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Incorporating ESG as a core asset management strategy presents buyers with a once in a decade opportunity. But there are many challenges facing buyers across the region, such as finding capable ESG specialist and finding strong ESG corporate data.

The last two years have demonstrated that traders in asset management firms across Asia are increasingly looking for responsible investment products across various asset classes that authentically integrate ESG and stewardship insights into the investment processes, according to Federated Hermes, an investment manager headquartered in Pittsburgh, Pennsylvania that has operations in Singapore.

The COVID-19 pandemic has intensified discussions about ESG practices being essential to an organisations resilience. According to a 2021 EY Global Institutional Investor Survey, 90% of investors say they attach greater importance to ESG performance in their decision-making than they did before the COVID-19 pandemic.

The outbreak of COVID-19 has placed ESG at the front and center of asset management, but ESG will only become more important from a strategic perspective over the next decade. The ESG investing and integrated strategies is expected to grow strongly with Broadridge forecasting ESG-related assets under management (AUM) is set to grow from $8 trillion in 2021 to over $30 trillion 2030.

Most of the ESG-related AUM now is in ESG integrated strategies driven by growing ESG disclosures & standards, asset owners issuing ESG mandates and Asias push for climate and decarbonization, according to data from Invesco that was given to GlobalTrading.

ESG-related challenges Asian-based buyers face

To capture the once in a decade opportunity, asset managers will have to improve their technology and enhance their ESG investment strategies across Asia.

Asset managers will need extensive data capabilities, broad ESG offerings and outcome-based engagements to elevate ESG investing. ESG data capabilities like climate analytics is crucial to best capture and quantify ESG risks, said Alexander Chan, Head of ESG Client Strategies, Asia Pacific, Invesco to GlobalTrading.

According to Chan, ESG responsibility at Invesco is embedded in investment teams with ESG factors incorporated into investment construction and monitoring alongside proprietary firmwide resources. Most investment teams conduct their own in-depth ESG research, utilizing platforms, external information obtained from company disclosures, dialogue with the companies and third-party ESG ratings and research firms.

Kher Sheng Lee, Co-Head of APAC for Alternative Investment Management Association also told GlobalTrading that finding good data on Asian ESG corporate efforts is still a major problem right now for asset managers who buy and sell debit and equities across the region.It will be a big game changer for managers to raise their game would be the widespread availability of high-quality consistent data at an affordable price point across all investable sectors, said Lee.

Transparency is the key in Asia

ESG is more than just buying equities from a firm that claims they are integrating ESG into their business. It requires active buyers to create a strategy that allows them to select firms that are providing full transparency on their ESG efforts.

We believe that beyond financial performance, asset managers must commit to positive outcomes as part of their investment strategy, which are attainable through becoming active owners in the companies and assets they invest in, Dr Michael Viehs, Head of ESG Integration at Federated Hermes International told GlobalTrading.

Viehs said that this trend has stimulated a swathe of product launches from ESG, to Sustainability to Impact, and a broader and accelerated adoption of shareholder engagement and stewardship, both of which are now seen as a critical component of enhanced outcomes and authentic responsible investment strategies.

We integrate ESG and engagement insights into the investment processes of all of our investment products. With the growth in ESG investing and given that we are a big player in this space, we can offer clients three distinct pathways to sustainable wealth creation Active ESG, Sustainable and Impact, Viehs added.

Clients will now need to discern which products are truly ESG-integrated and sustainable, and asset managers will need to focus on how they can create greater transparency for clients.

Although transparency is an issue with Asian corporates, GlobalTrading spoke with Lynette Leong, Chief Sustainability Officer, CapitaLand Investment, a leader in shaping ESG strategy from a corporate point of view in Asia. She pointed out many ways how Asian companies are elevating their commitment to ESG standards. Some examples include producing yearly ESG reports that demonstrate their ESG efforts that contain verifiable data.

CapitaLand Investment strives to incorporate ESG concepts in every area of its business from launching green loans to becoming externally certified so that they track and manage our environmental footprint across our diverse portfolio of properties globally.

To ensure that we walk the talk, our leadership teams key performance indicators are tied to sustainability achievements, said Leong.

Its still early for ESG in Asia, but are you ready?

Regulatory bodies across Asia are still working towards developing a harmonized set of ESG and sustainable investing standards, and this will play a very important role in helping clients discern which products are truly ESG-integrated and make it easier for institutional buyers to discern which companies are transparent in their ESG-related claims.

While regulation is one of the key drivers, we continue to believe that the onus is on asset managers like us to create transparency for clients. Federated Hermes is de-mystifying the ESG spectrum of products for clients through clear labelling and definitions of all our products and ensuring that continue to maintain high standards of reporting.

ESG is the future, and it presents unprecedented opportunities for asset buyers across Asia for the next decade. But are you ready?

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ESG Poised to Rise in Asia - Markets Media

Businesswoman and reality star Kim Kardashian West and Kanye West, now known as Ye, had been married for nearly seven years when Kim filed for divorce.

Though, in citing irreconcilable differences, Kim signaled a lack of marital fulfillment and geographic differences as contributing factors to the split, the public-facing narrative over the past year has largely concealed more alarming signs of relational abuse, which are now beginning to emerge amid Kims burgeoning relationship with 28-year-old comedian Pete Davidson.

This winter alone, Kanyes behaviors have clearly mimicked the well-known cycle of violence that often characterizes domestic abuse. The phases are:

1. Tension building2. Explosion/Conflict3. Repair/Honeymoon phase

According to experts, the cycle almost always escalates over time, especially as abusers gradually lose their grip over their victims and make increased attempts to control them.

And now, Kim, who said that her goal is to be happy in the aftermath of the divorce, is exhibiting a sense of self-reliance and independence amid her new romance that doesnt seem to be sitting well with her estranged husband.

In December, reports surfaced that Kanye was set to move across the street from Kim in what he said was an attempt to be more present in the lives of his kids, and as reconciliation rumors swirled, Kanye embarked on a rebound relationship with actorJulia Fox, only to melt down after their split, as things grew progressively tender between Kim and Pete ahead of Valentines Day (tension building phase).

Kanye ultimately unleashed a social media tirade directed at Davidson that Kim subsequently deemed dangerous directly to her ex, in text messages that Kanye proceeded to post, and then delete (explosion). After instilling fear in Kim and Pete, Kanye reportedly his abuse with a truck full of roses and a half-apology/covert threat to walk back any violence he may have incited against Pete, and even took accountability for harassing Kim (repair/honeymoon phase).

And after all of this, social media is taking note of red flags. Activist Shaun King shared Kanyes since-deleted post on his own account, attaching a lengthy caption unpacking the situation and writing, He has crossed a dangerous line that I personally find very problematic and is common with abusive men, followed by a summary of the cycle of violence, including Kanyes more nuanced, intermittent gestures that are unrelated to the relationship but serve to cultivate his public perception: Gospel. Pro-Black statement. Followed by toxicity. Violent innuendo and memes. And weirdness. Rinse and repeat.

Complicated by Kims polarizing and somewhat problematic social standing she and her pop-culture dominating family have been accused of long standing appropriation of Black culture, and have received flack for airing their lavish lifestyle on reality TV series, Keeping Up With the Kardashians many people have neglected to identify Kanyes treatment of Kim as abusive, instead interpolating it as what the Jezebel calls romantic or okay or fodder for our entertainment.

In California, domestic violence is defined as abuse against an intimate partner, which includes a former spouse. Furthermore, it is considered a criminal offense to harm or threaten to harm a former spouse, cohabitant, dating or intimate partner, or co-parent. The crime of stalking applies to any person who willfully, maliciously, and repeatedly follows or willfully and maliciously harasses another person and who makes a credible threat with the intent to place that person in reasonable fear for his or her safety, or the safety of his or her immediate family is guilty of the crime of stalking

Nationwide, intimate partner violence comprises 15% of all violent crime, according to the NCADV, which also cites that 1 in 7 women and 1 in 18 men have been stalked by an intimate partner during their lifetime to the point in which they felt very fearful or believed that they or someone close to them would be harmed or killed.

The most dangerous time for survivors of domestic violence is after theyve left an abusive relationship.

-----

If you or someone you know is struggling, there is always help. Call the National Domestic Violence Hotline at 1-800-799-7233. If you see someone use the Signal for Help, ask them privately if they need help contacting authorities.

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Analysis: Kanye, Kim, and the Crescendo of Intimate Partner Abuse - NowThis

STATEMENT ON FORWARD-LOOKING INFORMATION

MarTech

MarTech, the intersection of marketing and technology leverages data andanalytics to expand our points of distribution and advertising revenue.

[[Image Removed: Graphical user interface, websiteDescriptionautomatically generated]]

The Loop Player is at the heart of our revenue model and its technology enablesus to communicate and interact with OOH locations, advertisers, and OOHcustomers:

OOH Locations. The Loop Player allows OOH customers to program their in-store

monitors and audio systems to schedule playlists depending on the time of day,

promote their products or services through digital signage and deliver

? company-wide messages to staff in back-office locations. Business owners can

filter content based on ratings or explicit language and can control the genres

of videos in their programs. The Loop Player caches and encrypts our content,

thereby supplying uninterrupted play for up to 12 hours in the event of an

internet disruption.

Advertising and Content Partners. Our Loop Player works with our technology,

software and servers to determine the number of ad impressions available for

programmatic advertising, which can be filled in real-time, seconds before ads

are played. Our Loop Player delivers content and advertising to venues and our

technology allows us to record and report video content played (for reporting

to content providers) and advertising content played (for reporting to our

advertising demand partners and advertisers). In particular, our technology

allows us to track when, where and how long content is played, and measure

? approximately how many consumers were in position to view the content or

advertisement. The Loop Player's Wi-Fi and Bluetooth capabilities allow us to

determine the number of potential viewers at a given location, which can

provide us with a revenue multiplier, as we are able to increase advertising

revenue at high-volume locations. This "multiplier effect" is possible due to

the Loop Player's ability to detect, using Bluetooth and Wi-Fi technology, the

number of consumer mobile devices within reach of a Loop Player in an OOH

location which provides advertisers with a proxy for the number of potential

viewers of a particular ad at any given time.

OOH Customers. We are seeking to further develop the interactivity between the

Loop Player and the customers in OOH venues. This may take different forms,

? such as offering a simple thumbs up or thumbs down function, displaying the

number of customer votes for a given piece of content, and downloading of menus

from the screens and other functions. This will require further development of

customers of our OOH customers and venue operators through our Loop Player. Our

Loop Player allows us to collect specific information and data on content

? played, views, location, and location type, enabling us to effectively measure

demand. These capabilities allow us to make informed decisions around which

type of content to acquire or develop, as well as identify new market

opportunities.

[[Image Removed: Graphical user interface, websiteDescriptionautomatically generated]]

For the quarter ended December 31, 2021, QAU was 8,156, compared to 5,791 forthe quarter ended September 30, 2021, a 41% increase.

For the quarter ended September 30, 2021, QAU was 5,791, compared to 4,296 forthe quarter ended June 30, 2021, a 35% increase.

Critical Accounting Policies and Use of Estimates

License Content Assets

Revenue

Impairment of goodwill and intangibles

Income taxes

Table of Contents

Results of Operations

Cost of revenue

Other income and expenses

These gains were partially offset by higher interest expense of $108,212 in2021.

We define EBITDA as earnings before interest expense (income), income tax(expense)/benefit, depreciation and amortization.

? EBITDA does not reflect the amounts we paid in interest expense on our

outstanding debt;

? EBITDA does not reflect the amounts we received in interest income by our

investors;

? EBITDA does not reflect the amounts we received in interest income on our

investments;

? EBITDA does not reflect the amounts we paid in taxes or other components of our

tax provision;

? EBITDA does not include depreciation expense from fixed assets; and

? EBITDA does not include amortization expense.

Because of these limitations, you should consider EBITDA alongside otherfinancial performance measures including net income (loss) and our financialresults presented in accordance with U.S. GAAP.

The following table provides a reconciliation of net loss to EBITDA for each ofthe periods indicated:

*Includes amortization of content license assets.

Adjusted EBITDA

? Adjusted EBITDA does not reflect the amounts we paid in interest expense on our

outstanding debt;

? Adjusted EBITDA does not reflect the amounts we paid in taxes or other

components of our tax provision;

? Adjusted EBITDA does not include depreciation expense from fixed assets;

? Adjusted EBITDA does not include amortization expense;

? Adjusted EBITDA does not include the impact of stock-based compensation; and

? Adjusted EBITDA does not include the impact of non-recurring income and

expenses.

Because of these limitations, you should consider Adjusted EBITDA alongsideother financial performance measures including net income (loss) and ourfinancial results presented in accordance with U.S. GAAP.

Table of Contents

The following table provides a reconciliation of net loss to Adjusted EBITDA foreach of the periods indicated:

2,390,799

*Includes amortization content license assets.

Liquidity and Capital Resources

Net cash used in operating activities

Net cash used in investing activities

Net cash flow from financing activities

Proposed Equity Offering filed on S-1

We are a "smaller reporting company" under applicable Securities and ExchangeCommission rules and are subject to reduced public company reportingrequirements for the prospectus and future filings.

Recent Accounting Pronouncements

We adopted no new recent accounting pronouncements.

Edgar Online, source Glimpses

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LOOP MEDIA, INC. Management's Discussion and Analysis of Financial Condition and Results of Operations. (form 10-Q) - marketscreener.com

Article content A theory

If you control the media, you can control the message. What do presidents Putin and Xi have in common? They control the message in their countries; there is no free speech, only that which acceptable to the state.

But Russia and China also are experts in cyber-activity and have been implicated in trying to influence election results in democratic countries. What if they are trying to manipulate the media in the west for other reasons?

Mr. Putin sentimentally writes about the historical unity of Russians and Ukrainians, to make it sound as if those two countries wish for a union; that he has no plans for a forced takeover. Mr, Xi has aspirations for the reunification of Taiwan, also claiming historical links.

But what if someone is planting different messages, not about the Ukraine or Taiwan, but of Hillary Clinton eating babies or Justin Trudeau faking his vaccination for TV?

Free speech is one of democracys greatest strengths but it also may be one of its greatest weaknesses. Should anyone be able to say whatever they want, whether true or not? Perhaps someone is trying to undermine our democracy and economy to divide us.

Would Russia be happy to see discord within NATO as it amasses an invasion-size force on Ukraines borders? Would China be emboldened towards Taiwan if it felt there was confusion among Taiwans friends? Would segments within the U.S. push for industries to build in the that country because Canada can no longer be trusted to be a stable trading partner?

Who are those anonymous supporters of the Freedom Convoy and what are their motives? Is it for freedom?

This is my conspiracy theory.

Paul Szak, Brantford

Re: With coyote sightings rising, city seeks to get handle on problem (Feb. 11)

The article advises to not leave birdseed around and to cover garbage cans so as not to attract coyotes and and other creatures.

Ironically, the city is implementing a green bin collection program ( yes, I understand the reason for this ) for food scrapes. So, dont be surprised when you get more than coyotes visiting.

Steve Whines, Brantford

Re: Think of others (Letter, Feb. 10)

It seems to me that the letter writer is saying that we should suspend the freedoms of other people for the good of his own health.

I think this is problematic both from an ethical and a legal standpoint.

Werner BroschinskiPrinceton

I am writing to pronounce my whole-hearted support for the end to mandates. Inspired by the Freedom Convoy, I demand an end to all mandates and suggest truckers turn their attention to the mandates that affect them most directly.

Stopping at stop signs is a mandate that slows truckers and costs them money, as do speed limits. Stop signs must be removed, speed limits abandoned. For that matter, requiring a licence to drive is a mandate and infringes on my freedom. Hold the line!

Bob Gordon

Brantford

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Letters to the editor - Brantford Expositor

Social media can be both a friend and a foe during a crisis, and identifying the line between them is harder than it sounds, says Shane Henry, CEO and Founder of Reconnaissance Group

Can you give an overview of what the Reconnaissance Group is?

At Reconnaissance, we specialize in the provision of security risk management services and organisational resilience consultancy. Our headquarters are in Dublin, but we have operated globally since 2006, successfully building a workforce of 1,600 people across multiple and diverse markets such as Ireland, the US and Haiti, in addition to providing project consultancy across Central America and the Pacific Islands. Given the geographical spread of our business and each markets unique specific requirements, we have been fortunate enough to build an incredibly strong and well-experienced team focused on protecting our clients people, assets and brand.

How did the idea for the Reconnaissance Group come about?

As a Non-Commissioned Officer (NCO) deployed overseas with the Irish Defence Forces, I began part-time studies in security risk management. This sparked a deep interest in risk and how it shapes our world on practically every level. In 2006 I decided to finish my military career and move forward with forming a company in the security sector and have since worked and consulted in over 30 countries personally. From an academic perspective, over the years I would go on to complete a Diploma in Business Continuity and a Master of Science in Organisational Resilience. More importantly, I have been extremely fortunate in building a fantastic team within the business, that comes from a wide array of backgrounds and experiences with a sharp collective focus on our clients needs. Something I take great pride in is our focus on professional development, in addition to obvious job-specific training, we also run educational support programmes for our team to take up third level education, whether it be degree or master level studies.

For you, what does crisis management mean?

In traditional terms, crisis will often mean a level of disruption to normal business operations, and as such it follows crisis management is the attempt to limit this disruption. However, putting aside best practices or international standards I think crisis and the management of crisis can be a subjective issue, and this can present challenges for organisations as a crisis evolves. It is clear that right now, organisations in every sector are operating in the most complex and dynamic business environment we have ever seen. A case in point is the speed at which we communicate, which can act as a great enabler for crisis management while equally being an Achilles heel in crisis response. I think good crisis management is the organisations desire and willingness to protect all stakeholders, whether they be employees, customers, shareholders or local communities. I have been fortunate enough to see how this stakeholder approach can deliver better results over the medium to long term as opposed to focusing solely on the immediate financial implications of the crisis.

What role does the Reconnaissance group play in advising clients on crisis management?

Our role can vary quite a lot from client to client and indeed across our markets. For example, we have a strong footprint across the Caribbean and each of the past 5 years has seen us deploy support teams in the aftermath of hurricanes. These teams will often focus on security and logistics, but also work in a support and consultative capacity to our clients local leadership. The role leaders play during a crisis can be a lonely existence and they are often not provided the leeway that other people in the organisation are given. We provide that independent view and support to leaders that are in the middle of trenches. In contrast, we consult a lot in organisational resilience in the US, allowing us to guide organisations in creating a more sustainable approach to managing crises. From the perspective of organisational resilience we accept that crisis will occur, so instead focus on creating a culture within the organisation that can adapt quickly and look to thrive as the crisis presents opportunities.

In your opinion, what are the current challenges facing your clients today?

Again I would suggest this differs across our markets. For example, in Ireland, GDPR is still a significant discussion point as organisations grapple with their data management, all while climate change is clearly impacting regions such as the Caribbean. In the US, the political scene over the past decade certainly is a hot topic and one that will intensify as we draw closer to mid-term elections in November. Looking to the future, I feel the two key challenges facing us are the fallout from geopolitics as global power evolves and the colossal challenges facing society from the climate crisis.

How does Reconnaissance Group work with clients to develop their crisis management strategies?

The ideal scenario is actually working with clients prior to any crisis with a view to developing their organisational resilience. From this perspective we will help our clients develop resilient cultural traits while focusing on developing processes within four key areas; preparedness, responsiveness, adaptability and learning.

Are there are any previous crises that you still reference today when developing risk and crisis management strategies?

Perhaps the most significant crisis we faced as a business, and as an employer, was the 2010 earthquake in Haiti. It was a very complex response for us, as we had to continue providing our security and logistics services to our clients in Haiti, who were all in crisis mode themselves, while equally dealing with the crisis as it unfolded for our people. The stakeholder-focused response adopted by our clients certainly proved itself in the years after, and forms the basis of how we view crisis management to this day.

What roles does social media play in crisis management for your clients?

I think social media can be a friend and a foe during a crisis, and often not equally balanced between either. Having a clear crisis communication strategy is critical from the outset and I would argue that developing a mechanism for having one version of the truth should be a top priority. Organisations will live or die based on how they communicate during a crisis so preplanning this activity and keeping a very watchful eye on it is crucial. Crisis communication is an expertise in itself and should be recognised and invested in as such.

What impact does crisis and risk management have on the wider industry?

The reality is crisis impacts every industry, case in point is the ongoing supply chain issues as an outcome of the pandemic, likewise, the escalation of the current Ukrainian crisis will likely see Russia subject to heavy sanctions at the least.

How does Reconnaissance Group help clients overcome unforeseen crises?

Again, our focus is on developing resilience within the organisation. The more resilient an organisation can become the more likely it is to adapt during the crisis whilst being able to quickly innovate post-crisis. If we are brought in during the crisis we focus on supporting people. In our experience supporting people is critical to successfully navigating a crisis. Quite often, this support is focused on supporting the leadership team to act as a reality or navigation check as they develop the decisions within the response activities.

Shane Henry is CEO and Founder of Reconnaissance Group. To learn more, visit http://www.reconnaissancegroup.com.

About Reconnaissance Group

Reconnaissance Group is a global risk management company that provides specialized security and business continuity services, uniquely designed to suit individual company requirements. The team originates from highly trained and diverse military, police, security, legal and business backgrounds, to provide a wealth of experience and qualifications across all areas. The organisation provides expert specialised security services to a portfolio of global clients including the Marriott Hotel Group, the Andrew Grene Foundation in Haiti, and many more. Established in 2006 by Irishman Shane Henry, the company comprises 1,000 5,000 employees across Ireland, Haiti and the United States. For more information please visit http://www.reconnaissancegroup.com

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Risk Management: A balanced approach - Global Banking And Finance Review