Tag: 3BL

With a growing global population driving an increased need for quality protein, soybeans are emerging as a sustainable solution. While we’ll need an additional 3 billion bushels of soybeans per decade to meet increased demand, U.S. soybean farmers are up for the challenge — they’re committed to developing and implementing solutions to feed a growing population sustainably.

As stewards of the land, U.S. soybean farmers work to provide quality ingredients for animal feed and food, while also improving and preserving the soil on their farms for future generations. Some 95 percent of soybean producers partner with the U.S. Department of Agriculture to implement conservation programs on their farms.

This means they regularly employ tried-and-true practices such as crop rotation, cover crops and no-till farming, which increase the amount of carbon in our soil — rather than the atmosphere — through carbon sequestration. Combined with GPS-based technology that improves the precision of seed planting and spraying, U.S. soybean farmers’ practices improve energy efficiency, maintain soil health and maximize the consistent quality of their harvests.

By 2025, U.S. soybean farmers are committed to:

Reducing total greenhouse gas emissions by 10 percent (measured as pounds CO2-equivelent gasses emitted per year)Increasing energy efficiency by 10 percent BTUs per yearReducing land use impact by 10 percent (measured as acres per bushel)Reducing soil erosion an additional 25 percent (measured as acres per bushel)

U.S. soybean farmers have been innovating sustainable solutions that benefit the environment and their communities for decades. They have already reduced greenhouse gas emissions by 41 percent per ton and reduced energy usage per bushel by 35 percent since 1980.

Promoting sustainability with no-till farming

No-till farming is one way soybean farmers can embrace sustainability. This is when they don’t disturb the soil through tillage which decreases erosion, builds healthier soils and allows earthworms to thrive.

“Even though we may farm differently, U.S. soy farmers want to leave our land in a better condition than when we found it,” said Shannon Tignor Ellis, a United Soybean Board (USB) farmer-leader, who serves on the United Soybean Board, and runs her family farm in Virginia that puts these sustainable practices into action. Since the 1980s, Tignor’s family farm in the Chesapeake Bay Watershed has practiced no-till farming.

On Tignor’s farm, they use cover crops, grass waterways and buffers to protect the soil and prevent run-off. They also retain the biodiversity of the marsh areas, with the addition of the forest and crop land on their farm. Their goal is to be as efficient as possible with inputs of water, seeds, fertilizers and crop protectants.

“We’re deeply passionate about caring for the environment, and we take pride in producing a sustainable crop that supports future generations,” said Tignor.

Technology also plays a pivotal role in sustainable farming. U.S. soybean farmers such as Tignor use tools such as GPS-enabled tractors and drones and satellite imagery and more to produce more soy from the same amount of land and reduce the use of natural resources. They also use biotechnology to reduce the use of herbicides and decrease weed and insect pressure. Use of technology contributes to increased yields of high-quality soybeans, while optimizing the land more sustainably.

Efficient land, water and energy use from U.S. soybean farmers across the country reduce greenhouse gas emissions and increase soil health. In fact, soybean farmers have improved energy use efficiency by 46 percent and reduced greenhouse gas emissions per bushel by 43 percent. These sustainable practices help better our world while keeping food on tables.

“We want to create a world where soy is a fundamental ingredient in solving the broad challenges of humanity, whether it’s providing food security or sustainable products,” said Tignor.

New technology creates better environmental outcomes

Looking to the future, U.S. soybean farmers are dedicated to meeting the needs of the growing population through constant innovation.

U.S. soybean farmers leverage technology to decrease pesticide use through targeted application. They have tapped drones to deliver and apply herbicides to control weeds, fungicides to fight disease or other inputs just where they are needed in fields.

They also use autosteer tractors, which allows them to avoid overlapping rows and improves accuracy of application for fertilizer and other inputs. Ultimately, this process creates less waste and allows farmers to streamline the process.

Shannon’s farm uses variable rate technology as well as grid-based soil sampling and yield data to create maps that allow her to apply the right amount of nutrients combined with the ideal seeding rate in each zone. Each piece of equipment is outfitted with the corresponding equipment to allow her to use this valuable sustainability tool that boosts efficiency and helps protect the environment.

More food with fewer resources

U.S. soybean farmers work tirelessly to protect and conserve the land. Through sustainable farming, persistent innovation and unmatched efficiency, they consistently produce more essential nutrients while using fewer finite natural resources.

For food companies, this means U.S. grown soy can help meet consumer demand for sustainable and affordable ingredients. Pointing out the sustainability of products with labels such as the Sustainable U.S. Soy mark — which recognizes U.S. grown soy ingredients as sustainable ingredients for any food industry formulation — benefits farmers, consumers and processors alike. Highlighting the sustainability of their products not only helps organization’s meet their sustainability goals, but also keeps up with consumer demand for sustainable, U.S. grown fats and oils.

Giving back to communities has been part of the legacy of family-owned Bacardi since it began the business more than 160 years ago. In Puerto Rico, home to the world’s largest premium rum distillery and the brand home of BACARDÍ rum, the Bacardi company has contributed to people and community programs for decades.

Most recently, Bacardi is among the supporters of the restoration and expansion of the community park “La Esperanza” situated on the coastline bay of San Juan in Cataño and with views to the BACARDÍ campus.

The Mayor of Cataño, Julio Alicea Vasallo, along Gabriel Solano, General Manager of Casa BACARDÍ and the Executive Director Manuel A. Laboy Rivera of COR3 (the Central office for recovery, reconstruction and resilience) have joined forces to mark the kick off of constructions and to promote the park project.

“Bacardi has been in Puerto Rico since the 1960s and we are truly honored to be part of this community development,” says Gabriel Solano, General Manager of Casa BACARDÍ.

“The reopening of La Esperanza Park is a moment of pride as we welcome projects that bring a positive impact to the local community and to serve as yet another tourist attraction on the beautiful island of Puerto Rico. In 2022, Bacardi and the city hall of Cataño, revived the local festival “La Feria en Cataño”, after many years of absence as another effort to give back to the community.

La Esperanza recreational park is an emblematic landmark now on the path to repair, after being neglected for almost a decade and deteriorated after Hurricane Maria in 2017. Ways in which this park will be restored include improvement works on the cafeteria area, the administration building, security guard cabins, gazebos, the electric infrastructure, greener lighting solutions, La Esperanza public restroom facilities, swimming pools and sports courts, playground equipment, footpaths, and sidewalks to enjoy nature.

Bacardi Corporation, part of Bacardi Limited, was founded in Puerto Rico in 1936 and has been manufacturing “the World’s Most Awarded” rum since then. The current distillery, built in 1958 on 127 acres in the town of Cataño, is the largest premium rum distillery in the world and known as the “Cathedral of Rum”. Since 1961, Bacardí has ​​operated the modern Casa BACARDÍ Visitor Center, the second most visited location on the San Juan metro, attracting visitors from across the globe to learn about the rich history of the Bacardi family and brand, as well as its unique production.

Find out more about how Bacardi supports communities, visit: https://www.bacardilimited.com/esg/

The Carton Council’s podcast series continues with its fourth episode, “The Road to Recycling: Carton Council Origin Story – Part 2: The Evolution.” Continuing where episode three left off, Larine Urbina, Carton Council vice president of communications, is joined by Lynn Dyer, Carla Fanonti and Jason Pelz of the Carton Council. They unravel the strategy behind the growth, discuss progress made, challenges encountered and future prospects in the world of carton recycling.

Of interest to anyone in the packaging or recycling industry, this video episode explores the collaborative approach behind growing carton recycling across the U.S. Listeners will exploreinsights from Carton Council leaders on the carton recycling evolution and discover how innovation and dedication have reshaped the landscape.

Stay tuned for future episodes of “The Road to Recycling” at RecycleCartons.com.

Have an idea for a future episode or a case study to share? Reach out to Carton.Recycling@Hillandknowlton.com.

Originally published on Children’s Healthcare of AtlantaSM

ATLANTA, April 8, 2024 /3BL/ – In a clinical trial led by researchers at Children’s Healthcare of Atlanta and Emory University School of Medicine parents and caregivers report a reduction in distress and anxiety among young children undergoing cancer treatment after playing with a robotic duck known as the My Special Aflac Duck®. Investigators shared preliminary findings of the research during a presentation at the American Society of Pediatric Hematology/Oncology (ASPHO) annual meeting in Seattle April 5.

“These early findings suggest that children who were randomized to the My Special Aflac Duck arm of the study experienced reductions in procedural and treatment related anxiety, along with overall distress,” said James Klosky, PhD, ABPP, senior author on the study, Director of Psychology and Neuropsychology at the Aflac Cancer and Blood Disorders Center, and Professor of Pediatrics at Emory University School of Medicine. “Current results show patients who interacted with My Special Aflac Duck experienced reductions in distress, nausea and pain as well as treatment and procedural anxiety compared to patients who did not.”

My Special Aflac Duck is an animatronic, plush duck designed to incorporate elements of medical play, distraction, and social robotics to provide comfort and distraction for children. Previous research has recommended multisensory, developmentally appropriate devices that engage a child’s audiovisual, kinesthetic, and tactile senses, and cognitive, motor, and visual skills, as active distraction techniques may result in the reduction of pain and anxiety. These devices are especially relevant to younger children whose ability to cope with difficult situations is limited by their level of cognitive development and varying ability to self-regulate emotions.

The longitudinal clinical trial testing the effectiveness of the My Special Aflac Duck took place at eight hospital locations across the nation and included 160 patients between ages three to 10 years who were randomly assigned to receive the My Special Aflac Duck or standard care based on the hospital where they were treated. Parents, child life specialists (pediatric health care professionals who work with children and families in hospitals to help them cope with the challenges of hospitalization, illness, and disability) and older patients completed questionnaires about patient distress, quality of life and adverse events at their first appointment, after one week, one month and three months. The preliminary findings suggest patients who interacted with the My Special Aflac Duck experienced reductions in distress, nausea and pain as well as treatment and procedural anxiety compared to patients who did not. The trial follows a feasibility pilot project also led by Children’s and Emory published in Pediatric Blood and Cancer in 2019 showing My Special Aflac Duck helped reduce distress while in the hospital in almost 70% of patients and that more than 90% were satisfied with My Special Aflac Duck overall.

“These results suggest that inclusion of the My Special Aflac Duck in a child life specialist’s toolbox as an evidence-based intervention can reduce adverse psychological outcomes among young children undergoing cancer therapy,” said Tamara Miller, MD, first author on the study, Pediatric Hematologist/Oncologist at the Aflac Cancer and Blood Disorders Center, and Associate Professor of Pediatrics at Emory University School of Medicine. “The benefits of the intervention may also extend beyond patients to their families, as parents reported improvements in their own mental health.”

Using feedback from pediatric cancer patients, My Special Aflac Duck was developed for young children with cancer ages three to 10 years. Children can trigger lifelike nuzzling movements, fun and playful movements, along with quacks by petting their My Special Aflac Duck. Seven different emoji accessory tokens (angry, calm, happy, sad, scared, sick and silly) allow children to communicate their feelings to caregivers and cause My Special Aflac Duck to act out feelings with different movements, dramatic and fun quacks, and colored light sequences. A port-a-cath attachment can be affixed to facilitate medical play as children pretend to administer medications.

Drs. Klosky and Miller also hold positions within Emory University Winship Cancer Institute. Both the randomized clinical trial and previous feasibility study were funded by Aflac, Inc., which also helps fund the Aflac Cancer and Blood Disorders Center. Drs. Miller and Klosky are in the process submitting the results of the clinical trial for publication in a peer-reviewed journal.

About Children’s Healthcare of Atlanta

As the only freestanding pediatric healthcare system in Georgia, Children’s Healthcare of Atlanta is the trusted leader in caring for kids. The not-for-profit organization’s mission is to make kids better today and healthier tomorrow through more than 60 pediatric specialties and programs, top healthcare professionals, and leading research and technology. Children’s is one of the largest pediatric clinical care providers in the country, managing more than one million patient visits annually at three hospitals, Marcus Autism Center, the Center for Advanced Pediatrics, urgent care centers and neighborhood locations. Consistently ranked among the top children’s hospitals by U.S. News & World Report, Children’s Healthcare of Atlanta has impacted the lives of kids in Georgia, across the United States and around the world for more than 100 years thanks to generous support from the community.

About Emory University School of Medicine

Emory University School of Medicine is a leading institution with the highest standards in education, biomedical research and patient care, with a commitment to recruiting and developing a diverse group of students and innovative leaders. Emory School of Medicine has more than 3,400 full- and part-time faculty, 592 medical students, 497 allied health students in five programs, 1,388 residents and fellows in 115 accredited programs, and 92 MD/PhD students. Medical school faculty received $588.4 million in external research funding in fiscal year 2022. The school is best known for its research and treatment in infectious disease, brain health, heart disease, cancer, transplantation, orthopaedics, pediatrics, renal disease, ophthalmology and geriatrics.

This article was originally published on WRI Insights: How Mobility-as-a-Service Platforms Encourage Low-Carbon Transportation and is from the report, Mobility-as-a-Service Guideline for Chinese Cities and Cases Studies. WRI China’s Mobility-as-a-Service (MaaS) project is part of the Mobility and Accessibility Program (MAP), a collaboration between WRI and FedEx.

A new digital platform being piloted in cities around the world is making public transportation more efficient, economical, and accessible, while encouraging low-carbon travel.

Mobility-as-a-Service is an on-demand service that integrates various forms of transportation services into a single platform accessible to travelers via a digital app. The smart phone platform acts as a one-stop travel planning and payment system, encouraging users to plan their trips via shared bikes, metros, buses, and other green forms of transport with support from real-time travel information.

Many countries around the world are piloting Mobility-as-a-Service in their cities, including Finland, Japan, China, the United Kingdom, Singapore, the United States, Sweden, the Netherlands, Australia, and Belgium. Learning from these early programs will help design a more successful platform, resulting in less carbon and congestion in cities.

Beijing’s pilot, for example, is a unique case that nudges travelers away from private cars toward greener travel modes (like public transport or bike sharing) by linking the Mobility-as-a-System platform with local carbon markets, which rewards travelers for choosing greener travel methods.

Beijing’s Green Mobility-as-a-Service Journey

Beijing has been piloting a Mobility-as-a-Service platform since 2019. By opening the app on a mobile device and typing in the destination, the platform provides many different travel planning options with different durations, modes, prices, and other information. The current platform integrates most transport services, such as bus, metro, shared bikes, ridesharing, and taxis.

Since its launch, the platform has consistently adhered to the city’s “green and integrated” transport development strategy, receiving positive public responses. As of today, more than 30 million users have used the app, providing 4.5 million daily trips that include green transport services.

While this data is a very positive start to the program, more progress is needed to shift behavior from private car trips. As of 2022, the motor vehicle fleet in Beijing reached 7.1 million, including 4.9 million private cars. Total daily trips in central city totaled 33.9 million, with green transport, including walking, biking, and public transit, accounting for 73.4%.

The platform’s initial success is being supported in three ways:

1. Strong Government Policies

Strong policies, such as the “14th Five-Year Plan” and various digital transport development plans, have placed Beijing’s Mobility-as-a-Service on a green and inclusive track. These policies aim to promote smart mobility services, encourage green transport, increase the share of green travel and improve the Mobility-as-a-Service platform.

In June 2023, the Beijing government unveiled the “MaaS 2.0 Work Plan,” emphasizing green and inclusive mobility. It aims to continue expanding intelligent mobility services that seamlessly integrates bus, metro, bike sharing, ride-hailing, ridesharing, long-distance coach, and more. The goal is to provide green and inclusive service to over 6 million people daily by 2025. This will realize a large share of behavior shift from private cars to green modes, as well as over 1 million metric tons of carbon dioxide reduction during the next three years.

2. An Ecosystem Where Companies Work Together 

Mobility-as-a-Service operates as a public-private partnership that includes governments, transport operators, financial institutions, Mobility-as-a-Service operators, technology and data providers, platform users and research institutions. The role of each organization and company may vary depending on how the platform is set up and WRI research of the existing platforms shows there’s no defined business model.

For example, the Beijing initiative is led by the Beijing Municipal Commission of Transport and functions through a collaborative public-private approach. Operators like Gaode Maps and Baidu, which offer digital mapping services, act as platform facilitators. The city’s bus and metro operators and shared mobility providers are also well integrated. Other companies provide payment access, while additional businesses might be incorporated to provide discounts to online shops as incentives for using the platform. The primary users are individual travelers within Beijing.

3. A Reward System that Encourages Green Behavior

The Beijing Mobility-as-a-Service platform has been adopting a carbon market approach to encourage users to choose green transport options. Since September 2020, Beijing has introduced the “MaaS Travel, Green Life” Carbon-Inclusive Campaign, which is built into the app. Users who participate in the campaign automatically receive carbon reduction credits for their green travel behavior (for example, shifting from private car to shared bike, bus, or metro). Users can then exchange the credits for things like discounted public transport cards or shopping vouchers. By now, the campaign has attracted over 3.5 million registered users, contributing to a cumulative carbon reduction of nearly 400,000 metric tons.

Among campaign participants, 21% of the users that primarily traveled by car each day have now engaged in green travel, which shows a significant increase in citizens’ willingness to adopt green options. Carbon credits are calculated based on the “Beijing Low-carbon Travel Carbon Emission Reduction Methodology” developed by Beijing’s transportation authority and its affiliated think tank. The approved local certified emission reductions (PCERs) credits will then be traded at Beijing’s local emissions trading system.

In 2021, Gaode Map, one of the platform operators, alone achieved transactions of 24,500 metric tons of PCERs, with 15,000 tonnes traded with local companies. The second phase of PCER transaction reached 97,600 metric tons. The benefits from the carbon trading returns to the app users in the form of public transport discounts, shopping coupons or users can donate their credits to charity organizations that promote green transport and other behavior changes for sustainability.

Creating a Successful Mobility-as-a-Service Platform 

The value of developing Mobility-as-a-Service platforms is that it can improve efficiency and quality for travelers, encourage more people to choose green and low-carbon mobility modes, shape the public-transportation-centered mobility system, promote the digital transformation and open data system, and improve the stability and level-of service of the system.

However, Mobility-as-a-Service also faces some challenges not only in Chinese cities, but in cities around the world. First, there is no single successful business model for all cities, and the operation models vary greatly in different places. Finding a suitable business model based on the local policy and investment environment, and culture to ensure commercial sustainability, will be the key to developing a successful system.

Also, the coordination among different stakeholders in a Mobility-as-a-Service ecosystem needs further improvement, especially for data sharing mechanisms.

Finally, establishing a proper monitoring and governance system is also an important part of the implementation process.

Expanding the development of Mobility-as-a-Service is an important step in building more sustainable cities and urban mobility. However, as we’ve learned through the pilot programs, the platform should be built consistently with a city’s existing low-carbon and sustainable strategy. Instead of public transportation companies acting as competitors with each other, Mobility-as-a-Service offers the possibility of creating a single platform that redefines the integrated transport system encompassing multiple kinds of shared and private mobility services.

PARIS, April 8, 2024 /3BL/ – The Consumer Goods Forum (CGF) Collaboration for Healthier Lives Coalition of Action today released a playbook for companies looking to launch or accelerate preventive health initiatives. Developed in partnership with global management consulting firm, Kearney, the playbook will enable businesses to offer consumers healthier options and encourage consumers to make better and healthier choices. The playbook aims to address health issues in regions where CGF member companies operate, particularly Asia, Latin America, and North America, to drive more targeted and impactful initiatives.

Download the Executive Summary

The publication of the playbook follows the launch of a Preventative Health workstream, with retail and manufacturer participation including AS Watson, Ahold Delhaize, Grupo Alen, Haleon, Kenvue, P&G and Unilever.

As part of the Coalition of Action’s broader mission of “empowering people to live healthier and more sustainable lives”, CHL is committed to improving the accessibility, affordability and visibility of healthier and more sustainable products while contributing to preventative health.

Brian McNamara, CEO, Haleon says, “As a Board Co-Sponsor of the CHL Coalition of Action I believe that, through CEO engagement and by coming together as manufacturers and retailers, we can help scale preventative health solutions – empowering more people to take active self-care of their health.”

Titled the “Digital Solutions for Preventative Health Playbook”, data is given particular importance, especially as an enabler of behaviour change, measured through online tools, applications and community support networks. An executive summary is also available, highlighting the high-level benefits and successes of digital tool integrations into preventative health initiatives.

The Playbook features:

A Guiding Framework: Step-by-step guidelines to scale-up impact.Health maps spotlighting relevant health issues: Regional focus areas based on top markets where CGF members operate.Best practice sharing through tangible case studies: Featuring Ahold Delhaize, AS Watson, Colgate-Palmolive, Haleon, Kenvue, Kroger, L’Oreal, P&G, Unilever and Walmart.

Malina Ngai, CEO, AS Watson (Asia and Europe) said, “At AS Watson, we believe that promoting preventative health is crucial to improving wellbeing for all. We are committed to encouraging more companies to join this purposeful movement, prioritising the physical and mental health of our customers for a better quality of life.” 

According to the World Health Organization (WHO), by 2023 preventive healthcare, through prevention and treatment as well as promotion of mental health and wellbeing can reduce premature mortality from non-communicable diseases by one-third.

Sharon Bligh, Health and Sustainability Director, The Consumer Goods Forum said, “We aim for this playbook to serve as a guiding light for companies seeking to develop health initiatives using innovative digital technology, establish live pilots, and expand their impact across markets.” 

Download the Playbook

-END-

About the Collaboration for Healthier Lives Coalition of Action

The Consumer Goods Forum (CGF)’s CEO-led Coalition of Action on Collaboration for Healthier Lives (CHL) is about making it easier for people around the world to adopt healthier lives for themselves and their families.CHL initiatives running across 9 countries and involving over 160 organisations.As a collective, members of the CGF, and their partners, are exploring, experimenting, innovating, and evolving business models to support positive change, while sharing data and knowledge at scale, cross industry. Health is not a competitive advantage; it’s a basic necessity. And it’s clear no company can solve this issue alone.Collaboration is needed at scale and across sectors if the consumer goods industry is to play the necessary role in the health and wellbeing of people.For more information please visit our website

About The Consumer Goods Forum

The Consumer Goods Forum (CGF) is the only CEO-led organisation that represents both manufacturers and retailers globally. It brings together senior leaders from more than 400 retailers, manufacturers and other stakeholders across 70 countries.The CGF accelerates change through nine Coalitions of Action: forests, human rights, plastics, healthier lives, food waste, food safety, supply chains, product data and net zero.Its member companies have combined sales of EUR 4.6 trillion and directly employ nearly 10 million people, with a further 90 million related jobs estimated along the value chain. It is governed by its Board of Directors, which comprises more than 55 manufacturer and retailer CEOs.For more information, please visit our website.

For more information, please contact our team.

Eastman

Stanley Black & Decker is well-known and respected in the tool market, but the 100-year-old BLACK+DECKER brand needed to build awareness with younger, sustainably minded, do-it-yourself consumers.

At the same time, the company’s chief executive officer was driving every area of the business to improve its sustainability credibility. By chance, a company representative connected with Eastman at a conference and learned about Tritan™ Renew copolyester, a safe, tough, durable material made with 50% certified recycled content.*

Dan Fitzgerald, Stanley Black & Decker’s senior director of product sustainability, knew the biggest impact on the company’s carbon footprint was the materials that go into making finished products.

“Historically, recycled content was looked down upon as being lower quality or having inferior performance as well as being inconsistent from lot to lot,” Fitzgerald said. “A power tool is a high-performance machine but made to fit into your hand. They are designed to deliver significant output torque in the case of drills and efficient, quality results in the case of a sander. These tools crank out considerable amounts of work and draw enough current to act as an ignition source for fire, which is why the materials need to be flame rated for safe use.”

The company needed materials that were going to be durable in a power tool housing but also consistent in quality and color to perfectly match the brand colors.

Tritan Renew could meet all those needs along with the specifications of the power tool housing, which led to the idea of a new product line aimed at a younger generation of do-it-yourselfers.

That didn’t make the decision to move forward easy.

Creating a new conversation on sustainability

“This project was initially met with some scrutiny,” said Ed Higgins, the company’s product director for power tools. “Most of our end users are requesting products that are louder, faster, bigger and stronger. A lot of the conversation was about the need to have sustainably minded material that wouldn’t compromise durability and strength.”

A big help was an Eastman video showing a tumbler made with Tritan holding up after a full-size pickup truck ran over it. Another key factor was the consumer insights provided by the Eastman team to guide BLACK+DECKER’s product strategy.

Consumers have grown to expect sustainable products in industries like fashion, cosmetics, and food and beverage. And now those expectations have expanded to products like paint, furniture, automotive and power tools.

The bottom line?

“If you’re in a space where there is no sustainability leader, by being first, you take a risk, but there’s also a lot of reward,” said Justin Coates, Eastman’s global consumer insights & research team leader. “You get the first-mover advantage. You position yourself as a sustainability leader and can command price premiums.”

Coates also stressed that consumers across markets and regions consider materials to be the No. 1 definition of sustainability, though brands must stress their products won’t compromise performance and quality. Brands also need to make waste reduction tangible to consumers. With Tritan Renew, BLACK+DECKER recognized that all these objectives were possible.

The decision was made to do something truly revolutionary for the broader company and market.

BLACK+DECKER reviva™

In 2021, BLACK+DECKER, a Stanley Black & Decker brand, released a completely new power tool line, reviva™, rooted in the concept of designing for circularity and ushering in a new wave of product innovation. Reviva means “new life” in Latin. The tools are striking in black and white with green highlights, providing a fresh and vibrant new look and feel to differentiate the brand. Ten reviva products launched globally in 2022, including a 12-volt drill, jigsaw and sander. Additional products will be available in 2024 with the introduction of a reviva stick vacuum and a range of cordless drills.

“We’re very proud of the story we have to tell,” Higgins said. “With Tritan Renew, we’re able to make the product sustainability aspect very tangible for consumers. For each cordless drill, we’re recycling the equivalent of eight single-use plastic bottles that might otherwise end up in landfills or incinerated. The sander uses the equivalent of 11 bottles, and our jigsaw uses the equivalent of 18 bottles.”**

The global pandemic resulted in a digital retailer sell-in launch for the European market in September 2021, and products started hitting store shelves in New Zealand in April 2022. While sales are still building, the buzz was immediate.

“The reaction and engagement surrounding reviva was strong on social as well as with retail partners, ” Higgins said. “Introducing a sustainable product line has been a historic moment for the BLACK+DECKER brand.”

*Recycled content is certified using ISCC mass balance allocation. 
** Contain an amount of recycled material equivalent to the weight of 8, 11 and 18 0.5-L (10.3-g) single-use plastic bottles, respectively

Yesterday was World Health Day, and the theme this year is ‘My health, my right’. Over half the world’s population can’t access essential health services. The mission of Medtronic LABS is to change that. Watch as the team travels to Kenya to capture the everyday stories from people who utilize LABS’ technology to better track their health.

Today we published a short documentary, “A voice for health”, that follows Jane, a patient engagement lead for Medtronic LABS in Kenya, as she works with community partners to bring this mission to life.

You can watch the documentary here, and learn more about LABS’ work here.

On March 19, 2024, the “Strengthening Organic Enforcement” (SOE) final rule, published in the Federal Register a year ago, reached its “implementation” date. The rule introduced significant updates and changes to the organic regulations administered by the USDA’s Agricultural Marketing Service (AMS), including rules related to certification for a broader range of entities and activities than ever before. Businesses have been mobilizing over the last year to ensure SOE compliance across their operations and supply chains.

Below, SCS addresses some of the most frequently asked questions from organic food manufacturers, handlers, ingredient suppliers, importers and exporters regarding what happens if businesses missed the SOE deadline.

FOOD MANUFACTURERS AND BRAND OWNERS 

What should I do if my company is sourcing from suppliers that were not certified by March 19?

Notify your suppliers that your ability to continue purchasing organic products from them depends on the successful certification of their products. At the same time, develop a back-up plan in case your suppliers are unable to comply. For instance, it would be helpful to identify alternative, compliant suppliers that can meet your company’s needs.

What if I keep sourcing from uncertified suppliers after March 19?

Companies that continue to purchase from uncertified suppliers must recognize the consequences to their business, including potential business disruptions, and to the organic integrity of their supply chain. In accordance with NOP 205.100, all USDA Organic certification bodies, including SCS, will be required to issue a Notice of Noncompliance to operations that are sourcing from uncertified, non-exempt suppliers. We encourage any companies that have questions to get in touch with SCS as soon as possible.

Can I continue to source from uncertified suppliers while they work to become certified?

In some cases, yes; however, SCS considers several factors when determining whether to allow continued sourcing from uncertified operations that are in the process of becoming certified. First, SCS will need to verify:

That the operation has applied for certification;That the operation was previously exempt or excluded from certification; andWhether or not the product is otherwise commercially available from a certified supplier.

HANDLERS, BROKERS, TRADERS, AND DISTRIBUTORS

Will my operation be required to undergo certification to buy and sell organic products, even if we don’t open the packages or take possession of the products?

In most cases, yes. Handlers, brokers, traders, and distributors will be required to undergo certification, except for those that distribute only organic products packaged and sealed for final retail sale. Handlers, brokers, traders, and distributors of non-retail products — as well as any operation that imports or exports organic products — are now required to be certified as of March 19, 2024.

INGREDIENT SUPPLIERS, HANDLERS, BROKERS, TRADERS, AND DISTRIBUTORS

How long will it take for my operation to become certified if my operation has missed the March 19 deadline?

From start to finish, organic certification typically takes between two to four months. The sooner an operation can begin the process, the less disruption to business it will experience. To begin the organic certification process, contact SCS Director of Sales, Ned Halaby at nhalaby@scsglobalservices.com and inquire about expediting your certification.

What happens if my operation was not certified by March 19, 2024?

Continuing to buy, sell, and trade uncertified products as organic after March 19, 2024 would be in violation of NOP 205.100. Unless you qualify for an exemption, your customers will be at risk of non-compliance if they continue to purchase organic products from your uncertified operation. If your operation remains uncertified after March 19, 2024, your customers may choose to no longer purchase organic products from your company to ensure that their organic products remain in compliance. While some additional leniency may be afforded to operations that can demonstrate they are in the process of becoming certified, this will be decided by your customer and their certifier. SCS cannot guarantee that your customers will continue to purchase from you while you work towards achieving certification. Most significantly, disregarding the requirement to become certified while still marketing your product as organic will eventually lead to your operation being subject to a civil penalty.

Will my certification be denied if I continue to sell products as “organic” after March 19?

Although SCS will issue a Notice of Noncompliance in accordance with NOP 205.100 if your operation continues to sell products as “organic” after March 19, in most cases SCS may not escalate that specific Noncompliance to Denial of Certification if your operation is making a sustained effort to become certified, subject to further guidance from USDA AMS. Additionally, if your operation is not currently under sanction by another certifier, is not otherwise compromising organic integrity, and was eligible for an exemption or exclusion prior to March 19, SCS will not escalate to Denial of Certification. In these cases, your operation will need to resolve any issues that arise during the audit and complete your certification. If your operation is denied certification for any reason, SCS will notify NOP and inform your operation that you must immediately discontinue transacting products as “organic.”

ALL PARTIES INVOLVED WITH IMPORTS AND EXPORTS

Will imports and exports be disrupted after March 19, 2024, if neither the importer nor exporter are certified?

Customs and Border Protection (CBP) will likely take issue with shipments not covered by a NOP Import Certificate, which requires both the importer and exporter of the product to be certified. Operations should be prepared for shipments to be rejected after March 19 if they are not accompanied by a NOP Import Certificate issued by the certifier of the exporting organization.

Still have questions or concerns about your operation’s certification needs? Please reach out to SCS Director of Sales, Ned Halaby: nhalaby@scsglobalservices.com. Also, be sure to check out our latest on all things SOE:

Strengthening Organic Enforcement (SOE) Summary: Top Seven Changes to Watch as 2024 Deadline Nears

SOE Organic Fraud Prevention – What Every Business Needs to Know

Strengthening Organic Enforcement | Frequently Asked Questions

Originally published by TriplePundit

Avocados are having their day in the sun. From breakfast to dinnertime, this creamy delicacy is enjoyed in tacos, guacamole, smoothies, desserts and more.

Not only are avocados tasty, but they’re also renowned for their health benefits, providing a good source of potassium, fiber and other nutrients.

In the U.S., we’ve fallen hook, line and sinker for avocados, eating over 2.7 billion pounds annually. The vast majority come from their country of origin, Mexico, where avocados have been enjoyed for thousands of years. In just 10 years, exports to the U.S. from Mexico have more than doubled.

This booming business has its roots in trees — technically, avocados are fruit — which means that the healthy avocado industry is intrinsically connected to and dependent on the health of the environment.. That’s why one of the many nurseries across Mexico has set out to grow avocados more sustainably, setting an industry example from day one.

Cultivating avocado trees sustainably 

Before that avocado was mashed into guacamole, it had to start somewhere. Our southern neighbor is the largest producer of avocados in the world. In turn, the western state of Michoacán grows the most avocados in the country, predominantly on small family-run orchards and farms.

Emblematic of the region, Amadeo Teytud comes from generations of avocado producers. Today, he runs an avocado nursery, Viveros La Sidra. Together with his family, they supply over 60,000 avocado trees per year to the surrounding regions.

Teytud left Michoacán to complete his studies in agricultural engineering, but he always planned to return home. “Production of good quality trees and trees with good genetics was lacking here,” he said. “So I started to investigate what all the nurseries here were like, how they implemented everything from seed… I set out to get a plant with good genetics and improve production here in Michoacán.”

For instance, Viveros La Sidra utilizes a hybrid avocado tree — taking the Criollo avocado variety as rootstock and grafting it with Hass or Mendez varieties. The resulting plant has a stronger trunk and roots, producing a fruit better suited to the weather.

Teytud and his team also strive to run the Viveros La Sidra nursery sustainably. “We try to apply as few chemicals as possible to combat pests and diseases in order to let the tree create defenses from the moment it’s planted in the field,” Teytud said.

They also use organic fertilizers in their nursery, such as compost and manure, to further limit chemical use, Teytud explained.

Another particular challenge is water. While water needs vary based on factors like temperature, humidity and local seasonal weather conditions, an adult avocado tree could require 10 to 30 gallons of water per day in hot climates.

Viveros La Sidra tackles this issue in a few ways. Thanks to Michoacán’s abundant rainfall, the nursery doesn’t need irrigation water for nearly half of the year. In fact, many orchards in the area rely solely on rainfall for their water needs, Teytud explained. For the rest of the year, they use water sparingly, only applying what each tree needs.

Finally, to avoid plastic pollution, they attempted to use coconut fiber bags for their seedlings. However, the natural product didn’t last the full cycle from planting to selling the tree. Instead, they reverted to using plastic bags and found a way to recycle them.

Overcoming challenges

Of course, as with any agricultural sector, there are some environmental issues surrounding this fruit. Expanding production could present risks for deforestation, for example. And although plants like avocado trees pull carbon from the air and store it, in a process known as carbon sequestration, there is some carbon footprint as a result of the avocado supply chain.

Reflecting on the avocado industry over the years, Teytud also said he’s seen the impact of new environmental regulations and the positive changes that occur when growers and nurseries invest in sustainability. “It is no longer like it was years ago — there were too many nurseries, too many plants,” he said.

Farmers in the region also have to make adjustments as they begin to feel the effects of climate change. “We’ve had more problems with it being too hot,” Teytud said. “In recent years, it has rained much less than in past years, so we try to take care of the water as much as possible to prevent it from being wasted and contaminated.”

He adds that growers like him aren’t alone in raising the bar: Some organizations have also stepped in to help.

For instance, the Association of Avocado Exporting Producers and Packers of Mexico supports sustainable farming practices including conserving water, prohibiting cattle grazing and hunting, and using agrochemicals safely. The trade group also supports forest conservation, reforesting over 5,500 acres in Michoacán since 2011.

Another organization, the Mexican Hass Avocado Importer Association, is working to protect monarch butterflies. Joining forces with Forests for Monarchs, the group helped to plant 1.4 million trees in monarch overwintering habitats and the surrounding areas of Michoacán. The partners also educate local communities on conservation and sustainable farming.

A greener future 

Nicknamed green gold, avocados have come a long way. Once a rare, luxury item in the U.S., this $4 billion industry now supports over 436,000 jobs here and across the border. And with increased interest in healthy and plant-based diets, the global demand for this superfood is predicted to skyrocket.

Teytud said he and his team are continuing to improve sustainability for their nursery and the region. Ensuring this fruit is produced sustainably from day one ensures a healthier product and a healthier planet where more people can enjoy their avocado toasts now and in the future.

This article series is sponsored by the Avocado Institute of Mexico and produced by the TriplePundit editorial team.