Tag: 3BL

Originally published in FedEx’s 2023 FedEx Cares Report

Accelerating Latino progress

FedEx Hispanic Action Network (HAN) members participated in the United States Hispanic Leadership Institute (USHLI) Conference, themed “Accelerating Latino Progress.” They engaged in 20+ workshops on topics like mental health, culture, and education, fostering connections and learning. FedEx representatives, including regional communications specialist Jerry Alvaré and Managing Director Peggy Carrera, contributed to workshops and forums, emphasizing the importance of embracing diversity and celebrating cultural heritage.

I welcome events like these where I can share why FedEx is a great company. Building a diverse talent pipeline will only make us stronger and more competitive.

Peggy Carrera 
Managing Director, Linehaul Engineering, FedEx Ground

A legacy of acceptance

Since 2005, FedEx has contributed over $2 million to LGBTQ+ causes, including the Matthew Shepard Foundation. In June 2023, the FedEx LGBTQ+ & Friends Network hosted Matthew’s parents Judy and Dennis at our World Headquarters to discuss how everyone can play a role in challenging hate and discrimination and promoting greater equality and acceptance for the LGBTQ+ community

We’re all an ‘other’ to somebody. People around the world are victimized for different reasons – our hope is to inspire individuals, organizations, and communities to embrace the dignity and equality of every individual and community.

Judy Shepard

An inclusive and multicultural book fair

Books serve as mirrors reflecting our identities and windows into diverse experiences. However, many children lack stories that resonate with their backgrounds. Recognizing this, FedEx Employee Resource Groups (ERGs) organized a Multicultural Children’s Book Drive and collected over 38,000 books. The books were distributed to 50 nonprofit organizations focused on enriching children’s perspectives and fostering a sense of belonging.

It takes a village. The Book Drive not only makes an impact but fosters collaboration and allyship among all our ERGs. I am proud of the 225 event leaders, Human Resources reps, and our organizing team who made this book drive a reality!

Rachee Powell 
Manager of Diversity, Equity, and Inclusion at FedEx Ground

Read more

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

August 12, 2024 /3BL/ – The Boston-based sustainability nonprofit advocacy organization Ceres has announced new co-chairs of its Board of Directors and members to its President’s Council.

In February, the Ceres Board of Directors unanimously approved Inherent Group CEO Tony Davis and Janet Ranganathan, Managing Director and Executive Vice President of Strategy, Learning, and Results at the World Resources Institute (WRI), as its new Board co-chairs.

“I am honored to serve as co-chair of the Ceres Board of Directors,” said Davis. “I look forward to working alongside my fellow Board members and Ceres staff to advance our important mission. Time is short. We must urgently tackle climate change and reduce its impacts on people and the planet. Investors, corporations, and policymakers have a vital role to play—and Ceres is uniquely positioned to work with these groups to improve outcomes for all.”

“I am excited to become co-chair of the Ceres Board, supporting an organization at the forefront of transforming capital markets by harnessing the power of its investor and corporate networks,” said Ranganathan. “Ceres leads with courage, forging a more inclusive and sustainable future for our planet.”

Ceres former Board chair, Barney Schauble, Senior Advisor at Nephila, stepped down in June after 13 years on the Board, of which seven he served as chair. Schauble now serves on Ceres President’s Council.

“I was proud to serve on the Ceres Board for 13 years, the last seven as chair, before stepping down this summer. I am delighted that Tony and Janet have agreed to lead the Board as co-chairs and I am excited to see the ongoing evolution of Ceres under their leadership,” said Schauble. “I believe Ceres plays a unique role at the intersection of climate, sustainability, and capital markets, and I look forward to continuing my involvement with the organization as a President’s Council member.”

“It has been a tremendous pleasure to work alongside Barney, and I am incredibly grateful for his steadfast leadership and support,” said Ceres CEO and President Mindy Lubber. “I am thrilled to have the opportunity to work with Tony and Janet as Ceres looks ahead to continue to address the systemic threats of climate change, water scarcity and pollution, and nature and biodiversity loss during this consequential period.”

Ceres has also welcomed two new President’s Council members: Kunle Apampa, Director and Head of Client Solutions at Capricorn Investment Group, and Missy Grace, Founder and Chief Operating Officer of Alpine Rewards. Members serve as ambassadors for Ceres and help to enhance the organization’s impact through direct support, expertise, and outreach.

“I am honored to join the Ceres President’s Council and to be part of a community that is committed to driving sustainable change,” said Apampa. “I look forward to contributing to our collective efforts in advancing best practices that will shape a more resilient and equitable future for all.”

“I am thrilled to join the Ceres President’s Council because I care deeply about creating a cleaner, fairer, and more sustainable world,” said Grace. “The Council allows me to work with others who share my passion and to take real steps toward making a positive impact on the environment and society.”

Ceres Board is made up of 25 members and the President’s Council is made up of 34 members. Learn more here. 

Meet our new Board co-chairs:

Tony Davis 
Tony Davis is CEO and CIO of Inherent Group, an investment management firm focused on the equity and credit markets. The firm uses environmental, social, and governance (ESG) factors to source and underwrite core investments. Through its engagement with companies, the firm aims to inspire investors and managers to incorporate sustainability into their decisions and to encourage business more broadly to address environmental and social challenges. Inherent manages $1 billion in public and private investments.

Janet Ranganathan 
Janet Ranganathan is the Managing Director and Executive Vice President for Strategy, Learning, and Results at WRI, a global research organization that addresses the urgent sustainability challenges related to food, forests, water, climate, energy, cities and the ocean. She leads the development and execution of WRI’s five-year strategy and oversees WRI’s Research Integrity, Managing for Results, and Data Lab teams.

Meet our new President’s Council members: 

Kunle Apampa

Kunle Apampa is a Director and Head of Client Solutions at Capricorn Investment Group, one of the largest mission-aligned investment firms globally managing $9 billion in assets on behalf of families, foundations, and institutional investors. Kunle is responsible for the growth of Capricorn as an Outsourced Chief Investment Officer (OCIO) for private families and foundations.

Missy Grace

Missy Grace is an executive with more than three decades of management consulting, human resources, leadership development and operations experience in boutique consulting firms, technology start-ups and Fortune 500 companies. She is currently one of the Founders and the Chief Operating Officer of Alpine Rewards, a strategic advisory firm focusing on executive compensation and employee rewards in the Life Sciences and Technology sectors.

About Ceres 

Ceres is a nonprofit advocacy organization working to accelerate the transition to a cleaner, more just, and sustainable world. United under a shared vision, our powerful networks of investors and companies are proving sustainability is the bottom line—changing markets and sectors from the inside out. For more information, visit ceres.org.

Media Contact: Sara Sciammacco, mediainquiries@ceres.org

Doing good and giving back are not just catch phrases for us — they’re core to who we are. Recently, we spoke with Los Angeles-based teammate Renu Mevasse, who’s making an impact fighting hunger in her community through her commitment to her local food bank.

How long have you been involved with Westside Food Bank, and what motivates you to continue volunteering with them?   

I have been volunteering with Santa Monica Malibu Unified School District x Westside Food Bank through the Weekend Bag Program for the past 10 years and recently started volunteering directly with the Westside Food Bank this year. 

I continue to volunteer with them because I see the direct impact the program makes to the kids and families in our community. Each week during the school year, SMMUSD x Westside Food Bank provides food to families, especially on the weekends, to help supplement nutritional gaps. And during the summer, the food bank continues to support these families when school is not in session.

What impact have you seen from the food bank’s efforts in the community, and how do you feel being part of this initiative? 

Did you know that 1 in 5 American children is food insecure? While almost 30 million students in the U.S. receive free or reduced-priced meals during the school year, when school lets out for summer break, millions of these kids go hungry. In Los Angeles County specifically, that equates to 1 in 4 households with kids.  Westside Food Bank serves LA county, so I believe that our collective efforts help in some small way. 

Can you share a memorable experience from your volunteering efforts?  

In June, I volunteered with fellow LA-based Clorox teammates to pack meal kits for kids. School-provided meal programs are often the only consistent source of nutrition for students, so summer is a critical time for food insecurity. We stepped away from our desks for a few hours and packed more than 250 meal kits. As a bonus, it gave us the opportunity to get to know each other better!

How has your experience on The Clorox Company Foundation board of trustees influenced your approach to community service? 

I joined the board of trustees because I believe in the mission and giving back to our communities, especially in smaller and more personal ways. Being involved in my community brings a greater purpose and balance to my life. I also love being on the board because it gives me a better appreciation for all the ways each one of us can give back.

How do you balance your volunteer work with your professional responsibilities? 

I am passionate about helping families (especially children) overcome food insecurity, but with a busy work and family life, I wanted a consistent opportunity that I could stick with. The great thing about SMMUSD and the Westside Food Bank is that I can volunteer for an hour a week delivering weekend food bags to the different schools while on my way to and from picking up my own kids. Or I can take advantage of Summer Fridays and take a half day to volunteer with friends, family or coworkers. The key to volunteering is to find something that you are passionate about and then take one small action. Sometimes that’s all the time you have. But even that small action can make a big impact in someone else’s life!

In South Central Los Angeles, 26.5% of the population lives below the poverty line—a figure that is more than double the national average of 12.5%. To help alleviate some of the economic hardship that the community is facing, AEG’s LA Galaxy, in partnership with Herbalife, hosted a back-to-school event and a community health and resource fair at A Place Called Home on August 2, 2024, for 1,000 underserved students as they prepare for the upcoming academic year.

Several LA Galaxy players including Edwin Cerrillo, John McCarthy, Mauricio Cuevas, Tucker Lepley, Isaiah Parente, and Jalen Neal, helped distribute backpacks filled with essential school supplies, including pencils, crayons, rulers, notebooks, calculators, and pens. Additionally, along with the players, Joe Tutino, sports broadcaster of the LA Galaxy, and LA Galaxy General Manager Will Kuntz were on hand to meet the families and play pep rally games.

The event also included a Community Health and Resource Fair that provided students and their families with vital services including on-site optometry screenings, vaccinations, and on-site daycare, as well as information about job opportunities, housing resources, city services, and school readiness programs.

“For many families, the financial burden of getting kids ready to go back to school purchasing school essentials can be overwhelming,” said Felicia Hano, Community Relations Coordinator at the LA Galaxy. “By providing these resources, the event not only eases that burden but also ensures that students are prepared and confident as they start the school year.”

A Place Called Home inspires, encourages, and supports the young people in South Los Angeles to achieve social, emotional, and economic success. Since its founding in 1993, A Place Called Home has directly served more than 20,000 youth members through its core school day, after-school and summer programming, and over 150,000 residents through family and supportive services including food, clothing, and holiday toy distributions, counseling, voter education, and community organizing. For more information, visit apch.org.

Herbalife is a premier health and wellness company and community that has been changing people’s lives with great nutrition products and a business opportunity for its independent distributors since 1980. The Company offers science-backed products to consumers in more than 90 markets through entrepreneurial distributors who provide one-on-one coaching and a supportive community that inspires customers to embrace a healthier, more active lifestyle to live their best life. For more information, please visit Herbalife.com and follow on Instagram @HerbalifeUSA.

The LA Galaxy is Major League Soccer’s most successful club. Based in Carson, Calif. at Dignity Health Sports Park, the Galaxy have won the MLS Cup a record five times (2002, 2005, 2011, 2012, 2014), the MLS Supporters’ Shield four times (1998, 2002, 2010, 2011) and the Lamar Hunt U.S. Open Cup twice (2001, 2005), and one Concacaf Champions Cup (2000) since their inception in 1996. Under the direction of LA Galaxy President of Business Operations and Chief Operating Officer Tom Braun on the business operations side and LA Galaxy Head Coach and Sporting Director Greg Vanney on the soccer operations side, the Galaxy are the premier club in MLS, with stars like Landon Donovan, David Beckham, Robbie Keane, Steven Gerrard, Riqui Puig, Zlatan Ibrahimović, Javier Hernandez and Cobi Jones representing LA over the team’s 27 years in MLS. For more information on the LA Galaxy, visit www.lagalaxy.com.

Originally published by rollingout on July 11th

As you begin your journey toward a family of your own, you may be thinking about how to set new family traditions that build financial confidence and prosperity. From starting a business to owning a home and watching your kid graduate (maybe even crossing the stage at Howard University or Florida A&M), these goals and traditions can be within reach. That’s something to celebrate and go after!

But as your success gains momentum, you might have questions about what to do financially. That’s OK, we’re here to help so you don’t have to go at it alone.

Family milestones—like seeing your kids graduate without a huge amount of college debt or supporting your community—take planning. Storing cash or leaving money in a savings account will only get you so far. The key is to get started now and take advantage of financial tools, including some you may not have heard enough about.

To help you reach financial confidence and set new family finance traditions, consider these five key steps:

1. Prepare for your family’s education

While there are several tax-advantaged accounts that let you save for education, the most common is a 529 plan. The account will grow tax-free, then as long as your beneficiary uses the money for qualified educational expenses, they won’t owe federal tax when they withdraw the funds. And there are new opportunities to use the money for a beneficiary’s retirement if it’s not used for education. Most states do not tax qualified payouts (distributions), and you even get credit or tax deductions now.

2. Save so that you don’t have to work some day

Retirement for us will be different from what our parents and grandparents had. It’s smart to put money away for retirement as soon as you’re able, so check whether your employer offers a plan like a 401(k) or 403(b). These accounts allow you to save on taxes as you save for a comfortable retirement, and you typically contribute the money directly from your payroll. If you’re self-employed or a plan isn’t available through work, look into an Individual Retirement Account (IRA). It’ll work a little differently than an account sponsored by your employer, but will help you save—while keeping more of your money instead of paying it in taxes.

Investments can be a great way to grow your money over time. But investments alone can leave you vulnerable. That’s why it’s so important to include strategies to help protect the income that you’ll use to create generational wealth.

3. Safeguard your family’s financial stability 

You may think of life insurance for funeral expenses, but there’s much more to it. A policy helps your family’s financial stability if you pass away earlier than expected. Life insurance can help ensure your loved ones may be able to keep the family home, avoid picking up another job and achieve their college dreams.

You have many types of life insurance to choose from to meet your needs and your budget. Term life insurance will pay a death benefit during a certain time frame. But there’s also permanent life insurance, which pays a death benefit no matter when you die—and includes additional benefits that you can use when you’re alive.

Whole life insurance, for example, provides a life-long death benefit and builds cash value that’s guaranteed to grow year after year. Once your policy builds up cash value, you can access it for any reason, like to upgrade your house, help pay for education or take advantage of a business opportunity. But accessing cash value reduces your death benefit.

4. Strengthen your family’s safety net 

Your ability to earn a living is probably the most important financial asset you have—it funds all of your expenses and goals for the future. While it may not seem like it, even an ordinary paycheck adds up over time. All your pay will total hundreds of thousands of dollars, maybe even millions over your lifetime. Unfortunately, disability is fairly common—about one in four people will become disabled by illness or injury before age 67.1

Disability income insurance can provide a critical safety net, allowing you to cover your expenses and continue building your wealth if you’re unable to work due to injury or illness.

5. Talk to a financial pro

The good news is that you don’t have to figure this out by yourself. Talking with a financial expert can be a game changer. In fact, Northwestern Mutual’s 2024 Planning and Progress study showed that, on average, African Americans who work with us:

expect to retire more than two years earlier (age 61.1 versus 63.5)plan to pay off college debt 5.5 years faster (pay off at age 40.7 versus 46.2)have nearly three times as much in retirement savings ($71K versus $26K)

Our financial professional will ask thought-provoking questions to guide the conversation. They’ll learn about your biggest financial fears and deepest dreams to tailor a financial plan with recommendations just for you.

Learn more about building generational wealth with Northwestern Mutual.

1. Based on today’s 20-year-olds. U.S. Social Security Administration Fact Sheet.

This article is part of a paid program.

Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company (NM) (life and disability insurance, annuities, and life insurance with long-term care benefits) and its subsidiaries in Milwaukee, WI. This article is not intended as legal or tax advice. Consult with a tax professional for tax advice that is specific to your situation.

International Olympic Committee news

The Games are the first to be fully aligned with the International Olympic Committee (IOC)’s strategic roadmap, Olympic Agenda 2020, with sustainability and legacy driving every aspect of their planning and delivery. Olympic Agenda 2020 shapes the future of the Olympic Movement and the Games, making them more sustainable, cost-effective and aligned with the needs of the host communities, and the challenges of our times.

“When the IOC put together the reforms of Olympic Agenda 2020, our ambition was to make the Games more sustainable, more responsible and useful for the host population,” said Tania Braga, IOC Head of Impact and Legacy, speaking at a joint IOC-Paris 2024 press briefing dedicated to sustainability and legacy. “This translates into reducing the footprint and minimising any negative impacts of the Games, while creating positive benefits for the hosting population well before the Games start.

The idea is that the Games adapt to the hosts and to the needs of the local population. Legacy and sustainability have become central to all aspects of the Games, from the initial moments of dialogue before the candidature, to decades after. Paris 2024 has done an amazing job in bringing this ambition to reality.

Tania Braga
IOC Head of Impact and Legacy

Delivering more sustainable Games

Amongst Paris 2024’s key sustainability commitments is the objective to cut the carbon footprint of the event by 50 per cent compared to the London 2012 and Rio 2016 average, aligning with the Paris Agreement on Climate Change.

“We believe the Games can change society, but that they also have to evolve with it,” said Georgina Grenon, Paris 2024 Director for Environmental Excellence. “Today, we’re proving that the Olympic Games can provide and showcase concrete solutions to secure climate ambition, to protect biodiversity and to develop much higher circularity – and that is across all operations.

These are Games that deliver more with less, better, while leaving a long-lasting legacy. For that we have turned the Games into a laboratory and a springboard for innovation.

Georgina Grenon
Paris 2024 Director for Environmental Excellence

Ninety-five per cent of Paris 2024 venues are either existing or temporary. All venues are powered by renewable energy and accessible by public transport, significantly reducing the carbon footprint. Paris 2024 has also significantly cut its use of resources compared to previous Games, prioritising renting and sharing over buying, and controlling the full lifecycle of resources – before, during and after the Games. To date, a second life for 90 per cent of equipment and goods has been secured.

Creating lasting social benefits

Millions of people and businesses across France have benefitted from the Games initiatives even long before the event’s kick-off.

“We are fully aligned with Olympic Agenda 2020 and we worked to maximise positive impacts of the Games for those who need them the most,” said Marie Barsacq, Paris 2024 Director for Impact and Legacy. “Today in France we can prove that sport is not only about high performance and sport practice, it also has a massive social impact. This is a key factor for achieving long-term legacy.”

Paris 2024 has focused on bringing more sport to more people, particularly the young. The Games have helped introduce 30 minutes of daily physical activity into French primary schools, provided free swimming lessons to over 36,000 children across France, and engaged 5 million young people across eight editions of Olympic and Paralympic Week.

The Games have also generated substantial economic opportunities for their hosts. More than 181,000 people have been employed in Games-related jobs, boosting the local job market. Ninety per cent of suppliers are French, with 78 per cent being small- and medium-sized enterprises. The Games are expected to generate between EUR 6.9 and EUR 11.1 billion in economic activity within the Paris metropolitan area, significantly benefitting the local economy.

Seine-Saint-Denis – one of the poorest and youngest areas in France and the heart of Paris 2024 – stands to gain significantly from the Games, with 80 per cent of the public investment targeting the region. The Aquatics Centre, strategically located there, will be transformed after the Games into a multisport facility, featuring fitness areas, a climbing wall, a skatepark and more. The Olympic Village, also in Seine-Saint-Denis, will become a new residential district with 2,800 apartments for 6,000 people, 25 per cent of which will be social housing.

“Today, Paris 2024 is proving that it is possible to stage spectacular, inclusive and unique Games in a more responsible, more sustainable and more useful manner,” said Braga. “We can say that Paris has already established new standards for more sustainable events and more sustainable Olympic Games overall.”

Read more about all you need to know about Paris 2024 Sustainability and Legacy.

After making stops in Laramie, Wyoming and Gernsheim, Germany, the 2024 Curiosity Cube tours in North America and Europe conducted by the Life Science business of Merck KGaA, Darmstadt, Germany, officially hit their halfway point. Running from February through November this year, the Curiosity Cube has ignited a passion for science with students at 120 events across 95 communities in North America and Europe. The tour includes stops in Scotland, Germany, the USA, England, Ireland, and France, with many more to come this year.

Since the tour set off in February, more than 17,000 visitors have experienced the Curiosity Cube, with plans to engage 45,000 students in 2024. Employee volunteers – scientists in the lab to manufacturing experts on the factory floor – lead these events, showcasing to students and visitors alike the range of careers available in STEM. To date, 585 employees have volunteered nearly 4,000 hours demonstrating their commitment to providing hands-on science education to the next generation of scientists.

“I love volunteering with the Curiosity Cube because it combines my passion for science with my joy of working with children in a meaningful way,” said Crystal Wenrick, PA, USA, Quality Control Chemist, MilliporeSigma. “Watching students enter with an eagerness for hands-on learning, hearing the declarations of ‘I notice’ and ‘I wonder’, and engaging with meaningful real-world conversations with these young learners make the Cube visits both enjoyable and rewarding.”

The 2024 tour is far from over. Through November, the Curiosity Cube will visit several more communities across North America and Europe, including St. Louis, and Boston, USA; Oxford, England; and Madrid, Spain.

To learn more about the Curiosity Cube mobile science lab, visit TheCuriosityCube.com to view the 2024 tour schedule and experience the Curiosity Cube app. Follow the Curiosity Cube on Instagram @curiositycube_milliporesigma.

The 2024 Paris Olympics have been hot. As personal bests are challenged, records beaten, and underdogs take the top spot on the podium, the temperatures are likewise soaring to staggering heights. 

While the heat has not, thus far, shattered any records, it has brought attention to two EHS issues at the center of this year’s Olympics: Indoor air quality and water safety.

Comfort vs. Environmental Impact: Keeping Athletes Cool

Nearly a decade after 196 nations gathered to sign a landmark climate treaty, the Olympic organizers in Paris prepared to host another great gathering of nations, with the goal of making the 2024 summer games the greenest in history.

Organizers initially sought to minimize the carbon footprint of the games by using geothermal cooling within the athlete’s village dormitories. This decision, however, faced immediate backlash from athletes and teams concerned about the very real risk of extreme heat for the duration of the summer games. 

Things came to a head as a summer heatwave persisted across France, and it became clear that maintaining athlete performance and safety required rethinking the approach to cooling. Ultimately, athletes were allowed to purchase the use of high-efficiency AC units, chosen by the host committee.

What EHS pros can learn from this moment

The air conditioning controversy at the 2024 Paris Olympics offers several valuable lessons for EHS professionals:

Balancing health and sustainability

One of the primary takeaways is the importance of finding a balance between health and sustainability goals. While environmental considerations are crucial, they should not come at the expense of human health and safety. EHS professionals must strive to develop solutions that address both aspects effectively.

Building for longevity

While the dormitories in the Olympic Village were constructed to house top athletes from around the world, they were designed with the intention of converting them to long-term housing after the games conclude. EHS strategic facility design must consider not only the immediate needs of the users but also the long-term impacts and usability of the structures.

Adapting for now

The backlash from athletes was a stark reminder of the importance of considering the perspectives and needs of all stakeholders. The use of high-efficiency AC units powered by renewable energy was a solid compromise that honored both sustainability and safety objectives.

Water Quality in the Seine River 

In addition to the challenges posed by the heat, the 2024 Paris Olympics also brought significant attention to the water quality of the Seine River, where several aquatic events, including marathon swimming and triathlons, were scheduled to take place. Ensuring the safety and cleanliness of the Seine ahead of the games was a critical priority – one made more challenging by the effects of climate change.

The Journey to a cleaner Seine

The Seine River has a long history of pollution, but in the years leading up to the Olympics, significant efforts were made to improve its water quality. These efforts included upgrading sewage treatment facilities, implementing stricter regulations on industrial discharges, and launching extensive cleanup campaigns. The goal was to make the river safe for swimming and other recreational activities, a promise that had been made decades earlier.

Despite these efforts, the road to a cleaner Seine was not without its challenges. Heavy rainfall in the weeks leading up to the Olympics caused runoff from city streets and overflow from sewage systems, temporarily compromising the water quality.

In the final days before the games, rigorous testing was conducted to ensure that the water quality met international safety standards. Higher than acceptable levels of contamination caused a slight delay for the swimming portion of the men’s triathlon, though remaining events took place as scheduled. Official reporting on water quality in the Seine over the course of the Paris Olympics is still forthcoming.

The best time to start remediation? Right now.

Improving urban water quality demands long-term planning and substantial investment in infrastructure – and infrastructure takes time. 

EHS professionals play a crucial role in guiding their organizations, whether corporate or governmental, to adopt a proactive and strategic approach to remediation efforts. Establishing a comprehensive, forward-thinking remediation plan not only addresses current environmental challenges but also safeguards future sustainability and public health.

The Value of Being Proactive

The important take-away from this year’s summer Olympic games is that the proactive planning of the Paris Organising Committee created an environment in which the challenges of climate change were met with far greater ease than they would have otherwise been. 

Learn how the partners at Inogen Alliance can help your EHS team develop proactive strategies that anticipate and mitigate environmental, health, and safety challenges.

Inogen Alliance is a global network made up of dozens of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates here and follow us on LinkedIn.

Cummins

JAMESTOWN, N.Y., August 12, 2024 /3BL/ – Cummins Inc. (NYSE: CMI), a global power technology leader, is proud to announce the 50th anniversary of its Jamestown Engine Plant (JEP). This milestone marks half a century of cutting-edge engineering, dedicated workforce and commitment to community and sustainability.

Since its establishment in 1974, JEP has been at the forefront of engine manufacturing, recently celebrating the production of its 2.5 millionth engine, and continually sets industry standards for quality, efficiency and innovation. The plant’s success is a testament to the hard work and dedication of its employees, past and present, and the support of the Jamestown community.

JEP has continually evolved to meet the changing needs of the market, pioneering advancements in engine technology that reduce emissions and improve fuel efficiency. The plant’s state-of-the-art facilities and commitment to research and development have made it a key player in Cummins’ global operations. Cummins recently announced a $452 million investment into the 998,000 square foot Jamestown facility, to produce the industry’s first fuel-agnostic internal combustion engine platform that leverages a range of lower carbon fuel types, including natural gas, and is aligned with the company’s Destination Zero strategy.

“Celebrating 50 years of the Jamestown Engine Plant is a proud moment for all of us at Cummins,” said Jennifer Rumsey, Cummins Chair and CEO. “We are uniquely positioned to build upon the decades of experience in designing and manufacturing industry-leading products here in Jamestown, including our industry’s first heavy-duty X15N engine launching this year. As we look to the future with our Destination Zero strategy and Cummins HELM platforms, I am excited about our continued journey towards providing sustainable power solutions with Jamestown playing a critical role.”

JEP’s success is deeply intertwined with the local community. Over the years, the plant has contributed to local economic growth, provided jobs and supported numerous community initiatives. JEP annually contributes $1 million back to the community through charitable donations and employee volunteer hours served. The innovative work and the top of line products JEP is providing to its customers are a testament to the dedication Cummins has to creating a more sustainable future and long-lasting impact on the world.

As JEP celebrates this significant milestone, Cummins is focused on the future. The plant will continue to lead in the development of innovative and sustainable power solutions, ensuring it remains a cornerstone of Cummins’ global manufacturing network.

About Cummins Inc. 
Cummins Inc., a global power solutions leader, comprises five business segments – Components, Engine, Distribution, Power Systems and Accelera by Cummins – supported by our global manufacturing and extensive service and support network, skilled workforce and vast technological expertise. Cummins is committed to its Destination Zero strategy, which is grounded in the company’s commitment to sustainability and helping its customers successfully navigate the energy transition with its broad portfolio of products. The products range from advanced diesel, natural gas, electric and hybrid powertrains and powertrain-related components including filtration, aftertreatment, turbochargers, fuel systems, valvetrain technologies, controls systems, air handling systems, automated transmissions, axles, drivelines, brakes, suspension systems, electric power generation systems, batteries, electrified power systems, hydrogen production technologies and fuel cell products. Headquartered in Columbus, Indiana (U.S.), since its founding in 1919, Cummins employs approximately 75,500 people committed to powering a more prosperous world through three global corporate responsibility priorities critical to healthy communities: education, environment and equality of opportunity. Cummins serves its customers online, through a network of company-owned and independent distributor locations, and through thousands of dealer locations worldwide and earned about $735 million on sales of $34.1 billion in 2023.

Media Contact 
Lauren Daniel 
Manager, External Communications 
lauren.daniel@cummins.com

Originally published by ESG Decoded Podcast on YouTube

Join host Amanda Hsieh as she welcomes Shamina Singh, Founder and President of the Center for Inclusive Growth at Mastercard.

Continue reading here.

About Mastercard

Mastercard is a global technology company in the payments industry. Our mission is to connect and power an inclusive, digital economy that benefits everyone, everywhere by making transactions safe, simple, smart and accessible. Using secure data and networks, partnerships and passion, our innovations and solutions help individuals, financial institutions, governments and businesses realize their greatest potential. With connections across more than 210 countries and territories, we are building a sustainable world that unlocks priceless possibilities for all.

About the Mastercard Center for Inclusive Growth

The Mastercard Center for Inclusive Growth leverages the company’s core assets and competencies, including data insights, expertise, and technology, while administering the philanthropic Mastercard Impact Fund, to produce independent research, scale global programs, and empower a community of thinkers, leaders, and doers on the front lines of inclusive growth. For more information and to receive its latest insights, follow the Center on LinkedIn, Instagram and subscribe to its newsletter.  

Follow the Mastercard Center for Inclusive Growth’s journey to advance equitable and sustainable economic growth and financial inclusion around the world by following us on LinkedIn and Instagram.