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- 12/06/18--03:20: _Circular Economy He...
- 12/06/18--03:30: _Wells Fargo Sparks ...
- 12/06/18--03:30: _Mohawk Expands Air....
- 12/06/18--03:35: _Calling All Creativ...
- 12/06/18--03:35: _CBRE Report: Autono...
- 12/06/18--03:45: _Keep America Beauti...
- 12/06/18--05:30: _Battling a ‘Mountai...
- 12/06/18--05:35: _BLOG | ScottsMiracl...
- 12/07/18--01:15: _Why Your Startup Sh...
- 12/07/18--01:15: _Balancing Energy Tr...
- 12/07/18--01:30: _Tata Consultancy Se...
- 12/07/18--01:35: _From “Disclose” to ...
- 12/07/18--02:00: _Consumers Buy From ...
- 12/07/18--02:05: _CMS Energy Releases...
- 12/07/18--02:30: _Arrow Electronics S...
- 12/07/18--02:45: _The On-ramp to Flee...
- 12/07/18--03:25: _Northern Trust Cana...
- 12/07/18--04:30: _Sysco Is Delivering...
- 12/07/18--06:30: _Statement From Lise...
- 12/07/18--07:25: _Climate Change Move...
- 12/06/18--03:20: Circular Economy Helps IT Build Toward Sustainability
- Effectiveness starts with a plan that encompasses the entire lifecycle.
- Recycle, refurbish, reuse are all parts of the process.
- Partnering with a specialist helps businesses derive the greatest value.
- Valley Small Business Development Corporation– Fresno, California
- Women’s Economic Ventures– Santa Barbara, California
- Colorado Enterprise Fund– Denver
- First State Community Loan Fund– Wilmington, Delaware
- City First Enterprises– Washington, D.C.
- Washington Area Community Investment Fund– Washington, D.C.
- Southwest Georgia United Empowerment Zone– Cordele, Georgia
- Chicago Neighborhood Initiatives Micro Finance Group– Chicago
- Maryland Capital Enterprises– Salisbury, Maryland
- Northwest Minnesota Foundation– Bemidji, Minnesota
- Native360 Loan Fund– Grand Island, Nebraska
- Rural Investment Corporation– Lyons, Nebraska
- Excelsior Growth Fund– Albany, New York
- Grameen America– New York, New York
- The Enterprise Center Capital Corporation– Philadelphia
- West Philadelphia Financial Services Institution– Philadelphia
- Women’s Opportunities Resource Center– Philadelphia
- Beaufort County Black Chamber of Commerce– Beaufort, South Carolina
- BCL of Texas– Austin, Texas
- Focus on creating the most attractive building and work environment possible
- Replace parking lots, garages and on-street parking with amenities and urban retail
- Target walkable areas
- Consider a broader geographic range of opportunities for office locations or investments
- 12/06/18--05:30: Battling a ‘Mountain of Hunger’ With Every Meal
- 12/07/18--01:15: Why Your Startup Should Create Impact, Not Advertising
- 12/07/18--01:15: Balancing Energy Trilemma in Low Carbon Transition
- 12/07/18--02:00: Consumers Buy From Companies That Take a Stand
- 12/07/18--02:30: Arrow Electronics SAM Car Featured on NBC’s Today Show
- 12/07/18--02:45: The On-ramp to Fleet Electrification
- 12/07/18--03:25: Northern Trust Canada Branch Volunteered at Covenant House Toronto
- 12/07/18--07:25: Climate Change Moves From Risk to Reward
By David Chernicoff, Contributing Writer
Applying the circular economy method is likely the right choice for your business—assuming you want to save money and help the planet. It involves developing IT consumption processes that reflect on corporate ethics and responsibility and enable a more sustainable business environment.
IT efficiency is a goal every IT department has in the back of its mind. A focus on efficiency usually translates into a more effective IT department, one that can deliver resources to the business in an effective and timely fashion. But one area that quite often doesn’t get as much attention is financial efficiency. IT is usually focused on being an effective service provider: It looks at its budget, determines the equipment necessary to meet annual goals, and makes the hardware investment to allow the department to hit those goals and service the business units.
But a concept new to IT is starting to impact how IT departments can be the most efficient: the circular economy. While not a new idea, a circular economy model for IT that focuses on sustainability, reuse, and recycling brings a much different approach than what has often become a more throw-away model of technology consumption. All too often, even large corporate enterprises use an ad hoc model for purchasing new IT hardware, usually on a “I’ve got a new project so let’s buy some new hardware” basis, a technique at odds with the fundamental concepts of a sustainable economy. Re-examining an asset lifecycle model is the best place for IT to start. It not only helps companies become more economically efficient, but also enables them to do their part as responsible users of global resources.
Comprehensive asset lifecycle management can be a thorough approach, but for best alignment with a circular economy model, companies should be primarily concerned with the acquisition and disposal of hardware asset as part of an asset lifecycle. However, that doesn’t mean a business should wait for those stages of the lifecycle to begin considering the how, where, and why of asset disposal.
Where to start
While it might seem that concerns over how you are going to dispose of hardware assets is something that matters only as the product nears its end of service life, a responsible corporate approach is to consider these issues from the start. In fact, according to HPE Financial Services' Circular Economy and IT Mindsets Study, two-thirds of companies have now developed sustainability programs specific to their IT departments. The most effective business model, for both the circular economy and asset lifecycle management, is to build a relationship with a partner that understands both your business model and what your company wants done with its hardware assets. And in an era of increasing governmental regulation, it is entirely possible that how hardware is disposed of falls under very specific regulations regarding environmental impact.
Unless your company's business is hardware recycling and disposal, partnering with someone that is in that business allows you to get the most for your out-of-date equipment without risking potential regulatory or environmental problems. This is especially true if your company is global, with facilities in multiple countries.
What to look for
From a business perspective, the simplest way to handle end-of-life data center IT equipment is to trade it in on next-generation hardware. Most vendors allow you to maximize the value of existing equipment if you trade it in on their new equipment. While this seems simple, it is important to ensure you are getting the best value for your equipment. Over the life of the hardware lifecycle, you may have upgraded the equipment you plan to trade, adding such things as RAM, hard drives, or new blades. When you trade the hardware, you want to make sure you get value for those upgrades. With a lot of equipment in a large enterprise, it is easy to forget which server had RAM added or which rack got additional hard drives. Every component within a system has value, and a good partner audits each component before assigning value. You should get detailed information on all of the equipment in the program and an analysis of the appropriate resolution, be it refurbish or recycle, with the end goal you establish as part of the process.
And don’t forget that most data center hardware venders offer programs beyond simple trade-in, with financial incentives to encourage you to use their asset recovery services.
But what if your business model doesn’t allow you to simply trade in your hardware. What if your choice is to go with recycling? Once again, you need a good partner, one that can demonstrate an end-to-end chain of custody, especially if you want to ensure the equipment is physically recycled and not refurbished or remarketed. The reputation of IT recycling businesses is, perhaps, not the best. We’ve all heard the stories of supposedly refurbished hardware being purchased only to discover hard drives full of data from the previous owner. Even in a case where the data is unreadable or unusable, such an action could easily violate local privacy regulations, opening the original owner of the hardware to regulatory penalties.
This is simply an example of why the reliability of your partner is paramount if you are allowing hardware to be refurbished and reused. It is unlikely that your IT department has the time or the budget to ensure that every data storage device has been properly wiped and reformatted, making this double-checking a task best suited to your chosen partner.
Among the ways to evaluate the effectiveness of your organization's efforts to work within the circular economy is to track the status of your assets in the recovery process. Also, look to obtain reports related to your organization's ability to be more sustainable, such as how much of your retired equipment is being refurbish versus recycled, as well as the potential costs, energy use, and environmental impact of your asset retirement process.
A good plan and reliable partner
There seem to be endless examples of both the good and the bad of dealing with asset retirement. But to get the best value for the business while embracing the sustainability aspects of the circular economy, a business needs two things: a plan that encompasses the entire asset lifecycle—not simply disposal at end of life—and a strong partner that can address the end-to-end process of asset retirement, while offering the business a good selection of options throughout the process. A strong asset recovery plan goes a long way toward meeting the needs of an ethical and responsible corporate environment.
The circular economy: Lessons for leaders
This article/content was written by the individual writer identified and does not necessarily reflect the view of Hewlett Packard Enterprise Company.
Tweet me:"Applying the circular economy method is likely the right choice for your business—assuming you want to save money and help the planet. " http://bit.ly/2Sz1uRz via @HPE_LivingProg #circulareconomy
KEYWORDS: circular economy, HPE, sustainability, IT
Additional $100 million already pledged to continue support; latest funding serves rural and urban communities in Nebraska, California, New York and more
SOURCE:Wells Fargo & Company
SAN FRANCISCO, December 6, 2018 /3BL Media/ Wells Fargo & Company (NYSE: WFC) announced it has exceeded its initial $75 million commitment for the Wells Fargo Works for Small Business: Diverse Community Capital program by awarding $13 million in lending capital and grants to 19 Community Development Financial Institutions (CDFIs) in the latest round of the program. The CDFIs, which are nonprofit financial institutions, use the funds to deliver affordable financial products to diverse small business owners who do not typically have access to conventional financing.
Wells Fargo previously announced that the program will continue at least into 2020 through an additional $100 million commitment from the Wells Fargo Foundation, based on the program’s early success.
With the latest round of funding, the program aims to be even more inclusive of rural communities in addition to urban neighborhoods. Organizations serving rural counties in South Carolina, Maryland, Nebraska, Georgia and California will receive funding, as well as CDFIs serving urban centers such as Washington, D.C., Philadelphia, New York and Chicago.
“Rural small businesses and their diverse owners have different challenges than their urban counterparts, and we want to be part of a solution that helps remove those obstacles to growth,” said Mike Rizer, director of Community Relations at Wells Fargo. “The range of geographies served by these awardees demonstrates Wells Fargo’s commitment to supporting communities across the country, regardless of our retail presence. Small business owners who would not otherwise have access to the resources needed to start or grow their businesses will now have resources through the CDFIs we are supporting.”
The latest Diverse Community Capital recipients are:
The Diverse Community Capital program is a collaboration between Wells Fargo and Opportunity Finance Network, a national network of CDFIs. Opportunity Finance Network offers a social capital component of the program, which focuses on helping CDFIs grow stronger through activities including in-person networking, mentorship, consulting and peer learning.
According to Opportunity Finance Network, Diverse Community Capital awardees have closed more than $391 million through more than 8,000 loans to diverse small business clients. Diverse small businesses that received loans from awardee CDFIs have retained more than 21,000 jobs and created more than 15,000 jobs as a result of accessing the capital and development services they needed.
About Wells Fargo
Wells Fargo & Company (NYSE: WFC) is a diversified, community-based financial services company with $1.9 trillion in assets. Wells Fargo’s vision is to satisfy our customers’ financial needs and help them succeed financially. Founded in 1852 and headquartered in San Francisco, Wells Fargo provides banking, investment and mortgage products and services, as well as consumer and commercial finance, through 7,950 locations, 13,000 ATMs, the internet (wellsfargo.com) and mobile banking, and has offices in 37 countries and territories to support customers who conduct business in the global economy. With approximately 262,000 team members, Wells Fargo serves one in three households in the United States. Wells Fargo & Company was ranked No. 26 on Fortune’s 2018 rankings of America’s largest corporations. News, insights and perspectives from Wells Fargo are also available at Wells Fargo Stories.
KEYWORDS: small business, Wells Fargo, diverse communities, diverse community capital program, Community Development Financial Institutions, CDFI, NYSE:WFC
New styles provide more design options while also offering easy-to-clean, VOC-free residential application
CALHOUN, Ga., December 6, 2018 /3BL Media/ — For consumers who value a hypoallergenic floor, Mohawk’s 100% recyclable Air.o soft flooring has resonated in a major way after a successful initial market launch that will see an expansion of four additional styles in 2019 to meet growing popularity demands.
“We have witnessed a fantastic consumer response to Air.o as well as tremendous growth in market acceptance and interest level,” said Seth Arnold, vice president of residential marketing. “So many homeowners have looked for and waited for a hypoallergenic flooring product, and Air.o is helping real people in their everyday lives. Expanding and upgrading Air.o styles will only accelerate the product growth, translate into more sales and help more families in the end.”
Four new multicolor Air.o styles will be added in 2019 to the current 12-style assortment, bringing the total line to 16 different offerings. With multiple price points and thicker weights, these new additions give consumers greater design options while offering the perfect, easy-to-clean, VOC-free Air.o option to serve their homes.
These new additions—Rest Assured I (40 oz.), Rest Assured II (50 oz.), Peaceful Moments I (45 oz.) and Peaceful Moments II (55 oz.)—feature innovative styling that includes spectacular new multicolor yarns. No matter which style consumers choose, Air.o’s unique unified construction will not absorb any moisture, helping to prevent the growth or spread of allergens such as mold, mildew and dust mites.
This construction also makes Air.o incredibly easy to install and provides better airflow, releasing more dust, dirt and pet dander when vacuuming. Engineered with just one material and being latex-free with no “new carpet” smell, Air.o is the only 100% recyclable soft flooring available in the market.
For more information on Mohawk Air.o products, visit MohawkFlooring.com or see your local Mohawk sales representative.
Mohawk Industries is a leading global flooring manufacturer that creates products to enhance residential and commercial spaces around the world. Mohawk’s vertically integrated manufacturing and distribution processes provide competitive advantages in the production of carpet, rugs, ceramic tile, laminate, hardwood, stone and vinyl flooring. Our industry-leading innovation has yielded products and technologies that differentiate our brands in the marketplace and satisfy all remodeling and new construction requirements. Our brands are among the most recognized in the industry and include Mohawk, American Olean, Daltile, Durkan, IVC, Karastan, Marazzi, Pergo, Unilin and Quick-Step. During the past decade, Mohawk has transformed its business from an American carpet manufacturer into the world’s largest flooring company with operations in Australia, Brazil, Canada, Europe, India, Malaysia, Mexico, New Zealand, Russia and the United States.
Tweet me:.@MohawkFlooring to add 4 new styles to 100% recyclable Air.o soft flooring line in 2019, offering multiple price points, thicker weights, and more design options for #hypoallergenic, easy-to-clean, #VOCfree residential applications http://bit.ly/2EfnihW #sustainableflooring
+1 (423) 779-6974
KEYWORDS: NYSE:MHK, mohawk group, Air.o, allergens
Symantec nonprofit partner Code.org talks diversity in tech, STEM education, and how to participate in Hour of Code
By Alice Steinglass, President of Code.org
Symantec is celebrating Computer Science Education Week, which raises awareness about the need to elevate computer science education at all levels and to underscore the critical role of computing in all careers.
Today, we’re featuring a guest post by Alice Steinglass, President of Code.org, one of Symantec’s nonprofit partners. Code.org is dedicated to expanding access to computer science in schools and increasing participation by women and underrepresented minorities.
Solving the diversity problem begins in K-12
The Symantec team and Code.org share the view that all students, particularly young women and underrepresented populations, should have access to computer science education. Girls are more likely to study computer science in college if they study it in high school and the lack of CS education particularly impacts underrepresented minorities and high needs schools.
Symantec’s Corporate Responsibility team has supported Code.org for the last four years with funding dedicated to professional development for teachers and support for our efforts to reach young women of color. In addition to funding Hour of Code efforts, the Symantec team has also helped students to do an hour of code and to learn more about careers in technology.
What is the Hour of Code?
The Hour of Code, a key part of Computer Science Education Week, is a one-hour introduction to computer science, designed to demystify "code", to show that anybody can learn the basics, and to broaden participation in the field of computer science.
The theme for this year’s event is creativity! Just as teaching students to write enables them to express their creativity through stories and poems, teachings students to code empowers them to express their creativity through their own apps, games, websites or interactive art. We’re challenging students to show us their creativity with computer science and asking them ‘What will you create?’
While one hour isn’t enough to learn how to code, the Hour of Code is about increasing access to computer science by breaking stereotypes and opening doors. Some kids may learn programming concepts like loops, conditionals, or basic debugging through the Hour of Code. But a much more important goal is for students and teachers to learn that computer science is fun and they can do it — you can start at any age, in any classroom, even if you don’t have a computer.
When looking at our impact, we found that 20 percent more high school girls like computer science after an Hour of Code. In 2017, 49 percent of participating students worldwide were female and in the U.S., 30 percent of participants were underrepresented students of color.
It’s too early to tell whether this shift in perception will lead to more girls and students of color majoring in computer science in college or pursuing a career in it. But these results show how just one positive experience can dramatically transform one’s attitude toward an academic subject.
The “STEM” problem is in computer science
There are currently half a million open computing jobs in the United States, and yet only 35 percent of high schools in America offer computer science classes. Beyond working in tech, anyone can benefit from base-level knowledge of computer science, but most teachers don’t have a background in computer science (CS) from when they went to school.
Since teachers often lack a CS background, Code.org focuses on offering professional development programs that can help teachers learn to teach computer science. We’ve already had over 80,000 teachers attend our program and over 32 million students have started learning on Code.org.
During CSEdWeek we continue to raise awareness that every student in every school should have the opportunity to learn computer science. Launched in 2009 by the Association for Computing Machinery (ACM) with the cooperation and deep involvement of other partners, it is celebrated each year during the week of Grace Hopper’s birthday (12/9).
Today Code.org organizes CSEdWeek– but we couldn’t do it without the help and support of dozens of partner organizations! Our partners include companies like Microsoft and Amazon, other non-profits such as the Computer Science Teachers Association and hundreds of curriculum providers. We also have support from corporations across the country including Symantec.
Have fun and don’t be afraid to dive in. Here’s how to join in.
Host an Hour of Code to introduce kids to the world of computing- no experience needed. Hour of Code is a great opportunity to volunteer in your child’s classroom and help introduce them and their classmates to computer science. Contact your child’s teacher and use the how to guide here: https://hourofcode.com/us/how-to/parents.
The Hour of Code is not limited to one hour of coding. Thousands of the events during Computer Science Education Week go beyond one hour, and involve activities other than coding.
Volunteer. Through Code.org's local volunteer search, educators can locate engineers in their area willing to donate their time to educate and inspire students interested in computer science. Sign up here to be included in the volunteer search.
Try an hour of code. Not part of a technical team? Find a tutorial and try the Hour of Code yourself—everyone can benefit from learning the basics.
Alice Steinglass is the president at Code.org, which makes the most popular computer science courses in America for students from kindergarten through high school. Code.org workshops and professional learning programs have prepared tens of thousands of teachers across the United States to begin teaching computer science. The Code.org team also partners with education and software companies across the industry to run the Hour of Code - a global movement reaching tens of millions of students in over 180 countries.
SOURCE:CBRE Group, Inc.
By disrupting the way employees commute to work, autonomous vehicles are expected to fundamentally reshape the U.S. office market by 2030, according to a new report from CBRE. Most significantly, the primacy of commercial real estate’s traditional decision drivers—geographic location and access to talent—may decrease as the importance placed on the workplace experience and building amenities grows.
Based on extensive and proprietary research, including interviews with leading experts in the AV space, CBRE’s report predicts that autonomous vehicles could account for between 11 and 27 percent of vehicle-miles traveled (VMT) by 2030. Factors considered in CBRE’s analysis include the rate at which the cost-per-mile for AVs decreases compared to personal cars; the time it takes to develop software capable of navigating both inclement weather and complex urban roadway layouts; and advances in vehicle manufacturing capacity.
“Autonomous vehicles may have the greatest impact on U.S. real estate markets since mass adoption of the car and expansion of the federal highway system,” said David Eisenberg, senior vice president, Digital Enablement & Technology, CBRE. “Ride-sharing services, which currently account for only about two percent of vehicle miles traveled in the U.S., have already had a major impact on transportation patterns, so even the conservative estimate of an 11 percent share of VMT will significantly disrupt employee mobility, and thus impact office markets, by 2030.”
By enabling employees to work, relax or sleep during their commutes, autonomous vehicles could increase the distance they are willing to travel to the office, giving occupiers a wider—and cheaper—range of geographic options when considering office locations. This could create new investment opportunities for landlords in areas that are not currently accessible via public transportation, such as the suburbs east of Oakland and in the Inland Empire, according to CBRE’s report.
If occupiers have a wider range of location options and employees find autonomous vehicles to make for a more enjoyable commute than public transportation, proximity to commercial centers and public transit could become less critical when it comes to attracting top talent. Conversely, demand for properties in locations that have “live, work, play” walkability will remain strong, particularly as micro-mobility options such as eScooters and bike sharing, which increase the distance someone without a car can cover, continue to be more prevalent.
In preparation for the onset of AVs, CBRE’s report outlines steps for office owners and occupiers to position themselves for the future now:
“If AVs render geographic location less of a factor in real estate decision making, the building itself, including its workplace experience and amenities, will increase in importance,” said Andrea Cross, Americas head of office research, CBRE. “Occupiers already find highly amenitized buildings appealing, and while the exact timing for widespread adoption of autonomous vehicles remains uncertain, property differentiation is one element that landlords can control that will increase their buildings’ attractiveness now and in the future.”
“The impact of AVs will be felt across nearly all property types and sectors, from retail, industrial, healthcare and hospitality, to insurance markets and subsequent capital flows,” added Laura Sagues, senior vice president, CBRE.
CBRE Group, Inc. (NYSE:CBRE), a Fortune 500 and S&P 500 company headquartered in Los Angeles, is the world’s largest commercial real estate services and investment firm (based on 2017 revenue). The company has more than 80,000 employees (excluding affiliates), and serves real estate investors and occupiers through approximately 450 offices (excluding affiliates) worldwide. CBRE offers a broad range of integrated services, including facilities, transaction and project management; property management; investment management; appraisal and valuation; property leasing; strategic consulting; property sales; mortgage services and development services. Please visit our website at www.cbre.com.
KEYWORDS: autonomous vehicles, reshape market, CBRE
SOURCE:Keep America Beautiful
STAMFORD, Conn., December 6, 2018/3BL Media/ -- Keep America Beautiful, the iconic national nonprofit community improvement organization, is lighting up Broadway this holiday season in celebration of its 65th anniversary.
More than 1 million people pass through Times Square every day during the holidays and it’s a perfect time for Keep America Beautiful to share its vision of a clean, green and more beautiful America with millions of tourists and New York City residents alike.
The promotion will run on the digital billboard at The Bowtie (1500 Broadway and West 43rd Street), at least three times per hour in 15-second segments. This is a great opportunity to share the Keep America Beautiful message with the world, and an occasion to donate to Keep America Beautiful by texting KAB to 56512.
The Times Square advertisement complements Keep America Beautiful’s 65th anniversary PSA – “Let’s Talk About America” – which has been seen in 181 media markets across the country with more than 30,000 airings in 2018.
“Keep America Beautiful wants to let America know that we transform public spaces into beautiful places from the heartland to ‘The Crossroads of the World,’” said Keep America Beautiful President and CEO Helen Lowman. “We’ve been keeping America clean, green and beautiful for 65 years, so celebrating our anniversary on Broadway seemed like a beautiful thing to do.”
About Keep America Beautiful
Keep America Beautiful, the nation’s iconic community improvement nonprofit organization, inspires and educates people to take action every day to improve and beautify their community environment. Celebrating its 65th Anniversary in 2018, Keep America Beautiful strives to End Littering, Improve Recycling and Beautify America’s Communities. We believe everyone has a right to live in a clean, green and beautiful community, and shares a responsibility to contribute to that vision.
Behavior change – steeped in education, research and behavioral science – is the cornerstone of Keep America Beautiful. We empower generations of community and environmental stewards with volunteer programs, hands-on experiences, educational curricula, practical advice and other resources. The organization is driven by the work and passion of more than 600 Keep America Beautiful affiliates, millions of volunteers, and the collaborative support of corporate partners, social and civic service organizations, academia, municipalities, elected officials, and individuals. Join us on Facebook, Instagram, Twitter and YouTube. Donate and take action at kab.org.
Keep America Beautiful
+1 (203) 659-3008
Keep America Beautiful
+1 (203) 659-3014
KEYWORDS: Keep America Beautiful, 65th anniversary, Times Square, broadway, text to donate
A Georgia food bank that feeds thousands through its Kids Café and other programs is among those benefiting from Wells Fargo’s Holiday Food Bank.
SOURCE:Wells Fargo & Company
During the cold, winter months, Christina Harris is glad she isn’t forced to choose between heat and food for her family.
Each day, her children, along with nearly 1,700 others in their area, get a hot meal through Kids Café, a program of Feeding the Valley Food Bank in Midland, Georgia. Read the full story and watch the video at Wells Fargo Stories. “The kids won’t go hungry, and I won’t go hungry myself,” said Harris of the meals at Kids Café — support that becomes even more important during the holidays and summer when kids are out of school. Feeding the Valley is one of 200 food banks receiving food and money through the joint Wells Fargo and Feeding America Holiday Food Bank program, which began Nov. 13 and continues through Dec. 31. “After I come to the Kids Café and I have yummy food, I feel great, because I ate and I’m not hungry,” said Naomi Lowe, 9, after a Kids Café dinner at the Wilson Apartments in Columbus, Georgia — one of 28 sites for the program. ‘The support we’ve seen … is inspiring’ In addition to food collection bins stationed at each of Wells Fargo’s 5,700 bank branches, the company is also offering customers the opportunity to donate money to Feeding America through Wells Fargo ATMs or online at wellsfargo.com/foodbank. This year’s Holiday Food Bank program also includes a pop-up food bank tour of nine cities across the U.S. Wells Fargo kicked off the 2018 Holiday Food Bank program Nov. 13 with a $4 million grant to Feeding America, and is matching monetary donations up to $1 million, for a total possible grant to Feeding America of $5 million. The total would help provide 50 million meals to people in need this holiday season. A $1 contribution to Feeding America helps member food banks provide at least 10 meals. So far, the Wells Fargo Holiday Food Bank already has helped provide more than 2.3 million meals at the program’s midpoint through consumer monetary donations and nonperishable food collected at bank branches and mobile pop-up food banks — nearly five times the amount collected at this point in 2017 during the company’s inaugural Holiday Food Bank. Additionally, Wells Fargo team members have logged more than 4,700 hours since the start of the program volunteering for 65 different Feeding America-member food banks. “The support we’ve seen from across the country is inspiring,” said Wells Fargo Chief Marketing Officer Jamie Moldafsky. “Thanks to everyone who has already joined with us to #GiveWhatYouCan, or will before the program ends, to fill food pantries and plates and give the gift of food and relief from hunger this holiday season.” Feeding the Valley Food Bank serves 13 counties in West Georgia and one county in Alabama — covering 5,000 square miles and many different communities. Of the coverage area’s 437,000 residents, 87,400, or 20 percent, are food insecure, meaning they are unsure of where their next meal will come from. And 35,000 of the food insecure are under age 18. Food insecurity has many causes, from unemployment to underemployment and such major life events as deaths, major illnesses, divorce, fires, floods, and natural disasters. And food that could help feed the hungry often never makes it to those who need it most. Excluding consumer waste at home, the U.S. Department of Agriculture estimates that 52 billion pounds of food from manufacturers, grocery stores, and restaurants end up in landfills. An additional 20 billion pounds of fruits and vegetables are discarded on farms or left in fields and plowed under. Fighting hunger in West Georgia and Alabama The first of three Wells Fargo Holiday Food Bank deliveries of food collected at Georgia bank branches to food banks is mid-December; the last delivery in Georgia is Jan. 10. David Shemwell, Feeding the Valley’s administrator, said the Wells Fargo Holiday Food Bank assistance comes at a time of peak need and as the nonprofit seeks to continue expanding its services and reach in the face of the stubborn foe of hunger. Over the last 10 years, Shemwell said that growing support in food, money, and volunteers has allowed Feeding the Valley to increase food distribution from 1.7 million to 9.1 million pounds each year. Big factors in the increase, he said, include the addition of two warehouses providing 54,000 square feet for food storage; new partnerships with corporations and the community; and increased community outreach. The result has been more food, money, and volunteers like Wells Fargo’s Widilia Hernandez. Calling her childhood in a single-parent home a “struggle with food insecurity,” the Wells Fargo service manager in Columbus, Georgia, feels a personal connection to Feeding the Valley’s mission. “Volunteering at the Feeding the Valley Food Bank makes me feel inspired,” Hernandez said, “and appreciative of the things that I have now.” Still, even with Feeding the Valley’s growth, Shemwell said the nonprofit is reaching only about half of the people who need food. “There’s always a need for more food and funds to help us,” he said. “What makes the Wells Fargo Holiday Food Bank so special for us is that it provides both. We face a mountain of hunger, which takes everyone working together to climb.”
Each day, her children, along with nearly 1,700 others in their area, get a hot meal through Kids Café, a program of Feeding the Valley Food Bank in Midland, Georgia. Read the full story and watch the video at Wells Fargo Stories.
“The kids won’t go hungry, and I won’t go hungry myself,” said Harris of the meals at Kids Café — support that becomes even more important during the holidays and summer when kids are out of school.
Feeding the Valley is one of 200 food banks receiving food and money through the joint Wells Fargo and Feeding America Holiday Food Bank program, which began Nov. 13 and continues through Dec. 31.
“After I come to the Kids Café and I have yummy food, I feel great, because I ate and I’m not hungry,” said Naomi Lowe, 9, after a Kids Café dinner at the Wilson Apartments in Columbus, Georgia — one of 28 sites for the program.
‘The support we’ve seen … is inspiring’
In addition to food collection bins stationed at each of Wells Fargo’s 5,700 bank branches, the company is also offering customers the opportunity to donate money to Feeding America through Wells Fargo ATMs or online at wellsfargo.com/foodbank. This year’s Holiday Food Bank program also includes a pop-up food bank tour of nine cities across the U.S.
Wells Fargo kicked off the 2018 Holiday Food Bank program Nov. 13 with a $4 million grant to Feeding America, and is matching monetary donations up to $1 million, for a total possible grant to Feeding America of $5 million.
The total would help provide 50 million meals to people in need this holiday season. A $1 contribution to Feeding America helps member food banks provide at least 10 meals.
So far, the Wells Fargo Holiday Food Bank already has helped provide more than 2.3 million meals at the program’s midpoint through consumer monetary donations and nonperishable food collected at bank branches and mobile pop-up food banks — nearly five times the amount collected at this point in 2017 during the company’s inaugural Holiday Food Bank.
Additionally, Wells Fargo team members have logged more than 4,700 hours since the start of the program volunteering for 65 different Feeding America-member food banks.
“The support we’ve seen from across the country is inspiring,” said Wells Fargo Chief Marketing Officer Jamie Moldafsky. “Thanks to everyone who has already joined with us to #GiveWhatYouCan, or will before the program ends, to fill food pantries and plates and give the gift of food and relief from hunger this holiday season.”
Feeding the Valley Food Bank serves 13 counties in West Georgia and one county in Alabama — covering 5,000 square miles and many different communities. Of the coverage area’s 437,000 residents, 87,400, or 20 percent, are food insecure, meaning they are unsure of where their next meal will come from. And 35,000 of the food insecure are under age 18.
Food insecurity has many causes, from unemployment to underemployment and such major life events as deaths, major illnesses, divorce, fires, floods, and natural disasters. And food that could help feed the hungry often never makes it to those who need it most.
Excluding consumer waste at home, the U.S. Department of Agriculture estimates that 52 billion pounds of food from manufacturers, grocery stores, and restaurants end up in landfills. An additional 20 billion pounds of fruits and vegetables are discarded on farms or left in fields and plowed under.
Fighting hunger in West Georgia and Alabama
The first of three Wells Fargo Holiday Food Bank deliveries of food collected at Georgia bank branches to food banks is mid-December; the last delivery in Georgia is Jan. 10.
David Shemwell, Feeding the Valley’s administrator, said the Wells Fargo Holiday Food Bank assistance comes at a time of peak need and as the nonprofit seeks to continue expanding its services and reach in the face of the stubborn foe of hunger.
Over the last 10 years, Shemwell said that growing support in food, money, and volunteers has allowed Feeding the Valley to increase food distribution from 1.7 million to 9.1 million pounds each year. Big factors in the increase, he said, include the addition of two warehouses providing 54,000 square feet for food storage; new partnerships with corporations and the community; and increased community outreach. The result has been more food, money, and volunteers like Wells Fargo’s Widilia Hernandez.
Calling her childhood in a single-parent home a “struggle with food insecurity,” the Wells Fargo service manager in Columbus, Georgia, feels a personal connection to Feeding the Valley’s mission.
“Volunteering at the Feeding the Valley Food Bank makes me feel inspired,” Hernandez said, “and appreciative of the things that I have now.”
Still, even with Feeding the Valley’s growth, Shemwell said the nonprofit is reaching only about half of the people who need food.
“There’s always a need for more food and funds to help us,” he said. “What makes the Wells Fargo Holiday Food Bank so special for us is that it provides both. We face a mountain of hunger, which takes everyone working together to climb.”
KEYWORDS: Food Bank, Feeding America, Wells Fargo, holiday food bank, georgia, feeding the valley, NYSE:WFC
ScottsMiracle-Gro Foundation environmental partners in Texas and Florida recently reported on their accomplishments in the past year. In addition to the normal challenges of engaging youth in coastal restoration, both program sites had to cope and adapt after experiencing severe hurricanes.
Visit our blog to learn about how Galveston Bay Foundation and Tampa Bay Watch are protecting coastlines and building resilience while coping with disasters. Read the full article here.
Tweet me:.@Scotts_MGro Foundation supports their environmental partners in Florida and Texas as they make strides in their mission to build #CoastalResilience and cope with the aftermath of #hurricanes http://bit.ly/2P4K5hj #DisasterRelief #WaterPositive
KEYWORDS: ScottsMiracle-Gro, ScottsMiracle-Gro Foundation, NYSE:SMG, hurricane relief, Texas, Florida, Galveston Bay Foundation, Tampa Bay Watch, Coastal restoration
Large organizations like Johnson & Johnson for years have a major stake in the ground as an employer and can offer learnings and best practices for businesses who are looking to incorporate advance planning and real-time response efforts into their DNA
SOURCE:Johnson & Johnson
Large organizations like Johnson & Johnson for years have a major stake in the ground as an employer and can offer learnings and best practices for businesses who are looking to incorporate advance planning and real-time response efforts into their DNA. WhenHurricane Maria hit, they didn't just send product, they turned their resources into a full disaster relief organization.
"We were uniquely positioned to respond quickly to the impact of Hurricane Maria, as a large global healthcare company and a major employer on the island," said Kathy Wengel, Executive Vice President and Chief Global Supply Chain Officer, Johnson & Johnson. "We knew we needed to help our employees recover quickly to restart operations. Once it was clear the storm was going to hit we pre-positioned key people and supplies.
J&J chartered 27 flights, carrying over 700 tons of relief and emergency supplies, and 30 ocean containers with 284 tons of supplies. They became a mini government. Of the 3,700 J&J employees, 80 lost their homes. Immediately they set up a fund that enabled other employees from around the world to support them with donations.
In crisis, companies don't care about CSR, they are just trying to help their neighbors, their co-workers, their fellow human beings. But when you look back on these efforts you start to realize that the real reason you attract and retain employees will the impact you create. People want to work somewhere they know they are supported and cared about on a deeper level.
Tweet me:"Johnson & Johnson can offer learnings and best practices for businesses who are looking to incorporate real-time response efforts into their DNA" via Jeff Barrett @Inc http://bit.ly/2zMRZXQ #CSR #healthforhumanity @JNJNews
KEYWORDS: Johnson and Johnson, Health for Humanity, CSR Best Practices, csr
As the United Nations climate change summit opened in Poland this week, delegates of almost all countries in the world are expected to set out how to implement the Paris Agreement and report the nations’ progress.
“Climate change remains one of the most significant global trends affecting CLP’s business. The physical impacts of extreme weather conditions can affect our operations as well as the value of our assets. Governments are expecting businesses like ours to help them achieve their Paris Agreement commitments,” said David Simmonds, Chief Administrative Officer of CLP Holdings Limited, in the 2017 Sustainability Report.
Economics and market forces, he said, were further supporting the energy transition as the costs of renewable energy continued to fall, while the replacement costs of fossil fuel generation were beginning to rise.
Investors, lenders and insurers were also demanding more reporting on the management of potential business risks posed by climate change, as well as divestment from coal-related activities, he added. The Recommendations of the Financial Stability Board’s Task Force on Climate-related Financial Disclosures (TCFD) are evidence of this latest trend.
Regulations over other environmental impacts such as for air, water, waste and biodiversity are also becoming increasingly stringent over time. This is happening in all our operational jurisdictions, particularly in Mainland China where protection of the environment has become a clear priority and President Xi Jinping has stated that China "will enforce stricter pollutants discharge standards and see to it that polluters are held accountable.”
“The expectation is that these regulations will ultimately make fossil-fuelled generation less attractive than renewable energy,” said Mr Simmonds. “However, we also believe that as more renewable energy is utilised, we may see more environmental-related regulations for renewable energy-related developments as well.”
Despite the potential challenges, he expected that CLP’s tradition of going beyond compliance essentially helped prepare us in advance of anticipated regulations. The company tracks the relevant emerging business risks, such as those arising from potential regulations and develops relevant mitigation measures, such as guidelines and policies, as well as any new capabilities needed to implement these measures.
For instance, incorporating flue gas desulphurization equipment into the design of CLP’s Jhajjar Power Station in India, when it was not a requirement under the local government’s tender specification, was testimony to our ability to anticipate and make the necessary, often difficult, decisions to mitigate a risk that is not yet here today, he said.
Mr Simmonds said as countries pursued their energy transition, they must bear in mind the importance of balancing the energy trilemma. “When delivering power, the three areas of energy equity, energy security and environmental sustainability often compete with each other. For example, in Australia, in the face of coal plant closures, high penetration of renewable energy in some areas and an uncertain energy policy, the security of power supply has been compromised, leading to price hikes and supply disruptions.
“As countries go through their energy transition pathways, they must keep balancing these three areas so that none of them is significantly and irreversibly compromised. With over a century of experience in this industry, CLP is capable to meet the energy trilemma challenges that may occur as we transition towards a low carbon future.”
To learn more, read the CLP Group's 2017 Sustainability Report.
KEYWORDS: CLP Group, COP24, Paris Agreement, FSB TCFD, climate change, united nations, China, Australia, India
Teachers from Metro St. Louis participate in classroom-ready ‘Ignite My Future in School’ critical thinking curriculum
ST. LOUIS, MO | NEW YORK, December 7, 2018 /3BL Media/ – Tata Consultancy Services, (TCS), (BSE: 532540, NSE: TCS) a leading IT services, consulting and business solutions organization, and Discovery Education, the leading provider of digital education content and professional development for K-12 classrooms, launched the Ignite My Future in SchoolDay of Discovery Techcademy for local teachers at Education Plus in St. Louis, Mo. This professional enrichment session connects local educators with curriculum experts to learn about Ignite My Future in School, understand its mission and receive hands-on training.
Ignite My Future in School offers educators curriculum support through free instructional resources with computational thinking strategies embedded into subjects such as math, sciences, arts, and social studies, all available on a digital platform. The program offers year-round assistance through a nationwide group of responsive and engaged teachers called Learning Leaders. This interdisciplinary approach to education equips students with thinking and technology skills that will be required for 21st century careers in every field.
The Bureau of Labor expects the number of tech employees to grow 13 percent from 2016 to 2026, which would make tech the fastest growing industry. Next year, the tech field is projected to add more than 550,000 new jobs throughout the country. St. Louis, a fast-growing tech hub, has experienced a rise in tech jobs of 23.3 percent over the last year – only second to Seattle. The adoption of Ignite My Future in School will undoubtedly help supply well-equipped local talent to meet the industry’s rising demand.
“TCS is committed topreparing students in St. Louis and across America for 21st century careers, empowering them with digital, employability and behavioral skills,” said Balaji Ganapathy, Head of Workforce Effectiveness, TCS. “At the core of the ‘Ignite My Future in School’ curriculum is computational thinking, which is the foundation for a versatile generation of future leaders and innovators.”
On a national level, Ignite My Future in School aims to engage 20,000 teachers and one million U.S. students by 2021. As a first step towards this objective, TCS and Discovery Education have already partnered with U.S. school districts in Metro Washington, D.C., Georgia, New York, North Carolina, Pennsylvania, Texas, Michigan, Wisconsin and California to launch this innovative initiative. Since debuting in 2017, IMFIS has provided training materials valued at more than $2 million and engaged nearly 300,000 students over 5,100 educators from all 50 states.
About Tata Consultancy Services Ltd (TCS):
Tata Consultancy Services is an IT services, consulting and business solutions organization that has been partnering with many of the world’s largest businesses in their transformation journeys for the last fifty years. TCS offers a consulting-led, cognitive powered, integrated portfolio of business, technology and engineering services and solutions. This is delivered through its unique Location Independent Agile delivery model, recognized as a benchmark of excellence in software development.
A part of the Tata group, India's largest multinational business group, TCS has over 411,000 of the world’s best-trained consultants in 46 countries. The company generated consolidated revenues of US $19.09 billion in the fiscal year ended March 31, 2018, and is listed on the BSE (formerly Bombay Stock Exchange) and the NSE (National Stock Exchange) in India. TCS' proactive stance on climate change and award winning work with communities across the world have earned it a place in leading sustainability indices such as the Dow Jones Sustainability Index (DJSI), MSCI Global Sustainability Index and the FTSE4Good Emerging Index. For more information, visit us at www.tcs.com. To stay up-to-date on TCS news in North America, follow @TCS_NA. For TCS global news, follow @TCS_News.
About Discovery Education:
As the global leader in standards-based digital content for K-12 classrooms worldwide, Discovery Education is transforming teaching and learning with award-winning digital textbooks, multimedia content, professional learning, and the largest professional learning community of its kind. Serving 4.5 million educators and over 50 million students, Discovery Education’s services are available in approximately half of U.S. classrooms, 50 percent of all primary schools in the UK, and more than 50 countries around the globe. Inspired by the global media company Discovery, Inc., Discovery Education partners with districts, states, and like-minded organizations to captivate students, empower teachers, and transform classrooms with customized solutions that increase academic achievement. Explore the future of education at DiscoveryEducation.com. Stay connected with Discovery Education on Facebook, Twitter and Instagram @DiscoveryEd.
Ben Trounson, Tata Consultancy Services, email@example.com
Katie Pearson, for Tata Consultancy Services, firstname.lastname@example.org
Charmion N. Kinder, Discovery Education, email@example.com
KEYWORDS: NYSE:DISCA, Tata Consultancy Services, discovery education, Ignite My Future in School, professional development, Teachers, Computational Thinking
In the early hours of Good Friday, March 24, 1989, an oil tanker struck a reef off the Gulf of Alaska, spilling 11 million gallons of crude oil and causing long-lasting damage to the ecosystem and the local communities that depend on it. The Exxon Valdez accident, the worst environmental disaster in the United States until that point, mobilized citizens and organizations from all over the world and coalesced in a movement to support and demand more information about the impacts of companies on the environment. It was the first time that interest in a company’s environmental impacts had gone beyond environmental groups, and the first time stakeholders entered the fray in earnest.
From this push for transparency, pressure evolved into the Valdez Principles. This voluntary code of environmental conduct for companies was a rare example of a coalition between financial investors and environmental groups. The idea was that investors controlled the purse strings and could reward environmentally sound behavior and withdraw investments from companies that couldn’t show that they were addressing the issues. Economics, it was said, would be a powerful force for change.
While their specific impact on the ecosystem and communities directly affected by the Exxon-Valdez oil spill may not have been as great as it was hoped, the Valdez Principles gave rise to the sustainability reporting world as we know it now.
Three decades later
From those first voluntary efforts at accountability and transparency mostly focused on environmental impacts, sustainability reporting has evolved to encompass a wider range of topics. In 1999, the great majority of sustainability reports was separated from the main financial report, and mostly included environmental information. By 2002, 30 percent of reports began incorporating social information. And by 2017, with the rise of frameworks such as the GRI Sustainability Reporting Standards (GRI Standards), reporting on environmental impacts has become standard practice for large and mid-sized companies.
In summary, the practice of sustainability reporting has gone from an undertaking that mostly large companies engaged in, to a mainstream activity that companies large and small can undertake to gain business insight and improve not only their environmental or social indicators, but potentially their business process as well. According to recent analysis by Boston Consulting Group, the valuation of top performers in environmental, social and governance (ESG) information can be as high as 19 percent higher, while margins can be up to 12 percent higher. And we know that consumers, employees and investors are increasingly looking at the non-financial performance to make decisions as to where to buy, work and invest.
Nevertheless, many organizations and companies still consider sustainability reporting financial reporting’s softer sister. And in some cases it is seen as a public relations exercise, rather than a serious attempt at improvement. But more and more, companies and their investors are seeing that the great challenges of our time, including climate change and human rights, can represent financial risks to companies in the long term, whether because of public perception issues or supply chain disruptions.
From “disclose to “disclose what matters”
The bottom line is that companies are first and foremost responsible to their shareholders and other stakeholders. Arguably the last two decades were the golden age of voluntary reporting, and investors were preoccupied with immediate returns. But the tide is turning, and these stakeholders are understanding that the risks they face are long-term and many are related to ESG concerns. Nowadays investors are changing the way they view sustainable investment, to include environmental, social and governance factors.
To best asses these risks, investors need to have information that is financially relevant and reliable. And in the last few years, investors have begun to demand that companies engage in sustainability reporting. In fact, the trend has moved from whether companies should report, to what companies should be reporting on. It is no longer enough that companies present anecdotal evidence of impact, or contained stories that showcase success. Companies are being asked to ensure that they disclose the information that truly matters to its stakeholders, and present it in a way that makes it comparable year on year.
The tide is turning, and these stakeholders are understanding that the risks they face are long-term and many are related to ESG concerns. Nowadays investors are changing the way they view sustainable investment, to include environmental, social and governance factors.
But establishing what is relevant information and making it comparable is not seen as an easy task. To help companies overcome this challenge, reporting standards encourage them to use materiality as a guiding principle to disclose information. In practice, this means that companies should report on the activities and topics that have the largest economic, environmental and social impacts, or those that can affect the decisions and perceptions of stakeholders, including shareholders.
To make this information comparable, and useful to both stakeholders and the company itself, companies also need to understand, report on and evaluate how they approach materiality, and whether and how they engage with their stakeholders to receive feedback, change and improve.
A virtuous cycle
Stakeholders in general, and specifically investors have an interest in better performance as it brings higher returns in turn. One way in which they can promote that is through ensuring that the companies they invest in are transparent about the effects they have on the economy, society and the environment. Armed with this information, investors will find themselves in a much better position to assess a business realistically and help charter the course. More transparency can also bring to light areas where companies can improve processes, their business and their bottom line; this will lead to further improvements in performance. The virtuous circle in which transparency reinforces good performance will result in benefits to the investors, better off societies and less damage to the environment. In a nutshell, going from disclosing as a mechanical exercise to disclosing what matters, to society, the company and investors alike, is a win for all.
Tweet me:Check out @GRI_Secretariat's latest article on the important role that investors have in #sustainabilityreporting. Investors actions are key to encouraging reporters to move towards disclosing what matters: http://bit.ly/2Pr5W2G
KEYWORDS: GRI, global reporting initiative, GRI Standards, sustainability reporting, SDG Reporting, ESG Reporting
By Michael Browne
Originally posted on Supermarket News
Nearly two-thirds of consumers globally (63%) prefer to buy goods and services from companies that stand for a shared purpose that reflects their personal values and beliefs, and are ditching those that don’t, according to new research from Accenture.
This is good news for supermarket chains like Albertsons, Kroger and Aldi, who are at the forefront of their industry when it comes to social values, sustainability and environmentalism. In the past year alone, Albertsons has made cleaner transportation and reducing waste top priorities, while Kroger’s announcement that it would eliminate single-use plastic bags by 2025 and Aldi’s involvement with the How2Recycle program have shown their commitment to more than what they sell.
Continue reading on Supermarket News
Learn about more about sustainability iniatives in our latest sustainability update.
KEYWORDS: zero waste, Cleaner Transportation, Albertsons Companies, SWY:SWY, Values, Accenture
JACKSON, Mich., December 7, 2018 /3BL Media/ – CMS Energy has released its Climate Assessment Report – a picture of the energy provider’s work to reshape Michigan’s energy future with a plan that embodies its Triple Bottom Line commitment to people, the planet and prosperity.
“We are proud and uniquely qualified to provide the strong leadership needed to protect our planet and our home state for generations to come,” said Patti Poppe, president and CEO of CMS Energy and principal subsidiary Consumers Energy.
The Climate Assessment Report is posted online at www.cmsenergy.com/environment. The report highlights the company’s Clean Energy Plan, which outlines the path to using zero coal while ensuring affordable and reliable energy for Michigan’s families and businesses.
CMS Energy and Consumers Energy plan to meet the state’s energy needs with more renewable energy, increased use of energy efficiency and customer demand management programs.
The report also underscores CMS Energy’s commitment to acting now to address climate change, the progress the energy provider has made to date, and opportunities still to come.
“In the past five years, Consumers Energy has created a cleaner, more sustainable energy future for Michigan by leading the way to cut air emissions, reduce water usage, save landfill space and boost the amount of renewable energy supplied to customers,” the report concludes. “Consumers Energy plans to meet Michigan’s energy needs by reducing carbon emissions by more than 90 percent from 2005 levels and eliminating coal to generate electricity by the year 2040. The continued transformation to cleaner fuel sources is part of a long-term, strategic commitment to protect the planet.”
CMS Energy (NYSE: CMS) is a Michigan-based company that has an electric and natural gas utility, Consumers Energy, as its primary business and also owns and operates independent power generation businesses.
About Consumers Energy
Consumers Energy is one of the nation's largest combination utilities, providing electricity and/or natural gas to 6.7 million of Michigan's 10 million residents, in all 68 Lower Peninsula counties
# # #
Media Contacts: Katie Carey, 517-740-1739, or Brian Wheeler, 517-740-1545
For more information on CMS Energy, please visit www.cmsenergy.com.
Tweet me:.@ConsumersEnergy releases its #Climate Assessment Report! Learn how their plan embodies their commitment to the Triple Bottom Line and reshaping #Michigan’s #energy future http://bit.ly/2Rpskvb
KEYWORDS: Consumers Energy, CMS Energy, NYSE:CMS
As Sam Schmidt arrived on site, the air became charged with expectation. For two long years, he and Arrow's SAM Project team had waited with bated breath for an opportunity to drive New York City. That day had finally arrived and, with lofty expectations in store, the camera crew began recording.
Pulling up curbside in casual fashion, Schmidt welcomed NBC correspondent Harry Smith.
Schmidt has captured attention over the years as a former Indy racecar driver turned quadriplegic, a condition sustained during a training accident in early 2000. He turned tragedy into triumph by becoming an Indy team owner but, even more remarkable, today he’s the lead driver of Arrow's semi-autonomous experimental Corvette.
Nestled inside the cockpit, completely unassisted, he showed Smith how to accelerate, steer and brake the SAM Car with only the motion of his head and a quick puff and sip on a straw. Then, along 5.5 miles of Manhattan, the two of them went for a ride.
They cruised the Upper West Side, then headed over to Lincoln Center, around Columbus Circle, past Radio City Music Hall and ended at NBC Studios on Rockefeller Plaza.
For Arrow, it was another example of how technology paired with resources can make daily life more accessible. As Smith shared in closing on the show, "The world needs cool stuff that gives people hope."
For Schmidt, every time he shifts into gear, it shifts everyone's perspective on what's possible. Nowhere was that more evident than on the streets of Las Vegas in 2016, when he became the first paralyzed driver to receive a conditional license, 100 percent hands-free. This time around, he handily maneuvered one of the greatest megacities on earth.
Tweet me:"The world needs cool stuff that gives people hope." http://bit.ly/2zLSxgQ says Harry Smith a former race car driver who is paralyzed and uses an Arrow Electronics SAM Car with amazing cutting-edge technology to drive @ArrowGlobal #ArrowDriven
KEYWORDS: SAM car, Arrow Electronics, csr, Paralyzed race car driver
At UPS, we’ve learned many lessons on our journey to building the fleet of tomorrow. Here’s what stands out.
Here’s what stands out.
Fleet electrification is an exciting component in UPS’s use of emerging technologies and an important element in helping the company achieve its ambitious sustainability goals.
A “rolling laboratory” of approximately 9,300 alternative fuel and advanced technology vehicles driving more than 1 million cleaner miles each business day fuels our journey toward a less carbon-intensive future. This includes more than 1,000 electric and hybrid/electric vehicles.
We also practice fuel reduction strategies across our entire fleet of 119,000 ground vehicles, including technology-powered route planning with customized algorithms and predictive analytics that help to reduce fuel and emissions, along with diligent maintenance to help vehicles run efficiently.
One of the people at the center of those efforts is Peter Harris, UPS Europe Director of Sustainability. As part of our recent research study with GreenBiz Group, Paul Carp, GreenBiz Senior Analyst and Director of Research, interviewed Harris about the future of fleet electrification.
Read their interview below:
Carp: What are the primary motivators for electrifying your fleet?
Harris: In Europe, because of concerns over air quality pollution, cities are progressively restricting access to more and more diesel vehicles. So the initial thrust toward alternative fuels – and particularly, electrification – comes from that shift.
What we found, though, is that once we started down the electrification road, the other advantages became more apparent. It’s not only about risk mitigation. Getting ahead of the risk starts to expose advantages and opportunities that we didn’t necessarily expect – such as innovation, leadership and the ability to connect more effectively with regulators and customers.
Carp: What are some of the barriers to moving faster and electrifying your fleet at scale?
Harris: The first thing is it just makes an awful lot of sense on paper to do this because it’s a zero-tailpipe-emission solution, which is what cities want. We have very controlled, relatively low-distance routes, which are compatible with electrification technology. We have back-at-base operations, which suit overnight recharging.
So it all looks good. And those advantages remain. But there are two big hurdles, and the first is that for a whole variety of interesting commercial reasons, there just isn’t a strong enough pipeline of electric trucks available at the moment to actually deploy at scale.
We’ve overcome that challenge by developing a bridging technology around converting diesel to electric mid-life. That’s been quite an interesting exercise, and we’re now in the process of replacing that with a new technology partnership with a company here to build a new EV from the ground up. And we’re partnering with others to do the same while encouraging larger vehicle manufacturers to build the EVs we need in our fleet.
And then No. 2 – there’s an enormous power supply challenge as well, and it’s not really around the availability of the power in terms of the amount that’s generated. It’s a distribution problem.
It turns out that the network has a series of pinch points – particularly if you’re trying to operate from an older legacy building. You just can’t get enough power into the building without then getting involved in expensive upgrade procedures. And the market for those upgrades is archaic. It doesn’t work effectively for fleets.
Carp: How do you make the business case for this shift?
Harris: We identify a building where we want to go ahead. Then we identify all the costs associated with making that investment, including the necessary infrastructure upgrade cost. And then all of that gets factored into a life-cost model using what’s called a net-present value analysis. It’s effectively a model that looks over the lifetime of the assets involved and then brings all the costs back to today’s money.
There’s a comparison done at that point between the proposed investment and doing nothing at all. And in the ideal world, you’re in a position where the proposed investment makes financial sense compared to doing nothing at all.
What we’ve observed with our EVs is that even though they do cost more money up front, they save on maintenance, they save on fuel – electricity’s cheaper than diesel. They save on taxation costs. They can save on some fees associated with cities that restrict access to commercial vehicles.
So when you put it all together, there can be a payback, except if the infrastructure upgrade costs are particularly high in the way that we’ve been discussing. And then the only way we can make it work in those circumstances is with some government support.
On a couple of occasions, we’ve had that support to help us get over those hurdles – either from national or regional government. And part of that support has been about developing the new technologies to find new ways of attacking those problems.
Carp: Looking out into the future a little bit, do you see a time when fleet electrification will hit a turning point?
Harris: It’s definitely coming. What’s happening now in the market is that battery costs per unit of energy – cost per kilowatt hour – are steadily dropping, combined with new vehicle technologies around light weighting, which are reducing the need for those big batteries in the first place. And also, new power supply technologies like smart grids are starting to get around some of the upgrade complexities.
We’re getting closer and closer to the point where it’s going to be possible to do this at increasing scale. We’re already at the point now where if there are not big power supply upgrade challenges, then we can deploy an EV for roughly the same life cost as a diesel.
And I think that within about five years – maybe even less with all the new work that’s going on – it will be possible to deploy an EV at similar capital costs up front to the equivalent diesel, including power supply infrastructure.
We’re a few years away from that, but it’s getting closer all the time. It’s definitely going to happen. It’s a similar trajectory to what we’ve seen over the past decade or so with renewable technologies like wind and solar.
Carp: Do you see electric as the future of vehicles? And if it’s not electric, what other technologies do you see coming into the market?
Harris: I think we’re heading from a world of really just two technologies – petrol and diesel – toward a multi-technology world where electric will have a role, hybrids will have a role, gas will have a role, diesel and petrol will retain a role. So it’s going to be a multi-technology world. I think electrification is particularly suited to urban transportation, which is really what we’ve just been discussing here.
It is a zero tailpipe emission solution and because there is such a problem in Europe with urban pollutants, this would dramatically assist with that challenge.
When it comes to other types of transportation – heavy trucks, for example, at the 40-plus metric ton scale – maybe electrification will go there, but we think for the foreseeable future, probably another 10 or 20 years, renewable gas is much more suited to that sector.
Not all urban transport is suited to electrification because in some cases what cities want is to eliminate the vehicle all together. So even if it’s electric, it’s not good enough because the problem is around congestion and wanting to provide green, pedestrianized space. For this we’re developing cycle-based solutions.
If you look at other areas outside of what we do as a business – for example, the private car market – electrification is definitely making inroads there, but I think there will be users that need cars that go further than a pure EV can go, and that’s where hybrids can play a key role.
Carp: UPS has been at this for a long time. What would you recommend to companies just starting to go down this path?
Harris: We’ve identified three solutions we think are particularly suited to us: the cycles, the EVs and the long-haul gas. We really focus on those instead of trying to do everything at the same time because if you try to go down every road simultaneously, you’ll just end up spreading your efforts too broadly and achieving nothing. My recommendation would be to try to agree on a road map for the most effective technologies and then focus on the ones that make sense.
We’ve made a lot of progress by building partnerships with other organizations – whether it’s in cycle logistics or in EVs, vehicle manufacturers, power supply, grid operators, city and local authorities or collaborative bodies operating between cities – and also with governments, particularly in terms of policy partnerships.
There’s no doubt that along the road there will be bumps, and you just have to be prepared to weather those. Nobody’s going to get it right first time around.
We found with all of our projects that we’ve learned things as we’ve gone along, and you just have to be prepared to accept that you won’t have all the answers out of the gate. You’ve got to be ready to learn, to help each other.
KEYWORDS: UPS, Rolling Laboratory, NYSE:UPS
Our Canada Branch partners volunteered at Covenant House Toronto to sort through donation items to help at-risk, homeless, and trafficked youth.
About Northern Trust
Northern Trust Corporation (Nasdaq: NTRS) is a leading provider of wealth management, asset servicing, asset management and banking to corporations, institutions, affluent families and individuals. Founded in Chicago in 1889, Northern Trust has offices in the United States in 19 states and Washington, D.C., and 20 international locations in Canada, Europe, the Middle East and the Asia-Pacific region. As of September 30, 2015, Northern Trust had assets under custody of US$6 trillion, and assets under management of US$887 billion. For more than 125 years, Northern Trust has earned distinction as an industry leader for exceptional service, financial expertise, integrity and innovation.
KEYWORDS: volunteer, Northern Trust, csr, give back, community involvement
Too many of our neighbors, many with children, struggle to get food on the table each day. Sysco has the scale and capacity to make a meaningful difference. That’s why we have pledged to donate 200 million meals and $50 million to local communities.
To learn more about Sysco's commitment to Delivering A Better Tomorrow, read their 2018 Corporate Social Responsibility report here.
Sysco is the global leader in selling, marketing and distributing food products to restaurants, healthcare and educational facilities, lodging establishments and other customers who prepare meals away from home. Its family of products also includes equipment and supplies for the foodservice and hospitality industries. With more than 67,000 associates, the company operates approximately 330 distribution facilities worldwide and serves more than 600,000 customer locations. For fiscal 2018 that ended June 30, 2018, the company generated sales of more than $58 billion.
For more information, visit www.sysco.com or connect with Sysco on Facebook at www.facebook.com/SyscoCorporation or Twitter at https://twitter.com/Sysco. For important news and information regarding Sysco, visit the Investor Relations section of the company’s Internet home page at investors.sysco.com, which Sysco plans to use as a primary channel for publishing key information to its investors, some of which may contain material and previously non-public information. Investors should also follow us at www.twitter.com/SyscoStock and download the Sysco IR App, available on the iTunes App Store and the Google Play Market. In addition, investors should continue to review our news releases and filings with the SEC. It is possible that the information we disclose through any of these channels of distribution could be deemed to be material information.
KEYWORDS: NYSE:SYY, Sysco, Delivering A Better Tomorrow
Corruption continues to be one of the greatest barriers to principled and sustainable business.
Unchecked, corruption can erode the foundations of the just and equitable world envisioned by the 2030 Agenda for Sustainable Development. As UN Secretary-General António Guterres states, “Corruption begets more corruption, and fosters a corrosive culture of impunity.”
Now, as the world marks the 15th annual International Anti-Corruption Day, we at the United Nations Global Compact are reflecting on the role of business in the ongoing fight against corruption.
Next spring, the Tenth Principle of the UN Global Compact against corruption will also turn 15. Derived from the UN Convention against Corruption, our Tenth Principle was adopted on 24 June 2004 with overwhelming support from the business community, a clear sign that companies recognize not only the role that they play, but the long-term benefits to them in rooting out corruption in all its forms, including extortion and bribery.
From legal and reputational risks, to the financial costs of corruption, to the erosion of trust among employees, shareholders and other stakeholders, there is a high risk to businesses that fail to effectively combat corruption. No company, no matter the size or the sector, is immune to corruption, and the potential for damage is considerable.
Corruption adds up to 10 per cent to the total cost of doing business globally, and up to 25 per cent to the cost of procurement contracts in developing countries, according to the OECD. Meanwhile, the IMF reports that the global economy loses close to US $2 trillion per year due to bribery (IMF). It is clear that corruption eats away at the roots of sustainability.
UN Global Compact participants have made encouraging strides in their anti-corruption efforts. Our 2018 Progress Report demonstrates a strong uptick in business action against corruption, with 91 per cent of surveyed companies stating that they have anti-corruption policies and practices in place — a 10 per cent increase since 2008. The anti-corruption principle has shown more progress in the last decade than the other nine principles. Despite this success, we have a long way to go.
To mainstream the implementation of the Tenth Principle and Sustainable Development Goal 16 among business, the UN Global Compact Academy— our new digital learning platform — will host virtual sessions and e-learning courses on anti-corruption. Through our new Action Platform on Peace, Justice and Strong Institutions, we are working with leading companies to drive global business standards and action to advance Goal 16. And together with Global Compact Local Networks around the world, we have implemented local Collective Action initiatives to ensure that policies translate into practice.
To achieve a truly transparent economy that benefits everyone, the private sector has to move from commitment to action — enforce a zero tolerance policy against corruption, conduct a corruption risk assessment, disclose beneficial ownership, protect whistleblowers and strengthen anti-corruption within the value chain. I call upon the global business community adopt these practices and join hands with us to foster transparency and anti-corruption for creating the world we want.
Tweet me:The Tenth Principle of the UN @globalcompact calls on business to fight #corruption in all its forms. On Int'l Anti-Corruption Day, read @Lise_Kingo's statement on how companies can stand #UnitedAgainstCorruption: unglobalcompact.org/news/4415-12-07-2018 #UNCAC15
UN Global Compact
+1 (646) 884-7523
KEYWORDS: Lise Kingo, International Anti-Corruption Day, United Nations Global Compact, Antonio Guterres, UN Global Compact Academy, Accountability
By Mary L Schapiro
Financial players and their investors have much to gain from the shift toward greater sustainability. These investments offer a dual benefit: they lower emissions, speeding the transition to a low-carbon economy, and they can make (or save) money. People are increasingly aware of the first two pillars of sustainable investing -- risk identification and transparency. Now we need to inform them about the third: the need to drive capital toward sustainable opportunities, both at home and internationally.
To achieve that goal, major financial institutions have joined together in the U.S. Alliance for Sustainable Finance under Bloomberg’s leadership. Its members will provide the resources and expertise to identify and streamline existing climate-finance initiatives and, ultimately, help drive more capital to sustainable investments.
Tweet me:Currently, $12 trillion in assets in the U.S. goes to sustainable investment -- a 38% increase in just two years. That’s progress, but there’s more to do, writes Mary Schapiro, @bloomberg Vice Chair for Global Public Policy. #SustainableFinanceWeek http://bit.ly/2zMcfcl
KEYWORDS: Bloomberg, maryschapiro, climatechange, tcfd, SASB, usallianceforsustainablefinance, usasf