Pakistan NEPRA State of Industry Report 2015

Total Page:16

File Type:pdf, Size:1020Kb

Pakistan NEPRA State of Industry Report 2015 State of Industry Report 2015 1 STATE OF INDUSTRY REPORT 2015 CONTENTS FOREWORD ........................................................................................................................................................ 1 1. OVERVIEW ............................................................................................................................................ 5 1.1 China-Pakistan Economic Corridor (C-PEC) Project ..................................................................................5 1.2 Donors’ Support ......................................................................................................................................................5 1.3 Load Shedding .........................................................................................................................................................5 1.4 Reduction in the Cost of Generation ..............................................................................................................5 1.5 Tariffs of Renewable Energy Projects ..............................................................................................................6 1.6 Performance of GENCOs ......................................................................................................................................6 1.7 Transmission Network NTDC .............................................................................................................................6 1.8 Projected Capacity and Power Balance of NTDC System ........................................................................7 1.9 Expansion Plan of NTDC ......................................................................................................................................7 1.10 Timely Completion of Upcoming Projects ....................................................................................................7 1.11 Power Balance of K-Electric System .................................................................................................................8 1.12 Environmental Impact of Coal Based Power Plants ...................................................................................8 1.13 Infrastructure Development ...............................................................................................................................8 1.14 Data Reporting ........................................................................................................................................................8 1.15 Power Market Reforms ..........................................................................................................................................8 1.16 Receivables of DISCOs ..........................................................................................................................................9 1.17 Transmission and Distribution (T&D) Losses of DISCOs .........................................................................9 1.18 Circular Debt .............................................................................................................................................................9 1.19 Tariff Differential Subsidy ...................................................................................................................................9 1.20 Multi-Year Tariff (MYT) Regime for DISCOs ...................................................................................................9 1.21 Generation Capacity of K-Electric .....................................................................................................................9 1.22 K-Electric Transmission and Distribution Systems ..................................................................................10 1.23 Upfront Tariffs.........................................................................................................................................................10 1.24 Net-Metering Regime..........................................................................................................................................10 1.25 Special Purpose Transmission Licence under Section 19 of NEPRA Act .........................................10 1.26 Recommendations ...............................................................................................................................................11 2. PERFORMANCE OF GENERATION SECTOR ...................................................................................... 15 2.1 General ......................................................................................................................................................................15 2.2 Source-wise Installed Capacity ........................................................................................................................15 2.3 Hydropower ............................................................................................................................................................15 2.4 Thermal .....................................................................................................................................................................15 2.4.1 Jamshoro Power Company Limited (GENCO-I) ........................................................................15 2.4.2 Central Power Generation Company Limited (GENCO-II) ....................................................16 2.4.3 Northern Power Generation Company Limited (GENCO-III) ...............................................16 2.4.4 Lakhra Power Generation Company Limited (GENCO-IV) ....................................................16 2.4.5 Overall Performance of GENCOs ....................................................................................................16 2.4.6 Independent Power Producers (IPPs) ...........................................................................................17 2.4.7 Installed versus Dependable Capacity .........................................................................................17 2.4.8 Manpower to MW Ratio .....................................................................................................................17 vi 2.5 Nuclear (CHASNUPP-I and II) ..........................................................................................................................18 2.6 Wind...........................................................................................................................................................................18 2.7 Bagasse .....................................................................................................................................................................18 2.8 Solar ...........................................................................................................................................................................18 2.9 K-Electric Limited ..................................................................................................................................................18 3. PERFORMANCE OF TRANSMISSION SECTOR .................................................................................. 23 3.1 General ......................................................................................................................................................................23 3.2 Overloading of Existing Power Transformers .............................................................................................23 3.3 Power Dispersal Constraints in Transmission Networks ........................................................................26 3.3.1 Uch-II Power (Pvt.) Limited ...............................................................................................................26 3.3.2 Engro Powergen Qadirpur Limited................................................................................................26 3.3.3 Altern Energy Limited .........................................................................................................................26 3.3.4 TNB Liberty Power Limited ...............................................................................................................26 3.3.5 Habibullah Coastal Power Company Limited ............................................................................26 3.3.6 Foundation Power Company (Daharki) Limited .......................................................................26 3.3.7 Nishat Power Limited and Nishat Chunian Power Limited ..................................................27 3.4 Induction of New Generation Power Plants ...............................................................................................27 3.5 Future NTDC Network.........................................................................................................................................29 3.6 NTDC Financial Plans ..........................................................................................................................................30 3.7 K-Electric Transmission System .......................................................................................................................30 4. PERFORMANCE OF DISTRIBUTION SECTOR ................................................................................... 35 4.1 Constraints in DISCOs’ System ........................................................................................................................35 4.2 Receivables
Recommended publications
  • December 2011 2Nd Quarter
    growth through energy THE HUB POWER COMPANY LIMITED UNAUDITED QUARTERLY FINANCIAL STATEMENTS FOR THE SECOND QUARTER / HALF YEAR ENDED DECEMBER 31, 2011 Vision To be an energy leader – committed to deliver growth through energy. Mission To be a dynamic and growth – oriented energy company that achieves the highest international standards in its operations and delivers a fair return to its shareholders, while serving the community as a caring corporate citizen. C O N T E N T S THE HUB POWER COMPANY LIMITED PAGE Company Information 1 Report of the Directors 3 Auditors’ Review Report to the Members 5 Condensed Interim Unconsolidated Profit & Loss Account 7 Condensed Interim Unconsolidated Statement of 8 Comprehensive Income Condensed Interim Unconsolidated Balance Sheet 9 Condensed Interim Unconsolidated Cash Flow Statement 10 Condensed Interim Unconsolidated Statement of Changes in Equity. 11 Notes to the Condensed Interim Unconsolidated Financial Statements 12 THE HUB POWER COMPANY LIMITED and its Subsidiary Company Report of the Directors on the Consolidated Financial Statements 17 Condensed Interim Consolidated Profit & Loss Account 18 Condensed Interim Consolidated Statement of Comprehensive Income 19 Condensed Interim Consolidated Balance Sheet 20 Condensed Interim Consolidated Cash Flow Statement 21 Condensed Interim Consolidated Statement of Changes in Equity 22 Notes to the Condensed Interim Consolidated Financial Statements 23 COMPANY INFORMATION BOARD OF DIRECTORS M. A. Alireza H.I. (Chairman) Zafar Iqbal Sobani (Chief Executive) Dr. Fereydoon Abtahi Yousuf A. Alireza Robin A. Bramley Dr. Asif A. Brohi NBP Nominee Malcolm P. Clampin Taufique Habib Arshad A. Hashmi Qaiser Javed Iqbal Ahmed Khosa GOB Nominee Ali Munir Philippe F.
    [Show full text]
  • The Hub Power Company Limited 2
    The Pakistan Credit Rating Agency Limited Rating Report Report Contents 1. Rating Analysis The Hub Power Company Limited 2. Financial Information 3. Rating Scale 4. Regulatory and Supplementary Disclosure Rating History Dissemination Date Long Term Rating Short Term Rating Outlook Action Rating Watch 21-Jun-2021 AA+ A1+ Stable Maintain - 29-Jun-2020 AA+ A1+ Stable Maintain - 27-Dec-2019 AA+ A1+ Stable Maintain - 27-Jun-2019 AA+ A1+ Stable Maintain - 27-Dec-2018 AA+ A1+ Stable Maintain - 29-Jun-2018 AA+ A1+ Stable Maintain - 22-Dec-2017 AA+ A1+ Stable Maintain - 20-Apr-2017 AA+ A1+ Stable Maintain - 20-Apr-2016 AA+ A1+ Stable Maintain - 29-Jun-2015 AA+ A1+ Stable Maintain - Rating Rationale and Key Rating Drivers The rating reflects the holding company character of Hubco with an exclusive focus on the different dimension of the energy sector. In addition to the investment book, Hubco itself is a large RFO based power plant. Hubco aims to expand generation capacity to boost the country's power generation by utilizing Pakistan's indigenous natural resources. Hubco is setting up two coal power plants (i) Thar Energy Limited (TEL): 330MW and (ii) Thalnova Power: 330MW, mine-mouth coal-fired power plants at Thar. Hubco also has an investment in Sindh Engro Coal Mining Company (SECMC) and China Power Hub Generation Co (CPHGC). Moving forward, Hubco is looking to explore growth opportunities in diversified areas including water desalination, renewable energy, upstream oil & gas, mining and infrastructure. Through Hub Power Holdings Ltd, a wholly owned subsidiary of Hubco, entered in JV agreement (50:50) with ENI, Pakistan’s employees to form Prime Int.
    [Show full text]
  • FACTSHEET - AS of 01-Oct-2021 Solactive GBS Pakistan Large & Mid Cap USD Index PR
    FACTSHEET - AS OF 01-Oct-2021 Solactive GBS Pakistan Large & Mid Cap USD Index PR DESCRIPTION The Solactive GBS Pakistan Large & Mid Cap USD Index PR is part of the Solactive Global Benchmark Series which includes benchmark indices for developed and emerging market countries. The index intends to track the performance of the large and mid cap segment covering approximately the largest 85% of the free-float market capitalization in the Pakistani market. It is calculated as a pricereturn index in USD and weighted by free-float market capitalization. HISTORICAL PERFORMANCE 1,200 1,000 800 600 400 200 Jan-2008 Jan-2010 Jan-2012 Jan-2014 Jan-2016 Jan-2018 Jan-2020 Jan-2022 Solactive GBS Pakistan Large & Mid Cap USD Index PR CHARACTERISTICS ISIN / WKN DE000SLA8Y15 / SLA8Y1 Base Value / Base Date 1139 Points / 08.05.2006 Bloomberg / Reuters / .SPKLMCUP Last Price 347.48 Index Calculator Solactive AG Dividends Not included Index Type Price Return Calculation 8:00 am to 10:30 pm (CET), every 15 seconds Index Currency USD History Available daily back to 08.05.2006 Index Members 13 FACTSHEET - AS OF 01-Oct-2021 Solactive GBS Pakistan Large & Mid Cap USD Index PR STATISTICS 30D 90D 180D 360D YTD Since Inception Performance -11.24% -18.75% -20.18% -6.01% -14.20% -69.49% Performance (p.a.) - - - - - -7.42% Volatility (p.a.) 17.33% 14.90% 15.54% 17.78% 16.87% 23.20% High 391.47 429.41 459.90 459.90 459.90 1310.60 Low 343.18 343.18 343.18 343.18 343.18 250.61 Sharpe Ratio -4.42 -3.83 -2.37 -0.36 -1.11 -0.33 Max.
    [Show full text]
  • Status of the Indus River Dolphin Platanista Minor
    ORYX VOL 32 NO 1 JANUARY 1998 Status of the Indus River dolphin Platanista minor Randall R. Reeves and Abdul Aleem Chaudhry The endemic freshwater dolphins in the Indus River system of Pakistan, Platanista minor, have been considered endangered since the early 1970s. Measures taken to protect them from deliberate capture seem to have stopped a rapid decline, and combined counts in Sindh and Punjab provinces since the early 1980s suggest a total population of at least a few hundred animals. Severe problems remain, however. In addition to the risks inherent to any species with an effective population size in the low hundreds (at most), these dolphins are subject to long-term threats associated with living in an artificially controlled waterway used intensively by humans. Irrigation barrages partition the aggregate population into discrete subpopulations for much of the year. Dolphins that 'escape' during the flood season into irrigation canals or into reaches downstream of barrages where winter water levels are low have little chance of survival. A few dolphins probably die each year after being caught in fishing nets. Pollution by untreated urban sewage, agricultural runoff and industrial effluent threatens the health of the entire Indus system. The future of this dolphin species depends on Pakistan's commitment to protecting biological diversity in the face of escalating human demands on dwindling resources. Introduction In the early 1970s, G. Pilleri and his co- workers called world attention to the fact that The Indus River dolphin Platanista minor, Indus dolphins were declining rapidly (Pilleri known locally as bhulan, is endemic to the and Zbinden, 1973-74; Pilleri, 1980).
    [Show full text]
  • Basic Design Study Report on the Project for Rehabilitation of Gates of Taunsa Barrage in Islamic Republic of Pakistan
    No. BASIC DESIGN STUDY REPORT ON THE PROJECT FOR REHABILITATION OF GATES OF TAUNSA BARRAGE IN ISLAMIC REPUBLIC OF PAKISTAN DECEMBER 2004 JAPAN INTERNATIONAL COOPERATION AGENCY SANYU CONSULTANTS INC. YACHIYO ENGINEERING CO.,LTD GM JR 04-238 Intake at right bank Upstream Weir Gate Under Sluice gate at Right bank Intake at left bank Downstream Under Sluice gate PERSPECTIVE at Left bank THE PROJECT FOR REHABILITATION OF GATES OF TAUNSA BARRAGE IN ISLAMIC REPUBLIC OF PAKISTAN Summary Economy of Islamic Republic of Pakistan (Population 149,030 thousand, GNP 470 USD per Capita, in 2003) has been largely dependent on the agricultural sector with such dominant indexes of about 1/4 of GDP, about 1/2 of working population, etc. However, the agriculture sector is now in a very difficult and sensitive situation being subjected to problematic weather conditions affecting the area. The GDP of the country in 2000/01 came down due to severe drought that occurred in the country. Situation changed in 2003/2004 because the country’s GDP was 6.4 percent higher than the government objective figures of 5.3 percent due mainly to the favorable conditions of the manufacturing sector, as well as the recovery of the agricultural sector. However, economy of the country is still on the decline due to problems of debt repayment, and other medium and long-term problems such as delay of adequate privatization, stagnation of agricultural productivity, sluggish growth of export industry, etc. Major problems in the fields of irrigation and drainage are summarized in the issues of: a) shortage of water resources in accordance with population increase, b) lowering of irrigation efficiencies caused by the deterioration of provided irrigation systems, c) facility damages due to water-logging and salt, water contamination, lowering of ground-water table, flood, and; d) shortages of operation and maintenance (O&M) costs due to low recovery of water-charges, etc.
    [Show full text]
  • The Geographic, Geological and Oceanographic Setting of the Indus River
    16 The Geographic, Geological and Oceanographic Setting of the Indus River Asif Inam1, Peter D. Clift2, Liviu Giosan3, Ali Rashid Tabrez1, Muhammad Tahir4, Muhammad Moazam Rabbani1 and Muhammad Danish1 1National Institute of Oceanography, ST. 47 Clifton Block 1, Karachi, Pakistan 2School of Geosciences, University of Aberdeen, Aberdeen AB24 3UE, UK 3Geology and Geophysics, Woods Hole Oceanographic Institution, Woods Hole, MA 02543, USA 4Fugro Geodetic Limited, 28-B, KDA Scheme #1, Karachi 75350, Pakistan 16.1 INTRODUCTION glaciers (Tarar, 1982). The Indus, Jhelum and Chenab Rivers are the major sources of water for the Indus Basin The 3000 km long Indus is one of the world’s larger rivers Irrigation System (IBIS). that has exerted a long lasting fascination on scholars Seasonal and annual river fl ows both are highly variable since Alexander the Great’s expedition in the region in (Ahmad, 1993; Asianics, 2000). Annual peak fl ow occurs 325 BC. The discovery of an early advanced civilization between June and late September, during the southwest in the Indus Valley (Meadows and Meadows, 1999 and monsoon. The high fl ows of the summer monsoon are references therein) further increased this interest in the augmented by snowmelt in the north that also conveys a history of the river. Its source lies in Tibet, close to sacred large volume of sediment from the mountains. Mount Kailas and part of its upper course runs through The 970 000 km2 drainage basin of the Indus ranks the India, but its channel and drainage basin are mostly in twelfth largest in the world. Its 30 000 km2 delta ranks Pakiistan.
    [Show full text]
  • 1. Syed Khalid Siraj Subhani 2. Mian Asad Hayaud
    PROFILE OF CANDIDATES WHO HAVE FILED THEIR INTENTION TO OFFER THEMSELVES TO CONTEST IN THE ELECTION OF DIRECTORS AT THE 11th EXTRAORDINARY GENERAL MEETING SCHEDULED TO BE HELD ON MARCH 17, 2021. 1. Syed Khalid Siraj Subhani Mr. Subhani is a Chemical Engineer with Executive Management Program from Haas School of Business, University of California, Berkeley and Leadership program from MIT, Boston. A seasoned executive, his career spanned over 33 years with Exxon Chemical Pakistan Limited, which subsequently became Engro Chemical Pakistan Limited and later Engro Corporation Limited. This included long term assignments with Esso Chemical Canada in Edmonton and at ICI site in Billingham UK. Over the years, he worked in numerous senior executive positions at Engro and played instrumental role in growth and diversification of the company to make it one of the largest business conglomerates of Pakistan. Prior to retirement from Engro he worked as President and Chief Executive Officer of Engro Corporation Limited, Engro Fertilisers Limited and Engro Polymer and Chemicals Limited. Mr. Subhani also served as President and Chief Executive Officer of ThalNova Power Thar Private Limited for a period of two years. Earlier Mr. Subhani also served on the board of Engro Corporation Limited (Director), Hub Power Company Limited (Director), Engro Foods Limited (Director), Sindh Engro Coal Mining Company Limited (Director), Laraib Energy Limited (Director), Engro Fertilisers Limited (Board Chairman), Engro Polymer and Chemicals Limited (Board Chairman), Engro Vopak Terminal Limited (Board Chairman), Thar Power Company Limited (Board Chairman), Engro Powergen Qadirpur Limited (Board Chairman), Engro Elengy Terminal (Private) Limited (Board Chairman) and Engro Eximp Agri Products (Private) Limited (Board Chairman).
    [Show full text]
  • Habibmetro Modaraba Management (AN(AN ISLAMICISLAMIC FINANCIALFINANCIAL INSTITUTION)INSTITUTION)
    A N N U A L R E P O R T 2017 1 HabibMetro Modaraba Management (AN(AN ISLAMICISLAMIC FINANCIALFINANCIAL INSTITUTION)INSTITUTION) 2 A N N U A L R E P O R T 2017 JOURNEY OF CONTINUOUS SUCCESS A long term partnership Over the years, First Habib Modaraba (FHM) has become the sound, strong and leading Modaraba within the Modaraba sector. Our stable financial performance and market positions of our businesses have placed us well to deliver sustainable growth and continuous return to our investors since inception. During successful business operation of more than 3 decades, FHM had undergone with various up and down and successfully countered with several economic & business challenges. Ever- changing requirement of business, product innovation and development were effectively managed and delivered at entire satisfaction of all stakeholders with steady growth on sound footing. Consistency in perfect sharing of profits among the certificate holders along with increase in certificate holders' equity has made FHM a sound and well performing Modaraba within the sector. Our long term success is built on a firm foundation of commitment. FHM's financial strength, risk management protocols, governance framework and performance aspirations are directly attributable to a discipline that regularly brings prosperity to our partners and gives strength to our business model which is based on true partnership. Conquering with the challenges of our operating landscape, we have successfully journeyed steadily and progressively, delivering consistent results. With the blessing of Allah (SWT), we are today the leading Modaraba within the Modaraba sector of Pakistan, demonstrating our strength, financial soundness and commitment in every aspect of our business.
    [Show full text]
  • Financial Page 2016
    Other Matters We would like to draw your attention to the ■ There are no significant doubts upon the following notes in the financial statements which Associated Companies Corporate and Financial Company’s ability to continue as a going concern. contain the information and explanations to Reporting Framework matters highlighted by External Auditors in their Asia Petroleum Limited (APL) ■ There has been no material departure from the best practices of corporate governance, as Audit Report: PSO’s Board is fully cognizant of its responsibility APL was incorporated in Pakistan as an unlisted detailed in the listing regulations and Public public limited company on July 17, 1994. The as recognized by Code of Corporate Governance, ■ Note 12.2 – Non provisioning of past due Sector Code of Corporate Governance. Company has been principally established to detailed in listing regulation and Public Sector receivable from Power Generation Companies Companies (Corporate Governance) Rules, 2013 transport “Residual Fuel Oil” (RFO) to the Hub ■ Key operating and financial data of last six years aggregating to Rs. 101,407 million (net of issued by Securities & Exchange Commission of Power Company Limited (HUBCO) at Hub, in a summarized form is annexed. provision of Rs. 532 million); inclusive of Pakistan (SECP). Rs.11,890 million received subsequent to the Balochistan. For this purpose, the Company laid an underground oil pipeline starting from Pakistan ■ The following is the value of investment of balance sheet date. Following are the comments on acknowledgement State Oil Company Limited’s (PSO) Zulfiqarabad provident and pension funds based on their of PSO’s commitment towards high standards of terminal at Pipri to HUBCO at Hub.
    [Show full text]
  • Annual Report 2020
    BRINGING LIGHT FOR A NEW LIFE Throughout time, HUBCO has mustered an extraordinary array of resources – from groundbreaking research to diligent Human Resource. Like the rising sun, HUBCO shines bright and continues to enlighten lives. Our destiny – to bring change, new life and zest to our great Nation through our continued efforts. CONTENTS 05 05 06 07 08 09 Vision & Mission Core Values Company Profile Group Structure Business Strategy SWOT Analysis 10 12 14 20 22 23 Company Geographical Board & Leadership Board & Functional Management Team Organizational Information Presence Committees Structure 24 26 28 30 45 46 A Brief History of Chairman’s Review CEO’s Message Report of the Report of the Review Report to the HUBCO Directors Directors (Urdu) Members 47 49 50 51 54 66 Statement of Awards & Calendar of Calendar of Corporate Social Corporate Compliance Achievements Corporate Events Major Events Responsibility Governance Financial Performance 72 73 74 76 78 80 Financial Ratio Dupont Analysis Horizontal and Horizontal Analysis Vertical Analysis of Six Years Statement Vertical Analysis of of Statement Statement of of Profit or Loss at a Statement of Profit of Financial Position Financial Position Glance or Loss 81 82 83 84 85 86 Six Years Statement Summary of Six Statement of Value Quarterly Financial Statement of Cash Graphical of Financial Position Years Cash Flow Addition Analysis Flow - Direct Method Presentation at a Glance at a Glance BRINGING LIGHT 20 2 FOR A NEW LIFE ANNUAL REPORT 20 Unconsolidated Financial Statements 91 96 97
    [Show full text]
  • OICCI CSR Report 2018-2019
    COMBINING THE POWER OF SOCIAL RESPONSIBILITY Corporate Social Responsibility Report 2018-19 03 Foreword CONTENTS 05 OICCI Members’ CSR Impact 06 CSR Footprint – Members’ Participation In Focus Areas 07 CSR Footprint – Geographic Spread of CSR Activities 90 Snapshot of Participants’ CSR Activities 96 Social Sector Partners DISCLAIMER The report has been prepared by the Overseas Investors Chamber of Commerce and Industry (OICCI) based on data/information provided by participating companies. The OICCI is not liable for incorrect representation, if any, relating to a company or its activities. 02 | OICCI FOREWORD The landscape of CSR initiatives and activities is actively supported health and nutrition related initiatives We are pleased to present improving rapidly as the corporate sector in Pakistan has through donations to reputable hospitals, medical care been widely adopting the CSR and Sustainability camps and health awareness campaigns. Infrastructure OICCI members practices and making them permanent feature of the Development was also one of the growing areas of consolidated 2018-19 businesses. The social areas such as education, human interest for 65% of the members who assisted communi- capital development, healthcare, nutrition, environment ties in the vicinity of their respective major operating Corporate Social and infrastructure development are the main focus of the facilities. businesses to reach out to the underprivileged sections of Responsibility (CSR) the population. The readers will be pleased to note that 79% of our member companies also promoted the “OICCI Women” Report, highlighting the We, at OICCI, are privileged to have about 200 leading initiative towards increasing level of Women Empower- foreign investors among our membership who besides ment/Gender Equality.
    [Show full text]
  • Transboundary River Basin Overview – Indus
    0 [Type here] Irrigation in Africa in figures - AQUASTAT Survey - 2016 Transboundary River Basin Overview – Indus Version 2011 Recommended citation: FAO. 2011. AQUASTAT Transboundary River Basins – Indus River Basin. Food and Agriculture Organization of the United Nations (FAO). Rome, Italy The designations employed and the presentation of material in this information product do not imply the expression of any opinion whatsoever on the part of the Food and Agriculture Organization of the United Nations (FAO) concerning the legal or development status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The mention of specific companies or products of manufacturers, whether or not these have been patented, does not imply that these have been endorsed or recommended by FAO in preference to others of a similar nature that are not mentioned. The views expressed in this information product are those of the author(s) and do not necessarily reflect the views or policies of FAO. FAO encourages the use, reproduction and dissemination of material in this information product. Except where otherwise indicated, material may be copied, downloaded and printed for private study, research and teaching purposes, or for use in non-commercial products or services, provided that appropriate acknowledgement of FAO as the source and copyright holder is given and that FAO’s endorsement of users’ views, products or services is not implied in any way. All requests for translation and adaptation rights, and for resale and other commercial use rights should be made via www.fao.org/contact-us/licencerequest or addressed to [email protected].
    [Show full text]