Month: August 2023

Entergy’s Cook-Nelson oversees operations for three states

Kimberly Cook-Nelson recently sat down for an interview with the Delta Business Journal‘s Jack Criss to discuss the benefits of nuclear power and her journey to become one of only three female chief nuclear officers in the country.

Cook-Nelson was named Executive Vice President of Nuclear Operations and Chief Nuclear Officer of Entergy in November of 2022, where she is responsible for the safe, secure and reliable operations of Entergy’s four nuclear power plants and five reactors located in Arkansas, Louisiana and Mississippi. Entergy Nuclear is headquartered in Jackson, Mississippi.

As a member of the company’s office of the chief executive, Cook-Nelson is also engaged in building and strengthening relationships with external stakeholders. Prior to her current role, she served as chief operating officer, nuclear operations from 2021 to 2022 with responsibility for Arkansas Nuclear One, River Bend and Palisades nuclear generating stations. She served as Entergy’s vice president, system planning and operations from 2019 to 2021, where she was responsible for the local balance authority, energy marketing, commercial operations/origination, energy settlements, non-nuclear fuel purchasing and scheduling, long-term capacity planning and more.

In 2016, Cook-Nelson—a Massachusetts native—moved to the Entergy Nuclear headquarters office as vice president, operations support, where she was accountable for the line corporate functional area managers, training, performance improvement, organizational effectiveness, and business planning. She previously held various leadership positions of increasing responsibility in system engineering, continuous improvement, maintenance, nuclear safety assurance and operations. She was the general manager of plant operations at Waterford 3 from 2011 to 2014. She also completed a rotational assignment at the Institute of Nuclear Power Operations, where she qualified and functioned as an organizational effectiveness team leader and a corporate evaluator. Cook-Nelson began her career in 1996 as a design engineer at Entergy’s Waterford 3 nuclear plant in Killona, La., later moving to the nuclear safety analysis group where she focused on work in probabilistic risk assessment and risk-informed applications. She moved into plant leadership in 2001 as a mechanical maintenance first-line supervisor, followed by operations, receiving her senior reactor operator license in 2003.

She has an MBA, a master’s degree in engineering management and a bachelor’s degree in mechanical engineering from the University of New Orleans. She also attended the Advanced Management Program at the Harvard Business School. She is a licensed professional engineer and received her senior reactor operator license from the U.S. Nuclear Regulatory Commission for Waterford 3.

DBJ: Congratulations on your new job and promotion! You’ve spent your entire career with Entergy, moving up to the top nuclear position as one of only three female chief nuclear officers in the country. Tell me about those years.

I’ve worked with Entergy for twenty-seven years and was in the nuclear realm for all of those years but two. So, given that, I knew I was on the trajectory to my new position and, honestly, I am so happy to be at this pinnacle of my career. I’m thrilled to work with the people I do and am thrilled to be in my new role. As a female executive, I’ve been in a male-dominated field and, while I’ve never been treated differently, it’s a pleasure to be seen as a role model and inspiration to young women. We’re “always learning,” as we put it here at Entergy.

DBJ: What is your day-to-day focus now?

My focus is on our people and our long-range strategy. We want to empower our employees—everybody. My goal is for all of us to be better people physically and spiritually, with a strong purpose with the company and the communities we serve. Fulfillment is the key. I interact with people a lot, on a regular basis, and I love doing that.

DBJ: Have you discovered or learned anything new in your current role?

I am learning more about what our people on the ground are doing on a daily basis and how the nuclear unit can help them. It may sound simple, but it’s the truth. Going forward, I think nuclear power is an exciting option and I am constantly meeting with people in politics and business about potential options. My challenge is to present the case for nuclear in the most positive, pro-economy way I can. And I’m up for that!

DBJ: So what are the economic benefits of the nuclear program?

Nuclear fuel is less expensive, for one thing, and we are able through nuclear to weather any possible disruptions to service. Additionally, we are providing well-paying jobs to thousands of Mississippi residents and residents in the other states where we have plants, and we are also committed to giving back to the communities we serve. That commitment is well-documented, and we are happy to help those in our service areas. As am I: my father was employed in the nuclear energy industry and I actually did a sixth-grade project on the benefits of nuclear so you could say it’s in my DNA!

There’s another significant economic and environmental benefit that nuclear offers: it’s clean, carbon-free energy that is extremely important to helping Entergy meet its goal of net-zero carbon emissions by 2050. Lowering our carbon emissions can’t be achieved through renewables alone, although those are important, too. Increasingly, industries are committing to reducing their carbon footprint, and when they look to relocate or expand, it’s one of the first questions they ask: how clean is the energy you provide? It’s become an economic recruiting tool.

DBJ: Given the possible misconception by the public about the safety and reliability of nuclear energy, how do you assuage those misgivings or fears?

Our safety requirements are incredibly stringent and the record shows that nuclear power is very safe. There was a Forbes article a few years back that noted that the safest job in America is in the commercial nuclear industry because it’s easy to measure and guard against radiation and because the extreme safety protocols at nuclear plants are the best in the world. What we have in place is very rigorous concerning safety, and we also work very closely with local political officials on training and response in the extremely rare case/event that some problem could occur. We are totally prepared. However, that is a preemptive measure. The benefits of the 24/7 carbon-free energy that nuclear can provide far outweighs any perceived negative perceptions.

Originally published on GoDaddy Life

Tell us a little bit about yourself and what you currently do at GoDaddy?

I am thrilled to be part of the GoDaddy team as a Marketing Manager, leading the coordination of the Content Center of Excellence RoW+. Over the past four and a half years, I’ve had the privilege of working with a dynamic and inspiring group of individuals. Being based in Madrid, Spain has provided me with a unique perspective on marketing, and I’ve also had the opportunity to serve as a Marketing Manager for the Spanish market.

As a Telecommunication Engineer by training, my journey into the realm of content strategy has been both exciting and transformative. I found my true passion in the world of content, as it allows me to bridge the gap between technical intricacies and compelling storytelling. It’s an incredibly fulfilling role, where I can effectively communicate the value of our products and services to our clients.

Outside of work, you have a side business called El Agora. Could you share more about it and how it came to be?

El Agora is not just a side business for me; it’s a labor of love and a genuine commitment to promoting excellence in content strategy. My passion for content strategy goes beyond the confines of my job at GoDaddy, and I wanted to share this passion with others who aspire to excel in this field. Thus, El Agora was born as an online school where individuals can obtain certification as proficient Content Strategists in Spanish.

What sets El Agora apart is the emphasis on creating a truly interactive and immersive learning experience. In addition to offering free courses, we provide a dedicated conversation space where we invite specialists to share their expertise. This enriches the learning journey, fostering an environment of collaboration and knowledge-sharing.

Moreover, I’ve deliberately adopted the flipped classroom methodology to ensure that our students actively engage with the material and learn by doing. It’s not just about lectures and videos; we focus on interactive online classes, empowering our students to participate actively in their learning process.

How has GoDaddy assisted you in building out your company, El Agora?

I must express my heartfelt gratitude to GoDaddy for being an invaluable partner in building and nurturing El Agora. As an online school, my entire platform relies on GoDaddy’s hosting services and seamless domain management. The technical support I’ve received, especially regarding SSL certificates, has been exceptional, allowing me to provide a secure and trustworthy learning environment for my students.

We also have a Slack channel within GoDaddy, where other employees who are entrepreneurs can communicate. This GoDaddy Slack channel has been an incredible resource for me. I have connected with a vibrant community of like-minded entrepreneurs, sharing experiences, seeking guidance, and continuously learning from one other. GoDaddy’s unwavering support has given me the confidence to focus on delivering top-notch content strategy education to my students through El Agora.

What’s your guiding mantra?

My guiding mantra is centered around making a profound impact in the world of online learning and content strategy. I am on a mission to empower individuals to embark on a transformative learning journey, equipping them with the skills and knowledge they need to thrive in their careers. It’s not just about teaching content strategy; it’s about walking alongside our students in a transformation process, helping them unlock their full potential.

At El Agora, I don’t simply discuss marketing or communication; I emphasize the importance of narratives that support us at every stage, from product and service design to effective promotion. By embracing this holistic approach, our students can become exceptional Content Strategists who can tell captivating stories that resonate with their audiences.

Moreover, my personal mantra is to find joy and fulfillment in every endeavor. If something doesn’t bring happiness, I encourage myself and others to explore new paths that align with their passions. This unwavering dedication to enjoyment and continuous learning has been a driving force behind the success of both my role at GoDaddy and my commitment to El Agora.

I am incredibly grateful for the opportunity to pursue my passion for content strategy through El Agora and for the support I’ve received from GoDaddy in this journey. It’s a privilege to be able to contribute to the growth and development of aspiring Content Strategists, and I’m excited to see where this path leads me in the future.

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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Originally published on bloomberg.com

This analysis is from BloombergNEF. It appeared first on the Bloomberg Terminal.

Attention corporations and financial institutions: get ready for heavier sustainable finance regulation in the Americas. While the region still lags Europe and Asia, change is quickly on the way. Across the five countries that are members of the G-20 – the US, Canada, Brazil, Mexico and Argentina – 156 policies have been implemented, with more than half of these arriving since 2021.

A patchwork of voluntary taxonomies, climate risk stress test pilots and mandatory ESG disclosure, they are mostly aimed at banks, asset owners and corporations, but will have a profound impact on any private sector player with exposure in the region.

The US leads sustainable debt issuance in the Americas, making up 81% of the region’s $1.4 trillion total. But it has failed its neighbors in setting an example on policy. The country’s marquee mandatory disclosure policy for environmental, social and governance (ESG) factors is in regulatory purgatory and 16 states have now put forward anti-ESG policies, which could raise the cost of their funds. A climate-risk stress test pilot is the only saving grace for the US. Things could get worse before they get better.Brazil is the region’s leader in sustainable finance policy, with 38 policies targeting corporations and banks. Banks with assets representing more than 0.1% of the country’s GDP (of which there are 473 today) must disclose their risks and opportunities from climate change, while 277 pension funds with a combined $240 billion of assets must disclose ESG factors. President Lula da Silva’s proven climate track record bodes well for more stringent regulation in the future.While Canada’s 26 sustainable finance policies may seem ambitious, just eight of these are mandatory. There is reason to keep an eye on the country though – a roadmap calls for a green taxonomy to be fully implemented by 2025, with mandatory climate risk disclosure also in the pipeline that will impact over 3,400 listed companies.Despite having just nine sustainable finance policies, Mexico punches above its weight. Pension funds must integrate ESG into their investment decisions. In early 2023, the country also produced a green taxonomy, emulating the European Union and adding social factors.Argentina has been gathering momentum, with 11 of its 12 sustainable finance policies having been passed since 2019. Chief among them is a regulation requiring funds to align 75% of their investments with their name.

BloombergNEF (BNEF), Bloomberg’s primary research service, covers clean energy, advanced transport, digital industry, innovative materials and commodities. BNEF helps corporate strategy, finance and policy professionals navigate change and generate opportunities. Explore more content on the BNEF blog. 

Our dedication to operating sustainably is firmly embedded in our company culture, and we believe that understanding and managing our environmental impact necessarily guides WHERE WE’RE GOING. We have adopted proactive policies and initiatives aligned with our environmental stewardship objectives to help identify areas of importance and detailed expectations for our Team Members and business partners. The framework used to develop our EMS can be applied in other critical aspects of our business, including Safety & Health and Quality Management, furthering our alignment with international standards.

Our Environmental Statement outlines our comprehensive approach to protecting and preserving the environment and defines our obligations to:

Conform with applicable environmental requirements and industry standards;Understand our potential impacts on the environment to minimize risks and liabilities; andPractice responsible land management throughout the life cycle of our operations.

We incorporate environmental targets into our leadership compensation structure, as well as our company-wide performance review processes, to help us better track progress and incentivize advancement of our environmental stewardship priorities.

We expect all Covia Team Members and business partners to comply with this statement, and we regularly evaluate performance to ensure we are operating in alignment with our environmental stewardship objectives. Additionally, we promote regulatory compliance at each of our sites through rigorous oversight practices and by fostering a culture of accountability among our Team Members.

Our Environmental Management System 

We remain committed to continuous improvement with respect to our environmental performance and are focused on driving consistency across our systems and processes to meet the needs of our business and our stakeholders. In 2022, we began the phased rollout of our new Environmental Management System (EMS), based on the internationally accepted ISO 14001 standards. The new system, which we developed and finalized in 2021, enables improvements in overall environmental performance by providing:

Enhanced predictability, consistency, and efficiency in managing our environmental obligations;Effective targeting and allocation of our environmental management resources;Proven frameworks for high-impact activities, such as pollution prevention, land management, and water usage; andStandardized data collection and reporting mechanisms to effectively measure, monitor, and share progress with our stakeholders.

A comprehensive risk assessment and gap analysis resulted in the deployment of the new EMS at five sites in 2022: Elco, Illinois; Tamms, Illinois; Marston, North Carolina; Canoitas, Coahuila; and Lampazos, Nuevo León. We plan to continue the EMS rollout process to additional sites over the course of 2023.

Continuous Improvement Efforts Help Advance Environmental Performance 

For several decades, Covia has maintained a sharp focus on continuous improvement to enhance our operational performance, foster innovation, and importantly, reduce our environmental footprint. Each year, we track improvement projects across our sites, identifying the specific issues to be addressed, solutions implemented, and project outcomes. In 2022, we completed 130 improvement projects across our footprint, with approximately half of those projects contributing to progress against our Goals that Inspire.

“Covia’s Continuous Improvement Process (CIP) originated within the Operations department in 1989. Since then, CIP has expanded its impact across the company and demonstrated its value over and over again. CIP is a process-driven, long-term strategy that will continue to sustain the innovative culture we are building to support our plans for significant future growth.” – John Quinn, Quality Director, Ottawa, IL

Clean Industry Certification in Mexico 

In accordance with our focus on environmental compliance and continuous improvement, our Ahuazotepec, Puebla; Tlaxcala, Tlaxcala; and Lampazos, Nuevo León plants continue to maintain the Mexico Clean Industry certification.

This is an independent, voluntary environmental compliance assessment program that seeks to safeguard the country’s ecological balance.

The environmental audits conducted at each of the three plants focus on evaluating the respective site’s environmental management system, as well as environmental compliance and alignment with best practices in the areas of water usage, waste reduction, energy efficiency, soil conservation, air quality, and protection of natural resources.

View the full Covia 2022 ESG Report here. 

Clorox’s ESG goals are integrated into our IGNITE strategy because we believe they drive growth and create positive value for our brands, people and communities. We’ve focused on where we can make the biggest impact — Clean World, Healthy Lives and Thriving Communities — and have 20 public-facing goals in these areas.    

The next installment of our “Steps to …” series focuses on Clorox’s commitment to responsible product stewardship, with a focus on ingredient management and transparency. We spoke with Scott Mobley, a technical director on Clorox’s Global Stewardship team, to learn more about the progressive action we’re taking to enhance our own practices and those of the CPG industry overall.

 What does product stewardship look like at Clorox? Why are our goals important?

Product stewardship is a direct expression of our commitment to do the right thing and ensure consumers know what’s in the products they bring into their homes. Our ESG goals that support this work focus on responsible and progressive actions that enhance both Clorox and the CPG industry’s product ingredient transparency practices. When done right, we’re giving consumers the trust and confidence to choose products that are right for them and their families — and that’s essential to our purpose to champion people to be well and thrive.

What steps is Clorox taking to be more transparent about the ingredients used across its portfolio of products?

An early product transparency effort for Clorox was creating publicly available restricted substances lists for both our U.S. professional and retail cleaning products — meaning these ingredients are not intentionally added to our products in those categories. This is especially important for our consumers, as it helps them easily verify whether cleaning products contain ingredients they don’t want in their households. Having met this initial goal for our domestic retail cleaning products in 2020 and professional products in 2021, we’re currently evaluating the possible development of additional lists for some of our other product categories by 2025.

Clorox also helped develop an industrywide labeling tool, SmartLabel, which gives consumers a way to easily access detailed information for a wide range of U.S. retail products in a single place, using a consistent digital format. In partnership with the American Cleaning Institute trade association, we recently became the first company to add user-friendly definitions to SmartLabel so consumers can better understand the function of each ingredient in our cleaning products.

All of Clorox’s cleaning and disinfecting products sold in the U.S. are currently searchable in SmartLabel, and one of our goals is to expand our scope for providing consumer-meaningful information through this tool. Other companies are expected to follow, which is a great example of how work in this space will not only benefit Clorox but the entire industry.

How does Clorox engage with external stakeholders, such as NGOs or consumer advocacy groups, to proactively advance this work? 

The perspective and insight we receive from our external stakeholders is critically important to how we approach our product stewardship goals. Whether it’s the consumers who use our products every day, the NGOs that advocate for increased chemical safety, or investors that rate our company on ESG progress, we want our efforts to resonate with all our stakeholders. Importantly, our product stewardship goals also depend on collaboration with external groups to achieve and verify them, which helps build trust with our consumers.

For instance, in 2021 we began participating in the Chemical Footprint Project to help measure and disclose data related to the chemistries used in our U.S. professional and retail cleaning products. A product’s chemical footprint is a relatively new concept that is akin to how a carbon footprint measures carbon emissions and is intended to benchmark progress toward the use of less hazardous materials. We’re working to improve our footprint’s survey score for our domestic cleaning portfolio 50% by 2030 with an interim target of 35% by 2025.

Another goal focuses on the development and sales of products with targeted certifications and product transparency affiliations, such as the U.S. Environmental Protection Agency’s Safer Choice and the U.S. Department of Agriculture’s BioPreferred programs. In order to earn these certifications identifying products that are safer for human health and the environment, they must go through a rigorous third-party review process to ensure they offer ingredient alternatives without compromising quality or efficacy. I’m proud to say that Clorox has been named an EPA Safer Choice Partner of the Year six times.

Each goal was developed with a specific eye to where Clorox could be a leader and have meaningful impact. I’m proud of every one of the goals and the progress we are making against them.

Which of Clorox’s product stewardship goals are you particularly proud of? Are any of these commitments unique?

Our chemical footprint goal is probably the most unique. When we first decided that we wanted to have a chemical footprint goal, we weren’t sure if we were going to develop a metric on our own or whether we would participate in an existing program. At that time, there were no other companies that were reporting on their cleaning product chemical footprint, so we researched several options before ultimately joining the Chemical Footprint Project. We’re seeing more and more companies disclose this information each reporting cycle, but I like to think we were a leader among our peers in recognizing the importance of assessing our chemical footprint.

Our ESG commitment is driven by our purpose to champion people to be well and thrive every single day. Learn more about our ESG goals here. Want to make a positive impact on the world? Learn about Clorox careers here.