This document proposes establishing regional "UN Lower Houses" to help deliver UN programs like the Sustainable Development Goals (SDGs) in a more localized manner. It suggests creating an initial UN Lower House in Nordic/Northwestern Europe to demonstrate the model. This new structure would work directly with regional governments, businesses, civil society and academics to take on responsibilities like SDG implementation that are currently handled at the UN headquarters level. The goal is to make delivery of UN agreements like the Paris Climate Accord and SDGs more effective by empowering regional actors while reducing bureaucracy at the central UN level.
The World Economic Forums Annual Report published 7th Sept 2016. "Our World is an interconnected system, straining under the burden of its own complexity.... " Klaus Schwab. (Founder and Exec Chairman. What do you think?
The World Economic Forum Annual Report summarizes the organization's activities and accomplishments in 2016-2017. Key highlights include:
- President Xi Jinping of China's participation at the Annual Meeting 2017 marked a historic shift.
- The launch of the new Center for the Fourth Industrial Revolution in San Francisco to help shape policies around emerging technologies.
- Numerous initiatives and collaborative efforts across the Forum's focus areas of global, regional and industry agendas that led to tangible outcomes over the year.
- The Forum continues to implement its integrated multistakeholder strategy founded on convening leaders from all sectors to make sustainable positive change through cooperation and understanding different perspectives.
Silicon Valley has established itself as the leading global innovation ecosystem due to key factors such as transparency in venture capitalism funding, support from top universities, and a skilled workforce culture. However, strict immigration laws and high housing costs present challenges. While venture capital and university partnerships remain strengths, addressing foreign talent restrictions and infrastructure sustainability will help Silicon Valley maintain its edge in the face of global competition.
The document discusses Silicon Valley's innovation ecosystem and its strengths. It notes that Silicon Valley has high transparency in its venture capitalism system, with standardized legal documents and many experienced VC experts. This helps entrepreneurs easily access funding and resources. However, it also identifies weaknesses like high housing costs and threats like strict US immigration laws, which could cause some startups to move elsewhere. Overall the document provides an overview of key factors that have contributed to Silicon Valley's success as well as challenges it faces.
The United Nations Sustainable Development Goals are a universal set of 17 goals and 169 targets adopted by UN members and world leaders in 2015 to end poverty, fight inequality, ensure peace and tackle climate change. They provide a broad framework for government policy and citizen action. EPFL has already started implementing aspects of the goals through projects supporting education, gender equality, and sustainable energy. Citizens can support the goals through informed decisions and action.
Let’s translate ideas into sustainable businesses that bring innovative ideas to life. Together we can address different types of problems in more effective, innovative and agile ways. We have to be aware of the obstacles to unlock talent inside our organization and take actions right away.
Global Shapers Community - PresentationJessie Wang
The Global Shapers Community is a network of exceptional young people between 20-30 years old who lead hubs in major cities around the world. The hubs undertake projects to positively impact their local communities and provide opportunities for Shapers to collaborate globally. Shapers have already demonstrated leadership and entrepreneurship. The World Economic Forum supports the Global Shapers Community by providing access to Forum events, leaders, and insights to further the Shapers' positive impact.
The World Economic Forums Annual Report published 7th Sept 2016. "Our World is an interconnected system, straining under the burden of its own complexity.... " Klaus Schwab. (Founder and Exec Chairman. What do you think?
The World Economic Forum Annual Report summarizes the organization's activities and accomplishments in 2016-2017. Key highlights include:
- President Xi Jinping of China's participation at the Annual Meeting 2017 marked a historic shift.
- The launch of the new Center for the Fourth Industrial Revolution in San Francisco to help shape policies around emerging technologies.
- Numerous initiatives and collaborative efforts across the Forum's focus areas of global, regional and industry agendas that led to tangible outcomes over the year.
- The Forum continues to implement its integrated multistakeholder strategy founded on convening leaders from all sectors to make sustainable positive change through cooperation and understanding different perspectives.
Silicon Valley has established itself as the leading global innovation ecosystem due to key factors such as transparency in venture capitalism funding, support from top universities, and a skilled workforce culture. However, strict immigration laws and high housing costs present challenges. While venture capital and university partnerships remain strengths, addressing foreign talent restrictions and infrastructure sustainability will help Silicon Valley maintain its edge in the face of global competition.
The document discusses Silicon Valley's innovation ecosystem and its strengths. It notes that Silicon Valley has high transparency in its venture capitalism system, with standardized legal documents and many experienced VC experts. This helps entrepreneurs easily access funding and resources. However, it also identifies weaknesses like high housing costs and threats like strict US immigration laws, which could cause some startups to move elsewhere. Overall the document provides an overview of key factors that have contributed to Silicon Valley's success as well as challenges it faces.
The United Nations Sustainable Development Goals are a universal set of 17 goals and 169 targets adopted by UN members and world leaders in 2015 to end poverty, fight inequality, ensure peace and tackle climate change. They provide a broad framework for government policy and citizen action. EPFL has already started implementing aspects of the goals through projects supporting education, gender equality, and sustainable energy. Citizens can support the goals through informed decisions and action.
Let’s translate ideas into sustainable businesses that bring innovative ideas to life. Together we can address different types of problems in more effective, innovative and agile ways. We have to be aware of the obstacles to unlock talent inside our organization and take actions right away.
Global Shapers Community - PresentationJessie Wang
The Global Shapers Community is a network of exceptional young people between 20-30 years old who lead hubs in major cities around the world. The hubs undertake projects to positively impact their local communities and provide opportunities for Shapers to collaborate globally. Shapers have already demonstrated leadership and entrepreneurship. The World Economic Forum supports the Global Shapers Community by providing access to Forum events, leaders, and insights to further the Shapers' positive impact.
Remarks by Mr. Sha Zukang, Under-Secretary-General for Economic and Social Affairs, Secretary-General of The 2012 UN Conference on Sustainable Development
The document discusses the World Economic Forum's annual meeting in Davos, Switzerland from January 21-24, 2020. It notes the erosion of international cooperation and the formation of independent groups addressing issues like climate change and sustainable development. The Forum aims to bring together leaders from business, government, organizations, and civil society to collaborate on the world's economic, environmental, social and technological challenges. The 2020 meeting will focus on addressing climate change, transforming industries for sustainability, governing emerging technologies, and adapting to trends reshaping work and education.
The document provides an overview of the World Economic Forum's annual report for 2005/06. It discusses the Forum's strategic endeavors and successes over the past year, including shaping global, regional, and industry agendas; creating knowledge networks; building public-private partnerships; and engaging communities and constituencies. It also provides details on the Forum's organization, finances, and mission.
This is a handbook for businesses and other stakeholders that value social responsibility, economic growth and healthy business environments. These crucial issues in the present world cannot be solved by a company or government in isolation, and should be addressed as a pervasive concern that every participant in the global economy needs to tackle. It is with such a view that EBAC introduces the Responsible Business 2.0 model in this handbook, and aligns this framework with the goals in order to achieve a global, inclusive and sustainable development
Venture Philanthropy in Development: Dynamics, Challenges and Lessons in the ...The Rockefeller Foundation
Rather than focus narrowly on venture philanthropy as market-driven investments that must create financial returns to be viewed as sustainable, this report takes a broader view of grantmaking and investment, one that deploys system-wide approaches, longer time-frames, higher levels of engagement, and rigorous but flexible forms of evaluation.
This document provides fictional examples of how nations could transition from empire-era systems towards more planetary consciousness in line with goals like the UN Sustainable Development Goals. It describes a transition requiring visionary leadership to redirect countries like large ships to a new course over the long term. This involves inspiring populations to embrace positive national roles in building a sustainable world where all nations thrive in harmony with nature and each other.
The World Bank Magazine - Connecting Voices, edition 3 Bassel Nadim
The survey of CSOs and media in 9 MENA countries found that while some access public financial information and interact with SAIs, there is limited understanding of complex financial matters and reporting on public finance issues. Access to SAI audit reports is average and interaction with SAIs is mainly to request reports. Both CSOs and media expressed strong interest in cooperating with SAIs and building knowledge on public financial management through training. Key steps identified to strengthen transparency, accountability and cooperation included improving access to information, building capacity, and facilitating knowledge sharing between SAIs, CSOs and media.
At the Athens hub we focus on seeing a “better tomorrow”: we put aside things we have no ability to impact and focus instead on matters where we can make positive strides. We
perceive the world as a landscape of opportunities and potential synergies, not as one of negative competition.
In just a few months, for ReGeneration alone, we have rallied 23 partners, 120 volunteers, and over 670,000€ in pro bono services to design a solid plan that can step-change the internship culture in Greece and create sustainable growth. We secured 58 placements for 2014-15 and envision 2,000 placements over the next 4 years.
For more information visit: http://regeneration.gr/en/
CRT White Paper and Call to Action (final)Sasin SEC
This document provides a summary and call to action regarding the United Nations Sustainable Development Goals. It discusses:
- The need for governments, businesses, and civil society to work together to achieve the goals through innovation, technology, finance, and leadership for shared prosperity.
- Practical steps businesses need to take to transition from short-term profit-focused capitalism to long-term shared-value capitalism through stakeholder responsibility and stewardship of all forms of capital.
- Actions governments need to take to promote the rule of law, limit unsustainable behaviors, and facilitate dialogue to achieve sustainability performance objectives.
- The importance of cultivating a culture of stewardship through education and promoting core values and ethics
The document discusses the "Our Common Future 2.0" project, which aims to create an action plan to transition society towards sustainability over the next 25 years. It proposes holding a "World Tomorrow Forum" where 1200-1500 young talents from around the world will crowdsource solutions. It also details plans for a pilot project in the Netherlands and Belgium in 2010 to test the organizational aspects before launching a global initiative. The pilot would engage 120-150 people to identify and elaborate a theme and report to evaluate organizing a larger global project.
Presentation by Blanca Lazaro at the SIGMA training, working sessions and retreat, co-organised with then Office of the Minister of State for Administrative Reform taking place in Beirut 7-11 December 2015.
Creative Hubs: Understanding The New Economy (BC, 2016)Rony Octavianto
This report has been commissioned to better understand their diverse value, processes and motivations and in doing so, analyse how best to support and stimulate the wider creative economy they are rooted in, particularly in times of political and financial uncertainty.
The document discusses the need for global responsibility in business and management given the increasing forces of globalization. It makes three key points:
1) Globalization has brought greater economic efficiency but also new problems related to social welfare, poverty, human rights, and the environment that require global cooperation.
2) As global problems now exist, global solutions are needed, requiring the concept of global responsibility.
3) A global society and governance structures are now needed to address issues of global responsibility, structures that are beginning to take shape within the European Union.
Over 100 community leaders from the Greater Holland/Zeeland area in Michigan participated in a Future Search conference from March 28-30, 2011 to explore new approaches to 21st century governance. The conference brought together public officials, business leaders, and other stakeholders to identify shared challenges and opportunities. Through group activities examining trends, priorities for the future, and areas for collaboration, 10 common themes and action statements were developed to guide more efficient and effective local governance. Participants committed to continuing implementation efforts over the following months.
Common Purpose's 2020 impact report celebrates the leadership and impact of their alumni in a disruptive year. They worked with over 1,000 organizations and delivered programs to over 9,000 leaders online and in person. Throughout the pandemic, Common Purpose continued to facilitate connections and conversations among diverse leaders worldwide through their digital programs and alumni webinar series. The report highlights how Common Purpose and its alumni demonstrated agility and stepped up to address challenges in 2020.
The document is a report from the UN Secretary-General's High-Level Panel on UN System-wide Coherence. It finds that while the UN has strengths, its work on development and the environment is often fragmented and ineffective due to inefficient governance, unpredictable funding, and outdated business practices.
The report puts forward recommendations to overcome this fragmentation so the UN can "deliver as one" in partnership with countries. It calls for coherence and consolidation of UN activities at all levels; governance, funding, and management reforms to empower consolidation and link performance to results; an overhaul of UN business practices; and further reviews to find consolidation opportunities. Implementation should be undertaken urgently but carefully.
In a rapidly-changing environment, the key to our success has been our ability to balance continuity with change. It has required discipline and decisive actions to build sustainable value for the long term. We continue on our journey, while we stay true to our purpose and values. We change by adapting our portfolio to meet evolving consumer demands, pushing the boundaries of science, accelerating innovation, as well as driving greater agility and efficiencies.
Our Impact report reflects our aspirations and marks our progress as a company in the areas where we can make the biggest impact:
Leading in sustainability,
Strengthening communities,
Creating opportunities.
Tackle social challenges on a global scale
At B1-AKT-Leading Sustainable Strategies & Paragon Communication we believe that “risk brings change and opportunity and that risk-taking is an indispensable part of leadership”. We are making a difference by the courage to chart new paths, the only way forward. Our Leaders are part of visionary leaders that paint a clear compelling picture of what is possible. They see into the future and strive to take others there: Creativity and Innovation are the lifeblood of our company.
We have assembled a variety of interesting articles, updates, and reading materials
from our NSF Steering Group members and other colleagues that focus on the October newsletter
themes: digital economy and youth engagement/empowerment, leadership/emerging leaders, global
health/harmonious/emerging leaders in Africa, blending digital economy with caring economy, and
continuing to build skills for leading complex change/supporting leaders involved in complex change.
The document summarizes the proceedings of the E-Leaders Conference 2014 held in Milan. Over the three day conference, speakers from Asia, Europe and the Americas shared theories and practices of management to train future leaders. Presentations focused on developing soft skills for problem solving and cooperation in small and medium enterprises. The next steps will be to simplify the content and make it more attractive to SMEs through cultural exchange of innovative ideas.
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
Was this forwarded to you?
If you’re a Premium FT subscriber, sign up here to get this newsletter delivered straight to your inbox.
Sent Tuesdays and Thursdays.
Not a Premium subscriber?
Take out a subscription, or upgrade from standard.
New report offers sobering view of the energy transition
Every year the Statistical Review of World Energy offers a behemoth of data on the state of the global energy market. This year’s findings highlight the world’s insatiable demand for energy and the need to speed up the pace of decarbonisation.
Here are our four main takeaways from this year’s report:
Fossil fuel consumption — and emissions — are at record highs
Countries burnt record amounts of oil and coal last year, sending global fossil fuel consumption and emissions to all-time highs, the Energy Institute reported. Oil demand grew 2.6 per cent, surpassing 100mn barrels per day for the first time.
Meanwhile, the share of fossil fuels in the energy mix declined slightly by half a percentage point, but still made up more than 81 per cent of consumption.
Remarks by Mr. Sha Zukang, Under-Secretary-General for Economic and Social Affairs, Secretary-General of The 2012 UN Conference on Sustainable Development
The document discusses the World Economic Forum's annual meeting in Davos, Switzerland from January 21-24, 2020. It notes the erosion of international cooperation and the formation of independent groups addressing issues like climate change and sustainable development. The Forum aims to bring together leaders from business, government, organizations, and civil society to collaborate on the world's economic, environmental, social and technological challenges. The 2020 meeting will focus on addressing climate change, transforming industries for sustainability, governing emerging technologies, and adapting to trends reshaping work and education.
The document provides an overview of the World Economic Forum's annual report for 2005/06. It discusses the Forum's strategic endeavors and successes over the past year, including shaping global, regional, and industry agendas; creating knowledge networks; building public-private partnerships; and engaging communities and constituencies. It also provides details on the Forum's organization, finances, and mission.
This is a handbook for businesses and other stakeholders that value social responsibility, economic growth and healthy business environments. These crucial issues in the present world cannot be solved by a company or government in isolation, and should be addressed as a pervasive concern that every participant in the global economy needs to tackle. It is with such a view that EBAC introduces the Responsible Business 2.0 model in this handbook, and aligns this framework with the goals in order to achieve a global, inclusive and sustainable development
Venture Philanthropy in Development: Dynamics, Challenges and Lessons in the ...The Rockefeller Foundation
Rather than focus narrowly on venture philanthropy as market-driven investments that must create financial returns to be viewed as sustainable, this report takes a broader view of grantmaking and investment, one that deploys system-wide approaches, longer time-frames, higher levels of engagement, and rigorous but flexible forms of evaluation.
This document provides fictional examples of how nations could transition from empire-era systems towards more planetary consciousness in line with goals like the UN Sustainable Development Goals. It describes a transition requiring visionary leadership to redirect countries like large ships to a new course over the long term. This involves inspiring populations to embrace positive national roles in building a sustainable world where all nations thrive in harmony with nature and each other.
The World Bank Magazine - Connecting Voices, edition 3 Bassel Nadim
The survey of CSOs and media in 9 MENA countries found that while some access public financial information and interact with SAIs, there is limited understanding of complex financial matters and reporting on public finance issues. Access to SAI audit reports is average and interaction with SAIs is mainly to request reports. Both CSOs and media expressed strong interest in cooperating with SAIs and building knowledge on public financial management through training. Key steps identified to strengthen transparency, accountability and cooperation included improving access to information, building capacity, and facilitating knowledge sharing between SAIs, CSOs and media.
At the Athens hub we focus on seeing a “better tomorrow”: we put aside things we have no ability to impact and focus instead on matters where we can make positive strides. We
perceive the world as a landscape of opportunities and potential synergies, not as one of negative competition.
In just a few months, for ReGeneration alone, we have rallied 23 partners, 120 volunteers, and over 670,000€ in pro bono services to design a solid plan that can step-change the internship culture in Greece and create sustainable growth. We secured 58 placements for 2014-15 and envision 2,000 placements over the next 4 years.
For more information visit: http://regeneration.gr/en/
CRT White Paper and Call to Action (final)Sasin SEC
This document provides a summary and call to action regarding the United Nations Sustainable Development Goals. It discusses:
- The need for governments, businesses, and civil society to work together to achieve the goals through innovation, technology, finance, and leadership for shared prosperity.
- Practical steps businesses need to take to transition from short-term profit-focused capitalism to long-term shared-value capitalism through stakeholder responsibility and stewardship of all forms of capital.
- Actions governments need to take to promote the rule of law, limit unsustainable behaviors, and facilitate dialogue to achieve sustainability performance objectives.
- The importance of cultivating a culture of stewardship through education and promoting core values and ethics
The document discusses the "Our Common Future 2.0" project, which aims to create an action plan to transition society towards sustainability over the next 25 years. It proposes holding a "World Tomorrow Forum" where 1200-1500 young talents from around the world will crowdsource solutions. It also details plans for a pilot project in the Netherlands and Belgium in 2010 to test the organizational aspects before launching a global initiative. The pilot would engage 120-150 people to identify and elaborate a theme and report to evaluate organizing a larger global project.
Presentation by Blanca Lazaro at the SIGMA training, working sessions and retreat, co-organised with then Office of the Minister of State for Administrative Reform taking place in Beirut 7-11 December 2015.
Creative Hubs: Understanding The New Economy (BC, 2016)Rony Octavianto
This report has been commissioned to better understand their diverse value, processes and motivations and in doing so, analyse how best to support and stimulate the wider creative economy they are rooted in, particularly in times of political and financial uncertainty.
The document discusses the need for global responsibility in business and management given the increasing forces of globalization. It makes three key points:
1) Globalization has brought greater economic efficiency but also new problems related to social welfare, poverty, human rights, and the environment that require global cooperation.
2) As global problems now exist, global solutions are needed, requiring the concept of global responsibility.
3) A global society and governance structures are now needed to address issues of global responsibility, structures that are beginning to take shape within the European Union.
Over 100 community leaders from the Greater Holland/Zeeland area in Michigan participated in a Future Search conference from March 28-30, 2011 to explore new approaches to 21st century governance. The conference brought together public officials, business leaders, and other stakeholders to identify shared challenges and opportunities. Through group activities examining trends, priorities for the future, and areas for collaboration, 10 common themes and action statements were developed to guide more efficient and effective local governance. Participants committed to continuing implementation efforts over the following months.
Common Purpose's 2020 impact report celebrates the leadership and impact of their alumni in a disruptive year. They worked with over 1,000 organizations and delivered programs to over 9,000 leaders online and in person. Throughout the pandemic, Common Purpose continued to facilitate connections and conversations among diverse leaders worldwide through their digital programs and alumni webinar series. The report highlights how Common Purpose and its alumni demonstrated agility and stepped up to address challenges in 2020.
The document is a report from the UN Secretary-General's High-Level Panel on UN System-wide Coherence. It finds that while the UN has strengths, its work on development and the environment is often fragmented and ineffective due to inefficient governance, unpredictable funding, and outdated business practices.
The report puts forward recommendations to overcome this fragmentation so the UN can "deliver as one" in partnership with countries. It calls for coherence and consolidation of UN activities at all levels; governance, funding, and management reforms to empower consolidation and link performance to results; an overhaul of UN business practices; and further reviews to find consolidation opportunities. Implementation should be undertaken urgently but carefully.
In a rapidly-changing environment, the key to our success has been our ability to balance continuity with change. It has required discipline and decisive actions to build sustainable value for the long term. We continue on our journey, while we stay true to our purpose and values. We change by adapting our portfolio to meet evolving consumer demands, pushing the boundaries of science, accelerating innovation, as well as driving greater agility and efficiencies.
Our Impact report reflects our aspirations and marks our progress as a company in the areas where we can make the biggest impact:
Leading in sustainability,
Strengthening communities,
Creating opportunities.
Tackle social challenges on a global scale
At B1-AKT-Leading Sustainable Strategies & Paragon Communication we believe that “risk brings change and opportunity and that risk-taking is an indispensable part of leadership”. We are making a difference by the courage to chart new paths, the only way forward. Our Leaders are part of visionary leaders that paint a clear compelling picture of what is possible. They see into the future and strive to take others there: Creativity and Innovation are the lifeblood of our company.
We have assembled a variety of interesting articles, updates, and reading materials
from our NSF Steering Group members and other colleagues that focus on the October newsletter
themes: digital economy and youth engagement/empowerment, leadership/emerging leaders, global
health/harmonious/emerging leaders in Africa, blending digital economy with caring economy, and
continuing to build skills for leading complex change/supporting leaders involved in complex change.
The document summarizes the proceedings of the E-Leaders Conference 2014 held in Milan. Over the three day conference, speakers from Asia, Europe and the Americas shared theories and practices of management to train future leaders. Presentations focused on developing soft skills for problem solving and cooperation in small and medium enterprises. The next steps will be to simplify the content and make it more attractive to SMEs through cultural exchange of innovative ideas.
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
Was this forwarded to you?
If you’re a Premium FT subscriber, sign up here to get this newsletter delivered straight to your inbox.
Sent Tuesdays and Thursdays.
Not a Premium subscriber?
Take out a subscription, or upgrade from standard.
New report offers sobering view of the energy transition
Every year the Statistical Review of World Energy offers a behemoth of data on the state of the global energy market. This year’s findings highlight the world’s insatiable demand for energy and the need to speed up the pace of decarbonisation.
Here are our four main takeaways from this year’s report:
Fossil fuel consumption — and emissions — are at record highs
Countries burnt record amounts of oil and coal last year, sending global fossil fuel consumption and emissions to all-time highs, the Energy Institute reported. Oil demand grew 2.6 per cent, surpassing 100mn barrels per day for the first time.
Meanwhile, the share of fossil fuels in the energy mix declined slightly by half a percentage point, but still made up more than 81 per cent of consumption.
The Big Oil Reality Check report finds that the climate pledges and plans of 8 international oil and gas companies fail to align with international agreements to phase out fossil fuels and to limit global temperature rise to 1.5ºC.
Publication May 2021
IEA publication, May 2024
Critical minerals, which are essential for a range of clean energy technologies, have risen up the policy agenda in recent years due to increasing demand, volatile price movements, supply chain bottlenecks and geopolitical concerns. The dynamic nature of the market necessitates greater transparency and reliable information to facilitate informed decision-making, as underscored by the request from Group of Seven (G7) ministers for the IEA to produce medium- and long-term outlooks for critical minerals.
The Global Critical Minerals Outlook 2024 follows the IEA’s inaugural review of the market last year. It provides a snapshot of industry developments in 2023 and early 2024 and offers medium- and long-term outlooks for the demand and supply of key energy transition minerals based on the latest technology and policy trends.
The report also assesses key risks to the reliability, sustainability and diversity of critical mineral supply chains and analyses the consequences for policy and industry stakeholders. It will be accompanied by an updated version of the Critical Minerals Data Explorer, an interactive online tool that allows users to explore the latest IEA projections.
Science Publication
Global projections of macroeconomic climate-change damages typically consider
impacts from average annual and national temperatures over long time horizons1–6
.
Here we use recent empirical fndings from more than 1,600 regions worldwide over
the past 40 years to project sub-national damages from temperature and precipitation,
including daily variability and extremes7,8
. Using an empirical approach that provides
a robust lower bound on the persistence of impacts on economic growth, we fnd that
the world economy is committed to an income reduction of 19% within the next
26 years independent of future emission choices (relative to a baseline without
climate impacts, likely range of 11–29% accounting for physical climate and empirical
uncertainty). These damages already outweigh the mitigation costs required to limit
global warming to 2 °C by sixfold over this near-term time frame and thereafter diverge
strongly dependent on emission choices. Committed damages arise predominantly
through changes in average temperature, but accounting for further climatic
components raises estimates by approximately 50% and leads to stronger regional
heterogeneity. Committed losses are projected for all regions except those at very
high latitudes, at which reductions in temperature variability bring benefts. The
largest losses are committed at lower latitudes in regions with lower cumulative
historical emissions and lower present-day income.
Science Publication: The atlas of unburnable oil for supply-side climate poli...Energy for One World
Nature Communication, Publication 2024
To limit the increase in global mean temperature to 1.5 °C, CO2 emissions must
be drastically reduced. Accordingly, approximately 97%, 81%, and 71% of
existing coal and conventional gas and oil resources, respectively, need to
remain unburned. This article develops an integrated spatial assessment
model based on estimates and locations of conventional oil resources and
socio-environmental criteria to construct a global atlas of unburnable oil. The
results show that biodiversity hotspots, richness centres of endemic species,
natural protected areas, urban areas, and the territories of Indigenous Peoples
in voluntary isolation coincide with 609 gigabarrels (Gbbl) of conventional oil
resources. Since 1524 Gbbl of conventional oil resources are required to be left
untapped in order to keep global warming under 1.5 °C, all of the above-
mentioned socio-environmentally sensitive areas can be kept entirely off-
limits to oil extraction. The model provides spatial guidelines to select
unburnable fossil fuels resources while enhancing collateral socio-
environmental benefits.
This document is a report from the Inter-agency Task Force on Financing for Development summarizing the current state of financing for sustainable development. It finds financing gaps have increased to $4 trillion annually for developing countries. Progress on reducing poverty and hunger has stalled or reversed in some cases. Many developing economies face high debt burdens, exacerbating financing challenges. The report calls for $500 billion in additional annual investments in sustainable development and climate action through measures like development bank reforms, debt relief for vulnerable countries, and international financial system reforms to better support developing countries in achieving the SDGs. It will help inform discussions at the upcoming Fourth International Conference on Financing for Development.
This report analyzes global trends in corporate sustainability policies and practices. It finds that nearly 10,000 listed companies representing $85 trillion in market capitalization disclosed sustainability information in 2022. Most large companies report greenhouse gas emissions and set reduction targets, though target baselines are often missing. The report also examines board oversight of sustainability issues, executive compensation linked to ESG metrics, corporate lobbying activities, and stakeholder engagement practices. It concludes by recommending flexibility in disclosure standards and increased assurance of sustainability reports.
European Court of Human Rights: Judgment Verein KlimaSeniorinnen Schweiz and ...Energy for One World
The European Court of Human Rights found Switzerland in violation of its obligations under the European Convention on Human Rights to protect citizens from climate change. The Court ruled that Article 8, the right to respect for private and family life, includes protection from serious adverse effects of climate change. However, it found the individual applicants did not have standing, while the applicant association representing over 2,000 older women did have standing. The Court also found Switzerland violated Article 6 by failing to properly consider the association's complaints in domestic courts. Overall, Switzerland failed to implement sufficient legislation and measures to meet its climate change targets in line with its international commitments.
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Causes Supporting Charity for Elderly PeopleSERUDS INDIA
Around 52% of the elder populations in India are living in poverty and poor health problems. In this technological world, they became very backward without having any knowledge about technology. So they’re dependent on working hard for their daily earnings, they’re physically very weak. Thus charity organizations are made to help and raise them and also to give them hope to live.
Donate Us:
https://serudsindia.org/supporting-charity-for-elderly-people-india/
#oldagehome, #donateforeldersinkurnool, #donateforelders, #donationforelders, #donateforoldpeople, #donationforoldpeople, #sponsorforelders, #sponsorforoldpeople, #donationforcharity, #charity, #seruds, #kurnool, #donateforoldagehome, #oldagehomedonation
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...Scribe
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
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2017 Global Challenges Prize:
UN 2.0: “UN Lower House”
Regional Delivery Platforms and Decision
Centres
Organizational Change and Demonstrator Proposal
Version [2,for signature]
Date [September 2017]
Location Oslo, Norway & The Hague, the Netherlands
Author [AK]
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26th
September 2017, The Hague, Netherlands
EFOW offer to set-up and demonstrate a “UN Lower House”.
Dear Global Change Prize Organizers,
Dear Chairman Laszlo Szombatfalvy,
Based on your sympathetic and visionary Global Challenges Prize 2017 – please find our
offer/proposal to you- from my working practice.
I am most happy to confirm that I believe that with our offer and proposal- your Global Challenges
Prize, organisation ambitions, goals and objectives will see itself serviced - and further developed-
from the plan we bring you in contact with.
In the following brief – I will explain.
We are both fully aligned in vision, principles, code of ethics, objectives and sense of urgency - and in
our understanding that we need our systems and organization (leadership) to change (including our
institutionalized ways of working) - if we like to have a running chance and maintain a world we want
to live in.
I am very confident that by granting your Prize to our proposal and team - , and collaborating together
in good spirits, and in full force, that with this proposal- we can truly expect to see a win, meaningful
impact and a leading example for others to follow ,
Let’s go and do some small miracles, and let’s realize the results-driven actions and relevant
impacts, making the Vision of your Global Challenges 2017 within reach,
Adriaan Kamp- Founder
Contact: AdriaanKamp@energyforoneworld.com
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Your Challenge
Energy For One World (www.energyforoneworld.com)
Energy For One World (EFOW) is a boutique consulting firm focused on organizing the delivery of
Sustainable Energy Architectures and UN Sustainable Developments into Sustainable Societies. Our
hybrid organization is focused on creating and developing outreach programs, consultancy and
hands-on programs in, for and between markets and organisations.
With a network of high-level professional relationships crossing the Globe, and with deep expertise
in both the Energy Sector and the UN SDG’s - from Academia, Business and Government – the EFOW
practice is uniquely positioned “to open some new doors”, to create “some new bridges of actions
and understanding”, to build “cross- border, cross-sector collaborations and impact” and to help to
foster “the tone of voice and the leadership values” that are relevant for the changes we may need,
or seek.
Since our inception in 2012, we've consistently build and produced new creative forms and formats
for Executive Leadership Education, Outreach and Transformative Programs that genuinely are
steered to nudge our mainstream corporate and government administrations towards the better
goals we seek.
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Abstract
We propose to set-up, develop and organize – so-called- (regional) UN Lower
House(s)- and for the (more regional) decision making and delivery of the essential
working programs in and under the UN charter and agenda: Peace, Security, UN
SDG’s and Paris Climate Change Agreement.
The organisational structure of this initiative will be “from scratch”1 – and will be new,
lean, pure and simple:
Focussing on the programs and delivery of the (integrated) UN SDGs (on location
and in the trade relations).
The initial organisation (or better stated: “delivery platform”) will be based on modern
and transformative leadership insights, best (corporate/government partnership)
practices and will seek “a new sociocracy” between the established and incumbent
UN organisation- with the more local/regional governments and
administration/corporate/civic society and academic communities.
It may be the right time to seek to “unload” the UN Centre from some base (delivery
and decision making) functions- and to complement the UN Centre with a UN Lower
House that works.
The opportunity to blend, inspire and create “a new flame and infusion” of
“more regional powers” with that of the UN- and vica versa- is the intervention
formula that most likely may attain the best chance and impact- for the reform
of the UN, and the delivery of the UN SDGs.2
The case for action, is self-evident.
1 But in consultation with the relevant corporate and government organization leadership – and advise
and experience from the present incumbents, Elders, senior advisors- including but not limited to
cross-cultural and cross- generational learning
22 Think Asean, China’s Belt and Road, America First, EU, OECD, Africa Union, Mercusor, Island
States, South-South, etc.
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Description of the Model
We propose to set-up, develop and organize – so-called- (regional) UN Lower
House(s)- and for the (more regional) decision making and delivery of the essential
working programs in and under the UN charter and agenda: Peace, Security, UN
SDG’s and Paris Climate Change Agreement.
The organisational structure of this initiative will be “from scratch”3 – and will be new,
nimble, lean, pure and simple:
Focussing on the programs and delivery of the (integrated) UN SDGs (on location
and in the trade relations).
The initial organisation (or better stated: “delivery platform”) will be based on modern
and transformative leadership insights, best (corporate/government partnership)
practices and will seek “a sociocracy” between the established and incumbent UN
organisation- with the more local/regional governments and
administration/corporate/civic society and academic communities.
As the UN organisation has established itself over a period of 70 years, we believe-
and based on our years of insights on/ work with the UN, Corporate and organisation
(culture) change and program delivery experience(s)- that the reform of the
(diplomatic centre) of the UN is beyond “the point of no return”45. The political-lobby,
interests, and organisational-dna- the good, the bad and the ugly are here now all
intertwined.
The series of failed reform attempts by (previous) Secretary Generals is and has
become almost legendary.
It may be the right time to seek to “unload” the UN Centre from some base (delivery
and decision making) functions- and to complement the UN Centre with a UN Lower
House that works.
The opportunity to blend, inspire and create “a new flame and infusion” of
“more regional powers” with that of the UN- and vica versa- is the intervention
formula that most likely may attain the best chance and impact- for the reform
of the UN, and the delivery of the UN SDGs.6
In addition, and the beauty of this proposal is, that as the regional centres (“UN
Lower House”) formula is modern, lean and effective, it can “unload” much of the
3 But in consultation with the relevant corporate and government organisations leadership – and
advise and experience from the present incumbents, Elders, including cross-cultural and cross-
generational learning
4 UN System Organogram(s)
5 FT Lunch interview with SG Ban Ki-Moon
66 Think Asean, China’s Belt and Road, America First, EU, OECD, Africa Union, Mercusor, South-
South, etc.
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bureaucracy and attention consuming habits, issues and situations – from the desk of
our (UN) global leadership.
The ultimate role and function of the (culturally attuned) regional centres is to take
away much of the (regional) day-to-day development issues, crisis and delivery
functions from the UN Centre- and allows for some new room , less bureaucratic and
more quality attention for the true global and geo-political (trade-)block issues at the
UN Centre.7
In addition, and in tune with the time and global change challenge we are in- the
development of a more regional-centric UN organisation befits to the present geo-
political realities being played out.8
7 And allows (over time) for the dismantling of some central UN functions and organisations: in
essence: we build something new regionally, and we remove (over time) some work and functions
centrally.
8 2017 General Debate at the UNGA
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Stepping stone (Seed):
We propose to set-up and demonstrate the seed of a UN Lower House in/with the
relevant (global compact) business community, government, civic society and
academics of the Nordics/NW Europe
The initial function of the UN Lower House will be modest- and only a stepping
stone. :
Consider the following:
The UN Lower House9 is to provide the facility, faculty and environment for the
decision makers, executives and professionals - in industry, society and
governments, and who are shaping the UN Sustainable Development Agenda or
who are to determine our socio-economic and business architecture for today and
tomorrow.:
The UN Lower House- The Center for UN SDG Delivery and 21st Century Leadership
Transformation
We have the unique opportunity to create and grow a safe haven for international
business leaders to discuss, collaborate and co-create in all confidentiality vibrant
sustainable societies and businesses.
To better integrate the UN Sustainable Development Goals in Mainstream
Businesses
With this act to establish and found an independent facility and faculty with our
founding partners, we trust that we can bring important and essential new value and
values to the table
This Centre could ideally be positioned to work and function between and with the
EU, OECD, Chatham House, World Economic Forum, IMF, World Bank, WBCSD,
Global Compact, UN SDSN and relevant UN agencies.
The UN Lower House provides the relevant, natural, safe and secure environment to
the (Nordic/NW Europe) executive professionals and decision makers.
”UN Lower House” – Realizing Sustainable Societies-here and there & The better
way of doing trade and business”.
The UN Lower House will be a meeting place on invitation only, safe and secure, and
where leaders in government and the business community can come together for
sharing, learning, discovery and active realizations.
The goal of the UN Lower House is to raise individual awareness and perspectives
on the (global change challenge/ sustainable development change) challenges and
opportunities ahead, to find the essences for navigation and to make room for the
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new, balancing short and longer term society and societal needs with nature
(sustainability) and economy.
The role of the UN Lower House is to create the conditions for inspiration and rapid
learning, and to allow the leaders to step-up, and to grow in their resolve, identity and
leadership position in the (international) industry.
The UN Lower House will be a place for positive and inspirational leadership, where
public, private, investment and research worlds can meet.
Vision and Mission of the UN Lower House
We have the unique opportunity to create and grow a neutral and independent
multi-national
multi-party
Organisation “for and by” regional/ national governments and businesses which can
serve and aid the international business sector to serve and build truly vibrant
sustainable societies - better integrating the UN Sustainable Development goals–
globally.
The Lower House will:
Raise government and business capabilities and capacities for
building sustainable development economies and business architectures of
the 21st century: supporting the rise and development of global vibrant
sustainable societies.
Aid Officials and Executives a new balancing act- and to raise a shared
vision, awareness and stewardship over the new needs and possibilities
in business and society.
Assist in the creation, evaluation, oversight or mediation of multi-lateral (UN
SDG/trade) working programs- crossing borders, crossing sectors, and
crossing working interests.
Produce and assist in the creation of new “forms and formats” benefitting the
global governance, business community and our civic societies.
With this act to establish and found an independent UN Lower House (in the Nordic/
NW Europe) with our founding partners, we trust that we can bring important and
essential new value and values to the table
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The simple idea being:
The simple truth is:
What if we bring some of “the best and brightest” together on:
Global/Regional/National Change
UN Sustainable Development, Energy Architecture and Paris Climate Change
Transition and Innovation Management
Conscious Leadership
Organisational Leadership for and over Change :
What would or could happen? Could we create the forms and formats which can
rapidly generate ‘new coalitions of the willing’ – who could amplify projects and scale
our national and individual efforts?
The UN Lower House is to serve our physical presence and event location for the
leadership (development) platform and movement10 - we also propose hold and are
going to serve.- in year 2018 and beyond.
10 Reference 2
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Organisation
Under a (government/ corporate/ civic society) fellow-ship program, the organisation
will house the following (typical) disciplines/ expert groups:
Global Change and Sustainable Development experts.
Global and Local Earth Resource Demand and Supply Knowledge:
Sustainability and Climate Change.
Economy, sustainability and societal interests: Business, Politics and Ecology
Business, market and best governance architecture- Innovation, Transition,
Transformation
Strategy, Execution and Leadership
The UN Lower House will bring together “the best and brightest” faculty from
academia, industry and government organisations, and will blend the various
“interest groups” in order to create the conditions and platform for finding synergy and
gain new insights.
We will be able to organize global and local focused working groups. We will be
able to create, develop and deliver new "forms and formats" serving the trans-
national sector and sector developments..
The organization will be set-up as a living network (‘movement, platform”) where the
different parties will meet in projects and learning rooms. Projects will be auctioned
for sponsoring. Learning rooms can be either sharing of existing knowledge in the
network or by defining and researching new knowledge and business realisations.
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A Typical Working Week (agenda) in the UN Lower House – region Nordics
Meeting of the Energy& Finance
Ministers and key Leadership of
the (public & private)
transportation sector with a
delegation of China- and to
advance and prepare transition
to electric mobility in the cities
and sector.
Cross-platform bridge building
program
Visit of the Mexican Delegation
to the UN Lower House –and to
create and form a business-to-
business bridge on Energy
transition and UN SDGs with
the Business community of the
Nordics
Cross-sectoral gathering of
Business and Government
Leadership- and to review and
advance the individual
progress on the realization of
the UN SDGs- nationally, and
in the business and – more
specifically in the export and
trade relations of the Nordics.
Framing of new opportunities
of cross-sectoral
Learning workshop for New
Executive Leaders in
Governments and Business:
The UN Case for Action
Learning workshop for New
Executive Leaders on Paris
Climate Change and UN SDGs:
Transformation andChange
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A Case for Action
Without too many words:
We are in some very urgent need to reform and re-group ourselves.
Let’s admit- and based on the latest insights and news on the development with the
Paris Climate Change Agreements and the UN SDGs – we are not on track, nor on
schedule,
Just to share you- some quality and factual and most recent news- and that will
tell the story and raise your eyebrows:
1. WAKE UP - THIS IS (Y)OUR ONLY HOME !
https://www.linkedin.com/pulse/wake-up-your-only-home-hans-van-der-loo
2. Climate Change Dashboard- Schroder Investment Management
3. Glaring Gap between Business Intentions and Actions on UN SDGs
4. Our present Energy Architecture developments are not so electrifying..
5. Jeffrey Sachs on the Global Development
6. Global Risks are on the Rise- McKinsey CEO Survey
7. The Global Leadership Vacuum
We are in desperate need of better "set" of “leadership eyes” , “real actions” and
transformations” and a better "tone of voice"- in and between ourselves
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On the ways we apply and implement the UN SDGs and Paris Climate Change
agreement at home (what is real and really happening (in the energy sector) , and
what is realistic, and how best can we change energy architectures? ) , and how we
deal with these in our trade relations- and the ways our businesses and finance
communities export, and our governments marketeer "stuff from home".
We are to better review and steer the performances in the various industry sectors-
nationally, regionally and globally- think here again the key Energy, Industrial and
Finance Sectors,
And we are to better unlock, scale and organize Transformative Leadership that can
be independent facilitaros and future makers- in and between institutionalize
organisations (corporates and administrations), sectors, countries and on the whole.
At the UNGA- people spoke about the need to reform the UN Organisation, and in
order to become more capital and time efficient and effective.
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Now- in some very simple terms- I could summarize "the Edges and Frontiers"
of initial attention, - on:
1. The Global context and Change Challenge we see ourselves in: the 24 planetary
boundaries, the UN SDGs, Pope Francis Encyclical Laudato Si - and the new bridges
and co-alitions for transformation and change (Business, Government, International
trade) we are invited to see or realize :
Changing our countries.
Changing our trading relations,
Changing the sector.
Changing our corporations and institutions.
Changing the way we lead.
2. Our intense energy economies - and the way we direct and power our economies
and growth. The way we learn and instill consuming habits. To raise our level of
awareness and leadership capabilities for energy-economy transitions and
transformations.
3. To better look, care and learn from the bottom of the pyramid: (how we treat) the
poor and deprived, as well as the (healthy or more unhealthy behaviours), the
middle-class and at the Top of our Societies, our Elite, and our boardroom or Societal
governance. (ref. Edelman Group Global Trust Barometer 2017)
4. Better Learning to Manage the Mix of our Worldviews -our Ideal and Aspirational
Lifestyles: What is our aspirational Lifestyle. What worldviews do we carry- between
Cosmo and Eco, between Urban and Rural ? How can we make better space and
opportunity in our (global/ national) governance models to allow for local
(culture/dreams) to foster? What is the ideal edge and mix between Local- Global,
Central- De-central,. The Quest here is: how can be multiply 100,000 times what is
today of beauty? And how can we dampen 100,000 times what is today broken and
in pain?
5. How can we bring back or keep "Heart and Soul" in our institutionalized
organisations. How do we maintain humanity and human touch in our lifestyles and
works?
5. And finally- but not unimportantly: how can we nurture and grow the opportunity
space to ourselves and in our Leadership to allow us on the continued journey of the
more peaceful transformations and inspirations from within- and between ourselves:
peace, human dignity and harmony with nature?
Building the UN Lower House would provide and bring “all of the
above” “Home”.
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Recommended Background Information – into our practice
Some sample documents from
Energy For One World
1. www.energyforoneworld.com
2. House of Energy & UN SDGs- Oslo, Norway
3. Performance Platform – India (Typical)
4. Bridges to Sustainability- Program
5. Mexico Energy Reform
6. Outreach and Executive Learning-
7. Presentation at UN SDSN -Trinity College(/Columbia University)- on Global Change, Energy,
UN SDGs and our Leadership
8. Presentation to Executive Energy Leaders – by Energy For One World (powerslides only)
9. Laudato Si in the Boardroom
10. Learning Platform – Example
11. Webcast presentation on the Year 2015-2016 Agenda
12. The Global Change Challenge
13. Energy Architecture, Integral Ecology, Society, Economy and our Transition Management
14. Walking on the Path of Sustainable Development
15. Leadership, Leadership of Change
16. Articles shared at Global Conferences on UN SDSN:
17. Energy & Sustainable Development- The Realization of a new global compact on Energy
Architecture Development
18. New Roles and Responsibilities for Business in the UN Sustainable Development Goals
19. Weekly Insights
20. EFOW Media Centre
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Video Presentations, Websites, Reports
and Websites
1. EnergyandStuff.org
2. The Age of Sustainable Development
3. The Great Acceleration– video
4. The Great Acceleration– website and scientific articles
5. The Sustainable Development Goals– official website, knowledge platform
6. The Sustainable Development Goals– powerslides
7. Pope Francis Encyclical- Laudato Si!- Care for Creation and our Common Home
8. Davos WEF 2017: An Insight. An Idea –with Cardinal Pietro Parolin
9. Davos WEF2017: The Crisis of the Middle-Class
10. Better Business- Better World
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Argumentation demonstrating how the model meets the
assessment criteria
Criteria Value Observations
1. Core Values Un Charter. Care for Common Home and 3 P’s : People, Planet,
Profit : Peace, Prosperity and Harmony between People and
with Nature
2. Decision making capacity Regional centres (“UN Lower House”) attended by leadership
from Government, Business, Science and Civic community
(round-tables) .
A so-called “UN Lower House”- for regional decision making
responsibilities - devolved from UN.
3. Effectiveness New “UN Lower House” regional pilot organisation(s) allows to
start from fresh, set-up and learn from best practices in ,
governments, industry (round-tables, decision review boards,
business and political agenda, delivery platforms) and
government on delivery and decision making effectiveness
4. Financing Great organizational form to allow for public-private
partnerships – in the finance of projects and programs. The UN
Lower House is not only to discuss or deliberate on global/
regional policies or issues- but it’s main and key focus area is the
realization and delivery of UN SDG (societal) impact programs.
5. Trust & Insight With the help of Global Compact Captains of Industry (e.g. Shell
Group, Unilever) and National Governments (e.g. NW Europe) –
we build a first demonstrator of what we believe may be a solid
organisational road ahead.: Building and connecting
transnational, cross-border, regional bridges (between business,
science , civic society and policy makers) of program delivery and
new decision making.
6. Flexibility The beauty of the “UN Lower House” concepts is to start from
scratch, and to allow the (regional) decision making and delivery
attuned to the direct needs in the markets: realizing UNSDGs/
Paris Climate Change Agreement – on location, in the trade
relations, and across the various institutionalized silo’s that may
be.
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7. Protect against the abuse of Power You can’t run, if you donot know how to walk. With the help of
Best Practices and Executive leadership development centres-
we will inspire this new organizational centre with it’s situationa
setting, credit and credibility on it’s neutrality, independence,
organizational effectiveness, efficiency, can-do and tone of
voice.
Our task is to re-develop the organization, faculty and leadership
delivery programs that are truly “in the spirit of the UN”. By
making use of Servant Leadership values- and a smart fellow-
ship program for political and business leadership – with further
making use of an Oversight commission from the Elders- we can
build a UN Lower House as no other.
8. Accountability As we learn to progress and develop programs from the Lower
House, mandates and accountabilities for its organisation will
naturally develop.’-and other regions will see inspiration and
may follow-suit.
9. Regions The proposed format is essentially and directly directed towards
a regional evolved UN delivery apparatus.
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References
See in text
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