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In an ever-evolving global landscape, the expectations placed on businesses are continually changing. Today, companies are increasingly accountable for their impact on human rights, the environment, and society at large, and not just for their own operations, but throughout their supply chains as well.

These expectations are not only moral but are also evolving into legal requirements. Legislation and regulations are emerging to ensure that businesses conduct due diligence for their supply chain and take proactive steps to prevent adverse impacts on people and the planet.

With this shifting landscape, it’s important to be prepared for these key legislative developments and the implications they could have for your business. In this blog, we will look at key legislation you need to be aware of and also discuss best practices for supply chain due diligence.

Emerging Legislation 

There are clear expectations for businesses to conduct due diligence for their supply chain. For example, the UN Guiding Principles on Business and Human Rights (UNGPs) are the authoritative global standard for preventing and addressing the risk of adverse human rights impacts linked to business and specify that companies should conduct an ongoing process of human rights due diligence (HRDD). The OECD Due Diligence Guidance for Responsible Business Conduct and the OECD Guidelines for Multinational Enterprises provide pragmatic guidance on how businesses are expected to conduct due diligence and assess and address their impacts on people and the planet.

In addition, these and other expectations are becoming legal requirements – evolving from voluntary to mandatory requirements. Of note:

Dodd-Frank – Conflict Minerals:

In 2010, the U.S. Congress passed the “conflict minerals” provision – commonly known as Section 1502 of the Dodd Frank Act. The Act directs the U.S. Securities and Exchange Commission (SEC) to issue rules requiring certain companies to disclosure their use of conflict minerals if those minerals are “necessary to the functionality or production of a product” manufactured by those companies. Under the Act, those minerals include tantalum, tin, gold and tungsten. Under the final rule, companies that are required to file a Conflict Minerals Report must exercise due diligence on the source and chain of custody of their conflict minerals. The due diligence measure must conform to a nationally or internationally recognized due diligence framework, such as the due diligence guidance approved by the OECD.

Uyghur Forced Labor Prevention Act (UFLPA):

In June 2022, the Uyghur Forced Labor Prevention Act (Public Law No. 117-78), also known as the UFLPA, entered into force in the United States. The law aims to deter and punish companies participating in or benefiting from Chinese state-sponsored forced labor in the Uyghur region of Western China. UFLPA establishes a rebuttable presumption that goods produced wholly or in part in the Xinjiang Uyghur Autonomous Region (XUAR) of China, or by certain identified entities, are made with forced labor, and therefore subject to an import prohibition in the United States. UFLPA applies to any company importing goods into the U.S. produced in the XUAR of China.

German Supply Chain Due Diligence Act (LkSG):

In July 2021, the Act on Corporate Due Diligence in Supply Chains (Supply Chain Due Diligence Act) was published in the German Federal Law Gazette. The Supply Chain Due Diligence Act’s objective is to safeguard human rights and the environment in the global economy more effectively. It requires companies with 3,000 or more employees in Germany to take “appropriate measures” to respect human rights and the environment within their supply chains “with the goal to prevent or minimize risks related to human rights or the environment or end the violation of duties related to human rights or the environment. Companies within the scope of the act must set up each of the following due diligence procedures to safeguard human rights and the environment in their global supply chain:

Policy: Adopt a policy statement on the company’s general human rights strategy.​Governance: Define internal responsibility for compliance with the risk management system—for example, by appointing a human rights ombudsperson.​Assess Risk: Carry out regular risk analyses.​Management: Establish a risk management system.​Prevention: Implement preventive measures in the company’s own business area, which includes the activities of subsidiaries, if the parent company exerts “decisive influence,” and vis-à-vis its direct suppliers.​Remediation: Take remedial actions if a violation has already occurred or is imminent.​Grievance: Set up an internal complaints procedure.​Due Diligence: Establish due diligence procedures regarding risks associated with indirect suppliers that will be applied when the company has substantiated knowledge of a violation.​Communicate: Document the company’s due diligence procedures, risks identified, and measures taken, and then publish a yearly report on its website​

EU Corporate Sustainability Due Diligence Directive (CS3D) (draft):

In March 2022, the EU published its Draft Directive on Corporate Sustainability Due Diligence, which will require companies to perform due diligence in line with the OECD process. It is currently moving through the EU legislative process and is expected to come into force in 2025. The CS3D has 5 aims:

Improve corporate governance to integrate sustainability risk management into corporate strategies;Avoid fragmentation of due diligence requirements and create legal certainty for businesses and stakeholders;Increase corporate accountability for adverse impacts;Improve access to remedy for those harmed; and,Complement additional, more specific sustainability measures on other topics.

Small and medium-sized enterprises (SMEs) would not be directly in scope, but they could be affected in their capacity as supplier to any of the above companies. Similarly, this regulation may not be directly applicable to US companies, but given the global nature of supply chains, US companies may very well be impacted as a supplier to the above companies.

Best Practices in Supply Chain Due Diligence 

The regulations mentioned above are based on the Due Diligence frameworks from the UN Guiding Principles on Business and Human Rights and the OECD Due Diligence Guidance for Responsible Business Conduct.

The OECD Due Diligence Guidance document provides practical guidance to enterprises in applying the OECD Guidelines for Multinational Enterprises. The effective implementation of these recommendations is instrumental in helping companies prevent and address adverse impacts that may be linked to their operations, supply chains, and other business relationships, specifically in areas such as workers, human rights, environmental impacts, bribery, consumer welfare, and corporate governance.

Furthermore, the Guidance’s Annex includes supplemental explanations, practical tips, and illustrative examples of due diligence practices. Notably, the OECD Due Diligence Guidance complements the due diligence recommendations found in the UN Guiding Principles on Business and Human Rights and the ILO Tripartite Declaration of Principles Concerning Multinational Enterprises and Social Policy.

Below, we elaborate on each step of the due diligence process, and how companies can use it to comply.

Step 1: Commitment & Integration: Embedding Responsible Business Conduct into Business Processes 

To effectively follow the OECD Due Diligence Guidance, a crucial first step is integrating responsible business conduct into your company’s core operations. This means making it an intrinsic part of your decision-making processes, procurement strategies, and overall corporate culture. Alongside integration, it’s essential to develop a clear and unequivocal commitment to responsible business conduct, which should be articulated in a formal policy. This commitment serves as a guiding framework for your organization and communicates your dedication to ethical and sustainable business practices.

Steps 2, 3, 6 Assessing and Addressing Adverse Impacts 

A vital aspect of adhering to the OECD Due Diligence Guidance is conducting a comprehensive risk assessment. This entails identifying potential risks related to human rights violations, environmental harm, bribery, and other adverse impacts that might be associated with your business operations, supply chains, and stakeholder relationships. Once these risks are identified, the next step is to develop and implement effective strategies for risk mitigation and prevention. This involves activities such as supplier engagement, ongoing monitoring, capacity building, and other measures to proactively address and mitigate the identified risks.

Steps 4-5: Transparency & Communication 

Transparency is key to demonstrating a company’s commitment to responsible business conduct. It’s important to commit to disclosing the baseline, progress, and impacts over time. This transparency not only builds trust with stakeholders but also holds a company accountable for its actions. In addition, it is critical to establish mechanisms for continuous evaluation and improvement of due diligence processes. This includes communicating and collaborating with stakeholders, staying updated on emerging best practices, and remaining agile in adapting the approach to align with changing circumstances. By consistently pursuing improvement, you ensure that your responsible business conduct efforts remain effective and responsive to the challenges of the modern business world.

In Summary 

The legislative developments highlighted above not only establish legal requirements but also emphasize the imperative to integrate sustainability into company supply chains. By embracing international frameworks like the OECD Due Diligence Guidance and implementing best practices in supply chain due diligence, you can help your organization thrive in this evolving landscape. Transparency, accountability, and ethical conduct are not just legal obligations but also powerful tools for building trust with stakeholders and enhancing brand reputation.

Ultimately, responsible business conduct is not just a legal obligation; it’s a moral imperative and a path toward a better future for all.

Looking for more support in managing your sustainable supply chain? Connect with our experts today!

Recently, Del Monte Foods shared a progress update on the first year of its “Nourishing Families by Nourishing Schools” program, a groundbreaking initiative launched in partnership with the nonprofit Alliance for a Healthier Generation (Healthier Generation). This commitment was made in support of the company’s Growers of Good™ purpose to grow a healthier and more hopeful tomorrow by making nutritious foods more accessible to all.

Del Monte Foods’ and Healthier Generation’s partnership was announced at the 2022 Clinton Global Initiative (CGI) meeting. The program is dedicated to enhancing the physical, mental, and social-emotional well-being of children, with a strong commitment to reaching 75 percent of students representing Black, Indigenous, and people of color (BIPOC) populations.

One Year of Progress

In year one, the partnership has:

Reached 1.25 million families with family-oriented nutritious and easy recipes and activities to foster community and connection through meals.Engaged more than two million children at nearly 4,700 K-12 schools with program content.Ensured inclusive reach with 67 percent of the students and families reached to date representing BIPOC populations and 75 percent of schools and districts reached serving under-resourced communities through Title I funding.

Our commitment to accessible and high-quality nutrition for families and schools extends beyond financial support,” said Greg Longstreet, President and CEO of Del Monte Foods. “We are proud to share the milestones we’ve achieved in improving the health and well-being of youth across the country. Our progress demonstrates our dedication as Growers of Good to making a tangible difference in the lives of students and families.”

Kathy Higgins, CEO of Healthier Generation, added, “The positive impact of this initiative on students and communities is evident in the reach that we’ve had in the past year. We are proud of the progress we’ve achieved in partnership with Del Monte Foods, and we remain dedicated to our mission of enhancing whole child health for current and future generations.” 

This year’s programming included the launch of four impactful multimedia campaigns to promote nutrition education and access:

Leading into the holiday season, Healthier Generation and Del Monte Foods provided virtual resources and content for families to help bring joy to mealtimes for their holiday campaign, including nutritious, fun and affordable recipes with some spins on holiday classics.Through the Choose Good, Do Good campaign in January and February, customers could purchase Del Monte Foods products at a discounted rate at participating retailers and a portion of the sales would go to Healthier Generation’s programs to support children and families.For National Nutrition Month in March, the partnership provided families with resources to encourage physical activity and family mealtime bonding with affordable, nutritious meals.Amidst the busy back-to-school season, the organizations teamed up to provide quick and easy nutritious recipes for parents and hosted an engaging cooking segment with a celebrity chef.

Year Two and Beyond

Looking ahead, Del Monte Foods and Healthier Generation are committed to furthering their impact in year two and beyond. Del Monte Foods is an official sponsor of the Improving Nutrition & Food Access distinction for the 2024 America’s Healthiest Schools – Healthier Generation’s signature annual recognition program that celebrates schools across the nation for their achievements in advancing the physical, mental, and social-emotional health of students, staff and families. Del Monte Foods will collaborate with Healthier Generation to support schools in meeting these criteria within the food and nutrition topic through resources and programs.

Del Monte Foods and Healthier Generation will also continue to prioritize developing resources for educators and families that help them combat food insecurity and boost nutrition through emphasizing the value of school meals, teaching how to recognize the signs of food insecurity in children, finding ways for families to come together at mealtimes, and more.

For more information on Del Monte Foods’ commitment to fostering goodness for people, communities, and the planet, please refer to its Sustainability Report.

As part of Yitzi Weiner’s series about “individuals and organizations making an important social impact”, he interviewed Leila Saad.

Leila Saad is a social impact professional who is passionate about the potential for cross-sector collaborations to create positive change in communities worldwide. She is the CEO of Common Impact, a nonprofit that specializes in leading, creating, and developing partnerships between corporations and nonprofits to create significant impact through skills-based volunteer programs and consulting. She graduated from the Harvard Kennedy School, where she studied international political economy, and the University of Massachusetts Boston, where she studied art history.

Thank you so much for joining us in this interview series! Can you tell us a story about what brought you to this specific career path?

I have worked in the nonprofit sector for 20 years. I initially worked with organizations focused on human rights and the rule of law to create a better world. To me, that was important because governments were typically the source of concern. The world has changed since then, and one of the most significant shifts has been the increasing power of large corporations, especially multinational companies, and their influence on our societies. That brought me to Common Impact, where we help companies contribute to solving pressing social issues. Our programs ensure that companies turn their social impact commitments into reality by investing the time and talents of their most valuable resource, their people, to empower nonprofits to deliver on their core missions in our communities. I believe that working at the intersection of business and social impact is one of the most powerful ways to make a difference in the world today.

Can you share the most interesting story that happened to you since you began leading your company or organization?

In the spring of 2023, during Common Impact’s biannual Skills for Cities event, I met a phenomenal woman named Zion Escobar, a powerful and passionate advocate for preserving and elevating history through the organization she was working with at the time, the Houston Freedmen’s Town Conservancy. Zion opened my eyes to the vast and fascinating history behind Freedmen’s towns. Freedmen’s towns are incredible communities across the country that were developed from the ground up by formerly enslaved people after Emancipation in the 1860s. These resilient women and men built homes, churches, medical facilities, and everything you’d need to create a thriving community. I was so moved to learn this powerful piece of underrepresented American history. Since meeting Zion, I have challenged myself to understand underrepresented history further to better serve communities through Common Impact’s programming and in my personal life.

I read The Half Has Never Been Told by Edward E. Baptist, which goes into detail about slavery from the perspective of the enslaved person–it was brutal and chilling, but it opened my eyes to the fact that we only learn a small fraction of our history, and learning more about the extent of these hardships has stuck with me. There’s value in bringing areas of history to light that may be glossed over, and that’s what is so impactful about Freedmen’s towns. Relearning that history is valuable for those who care about and want to understand these issues. This passion for relearning history has kept Houston Freedmen’s Town Conservancy near and dear to my heart, and I look forward to seeing Zion’s fantastic work in elevating those stories.

It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I have always been driven by an internal sense of justice and was always the one to stand up to bullies in the classroom. But I have also been too self-righteous. In one of my first jobs out of college, our department head announced that our small but rapidly growing department would not be represented at an important meeting. I felt he had not stood up for our team, and my emotions got the better of me. I jumped up, pointed my finger at him, and exclaimed, “You, sir, have not done your job!” The fiery accusation felt so good. But, of course, I was wrong. Thankfully, he took it in stride, and we laughed at my overzealousness later. I quickly learned to think before I speak and, most importantly, to take a strategic approach to standing up for what’s right. Sometimes, it is necessary to be insistent, even loud. But the most important results usually occur when you carefully assess a situation, build allies, and strategically intervene. This lesson still rings true today and impacts how I lead Common Impact and how our team navigates partnerships and creates and develops programs for companies and nonprofits.

Can you describe how you or your organization is making a significant social impact?

Research shows that Americans are volunteering less than they used to. Volunteering used to be ingrained in our society and part of the fabric of the American way of life. That’s the way it was with my grandparents. My grandfather was constantly at his local YMCA, and my grandmother was one of the original tutors for the Headstart program when it started in the ’60s. This type of involvement was expected and normal for that time period, so there was nothing particularly special about what they were doing, but it was incredibly beneficial for communities.

Today, people still volunteer in their communities, but not like they used to. Instead, many people look to their workplace for the opportunity to give back. And that’s where Common Impact comes in. We offer a way for people to feel connected to their communities, give back, and create a better world through workplace volunteer programs. Our team creates skills-based volunteering programs for employees to use their professional skills to help nonprofits with critical needs that they might not otherwise address. We ensure these programs work as seamlessly as possible for both the company and the nonprofit so we can create meaningful opportunities for volunteers while positively impacting nonprofits and the communities they serve. Volunteers appreciate our programs because they can volunteer during the workday, which is convenient and helps them feel good about their jobs. The programs we develop create a whole new experience for employees, tackle challenges nonprofits face, and do good for the community. A win-win!

Can you tell us a story about a particular individual who was impacted or helped by your cause?

Common Impact’s programs address some of the most pressing issues of our time, and our nonprofit partners sit on the frontlines, providing safety, well-being, and justice for those who need it. That is exactly what one of our favorite nonprofit partners does. Sojourner Family Peace Center is a domestic violence organization based in the Midwest that supports families affected by domestic violence. One amazing thing about Common Impact’s work is that we provide volunteers an opportunity to impact not just the life of one individual but a whole community of people served by our nonprofit partner’s mission. Our volunteers go beyond typical volunteering, like painting schools and planting trees. They donate their professional skills and expertise to nonprofits, whether for a marketing campaign, a financial model, a technology upgrade, or a human resources manual.

We facilitated a project with corporate volunteers from Allstate who partnered with Sojourner to provide critical advice to update and improve the organization’s human resources policies, including parental and bereavement leave, with a focus on fostering DE&I initiatives. This is a perfect example of how skills-based volunteering supports nonprofits who may not otherwise have the time or resources to invest in critical internal needs. Our help positions nonprofits to serve their communities better, so our impact is magnified by helping nonprofits. In a world where sobering national statistics show that 1 in 3 women and 1 in 4 men endure physical violence during their lifetimes, the significance of collaborations like the one forged between Common Impact, Allstate, and Sojourner takes on even greater importance. These partnerships are a testament to collective action, benefiting numerous lives and promising a brighter and safer future for all.

Are there three things the community/society/politicians can do to help you address the root of the problem you are trying to solve?

I previously worked for an organization that provided pro bono legal services to civil society organizations that needed legal assistance. Today, many law firms have requirements to dedicate a certain number of hours to pro bono work per year. The American Lawyer publishes an annual report ranking each firm’s commitment to pro bono work, making it a friendly competition between firms and a go-to resource for job-seeking attorneys seeking purpose in their work life.I think it’s time for companies to do the same thing, and a media outlet could help spur friendly competition. Fortune Magazine publishes similar rankings, like the Change the World list of top companies using the creative tools of capitalism to solve social problems. A list of companies ranked by their commitment to a minimum number of pro bono hours per year (or, as we refer to it at Common Impact, skills-based volunteering) would inform job-seekers, encourage companies to vie for the top spots on the list — and both would be great for society!Federal and local officials and institutions can continue to promote and invest in volunteerism. Common Impact has been fortunate to partner with AmeriCorps and New York City Service Corp and has benefitted from working with a number of passionate volunteers. Even more must be done to support these programs and the idea of volunteering, including the impact of skills-based volunteering. The idea is that when all of society is engaged and giving back, societies as a whole are stronger and healthier, and I think that’s a powerful sentiment toward the value of giving back.Young professionals are at the forefront and demanding that companies make changes and positively impact the communities they reside and spend time in. My niece took an internship with a consulting firm, and during her interview, the firm showcased the emphasis they put on volunteerism in the workplace. She told me that in every interview she had, the company would highlight its social impact initiatives and goals. Corporate volunteerism started thanks to young professionals, and I want to encourage them to keep up the good work. Common Impact is taking our inspiration from them because they are the generation pushing for this type of change to happen.

How do you define “Leadership”? Can you explain what you mean or give an example?

Although I consider myself a pretty enlightened feminist already, I admit that I was one of the people who teared up a little when America Ferrera expounded on the contradictions of womanhood in her now-famous “Barbie” monologue. When she said, “You have to be thin but not too thin. And you can never say you want to be thin. You have to say you want to be healthy, but also you have to be thin,” I thought of my teen daughters and their friends. When she said, “You have to be a boss, but you can’t be mean. You have to lead, but you can’t squash other people’s ideas,” I reflected on my role as a CEO and the struggle to achieve the right balance as a woman leader.

We live in a world where only 10% of Fortune 500 CEOs are women. Yet, women often embody leadership attributes that are increasingly considered critically important. Terms like empathetic, participatory, inclusive, and interactive come to mind. Those are admirable traits, and I strive to balance them against the need to be decisive, act quickly, and lead with direction. I think the best leaders today aim to strike that balance.

What are your “5 things I wish someone told me when I first started” and why. Please share a story or example for each.

Let go of mistakes. The vast majority of mistakes, gaffes, and foolish things you will undoubtedly do throughout your professional and personal life are forgivable and even understandable. Getting hung up on them can really keep you stuck. So, expect yourself to make mistakes and commit to learning from them.Follow your effort, not your passion. I don’t usually quote Mark Cuban, but when I heard him say this, it struck a nerve. He pointed out that if he had followed his passion for basketball, he would have failed miserably. I struggled to find my “passion” for many years, but following what came easily and committing to work I enjoyed was the key to finding meaningful work.Taking time off to care for your kids will help, not hinder, your career. I took nearly 10 years off to care for my three daughters. When I came back to work full-time, I was terrified and thought I had forgotten how to be a professional. How wrong I was! Many of the experiences and skills I developed as a stay-at-home mom, like time management, listening skills, budgeting, research, networking, and even advocating for my kids’ needs, all served me exceptionally well in my career. Rather than slowly reacclimating to work life, I quickly propelled forward in my career thanks to the skills I gained while raising my family.What got you here won’t get you there. This is from the well-known executive coach, Marshall Goldsmith. Two characteristics that were instrumental in getting me where I am today are being always ready to roll my sleeves up and moving quickly. Now that I am in a leadership position, those two can sometimes hamper me. I’ve had to learn new skills or work to transform my strengths. Instead of jumping in with a solution, I work to support my teams to be self-reliant. Instead of moving quickly, I focus on communicating quickly and clearly.Lead with you. At the risk of sounding cliche, be yourself. In a world with so many expectations, it is difficult to weed through the noise and distractions to find the real you. Rub the slate clean, look for what sparks your interest and joy, and follow that.

You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

The movement I would most like to see, and I think it’s starting to come to the forefront, is one focused on mental health. Mental health struggles are something that I’ve experienced in my own family and community, especially during the pandemic. This topic is so meaningful to me, and I’m glad society is starting to put a more significant focus on it. There’s more research being conducted on evidence-based approaches to mental health support, even for the most challenging problems, like suicide, but they are not widely known and can often be intensive and expensive.

Many people don’t have access to mental health professionals, and I believe there’s a role for creative cross-sector collaborations, or unlikely partnerships, to advance these movements and create more resources for people who need them. I was inspired to hear the CEO of Headspace, the meditation app, talk about its merger with Ginger, which offers on-demand therapy. It struck me as an example of a creative partnership with the power to bring more mental health services to those in need. During my tenure at Common Impact, I learned that giving back and volunteering can help improve mental health. Offering others support or getting actively involved in a project can help reduce feelings of stress, anger, or anxiety, increase happiness, and help promote feelings of purpose. Mental health is a severe issue, and removing the stigma around it and increasing access to resources will truly make a huge difference in people’s lives.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

The quote that has stuck with me throughout the years is something Martin Luther King Jr. said: “The arc of the moral universe is long, but it bends toward justice.” It is so easy to lose sight of the big picture, especially in times of crisis. We’ve been through so much in the past few years and have real challenges ahead, so it’s no wonder we feel discouraged sometimes. I see that in my teenage daughters and their friends; they keep hearing that the world will end, climate change will drastically impact their lives, and they’re feeling a sense of hopelessness, which is understandable. It’s hard to get through the days with that on your mind. But this is not about the power of positive thinking. As the daughter of a historian, I was raised to value the perspective of what academics call Big History. That long view allows us to have perspective and hold on to the hope about where we are collectively moving. Sometimes we are only inching forward, but each victory is worth celebrating and holding on to that hope will get us through.

Is there a person in the world, or in the US with whom you would like to have a private breakfast or lunch with, and why? He or she might just see this, especially if we tag them. 🙂

When I first went to college, I considered going into anthropology but lost interest because of the Western-dominated historical legacy of the field. Anthropology has advanced a lot since then, and I recently read a fascinating book by Joseph Henrich, an evolutionary biologist at Harvard. He and a cross-disciplinary team of historians, statisticians, and economists analyzed large anthropological data sets to make sense of seemingly small things, like changes in family structure, that may have propelled the once-backward European cultures of around 1000 AD into the powerful countries of today. His analysis extends to differences in psychology and even informs things close to my work at Common Impact, like why we are motivated to help strangers, engage in civic life, and volunteer. I would love to have lunch with Joseph Henrich and nerd out about all the other untold local histories that have influenced global patterns.

How can our readers further follow your work online?

They can check out our website, CommonImpact.org, or follow us on LinkedIn, Facebook, Instagram, and X.

This was very meaningful, thank you so much. We wish you only continued success in your great work!

Originally published on GoDaddy Life

What’s your story? Tell us a little bit about yourself and what you do here at GoDaddy.

My name is Alexander Ivanov, and I’m 35 years old. I’m currently a member of GoDaddy’s Global Sustaining Engineering team, where I’ve been dedicated for the past five and a half years. My educational background includes a degree in Telecommunications from New Bulgarian University. During my tenure at GoDaddy, I’ve had the privilege of working on a multitude of challenging and engaging projects. This experience has allowed me to be deeply involved in a wide range of initiatives within the company.

What has driven your growth most through your career?

My career growth has been primarily fueled by my unwavering commitment to consistently overachieve and my willingness to put in countless hours of effort. I find immense satisfaction in tackling complex challenges and delivering results with a go-getter attitude. My passion for my work and the tangible impact it has on our customers provide me with an endless source of motivation. I am continuously inspired by the confidence my managers have in entrusting me with crucial tasks and projects. I pour my energy into each endeavor, always striving to achieve the highest level of success, whether it’s a project, a goal, or a simple task.

What has been one of your proudest moments at GoDaddy?

There have been numerous memorable moments during my time at GoDaddy. Some stand out as truly impactful, such as the time we had to respond to a critical vulnerability affecting our core mail service. We dedicated countless hours to patching the issue, resulting in a remarkable success. Another significant achievement I’m proud of is the automation of our monitoring system, a task once considered nearly impossible. This system has substantially improved the customer experience and is now an invaluable tool for our colleagues. Lastly, I take great pride in our team’s collective effort to create over 300+ articles for our knowledge base. These articles have proven invaluable for colleagues across various departments, fostering a sense of teamwork and collaboration that I hold in high regard.

What differentiates GoDaddy from any other company in Bulgaria?

One of the key differentiators is the remarkable knowledge-sharing culture that exists at GoDaddy. I have had the privilege of receiving guidance and mentorship from both my managers and colleagues, which has elevated the quality of my work to new heights. This culture of mentorship and collaboration is truly invaluable to me.

What’s your motto or personal mantra?

I have two guiding mottos:

“No dream is too BIG.”“Make it simple, but significant.”

These mottos remind me to dream big, aim high, and find significance in simplicity, which drives me to excel in all aspects of my work.

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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As cars and trucks that run on fossil fuels contribute what the U.S. Department of Energy says amounts to 1.4 billion tons of greenhouse gas emissions into the atmosphere every year, the path forward is clear: electrify the vehicle industry.

Wagering that cleaner, quieter conveyances are the future, major car brands — from Japan-produced Toyotas to American-made Fords — have expanded their electric vehicle (EV) model lineups. Luxury market entrants from Tesla, Rivian and performance models from Porsche are seen as the new status of wealth.

So, are image and accessibility the only hurdles to overcome in the race to electrify transportation?

In April 2023, the U.S. Environmental Protection Agency proposed what, if finalized, amount to the most ambitious U.S. vehicle emissions reduction standards ever, meant to accelerate automakers’ shift to EVs. The plan expands the electrification of ridesharing, rental car and federal agency fleets and establishes community charging and more. While President Joe Biden and the auto industry are gearing up to electrify, are U.S. power suppliers ready for the increased demand for electricity?

Black & Veatch’s 2023 Electric Report — based on expert analysis of a survey of more than 650 U.S. electric sector stakeholders — paints a picture of an electric industry well aware that change is on the horizon but slow in making the necessary investments crucial to making it happen.

Forecasting the Future

The success of vehicle electrification is only as strong as the electric utilities that supply the load. Signed into law in late 2021, the federal, $1.2-trillion Bipartisan Infrastructure Law (BIL) aims for a net-zero emissions economy by 2050, with half of new U.S. car sales to be electric by the end of this decade. Funding upwards of $7.5 billion is earmarked for EV charging and infrastructure that communities across the country need to support the desired uptick in electrified fleets.

Uber, Lyft and Amazon, among other companies, are committing to transition their fleets to electric by 2030, just seven years from now, while federal agencies are chasing an ambitious 100-percent EV fleet as early as 2035. As companies and government agencies plan and prepare for the future, the assumption remains that electric utilities are doing the same.

When asked how much their enterprise’s forecasting of future load included the expectation for vehicle electrification, nearly two-thirds of respondents said that they were either unsure, only included some forecasting or did not forecast for it at all. That included forecasting for investments in supply needs as well as in distribution grid infrastructure.

Given the broad incentives in the BIL — and appealing and capable vehicles coming to market in all segments — this is money in the bank for utilities due to their selling considerably more of their product — the humble electron. The question remains when and how to share the benefits of future electrification revenue with all stakeholders via the promise of downward pressure rates.

With a 70/30 split between utilities adequately forecasting for the future vehicle electrification load and those who are not quite there yet, we can’t help but ask, “if not now, when?”

Mapping EV Charging Site Timelines

According to a 2022 whitepaper by National Grid, an investor-owned energy company serving more than 20 million people throughout New York and Massachusetts, a larger, highway-side charging station serving both personal EVs and heavy-duty battery electric trucks could need to provide up to 19 megawatts of electricity by 2035 — the same year the federal government aims for a 100-percent electric fleet. That’s roughly the same amount a small town uses.

Given this scale of charging and the roughly 11 years to this benchmark, the level of urgency should be seemingly high. When asked how many EV charging site requests are expected over the next 12 months, about two-thirds of respondents consistently said they didn’t know. Conversely, about one-third cited anywhere from zero to 1,000 or more requests in ranges from one-half of a megawatt to more than five megawatts. Notably, one in five respondents expect no charging site requests over five megawatts in the next year.

As noted in the National Grid example, the size and duty cycle of commercial fleet and large travel center facilities can range into tens of megawatts. Planning for and provisioning power at this magnitude can take years — even a decade — if serving the load requires new substations, transmission and distribution lines, real estate and associated right of ways.

Based on Black & Veatch’s knowledge, numerous requests for megawatt and larger sites are being submitted to utilities across the country. Examining the survey results, respondents either are not in a position to know about these requests and answered incorrectly or they simply are not seeing the new demand. Either scenario is alarming for triggering infrastructure planning efforts at the level needed.

Electrifying Early

With almost 70 percent of utilities seemingly unprepared and 30 percent in the early stages of planning, a common denominator has emerged: ready or not, electrification is here. While consumer adoption is driven by choice, commercial fleet trajectories follow regulatory considerations and economics. All indications are that electrification is the new normal, and the sooner organizations embrace the change, the more benefits they can accrue by design versus playing catch up later.

Many U.S. electric utilities are taking a proactive posture. When asked how they are responding to the federal, state and local goals of significant electrification, nearly half of the respondents said they are establishing new programs, rates and education programs while transitioning the utility fleet to electric. More than six in 10 respondents — 62 percent — are incorporating EV loads into load forecasting and grid planning. Only 12 percent replied that they are not doing anything at this time — a small enough group to evoke optimism and hope.

All told, the keys are making the most of the investment, market growth opportunity and catching up with other countries that have shown this can be done. Slowly but surely, the vehicle supply chain is getting resolved with huge investments, but the energy supply chain to power those vehicles is at risk without more thoughtful planning.

Utilities can both get ahead of the needs of communities and set themselves up for increased revenues and profits by intensifying their infrastructure planning and investments — or getting off the sidelines in the first place — as the pace of electrification picks up speed.

OVERLAND PARK, Kan., November 21, 2023 /3BL/ – Global engineering and construction leader Black & Veatch joined organizations around the world this fall to participate in Ocean Conservancy’s annual International Coastal Cleanup. More than 675 Black & Veatch employee-owners and their families participated in the global water cleanup effort at 31 sites worldwide.

The International Coastal Cleanup began more than 35 years ago to gather data on how much trash litters global waterways. Since then, the event has expanded into 150 countries, bringing together volunteers dedicated to a common mission of maintaining healthy oceans for the wildlife and communities that depend on it.

Black & Veatch International Coastal Cleanup teams cleared debris — including tires, laundry detergent containers, food wrappers and broken glass — from several global waterways, including beaches, ponds, riverbanks and creek banks. Globally, the company’s volunteers picked up 3,178 pounds of trash — roughly the same amount of trash that 2,000 people generate in one day.

“By cleaning up waterways and removing litter, we are part of a global effort to create healthier environments and greatly reduce the pollutants harming natural ecosystems,” said Deepa Poduval, Global Sustainability Leader for Black & Veatch. “Participating in the annual International Coastal Cleanup supports our core values of sustainability, community and stewardship.”

Black & Veatch teams have been volunteering for the International Coastal Cleanup for 15 years within communities in Bangkok, Beijing, Manila, Mumbai, Singapore, and across the East and West Coasts of the U.S.

Throughout the company’s more than 100-year history, Black & Veatch professionals have been active water stewards through the legacy of thousands of projects and decades of volunteering in support of organizations such as Ocean Conservancy.

Contact Black & Veatch for more information.

Editor’s Notes: 

To learn more about Black & Veatch’s environmental stewardship efforts, click here.Ocean Conservancy started the annual International Coastal Cleanup in 1986. To learn more about Ocean Conservancy and the International Coastal Cleanup, click here.

About Black & Veatch 
Black & Veatch is a 100-percent employee-owned global engineering, procurement, consulting and construction company with a more than 100-year track record of innovation in sustainable infrastructure. Since 1915, we have helped our clients improve the lives of people around the world by addressing the resilience and reliability of our most important infrastructure assets. Follow us on www.bv.com and on social media.

Media Contact Information:

MEGHAN LOCKNER | +1 201-977-1628 | locknerm@bv.com

24-HOUR MEDIA CONTACT | Media@bv.com

Originally published by TDPel Media

Lindiwe Mabesa, a 21-year-old woman from Soweto, is one of the many young women who have benefited from Pizza Hut’s LeadHERship programme.

The programme, in partnership with the government’s Youth Employment Service (YES), places young women aged between 18 and 24 from marginalised communities in a 12-month work experience programme which are fully funded by Pizza Hut.

Continue reading here.

Originally published on U.S. Bank company blog

Two organizations are the recipients of $110,000 grant funding from U.S. Bancorp Impact Finance and its Environmental Finance Equitable Access to Capital and Environmental Justice Grant Programs.

The Alliance for Tribal Clean Energy (the Alliance) is an Indigenous-led nonprofit that supports Native American tribes in their transition toward a clean and regenerative energy future. Focused on building the capacity of Native American tribes and tribal entities to access and deploy capital for clean energy projects, the Alliance brings together tribes and vetted clean energy service and development providers in a collaborative process so all can work together toward mutually equitable goals.

The grant funding enabled the Alliance to bring on a new team member, who is an enrolled member of a Native American tribe and has been working for over two decades in tribal finance and economic development, said Alliance CEO Chéri Smith, a descendant of the Mi’kmaq Nation of Northern Maine and the Canadian Maritimes.

“This team member’s added expertise has allowed us to provide sound, professional guidance and advice to the tribes we serve, pertaining to the planning and financing of regenerative clean energy projects,” she said. “This added position is having a tremendous impact on the tribal governments and tribal members we serve, and we’re so grateful to Impact Finance for making this crucial position possible.”

Impact Finance Assistant Director of Impact Capital and Project Management Clark Conlisk said, “We’re excited to support the acceleration of the equitable energy transition. We look forward to our grant recipients – and the networks of organizations they support – bringing to market the innovative clean energy projects that will direct the socioeconomic and environmental benefits of clean power to historically disadvantaged communities.”

Baltimore-based WeSolar, founded by Kristal Hansley and created to bring under-resourced communities affordable access to local community solar and to assist commercial properties with energy efficiency, is the second grant recipient.

Conlisk said it’s rewarding to be a part of supporting the organizations’ growth and looks forward to future grant funding opportunities amid the significant growth in and importance of the clean energy sector.

“We are fortunate to be able to play a role in supporting the many incredible practitioners of the energy transition who center equity and community-benefit in their work to decarbonize the electric grid,” he said.

By Candace Higginbotham

Like many lasting relationships, Regions Bank and the nonprofit Justine PETERSEN Housing and Reinvestment Corporation have a long history together and share mutual interests and priorities.

Both organizations understand that affordable housing, financial education and small-business empowerment are fundamental to uplifting communities. And they have been working together for many years to further those objectives.

Most recently, the relationship has focused on small-business development. Regions Community Development Corporation, or RCDC, provided a $2.5 million non-revolving line of credit to Great Rivers Community Capital, which is a community development financial institution (CDFI) and subsidiary of Justine PETERSEN.

“We are pleased to extend this relationship with Great Rivers Community Capital through their parent organization, Justine PETERSEN,” said David Christian, chief operating officer of the RCDC. “Helping small businesses launch and succeed is central to RCDC’s vision. By collaborating with CDFIs like Great Rivers, we can extend our reach deeper into our communities and ensure every person and every business have the opportunity for financial success.”

The RCDC is a wholly owned subsidiary of Regions Bank that supports underserved communities lacking access to traditional sources of capital by providing debt and equity financing for projects and entities with a community development purpose. The loan to Great Rivers is a good example of how the RCDC is executing its mission.

Helping small businesses launch and succeed is central to RCDC’s vision.

David Christian, chief operating officer of the RCDC

This loan increased RCDC’s existing capital commitment to Great Rivers so the CDFI can, in turn, provide small business financing in Central Illinois – with an emphasis on the areas in and around Decatur, Peoria, Springfield and Bloomington.

CDFIs are private financial institutions dedicated to delivering responsible, affordable lending to help low-income, low-wealth, and other disadvantaged people and communities join the economic mainstream. Often, CDFIs can offer more flexible terms and conditions to borrowers sometimes labeled “too risky” for traditional financing — and these institutions have a strong track record of success. Additionally, many of the institutions are located in small towns, rural areas or urban centers where larger banks don’t have a presence.

“Great Rivers Community Capital shares the mission of its parent, Justine PETERSEN, which is to assist target markets of underserved people with building their economic mobility,” said Sheri Flanigan-Vazquez, chief operating officer of the organization. “Many small business owners in our Central Illinois market are unable to access capital at a fair or equitable rate. We’ve found that often these owners or potential entrepreneurs are people of color or lower-income people that have plenty of business acumen, they just are unable to get funding.”

According to CDFI trade group Opportunity Finance Network, its members have originated more than $100 billion in financing and the CDFI industry at large manages more than $222 billion today.

Those impact statistics are particularly impressive when considering that many individuals and small businesses come to CDFIs for loans for much smaller amounts than traditional banks.

“Traditional banks tend to focus on larger, more profitable business loans,” said Eric Madkins, Community Development Manager at Regions. “But many small businesses don’t need large loans, especially when they’re just getting started. Helping these entrepreneurs get a jump start and get into the small business ecosystem is an important service to communities.”

According to Flanigan-Vazquez, most of the RCDC funding will go directly to small businesses for expenses such as renovation, inventory, space expansion and staffing. It will also help Great Rivers provide technical assistance to new business owners to help them navigate the challenges of starting a business.

The CDFI will also utilize some of the funding to help develop future entrepreneurs. “A portion of the disbursement go to help build the credit scores of hopeful business owners so they can access our small business products in the future,” Flanigan-Vazquez said.

Both Regions and Justine PETERSEN are extremely enthusiastic about the opportunities this funding provides for an area of the bank’s footprint that’s critically important to both organizations.

“This impact investment with a trusted community partner allows Regions to create capital for small businesses, which will benefit the entire Central Illinois community,” Christian said. “It’s a win-win for everyone.”

To learn more about how Regions collaborates with CDFIs, see the article and video ‘Communities Are Important to Us, and You Are Important to Communities’.

Every 79 seconds, someone is killed or injured in a drunk or impaired driving crash in the United States. As we near the holiday season, this risk increases to approximately 21 million chances of encountering an accident between November 1 and January 1.

Mothers Against Drunk Driving (MADD) is the foremost non-profit leading the fight to prevent the devastating consequences of impaired driving. The organization has played a crucial role since its inception, reducing crashes by 50% through advocacy efforts, influencing federal policy, leading education initiatives, and providing support services to victims.

Ultimately, the power to reduce drunk driving lies not with any organization but with the people who make the decision to drive impaired. So this holiday season, MADD is introducing its new year-end campaign and cause platform, ToGetThere, with the aim of increasing everyone’s chances to get home safely.

We invited Stacey Stewart, CEO, and Kim Pucci, Senior Director of Marketing and Engagement, to speak to MADD’s impact, how you can make a plan to drive safely this holiday season, and how they plan to get “there”— to a world in which impairment puts no lives at risk.

Listen for insights on:

Rebranding cause initiatives to align with the digital media ageHelping stakeholders understand the true impact of a statisticEngaging multi-stakeholder groupsStaying true to purpose during periods of change