Friday 7 April 2023

Xcel Energy awards 370MW wind turbine order to Vestas

 Xcel Energy Plans to Add 1.5 GW of Wind Energy to Its Portfolio

Xcel Energy, a leading electricity provider in the US, has announced its plans to add up to 1.5 GW of new wind energy to its portfolio in the Upper Midwest by 2028. This move is in line with the company's goal of reducing carbon emissions by 80% by 2030.

Xcel Energy awards 370MW wind turbine order to Vestas


The company is currently seeking proposals from wind developers to supply the additional capacity, which will be located in Minnesota, North Dakota, South Dakota, and Iowa, and will connect to Xcel Energy's existing transmission system. The new wind farms are expected to be in service by the end of 2028, with construction potentially beginning in 2024.

Xcel Energy already operates a significant amount of wind energy capacity in the Upper Midwest, with over 4 GW of wind generation currently in service. The company's renewable portfolio also includes solar, hydro, and biomass energy sources.

This latest move is part of a broader trend in the US power sector, with utilities across the country adding new renewable energy capacity to meet growing demand for clean energy and to comply with state-level renewable energy targets.

With the addition of 1.5 GW of wind energy to its portfolio, Xcel Energy is well on its way to achieving its goal of reducing carbon emissions by 80% by 2030. The company's commitment to renewable energy is a positive step towards a cleaner, more sustainable future for all.

Thursday 6 April 2023

Raytheon Bags $1.2B Foreign Military Sales Contract From US Army

 Raytheon Technologies Corp has recently secured a $1.2 billion foreign military sales contract from the United States Army, according to reports. The contract includes the production of Patriot Integrated Air and Missile Defense System for an undisclosed international customer.


The Patriot system is one of the most advanced air and missile defense systems in the world 1, designed to detect, track, and intercept incoming missiles. It has been used by the US military and its allies for over thirty years and has been deployed in more than 15 countries.

Raytheon's Patriot system has even been utilized in combat operations such as the Gulf War and the recent Yemen conflict. The contract is estimated to be completed by January 2026, representing a significant win for Raytheon as it showcases their expertise in delivering advanced defense systems to international clients.

Such deals not only strengthen the US defense industry but also solidify its economic standing as a result of foreign military sales. This helps to generate employment opportunities in the country and boost the economy, alongside equipping allies with the necessary defense systems to protect themselves.

In conclusion, Raytheon Technologies' successful bid for the $1.2 billion contract to produce Patriot Integrated Air and Missile Defense System for a foreign client is a significant achievement for the company. The United States Army's contract is an endorsement of Raytheon's expertise as a major player in the defense industry, and is set to boost the economy while achieving the necessary safeguarding of US allies.

Tuesday 4 April 2023

Disney+ EMEA Staff Expecting Layoffs & Content Cuts

 Disney+ EMEA Staff Expecting Layoffs & Content Cuts


Disney’s international EMEA (Europe, Middle East and Africa) teams are bracing for layoffs and content cuts.


Disney+ EMEA Staff Expecting Layoffs & Content Cuts



Disney's international EMEA teams are reportedly preparing for layoffs and content cuts in the near future. According to a Deadline report, Disney+ EMEA staff are expecting the layoffs and content cuts but no specifics have been provided about the extent of the impact. The Walt Disney Company has not released an official statement regarding this matter.

This news is concerning, especially for employees who may be affected by the potential layoffs. As Disney+ continues to grow and expand globally, it is important to monitor any potential changes or impacts to its workforce. Additionally, any content cuts may affect the availability of certain programming for viewers in the EMEA region.

It remains to be seen how these potential layoffs and content cuts will affect the overall operations of Disney+ EMEA, but it is certainly something to watch closely in the coming weeks and months. We will continue to monitor this situation and provide updates as more information becomes available.

Friday 3 February 2023

"Adani Group: Charting a Path to Sustainability and Growth through Long-Term Goals"

 Adani Group: Charting a Path to Sustainability and Growth through Long-Term Goals


"Adani Group: Charting a Path to Sustainability and Growth through Long-Term Goals"



Adani Group Planning To Developed And Investment Strategy There are 

  1. ESG Goals by 2030
  2. Group valuation By 1 trillion
  3. Logistics Infrastructure is the Key to the Future by 2030
  4. The Future of Infrastructure is Green



ESG Goals by 2030

The Adani Group Aims to achieved the ESG Goals by 2030: the world's largest renewable power generating company by 2030. Align or exceed India's NDC target of achieving 33-35% emission intensity reduction To Over 20 Billon investment in RE Generation, Component Manufacturing and Transmission and Distribution First Indian port business in India to get to operational Net-Zero by 2025 First Indian data center company to power all its data centers with renewable energy.



Group valuation By 1 trillion

Adani Group aims to plan Gautam Adani puts in place the plan to take the Group valuation to 1 trillion USD they are Given the size and scale of its portfolio, Adani Group is targeting the group valuation there will play to its strengths and focus on its core verticals – mining, infrastructure, and utilities. Businesses that fit well into the group’s overarching superstructure will become adjacencies like cement, copper, and aluminum. The Enterprises will continue to be the group’s incubator that currently houses new businesses. The Group is looking to hive off some of these new businesses like new energy, airports, and roads over the next 2-4 years. The value of the group’s listed entities has zoomed from 16 billion USD in 2015 to 240 Billion in 2022, but billionaire Gautam Adani’s ambition is to take his group’s value to 1 trillion USD.




Logistics Infrastructure is the Key to the Future by 2030



Adani Group aims to achieve the Logistics Infrastructure is the Key to the Future the need to plan for the future demand, not the current demand, and the future, Mr. Adani argued, would be in the execution of huge infrastructure projects, along the lines of the under-construction Delhi — Mumbai Expressway, the 1,350-kilometre-long highway that will reduce travel time between the two metropolitan powerhouses of the country to just 12 hours from the current 24, passing through such major states as Delhi, Haryana, Madhya Pradesh, Gujarat, Rajasthan, and Maharashtra.


The development activity can catalyze the next steps in using logistics and technology to solve or improve outcomes for long-standing, sometimes intractable problems built into the economy. There are problems that need to solve, with logistics that are integrated, say from the factory gate to the export gate. the need for an integrated view, rather than a piecemeal approach.



Once we can do that, then India will really move ahead, and really start to become competitive in terms of manufacturing, agriculture, and across services. The Technology and a shift in emphasis had enabled APSEZ to become increasingly ambitious in its targets. Having just crossed a major milestone in handling over 300 million metric tonnes of cargo through its ports, APSEZ intends to raise that number to 500 MMT by 2025.

They double even those volumes by 2030. All this, while delivering on a promise to become a carbon-neutral company by 2025. The major disruptor, transforming the trucking industry in ways that would be particularly good for India, eliminating its dependency on imported fossil fuels and bringing costs down “by as much as 90%”. APSEZ now must prepare for the future in which robotics technology and unmanned port operations and EV operations further disrupt the established way of doing business.





The Future of Infrastructure is Green




  • Adani Group aims to achieve the Future of Infrastructure is a Green the Bloomberg India Economic Forum, the need for the green transition was a tremendous industrial opportunity for India. In 2050 India will build the greatest competitive demographic advantage any nation has ever had With their success, Mr. Adani added, will come the greater responsibility to play the leading role in world affairs.
  • They reflected on the future of infrastructure, on how green technology could strike an essential blow in combatting the effects of global warming. But the building blocks for the construction of green infrastructure are in place.




  • The economic production while reducing the carbon footprint of the industry. Here, the ability to produce affordable green hydrogen, using renewable energy in the electrolysis process, will be transformative. The energy-consuming businesses as data centers represented an opportunity.
  • They Adani Group given the rate at which companies in its portfolio were expanding their generation of renewable energy and their storage capacities. the advent of quantum computing and 5G in 2025.
  • They individuals in the developed world will have one interaction with a data center every 20 seconds. They are well positioned to benefit from this trend given our ability to build data centers, connect data centers and provide 100% green power to data centers a provision that will be hard to replicate at an economic scale elsewhere in the world.

Adani Group's History

Adani Group is an Indian multinational conglomerate founded in 1988 by Gautam Adani. The company started as a trading firm and has since expanded into various industries such as ports and logistics, agribusiness, real estate, defense, and power generation. Adani Group has become one of the largest companies in India, with operations in several countries including Australia, Indonesia, and the United States. The group is known for its flagship project, the Mundra Port in the state of Gujarat, which is one of the largest private ports in India.





Sunday 1 January 2023

UNIVERSITY SYSTEM OF GEORGIA Strategic Plan 2024.

The University System of Georgia (USG) has announced the development of a new strategic plan for 2024. The plan, which is currently being developed through a collaborative process involving students, faculty, staff, and other stakeholders, will outline the system's priorities and goals for the coming years.


"UNIVERSITY SYSTEM OF GEORGIA.jpg"

  • One of the key goals of the USG strategic plan is to improve student success and increase the number of graduates from the system's colleges and universities. This includes initiatives to improve retention and graduation rates, as well as efforts to increase access to higher education for underrepresented and disadvantaged populations.
  • Another key focus of the plan is on enhancing the quality of the education and research being conducted within the USG. This includes efforts to attract and retain top faculty, invest in research infrastructure, and support the development of new programs and initiatives.
  • The USG strategic plan will also prioritize sustainability and environmental stewardship, with a focus on reducing the system's environmental impact and promoting sustainable practices across all of its institutions.

Overall, the development of the USG strategic plan for 2024 is an exciting opportunity for the system to set clear goals and priorities for the coming years. By working together and collaborating with stakeholders, the USG can ensure that it is well-positioned to meet the needs of its students, faculty, and the communities it serves.

The University System of Georgia Strategic Plan 2024 was built on a foundation provided by the Board of Regents, the began this process in March 2019. terms of demographic shifts, evolving business and industry needs, and the imperative that we are good stewards with limited resources. These realities are why a cogent strategy, capitalizing on the strengths is critical.

  • Former Chancellor Dr. Stephen Portch led the board in discussions about the system's direction and how more nimbly and efficiently College the 2025 working group led by Georgia College and State University president Steve Dorman, also laid the groundwork for this plan by envisioning the delivery of public higher education in a nimbler and more efficient fashion.
  • The Vision Statement Strategic Plan 2024 was developed under the guidance of the following vision statement.
  • The University System of Georgia will excel in meeting the needs of their state and economy through universities and colleges that provide an affordable, accessible and high-quality education promote students' lifelong success, and create, disseminate and apply knowledge for the advancement of our state, nation, and world. the vision statement puts student success at the center of the plan and directs us to align our teaching, research, and service mission toward improving the state and its economy.
  • This is the lofty vision noted previously: facing challenges and opportunities.
UNIVERSITY SYSTEM OF GEORGIA_(Strategic Plan 2024 Development)

Student Success

  • The University System of Georgia Strategic Plan 2024 Goals from Student Success will increase degree completion through high-quality and lifelong academic options focused on learning and elimination of barriers to access and success for all Georgians.
  • Metrics to Increase the number of degrees and certificates awarded from 67,854 in FY 2019 to 74,916 in FY 2024.
  • To Increase the number of adult-aged undergraduate students from 42,967 in Fall 2018 to 45,160 in Fall 2023.The Strategic Initiative to Momentum Approach and Strategic Initiative Expand Distance Education Opportunities.

Responsible Stewardship

  • The University System of Georgia Strategic Plan 2024 Goals from Responsible Stewardship will ensure affordability for students by containing costs and optimizing efficiency across the system.
  • the Metrics to Reduce average time to degree for bachelor’s degrees from 5.1 years in FY 2019 to 4.9 years in FY 2024, and average time to degree for associate degrees from 4.4 years in FY 2019 to 4.0 years in FY 2024 and Increase annual savings to students through free textbooks from 16 million in FY 2019 to at least 24 million by FY 2024.
  • To Decrease the percentage of students that maximize their total federal student loan borrowing from an average of 83 percent over the last three years to 75 percent by FY 2024. Strategic Initiative Know More Borrow Less and Strategic Initiative Affordable Learning Georgia.

Economic Competitiveness

  • The University System of Georgia Strategic Plan 2024 Goals from Economic Competitiveness The will advance Georgia through investing in world-class research and equipping students with marketable skills knowledge and experience.
  • Metrics By Fall 2023 all institutions will have created and implemented the process to measure student achievement of marketable skills in the new general education curriculum.
  • The Increase in research expenditures from 1.54 billion in FY 2019 to 1.87 billion in FY 2024 and USG will collaborate with institutions to create the metric on faculty scholarly productivity.
  • The Strategic Initiative Redesign General Education Curriculum Both USG’s College 2025 initiative and the Momentum Approach has demonstrated the need to update the structure and content of USG's general education curriculum to better prepare students with the skills.
  • The Strategic Initiative to Expand Nexus Degrees.

Community Impact

  • The University System of Georgia Strategic Plan 2024 Goals from Community Impact.
  • they will work with their communities to improve their quality of life.
  • The Metrics Increase the number of graduates in health professions from 7,388 in FY 2019 to 7,996 in FY 2024. Increase the number of student enrollments in experiential learning courses from 42,129 in FY 2019 to 150,000 in FY 2024.
  • The Strategic Initiative Increase the number of graduates in health professions and Strategic Initiative to Expand Experiential Learning Opportunities.

About the UNIVERSITY SYSTEM OF GEORGIA

The USG is the sixth-largest university system in the United States by total student enrollment, with 333,507 students in 26 public institutions. USG institutions are divided into four categories: research universities, regional comprehensive universities, state universities, and state colleges.









TecBan Sustainability Goals

TecBan  Sustainability Goals


TecBan  Sustainability Goals


TecBan, a leading provider of payment solutions in Brazil, has announced its sustainability goals for the coming years. The company is committed to reducing its environmental impact and supporting the communities in which it operates, and has outlined a range of initiatives to achieve these goals.

  • One of the key pillars of TecBan's sustainability plan is the reduction of greenhouse gas emissions. The company has set a goal to become carbon neutral by 2025 and is implementing a range of initiatives to achieve this target. This includes the use of renewable energy sources, the optimization of energy use, and the promotion of sustainable practices throughout the organization.
  • In addition to its environmental efforts, TecBan is also focused on supporting the communities in which it operates. The company has a number of initiatives in place to promote social and economic development, including education programs, job training, and partnerships with local organizations.
  • TecBan is also committed to driving innovation and adopting new technologies that can help to reduce its environmental impact. The company is working with partners to develop and implement solutions that can reduce waste and improve resource efficiency, and is dedicated to staying at the forefront of sustainable practices in the payment solutions industry.

Overall, TecBan's sustainability goals are a testament to the company's commitment to reducing its environmental impact and supporting the communities in which it operates. With its focus on sustainability, TecBan is well-equipped to lead the way in the industry and create a positive impact for its stakeholders.


TecBan  Sustainability Goals


  • TecBan are in constant transformation, focusing on creating sustainable differential competitive advantages in the financial industry. 
  • The company's strategy is centered on diversifying revenues, expanding products and the markets the company serve and are putting into practice distribution strategies, a product base and scalability to attain new business partners.
  • Their platform integrates in a simple manner different programming interfaces that allow financial institutions to provide their services to clients. 
  • The company also remained at the forefront by initiating the operations of their Open Insurance platform. The company's path to the future has four key drivers.
  • To transform self-service facilities in Brazil, Growing insertion in innovation ecosystems.
  • To strengthen their presence with new digital platforms and to establish partnerships and strategic alliances. With customized solutions their aim is to reach locations where the population most needs access to financial services.


Saturday 17 December 2022

SaudiJapan Vision 2030

 Saudi-Japan Vision 2030




Building Strategic Partnership  


The Kingdom of Saudi Arabia and Japan have developed strong diplomatic relations since 1955, when both countries first established political ties. The two countries have gained mutual benefits as Saudi Arabia has been the largest and stable oil supplier for Japan, and Japan has been one of the largest customers for Saudi Arabia. Similarly, strong mutual ties were developed through trade and transfer of high quality products, technologies and projects. Today, both FRXQWULHV are building on their mutual trust developed through understanding of each other’s culture to deepen and broaden the existing bilateral relations and establish a solid strategic partnership. In the spirit of mutual benefit and coprosperity, both FRXQWULHV have recognized the importance to cooperate to realize their respective visions. In September 1st, 2016, HRH Deputy Crown Prince Mohammed bin Salman and Prime Minister Shinzo Abe decided to set up the Joint Group for “Saudi-Japan Vision 2030 (SJV 2030)”, heralding a new era of partnership between the two FRXQWULHV.


The Joint Group is chaired by five ministries: Saudi Arabia’s Ministry of Economy and Planning (MEP), Ministry of Commerce and Investment (MCI), and Ministry of Energy, Industry and Mineral Resources (MEIM), and Japan’s Ministry of Economy, Trade and Industry (METI) and Ministry of Foreign Affairs (MOFA). The first Joint Group meeting was held in Riyadh, on October 9th 2016, headed by Eng. Adel M. Fakeih, Minister of Economy and Planning, Dr. Majid Bin Abdullah Al Kassabi, Minister of Commerce and Investment and Eng. Khalid A. Al-Falih, Minister of Energy, Industry and Mineral Resources from the Kingdom of Saudi Arabia and Mr. Hiroshige Seko, Minister of Economy, Trade and Industry and Mr. Kentaro Sonoura, State Minister for Foreign Affairs from Japan.



Saudi Sub-group members MEP: Ministry of Economy and Planning MCI: Ministry of Commerce and Investment MEIM: Ministry of Energy, Industry and Mineral Resources MOFA: Ministry of Foreign Affairs SME Auth.: SME Authority SAGIA: Saudi Arabian General Investment Authority MEWA: Ministry of Environment, Water and Agriculture MOHO: Ministry of Housing MOT: Ministry of Transport MCIT: Ministry of Communications and Information Technology TADAWL: Saudi Stock Exchange SIDF: Saudi Industrial Development Fund MOF: Ministry of Finance ARAMCO: Saudi Aramco KACST: King Abdulaziz City for Science and Technology NICDP: National Industrial Clusters Development KACARE: King Abdullah City for Atomic and Renewable Energy SASO: Saudi Standards, Metrology and Quality Organization SEC: Saudi Electricity Company MLSD: Ministry of Labour and Social Development TVTC: Technical and Vocational Training Corporation HRDF: Human Resource Development Fund SDB: Social Development Bank MOE: Ministry of Education SCTH: Saudi Commission for Tourism and National Heritage


Japan Sub-group members METI: Ministry of Economy, Trade and Industry MOFA: Ministry of Foreign Affairs JCCME: Japan Cooperation Center for the Middle East JETRO: Japan External Trade Organization MHLW: Ministry of Health, Labour and Welfare MLIT: Ministry of Land, Infrastructure, Transport and Tourism MAFF: Ministry of Agriculture, Forestry and Fisheries FSA: Financial Services Agency MOF: Ministry of Finance JBIC: Japan Bank for International Cooperation INCJ: Innovation Network Cooperation of Japan JPX: Japan Exchange Group, Inc. ANRE: Agency for Natural Resources and Energy SMEA: Small and Medium Enterprise Agency JICA: Japan International Cooperation Agency MEXT: Ministry of Education, Culture, Sports, Science and Technology


Saudi-Japan Vision 2030 Statement, Pillars, Themes and Enablers


Background Overview of Saudi Vision 2030 Recently, the Kingdom of Saudi Arabia has unveiled Vision 2030, an economic and social blueprint aiming to reinforce and leverage the Kingdom’s capabilities and unleashing its full strengths to build a diversified and sustainable economy. In Vision 2030, the Kingdom emphasizes its objective to be the heart of Arab and Islamic worlds, utilize its investment power to create a more diverse and sustainable economy and to capitalize on its strategic geographic location to be an integral driver of international trade by connecting three continents.

 Saudi Arabia aims to accomplish these strategic objectives by focusing on three themes: A vibrant society – Protected by caring families and supported by empowering social and healthcare systems, a vibrant society living in moderation and proud of its national identity is a strong foundation for economic prosperity.

A thriving economy – By focusing on building an educational system aligned with market needs, providing opportunities for entrepreneurs and SMEs and developing promising economic sectors, the Kingdom seeks to ensure a thriving and diversified economy An ambitious nation – Building an effective, transparent, accountable, enabling and high-performing government helps develop the adequate environment for all stakeholders in the Saudi society Vision 2030 will shape the future of Saudi Arabia by transforming the Kingdom’s national economy through a multitude of implementation progress initiatives across various economic sectors. Furthermore, the Kingdom aims to revitalize its socio-cultural landscape by focusing on ambitious initiatives in education, tourism, sports and entertainment.




Overview of Japanese Growth Strategy Overview of Japanese Growth Strategy



Government of Japan unveiled a comprehensive economic policy package under the name “Abenomics” to sustainably revive the Japanese economy while maintaining fiscal discipline. The program is centered on the three “policy arrows”; Japan introduced an aggressive monetary policy, a flexible fiscal policy as well as the “Growth Strategy” including structural reforms to boost economic growth. When reaching the “Growth Strategy”, which targets an annual GDP of JPY 600 trillion per year, in 2016, the country defined three requirements to achieve its ambitious growth are

1)Strategic expansion into additional “promising markets”

 2)Boost employee productivity to overcome supply regulations and workforce shortage resulting from a decrease in population.

 3) “Enhancing the capabilities of individuals” to facilitate a transformation of the industrial structure Ten strategic public-private projects are defined as “promising markets” by the Japanese government, namely: 

1.Facilitating the transition towards the 4th Industrial Revolution

 2.Moving towards a world leader in healthcare research and development 

3.Overcoming environmental and energy-related constraints while boosting sector-related investments.

 4.Developing the sports sector into a prospering industry

 5.Introducing reforms to revitalize the local real estate market Facilitating productivity increase in the service industries Modernizing SMEs to . comply with global standards Fostering expansion into and export from the local agricultural, forestry and fishery sectors .Reinforcing tourism as the centerpiece of regional revitalization .Fostering public-private cooperation to stimulate domestic consumption. The Japanese government in parallel aims at providing a favorable environment for the realization of these strategic projects by: a)Introducing the necessary regulatory and institutional reforms b)Fostering innovation and promoting the development of human resources; and c)Supporting the economic expansion into growing markets outside the country.


Leveraging Synergies through the SaudiJapan Vision 2030 

The Both countries are currently undergoing a paradigm shift to realize robust economic growth under the banner of Saudi Vision 2030 and Japan’s Growth Strategy, both of which are comprehensive reform agendas with considerable level of commonalities. In view of the mutually complementary relationship developed over the years, enhancing cooperation between the two countries has a substantial potential to yield benefits which each country alone would not be able to realize. As Saudi Arabia seeks opportunities to diversify and strengthen its economy by capitalizing on advanced and cutting-edge technologies, Japan is the ideal partner to comprehensively contribute to this development with its knowledge capital, and technological competitiveness. 

Similarily, the Saudi-Japanese cooperation would help the Japanese economy identify and develop opportunities to further upscale Japanese investments in Saudi Arabia, thereby enabling an accelerated spin of the positive economic cycle in Japan. The mutually-beneficial economic relationship would also inspire the two FRXQWULHV to explore untapped opportunities in third countries, particularly in MENA, Africa and Asia. Both nations aspire through such comprehensive collaboration to boost their bilateral strategic partnership to the next level Driven by these fundamentals, Saudi Arabia and Japan have decided to pursue a joint “SaudiJapan Vision 2030”,

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Enablers to Facilitate the Vision 

Organizational Support Enhanced cooperation and communication between agencies of Saudi Arabia and Japan would help the business in both countries to seize opportunities in mutually-beneficial ways. Practical and effective solutions for this purpose are worth examining by both countries.

 Also, more efficient administrative operations by organizations/agencies/public office would be helpful for Japanese and Saudi businesses in order to reduce time and complexity associated with the overall implementation of various projects.
 Human Capital Helping to build up the competitiveness of the human capital in both countries would be a major enabler to the establishment of businesses.
 Intensified capability building, including training and review of educational programs, would support this process. Japan JICA, for example, is working with several government entities in Saudi Arabia to sharpen the overall human capital development framework in the Kingdom.Other Incentives Other suggestions include hosting joint events and launching joint initiatives in all the themes of this partnership. Such efforts are vital to raise awareness around opportunities in Saudi Arabia and Japan.




Cielo S.A. Strategic Sustainability Planning 2021-2025

Cielo S.A. Strategic Sustainability Planning 
2021-2025 

Cielo S.A. Strategic Sustainability Planning 2021-2025


Cielo S.A., a leading global provider of payment solutions, has announced its strategic sustainability plan for the years 2021-2025. The plan outlines the company's commitment to sustainability and its efforts to reduce its environmental impact and support the communities in which it operates.

  • One of the key pillars of Cielo's sustainability plan is the reduction of greenhouse gas emissions. The company has set a goal to become carbon neutral by 2025 and is implementing a range of initiatives to achieve this target. This includes the implementation of renewable energy sources, the optimization of energy use, and the promotion of sustainable practices throughout the organization.
  • In addition to its environmental efforts, Cielo is also committed to supporting the communities in which it operates. The company has a number of initiatives in place to promote social and economic development, including education programs, job training, and partnerships with local organizations.
  • Cielo is also focused on driving innovation and adopting new technologies that can help to reduce its environmental impact. The company is working with partners to develop and implement solutions that can reduce waste and improve resource efficiency, and is committed to staying at the forefront of sustainable practices in the payment solutions industry.

Overall, Cielo's strategic sustainability plan for 2021-2025 is a comprehensive and ambitious effort to reduce the company's environmental impact and support the communities in which it operates. With its commitment to sustainability, Cielo is well-positioned to lead the way in the industry and create a positive impact for its stakeholders.



Cielo S.A. Strategic Sustainability Planning 2021-2025 

  • Cielo's Strategic Sustainability Planning for the period 2021-2025.
  • They establish the guidelines and the strategic themes for the Company's sustainability, which are structuring for their strategy of building shared value. 
  • The strategic themes for the sustainability which includes the ESG Governance & Reporting, Impact Innovation & Entrepreneurship, Climate Change & Eco-efficiency, Diversity & Inclusion, Social Responsibility, Socio-environmental Risk Management.
  •  Based on these themes Cielo has developed initiatives that will be implemented in their business in the period 2021 - 2025.
  • The company seek to provide greater clarity regarding the direction of initiatives on environmental, social, diversity, and corporate governance themes, creating value in each of the strategic objectives established.










Arvest Bank Digital Transformation


Arvest Bank is a leading financial institution with a strong presence in several states across the US. In recent years, the bank has undergone a digital transformation, implementing a range of advanced technologies and systems to improve the customer experience and make it easier for individuals and businesses to access their accounts and manage their finances online.

"Arvest Bank Digital Transformation.jpg"

  • One of the key components of Arvest Bank's digital transformation has been the introduction of mobile banking and online banking platforms. These tools allow customers to check their account balances, make payments, transfer funds, and more from their smartphones or computers, making it convenient to manage their finances from anywhere.
  • In addition to its digital banking services, Arvest Bank has also implemented advanced security measures to protect its customers' personal and financial information. This includes encryption, secure login protocols, and other technologies designed to keep data safe and secure.
  • Another aspect of Arvest Bank's digital transformation has been the development of partnerships with leading fintech companies. These partnerships have allowed the bank to offer its customers access to innovative financial products and services, such as digital wallets, peer-to-peer payments, and more.

Overall, Arvest Bank's digital transformation has been a major success, allowing the bank to better serve its customers and stay ahead of the curve in an increasingly digital world. With its commitment to innovation and customer service, Arvest Bank is well-equipped to meet the evolving needs of its customers and support them on their financial journey.


Arvest Bank Digital Transformation Strategy:

  • Arvest Bank recently announced a five-year partnership with Google Cloud to enable and accelerate our multi-year digital transformation strategy. 
  • Through this partnership, Arvest will use Google Cloud services to focus on the following  strategic imperatives.
  • To Advance digital banking by using AI tools, technology and solutions such as Contact Center AI (CCAI) Insights to improve the contact center experience.
  • To Build business agility to meet the changing needs of retail and commercial customers; from using Document AI to advance commercial lending decisions. 
  • To using AI tools to help meet regulatory requirements, Offer training and certification opportunities for Arvest associates on Google Cloud’s tools and services, and Drive sustainability by decreasing Arvest’s data center carbon footprint through cloud migration.
  •  Collaborating with Google Cloud means the company will not only gain access to the best tools, technologies and expertise to deliver community banking in a digital world, but also will be able to drive sustainability and reduce their carbon footprint by moving to the cloud. 
  • Arvest will overhaul their current IT architecture and systems, including migrating their data centers to Google Cloud and undertaking a full-scale digital transformation. Arvest bank also will leverage Google Cloud’s artificial intelligence (AI) and machine learning (ML) tools to enhance customer experience and streamline banking services.





The Saudi Investment Bank SAUDI VISION 2030

The Saudi Investment Bank SAUDI VISION 2030

The Saudi Investment Bank

 SAUDI VISION 2030
SAUDI VISION 2030

 Saudi Investment Bank (SAIB) is a leading financial institution in Saudi Arabia, providing a wide range of banking and financial services to individuals, businesses, and organizations. As the country looks to diversify its economy and create new opportunities under the Saudi Vision 2030 plan, SAIB is well-positioned to support these efforts and play a key role in the nation's economic growth.

  • One of the key components of the Saudi Vision 2030 plan is the development of a strong and diverse financial sector. SAIB is actively working to support this goal by offering a range of products and services that meet the needs of its customers and help them achieve their financial goals.
  • In addition to its traditional banking services, SAIB is also focused on innovation and has implemented a number of advanced digital systems and platforms to make it easier for customers to access their accounts and manage their finances online. This includes mobile banking, online banking, and other digital tools that help customers stay connected to their accounts and make financial transactions more convenient.
  • SAIB is also committed to supporting the growth of small and medium-sized enterprises (SMEs) in Saudi Arabia. The bank has a range of financing options available for these businesses, including loans, leases, and other types of credit, to help them grow and succeed.

Overall, SAIB is a strong and reliable partner for all of your banking and financial needs in Saudi Arabia. With its commitment to innovation and customer service, the bank is well-equipped to support you on your financial journey and help you achieve your goals.


SAUDI VISION 2030:

  • The Saudi Investment Bank Vision 2030 is the overarching framework that drives the aspirations, policies, and plans of the Kingdom today.
  • The Vision is founded upon 3 themes 1. a vibrant society, 2. a thriving economy, and 3. an ambitious nation. With many of the goals of Vision 2030 being either directly connected with finance or having a financial implication.
  • the Bank plays an important role in achieving the Vision. The financial sector development program of the 11 national Vision Realization Programs is designed to translate the Vision into action, the Bank supports the Financial Sector Development Program in particular.
  • The Bank aligns and contributes to the following National 2025 program Commitment. The program endeavors to develop a diversified and effective financial sector to support the development of the national economy, diversify its sources of income and stimulate savings, finances, and investments. Ultimately
  • To aims to boost financial sector institutions, and so develop the Saudi financial market to become an advanced capital market without weakening the financial sector’s stability.




 

Thursday 15 December 2022

BanqueMisr Climate Action by 2050

Banque Misr Climate Action by 2050

BanqueMisr Climate Action by 2050


  • Banque Misr commited to National Strategy for Climate Change 2050, BM worked on expanding its green finances as a pathway toward low greenhouse gas (GHG) emissions and climate-resilient development.
  • To strengthen the green economy, Banque Misr has been receiving green funds from international institutions to extend finance to accelerate climate change mitigation and adaptation technologies.
  • The green financing scheme supports small and medium enterprises in many sectors, including industrial, commercial, transportation, and agriculture, among other
  • The above is just one of the many green initiatives the bank supports in its focus on being a good steward of the environment.
  • BM launched its Green Branches project, inaugurating its first green branch in 2020. The newly inaugurated project acquired the Silver Tarsheed Certificate in 2021, reflecting BM’s efforts to decrease its carbon footprint.


About BanqueMisr


BanqueMisr is a leading financial institution in Egypt, offering a wide range of banking and financial services to individuals, businesses, and organizations. Founded in 1920, the bank has a long history of serving the Egyptian market and has established itself as a trusted and reliable partner for all of its customers' financial needs.

  • One of the key strengths of BanqueMisr is its commitment to innovation and technological advancement. The bank has implemented a number of advanced digital systems and platforms, including online and mobile banking, to make it easier for customers to access their accounts and manage their finances from anywhere.
  • In addition to its digital offerings, BanqueMisr also has a wide network of branches and ATMs across Egypt, providing customers with convenient access to their accounts and services. The bank's experienced and knowledgeable staff is dedicated to providing excellent customer service and supporting clients in achieving their financial goals.
  • Whether you are a individual looking for a savings account or a business in need of financing, BanqueMisr has a solution to meet your needs. The bank offers a wide range of products and services, including loans, credit cards, investments, and insurance, to help its customers achieve financial success.

Overall, BanqueMisr is a premier choice for all of your banking and financial needs in Egypt. With its commitment to innovation and customer service, the bank is well-equipped to support you on your financial journey.