Month: April 2024

(Coastal Conservation Association Florida issued the following news release.)

The partners will release 50 slot-sized redfish in Bay County to support stock enhancement and kick off the 2024 Redfish Film Fest

PANAMA CITY, Fla., April 18, 2024 /3BL/ – Coastal Conservation Association Florida (CCA Florida), the state’s leading organization dedicated to marine fisheries conservation, education and advocacy, will join the Duke Energy Mariculture Center and the Florida Fish and Wildlife Conservation Commission (FWC) to kick off the 2024 Redfish Film Fest and release 50 hatchery-reared, adult redfish (averaging 18 to 27 inches in length) off the waters of Bay County on Thursday, in effort to combat the decreasing population along Florida’s West Coast.

In recent years, the redfish population has drastically declined as a result of water quality issues and loss of habitat. To counteract these effects, CCA Florida and its partners have taken a proactive approach to habitat restoration, water quality initiatives, fisheries management and restocking efforts for one of Florida’s most sought-after inshore fish, the redfish.

“Every redfish released brings us another step closer to repopulating one of Florida’s most iconic fisheries,” CCA Florida Executive Director Brian Gorski said. “Together with our dedicated partners, we are proud to continue conserving and protecting Florida’s marine resources along the West Coast and help launch this year’s Redfish Film Fest.”

The latest restocking efforts for the nonprofit-corporate partnership are part of a multifunctional and multiyear strategy to rebuild and maintain game fish stocks, and releasing adult, slot-sized redfish makes a quicker impact to the fishery as it significantly increases the chances for spawning.

“Duke Energy Florida has a long-standing relationship with Florida Fish and Wildlife Conservation Commission and CCA Florida. Together we’re making a powerful impact protecting the state’s natural resources,” said Melissa Seixas, Duke Energy Florida state president. “We understand that environmental stewardship is vital to the success of local economies and critical to the communities we serve.”

In the past five years with support from FWC, CCA Florida and Duke Energy have released nearly 450,000 redfish and spotted seatrout (4 to 30 inches) along Florida’s East and West Coasts to help provide abundant recreational fishing opportunities.

“We are proud to support the collaborative restocking efforts of our valued partners, CCA Florida and Duke Energy,” said FWC Executive Director Roger Young. “Ensuring the sustainability of our redfish population is crucial for conserving this important species and allowing us to continue to enjoy Florida’s resources.”

The release is scheduled for Thursday, April 11 at 12 p.m. at Destination Panama City, 101 West Beach Drive, Panama City, FL 32401. Together, the partners will release about 50 slot-sized redfish from the Duke Energy Mariculture Center. FWC Executive Director Roger Young, FWC Chief Conservation Officer George Warthen along with state and local government officials are scheduled to attend.

About CCA Florida

The Coastal Conservation Association (CCA) was founded in 1977 after drastic commercial overfishing along the Texas coast decimated redfish and speckled trout populations. One of 19 state chapters, CCA Florida became the fifth state chapter in 1985. A 501(c)3 non-profit, the purpose of CCA is to advise and educate the public on conservation of marine resources. Through habitat restoration projects, water quality initiatives and fisheries advocacy, CCA Florida works with its over 18,000 members including recreational anglers and outdoor enthusiasts to conserve and enhance marine resources and coastal environments. Join the conversation on Facebook or learn more at ccaflorida.org.

About Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. The company’s electric utilities serve 8.4 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 54,800 megawatts of energy capacity. Its natural gas unit serves 1.7 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky.

About FWC

Florida Fish and Wildlife Conservation Commission’s mission is to conserve fish and wildlife resources for their long-term well-being and the benefit of people. Florida’s fish and wildlife belong to the people of Florida, and the FWC is entrusted to take care of these precious resources. The FWC protects and manages more than 575 species of wildlife, over 200 native species of freshwater fish and more than 500 native species of saltwater fish while balancing these species’ needs with the needs of approximately 19 million residents and the millions of visitors who share the land and water with Florida’s wildlife. Learn more at myfwc.com.

Media contact: Audrey Stasko 
Media line: 800.559.3853 
Twitter: @DE_AudreyS

CCA Florida Contact: Mary Hillyer Peelen Walther 
Phone: 407.617.0604 
Email: mhpwalther@ccaflorida.org

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Cummins

The journey of energy transition which we are all in is not an easy one. There is not one answer that suits all. As the energy transition becomes a higher priority, we can explore key ways in which we can prepare ourselves to navigate the energy future. 

Explore more videos from our series ‘The Future of Energy [simplified]’ – a video series that provides answers to your most frequently asked questions about the energy transition.

About Cummins Inc.

Cummins Inc., a global power solutions leader, is comprised of five business segments – Components, Engine, Distribution, Power Systems and Accelera by Cummins – supported by our global manufacturing and extensive service and support network, skilled workforce and vast technological expertise. Cummins is committed to its Destination Zero strategy, which is grounded in the company’s commitment to sustainability and helping its customers successfully navigate the energy transition with its broad portfolio of products. The products range from advanced diesel, natural gas, electric and hybrid powertrains and powertrain-related components including filtration, aftertreatment, turbochargers, fuel systems, valvetrain technologies, controls systems, air handling systems, automated transmissions, axles, drivelines, brakes, suspension systems, electric power generation systems, batteries, electrified power systems, hydrogen production technologies and fuel cell products. Headquartered in Columbus, Indiana (U.S.), since its founding in 1919, Cummins employs approximately 75,500 people committed to powering a more prosperous world through three global corporate responsibility priorities critical to healthy communities: education, environment and equality of opportunity. Cummins serves its customers online, through a network of company-owned and independent distributor locations, and through thousands of dealer locations worldwide and earned about $735 million on sales of $34.1 billion in 2023. See how Cummins is powering a world that’s always on by accessing news releases and more information at https://www.cummins.com/.

© 2024 Cummins Inc. All rights reserved.

Las Vegas Sands

As part of Women’s History Month 2024, Sands recently welcomed Cynt Marshall, CEO of the Dallas Mavericks, as a guest speaker for the In Focus DEI Conversation Series, which provides corporate Team Members with perspectives from diverse leaders in the corporate, nonprofit and public sectors.

With the same majority shareholder ownership, the Dallas Mavericks and Sands enjoy a “first cousin” relationship, as Marshall and series leader and moderator Ron Reese, chair of the company’s diversity, equity and inclusion (DEI) council, discussed during the session.

Sands invited Marshall to share her journey to assuming one of the top leadership positions in professional basketball and her work to build inclusiveness in a top sports organization and corporate America

Marshall drew on stories from her 2022 book, “You’ve Been Chosen: Thriving Through the Unexpected,” which chronicles her journey in overcoming a turbulent childhood, overt and subtle racism in her career, and a life-threatening battle with cancer. Like the book, the In Focus session exuded the effervescent positive outlook and deep wisdom Marshall cultivated through these experiences and her enduring faith.

Marshall joined the Dallas Mavericks as CEO in 2018. Though she was the first Black woman to become a CEO in the National Basketball Association – a milestone that should have been widely celebrated – her appointment on the heels of diversity issues in the Mavericks’ organization brought more skepticism around her ability to succeed than accolades.

Yet, under Marshall’s leadership, the Dallas Mavericks organization has become an award-winning, best-in-class operation – marking another challenge she overcame.

Marshall brought extensive leadership experience to the Mavericks, particularly in the area of DEI. Before joining the team, she served in a variety of positions, including as chief diversity officer, with AT&T during her 36-year tenure. After leaving AT&T, she founded her own consulting company to guide corporate clients on DEI issues and organizational change.

Marshall had been working with a leading global corporate client to develop and implement a strategy for institutionalizing an inclusive culture when Mavericks owner Mark Cuban called about an “opportunity.” Originally intending to turn it down, the chance to make an impact in changing organizational culture was too enticing to pass up.

“He (Cuban) told me, ‘I need a leader. I need someone who could transform cultures.’ I went home, prayed about it, talked to a lot of different people and just said, yes. I just felt called to do it … even though I didn’t know the business of basketball. He told me don’t worry about that. He told me his request was to create a great place to work. Together, we laid out a vision and a set of values.”

With this roadmap, the Dallas Mavericks organization continues to set the standard for workplace culture, innovation and corporate social responsibility, and is a two-time recipient of the NBA’s Inclusion Leadership award.

Marshall and Reese kicked off the In Focus session by discussing the value of observances such as Women’s History Month and Black History Month.

“Women and Black people have contributed a lot to this country and to this world,” Marshall said. “We don’t always recognize the amazing contributions of these groups of people … These months are an opportunity to appreciate just the richness and diversity of the people who make this country great.”

Marshall talked about facing career challenges as she was often the first woman, the first Black person or the first Black woman in a role. From pressure to change her appearance to the way she spoke, Marshall complied in the early years of her career. At one pivotal point, however, she took a stand.

On the cusp of becoming an officer at AT&T, she was told she had to change her hair and name (because what is the name Cynt, she was told) and lower her speaking voice when she assumed the position.

“So when it got to that point, I just told (the hiring leader) … I feel like you’re fundamentally trying to change who I am,” Marshall said. “And I actually knew that wasn’t the company that I worked for – but that’s where she was going with it, so I turned it down.”

Marshall’s commitment to authenticity paid off. After a call from the chairman of AT&T, she officially accepted.

“He said, ‘Let’s start all over again. I know exactly who you are.’ And he described me to a tee. He said, ‘That’s the person who we want to walk into our doors as an officer tomorrow.’ And he gave me this great pep talk. And then he offered me the job again. And I said yes. And I love to tell that story.”

Marshall relayed the experience as an example of strong leadership and recognizing the value of authenticity and diversity.

“I like that story because it shows the powerful words of a leader, and how a leader can actually free somebody into being themselves, which is what we all want,” she said. “We want people to walk in the door as their authentic self every day and give us the best of what they have to offer.

“That’s one of our values at the Mavericks, along with character, respect, authenticity, fairness, teamwork and safety, both physical and emotional safety. That’s why the authenticity piece is so important to me, because somebody gave me the okay to be me and to bring my full self to work.”

When Marshall began the challenging work of turning around the Mavericks organization, she relied on the vision of leadership she formed in witnessing and practicing great leadership.

“It’s simple for me; it’s three Ls,” Marshall said. “If I want to be an effective leader, I need to do these three things: listen to the people, learn from the people and love the people. And that’s what I did, I listened to these people. I met with every single employee in the first 90 days. I just wanted to know who they were. I wanted to learn from them. I wanted to get to know them and love them as people.”

Beyond the three Ls, the turnaround required deep organizational changes, including upheaval in the leadership team.

“We had no women in permanent leadership positions, or people of color. We very quickly formed a diverse group of people.”

She shared the success of these changes as a call to action for all companies. “We need women at the table we’re on. If you want to get it right, you need to have everybody at the table, including women. My team is 50% women now. I’m very, very proud of that.”

Through all of the challenging experiences Marshall has faced in her life and career, three things have been her sustaining strengths: her faith, her family and having purpose.

“I am a woman who is driven by purpose,” she said. “And I believe that I am here for a purpose. And there are some things that I need to get done to fulfill my mission on this Earth. I believe that for all of us. I’m very optimistic because the way I describe it – I have receipts.

“My husband is battling cancer right now. And he just had a stem cell transplant a couple of weeks ago. And I remain optimistic because I have receipts. I got through domestic violence as a child. I got through my dad breaking my nose. I got through four second-trimester miscarriages, and a daughter who died at six months, and the Lord blessed us to adopt four amazing kids, three of them totally abandoned, abused and neglected.

“And I look at their stories and what they’ve gone through – those are my receipts. I’ve gone through cancer myself. My husband had brain damage. And they said he would never walk or talk again. He’s 95% back to normal. I just know it’s going to work out, somehow that God and great people always, always show up. I don’t hide what’s important to me. I know it’s all going to work out. So that’s what I do.”

The In Focus DEI Conversation Series for Sands corporate Team Members is one of the company’s core DEI programs, which aim to build a collaborative and integrated environment in the workplace and at the company’s resorts by removing systemic barriers and creating opportunities for underrepresented groups.

For more information on the company’s DEI initiatives, read the latest ESG report: https://www.sands.com/resources/reports/.

Organizing large-scale music festivals is often associated with significant environmental challenges. Festivals can generate massive amounts of waste, from attendees discarding single use-items like plastic cups and food containers, to emitting high levels of Co2 emissions from the generators powering each stage.

AEG’s Goldenvoice is challenging convention by pioneering sustainable practices in festival organizing and utilizing its three-day music festival in Long Beach, CA, Cali Vibes, as a blueprint for greening their own festival operations.

Now for the second consecutive year, Goldenvoice’s Cali Vibes, has partnered with Three Squares Inc., a Los Angeles-based environmental consulting firm, to develop a comprehensive sustainability program aimed at reducing emissions, minimizing waste, educating attendees and staff, and fostering eco-friendly practices throughout its operations.

Welcoming 25,000 fans per day, Cali Vibes allowed sustainability to take the main stage by adopting the following green initiatives:

Food Waste Reduction – All extra food at the festival was donated to local community shelters. Additionally, roughly 20% to 30% of the food vendors at Cali Vibes provided vegan menu options, with all vendors required to offer at least one vegetarian option.Reusable Cup Program: Through its partnership with r.World, the festival utilized r.Cup reusable cups and eliminated approximately 300,000 single-use plastic cups. Water was served in aluminum cans, and refill stations were located throughout the festival.Reducing Energy: To reduce on site energy consumption, Cali Vibes sourced Overdrive Energy Solutions’ battery power stations to capture solar energy to power light towers in parking lots, merch stations and bathroom zones. Energy efficient lighting systems relied on battery-powered LED lights. By sourcing locally-produced renewable diesel to power generators and heavy equipment, Cali Vibes eliminated 43 tons of carbon emissions at this year’s festival.Reducing Emissions: The festival promoted public transit use by offering attendees free or discounted public transit rides through a partnership with L.A. Metro. Festival organizers also implemented a “no idling” rule to reduce emissions by requiring cars and gas-powered golf carts to be turned off when not in motion.

In addition to greening its festival operations, the team at Goldenvoice partnered with AEG’s Social Impact department to nurture the next generation of environmental stewards by hosting an AEG Futures event at the festival. The career program brought together [50] underrepresented high school and college students to learn about sustainability-focused career opportunities available in live entertainment. The program offered students a chance to learn from industry experts about career opportunities, meet sustainability vendors who spoke to them about the specific Cali Vibes initiatives, participate in mentoring sessions, and explore the festival grounds, fostering a deeper understanding of sustainable practices in the live music space.