… to rest on these laurels, AXA transferred its CR team from the department that included the Communications function to a newly created department combining the Strategy, CR, and Public Affairs functions together, to further integrate CR … the core of the business. AXA’s business had grown rapidly over the previous decades. The company was formed in the 1980s through the merger of a few mid-sized French insurance …
… decades that this tropical product has taken off in the international market. An invisible component of many products, palm oil can be found in cookies, in chocolates, in soaps, in … production has increased more than nine-fold since 1980. By the 2000s, palm oil had become the most heavily traded edible oil in the world. Golden Agri Resources (GAR) has been … Widjaja family (operators of the Sinar Mas business group), GAR became the holding company for the family’s agribusinesses, including its Indonesian subsidiary PT SMART. The …
… strategy and associated initiatives to build climate change resilience in South Africa. The company claimed over 22% of all insurance business in South Africa and provided over half of … other risks. Around 40% of grain farmers in South Africa purchased hail insurance, the most common policy in agriculture. In years when crops were damaged before they could be … models. Nonetheless, Santam was preparing for the effect of climate change on crops. The company was proud of being in the forefront of social responsibility and sustainability …
… fuels in gasoline, beginning with ethanol from sugarcane. This meant that the national oil company PEMEX had to find ways to implement this policy. Nevertheless, in spite of efforts … a new market for Mexico's struggling agricultural sector. Finally, PEMEX would soon face competition due to new energy reforms that promised to introduce private sector competition to PEMEX, including at the retail fuel station. The ability to add …
… Harish Hande and the company he founded, SELCO, provide solar electricity for lighting and power to India's poor. For the work of his company, Hande has received numerous recognitions; he is frequently cited as one of the top … systems in his home state of Karnataka, India. During its initial years of operation, the company expanded deliberately as it gained capital and experience. Then in an ill-fated …
… opportunity to meet his customers' needs while helping to shape public policy and grow his company's bottom line. Under Immelt's leadership, GE launched an environmental business initiative called "ecomagination" in 2005 that was rooted in four commitments: To double investment in clean research and development (R&D) to $1.5 billion by …
… greenhouse effect hit the front pages, as NASA scientist James Hansen told a Congressional committee that he was “99 percent certain” that global warming due to the greenhouse effect … discussions within GM had led to an ambitious program to improve the efficiency of internal combustion engines (ICE) and to seek an alternative powertrain that did not use fossil … to introduce more fuel efficient vehicles had run into resistance from consumers, oil companies and the government. While consumers generally indicated that they liked the idea …
… weddings, to eat, or simply to gawk at the facilities. But as the integrated resort had become a temple of luxury recreation, could it also become a symbol of sustainable enterprise? MBS's management hoped so. A small team led by Kevin Teng and backed by MBS leadership as well as the resort's parent company, Las Vegas Sands Corp., had worked hard to make operations and facilities more …
… State University (GPSU) Foundation**, called Robert Farrington, a Managing Director at Commonfund. The GPSU student government had just presented the Foundation with a resolution urging them to divest of all fossil fuel companies from their portfolio. The Foundation’s investment committee had formed a subcommittee to consider what to do, but Gentry admitted that there …
… Suzlon, an India-based wind energy company, had made quite a splash in its first three-and-a-half years on the international stage. By the end of 2007, the company was the market leader in Asia and had completed projects in fourteen countries across five continents. But many investors believed …