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IHSMarkitGermanMarketReview2020

Germany: Looking Ahead to the 2021 AGM Season Through an ESG Lensihsmarkit.com/corporate Executive Summary The phrase expect the unexpected accurately describes the happenings of the 2020 Annual General Meeting season. This year has seen companies trying to navigate their way through a global pandemic, with workforces being forced to abandon their offices and work from home, large organisations suffering unexpected losses, and national lockdowns that have impacted not just balance sheets but als IHS Markit , companies for which climate , boards to be climate , germany through an esg , companies and their shareholders , elections at several german , companies , supervisory board elections , german companies , board , annual general meeting season , investors , supervisory board , german , key superviso 31-Jan-2021 auto-generated
kpmg-2020-ceo-outlook

KPMG 2020 CEO Outlook: COVID-19 Special Edition KPMG International home.kpmg/CEOoutlook Foreword Bill Thomas Global Chairman and CEO KPMG International The global pandemic has redefined leadership. The COVID-19 crisis is making demands of CEOs that few people could have predicted just months ago, and in many ways, has already redefined leadership. Every person, business and country has somehow been impacted by this pandemic, and all are at different stages. For many, uncertainty is the only cert KPMG , purpose while the pandemic , percent say the pandemic , ceos say their organization , ceos that few people , ceos see the pandemic , pandemic has given ceos , ceos believe that purpose , firms or to kpmg , firms of the kpmg , kpmg international cooperative , kpmg international , special edition kp 31-Jan-2021 auto-generated
kpmg-2020-ceo-outlook

KPMG 2020 CEO Outlook: COVID-19 Special Edition KPMG International home.kpmg/CEOoutlook Foreword Bill Thomas Global Chairman and CEO KPMG International The global pandemic has redefined leadership. The COVID-19 crisis is making demands of CEOs that few people could have predicted just months ago, and in many ways, has already redefined leadership. Every person, business and country has somehow been impacted by this pandemic, and all are at different stages. For many, uncertainty is the only cert KPMG , purpose while the pandemic , percent say the pandemic , ceos say their organization , ceos that few people , ceos see the pandemic , pandemic has given ceos , ceos believe that purpose , firms or to kpmg , firms of the kpmg , kpmg international cooperative , kpmg international , special edition kp 31-Jan-2021 auto-generated
WEF_RAG_Japan_Report_2021

In collaboration with Deloitte The Regional Action Group for Japan Driving Growth Using Practical Wisdom : Japan s Perspectives R E G I O N A L I N S I G H T S J A N U A R Y 2 0 2 1 Introduction Japan can transform the COVID-19 crisis into an opportunity to create a well-structured, forward-thinking society based on sustainability, inclusivity and resiliency. The COVID-19 crisis has created an unprecedented series of challenges, whether it be in our daily lives, society at large, the global econ WEF , japan , world economic forum , regional action group , japanese business leaders , practical wisdom , introduction japan , action group for japan , world economic , economic , business leaders , business , economic forum , leaders , current crisis , japanese , japan driving growth , japan japan , 1-Feb-2021 auto-generated
WEF_The_Future_of_the_Corporation_2021

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
WEF_Unlocking_Capital_Markets_to_Finance_the_SDGs_2019

Community Paper In Collaboration with IEX Group Unlocking Capital Markets to Finance the SDGs September 2019 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 Email: contact@weforum.org www.weforum.org 2019 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieva WEF , information are the disclosures , investing from a risk , investing in the sdgs , investors to use responsible , information needs of capital , investment in a company , risks associated with climate , investing with a sustainability , principles and the task , project of the corporate , capital a 1-Feb-2021 auto-generated
WEF_TheGlobalCompetitivenessReport2020

The Global Competitiveness Report S PEC I A L E D I T I O N 2 0 20 How Countries are Performing on the Road to Recovery Klaus Schwab Saadia Zahidi World Economic Forum Terms of use and disclaimer The analysis presented in the Global Competitiveness Report Special Edition 2020 (herein: report ) is based on a methodology integrating the latest statistics from international organizations and a survey of executives. The methodology, developed in collaboration with leading experts and practitioners t WEF , education for the future , collaboration with other companies , firms in the system , technologies that could support , funds such as israel , technologies in all sectors , economies from the average , weight to each response , countries in this area , investments and instead incentivize , revival 1-Feb-2021 auto-generated
WEF_Annual_Report_18-19

Annual Report 2018 2019 www.weforum.org Contents World Economic Forum 2019, All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. 70 72 74 76 India and South Asia Japan Latin America The Middle East and North Africa 78 North America 80 International Organizations and Informal Gathering of Global Leaders 82 Our Foundations 84 Community of Global Shaper WEF , agenda of the industry , work with all stakeholders , agreements with six international , governance of new technologies , founder of the foundation , technology as the region , building their own impact , transformation with the media , summit in new york , investments in and support , dialogue w 1-Feb-2021 auto-generated
WEF_IR_China_Asset_Management_2020

Insight Report China Asset Management at an Inflection Point In collaboration with Oliver Wyman July 2020 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 Email: contact@weforum.org www.weforum.org 2020 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval s WEF , system to the global , state of the world , development of new business , institute one of fintech , wealth in the stock , capital in the world , companies and the development , innovation across the asset , esg can also finance , transformation and the forum , dean at the shanghai , market and ot 1-Feb-2021 auto-generated
WEF_Recycling_our_Infrastructure_for_Future_Generations_report_2017

Recycling our Infrastructure for Future Generations Prepared in collaboration with Atkins Acuity Contents 3 Preface 4 Forewords 5 Executive summary 10 Context 10 Infrastructure outlook 10 Government budget constraints 14 The mismatch between investor appetite and government needs 15 Brownfield infrastructure stock 16 Public perception of private participation in infrastructure 18 Introducing infrastructure asset recycling 18 The asset recycling process 18 Step 1 Divest existing assets 20 Step 2 WEF , investors such as pension , level than at state , investors through their pension , assets through the local , benefit twice from infrastructure , capital from the fund , capital from these investors , services instead of assets , recycling is to reinvest , recycling has two steps , support for th 2-Feb-2021 auto-generated
2021_investment_stewardship_annual_report

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
WEF_GAC_RoleBusiness_Report_2012

Global Agenda Global Agenda Council on the Role of Business March 2012 World Economic Forum 2012 - All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. The views expressed are those of certain participants in the discussion and do not necessarily reflect the views of all participants or of the World Economic Forum. REF260312 Executive Summary The env WEF 5-May-2021 auto-generated