Tag: 3BL

Wednesday, July 31, 2024|12:00 PM – 1:00 PM ET|Virtual

In today’s dynamic business environment, organizations face mounting pressure to excel in ESG and sustainability initiatives. Paired with an ever-evolving regulatory landscape, the need to manage risk, collect auditable data, and elevate operational efficiency is paramount.

Join our webinar to learn how sustainability, legal, and finance personas at mature companies are leveraging ESG reporting software to mitigate compliance risks, boost team efficiency, ensure data accuracy, and realize a return on investment all while achieving ambitious sustainability goals. Don’t miss the opportunity to learn from industry leaders on how they’re getting a head start on managing the growing demands of non-financial reporting and paving the way towards ESG excellence.

Are you ready to revolutionize your approach to ESG and sustainability strategies? Register today.

This session will be recorded. The recording will be distributed after the event ends.

Question? 
Contact Us at contact@nasdaq.com.

SPEAKERS

Sarah Crowe 
ESG Sustainability Channel Lead, Nasdaq

Kim Knickle 
Research Director, ESG & Sustainability, Verdantix

Jeremy Taub 
Head of ESG Content, Nasdaq

Mike Schwartz 
Director of Sustainability, Republic Services

TULSA, Okla., July 17, 2024 /3BL/ – Students in Tulsa Tech’s aviation maintenance technology program now have more than 3,000 new industry mentors thanks to a new partnership announced today with American Airlines. Students now have direct access to the airline’s Tulsa-based aviation maintenance technicians (AMTs) through ongoing engagement opportunities at the carrier’s maintenance base and on campus. Additionally, top-performing students will secure guaranteed interviews for open positions with the carrier.

While the partnership is new, it’s not the first time American and Tulsa Tech have worked together to inspire future AMTs. In 2011, American donated a McDonnell Douglas MD-80 aircraft to the school, and the iconic aircraft continues to be used today to provide hands-on training opportunities. American’s Tulsa-based AMTs have also mentored award-winning Tulsa Tech student teams in the annual Aerospace Maintenance Council Competition.

“American is excited to officially partner with Tulsa Tech to mentor and train future generations of aviation maintenance technicians,” said Greg Emerson, American’s Vice President of Base Maintenance. “American’s Tech Ops – Tulsa maintenance base is the largest commercial aviation maintenance facility in the world and has been the backbone of our base maintenance program since 1946. Having access to top local talent from Tulsa Tech ensures that work will continue for generations to come. We’re eager to provide a pathway from their Tulsa Tech classrooms to our hangars.”

Tulsa Tech, the oldest and largest technology center in Oklahoma’s CareerTech System, is a career and technology center school district dedicated to educating people for success in the workplace. Tulsa Tech helps high school and adult students from across the Tulsa region explore new careers, upgrade their training and skills, and pursue their dreams. Students can work toward their FAA Airframe and Powerplant licenses or choose from other aviation-related coursework at the school. More information can be found at tulsatech.edu.

“We extend our heartfelt gratitude for our strong partnership in workforce development and training with American Airlines,” said Dr. Steve Tiger, Tulsa Tech Superintendent and Chief Executive Officer. “Their unwavering support and collaboration help us train the next generation of skilled workers and highlights the expanding career opportunities available throughout the aviation industry, including right here in Tulsa at American Airlines.”

American also donated several aircraft parts including an auxiliary power unit, four oxygen generators, a digital flight computer and a flow control valve during today’s event at the school’s Riverside campus. These parts will provide students with relevant, hands-on resources to help them in their studies.

American employs nearly 5,000 team members at Tech Ops – Tulsa, including 3,200 licensed AMTs. The facility was recently awarded $22 million from the State of Oklahoma to make enhancements at the base. The funds are in addition to a $31.6 million engine shop capital investment and ongoing $350 million improvement project made by American. As a result of these investments, American is in the process of adding more than 300 new jobs a Tech Ops – Tulsa. Candidates interested in joining American’s team can view open opportunities and apply online at jobs.aa.com.

Download the PDF

About American Airlines Group
To Care for People on Life’s Journey®. Shares of American Airlines Group Inc. trade on Nasdaq under the ticker symbol AAL and the company’s stock is included in the S&P 500. Learn more about what’s happening at American by visiting news.aa.com and connect with American @AmericanAir and at Facebook.com/AmericanAirlines.

BETHESDA, Md., July 17, 2024 /3BL/ – WHC (Wildlife Habitat Council) offers a new white paper available for download today, Protecting Earth’s Most Valuable Resources | Conservation Activities to Benefit Water and Air Quality. The white paper is sponsored by General Motors and is available for free on our website.

Water and air are the earth’s most valuable resources. No ecosystem or human community could exist without access to clean air and water, making the protection of these resources a paramount concern. Unfortunately, decades of industry and development have had negative effects on the quality of the earth’s air and water.

Because of the widespread and well-documented impacts of air and water pollution, governments have implemented regulations requiring industries to minimize deleterious effects on air and water. Adherence to these critical regulations is not the final step in corporate efforts to protect air and water quality. The private sector can go above and beyond these regulations to promote air and water quality through voluntary habitat conservation projects, with the added benefits of supporting wildlife species and human well-being.

The case studies featured in this white paper illustrate the role of habitat-specific projects in water and air quality improvement. Featured case studies from WHC-Certified sites include:

ArcelorMittal: AM/NS Calvert, Alabama, USABacardi: Bombay Sapphire Distillery, Hampshire, UKCemex: Laguna de Los Cangrejos, Santo Domingo, Dominican RepublicDTE Energy: Downtown Detroit Headquarters, Michigan, USAThe Earth Lab: Ejido Sisal, Yucatán, MexicoFreeport-McMoRan: Miami Site, Arizona, USAINVISTA: Victoria Site, Texas, USAITC Holdings: Iowa City Warehouse, Iowa, USAWM: Twin Creeks Landfill, Ontario, Canada

Sponsored by General Motors, this white paper features a foreword stating, “Environmental conservation requires everyone’s participation. At GM, we believe that businesses have a responsibility to contribute to the regeneration of nature and the protection of biodiversity. As we strive to enhance resource circularity in our products and operations, we are also promoting biodiversity across our sites.”

About WHC:

WHC (Wildlife Habitat Council) has been working at the nexus of business and biodiversity for 35 years and is the only international NGO focused exclusively on enabling private sector action for nature. WHC builds strategies and frameworks for companies to integrate nature with climate, equity and engagement to support sustainable ecosystems and healthy communities. WHC’s corporate members represent some of the leading national and multinational corporations. WHC-certified programs can be found in 19 countries and 48 U.S. states. Learn more at www.wildlifehc.org.

MAYS LANDING, N.J. and NEWARK, Del., July 17, 2024 /3BL/ – Pepco Holdings, which includes Atlantic City Electric and Delmarva Power, has named Phil Vavala as its new vice president of Governmental and External Affairs, and region president for Atlantic City Electric and Delmarva Power.

Vavala, who previously served as the vice president of gas and electric operations for Pepco Holdings, has led innovative and strategic approaches to strengthening the local energy grid and delivering safe and reliable energy service to the customers and communities it serves. Under his leadership, customers have experienced record-breaking reliability for homes and businesses across South Jersey, Delaware, Maryland and Washington, D.C.

Vavala joined Pepco Holdings 33 years ago as an intern in Delmarva Power’s System Planning department and went on to hold positions throughout Operations, including senior supervising engineer, manager of Control Room Operations for Atlantic City Electric and Delmarva Power, director of Regional Electric Operations for Delmarva Power and director of Transmission & Substation Engineering for Pepco Holdings. In his most recent role as vice president of Electric and Gas Operations, Vavala led the organization responsible for day-to-day operations of the electric and gas distribution system.

“Phil understands our communities from a unique perspective, not only raising his family in this area and being a customer himself but starting as an intern and growing through the organization for more than 30 years has truly given him an understanding of what it means to power a brighter future for our customers,” said Rodney Oddoye, senior vice president of Governmental, Regulatory and External Affairs at Pepco Holdings. “His leadership and drive not only help ensure the lights turn on when customers flip the switch and gas flows when they heat their home but goes beyond energy to making a positive impact on our communities.”

Vavala has served as chairman of the Pepco Holdings and Exelon Diverse Business Enterprise Working Group, focusing on developing spending opportunities with minority, women, and veteran-owned businesses and leading in the company’s commitment to provide more than energy for its customers.

Vavala is a graduate of Drexel University, where he received a bachelor’s degree in electrical engineering. Together with his wife Katherine, they are lifelong residents of the region and have raised their three children here.

To learn more about Delmarva Power, visit The Source, Delmarva Power’s online newsroom. Find additional information by visiting delmarva.com, on Facebook at facebook.com/DelmarvaPower and on X, formerly known as Twitter, at twitter.com/DelmarvaConnect. Delmarva Power’s mobile app is available at delmarva.com/MobileApp.

Originally published in FedEx’s 2023 FedEx Cares Report

Integrating mental health and psychosocial support into emergency response

Mental health and psychosocial support are critical parts of effective and sustainable first responder programs. With support from FedEx, International Medical Corps (IMC) created the Principles of Psychological First Aid (PPFA) training to equip first responders with the skills to compassionately support affected individuals and families. Yvonne Groenhout, an ICU nurse and IMC first responder, is one of 5,000 global medical professionals trained on PPFA. The PPFA training enabled Yvonne and so many others to spot people struggling in the aftermath of an emergency and provide them with the support they need to recover and stay healthy.

Restoring access to care after tornado destroys clinic

After a tornado ravaged the Delta Health Center in Rolling Fork, Mississippi, Heart to Heart International (HHI) stepped in to help. With support from FedEx, HHI deployed a disaster team, mobile medical units, and a portable clinic to ensure medical care continuity. The clinic staff, now equipped with secure facilities, aided storm victims and reached elderly patients in remote areas.

This has given us such an advantage as we work to continue to improve our disaster response efforts.

Maddy Langemach

Disaster Response Specialist

for Heart to Heart International

Helping to fund the Grassroots Revolution in Canada

With support from FedEx, GlobalMedic delivered 50+ tons of aid across Canada as part of its Grassroots Revolution – a suite of programs that address chronic emergencies. The deliveries included food, medical supplies, and hygiene items for Hurricane Fiona victims in Atlantic Canada, support for domestic Emergency Food and Hygiene Hub programs, and fire skid units for British Columbia’s forest fire relief. FedEx Canadian volunteers chipped in to help, assembling food kits for survivors across the region.

No-cost trainings bolster disaster management capabilities within at-risk communities

Team Rubicon aids communities worldwide in disaster preparedness. FedEx helps fund expert exercises, led by FEMA-trained practitioners, to stress-test plans, identify deficiencies, and bolster response capabilities. From simulations to nuclear disaster drills, Team Rubicon empowers communities of all sizes to face any calamity.

I get to help train communities to better respond, and FedEx helps get us there before that worst day happens.

Greg Ramoni

Exercise & Field Leadership Manager,

Team Rubicon

A long-term collaboration to deliver aid in Chile

FedEx delivered 40 tons of aid across Chile in 2023 in partnership with Desafío Levantemos Chile. Together we supported rehabilitation projects in fire and f lood-hit areas including rebuilding the Rural Medical Station in Santa Juana. With a network spanning 400 Chilean cities, FedEx has signed on to facilitate charitable transportation for Desafío Levantemos Chile on a regular basis.

FedEx has been one of our strongest logistical allies in dozens of emergencies since 2012. They help us to be more efficient and faster in the transportation “ of donations, reaching more families and entrepreneurs who need to get back on their feet.

Ignacio Serrano

Executive Director of Desafío

Levantemos Chile

All hands on deck to support Turkey after the earthquake

On February 6, 2023, a 7.8 magnitude earthquake struck Turkey near the Syrian border, followed by aftershocks up to 7.5 magnitude. Tragically, over 50,000 people died, with significant damage to infrastructure including destruction of many homes, businesses, hospitals, and utilities. Nine million individuals were directly affected and three million were displaced.

FedEx is committed to helping the many communities impacted by the earthquakes during this incredibly difficult time. We are inspired by the heroic work of first responders and humanitarian organizations and grateful to use our global network to donate flights, logistics support, and aid to advance recovery, rebuilding, and relief in the region.

Raj Subramaniam

FedEx President and CEO

FedEx receives OTHERS Award

FedEx received the OTHERS Award from The Salvation Army, recognizing our commitment to humanitarian efforts worldwide. Named after William Booth’s succinct telegram urging service to others, the award highlights the FedEx donation of 22 mobile feeding units to Salvation Army locations globally. This gesture reflects our company’s ongoing dedication to disaster relief and aiding communities in need.

Within hours of the earthquake in Turkey, FedEx began our multidimensional response:

Donated $100,000 to the Red Cross to aid recovery efforts in Turkey and Syrian communitiesDelivered critical humanitarian supplies from Istanbul Sabiha Gokcen International Airport to Malatya, Turkey, on behalf of the Istanbul Governorship and local municipalityFlew five consecutive flights from February 17 to 21, which delivered approximately 230 metric tons of relief supplies including tents, blankets, baby items, household supplies, and hygiene kitsProvided shipping support for Canadian disaster-relief organization GlobalMedic, including the delivery of AquaResponse3 Water Purification UnitsWith the help of FedEx, Water Mission shipped five of its Living Water Treatment Systems to Turkey to provide emergency safe water access to those impacted by the devastating earthquakesWorked with World Central Kitchen to ship a deployable kitchen unit, kitchen supplies, and operations kits from Madrid, Spain, and Capitol Heights, Maryland, U.S., to Adana, TurkeyFedEx Cares team members in Turkey, Greece, Cyprus, Bulgaria, and Slovenia collected items for the local Red Cross/Red Crescent societies and donated approximately 885 kilos of supplies including new warm clothes and shoes, blankets, hygienic materials, and family tents

Read more

Click here to learn about FedEx Cares, our global community engagement program.

PNC | Insights

A PNC-led effort to help bridge gaps in financial education and to equip local community residents with budgeting resources is coming to nine new markets by year end. Aimed at boosting the money management skills of individuals, first-time homebuyers and small business owners, the PNC Center for Financial Education (CFE) plans to fully launch its free financial well-being curriculum to communities in Atlanta, Birmingham, Cleveland, Harrisburg, Indianapolis, Oakland, Phoenix, Philadelphia and Pittsburgh.

“Our push into new markets builds on PNC’s multi-year effort to develop a scalable financial education model that can be replicated in community spaces where participants can gain the confidence and know-how to navigate their well financial well-being,” said Rey Ocañas, executive vice president & managing director, PNC Community Development Banking. “We understand that banking and finances can be intimidating, which is why we’ve partnered with local community organizations to deliver a curriculum that’s accessible to diverse learning styles and levels of financial knowledge.”

A collaboration between PNC and community-based nonprofit organizations in select cities, the CFE workshops break down barriers and provide accessible resources for people to build a solid foundation in personal finance, small business, and home-buying. Since launching the pilot in Baltimore, Chicago, Dallas, Detroit, Fort Lauderdale, and Houston last year, PNC subject matter experts have collaborated with community organizations to facilitate 80 CFE workshops serving more than 1,000 adults–primarily in unbanked, underbanked and low and moderate-income (LMI) communities.

PNC’s Community Development Banking team recently kicked off its expansion efforts with a CFE launch event at Fairfax Connection in Cleveland. As the program enters new markets later this year, CDB hopes to engage new community partners and PNC subject matter experts to help facilitate the CFE workshops in local communities.

CFE Pilot Helps Long-Term Partner Deliver Successful Results

Long-time community partner UnitedMegaCare has leveraged the CFE curriculum to offer in-person workshops to a broad network of community residents and employees at the organization’s Dallas and Fort Worth campus locations. And since the program’s launch in 2018 (formerly under BBVA), both attendance and engagement has continued to improve, with greater participation expected by year end, according to Tiffany Brinkley, UnitedMegaCare’s Community Impact Director.

“Based on the work we do and our mission to serve the most vulnerable, it’s important that we bring financial literacy resources to LMI families and homes, said Brinkley. “Growing up, many of our Black and Brown communities didn’t receive information on how to budget, save and invest for generational wealth. We see how important CFE is for the next generation and how much it’s needed even for younger adults to not to be afraid to embrace money and to understand how important financial education is to every facet of life.”

Last year, the Dallas-based global nonprofit offered 12 CFE workshops to more than 375 attendees as part of the organization’s strategic focus on providing adult education and career readiness resources.

PNC’s efforts to extend the financial literacy initiative to more communities comes at a pivotal moment, as more households grapple with economic uncertainty and rising debt loads. According to The Federal Reserve of New York’s latest quarterly reports. American household debt increased by $212 billion to $17.5 trillion in the fourth quarter of 2023, with lower-income and younger households experiencing increased financial stress amid higher delinquency rates on credit card and car loans.

“PNC’s investment in the CFE program has given us the resources not only to execute the program but also to help incentivize the community to make personal investments. For example, we’ve given residents who complete the modules stipends of up to $100 to open banking accounts to help leverage the money management tools and resources they’ve learned,” said Brinkley.

The Center for Financial Education is one of several initiatives PNC has expanded to help bridge the gap in financial learning. Earlier this year, PNC and EVERFI announced a new curriculum designed to boost financial literacy in high schools across Florida, Georgia and Ohio. And in 2023, PNC launched its 10th dedicated mobile branch to provide free financial education sessions and resources to residents in low and moderate-income communities across the U.S.

“CFE is not just another educational resource, it’s a catalyst for better financial well-being. By equipping individuals with the knowledge and skills to make informed financial decisions, we’re working within the community to help break the cycle of debt, foster long-term savings habits, and promote financial independence,” added Ocanas.

For more information about the PNC Center for Financial Education workshops offered, contact your local PNC Community Development Banking team.

Originally published on Forbes

SAP is playing a key role in the business coalition to end plastic waste, and its software has been helping customers to manage material flows, including plastics, for decades.

“With SAP customers generating almost 90% of the world’s global business, we understand first-hand the challenges of today’s complex and fragmented web of regulations,” said Jamieson. “We know how difficult it is to understand current material flows and align upstream efforts with downstream solutions.”

“We’re seeing a new focus on eco modulation with material level incentives to use more recyclable materials,” said Jamieson. “Businesses can play a pivotal role in eliminating plastic pollution, and we’re here to help.”

Click here to continue reading on Forbes

Originally published on Forbes

SAP is playing a key role in the business coalition to end plastic waste, and its software has been helping customers to manage material flows, including plastics, for decades.

“With SAP customers generating almost 90% of the world’s global business, we understand first-hand the challenges of today’s complex and fragmented web of regulations,” said Jamieson. “We know how difficult it is to understand current material flows and align upstream efforts with downstream solutions.”

“We’re seeing a new focus on eco modulation with material level incentives to use more recyclable materials,” said Jamieson. “Businesses can play a pivotal role in eliminating plastic pollution, and we’re here to help.”

Click here to continue reading on Forbes

After several tornadoes hit Northwest Arkansas in late May, leaders at our Glad plant in Rogers were forced to spring into action to keep our people safe and then work to restore operations after the facility was hit directly by the storm. 

For Aeryn Arrowsmith, team lead in extrusion, and the team, accountability for over 100 teammates was the primary concern. Five minutes after he got the tornado warning call, teammates started moving into the plant’s two tornado shelters at 1:30 a.m. Eight minutes after they entered the shelters, the tornado hit, ripping cooling units off the roof and back doors, cutting the power and backup power. Water started leaking through the building, including into the two shelters.  

Standing in about two inches of water, Aeryn, drawing from his military background, intuitively worked through next steps in his head — in a matter of seconds. He partnered with team leads Hollis Johnson and Dee Secrist to move teammates to dry areas of the building. He also shut down remaining electrical units that posed a major threat with the inbound water, cut the gas line due to a smell of natural gas in the air, shut off backup energy and walked through the plant to assess damage.  

Once they took those steps, Aeryn and the leadership team sent all teammates home so they could be with their families and assess damage to their own homes. A few people remained at the plant to continue restoration operations.  With no power or running water, the crew started cleaning the nearly two inches of standing water that occupied the building.  

Over the next 36 hours, despite being told coming into work was optional, teammates showed up to help. But their work looked a little different than usual: They cleaned debris inside the building, pulled down ceiling tiles that had broken off because of the water pressure and removed anything that had water damage. The Facilities team documented damages and began implementing a recovery plan.  

Paul Simpkins, a 33-year Glad veteran, was one of those facilities specialists who came in to assess and record the damage. Paul’s day-to-day work involves ensuring the plant equipment, such as chillers, air dryers, ventilation system and HVAC systems, is running properly. So, when he got the call at 3:06 a.m. about the tornado damage, he knew the challenges ahead of him. In that first day, Paul took 88 phone calls —coordinating with roofing contractors and general contractors — to get emergency repairs done. By Sunday night, 80% of the holes in the building were covered. When he came back on Monday, he and his team worked to clean up the rest of the damage, cleaning the roof three to four times due to water damage.  

As damage was being assessed and the plant was being cleaned, Charles “Skip” Nesbit, IT support lead, was in the server room with his team, working to ensure that the plant could function from a technical perspective. When the tornado hit, an EDT team, led by Karen Hancock and Heather Allen, was scheduled to be at the plant to upgrade all the tech systems. Due to extensive damage to the walls, roof and electrical cabinets, the team had to get everything cleaned and dried out before the power could be turned back on. While one EDT team focused on cleaning the plant, the other team worked on the tech infrastructure. Working 16-hour days for the two weeks following the tornado, the team got the plant up and running two days before their target date.  

Paul, Aeryn and Skip all attribute their success to the dedicated team on the ground, which worked together to get the plant back up and running quickly. From the leadership team to the Facilities team to contractors to the EDT team and everyone in between, the teams worked in a “state of flow,” as Paul put it, to get the job done. By Wednesday, two days after the tornado initially hit, the plant was operating safely.

After several tornadoes hit Northwest Arkansas in late May, leaders at our Glad plant in Rogers were forced to spring into action to keep our people safe and then work to restore operations after the facility was hit directly by the storm. 

For Aeryn Arrowsmith, team lead in extrusion, and the team, accountability for over 100 teammates was the primary concern. Five minutes after he got the tornado warning call, teammates started moving into the plant’s two tornado shelters at 1:30 a.m. Eight minutes after they entered the shelters, the tornado hit, ripping cooling units off the roof and back doors, cutting the power and backup power. Water started leaking through the building, including into the two shelters.  

Standing in about two inches of water, Aeryn, drawing from his military background, intuitively worked through next steps in his head — in a matter of seconds. He partnered with team leads Hollis Johnson and Dee Secrist to move teammates to dry areas of the building. He also shut down remaining electrical units that posed a major threat with the inbound water, cut the gas line due to a smell of natural gas in the air, shut off backup energy and walked through the plant to assess damage.  

Once they took those steps, Aeryn and the leadership team sent all teammates home so they could be with their families and assess damage to their own homes. A few people remained at the plant to continue restoration operations.  With no power or running water, the crew started cleaning the nearly two inches of standing water that occupied the building.  

Over the next 36 hours, despite being told coming into work was optional, teammates showed up to help. But their work looked a little different than usual: They cleaned debris inside the building, pulled down ceiling tiles that had broken off because of the water pressure and removed anything that had water damage. The Facilities team documented damages and began implementing a recovery plan.  

Paul Simpkins, a 33-year Glad veteran, was one of those facilities specialists who came in to assess and record the damage. Paul’s day-to-day work involves ensuring the plant equipment, such as chillers, air dryers, ventilation system and HVAC systems, is running properly. So, when he got the call at 3:06 a.m. about the tornado damage, he knew the challenges ahead of him. In that first day, Paul took 88 phone calls —coordinating with roofing contractors and general contractors — to get emergency repairs done. By Sunday night, 80% of the holes in the building were covered. When he came back on Monday, he and his team worked to clean up the rest of the damage, cleaning the roof three to four times due to water damage.  

As damage was being assessed and the plant was being cleaned, Charles “Skip” Nesbit, IT support lead, was in the server room with his team, working to ensure that the plant could function from a technical perspective. When the tornado hit, an EDT team, led by Karen Hancock and Heather Allen, was scheduled to be at the plant to upgrade all the tech systems. Due to extensive damage to the walls, roof and electrical cabinets, the team had to get everything cleaned and dried out before the power could be turned back on. While one EDT team focused on cleaning the plant, the other team worked on the tech infrastructure. Working 16-hour days for the two weeks following the tornado, the team got the plant up and running two days before their target date.  

Paul, Aeryn and Skip all attribute their success to the dedicated team on the ground, which worked together to get the plant back up and running quickly. From the leadership team to the Facilities team to contractors to the EDT team and everyone in between, the teams worked in a “state of flow,” as Paul put it, to get the job done. By Wednesday, two days after the tornado initially hit, the plant was operating safely.