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Water: Unclogging the finance
How to improve water systems is one challenge; financing them is another. Public authorities in most countries play the main role in implementing and funding water infrastructure, but it is a model that is under increasing pressure, with government budgets and banks still prudent about issuing credit.
There is no generic funding model that can be applied to every need; the sheer diversity of water infrastructures and sources of financing .________ to be identified, scanned and tapped in line with particular investment types and needs.
There may be small-scale projects initiated by local entrepreneurs, or large infrastructures that serve multiple, such as energy and heavy manufacturing. Some investments may involve green ecosystems to supply, store or filter water.
Not only will these infrastructures have different financing needs, but will access funds in different ways, for instance through capital markets, loans, funds, public expenditures, etc.
Take large dams and large reservoirs. These are costly, long-term affairs. The Three Gorges Dam project in China, for instance, could cost over US$22 billion, according to government, including construction, relocation of residents and financing costs.
Moreover, cost recovery is not expected to occur for 10 years after full operation starts. Such major projects tend to be financed major development banks such as the Asian Development Bank and World Bank, and institutional investors such as pension funds. The sources for long-term financing are expanding, with the emergence of sovereign funds and philanthropists, of new groups like the Chinese-led Asian Infrastructure Investment Bank, opened in March 2015.
But before leaping into majorsuch as dams, policymakers must answer several questions. Will the construction lock them in and still be valuable in 25, 50 or 100 years’ time? After all, there are several cases of investments that have fallen into disuse or underuse, such as a desalination in Sydney that was built during a severe but temporary drought, and dams in France’s Loire Valley that are now being decommissioned at some cost. Had a more forwardprobing “value options” approach been used in planning them, theyin the first place. ( . . . )
Disponível em http://www.oecdobserver.org/news/fullstory.php/aid/4825/ Water:_Unclogging_the_finance.html#sthash.kRhyDJ1.dpuf Acesso em 16 Abr 2015.
PARA A QUESTÃO, ESCOLHA A ALTERNATIVA QUE COMPLETA O TEXTO 1 CORRETAMENTE.
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Xerox and the Icarus Paradox
Schilling, Melissa A.
Strategic Management of Technological Innovation, Mc Graw-Hill International Edition, Fourth Edition
According to Greek mythology, when King Minos imprisoned the crafstman Daedalus and his son Icarus, Daedalus built wings of wax and feathers so that he and his son could fly to their escape. Icarus was so enthralled by his wings and drawn to the light of the sun that despite his father's warning, he flew too high. The sun melted his wings, crashing Icarus to death in the sea. This was the inspiration for the now well-known Icarus Paradox – that which you excel at can ultimately be your undoing. Success can engender overconfidence, carelessness, and an unquestioning adherence to one's way of doing things.
For example, in the 1960s and 1970s, Xerox had such a stranglehold on the photocopier market that it did not pay much attention when new Japanese competition began to infiltrate the market for smaller, inexpensive copiers. Xerox management did not believe competitors would ever be able to produce machines comparable to Xerox's quality and cost. However, Xerox was dangerously wrong. By the mid-1970s, Xerox was losing market share to the Japanese at an alarming rate. When Canon introduced a copier that sold for less than Xerox's manufacturing costs, Xerox knew it was in trouble and had to engage in a major benchmarking and restructuring effort to turn the company around.
Text 3
Xerox and the Icarus Paradox
Schilling, Melissa A.
Strategic Management of Technological Innovation, Mc Graw-Hill International Edition, Fourth Edition
According to Greek mythology, when King Minos imprisoned the crafstman Daedalus and his son Icarus, Daedalus built wings of wax and feathers so that he and his son could fly to their escape. Icarus was so enthralled by his wings and drawn to the light of the sun that despite his father's warning, he flew too high. The sun melted his wings, crashing Icarus to death in the sea. This was the inspiration for the now well-known Icarus Paradox – that which you excel at can ultimately be your undoing. Success can engender overconfidence, carelessness, and an unquestioning adherence to one's way of doing things.
For example, in the 1960s and 1970s, Xerox had such a stranglehold on the photocopier market that it did not pay much attention when new Japanese competition began to infiltrate the market for smaller, inexpensive copiers. Xerox management did not believe competitors would ever be able to produce machines comparable to Xerox's quality and cost. However, Xerox was dangerously wrong. By the mid-1970s, Xerox was losing market share to the Japanese at an alarming rate. When Canon introduced a copier that sold for less than Xerox's manufacturing costs, Xerox knew it was in trouble and had to engage in a major benchmarking and restructuring effort to turn the company around.
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Read the text and answer questions 46, 47 and 48.

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