Month: May 2024

View the video above or watch “60 seconds with Program Manager, Murugan Nambiar” here.

At Principal®, we invest in what matters. And building talented teams is where it all begins. Take 60 seconds to hear about what work, Program Manager, Murugan is most proud of and what advice he’d give to new employees. Explore opportunities to join our team: https://careers.principal.com/careers…

About Principal Financial Group®    

Principal Financial Group® (Nasdaq: PFG) is a global financial company with 20,000 employees1 passionate about improving the wealth and well-being of people and businesses. In business for more than 140 years, we’re helping more than 62 million customers1 plan, protect, invest, and retire, while working to support the communities where we do business, and build a diverse, inclusive workforce. Principal® is proud to be recognized as one of the 2023 World’s Most Ethical Companies2, a member of the Bloomberg Gender Equality Index, and named as a “Best Places to Work in Money Management3.” Learn more about Principal and our commitment to sustainability, inclusion, and purpose at principal.com.  

1 As of March 31, 2024   
2 Ethisphere, 2023    
3 Pensions & Investments, 2023  

Originally published by Connecticut Bankers Association

By Marissa Weidner, Chief Corporate Responsibility Officer, Webster Bank

Webster Bank has long supported the communities we serve by providing loans, investments, technical assistance, and financial services to individuals and small businesses in low- to moderate-income (LMI) areas. We believe it’s important to listen to the needs of our communities, so in developing Webster’s multi-year Community Investment Strategy, my team and I spoke with more than 100 community groups to better understand their challenges. Across the bank’s footprint, we heard about the need to build financial literacy skills.

Continue reading here

This article originally appeared in the First Quarter 2024 issue of CBA Quarterly, which is the official magazine the Connecticut Bankers Association.

Joyce Tsoi, senior director of the Decarbonization Program at Cascale, joined a panel on “Sustainability and Finance in the World of Textiles” at the ITMAconnect Innovator Xchange Virtual Edition last month. Moderated by Jeroen Vits, managing director of ITMA Services, Brussels, the panel also included Ryan Gaines, chief financial officer of Apparel Impact Institute, a Cascale partner, and Michael Rattinger, senior climate change specialist at Asian Development Bank.

Designed to offer perspective and insights on the intersection between sustainability and finance in the global textile supply chain, the panelists discussed sustainability requirements set by global brands and retailers and their impact on the global textile supply chain. Participants also shed light on financial instruments for the textile industry to realize its sustainable transformation demanded by many stakeholders.

Tsoi shared that ITMA is well positioned to weigh in on the transformations in the supply chain, a subject on which Cascale and collaborators are increasingly focused. She detailed how Aii and Cascale formed a strategic partnership in 2023 in order to expand impact and scale the collective knowledge base. Then stakeholders can align on funding, decision-making, and ultimately, accelerate action. For Aii, this chiefly involves Fashion Climate Fund and Climate Solutions Portfolio, which is meant to accelerate action and drive emissions reduction. Cascale’s focus is the Decarbonization Program and corresponding science-aligned targets (SATs) adoption, part of Cascale’s growing program base that is guided by the organization’s “Evolution for Impact” strategy.

With more than 300 members worldwide – including brands and retailers, manufacturers, and affiliate members – Tsoi shared that Cascale effectively represents half of the apparel, textiles, and footwear industry, in terms of revenue. She recommended brands and retailers utilize the Higg Index suite of tools and nominate their suppliers to participate in programs to improve energy efficiency and/or adopt solar rooftops at the facility level. Tsoi advised that brands communicate their climate goals and targets clearly with their suppliers and build deeper engagement on decarbonization intervention projects. These included coal phase out, optimizing energy efficiencies in production, and transitioning to low-carbon or renewable energy fuels or technologies. Overall, she said, the sector needs to realize significant decarbonization efforts in order to keep the global temperature rise within the 1.5-degree Celsius limit by 2030.

Finally, Tsoi shared a promising outlook for textile recycling, which can help to conserve resources in textile production and improve efficiencies. She called for the continued investment in developing these advanced technologies and infrastructure to boost the collection, sorting, and processing of textile waste, as well as research and development of using innovative materials.

KeyBank and the KeyBank Foundation announced an investment of $300,000 in the Columbus Urban League (CUL), aimed at bolstering its innovative Housing Accelerator Program (HAP).

HAP provides wrap-around case management services to assist vulnerable Columbus residents in accessing or maintaining affordable housing, developing generational wealth and receiving career services to promote financial independence.

“For more than 100 years, Columbus Urban League has helped improve the lives of thousands of people across Central Ohio and is a major advocate for systemic change,” said Lara DeLeone, KeyBank’s Central Ohio Market President. “We are thrilled to support CUL, and the Housing Accelerator Program, to promote safe, quality and affordable housing for the individuals and families they serve. The wrap-around services CUL provides are vital for understanding and building a stable financial future.”

“The HAP is the next solution in response to the recovery from the devastating impact of the pandemic,” said Jeaneen Hooks, Vice President of Programming at CUL. “COVID-19 exacerbated affordable housing issues that predated the pandemic and that still has deep disparities that threaten the strength of an economic recovery which must work for everyone. With this transformational investment from KeyBank, we can maximize the impact of this short-term intervention to provide mid-term financial independence and long-term self-sufficiency.”

Those who qualify for the HAP include:

Homeless, at risk of homelessnessUnemployed or under employmentFleeing-domestic violenceJustice-involved (non-violent crimes)Previous eviction filingsThose with 620 or lower credit score

The program will pair clients with a Housing Counselor, Wealth Navigator and Job Coach to help identify the supports needed to successfully complete the housing education program (core curriculum consists of analyzing credit reports, improving credit scores, debt management, adhering to budgets, understanding credit scoring, savings, etc.) and start their new career.

ABOUT KEYCORP

KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $187 billion at March 31, 2024.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

ABOUT COLUMBUS URBAN LEAGUE

The 105-year-old Columbus Urban League (CUL) is an advocate and resource for Black and urban communities that is dedicated to growing wealth, education, earning power and small businesses while also supporting strong families. Driven to advance racial equity and social justice, CUL has distinguished itself as an effective organization in numerous ways, including as one of only ten organizations to be selected for funding by One Million Black Women and by earning ranking as one of the top five percent of all 93 National Urban League affiliates. For more information, visit cul.org.

Global climate change is not a future issue; it’s a present reality reshaping our world. In 2022 alone, over $81 billion worth of global trade and at least $122 billion of economic activity were threatened by extreme weather disruptions at ports and terminals. As climate volatility increases, the international supply chain must adapt to mitigate risks.

A leader in the logistics industry, DP World has launched an innovative initiative to bolster climate resilience across its global operations.

The company’s white paper, “Climate Proofing the Supply Chain,” highlights the urgent need for robust climate adaptation measures while also showcasing how forward-thinking approaches can mitigate the risks of climate change, ensuring sustainable trade practices that contribute to a healthier planet.

The paper leverages data from the company’s “Global Asset Resilience Study,” which outlines a new path for climate adaptation in global trade.

“This paper highlights how, if equipped with a mosaic of data, the logistics industry and wider trade community (including governments) will be able to demonstrate a practicable pathway to achieving collective climate resiliency – one that considers the socio-economic consequences and societal vulnerabilities that are routinely under researched and overlooked.”

Download Climate Proofing the Supply Chain

The Climate Imperative for Global Trade

According to the Intergovernmental Panel on Climate Change (IPCC), trade is particularly vulnerable to the impacts of climate change due to its reliance on intricate global networks of ports, terminals, shipping, and ancillary infrastructure. Climate-induced disruptions such as flooding, heat waves, and tropical storms affect not only port infrastructure but also the broader logistics and supply chain ecosystem. This systemic vulnerability demands proactive adaptation measures.

DP World’s Global Asset Resilience Study: A Framework for Climate Adaptation

DP World’s Global Asset Resilience Study aims to fortify climate resilience across its operations by assessing vulnerabilities at 50 selected ports and terminals. Collaborating with Guidehouse and Jupiter Intelligence, DP World used cutting-edge climate risk analytics to evaluate the exposure of its ports to six primary hazards: flooding, precipitation, wind, heat, cold, and hail.

Assessing climate change risk for a port requires an understanding of:

Hazards: what climate hazards are likely to occur in the port?Exposure: what assets and operations are exposed?Vulnerability: when will hazards do damage and/or disrupt operations?

The study’s findings revealed that while DP World’s operations are generally resilient to climate risks, seven ports, including Paramaribo, Dakar, Limassol, Santos, Yarimca, Mundra, and Paita, are expected to experience increased downtime by 2050 and beyond. This underscores the importance of early intervention and proactive adaptation measures.

Key Insights from the Study

Direct Climate Risks

The study identified wind, cold, and flooding as the most significant direct risks facing DP World’s port operations. While cold-related risks are expected to decrease, flooding and heat risks are projected to increase significantly by 2100.

Indirect Climate Risks

Indirect risks, including disruptions to ancillary infrastructure and community health impacts, remain under-researched but are critical for comprehensive resilience. For example, the reliance on government-maintained roadways, energy grids, and hinterland connectivity can exacerbate port disruptions when these systems fail due to extreme weather.

Vulnerable Communities and Workforce

Climate change disproportionately affects marginalized workers in emerging markets. Heat stress, water contamination, and loss of livelihoods due to extreme weather can exacerbate economic vulnerabilities, leading to climate-induced migration and social unrest.

Toward a Data-Driven Climate Resilience Framework

Recognizing the interconnectedness of global trade, DP World advocates for a comprehensive, data-driven climate resilience framework that involves both direct and indirect risks. This framework includes:

Governance and Accountability

Effective governance promotes accountability through robust corporate reporting frameworks and national directives. The EU’s Corporate Sustainability Reporting Directive (CSRD) offers a model for harmonizing public and private sector climate resilience strategies.

Capacity Building and Mobilization

Building climate resilience requires collaboration across borders and sectors. The “Short Term Adaptation for Long Term Resilience to Climate Change” (STAR2Cs) program exemplifies how multi-stakeholder partnerships can facilitate adaptive planning and capacity building.

Adaptation and Collective Responsibility

Adaptation must extend beyond individual ports to include the entire trade network. The study advocates for collaborative resilience strategies that encompass ancillary infrastructure and socio-economic vulnerabilities.

Conclusion: Paving the Way for Climate-Proof Global Trade

DP World’s Global Asset Resilience Study exemplifies a proactive, data-driven approach to climate adaptation in global trade. By leveraging advanced climate modeling and risk analytics, the company has set a new standard for climate resilience, highlighting the need for transparency and collaboration. Only through coordinated, cross-sectoral efforts can the global supply chain weather the challenges of a changing climate. The question is not whether trade can adapt, but how quickly it can mobilize collective action for a climate-proof future.

Download Climate Proofing the Supply Chain

Call to Action

Industry peers, government partners, and civil society must rally behind a unified vision for climate resilience. By pooling resources and sharing data, the global trade community can safeguard operations, protect communities, and ensure long-term economic prosperity.

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Authored by Dave DuVarney, Jordan Anderson

This article provides key takeaways from Baker Tilly’s panel discussion on AI at the 2024 Association of Governing Boards of Universities and Colleges (AGB) 2024 National Conference on Trusteeship (NCT).

With expenditures for artificial intelligence (AI) by schools globally expected to grow from $2.13 billion in 2022 to $25.77 billion in 2030, AI in higher education is becoming increasingly more prevalent across all departments with the push towards a data-driven future. With institutions collecting, curating and leveraging data at scale to streamline processes, enhance decision-making and operate effectively, the imperative of being data-driven is expected to become not only foundational, but also a competitive advantage for higher education institutions.

Embracing data-driven approaches, including the integration of AI, will be paramount for making decisions at scale across institutions’ extensive datasets as they continue to compete for relevance and strive to maintain an optimal student population composition. In the age of AI, it’s critical for board members to have the knowledge to ask the right questions and make informed decisions on AI opportunities.

How AI and data analytics are reshaping higher education

From enrollment fluctuations to heightened competition and evolving student needs, colleges and universities are grappling with a variety of challenges that demand innovative solutions, such as:

Enrollment declines: Institutions are facing difficulties in maintaining consistent and sustainable enrollment numbers. Colleges and universities must adapt their recruitment and retention strategies to attract and retain students effectivelyWorkforce gaps: Employers and taxpayers are seeking better alignment between credentials and degrees provided by higher education and the skills required to support quality of life within a region (e.g., healthcare, high growth industries)Increased competition: With the expansion of online education and the globalization of higher education, institutions face heightened competition from both traditional and non-traditional competitors. This increased competition requires institutions to differentiate themselves by offering unique programs, specialized services and innovative learning experiencesExpanding student needs: Today’s students are diverse across multiple factors and therefore have diverse needs ranging from hours of availability to attend classes and academic support needs to career readiness resources and mental health services. Institutions must cater to these varying and increasing needs by providing comprehensive support systems and personalized services

Leveraging AI and data analytics presents a transformative opportunity for colleges and universities to address these challenges to improve decision-making, optimize operational resources, enhance student outcomes and maintain their competitive edge.

Additionally, AI is being utilized by faculty, students and staff across institutions to streamline administrative processes, enhance teaching and learning experiences and access educational resources more efficiently – freeing up time and resources for other value-added opportunities. These AI uses include:

Personalized learning: Tailoring educational experiences to individual student needs and learning styles, including adoptive learning platforms that adjust content and pace based on student performanceAutomated grading and assessment: Assisting in grading assignments and exams, particularly for objective questions, saves time for educators and allows for more consistent and unbiased evaluationVirtual tutors and assistants: Chatbots or virtual assistants can provide students with additional support and resources, answering questions and offering guidance on a wide range of topicsPredictive analytics: By analyzing student data, AI can predict student performance and identify those at risk of failing or dropping out, allowing for early intervention and supportEnhanced research: Processing and analyzing large data sets more efficiently than humans can aid in complex research projects across various fieldsCurriculum development: Helping design curricula by analyzing job market trends and predicting future skills requirements ensures that educational programs remain relevant and effectiveLanguage learning: AI-driven language learning tools can provide personalized feedback and immersive experiences, helping students to learn new languages more effectivelyContent creation and curation: Assisting in creating and organizing educational content ensures it is up-to-date, relevant and tailored to student needsFraud detection and academic integrity: Helping detect plagiarism and other forms of academic dishonesty ensures the integrity of academic workAdministrative automation: Streamlining administrative tasks like scheduling, enrollment and student inquiries makes the process more efficient for both students and staffAdmission management: AI applications help to auto-generate communication and workflow prompts and predict highest potential students (i.e., enrollment probability and positive student outcomes) for recruitment focus

Overall, the integration of AI and data analytics is fostering a more adaptive, efficient and student-centered higher education ecosystem, poised to meet the evolving needs of students and staff in the digital age.

The Board’s role to realize the power of AI and data analytics

For AI and advanced analytics to be successfully executed at a higher education institution, board members need to stay on top of several key areas:

Support investment: Board members need to advocate for sufficient financial resources to be allocated towards AI and advanced analytics initiatives. This includes investments in technology infrastructure and data management systems to ensure successful implementation and ongoing support for these initiativesEnsure strategy: The Board should ensure that the institution’s AI and advanced analytics strategy aligns with its overall mission, vision and strategic goals. They should oversee the development of a comprehensive strategy that outlines the objectives, priorities and road map for integrating AI into various aspects of the institution’s operations and academic programsRequire basics: Board members must ensure that the institution has established foundational elements necessary for successful AI implementation. This includes robust data governance policies, data quality assurance processes and cybersecurity measures to safeguard sensitive information and mitigate risks associated with AI deploymentBe inquisitive: Board members should maintain a curious and proactive approach to understanding AI technologies and their potential impact on the institution. They should ask critical questions about the benefits, risks, ethical considerations and implications for students, faculty and staff, seeking regular updates from institutional leadership on AI initiativesCelebrate innovation: Boards should recognize and celebrate innovative AI and advanced analytics initiatives that demonstrate tangible value and contribute to achieving the institution’s strategic objectives. By fostering a culture of innovation, board members can inspire continued investment and commitment to AI-driven digital transformationFulfil fiduciary role: Board members have a fiduciary responsibility to advance the institution forward by overseeing AI and advanced analytics initiatives and ensuring they are conducted ethically, responsibly and in compliance with relevant laws and regulations

What should be in place before implementing AI or advanced analytics?

Implementing AI or advanced analytics requires detailed planning, strategic alignment with institutional goals and a strong understanding of the current technological landscape. Leaders need to consider both the technological aspects of these initiatives as well as how they will be deployed, adopted and used throughout the institution. AI initiatives should not be championed by information technology leaders only. Assessing for AI readiness can help to identify and mitigate gaps and risks that need to be addressed prior to launching or accelerating initiatives to ensure AI is deployed in a safe and responsible manner.

Before implementing AI or advanced analytics, higher education institutions need to first assess their current state foundation, including evaluating existing data infrastructure, governance practices and technological capabilities to identify strengths, weaknesses, opportunities and risks related to AI and advanced analytics implementation. It’s essential to engage a broad base of institutional constituents, determined by the intended AI adoption impact (e.g., involve students if the student experience is impacted) in the planning and implementation process to foster buy-in and collaboration – a vital component for ensuring that these initiatives are successful, sustainable and aligned with the needs and priorities of the institution and its stakeholders.

Additionally, establishing a core dataset and common data platforms is crucial for data consistency and interoperability across various departments and systems. Developing a dedicated program, such as a data excellence center, with a designated data steward and a clear charter outlining its mission, objectives and responsibilities is critical. By centralizing data management and providing a unified foundation for data-driven initiatives, institutions can unlock the full potential of their data to drive positive outcomes and transformative change across the organization.

Lastly, determining the optimal organizational placement for the AI and analytics initiatives within the institution’s structure is necessary to facilitate effective coordination, communication and integration with other departments and initiatives.

Baker Tilly can help

As AI and data analytics continues to reshape the higher education industry, it’s crucial for institutions to proactively embrace its potential. Board members play a pivotal role in ensuring their institutions are equipped to navigate the complexities of AI implementation by staying informed, asking pertinent questions and making strategic decisions.

Baker Tilly’s digital team offers a variety of AI services, from a readiness assessment through implementation, to help your institution navigate the complex landscape of AI so you can safely and proactively leverage its transformative power.

Interested in learning more? Contact a professional at Baker Tilly today.

Originally published by Walgreens Boots Alliance

SAN FRANCISCO and DEERFIELD, Ill., May 9, 2024 /3BL/ – DoorDash, the local commerce platform, and Walgreens, a trusted, neighborhood health destination serving nearly 10 million customers each day, announced a new collaboration to offer SNAP/EBT payment at nearly 7,800 Walgreens stores across the country. DoorDash is the first platform that enables SNAP customers to make purchases directly from Walgreens using their SNAP/EBT cards. In addition, DoorDash is the first third-party delivery service provider (DSP) to offer SNAP/EBT as a payment option at a major drugstore nationwide.

With the addition of Walgreens, DoorDash more than doubles the number of stores available for on-demand delivery with SNAP/EBT payments on DoorDash. We continue to broaden food access by offering SNAP/EBT to more than 14 million people who are living in food deserts, and over 40 million people living in communities where over 1 in 10 households receive SNAP/EBT benefits.

“Since launching support for SNAP/EBT payments in 2023, over 1.1 million consumers have added their SNAP/EBT cards to DoorDash,” said Fuad Hannon, VP of New Verticals. “This first-of-its-kind partnership with Walgreens offers convenient and critical access to food and pantry essentials for families and individuals across the country. We’re proud to remove as many barriers as possible when it comes to connecting people with food, wherever they live and however they choose to shop.”

As prices continue to rise on groceries and household essentials, consumers can order SNAP-eligible products using their SNAP benefits from their local Walgreens through DoorDash. Walgreens will offer more than 4,000 SNAP-eligible products for delivery within an hour on DoorDash.1 Whether it’s stocking up on breakfast essentials including milk, oatmeal, or juice, or pantry staples such as nuts, bars, or snacks, consumers can shop the Walgreens marketplace directly on the DoorDash app to fulfill their grocery needs quickly and affordably.

“This collaboration with DoorDash means our shoppers can now get essential grocery items when they want, regardless of payment method and other barriers like work schedules and transportation,” said Balachandra Visalatha, SVP, Chief Product Officer at Walgreens. “Walgreens is a go to destination for daily needs for our shoppers and we continue to find solutions that make their shopping experience simpler so they can get access to healthier food options.”

DoorDash is one of the largest online marketplaces to offer SNAP/EBT recipients’ access to grocery delivery across the country. Now, nearly all DoorDash’s monthly active users have access to a SNAP store across all 50 states and Washington D.C. To further our commitment to increase access to food, DoorDash is excited to offer SNAP/EBT consumers, who are currently not DashPass subscribers, $0 delivery fee on up to 3 orders paid with SNAP at Walgreens.* DashPass members can access thousands of restaurants, grocery, and convenience stores at affordable prices, with $0 delivery fees and reduced service fees on eligible orders. DashPass members save $5 per eligible order on average.

Currently, Walgreens stores accept SNAP/EBT in-person at most locations. This collaboration with DoorDash allows shoppers across the nation to use SNAP/EBT at any Walgreens, regardless of where they live.

About DoorDash

DoorDash (NASDAQ: DASH) is a technology company that connects consumers with their favorite local businesses in more than 30 countries across the globe. Founded in 2013, DoorDash builds products and services to help businesses innovate, grow, and reach more customers. DoorDash is your door to more: the local commerce platform dedicated to enabling merchants to thrive in the convenience economy, giving consumers access to more of their communities, and providing work that empowers.

About Walgreens

Walgreens (www.walgreens.com) is included in the U.S. Retail Pharmacy and U.S. Healthcare segments of Walgreens Boots Alliance, Inc. (Nasdaq: WBA), an integrated healthcare, pharmacy and retail leader. True to its purpose of “more joyful lives through better health,” Walgreens has a more than 120-year heritage of caring for communities and providing trusted pharmacy services, and today is playing a greater role as an independent partner of choice offering healthcare services that improve care, lower costs, and help patients. Operating nearly 9,000 retail locations across the U.S. and Puerto Rico, Walgreens is proud to serve nearly 9 million customers and patients daily. The company’s pharmacists are playing a more critical role in healthcare than ever before, providing a wide range of pharmacy and healthcare services, including those that drive equitable access to care for some of the nation’s most underserved populations. Walgreens offers customers and patients a true omnichannel experience, with fully integrated physical and digital platforms designed to deliver high-quality products and healthcare services. Within the U.S. Healthcare segment, Walgreens portfolio also includes businesses in primary care, multi-specialty, post-acute care, urgent care, specialty pharmacy services, population health and provider enablement.

Terms and Conditions

Get $0 delivery fee on 3 orders $25+ at participating Walgreens stores paid with SNAP/EBT. Use code WAGSNAP, now through June 16. Valid only at participating Walgreens locations. Service fees, small order fees, surge fees, gratuities, order minimums, and/or taxes still apply. Limit three redemptions per person. Offer not valid for orders containing alcohol. Valid for delivery orders only. All deliveries subject to availability. Offer only available on the DoorDash app or website. DoorDash is not a retailer or seller. Subject to change by DoorDash at any time. Void where restricted or prohibited by law. Door Dash’s computer is the official date/time keeping device for this Offer. Offer cannot be used retroactively for prior purchase. Must have or create a valid DoorDash account with a valid form of accepted payment on file. No cash value. Non-transferable. See full terms and conditions at help.doordash.com/consumers/s/article/offer-terms-conditions.

Media Contact

Kamara Turner
media@walgreens.com

1Based on average delivery time. Delivery times may vary and are not guaranteed.

Jodie Snavely finds mental relaxation when she’s running. And she runs a lot — nearly every day.

Achieving that mental relaxation hasn’t always been easy, however. For years, Snavely’s type 1 diabetes (T1D) added stress, especially when it came to managing her blood sugar levels. She had to consider how much to eat before a long run, how much insulin to give herself, and how her levels changed during a workout.

“Trying to manage all that myself felt like a lot of guesswork,” recalls Snavely, 57, who today has several half-marathons under her belt. “And then after I stopped running, my blood sugar would still go up – sometimes really high.”

What is hyperglycemia?

High blood sugar, called hyperglycemia, occurs in people with diabetes when there is not enough insulin to regulate the amount of glucose in the blood. This can happen for several reasons, including not taking enough insulin after a meal, fluctuating hormones during monthly menstrual cycles, stress or illness, or dawn phenomenon (when individuals experience a rise in blood sugars in the early morning). Short-term effects include frequent urination, thirst, and fatigue.

When she experiences high blood sugar, Snavely recognizes it right away. “I feel sluggish with slight flu-like symptoms — just yucky and not as clear of mind.”

If left untreated, hyperglycemia can lead to serious health complications such as nerve damage, heart disease, kidney damage, and can even impact cognitive function.

High-tech to reduce highs

Some people who live with type 1 diabetes use exercise to help manage high blood sugars. But advances in technology have improved diabetes management in a more predictable way, allowing individuals to track their blood sugar levels closely and make necessary adjustments to their diet and medication.

Snavely relies on the newest technology to help keep highs in check: the MiniMedTM 780G system with Meal DetectionTM technology, which automatically adjusts and corrects sugar levels every five minutes. The device has been instrumental in preventing the blood sugar spikes she experienced after longer runs.

When she miscalculates how many carbohydrates she’s eaten, the system keeps her sugar levels where she wants them. As a result, she spends less time thinking and worrying about how her diabetes is affecting her life and her runs.

“My device helps me relax my mind and makes me not worry about ‘Did I give myself too much insulin?’ or ‘Did I not give enough?’” said Snavely. “Now I don’t have those spikes up and spikes down. My blood sugar levels are more even.”

That peace of mind enables the mental relaxation Snavely enjoys most during long-distance runs. And all those runs keep her feeling healthy — that matters to her. Her grandfather, who also had diabetes, died at age 51. She’s now 57, and plans for a long life.

“I love that when I’m running, I’m keeping myself healthy for as long as I possibly can. I’m not going to let diabetes take me down.”

To learn more about Medtronic, click here.

Important Safety Information: MiniMed™ 780G System With SmartGuard™ Technology With Guardian™ 4 Sensor 

The MiniMed™ 780G system is intended for continuous delivery of basal insulin at selectable rates, and the administration of insulin boluses at selectable amounts for the management of type 1 diabetes mellitus in persons seven years of age and older requiring insulin as well as for the continuous monitoring and trending of glucose levels in the fluid under the skin. The MiniMed™ 780G system includes SmartGuard™ technology, which can be programmed to automatically adjust insulin delivery based on the continuous glucose monitoring (CGM) sensor glucose values and can suspend delivery of insulin when the sensor glucose (SG) value falls below or is predicted to fall below predefined threshold values.

The Medtronic MiniMed™ 780G system consists of the following devices: MiniMed™ 780G insulin pump, the Guardian™ 4 transmitter, the Guardian™ 4 sensor, One-press serter, the Accu-Chek™ Guide Link blood glucose meter, and the Accu-Chek™ Guide test strips. The system requires a prescription from a healthcare professional.

The Guardian™ 4 sensor is intended for use with the MiniMed™ 780G system and the Guardian 4 transmitter to monitor glucose levels for the management of diabetes. The sensor is intended for single use and requires a prescription. The Guardian™ 4 sensor is indicated for up to seven days of continuous use.

The Guardian™ 4 sensor is not intended to be used directly to make therapy adjustments while the MiniMed™ 780G is operating in manual mode. All therapy adjustments in manual mode should be based on measurements obtained using a blood glucose meter and not on values provided by the Guardian™ 4 sensor. The Guardian™ 4 sensor has been studied and is approved for use in patients ages 7 years and older and in the arm insertion site only. Do not use the Guardian™ 4 sensor in the abdomen or other body sites including the buttocks, due to unknown or different performance that could result in hypoglycemia or hyperglycemia.

WARNING: Do not use the SmartGuard™ feature for people who require less than 8 units or more than 250 units of total daily insulin per day. A total daily dose of at least 8 units, but no more than 250 units, is required to operate in the SmartGuard™ feature.

WARNING: Do not use the MiniMed™ 780G system until appropriate training has been received from a healthcare professional. Training is essential to ensure the safe use of the MiniMed™ 780G system.

WARNING: Do not use SG values to make treatment decisions, including delivering a bolus, while the pump is in Manual Mode. When the SmartGuard™ feature is active and you are no longer in Manual Mode, the pump uses an SG value, when available, to calculate a bolus amount. However, if your symptoms do not match the SG value, use a BG meter to confirm the SG value. Failure to confirm glucose levels when your symptoms do not match the SG value can result in the infusion of too much or too little insulin, which may cause hypoglycemia or hyperglycemia.

Pump therapy is not recommended for people whose vision or hearing does not allow for the recognition of pump signals, alerts, or alarms. The safety of the MiniMed™ 780G system has not been studied in pregnant women, persons with type 2 diabetes, or in persons using other anti-hyperglycemic therapies that do not include insulin. For complete details of the system, including product and important safety information such as indications, contraindications, warnings and precautions associated with system and its components, please consult https://www.medtronicdiabetes.com/important-safety-information#minimed-780g and the appropriate user guide at https://www.medtronicdiabetes.com/download-library

Bangkok, Thailand, May 9, 2024 /3BL/ – Asia Pacific must rapidly identify and adopt the next generation of low-carbon and scalable infrastructure to accelerate its decarbonization progress, says Black & Veatch, a global leader in critical infrastructure solutions.

The next stage of renewable energy and alternative fuel development to achieve lower carbon emissions is complex.

Many renewable energy project sites will be larger and more challenging. They will often be in remote areas that will need to be connected to the grid. New energy sources for both export and renewable energy for green hydrogen developments will challenge existing commercial models. Additionally, decommissioning and repurposing of coal infrastructure into essential ‘bridging’ decarbonization assets will require financing that is fair and just to local people and businesses.

“Nevertheless, ample opportunities exist in the Asia Pacific to integrate a mix of different generation, transmission, and distribution technologies at the right price point and at the right time to achieve commercial and environmental success,” said Narsingh Chaudhary, President, Asia Pacific and India, Black & Veatch.

“Black & Veatch has been at the forefront of building critical energy infrastructure for several decades and is committed to supporting the rising energy needs in Asia Pacific with low and no-carbon energy sources,” said Chaudhary.

As Asia Pacific economies transition from a carbon-based economy to an electron- and molecule-based one, the region must find the right energy mix for near-term requirements and long-term change. Different levels of access to energy resources and differing energy needs demand a broad range of solutions.

Liquefied natural gas (LNG) can support the shift from coal and the additional energy mix needed to fuel economic growth in developing markets.

Energy storage technologies, like Battery Energy Storage Systems (BESS) and Pumped Storage Hydropower (PSH), enhance energy security by balancing sudden and significant drops in power production from variable renewable energy resources to improve grid reliability and stability.

In the longer term, hydrogen has the potential to provide seasonal energy storage and serve as the missing link for utilities, commercial businesses, and industries seeking to operate sustainably.

Better-planned and designed transmission systems, including interconnection lines, interconnection substations, and switching facilities, will help Asia Pacific address voltage and frequency variability and grid code requirements across the grid.

At Future Energy Asia 2024, Chaudhary will present global best practices for scaling low-carbon technologies in carbon reduction. Chaudhary will share his insights on the role of gas and LNG as a transition fuel.

Other topics Black & Veatch subject matter experts will discuss at Future Energy Asia include:

Enabling integration of renewable energy with smart grid technologiesCross-industry collaborations advancing climate action, solutions and innovationsOptimizing solar PV and BESS deploymentsGreen hydrogen utilization

Contact Black & Veatch for more information.

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About Black & Veatch 
Black & Veatch is a 100-percent employee-owned global engineering, procurement, consulting and construction company with a more than 100-year track record of innovation in sustainable infrastructure. Since 1915, we have helped our clients improve the lives of people around the world by addressing the resilience and reliability of our most important infrastructure assets. Follow us on www.bv.com and on social media.

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