2017/08/25

With innovation, 2020 2030 2050



Cities

The Future of London. 2050 | Published by Bright Blue (@WeAreBrightBlue) and Localis (@Localis) [link]

Seattle 2035. Comprehensive Plan. Managing Growth to Become an Equitable and Sustainable City 2015-2035 | City of Seattle (@CityofSeattle). Office of Planning & Community Development. Seattle 2035 (@Seattle2035) [link]



Countries and territories

Vietnam 2035. Toward Prosperity, Creativity, Equity, and Democracy | World Bank (@WorldBank) and Ministry of Planning and Investment of Vietnam (#mpi.gov.vn) [link]

Saudi Vision 2030 | Vision 2030 Kingdom of Saudi Arabia (@SaudiVision2030) [link]

UAE (United Arab Emirates) Future Strategy [link]

Regional Development Strategy (RDS) 2035 | Department for Infrastructure (@deptinfra), Strategic Planning and Coordination Division [link]

Mombasa Vision 2035 Master Plan. Integrated Strategic Urban Development Plan (ISUDP) | Mombasa County Government [link]



People

Direct-to-Patient Remote Research | eClinicalHealth - CLINPAL (TM) (@eClinicalHealth) [link]

The World in 2050: How will the global economic order change? | PwC (@PwC‏) [link]



Finances and financial organizations

Realizing the Potential of Blockchain. A Multistakeholder Approach to the Stewardship of Blockchain and Cryptocurrencies | Don Tapscott (@dtapscott) and Alex Tapscott (@alextapscott), World Economic Forum (WEF) (@wef) [link]

Strategy 2020. The Long-Term Strategic Framework of the Asian Development Bank (ADB) (@ADB_HQ) [link]



Transport and communications

Flightpath 2050 Europe’s Vision for Aviation | European Commission. Directorate-General for Research and Innovation. High Level Group (HLG) on Aviation and Aeronautics Research [link]

YARA and KONGSBERG enter into partnership to build world's first autonomous and zero emissions ship | Kongsberg Maritime (@KOGMaritime) [link]

Current market outlook (2016-2035) | The Boeing Company (@Boeing) [link]

The Airport of the future. Dubai Airports (@DubaiAirports) 2050 [link]



Internet

The Future of Internet Infrastructure | The Daily Conversation (@TheDailyConvo) [link]



Industry and enterprise

The future of manufacturing: A new era of opportunity and challenge for the UK. Project Report | GOV.UK. Department for Business Innovation & Skills Government. Office for Science (@GOVUK) [link]

African Economic Outlook (AEO) 2017. Entrepreneurship and Industrialization | African Development Bank (@AfDB_Group), OECD Development Centre (@OECD_Centre) and United Nations Development Programme (@pnudfr) [link]

Development of State of the Art-Techniques in Cement Manufacturing: Trying to Look Ahead. CSI/ECRA Technology Papers 2017 | Cement Sustainability Initiative (CSI) (‎@CementCSI): European Cement Research Academy (ECRA). World Business Council for Sustainable Developement (WBCSD) (@wbcsd) [link]

A vision for non-ferrous metals industry in 2050 | EU Science Hub - Joint Research Centre (@EU_ScienceHub) [link]



Future paths

The Knowledge Future: Intelligent policy choices for Europe 2050 | European Commission (@EU_Commission) [link]

Shaping an interconnected world. G20 Leaders’ Declaration | G20 [link]

GOA 2035 Vision Strategy − An Abridged Report | Goa Golden Jubilee Development Council [link]

Paradox of Progress. Global Trends | National Intelligence Council (NIC) (@ODNI_NIC) [link]



Defence

European Defence Agency (EDA) Role in Research & Technology. Towards Enhanced European Future Military Capabilities | EDA (@EUDefenceAgency) [link]



Energy

Earth 2050: The Future of Energy | Shell, Wired Magazine & Discovery Channel [link]

Low carbon energy and feedstock for the European chemical industry | Alexis Michael Bazzanella and Florian Ausfelder, DECHEMA (Gesellschaft für Chemische Technik und Biotechnologie e.V.) (@DECHEMA) - European Chemical Industry Council (CEFIC) (@Cefic) [link]



Environment

Earth Observations in support of the 2030 Agenda for Sustainable Development | GEO (Group on Earth Observations) (@GEOSEC2025) [link]



Food

The future of food and agriculture. Trends and challenges | Food and Agriculture Organization (FAO) of the United Nations (UN) (@FAOnews) [link]






2017/08/24

Con innovación, 2020 2030 2050



Energía

Energía 2050. Política energética de Chile | Ministerio de Energía (@MinEnergia del @GobiernodeChile) [link]

Visión Estratégica 2030 | Plataforma Futured (Plataforma española de redes eléctricas) [link]



Personas

Estrategia de la Unión Europea en materia de lucha contra la droga (2013-2020) | Consejo de la Unión Europea (@EUCouncil) [link]

Estrategia SERGAS 2020 | Xunta de Galicia. Consellería de Sanidade. Servizo Galego de Saúde (@ACIS_sergas) [link]

El comercio del conocimiento: economía del siglo XXI | Banco Nacional de Comercio Exterior (@bancomext) [link]

Visión de futuro para el sector de la salud 2025 | Observatorio de Prospectiva Tecnológica Industrial (OPTI) [link]



Educación

Innovación y cambio educativo a pequeña y gran escala | @arivas7 via @Educar2050 [link]

El futuro de la formación profesional en América Latina y el Caribe: desafíos y lineamientos para su fortalecimiento | Centro Interamericano para el Desarrollo del Conocimiento en la Formación Profesional (OIT/Cinterfor) (@OITCinterfor) [link]

Estrategia UAM 2025 | Universidad Autónoma de Madrid (UAM) (@UAM_Madrid) [link]



Industria y empresa

Desafíos del Agua para la región Latinoamericana | Fundación Chile (FCH) (@fundacionchile) [link]

Visión Estratégica 2020 de la Logística Integral en España | Logistop (Plataforma Tecnológica en Logística Integral) (@Logistop_). Centro Nacional de Competencia en Logística Integral (CNC) [link]

Desde el cobre a la innovación. Roadmap Tecnológico 2015-2035 | Fundación Chile (@fundacionchile) [link]

Estrategia de Desarrollo Industrial de Canarias 2009-2020 (EDIC) [link]



Finanzas

Banca de Desarrollo y financiamiento en una era de cambios tecnológicos | 47 Asamblea General de la Asociación Latinoamericana de Instituciones Financieras para el Desarrollo (ALIDE) (@_ALIDE_) [link]



Transporte y comunicaciones

Hoja de Ruta del Ferrocarril 2050: Eje del Espacio Único Europeo del Transporte | ERRAC: European Rail Research Advisory Council / Consejo Europeo para la Investigación Ferroviaria [link]

Análisis DAFO y Prioridades Científico Tecnológicas y de Innovación del Sector Ferroviario Español. Visión 2050 | Plataforma Tecnológica Ferroviaria Española (PTFE) [link]

Mazda anuncia su visión a largo plazo para el desarrollo tecnológico “Zoom-Zoom sostenible 2030” [link]



Ciudades

TRC 2040. Plan Estratégico para Torreón con enfoque Metropolitano 2040 | Instituto Municipal de Planeación y Competitividad de Torreón (IMPLAN) (@trcimplan). Administración Municipal de Torreón. Estado de Coahuila. México [link]

Distrito Castellana Norte (DCN) (@DCNMadrid) [link]

E2020DSS | Donostiako Estrategia Bulegoa, 2020 urtera begira - Oficina de Estrategia de San Sebastián, con miras a 2020 (@e2020dss) [link]



Países

Visión 2030. El México que queremos | Presidencia de la República [link]

Plan Binacional de Integración Fronteriza Ecuador-Colombia 2014-2022 | Secretaría Nacional de Planificación y Desarrollo (Senplades) (@SenpladesEc) [link]



Gobernanza

La Administración Pública del Futuro. La Administración 2050 | Carles Ramió Matas, @GIGAPP [link]



Rumbos del futuro

Conocimiento e innovación hacia el 2050 en Costa Rica | Asociación Estrategia Siglo XXI [link]

Agenda 2030 y los Objetivos de Desarrollo Sostenible. Una oportunidad para América Latina y el Caribe | Sistema Económico Latinoamericano y del Caribe (SELA) @SELAInforma [link]

España en el mundo 2033 | PwC España (@PwC_Spain) [link]

Megatendencias. Un análisis del estado global | Centro Nacional de Planeamiento Estratégico (CEPLAN) (@CEPLAN2050) [link]



Tecnología

Función de la ciencia, la tecnología y la innovación en la garantía de la seguridad alimentaria para el año 2030 | ONU. Consejo Económico y Social. Comisión de Ciencia y Tecnología para el Desarrollo. Informe del Secretario general (@UNCTAD) [link]

La reinvención digital, una oportunidad para España | Digital McKinsey (@DigitalMcKinsey) con la colaboración de la Fundación Cotec (@Cotec_Innova) [link]






2017/08/23

Avec innovation, 2020 2030 2050



Agriculture et nature

Une prospective pour le secteur vigne et vin dans le contexte du changement climatique | FranceAgriMer (@FranceAgriMerFR) via Innovin (@Inno_vin) [link]

Charte 2008 - 2019. Rapport | Parc naturel régional du Morvan (@ParcduMorvan) [link]

#LULUCF Les secteurs de la sylviculture, du papier et de l'agriculture s'unissent en faveur d'un niveau de référence pour les forêts dynamique : EUSTAFOR, COPA - COGECA, CEPF, CEPI et CEI-Bois [link]

#AgricultureInnovation2025 30 projets pour une agriculture compétitive & respectueuse de l’environnement | Ministère de l'Agriculture et de l'Alimentation (@Min_Agriculture) [link]



Personnes

Booster l’Innovation sociale en 12 propositions | Les entreprises pour la Cité (@LepC_France) [link]

Déclaration Africa 2030. Entreprendre ensemble l’avenir ! Jeunes = Entrepreneurs = Entreprises = Emplois | Forum de la Jeunesse et de l’Entrepreneuriat à l’AGYP (Active Growth & Youth Program) avec le MEDEF (Mouvement des Entreprises de France) @medef [link]

Santé 2025. Un monde d’innovations | Les Entreprises du Médicament en France (LEEM) (@LeemFrance) [link]

Les personnes en situation de handicap en 2035. Répercussions des tendances technologiques et sociétales sur notre monde | GDI (Gottlieb Duttweiler Institute) (@GDInstitute) [link]

Stratégie 2020 de la Fédération internationale des Sociétés de la Croix-Rouge et du Croissant-Rouge (IFRC) (@Federation) [link]

Stratégie 2020 - Caritas Neuchâtel (@CaritasSuisse) [link]



Gouvernance

Ensemble contre la corruption. Stratégie 2020 de Transparency International (@anticorruption) [link]



Énergie

Innovation dans le secteur de l’électricité. Vers la vision 2050 | Association canadienne de l’électricité (ACÉ) / Canadian Electricity Association (CEA) @CDNelectricity [link]

Scénario négaWatt 2017-2050 | Association négaWatt (@nWassociation) [link]

Stratégie CAP 2030 | EDF (Électricité de France) (@EDFofficiel) [link]

Perspectives Énergétiques 2017 à l’horizon 2040. Points-clés | Exxon Mobil (@exxonmobil) [link]



Technologie

Intelligence artificielle : 5 chiffres-clés à connaître | Microsoft Ideas (@Microsoftideas) Digital is business [link]



Directions du futur

Vision Djibouti 2035 | DJIBOUTI 2035 (@DJIBOUTI2035) - République de Djibouti [link]

Notre monde en 2050 | AFP (Agence France-Presse) (@afpfr) [link]

Luxembourg 2045. Les 30 glorieuses sont devant nous! | Michel-Edouard Ruben. Publié par la Fondation IDEA (@FondationIDEA) [link]



Cités

Mission Île de la Cité : le coeur du coeur | Philippe Bélaval et Dominique Perrault, Mission d'étude Île de la Cité (@Mission_IDC) [link]



Défense

Le futur de la Défense : Horizon 2030 | Cabinet de la Défense et de la Fonction Publique (@defense_BE), ministre Steven Vandeput (@svandeput) [link]



Transport et communications

Bus2025. Inventons ensemble le bus de demain | Groupe RATP (@GroupeRATP) [link]

Transport aérien 2050 - Des recherches pour préparer l'avenir | ONERA (Office National d'Etudes et Recherches Aérospatiales) [link]



Culture et sciences

Plan d'orientation stratégique 2016-2030 | Institut de recherche pour le développement (IRD) (@ird_fr) [link]

Vision du développement culturel 2025 | Ville de Québec (@villequebec) [link]



Environnement

Economie Circulaire : Un atout pour relever le défi de l’aménagement durable des territoires | Agence de l’Environnement et de la Maîtrise de l’Énergie ADEME (@ademe) [link]



Entreprise et industrie

Voyage vers le futur, mon entreprise en 2030 | @derosnayjoel via @EDFutur [link]

Une Industrie compétitive pour la Croissance et l’Emploi, 2017-2022 | Groupe des Fédérations industrielles (GFI) (@GFI_Industrie) [link]






2017/08/22

Portugal e países de língua portuguesa em África, inovação 2020 2030 2050 (Lusofonia 2/2)



Objetivos 2020 2030 2050


Pessoas

Acelerar a igualdade de género e o Empoderamento das Mulheres em África. Relatório Africano de Desenvolvimento Humano 2016 | United Nations Development Programme (UNDP) (@UNDP) Angola [link]

Um futuro para a saúde - todos temos um papel a desempenhar | Fundação Calouste Gulbenkian (@FCGulbenkian) [link]

O Programa Africano de Transformação da Saúde para 2015–2020. Uma Visão para a Cobertura Universal de Saúde | Organização Mundial da Saúde. Escritório Regional para a África (OMS / WHO) [link]

Estratégia Nacional para o Envelhecimento Activo e Saudável 2017. Proposta do Grupo de Trabalho Interministerial | Serviço Nacional de Saúde (SNS) [link]


Meio ambiente

Programa Nacional para as Alterações Climáticas (PNAC) 2020/2030 | Agência Portuguesa do Ambiente (APA) (@apambiente) [link]

Estratégia Nacional para a Conservação da Natureza e Biodiversidade 2025 | Instituto da Conservação da Natureza e das Florestas (ICNF) [link]


Energia

Angola Energia 2025. Visão de longo prazo para o sector eléctrico | Angola Energia 2025. Ministério da Energia e Águas. República de Angola [link]


Desenvolvimento local e nacional

Timor-Leste. Plano Estratégico de Desenvolvimento 2011-2030 | Governo de Timor-Leste [link]

Programa de Desenvolvimento Rural de Portugal - Continente: PDR 2020 (#pdr2020) [link]

Inovação Territorial - Portugal 2020 | República Portuguesa (@govpt) [link]

Agenda 2063. A África que Queremos. Plano de implementação para a primeira década, 2014-2023 | African Union (@_AfricanUnion) [link]

O que é o Portugal 2020 | República Portuguesa (@govpt) [link]

Estratégias de inovação RIS3: Políticas de coesão 2014-2020 [link]


Investigação e inovação

E2I Estratégia de Investigação e Inovação 2013-2020 | Laboratório Nacional de Engenharia Civil (LNEC) (@LNEC_PT) [link]



Hoje, nosso bagagem pelo futuro


Cidades

As dez maiores Inovações Urbanas | Fórum Econômico Mundial (WEF) (@wef): Conselho de Agenda Global sobre o Futuro das Cidades [link]


Tecnologia

Tendências de negócio e o papel das Tecnologias da Informação e da Comunicação | Associação Portuguesa para o Desenvolvimento das Comunicações (APDC) (@APDC) [link]


Alimentos

Simpósios ANIPLA 2017 Inovação e Tecnologia na Produção de Alimentos [link]


Economia social

Capacitação para o Investimento Social | Portugal Inovação Social - Laboratório de Investimento Social (@invest_socialPT) [link]



Rumos do futuro


Pessoas

As nossas crianças em 2025. Opinião de líderes proeminentes sobre o futuro das crianças em Moçambique | UNICEF Moçambique (@UNICEF_Moz) #SitanMoz [link]

Era do Potencial Humano 2.0 - Forças Futuras no Mundo do Trabalho | Manpower Group (@ManpowerGroup‏) [link]


Meio ambiente

@PlasticChange: Até 2050 existirá mais plástico do que peixe no mar | @euronewspt [link]

Alterações climáticas e desenvolvimento urbano | Direção-Geral do Território [link]

Apoiar a Transição para uma Economia Circular: Fase I | Fundo Ambiental (#FundoAmbiental) do Ministério do Ambiente (@ambiente_pt) [link]

Eco-inovação e a Competitividade Empresarial. Projeto ECOPRODUTIN | AEP – Associação Empresarial de Portugal [link]

Desafios do Mar 2020. Estratégias de Eficiência Coletiva (EEC) | Fórum Oceano – Associação da Economia do Mar [link]


Globalização

Controlar a globalização. Documento de reflexão | Comissão Europeia (@EU_Commission) [link]

Portugal Espaço 2030. Uma estratégia de investigação, inovação e crescimento para Portugal | Programa Espaço da Fundação para a Ciência e a Tecnologia (FCT). Ministério da Ciência, Tecnologia e Ensino Superior (@ciencia_pt) [link]


Tecnologia e inovação

Portugal INCoDe.2030. Iniciativa Nacional Competências Digitais e.2030 | INCoDe.2030 (@incode2030). Governo de Portugal (@govpt). Ministério da Ciência, Tecnologia e Ensino Superior (@ciencia_pt) [link]

Destino: Crescimento e inovação. O impacto da inovação na performance económico-financeira das PME e no seu crescimento | COTEC Portugal (@COTEC_Portugal) e Deloitte Portugal (@DeloittePT) [link]






2017/08/21

Brasil, inovação 2020 2030 2050 (Lusofonia 1/2)




Empresas e associações e instituções
privadas: Rumos do futuro


Tecnologia

O futuro em ciência, tecnologia e inovação. Carta IEDI, edição 775 | Instituto de Estudos para o Desenvolvimento Industrial (IEDI) (@iedi) [link]

A tecnologia no mundo, ano 2100 | @saopaulotv [link]


Natureza

Visão de Sustentabilidade 2050 | Natura (@naturanet) [link]


Alimentos

Cocriando soluções para mitigar perdas e desperdícios de alimentos no Brasil | BASF (@BASF_Brasil) [link]


Indústria

Visão Brasil 2050 | Conselho Empresarial Brasileiro de Desenvolvimento Sustentável (CEBDS) (@cebds) [link]

Transformação global das indústrias até 2025. Como mapear tendências e captar oportunidades | Jürgen Paulus e Aldemir Drummond, Fundação Dom Cabral (FDC) (@DomCabral) [link]


Energia

Biodiesel: oportunidades e desafios no longo prazo | Ubrabio (União Brasileira do Biodiesel e Bioquerosene) (@Ubrabio) [link]

Visão 2040. Cenários mundiais para a indústria de óleo e gás | Deloitte Brasil (@DeloitteBR) [link]


Transportes e comunicações

Honda apresenta diretrizes globais até 2030 | @Honda [link]




Administrações públicas


Pessoas

Brasil 2050. Desafios de uma nação que envelhece | Câmara dos Deputados (@camaradeputados) [link]


Defesa

Plano Estratégico 2017 - 2024 | Corpo de Bombeiros Militar do Distrito Federal (@cbm_df) [link]


Sustentabilidade

Brasil 2040: cenários e alternativas de adaptação à mudança do clima | Ministério do Meio Ambiente do Brasil (MMA) (@mmeioambiente) [link]


Matérias primas

Plano Nacional de Mineração 2030. Geologia, Mineração e Transformação Mineral | Ministério de Minas e Energia (MME) (@Minas_Energia) [link]


Rumos do futuro

Visão Brasil 2030 | Projeto GoveRNança Inovadora do Estado do Governo do Rio Grande do Norte [link]


Tecnologia

Parceria entre Brasil e União Europeia vai desenvolver Internet das Coisas e 5G. Missão Brasileira no IOT SWC Barcelona | Ministério da Ciência, Tecnologia, Informações e Comunicações (MCTIC) (@mctic) e Associação Brasileira de Internet das Coisas (@abincbr) [link]

Estratégia Nacional de Ciência, Tecnologia e Inovação (ENCTI) 2016-2019 | Ministério da Ciência, Tecnologia e Inovação (MCTI) (@MCTIC) [link]


Empresas

Inovar é criar valor. 22 casos de inovação em micro, pequenas, médias e grandes empresas | Confederação Nacional da Indústria (CNI) (@CNI_br) [link]


Agricultura

Visão 2014-2034: o futuro do desenvolvimento tecnológico da agricultura brasileira | Empresa Brasileira de Pesquisa Agropecuária do Ministério da Agricultura, Pecuária e Abastecimento EMBRAPA (@embrapa) [link]




Organizações académicas e educativas


Rumos do futuro

Planejamento Estratégico 2025 | Conselho Nacional de Desenvolvimento Científico e Tecnológico (CNPq) (@CNPq_Oficial) [link]

As tendências para o Brasil em 2035 | Instituto de Pesquisa Econômica Aplicada (@ipeaonline) [link]

Brasil 2035, cenários para o desenvolvimento | ASSECOR (Associação Nacional dos Servidores da Carreira de Planejamento e Orçamento) (@assecor) e IPEA (Instituto de Pesquisa Econômica Aplicada) (@ipeaonline) [link]

Megatendências Mundiais 2030. O que entidades e personalidades internacionais pensam sobre o futuro do mundo? Contribuição para um debate de longo prazo para o Brasil | Instituto de Pesquisa Econômica Aplicada (IPEA) @ipeaonline [link]


Pessoas

Longevidade e produtividade no trabalho: visão da indústria | SESI (Serviço Social da Indústria. Departamento Regional do Paraná) (@SESIPR): Instituto SESI de Inovação em Longevidade e Produtividade [link]

Trabalho / Tecnologia 2050. Três cenários alternativos | Projeto Millennium (@MillenniumProj). Núcleo de Estudos do Futuro. Pontifícia Universidade Católica de São Paulo (PUC SP) (@puc_sp) [link]


Tecnologia

A Quarta Revolução Industrial do Setor Têxtil e de Confecção: a Visão de Futuro para 2030 | SENAI CETIQT (Centro de Tecnologia da Indústria Química e Têxtil) (@cetiqtsenaibr) [link]

Plano Estratégico do Parque Tecnológico UFRJ (Universidade Federal do Rio de Janeiro) 2016 - 2045 | UFRJ (Universidade Federal do Rio de Janeiro) (@ufrj) [link]


Sustentabilidade

Bioeconomia: visões internacionais no Brasil | FAPESP (Fundação de Amparo à Pesquisa do Estado de São Paulo) (@AgenciaFAPESP) e FIESP (Federação das Indústrias do Estado de São Paulo) (@Fiesp) [link]


Indústria

Siderurgia no Brasil 2010-2025 | Centro de Gestão e Estudos Estratégicos (CGEE) (@CGEE_oficial) [link]




ONG


Indústria e infraestrutura

Indústria, inovação e infraestrutura: Construir infraestruturas resilientes, promover a industrialização inclusiva e sustentável e fomentar a inovação. Documento temático sobre o ODS 9 | ONU Brasil (@ONUBrasil) [link]






2017/08/18

Seattle 2035. Comprehensive Plan. Managing Growth to Become an Equitable and Sustainable City 2015-2035 | City of Seattle (@CityofSeattle). Office of Planning & Community Development. Seattle 2035 (@Seattle2035)



Info: City of Seattle

Document (pdf)




«Seattle’s Core Values


»Before Seattle’s Comprehensive Plan was first drafted in the early 1990s, City staff and the Planning Commission held numerous community meetings, with the intention of inviting more people into the conversation and hearing from groups who hadn’t always been at the table.

»The goal of City staff and the Commission was to identify the values that people cared most about.

»The principles that emerged from these conversations came to be known as the core values for the Comprehensive Plan, and they are still valid. This version of the Plan honors the efforts of those past participants and holds the same values at its center.


»Race and Social Equity. Seattle believes that every resident should have the opportunity to thrive and to be a part of the city’s growing economy. In 2015 the mayor and the City Council adopted a resolution that changed the title of this value from “social equity” to “race and social equity,” to emphasize the need to address disparities experienced by people of color. In 2016, at Council’s request, the Office of Planning and Community Development developed the Growth and Equity Analysis. The results of the Growth and Equity Analysis inform elected officials and the public about potential future displacement impacts of the recommended Growth Strategy on marginalized populations; and strategies for mitigating identified impacts and increasing access to opportunity for marginalized populations.

»Historically in the city of Seattle and throughout the nation, people have been denied equal access to education, jobs, homes, and neighborhoods because of their race, class, disabilities, or other real or perceived differences. While such practices are now illegal, some groups still do not enjoy access to the same job opportunities, security, and freedoms that other Seattle residents have. The benefits and burdens of growth are not distributed equitably. Seattle has not yet achieved social equity for all who live and work in our city, and statistics have shown that this is particularly true for people of color.

»These inequities have become more significant as the makeup of Seattle’s population has changed. The city has gone from being 25 percent people of color in 1990 to 34 percent in 2010, and this trend is expected to continue. More immigrants will arrive, and minority populations will continue to grow through natural increase. The map on the following page shows locations in the city where there are concentrations of people of color.

»With more people moving into the city, property values could increase or existing buildings and homes could be replaced with new and more expensive ones. Changes like these will affect some communities more than others and could make it more difficult for residents or businesses to remain in their current neighborhoods, especially in low-income areas. In some cases these outcomes are unavoidable, but the City must try to help existing residents and businesses remain part of our growing and changing community.

»Since the early 2000s, the City has worked to implement a race and social justice initiative, a citywide effort to make racial equity a reality. This version of the Comprehensive Plan marks a renewed and strengthened commitment to that goal.

»The main goal of the Comprehensive Plan is to guide the physical development of the city. However, in shaping how we create new spaces for people to live, work, and play, this Plan also aims to give all Seattle residents better access to jobs, education, affordable housing, parks, community centers, and healthy food.

»In 2016, the City published a report titled Growth and Equity. That report compiles data about several economic and demographic factors that help identify places in the city where residents, especially people of color and low-income residents, could be at risk of displacement or where there is less access to employment and other opportunities. The City used information from this report to shape this Plan’s preferred pattern of growth, as described in the Growth Strategy Element. The City will continue to monitor the conditions contained in the report.

»The goals and policies in this Plan can also influence the actions of other government agencies and private businesses to promote social justice and racial equity. Working toward equity will help produce stronger and more resilient economic growth—growth that benefits everyone. The discussions that introduce sections of this Plan highlight other facts about some conditions or services as they relate to the income or racial characteristics of people in Seattle.


»Environmental Stewardship. Even as the city becomes increasingly urban, Seattle is dedicated to protecting and restoring the green spaces and water that make our city special.

»Between the time the Plan was first adopted and 2015, Seattle has accommodated more than its expected share of countywide residential growth—adding more than sixty-seven thousand new housing units, compared to the original Plan’s estimate of fifty thousand to sixty thousand. This has helped reduce the proportion of countywide housing growth in rural areas from about 15 percent in the 1980s to less than 2 percent in recent years. By taking on a significant share of the region’s growth, Seattle has helped protect rural farms and forests from development. And by concentrating growth in urban villages, we help preserve the existing green areas in the city, including the areas that now contain low-density development.

»The City has committed to make Seattle carbon neutral by the year 2050 in order to reduce the threat of climate change. To reach this ambitious and important goal, local government, businesses, and residents will need to work together. Seattle’s Climate Action Plan provides long-term planning direction and guidance for climate protection and adaptation efforts through 2030. This Plan contains consistent goals and policies to help guide this effort.

»For instance, the Growth Strategy and Transportation elements promote development that will make walking, biking, and public transit viable options for more people so that they can be less reliant on automobiles—a major source of carbon emissions in this region. Seattle charged the 2012 Green Ribbon Commission to help create a climate action plan that increases the circle of economic prosperity, affordable housing, public health, and social equity while protecting our planet for future generations. Seattle’s Climate Action Plan provides long-term planning direction and guidance for climate protection and adaptation efforts through 2030.


»Community. Seattle is made up of many small communities, where people bond because of shared interests or backgrounds. Each of the small communities is a crucial part of the whole, and all the communities working together is what makes the larger Seattle community thrive.

»To prepare this Plan and previous versions of it, hundreds of people participated in meetings, filled out comment forms, and wrote e-mails and letters to the City. Among the diverse groups of people who call Seattle home, there were many different—and often competing— interests and perspectives. Yet there was one goal in common: to make Seattle the best city for living, working, and raising families. This Plan encourages continued broad public participation in decisions that affect all aspects of the city.


»Economic Opportunity and Security. Seattle recovered from the great recession and grew beyond 2008’s high employment levels, and by 2014 the city contained 514,700 jobs. Boeing and Amazon have been major contributors to that employment growth, but other, smaller businesses have also provided new jobs.

»For businesses to thrive, they need skilled employees and space to grow. For specific examples of how this Plan addresses economic opportunity, look in the Growth Strategy and Land Use elements. These elements include policies that identify locations for employment growth and give ideas for how to direct growth there. The Economic Development element encourages businesses to put down roots and expand, while the Community Well-Being element talks about helping people get the kind of education and skills they will need to fill the newly created jobs.

»Sometimes, just having a job isn’t enough. Even when employed, many people may not be able to afford to live in the city. Through this Plan, the City demonstrates its commitment to promoting livable wages and giving people equal opportunities. The City has also developed programs to help address continuing racial disparities in education and employment.»





2017/08/17

Mombasa Vision 2035 Master Plan. Integrated Strategic Urban Development Plan (ISUDP) | Mombasa County Government



Info: The WorldFolio

Document (pdf)





via Governor Hassan Joho (@HassanAliJoho)




«1. What is ISUDP?


»Integrated Strategic Urban Development Plan (Mombasa Vision 2035-MV35) is a regional physical development plan assimilating digital topographical mapping, Strategic Sector Plans, Structure Plan, Development Control and Capital Investment Plans for Mombasa County. The plan preparation that has followed the requirements of the Physical Planning Act CAP 286 is a Kenya Municipal Program (KMP) project dubbed Digital Topographical Mapping and Preparation of Integrated Strategic Urban Development Plans for Cluster Towns.

»The KMP aims to strengthen local governance and improve service delivery by reforming frameworks for urban governance, Municipal Restructuring, strengthening of planning mechanism, financing and capacity building, and investment in infrastructure and service delivery improvements in towns. The ISUDP falls under Component 2 Participatory Strategic Planning for Urban Development of KMP.


»a) Vision

»A vibrant world class commercial hub of excellence that promotes diversity, natural environment and heritage.


»b) Goals

»To achieve the visions for Mombasa, ISUDP proposes a set of goals covering following seven areas critical of development. The key goals include:

»1) City of Vibrant Economy

»2) City of Seamless Connectivity and Green Transport

»3) City of Affordable Homes

»4) City of well Nurtured Environment

»5) City of Quality living for all

»6) City of Endearing Character and Unique Local Identity

»7) City of Sustainable Resource Management


»c) The plan Objectives

»The overall aim of the ISUDP is to promote and provide a sustainable development of Mombasa, enabling it to accommodate the needs of existing and future residents, and also to facilitate its prime function as commercial and trading hub/ prime city.

»The main objectives of the Plan are:

»1) Economic Development: Sustain a robust and vibrant economy,

»2) Social Development: Provide a good quality of living and a sense of well-being for all,

»3)Environmental Sustainability: Develop in an environmentally responsible manner,

»4) Utilizing Land and sea: Optimize limited land availability and possible sea space.»





2017/08/16

Regional Development Strategy (RDS) 2035 | Department for Infrastructure (@deptinfra), Strategic Planning and Coordination Division



Info: Portal Planning (Department for Infrastructure)

Document (pdf)

Department for Regional Development is a body of the Northern Ireland Executive

The formerly DRD today is the Regional planning in DfI and is responsibility of the Department's planning.




«Implementation. The Planning Process


»The RDS is a key document within the planning system. It sets out strategic guidance which is used in the preparation of development plans, planning policy statements and urban regeneration initiatives. The relationship with planning documents is set out below.

»As explained in Chapter 1, the current (July 2011) legislative requirement is that development plans, planning policy statements and development schemes are required to be “in general conformity with” the RDS. There is also a requirement for DRD to issue statements to DOE as to the general conformity of plans at two stages in the development plan process.

»Changes to the legislative requirements will be made under the Planning Act (Northern Ireland) 2011. The bulk of the Act will not come into force until planning powers transfer to councils at a time to be decided by the Northern Ireland Assembly. When planning powers transfer the DOE will continue to be responsible for planning policy and guidance. The requirement for these policies to be in general conformity with the RDS will remain.

»Responsibility for the preparation of development plans and development schemes will transfer to local councils, these must ‘take account’ of the RDS. Development plans will consist of a Plan Strategy and a Local Policies Plan. The proposal is that Councils must submit the development plan to DOE for independent examination. The purpose of this examination is to test the soundness of the Plan Strategy and the Local Policies Plan. This soundness test will include the extent to which the Council has taken account of relevant guidance in the RDS.

»DRD will work with DOE to develop guidance for new Councils which will set out and explain relevant central Government policies and strategies. This guidance will be relevant in the consideration of the soundness of the development plan.

»New plans and policy introduced subsequent to the publication of the RDS must fulfil the statutory requirement to take account of, or be in general conformity with, the strategy. The RDS is material to the processing of planning applications and it may take precedence over existing development plans and policies particularly where the new guidance is materially different and of significance to a development proposal.



»DELIVERY MECHANISM

»As the spatial strategy of the Executive the RDS complements the key objectives of the Programme for Government and seeks to influence both it and the Investment Strategy. Because of its cross-cutting nature a number of stakeholders will be involved in delivery. Many of the policies can only be implemented through individual departments and their strategies. DRD propose to set up formal structures to help stakeholders take account of the guidance.


»Central Government

»Whilst all government departments must take account of the RDS there are three which have the potential to make the biggest impact on the region. DRD propose to set up a Ministerial sub-group, chaired by the Minister for Regional Development, with the Ministers for the Environment and Social Development. This sub-group will meet as necessary to discuss departmental plans to ensure that they are taking account of the guidance within the RDS.

»The inter-departmental group of senior officials which assisted in the preparation of the strategy will continue to meet under the chairmanship of DRD. This group will meet periodically to oversee the implementation of the strategy across all departments and will report to the Minister for Regional Development.

»The Minister for Regional Development will, after consulting other departments, provide the Committee for Regional Development with a progress report triennially.


»Local Government

»Given the proposal in the Planning Act (Northern Ireland) 2011 to transfer planning powers to local councils it is important that Local Government is fully and formally engaged in the delivery process. We propose to set up a forum, chaired by DRD with representatives from local and central government, to help put in context the guidance in the RDS and how that guidance should be used.

»The Strategy encourages collaboration rather than competition between places. Many local councils are already collaborating in areas such as waste management and tourism promotion and are considering other opportunities in line with the Improvement, Collaboration and Efficiency programme.



»WORKING WITH NEIGHBOURS

»The region can benefit from collaboration with its neighbours on both a North/ South and East/West basis.


»North/South

»The area around the border can gain significantly from a joined-up approach to spatial planning. Cross border co-operation and collaboration provide opportunities to boost the economic performance and competitiveness across the island.

»Certain key infrastructure, such as sea and air ports, road and rail, energy and telecommunication connectivity brings mutual benefit to all parts of the island. Cooperation at strategic planning level ensures that the greatest added value is extracted from investment in shared infrastructure.


»East/West

»Whilst separated by sea, the linkages with Scotland, Wales and England are no less important. With strong cultural ties and trade links, what happens in Scotland, Wales and England can impact on the island of Ireland, both north and south.

»The ferry routes from Belfast and Larne to various Clyde and Loch Ryan sea ports are key links in the transportation network. So the land transport network connections to the sea ports in Scotland are important in maintaining the quality and efficiency of this network. The connection to Liverpool gives access to one of the largest sea ports in


»Europe and North European Trading

»Working together at a strategic level whether North/South or East West, in line with relevant EU Directives, can assist in meeting climate change targets. It will also help to conserve and enhance energy resources and shared natural, cultural and landscape assets, and ensure a co-ordinated approach to emerging areas of interest such as the potential for marine spatial planning.



»MONITORING AND REVIEW

»DRD will set up a monitoring group to develop appropriate monitoring procedures. Indicators will be agreed to enable progress to be measured in implementing the strategy. The monitoring and evaluation reports will be presented to the Executive on an annual basis.

»The Department will analyse progress on a three yearly basis in order that the Strategy continues to be of relevance and to inform the PfG and ISNI cycles along with the Comprehensive Spending Reviews. A decision on the timing of a more comprehensive review will be made on the basis of progress made.»





2017/08/14

Strategy 2020. The Long-Term Strategic Framework of the Asian Development Bank (ADB) (@ADB_HQ)



Info: ADB

Document (pdf)




«Resourcing the Strategy: Under Strategy 2020, ADB must ensure that it always has the financial means to achieve its goals


»The challenges facing the region will require massive capital investments. Based on an internal ADB study, an estimated $4.7 trillion will be needed over the next 10 years for the region’s infrastructure requirements.

»This figure comprises $3.1 trillion for new capacity and the balance for capacity replacement. The estimated annual investment needs for environmental issues are as high as $100 billion, including $30 billion for renewable energy, $28 billion for adaptation to climate change, $14 billion for energy efficiency, and $8 billion for sustainable management of water resources.

»Finance sector development requirements for the region are also likely to be sizeable, as an estimated $197 billion in invest­ments will be needed for capitalizing banks up to 2020 in South Asia alone.

»For education, the financing shortfall that must be covered to achieve the MDGs on universal primary education by 2015 has been estimated at $7 billion a year during 2001–2015. Strategy 2020 propels ADB into the role of a lead development partner. In addition to knowledge and expertise, substantial concessional and nonconcessional resources must underwrite this role and ADB’s risk-bearing responsibilities.

»Under Strategy 2020, ADB must ensure that it always has the financial means to achieve its goals. Recent trends in ADB’s concessional lending and grant-financed assistance demonstrate DMCs’ strong demand for ADF resources. ADB’s ability to advocate for and to support progress on MDGs in ADF borrowers depends on having concessional resources that are commensurate with ADB’s development role in these DMCs.

»ADB’s preliminary estimates suggest that the financing gap for achieving the MDGs in its 29 ADF countries alone could be as high as $100 billion for the ADF X period, 2009-2012. ADB’s longer-term projections on per capita income growth in current ADF-eligible borrowers show that many will remain below the ADF eligibility threshold as ADF-only or blend33 borrowers to 2020.

»Therefore, under Strategy 2020, ADB will seek continued support from its donor members to strengthen the financial capacity of ADF. Strategic operational planning and policy dialogue with ADB’s OCR borrowers-both OCR-only and blend borrowers-suggests stronger demand for ADB’s nonconcessional assistance beyond current levels of operations.

»This is particularly the case for current blend borrowers, where economic growth and institutional strengthening are enlarging their capacity to use ADB’s non-concessional assistance to raise the quality of their economic and social infrastructure and to address environmental issues.

»Projections on growth in DMCs’ per capita incomes again show that many current OCR borrowers will remain below the graduation threshold to 2020.

»The present estimates of future OCR lending headroom will not allow ADB to sustain current levels of OCR operations, let alone scale up assistance to end poverty and pursue the three strategic agendas.

»While it is beyond the scope of Strategy 2020 to define the optimal level and sourcing of resources for ADB to 2020, a process for this needs to be initiated and an agreement reached in Strategy 2020’s early phase that will support a strengthened development-finance role for ADB in the region.»





2017/08/11

UAE (United Arab Emirates) Future Strategy


UAE Government (@UAEmGov): UAE Strategy for the Future

Document (pdf)






«Future Priority Sectors


»Government & Services

»Shaping the future of education, schools and skills through future trends, challenges, transformations and develop foresight based action plans.


»Health

»Shaping the future of healthcare demand, trends, predictions and develop foresight based action plans.


»Energy & Minerals Wealth

»Shaping the future of energy, minerals and oil related trends & pre-emptive action plans.


»Infrastructure and Transportation

»Shaping the future of infrastructure & its sustainability, supply and demand and future expansion plans .


»Positive & Happy Lifestyle

»Shaping the future of Positivity, Happiness & Tolerance based on future trends and their impact on government and society .


»Human Capital and Innovation

»Shaping the future of demographics and youth trends and their impact on human capital, economy and jobs market in addition to future skills and jobs to integrate them in future education.


»Technology and Smart System

»Shaping the future of ICT & Smart systems based on future trends & their impact on supply, demand & infrastructure future plans.


»Sustainability, Environment and Climate Change

»Shaping the future of environmental sustainability, climate change and carbon emissions & their related future trends and pre-emptive action plans.


»Sustainable Social Development

»Shaping the future of sustainable social development through studying future trends and their impact to develop foresight based action plans.


»Economy, Economic & Trade Security

»Shaping the future of economy and economic & trade security related trends & their impact on economy and pre-emptive economic policies.


»Financial Resources

»Shaping the future of financial resources, their trends, forecasts and relevant pre-emptive action plans.


»International Political Relations & Security

»Shaping the future of international political relations, security and defense based on the relevant future trends and foresights and develop pre-emptive action plans.


»Food & Water Security

»Shaping the future of food and water security based on future trends, foresights and develop pre-emptive action plans.


»Cyber Security

»Shaping the future of Cyber security and communication based on future trends, foresights and develop pre-emptive action plans.»





2017/08/10

The Airport of the future. Dubai Airports (@DubaiAirports) 2050


Info: Dubai Airports Masterplan (@DubaiAirports)

Document (pdf)






«Shifting the Paradigm


»Dubai Airports, along with the emirate’s entire aviation sector, recognises that the current design parameters, processes and technology used in airports today cannot be applied to a larger scale airport without efficiency and service quality being negatively impacted. Legacy approaches and systems must be either reworked or discarded completely to evolve and improve the passenger experience.

»Over the years, the industry has taken a number of successful incremental steps to improve the groundbased part of the journey – such as internet-based distribution, e-ticketing and home-printed boarding passes to name a few. But the airport experience is often the most inconvenient part of air travel.

»Cumbersome and time-consuming airport processes continue to frustrate the traveller. Security is intrusive and inefficient and uses the same basic technology from the 1970s. Similarly the check-in and transfer processes are wasteful and have yet to take full advantage of existing technologies.

»At the root of this malaise is the fact that all of these activities take place in separate, vertical silos, whilst passengers bump roughly across the joins between them. This is a microcosm of the industry’s current challenge. To delight customers, an integrated, customer-centric approach is now urgently needed to ensure passengers continue to return to Dubai.

»Airports must invest heavily in innovative, customer-oriented technology and processes to eliminate queues and increase retail opportunities by driving out cumbersome, outdated process and optimising dwell time. Similarly airport design must be scalable and modular to quickly and cost-effectively adapt and respond to changing business environments and fluctuations in medium and long-term traffic forecasts.

»Alternative sources of energy must be built in and optimised to promote sustainability. Both the model and the approach must change radically and Dubai provides the collaborative model and business environment along with a 140 square kilometre greenfield site to effect that breakthrough shift in thinking and approach.



«The Airport of the Future


»Strategic Plan 2050 addresses the requirement for timely and flexible capacity expansion to accommodate the high growth rates and passenger and cargo traffic volumes projected in the years and decades ahead.

»Most importantly, the design ensures the proper balance between scale and intimacy. Although passengers may be passing through the world’s largest airport which offers unmatched connectivity and choice of destination, they won’t sense the scale with minimal walking distances and queues and a warm and welcoming environment. While developing the new design of DWC, the clear goal is to design an airport environment that is simple, efficient, intuitive and customer-centric. One where despite the scale and size, connection times and average walking distances are kept to a minimum. One where cutting edge passengerenabled technologies are embedded within optimised airport design and simplified processes.

»One in which departing passengers are separated from their baggage as early as possible including off-airport locations, and arriving passengers are reunited with their baggage as conveniently as possible. One where connections are made quickly and easily. At the same time the design must be cost effective, use sustainable energy and materials and be scalable to deliver incremental capacity in line with growth via a modular approach. And it must be fully integrated with road, rail and metro.»





2017/08/09

The Future of Internet Infrastructure | The Daily Conversation (@TheDailyConvo)


The Daily Conversation (@TheDailyConvo) on YouTube






«With worldwide traffic projected to triple by 2021, we examine the near-term future of Internet Infrastructure—from 5G to prefabricated data centers to robotically-maintained server farms.


»More information:

»Study on future internet traffic:

https://www.cisco.com/c/en/us/solutions/collateral/service-provider/visual-networking-index-vni/vni-hyperconnectivity-wp.html

»The Internet of Things:

https://www.globalxfunds.com/what-the-future-might-hold-for-the-internet-of-things/

»Harald Haas' Li-Fi TED talk:

https://www.youtube.com/watch?v=iHWIZsIBj3Q

»5G explained:

https://www.youtube.com/watch?v=GEx_d0SjvS0


»Video researched, written, narrated, and directed by Bryce Plank

»Visualization and editing by Robin West

»Music from Motion Array


»Script:

»From 4k video, to 3-D, to virtual reality and beyond, we’re in love with rich, immersive media. As content on the Internet has become more dynamic, the amount of bandwidth we consume has skyrocketed, driving innovation in delivery and storage technology.

»This is a look at the future of Internet infrastructure.

»The activity you’re engaged in right now — streaming a video — is driving massive growth in the amount of data that’s being transferred.

»For perspective on how much data we’re consuming, 853 1.2 megabyte 5.25 inch floppy disks — like what Oregon Trail used to come on — equals 1 gigabyte. And there are 1,000 gigabytes in the 1 terabyte hard drives many of us have in our computers.

»In 2016, global IP traffic passed a zettabyte for the first time. That’s one billion terabytes.

»Internet video accounted for half that bandwidth. But in 2021, total worldwide traffic is projected to nearly triple to 3.3 zettabytes—that’s 3.3 trillion gigabytes of data. More than two thirds of that traffic will be Internet video, with IPTV like netflix taking up another 22%.

»To keep up with the increasing demand for data and high-speed connections, service providers have been driven to expand their network infrastructures and initiate projects like Google Fiber, heating up the competition.

»As a result, installation of large capacity 100Gb ethernet equipment grew 450% year-over-year in 2016.

»Google is also planning to use wireless alternatives that can deliver gigabit per second speeds to reach remote areas where it’s too expensive to set up Fiber.

»The other advancement we’ll see is the development of ultrafast 5G networks. In 2016 the Obama administration announced a $400m, seven year public-private partnership — spearheaded by the National Science Foundation — to jumpstart the effort.

»5G will handle 1,000 times the traffic at 10 times the speed of existing 4G and LTE networks. Not only will you be able to download an HD movie in under 1 second, but it will free up bandwidth to make room for what’s on the horizon. Virtual Reality is incredibly data intensive, and soon millions of driverless cars will hit the road as billions of additional Internet connected devices come online.

»The Internet of Things is an absolute game-changer. Nearly every machine and many objects that aren’t — like our clothes — will be connected to the Internet.

»[John Volakis] “They’re washable, they can be embedded in electronics. I think eventually what we look forward to is to have circuitry, memory, as well as computer functionality to be embedded within wearable circuits.”

»You’ll be able to monitor your household appliances from your smartphone, buildings will be able to self monitor to detect wear and tear and factories will anticipate when its machinery — or more accurately, it’s robots — will break down, utility grids will communicate with energy providers and customers in real time, and cities will become smart as traffic lights, trash cans, water and gas lines will all be able to send service and condition updates, saving people valuable time and resources.

»This explosion of data-producing devices will lead to a revolution in how all that data is stored.

»The data center industry is one of the world’s most competitive markets. In addition to investing in adequate security measures, companies big and small must make their facilities run as efficiently as possible.

»The widespread adoption of uninterrupted power supply and cooling systems are driving energy reductions that weren’t possible even five years ago. Thermal management units and an expanded use of free cooling technology is creating energy savings of up to 70%. And by harvesting the power of our natural environments like higher altitude locations, night-time coldness, deep sea or lakewater, and subterranean geothermal energy, data centers are proving that the push to create a better tomorrow doesn’t have to doom future generations. In 2014 data centers in the United States were responsible for 2% of national energy consumption, but thanks to new technology that figure that won’t grow significantly—even as the amount of storage facilities does.»





2017/08/08

Current market outlook (2016-2035) | The Boeing Company (@Boeing)


Info

Document (pdf)






«LONG-TERM MARKET OUTLOOK


»As Boeing celebrates the past with our centennial anniversary, we continue to look to the future with our Current Market Outlook. This publication is The Boeing Company’s longterm forecast of passenger and cargo traffic and the number of airplanes necessary to support that expectation.

»Our Current Market Outlook is one of the longest published and most accurate forecasts in the aviation industry. These predictions are used to shape the company’s product strategy and guide long-term business planning, as well as to share our view with the public, informing airlines, suppliers, and the financial community of industry trends. We first shared Current Market Outlook in the early 1960s at a Boeingsupplier conference. Since then, we have updated our market outlook annually to freshly factor in the industry’s changing market forces.


»YEAR IN REVIEW

»For the aviation industry, 2015 was an outstanding year. Key metrics increased across the board, and we expect to see this trend persist, with continued low oil prices anticipated to save the industry tens of billions of dollars in 2016 alone.

»According to the International Air Transport Association, passenger traffic as measured by revenue passenger kilometers (RPK) was up approximately 7.4 percent, and capacity was up approximately 6.7 percent.

»The result was record load factors of more than 80 percent worldwide. Because of lower oil prices and various increased efficiencies, airlines estimated net profits of $35 billion for 2015—which was also a good year for airplane manufacturers such as Boeing and Airbus. Over 1,400 jet airplanes were delivered, and airlines ordered more than 2,400 new airplanes. These trends are expected to continue in 2016.


»MARKET FORCES

»Global economic expansion is expected to continue, and although the overall picture is good, there will be regional challenges. North America is leading the global economic acceleration, and the Eurozone is finally starting to gain economic momentum. In the past, emerging markets have driven economic growth, but we are now starting to see some regional divergence from this trend.


»EFFECTS OF MARKET FORCES

»Our long-term outlook incorporates the effects of market forces on the growth of the aviation industry. Based on what has happened historically and what is expected to occur, world GDP is anticipated to grow at 2.9 percent annually over the next 20 years. During the same period, passenger traffic is predicted to grow by 4.8 percent and air cargo traffic by 4.2 percent.


»SHAPE OF THE MARKET

»Over the next 20 years, Boeing is forecasting a need for over 39,600 airplanes valued at more than $5.9 trillion. Aviation is becoming more diverse, with approximately 38 percent of all new airplanes being delivered to airlines based in the Asia region. An additional 40 percent will be delivered to airlines in Europe and North America, with the remaining 22 percent to be delivered to the Middle East, Latin America, the Commonwealth of Independent States, and Africa.

»Single-aisle airplanes command the largest share of new deliveries, with airlines needing over 28,100. These new airplanes will continue to stimulate growth for low-cost carriers and will provide required replacements for older, less-efficient airplanes. In addition, 9,100 new widebody airplanes will be delivered, which will allow airlines to serve new markets more efficiently than in the past.»





2017/08/07

YARA and KONGSBERG enter into partnership to build world's first autonomous and zero emissions ship | Kongsberg Maritime (@KOGMaritime)


Info





«The vessel "YARA Birkeland" will be the world's first fully electric and autonomous container ship, with zero emissions. Operation is planned to start in the latter half of 2018, shipping products from YARA's (@yara) Porsgrunn production plant to Brevik and Larvik in Norway.

»Named "YARA Birkeland" after YARA's founder, the famous scientist and innovator Kristian Birkeland, the vessel will be the world's first fully electric container feeder. YARA's new vessel will reduce NOx and CO2 emissions and improve road safety by removing up to 40,000 truck journeys in populated urban areas.

»YARA Birkeland will initially operate as a manned vessel, moving to remote operation in 2019 and expected to be capable of performing fully autonomous operations from 2020. The new zero-emission vessel will be a game-changer for global maritime transport contributing to meet the UN sustainability goals.

»The project: Key facts about YARA Birkeland





2017/08/04

A vision for non-ferrous metals industry in 2050 | EU Science Hub - Joint Research Centre (@EU_ScienceHub)




«On 20th and 21st June [2016], the EU Policy Lab held the first workshop on the future of the non-ferrous metals industry in Europe. This is the second case study of the Future of Industry project that the JRC is running for the Directorate General Internal Market, Industry, Entrepreneurship and SMEs (DG GROW). The purpose of this workshop, was to identify and understand the key drivers of change for the European non-ferrous metals industry and to create a long-term vision for it. Having such a vision helps to identify the technology needs, challenges and opportunities and thereby empowers both industry and policy makers to better shape the future direction of the industry. In view of the specific characteristics of the sector, participants decided to take a two-step time horizon of 2050 to build the long-term vision and 2035 to reflect on concrete recommendations for action.

»Music: royalty Free Music from Bensound

»Find out more at http://blogs.ec.europa.eu/eupolicylab/»





2017/08/03

Paradox of Progress. Global Trends | National Intelligence Council (NIC) (@ODNI_NIC)


Info: NIC

Document (pdf)






Contents


Letter From the Chairman of the National Intelligence Council

The Future Summarized

The Map of the Future

Trends Transforming the Global Landscape

Near Future: Tensions Are Rising

Three Scenarios for the Distant Future: Islands, Orbits, Communities

What the Scenarios Teach Us: Fostering Opportunities Through Resilience

Methodological Note

Glossary

Acknowledgements

Annexes

The Next Five Years by Region

Key Global Trends




«The Future Summarized


»We are living a paradox: The achievements of the industrial and information ages are shaping a world to come that is both more dangerous and richer with opportunity than ever before. Whether promise or peril prevails will turn on the choices of humankind.

»The progress of the past decades is historic—connecting people, empowering individuals, groups, and states, and lifting a billion people out of poverty in the process. But this same progress also spawned shocks like the Arab Spring, the 2008 Global Financial Crisis, and the global rise of populist, anti-establishment politics. These shocks reveal how fragile the achievements have been, underscoring deep shifts in the global landscape that portend a dark and difficult near future.

»The next five years will see rising tensions within and between countries. Global growth will slow, just as increasingly complex global challenges impend. An ever-widening range of states, organizations, and empowered individuals will shape geopolitics. For better and worse, the emerging global landscape is drawing to a close an era of American dominance following the Cold War. So, too, perhaps is the rules-based international order that emerged after World War II. It will be much harder to cooperate internationally and govern in ways publics expect. Veto players will threaten to block collaboration at every turn, while information “echo chambers” will reinforce countless competing realities, undermining shared understandings of world events.

»Underlying this crisis in cooperation will be local, national, and international differences about the proper role of government across an array of issues ranging from the economy to the environment, religion, security, and the rights of individuals. Debates over moral boundaries—to whom is owed what—will become more pronounced, while divergence in values and interests among states will threaten international security.

»It will be tempting to impose order on this apparent chaos, but that ultimately would be too costly in the short run and would fail in the long. Dominating empowered, proliferating actors in multiple domains would require unacceptable resources in an era of slow growth, fiscal limits, and debt burdens. Doing so domestically would be the end of democracy, resulting in authoritarianism or instability or both. Although material strength will remain essential to geopolitical and state power, the most powerful actors of the future will draw on networks, relationships, and information to compete and cooperate. This is the lesson of great power politics in the 1900s, even if those powers had to learn and relearn it.

»The US and Soviet proxy wars, especially in Vietnam and Afghanistan, were a harbinger of the post-Cold War conflicts and today’s fights in the Middle East, Africa, and South Asia in which less powerful adversaries deny victory through asymmetric strategies, ideology, and societal tensions. The threat from terrorism will expand in the coming decades as the growing prominence of small groups and individuals use new technologies, ideas, and relationships to their advantage.

»Meanwhile, states remain highly relevant. China and Russia will be emboldened, while regional aggressors and nonstate actors will see openings to pursue their interests. Uncertainty about the United States, an inward-looking West, and erosion of norms for conflict prevention and human rights will encourage China and Russia to check US influence. In doing so, their “gray zone” aggression and diverse forms of disruption will stay below the threshold of hot war but bring profound risks of miscalculation.

»Overconfidence that material strength can manage escalation will increase the risks of interstate conflict to levels not seen since the Cold War. Even if hot war is avoided, the current pattern of “international cooperation where we can get it”—such as on climate change—masks significant differences in values and interests among states and does little to curb assertions of dominance within regions. These trends are leading to a spheres of influence world.

»Nor is the picture much better on the home front for many countries. While decades of global integration and advancing technology enriched the richest and lifted that billion out of poverty, mostly in Asia, it also hollowed out Western middle classes and stoked pushback against globalization. Migrant flows are greater now than in the past 70 years, raising the specter of drained welfare coffers and increased competition for jobs, and reinforcing nativist, anti-elite impulses. Slow growth plus technology-induced disruptions in job markets will threaten poverty reduction and drive tensions within countries in the years to come, fueling the very nationalism that contributes to tensions between countries.

»Yet this dreary near future is hardly cast in stone. Whether the next five or 20 years are brighter—or darker—will turn on three choices: How will individuals, groups, and governments renegotiate their expectations of one another to create political order in an era of empowered individuals and rapidly changing economies? To what extent will major state powers, as well as individuals and groups, craft new patterns or architectures of international cooperation and competition? To what extent will governments, groups, and individuals prepare now for multifaceted global issues like climate change and transformative technologies?

»Three stories or scenarios—“Islands,” “Orbits,” and “Communities“—explore how trends and choices of note might intersect to create different pathways to the future. These scenarios emphasize alternative responses to near-term volatility—at the national (Islands), regional (Orbits), and sub-state and transnational (Communities) levels.

»• Islands investigates a restructuring of the global economy that leads to long periods of slow or no growth, challenging both traditional models of economic prosperity and the presumption that globalization will continue to expand. The scenario emphasizes the challenges to governments in meeting societies’ demands for both economic and physical security as popular pushback to globalization increases, emerging technologies transform work and trade, and political instability grows.

»It underscores the choices governments will face in conditions that might tempt some to turn inward, reduce support for multilateral cooperation, and adopt protectionist policies, while others find ways to leverage new sources of economic growth and productivity.

»• Orbits explores a future of tensions created by competing major powers seeking their own spheres of influence while attempting to maintain stability at home. It examines how the trends of rising nationalism, changing conflict patterns, emerging disruptive technologies, and decreasing global cooperation might combine to increase the risk of interstate conflict.

»This scenario emphasizes the policy choices ahead for governments that would reinforce stability and peace or further exacerbate tensions. It features a nuclear weapon used in anger, which turns out to concentrate global minds so that it does not happen again.

»• Communities shows how growing public expectations but diminishing capacity of national governments open space for local governments and private actors, challenging traditional assumptions about what governing means. Information technology remains the key enabler, and companies, advocacy groups, charities, and local governments prove nimbler than national governments in delivering services to sway populations in support of their agendas. Most national governments resist, but others cede some power to emerging networks. Everywhere, from the Middle East to Russia, control is harder.


»As the paradox of progress implies, the same trends generating near-term risks also can create opportunities for better outcomes over the long term. If the world were fortunate enough to be able to take advantage of these opportunities, the future would be more benign than our three scenarios suggest. In the emerging global landscape, rife with surprise and discontinuity, the states and organizations most able to exploit such opportunities will be those that are resilient, enabling them to adapt to changing conditions, persevere in the face of unexpected adversity, and take actions to recover quickly.

» They will invest in infrastructure, knowledge, and relationships that allow them to manage shock—whether economic, environmental, societal, or cyber. Similarly, the most resilient societies will likely be those that unleash and embrace the full potential of all individuals—whether women and minorities or those battered by recent economic and technological trends.

»They will be moving with, rather than against, historical currents, making use of the everexpanding scope of human skill to shape the future. In all societies, even in the bleakest circumstances, there will be those who choose to improve the welfare, happiness, and security of others—employing transformative technologies to do so at scale.

»While the opposite will be true as well—destructive forces will be empowered as never before— the central puzzle before governments and societies is how to blend individual, collective, and national endowments in a way that yields sustainable security, prosperity, and hope.»