Products

Digital Report - immediate delivery to your email.

Date of Publishing: 2024.
No. of Pages: 25.

A cut grading system useful at all levels of the diamond trade must encompass the visual appeal of polished diamonds. This paper presents results from observations of oval-, pear-, and marquise-shaped diamonds for face up appearance and outline appeal. In a controlled environment, an international cross section of diamond buyers, sellers, cutters, and appraisers observed sets of research diamonds in each shape; internal observation 
teams also examined diamonds submitted to GIA for grading services. Observers consistently disliked diamonds with prominent windowing but showed a broader range of opinions regarding the “bow tie” and “crushed ice” patterns typically found in these rounded fancy shapes. The distribution of opinions indicates significant differences in both regional preferences and personal taste for certain outlines and appearance patterns. Virtual facet 
maps, calculated from the three-dimensional wireframe file of a polished diamond, provide a quantitative visualization of these patterns. The geometric complexity of fancy shapes with multiple faceting arrangements requires the use of those same 3D files for assessing or predicting light behavior in a polished diamond. 

Digital Report - immediate delivery to your email.

Date of Publishing: December 2022.
No. of Pages: 22.

Air transport makes an important contribution to global economic development. The wider economic benefits of the industry reflect a combination of the rise in connectivity between countries and cities – enabling the flow of goods, people, capital, technology, and ideas – as well as the long-term trend decline in real air transport costs which underpins these flows. The impact of Covid-19 saw an abrupt and massive decline in connectivity in 2020, with the number of unique city pairs falling by 30% or more than 6,500 routes. The recovery since that time has been more subdued, as travel restrictions have gradually been removed and routes re-opened around the world. To date, domestic air connectivity has recovered to around 89% of its pre-COVID level and international connectivity is currently at around 68% of the level of 2019. The gap between the two is closing, reflecting the broader re-opening of international routes over the course of this year. Despite the observed recovery in the number of city pair routes, it is important to note that at least initially, the frequency on those routes is unlikely to be immediately restored to pre-pandemic levels. In other words, the return of capacity will lag the recovery in the absolute number of city-pair connections. 

_____________________________________________________________________________________________ 

Contents:

1. The Big Picture.

2. Significant headwinds.

3. Oil.

4. Inflation.

5. Central banks.

6. The strength of the US dollar.

7. Recent Trends in Air Transport.

8. The Outlook for Air Transport.

9. Industry Financial Performance.

10. Underlying assumptions.

11. Consumers.

12. The wider economy.

13. Capital providers.

14. Labor.

15. Fuel.

_____________________________________________________________________________________________

16. Regions.

17. Risks.

DURATION:  SATURDAYS, 10AM – 11AM EST Timezone (NY)

VIRTUAL DELIVERY: ZOOM / TEAMS. You are able to access virtual courses from any location.

Doing your taxes online is a breeze with TurboTax easy-to-use filing software. We will guide you through each step of the process to get you the refund you deserve.

The one-hour class will concentrate on the preparation Federal and State Income Tax for individuals.

WHO SHOULD ATTEND? – individuals, accountants, students.

BY THE END OF THIS COURSE, YOU WILL BE ABLE TO: 

• Prepare Federal and State Income Tax Return for individuals.
• Perform a thorough interview with a taxpayer.
• Use TurboTax software.

Please contact us at info@redline-analytics.com to get more details.

Digital Report - immediate delivery to your email.

Date of Publishing: 2022.
No. of Pages: 67.

_____________________________________________________________________________________________ 

Contents:

ABOUT THE NTA:

1.  Organizational Philosophy of the NTA.

2. Concepts for management of tax administration.

2.1. Enhancement of services for taxpayers. 

2.2. Promotion of administrative work efficiency and enhancement of organizational foundations.

2.3. Proper and fair taxation and collection and remedy for taxpayer rights.

2.4. Proper management of liquor administration,

2.5. Proper administration of services by Certified Public Tax Accountants (CPTAs).

2.6. Results Evaluation（Evaluation of Policies） and improvement of tax administration. Column1 “Future Vision of Tax Administration” as envisioned by the NTA.

3. Overview of the national tax organization.

3.1. National revenue and taxes.

3.2. NTA budget.

3.3. Organizational structure and number of personnel of the NTA.

EFFORTS FO ENCHANCEMENT OF SERVICES FOR TAXPAYERS:

1. Providing information, etc.

1.1. The NTA website.

1.2. Tax education.

1.3. Lectures.

1.4. Briefings for taxpayers.

1.5. Tax consultation.

1.6. Advance inquiries..

2. 2 e-Tax (Online national tax return filing and tax payment system). Column3 Measures for improving the convenience of e-Tax..

3. Filing for tax return.

3.1. Promotion of filing by e-Tax at home.

3.2. Response to diverse taxpayer needs. 

4. Promotion of cashless payment.

5. Efforts towards My Number System.

5.1. Outline of My Number System.

5.2. Actions as the entity utilizing My Numbers and Corporate Numbers.

5.3. Promotion of popularization of My Number Card.

5.4. Actions as the entity assigning Corporate Numbers.

6. Promoting digitalization of administrative services. Column4 “Center-based system for Internal administrative tasks”

7. Proper withholding tax system operation.

8. Actions for the amended Consumption Tax Act.

8.1. Storing eligible invoices is required for consumption tax (Invoice System).

8.2. Measures for smooth and appropriate shifting of consumption taxes.

9. Cooperation with private organizations.

PROPER AND FAIR TAXATION AND CONTROL.

1. Promotion of proper and fair taxation.

1.1. Priority matters addressed in the tax examinations.

1.2. Utilizing approaches other than field examinations.

1.3. Data and Information.

1.4. Criminal investigation.

2. Ensuring tax payment.

2.1. Establishment of voluntary tax payment.

2.1. Efforts to promote reduction of tax delinquency.

2.2. The Office of Tax Collections Call Center.

2.3. Public Auctions.

2.4. Accurate and efficient management of claims and liabilities.

3. Addressing international transactions.

3.1. Background.

3.2. Actions against the affluent class and corporations conducting cross-border transactions. ① Enhancement of information resources  ② Enhancement of human resources for examination  ③ Reinforcement of global networks.

3.3. Actions against the affluent class and corporations that conduct cross-border transactions.

4. Cooperation with foreign tax authorities.

4.1. Technical cooperation for developing countries.

4.2. Other technical assistance.

4.3. Cooperation among countries for tackling the challenges in tax administration. 

REMEDY FOR TAXPAYER RIGHTS.

1. Request for re-examination.

2. Request for reconsideration.

3. Litigation.

4. Trend in remedies for taxpayer rights.

LIQUOOR INDUSTRY

1. Situation of Liquor Industry.

1.1. Situation of domestic market. 

1.2. Situation of the Japan-made liquor exports.

1.3. Impact of the Covid-19 pandemic.

2. Efforts of the NTA.

2.1. Efforts for cultivating sales channels and promoting exports.

2.2. Branding and promotion of sake brewery tourism.

2.3. International negotiations for abolition of customs duties, import restrictions, etc.

2.4. Technological assistance. Column5 Initiatives to realize the registration of sake, shochu, awamori, etc. as the UNESCO Intangible Cultural Heritage.

2.5. Measures for small and medium enterprises.

2.6. Establishment of a fair trading environment of liquor.

2.7. Response to social demands.

_____________________________________________________________________________________________

-        Gemological Institute of America (GIA) Certification

Organizing processes on how to obtain a GIA Certificate.

The GIA report details the diamond's dimensions, clarity characteristics, color grade, cut grade, polish, symmetry, and any inscriptions.

-        Appraisals and Authentication

Orchestrating appraisals to assess the value of jewelry pieces or authenticate the origin and craftsmanship, especially for antique or high-value items.

-        Jewelry Art Market Expertise

Offering expertise on the value, history, and artistry of different pieces, helping clients make informed decisions about buying, selling, or collecting jewelry as art.

The cost of service is for a 30-min consultation.

Digital Report - immediate delivery to your email.

Date of Publishing: 2021.
No. of Pages:  4.

The green loan market aims to facilitate and support environmentally sustainable economic activity. The Green Loan Principles (GLP) have been developed by an experienced working party, consisting of representatives from leading financial institutions active in the global syndicated loan markets, with a view to promoting the development and integrity of the green loan product.

________________________________________________________________________________________________

Contents:

 1. Introduction.
 2. Green Loan Definition.
 3. Green Loan Principles – Core Components. 
 3.1. Use of Proceeds.
 3.2. Process for Project Evaluation and Selection.
 3.3. Management of Proceeds.
 3.4. Reporting.

 4. Review.

________________________________________________________________________________________________

Digital Report - immediate delivery to your email.

Date of Publishing: 2023.
No. of Pages: 21.

______________________________________________________________________________________________

Contents:

1. Why we call them generation Alpha.

2. The Who, What, When, Where and How of Generation Alpha.

3. Engagement Across The Generations.

4. The Future Consumers.

5. The Future of Education.

6. The Future of Work.

7. Parenting and Leading.

______________________________________________________________________________________________

 

 

 

Digital Report - immediate delivery to your email.

Date of Publishing: June 2021.
No. of Pages: 19.

The federal classification of cannabis as a narcotic drug has long stigmatized it and tended to obscure the history of cannabis as a widely respected and clinically utilized medicine. The Cannabis plant has been cultivated throughout recorded history for industrial and medicinal use, but what may be even more surprising to readers today is that cannabis was once a popular and accepted medicine in the modern United States. It took decades of anti-cannabis activism by the federal government—first by the Federal Bureau of Narcotics beginning in the late 1920s, and later by the Nixon administration—to change the mainstream opinion within the medical community that cannabis was a relatively harmless substance with numerous therapeutic applications. 

In 2019, a Pew Research Poll found that over 90% of Americans support legalizing medical cannabis, while an even more recent Gallup poll found that 68% also support legalizing cannabis for recreational use.1 2 Most states have now legalized some form of cannabis use, allowing the U.S. cannabis market to grow substantially. The 2020 cannabis industry was estimated at 20 billion USD, with projections that the industry may exceed 40 billion USD by 2024.3 As cannabis use expands in the U.S., issues that require the guidance of scientists and clinicians are rapidly arising. Patients are looking to their medical providers for information on cannabis safety, potential for interactions with pharmaceuticals, and therapeutic applications. However, the existing legal environment significantly hinders the ability of clinicians to engage with cannabis research or offer clear guidance. The U.S. federal government continues to classify cannabis as a Schedule I Controlled Substance, by definition meaning it has no accepted medical use and is unsafe to use even under medical supervision.4 This position cripples the ability of clinicians to advise patients or to influence the burgeoning cannabis industry.

___________________________________________________________________________________________

Contents:

1. INTRODUCTION & OBJECTIVES.

2. A BRIEF HISTORY OF MEDICAL CANNABIS.

3. THE IMPORTANCE OF THE ENDOCANNABINOID SYSTEM (ECS) IN HEALTH.

4. THE COMPLEX NATURE OF THE CANNABIS PLANT.

4.1. PHYTOCANNABINOIDS.

4.2. TERPENES & FLAVONOIDS.

4.3. SYNTHETIC CANNABINOIDS.

5. CLINICAL USES FOR MEDICAL CANNABIS.

5.1. PAIN.

5.2. ANXIETY & DEPRESSION.

5.3. AUTISM SPECTRUM DISORDER.

5.4. DEMENTIA.

5.5. NEOPLASIA.

5.6. IMPACT ON THE OPIOID CRISIS.

5.7. PTSD & IMPACT ON U.S. VETERAN POPULATION.

5.8. SAFETY CONSIDERATIONS & CLINICAL CAUTIONS.

6. KEY TAKEAWAYS.

7. RESEARCH INITIATIVES.

8. POLICY RECOMMENDATIONS.

 ___________________________________________________________________________________________

Digital Report - immediate delivery to your email.

Date of Publishing: September 2021
No. of Pages: 82

The Mayor’s Office of Media and Entertainment (MOME) launched the NYC Film & Television Economic Impact Study to provide a detailed assessment of the size, characteristics, and trends of the New York City film and television industry.

___________________________________________________________________________________________

Contents:

1. Executive Summary
2. Introduction
3. Film and Television Industry Framework
4. Total Economic Impact
5. Direct Economic Impacts by Sector
6. Motion Picture & Video Production
7. Talent
8. Subscription Programming
9. Television Broadcasting
10. Advertising & Media Buying
11. Postproduction & Other Services
12. Distribution & Consumption
13. Broader Economic Impacts
14. Challenges
15. COVID-19 Impacts
16. Recommendations
17. Conclusion

___________________________________________________________________________________________

Digital Report - immediate delivery to your email.

Date of Publishing: 2024.
No. of Pages: 12.

Contents:

1. HIGH RISKS HIGHLIGHT THE IMPORTANCE OF BOOSTING 
   RESILIENCE TO SHOCKS .
2. SECURING FISCAL SUSTAINABILITY IS KEY.
3. RAISING PRODUCTIVITY GROWTH SHOULD BE PRIORITISED.
4. THE GOVERNMENT AIMS TO MEET CLIMATE GOALS, WHILE 
   ENSURING ENERGY SECURITY.
5. LIMITING DEMOGRAPHIC HEADWINDS REQUIRES 
   MULTIPRONGED REFORM.

Digital Report - immediate delivery to your email.

Date of Publishing: 2024.
No. of Pages: 502.

______________________________________________________________________________________________

Contents:

Chapter 1 Research and Development 
Chapter 2 Technical Performance 
Chapter 3 Responsible AI 
Chapter 4 Economy 
Chapter 5 Science and Medicine 
Chapter 6 Education 
Chapter 7 Policy and Governance 
Chapter 8 Diversity 
Chapter 9 Public Opinion 

Appendix 

1.1 Publications 
1.2 Patents 
1.3 Frontier AI Research 
1.4 AI Conferences 
1.5 Open-Source AI Software 

_____________________________________________________________________________________________

 

Date of Publishing: 2019.
No. of Pages: 59.
Language: Russian.

Задача исследования, проведенного Центром социального проектирования «Платформа» – ответить на ключевые вопросы:
▪ Каково сегодняшнее место России в мировом освоении космоса?
▪ Какие развилки и возможности фиксируют эксперты в отношении космической
программы страны?
▪ Какой запрос со стороны различных сегментов бизнеса и общества сформирован к центрам принятия решений в этой области?

___________________________________________________________________________________________

Содержание:

Глава 1. Освоение космоса: мировой контекст.
1.1. Основные космические державы.
1.2. Конкурения против кооперации.
1.3. Международное космическое право.
1.4. Space: феномен Элона Маска.
Глава 2. Россия в космосе.
2.1. Общественное восприятие.
2.2. Преимущества российской космонавтики.
2.3. Барьеры космической отрасли России. 
2.4. Ожидания экспертного сообщества.
Глава 3. Перспективы освоения космоса: 21 век.
3.1. Стратегичекие развилки и точк роста.
3.2. Вертикальная экосистема.
3.2.1. Перпективы диверсификации космической отрасли.
3.3. Космос 2.0. - перспективы космических стартапов в России.
Глава 4. Феномен космоса: фокус в будущее.
4.1. Человек и космос.
4.2. Космические стереотипы.
4.3. Образ будущего: новые акценты коммуникации. 
Выводы.

График 1. Выручка мирового космического рынка, млрд $, 2007 - 2016.
График 2. Бюджет космических агентств (в текущих млрд $), 1989 - 2019.
График 3. Доли компаний и стран на рынке коммерческих запусков (Россия, США, Китай, Европа, Япония, SpaceX), 2010-2018.
График 4. Направления существующих и перспективных международных альянсов.

Таблица 1. Перспективные направления диверсификации.

Таблица 2. Аварийные запуски ракет космического назначения в России, 2010-2019.

___________________________________________________________________________________________

 

DURATION:  ONLINE

VIRTUAL DELIVERY: ZOOM / TEAMS.

You are able to access virtual courses from any location. 

INDIVIDUALLY / GROUPS

Fundamentals of Project Finance Analysis provides a solid foundation of best practice tools and techniques for fundamental credit analysis.

The course begins by introducing Project Finance Market (Renewables, Infrastructure Deals). The course then dives into risk assessment, including cashflow analysis. 

WHO SHOULD ATTEND? – Credit risk analysts, portfolio managers, investment bankers, students.

BY THE END OF THIS COURSE, YOU WILL BE ABLE TO: 

• Apply a structured approach to credit risk assessment for Project Finance Deals
• Calculate and interpret key financial ratios used in the credit rating process.
• Interpret financial statements for their effectiveness, relevance and vulnerability.
• Define key business risks (country, industry, market, consumer).
• Use data bases and public resources related to credit risk.
• Preparation of Credit Application / Annual Review Report.

Please contact us at info@redline-analytics.com to get more details.

Digital Report - immediate delivery to your email.

Date of Publishing: 2023.
No. of Pages: 97.

If you run a winery, the worst place to find yourself entering a recession is with bloated inventory levels. That leads to rapid discounting. In a weak vintage year, wholesalers may even try to skip over that vintage in favor of the better vintage, as was the case with the 2000 and 2001 vintages that collided with the dot-com bubble. While every recession since the late ’80s has started with too much wine in the tanks, the good news, even with flagging overall demand for wine today, is that with three years in a row of short harvests and good-quality vintages, we have balanced cellar stocks of well-regarded vintages across the industry, so we are the best positioned we’ve ever been to successfully negotiate a recession, should that actually emerge. Those are the facts as they stand heading into 2023. But in a more intermediate-term view, there has never been a wider gulf between the success of the production side of the wine business and that of the premium side. The downward trend has been discussed in this report for many years. And while trading up is still a part of the premium space vernacular that favors the premium business today, those issues impacting lower-priced wine will eventually impact premium producers too if nothing alters the current consumer trajectory of the entire category. This is a situation our industry has to fully embrace and solve as a whole.

_____________________________________________________________________________________________

Content:

1. Introduction.

2. Predictions in Review.

3. US Wine Business Predictions and Observations.

4. The Consumer and Demand.

5. Advertising and Promoting.

6. The Winery Sentiment Index.

7. Sales Trends.

8. Cumulative Negative Health Messaging.

9. Have You Ever Raised Bottle Prices?

10. Premium Winery Financial Performance.

11. Grape And Wine Supply.

12. Final Thoughts.

13. Endnotes.

_____________________________________________________________________________________________

 

 

 

 

Digital Report - immediate delivery to your email.

Date of Publishing: 2021.
No. of Pages: 57.

We have been extensively researching the wine business since 1991 and making public forecasts for 20 years. Some years we properly characterize a market change. In other years, our findings might be off in timing or even wrong. The events of 2020 introduced more chaos than anyone could have predicted, but we will once again review the forecasts made last year, just to keep score.

To say 2020 was a difficult year is an understatement. While bruised, most of us are back at our craft with hopeful anticipation as we move toward a COVID-free world. While I can say with confidence that 2021 will be better, I can also say that “normal,” when we get there, will be different from what we left. There are new issues that need to be planned for. We believe this report will inform your team’s thinking about the niche you occupy within the wine business, help you anticipate potential 2021 scenarios that will require planning and guide you toward joining other successful wineries that have adapted to changed market conditions and new opportunities. We hope it will inspire you to get creative about possibilities with your strategic planning, and that engaging in that process may help you improve your chances of success in the year ahead.
___________________________________________________________________________________________

Contents:

1. Introduction.
2. 2020 predictions in review.
2.1. What we got right.
2.2. What we got partially right.
2.3. What we got wrong.
3. 2021 US wine business predictions and observations
3.1. Top-level forecast.
3.2. Supply.
3.3. Price.
3.4. Seven tailwinds.
3.5. Seven headwinds.
4. Sales channels.
4.1. Where total wine sales up or down in 2020.
4.2. Off-remise sales and changes.
4.3. On-premise sales and changes.
4.4. Direct-to-consumer sales.
4.5. Direct sales and investment.
5. Harvest and grape and wine supply.
5.1. Moving from acute oversupply to balance in months.
5.2. Finding balance through shifting channels.
5.3. Finding balance in unorthodox ways.
5.4. Formats, varietals and packaging.6. Demographics and marketing.
6.1. Consumption patterns: Millennials vs. Boomers.
7. Cumulative negative health messaging.
7.1. Neo-prohibition, the original.
7.2. Neo-prohibition, the sequel.
8. The year in review.
8.1. Surprise and shock: The first 90 days of the pandemic.
8.2. What is normal during a summer pandemic?
8.3. The four seasons - winter, spring, summer and fire.
8.4. Abdominal economic impacts of this research.
9. Conclusion.
10. Endnotes.
Figure 1. Preliminary US wine market volume 2019-2020.
Figure 2. Off-premise volume and value changes in 2020 vs. prior year.
Figure 3. Figure 3. Month-to-month average price changes of top 100 best-selling SKUs off-premise.
Figure 4. Restaurants wine depletions from distributor stock, year-over-year comparison.
Figure 5. Year-over-year changes to on-premise wine sales.
Figure 6. Winery restaurant sales as percent of total winery sales.
Figure 7. Average winery's sales channels.
Figure 8. Direct-to-consumer channel movement in 2020.
Figure 9. Growth in direct channels.
Figure 10. Sales growth rates of West Coast premium wineries.
Figure 11. E-commerce trends in alcohol.
Figure 12. E-commerce penetration.
Figure 13. Data analytics person.
Figure 14. California crush of wine grapes vs. consumption of California table wine.
Figure 15. California bulk wine inventory.
Figure. 16. California bulk wine inventory changes. 
Figure 17. Harvest yields in 2020.
Figure 18. Harvest quality in 2020.
Figure 19. Growth and market share of formats.
Figure 20. Varietal growth and share of market.
Figure 21. Long-term trend of off-premise retail sales (rolling 52 weeks).
Figure 22. US population by age (Gen Z, Millennials, Gen X, Boomers, Matures).
Figure 23. Wine consumption by cohort.
Figure 24. Consumption by cohort based on winery's average bottle price.
Figure 25. Generation differences  in wine (Millenials, Gen X, Boomers).
Figure 26. Sample snack food label.
Figure 27. Percent change in per capita ethanol consumption.
Figure 28. US unemployment rate  2019-2020.
Figure 29. Change in number of seated diners in US restaurants vs. prior year.
Figure 30. Average winery's sales channels - April 1, 2020.
Figure 31. Off-premise change in value vs. prior year.
Figure 33. Direct-to-consumer channel movement in 2020.
Figure 34. Daily new COVID-19 cases in the US.
Figure 35. Premium winery income statement averages.
Figure 36. Impact o smoke and fires.
Figure 37. Insurance coverage for significantly impacted vintners.
Figure 38. Employment 2007 - 2012.
Figure 39. Employment 2015 -2020.
Figure 40. US luxury wine sales.
Figure 41. Core retail sales except auto, seasonally adjusted.
Figure 42. Nielsen-covered outlets, grocery and drug. 

___________________________________________________________________________________________

 

 

 Digital Report - immediate delivery to your email.

Date of Publishing: 2020.
No. of Pages: 100.
Language: English.

The Arctic region is going through a serious transformation as it faces the disruptive challenges of climate change and shifting global political, social and economic patterns. The harsh environmental conditions of the Arctic have long constrained economic activity in the region. The climate crisis, while having a negative impact on the region in some senses, opens up new prospects for development in others. The Arctic has become a geopolitical hot spot where global and regional players seek to increase their influence. Demographic shifts, transformative urbanisation and sustainable indigenous communities are at the core of regional social development.

Understanding the driving forces that will influence the business and political landscape of the Arctic in the coming decades is crucial for policymakers and businesses in order to come up with mutually beneficial approaches for exploiting opportunities without harming the unique Arctic natural and social ecosystem.

___________________________________________________________________________________________

Contents:
1. EXECUTIVE SUMMARY.
2. INTRODUCTION.
3. ARCTIC TODAY ARCTIC-2050.
- CONCLUSIONS METHODOLOGY СASES REFERENCES REGIONAL LANDSCAPE.
     *CLIMATE CRISIS.
     *SOCIAL DEVELOPMENT.
     *DEMOGRAPHIC CHANGES.
     *ECONOMIC VALUE OF THE ARCTIC REGION.
     *TECHNOLOGIES AND INNOVATION.
     *GEOPOLITICAL LANDSCAPE.
     *INSTITUTIONAL ECOSYSTEM AND ENABLING ENVIRONMENT.
- STAKEHOLDERS AND DIVERSE INTERESTS.
4. SCENARIOS:
- SCENARIO 1. DARK AGES.
- SCENARIO 2. AGE OF DISCOVERY.
- SCENARIO 3. ROMANTICISM.
- SCENARIO 4. RENAISSANCE.
- TRIPLE-BOTTOM LINE IMPLICATIONS.
5. CONCLUSIONS.
6. METHODOLOGY.
7. СASES:
- ROSATOM (ICEBREAKERS).
- METHANOL MARINE FUEL (METHANEX).
- NORTHERN SEA ROUTE.
- LNG: LOCAL FUEL FOR GLOBAL NEEDS.
- ARCTIC CITIES.
- ARCTIC CONNECTIVITY.
- ARCTIC INDIGENOUS PEOPLES.
- MINING IN THE ARCTIC.
- AIRSHIPS FOR ARCTIC.
- CREATIVE INDUSTRIES.
8. REFERENCES.

FIGURE 1: GREENHOUSE GAS EMISSIONS TREND.
FIGURE 2: PERMAFROST IN THE NORTHERN HEMISPHERE.
FIGURE 3: THE LEVEL OF URBANIZATION OF ARCTIC REGIONS BY COUNTRY, %.
FIGURE 4: INDIGENOUS AND NON-INDIGENOUS POPULATION IN THE ARCTIC.
FIGURE 5: SHARES OF THE ARCTIC STATES, BY LAND AREA, POPULATION AND GRP, 2012.
FIGURE 6: GVA IN CURRENT PPP IN 2016.

 

BOX 1: DECLINE OF RUSSIAN ARCTIC POPULATION.
BOX 2: NEW CULTURAL COMMUNITIES IN THE ARCTIC.
BOX 3: CARBON FOOTPRINT OF LNG PRODUCTION.
BOX 4: FIELDS OF TECHNOLOGIES APPLIED FOR ARCTIC REGION.
BOX 5: MAJOR STAGES OF ARCTIC GEOPOLITICS.
BOX 6: MILITARIZATION IN THE ARCTIC.
BOX 7: STAKEHOLDERS IN THE ARCTIC REGION.
BOX 8: MAP OF KEY FACTORS THAT HAVE THE POTENTIAL TO SHAPE THE ARCTIC REGIONAL DEVELOPMENT.
BOX 9: CRITICAL UNCERTAINTIES.
BOX 10: BLACK SWANS EVENTS.
BOX 11: SCENARIOS MATRIX.
BOX 12: REGIONAL TRIPLE BOTTOM LINE PERFORMANCE UNDER EACH SCENARIO.
BOX 13: SCENARIOS BUILDING PROCESS.
BOX 14: MAIN GLOBAL TRENDS AND THEIR IMPACT ON NSR DEVELOPMENT.

MAP 1: ARCTIC INDIGENOUS PEOPLES BY LANGUAGE GROUP.

___________________________________________________________________________________________

Digital Report - immediate delivery to your email.

Date of Publishing: March 2021
No. of Pages: 142
Language: English

 

Oil and gas companies are coming under increasing pressure from regulators, investors, and clients to reduce the carbon footprints of their products. Developing a decarbonization strategy is an integral, multistage process, unique to each individual company and dependent on is asset structure, production technologies, investment portfolios, and regional regulations. In terms of specific initiatives addressing decaronization methods, from which companies can compose the optimal set for themselves: 1. Operational methods (Operational efficiency improvement; Recycling, reuse, and the utilization od secondary energy sources; Energy efficiency; Relationships with suppliers and subcontractors); 2. Effective monetization of methane and APG; 3. Shifting to low carbon energy sources; 4. Corporate Strategy methods (Optimized portfolios; Trading and offsetting carbon credits).

___________________________________________________________________________________________

Contents:

1. Foreword
2. Executive Summary
3. Introduction
4. GHG Emissions in the oil and gas industry
5. The decarbanization goals, strategies, and method of leading international oil and gas companies.
6. Economics of decarbanization in oil and gas sector.
7. Conditions for decarbonization in Russia and decarbonization priorities of the Russian oil and gas companies.
8. Conclusions and recommendations.

Figure 1: GHG emissions in 2017 by industry.
Figure 2: GHG emissions from oil and gas sector and oil and gas production growth.
Figure 3: Growth in unconventional oil and gas production.
Figure 4: GHG emission levels for different types of oil produced.
Figure 5: Oil and gas industry's GHG emissions structure in 2017.
Figure 6: GHG emissions by supply chain.
Figure 7: GHG emissions in refining.
Figure 8: GHG emission scopes.
Figure 9: Accounting for climate within the business strategies of companies within different sectors.
Figure 10: GHG intensity during production for leading international oil and gas companies.
Figure 11: Change in per unit of GHG emissions during production.
Figure 12: Methods of decarbonization of the oil and gas industry.
Figure 13: Methodos for the decarbonization of the oil and gas industry within the 4R framework.
Figure 14: Breakdown of global demand for CO2, 2015.
Figure 15: Adding 'recycle' to the circular carbon economy.  
Figure 16: Estimate of BECCS use potential through 2100.
Figure 17: APG flaring volumes worldwide.  
Figure 18: APG flaring volumes by countries.
Figure 19: Global methane emissions by countries.
Figure 20: Sources of methane (CH4) emissions.
Figure 21: OGCI initiative on methane emission reduction.
Figure 22: Number of tankers in the oil and gas industry by type of fuel.
Figure 23: Potential 200-2030 CapEX for oil and gas projects that fit within different IEA scenarios by resource type.
Figure 24: Top 10 companies with inorganic growth in resources and top 10 companies with inorganic reduction in resources. 
Figure 25: Proportion of leading oil and gas companies' investments in low-carbon technologies.
Figure 26: Corporate venture capital investments of oil and gas corporations from 2008 to 2017.
Figure 27: Average weighted carbon price.
Figure 28: Transacted voluntary carbon offset volumes and average prices by project type, 2019.
Figure 29: Mechanisms of mandatory and voluntary markets.
Figure 30: Overview of carbon dioxide capture technologies.
Figure 31: Different carbon dioxide handling technologies and their readiness for industrial implementation.
Figure 32: Direct air capture of carbon dioxide.
Figure 33: Closing the carbon cycle.
Figure 34: Comparison of oil production cost breakdowns (pre-tax).
Figure 35: CO2 direct emissions from primary chemical manufacturing facilities in 2015.
Figure 36: Contribution of different factors to reducing direct greenhouse gas emissions in primary chemical manufacturing  by 2050.
Figure 37: Areas of CO2 emission reduction by petrochemical sector enterprises.
Figure 38-39: Global plastic handling flows in 2018.
Figure 40: Demand for primary raw materials in PE, PP and PET manufacturing and their recycling in 2010/2035. 
Figure 41: Energy intensity of manufacturing primary chemicals under the sustainable development scenario, 2015-2030.
Figure 42: Matrix of several decarbonization technologies in oil and gas sector.
Figure 43: The role of key technologies in the reduction of average GHG emissions intensity of oil and gas production in the IEA Sustainable Development Scenario in 2018 - 2030.
Figure 44: Main technological options for GHG emissions reduction along the value chain of the oil  and gas sector.
Figure 45: Share of international credits and loans in the debt capital of individual Russian oil and gas companies.
Figure 46: Breakdown of oil and gas industry GHG emissions in the RF in 2018.
Figure 47: Operation of GAZPROM GTD and gas consumption for GTS processing needs.
Figure 48: Estimations of methane emissions in Russia.
Figure 49: APG production, combustion, and utilization in Russia.
Figure 50: Geographic distribution of average values of the Russian forest carbon balance.
Figure 51: Dynamics of carbon losses in Russia due to cutting ad fires.

Table 1: GHG emissions of the leading international oil and gas companies by scope.
Table 2: Climate targets of leading international oil ad gas companies.
Table 3: Typical operating excellence management systems elements.
Table 6: Price for different bunkering fuels in 2020.
Table 7: Price per kW of tanker capacity in 2019.
Table 8: Share of carbon allowances purchased by oil and gas companies on EU ETS market in the total volume if regulated GHG emissions.
Table 9: Comparative forecast of CO2 pricing.
Table 10: Global carbon stocks in vegetation and sold carbon pools to the depth.
Table 11: Summary of types of forest carbon finance, 2009 and 2009 - 2016 cumulative.
Table 12: Transacted voluntary carbon offset volume, value and weighted average price by project category, 2019.
Table 13: Sample projects (Shell, ConocoPhilips, Repsol, LUKOIL, Saudi Aramco, Equinor).
Table 14: CO2 capture technologies.
Table 15: SWOT analysis of CCUS.
Table 16: Examples and features of CCUS projects implemented by oil and gas companies.
Table 17: Carbon capture, transportation, utilization and storage costs.
Table 18: Polymer product recycling share.
Table 19: Evaluation of costs and volume of GHG emissions reduction by technological method.
Table 20: Current status of the main elements o the GHG emission regulation system.
Table 21: Russian oil and gas companies' long-term targets for reducing GHG emissions (as of January 2021).

___________________________________________________________________________________________

 

 

 

Digital Report - immediate delivery to your email.

Date of Publishing: 2023.
No. of Pages: 12

______________________________________________________________________________________________

Contents:

1. The GBF for banks.

2. Bank-wide GBF implementation: risk, opportunities, dependencies, impacts. 

3. Risk.

4. Opportunities. 

5. Dependencies. 

6. Impacts. 

7. Illustrative actions by parts of the bank.

8. Exemplary key sector for banks: food and agriculture. 

9. Next steps for responsible banks.

_________________________________________________________________________________________________

Digital Report - immediate delivery to your email.

Date of Publishing: 2024.
No. of Pages: 129.

_________________________________________________________________________________________________

Contents:

1. Happiness and Age: Summary.
   Helliwell, Layard, Sachs, De Neve, Aknin, and Wang
2. Happiness of the Younger, the Older, and Those In Between.
   Helliwell, Huang, Shiplett, and Wang
3. Child and Adolescent Well-Being:
   Global Trends, Challenges and Opportunities.
   Marquez, Taylor, Boyle, Zhou, and De Neve
4. Supporting the Well-being of an Aging Global Population: Associations between Well-being and Dementia.
   Britton, Hill, and Willroth
5. Differences in Life Satisfaction Among Older Adults in India.                                          Paul, Pai, Thalil, and Srivastava __________________________________________________________________________________________

Digital Report - immediate delivery to your email.

Date of Publishing: 2024.
No. of Pages: 124.

_________________________________________________________________________________________________

Contents:

Chapter 1: Global Risks 2024: At a turning point.

1.1. The world in 2024.

1.2. The path to 2026.

1.3. False information.

1.4. Rise in conflict.

1.5. Economic uncertainty.

1.6. Looking ahead Endnotes.

Chapter 2: Global Risks 2034: Over the limit.

2.1. The world in 2034.

2.2 Structural forces.

2.3. A 3°C world 2.4 AI in charge.

2.5. The end of development?

2.6. Crime wave.

2.7. Preparing for the decade ahead Endnotes.

Chapter 3: Responding to global risks.

3.1. Localized strategies.

3.2. Breakthrough endeavors.

3.3 Collective actions.

3.4. Cross-border coordination.

3.5. Conclusion Endnotes.

______________________________________________________________________________________________

 

Digital Report - immediate delivery to your email.

Date of Publishing: 2023.
No. of Pages: 250.

As Africa’s population grows, creating more and better jobs for youth will be essential for poverty reduction and shared prosperity. This report, Digital Africa: Technological Transformation for Jobs, makes the case for putting digital technologies at the center of a good-jobs strategy for the continent. The report’s overview of current challenges establishes that, although Africa’s mobile internet availability has increased in recent years, its internet infrastructure and the quality of available services still lag behind other regions. Divides in the availability of quality digital services remain an issue in all countries, especially in remote and poorer subregions. Additionally, Africa lags behind other regions in the use of internet services. 

_____________________________________________________________________________________________

Contents:

CHAPTER 1

Digital Technologies: Enablers of Technological Transformation for Jobs.

1.1. What are digital technologies?

1.2. Africa’s jobs and technology challenges.

1.3. Impacts of digital technology use on jobs and poverty.

1.4. Africa’s large internet uptake gap.

1.5. Data and knowledge gaps for future work.

CHAPTER 2

2.1. Enterprises: Creating Better Jobs for More People through Innovation.

2.2. Digital technology use by African enterprises.

2.3. COVID-19 and digital divides.

2.4. Drivers of enterprise use.

2.5. Technology policies for more and better firms.

CHAPTER 3

Households: Supporting Productive Use of DTs for Inclusive Economic Impact. 

3.1. Household internet use is low, uneven, but growing.

3.2. The COVID-19 paradox: Increased internet usage but widened digital divides.

3.3. Understanding constraints to household internet use.

3.4. A policy framework to transform use into inclusive impact.

CHAPTER 4

Digital and Data Infrastructure: Stimulating Greater Availability and Use through Policy and Regulatory Reforms.

4.1. Market challenges of internet connectivity: Affordability, use, and quality.

4.2. Affordability to increase use.

4.3. Availability to reduce digital divides.

4.4. Data infrastructure and regulation for affordability and willingness to use.

4.5. Looking ahead: Regional integration and climate transition.

4.6. Summary of key findings for more inclusive use. 

 

_____________________________________________________________________________________________

Digital Report - immediate delivery to your email.

Date of Publishing: 2023.
No. of Pages: 129.

_____________________________________________________________________________________________

Contents:

CHAPTER 1. Introduction.

1.1. About Fintech and the Future of Finance.

1.2. Conceptual Framework.

1.3. Fintech: What It Is and Why It Matters.

CHAPTER 2. Fundamental Drivers of ­ Fintech.

2.1. Key Technologies: Connectivity and Computing Power.

2.2. Impact of Technology.

2.3. Impact of Economic Forces: Scale Economies, Frictions, and Rebundling.

CHAPTER 3. Market Outcomes.

3.1. Impacts across the Four Dimensions of Market Outcomes.

3.2. Financial Infrastructure.

3.3.  New Business Models and Products.

3.4. New Players: Entry, Concentration, and Competition.

3.5. Implications for Market Structure.

CHAPTER 4. Core Policy Objectives and Evolving Trade-Offs.

4.1. Main Policy Challenges.

4.2. Policy for an Evolving Fintech Market.

4.3. Balancing the Policy Trade-Offs.

CHAPTER 5. Regulation and Supervision.

5.1. Current Regulatory Environment.

5.2. Typology of Regulatory Responses.

5.3. Activity-Specific Regulation.

5.4. Data-Generation Issues: Possibilities and Perils.

5.5. Regulation for Fair Competition.

5.6. Looking Ahead.

CHAPTER 6. Conclusion.

6.1. Emerging Policy Implications.

6.2. Final Remarks.

_____________________________________________________________________________________________

Цена 1 консультации, продолжительность 60 мин.

- Организация и развитие бизнеса в Америке.

- Анализ отраслей, рынков сбыта.

- Комплексный анализ рисков.

- Получение коммерческого кредита в американском банке.

 

 

 

КОГДА:  ONLINE

Цена указана за 1 час индивидуального урока.

ГДЕ:  ZOOM / TEAMS. 

ДЛЯ КОГО:  кредитные аналитики,  инвестиционные банкиры.

ПРОГРАММА:

НАВЫКИ ПО ОКОНЧАНИИ КУРСА:  

- Credit Memo. 

- Project Finance / Credit Application Preparation.

- Financial Models / Downside Scenarios.

 

 info@redline-analytics.com