Chasing the sun: Africa’s burgeoning renewables sector

Until a few short years ago Angola, twice the size of France, would have relied on its oil reserves to provide most of the energy for its 34 million people. After all, the former Portuguese colony boasts one of the highest hydrocarbon deposits in all of sub-Saharan Africa.

But today Angola is showing the way for the rest of the region in the harnessing of solar energy, the region’s great hope in the renewable revolution. In 2022 alone, Angola installed nearly a gigawatt of new photovoltaic capacity in a 14 percent increase on the previous year. And although that still ranks the country far behind early starters like South Africa, which accounts for more than half of all of Africa’s solar energy, Angola’s rapid embrace of photovoltaic power is seen as highly symbolic. As early as 2025 the government expects to install 100 megawatts of solar capacity, a third of it coming from off the grid as it taps into average annual temperatures of between 16°C and 26°C.

Other countries are following suit, notably Ghana, Kenya and Rwanda. All are pursuing a target of achieving much of their energy from the sun by 2030 in what will be a historic and transformative transition in countries that have hitherto relied on fossil fuels and often erratic grids for their power. Although many African countries are late in seizing the potential of solar energy, they are catching up fast as they come to realise their unique ability to harness the sun.

To take the example of Rwanda, it is located in East Africa at approximately two degrees below the equator, a fortuitous position in terms of solar potential. Technically, its solar radiation intensity is roughly equal to five hours of peak sun a day, way ahead of many western nations.

If Africa can wake up to the potential of solar and other renewables, the prospects are impressive

As a region – and it is a giant one with many disparities in terms of solar potential, Africa’s potential in terms of solar radiation is 4.51 kWh/kWp a day, which puts it ahead of South and North America, the latter by some margin (see Fig 1). However, there is a lot of ground to make up. Until very recently, Africa lagged behind other regions in exploiting its solar potential, according to official sources like the World Bank’s Global Solar Atlas and the International Energy Agency. Vast though the region is, it claims just one percent of the world’s installed solar capacity.

This doesn’t tell the full picture though, because sub-Saharan Africa likes to do things in its own way and much of the new solar generation is off-grid, sometimes way off-grid, and thus escapes official measurement. Rooftop installations have been proliferating, for instance, in factories and homes.

But from a standing start, Africa has “a unique opportunity to provide affordable, reliable and sustainable electricity services to a large share of humanity where improved economic opportunities and quality of life are the most needed,” notes the World Bank.

Blended finance
There’s money on the table for the right projects. Mingling among the 40,000 attendees at last year’s COP27 in Cairo were representatives of the multilateral lenders, development banks and private-public finance who are ready to engage in the ‘blended financing’ – essentially multiple funding sources – that will make the transition to renewables happen. The World Bank is under pressure to take the lead on this.

The sums may be daunting – the total renewables budget for the region is estimated at $190bn a year between 2026 and 2030, with two thirds of that going into clean energy. However, that would still represent a fraction of the total global spend on the pursuit of net zero and the benefits are almost immeasurable.

And to put the budget into further perspective, IEA executive director Dr. Fatih Birol pointed out: “Bringing access to modern energy for all Africans calls for investment of $25bn per year – a sum equivalent to the cost of building just one liquefied natural gas terminal.”

New funding arrangements are under discussion including ‘concessional finance,’ a low-cost form of debt that encourages other lending, notably private capital originating from domestic financial markets. In other words, local lenders would have skin in the game and an interest in ensuring the money was properly spent. To ensure that, some governments will have to raise their game in the management of what lenders now call ‘foundational investments’ in the energy revolution. One overdue reform is in the fraught area of energy subsidies. As the price of oil and gas spikes in the wake of the war in Ukraine, the cost of subsidising households has risen in the region and some countries have doubled subsidies in what the IEA describes as “an untenable outcome for many countries facing debt distress.”

Simultaneously, numerous African leaders have mounted campaigns for compensation from the western world for chronic water shortages, extreme weather events ranging from floods to droughts and rising poverty that were triggered elsewhere. This is not in dispute. As Dr. Birol put it: “I find it profoundly unjust that Africa, the continent that has contributed the least to global warming, is the one bearing the brunt of the most severe climate impacts.”

Privately though, western diplomats say compensation won’t happen, at least not in the way that some African leaders want, and that other forms of financial support for investment in solar and renewables will be on the table instead. As the prestigious Oxford Institute for Energy Studies point out, developed countries are extremely reluctant to write what they fear will be a blank cheque. Another hindrance is that few countries – or more likely none – would admit to any liability for climate damage in Africa, which would put them on the hook for potentially unlimited claims.

Provided they see the results, international lenders are more than happy to take the plunge. After a slow start, some emerging nations have been deluged by concessional, leveraged and other forms of finance for solar projects, with some like the Maldives in the Indian Ocean attracting several times the required funds.

Cleaner cooking
At first sight, the delivery of clean energy in any form into Africa is a huge task. Currently, reports the IEA, a staggering 600 million Africans – 43 percent of the entire population – lack access to electricity. To achieve universal access, 90 million people a year would have to be hooked up to the grid for the first time and no less than 130 million a year would have to be weaned off ‘dirty cooking’ that uses wood and other biomass fuels. By any standards this would require a monumental effort.

Rwanda is fairly typical of the region. In 2017 nearly 80 percent of households used firewood for cooking but, with a bit of luck, less than half will do so by 2024. This is the result of some complex financing under an initiative that is jointly funded by the Development Bank of Rwanda, the Energy Development Corporation and the World Bank’s Clean Cooking Fund.

If Africa can wake up to the potential of solar and other renewables, the prospects are impressive. By 2030, estimates the IEA, the four big renewables – solar, wind, hydropower and geothermal – would deliver more than 80 percent of new power generation. This would be vital for the most energy-deprived rural regions, where more than 80 percent have no access to the grid. In these areas the IEA sees mini-grids and mainly solar-powered standalone systems as the most viable.

“The global clean energy transition holds new promise for Africa’s economic and social development,” argues the IEA. And that view is gaining support. Twelve African countries, representing over 40 percent of the continent’s total CO2 emissions, have signed up to a net-zero goal by 2050 and nearly all African countries are pledged to the Paris Agreement. After all, universal access to affordable electricity is a vote winner.

Battered economies
Fossil fuels aren’t going away though, either as sources of domestic energy or export revenues. Vast reserves of natural gas, as much as 5,000 billion cubic metres, await approval for development in Africa. If the permits are signed, the fuel will be used to power new industries and to rescue battered economies, like that of Mozambique. One of the poorest countries in the world, Mozambique shipped off its first consignment of natural gas to Europe in November after waiting for three years for funds from abroad to help it recover from cyclone Idai that devastated large swathes of the country.

In an interview with Bloomberg Green in November, President Filipe Nyusi made no apologies, arguing that export revenues would pay for the greening of the economy. This is a familiar refrain in a situation distorted by the war in Ukraine. Other African nations such as oil-rich Algeria have signed deals to deliver gas to Europe. And LNG terminals are being developed or expanded in Congo, Mauritania and Senegal ahead of Europe’s determination to wean itself off Russian gas by the end of the decade. All this is happening alongside solar projects.

Historically, the presence of fossil fuels has been fraught for some African countries like oil-rich Nigeria. After decades of mismanagement, corruption and neglect, revenues from hydrocarbons are plummeting. The governor of the central bank, Godwin Emefiele, said last year: “The official foreign exchange receipts from crude oil sales into our official reserves have dried up steadily from above $3bn monthly in 2014 to absolute zero dollars today.”

One of the attractions of renewables and solar in particular is that they are politically as well as environmentally cleaner.

Dating apps are still a great catch for profits

It is a truth universally acknowledged that the trajectory of online dating in recent history has gone from awkward and slightly embarrassing to undeniably mainstream. From the staid and somewhat hush-hush world of personal ads in the newspaper and the formal dating agencies of the 1990s, to the inevitable transition of these models into the smartphone space, online dating is now so much the norm it seems rare to find single people in any age group who haven’t sought romance via an app.

What’s your type?
Dating has never been easier, quicker, or more accessible, with apps catering to almost any niche. In the UK alone, from Muddy Matches for countryside lovers to the plant-based Veggly exclusively for non-meat eaters, if the main apps aren’t your thing, ask and the internet shall provide. Like so many other facets of daily life, we have outsourced our dating requirements to the internet, and there is money to be made. One of the earliest proponents of the online dating zeitgeist was Match.com, a company that built up a reputation for serious dating rather than the later Tinders and Grindrs of the world, which tended towards quick and easy dating (and later became the gateway into millennial hookup culture).

App makers tap into what scientists call the ‘social reward response’ when we swipe through matches

Online investment platform XTB has ranked the top 10 dating apps by revenue per million users and it is by this measure that Match is by far still the most lucrative of them all, raking in $25m per million users, or an impressive $2.4bn per year, four times the revenue of its next competitor, Zoosk.

Another key rival, eHarmony, closes out the top three – all of them key players in the ‘serious dating’ market and known for their paid-for subscriptions that promise more matches and people looking for real relationships. The rest of the table is a mixed bag in terms of what you might call user commitment, including familiar names like Bumble, which was founded by ex-Tinder employee Whitney Wolfe Herd and touted as the ‘feminist’ dating app (in hetero matches, the woman makes the first move).

Apps more commonly thought of as hookup-heavy in the table include Tinder, Grindr, and Plenty of Fish. These apps are all free to download and the vast majority of users remain on free profiles. But even with non-paying users, advertising is a considerable revenue stream as with any other form of social media. Although at first glance the table appears to show separate dating brands, in reality half of the players on the list are ultimately owned by Match Group, which gives it an enormous share in the dating market today.

The ‘social reward’
Tinder’s crucial win was the swipe – bringing with it almost a gamification of dating. Later patenting the idea, the app asks users to ‘swipe right’ if they like the look of a profile, or ‘swipe left’ to reject it. Knowing what we know now about the tiny dopamine hits we get with every ‘like’ or comment on social media, combined with the drive we have for new content that keeps us scrolling, Tinder tapped into the addictiveness of infinite novelty with the irresistible carrot of potentially finding a match.

By reducing the matchmaking process into a series of simple swipes, a yes or a no, Tinder took away the seriousness and committed feel of online dating as it used to be, and made it light-hearted and low-stakes, easy to pick up and put down. With the flurry of dating apps came an increase in marketability. Hundreds of millions of us aren’t just using the apps as a product – we are the product.

Our attention is valuable and marketable, and advertisers know this and exploit the profitable elements of the free versions, while app makers tap into what scientists call the ‘social reward response’ when we swipe through matches, which keeps us coming back. Whether those using the apps are looking for ‘the one,’ or just anyone, our need for human connection is one of our deepest biological drivers.

Even though paid subscriptions are still in the minority compared to freebie users, with online dating here to stay, getting an ad in front of even a tiny proportion of that user base is still a match made in heaven for advertisers.

The route to a winning partnership

Businesses today are constantly faced with the challenge of keeping up with changing consumer needs. Many brands are turning to Banking-as-a-Service (BaaS)-enabled embedded finance solutions to gain a competitive edge, and it is revolutionising the way they develop relationships with their customers. A recent survey by Aion revealed that 41 percent of BaaS adopters are motivated by increased revenue when launching an embedded finance offering, alongside the ability to launch new products and business models.

With the promise of embedded finance accessible to any brand, choosing the right BaaS provider is critical. While many BaaS providers will offer cost-effective, API-based technology, providers that combine this with products based on the right banking licence and necessary regulatory and compliance expertise are able to offer a more comprehensive suite of solutions. Brands must do their due diligence to ensure their potential partner can deliver the products they need.

Spotlight on customer experience
The success of any business relies heavily on providing a seamless customer experience (CX). To improve CX through embedded finance, brands must have a deep understanding of their customers’ challenges and pain points in order to provide solutions that meet those needs. To that end, Aion’s study revealed that 28 percent of businesses wanted to see their BaaS provider showing a better understanding of their customer journey to create a truly frictionless experience. By offering a smooth customer journey, brands can reap various benefits such as generating new revenue streams, increasing customer basket size, and building stronger customer loyalty.

Brands must do their due diligence to ensure their potential partner can deliver the products they need

For Tricount, a pioneer in group expense management, adding the ability to let users reimburse expenses through in-app bank-to-bank transfers was the key to creating a smoother CX. Designed to make splitting expenses between family and friends easier, Tricount leveraged BaaS to remove the final layer of friction in the reimbursement process. According to co-founder Guillebert de Dorlodot, “Repayments with direct bank transfers were a long-awaited feature for our Belgian users, and we believe this is one of the first PSD2 integrations that truly makes sense for consumers.”

What business expect from BaaS
Research highlights that brands value swift implementation and a quick time to market from their BaaS provider, with 34 percent stating they would like to see these traits in BaaS providers. While speed is essential, for many BaaS adopters, the price still has to be right. Access to cost-effective services was a key concern for a further 31 percent of respondents, who stated they would like to see their provider moving towards more cost-effective services, while 20 percent of businesses not using BaaS cited cost as a key barrier to implementation. When surveyed about their other considerations when picking a BaaS partner, businesses named compliance and security as well as a lack of understanding about the products at their disposal as their main concerns.

The role of banking licences
The type of licence held by the BaaS provider determines the banking products they can offer. For instance, those with an Electronic Money Institution (EMI) licence can facilitate payment services, transferring funds, settling purchases and issuing electronic money. Alternatively, a full European Central Bank (ECB) banking licence allows BaaS providers to offer a more comprehensive range of financial products, such as holding of deposits and lending. 28 percent of BaaS adopters would like to see their BaaS provider offer products based on a full banking licence, and more than half, 58 percent, of respondents believe that BaaS providers with access to a full range of banking products based on a banking licence alongside their tech offering would be the ones to shape the BaaS market in years to come.

When looking at different BaaS providers, understanding their licence and how it can potentially impact the types of products they can offer is important before moving forward.

A challenging time for mergers

Regulators across the globe are increasingly adopting a tougher stance on merger enforcement in defence of national and international competition. Already, shifts in competition laws in the UK and Canada, and a re-application of current laws in the US and EU, are enabling regulators to address concerns about concentration in markets, entrenching of dominant positions and removal of dynamic competition.

Meanwhile, many jurisdictions are expanding their investment and subsidies screening regimes. The remainder of the year will prove pivotal as both regulatory and legislative changes take effect, making it increasingly difficult to have a deal cleared. As the global picture for deal-making changes, there are a few key points corporates need to be aware of in the merger control process.

Increased scrutiny
According to the White & Case Global Antitrust Merger study, the European Commission (EC) is more likely to block a merger than ever before. In 2022, the EC issued two prohibition decisions, compared to none in 2021 or 2020. The EC also published a guidance paper encouraging national competition authorities to refer certain transactions for review, even if they fall below the standard thresholds.

In the US, antitrust enforcers under the Biden administration are actively challenging more cases, attempting to block vertical transactions, and scrutinising acquisitions by private equity firms. In Australia, tougher merger control enforcement is manifesting in longer review periods.

In 2020–21, the Australian Competition & Consumer Commission (ACCC) extended the benchmark timelines from eight weeks to 12 weeks for phase one, and from 20 to 24 weeks for phase two. Similarly, there has been a hardening in the approach taken by the Competition Markets Authority (CMA) in the UK.

In 2022, the number of phase one cases referred for an in-depth phase two investigation, abandoned, or resolved with remedies, outnumbered those that were unconditionally cleared for the first time.

In the Middle East and North Africa (MENA) region, the Saudi Arabian competition authority blocked its first deal on substantive grounds, and Morocco issued a $1.1m fine against Swiss and French companies for failing to notify an acquisition. Competition authorities across the MENA region are ready to scrutinise deals more closely, and parties should expect more merger control enforcement for the time being.

Regulatory divergence
Since the UK formally left the EU the risk of divergent views between the EC and the CMA has increased, exemplified by the recent Cargotec/Konecranes merger. While the EC cleared the transaction, the CMA blocked the merger, considering the same remedy package insufficient to address its concerns.

Likewise, the recently announced Booking/Etraveli merger was cleared by the CMA in phase one, but is currently being investigated by the EC in phase two. With this context, the divergence between the CMA and the EC will continue to be a risk that companies must manage, in addition to potentially divergent trans-Atlantic views. For example, in Cargotec/Konecranes, the US Department of Justice, like the CMA, considered the parties’ proposed remedy package to be insufficient even though the EC accepted it.

The European Commission is more likely to block a merger than ever before

A number of legislative changes and court judgments this year will affect merger review both substantively and procedurally. In the EU, the EC plans to expand the categories of cases that can be reviewed under the simplified EU merger control procedure. Meanwhile, elsewhere in Europe, the UK government has put forward proposals to reform various aspects of the merger control regime, and also impose certain obligations on ‘Big Tech’ in relation to deals they do.

The new Department of Justice (DOJ) and Federal Trade Commission (FTC) Merger Guidelines are expected to be released in the US, forming a key framework for the US antitrust agencies when reviewing transactions. In Australia, the ACCC proposed changes to the substantial lessening of competition test which will encourage additional deal scrutiny. Finally, across the MENA region, a new merger control regime will come into force in Egypt and new competition laws are already being enacted in Jordan and Lebanon.

Countries across the globe are adopting aggressive and expansive stances towards merger enforcement, creating a challenging merger clearance environment for businesses internationally. The EU’s Foreign Subsidies Regulation will also add another layer of complexity to M&A deals this year, and businesses can expect a lengthy transition period to adapt to the requirements of the regulation.

Undoubtedly, the merger control landscape is becoming progressively more complex. However, with increased planning of the merger control and wider regulatory processes, businesses can avoid potential surprises along their path.

A revolution in the beautiful game

Valeriy Lobanovskyi is generally recognised as the greatest football manager of the Soviet era and then, later, Ukraine. Though undoubtedly there is an army of armchair pundits who pronounce Johann Cruyff as the undisputed great for his re-establishment of the Netherlands’ ‘Total Football’ philosophy at Barcelona in the 1990s, I would be tempted to go further and crown Lobanovskyi the father of the modern game.

Taking on the role of manager at his former club, Dynamo Kyiv in 1973, within a year, he guided them to their first Soviet Top League title in three years. He would go on to help the team win it another seven times during his tenure. In the post-Soviet era, Lobanovskyi is credited with five Ukrainian National League titles between 1997 and 2001.

But how is it that he led his team to glory on so many occasions? At least some of the answer to that question is not down to his career as a footballer, but off the pitch, as an engineering student at a significant place and during a significant time.

He was born and grew up during an age of grand technological optimism in Kyiv, an age perhaps best characterised by a competition not decided over the kick of a pig’s bladder, but over which of the two Cold War rivals, the Soviet Union or the US, would break free of the earth’s atmosphere first.

It was a competition that the Soviets won, of course. Kyiv was the centre of this technological revolution taking place. In a 2011 article on Lobanovskyi by Jonathan Wilson, he says: “the first cybernetic institute in the USSR was opened there in 1957 and quickly became acknowledged as a world leader in automated control systems, artificial intelligence and mathematical modelling. It was there, in 1963, that an early prototype of the modern PC was developed.”

Lobanovskyi’s analytical mind, coupled with a chance meeting in 1972 with statistician Anatoliy Zelentsov, resulted in the co-authored book The Methodological Basis of the Development of Training Models, which offered a science-based breakdown of the game. The book, published shortly before Lobanovskyi’s death in 2003, forms the basis for many of Lobanovskyi’s pioneering methods, which have included video analysis ‘field research,’ tracking players’ fitness levels, and providing a more comprehensive plan for helping players achieve and maintain peak physical condition. He also ensured his players were capable of playing several different positions, to maximise the overall flexibility of the team allowing it to adapt to the changing pattern of play on the field.

A lot of this may seem well ahead of its time. That’s because it was

To this end, he is also credited with the diamond midfield formation, in which the midfield is arranged with one attacking midfielder up front, one defensive behind and two wide midfielders to provide multiple options for attack. This formation was adopted with great success by many teams thereafter, including Carlo Ancelotti’s AC Milan.

Alongside Zelentsov, Lobanovskyi conducted advanced pre- and post-match analysis with every conceivable statistic on each player and element of the game recorded, up to and including the exact measurement of each football pitch Dynamo played on.

A whole new ball game
If you think about the game today and where we are technologically at this moment, a lot of this may seem well ahead of its time. That’s because it was. It is difficult not to see direct parallels with the work of Lobanovskyi and Zelentsov and technology like ‘Deltatre Opta,’ a modern video analysis system adopted by the UEFA Champions League utilising AI to provide actionable insights into team performance and individual player behaviour and analysis for its coaches.

The global sports analytics market, which includes AI applications, was valued at $1.9bn in 2018 and is projected to reach $4.6bn by 2025 according to a report by KPMG. Many clubs around the world are today investing heavily in AI and data analytics for everything from player performance to scouting for talent. Which is hardly surprising considering the considerable amount of money involved in modern-day football transfers (see Fig 1).

For a team established by the Soviet secret police in 1927, Dynamo Kyiv found in Lobanovskyi a man whose love of the game was tempered by method, by the weight of a game’s many variables, by strategy and, perhaps above all, by result. He and Zelentsov were football’s original scientists, collecting data in a Kyivian Soviet Laboratory and testing their hypotheses out on the field. It would be trite to say that these men were ahead of their time. They were exactly where they needed to be. And yet, history does have a tendency not to repeat itself, but to rhyme, as Mark Twain would have it.

I write this as we have now caught the second wave, upon which space travel, artificial intelligence and love for the beautiful game ride high above us, three topics upon which we can reliably chart the progress of humankind. Perhaps once we have revisited the moon and used AI to solve the most complex problems we face, then we can turn our attention to conjuring a straightforward explanation of the off-side rule – though I rather suspect if I asked OpenAI’s ChatGPT for an answer on this right now, it wouldn’t hesitate.

Striving for perfection
It is heartening perhaps to recognise that we are capable of embracing these optimistic, nascent periods where we rediscover who we are and reimagine what is possible, even amid the catastrophe of conflict and climate change, and in the wake of a global health crisis. Football may seem a trivial thing in light of these topics, but try telling that to someone like Lobanovskyi.

Wilson recounts that upon winning the Supreme League Title, a young Lobanovskyi, then 22, said: “a realised dream ceases to be a dream.” It was a curious and dour remark, but reflects a man whose vision went far beyond league titles.

Winning on its own, was nothing. Perfecting a formula for winning well, was something. His dream was of the future and he brought it to the game he loved.

Reshoring: the future of supply chains

Have global supply chains had their day? A quick scan would suggest not. But times are changing. Supply chains are shrinking. Production in some areas is coming home and firms are seriously rethinking how they build a supply chain for the future. Increasingly, organisations in the US and other developed nations are moving away from the cheap-labour strategies of yore – the kind that have fuelled rapid industrialisation in South East Asia. Think textiles in Bangladesh or plastics in China. Instead, those same firms are exploring so-called ‘reshoring’ or ‘nearshoring’ to reduce their risk exposure.

Already 67 percent of global retailers and manufacturers have changed where they source materials and components due to supply chain disruptions. Almost two thirds say that further relocation remains a high priority, or the top priority. More than three quarters do not expect supply chains to normalise in the next 12 months. The numbers tell a clear story. In 2010 there were just 6,000 American jobs created by reshoring, according to the Reshoring Intiative’s 2023 report. Last year there were 360,000, an increase of almost 6,000 percent (see Fig 1).

Last year General Motors announced plans to pump $7bn into four Michigan manufacturing sites to boost battery cell production and EV capacity. Intel announced the largest private-sector investment in Arizona history with plans to build two new leading-edge chip factories. And Pittsburgh-based US Steel unveiled plans to invest $3bn in Alabama-made steel. Reshoring, once a strategic theory, is a market reality.

A new normal
Why the sudden change? Well, the triple threat of Covid, politics and climate change have a lot to do with it. Together they’ve stressed time and again just how dangerously exposed global supply chains are to pockets of disruption. In the UK, for example, shoppers were left wanting when, thanks to unpredictable weather on the continent, there were no tomatoes on the shelves. While in the US, beer drinkers were hard up thanks to a Covid-induced shortage of carbon dioxide supplies. These may seem like trivial examples, but they’re instructive of a new normal for supply chains that span the globe – one where economic shocks, political instability, and climate-induced catastrophe will regularly hit business as usual.

“Large pandemics like Covid-19 and the Spanish flu are relatively likely,” claims one William Pan, associate professor of global environmental health at Duke. He and other researchers estimate that a pandemic similar in scale to Covid-19 is likely to come within 59 years. Food for thought. Or consider Russia’s decision to invade Ukraine, which was, among many things, a useful reminder to bosses that authoritarian leaders rarely act with shareholders’ best interests in mind.

Since then, access to oil and gas, metals, such as titanium and palladium, and agricultural crops, including wheat and corn, have been severely limited – and expensive. Should a Chinese invasion of Taiwan follow, as many experts suspect, it will have a freezing effect on global supply chains. Yet the unpredictability of geopolitics pales in comparison to climate shocks. “Climate change is a slow-moving crisis that is going to last a very, very long time, and it’s going to require some fundamental changes,” says Austin Becker, a maritime infrastructure resilience scholar at the University of Rhode Island, speaking to Yale Environment 360. From floods to wildfires, extreme weather is bashing ports, roads and factories worldwide, seriously compromising the integrity of global supply chains.

Flooding in China recently forced the closure of a Nissan plant. Heatwaves in France forced the closure of nuclear power stations. This is only the beginning, and while no area is immune to climate shocks, many companies will have no choice but to rehome production in areas where infrastructure is more resilient. Little wonder then that 96 percent of CEOs are thinking about reshoring, have decided to reshore, or have reshored already – up on 78 percent in 2022.

The practicalities of reshoring
The first question, naturally, is how much will it cost? “Ultimately, for private companies the decision comes down to costs,” says Shay Luo, Principal at Kearney. “Sometimes the end-to-end costs, including production, tariffs and logistics, are too much. Which explains why most American companies move from China to Altasia countries and Mexico, rather than return to the US directly.”

Even without disruption, shipping costs and unfriendly policy add a fair chunk to the price tag of doing business in far-flung nations. But homing production locally in the US or in the EU, for example, is, frankly, expensive. “It’s important for governments to offer policy and economic support that incentivises private companies to align their for-profit interests with any motivations the government may have,” Luo says.

After all, politicians like nothing more than to sell their constituents on better and more abundant job prospects, while businesses like business-friendly policies. Take US President Joe Biden, who signed two bills last year to make American manufacturing more attractive. His CHIPS and Science Act includes a pot of $52.7bn for American semiconductor research, development, manufacturing and workforce development.

Moreover, his Inflation Reduction Act sets aside a tidy $369bn to promote clean energy, in part by giving generous incentives to EV manufacturers based in the US. Goods from China are also subject to a 25 percent penalty tariff, meaning locally sourced goods enjoy an effective tax advantage. The same applies in the EU, where a new Carbon Border Adjustment Mechanism adds a kind of trade tariff on emissions generated by imports from outside the EU. “The wind has changed from one which was blowing globalisation along at an ever-faster rate, to a headwind, making short-term costs a big part of sourcing decisions,” according to a recent ING report on the matter.

Though simply creating manufacturing jobs does not mean that workers will automatically show up. According to Kearney, half of manufacturing executives struggle to fill vacancies, even for basic manufacturing tasks, and look to automation and training to address the challenge.

Luo suggests that more accessible childcare and relevant education, particularly in STEM subjects, could help expand the pool for employers. With the right policy, governments can begin to close that skills gap. Though recent and persistent inflationary pressures mean that wages will give many pause.

At least until recently, labour costs have not been a huge factor for relocation. However, growing inflationary pressures are stretching the gap between the US, the EU and China once again. Today as before, wages are a major consideration in deciding whether or not to reshore.

The question though is not ‘will you produce at home or abroad?’ Rather, it’s a question of balance. The shape of supply seems to be changing in every conceivable way. It’s becoming less chain-like and more network-based. Diversification can protect against the immense geopolitcal, environmental and economic challenges we’re seeing.

The future
Ultimately, the decision to relocate boils down to whether or not companies can realise some sort of competitive advantage. It will often be the case, for example, that reshoring will bring tax advantages or reduce shipping costs, but if the trade-offs in terms of wage rises or raw materials are too great, companies will be reluctant to reshore on such a large scale. It’s not a question of home or away, obviously. Companies will diversify their production rather than uproot it entirely. If the primary concern is around disruption, a diversified supply chain will, in theory, mitigate any threat.

The shape of supply seems to be changing in every conceivable way

This is a sentiment shared by the World Bank, who warn that stronger value chains, not reshoring, are needed after the Covid-19 shock. “Value chains – which split the production of goods and services into discrete activities that can be spread across the globe – have helped generate remarkable gains in prosperity,” they write. “Between 1990 and 2017, low- and middle-income countries almost doubled their share in global exports, from 16 percent to 30 percent, as they joined value chains. During the same period, access to new markets and investment opportunities reduced the proportion of people living in extreme poverty from 36 percent to nine percent.”

The impact of reshoring on low- and middle-income countries may not necessarily be front of mind for bosses, but there is a compelling development case for diversification over reshoring. Worryingly, a shift toward global reshoring in high-income countries and China could drive an additional 52 million people into extreme poverty, with the majority in Sub-Saharan Africa.

There isn’t just anecdotal evidence but reliable data to show that we’re seeing a rewiring of global supply chains. Whether production will move home wholesale, however, is the wrong question. Instead it falls on companies and governments to consider what value chain works not just for bosses but for the developing world as a whole. Reshoring represents an opportunity for global companies, for politicians and for local employment. It also presents an existential threat to millions of people across the world. The picture, as always, is complicated. But again, reshoring is no longer a theory, it’s a reality.

Real-life Succession: handing over the keys

The final season of HBO’s hit show Succession captivated audiences across the world this year. Each week, millions around the globe tuned in to catch up on the latest backstabbing and in-fighting among the Roy siblings – the super-rich heirs to a media empire and one of the most deeply dysfunctional families on TV. The Roys’ machiavellian scheming and power-hungry plotting kept audiences hooked over the course of the show’s four-season run. But, while the cut-throat world of Succession certainly draws on real-life influences at times, the reality of managing leadership change is thankfully far more civilised – even if it does pose its own challenges.

In my own experience, the negotiations resulting in my being named CEO of the family business – Premier Dental – were among the most difficult processes of my professional life. These negotiations saw my father relinquish his role as CEO and owner and move into a new status as chairman of the board. At this time, decisions had to be made that many family businesses find themselves wrestling with at some time – issues such as how ownership shares will be divvied up among various members of the family, how those shares will be paid for or otherwise transferred from one owner to another, how important decisions about the business will be made, and how long the transition from one generation to the next will take, and more. With this experience of succession planning under my belt, there are five essential tips I would offer any family business looking to navigate a change in leadership and governance.

Legal representation: The business will employ a law firm to manage the entire process – but you should also engage a lawyer to advise you personally and to represent your individual interests. This is a family affair, but what’s best for you and what’s best for other members of the family may not always be perfectly aligned. When all parties have advice and representation to defend their interests, then the chances for creating a plan that is fair to everyone are greatly enhanced.

Respectfulness: Avoid taking the Roy family approach. Foul-mouthed insults and scathing jibes are not what is needed, here. Be respectful of everyone involved in the process, difficult as this may be at times. Big decisions about the future of a family business involve money, power, prestige and pride – all matters that generate strong emotional reactions. No matter how much all the family members love one another, the discussions are likely to become contentious. Work hard to avoid saying or doing things that you may later regret or that may end up burning bridges among family members. If you keep your head, even when others may lose theirs, in the end you’ll be glad you did. Trust me, I’ve been ‘headless’ myself – it’s not cute.

You need to balance current interests with the needs of future generations

Communication: Again, this is where Succession teaches us what not to do. The lack of communication between the extended Roy family is simply staggering – and by leaving so much unsaid, they so often find themselves in tight spots that could have been avoided. Remember that you can only get what you ask for – so don’t assume the other members of the family, or the professional advisors and representatives involved in the process, understand what you need, want and value. Speak clearly about what matters to you and about the kind of arrangements that you consider fair and beneficial to the business – and when necessary, repeat yourself until you are sure you have been heard.

Use data: As with any negotiating process, you will achieve more if you know as much as you can. This means understanding the family, its philosophies and preferences; the strengths, weaknesses, and needs of the business as it faces a challenging future; the kinds of arrangements that other families have made when faced with similar business issues; and so on. If you do your homework and shape your ideas according to what you learn, you’ll be more likely to end up with an agreement that allows for a solid future.

Plan for the non-end: Although it’s difficult, you need to balance current interests with the needs of future generations. Strive to leave them a business and a dynamic that will raise as few questions and difficulties as possible.

Managing change at the top
On a personal level, addressing these issues required some challenging conversations with my father, which were complicated by our unique relationship and his approach to business. At times, when my father and I were at odds, he would vaguely suggest that he might want to reconsider things we’d already settled, making the whole process very stressful for me. The months of negotiations embroiled me in a period of pain and frustration more intense than any other I’ve experienced. In the end, though, our disagreements on ownership and control were resolved amicably and, I believe, for the good of the business. But if anyone ever tells you that dealing with a family business and its culture is easy, don’t believe them.

Javier Milei’s radical shakeup: Storming Argentina’s 2023 primaries

Financial spheres were abuzz as the staunch libertarian and market maven, Javier Milei, garnered a staggering 30.5 percent of votes with 90 percent counted. For many, Milei’s rise is emblematic of the larger fault lines in the nation’s fiscal policies and political ethos.

Flaunting his long hair and equipped with an economic acumen honed in the corridors of finance, Milei represents an antithesis to Argentina’s prevailing fiscal order. He’s been a vocal critic of ‘Kirchnerism’ – a populist economic strategy adopted by the country over the last decades. Critics often label Milei as hard-right, but in financial circuits, he’s viewed as a pragmatic visionary, especially given Argentina’s precarious economic landscape.

A deeper dig into his fiscal proposals reveals audacious plans that are nothing short of revolutionary in the Argentine context. Notably, Milei advocates for the abolition of the Argentine peso, pitching its replacement with the US dollar. It’s a move that’s raised eyebrows, but also earned nods of approval from certain sections that view the peso as emblematic of Argentina’s financial missteps.

This isn’t merely about currency. It’s about a nation where four out of ten people live below the poverty line, grappling with a debilitating inflation rate that soared to 116 percent. For a considerable segment of the Argentine populace, the verdict is in: the prevailing system, with its entrenched policies and bureaucratic inertia, has palpably failed.

Milei’s economic narrative is underpinned by a comprehensive assault on ‘Kirchnerism’. It’s a battle cry being echoed by those disillusioned by persistent economic quagmires. His penchant for rock music and spiritual pursuits might paint a colourful personal canvas, but it’s his financial blueprint that’s resonating with a populace desperate for change.

However, the path ahead is laden with challenges. Milei’s detractors argue that his economic measures, while radical, lack the nuance needed to navigate the complexities of Argentina’s socio-economic matrix. Yet, what’s undeniable is the groundswell of support, especially among the younger demographic.

The financial world is watching with bated breath. Milei’s victory in the primaries could set the stage for greater upheavals in October. If he clinches the win then, it could herald a pivotal chapter not just for Argentina, but for emerging markets grappling with similar challenges.

The key question remains: can this libertarian maverick, with his audacious fiscal prescriptions, steer Argentina away from its entrenched economic abyss?

Sustainability lessons from Iceland

When the world’s leading climate scientists released the final instalment of their latest assessment report in March 2023, the thousands of pages amounted to a warning: world leaders must act more quickly on climate change. Upon the Intergovernmental Panel on Climate Change (IPCC)’s latest publication, United Nations secretary general António Guterres told leaders that it was now or never, and he called on nations to invest in renewable energy and low-carbon technology to reduce emissions in order to hit net zero targets “as close as possible to 2040” – a deadline that is a decade before the 2050 goal most countries are aiming for.

Economies have been slow to decarbonise, but the target of limiting warming to 1.5°C is still achievable, the IPCC report said. “There is sufficient global capital to rapidly reduce greenhouse gas emissions if existing barriers are reduced,” it said, calling on governments, investors, central banks and financial regulators to play their part. One country is hoping to be a model of how to eliminate barriers to carbon neutrality and freedom from fossil fuels: Iceland. But what does decarbonisation look like in Iceland, and can other nations replicate its methods for reaching this milestone?

A distinct advantage
Iceland has a goal to be carbon neutral by 2040, and leaders have put forward an ambitious climate action plan to achieve this. But the country, famous for its volcanoes and geothermal spas, undeniably has an advantage. Iceland has already phased out fossil fuels in both electricity production and house heating. “Iceland has been harnessing renewable energy for over a century,” explained Nótt Thorberg, director of the trade group Green by Iceland, which is part of Business Iceland.

“At the very beginning, it started small – just some experimenting amongst a few entrepreneurs.” New businesses found innovation in the application of geothermal for direct house heating and developing hydro power from springs in the early 1900s, and it grew from there. “Today, over 85 percent of Iceland’s primary energy stems from renewables, and 100 percent of electricity and house heating is renewable,” Thorberg said. But there is still work to be done. Green by Iceland has cited several areas, including: transitioning to a carbon-free transportation system, implementing more effective waste management practices, scaling up sustainable agricultural practices and boosting local carbon removal efforts.

Leading by example
Over the past century, Iceland has built its expertise in geothermal energy, which has advantages and disadvantages. Geothermal technology involves extracting heat from the ground to be used directly for heating or converted into electricity. It is low cost and able to operate year-round at stable levels, unlike wind and solar power. However, to be used to its full advantage to generate electricity, particular conditions are needed that are limited to tectonically active regions. Iceland’s 32 active volcanic systems make it one of the most active volcanic regions on the planet, with eruptions occurring every four years on average. Currently, just 20 countries generate geothermal energy, and with its famous hot springs and geysers, Iceland is the poster child for the technology.

Iceland’s innovative answers to decarbonisation should give other countries the inspiration to search for solutions

Geothermal accounts for more than 60 percent of Iceland’s primary energy, according to Thorberg, but she insisted that its adoption could be wider. “Interestingly, many countries have the opportunity to harness geothermal,” she said. “If you look at a heat map of the world, many parts will light up. This goes for large areas within the US and Europe, for instance.”

For countries looking to start generating energy with geothermal plants, investment in research and development (R&D) is a given, but Thorberg said Iceland has seen a significant return on investment, with savings of three percent of annual GDP as a result of geothermal applications. As innovators in the sector, they are now taking their expertise further afield. “Iceland has accumulated considerable experience and knowledge when it comes to geothermal and the cascading uses, and many of the solutions that have come out of our journey can be applied in other parts of the world.”

Reykjavik Geothermal, which was founded in 2008, has a focus on exporting its expertise to emerging markets that have ideal resources for geothermal energy, and it is currently constructing two projects in Ethiopia. In the African Rift Valley, Gunnar Orn Gunnarsson, founder and chief operating officer of Reykjavik Geothermal, said the volcanic geology is familiar, and experts in Iceland are keen to help and educate other countries. “It’s an environment we understand,” he said. Arctic Green Energy was similarly created to export Iceland’s leadership in geothermal and other renewables to the emerging markets of Asia. The business teamed up with China’s Sinopec in 2006 to create Sinopec Green Energy, which has become the world’s largest geothermal district heating company.

Continued innovation
Iceland fosters a culture of resilience and innovation inspired by necessity. “The fact that we are a small nation is a strength, it brings closeness, and we share a common vision,” said Thorberg. “Especially during times of crises, we have thus worked together to make the most of what we have within Iceland. So, there is a degree of resilience, courage and forward thinking ingrained in our shared values as a nation, which has brought us where we are today.”

This is evident in its growing start-up ecosystem. From ORF Genetics, which is hoping to be a game-changer in the lab-grown meat sector, to Vaxa, which converts clean energy into nutrient-rich microalgae. One of the country’s most exciting innovations comes from a business partnership to pull carbon dioxide (CO2) from the air and store it back in the ground. Carbfix is accelerating a natural process that usually occurs over geological timescales, whereby CO2 is turned into rock. Using their method, the process can be completed in just two years. The business has plans to scale up significantly to decrease emissions from heavy industry worldwide. “We have very high interest from abroad to investigate various ways of collaboration, whether it be to analyse rock formations, use our geological expertise to estimate whether an area could potentially be a good place to apply our technology, whether we could receive emissions captured by other companies around the world – all of these discussions are going on,” said Ólafur Guðnason, head of communications at Carbfix. “We foresee within the next few years to have a definite project underway somewhere abroad.”

Working together
Collaboration is critical for success at companies like Carbfix, as it only forms one part of the decarbonisation solution – it needs a partner company to capture the CO2 before it stores it in the ground. “Because our solution is regarded as tried and tested, we’re fortunate to have a lot of chances to collaborate with direct air capture companies,” Guðnason said.

In Iceland, he said, companies benefit from a small population and a close relationship between the government and industry. “The cluster mentality of collaborative innovation is quite strong here as a culture in Iceland, and we as Carbfix have definitely benefited immensely from collaborating with academia and other companies. Collaboration is a core element for us to move forwards,” Guðnason said.

Because of the nature of Iceland’s geothermal energy plants, businesses have naturally clustered around power facilities to share resources. However, that attitude extends beyond the energy sector. Iceland Ocean Cluster is using the same collaborative spirit to connect entrepreneurs, businesses and knowledge in the marine industries to create a circular economy centred around another of Iceland’s vast resources: fish. “There is no waste in the seafood industry,” says Thor Sigfusson, founder of the Iceland Ocean Cluster. “There is economic value in this.” As well as creating seafood, fish byproducts can be used in beauty products, in clothing and fashion and even in the medical industry: Kerecis, an Iceland-based business, uses cod skins to heal wounds.

Iceland’s unique location and geography have presented opportunities for innovative businesses, and certainly some of these projects could be replicated elsewhere. But perhaps the biggest takeaway is the way the Icelandic businesses, government and people have collaborated over the country’s climate goals. The latest IPCC report stressed the importance of sharing knowledge and expertise. “If technology, know-how and suitable policy measures are shared, and adequate finance is made available now, every community can reduce or avoid carbon-intensive consumption,” it said.

“Iceland has an abundance of natural resources, and we went from being one of the poorest nations in Europe to one of the most prosperous ones,” says Thorberg. “Our geographical location meant we needed to push new boundaries to develop as a country.” What’s important to consider, she continued, is that Iceland’s renewable transition was a political decision, with significant upfront investment and R&D. Rather than a copy-and-paste strategy, Iceland’s innovative answers to decarbonisation should give other countries the inspiration to search for solutions based on their own resources and opportunities. “I think other countries can learn from our path, in that sense,” Thorberg said. “There is a degree of courage you need in the beginning. To succeed in your strategy, you will need to do things differently – just as Iceland did.”