Month: May 2024

Southwire is pleased to announce the construction of a new expansion of the company’s Cofer Technology Center. Located in Carrollton, Ga., the facility will serve as an extension to Southwire’s hub for research and development (R&D) initiatives.

“I am thrilled to share this announcement of Southwire’s investment in the R&D space,” said Norman Adkins, Southwire’s chief operating officer. “This is another example of why now is a promising time in our industry and at Southwire. The facility represents our progress as a company as we drive forward into the next chapter of electrical innovation.”

The new facility has been engineered with the qualifications for Leadership in Energy and Environmental Design (LEED) Certification in mind. LEED, which is awarded by the U.S. Green Building Council (USGBC), is a widely respected recognition of sustainable design and energy conservation in buildings.

By pursuing LEED Certification, the Cofer Technology Center expansion project exemplifies Southwire’s commitment to remaining a standard-bearer of generational sustainability in manufacturing, distribution and more. Southwire’s investment in this facility expansion reflects the company’s dedication to remaining on the forefront of emerging and evolving technologies in the electrical industry.

The expansion will add approximately 50,000 square feet to Southwire’s footprint and will feature a manufacturing line for the production of R&D wire samples. In particular, the facility will have a focus on engineering with sustainable components, such as creating cable with recyclable plastic insulation materials.

“Our industry is experiencing unprecedented growth, driven by a global focus on sustainability, renewables, electric vehicles and grid transformation, just to name a few.” said Axel Schlumberger, senior vice president of research and development. “The expansion of our R&D facilities will enable that growth in strategic growth market verticals and accelerate innovation and the development of new solutions for our core and emerging markets.”

The development of the Cofer Technology Center expansion will begin in the second quarter of 2024. Construction is projected to be completed by the end of 2024, and the facility will be fully functional by the end of 2025.

Fore more Southwire news, visit www.southwire.com/newsroom.

We are facing a tragedy of the commons — and have been for a while. At worst, businesses are taking advantage of the planet and society and aren’t holding themselves fully responsible for the damage they are doing. When companies release excessive carbon into the air or keep wages low, the resulting environmental damage and societal burdens are paid for by the average citizen and the taxpayer.

Christopher Marquis explores this reality in his new book, The Profiteers. He explains the systemic issues underlying today’s most pressing global challenges, from climate change to inequality, shedding light on the ways in which businesses privatize gains while socializing costs. But at the heart of Marquis’s work lies a call to action for leaders across sectors to embrace a new vision of business. The Profiteers serves not only as a wake-up call to the inherent flaws of our current system but provides a roadmap for a more sustainable and equitable future.

We invited Christopher Marquis, Cambridge University professor and author of other books (including Mao and Markets: The Communist Roots of Chinese Enterprise and Better Business: How the B Corp Movement Is Remaking Capitalism), to discuss how The Profiteers exposes the hidden toll of environmental damage, low wages, and systemic discrimination, calling for a paradigm shift in business practices.

Listen for insights on:

The exploitation of the “the commons” by businessesHow governance alignment can help corporate sustainability efforts succeedExamples of creative thinking that led to social and environmental innovation

Listen to this and other episodes of Purpose 360 Podcast here.

Purpose 360 Podcast is a masterclass in unlocking the potential of purpose to ignite business and social impact. Hosted by Carol Cone, CEO of Carol Cone ON PURPOSE, Purpose 360 illuminates the impact of purpose, from engaging employees and fostering deeper consumer loyalty to inspiring product innovation and increasing market share.

Carol Cone ON PURPOSE (CCOP) is a pioneering social impact consultancy helping companies, brands, and nonprofits harness the power of purpose to advance their business and societal impact. CCOP’s proven approach, developed over decades and hundreds of purpose assignments, meets clients at any point on their purpose journey to unlock opportunities to build reputation, inspire and engage employees, ignite organizational culture for innovation and growth, while supporting the greater good.

Originally published on NRG Energy Insights

By Lynda Clemmons

This Earth Month is the perfect opportunity to reflect on the intersection of sustainability and customers in our energy systems. Having spent most of my career in the energy space, I have never seen a transformation like the one we are facing today. Renewable technologies like wind and solar have changed the way we generate power. At the same time, consumer behaviors and technological advances outside of the energy space are changing how we use — and think about — energy.

However, NRG and many others in our industry continue to contend with how to drive the energy transition reliably and affordably. What I have learned over the past decade on the NRG team confirms what I have always believed. Success begins and ends with the consumer.

A customer-first approach

Today, we are at an inflection point. The demand side of the energy equation is no longer something just to be served. It is an opportunity. For consumers to become a participant in the energy future. For controllable support for the power grid. And for increasingly cleaner and more efficient energy use.

As such, we are committed to facilitating customers’ sustainability efforts through solutions that make renewables, energy efficiency, and home management more accessible to everyone. Our robust technology platform helps customers be better energy users by providing data and insights into their consumption. Paired with the right electricity plan, we reward them for leveraging this information to modify energy use — without disrupting their lives.

While still emerging, these small reductions have the potential to be harnessed together through smart, controllable devices in the home to create a meaningful power resource. When paired with NRG’s market expertise, this aggregation can help support the grid as the number of intermittent resources increases.

For our larger business customers, this type of controllable demand is nothing new. They have been participating in load management programs for years, both managing risk and monetizing flexible demand. Additionally, any reduction in demand also reduces stress on less efficient generation sources that run during peak demand.

Moreover, we are constantly working to expand our offerings and provide additional sustainable value to home and business customers through cleaner products such as renewable and producer-certified natural gas, RECs, carbon offsets, virtual PPAs, and community solar projects.

Through this approach, we are supporting our customers’ decarbonization journey and our own. Not through a silver-bullet solution but by empowering customers through products and solutions that meet their needs.

The next chapter

We all want to leave a better world for the next generation. By using the technology we have now to manage our resources, we can turn the tide on climate change. As with any transition, there will be bumps, and the path may not always seem clear. But NRG will be there along the way.

We have grasped the opportunity to do more than just provide electricity. We sit in the perfect place to look beyond our own sustainability goals and toward helping our customers achieve so much more. From my seat, I see the headwinds, opportunities, tools, and resources that will be key to furthering our progress. Undoubtedly, I am inspired by the many ways we can all participate in building a better tomorrow.

Please stay with us on our journey and learn more about our story and progress. I am excited about what we can achieve and how we are partnering with customers, both large and small, to power a brighter future, together.

Strategic business partnerships cultivate growth, innovation, and success. They create opportunities to expand customer reach, increase production and performance, and bring forth the very best in collaborative solutions for the customer. Successful partnerships, however, not only depend on finding the right fit, but also in embracing shared values such as diversity and inclusion. Leidos has many business partnerships, and when these alliances incorporate differences in race, culture, gender, age, and education, the company derives additional benefit through new perspectives in strategies and solutions.

To support its utility customers, Leidos’ Power Delivery Solutions (PDS) team actively seeks out partnerships with diverse companies including Milhouse Engineering & Construction Inc. and KCS Corporation. Both organizations are thriving and diverse businesses that offer strong technical capabilities and local expertise, while also sharing common goals and values with Leidos.

Milhouse Engineering and Construction Inc. is a full-service Chicago-based minority-owned engineering firm offering expertise in civil, mechanical, electrical, structural, and environmental engineering, as well as construction and program management. Veronica Alcorchas, Milhouse Project Manager, believes that when partnerships bring together individuals from diverse backgrounds, industries, and cultures, they open the door to unique perspectives. “Differing viewpoints foster creativity, encourage innovation, and lead to comprehensive and effective strategies,” she says. “An added benefit that sets the Leidos and Milhouse partnership apart is that it has never felt transactional; it’s based on mutual respect and shared values.” This partnership has inspired richer decision-making and problem-solving processes to meet customer needs.

KCS Corporation, a Chicago-based provider of engineering services with 24 years of power delivery experience in transmission and substation, with projects located throughout the US, Canada, and Japan, also finds mutual benefit in its partnership with Leidos. “With a unique perspective and familiarity with Leidos customers, this partnership provides immediate responsiveness to customer needs, an ability to quickly ramp up project teams, and efficiencies in the execution of services. More specifically, these types of diverse partnerships allow for growth opportunities and added responsibilities,” says Seemesh M. Sethi, President of KCS Corp. Through its partnership with Leidos, KCS helps provide expedited project delivery and cost-effective solutions. “Collaboration allows partners to learn from each other and exchange best business practices,” he added. As a result of this successful partnership, both organizations have expanded their capabilities and ability to quickly deliver quality solutions, enhance their talent pools, and further develop a competitive edge in the market.

These collaborations as well as other similar partnerships not only elevate the customer experience by delivering a wider range of solutions, but also underscore Leidos’ ongoing commitment to support small, diverse businesses. “We believe in strong diverse business partnerships and a diverse workforce as they both promote innovative and successful solutions,” notes Micheal Swan, Leidos Vice President. “By tapping into different ideas, perspectives, and approaches, we are able to solve our client’s most challenging problems.”

Originally published on LinkedIn

“Our work is complex. Challenges are not overcome overnight. But persistence pays off—and we have the opportunity to make real, meaningful change. It’s what keeps me excited to go to work each morning.”

As the director of our Kohler WasteLAB and Innovation for Good program, Matthew Sanchez and his team live and breathe creativity and resourcefulness—transforming manufacturing waste into beautiful products and developing commercial solutions that address today’s most pressing social challenges.

It’s a role that didn’t exist when he first started at Kohler, and one that Matt discovered through his dedication to professional growth and exploration—including job assignments in Thailand and China and his participation in the Kohler Leadership Forum.

Our signature executive leadership development program, Kohler Leadership Forum, is a partnership with the University of Virginia Darden School of Business designed to equip accomplished senior leaders with the skills, knowledge, and mindset needed to become more for themselves, their teams, and the world in a rapidly changing environment.

“Programs like Kohler Leadership Forum are an incredible opportunity to dedicate time to growing as a leader, learning from associates across our businesses, and working to solve challenges,” explained Matt. “Not only does Kohler have the resources to offer these experiences, they’re willing to invest in me as I continue to grow.”

Matt’s story is a testament to the new career paths that can present themselves through a commitment to learning and continuous improvement—and the motivation that comes from being truly passionate about your work.

“I love that we MAKE things! I’ve always been drawn to roles that involve operations,” he added. “And to be able to leverage a globally recognized brand that prioritizes quality and design with customers all around the world—it’s the best.”

Learn more about the KOHLER WasteLAB here, or explore the KOHLER Innovation for Good program. 

Originally published by GoDaddy’s Venture Forward Research Initiative

The big fact

Over half of microbusiness owners from the U.S. and U.K. agree that life is better as an entrepreneur, according to GoDaddy Venture Forward research. Research from academic institutions, including Baylor University and Louisiana State University highlight similar trends.

Life is Better as an Entrepreneur

In general, microbusiness owners from the U.S. and U.K. agree: Life is better as an entrepreneur

63% Better31% No Different6% Worse

Top 3: What brings you the most joy when operating your business?

I am employed full-time by my business33% U.S.31% U.KConnecting to customers20% U.S.18% U.KMaking an impact in my community16% U.S.14% U.K

Source: GoDaddy Venture Forward U.S. & U.K. National Surveys. August 2023 (N-U.S. = 3,525 // N-U.K. = 2,651

Tanika “Nika” Nelson, Owner and Head Designer of Nika’s Cupcake Bar is the perfect example of someone whose microbusiness helped improve her life. She started baking during a difficult time and viewed it as an opportunity to focus on something that creates beauty and happiness. She came to Empower by GoDaddy, GoDaddy’s global social impact program to learn new digital skills, network and gain other tools to accelerate her business marketing efforts. For Nika, it is especially rewarding as an entrepreneur to take an idea, put it on paper, and do the work to make that idea come to life.

“Everyone tells you as a child that you can be whatever it is that you want to be, and you can do whatever you want to do,” said Nika. “It’s true and I am proof.”

Generational and geographical differences

Though both U.S. and U.K. respondents agree that life is better as an entrepreneur, that sentiment differs by location and by age, skewing older and more positive in the U.S.

68% of Generation Z respondents in the U.S. agree that life is better as an entrepreneur, compared to 50% of their counterparts in the U.K.  Baby boomers in the U.S. (75%) are even more satisfied with their entrepreneurial life than Gen Z, compared to 69% of baby boomers in the U.K. Baby boomers in the U.S. tend to earn more than Gen Z, while in the U.K., Gen Z and baby boomers report making the same annual revenue.

Learn more about these trends, here.

Business size doesn’t matter

Women are narrowing the gender gap with smaller businesses and less funds.

In the U.S., the most popular aspiration for women (40%) is to be a solopreneur and stay small.For both the U.S. and U.K., women needed less capital to get started than men. In the U.S., 74% of women needed $5K or less, compared to 60% of men. In the U.K., 80% of women needed £5K or less, compared to 69% of men.

What brings joy

One thing U.S. and U.K. microbusiness owners agree on is what aspects of their businesses bring them joy, with the top three including: 

Creating their own source of income/supporting family. Connecting to customers. Making an impact in their community. 

In addition to improving the quality of her own life, Nika is proud that her microbusiness is helping others. For those reasons, Nika is very encouraging to entrepreneurs eager to start a microbusiness.  

“Do it, try it, even if you fail, live your life,” Nika said.

The research

GoDaddy’s Venture Forward research initiative analyzes more than 20 million online businesses with a digital presence (measured by a unique domain and an active website). Most of these businesses employ fewer than ten people, categorizing each as a microbusiness. While these microbusinesses may be small, their impact on economies is outsized even though they are often too informal or too new to show up in traditional government statistics. 

Since 2018, Venture Forward surveyed more than 30,000 small business owners with a digital presence, making it the source for microbusiness data and insights.

Originally published in Qualcomm’s 2023 Corporate Responsibility Report

We believe that ethical conduct is a cultural imperative, and all employees are responsible for following the CoBC. Our commitment to purposeful innovation, passionate execution, collaborative community and unquestioned integrity underlies everything we do. Through more than three decades of innovation, we have continued to create technologies that revolutionize the way people live, work and connect. But it’s how we make all this possible that defines us — that’s The Qualcomm Way.

Compliance with global anti-corruption laws also continues to be a top priority for the Company. To this end, our Global Foreign Corrupt Practices Act (FCPA) and our AntiCorruption Policy applies to the entire Company, including all employees, agents, consultants and representatives, wherever they are located. It is our policy to obey all laws, including those laws that regulate the Company’s conduct in the marketing and selling of Company products, services and technologies.

e strictly prohibit all bribes, corrupt payments, kickbacks and other forms of improper influence involving government officials or private individuals. We obtain that commitment of our third party contractors and service providers who may act as Qualcomm agents or intermediaries by contractual obligations relating to compliance with applicable anti-corruption laws and regulations. We also conduct risk-based due diligence for contractors and service providers who act as Qualcomm’s agents or intermediaries with external parties.

Our corporate compliance program (Program) — including policies, procedures, controls, risk assessments and training — is evaluated for efficacy by our Internal Audit function periodically. We also commission a third party expert Program assessment from time to time to help the Program mature in line with the risks of our business. We use the findings and recommendations from these assessments to stay apprised of best practices and pursue continuous improvements.

Ethical conduct and decision-making are expected of all employees and are core elements of our performance assessment framework for leaders. Team managers and senior leaders are encouraged to create an environment where employees can feel free to raise ethical questions or concerns. They are also reminded to have purposeful conversations with their organizations around the importance of ethical conduct and decision-making, as we believe this is key to building trust as well as the long-term success of the Company.

Training, education and employee outreach are essential to reinforce an ethical culture. In addition to mandatory Program and ethics training during the onboarding process for employees and temporary workers, we require the completion of a policy training and certification process every 1-2 years covering our CoBC and Anti-Corruption policies as well as the FCPA. These training requirements are mandatory for all our regular and temporary employees. In 2023, we issued companywide mandatory training on our CoBC to help employees recognize and understand how we build integrity into everything we do as a Company. Adhering to these policies is critical to maintaining our long-standing reputation for conducting business with the utmost integrity.

To support our workforce’s education and knowledge of our policies and provide easily accessible on-demand information whenever and wherever it is needed, in 2023, we introduced a micro-learning library covering commonly asked questions. It includes instructional short videos related to the FCPA, our Anti-Corruption policy and our Conflict-of-Interest policy. Topics covered through this repository include conflict situations and reporting, anti-corruption compliance related to event sponsorships, managing third parties and introductory training on compliance basics, among others.

Beyond mandatory Company-wide training, employees who have externally facing roles periodically complete supplemental Anti-Corruption and Compliance training. In 2023, we offered a total of 29 sessions that were attended by more than 2,500 employees in externally facing business functions (Business Development, Government Affairs, Marketing, Sales and Ventures) and assurance partners (Finance, HR Talent Acquisition, Legal and Procurement).

To gauge ethical culture and comfort in raising legal or ethical concerns, we include ethics-related questions in employee engagement surveys. The survey results are analyzed to identify opportunities for additional outreach, to better understand employee perceptions of Company culture and to raise awareness of the systems in place to investigate concerns and remediate risks. In the 2023 pulse survey, 81 percent of employees highlighted that they can freely raise ethical concerns without negative consequences. This represents a 5 percent increase from the previous year.

We celebrated “We Love Compliance” Week for the fifth consecutive year. This initiative showcases the importance of exemplifying Company values, connecting with the Compliance team, recognizing compliance champions and being familiar with the Company’s Program. It exists to highlight that compliance is everyone’s responsibility. With the onsite return of most employees in 2023, we saw record engagement and participation since the inception of the Program. This year, this celebration of compliance and integrity included more live and onsite employee engagement events.

We continued to consolidate and formalize our Ethics Liaison program with the goal of reinforcing and promoting a positive ethical culture in our operations across the globe. The Ethics Liaison program is composed of 18 representatives from various functions, business units and offices around the world who provide timely updates to the corporate compliance team on local business operations or emerging risks. They also serve as trusted peers to whom employees can reach out in their local office for guidance, decision support, and the application of compliance-related policies and program requirements.

Our open-door culture is designed to empower employees and other stakeholders to voice any concerns they may have about our Company, without fear of retaliation. Concerns may be submitted anonymously (where permitted by law) through our Business Conduct Hotline, via phone or via email to other reporting groups, such as Management, HR, Legal and Compliance, and we strive to respond promptly and as appropriate.

Ethics concerns are reviewed and investigated by a centralized cross-functional team composed of experienced Internal Audit, Risk and Compliance and Legal personnel. This team also reviews and approves case determinations and remedial action plans for substantiated incidents. Business Conduct Hotline data can be found in our ESG Performance Summary.

Through resources like the Open-Door Portal, an internal webpage, employees have access to additional information and learning opportunities regarding our speak-up culture. We regularly update the resources in the portal to present concerns that were investigated to conclusion. The cases represent a small subset of the total internal ethics investigations that are conducted and are chosen because we believe they will be the most helpful to employees in learning about the types of challenges or perceptions that can arise when we do not align our conduct with Qualcomm’s values. The goal is to inform and educate our community while also serving as examples of how our Company addresses concerns diligently and appropriately.

Learn more about how Qualcomm is driving innovation, societal advancement and sustainability in the 2023 Corporate Responsibility Report