This document discusses current issues in energy network regulation in Australia. It focuses on capital expenditure forecasts and incentives, the weighted average cost of capital and the global financial crisis, and institutional governance arrangements. Specifically, it examines challenges in forecasting capital expenditures, issues with existing incentives, and potential alternative incentive schemes used internationally to better incentivize efficient capital spending.
The document discusses current issues in energy network regulation in Australia. It covers capital expenditure forecasts and incentives, the weighted average cost of capital and how it was impacted by the global financial crisis, and institutional governance arrangements. Specific issues examined include challenges in forecasting capital expenditures, developing better tools and techniques for testing forecasts, using incentives to encourage accurate forecasts, and determining the cost of debt during periods of financial crisis when usual benchmarks are disrupted.
Board Preview: What's Next for Director CompensationPearl Meyer
This document summarizes a webinar on trends in director compensation. The presenters discussed how director compensation increased modestly between 1-5% from 2013 to 2014 across different company sizes. They noted that equity compensation now accounts for the largest portion of director pay, with full-value stock preferred over stock options. Ownership guidelines requiring directors to hold a multiple of their annual cash retainer are also becoming more common. The webinar covered various compensation elements for directors and trends towards simplifying pay structures.
Persistent Systems Q1FY15: Soft performance, margin headwinds limit near ter...IndiaNotes.com
Persistent Systems’ (Persistent’s) Q1FY15 result was another soft quarter compared to PLe/Consensus’ expectation. We see weak start to the year and near term headwinds to operating margin to restrict upside.
The document provides information on ARG's inventory appraisal services, including analyzing inventory at the SKU level, determining weeks of supply on hand, projecting a liquidation methodology and cash flow, and benchmarking key metrics like inventory levels, gross margin, and sales over time to monitor collateral value. It emphasizes that inventory appraisals establish baseline values but that ongoing monitoring is needed as company conditions and inventory mix can change.
The document discusses bonus distributions from two companies, PT. Super Metro and PT. Super Hero. It provides information on:
1) Net profits, bonus percentages to be distributed, and amounts for each company.
2) Number of employees in each grade level and division for both companies.
3) Basic salary amounts for each company and division.
4) Bonus calculation and distribution amounts for each grade level in both companies.
National CFA Charterholder Compensation Survey 2015Ryan Renicker CFA
Some insights into the value of successfully completing (and retaining) the CFA Charter.
Source: CFA Societies Canada - 11 August 2015
https://www.cfasociety.org/saskatchewan/JobLine1/CFA%20Charterholder%20Compensation%20Survey%20-%20Summary%20-%20FINAL%20v2.pdf
The document discusses current issues in energy network regulation in Australia. It covers capital expenditure forecasts and incentives, the weighted average cost of capital and how it was impacted by the global financial crisis, and institutional governance arrangements. Specific issues examined include challenges in forecasting capital expenditures, developing better tools and techniques for testing forecasts, using incentives to encourage accurate forecasts, and determining the cost of debt during periods of financial crisis when usual benchmarks are disrupted.
Board Preview: What's Next for Director CompensationPearl Meyer
This document summarizes a webinar on trends in director compensation. The presenters discussed how director compensation increased modestly between 1-5% from 2013 to 2014 across different company sizes. They noted that equity compensation now accounts for the largest portion of director pay, with full-value stock preferred over stock options. Ownership guidelines requiring directors to hold a multiple of their annual cash retainer are also becoming more common. The webinar covered various compensation elements for directors and trends towards simplifying pay structures.
Persistent Systems Q1FY15: Soft performance, margin headwinds limit near ter...IndiaNotes.com
Persistent Systems’ (Persistent’s) Q1FY15 result was another soft quarter compared to PLe/Consensus’ expectation. We see weak start to the year and near term headwinds to operating margin to restrict upside.
The document provides information on ARG's inventory appraisal services, including analyzing inventory at the SKU level, determining weeks of supply on hand, projecting a liquidation methodology and cash flow, and benchmarking key metrics like inventory levels, gross margin, and sales over time to monitor collateral value. It emphasizes that inventory appraisals establish baseline values but that ongoing monitoring is needed as company conditions and inventory mix can change.
The document discusses bonus distributions from two companies, PT. Super Metro and PT. Super Hero. It provides information on:
1) Net profits, bonus percentages to be distributed, and amounts for each company.
2) Number of employees in each grade level and division for both companies.
3) Basic salary amounts for each company and division.
4) Bonus calculation and distribution amounts for each grade level in both companies.
National CFA Charterholder Compensation Survey 2015Ryan Renicker CFA
Some insights into the value of successfully completing (and retaining) the CFA Charter.
Source: CFA Societies Canada - 11 August 2015
https://www.cfasociety.org/saskatchewan/JobLine1/CFA%20Charterholder%20Compensation%20Survey%20-%20Summary%20-%20FINAL%20v2.pdf
Earned value management (EVM) provides visibility into a project's technical, cost, and schedule performance. It integrates cost, schedule, and technical data to evaluate progress and forecast completion costs. For a project to use EVM effectively, it must establish measurable work, develop a measurable plan and schedule, decide what work will be completed over time, track work accomplished, and verify costs. Taking action on variances is also important for managing performance.
Earned value management (EVM) provides visibility into a project's technical, cost, and schedule performance. It integrates cost, schedule, and technical data to evaluate progress and forecast completion costs. For a project to use EVM effectively, it must establish measurable work, develop a measurable plan and schedule, decide what work will be completed over time, track work accomplished, and verify costs. Taking action on variances is also important for managing performance.
The document summarizes a study on CEO incentive compensation plans among 600 large, mid-size, and small U.S. companies. Key findings include:
1) Larger companies have a higher percentage of variable pay, with CEOs of top 200 companies having an average of 87% of target pay in variable compensation. Performance-based long-term incentives represent the largest portion of long-term incentive value across all company sizes.
2) Earnings metrics are the most commonly used and heavily weighted performance metric in annual incentive plans, present in over 85% of plans across all company sizes. Larger companies tend to include more performance metrics in their plans.
3) Usage of environmental, social, and
- F.E. DiBacco, Inc. was founded 35 years ago by Francis E. DiBacco to help organizations interpret and reduce bank service fees through specialized fee analysis.
- Bank fees are primarily set based on what the market will bear and have been trending higher in recent years as bank earnings have shifted from interest income to fees.
- DiBacco offers a proprietary five-step fee review process using patented software to analyze all bank fees, identify opportunities for savings, and ensure clients save more than the contingency fees DiBacco receives.
- Through its independent, specialized analysis of over 6,000 bank fee schedules, DiBacco has helped clients collectively save over $100 million with
You are already familiar with research – but whether you are at the start of your journey, or you are already a power-user, you will get a lot of value from this session. Every registered attendee will receive a confidential, personalised report, on their system usage. We will ensure that we tailor each session to cover the areas of most value to you – and how to extract the maximum value from your research subscription.
- Projected premiums
- Quoting accelerated and standalone trauma and TPD together
- Report history
- Quoting life insurances with any health insurer
- Underwriting terms
- News
- Backing your preferred provider choices with evidence
- Help set our development agenda for new features for the next 12 to 24 months
- Join our research advisory group
Copy of the slides used in the second of two Quotemonster workshops in May and June 2019. Date of upload is 26 July 2019. Material current in June. Note research is dynamic, and has been revised even during the period of the workshops - you must be a financial adviser and access the live site to use the research. If you are a consumer, please be aware that this is training material and has already been superseded on the live site. Please refer to a financial adviser for advice.
Learn about how your business can improve its bottom line by taking more control of your insurance program.
Mid-sized organizations can utilize alternative risk solutions, better known as captive insurance companies, to lower their total cost of risk for Workers Compensation, General Liability, and Auto Liability. Through ownership, businesses can reap the benefits of their strong safety performance.
How gilt implemented a successful labor management system ops summit 2013Steve Johnson
This document summarizes how Gilt implemented a successful labor management system at its Louisville distribution center. It discusses the keys to a successful LMS including change management, selecting an LMS software, and providing daily and real-time feedback to associates. Gilt saw a 15% increase in productivity within 3 months of implementing the system, which included engineered standards, daily reports, and real-time feedback displayed on digital scoreboards. The full implementation schedule took place from March 2012 through summer 2013.
Whether you are producing cooking oil, baby oil or motor oil, one matter is constant, if you are trying to implement a quality system; you are competing with other projects for finite corporate resources. One of the most effective ways to compete for those resources and demonstrate project success is to be able to quantitatively demonstrate Return On Investment (ROI).
Louis Halvorsen, CTO, Northwest Analytics, explains how to develop the ROI of quality systems and provide example case studies. He presents:
• How to choose the project justifications that best meet your commercial requirements and to improve your bottom line.
• What are common ROI targets and how may they be adapted to your plant requirements.
• How to quantify ROI.
Quality systems and operations typically deliver substantial cost benefits and rapid returns. Properly done, ROI modeling will not only enable you to obtain the necessary resources to develop your projects, but will also provide an ongoing basis to justify the quality management operations.
Mr. Halvorsen presents three case studies which illustrate how to set up data collection and analysis to successfully demonstrate ROI and provide for continuing reporting.
• An assembly process where management must determine which defects are most amenable to process improvement and will provide the greatest return for the effort.
• A food processor facing product giveaway by overfilling. How can the processor improve the filling performance and calculate the ROI of the effort?
• A high-speed process that makes multiple products has historically required long startup and change-over times to become stable enough for normal production. How can the producer reduce startup time and waste?
Applying SPC to your production process is one of the quickest ways to realize a return from your quality system. SPC-based process improvements reduce variation and make further improvements possible.
View recording at https://www1.gotomeeting.com/register/794616632
This document summarizes a webinar on upcoming changes to SMSF auditor regulations and registration requirements. It discusses the findings of the Cooper Review regarding the SMSF auditor population and issues of independence. It outlines new requirements around auditor registration with ASIC, competency exams, and making APES 110 standards on independence mandatory. The webinar addresses opportunities and threats for auditors, and the options of specializing, outsourcing audits, or exiting the industry. A guest speaker from Engage Super Audits promotes their online audit services for addressing independence concerns.
Complexity in all aspects of business (products, processes, organizations) has made planning and forecasting more difficult and a fundamental lack of understanding of complexity often drives behaviors intended to reduce costs, but actually increase them while decreasing service level.
In this presentation delivered at the 2014 APICS International Conference, we explore the sources of complexity facing businesses today and how complexity manifests itself in poorer performance and higher costs. In doing so we will explore Wilson Perumal & Company’s Square Root Costing methodology for more accurately allocating complexity costs across an organization through a real-life client example.
After studying over 100 venture-backed healthcare companies, we present the definitive benchmarks for what growing a health tech business should look like at every stage.
Read the full article here: https://www.bvp.com/atlas/how-to-scale-a-health-tech-business-to-100-million-arr-and-beyond
This document provides an introduction to Earned Value Management (EVM). EVM is a project management technique that combines measurements of scope, time and costs into a single integrated system. This allows for accurate forecasts of project performance problems and identifies areas needing early management intervention. EVM benefits include providing an early warning system, enabling course corrections when issues are small, allowing management by exception to focus on problem areas, and serving as a communication tool. Requirements to implement EVM include defining scope, schedule, estimates, and collecting actual costs and schedule updates.
Performance Shares: Perspectives from the morning after 24May2016 finalJames Sillery
Many companies move some or all of their equity compensation grants to performance-based shares, often at the urging of shareholder advisory groups. However, in hindsight, some are now questioning their effectiveness. This presentation to at the Midwest GEO conference provides insight into what is and is not working... and why that is happening.
For most companies, compensation is the costliest item on the P&L. And yet business leaders typically know little about their organization’s pay strategy. In today’s hyper competitive world, that’s not okay. Pay is a strategic tool that can either drive or diminish company profitability. It is a key to recruiting the kind of talent that can positively impact the trajectory of the business. Therefore, chief executives need to play a leading role in charting the compensation course their companies take. But, to do that effectively, they must become better informed about core pay issues. But which issues? What, exactly, do they need to know?
This webinar will answer those questions. It is designed for enterprise leaders who want to learn how compensation can play a more productive role in their businesses.
This document analyzes the financial performance and stock price of Algorithm company over several quarters and years. It shows declining sales, profits, and stock price. The stock price is currently 28,150 won but the algorithm's indication price ranges from 1,848 to 4,655 won, representing gaps from -93% to -83% compared to the current price. Based on these analyses, the algorithm recommends selling the stock.
Slideshare | NAV Oversight & Backup NAV Challenges. You are not alone...Milestone Group
An insight into the shifting landscape of outsourced fund administration, oversight liability and complying with the regulators, the reliance on spreadsheets and manual processing, and the search for better solutions.
The ISO 50001 and Potential Impacts on the Steel and Metals Industries-Energy...Schneider Electric
As presented at AIST 2014: ISO 50001 is a fast emerging standard for establishing and maintaining an Energy Management System. Adoption rates for ISO 50001 mirror that of ISO 14001 and companies in the metals and steel industries are among the early adopters.
Honeywell International is a global Fortune 50 company with over $34.6 billion in annual revenues and more than 110,000 employees in nearly 100 countries. It has diverse businesses across aerospace, transportation systems, specialty materials, and automation and control solutions. Honeywell's human resource practices focus on differentiating high performers through strong talent management and linking pay to performance. It aims to provide the right development opportunities to its most talented employees. The company's human resource processes include induction training, performance development sessions, training programs, and a rewards and recognition program to encourage individual and team contributions.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Earned value management (EVM) provides visibility into a project's technical, cost, and schedule performance. It integrates cost, schedule, and technical data to evaluate progress and forecast completion costs. For a project to use EVM effectively, it must establish measurable work, develop a measurable plan and schedule, decide what work will be completed over time, track work accomplished, and verify costs. Taking action on variances is also important for managing performance.
Earned value management (EVM) provides visibility into a project's technical, cost, and schedule performance. It integrates cost, schedule, and technical data to evaluate progress and forecast completion costs. For a project to use EVM effectively, it must establish measurable work, develop a measurable plan and schedule, decide what work will be completed over time, track work accomplished, and verify costs. Taking action on variances is also important for managing performance.
The document summarizes a study on CEO incentive compensation plans among 600 large, mid-size, and small U.S. companies. Key findings include:
1) Larger companies have a higher percentage of variable pay, with CEOs of top 200 companies having an average of 87% of target pay in variable compensation. Performance-based long-term incentives represent the largest portion of long-term incentive value across all company sizes.
2) Earnings metrics are the most commonly used and heavily weighted performance metric in annual incentive plans, present in over 85% of plans across all company sizes. Larger companies tend to include more performance metrics in their plans.
3) Usage of environmental, social, and
- F.E. DiBacco, Inc. was founded 35 years ago by Francis E. DiBacco to help organizations interpret and reduce bank service fees through specialized fee analysis.
- Bank fees are primarily set based on what the market will bear and have been trending higher in recent years as bank earnings have shifted from interest income to fees.
- DiBacco offers a proprietary five-step fee review process using patented software to analyze all bank fees, identify opportunities for savings, and ensure clients save more than the contingency fees DiBacco receives.
- Through its independent, specialized analysis of over 6,000 bank fee schedules, DiBacco has helped clients collectively save over $100 million with
You are already familiar with research – but whether you are at the start of your journey, or you are already a power-user, you will get a lot of value from this session. Every registered attendee will receive a confidential, personalised report, on their system usage. We will ensure that we tailor each session to cover the areas of most value to you – and how to extract the maximum value from your research subscription.
- Projected premiums
- Quoting accelerated and standalone trauma and TPD together
- Report history
- Quoting life insurances with any health insurer
- Underwriting terms
- News
- Backing your preferred provider choices with evidence
- Help set our development agenda for new features for the next 12 to 24 months
- Join our research advisory group
Copy of the slides used in the second of two Quotemonster workshops in May and June 2019. Date of upload is 26 July 2019. Material current in June. Note research is dynamic, and has been revised even during the period of the workshops - you must be a financial adviser and access the live site to use the research. If you are a consumer, please be aware that this is training material and has already been superseded on the live site. Please refer to a financial adviser for advice.
Learn about how your business can improve its bottom line by taking more control of your insurance program.
Mid-sized organizations can utilize alternative risk solutions, better known as captive insurance companies, to lower their total cost of risk for Workers Compensation, General Liability, and Auto Liability. Through ownership, businesses can reap the benefits of their strong safety performance.
How gilt implemented a successful labor management system ops summit 2013Steve Johnson
This document summarizes how Gilt implemented a successful labor management system at its Louisville distribution center. It discusses the keys to a successful LMS including change management, selecting an LMS software, and providing daily and real-time feedback to associates. Gilt saw a 15% increase in productivity within 3 months of implementing the system, which included engineered standards, daily reports, and real-time feedback displayed on digital scoreboards. The full implementation schedule took place from March 2012 through summer 2013.
Whether you are producing cooking oil, baby oil or motor oil, one matter is constant, if you are trying to implement a quality system; you are competing with other projects for finite corporate resources. One of the most effective ways to compete for those resources and demonstrate project success is to be able to quantitatively demonstrate Return On Investment (ROI).
Louis Halvorsen, CTO, Northwest Analytics, explains how to develop the ROI of quality systems and provide example case studies. He presents:
• How to choose the project justifications that best meet your commercial requirements and to improve your bottom line.
• What are common ROI targets and how may they be adapted to your plant requirements.
• How to quantify ROI.
Quality systems and operations typically deliver substantial cost benefits and rapid returns. Properly done, ROI modeling will not only enable you to obtain the necessary resources to develop your projects, but will also provide an ongoing basis to justify the quality management operations.
Mr. Halvorsen presents three case studies which illustrate how to set up data collection and analysis to successfully demonstrate ROI and provide for continuing reporting.
• An assembly process where management must determine which defects are most amenable to process improvement and will provide the greatest return for the effort.
• A food processor facing product giveaway by overfilling. How can the processor improve the filling performance and calculate the ROI of the effort?
• A high-speed process that makes multiple products has historically required long startup and change-over times to become stable enough for normal production. How can the producer reduce startup time and waste?
Applying SPC to your production process is one of the quickest ways to realize a return from your quality system. SPC-based process improvements reduce variation and make further improvements possible.
View recording at https://www1.gotomeeting.com/register/794616632
This document summarizes a webinar on upcoming changes to SMSF auditor regulations and registration requirements. It discusses the findings of the Cooper Review regarding the SMSF auditor population and issues of independence. It outlines new requirements around auditor registration with ASIC, competency exams, and making APES 110 standards on independence mandatory. The webinar addresses opportunities and threats for auditors, and the options of specializing, outsourcing audits, or exiting the industry. A guest speaker from Engage Super Audits promotes their online audit services for addressing independence concerns.
Complexity in all aspects of business (products, processes, organizations) has made planning and forecasting more difficult and a fundamental lack of understanding of complexity often drives behaviors intended to reduce costs, but actually increase them while decreasing service level.
In this presentation delivered at the 2014 APICS International Conference, we explore the sources of complexity facing businesses today and how complexity manifests itself in poorer performance and higher costs. In doing so we will explore Wilson Perumal & Company’s Square Root Costing methodology for more accurately allocating complexity costs across an organization through a real-life client example.
After studying over 100 venture-backed healthcare companies, we present the definitive benchmarks for what growing a health tech business should look like at every stage.
Read the full article here: https://www.bvp.com/atlas/how-to-scale-a-health-tech-business-to-100-million-arr-and-beyond
This document provides an introduction to Earned Value Management (EVM). EVM is a project management technique that combines measurements of scope, time and costs into a single integrated system. This allows for accurate forecasts of project performance problems and identifies areas needing early management intervention. EVM benefits include providing an early warning system, enabling course corrections when issues are small, allowing management by exception to focus on problem areas, and serving as a communication tool. Requirements to implement EVM include defining scope, schedule, estimates, and collecting actual costs and schedule updates.
Performance Shares: Perspectives from the morning after 24May2016 finalJames Sillery
Many companies move some or all of their equity compensation grants to performance-based shares, often at the urging of shareholder advisory groups. However, in hindsight, some are now questioning their effectiveness. This presentation to at the Midwest GEO conference provides insight into what is and is not working... and why that is happening.
For most companies, compensation is the costliest item on the P&L. And yet business leaders typically know little about their organization’s pay strategy. In today’s hyper competitive world, that’s not okay. Pay is a strategic tool that can either drive or diminish company profitability. It is a key to recruiting the kind of talent that can positively impact the trajectory of the business. Therefore, chief executives need to play a leading role in charting the compensation course their companies take. But, to do that effectively, they must become better informed about core pay issues. But which issues? What, exactly, do they need to know?
This webinar will answer those questions. It is designed for enterprise leaders who want to learn how compensation can play a more productive role in their businesses.
This document analyzes the financial performance and stock price of Algorithm company over several quarters and years. It shows declining sales, profits, and stock price. The stock price is currently 28,150 won but the algorithm's indication price ranges from 1,848 to 4,655 won, representing gaps from -93% to -83% compared to the current price. Based on these analyses, the algorithm recommends selling the stock.
Slideshare | NAV Oversight & Backup NAV Challenges. You are not alone...Milestone Group
An insight into the shifting landscape of outsourced fund administration, oversight liability and complying with the regulators, the reliance on spreadsheets and manual processing, and the search for better solutions.
The ISO 50001 and Potential Impacts on the Steel and Metals Industries-Energy...Schneider Electric
As presented at AIST 2014: ISO 50001 is a fast emerging standard for establishing and maintaining an Energy Management System. Adoption rates for ISO 50001 mirror that of ISO 14001 and companies in the metals and steel industries are among the early adopters.
Honeywell International is a global Fortune 50 company with over $34.6 billion in annual revenues and more than 110,000 employees in nearly 100 countries. It has diverse businesses across aerospace, transportation systems, specialty materials, and automation and control solutions. Honeywell's human resource practices focus on differentiating high performers through strong talent management and linking pay to performance. It aims to provide the right development opportunities to its most talented employees. The company's human resource processes include induction training, performance development sessions, training programs, and a rewards and recognition program to encourage individual and team contributions.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
2. Introduction
The context for our discussion
The current issues in energy network regulation
• Capital expenditure forecasts and incentives
• Weighted average cost of capital and the GFC
• Institutional/governance arrangements
Closing remarks
PwC 2 What would you like to grow?
3. Context
• Major review of the regulatory regime in 2005-2006
Institutional changes (AEMC, AER)
Re-write of the „rules‟ for regulation, focus on
stability/predictability to „unlock‟ investment
• Emerging from the biggest shock to our financial markets since
the Great Depression
Raised cost / difficulties of attracting capital – and created
practical difficulties for regulators setting regulated prices
• Substantial use of new „merit review‟ avenue
Positive outcome in all NSP appeals (and on most issues)
• Substantial increases in final electricity prices
All elements of the supply chain contributing – rising network
charges (expenditure and WACC) is a key cause
PwC 3 What would you like to grow?
4. Reactions
• Rise in the network prices has generated debate and reaction
Step-up of capex is inefficiency on a large scale
Rise in WACC has „overshot‟ and overstates the cost of finance
But some commentators have suggested that regulatory
decisions have overshot and provide excessive returns
Merit review allows „cherry picking‟ of decisions
• AER has proposed a series of rule changes to address concerns
More power to challenge forecasts, greater incentives for
capex and discretion over WACC
• Number of other reviews are also in train
Statutory review of merit review brought forward
AEMC Review of distribution reliability standards
Independent review of distribution network efficiency
http://www.ret.gov.au/Department/Documents/clean-energy-future/ELECTRICITY-PRICES-FACTSHEET.pdf
PwC 4 What would you like to grow?
5. Forecasting capital expenditure
• Assessing capex forecasts is one of the most challenging tasks
for a regulator when applying the building block approach
Can vary substantially from year to year and decade to decade
depending on a range of factors
Hard enough for businesses, even more for the regulator
NSPs get greater reward under efficiency incentives where
the regulatory adopts „soft‟ targets
Who takes responsibility for network performance?
• Less of an issue for opex
Use incentives (price cap and efficiency sharing) to reward
efficiency gains
Use the „revealed efficient cost‟ as the starting point,
regulator‟s task reduced to testing the „trend‟ and „step‟
PwC 5 What would you like to grow?
6. Issues in forecasting capex
• AER‟s view is that the Rules limit its powers to properly test
forecasts
Will be debate about the legal interpretation of the current
regime and the practical effect of reasonably subtle changes
Critical factor is that decisions are based on evidence
Intent of drafters appeared to be use process to encourage
accurate and substantiated forecasts and so assist the AER
Why has this not worked? Could it?
• Key focus needs to be on developing better capability and „tools‟
for testing forecasts, using the maximum information and best
techniques available
Complex task that will never be perfect
PwC 6 What would you like to grow?
7. Can incentives be used to help? – UK RIIO
• Key feature of the UK electricity regime is „menu regulation‟ for
capex
Firms get to nominate their forecast, where lower forecasts
get a greater share of efficiency benefits (i.e., incentive power)
The menu of choices are structured so that NSPs get the
maximum payoff from providing a forecast that is „honest‟
• Applied to distribution in 2005 and 2010 with higher incentive
rates, and transmission from 2013
• Challenges remain
Requires a „regulator forecast‟ to set up the menue of choices
– techniques for determining a „baseline‟ are required
High cost firms will not expect to recover cost, but „rent‟ to
low cost firms will be transparent – would this be
sustainable?
PwC 7 What would you like to grow?
8. UK information quality incentive (2010)
Ratio of NSP : Regulator forecast 95.00 100.00 105.00 110.00 115.00 120.00 125.00 130.00 135.00 140.00
Expenditure allowance 98.75 100.00 101.25 102.50 103.75 105.00 106.25 107.50 108.75 110.00
Incentive power 52.5% 50.0% 47.5% 45.0% 42.5% 40.0% 37.5% 35.0% 32.5% 30.0%
Additional income 3.09 2.50 1.84 1.13 0.34 -0.50 -1.41 -2.38 -3.41 -4.50
Actual expenditure 90 7.69 7.50 7.19 6.75 6.19 5.50 4.69 3.75 2.69 1.50
95 5.06 5.00 4.81 4.50 4.06 3.50 2.81 2.00 1.06 0.00
100 2.44 2.50 2.44 2.25 1.94 1.50 0.94 0.25 -0.56 -1.50
105 -0.19 0.00 0.06 0.00 -0.19 -0.50 -0.94 -1.50 -2.19 -3.00
110 -2.81 -2.50 -2.31 -2.25 -2.31 -2.50 -2.81 -3.25 -3.81 -4.50
115 -5.44 -5.00 -4.69 -4.50 -4.44 -4.50 -4.69 -5.00 -5.44 -6.00
120 -8.06 -7.50 -7.06 -6.75 -6.56 -6.50 -6.56 -6.75 -7.06 -7.50
125 -10.69 -10.00 -9.44 -9.00 -8.69 -8.50 -8.44 -8.50 -8.69 -9.00
130 -13.31 -12.50 -11.81 -11.25 -10.81 -10.50 -10.31 -10.25 -10.31 -10.50
135 -15.94 -15.00 -14.19 -13.50 -12.94 -12.50 -12.19 -12.00 -11.94 -12.00
140 -18.56 -17.50 -16.56 -15.75 -15.06 -14.50 -14.06 -13.75 -13.56 -13.50
145 -21.19 -20.00 -18.94 -18.00 -17.19 -16.50 -15.94 -15.50 -15.19 -15.00
• If NPS believes it will need 120% of baseline, maximises payoff from forecasting 120%
Expected payoff of -6.5, incentive rate of 40%
• If firm actually spends 100%, it will make a payoff of 1.5 (=40% x (105-100) – 0.5)
• High cost firm (140%) makes a payoff of -13.5
• Low cost firm (95%) makes a payoff of 5.1
PwC 8 What would you like to grow?
9. Incentive to incur efficient capital expenditure
• Incentive to minimise expenditure declines over the regulatory
period, to zero at end (if regulatory WACC correct)
Limited incentive to optimise between opex and capex
Observation that NSPs tend to ramp up expenditure within a
regulatory period
Perception that absence of incentive at end of period is
causing “gold plating”
„Power‟ depends on asset age (higher for shorter lived assets)
• Ascending objectives for a scheme
1. Raise incentive in the last year(s) of the regulatory period
2. Create a constant efficiency incentive over the regulatory
period
3. Align incentives between capex and opex and service
incentives
PwC 9 What would you like to grow?
10. AER Capital efficiency incentive proposal
• AER has identified these problems and proposed a scheme
whereby firms will be penalised if they overspend against the
original allowances
If overspend against the original allowance then recover 60%
of the overspend, but if underspend then recover actual capex
Recognised difficulties of undertaking ex post reviews
• Simple mechanism, but has a number of difficulties
Only firms expecting to overspend are subject to greater
incentives – better incentive need for all
- Efficiency means spending what‟s required, not spending
the regulatory allowance
Asymmetry means that firms would not expect to recover
efficient cost without an „asymmetric‟ risk allowance
Scheme may create very high incentives in the early years
PwC 10 What would you like to grow?
11. Capex incentive schemes – a way forward?
• The ESCV and ESCOSA both implemented capex „carry-overs‟
mechanism, which deserve re-examination
The „efficiency benefits‟ from reducing capex within the
period were „carried over‟ to ensure a constant incentive for
efficiency
Ofgem applies fundamentally the same mechanism, although
in a more flexible manner that allows choice of the incentive
power
• Need to understand challenges with those schemes
Sustainability depends on credibility of forecasts
(symmetrically)
Need to distinguish between discretionary deferrals of capex
from one regulatory period to the next from avoided capex
Need to test the risk created – although additional risk
management now measures 11 exist
PwC What would you like to grow?
13. WACC and the GFC
• The GFC challenged two aspects of setting the WACC
Performance of the standard (and hitherto accepted)
regulatory practice for the cost of debt declined
Became difficult to „observe‟ the prevailing market cost of
debt for long dated Australian corporate bonds
Went from „largely resolved‟ to „very contentious‟
„Locking in‟ of some parameters but setting others at „spot
rates‟ created the real potential for a very low cost of equity at
times that intuition suggested it had risen
PwC 13 What would you like to grow?
14. Cost of debt during the GFC
• Prior to the GFC we simply observed Australian corporate bond rates,
and this was written into the Rules
Simple, acceptable to all parties, a benchmark, avoided potential
inconsistencies
• This simple method broke down during the GFC – and the AER has
asked for flexibility to determine a new method
Previous practice had strengths – whether it will work again (post-
GFC) needs to be analysed thoroughly
But using benchmarks for financing decisions has been a key
strength of our regulatory regime – if the old benchmark is
disbanded, then the task is to define a new benchmark
• An issue the AER has not raised is whether we should continue to reset
the debt risk premium for all debt at a price review
The use of a „spot rate‟ exacerbated issues with the GFC
Should the premium be based on a benchmark rolling portfolio?
PwC 14 What would you like to grow?
15. Cost of debt during the GFC: UK vs. Australia
United Kingdom Australia
• Bond issuance continued in much • Bond issuance suspended in
deeper markets domestic market, switch to:
• UK utility debt was very long term Short term bank debt
at time of GFC, 88% of utility debt
maturing after 2020 Overseas (especially US PP market,
which opened from March 2010)
• Bond margins increased, returned
to near pre-GFC levels by the time • Evidence that yields rose
Ofgem its next decision (late 2009) substantially and have remained
higher than pre-GFC levels
• Ofgem has formally adopted a
rolling portfolio But absence of issues and
secondary market trade created
Final Proposal 1999 2004 2009 uncertainty about the current yield
(%) (%) (%)
Real risk free rate 2.25-2.75 2.25-3 2-2.5
Cost of Debt 4.3 4.1 3.6
Cost of Equity 6 7.5 6.7
Gearing 50 57.5 65
Vanilla WACC 5.2 5.5 4.7
PwC 15 What would you like to grow?
16. Spreads during the global financial crisis
United Kingdom Australia
GFC period
8.00
7.00
6.00
5.00
Debt Margin
Bloomberg
4.00
CBA
Spectrum
3.00
2.00
1.00
-
Sources: PwC UK (December, 2009), p.65, based on Datastream, and PwC Australia, using Bloomberg
and CBASpectrum
PwC 16 What would you like to grow?
17. Cost of equity and the GFC
• For the cost of equity, the Rules mandate a formula (CAPM) and most
of the inputs
• Normally, prescribing such a formula and standard inputs would be a
reasonable approximation
• But during the GFC, it predicted a sharp drop in the cost of equity –
when all intuition suggested investors‟ required returns were rising
The „solution‟ may be complex and debated – but the wrong answer
of all is simply to „crank the handle‟
• The AER has proposed increasing the extent to which WACC
parameters are locked in between reviews
Essential for the Rules to provide a „safety valve‟ to allow (require)
the AER to „road test‟ the WACC at reviews
PwC 17 What would you like to grow?
18. What does “regulatory discretion” mean in
Australia?
• The electricity regulatory regimes appears highly prescribed, leaving
the regulator with much less discretion than overseas regulators or
their former state equivalents
• That analysis is overly simplified – our institutional arrangements for
energy are unique in Australia (and possibly the world)
The traditional regulatory discretion is exercised by two institutions
in combination – the AEMC and AER – the former when making
rules and the latter when making decisions
Good regulators make commitments about how discretion would be
exercised in the future (critical for incentive regulation) – this is
what the AEMC does when it makes rules, and those rules can be
changed expeditiously, without navigating the political process
• Real issue – what can and should be the subject of long term regulatory
commitments
How can the benefits of our unique institutional regulatory
arrangements be maximised
PwC 18 What would you like to grow?
19. What is the merit of merit review?
• Review mechanism was purposely designed to be low cost and expeditious
Limited only to matters raised, on information before the regulator, hurdle
must be met and onus on appellant to demonstrate error
• Cannot expect Tribunal to settle important regulatory policy issues, proper role:
a safety valve for appellants to allow material errors to be challenged
to provide pressure on the regulator to perform
• Is the extent of the AER‟s losses – and dominance of NSPs in appeals – an
indication that the review process is flawed?
Complex matter – what has been appealed?
Is dominance of NSPs necessarily problematic? Has here been „cherry
picking‟?
Are regulatory errors expected to be symmetric?
Hearing only part of a case is not flawed – the building block approach
involves making many constituent decisions and summing to a whole
Can we afford complete re-hearings?
Better resourced customer advocacy would be a clear improvement
PwC 19 What would you like to grow?
20. Concluding remarks
• Energy network regulation is under the spot light like never before
(again)
• Forecasting and incentives for capex are the „Achilles Heel‟ of building
block regulation
Need an informed debate on how to improve forecasting, including
exploration of incentive schemes
Capex incentives need strengthening - but needs a considered
solution
• The GFC created two problems for the WACC
Benchmark cost of debt is essential – a rolling portfolio?
Need a safety valve for fixed WACC parameters
• Institutional arrangements
„Prescription‟ and „discretion‟ needs to be considered in the context
of our unique institutional arrangements
Merit review has an important role – better customer advo0cacy
PwC
would be an improvement 20 What would you like to grow?