Tag: 3BL

Marine Terminal Operator Roxanna Barrera has worked for Marathon Petroleum in Long Beach, California, for six years and enjoys the challenges and opportunities she’s accepted during her career.As a Marine Terminal Operator, Barrera and her colleagues are responsible for bringing in ships to deliver or pick up petroleum products.Barrera has been able to grow her career through temporary assignments in leadership positions and using the company’s educational reimbursement program to earn a degree in safety.

Roxanna Barrera loves showing her 8-year-old daughter pictures of the birds, pelicans and sea lions she sees at work. She tells her about the vessels her team brings into the terminal in Long Beach, California, and about the people she meets from all around the world.

“I love getting to meet people from Turkey, the Philippines, India, Ecuador, Korea and China,” said Barrera, a Marine Terminal Operator at Marathon Petroleum’s Terminal 2 in Long Beach. “The crews are usually at the dock for a few days loading and unloading petroleum products, so we share stories while monitoring the vessels.”

Barrera has worked for Marathon Petroleum for six years and enjoys the challenges and opportunities that she’s accepted during her career. We asked her six questions about her journey and plans for the future.

First, what does a Marine Terminal Operator do? 

We operate the facility in terms of bringing in ships to deliver or pick up petroleum products. We manage everything related to moving petroleum into and out of the facility. There are tons of daily tasks. We physically tie up ships and boom in ships as an environmental safety precaution. We have tank farms here, so we gauge those tanks to allow the vessels to pump product into the tanks. We assist board operators in performing pipeline movements to allow product to move in, out and through our facilities by manually opening and closing valves.

How did you get started in operations?

It was completely unexpected. I didn’t even know this type of job existed, but now I love it. I grew up here in Long Beach, and I didn’t know there was a marine terminal here. I knew there were refineries, but I didn’t really know all the career options that were available. After college, I was working for a manufacturing company in the quality control department in Carson, California. A coworker was in a program that was preparing her to be a refinery operator. It was an energy pathway program offered in the evenings, so I applied knowing that those kinds of jobs paid well, and the benefits were good. Through a mix of college courses and job site tours, I was exposed to the refineries, marine terminals and wastewater plants. After successfully completing the program, I received a certification in process technology, and then I applied for my job here at the marine terminal.

“I didn’t even know this type of job existed, but now I love it.”

What has been one of the biggest challenges in your career?

I’ve had several opportunities to challenge myself in my career. I am qualified to work at all the docks we manage and work in the yardman role, which is the most challenging for me because it is so physically demanding. Steps alone in a 12-hour shift can easily exceed 20,000, and that does not account for all the stairs we climb to reach the tanks. I try to go to the gym often to stay fit, so this physically challenging position is quite enjoyable.

Recently, I was able to take on a role in leadership as a temporary foreman at the terminal, which challenged me in new ways. Our organization gives people the opportunity to express interest in temporary assignments to support employee development and gain valuable experience. I previously applied for the operations supervisor role a year ago to get some experience interviewing. That let my leaders know I was interested in learning and growing, so when this temporary assignment opened, I was selected. The 90-day assignment was extended until the operations supervisor returned from his temporary assignment. I think I did a good job as a supervisor and I can’t wait to be challenged more when it is my turn to learn other lead roles. Now I’m back in my previous role as yardman, and I’m also working on my master’s degree.

Why did you decide to go back to school?

I am setting myself up to do more in this industry. I have my Bachelor of Science in Public Health Science from the University of California at Irvine. And now I’m back in school at Columbia Southern University working on my Master of Science in Occupational Health and Safety with a concentration in Environmental Management. I’ll graduate in April 2024.

I had a couple of conversations with my previous supervisor, and he had an interest in emergency preparedness. That got me thinking “what else can I do?” With Marathon there’s always room to grow. They encourage self-development. One leader asked me what I was interested in doing, and I shared that I was interested in our environmental, health and safety organization. He mentioned taking courses in safety and that led me to this master’s program. I applied for Marathon Petroleum’s educational reimbursement benefit, which provides financial assistance for certain education-related expenses. The company approved my degree program request for getting my master’s degree.

Where do you see yourself in the next few years?

I am going with the flow right now and open to opportunities. I love operations. I don’t have any plans currently to change roles, but I’m working to be ready if there’s an opportunity to move into safety. There are also a couple more roles in operations that I could learn here at the marine terminal.

What do you enjoy doing outside of work?

I am married, and we have one daughter and a dog. I work 12-hour rotating day and night shifts. The way our schedules work, I work 15 or 16 days a month. That gives me time to work on my master’s program, spend time with my family and read plenty of books. I love having the flexibility to take care of my home life during the week and attend my daughter’s school functions. Being present in my family’s life was a goal for me in 2023, and I feel like the marine terminal has allowed me to do that all while having a fulfilling career.

Interested in a career with Marathon Petroleum?  

Check out our jobs site to learn more.

IBM LinkedIn

In honor of National Mentoring Month, meet IBM’s Marqueta Pomare, a Business Transformation Consultant and military veteran, who volunteers for IBM SkillsBuild as a mentor to fellow veterans and members of communities who are historically underrepresented in technology.

Hoping to make a positive impact, Marqueta’s decision to become a mentor was born out of a personal journey. During her transition from the military to a corporate role, she felt alone while navigating the process.

“I didn’t have help or someone to lean on. If I had questions, I had to navigate the process by myself and I felt overwhelmed, nervous, and had a lot of fear of the unknown. I always told myself that I never wanted anyone to feel the way I felt,” said Marqueta.

The most rewarding aspect of her mentorship journey is the ability to connect with someone who shares a similar background. During this journey, Marqueta has regular check-ins with her mentee, during which she offers support, provides a listening ear, gives feedback, and addresses any questions related to the transition from active duty to a corporate role.

Volunteerism and giving are at the epicenter of IBM’s values and are foundational to its commitment to advancing social and economic inclusivity. Learn more at https://www.ibm.com/impact

Originally Published by Financial Times

When it came time for 17-year-old Esther Egbe – an aspiring engineer living in Texas – to attend college, like millions of students, she needed financial aid to pay for it. Applying for financial aid can be complex and cumbersome, but an AI chatbot called Wyatt, developed by Benefits Data Trust, a US-based non-profit organisation, guided Esther through the process – along with 30,000 other users, more than half of whom are students of colour or from low-income backgrounds.

While much of the discussion around AI today focus on either mitigating harms or reducing barriers to entry for innovators (important considerations in their own right), we haven’t focused enough attention on the end goal: using AI for good.

Safety and accessibility are table stakes, but they’re not enough if economies and societies hope to capitalise on the promise AI offers. We know from experience. The Mastercard Center for Inclusive Growth began its journey to address the growing chasm between those working to solve society’s toughest problems and those with the know-how and assets to unlock data’s potential. At the time, we saw how emerging technologies could be used to build an inclusive economy for everyone, everywhere. It’s why we work to increase access to digital tools and platforms, as well as provide people with the digital literacy skills.

Continue reading here. 

CHICAGO, January 25, 2024 /3BL/ – This week, the University of Chicago Policing Leadership Academy (PLA) welcomed its second cohort of leaders from police departments across the globe. The new participants began a five-month educational program on data-driven management, violence reduction, and building community trust. The impacts of this ambitious leadership and management program are being measured and rigorously evaluated through a randomized controlled trial to ensure it achieves its interconnected goals: reducing violence and increasing the fairness and effectiveness of policing.

“The goal of the PLA is to reduce violence in communities across America. We are honored to welcome our next cohort of students in service that goal,” said Meredith Stricker, Director of the PLA. “By focusing on excellence in leadership and management, we aim to help police organizations better serve their communities.”

The PLA’s second cohort consists of 35 rising police leaders from 35 police departments across the country and the world. These leaders are tasked with managing America’s highest violence police districts every day. Collectively, the first and second cohorts of leaders serve 41 jurisdictions comprising over 28% of homicides in America. Police leaders from Canada, Ireland, and the United Kingdom are also joining the program.

“It is an absolute honor that the San José Police Department was selected by the prestigious University of Chicago to participate in their Police Leadership Academy,” said Chief Anthony Mata, San José Police Department, CA. “Our goal is to develop evidence-based methods that will help us improve our violence reduction strategies in order to keep our city safe while further building trust and confidence in our communities.”

The PLA is part of the University of Chicago Community Safety Leadership Academies, which, along with the Policing Leadership Academy, includes the Community Violence Intervention (CVI) Leadership Academy. 

The PLA is not a one-off training exercise; it’s an education. Its five-month curriculum is handson and interactive, culminating in a community capstone project to actualize and operationalize the skills they learn. Researchers from the world’s leading universities are conducting a multicity, randomized controlled trial to measure the PLA’s impact on safety and fairness outcomes in America’s highest violence neighborhoods.

Research by the University of Chicago Crime Lab shows that changes in police department management can drive reductions in both violent crime rates and police use of force. For example, thirty years ago, the murder rates in Los Angeles and New York City were at their respective historic highs. But from then through the start of the pandemic, murders dropped by fully 80% in LA and 90% in NYC – while trust in police increased and incarceration rates declined. The PLA was designed with a simple question in mind: Why were LA and NYC so successful in reducing their homicide rates after historic highs in the 1990s? Part of the answer is that LA and NYC were early adopters of data-driven management policies and practices.

“Improved police management and leadership plays a crucial role in shaping the well-being of our cities. Investing in the professional development of law enforcement is not just a commitment to public safety but a cornerstone for thriving communities,” said Michael Nutter, advisor to the Academy and former mayor of the City of Philadelphia. “The PLA stands as a testament to the University of Chicago’s dedication to equipping our officers with the skills and knowledge needed to ensure safety and prosperity go hand in hand.”

A team of policing experts from across the country are helping to lead the initiative: Former Chief of Department Kenneth Corey, a 34-year veteran of the New York City Police Department; Former Assistant Chief Dr. Sandy Jo MacArthur, a 35-year veteran of the Los Angeles Police Department; and Dr. Luann Pannell, a former Police Psychologist with the Los Angeles Police Department and former Director of Police Training and Education.

Localities represented in the Academy’s second cohort are:

Atlanta, GABaltimore, MDBoston, MABuffalo, NYCharleston, SCChattanooga, TNChicago, ILColumbus, OHDallas, TXDayton, OHGarda Síochána, IrelandGila River Indian CommunityIndianapolis, INJackson, TNKansas City, KSLondon, UKLos Angeles, CAMiami, FLMiami-Dade County, FLMontgomery County, MDNavajo NationNew Orleans, LAPaterson, NJPhiladelphia, PAPhoenix, AZPortland, ORPortsmouth, VASacramento, CASan Francisco, CASan Jose, CASeattle, WATacoma, WATampa, FLToronto, ONUS Capitol Police

The University of Chicago Community Safety Leadership Academies is an initiative of the University of Chicago Crime Lab. It includes the Policing Leadership Academy (PLA) and the Community Violence Intervention (CVI) Leadership Academy, first-of-their-kind programs to train the next generation of policing and community violence intervention leaders from across America. 

The Community Safety Leadership Academies were launched with a leadership gift from Ken Griffin, founder and CEO of Citadel and founder of Griffin Catalyst, and a gift from Michael Sacks, Chairman and Chief Executive Officer of GCM Grosvenor. The CSLA is also supported by the Annie E. Casey Foundation, Keegan Bonebrake, Bulls Community Assist Fund, and White Sox Community Fund, which are both funds of the Robert R. McCormick Foundation (support for the CVILA), Dalio Education, John DeBlasio/DeBlasio Family Foundation, Thomas and Susan Dunn, Matt Hinerfeld and Nora Jaskowiak, IMC, Ken O’Keefe, Motorola Solutions Foundation, Neubauer Family Foundation, Options Clearing Corporation, RJ Melman and Lettuce Entertain You, Jeff and Maggie Shapack and Shapack Partners, and United Airlines. 

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Media Contact: Sarah Rand, srand@uchicago.edu, (312) 513-1035

Smile for the camera!

The first early career intake of 2024 has now begun.

Allow us to introduce our 2024 co-operative students, over 50 of them, who have started with the teams at the Northern Trust, Limerick office. We wish them the very best of luck over the coming eight months with us.

They join various teams across Fund Accounting, Financial Reporting, Derivatives, Transfer Agency, and more.

Our placement program is designed to enable students to develop their skills and expertise in a global financial company while preparing them for the future world of work.

This group is from both the University of Limerick and the Technological University of the Shannon.

“It is great to positively kick off the new year with the launch of the 2024 Co-Op program in our Limerick office. We have now participated in this placement program for over a decade. We are fortunate to have well-established relationships with both the University of Limerick and the Technological University of the Shannon, where we recruit many high-caliber and diverse students each year”. Dubheasa Forde Murray – Early Careers Recruitment Consultant for EMEA.

Students & Graduates: Learn then lead. Want to discover more about our global Student and Graduate opportunities?

Click here to find out more: https://www.northerntrust.com/united-states/about-us/careers/students-and-graduates

Umoja Biopharma, Inc., a clinical-stage biotechnology company, sees a different future for oncology and autoimmunity treatment—a future that provides improved patient access and alleviates the burdens of traditional treatment paths. Umoja’s VivoVecTM in vivo gene delivery technology empowers a patient’s own immune system to fight disease. Enabling its core technology is the Company’s state-of-the-art lentiviral vector development and manufacturing facility in Louisville, Colorado.

As Umoja’s pipeline development advanced, it outgrew its existing laboratory space, and the team identified a need for a larger, permanent facility to not only support its current early development efforts but that would be ready for full-scale commercial production at a future date. CRB provided end-to-end integrated project delivery for engineering, architecture, procurement, and construction for Umoja’s first stand-alone development, clinical manufacturing and lab facility, The CLIMB (Colorado Laboratory and Innovation Manufacturing Building). The new Louisville, Colorado, facility provides approximately 77,000 square feet of finished space, with another 69,000 square feet available within the structure’s core and shell for future expansion.

Purpose and objectives defined with a project charter

From the start of this ATMP project, CRB worked to understand the client’s goals and drivers. The team developed a comprehensive plan identifying the project’s business case, conditions of satisfaction and major milestones. Key objectives came to light during this phase that would largely shape the project’s direction, including the need for futureproofing, product flexibility, production scalability and deeply held social and environmental values.

Modular design

While still within the therapy’s development phase, Umoja needed a GMP-compliant facility that would allow for different methods and scales of production, multiple modalities, and quick growth and repurposing of space for scalable processes. To meet these needs, we designed the facility for easy additions and shifts to manufacturing suites. Each suite or module can expand into the next module, and a completely separate train of suites can be added using the same circulation and support spaces. The CLIMB’s modular suite layout allows for easy configuration and reconfiguration of space, with more traditional assemblies allowing for simple additions and modifications as needed. Each manufacturing suite has its own HVAC system to segregate the space and provide maximum flexibility and rapid turnover as product pipelines change, expand or grow. Additional future planning steps include a facility master plan to provide layout guidance while ensuring personnel, raw materials, waste, and product flows remain optimized, along with rated demising walls in select areas to minimize disruption and downtime during future construction.

Reflecting company culture and values

The clinical manufacturing ATMP facility draws from industry sustainability and wellness best practices to promote a green and inclusive workplace.

Sustainability

Strong energy and water conservation measures were leveraged, from lighting sensors to restroom fixtures, with the overall design supporting a 2031 zero carbon emissions goal. Our team conducted a sustainability master plan to understand how the new facility design could best prepare and support this phased goal, including allocating space in the central mechanical room for electric boilers and locating majority of the air handling units (AHUs) on the 2nd floor to reserve roof space for future solar photovoltaic (PV) panels.

Well-being

Designed to a WELL Silver equivalent, The CLIMB thoughtfully promotes good health and well-being of its occupants. Throughout the labs, offices, coffee bar, and multiple collaboration spaces, you’ll find unique lighting and energizing pops of color. The facility features large sweeping windows with ample natural light for daylighting and scenic views, all gender-inclusive restrooms and shower rooms, and a carefully planned lactation room for new parents to comfortably return to work. The inviting staircase off the front lobby creates interest and interaction encouraging the use of the stairs over the elevator. The material palette, including joyful colors and natural textures, integrates biophilia and beauty in the space by rooting the design in the local Rocky Mountains. Architectural programming integrated collaboration spaces at intersections throughout the entire facility to blur boundaries between distinct employee groups, build community and encourage creative thinking. Further promoting employee well-being, there are outdoor walking paths with fitness stations, covered picnic areas, bike racks, and views of the mountains with daily visits by grazing cattle in the adjacent pasture.

Umoja’s vision included a commitment to diversity, equity and inclusion even during the facility’s development and execution. As CRB owned this complete process, we performed regular check-in meetings with the entire team. We engaged the project teams, from on-site trade partners to the client’s PMs, with anonymous weekly surveys to track mental health, physical health and project satisfaction.

Staying true to company values, the Umoja team—along with their extended CRB team—quickly established themselves within the local community through regular volunteer outreach projects, from helping at the local foodbank to tending the land at a nearby trail and park.

Lean and integrated project delivery

Driven by the urgency of delivering critical patient care, speed to market maintained the utmost importance throughout the project’s development and execution. Leveraging an integrated project delivery method allowed us to move forward quickly, succinctly and with agility among 25+ companies, CRB and Umoja. The team used lean pull planning to outline construction activities and sequencing, along with a daily planning tool for complex coordination. These lean construction techniques were used to promote early schedule and cost certainty. While we engaged in early procurement and prefabrication to reduce supply chain risks and long lead times, some supply chain challenges still arose. By banding together as an integrated team, we were able to identify alternates, reengineer, and find solutions.

The safety and well-being of all team members extends into every facet of this ATMP facility, which included the highest standards for EHS. The project concluded with over 200,000 safety man hours without a Lost Time incident or OSHA recordable. This includes approximately 500+ unique crew members on-site over the course of the project, with a peak crew size of 150.

New life from a new ATMP facility

This core and shell spec space has been transformed into a fully functioning manufacturing, R&D laboratory, administrative and warehouse facility with a newly added second floor. Along the way, the MEP systems (mechanical, electrical, and plumbing) were rightsized to answer the high demands of clinical manufacturing and laboratory spaces, a floorplan was reimagined for the future, and engaging new designs infuse the space with vibrancy and character. Umoja is now one step closer on its journey to providing care to patients in need.

Originally published by TriplePundit

The tech company IBM is among those bringing AI into the sphere of mitigating the impact of weather-related disasters, and together with NASA, it’s hard at work on revolutionary foundational models. These models learn from a broad dataset to make using them for many different tasks quicker and easier, as opposed to task-specific models that are trained with data designed to teach them to do one job. This way, a dataset doesn’t need to be painstakingly created for each new task, because the AI can apply the information it’s learned from other situations to teach itself.

Among the projects its working on, IBM partnered with the University of Illinois to develop a foundational model capable of anticipating heavy rainfall and flash floods in the Appalachian Mountains.

Continue reading here

ST. PETERSBURG, Fla., January 25, 2024 /3BL/ – HSN®, a leader in livestream shopping and video storytelling, today announced an exclusive collaboration with Harlem’s Fashion Row (HFR), tapping four of the agency’s top designers, each with their own fresh, distinct perspective. Debuting next month will be collections from brands Megan Renee and Undra Celeste, followed by two new designers in the fall.

“Harlem’s Fashion Row has brought us exceptional designers with beautiful and exclusive collections that we are honored to share with our audience,” said Bridget Love, GMM & VP Fashion, Accessories, Jewelry & Beauty, HSN. “This collaboration helps HSN continue to offer our customers with an ever-changing mix of must-have items that reflect multiple perspectives on fashion. We are proud to support HFR’s mission of inclusivity and empowerment in the fashion industry.”

Brandice Daniel, founder of Harlem’s Fashion Row, passionately expressed her commitment to elevating diverse voices in the fashion industry through the collaboration with HSN. She emphasized, “This project not only celebrates unique perspectives but also provides a new and vital platform for designers of color, extending beyond the boundaries of traditional retail. It signifies a notable advancement in the range of opportunities presently accessible to designers of color.”

Megan Renee x HFR is a 9-piece collection for everyday wear with original prints embodying strength, confidence, and unapologetic femininity. For Undra Celeste x HFR, Undra has created a 10-piece wardrobe featuring modern, fun, and bold workwear. The new collections will range in price point from $49.95 for a T-shirt to $189.95 for a trench coat.

Discussing the inspiration behind her collection, Megan Smith, designer of Megan Renee, elaborated, “Each piece tells a story through unique prints and vibrant colors, reflecting the identity of a woman who embraces her power and individuality. Creating this collection has been an incredible journey, allowing me to showcase my distinct point of view on fashion.”

“Undra Celeste x HFR embodies the essence of a multicultural woman who wants to show up to work feeling like her authentic self,” said Undra Duncan, designer of Undra Celeste. “This collaboration for HSN is an exciting opportunity to share my vision of the future, where fashion becomes a statement of unyielding self-expression for every woman.”

The HRF brands will appear on-air on February 1st via a live remote from Harlem, where each designer will have one full hour of programming. Customers can shop their exclusive new collections on www.hsn.com later this month, leading into the network’s month-long celebration of Black History Month. Learn more and shop Black Owned businesses on www.hsn.com.

About HSN

HSN® takes shoppers on a journey – embracing the new, exploring untrodden paths, and bringing shoppers a unique perspective that enriches their lives. HSN offers a curated assortment of exclusive products and top brand names in health and beauty, jewelry, home/lifestyle, fashion/accessories, and electronics and incorporates entertainment, personalities and industry experts to provide a unique shopping experience. HSN engages millions of customers across the U.S. via two TV channels, which are widely available on cable/satellite TV, free over-the-air TV, and digital livestreaming TV. The retailer also reaches millions of customers via the QVC+ and HSN+ streaming experience, a website and mobile app, and social pages. HSN was founded more than 45 years ago as the first shopping network and is based in St. Petersburg, Fla. To learn more, visit corporate.hsn.com, follow @HSN on Facebook, Instagram or Twitter, or follow HSN on Pinterest, YouTube or LinkedIn.

Qurate Retail, Inc. (NASDAQ: QRTEA, QRTEB, QRTEP) is a Fortune 500 company that includes the Qurate Retail GroupSM portfolio of brands as well as other minority interests. Qurate Retail Group comprises six leading retail brands – QVC®, HSN, Ballard Designs®, Frontgate®, Garnet Hill® and Grandin Road® – all dedicated to providing a more human way to shop. Qurate Retail Group is the largest player in video commerce (“vCommerce”), which includes video-driven shopping across linear TV, ecommerce sites, digital streaming and social platforms. For more information, visit qurateretailgroup.com or follow Qurate Retail Group on YouTube or LinkedIn.

ABOUT HARLEM’S FASHION ROW [HFR]

Founded in 2007 by Brandice Daniel, the organization supports emerging talent and provides a platform for underrepresented Black and Latinx designers. Harlem’s Fashion Row is the premier agency creating a bridge between brands and designers of color through product collaborations, experiential marketing events, and brand strategy. The objective is to provide real business opportunities that will enable designers to showcase their skills and abilities in an industry that is often inaccessible to this group. To learn more, please visit www.harlemsfashionrow.com.

With the introduction of ChatGPT, Dall-e, and many other tools to the public, artificial intelligence (AI) has become a hotly debated topic that will continue to dominate headlines throughout the decade. Engineers are integrating AI into technologies and reaping the benefits to enhance operations, extract and leverage intelligence, and drive organization-wide benefits across industries.

In this article, Keysight’s executives weigh in with their predictions about how AI’s influence will strengthen and impact technologies across industries as we come into 2024.

Bridging the Simulation Gap with AI

Moving forward, AI technologies will underpin simulation models, ushering in a new era of more accurate, capable, and informative models. In addition, the intelligence will provide enhanced insights into measurement data, reduce errors, and help optimize the design and test workflow.

Dan Thomasson, Head of Central Technology and VP of Keysight Labs

AI and the Sustainability Quandary

There has been significant hype around how AI systems will transform our lives, but little attention has focused on the compute power required. In 2024, AI’s impact on sustainability will enter the spotlight, and organizations will start to monitor the carbon footprint of their entire technology infrastructure as they strive to meet net-zero targets. As a result, companies will need to decide where and how to judiciously use AI rather than thinking it can be deployed everywhere. And when it comes to testing software and applications, businesses will also have to pivot from testing everything to predicting the tests that matter most to reduce the environmental impact.

Gareth Smith, GM Software Test Automation

Cybersecurity in the AI Era: Good & Bad

AI is impacting every aspect of our lives, including cybersecurity. Adversarial AI will increasingly be a problem. For example, generative AI can collect information from social media, corporate email, blogs, and other sources to generate specific and realistic phishing emails that can be personalized and mass-produced with almost no human input. As a result, companies must deploy more advanced phishing detection systems, including those optimized to detect AI-generated content and improve employee training.

Scott Register, VP Security Solutions

Skills Silo Throttles Integration of AI in 6G

Domain knowledge and AI expertise are vital to successfully integrate AI into 6G networks. Today, we have either wireless experts or AI specialists, but too few heads that share expertise in both domains. Until these skill sets are blended, it will be tough to find the right resources to deploy AI effectively in support of 6G goals. This workforce capability gap will take over a decade to resolve.

Roger Nichols, 6G Program Manager

EDA Turns to AI: From Complexity to Clarity

The application of AI and ML techniques in EDA is still in the early adopter phase, with design engineers exploring use cases to simplify complex problems. The intelligence is particularly valuable in model development and validation for simulation, where it assists in processing large volumes of data. In 2024, organizations will increasingly adopt both technologies for device modeling of silicon and III-V semiconductor process technologies, as well as system modeling for forthcoming standards such as 6G, where research is well underway.

Niels Fache, VP & GM, Keysight EDA

Customer Engagement: AI in the Driver’s Seat

By the end of 2024, most customer emails will be AI-generated. Brands will increasingly use generative AI engines to produce first drafts of copy for humans to review and approve. However, marketing teams must train large language models (LLMs) to fully automate customer content and differentiate their brand. By 2026, this will be commonplace, enabling teams to shift focus to campaign management and optimization.

Marie Hattar, SVP and CMO

AI and the Next Frontier in EV’s: Prioritizing and Predicting Battery Health

Battery health will become a factor influencing EV buying decisions, presenting an opportunity for auto manufacturers to visualize a car’s health status to reassure and inform drivers. The information will be more granular and incorporate gamification interfaces so drivers can see how their actions influence keeping the battery management system (BMS) at peak performance. Additionally, by integrating AI algorithms into the system, it will predict the health can performance of batteries under various conditions, quelling any concerns.

Jeff Harris, Vice President, Corporate and Portfolio Marketing

AI + 6G: A Measured Approach

Unlike other sectors, the wireless industry will take a more measured approach to integrating AI. Operators will focus on thoroughly training the machine learning models on diverse data sets, quantifying the impact, and putting in place a new test methodology. As AI adoption matures, it will transform the wireless industry over the next decade, unleashing new capabilities such as improved beam management and smart spectrum sharing.

Sara LaSelva, Director of 6G

Surge in AI Reshaping the Cloud Computing Market

AI workloads require GPU and memory intensive capacity. In the past, we thought of Cloud Computing as having 3 primary competitors: AWS, Azure, GCP. Generation 2 of the Oracle Cloud Infrastructure (OCI) with its significant price and performance advantage in GenAI training has created a 4-horse race in the cloud computing space now.

Dan Krantz, CIO

AI Unmasked: From Hype to Reality

Despite all the hype around AI and generative AI, the technology is far away from being able to automate and optimize every aspect of our lives anytime soon. AI is making progress; however, automating a chatbot or creating a digital assistant are constrained problems that are much easier to automate. When it comes to helping manage real-world processes such as optimizing call quality on a 5G network or managing energy consumption, these are incredibly complex operations, with a wide array of variables requiring vast unbiased data sets before AI can be effective. While the intelligence will undoubtedly help us in 2024, realistically, AI will not be ready to direct physical-world activities until the end of the decade.

Mark Pierpoint, VP of Strategic Innovation and Partnerships

AI: The critical catalyst for accelerating innovation

As AI comes into its own, innovators across industries are uncovering new ways for this emerging technology to enable greater leaps and technological breakthroughs. Learn more about how AI is shaping the future and helping industry leaders to accelerate innovation by visiting Keysight’s AI technology page.

When it comes to sustainability, Henkel’s corporate vision provides the roadmap. But in many ways, the operations sites are where the rubber hits the road.

Waste is the largest contributor to the company’s overall sustainability footprint, making Zero Production Waste to Landfill a key component of Henkel’s 2030+ Sustainability Ambition Framework. Henkel’s operations teams are working toward an ambitious Zero Waste to Landfill target at all of their operations facilities.

“Zero Waste to Landfill means that our plants are preventing waste streams from reaching the landfill. This is achieved primarily by reducing from the source, reusing and recycling. Zero Waste to Landfill is a means to an end for Henkel to achieve complete waste circularity.”

-Dominique Haller, Manager, Sustainability & Environmental Performance – Henkel Adhesive Technologies North America

Waste circularity aims to keep materials in the supply chain through reuse, repurposing and high-quality recycling (where scrap materials are recycled into the same thing or upcycled into a higher-value process or product). At Henkel, that includes materials such as corrugated cardboard, plastics and other byproducts from the production process.

Conservation, Creativity & Teamwork

Across North America, production sites have found creative ways to reduce, reuse and recycle. For example, Henkel adhesives plants in Greenville and Enoree, South Carolina, donate used wooden pallets to Izzie’s Pond, a nonprofit that sells the pallets to help fund its wildlife rescue and rehabilitation activities.

The team in Mentor, Ohio, found a colorful way to reduce waste. Every time sealant colors are switched out on the packaging line, the first 40 to 50 tubes contain a mixture of the previous and the new color. Rather than scrapping this high-quality product, Henkel sells these non-standard colors at a lower cost for use in applications where the sealant is not visible.

After focusing on the Zero Production Waste to Landfill initiative at their own site, the team at Brandon, South Dakota, reached out to help a sister site reduce costs and focus on Zero Production Waste to Landfill efforts. Through a unique partnership, Henkel’s Cannon Falls, Minnesota, facility uses internal transportation to ship aluminum oxide to the Brandon facility, where it is re-routed to a cement kiln as a raw material ingredient.

Henkel works closely with waste management partners in the region and other partners to find suitable outlets for a variety of waste produced at its facilities.

Cleaning Up Laundry Waste

In Bowling Green, Kentucky and St. Louis, Missouri, where laundry products are made, material that was once destined to clean and soften clothes eventually finds new life in buildings and roads.

Working with a waste management and processing partner, the St. Louis plant was able to qualify its production waste as green waste, so it could be burned in a cement kiln. The process creates “clinker,” a small, rock-like byproduct that is the first stage of cement manufacturing. The clinker is further processed to be 100% converted to cement. This company also routes the plant’s liquid detergent waste, using it as a raw material to make industrial cleaning products such as floor washer and commercial car wash soaps.

Internal recycling practices, including department-specific, color-coded recycling stations at the point of use, also play a key role in helping the plants work towards Zero Production Waste to Landfill.

“We’re shrinking trash volume every day. We started by getting recyclable materials out of the trash and sorting at the point of generation. Today, virtually all of our trash is going to a cement kiln or compost site.” -Gary Deck, Safety Health and Environment Manager at Henkel’s St. Louis plant

Following the lead of the St. Louis plant, Bowling Green began working with the same waste management partner to recycle 60-70% of its laundry detergent and fabric softener sheet waste in the cement-making process. Approximately 7,000 tons of trash have been diverted from landfills since the Zero Waste to Landfill initiative began at Bowling Green in December 2020.

“Burying trash at landfills is not a sustainable way to dispose of something, so Zero Waste to Landfill was one of the first major goals we set out to attain,” says Bryan Dickey, Environmental Engineer at Bowling Green. “There are many better outlets out there to manage waste.”

Next Stop: Zero Waste

Henkel North America is making significant progress towards a goal of Zero Production Waste to Landfill across the region. But the work doesn’t end there. The company will continue to look for ways to further minimize its impact on the planet — and that’s something employees and many Henkel customers are proud to support.

“Zero Waste to Landfill costs more, but it’s the right thing to do,” says Deck. “I’m proud to work for a company that is thinking about how we can protect the planet for our kids and grandkids.”

His colleague in Bowling Green agrees:

“To consumers like me, it provides a little more satisfaction and comfort to know we’re buying a product from a company that cares about the environment and is taking the needs of future generations into consideration.”