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In 2018, S&P Global's 2017 Scope 1, 2 and 3 Greenhouse gas emissions received third-party assurance from Corporate Citizenship. The evaluation assessed the accuracy of our environmental data processes and systems and was verified against the ISAE 3000 assurance standard. | 1metrics
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Annual Strategy Implementation Plans The EBRD's annual Strategy Implementation Plans (SIPs) serve as vehicles to reaffirm priorities and ensure adequate resourcing of the key strategic objectives set out in the SCF. | 0none
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- Project-related corporate loans with a total aggre - gate loan amount of at least US$100 million and an individual commitment by CaixaBank of at least US$50 million, and a loan term of at least two years. | 0none
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For our analysis, we evaluated both interim/bridge and commercial mortgage loans. For both types of loans, we looked at the impact of high and low capital requirements needed to make the environmental retrofits. For the high capital requirement scenario, we evaluated the impact of low, mid and high rent increases resulting from LEED certification and how this affected the overall risk rating for the mortgage. For these scenarios, we assumed that the energy savings would be on the low end of the range for a conservative result. | 3risk
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To tackle ground emissions, we have been actively converting our fleet of owned conventional ground support equipment (GSE) to electric alternatives (eGSE). In line with the Opportunities Escalation Process, this was first identified as an opportunity for large-scale conversion in 2014. We then started a trial at JFK International Airport in 2015. Despite initial skepticism about electric vehicles before the trial, 70% of crewmembers using the vehicles preferred electric over conventional, as they offered similar or better technical performance with less noise and no fumes. | 2strategy
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7.1 Carbon Emissions Reduction Potential Through carrying out carbon reduction activities in services, products and operations, Ping An minimizes the company's potential transition risks during the process of transitioning to the low-carbon economy. | 2strategy
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We have evaluated our current and anticipated power generation portfolio using the International Energy Agency (IEA) 2 C Scenario. The findings from our climate-related scenario analysis has shaped our strategy towards achieving a more balanced energy portfolio. - We will restrict our investments in coal-fired power plants and improve the energy efficiency of our existing plants - We will focus on growing our gas and renewables portfolio as well as our green business lines while exploring new business models, products and services that focus on energy efficiency, digitalisation and new energy solutions | 2strategy
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In the event that an exclusion policy has to be implemented by ceasing financing to certain sectors, AIs may consider adopting a gradual approach, for example, by ceasing the financing of new projects. | 0none
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2 Transition Risks. The electricity used in Fifth Third's facilities is generated from many generation sources in regulated and deregulated markets. If future legislation increases the cost of greenhouse gas emissions, the company could experience an increase in generation expenses from generators that use coal or natural gas. In 2017, Fifth Third signed a Power Purchase Agreement (PPA) to purchase as much power from a new solar project as the company uses in a year. While the primary reasons for this purchase were to demonstrate environmental leadership, a secondary beneft is that the company now has a long-term contract to buy carbon-free power. The project demonstrates our ability to lead on environmental sustainability while fnding ways to understand, control, and keep new risks within our risk appetite. | 2strategy
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We currently source 18 percent of our energy from alternative fuels, low- carbon fuels and biomass. In some of our operations, we have been able to meet 90 percent of our energy requirements with alternative fuels, but we also acknowledge our potential to increase this rate significantly in the coming years. (See further information on our Geocycle operations on page 31). | 1metrics
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Objectives: Systematically offer to our customer plans of resilience to the effects of climate change Promote the different usages of water by multiplying by 3 our alternative water production capacity by 2030 Save the equivalent of the water consumption of a city of more than 2 million inhabitants Promote material recycling, recovery and reuse Every one of SUEZ's employees is working for the Resource Revolution. | 2strategy
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JetBlue is also proactively establishing its own pilot talent pipeline, making it easier for those interested in JetBlue to receive the necessary training to become JetBlue pilots. In doing so, JetBlue acquires skilled pilots who fully embrace its culture and values and retains them for the length of their careers, addressing one of its largest costs: pilot wages. | 0none
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In 2019, the Board reviewed the progress of the project to implement dual fuel engines in the Herradura haulage truck fleet which are able to automatically switch between diesel and Liquefied Natural Gas (LNG), depending on the terrain. | 2strategy
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We also support projects contributing to the transition to a decarbonized society, such as projects that provide carbon recycling technologies. We established a policy of not supporting new coal-fired power plants in principle, and we will encourage dialogue with customers that construct coal-fired power plant projects in line with this policy in order to achieve our target. | 2strategy
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CIBC Square In 2020, CIBC will be relocating to a new global headquarters called CIBC Square. Located in Toronto's downtown core, our new complex is being built based on sustainable building principles, targeting LEED (Leadership in Energy and Environmental Design) Platinum certification. Located across from the city's main transit hub, Union Station, the new location will allow employees to maximize the use of public transit. The two towers are connected by a one-acre greenspace, providing a clean air environment in the middle of the city. There will also be 300 bicycle storage spaces and on-site shower facilities to make it easier for our employees to bike to work. | 2strategy
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Physical risk To understand how physical risks may impact Bank of America, we engaged the climate risk team at Willis Towers Watson on a pilot project to assess the potential exposure of select residential mortgage portfolios. | 3risk
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This report is part of the Group's standard analysis of syste- mic risks, inter alia in the context of the analyses conducted by EIS on the impact of different risk factors on economic sectors. | 0none
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ING has the opportunity to achieve greater impact through our clients. So far, under our Terra approach we have defined sector-level climate metrics and targets such as technology change and emissions-intensity reduction to align our lending portfolio with the Paris Agreement. The approach focuses on the most climate-relevant sectors as measured by their global carbon footprint (i.e. those sectors responsible for approximately 75% of total global emissions). To do so, we apply multiple technologies, with the two primary ones being the PACTA approach for corporate lending and the | 1metrics
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Responsible tax LafargeHolcim is committed to acting with transparency, integrity, and the highest ethical standards and will not tolerate anything that compromises this in our 'Approach to Tax.' Our Tax Strategy is built on five pillars: 1. Full compliance and alignment to business strategy: We comply with tax laws in a responsible manner and align our tax strategy with our business strategy. and judgment to ensure all decisions are well-considered and documented. constructive relationships with tax authorities and support efforts to increase public trust in tax systems. We support and work in collaboration with the Organisation for Economic Co-operation and Development (OECD) on the Base Erosion and Profit Shifting (BEPS) project, including full compliance with Country-by-Country reporting. In the interests of transparency, we report on taxes paid per region on an annual basis (see page 68). relevant processes and controls in place in order to limit financial risks for the Group. to simplify and improve tax regimes to encourage investment and economic growth in all communities where we operate, including by paying taxes locally. | 0none
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In technology development, we focus on increasing resource efficiency - aiming to reduce energy and water consumption, emissions, effluents and waste. In 2019, 81% of our R&D projects were related to initiatives targeting sustainability improvements. | 2strategy
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27TAIHEIYO CEMENT REPORT 2020 ince introducing a WHR power generation system at its Kumagaya plant in Kumagaya City, Saitama Prefecture in 1982, the company has installed similar facilities in its other plants in Japan. These systems generate power by recovering thermal energy from high-temperature exhaust gas generated in the cement calcination process and contribute significantly to the reduction of CO emissions. In October 2019 the company decided to install a WHR power generation facility incorporating a cutting-edge waste heat recovery boiler at its Saitama plant in Hidaka City, Saitama Prefecture. This facility is scheduled to begin operations in September 2022, marking the completion of the initiative to install waste heat power generation systems at all six company plants. The operation of these facilities is expected to help reduce CO emissions by approximately 27,000 tonnes per | 2strategy
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AM has developed a suite of products allowing clients to identify the carbon intensity of their investments and/or to align them with the Paris Agreement: In 2017, AM together with the New Employment Savings Trust launched a strategy called Climate Aware with an aim to do more than manage investments based on carbon footprinting. | 2strategy
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44 National Australia Bank delayed in the 2020 financial year, due to COVID-19, but is expected to be completed in the 2021 financial year. - Climate Measurement Standards Initiative (CMSI) - The Group joined and supported this cross-sector industry initiative which formed in the 2020 financial year. The CMSI includes representatives from across the banking, insurance and investment sectors alongside pre-eminent Australian climate scientists working together under the auspices of the National Environmental Science Program's Earth Systems and Climate Change (ESCC) Hub, professional services firms and finance sector industry bodies. The objectives of the CMSI are to provide open- source voluntary guidelines for financial institutions (banks, insurers and asset managers and owners) with consistent scientific and technical guidance on how to assess the physical risk of climate-related damage to homes, buildings and other critical infrastructure arising from extreme weather events - such as tropical cyclones, bushfires and floods. The CMSI focused on supporting implementation of the Task Force on Climate-related Financial Disclosures recommendations in addition to better understanding the financial system's exposures to climate-related risks. Two key reports were published in the 2020 financial year, including a finance report and a science report which are available at: https://www.cmsi.org.au/reports - Climate-KIC Australia (Climate-KIC) - The Group has been working with Climate-KIC and a number of other organisations, including government agencies and industry bodies on an Adaptation Finance Project. This project is exploring how the financial sector can invest in climate adaptation to deliver commercial returns and greater climate resilience with a view to developing insights into the creation of a scalable approach to adaptation finance. In 2020, the project completed a report that shares insights and makes recommendations for current and future projects focused on addressing the adaptation finance gap. This work has contributed to the adaptation finance discourse in Australia - the report is available at: https://climate-kic.org.au/our-projects/ adaptation-finance-project/ - Resilience Investment Vehicle (RIV) - The Group has been working with IAG, CSIRO and a number of other government agencies, industry groups and not-for-profits on a RIV. This project is exploring how the financial sector can invest in climate adaptation to deliver commercial returns and greater climate resilience with a view to developing insights on the creation of a scalable approach to climate adaptation finance. - Australian Industry Energy Transitions Initiative (AIETI) - The Group joined this collaborative industry initiative supported by ClimateWorks Australia and Climate-KIC in the 2020 financial year. The AIETI aims to accelerate informed action by Australian industry towards the achievement of net zero emissions in hard-to-abate sectors by 2050 while managing the transition to thrive in a decarbonised global economy. The AIETI will focus on five supply chains critical to achieving the Paris Agreement temperature goals ('well-below two degrees | 3risk
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The response within financial markets was a decline in equity, credit and securitised product valuations across key sectors, affecting the valuation of assets measured at fair value, including those held in the trading book, leverage finance underwrites, equity positions held as principal investments, assets held for liquidity purposes and investments within Barclays' pension fund. | 0none
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Currently, all three private equity strategies diligence our current and prospective General Partners for Energy Efficiency, Water Usage and Natural Resource Usage as part of the Capital Dynamics R-EyeTM Rating. Our plan is to expand these factors over the next twelve months and formally consider measuring the results, once we have enough data for a meaningful analysis. The next phase of the plan will contemplate how to apply a weighting system to data collected from relevant Climate R-EyeTM Rating questions. | 2strategy
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3) Active Ownership: engagement and voting activities We actively engage with companies to foster their efforts in aligning with a below 2 C world in pillar 3. We see engagement as a dialogue between investors and companies with the dual objective of impacting how companies operate and enhancing shareholder returns. Overall, around 36.8% of our direct company dialogues related partially or solely to climate change topics in 2019. In addition, Bank J. Safra Sarasin contributes to different collaborative engagement initiatives. For example, the Bank continued to par- ticipate in the Investor Decarbonisation Initiative led by ShareAction. Our full Active Ownership strategy is described below and is also outlined in our publicly available Active Ownership Policy and Active Ownership reports. | 2strategy
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(4) Metrics and Goals As a signatory to the Principles for Responsible Banking (PRB), we aim to bolster our initiatives in the areas of impact finance and renewable energy finance projects. | 2strategy
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The highest governing body for sustainability-related issues is the Group ESG Board. Meeting quarterly, it is comprised of three Allianz SE BoM members as voting members, one BoM member as standing guest voting on operations topics, and key departments being represented. On a case-by-case basis, further participants from Group Functions and operating entities participate. The ESG Board is responsible for sustainability and climate-related topics and oversees the Allianz Group Climate Change Strategy. It steers the whole corporate responsibility agenda, including for example positioning on Sustainable Finance as well as approving and steering external climate and ESG-related commitments and initiatives. Furthermore, it is responsible to ensure alignment of the ESG agenda with Allianz’s business operations, especially by validating with Group functions such as Group Risk and Group Compliance. It also oversees the integration of climate and ESG aspects into all core lines of business and central Group processes. | 4governance
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Our approach to the low-carbon transition will be steered by our commitment to set science-based emission reduction targets as well as to reaching net-zero emissions in our proprietary investment portfolio by 2050. To this end, we will set ourselves long-term and intermediary emissions reduction targets for our business operations as well as our proprietary investment portfolio in line with the Paris Agreement’s target of limiting global warming to 1.5°C. We expect publication of carbon reduction targets for our investment portfolio as part of the AOA towards the end of 2020, since the target-setting methodology for financial institutions is yet to be defined by sectoral initiatives like SBT for Financial Institutions within the SBTi. | 1metrics
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We are using special modeling techniques for natural catastrophes which combine portfolio data (geographic location, characteristics of insured objects and their values) with simulated natural disaster scenarios to estimate the magnitude and frequency of potential losses. Where such stochastic models do not exist, we use deterministic, scenario-based approaches to estimate potential losses. | 3risk
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Methodology and scope The portfolio carbon footprint is calculated based on the following measures for scope 1+2 emissions in line with the GHG Protocol. Emission-related data is provided by MSCI. | 1metrics
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We believe that climate change will materially affect economies and therefore our lines of business. Arising risks and opportunities can be seen already today and will increase over mid- and long-term. These can for instance be acute and chronic physical impacts on property or human health such as warming temperatures, extreme weather events, rising sea levels, intensifying heatwaves and droughts or a change in vector-borne diseases. Risks and opportunities also result from the cross- sectoral structural change stemming from the transition towards a low-carbon economy. These include changes in climate policy, technology, or market sentiment, and impact thereof on the market value of financial assets, as well as impact resulting from climate change litigation. | 2strategy
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The BoM reports regularly and comprehensively to the Supervisory Board on business development, the company’s financial position and earnings, planning and achievement of objectives, business strategy, and risk exposure. Climate-related issues are part of these regular updates where relevant. | 4governance
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The ESG Sustainability Council pulls together the geographical business scopes led by our three EVP Zone CEOs and functional leadership at the Executive Board level. It meets every month and reports progress to the full Executive Board monthly. | 4governance
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Climate-related physical risks To assess physical risks until 2025, we focused on impacts from extreme weather events including extreme temperature, water stress, storms and flooding risks. Extreme weather affects our value chain today, and the impacts represent the differential between the current run rate of impacts and the 2025-forecasted level. | 2strategy
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Climate risks and opportunities are included in the scope of our Enterprise Risk Management (ERM) Framework, processes and reporting. Climate analysis is a rapidly evolving area. We took important steps in 2020 to strengthen our methodology and tools to identify, assess and manage our climate risks and opportunities. Our 2020 assessment approach and process, as well as how the insights were integrated into our overarching climate change strategy, are summarized in the Strategy section. The findings will continue to be integrated into our strategic planning and ERM Framework to help strengthen our resilience, mitigation and adaptation responses. The results and learnings of this ongoing work are regularly presented to the Executive Board and Board of Directors. | 3risk
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We continue to build upon our existing metrics and targets to help guide the implementation of our net zero pledge. Data is our starting point. We are enhancing our ability to identify and measure emissions, working with our suppliers and customers, and exploring new ways in which we can use analytics, automation, artificial intelligence and machine learning to enhance decision-making and transparency. Our targets and progress can be found in our Creating Shared Value and Sustainability Report 2020 at www.nestle.com/csv/performance. Details of our climate mitigation and adaptation plans and targets can be found in our Net Zero Roadmap. | 1metrics
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The Executive Board has the final oversight of the Combined Non- financial declaration which includes the climate / environmental strategy, climate-related risk assessment, organization, management, measures and targets. The highest monitoring body in the area of sustainable management is the Supervisory Board. The Supervisory Board commissions a limited audit review of the Combined Non- financial declaration. | 4governance
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Lufthansa Group provides incentives for the achievement of climate- related targets on board-level. The Supervisory Board defined specific CO2 reduction as focus topic for the strategic and sustainability target for long-term variable remuneration (LTI) for the 2020 financial year. The non-financial performance criteria thus take the interests of key stakeholders into account and provide long-term incentives for the environmental goal of reducing specific carbon emissions. For the LTI, the possible range of the target achievement for the financial and non- financial targets is between 0% and 200%. For the non-financial target “Environment”, the targets set by IATA (International Air Transport Association) for fuel efficiency are used, i.e. the average amount of kerosene consumed to carry a passenger 100 kilometres. The aim is to reduce specific fuel consumption by 1.5% p.a. and so to improve specific CO2 emissions. The LTI for 2020 includes emissions from Lufthansa’s own fleet as well as those from wet lease flights. To calculate performance, the improvement in specific CO2 emissions is measured annually over the four-year performance period. This was the Further Disclosure only non-financial target for LTI in 2019 and 2020 and accounted for 25% of the LTI. Specific CO2 efficiency (including wet-lease flights) came to 10.52 kg/100 passenger-kilometres in 2020 (2019: 9.22 kg/100 passenger-kilometres), so that performance in the 2020 financial year for the environmental parameter for the LTI 2020 was 0%. The development of this KPI in 2020 was due to the corona pandemic and mainly driven by comprehensive travel restrictions which resulted in lower passenger load factor and a higher share of short-haul flights which emit relatively more CO2 than long-haul flights. | 4governance
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Risks are assessed by the respective risk owners and aggregated in a risk map by the risk management function. This process takes into account all kind of risks, i.e. also risks related to climate change – including physical and transitional risks. The risk map is updated quarterly in close cooperation with different committees/departments throughout the Lufthansa Group. Thereby it is ensured that various professionals and environmental experts evaluate the climate-related risks/ opportunities . Based on their assessment the financial and strategic impact on the Group from climate-related risks is made transparent. Asset specific risks/opportunities from climate change are assessed in the respective departments. | 3risk
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Additionally, specialists from the Corporate Responsibility department coordinate climate-related research activities and support and facilitate climate risk and climate opportunity management activities across the Group. | 3risk
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Most of the Group’s CO2 emissions are direct emissions (Scope 1) from its own operations. But greenhouse gas emissions are also generated in other parts of the value chain and the Group takes all CO2 emissions into account and accordingly discloses Scope 1-3 emissions. | 1metrics
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On an annual basis, the proposed principal risks, risk watchlist and emerging risks are reviewed and approved by our ExCo before being submitted to the Audit and Risk Committee (‘ARC’) and the Board. In line with our Group risk management framework, the ARC meets quarterly to receive updates on how our principal and watchlist risks are being managed across Vodafone. | 4governance
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The Head of Sustainable Business manages the Sustainable Business team that includes the Environment Manager, whose responsibilities include creation, monitoring and reporting on climate change programmes and targets, such as the carbon reduction goals, Science Based Targets commitment, and Planet agenda actions. | 4governance
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After the list of potential risks and opportunities was put together and updated based on the progress made, we evaluated the materiality of each by assessing their likelihood and impact using our Group risk management framework. This materiality assessment will be conducted each year to ensure the implications of all risks and opportunities are appropriately understood in the context of the ever-changing business and physical environment. We will update the risk scores as necessary due to the changing circumstances or as improved data or modelling for these risks and opportunities becomes available. | 3risk
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This target was determined by comparing our 2010 GHG emissions against the 40-year 2°C aligned reduction trajectory to 2050, using the European 66% emission mitigation scenario (2010-50 Representative Concentration Pathway (‘RCP’) 2.6). In 2017, there was no telecommunications industry standard or specific reduction pathway. However, through aligning to the higher European decarbonisation requirement, the 2025 target meant Vodafone would decarbonise at the rate needed to keep global warming at 2°C or below, which equated to a 40% reduction by 2025. | 1metrics
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Target: Consume 100% renewable electricity by July 2021 in Europe and by 2025 in all markets | 1metrics
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Management is also encouraged to communicate with our Board of Directors with respect to extraordinary risk issues or developments that may require more immediate attention between regularly scheduled Board meetings. Our Non-Executive Chairman of the Board facilitates communications with our Board of Directors as a whole and is integral in initiating the discussions among the independent Board members necessary to ensure management is adequately evaluating and overseeing our Company’s risk management. Additionally, in accordance with New York Stock Exchange requirements, the Audit Committee of our Board is responsible for discussing our major financial risk exposures, steps management has taken to monitor and control such exposures and the Company’s process for risk assessment and management, and quarterly reports are made to the Audit Committee on financial and compliance risks. | 0none
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During 2019, we continued our focus on optimizing our solid waste business, developing our people and investing in technology to better serve our customers. We produced strong operating results from our collection and disposal business, and these results demonstrate that that we are investing in the right areas and driving the right behaviors. This positive 2019 performance continues to position management to execute on the strategic long-term growth goals of the Company through investments in our employees, technology, and asset network. | 0none
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Net cash flow generated from operating activities of $30.3m was lower than the $88.7m in the prior year primarily due to an investment in inventory to support growth. The group tactically increased stock in the USA by bringing forward seasonal stock, in the UK as an insurance against potential Brexit disruption and in Europe to support accelerated expansion. Net cash at 30 June 2019 decreased to $9.8m. | 0none
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The Board guides and monitors the business and affairs of the company on behalf of the shareholders, by whom it is elected and to whom it is accountable. The Board has adopted formal guidelines for Board operation and membership. These guidelines outline the roles and responsibilities of the Board and its members and establish the relationship between the Board and management. | 0none
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The fund management industry recorded its highest monthly net withdrawal in 2020 during the height of the health crisis in March. However, the industry demonstrated resilience throughout this episode of market stress due to the soundness of the liquidity risk management frameworks of capital market intermediaries. Furthermore, investment management professionals navigated market volatility through effective management strategies, which led to the restoration of investor confidence. By July 2020, the fund management industry rebounded and recorded asset under management (AUM) of RM844.1 billion, surpassing the historical high of RM823.2 billion as at end December 2019. | 0none
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The CSO has responsibility for sustainability and climate change oversight within UPS. The CSO is a member of the UPS Executive Leadership Team (ELT), which consists of the Company's most senior executive officials, and reports directly to the CEO. | 4governance
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At UPS, we believe our purpose is to move our world forward by delivering what matters, and contributing to a truly sustainable global society matters. The sustainability team works with cross-functional teams to implement programs that create better not bigger business value and drive progress toward UPS’s sustainability goals. The sustainability team convenes individual working groups to address specific sustainability issues and initiatives, such as urban logistics and last mile delivery, electric vehicles, renewable electricity and airline efficiency. The CSO also: • Is a member of the company’s ELT Risk Committee, which is an internal group that meets quarterly to review the company’s enterprise risk strategy; and • Partners with the company’s Chief Diversity, Equity & Inclusion Officer to support programs aimed at supporting the company diversity goals. | 4governance
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Risks to the network and supporting processes are evaluated and mitigated based on both asset cost and impact to the network’s functionality, inclusive of facilities and equipment. Extensive risk-scenario planning is conducted within the air and ground networks to evaluate potential disruption in key operating facilities from a variety of risk sources, including climate change issues related to weather and/or natural disasters and change in governmental policies. | 3risk
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Currently, climate change related risks or Sustainability at UPS are assessed as Tier 1 risks. There is a designated review process for Tier 1 risks where the subject matter experts review a risk profile with Enterprise Risk Management. Enterprise Risk Management (ERM) communicates Tier 1 risks to the ELT and Board of Directors (BOD) Risk Committee through an annual risk assessment and ranking exercise. | 3risk
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In alignment with our strategy and risk management process, UPS reports three primary metrics to assess the climate-related risks and opportunities: • Package Carbon Intensity (Metric Tonnes of CO2/Package Volume) • Percentage Alternative Fuels (RNG, LNG or EV) • Absolute Emissions (Metric Tonnes of CO2) | 1metrics
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In 2020, UPS broadened its ESG vision and built a road map on three generations of sustainability goals. Recently announced, the two primary sustainability goals include a social sustainability goal – positively impacting 1 billion lives by 2040 – and an environmental sustainability goal – achieving carbon neutrality by 2050. The road map to carbon neutrality by 2050 includes the following targets: • By 2025 25% renewable electricity for facilities (existing goal). 40% alternative fuel purchases as a percent of total ground fuel (existing goal). • By 2035 30% sustainable aviation fuel. 100% renewable electricity for facilities. 50% reduction in CO2 per package delivered for global small package (2010 baseline). | 1metrics
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Due to the overlapping nature of the environmental services that WM provides and climate-related issues, the risks and opportunities are discussed, in whole or in part, at each meeting through one or all of the following governance mechanisms: strategy, major plans of action, risk management policies, annual budgets, business plans, performance objectives, major capital expenditures, and progress against goals and targets for addressing climate-related issues. Specifically, reviewing and guiding strategy is scheduled into every board meeting to inform the entire board and contribute to managing information, making decisions about what the company will do, and adapting those decisions based on climate-related information. Issues discussed in the reporting year include (1) the ability to provide carbon-reduction services such as recycling, composting, renewable energy, and advisory services; (2) direct GHG reductions from changes associated with our fleet, use of renewable energy, and operational efficiencies; (3) physical risk of severe weather to our employees, facilities, and ability to provide services, and (4) regulatory risk associated with climate change policy issues. Successful management of these issues relies not only upon significant investment in, for example, collection of landfill gas and production of renewable natural gas (RNG) and state-of-the-art material recovery facilities leveraging robotics and automation, but also an overarching strategic plan to address the financial viability of recycling, deployment of capital in our fleet, and WM’s ongoing development of landfill-gas-to-fuel facilities. Therefore, reviewing and guiding strategy at each board meeting is essential to meeting goals and targets. Additionally, one-on-one sessions with the Committee Chairs are conducted on an ad hoc basis. | 4governance
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The Chief Sustainability Officer (CSO) reports directly to the CEO. The CSO meets regularly with the CEO, who is also a member of our Board, to discuss the key issues identified in the Enterprise Risk Management (ERM) process, and holds responsibility for managing information on climate-related issues, developing strategy, and adapting decisions based on climate-related information as necessary. Climate issues such as the ability to provide GHG emissions-avoiding services, the physical risks of climate change on WM facilities and services, and meeting WM’s GHG reduction goals impact WM’s recycling, composting, renewable energy production, fleet composition, advisory services and landfill operations of our business. In addition, carbon reduction and response to climate change are central factors in our municipal and private sector customers’ decisions to employ our services. | 4governance
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Supply Chain Risk Assessment We have established a process to identify key supplier risk factors and determine how to mitigate those factors. We observe and check the progress of the supplier risk profile over a period of time. We methodically examine the supplier risk profile for the purpose of explanation and interpretation. A risk profile is established for the supplier and the overall category. In this way, we continually assess the strengths and weaknesses of our suppliers, and the impact these could have on our business. | 3risk
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At the company level, WM uses an enterprise risk management (ERM) process involving senior leaders and subject matter experts from all major divisions to assess the materiality of all risks across the enterprise, including climate related risks. Each year the Treasury & Risk Management team performs top-down and bottom-up reviews across all headline risk areas to assess changes, identify emerging risks and prioritize risks for in-depth analysis. Top-down reviews consist of one-on-one meetings with every member of the Senior Leadership Team (SLT) as well as select group Area Vice Presidents to get a regional and operations-focused viewpoint on risk. Bottom-up reviews are done in workshop format including all subject matter experts for a given headline risk as well as participants from regional operations. An output from these meetings is a standardized scorecard which includes risk and opportunity ratings for (financial) impact, likelihood (of event), outlook (of risk exposure) and confidence (in risk management). Additionally, forward-looking action plans with measurable indicators and progress on action plans from previous assessments are also discussed & documented. Based on findings from top-down and bottom-up reviews, certain risks are identified as “Priority Risks” and receive a more granular assessment, quantification of impact, and are elevated for further discussion with the SLT and the Board. The executive team that manages our enterprise risk reporting to the Board reviews all submissions for consistency in determining scope of impacts, and comprehensiveness in determining the adequacy of current support by internal staff, the sufficiency of financial support for contractors or mitigation measures needed to manage and reduce risk, sufficiency of legal support, and the extent and sufficiency of third-party consulting support. Moreover, the staff working on the ERM documentation coordinate with those drafting the risk factor description for the Annual Report Form 10-K to assure thoroughness in response. The environmental impacts, risks, and opportunities, including climate-related, associated with our carbon reduction service lines are discussed each year. WM’s Corporate Development & Innovation department briefs the Board at least annually on potentially disruptive technologies, sometimes related to customer expectations with regard to carbon reduction services. Additionally, a cross functional team made up of team members from Legal, Sustainability, Recycling, Treasury & Risk Management, Corporate Development and others, meet monthly to discuss business disruptors. | 3risk
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Potential sustainability risks include financial and insurance-related risks (including compliance and governance considerations), safety and health, and supplier diversity. In our mission of continuous improvement, we monitor insurance declarations through an automated system checking for expired or out of date insurance declarations, which triggers notification to the supply chain managers for corrective action; we conduct site visits and unannounced inspection of suppliers’ facilities, particularly with our top fleet suppliers; and we work closely with the operations in the field to observe the service level provided to our operations. Any slippage observed from a safety or service disruption standpoint, will warrant a corrective action plan. | 3risk
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WM reports on progress against our goals in our annual Sustainability Report: Goals and Progress. Offset 4 times the GHG emissions we generate through our operations by 2038 70% of collection fleet to be alternative fuel vehicles by 2025 55% of alternative fuel vehicles to run on RNG by 2025 100% renewable electricity will be purchased for all WM controlled facilities | 1metrics
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WM is reducing our fleet’s greenhouse gas (GHG) emissions by transitioning our traditional diesel collection fleet to vehicles running on natural gas and increasingly fueling these vehicles with renewable natural gas (RNG) produced at our own landfills. | 2strategy
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Climate-related risks and opportunities are part of Pandora’s Enterprise Risk Management system reporting to the Executive Leadership Team and the Board of Directors. Pandora’s climate and renewable energy targets are governed by the Sustainability Board, which has five members from the Executive Leadership Team. | 4governance
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Pandora measures its carbon footprint across all three greenhouse gas scopes. Approximately 1% of CO₂ emissions are related to Scope 1, 8% to Scope 2 and 91% to Scope 3. We focus on reducing all three scopes through our climate targets: 1) become carbon neutral in our own operations by 2025, and 2) set a Science Based Target by the end of 2021. | 1metrics
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We believe it is important to have both dedicated in- house ESG expertise, as well as broad-based responsibility for ESG matters across investment teams. Carlyle has a dedicated global team of internal ESG professionals led by Carlyle’s Global Head of Impact, who reports in directly to the firm’s COO. The ESG team works closely with our deal teams and the Global Legal Investment team as they diligence potential investments, and subsequently directly with our majority-owned portfolio companies to drive understanding and adoption of ESG principles and to create tailored value-creation plans. We also work closely with investors and broader stakeholders to drive industry learnings and best practice. As such, our work on climate risks and opportunities are integrated across the responsibilities of Carlyle professionals. | 4governance
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Another deal we evaluated in the past year had significant potential market and policy risks due to the carbon-intensity of the core business model. We worked with a third-party ESG consultant to conduct on-the-ground diligence of the material ESG risks we identified. As part of that work, we modeled out investment implications under different carbon-pricing scenarios. We also incorporated improved monitoring of greenhouse gas emissions and a more robust approach to reducing those emissions over our hold period as part of our investment thesis, as we believe this would position us for a stronger exit. | 3risk
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INDIVIDUAL INVESTMENTS For individual investments, we use the Sustainability Accounting Standards Board (SASB) framework to guide our diligence of material issues. Our investment teams lead this diligence, in partnership with our dedicated in- house ESG team. We furthermore bring in specialized ESG third-parties on specific diligence items, where needed. Our diligence of individual investment opportunities has increasingly included climate-related risks and opportunities, where material. As mentioned above, potential investments with a higher level of perceived ESG risk are elevated to our ESG Review Committee, which provides a recommendation as to whether the firm can proceed with an investment or not. | 3risk
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OUR OWN OPERATIONS 2019 was Carlyle’s third year of carbon neutrality across our 32 global offices and the activities of our more than 1,750 employees, after we became the first major private equity firm to make a carbon neutrality commitment in 2017. Using the World Resources Institute’s Greenhouse Gas Protocol (GHGP), we focused on the material sources of emissions for our firm across Scopes 1-3: office utilities, offsite data centers, commercial and private air travel, and employee commuting. In 2019 we emitted 19,576 metric tonnes of carbon dioxide equivalent across those categories, detailed in the table on the next page. As in prior years, we offset our emissions by purchasing carbon offsets in truck stop electrification projects in the US through The Carbon Fund, which were verified by the American Carbon Registry. Our carbon footprint was assured by Apex Companies. | 1metrics
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We normalized emissions to portfolio company revenue to arrive at a carbon intensity of metric tons (MT) CO2e per million dollars of revenue. By using an intensity-based metric rather than an absolute-based metric, we are able to better account for the difference in size and operations across portfolio companies. | 1metrics
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Our fiscal 2020 results reflect headwinds from our BD AlarisTM System remediation efforts and more notably, the ongoing COVID-19 pandemic and its significant impact on healthcare utilization. However, the perseverance of our associates—and the notable success of our BD Life Sciences–Integrated Diagnostic Solutions team in developing innovative COVID-19 diagnostic testing—allowed the business to return to revenue growth in the fiscal fourth quarter and finish the year with revenues down slightly on a year-over-year basis. | 0none
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As a global company, we have a role and responsibility that extends even beyond the world of health. We are making progress to minimize our environmental impact and maintain resilient global operations by continuing to reduce greenhouse gas emissions —down 48% since 2008— and water consumption. We remain committed to reducing waste and increasing the use of renewable energy in alignment with our bold new sustainability goals for 2030. | 1metrics
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Sales of goods is recognized at the time of shipment only if it meets the conditions that significant risks and rewards of ownership of the goods have been transferred to the customer, and neither continuing managerial involvement nor effective control over the goods sold is retained. Revenue arising from rendering of services is generally recognized by the percentage-of-completion method at the date of the end of the reporting period. In addition, revenue arising from interest, dividends or royalties is recognized when it is probable that future economic benefits will flow into the Company and those benefits can be measured reliably. | 0none
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When considering the overall number of new launches of three real estate segments altogether, a clear difference can be observed. Normally, the launch of landed real estate projects corresponds with demand in the market, which fluctuates at a similar rate in each year, whereas the launch of new condominiums usually fluctuates in line with the economic situation or factors that affect the consumer confidence, such as political situation. However, condominium sector has a mechanism that controls supply in the market, which is developers’ flexibility to adjust their plans for project launches by looking at existing supply in the market before making a new launch. This mechanism is beneficial for the real estate market in the long run, because it prevents problems of excess supply within the market. | 0none
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Third, we aim to improve communications with all stakeholders. Operational success is only possible if we can embed into the business a regular and reliable dialogue with our stakeholders – customers, investors, NGOs, local communi- ties, governments and international institutions. Our Newsroom channel will continue to keep people abreast of our corporate views and positions but we will, at the same time, strive to constantly provide feedback into our business operations regarding what our stakeholders are telling us. | 0none
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In 2016, the System LSI Business featured a full mobile System-on-Chip (SoC) lineup with 14-nanometer (nm) FinFET process technology, including the Exynos 8 Octa for premium mobile devices, Exynos 7 Quad, a solution with inte- grated full connectivity for entry-level devices, to the Exynos 7 Dual, which was the industry’s first SoC for wearables on 14nm. The company also introduced its Dual-Pixel image sensor that delivers a DSLR camera-level phase-detecting autofocus on a mobile platform to provide device users with fast photo shooting and premium im- age quality, even in low light environments. | 0none
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AGL Macquarie has some of the most secure water in the Hunter Valley. Under the Hunter Valley water sharing plan, the major utility licences have the highest security. This security level is shared with basic stock and land holder rights, major utility (town domestic supply), and environmental water. | 2strategy
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Paper BlackRock set a 2020 paper reduction target of 25% in October 2017. As of year-end 2019, BlackRock has reduced paper use globally by 44%. We attribute this reduction to heightening of employee awareness, swipe technology, and standard double-sided print settings on all copiers. | 1metrics
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Hydraulic Fracturing Hydraulic fracturing, commonly referred to as fracking, is an oil and gas well development technique, using a high pressure injection of liquid into the rock, which creates fracturing and allows natural gas and oil to flow more freely. Whilst this method of extraction has provided cheaper, more plentiful energy sources for many, it is also a sensitive sector that is of concern for many stakeholders. Impact areas include water consumption and quality, wastewater disposal, air emissions and impacts on local communities, including noise, traffic and seismic changes. Our appetite for doing business with this industry is as follows: | 2strategy
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4 Investec is removing all refrigerants that have ozone depletion potential and continues to explore alternative options to minimise global warming potential. Installation refinements have also reduced refrigerant leaks resulting in reduced consumption. | 2strategy
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As part of the 'WasteReloaded' campaign, the 'RiVending' project was launched (see Versalis Revive on p. 26) to recycle the cups and stirrers used in beverage machines in the head offices in San Donato Milanese, to produce a secondary selected polystyrene raw material that helps to supply the Versalis plant in Mantua. | 2strategy
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A4S Support S&P Global's CFO, Ewout Steenbergen, is a member of the Accounting for Sustainability (A4S). A4S was established by HRH The Prince of Wales and aims to inspire action by finance leaders to drive a fundamental shift toward resilient business models and a sustainable economy. | 4governance
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IEnvA is the airline industry version of Strategic direction, approvals, guidance, challenge Proposals, updates ISO 14001 (the international standard for environmental management systems) tailored specifically for airlines and is fully compatible with the International Organisation for Standardisation (ISO). | 3risk
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By mid-2021, PSEG Power will have retired or exited through sales more than 2,400 megawatts (MW) of coal-fired generating capacity since 2017. This will mark the completion of PSEG Power's coal exit strategy, which began in 2016. In June 2017, PSEG Power retired the Hudson and Mercer coal-fired generating stations. These were our last coal plants operating in | 1metrics
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KINCARDINE: Financing for the construction and operation of a 50MW wind farm located in Scotland in which the sponsor is Cobra (ACS Group) and where BBVA has participated as one of the three leading banks. Kincardine is one of the world's first offshore floating wind farms and is a sign of BBVA's support for new sustainable technologies. | 2strategy
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This consulting service is free of charge and includes the following three options to meet differing needs in light of the areas of customers' interest. - Assistance in implementing supply chain risk countermeasures - Assistance in executing a mapping method aimed at clarifying relation- ships between customer business- es and Sustainable Development Goals - Assistance in facilitating an SDG- oriented corporate culture | 2strategy
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We have performed targeted intercept and development work around the Condamine River, including drilling specifically designed wells for these seeps. Recent measurements show that these wells have helped us capture the methane emissions before they reach the surface and that the Condamine River seeps have generally decreased since they peaked during 2016. | 2strategy
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The 2017 Global Real Estate Sustainability Bench- mark (GRESB) awarded ten of UBS Asset Management's real estate and infrastructure funds 5-star ratings, and seven funds ranked first in their respective peer groups. | 1metrics
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AGL Macquarie is working with WaterNSW to add to its model of the Hunter River regulated system to improve and provide greater clarity of our operation and operational impact on the system. | 3risk
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As for the long-term incentives, vesting is a function for 20% to Corporate Social Responsibility targets. - 10% is based on SG's positioning within RobecoSAM (in the 1st quartile), Sustainalytics (in the 1st quartile) and MSCI (Rating = BBB); - and 10% based on the achievement of SG's commitments in terms of financing the energy transition (100% vesting if the target is achieved in 2023. If the target is not met, there will be no vesting). | 1metrics
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Number of Governmental Enforcement Actions of Aviation Safety Regulations JetBlue had no material government enforcement actions in 2018 from the FAA, the EASAi, or an equivalent national authority relating to aviation safety, including but not limited to maintenance, transportation of hazardous materials, drug testing, records and reports, training, and noise. | 0none
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We have reduced our energy consumption per tonne of clinker to 3,518 megajoules in 2018 (1990: 4,532 megajoules), among the lowest rates in the sector. Since 1990, we have increased our cement production by around 79 percent, while our annual energy consumption has increased by just 18 percent. | 1metrics
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10 Representative Concentration Pathways (RCP) scenarios are named based on the hypothetical radiative forcing level (the portion of energy transmitted to the earth that is trapped within its atmosphere) of the earth at the end of the century. | 3risk
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By means of the Ekos Social platform, built in partnership with the Ekos Brazil Institute, it is possible to learn about the participating projects and pick the project of your choice for the purchase of carbon credits. | 2strategy
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Scentre Group has a Responsible Business Group, comprised of members of the Executive Team and subject matter experts that are leading initiatives as part of our Sustainable Business Framework. Membership reflects accountability for the delivery of initiatives that contribute to our primary environmental target of Net Zero Emissions by 2030. | 4governance
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In 2018, the Combating Human Trafficking in Commercial Vehicles Act (Pub. L. No. 115-99) required the establishment of a Department of Transportation Advisory Committee on Human Trafficking to make recommendations on actions the department can take to help combat human trafficking and to develop recommended best practices for states and state and local transportation stakeholders to adopt in combatting human trafficking. JetBlue holds an appointment on this committee and is working alongside other transportation sector stakeholders to finalize a report that will be submitted to the Secretary of Transportation this summer. | 0none
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ISO 14001 (the international standard for environmental management systems) tailored specifically for airlines and is fully compatible with the International Organisation for Standardisation (ISO). British Airways achieved Stage 1 certification in 2019 and all other Group airlines are progressing on Stage 1 certification in 2020. | 3risk
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Mountain Top Removal Coal Mining Mountain Top Removal (MTR) coal mining refers to surface coal mining (and the associated reclamation operations) that remove entire coal seams running through the upper fraction of a mountain, ridge, or hill, by removing all of the overburden and creating a level plateau or gently rolling contour with no high-walls remaining.1 Barclays recognises that MTR in the Appalachian region of the USA is a legal mining method, overseen by a robust regulatory framework. | 2strategy
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