public sector employment compared to men to maximize aggregate productivity [92]