This document provides a report on recommendations for DowDupont's sustainability goals post-merger. It contains two key recommendations: [1] Conduct research on stakeholders' changing expectations regarding sustainability post-merger to help reformulate goals; and [2] Develop strategies to retain talent and leverage combined resources to achieve sustainability goals. The report analyzes problems such as having separate pre-merger sustainability goals and lack of shared knowledge. It proposes implementing primary and secondary research on stakeholders, and knowledge sharing initiatives to address talent retention and goal alignment issues following the merger.
By Brandon Boze, Margarita Krivitski, David F. Larcker, Brian Tayan, and Eva Zlotnicka
Stanford Closer Look Series
May 23, 2019
Recently, there has been debate among corporate managers, board of directors, and institutional investors around how best to incorporate ESG (environmental, social, and governance) factors into strategic and investment decision-making processes. In this Closer Look, we examine a framework informed by the experience of ValueAct Capital and include case examples.
We ask:
• What is the investment horizon prevalent among most companies today?
• Do companies miss long-term opportunities because of a focus on short-term costs?
• How many companies have an opportunity to profitably invest in ESG solutions?
• What factors determine whether a company can profitably invest in ESG solutions?
• Can investors earn competitive risk-adjusted returns through ESG investments?
• If so, how widespread is this opportunity?
The dream of a sustainable energy future is closer
to reality than ever before. Declines in renewable
energy costs, new efficiency strategies, and advanced
technologies such as distributed energy resources
and storage, are giving companies around the globe
an opportunity to embrace a sustainable future
based on a low-carbon, hyper-efficient economy.
Sustainability & stock returns: the correlationSolAbility
The price returns of Korea’s most sustainable companies since 2007 proof beyond doubt that sustainable investment is profitable, given the right research approach.
The “SolA Sustainable 50” has consistently outperformed the markets every year since inception in 2007 by margins that exclude statistical coincidence. Interestingly, the portfolio also outperformed an actively managed fund based on the SolAbility ESG research, indicating that long-term sustainable investment is a safer and more profitable investment approach or can be more in times of market volatility. The portfolio has also outperformed ESG benchmarks ( DJSI Korea and KRX SRI), indicating that sustainable investment returns depend on the quality of the research and methodology.
By Brandon Boze, Margarita Krivitski, David F. Larcker, Brian Tayan, and Eva Zlotnicka
Stanford Closer Look Series
May 23, 2019
Recently, there has been debate among corporate managers, board of directors, and institutional investors around how best to incorporate ESG (environmental, social, and governance) factors into strategic and investment decision-making processes. In this Closer Look, we examine a framework informed by the experience of ValueAct Capital and include case examples.
We ask:
• What is the investment horizon prevalent among most companies today?
• Do companies miss long-term opportunities because of a focus on short-term costs?
• How many companies have an opportunity to profitably invest in ESG solutions?
• What factors determine whether a company can profitably invest in ESG solutions?
• Can investors earn competitive risk-adjusted returns through ESG investments?
• If so, how widespread is this opportunity?
The dream of a sustainable energy future is closer
to reality than ever before. Declines in renewable
energy costs, new efficiency strategies, and advanced
technologies such as distributed energy resources
and storage, are giving companies around the globe
an opportunity to embrace a sustainable future
based on a low-carbon, hyper-efficient economy.
Sustainability & stock returns: the correlationSolAbility
The price returns of Korea’s most sustainable companies since 2007 proof beyond doubt that sustainable investment is profitable, given the right research approach.
The “SolA Sustainable 50” has consistently outperformed the markets every year since inception in 2007 by margins that exclude statistical coincidence. Interestingly, the portfolio also outperformed an actively managed fund based on the SolAbility ESG research, indicating that long-term sustainable investment is a safer and more profitable investment approach or can be more in times of market volatility. The portfolio has also outperformed ESG benchmarks ( DJSI Korea and KRX SRI), indicating that sustainable investment returns depend on the quality of the research and methodology.
The SSI has a vision of a shipping industry that is both profitable and sustainable by 2040.
Financing Sustainable Shipping is one of four action plans to kick-start the implementation of our Vision for 2040. This programme will run from April 2012 - September 2013.
www.forumforthefuture.org/ssi
This discussion session gathers key influencers from the ESG performance ranking community to discuss recent major developments in ESG research and ratings, and what those mean for companies (featuring important recent announcements by GISR, Sustainalytics and Bloomberg, among others). The conversation will explore the evolution of measurement and disclosure principles for purposes of ESG performance rankings – including the question of driving more transparency – in an effort to help companies trying to understand the complex ESG research and ratings landscape. This session would be particularly useful to any company experiencing a mismatch between what it's reporting on its sustainability performance, on the one hand, and what its external stakeholders are asking or expecting, on the other.
Etude PwC sur l'intégration de facteurs ESG dans les activités de fusions-acq...PwC France
http://pwc.to/15JdJxV
De juin à octobre 2012, PwC a mené une étude visant à mesurer les attitudes de sociétés acquéreuses envers l’évaluation des risques et opportunités environnementaux, sociaux et de gouvernance (ESG) dans leurs activités de fusions-acquisitions. Pour réaliser cette enquête de la part de l’initiative PRI, PwC s’est entretenu avec 16 acquéreurs dans divers secteurs en approfondissant le thème de l’intégration de facteurs ESG dans le processus de due diligence, le prix de l’acquisition, les accords d’achat et de vente, et la période suivant l’acquisition.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
VARIED DIMENSIONS IMPACTING STRATEGIC DECISION MAKING PROCESS IN OIL AND GAS ...IAEME Publication
Nowadays, businesses have shifted their focus from product orientation to strategic orientation as they understood to recognize the importance of strategic approach and management in order to penetrate international markets. This is
because entering foreign markets require strategic planning and proactive market analysis of both internal and external business environments for successful penetration and long-term sustainability. This becomes more apparent in the case of
Oil and Gas companies as the industry is highly volatile with fewer products and more areas to gain a competitive edge. Thus, the focus of this study is to identify the varied Dimensions which Impacts Strategic Decision making process in Oil and Gas Industries of UAE In order to understand and examine the research problem of the study, both primary and secondary data collections were undertaken. The primary data for the
study was collected from 85 senior managers of 15 major
Oil/Gas companies operating in UAE, (EPCs, FEED Contractors and End users) . The samples had been
analysed with the ANOVA to test the hypothesis of the study. The ANOVA analysis between the responses of participants were calculated to understand the varied Dimensions Impacting Strategic Decision making process in Oil and Gas industries of UAE. Globalization and Technological advancement have made imperative the need for a strategic approach in businesses, in order to remain competitive and sustainable in the long run. Thus, organisations need to pay attention to the importance of evaluation, implementation, and advancement of strategies while implementing decisions for business profitability and sustainability. International business poses new challenges everytime especially in the verticals of Oil/Gas industires, which in turn initiated managers and necessitated them to analyse, evaluate, implement their
strategies in a proactive manner to gain a competitive edge over rival firms
The business case for environmental sustainability: embedding long-term strat...Ken Dooley
ABSTRACT Current environmental demands, such as the need to meet governmental climate change adaptation targets or to avoid future resource scarcities have created a business opportunity for firms that eschew business as usual and adopt ambitious environmentally focused systemic innovations. This article aims to present a clear business case for corporate environmental sustainability in order to increase investments in this area. The core focus is on the tangible economic benefits that can be realised through environmental strategies such as risk reduction and efficiency gains. The aim is to show that sustainability can be an opportunity rather than an obligation and that not only can environmental and economic performance be optimised simultaneously but that economic performance can be optimised through environmental strategies. It is expected that this approach shall increase competitive advantage while supporting climate change mitigation. The article also highlights the current drivers that provide motivation for environmental performance improvement such as global trends towards resource efficiency and the exposure to long term environmental risks. Sustainability is a multidimensional subject that involves a diverse range of operational processes and it is argued that a greater portion of sustainability resources should be invested in ambitious environmentally focused systemic innovations. This will enable sustainability to be strategically integrated into the core business practices. Embedded sustainability is the term used to describe a high level of sustainability integration.
Leading player in Energy and Sustainability Services
Led more than 500 sustainability service offerings( CSR, EIAs, LCAs, CDM, Environmental Finance etc.)
Sectors( Energy and Infrastructure, Mines and Metals, Manufacturing, Habitats, Forestry, Agriculture) and
Geographies (India, Srilanka, Thailand, Philippines, Indonesia, Nigeria, Kenya, Tanzania)
Clients (Governments, Multilaterals, UN, Business groups, NGOs)
Delivered more than 500 million USD benefits to clients
Operating across India, South East Asia and Africa
The Industry Familiarisation Book provides an in-depth analysis of the industry setting for the case study. This book helps students develop a sound commercial awareness of the industry, which is an essential element to analysing options and providing recommendations.
These are the key facts and figures within the life sciences industry. Information ranges from the top performing countries in life sciences particularly in biotechnology and healthcare (biomedical and pharmaceutical). In addition, it addresses R&D expenditures by key countries from the year 2008 to 2016.
The SSI has a vision of a shipping industry that is both profitable and sustainable by 2040.
Financing Sustainable Shipping is one of four action plans to kick-start the implementation of our Vision for 2040. This programme will run from April 2012 - September 2013.
www.forumforthefuture.org/ssi
This discussion session gathers key influencers from the ESG performance ranking community to discuss recent major developments in ESG research and ratings, and what those mean for companies (featuring important recent announcements by GISR, Sustainalytics and Bloomberg, among others). The conversation will explore the evolution of measurement and disclosure principles for purposes of ESG performance rankings – including the question of driving more transparency – in an effort to help companies trying to understand the complex ESG research and ratings landscape. This session would be particularly useful to any company experiencing a mismatch between what it's reporting on its sustainability performance, on the one hand, and what its external stakeholders are asking or expecting, on the other.
Etude PwC sur l'intégration de facteurs ESG dans les activités de fusions-acq...PwC France
http://pwc.to/15JdJxV
De juin à octobre 2012, PwC a mené une étude visant à mesurer les attitudes de sociétés acquéreuses envers l’évaluation des risques et opportunités environnementaux, sociaux et de gouvernance (ESG) dans leurs activités de fusions-acquisitions. Pour réaliser cette enquête de la part de l’initiative PRI, PwC s’est entretenu avec 16 acquéreurs dans divers secteurs en approfondissant le thème de l’intégration de facteurs ESG dans le processus de due diligence, le prix de l’acquisition, les accords d’achat et de vente, et la période suivant l’acquisition.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
VARIED DIMENSIONS IMPACTING STRATEGIC DECISION MAKING PROCESS IN OIL AND GAS ...IAEME Publication
Nowadays, businesses have shifted their focus from product orientation to strategic orientation as they understood to recognize the importance of strategic approach and management in order to penetrate international markets. This is
because entering foreign markets require strategic planning and proactive market analysis of both internal and external business environments for successful penetration and long-term sustainability. This becomes more apparent in the case of
Oil and Gas companies as the industry is highly volatile with fewer products and more areas to gain a competitive edge. Thus, the focus of this study is to identify the varied Dimensions which Impacts Strategic Decision making process in Oil and Gas Industries of UAE In order to understand and examine the research problem of the study, both primary and secondary data collections were undertaken. The primary data for the
study was collected from 85 senior managers of 15 major
Oil/Gas companies operating in UAE, (EPCs, FEED Contractors and End users) . The samples had been
analysed with the ANOVA to test the hypothesis of the study. The ANOVA analysis between the responses of participants were calculated to understand the varied Dimensions Impacting Strategic Decision making process in Oil and Gas industries of UAE. Globalization and Technological advancement have made imperative the need for a strategic approach in businesses, in order to remain competitive and sustainable in the long run. Thus, organisations need to pay attention to the importance of evaluation, implementation, and advancement of strategies while implementing decisions for business profitability and sustainability. International business poses new challenges everytime especially in the verticals of Oil/Gas industires, which in turn initiated managers and necessitated them to analyse, evaluate, implement their
strategies in a proactive manner to gain a competitive edge over rival firms
The business case for environmental sustainability: embedding long-term strat...Ken Dooley
ABSTRACT Current environmental demands, such as the need to meet governmental climate change adaptation targets or to avoid future resource scarcities have created a business opportunity for firms that eschew business as usual and adopt ambitious environmentally focused systemic innovations. This article aims to present a clear business case for corporate environmental sustainability in order to increase investments in this area. The core focus is on the tangible economic benefits that can be realised through environmental strategies such as risk reduction and efficiency gains. The aim is to show that sustainability can be an opportunity rather than an obligation and that not only can environmental and economic performance be optimised simultaneously but that economic performance can be optimised through environmental strategies. It is expected that this approach shall increase competitive advantage while supporting climate change mitigation. The article also highlights the current drivers that provide motivation for environmental performance improvement such as global trends towards resource efficiency and the exposure to long term environmental risks. Sustainability is a multidimensional subject that involves a diverse range of operational processes and it is argued that a greater portion of sustainability resources should be invested in ambitious environmentally focused systemic innovations. This will enable sustainability to be strategically integrated into the core business practices. Embedded sustainability is the term used to describe a high level of sustainability integration.
Leading player in Energy and Sustainability Services
Led more than 500 sustainability service offerings( CSR, EIAs, LCAs, CDM, Environmental Finance etc.)
Sectors( Energy and Infrastructure, Mines and Metals, Manufacturing, Habitats, Forestry, Agriculture) and
Geographies (India, Srilanka, Thailand, Philippines, Indonesia, Nigeria, Kenya, Tanzania)
Clients (Governments, Multilaterals, UN, Business groups, NGOs)
Delivered more than 500 million USD benefits to clients
Operating across India, South East Asia and Africa
The Industry Familiarisation Book provides an in-depth analysis of the industry setting for the case study. This book helps students develop a sound commercial awareness of the industry, which is an essential element to analysing options and providing recommendations.
These are the key facts and figures within the life sciences industry. Information ranges from the top performing countries in life sciences particularly in biotechnology and healthcare (biomedical and pharmaceutical). In addition, it addresses R&D expenditures by key countries from the year 2008 to 2016.
The increasing awareness of stakeholders is leading firms to adopt strategies related to the reduction of their environmental impact, not necessarily linked to existing regulatory provisions (e.g. Corporate Social Responsibility strategies). We focus on the potential role of banks, when dealing with the credit merit of potential investors, and move a first step in the direction of understanding the consequences and trade-offs involved in the adoption of “green credit merit” (GCM) measurement tools. After providing a theoretical background for our investigation, we develop a descriptive analysis using firm level Spanish data. We show that in certain cases projects featuring a low environmental impact would gain access to credit according to green credit merit procedures but not according to standard credit merit indicators. Also, and remarkably, indicators focused on specific environmental problems (e.g. related to energy consumption) might prove much more effective and informative than wider ones.
Although a majority of executives say sustainability is necessary to be competitive, most companies still aren't profiting from their sustainability efforts. BCG and MIT Sloan Management Review present the results of their 2013 sustainability survey, including a look at companies that "walk the talk" when it comes to sustainability issues.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
An Exploratory Study of Factors Influencing Corporate Sustainability on busin...AkashSharma618775
This study evaluates the effect of corporate sustainability on business performance of manufacturing
industries in USA, from 2012 to 2015. These Manufacturing industries are listed in Corporate Social
Responsibility Hub (CSRHub), Morning Star and Global Reporting Initiative (GRI). All data used in this report
were extracted from 37 manufacturing companies’ Sustainability, corporate social responsibility (CSR) and
annual reports. These companies are of diverse sectors such as Automobile, Health care, consumer goods, food,
beverages and technology. Quantitative method of research is used in this study; this also includes the use of
explanatory and descriptive research design. The main issues to be discussed in this study are Donation, Incident
rate reduction and Water Recycled as the independent variables, while Revenue is the dependent variable. Data
analysis was carried out using the regression analysis, descriptive statistics and correlation. E-views software
generated the data for further analysis. The findings imply that donation has a positive insignificance effect on
revenue, reduced incident rate reduction had positive significance effect on revenue and water recycling has
negative insignificant effect on revenue. In the future researches, larger samples of companies form diverse sectors
and subsectors should be studied to broaden the research on company performance especially the non-financial
aspect.
Imperative of Environmental Cost on Equity and Assets of Quoted Manufacturing...ijtsrd
This study examine the imperative of environmental cost on equity and assets of quoted manufacturing firms in Nigeria. The study adopts ex post facto, content analysis and regression research design. The research adopts secondary source of data in obtaining all the data needed for the study, extracted from the audited financial statements of the sampled manufacturing firms, which is meticulously examined and relevant data extracted from the period of 2011 2018 for analysis, in line with the main objective. Hypothesis is tested and the results reveals that environmental cost has a significant effect on return on equity and return on assets of quoted manufacturing firms in Nigeria. In consonance with this study's findings, it is recommended that, Firms in Nigeria should invest reasonable amount on environmental issues and report same in their financial reports for the various stakeholders to see. This will create a good relationship with the host community which will enable growth in production and increase in turnover. Dr. Odogu, Laime Isaac | Dadiowei, Opritari Maxwell "Imperative of Environmental Cost on Equity and Assets of Quoted Manufacturing Firms in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-4, August 2023, URL: https://www.ijtsrd.com/papers/ijtsrd59695.pdf Paper Url:https://www.ijtsrd.com/humanities-and-the-arts/education/59695/imperative-of-environmental-cost-on-equity-and-assets-of-quoted-manufacturing-firms-in-nigeria/dr-odogu-laime-isaac
RESEARCH II Grade Sheet Agency Assessment Paper Part I D.docxverad6
RESEARCH II Grade Sheet
Agency Assessment Paper Part I Description of the Program
Name of Student _________________________________________________
1.An overview of the program (Heading)
2. History of the organization?
3. Mission statement in the organization
4. Organization Structure
5. History of the program within the organization
6. Program’s rationale /
definition. General purpose of the program
7..Social problems addressed by the Program (Explain in full detail with statistics) (Heading)- 1pg.
8.Intervention Methods (Heading)
9. Methods proposed to achieve the
program’s results
10. Theories that underlie the proposed
Interventions
11.Logic within the program in using these
interventions to achieve its goals
12 Describe the length of services
13.Program Funding and Cost –cost per day in hospice in New Jersey.
(Subheadings)
14. Method for Program Funding
(Public, private, state, federal, or
Local money? Public or private
Organization/) This is a private company
15.Characteristics of the staff providing services –(Heading)
16.Professional and non-professional
staff Role and credentials
(What are professional and non-
professional staff background? Are
they trained in the type of
intervention being utilized by the
program? What are the
professionals’ perspectives on
the model of intervention being
utilized?
17.What standardized method is used to
evaluate the staff performance and
client satisfaction? (Provide
SAMPLEs)
Implementation issues –(Heading)
(Subheadings)
18. Successes and Challenges in the program?
19.Do the intervention methods seem
appropriate?
20. Are people coming for services?
21.Are they the types of clients expected to come?
22.Has the amount of outreach work been underestimated and has this delayed program implementation?
Conclusion: The students demonstrate knowledge and skills by writing a summary of the evaluation process. Describe the successes and limitations of the program and the difficulties you encountered in writing this paper? What do they think needs to be changed in order to enhance this program? How would implement these changes? How does this program evaluation paper relate to social work policy, practice and research?
What Constitutes Graduate Level Writing.pdf
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Accelerating the Benefits of Food and Bev Sustainability ProgramsSchneider Electric
Food and Beverage manufacturers can strengthen their brand and mitigate business risks by providing more transparency to their customers and stakeholders. Customers want to know more about the brands they buy, and regulatory agencies want to ensure food and beverage manufacturers are environmentally and socially responsible. This white paper demonstrates how using a plan / do / check / act methodology to drive energy management and sustainability programs can lower costs, improve profitability, and control risk.
Similar to DowDuPont Merger and Acquisition Consulting Package (2017) (20)
Statistical Analysis on the Factors Influencing Life ExpectancyAnh Do
LEB is one of the country-level statistics monitored by countries and global organizations to evaluate the quality of population health and economic development. Increase in LEB is used as an indicator of improvement on population health. Having an accurate prediction of life expectancy can help countries understand whether their investment have been effective. Furthermore, understanding what factors are related to changes in LEB can help a country direct its spending on health, planning for infrastructure as well as improving its healthcare system.
U.S. Asthma Prevalence - Predictive ModelingAnh Do
This is a continuation of my previous asthma study. The previous one was purely descriptive analytics. This report focuses more on predictive analytics.
This is a consulting project for The Hershey Company. Increase outsourcing and export to Asia enhances Hershey’s reputation in this large market where demand is still growing.
This project explored the trends in inflows of foreign population to the U.S., or the changes in numbers of green card recipients from 2000 to 2016; and figured out an appropriate predictive method to forecast future figures.
This project compared characteristics of the population reported having asthma in the U.S. in 2016 to previous research. 2016 Asthma Prevalence data showed no surprising differences from previous years' trends.
Best Target Market of Diabetic Patients - Data Driven RecommendationsAnh Do
Pharmaceutical companies that produce Type 2 Diabetes drugs should develop marketing content appropriate for a more narrowed target group. They are 65 years old and above, did not go to college, are not employed, belong to the lower or higher income group, have higher Body Mass Index (BMI) and lead a relatively inactive lifestyle without leisure physical activities.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
3. Key Recommendations
I. Research on stakeholders’ post-merger
reactions regarding sustainability
II. Develop strategies to retain talents and
share knowledge and resources
Page 3
4. Executive Summary
DowDupont currently has two sets of sustainability goals: Dow’s 2025 Sustainability Goals and Dupont’s 2020
Sustainability Goals, addressing different areas. Post-merger reorganization of the sustainability goals is vital so
DowDupont as a merged entity can best reallocate resources to enjoy the merger synergies. To formulate the
best sustainability strategies, DowDupont needs to reconcile three forces: the overall end goal or desired
synergy obtained from the merger*; what stakeholders want from the merger, how their reactions change and
the implications of these changes on their expectations; and what information, knowledge and resources are
now available to both companies, and their research, development and production potentials. Our
recommendations center around research initiatives to understand and anticipate stakeholders’ post-merger
reactions, which will help DowDupont reformulate sustainability goals; and leverage existing resources to
secure the means to achieve the goals.
*These are Dow and Dupont’s visions and purposes of the merger, which is assumed in this report as having been clearly recognized
and effectively communicated to all DowDupont’s management and employees.
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5. Core Problems
DowDupont’s biggest problem regarding sustainability efforts is currently having two sets of sustainability goals:
Dow’s 2025 Sustainability Goals and Dupont’s 2020 Sustainability Goals. These two goals have their similarity
and differences. As the two companies merge into one Holding, having separate sets of goals based on their
previous names does not highlight the desired and promised post-merger synergies, since the separations imply
two companies are not working together. It is important for the DowDupont Holding to have either one set of
goals for the entire Holding, or three sets of goals for the three smaller companies you intended to create under
DowDupont Holdings, or other options that don’t involve splitting the goals by the pre-merger entities.
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6. Approach
The merger largely changed the external and internal factors affecting DowDupont’s sustainability efforts.
We approached the problems through a thorough environmental and internal analysis of DowDupont after
the merger. We also studied scholastic research and advice from consulting firms regarding post-merger
integration, and applied the ideas and knowledge to DowDupont’s sustainability efforts.
We used the PESTEL model for external analysis and the SWOT model for internal analysis to assess these
factors and understand how impactful each of them are. The report is build upon the AFI model as we first
Analyze the problems, the Formulate the strategies, and finally build a plan to Implement the strategy.
The recommendations and implementation steps mentioned in this report are theoretical and brief. We must
first know the desired synergies of DowDupont’s merger, whether it’s cost synergies or growth/revenue
synergies. After analyzing the industry, we realized that DowDupont needed both synergies. With the most
updated combined financial situation, and the merged entity’s budget for sustainability, we can give
consulting advice on which synergies to choose. We would need to follow up with the company’s own
market research, results of the information system upgrade, interviews with employees, the chosen culture,
etc. More detailed consulting advice could be formulated with these pieces of information.
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7. I. Research on stakeholders’ post-merger expectations regarding sustainability
A. Problems and Impacts
In a McKinsey’s article, Gryzwa, et al stated “during post-merger integration (PMI), the stakeholder landscape is
becoming more difficult to navigate,” meaning post-merger research for changes in stakeholders’ expectations is
essential. External stakeholders may form new sets of expectations towards DowDupont, the merged holding, with
some remain the same, brand new ones added and old ones removed.
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These changes impact DowDupont as a whole, and the merged entity sustainable efforts. Here are a few possible
changes via the PESTEL analysis for us to see the impacts (refer to Appendices 1 and 2 for more complete analysis):
● Political and Legal: DowDupont agreed to a new set of regulations upon the success of the merger;
government may set even stronger sustainability targets to DowDupont. Government will expect more from
them regarding to the protection of the environment.
● Social: Consumers may expect more from sustainability efforts following DowDupont’s major merger since
they care about the environment tremendously.
● Economic: External shareholders or activist investors play an increasingly stronger role in shaping post-
merger businesses. For example, Third Point, one of DowDupont’s investors, already sought to split
DowDupont Holdings into six smaller companies, and you negotiated for three, “with a transfer of products
representing approximately US$8 billion of revenues from the materials products business into the specialty
products business” (Deloitte, 2018). Other similar demands can arise, and can result in major reallocations of
sustainability resources.
8. I. Research on stakeholders’ post-merger expectations regarding sustainability
B. Solutions and Recommendations: Conduct thorough market research
According to Kato and Schoenberg (2013), “a more complete understanding of what determines acquisition
performance is only likely to come when the impact on all salient stakeholders is considered,” which calls for
thorough reassessment of stakeholders demand and expectations post-merger.
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Before searching for new ideas and innovations for more sustainable production,
DowDupont should conduct market research to capture any changes in the
internal and external factors affecting the merged entity. You could use primary
and secondary sources for your research. After you got the information and data
from your research, you can bring in their internal team to discuss your plans and
strategies regarding to post-merger expectations.
Furthermore, the results of these research projects can help DowDupont be
proactive when facing new demand from external stakeholders.
9. I. Research on consumers’ post-merger expectations regarding sustainability
C. Implementations
DowDupont should first reassemble a list of stakeholders, and rank them in terms of their power and influences on
DowDupont’s business. Before ranking, it’s essential to highlight which stakeholders are the same between the two
companies, and which previously only belong to one.
Secondary exploratory research based on case studies of stakeholders’ reactions to previous mergers and
acquisitions (M&A) efforts should be conducted to formulate hypotheses potential reaction to the merger.
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Primary research (such as interviews, focus groups, surveys) should be conducted to the most
powerful stakeholders so DowDupont can confirm or reject the hypotheses, and have a
clearer, more direct view of the changes (if exist) in stakeholders’ expectations post-merger.
For customers alone, this can also be a great attempt to reach out to them and reassure them
of the quality and number of choices they still have, despite the merger; and prevent them from
switching to competitors. These are problems identified by BCG (BCG, 2018).
Note: Not to fall under confirmation bias is of quintessential importance. It’s very easy to form a
hypothesis that nothing changes, then design the research to prove exact that. A fair research
design will not only yield useful results that help DowDupont find its long term direction, but
also prevent future passive responses to problems that could have been anticipated.
10. While knowledge sharing is highly desired for effective integration (Faulkner et. al, 2012), the merger makes
information sharing between two organizations harder due to “the lack of shared context and mutual knowledge”
(Heo and Yoo, 2002). This is one of DowDupont’s post-merger weaknesses and since it is still in the beginning
phase of of the merger which added problems to their post-merger efforts.
Page 10II. Develop strategies to retain talents and manage knowledge
A. Problems and Impacts
Challenges facing the chemical industry include managing toxic wastes and high carbon
footprint, as well as the need to sustain local jobs and conserve natural resources such as
soil and water (Porter et. al, 2017). Having higher expenses than competitors (Appendix 2)
means DowDupont must soon create the synergies from shared resources.
Furthermore, two research teams from two companies come from two different cultures that
will need time to assimilate and collaborate smoothly. Both teams are competent, and their
tremendous land and capital resources for research and development are a few of their
strengths (Appendix 2), but if they cannot work together, DowDupont will not be able to
mitigate its existing weakness: having high expense.
“During a merger, a company risks losing key personnel,” according to BCG report on Post
Merger Integration, since the uncertainties following the merger make employees question their
future at the company (BCG, 2018). Success in sustainability efforts depend on a good team of
researchers and product developers, whose skills are transferable to competing companies and
other industries. Hence, it is more difficult and important to keep these imperative and specialist
talents in the new merged entity. This is a post-merger threat facing DowDupont (Appendix 2).
11. II. Develop strategies to retain talents and manage knowledge
B. Solutions and recommendations
For information sharing, DowDupont should allow information and research data to
be shared between research teams from both companies. This step is the process
of sharing knowledge on how that will advance current research and allow
allocation of resources between two companies that will eventually improve
efficiency and reduce cost (Jen-te, 2007).
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Culture assimilations between the teams can start fostering an understanding the differences in
cultures, then figuring out the desired culture (BCG, 2018). Dow and Dupont both had very high
expenses compared to competitors before the merger (Marketline, 2017). DowDupont needs the
economies of scales to reduce cost. Having different teams working on similar tasks concurrently
can be highly inefficient and counteract the economies of scales to be grasped from the merger to
reduce cost (BCG, 2018). Culture assimilation efforts are also communication initiatives that
assure employees of the fairness and transparency of the merger.
To retain talent, financial bonuses can be employed to “align employees with the goals of
the PMI” (BCG, 2018). Tying the bonuses to a performance metrics can motivate employees
and create a clearer picture of the “future in the company” that they want to see.
12. II. Develop strategies to retain talents and manage knowledge
C. Implementations
Information Management:
Information systems should be reorganized to facilitate sharing of information across departments from both
companies. All researchers and employees should read about the other teams’ sustainability efforts and related
research to get a profound understanding of each other “strategies and plans.”
Note: avoid assuming that some information is common sense or taken for granted (Jen-te, 2007).
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Culture Assimilation:
First, norms, values, and culture artifacts should be communicated clearly
between the teams. The teams then identify the differences in their cultures
and prioritize which ones are relevant to the new culture of DowDupont as a
whole. Everyone must agree to these new values.
Talent Retention:
Communicate with researchers and sustainability efforts employees to
figure out what they need. Formulate a bonus strategy for these employees
based on their needs and concerns.
13. Conclusions
DowDupont currently has two sets of sustainability goals: Dow’s 2025 Sustainability Goals and Dupont’s
2020 Sustainability Goals, addressing different areas. As the two companies merge into one Holding,
having separate sets of goals based on their previous names does not highlight the desired and promised
post-merger synergies. To find out the right way to formulate new sustainability goals, DowDupont needs
to reconcile three forces: the overall end goal or desired synergy obtained from the merger*; what
stakeholders want from the merger, how their reactions change and the implications of these changes on
their expectations; and what information, knowledge and resources are now available to both companies,
and their research, development and production potentials.
The company can do so by simultaneously research the changes in stakeholders’ expectations, and take
steps to retain talents and facilitate information and knowledge sharing. By doing so, DowDupont will have
a higher chance of reaping the benefits of the merger, such as economies of scales, shared resources and
cost reductions, etc., while mitigating the effects of culture clash and unforeseen changes in stakeholders’
expectations.
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14. Conclusions
For strategy implementation, both primary and secondary market research should be conducted to
understand the market demand and anticipate changes in stakeholders’ expectations. Concurrently, pre-
merger Dow and Dupont should speed up the process of knowledge and resource sharing to optimize
research capacity and cultivate culture assimilation between research team from both companies. Plans
to provide financial incentives for employees should be formulated to retain the best talents in time of
post-merger uncertainty.
These strategies help DowDupont develop sustainability goals that align with stakeholders’ demand and
expectations, while reducing expenses and build better research teams for future sustainable innovations.
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15. Appendix 1 : PESTEL Analysis (focusing on sustainability)
Political
● Different environmental protection policies
between countries.
● Changes in expectations post-merger.
● Will get involved if not adhere to the
environmental regulations.
Economic
● Price fluctuations in oil and other raw materials.
● Low demand, stagnant growth.
● Stakeholders will have a say in the new
sustainability efforts.
Social
● The public will expect greener products from
this merger
● Want to purchase products from environmental
conscious companies
Technological
● Advancement in technology for specialties
and materials.
● Could help with their sustainability efforts in
the production processes.
Ecological
● Productions processes cause high carbon
footprint and toxic waste.
● Chemical production uses high energy and
natural gas consumptions.
Legal
● Different and complicated legal processes and
requirements between countries.
● Will get sued if not abided by the
environmental standards and expectations
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16. Appendix 2 : Industry Growth
This figure shows the
increasing trend in global
chemical market values
from 2013 to 2017.
However, during the period,
the Asia-Pacific has grown
by 5.5% while the US
market has grown by only
0.8%. The global market is
expected to maintain the
momentum in the next five
years, but that’s thanks to
the growth in Asia-Pacific
offsetting the slow growth
in the US market.
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17. Appendix 3: SWOT Analysis
Strengths
● Large scale production lowers cost,
allowing more resources for sustainability
● Excellent research teams experienced in
multiple areas
● Two companies’ resources and efforts
Weaknesses
● Dow and Dupont are pursuing separated
sustainability goals
● Employees are uncertain about their future
● Very high expenses compared to competitors
● Cultural clashes between two companies post-
merger
Opportunities
● Increasing in demand in Asia
● Ample supply of natural resources for
U.S. based companies
● A chance to build a purposeful brand to
attract and retain customers’ loyalty
Threats
● Decreasing global demand for commodity
chemicals
● Increasing influences from external shareholders
● Higher expectations post-merger regarding
reduction of energy needs, improvement of
process efficiency, compliance with environmental
regulations, and repurposing of existing products.
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19. Appendix 5: Financial information - compare with competitors
As shown in this figure, DowDupont
is not found in the top ten highest
income, but it is found on the top ten
highest revenue (previous slide). This
shows that the company has higher
expense than competitors.
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