Tag: 3BL

View the video above or watch “What It’s Like To Be a Customer Experience Specialist at Principal” here.

At Principal®, we invest in what matters. And building talented teams is where it all begins. Nahla is a customer experience specialist in the Participant Contact Center in Des Moines, Iowa. In this video, Nahla takes us through her typical workday. The role of a customer experience specialist in our engagement centers may be one of the most customer-centric jobs at Principal, as specialists support people from so many different backgrounds, cultures, and communities. Explore opportunities to join our team: hhttps://careers.principal.com/customer-care.

About Principal Financial Group

Principal Financial Group® (Nasdaq: PFG) is a global financial company with nearly 20,000 employees1 passionate about improving the wealth and well-being of people and businesses. In business for more than 140 years, we’re helping approximately 62 million customers1 plan, protect, invest, and retire, while working to support the communities where we do business, and build a diverse, inclusive workforce. Principal® is proud to be recognized a member of the Bloomberg Gender Equality Index, and a “Best Places to Work in Money Management2 .” Learn more about Principal and our commitment to building a better future at principal.com. 

1As of December 31, 2023.

2Pensions & Investments, 2022 .

Women represent more than half of Gilead’s workforce, and our weighted salary ratio for women to men globally in 2023 was 99.93:100. We’ll continue our efforts to champion an environment of equality and inclusion for all.

Gilead Sciences

Gilead Sciences, Inc. is a research-based biopharmaceutical company that discovers, develops and commercializes innovative medicines in areas of unmet medical need. The company strives to transform and simplify care for people with life-threatening illnesses around the world. Gilead has operations in more than 35 countries worldwide, with headquarters in Foster City, California.

In 2021, Gildan initiated a Spanish sign language training program in three of its facilities in the Dominican Republic. At the time, these facilities had close to 60 deaf and hard of hearing employees, and the program was established to enhance inclusive communication between these employees and their peers. Three years later, this initiative is now a fixed component of the Company’s annual training plan for the Dominican Republic, and an effective means of creating an environment where every employee feels included and supported in their professional journey.

Tailored to fulfill Gildan’s local needs, the program was designed and developed by the Company’s Human Resources team in collaboration with sign language experts from INFOTEP, the National Institute of Professional Technical Training. As part of the program, learners go through a four-tiered training, totaling up to a year-long commitment to acquire the skills needed to master Spanish sign language.

While participation in the program is voluntary, Gildan ensures that every cohort of learners includes at least one representative from each department, encouraging a sense of inclusivity and empathy within each team. Currently, there are more than 30 employees trained in Spanish sign language who are dispersed across Gildan’s various operations in the Dominican Republic.

“I am proud of our team for initiating this program and continuing to reinforce its importance within our workforce here,” says Vileika Ramirez, Director, Human Resources at Gildan. “Beyond equipping employees with the necessary skills to communicate with deaf and hard of hearing colleagues, this program has created an openness and willingness among people to step outside their comfort zone and embrace what it means to be inclusive,” she finishes.

Participants share below how the program has impacted them:

“At first, I found sign language challenging, but eventually, I understood its importance for successful communication with my co-workers. Now, I actively encourage my colleagues to learn sign language.” – Evelyn Abigail Felix, Environmental Supervisor

“As the one in charge of recruitment, the sign language program has helped me a lot. I can now directly communicate with all our candidates to ensure a fair hiring process. Furthermore, I can better understand feedback from our current employees and respond to requests more effectively.” – Yudy Cuevas, Human Resources Analyst

Gildan has a strong commitment to diversity, equity, and inclusion. In addition to sign language training, the Company has taken many steps to foster inclusivity within its employee base. Specifically, in the Dominican Republic, Gildan recently received the Gold Gender Equality Seal from the United Nations Development Program (UNDP) and the Ministry of Women’s Affairs for its efforts to address gender gaps across eight dimensions in the workplace. Gildan also organizes annual on-site workshops to raise awareness about gender-based violence, facilitating open dialogue around this issue. Through these and many other initiatives, the Company continues to create favourable conditions for all its employees to reach their full potential. 

To learn more about Diversity, Equity, and Inclusion at Gildan, click here.

By Joe Martinko, President, Thermal & Specialized Solutions (TSS), Chemours 

Recently, media, industry leaders, and government officials descended on Houston, Texas for CERAWeek 2024, where the imperative for all sectors of the economy to boost energy efficiency took center stage. However, as the conference’s host state undergoes a massive data center construction boom, we can’t ignore the ever-growing energy demands of the data center industry.

Globally, the tech sector is estimated to account for up to 3% of global greenhouse gas (GHG) emissions. Data centers – the facilities that house essential computing infrastructure and data – are particularly emissions-intensive. The energy consumed by data centers is equivalent to the energy used by entire countries such as Spain or the United Kingdom. A single data center also uses several million gallons of water per year, with hyperscale data centers consuming as many as 200 million gallons in a year alone. In one instance, a hyperscale company wanted as much as 1.46 billion gallons of water a year for a new data center in Red Oak, Texas – a town roughly 20 miles south of Dallas. These staggering resource demands exist because 95% of data centers rely on traditional, resource-intensive air and water cooling technologies that drive about 40% of data center energy use.

Demands for faster computing and the rapid growth of artificial intelligence – which requires significantly more energy than traditional computing – will only exacerbate the resource needs of data centers. The International Energy Agency estimates that data center electricity demand will more than double in the next three years, consuming one-third of all electricity in countries like Ireland by 2026.

Against this backdrop, it goes without saying that we need energy efficient solutions to address the big data energy crisis. But critically, we also need policies that enable the tech industry to enhance energy efficiency while continuing to foster the innovation that our increasingly digital world demands. When crafting legislation, lawmakers must consider how to enable solutions that support energy efficiency across all industries, by protecting access to the critical inputs on which those solutions rely.

This is the case with a breakthrough innovation called two-phase immersion cooling (2-PIC). To cool data centers, this closed loop system submerges servers in a liquid while it operates. The heat generated by the electronics is removed as the fluid boils, and that heat can be recovered and used for other purpose on-site. This technology stands to drastically reduce the energy and water consumption of data centers. In fact, third-party modeling estimates that a 100-megawatt Houston-based data center could reduce cooling energy use up to 90% and generate over $350 million in energy savings over 10 years by leveraging 2-PIC instead of current air and water technologies.1

Beyond energy and water efficiency, 2-PIC technology also offers an environmental footprint that is 60% smaller compared to traditional air-cooling technology and would generate global energy savings of 340 terawatt hours (TWh) by 2055 – or the equivalent of powering more than 517 million laptops 24/7.2

This innovation relies on hydrofluoroolefins (HFOs), which are a newer class of climate-friendly fluorinated gases (F-gases), which are safe for use in the intended application and can be recovered and recycled, promoting circularity. If we hope to address the big data energy crisis—and other societal challenges in the future—HFOs and other sustainable innovations must be protected by regulation.

To leverage 2-PIC as a solution for drastically improving water and energy efficiency, policymakers must protect access to all of the critical ingredients on which 2-PIC relies, including F-gases. Policy frameworks that do this will be instrumental to addressing the big data energy crisis.

Such policy frameworks will also, in turn, advance the global sustainability agenda as outlined in the United Nations Sustainable Development Goals and the Paris Climate Agreement while helping to achieve other important policy priorities – the critical role of 2-PIC in the data center industry has been recognized by the U.S. Department of Defense, which dubbed this proven technology as critical to national security.

As we look back on CERAWeek, we are glad the imperative for policies that meet this pivotal moment in history was part of the discussion. Data centers are the foundation of our increasingly digital economy, and ensuring they are able to operate efficiently is vital to enabling technological innovation that will bring about further environmental, economic, and societal progress.

With this in mind, we urge policymakers to develop clear and transparent policy frameworks that allow industry to innovate and adopt solutions that maximize energy efficiency, and we urge data center operators and players throughout the value chain to remember that their voices are indispensable. To unleash energy efficient innovation for data centers, we encourage you to call on government to pursue smart, science-based regulations that ensure access to the critical technologies of the future.

Joe Martinko is the President of Thermal & Specialized Solutions (TSS) at Chemours. TSS is a market leader in producing refrigerants, thermal management solutions, propellants, blowing agents, and specialty solvents. Building on deep knowledge of refrigerants dating back to the commercial introduction of Freon™ in 1930, Chemours TSS business is leading the way in the development of sustainable technologies like Opteon™, one of the world’s lowest global warming potential (GWP) refrigerant brands.

1 The Green Grid, Liquid Cooling TCO Calculation Tool

2 This assumes 100% market conversion to 2-PIC.

From population growth to the expansion of manufacturing and the clean energy economy, the Carolinas are enjoying unprecedented success in recent years. And it’s driving the need for a lot more electricity.

Many companies coming to North Carolina are associated with the electric transportation sector, further solidifying the state’s position as an emerging “battery belt.”

South Carolina is enjoying similar success, where the growth rate for the state’s manufacturing sector is more than double the national average. Gov. Henry McMaster said they, too, want to attract additional investment. And with that comes the need for greater energy generation.

“Over the next 15 years, electric use by Duke Energy customers in the Carolinas is projected to surge,” said Mike Callahan, Duke Energy’s South Carolina president. “We need power, and a lot of it – and we need to take action today.”

In a recent update to North Carolina and South Carolina regulators, Duke Energy proposed significant investments in solar, energy storage, and nuclear, along with more hydrogen-capable natural gas facilities. The most recent supplemental modeling also calls for 2,400 megawatts (MW) of offshore wind by 2035, subject to necessary regulatory approvals and support. This all-of-the-above strategy is needed to meet increased energy demand and keep costs low for customers, while enabling a transition out of coal.

More than half of Duke Energy’s coal fleet in the Carolinas is retired, but another 8,400 MW of coal-fired capacity is nearing the end of its operational life. To get out of coal reliably, the company needs new generation that is available 24/7, in any type of weather.

Duke Energy has proposed new natural gas, a reliable and flexible resource that is cleaner than coal (about half the emissions). Natural gas offers a stable energy supply that supports the expansion of renewable energy – another key piece of Duke Energy’s plan to support load growth in the region.

Without these investments, it could be difficult to sustain the economic success both states are enjoying. Companies need reliable power. And many are attracted by Duke Energy’s ability to provide it at a competitive price.

“The largest investments coming to the Carolinas, manufacturing and technology, are energy-intensive industries attracted by our low-carbon energy mix and rates well below the national average,” said Kendal Bowman, president of Duke Energy’s utility operations in North Carolina. “Growing our diverse energy mix is what will keep our momentum strong.”

Plans call for new hydrogen-capable natural gas plants at Roxboro Steam Plant in Person County, N.C., and Marshall Steam Station in Catawba County, N.C. And the company is advancing development options for new natural gas generation in South Carolina.

No new natural gas would require coal plants to operate longer, and continued use of coal will get more expensive and less reliable over time as regulations increase and coal supplies dwindle. In addition, advanced nuclear and other emerging technologies will not be commercially available until the 2030s.

Siting new generation at existing coal facilities also keeps jobs and investment in areas that depend on it – like Person County, N.C., where Duke Energy has generated power and invested in the people and community for more than 50 years.

With natural gas available to power customers on demand, Duke Energy could add significantly more renewables – intermittent resources that are only available at certain times of the day.

Plans call for thousands of megawatts of zero-carbon solar that will help lower fuel costs for customers, and a lot more battery energy storage, devices that enable energy from renewables, like solar and wind, to be stored and then released when the power is needed most. The ability to capture this energy and purposefully deploy it can increase the value of clean energy.

The company is also considering an expansion of Bad Creek Hydroelectric Station in upstate South Carolina, which produces enough zero-carbon electricity to power more than 1.3 million homes. The pumped-hydro storage facility operates like a massive battery – quickly generating or storing power in response to electricity supply and demand.

Expanding operations at Bad Creek would help Duke Energy meet growing energy needs while providing economic benefits of $7.3 billion to South Carolina from construction and infrastructure activity.

In the meantime, the company is planning ahead for the expected arrival of advanced nuclear a decade from now, further diversifying the energy mix that will help Duke Energy transition out of coal and into cleaner resources.

Also underway: significant improvements to the infrastructure that delivers power to customers to improve reliability, reduce outages, strengthen the grid against severe weather and prepare our system for the future.

“Regardless of the energy mix ultimately approved by state regulators,” Bowman said, “these infrastructure upgrades are already benefiting customers today and will continue to improve reliability in the years ahead.”

View original content here.

Originally published by Tom Johnson on NJ Spotlight News

In a bid to fix a growing problem throttling solar development throughout the state, lawmakers are pushing to open the electric grid to absorb significantly more clean-energy projects.

Legislation cleared by a committee earlier this week is modeled after an initiative approved for Atlantic City Electric during its most recent rate case before utility regulators. Much of the utility’s franchise territory in South Jersey is so constrained that most residential solar projects cannot hook into its distribution system.

Continue reading here

After a period of uncertainty, the final SEC ruling is now picking up speed shifting from mere discussion to tangible action for brands.

In our April issue of Navigating Impact Comms Through the Cosmos – Aries Edition, our team finds parallels between the sign’s nature to ignite momentum in previously stagnant decisions, or initiatives. We cover what companies should be considering with the new SEC ruling, including third-party assurance, investor impact, and corporate strategy. 

Additionally, we aim to provide actionable insights on how companies can leverage this ruling to their advantage, harnessing the energy of Aries to propel growth and navigate these changes to embrace this new regulatory landscape.

Read the newest edition of Navigating Impact Comms Through the Cosmos – Aries Edition here.

Mastercard

When Russian missiles began raining down on Kyiv in 2022, Polina Khlibanovska hurriedly threw clothes into a suitcase and bundled her five-year-old son into the car. Barely stopping to eat or sleep, she drove for nearly two days to reach the safety of the Polish border.

Like more than a million Ukrainian women and children who fled to neighboring Poland, Khlibanovska had no idea how long she would be away from home, but she knew she urgently needed to find a way to support herself and her child.

After many years of working with children, she knew how to run a kindergarten, but little about how to finance the startup costs or navigate Polish business permits, let alone advertise for clients in a new language.

Spotting an advertisement for a small business program for Ukrainian women entrepreneurs run by Poland’s Impact Foundation and supported by the Mastercard Center for Inclusive Growth, Khlibanovska decided to apply and got a spot.

Now, thanks to the legal, business and financial support offered by the (Re)building Ukrainian Business program, she runs her Smart Kindergarten Warsaw venture and employs three other women.

Khlibanovska was one of 1,500 women to apply for 80 spots on the yearlong program, which opened a Warsaw co-working space to give entrepreneurs the space and support they needed to start a new company or rekindle businesses they ran in Ukraine.

“We wanted the project to have a snowball effect by giving them the tools and knowledge to survive and live in a different country,” says Emilia Borkowska, project manager for the Impact Foundation. “They were full of energy and motivated to start a new life.”

Yet many of these women needed more than business skills to launch their new lives.

All too often, women entrepreneurs are forced to juggle the lion’s share of childcare with the challenges of starting and running a new business. According to a recent World Bank study, women spend 2.4 hours a day more on unpaid care than men, and much of that is spent looking after children.

For the women fleeing the war, the burden on them was even greater — they were in a new country where they didn’t speak the language and knew no one, had no immediate job prospects, and had children who were dependent on them.

Providing free childcare for kids at the center quickly proved a game changer. With their children safely meeting new friends or learning Polish, the women could focus on channeling legal, business and e-commerce advice into new ventures ranging from law practices to nail salons.

“It’s about making them comfortable and safe in their new environment — giving them not only a place where they can work on their new business ideas but also the peace of mind to know that their kids are well cared for when they do it,” says Payal Dalal, senior vice president of social impact for international markets at the Center for Inclusive Growth.

The entrepreneurs also struggled to find ways to finance their nascent startups. With bank loans out of reach for most of the women, giving them vouchers worth $4,000 was key to getting their businesses off the ground. But beyond setting them on the path to personal success, this support has helped many of the women in turn build up the communities that have embraced them.

“Looking at these businesswomen, I do not see victims of war. I see strong, resilient, entrepreneurial women who look to the future with their heads held high.”

Mastercard’s Marta Życińska

For instance, hairdresser Inna Bozhko fled Kharkiv with her daughter, who has cerebral palsy and autism. Through this funding, as well as support writing a business plan, she was able to open Barbershop Inclusive, which has a special area where noise-sensitive children can get a trim.

“It’s hard when you’re a single mother. I wish women weren’t so afraid to take their lives in their own hands,” Bozhko says.

Like Bozhko, three-quarters of the women who took part in the program say their financial situation has improved since they joined the (Re)building Ukrainian Business program, which also offered psychological support to the refugees.

“These companies and individuals are employing people, paying taxes and supporting local communities,” says Mastercard’s Marta Życińska, the Poland country manager. “Looking at these businesswomen, I do not see victims of war. I see strong, resilient, entrepreneurial women who look to the future with their heads held high. This image is the best proof that our program has proven to be of real assistance.”

While a handful of the women entrepreneurs have returned home to Ukraine despite the continuing war, the program has proved a much-needed fresh start for many who are now choosing to stay and raise their children in Poland.

“Even when you have a bad day,” Khlibanovska, says, “the next day the wings open up again and you fly.”

Originally published by Mastercard

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

Baker Tilly’s podcast series specifically for professionals in the multifamily housing industry.

On this episode of BuzzHouse, hosts Don Bernards and Garrick Gibson sit down with Dyke Nelson, the founder and managing partner of DNA Workshop. Dyke provides an in-depth analysis on various aspects of office to residential conversions, from construction costs to timelines and the implementation of energy-efficient features. Press play and discover this informative and enlightening episode!

Special guests

Dyke Nelson is the owner of Dyke Nelson Architecture, LLC and has been in continuous architectural practice since 1996. Nelson holds a Bachelor of Architecture from Auburn University. Prior to starting his own practice, he was a Partner and Lead Designer at Chenevert Architects for eight years. While at Chenevert, Dyke designed a wide array of projects ranging from single-family homes to a 90,000 square foot Cancer Center. Before moving to Louisiana, he was a Job Captain for Gensler- Architecture, Design and Planning Worldwide in San Francisco, California. There, he was responsible for coordinating large corporate office projects and commercial interior projects such as the corporate headquarters for Peoplesoft. While in San Francisco, Dyke also worked with RLS, an Audio Visual and Technology consulting firm, providing architectural design on highly technical spaces including several broadcast facilities. Since moving to Louisiana, Dyke has worked on numerous projects ranging from historic renovations to large mixed-use buildings, where he has developed a focus on sustainability, historic renovation, and multi-family. In addition, Dyke believes strongly in civic involvement and serves on the boards of Baton Rouge Community College Foundation and The Baton Rouge Assembly.

For more insights, visit Baker Tilly’s multifamily housing page.

I started working for Quest Diagnostics in 2020, the first year of the COVID-19 pandemic. I started as a weekend and holiday driver. I enjoyed working my route. I know it sounds crazy, but after my weekend shift, I couldn’t wait to go back to work.

Every time I enter a clinic I say, “Hello, it’s Quest,” with a big smile, because to me I am on a mission to pick up specimens from the clinics and hospitals to then take them to Quest labs for fast results. Doctors need these results to help their patients get better.

Before I knew it, I was hired full time and loving my career. In my mind I say, “It’s not what Quest can do for me, it’s what I can do for Quest!” My goal is to not only deliver good customer care and service to our existing clients, but to also make new clients. I always remind my coworkers that we wouldn’t have a paycheck without our clients.

Pretty soon clients were calling me “The Quest Girl,” and clients even began asking me to sign birthday cards for their co-workers and treating me like I am part of their department. I sign the cards from The Quest Girl.

The staff and my co-workers here in Modesto, California, are all awesome. They all have a unique way of doing their route. I love working, and I love learning with and from each one of them.

Quest has many opportunities to grow and promote! And I intend to keep climbing that ladder.