Mr. Cooney is chief of staff for the White House Council on Environmental Quality, the office that helps devise and promote administration
policies on environmental issues.
According to a press release, the commission is charged with «advising state entities on environmental justice; analyzing the impact of state and local laws and
policies on environmental justice and sustainable communities; developing criteria to assess whether communities in the state may be experiencing environmental issues and recommending options to the Governor's office and legislators for addressing these issues.»
He points to examples elsewhere where courts have successfully changed
policy on environmental issues, such as cases against deforestation in the Philippines and a supreme court ruling in India that paved the way for Delhi's buses to switch from diesel to compressed natural gas (CNG) to cut air pollution.
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.
Environmental groups are suing the Trump administration for selling oil and gas leases
on huge swaths of Western U.S. public lands while allegedly ignoring
policies meant to protect an imperiled bird.
This time, the conversation often turned to how the world will cope if the U.S. refuses to lead
on issues from international trade to human rights to
environmental policy.
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.
On the campaign trail, Trump vowed to bring back coal - mining jobs and dismantle Obama's
environmental policy, declaring climate change a «hoax.»
Exxon has argued against all the other shareholder proposals as well, including a «
policy to explicitly prohibit discrimination based
on sexual orientation and gender identity»; a
policy articulating Exxon's «respect for and commitment to the human right to water»; «a report discussing possible long term risks to the company's finances and operations posed by the
environmental, social and economic challenges associated with the oil sands»; a report of «known and potential
environmental impacts» and «
policy options» to address the impacts of the company's «fracturing operations»; a report of recommendations
on how Exxon can become an «environmentally sustainable energy company»; and adoption of «quantitative goals... for reducing total greenhouse gas emissions.»
Robert R.M. Verchick, a Loyola University law professor who worked
on climate change adaptation
policy at the
Environmental Protection Agency under Obama, said federal leadership is essential.
This isn't the first instance that members have influenced MEC to drop a brand, Labistour said, and the organization has rigorous
policies for investigating supply chains with a focus
on ethical sourcing and the
environmental footprint of the brands it carries.
The order does not call
on regional authorities to shut down mining operations directly, but instead to put the squeeze
on them by strictly enforcing
policies on electricity consumption, land use, tax collection and
environmental regulation.
The judge said in a 91 - page decision that, while the Army Corps substantially complied with the National
Environmental Policy Act, federal permits issued for the pipeline violated the law in some respects, saying in a court order the Corps did not «adequately consider the impacts of an oil spill on fishing rights, hunting rights, or environmental ju
Environmental Policy Act, federal permits issued for the pipeline violated the law in some respects, saying in a court order the Corps did not «adequately consider the impacts of an oil spill
on fishing rights, hunting rights, or
environmental ju
environmental justice.»
No one is going to make any long term investments based
on a
policy that will certainly get reversed, just like the current relaxation of
environmental regulations.
Brianna's responsibilities include engaging companies
on environmental, social, and governance issues and public
policy advocacy.
I'm pleased to have been part of a very constructive discussion
on how we can all work together
on policies that support a strong and competitive U.S. economy, create jobs and address safety and
environmental issues.
Mr. Garland and his team are responsible for developing and implementing the Funds» active ownership programs for public equities, including voting proxies, engaging portfolio companies
on their
environmental, social and governance
policies and practices, and advocating for regulatory reforms to protect investors and strengthen shareholder rights.
[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and
environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook
on leadership [27:30] Creating new
policies based
on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?
It makes no sense that the provinces would deliberately circumvent Ottawa to produce a
policy that is essentially a thumbs - up to pipelines and a bunch of rhetoric about
environmental protection or any real goals for reducing our reliance
on carbon fuels.
«
policies and practices to address
environmental or social factors that have an impact
on shareholder value»
Left - wing governments destroy healthy economies, he told us, they «binge»
on stimulus spending, are soft
on unions, govern badly and can't manage
environmental policy.
I am certainly in favor of an informed debate
on environmental policies across the country.
I have used a fall in exports to show how constrained Beijing's
policy choices are, but I could just have easily done the same using as an example any change in the currency regime, the reform of the hukou system, the de-industrialization of the bankrupt northeast provinces, the development of the OBOR and Silk Road projects, changes in interest rates or minimum reserves, protecting the stock market from crashing, the provincial bond swaps, changes in the tax regime, improving energy and
environmental policies, and so
on.
The Harper government doesn't seem to be concerned about the new emphasis
on environmental policy coming from the world's two largest economies.
He has written
on municipal finance, infrastructure, tax, energy,
environmental and labour
policy.
Several other administration
policies are likely to have a greater impact
on global greenhouse - gas emissions, including the
Environmental Protection Agency's rule to limit carbon emissions from new power plants and its first - ever carbon limits
on cars and light trucks.
On the other hand, those parties stressing the environment will attempt to overcome this image, arguing that changes to Canada's
environmental policy are not only paramount, but economically feasible.
In addition to fluctuating prices, the industry faces evolving
policies on Indigenous consultation and
environmental assessment, a changing federal and provincial
policy landscape, and technological advancements.
The agency's primary mandate is to focus
on the
policies regarding the «three Es»: energy security, economic development and
environmental protection.
Cultivating relationships with other nonprofit organizations, including those focused
on environmental, global hunger, public health, free speech, and food safety issues, to build alliances and support for the
policies that will be most effective at increasing plant - based options and readying the path to market for clean meat.
New group to report to government
on policies and business models that could help enhance
environmental protection
In
environmental policy, the Party promises stronger greenhouse gas emission regulations and enforcement in the oil - patch; a water management plan to ensure that current and future needs are balanced; a moratorium
on additional resource development
on lakeshores and lake beds; a Green Energy Plan to support green energy projects and move the province away from coalpower; and a land - use framework that curbs urban sprawl and safeguards farmland and habitats in the vicinity of cities.
BOEM's
Environmental Studies Program develops, funds, and manages rigorous scientific research specifically to inform
policy decisions
on the development of energy and mineral resources
on the Outer Continental Shelf (OCS).
A small but growing number of countries now have legal requirements for institutional investors to report
on how their investment
policies and performance are affected by
environmental factors, including South Africa and, prospectively, the EU.36 Concern about the risks of a «carbon bubble» — that highly valued fossil fuel assets and investments could be devalued or «stranded» under future, more stringent climate
policies — prompted G20 Finance Ministers and Central Bank Governors in April 2015 to ask the Financial Stability Board in Basel to convene an inquiry into how the financial sector can take account of climate - related issues.37
I suppose it will surprise no one that I will vote based
on the energy and
environmental policies of the parties.
While neither is overly occupied with the
policy concerns of the larger
environmental movement ¯ global climate, carbon capture, alternative energy, the future of nuclear power, and so
on ¯ they help illuminate a common narrative that places nature above human need.
The UN principles emphasize
environmental management to serve human need, promoting economic development, science and technology, national sovereignty, and, gingerly, restraints
on population growth where that would help, leaving the choices up to separate national
policies.
Soon,
environmental policy fell
on the courts and was inherited by politicians, leaving its grassroots behind and conservative Christians
on the margins.
One gathers that these are modeled
on the success of
environmental impact statements, as required by the National Environmental Policy
environmental impact statements, as required by the National
Environmental Policy
Environmental Policy Act of 1970.
However, this writer believes that as abortion is a bell - weather issue regarding one's views
on the sanctity of life, so trapping helps us refine our positions regarding
environmental ethics and
policy.
Children like Pineapple depend
on educational, public health and
environmental policies developed by metropolitan and state governments.
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
«The Wal - Mart Effect
on Organics: A Defense of Large - Scale Organic Production,» Duke
Environmental Law &
Policy Forum, Vol.
The news comes as scores of UK hospitality firms are beginning to change their
policies on plastic waste, while some
environmental campaigners are attempting to tax single - use plastic products in an effort to discourage their use.
«We care deeply about our industry's impact
on the environment; our operations reflect the priority and longstanding commitment we have to a clean environment,» said Kate Krebs, ABA senior
environmental policy advisor.
Research shows that a majority of global consumers, and especially Millennials, support companies that are committed to minimizing
environmental impacts and that prioritize sustainable approaches to operations.2 To share more about its water initiatives, Fetzer Vineyards developed a new page on its website containing facts about agricultural water use and details about the company's water policy support. Visit fetzer.com/water for more on Fetzer Vineyards» water initiatives, including its adoption of BioFiltro's BIDA ® treatment system and its support for water conservation research and advocacy through collaborations with groups like the Beverage Industry Environmental Roundtable (BIER) and Ceres» Connect the Drops, both of which were commended for their water policy efforts at the White House Water Summit on Building a Sustainable Water Future in the United States on Ma
environmental impacts and that prioritize sustainable approaches to operations.2 To share more about its water initiatives, Fetzer Vineyards developed a new page
on its website containing facts about agricultural water use and details about the company's water
policy support. Visit fetzer.com/water for more
on Fetzer Vineyards» water initiatives, including its adoption of BioFiltro's BIDA ® treatment system and its support for water conservation research and advocacy through collaborations with groups like the Beverage Industry
Environmental Roundtable (BIER) and Ceres» Connect the Drops, both of which were commended for their water policy efforts at the White House Water Summit on Building a Sustainable Water Future in the United States on Ma
Environmental Roundtable (BIER) and Ceres» Connect the Drops, both of which were commended for their water
policy efforts at the White House Water Summit
on Building a Sustainable Water Future in the United States
on March 22, 2016.
She has an educational background in
environmental policy and enjoys drawing
on this experience for her work
on with the SCA
on sustainability issues and her role at Counter Culture.
details of arrangements for members of the public to comment
on specific
policy proposals for which Commonwealth
Environmental Water is responsible
Kate began with Wine Institute and CSWA in 2012, and combines both her educational background in sustainable agriculture and her experience working
on agricultural and
environmental policy in Washington, DC.
To learn more about the
environmental policies at Hormel Foods, we invite you to read our environment section
on our corporate site.