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69-417: The DJSI is based on an analysis of corporate economic, environmental and social performance, assessing issues such as corporate governance, risk management , branding, climate change mitigation , supply chain standards and labor practices. The trend is to reject companies that do not operate in a sustainable and ethical manner. It includes general as well as industry-specific sustainability criteria for each of

138-706: A professional role , a risk manager will "oversee the organization's comprehensive insurance and risk management program, assessing and identifying risks that could impede the reputation, safety, security, or financial success of the organization", and then develop plans to minimize and / or mitigate any negative (financial) outcomes. Risk Analysts support the technical side of the organization's risk management approach: once risk data has been compiled and evaluated, analysts share their findings with their managers, who use those insights to decide among possible solutions. See also Chief Risk Officer , internal audit , and Financial risk management § Corporate finance . Risk

207-590: A property or business to avoid legal liability is one such example. Avoiding airplane flights for fear of hijacking . Avoidance may seem like the answer to all risks, but avoiding risks also means losing out on the potential gain that accepting (retaining) the risk may have allowed. Not entering a business to avoid the risk of loss also avoids the possibility of earning profits. Increasing risk regulation in hospitals has led to avoidance of treating higher risk conditions, in favor of patients presenting with lower risk. Risk reduction or "optimization" involves reducing

276-413: A "transfer of risk." However, technically speaking, the buyer of the contract generally retains legal responsibility for the losses "transferred", meaning that insurance may be described more accurately as a post-event compensatory mechanism. For example, a personal injuries insurance policy does not transfer the risk of a car accident to the insurance company. The risk still lies with the policyholder namely

345-629: A Media and Stakeholder Analysis component to the annual Corporate Sustainability Assessment, in order to complement and help corroborate the questionnaire and documentation provided by the participating companies. For the MSA, RobecoSAM works with RepRisk , a global research firm specialized in risk analytics and metrics related to environmental, social and governance (ESG) issues. RepRisk screens media outlets, stakeholder groups and other publicly available sources to identify risks, which are then systematically analyzed and quantified. It has been also found that in

414-416: A balance between negative risk and the benefit of the operation or activity; and between risk reduction and effort applied. By effectively applying Health, Safety and Environment (HSE) management standards, organizations can achieve tolerable levels of residual risk . Modern software development methodologies reduce risk by developing and delivering software incrementally. Early methodologies suffered from

483-517: A company may outsource only its software development, the manufacturing of hard goods, or customer support needs to another company, while handling the business management itself. This way, the company can concentrate more on business development without having to worry as much about the manufacturing process, managing the development team, or finding a physical location for a center. Also, implanting controls can also be an option in reducing risk. Controls that either detect causes of unwanted events prior to

552-668: A higher percentage of companies analyzed and a lower number of companies that are reviewed in the subset. The DJSI Korea is also reviewed on an annual and quarterly basis, whereas the DJSI Korea 20 is reviewed annually. A defined set of criteria is used to assess the economic, social, and environmental opportunities of the companies that the DJSI has listed, which are chosen based on the Corporate Sustainability Assessment by RobecoSAM. Information comes from

621-484: A higher probability but lower loss, versus a risk with higher loss but lower probability. Opportunity cost represents a unique challenge for risk managers. It can be difficult to determine when to put resources toward risk management and when to use those resources elsewhere. Again, ideal risk management optimises resource usage (spending, manpower etc), and also minimizes the negative effects of risks. Opportunities first appear in academic research or management books in

690-417: A schedule for control implementation and responsible persons for those actions. There are four basic steps of risk management plan, which are threat assessment, vulnerability assessment, impact assessment and risk mitigation strategy development. According to ISO/IEC 27001 , the stage immediately after completion of the risk assessment phase consists of preparing a Risk Treatment Plan, which should document

759-854: A similar design as the DJSI Europe and also reviews the top-20 percent of the 600 largest companies, but in this case in North America. It was originally launched, along with its subset Dow Jones Sustainability United States Index (DJSI United States), in September 2005. Both indexes are further broken down by the Dow Jones Sustainability North America 40 Index (DJSI North America 40) and the Dow Jones Sustainability United States 40 Index (DJSI United States 40), which cover

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828-477: Is ISO Guide 31073:2022 , "Risk management — Vocabulary". Ideally in risk management, a prioritization process is followed. Whereby the risks with the greatest loss (or impact) and the greatest probability of occurring are handled first. Risks with lower probability of occurrence and lower loss are handled in descending order. In practice the process of assessing overall risk can be tricky, and organisation has to balance resources used to mitigate between risks with

897-690: Is a subset of the KOSPI . It tends to be used to indicate the performance of the Korean stock market It covers about 93 percent of the KOSPI's market value, including the top 200 companies listed on the Korea Stock Exchange. The KOSPI has a little fewer than 1,000, and KOSPI 200 has 200 components. As of February 2024 , the KOSPI 200 consists of the following companies: (Korean securities identification code in parentheses) These are some of

966-427: Is a viable strategy for small risks where the cost of insuring against the risk would be greater over time than the total losses sustained. All risks that are not avoided or transferred are retained by default. This includes risks that are so large or catastrophic that either they cannot be insured against or the premiums would be infeasible. War is an example since most property and risks are not insured against war, so

1035-511: Is defined as the possibility that an event will occur that adversely affects the achievement of an objective. Uncertainty, therefore, is a key aspect of risk. Risk management appears in scientific and management literature since the 1920s. It became a formal science in the 1950s, when articles and books with "risk management" in the title also appear in library searches. Most of research was initially related to finance and insurance. One popular standard clarifying vocabulary used in risk management

1104-451: Is determining the rate of occurrence since statistical information is not available on all kinds of past incidents and is particularly scanty in the case of catastrophic events, simply because of their infrequency. Furthermore, evaluating the severity of the consequences (impact) is often quite difficult for intangible assets. Asset valuation is another question that needs to be addressed. Thus, best educated opinions and available statistics are

1173-531: Is known, the events that a source may trigger or the events that can lead to a problem can be investigated. For example: stakeholders withdrawing during a project may endanger funding of the project; confidential information may be stolen by employees even within a closed network; lightning striking an aircraft during takeoff may make all people on board immediate casualties. The chosen method of identifying risks may depend on culture, industry practice and compliance. The identification methods are formed by templates or

1242-414: Is often used in place of risk-sharing in the mistaken belief that you can transfer a risk to a third party through insurance or outsourcing. In practice, if the insurance company or contractor go bankrupt or end up in court, the original risk is likely to still revert to the first party. As such, in the terminology of practitioners and scholars alike, the purchase of an insurance contract is often described as

1311-642: Is seen below. Number of invited companies in 2010: Some of the assessment criteria have varied slightly from year to year to reflect growing information about particular issues such as water related risks, brand management, corporate citizenship, risk and crisis management. Continuous improvement allows for SAM to provide both relevant and current information. Since 1999, SAM's Corporate Sustainability Assessment has increased in number of assessed companies, number of sectors, number of questions to companies, average totally sustainability score, and weight of sector-specific criteria in percentage total weight. Included in

1380-405: Is then systematically analyzed and quantified. If a critical event happens, the situation is analyzed by RobecoSAM for the scope in which it reaches. If large enough, the event will be analyzed further based on severity, media coverage, and crisis management. RobecoSAM analysts decide from here whether the company will be excluded from the DJSI. An assurance report is completed by Deloitte to ensure

1449-483: Is therefore difficult or impossible to predict. A common error in risk assessment and management is to underestimate the wildness of risk, assuming risk to be mild when in fact it is wild, which must be avoided if risk assessment and management are to be valid and reliable, according to Mandelbrot. According to the standard ISO 31000 , "Risk management – Guidelines", the process of risk management consists of several steps as follows: This involves: After establishing

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1518-695: The Project Management Institute , the National Institute of Standards and Technology , actuarial societies, and International Organization for Standardization . Methods, definitions and goals vary widely according to whether the risk management method is in the context of project management , security , engineering , industrial processes , financial portfolios , actuarial assessments , or public health and safety . Certain risk management standards have been criticized for having no measurable improvement on risk, whereas

1587-1048: The 1990s. The first PMBoK Project Management Body of Knowledge draft of 1987 doesn't mention opportunities at all. Modern project management school recognize the importance of opportunities. Opportunities have been included in project management literature since the 1990s, e.g. in PMBoK, and became a significant part of project risk management in the years 2000s, when articles titled "opportunity management" also begin to appear in library searches. Opportunity management thus became an important part of risk management. Modern risk management theory deals with any type of external events, positive and negative. Positive risks are called opportunities . Similarly to risks, opportunities have specific mitigation strategies: exploit, share, enhance, ignore. In practice, risks are considered "usually negative". Risk-related research and practice focus significantly more on threats than on opportunities. This can lead to negative phenomena such as target fixation . For

1656-682: The 60 industries defined according to the Industry Classification Benchmark (ICB). The DJSI family contains one main global index, the DJSI World, and various indexes based on geographic regions such as: Europe, Nordic, North America and Asia Pacific. The DJSI also contains industry-specific indexes called "blue chip indexes". In addition, the DJSI methodology facilitates the design, development and delivery of customized sustainability indexes; e.g., indexes covering different regions, indexes covering different segments of

1725-617: The DJSI Asia Pacific included 122 companies and captures the leading 20 percent of the top-600 companies in developed Asia Pacific Markets in terms of sustainability as derived from the DJGTSMI. DJSI Asia Pacific 40, the subset, tracks the largest 40 companies who are sustainability leaders in the Asia Pacific region. The Dow Jones Sustainability Korea Index (DJSI Korea) is derived from the smallest pool of companies, tracking

1794-906: The DJSI as "highly trusted". Risk management Risk management is the identification, evaluation, and prioritization of risks , followed by the minimization, monitoring, and control of the impact or probability of those risks occurring. Risks can come from various sources (i.e, threats ) including uncertainty in international markets , political instability , dangers of project failures (at any phase in design, development, production, or sustaining of life-cycles), legal liabilities , credit risk , accidents , natural causes and disasters , deliberate attack from an adversary, or events of uncertain or unpredictable root-cause . There are two types of events wiz. Risks and Opportunities. Negative events can be classified as risks while positive events are classified as opportunities. Risk management standards have been developed by various institutions, including

1863-429: The DJSI the three dimensions of sustainability are not considered in a balanced way, being biased towards economic criteria to the disadvantage of social and environmental ones. A further bias of the DJSI is that it only includes large companies, whereas other indices include smaller companies as well. As a consequence of these limitations, a survey conducted among sustainability experts found that only 48 percent considered

1932-624: The DJSI. Once a company is listed on the DJSI, it is monitored daily for any critical arising issues, which can lead to the exclusion of the company if deemed critical enough. Examples of events that would lead to exclusion include: commercial practices, human rights abuses, layoffs or worker disputes, or catastrophic disasters. This monitoring is supported by RepRisk, a global research firm and provider of environmental, social and governance (ESG) risk data. RepRisk screens media outlets, stakeholder groups and other publicly available sources to identify risks related to these issues. The information gathered

2001-796: The Dow Jones Sustainability Europe 40 Index (DJSI Europe 40) and the Dow Jones Sustainability Eurozone 40 Index (DJSI Eurozone 40), both of which were also launched in August 2010. These track the top-40 sustainability leaders in Europe and the smaller Eurozone region. DJSI Europe and eurozone are reviewed annually as well as quarterly to maintain accuracy of the index composition while the DJSI Europe 40 and DJSI Eurozone 40 are reviewed only annually. The Dow Jones Sustainability North American Index has

2070-573: The Index. Indexes are updated yearly and companies are monitored throughout the year. Indexes are denominated in both US dollars and Euros and are calculated using the Laspeyres formula . All indexes that are not subsets include companies that generate revenue from alcohol, tobacco, gambling, armaments and firearms, and adult entertainment. Index components are based on free-float market capitalization and most main indexes are reviewed quarterly, excluding

2139-483: The acceptance technique, the business intentionally assumes risks without financial protections in the hopes that possible gains will exceed prospective losses. The transfer approach shields the business from losses by shifting risks to a third party, frequently in exchange for a fee, while the third-party benefits from the project. By choosing not to participate in high-risk ventures, the avoidance strategy avoids losses but also loses out on possibilities. Last but not least,

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2208-573: The annual RobecoSAM questionnaire (the Corporate Sustainability Assessment), company documentation, the Media and Stakeholder Analysis (an examination of media coverage, stakeholder commentaries and other publicly available sources provided by RepRisk ESG Business Intelligence), and personal contact with the companies. Industry leaders from RobecoSAM Research's Corporate Sustainability Assessment are chosen to be listed on

2277-502: The appropriate level of management. For instance, a risk concerning the image of the organization should have top management decision behind it whereas IT management would have the authority to decide on computer virus risks. The risk management plan should propose applicable and effective security controls for managing the risks. For example, an observed high risk of computer viruses could be mitigated by acquiring and implementing antivirus software. A good risk management plan should contain

2346-474: The areas surrounding the improved traffic capacity. Over time, traffic thereby increases to fill available capacity. Turnpikes thereby need to be expanded in a seemingly endless cycles. There are many other engineering examples where expanded capacity (to do any function) is soon filled by increased demand. Since expansion comes at a cost, the resulting growth could become unsustainable without forecasting and management. The fundamental difficulty in risk assessment

2415-457: The case of an unlikely event, the probability of occurrence of which is unknown. Therefore, in the assessment process it is critical to make the best educated decisions in order to properly prioritize the implementation of the risk management plan . Even a short-term positive improvement can have long-term negative impacts. Take the "turnpike" example. A highway is widened to allow more traffic. More traffic capacity leads to greater development in

2484-504: The confidence in estimates and decisions seems to increase. Strategies to manage threats (uncertainties with negative consequences) typically include avoiding the threat, reducing the negative effect or probability of the threat, transferring all or part of the threat to another party, and even retaining some or all of the potential or actual consequences of a particular threat. The opposite of these strategies can be used to respond to opportunities (uncertain future states with benefits). As

2553-429: The consequences occurring during use of the product, or detection of the root causes of unwanted failures that the team can then avoid. Controls may focus on management or decision-making processes. All these may help to make better decisions concerning risk. Briefly defined as "sharing with another party the burden of loss or the benefit of gain, from a risk, and the measures to reduce a risk." The term 'risk transfer'

2622-451: The context, the next step in the process of managing risk is to identify potential risks. Risks are about events that, when triggered, cause problems or benefits. Hence, risk identification can start with the source of problems and those of competitors (benefit), or with the problem's consequences. Some examples of risk sources are: stakeholders of a project, employees of a company or the weather over an airport. When either source or problem

2691-460: The customers of the enterprise, as well as external impacts on society, markets, or the environment. There are various defined frameworks here, where every probable risk can have a pre-formulated plan to deal with its possible consequences (to ensure contingency if the risk becomes a liability ). Managers thus analyze and monitor both the internal and external environment facing the enterprise, addressing business risk generally, and any impact on

2760-435: The decisions about how each of the identified risks should be handled. Mitigation of risks often means selection of security controls , which should be documented in a Statement of Applicability, which identifies which particular control objectives and controls from the standard have been selected, and why. Implementation follows all of the planned methods for mitigating the effect of the risks. Purchase insurance policies for

2829-434: The development of templates for identifying source, problem or event. Common risk identification methods are: Once risks have been identified, they must then be assessed as to their potential severity of impact (generally a negative impact, such as damage or loss) and to the probability of occurrence. These quantities can be either simple to measure, in the case of the value of a lost building, or impossible to know for sure in

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2898-427: The enterprise achieving its strategic goals . ERM thus overlaps various other disciplines - operational risk management , financial risk management etc. - but is differentiated by its strategic and long-term focus. ERM systems usually focus on safeguarding reputation, acknowledging its significant role in comprehensive risk management strategies. KOSPI 200 The KOSPI 200 ( Korean :  코스피 200 )

2967-433: The fact that they only delivered software in the final phase of development; any problems encountered in earlier phases meant costly rework and often jeopardized the whole project. By developing in iterations, software projects can limit effort wasted to a single iteration. Outsourcing could be an example of risk sharing strategy if the outsourcer can demonstrate higher capability at managing or reducing risks. For example,

3036-565: The findings of risk assessments in financial, market, or schedule terms. Robert Courtney Jr. (IBM, 1970) proposed a formula for presenting risks in financial terms. The Courtney formula was accepted as the official risk analysis method for the US governmental agencies. The formula proposes calculation of ALE (annualized loss expectancy) and compares the expected loss value to the security control implementation costs ( cost–benefit analysis ). Planning for risk management uses four essential techniques. Under

3105-416: The impact of the event equals risk magnitude." Risk mitigation measures are usually formulated according to one or more of the following major risk options, which are: Later research has shown that the financial benefits of risk management are less dependent on the formula used but are more dependent on the frequency and how risk assessment is performed. In business it is imperative to be able to present

3174-556: The leading 20 percent of the largest 600 European companies in terms of sustainability from the DJGTSMI. It is subset by three different more specific indexes for the region, the main subset being the Dow Jones Sustainability Eurozone Index (DJSI Eurozone). This index tracks the financial performance of sustainability leaders in the smaller eurozone region. Both indexes were launched in August 2010 and have their own further subset. The two subsets are

3243-712: The leading 40 sustainability driven companies in North America and the United States, respectively. Both subsets, however, were not launched until August 2008, three years after the DJSI North America. The Dow Jones Sustainability Asian Pacific Index (DJSI Asia Pacific) was launched at the same time as its single subset, the Dow Jones Sustainability Asia Pacific 40 Index (DJSI Asia Pacific 40), in January 2009. As of 2009,

3312-436: The leading sustainability companies, indexes covering additional exclusion criteria and indexes denominated in different currencies. To be incorporated in the DJSI, companies are assessed and selected based on their long-term economic, social and environmental asset management plans. Selection criteria evolve each year and companies must continue to make improvements to their long-term sustainability plans in order to remain on

3381-411: The listed companies' operation, even in those instances when submitted information if verified by an auditing firm such as PricewaterhouseCoopers, KPMG, etc. Ultimately, companies with challenging corporate environmental and social issues are more likely to devote public relations resources to minimize the perception of risk within their operations. In order to address some of this feedback, RobecoSAM added

3450-450: The loss attributed to war is retained by the insured. Also any amounts of potential loss (risk) over the amount insured is retained risk. This may also be acceptable if the chance of a very large loss is small or if the cost to insure for greater coverage amounts is so great that it would hinder the goals of the organization too much. Select appropriate controls or countermeasures to mitigate each risk. Risk mitigation needs to be approved by

3519-597: The most part, these methods consist of the following elements, performed, more or less, in the following order: The Risk management knowledge area, as defined by the Project Management Body of Knowledge PMBoK, consists of the following processes: The International Organization for Standardization (ISO) identifies the following principles for risk management: Benoit Mandelbrot distinguished between "mild" and "wild" risk and argued that risk assessment and management must be fundamentally different for

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3588-408: The most recent SAM questionnaire are more difficult to measure intangible business attributes such as innovation and customer relationship management. Questions are both directed at short-term risks and opportunities and sustainable long-term value creation. The intensity of the industry-specific criteria has continuously increased. In 1999, industry-specific information accounted for only 30 percent of

3657-563: The most sustainable 30 percent of the largest 200 Korean companies. The DJSI Korea was launched in October 2009, along with its subset the Dow Jones Sustainability Korea 20 Index (DJSI Korea 20). As of that date, 41 companies were included in the DJSI Korea. DJSI Korea 20 encompasses the largest 20 sustainable leading companies in the region. The index encompasses a smaller region than the other indexes resulting in

3726-478: The onset of DJSI's assessment criteria, SAM mainly focused on government compliance and regulations. It has evolved to embrace corporate sustainability as a key competitive advantage, taking into account nine specific criteria in addition to industry-specific criteria. Below are the criteria and weightings SAM uses to assess a company's overall score. These weightings are approximations, and actual weightings may differ between industries. A breakdown of these dimensions

3795-806: The organization or person making the risk management decisions. Another source, from the US Department of Defense (see link), Defense Acquisition University , calls these categories ACAT, for Avoid, Control, Accept, or Transfer. This use of the ACAT acronym is reminiscent of another ACAT (for Acquisition Category) used in US Defense industry procurements, in which Risk Management figures prominently in decision making and planning. Similarly to risks, opportunities have specific mitigation strategies: exploit, share, enhance, ignore. This includes not performing an activity that could present risk. Refusing to purchase

3864-431: The overall score, while now it accounts for nearly 60 percent. From these questionnaires, each company can be awarded one or a combination of the following status: SAM uses four sources of information to assess corporate sustainability: company questionnaire (the Corporate Sustainability Assessment), company documentation, Media and Stakeholder Analysis, and contact with companies. Using self-reported data as proxies for

3933-427: The performance of the largest 80 companies globally in terms of sustainability, with the DJSI World ex US 80 excluding the US from the top 80. The DJSI World and its subset are all reviewed on an annual basis. The ICB breakdown is shown here, with consumer discretionary being the most represented sector. Companies in bold represent the top ten holdings by index weight. The Dow Jones Sustainability Europe Index covers

4002-400: The person who has been in the accident. The insurance policy simply provides that if an accident (the event) occurs involving the policyholder then some compensation may be payable to the policyholder that is commensurate with the suffering/damage. Methods of managing risk fall into multiple categories. Risk-retention pools are technically retaining the risk for the group, but spreading it over

4071-508: The primary sources of information. Nevertheless, risk assessment should produce such information for senior executives of the organization that the primary risks are easy to understand and that the risk management decisions may be prioritized within overall company goals. Thus, there have been several theories and attempts to quantify risks. Numerous different risk formulae exist, but perhaps the most widely accepted formula for risk quantification is: "Rate (or probability) of occurrence multiplied by

4140-458: The reduction approach lowers risks by implementing strategies like insurance, which provides protection for a variety of asset classes and guarantees reimbursement in the event of losses. Once risks have been identified and assessed, all techniques to manage the risk fall into one or more of these four major categories: Ideal use of these risk control strategies may not be possible. Some of them may involve trade-offs that are not acceptable to

4209-413: The risks being faced. Risk analysis results and management plans should be updated periodically. There are two primary reasons for this: Enterprise risk management (ERM) defines risk as those possible events or circumstances that can have negative influences on the enterprise in question, where the impact can be on the very existence, the resources (human and capital), the products and services, or

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4278-406: The risks that it has been decided to transferred to an insurer, avoid all risks that can be avoided without sacrificing the entity's goals, reduce others, and retain the rest. Initial risk management plans will never be perfect. Practice, experience, and actual loss results will necessitate changes in the plan and contribute information to allow possible different decisions to be made in dealing with

4347-447: The severity of the loss or the likelihood of the loss from occurring. For example, sprinklers are designed to put out a fire to reduce the risk of loss by fire. This method may cause a greater loss by water damage and therefore may not be suitable. Halon fire suppression systems may mitigate that risk, but the cost may be prohibitive as a strategy . Acknowledging that risks can be positive or negative, optimizing risks means finding

4416-520: The social or environmental effects the DJSI intends to reflect leaves the index exposed to corporate biases and additional credibility risks. It rewards companies with greatest capacity to respond to SAM's questionnaires and information requests rather than those with the best socially responsible practices. Secondly, relying on self-reported data carries substantial risks since information from companies may not be completely credible. An index based on biased information often underestimates real risk factors in

4485-426: The two types of risk. Mild risk follows normal or near-normal probability distributions , is subject to regression to the mean and the law of large numbers , and is therefore relatively predictable. Wild risk follows fat-tailed distributions , e.g., Pareto or power-law distributions , is subject to regression to the tail (infinite mean or variance, rendering the law of large numbers invalid or ineffective), and

4554-811: The validity of the company's information. In early 2009, an independent expert study commissioned by the United Nations Environment Programme Finance Initiative (UNEP FI) and presented at the World Economic Forum in Davos , highlighted the SAM assessment as "the most rigorous in terms of the number of questions and depth of information requested". In 2009, SAM carried out its 11th-consecutive Corporate Sustainability Assessment, assessing more than 1,200 companies, an increase of eight percent from 2008. At

4623-416: The whole group involves transfer among individual members of the group. This is different from traditional insurance, in that no premium is exchanged between members of the group upfront, but instead, losses are assessed to all members of the group. Risk retention involves accepting the loss, or benefit of gain, from a risk when the incident occurs. True self-insurance falls in this category. Risk retention

4692-469: The world index. Customized indexes are continuously being developed and delivered to encompass different regions or individualized sections of companies to add additional exclusions when needed and to change the currencies they are denoted in. The DJSI have been divided into various benchmarks including the World, Europe, North America, Asia Pacific, Nordic, and Korean indexes. The World Index, or DJSI World,

4761-723: Was first published in September 1999. It is based on the largest 2,500 companies in the Dow Jones Global Total Stock Market Index (DJGTSMI). It covers the top-ten percent of these companies in terms of economic, environmental, and social criteria which equals about 300 companies. The DJSI World has two subset indexes, which are the Dow Jones Sustainability Index World 80 (DJSI World 80) and the Dow Jones Sustainability Index World ex US 80 (DJSI World ex US 80). Both subsets were initially published in August 2008 and track

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