Sentences with phrase «global environmental strategy»

TECHNICAL EXPERTISE AND CAREER OBJECTIVES: MBA Degree (University of Michigan, 2010) with project management and consulting skills for developing global environmental strategy, powertrain management, technology assessment, portfolio management, and commercialization process.

«By generating in situ data with the help of citizen scientists, we envision the app serving supplementary data to scientists as they model mosquito population outbreaks,» says Rusty Low of the Institute for Global Environmental Strategies, «And equally important is the ability of the app to act as an enabling tool for citizen scientists who want to reduce disease risk in their communities.»

Institute for Global Environmental Strategies et al., The Joint Crediting Mechanism: Achievements and Current Progress of Projects Implementation, available at http://www.iges.

Climate Regime Beyond 2012: Incentives for Global Participation, National Institute for Environmental Studies and the Institute for Global Environmental Strategies.

RCC in Bangkok, was established in collaboration with Institute for Global Environmental Strategies (IGES) to support activities in the Asia Pacific region

CDM Factsheets UN Development Programme — Going through the CDM Process [PDF] Institute for Global Environmental Strategies — CDM Programme

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.

Guest Blog Submitted By: Superior Essex In 2006, Superior Essex launched its global sustainability initiatives, setting forth a longsighted strategy to reduce its environmental footprint across all levels of the organization.

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.

As governments and industries expand their use of high - decibel seismic surveys to explore the ocean bottom for resources, experts from eight universities and environmental organizations are calling for new global standards and mitigation strategies.

«Local and global shocks, such as economic and financial crises, political instability, and environmental disasters require strategies to increase our capacity for resilience,» says Kharrazi, «Policy and decision making should consider both the short and long term growth and resilience of growth based on inclusivity or exclusivity and intensity of trading partners from a network perspective.»

Our highly qualified writers have already provided thousands of students with custom term papers on the following Management topics: Foundations of Management, Strategic Management, Global Business Strategies, Conflict Management, HR Management, Total Quality Management, Project Management, Production Management, Operations Management, Organizational Behavior, Customer Relationship Management, Business and Managerial Ethics, Costing and Cost Management, Finance Management, Investment Management, Marketing Management, Information Systems Management, Environmental Management, Knowledge Management, Supply Chain Management, Waste Management etc..

Imagine the future world when deforestation worsens the global warming, paperless solution is one handy strategy that we can start policing our own initiative towards such environmental - friendly goals.

Societal response strategies are also investigated, focussing on international environmental treaties, international and Australian policy approaches to global warming, and management and adaptation strategies.

Any successful strategy must achieve what is doable now, but also start building the intellectual and technological capacity for breakthroughs that will have to follow to supply cresting global populations with the energy they need while limiting climate and environmental risks.

If environmental groups and their backers want to see concrete progress on limiting the risk that humans will propel dangerous global warming, they may need more than just additional money and better organization, but also a hard look at core strategies and a philosophy that has long cast climate change as primarily a conventional pollution problem, not a technology problem.

Proposing that science itself can define the global environmental limits of human development is simultaneously unrealistic, hubristic, and a strategy doomed to fail.

The bank has set a new target to achieve 100 % renewable electricity by 2020 across its global operations, as part of its broader Sustainable Progress strategy and $ 100 Billion Environmental Finance Goal.

The model uses information on water demand and availability provided by existing global integrated assessment models at IIASA, including the Community Water Model (CWATM); the Model for Energy Supply Strategy Alternatives and their General Environmental Impacts (MESSAGE); and the Global Biosphere Management Model (GLOBIOM), and provides information on water resources development, allocation and cost to those mglobal integrated assessment models at IIASA, including the Community Water Model (CWATM); the Model for Energy Supply Strategy Alternatives and their General Environmental Impacts (MESSAGE); and the Global Biosphere Management Model (GLOBIOM), and provides information on water resources development, allocation and cost to those mGlobal Biosphere Management Model (GLOBIOM), and provides information on water resources development, allocation and cost to those models.

Unlike all the other strategies outlined in the book, Criswell's lunar solar power is (at least according to him) scalable and affordable enough to not only meet all world energy needs as currently projected, but to allow for significant expansion in global world product without environmental harm.

Global coordination and cooperation are needed to foster economic development through sustainable energy strategies and to avoid environmental calamities like climate change.

It aims to identify strategies related to skills development in Indonesia that may provide remedial measure of environmental degradation, climate change and global trends for green economies.

Marcus Wagner, global environmental manager, said the company would continue existing initiatives and programs to drive efficiency and innovation under its «avoid - reduce - compensate,» approach.The strategy sees the company avoid emissions where possible, for example through virtual telecommunication, reduce unavoidable emissions through efficiency programmes and e-mobility initiatives, and compensate for any remaining emissions.

We audit all projects against global standards, while developing bespoke strategies that drive our environmental agenda.

Given the strictures on shareholder proposals, it's common for investor advocates to push not for specific changes, but for analyses of risk: asking companies to publicly measure their greenhouse gas emissions, to analyze the environmental impact of their global supply chains, or, in a strategy pioneered last year, to quantify their exposure to «stranded assets,» such as fossil fuel reserves that would exceed the world carbon budget.

Special Issue Call for Papers Environmental Debates Over Nuclear Energy: Media, Communication, and the Public In recent decades, nuclear energy has evolved into a global controversy in which supporters and critics of the technology employ a variety of communication strategies to shape public opinion and influence societal decisions.

Donna currently is involved in developing the company's global climate change strategy and in greenhouse gas and other environmental reporting.

The results reported in this blog were published in a co-authored manuscript entitled, «Barriers to implementing climate resilient agricultural strategies: The case of crop diversification in the U.S. Corn Belt» in the journal Global Environmental Change.

«Cutting greenhouse gas emissions from U.S. automobiles will be critical to any strategy for slowing global warming,» said John DeCicco, author of the report and senior fellow at Environmental Defense.

He is responsible for driving the company's environmental leadership in four major areas: the development, purchase and promotion of environmentally preferable products; waste reduction and recycling initiatives; the development of global carbon reduction and renewable energy strategies; as well as environmental education initiatives for customers and associates focused on sustainablity.

More Clinton Global Initiative coverage in TreeHugger Clinton Global Initiative 2007: Overall Impact Millions May Gain Access to Clean Water After Clinton Global Initiative «Mega-Commitment» Clinton Global Initiative Highlights: Strategies to Improve Maternal, Newborn & Child Health Bill Clinton on Environmental Preservation and NGOs Highlights from the 1st day of the Clinton Global Initiative

The Environmental, Health, and Safety Manager is responsible for implementing and maintaining the business strategy of the Global Environmental, Health and Safety programs.