keva business plan 2022 pdf

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Printable Projects

Printable projects for the classroom.

These printable projects can be used while planning units, stations, or introducing different techniques and imaginative ways to use KEVA planks as your students build up their skills.

Download each PDF here:

Pocket Park

Civil War Camp

Picnic Table

Citigroup Skyscraper

Build A Mind

Easiest Lesson Plans: Think Like an Architect

Easiest Lesson Plans: Build a Tower

The MAGIC of Open-ended Challenges

9-year-old Builds Easter Bunny with KEVA Planks

KEVA Planks Holiday Shipping Deadlines

KEVA Gift Guide

Video: STEM toys that promote cognitive skills, critical thinking

Podcast: STEM Everyday #111 | Bringing Joy into Lives | Chris Woods feat. KEVA Founder Dr. Ken Scheel

Measuring Perimeter with KEVA®

Geometric Shapes with KEVA®

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Investments

The future pensions of local government employees are provided for by means of the pension liability fund.

The mission of Keva’s investment operations is to invest the fund’s assets in such a manner that the investment returns make it possible for the pension contribution to remain at a predictable and stable level far into the future.

We also ensure that sufficient funds that can quickly and economically be converted into cash are available for the payment of pensions under all circumstances.

The aim of Keva’s investment operations is to maximise the pension fund’s long-term return. This aim is pursued by both making direct investments and drawing on the specialised expertise of our partners. Our investment strategy relies on making use of the pension fund’s structural competitive advantages – our long time horizon and sufficient size – and on careful risk management.

Keva Investment Beliefs

Keva Investment Beliefs describe the general principles on which our investment strategy and organisation of investment operations are based. The following documents present the beliefs and provide colour on our thinking behind these beliefs.

Investment portfolio

Keva’s investment portfolio consists of fixed-income investments, equity investments, real estate investments, private equity investments and hedge funds. The portfolio is diversified not only by asset class but also by geography, sector and style.

Fixed-income investments

Keva invests in bonds issued by parties including governments, governmental bodies and corporate bodies in both developed and emerging markets on a global scale. Our primary geographical emphasis is on Europe, however. We only employ active strategies in fixed-income investments. Keva focuses on investment-grade corporate bonds in its choice of fixed-income securities. When it comes to investment opportunities requiring local knowledge and specialised expertise, we draw on strategies prepared by our carefully selected partners.

Equity investments

Keva’s investments in listed equities have been diversified by geography, sector and investment style. In terms of geography, most of our investments are in Northern America, Europe and the emerging markets. Both active and passive investment strategies are employed when investing in equities. Active investment strategies are used when we have reason to believe that after costs, they will outperform index investing. Keva’s equity team focuses primarily on European investments. In other markets, we rely on the equity strategies of thoroughly vetted partners.

Real estate investments

Keva’s real estate portfolio comprises direct investments in real estate located in Finland and the Nordic countries as well as investments in Finnish and foreign real estate funds.

Other investments

Private equity investments.

As a long-term investor, Keva capitalises on the investment opportunities provided by non-liquid and less effective markets also when it comes to private equity investments. Our widely diversified private equity investment programme consists of funds which focus on financing start-ups and growth companies as well as mergers and acquisitions on the part of established companies. The majority of these investments take place in Europe and the United States.

Private equity investments are primarily accomplished through funds. Investments may also be made in non-listed equities.

Hedge funds

Keva’s hedge fund investments and other alternative investments consist of both traditional absolute return funds as well as funds which have a longer duration and are often also of a more opportunistic nature.

The investments have been diversified by fund and investment style to accomplish a portfolio of moderate risk level which spans more than one market cycle and seeks to preserve capital under all circumstances. In many cases, the strategies employed by the hedge funds are designed to be relatively independent of the returns on the most common investment instruments, which boosts the portfolio’s risk diversification.

Hedge fund investments and other alternative investments are made via funds.

Responsible investment

Tasked with managing the local government pension assets, Keva is a long-term investor that under law must ensure the safety and return of investments. The responsible performance of its task requires Keva to have an excellent understanding of the risks and opportunities relating to factors such as the environment, social responsibility and good corporate governance.

Guidance is provided by our principles of Responsible investment. The core idea of the principles is to integrate responsibility into the entire investment process rather than to exclude certain corporations or industries from the investment universe.

Responsible investment at Keva applies equally to all asset classes but the specific methods and scope for action depend on the characteristics of each individual asset class. Keva’s responsible investment operations are coordinated by the Responsible Investment Steering Group, which has representatives from each of the Investments department’s units.

Keva became a signatory to the UN Principles for Responsible Investment (UN PRI) in 2008. Progress in the field of responsibility is monitored by means of the PRI questionnaire completed annually

Keva's Public Responsible Investment Transparency report (pdf)

Responsible investment in practice: environmental strategy for real estate investments

The energy consumption for electricity and heating in the properties managed by Keva was approximately 200 GWh in 2018. The greenhouse gas emissions from this energy use were approximately 34,000 tonnes of carbon dioxide per year.

We aim to become carbon neutral by 2030 in terms of CO2 emissions from the electricity used in our direct real estate investments. Our interim target is to halve these carbon emissions by the end of 2025.

To support the main goal, our other aims include:

• improving the energy efficiency in our properties by 12% by 2025 and by 20% by the end of 2030;
• increasing the share of renewable energy produced on site at the properties to 4% by 2025 and to 10% by the end of 2030.

AWPL New Plan 2023 PDF Download

AWPL is a product-based network marketing company . AWPL stands for Asclepius Wellness Private Limited . It was registered under MCA on 7 June 2014. its head office is in New Delhi.

Sanjeev Kumar , Chand Raipuriya , and Amit Kumar are the directors of the company. Asclepius wellness promotes herbal ayurvedic products which are from wellness and personal care products.

AWPL Business Plan

Anyone can join the AWPL and after joining the AWPL, a person is called a Distributor.

Being a distributor, every person has to perform two major tasks to earn well.

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1. Product Selling

After becoming a Distributor, the company provides the product at a lower price which is known as Distributor price (DP) and by selling products at MRP, you can earn a good amount of retail profit

The retail profit can be calculated by the following formula:

2. Recruitment

The second task to earn more from AWPL is through recruiting people. To earn passive income as well as active income, you need to recruit more people in your downline.

How to join AWPL?

To join AWPL, you can contact any existing Distributor of AWPL and ask them to enroll you under them.

Aadhar Card, Pan Card and Bank Account Information is required to become a Distributor.

AWPL provide different packages, it is compulsory for distributors to purchase at least one package.

AWPL Income plan

AWPL promises to give 5 types of income that are following:

• Sales Commission
• Monthly Sales Performance Commision
• Star Sales Leadership Commision
• Ambassador Club Leadership Commision
• Repurchase Commission On Sales

AWPL Business Plan PDF

To understand more about the AWPL compensation plan in-depth, you can download AWPL business plan PDF by clicking the below button.

Source: asclepiuswellness.com

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Global Business Travel’s Landmark Sustainability Study Reveals What It Will Take to Get to a Greener Future

New gbta research brings together industry and external stakeholder insights to benchmark perceptions, priorities, and actionable opportunities for more sustainable business travel.

Much of the global business travel industry has already made sustainable business travel a priority with a focus on reducing emissions and its environmental footprint. But the industry as well as external stakeholders, such as policymakers, recognize more needs to be done. These are just some of the insights from an extensive, landmark research study released today – “ The State of Sustainability in the Global Business Travel Sector ” — from t he Global Business Travel Association ( GBTA ), the world’s largest business travel association, and Grayling, a leading global public affairs and communications consultancy.   

The report reveals barriers to achieving more sustainable business travel include higher costs, limited data, and lack of access to transparent information. On the flip side, a change in industry culture, easier tracking of data, and harmonized standards are seen as key enablers. Partnerships will be critical for sustainability transition, as the issues over financial burden-sharing and data availability are best addressed through collaboration.  

“ There’s no longer the debate whether we should engage in sustainable actions for business travel, but how we turn ambition into action. Investing in sustainable solutions must be part of our game plan today to make sure we can still connect people and travel for business tomorrow. This is only possible if our industry joins forces – across our full value chain and with external stakeholders including governments, to adopt ambitious targets, drive green investments and accelerate the uptake of clean technologies,” said Delphine Millot, Senior Vice President, Sustainability, who joined GBTA In January this year to head up the association’s Sustainability Program.  

The 21-page GBTA benchmarking study provides in-depth data and commentary from both global business travel buyers and travel suppliers as well as external policy makers, think tanks and NGOs (non-governmental organizations) to reveal top priorities and opportunities as the business travel industry accelerates its journey toward a more sustainable future.  

Key takeaways from the study include:  

• Almost 9 in 10 industry respondents (89%) collectively say that sustainability is already a priority for their company.   
• Regardless of region , travel buyer and supplier respondents say better protecting the planet is a priority: Asia Pacific (99%), Europe (97%), Latin America (91%), North America (84%).  
• Only 14% say that the industry is currently well advanced on sustainability – but improvements are being made as 76% of travel buyers have already incorporated or are planning to incorporate sustainability objectives in their travel policies.  
• 80% of the global business travel industry report having a sustainability team and/or a sustainability program in place and are already measuring (55%) and reporting (56%) on environmental impact of their business travel activities.  
• 88% of the global business travel sector views addressing climate change as the number one priority area for action.  
• 88% of the industry sector ranks reducing business travel emissions as the top priority for the next two to three years.  
• For industry professionals, among the biggest barriers to more sustainable business travel management practices are higher costs (82%) and lack of transparent information and data (63%). The key enablers include fostering change in industry culture (63%) and improved access to sustainability data (63%).   
• Industry respondents say the most impactful actions for sustainable business travel programs are prioritizing energy efficient accommodations (81%), suppliers with sustainability certification (78%), and flights with sustainable aviation fuel (SAF) (73%).  
• When it comes to sustainable travel policies, the main divergence between travel buyers and suppliers (as well as among regions) relates to multimodality and the frequency of travel . Seven in ten buyers (73%) support encouraging or mandating taking fewer trips, while 60% of suppliers do not encourage this blanket reduction in travel. Regionally, Europeans are much more likely to support that less travel be encouraged or even mandated and six times more likely than North Americans to support mandating multimodal travel options.   
• External stakeholders view higher costs (58%) as the top barrier to the sector’s sustainability and almost two-thirds (62%) rank lack of interest from some industry stakeholders. Interestingly, longer travel times are more likely seen as a barrier by those outside the industry (41%) than by industry respondents (32%). And a vast majority (96%) of external respondents see prioritizing routes with the smallest CO2 footprint as a big opportunity for impact.  
• 90% of travel buyers and 88% of travel suppliers say GBTA should play a role in guiding the industry in a shared sustainability journey.  

“Business travel brings people together and fosters economic growth. However, t he industry must ensure people can effectively connect in-person and conduct business globally while doing what is right for society and the planet,” said Suzanne Neufang, CEO, GBTA. “ To do so, the industry needs information, tools, and partnerships to leverage current momentum and execute even more actionable outcomes. GBTA’s mission is to help guide the sustainability journey with the business travel industry, and this report is just one part of that roadmap in how we’ll get there together.”

Methodology  

From January to March 2022, GBTA surveyed 762 global business travel industry professionals from four regions — Europe, North America, Latin America, and Asia-Pacific — for their views on how to best incorporate sustainability into business travel programs.  

GBTA also surveyed 100 relevant external stakeholders worldwide including policymakers, think tanks, non-profit organizations, and international organizations to strengthen its understanding on the perceptions of the sector from the outside.  

GBTA’s “ The State of Sustainability in the Global Business Travel Sector” full research report can be downloaded here . The report and the GBTA Sustainability Program are supported by the association’s Founding Partners in Sustainability. Visit www.gbta.org/sustainability for more information.

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