...assessing the company’s exposure to risk and opportunities, the team recommends that GM should implement an internal price on carbon and a sustainable supply chain strategy. These recommendations will provide GM with tangible and substantial financial benefit in addition to improved risk mitigation and brand value. Additionally, the team found that these recommendations are viable within GM’s corporate structure and can generate systemic benefits throughout the company. Thank you to our client, David Tulauskas, and our advisor, Professor Thomas Gladwin. Executive Summary 4 Introduction 6 Client GM Corporate Overview 7 Sustainability & General Motors Sustinability & the Auto Industry Green Ranking Systems 14 Competitor Trends 17 About the Project Proposal & Opportunities Scoping 26 22 Contents 11 Research GM Interviews 28 Conferences 31 Corporate Trends & Innovations Regulations & Legislative Activity Recommendations Recommendation Development Carbon Monetization 39 Sustainable Supply Chain Strategy 32 35 36 42 Supporting Statements Support for Recommendations 45 Supporting Statements and Analysis Framework 48 #1: Reduce GM’s exposure to the financial risks associated with carbon regulations 49 #2: Mitigate operational risk in resource-constrained and/or highly polluted geographies such as China #3: Reduce exposure to electricity cost increases and generate revenue from renewable energy credits #4: Mitigate financial risk...
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...Ford Report on the BUSINESS IMPACT OF CLIMATE CHANGE FORD REPORT ON THE BUSINESS IMPACT OF CLIMATE CHANGE Table of Contents Foreword 1 Introduction Implications Actions Challenges Convergent Issues Commitment 2 2 3 3 3 Background The climate issue Business Drivers Market Share Regulatory compliance Shareholder value Industry Considerations 4 4 4 4 5 5 Strategic Roadmap Strategic principles Strategic actions Product Policy Plants People Partnerships 6 6 7 7 8 9 9 9 Conclusion 10 Appendix 1 Excerpt from 2004-2005 Sustainability Report 11-20 Appendix 2 California GHG regulations 21 Foreword In November 2004, Ford Motor Company received a shareholder resolution from the Interfaith Center on Corporate Responsibility (ICCR) and the Coalition for Environmentally Responsible Economies (Ceres) and others requesting we release information specific to our greenhouse gas emissions strategy. Much of the information requested is reported annually in our Sustainability Report (formerly called the Corporate Citizenship Report), and we have excerpted the most recent Sustainability Report as an appendix to this report. However, we agreed to publish the industry's first report dedicated to the issue of climate change and its effect on our business as well as the automotive industry as a whole. While we have worked closely with ICCR, Ceres and other stakeholders throughout the writing of this report, the material contained here is is our view of this...
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...Analysis Political Factors: Political factors greatly affect the automotive industry. President Obama has recently announced new efforts to further fuel efficiency standards for medium and heavy duty trucks. This category ranges from large pickup trucks and school buses to the massive 18 –wheeler tractors. The new standard is expected to increase fuel efficiency between 9% and 23% with the largest trucks receiving the largest reductions (23%). This standard will be applied to 2014 – 2018 models and estimates $50 billion in savings for truck users in fuel over the lifetime of the vehicle. The new greenhouse gas standards will become final by March 2016 (Eilperin, 2014). Another long term plan was introduced by the White House states agreements were made between the president and 13 automakers to increase fuel efficiency to 54.5 miles per gallon for cars and light trucks. This plan is expected to be fulfilled by year 2025. A list of the automakers is as follows, Ford, GM, Chrysler, BMW, Honda, Hyundai, Jaguar/Land Rover, Kia, Mazda, Mitsubishi, Nissan, Toyota, and Volvo. Combined these companies account for 90% of vehicles sold in US. Achievement of both plans (most formerly mentioned) estimates that consumers will save $1.7 trillion at the pump or $8K per vehicle. Disposable income, and in turn, economic growth is expected to increase and create quality domestic jobs within cutting edge industries across the country. Additionally, these standards also reduce carbon pollution, more...
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...Transportation & Logistics Transportation & Logistics 2030 Volume 1: How will supply chains evolve in an energy-constrained, low-carbon world? PricewaterhouseCoopers 1 Acknowledgements The editorial board of this issue of our Transportation & Logistics 2030 series consisted of the following individuals: PricewaterhouseCoopers European Business School Supply Chain Management Institute Dr. Heiko von der Gracht +49 611 3601 8800 vdgracht@supplyinstitute.org Tobias Gnatzy +49 611 3601 8800 gnatzy@supplyinstitute.org Prof. Dr. Inga-Lena Darkow +49 611 3601 8800 darkow@supplyinstitute.org Klaus-Dieter Ruske +49 211 981 2877 klaus-dieter.ruske@de.pwc.com Dr. Peter Kauschke +49 211 981 2167 peter.kauschke@de.pwc.com Julia Reuter +49 211 981 2095 julia.reuter@de.pwc.com Dr. Elizabeth Montgomery +49 89 5790 5159 elizabeth.montgomery@de.pwc.com We would like to thank the panellists who took part in the Delphi survey that underpins this report. For confidentiality reasons their names will not be mentioned. Special thanks go to Tom Gorman, CEO of CHEP EMEA and Harry Hohmeister, CEO of Swiss International Air Lines, who took the time to share their thoughts and insights with us. Finally, we would like to express our appreciation for the expertise provided by the below listed individuals: Jenny Bailey, Andreas Baur, Nicholas Bell, Thomas Brüderlin, Giorgio Elefante, Richard Gane, Martha Elena Gonzalez, Susanne Klages, Christian Knechtel, Socrates LeptosBourgi, Alexander...
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...things like brand reputation and employee loyalty, must be weighed against the costs and risks. When considering the value of sustainable practices businesses need to be notified of a wide range of benefits. Human resources are a good example of a department that benefits from greener practices. According to The Harvard Business Review’s summary of a number of green building studies, green facilities have been shown to increase the productivity of employees. Research further reveals that retailers who installed skylights saved energy and boosted sales by as much as 40 percent. Other research has indicated that loyalty and morale are positively impacted by a green workplace. Greening a physical environment contributes to health and reduces sick days. MonsterTRACK.com study revealed that people want to work for a company that is green. These factors enable green companies to attract and retain the best people, while saving human resources time and money. Green initiatives can save money, strengthen employee loyalty, enhance a company’s reputation and increase productivity. (Richard Matthews) Businesses that invest in green initiatives improve their bottom line while businesses that ignore climate change are doomed to incur much greater costs down the road. A cost benefit assessment of many sustainable initiatives reveals the merit of being greener. (Richard Matthews) The conventional...
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...name: Lucy Miller Tutorial day/time: Friday/1p.m. Introduction: With the deteriorating environment, environmental protection becomes a topic of concern by the public. Because of Carbon dioxide emissions from traditional vehicles is a major factor in destroying the ozone layer that the concept of zero-emission vehicles (ZEVs) or electronic vehicles (EVs) came out which been defined as ‘a promising technology for reducing the GHG emissions and other environment impacts of road transport’ (Max, G et al 2011) the ZEVs or EVs will help not only protect the environment and air quantity but can also decrease the demand of non-renewable energy. With the characteristic of protect environment and save sources, the zero-emission vehicles become the product with social expectation and has the trends to be used widely in the future. However the ZEVs or EVs also has limitation and barriers to entry the markets because of its unknown demand, technology problem and consultation issues among government and vehicle manufactures, also the new formulation of laws and regulation for the development of zero-commission vehicles. The article is going to identify and discuss about the current marketing environment for ZEVs and EVs to find out the factors that are affecting the customers behaviors, also will identify the barriers for the ZEVs and EVs to entry the Australia market and apply marketing mix for provide suggestions to overcome the entry barriers. The Context ...
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...political contributions itself. We are calling for change, sharing our expertise and co-operating with governments, companies and other partners. Our Business Principles encourage us to contribute to debates on policy issues that affect our business, our employees or the local communities where we operate. Our advocacy Climate change is one of the biggest challenges we face. We will continue to work with governments to help them set the policy frameworks to create market-based incentives – such as an effective cap-and-trade market for CO2 – that will contribute towards improving energy efficiency and support lower-carbon energy, including carbon capture and storage (CCS) technologies. We advise governments to use different policy instruments for different sectors. For heavy industry and the power sector we advocate an emissions trading systems combined with incentives for the rapid demonstration and deployment of new low-carbon technologies. Transport needs stringent vehicle efficiency targets and incentives for fuels with lower CO2emissions over their lifecycle, as well as measures to manage congestion and road use. Buildings and appliances...
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...Table of Contents INTRODUCTION 2 I. LITERATURE REVIEW 3 I.1 Externalities 3 I.2. Environmental tax 5 II. THE LEVY ON PLASTIC BAGS IN IRELAND 8 II.1. Summary 8 II.2.The nature of the levy 10 II.3. Implementation and enforcement 12 II.4. Results and impacts 12 III. LESSON FROM PLASTIC BAGS LEVY IN IRELAND 17 III.1. Ireland’s lessons 17 III.2. Plastic bags levy in Vietnam: 19 CONCLUSION 23 REFERENCES 24 INTRODUCTION Now that people increasingly pay more attention to environmental issues, they are manifested in all areas of life. Air pollution? Do not worry. Already a car powered by electricity or eco-gasoline or even grass. Water pollution? Do not worry. Already advanced wastewater treatment technologies. So what if the pollution is caused by the consumption of plastic bags? Not easy to answer. Let’s stand in the shoes of a public economist. The consumption of plastic bags brings a lot of benefits for everyone. If you are a manufacturer of plastic bags, you will get a lot of money as your profit. If you are a consumer of plastic bags, you will be satisfied with the benefits that they bring you. They are cheap, very light and of course, very easy to throw away after used. Now the problem has arisen. Have you ever wondered where plastic bags will be after discarded? We can say for sure that they do not disappear. They stay and pollute the environment. Environment Commissioner Janez Potocnik used to say: "The impact of this plastic waste can be seen...
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...INTEGRATED ANALYSIS HOW INVESTORS ARE ADDRESSING ENVIRONMENTAL, SOCIAL AND GOVERNANCE FACTORS IN FUNDAMENTAL EQUITY VALUATION FEBRUARY 2013 Co-funded by the PREPARATION OF THIS DOCUMENT In September 2011 the PRI Initiative convened a working group of signatories to investigate how equity investors and analysts are integrating environmental, social and governance (ESG) analysis into their fair value calculations. The members of the ESG Integration Working Group are: Neil Brown Alliance Trust Investments - Working Group Chair Bruce Kahn Deutsche Bank Climate Change Advisors Andre Bertolotti Quotient Investors Masahiro Kato Mitsubishi UFJ Trust and Banking Corporation – observer Paul Bugala Calvert Investments Tony Campos FTSE Group Erica Lasdon Calvert Investments Cécile Churet RobecoSAM Barb MacDonald British Columbia Investment Management Corporation Leanne Clements London Pension Funds Authority Mary Jane McQuillen ClearBridge Investments Jennifer Coulson British Columbia Investment Management Corporation Christie Stephenson NEI Investments Lisa Domagala Solaris Investment Management Ralf Frank DVFA (Society of Investment Professionals in Germany) Dr. Hendrik Garz Sustainalytics (previously employed by West LB) Bryan Thomson British Columbia Investment Management Corporation Mike Tyrrell SRI-Connect Stéphane Voisin Cheuvreux Niamh Whooley Société Générale Robert Hauser Zürcher Kantonalbank (ZKB) Between...
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...Corporate Carbon Strategies Threats and opportunities arising from the new energy imperative Reference Code: BI00036-019 Publication Date: March 2011 1 About the authors Professor Merlin Stone Merlin is Head of Research at The Customer Framework. He is author or co-author of many articles and thirty books and also on the editorial advisory boards of several academic journals. He has a first class honors degree and doctorate in economics from Sussex University, UK. In parallel to his business career, he has also pursued a full academic career, holding senior posts at various universities. He is now a visiting professor at De Montfort, Oxford Brookes and Portsmouth Universities, teaches economics for the Open University and marketing for Exeter University. Jane Fae Ozimek The author is a writer and researcher in the areas of IT, Business and the Law. Jane is currently editor of the Journal of Database Marketing and has previously published works on the use of statistics in business and Marketing Resource Management. Recent research papers include publications on the misuse of security protocols by major corporations, and a re-evaluation of the Loyalty Ladder concept in marketing theory. Jane was also co-author of the recently published Carbon Trading and the Effect of the Copenhagen Agreement (published by Business Insights, 2010). 2 Disclaimer Copyright © 2011 Business Insights Ltd This report is published by Business Insights (the Publisher). This report...
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...supply chain competitiveness and growth Investing in people – ensuring the right skills A business environment that enables a competitive automotive industry 1 The UK automotive industry Overview of the sector Competitiveness – a high productivity sector Enhancing UK competitiveness: strengths and weaknesses Vision for the UK automotive sector Investing in innovation and technology Success through collaboration Developing more detailed technology roadmaps Maintaining the UK’s strength in propulsion systems Hydrogen and fuel cells Enhanced links with motorsport Enhancing collaboration with the research base Better engagement with EU funding Delivering intelligent mobility Future technologies Enhancing supply chain competitiveness and growth Key challenges for the supply chain Quantifying and capitalising on the business opportunity for the UK supply chain Improving long-term supply chain competitiveness Encouraging inward investment in the UK supply chain and creating export opportunities Access to finance Innovative processes for premium manufacturers 3 5 6 6 7 8 8 9 9 10 12 16 18 21 24 26 31 31 32 32 32 33 34 37 38 40 44 47 48 2 3 4 | Driving success – a strategy for growth and sustainability in the UK automotive sector 4 Investing in people – ensuring the right skills Developing a pipeline of skilled people A framework for automotive sector skills Encouraging young people to work in automotive Getting graduates and postgraduates into the automotive sector A...
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...Trends in manufacturing to 2020 A foresighting discussion paper Future Manufacturing Industry Innovation Council i Date: 30 September 2011 For more information, or to comment on the paper, please contact: Manager Future Manufacturing Department of Innovation, Industry, Science and Research GPO Box 9839 Canberra ACT 2601 Phone: (02) 6213 6000 Facsimile: (02) 6213 7000 Email: Futuremanufacturing@innovation.gov.au ii Future Manufacturing Council discussion paper: Trends in manufacturing to 2020 Table of Contents Executive summary ....................................................................................................................................1 Background.................................................................................................................................................2 Future Manufacturing Council................................................................................................................2 Defining manufacturing...........................................................................................................................2 Profile of Australian manufacturing........................................................................................................4 Trends to 2020 ... and beyond: Issues and opportunities for Australian manufacturing...................12 Terms of trade driving value and volatility of the Australian dollar and structural changes in the economy – an upside...
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...INTEGRATED ANALYSIS HOW INVESTORS ARE ADDRESSING ENVIRONMENTAL, SOCIAL AND GOVERNANCE FACTORS IN FUNDAMENTAL EQUITY VALUATION FEBRUARY 2013 Co-funded by the PREPARATION OF THIS DOCUMENT In September 2011 the PRI Initiative convened a working group of signatories to investigate how equity investors and analysts are integrating environmental, social and governance (ESG) analysis into their fair value calculations. The members of the ESG Integration Working Group are: Neil Brown Alliance Trust Investments - Working Group Chair Bruce Kahn Deutsche Bank Climate Change Advisors Andre Bertolotti Quotient Investors Masahiro Kato Mitsubishi UFJ Trust and Banking Corporation – observer Paul Bugala Calvert Investments Tony Campos FTSE Group Erica Lasdon Calvert Investments Cécile Churet RobecoSAM Barb MacDonald British Columbia Investment Management Corporation Leanne Clements London Pension Funds Authority Mary Jane McQuillen ClearBridge Investments Jennifer Coulson British Columbia Investment Management Corporation Christie Stephenson NEI Investments Lisa Domagala Solaris Investment Management Ralf Frank DVFA (Society of Investment Professionals in Germany) Dr. Hendrik Garz Sustainalytics (previously employed by West LB) Bryan Thomson British Columbia Investment Management Corporation Mike Tyrrell SRI-Connect Stéphane Voisin Cheuvreux Niamh Whooley Société Générale Robert Hauser Zürcher Kantonalbank (ZKB) Between...
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...Consultation Paper No 3/2011 TELECOM REGULATORY AUTHORITY OF INDIA Consultation Paper On Green Telecommunications 3rd February, 2011 Mahanagar Doorsanchar Bhawan Jawahar Lal Nehru Marg New Delhi-110002 Preface Operation of telecommunications networks requires electrical power. The expense on energy accounts for a significant share of the operational cost of these networks. This is particularly so in the rural areas where availability of power is uncertain. The use of diesel generators to ensure continuous power supply has the disadvantage of increasing the greenhouse gas emission and consequent enlargement of the carbon footprint which has a deleterious impact on the environment. While contribution of the telecommunications sector to the global carbon footprint is low compared to other sectors like transportation and construction, it nevertheless contributes a noteworthy share and increasingly so with growing reach of the telecommunications network. Efforts are afoot, all over the world, to find measures to deal with this issue. As the second largest and fastest growing market in the world, there is need for India to be conscious of the concerns in this regard. Besides, as a country heavily dependent on import of petroleum products while being abundant in renewable energy sources there is scope for innovative measures towards making telecommunications green. It is in this regard that TRAI believes that this is an opportune time to discuss the related issues...
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...develop, manufacture and sell high-performance fully electric vehicles and advanced electric vehicle powertrain components. Currently, Tesla’s presence internationally is limited to dealerships in Europe and a minor production plant in Britain. In order to be best positioned moving forward, we recommend expanding into Latin America and Asia Pacific to better fulfill CEO Elon Musk’s primary goal to commercialize electric vehicles all the way to mass market. As we predict slow growth for the standard auto industry, we believe the electric vehicle industry is extremely attractive for several reasons, including high oil prices, less greenhouse gas emissions and government incentives. Our best estimates suggest the electric vehicle industry will have average growth rates of 35 – 40% over the next 10 years. International expansion, if done correctly, can help improve upon Tesla’s current strategic position in order to become the global leader in electric vehicles. We have determined that the optimal points of entry for the market are in Brazil and Singapore. In addition to gained access to the two fastest growing regions in the segment, the two locations are attractive for many political, economic, financial, cost, and market reasons. In Brazil, we recommend that Tesla create an office for operations, including a team for supply chain management and a team for sales. In Singapore, we included a supply chain management team, a sales team, and also recommended the opening of a global R&D hub...
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