Tag: 3BL

Last week the UN Plastics Treaty reached its final stages of negotiations at INC-4 in Ottawa, Canada, to develop a legally binding, international agreement to tackle plastic pollution across the entire plastics life cycle. The fifth and final round of negotiations is due to complete by the end of this year, where an agreement is expected to be formally ratified in 2025.

The treaty represents a once-in-a-lifetime opportunity to unleash the potential of business to solve the plastic crisis. Its success is crucial. Production of new plastic is forecast to double by 2040 without new and effective action. Only 10% of plastic is currently recycled, and each year 19 to 23 million tons of plastic end up in our rivers, lakes, and seas. In addition, greenhouse gas emissions from plastics production, management, and disposal represent around 3.3% of global emissions. Exposure to plastics also has implications on human health, with plastic traces being found in our blood.

Fortunately, there is global consensus on the pressing need to end this ecological and environmental crisis, which is why 160 countries and hundreds of observer organizations are working together on this unique opportunity to end plastic pollution.

A Treaty Addressing the Entire Plastics Value Chain

The existing plastics ecosystem is heavily fragmented. Under current conditions, financial flows fund the creation of virgin polymers while a linear material flow continues bringing new plastics to market.

Centered on regulating production and consumption, the negotiations take every stage of the plastic value chain into account, from creation of the primary polymers to how plastic waste is managed. It covers product design for plastic reduction and recycling as well as extended producer responsibility to increase accountability among the most polluting entities while ensuring a just transition for affected communities.

This is an ambitious project. It will involve redesigning products, making circularity possible through repair, reuse, and recycling, and making recycled polymers more economically viable than virgin plastics.

New jobs, markets, and business opportunities will be created by the treaty. Research and development into plastic alternatives will be accelerated to eliminate the health-harming pollutants from plastic that are released at every stage of plastic production. Additionally, it will require the evolution of waste management systems to deal with the legacy of plastic waste.

Together we can enable a future with zero emissions, zero waste, and zero inequality Learn more

SAP Endorses the Business Coalition

The Business Coalition for a Global Plastics Treaty, convened by the Ellen MacArthur Foundation and WWF, assembles businesses and financial institutions committed to supporting the development of an ambitious, effective, and legally binding UN treaty to end plastic pollution.

“To end plastic pollution, we require both ambitious government policy and accelerated business action. The global plastics treaty offers a once-in-a-generation opportunity to put in place the right legally binding rules, measures, and incentives to tackle this global problem,” says Rob Opsomer, executive lead, Plastics and Finance, Ellen MacArthur Foundation.

With over 200 members, including SAP, the Business Coalition for a Global Plastics Treaty is calling for global business rules underpinned by harmonized regulations to tackle the full life cycle of plastic products. This will level the global playing field, making it easier for businesses and investors to scale both upstream and downstream solutions, mobilize the right investments, and support new innovations.

“For decades, SAP software has been instrumental in enabling our customers to manage material flows, including plastics,” says Natasha Pergl, global sustainability lead, SAP Consumer Products. “We understand first-hand the challenges our customers face in managing the complex and fragmented web of regulations in place today that make it difficult to understand current material flows and align upstream efforts with downstream solutions.”

SAP Calls for Harmonization

Achieving systemic change will require collaboration and joint innovation, which depends on effective, well-functioning communication. Software and network technology are central to bridging the information gap and operationalizing an inclusive plastics ecosystem. The treaty must lay the foundations for harmonized regulations and simplified information flow as well as accelerate the implementation of global rules.

To achieve this, four essential elements need to be in place:

Common definitions for plastics and packaging to ensure mutual understanding and interoperability: This applies to the categorization of various plastic polymers, how products are structured and denominated, and how they are packaged and sold.Harmonization across the plastics life cycle, covering criteria for product design, extended producer responsibility schemes, and assessment for recyclability: This will support businesses to design for circularity and recyclability, ensure that strategic decisions are guided by the capabilities of existing downstream infrastructure, and highlight where new capital investments are needed.Harmonized national disclosure schemes to ensure uniformity, comparability, and information transparency: This is essential for giving investors and regulators a base of information for policy steering and decision-making. It will also allow business to harness the full potential of AI-driven innovation to accelerate solutions at scale.Recognition of the role of digital tools for traceability: Improved data and the application of digital tracking will enable true progress.

“The treaty goals are ambitious, but with an agreement that focuses on global rules covering product design and material fate, extended producer responsibility schemes, and chemicals of concern, we can unleash the power of global business to deliver the solutions necessary. Importantly, SAP is ready with the processes and systems to help businesses quickly grasp the opportunity and scale impact to end plastic pollution,” says Stephen Jamieson, global head of Circular Economy Solutions, SAP.

Software solutions, such as SAP Responsible Design and Production and SAP Green Token, already allow companies to monitor, measure, and act to facilitate the design of products for a more sustainable and circular economy. But a more effective information flow for better collaboration and innovation is required to achieve systemic change.

The Role of AI

An obvious benefit of agreed common terminology and harmonization of criteria and disclosure rules is that it can open the door for businesses to leverage AI. Some envisaged applications in the production process include reducing virgin polymers and boosting material and supply chain efficiency. Downstream uses such as waste sorting, material recovery, quality control, identifying waste flow trends, and predictive analytics would also be made possible.

A Bold Approach

Discussions in Ottawa were productive and focused on decreasing and restricting plastic production. During the talks, Rwanda and Peru submitted a motion to reduce the production of primary plastic polymers worldwide by 40% by 2040, from a 2025 baseline. Their vision is for this to be legally binding, much like the Paris Agreement to limit global warming.

Robust data clarity and systems for sharing information are crucial for enabling businesses in the implementation of such a treaty. Only by connecting data points throughout the supply chain and across jurisdictions can material flows and emission sources be fully understood.

Work will continue towards INC-5 in Busan, South Korea, in November, where the final text will be agreed prior to being ratified in 2025.

For more information:

Visit the SAP Sustainability pageWatch this GreenBiz webinar recordingPrivate Equity and Renewable Energy | SAP News Center2024 SAP Innovation Award Winners | SAP News CenterAchieving Net Zero with the Circular Economy | SAP News Center

The client 

A Wisconsin-based direct mail printing and distribution company is known for its leading-edge technology solutions with locations in Wisconsin, Illinois and Texas. As a company with heavy printing operations, it recognizes the importance of environmental sustainability and is proactively taking steps to mitigate its environmental impact. To demonstrate its commitment to sustainability, the company participates in EcoVadis (an ESG rating agency), voluntarily reporting its sustainability efforts and earning a prestigious silver rating for its 2023 efforts. 

The challenge 

The company wanted to ensure both internal and external stakeholders had confidence in their data and EcoVadis submission, and as a result, engaged Baker Tilly to provide limited assurance over its greenhouse gas (GHG) emissions. Not only would assurance provide stakeholders with confidence in the accuracy of data, it would also aid the organization in compliance with regulatory standards, safeguard against allegations of greenwashing and result in an improved future EcoVadis score. 

Focused approach 

To ensure thoroughness, accuracy and compliance with relevant standards, the Baker Tilly team executed the assurance engagement in four key phases of work: 

Engagement planning 

During the engagement planning phase, the Baker Tilly team outlined the scope, objectives, timeline and resource allocation essential for conducting the limited assurance engagement effectively. This included collaborating closely with the client to define the boundaries of assessment, identify emissions sources, determine the reporting period and establish compliance with relevant standards, such as the GHG Protocol Corporate Accounting and Reporting Standard (GHG Protocol) and regulations. 

Data collection 

Once the engagement planning details were finalized, documented and agreed upon by all stakeholders, management was responsible for collecting and providing the necessary data, along with an assertion that the GHG emissions calculated from that data were fairly stated. The Baker Tilly team was actively engaged with management throughout this phase to ensure the data provided aligned with the subject matter. 

Testing and analysis 

Upon receiving management’s assertion and the data and information needed to conduct the limited assurance engagement, the Baker Tilly team began testing procedures in accordance with the Association of International Certified Professional Accountants (AICPA) standards. These procedures were conducted to evaluate whether management’s assertion over the accuracy and reliability of the organization’s GHG emissions data was fairly stated and to identify material errors or inconsistencies. Procedures performed included making inquiries of members of management responsible for the collection, analysis and aggregation of GHG emissions data, analyzing variances and anomalies in GHG emissions data and reperforming mathematical calculations. The Baker Tilly team also reviewed documentation supporting GHG emissions calculations, and emission factors used and ensured alignment with the GHG Protocol. 

Reporting 

Once completed with testing, the Baker Tilly team prepared a limited assurance review report that clearly communicated the nature and scope of the engagement, the criteria used for assessment, the procedures performed, key findings, limitations within the engagement and their opinion as to whether or not management’s assertion was fairly stated. 

Results achieved 

In summary, the Baker Tilly team performed a limited assurance review over the organization’s adherence to the GHG Protocol in the reporting of its Scope 1, 2 and 3 GHG emissions inventory. The limited assurance engagement provided the organization and its stakeholders with confidence in their GHG emissions inventory and reporting processes. In addition, assurance is a key indicator in the EcoVadis rating methodology and can potentially increase performance as a result of pursuing assurance of key disclosures.

Call to action 

Organizations engaging with ESG rating agencies like EcoVadis, CDP (formerly known as the Carbon Disclosure Project) and DJSI (Dow Jones Sustainability Index) have a pathway to enhance their scores by ensuring the accuracy of their ESG data through independent third-party assurance. As a trusted CPA firm with specialized skills and deep knowledge, third-party assurance provides stakeholders with confidence in the accuracy of data, compliance with regulatory standards and safeguards against allegations of greenwashing.

Connect with an ESG specialist at Baker Tilly to learn more. 

Originally published in Northwestern Mutual 2023 Sustainability and Social Impact Report

Our culture is a unique driver of Northwestern Mutual’s long-term success. Ensuring a diverse and inclusive environment is a growth strategy critical to relevance, competitiveness and long-term policyowner value. In fact, research over the last decade shows that companies with a diversity of talent are more likely to outperform industry peers and drive higher rates of profitability1. That’s why in 2012 we laid out a 15-year diversity and inclusion roadmap specifying priorities, behaviors and initiatives to be woven throughout our operations. 

We’re committed to ensuring our corporate offices and network of field offices across the country are places where each member of our workforce can contribute creative ideas, seek challenges, assume leadership and be valued contributors to the company’s and their own success. We act on this commitment every day—creating community through inclusion, building a diverse talent pipeline, and empowering our people to develop their full potential.

CREATING COMMUNITY THROUGH INCLUSION

Researchers find that hiring a diversity of talent is a strong starting point— but it’s the workplace experience that shapes whether people remain and thrive2. Creating a community of inclusion and respect gives Northwestern Mutual the foundation to better understand and serve clients, deliver longterm value and drive financial leadership. In our corporate and field offices we work to promote an inclusive workplace that’s more engaging and impactful, powering a better future for everyone.

Connecting employees, gathering insights 

Employee Resource Groups (ERGs) are voluntary employee-led groups formed to connect traditionally underrepresented team members and allies who share ethnicity, gender, nationality, identity, sexual orientation, generation or military or veteran status. Sponsored by members of the executive and senior leadership teams, ERGs and their allies advance the company’s business goals by helping us attract, develop, retain and advance a diverse workforce. Our nationally award-winning ERGs collectively have more than 3,000 members enterprise-wide. They include: 

African American Asian disABILITY Alliance Generations Hispanic Military Veterans PRIDE (LGBTQ+) Women’s

Similarly, the Field Advisory Councils—African American/Black, Asian, Hispanic/Latiné, Jewish Community, PRIDE@NM, Military Veteran, and Women—help us deepen our understanding of group challenges and provide guidance on inclusion efforts, including retention, professional development and other field-facing initiatives. 

Dozens of Diversity and Inclusion (D&I) Councils across our corporate and field offices bring colleagues together to help shape Northwestern Mutual’s vision and embrace D&I as a business advantage. Members provide key insights, drive innovation and engagement, and help individuals feel seen, recognized and valued. Meanwhile, executive leadership group members make up the Diversity and Inclusion Corporate Committee, working to coordinate D&I efforts across the enterprise. 

Since 2014, Northwestern Mutual has hosted unique Affinity Summits, which bring together women and multicultural communities and allies across our network of field offices to build on their mutual insights and experiences, grow careers and advance our business. This year, the Multicultural and Women’s Affinity Summits gathered nearly 800 field members in person at our corporate headquarters and welcomed another 1,000 virtual attendees. While the Multicultural Affinity Summit has always included intersectional attendees, in 2023 it formally expanded its audience to include those who identify as part of the LGBTQ+ community

BUILDING A DIVERSE TALENT PIPELINE

Building financial security for our clients and maintaining industry-leading financial strength requires a workforce with different experiences, backgrounds, abilities and perspectives—reflecting the communities we serve. Across our corporate and field offices, we work to attract, retain, develop and advance a diversity of talent. We routinely review the diversity of our employees and field network of financial advisors and representatives to check on the progress we’re making toward better reflecting our communities. We’re proud that in 2023, Northwestern Mutual is more diverse than ever at all levels, including senior leadership positions.

Advancing women and people of color 

A diverse workforce enhances the range of available talent and provides deeper insights into growing markets. Research indicates increased diversity of talent also correlates to better business results3. We’re committed to making Northwestern Mutual the place women choose to join, stay and grow—as employees, financial advisors and representatives and clients. And at Northwestern Mutual, we work to build inclusion for groups that have been historically underrepresented in our industry. 

For example, we regularly bring employees from underrepresented groups together with executive leaders in roundtables to increase visibility, exchange ideas and build community and connections. Since 2021, more than 400 African American/Black and Hispanic/Latiné employees as well as talent from other demographic groups have participated. Results include increased engagement and decreased attrition. 

Northwestern Mutual offers consulting services to all our financial advisors and representatives, including coaching immersive experiences and workshops, to support talent strategies and strengthen a culture of belonging. The programs help our network of offices identify gaps or opportunities in diversity and inclusion and lay out strategies to advance a broader diversity of talent. 

As the diversity of our financial advisors, representatives and teams grows, so does the diversity of our policyowners and clients.

Field coaching, mentoring, and education 

Our initiatives to attract, develop and advance financial representatives and advisors from underrepresented groups include coaching, master classes and leadership programs. These programs have met with success. For example, in a new advanced, one-on-one mentoring program for African American/Black representatives, the initial cohort saw a 16% year-over-year increase in insurance premium production—and as part of the program, they’ll go on to mentor other financial representatives. 

This year, we hosted 50 financial advisors for our first-ever, two-day bilingual advisor academy (English and Spanish), facilitated by the Hispanic leaders of one of our most successful district offices. The program helped participants increase efficiencies and has led to a 6% higher retention rate for that group compared to their peers. 

To increase successful completion of industry qualification exams among African American/Black financial advisors, we launched a project to provide one-on-one tutoring, self-study videos and group review sessions. The project was so successful that this support is now offered to all financial advisors through our entire network of field offices.

Women’s Initiative Strategic Ecosystem (WISE) 

While we’ve long focused on supporting women across our workforce and the marketplace, in 2019 we unified these efforts through WISE. Several groups collaborate to advance women through mentorships, skills-building events, study groups and connections with senior leaders. These groups include, among others, the Women’s Employee Resource Group (ERG), Women in Tech, and Visible Intentional Black Excellence (VIBE)—a grassroots group of 250+ women in the African American ERG. 

The Male Allies group partners with WISE members to cultivate partnership in the workplace. Nearly 70 senior male leaders have participated in structured 4-month study groups and have chosen to continue meeting to accelerate learning.

Women’s Field Association (WFA) 

In its third year, the WFA is now the second-largest field-led association at Northwestern Mutual, with more than 2,400 members advocating to attract, develop and advance women in financial services, across all roles and levels. The WFA also gives women a platform to communicate directly on important issues and create a community for growth, development and relationshipbuilding. WFA study groups for women now have more than 800 participants.

Developing leaders 

We know that a greater diversity of leaders attracts a greater diversity of talent and, ultimately, policyowners and clients. To strengthen our culture and drive business results, we offer leadership development programs designed to help all talent advance to the next level. 

One example is the Connected Leaders Academy in partnership with consulting firm McKinsey. The Academy supports development of African American/Black, Hispanic/Latiné, and Asian leaders, creating talent pipelines into senior and executive leader roles. More than 160 leaders have participated to date. Another example is Rhino Coaching, led by managing partner Leo Tucker, to accelerate the leadership journey of African American/Black leaders by fostering a supportive learning environment and a sense of community. Since 2022, 58 Northwestern Mutual field leaders have completed the year-long program. 

The Multicultural, Women’s, and PRIDE Leadership Programs help emerging field leaders crystalize their 10-year vision and personal development plan and further their leadership skills. Participants in the year-long programs collaborate with Northwestern Mutual corporate leaders on group capstone projects that explore strategic solutions for the company.

EMPOWERING EMPLOYEES TO DEVELOP THEIR FULL POTENTIAL

Studies show investing in employee development increases retention and engagement, benefiting both the employee and the business9 . Northwestern Mutual believes in supporting our people to be their authentic selves and to build the careers they want today and tomorrow. 

Our employee value proposition articulates why people should join and stay with Northwestern Mutual. We want employees to know they can trust in our stability, benefit from a culture of connectedness and choose from many paths and endless opportunities for a rewarding career. Living this proposition means we can attract the talent we need, continue our high retention rates and drive desired business outcomes.

Benefits for a better employee experience 

Northwestern Mutual offers a powerful network of support for our people through Total Rewards. With more than 40 benefits for corporate office employees, we work to ensure the well-being of employees and their families now and into the future. 

We offer corporate employees two floating holidays to make sure they have time to recognize days that matter to them. Other highlights include on-site Mutual Health Centers for employees, retirees, and in Wisconsin, eligible dependents; up to 10 days of paid time off a year for caregiving duties; infertility assistance and 12 weeks fully paid parental leave benefits for mother and/or father; and a guide to benefits supporting the well-being of LGBTQ+ employees. For our financial advisors and representatives, we offer a unique Return to Work Allowance designed to help them sustain and return to their practice following the birth or adoption of a child.

A broad view of Total Rewards for employees in our corporate offices includes:

Competitive pay, regular appraisals and feedback, with performance-based incentives Medical, dental and vision insurance Wellness and health management program and resources Life insurance, survivor and disability protection 401(k) employee savings plan and employee retirement plan Cash balance pension plan Flexible paid time off Parental and caregiver leave programs Career development and training resources On-site medical centers State-of-the-art fitness centers Learn more about our employee benefits.

Growth and development opportunities 

Our company strategy charts a bolder future for our policyowners and clients, our people and our business. To deliver on this strategy, we must understand employees’ skills, proficiencies and ambitions, and help them prepare to meet the needs of the business today and in the future. 

Northwestern Mutual’s size and scope affords employees the opportunity to explore their careers from many angles. Our new Career Hub gives full-time and part-time employees a single place to view opportunities to advance their skills and build a targeted career plan. The Hub delivers personalized matches to people connections, recommended learnings, and career opportunities. 

Education opportunities range from the university-style NMYOU, with a wide variety of resources and courses offered on internal and external platforms, to more specialized programs such as Leading at NM, guiding new leaders to develop the mindsets, skills, habits and support networks for success. Our Educational Assistance Program offers full-time employees tuition reimbursement for approved classes at all accredited U.S. colleges and universities. 

We offer all our employees and financial advisors and representatives coaching options at various career points. One example is BetterUp Coaching, which provides six months of one-on-one coaching for emerging leaders in our corporate offices, with 130 participants in 2023. Another example in the field, Early Career Coaching, helps multicultural talent, members of the LGBTQ+ community, and women accelerate their careers as financial advisors and representatives at Northwestern Mutual. In addition to professional coaches, the program involves peer-topeer learning and intentional community building.

Support for volunteering and engagement 

Our employees and financial advisors, representatives and teams regularly give back to their communities. We support them through the Northwestern Mutual Foundation as well as our Total Rewards package for corporate employees and our organizational policies: 

Volunteer PTO: Two days/16 hours of paid volunteer time a year for corporate employees Matching Gifts through the Northwestern Mutual Foundation: A dollar-for-dollar match for charitable gifts made by our people to U.S. accredited schools, childhood cancer nonprofits, and organizations supporting military veterans Northwestern Mutual Volunteer Program: Support for employee-led mentoring, blood drives, charity initiatives and events, and philanthropic collections Volunteer Support Program: $500 grants awarded to 311 organizations in 2023 for which corporate office employees volunteered 30 or more hours Community Service Awards Program: $6.3 million awarded since 1995 to nonprofits supported by our financial advisors and representatives in their communities. In 2023, we had the largest, most diverse pool of applicants since 2012.

Learn more about Northwestern Mutual’s commitment to strengthening our culture of belonging in the 2023 Sustainability and Social Impact Report.

 

1, 2, 3McKinsey & Company, “Diversity matters even more: The case for holistic impact.” December 5, 2023

CSAA Insurance Group, a AAA insurer, today released its 2023 Impact Report, assessing its collective progress toward its goals for planet, people and practice and highlighting its accomplishments in these areas.

“We recognize that addressing one audience or one area in isolation may not lead to our desired outcomes,” said Mike Zukerman, CSAA’s interim president and chief executive officer. “That’s why we’ve started to employ a broader lens – total social impact – when looking at our imprint on our planet, our people, and the communities we serve as we progress on our journey in these spaces.”

Key highlights from the 2023 Impact Report include the following:

50% reduction of greenhouse gas emissions

The company’s goal of a 50% reduction of greenhouse gas emissions by 2025 was achieved in 2023 – two years ahead of plan. (Note: Inclusive of Scopes 1, 2 and 3, inclusive of business travel, employee commute, work-from-home energy, and paper emissions, vs. 2016 baseline.)

Improved CDP score

For the second year, CSAA voluntarily submitted its climate journey, including its emission inventories, to the CDP (formerly the Carbon Disclosure Project), a not-for-profit charity that runs a global disclosure system for investors, companies, cities, states and regions to manage their environmental impacts. CSAA scored a B for 2023, a significant improvement from its 2022 score of a C. This milestone will help the company propel its work forward and better understand its strengths and opportunities.

$25M investment in California Wildfire Innovation Fund

CSAA committed to investing $25M in the California Wildfire Innovation Fund. The company partnered with Blue Forest Asset Management, a conservation finance non-profit focused on forest restoration, to create the fund with the goal of helping protect the environment, its customers and communities. Part of the investment has been allocated to impactful projects that are helping to reduce wildfire risk while providing job opportunities in rural communities.

Go Green Benefit program

In 2023, CSAA developed the Go Green Benefit program for launch in 2024. This decarbonization strategy offers employees financial incentives to purchase green electricity for home offices, supports employees with solar energy and encourages climate-friendly commuting for in-office employees.

Milestone in representation of women

In 2023, CSAA accomplished an important milestone – representation of women at the supervisor, manager and executive levels (combined) achieved parity with the U.S. labor force. The only level below parity is the executive group, at 46%.

Climate Resiliency Challenge

In 2023, CSAA – along with design firm IDEO and professional services firm Aon, among others – launched the global Climate Resiliency Challenge. The Challenge sought solutions to help frontline communities prevent, prepare for and recover from climate-related disasters, such as wildfires, floods and extreme weather. The 2023 Impact Report features six case studies celebrating some of the Challenge winners and how their big ideas have leaned into innovation to support their communities.

“We engage in partnerships to enable this work because we know that partnering for change makes change far more likely to occur,” said Zukerman. “We believe that our impact strategy facilitates an empowered workforce and trust in our company, all of which are integral to the sustainable growth and profitability of our organization.”

For more information, access the full 2023 Impact Report.

About CSAA Insurance Group

CSAA Insurance Group, a AAA Insurer, offers automobile, homeowners and other personal lines of insurance to AAA Members through AAA clubs in 23 states and the District of Columbia. Founded in 1914, the company has been rated “A” or better by AM Best for more than 90 years and is one of the top personal lines property casualty insurance groups in the United States, according to the National Association of Insurance Commissioners. The company has been repeatedly named one of the 50 most community-minded companies in America by Points of Light. More information is available at http://csaa-insurance.aaa.com and on social media (Facebook, LinkedIn, Instagram, Tik Tok, Threads and YouTube).

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Gen Z is an important stakeholder for companies: they’re powerful consumers, passionate activists, and many are already part of the workforce. But when it comes to engaging Gen Z, older generations are the ones studying them—and deciding what will work best.

This felt counterproductive to 16-year-old Ziad Ahmed, who questioned why decisions about his generation were being made without them. And so Ziad founded JUV Consulting in 2016—when he and his co-founders were still teenagers—to help companies make decisions and create campaigns with diverse Gen Zers at the table.

We invited Ziad to speak about how, eight years later, JUV Consulting has created purpose-driven and inclusive campaigns for top companies, driven by the belief that the future revolves around co-creation, community, and challenging conventions.

Since this conversation was recorded, JUV Consulting was acquired by United Talent Agency.

Listen for insights on:

The fundamental topics and methods to engage Gen ZFinding common ground across generationsInvesting in and engaging Gen Z influencers

Listen to this and other episodes of Purpose 360 Podcast here.

Purpose 360 Podcast is a masterclass in unlocking the potential of purpose to ignite business and social impact. Hosted by Carol Cone, CEO of Carol Cone ON PURPOSE, Purpose 360 illuminates the impact of purpose, from engaging employees and fostering deeper consumer loyalty to inspiring product innovation and increasing market share.

Carol Cone ON PURPOSE (CCOP) is a pioneering social impact consultancy helping companies, brands, and nonprofits harness the power of purpose to advance their business and societal impact. CCOP’s proven approach, developed over decades and hundreds of purpose assignments, meets clients at any point on their purpose journey to unlock opportunities to build reputation, inspire and engage employees, ignite organizational culture for innovation and growth, while supporting the greater good.

Mastercard

From digitization and AI to climate change and collaboration, here are a dozen insights into today’s pressing challenges and potential solutions from the world leaders, CEOs, academics, activists and others who gathered in Washington, D.C., last week for the Global Inclusion Growth Summit, hosted by the Mastercard Center for Inclusive Growth.

On the power of collaboration and connection

“If you think about the great moments when America leapt forward, it always involved some form of public-private partnership. If you think about it, moonshot moments in America have resulted from academia, business and government working together. If you think, as I do, that the scourge on this country’s democracy is division, public-private partnerships bring people together, literally shoulder to shoulder.”

— Gina Raimondo, U.S. Commerce Secretary, in conversation with Jon Huntsman Jr., Mastercard vice chairman and president, Strategic Growth.

“The greatest revolutionaries, people who have moved our society, are the people who have managed to bring us together, not try to exploit our differences.”

— Ade Adepitan, Paralympic medalist and TV presenter who co-hosted the 2024 summit.

“There’s always something that you can do, there’s always … an intersection of privilege where you stand where other people maybe don’t, so find those places, find the something you can do.”

— Megan Rapinoe, World Cup soccer champion and social justice activist.

“The message of love and compassion is so important. Put your arms around people and show them there’s hope.”

— Music icon and AIDS crusader Elton John, in a keynote discussion with Mastercard Center for Inclusive Growth president Shamina Singh about advancing an inclusive society.

On technology as an equalizer — with an asterisk

“We want every single person to have access to [financial insights], no matter how much they have in their savings account, or how much credit they have. We want them to have the best possible advice and information to help them make the best decisions at any point.”

— Cristina Junqueira, the co-founder and chief growth officer of Nubank, the Brazil-based digital financial services platform, about how technology and digitization can democratize financial planning.

“Technology is an amplifier of human intent and capacity, not a substitute.”

— Manu Chopra, the co-founder and CEO of Karya, a nonprofit that employs Indian workers to train AI systems, on engaging people, particularly from low-income communities, to understand their needs and desires when developing technological solutions for them.

On opportunities for investment

“I think the biggest challenge facing the continent is that so many people unfortunately have an outdated picture of [Africa] and that it’s time to change that narrative … It’s a massive talent opportunity for every single industry which is facing a shortage. But that takes an investment in education, skills and knowledge transfer.”

— Reeta Roy, the president and CEO of the Mastercard Foundation, which is focused on advancing education and financial inclusion among young people in Africa.

“What philanthropy can do is, where we have the leverage and the opportunity, to de-risk ideas and to demonstrate the viability in places where it ultimately has been hard for companies to get comfortable. Leadership is about using the capital to do more than make grants, but also to be a part of the capital stack and enable capital.”

— Greg Shell, head of Goldman Sachs’ inclusive growth strategy.

On using AI for inclusion

“The ‘eyes’ of AI have the ability to penetrate the data, to study situations in ways beyond human capability, allowing to also make connections between disparate social determinants, for instance, that impact health outcomes. Through the lens of AI, one is about to stitch together the ability to do new cures, new treatments that might not have been possible.”

— Ben Vinson III, the president of Howard University, on how AI is already having an inclusive impact on health care.

“Don’t talk about AI. Engage with AI. I think that’s really important, because AI literacy is one of the biggest gaps we are actually seeing in actually building responsible and inclusive AI systems. Everyone here should be actually testing and playing around with these AI systems.”

— Navrina Singh, the founder and CEO of Credo AI, the AI governance platform that helps businesses adopt AI fast and safely.

On the need for new approaches to climate action

“The world talks a lot about carbon neutrality, but we need to talk more about nature-positive solutions.”

— Iván Duque, the former president of Colombia.

“Indigenous peoples are already leading by example. We do not wait for anyone; we’re already protecting 80% of the world’s biodiversity and we do that just as duty … We know the importance of nature, the interconnectivity between all the ecosystems, and that’s where we need the collaboration, where we need to sit all together.”

— Hindou Oumarou Ibrahim, the president of the Association for Indigenous Women and Peoples of Chad.

Originally published by Mastercard

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.

Originally published on LinkedIn

“Self-advocacy means standing up for your interest in a system that may not have been designed for you.”

“The ‘not-perfect idea’ is often the close cousin of the ‘amazing idea.’”

“When you share what you’re good at and share what you’re working on, it opens up opportunity.”

Words of wisdom from best-selling author and award-winning Columbia Law School professor Alexandra Carter and her daughter Caroline Carter Lembrich.

In partnership with the Kohler Foundation, our Women@Work, Bold Ability, and Parents and Caregivers business resource groups hosted Alex and Caroline at our global headquarters last week for three days of insights and discussion on building self-confidence, the power of allyship, and embracing opportunity.

Together, the mother-daughter duo shared their unique experience addressing the United Nations on gender equity, where they explored the importance of finding and using your voice to advocate for yourself and others.

OVERLAND PARK, Kan., May 7, 2024 /3BL/ — Black & Veatch, a global leader in critical infrastructure solutions, has been selected by Capital Power to remotely monitor seven of the Canada-based wholesale power producer’s generation facilities across the United States and Canada over the course of three years.

Black & Veatch’s role includes streaming data, including flows, pressures, temperatures and vibrations from Capital Power plants, where it then will be monitored remotely by Black & Veatch asset monitoring teams in Kansas, Michigan and North Carolina, as well as the India city of Pune. The four interconnected teams use artificial intelligence (AI) to diagnose potential problems before they occur using advanced data analytics. The teams use that data to provide actionable intelligence to the facilities providing innovative asset management solutions.

“Black & Veatch works to advance innovative technologies that improve operations for our clients, and our remote monitoring service is a key example of this,” said Ali Assaf, vice president and managing director for Black & Veatch’s energy and process industries business. “Using AI to detect potential issues early before they become big problems ensures that our clients such as Capital Power focus their time and resources on high-value work.”

The solution leverages AI to detect issues that could impact reliability, efficiency and production and proactively mitigate or eliminate potential problems, effectively saving companies time and money.

“Black & Veatch’s remote monitoring services help us achieve our high reliability goals and focus on being net zero by 2045. We value their expertise in applying AI to optimize our assets and prevent issues. Capital Power is grateful for their partnership,” said Lori Nickifor, vice president of engineering for Capital Power.

Contact Black & Veatch for more information.

Editor’s Notes: 

To learn more about Black & Veatch’s asset management services, click here.

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

About Capital Power 
Capital Power is a growth-oriented power producer committed to net zero by 2045, with approximately 9,300 MW of power generation at 32 facilities across North America. We prioritize delivering reliable, affordable and decarbonized power that communities can depend on, building decarbonized power systems needed for tomorrow, and creating real net zero solutions for customers. We are powering change by changing power.

Media Contact Information:

MEGHAN LOCKNER | +1 201-977-1628 | locknerm@bv.com 
24-HOUR MEDIA CONTACT | Media@bv.com

Originally published by WBUR (NPR), listen to the full segment here.

In Modesto, California, a Dorito is born.

Millions of chips roll out of Frito-Lay’s factory every day, riding miles of conveyor belts through deep fryers, flavor dusters and bagging machines. Once they’re finished, they make the first leg of their journey to corner stores and groceries all over the world on electric trucks.

This 500,000-square-foot factory, one of Frito-Lay’s biggest, replaced its entire diesel-burning fleet with cleaner vehicles last year, from battery-powered forklifts to electric semis, built by Tesla.

Eric Tutorow hauls trailers full of Doritos and Cheetos from Modesto to distribution centers in the region. Inside the cab of his electric truck, the loudest thing besides the radio is the turn signal.

“You don’t hear the engine noise,” Tutorow says. “After driving this many years, it’s kind of nice not to go home with a headache from road noise.”

Continue reading here. 

Originally published on Built From Scratch

Last October, Hurricane Otis made landfall in Acapulco, Mexico, as a Category 5 with sustained winds of 165 miles per hour. According to the National Oceanic and Atmospheric Administration (NOAA), “Otis was the strongest hurricane in the Eastern Pacific to make landfall in the satellite era.”

The storm left a trail of destruction, impacting more than 30,000 families and destroying over 4,000 buildings, including residences, hospitals and clinics. Additionally, the hurricane toppled critical utility poles and severed vital communication lines.

The Home Depot has two stores in the city. While the store near Acapulco Bay suffered less damage, the Diamante store was closed for more than three months and has recently reopened, signaling a significant step towards recovery.

Homer Fund and Fondo Naranja, The Home Depot Foundation Mexico’s associate assistance program, joined forces and provided more than $480,000 to support the 178 associates affected and displaced by the disaster. In addition, associates at the store support center donated food, water and other essentials.

In a display of solidarity with the broader community, The Home Depot Foundation (US) has granted $500,000 to TECHO, a nonprofit organization dedicated to addressing poverty in Latin America and a long-time key partner of The Home Depot Foundation Mexico. These funds will help construct 64 houses in areas devastated by Hurricane Otis.

Additionally, The Home Depot Mexico launched a special fundraising campaign, matching every peso donated by its vendors. The funds will be donated to TECHO and Construyendo AC to help construct over 40 additional houses. In the end, more than 100 new houses will be built.

The Home Depot Foundation’s collaboration with TECHO represents a continuation of their shared commitment to creating sustainable solutions in disadvantaged communities. Through fundraising campaigns, disaster response programs and local volunteerism, both organizations are dedicated to fostering resilient communities that can withstand and recover from adversity.

The Home Depot Foundation is committed to short-term response and long-term recovery in communities impacted by natural disasters. To learn more, visit HomeDepotFoundation.org.

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