Month: April 2025

Name: Hannah Hunt | Carbon Policy Lead

Company:  HEINEKEN

Connect with Hannah on LinkedIn

Welcome to our series aimed at spotlighting the individual leaders within BIER member companies and stakeholder organizations. Learn how these practitioners and their companies are addressing pressing challenges around water, energy, agriculture, climate change, and what inspires each of them to advance environmental sustainability in the beverage sector and collectively, overall.

Briefly describe your role and responsibilities and how long you have worked with your company. 

I’ve been with HEINEKEN for almost three years, working as part of the Global Corporate Affairs Sustainability team. My role involves both internal policy development and external advocacy, primarily focused on our carbon agenda. However, my work also extends into broader aspects of our climate and nature strategy under HEINEKEN’s ‘Brew a Better World‘ initiative.

How has the company’s sustainability program evolved over the years, and what are your specific priorities for 2025?

HEINEKEN’s sustainability agenda has been evolving for over a decade, long before I joined. In 2021, we launched the latest iteration of our strategy, Brew a Better World. This is when we first announced our ambition to reach net zero carbon across our value chain (Scope 1, 2 and 3) by 2040. Since then, I’ve seen real progress in both the sophistication of our approach and the scale of our efforts.

One of the biggest shifts has been the expansion of internal expertise. We’ve significantly increased the number of people dedicated to sustainability—now more than 50 at our head office alone—while also upskilling teams across functions like legal, supply chain, procurement, and finance. This integration has been critical in embedding Brew a Better World into daily business operations.

Our roadmap focuses on emissions reductions, systematically reducing emissions across our sites while strengthening our reporting and disclosures. It often feels like we’re building the machine as we operate it, but seeing our progress in the first half of this decade has been rewarding. With our goal to reach net zero in Scope 1 and 2 by 2030, scaling these efforts is more important than ever.

Looking ahead to 2025, it’s about sharpening our focus. Environmental sustainability today requires a more holistic approach, addressing not just carbon but also water, biodiversity, land management, and circularity. For example, we recently set circularity targets to increase the reusability and recycled content of our packaging, directly linking back to emissions reductions. Water is another major focus, given its central role in making beer.

On a personal level, 2025 is an exciting year for my work. While our primary focus remains emissions reductions, we’re also laying the groundwork for high-quality carbon removals. Following Science-Based Targets initiative (SBTi) guidelines, once we reach a 90% reduction in emissions, we’ll address the remaining 10% through removals. We’re being deliberate in our approach; we want to ensure the credibility of projects by aligning with improved industry standards like the Integrity Council for the Voluntary Carbon Market (ICVCM) and the incoming EU Carbon Removal Certification Framework.

Our first steps are exploring nature-based solutions for carbon removals on our own lands and through our long-standing water balancing projects, which could provide further opportunities for reforestation and afforestation.

Ultimately, 2025 is about scaling what works, ensuring integrity in our ambitions, and continuing to embed Brew a Better World into how HEINEKEN operates.

How do you feel being a BIER member will help you successfully address the key areas you are addressing in 2025? 

I’m really looking forward to deepening my engagement with BIER this year. While HEINEKEN has been involved for some time, I personally plan to step in more actively in 2025, and I see real value in the collaboration it fosters.

One key example is our collective work on land management and zero deforestation policies. Many BIER member companies are navigating similar challenges, particularly around the interpretation and implementation of the EU Deforestation Regulation (EUDR). Having a dedicated workstream within BIER allows us to align on a shared understanding of the regulation, helping us approach it consistently across the industry. It also provides a unified platform to seek clarity where needed.

It’s one of the things I appreciate most about BIER – the knowledge-sharing that happens when we come together. There’s something incredibly practical about being able to bring a common issue to the table, in a formal and transparent way. One company may be able to say, “We actually just mapped that out – we can share what we learned with the group.” Those real-world insights, from people facing the same operational challenges, are hugely beneficial.

Ultimately, being part of BIER helps accelerate solutions by leveraging collective expertise, creating opportunities for direct, practical knowledge exchange.

Name one of the practical solutions or best practices you learned in working with BIER and its members and why it was important to you and/ or your company.

Up until recently, my involvement with BIER had been more of a light touch, but over the past six months, I’ve had the chance to observe and learn from the collaboration happening within the group—particularly in the water workstreams. For example, it’s been fascinating to see BIER members come together to address shared challenges in overlapping watersheds.

BIER is designed for knowledge-sharing and tackling technical topics, but what stands out to me is seeing that collaboration translates into real, on-the-ground impact. When multiple companies operating in the same watershed work collectively, it goes beyond just exchanging best practices—it drives meaningful action.

This kind of localized approach is very much part of HEINEKEN’s identity. For example, any carbon removals investments we make in the future must have a clear connection to our local communities. Compared to other industries I’ve worked with, I’ve noticed that this isn’t just a HEINEKEN principle, but something deeply embedded across many BIER members as well. There’s a shared understanding that sustainability efforts should be rooted in the communities where we operate, which makes the collaboration within BIER even more valuable.

Share a recent accomplishment of your company’s sustainability initiatives/achievements you are most proud of and why.

While I’m proud of all our 2024 annual results, one initiative from the past year that stands out to me is the launch of REfresh Alliance. This was a major cross-company, cross-industry idea—HEINEKEN, along with Coca-Cola and Diageo, came together as founding members to create a platform aiming to help our common suppliers transition to renewable electricity.

What makes the REfresh Alliance unique is that it will go beyond just education. Many of us have made strong progress in sourcing renewable electricity within our own operations, but we recognized that our suppliers—many of those in shared markets—needed additional support. REfresh provides not only education on renewable electricity but also hands-on guidance in navigating the complexities of contract negotiations and commercial agreements. That extra step is a real value-add and a key differentiator.

Because of its commercial nature, REfresh sits outside of BIER, but BIER has still played an invaluable role in helping us recruit additional members. What started with three founding companies has now grown to nine participants across the beer, soft drinks, water, and spirits industries.

It is a huge team effort—our procurement team played the central role, my focus was on setting the governance and framework to ensure smooth and legally compliant collaboration. Now that REfresh has launched and recruitment has been successful, the real work begins: execution. I’m excited to see the impact it can have as we move forward.

If you had one superpower that could be used to radically accelerate and scale sustainable best practices, which one would it be, and how would you use it? 

If I could have one superpower to accelerate and scale sustainable best practices, it would be the ability to instantly speak and understand any language—both literally and figuratively.

So much of the work we do in sustainability isn’t just about technical solutions; it’s about bridging communication gaps. Many challenges arise not because of disagreement but because of differences in background, perspective, or language. Whether it’s aligning with teams across regions, ensuring supply chain partners fully understand our requirements, or translating environmental sustainability goals into something meaningful for sales teams, so much time is spent just trying to get on the same page.

This superpower wouldn’t just mean speaking every spoken language—it would also mean fluently adapting my communication to any audience, whether it’s a procurement expert, a supply chain manager, or a finance team. Being able to instantly frame sustainability in a way that resonates with whoever I’m talking to, and for them to do the same, would be a game changer. Sustainability at its core is about storytelling and finding common ground. If we could eliminate those friction points, remove cultural or technical misunderstandings, and create instant clarity, we could move so much faster toward our goals.

And beyond just me having this ability, imagine if everyone working on sustainability could do the same. That would truly accelerate progress in a way no policy or technology alone ever could.

In this Innovation Forum podcast, Kiff Gallagher, Executive Director of the Global Heat Reduction Initiative, discusses with Ian Welsh the problems with carbon markets today and how to address them. Gallagher emphasizes the need to account for super pollutants, like methane and black carbon, which have significantly greater near-term impacts on the environment. The conversation also touches on the opportunities for corporations to measure what matters and maximize their climate impact. This episode is a must-listen for anyone interested in advancing climate accounting practices and enhancing global sustainability efforts. Listen to the podcast here.

About Global Heat Reduction

Global Heat Reduction Initiative (GHR) is an initiative of SCS Global Services that aims to drive down excess heat trapped in the atmosphere in the crucial near-term. GHR provides Total Climate Accountingᵀᴹ, that includes measurement of climate super pollutants over any timeframe such as methane, nitrous oxide and black carbon to enable organizations to take immediate action on global heat reduction.

To learn more, visit https://www.heatreduction.com/

Corporate sustainability is at a critical juncture, with unprecedented political turbulence and regulatory rollbacks pressuring companies and investors to review their sustainability commitments. But the challenge isn’t just about maintaining momentum—it’s about articulating the value of sustainability to long-term success.

How can forward-thinking companies wishing to stay the course encourage continued investment in their sustainability initiatives? Below are four ways to reframe sustainability initiatives as strategies for resilience and drive big wins for the business.

1. Show That Sustainability Is More Than Just Green Marketing

To keep sustainability on the board agenda, it’s crucial to demonstrate that it is more than just a corporate buzzword. Reflect on the quantitative and qualitative impact of your sustainability initiatives and align them with the progression of key organization and financial objectives. Lead with the numbers, and let the data tell your story.

Sustainability initiatives can not only help improve business performance in meaningful ways but can also drive agile and resilient operations in the face of fluctuating markets and environmental crises. Think robust scenario planning, which tackles uncertainties by proactively accounting for emerging risks and opportunities through a future-focused, sustainable lens. Being prepared can position your organization favorably to respond strategically to transition risks and thrive in times of disruptions.

2. Integrate Sustainability as an Organizational Effort

Isolated sustainability initiatives are one reason many fall short of achieving their intended goals. Although having a dedicated sustainability team has its merits, the most impactful initiatives should be connected to the core business strategy and thoughtfully embedded into governance and leadership structures, employee culture, and business processes.

To break down silos, companies should converge different functions and interdisciplinary teams around a common goal and translate sustainability ambitions into practical, measurable priorities, such as tracking renewable energy to meet regulatory requirements or embedding circular economy principles into product development. This integrated approach enables leaders to understand what’s truly material to their business at a granular level while bolstering long-term growth, operational agility, and business resilience.

3. Switch to Sustainable Business Operations for Better Efficiencies

At its core, sustainability functions as a robust risk assessment framework to support resilient, future-ready operational models. Comprehensive materiality assessments can help surface significant sustainability risks, impacts, and opportunities of a business. These material issues hold insights for powerful business transformation and advancing broader sustainability goals.

For example, companies interested in reducing their carbon footprint may look into transitioning to renewable energy sources, optimizing supply chains, or embracing circular economy practices to turn waste streams into sources of revenue. This sparks continuous innovation and ensures organizations are making the right strategic investments that address their most pressing business vulnerabilities.

4. Plan for Future Growth

With current political headwinds, organizations may find it tempting to deprioritize their long-term sustainability strategies. But putting a pause on sustainability today introduces significant risks that outweigh any short-term advantage for both investors and private companies. It’s akin to injecting material risk back into the business—leading to an increased risk of regulatory non-compliance, reduced access to capital, fragmented supply chains, and other detrimental impacts.

It’s also critical to remember that climate-related disruptions will still occur regardless of political or economic uncertainty. Resilience building is crucial for business continuity, and a plan for sustainability is a plan for an organization’s longevity.

Unlocking Greater Value From Sustainability Data

Sustainability data has a life span that extends past its collection stage, and leveraging technology can help companies do more with their data. Such tools facilitate collaboration among teams and help turn raw data into actionable insights, making it easier to identify trends, set and track performance targets, and uncover opportunities for cost savings, innovation, and brand differentiation.

By leveraging technology, companies not only maximize the efficacy, value, and impact of their sustainability data, they also build a robust repository of data-driven insights that can facilitate strategic business development.

Stay the Course on Sustainability Initiatives with Novata

Positioning sustainability as fundamental to business resilience can ensure it remains relevant, even in times of scrutiny. Companies that remain committed to their sustainability initiatives aren’t only prepared to meet today’s challenges—they’ll be ready to adapt, innovate, and thrive far into the future.

Turn uncertainty into opportunities with Novata’s industry-leading platform and expertise. Learn how we can transform your sustainability data into powerful drivers of business growth and resilience to help you confidently pivot in times of disruption. Speak with a Novata expert today to learn more.

On April 1st, 2025, a total of 34 Environmental, Health and Safety (EHS) professionals from 16 different companies came together for the third annual Data Center EHSxTech® event, hosted by STACK Infrastructure in Sterling, Virginia. This full day of networking and discussions focused on the evolving role of technology, particularly AI, in EHS management. Key themes included AI applications, safety by design, and operational EHS challenges.

Below are some of the key insights shared throughout the day.

AI in EHS: From Time Savings to Strategic Integration 

The opening presentations delved into how AI is already transforming EHS operations. Attendees heard from two data center industry EHS leaders on how AI tools are helping their teams streamline routine tasks, including:

• Preparing and summarizing meeting notes
• Scheduling across time zones
• Drafting presentation and training content
• Accelerating incident reporting and PR approvals
• Filtering and prioritizing messaging platforms

These efficiencies are freeing up EHS professionals to focus on higher-value, strategic work, and are also providing a business case for further investment in AI learning and tools.

Best practices for AI adoption emphasized benchmarking (understanding effort associated with specific tasks prior to AI adoption), continuous learning, clear outcome definitions, and a culture of experimentation. Speakers described a phased evolution of AI in EHS:

• Predictive AI: Leveraging leading and lagging indicator data to prevent incidents
• Generative AI: Automating training materials and communications
• Autonomous AI: Embedding AI agents into EHS workflows to enhance decision-making and response times

AI was also discussed in the context of mental health risk assessments, team feedback surveys, and injury case management—highlighting its potential to reduce burnout while maintaining service quality. One participant reinforced that EHS professionals should “just get started” using AI, by identifying what AI tools your company uses. From there, EHS teams should start testing the various use cases you have and remember it is important to think of it as an iterative process – test and verify until you get the desired outcome.

One organization showcased how they use AI to score the quality of safety observations, providing real-time feedback for employees submitting feedback to drive continuous improvement. While early results are promising, attendees were reminded that ease of data collection does not equate to ease of safety management.

Safety by Design: Eliminating Risks Before They Appear 

The next session, “Safety by Design Considerations to Improve DC Operations,” explored how safety can be integrated directly into the physical and operational design of data centers. This “safety by design” approach aims to proactively eliminate Serious Injuries and Fatalities (SIFs) across the facility lifecycle—from fabrication and construction to decommissioning.

Examples of design innovations discussed included:

• Dedicated hazardous waste rooms and PPE changing stations
• Remote de-energization capabilities and infrared scanning windows
• Roof-mounted lifting systems and roof moisture sensors
• Strategically located anchor points for work-at-height
• Clearly marked travel paths and standardized signage
• Improved crawl unit doors and centralized emergency information
• Potential use of robotic inspection tools in hazardous zones

For one organization, it was noted that approximately 30% of submitted design recommendations have been implemented successfully, driving measurable improvements in safety performance.

Pathways to Excellence in EHS 

As the day progressed, the discussion turned toward the broader strategic vision for EHS in the data center industry. One session focused on how organizations can elevate their programs beyond compliance to true operational excellence.

Key takeaways included:

• The importance of contractor management in maintaining a safe workplace
• Strategic integration of AI to shift from reactive to proactive safety work
• Designing safety into every stage of the data center lifecycle
• Addressing emerging risks, such as those posed by lithium-ion batteries
• Integrating Operations field inspections during the construction stage to identify opportunities to further design out future safety concerns
• Prioritizing communication, engagement, and continuous improvement

This session helped ground the day’s technology and design insights in a broader framework, reminding attendees that excellence in EHS requires not just tools and tactics, but a strong foundation of leadership, collaboration, and long-term thinking.

Operational Breakouts: Vendor Management, Training, and Fire Safety 

Afternoon breakout sessions tackled real-world challenges faced by operations teams, with vendor management emerging as a central theme. Participants shared how their organizations are formalizing expectations, vetting contractors, and integrating safety criteria into vendor ratings and project check-ins.

Other key discussions included:

• Cost-effective approaches to EHS training
• Contract language for vendor compliance
• White glove transportation services for sensitive equipment
• Tracking vendor hours to assess risk exposure
• Building a strong safety culture through collaboration and events

One session explored lithium-ion battery safety, electrocution risks, and fire safety preparedness. One key insight: local emergency services often lack awareness of data center-specific hazards. Participants shared stories of mock data halls and first responder education efforts to close that gap.

The conversations reinforced how critical it is for EHS teams to act not only as regulators but also as educators, facilitators, and strategic partners across all levels of operations.

A Call to Action for the EHS Community 

The Data Center EHSxTech event made it clear: technology alone isn’t the solution, but when paired with intentional design, strong partnerships, and a culture of continuous improvement, it becomes a powerful force for good. AI is not just a time-saver; it’s a strategic enabler. Design isn’t just about function, it’s about foresight. And operations aren’t just about efficiency, they’re about people.

As the data center industry continues to grow and evolve, so too must our approach to safety. Whether through piloting AI tools, reimagining design standards, or elevating vendor expectations, the time is now to lead with innovation, collaboration, and purpose. The future of EHS is being built today—let’s make it smarter, safer, and more human.

Are you interested in attending our next event? Connect with us to learn more.  

Download the Workiva Research Report: CSRD Year One in Review

This exclusive research paper from Workiva uncovers how Wave 1 companies addressed the Corporate Sustainability Reporting Directive (CSRD) in its first year of reporting—and how they are turning CSRD compliance into strategic advantage.

The first integrated annual reports created in line with the European Sustainability Reporting Standards (ESRS), including double materiality assessment and EU Taxonomy disclosures as mandated by the Corporate Sustainability Reporting Directive (CSRD), have now been published.

The CSRD was adopted to enable businesses to better identify the risks and opportunities arising from social and environmental issues, and disclose information on the impact of their activities on people and the environment in a way that’s standardised and comparable. This helps investors, business partners, consumers and other stakeholders to better evaluate the sustainability performance of companies. 

Further, with ESRS adoption in its first year, there are still many unanswered questions about how the mandate is being applied in practice. 

• How has the CSRD changed the shape of the annual report?
• How many ESRS topical standards were actually deemed to be material?
• How are impacts, risks and opportunities (IROs) being reported following the application of the double materiality principle? 

The answers to these questions can help businesses create a benchmark for their own CSRD-compliant reporting. 

To get those answers, Workiva analysed 50 CSRD-compliant reports. These reports, many published by Europe’s largest companies, demonstrate that the CSRD isn’t just about compliance: it’s about value creation. 

The competitive landscape has shifted as a result of the CSRD. This research shows you how.

Read now to benchmark your CSRD reporting against your peers, gain insights into the material topics being reported on and level set on assurance costs and data governance.

Nearly three decades ago, Paige Chenevey joined Marathon Petroleum Corporation (MPC) as an intern. Over the years her career has evolved, but one thing has remained constant: her dedication to protecting people, communities and the environment. We asked Chenevey about her journey and what she believes it means to be a Guardian of Public Safety for Marathon Pipe Line (MPL), a subsidiary of MPLX LP, the midstream component of MPC.

How did your career at MPC begin?

I started my career with MPC in 1997 as an environmental engineering intern in Tyler, Texas, and became a full-time environmental engineer in Oklahoma City in 1999. Today, as field services and planning director for MPL, I help provide vision and direction for pipeline damage prevention, right-of-way services, public engagement, geospatial technology, sustainability and resource optimization.

What inspires you in your work?

At MPL, safety and responsibility guide everything we do. Our commitment to protecting people, communities and the environment is what we call being a Guardian of Public Safety.

Our pipelines run through areas where people live, work and play in communities across the country. Every day, thousands of landowners and countless others trust us to safeguard their families and communities, and that is a responsibility we take very seriously.

I’m inspired by the challenge of pursuing the “and” – safely and reliably delivering energy that empowers communities while creating value for shareholders. Access to safe, affordable energy is essential for communities to thrive, and my team and I are dedicated to protecting and enhancing that access.

What motivates you to strive for excellence and lead your team?

I see every challenge as an opportunity and am driven by finding solutions that create value, spark innovation and strengthen our competitive edge. Problem-solving is at the heart of what we do, and I find motivation in tackling complex issues that push us to think differently.

I encourage my team to think big, embrace discomfort and learn from setbacks. Growth and innovation require resilience and perseverance, and I believe the best ideas come from pushing beyond what feels comfortable.

Why do you emphasize authenticity and positivity as a leader?
Success comes from working together, and that starts with authenticity. Early in my career, I learned that being true to myself and leading with empathy, vulnerability and a clear sense of purpose brings out the best in a team. Leadership is not about having all the answers but about creating an environment where people feel supported, valued and empowered to grow.

I strive to foster a team where everyone has the opportunity to develop their strengths, contribute in meaningful ways and build confidence in their abilities. Just as I continue learning and evolving as a leader, I encourage my team to embrace challenges, celebrate progress and recognize that success comes from collaboration and shared growth.

What drives MPL’s success in safety, innovation and sustainability?
At MPL, our success is built on a culture of hard work, trust and a relentless focus on safety, reliability and innovation. There are countless examples of how this culture drives impactful results.

One highlight is our Conservation Agriculture program, which partners with farmers to create conservation areas that protect pipelines, strengthen relationships and enhance the environment. Since its launch, the program has secured 21 easements, created 43 acres of conservation land and saved over $1.1 million, all while protecting the pipelines and supporting sustainable farming practices.

“Our success is built on a culture of hard work, trust and a relentless focus on safety, reliability and innovation.”

Innovation also extends to how we monitor pipeline safety. Traditional aerial patrol methods have proven far less effective at detecting certain risks, which is why we’ve reimagined our approach with the adoption of AI-driven technology. This advanced solution can detect subtle threats that human eyes might miss, such as land movement, deep tilling or leaks. We are deploying this technology across our operations and sharing with others, helping to set a new standard for pipeline monitoring and safety across the industry.

These examples are just a glimpse of the many ways our culture at MPL inspires groundbreaking solutions that enhance safety, protect the environment and deliver value for all.

Discuss MPL’s biodiversity goals, including pollinator habitats and the partnership with The Ohio State University.

MPL’s Sustainable Landscapes program, launched as a pilot in 2022, has transformed vegetation management across our rights-of-way (ROWs). By using native grasses and pollinator species, we’ve addressed challenges such as pipeline depth, safety, compliance and environmental stewardship. After the pilot’s success, the program was fully implemented in 2023, advancing our commitment to sustainability.

Following the success of the pilot, MPL set an ambitious goal to convert 50% of compatible ROWs (approximately 10,000 acres) to Sustainable Landscapes by the end of 2025. As of December 2024, over 8,800 acres have been converted, demonstrating significant progress.¹

In collaboration with The Ohio State University, MPL has further tackled vegetation growth challenges by pioneering solutions that balance safety and sustainability. This work includes the use of native grasses and pollinator species to reduce maintenance costs and boost biodiversity.

A cornerstone of these efforts is our participation in the Monarch Candidate Conservation Agreement with Assurances, which protects Monarch butterfly habitats along critical migration corridors. By planting milkweed and other native plants, MPL is supporting the species’ survival while maintaining compliance and operational efficiency.

Partnerships with institutions like The Ohio State University and Pheasants Forever, a nationwide Rights-of-Way & Energy (ROWE) Habitat Program that MPL was among the first to pilot, further our sustainability goals by bringing research-backed solutions that benefit both operations and the environment, while lending added credibility to our programs and achievements.

MPL’s sustainability initiatives create significant value by enhancing pipeline safety, reducing costs and supporting biodiversity. I’m proud that we’re leading the industry by transforming ROWs into self-sustaining habitats.

¹2024 estimated progress value is preliminary and subject to change. Additional information regarding our targets, including calculation methodologies, can be found in our 2024 Perspectives on Climate-Related Scenarios report, available at www.mplx.com/sustainability.