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- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Public Equities Impact Investing at BlackRock
內容大綱
In early 2021, BlackRock-the world's largest asset manager with $9 trillion in assets under management (AUM)-sought to become a leader in promoting environmental and social sustainability. Over the previous ten years, CEO Larry Fink had written an annual open letter to CEOs, pushing them to view sustainability and climate change planning key components of any long-term strategy. He had built an investment stewardship committee to attend portfolio company shareholder meetings and implement these goals. He had also recruited a team of prominent impact investors to BlackRock to lead a new impact investing fund. Now, as the new fund came of age, both the fund's managers and BlackRock's senior leadership faced difficult choices. At the fund level, they needed to define how to implement their two main selection criteria-intentionality and additionality-in choosing the fund's next stocks. At the company level, BlackRock's leaders wrestled with the question of just how much impact BlackRock could have on the companies it invested in, when well above half of BlackRock's AUM were invested passively.