Sentences with phrase «for environmental development»

With a Bachelor's Degree in Environmental Sciences and profound research skills, I am able to contribute significantly to Lead USA's mission for environmental development.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Flynn, who has an MBA and degrees in civil and environmental engineering, formerly worked in business development for international healthcare IT firm Cerner.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

The environmental watchdog has given the green light for BHP Billiton's planned 80 million tonnes per annum South Flank iron ore development, with first ore targeted in 2021.

During development of the project, «there were multiple reroutes of the pipeline corridor for various reasons - cultural, environmental, landowner concerns - 140, 150 reroutes,» he said.

In March the budget featured, for the first time, a chapter on natural - resource development and included language about reducing environmental protection, penalizing environmental groups that tried to meddle in resource extraction, and speeding the approval of big resource projects.

Discovering Shale Gas: An Investor's Guide to Hydraulic Fracturing of Shale Plays explores in detail the environmental and social impacts of shale gas development in the United States, identifying key questions for investors and also broader issues about shale gas development's implications for extending the era of fossil fuel dominance.

Expenses for other direct program expenses (excluding other transfer payments) could be $ 2 billion higher than estimated in Budget 2012, especially if the Government decides to book the shortfall in the environmental liability as identified by the Commissioner for the Environment and Sustainable Development.

Jim Lopez, President and CEO, Tembec John Lounds, President and CEO, Nature Conservancy of Canada David Miller, President and CEO, WWF — Canada; Former Mayor, City of Toronto Lorraine Mitchelmore, co-Chair, Smart Prosperity; former President, Canada Country Chair, Shell Canada Ken Neumann, Canadian National Director, United Steelworkers Merrell - Ann Phare, Founding Executive Director, Centre for Indigenous Environmental Resources Vicky Sharpe, Founding President and CEO, Sustainable Development Technology Canada Jean Simard, President, Aluminum Association of Canada; co-Founder and Director, SWITCH Merran Smith, Executive Director, Clean Energy Canada Rick Smith, Executive Director, Broadbent Institute John Stackhouse, Senior Vice-President, Office of the CEO, Royal Bank of Canada Kali Taylor, Founding Executive Director, Student Energy Annette Verschuren, Chair and CEO, NRStor; co-Chair, Smart Prosperity Robert Wesseling, President and CEO, The Co-operators Galen Weston, President and Executive Chairman, Loblaw Companies Ltd..

Nevermind that B.C.'s Minister of Natural Gas Development, Rich Coleman, who was responsible for reviewing the environmental and social impacts of Woodfibre LNG, also has a mandate to develop an LNG export industry — and he's one of the BC Liberals» largest fundraisers.

I had hoped to make up for my tardiness by eventually writing a post using a holiday theme, as the Environmental Law Centre's Jason Unger did so well with respect to other environmental law develEnvironmental Law Centre's Jason Unger did so well with respect to other environmental law develenvironmental law developments here.

Many not for profit groups and associations have been deprived of the financial resources they need to contribute to the development of the economic, social, scientific, environmental, and cultural well - being of the country.

While an assessment of the NGP record with respect to ecosystem services will have to await a future post, the least that can be said is that their debut here is a positive development that is bound to alter the way EA is done in Canada going forward (for another potential application of the ecosystem services concept in Canadian environmental law, see here).

ACC Accounting & Auditing, AFR Africa, AGE Economics of Ageing, AGR Agricultural Economics, ARA Arab World, BAN Banking, BEC Business Economics, CBA Central Banking, CBE Cognitive & Behavioural Economics, CDM Collective Decision - Making, CFN Corporate Finance, CIS Confederation of Independent States, CMP Computational Economics, CNA China, COM Industrial Competition, CSE Economics of Strategic Management, CTA Contract Theory & Applications, CUL Cultural Economics, CWA Central & Western Asia, DCM Discrete Choice Models, DEM Demographic Economics, DEV Development, DGE Dynamic General Equilibrium, ECM Econometrics, EDU Education, EEC European Economics, EFF Efficiency & Productivity, ENE Energy Economics, ENT Entrepreneurship, ENV Environmental Economics, ETS Econometric Time Series, EUR Microeconomics European Issues, EVO Evolutionary Economics, EXP Experimental Economics, FDG Financial Development & Growth, FIN Finance, FMK Financial Markets, FOR Forecasting, GEO Economic Geography, GRO Economic Growth, GTH Game Theory, HAP Economics of Happiness, HEA Health Economics, HIS Business, Economic & Financial History, HME Heterodox Microeconomics, HPE History & Philosophy of Economics, HRM Human Capital & Human Resource Management, IAS Insurance Economics, ICT Information & Communication Technologies, IFN International Finance, IND Industrial Organization, INO Innovation, INT International Trade, IPR Intellectual Property Rights, IUE Informal & Underground Economics, KNM Knowledge Management & Knowledge Economy, LAB Labour Economics, LAM Central & South America, LAW Law & Economics, LMA Labor Markets - Supply, Demand & Wages, LTV Unemployment, Inequality & Poverty, MAC Macroeconomics, MFD Microfinance, MIC Microeconomics, MIG Economics of Human Migration, MKT Marketing, MON Monetary Economics, MST Market Microstructure, NET Network Economics, NEU Neuroeconomics, OPM Open Macroeconomics, ORE Operations Research, PBE Public Economics, PKE Post Keynesian Economics, POL Positive Political Economics, PPM Project, Program & Portfolio Management, PUB Public Finance, REG Regulation, RES Resource Economics, RMG Risk Management, SBM Small Business Management, SEA South East Asia, SOC Social Norms & Social Capital, SOG Sociology of Economics, SPO Sports & Economics, TID Technology & Industrial Dynamics, TRA Transition Economics, TRE Transport Economics, TUR Tourism Economics, UPT Utility Models & Prospect Theory, URE Urban & Real Estate Economics.

ACC Accounting & Auditing, AFR Africa, AGE Economics of Ageing, AGR Agricultural Economics, ARA Arab World, BAN Banking, BEC Business Economics, CBA Central Banking, CBE Cognitive & Behavioural Economics, CDM Collective Decision - Making, CFN Corporate Finance, CIS Confederation of Independent States, CMP Computational Economics, CNA China, COM Industrial Competition, CSE Economics of Strategic Management, CTA Contract Theory & Applications, CUL Cultural Economics, CWA Central & Western Asia, DCM Discrete Choice Models, DEM Demographic Economics, DEV Development, DGE Dynamic General Equilibrium, ECM Econometrics, EDU Education, EEC European Economics, EFF Efficiency & Productivity, ENE Energy Economics, ENT Entrepreneurship, ENV Environmental Economics, ETS Econometric Time Series, EUR Microeconomic European Issues, EVO Evolutionary Economics, EXP Experimental Economics, FDG Financial Development & Growth, FIN Finance, FMK Financial Markets, FOR Forecasting, GEO Economic Geography, GRO Economic Growth, GTH Game Theory, HAP Economics of Happiness, HEA Health Economics, HIS Business, Economic & Financial History, HME Heterodox Microeconomics, HPE History & Philosophy of Economics, HRM Human Capital & Human Resource Management, IAS Insurance Economics, ICT Information & Communication Technologies, IFN International Finance, IND Industrial Organization, INO Innovation, INT International Trade, IPR Intellectual Property Rights, IUE Informal & Underground Economics, KNM Knowledge Management & Knowledge Economy, LAB Labour Economics, LAM Central & South America, LAW Law & Economics, LMA Labor Markets - Supply, Demand & Wages, LTV Unemployment, Inequality & Poverty, MAC Macroeconomics, MFD Microfinance, MIC Microeconomics, MIG Economics of Human Migration, MKT Marketing, MON Monetary Economics, MST Market Microstructure, NET Network Economics, NEU Neuroeconomics, OPM Open Macroeconomics, PBE Public Economics, PKE Post Keynesian Economics, POL Positive Political Economics, PPM Project, Program & Portfolio Management, PUB Public Finance, REG Regulation, RES Resource Economics, RMG Risk Management, SBM Small Business Management, SEA South East Asia, SOC Social Norms & Social Capital, SOG Sociology of Economics, SPO Sports & Economics, TID Technology & Industrial Dynamics, TRA Transition Economics, TRE Transport Economics, TUR Tourism Economics, UPT Utility Models & Prospect Theory, URE Urban & Real Estate Economics.

August 22, 2012: Department of the Interior, Bureau of Safety and Environmental Enforcement, «Oil and Gas and Sulfur Operations on the Outer Continental Shelf — Increased Safety Measures for Energy Development on the Outer Continental Shelf»

The government and the oil and gas industry have spent lavishly to promote fossil fuel development, but a poll for the Canadian Association of Petroleum Producers found that only 51 % of us think tar sands / oil sands development is worth the environmental risk; 49 % think it isn't.

Apart from development banks and frequent borrowers on the lookout for ways to tap new investors, most corporates saw neither the need nor the advantage of issuing bonds whose proceeds must be tied to environmental projects.

Greenchip Renewal Partners International Institute for Sustainable Development Responsible Investment Association Équiterre Nature Canada Greenpeace Canada SHARE Canada Forest Products Association of Canada Canadian Business for Social Responsibility Canadian Urban Transit Association Clean50 Climate Smart Business Genus Capital JCM Power Corporate Knights Toronto Atmospheric Fund The Asthma Society of Canada Bullfrog Power NEI Investments Sitka Foundation Alterra Power Corp. 20/20 Catalysts Program Renewable Cities VanCity Canadian Solar Industries Association Anglican Church of Canada Blue Green Canada Network for Business Sustainability Canadian Wind Energy Association Canada Quebec Employers Council Dunsky Energy Consulting NAIMA Canada Alliance québécoise de l'efficacité énergétique Marmott Énergies Biothermica Association québécoise de la production d'énergie renouvelable Enerkem Canadian Labour Congress Co-operatives and Mutuals Canada Plug» nDrive Regroupement national des conseils régionaux de l'environnement Business Council of Canada Sustainalytics Sustainability CoLab Écotech Québec National Union of Public and General Employees Insurance Bureau of Canada Centre for Indigenous Environmental Resources Iron & Earth

Michael McSweeney, President and CEO, Cement Association of Canada Andrée - Lise Méthot, Founder and Managing Partner, Cycle Capital Management Lorraine Mitchelmore, co-Chair, Smart Prosperity; former President and Canada Country Chair, Shell Canada David Miller, President and CEO, WWF — Canada; Former Mayor, City of Toronto Joe Nemeth, President and CEO, Catalyst Paper Corporation Ken Neumann, Canadian National Director, United Steelworkers Derek Nighbor, CEO, Forests Products Association of Canada Robert Niven, Founder and CEO, CarbonCure Technologies Merrell - Ann Phare, Founding Executive Director, Centre for Indigenous Environmental Resources John Risley, Co-Founder, Chairman and President, Clearwater Fine Foods Peter Robinson, CEO, David Suzuki Foundation Ron Seftel, CEO, Bullfrog Power Vicky Sharpe, Founding President, Sustainable Development Technology Canada Jean Simard, President, Aluminum Association of Canada; co-Founder and Director, SWITCH Scott Skinner, Executive Director, Clean Foundation Merran Smith, Executive Director, Clean Energy Canada Rick Smith, Executive Director, Broadbent Institute John Stackhouse, Senior Vice-President, Office of the CEO, Royal Bank of Canada Kali Taylor, Founding Executive Director, Student Energy Ilse Treunicht, CEO, MaRS Discovery District Scott Vaughan, President and CEO, International Institute for Sustainable Development Annette Verschuren, CEO, NRStor; co-Chair, Smart Prosperity Galen Weston, President and Executive Chairman, Loblaw Companies Ltd..

All of these cuts to environmental protection have a common objective, explicitly laid out in the Harper government's Economic Action Plan: «to make Canada the most attractive country in the world for resource investment and development.»

As the world's demand for energy continues to increase, the Business Council is strongly committed to making Canada a global leader in sustainable development through showing that healthy economic growth, high living standards and environmental protection can be mutually supportive.

VICTORIA — New Democrats are introducing a bill calling for the creation of a sustainable development board which would report to policy makers about key indicators of economic, environmental and social progress.

This was driven in part by the rise of public interest litigation — think, for example, of an environmental group finding a third - party plaintiff to sue a company to stop an environmentally sensitive development project.

The Party also promises to help the forestry industry by examining a tax credit for the purchasing of machinery for efficiency and environmental performance, streamlining forestry regulations and supporting the development of biomass products that use wood fibre.

The Departments of Agriculture, Commerce, Labor, Housing and Urban Development, Transportation, Energy, and Homeland Security, and the Environmental Protection Agency shall develop plans for implementing the requirements of this memorandum, providing technical assistance to nonfederal actors engaged in predevelopment activities, and educating grantees and the public on the benefits of predevelopment and the Federal resources available for these activities.

The Vision of the Bureau of Ocean Energy Management is excellence in the management of Outer Continental Shelf energy and mineral resources for environmental sustainability, economic development, and national security.

For example, Silver Wheaton has invested in Barrick Gold's (NYSE: ABX) Pascua - Lama mine, a development project that has been mired in political and environmental drama for yeaFor example, Silver Wheaton has invested in Barrick Gold's (NYSE: ABX) Pascua - Lama mine, a development project that has been mired in political and environmental drama for yeafor years.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

In fact they were in conflict, the long history of environmentalism showing a disdain for the aspirations of the poor, and in our time strongly opposed to economic development in the weaker countries lest global environmental harm result.

The rationale for the Charter is apocalyptic: «The prevailing development patterns in both the South and the North are leading the Planet to an economic, social, and environmental crisis which threatens the existence of human life and the integrity of Nature.»

It also requires the development of technology for small - scale, rural - based industry with particular attention to environmental monitoring.

Some were uneasy lest the statement slight concerns for justice — such as employment, majority / minority rights, or Third World development — in favor of a major stress on environmental or life - style issues related to energy.

Hence, although the Bank's own loans are now, for the most part, sensitive to environmental issues, the Bank no longer plays much role in determining whether development projects generally will have this sensitivity.

Given the public's growing awareness of environmental peril, the historical moment for the Earth Summit is right, as is linking development and environment.

Organized as the United Nations Conference on Environment and Development (UNCED), the summit will gather world heads of state who are expected to propose strategies for stemming the riptide of environmental degradation and fostering sustainable dDevelopment (UNCED), the summit will gather world heads of state who are expected to propose strategies for stemming the riptide of environmental degradation and fostering sustainable developmentdevelopment.

CHAMPIONS INCLUDE: Dave Lewis, Group Chief Executive, Tesco (Chair) Erik Solheim, Executive Director, United Nations Environment (Co-Chair) Vytenis Andriukaitis, European Commissioner for Health and Food Safety Peter Bakker, President, World Business Council for Sustainable Development John Bryant, Chairman of the Board and Chief Executive Officer, Kellogg Company Paul Bulcke, Chairman of the Board of Directors, Nestlé Nguyen Xuan Cuong, Minister of Agriculture and Rural Development, Vietnam Michael La Cour, Managing Director, IKEA Food Services AB Wiebe Draijer, Chairman of the Executive Board, Rabobank Shenggen Fan, Director General, International Food Policy Research Institute Peter Freedman, Managing Director, The Consumer Goods Forum Louise Fresco, President of the Executive Board, Wageningen University & Research Liz Goodwin, Senior Fellow and Director, Food Loss and Waste, World Resources Institute Marcus Gover, Chief Executive Officer, Waste and Resources Action Programme Hans Hoogeveen, Ambassador and Permanent Representative of the Netherlands to the UN Organizations for Food and Agriculture Gilbert Houngbo, President, International Fund for Agricultural Development Selina Juul, Chairman of the Board and Founder, Stop Wasting Food Movement in Denmark Yolanda Kakabadse, President, WWF International Sam Kass, Former White House Chef, Founder of TROVE and Venture Partner, Acre Venture Partners Michel Landel, Chief Executive Officer and Chairman of the Executive Committee, Sodexo Esben Lunde Larsen, Minister of Environment and Food, Denmark José Antonio Meade, Minister of Finance, Mexico Gina McCarthy, Former Administrator, U.S. Environmental Protection Agency Denise Morrison, President and Chief Executive Officer, Campbell Soup Company Kanayo Nwanze, Former President, International Fund for Agricultural Development Rafael Pacchiano, Minister of the Environment and Natural Resources, Mexico Paul Polman, Chief Executive Officer, Unilever Juan Lucas Restrepo Ibiza, Chairman, Global Forum on Agricultural Research Judith Rodin, Former President, The Rockefeller Foundation Oyun Sanjaasuren, Chair, Global Water Partnership Lindiwe Majele Sibanda, Vice President for Country Support, Policy and Delivery, Alliance for a Green Revolution in Africa Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM Rajiv Shah, President, The Rockefeller Foundation Andrew Steer, President and Chief Executive Officer, World Resources Institute Achim Steiner, Administrator, United Nations Development Programme Tristram Stuart, Founder, Feedback Rhea Suh, President, Natural Resources Defense Council Rhoda Peace Tumusiime, Former Commissioner for Rural Economy and Agriculture, The African Union Sunny Verghese, Co-Founder, Group Managing Director & Chief Executive Officer, Olam International Tom Vilsack, Former Secretary, U.S. Department of Agriculture Senzeni Zokwana, Minister of Agriculture, Forestry and Fisheries, Republic of South Africa

Printpack currently has five full - time, corporate - level environmental professionals who are responsible for providing services in the areas of regulatory interpretation, auditing, environmental engineering, environmental data management, permitting, environmental policy development and legislative affairs.

For example, the Murray — Darling Basin Authority and Basin states will be seeking local input on the identification of state and Basin - scale annual priorities, as well as on the development of the Basin - wide environmental watering strategy and long - term environmental watering plans.

Moringa invests in projects which provide the environmental, social and economic aspects required for sustainable development.

On Wednesday, November 9th at 2:00 PM EDT (1:00 PM CST), Rainforest Alliance Director of Strategic Partnerships and Development for Latin America, José Román Carrera, presented on the social, economic, and environmental impacts emblematic of the model that the Rainforest Alliance has implemented in the Maya Biosphere Reserve.

A long - standing community begun in Europe, PACE is considered by many of the industry's packaging leaders as the must - attend «platform» for strategic partnering where participants work together to share, learn and discuss the latest technology, materials, innovative design and regulatory and environmental developments.

the UN 2030 Agenda for Sustainable Development as the overarching framework that guides our actions towards sustainable development from a social, environmental, economic and health pDevelopment as the overarching framework that guides our actions towards sustainable development from a social, environmental, economic and health pdevelopment from a social, environmental, economic and health perspective;

This is particularly true for the development of safe packaging solutions, which support our customers» businesses and at the same time guide the way to both a lower environmental footprint and a more responsible handling of food.

In September 2017 the CEWH released a Discussion Paper - Development of a Framework for Investing in Environmental Activities seeking feedback on what type of environmental activities the community would like to be considered when developing a framework for futureEnvironmental Activities seeking feedback on what type of environmental activities the community would like to be considered when developing a framework for futureenvironmental activities the community would like to be considered when developing a framework for future investments.

Jody has over 25 years of experience in the water sector where she has been responsible for driving a range of initiatives including state water reforms under the National Water initiative, driving the momentum and integration of The Living Murray, delivery of environmental water with and on behalf of Basin states, development and implementation of a plan to avoid widespread acidification to the lower lakes of the Murray system during the Millennium drought and identification of the sustainable level of take to be embodied in the Murray - Darling Basin Plan.

This document - developed by Kennedy / Jenks Consultants and underwritten, in part, by the American Vineyard Foundation and Pacific Gas & Electric Company (PG&E)- builds on research and other activities undertaken by the Wine Institute Environmental Working Group of the Technical Committee, which guided the development of this publication for managing winery water and energy.

This is a fairly potent brew to deal with — and the downside for the industry is that, because historically it has not had to respond to environmental scrutiny on today's scale, it has not had to consciously encourage development of the technologies required.

DuPont — one of the first companies to publicly establish environmental goals 20 years ago — has broadened its sustainability commitments beyond internal footprint reduction to include market - driven targets for both revenue and research and development investment.