Outlines progressive criteria for PortCos (portfolio companies) to qualify for decarbonisation plan classifications. It defines each stage and sets minimum requirements like emissions targets, science-based alignment, and board review. The goal is to help firms advance towards net-zero emissions through structured guidance.

Categorizes PortCos across five decarbonization stages and addresses readiness, pathways, and enablers. Helps GPs assess portfolio alignment with net-zero goals using qualitative criteria and investment readiness.

The slide discusses the practical and financial barriers limiting the decarbonization rate of various sectors. It includes a comparison of climate tech maturity versus potential emission reduction across different industries, emphasizing the need for overcoming adoption barriers.

The slide outlines a four-step approach to decarbonization for automotive manufacturing. It emphasizes transparency, evaluating levers, implementation strategy, and alternative designs.

Discusses various points of debate regarding the future of sustainable consumption, focusing on policy and consumer behavior.

Analyzes the abatement potential and cost-effectiveness of various decarbonization levers across sectors in Southeast Asia, emphasizing the high payback potential of proven technologies and the need for their broader implementation to meet carbon reduction goals.

It analyzes how companies adopting multiple decarbonization levers show better emission reduction outcomes, highlighting the importance of comprehensive strategies.

The slide outlines four underappreciated synergies between Asia-Pacific and Southeast Asia that can accelerate decarbonization, including energy security, trade relations, FDI inflow, and green transition alignment.

Evaluates various decarbonization ideas based on abatement impact, technical feasibility, and commercial interest. Highlights improved farming, nature offsets, green fuel, and efficient transport as top short-listed ideas.

Highlights the financial benefits corporations expect from decarbonization efforts, showcasing significant monetary advantages at different scales. Supports the argument for strategic investment in emission reduction initiatives.

The slide emphasizes that ~76% of global GHG emissions originate from energy generation and use. It highlights key energy-consuming sectors and stresses the need for corporate decarbonization to meet sustainability goals.

This slide introduces 'Watèa by Michelin', a solution for decarbonizing urban LCV fleets, addressing the transition to EVs, operational challenges, and financing issues. It emphasizes Michelin’s comprehensive approach, leveraging group assets and partnerships, including a collaboration with Credit Agricole for vehicle financing, to offer a sustainable and operationally efficient fleet management service.

This slide identifies the major barriers to decarbonization faced by Middle East and GCC businesses, notably low returns and regulatory complexity. It suggests the need for policy alignment and financing strategies.

Reviews strategic decarbonization levers across Southeast Asia, highlighting key sectors and the potential for carbon abatement.

This slide illustrates the methodology used to filter ~100 decarbonization ideas across six opportunity areas to 13 priority concepts. The process involves identifying areas, populating ideas, quantifying impact, and final prioritization. Sample initiatives under agriculture include vertical farming, bamboo production, and regenerative practices.

Explains limitations of a single-sector approach to decarbonization, such as system inefficiencies, negative externalities, and missed opportunities for cross-sectoral synergies.

Highlights available, ready-to-deploy decarbonization solutions in different sectors, emphasizing their readiness and potential impact on reducing carbon emissions. Focuses on supply chain optimization in transport and cooling efficiency in the built environment as examples.

Focuses on decarbonization strategies for the steel industry, highlighting cost-effective measures and technology shifts. Useful for operational planning and cost management.

This slide outlines UBS Group AG's decarbonization targets for various sectors, representing a significant portion of total financed emissions, with specific reduction goals.

Discusses various technologies for decarbonization and their stages of readiness for investment in Southeast Asia.

This slide reinforces the link between strategic CHQ trends and high performance. It shows that top-performing companies are significantly more likely to adopt automated service platforms, business process outsourcing, and innovative organizational models.

Describes how Web3 could bring about cost efficiencies and a shift in investment trends within financial services, and outlines the associated risks, particularly concerning regulatory uncertainties and consumer protections.

Presents survey results on decentralization and the mandating of third-party standards across industry segments, including Deloitte's perspective.

The slide highlights how top-performing companies are more likely to report increasing trends in decentralization and use of shared service centers. It compares best and low-performing groups' perceptions across three key dimensions of headquarters functions.

The slide identifies key factors that drive customers to subscribe, including financial incentives, convenience, and access to premium offerings, with varying importance across subscription types.

The slide identifies key factors that drive customers to subscribe, including financial incentives, convenience, and access to premium offerings, with varying importance across subscription types.

The slide emphasizes Ipsos' unified and modular offerings for decision makers across various sectors.

The slide highlights six business practices—such as data-backed decision making and scaling processes—more common in successful new businesses. A bar graph shows percentage gaps between successful and unsuccessful businesses.

Offers a blueprint for accelerating decision-making and operational speed within organizations, focusing on structural and strategic adjustments.

The slide highlights differences in decision-making strategies and reliance on data-driven insights between German and Global executives, focusing on leadership permissions, decision-making processes, and data usage in strategic contexts.

Tracks beliefs about national decline over time; South Africa and Great Britain show recent increases, while Mexico and APAC show declines.

The slide presents survey data from 28 countries regarding agreement with the statement that their country is in decline. It shows that 58% of respondents on average agree. South Africa, Netherlands, and Sweden have the highest agreement.

This slide presents global sentiment data regarding whether citizens believe their country is in decline. France, Türkiye, and Japan top the list in agreement. Trends over time are shown, including a 30pp increase in Japan since 2016.

The slide presents comparative data from 2021 and 2023 showing a decline in proactive risk management behaviors. It includes specific activities like technology adoption and risk range expansion, which have seen decreased focus. This visualization helps in identifying areas where risk management may need to bolster its efforts to maintain or enhance the effectiveness and responsiveness of the organization's risk strategy.

The slide emphasizes the belief among leaders that decoupling IT systems is crucial for creating adaptable systems, which is less recognized among laggards, highlighting a key difference in strategic approaches.

This slide demonstrates the exponential increase in machine and deep learning applications in biomedical research, particularly in oncology. It visualizes growth trends and fields most impacted, underscoring the transformative potential of AI in healthcare diagnostics and treatment.

This slide provides data on the increasing trend of corporate investments in deep tech startups over the years. It shows the growing financial involvement of corporations in the deep tech sector and the rising number of investments.

The slide shows Europe's growing global and regional relevance in Deep Tech. European global Deep Tech funding share rose from 10% in 2019 to 19% in 2023, and its share of European tech funding reached 44%, with projections exceeding 50%.

This slide demonstrates the global distribution of deep tech companies, showing that there are around 8,600 companies spread across 70 markets. It emphasizes the widespread adoption and development of deep tech worldwide.

This slide presents data on the rising global private investments in deep tech companies over four years. It highlights a significant increase, indicating growing interest and confidence in deep tech sectors.

This slide highlights that deep tech companies attract significantly more private investment compared to non-deep tech companies. It provides a comparative analysis of investment amounts across various tech categories.

This slide shows the Average Total Funding (Equity and Non-Equity) Required To Build the First Prototype (TRL 5) Varies by Technology

Refutes the notion that Deep Tech has higher failure rates by showing it becomes de-risked over time; line graph compares failure rates of tech startups through different stages.

This slide explains how deep technologies like smart agriculture, biochips, and advanced robotics can help achieve various UN SDGs. It demonstrates the potential impact of these technologies on environmental and societal challenges.

Examines the varied needs and priorities of deep tech startups in different regions, emphasizing business expertise and local resources.

This slide outlines the evolving resource needs for deep tech startups as they mature. It breaks down critical resources required at different stages, from initial idea and experimental proof to prototype and commercialization.

This slide presents data on the time needed for different deep tech categories to go from incorporation to market. Categories include Biotech, Advanced Material, Photonics & Electronics, AI, Drones & Robotics, and Blockchain.

Dispels the myth that Deep Tech startups have longer life cycles; data shows time to unicorn and exit are nearly equal compared to traditional tech startups.

The slide debunks the myth that Deep Tech start-ups can't scale, showing they have a slightly higher chance (0.62%) of becoming unicorns compared to regular tech (0.54%) based on VC-funded ventures and unicorn counts in Europe.

This slide compares the activity levels in deep tech across different countries, showing that while the US leads in several categories, other regions are also significant players in the market.

Categorizes Deep Tech into 8 investment themes such as Novel AI, Future of Compute, Robotics, and Space Tech, and shows their share in European VC investment in 2023.

This slide indicates rising default rates even as signs of financial distress are declining, useful for risk management and credit analysis.

Displays the growing revenues and profitability in the Defence Electronics & Security sector, with historical data from 2018 to 2021 and future outlooks based on orders and EBITA.

This slide tracks British public concern over defence and foreign affairs since 1982, showing spikes during major global conflicts and terrorist attacks such as the Gulf War, 9/11, and Russia’s invasion of Ukraine.

Examines public concern over foreign threats and defence. Peaks align with global crises such as wars, terrorist attacks, and geopolitical instability, with notable fluctuations in urgency over the years.

The slide analyzes evolving global military needs: energy efficiency, autonomy with human oversight, and cost-effective systems. A bar chart shows regional consensus on the degree of change. Insights focus on how defense companies are adapting products and technology to meet emerging customer expectations.

Highlights the inertia in incumbent defense suppliers, naming top barriers: inability to attract tech talent, lack of agility, and over-reliance on legacy tech. It emphasizes how these hinder rapid response to evolving military needs.

The slide forecasts India’s defense market to grow to $45B by FY30, driven by FDI, indigenous manufacturing policies (DPP & MAKE), and innovation demand. A bar chart shows domestic and export splits over time, with strong CAGR. Offset policies and local R&D promotion are emphasized.

Analyzes defense market trends and budget growth to identify commercial opportunities. It provides a global outlook on market potential and the company’s position in it. This slide is likely used in market analysis and strategic planning sessions.

A smaller majority (51%) globally favor increased defense and national security spending. Countries like Indonesia and Peru show highest support, while Japan and Spain express the lowest. Indicates regional variations in perceived threat levels.

Public opinion is mixed on increasing military and defense spending. While the global average sits at 55%, some countries like Peru and India show strong support, while others like Switzerland and Japan lean toward maintaining or reducing budgets.

This slide compares Nigeria’s defense spending per capita with its GDP percentage from 2016 to 2024. While there’s a sharp increase in per capita spending in 2024, it still remains below global averages. Insights explain that low spending relative to GDP is due to revenue challenges and competing sectoral priorities like education and infrastructure.

This slide provides insights into areas where talent management is lacking within various lines of underwriting business, such as recruitment and training. Useful for targeted improvement initiatives in HR practices within the financial sector.

The slide illustrates how the IRA balances $500B in new spending with $737B in revenue measures, resulting in a projected $237B deficit reduction. Key policies include tax reforms and enhanced IRS enforcement.

This slide shows the percentage of people who recall seeing advertisements from crypto trading platforms about DeFi, with a significant portion not remembering any such ads. It aims to gauge the reach of these advertisements.

This slide outlines the use of DeFi applications among crypto asset holders, with earning yields and minting NFTs being popular activities. It provides insights into DeFi usage trends.

It explores how crypto owners engage in DeFi activities, such as yield earning and trading on decentralized exchanges, with comparative data from 2022 to 2023.

It presents data on the awareness of DeFi marketing, showing a drop in people recalling such ads, and highlighting differences across age and gender demographics.

This slide discusses the continued deflation of consumer and producer prices, the stabilization of RMB against the US dollar, and the People’s Bank of China’s interest rate cut, providing a comprehensive view of economic trends in China.

Tracks deforestation trends in Southeast Asia, showing a general reduction in tree cover loss due to improved regulations and conservation policies. Indonesia, Vietnam, and Malaysia show strong declines, while the Philippines experiences continued forest loss from industrial activity.

Highlights the importance of recognizing the dynamic and diverse needs of employees throughout their careers, suggesting tailored approaches to DEI that address these varying requirements. It encourages companies to adopt flexible and inclusive strategies that acknowledge the unique challenges and aspirations of different employee groups.

Highlights recent trends in DEI commitments among multinational companies and the importance of integrating DEI into business practices.

The slide emphasizes that while turnover and compensation have been short-term focuses, DEI remains a critical ongoing priority for investors, with many reviewing DEI composition to assess managers' effectiveness.

This slide presents the current state of DEI programs, illustrating their growth but also the narrow focus so far. It discusses the challenges in leadership representation, fairness in corporate practices, and inclusive cultures within organizations. The statistics aim to shed light on the effectiveness and reach of these programs within the corporate environment.

Provides a framework for integrating DEI into company processes, highlighting steps to redefine, reset, and reinvent DEI initiatives to support diverse employee identities.

Highlights DEI as a key element of the firm's growth plans and client mission needs.

Focuses on the rising expectations employees have from companies regarding DEI, reflecting varying perspectives across demographics. It underscores the belief that current DEI efforts are insufficient despite numerous initiatives, with a significant portion of employees feeling undervalued or marginalized.

Analyzes changes in DEI hiring goals among organizations since 2021.

Discusses the prevalence of formal DEI hiring goals within organizations and their public announcements.

The slide lists various initiatives organizations adopted to meet DEI hiring goals, highlighting the most common methods and their adoption rates.

The slide shows a survey result indicating that 85% of organizations changed their hiring practices to meet DEI goals, useful for HR strategy discussions.

The slide compares trends in human capital, diversity, and inclusion strategies over several years, highlighting changes in DEI goals among firms.

This slide addresses how hybrid work and addressing rewards can enhance diversity, equity, and inclusion (DEI) efforts, detailing survey results on actions to improve DEI from both employee and employer perspectives.

The slide discusses the significant impact of DEI policies on investors' decisions to invest or remain invested, highlighting the need for tangible progress in DEI across alternative managers.

This slide details approaches to developing nuanced, holistic solutions for employee

Outlines strategies for businesses to use DEI as a lever for accessing new market segments and enhancing overall business performance. It stresses the importance of inclusive practices in expanding customer bases and improving supply chain relationships, ultimately leading to greater market competitiveness and innovation in products and services.

Evaluates the prevalence of DEI objectives in high-growth brands and their impact on corporate and social strategies.

Evaluates the impact of DE&I marketing investments across various business outcomes like employee retention and customer acquisition, with insights provided.

Analyzes the spending trends on diversity, equity, and inclusion within marketing departments, highlighting increased investment particularly in larger companies and certain sectors. Offers a breakdown by company size and sector.

Details DE&I spending trends across various company sizes and sectors, highlighting significant increases in B2C sectors and larger firms.

The slide provides data on the adoption rates of various DEI programs, both formal and informal, across several years.

Discusses DEI efforts in recruitment, presenting data on hiring trends and goals to increase workforce diversity.

Discusses the evolution of DEI from a purely ethical consideration to a critical element in business strategy. It illustrates how businesses can leverage DEI for broader societal impact and internal benefits, linking ethical practices with strategic business outcomes.

Encourages a shift in how DEI is perceived within business strategies, urging companies to integrate it as a fundamental aspect of business planning and innovation. It emphasizes the importance of viewing DEI through a broader lens, not just as a moral obligation but as a strategic advantage that can drive substantial organizational and societal benefits.

Outlines the key components and strategic priorities of Barclays' DEI strategy, emphasizing inclusivity and accountability in the workplace.

The slide provides a historical overview of the company's Diversity, Equity, and Inclusion (DEI) strategy, highlighting significant milestones, initiatives, and accomplishments over several decades, from 1981 to 2020.

Highlights regional statistics on readiness for embedding DEI and sustainability in business practices.

Highlights significant reduction in securitized products and non-core unit assets, achieving two-thirds of the target. Shows financial and operational impact.

Discusses strategic transformation to reduce funding needs through balance sheet reduction and capital market activities, with significant reductions in issuance.

Discusses rising delinquencies on consumer loans and household debt trends, suggesting pockets of strain in the consumer sector.