Financing Clean Energy Transitions in Emerging and Developing Economies
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Brics Versus Mortar? Winning at M&A in Emerging Markets
BRICs Versus Mortar? WINNING AT M&A IN EMERGING MARKETS The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients from the private, public, and not-for- profit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep in sight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable compet itive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 78 offices in 43 countries. For more information, please visit bcg.com. BRICs VeRsus MoRtaR? WINNING AT M&A IN EMERGING MARKETS JENS KENGELBACH DOminiC C. Klemmer AlexAnDer Roos August 2013 | The Boston Consulting Group Contents 3 EXECUTIVE SUMMARY 8 THE GLOBAL M&A MARKET ReMAINS IN A DEEP FREEZE Disappointing Results for Public-to-Public Deals Emerging Markets Claim a Growing Share of Deal Flow Key Investing Themes 13 LEARNING FROM EXPERIENCE AND MANAGING COMPLEXITY: THE KEYS TO SUPERIOR ReTURNS Serial Acquirers Reap the Rewards of Experience The Virtue of Simplicity 17 A TOUR OF THE BRIC COUNTRIES Brazil Looks to the North Russia Seeks Technology, Resources—and Stability India Aims at Targets of Opportunity China Hunts for Management Know-How—and Access to the Global Business Arena 31 EMERGING THEMES AND ReCOMMENDATIONS 34 Appendix: Selected trAnSActionS, 2012 And 2013 36 FOR FURTHER ReADING 37 NOTE TO THE ReADER 2 | BRICs Versus Mortar? exeCutIVe suMMaRy espite the current worldwide lull in mergers and acquisitions, there’s Dnot much argument that emerging markets will remain a hotbed of M&A activity for some time to come. -
Industrialisation Sub-Sector
INDUSTRIALISATION SUB-SECTOR SEMI-ANNUAL BUDGET MONITORING REPORT FINANCIAL YEAR 2019/20 APRIL 2020 MOFPED #DoingMore Industrialisation Sub-Sector: Semi-Annual Budget Monitoring Report - FY 2019/20 A INDUSTRIALISATION SUB-SECTOR SEMI-ANNUAL BUDGET MONITORING REPORT FINANCIAL YEAR 2019/20 APRIL 2020 MOFPED #DoingMore Ministry of Finance, Planning and Economic Development TABLE OF CONTENTS Abbreviations and Acronyms ...................................................................................................................... ii Foreword ............................................................................................................................................................. iii Executive Summary ....................................................................................................................................... iv Chapter 1: Background .................................................................................................................................. 1 1.1 Introduction .................................................................................................................................................................................1 1.2 Sector Mandate .......................................................................................................................................................................2 1.3 Sector Objectives ...................................................................................................................................................................2 -
Renewable Energy Market Landscape Study Volume I I Country Profiles
Renewable Energy Market Landscape Study covering 15 countries in Southern and East Africa August 2017 Volume I I Country Profiles Stakeholder Maps Financed by: In association with: EEP S&EA Energy Market Landscape Study Country profiles ............................................................................. 4-145 Stakeholder Maps ......................................................................... 147-178 EEP S&EA Energy Market Landscape Study Country Profiles Renewable Energy Market Landscape Study Botswana .......................................................................................................................................................................................................................... 4 Burundi ................................................................................................................................................................................................................................ 11 Kenya ................................................................................................................................................................................................................................... 19 Lesotho ............................................................................................................................................................................................................................... 30 Malawi ................................................................................................................................................................................................................................ -
Electric Mobility in Uganda: Are We Ready? MARCH 2021
Electric Mobility In Uganda: Are We Ready? MARCH 2021 This paper provides a snapshot of electric mobility developments in Uganda, East Africa, while illustrating potential benefits of a sustainable electric mobility system, through examples from cities around the world. 1 Acknowledgements This work would not have been possible without the support of World Resources Institute (WRI), Shell Foundation and UK aid funded Cities and Infrastructure for Growth (CIG) Uganda. Each organization contributed to primary and secondary research, authorship and editing of this research document; a collaboration intended to further advance development of electric mobility in Uganda, as a means to making transportation more sustainable for cities. WORLD RESOURCES INSTITUTE WRI is a global research organisation that spans more than 60 countries, with offices in Brazil, China, the Democratic Republic of Congo, India, Indonesia, Mexico, Turkey, the United Kingdom and the United States, and regional offices in Ethiopia (for Africa) and the Netherlands (for Europe). Our more than 1,100 experts and staff turn big ideas into action at the nexus of environment, economic opportunity and human well-being. The foundation of our work is delivering high-quality research, data and analysis to solve the world’s greatest environment and development challenges and improve people’s lives. Working with, for and in Africa has been an important part of WRI’s history, beginning in the forests of the Congo Basin in the early 2000s. Since then, we have grown our reach on the continent and expanded from forests to address additional pressing issues, including cities and transport. We support cities and governments to improve public transport, road safety, sustainable mobility planning for walking and cycling. -
Downstream & Chemicals
Downstream & Chemicals Mark Nelson Executive Vice President © 2020 Chevron Corporation Portfolio focused on areas of strength Fuels refining & marketing Petrochemicals Lubricants & additives Focused, Advantaged feed, Strategic positions serving regional optimization scale and technology global markets Major capital project Refinery Olefins / Polyolefins complexes Premium base oil plant integrated with refinery Integrated fuels value chain Aromatics complexes World-scale additives plant © 2020 Chevron Corporation 2 Committed to improved financial performance Earnings per barrel excl. special items Targeted earnings improvement $/bbl $ billions 4 5 1 $ 1 1.86 Market 1 Productivity 2 3 Value chain Reliability & Turnarounds ● CVX ranking relative to IOC competitors ◼ IOC competitor range: BP, RDS, XOM 2016 2017 2018 2019 13.0% 14.1% 13.8% 9.7% 0 2019 2024 ROCE excl. special items See Appendix for reconciliation of non-GAAP measures and slide notes providing definitions, source information, calculations, and other information. © 2020 Chevron Corporation 3 Strengthening integrated fuels value chains U.S. West Coast U.S. Gulf Coast Asia Pacific #1 brand share in Western U.S. Optimizing across the value chain Strengthening marketing positions Pasadena Pascagoula South Korea Richmond Thailand Salt Lake Malaysia Philippines Central America El Segundo Singapore Mexico Colombia Australia Central America Products and intermediaries First to co-process biofeed in FCC this year Environmental © 2020 Chevron Corporation 4 Petrochemicals with low-cost -
How Important Are Spillovers from Major Emerging Markets?
WPS8093 Policy Research Working Paper 8093 Public Disclosure Authorized How Important are Spillovers from Major Emerging Markets? Public Disclosure Authorized Raju Huidrom M. Ayhan Kose Franziska L. Ohnsorge Public Disclosure Authorized Public Disclosure Authorized Development Economics Development Prospects Group June 2017 Policy Research Working Paper 8093 Abstract The seven largest emerging market economies—China, a 1 percentage point increase in EM7 growth is associ- India, Brazil, Russia, Mexico, Indonesia, and Turkey—con- ated with a 0.9 percentage point increase in growth in stituted more than one-quarter of global output and more other emerging and frontier markets and a 0.6 percentage than half of global output growth during 2010–15. These point increase in world growth at the end of three years. emerging markets, called EM7, are also closely integrated Second, sizeable as they are, spillovers from EM7 are still with other countries, especially with other emerging and smaller than those from G7 countries (Group of Seven of frontier markets. Given their size and integration, growth advanced economies). Specifically, growth in other emerg- in EM7 could have significant cross-border spillovers. The ing and frontier markets, and the global economy would authors provide empirical estimates of these spillovers increase by one-half to three times more due to a simi- using a Bayesian vector autoregression model. They report larly sized increase in G7 growth. Third, among the EM7, three main results. First, spillovers from EM7 are sizeable: spillovers from China are the largest and permeate globally. This paper is a product of the Development Prospects Group, Development Economics. -
Future of Consumption in Fast-Growth Consumer Markets: ASEAN
Insight Report Future of Consumption in Fast-Growth Consumer Markets: ASEAN A report by the World Economic Forum’s Platform on Shaping the Future of Consumption Prepared in collaboration with Bain & Company June 2020 Contents 4 Preface 5 Executive summary 7 Introduction 7 – The ASEAN macro-context 7 – Four mega-forces will drive the future of consumption in ASEAN 11 Eight consumption themes to 2030, some accelerated due to COVID-19 12 – Consumer spending will double, driven by ASEAN’s middle-class boom 13 – Boundaries of premium and value shopping will blur 13 – Digital ubiquity will become the new normal 13 – Technology-enabled platforms will tear down socio-economic walls 15 – Local and regional competitive winds will prevail 15 – Shoppers will move beyond omni-channel to expect retail omni-presence 17 – Convenience will be the new currency 17 – Health of people and the planet will be non- negotiable 19 Business capabilities required for the firm of the future 19 – Reset vision, mission and goals 19 – Realign offerings to the new ASEAN consumer 19 – Reframe consumer engagement 20 – Restructure route-to-market and win at point of sale 21 – Rethink supply chains as a priority 21 – Reimagine operating model and talent 23 – Re-envision the role of sustainability 24 Critical societal challenges and calls to action World Economic Forum 24 – Create trade and investor-friendly reforms 91-93 route de la Capite CH-1223 Cologny/Geneva 24 – Invest in socio-economic inclusion Switzerland Tel.: +41 (0)22 869 1212 26 – Upgrade infrastructure for a connected and Fax: +41 (0)22 786 2744 Email: [email protected] sustainable future www.weforum.org 27 Conclusion © 2020 World Economic Forum. -
Ministerial Policy Statement FY 2021-2022.Pdf
THE REPUBLIC OF UGANDA MINISTRY OF SCIENCE, TECHNOLOGY AND INNOVATION VOTE 023 and VOTE 110 MINISTERIAL POLICY STATEMENT PRESENTED TO THE PARLIAMENT OF THE REPUBLIC OF UGANDA FOR THE DEBATE ON THE ESTIMATES OF REVENUE AND EXPENDITURES FOR FY 2021/2022 BY Dr. Elioda Tumwesigye (MP) Minister for Science, Technology and Innovation March 2021 ABBREVIATIONS ACTS African Centre for Technology Studies AIA Appropriation in Aid ARIPO Africa Regional Intellectual Property Organization BFP Budget Framework Paper BIRDC Banana Industrial Research and Development Centre Bn Billion BTDC Biosciences Technology Development Centre CHTC China High-Tech Corporation DLGs District Local Governments DTTCS District Technology Transfer Centers EASTECO East African Science and Technology Commission EOC Equal Opportunities Commission FY Financial year GOU Government of Uganda ICT Information and Communications Technology IEC Information Education and Communication INASP International network for the Availability of Scientific Publications IP Intellectual Property IPRs Intellectual Property Rights IPRs Intellectual Property Rights ISO International Standards Organization KCCA Kampala Capital City Authority KMC Kiira Motors Corporation LGs Local Governments M&E Monitoring and Evaluation MDAs Ministries, Departments and Agencies MoFPED Ministry of Finance, Planning and Economic Development MoPS Ministry of Public Service MoSTI Ministry of Science, Technology and Innovation MOU Memorandum of Understanding MoWE Ministry of Water and Environment MPS Ministerial Policy -
Our Strategy 458KB
GROUP OVERVIEW OUR STRATEGY Our transformation is driven through We have a clear strategy which puts focusing on three pillars our customers at the heart of our business. We have accelerated the implementation of our strategy and transformed our business EBIT growth to drive greater growth and value. Focusing intensely on In addition, we established OPERATIONAL FOCUSED NEW BUSINESS our customers an arm’s-length cooperation The customer-led strategy and agreement with Trafigura to EXCELLENCE GROWTH DEVELOPMENT transformation framework we manage our supply and trading established in 2019 remains the activities. This will enable us to same. By relentlessly focusing extract more value in supporting 32 on implementing our strategy our Downstream business – and making the most of our optimising our working capital opportunities to transform requirements and leveraging through the three pillars of Trafigura’s global scale and the framework – Operational expertise. We have created Excellence, Focused Growth a Value Chain Optimisation Improving Optimising business presence Finding new and New Business Development organisation to work closely performance and product portfolio sources of value – we are operationalising our with Trafigura in ensuring we purpose to energise deliver the best possible fuel Objectives Improve management and Attract new customers and New products in existing control of existing assets increase turnover geographies communities. Achieve operational Expand Puma Energy’s New businesses in existing Refreshing our strategy improvements target product portfolio geographies During the year we took of US$67.8m In 2019 we defined Optimise network presence Market entry into new the opportunity to refresh a clear purpose Improve our value proposition and continue to target geographies our strategy and structure. -
Annual Report 2020 Energising Contents
ANNUAL REPORT 2020 ENERGISING CONTENTS 1 Group overview COMMUNITIES Financial and operational highlights .......................3 What we do ...................................................................... 4 Business model ................................................................6 In an extraordinarily challenging year for everyone, we Where we operate ..........................................................7 Chairman’s statement ���������������������������������������������������8 stayed true to our purpose of energising communities to Chief Executive’s strategic review .......................... 11 help drive growth and prosperity by sustainably serving Responding to COVID-19 ........................................... 17 Case studies ....................................................................19 our customers’ needs in high-potential countries around Market context .............................................................. 25 the world. We continued to focus with ever-greater Our strategy ................................................................... 32 intensity on transforming our business in line with our Our ESG principles and commitments ............... 37 Stakeholder engagement .........................................39 customer-led strategy, while responding quickly and Key performance indicators ������������������������������������43 effectively to the upheavals and uncertainty of 2 Performance review COVID-19. At all times, in all situations – we are Business review .............................................................48 -
Science, Technology and Innovation Sector
SCIENCE, TECHNOLOGY AND INNOVATION SECTOR ANNUAL BUDGET MONITORING REPORT FINANCIAL YEAR 2019/20 NOVEMBER 2020 Ministry of Finance, Planning and Economic Development P.O. Box 8147, Kampala www.finance.go.ug Science, Technology and Innovation Sector: Annual Budget Monitoring Report - FY 2019/20 1 SCIENCE, TECHNOLOGY AND INNOVATION SECTOR ANNUAL BUDGET MONITORING REPORT FINANCIAL YEAR 2019/20 NOVEMBER 2020 TABLE OF CONTENTS ABBREVIATIONS ............................................................................................................................................. vi FOREWORD ...................................................................................................................................................... vii EXECUTIVE SUMMARY ............................................................................................................................. viii CHAPTER 1: BACKGROUND ..............................................................................................................1 1.1 Introduction ................................................................................................................................................1 1.2 Sector Mandate ..........................................................................................................................................1 1.3 Sector Objectives ......................................................................................................................................2 CHAPTER 2: METHODOLOGY ...........................................................................................................3 -
Investment Abstract 2013/14
INVESTMENT ABSTRACT 2013/14 INVESTMENT ABSTRACT Fiscal Year 2013/2014 August 2014 Page 1 of 68 INVESTMENT ABSTRACT 2013/14 Preface by the Minister of State for Finance, Planning and Economic Development (Investments) The last fiscal year, 2013/14, has once again seen Uganda making her mark as an attractive investment location, with 83 percent increase in the number of licensed projects from 2012/13. For the third year running the report reveals a growing trend in planned investment values. More projects became operational although actual investment values slowed down this Fiscal year. The FY saw a rapid growth of Ugandan projects, an indication of the emerging middle class seeking to usurp emerging investment opportunities. More targeted efforts are being directed towards Diaspora investments in the next five years. Both FDI and joint venture projects also grew during this Fiscal Year. Uganda is currently the second most attractive FDI recipient in the EAC region and the prospects for 2014 look bright with more investments expected in the Construction, Manufacturing and; Mining. In 2013/14 there were some major activities carried out in the Kampala Industrial and Business Park Namanve. These included commissioning of Roofings Steel Rolling Mills, Victoria Seeds and the arrival of Three Ways Shipping a logistics company. Several other companies are at various stages of construction and are expected to commence operation in 2014/15. Government’s support for the private sector will continue and remains priority. More efforts will be directed at strengthening UIA as a one stop centre and streamlining various government licensing processes by creating a virtual one stop centre at the UIA.