Tag: 3BL

In a recent episode of ESG Insider from S&P Global, host Esther Whieldon strives to answer the question, What will it take to decarbonize supply chains? For example, what will it take for companies to achieve net-zero goals and decarbonize supply chains — including those involved in the hard-to-abate sectors such as transportation? 

Surprise, “the answer may not always be as simple as buying renewables or using electric batteries,” Whieldon said. To learn more, Whieldon sat down with guests from several sectors – including Sarah Mouriño, Senior Director of Sustainability for DP World Americas – to explore how companies are moving from setting sustainability-related targets to figuring out how to reach those goals. 

With over two decades of experience – including leadership roles at Maersk and the International Maritime Organization – Mouriño brings a wealth of knowledge on transitioning the asset-heavy, diesel-reliant maritime and freight sector towards a more sustainable future. 

Hint: Navigating the transition to a more sustainable, low-carbon future will require collective action, innovative thinking, and strategic partnerships. 

The Decarbonization Challenge

Decarbonization is “the No. 1 thing on every sustainability agenda for every major company that operates a freight or maritime operation,” Mouriño said. “The biggest challenge that we have is decarbonization. It’s a very asset-heavy industry that’s highly reliant on heavy machinery that’s operated by diesel fuel.” This underscores the enormity of the challenge, with port terminals and cargo logistics operations dependent on large, energy-intensive machinery.

Mouriño shed light on the formidable challenges and innovative strategies shaping the decarbonization efforts within the maritime and freight industry.  She noted that DP World’s goal of achieving net-zero emissions by 2050, with interim targets for 2030 and 2040, demands a radical overhaul of existing technologies and fuel sources. This includes aggressive testing and deployment of alternative technologies, as the company aims for large-scale transformation.

Pioneering the Zero Emission Port Alliance

A significant step forward is the formation of the Zero-Emission Port Alliance, announced at COP 28. This collaborative effort, announced in partnership with APM Terminals, is designed to bring together equipment manufacturers, port authorities, terminal operators, and other stakeholders to figure out, “How do we create these technologies, how do we deploy them at scale, and what is the tipping point that we all need to get to in order to make this a reality for our industry?” Mouriño said. The alliance seeks to harness the industry’s collective expertise and resources to overcome technological hurdles and achieve scalability.

Electrification and Hydrogen: The Dual Pathways

Battery-electric solutions and hydrogen are being held up as promising pathways to decarbonization. This focus highlights the industry’s multifaceted approach. While electrification offers a direct route to reducing emissions for smaller equipment, the challenge of powering larger machinery with batteries remains. Hydrogen, with its higher energy yield, appears more suitable for heavy-duty applications, though questions about production, infrastructure, and environmental impact persist.

“Each solution has its pros and cons,” Mouriño said. “ So it’s not clear yet as to which one is going to work out the best, and neither of them is a silver bullet solution.”

Industry-Wide Priority

Decarbonization is not just a DP World agenda but a sector-wide imperative, dominating sustainability discussions across the freight and maritime industry. The complexity and cost of transitioning away from diesel, coupled with the longevity and investment associated with heavy machinery, make this a daunting task. Yet, the potential for efficiency gains and cost savings through improved supply chain utilization presents a compelling case for innovation and investment.

Looking Ahead

As the industry grapples with these challenges, the journey towards decarbonization is characterized by experimentation, collaboration, and a relentless pursuit of efficiency. The dual focus on technological advancement and operational optimization underscores a holistic approach to sustainability, with the ultimate goal of harmonizing economic and environmental objectives.

For more insights into decarbonization, listen to the full podcast at ESG Insider from S&P Global.

Whether adjusting for the unexpected or deciding on an entirely new path, we commit to marching forward. In our second year with a focused ESG and sustainability strategy, we did just that — kept our focus on making incremental progress and being open and honest about where we are in our journey. 

The 2023 Baker Tilly Imprints | Impact Report details this journey and includes roadmap achievements, materiality expansion and next steps for 2024. Here are a few highlights of the stories and metrics: 

Our next iteration of our DEI strategy empowered our industries, service lines and geographies to drive activation of equity and inclusion programs at the local level, further embedding them in our business. We introduced resource groups that support and connect our caregivers and people who are neurodiverse and/or have physical disabilities, and we created easy access to the health and well-being benefits and services we offer our team members.   Our materiality assessment put ethics, compliance and independence in the top spot in the eyes of our clients, matching what our team members said last year. We expanded our already robust ethics education platform and increased transparency around the role and responsibilities of our Board of Partners firmwide. We started on the path to inventory our environmental sustainability data, taking a big leap with the procurement of a metrics-reporting platform to track our GHG emissions. For our clients, we proudly established multiple sustainability collaborations with digital reporting companies and the first energy credit marketplace, and embraced our leadership role in navigating the energy credit complexity of the Inflation Reduction Act (IRA). 

Discover more about how we’re making a difference for our people, our clients, our communities and our planet in our 2023 Baker Tilly Imprints | Impact Report.

Originally published by SAN FRANCISCO BUSINESS TIMES on bizjournals.com

Much has changed since Daniel O’Day, chairman and CEO, arrived at Gilead Sciences in 2019. The company has grown considerably and expanded on its long-standing leadership in antiviral therapies to include a focus on cancer medicines. Today the Foster City-based company is the second-largest biotech employer in the Bay Area, and according to a Bay Area Council report, it created an estimated economic impact of $22.1 billion in 2020 alone. It has more than 25 marketed therapies for HIV, cancer, hepatitis, COVID-19 and other diseases, and one of the strongest and most diverse pipelines of new medicines in its history.

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ATLANTA, March 5, 2024 /3BL/ – Georgia-Pacific was awarded the Marcus Downtown Economic Impact Award by Central Atlanta Progress (CAP) and the Atlanta Downtown Improvement District (ADID) during its 2024 Annual Meeting & Awards Celebration at the Signia Hilton Hotel in Atlanta.

The award recognizes Georgia-Pacific’s contributions to the revitalization and growth of downtown Atlanta, as well as its commitment to supporting education, entrepreneurship, community enrichment and sustainability initiatives throughout the city and the country.

Curley Dossman, president of Community Programs for Georgia-Pacific and vice president for the Koch Company Charitable Fund, accepted the award on behalf of the company. Dossman, who is also a board member for the Atlanta Downtown Improvement District, thanked CAP and ADID for the recognition and the ongoing support of Georgia-Pacific and the work it does in the community. He also shared examples of how Georgia-Pacific has partnered with organizations throughout Atlanta, large and small, to support initiatives such as education, preserving Atlanta history, and providing nutrition and housing.

“People are at the heart of everything we do at Georgia-Pacific, and by empowering everyone to achieve their potential, we can create stronger communities and change lives for the better,” said Dossman. “We wouldn’t be able to do the important work we do without the active support of our employees, who not only embody our values at work, but apply our principles in their communities as well.”

Learn more about Georgia-Pacific’s commitment to supporting education and investing and supporting programs that enrich the community.

Georgia-Pacific is the 2024 recipient of the Marcus Downtown Economic Impact Award, which recognizes an individual, company, or project that has stimulated revitalization efforts in Atlanta and strengthened and advanced the community at large.

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13 Refurbishment Centers, Countless Transformations!

Whirlpool Corporation is helping extend appliance lifespans and minimize waste. Discover the refurbishment journey where appliances and parts find new purpose.

To learn more about our sustainability efforts, visit https://whirlpoolcorp.com/environmental-sustainability/

About Whirlpool Corporation

Whirlpool Corporation (NYSE: WHR) is committed to being the best global kitchen and laundry company, in constant pursuit of improving life at home. In an increasingly digital world, the company is driving purposeful innovation to meet the evolving needs of consumers through its iconic brand portfolio, including Whirlpool, KitchenAid, Maytag, Consul, Brastemp, Amana, Bauknecht, JennAir, Indesit and InSinkErator. In 2023, the company reported approximately $19 billion in annual sales, 59,000 employees and 55 manufacturing and technology research centers. Additional information about the company can be found at WhirlpoolCorp.com.

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ROCHESTER, N.Y. , March 5, 2024 /3BL/ – A new study from Paychex, Inc. reveals the benefits and challenges of artificial intelligence (AI) in the human resources (HR) industry, and how opinions on its use and effectiveness differ between HR professionals and employees. The first in a new series of 2024 Pulse of HR Reports entitled “Balancing Tech and Touch in Human Resources,” found that 41% of employees surveyed prefer less AI involvement in their company’s HR processes, while more than half are content with the current (39%) or an increased (20%) level of AI. Of the HR professionals who responded to the survey, 85% say AI provides useful data and analytics, and 79% believe it’s helping to reduce bias.

Increasing Efficiency
The survey of 325 HR professionals in organizations with 20 or more employees, and 1,017 employees found HR professionals using Al are saving nearly a full workday every week (7.5 hours) with more than half (56%) saying it speeds up employee recruitment and screening. Additionally, HR professionals surveyed say the top three functions that AI could transform the most are:

Analytics and data management (58%)Talent acquisition (46%)Onboarding/offboarding processes (43%)

“Our survey found that over half (56%) of HR professionals are already using AI in their role today and I expect that number to increase over time. Knowing these important trends and leveraging the right tools and technologies is critical to our national team of more than 600 HR business partners at Paychex. We work with our customers every day to find a balance between realizing operational efficiency and the human aspect of HR that employees clearly desire,” says Alison Stevens, senior director of HR Services at Paychex.

“It’s clear there’s work to do before achieving an effective balance between HR departments and employees when it comes to artificial intelligence,” adds Stevens. “Transparency will be key, as well as maintaining balance with human interactions. At Paychex, our HR business partners serve as advisors to customers, helping them to better understand and interpret data-driven insights, creating personalized responses to individual company and employee situations, and providing information on regulations that may impact their organization.”

HR vs. Employee Perspectives
The majority of HR professionals surveyed have adopted AI in some aspect, yet only 11% of employees say the process is transparent. Almost half (41%) of employees surveyed prefer less AI involvement in HR decisions, with 39% stating the current level of involvement is appropriate, and 20% preferring more AI involvement. The top HR function that employees surveyed think should stay human-led is conflict resolution and employee relations (78%), followed closely by sensitive issues like layoffs or disciplinary actions (76%).

Additionally, nearly one in four HR professionals expect AI to become integral to their functions in the next five years. A majority (71%) of employees surveyed are not comfortable with AI-led HR departments, and 46% would consider leaving their company if AI were to replace human-led HR teams.

For more insights from the first 2024 Pulse of HR survey, Balancing Tech and Touch in Human Resources, view the full report.

About the Research
These findings are based on a survey Paychex conducted across the U.S. with 325 HR professionals and 1,017 employees sharing their perspectives on AI usage in HR departments. Of HR professionals, company size was between 20 and 99 employees for 26%, between 100 and 499 employees for 24%, and 500 or more employees for the remaining 50%. The survey of HR professionals collected data from January 8-16, 2024, and the employee survey collected data on January 11, 2024. This survey is the first in a new ongoing series of 2024 Pulse of HR research reports.

About Paychex
Paychex, Inc. (Nasdaq: PAYX) is an industry-leading HCM company delivering a full suite of technology and advisory services in human resources, employee benefit solutions, insurance, and payroll. The company serves approximately 740,000 customers in the U.S. and Europe and pays one out of every 12 American private sector employees. The more than 16,000 people at Paychex are committed to helping businesses succeed and building thriving communities where they work and live. To learn more, visit paychex.com.

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Keeping up with the latest nuances in sustainability language can be daunting and make communicating your organization’s impact feel like an uphill battle. Today, the term ‘ESG’ (Environmental, Social, Governance) is widely debated. But, if brands are avoiding the now politicized term, how does it affect their communication strategies? 

In the March edition of Navigating Impact Comms Through the Cosmos – Pisces Edition, 3BL highlights what companies are doing to meet the moment and align themselves with the shifting language of the space. Harnessing the energy of self-reflection Pisces season entails, we dive into timely trends and tips for brands assessing their communication strategy.

Immerse yourself into Pisces season and optimize your sustainability comms here.

Municipal bond issuers are responsible for building and supporting the physical infrastructure and the public goods and services that enable citizens to participate more in an inclusive economy. That makes the roughly $4 trillion US municipal bond market fertile ground for impact investing. Challenges like supplying clean water and improving access to quality healthcare can both be tackled through environmentally, socially, and financially productive investments in communities and institutions.

Leading When Water Is Lacking

As we’ve seen over the past few years, access to water can’t be taken for granted. The country faces historic drought conditions in the West and other regions. For instance, the Rio Grande, a river that countless Southwestern US communities depend on, faces persistent drought and increased water demand.

These challenges disproportionately impact low-income communities. In one study, 14% of respondents said a $12 monthly increase in water bills would lead them to cut back spending on groceries and basic medical care.1 Long-term investments in projects that diversify water sources, combined with water conservation strategies, can go a long way toward improving drought resiliency and reducing the financial burden communities face.

Take El Paso Water, which provides water, wastewater, reclaimed water and drainage services to more than 678,000 residents of El Paso, Texas, and surrounding areas. El Paso’s median household income is 76% of the state’s median; its 18% poverty rate is 29% higher than the statewide rate.

Since El Paso adopted its Water Conservation Ordinance in the early 1990s, per capita water consumption has fallen by roughly 35% and peak water demand by 17% (Display). Strategies implemented include reducing water waste in utility operations through initiatives such as leak detection and maintaining a rate structure that encourages conservation. Education is a lynchpin in galvanizing residential and commercial customers to be more efficient.

The issuer understands the population it serves, so its rates are affordable relative to national medians. And a change in the most recent budget waives the water-supply replacement charge for El Paso’s lowest water users. In fiscal year 2018–19, roughly 50% of all goods and services bought by the issuer were sourced from small, minority, and women-owned businesses, and almost 34% of its construction-project spending was directed to those vendors. By understanding the unique needs of the communities they serve and implementing long-term strategies to address them, municipal issuers like El Paso Water create more equitable and sustainable systems. It’s a model that also applies to healthcare institutions.

Opening Access to Care

Consider that for patients, roughly 20% of health outcomes are determined by the quality of healthcare from providers. The other 80% stem from factors often referred to as social determinants of health (SDoH): substandard housing, poor education systems, neighborhood violence, drug addiction, violence, and food insecurity.2

Recognizing this, many healthcare institutions are transitioning their missions from treating disease to also helping prevent it. For example, Temple University Health—a safety-net hospital—was originally founded to care for patients with limited incomes and ensure access to care in its surrounding Philadelphia neighborhoods. Today, it serves a population in which 45% of households are below the federal poverty level3—versus only 7% in adjacent Montgomery County. Roughly 33% of Temple Health’s gross revenues come from Medicaid—that’s more than double the average share among the nonprofit hospitals tracked by Moody’s (Display).

Temple Health’s impact extends well beyond the bedside. Its Center for Population Health, established in 2014, includes patient-centered medical homes, chronic-disease management programs for high-risk populations using nurse navigators, an inpatient and outpatient community-health work program, peer coaching, and central access for scheduling and follow-ups.

To help patients with complex social and medical-health issues, Temple’s Community Health Worker team visits homes, schedules and attends doctor appointments, coordinates transportation, and connects with other social supports to improve quality-of-life and treatment outcomes.

In 2020, Temple launched the Multi-Visit Patient Clinic to provide a full continuum of care for patients with high emergency-department use and frequent inpatient admissions. On discharge, community health workers link patients with follow-up healthcare, provide meals and transportation, visit homes, and connect with other social supports. Clinic patients have reduced emergency department use by 40% and inpatient use by 21% while increasing the use of outpatient services by 50%,4 demonstrating that they’re seeking more appropriate care in effective settings.

Temple Health also collaborated with local nonprofits, launching a two-year program to help 25 homeless Medicaid patients who frequent hospital emergency departments. Patients are provided free housing and caseworkers to connect them with health and social services. Caseworkers assist patients by furnishing apartments, connecting them with healthy meals, and helping them apply for income assistance such as Social Security.

This program isn’t large, but its impact is. When we compare the first five months that participants were housed to their experience before the program, there was a 75% reduction in emergency department use, a 79% reduction in inpatient hospital admissions, and a 50% increase in outpatient services use.5

Clear, Measurable Impact

Ultimately, the municipal bond market and impact strategies can play huge roles in channeling capital to financially productive uses that also help address environmental and social issues disproportionately affecting marginalized communities. The key is to identify strategies that employ meaningful data and project relevant key performance indicators. These play a vital role in developing better insights on investments and judging how effective they are. Investors play a critical role in supporting municipal issuers that are making a positive impact in their communities. By putting capital to work thoughtfully, they can help build a more equitable and sustainable future for all.

1 https://www.nature.com/articles/s44221-022-00009-w 
2 https://www.uclahealth.org/sustainability/our-commitment/social-determinants-health 
3 https://cph.temple.edu/about/news-events/news/temple-commits-1-million-immigrant-and-vulnerable-populations-healthcare 
4 https://www.templehealth.org/sites/default/files/2022-06/FY22-CHNA-Temple-University-Hospital.pdf 
5 https://www.templehealth.org/about/news/program-aimed-at-providing-housing-support-services-for-people-experiencing-homelessness-sees-75-decrease-in-emergency-department-visits-and-79-decrease-in-admissions

The views expressed herein do not constitute research, investment advice or trade recommendations and do not necessarily represent the views of all AB portfolio-management teams. Views are subject to revision over time.

Learn more about AB’s approach to responsibility here.

Originally published in Crown Holding’s 2022 Corporate Responsibility Report

Water scarcity is affecting an increasing number of regions worldwide. Our recognition of the need to use water with considerable care is the driver behind the Resource Efficiency pillar of our Twentyby30™ sustainability program and grounds our comprehensive water stewardship strategy. We understand that we must be good stewards of this limited and shared resource that is vital to the well-being of the environment, human beings and business operations.

Our Use of Water 

Water is used in many steps of our manufacturing and filling processes. In our facilities, it supports the forming, washing, rinsing and cooling of beverage cans and glass bottles, as well as the separation of sand for glass production. It is also an important element in the manufacture of aluminum and the production of the various beverages made by our customers. Even though Crown’s facilities require freshwater inputs, most of this water returns to the water system and zero water is present in our final product. As a result, beyond evaporation, Crown does not consume water on its final products except for a minimal amount of water attached to the sand sub-product of the glass making process.

We source water from a combination of third parties, surfaces and wells, depending on the operating location. Once utilized, water is sent through an onsite wastewater treatment system prior to its discharge. While a few locations release directly into surface water areas, approximately 95% of our facilities discharge into third-party municipal wastewater treatment systems. Plants that treat wastewater on-site monitor at minimum biological oxygen demand (“BOD”) and chemical oxygen demand (“COD”) parameters, in addition to any parameters required by local discharge and/or operational permits. All discharge follows local regulations. In some cases, including our operations in Mexico and Brazil, the quality of the water discharged is superior to the water that is withdrawn.

Our Approach 

With a diverse geographic footprint, environmental conditions vary from plant to plant. We identify waterrelated impacts by evaluating annually the specific data in each of our locations and developing action plans to address identified risks and opportunities. Our assessments include our incoming and outgoing water as well as the sources and points of discharge. Our water withdrawal is validated through an external third-party verification process. The World Resources Institute’s (WRI) Aqueduct global water risk mapping function also helps us assess water stress and understand which of our sites are located in water-scarcity areas. These sites are subject to partnered replenishment projects, which aim to preserve watersheds for the importance they hold in the community and the environment. We have also signed the United Nation’s CEO Water Mandate and committed to collective action to replenish 100 watersheds. This work aligns with our Twentyby30™ goal to replenish 100% of water consumed from high scarcity watersheds by 2030.

Our Ambition 

We aim to responsibly manage water for the long-term protection of the ecosystems and communities where we live and work. Our water stewardship strategy decreases the potential for business disruption while helping protect scarce resources at the watershed level by taking multiple actions including:

Identifying and eliminating losses and leaksIdentifying and incentivizing water reuse opportunitiesPiloting and replicating new and hybrid technologies toward Minimal to Zero Liquid DischargeMonitoring and recording wastewater quantity, quality, compliance and location of dischargeAdopting company-wide standard operating procedures defining wastewater discharge quality and standard monitoring requirementsEnsuring all employees have continued access to safe drinking waterEnsuring all employees have continued access to sufficient and clean personal hygiene facilities, supplies and educationValidating the number of plants in high water scarcity locationsIdentifying watershed level projects to implement in high water scarcity locations and executing these initiatives in collaboration with local partners

Compliance with local and national laws and regulations is a priority for Crown. Most of our locations are subject to strict national and local regulations on effluent quality. All incidents related to wastewater exceedances are registered and investigated, and corrective actions are implemented where necessary.

Crown plants and offices have readily available potable water that is unlimited and free of charge to employees. Sanitary facilities, including toilets and hand/face washing facilities, are also available across all our facilities.

“Our water stewardship strategy decreases the potential for business disruption while helping protect scarce resources at the watershed level”

Brazil Water Protection Project

The Piracicaba, Capivari and Jundiai (PCJ) Watershed is one of São Paulo’s most important watersheds. Composed of three watersheds, Piracicaba, Capivari and Jundiai, it supplies drinking water for more than 10 million people. The PCJ Consortium is an intermunicipal consortium formed by constituents of the Piracicaba, Capivari and Jundiai Basins. It is a non-profit association which aims to recover the springs in its area of coverage.

In recent years, the PCJ region has faced a severe water crisis, resulting in a significant change in water consumption habits as well as land conservation efforts.

In 2022, Crown supported The Nature Conservancy (TNC) on a water conservation project called the São Paulo Water Fund to protect 100 hectares of forests in the Jundiai Mirim Watershed.

The São Paulo Water Fund – established in 2007 – is a broad initiative with several partners and is coordinated by TNC. The effort aims to create the institutional and financial conditions to support the implementation of nature-based solutions to increase water security in the São Paulo Metropolitan Region (RMSP). The goal is to improve the ecosystem health of the watersheds supplying drinking water to the region.

The water supply for Crown’s Cabreúva facility is within the PCJ basin. The Jundiaí Mirim Watershed is a subbasin of the PCJ and is approximately 40 kilometers from Crown’s plant.

To learn more about Crown Holding’s commitment to corporate responsibility, visit our sustainability webpage.

For full details about Crown Holding’s 2022 Sustainability Report, visit here.

By Virginia Brown

As Duke Energy strengthens the electric grid to be more resilient and reduce outages, the company is offering money-saving programs to customers while ensuring it can handle the increase in electric vehicle (EV) adoption.

Charging EVs during off-peak hours, when fewer people are using electricity, allows the grid to function more efficiently – behaviors that can help keep costs down by reducing the need for new infrastructure.

When Kevin Davis of Indiana, a new EV owner, bought his Tesla, the company suggested he look into tax incentives and other discounts through the state or his electric utility. That’s when he learned of Duke Energy’s EV Off-Peak Credit program.

The pilot program, which launched in Indiana in 2022, helps Duke Energy customers with EVs save money on their monthly electricity bills when charge their vehicles during off-peak hours (Monday through Friday, 9 p.m. to 6 a.m., plus holidays and weekends).

Davis, founder and CEO of Indiana Charters, an Indianapolis-based charter school consulting company, takes advantage of the program since it’s easy and saves him money.

“It’s all automated,” Davis said. “I don’t even have to think about it. They even surprised me with a gift card.”

In the six months since Davis switched from a gas-powered vehicle to an EV, reports indicate a savings of $1,167, including the $100 gift card credits from Duke Energy.

Through financial incentives, the company aims to shift demand on the energy grid to times when it is used less, which is important since about 2 million EVs are expected to be on the road in Duke Energy’s service territories by the end of 2030.

When is off-peak EV charging?

Monday through Friday, 9 p.m. to 6 a.m., plus holidays and weekends.

It’s why the company expanded incentives for off-peak EV charging in 2023. Through a pilot program, eligible Florida customers who have a Level 2 EV home charger can receive a $10 monthly bill credit.

In Indiana, the program provides a $50 quarterly credit for two years, totaling $400 per customer.

The goal, said Candyce Marsh, manager of program management transportation electrification at Duke Energy, is to support customers’ EV transition by offering programs that are simple and easy to take advantage of.

“The good news,” she said, “is that program enrollment has exceeded expectations.”

In 2023, the Florida program reached 2,000 enrollees, which shifted peak grid consumption equivalent to the annual use of several dozen homes.

“It demonstrates that voluntary-managed charging programs can help balance demand on the grid with little inconvenience to customers,” Marsh said. “We want people to be able to simply, ‘set it and forget it.’”

That’s the case for Davis.

“The convenience of charging is incredible,” he said. “I plug in when I get home from work and program my car to charge fully, which for me is 80%. It’s not only not an inconvenience; it’s more convenient.”

Duke Energy’s EV programs

Use the EV Savings Calculator to see how much you’ll save by switching to an EV or the EV Selector Tool to help find a vehicle that’s right for you at EVs – Duke Energy (duke-energy.com).

Programs vary by service area but may include off-peak charging, charger options and installation credits. To see programs available in your area, visit EV Complete – Duke Energy (duke-energy.com).

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