Emerging Asia Could Become More Unequal Post-Covid. Action Is Needed. 

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PPF Group is an international investment group founded in the Czech 
Republic in 1991. It has grown to manage operations in 25 countries around the world.

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Emerging Asia Could Become More Unequal Post-Covid. Action Is Needed

PPF a.s.

Home Credit International, a.s.

<h2>There are no elements of the global economy that have escaped the impact of the recent pandemic. From central bank chiefs to prudent individual savers, all of us have been subject to forces of financial change.</h2>
&lsquo;Emerging Asia&rsquo; (defined by the IMF as China, India, Indonesia, Malaysia, the Philippines, Thailand, and Vietnam) is in danger of falling into an inequality trap for the following three reasons: financially disadvantaged people have been heavily affected by the pandemic, those people worst hit by the crisis now have reduced access to credit and finally, as a result are being forced to use unregulated vendors.
These three factors will be a concern to legislators and governments across Emerging Asia as many economies begin to look beyond the pandemic.
The uneven impact of the global health crisis on Emerging Asia has challenged real disposable incomes and hit the region&rsquo;s poorest the hardest. In South East Asia specifically, The Asian Development Bank estimates that the pandemic has pushed 4.7 million people into poverty and has destroyed over 9 million jobs.
The lack of access for poorer income households to more formal credit lines is highlighted by data from the Economist Intelligence Unit. It shows that the countries experiencing the largest increases in household debt in 2020 were all high-income economies, with the exception of China (which has a rapidly-growing mortgage sector).
A separate OECD study of ASEAN countries revealed that half of households that suffered a negative income shock resorted to drawing down on their savings, while more than a third deferred payments and debt repayments and a similar proportion sought government aid.&nbsp; This dramatic shift will have long reaching consequences for the region&rsquo;s poorest, many of whom are now having to confront the fact that they cannot access credit like before.
In this new scenario, financially squeezed consumers are often left with little choice but to seek financial relief from black market sources. These traditionally offline operators offer predominantly unregulated, unsecured and unfavourable financial solutions to severe debt problems. The increasing popularity of Buy Now Pay Later products also present a hazard, with many of these products targeting younger, less financially savvy consumers.
If an economy is represented as a human body, money and its free flow around that economy is its blood. Put simply, people need access to money if an economy is to remain healthy. In many cases across Emerging Asia, the economic patient is sick, governments and regulators need to act quickly.
In many cases they have sprung into action, delivering elevated levels of public spending to cushion some citizens from negative pandemic related impacts. Countries rolled out large-scale fiscal and monetary packages. These measures are designed to stimulate the economy, ensure a minimum level of income security and protect businesses, especially SMEs.
The scale of the effort is outlined by data from Singapore&rsquo;s <a href="https://www.iseas.edu.sg/articles-commentaries/iseas-perspective/2021-92-aseans-covid-19-recovery-measures-missing-opportunities-for-a-green-future-by-melinda-martinus-and-sharon-seah/">ISEAS&ndash;Yusof Ishak Institute</a>. It shows that ASEAN countries had authorised pandemic stimulus packages of US$ 730 billion at the height of the pandemic in 2021. That is the equivalent of 7.7% of the region&rsquo;s GDP. But, what else can authorities do to ensure a less uneven recovery and ensure protection is offered to those who need it?

<h3>1. Promote Digital Adoption</h3>
The pandemic has necessitated the use of digital tools and platforms as a means to resolve health challenges. The democratisation of information and services would further open up access to resources such as financial services. A <a href="https://www.mckinsey.com/featured-insights/asia-pacific/how-asia-can-boost-growth-through-technological-leapfrogging">McKinsey paper</a> on the opportunity for Asia to harness technology for growth suggests that the region (including Emerging Asia) has taken a lead in social commerce &ndash; the process of selling products directly via social media and the COVID-19 pandemic has simply accelerated adoption
<h3>2. Champion the importance of financial literacy</h3>
Providing individuals with the tools to understand and responsibly use financial services is an important part of any response to the global health crisis. In a <a href="chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/viewer.html?pdfurl=https%3A%2F%2Fwww.adb.org%2Fsites%2Fdefault%2Ffiles%2Fpublication%2F574816%2Fadbi-wp1097.pdf&amp;clen=398732&amp;chunk=true">paper written</a> on financial literacy in Indonesia for the Asian Development Bank, the three academic authors concluded that, &ldquo;a key policy lesson from the study is that it is advisable for national and international efforts in poverty reduction to pay more attention to improving and enhancing an individual&rsquo;s financial knowledge and skills.&rdquo;
<h3>3. Create a level playing field</h3>
Regulators now have an opportunity to create an equitable environment that offers protection and transparency. Solid regulation is also a form of protection. For example new market entrants should be subject to a common regulatory approach &ndash; shielding the most vulnerable consumers should be a post-pandemic priority.

Jean-Pascal Duvieusart

There is little doubt that the global pandemic will have long term impacts on populations in Emerging Asia. However, the crisis has presented new opportunities to embrace fresh approaches to healthcare delivery and access to financial services. The deep impact on the region&rsquo;s poorest, the reduction in credit access to those communities and the threat of unregulated operators means we will need closer cooperation between the public and private sectors if we are to avoid deeper inequality post-pandemic.

Jean-Pascal Duvieausart, PPF Group Shareholder, Member of the Board and CEO Home Credit writes for World Economic Forum 2022

"No business exists in a vacuum – you are always part of a bigger whole". Jean-Pascal Duvieusart, PPF Group Shareholder, Member of the Board and CEO Home Credit 

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PPF Group

<h2>In early March 2022, Jean-Pascal Duvieusart, a PPF Group shareholder, spoke with Andrew MacDowall, a consultant and economic journalist, about sustainability-related topics and how they relate to international business and PPF Group.</h2>
<h4>What do you make of the increased interest in sustainability these days, and how does it affect business?&nbsp;</h4>
I see a difference between ESG reporting, which is much discussed and increasingly demanded nowadays, and a more general underlying need for corporate behaviour and management to be guided by certain values that are shared in society. The latter is nothing new. When I was at McKinsey 20 years ago, I remember being involved in an initiative to eliminate gender inequality and enable women to have greater representation in the boardroom. I don&rsquo;t think anything has radically changed since then. When it comes to the basics of governance, transparency, and the internal organisation of companies, we all want the same things. Now, though, there is a much greater awareness of the external impact of doing business, of social or environmental issues, to a degree that was unthinkable back then.&nbsp;
There is a rising public awareness of global problems in which business plays a significant role, whether in relation to the environment, wealth inequality, or gender discrimination. Parallel to this, sustainability is becoming a natural part of strategy and thinking in corporate management, and is gaining traction in companies&rsquo; ratings and valuations. The second source of interest in this agenda comes from the market itself. Business partners, capital markets, and regulators are increasingly looking at the impact that companies&rsquo; operations have on society with a view to containing the risks that they pose &mdash; for example &mdash; to climate change and social inequalities. On the other hand, companies need to show how they indicate and mitigate relevant risks in their strategic planning, including social and environmental externalities, unsustainable supply chains, and the like. In this regard, these partners are demanding transparent, measurable roadmaps and reporting. This puts a certain pressure on companies to say what role they are playing in tackling these challenges.
<h4>So are ESG considerations good for external pressure, or do they also influence companies internally so that they align their values to sustainability?&nbsp;</h4>
Many very successful companies have long relied on an internally shared ethos, and tried to foresee the consequences of their actions and actively promote their values &mdash; even without ESG. What is new is the need to communicate these values and activities in a more structured way and to weave them into a specific strategy.&nbsp;
At PPF, value-driven thinking is not a new subject area either. Our corporate values &mdash; agility and entrepreneurship, innovative thinking and creative prob&not;lem-solving, and accountability &mdash; have not changed in the more than 30 years since the company was founded. There is no need for us to go on a voyage of rediscovery.&nbsp;
Our role in relation to ESG is to share and realise these values throughout our businesses. Our principles, which for the most part have not been codified because we view them more as a shared team ethos, need to be comprehensible for everyone. If they are readily understood, it is easier to deploy them in our business strategy and to project them in deliverables, such as the non-financial reporting, and CSR activities. It&rsquo;s actually great how the formalisation of reporting is turning otherwise rather subliminal values into something tangible and explicit. This will eventually not only yield better results, but also naturally align the company&rsquo;s values and vision with its business. And it will ultimately lead to better internal team cohesion and external relationships with partners and society.
<h4>But why is it right now that we are seeing the rise of sustainable develop&shy;ment and, consequently, ESG?</h4>
I studied at the University of Chicago, so I view this through the lens of a busi&shy;ness school that believes in the power of the free market and people&rsquo;s freedom of action. Changes in consumer thinking and behaviour and the resulting market trends drive demand. This is also the case with sustainability issues today.
Thanks to access to information, changes in society, and the opportu&shy;nities occasioned by the technologies now available, people are beginning to think about work, consumption, health, education, and resources very differently than they did 15 years ago. Young people have really different expectations and ideas about their lives than my generation had, and they project their values quite naturally into their everyday decisions about study, work, the brands they buy, and so on.
The market &mdash; by which I mean companies and regulators &mdash; have to react. It is not just about sustainabil&shy;ity at the level of risk management, operational procedures, transparency, and employment policy. Rather, this agenda is also changing the way we think about our business propositions, the product itself and its entire lifecycle. This is a good impetus for businesses: offer a fair product that delivers real value to the user and the marketplace, doesn&rsquo;t pollute the environment, and is of a quality that is rooted in the values you believe in as a company. Think long-term and look for opportunities in the context of potential changes and external influences. Cultivate your market and support your customers so you can win their loyalty and continue to grow together. In finance, for instance, growing together means that the more financially literate people are, the more they are able to create and accumulate wealth. Then they can buy, share, or invest &mdash; this creates conditions in the marketplace in which a business can succeed. Again, this is nothing new, it&rsquo;s basically common sense in any business.
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<h4>So ESG also encourages companies to see things in a wider perspective?</h4>
No business exists in a vacuum &mdash; you&rsquo;re always part of a bigger whole. ESG is actually a way to communicate how you as a company want to participate in the development of the society around you. Unless you are a complete cynic who couldn&rsquo;t care less about the world around you &mdash; and I believe there are very few people like that &mdash; simply accumulating wealth can&rsquo;t make you happy.
Our mission and purpose is to build and develop good and successful businesses and, because we&rsquo;ve been doing this for so long, we&rsquo;ve learnt to look at it in a broader context. If you want a business that is going to be sustainable in the long run, it has to be in harmony with the world around you and the people it affects. A business thrives when you can run it in a stable environment, on markets where there is healthy competition. Similarly, employ&shy;ees need to know that you are fair, that they will be treated equally, and that your values align, because without that you won&rsquo;t attract the best people.
<h4>But isn&rsquo;t there a danger of ESG becoming just another burden on companies, with no real benefit?</h4>
This is a fundamental question. Gen&shy;erally speaking, regulations are meant to be enforceable in a way that is not simply a burden on companies, because otherwise they might start thinking about how to circumvent those rules. There is a real risk that non-financial reporting will become a formality, an empty gesture. We regularly hear about greenwashing, by which I mean delib&shy;erately false or misleading information about sustainability. This isn&rsquo;t helped by the fact that the current landscape of regulations, standards and constant changes to ESG directives is labyrin&shy;thine. Therefore, you need to focus not only on the formal requirements, but on what is actually important, what is etched into your company&rsquo;s day-to-day operations and thinking: what you really do and how you do it. That&rsquo;s where change happens, not in reports. Ultimately, it is the behaviour and actions of each employee and their attitude at work that will best show how much such commitments are real and not just performative.
If you do ESG properly and commu&shy;nicate it appropriately &mdash; which are two different things &mdash; this opens up genuine opportunities. I am convinced that applying the principles of sustain&shy;ability induces growth.&nbsp;

Remember, your approach to business and to the world around you is now integral to the value of the goods and services you are offering.

<h4>What is PPF&rsquo;s approach to ESG?</h4>
It&rsquo;s a responsibility, but also essential for our business &mdash; our banks and certain companies will be required to publish their reports in the near future, and ESG will also affect factors such as our credit rating, financing, and other development opportunities. It is important to see that ESG commitments &mdash; for example, to reduce CO2 production &mdash; may necessitate significant investments. These need to have some business logic, so you look for opportunities to leverage them and identify where they will best strengthen your competitiveness. We are already strong in some areas, such as innova&shy;tion, digitalisation, compliance, and CSR programmes. Elsewhere, we have started to open this agenda up gradual&shy;ly &mdash; decarbonisation, renewables, and other areas.
We have dozens of companies engaging in all sorts of business on three continents, so we need to be able to be flexible and accommodate numerous specificities. We take a core, coordinated approach with common Group objectives and priorities. This determines our main course of action. PPF companies define their own sub-strategies, their own measurable indicators, derived from the Group strategy and informed by their own considerations. This forms a basis for monitoring and reporting on what impact and outcomes their efforts have had. Such an umbrella approach is practised by many similar large holding companies around the world.
There are many ESG considerations, and it is impossible to satisfy all of them in equal measure. The world&rsquo;s top companies are not trying to embrace all the world&rsquo;s problems in their ESG strategies; they are increasingly focus&shy;ing on fewer things and concentrating their efforts. If they do it well, you can see clear logic and consistency: they can make a real impact because they link their approach to what they do as a business &mdash; this is the real core of ESG and CSR strategy. That&rsquo;s why PPF Group companies, in, for example, their charitable activities, have long focused on the issues they understand, where they have experience, and where their involvement and contribution make the most sense.
<h4>Give me an example of how to imple&shy;ment such an approach. </h4>
Home Credit, which I run, is a great example. Home Credit&rsquo;s first Sustain&shy;ability Report was a milestone for the Group last year. What is Home Credit? It is a high-profile player in lending, providing financial services which are fair and inclusive. Social responsibility in the provision of credit means respon&shy;sible lending &mdash; and responsible lending underpins good risk management. Sustainability and business, again, are complementary.
But more specifically: imagine living without a bank account or credit &mdash; in some parts of the world these are not available to all, yet people on low incomes need a motorbike to get to work, a phone to do their job or to manage their finances and the family and health agenda, and small businesses need cash temporarily so they can get the necessary supplies. Many of our clients had never had a bank account before crossing paths with Home Credit. We want to accommo&shy;date these people, and we make financial inclusion a reality for millions of people every year. The whole point of the financial inclusion we are advocating is to give people access to financial services that they can afford and understand, and that allow them to build a future. That&rsquo;s why we invest heavily in digital technology and the customer experi&shy;ence. Millions more come to our website to watch videos or find information about responsible lending, personal or family budgeting, and financial planning. This sets us apart &mdash; it is not common for companies to do this.
For me, though, this is just the bare minimum. Natural disasters have a significant impact on millions of lives in the markets in which we do business. At Home Credit, sustainability also includes material support schemes, such as the provision of medical sup&shy;plies, loan moratorium programmes, the waiving of interest or penalties, and deferred payment schemes. It may cost us money, but it&rsquo;s the right thing to do because it shows that you share the same values as your customers and their communities, and that you value a long-term relationship with them.
<h4>What about how your companie&rsquo;s approach to the environment?</h4>
Environmental issues are relevant to all our businesses. I have already mentioned digitalisation, decarboni&shy;sation, and so on. But there is more. PPF companies in the mobility sector, for example, can have quite a profound impact on the environment and quality of life. Indeed, this is their core mission. There are densely populated areas around the world that are still developing, but they cannot continue their current trends in pollution and private transport. For further growth, they need clean, sustainable solutions &mdash; trams, buses, commuter trains. All these can be powered not only by emission-free fuels that harness renew&shy;able resources. More importantly, these modes of transport are much more efficiently managed by interconnecting with each other and communicating with other smart urban infrastructure. Our &Scaron;koda Group is already a techno&shy;logically advanced player in this respect and is testing pilot solutions in real urban conditions.
As for our real estate investments, the focus is on sustainable urban planning based on cooperation with local government and communities. A good example of this is the gradual improve&shy;ment of the area in Prague&rsquo;s Vysočany district where our leisure and confer&shy;ence development is located. We are building energy-efficient, LEED-certified buildings with low impact on the environment and that are designed to allow people to find a balance in leading healthy private and professional lives. Otherwise, we would be unable to succeed in the market.
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<h4>We are talking not long after Russia invaded Ukraine.</h4>
What is happening in Ukraine is a huge tragedy. It goes far beyond the scope and depth of thinking about our approach to business, about sustainabil&shy;ity. First and foremost, we need to help as best we can. PPF and The Kellner Family Foundation responded quickly to the humanitarian crisis by making a significant financial donation to support the education of refugee children in the Czech Republic. In one of the first pilot programmes under this initiative, we worked with the education ministry to publish over a quarter of a million textbooks, dictionaries and other teaching materials in Ukrainian and distribute them free of charge to schools, community organisations and refugees themselves in less than 10 weeks. Other charitable projects are being implemented by individual PPF companies. We will continue our schemes to help Ukrainians because this is consistent with our values and our commitment to provide targeted, meaningful, and long-term assistance where it is needed.
<h4>How deeply does sustainability reflect your personal values and thinking in your everyday life?</h4>
I have five children, and when the eldest ones became teenagers they started saying things to me like &ldquo;I&rsquo;m not going to do this because it&rsquo;s not good for the environment&rdquo;. It made me think and I found a very simple logic in that line of reasoning: it&rsquo;s right and proper to start with yourself. I can start with the small steps that can be taken immediately. I don&rsquo;t buy takeaway coffee any more. Those cups with the lids. No, thank you. I take public trans&shy;portation. When I came to Prague, they offered me a car and driver. I refused. And whenever I go out, I throw any litter I come across in the bin. You should try it too &mdash; and it&rsquo;s even more effective if you go up to someone who is throwing rubbish on the ground and say, &ldquo;Hello, I&rsquo;ll just throw this in the bin for you&rdquo;. If everyone on the planet did that, billions of pieces of litter would be collected every day. It&rsquo;s not a big deal, but it will make our lives better.

Jean-Pascal Duvieusart Jean-Pascal is a member of the PPF Executive Management. He has been a shareholder of PPF Group N.V. since 2010, having been a senior partner at McKinsey and Company previously. Born in 1966, he graduated from the Catholic University of Louvain and holds an MBA from the University of Chicago.&nbsp;
Andrew MacDowall is a London-based economic journalist and consultant who writes for the Financial Times, The Guardian, Politico Europe, and The Banker.

An interview focusing on sustainability agenda in PPF Group.

Sustainability in the Asian Century (vol. III)

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Home Credit

Summary of most important developments in the sustainability area across Asia.

Sustainability in the Asian Century (October 2022)

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Summary of most important developments in the sustainability area across Asia (vol. II).

Sustainability in the Asian Century (September 2022)

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This first issue argues why environmental and social issues are as relevant in the East as they are in the West, perhaps even more so. Businesses, investors, and governments are quickly catching up as they recognize that transformation towards a more sustainable economy presents a unique opportunity.

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<a href="https://www.ppf.eu/en/about-the-ppf-group/people-and-statutory-bodies/ceo-and-investment-committee">Jiř&iacute; &Scaron;mejc,</a> CEO PPF Group

Jiří Šmejc

The video, an interview with Jiř&iacute; &Scaron;mejc recorded in the first half of 2023, takes a look back at what happened and what was achieved in 2022, and discusses the prospects going forwards. The interview was commissioned PPF in 2022, a report published in July 2023. The publication in full can be found <a href="https://www.ppf.eu/en/about-the-ppf-group/reports-and-documents" target="_blank" rel="noopener">here</a>.

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e& PPF Telecom Group

Balesh Sharma has been PPF Telecom Group&rsquo;s CEO since July 2022. He joined PPF Group after two decades at Vodafone, where he held senior management posts in several countries. He has also invested in, advised and mentored early-stage technology start-ups in various segments, including artificial intelligence, machine vision, fintech, retail automation and security.

Balesh Sharma

The video, an interview with Balesh Sharma recorded in the first half of 2023, takes a look back at what happened and what was achieved in 2022, and discusses the prospects going forwards. A recording of the interview is included in PPF in 2022, a report published in July 2023. The publication in full can be found <a href="https://ppf.admin.datocms.com/editor/item_types/512617/items/148673876" target="_blank" rel="noopener">here</a>.

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Central European Media Enterprises (CME) 

Didier Stoessel has served as CME&rsquo;s CEO since 2020. Before joining CME, he worked for Modern Times Group and held senior positions in technology and global finance at HSBC Investment Bank and Merrill Lynch International. In October 2022, Didier was also appointed Chief Investment Officer at PPF Group, assuming a&nbsp;dual executive role.

Didier Stoessel

The video, an interview with Dider Stoessel recorded in the first half of 2023, takes a look back at what happened and what was achieved in 2022, and discusses the prospects going forwards. A recording of the interview is included in PPF in 2022, a report published in July 2023. The publication in full can be found <a href="https://www.ppf.eu/en/about-the-ppf-group/reports-and-documents" target="_blank" rel="noopener">here</a>.

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Sotio Biotech

Dr. Radek &Scaron;p&iacute;&scaron;ek, Ph.D. graduated from Charles University in Prague. He spent several years as a researcher on international teams, including the team led by Nobel Prize laureat Professor Ralph Steinman at Rockefeller University. Radek specialises in immuno-oncology. He co-founded SOTIO in 2010 and is responsible for research activities. In March 2018, he was appointed CEO of SOTIO.

Radek Špíšek

The video, an interview with Radek &Scaron;p&iacute;&scaron;ek recorded in the first half of 2023, takes a look back at what happened and what was achieved in 2022, and discusses the prospects going forwards. A recording of the interview is included in PPF in 2022, a report published in July 2023. The publication in full can be found <a href="https://www.ppf.eu/en/about-the-ppf-group/reports-and-documents" target="_blank" rel="noopener">here</a>.

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Nadace PPF

Jana graduated from the Prague University of Economics and Business and the Film and TV School of the Academy of Performing Arts. She has worked in production, marketing and communications. Her relationship with PPF spans the last 15 years. She is currently in charge of non-profit activities and internal communications.&nbsp;

Jana Tomas Sedláčková

The video, an interview with Jana Thomas Sedl&aacute;čkov&aacute; recorded in the first half of 2023, takes a look back at what happened and what was achieved in 2022, and discusses the prospects going forwards. A recording of the interview is included in PPF in 2022, a report published in July 2023. The publication in full can be found <a href="https://www.ppf.eu/en/about-the-ppf-group/reports-and-documents" target="_blank" rel="noopener">here</a>.

Jana Sedláčková

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Kateřina is a&nbsp;graduate of the Prague University of Economics and Business. She joined PPF Group in 2000. She was in charge of Generali PPF Asset Management and responsible for the performance of Generali PPF Holding investments with an asset value of 15 billion euros. Since 2013, she has been the CFO of PPF Group and chairwoman of the Board of Directors of PPF a.s. She is a&nbsp;member of the Board of Directors of PPF Financial Holdings a.s. and a&nbsp;trustee of the PPF Foundation.

Kateřina Jirásková

The video, an interview with Kateřina Jir&aacute;skov&aacute; recorded in the first half of 2023, takes a look back at what happened and what was achieved in 2022, and discusses the prospects going forwards. A recording of the interview is included in PPF in 2022, a report published in July 2023. The publication in full can be found <a href="https://www.ppf.eu/en/about-the-ppf-group/reports-and-documents" target="_blank" rel="noopener">here</a>.

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Air Bank

Michal was involved in creating the Air Bank concept and preparations for the launch of the new bank back in 2009. In 2011, when the bank opened for business, he became its head of retail banking.&nbsp;In 2014, at the age of 33, he became its CEO and board chairman. He also currently sits on the Supervisory Boards of Home Credit and Home Credit Slovakia.

Michal Strcula

The video, an interview with Michal Strcula recorded in the first half of 2023, takes a look back at what happened and what was achieved in 2022, and discusses the prospects going forwards. A recording of the interview is included in PPF in 2022, a report published in July 2023. The publication in full can be found <a href="https://www.ppf.eu/en/about-the-ppf-group/reports-and-documents" target="_blank" rel="noopener">here</a>.

September 2024 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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by Jakub Jarol&iacute;m, Business Intelligence Department

July 2024 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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June 2024 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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May 2024 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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April 2024 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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Sotio

March 2024 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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Biotech

June 2023 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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February 2023 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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January 2023 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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December 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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November 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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October 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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September 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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August 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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July 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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June 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

May 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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by Jakub Jarol&iacute;m, Business Intelligence Department&nbsp;

April 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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March 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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February 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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January 2022 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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December 2021 Biotechnology: Review of news from the most innovative therapeutic areas and the business development transactions

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November 2021 Review of news from the most innovative therapeutic areas and the business development transactions

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by Jakub Jarol&iacute;m, Business Intelligence Department&nbsp;&nbsp;

October 2021 Review of news from the most innovative therapeutic areas and the business development transactions

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September 2021 Review of news from the most innovative therapeutic areas and the business development transactions

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August 2021 Review of news from the most innovative therapeutic areas and the business development transactions

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July 2021 Review of news from the most innovative therapeutic areas and the business development transactions

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June 2021 Review of news from the most innovative therapeutic areas and the business development transactions

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May 2021 Review of news from the most innovative therapeutic areas and the business development transactions

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SOTIO

April 2021 Review of news from the most innovative therapeutic areas and the business development transactions 

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March 2021 Review of news from the most innovative therapeutic areas and the business development transactions.

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Research Laboratory, Prague

SOTIO 

Artificial intelligence is the priority field we invest in to stay ahead. In a close partnership with Dataclair, PPF develops AI technologies both for research and commercial purposes.

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AI & Transport and mobility

AI & Finance

AI & Science and ethics

AI & Telecommunication

Dataclair

O2 Czech Republic

In a video teaser for the PPF Podcast on AI, Jan Romportl talks about what Dataclair is focusing on, where AI is delivering value and whether AI will enter our everyday lives through the school classroom.

Two minutes on AI with Jan Romportl

Associated links

Dataclair has been operating within O2 Czech Republic as an innovation centre for the commercial application of artificial intelligence since 2019. Through Dataclair, PPF provides its clients with better services and B2B partners with a techological advantage and competitive edge. At the same time, it is promotes a new standard for ethical algorithms that are fair to people and improve their quality of life.
The group is putting AI&rsquo;s growing potential to use across a whole range of areas, from telecommunications and transport to media, banking, the pharmaceutical industry, and science and education.

Cancer control in the Czech Republic: Findings from the Index of Cancer Preparedness (2021)

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The findings of this report are based on the assessment of the Czech Republic using the framework of the Index of Cancer Preparedness, desk research, as well as interviews with local experts who validated findings and offered additional nuances.
Our thanks are due to the following for their time and insight (listed alphabetically):
<ul>
 <li>Jirina Bartunkova, Board of the Czech Society of Immunology; Head of the Department of Immunology of the 2nd Faculty of Medicine of Charles University in Prague &amp; Motol University Hospital</li>
 <li>Veronika Cibulova, General Secretary of the patient organization VERONICA</li>
 <li>Tomas Dolezal, Managing Director of the Institute of Health Economics and Technology Assessment (iHETA)</li>
 <li>Jana Prausova, President of the Czech Society for Oncology</li>
 <li>Miroslav Specian, Board Member of the Hippokrates Endowment Fund.</li>
</ul>
&nbsp;

By Economist Intelligence Unit, sponsored by SOTIO and PPF.
One of Europe&rsquo;s ageing societies, the Czech Republic faces a growing cancer burden. Its response to cancer has been strong, helped by a generous health insurance system, a skilled workforce and advanced infrastructure. But to accelerate success, more coordination of resources is needed, as is greater attention to patient-centred care.
This independent report discusses the strengths and weaknesses of the Czech cancer response, based on parameters of the Index of Cancer Preparedness.
<a href="/en/introductory-word-of-radek-spisek" target="_blank" rel="noopener">Introductory word of Radek &Scaron;p&iacute;&scaron;ek, CEO, SOTIO</a>

<a href="https://www.datocms-assets.com/40359/1632387586-czech-republic-icpfinaleng-digital.pdf" target="_blank" rel="noopener">To download the ICP report&nbsp;</a>

Air Bank and O2 pioneer Unity: a platform offering joint services for retail customers by various PPF companies

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I see the key success factor in the operator and bank teams' ability to work as one.

The incentives have proven popular with Czech consumers, who through Unity enjoy simplified access to both O2 and Air Bank services with no incremental increase in fees or costs, and no customer-commitments required. Since the pilot launch, Unity has amassed some 300,000 users, with more than 130,000 already receiving a&nbsp;monthly cashback. The project has also supported the acquisition of new business: thousands of people have joined either O2 or Air Bank because of Unity. The Net Promoter Score (NPS) is an unprecedented +88, indicating high levels of satisfaction among current users and essentially making Unity one of the most popular offerings on the Czech&nbsp;market.
Unity&rsquo;s&nbsp;early success has paved the way for inter-brand cooperation to be ingrained within the Group&rsquo;s&nbsp;core operating strategy. It is a&nbsp;living, breathing example of what can be achieved by harnessing the power of innovation with long-term vision. Unity is structured to encompass services from other Group companies and to bring additional features that will enable customers to access many of PPF&rsquo;s&nbsp;day-to-day products and services in more convenient ways.

The O2 and Air Bank team&rsquo;s&nbsp;main long-term strategic priority is to maximise the potential of every interaction and to continuously enhance customer value. Joint research and tests were conducted to examine what new services and features would best satisfy existing customers of both brands. This led to the inception of Unity, a&nbsp;proposition designed to offer additional value and experience to customers who use services across multiple PPF businesses. Currently, Unity features cashback rewards, simplified bill payments, and a&nbsp;raft of exclusive benefits.

Insights is a platform where PPF drops and shares selected topics and projects from its operations that can inspire and help many others to find a way forward.

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PPF Group is a web of teams and thousands of people contributing unique experience and expertise from an array of disciplines. Every day, they work with phenomena, facts and events that not only help to shape the world we share today, but also mould the future of markets and services.
Insights is a platform where PPF drops and shares selected topics and projects from its operations that can inspire and help many others to find a way forward.