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Claims and insurance supply chain Risks of growing numbers of natural perils related claims was demonstrated by the bushfire, hail and storm events this financial year. This presents a short-term risk to operational claims handling capacity. In the medium term, supply and demand imbalances have the potential to impact claims inflation. Underlying supply chain costs could be impacted by limited availability of raw materials and potential carbon regulation but, as noted above, this is expected to be relatively immaterial. | 0non-specific
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Climate change and the rapidly evolving response to it may lead to a number of risks, including but not limited to: • Increased political, policy and legal risks (e.g. the introduction of regulatory changes aimed at reducing the impact of, or addressing climate change, including reducing or limiting carbon emissions); • Increased capital and operational costs, including increased costs of inputs and raw materials; and • Technological change and reputational risks associated with Lynas’ conduct. | 0non-specific
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In development, too, we must harmonise the desire to create jobs and growth with a serious approach to climate investment. After all, our EU climate action will not stop global warming by itself, because 90% of emissions are generated outside the European Union. If the growing demand for energy in Africa, for example, is addressed through coal- and gas-fired power plants, our climate ambitions will literally go up in smoke. | 0non-specific
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CLIMATE SOLUTIONS change. “When we think about livelihoods at risk from climate change impacts, we know that people living in developing countries, and especially the least-developed countries and small island states, are often most vulnerable and yet have the fewest financial resources to adapt,” says chief climate change expert Nancy Saich. | 0non-specific
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Climate change is already a measurable global reality and our home country, South Africa, along with other developing countries, is likely to see a more pronounced impact due to the perceived lack of financial resilience. South Africa has an energy-intense economy and, as such, is a significant contributor to global carbon emissions. | 0non-specific
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No changes have been made to the Bank Windhoek exclusion list, which is used to assess clients against activities that are not permitted due to unacceptable environmental and social impacts. No applications were declined on account of high risk, the exclusion list or any other environmental or social related reasons. No loans were turned down on account of the ESMS and there are no clients at risk of material breaches of environmental laws and regulations or unacceptable social and environmental impacts. | 1specific
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The main credit risk the group faces is in relation to its Energy Efficiency Loan Scheme. This risk is actively managed with formal credit checking procedures at customer acquisition, and allowances for impairment are made where appropriate. Our bad debt provisioning policy is restricted to provide for loans in administration and where, in the opinion of management, recovery is not possible. | 1specific
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The Group faces many other risks which, although important and subject to regular review, have been assessed as less significant and are not listed here. These include, for example, natural catastrophe and business interruption risks and certain financial risks. A summary of financial risks and their management is provided on page 29. | 0non-specific
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Climate change presents an evolving set of risks and opportunities for Coles, and has the potential to contribute to and increase the exposure of other material risks. These include increased frequency/intensity of extreme weather events and chronic climate changes which can disrupt our operations and compromise the safety of our team members, customers, supply chain and the food we sell; changes to government policy, law and regulation, which can result in increased costs to operate and potential for litigation; and failure to meet expectations of stakeholders resulting in reputational damage. | 0non-specific
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An inability to successfully manage and leverage our strategic third-party relationships, or a critical failure of a key supplier or service provider, may expose Coles to risks related to compromised safety and quality, misalignment with ethical and sustainability objectives, disruptions to supply or operations, unrealised benefits, and legal and regulatory exposure. | 0non-specific
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2020 has been one of the most challenging and volatile years in recent history. In the first half of the financial year Australia experienced serious and prolonged drought conditions; the bush fires in early 2020 caused devastation along the eastern seaboard, and since then, the global COVID-19 pandemic has been causing unprecedented disruption and significant distress to many Australians. | 0non-specific
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Over the long term, climate change will result in both acute events (e.g. increased severity and frequency of extreme weather phenomena) and chronic environmental changes (e.g. sustained higher temperatures). Resultant risks may manifest as: • operational risk (e.g. fines and penalties due to non- compliance) resulting in one-off losses or broader sustainability challenges (e.g. workforce absenteeism and illness due to extreme weather events) for the group or for clients; or • credit risk for the group due to damage to physical property and infrastructure resulting in productivity losses or supply chain disruptions which impact customers’ cash flows and ability to service existing debt. | 0non-specific
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In the short term, changes in client behaviour and investor preferences for less carbon-intensive assets and products may result in market, reputational or legal risks for the group. The market risk arises from changes in asset prices and market spreads given investor capital allocation changes. Reputational or legal risks may arise if clients or funders perceive the group’s operational and financing activities to be aggravating climate change. | 0non-specific
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In 2013, Nationwide identified a gap in how and when lenders collect data regarding the mortgage security property, which impacts risk management and the customer journey. This often means that consideration of environmental risks on the property is limited and only takes place after the mortgage offer has been issued through the conveyancing process, which can be inconsistent and is reviewed by a professional who is not qualified in this area. | 0non-specific
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In the fiscal year ended March 31, 2020, GHG emissions from the Head Office, Company offices and branches, and domestic and overseas subsidiaries were 0.75 million tons. Further, GHG emissions from un-incorporated joint ventures in the metal resources and energy field totaled 3.07 million tons. As a result, total GHG emissions were 3.82 million tons. In addition, Scope 3, | 1specific
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Ensuring our business is resilient to long-term supply and demand requirements is a stretching target but critical to fulfil our customers’ needs. Climate change is a major challenge to our business that can impact our assets and service to our customers. We operate in the driest region of the UK, classed as ‘water stressed’ by the Environment Agency, and our low-lying landscape makes us particularly vulnerable to localised flooding during severe weather events. We see the inherent risk continuing to increase for the business, with the effects of climate change, customer demand and environmental challenges, hence an Amber status. | 0non-specific
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Page 44 • Physical risks: There could be significant physical risks from climate change under both our 4°C and 1.5°C scenarios. These risks could be driven by increased temperature, increased storm intensities, sea level rise and changes in rainfall amount, seasonality and the intensity of extreme events. The types of change are similar under the two scenarios, but their expressions could be much more severe under the 4°C scenario. | 0non-specific
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From a business continuity standpoint, MGC has identified production downtime due to drought or flooding of production facilities as a water-related risk, formulated the business continuity plan (BCP) that addresses this risk and implemented measures to mitigate it. None of the areas in which MGC’s plants are located has experienced either adverse impacts on production activities due to water stress or conflicts with stakeholders regarding use of water resources. | 1specific
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Physical risks • Risks that consist of chronic physical risks (rise in average temperatures and sea levels, etc.) and acute physical risks (increase in abnormal weather, such as typhoons and flooding, etc.) which are associated with physical changes due to climate change • Impacts could increase under the scenario of significant long-term increase in temperatures due to inadequate climate change countermeasures by each country • Increase in insurance claims and benefits paid due to increase in heat strokes and infectious diseases associated with global warming • Increase in insurance claims and benefits paid associated with increase in flooding due to typhoons, etc. | 0non-specific
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(changes in consumption behavior, failure of investments in new technologies, etc.), policy and regulatory system risks (tightening of regulations on greenhouse gas emissions, etc.), and reputational risks (criticism of industry, changes in consumer choices, etc.), which are associated with the transition to a low carbon society • Impacts could increase under the scenario of reductions in long-term increase in temperatures due to adequate climate change countermeasures, such as the development of new technologies and utilization of carbon recovery and storage technology • Decrease in corporate value of companies with inadequate responses to environmental change, including the introduction of carbon taxes, damage to assets due to market and social environment changes, development of new technologies, response to changes in consumer behavior, etc. | 0non-specific
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(11) Climate change The negative effects of climate change are becoming increasingly severe and are thus recognized as social issues that must be addressed globally, as demonstrated by the Paris Agreement and the SDGs. The process of manufacturing chemicals emits large amounts of greenhouse gases (GHG), the primary cause of climate change. The physical risks associated with climate change and risks pertaining to the transition to a low-carbon society have the potential to adversely affect the Group’s business results and financial position. Accordingly, the Mitsui Chemicals Group considers its response to climate change a key issue (materiality). | 0non-specific
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In terms of physical risks, extreme weather events such as typhoons and floods have the potential to become more serious. Such events could lower production capacity at the Group’s manufacturing bases and trigger an increase in costs from damages. Moreover, in regions where there is a heightened water risk owing to fluctuations in rainfall, production activity at our manufacturing bases may be limited by restrictions on water use as a result of drought. | 0non-specific
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We worked with the UK government to accelerate the transition to electric vehicles to cut carbon emissions and improve air quality for communities the length and breadth of the country. We were pleased to see a £500 million commitment in the 2020 Budget to support the rollout of new rapid-charging hubs so drivers are never more than 30 miles from a charging point. | 1specific
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Our ESO RIIO-2 plan proposes new activities that will generate net benefits of around £2 billion for consumers over the five-year RIIO-2 period and spend over its two-year price control (2021–2023) of £514 million. The ambitious ESO plan focuses on how the ESO must evolve to meet the challenges of the changing energy landscape. Supported by a new, bespoke regulatory model designed to drive the right behaviours and outcomes, the ESO will facilitate the transition to a zero-carbon power system. Under RIIO-2, the ESO will lower average annual consumer bills by around £3. | 1specific
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Our investors also expect that we stand for something far more than providing economic returns. To facilitate the change towards net zero, in January 2020, we also announced the launch of our first green bond, issued by National Grid Electricity Transmission plc. The €500 million proceeds from the bond issuance will finance electricity transmission projects with environmental benefits. | 1specific
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In our Electricity Transmission business, we propose £1.35 billion of expenditure to connect new generation and transport electricity across the country to where it is consumed, connect us to neighbouring electricity markets and support the Electricity System Operator in being able to operate a zero-carbon electricity system by 2025. Whilst consistent with Ofgem’s business plan criteria, we recognise that these investments alone are insufficient to deliver net zero targets and have therefore proposed whole system options to accelerate progress towards net zero, for example through ultra-rapid vehicle charging at motorway service areas. As the optimal path to achieving net zero is unclear, we developed a series of uncertainty mechanisms that allow our plans to flex to deliver against the range of low-carbon system developments our customers could bring forward. | 1specific
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Across all our businesses our plans include targets and commitments to manage our own environmental impact, with £530 million of investment planned across Electricity and Gas Transmission. We have committed to reducing NOx emissions from our gas compressors, and achieving net zero construction emissions by 2025/26. We are targeting investments to replace leaking SF6 (an insulating gas and source of GHG emissions) equipment to reduce emissions by 50% by 2030, phasing out the procurement of new assets containing SF6 and introducing SF6 free technologies. | 1specific
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In the US gas distribution businesses, we are focused on decarbonising our gas networks and the heating sector. We are doing this by reducing emissions related to natural gas through energy efficiency and demand response, continued investment in our leaking pipe replacement programmes and advancement of the future of heat. For example, we included a $90 million future of heat proposal in our April 2019 KEDNY/ KEDLI filing which combined expanded energy efficiency and demand response programmes, renewable natural gas interconnection investments, geothermal investments, and a hydrogen blending study. We plan to include future of heat proposals and continued pipe replacement programmes in our next Niagara Mohawk and Massachusetts gas rate filings. This work aligns with the Rhode Island Heating Sector Transformation, launched by the Governor in July 2019 to identify how the heating sector needs to change to meet the state’s climate objectives. This initiative concluded in April 2020 with recommendations provided to the Governor. Those recommendations included increased energy efficiency, electrification through air and ground source heat pumps, and fuel decarbonisation through renewable natural gas and renewable oil. | 1specific
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We strengthened our commitment to responsible ownership by investing directly in projects and companies that are making a positive impact, such as a $170 million commitment to affordable housing. And through the development of our new Climate Change Portfolio Transition Plan, we’ve committed to transitioning our investment portfolio to carbon neutrality, achieving net zero emissions by 2050. | 1specific
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IFC Catalyst Fund: The $418 million IFC Catalyst Fund was launched in 2012 and invests in funds that provide growth capital to companies developing innovative ways to address climate change in emerging markets. It also may invest directly in those companies. As of June 30, 2020, the fund had made 22 commitments totaling $386 million. | 1specific
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IFC partners with more than 30 governments, 20 foundations and corporations, and a variety of multilateral and institutional entities. In FY20, our development partners committed $288 million for IFC’s Upstream and advisory services and $22 million for blended finance initiatives to support private sector investments in countries most affected by fragility and conflict, as well as projects related to gender, climate, financial inclusion, sustainable infrastructure, agribusiness, and manufacturing. | 1specific
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Climate Action Plan: IFC continues to focus on five strategic priority areas of climate business — clean energy, climate-smart agribusiness, green buildings, climate-smart cities, and green finance — as well as account for climate risk in key high-risk sectors. IFC’s climate strategy is part of the World Bank Group’s Climate Action Plan which ran through FY20. The WBG Climate Action Plan is being updated and will cover FY21-25. • FY20 own account investment in climate: $3.3 billion • FY20 mobilization of external private capital: $3.5 billion • Integrate climate in post-COVID rebuild • Target future market growth in nature-based solutions, carbon capture and storage, and electric vehicles | 1specific
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IFC is targeting new growth areas in energy storage, transportation logistics, distributed renewables, off-shore wind, nature-based solutions, and carbon capture and storage. In March 2020, IFC hired an electric vehicle (EV) industry specialist to help build IFC’s business across the EV value chain, including charging infrastructure, manufacturing, batteries, and financing platforms. | 1specific
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Medium-Term Business Plan 2017 includes a capital expenditure plan of ¥400 billion over five years as a means of “preparing the way for the future” to achieve our Vision for the Future. As of the end of FY2020.3, we have invested ¥273.4 billion cumulatively. In FY2021.3, we will continue investing in our real estate leasing business and renewable energy business. We will also be actively investing in R&D of construction technologies (such as building next-generation production systems) and digital transformation to dramatically raise productivity. We are also stepping up alliances with startups that have leading-edge technology. | 1specific
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The Group is a major provider of non-retail loans. A key step in credit risk due diligence for non-retail lending is the assessment of potential transactions for environmental, social and governance (ESG) risks, including climate risk, through our ESG Risk Assessment Tool. All Institutional Bank loans, as well as large loans in other business units, are evaluated through the Group’s compulsory ESG risk assessment process. The risk of climate change is assessed at origination and during the annual review process for Institutional Bank loans. Exposures with medium or high risk profile are subject to additional due diligence and heightened consideration and assessment in the credit process. During the year ended 30 June 2020, the Group recognised provisions for impairment of $90 million reflecting the impact of extreme weather events on the credit quality of the Group’s loan portfolio. | 1specific
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Funds, launched a Climate Risk Monitoring Service and we also launched our £2.1bn All World Equity Climate Multi Factor Fund. RI will remain a high priority for all stakeholders in the Central Pool in the years ahead and we will continue to develop and enhance our corporate capabilities in this area. | 1specific
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In 2020/21 we are investing €4.9m to improve the Erne and Derg cross border river catchments that are a source of our drinking water, piloting changes in land management techniques such as fencing to exclude livestock and replacing boom spraying of the herbicide MCPA for rush control, with weed wipers, which helps to reduce the amount of herbicide running off into our rivers and streams. It is hoped these initiatives will help restore nature and improve the water quality before it reaches our works. | 1specific
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Business Opportunities MUFG aims to contribute to environmental and social sustainability and help realize United Nations Sustainable Development Goals (SDGs) through financial services. We have committed to extending a total of ¥20 trillion for sustainable financing over a period spanning fiscal 2019 through fiscal 2030 (of this, ¥8 trillion will be used for environmental finance). In fiscal 2019, we made great progress, extending a total of ¥3.7 trillion. | 1specific
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Of this, ¥8 trillion will be used for environmental finance aimed at helping counter climate change and otherwise addressing environmental concerns. Specifically, we will help popularize renewable energy via project finance while issuing Green Bonds whose net proceeds are allocated to Eligible Green Projects. We will also deliver other products and services designed to help reduce the environmental burden, with the aim of supporting the transition to a decarbonized society. (Please also refer to page 58 for details.) | 1specific
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That is where the European Circular Bioeconomy Fund steps in. On its way to raising €250 million for the bioeconomy and circular bioeconomy, the Fund invests in early-stage companies with proven technologies that need financing to scale up their operations and to expand into bigger markets. The bioeconomy and circular bioeconomy are key elements in making the economy more sustainable and protecting the environment. The bioeconomy reduces our dependence on natural resources by promoting sustainable products that use renewable biological resources (such as lupins) to produce food, materials and energy. | 1specific
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The European Investment Bank, the EU climate bank, signed a loan of up to €57.5 million to the Greek state in July 2020 to finance the construction and equipment of the Geophysical Observatory in Antikythera and the new oceanographic vessel. These projects have an implementation horizon of five to six years. | 1specific
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On the other hand, we believe that green finance in companies, technologies, and projects that contribute to a low-carbon society will lead to an increase in investment and finance opportunities. For the Medium-Term Management Plan period from fiscal 2017 to fiscal 2020, we have set a quantitative target for ESG-themed investments and finance of ¥700 billion and are actively working to achieve this target. | 1specific
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$40 trillion in assets. Signatories to Climate Action 100+ are requesting the boards and senior management of companies to: • Implement a strong governance framework which clearly articulates the board’s accountability and oversight of climate change risks and opportunities • Take action to reduce greenhouse gas emissions across the value chain, consistent with the Paris Agreement’s goal of limiting global average temperature increase to well below | 0non-specific
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Our first £250-million, eight-year bond will mature in August 2025 with a return to investors of 1.625 per cent. Since the successful launch of that debt transaction, we have raised a further £627 million of Green Bonds to investors in the UK and the United States in accordance with the ICMA Green Bond Principles. | 1specific
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Our capital expenditure programme is focused on maintaining and improving our assets and services, ensuring we can deal with growth, and on meeting water quality and environmental standards. In AMP6, we completed a £2.2 billion programme of investment, delivered by our alliance partners, which will help provide our services until 2030. | 1specific
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In 2020, we invested £880,000 in delivering over 20 energy efficiency projects including a boiler upgrade, building management systems optimisation, improved lighting controls, and the installation of LEDs. These are expected to result in annual energy savings of 2,250,000 kWh. Over the next 12 months, we will pursue ISO 50001 accreditation at our commercial offices. | 1specific
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To bring focus to operational performance, we undertook a pilot certification of seven assets under BREEAM In Use. We will certify a further 30 assets over the next 24 months and have underpinned this goal with the announcement in March of a £450m ESG linked Revolving Credit Facility that requires a continual increase in green building certifications. | 1specific
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Key actions: • • Refreshed our Climate Change Roadmap Refreshed our Climate Change Roadmap to include commitment and pathway to to include commitment and pathway to target a 45% absolute emissions reduction target a 45% absolute emissions reduction by 2030 and net zero greenhouse gas by 2030 and net zero greenhouse gas emissions across our whole investment emissions across our whole investment portfolio by 2050. portfolio by 2050. • Allocated 1% of the Growth (Cbus MySuper) • Allocated 1% of the Growth (Cbus MySuper) portfolio or ~$500 million for investments portfolio or ~$500 million for investments in climate change mitigation opportunities.in climate change mitigation opportunities. • Engage with companies we invest in to • Engage with companies we invest in to influence them to reduce their carbon influence them to reduce their carbon emissions and contribute to meeting the emissions and contribute to meeting the Paris Agreement targets and SDGs.Paris Agreement targets and SDGs. | 1specific
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With regards to the energy transition, we carefully monitor sector-specific developments linked to the move towards a low-carbon economy. For upstream oil and gas, our credit assessments include a strong focus on production costs. By focusing on low-cost production, we work with our clients to ensure their businesses are resilient to the risk of 'stranded assets'. | 1specific
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In regard to public policy risks, S&P Global monitors and engages on relevant developments globally through its Government Affairs function. The Company has established internal governance and reporting frameworks to identify, analyze, elevate, and engage on public policy risks and opportunities, including those associated with climate and environmental policy, sustainable finance, and related legislative initiatives. | 0non-specific
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Citi is on track to meet our climate-related targets. We will continue to set new goals and report new metrics as the need and opportunity arises to help us manage our climate change risks, opportunities and responsibilities. We will also continue to evaluate how we can create new and better metrics and targets to review and report on our climate- related strategy as it evolves. | 0non-specific
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We did so by replacing less-energy-efficient models with more efficient ones, all compliant with the latest standards of DOE2017 and e-star3, saving approximately 3.2 billion kWh of energy compared to 2015. | 1specific
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Project using non-mechanized mining technology More than 2 new coal mine projects with underground mining face Project using backward production process equipment for coal mining While restricting the underwriting and investment in the coal industry, Ping An continuously optimizes financial resources to support the development of renewable energy. | 0non-specific
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In 2019, ING joined the United Nations Environment Programme FI Pilot Project on Implementing the Task Force on Climate-related Financial Disclosures Recommendations for Banks, where ING specialists participated in sector working groups, including the oil & gas group. This experience has given us further qualitative and quantitative insights into the potential impacts of climate risk on our current lending portfolio and future business. https://new.ingwb.com/binaries/content/assets/insights/research-reports/energy-scenarios/ing-energy-scenarios-report.pdf https://www.ing.com/Newsroom/News/ING-further-sharpens-coal-policy-to-support-transition-to-low-carbon-economy.htm https://www.unepfi.org/banking/tcfd/ https://www.unepfi.org/banking/tcfd/ | 1specific
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3.6.1 Measure of strategic resilience against a 2 C scenario Societe Generale's strategy is reflected in its portfolio allocation, and therefore a measure of the strategic resilience of the Group against a 2 C scenario is a measure of the portfolio allocation against a 2 C scenario. | 0non-specific
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Our generation capacity represents approximately 14 per cent of Australia's total NEM. We have a slightly lower proportion of coal than the NEM average and we continue to grow our share of wind and solar renewables. We have less hydro than the NEM average, reflecting the significance of the government-owned Snowy Hydro scheme. We also have a higher proportion of gas, which serves as more reliable, dispatchable ('firming') capacity for the market as coal is retired and renewable generation increases. | 1specific
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UBS is also involved in other activities to reduce gaps in climate-related financial data. We support the CDP, as an investor member as well as a questionnaire respondent, in their aim to improve company disclosure of risks and opportunities related to natural resources. We are also on the advisory panel of the Natural Capital Finance Alliance's advancing environmental management project. | 1specific
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HayWired Resilient Business Challenge In 2018, JPMorgan Chase participated in the San Francisco HayWired Resilient Business Challenge, which is designed to help businesses increase their own preparedness and mitigate the impact an earthquake or other natural disaster could have on their ability to resume business activities. | 0non-specific
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The Bank will also use the scenarios and results from the 2021 BES to assess any vulnerabilities it may face on its own balance sheet. This will build on the work done to analyse the exposure of the Bank's investment portfolios to the risks from climate change, which are set out in Chapter 4. | 0non-specific
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Assessing our portfolios in relation to the Paris Agreement on climate During 2019 we started implementing measures to fulfil the Collective Commitment on Climate Action. A key action was our participation, along with 16 other banks, in the PACTA (Paris Agreement Capital Transition Assessment)3 pilot led by 2 Investment Initiative (2Dii). This internationally recognised methodology allows banks to compare the alignment of their corporate lending portfolios with 2 C benchmarks. | 1specific
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Primarily concerning the below 2 C scenario, analysis was implemented on the impacts on credit rating in each scenario, and the financial impact on the overall credit portfolio in the targetted sectors. | 0non-specific
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For separate account clients, we make this data available directly to the client upon request. In addition to supporting our clients in considering climate and other sustainability-related risks to which a given fund may be subject, making this data available to our clients supports our clients' abilities to report Greenhouse gas emissions data for their investments. On pages 39 and 40, we provide an example of the product-level disclosure provided to clients. | 1specific
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The cost of the loan is associated with a Greenhouse gas emissions reduc- tion target of 1 million metric tons by 2025; o another $750 million SLL was syndicated for Finnish forest industry company UMP. | 1specific
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Mobilizing private and institutional capital: We mobilize capital to support environmental and social issues, including the transition to a low carbon economy. For example: - We offer 100% sustainable discretionary mandates and asset allocation funds based on our new dedicated SI Strategic Asset Allocation for private clients in Global Wealth Management (GWM). - Our GWM in collaboration with AM is developing a range of new thematic and pooled impact investments. - Our GWM has committed to integrating Environmental, Social, and Governance assess- ments, including a dedicated climate dimension, into all fund and ETF onboardings. - We have set a target of directing USD 5 billion of client assets into new impact investments for the Sustainable Development Goals by end of 2021. These investments include a significant climate component. - We participated in launching Align17 - a WEF Young Global Leaders initiative - an independent, third-party digital marketplace, which stands out in connecting a wider range of public, institutional, and private wealth investors with SDG-related investment opportunities. - Our AM and GWM businesses have in place a comprehen- sive approach to environmental and social factors and to corporate governance across investment disciplines. The 2018 GRESB (Global Real Estate Sustainability Benchmark) awarded ten of AM's real estate and infra- structure funds 5 - star ratings, and seven funds ranked first in their respective peer groups. | 1specific
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The new index was built in three stages: - Firstly, Controversial Weapons Manufacturers were excluded from the universe of stocks that make up the FTSE All World Index universe, as the Trustee has a financial preference for avoiding such stocks where possible. - Secondly, a four-factor index was created (Value, Quality, Low Volatility and Low Size) that rebalances regularly through time to create a 'Balanced Factor' index with more attractive risk-return characteristics than the standard market capitalisation index. - Finally, three climate-related tilts were applied to the 'Balanced Factor' index to create a 'Climate Balanced Factor' index. The FTSE All World (ex CW) Climate Balanced Factor Index tilts away from Carbon Reserves and Carbon Emissions, whilst positively tilting towards Green Revenues. The tilts are set such that the inclusion of the climate-related tilts introduces a relatively modest tracking error compared to the Balanced Factor index without climate tilts. This allowed the Trustee to conclude that the new index was consistent with its fiduciary duty and provided an element of Climate Change protection. | 1specific
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Environmental, Social, and Governance Evaluation In April 2019, Ratings launched a comprehensive Environmental, Social, and Governance Evaluation that enables companies to measure their long term preparedness to manage Environmental, Social, and Governance exposure and opportunities. The Environmental, Social, and Governance Evaluation combines quantitative and qualitative analysis and considers both near-term and longer-term Environmental, Social, and Governance risks and risk mitigants for the subject company/entity. Our criteria for evaluating Environmental, Social, and Governance risks will vary by issuer type depending on the issuer's sensitivities; corporate analysis considers risks in the context of the company's business risk profile, financial risk profile, and management and governance assessment; sovereign analysis considers an assessment of institutional quality and governance effectiveness, while U.S. public finance analysis will typically consider Environmental, Social, and Governance factors in the context of management effectiveness and planning. In addition, Ratings has also added Environmental, Social, and Governance sections to its credit ratings reports on corporate entities, increasing transparency into how it incorporates Environmental, Social, and Governance factors. | 0non-specific
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25II. STRATEGY: ACTUAL AND POTENTIAL IMPACTS OF CLIMATE-RELATED RISKS AND OPPORTUNITIES ON BNP PARIBAS' BUSINESSES, STRATEGY AND FINANCIAL PLANNING nus. A total of 1,057 Auto Ecologiques loan were issued in 2019 amounting to $27 million. - BDDF also launched EnergiBio, a lower-rate consumer loan used to fund energy renovation projects. - In Belgium, BNP Paribas Fortis offers green mortgage loans to make homes more energy ef- ficient (construction of new homes or renovations of existing homes), which amounted to $3.6 billion at end-2019. - In the United States, Bank of the West offers lower rates on certain home loans to promote en- ergy efficiency renovations. | 1specific
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S&P Global has developed a suite of products across its underlying business units that help clients in this transition and will continue to invest in innovative solutions that power sustainable markets of the future. | 0non-specific
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In 2018, our Robo Investment Subsidiary Wealthify launched an ethical investment option, focused on four ethical/SRI funds. Interest from customers has grown steadily with 25% of new customers selecting the ethical option. This now accounts for 13% of total assets under allocation for Wealthify and growing. | 1specific
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Sasol promotes effective management and achievement of climate-related targets and objectives through appropriate performance incentives. With the exception of Mining employees below management levels who participate in production bonus plans, short-term incentives are distributed through the single short-term incentive (STI) structure, which applies to all other employees globally. Corporate performance targets are set in relation to the long-term incentive plan and are measured over a period of 3 years. | 1specific
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Based on the information provided by the business delivery teams and the work of the Environment and Sustainability Department, Risk Management: - provides an independent assessment of risks associated with individual investments undertaken by the EBRD - performs an ongoing review of the portfolio to monitor the risks presented by investments from inception to repayment or exit, and - assesses and proposes ways to manage risks arising from correlations and concentrations within the portfolio. | 0non-specific
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In anticipation of regulatory policies we are seeking to take advantage of the opportunity to deliver sustainable solutions for our clients. One example is our Mission 2030 statement, in which we state that we want to raise the average energy performance of all buildings financed by ABN AMRO to energy label 'A' by 2030. By starting this process, we mitigate the transition risk of these upcoming regulatory policies that may materialise soon. Our progress on this target is shown in the 2019 Non-Financial Data & Engagement report. | 1specific
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That said, over the next year, we are undertaking an assessment of available methodologies for measuring financed emissions in order to determine the feasibility of using these methodologies to help align our financing activities with the goals of the Paris Climate Agreement. | 1specific
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In addition to participating in international working groups associated with the Principles for Responsible Banking, the Bank participates in the work of the Canadian Bankers Association on the following issues: Scenario analysis Integrating climate-related concepts into risk management Defining a Canadian taxonomy Monitoring key developments and best practices Standardizing of calculation methodologies Peer-to-peer comparison exercises Increasing the Efficiency of Our Operations In addition to its efforts to develop sustainable products and services, the Bank has identified opportunities to be greener in its operations. | 0non-specific
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We are further improving the Greenhouse gas intensity of our manufacturing and fleet operations through the use of alternative and renewable fuels, such as renewable compressed natural gas (RNG) and biomass, as well as renewable electricity purchased or generated on site. | 0non-specific
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In 2018, we committed to halving our scope 1 and 2 emissions intensity by 2030, from a 2017 baseline. We use a carbon intensity target per person, as headcount is closely linked to levels of business activity and this allows us to reflect the impact of acquisitions and disposals without needing to adjust our baseline. Our target was developed to align with climate science using a methodology aligned to the Science Based Target Initiative. | 1specific
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In May 2020, BBVA was the first private financial institution in Europe to issue a COVID-19-related social bond and, two months later, the Bank was the first financial institution to issue contingent convertible perpetual bonds (CoCos) classified as green bonds, for EUR 1 billion. The funds will be used to finance eligible green assets in BBVA's portfolio. The portfolio is diversified into assets from different green sectors: energy efficiency, renewable energy, sustainable transportation, waste management and water management. | 1specific
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In the US, the SEC has taken positive steps to facilitate e- delivery of mutual fund shareholder reports through the adoption of Rule 30e-3, which allows Registered Investment Companies to transmit shareholder reports electronically (subject to certain requirements). The ICI estimated that the adoption of Rule 30e-3 would save 1.87 million trees annually.63 Rule 30e-3 is effective beginning January 2021. We have long advocated for e-delivery given its benefits to investors and the environment, and we have encouraged the SEC to allow e-delivery as the default transmission mechanism beyond what they accomplished with 30e-3. In November 2020, the SEC Asset Management Advisory Committee recommended that the SEC further expand e- delivery. 64 | 0non-specific
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Give investors an understanding of the implications of developing portfolios in accordance with the Paris Agreement by testing approaches and methodologies for real portfolios and to analyse financial characteristics, risks and opportunities associated with developing portfolios in accordance with the Paris Agreement. | 0non-specific
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Two key reports were published in the 2020 nancial year, including a nance report and a science report which are available at: https://www.cmsi.org.au/reports - Climate-KIC Australia (Climate-KIC) - The Group has been working with Climate-KIC and a number of other organisations, including government agencies and industry bodies on an Adaptation Finance Project. | 0non-specific
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The engagement is driving improved conversations with our customers about climate change risks, allowing us to make more informed lending decisions and policies. Over time we expect more of our customers to report on their transition plans. We also intend for discussions on climate-related risks and opportunities to become part of regular discussions with all Institutional and corporate customers. | 0non-specific
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In relation to our commercial activity we have set a green finance target to raise and facilitate 120Bn euros between 2019 and 2025 and 220Bn euros between 2019 and 2030. This includes Santander's overall contribution to green finance: project finance, syndicated loans, green bonds, capital finance, and export finance, advisory and other products to help our clients in the transition to a low carbon economy. | 1specific
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Accordingly, as of 2019, BNP Paribas uses the me- thodology developed, on a sector-by-sector basis, by the think tank '2 Degrees Investing Initiative', to calculate the loan book's profile at various maturity dates for five high-carbon sectors (extraction of fossil fuels, electricity generation, transport, steel produc- tion and cement production). The method, tailored to each sector, employs benchmark scenarios used and developed by independent organisations such as the International Energy Agency (IEA). For electricity ge- neration, extraction of fossil fuels and the automotive sector, the approach is based on the energy mix33 or technology mix. For aviation, maritime transport, cement and steel, carbon emissions intensities are analysed. | 1specific
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Paper and waste: the BBVAsinplastico project (https://www.bbva.com/es/el-plastico- una-especie-en-extincion-en-bbva/) was launched with the aim of eliminating most single-use plastics in corporate headquarters, replaced by biodegradable materials. Plastic bottles from catering services were also replaced with purified water sources and digital soft drink stations in several buildings in Spain. These measures help reduce the use of more than 500,000 plastic bottles per year11. | 1specific
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While supporting our customers to reduce their emissions, we are also seeking to reduce the environmental impact of our own operations. We have a suite of environmental sustainability targets aimed at lowering our carbon emissions, reducing our water and paper consumption and increasing our recycling rates. See our 2019 Environmental, Social, and Governance Supplement, to be released in December, for detail on how we have performed against these and our other targets. | 0non-specific
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Based on these metrics, BNP Paribas set interme- diate targets for itself. The long-term ambition is clear (to align its businesses with the Paris Agree- ment goals), but to achieve that ambition calls for short and medium-term targets in more specific bu- siness lines, allowing the Group to steer its various business operations with greater precision. | 0non-specific
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The EBRD's target to increase green financing to 40 per cent of its total annual financing by 2020, was achieved in 2019, with total GET-eligible finance reaching 46 per cent.7 The Bank is currently in the process of preparing its next green economy targets to cover the period 2021-25. | 1specific
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Reflecting our efforts to help expand re/insurance protection by working with public-sector clients, we made a commitment to the United Nations to advise up to 50 sovereigns and sub-sovereigns on climate risk resilience and to offer them USD 10 billion of insurance cover against this risk by 2020. You can see the progress we have made against this goal in the middle table on page 165. We also made a commitment to the Insurance Development Forum (IDF), in line with the InsuResilience Vision 2025 goals. This includes delivering climate and other natural hazards risk modelling, developing risk transfer solutions as well as offering capacity for climate risk insurance to increase insurance protection for selected climate-exposed countries. | 1specific
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Any misalignments will be represented at sector, technologies and counterpart level and road-testing banks will be able to leverage the methodology for reporting and steering potential capital misallocation, in order to be aligned with the 2 C goal of the Paris Agreement. The underlying matching software and calibration for matching instruments will be made publicly available at the end of the project. | 0non-specific
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As a result of this exercise, with data at 30 June 2020, 18.4% of the exposure measured by EAD (equivalent to 9.7% of the Group's EAD) of the wholesale portfolio has been identified as corresponding to sectors defined as 'transition risk sensitive', with a very high, high or intermediate level of exposure to this risk. This calculation was made on a portfolio of EUR 237.4 billion, corresponding to the EAD of the wholesale lending portfolio (EUR 451.7 billion of the Group's EAD). | 1specific
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Launched by Bill Gates during the Conference of the Parties - Climate Change 21 conference, the coalition combines innovative re- search funded by public-private partnerships; - BNP Paribas helped draft the Charter for Engagement 'Women leading climate action', of the Women's Forum, a charter that has now been signed by nearly 400 corporations, opinion leaders and other organisations. | 0non-specific
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For example: The Fuel Management team performance score is tied to the company's Canadian rail industry emission intensity reduction target of 6% by 2022 from a 2017 baseline and we engage with our suppliers to obtain key information on and optimize our fuel blends in alignment with the Canadian Renewable Fuel Standard and impending Clean Fuel Standard. | 1specific
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In Singapore, we have begun proactive engagement and advocating collaboration with the National Climate Change Secretariat and Centre for Liveable Cities as part of 100 Resilient Cities, and lead business engagement and roundtables to share and discuss longer term climate risks. | 0non-specific
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STRATEGY (S) a. Identifying and managing cli- mate-related risks and opportuni- ties with different time perspec- tives The most significant and largest-impact cli- mate risks and opportunities are related to our investment assets. In terms of our own operations, the impacts are minor. Indirect risks mainly arise through our customers' business. | 0non-specific
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Our Commitment to Transparency in Stewardship Given the growing interest in our stewardship efforts from clients and broader society, we have significantly increased investment stewardship disclosure in 2020, including: - BlackRock Investment Stewardship 2021 Global Principles and market- level voting guidelines: Sets out our stewardship philosophy and our views on corporate governance and sustainable business practices that support long-term value creation by companies. Our market level voting guidelines provide detail on how we implement the principles, taking into consideration local market standards and norms. Together they form the basis for our stewardship activities, including thought leadership, company engagement, and holding companies accountable by voting on management and shareholder proposals. - Our approach to sustainability: Special report on our approach to voting on climate risk and other sustainability topics. - Global quarterly stewardship reports: Case studies on individual engagements and data on the number of companies BIS engaged with during each quarter globally across a range of E, S, and G topics, including COVID-19 related issues. - Global vote disclosures: BIS' vote instructions for individual meetings globally. This record reflects votes at meetings held from July 1st through June 30th of the following year. It is updated quarterly until June 30th each year, when it is superseded by BlackRock's annual Form N-PX filing. - Vote bulletins: Vote bulletins describe our votes and rationales for key complex or high-profile votes. This has included bulletins on votes for more than 50 companies during the 2020 calendar year.31 - Enhanced client reporting: We implemented a new capability through Aladdin to deliver portfolio-specific company engagement reports for our clients. | 0non-specific
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In order to address stakeholder concerns, we will only provide financing to clients who have projects to reduce materially their overall emissions intensity, and a plan for the company as a whole to have lower emissions intensity than the level of the median global oil producer by the end of the decade. This approach takes into consideration the just transition for the workforce and communities currently dependent on the oil sands industry in Canada. We have been in deep discussions with the government of Canada about this and believe that this position, which it supports, is the right position to adopt and the best way of enabling our clients which have operations in the oil sands to participate in transition. | 1specific
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JPMorgan Chase is committed to reporting on our approach to and performance on a range of environmental and social issues. Our annual Environmental, Social, and Governance Report is one of the principal channels through which we discuss how we are addressing Environmental, Social, and Governance matters that we and our stakeholders view as among the most important to our business. We also strive to support industry-led efforts related to Environmental, Social, and Governance disclosure, such as through our participation on the TCFD. https://am.jpmorgan.com/blob-gim/1383499229069/83456/2018-Global%20Procedures%20and%20Guidelines-FINAL.pdf https://am.jpmorgan.com/blob-gim/1383499229069/83456/2018-Global%20Procedures%20and%20Guidelines-FINAL.pdf | 0non-specific
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Plants. This methodology is forward-looking and uses the IEA's 2 C scenario. This has allowed the Group to set target and transition away from coal power generation and extraction. Output from this analysis shows that the credit portfolio in these two sectors is aligned and below a 2 C scenario. - Societe Generale has also tested a credit portfolio alignment methodology developed by the 2 C Investing | 1specific
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Metrics and Targets Scotiabank sets, monitors and reports on climate change related performance and targets annually in Scotiabank's Sustainable Business Report. The Bank also reports to Carbon Disclosure Project (formerly the Carbon Disclosure Project). As part of Scotiabank's Climate Commitments, the Bank is tracking the initiatives that underlie its commitment as part of the metrics and targets it has adopted pursuant to these Commitments. | 0non-specific
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BNP Paribas work together withe banks having signed the Katowice Commitment to test and recom- mend to test and recommend ways to improve the general methodology developed by the 2 Degrees Investing Initiative. | 0non-specific
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