Tag: 3BL

March 8, 2024 /3BL/ – Biomimicry Institute, a not-for-profit organization co-founded by Janine Benyus in 2005 to empower nature-inspired solutions for a healthy planet, today opens applications for its 2024 Ray of Hope Accelerator. This unique founder-focused program aims to propel nature-inspired startups towards marketplace growth with robust training, networking opportunities, and $15,000 in non-dilutive funding. Applications are due May 3, 2024.

Building on the success of the previous four years and 39 supported startups, the Ray of Hope Accelerator program is looking to identify the next ten leading nature-inspired startups. Those selected will be immersed in a six-month cohort program that provides more than $50,000 worth of in-kind services that aim to provide in-depth support and training for companies seeking to bring their ideas to commercialization. The program enhances participants’ visibility through science-based storytelling, as well as provides access to a wide range of corporate and investment leaders. The cohort is open to Pre-Seed to Series A stage companies world-wide and will commence with an in-person nature retreat where participants develop skills around community building, leadership, and cultivating a nature-inspired ethos.

“As we embark on our fifth year of the Ray of Hope program, we are pleased to share that all of our previous participating startups are thriving,” said Jared Yarnall-Schane, Director of Innovation at the Biomimicry Institute. “Graduate companies have raised more than $100M cumulatively in funding and are actively working to address systemic climate issues such as sea-level rise and plastic pollution. Building on this success, we are thrilled to launch an updated version of the program this year that provides more robust training and financial support to nature-inspired solutions.”

The Ray of Hope Accelerator, in partnership with founding sponsor The Ray C. Anderson Foundation, is not industry, technology, or geography specific. Chosen cohorts are connected by a shared drive to address at least one of the 17 UN Sustainable Development Goals. Any startup working on nature-inspired solutions, service, or technology with a positive environmental or social benefit may apply. The Biomimicry Institute is particularly interested in solutions that address the urgent need to regenerate nature, reduce the impacts of climate change and eliminate the current ‘take, make, waste’ paradigm.

“We are proud of our partnership with the Biomimicry Institute and of their efforts to support and scale the work of nature-inspired changemakers,” said Christoph Hohmann, Global Head of Brand Communications at Bentley Motors and Head of The Bentley Environmental Foundation. “Our partnership is a great example of the Bentley Environmental Foundation’s funding plus approach, in which we are working with mission-aligned organizations to create environmental change, also within Bentley itself. We hope this is a model other companies will follow in the future.”

Brent Cutcliffe, Co-Founder & Chief Operating Officer of New Iridium, a 2021 alumni of the Ray of Hope program adds, “not only was our startup elevated by the process, but being in the company of other viable nature-inspired solutions empowered us to know that collectively we are making serious progress against seemingly intractable problems.”

Past participants of the Ray of Hope program have secured additional funding, built greater awareness of their work through media, attained paid proof-of-concept pilot contracts with major corporations, and increased sales as a result of the program’s extensive network. Previous cohorts comprised companies from 15 different countries, were 40% female founders, and included award-winning startups like Sparxell (UK, 2023) GreenPod Labs (India, 2022), Spintex Engineering (UK, 2021), ECOncrete Tech (Israel, 2020). To see a full list of the nearly 40 nature-inspired startups that have completed the Ray of Hope Accelerator program, click here.

For more information on how to apply, visit biomimicry.org/RayofHopePrize.

About the Biomimicry Institute 

The Biomimicry Institute is a 501(c)(3) not-for-profit organization founded in 2006 that empowers people to seek nature-inspired solutions for a healthy planet. To advance the solution process, the Institute offers AskNature.org, the largest free, living database of biological strategies for sustainable innovation. The organization also offers biomimicry curriculum and educator resources, including the Youth Design Challenge, a multidisciplinary, project-based challenge that teaches students to solve problems through biomimicry; a Biomimicry Launchpad incubator program; and the Ray of Hope Accelerator supports nature-inspired startups to scale systemic solutions to the world’s most pressing environmental challenges. Most recently, the Institute launched a new collaborative initiative called Design for Transformation which will pilot technologies that convert discarded clothes and textiles into biocompatible raw materials. For more information, visit biomimicry.org.

Media Contact:

Marc Cappelletti
Biomimicry Institute, Communications Director
marc.cappelletti@biomimicry.org
+1 (215) 435-6185

Originally published on U.S. Bank company blog

As a Business Access Advisor at U.S. Bank, Cassandra Kidd’s goal is to help underserved small businesses thrive by providing them access to information, connections and other resources.

Kidd and other Business Access Advisors don’t sell any products but can refer clients to bankers within U.S. Bank or to nonprofits that offer financing. In one recent success story, Kidd helped a Black-owned company that provides information technology services obtain a loan after the owner had struggled to qualify for traditional bank financing.

Kidd also introduced the business owner to the bank’s Business Diversity Lending (BDL) program, a special purpose credit program that provides credit and financing designed to help minority-, women- and veteran-owned businesses grow and thrive. The business owner met the qualifications and was able to receive additional financing for his company.

Such outcomes are the primary goal of the U.S. Bank Business Access Advisor program, which was launched in 2021 with a focus on helping businesses in underserved communities, including communities of color, gain access to capital.

The Business Access Advisors, or BAAs, are placed in markets to help business owners gain access to capital, financial education and connections, said Queanne Smith, who leads Business Diverse Segment Strategy for U.S. Bank.

The BAAs also maintain and grow referral relationships with Community Development Financial Institutions and non-profit organizations that can assist small business applicants currently unable to get financing directly from the bank.

“Partnering with CDFIs increases access to capital, fosters economic inclusion and expands financial opportunities for underserved communities,” Smith said. “U.S. Bank increased the number of CDFI partners in 2023 to 100-plus participating organizations, which allows us to better bridge the finance gap and support community empowerment.”

The BAA program is part of U.S. Bank Access Commitment®, the bank’s long-term approach to help close the wealth gap for underserved communities, including communities of color. U.S. Bank started with nine BAAs serving Charlotte, North Carolina; Chicago; Colorado Springs and Denver, Colorado; Little Rock, Arkansas; Los Angeles; Minneapolis; Omaha, Nebraska; and Oakland, California.

Because of its success, U.S. Bank is now expanding the program by doubling the number of BAAs to 18 and expanding the strategy to six new states, Arizona, Nevada, Ohio, Tennessee, Washington and Wisconsin. The bank is also expanding the BAA program in California, hiring three additional BAAs in Los Angeles, Riverside and San Diego, and growing support for business owners in Hispanic communities.

“We acknowledge and value the Hispanic community and understand how important cultural engagement is to the communities we serve,” Smith said. “Our BAAs are placed in markets to better support these communities and build stronger relationships.”

“We have BAAs who speak Spanish in addition to English and can work with customers in their preferred language,” she said. “Our strategy is to break down barriers, including language barriers, that can prevent wealth creation.”

The BAA program serves small businesses, generally with $500,000 or more in annual revenue, across virtually all industries, Smith said.

While helping to provide access to capital is a primary focus of the program, BAAs serve as trusted advisors with business in a variety of ways, she said.

“Our BAAs are also knowledgeable, helping to educate our clients about financial concepts during one-on-one sessions, seminars and curated workshops,” Smith said. “They serve as a strong connector to U.S. Bank supplier diversity programs that can help small businesses become certified as minority-owned businesses, which can support them in building meaningful partnerships, operate in competitive markets and access new opportunities.”

The BAAs also partner with community organizations to help business owners connect with resources that can help them, she said.

For example, the bank has held small business bus tours in Chicago and Los Angeles, visiting Black-owned businesses in underserved communities to discuss challenges entrepreneurs have encountered and ways to partner with U.S. Bank effectively.

“During 2023, we offered over 160 financial education seminars, and 2,200 coaching sessions with businesses and business owners through our Business Access Advisor program,” Smith said.

“It’s all around facilitating inclusive growth for underserved small businesses,” she said. “Small businesses are part of the bedrock of the economy.”

Originally published on HARMAN Newsroom

HARMAN is a global connected technologies leader known for our products and solutions that make life easier, more productive and entertaining. Our success wouldn’t be possible without the technical expertise and innovation mindset of our skilled engineering teams! In recognition of our appreciation for our engineers whose passion, hard work, and creativity make a more connected future possible, our team members around the world joined a celebration of the engineering community during Engineers Week 2024.

Our full week of programming highlighted our talented inventors, designers, and developers and encouraged all of our employees to continue sharing innovative ideas, providing impactful solutions, and exploring future technologies.

Navigating the Forefront of Innovation

Our engineers are committed to staying abreast of the engineering and software technologies that are at the forefront of innovation. During a virtual panel discussion, leaders from our engineering teams shared their insights on some of the latest industry trends and lessons learned from their own professional development journeys. Our panelists also shared the importance of continuous exploration and curiosity with a thought-provoking conversation about software development as the driving force behind HARMAN’s cutting-edge products and solutions.

Celebrating Professional and Personal Achievements

Our HARMAN engineers draw on both their science-based knowledge and creativity in order to help deliver unprecedented connectivity and levels of personalization to our consumers. We strive to create a workplace environment where all our employees feel empowered to embrace their individuality to further push the boundaries of innovation. During Engineers Week, we celebrated our engineers who have combined their profession with their own unique interests and personal talents, like Tessa, a HARMAN Field Application Engineer (FAE) and an EDM performing artist, and Pawel, an engineer, people leader, and music producer.

Creating Pathways for the Next Generation of Engineers

Through the ongoing support of our HARMAN Inspired partners like the 1,000 Dreams Fund and Technovation, HARMAN is committed to helping the next generation of leaders break barriers and pursue careers in science, technology, and engineering. To learn more about how we’re empowering the next generation of women and girls in STEAM and helping work toward a more equitable future, visit: https://www.harman.com/inspired

As we reflect on our Engineers Week celebrations, we at HARMAN cannot thank our engineers enough for the innovation, creativity, and dedication they bring to powering our connected technologies. For engineers exploring a fulfilling career where you can bring your individual passions to work, visit http://jobs.harman.com/.

As the United States Department of Agriculture (USDA) Strengthening Organic Enforcement (SOE) final rule’s implementation deadline of March 19, 2024, quickly approaches, companies are making sure their organic operations are compliant with the new requirements. Grounded in the need to prevent fraud along the organic supply chain, the SOE final rule will help bolster consumer trust in the USDA National Organic Program (NOP) Organic Seal. That being said, ongoing consumer trust in the USDA Organic Seal depends greatly on organic operators doing their best to identify, eradicate, and prevent fraud from happening at every step along the supply chain.

To do so, the mandatory drafting and coordinating of an organic system plan (OSP) — which must also include an Organic Fraud Prevention Plan (OFPP) — stand to be the most significant changes coming from the SOE. In its Organic Fraud Prevention Guide, the Organic Trade Association (OTA) writes, “Recent activities and USDA investigations have revealed products fraudulently labeled as organic and gaps in the complex organic supply chain, specifically as it relates to organic imports. Compromised supply chains due to fraud can erode consumer trust in the integrity of the organic brand. Strong action is needed to improve the effectiveness of controls throughout the organic product supply chain,” (see page 2 of OTA’s Organic Fraud Prevention Guide).

This increased focus on fraud prevention will significantly impact how the entire organic sector and associated supply chains function. Below SCS walks through the major components and rationale behind the specifications of the new OFPP requirements and helps get your company started with relevant resources.

How is organic product fraud defined?

The OTA defines organic product fraud as an “intentional, misleading or deceptive action carried out for illicit financial gain.” Examples can include “adulteration, substitution, falsified records and the deliberate mislabeling of goods, as well as false statements made on applications, organic system plans, and during inspections,” explains OTA. Among other SOE considerations, an organic operator will be expected not only to be aware of opportunities of fraud along the organic supply chain both before and after its individual organization’s involvement, but also to develop a system to document and prevent these instances of fraud through their OSP’s organic fraud prevention plan.

Therefore, it’s essential for each company to know and understand its products and any associated risks. Such risks might include relevant transaction points along the supply chain, the geographic history of each product, the economic status of each supplier or service provider, and the general history of the product and all suppliers, shippers, brokers, and distributors. Knowing this information for all suppliers will be critical as will understanding the precise verification measures and any possible gaps along the way.

How does the OSP work under the SOE final rule?

An OSP — and specifically the mandatory OFPP component — mobilize several important features of the SOE final rule. One of the functions of the OSP is to describe the monitoring practices and procedures used to verify that suppliers within a certified organic operation’s supply chain are appropriately certified to the activities, scope, and complexity of the operation, and confirms the status of agricultural products received by the operations. The OFPP functions to detect and prevent fraud along an operation’s entire organic supply chain.

It’s important to note that the operation itself is responsible for crafting and implementing its own OFPP as part of its larger OSP.

What if my company doesn’t have an OFPP?

An organic system plan and accompanying organic fraud prevention plan are mandatory under the new SOE rule. With the March 19 deadline approaching for all organic operations to be compliant, companies will want to take immediate action to meet these new requirements.

SCS has developed a form that organizations may use as an Organic Fraud Prevention Plan. Once completed, the form can be submitted along with any relevant addenda or attachments to function as a comparable OFPP.

Supply Chain & Critical Control Points (CCP)

Any organic operation will want to begin their OFPP by diagramming its supply chain and identifying critical control points (CCP) for each significantly different organic supplier along the way. A CCP refers to a specific stage in a process or supply chain where control measures are necessary to prevent, eliminate, or reduce risk while ensuring the integrity of a product or supply chain is maintained.

Organizations with existing flowcharts, diagrams, maps, or other means of illustrating their supply chain and these CCPs can include such documentation as an addendum to their OFPP, making adaptations as necessary to specifically identify CCPs for organic fraud.

Operations diagramming their supply chain for the first time should identify all incoming ingredients, products, and services representing the operation’s entire supply chain. This information may include specific ingredient groups, certification status of each entity within the supply chain, the location of each supplier, details of transportation and storage events, as well as all other handling activities. Above all, an operation must identify and highlight the CCP throughout their supply chain.

Vulnerability Assessment

Another essential component of an operation’s organic fraud prevention plan is the vulnerability assessment. Recognized as a systemic evaluation that identifies and analyzes weakness or susceptibilities within an organic system, the vulnerability assessment allows operations to bring forward their knowledge of potential risks and weak spots throughout their supply chain. The assessment helps an operation to understand these risks and clarify any relevant events or transactions that could compromise the organic integrity of its products. Importantly, the vulnerability assessment also allows an operation to develop viable strategies to prevent and mitigate risk of fraud for each CCP identified during their supply chain evaluation and diagramming exercise. The vulnerability assessment must include an explanation of the operation’s process to perform a vulnerability assessment, including actions taken and factors considered.

Components of the vulnerability assessment can be further divided into two distinct categories:

Product Assessment and Supply Chain FactorsInternal Company Vulnerability Factors

The vulnerability assessment should consider where the pressure, opportunity, and rationale for fraud exist, both outside and within the organization. For example, when a supplier or an employee has a reason for committing fraud, the opportunity to do so without being caught, and can justify their behavior, the likelihood of fraud increases.

Additional Information to Include in an OFPP

Operations developing their OFPP will also need to include an explanation of their supply chain verification program, an explanation of their training and reporting protocols, and a clear representation of how the OFPP is being measured, monitored, and continually improved.

Where do I go to learn more about SOE?

SCS recommends starting with the full text of the final rule, the National Organic Program’s website, the Organic Trade Association’s (OTA) SOE Fact Sheet, and the Agricultural Marketing Service’s (AMS) SOE Fact Sheet. Also helpful is the USDA’s side-by-side comparison of the original organic regulation language and the new SOE. Organizations with questions or concerns about the implementation deadline of March 19, 2024, or about certification to the USDA Organic standard, should reach out directly to SCS Global Services as soon as possible.

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For more information, please contact: 
Ned Halaby 
Director of Sales – Product Claims 
+1-510-993-0235

As part of its commitment to making homeownership more accessible, KeyBank is pleased to announce that it now offers Freddie Mac Home Possible®i mortgage loans.

The Home Possible® mortgage offers more options and credit flexibilities than ever before to help eligible individuals attain the dream of owning a home. In addition to its down payment requirement of as little as 3%, Home Possible® also offers more options to responsibly increase homeownership for more individuals. Many types of down payment sources are acceptable with Home Possible®, including family, employer-assistance programs, and secondary financing.

Learn more about Freddie Mac Home Possible® mortgage loans

“We are excited to partner with Freddie Mac to offer Freddie Mac’s Home Possible® mortgage loan, which helps eliminate barriers to owning a home,” said Dale Baker, KeyBank President of Home Lending. “Our commitment to making homeownership more accessible and achievable helps us deliver on KeyBank’s purpose of helping the clients and communities we serve thrive.”

KeyBank’s 2024 Financial Mobility Survey found increasingly rising costs have made many Americans question whether owning a home is feasible. Of those people (20%) who are not currently in the market to purchase a home and haven’t purchased one in the past year, 69% believe the dream of owning a home is not very attainable.

The Freddie Mac Home Possible® mortgage loan product can be combined with KeyBank’s two special purpose credit programsii, which can also help make homeownership more affordable and attainable. The KeyBank Home Buyer Creditiii and KeyBank Neighbors First Creditiv provide homebuyers purchasing eligible properties in eligible communities up to $5,000v to be used towards closing costs and pre-paid fees that may come with financing a new home. Since its launch in September 2022, through March 1, 2024, KeyBank has funded more than $1.63 million in KeyBank Home Buyer Credits, helping 368 clients achieve their dream of homeownership in areas where the program is available. The Neighbors First Credit launched in July 2023. Through that program, Key has funded more than a half million dollars in credits, helping 104 clients through March 1, 2024.

“Home Possible® is a new option for our clients that will have a transformative effect, providing them with yet another option to unlock the possibility of sustainable homeownership,” said Rachael Sampson, KeyBank Head of Community Banking for the Consumer Bank. “Home Possible® and our KeyBank special purpose credit programs show how committed we are to adding products and programs that help make the dream of owning a home a reality.”

For more information about Freddie Mac Home Possible® mortgage loans or KeyBank’s SPCPs, clients can visit a KeyBank branch or use the Find a KeyBank Mortgage Loan Officer tool on key.com.

NMLS# 399797. NOTICE: This is not a commitment to lend or extend credit. Conditions and restrictions may apply. All home lending products, including mortgage, home equity loans and home equity lines of credit, are subject to credit and collateral approval. Not all home lending products are available in all states. Hazard insurance and, if applicable, flood insurance are required on collateral property. Actual rates, fees, and terms are based on those offered as of the date of application and are subject to change without notice.

CFMA #240304-2483328

iMaximum income is limited to 80% of the Area Median Income (AMI) in all census tracts.

iiSpecial Purpose Credit Programs (“SPCPs”) are, generally, programs that are established to meet special social needs or the needs of economically disadvantaged persons by extending credit to persons who would probably be denied credit or would receive it on less favorable terms, under certain conditions. See 15 U.S.C. § 1691(c)(1)-(3); 12 C.F.R. § 1002.8(a).

iiiAvailable on primary residence first lien purchases only. Property must be located in an eligible community as determined by KeyBank. Eligible Communities are subject to change without notice. Additional terms or restrictions may apply. Ask us for details.

ivAvailable on primary residence first lien purchases only. Property must be located in an eligible community in KeyBank’s retail footprint or Florida. Eligible communities are determined by KeyBank and subject to change without notice. Additional terms or restrictions may apply. Ask us for details.

vCredits up to $5,000 to be used towards closing costs and prepaid fees.

Sofidel

Today, when discussing corporate culture, we emphasize the importance of purpose, the reason, or “higher” purpose, of the company. This qualifies the company on the market and generates long-term value for stakeholders. It is also the result of the growing role being recognized for businesses, in conjunction with institutions and other social parties, to resolve the complex problems that need to be addressed, starting with the ongoing transformational change.

To this end, expanding the scope of corporate responsibility, which encompasses environmental and social dimensions that have become absolutely relevant, these years has undoubtedly created the conditions for further enrichment and development of the corporate culture deeply rooted in the values embodied by a company and expressed in its vision, goals, policies, and the behavior of its people. It is a dynamic that affects all markets and companies of all sizes.

This issue of Soft&Green features an interview with Cristina Bombassei, president of AIDAF, the Italian Association of Family Businesses (the Italian Chapter of FBN, Family Business Network), to understand how corporate culture is evolving within the economic realities it represents. The issue also discusses other phenomena – such as the growth of corporate museums, the spread of training programs to strengthen employees’ sense of belonging, and the importance of organizations such as the Global Compact that help companies evolve – that point to an evolution in corporate culture and how companies’ identity assets are managed.

All this is in the wake of insights or best practices that often come from afar, thanks to highly visionary entrepreneurs or managers. Because, in words attributed to Bernard of Chartres, “We are dwarfs on the shoulders of giants.”

About The Sofidel Group

The Sofidel Group, a privately held company owned by the Stefani and Lazzareschi families, is a world leader in the manufacture of paper for hygienic and domestic use. Founded in 1966, the Group has subsidiaries in 12 countries – Italy, Spain, the UK, France, Belgium, Germany, Sweden, Poland, Hungary, Greece, Romania, and the USA – with more than 6,400 employees. A member of the UN Global Compact and the international WWF Climate Savers program, the Sofidel Group considers sustainability a strategic imperative and is committed to promoting sustainable development.  For more information, visit www.sofidel.com.

Media Contact:

Fabio Vitali
Fabio.Vitali@sofidel.com 
www.sofidel.com

At SAIC, we value our people for their unique perspectives, life experiences, values and skills. We empower our employees to succeed by developing their potential and enabling them to bring their authentic selves to work and consistently deliver innovative solutions for our customers. We are proud to highlight the winners of our 2024 Black Engineer of the Year Awards (BEYA) in the “Modern Day Technology Leader” and “Science Spectrum Trailblazer” categories for their outstanding achievements in a STEM profession. They exemplify all of our talented people, who apply their expertise and determination to our customers’ missions so that we can solve the most difficult challenges and succeed together.

SAIC HONORS OUR 2024 BEYA WINNERS

SAMFORD ANDERSON 
Senior Operations Research Analyst 
BEYA Modern Day Technology Leader

Samford Anderson is a senior operations research analyst, managing the planning and execution of U.S. Army constructive experimentation, overseeing the outcomes, analyzing data and producing experiment reports for the organization. He joined SAIC as a doctrinal and mission command expert, and in that role he has successfully planned and executed constructive simulation experiments and war game events to inform science and technology investments in force design of Army combat unit formations.

Anderson is an Army veteran. Throughout his 29-year military career, he was assigned many positions of increasing authority and responsibility in which he led multicultural organizations comprised of service members, Department of Defense civilian employees and contractors to achieve objectives in support of the national defense strategy. He is a member of the National Infantry Museum and Soldier Center, the Military Officers Association of America and the American Legion.

Anderson earned a certificate in electromagnetic warfare data analysis from Georgia Tech, a bachelor’s degree from the University of Hawaii and a master’s degree in organizational leadership from Regent University. He is also a Certified Modeling and Simulation Professional Master level.

WATCH VIDEO

MARCUS HILL 
Senior Program Manager 
BEYA Modern Day Technology Leader

Marcus Hill is a senior program manager in the Information Technology Office within SAIC’s Business and Customer Experience Office. Hill joined SAIC as software engineer supporting several Department of Defense initiatives and eventually transitioned to leadership roles in research and development, profit and loss, and IT. He has led several program management offices and supported the U.S. Army Corps of Engineers’ $1.3 billion Revolutionary Information Technology Service program, implementing a technical business management framework and plug-in that enabled insight into financial spending and budgets to improve decision-making. His current focus is on mergers, acquisitions and divestitures. Most recently, he led the Separation Management Office in executing the divestiture of SAIC’s logistics and supply chain management business, valued at $350 million.

Hill earned a bachelor’s degree in aerospace science engineering from Tuskegee University and an MBA from Rollins College, and is pursuing a doctorate in business administration at the University of North Alabama. He is a member of SAIC’s Multicultural Employee Resource Group and is active in community service through his church. He is a certified TBM Executive for technology business management, has a Project Management Professional certification, and is a member of the North Alabama Chapter of the Project Management Institute and the ITIL Foundation.

WATCH VIDEO

DEJA NOEL 
Cybersecurity Specialist 
BEYA Modern Day Technology Leader

Deja Noel is a cybersecurity specialist with SAIC’s Governance, Risk and Compliance team. Her role includes identifying, assessing, reporting and mitigating risks; evaluating international travel requests regarding company assets; and reviewing enterprise software requests. Noel joined SAIC as an intern, where she learned about cybersecurity working in corporate operations. Noel’s journey from novice to accomplished professional underscores her commitment to contributing significantly to the protection of digital environments and critical data.

Noel is a member of the leadership team for SAIC’s Women’s Employee Resource Group. She spearheaded the group’s annual blood drive in collaboration with the American Red Cross, overseeing event coordination. In addition, Noel has actively contributed to volunteer initiatives supporting the Leukemia & Lymphoma Society and participated in Feeding America events.

Noel earned her bachelor’s degree from Seminole State College of Florida.

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DONALD TARPLEY 
Program Analyst Manager 
BEYA Science Spectrum Trailblazer

Donald Tarpley is a program analyst manager, serving as an invaluable principal advisor for lifecycle logistics strategy, execution and continuous improvement for property and program management for the U.S. Department of Homeland Security’s (DHS) Science and Technology Directorate. He is a highly sought-after expert and invaluable leader of a seven-person team, responsible for loss prevention for more than $125 million in accountable personal property assets per year. In 2022, he and his team were awarded the DHS Under Secretary’s Award for Science and Technology Program Management Support.

Tarpley is a member of the National Property Management Association in Northern Virginia and serves as a consultant for a community of interest with the DHS Personal Property Committee. As a dedicated blood drive volunteer with the American Red Cross, he has contributed to more than 1,000 lifesaving efforts each year.

Tarpley earned his bachelor’s degree from Penn State University and is working to obtain Project Management Professional certification from the Project Management Institute.

WATCH VIDEO

GEATAEUS WILLOCKS 
Systems Engineering Manager 
BEYA Science Spectrum Trailblazer

Geataeus Willocks is a systems engineering manager in SAIC’s Space and Intelligence Business Group. She joined SAIC as a radio frequency systems engineer supporting the Special Programs Directorate within the U.S. Air Force Space and Missile Systems Center, where she successfully advised and led acquisition programs in electronic warfare space control.

Throughout her career, Willocks has held numerous positions of increasing authority, leading teams focused on atmospheric traffic control and research and development with particular emphasis on propulsion technologies, X-ray vision and super-hearing.

Willocks earned her bachelor’s degree in electrical and computer engineering from Ohio State University and her master’s degree in electrical engineering from Johns Hopkins University. She currently serves as a mentor to middle school girls through Tech Trek, an organization sponsored by the American Association of University Women to encourage girls to consider careers in STEM.

WATCH VIDEO

Learn more about our diversity, equity and inclusion initiatives at our DE&I page.

International Olympic Committee news

This will enable the IOC to engage more effectively with the global efforts to address climate change, underscoring its commitment to reducing emissions and to leveraging the role of sport as an “important enabler” for the United Nations (UN) Sustainable Development Goals (SDGs).

“We want to use the power of sport to help address one of the biggest challenges humanity is faced with,” said IOC President Thomas Bach. “Being an observer to the UN Climate Change process gives us an opportunity to contribute to the climate change debate, and build and strengthen relationships in our ongoing mission to build a better world through sport, including where climate change is concerned.”

Being an observer to the UNFCCC process and the Conference of the Parties (COP) will allow the IOC to:

Follow the negotiations in order to provide tailored substantive inputs to Parties; andFormally share position papers and submissions to advocate for recognising and mainstreaming the sports sector as a contributor to climate change mitigation efforts.

The UNFCCC is a global agreement on climate change, which forms the foundation for the annual COP meetings. These bring together world leaders, diplomats, scientists, Non-Governmental Organisations (NGOs), Inter-Governmental Organisations (IGOs), journalists, and various other stakeholders. COP21 in 2015 produced the historic Paris Agreement, while last year’s COP28 brought agreement on the need to phase out the use of fossil fuels.

As sport globally is increasingly affected by climate change, the IOC has taken a leading role in driving climate action among the sports community. Sustainability is a key element of the IOC’s strategic roadmap, Olympic Agenda 2020 and Olympic Agenda 2020+5, which among other things calls for the Olympic Movement to foster sustainable Olympic Games; strengthen the role of sport as an important enabler for the UN SDGs; and lead by example in corporate citizenship.

As part of this commitment, the IOC has set itself the goal of reducing its own emissions by 30 per cent by the end of 2024, and by 50 per cent by 2030, in line with the Paris Agreement. It is also using its global platform and influence to encourage other sports organisations and fans to follow suit.

In addition to reducing its own emissions, the IOC is creating an Olympic Forest, which aims to bring social, economic and environmental benefits for communities in Mali and Senegal that are heavily impacted by climate change.

In 2018, with UNFCCC, the IOC co-launched the UN Sports for Climate Action Framework, which aims to create a climate action plan for sport. The Framework requires sports organisations to reduce their emissions by 50 percent by 2030, and to report annually on progress. Thirty-four International Sports Federations, 52 National Olympic Committees and the Organising Committees for Paris 2024 and Milano Cortina 2026 have so far joined the Framework.

The IOC has also increased its requirements for the Olympic Games to address climate change. From 2030 onwards, Games organisers will be obliged to minimise direct and indirect Games-related carbon emissions; strive to remove more carbon from the atmosphere than the Games project emits; and use their influence to encourage stakeholders to take climate action.

Already in 2024, the Paris 2024 organisers plan to set new sustainability standards for major sporting events by reducing the Games’ carbon footprint by half compared to the average of London 2012 and Rio 2016. These will also be the first Olympic Games aligned with the Paris Agreement on Climate Change.

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The International Olympic Committee is a not-for-profit, civil, non-governmental, international organisation made up of volunteers which is committed to building a better world through sport. It redistributes more than 90 per cent of its income to the wider sporting movement, which means that every day the equivalent of USD 4.2 million goes to help athletes and sports organisations at all levels around the world.

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For more information, please contact the IOC Media Relations Team: 
Tel: +41 21 621 6000, email: pressoffice@olympic.org, or visit our web site at www.ioc.org.

Broadcast quality footage

The IOC Newsroom: https://newsroom.olympics.com/

Videos

YouTube: www.youtube.com/iocmedia

Photos

For an extensive selection of photos available shortly after each event, please follow us on Flickr.

To request archive photos and footage, please contact our Images team at: images@olympic.org.

Social media

For up-to-the-minute information on the IOC and regular updates, please follow us on X and YouTube.

LINCOLN, Neb., March 11, 2024 /3BL/ – Private sector leaders have the power to rebuild trust in the voluntary forestry carbon market, according to a new article published by TIME Magazine authored by Arbor Day Foundation chief executive Dan Lambe.

In the TIME Magazine piece, Lambe discusses the apparent crisis of confidence in the voluntary forestry carbon market and its larger implications in the fight against climate change. He also addresses the concerns of corporate leaders regarding the risks of the market and offers guidance on how to navigate those challenges while fueling critical forestry work.

The column was published as part of the TIME CO2 Futures Collection. The initiative from TIME Magazine was created to advance business climate action by leveraging the stories and insights of climate, corporate and sustainability experts.

The full article can be viewed here.

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According to the United Nations’ Food and Agriculture Organization, women are the face of farming globally. In the United States, according to the United States Department of Agriculture, more than half of all farms have women producers accounting for 1.2 million of the nations 3.4 million producers, and 9% of farms are entirely run by women.

Since 1982, female-led farms have tripled in the United States. Around the globe, the number can be as high as 50% in some countries. However, According to a report just issued from the NGO, PAN Asia Pacific, it is estimated that women do 75% of the agricultural work, yet they only own or control less than 20% of the agricultural lands.

As towns, states, and countries make proclamations honoring March as International Women’s Month, it seems only fitting to put some focus on the women working to feed America. Farming is not an easy job. It is not for the faint of heart, and according to Danielle Goodrich-Gingras, Dairy Herd Manager for Goodrich Family Farm in Salisbury, VT, “it’s not a job; it’s a way of life.”

From raising dairy cows or raising cattle for beef to raising vegetables and other crops like hemp – women are slowly becoming the face of the next generation of American farmers.

Women in Farming Count

According to Audra Mulkern, Founder of The Female Farmer Project: “There really is no good data on women in farming in the United States. It was not until 1978 that the USDA began tracking gender in its farm census.”

“We only started to see women appearing in the farm census count in 1982,” stated Mulkern. “Yet, the census was asking the wrong questions. They were only asking for the primary farmer, and like most farms, it was the husband that was counted. That didn’t change until 2018, when they began to allow for the inclusion of four names to be listed. So, there isn’t any legacy data to compare, and that has made it harder for us to track the rise or fall of women in farming in the U.S.”

Mulkern has spoken extensively about the lack of inclusion of women in farming statistics. She often highlights the forgotten women of our past, like the Woman’s Land Army of America, who were dubbed the “Farmerettes.” These were the women who served our nation during the first and second World Wars by taking to the fields and the barns to do the farming while men fought battles around the globe.

Anna Baldwin, who revolutionized the dairy industry, is largely unknown. She invented the first suction milking machine – the Hygienic Glove Milker – which was patented in 1879. Between 1860 and 1880, Baldwin filed five patents, including a device to treat milk to create butter, amongst others.

Yet, these stories of women farming our nations’ lands have long been forgotten.

The Female Farmer Project is working to tell those stories – both of those who came before and of those women who are now leading the way in all areas of agriculture. Whether it be in the field, in the milking parlor, or running the family farm stand – women are the ones feeding our nation. The Female Farmer Project has joined forces with KR Creative Strategies Studio to produce and distribute the documentary, “Women’s Work,” which will be coming soon to a screen near you in 2024. You can watch the trailer of “a story that is long overdue” on the Women’s Work website.

Mulkern, a retired Microsoft executive, knows something about breaking through the “glass ceiling” in industry. Still, when it comes to farming, she believes that women farmers face a different ceiling – the “grass ceiling” – and she calls on us all to “mow that ceiling down.”

Women In Agriculture 

The stories of women like Anna Baldwin and the Farmerettes have paved the way for today’s women in agriculture, like Danielle Goodrich-Gringas and Denise Barstow Manz. Both of them are integral parts of their generational family farms, and both are hosts to a Vanguard Renewables® Farm Powered® anaerobic digester. Their family farms are recycling their manure and food and beverage materials from nearby businesses into renewable energy, liquid fertilizer, and bedding for their herds, supporting a virtuous circular solution for food and farm waste, and helping to decarbonize their farms and our lives.

Danielle Goodrich-Gingras is a third-generation farmer at the Goodrich Dairy Farm in Salisbury, Vermont. Growing up on her family farm, it was expected that she would follow in the footsteps of her brothers and go off to boarding school, then college, and then find a career that was vastly different from dairy farming.

Goodrich-Gingras said: “I was scared to tell my family I wanted to be a farmer. It was expected I would go off to school for business or some other field. When I told my dad my path would be different, they were shocked. I always worked on the farm, loved animals, and loved the work, yet they were still surprised.”

It was Goodrich-Gingras’ grandfather that needed the most convincing. She says: “He was from a different generation, and I was the baby of the family. He wasn’t convinced that I could handle the work. So, when I came back from college, I wasn’t thrown into management; I was thrown into the barns and the thick of it. Once he saw me doing the milking, caring for the herd, and giving it all I got – he realized that this wasn’t just a job for me, but it was a lifestyle.”

Denise Barstow Manz’s story is different from Danielle’s but no less important. She is a seventh-generation family farmer who runs Barstow’s Dairy Store and Bakery at the family’s Longview Farm with her two cousins, Shannon, Kelly, and Kelly’s partner Jean.

“I wouldn’t consider myself a ‘farmer,’ nor would any of us who work in the farm stand,” said Denise Barstow Manz. “We have amazing women who do work on our family farm as farmhands, but at some point or another, we all pitch in if needed.”

The Barstows have been farming their land for over 200 years and keep 450 acres of Massachusetts farmland open. Barstow Manz believes: “This is important for climate resilience, food security, groundwater, and for the region’s wildlife habitat. It’s why I wanted to come back to be part of that story and continue the legacy of the land and of food security in our state.”

Denise, Shannon, Kelly, and Jean agree that community is the driving force behind all they do. Being part of a family business that is embedded in the community is one of the most important aspects of their family farm and its farm stand. It’s why each is more committed than ever to working together with their family to keep their family farm viable for future generations.

Mowing the Grass Ceiling – Challenges Facing Women Farmers

In the United States, many people conjure an image when they think of farming: a man wearing overalls and working the land or in the barn. However, that is not what farming looks like today. There are still hurdles that women face every day and ceilings that need to be mowed for women in farming.

“The biggest challenge facing women farmers today is access – access to capital, to land, and equipment,” said Mulkern. “Many female farmers don’t own the land they are farming, and they don’t want to make capital improvements on land they don’t own. They think about portable washing stations, hoop houses, and processing facilities. Women farmers need greater access to capital, and it’s why the USDA is beginning to think about funding its programs differently. They are making investments in female and other disadvantaged farmers; it’s just not at the pace that we need for our female farmers to succeed.”

Goodrich-Gingras sees one of the biggest challenges as being seen as an equal. Not by her family but by others. “I still have people that show up in my office and ask to speak to the boss and assume that person is not me. In the past, I have had to fight to be taken seriously, and sometimes I still struggle with that. I’m blessed that my family supports me 100%. Danielle runs the herd, nobody else, and my family isn’t scared to tell people that,” said Goodrich-Gingras.

For Barstow Manz, it’s about carrying on the family legacy. She says: “The reason we are showing up to work is not to make lots of money. We could all have better paying jobs in another industry, but it’s not about that for us. It’s about ensuring our family legacy and taking care of our community. We are dedicated to keeping our farm vital and the center of our community for generations to come.”

Advice for the Next Generation of Female Farmers

Women are becoming the face of farming around the globe, and if you go to any farmer’s market around the U.S., the faces you see behind the fresh produce, the meats, and other products are women.

Mulkern wants female farmers to go for it and tell their stories: “The number one product women farmers have is their story. That story is beautiful and makes for a beautiful life. You get to wake up every day and be outside and feed your community. That’s a wonderful life; go for it.”

“It’s not a job; it’s a lifestyle. Be fully committed and be yourself – don’t forget who you are and never question how hard you’re working. It’s a wonderful industry to be a part of, and I would encourage any young woman to intern or take a summer job on a farm to see if it is truly their passion,” said Goodrich-Gingras.

Finally, the Barstow’s all say it’s important to remember your community. “Community is everything to us, and we wouldn’t be here today without our Hadley, MA neighbors. We support each other and are invested in making sure that we lend a hand when needed, and that’s returned tenfold,” said Barstow Manz.

Farming is changing, and as women take their place on the tractor, in the milking parlor, in the dairy bar, or in leadership roles in the agriculture industry, it’s their time.

–John Hanselman, Founder and Chief Strategy Officer, Vanguard Renewables