Environmental costs estimation and mathematical model of marginal social cost: A case study of coal power plants
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Author(s)Toyese OyewoLink to ORCID Index: https://orcid.org/0000-0002-5388-7317
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Odunayo Magret OlarewajuLink to ORCID Index: https://orcid.org/0000-0002-4366-040X
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Melanie Bernice CloeteLink to ORCID Index: https://orcid.org/0000-0002-8956-7606
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Olukorede Tijani AdenugaLink to ORCID Index: https://orcid.org/0000-0002-5844-1621
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DOIhttp://dx.doi.org/10.21511/ee.12(1).2021.08
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Article InfoVolume 12 2021, Issue #1, pp. 90-102
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- 640 Views
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177 Downloads
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Creative Commons Attribution 4.0 International License
An increase in electricity production is proportional to environmental risks due to continuous energy production. The paper aims to quantitatively estimate the environmental costs and mathematically model the marginal social cost associated with the lifespan of the coal power plants. Results revealed South Africa Tier 1 company optimum level of electricity production per annum at around 2.15 gigawatts, considering the emission costs and reasonable profit. 85% of the total emissions during the combustion phase average cost of the C02 emission discharged by coal is calculated as 0.23c/KWh, 0.085c/kWh is calculated for NO2, while SO2 is 0.035c/KWh. Total emission cost represents 69.2% of the total cost of producing 1 MGW of electricity. The results confirmed the company losses to be insignificantly considerable to the evaluated environmental costs and capital investment. However, the use of this newly developed mathematical model depends on the source of energy production to confirm the feasibility and profitability of investment in coal-powered stations using environmental management accounting and marginal social cost approaches.
Acknowledgment
The authors would like to acknowledge the National Research Foundation and Durban University of Technology for financial support.
- Keywords
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JEL Classification (Paper profile tab)Q56
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References47
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Tables1
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Figures7
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- Figure 1. Electricity generation quantity and cost of production
- Figure 2. Environmental impact of electricity production
- Figure 3. Scatter plot of cost of electricity vs Total electricity produced (sold)
- Figure 4. Regression analysis of the TSB of electricity vs Electricity sold
- Figure 5. CO2 emission in Mt Vs Electricity sold in GWh (2020)
- Figure 6. NO2 emission in Kt Vs Electricity sold in GWh (2020)
- Figure 7. SO2 emission in Kt Vs Electricity sold in GWh
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- Table 1. Total costs and total revenue of electricity produced for the past 20 years
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Fair market value of bitcoin: halving effect
Artur Meynkhard
doi: http://dx.doi.org/10.21511/imfi.16(4).2019.07
Investment Management and Financial Innovations Volume 16, 2019 Issue #4 pp. 72-85 Views: 4380 Downloads: 1099 TO CITE АНОТАЦІЯThe purpose of this article is to analyze the effect that halving has on the fair market value of bitcoins. The main hypothesis of the study is that the decline in the cost of miners’ remuneration for mining is a significant factor that affects the price of cryptocurrencies. The article examines the factors that regulate the issuing process. The significance of a limited supply of bitcoin is detailed in the article, as well as the mechanism for the implementation of the issue of new bitcoins. The study compares the historical inflation data of the US dollar and the projected data on the inflation of bitcoin. The article analyzes the main technical element of cryptocurrency – halving – when the miner’s reward is halved. This analysis includes the mathematical methods of statistical data processing. Research results show that reducing remuneration by half every four years leads to an increased market value of the cryptocurrency. This relationship is clearly illustrated by the Kendall rank correlation method. The results of the study can have a significant impact on the fundamental assessment of bitcoin and can also enable investors to assess any of the existing and operating cryptocurrencies according to this method.
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The growth strategies of a global pharmaceutical company: a case study of Aspen Pharmacare Holdings Limited
Problems and Perspectives in Management Volume 15, 2017 Issue #1 (cont.) pp. 248-259 Views: 3238 Downloads: 3285 TO CITE АНОТАЦІЯGiven the rapid and sustained growth of Aspen over the past decade, the main aim of this study is to identify and analyze the growth strategies, adopted by Aspen over the period from 2004 to 2014. The research method used was a descriptive study through a single case study of Aspen by analyzing secondary data in the form of publicly available company reports and presentations, as well as financial results, issued between 2004 and 2014. The study finds that, guided by strategic and visionary leadership, Aspen adopted a number of growth strategies including (i) organic growth, as a key factor in creating incremental value for Aspen and its stakeholders, (ii) inorganic growth, in the form of carefully planned and well executed acquisitions, aligned to the Group strategy, (iii) extending territorial coverage through global expansion, particularly into emerging pharmaceutical countries, and (iv) ongoing investment in production capabilities as a means of achieving a strategic advantage. Despite the challenges of intense competition, restrictive legislation, pressure on medicine prices, currency volatility and market specific risks, Aspen has delivered double-digit earnings growth to its shareholders for 16 consecutive years.
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Executive compensation and firm performance: a non-linear relationship
Rijamampianina Rasoava
doi: http://dx.doi.org/10.21511/ppm.17(2).2019.01
Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 1-17 Views: 3126 Downloads: 338 TO CITE АНОТАЦІЯIn order to ensure profitability for shareholders, optimal contracting recommends the alignment between executive compensation and company performance. Large organizations have therefore adopted executives remuneration systems in order to induce positive market reaction and motivate executives. Complex compensation schemes are designed by Boards of Directors using strong pay-performance incentives that explain high levels of executive pay along with company size, demand for management skills and executive influence. However, the literature remains inconclusive on the pay-performance relationship owing to the various empirical methods used by researchers. Additionally, there has been little effort in the literature to compare methodologies on the pay-performance relationship.
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