Tag: 3BL

Abbott

Our biggest goals are unlikely to come easy.

That means late nights and early mornings — with loads of dedication in-between.

But even with plenty of hustle in store, there are also savvy ways to tackle some of the biggest challenges ahead.

Whether you’re an athlete racing to the finish line, an entrepreneur getting your idea off the ground, or a rising star in your profession, there are smart ways to approach your ambitions to get to the top.

Just ask Meghann Featherstun about her hustle. The marathoner and sports dietitian is celebrating the ultimate prize: winning her Abbott World Marathon Majors Six Star medal. The Six Star medal was introduced in 2016 to honor the runners who complete all six major marathons, and Featherstun earned hers after running the TCS London Marathon. From Berlin, Tokyo, Chicago, Boston, New York and now London, Featherstun has learned a lot about herself and her best nutrition along the way.

She’s breaking down how to get into a runner’s mindset by sharing six things she’s learned for six stars.

Take it Step by Step

Looking 10 steps — or 10 marathons — ahead can make it easy to get nervous about the challenges that you’ve yet to encounter, said Featherstun who ran her first marathon in 2009.

But taking these small steps adds up. The 16-time marathoner is one of the fastest in her age group, improving her time — and her nutrition — nearly every time.

Featherstun, who turned 40 years old this year, now runs marathons in under 2 hours and 50 minutes. (For context, the average marathon finish time for all runners is estimated to be around 4 hours, 30 minutes.)

“At first, you’re thinking, ‘I just have to get out there and run,’ ” she said. “But then you can look back and realize just how far you’ve come.”

There’s Always Room for Improvement

Featherstun doesn’t allow herself to become complacent when it comes to accumulating wins. And she’s learned to not only refine her training regimen but also her marathon nutrition strategies.

In recent races, that’s meant planning her hydration in the days leading up to the event, finetuning her carb-loading schedule and determining the optimal fuel throughout the run.

“Running marathons means we have to take our nutrition to a place that no one has taught us before,” she said. “Performance nutrition is not even on most people’s radar and can take a lot of attention.”

There’s Not One Right Path

Featherstun, who guides others looking to compete in long-distance running and improve their own nutrition is careful when it comes to giving advice. The mother of two shaved off 30 minutes off her time between her first and fourth marathons by tweaking her own marathon nutrition.

That said, instead of prescribing a one-size-fits-all approach, she encourages athletes to listen to their bodies when it comes to exploring different strategies — and to keep going. “When I work with clients, I actually help them understand some of their personal pain points,” she said.

Find Your Rituals

Whether it’s stocking bagels for some extra carbs or sipping an electrolyte drink like Pedialyte Sport in the days before a long run, Featherstun recommends building your own comfort-focused routine. For her, that means eating a few graham crackers before her morning run to replenish her glycogen stores without sitting down to a full breakfast.

When traveling across time zones — like she did to Berlin, London and Tokyo — she’s also careful to stash her favorites in her carry-on rather than focus on diversifying her nutrition. “It’s about packing those old trusty foods,” she said. “And it’s OK to have a little more of what works.”

Build a Community You Trust

No matter the industry — or the sport — becoming part of a supportive community can make it easier to get through the ups and downs. Finding mentors and others willing to share their insights on long distance running has helped Featherstun understand how to move forward when she’s feeling stuck.

When running the major marathons, Featherstun swears by showing up and mingling at the various events throughout the weekend. “It’s all about meeting people and seeing what worked for others,” she said.

Back home in Ohio, she often works with fellow runners to understand how much fuel they need in the days running up to their longest runs. Many runners don’t realize how much energy they burn on those days and how tough it can be on the body.

“Under-fueling is really dangerous, but you don’t have to learn the hard way — you can gather this intel from the running community and peers,” she said.

Enjoy the Journey

Running the Abbott World Marathon Majors didn’t just make Featherstun faster or stronger. If you look for it, marathon running transforms the people who take on the challenge beyond their physical capability. Featherstun described how performance running changed the way she saw herself and what she was capable of — running her fastest marathon at 40 while juggling being a mom and business owner.

It even changed the way she sees food, now seeing how food is the fuel our bodies need to be our best selves.

When you stop and look around — running a marathon (or six) has the power to change the way you see yourself and the world around you.

Abbott is the title sponsor of the Abbott World Marathon Majors, a series of six of the largest and most renowned marathons in the world: Tokyo Marathon, Boston Marathon presented by Bank of America, TCS London Marathon, BMW Berlin-Marathon, Bank of America Chicago Marathon and TCS New York City Marathon.

Published by Las Vegas Sands on July 25, 2024

This month has been designated as Plastic Free July to raise awareness about the environmental impact of plastic waste and pollution, particularly with single-use plastic items. The campaign challenges individuals and organizations to commit to reducing plastic use and eliminating plastic waste, as well as provides ideas and solutions for sustainable alternatives that can minimize plastic reliance and inspire action.

Plastic waste is a growing environmental problem. The United Nations Environmental Programme estimates that 400 million tons of plastic waste are produced every year. If current trends continue, global production of primary plastic is forecasted to reach 1,100 million tons by 2050, which will further increase plastic waste.

These numbers demonstrate how ubiquitous plastic has become, particularly in product packaging. Approximately 36% of all plastics produced are used in packaging, including single-use plastic products for food and beverage containers. Approximately 85% of these plastic containers end up in landfills or as unregulated waste.

Oceans are one of the largest receptacles for this waste, with estimates that 75-199 million tons of plastic are currently found in oceans. Unless changes in plastic production, use and disposal come to fruition, the amount of plastic waste entering aquatic ecosystems could nearly triple from 9-14 million tons per year in 2016 to a projected 23-37 million tons per year by 2040.

For these reasons, Sands has made addressing plastic and packaging one of its top environmental priorities. The company works to replace these materials with sustainable alternatives and has established mechanisms to responsibly handle plastic waste.

“The nature of our business requires products and amenities that have been heavily reliant on plastics, but we have taken a committed and methodical approach to determining where we can eliminate, reduce and reuse to be more sustainable,” Katarina Tesarova, senior vice president and chief sustainability officer, said. “We have prioritized addressing solutions for our highest-volume plastic products and strive to eliminate single-use items that are more prone to escaping into the environment.”

Transitioning to Reusable and Sustainable Water Solutions

A primary plastic-reduction priority has been a multi-year effort to replace Sands-branded plastic water bottles with reusable or sustainable alternatives. The company has set a goal for 100% replacement by 2025. At the end of 2023, Sands had incorporated sustainable solutions in 61% of branded water bottles.

In Singapore, Marina Bay Sands has fully transitioned 100% of its branded water bottles to recycled polyethylene terephthalate (rPET) and is continuing to incorporate reusable options into other plastic applications.

Sands China’s plastic water bottle use on casino floors grew over the past year due to higher visitation numbers in 2023, which prompted increased purchasing and the need to source a wide variety of products, resulting in a lower percentage of bottles with sustainable attributes. To address its reliance on plastic, Sands China has established several initiatives, including exploring the addition of refill counters and water trolleys on casino floors.

Sands China also is working to promote recycling of plastic water bottles leaving its resorts by partnering with water bottle supplier Bonaqua to add product labeling that guides users to recycle bottles in vending machines located throughout Macao for credit. Finally, the company is conducting trials of water dispensers with reusable glass bottles in 10 restaurants at The Londoner Macao.

Reducing Plastic Use in Kitchens and Food Service

Last year, Marina Bay Sands began eliminating plastic cling wrap in its kitchens, which use an average of 19,000 rolls annually. To start the process, the resort identified the top 10 uses for wrap, which included food preparation, transport trolley food covers, plated-food protection, and storage of dry goods, tableware and food. Eliminating these plastic wrap applications requires new processes and solutions, as well as behavior change. Initial efforts have included engaging with food and beverage leaders to develop alternative practices.

Marina Bay Sands also is piloting the use of ecoTOTEs for dissemination of spirits in bars and restaurants. Liquor supplies are delivered in ecoTOTEs, which are then used for dispensing and returned to distributors for refilling and redelivery.

Addressing Plastics in Laundry Service

Laundry service is another area in which plastics and single-use disposables have played prominent roles, and both Marina Bay Sands and Sands China are committed to removing these hard-to-eliminate items from their laundry operations.

Marina Bay Sands has circumvented using single-use plastic covers for laundry items by providing Team Members with reusable laundry bags for uniform washes, which is projected to eliminate more than 13,000 single-use plastic bags annually.

Sands China worked with on-site laundry suppliers to establish processes for reusing laundry hangers, which has resulted in 74% of hangers being recycled each month. The company also stopped using small plastic clips to hold garments on hangers in most cases and has established recycling processes for applications that still require clips. Finally, Sands China prevented more than 4,000 used laundry baskets from going to landfills by distributing them to local organizations and Sands Shopping Carnival attendees.

“We take a holistic approach to reducing plastic waste in all areas of our business and continually look for new ways to address the reliance on plastics our society has developed,” Tesarova said. “We are in sync with the goals of Plastic Free July and committed to advancing its ideals.”

Sands’ work to reduce reliance on plastics is guided by the Sands ECO360 global sustainability program. To learn more about the company’s environmental priorities and performance, read the latest ESG report: https://www.sands.com/resources/reports/.

HORSHAM, Pa., August 13, 2024 /3BL/ – Sofidel, a global leading manufacturer of paper for hygienic and domestic use, is partnering with the Pennsylvania, New Jersey and Delaware Chapter of the Italian Scientists & Scholars in North America Foundation (ISSNAF) to launch the 2024 ISSNAF-PND/Sofidel AI Innovation in Marketing Award. The winner will receive a $3,000 grand prize.

This award honors individuals who have used groundbreaking AI applications in marketing and aims to elevate the hard work of Italians living in North America in the AI and marketing sectors. As an Italian company, Sofidel America is excited to promote the innovations of the nominees through this awards program.

To be eligible, nominees must have Italian citizenship and be members of ISSNAF. They also must have an affiliation with a research or institution/company in Delaware, New Jersey or Pennsylvania. Only applicants who have a Master’s, PhD or Medical/Vet Residency completed prior to 2018 will be considered.

Nominations are due by Aug. 30. The winner will be announced around [insert date] and will be invited to ISSNAF’s Annual Event to be recognized for their award-winning AI application.

To submit a nomination, please contact pnd_chapter@issnaf.org.

 For information about Sofidel, visit www.sofidel.com. For information about ISSNAF, visit www.issnaf.org.

About The Sofidel Group   

The Sofidel Group, a privately held company, is a world leader in the manufacture of paper for hygienic and domestic use. Founded in 1966, the Group has subsidiaries in 13 countries – Italy, Spain, the UK, France, Belgium, Germany, Sweden, Poland, Hungary, Greece, Romania, and the USA – with more than 6,800 employees. A member of the UN Global Compact, the Sofidel Group considers sustainability a strategic imperative and is committed to promoting sustainable development. For more information, visit www.sofidel.com. 

About ISSNAF

ISSNAF is a not-for-profit organization whose mission is to connect, empower and celebrate the Italian intellectual diaspora in North America, connecting more than 3,000 scholars, researchers and technologists in North America. The ISSNAF chapters carry out the ISSNAF mission at the local level with support of active members and volunteers. For more information, visit www.issnaf.org.

Baker Hughes’ purpose—to take energy forward, making it safer, cleaner and more efficient for people and the planet—has been at the heart of our business for over a century. As we continue accelerating the energy transition, our mission has never been more relevant. 

Climate change is a real and existential challenge of our times. We see its effects impacting the global economy and how we live daily. The global stocktake completed in 2023 by the United Nations (UN) at the 28th Conference of Parties (COP28) underscored the importance that action must meet stated emission reduction ambitions. The urgency to act has never been clearer. Our sponsorship of COP28 is a testament to our commitment to emissions reduction and supporting a more sustainable, resilient energy future.    

With our diverse portfolio of technology, equipment and service solutions for the natural gas value chain, we are positioned to play a key role to enable energy security and affordability in a sustainable manner. By leveraging sustainable practices, we have reduced the carbon intensity of our operations while enabling our customers and partners to meet their environmental goals using low-carbon and new energy solutions. We are driving transformative and meaningful change for energy producers and users today to address the urgency and scale required to meet the world’s energy demand. Sustainability is a key differentiating capability for Baker Hughes. This enables us to optimize efficiency in the lifecycle of energy production. In support of circular economic practices, we continue to repurpose, reuse and design our products to reduce our environmental impact.  

I’m proud of the terrific progress we’ve made this year across our sustainability framework of People, Planet and Principles, including:

We are advancing our workforce representation and inclusion. Women in STEM increased by 2.1% points YoY (12.1% to 14.2%).  

Our scope 1 and 2 greenhouse gas (GHG) emissions decreased 28.3% from our 2019 base year.  

We spent $410 million with diverse and small business suppliers furthering our partnerships with minority-owned businesses and supporting the local communities. 

In this report, you will learn more about the ways we are embedding sustainability across our business for a lower-carbon, sustainable future. Only with a true culture of sustainability will our people be empowered to make sustainable choices, tackle the hardest challenges and take positive action for the planet. Together, our team of ~58,000 employees is committed to continually raising the bar.  

Lorenzo Simonelli
Chairman, President and Chief Executive Officer 

View the full 2023 Corporate Sustainability Report. 

Our people making a difference is a series featured throughout Owens Corning’s 2023 Sustainability Report.

Working in our Composites plant in Amarillo, Texas, Josh Casemier oversees utilities maintenance and helps with other capital projects as needed. In his five years with Owens Corning, he has been actively involved in many initiatives that help us make our sustainability aspirations happen throughout our operations. This year, Josh took part in the Treasure Hunt in Kansas City, Kansas, where he collaborated with other Owens Corning employees and the U.S. Department of Energy to discover low-cost/no-cost improvement opportunities. Josh’s focus on the day-to-day aspects of managing water use gives him a perspective on responsible consumption.

On the need to be purposeful about water use 

If you don’t focus on water usage, your usage is always going to kind of go up. It’s never going to be flat if you’re not focusing on it, so it’s really important to be intentional — to stop little leaks before they turn into big leaks. We can also see what low-cost/no-cost solutions are available. For example, our scrubbers clean the air with water. The overspray water was discharged to wastewater. We basically took the overspray and instead of going to wastewater, returned it back to where it would get recycled. So for about 200 feet of PVC pipe, we’re going to save millions of gallons a year

On the benefits of participating in our Treasure Hunt 

One of the biggest takeaways was how much a small leak adds up in a year. It can be quite significant, depending on your water rate and multiplying that by 60 minutes an hour, 24 hours a day — you end up using quite a bit of water just even on a small leak. It really opened my eyes to have that cultural mindset to fix little things when you see them. And the collaborative aspect really helped us go further than the sum of our parts. People come from all different backgrounds, walk through a plant, and bounce ideas off each other, and something can stick out to somebody that might not have stuck out to you.

On the importance of having ambitious goals for water consumption 

Amarillo is located in a water-stressed area. We don’t get a ton of rain every year, and Amarillo is also one of the heaviest water users in the company. So we’re managing a lot of our water-intensive processes, looking at ways we can recycle and reduce water while still making sure that we’re producing quality fiberglass for our customers. I think setting a high standard for what we want to achieve by 2030 is definitely unique — we’re really trying to take a big, big swing and knock down some of our usages.

Once the primary water supply for the greater Los Angeles basin, the 51-mile Los Angeles River has been impacted by years of neglect and urban development that today threatens the water quality and wildlife habitats.

To help with the City of Los Angeles’s restoration efforts, on August 5, 2024, AEG’s LA Kings and SoCalGas joined forces with Friends of the LA River to revitalize native habitats for plants and animals Sepulveda Basin Wildlife Reserve.

Employee volunteers from the LA Kings and SoCalGas were guided by the California Native Plant Society in the removal of invasive plants from the upper Los Angeles River area to restore the natural balance of the ecosystem and support the native plant and wildlife species that live there.

“This revitalization project reflects both the LA Kings and SoCalGas’ commitment to making an environmental impact in our city,” said Celia Garth, Community Relations Coordinator at the LA Kings. “Our collective actions today helped transform a flood control channel into a healthy and thriving ecosystem and new habitat. We are proud to partner with Friends of the River and California Native Plant Society to support this vital community effort to rejuvenate and restore the river.”

Friends of the LA River (FoLAR) has endeavored for over 30 years to restore community connection and natural ecology as the single largest unifying force on the River – educating, empowering, and mobilizing over 50,000 Angelenos to repair habitat and fight for the policies that will reclaim our collective right to a healthy, thriving, and equitably accessible Los Angeles River. To learn more about FoLAR, please click here.

CA Native Plant Society is dedicated to conserving California native plants and their natural habitats, while increasing the understanding, enjoyment, and horticultural use of native plants. To learn more about CA Native Plant Society, please click here.

LA Kings Green is a multifaceted program supported by LA Kings players, staff, fans and partners which aims to address climate change. Established in 2016 in alignment with AEG 1Earth, the goal is to reduce our environmental impact. As an organization, we will strive to improve the sustainable practices of our team and arena, empower organizations and individuals making a meaningful difference in their communities and provide actionable information so our fans can take lessons learned during their time at Crypto.com Arena home with them. To learn more about LA Kings Green, please click here.

Cement production has its challenges—notably, the variability of resources can make kilns difficult to control and manage. Cimento Itambé wanted to optimize kiln productivity, increase mill productivity, and reduce energy use.

Rockwell Automation (NYSE:ROK) worked with Cimento Itambé to implement model predictive control (MPC) technology. MPC allowed Cimento Itambé to standardize operational processes, gain more equipment availability, and use less energy in their cement manufacturing process.

The first phase of the project, targeting the kilns, was completed in late 2022. During this phase, Cimento Itambé experienced a 5% increase in productivity, a 2% reduction in energy use in each kiln, and overall, more stable temperatures.

The second phase, improving the grinding operations, was completed in 2023. During this phase, Cimento Itambé realized a 5% reduction in energy usage, a 5-10% increase in productivity, and fewer disruptions in feeding or stops related to high vibrations.

Learn more about how MPC technology can put cement plants on the path to more stable production, reduced energy usage, and higher throughput.

Hershey

By Tim McCoy, Director, Cocoa Partnerships

Key Takeaways:

Supporting children’s education has been a central part of Hershey’s mission since our founding more than 130 years ago. Today, we’re continuing this work by helping expand the education system in cocoa-farming communities in West Africa.We’ve teamed up with the Government of Côte d’Ivoire and are funding the construction of 12 new schools, including a new school in Ozékro, a small village of farmers in Côte d’Ivoire’s western cocoa-growing region.In addition to school construction, we are working to train teachers, establish remedial education programs and improve literacy and numeracy for 5 million primary school children through the Child Learning and Education Facility (CLEF).

Growing up in rural Appalachia, I knew that education was key to a brighter future. The importance of education is deeply engrained in my family going back to my great-great grandfather, who taught primary school both before and after his service in the U.S. Army during the Civil War and my grandfather, who taught vocational agriculture to American GIs after their service during World War II. This makes me especially proud to work for The Hershey Company, where supporting children has been part of the company’s DNA since our founding more than 130 years ago. We want all children to have bright futures, and that extends to the communities in our cocoa supply chain.

Milton Hershey may have given us America’s most iconic chocolate bar, but one of our founder’s most compelling contributions is Milton Hershey School (MHS). Founded by Milton and his wife Catherine, they built the school with the intention of providing youth with a productive and fulfilling life. Prior to his death, Milton Hershey left the entirety of his fortune with the school to ensure its continued success.

We’ve continued to carry on this commitment to education today. In addition to our work with youth in the U.S., we’re investing in widescale educational infrastructure in West Africa, where much of the world’s cocoa is grown, to support children who lack sufficient access to quality education. Our hope is that having greater school access can help set generations of children on a path to fulfilling and productive lives.

We engage with leading children’s rights experts to enhance our work and apply what we’ve learned from years of investing in cocoa-farming communities to achieve greater impact. We’re active partners with the Child Learning and Education Facility. (CLEF), a public-private coalition to improve access to quality education for children in cocoa-producing areas of Côte d’Ivoire. In CLEF, we are partnering with the Jacobs Foundation, the Government of Côte d’Ivoire Ministry of Education and Literacy, and 14 other chocolate producers and cocoa suppliers to build 2,500 new classrooms, train teachers, establish remedial education programs and improve literacy and numeracy for 5 million primary school children.

Last year, Hershey signed an agreement with Côte d’Ivoire’s National Oversight Committee for Actions to Fight Child Labor, Trafficking and Exploitation (CNS) and the International Cocoa Initiative (ICI) to fund construction of 12 primary schools (72 classrooms) in cocoa-producing communities that currently lack school infrastructure. In 2023, we built three new schools in Côte d’Ivoire and nine more will be completed by the end of 2025.

Many rural cocoa-growing communities lack the financial resources to develop a school system that can serve all the children in the area. Lack of educational infrastructure is often caused by factors like distance between households and challenges in recruiting and housing teachers. In Ozékro, a cocoa-growing community located in western Côte d’Ivoire, the new public primary school is already allowing families to benefit from the project. In a community of fewer than 1,000 people, nearly 200 households have been impacted by having a new school within traveling distance, removing a barrier to education for many. Watch the video above to hear from community members how the new school has made a difference for their families.

Our efforts are aimed toward helping children receive a quality education to achieve their full potential and that high-quality school infrastructure is key to creating a safe and protective environment where children can learn. Research also shows that communities with better access to education have fewer children working to support their families’ farms, a key issue in many cocoa-growing regions.

We also know education is about more than just classrooms. Our projects extend to the construction of canteens, upgraded water wells, and latrines. Central to any education system are devoted teachers, so we’re working with our partners to train educators and, where appropriate, build teacher lodgings. We’re providing school supplies in line with the government’s national child labor action plans, and helping children obtain birth certificates that are necessary to enroll in school.

Aligned with the objectives of Côte d’Ivoire’s National Strategy for Sustainable Cocoa and Hershey’s Income Accelerator program, these investments reflect a shared commitment to ensuring a better and more sustainable cocoa supply chain.

Hershey has an important role to play in a sustainable supply chain and the livelihoods of cocoa farming families. It takes an environment of supportive practices and broad cooperation. No single company can do this alone, so we remain committed to collaborating to tackle the complex issues facing the industry. By working with our partners to eliminate barriers to school attendance, we are making strides to set cocoa-growing communities up for success for generations to come.

The U.S. Environmental Protection Agency (EPA) continues to roll out crucial regulatory updates to address environmental and public health concerns posed by per- and polyfluoroalkyl substances (PFAS). With growing awareness of the long-term effects of these “persistent chemicals,” the EPA is taking measures to mitigate PFAS contamination.

These and other PFAS regulations being enacted around the world are calling for businesses to take a more proactive stance on their awareness and risk management of PFAS in their operations, or risk facing potential regulatory and legal repercussions for non-compliance.

Beyond the legal and financial considerations, adherence to PFAS regulations also plays a significant role in corporate social responsibility initiatives. Businesses that remain vigilant and adaptable to PFAS regulatory changes are better positioned to comply with future regulatory changes, as well as demonstrate their commitment to environmental stewardship and public health.

To help you stay up to date on these changing regulations, we’ve created this guide to reflect new developments in the EPA’s PFAS regulations.

Latest EPA Updates on PFAS Regulations

Designation of PFOA and PFOS as Hazardous Substances (April 2024)

On April 19th, 2024, the EPA finalized the designation of perfluorooctanoic acid (PFOA) and perfluorooctanesulfonic acid (PFOS) – two of the most widely used PFAS chemicals – as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA).

The new designation means companies are now required to immediately report any releases of PFOA and PFOS that meet or exceed reportable quantities. Reports must be made to the National Response Center, state or Tribal emergency response commission, and the local or Tribal emergency planning committee (local emergency responders).

For more details, please refer to: Designation of PFOA and PFOS as CERCLA Hazardous Substances

Existing EPA PFAS Actions and Regulations

National Primary Drinking Water Regulation for PFAS (April 2024)

The rule establishes the first-ever national legally enforceable drinking water standard for six PFAS compounds.

Key provisions include setting maximum contaminant levels (MCLs) for PFAS compounds in drinking water, implementing monitoring requirements, and providing guidance for water utilities to comply with the new standards. 

For more details, please refer to: National Primary Drinking Water Regulation for PFAS

PFAS Enforcement Discretion and Settlement Policy Under CERCLA (April 2024)

The EPA has issued a separate CERCLA enforcement discretion policy, clarifying the EPA’s enforcement focus on the parties most responsible for the release of PFAS chemicals into the environment. This includes manufacturers of PFAS and parties that use PFAS in their manufacturing process, as well as other federal and industrial parties.

For more details, please refer to: PFAS Enforcement Discretion and Settlement Policy Under CERCLA

Updated interim guidance on PFAS destruction and disposal (April 2024)

The EPA updated their interim guidance on the destruction and disposal of PFAS-containing materials. This update offers guidance on effective methods of remediation, disposal, and destruction of PFAS contaminated materials.

Based on current scientific research, this revision shares information about the use of large-scale capacity technologies used to destroy or control PFAS release into the environment: thermal destruction, landfills, and underground injection.

Decision-makers can use this guidance to select the technology that works best for their needs.

For more details, please refer to: Interim Guidance on Destroying and Disposing of Certain PFAS and PFAS-Containing Materials That Are Not Consumer Products

New Use Rule for Inactive PFAS (January 2024)

This significant new use rule (SNUR) enhances the regulation of PFAS by prohibiting the resumption of manufacture or processing of inactive PFAS without EPA review of the significant new use.

The SNUR applies specifically to PFAS listed as “Inactive” on the Toxics Substances Control Act (TSCA) Inventory, referring to substances that have not been manufactured or processed in the United States since June 21, 2006. Entities intending to manufacture or process any of the 329 PFAS compounds covered by the rule must submit a Significant New Use Notice (SNUN) to the EPA and comply with any applicable requirements resulting from EPA review.

For more details, please refer to: Risk Management for Per- and Polyfluoroalkyl Substances (PFAS) under TSCA

Learn how the experts at Antea Group can help your organization with the detection, remediation, and risk management of PFAS chemicals and contaminated materials.

Do you feel a bit lost when people refer to certain environmental sustainability topics and aren’t sure where to start when it comes to learning more? Sustainability 101 is a blog series that you can turn to for information about different environmental terms that may come up at work, during discussions with friends, and even at your annual holiday gathering.

“The Gartner®1Q24 Global Labor Market Survey found that 44% of workers worldwide have a hybrid work model, outnumbering the 39% of workers who work full-time in the office full-time.”*

Hybrid work is a model that combines in-office and remote work. Some companies set specific days for on-site work, while others allow employees to manage their own schedules. Hybrid work models can be associated with less frequent commutes which can lower emissions from motor vehicles.

But hybrid work can also be a key factor in advancing sustainability in the workforce — helping to create workplace environments where employees are healthy, engaged, and productive.

These practices can be a key component of a company’s overall environmental, social, and governance (ESG) program, which often includes the well-being and development of employees.

Let’s explore hybrid work trends and how these models can foster inclusive and productive workforces.

From Perk to Expectation

While flexible work models have been around for a while, remote work became commonplace during the pandemic, which led to the increased popularity of hybrid work. Many employees prefer a hybrid approach versus a full-time return to the office, seeing it as a way to support their work-life balance and general well-being.

Meanwhile, employers are also finding that flexible work models can be an important way to attract, support, and retain employees.

In a 2022 Cisco Global Hybrid Work Study, 28,000 full-time employees across 27 markets were surveyed and conveyed support for hybrid work with a collaborative approach:

62% of employees agree that their ability to work from anywhere impacts whether they stay at or leave a job61% believe their quality of work has improved60% have seen their productivity increase

How Cisco Powers Hybrid Work

At the heart of successful hybrid work is collaborative technology that reaches corporate headquarters and home offices — from video conferencing to messaging applications to real-time document sharing.

For example, with its market-leading platform composed of Webex, AnyConnect VPN and ThousandEyes, Cisco is providing a secure way for millions of people to work from home daily.

A Cisco-enabled remote work environment can also include a Cisco Desk Pro, a dedicated video desk device with three times the screen size of an average PC, which delivers a high-quality meeting experience. It helps make calls engaging and keeps them from becoming fatiguing– no eye squinting to see small talking heads on a small PC screen.

For office environments, Cisco can unlock sustainability potential and optimize workplaces through its Smart Building solutions that can automate workplace environments, improve space, and lower costs. By using Power over Ethernet (PoE) technology and connected Heating, Ventilation, Air-Conditioning (HVAC), security, and occupancy systems, companies can gain actionable, timely insights into building resource availability, occupancy, and energy usage.

Not only do these solutions support more sustainable hybrid work, but many of the products themselves are built with sustainability in mind.

For example, the Cisco Room Bar, a video device for office meeting rooms, was created with a circular design approach. The number of internal components was reduced by 16 tons per year, and the packaging volume was reduced by 44 percent by removing foam. The product itself has been designed to be easier to repair, refurbish, and recycle.

Cisco is applying principles like this to its whole portfolio. In fact, Cisco has set a goal that 100 percent of its new products and packaging will incorporate Circular Design Principles by its fiscal year 2025.

The Importance of Inclusivity and Productivity in a Hybrid Work Model

Cisco’s purpose is to power an inclusive future for all. Supporting hybrid and inclusive work environments — where everyone, regardless of background or circumstance, feels valued and can contribute fully — is a key aspect of the company’s purpose.

For example, Webex enhances inclusivity with features like real-time translation, closed captions, and post-meeting recaps.

Cisco is now applying industry-leading AI to further address frustrations with background noise, poor sound, and low video quality. The goal is to make it feel as if there is no real distance between colleagues, and that each participant, regardless of location, is able to fully and effectively participate.

Guiding Principles and the Future of Hybrid Work

According to an IDC study, nearly half of organizations prioritize maintaining flexible work models in order to support their transformation efforts.

Despite the momentum and prioritization of hybrid work, many organizations struggle to implement effective strategies. According to a McKinsey 2024 survey, 68 percent of organizations do not yet have detailed plans about how to handle hybrid work.

Hybrid work models can vary by region, industry, company and even business units, creating complexities for both workers and managers. It can be a new way of thinking that spans company culture, processes, and technology. Ultimately, it requires a strategic and thoughtful approach from multiple stakeholders across an organization.

Cisco’s mindset, as stated by our president and CEO Chuck Robbins is that “The office is a magnet, not a mandate.”

Hybrid work models are not just about flexibility — they are integral to advancing sustainability and inclusivity in the workforce. By leveraging advanced technology and strategic planning, companies can foster environments where employees thrive and contribute to broader sustainability goals.

Hybrid work is becoming more mainstream, and many organizations are looking for ways to achieve better outcomes. For me personally, since I began using a dedicated Webex device for managing all my remote conferencing, I have re-energized my productivity and increased my job satisfaction.

For guidance on how to take hybrid work from a ‘great experiment’ to a cornerstone of sustainability and productivity, check out Cisco’s Mastering Hybrid Work.

*Gartner, Quick Answer: Evaluating Microsoft Places for Hybrid Work Challenges, Tori Paulman, Christopher Trueman, 8 July 2024

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