28 декабря 2017, 20:24

Wall Street: Основные фондовые индексы США немного выше нуля

Основные фондовые индексы США незначительно прибавили в четверг, чему способствовали рост акций технологического сектора. Кроме того, как стало сегодня известно, число американцев, подавших заявки на пособие по безработице, сохранилось без изменений на прошлой неделе, оставаясь вблизи исторически низких уровней по мере приближения конца 2017 года. Первоначальные заявки на пособие по безработице, индикатор увольнений по всем штатам США, составили 245 000 с учетом сезонных колебаний за неделю, закончившуюся 23 декабря, оставшись без изменений по сравнению с предыдущей неделей, сообщило в четверг Министерство труда. Экономисты на прошлой неделе ожидали 240 000 новых заявок. Вместе с тем, индекс менеджеров по закупкам Чикаго вырос до 67,6 в декабре, по сравнению с 63,9 в ноябре, завершив год на самом высоком уровне с марта 2011 года. В квартальном измерении индекс вырос до 65,9 в четвертом квартале с 61,0 в третьем квартале, отметив лучшие квартальные показатели с 1-го квартала 2011, при этом только второй раз за последнее десятилетие три последовательных показания выше 60 за период с октября по декабрь. Цены на нефть около нуля, но по-прежнему остаются вблизи почти 2,5-летнего максимума, поддерживаемые сильными данными от ведущего импортера Китая и свежей статистикой по запасам нефти в США. Вместе с тем, торговая активность остается низкой в преддверии новогодних праздников. Большинство компонентов индекса DOW в плюсе (21 из 30). Лидер роста - The Travelers Companies, Inc. (TRV, +0.59%). Аутсайдер - DowDuPont Inc. (DWDP, -0.38%). Большинство секторов S&P в плюсе. Больше всего вырос сектор сырьевых товаров (+0.2%). Наибольшее снижение показывает сектор промышленных товаров (-0.1%). На текущий момент фьючерсы демонстрируют следующую динамику: Dow 24797.00 +9.00 +0.04% S&P 500 2684.75 -0.75 -0.03% Nasdaq 100 6453.25 -0.75 -0.01% Oil 59.57 -0.07 -0.12% Gold 1295.90 +4.50 +0.35% U.S. 10yr 2.42 +0.01 Информационно-аналитический отдел TeleTradeИсточник: FxTeam

16 декабря 2017, 00:16

Обзор фондового рынка США за неделю

Основные фондовые индексы США завершили сегодняшние торги выше нуля По итогам торговой недели: DOW +1.33%, S&P +0.82%, Nasdaq +1.41% В понедельник основные фондовые рынки США умеренно выросли, при этом DJIA и S&P завершили сессию на рекордных максимумах, чему способствовало подорожание акций технологического и энергетического секторов. В фокусе также находились данные по США. Как показал обзор вакансий и текучести рабочей силы, опубликованный Бюро статистики труда, в октябре число вакансий снизилось до 5,996 млн. Показатель за сентябрь был пересмотрен до 6,177 млн с 6,093 млн. Аналитики ожидали, что число вакансий уменьшится до 6,030 млн. Уровень вакансий составил 3,9%, уменьшившись на 0,1% относительно сентября. Количество вакансий сократилось в частном секторе, и мало изменилось в правительственном сегменте. В октябре найм составил 5,552 млн против 5,320 млн в сентября. Уровень найма вырос на 0,2%, до 3,8%. Во вторник основные фондовые индексы США преимущественно выросли. В центре внимания участников рынка находилось заседание Комитета по открытому рынку (FOMC) ФРС, которое стартовало во вторник. Кроме того, как стало известно, цены производителей в США выросли в ноябре на фоне роста цен на бензин и стоимости других товаров, что привело к наибольшему ежегодному приросту за почти шесть лет и указывает на широкое ускорение оптовой инфляции. Министерство труда заявило, что индекс цен производителей для конечного спроса в прошлом месяце увеличился на 0,4%. ИЦП увеличивался с одинаковой маржой в течение трех месяцев подряд. За 12 месяцев по ноябрь ИЦП поднялся на 3,1%. Это был самый большой прирост с января 2012 года и последовал за ростом на 2,8% в октябре. Экономисты прогнозировали рост ИЦП на 0,3% в прошлом месяце и рост на 2,9% по сравнению с прошлым годом. В среду основные фондовые рынки США завершили торги преимущественно в плюсе, так как подорожание акций сектора промышленных товаров компенсировало падение акций финансового сектора. Вместе с тем, инвесторы анализировали инфляционные данные по США, а отыгрывали итоги декабрьского заседания ФРС. Как стало известно, потребительские цены в США ускорились в ноябре на фоне восстановления цен на бензин, но падение расходов на здравоохранение и одежду обусловило снижение инфляционного давления. Министерство труда сообщило, что индекс потребительских цен вырос на 0,4% после роста на 0,1% в октябре. Это увеличило рост ИПЦ в годовом исчислении до 2,2% с 2,0% в октябре. Что касается заседания, ФРС решила повысить ставку на 0,25%, до диапазона 1,25%-1,50%. ЦБ также пересмотрел в сторону повышения свои прогнозы по росту экономики США, заявив, что намерен продолжить повышение ставок, если ситуация в экономике будет развиваться в соответствии с их прогнозами. Руководители ФРС не подвергли значительным изменениям свои прогнозы по ставке или инфляции, хотя теперь они ожидают, что экономика будет расти быстрее, чем предполагали в сентябре. Кроме того, они считают, что ситуация на рынке труда продолжит улучшаться. В четверг фондовые рынки США закрылись ниже нуля, отступив от рекордных отметок. Ранее на динамику рынка повлиял оптимистичный взгляд ФРС на экономику и новости о том, что изменения в налоговый кодекс республиканцев будут поставлены на окончательное голосование в Конгрессе до конца года. Кроме того, как стало известно, первичные заявки на пособие по безработице в США за неделю по 9 декабря упали на 11 000 до 225 000. Это всего лишь несколько выше пост-рецессионного минимума. Экономисты прогнозировали, что показатель составит 239 000. Между тем, Министерство торговли США сообщило, что розничные продажи за ноябрь с поправкой на сезонные колебания и праздничные и торговые дни, но не изменения цен, составили $492,7 млрд., что на 0,8% больше, чем в октябре, и на 5,5% выше ноября 2016. Общий объем продаж за период с сентября 2017 года по ноябрь 2017 года вырос на 5,2% по сравнению с аналогичным периодом 2016 года. Изменение с сентября по октябрь было пересмотрено с 0,2% до 0,5%. В пятницу основные фондовые индексы США заметно выросли, чему способствовало повышение котировок сектора здравоохранения и промышленных компаний, а также надежды на то, что окончательный законопроект налоговой реформы вскоре будет представлен в Конгрессе. В фокусе также находились данные по США. ФРС сообщила, что промпроизводство выросло немного меньше, чем ожидалось, в ноябре, поскольку падение объема коммунальных услуг компенсировало восстановление после ураганов в нефтегазовой отрасли и третий ежемесячный рост производства. Общий объем промпроизводства вырос на 0,2 процента после пересмотренного роста на 1,2 процента в октябре. Экономисты прогнозировали рост на 0,3 процента. Выпуск в горнодобывающем секторе зафиксировал прирост в 2 процента, поскольку добыча нефти и газа «вернулась к нормальным уровням» после воздействия урагана Нейт в октябре. Объем производства в секторе коммунальных услуг снизился на 1,9 процента. Уровень используемых производственных мощностей вырос до 77,1 процента в ноябре с 77,0 процентов в ноябре. В отраслевом разрезе почти все сектора индекса S&P за период 11 - 15 декабря включительно показали повышение. Максимальный прирост продемонстрировал технологический сектор (+1,4%). Наибольшее снижение зафиксировал сектор конгломератов (-1,6%). Что касается компонентов индекса DOW, за прошедшую неделю повышение показали 24 из 30 акций, входящих в состав индекса. Лидером были акции NIKE, Inc. (NKE, +6.49%). Наибольший отрицательный результат за неделю продемонстрировали акции DowDuPont Inc. (DWDP, -1.47%). Информационно-аналитический отдел TeleTradeИсточник: FxTeam

14 декабря 2017, 15:51

DowDuPont 3D Printing Materials Now Available in China

DowDuPont (DWDP) Hytrel thermoplastic elastomer and Zytel nylon-based filaments offer greater design freedom, light weighting, reduced product development cycle times.

12 декабря 2017, 17:05

DowDuPont Unit to Expand Propionic Acid Facility in Texas

DowDuPont's (DWDP) subsidiary Dow Chemical's latest move is in sync with its plans to support growth of the propionic acid market along with debottlenecking projects completed at the Texas City facility in 2015 and 2017.

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05 декабря 2017, 17:13

Newly Merged DowDuPont Gets A Bullish Call From Goldman

DowDuPont Inc (NYSE: DWDP ) was formed due to the recent merger between Dow Chemical Co (NYSE: DOW ) and E I Du Pont De Nemours And Co (NYSE: DD ). The merger was completed Aug. 31, 2017. About three months ...

05 декабря 2017, 06:00

The Future Economy Project: Advice from Sustainability Experts

Future Economy Future Thinking A roundtable conversation with our advisers. Learn about the future economy project Harvard Business Review interviewed the CEOs and other business leaders who signed up to the Future Economy Project, our initiative spotlighting businesses’ sustainability agendas. We then virtually convened the project’s advisers for a roundtable discussion about what they viewed as the major issues raised in the interviews, and their own counsel for executives wishing to create long-term value through a sustainable business agenda. The discussion with Michael Toffel and Rebecca Henderson of Harvard Business School, Tensie Whelan of NYU’s Stern School of Business, and Andrew Winston of Winston Eco-Strategies has been condensed and edited for clarity. HBR: Of the interviews, what jumped out at you? Toffel:  I thought Paul Polman was spot-on when he was breaking down the challenge of corporate sustainability into tactical and systemic issues. Tactics include, for example, labeling claims and how to be clear about what standards we might want to develop, and also about disclosure, when he mentions materiality. We need tools to assess progress for external stakeholders, consumers, and managers. But then more pressingly, I think, he talks about the need for system change. He highlights the short-term focus of financial markets and of political systems, and also the need to change consumer preferences and habits, as three big areas that need to change at the system level. It’s hard to figure out exactly how we’re going to go about changing these, but I think the first step is identifying the problem. Winston: I agree with Mike that the focus on system change was notable. In essence all the CEOs questioned the current model of shareholder-driven capitalism, as well as highlighted the need to collaborate across systems and value chains. They all lamented the challenge of short-term investor pressure, although they didn’t seem to have a ready solution. Henderson: I was struck by the fact that several of the CEOs noted that despite the fact that many companies are becoming gradually more sustainable, in general it isn’t happening at anything like the necessary speed or scale. It was sobering to see such an informed group remind us how much further we have to go. Whelan: I noticed that many leaders see climate change solely in terms of minimizing risk. But I think the interesting part comes when they start to see it as an opportunity for innovations that are financially beneficial as well as socially beneficial. For example, [Andrew] Liveris talked about the focus Dow [Chemical] has on great chemistry and designing new sustainable product lines and being willing to cannibalize existing products. There’s $12 trillion in business opportunities for solving sustainability challenges. Toffel: The interesting thing about the risk lens is if everyone started paying attention to risks, I suspect it would lead to both more product innovation and investing in more-resilient operations and supply chains. For example, installing a rapidly deployable flood barrier around your campus can help keep your buildings operational during megastorms. And so a risk lens will lead to more adaptation measures, where private investments can yield private returns. But I worry about this crowding out the need to also invest in mitigation to reduce the magnitude of climate change. It’s not clear how much value you add to your organization by, for example, mitigating 10% of your carbon footprint. It could be that it attracts employees who care about this issue, or that it makes management more likely to stay in that organization. And maybe it’ll attract consumers who care about sustainability. But it’s hard to make that case at the scale of mitigation measures that are required. And so we have a classic tragedy of the commons here: Why should a company bother to massively invest in mitigation if everyone is going to share from those gains? This is why mitigation requires government policy mandates, and I think CEOs should try to use their power of persuasion to try to get government to require mitigation — and adaptation. Whelan: Most of the CEOs did talk about policy in the interviews, but their statements were pretty vague. And one of the things I see consistently is that CEOs make big, visionary statements around sustainability, but their lobbyists just focus on small-bore issues such as the part of the tax code or regulation that might benefit their short-term interests. There’s very rarely coordination between the leader’s vision and their lobbyists’ agenda. That needs to change. HBR: Does a CEO have to go through some sort of personal transformation or have some direct experience with nature in order to become a sustainability leader? Toffel: I don’t know if it’s a necessary condition, but you do see these stories with a lot of CEOs that have come out as leaders in this area. It seems like there’s some spark that changes the way they see things, convinces them of the fallacy that maximizing in the short run will necessarily maximize in the long run. A lot of leaders I speak to talk about a transformation they experienced, such as when they became parents or grandparents, or when they became ill. Those life events seemed to change their time horizon. Whelan: Yes, when I was running Rainforest Alliance, we took people from corporations down to the field to see sustainable forestry and sustainable farming in action. I think most executives have no idea of the impact — for good or ill — of their companies. They’re so far removed from it. And so, when you show them in person their potential to help people who are part of the corporate ecosystem, such as the communities producing the raw materials for the products they sell, I think that can be life changing. Winston: Absolutely. I’ve done some research on CEOs, talking to many of these same leaders, and some others. When we asked them about why they care about sustainability, they did mention the business case we’ve all been hammering home for years — and they do believe it. But in reality, it was more personal. They had some awakening through the kind of trips Tensie has taken leaders on, or just in conversations with family. Think of all those Millennials who have a different view on the role of business in society. They’re not just employees or customers for these CEOs — they’re often their kids. Henderson: I’ve seen the same effect in my own work. Whilst those leaders who have made a difference can always walk you through the business case, it’s nearly always intimate exposure to an issue — whether it’s flying over miles and miles of burning forest in Indonesia or learning firsthand about what it’s like to live on the minimum wage — that led them to embrace it in the first place. We tend to think of the existence of a business case as as an immutable feature of reality — but in practice someone usually has to put themselves on the line to discover it. It’s the passion born of real experience that enables them to do so. HBR: The idea of partnering with NGOs came up in many of the interviews. How can these relationships be most fruitful?    Whelan: We’ve seen a sea change in the last 10 years around company and NGO engagement — it’s far more cooperative. I think the elements of a successful partnership are: first, that both parties have aligned goals, expectations, and parameters; second, they design a way to have a common language that respects their different perspectives; and third, the company invests the time and resources required to make the relationship productive, including a dedicated and empowered corporate point person for the NGO. The result will be innovation. For example, when I was at the Rainforest Alliance we worked with a company that had grown bananas for 200 years — using outmoded practices — to redesign the whole process; it became far more efficient, saving them money and reducing erosion, water pollution, and waste. Andrew Liveris Chairman and CEO, the Dow Chemical Company, and Executive Chairman, DowDuPont “Look at sustainability as part of your business model; don’t look at it as a side initiative.” HBR: Andrew Liveris at Dow Chemical seemed to be suggesting that when it comes to regulation, you should align yourself with the toughest regulation out there. Should leaders apply that rule to sustainability labeling by aligning with the strictest requirements that they can find from a credible source? Toffel: There are a lot of challenges to getting labeling right. Which sustainability and social dimensions will you measure, and how do you weigh their importance? There’s also a data problem, because these issues tend to reach into supply chains, and often beyond your direct tier one suppliers.  Whelan: Labeling can be a challenge because it seems every certification body has a different issue they want to emphasize. And some are more effective than others. There is a group called ISEAL Alliance that is an accreditation system for all the third-party nonprofit certification systems; they lay out best practices around stakeholder engagement, complaint resolution, conflict of interest management, auditor corruption, and so on. It’s a start. Winston: On some level, the idea of aligning (or exceeding) regulations is a moot point. When your customers or communities or employees have higher standards, that’s what actually matters. But of course, companies should be lobbying for higher standards for all — especially on climate and carbon. HBR:  Investors loomed large in all these interviews. McKinsey’s Dominic Barton went so far as to say that he sometimes advises CEOs to go find the right investors if they’re getting pushback from ownership. Can you talk a little bit about the relationship between the shareholders and management when it comes to sustainability issues? Winston: Paul Polman and McKinsey’s Dominic Barton both talked about shifting their investor base to include more investors who care about long-term value creation — and Unilever has clearly done that already, with 70% holding the stock for seven years. But it wasn’t clear that these CEOs — or anyone for that matter — have a good solution to the short-term pressure problem at public companies. Whelan: One in every five investment dollars in this country is in ESG investments. Now, ESG is not always rigorously defined, but it shows more and more investors are interested in sustainability.  I think that creates an opportunity for companies to find investors who are looking for sustainable investments. That said, we still have activist investors going after sustainability programs for short-term cost savings. I saw it happen in the coffee sector. Activists went in and bought coffee companies that had done a lot on sustainability and immediately stripped everything out because they were looking for short-term returns. So, I think the investor world has two completely conflicting or diverging strategies right now, which I think is very confusing for CEOs. HBR: Paul Polman shared the idea that because the goal of business is to meet unmet needs, the UN sustainable development goals should guide product development and strategy because they lay out the biggest unmet needs for humanity. Is that a useful tool for other leaders? Winston: Yes, it’s a useful tool for helping companies think broadly about their role in society and where they can plug into the shared challenges, and where they can innovate to create business value by solving a problem. That is, after all, a core reason companies exist — to solve some problem or fill a need for a customer. The [UN] goals just provide some guidance on the biggest needs to build a thriving society — and without a thriving society, there is not thriving business. This is something the leading CEOs like Polman understand. Whelan:  The first corporations in America were railroads, and they were set up to fill a societal need for connecting goods and people within the vast expanse of the country.  And if you think about the major societal challenges confronting us today, the UN sustainable development goals can be a road map that will help businesses identify opportunities to help society and make money while doing so. Henderson: The sustainable development goals are also important because they remind us that meeting them requires systemic change — and that systemic change requires the ability to build real cross-sector partnerships. “Government” is rapidly becoming a dirty word in many parts of the world, and the goals remind us that we need to turn that around, since it’s going to be impossible to meet them without the help of effective, responsive governments. I suspect one of the central questions of our time is whether the private sector can help to make this happen. var pymParent = new pym.Parent('interactiveembed', '/resources/html/infographics/2017/11/future-economy/index.html', {}); pymParent.onMessage('childLoaded', function() { pymParent.sendMessage('setShareUrl', document.URL); });

04 декабря 2017, 21:40

The Future Economy Project: Q&A with Marne Levine

Future Economy Mission-Driven Sustainability Marne Levine is the COO of Instagram (Facebook, Inc.). Previously, she was the vice president of Global Public Policy at Facebook. The company focuses on building environmentally friendly work sites and data centers and improving access to clean energy for all. This interview has been edited and condensed. Learn about the future economy project Levine talked with HBR about her firm’s sustainability efforts as part of the Future Economy Project, an HBR initiative that shares real-world lessons on sustainability leadership. HBR: Why did you decide to pursue a sustainability agenda? LEVINE: Facebook CEO Mark Zuckerberg has been very clear from the beginning that building a sustainable future is foundational to Facebook’s mission of bringing the world closer together. Without secure energy and a stable climate, we won’t be able to make meaningful progress on other challenges — like connecting the world. And as a company with over 2 billion users, and with 80% of our community outside the U.S., we have a responsibility to lead. When I joined Facebook in 2010, it was already well established that sustainability was central to the way that we operated. That year we decided to design and construct our own data center; one of the most significant energy footprints for a tech company comes from the storage of data, which requires a huge amount of electricity. Before 2010, most of the energy powering these data centers was coming from coal. We designed a data center that was 38% more energy efficient and that cost 24% less to build than a traditional data center. Even more important, in my view, is that we decided to share our designs publicly. Since then, we’ve continued to lead the way in terms of energy efficiency. One amazing statistic is that, for an entire year of one person’s Facebook use, our carbon footprint is less than the impact of boiling a pot of water. But we’re not stopping there. Our goal is to power all new data centers with 100% clean and renewable energy, relying more heavily on wind and solar farms. We also announced that we are switching all electric accounts at our Menlo Park headquarters to Peninsula Clean Energy’s ECO100 option. This means that Facebook is the largest participant in the program, and we are really proud of that. Pursuing a sustainability agenda is a natural extension of our mission, because it means making sure that the communities we serve are healthy and resilient. Andrew Liveris Chairman and CEO, the Dow Chemical Company, and Executive Chairman, DowDuPont “Look at sustainability as part of your business model; don’t look at it as a side initiative.” What are some things that have inspired you in this journey? My personal interest in sustainability started when I was a senior in high school in Cleveland, Ohio (which was a very long time ago!). I took a job working for the local county commissioner, Mary Boyle, and was put on a team charged with reviewing Cleveland’s solid-waste management program to make it more efficient and environmentally friendly. While working on that project, I earned the nickname “Trash Queen,” which certainly wasn’t the most flattering, but I didn’t mind because I loved that job and learned a bunch doing it. That was when I really started to understand the importance of sustainability at the community level. I learned that inefficient waste management could seriously hurt the health of a community — waste in landfills contaminates our land, water, and air and is a huge financial burden to a city. More than anything, I learned that sustainability is local. It impacts people’s livelihoods at the personal and community level. Several years later, in 2001, I was working as chief of staff to then-Harvard University President Larry Summers when we unveiled Harvard’s Sustainability Principles. Larry and his team were, I think, early in realizing that operating our campus in an environmentally sustainable way was not only the right thing to do but also a sound business decision. By instituting environmental impact reductions, we gained important cost efficiencies. Here’s just one example: The Harvard Green Campus Initiative’s Loan Fund offered more than $2,800,000 to facilitate 32 projects that promoted energy- and water-conservation strategies on the Harvard campus. On average, those projects generated enough financial savings to pay back the loan in just three years. I had always been interested in sustainability, and I had always been interested in running efficient organizations, and at Harvard I came to appreciate that the two go hand in hand. Finally, it may be cliché, but it’s true: When you have kids you start to think differently about the kind of world you are passing on to them. My two sons are avid readers and parliamentary-style debaters, and through both activities, they have taken an interest in global warming and sustainability. My husband was one of the earliest investors in alternative energy technologies in the U.S., and so sustainability has been a frequent and consistent dinner-table conversation topic. I’ve listened with awe to the way our children and their friends look at a challenge like this and immediately think, “What can we do to help?” So when I think about sustainability, I think of it not just through the lens of a tech executive or a responsible global citizen, but as a mother who wants a better world for her children. From which stakeholders have you received the most resistance to your sustainability agenda? How have you worked to bring them on board? We’ve been fortunate that our leadership is completely bought in — there is really no question at the leadership level that pursuing a sustainability agenda is the right thing for us to do for our community, for our neighbors, and for our bottom line. The challenge for us is to bring the entire industry along and, especially, to support small and medium-sized businesses that might not have the resources that we do. To address the sustainability challenges of today in a meaningful way, and to achieve the scale of impact we want, we know we need to work with others to get the job done. That’s why we’re so committed to releasing all of our projects as open-source. By publishing construction specifications of our data centers, from mechanical designs to cooling techniques, we can save other businesses time and money and make it easier for them to follow suit. Another way that we are supporting the ecosystem is through our founding membership with the Renewable Energy Buyers Alliance (REBA), a collaboration of more than 100 companies working together to scale corporate procurement of clean energy. There’s no pride of ownership in sustainability — all of our children are going to inherit the same planet. Our goal is to help lead the way and to bring as many people along as we can. Voluntary carbon reductions are unlikely to achieve the scale needed to solve climate change — we also need policy. Beyond operationalizing sustainability, what obligation do businesses have to lobby for action and engage in civil society more generally? We need both. Having worked in the public sector at different times over the course of my career, most recently as chief of staff of the National Economic Council under President Obama, I fundamentally believe that policy is an important way to have wide-scale impact. But I also believe that it’s naïve to think that it is the only way or that we have to wait for policy to act. Especially now, at a moment when some policy efforts around climate have stalled, it’s more important than ever for businesses to take the initiative and lead using all the levers at their disposal to do so. As we have seen with Facebook and many other global companies, business can drive change through their operations, supply chains, and partnerships. They can work directly with local utilities to create new ways for all customers to purchase clean energy directly from the utility, such as with green tariffs. In fact, in connection with a new data center we are building in Virginia, we worked with the local utility to create a new green tariff, which will ensure renewable energy solutions are accessible to Facebook and other companies. Through efforts like this, we are not only closer to our goal of powering our data centers with 100% clean and renewable energy, but we’ve helped others too. To solve global climate problems, everyone — business, government, civil society — has to own their piece of the puzzle. We have to work together to get this right. Silicon Valley skews young — do you think your workers care more than others about sustainability? How does that influence the company’s priorities? I’m not sure interest in sustainability is bound as much by age as it is by spirit and commitment. One of the best things about working at a mission-driven organization is that it attracts mission-driven people. Our teams at Facebook and Instagram come to work every day to do something that will, in ways large and small, make the world better. They care deeply about the communities around us and around the world, and sustainability is a big part of that. Many tech executives have started sustainability-oriented philanthropic organizations. Why do you think tech executives seem to elevate this issue particularly? The global sustainability challenges align with the scale and magnitude of the problems the tech community seeks to address, and the spirit of optimism and ingenuity that defines Silicon Valley is well suited to the task at hand. Whether it is connecting the world or developing new zero-emission technologies to power everything from cars to mobile phones, the tech community has proven it is ready and willing to help solve big and complex problems. var pymParent = new pym.Parent('interactiveembed', '/resources/html/infographics/2017/11/future-economy/index.html', {}); pymParent.onMessage('childLoaded', function() { pymParent.sendMessage('setShareUrl', document.URL); });

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04 декабря 2017, 16:28

До начала регулярной сессии поступили сообщения о возобновлении рейтингов акций следующих компаний

Аналитики Goldman возобновили рейтинг акций DowDuPont (DWDP) на уровне Buy; целевая стоимость $91 ------------------------------------------------------------- Воспользоваться сервисом "Рейтинги акций" TeleTrade можно, заполнив форму на одноименной странице нашего сайта или в Личном кабинете трейдера в разделе "Аналитика" (для подключения услуги необходимо связаться со своим менеджером).Источник: FxTeam

04 декабря 2017, 15:30

DowDuPont Closes Sale of Certain Corn Seed Assets for $1.1B

The divestment is part of the required regulatory remedies of the DowDuPont (DWDP) merger that closed on Aug 31.

01 декабря 2017, 16:12

DowDuPont Unit Sets Up Microbiome Venture to Drive Growth

DowDuPont's (DWDP) unit DuPont Nutrition & Health has created Microbiome Venture to develop new microbiome science-based solutions for health and wellness.

30 ноября 2017, 15:35

DowDuPont's Specialty Products Division Launches Kalrez 9600

DowDuPont's (DWDP) Kalrez 9600 offers longer seal life through enhanced performance properties in a range of high-temperature plasma applications.

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27 ноября 2017, 23:35

Основные фондовые индексы США в последний час торгов демонстрируют смешанную динамику:

Большинство компонентов индекса DOW в плюсе (17 из 30). Лидер роста - Verizon Communications Inc. (VZ, +1.66%). Аутсайдер - DowDuPont Inc. (DWDP, -1.55%). Большинство секторов индекса S&P в минусе. Больше всего вырос сектор коммунальных услуг (+0.4%). Наибольшее снижение показывает сектор сырьевых материалов (-1.0%). Информационно-аналитический отдел TeleTradeИсточник: FxTeam

16 ноября 2017, 16:24

DowDuPont to Expand Capacity to Meet DuPont Zytel HTN Demand

DowDuPont's (DWDP) Transportation & Advanced Polymers unit will increase production capacity at its Mechelen site to meet the growing demand for DuPont Zytel HTN.

14 ноября 2017, 17:20

Monsanto (MON) Premium Herbicide Declared Non-Carcinogenic

The National Cancer Institute recently announced that Monsanto Company's (MON) Roundup herbicide is non-cancerous.

10 ноября 2017, 15:22

Zacks Industry Outlook Highlights: DowDuPont, Albemarle, Monsanto, Westlake Chemical and Kraton

Zacks Industry Outlook Highlights: DowDuPont, Albemarle, Monsanto, Westlake Chemical and Kraton

09 ноября 2017, 02:45

Materials ETFs Head to Head: XLB vs. IYM

Head to Head comparison of two financials ETFs, XLB and IYM.

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08 ноября 2017, 20:51

Is U.S. Biofuel In Jeopardy?

Last week, DuPont Industrial Biosciences announced that they shut down operations at an Iowa ethanol plant just two years after it opened. As the plant closed its doors, 90 employees were told they had just 45 minutes to evacuate the premises, and any stragglers would be escorted out by the local police. A small skeleton crew remains to maintain the facility until DuPont is able to sell it. DuPont, a branch of DowDuPont Inc, made this decision to shy away from producing ethanol from corn waste at the same time a politics are shifting from biofuels…

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07 ноября 2017, 23:35

Основные фондовые индексы США в последний час торгов демонстрируют негативную динамику:

Компоненты индекса DOW торгуются смешанно (15 в плюсе, 15 в минусе). Аутсайдер - JPMorgan Chase & Co. (JPM, -2.25%). Лидер роста - DowDuPont Inc. (DWDP, +0.98%). Почти все сектора индекса S&P в минусе. Наибольшее снижение показывает сектор конгломератов (-1.3%). Больше всего вырос сектор коммунальных услуг (+0.9%). Информационно-аналитический отдел TeleTradeИсточник: FxTeam

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03 ноября 2017, 20:27

Here Are The Key Takeaways From DowDuPont's Q3 Earnings

DowDuPont’s recently reported Q3 revenues were better than street estimates, led by higher pricing in most of its businesses. However, the highlight for the company was its share buyback plan of $4 billion, which was much lower than expected. T

11 декабря 2015, 15:41

DuPont и Dow Chemical объявили о слиянии

Американские компании Dow Chemical Co. и DuPont Co. объявили о слиянии. Объединение старейших корпораций станет одной из крупнейших сделок в мировой химической отрасли. На закрытие торгов 10 декабря совокупная капитализация компаний превысила $130 млрд.