Tag: 3BL

According to the latest Intergovernmental Panel on Climate Change (IPCC) Report, the world is already 1.1°C hotter than preindustrial levels, and unfortunately, the global climate crisis continues to grow increasingly dire3. Keeping warming to 1.5°C above pre-industrial levels requires deep, rapid and sustained greenhouse gas (GHG) emissions reductions in all sectors. The National Oceanic and Atmospheric Administration (NOAA) and NASA reported 2022 to be one of the hottest years with some of the most extreme – and most costly – weather events on record4.

Corporate sustainability leaders have taken action. Currently, more than 40% of the world’s largest publicly traded companies have made net-zero commitments as of the end of 2022, up from 20% in December 20205. However, only 50% of companies with net-zero targets were found to have a GHG emissions reduction plan that includes intermediate targets6.

Food systems are sustained by carbonintensive activities including agriculture, land use, and supply chain activities such as industrial processes and packaging, and account for one-third of total GHG emissions7. As of April 2023, more than 4,500 companies have set or committed to developing science-based targets8, 290 of which are from the food and beverage processing sector and only 87 are from the containers and packaging sector9.

Why it matters 

The world is already 1.1oC hotter than pre-industrial levels. To avoid the widespread adverse impacts and related losses and damages to nature and people, keeping warming to 1.5°C above pre-industrial levels requires deep, rapid and sustained GHG emissions reductions in all sectors.

Ambition 

Take action on mitigating climate change by decarbonising10 our operations, products, and our value chain.

Targets 

By 2030, achieve net-zero GHG emissions in our operations (scopes 1 and 2 and business travel)11 and -46% GHG reduction across our value chain in line with 1.5°C SBTi commitment compared to our 2019 baseline12 By 2030, source 100% renewable electricity in our operations in line with RE100 commitmentBy 2030, reduce the carbon footprint of our best practice processing lines by 50% compared to 2019By 2050, work together with our suppliers, customers and other stakeholders to achieve net-zero GHG emissions across our value chain (scopes 1, 2 and 3)13 compared to our 2019 baseline

Tetra Pak’s role

As a leading manufacturer of food packaging and processing solutions our value chain relies on natural resources such as water, forests, and minerals, all of which are increasingly at risk as climate change amplifies droughts, deforestation, and depletion of mineral resources. We are looking at the whole value chain, from working upstream on (1) raw materials and transportation, decreasing GHG emissions in (2) Tetra Pak’s operations, to working with customers downstream on the impact of (3) sold equipment.

At Tetra Pak, we commit to addressing climate change and recognise the importance of setting ambitious targets for transparent and meaningful climate actions, that are aligned with best practices. A critical part of our climate strategy is to work together with our suppliers, customers and other stakeholders to achieve net-zero GHG emissions across the value chain (scopes 1, 2, and 3)14 by 2050 from a 2019 baseline, a target which has been approved by the Science Based Target Initiative (SBTi)15. To achieve this, we have set a goal to achieve net-zero emissions in our operations (scopes 1, 2 and business travel) by 2030. Our net-zero trajectory comprises reduction, mitigation, and compensation measures across our operations as well as relevant parts of the value chain, from raw materials to impact of sold equipment and packaging. These efforts not only help mitigate our own climate impact but also contribute to keep global temperature rise limited to 1.5°C globally16. 
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Our progress in 2022

Raw materials

We aim to reduce the climate impact of our suppliers’ materials by working collaboratively replacing fossil-based plastics with plant-based plastics and testing a fibre-based barrier to substitute the aluminium foil layer in aseptic carton packages.

Collaborating with our suppliers to reduce climate impact 
Since launching our ‘Join us in Protecting the Planet’ initiative two years ago, we’ve been working closely with 45 out of 60 of our base materials suppliers17 to improve on the areas of climate, biodiversity, and circularity. These 45 suppliers account for 99.5% of our purchase volume and 99% of our base materials’ GHG emissions in 2022. We have set 20 actions across Climate, Biodiversity, and Circularity, committed to by our base materials suppliers between now and 2030 – ‘Twenty actions by 2030’. Our aim is for our suppliers to reduce their GHG emissions by 50% by 2030 by setting actions to decrease the climate impact of purchased raw materials.

Replacing fossil-based with plant-based plastic 
We have increased the use of plant-based plastics over fossil-based plastics, selling 8.8 billion plant-based packages18 and 11.9 billion plant-based caps in 2022, compared to 7.1 billion and 10.7 billion respectively in 2021. The amount of plant-based plastic, which amounts to approximately 9% of the total amount of plastic we bought in 2022, resulted in 131 kilotonnes of CO2 saved compared to the amount of CO2 which would have been emitted if using fossilbased plastic19.

Replacing aluminium foil with a fibre-based layer 
Marking a breakthrough in our journey towards a fully renewable aseptic carton package, in 2002 we tested a fibre-based barrier to substitute the aluminium foil layer in aseptic carton packages, a first within food carton packages distributed under ambient conditions. Early results suggest that the package with a fibre-based barrier can offer CO2 reduction when compared to traditional aseptic cartons20, with comparable shelf life and food protection properties21. Cartons with higher paper content22 are also more attractive for paper mills; thus, this concept presents clear potential for realising a low carbon circular economy for packaging23.

Tetra Pak’s operations

In 2022, we have reduced our operational footprint (scopes 1, 2 and business travel) by 39% compared to our 2019 baseline. This reduction was mainly driven by reduced business travel compared to the 2019 baseline and a strongly increased use of renewable electricity and also supported by reductions in our scope 1 emissions as we focus on shifting away from fossil fuel use. 
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We have been recognised for leadership in corporate transparency and performance on climate change by the global environmental non-profit CDP. We have been reporting on climate change since 2009 having secured a place on its prestigious ‘A List’ a total of 6 times for climate. In 2022, Tetra Pak was one of the 296 companies that achieved a ‘A’ in climate change, out of nearly 15,000 companies that were scored.

All businesses must have clear targets and plans to align their value chain impacts with what our planet can sustainably provide. Tetra Pak is one of just 18 companies in the world to have a place on CDP’s A List for climate change and forests in 2022. This small group of companies are leading the pack when it comes to transparently disclosing and acting on their environmental impacts. 

Maxfield Weiss, 
Executive Director CDP Europe

Targeting 100% renewable electricity use in our operations by 2030 
In line with the RE100 commitment we made in 2016, we have achieved 84% renewable electricity consumption in 2022 as a result of increasing our on-site solar photovoltaics (PVs) capacity from 5.55MW in 2021 to 8.47MW in 2022. This increase includes the new installation of 6,500 m2 of solar PVs on the rooftops of our Kunshan Integrated Site in China generating up to 1200 MWh annually, avoiding 850 tons of CO2 emissions per year alone. This is one of the concrete measures that Tetra Pak China has taken to achieve carbon neutrality across all its operations by 2030 and across its value chain by 2050.

We are convinced that collaboration across the value chain can help to establish the concept of sustainable consumption more effectively where we reduce CO2 emissions, necessary for the creation of a low-carbon and circular economy in China24. Our carbon neutrality targets and action plan is both a goal and a solemn commitment. 

Paul Zhu, 
President of Tetra Pak Greater China

In 2022, our factory in Chakan, India, shifted from onsite natural gas energy generation to grid electricity. Once the switch was completed in Q4 2022, the site saw a reduction in direct emissions by 3.1 kTCO2 e. We expect a further 10.3 kTCO2 e reduction for the full year 2023. In total this will lead to a 20% reduction in direct emissions and an 8% reduction (100,000 m3) in water consumption previously used to cool the gas generators25.

Increasing energy efficiency with the Common Energy Monitoring Platform (CEMP) 
One of the important measures we have taken to reduce energy consumption while increasing efficiency is the CEMP project, which focused on creating a common platform that enables transparency of overall energy usage, cost, and production, as well as indoor/outdoor climate and weather data in real-time across all our sites. A baseload test conducted in November 2022 at our Rubiera plant in Italy highlighted the potential to reduce out-of-hours consumption by 65%. This translates to a 6% reduction in overall site consumption. Following the successful pilot, the goal is to implement the initiative across all sites by 2024.

Increasing energy efficiency in our offices 
We also aim for energy efficiency in our offices, with our new Pacific Center Tower offices in Panama having achieved LEED Platinum26 and Fitwel 3 Stars certification27. Both ratings focus on buildings that improved efficiency, lowered their CO2 emissions, and optimised health and wellbeing for people.

Phasing out the use of fossil fuels in our onsite vehicles 
We are switching to electric factory forklifts used in production and warehousing. Tetra Pak Queretaro, Mexico, is moving the biggest counterbalances forklifts trucks with a loading capacity of 5,000 kilos (3 units), 6,000 kilos (1 unit) and 7.000 kilos (1 unit) from gas28 to electric by the end of March 2023. With that, they will help save 107 tonnes of CO2 emissions29 per year and improve the working environment for colleagues.

Energy efficiency is an essential tool for achieving our net-zero operations target, but also delivering a great benefit for society. We can all be proud of energy efficiency initiatives we’ve carried out until now. With CEMP, we are taking it to the next level and making it future-fit. 

Gözde Yilmaz Ozhamamci, 
Director Site Sustainability, Facility & Real Estate Management (FREM)

Reducing transportation distances 
Our Services Supply Network (SSN) is moving from a traditional centralised supply chain to a combined centralregional setup, decentralising shipping and focusing on reducing overall transportation distances, number of shipments and logistics, as well as handling activities. In 2022, as we started to roll out the new SSN, our spare parts distribution centres for USA & Canada (including packaging parts) and India were put in place which resulted in more than 500 tonnes of CO2 reduction30.

Reducing business travel related GHG emissions by 50% by 203031 
Towards this goal, we reduced GHG emissions from business travel by 65% in 2022, compared to our 2019 baseline. Our global remote support operations launched in September 2022, has helped us avoid close to 100 tonnes of business travel CO2 emissions by solving customer issues remotely. In 2022, the number of site-based service engineers in the US and Canada, for example, increased by more than 25%, which led to a reduction of GHG emissions by around 158 tonnes CO2 e32.

Balancing remaining residual operational emissions 
Our nature-based33 land restoration initiative, the Araucaria Conservation Programme in Brazil is set to work on the restoration of approximately 7,000 hectares of land in the Atlantic Forest by 2030, and includes potential certification of up to 13.7 million hectares under international voluntary carbon and biodiversity standards34 for carbon sequestration measurement35. The certification will measure carbon sequestration, meaning the project will support Tetra Pak’s commitment to achieving net-zero GHG emissions in its operations by 2030 by compensating remaining CO2 emissions.

Sold equipment

55% of our 2022 GHG emissions came from the equipment sold to and used by food and beverage manufacturers. We are therefore accelerating the development and deployment of processing and filling solutions with 50% fewer emissions per unit of production36, which can reduce the impacts of our customers’ production processes. 

Reducing resources use and GHG emissions through upgrade and recovery solutions 
In providing solutions and services that can help reduce energy consumption and emissions, Tetra Pak has facilitated more than 120 energy-saving and emission reduction improvement projects at customer sites and proposed more than 1,000 equipment upgrade solutions, thus effectively contributing to reducing carbon emissions in our customers’ operations since 2016. In 2022, we started a Sustainability Agile Development Programme. Under this programme, we have explored a way to reduce water and product loss through recovery solutions. We are also exploring a way to reduce GHG emissions on dairy ambient processing lines, as well as looking at integrating full scale decarbonisation in food plants. For this, our team engaged with solar thermal and high pressure and high lift heat pump experts.

Our complete portfolio of Expert Services can help optimise food safety and operational performance. Experts evaluate operational and environmental performance, as well as food safety and quality, and then identify exact challenges, losses and waste to be eliminated, striking a balance between performance, cost and risk. In 2022, in the America’s region, our portfolio of Expert Services helped 8 customers reduce CO2 emissions by 7.62 kilotonnes, which is equivalent to 9% of their total plant emissions37.

Learn more about what is next for Tetra Pak here.

1 Volumes exclude Blend in BIO (BiB) sold in Brazil. BiB is a mix of 75% LDPE and 25% plant-based LDPE

2 Based on climate accounting internal calculations (volume x emission factor) considering 72.7 kilo tonnes of plant-based plastic purchased in 2022. To calculate the avoided emissions number, we use a third-party emission factor for the plant-based polymers from public available lifecycle assessment by Braskem. Source: https://www.braskem.com.br/acv-studies

3 IPCC Report. Source: https://www.ipcc.ch/report/ar6/syr/downloads/press/IPCC_AR6_SYR_ PressRelease_en.pdf

4 Source: NOAA, NASA to announce 2022 global temperature, climate conditions | National Oceanic and Atmospheric Administration

5 Source: https://zerotracker.net/

6 Source: https://zerotracker.net/analysis/net-zero-stocktake-2022

7 Crippa, M. et al. (2021). Food systems are responsible for a third of global anthropogenic GHG emissions. Nature Food 2.3. Source: https://www.nature.com/articles/s43016-021-00225-9#citeas

8 Targets are considered ‘science-based’ if they are in line with what the latest climate science deems necessary to meet the goals of the Paris Agreement – limiting global warming to well below 2°C above pre-industrial levels and pursuing efforts to limit warming to 1.5°C. Source: https://sciencebasedtargets.org/how-it-works

9 Source: https://sciencebasedtargets.org/companies-taking-action

10 Our decarbonisation efforts focus on avoiding and mitigating GHG emissions correlated to our products and company, and carbon compensation to balance unavoidable residual emissions through nature-based solutions and other initiatives. Scope 1 and 2 GHG emissions combined were reduced by 27% compared to our 2019 baseline. Tetra Pak operations = Scopes 1, 2 and business travel, our value chain = Scopes 1, 2 and 3.

11 Scope 1 covers direct emissions from owned or controlled sources. Scope 2 covers indirect emissions from the generation of purchased electricity, steam, heating, and cooling consumed by the reporting company. Scope 3 includes all other indirect emissions that occur in a company’s value chain.

12 The target boundary includes land related emissions and removals from bioenergy feedstocks.

13 Scope 1 covers direct emissions from owned or controlled sources. Scope 2 covers indirect emissions from the generation of purchased electricity, steam, heating, and cooling consumed by the reporting company. Scope 3 includes all other indirect emissions that occur in a company’s value chain.

14 Scope 1 covers direct emissions from owned or controlled sources. Scope 2 covers indirect emissions from the generation of purchased electricity, steam, heating, and cooling consumed by the reporting company. Scope 3 includes all other indirect emissions that occur in a company’s value chain.

15 Source: https://sciencebasedtargets.org/companies-taking-action

16 UN News Global perspective Human stories: UN climate report: It’s ‘now or never’ to limit global warming to 1.5 degrees. Source: https://news.un.org/en/story/2022/04/1115452

17 Base materials are the materials we use to produce the packaging we sell to food and beverage producers, including paperboard, polymers, aluminium foil and inks.

18 Volumes exclude Blend in BIO (BiB) sold in Brazil. BiB is a mix of 75% LDPE and 25% plant-based LDPE

19 Based on climate accounting internal calculations (volume x emission factor) considering 72.7 kilo tonnes of plant-based plastic purchased in 2022. To calculate the avoided emissions number, we use a third-party emission factor for the plant-based polymers from public available lifecycle assessment by Braskem. Source: https://www.braskem.com.br/acv-studies

20 A one litre Tetra Pak carton package is typically made of approximately 70% paperboard, 25% of polyethylene and 5% of aluminium to protect the product inside.

21 For certain product categories, such as dairy products, the shelf life and food protection properties offered by the fibre-based barrier are comparable to aseptic carton packages that make use of aluminium.

22 Comparison between Tetra Pak carton packages

23 Comparison between Tetra Pak carton packages

24 Information about China’s carbon neutrality goals can be found at China maps path to carbon peak, neutrality under new development philosophy (www.gov.cn) 

25 Savings for emissions and water are versus 2021 i.e., before the project was initiated, these reductions are for the Chakan site alone and the impact associated with removing the gas generators specifically.

26 The LEED Platinum certification is granted by the USGBC (United States Green Building Council), the most recent update of the LEED Sustainable Building Classification system. LEED provides a framework for healthy, efficient, carbon and cost-saving buildings and this is a globally recognised symbol of sustainability achievement. To achieve the LEED Platinum certification our project adhered to prerequisites and credits that address carbon, energy, water, waste, transportation, materials, health, and indoor environmental quality.

27 Fitwell Certification is a building certification system that provides guidelines on how to design and operate healthier buildings and encourage people to improve their eating methods and health behaviours. We are proud to be the first office in Panama to have this certification.

28 Liquified petroleum gas (LPG)

29 Calculated based on emissions from 6 counterbalances run on LPG vs. electric

30 Calculation is based on actual shipment history and is performed by the carriers. It is based on a 12-month cycle according to the shipment pattern. The reduction in CO2 emission is due to a reduction in kilometres and the change from air express to road freight since a new network structure has been setup.

31 2019 baseline

32 Calculations based on nine site-based service engineers not travelling, considering 80 flights per year, per person, and an average of 200 kg CO2 per flight (800 miles)

33 Solutions that are inspired and supported by nature, which are cost-effective, simultaneously provide environmental, social and economic benefits and help build resilience. Source: https://research-and-innovation.ec.europa.eu/research-area/environment/nature-based-solutions_en

34 Certification of the project will follow international voluntary carbon and biodiversity standards

35 The uptake and storage of carbon. Trees and plants, for example, absorb carbon dioxide, release the oxygen and store the carbon. Source: https://www.eea. europa.eu/help/glossary/eea-glossary/carbon-sequestration

36 Compared to 2019 for best practice lines

37 Combined CO2 emissions of all 8 customers in 2022.

Originally Published in Jazz Pharmaceuticals’ 2022 Corporate Sustainability and Social Impact Report

Management Approach 

We seek to operate our business in an environmentally responsible way and are committed to meeting evolving regulatory standards and taking steps to reduce our environmental impact, using sustainable practices wherever feasible.

Our use of natural resources, including energy and water, is of material importance to our business. We continue to make incremental improvements to our environmental footprint on a site-by-site basis. In addition to having environmental management systems across our manufacturing operations sites, we continue to identify opportunities to reduce our environmental footprint in relation to greenhouse gas emissions, energy consumption, water use and waste generation and disposal.

While we have made progress in this area, we recognize our responsibility to act to quickly reduce our emissions and use of natural resources. Alongside our Environmental Management Systems, we are committed to improving our data collection frameworks and reporting across our CSSI strategy, including environmental performance. Establishing robust datasets and frameworks will allow us to set targets to hold ourselves accountable and ensure we are improving our environmental performance over time.

Environmental Management Systems 

Our global sustainability practices guide resource management throughout our operations and are enacted at the site level through individual environmental management system (EMS) programs. Our harmonized EMS programs support Jazz’s efforts to enhance our environmental performance and assist us in achieving environmental sustainability objectives through continuous monitoring of our energy use, waste generation, water use, water discharges and emissions. This proactive EMS approach also helps reduce the risk of non-compliance and improves health and safety practices for employees and the public.

Our Villa Guardia site maintains an EMS certified to the ISO 14001:2015 standard and Eco-Management and Audit Scheme Regulation.

Jazz maintains environmental policies across our manufacturing and development operations to comply with applicable laws, directives and regulations on environmental protection and sustainability.

Climate & Energy 

We recognize our responsibility to minimize our contribution to climate change by reducing the greenhouse gas (GHG) emissions associated with our business activities. While we are focused on delivering life-changing solutions for our patients, we must also play a role in addressing climate change by minimizing our impact on the planet. To this end, we are developing a comprehensive approach to tracking and reducing our GHG emissions. This begins with measuring our Scope 1 and 2 GHG emissions, a process that we started in 2022. We are beginning a journey to set emissions reduction targets and track our improvement over time.

While we have been implementing initiatives across our facilities to minimize our energy use, and corresponding GHG emissions, we are now formalizing our climate strategy by calculating our baseline emissions figures. We will establish a strategy to reduce emissions over the course of 2023 and will publicly disclose our progress once our ambition is set.

Water Use and Management 

Water is a finite and vital resource for our planet and the communities where we operate. We recognize the importance of responsible water management within our business activities and are committed to reducing water consumption across our operations by implementing efficient water management practices.

In 2022, both our Athlone and Villa Guardia manufacturing and development sites purchased and consumed renewable electricity.

Athlone: 100% Renewable ElectricityVilla Guardia: 52% Renewable Electricity

Our Athlone, Kent Science Park, and Villa Guardia manufacturing sites have implemented energy efficiency and conservation measures, including LED light conversions and energy efficient chiller replacements, as well as installations of electric vehicle charging stations.

Waste Management and Disposal 

We continuously strive to reduce consumption of materials and minimize quantities of waste generated by our facilities. Wherever possible, we separate and recycle waste and dispose of any toxic, hazardous and biological materials according to regulatory requirements.

Read more about Jazz Pharmaceuticals’ commitment to our planet in its 2022 Corporate Sustainability and Social Impact Report.

Energized by Edison

As we move closer to 2045 — the date California by law must achieve net-zero greenhouse gas emissions to avert the worst effects of climate change — the state must act now to accelerate an economywide clean energy transition. 

To support the state’s sweeping decarbonization goals, Southern California Edison maintains that an electrified future will only be sustainable with participation from all Californians and is prioritizing providing underserved communities with equitable access to clean energy resources and job opportunities. SCE’s Mobile Education Unit program is doing just that. 

An extension of SCE’s Energy Education Centers, the Mobile Education Unit program takes clean energy education on the road. With its fleet of vehicles, including an electric Ford F-150 Lightning, SCE can travel to the farthest corners of its 50,000-square-mile service area, sharing information on electrification, emerging technologies and clean energy jobs. By meeting hard-to-reach, rural communities where they are, the Mobile Education Unit program encourages customers to be a part of the clean energy transition right from home.

“The goal of the Mobile Education Unit program is to advance clean energy adoption with residential and commercial customers, particularly in disadvantaged communities,” said Lionel Moreno, SCE’s advisor of Customer Programs on conservation and efficiency. “It’s important that we help educate rural communities about clean energy so they can also benefit from this transition.” 

The Mobile Education Unit program launched last year and has since become a fixture at local job and resource fairs, school events, home shows and community celebrations. Recently, the program partnered with the Construction Industry Education Foundation, connecting SCE staff with middle- and high-school students interested in pursuing careers in the energy industry. It’s a much-needed resource that can set students on a path to success. 

“We partner with industry leaders like SCE to build on workforce development across all trades,” said Dustin Hildebrand, the foundation’s Southern California youth program coordinator. “Areas from Porterville to Los Angeles need access to education, and we strive to give students the opportunity to explore different career fields.”

Access to resources is equally at the core of the Mobile Education Unit program’s partnership with Food Link of Tulare County. The nonprofit hosts food distributions around the county, serving between 100 and 200 people each time, mostly farmworkers and English language learners. The Mobile Education Unit program participates in the distribution events by distributing flyers, answering questions and providing information. For many, engaging with the Mobile Education Unit program in their community is their introduction to clean energy. 

“A lot of the people we encounter are often grateful just to have someone to talk to about programs that can help them conserve energy and save on their bill,” said Moreno. 

With each community partnership, the Mobile Education Unit program creates a touch point for people of a wide variety of backgrounds to understand the importance of a decarbonized future, equip them to make better energy decisions and ensure that they, too, prosper from a cleaner California. 

Have you missed the Mobile Education Unit program in your community? Register for free online workshops at the Energy Education Center here. 

Learn more about clean energy at edison.com/cleanenergy.

SEATTLE, November 29, 2023 /3BL/ – On Giving Tuesday Expedia® announced its Made to Travel™ Fund, a new program that awards grants to nonprofits that share the common goal of removing barriers to travel. In its first year, the Fund has awarded more than $1.5M in grants to a diverse set of organizations working with underserved or underrepresented travelers. Whether it’s making air travel more accessible, sponsoring birthright trips to Africa or helping kids in under-resourced communities get passports, each grant recipient is committed to creating greater access to life-changing travel experiences.

The Made to Travel Fund is part of Expedia Group’s Open World™ global social impact and sustainability strategy, which focuses on enabling more accessible and inclusive travel. Expedia is now accepting Fund applications and will be awarding grants on a rolling basis.

“We launched the Made to Travel Fund because travel is transformative and has the power to change perspectives and serve as an economic driver for many communities,” said Aditi Mohapatra, vice president, Global Social Impact and Sustainability at Expedia Group. “We have a vision to power travel for everyone, everywhere, and through these grants Expedia is able to invest in a diverse group of organizations that are doing impactful work to increase equity and access to travel in their communities.”

Here’s a look at 2022-23 Made to Travel Fund grant recipients:

All Wheels UpARRAY AllianceBirthright AFRICABoyz N The WoodCultural Heritage Economic AllianceDisability Rights FundFamily Holiday CharityGirls Going GlobalGlobal GlimpseIGLTA FoundationParalyzed Veterans of AmericaRainbow RailroadThe National Park Foundation™The Venture Out Project®Too Fly FoundationUnTours FoundationWorld Affairs Council

Visit http://www.madetotravelfund.com/ to learn more about the grantees and the Made to Travel Fund, and read about Expedia Group’s Open World ™ programs here.

About Expedia 
Expedia® is one of the world’s leading full-service travel brands, with a mission of helping travelers get the most out of every trip they take by providing everything they need all in one place, ensuring they are getting the most out of every trip they take, and above all else, feel supported every step of the way. 

Our commitment to insights matched with our unprecedented scale allows us to understand our travelers better than anyone else, delivering exactly what they need, when they need it. Our personalized experiences, backed by incredible technology, enable us to deliver the widest selection of product offerings across accommodations, transportation, activities and experiences that help you get the most out of your journey. 

Use our mobile app or visit www.expedia.com to plan your journey with us.  

© 2023 Expedia, Inc., an Expedia Group company. All rights reserved. Expedia and the Expedia logo are trademarks of Expedia, Inc. in the U.S. and/or other countries. All other trademarks are the property of their respective owners. CST# 2029030-50.

Follow Expedia on Instagram, TikTok, Pinterest, Twitter and YouTube.

SOURCE Expedia

Originally published in Kohler’s 2022 Believing in Better Impact Report

Kohler is stronger and more innovative when we nurture what makes each of us unique, allowing everyone to bring their best self to work and achieve their highest potential.

We believe in a safe and welcoming workplace where hate and discrimination have no place—ever. We treat one another with dignity and respect and are building diverse teams that reflect our customers and communities around the world. Our Code of Ethical Conduct reinforces our commitment to fairness and providing equal opportunity in all employment-related processes and programs, because it’s the right thing to do.

Our diversity, equity, and inclusion (DEI) programs are managed at a senior-management level through the Executive Leadership Diversity Board (ELDB), chaired by our Chair & CEO and composed of the Kohler Leadership team and key senior leaders. The ELDB implements our DEI programs and monitors our progress toward DEI goals focused around four pillars.

“At Kohler, we believe in the collective power of diversity. To challenge what’s possible and dare to be bold, we draw from each other’s differences to become more. We believe together we can make life better for our associates, our customers, and the communities around the world. Diversity, equity, and inclusion are where innovation begins—and creating for the future starts with empowering people who are as diverse as the world around us.”

AJ Hubbard, Sr. Director – Diversity, Equity, and Inclusion

“The company cares about its employees and works hard to ensure engagement and a strong sense of belonging. As a company, Kohler has something for everyone—BRGs, speaker series, access to LinkedIn Learning courses, cultural celebrations, opportunities for connection, encouragement of engagement/team building activities.”

Associate comment from our 2022 Engagement Survey

KOHLER BUSINESS RESOURCE GROUPS

Kohler Business Resource Groups (BRGs) play a vital role in our DEI work at Kohler. Led by the passion of our associates, BRGs are made up of like-minded individuals from across the business and are expanding around the world. While inherently diverse, each BRG is united under a common purpose: to create a more diverse and inclusive workplace. Kohler BRGs enrich our culture and build community—all while making a business impact. Examples of BRG business impact include the development of recruitment and retention initiatives, business partnerships, and feedback offering meaningful cultural insights to help us see around corners. In addition, BRGs contribute to our culture through ongoing educational and training opportunities, discussion panels, featured speakers, events honoring various heritages and days of observance, and stewardship opportunities supporting the communities where we live and work.

In 2022 we established two new BRGs: Asian Resources of Kohler (ARK) and BOLD Ability.

1,527 BRG members in 2022

“ I want society to see that my impediment doesn’t block me from being an active member and that we are all equal. I do feel like I belong at Kohler. I don’t feel isolated or left out. They give me equal access.” 

Ashley Schrubbe, Assistant CAD Design Analyst

Each of our BRGs is led by a senior Kohler leader who serves as a liaison to Kohler management and a champion for the group. In 2022 the BRG leaders all completed our Inclusive Leader Training to better equip them to support our BRG members and associates.

ARK – Asian Resources of KohlerBLK Catalyst – Black Support OrganizationBOLD Ability – Associates With Disabilities and Their AlliesHeadsUP – Mental Health AdvocatesKAVS – Kohler Alliance of Veterans and SupportersKohler PROUD – LGBTQIA+ Associates and AlliesNamaste – Indian Culture and Diversity SupportersVIVA Kohler – Latino Associates and SupportersWomen@Work – Female Associates and Their AlliesYPK – Young Professionals of Kohler

SUPPORTING THE LGBTQIA+ COMMUNITY IN PARTNERSHIP WITH PFLAG

Partnering with our KOHLER Original Recipe Chocolates business, the Kohler PROUD BRG developed Facets of Love, a limitededition collection of rainbow chocolates available during Pride Month. Proceeds from every Facets of Love Pride Collection purchase were donated to PFLAG, an organization dedicated to help build and support a safer and more inclusive environment for family, friends, and members of the LGBTQIA+ community.

2022 CORPORATE EQUALITY INDEX 

Kohler continues to improve our corporate policies and practices related to LGBTQIA+ workplace equality. In our latest recognition from the Corporate Equality Index (CEI) administered by the Human Rights Campaign, we received 90 out of 100 points, earning the highest ratings for our work on antidiscrimination policies, benefits for same-sex spouses and transgender people, and respectful workplace training. The rating is a testament to the work of our associate-led BRG, Kohler PROUD, which continues to promote an inclusive organization by identifying opportunities for representation of the LGBTQIA+ community.

Kohler is pleased to share the addition of gender affirming care and domestic partner coverage which was put into place on January 1.

KOHLER REYNOSA PLANT LACTATION ROOM INAUGURATION 

The Kohler Reynosa, Mexico, plant created the first lactation room within all Kohler Latin America plants in 2022. This project was endorsed by the facility’s top leaders and now offers nursing mothers an opportunity to breastfeed comfortably in a private and peaceful space while in the office. Open to all women, this lactation room will help offer a better work-life balance for our associates.

CONTINUING DIALOGUE ON DIVERSITY, EQUITY, AND INCLUSION

In 2022 over 1,000 women from across the globe, along with their male and nonbinary allies, came together for the premier Kohler Women’s Leadership Summit, an inclusive forum to promote the professional and personal growth of women. The event was proposed by a group of women from the BLK Catalyst BRG and later led by a team of Kohler associates from various BRGs to ensure representation and perspectives from all groups. The summit included a curated lineup of speakers in dialogue with Laura Kohler, along with seminars, results-driven tools, and networking events. The event included the following workshops, designed to empower women to achieve their full potential so they can lead boldly at work and in their communities:

The Role of Authenticity in CreativityStaying Positive in Challenging TimesShowing Up AuthenticallyAsk for More: Strategic Negotiation for Professionals

“This week is the Kohler Women’s Leadership Summit. So much vulnerability in these women speakers, information, inspiration. This company never ceases to amaze me in the amount of support and learning offered. I’ve always said I cannot work for a company that isn’t diverse in culture and thinking.” 

Christine Budz, International Sales Coordinator, Participant in the Women’s Leadership Summit

Global Women’s Leadership Summit

28 speakers presented on topics to promote professional and personal growth of women

>1K women attended the premier Kohler Women’s Leadership Summit

17 countries represented at the virtual summit

TRAINING AND AWARENESS

In 2022 Kohler launched a DEI training module called Inclusive Leader Training as part of our Bold Leader Development Series program. Approximately 160 people leaders attended the training during the year, which will continue to be given to all U.S.-based people leaders through 2024. The four-hour, in-person training session includes robust action planning, meaningful discussions, opportunities for reflection, thought-provoking videos, and case study exercises designed to expose bias, educate on microaggressions, and inspire change.

SUPPORTING OUR ASSOCIATES DURING TIMES OF NEED

Listening to our associates and acting on their feedback is a critical part of our overall workplace culture strategy. Continuing to stay connected to our associates, especially when tragedy of any kind happens, is what supports an inclusive culture. After the hate-related shooting in Colorado Springs, Colorado, in 2022, Kohler’s DEI team and Kohler PROUD BRG, in partnership with our employee assistance program, conducted a listening session, inviting all associates to join the call and share how they were coping with the event. Kohler leaders offered support for associates, and participants discussed ways to respond to associate needs.

PAY EQUITY

Holding Ourselves Accountable

Kohler Co.’s global pay philosophy, principles, and consistent implementation produce fair and equitable pay for our associates. We analyze pay equity by comparing associates in the same job category, job grade, and location in major countries of operation. We use the data to identify potential adjustments to be incorporated into our annual performance and compensation review process, which ensures pay equity across different groups.

Pay Equity Around the World

We seek to ensure associates of different genders are paid the same for similar job responsibilities, and our practices are creating gender pay-equity across the globe. In 2022 we completed a pay-equity analysis in our largest locations, covering almost 90% of Kohler associates globally. Our audit confirmed that we do not have systemic pay differences across gender or across both gender and ethnicity in the United States. We know that we have work to do to ensure equity within compensation in all countries of operation and are continually expanding our pay-equity audits to new markets. We’re also focused on eliminating bias, increasing transparency in pay practices, and ensuring objectivity in rewarding compensation for our associates.

Read the full 2022 Kohler Believing in Better Impact Report here.

Originally published in Maximus’ 2023 diversity, equity and inclusion report.

The Greater Impact Experience

In 2023, we launched the Greater Impact Experience, Maximus’ premier local university and Historically Black Colleges and Universities (HBCU) collaborative. We partnered with Talent Acquisition’s Early Careers team, our Legal Department, and the Public Health team to increase access to and generate awareness of meaningful career experiences and pathways for local university and HBCU students and alumni, similar to existing programs for all university students and alumni. The 2023 Maximus summer internship cohort had 64 students in one of its most diverse classes yet, with 55% (35) being women, 75% (48) being POC, and 16% (10) representing HBCUs.

In celebration of HBCU week, we hosted our inaugural Let’s Talk about Greatness HBCU Corporate Industry Day Mixer which hosted over 100 HBCU students and alumni to learn more about careers at Maximus and why we are an employer of choice. Participants were able to connect with Maximus’ HBCU alumni network and learn directly from leading industry professionals from across the business about desired career fields. HBCU faculty and staff received direct insight on industry trends and helpful tips to best prepare students for the future workforce. The following departments support this event and continue to be important partners in this work:

Business DevelopmentDiversity, Equity, and InclusionFinance and AccountingHuman ResourcesInformation TechnologyLegalMarketing/CommunicationsOffice of the President and CEOPublic HealthTalent Acquisition

Maximus Legal Fellowship Program

At the event, we announced an exciting opportunity that will be available in 2024 – the Maximus Legal Fellowship Program will support HBCU and Washington, D.C.-area law students who have taken the bar exam and passed or are awaiting their results with a structured opportunity to gain training and on-the-job experience with a corporate entity, as well as with our federal, state, and local government contracts. These positions offer a rare and exciting opportunity to gain real-world experience in legal compliance, contract law, employment law, and privacy law within a publicly traded, global, government services corporation. The selected fellows will rotate in all areas of the legal department to gain knowledge of general business principles, corporate organizational structure, and government procurements. They will have the opportunity to learn, grow, and collaborate among various project teams, consultants, vendors, and senior management.

MentorU Expansion

In FY23, Maximus piloted its inaugural mentorship program, MentorU, through our three chartering employee resource groups (ERGs). MentorU is a six-month program designed to connect our ERG members with experienced professionals at Maximus. The mentoring relationship allows for meaningful topical engagement with the suggested curriculum to inspire holistic interaction and conversations amongst the paired participants. MentorU uses a one-to-one mentoring structure and matches are determined using a S.M.A.R.T. Matching system that analyzes every combination of every available participant to generate the best possible outcome.

Our first cohort collectively recorded over 1300 hours amongst the 155 employees who participated in the program, yielding an 86% satisfaction rate. With three new ERGs emerging, we were able to launch the second cohort in June with 175 active participants and over 1200 hours recorded within the first four months.

Gender Neutral Bathrooms

The Maximus Facilities team, HR Compliance, and the DE&I team partnered to do an assessment of restroom facilities and have implemented gender-neutral restrooms (single-use) for more than 50% of our Federal employees under the leadership of the facilities team.

Supplier Diversity

At Maximus, we believe that a diverse supplier base provides us with unique perspectives and solutions while helping grow the communities in which we live and work. Our commitment to supplier diversity focuses on increasing fair and equitable opportunities for all.

In 2022, our program spent 16.1% with diverse suppliers and, YTD in 2023, has grown to 22.2%.This puts Maximus in the top 20% of companies per the 2023 Supplier Diversity Benchmarking Report.Maximus spending with African American-owned companies increased 7.4% since 2022.

DE&I Innovation Lab Competition

During the summer of 2023, we hosted our inaugural DE&I Innovation Lab Competition with our summer interns. Interns were randomly placed into small cohorts and were invited to pitch innovative DE&I initiatives, project ideas, or expansions of existing ones that could benefit the company and its employees. The goal of the competition was to promote awareness and engagement around diversity, equity, and inclusion among new talent and to leverage their fresh perspectives and innovative ideas to advance DE&I initiatives within the organization. It also provided an opportunity for interns to gain valuable skills and experience in DE&I, leadership, project management, cross-collaboration, and public speaking.

As part of the competition, interns were provided with resources, support, and guidance to develop and present their ideas. The interns were encouraged to engage with the DE&I team and senior leaders within the organization. The competition culminated in a final pitch event, where the intern cohorts had the opportunity to present their proposals to a panel of internal judges at a designated virtual event. Proposals presented may have the chance to be implemented or further developed by the business in the future.

Read more about Maximus’ commitment to diversity, equity and inclusion in its 2023 DE&I Report.

What do young, global farmers want policymakers to know about the effects of climate change leading up to this month’s climate talks? We asked for their own words about why growers need a seat at the table. Ana Carolina Zimmermann is a farmer advocate from Brazil, and she knows that the path to a climate smart future goes through the farm gate. She’s headed to COP28 in Dubai with this message to policymakers on behalf of the farmers she knows and cares about.

Bayer

Bayer is a global enterprise with core competencies in the life science fields of health care and nutrition. Its products and services are designed to help people and planet thrive by supporting efforts to master the major challenges presented by a growing and aging global population. Bayer is committed to drive sustainable development and generate a positive impact with its businesses. At the same time, the Group aims to increase its earning power and create value through innovation and growth. The Bayer brand stands for trust, reliability and quality throughout the world. In fiscal 2020, the Group employed around 100,000 people and had sales of 41.4 billion euros. R&D expenses before special items amounted to 4.9 billion euros. For more information, go to www.bayer.com.

View original content here.

Originally published by Walgreens Boots Alliance

By Elyse Russo, Walgreens Stories

Tim Wright still remembers one of the first patients he helped when he started working as a nurse coach for CareCentrix a year ago. It was a man who had not seen a doctor in a very long time and was just discharged from the hospital to return to the mobile home where he lived.

The man told Wright during their first phone call that he usually took care of all the mobile home maintenance himself—repairs were needed to ensure he could drive it to his upcoming doctor appointments—but he simply was not feeling up to it following his recent hospital stay.

“He told me he needed groceries, but his refrigerator was broken, and he didn’t feel well enough to fix it,” Wright recalls. “After some prompting, he shared that he had a freezer chest that he could store meals in, so I got him access to Meals on Wheels home delivery and coordinated transportation to his follow-up doctor appointment. On my second phone call with him, he just praised me up and down! By the third call he was up walking around—almost completely back to normal—and was so grateful.”

Addressing social determinants of health issues, like having enough food to eat, is just one way that nurse coaches help patients navigate healing safely at home. Wright is one of many nurse coaches that , a wholly owned subsidiary of Walgreens Boots Alliance, employs to develop personalized recovery plans for members. Nurse coaches ensure members’ specific goals are met by supplying access to the right resources to heal at home. This November is Home Care, Hospice, and Palliative Care Month. Get to know Wright and how his role as a nurse coach supports improved health outcomes for patients.

Tim’s path to a career in healthcare

Wright was always interested in the sciences, but two incidents happened in his life that led him to pursue a career as a nurse. The first was meeting his now wife and learning that her parents were both nurses.

“That’s when I found out what a nurse was and what they do,” he says. “If you’re not in healthcare and you don’t know anybody who’s a nurse, you really have no idea.”

The second thing that led him to pursue a career in nursing was the passing of his father.

“I was forced to deal with the healthcare industry from a caretaker’s perspective, which I had never done previously, and it was eye-opening,” he says. “I’ve always loved helping people, and I knew becoming a nurse would be a way to continue to do that. It was the best decision of my life.”

Wright worked as a nurse in a hospital for several years before joining CareCentrix.

The unique role of a CareCentrix nurse coach

Nurse coaches at CareCentrix are trained, licensed, registered nurses who support patients over the phone.

Wright is part of CareCentrix’s , meaning his patients have had a hospitalization following an acute event, which could be anything from an asthma attack to a broken bone. Once that patient is discharged from the hospital, they’ll get a timely phone call from Wright.

“The nurse coach is there to support you and be your teammate and helps with the transition to home and helps prevent you from getting sick again and having an unnecessary readmission,” Wright says. Some of the personalized care plans he develops for patients include helping them understand their discharge instructions, going over new medications and educating them about a new disease diagnosis.

Wright says nurse coaches support the whole person—physically, mentally and emotionally. This also includes social determinants of health, like not having food or transportation, which Wright was able to help address with his patient living in the mobile home.

“We talk through any potential barriers to a patient getting care and make them aware of the resources available in their communities,” Wright says. He added that he’ll also coordinate care with his patients’ primary care physician, find them a primary care physician if they don’t already have one, refer them to a pharmacist or anyone else on their care team.

Some patients need just a few phone calls after a hospital stay, and others require more time and support before they’ve met their recovery goals and their risk for readmission is low.

“From the first phone call to the fourth or fifth, it’s like, ‘Wow, you’re a different person! You’re making progress,’” he says. “That’s wonderful to see, and it’s always fulfilling.”

To learn more about nurse coaching at CareCentrix, visit .

Originally published on U.S. Bank company blog

When a 3-year-old girl with leukemia recently went to the hospital for her fourth chemotherapy treatment of the week, she was understandably not excited to be there. When she got to her hospital room, she was given a handmade yarn wig fashioned to make her look like Elsa, the princess from the Frozen movies.

“It changed the morning!” the girl’s mother wrote in a message to Shelly Allen, who sent the wig to the hospital. “She immediately put it on and started singing ‘Let it Go.’ Thank you for the cheer; your work is beautiful! This will be cherished and well-loved for the years of treatments ahead for her.”

Allen, who lives in Kings Mills, Ohio, and has worked for U.S. Bank for more than two decades, is a national leader in the Magic Yarn Project, an organization of volunteers who crochet yarn wigs for children with cancer. She gets messages like the one above on a regular basis.

“Those letters are kind of our payday,” Allen said. “You work at your regular job all week, sometimes you’re tired, and then you have to work on the Magic Yarn Project for the evening or weekend to get things done. Then you get one of those notes, and you’re ready to go again.”

Allen’s regular job is serving as senior portfolio manager in the mutual-fund lending division at U.S. Bank. She oversees a team that provides lending facilities to mutual funds that are custodied with U.S. Bank Global Fund Services.

Because mutual funds invest in various securities, which can take time to sell, the funds may secure short-term loans when cash is needed quickly, Allen said.

“If you or I owned shares in a mutual fund and wanted to redeem the shares to get cash, the fund could borrow money to pay us out,” she said.

Allen has been with the bank for 23 years and in her current position for more than 22 of them. Over the years, her department has experienced significant growth.

“The manager moved on six months after I started, and I took over the role,” Allen said. “They had just created the department when I joined. We had maybe three funds then, and now we have over 600.”

Allen got involved with the Magic Yarn Project in 2016 after seeing a post on Facebook from a woman in Alaska making wigs for children who’d lost their hair from cancer treatments.

“I liked that they made wigs like Disney princesses. We’re a Disney family and had gone to Disney World a lot in those years,” Allen said. “I also liked the creative part. When you work with numbers all day at the office, it’s fun to relax with a hobby when you get home.”

Allen traveled to Alaska to train with the founder, and her involvement with the Magic Yarn Project continued to grow. Allen now oversees hundreds of volunteers across most of the United States and Canada.

“One reason we do this is to get wigs to children who have cancer so they can forget about that and just be kids,” she said. “Even if it’s just for 10 minutes, they become Elsa; they become a princess.”

The other reason is volunteering and building community, Allen said.

“I have met so many people across the country and across the world,” she said. “We’ve sent wigs to every state and 52 different countries. It’s very heartwarming to know you’ve touched that many people and to get notes from moms telling us how we’ve made their day.”

In addition to Disney princesses, the Magic Yarn Project makes character beanies that are fashioned after Marvel superheroes, as well as characters from Star Wars, Paw Patrol and other movies and TV shows.

Allen rarely has time to make wigs herself, as her home serves as a hub where volunteers send their crocheted wigs. She manages the inventory, teaches at workshops and ships boxes of wigs to children’s hospitals, Ronald McDonald Houses and other organizations.

“About 20 to 30 boxes of wigs come in each week that we sort through and inventory,” she said. “We have our own special knock at our local post office so they’ll open the door for us.”

The Magic Yarn Project has grown every year since beginning in 2015 and will distribute about 8,000 wigs this year, Allen said.

“The Magic Yarn Project has over 250 volunteers crocheting beanies and accessories, but volunteers also bedazzle flowers, decorate envelopes and cut yarn,” she said. “There is something to do for anyone wanting to make some magic for these little cancer fighters.”

How to find volunteer opportunities in your area

Shelly Allen isn’t the only U.S. Bank employee with a passion for volunteering. U.S. Bank helps fuel that passion by providing eligible employees with 16 hours of paid time off each year to volunteer and make an impact in their communities. In addition, for the seventh consecutive year, U.S. Bank is working with VolunteerMatch on #GiveTime, its annual social media campaign tied to #GivingTuesday, an international movement happening Nov. 28. To find volunteer opportunities in your area to share kindness by giving time, which is the theme of this year’s campaign, visit volunteermatch.org.

November 29, 2023 /3BL/ – Six Georgia-based family foundations today announce the awarding of the 2024-2025 Drawdown Georgia Climate Solutions & Equity Grants in support of efforts that advance climate solutions and prioritize equity in Georgia.

Six two-year grants of $100,000 per year were awarded to: Community Farmers Markets, Concerned Citizens of Cook County, ECO-Action, Groundswell, Mothers & Others for Clean Air, and Sustainable Georgia Futures.

The Climate Solutions & Equity Grant program is designed to accelerate the Drawdown Georgia mission to advance achievable climate solutions that prioritize equity across the state through composting, electric vehicles, energy efficiency improvements, food waste reduction, plant-based diets, and rooftop solar.

“Drawdown Georgia’s framework is distinguished by our pursuit of practical solutions to climate change solutions that center equity,” said John Lanier, executive director of the Ray C. Anderson Foundation and a founder of Drawdown Georgia. “These grants extend this framework, by empowering BIPOC communities across Georgia to scale climate solutions that bring new jobs, environmental benefits, improved public health, and neighborhood investments where they are most needed. We are proud to be a part of this collaboration, along with our partners at the R. Howard Dobbs, Jr. Foundation, the Ghanta Family Foundation, The Wilbur & Hilda Glenn Family Foundation, the Reilly Family Fund, and the Tull Charitable Foundation.”

This new round of six, two-year grants of $100,000 per year will fund work to be conducted in 2024-2025, including:

Community Farmers Markets – this grant will help to expand the MARTA Markets program to serve more transit riders with healthy, locally-grown fruits and vegetables. The program rescues leftover food from local farmers markets and divides produce into ready-to-eat, grab-and-go portions conveniently available at Atlanta-area transit stations. Funds from the Climate Solutions & Equity grant will also be used to feature Black chefs from the local community to present year-round, seasonally-appropriate cooking demonstrations at MARTA Markets.Concerned Citizens of Cook County – in partnership with Georgia Interfaith Power & Light (GIPL), the group will work to organize, educate, and implement clean energy strategies in multiple houses of worship in the town of Adel and across Cook County. The work will focus on providing energy efficiency upgrades and solar installations with a goal of giving these communities of faith the opportunity to serve a dual role as centers for both education and resilience.ECO-Action – in partnership with Proctor Creek Stewardship Council, and the Peoplestown Revitalization Corporation, in two of Atlanta’s most disinvested neighborhoods, ECO-Action will conduct community-wide monthly trainings on energy efficiency strategies, weatherization, composting, and plant-based diets. Adult volunteers and youth apprentices will have the opportunity to receive training and conduct weatherization assessments and upgrades. The training and experience gained by the youth apprentices will be valuable for workforce development and eventual placement in clean energy jobs.Groundswell – funds from this grant will provide energy efficiency upgrades to more homes in rural Troup County through Groundswell’s Save On Utilities Long term (SOUL) program. SOUL reduces utility bills for homeowners by boosting energy efficiency, using a “Pay As You Save” (PAYS) approach to use energy savings to pay for efficiency improvements.Mothers & Others for Clean Air (MOCA) – In partnership with Georgia Clinicians for Climate Action and the Georgia State Medical Association, MOCA will provide educational programming at the city and county level on the health and equity co-benefits of electric school buses. The grant will also help these groups connect school districts to opportunities to apply for federal funding to implement these upgrades in their communities.Sustainable Georgia Futures – this grant will expand on the established WeatheRise energy efficiency program that provides weatherization improvements for low-to moderate-income Black households in Atlanta. It will also fund solar workforce development through recruitment, training and certification of solar installation apprentices from the local community. Training these apprentices will help ensure that people in previously disinvested communities of color have equitable opportunities to be hired in the wave of solar-related jobs that are coming to Georgia.

Funding for the 2024-2025 round of grants is provided by the R. Howard Dobbs, Jr. Foundation and its Dobbs Fund, the Ghanta Family Foundation, The Wilbur & Hilda Glenn Family Foundation, The Ray C. Anderson Foundation’s NextGen Committee, the Reilly Family Fund, and the Tull Charitable Foundation.

An expert panel of Georgia-based equity advisors worked with the funders throughout the application and judging process; Hermina Glass-Hill, Senior Field Representative, Oceana, and executive director of the Susie King Taylor Women’s Institute and Ecology Center; Tamara Jones, Co-Executive Director, Clean Energy Works, and Eriqah Vincent, Consultant, Environment, Climate and Social Justice.

For more information about the Drawdown Georgia Climate Solutions & Equity Grant, visit www.drawdownga.org/grants.

About Drawdown Georgia

Drawdown Georgia is a statewide research-based initiative launched in 2020 that was born from a multi-university collaboration, funded by the Ray C. Anderson Foundation. Taking inspiration from Project Drawdown®, the world’s leading resource for taking action on climate change, Drawdown Georgia localized that work by identifying the 20 highest-impact solutions for reducing greenhouse gas emissions in our state over the next decade.

This framework focuses on climate solutions in five sectors: transportation, buildings & materials, food & agriculture, electricity, and land sinks. It considers how these solutions can reduce emissions and advance “beyond carbon” priorities, including equity, economic development, public health, and nurturing the larger environment.

Drawdown Georgia has grown into a “leader-full” movement, bringing together many organizations, universities, companies, leaders, and funders who are working to advance climate solutions in Georgia, including members of the Drawdown Georgia Business Compact, Drawdown Congregations, and Drawdown Higher Education. Learn more at drawdownga.org

MEDIA CONTACT: Lisa Lilienthal, lisa@dialogue.marketing, 404.661.3679