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Goodhope Asia Holding Sustainability Policy 03 2018RAJASEO
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Bank Mandiri has established a 3 pillar framework to implement sustainable finance and become a sustainability champion in Indonesia in accordance with regulations. The framework focuses on sustainable banking through green and social financing, sustainable operations through reducing emissions and empowering communities, and sustainability beyond banking through research and strengthening governance. Bank Mandiri aims to achieve net zero operational emissions by 2030 and has provided over Rp 228 trillion in green financing. Challenges in transition financing include developing clear definitions, transparency, innovative products, government support, and mitigating social impacts.
1. The document discusses green banking practices and their impact in reducing stress levels among employees in public sector banks in India. It analyzes various green initiatives taken by banks like SBI to make their processes more environmentally friendly.
2. Introducing green technologies like indoor air purification using plants and improved ventilation can significantly improve indoor air quality and reduce stress, headaches, and other health issues among bank employees.
3. Green banking practices that minimize paperwork and promote digital transactions help reduce the workload of bank employees. This leads to less stress, improved employee productivity and customer relationships.
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Goodhope Asia Holding Sustainability Policy 03 2018RAJASEO
In this edition of Sustainability Journey, Goodhope Asia Holdings Ltd report on a series of public consultations that were held for stakeholders from government authorities, NGOs, media, and business partners. At these events, we presented information on our Sustainability commitments as a means to improve awareness and strengthen and initiate multi-stakeholder partnerships in order to help advance the implementation of the company's sustainability policy.
This document summarizes a research study that examined the relationship between corporate social responsibility (CSR) practices and financial performance in the banking sector of Pakistan. The study analyzed CSR disclosure in annual reports and financial websites of Pakistani banks from 2008 to 2018. The results found that CSR disclosure among banks has increased over time. The study also found that banks that were more involved in CSR activities and properly disclosed these activities experienced improved financial performance as measured by return on equity and return on assets. The research contributes to understanding CSR practices in the financial sector of an emerging country like Pakistan.
BMRI Transition Initiatives towards a low-carbon economy: Bank Mandiri IndonesiaOECD Environment
Bank Mandiri has established a 3 pillar framework to implement sustainable finance and become a sustainability champion in Indonesia in accordance with regulations. The framework focuses on sustainable banking through green and social financing, sustainable operations through reducing emissions and empowering communities, and sustainability beyond banking through research and strengthening governance. Bank Mandiri aims to achieve net zero operational emissions by 2030 and has provided over Rp 228 trillion in green financing. Challenges in transition financing include developing clear definitions, transparency, innovative products, government support, and mitigating social impacts.
1. The document discusses green banking practices and their impact in reducing stress levels among employees in public sector banks in India. It analyzes various green initiatives taken by banks like SBI to make their processes more environmentally friendly.
2. Introducing green technologies like indoor air purification using plants and improved ventilation can significantly improve indoor air quality and reduce stress, headaches, and other health issues among bank employees.
3. Green banking practices that minimize paperwork and promote digital transactions help reduce the workload of bank employees. This leads to less stress, improved employee productivity and customer relationships.
OrganizationNEXT is a detailed examination of the future of destination marketing and management organizations delivered by MMGY NextFactor. The purpose of this program is to identify the key priorities for these organizations to pursue during the next 6-18 month COVID-19 recovery phase.
This document outlines Ujjivan Small Finance Bank's approach to strengthening environmental, social and governance (ESG) integration. It details the key activities the bank has undertaken, including a materiality assessment, benchmarking against peers, and assessments against the Dow Jones Sustainability Index and EY's Sustainable by Design framework. It establishes six pillars for the bank's ESG framework: sustainable operations, empowering communities, responsible finance, customer centricity, human capital, and effective governance. Under each pillar, focus areas and goals are defined for the short, medium and long term to guide the bank's sustainability strategy and reporting.
This document provides a strategic plan for Tintoria Ltd for the period of June 2015 to June 2019. It begins with an introduction to strategic planning and what it involves. It then presents an executive summary of Tintoria Ltd's strategic planning process. The next sections outline the company's vision, mission, values, history and organizational structure. A discussion of the need for strategic planning and various analysis tools used follows. The document provides an overview of Tintoria Ltd's operations and the strategic planning steps undertaken. It aims to guide the company's goals and objectives to ensure long term growth and sustainability.
This document discusses the role of corporations in achieving the UN Sustainable Development Goals (SDGs) in India. It finds that Indian companies are increasingly engaging with the government to contribute to the SDGs through policy development. Most companies are working on goals directly linked to their business. Key drivers for corporate action include regulatory shifts, reputation benefits, and risk management. However, barriers include a lack of policy coherence and perceived lack of long-term benefits. The document analyzes feedback from Indian companies on their SDG actions and preparedness. It identifies opportunities for companies to scale up initiatives and contribute more significantly to achieving India's SDG targets.
This document outlines an academic syllabus for a course on Credit and Collection Management. It includes information on the intended learning outcomes, course description, content and assessment. The course aims to teach students techniques for establishing credit, obtaining customer information, loan servicing, billing and collecting payments. Students will learn about credit evaluation principles, policies and procedures. The syllabus maps the course content and learning activities to the program and institutional learning outcomes in areas such as professionalism, critical thinking and research skills.
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The document discusses corporate social responsibility (CSR) initiatives of HNB, a large bank in Sri Lanka. It provides details of HNB's CSR programs focused on education, health, environment and entrepreneurship. It also discusses how CSR can increase profits by promoting a company's reputation and enhancing employee loyalty. The document analyzes HNB's strengths, weaknesses, opportunities and threats and proposes recommendations to further enhance the bank's sustainability and CSR strategies, such as expanding its microfinance program and investing in environmental management systems.
The document discusses sustainability practices in the financial sector. It outlines the need for sustainability in the sector, citing benefits like access to capital markets, cost savings, and risk mitigation. It describes some industry best practices like green bonds and priority sector lending policies. Globally, it discusses frameworks like the Equator Principles and initiatives by organizations to increase sustainable investment. In India, it recommends focusing on financing low-carbon development, clean energy deployment, sustainable policies and building financial sector capacities. Overall, the document provides an overview of sustainability in the financial sector globally and some key Indian perspectives.
This document provides recommendations for developing a sustainable financial system in India. Key recommendations include:
I. Enhancing the financial system's capacity to respond to climate change and sustainable development by driving innovation in banking, insurance, investments and securities.
II. Developing a sustainability-oriented market framework that incentivizes sustainable infrastructure financing, builds skills in the financial sector, incentivizes public sector sustainable investments, boosts efficiency in SMEs, and redirects cross-border financial flows.
III. Implementing regulations and incentives like tax credits to increase equity investment in clean energy, strengthening green financing institutions, expanding priority sector lending to renewable energy, and reforming the National Clean Energy Fund.
IV.
Ahmad Rifqi, OJK - Skill and capacity development to support clean energy fin...OECD Environment
Presentation by Ahmad Rifqi, OJK, Focus Group Discussion: Skill and Capacity Development to Support Clean Energy Finance and Investment, 15 October 2020
Tata Projects Ltd. Corporate Social Responsibility Policy / 2021mukeshbhatt39
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The document provides guidance on strategic planning for cooperatives. It discusses the key components of a strategic plan including environmental scanning, vision/mission, objectives, strategies, policies, implementation programs and projects, budgets, and performance evaluation. It emphasizes developing objectives that are specific, measurable, achievable, relevant and time-bound. The strategic management model outlines the process of formulation, implementation, and evaluation of strategies. References for further information on strategic planning for cooperatives are also provided.
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This document provides guidelines for central public sector enterprises on corporate social responsibility and sustainability. Some key points:
- CSR should be viewed as conducting business ethically and sustainably to benefit all stakeholders.
- CSR covers relationships with internal and external stakeholders, and how business operations impact society and the environment.
- CSR and sustainability are combined into a single set of guidelines, focusing on capacity building, empowerment, inclusive growth, environment protection, and uplifting marginalized groups.
- Top management must be passionately involved to drive CSR/sustainability initiatives throughout the organization's culture and activities.
This document provides an overview of Voice Tel Tech (VTT), an international consultancy firm established in 1992 that provides strategy and management services for development projects. It discusses VTT's portfolio and expertise in areas like monitoring and evaluation, economic development, health, and more. The document also lists some of VTT's recent projects in sectors like livelihoods, economic growth, and health, with descriptions of the objectives and solutions provided.
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The document discusses community development strategies of PT Freeport Indonesia and PT Total Exploration and Production Indonesie. It finds that while both companies implemented comprehensive programs, PT Total saw more success by thoroughly consulting communities, understanding their needs, and gaining stakeholder participation and media support, while PT Freeport failed to properly analyze the social environment. The key to effective strategies is involving stakeholders, addressing community needs, and building mutual benefit between corporations and communities.
European integration of Ukraine in the “water quality” sectorOECD Environment
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DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
Bharat Mata - History of Indian culture.pdfBharat Mata
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Midian Samosir, PT Bank Mandiri - A Journey to Sustainable Finance
1. A Journey To
Sustainable Finance
15 October 2020
Corporate Banking 5 Group
PT Bank Mandiri (Persero) Tbk
1
2. O E C D F O R U M O C T 2 0 2 02
Moving towards becoming a sustainable bank
Embedding Sustainable Financial Action Plan (RAKB) into the Mission and Setting Out Initiatives
1. Oriented in fulfillment of market needs
2. Developing professional human resources
3. Giving maximum benefit to the stakeholders
4. Carrying out operations and good corporate
governance in banking operations and activities
5. Contributing to sustainable growth by
considering economic, environmental and
social needs.
M I S S I O N I N I T I A T I V E S
1. Sustainable Banking
2. Sustainable Operation
3. CSR
ESG Implementation in
the Energy & Water
sector will commence
intensively going
forward, focusing in
Capability Development
• To improve employee understanding
in relation to ESG implementation
and relevant certificates & regulations
needed in Energy & Water Sector
• To increase ESG awareness of
borrowers in Energy & Water Sectors
• To learn from expertise
Capability Development Action Taken
Learning through Financing
Experiences
Involvement in Focus Group
Discussion with Regulator, NGO &
other stakeholders
3. O E C D F O R U M O C T 2 0 2 0
NRE
RE
79.73
20.27
Portfolio Mix
(Committed
Facility)
9 RE Power Projects
(Sumatera – 446.5MW)
4 RE Power Projects
(Java – 29.5 MW)
2 RE Power Projects
(Nusa Tenggara– 12 MW)
2 RE Power Projects
(Sulawesi – 525 MW)
3
Our Journey in Renewable Energy
We have participated in providing financing to 18 RE power projects and will continue to increase our portfolio in this sector
Existing portfolio consists of
Hydro (924 MW), Mini Hydro
(84 MW) and Solar (5MW)
Power Plant financing with
1.013 MW installed capacity
(16% of total capacity financed)
Purchase
of Energy
Tariff
Production
Feasibility
Study
Expertise
Sponsor
Support
Land
Issues on Renewable Energy
Financing based on our experience