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.
«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.
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.
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».
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».
«Office Depot's material footprint from cardboard use is significant,» said Yalmaz Siddiqui, director
of environmental strategy for Office Depot.
«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.
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.
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.
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.
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 j
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 j
environmental 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 water
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 water
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 water
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 water
environmental watering objectives and targets prescribed in the Basin - wide
environmental water
environmental 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.