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… in South Africa, was actively pursuing a strategy and associated initiatives to build climatechange resilience in South Africa. The company claimed over 22% of all insurance business in … therefore had to take a hard look at where the company should focus its efforts in the future. How could the company increase revenues, decrease costs, or reduce risk to make crop …
… participants said had been badly organized and run." The conference also left in doubt the future of current mechanisms such as the European Carbon Market. The conference in … scientific assessments - which had their fair share of critics and skeptics - spurred world leaders into action. In 1992, representatives from 178 countries met in Rio de Janierio, Brazil for a summit that led to the establishment of a …
… bank’s management team needed to carefully consider how different funding structures would impact their mission to accelerate private investment in clean energy, create Connecticut jobs, promote energy security, and address climatechange. Further, changes to funding, structure, and products could all affect the "inclusive …
… and development (R&D) to $1.5 billion by 2010; To increase revenues from ecomagination products to $20 billion by 2010; To reduce the volume and intensity of greenhouse gas … turbines as ecomagination products, and devised a set of standards under which current and futureproducts would be considered for inclusion in the ecomagination brand. In his public … initiative. His candor earned him praise from leaders of powerful environmental NGOs like World Resources Institute President Jonathan Lash, who announced his support of the …
… an increase in CO2 and other gasses in the atmosphere to the general warming of the earth’s climate, a phenomenon dubbed “the greenhouse effect”. Since CO2 was a byproduct of the … were a substantial contributor of CO2 to the atmosphere, scientists at General Motors, the world’s largest automaker, had started looking at the greenhouse effect in the mid-1980s. … did not use fossil fuels. For GM, the search for a new powertrain required a substantial change in mindset, since the ICE had been a mainstay of the automotive industry for over 80 …
… A global leader in the insurance and asset management business, AXA had risen to the top ranks in terms of … decades. The company was formed in the 1980s through the merger of a few mid-sized French insurance firms. From the beginning, AXA’s CEO Claude Bébéar aspired to build the first … for the 2020 time horizon, measured by a set of metrics reflecting in an integrated way the financial, but also the social and environmental, value created by the company. Corporate …
… yet been developed. Second, ethanol could help Mexico meet its ambitious goals addressing climatechange. Third, biofuels could provide a new market for Mexico's struggling agricultural … The ability to add Mexican-produced ethanol could be a selling point in a new competitive world. The introduction of ethanol seemed a logical choice. Mexico already had commercial …
… carbon emissions from the atmosphere, or they could use their investment policy to try to change public attitudes concerning carbon and climatechange, or they could frame their policy around stranded asset risk, or they could … intensity? When it came to public investments, would screening, weighting or forms of impact investing be the best method to construct a portfolio? How should they treat …
… as one of the top social entrepreneurs in India and an example for the entire developing world. The road to SELCO’s success, however, has not always been smooth. Hande cofounded … the early 2000s, SELCO created a franchised dealer network, seriously hurting the company financially and deviating from its mission to help the poor. As the company was recovering … to institutionalize its design process by building an innovation center. SELCO also added products that provided energy solutions beyond solar. Some within the company were hoping …
… maker Sharp had bought Recurrent Energies and its pipeline of projects. Before that, the world’s largest module maker, First Solar, had bought a large developer. However, other … incentives. The importance of these incentives meant that module makers had to track changes in legislation and adjust their plans accordingly. The second source of uncertainty was the changing nature of the PV industry itself. At the beginning of 2011, many analysts warned …