Sentences with phrase «of environmental products»

CCFE's suite of environmental products provides market participants with the ability to hedge exposure to risk and make informed investment decisions in emissions markets, renewable energy certificate markets, sustainable equity index markets and insurance markets linked to catastrophic weather events.»

Glasdon, a market leading manufacturer of environmental products, explores the opportunities and some of the practical solutions which can help schools improve recycling rates right now.

The organization's Catalog of Environmental Products for the Lodging Industry contains a wide range of environmentally friendly energy - and water - saving products.

Not exact matches

Joe Hinrichs, head of the Americas since December 2012, will manage global product development, manufacturing and labor affairs, purchasing, and environmental and safety engineering, while Marcy Klevorn, vice president of information technology and chief technical officer since January, will oversee Hackett's Ford Smart Mobility.

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.

Qualification as a Green Giant: A line of products ranging from diesel locomotives to electric vehicle charging stations that are certified against a set of criteria and verified by a third party as delivering superior environmental and financial performance to customers.

As chairman of Puma, Jochen is pioneering an environmental profit - and - loss reporting tool that helps companies assess the impact their products are having on our planet and our communities, and lets customers know which products are sustainable.

Monsanto (mon) put on hold the launch of a chemical designed to be applied to crop seeds on Wednesday following reports it causes rashes on people, in the latest instance of complaints about a company product that was approved by U.S. environmental regulators.

The U.S. Environmental Protection Agency (EPA) did extensive evaluations of the product before approving it for use, according to Monsanto, which has described NemaStrike as «blockbuster technology.»

He talked at length about business's responsibility to be aware of its affect on the planet and shared the Patagonia mission statement to «build the best product, do no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.»

Those interests align with Beyond Meat's mission: to create a plant - based product that looks, tastes, and behaves just like meat but has a much lower environmental impact because it takes livestock — one of the biggest contributors to greenhouse gas emissions — out of the equation.

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 idea of meddling with something as fundamental to our existence as food can be unnerving, and the long - term health and environmental effects of the products will not be known for quite some time.

However, product certification is unlikely to satisfy environmental NGOs, he says, which have their sights set on rapid decarbonization of the economy.

Patagonia's statement combines both their values — high - quality products and their values of helping the environment by donating time, services, and at least 1 percent of their sales to global grassroots environmental groups.

The Electronic Product Environmental Assessment Tool, or EPEAT, which measures computers against a list of 27 sustainability criteria — including the use of mercury - free materials — gives this model its highest mark, a gold rating.

Golfman and his team spent 14 years conducting R&D before arriving at a product, manufactured in India and made primarily of wheat - straw fibre, that achieved the trifecta of high quality, high environmental integrity and affordability.

The practice of «greenwashing,» whereby consumers are misled about the environmental benefits of a product or company, proves the maxim that image is everything.

Kelly says Ginkgo can cut the costs of production of these fragrances and flavors by 50 % to 90 %, offer customers entirely new scents for their products by mixing and matching DNA letters — and the company can do it without the environmental costs.

We provide immediate and complete capture of spilled product, which minimizes loss and environmental impact.

The United States - Chile FTA eliminates tariffs and opens markets, reduces barriers for trade in services, provides protection for intellectual property, ensures regulatory transparency, guarantees nondiscrimination in the trade of digital products, commits the Parties to maintain competition laws that prohibit anticompetitive business conduct, and requires effective labor and environmental enforcement.

We should also recognise that, in an era of high resource prices, better operating efficiency, improved resource management and products with a more sustainable environmental footprint make commercial and social sense.

Canada can provide a significant amount of that supply, but there are huge infrastructure and environmental challenges in getting these products across the Pacific.

In addition to water, waste and environmental solutions many of our companies provide product or services to adjacent markets to maximize their growth and lifetime customer value.

Or, as pointed out by the federal environment minister McKenna in a letter Thursday to B.C. environment Minister George Heyman, that Canada already has a mountain of regulation to ensure a world - leading regime to transport oil and products, including: the Railway Safety Act, the Pipeline Safety Act, the National Energy Board Act, the Canada Shipping Act, 2001, the Marine Liability Act, the Fisheries Act, the Canadian Environmental Protection Act, 1999, and that Ottawa has pledged to spend an additional $ 1.5 billion to protect its coasts and marine environment.

Patrick O. Brown is CEO and founder of Impossible Foods, a company at the forefront of making nutritious, delicious meat and dairy products from plants to satisfy meat lovers and address the environmental impact of animal farming.

While the environmental benefits to lab - grown meat are potentially huge, as of now meatless products are still significantly more expensive on a per - pound basis than the alternatives.

While protein products developed by these companies are not currently fit for human consumption, methane - based proteins could improve the environmental impact of meat production, and eventually further fuel the meatless revolution by creating another food source for developing economies in Africa and Asia.

Growth of green bonds market underscores rising demand among investors for profitable financial products that create positive environmental and social impact.

Water is just one of the environmental issues we are committed to in addition to reducing our own environmental footprint and providing our clients with environmental products and services.

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..

She has been involved in the commercialization of a variety of technologies, ranging from materials to environmental products, medical devices and consumer products.

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.

A hard cap on oilsands emissions was the product of secret negotiations between four top oilsands companies and four environmental organizations.

As the North American leader in environmental and hazardous waste management services, our success is critically dependent on maintaining a best - in - class vendor base, capable of furnishing products and services of superior quality and maximum value.

When we humans were primitive thousands of years ago, we survived because nature provided us the basic conditions for life, that is called anthropic environment that until now sustained our existence, We as creatures never affect the environmental balance, but today because of many synthetic products our existence had endangered nature, that awareness developed a kind of concern for us to correct some of what we seemed us environmental abuse, That is the phiysical or material aspect of reality, in the spiritual part of our responsibility we also began to realize the meaninglessness of our existence without God, and for the atheists the reverse, Why do you think is the reason?

You are directly affected by * soemone * having knowledge of evolution when you consume all agricultural products (meat, veggies, fruits), go to the doctor, see a geneticist for counseling before having a child, take medication, or are impacted by poilicies concerning environmental change, which is a driver for forcing adaptation vs extinction.

Social and environmental responsibility are critical elements of Nutiva's culture and business, as the company is committed to nourishing people by providing the purest quality product and reducing negative impacts on the planet.

Long food supply chains are actually far from a simple matter because they tie into a number of social and environmental issues, including the global carbon footprint, product quality and sustainability, too.

It is recognised that the negative impact of people on environment is the product of thee factors the total population, the amount of resources consumed by each person and the environmental destruction caused by each person.

Popkoff's teamed with GoGreen, a company that reduces the environmental impact of packaging by using green materials that minimize product waste and shrink.

DuPont Packaging & Industrial Polymers leverages its science and technology know - how through a global development team working with converters, brand owners, retailers and others on packaging programs in the areas of total cost reduction, product protection, environmental stewardship, shelf appeal and convenience.

The organic market in the People's Republic of China is enjoying continued growth, as more and more consumers are turning to products developed on environmental principles: with turnover of more than 5.8 billion USD in 2015, China is now the world's fourth - largest organic consumer market.

Because of this, we consistently strive to create effective packaging while reducing the product's environmental impact and ecological footprint.

A decision to calculate the water footprint of a product is a conscious decision to focus on one environmental issue at a time.

When residue testing detects prohibited substances at levels that are greater than 5 percent of the Environmental Protection Agency's tolerance for the specific residue detected or unavoidable residual environmental contamination, the agricultural product must not be sold, labeled, or represented as organicaEnvironmental Protection Agency's tolerance for the specific residue detected or unavoidable residual environmental contamination, the agricultural product must not be sold, labeled, or represented as organicaenvironmental contamination, the agricultural product must not be sold, labeled, or represented as organically produced.

A growing number of brand owners and packaging suppliers are improving products and processes to minimize their environmental impact.

Criteria: • Packaging must be for food products • Innovation must be seen in terms of graphics, functionality, shape or structure • Shelf appeal — packaging should be different to other packaging available • Environmental impact — the lower the better • Product protection — the packaging should maintain the product well • Print & production quality should be extremely high Sponsored by Foxpak FlexibleProduct protection — the packaging should maintain the product well • Print & production quality should be extremely high Sponsored by Foxpak Flexibleproduct well • Print & production quality should be extremely high Sponsored by Foxpak Flexibles Ltd..

«Major retailers today demand that their suppliers produce products with the most stringent standards for a natural claim, particularly in the areas of sustainability and environmental stewardship,» says Neil Callahan, senior vice president at Robertet Flavors, The Robertet Group's North American Flavor Division headquarters and manufacturing facility located in Piscataway, N.J.