Marina East Wins Top Sales Honor at Global Water Intelligence’s Prestigious Global Water Awards
OVERLAND PARK, Kan. –News Direct– Black & Veatch
OVERLAND PARK, Kan., July 1, 2021 / 3BL Media / – The 2021 Global Water Awards Desalination Plant of the Year has been awarded to a project that draws on the technical expertise of Black & Veatch. The Singapore Marina East project was led by Keppel Infrastructure with Black & Veatch as technical advisor to the end customer Public Utilities Board (PUB).
“For water-scarce communities around the world, desalination is a valuable way to help manage the balance between supply and demand,” said Cindy Wallis-Lage, President of Black’s water activities. & Veatch. “The award-winning standard of technical desalination expertise we have demonstrated at Marina East is available to customers wherever we work. “
Marina Est is a 137,000 m3/ d (36 million gallons per day) dual feed reverse osmosis desalination plant drawing water from Marina Reservoir and Singapore Strait. The plant is Singapore’s fourth major desalination facility and a key part of the city-state’s water security strategy. A unique dual-mode design means the plant can switch from tank water supply to seawater, in response to weather fluctuations and availability. The judges described the plant as “a model of efficiency” as well as being “dedicated to public benefit”.
“PUB is a leader in integrating desalination and water reuse technologies into their water supply strategies,” added Wallis-Lage. “They choose world-class support to do it. All the communities we work with on desalination and reuse projects receive work from this standard. “
Marina Bay East was commissioned in 2020, before Black & Veatch sold its Singapore water business, which now operates under the Binnies name, to RSK. Black & Veatch however continues to provide public services and business customers – especially in the mining industry – at the cutting edge of technology desalination and water reuse Support.
The prestigious Global Water Awards program is managed by respected water media and market analysis provider Global Water Intelligence (GWI).
About Black & VeatchBlack & Veatch is an employee-owned global engineering, procurement, consulting and construction company with over 100 years of experience in sustainable infrastructure innovation. Since 1915, we’ve helped our clients improve the lives of people around the world by ensuring the resilience and reliability of our most important infrastructure assets. Our revenues in 2020 exceeded US $ 3.0 billion. follow us on www.bv.com and on social networks.
To improve CRM adoption and contact data sharing, regular reporting is a must. These reports will provide the key insights and value that CRM users expect and also generate interest and buy-in.
For many professional service companies, finding ways to demonstrate CRM value and drive adoption is a constant struggle. Use of the system is rarely mandatory, which means that the marketing department is in the difficult position of trying to convince individual professionals that it is really useful to enter information themselves into the CRM system or to ask their assistants or marketing / business development staff to assist them. the entrance.
Too often this means that Marketing and CRM teams are constantly reactionary, trying to hunt down information that ideally should have been captured proactively. At the same time, and paradoxically, the professionals who are reluctant to enter or share their data are frequently those who request analyzes or dashboards from the CRM to help them in their business development.
If all of this sounds familiar to you, here are some key reports you can – and should – develop and disseminate on a regular basis to encourage information sharing and deliver value to your users, which can encourage greater adoption and greater awareness. sharing in the future.
Contact, company and relationship reports
Key relationships: Professionals often think that they are the only ones who know a particular person, which makes them protective of their relationships and / or hesitant to share them in the CRM system. But, in reality, when their relationships are shared, they’re often shocked at how many other people in the business know the same people. Additionally, when trying to develop business with a prospect, seeing a report that knows that highlights a key connection in the business is invaluable and can inspire greater collaboration and the sharing of additional contact information. and relationships.
Newly added companies: Regularly reviewing business records that have been recently added to the CRM system can be another useful tool for business development and also ensures that new customers come into the system.
Newly added contacts: Similar to new businesses, newly added Contacts should also be reviewed to make sure you are capturing influencers and decision makers from key companies.
Company changes: Another way to deliver value to your users by letting them know that a business has moved, acquired, or ceased operations is reporting on changes to company records.
Alumni changes: Even if you don’t have a formal alumni program, it’s still a good idea to keep track of your former employees for business development purposes. If a former partner is now legal counsel for a company that your firm has targeted as a key prospect, you are probably already one step ahead of the competition, provided that information is in good hands.
New Customers / New Topics: We’re seeing more progressive companies embrace transparency because it encourages collaboration and can improve results. In businesses where cross-selling has become a priority, releasing a new customer report is a simple way to encourage collaboration between practices.
In our next article, “12 Reports to Boost CRM Adoption and Return on Investment – Part 2,” we’ll discuss reports on activities, metrics, emails, and subscriptions and registrations.
Annuities have never been an easy sale for financial advisers. So far.
Customers had to be convinced of the wisdom of investing a large sum of money and waiting decades for payment. Advisors could not make a sale unless they were licensed by the state where the potential sale was made. And insurers have generally buried advisers in a storm of documents filled with tiny characters, boxes and blanks.
“Advisors often had to go back and forth so many times with the changes that they threw their hands up in frustration,” said Rich Romano, CEO of FIDx, a privately-held fintech firm based in Berwyn, Penn.
Romano’s company designed the smart software behind Envestnet Insurance Exchange, a web-based platform that gives financial advisors the ability to select, price, apply and get carrier approval.
The exchange is part of a larger wealth management ecosystem that Chicago-based Investnet (2020 sales: $ 998.2 million) offers some 100,000 registered investment advisers. Over a dozen insurers offer products on the Envestnet platform, including AIG, Prudential, TransAmerica, Allianz, Brighthouse Financial, Nationwide and Global Atlantic.
FIDx-Envestnet’s setup is unique, said Paula Nelson, co-director and general manager of retail markets at Global Atlantic Financial Group, the first carrier to offer its products on the exchange when it opened in 2018.
Investment and insurance products have historically relied on different sales, marketing and distribution channels. But the deregulation of financial services, coupled with network communications, has radically reshaped the landscape, creating more competition between insurers and businesses on Wall Street.
Asset managers have come to understand the importance of using annuities to provide another source of portfolio income, by hedging against downside risk in the market. The problem, however, has been how to sell these products given the Byzantine way of selling insurance in the United States. Carriers and agents must be licensed in each state where they wish to do business. At the same time, agents who typically sell insurance want a larger share of the investment management business. The two sides converge.
The addition of annuities to the Envestnet platform marks a milestone in the industry, Nelson said.
“It’s really about industry working together to solve some of the problems,” Nelson added. “We are starting to see a convergence of sales organizations as we [insurers] go to the registered investment advisers area.
Fintechs like Envestnet are leading the transformation. These companies are reshaping the financial services industry, putting pressure on the way businesses and advisers sell, package and deliver products.
Technology and artificial intelligence are increasingly used to help make decisions and speed up treatment. In the case of Investnet, for example, the company uses AI to help advisors develop a comprehensive plan for a client’s portfolio, analyzing investment alternatives based on the client’s profile and others. variables.
CNBC reports that fintech assets under management, estimated at $ 460 billion in 2020, are expected to exceed $ 1,200 billion by 2024.
What is behind the growth? Lower fees. FinTechs charge 0.25% to 0.50% of assets, compared to the typical 1% -2.5% charged by larger, more established companies.
Andrew Stavaridis, executive managing director of Investnet, said the insurance exchange is helping solve a long-standing problem of having two different sales channels – one group of advisers / agents selling insurance while another s ‘occupied investments. This dichotomy made the planning process too complex for advisors.
The Envestnet exchange creates a cohesive, streamlined approach to selling annuities, said FIDx’s Romano. Carriers can interact with advisers. And advisors have the tools they need to help clients make a decision about the insurance they want to purchase.
The application process is simplified. The information entered in a client’s financial plan is automatically transferred to the insurance proposal. If an agent is not authorized to sell annuities, the application goes to a central insurance bureau which purchases the policy on behalf of the advisor. The arrangement complies with state and federal laws, Romano said.
“Insurers like it too,” Romano said. “They had great difficulty entering this market. Now they have a platform that emphasizes the importance of annuities and allows insurers to provide advisors with the products they need.
A sign is displayed in an unmarked Serious Fraud Office vehicle parked outside a building in Mayfair, central London, March 9, 2011. REUTERS / Andrew Winning / File Photo
LONDON, June 28 (Reuters) – A former high-ranking Dechert lawyer on Monday called allegations that he had plotted not to tell mining company ENRC, his former client, that the Serious Fraud Office ( SFO) British wanted to compel an executive to attend an interview.
Neil Gerrard, accused by ENRC in a trial in the High Court in London of conspiring with senior SFO officers to harm his client, milking ENRC for unnecessary costs and leaking privileged material, said said it was ridiculous to suggest that he and his team withheld information from ENRC after an OFS meeting in 2012.
“I think it’s crazy,” he told the court on the first day of a scheduled six-day cross-examination. “Completely crazy.
Gerrard, hired by ENRC in 2010 to conduct an internal investigation into a whistleblower report, denied claims he disclosed sensitive information or that he “terrorized” ENRC by suggesting it could be searched by authorities .
“The raid procedures or the handling of unannounced visits were, in our opinion,… sound risk management procedures,” he said. “It helped the clients, it helped the advisors.”
When asked if ENRC was really at risk of a raid, he replied:
“At this point, we had no idea. The client certainly thought he was in danger.”
The SFO opened an investigation into ENRC in 2013 into allegations of fraud, bribery and corruption surrounding the acquisition of mining assets in Africa. No charges have been filed against the company or any current or former officers.
ENRC, which was co-founded by three Kazakh billionaire businessmen and the Kazakh government, also alleges that the SFO instigated and abetted Gerrard’s conduct because he was “desperate” to get a corporate scalp prominent and accuses the agency of embezzlement in the public service.
Gerrard, Dechert and the SFO deny wrongdoing. Former OFS director David Green is expected to testify later in the 11-week trial.
Reporting by Kirstin Ridley; edited by David Evans
New Jersey, United States, – the Thin Client Market The report is a research study of the market along with an analysis of its key segments. The report is created through extensive primary and secondary research. Informative market data is generated through interviews and data surveys by experts and industry specialists. The study is a comprehensive document on key aspects of the markets including trends, segmentation, growth prospects, opportunities, challenges and competitive analysis.
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The report provides a comprehensive overview of the competitive landscape along with an in-depth analysis of company profiles, product portfolio, sales and gross margin estimates as well as market size and share. Additionally, the report examines the companies’ strategic initiatives to expand their customer base, market size, and generate revenue. In addition, important industry trends, as well as sales and distribution channels, are assessed.
The report covers an in-depth analysis of the major market players in the market, along with their business overview, expansion plans, and strategies. The major players studied in the report include:
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Thin client market segmentation
Global Thin Client Market, By Form Factor
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Global Thin Client Market, By Application
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Market size available for years
2021 – 2028
Reference year considered
2015 – 2020
2021 – 2028
Revenue in millions of USD and CAGR from 2021 to 2028
Types, applications, end users, etc.
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Revenue forecast, company ranking, competitive landscape, growth factors and trends
North America, Europe, Asia-Pacific, Latin America, Middle East and Africa
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Geographical analysis of the thin clients market:
The latest Business Intelligence report analyzes the thin client market in terms of market size and consumer base in key market regions. The thin client market can be divided into North America, Asia-Pacific, Europe, Latin America, Middle East, and Africa based on geography. This section of the report carefully assesses the presence of the Thin Client market in key regions. It determines the market share, market size, sales contribution, distribution network and distribution channels of each regional segment.
Geographic segment covered in the report:
• North America (United States and Canada) • Europe (UK, Germany, France and rest of Europe) • Asia-Pacific (China, Japan, India and the rest of the Asia-Pacific region) • Latin America (Brazil, Mexico and the rest of Latin America) • Middle East and Africa (GCC and rest of Middle East and Africa)
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The report offers a comprehensive assessment of the thin clients market including recent and emerging industry trends.
In-depth qualitative and quantitative market analysis to provide accurate industry insights to help readers and investors capitalize on current and emerging market opportunities
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In-depth profiling of key industry players and their expansion strategies.
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In fact, procrastination in some cases costs a client in many ways, from cost reductions to wasted time; and, goodwill team coordination opportunities.
Your professional team makes a substantial initial investment in you and your potential project, long before the documents are presented. It’s easy to make assumptions about what a “reasonable” investment of time, travel, speculation and ideas is before an agreement is signed. And this reality deserves to be discussed.
The sensitivity on this question of hesitation is important, and there are certainly two sides to the situation.
When a potential client begins to search for the right and available professionals for their planned project, it is reasonable for them to want to learn some of the basic approaches taken by the designer for certain challenges. It is equally important to know the financial parameters of the fees and expenses and to explore the professional background.
Most professionals will have representative installations for their potential clients to illustrate their different approaches. Because every project is unique, a prospect may not see what exactly they have in mind. (That’s because it hasn’t been designed yet!)
Questions should be asked freely on both sides; and the answers must be relevant. However, sometimes a potential client wants to move from general concepts and understandings to a specific design! This is where a professional needs to slow down and emphasize the difference between discussing the possibilities and actually starting the job.
Unfortunately, this can also be where a prospect starts to procrastinate about finalizing the details and actually getting the project started. It can get risky.
Your design team is a business enterprise with precise guidelines and parameters, regarding what is presented to their prospect (s) before and after signing. Each situation presents specific challenges. It takes skill and patience to show that the client’s vision is understood and will be designed to their satisfaction. But often a potential client really wants to know – in advance – what the completed design will be!
A designer and design teams need to be successful in gaining the trust of their prospects without actually starting work on the preliminary presentations they do up front – at no cost.
It should not be forgotten either that the interior design of an environment begins with basic concepts, then evolves, develops and asserts itself as the project progresses through its stages. A lot is learned – and often changed – as the client and designer collaborate in the process. Not everything can be known in advance. Customers often change their minds.
When all the preliminaries have been covered and a reasonable number of factors have been taken into account, then it’s time to fill out the paperwork and get started. Yet when a prospect truly believes they should have more upfront (at no cost) than a professional team considers reasonable before signing and hiring, the whole process can get bogged down.
This is when a damaging procrastination can set in. Although the questions were answered, the references and the portfolio were presented, the references were explored, and the designer and the team invested time and expertise for free – the decision and the actions necessary to move from the front can still be held back!
This is also when potential timelines, cost benefits, availability of subcontractors, and a planned place in your designer’s schedule are compromised. Most professionals generally project a temporary space on their critical path schedules. When a prospect has indicated their satisfaction and intention, and then dithers on follow-up, it’s usually the project itself that pays the price.
It must be recognized that sometimes hesitation involves factors outside the design project, perhaps of a personal nature. The prospect may also have a conflict of choice among the available entrepreneurs. Either way, it’s fair and good business to communicate such cases to those who have already invested in you and your proposed project.
Wealth and investment management is often seen as a bastion of upper-class white privilege, although the industry is actually more diverse than it sometimes appears.
But with Britain becoming an increasingly diverse country and the number of ethnic minority entrepreneurs rapidly increasing in the UK, wealth management companies need to step up the pace at which they respond to the country’s ethnic diversity. .
Wealth managers need to consider diversity when considering their clients and values, and planning their own employment strategies. Industry cannot risk being left behind, devoid of the diversity of thought that different backgrounds can bring.
Wealth management data for private clients
To view Savanta’s data on minimum portfolios, fees, services and past performance of managers, download here (PDF)
I’ve been talking to entrepreneurs and executives for over a decade and during that time diversity has spontaneously emerged as an increasingly common theme. Business leaders and managers have become accustomed to forming teams with varied profiles and skills. Many are also responding to pressure from stakeholders, including shareholders, to increase diversity on their boards and leaders.
In the 2011 census, 80.5% of the British population identified as white, meaning that almost a fifth of Britons now come from other origins.
While most ethnic minorities are lagging behind in terms of wealth, entrepreneurs and business leaders increasingly come from diverse backgrounds.
Immigrants, as has often been noted, are often more dynamic than natives. the Global Entrepreneurship Observatory Report on the UK from 2019 notes that total early-stage entrepreneurial activity – a measure of entrepreneurship – stands at 10.2% for immigrants, compared to 8.5% for natives.
Each entrepreneur has a unique life experience that helps shape their vision of wealth and investment managers. Customers care and expect the diversity of the companies they work with. Savanta’s MillionaireVue Omnibus survey found that two in three UK millionaires believe it is very important that their advisor has a diverse workforce.
In its Global Wealth Research Report 2021, EY, the consulting firm, found that one in eight wealthy people believe that a diverse team of advisers is an important reason in selecting a wealth manager. This rises to one in five among those from the LGBTQ + community.
The decision of clients to hire is often an emotional one, so there is a strong business case for having advisors as diverse as the clients.
Wealth managers also need diversity to adapt. They can do this more easily because, as EY notes, diverse teams are better able to “spot blind spots, improve innovation and identify investment opportunities.”
It is worrying, however, that in this year’s survey conducted by Savanta of asset managers, the average share of employees from an ethnic minority is only 14%.
Worse, only half of the 32 wealth managers we surveyed could provide data, and a paltry five told us they aim to increase the proportion of ethnic minorities by the end of 2023.
Find out more about wealth management for private clients
Industry needs to take these issues more seriously. Fortunately, there are signs that it is starting to do so. The Personal Investment Management & Financial Advice Association is hosting its inaugural Diversity and Inclusion Awards this year, with the aim of showcasing the companies, people and initiatives that are successfully starting to bridge the gap.
And individual wealth management companies are taking action. Rothschild & Co was among the first large financial institutions to join the Sutton Trust’s Pathways to Banking program, which works with state-funded schools in London to expand access to finance.
Rothschild also offers positions designed to attract talented black students to careers in the investment management industry under the # 10000BlackInterns initiative.
Clients can expect to deal with more diverse wealth managers in the UK in the future. But the industry needs to move faster to meet customer demand.
David Barks is Director of the Wealth Management Team at Savanta, a global market research agency