Tag: 3BL

The Problem

In an era of environmental accountability, businesses face a pressing challenge: the imperative to monitor and manage their emissions.

Yet while most people – and organisations – are striving to reduce their CO2 output, the reality is often less impressive than the intention. Take High-Performance Computing (HPC): a significant tool to help tackle humanity’s greatest challenges – yet one which simultaneously produces emissions on a par with the widely demonized aviation industry.

Look north, however, to the windswept reaches between the Greenland Sea and the North Atlantic Ocean, and you will see a glimmer of hope. Not the Northern Lights (though they can be seen in all their splendour from there) but a company which has not only reduced emissions –it is on the cusp of that elusive ultimate goal of being completely carbon neutral.

Responsible Compute

Responsible Compute is a groundbreaking collaboration between Icelandic IT solutions provider Origo and Borealis Data Center. The company offers world-class HPC hosting services underpinned by a 100% renewable, low-cost infrastructure. And as the company’s CEO, Kristján Hafsteinsson, puts it: “While some of your HPC may need to be localised to your premises, in most cases there is no need for it to be in the same location.”

“I like to believe that every time we have a chance to let people know of us and how we work, it helps them realize that there are almost always greener options for their compute.”

As alternatives go, nowhere stands in comparison to Iceland, where CO2 emissions per kWh are a mere 2.8g (LV reported carbon footprint per kWh in 2022), in stark contrast to the global average of 440g – and a mere fraction of the 100g emissions rate which is regarded as “green” energy generation by the European Union.

“Our HPC and AI services are not just carbon-neutral; they are a harmonious blend of nature’s best offerings and cutting-edge technology,” adds Kristján. “What truly sets us apart is our holistic approach to sustainability, which begins with tapping into Iceland’s abundant renewable energy sources, like geothermal and hydropower.”

But the innovation doesn’t stop there. Instead of relying on heavily mechanical cooling systems utilising polluting coolants, Borealis Data Center harnesses the natural, cold Icelandic environment to keep its servers at optimal temperatures and further reduce energy consumption.

Tech partners

Helping to drive this mission forward is Responsible Compute’s partnership with Lenovo. One of the biggest challenges that companies face lies in being aware of their emissions. This is especially important in the European Union, where the Corporate Sustainability Reporting Directive demands that SMEs and larger companies must report their emissions from 2024.

“The XClarity Energy Manager (LXEM) from Lenovo plays a huge role for us here,” says Kristján, allowing the company to identify both its own usage and that of its customers, along with a dashboard and portal where all the information is accessible.

By encouraging businesses to move elements of their HPC workloads to data centres powered by natural resources, Responsible Compute is part of a wider movement to make huge strides towards reaching ESG goals.

And amid the growing focus on Artificial Intelligence, it is all too easily forgotten that its advancement is only as good as the hardware and software which powers the process. And that this comes with the potential for a significant increase in energy consumption.

So, if AI is to be sustainable, it needs the right partnerships. Hence Responsible Compute’s collaboration with the Icelandic European Digital Innovation Hub.

“This collaboration enables us to aid universities, institutions, and businesses in leveraging high-performance computing in a sustainable manner, ensuring that the future of technology is not just powerful, but also environmentally responsible,” concludes Kristján.

“In a world that’s rapidly evolving, we’re proud to offer a service that looks ahead, ensuring the next generation of computing doesn’t come at the cost of our planet.”

Read more about Responsible Compute and Lenovo in the full case study.

The arctic blast that we’ve seen in the U.S. over the past week is a prime example of the competing challenges we face in addressing climate change: we must meet increased demand for high-performance heating and cooling amid extreme temperatures while minimizing our environmental impact.

This intersection of performance and sustainability is where my business and the broader HVACR industry sits—delivering climate-friendly, energy efficient, safe solutions for everything from the cold chain to residential heat pumps and even industrial waste heat recovery. As I travel to Chicago to join HVAC leaders from across the value chain at the annual AHR Expo, I couldn’t help but reflect on how far we’ve come and how excited I am to share our progress and vision for the future.

Chemours manufactures a portfolio of innovative thermal management solutions, including Opteon™ refrigerants, our family of low global warming potential (GWP) hydrofluoroolefins (HFOs) and blends. Aside from enabling many aspects of modern life, these refrigerants are uniquely capable of meeting growing demands on heating and cooling while both enabling energy efficiency and circularity benefits—areas where many alternatives fall short.

Driving Sustainable Innovation

Tackling climate change demands action, which is why we are not interested in maintaining the status quo. Instead, we’re advancing innovation to meet the market needs of today and the opportunities of tomorrow with minimal impact on our planet. In fact, last year we unveiled our three-horizon innovation roadmap at the AHR Expo, which includes commercial adoption, new optimized blend collaboration, and next-generation product development. Over the past 12-months, our team has worked tirelessly—alongside industry—to advance each horizon and continue to raise the bar for sustainability in our industry.

Horizon One: Adoption This horizon represents our current reality and focuses on advancing the commercial adoption of our existing Opteon™ XL and XP series. These products balance top-tier performance with sustainability and ease of transition, offering non- or mildly flammable refrigerants with zero ozone depletion potential (ODP) and low GWP. To date, we’re seeing strong market adoption (e.g., professional ice rinks, US beverage distributor, and EU supermarket) and are expanding our capacity, conducting industry trainings, and supporting codes and standards efforts to ease and facilitate adoption of this safe, proven technology across applications.

Horizon Two: Innovative Blends

The second horizon, which will run through 2025, leverages partnerships with customers, suppliers, and national labs to identify optimized refrigerant blends. It strives toward better performance and lower GWPs to ensure our products anticipate customer needs and remain steps ahead of evolving regulations. Our teams are working hand-in-hand with OEMs and industry associations to understand the critical characteristics necessary to deliver the solutions our customers need across regions, climates, and applications.

Horizon Three: Next Generation

Last, but certainly not least, the third horizon includes the development of a next-generation thermal management solution. This technology is intended to deliver even greater value for customers, exceed industry standards, and surpass long-term regulatory requirements. The refrigerant will need to strike the ideal balance between performance, safety, degradation profile, and environmental impact. By leveraging strategic partnerships, the latest technological advances, and parallel workstreams, we are safely and methodically accelerating innovation. We remain confident in our ability to make these solutions available for customer qualification in 2025, ushering in a new era of environmental stewardship and technological progress.

We Cannot Do It Alone

While there is still plenty of work to be done, I could not be more proud or excited about our progress against this bold roadmap. As we move ahead, we recognize that our initiatives are part of a larger, industry journey toward sustainable progress and that we cannot do this alone. I invite each of you—our customers, partners, and industry peers—to join us. I look forward to helping shape a more sustainable thermal management future alongside you!

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

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MEMPHIS, Tenn., January 22, 2024 /3BL/ – On National Wreaths Across America Day, Saturday, December 16, 2023, International Paper (IP) was proud to support Wreaths Across America (WAA) in remembrance to honor our veterans. IP donated $50,000 to sponsor nearly 3,000 wreaths, 16,000 wreath boxes, aid in transportation to Arlington National Cemetery (ANC) and volunteers to lay wreaths at headstones of our nation’s fallen heroes at national cemeteries across the nation. WAA has been a loyal customer of IP’s Auburn Box Plant for more than 13 years, and each year, IP produces nearly 350,000 boxes for the program. Now, as we look back on Wreaths Out Day, January 20, 2024, the annual removal of wreaths at ANC marks another milestone of all efforts made by those who have served.

“The year-round mission to Remember, Honor and Teach grows each year all across the country, thanks to the many hearts and hands that help share it and support it,” said Karen Worcester, executive director, Wreaths Across America. “International Paper has long played an important part in this program, and has grown their support as we have grown, for which we are very grateful.”

As part of IP’s dedication to sustainability, our team works with a national waste-to-energy company to ensure the wreaths do not end up in landfills and coordinates the recovery and recycling of the wreath boxes at ANC and three national cemeteries in Long Island, New York. This is a smart environmental decision and helps reduce one of the nonprofit’s largest expenses. Dave Kumar, an IP retiree, leads these recycling efforts and he estimates that IP and a team of more than 250 volunteers recycled 54 tons of boxes from these locations alone.

IP’s wreath sponsorship was allocated across three locations: in Memphis, Tenn., more than 650 wreaths were sponsored at West Tennessee National Cemetery, 1000 were sponsored at Memphis National Cemetery, and at ANC, 1,275 wreaths were placed on the graves of veterans at rest. In 2023, 30,000 visitors placed nearly 260,000 wreaths at ANC. Overall, WAA saw volunteers across more than 4,225 participating locations, home and abroad. IP is proud to support WAA’s mission to remember the fallen, honor those who serve and their families, and teach the next generation about the value of our freedom in communities across the United States.

“International Paper is proud to be a partner and supporter of Wreaths Across America,” said Dr. Alissa Campbell Shaw, senior manager, Global Community Engagement. “This day is an important tradition to commemorate our fallen heroes, and we are honored to be a part of this special day,”

Wreaths Across America has become such a valued tradition that it is recognized by the U.S. Congress. U.S. Senators Susan Collins and Angus King introduced an unanimously passed bipartisan resolution to designate Saturday, December 16, 2023, as Wreaths Across America Day. International Paper is honored to contribute to WAA’s mission year after year to recognize the sacrifices made for our freedom by those who have served. To learn more about IP and WAA continued partnership, click here.

About International Paper

International Paper (NYSE: IP) is a global producer of planet-friendly packaging, pulp and other fiber-based products, and one of North America’s largest recyclers. Headquartered in Memphis, Tenn., we employ approximately 39,000 colleagues globally who are committed to creating what’s next. We serve customers worldwide, with manufacturing operations in North America, Latin America, North Africa and Europe. Net sales for 2022 were $21.2 billion. Additional information can be found by visiting InternationalPaper.com.

Pepco | The Source

Beneath the hustle and bustle of streets in the District of Columbia and portions of Maryland is an underground labyrinth of cables and equipment that provide power to our Pepco customers. More than 7,000 miles of cable weave through tunnels to form the foundation of a reliable local energy grid, helping support fewer interruptions from weather with less maintenance cost and no visual clutter of utility poles and cables overhead.

Work is underway to make our underground local energy grid even more reliable. In 2022, we began installing state of the art switches that will further limit outage impacts for our customers.

The switches function like a circuit breaker in your home, but on a much larger scale. These devices can tell if there’s a failure and automatically limit the impact caused from a single fault. Once the switch is activated, the Pepco system operator is instantly notified and can work to limit the disruption remotely by quickly and safely re-routing power to unaffected areas of the circuit, minimizing both the frequency and duration of power outages.

“The collaboration between various engineering, project management, and field construction teams has set this project up for success throughout the various stages of execution” said Robert Spelman, senior manager of Underground Construction and Maintenance for Pepco. “This innovative project demonstrates our commitment to improving the customer experience and will help set the stage for future automation in the underground distribution system to continue to provide safe and reliable service.”

Pepco crews successfully installed and energized six of these switches in 2023, with 15 more scheduled for installation this year across our service region. As the program expands, eighteen switches will be installed per year over the next five years. This is just one of several projects underway to bring reliable service to our customers. To learn more about these efforts visit our current reliability projects website.

By Caitlin Odom, RMI Senior Associate, Carbon-Free Electricity

The Electrification 101 series explores the challenges and opportunities that a rapidly electrifying transportation sector presents for the power grid, offering solutions to support proactive grid planning for oncoming EV charging needs. Read the first article in the series here.

January 22, 2024 /3BL/ – Over the past 30 years, US electricity demand has remained relatively flat — generally, new end uses (adding load) and improved efficiency (reducing load) have roughly canceled each other out. But with electric vehicles and other end uses emerging, more demand is coming.

American drivers are rapidly choosing to go electric. Despite some misleading headlines, automakers have sold more EVs every quarter since 2021, and that growth is likely to continue. Individual buyers and corporate and government fleets purchases — enabled by supportive policy, regulation, and incentives — have driven new sales of EVs to a tipping point. By 2030, we expect to see fully electrified fleets and, by 2035, EV’s comprising 100 percent of vehicles sales in some states.

Understandably, we have not built today’s US electric grid to rapidly replace the fossil fuel-based vehicle fueling infrastructure. However, with continued exponential growth in electric vehicle ownership and use, doing so has become increasingly urgent. Unfortunately, though, to plan for the grid of tomorrow, today’s grid planning processes must change from reactive to proactive to ensure that the grid is ready when the vehicles arrive. To enable this, utility engineers and regulators need access to better modeling and data of anticipated load from vehicle electrification. This will help them to accurately plan and build infrastructure to serve this load in a timely manner while simultaneously minimizing any cost to electricity users.

Updating How Utilities and Regulators Plan

Today, utilities propose, and regulators approve, grid investments reactively. Utilities only propose projects when customers (e.g., a new subdivision or a new factory) have committed to new demand. Regulators defined this reactive process because it helped control costs in a world where demand was flat or only slowly increasing and where new demands came online with a long timeline (it takes years to build a new subdivision or a new factory). However, EV loads will come quickly, often as a response to policy mandates, meaning grid planning needs to be done in anticipation of this new load. For example, logistics companies can commission new truck fleets and charging hubs in a matter of months but, if the paradigm of reactive planning remains, will likely need to wait years to connect to the grid.

Today’s infrastructure planning process evolved out of the need for regulators to have reasonable oversight of utility capital expenditure investments. To prevent utilities from overbuilding infrastructure, and overcharging customers, regulators often try to reduce the amount of investment the utilities can rate-base and profit from. Regulators want to be as certain as possible that investment in building new grid infrastructure will promptly result in new customers and load on the system. This process aims to ensure ratepayers don’t experience unnecessary shocks in rate costs and that utilities are making least-cost investment decisions and not overbuilding the grid in pursuit of risk-free profit. To shift out of today’s planning paradigm into a process that can more proactively prepare our grid for rapid load growth from electrification, regulators and utilities need a new method of being confident that new grid infrastructure for electrification will be utilized.

Enter GridUp

Using existing data on vehicle stock, driving patterns, and charging behaviors, we can model the anticipated power and energy demand from different EV market penetration scenarios. RMI’s forthcoming GridUp tool will do exactly this. By providing geographically granular energy and power data to utilities and regulators, GridUp will enable these stakeholders to assess when and where the grid will need upgrades. This sort of modeled future planning is not new to many utilities’ planning processes. Utilities that own generation assets, also known as vertically integrated utilities, plan generation infrastructure a decade or more in advance using integrated resource plans (IRPs) that regulators review. GridUp intends to apply an approach to enable investments in assets to meet demand similar to how IRPs plan for supply. Through the use of the public data in the GridUp tool, both utilities and regulators can assess forthcoming grid needs and begin planning infrastructure to meet that load in anticipation of rapid transportation electrification.

Not only will GridUp allow utilities and regulators to see what power and energy demand will look when all electrifiable vehicles go electric, but the tool will also provide data on the evolution of the expected power and energy demand from vehicles over the next two decades. Users will be able to explore implications on load from deployment of different charger types and in different economic scenarios. This improvement in load forecasting data will allow utilities to propose justifiable infrastructure projects to prepare for vehicle electrification and will allow regulators to review such proposed plans for prudency given the expected changes in load. Senate Bill 410, signed into California law this past October, enables utilities in the state to use this more proactive planning process for grid planning in an effort to prevent the grid from slowing down implementation of California’s decarbonization agenda.

Shifting utility infrastructure planning processes from reactive to proactive will not happen without resources and tools to ensure that regulators can carry out their duty to protect ratepayers from unnecessary increases in the cost of electricity. Utility regulators are tasked with ensuring these natural monopolies, utilities, are not abusing their lack of market competition to exploit customers. Equipping these regulators and policymakers with technical modeling and resources to pressure test proposed grid upgrades for vehicle electrification will ensure expedited grid planning to serve increasing loads from decarbonization does not lead to rate increases to consumers.

The GridUp tool and Electrification 101 article series are supported by a generous grant from FedEx.

Our first solar farm opened in 2014 in Santa Rosa, California and our solar energy footprint across the globe has been growing ever since. In November 2023, we unveiled a solar energy farm at our Mounds View, Minnesota campus, a seven-acre site expected to generate more than 10% of the building’s annual electric needs. With this addition, we have ten Medtronic locations with on-site solar arrays.

Our longstanding commitment to renewable energy predates even our ambition to be net zero by 2045. We’ve invested in a variety of low-carbon energy sources such as purchasing green electricity from the grid or generating our own renewable electricity on site. Last year, we used approximately 414,300 megawatt hours (MWh) of renewable electricity – more than 46% of our total electricity usage. This accomplishment was in large part due to our solar arrays at our facilities around the globe.

Here are three things to know about how we’re using the sun to reduce our greenhouse gas emissions:

1. About one-quarter of our sites generate solar power — and more are planned.

Of the 94 Medtronic locations our company tracks around the world, 19 of them already have on-site solar generation. And there are 18 more projects we hope to complete in the near-term, said Daniel Sterner, a 20-year employee who leads our global energy, water, and utility infrastructure.

“They are relatively low-risk projects. We install them, flip the switch, and they’ll produce energy for us for years to come,” noted Sterner.

We’re putting solar infrastructure in place now so that we will have a positive impact and contribution to the greening of the different electricity grids our sites are connected to.

2. Our fleet of solar energy farms spans the globe.

Just as our company is embedded in all parts of the world, so is our commitment to producing green energy.

Our solar generation fields are often installed on roofs, which are otherwise unused spaces, said Daniel. Sometimes, we build carports and install solar panels on top, which offer an extra benefit for employees who drive to work. Some solar array systems generate 5% of a site’s electricity needs, while others are nearly 50%.

Our notable solar sites around the globe include:

Juncos, Puerto Rico: Spanning 13 acres and outputting five megawatts at a given time, this site was first installed in 2017. Later that year, it was destroyed by Hurricane Maria. It reopened in 2021. The site produces clean energy for our Juncos facility and sends surplus power back to the grid for community use.Alajuela, Costa Rica: This 450-kilowatt site was built in under four months, our fastest execution to date. The U.S. Green Building Council recently awarded our facility here a LEED Platinum certification for the building operations and maintenance — a global recognition for green building design efforts.Lafayette, Colorado: One of our recent solar gardens to open, this was built on top of a carport. It’s a one-megawatt system, meaning it can produce up to 2 million kilowatt-hours annually. For reference, the average U.S. home consumes 10,500 kilowatt-hours per year so the energy produced in Lafayette is equivalent to powering 200 homes for an entire year.

3. Our ambitious energy goals are driving this work.

We are expanding our renewable footprint as we anticipate what’s ahead, said Sterner. He noted that very little construction is being done at our sites to install fossil fuel generation. Instead, we are prioritizing and investing in renewable energy, whether it’s solar, wind, hydroelectricity, or geothermal.

Last year, our Ireland and Italy sites began participating in renewable energy purchase programs with their local electric utility providers to achieve 100% renewable energy. And we’re just getting started!

Learn more about our efforts in our most recent Sustainability Report.

NEW YORK, January 22, 2024 /3BL/ – Common Impact, a nonprofit that fosters purposeful partnerships between prominent companies and leading nonprofits worldwide to propel social good, today announces the addition of four distinguished leaders to its Board of Directors. Bridget Neibergall, Chris Scalia, Conor Sutherland, and Maggie Zhang join the team with a unique set of skills and a passion for elevating nonprofits’ mission through skills-based volunteer partnerships.

These board members come with extensive knowledge, experience, and commitment to leveraging business as a force for social change. Their broad array of industry experience, business acumen, and dynamic leadership qualities support Common Impact’s mission to align talents from the corporate sector with leading nonprofits.

“We are thrilled to welcome Bridget, Chris, Conor, and Maggie to our board,” said Leila Saad, CEO of Common Impact. “Their collective expertise, coupled with their dedication to driving social impact, will be invaluable as we continue to amplify our impact in the nonprofit sector. I look forward to their fresh perspectives, innovative ideas, and collaborative spirit throughout 2024.”

Neibergall, a dynamic financial leader, is the senior director of finance for digital products and services at Novant Health, an $8 billion, not-for-profit health system. She has experience in implementation, strategy, business office operations, and finance within the company.

Scalia is a proven leader in customer experience organizations and currently serves as the chief customer officer at SpryPoint. He brings 30 years of experience and best practices from previous leadership roles at companies such as Kantata, Mavenlink, Accenture, 170 Systems, Kofax, and ACI Worldwide to drive successful outcomes across customer lifecycles.

Sutherland, an established private equity investment strategist, is a partner at Apollo Global Management and focuses on the company’s private equity investments in Japan.

Zhang, a passionate leader and technological strategist, is a senior manager for PwC consulting practice. She has successfully led her teams through the constantly evolving landscape of technological advancement to create lasting value.

These individuals, alongside nine other board members, will contribute their unique insights, experiences, and backgrounds to help drive Common Impact’s work to support the nonprofit sector. They will play an essential role in guiding the organization’s strategic direction while staying true to its mission of amplifying social impact. Together, they embody Common Impact’s ongoing commitment to drive meaningful social change through cross-sector partnerships and collaborative efforts.

To learn more about Common Impact’s board members, visit CommonImpact.org/board-members.

For more information about Common Impact, visit CommonImpact.org and follow the brand on LinkedIn, Facebook, Instagram, and X.

About Common Impact  
Common Impact is a national nonprofit that fosters meaningful partnerships between purpose-driven Fortune 500 companies and nonprofits worldwide to propel social good. Since 2000, Common Impact has generated over 205,000 hours of skills-based volunteering and $40 million in resources. Common Impact is dedicated to helping nonprofits expand their capacity, improve efficiency, and deliver on their mission with customized and impactful projects through corporate partnerships. Learn more about Common Impact’s services, impact, and clients.

HAMILTON, Bermuda, January 22, 2024 /3BL/ – Family-owned spirits company, Bacardi is today launching Shake Your Future in five cities across Italy. The initiative, which this year is offering 40 young people the life-changing opportunity to start a career in the world of mixology, will take place in the city of Genoa for the first time ever – as well as Milan, Rome, Turin and Naples.

Now in its fourth year in Italy, the Shake Your Future program begins with a four-week training course to acquire the skills necessary for a career in bartending, which is followed by a four-week internship, when the students can gain their first valuable experience in a respected local bar, which is a partner of Bacardi. Graduates receive an internationally recognized diploma and access to permanent employment opportunities in the industry, empowering them to transform their lives and build a brighter future.

“Every single person who walks into a bar should enjoy an unforgettable experience. Shake Your Future will give these young people the skills they need to deliver that experience and the skills that our bar partners are desperately looking for. I am proud that over the last three years, we have changed the lives of more than 100 students in Italy thanks to Shake Your Future,” comments Massimo Barboni, Country Manager for Bacardi in Italy.

Shake Your Future is helping to meet the hospitality industry’s urgent need for professionally trained bartenders. To ensure each student gains all the required skills Bacardi is collaborating with renowned bartender schools across the country including: Mixology Academy, in Rome and Milan, Sweet & Sour of Turin, the Flair Bartender’s School of Naples and the Timossi Academy of Genoa.

The 2024 program includes a fantastic prize. The students will work on their own personal twist on the classic Americano cocktail, one of which will be selected by Shake Your Future mentor, Alexander Frezza, to be included on the official drink list of the bar he co-founded, L’Antiquario di Napoli, one of the World’s 50 Best Bars.

“When I stepped behind the bar for the first time, I could never have imagined it would lead to where I am today,” said Alex Frezza. “This industry opens up a world of possibilities and through Shake Your Future, Bacardi is opening up that world to these students. I am excited to be here at the start of their journey and to help them achieve their dreams.”

Bacardi invests in Good Spirited ESG initiatives that set goals for a brighter future for all, focusing on doing the right thing by its consumers, employees, business partners, the communities where it operates, and the environment. Find out more at www.bacardilimited.com/good-spirited.

-ENDS-

Media enquiries: 

Andrew Carney, Communications Director Europe, acarney@bacardi.com

Jessica Merz, VP Global Corporate Communications, jmerz@bacardi.com

Always drink responsibly.

About Bacardi 

Bacardi Limited, the largest privately held international spirits company, produces, markets, and distributes spirits and wines. The Bacardi Limited portfolio comprises more than 200 brands and labels, including BACARDÍ® rum, PATRÓN® tequila, GREY GOOSE® vodka, DEWAR’S® Blended Scotch whisky, BOMBAY SAPPHIRE® gin, MARTINI® vermouth and sparkling wines, CAZADORES® 100% blue agave tequila, and other leading and emerging brands including WILLIAM LAWSON’S® Scotch whisky, ST-GERMAIN® elderflower liqueur and ERISTOFF® vodka. Founded more than 161 years ago in Santiago de Cuba, family-owned Bacardi Limited currently employs approximately 9,000, operates production facilities in 11 countries and territories, and sells its brands in more than 160 countries. Bacardi Limited refers to the Bacardi group of companies, including Bacardi International Limited. Visit www.bacardilimited.com or follow us on LinkedIn, Instagram and X.

We are pleased to announce we are among the winners of the annual Glassdoor Employees’ Choice Awards, a list of the Best Places to Work in 2024.

Unlike other workplace awards, there is no self-nomination or application process, instead it’s entirely based on the feedback our employees have voluntarily and anonymously shared on Glassdoor. To determine the winners of the awards, Glassdoor evaluates company reviews shared by current and former employees over the past year. This year, we are proud to be recognized as a Best Place to Work among U.S. companies with more than 1,000 employees. For the complete list of the Glassdoor Best Places to Work winners in 2024, please visit: gldr.co/BPTW.

A huge thank you goes out to all our employees who took the time to share their perspective on what it’s like to work here. This award is a symbol of the belief Expedians have in our vision and our commitment to fostering a workplace of excellence. We appreciate all the valuable feedback as it only helps us improve.

Below are just a few words employees shared on Glassdoor that contributed toward the award and make us feel incredibly honored:

“A true worklife balance environment throughout the company, the CEO even established mental health days during covid times. Flexibility, employee stock program, great offices throughout the world with inclusive events for all groups.”

“I have rarely enjoyed work this much, or felt more supported. It’s that simple. Some bullets: – Great work/life balance – Lovely people – Inclusive culture – Fun work environment – Stimulating work – Great benefits”

“Lovely people all around the company. I’ve hardly had any negative interactions within the work place. In general people are very approachable, friendly, and collaborative. Great inclusion and diversity programs, good development tools, good culture overall”

Yum! Brands

At Yum! Brands, our unrivaled talent is our greatest asset – one that we invest in heavily. That’s one of the reasons why TIME magazine ranked us No. 32 on its first “Best Companies for Future Leaders” list. The publication scoured 2,000 of the United States’ top resumes and came up with a list of 150 private sector companies whose names routinely appeared on those CVs. The accolade is evidence of a continued effort to develop our company leaders. Watch to learn how we do this in the latest episode of “Quick Bite,” the video series that profiles innovative work in about a minute.