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INTERNATIONAL
RISK MANAGEMENT
DEMAND INCLUDING ECONOMIC SECTOR
URBANIZATION
global risks, are Large-scale events or circumstances that arise from global
trends; are beyond any particular partys capacity to control; and may
have impacts not only on the organisation but also on multiple parties
across geographic borders, industries, and/or sectors, in ways diffi cult to
imagine today.
3. HEALTH AND SAFETY
The provisions of safety measures to be considered in site or
international construction. Being knowledgeable in practice through
educating sometimes becomes a lack, in terms on access to preventive
measure trainings and other guide manuals.
URBANIZATION
A DATA FROM STATE OF THE WORLD
Megacities
It is estimated that by 2015 there will be as many as 60 megacities (cities
with more than five million inhabitants), together housing more than 600
million people. Megacities require human and natural resources for
energy, industry, construction, infrastructure, and maintenance, and the
ecological footprint they create has a huge impact, both locally and
globally. The consequences of high population densities include pollution,
energy consumption and waste.
Ignoring any one of these will compromise a citys sustainability, but they
all require planning, finance and delivery. Public-private partnerships are
seen by many as the only way to achieve improvements in urban areas.
Poverty
About 25,000 people die every day of hunger or hunger-related causes
(Food and Agriculture Organization, 2008). Of the three billion that live in
cities, one billion are in slums and the majority of these slum dwellers live
on less than US$1 per day. Poverty in urban areas is different in character
from rural poverty. Towns and cities are part of the monetary economy and
people living there are completely dependent on a stable income base in
order to be able to pay for necessities such as food, shelter and fuel.
Congestion
Increasing congestion owing to increasing urbanisation and vehicle
ownership has an economic, social and environmental impact. In China,
national vehicle ownership is forecast to rise from 30 million to 140 million
by 2020. Tackling congestion is high on the agenda of many countries;
investment in transport infrastructure is crucial. Governments are faced
not only with the need for new facilities but also have to finance the
replacement, modernisation or refurbishment of existing ageing stock.
Many city governments are looking at building underground, to lessen the
environmental impact and also because of land availability issues.
Housing shortages
The design of cities must take account of the changing age profile of the
inhabitants. This is of particular importance for healthcare, accessible
infrastructure and leisure facilities.
DEMAND FOR INFRASTRUCTURE
One of the basis of development and a competitive country is a good
infrastructure provision that relates transportation and communication,
educational and health facilities.
Fig. 6 shows the global infrastructure gap and the projected infrastructure
investment needs in various countries and regions. The crux of the
challenge of bridging the infrastructure gap is money. Whatever the
financing structure, the public sector is the final funder. New forms of
procurement, particularly publicprivate partnerships (PPP), Private Finance
Initiatives (PFI) and Build-Operate-Transfer (BOT), are involving the private
sector in the provision of public goods and are providing much needed
facilities, but the integration (and thus the sustainability) of transport
must remain a high priority, a challenge when different organisationsare
involved in each of the one-off projects.
EMERGING
RISKS
ALSO
INCLUDES
Natural
or
man-made
disasters
(e.g.,
floods,
terrorism,
cyber-terrorism,
viruses, spyware) that could
cause business disruption and
human catastrophes.
Increased industrial pollution
and
rising
global
carbon
emissions leading to climate
change that could cause a
decrease in biodiversity, a shift
in locations of production and
consumption,
and
regional
resource shortages.
Rapidly shifting demographic
patterns
(e.g.,
ageing
population) that could cause
talent shortages in certain
labour
markets
or
within
certain capabilities, lack of adequate skills, or shifts in customer demands and/or
loyalties.
Rising labour costs driven, in part, by expanding benefits (pension, workers
compensation, and other non-salary expenses), which could result in lower
profitability and loss of competitive advantage.
Increased volatility in asset prices and commodity markets (e.g., oil price
shock, asset price collapse) that could cause fluctuations in cost structures that
cannot readily be passed on to the consumer or otherwise absorbed.
A global liquidity crunch (e.g., resulting from sub-prime mortgage lending
practices) that could raise the cost of capital for finuancing transactions.
Emergence of new technologies (e.g., nanotechnology) that could evolve in
unforeseen ways in an emerging market for example, leapfrogging existing
technologies as new applications arise.
Technology and communication disruptions (e.g., Internet blackout) or system
failures, which could lead to business disruptions and economic loss.
Changes in laws and regulations (e.g., spread of liability regimes impacting
foreign investment, or industry-specific laws such as prohibition impacting the
alcohol beverage industry) that could cause an overhaul in the manner by which
businesses are run, or affect the sources of their profits.
A realignment of power in the capital markets of a country (e.g., increased
governmental control of companies, foreign investment) that could lead to
classes of activist investors who could pressure for different industry approaches
to capital structure, profit allocation, or strategic goals.