Agreements signed with:
Mr. Alisher Sultanov, Minister of Energy of Uzbekistan, commented: "Our significant energy ambitions and strategic plan to 2030 are being matched by our current activities. The material contribution of renewable energy to our country's overall energy mix, and its efficiency, is a crucial part of our strategy. We are collaborating with blue-chip international institutions and welcoming an array of international companies who are excited to be investing in Uzbekistan. We are working tirelessly for our country's energy security and will keep audiences regularly updated on all our activities and momentum."
For more information about investing in the Uzbekistan renewable energy field please vist the website of the Ministry of Energy of Uzbekistan: www.minenergy.uz/en
No matter how smart machines get, we still need human beings to make the best possible decisions based on the information at hand. And in leading the shift towards a circular fashion business, H&M Group is committed to ethical and sustainable AI. At H&M Group, we work with AI and Advanced Analytics to secure an organisation based on innovation and optimised business decisions (which in turn enable sustainable choices).
We combine AI and human intelligence into what we call Amplified Intelligence.
Essentially, Arti Zeighami, Head of Advanced Analytics and AI at H&M Group, says: “Amplified Intelligence is the collaboration between machines and humans — between data and gut feeling. We are creating solutions that help our colleagues make more precise decisions, and enable them to focus on the most relevant and creative parts of their work.”
AI is used to amplify our designers’ creativity and our buyers’ decision-making, to boost our manufacturing efficiency, and to help us to align supply and demand. It also helps us to forecast trends accurately, to get the right products into the right stores and provides our customers with the most relevant and customised recommendations and offers.
But we need to be careful. As the debate rages on the ethical and social implications of such techniques, H&M Group recognises the pressing need for sustainable and ethical AI.
When it comes to decision-making at H&M Group, we are clear on our position. We need to make clever decisions that make a more sustainable impact on the world, driving the shift towards a circular fashion system. Circularity is ultimately about using resources sustainably, one central aspect of this is to produce only what we can sell. This, in turn, limits the need for transport and warehousing, which means less energy use.
“While creating an even more relevant offering for our customers, we are reducing the environmental impact of our operations,” says Zeighami. “It’s a win-win situation.” Looking ahead, Zeighami recognises that amplified intelligence will play a significant role in the company’s journey towards a circular business model. “I think AI is one of the most powerful tools we have in the transition towards such a fashion system,” he says. “With AI we can make sharper and better decisions that impact our world in a sustainable way.”
Leading the transition to a circular system while being a fair and equal company is the essence of H&M Group's vision, and AI is such a powerful tool, it can enable us to reach our sustainability goals and realise that vision. But only provided that it is used in the right way. www.hmgroup.com
REINVENTING PROGRESS - SUSTAINABLE MANUFACTURING
Of all the changes the COVID-19 pandemic has forced the world to make, reducing sustainability objectives should not be one. On the contrary, in order to truly fight the root causes of the pandemic, the world has to accelerate towards more sustainable goals.
Solvay, fully aware that caring for people and planet is the only way out of the current and future crises, remains committed to its climate, resources and better life targets as recently outlined in its One Planet sustainability plan, a series of strong commitments to curb our negative impacts and enhance our positive ones.
Striving for sustainability isn’t an effort that should only be made when everything is going well, when there is sufficient prosperity to support those efforts. Instead, making some fundamental changes to our economic, industrial, financial and commercial systems and behaviors now appears even more clearly as a crucial necessity; even when the economy is crumbling - and actually because it is crumbling. “I believe that a new world will emerge after the crisis,” says Solvay CEO Ilham Kadri. “A world that is more circular and sober, with more transparency, diversity, and inclusiveness - it will be a world that is more vigilant about its impact across supply chains and ecosystems as a whole. All this will demand a more socially responsible capitalism.”
Committed to encouraging the advent of this new breed of capitalism, Solvay is engaged in a wide range of long-term actions that save resources, care for the environment, promote sustainable industrial practices and limit our climate impact, all while conducting business and even continuing to grow it. We don’t see sustainability as an obstacle to business, but as a business objective.
THE PROTECTION OF BIODIVERSITY
Solvay aims to lead the way in biodiversity protection, a seemingly simple concept, but in reality a highly complex thing to achieve. We have set quantified targets to reduce the pressures our activities apply on biodiversity, namely climate change, freshwater eutrophication, marine ecotoxicity and soil acidification. Our objective is to reduce these by 30% by 2030, which makes Solvay a pioneer in this field.
RAMPING UP RENEWABLE FOR A MAJOR CUSTOMER
A few years back, one of the world’s largest and most well-known personal electronic device manufacturers requested its suppliers to power themselves with renewable energy. Solvay is among these suppliers, and since this demand aligned perfectly with our own sustainability objectives, it helped us accelerate our green electricity projects.
WE ARE REDUCING ALL OUR SOURCE OF EMISSIONS
An important part of our sustainability objectives is of course limiting our climate impact. Solvay will reduce its greenhouse gas emissions by 26% by 2030 (compared to 2018), as announced in our Solvay One Planet plan. This means accelerating the switch to renewable energy through numerous green power projects, but also tracking every possible action to reduce the process emissions generated by our manufacturing plants.
CIRCULAR: A BUSINESS MODEL TO PRESERVE RESOURCES
Solvay also aims to reduce its environmental footprint when it comes to natural resources. By developing circular business models (making products from recycled/re-used materials instead of extracting them from the environment) and bio-based products (replacing fossil and mineral resources with vegetable, renewable ones), we are reducing our impact and that of our customers in domains ranging from personal care to electronic devices, for the good of all.
MANUFACTURING WITH LESS WATER
Water preservation is a crucial issue that is only going to become increasingly important as hydric stress rises around the world. Solvay has started implementing programs that will lead to substantially reducing the quantity of water we consume. By being more efficient in the way we use water and recycling it more, we will reduce our freshwater intake by 25% by 2030 (compared to 2018).
Currently, Solvay’s total yearly emissions of greenhouse gases are roughly 12 million tons of CO2 equivalent. Two-thirds of those are due to energy (mostly burning fossil fuels to power our plants), and one-third to processes (emissions of gas that occur when we manufacture products). This simple proportion alone is enough to understand that energy transition projects are a key lever to pull in order to reach the Group’s climate ambitions - in addition to the strong improvements (already made and in progress) for significantly reducing emissions from manufacturing processes.
Solvay is a science company whose technologies bring benefits to many aspects of daily life. Our purpose—we bond people, ideas and elements to reinvent progress—is a call to go beyond, to reinvent future forms of progress and create sustainable shared value for all through the power of science. In a world facing an ever-growing population and quest for resources, we aim to be the driving force triggering the next breakthroughs to enable humanity to advance while protecting the planet we all share.
For more information, please visit: www.solvay.com
With about 2,000 beneficiaries and 195,000 trees planted, our agroforestry project in Ethiopia with the Louis Dreyfus Foundation and PUR Projet has the wind in its sails. Since 2014, regenerating coffee ecosystems in Sidama zone through integrated activities including agroforestry has been the shared mission of Louis Dreyfus Company, the Louis Dreyfus Foundation and PUR Projet, a social business working with companies and communities to regenerate ecosystems they depend upon.
Making coffee production sustainable is key in this region where coffee accounts for 90 to 100% of household incomes. Thus, the project aims to increase coffee farmers’ resilience to climate change through the regeneration of ecosystems, the adoption of good agricultural practices and the empowerment of coffee communities. It was designed in collaboration with the communities and includes an integrated set of activities to meet this objective: agroforestry, training sessions on good agricultural practices for coffee and the implementation of improved cookstoves.
Agroforestry consists of planting trees for shade within and around coffee plots to protect crops from the sun, diversify farmers’ revenues and provide many other positives for the ecosystem, such as adaptation to and mitigation of climate change and droughts, reducing erosion, retaining water and preserving soils. Assisted by technical experts, farmers rapidly took ownership of the program: they chose and planted native and fruit trees and cared for them to maintain them alive. Training sessions on good agricultural practices, including training on agroforestry, contribute to regenerating coffee ecosystems and to maintaining coffee yields and quality. Finally, the use of improved cookstoves helps fight against deforestation in the region, saving around 50% of the fuelwood used for daily cooking and thereby reducing emissions. It also reduces women’s workload related to cooking, allowing them to take advantage of other project activities.
Building on this success in Ethiopia, the project was extended to Uganda in 2018. Located in the Rwenzori region, the project also includes agroforestry, training sessions on good agricultural practices as well as improved cookstoves. In addition to this, in 2020, interactive theatre plays will be performed within the communities to raise awareness of best practices, support the scaling up of activities and help empower the communities.
Founded in 1851, Louis Dreyfus Company is a leading merchant and processor of agricultural goods. Our activities across a diversified range of business lines span the entire value chain, from origination to distribution, helping to feed and clothe up to 500 million people every year. Our strong values, rich heritage, and clear vision for a safe and sustainable future guide us in our work to contribute to the global effort of providing sustenance for a growing population. Follow Sustainability at LDC: www.ldc.com
Intuition Mastery was built to allow each student to learn at their own speed with instructions and exercises designed for those who want to get things done, yet get on with their life.
Dana Pharant, an award-winning speaker, life, and leadership coach, is launching a new course called Intuition Mastery that will teach people, by using simplified tools, how to build the muscle of self-trust.
The creation of Intuition Mastery Course came from Dana working one on one with clients, as she knows that the core for the majority of people is the inability to trust themselves and their decisions. This leads to feeling self-conscious or second-guessing, both of which eat up valuable time and energy.
Dana explains that learning to trust yourself is a critical skill for those in business, "As there are sales pitches and so-called experts at every turn looking to sell you on their goods. When you trust yourself, you will make choices based on what you need, not because of the hype or scarcity. This course will help you gradually come to a place where you can stand firm in your decision - even if those around you think it is crazy because as Steve Jobs says “the ones who are crazy enough to think that they can change the world, are the ones who do".
The course teaches people how to differentiate their actual helpful, intuitive knowing from the subconscious brain (who has the job to keep things the same) from reacting to anything new with an anxiety response.
Dana has been helping people for over 25 years to re-discover the gift that comes from fully trusting themselves. To feel confident in their own decisions, to not waiver in the face of others disagreeing, and to free up time and energy by making decisions quickly.
Having struggled with very low self-esteem until her 30’s, Dana understands first hand the costs that come from not being willing to trust her own instincts. She found herself in a relationship with a narcissist because she ignored her intuitive knowing, a relationship that nearly cost her her life.
Indecision costs us in time and money. The average CEO will make decisions in nine minutes once they have all of the information, partly because they are willing to make a decision and partly because they are willing to also utilize their intuitive knowing in the decision-making process.
The more we use, follow, and trust ourselves, the less time we spend doubting our choice. This frees us up to do more in our business as decision doubt can cause one to go into a spin of negative self-talk that eats up precious time. The time that is needed to grow the business effectively.
Who can benefit from this course?
Intuition Mastery is ideal for:
"You’ve worked hard to create a successful business and… You are totally ready to ramp up your business. You are super talented, successful AND you are itching for more. You don’t have to push harder, faster or give away your profits! When you resist failing you don’t play full out, you don’t dive in and take the opportunities and risks that will propel your business forward. But when you surrender and let go, you lose that heavy, serious energy. Then laughter and playful energy shakes things up and you get back into who you are; you tap into your creative juices and that is the sweet spot for your business. If you’re creative and you’re lit up-boom! You’re gonna rock it! Are you ready to step into your bold, sexy, fun-filled life as a business owner, and reach entirely new levels of success? Then contact me to find out what’s really stopping you from rocking your business like a badass!"
- Dana Pharant
Dana Pharant grew up in southern Ontario, Canada. Having grown up in a cult and managing to escape its hold at the age of 18, Dana set out on a mission to free herself from the mental and emotional programming of her past. Through many types of therapy and training in psychotherapy and neuroscience modalities along with her ability to see things from a very different perspective, Dana has refined these tools into the simplest forms so that she can create quick, lasting results for her clients without all the drama customarily associated with therapy.
She started her first company at the age of 21, built and sold her second business, a million-dollar company, in 2016 she began focusing all her efforts on helping successful, driven CEO and business owners as a trusted adviser to the key people in the company. She combines all of her skills, including intuitive marketing and business strategy, emotional clearing, mindset, leadership, and negotiation skills. When she is not working, she is often found drinking wine with friends over deep conversations, hanging out with her biggest fan - her husband, or chasing after her two adorable Bengal cats Mazey and Bella.
www.CSRleader.com and World Biz Magazine present the 2020 CSR Leader 100 Awards.
The Covid-19 pandemic has triggered a global economic crisis. At the same time we have experienced large-scale social unrest in the USA and Hong Kong. We have also had to contend with environmental disasters and the ever-pressing challenges waiting for solutions such as global warming, poverty and diversity. Companies around the globe have stepped up to show that they care about the communities in which they operate and the larger world.
Here are 100 exceptional companies selected as winners of the 2020 CSR Leader Awards.
100: Spry Therapeutics (USA) - Donated 10,000 of its virus-blocking medical pillows to hospitals across the US.
99: Tito's Vodka (USA) - Reacted to COVID by producing hand sanitizer and supplied to cities throughout Texas for free.
98: Loom (USA) - Video recording and sharing service made Loom Pro free for teachers and students across the USA.
97: Shine Distillery (USA) - Manufactured and gave away hand sanitizer local hospitals during an an acute local shortage.
96: OneDine (USA) - Provided a free Tap & Pay Touchless Payment system to restaurants during the COVID-19 crisis.
95: Pronovias Group (Spain) - Donated wedding dresses (of up $5,000 value each) to hospital-employed brides-to-be.
94: Acciona (Spain) - Manufactured masks and over 1 million hairnets for healthcare workers across Spain.
93: U-Haul (USA) - Povided 30 days of free self-storage to all college students impacted by schedule changes.
92: Zappos (USA) - Online shoe retailer launched an innovative support line to support people emotionally affected by COVID.
91: Logitech (USA) - Launched a program for k-12 teachers to receive free webcams and headsets for virtual teaching.
80: Chewy (USA) - Along with its partners Chewy donated $1.7 million in pet food to animal welfare organizations.
79: Solvay (Belgium) - One Planet program has raised the bar in response to climate change and resource scarcity.
78: Yandex (Russia) - Covered the costs of the first 10,000 tests for people at risk, as part of its $3.4 million COVID fund.
77: Carhartt (USA) - The maker of cozy hats and durable clothes redirected its factories to make gowns and masks.
76: Coursera (USA) - Launched Workforce Recovery Initiative, providing free courses to newly unemployed workers at no cost.
75: Giorgio Armani (Italy) - Donated $1.43 million to major hospitals in Rome and Milan, and to the Civil Protection Agency.
74: Fast Retailing (USA) - Owner of both Uniqlo and Theory brands, donated 10 million masks worldwide.
73: Kendra Scott (USA) - The brand donated 500,000 meals to Feeding America's COVID-19 Response Fund.
72: Pharmavite (USA) - Makers of Nature Made donated $1 million to support food relief programs.
71: Apostrophe (USA) - Producing hand sanitizer and donating 100% of hand sanitizer sales to the WHO COVID-19 Fund.
70: Tom Bihn (USA) - Bag manufacturer; turned its US-based plant to face masks and donated to 100 essential businesses.
69: Razer (USA) - The company that makes laptops and mice, started making surgical masks and donated 1 million masks.
68: The Honest Company (USA) - Donated 3 million diapers, 30,000 packs of wipes, and 20,000 personal care products.
67: Pernod-Ricard (France) - Leading alcoholic beverages producer converted its distilleries for production of sanitiser.
66: Hugo Boss (Germany) - Luxury-clothing maker produced face masks and donated 20% of all U.S sales to the Red Cross.
65: Dyson (UK) - Partnered with The Technology Partnership to produce a ventilator called CoVent for donation to hospitals.
64: Little Caesars (USA) - Responded to COVID-19 by donating 1 million pizzas to hospitals, police and other key workers.
63: Keen (USA) - Donated 100,000 shoes to people who have been directly affected by COVID-19.
62: Kering (France) - Owner of brands like Gucci and Bottega Veneta, donated 2 million euros to help the fight against COVID.
61: Vistaprint (USA) - Donated $1 million to the U.S. Chamber of Commerce Foundation’s Save Small Business Fund.
60: LVMH (France) - Parent company of Christian Dior, Guerlain and Givenchy, manufactured hand sanitizer for hospitals.
59: Spanx (USA) - CEO Sara Blakely donated $5 million to fund 1,000 businesses owned by women.
58: Bacardi (USA) - Led the way in its industry on responding to COVID-19 through $3 million donation and producing sanitisers.
57: Kiehl's (USA) - Donated 500,000 meals to Feeding America's COVID-19 Response Fund.
56: Allbirds (USA) - Donated 500,000 shoes to health workers across the USA through its "Better Together" program.
55: SSAB (Sweden) - Supporting local communities across Scandinavia during the COVID-19 crisis.
54: Fiat Chrysler (USA) - Pitched in to support production of respiratory care products and face masks.
53: Uber (USA) - Free meals and discounted rides for health care workers in the U.S. and similar initiatives globally.
52: Anglo American (South Africa) - Supplied water tanks and food to communities in Africa, Australia and the Americas.
51: Procter & Gamble (USA) - Responded by producing 45,000 litres of sanitiser per week for hospitals and relief agencies.
50: LEGO (Denmark) - Launched initiatives and donated US $50 million to support children around the world during COVID-19.
49: Ford Motor Company (USA) - Provided manufacturing and engineering expertise to build respirators and ventilators.
48: Koç Holding (Turkey) - Parent company, of Arçelik, mass produced life-saving mechanical ventilators for hospitals.
47: GM (USA) - Provided support for the production of respiratory care products and face masks.
46: Reliance Industries (India) - Set up one of the first COVID-19 health centers in India amongst many other initiatives.
45: KFC (USA) - Through its "Back-to-School Buckets" initiative KFC delivered one million pieces of chicken to teachers.
44: Mahindra (India) - Manufactured free ventilators, created temporary care facilities, and launched COVID-19 fund.
43: Agility (Kuwait) – Leading logistics company designed interactive maps to assist global critical supply chains.
42: Carlsberg (Denmark) - Donated £11m to scientific research on COVID-19.
41: Citizens Bank (USA) - Dedicating $5 million to aid small businesses and communities affected by COVID 19.
40: Stanley Black & Decker (USA) - Donated 3 million face masks and $4 million to support nonprofit organizations.
39: MGA Entertainment (USA) - Launched Operation Pac-Man to raise money and committing $5 million.
38: UGG (USA) - Launched the Better Together initiative to donate funds and products equalling $1 million to relief efforts.
37: L’Oréal (France) - Donated surgical and N95 respirator masks to hospitals across the globe.
36: Clif Bar (USA) - Donated three million Cliff bars to health care workers across the USA.
35: Subaru (Japan) - Partnered with Feeding America to help provide 50 million meals nationwide, and global initiatives.
34: MAC Cosmetics (Canada) - Donated $10 million towards 250 organizations all over the world that are fighting COVID-19.
33: Airbnb (USA) - Hosts provided housing for 100,000 health care workers, first responders, and relief workers globally.
32: Airbus (Netherlands) - Employed its fleet of aircraft to support governments fighting the COVID-19 pandemic.
31: Ineos (UK) - Built 2 sanitiser factories in 10 days to produce 1 million bottles per-month for free supply to hospitals.
30: BlackRock (USA) - The global investment management firm committed $50 million of funding to worldwide relief efforts.
29: Hilton (USA) - CEO donated 2020 salary, other leaders donated 50% to front-line employees, and other global actions.
28: Intel (USA) - Donated $40 million as part of pandemic response. Also allocated $10 million for an innovation fund.
27: Inditex (Spain) - The parent company of Zara, produced and shipped surgical masks to hospitals in Spain and globally.
26: Ralph Lauren (USA) - Donated $10 million to charitable organizations, including the World Health Organization.
25: Marriott (USA) - Provided $10 million worth of hotel stays for healthcare professionals, amongst other initiatives.
24: Lowe’s (USA) - Donated $25 million to support local communities, including $10 million to medical professionals.
23: Under Armour (USA) - Donated $2 million and 500,000 masks, thousands of gowns and 1,000 face shields.
22: AB InBev (Belgium/ Brazil) - Donated 1 million bottles of hand sanitizer and disinfectant to hospitals and health workers.
21: Hewlett Packard (USA) - Donated $50-million worth of secure connectivity kits to healthcare facilities worldwide.
20: AstraZeneca (UK/ Sweden) - Donated 9 million face masks to healthcare facilities across the globe.
19: State Farm (USA) - The USA’s largest auto insurer returned over $2 billion in COVID-credits to policy holders.
18: JD (China) - Donated supplies to countries including the UK, Uzbekistan and Chile, Mongolia, Switzerland and China.
17: Johnson & Johnson (USA) - A commitment of $250 million to healthcare workers and an additional $50 million donation.
16: Volkswagen (Germany) - Donated €40 million of medical equipment, and €1 million for refugees threatened by COVID 19.
15: Unilever (UK/Netherlands) - Donated free sanitizer, soap, bleach and food worth €100 million to most affected by COVID.
14: PepsiCo (USA) - Directing a $45 million COVID-19 response initiative to communities hardest hit by the pandemic.
13: Standard Chartered (UK) - Launched a $50 million global fund to help people affected by the COVID-19 pandemic.
12: Goldman Sachs (USA) - Created a $25 million COVID-19 relief fund and $275 million set aside to help small businesses.
11: Wipro (India) - Leading IT company has donated $147.4 million to local organisations fighting the COVID-19 crisis.
10: Salesforce Cloud (USA) - Software giant provided small business grants of $10,000 per company to U.S. businesses.
9: American Express (USA) - Matched all donations by their U.S. Card Members to Feeding America, and other innitiatives.
8: Apple (USA) - Donated over 10 million masks in the United States, and millions more globally amongst other initiatives.
7: Tata Group (India) - Donated more than US $200 million to protect and empower affected communities globally.
6: Alibaba (China) - Donated 1.1 million testing kits, 6 million masks, and 60,000 protective suits and face shields to hospitals.
5: Facebook (USA) - Launched a $100 million grant program for 30,000 small businesses in 30 countries around the world.
4: Wells Fargo (USA) - Donated $175 million to support public
health aid efforts, housing security and food shortages.
3: Cisco (USA) - Committed $225 million in cash and in-kind to support both the global and local response to COVID-19.
2: Bank of America (USA) - Donated $100 million to relief efforts and $250 million in capital to community development.
1: Google (USA) - Pledged a total of $800 million to support small-and medium-sized businesses across the globe.
Art and Commerce have always had a close relationship. The art industry is a multi-billion dollar market that is buoyant at all ends of the price spectrum. Artists have always been supported by entrepreneurs and in recent decades the trend has been corporations building their own collections. It used to be the giant financial institutions wanting to get their hands on a Michelangelo or Basquiat, but in recent years we have seen a shift towards real involvement by corporations - identifying emerging talent and supporting them by collecting their works, the price appreciation being just a welcome consequence. All of the above is besides the point which is that art is a healing force that radiates positive energy in any environment.
Art collecting is not yet recognised as a CSR activity. Perhaps because there is an exchange of money for the artwork, as opposed to typical giving back which doesn't involve getting something in return for business donations. Speak to any artist, while they are very happy to receive the financial boost, they are just as thrilled to know that their artwork is collected by a reputable company. Selling art validates the artist and justifies their sacrifices in more ways than just the receiving payment. Purchasing art from very talented artists that are on the cusp of something great could provide them with just the needed boost to break through to prominence in their field.
Why should art collecting only be for the large companies? More than anything, this self-limiting approach denies many artists the benefits of having access to the corporate market. There are artists with works at all price points - from hundreds of millions to simply hundreds of dollars. This magazine serves tens of thousands of companies , the average turnover of these companies is in excess of 10 million dollars. If we go with 30% profitability that means that there is an average of $3 million dollars per year in profits - what if every one of the companies that we serve invested 1% of their profits in art? That's a lot of $30,000 supporting artists in what may qualify as tax-free CSR spend. You may choose to spend it on one single work of art or you may want to purchase 30 different works of art at $1,000 each. Suddenly you have the beginnings of your very own art gallery in that unused space that every company has in their offices. Sure, there are additional costs such as security and insurance but that should be just a marginal addition to your existing expenditure - I am guessing that you already pay for security systems and insurance, right?
You don't need an art consultant. Sure, they are a prudent choice once you start spending the big bucks but if you are just starting out then the only art consultant you need is your heart. Choose artworks that grab you and speak to you. If you have to convince yourself that a work of art is great every time you see it then it really is not for you. There is art for everyone, gather a collection and there will be something that resonates with each and every one of your employees and visitors.
As a CSR action, collecting art serves 3 purposes:
How can you ensure your art collection wont lose money?
All investments come with the risk of losses. Art as a long-term investment has performed strongly when compared with other investment classes. Regardless of the price point, artworks tend to retain their original value at the very least and in most instances they appreciate in value.
The key factors to look for when considering artworks for your collection through an investment prism, are:
- The quality of the artist's current and previous artworks.
- The artist's CV/ Resume.
- How passionate is the artist about art, will they stick with it.
- Consistency - does the artist produce great works regularly.
- Media coverage, buzz and social media following.
- Who else has collected the artist.
Purchasing art for your corporate collection is a safe bet when doing it for the long term and applying those simple guidelines. As long as you have acquired works from talented artists that are on track to have solid careers then you should see strong appreciation in value of their early works. If you factor in Pareto's principle, then just as most business leaders sign up to the understanding that 80% of sales come from 20% of clients or sales people, then it should be a reasonable hope that 20% of your corporate art collection will positively skyrocket in value.
However as mentioned earlier in this article, the biggest benefit of collecting art is the rejuvenative energy it will bring to your employees and those business visitors that come over for meetings. More than ever, the healing power of art is needed in our shared spaces in a post-COVID-19 world.
SOME ARTISTS TO CHECK OUT FOR YOUR CORPORATE ART COLLECTION
DARCY J. SEARS
A San Francisco Bay Area sculptor who has been working with clay and bronze for over 20 years.
Based in Bregenz, Austria, Patrick is a master glass artist sculpting with this unique material for 23 years.
Based in Hamilton, Montana. A mixed-media artist. Her works are in the permanent collections of several museums.
Shoreham, UK based artist Louise V Durham has worked with glass for 15 years. Her work is inspired by her love of gardening.
An abstract realist painter known for using color as structure for her high-key colored landscapes and prints.
Painter based in Louisville, Kentucky, USA. His artwork can be found in many private and public collections in the region.
Oil Painter in Frisco, Texas. Winner of the Best of show at the 20th American Impressionist Society's Juried Exhibition 2019.
Figurative sculpture artist in Texas. Her work has appeared in many prestigious shows throughout the United States.
ANDRZEJ M KARWACKI
Living in the SF Bay Area, he has a broad creative practice; his works are exhibited throughout The United States and Europe.
San Francisco-based abstract artist and astrologer who finds inspiration in the symbolic language of astrology.
Hackensack, New Jersey - based Digital Artist. Michele unleashes the full potential of digital painting by creating works that tell stories of beauty, passion and life. A global following makes this artist an exciting bet.
Stephen has been telling stories through realistic fine art for over 25 years. Galleried and highly respected in his field.
Based in Anacortes, USA. An architect and artist whose acrylic works are inspired by the beauty of the natural environment.
Contemporary painter at the intersection of modern painting, mysticism, and traditional Chinese iconography.
Colorado based colored pencil artist, who uses a combination of color and detail to create realistic drawings.
ÁINE is an installation artist, painter and designer based in Northern California. Working in thread, oils, and other media.
Based in Portland, USA. One of the top kiln-glass educators of the day, his artworks can be found in collections worldwide.
Respected painter and sculptor based in San Francisco. Pamela has worked as an artist since 1967.
Seattle based watercolor artist who paints memories of voyages through both natural and imaginary worlds.
Dallas, Texas based artist who combines abstract imagery, cartoon drawing, and geometric patterns with a touch of cubism.
Based in the upper Midwest of the USA She creates distinctive sculptures from blown glass, kiln-formed glass, and metal.
CYNTHIA ROSE TOM
Florida based self-taught contemporary abstract artist. Her art is influenced by her travel to over 30 different countries.
A self-taught artist currently working in alcohol ink and fluid acrylics. She has also explored watercolors and oil paintings.
Los Angeles based digital Painter. He manipulates photographs into vibrant, arresting splashes of color.
BRENDA J WATSON
A self-taught mixed media artist. She has received several awards for her work.
Resin artist who creates colorful abstract paintings. Her artwork is displayed in public and private collections worldwide.
A photographer living in Pennsylvania. Her work spans several genres including abstract, nature and travel photography.
A committed creator, born in Uruguay. His creativity is applied to various techniques, creating his own personal style.
Abstract paintings of memories, moods and landscapes create a dynamic experience for the viewer.
Israel based photographer. He uses long exposure photography to show nature beyond what the naked eye can see.
NANCY STAUB LAUGHLIN
An accomplished highly imaginative artist. She is represented in numerous, collections, museums and galleries in the USA.
A surrealist who lives in Los Angeles. She views herself as a celestial storyteller, rather than an artist.
A New York and Miami based contemporary artist whose mixed media works can be found in several corporate collections.
An oil painter based in Colorado. She feels all artwork is unique in telling another story or another version of the same story.
A Spanish artist living and painting in Albuquerque, New Mexico. His artwork employs a range of materials and styles.
THE FREQUENT ARTIST
A visual artist from LA that specializes in incorporating color with movement so the content presented has its individuality.
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The coronavirus pandemic has rocked the hospitality industry, closing more than 5,000 hotels in the U.S. alone in the first quarter of 2020. By the start of June, nearly half were still shuttered, according to STR, a hotel data provider. Now, after months of lockdowns and travel restrictions, some parts of the world are slowly starting to reopen to international travelers. In other areas, regional travel is beginning in earnest. But in a world still grappling with the pandemic, it’s far from business as usual. Hotels are transforming their cleaning protocols and operating models based on the needs of an unprecedentedly germ-conscious public.
“For many people now, the ideal hotel stay involves far less human interaction — pristine and visibly clean,” says Geraldine Guichardo, Global Head of Research, Hotels & Hospitality Group, JLL. “That’s what people will be expecting.”
Global hotel groups have announced sweeping safety measures including electrostatic sprayers to sanitize surfaces, partnerships with disinfectant brands, and partnerships with health care experts to design new guidelines and protocols.
Marriott International launched its Global Cleanliness Council in April and announced investment in sanitation technology. Hilton has aligned with RB, the maker of Lysol and Dettol products, and is consulting with the Mayo Clinic on cleaning practices in all its properties, branded as its CleanStay program.
In Europe, Wyndham Hotels and Resorts extended its Count on Us initiative focused on enhancing safety procedures, including the use of top-of-the-range disinfectants and ongoing access to critical health essentials.
Industry associations are also weighing in. The American Hotel & Lodging Association in May, officially announced its Safe Stay industry-wide cleaning guidelines — calling for procedures such as the frequent cleaning of high-touch surfaces and sneeze- and cough-guards on buffets. The guidelines have been endorsed by hospitality groups across North America, such as Associated Luxury Hotels International and the Global Business Travel Association. These shifts show that sanitation practices that were acceptable pre-pandemic will no longer be good enough, and hotels will be required to shift their operating models to afford these new standards, says Andrea Grigg, Managing Director, Asset Management, Hotels & Hospitality Group, JLL, who leads asset management for the Americas.
“Cleanliness ratings are likely to become the new key standard for hotels and will replace outdated brand standards,” she says.
Indeed, many of these changes are not just in place for the immediate re-opening stages. Rather, they represent longer-term shifts in operating models as owners and operators look toward a future shaped by the coronavirus pandemic.
“Guests are likely to look for reassurance that health precautions are in place for the medium to long-term as the psychological impacts of the pandemic outlast the virus,” says Jessica Jahns, Head of EMEA Hotels & Hospitality Research. “This may shift preferences to trusted brands over independent properties or sharing economy accommodations such as Airbnb, as consumers trust the brand standards.”
The road to recovery
In the U.S. alone, COVID-19 cost the travel industry US$176 billion in cumulative losses from early March to May 16, according to the U.S. Travel Association. U.S. hotel occupancy levels shrank to less than 25% in April, down 64% from a year ago, in what STR called the “worst single month ever.”
How quickly hotels recover will depend largely on the travel industry itself — namely whether people are willing to fly, says Daniel Fenton, Director of Global Tourism and Destination Development Services, Hotels & Hospitality Group, JLL.
“The first round of leisure travelers will be inclined to drive rather than fly,” he says. “After that, individual business travel will start to grow, followed by group business travel. It will take longer for group leisure travel.”
With this extended timeline, the ongoing forecasting uncertainty and reinforced social distancing measures, some hotels may find themselves unable to justify the cost of re-opening, says Wendy Chan, Senior Vice President, Hotels & Hospitality Group, JLL, who leads advisory throughout Latin America. This conclusion has pushed hotel investors and operators to consider temporary-use or conversion opportunities to other real estate uses such as coworking spaces, multifamily, senior living, and student housing, she says.
For parts of the world that are especially reliant on tourism, recovery can’t come fast enough. Mexico typically reports an average of 40 million tourists a year, making it the most popular destination in Latin America. The country registered close to 80% fewer international tourists in April than in the same month of 2019, according to the National Institute of Statistics and Geography (INEGI). How quickly the country recovers is largely dependent on economic recovery in the U.S. and Canada, the two most prominent international sources of visitors to Mexico.
“Everything depends on how quickly global markets recover, when a vaccine is approved and distributed, and when people have the disposable income and confidence to travel,” Chan says. “In the meantime, the hotel industry is in the process of rethinking the business.”
We’re here to create rewarding opportunities and amazing spaces around the globe where people can achieve their ambitions. In doing so, we are building a better tomorrow for our clients, our people and our communities. www.jll.com
Artificial intelligence may be in its infancy in the foodservice industry but it’s got huge potential
From reducing food waste to predicting what customers will order, artificial intelligence is already streamlining the restaurant business – and this is just the start.
Though the thought of AI in a restaurant may bring to mind Pepper the robot taking orders at Asian branches of Pizza Hut, it’s more about software that helps personalise customer service and re-order stock more accurately.
At American chain BurgerFi, self-ordering kiosks use AI-powered facial recognition to suggest menu items to returning customers. In the UK, the Tenzo AI platform helps brands such as Caravan and Pizza Pilgrims to forecast footfall and sales in order to better manage staffing and stock levels – something which is more important than ever in the current economic climate.
“AI goes beyond automated technologies to learn about customers in order to optimise operations and increase profit margins,” says Richard Moulds, Director, Foodservice Consulting at JLL. “Though not yet prevalent throughout foodservice, in the next three to five years, a few AI processes will emerge as successful and integral to restaurant operations.”
Fast food first to AI: Quick-service and fast-casual chains have been the earliest adopters, trialling AI systems that link front-of-house and back-end operations to learn a restaurant’s sales patterns and make precise predictions. At Starbucks and McDonald’s drive-throughs, AI analyses the time of day, weather and individual store transactions to even digital menus. Fast-casual chains such as by CHLOE and Buffalo Wild Wings streamline their online experience with AI that manages website reservations and pre-orders for those lunching on the clock. “AI is especially helpful for restaurant brands where speed is a critical factor in customer experience,” says Moulds.
Implementing appropriate technologies can, however, be a challenge, especially when many represent a sizeable investment for the brand at a time when cost is forefront of mind. Consumer concerns around privacy are another key consideration. Some AI analysis that relies on sensitive customer data – such as facial recognition – could discourage some people from returning – or even visiting in the first place. “Personalisation is a major benefit of AI, but it’s critical that brands make clear their data collection policies, with options to opt out,” says Moulds.
Humans working with tech: Restaurants will also need to invest in upskilling staff to ensure they understand the technology and can use it successfully to get the key insights they need. “From the restaurants’ point of view, understanding the most effective data types to collect is key for accurate predictions that optimise stock ordering and avoid limiting customer options,” Moulds says. Yet with food waste an industry-wide issue, spending on AI to reduce the amount thrown away could slash the budget: research from resource efficiency charity WRAP found that on average, for every $1 restaurants invested in reducing waste, they saved $7 on operating costs. Indeed, some AI tools not only forecast demand, they also monitor individual kitchens’ practices. HSBC and the Sofitel Bangkok, for example, use smart bins to track which foods are routinely chucked out, helping streamline menus and purchasing. Down the line, AI-enabled cameras could analyse the parts of meals that diners leave behind, while smart refrigerators might detect food nearing expiry and remind chefs to use those items. “Reducing food waste improves sustainability throughout the supply chain, from shrinking the carbon footprint of delivery trucks to making each served meal eco-friendlier,” says Moulds. And for restaurants aiming to go greener by growing their own ingredients, AI, which can improve agricultural harvests, could help monitor gardens and optimise yields.
Future smart service: As AI becomes embedded in the restaurant business, the customers of the future stand to gain from increasingly personalised service that enhances the experience of eating out. Digital menus might automatically order celebration cakes on diners’ special days, or display customised perks to regulars, while food-scanning apps for restaurant buyers could allow managers to provide assurance on the origin of ingredients. “Customer expectations have gone through the ceiling,” says Moulds. “AI will segment the foodservice industry further, enabling fast, automated service at one end, while allowing other restaurants to offer the tailored experience people are seeking out.” Foodies need not worry. As Moulds concludes: “There will always be a place for traditional restaurants with great customer service and chefs on show, cooking good food. AI will simply make operations more efficient, freeing waitstaff for more personal attention.”
For more information please visit: www.jll.com
For some time now, we have been in a new stage of transformation where corporations and countries are focused on equipping themselves with advanced technologies and new business models in order to stay relevant and competitive in a fast-changing world. COVID-19 has presented one of the most formidable challenges in recent history to governments, businesses, and society. Many consider it to be the ultimate tipping point for the 21st-century. The pandemic is a wake-up call for companies to have a plan to deal with disruptions to ensure business continuity. It is also a watershed moment that will signal the fast-track acceleration process for digitization throughout society.
In my view, these two goals are not mutually exclusive. In fact, I think there is enormous potential for digitization and innovation to add value to society and to mitigate important issues, including public health, our environment and biodiversity.
Reimagining different sectors
Technological advances and innovation can play a key role in helping us reimagine how different sectors, ranging from healthcare, telecommunications to agriculture, can leverage technology to make a positive impact in society. For healthcare providers and public health institutions, outbreaks will continue to be a threat but it is possible to mitigate the impact of outbreaks by harnessing big data and AI to predict and forecast epidemics, as well as to source medical supplies. There are promising examples where big data and the insights they provide have improved epidemic readiness and tracking.
In Thailand, via the Digital Council of Thailand (DCT), C.P. Group and True Corporation is working alongside some other Council members to launch digital platforms and applications to help source medical supply donations as well as to track, trace and contain the spread of COVID-19. We have also been working with HG Robotics to deploy robotic solutions at 41 hospitals around the country to enhance communications between medical professionals and patients under quarantine. Each robot can help reduce actual physical contact by up to 70 cases per day.
A key element to business continuity and economic resilience in this crisis is telecom and network providers maintaining bandwidth for consumers and businesses. There is enormous potential for tech to help connect people during lock-down periods, and the shift to remote working and e-learning will likely extend beyond the COVID-19 pandemic. Collaboration with governments, financial institutions, and regulatory bodies will be necessary to build the right digital infrastructure to serve society.
In the area of food supply chains and retail, integrating breakthrough tech into agribusiness, farming and e-commerce will help bring more transparency and traceability into value chains to serve customers and society in a more responsible and sustainable way.
For example, we have seen how satellite systems can help farmers better locate suitable arable land for farming, how the Internet of Things (IoT) allows irrigation systems to better manage water utilization, and how blockchain brings transparency into supply chains by enabling buyers and sellers to trace agricultural goods throughout the production process.
Continuous R&D in satellite technology, biotechnology, nanotech and robotics has also shown that technology, when properly deployed, can have an enormous impact on helping us to better understand animal diseases and the life cycle of commodities to ensure that farms are more productive and sustainable.
Upskilling, reskilling, and training the workforce
The digital transformation is as much about transforming business processes as it is about empowering people to work in new ways. A key priority for us at C.P. Group is thus to prepare our workforce for the future and enable them to adapt to the new realities of the world and the industries in which we operate. This includes providing training and reskilling opportunities for our employees, and actively involving all business units to ensure our company from top to bottom is driven by innovation and digital upgrades.
This is particularly relevant for Southeast Asia, which is now in a golden era for tech start-up growth as people’s livelihoods improve. The internet economy in Southeast Asia will reach US$100 billion this year and triple to US$300 billion by 2025, according to a report jointly issued by Google, Temasek Holdings and Bain Capital. From 2015 to 2019, the online population in the region surged from 260 million to 360 million, of which about 90% use mobile internet.
Providing a supportive ecosystem for start-ups is hence incredibly important to encourage more entrepreneurship and innovation in the region. This involves providing entrepreneurs with incubation programmes as well as support in terms of funding, skills development, and exposure to business networks. This was what motivated us to set up Southeast Asia’s largest start-up ecosystem, True Digital Park, focused on creating an environment that encourages connectivity and knowledge-sharing.
Upgrading the infrastructure around digital and innovation is critical for business continuity and for our future society to thrive, but it cannot be achieved by the action of one company or country alone and it requires global public-private partnerships. As we tackle COVID-19 together, many technology companies are already taking action to directly support the healthcare industry, preserve jobs and safeguard their own workforces and communities, among many other notable efforts.
While the private sector will need to plan how they can use technology to stay agile and resilient, companies also need to work closely with governments and international agencies like the World Economic Forum to develop a set of global norms and broad-based policy frameworks to support the transition to a 4.0 world. We will continue to raise the awareness of this through our current partnerships such as United Nations Global Compact and Global Compact Network Thailand to galvanize more public-private partnerships in this area. By harnessing the potential that exists in cross-sector stakeholders collaborating with each other, there is a real chance to radically rethink value chains to make sure a digitized, connected world will facilitate society as we “build back better” from the current crisis.
Written by Suphachai Chearavanont, CEO, CP Group. www.cpgroupglobal.com
Written by Katharina Buchholz - Data Journalist,
IN COLLABORATION WITH STATISTA
The views expressed in this article are those of the author and not the World Economic Forum.
While experts have long agreed that the world has already set the course for a future population decline, there has been some disagreement about just how fast and where exactly the number of people on this Earth will shrink. Medical journal The Lancet recently published research by the University of Washington suggesting that population decline could be more rapid than previously thought, especially in the world’s most populous nations China and India. The researchers assume that world population will peak already just after the middle of the century, earlier than projected by the U.N. Population Division. They pointed out that models of populations growth have proven to be very stable while those dealing with population decline were much less reliable.
In their base scenario, researchers assumed growing access to education and contraception for women would catapult Indian and Chinese fertility below replacement levels quickly, leading to population levels of just 1.1 billion and 731 million people in India and China in 2100, respectively. The researchers did not see the same factors at play in most African nations, where population growth would continue to 2100 and beyond, according to the model. This would make Nigeria the second-largest nation on Earth ahead of China by 2094.
The U.S. would remain the fourth-largest nation in 2100, despite below-replacement levels of fertility. Here – similar to the situation in Canada and Australia – positive net migration would keep population levels semi-stable. Also by 2100, current growth nations Indonesia and Pakistan would have entered a slight population decline per the model, with the Democratic Republic of the Congo and Ethiopia overtaking them in size around the turn of the new century.
The World Economic Forum
The International Organization for Public-Private Cooperation.The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas.
Within just a few years, Statista managed to establish itself as a leading provider of market and consumer data. Over 700 visionaries, experts and doers continuously reinvent Statista, thereby constantly developing successful new products and business models.
CHINA TO TRIAL FDI IN INTERBANK BOND MARKET
China will allow foreign investors to directly invest in the country’s interbank bond market on a trial basis starting September. - Reuters
FOREIGN DIRECT INVESTMENT TO MEXICO NEARLY $18 BILLION IN FIRST HALF OF 2020
Foreign direct investment (FDI) to Mexico during the first half of 2020 was $17.97 billion, according to preliminary figures published by the economy ministry. The figure represented a 0.7% decrease compared with the same period last year, the ministry said. - USA News
CHINA JULY FDI +15.8 % Y/Y IN YUAN TERMS
Foreign direct investment into China rose 0.5% in the first seven months of this year from a year earlier, to 535.65 billion yuan ($77.16 billion). In July alone, FDI jumped 15.8% from a year earlier, to 63.47 billion yuan, Zong Changqing, director of the foreign investment department at the ministry told a news conference.
($1 = 6.9424 Chinese yuan renminbi).
INDIA TO INVEST $1.46 TRILLION TO LIFT ECONOMY
India’s prime minister said his country has done well in containing the coronavirus pandemic and announced $1.46 trillion in infrastructure projects to boost the sagging economy. The key lesson India learned from the pandemic is to become self-reliant in manufacturing and developing itself as a key supply chain destination for international companies, Prime Minister Narendra Modi said. - AP
UAE, ISRAEL TO SIGN BILATERAL DEALS ON AREAS INCLUDING TOURISM, DIRECT FLIGHTS
Delegations from the United Arab Emirates and Israel will meet during the coming weeks to sign bilateral agreements on areas including energy, tourism, direct flights, investment, security, communication and technology. Israeli company TeraGroup has signed an agreement with Emirati company, APEX National Investment, to conduct coronavirus research.- US News
VIETNAM COURTS EU INVESTMENT IN MEDICAL AND DRUG SUPPLY CHAINS
Vietnam is seeking to build on its new free trade agreement with the European Union to expand foreign investment in medical equipment and pharmaceuticals, with the government positioning the country as an alternative production base to China. Vingroup, the country's largest conglomerate has announced a partnership with Ireland-based medical device company Medtronic to produce components in Vietnam. - Nikkei Asian Review
AFTER ‘WORST RECESSION’ IN MALAYSIA’S HISTORY, STRONG ECONOMIC RECOVERY EXPECTED IN 2021
Malaysia economic recovery in the second half of this year is expected to be gradual before bouncing back on its feet next year, having experienced its “worst recession” recently, the Fitch Group’s research unit said. Fitch Solutions Country Risk and Industry Research has decided to revise its forecast of real GDP or economic growth for Malaysia at -4.5 per cent for 2020, down from the previous figures of -2.8 per cent. It also revised its 2021 forecast for Malaysia’s real GDP from the previous 5.7 per cent to a more positive 6.3 per cent. - Malay Mail
TAIWAN TO FURTHER FREE UP ECONOMY, AIMING TO BECOME ASIAN FINANCIAL HUB
Taiwan will further liberalise its economy and offer more financing products, aiming to become an Asian financial and asset management hub, President Tsai Ing-wen said, pitching the island at a time of turmoil in next-door Hong Kong. Export-dependent Taiwan, which already has a very open economy, is trying to diversify away from its traditional reliance on trade with China, its largest trading partner. - Thomson Reuters
JAPAN’S ECONOMY SHRINKS AT RECORD RATE AS CORONAVIRUS HITS WORLD’S THIRD LARGEST ECONOMY
Japanese GDP has fallen at a record rate as the world’s third largest economy suffered amid the coronavirus pandemic.The Asian nation saw GDP fall 7.8% in the April to June quarter, or 27.8% on an annualised basis. Japan had already slumped into recession before the virus crisis. - Evening Standard
ORACLE ENTERS RACE TO BUY TIKTOK’S U.S. OPERATIONS
Oracle has entered the race to acquire TikTok, the popular Chinese-owned short-video app that President Trump has vowed to shut down unless it is taken over by a U.S. company by mid-November. The tech company has held preliminary talks with TikTok’s Chinese owner, ByteDance, and is considering purchasing the app’s operations in the U.S., Canada, Australia and New Zealand. Oracle is working with a group of U.S. investors who already own a stake in ByteDance, including General Atlantic and Sequoia Capital. - LA Times
INDIA URGES AUTO COMPANIES TO CUT ROYALTIES TO FOREIGN PARENTS
India's commerce minister has asked automakers to find ways to reduce royalty payments to foreign parent companies for use of technology or brand names, two sources told Reuters, in an effort to boost local investment and reduce outflows. In India's competitive auto market, top-selling carmakers Maruti Suzuki and Hyundai Motor's local units pay millions of dollars in royalties to parent companies in Japan and South Korean for using their technology and brand to build and sell cars..
SAUDI FUND DITCHES BLUE-CHIP STOCKS, ADDS ETFS
Saudi Arabia’s $325 billion sovereign-wealth fund continued buying U.S. stocks as it hunted for opportunities in the COVID crisis, largely exited the blue-chip positions it bought in the first quarter. The Public Investment Fund, chaired by Crown Prince Mohammed bin Salman, disclosed stakes worth $10.1 billion at the end of the second quarter, according to a regulatory filing. This included holdings in exchange-traded funds tied to the utilities and materials sectors. It also boosted its stake in Suncor Energy Inc. and Carnival Corp. - Bloomberg
MAZDA-TOYOTA BOOSTS INVESTMENT IN ALABAMA PLANT BY $830M
Mazda Toyota Manufacturing, the new joint-venture between the two auto companies, on Thursday announced an additional $830 million investment in its new Alabama plant.
- KSL Salt Lake City
The Empowering Tomorrow Together initiative brings together all sustainability and CSR initiatives of the company under one umbrella and aims to build synergies, optimize resources, and maximize the impact of the Cyient Foundation outreach programs.
Cyient, a global engineering and technology solutions company, has announced the launch of its Empowering Tomorrow Together initiative. This move consolidates Cyient's position as a purpose-driven brand and will expand the impact of the Cyient Foundation's outreach programs by leveraging synergies, optimizing resources, and ensuring maximum impact across all sustainability and CSR focus areas.
Aligned with Cyient's corporate brand promise of 'Designing Tomorrow Together,' this program is rooted in the need to build lasting relationships and empowering stakeholders to make a difference. Empowering Tomorrow Together will cover activities under four focus areas: education, digital literacy, social innovation, and community development.
Speaking on the announcement, Mr. BVR Mohan Reddy, Executive Chairman and Founder, Cyient, said, "At Cyient, we believe that the true measure of progress for an organization is the positive impact it has on the society and community within which it exists. For the last 18 years, the Cyient Foundation has pursued long-term sustainable community development by providing high-quality education and healthcare programs and driving environment-focused projects. By bringing all our initiatives under the 'Empowering Tomorrow Together' credo, we hope to expand our potential to create impact and truly empower local communities by touching more lives in the days and years to come."
Cyient is a global engineering and technology solutions company. For more information, visit: www.cyient.com
The effects of COVID-19 on businesses are already unprecedented. It's also going to get worse before it gets better. While I am not very good at thinking in 'futuristic' terms, even I already know that the businesses that manage to survive will have no choice but to fundamentally change how they do what they do. Permanently!
Well, for those businesses for whom data and electronic communications are the primary keys to their business model that is. Face-to-face stuff (e.g. brick-and-mortar retail) is a whole other ball game and way beyond my ken.
From tele-working, to business travel / commuting, to the communication and collaboration technologies in use, the impact of this global phenomenon will be dissected and analysed for decades. The 'old ways' of working; 9-5; bum-on -seat; Mon-Fri could [and I think should] largely disappear if, and ONLY if, the lessons learned are taken on board. Every business is a series of functions, and it should not be of primary importance where the person who performs those functions is, or even who that person is.
This is the mistake most organisations make, and while the impact of something like COVID-19 has never been part of any BCP I've ever seen, we could certainly have extrapolated and prepared for events like it. Here in London for example, if the trains go on strike there is an enormous impact on the daily commute; people take 3 to 4 weeks off in a row on annual leave; long term power outages at critical locations and so on. All of these things, and many more like them, have all pointed to what is now required but almost universally absent. But while there are literally hundreds of articles on how to DO business continuity in the face of COVID-19,
they are almost ALL too little too late. It's not the security industry's fault however, it's the fault of every senior leadership team who saw the aspects of security from incident response onwards as nothing more than a paperwork exercise. Or worse, chose to remain ignorant of the right way forward.
At its heart, crisis management (and by extension, business continuity planning) is about four things:
In other words, if what you do, and how you do it is known and documented; AND is assigned to the appropriate and accountable resources... then all you have to worry about is the ongoing communication. Yes, the implementation of appropriate technology(ies) is relevant, but that should really be a one-off exercise plus ongoing maintenance.
Clearly this is not happening. Very few organisations have been adequately proactive in communicating to their employees what COVID-19 is, what its impact could be, and what to do about it. Almost everything that has happened to date has been reactive, ad hoc, and ineffective. You may think this is a little unfair? You may think that it should not be the employer's responsibility to keep their workforce both informed and safe in the face of a pandemic? Tell me, who is better placed to do that? The Government? The newspapers? Your doctor?
It is my contention, and the real point of this article [finally], that it's the employers who should take the lead in these situations, because even Governments don't have the level of influence over people that employers do. Of course everyone should follow what the Government and reputable experts say in these scenarios (CDC for example), but it's the employers who have the most effective access to, and authority over, the lion's share of the population. They also have the best chance, by far, of heading off the rampant ignorance that leads to wearing a plastic bag over your head and other irretrievably stupid things that that we have seen during the pandemic!
Not convinced? Think about it for a second. In the UK [for example] there are ~66 million people, ~half of whom are gainfully employed by ~2 million employers. If you exclude the public sector and the self-employed, you're left with ~1 million employers with multiple employees. I have long maintained that our employers have taken over the role of the communities of old (albeit very poorly): Your and your family's very livelihood (read Maslow's Hierarchy of Needs) is largely dependent on them. Even your sense of identity; You spend more than a third of your working life either at work or getting to and from it; A huge chunk of your interpersonal interactions are a result of your place of work (I married an ex-colleague for example (much to her regret)).
Virtually everyone has a laptop/desktop, mobile phone, or both. And whether they are work-supplied or personally-owned makes no difference, your employer has direct and personalised access to you. They also have the 'power' to MAKE you listen/read/respond and ACT in accordance with their mandates.
Now imagine if your employer implemented [or had access to] a service that provided not only the most up to date information from all of the reputable and relevant resources, but detailed instructions on what each employee should be doing at any given time? Would these millions of people who are now armed against ignorance not significantly 'flatten the curve'? Imagine almost one HALF of the population influencing and protecting the other half, even if it's only against themselves.
Bottom line; I believe organisations not only have a responsibility to keep their employees both informed and safe, they should be held accountable for it (up to and including regulation). It is, after all, in everyone’s best interests including the employers themselves. It just makes sense even if you’re mercenary enough to only see this from a financial perspective. Everyone, please stay safe, informed, and help out where you can, even if it's by staying in the house.
David is Director at Core Concept Security. He is a Cybersecurity practitioner specialising in delivering collaborative data security solutions to high-end corporate clients. He is particular focused in Regulatory Compliance, Governance Framework Design, and Secure Payments and Innovation. He has significant international team management and sales support skills. He is an industry speaker, with a track record for simplifying security into terms that can be understood and implemented by anyone.
Core Concept Security (CCS)
Core Concept Security (CCS) is an independent cybersecurity and data protection consulting practice based in the UK with clients around the world.
Jacqueline Snyder and Minna Khounlo-Sithep saw a bigger, brighter future and went for it. Then they taught other women how to do the same thing. Entrepreneurs, take note; they’re creating a trail of wealth not only for themselves but for the women they teach and guide.
On their website, The Product Boss offers elite courses, and a top-rated business podcast. They work hard to uplift women, so they too can reach their dreams. The Product Boss’s area of expertise is an area that’s often overlooked. While many businesses focus on service products, they help people learn the ropes of product-based businesses. With a gap in the market, they knew they could help. Jacqueline Snyder and Minna Khounlo-Sithep were highly skilled and knowledgeable in this field. Sharing that information with women who sell physical products became their mission.
In fact, they’re so good at what they do, they created a mastermind group. Success? Absolutely. Not only are they thriving, but the businesses in the mastermind groups are seeing huge gains in their own businesses. They speak on the importance of believing you can do something, and mention, many entrepreneurs have self-limiting beliefs about what they can accomplish. They put caps on what they think they can make financially. With masterminds and digital courses, they help business owners see beyond their self-imposed limitations.
One suggestion when starting out is to get a preview of the course you’re considering jumping into. The Product Boss offers free advice on their popular business podcast, which allows you to get a feel of what their digital courses and masterminds offer. The podcast is accessible and offers a vast array of combined knowledge. The Product Boss Podcast is a winner and a top business podcast on Apple’s charts. It’s important for the founders to lift up other women globally. They are inclusive in their reach, wanting to help women across the world find the answers that work for them. When it comes to Jacqueline Snyder and Minna Khounlo-Sithep, they share a connection of not only being first-generation American’s but also being the first in their families to get a college degree. They not only saw what was possible but went after it, grabbing the brass ring. The drive they feel in lifting other women and growing their community helps feed their continual success. Success breeds success.
For the entrepreneur thinking of starting a product-based business, it’s time to check out The Product Boss. They’re ready to help you thrive once you get your feet on the ground and your business growing. Their mastermind groups are for business owners who are already at the point of growth but need help taking the next step. These are six-figure and seven-figure businesses. Everybody has to start somewhere, but the key is learning to start. One final note, they don’t let change hold them back. Pivoting is crucial in today’s world. With COVID-19, in a time when many businesses are crumbling, they grew stronger. With quick thinking, they helped their community learn new creative ways to work around the ever-changing issues. By having multiple streams of revenue, there is more stability. They strongly stress that relying on one stream of revenue is limiting, and can destroy your business if something massive changes. By having multiple streams of revenue and visibility, you’re able to adapt without losing your business.
The Product Boss is a West Orange, NJ business that offers courses, information, podcasts, masterminds, and more to women-owned businesses worldwide. www.theproductboss.com
Explains how Dada is Delivering Value to Retailers, Brands, and Consumers by Creating a New Era of Local On-Demand Retail in China.
Dada Group, China's leading local on-demand delivery and retail platform, announced that Philip Kuai, Dada's Founder, Chairman and Chief Executive Officer, attended and delivered remarks at China Chain Store & Franchise Association's - China International Retail Innovation Summit in Shanghai in August.
In his address, Mr. Kuai discussed the importance of digitization of local retail and Dada's role in creating a new era of local on-demand retail in China.
With more than 1000 enterprise members, CCFA is China's national representative for the retail and franchise industry. Its functions include participating in policymaking discussions, safeguarding the interests of the industry, providing professional training and information for members, and establishing platforms for exchange and cooperation. The annual Retail Innovation Summit gathers industry leaders to discuss the future of the sector, and this year's theme was "Retail Innovation: From Digital to Intelligent." Mr. Kuai spoke on the "Face to Face with CEOs" panel, where he shared insights into Dada's complementary platforms (JDDJ and Dada Now), as well as the Company's unique value proposition focused on offering customers increased efficiency and role in expanding innovation in the on-demand retail sector.
"Most retailing activities in China still happen offline rather than online, with online sales accounting for only approximately 20%," said Mr. Kuai. "At Dada, we view the digitization of local retail as the most significant opportunity in Chinese e-commerce over the next decade. Our goal is to empower the retailers and brands that we partner with by helping them digitalize their brick-and-mortar stores while constantly developing and enhancing our on-demand delivery services for the benefit of our customers."
Mr. Kuai added, "In addition to our commitment to improving our platforms and expanding our reach, we care deeply about making a positive social impact in the communities we serve and are incredibly proud of the role we have played during the COVID-19 outbreak in China. Not only has Dada offered a safe and efficient way for consumers to order essential goods, such as groceries and medicine, from the comfort of their home, we have also added new riders to the Dada Now family that may have lost other jobs as a result of the pandemic. We're grateful for all of our dedicated riders, who are truly the backbone of our mission to Bring People Everything on Demand."
A serial entrepreneur with extensive experience in the logistics and internet sectors, Mr. Kuai has served as Chairman and Chief Executive Officer of Dada Group since he founded the Company in 2014. Prior to founding Dada, he served as a Vice President of Anjuke.com, an online property platform in China, and a Vice President of AdChina.
Earlier in his career, he worked at Oracle Corporation, McKinsey & Company, and Accenture. He received a Master's degree in logistics engineering from Massachusetts Institute of Technology. Mr. Kuai was named to Fortune's "2019 40 under 40 in China" list, an annual selection of the most influential young people in business. Fortune noted that since Dada's establishment in 2014 and the merger between Dada Now and JDDJ in 2016, the Company has become a leader in the grocery and delivery industry.
Dada continues to play an important role in providing essential products to customers and aiding in the recovery of the Chinese economy by encouraging consumption. The Company has achieved several sales milestones in recent months, which reflect increased consumer demand for digital retail solutions.
JDDJ launched its Cool Season Shopping Festival in July alongside major supermarket chains and brand owners including Walmart, CR Vanguard and Unilever. Additionally, of the CCFA's list of the Top 100 Chinese Supermarket Chains in 2019, nearly 60 supermarkets have cooperated with JDDJ, including top players such as Walmart, Yonghui and CR Vanguard. More than 60% of those that have partnered with JDDJ ranked within the top 50.
Dada Group completed its public listing in the U.S. in June 2020 and began trading on the Nasdaq Stock Exchange under the ticker "DADA."
About Dada Group
Dada Group is a leading platform of local on-demand retail and delivery in China. It operates JDDJ, one of China's largest local on-demand retail platforms for retailers and brand owners, and Dada Now, a leading local on-demand delivery platform open to merchants and individual senders across various industries and product categories. The Company's two platforms are inter-connected and mutually beneficial. The Dada Now platform enables improved delivery experience for participants on the JDDJ platform through its readily accessible fulfillment solutions and strong on-demand delivery infrastructure. Meanwhile, the vast volume of on-demand delivery orders from the JDDJ platform increases order volume and density for the Dada Now platform.
Costa Rica, a small country with a great vision. Like an essence, we are a concentrated country with a great and unique value that distinguish our people.
From the world's best coffee to hearty liquors, premium chocolates, fruit preserves, and gourmet nuts and snacks, Costa Rica's got your cravings covered.
Costa Rica's not just about rainforests and beautiful beaches. The prosperous Central American nation is a competitive world leader in agricultural exports. Over 100 years of experience in the food industry, coupled with innovative growing processes, superior soil quality, and a year-round growing season, have resulted in a cornucopia of high-demand crops sought worldwide.
The country's vibrant coffee industry is known across the globe for setting standards of consistency and caliber and as well as breaking the 2018 Coffee Association's Cup of Excellence price record for high-quality beans. Costa Rica is also the world's leading exporter of carbon-neutral NAMA coffee.
Let's talk about chocolate – Costa Rican cacao boasts the Cocoa of Excellence award, the Central American Chocolate Award, and Silver and Bronze medals from the International Chocolate Awards 2017 Americas competition.
"Applied international standards for sustainability, supply chain integrity, and social progress initiatives set us apart as a country and directly impact the food we produce," says Costa Rica's Export Promotion Agency (PROCOMER) CEO, Pedro Beirute. "More than 300 products leave our borders every day to reach over 100 international destinations."
In fact, 9 of the top 40 global food processing companies have operations in Costa Rica.
What's on the menu of export delicacies? In addition to coffee and chocolate, there's pineapple, hearts of palm, exotic fruit and vegetable preserves, aromatic and spicy sauces, gourmet nuts (macadamias, cashews, and peanuts), and of course world-class rum, craft beer, and other spirits. Recent developments to meet market demand include the introduction of superfoods. Chia, aloe vera, virgin coconut oil, algae, and other high-nutrient crops are requested with increasing frequency. Certifications, including USDA Organic, Fair Trade, FSSC 222000, among others, are all testimony of Costa Rica's dedication to offering exceptional produce.
"Costa Rica has high-quality products and a promising future in the development of new crops. We want our relationship to be lasting, and we can grow together for years to come." Says import specialist, Miguel A. Romero of E. Sanchez S.L., Spain.
The Essential COSTA RICA Brand
PROCOMER is the government agency responsible for promoting the export of Costa Rican goods and services to the world. Qualified agricultural producers are required to live up to the country's brand standard of excellence, known as Essential Costa Rica. These companies are recognized as industry leaders for meeting the brand's strict criteria of Excellence, Sustainability, Innovation, and Social Progress in their operations, products, and services. For more information on how PROCOMER can satisfy your business's needs, visit Procomer.com."Costa Rica is paramount in the success of our supply chain." Said CEO of EXP Group, USA, Anthony Serafino.
www.procomer.com | www.esencialcostarica.com/foodindustry
John Qreshi believes that people are more inclined to do business with someone they know and trust.
John Qreshi (Certified Master Trainer of NLP, Creator of Quantum Master Coach™, Quantum Spiritual School™, Quantum Breakthrough Technique®, Quantum Time Line Techniques®, and Executive Member of the American Board of NLP & Hypnotherapy) has researched consumer behavior while helping thousands of leaders to maximize their potential. He explains that if you master consumer behavior and your personal brand then nothing in the entrepreneurial world can stop you.
Qreshi further explained that for anyone doing business in 2020, building a personal brand has never been a more valuable asset to your business. Whether you are an entrepreneur, freelancer, or working your way up the corporate ladder, the competition has never been fiercer. The key to differentiating yourself from others is to build a personal brand that is recognizable. Your personal brand distinguishes you from competitors and helps build trust with your followers that turns into long-lasting relationships.
Why Master Consumer Behavior & Personal Brand?
Once you master consumer behavior and their psychology, you can create a product or service which is based on their needs not on what you want to sell. People buy identity, transformation and a better version of themselves, People buy emotions and justify it with logic. In business today, John Qreshi believes that people are more inclined to do business with someone they know and trust. If you can leave a lasting impression in the minds of your audience, they will continue to want to do business with you. Also, with the rise of the internet and social media, there are a lot of distractions out there. One way to cut through all the noise is to build a strong and solid reputation. By creating a personal brand based on transparency, honesty, and showing who you truly are, you can quickly and easily build trust. This is something that not many people take the time to craft.
Knowing Consumer Behavior & Personal Brand Is Important? Qreshi Further Explained that when you know consumer behavior you understand their emotional level pain, surface level pain and personal level pain that allows you to give them solutions that they truly need or are looking for rather than create something of your own without knowing if people are going to like it or not. Just as Mark Cuban has said "Create a product or service that make other people’s lives easier." Besides, at the same time your personal brand connects with people and represents your company’s brand and you can leverage it to increase exposure and attract more customers to your company but, in the end, your personal brand is your own.
John Qreshi ask several business owners, What if you work for multiple companies or leave one industry for another? No problem, your personal brand follows you like a seal of approval if you utilize it right. When you have a great personal brand, your business may change or even die but your personal brand will not. Your personal brand will transition with you to any business. The truth is, people do not buy into you because of the product or service you are selling, they buy in because of who you are. Personal branding is a safety net. It is a recession-proof formula for your career.
How Mastering Consumer Behavior & Personal Brand Makes You Money
Money follows attention and when you have a great personal brand, you can gain attention from a massive audience, especially on social media. This is because an effective personal media brand tells a story that connects people to you and, as they say, “facts tell, stories sell”. Your story is such an important part of your personal brand. It gives you leverage to hook people with your story and offer. With this, you can scale your business and start making 7, 8, or even 9 figures! People have come to me for help who have 10 or even 12 million followers but are completely broke. This is because they have nothing to sell. It’s not followers that bring you money, it’s how you position yourself with your personal media brand. With a great personal media brand, you don’t need 10 million followers. You only need 100 or so diehard, rabid fans. When you have this, they will do your marketing for you. And, there is no better type of marketing than word of mouth. This is what comes with your personal media brand.
True Masters of Consumer Behavior & Personal Branding
John Qreshi give an example of Amazon founder Jeff Bezos & Mark Zuckerberg founder of Facebook as true masters of consumer behavior who understand their audiences and their psychology better than anyone else. John Qreshi believes Kylie Jenner and Kim Kardashian are great examples of being masters of personal branding. They have built a massive following for their personal brands over the last decade. They have both leveraged their audiences to launch products and sell millions of units. One of these products, Kylie Cosmetics, has made Kylie Jenner the youngest Billionaire in the world. Do these entrepreneurs have the best products? Maybe not, but, people buy them because of the brand. This is an added benefit of having a strong personal brand. You can justify charging a premium price for your product and services. Without a personal brand, you just become a commodity that acts as a price-taker.
How to Learn Consumer Behavior & Grow Your Personal Brand
The first thing you have to do is to start consuming people’s comments and stop consuming contents, to learn about your audience and what are their pain points; their surface level pain, their emotional or technical level pain and their personal level pain. As far as Personal Branding goes, you already have a personal brand even if you’ve never thought about building one. Don’t believe me? Google yourself! See what the results show. Now, it’s just a matter of leading your brand in the direction you want it to go. You need to define what you want your brand to represent and your audience. After that, all you need to do is start building real relationships with real people and build your brand every day like a habit.
Qreshi explained that mastering the psychology of your consumers will allow you to win & create long term scalable businesses. As long as you know the pain levels of your consumer then you can sell and scale. At its core, your brand is your reputation. It is essential for your business, your career, and your success. Those who can understand how to harness the power of your networks and brand will achieve significantly more than the average person. John Qreshi has created several companies and helped many entrepreneurs. The greatest lesson he has learned is that it takes years and lots of effort to build your personal brand to where you want it to be but it can take only one slip-up to tarnish it.
For more information visit: www.johnqreshi.com www.quantumastercoach.com/purpose
Streaming analytics software from SAS checks vital statistics on the fly to maintain hive health.
COVID-19 has shone a spotlight on the food supply chain that helps nourish people in all corners of the world. But an even older "pandemic" – the plight of honeybees – also threatens the world's food supply. In both cases, SAS analytics makes it easier to understand data signals as they're happening so effective interventions can take place. In this instance, SAS technologies are at work to save honeybees, the world's No. 1 food crop pollinator.
"SAS' passion for innovation and sustainability helped us find technology solutions to better understand the health of beehives," said Sarah Myers, AgTech Marketing Manager at SAS. "I'm an avid beekeeper, and it's exciting to work with a group of data scientists who want find new ways to support this critical global effort."
Four ways data science tracks hive healthSAS Internet of Things (IoT)-enabled beehives use streaming analytics to interpret hive data flowing from embedded sensors to help beekeepers better understand which units need help. Hive data is sent to the cloud to allow for the continuous measurement of three indicators.
Weight: A connected scale sensor tells beekeepers if the hive is producing honey and gaining weight – a sign of a healthy bee activity. If the scale indicates weight loss in one hive compared to its neighbor, beekeepers can intervene.
Temperature and Humidity: An ideal climate inside the hive creates baby bees and keeps the queen warm enough to survive the winter. Honeybees regulate hive temperature and humidity by moving, flapping and clustering. Internal sensors collect temperature and humidity data then analyze it to alert beekeepers about concerning fluctuations.
Through innovative software and services, SAS empowers and inspires customers around the world to transform data into intelligence. SAS gives you THE POWER TO KNOW®.
Move over Goop and Saint Jane; there's a new breed of brands taking the clean beauty movement to the next level, and the reason may surprise you. The secret is the most controversial plant in America: cannabis—as in marijuana, not hemp—which is legal in some form in most states but still illegal at the federal level.
Cannabis is held to stricter standards of 'clean' than organic food in most states, particularly California. Not to be confused with CBD hemp products, THC-containing cannabis products—even those that won't get you high, including topical skincare—must pass multiple rigorous tests per batch. Hemp products have no such oversight, nor do cosmetics in general. While the testing lab costs are widely considered a burden, some see it as an opportunity. San Francisco-based Green Bee Botanicals, which touts cannabis as a super-ingredient for skin, is one of only a handful of clean beauty brands in the US that publicly shares its test results, called certificates of analysis (COAs), for every batch.
"We surveyed consumers on what's most important to them and the number-one answer across all ages, genders and backgrounds was that it's tested and proven clean of lead, pesticides and other harmful ingredients," says Green Bee Botanicals co-founder and COO Kim Howard.
"People are more aware of toxins in products," adds Bridget May, founder and CEO. A former analytical chemist, May formulates all of Green Bee's products. "People want non-toxic products that actually work. This requires meticulous formulation and research. Best intentions aren't good enough; if you don't test for over a hundred impurities like we do, your products may be contaminated, whether they're organic or not. What goes into the product unintentionally matters just as much as the ingredient list."
According to NPD Group, clean skincare is a rapidly growing segment—up 39% in 2019—within the $19 billion "prestige beauty" market in the US. During the pandemic, sales of skincare products surpassed makeup sales for the first time ever, NPD reports. With the US cannabis market also growing—to $17 billion in 2020, according to New Frontier Data—Green Bee Botanicals is uniquely positioned to attract trendsetting clean beauty aficionados.
Green Bee Botanicals makes clean, organic eye cream, face serums and body oil infused with full-spectrum cannabis. Currently available only from California cannabis dispensaries and delivery services. Green Bee is launching hemp CBD skincare that will be tested as rigorously as its cannabis skincare.
Microsoft Corporation has announced a new global skills initiative aimed at bringing more digital skills to 25 million people worldwide by the end of the year. The announcement comes in response to the global economic crisis caused by the COVID-19 pandemic. Expanded access to digital skills is an important step in accelerating economic recovery, especially for the people hardest hit by job losses.
This initiative, detailed by Microsoft, includes immediate steps to help those looking to reskill and pursue an in-demand job and brings together every part of the company, combining existing and new resources from LinkedIn, GitHub and Microsoft. This includes:
This is a comprehensive technology initiative that will build on data and digital technology. It starts with data on jobs and skills from the LinkedIn Economic Graph. It provides free access to content in LinkedIn Learning, Microsoft Learn and the GitHub Learning Lab, and couples those with Microsoft
Certifications and LinkedIn job seeking tools. These resources can all be accessed at a central location, opportunity. linkedin.com, and will be broadly available online in four languages: English, French, German and Spanish.
In addition, Microsoft is backing the effort with $20 million in cash grants to help nonprofit organizations worldwide assist the people who need it most. One-quarter of this total, or $5 million, will be provided in cash grants to community-based nonprofit organizations that are led by and serve communities of color in the United States. The company is also pledging to make stronger data and analytics — including data from the LinkedIn Economic Graph — available to governments around the world so they can better assess local economic needs.
Microsoft also announced it is creating a new learning app in Microsoft Teams designed to help employers skill and upskill new and current employees as people return to work and as the economy adds jobs."COVID-19 has created both a public health and an economic crisis, and as the world recovers, we need to ensure no one is left behind," said Microsoft CEO Satya Nadella.
Porsche Design has presented a revolutionary custom-built Timepieces concept that allows Porsche and watch enthusiasts to design their own chronograph perfectly tailored to their liking for the first time.
It took nearly six years since the foundation of Porsche Design Timepieces AG in Solothurn, Switzerland, to bring this highly multifaceted project to life. The web-based watch configurator, which is based on the well-known Porsche car configurator, allows for approximately 1.5 million different design configurations to create a one-of-a-kind timepiece.
"No other car manufacturer or watch brand currently offers such a customizable and exclusive program of this kind. The colors, types of leather and decorative fine-stitching on these chronographs all originate from automotive production," says Jan Becker, CEO of Porsche Design Group. The custom-built timepieces can be configured online and ordered through participating Porsche dealerships.
THE CENTERPIECE: DIGITAL WATCH CONFIGURATOR
The menu navigation and overall design of the new watch configurator are based on the well-established Porsche car configurator. Just like the Porsche 911 range, the watch is digitally visualized down to the smallest detail to provide customers with a realistic depiction of their dream timepiece. "The rendering model is based on CAD data from our designers at Studio F. A. Porsche in Zell am See and our engineers in Solothurn," says Rolf Bergmann, Managing Director of Porsche Design Timepieces AG. The features, including the pricing for each respective configuration, are displayed in real time. A basic custom-built Timepiece starts at $6,000 USD and, depending on the options selected, can range up to $12,500 and includes up to three additional leather straps. Orders are placed exclusively through Porsche dealers and delivery will take eight to 12 weeks.
THE CASE - A FUTURE CLASSIC
The first step in the virtual timepiece configurator is to select the 42mm case. The customer can choose between a glass bead-blasted natural titanium case and a black titanium case coated in titanium carbide via PVD. "Titanium and black-coated titanium cases are what Porsche Design timepieces have become known for. This originated with the designer of the Porsche 911, Ferdinand Alexander Porsche and we will never change anything about it," Bergmann continues. The legendary design by F. A. Porsche has found its contemporary interpretation in the cases of the custom-built chronographs that are based on the Chronotimer Series 1.
THE MOVEMENT - NEW IN-HOUSE CHRONOGRAPH CALIBER
With the launch of the Porsche Design custom-built Timepieces program, the new in-house caliber WERK 01.100 with 48 hours of power reserve enters series production for the first time. The highlight of this COSC-certified movement is the customizable winding rotor, featuring the wheel designs of the latest-generation Porsche 911. For the first time ever, Porsche Design is offering a timepiece with a completely customizable movement component. "We put an enormous amount of work into checking all of the variants in advance but that is precisely the level of attention to detail that our customers expect from us," Rolf Bergmann, Managing Director Porsche Design Timepieces AG, explains. From the classic 911 Carrera rim, including the two-tone Porsche Crest in the center of the rotor, to the 911 Carrera Exclusive Design wheel version with a gold badge at its center, there are six different rotor types to choose from. The color on the rotor edge can also be customized, just like the outer edges of the wheels of a Porsche car. Porsche Design is also offering the original Porsche color palette. The rotor on the new watches correspond to a 1:22 scaled-down version of the original rim, adapted to the geometry of the timepiece. They are crafted with a level of precision down to five thousandths of a millimeter. The Porsche Crest, which measures around 50mm on a vehicle rim, is a mere 3.3mm wide and 4.4mm high on the winding rotor cover. Nevertheless, the Porsche Crest still remains clearly visible to the naked eye.
WATCHBANDS - UP TO 300 DIFFERENT CONFIGURATIONS
The enormous amount of work put into this program is most apparent in the metal and leather watchbands, which are available in three sizes. Pop-up menus in the configurator make selections easy. The metal bracelets are made of skin-friendly titanium and all versions feature individually screwed-down links. Like the case variants, they are available in glass bead-blasted natural titanium or black-coated titanium carbide. Additionally, there are two different closing mechanisms to choose from: a butterfly clasp with lateral buttons or seven-step fine adjustment.
All leather straps are crafted from the same hides used for Porsche automobile interiors and come in the 14 official interior color options of the Porsche 911. The leather wristbands come with a butterfly clasp as well as side buttons for quick and easy release. For the stitching on the strap, 19 different colors of genuine Porsche yarn are available, meaning that there are up to 300 different possible configurations. Two additional bracelets can be designed and purchased per order and the configurator's full range of options remains available for this selection. The new quick-change side button system makes it easy to change them without the use of any tools.
CUSTOM-BUILT DIAL AND BEZEL
The dial is personalized via inlaid colored rings, featuring minute markers in the style of the design-defining classic speedometer developed by F. A. Porsche. There are 27 Porsche 911 exterior and interior colors to choose from. Even the hands can be personalized, with the customer able to choose either classic Essence in black or sporty Performance hands in matte-white with red tips. The watch's bezel can also feature either traditional minute markers or a tachymeter for tracking speed or distance.
CUSTOM LASER ENGRAVING - THE FINAL TOUCH
Upon request, each Porsche Design custom-built Timepiece can be individualized with laser engraving on the back of the case, enhancing each timepiece with the ultimate in personal touches. This supplementary engraving can also be applied to the watch box, which is exclusive to the new watches. Additionally, the corresponding car visuals can be requested for the emblem on the timepieces' box. The fonts and lettering featured on the rear of the customer's car can be applied as well. Alternatively, the customer has the option to select a graphic logo, such as the current 911 Carrera flyline.
Porsche Design is the exclusive lifestyle brand that stands for a unique symbiosis of puristic design and exceptional function in the area of accessories, sportswear and fashion - the life companion for individualists. In 1963, Professor Ferdinand Alexander Porsche created one of the most iconic design objects in contemporary history: the Porsche 911. Following his vision to take the principles and myth of Porsche beyond the automotive world, he created the exclusive lifestyle brand Porsche Design in 1972. His philosophy and design language can still be seen in all Porsche Design products today.
Every Porsche Design product stands for extraordinary precision and perfection, boasts a high level of technological innovation, and seamlessly combines intelligent functionality and puristic design. Created by Studio F. A. Porsche in Austria, our products are sold worldwide in over 130 Porsche Design stores, high-end department stores, exclusive specialist retailers, and the official online store: www.porsche-design.com
INEOS Automotive has revealed the exterior design of the Grenadier, its forthcoming, no-nonsense 4x4 vehicle for the world, another step on the road towards start of production.
Built from the ground up on an all-new platform, the INEOS Grenadier has been designed on purpose: namely to meet the demands of its future owners for a rugged, capable and comfortable go-anywhere working vehicle.
"The brief was simple. We set out to design a modern, functional and highly capable 4x4 vehicle with utility at its core," said Toby Ecuyer, Head of Design. "A design that is 'easy-to-read,' with no ambiguity about the Grenadier's role in life. There to do everything you need, and nothing you don't.
Nothing is for show. Modern engineering and production techniques ensure the Grenadier is highly capable, but we have been able to stay true to the essence of creating a utilitarian vehicle that will stand the test of time."
Dirk Heilmann, INEOS Automotive's CEO, said: "We are delighted to be able to share the design of the Grenadier so early in the process. Most manufacturers would hold back, but we are a new business, building a new brand, and we want to take people with us on this exciting journey.
"Showing the design now allows us to focus on the critical next phase of the vehicle's development, testing its capability and durability. We have a very challenging programme ahead, as we put prototypes through their paces in all conditions, on the way to accumulating some 1.8 million test kilometres over the coming year. From today the covers are off. Testing 'in plain sight' without the need for camouflage wrapping, foam blocks or fake panels is an added benefit."
Sir Jim Ratcliffe, Chairman of INEOS, said: "The Grenadier project started by identifying a gap in the market, abandoned by a number of manufacturers, for a utilitarian off-road vehicle. This gave us our engineering blueprint for a capable, durable and reliable 4x4 built to handle the world's harshest environments. But it had to look the part as well. As you will see today, Toby and his team have done a great job in delivering a design that is both distinctive and purposeful."
About INEOS Grenadier
In 2017, INEOS Chairman, Sir Jim Ratcliffe, a car enthusiast and experienced adventurer, identified a gap in the market for a stripped back, utilitarian, hard-working 4x4 engineered for modern day compliance and reliability. INEOS Automotive Limited was formed and a senior team of automotive professionals assembled to bring the vision to reality. Combining rugged British spirit with German engineering rigour, the Grenadier will be a truly uncompromising 4x4 built from the ground up. Engineered to overcome all conditions, it will provide best-in-class off-road capability, durability and reliability to those who depend on a vehicle as a working tool, wherever they are in the world.
On the engineering front, we are now in the series development phase, supported by our engineering partner Magna Steyr, with prototype testing under way. The INEOS Grenadier will go into production in late 2021. INEOS Automotive is a subsidiary of INEOS Group www.ineos.com, a leading manufacturer of petrochemicals, speciality chemicals and oil products. It employs 23,000 people across 34 businesses, with a production network spanning 183 manufacturing facilities in 26 countries. From paints to plastics, textiles to technology, medicines to mobile phones, materials manufactured by INEOS enhance almost every aspect of modern life. In 2019, INEOS had sales of circa $61bn.
To find out more about the Ineos Grenadier, please visit: www.ineosgrenadier.com
David Hallgren is the Deputy Head of Region Asia-Pacific and Trade & Invest Commissioner to China for Business Sweden.
This second part of the series New Business Landscape explores recovery scenarios and how decision-makers can adapt their thinking.
The pandemic will undoubtedly have long-lasting economic and social effects and change the direction of the international business landscape. It is also clear that we are heading toward a unique refraction point: some global trends developing before the crisis will accelerate, others will abate.
Although the world is still far away from shaking off the effects of Covid-19, there is no question that ‘recovery’ will not mean returning to the previous normality. Now is the time to face the realities of a pre-pandemic and post-pandemic world.
THE WORLD AS WE KNEW IT – AND WHY IT WILL NEVER BE THE SAME
By the start of the 21st century the world had grown increasingly globalised and interconnected in terms of trade, movement of people, goods, and exchange of ideas. From 2009 to 2019 the world’s GDP had grown by more than 60 per cent. But as globalisation created more wealth, it also caused interdependencies, inherent systemic risks and vulnerability to crisis. The world has dealt with previous crises including the SARS and Ebola epidemics, the global financial crisis and wars. Nonetheless, the current pandemic is unique in terms of scale, impact and response. Almost every country and industry have been impacted and the simultaneous disruption of both supply and demand is unprecedented. Never before has close to one third of the human population experienced lockdowns and curfews nor have governments been forced to provide such large stimulus packages or tackle such rapidly rising levels of unemployment.
THE REFRACTION POINT
Trends and transformations that were underway before the crisis will inevitably change. They will accelerate, slow down or take a completely new direction. While demand may return to pre-pandemic levels when restrictions are lifted, or near at least, consumer behaviour is likely to undergo some form of permanent change. Digital solutions such as online shopping and web-based education are two trends that have accelerated by several years, in the space of just a few months. The long-term trajectory of other trends such as sustainability is less clear. Will green stimulus packages issued in the wake of Covid-19 create a milestone in the battle against climate change? Or will cash-strapped companies with enough worries about their bottom-line abandon sustainability goals?
Managing this uncertainty will be a critical challenge for Swedish companies. Continued disruption is likely to bring new challenges that are difficult to predict and more complex than the world has faced before. A good way to navigate this uncertainty and mitigate risks is to adopt scenario planning tailored to every business need. The scenario approach should also consider a few geopolitical questions including the shape of recovery, the direction of globalisation and how major regions will recover from the crisis. While this article explores the extreme ends of a polarised scale of potential scenarios, the outcome may very well fall somewhere in between.
WHAT IS THE SHAPE OF THE RECOVERY?
Scenario: A long and protracted economic crisis
If widespread vaccination is delayed and new virus outbreaks continue in a series of smaller waves over the next year or two, a long and painful economic crisis is likely. Continued uncertainty and restrictions would result in loss of investments and domestic demand, business decline and unemployment – which in turn weakens consumer sentiment and creates a downward spiral. Even with the pandemic under control, ineffective decisions and actions could hamper economic growth and create highly indebted nations, with no ability to make key public investments for the future. Given past crises, it may take more than five years before the world economy is back to pre-pandemic levels. Even if Sweden is spared new outbreaks and manages to avoid lockdowns, demand for Swedish export goods and services abroad could decrease further.
Key considerations: How would a protracted crisis impact your key customers and suppliers? Do you have an overview of products and segments that are showing growth despite the downturn? Do you have a second phase of cost reduction measures planned already?
Scenario: A fast and optimistic recovery
If the pandemic is brought under control during the second half of 2020, widespread vaccination is rolled out successfully and if policy responses are effective, the global economy can potentially begin to recover before the end of 2020. As the sharp fall in demand is primarily linked to movement restrictions, large parts of the economy can recover quickly when these are permanently lifted. Households would regain confidence and increase spending, and businesses would be more willing to invest. This optimistic scenario depends on effective policy responses to mitigate bankruptcies and avoid mass unemployment. Restrictions are currently being eased in many of Sweden’s main export markets. If new infections remain low, Swedish exports could see some recovery in the autumn.
Key considerations: How would a fast and optimistic recovery impact your business? What new opportunities could arise, and for which prioritised products and segments? Is your company ready to scale up quickly and allocate resources where most needed?
WHAT IS THE FATE OF GLOBALISATION?
Scenario: Protectionist influences lead the way
If supranational organisations fail to unite and borders remain closed, countries are likely to isolate themselves to ensure domestic growth and introduce more strict control over foreign investments. This could lead to decoupling, regionalisation and localisation as well as increased turbulence and trade wars slowing down the recovery. Inward-looking policies could be temporary at first but may remain in place for years depending on recovery progress. In this scenario we’re likely to see Swedish companies move manufacturing closer to delivery markets.
Key considerations: In which markets is your business most vulnerable against protectionist policies? What risk mitigation measures could you take? Do you have processes in place to monitor and adapt to changing regulations?
Scenario: Pandemic a catalyst for greater collaboration
If supranational bodies succeed to unite and solve global challenges, Covid-19 could become a catalyst for more global collaboration. Countries would most likely enact interim trade agreements including removal of tariffs to accelerate trade and get economies back on track. Cross-regional and industrial collaboration will spur sustainable growth and innovation and digital technology will boost exchange of ideas. Science and research would be more effective, and countries would agree to evenly distribute vaccines. In this scenario, the world economy is expected to recover faster. Countries that rely on global trade flows would benefit from more robust trade agreements and cross-regional integration. Sweden would be able to increase exports and expand its role in the global economy.
Key considerations: How would increased global collaboration impact your business? Could you leverage any
emerging trade agreements, removal of trade tariffs and international collaborations?
HOW WILL MAJOR REGIONS EMERGE FROM THE CRISIS?
The impact of the crisis will differ greatly across the world’s biggest economies and the final outcome is far from certain. The US is still combating new outbreaks which, if they continue over time, could result in further isolation as the country deals with its domestic recovery. This could result in less engagement with other world powers. In the opposite scenario, the US will continue to play a large role in global affairs and trade and remain an important point of gravity. As for the EU, further fragmentation and discontent among member states due to Covid-19 challenges is a real risk. On the other hand, effective stimulus packages and a united crisis response could spur a willingness to collaborate in order to speed up the recovery. When it comes to China, the country could get a head start out of the crisis and gain an advantage in industries that will shape the future. However, the lack of external demand and dependency on foreign markets could delay the recovery and lead to an economic crisis.
Key considerations: How would new points of gravity affect your industry and business? What are the geopolitical questions and scenarios you need to understand and plan for in your markets? These scenarios and questions provide a starting point for adapting to the post-Covid-19 world. Last but not least, companies need to consider how their business would be impacted if several scenarios occur at the same time, as this could multiply the effects.
Business Sweden is commissioned by the Government and the industry to help Swedish companies grow globally and international companies to invest and expand in Sweden.
As the country's capital, the Greater Kuala Lumpur region serves as the commercial pulse of Malaysia's economic activity and houses some of the world's largest multinational companies.
Greater KL is poised to transform into one of the world’s top cities. In addition to creating a haven for bustling economic activity, Malaysia’s transformation will cement the region’s liveability, reinforced by efforts including the revitalisation of its rivers, environmental conservation and improvement of the pedestrian network.
As it develops into a true cosmopolitan hub, Greater KL can only continue to offer exciting prospects for businesses seeking a foothold in the flourishing Asian region. With the region attaining further progress in tandem with Malaysia’s transformation, the time is ripe for investors to ride on growth opportunities.
Greater Kuala Lumpur, The Regional Headquarters Location For Multinational Companies In Asia:
Many of the world's biggest companies are located in Kuala Lumpur, including: BMW, Shell, Glaxo SmithKline, Royal Smith Morris, Prudential, British American Tobacco, Citibank, HSBC, Tesco, Schlumberger, Nestle, Paypal, Ikea, Exonn Mobil, Nokia, and many more.
10 reasons why you should invest in Greater KL:
01. STRATEGIC LOCATION
Central Location with Global Connectivity: Located at the heart of ASEAN, Greater Kuala Lumpur’s strategic location delivers immense connectivity with emerging markets in Asia, making it the perfect regional location to grow business strategically within the region.
6 - 8 Hour Flight Radius to Asia’s Key Business Centres: Major business centres in Asia such as Tokyo, Hong Kong, Beijing, Shanghai and Seoul are reachable from Greater Kuala Lumpur within a couple of hours.
Benefit from Malaysia's Strong Ties and Trade Links: Malaysia counts South Korea, China, ASEAN, the EU and the UAE as some of its largest trading partners. Malaysia participates in global and regional trade agreements including Free Trade Agreements, Double Taxation Agreements and Regional Comprehensive Economic Partnership.
02. BUSINESS FRIENDLY
Malaysia’s business friendly policies and attractive fiscal packages initiated by the government have made Malaysia as one of the easiest place to commence business globally. In the 'Ease of Doing Business' In World Bank’s Doing Business Report 2019, Malaysia ranked 2nd in ASEAN and ranked 15th out of 190 countries.
03. POLITICAL STABILITY
Malaysia has celebrated over 60 years of independence and continues to enjoy a politically stable environment led by a democratic government. Through political stability, Malaysia's government policies such as liberal equity policy, employment of expatriate and tax incentives provide an investor-friendly business environment.
Broad-based Measures: Organisations coming to Greater KL can take advantage of incentives provided by the Malaysian government to encourage private sector and foreign investors' participation in the economy. These range from grants, funds, tax incentives to expatriate employment incentives. Existing tax incentives such as Principal Hub allows multinationals (MNCs) to enjoy fiscal and non-fiscal benefits. There are also available tax incentives including but not limited to: Agriculture, Biotechnology, Financial Services, Halal Business, Information Technology, Manufacturing, Services.
The transportation infrastructure includes: extensive rail network such as Kuala Lumpur-Singapore High Speed Rail (targeted completion by 2031), Mass Rapid Transit/Light Transit, MRL East Coast Rail Link (targeted completion by 2028), world class airport (KLIA) and world's 12th busiest sea port (Port Klang) provide great connectivity with the rest of the region and the world. The telecommunications infrastructure means that Greater KL and Malaysia are both completely equipped with highly advanced telecommunications infrastructure including mobile, Wi-Fi, and high-speed broadband services where Malaysia has recorded an average connection speed of 8.9 megabits per second (Akamai Report 2017).
07. AVAILABILITY OF TALENT
Malaysia produces an average of 200,000 fresh graduates annually and 33% of these young talent would move to Greater Kuala Lumpur upon graduation for better career opportunities. In EF English Proficiency Index 2018, Malaysia ranked 3rd in most English proficient country in ASEAN. Moreover, as Malaysians hail from multicultural backgrounds and ethnicity, the talent are fluent not only in English and Malay (the national language), but other languages such as Mandarin, Tamil, and various dialects. In the Global Competitiveness Report 2019 by World Economic Forum, Malaysia ranked 6th out of 141 countries in terms of its pay-to-productivity ratio.
08. COMPETITIVE BUSINESS COSTS
09. ROBUST LEGAL FRAMEWORK
Established Judicial System: Malaysia benefits from an established judicial system that provides robust legal protection for companies. Greater Kuala Lumpur is also home to the Kuala Lumpur Regional Centre for Arbitration which provides settlement for trade, commerce, and investment disputes within the region.
Investor Protection: In World Bank’s Doing Business Report 2019, Malaysia ranked 2nd in protecting minority investors.
Greater KL’s lush and tropical setting makes it an inspiring place to live, work, and play. The scenic surrounds are complemented by an abundance of choice for housing and world-class facilities such as expatriates residential areas, healthcare/medical centres, international schools and shopping destination. Integrated public transport network such as Light Rail Transit (58km, Kelana Jaya-Sri Petaling- Putra Heights), Klang Valley Mass Rapid Transit Line 1 and Line 2 (Sg Buloh-Kajang/-Putrajaya,103 km), KTM Intercity (1,677 km, electrified and double-track rail) and ERL Line (57km, KL to KLIA at 160 km/h). Kuala Lumpur is one of the world’s least expensive cities to live in. In the Mercer’s 2019 Cost of Living Survey, Kuala Lumpur ranked 141th out of 209 cities. (Ranked from most expensive city to least expensive).
In a rapidly changing global economic landscape, innovative ideas and business models will be essential to underpin future growth and competitiveness. Greater Kuala Lumpur’s potential for the investment and cultivation of innovation-related activities can be divided into the three key focus areas:
Some feedback from investors in Greater Kuala Lumpur:
The Linde Group
"The aim of the ROC is to bring together the control and operations of our industrial gas plants, not only in Malaysia, but across the Southeast Asia region." Wong Siew YapCluster - Head of Malaysia and Pakistan
"In assessing options to site some of our regional functions a few years ago, we looked at a number of factors. Chief among these were access to a well-educated and committed labour force, ease of doing business and connectivity to the rest of our Asia Pacific operations. Greater KL scored well in our assessment and we have been very pleased with our choice; the set-up has been well supported by government agencies, our ability to recruit and retain the people we are looking for has been strong and logistics and transportation were good and are improving each year." Philip Smith - Chief Executive Officer, Zurich Insurance Malaysia
"Honeywell chose Kuala Lumpur as our ASEAN regional hub because of its location in the centre of Southeast Asia, having a English-speaking population and a multi-cultural environment. The Malaysian government is also easy to work with and very focused on becoming a high-income nation. The Government, together with entities like InvestKL and MIDA, is very supportive of attracting large multinationals wanting to set up regional operations in Kuala Lumpur via the Principle Hub initiative. Our relationship with the Malaysian government is very positive and we are confident of our future here.” Briand Greer. President Southeast Asia, Honeywell
InvestKL is a government Investment Promotion Agency mandated to attract Fortune 500 and Forbes 2000 type multinational companies to establish their regional hubs and undertake regional activities in Greater Kuala Lumpur. www.investkl.gov.my