Sentences with phrase «of environmental strategies»

And while Boeing's managing director of environmental strategy, Billy Glover, anticipates an eventual portfolio of various plant types — particularly algaes — that will be used to make high - quality fuels, ramping up production will be a daunting short - term challenge for a biofuelled future.

Drinks giants Diageo, Pernod Ricard and Bacardi have also pledged to stop using plastic straws and stirrers across their businesses, while drinks industry group the Scotch Whisky Association has also pledged its support as part of its Environmental Strategy.

Bill Glover, managing director of environmental strategy for Boeing Commercial Airplanes, which is leading an effort to develop, test and certify alternative jet fuels, said the technology is ready.

«We are steadily and confidently advancing all aspects of our environmental strategy in China, the world's most advanced country in electrification,» commented Kazuhiro Kobayashi, Toyota chief executive officer of China, at the Beijing Motor Show.

«Office Depot's material footprint from cardboard use is significant,» said Yalmaz Siddiqui, director of environmental strategy for Office Depot.

In celebration of Earth Day, the National Capital Commission (NCC) is pleased to highlight a key accomplishment of its Environmental Strategy, «Building a Greener Capital».

Summary: In celebration of Earth Day, the National Capital Commission (NCC) is pleased to highlight a key accomplishment of its Environmental Strategy, «Building a Greener Capital».

The strategy, launched in June 2009, was built on the idea of establishing challenging but achievable objectives, in order to improve the NCC's environmental performance in five specific action areas: reducing waste, enhancing biodiversity, preventing pollution, leading in environmental practices and combating climate change.The NCC will present the second annual detailed progress report of its Environmental Strategy at its Board of Directors public meeting this June.

«There was a strong desire on New Jersey's part to have a climate change component to the settlement, and it was consistent with our own company's advocacy,» said Mark Brownstein, PSEG Service Co.'s director of environmental strategy.

This democratic oversight is overcome by deferring many of the parameters of our environmental strategy to an unaccountable, unelected panel — the Climate Change Committee, and of course, to the Stern Report, and to the IPCC; each papering over the nuances, doubt, uncertainties and scientific caution of the previous.

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.

An ESG investment is an investment in a portfolio of companies that have been screened for certain criteria, such as a fossil free portfolio, or an index of companies that seek to improve their environmental and social performance year after year by embracing ESG as a business strategy.

Patagonia has released several documentaries over the past few years, a unique strategy to spread its longstanding mission of supporting environmental activism.

For the purposes of this proposal, «sustainability» is defined as how environmental and social considerations, and related financial impacts, are integrated into long - term corporate strategy, and «diversity» refers to gender, racial, and ethnic diversity.

In their latest book, Guerrilla Marketing Goes Green: Winning Strategies to Improve Your Profits and Your Planet, Jay Conrad Levinson, originator of guerrilla marketing, and award - winning marketing author and lifelong environmental activist Shel Horowitz stress that CSR, sustainability and profitability can go hand in hand.

In Halifax the party adopted policy recommendations that include universal pharmacare, a guaranteed minimum income, an environmental bill of rights, and an employee pension protection strategy.

But that strategy works a lot less smoothly than it used to, says green marketing expert Shel Horowitz, author of eight books — most recently the Amazon Environmental category bestseller Guerrilla Marketing Goes Green (with Jay Conrad Levinson).

PDC's strategy is simple: increase shareholder value through the growth of reserves, production, and per share cash flow and earnings, while focusing on safe and efficient operations, environmental stewardship and community outreach.

There is significant concern within the coffee industry about meeting future demand, notes Bambi Semroc, vice president of sustainable markets and strategies for Conservation International, a nonprofit committed to environmental protection.

He is Senior Advisor of GreenOrder, a strategy consultancy called by Fortune «the go - to consulting company for green business», helping clients including GE, GM, Duke Energy, Saudi Basic Industries, DuPont, Dell, and Disney drive growth through environmental innovation and clean technology.

You're right, of course, that the decision - makers already know about the environmental cost of the oil sands (hence, the «sacrifice zoning» of past strategies).

Oil sands development is a matter of provincial government policy: in a government policy paper (the Mineable Oil Sands Strategy) issued a few years ago (and since recalled), the core area of the oil sands resources in Alberta was designated a «sacrifice zone», within which it was acknowledged that significant and irreversible environmental impact would be permitted to occur, to enable the realization of the significant economic benefits such development promised.

Through process - driven research on financial and impact outcomes of investing and grant - making, Align enables its clients to use their resources to move the needle on the world's greatest environmental and social challenges by building investing and giving strategies that are aligned with its clients personal values.

Other environmental initiatives include greater protection of the province's water and watershed; greater regulation of coalbed methane development; and implementation of a province - wide waste management strategy.

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.

He repeats his description of the ways bad charity (the Great Society) drove out good charity (religiously based groups): It reinterpreted the causes of poverty as exclusively material and environmental; its bureaucracy tried to reach ever - larger numbers of poor people with a decreasingly personal strategy for fighting poverty; it dismissed the role of volunteers in favor of professional social workers; and it removed the incentives for work, saving, and marriage.

The power of public opinion was the force that created departments of environment in practically every country in the world and led to worldwide conservation programs culminating in the worldwide Conservation Strategy of the United Nations Environmental Programme.

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 development.

In this role, Edwards leads the development of ARYZTA's corporate social responsibility strategy and five focus areas: people, food, sourcing, environmental practices and community engagement.

Recycling is also an important part of the company's environmental strategy.

Despite this consideration, the report, in the same chapter, recognizes the clear advantage of organic schemes in the educational role that they have played: «millions of consumers have been made aware of the way food markets work, and of the environmental impacts of food production, processing and distribution, and of the quality of the foods we eat» and it concludes that organic as well as fair trade and «short - chain strategies» are legitimate and valid options for both farmers and consumers and that policy can support these approaches by helping farmers to achieve higher yields.

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.

Ms Beer said proceeding with the recovery of further 450GL environmental water and the Constraint Management Strategy was not based on evidence.

The April 2014 meeting of Environment Ministers agreed to the National Review of Environmental Regulation as the next step in environmental regulation reform and supported the Review's strategy to build on existing regulation reform approaches currently underway across jEnvironmental Regulation as the next step in environmental regulation reform and supported the Review's strategy to build on existing regulation reform approaches currently underway across jenvironmental regulation reform and supported the Review's strategy to build on existing regulation reform approaches currently underway across jurisdictions.

The Portfolio Management Plan for the northern unregulated rivers therefore focuses on the opportunities for active management of flows and event - based mechanisms, including water purchase and use on - farm and in - stream infrastructure, and where this could be employed strategically to contribute to the objectives and outcomes of the Murray - Darling Basin Plan and Basin - wide environmental watering strategy and Basin annual environmental watering priorities.

A: A critical element of Target's efforts to combat food waste is prioritizing strategies based on the U.S. Environmental Protection Agency's Food Recovery Hierarchy.

That information is then used to implement management strategies that ensure production of the highest quality grapes, whilst minimising environmental impact.

The Scotch Whisky Environmental Strategy — first launched in 2009 and the only one of its kind covering an entire Scottish industry — has been refreshed to broaden its remit to reflect an evolving world and changing business operations.

The Commonwealth Environmental Water Holder has legislated responsibility under the Water Act 2007 (Water Act) for decisions relating to use of Commonwealth environmental water across the Murray - Darling Basin in order to maximise environmental outcomes over time, consistent with the objectives of the Basin Plan and the environmental watering objectives and targets prescribed in the Basin - wide environmental waterEnvironmental Water Holder has legislated responsibility under the Water Act 2007 (Water Act) for decisions relating to use of Commonwealth environmental water across the Murray - Darling Basin in order to maximise environmental outcomes over time, consistent with the objectives of the Basin Plan and the environmental watering objectives and targets prescribed in the Basin - wide environmental waterenvironmental water across the Murray - Darling Basin in order to maximise environmental outcomes over time, consistent with the objectives of the Basin Plan and the environmental watering objectives and targets prescribed in the Basin - wide environmental waterenvironmental outcomes over time, consistent with the objectives of the Basin Plan and the environmental watering objectives and targets prescribed in the Basin - wide environmental waterenvironmental watering objectives and targets prescribed in the Basin - wide environmental waterenvironmental watering strategy.

development of a Basin - wide environmental watering strategy by the Murray - Darling Basin Authority by November 2014, as well as development of long - term watering plans at a catchment scale by Basin States.

The Scotch Whisky Environmental Strategy — first launched in 2009 and the only one of its kind covering an entire Scottish industry ---LSB-...]

After extensive consultation, the pan-European organic movement has produced a set of goals and a strategy to help the sector meet the political developments, environmental challenges and market trends it may face between now and 2030.

A number of dairy companies acknowledged that GHGs are a reality of the industry but that they are working to reduce their environmental impact with long - term sustainability strategies.

The implementation of agri - environmental measures over the whole of the European Union and also other European countries is the core of the European Community's environmental strategy.

The SENSE tool can be used for (i) environmental impact assessment of the product, (ii) food chain hot spot identification, (iii) comparison of hypothetical or real improvement scenarios, (iv) assessment of the environmental impact development over the years, (v) benchmarking opportunity for the companies, and (vi) a business to business communication strategy.

Barry Callebaut — manufacturer of high - quality chocolate and cocoa products — has announced its 2012/13 Sustainability Report, which details the company's strategy in the areas of sustainable cocoa, environmental protection and employee development.

This program will allow Waterkeeper to evaluate the types of litter found at restoration sites and begin management strategies by working with local companies, agencies, and other stakeholders on ways to reduce pollution and by working with schools to directly inform young people on how they can become better environmental stewards.

Nelson has over 15 years of experience in environmental and social sustainability in Canada, the United States and Europe with deep expertise in sustainability strategy development, integration and implementation.

My Healthy School Sponsored by Kiwi magazine, this helpful website is dedicated to providing teachers, administrators, parents and students with resources on how to improve the health of schools across the country — with action plans for parents, suggested nutrition goals, advice for starting a school garden, and strategies to minimize environmental toxins.