DOCSLIB.ORG

EBRD Strategy for the Russian Federation 2009

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
EBRD Strategy for the Russian Federation 2009 DOCUMENT OF THE EUROPEAN BANK FOR RECONSTRUCTION AND DEVELOPMENT STRATEGY FOR THE RUSSIAN FEDERATION 2009-2012 TABLE OF CONTENTS LIST OF ABBREVIATIONS................................................................................................... 4 EXECUTIVE SUMMARY....................................................................................................... 7 1. THE BANK’S OPERATIONS TO DATE AND CURRENT PORTFOLIO................. 12 1.1 OVERVIEW OF ACTIVITIES TO DATE...................................................................... 12 1.2 IMPLEMENTATION OF THE PREVIOUS COUNTRY STRATEGY......................... 15 1.3 TRANSITION IMPACT OF THE BANK’S PORTFOLIO AND LESSONS LEARNED ................................................................................................................................................ 18 2. Operational Environment................................................................................................... 22 2.1 THE GENERAL REFORM ENVIRONMENT............................................................... 22 2.1.1 Political Environment................................................................................................ 22 2.1.2 Governance and Integrity Issues................................................................................ 23 2.1.3 Social Conditions....................................................................................................... 24 2.1.4 Legal Environment .................................................................................................... 25 2.1.5 Physical Environment................................................................................................ 26 2.2 MACROECONOMIC CONDITIONS RELEVANT FOR BANK OPERATIONS ....... 28 2.3 PROGRESS IN REFORMS AND KEY REMAINING CHALLENGES....................... 29 2.4 ACCESS TO CAPITAL................................................................................................... 33 3. Strategic Orientations......................................................................................................... 34 3.1 CURBING ENERGY DEMAND: ENERGY EFFICIENCY AND SUSTAINABLE ENERGY................................................................................................................................ 36 3.2 BUILDING A COMPETITIVE DIVERSIFIED REAL ECONOMY: THE OVERARCHING STRATEGIC PRIORITY ........................................................................ 38 3.2.1 Partnering with the Mittelstand and Larger Enterprises............................................ 38 3.2.2 Building Vibrant Medium, Small and Micro Enterprises.......................................... 40 3.3 CLOSING THE INFRASTRUCTURE GAP................................................................... 42 3.3.1 Transport: Ensuring Flow of Goods .......................................................................... 42 3.3.2 Accessible Municipal Services.................................................................................. 43 3.3.3 Efficient Electricity Supply ....................................................................................... 45 3.3.4 Promoting Energy Efficiency and Environmental Standards in Energy Supply and Transport............................................................................................................................. 46 3.4 EFFICIENT CAPITAL MARKETS AND FINANCIAL INTERMEDIARIES ............. 47 3.4.1 Strengthening the Banking Sector ............................................................................. 47 3.4.2 Deepening Domestic Capital Markets....................................................................... 48 4. Co-operation with the European UNION ......................................................................... 48 5. Co-operation with IFIs........................................................................................................ 51 5.1 EUROPEAN INVESTMENT BANK.............................................................................. 51 5.1.1 Background................................................................................................................ 51 5.1.2 Cooperation Achievements........................................................................................ 51 5.1.3 Future Perspectives.................................................................................................... 52 5.2 NORDIC INVESTMENT BANK.................................................................................... 53 5.3 WORLD BANK AND INTERNATIONAL FINANCE CORPORATION .................... 54 5.4 RELATIONS WITH THE IMF ....................................................................................... 55 ANNEX 1: POLITICAL ASSESSMENT......................................................................... 56 ANNEX 2: LEGAL TRANSITION................................................................................... 61 ANNEX 3: SELECTED ECONOMIC INDICATORS ................................................... 68 ANNEX 4: ENVIRONMENTAL AND SOCIAL DEVELOPMENTS.......................... 69 ANNEX 5: PIPELINE........................................................................................................ 75 2 ANNEX 6: SUSTAINABLE ENERGY AND ENERGY EFFICIENCY AS KEY TO ECONOMIC GROWTH AND TRANSITION .................................................................... 77 ANNEX 7: CAPITAL MARKETS’ DEVELOPMENT.................................................. 93 ANNEX 8: TECHNICAL COOPERATION ................................................................... 96 ANNEX: 9 Russia– TAM/BAS Brief................................................................................ 98 ANNEX 10: ASSESSMENT OF TRANSITION CHALLENGES................................ 104 3 LIST OF ABBREVIATIONS BAS Business Advisory Services BAT Best Available Techniques BEEPS Business Environment and Enterprise Performance Survey BIS Bank for International Settlements BSIF Black Sea Investment Facility CARDS Community Assistance for Reconstruction, Development and Stabilisation CCGT Combined Cycle Gas Turbine Plant CEC Central Election Commission CIS Commonwealth of Independent States CP Commercial Paper CPS Country Partnership Strategy DSM Demand-Side Management GEF Global Environment Facility GHG Green House Gas EE Energy Efficiency EEAP Energy Efficiency Action Plans EIA Energy Information Administration EIB European Investment Bank EITI Extractive Industry Transparency Initiative ENA FLEG Europe and North Asia Forest Law Enforcement and Governance ENPI European Neighbourhood and Partnership Instrument E&S Environmental and Social ESCO Energy Service Company ETCs Early Transition Countries EU European Union EUR Euro FATF Financial Action Task Force FCSM Federal Commission for the Securities Market FDI Foreign Direct Investment FSAP Financial Sector Assessment Programme FSFM Federal Service on Financial Markets GDP Gross domestic product GEF Global Environment Facility GIS Green Investment Scheme HELCOM Helsinki Commission, or Baltic Marine Environment Protection Commission IAS International Accounting Standards IBRD World Bank ICMM International Council for Mining and Metals IFC International Finance Corporation IFIs International Financial Institutions IFRS International Financial Reporting Standards ILO International Labour Organisation IMF International Monetary Fund IMO United Nations International Maritime Organization IOSCO International Organisation of Securities Commissions IPOs Initial Public Offerings IPP Independent Power Producer IRS Interest Rate Swaps JEP Joint Environmental Programme JI Joint Implementation LIS Legal Indicator Survey MARPOL International Convention for the Prevention of Pollution from Ships MCCF Multilateral Carbon Credit Fund MICEX Moscow Interbank Currency Exchange MEDT Ministry of Economic Development and Trade MEI Municipal and Environmental Infrastructure MISP Municipal Infrastructure Support Programme MoU Memorandum of Understanding MSME Medium, Small and Micro Enterprises NBFI Non bank financial institutions NCBV Net cumulative business volume NDEP Northern Dimension Environmental Partnership NEFCO Nordic Environmental Finance Corporation NGN New-Generation Networks NGO Non-Governmental Organisation NIB Nordic Investment Bank OCE Office of the Chief Economist (EBRD) ODA Official Development Assistance ODIHR Office of Democratic and Human Rights OSCE Organisation for Security and Co-operation in Europe OTC Over-the-Counter PACE Council of Europe’s Parliamentary Assembly PCA Partnership and Co-operation Agreement PRs Performance Requirements PSP Private Sector Participation RAB Regulatory Asset Base RFID Radio Frequency Identification RFQ Request for Quote RNOA Republic of North Ossetia-Alania ROSC Review of Standards and Codes RSBF Russia Small Business Fund RSECF Russian Sustainable Energy and Carbon Finance Facility RSPP Russian Union of Industrials and Entrepreneurs RUB Rouble RUI Russian Urban Institute RZD Russian Railways SAC Supreme Arbitrazh Court SECO Swiss State Secretariat for Economic Affairs SEFF Sustainable Energy Financing Facility SEI Sustainable Energy Initiatives SME Small and Medium Enterprises SMP Strategic Master Plan SOLAS International Convention for the Safety of Life at Sea SSF Shareholder Special Fund TACIS Technical Assistance for CIS TAM Turn-Around Management TC Technical Co-operation TEN Trans-European Network TIMS Transition Impact Monitoring System TIRs Transition Impact Retrospective Reports 5 UNEP United Nations Environmental
Load more

Recommended publications
  • X5 Retail Annual Report 2009 Eng.Indd
    Winning Customers Annual Report 2009 Contents Operational & Financial Highlights 3 Shareholder Information 4 Message from the Chairman of the Supervisory Board 5 Letter from the Chief Executive Officer 6 Executive Board 8 Strategic Review 9 Customer Focus 10 Operational Excellence 19 Disciplined Growth 25 2009 Financial Review 30 X5 & Society 35 Communities 35 Employees 36 Health & Safety 39 Corporate Governance & Risk Management 42 Corporate Governance Report 42 Risk Management & Internal Controls 54 Report of the Supervisory Board 65 Remuneration Report 72 2009 Financial Statements 79 Operational & Financial Highlights WINNING CUSTOMERS “2009 was a tough year for Russian consumers and the economy as a whole. X5’s response was fast and effective. We won customers by making sure we had the right products at the most attractive prices. Just as important, we kept our focus on X5’s strategy to create durable competitive advantages and capitalise on the long-term growth of the Russian market.” Lev Khasis, Chief Executive Officer X5 in 2009 In 2009 X5 outperformed the competition and delivered the highest like-for-like sales growth of any Russian retailer Nearly 1 billion Customer Visits by responding to the needs of consumers: • A record 996 million customer visits USD 8.7 billion in Net Sales to our stores in 2009 • Industry-leading like-for-like (LFL) sales growth of 10% 25% Pro-Forma Sales Growth in RUR • LFL customer traffic rose 5% – including a market-leading 10% at discounters 33% Consolidated Sales Growth in RUR • Delivered on our 2009 target of 25% pro-forma revenue growth in RUR terms X5 at 31 December 2009 Number 1 Russian Retailer 1,372 Multi-Format Stores in Russia & Ukraine 1.1 million sq.
    [Show full text]
  • Alfastrakhovanie Group: One of the Leading Insurance Companies in Russia
    AlfaStrakhovanie Group: One of the leading insurance companies in Russia Built with decades of expertise in the insurance industry, AlfaStrakhovanie Corporation became one of the largest Russian insurance companies with a diversified portfolio of services including both comprehensive business insurance coverage and an extensive range of retail insurance products. Our firm is a part of the financial and industrial Alfa Group Consortium together with Alfa-Bank, X5 Retail Group, A1 Group, Alfa Capital Management, and Rosvodokanal Group. Alfa Group is one of Russia's premier privately owned investment consortiums. We offer more than 100 products for private and corporate customers. Due to our renowned reputation in Russia, our firm has approximately 400 offices and branches across the country. Our services are currently being used by more than 22 million individuals and more than 435,000 companies. Noted for being a strong and committed company, AlfaStrakhovanie Corporation constantly strives harder to enhance their services and develop new insurance products to meet and even exceed their client needs. Furthermore, our firm is also considered as a comprehensive insurance company that has licenses for 98 types of insurance, including credit insurance. This allows our firm to deliver seamless insurance protection to our clients. One of the reasons why we have a lot of many experienced, mid- level and junior employees is simply because our firm is a great place to learn and develop an individual's career. Our firm also comprised of AlfaStrakhovanie PLC, AlfaStrakhovanie-Life LLC, AlfaStrakhovanie-MS LLC, AlfaStrakhovanie-OMS LLC, Medicine AlfaStrakhovanie LLC, AlfaMedProject LLC, AsStra Medical Insurance Company LLC and Syberia Medical Insurance Organization PLC.
    [Show full text]
  • Annual Report 2017 CONTENTS
    Alfa Group Annual Report 2017 CONTENTS 3 Alfa Group’s Principal Businesses 4 Supervisory Board of Alfa Group 9 Alfa Group’s Investment Philosophy 11 ABH Holdings S.A. 16 Alfa Capital 18 AlfaStrakhovanie Group 20 Alfa Asset Management (Europe) S.A. 21 A1 23 X5 Retail Group 26 Rosvodokanal Group 27 IDS Borjomi International 28 Serving our Communities 30 Contact Information ALFA GROUP’S PRINCIPAL BUSINESSES Founded in 1989, Alfa Group* ("Alfa") is one of the largest privately owned financial-investment conglomerates in Russia. Alfa Group* is a combination of independent businesses operating mainly in Russia and the CIS. Alfa* companies’ businesses include commercial and investment banking, asset management, insurance, retail trade, water utilities, mineral water production as well as special-situation investments. Companies of Alfa* typically focus on value-oriented, longer-term opportunities, primarily in Russia and the CIS, but also invest in other markets which form part of their strategic business objectives. ABH Holdings S.A. Alfa Capital AlfaStrakhovanie Group ABH Holdings S.A. (ABHH) Alfa Capital manages investment One of the largest Russian is a privately owned Luxembourg- portfolios for a wide range of insurers with a diversified based holding company investing clients. portfolio of insurance products. into several banking groups in the CIS and Europe. Alfa Asset Management (Europe) S.A. А1 X5 Retail Group Luxembourg-based asset One of the leading investment Leading multi-format food retailer in management company for private businesses in Russia and the CIS. Russia. X5 Retail Group’s shares are and corporate clients in Europe. listed on the London Stock Exchange (LSE) and Moscow Exchange (MOEX) in the form of Global Depositary Receipts under the ticker “FIVE”.
    [Show full text]
  • Market Study: Bio-Energy in Russia Larive International
    Market Study: Bio-energy in Russia Opportunities for Dutch companies March, 2013 Market study: Bio-energy in Russia Larive International Table of Contents Acknowledgements ................................................................................................................................. 3 1. Executive Summary ......................................................................................................................... 4 2. Introduction ..................................................................................................................................... 6 3. Market Indicators/Trends ............................................................................................................... 8 3.1. Development bio-based economy in the Netherlands ................................................................ 8 3.1.1. The Netherlands: bio-energy segment .................................................................................. 9 3.1.2. The Netherlands: bio-fuels segment ................................................................................... 10 3.1.3. The Netherlands: bio-products segment............................................................................. 11 3.1.4. Sustainability criteria in the Netherlands ............................................................................ 12 3.2. Development bio-based economy in Russia .............................................................................. 12 3.2.1. Russia: bio-energy segment ...............................................................................................
    [Show full text]
  • X5 Retail Annual Report 2009 Eng.Indd
    Winning Customers Annual Report 2009 Contents Operational & Financial Highlights 3 Shareholder Information 4 Message from the Chairman of the Supervisory Board 5 Letter from the Chief Executive Officer 6 Executive Board 8 Strategic Review 9 Customer Focus 10 Operational Excellence 19 Disciplined Growth 25 2009 Financial Review 30 X5 & Society 35 Communities 35 Employees 36 Health & Safety 39 Corporate Governance & Risk Management 42 Corporate Governance Report 42 Risk Management & Internal Controls 54 Report of the Supervisory Board 65 Remuneration Report 72 2009 Financial Statements 79 Operational & Financial Highlights WINNING CUSTOMERS “2009 was a tough year for Russian consumers and the economy as a whole. X5’s response was fast and effective. We won customers by making sure we had the right products at the most attractive prices. Just as important, we kept our focus on X5’s strategy to create durable competitive advantages and capitalise on the long-term growth of the Russian market.” Lev Khasis, Chief Executive Officer X5 in 2009 In 2009 X5 outperformed the competition and delivered the highest like-for-like sales growth of any Russian retailer Nearly 1 billion Customer Visits by responding to the needs of consumers: • A record 996 million customer visits USD 8.7 billion in Net Sales to our stores in 2009 • Industry-leading like-for-like (LFL) sales growth of 10% 25% Pro-Forma Sales Growth in RUR • LFL customer traffic rose 5% – including a market-leading 10% at discounters 33% Consolidated Sales Growth in RUR • Delivered on our 2009 target of 25% pro-forma revenue growth in RUR terms X5 at 31 December 2009 Number 1 Russian Retailer 1,372 Multi-Format Stores in Russia & Ukraine 1.1 million sq.
    [Show full text]
  • Annual REPORT “In 2009, Alfa-Bank Not Only Succeeded in Retaining Market Share in Its Main Business Segments, but Also Increased It in Certain Areas.”
    staying ahe d 2009 AnnuAL REPORT “In 2009, Alfa-Bank not only succeeded in retaining market share in its main business segments, but also increased it in certain areas.” Mikhail Fridman Chairman of the Supervisory Board of Alfa Group Consortium Alfa-Bank 2009* countries 5 branches and offices 326 employees 14 117 corporate clients 53 000 retail clients 3 900 000 profit, usd million 77 equity, usd million 2 698 loan portfolio, usd million 14 953 total assets, usd million 21 646 * For the purposes of this report, the term “Alfa-Bank” is used to describe ABH Financial Limited and its subsidiaries. Alfa-Bank • Annual Report 2009 • Alfa-Bank 2009 1 Alfa-Bank Awards and Recognition in 2009 JP MORGAN and Сommerzbank AG “The Best Correspondent Bank in Dollar Settlements” “Excellence in Commercial Payments and Money Transfers Co-operation” EUROMONEY Magazine Alfa-Bank was recognised as “The Best Bank in Russia” Price Waterhouse Coopers and SENTEO AWARD «Customer Experience Index — 2009: Who is Winning the Retail Banking Race in Russia» NEXTEP Group Alfa-Bank was rated the Best Customer Service Bank in Moscow Mediologia Mass Media Analysis and Monitoring System Alfa-Bank was the Most Frequently Cited Bank SPEAR’S UK Magazine Alfa-Bank was awarded Russia’s first SPEAR’S Russia Wealth Management Awards for achievements in private banking & wealth management 2 Alfa-Bank • Annual Report 2009 • Alfa-Bank Awards And Recognition In 2009 Contents The Board of Directors report on Alfa-Bank’s results in its priority business areas 4-5 Board of Directors and
    [Show full text]
  • Information (Materials) Provided to the Shareholders During the Preparation for the Annual General Meeting of Shareholders OJSC “Uralkali”
    Information (materials) provided to the shareholders During the preparation for the Annual General Meeting Of Shareholders OJSC “Uralkali” Information on the candidates nominated for election to the Board of Directors, Revision Commission and Auditors of OJSC Uralkali Information on the candidates nominated for election to the Board of Directors Vladislav Baumgertner Member of the Board of Directors in 2004–2010. Vladislav Baumgertner was born in 1972. In 1994 he graduated from the State Technical University of the Urals and qualifi ed as an Electrical Engineer. In 2001 Mr. Baumgertner completed his studies at Kingston Business School and earned an MBA (Master of Business Administration). In 2003 Vladislav Baumgertner graduated from the University of London with an MSc degree in Financial Management. From 2005 until July 2010 he served as the General Director of OJCS Uralkali. In 2004–2010 he served on the Boards of Directors of several of the Uralkali's subsidiaries and was also a member of the Board of Directors of OJSC Silvinit and CJSC Belarusian Potash Company. Vladislav Bamgertner was a member of the Investments and Development Committee of the Board of Directors. The powers of V. Baumgertner as a member of the Board of Directors of the Company were terminated on 18 June 2010. From October 2010 until February 2011 Vladislav Baumgertner worked as the General Director of OJSC Silvnit. Mr. Baumgertner currently serves on the Boards of Directors of the following companies: OJSC Galurgia, CJSC VNII Galurgii and CJSC Solikamsky construction trust. He is a member of the Supervisory Board of CJSC Belarusian Potash Company.
    [Show full text]
  • HMS Group Pump Powerhouse
    Engineering and defence Initiation of coverage Russia Equity Research 7 April 2011 Boris Krasnojenov +7 (495) 258-7770 x4219 [email protected] Derek Weaving + 44 (20) 7367 7793 HMS Group [email protected] Vasiliy Kuligin Pump powerhouse +7 (495) 258-7770 x4065 [email protected] Strengthening market leadership position: HMS Group is the leading provider of flow control solutions to the Russian market and possesses a unique R&D base. The Group’s assets include nearly all the major producers of pumps and R&D centres focused on flow solutions that existed in the former Soviet Union. It inherited and is enhancing the largest installed base of pumps in the Russian oil and gas, power generation and water utilities sectors. Utilising its Report date: 7 April 2011 strong balance sheet, HMS Group may pursue M&A opportunities to strengthen Rating, GDR BUY its market position. It also benefits from high regulatory barriers to international Target price (GDR), $ 12.0 Current price (GDR), $ 8.1 peers attempting to enter the Russian market – the legacy of Soviet-era isolation. MktCap, $mn 951 EV, $mn 1,022 Going with the oil flow: Russia has faced underinvestment in Bloomberg HMSG LI Equity infrastructure since the early 1990s in the sectors that are currently considered ADRs/GDRs since February 2010 core market segments for HMS Group (oil and gas, power generation and water Common shares outstanding, mn 117.2 utilities). With the oil price above $100/bbl, the willingness of Russian oil Web: www.hms.ru Free float in $mn 354 companies to expand their exploration and development plans certainly Major shareholder Vladimir Lukyanenko increases, even though potential changes to the future tax regime remain the with shareholding 21% biggest driver, in our view.
    [Show full text]
  • Information (Materials) Provided to the Shareholders During the Preparation for the Annual General Meeting of Shareholders OJSC “Uralkali”
    PLEASE NOTE: TEXT OF THIS DOCUMENT IN ENGLISH LANGUAGE IS A TRANSLATION PREPARED FOR INFORMATION PURPOSES ONLY. THE TRANSLATION MAY CONTAIN DISCREPANCIES AND OMISSIONS AND DOES NOT REPLACE THE RUSSIAN TEXT OF THIS DOCUMENT. IN ANY AND ALL CASES THE TEXT OF THIS DOCUMENT IN RUSSIAN LANGUAGE SHALL PREVAIL. Information (materials) provided to the shareholders During the preparation for the Annual General Meeting Of Shareholders OJSC “Uralkali” Information on the candidates nominated for election to the Board of Directors, Revision Commission and Auditors of OJSC Uralkali Information on the candidates nominated for election to the Board of Directors Anton Averin Born in 1966 In 1988- graduated from MSU n.a. Lomonosov with a degree in “Mathematics”. In 1995 – earned an MBA from the International University Since 2008 – Managing Director of “Nafta Moscow”. In June 2011-September 2011 – member of the Board of Directors of OJSC “PIK Group”. Served on the Board of Directors of OJSC “Uralkali” from September 2010 until June 2011. No prior administrative penalties, disqualifications or convictions. Anton Averin has agreed to be a candidate for election to the Board of Directors of OJSC “Uralkali”. Vladislav Baumgertner Member of the Board of Directors in 2004–2010. Vladislav Baumgertner was born in 1972. In 1994 he graduated from the State Technical University of the Urals and qualified as an Electrical Engineer. In 2001 Mr. Baumgertner completed his studies at Kingston Business School and earned an MBA (Master of Business Administration). In 2003 Vladislav Baumgertner graduated from the University of London with an MSc degree in Financial Management. From 2005 until July 2010 he served as the Chief Executive Officer (General Director) of OJCS Uralkali.
    [Show full text]
  • Programme ECOLOGY-2020-09-18
    Draft program of September, 17, 2020 October, 22 Creation of the SMW Management Industry: the role of federal authorities, constituent entities of the Russian Federation, Public not-for-profit organization “Russian Environmental Operator”, regional operators KEY ISSUES: On the mechanisms of financing and allocation of funds for the development of infrastructure for the management of SMW The interaction of key subjects of the development of the waste management industry Creating a federal waste management scheme Key issues of the activities of regional operators in SMW management: tariffs, financial support, interaction with individuals and legal entities The role of constituent entities of the Russian Federation in the development of the SMW management industry Mechanisms for monitoring activities in the SMW management industry MODERATORS: Ismailov R.A., Chairman of the All-Russian Public Organization for the Protection of Natural Resources “Russian Ecological Society” Makrushin A.V., Deputy Director of Russian Ecological Operator INVITED TO PARTICIPATE: Chernyshin P.V., Development Director of TKO-Inform Ltd Gubaidullin R.Kh., Executive Director of the Clean Country Association Kerimov M.K., Deputy Minister of Natural Resources and Ecology of the Russian Federation Korolev V.G., Deputy Head of the Federal Antimonopoly Service Sedov A.V., General Director of the Big Three LLC Timofeeva O.V., Deputy Chairman of the State Duma of the Federal Assembly of the Russian Federation Vergun P.V., Chairman of the Board of Directors of the
    [Show full text]
  • Russia and Israel in the Changing Middle East Conference Proceedings
    Russia and Israel in the Changing Middle East Conference Proceedings Zvi Magen and Vitaly Naumkin, Editors Memorandum 129 המכון למחקרי ביטחון לאומי THE INSTITUTE FOR NATIONAL SECURITYc STUDIES INCORPORATING THE JAFFEE bd CENTER FOR STRATEGIC STUDIES Russia and Israel in the Changing Middle East Conference Proceedings Zvi Magen and Vitaly Naumkin, Editors Institute for National Security Studies THE INSTITUTE FOR NATIONAL SECURcITY STUDIES INCORPORATING THE JAFFEE b d TheCENTER FOR STRA InstituteTEGIC STUDIES for National Security Studies (INSS), incorporating the Jaffee Center for Strategic Studies, was founded in 2006. The purpose of the Institute for National Security Studies is first, to conduct basic research that meets the highest academic standards on matters related to Israel’s national security as well as Middle East regional and international security affairs. Second, the Institute aims to contribute to the public debate and governmental deliberation of issues that are – or should be – at the top of Israel’s national security agenda. INSS seeks to address Israeli decision makers and policymakers, the defense establishment, public opinion makers, the academic community in Israel and abroad, and the general public. INSS publishes research that it deems worthy of public attention, while it maintains a strict policy of non-partisanship. The opinions expressed in this publication are the authors’ alone, and do not necessarily reflect the views of the Institute, its trustees, boards, research staff, or the organization and individuals
    [Show full text]
  • Multi-Purpose Energy-Efficient Liquid Coatings
    Russian Nanotech Products TSMCERAMIC multi-purpose energy-efficient liquid coatings TSMGROUP Products 2019 ХХI TECHNOLOGY TSMCERAMIC is an up-to-date efficient heat insulation materials designed by Russian scientists with the use of nanotechnologies. This material is universal for integrated barrier protection of various types of surfaces. It has record low coefficient of heat conductivity approved by GOST 7076-87 that distinguishes TSMCERAMIC among other conventional heat insulation materials such as an expanded foam or a glass wool. EFFICIENT NANOTECH HEAT INSULATION Use of this material gives an exceptional energy saving effects thanks to ceramic hollow (vacuum) microspheres contained therein. These microscopic particles form the basis of heat insulation creating a thick barrier and reflect heat energy without absorbing it as other conventional heat insulation materials. UNIVERSAL INNOVATION Consistency of TSMCERAMIC resembles a traditional paint allowing easy and quick application of the material to a surface using an airbrush or common brush. This material is very adhesive and can be applied to all types of surface: from concrete and bricks to wood and plastic. Its thin consistency allows using this material freely to protect various objects of unusual form and design. UNIVERSAL INNOVATION Thickness of ready layer: from 0.5 to 3 mm. Extra load to surface: not more than 0.4 kg/m2 (layer-1 mm). Additional treatment of surface: no. Special knowledge and skills: no. Use in hard-to-reach areas: yes. Service life: over 30 years. Warranty: 10 years. Operating temperature: from -60°С to +260°С. Environmental compatibility: «full circle» (from production and application up to disposal).
    [Show full text]