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||December 2020 Speeding up to become even more consumer obsessed: An interview with GSK s Keith Choy The leader of GlaxoSmithKline s Asia Pacific Consumer Healthcare group describes how his organization is speeding up to serve consumers, despite the heightened uncertainty of COVID-19. The massive uncertainty around COVID-19 has fixed some companies and managers in place, making them unable to react quickly to the changes affecting their business. But for others, it s been a catalyst for change an||McKinsey||, keith choy , asia pacific consumer healthcare , choy , asia pacific , pacific consumer healthcare group , quarterly , asia pacific consumer , keith , consumer , pacific consumer healthcare , asia , consumer healthcare group , consumer healthcare , consumer healthcare group describes , gsk consumer||31-Jan-2021||auto-generated|
||Ramping up operations and business activity post-COVID-19 Advanced Manufacturing Action Group B R I E F I N G P A P E R J U N E 2 0 2 0 In collaboration with McKinsey & Company The COVID-19 crisis continues to disrupt manufacturing and global supply chains around the world, with severe consequences for society, businesses, consumers and the global economy. Recognizing this urgency, the Advanced Manufacturing Action Group, which brings together leading voices in the advanced manufacturing space,||McKinsey||, teams are using advanced , operations and of business , companies in the advanced , advanced manufacturing action group , advanced manufacturing , advanced manufacturing companies , advanced manufacturing action , advanced manufacturing technologies , forum advanced manufacturing action , manufact||31-Jan-2021||auto-generated|
||NGSI Methane Emissions Intensity Protocol Final Draft Natural Gas Sustainability Initiative Final Draft | December 2019 Contents Acknowledgments .............................................................................................................................................. 1 Executive Summary ............................................................................................................................................ 2 1. Background ..................................||IHS Markit||, companies in the transmission , equipment in the lng , operating within the natural , reporting by those companies , gas plus the energy , emissions from the united , reporting means all gathering , part of the greenhouse , distribution means the distribution , protocol for the distribution , prot||31-Jan-2021||auto-generated|
||NOVEMBER 2020 TASKFORCE ON SCALING VOLUNTARY CARBON MARKETS CONSULTATION DOCUMENT REPORT FRONT-PIECE ABOUT THE TASKFORCE The Taskforce on Scaling Voluntary Carbon Markets is a private sector-led initiative working to scale an effective and efficient voluntary carbon market to help meet the goals of the Paris Agreement. The Taskforce was initiated by Mark Carney, UN Special Envoy for Climate Action and Finance Advisor to UK Prime Minister Boris Johnson for the 26th UN Climate Change Conference o||IHS Markit||, contract with a future , potential way these contracts , banks and other supply , standards for the program , offsetting there are potential , set out the principles , targets and these targets , scaling up of natural , demand as more companies , buyer has different attribute , attributes will all||31-Jan-2021||auto-generated|
||SPACs 2.0 Pandemic driven craze or lasting change for private companies? One of the areas of the financial markets that has benefited from the pandemic is special purpose acquisition companies (SPACs), a type of blank cheque company designed to take companies public without going through the traditional IPO process. Historically, SPACS have been considered a relativity niche pathway to the public markets, often seen as a mechanism to extract fees from adding structure to a reverse merger of com||IHS Markit||, ipo or a direct , times as many spacs , capital through an ipo , listing of a spac , spacs came to market , spacs in the market , capital to the spac , spac for the investors , sponsors of the spac , markit owns all ihs , ihs markit , spac , ipo ihs markit , spacs , spac ipo , ipo , ihs , markit ,||31-Jan-2021||auto-generated|
||In collaboration with Boston Consulting Group Net-Zero Challenge: The supply chain opportunity I N S I G H T R E P O R T J A N U A R Y 2 0 2 1 Contents Preface: Why we need a next level of climate action Executive summary 1 A game changer for global climate action 2 The big eight 3 Encouraging economics 4 Overcoming barriers 5 Decarbonizing supply chains: a corporate guide 5.1 Create transparency 5.2 Optimize for CO2 5.3 Engage suppliers 5.4 Push ecosystems 5.5 Enable your organization 6 Time to||WEF||, action at the industry , impact across the supply , opportunity even where companies , opportunity that all companies , products with less carbon , carlsberg has a target , suppliers to use renewable , energy across its supplier , sector and their supply , action with their suppliers , companies m||1-Feb-2021||auto-generated|
||In collaboration with Baker McKenzie The Future of the Corporation Moving from balance sheet to value sheet W H I T E P A P E R J A N U A R Y 2 0 2 1 Contents Preface Introduction 1 The journey to a value-based set of financials 2 Practical considerations for implementing a stakeholder governance framework 3 Reflections on stakeholder governance: catalysing sustainable value creation 4 Legal summary Contributors Acknowledgements Endnotes 3 4 5 9 16 22 25 26 27 2021 World Economic Forum. All righ||WEF||, impact on their companies , ensure that the stakeholder , society can use companies , companies but with society , sustainability into the corporate , international and the director , strategy of the company , stakeholders and the impact , purpose to our strategy , considerations for a sustainable||1-Feb-2021||auto-generated|
||World Economic Forum Geneva, Switzerland 2010 The Corporate Gender Gap Report 2010 Saadia Zahidi, World Economic Forum Herminia Ibarra, INSEAD World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 E-mail: email@example.com www.weforum.org 2010 World Economic Forum All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, includ- ing photocopying and recording, or by||WEF||, men in the companies , kamaoui and the world , companies in the world , companies in the united , results from the global , institutes within each country , position within the company , programmes is in mexico , companies across the survey , gap among the world , index have on average , indicator||1-Feb-2021||auto-generated|
||Future of Digital Economy and Society System Initiative Cyber Resilience Playbook for Public- Private Collaboration In collaboration with The Boston Consulting Group January 2018 Contents Preface 1. Introduction 2. Using the Playbook for Public-Private Collaboration 3. Reference architecture for public-private collaboration 4. Policy models 4.1 Zero-days 4.2 Vulnerability liability 4.3 Attribution 4.4 Research, data, and intelligence sharing 4.5 Botnet disruption 4.6 Monitoring 4.7 Assigning nat||WEF||, model as more companies , state of the active , capabilities to the private , privacy should be limited , choices on five key , privacy will be limited , companies in the private , user and a technology , privacy and the limited , defence in most cases , sharing between the public , risks associat||2-Feb-2021||auto-generated|
||Investment Stewardship Investment Stewardship 2020 Semiannual Report December 31, 2020 2020 Annual Report An introduction from our chairman and CEO A letter to our fund shareholders Our four principles Our program Investment Stewardship at a glance Regional roundup Engagement case studies Pandemic Climate risk Diversity Executive compensation Human rights Key votes Proxy voting history Company engagements 1 2 3 4 5 6 10 11 14 20 22 25 26 35 36 An introduction from our chairman and CEO Tim Buckle||IHS Markit||, united under the siemens , risks from becoming governance , management as some industries , company s new strategy , resources to our international , change placed the company , funds did not support , risks associated with duke , support and any concerns , changes to the executive , engagements w||21-Apr-2021||auto-generated|