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"Sustainable strategy ‘red lines’ For our sustainable strategy range, we incorporate a series of proprietary ‘red lines’ in order to ensure the poorest- performing companies from an ESG perspective are not eligible for investment.",0
"Verizon’s environmental, health and safety management system provides a framework for identifying, controlling, and reducing the risks associated with the environments in which we operate. Besides regular management system assessments, internal and third-party compliance audits and inspections are performed annually at hundreds of facilities worldwide. The goal of these assessments is to identify and correct site-specific issues, and to educate and empower facility managers and supervisors to implement corrective actions. Verizon’s environment, health and safety efforts are directed and supported by experienced experts around the world that support our operations and facilities.",1
"In 2019, the Company closed a series of transactions related to the sale of its Canadian fossil fuel-based electricity generation business. A transaction with Heartland Generation Ltd., an affiliate of Energy Capital Partners, included the sale of 10 partly or fully owned natural gas-fired and coal-fired electricity generation assets located in Alberta and British Columbia. In two other separate transactions, the Company sold its 50 per cent ownership interest in the Cory Cogeneration Station to SaskPower International and its 50 per cent ownership interest in Brighton Beach Power to Ontario Power Generation.",1
"In December 2020, the AUC approved the Electricity Distribution and Natural Gas Distribution requests to defer the compulsory distribution rate increases which would normally come into effect on January 1, 2021 for both businesses. The rate relief was requested to defer significant distribution rate increases which would be passed onto end use customers due to the formulaic approach of rate calculations under the AUC PBR mechanism. Electricity Distribution and Natural Gas Distribution cited the current economic situation in Alberta, including the hardships faced by some end use customers due to the COVID-19 pandemic, as rationale to proceed with these interim rates. Electricity Distribution and Natural Gas Distribution are to file an application by March 1, 2021, outlining the duration of the rate freeze and collection timelines, expected deferral values including carrying costs and anticipated impacts to customers.",0
"Finally, there is a reputational risk linked to the possibility that oil companies may be perceived by institutions and the general public as the entities mainly responsible of the climate change. This could possibly make Eni’s shares less attractive to investment funds and individual investors who assess the risk profile of companies against their environmental and social footprint when making investment decisions.",0
"Ecoefficiency Eco-efficiency management provides a reduction in the consumption of natural resources, such as water and energy, thus minimizing the environmental impact, in addition to the expenses with the acquisition of said inputs. With the same goal, GHG emissions and consumption of materials were rationalized, such as: paper, toner and fuel, reducing the generation of solid waste.",1
"The Group and its customers are exposed to climate related events, including climate change. These events include severe storms, drought, fires, cyclones, hurricanes, floods and rising sea levels. The Group and its customers may also be exposed to other events such as geological events (including volcanic seismic activity or tsunamis), plant, animal and human diseases or a pandemic.",0
"Both our Board and executive leadership team recognize that operating responsibly, which includes minimizing the environmental impact of our operations, is fundamental to the long-term success of Verizon. We believe building a better future involves making climate aware- ness “business as usual” throughout our organization, starting at the top. This is why our Board’s oversight role and management governance structures are evolving to include more regular assessment and discussion of climate-related risks and opportunities.",1
"Although it is intended that governments will ratchet up their commitments to emissions reduction – their ‘Nationally Determined Contributions’ – it is not clear that governments will do this, or will do so in time. Governments may also not live up to, or may renege upon, the commitments they have made.",1
"Climate-related risks and opportunities have grown in importance for us as a business. As an insurance company understanding and managing risk is at the heart of what we do, and we recognise that climate change poses material long-term impacts to the business.",0
Note: 1. Please refer to page 29 within Metrics & Targets for further details on our emissions and energy reduction targets. 2. This reduction against target is the year-to-date position as of 30 June 2020 comparing like-for-like emissions against the same period in 2013.,1
"PETRONAS PowerClean™ WS601, an all-in-one well bore solution. Efficient and cost effective, these products help oil and gas players continue to extract hydrocarbons with reduced impact on our natural resources and environment.",2
"Moreover, we continue to enhance the durability, safety, quality and performance of its products to ensure that consumers can comfortably enjoy them over an extended period, as well as design and develop various accessories, and pursue cost-cutting and energy conservation initiatives.",2
"We emit greenhouse gases both directly and indirectly. Our direct (scope one) emissions come from our industrial businesses, including the use of natural gas and diesel, and fugitive emissions from coal mining. Our main source of indirect (scope two) emissions is electricity used in our operations. We also estimate other indirect (scope three) emissions that occur as a result of our operations such as air travel, but are not controlled by us.",1
"In practice, the short-term nature of the business, the ability to re-price annually and the risk mitigation provided by reinsurance arrangements are likely to limit the impact on general insurance liabilities. However, over time the increased physical effects of climate change are likely to result in more risks and perils becoming either uninsurable or unaffordable.",0
"We work with the business continuity team of our parent company to understand and manage a broad set of short, medium and long-term business continuity risks, of which climate change is one component.",0
"Linde is subject to various claims, legal proceedings and government investigations that arise from time to time in the ordinary course of business. These actions are based upon alleged environmental, tax, antitrust and personal injury claims, among others (see Note 19 to the consolidated financial statements). Such contingencies are significant and the accounting requires considerable management judgments in analyzing each matter to assess the likely outcome and the need for establishing appropriate liabilities and providing adequate disclosures. Linde believes it records and/or discloses such contingencies as appropriate and has reasonably estimated its liabilities.",0
"Internal reputation We also support a business culture where employees help employees. The VtoV Employee Relief Fund pro- vides aid for Verizon employees displaced from their homes due to a natural or personal emergency, such as fire, flood, severe weather, or domestic violence. VtoV has provided grants to Verizon employees around the world to use toward food, clothing, shelter, and other necessities during life-changing disasters.",1
" To exclude the least energy efficient hydrocarbons and those that pose the greatest threat to the environment, because these are incompatible with the goal of combating climate change and they represent an economic risk for investors. This means turning down projects and companies that do the majority of their business in: o Oil sands production, o Oil extracted from the Arctic region (off-shore and on-shore production), o Shale gas or oil production involving excessive flaring or venting, o Infrastructure projects mainly intended for schemes covered by the exclusion criteria set out above,  Crédit Agricole S.A. is committed to offsetting the Group's entire direct carbon footprint until 2040 via the",1
"With regard to its carbon footprint, the Group calculates its direct emissions (Scope 1), indirect emissions from energy consumption (Scope 2) and other indirect emissions due to company activities that are not under its direct control (Scope 3). In 2019, Atlantia Group produced approx. 355 thousand tonnes of carbon dioxide equivalent (Scope 1 + Scope 2), mainly due to emissions deriving from the production of electrical energy consumed (46%) and emissions linked to the consumption of fuel for transport (21%) and for cogeneration (20%). The remaining emissions are emissions due to consumption for heating and to supply systems and emergency gensets.",1
"Extreme weather events represent a potential risk. Loss or impairment of key manufacturing sites, inability to procure sufficient raw materials, disruption to transportation of raw materials or finished goods, etc. could disrupt our operations if they are not effectively managed and remedied. We have over 100 sites globally and a broad supplier network. This provides some level of flexibility to adjust production and sourcing. In addition, each site has a business continuity plan, which is regularly reviewed and updated. These plans include considerations for disruptions caused by extreme weather events.",0
"2 Increased severity/frequency of extreme weather events. Loss or impairment of key manufacturing sites, inability to procure sufficient raw materials, disruption to transportation of raw materials or finished goods, etc. as result of an extreme weather event could disrupt our operations if the response to such an event is not effectively managed and remedied.",0
"All six capitals are important to our smooth operations and in creating a healthy balance between our economic, social and environmental scorecards. They are also interrelated, and may change in compositions according to actions taken as we focus on different areas that are strategic to our sustainable growth.",1
"REDUCING ENERGY CONSUMPTION A number of energy-efficiency projects have been implemented such as lighting control and heating, ventilation, and air conditioning (HVAC) upgrades. These projects help reduce energy costs and our greenhouse-gas footprint.",2
"To advance our voting activities on climate change, we created our first climate-change voting policy, which will commence this year. We will look to vote against the re-election of chairs of heavy emitting companies’ boards that have inadequate climate-change disclosures, management and emissions performance. This will include the consideration of how risks and opportunities presented by the low-carbon transition are managed, as well as a company’s own Scope 1 and 2 emissions.",1
"Extreme wind and rain, storms and other events Extreme weather conditions are expected, involving increased intense tropical cyclone activity, increased frequency of floods and large-area floods in many regions, higher sea levels and an increased risk of drought in Australia, Eastern New Zealand, and the Mediterranean, with exceptional seasonal droughts in Central Europe and Central America. This could lead to wind storms and flooding. It is expected that climate change may lead to more tropical storms. Therefore, certain areas such as the US Gulf Coast, China, Japan and Vietnam are increasingly vulnerable.",0
"Strains on the natural environment are intensifying with the impacts of climate change and water scarcity increasingly visible. Momentum is gathering globally to tackle climate change following the Paris Agreement, which came into force in 2016, aiming to limit temperature rise this century to below 2 degrees Celsius above pre-industrial levels. Concerns about the planet and society are matched by concerns about our own health. Obesity kills more people than hunger, while many populations struggle to find sufficient nourishment in their diets, presenting opportunities to meet these growing consumer needs.",1
"We outline some of these overarching risk management processes below, in which climate change is considered. See the Strategy section for more about our approaches to managing specific risks and opportunities.",1
"Our stakeholders are increasingly concerned about a number of pressing global issues, some of which are directly related to the operations of corporations. These material matters shape our sustainability agenda and initiatives in order to manage external risks while also presenting opportunities for growth.",1
"Over the last few years, we have witnessed a continued increase in the number and severity of weather events. As mentioned in Section 11.2, the events in Fort McMurray were the costliest natural catastrophe in Canadian history and highlight the risk of wildfire in Canada. Changing weather patterns may have an impact on the likelihood and severity of natural catastophes, such as wildfires. The trend in climate change continues to pose a meaningful risk to our ability to meet our business objectives.",0
"� SASB materiality: in the 2019 process, as a further element of analysis, account was taken of the materiality assessment of the 28 mapped themes obtained using the materiality assessment tool developed by the Sustainability Accounting Standards Board, with reference to a number of sectors, specifically including road and air transport, engineering, construction and logistics. SASB standards[3] specifically focus on how the pertinent themes are perceived by investors. Therefore, this materiality model is mainly based on an assessment of the effects ESG issues can have on the financial conditions or operating performance of companies within a specific sector.",1
"All our manufacturing partners are subject to specific performance criteria which are regularly measured and reviewed by Global Operations. To ensure the high quality that consumers expect from our products, we enforce strict control and inspection procedures of our manufacturing partners and in our own factories. Effectiveness of product-related standards is constantly measured through quality and material claim procedures. In addition, we track social and environmental performance criteria of our suppliers through the compliance and environmental KPI (C-KPI and E-KPI) tracking system. Adherence to social and environmental standards is promoted throughout our supply chain. The current list of our independent manufacturing partners can be found on our website. ¬ ► ADIDAS-GROUP.COM/S/SUPPLY-CHAIN- APPROACH ► SEE SUSTAINABILITY",1
"BB DTVM, by strategic direction, performs extensive asset screening considering socioenvironmental and corporate governance aspects. By means of its own ESG methodology, which uses a combination of positive and negative screening, it ended the period with R$ 648.85 billion in assets subject to this methodology, representing 55.12% of the total assets under management. The asset manager has been managing and distributing 10 investment funds with socioenvironmental characteristics to the different investor segments, that, in December 2020, totaled R$ 3.15 billion in shareholders’ equity.",1
"Where relevant, our Bank considers the social and environmental outcomes of the business decisions we make. As an example of these considerations, our Bank does not lend to projects in the coal and coal seam gas sectors, and we have taken a pragmatic approach that says it makes no sense to broaden our footprint by starting to do so.",1
"We understand that environmental and social issues may affect our activities and the revenue of our clients, causing delays in payments or default, especially in the case of significant environmental and social incidents. The way these risks may affect us becomes more evident where we finance projects in sectors with higher environmental and social impacts, such as mining, and large hydroelectric plants , which require comprehensive environmental and social due diligence as well as mitigating measures.",0
"We aim to achieve a decarbonized society through energy-saving activities including upgrading to energy-efficient equipment, the adoption of renewable energy and upgrading to next-generation energy. We will also pursue the development of products and services which will contribute to the creation of a decarbonized society.",2
"(and the company may not be able to offset such impact, including, for example, through higher freight rates). Climate change legislation and regulation could also affect CN’s customers; make it difficult for CN’s customers to produce products in a cost-competitive manner due to increased energy costs; and increase legal costs related to defending and resolving legal claims and other litigation related to climate change.",0
"By reducing energy consumption and GHG emissions, we are not only doing our part to help reduce GHG emissions to the atmosphere but are also helping to mitigate potential impacts from policy or regulatory actions that could put an increased price on carbon emissions. The actions we are taking include:",1
"By 2025, we aim to achhieve carbon neutrality for our corporate and own-retail sites through implementing on-site energy production, improving energy use efficiency, sourcing renewable energy, and balancing our emissions through various partnership methods. We will also continue to monitor and improve the water efficiencies at our biggest consuming sites. We will further strengthen our sustainability foundation by increasing the environmental performance data coverage. Furthermore, we will continue to push implementing eco-efficiency standards through the IMS at key sites.",1
• Customers’ changing preference for environmental friendly product • Shareholders' inclination to invest in companies with sustainable commitment • Reallocation of capitals to cleaner and greener investments by financial institutions. • Significant investment into technologies and infrastructure to address climate change and to look beyond own operations • Increase in operational costs to meet regulatory requirements for GHG emissions and climate change,0
"Important steps that the DNP Group has taken leading to a Decarbonized society include reducing the consumption of forms of energy that generate CO2 (energy conservation), switching to low CO2- emission fuels and introducing renewable energy sources.",1
"Governance Links: The CEO and Chairman of the Board sits on the SLC and can bring relevant climate-related items to the Company’s Board of Directors and its Governance & Public Responsibility Committee, which has oversight of many of the Company’s Corporate Citizenship efforts, including climate.",1
"In 2017 follow-ups have been made to climate risk analyses for fossil energy companies and electrical power companies, which resulted in additional divestments from three fossil energy companies and four electrical power companies. One fossil energy company and three electrical power companies have been reintroduced to the Fund’s benchmark index, because they no longer meet AP2’s criteria for divesting companies in these sectors. In total, the Fund has divested from equities and corpo- rate bonds in 79 companies as a result of financial climate risks.",1
"In this report, we have presented relevant data from all the manufacturing subsidiaries within the Group in which we have more than 50% ownership. As we have operational control in these companies, we are able to guide them in terms of sustainability and ensure they adopt our approach in managing all material matters sustainably. This year, we have not included data from Da Vinci Group B.V. (DVG), as our acquisition was completed only in mid-September and we have yet to fully integrate our sustainability platforms. b PETRONAS CHEMICALS GROUP BERHAD",1
"In the second, third and fourth quarters of 2019, the Company closed a series of transitions related to the sale of its Canadian fossil fuel-based electricity generation business and Alberta PowerLine. These sales resulted in an aggregate gain of $174 million in 2019.",1
"We use annual general meetings as another way to monitor and engage with companies to reduce the risks from climate change, as well as to support climate change-related resolutions and work with other investors where appropriate.",0
*2 GHG: Greenhouse Gases Emissions from the use of electricity were recalculated to include past years using the coefficients for the fiscal years prior to the tabulated fiscal years. (Details are listed on page 21.) .,1
"We also look at the way banks facilitate financing by others, for example by arranging the issue of green bonds. For each of these categories we look at the bank’s current lending, historical trends and lending targets. There are also ‘no go projects’. We won’t invest in any bank which lends to an Adani Carmichael coal mine. Internationally we won’t invest in any bank which lends to a Keystone XL pipeline transporting oil from the tar sands of Canada.",1
"Major Risk Scenario It is the responsibility of companies with substantial emissions of greenhouse gases to take measures to reduce them, and if these measures are delayed, it may erode the confidence of the public in the Group, increase environmental costs, such as CO2 credits, and have an impact on financial performance.",0
"What are the latest sustainability issues in your industry, and what roles do you expect LG Chem to play? The tire industry has been dealing with and responding to issues like sustainable natural rubber and microplastics in the last few years. The sustainability issue of the natural rubber supply chain is associated with human rights, environmental protection, transparent management, productivity, quality, and quality of life. Hankook Tire & Technology is resolving this issue by operating a global platform called the Global Platform for Sustainable Natural Rubber GPSNR for the supply chain and automotive industry. Our company conducts research on microplastics for tire wear particles. Hankook Tire & Technology is not only required to manage the sustainable supply chain for natural rubber. The sustainable supply chain also applies to the raw materials supplied by LG Chem. As LG Chem is a major supplier of our company, the sustainability efforts of LG Chem will have a positive effect on our responsible sourcing policy and products. We look forward to seeing a true collaboration on sustainability among companies or among industries.",1
"For several years we have worked to reduce the environmental impact of our operations, including GHG emissions, and we continue to make investments to make our operations, networks, and infrastructure more resilient. All of these activities not only help manage our risks, but also provide new opportunities to reduce operating costs, take advantage of cost-competitive renewable energy, and create potential competitive advantages from resilient operations.",2
"69 Munich Re: Press release 4 January 2018. also significantly exceeded the previous year’s figure of US$ 51 billion and the 10-year average of US$ 49 billion. Over two-thirds of all insured losses were accounted for by hurricanes Harvey, Irma and Maria with US$ 92 billion. Further significant losses were caused by forest fires in California and earthquakes in Mexico, which also occurred in the second half of the year.",0
"(3) In addition to confirmation of compliance, we confirm the status of continuous improvements and corrections being made towards the achievement of the environmental targets. When necessary, we require audited sites to review plans.",1
"The diagnosis of organizational culture represents the internal scenario and it is one of the elements considered/ analyzed in the definition of the drivers. Since 2017, after reviewing the research strategy by our organizational behavior area, only the Organizational Climate and Engagement Survey was applied annually, as presented in the table below.",1
"Our aim in 2021 is to be able to report the weighted average carbon intensity of our corporate bonds portfolio. Furthermore, in order to improve monitoring, management and future reporting in this area, we are working towards an improved picture of the emissions intensity of other significant portions of our investment portfolio, where appropriate data and methodologies exist.",1
"Logistics remains focused on driving freight to the ocean to reduce cost, our carbon footprint and the risk of temperature deviation. Many new distribution pathways were validated that provide greater opportunity to utilise ocean freight, especially into the emerging Middle Eastern markets.",1
"The utilities industry is changing with an increased focus on decarbonization, digitalization, decentralization, and evolving customer demand. Continuing climate change concerns, evolving regulations to encourage the advancement of new technologies, emission reduction targets, and government incentives present opportunities for utility companies. Our natural gas and electric utilities are well positioned to capitalize on these trends. Our strategic priorities remain focused on investments that provide lower emissions and cleaner energy solutions for our customers, while continuing to invest in our core business.",2
"Managing weather impacts Tropical cyclones (hurricanes and typhoons) present a risk to our coastal and inland infrastructure, includ- ing our network and facilities. These events may increase our capital and operating costs to maintain and/or repair our facilities following the event. Every year we make significant investments in real estate and net- work maintenance and upgrades to build resilience into our operational infrastructure. Based on the lessons learned during storms such as Superstorm Sandy, Hurricane Matthew, and Hurricane Michael, we have taken steps to increase the resilience of our network in affected areas and other at-risk areas. Depending on the area and risk, these steps to enhance infrastructure resilience have included adding stilts to raise equipment that powers cell sites, moving site generators from basements to a higher level or platforms, and installing new fiber solutions underground rather than using aerial fiber. We also have ongoing efforts to improve backup facility power systems, including power capacity at facilities located in areas with greater storm and wildfire risk, by adding generators to at-risk sites where, historically, the site only had backup batteries. Federal, state, and local regulators may create requirements that change the type and timing of actions we take, which could result in higher operating costs than anticipated.",0
● Developed nations are expanding the application of the global water management system. Losses from limitation of export may occur due to trade barriers and various regulations related to water footprint regulations.,0
"Our corporate management is responsible for setting our strategic goals, including targets for reducing our CO2 emissions, and for monitoring our progress toward them. The Product Steering Board (PSB) monitors the development of the car fleet’s CO2 emissions in markets where such emissions are regulated. It is also responsible for providing forecasts. In its evaluations, the PSB takes into account the increasing degree of vehicle electrification and the changes that have been made to legal requirements, for example those related to the introduction of the new WLTP test procedure. The Board of Ma- nagement then decides which measures need to be implemented. On the market side of the equation, price and volume control mea- sures can also affect our ability to achieve our targets in the short term. For this reason, these measures are also discussed with the Board of Management within the framework of the regular reporting on the current state of CO2 fleet compliance.",1
"In addition, climate-related risks and opportunities are integrated into the Group-wide risk management process at Daimler. Via the segments, information for reporting to the Board of Management and Supervisory Board is passed on to Group Risk Management.",1
"We targeted a £500 million annual investment in low-carbon infrastructure from 2015-2020, and an associated carbon saving target of 100,000 CO2 tonnes annually. In 2016 we signed £450 million of new investment into wind, solar, biomass and energy efficiency, and our Infrastructure Income Fund will deliver over 150,000 tonnes of CO2e savings annually when the projects are operational. Aviva holds over £247 million in green bonds.",2
"Our Board oversees the management of strategic and operational risks by using several different levels of review. Each of our Board’s four standing committees oversees the management of specific risks and opportunities, including climate-related risks and opportunities, that fall within that com- mittee’s areas of responsibility. The committee chairs provide regular updates to our full Board on the activities of their committees. In addition, our Board reviews the risks associated with Verizon’s strategic plan throughout the year.",1
"Inherent risk profile The inherent risk profile identifies Nedbank’s inherent risk before controls are implemented for the effective management of climate-related risks. The inherent risk profile is determined based on the following categories: • GHG emission industries – Various industries pose a higher inherent risk depending on the nature of the specific GHG emissions. Inherent risk increases as the GHG emissions increase. • External threats – These include changing weather patterns, client behaviour and preferences, new technology and innovation, legislation, and risks. Nedbank may be exposed to due to activities of lending, investing, and the group’s own operations.",0
"THE ISSUE Investors, in our view, have been too slow to recognize and address the substantial systemic threat that deforestation poses to the climate, local communities, biodiversity and human rights. Many consumer goods companies purchase commodities, like palm oil and soy, through supply chains that originate in rainforests in places like Indonesia and Guatemala. Deforestation is a principal driver of climate change, responsible for roughly 15 percent of global greenhouse gas emissions. Extensive—and oftentimes illegal—deforestation can have devastating impacts on biodiversity and on local and indigenous communities that depend on forests for their livelihoods. Deforestation has also been linked to severe human rights violations and, in recent years, environmental campaigners and protesters have been arrested and killed in record numbers.",0
"The performance of the units, used to measure the amount to be paid as variable compensation, is measured by a corporate tool called the Work Agreement (Acordo de Trabalho - ATB). This evaluation model, based on the goals proposed at the Corporate Strategy, allows for a balance between short and long-term visions. The ATB indicators relate to several topics, including commercial and financial performance, customer satisfaction and experience, operational efficiency, risk management, human management, and corporate socioenvironmental (E&S) responsibility. |102-28| |102-35|103-3|Sustainability Culture|",1
"Over the past several years, changing weather patterns and climatic conditions, including as a result of global warming, have added to the unpredictability, frequency and severity of natural disasters and created additional uncertainty as to future trends and exposures. In particular, the consequences of climate change are expected to significantly impact the insurance industry, including with respect to risk perception, pricing and modelling assumptions, and need for new insurance products, all of which may create unforeseen risks not currently known to us.",0
"KEY PRIORITIES FOR 2021 • Attain top market share in our Canadian franchise. • Grow our U.S. dollar business in sectors where we are competitively positioned, adding new clients and deepening our relationship value by maturing our product and advice offerings. • Leverage our North American franchise and global capabilities to grow our Europe and Asia-Pacific businesses. • Increase wallet share with sponsor, institutional, prime services and government clients globally. • Continue to develop ESG expertise and become a leader in the space as we support clients on their transition to a low-carbon economy. • Drive innovation and build data and analytical capabilities to improve end-to-end process efficiency and enhance client value. • Continue to lower our cost structure to reflect reduced margins and volumes in parts of our business and create capacity for additional investments. • Maintain our focus on managing risk, capital, balance sheet, and liquidity. • Continue to be an extraordinary place to work with a focus on inclusion and diversity.",2
In recent years we have started to embed sustainability explicitly throughout the business by developing an overarching framework to communicate our objectives clearly via our established five pillar sustainability strategy. The strategy outlines our goals and commitments across a range of sustainability issues that are integral to our business and important to our stakeholders.,1
"If we are unable to find economically viable, as well as publicly acceptable, solutions that reduce our GHG emissions and/or GHG intensity for new and existing projects or products, we could experience additional costs or financial penalties, delayed or cancelled projects, and/or reduced production and reduced demand for hydrocarbons, which could have a material adverse effect on our earnings, cash flows and financial condition.",0
"Category A: projects that require preparation of an Environmental Impact Study (EIA) and with potential for significant adverse socioenvironmental risks or impacts that are multiple, irreversible or unprecedented, with emphasis on those related to at least one of the following topics: indigenous peoples, critical habitats, cultural heritage or large- scale resettlement.",0
BB’s Commitment to Climate Change describes our initiatives to reduce carbon emissions. which are registered in the Harvest Monitoring Panel system and allow observing the recurrence of extreme events and changes in the local climate pattern.,1
"The progress toward all Green Company targets is tracked through an environmental data reporting system and is disclosed in detail in our annual Green Company Report, available on our corporate website as of spring 2021. ¬ ► ADIDAS-GROUP.COM/S/ENVIRONMENTAL-APPROACH Own operations: Progress toward 2020 targets",1
"TD recently launched a bold and ambitious climate action plan to address the challenges of climate change. This includes a target to achieve net-zero greenhouse gas emissions in our operations and financing activities by 2050. We backed this commitment with the creation of a new Sustainable Finance and Corporate Transitions Group to support clients around the world, and an Environmental, Social and Governance (ESG) Centre of Expertise to participate in the global efforts required to deliver on this long-term target.",1
"In October 2020, we approved our sustainable finance model, which provides for parameters and management for raising funds for projects classified as sustainable in the global market. This type of funding can be used to finance projects able to offer financial, environmental, social and governance (ESG) benefits.",2
"We are a purpose-led organisation that considers our long-term sustainability as contingent on the success of the societies in which we operate. We will play a leading role in addressing climate change in ways that are sensitive to the local context, including climate vulnerability, development imperatives and structural economic challenges.",2
"Other disruptions in the manufacturing process or product sales and fulfillment systems for any reason, including equipment malfunction, failure to follow specific protocols and procedures, defective raw materials, natural disasters such as hurricanes, tornadoes or wildfires, and other environmental factors, could lead to launch delays, product shortage, unanticipated costs, lost revenues and damage to our reputation. For example, in June 2017 we experienced a global information technology systems interruption that affected our customer ordering, distribution, and manufacturing processes. Furthermore, any failure to identify and address manufacturing problems prior to the release of products to our customers could result in quality or safety issues.",0
"– we rank among the world’s leading offshore wind companies – is an expression of this conviction. We intend to continue growing in onshore and offshore wind and do so through partnerships where appropriate. We plan to invest between €1.5 billion and €1.7 billion in the Renewables division from 2017 to 2019. All capital expenditures must satisfy clearly defined requirements in terms of profitability. Among our largest wind energy operations are the Nordsee One and Galloper projects, which are scheduled for commissioning at the end of",2
"Managing social and environmental risk in our lending practices The year 2020 has been a year of extremes and has emphasised the importance of identifying, managing and reporting on social and environmental risk. Nedbank revised its Social and Environmental Risk Framework to expand on the social imperatives within our operations and that of the clients that we finance.",0
"Traffic infrastructures (roads, airports and railways) and the traffic connected with them are the main sources of environmental noise and noise impact in urban areas. This is why noise protection is a high-priority issue for the Group, whose efforts begin from the planning and design stages of the new works, with the development of innovative solutions, tools and methods to guarantee optimal environmental conditions for citizens.",1
"Given the complex legal and regulatory environment within which we operate, we are exposed to a range of risks. Risks can be in the form of possible non-compliance with existing laws or regulations, or failure to meet the terms of our current 2015-20 regulatory contract, and we face risks in relation to potential future changes in legislation or regulation, as well as from environmental impacts such as climate change.",0
"Climate change is a challenge faced by the entire P&C insurance industry. In particular, our property insurance business has been affected due to changing climate patterns and an increase in the number and cost of claims associated with severe storms and other natural disasters. Water damages now make up more than half of our home insurance claims.",0
"Indirect effects on a global scale Global warming will result in warmer and more frequent hot days/nights, which may affect the health of the population. The spread of worldwide diseases may increase. For example, malaria could migrate to Northern regions, such as Spain and as far north as Southern Great Britain. This increases the risk of epidemics.",0
"Notes: 1. Scope 1 emissions are reported here on a like-for-like basis against the 2013 baseline and exclude emissions from additional vehicles used during repairs, courtesy car fuel usage and from vehicles that are company funded, as these were not tracked prior to 2019. 2. Figures for Scope 2 use standard location-based methodology. We follow GHG Protocol to disclose both location- and market-based figures; and as we have secured our energy from 100% renewable sources since 2014, our Scope 2 market-based figures is nil each year. 3. This reduction against target is the year-to-date position as of 30 June 2020 comparing like-for-like emissions against the same period in 2013 (30 June 2013: 13,178 total CO2e). 4. Scope 1 emissions for 2019 are as reported in the 2019 Annual Report and Accounts, Scope 2 emissions have been restated following verification by the Carbon Trust. 5. The Scope 1 total for 2019 of 7,365 CO2e differs from the Scope 1 total of 9,399 CO2e as seen in the 2019 baseline table on page 30 as this includes the now-tracked emissions mentioned in note 1 above.",1
"New products include our $1 per day electric vehicle charging offer, which will be available in November 2016, and the AGL Future Forests program which enables residential customers to offset carbon emissions based on their electricity consumption for $1 per week. This funds the purchase of native Australian forestry carbon credits to offset those emissions and also supports biodiversity conservation and the planting of Australian native trees.",2
"We will therefore conduct market research to gain insight on customer and broader consumer attitudes by exploring questions such as the relationship between insurance and the environment, the carbon footprint of insurance, as well as interest in potential activities and propositions we could offer.",1
"The scenarios developed by the IEA were used as the frame of reference: • Above 3,2ºC > current-policies scenario. This scenario is a baseline picture of how global energy markets would evolve if governments make no changes to their existing policies and measures. • 2,7ºC to 3,2ºC > stated-policies scenario. This scenario reflects the impact of existing policy frameworks and today’s announced policy intentions. • 1,75ºC to 2ºC > Sustainable- Development Scenario. This IEA scenario is most aligned with the Paris Agreement, as it holds the temperature rise to below 1,8°C with a 66% probability without reliance on global net-negative CO2 emissions; this is equivalent to limiting the temperature rise to 1,65°C with a 50% probability.",1
"In 2020, we contracted three operations pursuant to terms of Equator Principles referring to three Project Finance (projects whose total capital cost is equal to or higher than US$ 10 million). We interacted with eight customers, requesting to 100% of cases environmental licensing, if applicable, and projects were not denied during the year.",1
"In order to achieve such a result, further development of network infrastructure will be of fundamental importance. It will have the task of integrating renewable energy sources in the electrical system, managing the bidirectional electricity flows associated with the growing share of distributed generation. For this reason, aware of the key role that networks will play, the new Strategic Plan increases investment in expanding network infrastructure in Italy and abroad, for a total of €5.8 billion between 2017 and 2019.",1
"[7] Until 2009 as Gruppo Autostrade per l’Italia. [8] Data on the diesel consumed by the gensets in Chile in 2018 not available. [9] Location-based emissions. [10] The figure refers to the perimeter of Autostrade per l’Italia only. [11] The 2018 figure has been recalculated following an update to the method of evaluating CO2 emissions. [12] The 2018 figure has been recalculated following an update to emission factors. [13] Value available from this year, for the calculation of which it was necessary to update the information collected. [14] “Other activities” include the operations of Pavimental, Spea and ETC.",1
"Indicator 3: Raise R$ 1,499 million in the year 2023 in Project Finance and/or Structured Operations for renewable energy and/or operations intended for players in the renewable energy segment for investment in their activities by December 31, 2023.",2
"Global Social Impact We are committed to being a deeply responsible company in the communities where we do business. Our focus is on ethically sourcing high-quality coffee and tea, reducing our environmental impacts and contributing positively to communities around the world. Starbucks Global Social Impact strategy and commitments are integral to our overall business strategy. As a result, we believe we deliver benefits to our stakeholders, including employees, business partners, customers, suppliers, shareholders, community members and others. For an overview of Starbucks Global Social Impact strategy and commitments, please visit www.starbucks.com/responsibility.",1
"The highly regulated and commercially competitive environment, together with the businesses’ operational complexity, exposes the Group to a number of risks. We remain focused on mitigating these risks at all levels in the business although many remain outside our control; for example, changes in government regulation, adverse weather, acts of terrorism, pandemics, fuel prices and foreign exchange. Risks are grouped into four categories: strategic, business and operational, financial, and compliance and regulatory risks. Guidance is provided below on the key risks that may threaten the Group’s business model, future performance, solvency and liquidity.",0
"The perceptions of the groups of stakeholders with whom we interact bring relevant inputs to the process of identifying our challenges and opportunities. Aiming to address perceptions, a review of the relevance of the categories of stakeholders was made in 2020 – board of directors, shareholders/investors, customers, entities affiliated, government, suppliers, employees, press/media, regulatory bodies, representatives of civil society, sustainability experts and competitors, from the perspective of the Strategic Objectives (2021-2025 Strategic Map) and the results of the process carried out in 2016.",1
"5. In manufacturing a product, we aim to comply with environmental laws and regulations, and moreover we set up more stringent standards to reduce the emissions of pollutants into the air, watershed and soil, and to prevent unpleasant odors, noise, vibration and land subsidence. We are constantly improving facilities, techniques and manufacturing processes to promote the targets of energy conservation, resource conservation and the reduction of industrial waste.",1
"Action taken: We have met management and emphasised the financial risks associated with climate change, and have highlighted that the TCFD is a useful mechanism to assess and disclose climate-related financial risks.",0
"On December 31, 2019, the Company sold its 100 per cent investment in ASHCOR Technologies Ltd. (ASHCOR), an Alberta-based company engaged in marketing coal ash and other combustion products, to ATCO Ltd. for aggregate consideration of $35 million ($20 million, net of cash disposed). The transaction resulted in no significant impact on the consolidated earnings. ASHCOR was previously reported in the Utilities, Electricity segment.",1
"By their very nature, these forward-looking statements require the Bank to make assumptions and are subject to inherent risks and uncertainties, general and specific. Especially in light of the uncertainty related to the physical, financial, economic, political, and regulatory environments, such risks and uncertainties – many of which are beyond the Bank’s control and the effects of which can be difficult to predict – may cause actual results to differ materially from the expectations expressed in the forward-looking statements. Risk factors that could cause, individually or in the aggregate, such differences include: strategic, credit, market (including equity, commodity, foreign exchange, interest rate, and credit spreads), operational (including technology, cyber security, and infrastructure), model, insurance, liquidity, capital adequacy, legal, regulatory compliance and conduct, reputational, environmental and social, and other risks. Examples of such risk factors include the economic, financial, and other impacts of the COVID-19 pandemic; general business and economic conditions in the regions in which the Bank operates; geopolitical risk; the ability of the Bank to execute on long-term strategies and shorter-term key strategic priorities, including the successful completion of acquisitions and dispositions, business retention plans, and strategic plans; technology and cyber security risk (including cyber-attacks or data security breaches) on the Bank’s information technology, internet, network access or other voice or data communications systems or services; model risk; fraud to which the Bank is exposed; the failure of third parties to comply with their obligations to the Bank or its affiliates, including relating to the care and control of information, and other risks arising from the Bank’s use of third-party service providers; the impact of new and changes to, or application of, current laws and regulations, including without limitation tax laws, capital guidelines and liquidity regulatory guidance and the Bank recapitalization “bail-in” regime; regulatory oversight and compliance risk; increased competition from incumbents and new entrants (including Fintechs and big technology competitors); shifts in consumer attitudes and disruptive technology; environmental and social risk; exposure related to significant litigation and regulatory matters; ability of the Bank to attract, develop, and retain key talent; changes to the Bank’s credit ratings; changes in currency and interest rates (including the possibility of negative interest rates); increased funding costs and market volatility due to market illiquidity and competition for funding; Interbank Offered Rate (IBOR) transition risk; critical accounting estimates and changes to accounting standards, policies, and methods used by the Bank; existing and potential international debt crises; environmental and social risk; and the occurrence of natural and unnatural catastrophic events and claims resulting from such events. The Bank cautions that the preceding list is not exhaustive of all possible risk factors and other factors could also adversely affect the Bank’s results. For more detailed information, please refer to the “Risk Factors and Management” section of the 2020 MD&A, as may be updated in subsequently filed quarterly reports to shareholders and news releases (as applicable) related to any events or transactions discussed under the headings “Significant Events” in the relevant MD&A, which applicable releases may be found on www.td.com. All such factors should be considered carefully, as well as other uncertainties and potential events, and the inherent uncertainty of forward-looking statements, when making decisions with respect to the Bank and the Bank cautions readers not to place undue reliance on the Bank’s forward-looking statements.",0
"2 ) than coal, and negligible amounts of sulphur dioxide (SO X ), nitrogen oxides (NO x ), mercury and particulates. Even though natural gas is already the cleaner option, we make every effort to reduce our energy consumption in order to minimise our carbon footprint lowest possible.",1
"Our audits help us rate our suppliers according to their social and environmental compliance performance with a C-KPI and E-KPI rating tool, respectively. As we continue to increase our focus on added-value advisory services and empowerment projects, which go beyond our regular audit routine, the number of audits conducted by our own in-house team has decreased to 251 in 2020 (2019: 299). Similarly, audits conducted by third-party monitors also decreased to 612 at the end of 2020 (2019: 658).",1
"As an natural resources industry, we have a profound responsibility to address the planet’s undisputed warming and adapt to future impacts. It remains a high profile challenge across our markets Countries like India in which we are operating are predicted to experience the worst impact of climate change as it is a coal consuming economy.",0
"Longer-term risk identification and assessment In addition to our inclement weather monitoring tools and processes, we are also integrating longer-term climate-related risks into our planning tools given that historical and current weather patterns are not always indicators of future conditions. Using geospatial analysis, we overlay long-term climate projections from third-party sources onto our current and future operational and network models. This analysis covers multi-year projections and probabilities over multiple climate scenarios. The models provide us with a view of the risk of the occurrence of climate- related events, including storm surge associated with hurricanes, flooding, wildfire, tornadoes and high straight-line winds. The models are periodically updated to account for changes in precipitation patterns, increasing temperatures, and sea level rise.",0
"CANADIAN UTILITIES LIMITED 2020 MANAGEMENT'S DISCUSSION & ANALYSIS 56 fossil fuel-based electricity generation business in the third quarter of 2019, these contracts were accounted for as normal purchase agreements as they were with an affiliate company and the own use exemption was applied.",1
"Cash used for capital investment was $912 million in the full year of 2020, $314 million lower than the same period in 2019. Lower capital spending was mainly due to lower overall capital investment in the Regulated Utilities in 2020, the completion of construction on APL in 2019, and lower capital investment in Electricity Generation due to the sale of the Canadian fossil fuel-based electricity generation business and APL in 2019.",1
"Our Socioenvironmental Responsibility Policy (PRSA) guides the behavior related to the topic, considering actions with companies, governments and society in initiatives dedicated to reducing risks and taking advantage of opportunities related to environmental and social issues, including climate change, in addition to involving aspects related to the promotion of Human Rights and fundamental principles of work, the universalization of social rights and respect for diversity in business relationships.",1
"The number of reports remains limited thanks to the vigilance on the part of the Construction Site Managers and the figures responsible for the inspections, including the Environmental Protection Managers, and to the greater attention paid to environmental issues by Contractors.",1
Customers’ preference for environmental friendly product. Shareholders’ inclination to invest in companies with sustainable commitment. Reallocation of capitals to cleaner and greener investments by financial institutions. Significant investment into technologies and infrastructure to address climate change and to look beyond own operations. Increase in operational costs to meet regulatory requirements for GHG emissions and climate change,0
"In addition to the structure to the right, P&G maintains an Enterprise Risk Management (ERM) process to identify and assess risk factors via a multi-functional team of experienced resources. Findings and recommendations made through the ERM process are reviewed with senior managers, in addition to the Company’s Board of Directors and its Audit Committee, which has oversight responsibilities. Through the process, Company leaders assess significant factors that may adversely affect our business, operations, financial position or future financial performance and includes an assessment of environmental sustainability risk factors. The Vice President of Sustainability and the Chief Sustainability Officer participate in the ERM process to provide perspective on relevant sustainability topics, including climate change.",0
"There is also increased focus, including by governmental and non-governmental organizations, investors, customers and consumers on these and other environmental sustainability matters, including deforestation, land use, climate impact and water use. Our reputation could be damaged if we or others in our industry do not act, or are perceived not to act, responsibly with respect to our impact on the environment.",0
"We are also exposed to the risk of higher costs, delays or even project cancellations due to increasing pressure on governments and regulators by special interest groups. Recent judicial decisions have increased the ability of special interest groups to make claims and oppose projects in regulatory and legal forums. In addition to issues raised by groups focused on particular project impacts, we and others in the energy and pipeline businesses are facing opposition from organizations opposed to oil sands development and shipment of production from oil sands regions.",0
2 e reduction). We aim to set more targets for the other SDGs in due time. This will be one of the goals of our newly set up Sustainable Development Department.,1
"─ Reebok Forever Floatride Grow: Forever Floatride Grow is the Reebok brand’s first plant-based performance running shoe and latest example of sustainable innovation. The shoe is made with castor beans, algae, eucalyptus trees and natural rubber and thus builds on Reebok’s Cotton + Corn lifestyle collection of footwear.",2
"Nedbank participated in UNEP FI’s TCFD Phase II banking pilot. The programme empowered participants to identify, assess, and manage their climate risks and opportunities. Participating banks were led through a series of modules designed to expand their physical risk and opportunities toolkits. Nedbank has integrated lessons learned in our CRMF.",1
"In producing this report, we have been guided by best practices in general sustainability reporting as well as those targeted specifically to the oil and gas industry. Among the guidelines that we have referred to are Bursa Malaysia’s Sustainability Framework, FTSE4Good Bursa Malaysia Index’s Environmental, Social and Governance (ESG) indicators, International Petroleum Industry Environmental Conservation Association’s (IPIECA) Oil and Gas Industry Guidance on Voluntary Sustainability Reporting, the Global Reporting Initiative (GRI) and Dow Jones Sustainability Index (DJSI).",1
• Transition to a low-carbon economy presents innovation opportunities to shift our business models and assets in response to climate change • Gain confidence of broader stakeholders such as general public and future talent pool who seek businesses that actively manage climate related topics • Create value for customers through safe and efficient products which support carbon footprint reduction • Operational efficiencies and cost saving through GHG reduction,2
"Current carbon footprinting methods don’t do a good job of including emissions produced, or emissions saved, from use of a company’s products by customers. This means that the carbon footprint of a company can misrepresent the company’s positive and negative climate impacts. For example, the footprint of a coal mining company generally doesn’t include the emissions from the burning of its coal by its customers. And the footprint of a company manufacturing wind turbines doesn’t generally include the emissions savings enjoyed by its customers and the planet from generation of zero emissions electricity. We take these limitations of foot-printing into account when we interpret footprint data for individual investments and our broader portfolio.",1
"There are significant uncertainties around the direction of public policy, developments in technology and its uptake, and the nature and severity of the physical impacts of climate change. The most significant challenge for investment decision-making is that global public policy is not aligned with the target of the Paris Agreement to restrict the global average temperature rise to well below two degrees Celsius.",0
"Governance structure ⌐ A robust governance structure ensures timely and direct execution of programs that drive the achieve- ment of our set goals for 2020 as well as of our new set of targets for 2025. The head of Sustainability is responsible for the development, coordination and execution of our sustainability strategy and reports to the member of the Executive Board responsible for Global Operations. He or she also leads the sustain- ability Sponsor Board, which is composed of senior representatives from Global Brands, Global Operations, Digital, Sales, Finance, Corporate Communication, and other relevant functions across the company. The Sponsor Board ensures cross-functional alignment, transparent end-to-end management and execution of agreed-upon sustainability goals within their functions. This includes rewiewing and signing-off on policies as required. We also maintain a separate compliance function which is operated as the Social & Environmental Affairs Team (SEA) to evaluate supplier-facing social and environmental com- pliance performance and human rights impacts, reporting, through the General Counsel, to the CEO. ¬",1
"Be assured, we are not prepared to sit idly by. We are proud of our unparalleled operational expertise and innovative models for community and Indigenous partnership that define our method of operating. We are working with policy-makers and regulators to advocate for a clear path forward on economic competitiveness, environmental sustainability and social development, along with opportunities to bring Canadian resources and energy ingenuity to global markets.",1
"In addition, the Queensland Government has established an $8.4 million CarbonPlus Fund administered by the department. The fund will enable greater participation by Aboriginal landholders in carbon markets, offset carbon emissions from the Queensland Government’s car fleet for two years, and incentivise carbon farming projects in Queensland by valuing environmental, social and cultural co-benefits.",2
"We anticipate that the potential effects of climate change may impact the decisions and analysis the employees in our Real Estate businesses make with respect to the properties they evaluate or manage on behalf of clients since climate change considerations may impact the relative desirability of locations and the cost of operating and insuring the properties. Future legislation that requires specific performance levels for building operations could make non-compliant buildings more expensive, which could materially adversely affect investments in properties we have made on behalf of clients.",0
Climate-related risks and opportunities are integrated into the Group- wide risk management process at Daimler and are reported and described separately in internal reporting to the Board of Manage- ment and Supervisory Board.,1
"We have streamlined our Crisis Response and Emergency Preparedness systems, and we continuously improve our ability to rapidly mobilize and effectively respond to crises globally. We incorporate learnings from responding to extreme weather events which enables us to continue to strengthen our emergency response capabilities.",0
"The commitment to the management of the socioenvironmental risk is also shown in initiatives and pacts to which we are signatories, such as the Equator Principles, Principles for Sustainable Insurance (PSI) and the Principles for Responsible Investment (PRI). See more on the Sustainability website.",1
"As a natural resources industry, we have a profound responsibility to address the planet’s undisputed warming and adapt to the future impacts. It remains a high profile challenge across our markets Countries like India in which we are operating are predicted to experience the worst impact of climate change as it is a coal consuming economy.",0
"Scenario analysis Means a process for identifying and assessing a potential range of outcomes of future events under conditions of uncertainty. In the case of climate change, for example, scenario analysis allows an organisation to explore and develop an understanding of how the physical and transition risks of climate change may impact its businesses, strategies, and financial performance over time.",0
"Rendering of accounts to Board of Officers and Board of Directors (CA) on progress of these actions and on our socioenvironmental performance occurs on a half-annual basis. The CA is responsible for approving Corporate Strategy, which consolidates decisions about the Company’s performance in the following five years. Upon receiving the matters for deliberation, the CA discusses them and makes decisions. After approval, topics are forwarded to areas responsible for their compliance. In some cases, upon making decisions, the Board determines that periodic reports on deliberated matters must be presented to it so that it is kept informed about progress.",1
"Our approach to capital expenditure has already been influenced by climate-related issues, for example through the investments we have made to reduce the overall greenhouse gas (“GHG”) emissions in our estate (see page 19). The Group is aware of the long-term benefits these investments can bring, and we intend to begin developing climate-related processes and considerations into our investment appraisal approach during 2021.",2
"Liability risk associated with climate change a.s.r.’s P&C portfolio is largely made up of retail customers and SMEs. National and provincial government, authorities and energy companies, do not mesh with the a.s.r. P&C risk appetite. The underwriting of municipal liability within the Large Corporates team poses a potential risk. At present, the P&C business provides cover to 15 municipalities.",0
"The impact of climate change presents a significant risk. Damage to assets caused by extreme weather events linked to climate change is becoming more evident, highlighting the fragility of global infrastructure. As an example, there is a significant risk to coastal properties as sea levels rise. In the U.S., losses are likely to be concentrated in specific regions, especially on the Southeast and Atlantic coasts.",0
"In addition to the specific risks insured, the Group is exposed to losses that could arise from natural and man-made catastrophes. The main concentrations of risks arising from such potential catastrophes are regularly reported to executive management. The most important peril regions and natural catastrophes are U.S. and Caribbean tropical cyclone, Europe windstorm and California earthquake.",0
"Strategy Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning where such information is material. a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.",1
"FY1995 DNP wins the International Trade and Industry Minister’s Prize in the 4th Grand Prize for the Global Environment Award. (The award was established in 1991 by the Japan Industrial Journal and the Fuji Sankei Communications Group, with special support by WWF Japan and sponsorship by the Environmental Agency, the Ministry of Economy, Trade and Industry and the Japan Federation of Economic Organizations)",2
"We modeled the impact of several pathways and assumptions from IEA on our business across two Verizon GHG scenarios — a Low GHG and a High GHG Scenario. Both scenarios leveraged IEA’s outputs (such as carbon prices and changing carbon intensity of the US electricity grid), and within each, we flexed various Verizon-specific assumptions, such as electricity growth, effectiveness of our renewable energy procurement contracts, and ability to adopt EVs (based on IEA assumptions). See the Key drivers of the scenario analysis table on page 18 for a full list of drivers.",1
"All our major investment proposals (more than €5 million) require a sustainability evaluation alongside the financial case. This includes assessments at different stages in the project development. At the point of application for capital, the requirements include an eco-efficiency assessment, as well as a full review of health and safety, natural resource/ raw material requirements and environmental impacts. The proposals are reviewed by subject matter experts, who give input to the Executive Committee, to provide a strong basis for the investment decision.",1
"Access to financing: We continued to deliver innovative financing solutions for areas including renewable energy, water and low carbon technologies; social infrastructure; development institutions; and small business financing. Barclays delivered £21.1bn in financing for selected social and environmental segments across our business lines. This included a range of green bond transactions for corporate, supranational and municipal clients as well as lending facilities for renewable energy projects. For further information, please see our Environmental, Social, Governance (ESG) Supplement 2016 available at home.barclays/annualreport",2
"The six SDGs that respond directly to addressing climate change are: To read more about how Nedbank Group has made progress in support of the UN SDGs, readers can refer to our 2020 Society Report at nedbankgroup.co.za.",1
"The board holds periodic meetings to make decisions regarding climate-related strategies and plans. The Corporate Affairs Department reports the master plan for climate change response and the emissions trading strategy. Climate change performance is reported to members of the board, such as CFO and CEO. Matters related to emissions trading are decided by introducing them at the board meeting.",1
"The Company maintains in-depth emergency response measures for extreme weather events. When planning for capital investment or acquiring assets, we consider site specific climate and weather factors, such as flood plain mapping and extreme weather history.",0
"We have, additionally, embarked on the New Plastics Economy (NPE), which will further contribute to reduced GHG emissions as the production of virgin-quality recycled plastic and the conversion of non-recyclable plastic into energy are less energy intensive than the manufacture of new plastic, and the creation of energy from conventional sources.",2
"Modeling of long-term impacts (e.g. 2100) is a helpful tool for scenario analysis. For example, under a 40 scenario, long term impacts on food production, water scarcity, forced migrations, and flooding of coastal areas could impact the stable functioning of consumer markets and the ability of consumers to use or buy our products. These would be broad, societal impacts and not unique to P&G. As noted below, effective policy actions that limit GHG emissions and limit temperature increase to well below 20C serve to mitigate these risks, and we are supporting efforts to advance effective climate policies.",0
"At DNP, we have created the Environmentally Conscious Products and Services Development Guidelines in order to create environmentally conscious products and services from the design stage, so as to reduce the environmental impact of our products and services throughout their lifecycle. • Sales of Environmentally Conscious Products and Servicess",2
"Investing in our estate and people The energy we use to power our estate also has a significant impact on our carbon footprint and the expertise of our people is an asset in managing climate- change issues because we recognise that colleagues making environmentally conscious decisions plays a part in our risk mitigation efforts. We continually invest in our estate, updating and integrating new energy-efficient features and equipment across our sites. – Our environmental management system provides a framework to help us oversee our environmental responsibilities effectively and meet our targets. Our offices are accredited to ISO 14001:2015 – an international standard. – The recent purchase of our Bristol office, The Core, saw environmental considerations central to the design. LED lighting, new chillers, heating, ventilation and an air conditioning system have made the site more energy efficient. As a result, running costs for our estate in Bristol are now 55% lower than they were in 2016. – We procure a 100% renewable electricity tariff through our partners at Engie and have done since 2014. We are in the process of applying for membership to RE100, a global initiative dedicated to accelerating a global shift in clean energy, under which we will continue our objective of sourcing 100% renewable electricity. In addition, we are increasingly enabling and encouraging flexible working and reduced business travel, leading to further reductions in Scope 3 emissions under our direct control. – Approximately 200 of our people do have jobs that require a car, and a number of others have an optional car lease benefit as part of their compensation. In August 2020, we announced an improved car scheme policy to encourage our people to make better decisions for the environment, including more hybrid and pure electric vehicle options. For cars that are company funded, the Group will also cover the costs of the installation of a charge point where an electric vehicle is chosen. – We have invested in a network of Environmental Champions across all our office sites and a growing network across our repair centres, all of whom have received accredited sustainability training. Our Environmental Champions work to engage colleagues and promote local awareness campaigns, as well as working with the local property teams to deliver local initiatives designed to reduce our environmental footprint. These initiatives are particularly focused on energy efficiency and waste. In addition to the reductions in energy usage across our estate, we also recycled 98% of our total waste in 2019 along with 100% of office waste being diverted from landfill.",1
"The impact of climate change has far-reaching implications for economies and societies around the world. If left unchecked, it will have significant detrimental global impacts. The insurance industry is not immune and for general insurers there are specific risks and opportunities at play, compared to those for life insurers. We want to contribute to a long-term sustainable future and know that through our actions as a business we can contribute to climate risk mitigation.",1
"Linde’s products and services, if defective or not handled or performed appropriately, may lead to personal injuries, business interruptions, environmental damages or other significant damages, which may result, among other consequences, in liability, losses, monetary penalties or compensation payments, environmental clean-up costs or other costs and expenses, exclusion from certain market sectors deemed important for future development of the business and loss of reputation. All these consequences could have a material adverse effect on Linde’s business and results of operations.",0
"SPIER MOB GRAZING PROJECT The project is located on the Spier farm near Stellenbosch and involves soil-carbon enrichment. The project’s pasture management is based on the high-density grazing methodology developed in the 1980s. The presence of many animals in a small space for a short period of time means enormous amounts of manure and urine are deposited on the land, leading to healthy, robust pasture growth achieved without the application of fertilizer. Cattle are moved between four and six times per day and laying hens, accommodated in 'egg-mobiles', are moved every day. In accordance with the supply agreement, 50% of the revenue transferred from the registry to the project must be allocated directly to farm employees.",1
"Our Responsibilities Our responsibility is to express a limited assurance conclusion on the Company's description of certain information on the Sustainability Report, based on the procedures we have performed. We conducted our limited assurance engagement in accordance with International Standard on Assurance Engagements 3000, Assurance Reports Other than Audits or Reviews of Historical Financial Information, issued by the International Auditing and Assurance Standards Board. That standard requires that we plan and perform our procedures to obtain limited assurance about the sustainability report. A limited assurance engagement to report on certain description of a company's sustainability report involves performing procedures to obtain evidence about the description of the company. The procedures selected depend on the practitioner's judgment, including the assessment of risks that the description is not fairly presented. Our procedures that we consider necessary include the following:",1
"We continued the work toward premium, connected and personalized experiences that enable direct relationships with our consumers. In addition to our adidas e-commerce platform, which is available in over 50 countries, our adidas app strategy continued to fuel our mobile and member focus and has reached over 40 countries across all major markets, achieving a significant share of business in the adidas digital ecosystem. The adidas app is where we amplify our key brand territories such as sustainability and innovation. It is our gateway between online and offline and it provides a premium experience with immersive storytelling, personalized content, frictionless checkout, seamless order tracking, and access to our ‘Creators Club’ membership program. Members collect points from interactions across all our touchpoints (.com, apps, retail stores), climbing up different levels and unlocking rewards including personalized experiences, such as participation into a trivia around sustainability during our first-ever ‘Creators Club’ Week to win a pair of Futurecraft.Loop, our first 100% recyclable performance running shoe. As 2020 saw the highest-ever sports engagement with our adidas Running and Training apps, these apps contribute to amplifying our purpose ‘through sport we have the power to change lives’. adidas is the only sports brand that rewards both physical and purchasing activity through membership points. The success of our Creators Club program is visible in key metrics such as increased consumer satisfaction as well as more than twice as high consumer lifetime value compared to non-members.",2
"This year, we have clarified the sustainability strategy and have established the challenging goal of “2050 Carbon Neutral Growth” for the first time among Korean petrochemicals companies. In order to reduce carbon emissions more than 75% compared to BAU, we are considering diversified plans such as increase in renewable energy, conversion of raw materials, and energy efficiency. Considering climate change to be an opportunity as well as a crisis, we will respond to it by preemptively utilizing all our core competences from R&D to processing technology. In addition, we are going to develop and provide differentiated eco-friendly solutions and communicate with stakeholders transparently in order to take the initiative in resolving global climate change issues.",2
"Furthermore, according to the United Nations Environment Programme's (UNEP) latest Emissions Gap Report, 1.5°C will involve “expanding renewable energy for electrification, phasing out coal for rapid decarbonisation of the energy system, decarbonising transport with a focus on electric mobility, decarbonising energy-intensive industry and avoiding future emissions, while improving energy access”;4 all very challenging actions.",1
This is primarily achieved through: • Tailoring cash-flow forecasts by internalising a cost of carbon during the valuation process • Understanding the carbon footprint and carbon intensity of each portfolio • Analysing the portfolio’s exposure to stranded assets.,0
"Our goal for Mercedes-Benz Cars & Vans is to make our entire new car fleet CO2-neutral by 2039. We plan to achieve this goal using a holistic approach that includes ambitious targets for all stages of automotive value creation — from the supply chain to production, the vehicle use phase, and vehicle disposal and recycling. We plan to offer our customers several electric variants in all Mercedes-Benz car segments (from the smart to large SUVs) by 2022 and to have plug-in hybrids or all-electric vehicles account for more than 50% of our car sales by 2030. By 2030, we also plan to reduce the green- house gas emissions of the new vehicle fleet during the vehicle use phase (“well-to-wheel”) by more than 40% as compared to 2018. This target has been confirmed by the Science Based Targets Initiative (SBTI).",2
"Energy is the single largest cost item in the production and distribution of industrial gases. Most of Linde’s energy requirements are in the form of electricity, natural gas and diesel fuel for distribution. Linde attempts to minimize the financial impact of variability in these costs through the management of customer contracts and reducing demand through operational productivity and energy efficiency. Large customer contracts typically have escalation and pass-through clauses to recover energy and feedstock costs. Such attempts may not successfully mitigate cost variability, which could negatively impact Linde’s financial condition or results of operations. The supply of energy has not been a significant issue in the geographic areas where Linde conducts business. However, regional energy conditions are unpredictable and may pose future risk.",0
"Inherent Limitations of the Sustainability Report LG Chem's sustainability report is prepared to meet the common needs of a broad range of users and may not, therefore, include every aspect of the sustainability reporting that each individual user may consider important in its own particular environment. Due to inherent limitation of internal controls, controls at the Company may not prevent, or detect and correct, all errors or omissions in processing or reporting transactions related to the sustainability report. Also, the projection of any conclusion on a sustainability report to future periods is subject to the risk that controls at the company may become inadequate or fail.",1
"Our sustainability efforts are underpinned by strong corporate governance, which we continue to reinforce in line with recommendations of the Malaysian Code on Corporate Governance 2017 (MCCG 2017). This saw us set up a new Board Risk Committee to further enhance our risk oversight, adding to the existing Board Audit Committee and Nomination and Remuneration Committee. The Board as a whole comprises four Independent Non-Executive Directors (INEDs), who make up 50% of its composition, two of whom are foreign Directors. On a related note, I represented the Group in signing an Integrity Pact with the Malaysian Anti-Corruption Commission (MACC), underlining our commitment to observing integrity in all our dealings with stakeholders.",1
"To help develop climate thinking across the investment industry, members of our team sit on various industry bodies, including: • The IIGCC Scenario Analysis Working Group and IIGCC Shareholder Resolutions Sub-Group (iigcc.org) • Investment Association Climate Change Working Group (theia.org) • The Science Based Targets Initiative Expert Advisory Group (sciencebasedtargets.org) • The Climate Disclosure Standards Board Technical Working Group (cdsb.net) • CDP Investor Signatory (cdp.net) • Transition Pathways Initiative Signatory (transitionpathwayinitiative.org)",1
"Our responsible sourcing commitment also includes the commitment to set a carbon footprint target for raw-material-related emissions. Reducing agriculture’s carbon footprint is central to limiting climate change, as the global food system, from fertilizer manufacture to food storage and packaging, is responsible for up to one-third of all human-caused greenhouse-gas emissions. At the same time, climate change is expected to have a negative impact on agricultural productivity due to increases in extreme weather events – including extreme heat and drought as well as more variable rainfall patterns.",0
"Driving environmental sustainability: To address growing environmental concerns, in 2016 we financed more than $17.6 billion in renewable energy, clean technology, “green” building construction, sustainable agriculture, and other environmentally sustainable businesses. In addition, our goal is to donate $65 million to nonprofits, universities, and other organizations driving clean technology, community resiliency, and environmental education from 2016 through 2020.",2
"We recognise that there is strong empirical evidence and scientific consensus that human activities are causing an increase in global temperatures which, if left unchecked, will have a significant detrimental global impact. That is why we have put sustainability at the heart of how we think about our business, through our Vision and Purpose. We are working to build on our success to date, be more ambitious and fully embed the principles of sustainability into our business strategy.",1
"Innovation and Digital Two enablers will set us up for success. The first is applying a mindset of deep and broad innovation across all dimensions of our business. The second is using the speed and agility of Digital throughout our entire value chain. These enablers will be particularly powerful when it comes to executing on the three strategic focus areas – Credibility, Experience, and Sustainability – that support us in intensifying our focus on the consumer and driving growth.",2
"For example, the E-FACE fund, which was created in 2016 and receives €2 million each year, will finance the cost differential between a traditional solution and an alternative, low-carbon solution for all the Group’s eligible commercial projects from 2017. This fund constitutes an important source of financing for Group efforts to reduce the carbon footprint of its projects. Other benefits include the detailed identification of low carbon materials, products and processes that can easily replace carbon solutions, and the monitoring of carbon levels in purchases for accounting purposes.",2
"AXA decided two years ago to divest €500 million from the coal industry by targeting companies which derive over 50% of their revenues from coal. The Group has decided to increase its divestment fivefold to reach €2.4 billion, by divesting from companies which derive more than 30% of their revenues from coal, have a coal-based energy mix that exceeds 30%, actively build new coal plants, or produce more than 20 million tonnes of coal per year.",1
"There are many projections about the future growth and decline rates of fossil fuels usage. However, whether we like it or not, the reality is that the world currently remains deeply reliant upon fossil fuels for reliable energy. We treat these long-term projections with caution though, as supply, demand and pricing are driven by many inter-related variables which become increasingly difficult to predict the longer the time horizon. Additionally, technological disruption can occur quickly.",0
"Most of our CO2 emissions are generated during the use phase of the vehicles. But greenhouse gas emissions are also generated in other segments of a vehicle’s life cycle, and we take that into account in our overall CO2 balance sheet. We record the key figures we need for life cycle assessments and publish them in line with the basic principles of the Greenhouse Gas Protocol.",1
"The world is transitioning step by step, but the fact is that the economy (and a number of countries in particular) can’t yet do without fossil fuels, which ING also finances. There is still too little renewable energy, and experts haven’t yet been able to develop an efficient and affordable means of storing sustainable energy.",1
"On September 29, 2020, adidas successfully placed its first sustainability bond as the company continued to execute on its ambitious long-term sustainability roadmap while at the same time further optimizing its capital structure and financing costs. The € 500 million bond has a term of eight years and a coupon of 0.00%. It has been listed on the Luxembourg Stock Exchange and has denominations of € 100,000.",2
Training The board is receiving ongoing training to ensure their skills and knowledge are enhanced with respect to climate change. In 2020 a total of 559 employees were trained on ‘What the Covid-19 pandemic can teach us about climate change’ and ‘How climate risk affects Nedbank?' through the Nedbank Risk Business School. Various informal training sessions were also conducted. Fit-for purpose training will continue across the enterprise to ensure climate change is integrated into the various functions. This includes e-learnings for all Nedbank employees.,1
"With reference to the reuse of materials, the projects created in implementation of the Group’s investment plans for the Italian motorway network provided for the reuse - within the regulatory limits - of the earth deriving from excavations, in order to mitigate the environmental impact linked mainly to the procurement of inert quarry materials and the disposal in landfills of unused materials. They are reused to create embankments, landscaping and noise-absorbing dunes, as well as for the redevelopment of degraded areas (such as abandoned quarries).",2
"The data required for emissions calculation is currently not available for the following: z Scope 1 and scope 3 as they relate to offices outside of South Africa and where there is a lack of reliable data. Emissions associated with the operation and servicing of ATMs, self-service terminals and point-of-sale devices located away from a branch or office premises, and other remote devices. Any other premises or activities owned or operated by us, but not explicitly referenced in this report, such as Nedbank kiosks in retail stores.",1
"We recognize the importance of effectively managing climate-related risks and opportunities and have embedded them into Verizon’s existing processes and decision making. That is why we are committed to strengthening our existing Board-level oversight and governance structures with regard to climate. This includes clarifying lines of communication between Verizon man- agement and the Board on climate- and ESG-related issues, generally creating continuous and frequent lines of communication on sustainability issues, and continuing to elevate the transparency of our ESG disclosures.",1
"IEA assumes renewable electricity generation quickly outpaces fossil- fired generation by 2030, enabling a less carbon-intensive grid that we purchase electricity from, thereby decreasing our Scope 2 emissions. We calculate carbon intensity from IEA’s projected generation mix and carbon emissions through 2030.",1
"Considering climate change as its major management issue, LG Chem will respond to global climate change issues proactively. We categorized climate change risks and opportunity factors into regulatory aspect, physical aspect, and others and established a countermeasure for each issue. In particular, as a top priority of the Sustainability strategy, we have developed a carbon neutral growth strategy and are working on detailed action plans.",1
"In addition, several of our key products are manufactured at a particular manufacturing facility, with limited alternate facilities. If an event occurs that results in damage to one or more of such facilities, such as the damage caused by Hurricane Maria in Puerto Rico in September 2017, we may be unable to manufacture the relevant products at the previous levels or at all. Because of the time required to approve and license a manufacturing facility, a third-party manufacturer may not be available on a timely basis to replace production capacity in the event manufacturing capacity is lost.",0
"To mitigate business partner risks, adidas has implemented various measures. For example, we generally include clauses in contractual agreements with partners that allow us to suspend or even terminate our partnership in case of improper or unethical conduct. In addition, we work with a broad portfolio of promotion partners to reduce the dependency on the success and popularity of a few individual partners. We utilize a broad distribution strategy which includes further expansion of our direct-to-consumer business to reduce the risk of overreliance on key customers. Specifically, no single customer accounted for more than 5% of the company’s sales in 2020. To reduce risk in the supply chain, we work with suppliers who demonstrate reliability, quality and innovation. Furthermore, in order to minimize any potential negative consequences such as a violation of our Workplace Standards by our suppliers, we enforce strict control and inspection procedures at our suppliers and also demand adherence to social and environmental standards throughout our supply chain. In addition, we have selectively bought insurance coverage for the risk of business interruptions caused by physical damage to suppliers’ premises. To reduce supplier dependency, the company follows a strategy of diversification. In this context, adidas works with a broad network of suppliers in different countries and, for the vast majority of its products, does not have a single-sourcing model.",0
"Development of the Alberta oil sands has received considerable attention in recent public commentary on the subjects of environmental impact, climate change and GHG emissions. Despite that much of the focus is on bitumen mining operations and not in-situ production, public concerns about oil sands generally and GHG emissions and water and land use practices in oil sands developments specifically may, directly or indirectly, impair the profitability of our current oil sands projects, and the viability of future oil sands projects, by creating significant regulatory uncertainty leading to uncertainty in economic modeling of current and future projects and delays relating to the sanctioning of future projects.",0
"During the first week of May 2016, extreme wildfires in northeastern Alberta resulted in the shutdown of a number of oil sands production facilities and the evacuation of more than 80,000 people from the city of Fort McMurray, which serves as a commercial and regional logistics centre for the oil sands region and a home to a significant portion of the oil sands workforce.",0
"Concerns regarding global climate change may result in more international, regional and/or federal requirements to reduce or mitigate global warming and these regulations could mandate even more restrictive standards than the voluntary commitments that we have made or require such changes on a more accelerated timeframe. There continues to be a lack of consistent climate legislation, which creates economic and regulatory uncertainty. In addition, there are discussions regarding potential defunding of climate-related international agreements and/or initiatives that could affect our competitiveness in certain markets. Such regulatory uncertainty extends to future incentives for energy efficient buildings and vehicles and costs of compliance, which may impact the demand for our products, obsolescence of our products and our results of operations.",0
"Scope 1 emissions Scope 1 emissions decreased by 14,01% and remained less than 1% of the overall carbon footprint. A larger decrease could have been realised if it was not for aircon gas refilling and standby generators being used during load-shedding.",1
"[1] Data calculated on the same reporting perimeter as 2018, excluding Abertis Group. [2] Data on the diesel consumed by the gensets in Chile in 2018 are not available. [3] Figure updated following a consolidation subsequent to the close of the Integrated Report 2018 on ETC data. [4] Data updated following a restatement of the income statement 2018. [5] Location-based emissions.",1
"4 Based on external perception and the importance attributed to each theme by top management, the economic, social, environmental and material governance issues likely to have significant impact on the Group’s operations were identified.",1
"Over the next three decades, we need to make radical changes to the way we produce and consume food. We live in an era where demand is constantly rising – Earth’s population is expected to exceed 9 billion by 2050 – but our natural resources are dwindling. High-meat diets are a particular problem: not only do they contribute to endemic health issues, but maintaining the amount of livestock required to satisfy demand is highly resource-intensive, contributing about 14% of global GHG emissions.",0
"The Eco-Reports cover trends in environmental issues and changes in applicable laws, our courses of action and how well the DNP Group overall has achieved its targets. The Eco-Reports are distributed to the Operations & Group Company Environmental Committees and to every business site. The Site Eco- Reports document each site’s targets, plans and status of activities. The Operations & Group Company Environmental Committees use the Site Eco-Reports to gain an understanding of the situation at each site and submit a summary report to the CSR & Environmental Committee.",1
"During 2019/20, this activity included reviewing: – the PRA’s Policy Statement and Supervisory Statement on ‘Enhancing banks’ and insurers’ approaches to managing the financial risks from climate change’; – the PRA framework for assessing financial impacts of physical climate change on the general insurance sector; – the PRA’s ‘Dear CEO’ letter outlining observations from the thematic review of firms’ plans to implement requirements set out in the supervisory statement; and – the Climate Financial Risk Forum’s (co-chaired by the FCA and PRA) guide to help the financial services industry address climate-related financial risks.",1
"We also purchase significant amounts of dairy products, particularly fluid milk, to support the needs of our company-operated retail stores. Additionally, and although less significant to our operations than coffee or dairy, other commodities, including but not limited to tea and those related to food and beverage inputs, such as cocoa, produce, baking ingredients, meats, eggs and energy, as well as the processing of these inputs, are important to our operations. Increases in the cost of dairy products and other commodities, or lack of availability, whether due to supply shortages, delays or interruptions in processing, or otherwise, especially in international markets, could have a material adverse impact on our profitability. • Our financial condition and results of operations are sensitive to, and may be adversely affected by, a number of factors, many of which are largely outside our control. Our operating results have been in the past and will continue to be subject to a number of factors, many of which are largely outside our control. Any one or more of the factors listed below or described elsewhere in this risk factors section could have a material adverse impact our business, financial condition and/or results of operations: • increases in real estate costs in certain domestic and international markets; • adverse outcomes of litigation; • severe weather or other natural or man-made disasters affecting a large market or several closely located markets that may temporarily but significantly affect our retail business in such markets; • especially in our large markets, labor discord or disruption, geopolitical events, war, terrorism (including incidents targeting us), political instability, acts of public violence, boycotts, increasing anti-American sentiment in certain markets, social unrest, and health pandemics that lead to avoidance of public places or restrictions on public gatherings such as in our stores; and • the discontinuation of the London Interbank Offered Rate (“LIBOR”) after 2021 and the replacement with an alternative reference rate may adversely impact interest rates. • Interruption of our supply chain could affect our ability to produce or deliver our products and could negatively impact our business and profitability. Any material interruption in our supply chain, such as material interruption of roasted coffee supply due to the casualty loss of any of our roasting plants, interruptions in service by our third party logistic service providers or common carriers that ship goods within our distribution channels, trade restrictions, such as increased tariffs or quotas, embargoes or customs restrictions, natural disasters or political disputes and military conflicts that cause a material disruption in our supply chain could have a negative material impact on our business and our profitability.",0
"[Decarbonized Society] We aim to achieve a decarbonized society through energy-saving activities including upgrading to energy-efficient equipment, the adoption of renewable energy and upgrading to next-generation energy. We will also pursue the development of products and services which will contribute to the creation of a decarbonized society.",2
"The financial performance information in this report is derived from our Financial Statements that are in accordance with US GAAP. The reporting basis for the information in this report on our performance in the area of corporate responsibility is prepared in accordance with the GRI Sustainability Reporting Standards and is presented in accordance with the ‘core’ option. Details of our compliance with the GRI standards (GRI content index) can be found in a separate Reporting Supplement available on the Website. We have also included disclosures required as part of the EU Directive on disclosure of non-financial information and diversity information, which was implemented in 2017 and is decreed as part of the Dutch Civil Code.",1
"Climate-related risks and opportunities can be found in the respec- tive categories of the risk and opportunity report according to their cause. Examples include risks from legal and political framework conditions to reduce emissions and consumption levels, or risks and opportunities from shareholdings and cooperations for mobility solutions or electric mobility.",1
"2019 also saw the continuation of activities regarding lighting, with widespread use of LED technology, both in motorway tunnels and airports, as well as in buildings, which reduced electrical energy consumption by around 5.4 GWh. As regards air conditioning, modernisation of the systems continued, with more efficient machinery, such as refrigeration units, significant results have been obtained with monitoring and diagnostic platforms that have reduced waste, for a total saving of 3.7 Gwh of electricity.",2
"The aim of this model is to screen out the worst of the emitters that will be most affected by policy changes, and which are incompatible with the aims of the Paris Agreement.",0
"MAKIRA FORESTY PROJECT IN MADAGASCAR The project was set up by the Wildlife Conservation Society, the government of Madagascar and other partners that worked closely with the local communities living in the Makira plateau in north-eastern Madagascar. The project established a protected area that is financed by the marketing and sale of CO2 emissions reductions credits from the project. The funds from carbon sales, generated through the avoided deforestation of the Makira forest, is used to finance the long-term conservation of the forests, improve community land stewardship and governance, and support sustainable livelihood practices leading to improved household welfare.",2
"Reduction of 6.7% in energy consumption and of 15.9% in water consumption, 54% in printed documents and 35.6% in expenses with plastic disposables. Gold Seal of the Brazilian GHG Protocol Program.",1
"At our corporate sites, we operate modern facilities to generate environmentally friendly energy. We are also working closely with our suppliers to implement climate and environmental protection measures at their sites. Our objective: to reach climate neutrality by 2050, globally.",1
"We are also convinced that a continued focus on sustainability represents an opportunity for the company, in particular in the medium to long term. While we have already been very successful with our sustainability efforts, we see further upside potential leveraging our leadership position. Consumers are increasingly looking for products composed of more sustainable materials and manufactured in an innovative and yet socially and environmentally responsible way. By strengthening our sustainability focus in our marketing and product creation activities even further, we may generate additional sales growth and drive profitability improvements. ► SEE SUSTAINABILITY",2
"2 Scope 1: comprises emissions from our use of natural gas and fuel oil; Scope 2: comprises emissions from our use of electricity, renewable electricity and district heating; Scope 3: comprises emissions from our business travel by air and car. While scope 3, category 15 (emissions through lending and investments) is material to ING’s indirect emissions footprint, due to measurement complexity and lack of quality data, ING is not able accurately to measure and disclose this figure. See section on Climate Strategy above.",1
"Developed in partnership with RANMAN Energy, the La Laguna Cogeneration facility was expected to provide low-carbon and cost-effective heat and electricity under a long-term agreement. The total investment associated with the project was expected to be $70 million. In February 2021, due to ongoing construction permitting delays, Canadian Utilities and Chemours mutually agreed to terminate the La Laguna Cogeneration facility contract. The contract provides for the recovery of Canadian Utilities' incurred costs on the project.",0
"While we seek to partner with organizations that mitigate their business risks associated with climate change, we recognize that there are inherent risks wherever business is conducted. Access to clean water and reliable energy in the communities where we conduct our business, whether for our offices or for our vendors, is a priority. Our major sites in California, Utah and India are vulnerable to prolonged droughts due to climate change. In the event of a natural disaster that disrupts business due to limited access to these resources, we have the potential to experience losses to our business, and added costs to resume operations. To accurately assess and take potential proactive action as appropriate, Adobe is aligned with the guidelines of the Financial Stability Board’s (“FSB”) Task Force on Climate-related Financial Disclosures (“TCFD”) recommendations.",0
"For us, the Paris Agreement represents more than just an obliga- tion, as our commitment to its targets stems from our fundamental convictions. We therefore believe that it is our mission to develop technical innovations that will lead to CO2-neutral mobility around the world.",2
"The global warming caused by greenhouse gas emissions originating from human activity is triggering a rise in extreme weather events, such as higher temperatures and flooding, that become increasingly frequent and violent. These factors impact the economic and social system as well as the relative insurance needs. Proper measures are therefore necessary to avoid higher losses and increased volatility that would impact on insurance policies’ price, also due to higher capital absorption resulting from the events being underwritten, and make the access to insurance too expensive or, in extreme cases, the offering uninsurable.",0
"1. A Climate Change Working Group (CCWG) was established in 2018, with the responsibility of ensuring that Newton effectively manages climate- related risk and opportunities across the business, by integrating climate-change considerations into investment and business decision-making. The CCWG is chaired by the chief investment officer. Where relevant, these discussions are also fed up to the Board Risk Committee, which is chaired by BNY Mellon Investment Management’s Global Head of Governance, Greg Brisk, which is then fed into the board.",0
"Metrics and targets z Metrics used to assess climate-related risks and opportunities in line with our strategy and risk management process. z Scope 1, Scope 2, and, if appropriate, Scope 3 GHG emissions, as well as the related risks. z Targets used to manage climate-related risks and opportunities and our performance against targets.",1
"CSL has an Environment, Health, Safety and Sustainability (EHS 2) Strategic Plan that its facilities operate to industry and regulatory standards. This strategy includes compliance with government regulations and commitments for continuous improvement of health and safety in the workplace, as well as minimising the impact of operations on the environment. To drive this strategy, CSL implemented an EHS 2 Management System (EHSMS) Standard. Internal audits at three sites demonstrated compliance with EHSMS. Completion of the remaining internal audits are scheduled over the next two years.",1
"Physical risks associated with climate change may include an increase in extreme weather events such as heavy rainfall, floods, wildfires, extreme winds and ice storms, or changing weather patterns that cause ongoing impacts to seasonal temperatures. Electricity transmission, distribution and pipeline assets above ground or on water crossings are exposed to extreme weather events.",0
"Sustainable and responsible investing A dedicated Sustainable Finance Solutions division was established within CIB and serves to integrate sustainable values within mainstream financing, assist the structuring and development of new products linked to sustainability, and partner with our clients to identify sustainable solutions that would support the transition and provide value add to our clients.",2
"In the Group, we recognise the benefit of integrating ESG factors into our investment strategy, and in recent years we have taken active steps towards increasing the role that ESG considerations play in determining our investment strategy. Looking ahead, we are accelerating action with a long-term goal of ensuring our entire investment portfolio is net carbon neutral by 2050.",2
"Progress in 2020 • Review of the concept, categories, dimensions, methodology, roles and functions of socioenvironmental risk management and the definition of socioenvironmental risk factors; • Review of the socioenvironmental rating methodology; • Application of socioenvironmental rating to the business flow; • Creation of the Corporate Socioenvironmental Risk Management Manual; • Review of the Socioenvironmental Losses Base; • Revision of the Corporate Socioenvironmental Risk Indicators Manual; and • Inclusion of a socioenvironmental Indicator in the Master Plan.",1
"We also adopted specific conditions for granting credit to sectors with the greatest potential for socioenvironmental impact, in accordance with the BB Sustainable Guidelines for Credit and BB Socioenvironmental Guidelines – Restrictive List and Exclusion List. The guidelines disclosed to the market seek to give visibility to the business and administrative practices adopted, strengthening the fulfillment of the public commitments assumed and aligned with the principles",1
"D+ This client does not (yet) meet Rabobank’s sustainability policy on one or more points or has not responded adequately to key questions. Specific agreements are made about a possible solution and timelines are established. Once the customer meets the sustainability policy of Rabobank, it is classified in category A, B or C.",1
"18 flooding. As the pressures from climate change and global population growth lead to increased demand, the food system and global supply chain is becoming increasingly vulnerable to acute shocks, leading to increased prices and volatility, especially in the energy and commodity markets. Adverse changes such as these could: • unfavorably impact the cost or availability of raw or packaging materials, especially if such events have a negative impact on agricultural productivity or on the supply of water; • disrupt our ability, or the ability of our suppliers or contract manufacturers, to manufacture or distribute our products; • disrupt the retail operations of our customers; or • unfavorably impact the demand for, or the consumer's ability to purchase, our products.",0
BNY Mellon has also set a greenhouse-gas emissions reduction target in line with a well-below 2°C science-based target methodology. The goal is to reduce Scope 1 and 2 greenhouse-gas emissions by 20% by 2025 from a 2018 base year.,1
"In 2019, we expanded our Be Green programme from two locations to four locations, enhancing it with the elements of plastic management and 3R. Through the programme, we impart awareness on the applications and benefits of using plastic, addressing common misconceptions and negative perception about this material. We also addressed the issue of waste management focusing on clean-up activities with the community at selected rivers and beach. This include regular workshops, talks and gotong-royong activities which impart the know-how on waste segregation at home and keeping the environment clean. These initiatives reached out to more than 2,700 participants and volunteers. ecoCare is PCG’s flagship environmental conservation initiative, run in collaboration with the Malaysian Nature Society (MNS) since 2005. Being the first environmental education centre in the East Cost of Peninsular Malaysia, it promotes awareness on the importance of mangrove ecosystems in protection of biodiversity as well as coastal terrain. Through ecoCare, we engage local community volunteers in carrying out conservation and rehabilitation activities. In 2019, more than 6,300 mangrove trees and seedlings were planted, while the ecoCare Environmental Education Centre (EEC) attracted more than 4,000 visitors.",1
"Environmental, Health and Safety Management System Verizon has an integrated environmental, health and safety management system, which provides guidance, instruction, and best management practices that exceed regulatory requirements while striving for continuous improvement.",1
"The occurrence of catastrophic events or natural disasters such as extreme weather, including hurricanes and floods; health epidemics; and acts of war or terrorism, could disrupt or delay Linde’s ability to produce and distribute its products to customers and could potentially expose Linde to third-party liability claims. In addition, such events could impact Linde’s customers and suppliers resulting in temporary or long-term outages and/or the limitation of supply of energy and other raw materials used in normal business operations. Linde evaluates the direct and indirect business risks, consults with vendors, insurance providers and industry experts, makes investments in suitably resilient design and technology, and conducts regular reviews of the business risks with management. Despite these steps, however, these situations are outside Linde’s control and may have a significant adverse impact on its financial results.",0
"Net cash used in investing activities and net cash used in continuing investing activities decreased to € 115 million each (2019: € 925 million). This development was mainly due to reduced investing activities in 2020 related to expenditures for property, plant and equipment, such as investments in controlled space initiatives and IT systems, and proceeds from the sale of short-term financial assets in 2020 compared to investments in 2019. Net cash generated from financing activities and net cash generated from continuing financing activities amounted to € 479 million each (2019: € 2.273 billion net cash used). This development was mainly due to the placement of two bonds in an amount of € 500 million each, the placement of a sustainability bond in an amount of € 500 million and the suspension of both the dividend payment and the share buyback program in 2020.",1
"Our success in business depends on our ability to meet a range of environmental and social challenges. We must operate safely and manage the effect our activities can have on neighbouring communities and society as a whole. If we fail to do this, we may incur liabilities or sanctions, lose business opportunities, harm our reputation, or our licence to operate may be impacted (see “Risk factors” on page 13).",0
"NGTL and Natural Gas Transmission agreed that, consistent with the geographic areas defined in their Integration Agreement, Natural Gas Transmission would transfer to NGTL the 30-km segment of the Pioneer Pipeline located in the NGTL footprint for approximately $63 million. Natural Gas Transmission will retain ownership and continue to operate the portion of the Pioneer Pipeline located in the Natural Gas Transmission footprint. Upon completion of this transfer, and some additional investment to connect the pipeline to the existing system, the Pioneer Pipeline acquisition will add a net $200 million to the Natural Gas Transmission asset base.",1
"At Group level, in 2019 there were 61 spills of hazardous materials, 25 of them in airports, and mostly regarding spills of AVIO fuel, the handling of which is regulated by specific internal procedures covering all the main emergencies and the management of environmental risks. 36 events regarded motorways, mainly caused as a result of accidents involving fuel spills and loss of loads. enVironMentaL inspections anD criticaLities reporteD",0
"Sustainability aspects and climate-related risks and opportunities are integrated into the Group-wide risk management process at Daimler. They are understood to be conditions, events, or develop- ments involving environmental, social or governance factors (ESG), the occurrence of which may have an actual or potential impact on the Daimler Group’s profitability, cash flows and financial position, as well as on its reputation. ESG-related risks and opportunities that are very likely to have a serious negative impact on non-financial aspects in accordance with the CSR Directive Implementation Act (CSR-RUG) can be found in the respective categories of the Risk and Opportunity Report according to their cause. Furthermore, Daimler follows the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) with regard to climate-related risks and opportunities.",0
"Certification Acquisition Status The DNP Group has established an independent environmental management system and is pursuing the acquisition of ISO 14001 certification at specific sites, depending on the type of work performed at those sites. (DNP organization names are as of June 30, 2020)",1
"3 Scope 1: comprises emissions from our use of natural gas and fuel oil; Scope 2: comprises emissions from our use of electricity, renewable electricity and district heating; Scope 3: comprises emissions from our business travel by air and car. While scope 3, category 15 (emissions through lending and investments) is material to ING’s indirect emissions footprint, due to measurement complexity and lack of quality data, ING is not able to completely measure and disclose this figure. See section ‘Impact Measurement’ in this appendix for information on our efforts and challenges in this area.",1
"In July 2020, we received funding from Emission Reduction Alberta’s Natural Gas Challenge to advance a first-of-its- kind hydrogen blending project in Fort Saskatchewan, Alberta. Once complete, the project will be Canada’s largest hydrogen blending project, injecting an initial five per cent hydrogen by volume into a section of Fort Saskatchewan’s residential natural gas distribution network.",2
"The upgrade in our score reflects the improvement of practices, such as the adoption of a specific climate risk management policy, increased use of renewable energy, establishment of internal carbon price, incorporation of criteria related to climate change into the supply chain and expansion of the business portfolio with potential emission reduction, among others.",1
"One essential driver to achieve these targets is the implementation of environmental standards at our highest-consuming locations. adidas has successfully applied an Integrated Management System (IMS) which helps us to gain certification for key locations for their environmental management (ISO 14001),",1
"All these risks can generate a series of impacts for our Company, such as financial losses in Distribution and network maintenance services, payment of fines for interruption of power supply, reduction of hydroelectric power generation - and consequent deficits in Generation Scaling Factor - GSF and higher free market price volatility.",0
"During the year ended December 31, 2020, losses before income taxes of $14 million were recognized in other comprehensive income (OCI) (2019 - gains of $2 million), none of which were reclassified to the statement of earnings (2019 - losses of $22 million were reclassified to the statement of earnings, of which $11 million were reclassified on sale of the Canadian fossil fuel-based electricity generation business (see Note 23)).",1
Climate-related risks and opportunities are integrated into the Group-wide risk management process at Daimler and are reported and described separately in internal reporting to the Board of Management and Supervisory Board.,1
"External recognition ⌐ adidas continuously receives positive recognition from international institutions, rating agencies, NGOs and socially responsible investment analysts for its sustainability initiatives. In 2020, the company was again represented in high-profile sustainability indices and subject to comprehensive corporate sustainability assessments. ► SEE OUR SHARE",2
"Eni’s activities in the Refining & Marketing business entail health, safety and environmental risks related to the handling, transformation and distribution of oil and oil products. These risks arise from the inherent characteristics of hydrocarbons, in particular flammability and toxicity. Also environmental risks are involved in the use of oil products, such as GHG emissions, soil and groundwater contamination.",0
"Next, let’s turn to the financials. FY18 revenue of $29.953 billion grew 5 percent on a comparable, constant currency basis. FY18 non- GAAP diluted earnings per share grew 9 percent on a comparable basis, or 10 percent on a comparable, constant currency basis. The second half of the year was particularly strong, overcoming several first half challenges – including an IT disruption, multiple hurricanes, wildfires in Santa Rosa, and supply constraints in Diabetes. We delivered on our revenue and EPS guidance we established at the start of the year. We also continued to drive margin expansion, reduced debt leverage, and returned $4.3 billion to shareholders in the form of dividends and share repurchases.",0
"① Recycling: To meet the environmental policies of major countries, we operate a recycling process utilizing non-reusable dead batteries and scraps generated during battery production. We have a strategic cooperation relationship with major partners for realizing a closed-loop. Through this system, we extract raw materials of batteries such as nickel, cobalt, and lithium by crushing and dissolving battery waste or scraps.",1
"Our energy use in the form of electricity, continued to be the predominant source of emissions in 2020, constituting about 86% of our overall carbon footprint. We continue to target reduced energy consumption through a variety of initiatives and the new targets were set. It is encouraging to note that own generation from renewable sources remains steady at 668 MWh for 2020. Overall fossil-fuel-based electricity consumption per FTE was reduced through less occupancy due to Covid-19 lockdown regulations and our ongoing facilities consolidation project. The result is that the overall energy (electricity) consumption was reduced by 11,50% year on year to 3 963 kWh per FTE (2019: 4 477 kWh per FTE) for the period under review. The major focus for future energy reduction initiatives remains on implementing the lessons from our campus sites to drive similar reductions across our non-campus sites.",1
"In addition to reporting progress vs. these goals, P&G also publishes the following data on an annual basis in our Citizenship Report (available at www.pg.com): Energy consumption (gigajoules), Scope 1 GHG emissions (metric tons), Scope 2 GHG emissions (metric tons), and estimates of relevant Scope 3 GHG emission categories (metric tons). We have had 3rd party assurance of our GHG emissions inventory for Fiscal Years 17/18, 18/19 and intend to maintain that practice going forward.",1
"Our ambition is to significantly reduce our emissions in the future and this year we achieved carbon neutrality by working with ClimateCare, which has over 22 years of experience in project development, carbon asset development, and the delivery of corporate carbon- offsetting programmes. Over the next three years, we will offset those emission we can’t yet avoid through projects that cut carbon emissions whilst also delivering tangible benefits to local communities and environments in three countries. Three such projects include:",1
"In 2019, we created a role dedicated to enhancing Verizon’s sustainability reporting and stake- holder engagement on ESG factors that align with Verizon’s core business strategy. The Senior Vice President and Chief ESG Officer heads a newly formed cross-functional team that focuses on strategic areas, including climate change and sustainability reporting, and oversees efforts to deliver on Verizon’s ESG commitments. The Chief ESG Officer regularly provides our Board’s Corporate Governance and Policy Committee with updates on the Company’s ESG priorities, commitments, and reporting.",1
"Climate Change WHAT THIS MEANS? The Government’s latest climate change risk assessment identifies flood risk, and particularly flooding from heavy downpours, as one of the key climate threats for the UK. This must be viewed alongside stresses on water resources, threats to biodiversity and natural habitats, and the repercussions for the UK from climate change impacts abroad.",0
"The adoption of our climate strategy set in motion actions to help us achieve our climate-protection targets for 2030, 2040, and 2050 In monitoring progress toward them, it is important to remember that year-on- year comparisons can be affected by temporary fluctuations caused by weather patterns and other factors A period of several years is necessary to determine whether the action we take is effective and where we stand with regard to our targets We therefore assess our progress in greater depth every three years as part of a trend analysis Our first assessment was at year-end 2019 (relative to our former 2016 baseline after the Uniper spinoff) The trend (in absolute terms and with regard to our carbon intensity target) indicated that the reduction rate is in line with our forecasts",1
"We take the pollutant emissions of our vehicles into consideration at an early stage of the development process, and we embed the corresponding specifications in the documentation of this process. These specifications define particular characteristics and target values — for pollutant emissions, for example — that must be achie- ved for every vehicle model and every engine variant. We also use these target values to assess the milestones we reach in the course of product development. To do that, we compare the current status of a project with the target values and take corrective measures if necessary.",1
"Based on the average prices of qualified projects to compose the portfolio to offset our emissions, at the end of 2019 we approved the internal carbon pricing, with the adoption of R$18.00/ tCO2e (or US$4.50/tCO2e), obtained by calculating the average price of ton of carbon registered in the voluntary and regulated markets in Brazil.",1
"The 2019 Integrated Report is the eighth Atlantia’s annual integrated report, prepared based on the International Framework set out by the International Integrated Reporting Council (www.theiirc.org/international-ir-framework/) and drafted in accordance with the GRI Sustainability Reporting Standards published in 2016 by GRI – Global Reporting Initiative, according to the “in accordance core” option. At the end of the document, “GRI Content Index” indicates the content reported in compliance with the GRI. For some information, as indicated in the index above, explicit reference is made to other company documents[2]. The selection of the questions and indicators examined was based on a structured materiality analysis process, aimed at identifying the significant topics for the Group according to their impact on business, their importance for stakeholders and the likelihood and extent of the risks/opportunities associated with them. In line with 2018, the process adopted to define the 2019 matrix of materiality involved interviews with the top management of Atlantia and its main subsidiaries, as well as the use of the Datamaran platform to examine the external perspective and context, through an automated analysis of the multitude of information available from public sources, including company reports, regulations, voluntary initiatives, news and social media The resulting matrix of materiality was submitted to the Atlantia Control, Risk and Corporate Governance Committee during the session held on 14 April 2020 and to the Board of Directors of Atlantia during the meeting held on 17 April 2020, was was approved by the latter together with this Report.",1
" Changing Consumer Preferences: Changing consumption patterns towards increasing demand for environmentally-friendly products and technologies will most probably result in a declining demand for established or GHG-intensive products, particularly in Europe. A company that is lagging in this area could face the risk of being outmaneuvered by companies that have positioned themselves early with eco-friendly or green products/ services.",0
The Sustainability Report is based upon the internationally recognized Global Reporting Initiative (GRI) Standards. Our reporting is also guided by the Sustainability Accounting Standards Board (SASB) and the Financial Stability Board’s Task Force on Climate-related Financial Disclosures' (TCFD) recommendations.,1
" In October 2017, wildfires started to burn in California causing damage to many properties and spreading rapidly every day. As numerous fires continued to spread, a second wave of wildfires commenced in December thereby strengthening the severity of California’s weather conditions in Q4-2017. The fires have forced many people to be evacuated from their homes and neighbourhoods and have continued to burn in the early weeks of 2018.",0
"The risks stemming from climate change include: • Increased energy costs. • Greater impact and frequency of natural disasters affecting places where we have units, thus affecting operations. • Disruptions in distribution routes due to natural disasters. • Increased costs for raw materials and products due to limited availability of non-renewable resources, such as water and agricultural products. • Changes in climate change legislation, which could impact the cost for raw materials and/ or overall operation. • Taxes or regulatory limits for either direct carbon emissions or in the supply chain.",0
"In January 2020, a new estimation method to report Unaccounted for Gas (UAFG) emissions resulting from natural gas distribution activities was introduced in Australia. This approach enables site/network specific UAFG values to be used, allowing us to translate network maintenance and replacement activities into reportable reductions in UAFG emissions.",1
"As a result of the ongoing transition to a low-carbon society, the energy world of tomorrow will become increasingly electric, green, distributed, and partnership-based Customers and the public at large expect efficient, affordable solutions for their particular energy requirements: green mobility, sustainable living, lower-carbon manufacture and commerce, and smart infrastructure for cities and districts In 2015 EON decided to transform itself into a company fully dedicated to meeting these expectations EON’s robust energy networks, climate-friendly solutions for customers of all types, and ongoing innovation ideally position us to propel Europe’s energy transition",2
"─ What we say: We will be vocal about our efforts that focus on creating low-impact products that are made to be remade. To guide our consumer to make more sustainable choices, we will also simplify our labelling strategy and scale up our product takeback program.",2
"The Group intends to strengthen how it systematically considers climate-related issues from a risk and opportunity perspective across business areas, strategic decision making and financial planning in order to be better able to describe impacts.",1
CSL’s environmental performance is particularly important and relevant to select stakeholders and CSL reaffirms its commitment to continue to participate in initiatives such as CDP’s (climate change and water disclosures) to help inform investors of its environmental management approach and performance.,1
"INVESTING ACTIVITIES (RAISING OF CAPITAL) z In 2019 we were the first commercial bank in South Africa to launch a R1,7bn green bond on the JSE. z In 2020 the IFC approved a US$ 200m loan to Nedbank for renewable energy projects. z In 2020 we launched South Africa's first R2bn green tier 2 capital instrument. OWN OPERATIONS z Carbon neutral in terms of our own operations since 2010. z Revised operational reduction targets with 2019 as a new base year.",1
"A climate-related risk gap assessment was completed and used to identify and understand risks relating to climate change for us. The risk assessment consists of the identification, assessment and analysis of potential threats and vulnerabilities. The required mitigating actions were put into place to manage the gaps identified. Below is a list of some of the gaps identified with mitigating actions: • The integration of climate risk into the existing social and environmental risk. Climate risk is systemic to the risk universe and will be integrated into the ERMF risk universe. • The board subcommittees' roles and responsibilities were expanded to ensure board oversight of climate-related risks and opportunities. • A data and systems working group was established to ensure the provisioning of the required climate-related data and IT systems. • A training working group was established to ensure ‘fit-for-purpose’ training which will be provided to all employees across the three LoDs.",0
"Although climate change has not yet had a material operational-risk impact on the group, we are well positioned to mitigate or respond to climate-related risks. This was demonstrated in our response to the Covid-19 pandemic, during which our resilience and response was demonstrated. However, Nedbank recognises the ever-increasing importance of climate risk in our",0
"Nedbank has a Damage to Physical Assets scenario guided by experts that is reviewed every year that covers events in which the bank might, in part or in total, experience the loss of its property portfolio (ie its buildings, including contents) as a result of intended or unintended disastrous events (factors in extreme weather) or other circumstances (terrorist attacks, arson, etc). Frontline clusters have litigation scenarios that involve regulatory bodies and third parties instituting legal action against the bank that could arise from intentional or unintentional process deviations, contractual breaches, unacceptable business and/or market practices resulting in subsequent financial losses and reputational risk.",0
"Improving operational efficiency Our teams are dedicated to monitoring and optimising our roadside fix rate – one of our key performance metrics – which is not only better for our customers, but also means we reduce our mileage and only tow vehicles (the most carbon-intensive part of our service) where absolutely necessary. Taking this a stage further, we are also now operating Phone Fix, an initiative aimed at understanding customer requirements and fixing jobs over the phone. We are currently fixing approximately 1.3% of jobs over the phone, saving approximately 100,000 miles driven in the first half of 2020.",2
"The DNP Group conducts environmental education programs according to level, working group and function concerning the DNP Group’s environmental conservation efforts, environmental knowledge, environmental laws and domestic and overseas trends concerning environmental issues. Our goal is for employees to gain the knowledge and management know-how necessary to improving employee environmental conservation consciousness and achieving our environmental goals.",1
"We believe our goals demonstrate to our stakeholders that we are committed to reducing our environmental impact, while also reducing our exposure to a carbon price. Our commit- ment to carbon neutrality by 2035 involves a combination of approaches, including reducing our emissions, migrating energy procurement in favor of renewable and clean energy, and purchasing carbon offsets. By doing so, we are finding ways to reduce the potential effect of future carbon prices on our business. We will continue to measure and disclose our perfor- mance against our goals.",0
"Shared Growth Direction LG Chem expanded support to reinforce supplier competitiveness based on a fair trade culture. We strive to enhance sustainability with our suppliers ultimately in terms of economy, society, and environment.",1
"As described in the section ‘Working conditions in our supply chain’ in the Report, 921 social compliance and environmental audits at suppliers were performed by inhouse technical staff as well as external third- party monitors commissioned by adidas business entities and licensees. The reasonableness and accuracy of the conclusions from the performed audit work were not part of our limited assurance engagement.",1
"Reducing investment in coal… For example, we limit our engagement in the coal sector. Coal­fired power plants are no longer financed in some countries and in the others, they are subject to restrictions aimed at reducing emissions and overall a strategy to reduce coal dependency. Also, capital raising and lending to the coal mining sector is severely restricted and mountaintop removal operations are not supported at all.",1
"Rising public concern related to climate change has led and could lead to the adoption of worldwide laws and regulations which could result in a decrease of demand for hydrocarbons and increased compliance costs for the Company. Eni is also exposed to risks of technological breakthrough in the energy field and risks of extreme meteorological events linked to the climate change. All these developments may adversely affect the Group’s profitability, businesses outlook and reputation Growing worldwide public concern over greenhouse gas (GHG) emissions and climate change, as well as increasingly regulations in this area, could adversely affect the Group’s businesses and reputation, increase its operating costs and reduce its profitability and shareholders returns. Those risks may emerge in the short and medium-term, as well as over the long-term.",0
"However, we believe that the data currently disclosed by companies does not typically show how climate change could materially affect their viability as a going concern or their future financial performance. Therefore, where necessary, our analysts consider other strategic, qualitative disclosures and risk measures.",0
C u s t o m e r s ’ p r e f e r e n c e f o r environmental friendly product. Shareholders’ inclination to invest in compan ies w i th sus ta inab le commitment. Reallocation of capitals to cleaner and greener investments by financial institutions. Significant investment into technologies and infrastructure to address climate change and to look beyond own operations. Increase in operational costs to meet regulatory requirements for GHG emissions and climate change,1
"The Air Pollution Control Act regulates substances such as toxic air pollutants and ozone depleting substances, including sulfur oxides (SOx) and nitrogen oxides (NOx), as well as volatile organic compounds (VOCs). These substances have an impact on health and the global environment, causing problems such as photochemical smog and ozone layer depletion. We at the DNP Group are working hard to monitor and reduce emissions of such substances.",0
Energy Infrastructure revenues of $195 million in the full year of 2020 were $661 million lower than the same period in 2019 mainly due to the sale of the Canadian fossil fuel-based electricity generation business and Alberta PowerLine in 2019.,1
"Financial planning We acknowledge that there are risks posed by climate change that could potentially have impacts on revenue and costs, and we intend to integrate further climate- related considerations into our financial planning processes from 2021 onwards. As an underwriter, we actively measure climate-related risk through climate risk modelling due to the nature of the Group’s products (see page 25). We recognise our prices, products and operations will evolve as climate change influences manifest themselves through changing loss patterns.",0
"Stakeholder dialogue and transparency ⌐ Engaging openly with stakeholders and establishing ways to increase transparency and disclosure has long been central to our approach. Our stakeholders are those people or organizations who affect or are affected by our operations, including our employees, consumers, suppliers and their workers, customers, investors, media, governments, and NGOs. The adidas Stakeholder Relations Guideline specifies key principles for the development of stakeholder relations and details the different forms of stakeholder engagement. adidas participates in a variety of industry associations, multi-stakeholder organizations, and non-profit initiatives. Through these memberships, we work closely with leading companies from different sectors to develop sustainable business approaches and to debate social and environmental topics on a global and local level. We use collaborations and partnerships to build leverage for systemic change in our industry, such as for strengthening chemical management practices and raising standards in the cotton supply chain. In addition, we build awareness, capacity, and knowledge of laws and rights among factory management and workers by partnering with leading providers such as the International Labour Organization’s (ILO) Better Factories Cambodia program, as well as with the United Nation’s International Organization for Migration with the objective to ensure that the labor rights of foreign and migrant workers are upheld in the adidas supply chain. ► ADIDAS-GROUP.COM/S/PARTNERSHIPS https://www.adidas-group.com/en/sustainability/managing-sustainability/partnership-approach/",1
"Foreign, federal, state and local regulatory and legislative bodies have proposed various legislative and regulatory measures relating to climate change, regulating greenhouse gas emissions and energy policies. In the event that such regulation is enacted, we may experience significant increases in our costs of operation and delivery. In particular, increasing regulation of fuel emissions could substantially increase the distribution and supply chain costs associated with our products. Lastly, consumers and customers may put an increased priority on purchasing products that are sustainably grown and made, requiring us to incur increased costs for additional transparency, due diligence and reporting. As a result, climate change could negatively affect our business and operations.",0
"LG Chem is creating new business opportunities and contributing to the circular economy through plastic waste and battery waste recycling. In addition, we are pushing for environmental protection and eco-friendly management by minimizing waste.",2
"Scenario analysis and resilience (continued) • Electricity prices drive our exposure, but we have mechanisms in place to control electricity growth: Our simulated carbon price exposure is primarily driven not by a direct price on carbon to actual emissions, but by the resulting increase in electricity prices from the grid transitioning to renewable sources through 2030. As renewables capacity grows nearly 140% by 2030, there is assumed to be a large associated cost with the build out of new plants and supporting infrastructure, such as transmission lines and other technology innovation. IEA estimates invest- ments in the global power sector will total $77 billion per year on average through 2040 (around",0
"In our view, true sustainable investing cannot be achieved by simply voting a proxy, adding a director of sustainability or even divesting from an asset class. Because traditional models of finance and investing often fail to appropriately integrate sustainability issues, we’ve had to build it into our thinking from the ground up. It requires integration across our products, across our product teams and across our entire organization.",1
"As we invest in Manufactured Capital to improve plant performance and pursue our growth projects, we are able to return long- term value to our Financial Capital, and strengthen our customer relationship within our Social and Relationship Capital. Our investments to reduce our environmental footprint will benefit Natural, Intellectual,",2
"Optimising our repair network Direct Line Group Auto Services has been operating since 1995 and has grown to 21 sites covering most major UK cities, repairing around 90,000 accident-damaged cars each year. We are investing significant resources in our accident repair centre network aimed at continually improving energy efficiency and reducing its carbon footprint.",1
"Increasing population, urbanisation, our own industrial consumption and growing climate change concerns are impacting the availability of the Natural Capital we rely on: hydrocarbon, water, and energy among others, which are non-renewable. By leveraging on Financial",0
"On January 5, 2021, Centrica plc. closed a transaction to sell its entire ownership interest in Direct Energy to NRG Energy Inc. (NRG). Effective January 5, 2021, NRG provided a $300 million guarantee, supported by a $300 million letter of credit for Direct Energy’s obligations to ATCO Gas and ATCO Electric under the transaction agreements.",0
"CEO Our CEO and Newton board member, Hanneke Smits, believes that the integration of ESG matters into our investment process is crucial to our, and by extension, our clients’ success, and speaks publicly on the topic.",2
"1. Each member of the DNP Group establishes and periodically reviews its own environmental policies and environmental targets, and puts into effect continuous improvement of its activities and the prevention of environmental pollution.",1
"Climate risk has emerged as one of the top environmental risks for the Bank. This includes physical risks related to the chronic and acute physical impacts of climate change (e.g., shifts in climate norms, and extreme weather events such as hurricanes, wildfires and floods), and transition risks associated with the global transition to a low-carbon economy (e.g., climate-related policy actions and litigation claims, technological innovations, and shifts in supply and demand for certain commodities, products and services). Both physical and transition risks could result in strategic, credit, operational, legal, and reputational risks for the Bank and its clients in climate sensitive sectors. TD supports Canada’s objectives to meet the goals of the Paris Agreement and recognizes the Bank’s responsibility to contribute by integrating climate considerations across its business. The Bank continues to monitor industry and regulatory developments and assess the potential impacts of climate change and related risks on its operations, lending portfolios, investments, and businesses.",0
"AGL is proud to be developing the world’s largest virtual power plant in South Australia. This $20 million project involves the deployment of 1,000 connected batteries to homes and businesses with solar photovoltaic systems in the Adelaide region. This virtual power plant will act as the equivalent of a 5 MW solar peaking plant, improving network stability, supporting renewable generation and ultimately reducing energy bills for customers.",2
"Earnings attributable to equity owners of the Company includes timing adjustments related to rate-regulated activities and unrealized gains or losses on mark-to-market forward and swap commodity contracts. They also include one-time gains and losses, significant impairments, restructuring charges and other items that are not in the normal course of business or a result of day-to-day operations recorded at various times over the past eight quarters. These items are excluded from adjusted earnings and are highlighted below: • In the second, third and fourth quarters of 2019, Canadian Utilities closed a series of transactions related to the sale of its Canadian fossil fuel-based electricity generation business and Alberta PowerLine resulting in a gain on sale of operations of $125 million after-tax. As these transactions are one-time in nature, they are excluded from adjusted earnings. • In the second quarter of 2020, impairment and other costs not in the normal course of business of $30 million after-tax were recorded. These costs mainly relate to certain assets that no longer represent strategic value to the Company. As these costs are one-time in nature, they are excluded from adjusted earnings. • In the fourth quarter of 2020 the Company signed a Master Services Agreement with IBM Canada Ltd. (IBM) to provide managed information technology services. These services are currently provided by Wipro under a ten-year MSA maturing in December 2024. The Company has recognized costs of $55 million after-tax, which represents management’s best estimate of the costs to exit the Wipro MSA. The actual costs are expected to be finalized later in 2021. As these costs are one-time in nature, they are excluded from adjusted earnings.",1
"As mentioned at the opening, this paper’s purpose is to support and supplement EON’s annual climate related disclosures and to provide a more detailed overview of EON’s transition to the net-zero carbon world It also aims to give readers a better understanding of EON’s annual climate-related facts and figures, to contextualize this information, and to provide more detailed examples of impacts",1
"The objectives of the CCWG, which reflect the risks and opportunities facing our business from climate change, are: • Build operational climate resilience to protect Newton’s own assets • Effectively assess, integrate, monitor and manage climate-related investment risks and opportunities to protect and grow our clients’ assets, supported by our climate change investment focus group • Publish high-quality climate-related reports for clients, regulators and the public.",1
"Insurance claims and related expenses were $2,886 million, an increase of $99 million, or 4%, compared with last year. The increase reflects the impact of business growth, an increase in certain current year claims reserves, less favourable prior years’ claims development and more severe weather-related events, partially offset by lower current year claims.",0
"During 2019, the Group produced approx. 14,059 MWh of electrical energy from renewable sources, 38% of which used for self-consumption on site, as well as 440 MWh of thermal energy, all of which was used for self-consumption. 90% of production comes from renewable sources installed in Italy, almost entirely by the Autostrade per l’Italia motorway network, with the addition of systems present in Spain, Brazil, France and Puerto Rico.",1
"Working with our supply chain Our responsibilities extend far beyond our direct operations. Therefore, another key area of focus for us is to continually enhance our understanding of the risks and impacts in our supply chain and continue to drive improvements that are designed to minimise carbon and waste.",1
"The Company continues to carefully manage physical risks, including preparing for, and responding to, extreme weather events through activities such as proactive route selection, asset hardening, regular maintenance, and insurance. The Company follows regulated engineering codes, continues to evaluate ways to create greater system reliability and resiliency and, where appropriate, submits regulatory applications for capital expenditures aimed at creating greater system reliability and resiliency within the code.",0
"2 in developed countries by 2030, which impacts our Scope 1 and 2 emissions directly. As the electricity grid transitions to renewable sources over time, we would be less impacted by a direct cost of carbon on our Scope 2 emissions. See carbon intensity of the electricity grid below.",1
"The SEMS process is used in Nedbank’s RBB and Wealth clusters. Due to the number of clients in RBB, a risk-based approach is taken. This requires clients to disclose any negative environmental or social impact their activities might have in the necessary client documentation. Any disclosures are then assessed through the SEMS process and, if necessary, mitigating actions are taken.",0
"─ Risk and opportunity identification: adidas continuously monitors the macroeconomic environment and developments in the sporting goods industry as well as internal processes to identify risks and opportunities as early as possible. On a semi-annual basis, the Risk Management department conducts a survey with all members of the Core Leadership Group (CLG), Extended Leadership Group (ELG) and Global High Potential Group (GHIPO) to ensure an effective bottom-up identification of risks and opportunities. Risk Management has also defined 25 categories to help identify risks and opportunities in a systematic way. In addition, adidas uses various instruments in the risk and opportunity identification process, such as primary qualitative and quantitative research including trend scouting and consumer surveys as well as feedback from our business partners and controlled space network. These efforts are supported by global market research and competitor analysis. Through this process, we seek to identify the markets, categories, consumer target groups and product styles which show most potential for future growth at a local and global level. Equally, our analysis focuses on those areas that are at risk of saturation or exposed to increased competition or changing consumer tastes. Furthermore, as part of our identification process, we monitor physical risks related to climate change as well as risks and opportunities resulting from the transition to a low-carbon economy. Our risk and opportunity identification process is however not only limited to external risk factors or opportunities, it also includes an internal perspective that considers company culture, processes, projects, human resources and compliance aspects.",1
"Another key factor are the macrotrends observed in the sector: sustainable mobility (the search for travel solutions with lower environmental impact), climate change (in the form of mitigation and contrast, and also adaptation) and the circular economy, i.e. the attention paid to end of life of assets and the possible reuse of some elements.",1
"What would be the critical ESG issues in the future, and what does LG Chem need to prepare? The latest trend is related to the Task Force on Climate-related Financial Disclosure TCFD. In other words, the trend is evaluating the financial values of non-financial information. The relevant companies would need to follow this trend and disclose related information faithfully. As corporate citizens that follow the UN SDGs, companies must perceive their roles and promote the relevant matters with an active mindset. Governance should be improved as well. In particular, LG Chem must disclose information transparently and establish a clear stance. Since LG Chem is the best and leading chemical company in Korea, its stakeholders will ask for flawless corporate management. LG Chem should feel proud and responsible at the same time because the society has great expectations for the company to meet the highest level of ESG regarding the rights of shareholders, safety and health of workers, health and privacy of consumers, and fair trading. The recent safety accident was probably inevitable due to the business characteristics, but LG Chem should remediate the situation swiftly and systematically and come up with a solid measure to prevent recurrence. In this process, LG Chem needs to hear and reflect the opinions of the stakeholders through the active engagement of experts.",1
"In responding to Resolution 6.1 we have: z approved and published an Energy Policy consisting of financing of fossil-fuel-related activities, encompassing thermal coal, upstream oil and upstream gas, fossil-fuelled power generation, and renewable and embedded energy solutions.",1
"Over the past several years, changing weather patterns and climatic conditions, including as a result of global warming, have added to the unpredictability of natural disasters and created additional uncertainty as to future trends and exposures. In particular, the consequences of climate change are expected to significantly impact the insurance industry, including with respect to risk perception, pricing and modelling assumptions, and the need for new insurance products, all of which may create unforeseen risks not currently known to us.",0
"Our continuous involvement in the Renewable Energy Independent Power Producer Procurement Programme has ensured that we maintain our status as the leading bank in supporting and enabling renewable energy delivery. Nedbank had committed R36,2bn at 31 December 2020 and has appetite to increase this to R50bn.",2
"Nedbank committed R37,2bn limits at 31 December 2020 and has appetite to increase this to R50bn for the South African renewable energy independent power producer programme. Nedbank will further its embedded generation financing to accelerate the transition and accordingly aims to achieve R2bn in financing by 2022.",2
"In addition to capital investments in the Regulated Utilities, Canadian Utilities intends to invest in long-term contracted capital for a fifth hydrocarbon storage cavern and additional industrial water facilities in northern Alberta, as well as a 9-MW merchant solar generation project in Chile and various business development opportunities with long-term potential.",2
"We determine which stores are included in the comp sales calculation at the beginning of a fiscal year and the classification remains constant throughout that year unless a store is closed permanently or for an extended period during that fiscal year. In the third quarter of fiscal 2018, 37 stores were significantly impacted by hurricanes, mostly in Puerto Rico, and were excluded from comp sales. These stores will be included in the comp sales measures once they again meet the comp sales criteria.",0
"We also anticipate that the potential effects of climate change will increasingly impact our own operations and those of client properties we manage, especially when they are located in coastal cities. For example, in 2017, the impact of natural disasters was significant with a series of devastating hurricanes impacting the U.S., on the Southeast and Atlantic coasts, Mexico and the Caribbean.",0
"The two projects in operation have a combined installed capacity of 6 MW, generating 15 GWh/ year and will guarantee the supply of renewable energy to 141 branches, allowing the institution to save R$ 53.7 million over 15 years. They will also enable an average decrease of 45% in the energy bill of our branches and contribute to the diversification of the renewable energy matrix in Brazil. When all the plants are in operation, 3,150 tons of carbon dioxide will no longer be emitted per year, which corresponds to the planting of about 21 thousand trees.",2
"Does not measure a portfolio’s total climate risks, such as physical risks in the event of extreme weather, floods and droughts, or, for example, consequences of increasing legislation on energy efficiency. Carbon footprints are not a measure of a portfolio’s total climate options or how well a portfolio is positioned against a transition to a low-carbon society.",1
"GOVERNANCE To ensure that the board has oversight of climate-related issues, Newton’s independent non-executive chair will now be responsible for ensuring that climate-related risks and opportunities are integrated into Newton’s decision-making and business processes.",1
"Ecological factors and environmental regulations for access to raw material deposits also create a degree of uncertainty. In some regions of the world, for example in West Africa south of the Sahara, raw materials for cement production are so scarce that cement or clinker needs to be imported by sea. Rising transportation costs and capacity constraints in the port facilities can lead to an increase in product costs. Overall, we rate this as a low risk.",0
"In light of such events there has been a rise in climate-change activism epitomised by Greta Thunberg. We have also witnessed a plethora of pledges from both companies and politicians to tackle climate change, but real, decisive action supporting the pledges to reduce emissions has yet to surface. The uncomfortable truth is that our entire economy is based on fossil fuels, and therefore moving to a low-carbon future will affect all sectors. Furthermore, having emitted the bulk of the emissions to achieve economic growth and raise living standards, the West finds itself in the Janus-faced position of asking the developing world to reduce their emissions and perhaps by extension limit their ability to deliver growth and lift people out of poverty.",0
"In 2017, I commissioned Newton’s first TCFD (Task Force on Climate-related Financial Disclosures) report to ensure that we were holding ourselves to the same standards as our investee companies, and specifically to explain how we were considering, and preparing for, the risks and opportunities presented by climate change. Following the first report, I am delighted to introduce our second TCFD report which combines updates from 2018 and 2019, during which period we have made a number of positive changes. Highlights include establishing board-level oversight for Newton’s actions on climate-related risks, entering into new data relationships with carbon experts, undertaking significant internal education, and establishing a climate change-focused investment group to undertake climate scenario analysis.",1
"Whilst the transition scenarios saw material impacts on the investment portfolio, the most notable impacts on both investments and insurance liabilities arose from the physical effects of no transition, that is no additional actions beyond those already announced. Based on the PRA specifications, Scenario C, in which physical risk dominates, resulted in the most significant impact on the Group but did not breach risk appetite despite not allowing for reinsurance. This demonstrates the resilience of the Group’s strategy to such a scenario. Furthermore, the projected time frame (2100) for this scenario is likely to allow the business to adapt. The share of transition versus physical risks by scenario is shown below.",0
"We disseminate the importance of incorporating the sustainability principles in the planning and execution of actions to the entire value chain. Aiming to generate value for stakeholders and minimize any negative impacts, we have leaders committed to the challenge of reconciling business competitiveness with the construction of a more just and inclusive society.",1
Grid & Infrastructure and Retail – today represent the energy world of tomorrow. We rank among Europe‘s market leaders in the grid and retail business and have leading positions in renewables. We intend to spend a total of between €6.5 billion and €7.0 billion in capital throughout the Group from 2017 to 2019.,2
"Our Emerging Risk Committee, constituted by our executive directors, discusses various risks that may affect our business, and includes environmental considerations such as climate change as a standing agenda item. In addition, Newton’s Operating Committee is responsible for the management of how our business is run, and also considers relevant risks. Both committees ultimately report to the Executive Committee, with the outputs from the Emerging Risk Committee being reviewed at the Board Risk Committee.",0
"The adoption of sustainable assumptions is in line with our strategy by directing the investment of funds to activities and/or production systems characterized by low environmental impact, low carbon and inclusive, from the mini to the large producer, throughout the value chain. Activities that are unsustainable or that violate environmental legislation are restrained, thus reducing the risks of customers and ours. The main financial facilities include the National Program for Strengthening Family Agriculture (Programa Nacional de Fortalecimento da Agricultura Familiar - Pronaf) and the Low Carbon Agriculture Program (Programa de Agricultura de Baixo Carbono - ABC). Further information can be found on the Sustainability website.",0
"Adverse weather, such as hurricanes and tropical storms, may impact Offshore’s financial performance directly or indirectly. Direct impacts may include damage to offshore facilities resulting in lower throughput, as well as inspection and repair costs. Indirect impacts may include damage to third party production platforms, onshore processing plants and pipelines that may decrease throughput on Offshore’s systems.",0
"Report a description of how their investment policies take into consideration social, environmental and governance objectives, and contribute to the transition to a low-carbon economy. These and similar regulatory requirements, as well as any further regulations regarding energy transition or our energy-related investments, could increase our compliance costs and adversely affect our business or the value of our investments.",0
"A similar approach could be used for allocating emissions in the fossil fuel electricity supply chain between coal miners, transporters and generators. We don’t invest in fossil fuel companies, but those investors who do should account properly for their role in the production of dangerous emissions from burning fossil fuels.",1
"Australian and foreign laws regulate environmental obligations and waste discharge quotas. Government agency audits and site inspections monitor CSL environmental performance. The EHS2 function continues to refine standards, processes, and data collection systems so CSL is ready to meet the new regulatory requirements.",1
"Report 2019 (SR 2019), as requested by the shareholders. The hardcopies will be delivered once they are made available to the Company. • Nevertheless, we hope you would consider the environment before you decide to print the above reports or request for the printed copy of the IR 2019, GFR 2019 and SR 2019. The environmental concerns like global warming, deforestation, climate change and many more affect every human, animal and nation on this planet.",1
"Climate Change Risks and Opportunity Factors Considering climate change as its major management issue, LG Chem will respond to global climate change issues proactively. We categorized climate change risks and opportunity factors into regulatory aspect, physical aspect, and others and established a countermeasure for each issue. In particular, as a top priority of the Sustainability strategy, we have developed a carbon neutral growth strategy and are working on detailed action plans.",1
"The DNP Group seeks to minimize the impact our businesses have on the environment and supports biodiversity, first by complying with environmental laws and regulations and also by recognizing the relationship that each of our business activities has with the environment. In this way we hope to create a sustainable society in a world with limited resources.",1
"Reduction targets We continue to set reduction targets to limit the impact of our own operations on the environment. These targets clearly specify the carbon emissions and resource usage levels. We aspire to meet these targets and use them to guide our use of natural resources at group, cluster, business unit, team and individual level.",1
"Our Alignment with the UN SDGs As a global citizen, LG Chem is making efforts to contribute to the achievement of UN SDGs. Considering the direct and indirect impacts on our business models, we focus on the SDGs relevant to our businesses and engages in a variety of sustainability activities on specific targets.",1
"Indirect emissions result from operational activities we do not own or control. These include indirect energy emissions produced as a consequence of electricity we purchase to power our treatment plants and other indirect emissions as a consequence of our activities, e.g. from travel on company business and sludge and process waste disposal emissions.",1
"All data in this TCFD report is as of, or for the year-ended December 31, 2020 unless otherwise noted. References to Daimler’s Sustainability Report 2020 will be available with its publication by March 29, 2021. References to the CDP Climate Change Questionnaire are related to the reporting year 2019.",1
"Outcome: The bank explained that it would be winding down its fossil fuel-related merger and acquisition advice, investing substantially in clean tech and banking services, and that it was preparing its first TCFD report.",1
"In 2020, Banco do Brasil Foundation celebrated its 35th anniversary. Along its journey, it has contributed to the societal transformation of Brazilians and the sustainable development of the country, focused on serving the society’s most vulnerable segments, from north to south, from east to west, in cities and the countryside.",2
"Climate change is producing changes in weather and other environmental conditions, including temperature and precipitation levels, and thus may affect consumer demand for electricity. In addition, the potential physical effects of climate change, such as increased frequency and severity of storms, floods and other climatic events, could disrupt NRG's operations and supply chain, and cause them to incur significant costs in preparing for or responding to these effects. These or other meteorological changes could lead to increased operating costs, capital expenses or power purchase costs. NRG's commercial and residential customers may also experience the potential physical impacts of climate change and may incur significant costs in preparing for or responding to these efforts, including increasing the mix and resiliency of their energy solutions and supply.",0