Month: January 2024

Nickelodeon Animation Community Efforts (NiCE) team engages in a wide variety of projects focused on promoting Arts Education Advocacy and civic engagement such as mentorship programs, classroom visits from artists and writers, equipment donation, and general volunteerism. NiCE strives to make meaningful contributions to our community while also providing our employees real opportunities to give back in ways that are impacting and transformative. Here are some NiCE programming highlights from November-December 2023!

Best Field Trip Ever! – The Best Field Trip Ever program is a half-day immersive program that is comprised of a VIP behind-the-scenes studio tour, a 2-hour creativity workshop, and lunch in the courtyard. Recent participants include Compton High School’s Audio Production Program, School of Santa Isabel, California School of Arts, and Cleveland High School’s Animation Program.Let’s Draw! – in partnership with the Lollipop Theatre, Nick employees visit children in classrooms, hospitals, and virtually via Zoom calls to share their universal love of drawing and build creative confidence in children by teaching basic shaped of Nick characters such as SpongeBob! Recent participants include Claire Norris, Production Coordinator, Big Nate and Emma McCloskey, Storyboard Revisionist, Dora the Explorer.Vamos A Dibujar! – In partnership with Leer Contigo and Paramount Latin America Pro Social Team, this program is an all spanish edition of Let’s Draw! Recent participants includes Nico Selma, Storyboard Director, Dora and Abril Fregozo, Production Assistant, SpongeBob SquarePants.Thanksgiving Food Drive – NiCE hosted their 23rd Annual Thanksgiving Food Drive in partnership with LA Family Housing. With an amazing turnout this year, 68 donations were made totaling neat $4,000 impacting 80 families across 6 different locations.Nickelodeon Masterclass – NiCE host master classes that are taught by seasoned Nickelodeon veterans addressing the key phases and skills in the Animation process. Recent classes include Visual Development Masterclass with Miguel Gonzalez, Art Director, The Casagrandes Movie and Animatics Masterclass with Matt Vanloon, Animatic Editor, Big Nate.

Nickelodeon Animation Community Efforts (NiCE) team engages in a wide variety of projects focused on promoting Arts Education Advocacy and civic engagement such as mentorship programs, classroom visits from artists and writers, equipment donation, and general volunteerism. NiCE strives to make meaningful contributions to our community while also providing our employees real opportunities to give back in ways that are impacting and transformative. Here are some NiCE programming highlights from November-December 2023!

Best Field Trip Ever! – The Best Field Trip Ever program is a half-day immersive program that is comprised of a VIP behind-the-scenes studio tour, a 2-hour creativity workshop, and lunch in the courtyard. Recent participants include Compton High School’s Audio Production Program, School of Santa Isabel, California School of Arts, and Cleveland High School’s Animation Program.Let’s Draw! – in partnership with the Lollipop Theatre, Nick employees visit children in classrooms, hospitals, and virtually via Zoom calls to share their universal love of drawing and build creative confidence in children by teaching basic shaped of Nick characters such as SpongeBob! Recent participants include Claire Norris, Production Coordinator, Big Nate and Emma McCloskey, Storyboard Revisionist, Dora the Explorer.Vamos A Dibujar! – In partnership with Leer Contigo and Paramount Latin America Pro Social Team, this program is an all spanish edition of Let’s Draw! Recent participants includes Nico Selma, Storyboard Director, Dora and Abril Fregozo, Production Assistant, SpongeBob SquarePants.Thanksgiving Food Drive – NiCE hosted their 23rd Annual Thanksgiving Food Drive in partnership with LA Family Housing. With an amazing turnout this year, 68 donations were made totaling neat $4,000 impacting 80 families across 6 different locations.Nickelodeon Masterclass – NiCE host master classes that are taught by seasoned Nickelodeon veterans addressing the key phases and skills in the Animation process. Recent classes include Visual Development Masterclass with Miguel Gonzalez, Art Director, The Casagrandes Movie and Animatics Masterclass with Matt Vanloon, Animatic Editor, Big Nate.

This article, written by LyondellBasell Senior Vice-President, Strategic Planning and Transactions, Ronald Haddock, was originally posted by the World Economic Forum as part of a series focusing on the transformation of the chemicals industry. 

The chemical industry cannot change its image without a deliberate and significant sustainability transformation. This agenda must be both broad and deep. The magnitude of investments required to become more sustainable is daunting and the challenge is to pace initiatives and investments that balance progress on sustainability objectives with shareholder expectations for acceptable returns.

Mega trends shaping the chemical industry over the next five to 10 years (and beyond) are the foundation for the strategic scenarios in which these decisions and investments will be made and they continue to offer a framework to structure the industry’s position. They include energy and resource transitions, changes in consumer buying habits, changing needs for and from agriculture (especially given the dual use of traditional food sources as feedstocks for chemicals production), post-globalization changes in trade flows, changes in the consumption of consumer and healthcare products, and new digitally-enabled business models that change how chemicals products are bought and sold.

The pace of change continues to accelerate, driven by changes in regulation, technology, consumer buying behaviours, new markets and shifting sources of feedstocks.

Chemical and advanced materials companies are getting ready to make investments within strategic scenarios that include, for example:

The pace of transition to net-zero, with distinct differences across geographies, with a clear need to reduce overall greenhouse gas (GHG) emissions that get them to net-zero on Science Based Targets initiative (SBTi) timelines.The increase in localization of value chains, which themselves have to become far more circular and sustainable in terms of recycled-based materials and reduced emissions.The dislocations in historical trade flows impacting arbitrage of feedstocks and product flows with investments in sustainability that can meet expected returns within investment time horizons that are being disrupted by changes in flows.The plastics value transition from convenience to performance and sustainability products, in some cases eliminating products that won’t meet sustainability objectives while creating new ones that substitute other, less sustainable materials and a better understanding of post-use value.

These four scenarios are not mutually exclusive and represent the context in which strategic decisions and investments are currently being made at the enterprise level.

Focused on objective-setting

Facing the breadth of the sustainability challenges ahead, companies will increasingly need to formulate, commit to, and deliver against specific sustainability objectives. As an example, LyondellBasell has developed specific objectives across over twenty targets today including:

Reducing GHG emissions: Scope 1 and 2 initially, then Scope 3 across entire value chains. This will require, at the individual enterprise level, significant cumulative investment.Circularity: dramatically reducing waste that goes into landfills, oceans, etc., via value chains and business models that extend the lives of materials as long as technically and economically feasible.

Achieving much greater sustainability requires a careful rebalancing of the policy and business mix to meet the needs of multiple stakeholder groups while ensuring the chemical industry is economically sustainable and can continue to attract investments. At the enterprise level, this requires a deeper understanding of customer and consumer demand-side requirements while simultaneously developing more sustainable solutions via existing and emerging technologies and business models.

What we need to understand as an industry, to make these decisions for each company, is how the industry is likely to evolve and what strategies can succeed. Key questions to address include:

Customer/demand side: What are the specific sustainability requirements that chemical companies need to be able to deliver to meet the buying criteria of customers? What are the substitute products that may offer better monetary value for customers to meet the criteria? What are the buying behaviours of different customers and brand segments, and which can be served profitably? What mix of offerings can satisfy customer needs where there is a realistic willingness to pay that will sustain supply-side offerings?Supply side: What technologies are available and what investments are required to meet net-zero and materials circularity commitments? What sequencing of investments is economically feasible and can sustain a transition to lower emissions and greater circularity?Getting to scale: What investment strategies over the next five to 10 year event horizon can achieve viable, economic scale that will allow chemical companies to justify investments to their shareholders? What regulatory conditions are required to create a playing field in which investments and actions at the enterprise level will be supported?

The technologies that are required to drive toward greater sustainability are either already available or sufficiently well understood that it is possible to anticipate many of the investments required for the next wave of sustainability improvements. Clearly, technology and associated business models will continue to evolve. Therefore, the challenge for the chemical industry is finding the right balance that addresses the challenges and new opportunities from sustainability goals while also being economically viable and attractive to shareholders who will rightfully demand acceptable financial performance.

This article, written by LyondellBasell Senior Vice-President, Strategic Planning and Transactions, Ronald Haddock, was originally posted by the World Economic Forum as part of a series focusing on the transformation of the chemicals industry. 

The chemical industry cannot change its image without a deliberate and significant sustainability transformation. This agenda must be both broad and deep. The magnitude of investments required to become more sustainable is daunting and the challenge is to pace initiatives and investments that balance progress on sustainability objectives with shareholder expectations for acceptable returns.

Mega trends shaping the chemical industry over the next five to 10 years (and beyond) are the foundation for the strategic scenarios in which these decisions and investments will be made and they continue to offer a framework to structure the industry’s position. They include energy and resource transitions, changes in consumer buying habits, changing needs for and from agriculture (especially given the dual use of traditional food sources as feedstocks for chemicals production), post-globalization changes in trade flows, changes in the consumption of consumer and healthcare products, and new digitally-enabled business models that change how chemicals products are bought and sold.

The pace of change continues to accelerate, driven by changes in regulation, technology, consumer buying behaviours, new markets and shifting sources of feedstocks.

Chemical and advanced materials companies are getting ready to make investments within strategic scenarios that include, for example:

The pace of transition to net-zero, with distinct differences across geographies, with a clear need to reduce overall greenhouse gas (GHG) emissions that get them to net-zero on Science Based Targets initiative (SBTi) timelines.The increase in localization of value chains, which themselves have to become far more circular and sustainable in terms of recycled-based materials and reduced emissions.The dislocations in historical trade flows impacting arbitrage of feedstocks and product flows with investments in sustainability that can meet expected returns within investment time horizons that are being disrupted by changes in flows.The plastics value transition from convenience to performance and sustainability products, in some cases eliminating products that won’t meet sustainability objectives while creating new ones that substitute other, less sustainable materials and a better understanding of post-use value.

These four scenarios are not mutually exclusive and represent the context in which strategic decisions and investments are currently being made at the enterprise level.

Focused on objective-setting

Facing the breadth of the sustainability challenges ahead, companies will increasingly need to formulate, commit to, and deliver against specific sustainability objectives. As an example, LyondellBasell has developed specific objectives across over twenty targets today including:

Reducing GHG emissions: Scope 1 and 2 initially, then Scope 3 across entire value chains. This will require, at the individual enterprise level, significant cumulative investment.Circularity: dramatically reducing waste that goes into landfills, oceans, etc., via value chains and business models that extend the lives of materials as long as technically and economically feasible.

Achieving much greater sustainability requires a careful rebalancing of the policy and business mix to meet the needs of multiple stakeholder groups while ensuring the chemical industry is economically sustainable and can continue to attract investments. At the enterprise level, this requires a deeper understanding of customer and consumer demand-side requirements while simultaneously developing more sustainable solutions via existing and emerging technologies and business models.

What we need to understand as an industry, to make these decisions for each company, is how the industry is likely to evolve and what strategies can succeed. Key questions to address include:

Customer/demand side: What are the specific sustainability requirements that chemical companies need to be able to deliver to meet the buying criteria of customers? What are the substitute products that may offer better monetary value for customers to meet the criteria? What are the buying behaviours of different customers and brand segments, and which can be served profitably? What mix of offerings can satisfy customer needs where there is a realistic willingness to pay that will sustain supply-side offerings?Supply side: What technologies are available and what investments are required to meet net-zero and materials circularity commitments? What sequencing of investments is economically feasible and can sustain a transition to lower emissions and greater circularity?Getting to scale: What investment strategies over the next five to 10 year event horizon can achieve viable, economic scale that will allow chemical companies to justify investments to their shareholders? What regulatory conditions are required to create a playing field in which investments and actions at the enterprise level will be supported?

The technologies that are required to drive toward greater sustainability are either already available or sufficiently well understood that it is possible to anticipate many of the investments required for the next wave of sustainability improvements. Clearly, technology and associated business models will continue to evolve. Therefore, the challenge for the chemical industry is finding the right balance that addresses the challenges and new opportunities from sustainability goals while also being economically viable and attractive to shareholders who will rightfully demand acceptable financial performance.

PORTLAND, Maine, January 25, 2024 – Avesta Housing has received a four-year, $400,000 grant commitment from KeyBank Foundation to enhance services provided to residents in Avesta’s affordable housing properties. The funding will be used to expand resident staffing capacity to ensure all residents within Avesta’s housing organization have access to services, benefits, mental and physical health systems, and meals that they need to be successful in their homes. Services include access to healthcare programs, educational and employment opportunities, job training, professional certification classes, and English language learning initiatives. Facilitating these connections removes barriers and helps build economic well-being and power, creates homebuying and wealth generation opportunities, and helps weave a future for individuals and families previously challenged by homelessness.

“It has been well-reported that there is a critical need for safe, quality, affordable housing. It is equally as important that households achieve long-term stability and success once housing has been secured,” said Avesta Housing President & CEO Rebecca Hatfield. “This generous gift from KeyBank will go a long way toward providing us with the means to connect our residents with the support services to create immediate positive impact in their lives, but also long-term, multi-generational impact and stability.”

Avesta’s mission is to improve lives and strengthen communities by providing and promoting affordable quality homes for people in need. They advocate for affordable housing, develop and manage high-quality housing, and help residents access other needed services that help them maintain their permanent housing. Founded in 1972, Avesta is one of the country’s most innovative and respected leaders in affordable housing and the largest organization of its kind in northern New England. They currently own and manage a portfolio of more than 100 properties with more than 3,000 apartments and 4,600 rental residents. Through its HomeOwnership Center, Avesta provides homebuyer educations classes, financial stability counseling, and foreclosure prevention assistance to 1,200 people each year.

“KeyBank joins Avesta in the belief that everyone in our community should have safe and affordable housing. As a community-minded bank, we are committed to providing access to capital and support to neighborhoods and neighbors who have often faced unfair financial barriers,” said KeyBank’s Maine Market President, Tony DiSotto. “We are pleased to provide financial assistance to Avesta to enable them to expand resources to individuals and families to achieve stable, permanent homes.”

KeyBank Foundation grants are part of a $40 billion commitment for lending and investments across Key’s national footprint established in 2017 and supporting affordable housing and community development projects, home, and small business lending in low- and-moderate income communities, and philanthropic efforts targeted toward education, workforce development, and safe, vital neighborhoods.

Media contacts:

Avesta Housing: Rod Harmon, Communications Manager | 207-272-3986 | rharmon@avestahousing.org

KeyBank: Karen Crane, Communications Manager | 203-789-2752 | karen_crane@keybank.com

PORTLAND, Maine, January 25, 2024 – Avesta Housing has received a four-year, $400,000 grant commitment from KeyBank Foundation to enhance services provided to residents in Avesta’s affordable housing properties. The funding will be used to expand resident staffing capacity to ensure all residents within Avesta’s housing organization have access to services, benefits, mental and physical health systems, and meals that they need to be successful in their homes. Services include access to healthcare programs, educational and employment opportunities, job training, professional certification classes, and English language learning initiatives. Facilitating these connections removes barriers and helps build economic well-being and power, creates homebuying and wealth generation opportunities, and helps weave a future for individuals and families previously challenged by homelessness.

“It has been well-reported that there is a critical need for safe, quality, affordable housing. It is equally as important that households achieve long-term stability and success once housing has been secured,” said Avesta Housing President & CEO Rebecca Hatfield. “This generous gift from KeyBank will go a long way toward providing us with the means to connect our residents with the support services to create immediate positive impact in their lives, but also long-term, multi-generational impact and stability.”

Avesta’s mission is to improve lives and strengthen communities by providing and promoting affordable quality homes for people in need. They advocate for affordable housing, develop and manage high-quality housing, and help residents access other needed services that help them maintain their permanent housing. Founded in 1972, Avesta is one of the country’s most innovative and respected leaders in affordable housing and the largest organization of its kind in northern New England. They currently own and manage a portfolio of more than 100 properties with more than 3,000 apartments and 4,600 rental residents. Through its HomeOwnership Center, Avesta provides homebuyer educations classes, financial stability counseling, and foreclosure prevention assistance to 1,200 people each year.

“KeyBank joins Avesta in the belief that everyone in our community should have safe and affordable housing. As a community-minded bank, we are committed to providing access to capital and support to neighborhoods and neighbors who have often faced unfair financial barriers,” said KeyBank’s Maine Market President, Tony DiSotto. “We are pleased to provide financial assistance to Avesta to enable them to expand resources to individuals and families to achieve stable, permanent homes.”

KeyBank Foundation grants are part of a $40 billion commitment for lending and investments across Key’s national footprint established in 2017 and supporting affordable housing and community development projects, home, and small business lending in low- and-moderate income communities, and philanthropic efforts targeted toward education, workforce development, and safe, vital neighborhoods.

Media contacts:

Avesta Housing: Rod Harmon, Communications Manager | 207-272-3986 | rharmon@avestahousing.org

KeyBank: Karen Crane, Communications Manager | 203-789-2752 | karen_crane@keybank.com

SÃO PAULO, January 25, 2024 /3BL/ – In a significant step towards sustainable maritime operations, DP World welcomed the CMA CGM BAHIA, a container vessel powered liquefied natural gas (LNG), into the Port of Santos, Brazil, on January 22, 2024. This marks the first arrival of a container vessel fuelled by LNG at the port, heralding a new era of eco-friendly maritime transport.

The CMA CGM BAHIA, boasting a length of 336 meters and a capacity of over 13,000 TEUs, began its voyage in Singapore on December 28, 2023, berthing at the Port of Rio de Janeiro before making a stop at the Port of Santos. The vessel’s journey includes several stops across Brazilian ports, before returning to Santos on its return journey to Singapore.

Vessels powered by LNG are gaining recognition for their lower greenhouse gas emissions, making them a more sustainable option in maritime transport. Emitting 40% less CO² than coal and 30% less than oil, LNG is considered to be a sustainable alternative fuel for maritime operations.

DP World, with its commitment to reducing carbon emissions, views the arrival of the CMA CGM BAHIA as a key milestone. Rodrigo Gomes, Commercial Manager at DP World Brazil, said: “Welcoming an LNG-powered vessel that generates fewer CO² emissions aligns perfectly with our global efforts to reduce carbon footprints.” He noted that 2024 will see a rise in similar eco-friendly vessels at the port, reflecting the maritime industry’s commitment to forging a more sustainable future in global logistics.

Sustainability Beyond Shipping

In addition to pioneering sustainable shipping practices, DP World is also focusing on greening its internal operations. In 2023, the company embarked on increasing its use of renewable energy through the electrification of its RTGs (rubber-tired gantry cranes) at the Port of Santos. This project, aimed at converting 22 cranes by 2024, involves a cable system for drawing power from overhead lines. This transition is expected to slash the terminal’s diesel consumption by up to 60%, further cementing DP World’s position as a leader in sustainable port operations.

The company is also embarking upon a pilot project to test hydrogen-powered RTGs at Canada’s Port of Vancouver. A clean and efficient fuel, hydrogen is a proven technology and a viable choice for powering heavy-duty machinery. Slated to kick off in Q2 2024, the hydrogen pilot will gauge the feasibility of electrifying DP World’s global fleet of 1,500 RTGs.

– END –

DP WORLD AMERICAS MEDIA CONTACT:

Melina Vissat, Head of Communications, North America 
M: (+1) 704-605-6159 
E: melina.vissat@dpworld.com

ABOUT DP WORLD:

Trade is the lifeblood of the global economy, creating opportunities and improving the quality of life for people around the world. DP World exists to make the world’s trade flow better, changing what’s possible for the customers and communities we serve globally. 

With a dedicated, diverse and professional team of more than 106,500 employees from 158 nationalities, spanning 73 countries on six continents, DP World is pushing trade further and faster towards a seamless supply chain that’s fit for the future. 

We’re rapidly transforming and integrating our businesses — Ports and Terminals, Marine Services, Logistics and Technology – and uniting our global infrastructure with local expertise to create stronger, more efficient end-to-end supply chain solutions that can change the way the world trades. 

What’s more, we’re reshaping the future by investing in innovation. From intelligent delivery systems to automated warehouse stacking, we’re at the cutting edge of disruptive technology, pushing the sector towards better ways to trade, minimising disruptions from the factory floor to the customer’s door. 

WE MAKE TRADE FLOW
TO CHANGE WHAT’S POSSIBLE FOR EVERYONE.

Follow DP World on:

Twitter: https://twitter.com/DP_World

LinkedIn: https://www.linkedin.com/company/dp-world