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Energy Efficiency: These measures include new retrofit technologies to improve Chiller and Air Handling Units (AHUs), integrated design and monitoring platforms. The Global Energy command centre aggregates Building Management System inputs on a common platform to optimize operational control and improve energy efficiency. | 0no
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The new index was built in three stages: - Firstly, Controversial Weapons Manufacturers were excluded from the universe of stocks that make up the FTSE All World Index universe, as the Trustee has a financial preference for avoiding such stocks where possible. - Secondly, a four factor index was created (Value, Quality, Low Volatility and Low Size) that rebalances regularly through time to create a 'Balanced Factor' index with more attractive risk-return characteristics than the standard market capitalisation index. - Finally, three climate-related tilts were applied to the 'Balanced Factor' index to create a 'Climate Balanced Factor' index. The FTSE All World (ex controversial weapons) Climate Balanced Factor Index tilts away from Carbon Reserves and Carbon Emissions, whilst positively tilting towards Green Revenues. The tilts are set such that the inclusion of the climate-related tilts, introduces a relatively modest tracking error compared to the Balanced Factor index without climate tilts. This allowed the Trustee to conclude that the new index was consistent with its fiduciary duty and provided an element of climate change protection. | 0no
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The fund that investment trust plans to issue will be related to environmental protection with green energy and low carbon. The listed corporates of the fund will be focused on the selection from the lower 50% of the quantitative screening criteria for their carbon emissions figures and calculate the carbon emissions per unit of revenue. | 1yes
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An additional 15 head counts are spread into the Group's business units acting as entry points for Corporate Social Responsibility issues across the Group's 3 pillars of Global Banking and Investor Solutions, French Retail Banking, and International Retail Banking and Financial Services. | 1yes
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Transition risk: IFC uses carbon pricing to address transition risk and avoid stranded assets. Since May 2018, a carbon price is included in the economic analysis of project finance and corporate loans with defined use of proceeds in the cement, chemicals, and thermal power generation sectors, where estimated annual project emissions are over 25,000 tons of carbon dioxide equivalent. These are IFC's most greenhouse gas-intensive projects and cover over half of our investments' greenhouse gas footprint. IFC includes the impact of the carbon price on the project's economic performance in Board papers. | 1yes
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Developing Innovative New Metrics In 2019, we developed new metrics to assess our credit exposure to carbon-related industries, as defined by TCFD. To do so, we participated in an industry working group that brought together Canadian financial institutions to discuss TCFD-related disclosures. We used the metrics identified to assess our gross credit exposures to carbon-related assets, as well as to power generation by energy source. | 1yes
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Suzano also is involved and spearheads external activities - such as working groups and research partnerships - working with industry associations (e.g., Iba, CEBDS, Brazilian Coalition on Climate, Forests and Agriculture, etc. | 1yes
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Climate Scenario Analysis: Using Software to Assess Our Resilience In 2018, we began developing a climate scenario analysis tool (CSAT) to help identify climate-related risks and quantify the impact they could have on airports we fly to. | 0no
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For a small number of companies that were very close to the threshold, BNP Paribas Asset Management conducted analysis and engagement to encourage these companies to improve their decarbonisation targets - and these companies will be subject to annual monitoring. | 1yes
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However, as a full-service bank, the objective for BNP Paribas is to continue financing all sectors of the economy (aside from certain duly identified sectors for which it has been determined that a transition compatible with the Paris Agreement goals is not possible), while working within each sector to encourage its clients to make a transition compatible with the Paris Agreement. | 1yes
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Bank has a dedicated market intelligence function that provides crucial insights beyond publicly available data, which are essential in helping to identify actual and incipient sources of monetary and financial instability. It also leads work on fair and effective markets, alongside the FCA and HM Treasury. Market intelligence from both these activities allows the Bank to monitor the development of green and sustainable financial markets, and helps inform the Bank's policy response to climate-related risks affecting monetary and financial stability. | 0no
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As members of the British Venture Capital Association ('BVCA'), we have held a role on the BVCA's Responsible Investment Advisory Group ('RIAG') since 2017. Our Director, George Potts, was appointed its Chair in 2019. As part of this role, we are engaged in the provision of advice, technical guidance and expertise to the 700+ members of the BVCA - often through consultations on public policy matters, regularly involving climate. | 0no
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Additional Details on Electric Vehicles In addition to being preferred by crewmembers, eGSE also: - Reduces energy costs - Reduces emissions and noise - Increases safety due to less aircraft damage and reduces fire risk from fuel Going forward, our strategy is to expedite conversion to electric vehicle alternatives in locations where governmental funding is available and where we expect regulation. | 1yes
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Future intent We continually review our metrics and targets, as needed, to ensure that the data we are measuring is meaningful, aligns with our strategy, and is providing the information the business and our stakeholders need to effectively monitor our performance and demonstrate our progress. In 2020/21, we will be laying out our pathway to achieve our net zero by 2050 emission reductions and setting targets to align our ambitions and provide better visibility to our progress. | 1yes
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In the short-term, the water management strategic objectives for 2020 comprise: - Maintaining security of supply - Effectively managing water at our operations - Applying transparent corporate water governance - Adopting a catchment approach to water management During 2019, Gold Fields spent US$27m on water management by investing in methods to improve our water management practices, including pollution prevention, recycling and water conservation initiatives. | 1yes
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In 2019, Environmental financing grew by 45% year on year to a total of $7.8bn. We have seen good growth across our product set in our consumer and wholesale businesses. However, the majority of our current green financing is within the Corporate and Investment Bank. As there is still no industry- wide definition for 'green' finance, we are conservative and transparent in our assumptions, and report our share of capital market transactions where we have played an active role, not the total deal value of transactions that may have multiple banks involved. | 1yes
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Stakeholder mapping and dialogue between BNP Paribas and each individual stakeholder are covered in 'How BNP Paribas listens to and takes into account the expectations of its shareholders', updated in 2019 and transmitted to the Corporate Governance Ethics, Nominations and Corporate Social Responsibility Committee (CGEN), a specialised Board of directors committee. | 0no
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Member of the Green Bond Principles TD continues to enhance its Green Bond Framework, with the most recent issuance aligned with the 2017 Green Bond Principles, the most up to date at time of issuance. We align with internationally recognized frameworks such as the Green Bond Principles to guard against greenwashing. For TD's green bonds specifically, we also employ third parties for both assurance and second opinions to ensure the validity of our measured impacts and green criteria. TD Bank is a proud member of the Green Bond Principles and an active participant on the International Capital Market Association (ICMA) Social Bonds and Green Projects Eligibility working groups for 2019-20. | 1yes
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Stress testing our portfolio to assess the effect of climate change on the bank's financial position, in 2019 ING carried out an internal climate risk stress test. As there is no standard for climate change stress testing yet, ING has adapted its regular stress testing models while leveraging on insights from supervisory climate stress tests and internal climate (risk) experts. | 0no
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We have longstanding expertise in planning for seismic events by incorporating seismic gas shutoff valves, increased sprinkler seismic bracing and locking sprinkler valves in the open position for relevant projects. We are currently exploring a range of mitigation strategies to cope with potential sea level rise. This includes putting important equipment on risers or relocating it from basements entirely. | 0no
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An internal analysis of the generation fuel mix associated with our power utilities portfolio indicates approximately a third of our exposure is low-carbon, not inclusive of our $9.4 billion portfolio of tax equity investments 16F 17 in wind and solar projects throughout the U.S. We have dramatically reduced exposure to companies focused on coal extraction, as evidenced by the fact that pure play coal extraction now only represents $155 million of our energy sector exposure (or 0.4%), down nearly 80% from $762 million at FYE 2015. | 1yes
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We met our goal and achieved carbon neutral certification for our operations under the Commonwealth Government's Climate Active program. To help contribute to our carbon neutrality goal, we continued to actively work to improve the energy efficiency of our network sites and exchanges, and data centres. This year, despite increasing demand for data, our network facility energy reduction program and decommissioning activities contributed a 3.4 per cent reduction towards achieving both our carbon neutrality and emissions reduction goals. | 1yes
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Initial tests of the methodology involved a significant percentage of clients in each sector (more than 80% of outstanding loans). As a result, BNP Paribas has an overview of the loan book, with a benchmark scenario at a given date, in addition to the projection for that same portfolio five years later. The loan book will be made increasingly compatible with the Paris Agreement scenario through dynamic management of the loan book itself and through external technological developments. | 1yes
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Building on our history of energy efficiency improvements, we substantially increased our commitment to renewable energy in 2020, committing to 100% renewable electricity for US operations which accounts for over half of our global electrical load. | 1yes
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To better understand the landscape, Morgan Stanley engaged Partnership for Carbon Accounting Financials and its current members in early 2020. We had an opportunity to learn more about their emissions factors database in order to better evaluate how PCAF's data for various assets could be utilized by Morgan Stanley. | 0no
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Future work Climate continues to be high up on AP2's agenda and the implementation of Task Force on Climate-related Financial Disclosures is part of the Fund's on-going work. In 2020 focus will be on implementing the new sustainability strategy with a strong focus on climate. Among other things, the Fund is further developing its internal indices with a sustainability profile with the ambition of complying with the criteria of EU Paris Aligned Benchmark. Asset management works actively, in different ways, to include climate risks and opportunities in its analyses and to find investment opportunities for different asset classes. Integrating climate analysis into the overall ALM analysis will continue to be develo- ped. The Fund also intends to further develop views on what are significant climate risks and opportunities for more asset classes/sectors/ geographies and their time horizons. | 1yes
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Future Opportunities from Product Development As a leading provider of data & analytics, S&P Global recognizes the role they play in designing products and solutions that will help our clients mitigate the challenges from climate change and drive opportunities as the world transitions to a low carbon economy. | 0no
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The Group is focusing its efforts on not only improving the percentage and quality of client coverage, but also gaining a better understanding of projected trends in each sector. The results of these efforts will serve to develop sector strategies and measure their impacts on the alignment of the loan book with the Paris Agreement goals. | 1yes
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- Other subjects: The Group is also participating in a study by the French Association of Private Companies (AFEP) on the comparison of 2 C scenarios and in a different study by Entreprises pour l'Environnement (EpE) ZEN 2050 on the decarbonisation of the French economy by 2050. | 0no
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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. Our efforts to mitigate the environmental impacts of our products and services are presented in Sustainable technologies and innovations. | 1yes
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More than $1 trillion in green bonds have been issued since these securities first emerged in 2007, according to research company BloombergNEF.18 BlackRock is heavily involved in and supportive of the green bond market. | 0no
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Responsible investment, inclusive of climate change factors, is part of the standard due diligence conducted on each investment considered. Oversight of the proprietary rating system is the responsibility of our Responsible Investment Committee, which includes senior investment team representation from each platform. In this section we will touch on how the Capital Dynamics R-EyeTM Rating System, overseen by the Responsible Investment Committee and the firm's overall responsible investment initiatives help shape how we address climate change. | 0no
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We have already achieved our 2020 operational target set in 2010 by reducing our carbon emissions by 66% and we have a long-term reduction target of 70% by 2030. Now, 67% of electricity used by our global operations is from renewable resources and we are committed to using 100% renewable electricity by 2025 (aligned to the RE100 commitment). Across the UK, more than 400 employees have signed up to our car share programme and there are 180 active car sharing groups. We have also introduced twenty electric vehicle charging points at eight UK office locations and moved 30% of our car fleet to hybrid. More details of this analysis can be found on www.aviva.com/social- purpose. | 1yes
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We have also signed up to the Partnership for Carbon Accounting Financials (PCAF) and will be evaluating our balance sheet on an asset class basis to understand our climate resilience to various climate risk scenario's. We have committed to work with our clients to fully understand the climate sensitivity of their business and to support them in implementing carbon reduction strategies. | 1yes
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2 intensity. The main upstream projects in progress, which account for about 45% of the total development investments in the sector in the four-year period 2019-22, show an overall break-even at a Brent price of $25/barrel, which is there- fore resilient even in the presence of a low-carbon scenario, and an internal rate of return (IRR) of 22%. Furthermore, these projects have a positive cumulative Free Cash Flow as early as 2019, due to the cash in from the application of the Dual Exploration Model, which is the early monetization of exploration suc- cesses through the sale of minority stakes. The hydrocarbon equity resources13 at 31/12/2018 show that natural gas, a bridge solution towards a low carbon future, accounts for over 50%. The flexibility and adaptability in the use of Eni's investments, amounting to about $33 billion in the period 2019-22, are confirmed by the non-committed share of 50% already in the two-years period 2021-22. | 0no
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Considering the expectations and perspectives of our stakeholders, for the purpose of strengthening our environmental and societal considerations in making investment and financing decisions, we previously established a policy on initiatives involving sectors which have a high possibility of contributing to adverse environmental and social impacts. In April 2020, to more thoroughly reflect the tenets of our Human Rights Policy and Environmental Policy, we revised the policy to be comprehensive in prohibiting investment and financing in such initiatives regardless of sector, as well as points of caution ('Environmental and Social Management Policy for Financing and Investment Activity'). (Figures 13 and 14) | 1yes
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As part of this proactive approach, six years ago the Group introduced an 'internal carbon tax', a mechanism that it has built on and expanded in the intervening period. Each year, a carbon tax is levied on each of the Group's entities, based on their greenhouse gas emissions ($10/tonne Carbon dioxide equivalent) and the sums collected are then redistributed in the form of rewards for the best internal environmental efficiency initiatives, through the 'Environmental Efficiency | 1yes
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Since 2008, the Fund has invested in green bonds, as part of the listed fixed- income portfolio, which are expected to contribute positively to the climate transition. Since 2015, green bonds have been a separate asset class in the strategic portfolio. In 2019, the Fund also decided to increase its strategic allocation from 1.0 to 3.0 per cent, which is equivalent to more than SEK 11 billion. AP2 has the last few years also invested in social bonds. | 1yes
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The Group is connected to all parts of the economy through its lending and other banking activities and considers it has an important role to play in financing the low-carbon transition. Therefore, in the 2020 financial year, the Group sought to calculate the Scope 3 emissions associated with key segments of its lending portfolio - residential mortgages, commercial real estate (office and retail), agriculture, power generation and resources (including coal, oil and gas). The objective was to better understand what might be required to align the Group's lending portfolio to the temperature goals of the Paris Agreement and a net zero emissions economy by 2050. | 0no
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This includes: To adopt low-carbon measures in daily office operation, paperless office and the use of energy-saving lights across businesses to reduce carbon emissions and energy consumption directly; Encourage employees to participate in environmental protection activities and the use of renewable energy and new energy in architectural design and project retrofitting; Encourage all employees and our partners to contribute to carbon emission reduction and promote low-carbon ideas. | 1yes
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SUEZ is working to develop this model by adopting an internal carbon price, by systematically proposing a remuneration of operators indexed to global performance, by participating in efforts to develop material circularity indicators that will make the measurement of the impacts of the new model more robust. | 1yes
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Since 2017, we have been advancing our capabilities in climate scenario analysis: In 2018, RBC and 15 other financial institutions participated in a United Nations-led project to develop and publish methodologies for assessing the impact of future climate scenarios on our clients and loan portfolios. | 0no
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Climate risk is currently governed by ING's Climate Change Committee and relevant risk management committees. In 2020, we formed a climate risk working group to further develop suitable methodologies and support its integration in risk management processes. | 0no
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As a founding member of the Australian Business Roundtable for Disaster Resilience & Safer Communities, IAG works collaboratively with governments to effect change in public policy, increase investment aimed at building safer and more resilient communities and working to improve the capacity of people and businesses to better withstand future natural disasters. IAG has also been invited by the Governments in Australia and New Zealand to play a role in climate change management, including active engagement and contribution to the National Resilience Taskforce in Australia. In New Zealand IAG is working through the Climate Leaders Coalition to ensure businesses are actively adapting and building resilience to climate impacts. As a key member of the Insurance Council of Australia, the representative body of the general insurance industry in Australia, IAG plays an active role in the Council's Climate Change Action Committee and Data and Knowledge Sub-Committee. | 1yes
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Extract: In 2016, we made further steps to systematically incorporate climate aspects in all investment decisions. We use tools such as internal carbon pricing, scenario planning and stress testing of projects against various oil and gas price assumptions. Equinor routinely tracks technology developments and changes in regulations, including the introduction of stringent climate policies, and assesses how these may impact the oil price, the costs of developing new oil and gas assets, and the demand for oil and gas. | 0no
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Objectives: Introduce a directive carbon price in 60% of the annual expenditure committed to new projects Introduce a harmonised global circularity indicator for goods and services Systematically offer pay packages partially index-linked to our global performance Raise employee awareness and promote training in emerging models (carbon accounting, new business models, etc.) | 1yes
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Reflective of investor feedback, our Task Force on Climate-related Financial Disclosures Strategy is divided into three separable chapters to be commissioned over three years; Stage 1. Identify Key Material Risk. Stage 2. Assess climate change scenarios of key material risks. Stage 3. Define and disclose financial valuations associated to those risks. In FY18, Management completed Stage 1, and is now proceeding to Stage 2. Investa is pleased to work with the UN Environmental Programme Finance Initiative working group on establishing Task Force on Climate-related Financial Disclosures best practice reporting models. It is our intention to continue to gather investor and best practice feedback in Task Force on Climate-related Financial Disclosures reporting on an ongoing basis. | 1yes
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In 2019, we: - incorporated conduct risk management into our risk culture framework and stepped up risk culture communication efforts Group-wide, with an emphasis on the Tone from the Top and Tone from Above; - implemented a risk culture dashboard to provide regular updates to the Board and senior management; - introduced measures to assess the results of the various risk culture initiatives, including feedback from senior management committees and an annual self-assessment exercise for key business and support units. We also included more questions on risk culture in the Bank's Employee Engagement Survey. UOB is also a member of the Culture and Conduct Steering Committee, established by the Monetary Authority of Singapore (MAS) and the Association of Banks in Singapore (ABS) to promote sound culture and to raise conduct standards among banks in Singapore; - benchmarked our Three Lines of Defence (3LOD) framework against industry best practices to strengthen our current approach further. We also established a new 3LOD Working Group to drive and to implement identified key initiatives, which aim to define ownership for new areas of risks, to harmonise risk management and controls across the 3LOD, to integrate the assurance methodology and to create a single robust governance, risk and compliance reporting framework; - replaced the Value-at-Risk (VaR) measure with Expected Shortfall (ES) limits monitoring. The latter takes into account the spread of the tail losses in the process of historical simulation and can provide a more accurate picture of risk and capture large movements in the event of financial market stress, which the VaR measure was unable to do. We also enhanced our Market Risk Aggregation Limits system to automate fully the market risk limits monitoring for all market risk asset types and limits; and - tightened our Responsible Financing Policy in relation to the financing of carbon-intensive sectors in recognition of the rising threat posed by climate change. We established a Taskforce on Climate-related Financial Disclosures (TCFD) Working Group to oversee and to drive the adoption of the Task Force on Climate-related Financial Disclosures recommendations. We endeavour to build our capability on climate risk management and stress-testing through active engagement with regulators, industry associations and climate specialists. We also maintained a strong focus on our capacity-building efforts, of which a key initiative was the successful roll-out of the ABS e-learning module on responsible finance to our colleagues in Singapore. | 0no
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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. | 0no
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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. | 0no
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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. | 1yes
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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. | 0no
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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 | 1yes
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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. | 1yes
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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). | 0no
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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. | 1yes
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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. | 0no
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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. | 1yes
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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. | 1yes
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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. | 0no
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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 | 1yes
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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. | 1yes
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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 | 1yes
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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. | 1yes
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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 | 0no
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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. | 1yes
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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. | 1yes
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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. | 1yes
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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. | 0no
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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. | 1yes
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 1yes
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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. | 0no
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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. | 1yes
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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Target: Consume 100% renewable electricity by July 2021 in Europe and by 2025 in all markets | 1yes
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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. | 0no
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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. | 1yes
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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. | 0no
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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. | 0no
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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) | 0no
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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). | 1yes
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 0no
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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. | 1yes
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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 | 1yes
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