Tag: 3BL

Yvonne Groenhout, an intensive-care unit (ICU) nurse for over 26 years and an International Medical Corps first responder, is just one of the thousands of people who have completed and employed the Principles of Psychological First Aid training in their work.

The training, funded by FedEx and developed by International Medical Corps, is available to first responders and other aid workers worldwide. It’s free and available in multiple languages. It’s accessible through this link.

According to the World Health Organization, survivors of conflict and disasters are at higher risk for psychological distress and mental health conditions. This is why International Medical Corps has been a leading advocate for integrating mental health and psychosocial support into emergency response for decades. With supporters like FedEx, International Medical Corps has been able to reach more than 5,000 humanitarians and first responders with essential training on Psychological First Aid (PFA).

PFA is a humane, supportive response to someone who is in distress and may need additional mental health support. International Medical Corps, with FedEx’s support, developed an interactive online training on the Principles of PFA to equip first responders across the globe with the knowledge to effectively respond to an individual’s mental health needs and ultimately help emergency-impacted communities cope and recover stronger.

Yvonne has applied the skills she gained in her PFA training to real-world scenarios. In her own words:

“I was fortunate enough to have been able to take the Principles of Psychological First Aid course as the Delta wave of COVID began in my area. It was here, in my ICU, I was able to recognize the signs and provide some ‘first aid’ through look, listen and link.

“One night I noticed a new RN, very quiet,” Yvonne continues. “She’s young and enthusiastic. It was a bit odd so I asked if everything was ok. One of her patients had died during the day. During the surge that was, unfortunately, a common occurrence. She said she thought maybe she missed something. She was tearful. We stayed in the break room and she spoke about all she had done for the patient. I assured her it sounded like the appropriate course of action. I offered to buddy up with her that night. After the shift I let her know how well I thought the shift went. I told her that COVID is unique and beginning her nursing career during an unprecedented time is probably overwhelming but here she is — doing it!

“I also reminded her that, just like on an airplane, in an emergency, you need to put on your mask and take care of yourself before you attempt to help others.

“And last summer, I deployed with International Medical Corps to Ukraine to provide trauma care training to Ukrainian nurses. A few minutes into one of our lectures, some of the participants began looking uncomfortable. One raised her hand and asked that we stop. She proceeded to explain through the interpreter how upsetting the content was because of all they had experienced. One of the others joined her in expressing her grief. Both explained the trauma they had witnessed in the previous and current conflict. They were both crying. We allowed them to speak without interruption.

“After they were finished, we thanked them for being brave enough to share in a group setting. We thanked them for the sacrifices they were making and emphasized the importance of the trainings, how participants will be able to use the knowledge to assist themselves, their patients and their country.

“We also reminded them of the need to be there for each other.

The Principles of PFA training enabled Yvonne to spot people struggling in the aftermath of an emergency and provide them with the support they so desperately needed.

KaShala Smith, the co-founder of Steeped Pearl Tea, is not just a tea enthusiast; she’s a visionary entrepreneur who turned her love for tea into a thriving business. Steeped Pearl’s origins trace back to a college dorm room, where KaShala and her co-founder Dominique Todd-Shumate, both avid tea lovers, created the concept with a shared Pinterest board.

KaShala’s entrepreneurial spark ignited during her time in the U.S. Army. Inspired by friends launching their businesses, she found the courage to transform the tea concept into a tangible business. The launch of Steeped Pearl marked the realization that a simple concept could blossom into a successful venture.

Steeped Pearl is About More Than Just Tea

According to KaShala, Steeped Pearl in concept is not just about tea. Instead, it’s an elevated, curated drinking experience. Established in 2019, the loose-leaf herbal tea brand emphasizes being chemical-free, offering a unique blend of flavors that narrate stories. KaShala passionately describes it as “tea by tea lovers for tea lovers,” catering to a versatile tea community. And each blend weaves personal and familial stories into the fabric of Steeped Pearl.

For example, Elder Elixir, a customer favorite blend recently featured in GoDaddy’s 2023 Gift Guide, reimagines one of KaShala’s childhood memories. As a little girl, KaShala’s nightly ritual incorporated drinking a cup of tea made by her father to help ward off illness. Crafted with meticulous detail, KaShala describes today’s Elder Elixir as “a generational cup of healing from my father.” The blend infuses elderflower, dandelion root, lemon balm, eucalyptus, and fresh ground ginger.

Steeped Pearl’s Evolution: Challenges Turned Triumphs

Reflecting on her journey, KaShala acknowledges the initial challenge of identifying their target audience and selecting the right events to participate at. The shift toward strategic event choices, such as art shows and crafting events, demonstrated a profound understanding of retail goals – meeting customers where they are and when they want.

Participating in the Empower by GoDaddy program was a pivotal moment for Steeped Pearl. Launched in 2017, Empower by GoDaddy is a global social impact program equipping entrepreneurs in underserved communities with training, tools and peer networks to accelerate their journeys.

KaShala, a graduate of the program that operated in partnership with The Economic & Community Development Institute (ECDI) of Ohio, acknowledges the invaluable support received through her participation. Outside of networking, Empower by GoDaddy offered KaShala tailored business training, investment insights and a launchpad for Steeped Pearl’s website.

The GoDaddy Point of Sale (POS) system proved transformative, catapulting Steeped Pearl into streamlined inventory management and cashless transactions. Empower by GoDaddy enabled KaShala and Dominique to strategically plan their business, enhancing both efficiency and customer experience.

Generational Wealth and the Entrepreneurial Spirit 

KaShala’s journey aligns with the broader trend of Black women being the fastest-growing population of microbusiness owners in the United States, which GoDaddy’s Venture Forward research initiative captures in its latest reports. She views entrepreneurship as a pathway to accumulating generational wealth, providing a more substantial foundation for future generations.

Steeping Success with Gratitude

Reflecting on KaShala’s entrepreneurial journey, one thing is clear – Steeped Pearl is more than a tea brand; it’s a labor of love, a commitment to community, and a vision for the future. KaShala’s gratitude for the Empower by GoDaddy program echoes the mutual appreciation between a business and the support systems that propel it forward.

With the start of a new year, Steeped Pearl’s journey is a testament to the entrepreneurial spirit that GoDaddy aims to foster. 2024 is the perfect time to launch a new business idea. GoDaddy encourages budding entrepreneurs to visit godaddy.com/resources for tips on getting started.

Empower by GoDaddy Spotlight Series: By partnering with diverse local nonprofits and community organizations around the world, Empower by GoDaddy aims to reach those who haven’t otherwise had access by offering skills training, resources, and mentoring to help accelerate their business journeys. This article is part of the Empower by GoDaddy spotlight series that shines a light on the individuals who make this unique initiative possible.   

Nickelodeon Animation Community Efforts (NiCE) team engages in a wide variety of projects focused on promoting Arts Education Advocacy and civic engagement such as mentorship programs, classroom visits from artists and writers, equipment donation, and general volunteerism. NiCE strives to make meaningful contributions to our community while also providing our employees real opportunities to give back in ways that are impacting and transformative. Here are some NiCE programming highlights from November-December 2023!

Best Field Trip Ever! – The Best Field Trip Ever program is a half-day immersive program that is comprised of a VIP behind-the-scenes studio tour, a 2-hour creativity workshop, and lunch in the courtyard. Recent participants include Compton High School’s Audio Production Program, School of Santa Isabel, California School of Arts, and Cleveland High School’s Animation Program.Let’s Draw! – in partnership with the Lollipop Theatre, Nick employees visit children in classrooms, hospitals, and virtually via Zoom calls to share their universal love of drawing and build creative confidence in children by teaching basic shaped of Nick characters such as SpongeBob! Recent participants include Claire Norris, Production Coordinator, Big Nate and Emma McCloskey, Storyboard Revisionist, Dora the Explorer.Vamos A Dibujar! – In partnership with Leer Contigo and Paramount Latin America Pro Social Team, this program is an all spanish edition of Let’s Draw! Recent participants includes Nico Selma, Storyboard Director, Dora and Abril Fregozo, Production Assistant, SpongeBob SquarePants.Thanksgiving Food Drive – NiCE hosted their 23rd Annual Thanksgiving Food Drive in partnership with LA Family Housing. With an amazing turnout this year, 68 donations were made totaling neat $4,000 impacting 80 families across 6 different locations.Nickelodeon Masterclass – NiCE host master classes that are taught by seasoned Nickelodeon veterans addressing the key phases and skills in the Animation process. Recent classes include Visual Development Masterclass with Miguel Gonzalez, Art Director, The Casagrandes Movie and Animatics Masterclass with Matt Vanloon, Animatic Editor, Big Nate.

Nickelodeon Animation Community Efforts (NiCE) team engages in a wide variety of projects focused on promoting Arts Education Advocacy and civic engagement such as mentorship programs, classroom visits from artists and writers, equipment donation, and general volunteerism. NiCE strives to make meaningful contributions to our community while also providing our employees real opportunities to give back in ways that are impacting and transformative. Here are some NiCE programming highlights from November-December 2023!

Best Field Trip Ever! – The Best Field Trip Ever program is a half-day immersive program that is comprised of a VIP behind-the-scenes studio tour, a 2-hour creativity workshop, and lunch in the courtyard. Recent participants include Compton High School’s Audio Production Program, School of Santa Isabel, California School of Arts, and Cleveland High School’s Animation Program.Let’s Draw! – in partnership with the Lollipop Theatre, Nick employees visit children in classrooms, hospitals, and virtually via Zoom calls to share their universal love of drawing and build creative confidence in children by teaching basic shaped of Nick characters such as SpongeBob! Recent participants include Claire Norris, Production Coordinator, Big Nate and Emma McCloskey, Storyboard Revisionist, Dora the Explorer.Vamos A Dibujar! – In partnership with Leer Contigo and Paramount Latin America Pro Social Team, this program is an all spanish edition of Let’s Draw! Recent participants includes Nico Selma, Storyboard Director, Dora and Abril Fregozo, Production Assistant, SpongeBob SquarePants.Thanksgiving Food Drive – NiCE hosted their 23rd Annual Thanksgiving Food Drive in partnership with LA Family Housing. With an amazing turnout this year, 68 donations were made totaling neat $4,000 impacting 80 families across 6 different locations.Nickelodeon Masterclass – NiCE host master classes that are taught by seasoned Nickelodeon veterans addressing the key phases and skills in the Animation process. Recent classes include Visual Development Masterclass with Miguel Gonzalez, Art Director, The Casagrandes Movie and Animatics Masterclass with Matt Vanloon, Animatic Editor, Big Nate.

This article, written by LyondellBasell Senior Vice-President, Strategic Planning and Transactions, Ronald Haddock, was originally posted by the World Economic Forum as part of a series focusing on the transformation of the chemicals industry. 

The chemical industry cannot change its image without a deliberate and significant sustainability transformation. This agenda must be both broad and deep. The magnitude of investments required to become more sustainable is daunting and the challenge is to pace initiatives and investments that balance progress on sustainability objectives with shareholder expectations for acceptable returns.

Mega trends shaping the chemical industry over the next five to 10 years (and beyond) are the foundation for the strategic scenarios in which these decisions and investments will be made and they continue to offer a framework to structure the industry’s position. They include energy and resource transitions, changes in consumer buying habits, changing needs for and from agriculture (especially given the dual use of traditional food sources as feedstocks for chemicals production), post-globalization changes in trade flows, changes in the consumption of consumer and healthcare products, and new digitally-enabled business models that change how chemicals products are bought and sold.

The pace of change continues to accelerate, driven by changes in regulation, technology, consumer buying behaviours, new markets and shifting sources of feedstocks.

Chemical and advanced materials companies are getting ready to make investments within strategic scenarios that include, for example:

The pace of transition to net-zero, with distinct differences across geographies, with a clear need to reduce overall greenhouse gas (GHG) emissions that get them to net-zero on Science Based Targets initiative (SBTi) timelines.The increase in localization of value chains, which themselves have to become far more circular and sustainable in terms of recycled-based materials and reduced emissions.The dislocations in historical trade flows impacting arbitrage of feedstocks and product flows with investments in sustainability that can meet expected returns within investment time horizons that are being disrupted by changes in flows.The plastics value transition from convenience to performance and sustainability products, in some cases eliminating products that won’t meet sustainability objectives while creating new ones that substitute other, less sustainable materials and a better understanding of post-use value.

These four scenarios are not mutually exclusive and represent the context in which strategic decisions and investments are currently being made at the enterprise level.

Focused on objective-setting

Facing the breadth of the sustainability challenges ahead, companies will increasingly need to formulate, commit to, and deliver against specific sustainability objectives. As an example, LyondellBasell has developed specific objectives across over twenty targets today including:

Reducing GHG emissions: Scope 1 and 2 initially, then Scope 3 across entire value chains. This will require, at the individual enterprise level, significant cumulative investment.Circularity: dramatically reducing waste that goes into landfills, oceans, etc., via value chains and business models that extend the lives of materials as long as technically and economically feasible.

Achieving much greater sustainability requires a careful rebalancing of the policy and business mix to meet the needs of multiple stakeholder groups while ensuring the chemical industry is economically sustainable and can continue to attract investments. At the enterprise level, this requires a deeper understanding of customer and consumer demand-side requirements while simultaneously developing more sustainable solutions via existing and emerging technologies and business models.

What we need to understand as an industry, to make these decisions for each company, is how the industry is likely to evolve and what strategies can succeed. Key questions to address include:

Customer/demand side: What are the specific sustainability requirements that chemical companies need to be able to deliver to meet the buying criteria of customers? What are the substitute products that may offer better monetary value for customers to meet the criteria? What are the buying behaviours of different customers and brand segments, and which can be served profitably? What mix of offerings can satisfy customer needs where there is a realistic willingness to pay that will sustain supply-side offerings?Supply side: What technologies are available and what investments are required to meet net-zero and materials circularity commitments? What sequencing of investments is economically feasible and can sustain a transition to lower emissions and greater circularity?Getting to scale: What investment strategies over the next five to 10 year event horizon can achieve viable, economic scale that will allow chemical companies to justify investments to their shareholders? What regulatory conditions are required to create a playing field in which investments and actions at the enterprise level will be supported?

The technologies that are required to drive toward greater sustainability are either already available or sufficiently well understood that it is possible to anticipate many of the investments required for the next wave of sustainability improvements. Clearly, technology and associated business models will continue to evolve. Therefore, the challenge for the chemical industry is finding the right balance that addresses the challenges and new opportunities from sustainability goals while also being economically viable and attractive to shareholders who will rightfully demand acceptable financial performance.

This article, written by LyondellBasell Senior Vice-President, Strategic Planning and Transactions, Ronald Haddock, was originally posted by the World Economic Forum as part of a series focusing on the transformation of the chemicals industry. 

The chemical industry cannot change its image without a deliberate and significant sustainability transformation. This agenda must be both broad and deep. The magnitude of investments required to become more sustainable is daunting and the challenge is to pace initiatives and investments that balance progress on sustainability objectives with shareholder expectations for acceptable returns.

Mega trends shaping the chemical industry over the next five to 10 years (and beyond) are the foundation for the strategic scenarios in which these decisions and investments will be made and they continue to offer a framework to structure the industry’s position. They include energy and resource transitions, changes in consumer buying habits, changing needs for and from agriculture (especially given the dual use of traditional food sources as feedstocks for chemicals production), post-globalization changes in trade flows, changes in the consumption of consumer and healthcare products, and new digitally-enabled business models that change how chemicals products are bought and sold.

The pace of change continues to accelerate, driven by changes in regulation, technology, consumer buying behaviours, new markets and shifting sources of feedstocks.

Chemical and advanced materials companies are getting ready to make investments within strategic scenarios that include, for example:

The pace of transition to net-zero, with distinct differences across geographies, with a clear need to reduce overall greenhouse gas (GHG) emissions that get them to net-zero on Science Based Targets initiative (SBTi) timelines.The increase in localization of value chains, which themselves have to become far more circular and sustainable in terms of recycled-based materials and reduced emissions.The dislocations in historical trade flows impacting arbitrage of feedstocks and product flows with investments in sustainability that can meet expected returns within investment time horizons that are being disrupted by changes in flows.The plastics value transition from convenience to performance and sustainability products, in some cases eliminating products that won’t meet sustainability objectives while creating new ones that substitute other, less sustainable materials and a better understanding of post-use value.

These four scenarios are not mutually exclusive and represent the context in which strategic decisions and investments are currently being made at the enterprise level.

Focused on objective-setting

Facing the breadth of the sustainability challenges ahead, companies will increasingly need to formulate, commit to, and deliver against specific sustainability objectives. As an example, LyondellBasell has developed specific objectives across over twenty targets today including:

Reducing GHG emissions: Scope 1 and 2 initially, then Scope 3 across entire value chains. This will require, at the individual enterprise level, significant cumulative investment.Circularity: dramatically reducing waste that goes into landfills, oceans, etc., via value chains and business models that extend the lives of materials as long as technically and economically feasible.

Achieving much greater sustainability requires a careful rebalancing of the policy and business mix to meet the needs of multiple stakeholder groups while ensuring the chemical industry is economically sustainable and can continue to attract investments. At the enterprise level, this requires a deeper understanding of customer and consumer demand-side requirements while simultaneously developing more sustainable solutions via existing and emerging technologies and business models.

What we need to understand as an industry, to make these decisions for each company, is how the industry is likely to evolve and what strategies can succeed. Key questions to address include:

Customer/demand side: What are the specific sustainability requirements that chemical companies need to be able to deliver to meet the buying criteria of customers? What are the substitute products that may offer better monetary value for customers to meet the criteria? What are the buying behaviours of different customers and brand segments, and which can be served profitably? What mix of offerings can satisfy customer needs where there is a realistic willingness to pay that will sustain supply-side offerings?Supply side: What technologies are available and what investments are required to meet net-zero and materials circularity commitments? What sequencing of investments is economically feasible and can sustain a transition to lower emissions and greater circularity?Getting to scale: What investment strategies over the next five to 10 year event horizon can achieve viable, economic scale that will allow chemical companies to justify investments to their shareholders? What regulatory conditions are required to create a playing field in which investments and actions at the enterprise level will be supported?

The technologies that are required to drive toward greater sustainability are either already available or sufficiently well understood that it is possible to anticipate many of the investments required for the next wave of sustainability improvements. Clearly, technology and associated business models will continue to evolve. Therefore, the challenge for the chemical industry is finding the right balance that addresses the challenges and new opportunities from sustainability goals while also being economically viable and attractive to shareholders who will rightfully demand acceptable financial performance.

PORTLAND, Maine, January 25, 2024 – Avesta Housing has received a four-year, $400,000 grant commitment from KeyBank Foundation to enhance services provided to residents in Avesta’s affordable housing properties. The funding will be used to expand resident staffing capacity to ensure all residents within Avesta’s housing organization have access to services, benefits, mental and physical health systems, and meals that they need to be successful in their homes. Services include access to healthcare programs, educational and employment opportunities, job training, professional certification classes, and English language learning initiatives. Facilitating these connections removes barriers and helps build economic well-being and power, creates homebuying and wealth generation opportunities, and helps weave a future for individuals and families previously challenged by homelessness.

“It has been well-reported that there is a critical need for safe, quality, affordable housing. It is equally as important that households achieve long-term stability and success once housing has been secured,” said Avesta Housing President & CEO Rebecca Hatfield. “This generous gift from KeyBank will go a long way toward providing us with the means to connect our residents with the support services to create immediate positive impact in their lives, but also long-term, multi-generational impact and stability.”

Avesta’s mission is to improve lives and strengthen communities by providing and promoting affordable quality homes for people in need. They advocate for affordable housing, develop and manage high-quality housing, and help residents access other needed services that help them maintain their permanent housing. Founded in 1972, Avesta is one of the country’s most innovative and respected leaders in affordable housing and the largest organization of its kind in northern New England. They currently own and manage a portfolio of more than 100 properties with more than 3,000 apartments and 4,600 rental residents. Through its HomeOwnership Center, Avesta provides homebuyer educations classes, financial stability counseling, and foreclosure prevention assistance to 1,200 people each year.

“KeyBank joins Avesta in the belief that everyone in our community should have safe and affordable housing. As a community-minded bank, we are committed to providing access to capital and support to neighborhoods and neighbors who have often faced unfair financial barriers,” said KeyBank’s Maine Market President, Tony DiSotto. “We are pleased to provide financial assistance to Avesta to enable them to expand resources to individuals and families to achieve stable, permanent homes.”

KeyBank Foundation grants are part of a $40 billion commitment for lending and investments across Key’s national footprint established in 2017 and supporting affordable housing and community development projects, home, and small business lending in low- and-moderate income communities, and philanthropic efforts targeted toward education, workforce development, and safe, vital neighborhoods.

Media contacts:

Avesta Housing: Rod Harmon, Communications Manager | 207-272-3986 | rharmon@avestahousing.org

KeyBank: Karen Crane, Communications Manager | 203-789-2752 | karen_crane@keybank.com

PORTLAND, Maine, January 25, 2024 – Avesta Housing has received a four-year, $400,000 grant commitment from KeyBank Foundation to enhance services provided to residents in Avesta’s affordable housing properties. The funding will be used to expand resident staffing capacity to ensure all residents within Avesta’s housing organization have access to services, benefits, mental and physical health systems, and meals that they need to be successful in their homes. Services include access to healthcare programs, educational and employment opportunities, job training, professional certification classes, and English language learning initiatives. Facilitating these connections removes barriers and helps build economic well-being and power, creates homebuying and wealth generation opportunities, and helps weave a future for individuals and families previously challenged by homelessness.

“It has been well-reported that there is a critical need for safe, quality, affordable housing. It is equally as important that households achieve long-term stability and success once housing has been secured,” said Avesta Housing President & CEO Rebecca Hatfield. “This generous gift from KeyBank will go a long way toward providing us with the means to connect our residents with the support services to create immediate positive impact in their lives, but also long-term, multi-generational impact and stability.”

Avesta’s mission is to improve lives and strengthen communities by providing and promoting affordable quality homes for people in need. They advocate for affordable housing, develop and manage high-quality housing, and help residents access other needed services that help them maintain their permanent housing. Founded in 1972, Avesta is one of the country’s most innovative and respected leaders in affordable housing and the largest organization of its kind in northern New England. They currently own and manage a portfolio of more than 100 properties with more than 3,000 apartments and 4,600 rental residents. Through its HomeOwnership Center, Avesta provides homebuyer educations classes, financial stability counseling, and foreclosure prevention assistance to 1,200 people each year.

“KeyBank joins Avesta in the belief that everyone in our community should have safe and affordable housing. As a community-minded bank, we are committed to providing access to capital and support to neighborhoods and neighbors who have often faced unfair financial barriers,” said KeyBank’s Maine Market President, Tony DiSotto. “We are pleased to provide financial assistance to Avesta to enable them to expand resources to individuals and families to achieve stable, permanent homes.”

KeyBank Foundation grants are part of a $40 billion commitment for lending and investments across Key’s national footprint established in 2017 and supporting affordable housing and community development projects, home, and small business lending in low- and-moderate income communities, and philanthropic efforts targeted toward education, workforce development, and safe, vital neighborhoods.

Media contacts:

Avesta Housing: Rod Harmon, Communications Manager | 207-272-3986 | rharmon@avestahousing.org

KeyBank: Karen Crane, Communications Manager | 203-789-2752 | karen_crane@keybank.com

SÃO PAULO, January 25, 2024 /3BL/ – In a significant step towards sustainable maritime operations, DP World welcomed the CMA CGM BAHIA, a container vessel powered liquefied natural gas (LNG), into the Port of Santos, Brazil, on January 22, 2024. This marks the first arrival of a container vessel fuelled by LNG at the port, heralding a new era of eco-friendly maritime transport.

The CMA CGM BAHIA, boasting a length of 336 meters and a capacity of over 13,000 TEUs, began its voyage in Singapore on December 28, 2023, berthing at the Port of Rio de Janeiro before making a stop at the Port of Santos. The vessel’s journey includes several stops across Brazilian ports, before returning to Santos on its return journey to Singapore.

Vessels powered by LNG are gaining recognition for their lower greenhouse gas emissions, making them a more sustainable option in maritime transport. Emitting 40% less CO² than coal and 30% less than oil, LNG is considered to be a sustainable alternative fuel for maritime operations.

DP World, with its commitment to reducing carbon emissions, views the arrival of the CMA CGM BAHIA as a key milestone. Rodrigo Gomes, Commercial Manager at DP World Brazil, said: “Welcoming an LNG-powered vessel that generates fewer CO² emissions aligns perfectly with our global efforts to reduce carbon footprints.” He noted that 2024 will see a rise in similar eco-friendly vessels at the port, reflecting the maritime industry’s commitment to forging a more sustainable future in global logistics.

Sustainability Beyond Shipping

In addition to pioneering sustainable shipping practices, DP World is also focusing on greening its internal operations. In 2023, the company embarked on increasing its use of renewable energy through the electrification of its RTGs (rubber-tired gantry cranes) at the Port of Santos. This project, aimed at converting 22 cranes by 2024, involves a cable system for drawing power from overhead lines. This transition is expected to slash the terminal’s diesel consumption by up to 60%, further cementing DP World’s position as a leader in sustainable port operations.

The company is also embarking upon a pilot project to test hydrogen-powered RTGs at Canada’s Port of Vancouver. A clean and efficient fuel, hydrogen is a proven technology and a viable choice for powering heavy-duty machinery. Slated to kick off in Q2 2024, the hydrogen pilot will gauge the feasibility of electrifying DP World’s global fleet of 1,500 RTGs.

– END –

DP WORLD AMERICAS MEDIA CONTACT:

Melina Vissat, Head of Communications, North America 
M: (+1) 704-605-6159 
E: melina.vissat@dpworld.com

ABOUT DP WORLD:

Trade is the lifeblood of the global economy, creating opportunities and improving the quality of life for people around the world. DP World exists to make the world’s trade flow better, changing what’s possible for the customers and communities we serve globally. 

With a dedicated, diverse and professional team of more than 106,500 employees from 158 nationalities, spanning 73 countries on six continents, DP World is pushing trade further and faster towards a seamless supply chain that’s fit for the future. 

We’re rapidly transforming and integrating our businesses — Ports and Terminals, Marine Services, Logistics and Technology – and uniting our global infrastructure with local expertise to create stronger, more efficient end-to-end supply chain solutions that can change the way the world trades. 

What’s more, we’re reshaping the future by investing in innovation. From intelligent delivery systems to automated warehouse stacking, we’re at the cutting edge of disruptive technology, pushing the sector towards better ways to trade, minimising disruptions from the factory floor to the customer’s door. 

WE MAKE TRADE FLOW
TO CHANGE WHAT’S POSSIBLE FOR EVERYONE.

Follow DP World on:

Twitter: https://twitter.com/DP_World

LinkedIn: https://www.linkedin.com/company/dp-world

SÃO PAULO, January 25, 2024 /3BL/ – In a significant step towards sustainable maritime operations, DP World welcomed the CMA CGM BAHIA, a container vessel powered liquefied natural gas (LNG), into the Port of Santos, Brazil, on January 22, 2024. This marks the first arrival of a container vessel fuelled by LNG at the port, heralding a new era of eco-friendly maritime transport.

The CMA CGM BAHIA, boasting a length of 336 meters and a capacity of over 13,000 TEUs, began its voyage in Singapore on December 28, 2023, berthing at the Port of Rio de Janeiro before making a stop at the Port of Santos. The vessel’s journey includes several stops across Brazilian ports, before returning to Santos on its return journey to Singapore.

Vessels powered by LNG are gaining recognition for their lower greenhouse gas emissions, making them a more sustainable option in maritime transport. Emitting 40% less CO² than coal and 30% less than oil, LNG is considered to be a sustainable alternative fuel for maritime operations.

DP World, with its commitment to reducing carbon emissions, views the arrival of the CMA CGM BAHIA as a key milestone. Rodrigo Gomes, Commercial Manager at DP World Brazil, said: “Welcoming an LNG-powered vessel that generates fewer CO² emissions aligns perfectly with our global efforts to reduce carbon footprints.” He noted that 2024 will see a rise in similar eco-friendly vessels at the port, reflecting the maritime industry’s commitment to forging a more sustainable future in global logistics.

Sustainability Beyond Shipping

In addition to pioneering sustainable shipping practices, DP World is also focusing on greening its internal operations. In 2023, the company embarked on increasing its use of renewable energy through the electrification of its RTGs (rubber-tired gantry cranes) at the Port of Santos. This project, aimed at converting 22 cranes by 2024, involves a cable system for drawing power from overhead lines. This transition is expected to slash the terminal’s diesel consumption by up to 60%, further cementing DP World’s position as a leader in sustainable port operations.

The company is also embarking upon a pilot project to test hydrogen-powered RTGs at Canada’s Port of Vancouver. A clean and efficient fuel, hydrogen is a proven technology and a viable choice for powering heavy-duty machinery. Slated to kick off in Q2 2024, the hydrogen pilot will gauge the feasibility of electrifying DP World’s global fleet of 1,500 RTGs.

– END –

DP WORLD AMERICAS MEDIA CONTACT:

Melina Vissat, Head of Communications, North America 
M: (+1) 704-605-6159 
E: melina.vissat@dpworld.com

ABOUT DP WORLD:

Trade is the lifeblood of the global economy, creating opportunities and improving the quality of life for people around the world. DP World exists to make the world’s trade flow better, changing what’s possible for the customers and communities we serve globally. 

With a dedicated, diverse and professional team of more than 106,500 employees from 158 nationalities, spanning 73 countries on six continents, DP World is pushing trade further and faster towards a seamless supply chain that’s fit for the future. 

We’re rapidly transforming and integrating our businesses — Ports and Terminals, Marine Services, Logistics and Technology – and uniting our global infrastructure with local expertise to create stronger, more efficient end-to-end supply chain solutions that can change the way the world trades. 

What’s more, we’re reshaping the future by investing in innovation. From intelligent delivery systems to automated warehouse stacking, we’re at the cutting edge of disruptive technology, pushing the sector towards better ways to trade, minimising disruptions from the factory floor to the customer’s door. 

WE MAKE TRADE FLOW
TO CHANGE WHAT’S POSSIBLE FOR EVERYONE.

Follow DP World on:

Twitter: https://twitter.com/DP_World

LinkedIn: https://www.linkedin.com/company/dp-world