Dedrone has named Ben Wenger, a two-decade enterprise software sales veteran, as chief revenue officer and appointed Mary-Lou Smulders, strategic
Michael Barnes, former senior strategic account executive for the Department of Agriculture at Salesforce (NYSE: CRM), has joined Google's (Nasdaq:…
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Dec 09, 2022 (The Expresswire) -- Global “Loacking Carabiners Sales Market” Report 2023 is a deep outline of market sizing, growing share, latest trends with geographical segments, and business development plans. Report focuses on major statistical and influencing growth factors that will affect the overall market. The Loacking Carabiners Sales market report gives a description of regional growth segments, business strategies, investment plans, opportunities and challenges. The 148 Pages report contains competitive landscape information, high-growth potential applications, upstream and downstream analysis with SWOT and Porter’s Five Forces analysis. It also explores current and futuristic developments, emerging technologies and expert’s opinion to get better understanding of all the global industry.
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A carabiner or karabiner is a specialized type of shackle, a metal loop with a spring-loaded gate used to quickly and reversibly connect components, most notably in safety-critical systems. The word is a shortened form of Karabinerhaken (or also short Karabiner), a German phrase for a "spring hook" used by a carbine rifleman, or carabinier, to attach items to a belt or bandolier.
Market Analysis and Insights: Global Loacking Carabiners Market
The global Loacking Carabiners market was valued at USD in 2020 and will reach USD million by the end of 2027, growing at a CAGR of % during 2022-2027.
Global Loacking Carabiners Scope and Market Size
The global Loacking Carabiners market is segmented by company, region (country), by Type, and by Application. Players, stakeholders, and other participants in the global Loacking Carabiners market will be able to gain the upper hand as they use the report as a powerful resource. The segmental analysis focuses on sales, revenue and forecast by region (country), by Type and by Application for the period 2016-2027.
By the most conventional estimates of global Loacking Carabiners Sales market size (most likely outcome) will be a year-over-year revenue with a magnificent growth rate in 2022, from USD million in 2021. Over the next five years the Loacking Carabiners Sales market will register a Notable CAGR in terms of profits, the global market size will reach Multimillion USD by 2027.
Analysis of COVID-19 Outbreak Impact Include:
In light of COVID-19, the report includes a range of factors that impacted the market. It also discusses the trends. Based on the upstream and downstream markets, the report precisely covers all factors, including an analysis of the supply chain, consumer behavior, demand, etc. Our report also describes how vigorously COVID-19 has affected diverse regions and significant nations.
Market Segments Analysis:
This report has explored the key segments: by Type and by Application. This report also provides sales, revenue and average price forecast data by type and by application segments based on production, price, and value for the period 2017-2028.
On the basis of Product Type, this report displays the production, revenue, price, market share and growth rate of each type, primarily split into:
● Straight Gate Carabiners
● Bent Gate Carabiners
● Wire Gate Carabiners
On the basis of the End Users/Applications, this report focuses on the status and outlook for major applications/end users, consumption (sales), market share and growth rate for each application, including:
● Indoor Climbing
● Outdoor Climbing
Geographically, the Major Regions Covered in Loacking Carabiners Sales Market Report Are: To comprehend Loacking Carabiners Sales market dynamics across major global regions.● North America(United States, Canada) ● Europe(Germany, France, U.K., Italy, Russia) ● Asia Pacific(China, Japan, South Korea, Taiwan, Southeast Asia, India, Australia) Latin America(Mexico, Brazil) ● Middle East and Africa(Turkey, Saudi Arabia, UAE, Rest of MEA)
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Key Inclusions of the Loacking Carabiners Sales Market Report:● COVID-19 effects on growth figures. ● Statistical analysis pertaining to market size, sales volume, and overall industry revenue. ● Organized mentions of major market trends. ● Figures showcasing market growth rate and growth opportunities. ● Advantages and disadvantages of direct and indirect sales channels. ● Insights regarding traders, distributors, and dealers present in the industry. ● Loacking Carabiners Sales market size at the regional and country-level
Some of the Key Questions Answered in the Loacking Carabiners Sales Market Report:● What could be the market value of Loacking Carabiners Sales market in the forecast years and the growth rate? ● What are the business models and strategies to drive decision-making in the face of business uncertainty during the pandemic? ● Which segment of the Loacking Carabiners Sales market had the potential impact of covid-19 pandemic? ● Which are the organic and inorganic growth opportunities in the emerging and existing Loacking Carabiners Sales markets? ● Which are the latest launches and prototypes in the Loacking Carabiners Sales market? ● Which are the key opportunities for expanding the footprint in Loacking Carabiners Sales market? ● What are the financial highlights such as revenue, profit, and net worth for the current year? ● What are the future growth projections of the Loacking Carabiners Sales market? ● What could be the outcome of covid-19 pandemic on the future of Loacking Carabiners Sales market? ● What is the long-term attractiveness of the Loacking Carabiners Sales market?
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Detailed TOC of Global Loacking Carabiners Sales Industry Research Report, Growth Trends and Competitive Analysis 2022-2027
1 Loacking Carabiners Sales Market Overview
1.1 Product Overview and Scope of Loacking Carabiners Sales
1.2 Loacking Carabiners Sales Segment by Type
1.2.1 Global Loacking Carabiners Sales Market Size Growth Rate Analysis by Type 2021 VS 2027
1.3 Loacking Carabiners Sales Segment by Application
1.3.1 Global Loacking Carabiners Sales Consumption Comparison by Application: 2016 VS 2021 VS 2027
1.4 Global Market Growth Prospects
1.4.1 Global Loacking Carabiners Sales Revenue Estimates and Forecasts (2016-2027)
1.4.2 Global Loacking Carabiners Sales Production Capacity Estimates and Forecasts (2016-2027)
1.4.3 Global Loacking Carabiners Sales Production Estimates and Forecasts (2016-2027)
1.5 Global Market Size by Region
1.5.1 Global Loacking Carabiners Sales Market Size Estimates and Forecasts by Region: 2016 VS 2021 VS 2027
1.5.2 North America Loacking Carabiners Sales Estimates and Forecasts (2016-2027)
1.5.3 Europe Loacking Carabiners Sales Estimates and Forecasts (2016-2027)
1.5.4 China Loacking Carabiners Sales Estimates and Forecasts (2016-2027)
1.5.5 Japan Loacking Carabiners Sales Estimates and Forecasts (2016-2027)
2 Market Competition by Manufacturers
2.1 Global Loacking Carabiners Sales Production Capacity Market Share by Manufacturers (2016-2021)
2.2 Global Loacking Carabiners Sales Revenue Market Share by Manufacturers (2016-2021)
2.3 Loacking Carabiners Sales Market Share by Company Type (Tier 1, Tier 2 and Tier 3)
2.4 Global Loacking Carabiners Sales Average Price by Manufacturers (2016-2021)
2.5 Manufacturers Loacking Carabiners Sales Production Sites, Area Served, Product Types
2.6 Loacking Carabiners Sales Market Competitive Situation and Trends
2.6.1 Loacking Carabiners Sales Market Concentration Rate
2.6.2 Global 5 and 10 Largest Loacking Carabiners Sales Players Market Share by Revenue
2.6.3 Mergers and Acquisitions, Expansion
3 Production and Capacity by Region
3.1 Global Production Capacity of Loacking Carabiners Sales Market Share by Region (2016-2021)
3.2 Global Loacking Carabiners Sales Revenue Market Share by Region (2016-2021)
3.3 Global Loacking Carabiners Sales Production Capacity, Revenue, Price and Gross Margin (2016-2021)
3.4 North America Loacking Carabiners Sales Production
3.4.1 North America Loacking Carabiners Sales Production Growth Rate (2016-2021)
3.4.2 North America Loacking Carabiners Sales Production Capacity, Revenue, Price and Gross Margin (2016-2021)
3.5 Europe Loacking Carabiners Sales Production
3.6 China Loacking Carabiners Sales Production
3.7 Japan Loacking Carabiners Sales Production
4 Global Loacking Carabiners Sales Consumption by Region
4.1 Global Loacking Carabiners Sales Consumption by Region
4.2 North America
4.2.1 North America Loacking Carabiners Sales Consumption by Country
4.3.1 Europe Loacking Carabiners Sales Consumption by Country
4.4 Asia Pacific
4.4.1 Asia Pacific Loacking Carabiners Sales Consumption by Region
4.5 Latin America
4.5.1 Latin America Loacking Carabiners Sales Consumption by Country
5 Production, Revenue, Price Trend by Type
5.1 Global Loacking Carabiners Sales Production Market Share by Type (2016-2021)
5.2 Global Loacking Carabiners Sales Revenue Market Share by Type (2016-2021)
5.3 Global Loacking Carabiners Sales Price by Type (2016-2021)
6 Consumption Analysis by Application
6.1 Global Loacking Carabiners Sales Consumption Market Share by Application (2016-2021)
6.2 Global Loacking Carabiners Sales Consumption Growth Rate by Application (2016-2021)
7 Key Companies Profiled
8 Loacking Carabiners Sales Manufacturing Cost Analysis
8.1 Loacking Carabiners Sales Key Raw Materials Analysis
8.1.1 Key Raw Materials
8.1.2 Key Raw Materials Price Trend
8.1.3 Key Suppliers of Raw Materials
8.2 Proportion of Manufacturing Cost Structure
8.3 Manufacturing Process Analysis of Loacking Carabiners Sales
8.4 Loacking Carabiners Sales Industrial Chain Analysis
Detailed TOC of Global Loacking Carabiners Sales Market @ https://www.industryresearch.biz/TOC/17468131
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An abundance of low-cost clean energy, increased policy and regulatory incentives, and industry standards and cooperation are keys for decarbonizing the steel industry, according to a report from Shell.
Currently, a lack of all those things is holding back the industry from transitioning to more green steel production. To overcome those obstacles, the industry may need to think outside of traditional practices, including where steel is produced, such as locating operations where green hydrogen is plentiful, the report says.
The report was developed with Deloitte with the intent of showing how the steel industry can overcome obstacles and realize decarbonization potential. It was produced through more than 100 interviews with executives and experts representing 57 organizations involved in all aspects of the steel industry.
The analysis comes at a time when questions surround whether steel and other heavy and emissions-intensive industries can hit their carbon targets even with stringent efforts. Recent research from Zero Waste Europe and Eunomia Research and Consulting finds materials such as steel, aluminum, and cement will all miss international net-zero goals even under the best estimates without further action.
The International Energy Agency says the steel industry needs to reduce its carbon dioxide intensity by about 3% per year through 2030 to meet global net-zero targets. The IEA says to do so, commercialization of near-zero emission steel processes needs to happen, including using carbon capture and hydrogen technologies.
The Shell report focuses significantly on obtaining clean energy sources and low-carbon technologies for the steel industry. It addresses the need for clean energy infrastructure, including renewable energy from wind and solar systems, and integrating green hydrogen.
It also suggests using carbon, storage, and capture systems for facilities that use blast furnaces. The report sites that the technology has an emissions reduction potential of 65% to 80%. The report also recommends electric arc furnaces powered with renewable energy as well as looking into technologies from other metals, such as iron ore electrolysis, which the report says is inspired by aluminium production.
Another solution is moving production away from mines — as blast furnaces potentially become obsolete — and closer to green hydrogen hubs. Green hydrogen is an alternative energy source for coal and can Excellerate the efficiency of furnaces. Infrastructure for the fuel is also rapidly expanding, making it more important for the industry to access it, when it may not be in proximity to current production sites.
Earlier this year, United States, Equinor, and Shell US Gas & Power entered an agreement to advance a clean energy hub in the US. It includes carbon capture and storage as well as hydrogen production.
Another hindrance to making green steel is the limited availability of high-grade iron ore that is suitable for use in direct reduced iron-electric arc furnaces. The furnaces are seen as one of the most important pieces of decarbonizing the industry green because they emit significantly fewer emissions than traditional blast furnaces.
Just a third of the world’s iron supply is high-grade, according to the report. Insufficiently dense iron ore can damage electric arc furnaces and lead to decreasing yields, the report says.
Electra recently raised $85 million in an attempt to make improvements in this area. The company produces low-temperature iron from commercial and low-grade ores using zero-carbon intermittent electricity coming from renewable sources then electrochemically refines iron ore into pure iron at 140 degrees Fahrenheit to convert the iron to steel using electric arc furnaces.
The report finds an important part of reaching decarbonization in the industry is collaboration, government incentives, and production standards. The report says there needs to be steel-specific innovation funding, green procurement policies, and transparency across the supply chain so that operators know where the steel comes from and how green it is.
“There are a number of potential solutions to decarbonizing steel, but one approach is crystal clear: if the industry is to cut carbon emissions at the speed and the scale needed, it must work together to deliver change,” says Steve Hill, executive vice president, energy marketing at Shell.
Listen in as Aviation Week editors report from the Airbus Summit in Toulouse.
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Hello everyone and thank you for joining us for Window Seat Aviation Week Air Transport Podcast. I'm Air Transport World and Group Air Transport Editor-in-Chief Karen Walker. Welcome on board. This week I'm joined by my colleagues, Jens Flottau, Commercial Director at Aviation Week and Thierry Dubois, the European technology editor at Aviation Week.
So, great to be with you both and actually really exciting because we're sitting here in Toulouse in the headquarters of Airbus and we're here because Airbus is holding a summit and giving us lots of briefings and they are highly focused on sustainability and initiatives and technologies that are going on generally on sustainability effort in aviation in many cases. More specifically, on how the aviation sector is going to meet these 2050 goals to be carbon net zero. And what we have been learning already this morning is just how difficult a challenge that is going to be technologically.
So, I'm going to start with Jens, because the opening here today was from the Airbus CEO, Guillaume Faury. He gave us a bit of a real top line insight on the focus here. What did you hear there, Jens?
Yeah, I mean, first of all, the setting here is really is a big PR event for Airbus. They want to promote their ambition, their initiatives in terms of almost entirely sustainability efforts this year really. But he was honest enough to say that the industry isn't moving fast enough yet. He says that ambition is not yet matched by action. So, that's the opening setting so to say, to come here and say, "Look guys, we need to grow faster. All of us as an industry and we need to launch more and more of these initiatives to meet our targets."
What were your thoughts, Thierry?
Absolutely, I agree with Jens. And your employee said something like, "The time for excuses is over." And I think he was alluding... It's my take, but I think he was alluding to the 2% to 3% argument that aviation has been using for decades, which is aviation is only 2% or 3% of the world's CO2 emissions and I think that was a very bad excuse. And for he said, "The time for excuses is over." And yes, we need to accelerate, we need to go much faster.
Another phrase he had was there's nowhere to hide, and I think that was also important to stress because to some extent the industry has been able to hide for a long while on the sustainability front. But post-pandemic, the focus has just become so sharp and maybe because the only alternative is for transport not to grow. And we heard some of the panelists today saying that's not an option. So, if the airline industry wants to continue to grow and they've been typically the last few years seeing 5% annual growth, if you take out the effect of the pandemic, then a lot more has got to be done to be net zero.
So, we heard a lot of discussion and detail today including some news announcements about some of those technological initiatives. Now, Thierry, your technology editor at Aviation Week, so I know that you understand this far better than I do. So, I'm so glad you joined us because you can maybe provide us some of the highlights of what you heard this morning. Let's start with the ZEROe hydrogen cell initiatives.
Thus far, ZEROe was essentially about burning hydrogen in gas turbines. The bottom line was that, and they were also saying, "We are also considering fuel cells." Which is another way of using hydrogen. So, the first example, gas turbines that's very close to today's engines, today's turbo fans with a different view. The other way to use hydrogen with fuel cells is to produce electricity on board and use it in an electric motor, that itself rotates propeller. So, it's closer to what we know in turboprops.
And today, what they announce is stronger effort in the second option, which is fuel cell. So, they are going to use their A380 testbed to be modified as a hydrogen testbed. I think they say multimodal anyway, it'll be able to support both test hydrogen engine, test hydrogen gas turbine, so a slightly modified GE engine. And also, it would be able to support basically a turboprop with a fuel cell inside. So, I shouldn't say a turboprop, it would be a fuel cell propeller, so that's quite a big announcement. So they are pursuing both options in parallel.
So, what could it change from the operator's view? Well, the difference between the two options from an operator's perspective could be the speed. So, this still has to be determined, but it's likely that a gas turbine fueled with hydrogen would be roughly speaking as fast with power in aircraft as fast as today's, and it's likely that the fuel selection would result in a slightly slower aircraft. Anyway, they are pursuing both options, which with each have their benefits and shortcomings. It'd be very interesting to follow in the coming years.
It could have large ramifications for the industry structure as well. Engine manufacturers would be largely... Would be effective, of course, but they could assume that the basis for future project would be their current engines. Now, if you go for fuel cells, that's a totally different architecture and it's not a given that the current engine OEMs would be the ones building. Strategically, what Airbus does here is open up the sphere for more options even on the business side.
So, this will fly next year, did I hear that correctly on the A380 demonstrator?
It's a bit later than that. I think the first flights would be starting in 2026 and I think they would start with a turbofan, and I understand that fuel cell would follow. But the timeframe, the time window is 2026 to 2028 for the flight campaign. And I don't think we mention is that the common point between the two technologies is they use hydrogen. They are thinking a lot about what others calls the ecosystem run hydrogen. Of course, if you have a hydrogen aircraft, you need a hydrogen infrastructure on the ground. So, then they are no longer thinking in terms of launch customer for new aircraft. They're thinking in terms of a launch cluster. So, not only the customer has to take delivery of the aircraft, but he has to make sure that the proper infrastructure is at his home base, for example. Meaning that hydrogen production could be done locally or not too far for it to be transported in efficient way.
For that reason, Airbus has multiple partnerships with hydrogen companies. So, today's hydrogen producers such as Linde and Air Liquide. It has multiple partnership with airlines such as Delta in the US or easyJet in Europe, Korean Air as well, and they all are studying how to start a hydrogen cluster. So, for example, that would be an airport with proper infrastructure and enough aircraft to make the infrastructure worth building. So, it would be maybe not only one aircraft for one airline in the beginning, but at least they would need several aircraft and several airlines to make it worth.
And we heard like, say that, they're doing all these partnerships with airlines around the world and other companies and organizations, but also with airports for that reason too. Because you've got that other big infrastructure change of about having the liquid hydrogen available where it's needed at the airport. So, Changi was mentioned, VINCI Airports group here in Europe, and that's what struck me just listening to some of these briefs this morning was just the enormity of the change that will be needed. This isn't just about building a new aircraft or engine. This is about an entirely different type of ecosystem ultimately and you realize the extent of that. What was your take on that, Jens?
Yeah, I mean, we have to keep in mind that this is all really, really, as you say, it's extremely complex. I mean, there's so many different parties involved. We also have to keep in mind it's very, very long term. So, even if Airbus manages to deliver that aircraft in 2035, it'll be maybe a large regional aircraft, but it won't touch the main line. And, of course, not the long haul markets and that's my grain of salt here.
The industry is still at risk of stalling new developments in the short term because, importantly, Boeing just said they're not going to build a MMA type of aircraft or a max successor for the time being. They will not launch it before the turn of the next decade. And, of course, as a consequence, Airbus has no incentive to move in the short term. The engine manufacturers don't have new applications for which to build new engines, even though I am personally convinced that there would be enough technology available now to make a move. So, everything we are hearing here is great, but it's very long term and I'm concerned that in the short term the industry, the Airbus included isn't doing enough.
And which is actually what Guillaume was saying at the outset, wasn't he? There's a lot being done, and we heard about the ZEROe team being, what they said they didn't count on was the enthusiasm and energy of that team that they brought together pretty quick, but it's still probably not happening first enough. Now, the other aspect of this, of course, that sort of going towards this net zero goal and very critical, important part of this is the SAF, Sustainable Aviation Fuel initiative. And essentially, planes are using that every day already, but they need to massively grow the use of it, which means massively growing the availability of staff.
So, we had a whole panel talking about that. There was also an announcement there that Airbus has partnered with the world's biggest supplier of SAF, which is Neste. I actually thought there was an interesting number there that came up where, like I say, SAF is the world's biggest supplier of SAF right now, but when he's talked about the numbers of the supplying it... Producing. I'm sorry. Producing a tiny proportion of SAF compared with what's needed, so a long way to go on that. What were the key things that you were hearing Thierry, about where they're going on SAF?
Well, the optimistic view was made by one of the panelists, I think it was the Air France representative. He said that the momentum is there, at least. So, indeed the percentage of SAF used today is still very low and we are challenged to meet the target in 2030. But the momentum is there, because if you add all the investments that are being made today and plan for the coming few years, for example, one of the numbers that was given was 2.3... Sorry, 2.2 millions of tons will be produced per year from 2026, I think, something like that.
Quite a fast acceleration at least, but what Neste representative said about talking to airlines is that, well, big groups, we all know of, Air France, et cetera. They know what SAF is and they're very much willing to invest but there are still a number of carriers that have no clue on SAF and a number of pilots who have no clue on SAF. And Thorsten Lange, the Neste representative told me, well, some pilots still say, "I'm not flying on french fries." Because they're not confident with the material that is being used as a source for the SAF.
Yeah. And in fact, on that panel was the head of sustainability at Air France. What did you hear from Air France, Jens? I mean, Air France KLM, that group has certainly been one of the leaders in sustainability efforts, but I think he was still telling a pretty cautious, cautious tale.
Yeah, I mean they're definitely one of the leaders that were most ambitious. They gave themselves among the most ambitious targets, they are trying to be as BTI certified. What was interesting is that he did confirm that new behavior is emerging among customers. Many airlines have been offering SAF offsets as part of the booking processes, but customers haven't picked it up. People weren't prepared to pay for this, but he said that the trend is turning, people are more conscious of it. And interestingly enough, it's the corporates who are driving this because they themselves have to be mindful of their own CO2 balance and are forced by their own to buy credits to meet their own targets for private trips. It's not yet the case, but if he's right, it's moving slowly into the right direction.
I think SAF epitomizes how late the industry is. Thorsten Lange, the Neste representative said, "Well, we've lost 10 years, we could have done all this. We could have at that point 10 years ago." And that quote could be applied to, basically, everything in the aircraft industry, in the aerospace industry because we've known for decades about global warming.
Yeah. And the industry is really at risk of losing not 10 years but 20 years. I'm exaggerating a little bit because I know there's stuff going on now, but it has to be short-term, medium-term, and long-term at the same time. And I don't see the short-term element. I see the medium-term. I see the long-term element. I don't see the short-term element.
Which gives a good argument to those who encourage curbing flights 'cause they say new technologies are not on, or on the other horizon for 10 years from now at least. So, they say the short-term solution is just to curb flights.
And I think why you're hearing so much of a more of a dire warning of we've got to really pick up the pace. It's exactly what is going on this year, and what you're seeing and hearing at this summit is just like, we've lost too much time already. And so, I think that that was an interesting element here. You mentioned Thorsten at Neste, I thought it was interesting what he said was that time and again, they turn up and they're the leaders every time. And he said, and everybody else seems to be in a sort of wait and see what Neste does.
Now, you could argue that that was a bit of self-promotion, but I suspect that's a truth is that there's a lot of people just feel that it's too expensive to risk serious investment, let somebody else be the... But now, given how much they need to catch up, that's not good enough to just have one key player. They've all got to be doing that and we did hear a lot about... Talk about collaboration and partnership, of course.
Lange said he's happy to cooperate with companies that would otherwise be competitors.
A big question in all of this is the cost. We all know that even in good times this industry, the airline industry operates on very thin margins compared with many sectors. And, of course, it's still suffering badly financially from the effects of the pandemic. And the Air France executive talked about the billions of Euro, that this is an investment of that size for Air France and the Air France KLM group. And I mean, he was essentially saying some of the way they're going to get some of that money back is through the price of the ticket, correct?
Yeah. I mean, that's a kind of a harsh reality that the industry has to face. I mean, this is going to be an extremely, extremely expensive process. All the investment going to this technology and then the operation of... If we go for hydrogen aircraft. Hydrogen aircraft will be more expensive to operate just because of the cost of producing green hydrogen compared to kerosene today. Air travel will become more expensive.
There's an argument out there that it should become more expensive to get rid of some of the unnecessary travel. Of course, not everyone will agree with that, but it's a fact. It will happen and it's something the airlines will have to take into account in their business models. They will have to live with higher energy costs forever and that may change some of the strategies for sure.
Yeah, that question was actually put to one of the panelists, and I think it's particularly clear when you look at the very complicated, expensive developments for new types of propulsion and does this mean that the industry has to develop a new business model? And we know that airlines are inherently not best adapting those models. You could argue that Herb Kelleher and Southwest was probably the last major change of someone developing a different model, but it doesn't happen easily. Correct, Thierry?
Absolutely. And I think one of the challenges for the carriers is that as there is no global regulation about SAF yet. It may turn out that some carriers act first, they move first and therefore they incur those costs first. So, they could find themselves at a disadvantage in terms of revenues or balance between revenues and costs earlier than others. So, for companies like Air France, it's not the only one that. It's quite bold to move first.
Jens and Thierry, thank you so much for joining me on this podcast. It is fantastic to be here in Toulouse, France headquarters of Airbus. There's a lot more briefings still to come, but we got some good insights I thought this morning and very exciting. If I literally look at the window here, there's an Airbus A350 waiting, and I know you are both flying to Munich and to Airbus' technological facility in Munich there tonight. And so, you'll be hearing more tomorrow as well.
So, again, thank you very much for joining me and most of all, thank you so much to our listeners. I hope you enjoyed this podcast and please join us next week. Remember to sign up for us on Apple Podcasts or wherever you'd like to listen to us.
Energy transitions in the power and transportation sectors are key in advancing toward international net-zero targets, but without companies and governments taking action to accelerate low-carbon technologies, the goals may not be realized, according to BloombergNEF.
The research company released its 2022 New Energy Outlook with a focus on two decarbonization pathways – an economic transition and a net-zero scenario. The economic outlook assumes no new policy to enhance clean energy transitions, and the net-zero target looks at advancing energy technologies, including rapid deployments of clean power generation.
BloombergNEF analyzed country-level results and used industry modeling, including what the steel, aluminum, and cement industries should take on for the greatest chance at decarbonization. It also updates material-demand forecasts.
The report finds that emissions need to fall by 30% by 2030 and 6% a year through 2040 to achieve net-zero goals under the Paris Agreement.
BloombergNEF says that under the net-zero scenario the world can stay on track for decarbonization through rapid deployments of clean power, electrification, and to a lesser extent increasing the use of hydrogen, and carbon capture and storage. David Hostert, the global head of economics and modeling at BNEF and lead author of the report, says although there is a pathway to net zero, clean power deployment needs to quadruple by 2030 to realize the goal.
“To get on track this decade, there needs to be $3 invested in low-carbon supply for every $1 in fossil-fuel supply,” he says. “We need to see a massive acceleration in the build-out of power grids, manufacturing capacity for low-carbon technologies, and supply of critical metals and materials. These could become painful bottlenecks tomorrow if left unaddressed today.”
Moving from fossil fuels for power generation will be the single largest factor in emissions reductions. Doing so will account for half of emissions reductions through 2050, the report says, and energy will be largely generated using wind and solar sources. Under that scenario, wind and solar would make up nearly three-quarters of the world’s power generation.
Electrification of transport, industrial process, and buildings are potentially the next biggest source of emissions reductions, accounting for around a quarter necessary to reach net zero. BloombergNEF says the technologies exist to make these transitions, but the implementation has been slow, especially in the case of heating for buildings.
The scenario also sees carbon capture and storage implementation increasing from 40 megatons in 2021 to more than 7 gigatons by 2050. Emission-free hydrogen use would also need to quadruple by 2050.
Under the economic transition scenario, the rapid growth of renewable energy and the electrification of transport would eliminate half of the world’s energy-related emissions. They can do so with no additional subsidy, especially due to the lower costs of wind, solar, and battery technology over the past decade.
Wind and solar would account for two-thirds of the world’s power generation, and BloomberNEF modeling shows emissions peak in the power sector around 2023. Global coal, gas, and oil use would peak over the next decade.
The report finds that energy emissions fall by 57% and transportation emissions by 22% by 2050. However, this scenario alone isn’t enough to reach the 2050 Paris Agreement target, BloombergNEF says.
Overall, the report suggests six strategies for policymakers and private investors to enhance energy transitions. They include accelerating the deployment of existing clean technology, phasing out carbon-intensive activities, and supporting energy transitions in emerging and developing markets.
21 November 2022
by Sonny Butterworth
Interior of a Carmel armoured fighting vehicle (AFV) prototype, showing touchscreen controls and crew layout. Phase 2 will see an Eitan AFV equipped with a single panoramic screen at the front of the vehicle and four separate operator stations, each with a 24-inch screen. (Janes/Mark Cazalet)
The Israel Ministry of Defense (IMOD) provided further details on the aims, concepts, and timeline for Phase 2 of its Carmel Future Combat Vehicles (FCV) programme at the SAE Media Group Future Armoured Vehicles Survivability 2022 conference.
Speaking at the conference on 17 November 2022, a team member of the Carmel FCV programme from the IMOD explained that whereas Phase 1 was focused on proving the feasibility of operating armoured vehicles with two-person crews under armour, Phase 2 will extend the development of sensor fusion, artificial intelligence (AI), and networking technologies to support formation-level trials with a small number of manned platforms teamed with swarms of unmanned vehicles.
Under Phase 2, the IMOD and prime contractor Israel Aerospace Industries (IAI) will attempt to show how a “much smaller, much leaner force based on only two manned vehicles and a whole host of unmanned platforms” can allow for more efficient operations that involve fewer personnel and thus reduce the risk of a mission having to be compromised due to incurring unacceptable casualties.
The Israel Ministry of Defense (IMOD) provided further details on the aims, concepts, and timeline f...
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HELSINKI — China has laid out its pathway for robotic and crewed lunar and deep space exploration, with a number of missions building towards a permanent moon base.
Three upcoming robotic missions will set in place landers, orbiters, relay satellites and test key technologies needed to begin construction of China’s International Lunar Research Station (ILRS) in the 2030s.
While China is now planning a short-term crewed lunar landing mission before the end of the decade, ILRS will initially be a robotic base that will be permanently habitable after 2035.
China is currently working towards launch of the Chang’e-6, 7 and 8 mission in the coming years to set the stage of the larger moon base initiative, senior space official Wu Weiren told China Central Television (CCTV) after the conclusion of the four-day United Nations/China Global Partnership Workshop on Space Exploration and Innovation in Haikou on the island province of Hainan on Nov. 24.
Chang’e-6, a backup to the successful 2020 Chang’e-5 lunar demo return, will attempt to collect up to two kilograms of material from the South Pole-Aitken Basin on the lunar far side in 2026. The landing is expected to take place at a similar latitude to the 2019 Chang’e-4 landing in Von Karman crater due to engineering constraints.
A new lunar relay satellite will also be launched to facilitate communications with missions targeting the vicinity of the south pole of the moon. Chang’e-7 will launch around 2026 and consist of an orbiter, lander, rover and “mini flying detector,” to study the lunar topography, material composition and environment, with the latter spacecraft to look for the presence of water-ice.
The mission will aim to investigate permanently shadowed areas at the lunar south pole and both the U.S. and China have overlapping target landing areas in the region.
“We hope that Chang’e-7 will use its hopping detector to investigate one or two of those craters and find out whether there is any water inside,” Wu said.
Chang’e-8, currently scheduled for launch around 2028, will be an in-situ resource utilization and 3D-printing technology test mission. The infrastructure launched as part of these missions will serve as a basis to support the larger ILRS initiative.
China is also now working towards a crewed lunar landing before 2030. The mission would use two launches of an under-development new generation crew launch vehicle to send three astronauts to the moon, seeing two of them set down on the surface for around six hours. The requisite spacecraft and lunar lander are in development.
ILRS will see five launches across the early 2030s to put in place n-orbit and surface infrastructure for energy, communications, in-situ resource utilization and other technologies.
These missions will require the lifting capability of the planned Long March 9 super heavy-lift rocket, which officials recently announced has undergone changes in its design to make it reusable. Earlier plans would see the Long March 9 rocket be expendable.
The South China Morning Post also reported that Wu stated China was working on a “new system that uses nuclear energy to address the moon station’s long-term, high-power energy demands.”
Wu has been a strong advocate of such technologies to fuel space exploration, including missions to the edges of the solar system. In August a megawatt-level reactor designed by the Chinese Academy of Sciences passed a key review.
Unveiled in St. Petersburg, Russia, in June 2021, the plan envisions five missions named ILRS-1 through 5 focusing respectively on energy and communications, research and exploration facilities, in-situ resource utilization, general technologies and astronomy capabilities.
“We prepare to work with other countries to build the International Lunar Research Station and appeal to them to join hands with us in conducting the designing and surveying and the subsequent scientific data sharing…. We hope to finish building the ILRS by 2035 and we also hope it will grow to be a national mega science project,” Wu said.
China’s current partner for the endeavor is Russia, which pledges to integrate its planned Luna missions into the initiative as well as contribute with super heavy-lift launcher missions.
China declared its openness to international partnerships for ILRS and deep space missions at the International Astronautical Congress (IAC) in Paris in September, but Russia was not mentioned in the plans.
The omission of China’s main partner was likely due to sensitivity to the fallout from Russia’s invasion of Ukraine, but the situation poses a dilemma for China in its attempt to broaden its cooperation.
Wu also reiterated China’s plans for a near Earth asteroid demo return mission, Mars demo return, sending twin probes to opposite ends of the heliosphere, a mission targeting Jupiter and Uranus, and a planetary defense test.
The latter asteroid deflection mission will include both a survey spacecraft and an impactor, Wu said, targeting an object with a diameter of about 30 meters, earlier revealed as 2020 PN1.
Wu also hinted at even grander plans. “In the next 15 years, I think we should start preparations for sending human beings to Mars and we should leave Chinese people’s footprints on the moon,” Wu said.
With a growing audience and growing revenue, a collection of organizations in Alberta have released a strategy to make the province a global hub for Esports. Luke Azevedo from Calgary Economic Development joins Global News Morning to discuss the strategy, and why he believes it’s a worthwhile investment.
[Ad hoc announcement pursuant to Art. 53 LR]
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Vevey, November 29, 2022
Nestlé outlines value creation model and 2025 targets at investor seminar
Confirms its longstanding Nutrition, Health and Wellness strategy. Focus on food and beverages, including Nestlé Health Science and nutritional health products as an additional growth platform.
Confirms sustainable mid single-digit organic sales growth expectation.
Affirms return to underlying trading operating profit margin range of 17.5% to 18.5% by 2025.
Sets annual underlying EPS growth target range of 6% to 10% in constant currency.
Announces strategic review of Palforzia.
Updates full-year 2022 outlook: we now expect organic sales growth between 8% and 8.5%. The underlying trading operating profit margin is expected around 17.0%. Underlying earnings per share in constant currency and capital efficiency are expected to increase.
At its investor seminar today in Barcelona, Nestlé will share its strategy for sustainable value creation and outline its 2025 targets. The company will detail how it will continue to deliver sustainable mid single-digit organic sales growth. Nestlé expects to return to an underlying trading operating profit margin range of 17.5% to 18.5% by 2025, following the margin impact of a sharp increase in cost inflation in 2021 and 2022. The company also expects to deliver an annual underlying EPS growth range of 6% to 10% in constant currency over the period 2022 to 2025. It plans to trend toward free cash flow of 12% of sales and ROIC of 15% by 2025.
During today's presentations, Nestlé will describe its plans to boost growth through brand building, innovation and digitalization, while supporting margin development through efficiency programs. The seminar will also cover how Nestlé Health Science is developing its leadership position in nutrition and health.
Mark Schneider, Nestlé CEO: "We have made significant progress in latest years, accelerating organic growth, increasing margins and enhancing capital efficiency. Today, we outline our value creation model and targets for 2025 as we aim to deliver consistently in turbulent times. We will continue to invest for future growth, investing behind our brands, delivering impactful innovation, leveraging digitalization and improving speed and agility. Creating shared value for stakeholders remains our focus, with Good for You, Good for the Planet at the heart of our strategy."
Regarding financial metrics, Nestlé pursues a value creation model that balances growth in earnings per share, competitive shareholder returns, flexibility for external growth and access to financial markets. The company will continue to invest to drive brand building, innovation, digitalization and sustainability.
The company has created significant value through portfolio management, contributing to increased growth and improved margins. The net annual return on acquisitions since 2018 is between 11% and 13%, with a large majority of transactions at or above their business plans. Nestlé will continue to pursue external growth opportunities in fast growing segments and regions. The company remains disciplined in its approach to portfolio management, looking for strategic and cultural fit, as well as attractive financial returns.
Nestlé has decided to explore strategic options for Palforzia, the peanut allergy treatment, following slower than expected adoption by patients and healthcare professionals. The review is expected to be completed in the first half of 2023. Going forward, Nestlé Health Science will sharpen its focus on Consumer Care and Medical Nutrition.
Nestlé also confirms its ongoing program to repurchase CHF 20 billion of its shares over the period 2022 to 2024. The company has already bought around CHF 9.7 billion of shares in 2022. Nestlé aims to maintain its practice of increasing its dividend year-on-year in Swiss francs.
Today's investor seminar will be webcast live and available for replay, along with the slides of the presentations in Events.
Christoph Meier Tel.: +41 21 924 2200
Luca Borlini Tel.: +41 21 924 3509