Tag: 3BL

This story first appeared on Baker Hughes’ Energy Forward Stories.

As the Baker Hughes team celebrates the 15th anniversary since the opening of the oilfield services R&D center, join the conversation with Darren Bane, Completions and Well Intervention (CWI) Engineering and Technology Director and Eddie Kossa, Senior Engineering Manager, as they share fond memories and their passion for innovation, still as relevant today as in 2008.

WHY WAS CTI CREATED?

The CTI facility was built so innovation could thrive. For this to happen, Baker Hughes needed dedicated testing facilities focused on HPHT (High Pressure High Temperature) testing with enough space for engineers to collaborate on key projects.

The creation of CTI would allow top engineering talent to focus solely on developing disruptive and industry leading well completions tools.

Bob Bennett, Baker Hughes’ former VP of Technology was able to bring the concept of a new technology center to the Board at the time, which resulted in the creation of the CTI. During the initial stages, engineering and testing were the focal point and later evolved with the addition of a new materials labs.

With the creation of CTI, the team can today provide leading testing capabilities of 40,000 psi and 700ºF. Fifteen years on, the facility hosts one of the most advanced testing facilities of its kind. Although testing is a main pillar of operations at CTI, the center is also equipped with materials development laboratories, where key scientist and researchers develop new materials for Baker Hughes solutions today.

A great example of an innovation which came from the CTI team, is the creation of the GeoFORM product that provided the oilfield industry with the world’s first fully conformable sand screen.

WHO WORKS AT THE CTI?

Because CTI has diverse capabilities, the people who use the building often come from a variety of professional backgrounds. The center currently hosts approximately 350 staff members.

Many of the Baker Hughes employees who work there are PhD level researchers and scientists, who develop new materials and new chemicals-based solutions, in addition to many product development engineers who develop industry leading well completions equipment.

WHY IS THEIR WORK IMPORTANT IN TODAY’S CONTEXT?

The CTI team have been working on CCUS (Carbon Capture, Utilization, and Storage) projects for several years now, with existing and new customers.

Even though much of the current CWI portfolio is transferrable from conventional hydrocarbon wells to re-injection of carbon into storage reservoirs, the company realized the need to develop new technologies specifically for carbon capture applications.

In a well environment, there are subsurface safety valves that prevent uncontrolled well flow from coming up through the wellbore, in case of an accident or an unexpected event, but these existing valves had not been tested for carbon capture and re-injection environments. So, one of the recent CTI projects has been to complete tests for one valve type, which is now qualified for carbon capture applications. The team is now working through the qualification process for the full size range.

For hydrogen storage, another emerging energy segment, the teams have been working on a joint industry project with research partners around new metallic materials. Hydrogen has a unique ability to permeate metallic structures, which causes risks to operations. The Baker Hughes experts are working on technology improvements to be able to handle hydrogen in the future. Geothermal energy is another area of focus for the CTI, working in partnership with customers on future opportunities.

Collaboration is paramount and increasing around new energy solutions, with the American Petroleum Institute (API), and other bodies of industry experts who write specifications for how to drill a well, how to design completion equipment and many others.

How to deal with carbon capture, hydrogen storage and geothermal wells is now on the agenda of such committees as API. Baker Hughes’ CTI experts are active on these industry groups, as the new standards are being written and will continue to be part of the technology innovation conversations.

WHAT ARE THE MOST EXCITING PROJECTS CURRENTLY IN PROGRESS AT THE CENTER?

A significant number of oil and gas production operations are still performed manually – leading to inefficiencies, safety risks, and the potential for increased emissions.

A lot of work is underway to support the digitalization of the oilfield overall, with initiatives such as remote operations and remote actuation, in addition to electrification of the wellbore. Ultimately, the industry is working towards automated systems.

One of these exciting projects is about being able to generate power downhole, using the flow of the well. This would be key to power the well monitoring gauges that transmit information back to surface so that there would be no need to run a power line (Tubing Encapsulated Cables or TEC) from the surface down the well to the gauge.

This is called the wireless connected wellbore. Let’s imagine the wellbore as an ‘intelligent’ element/machine, it would be able to say ‘OK I have the power, I have the data collected from the gauge. I now need to send this data up the hole wirelessly, through a developed system that could do that’.

Electric completion is also an area of interest. The team at CTI is investigating how to replace the need for hydraulic systems thereby increasing product reliability while reducing risk with respect to safety concerns and potential environmental hazards.

Another major area for optimization of the oilfield is with the creation of modular platforms for standardized completion tools. Baker Hughes’s portfolio encompasses 116 years of tools and designs. The aim is to bring them together as harmonized modular platforms and retire some of the older designs. The team is taking best practices from the automotive industry, to simplify the portfolio onto common shared ‘chassis. Baker Hughes engineers are working on applying that same discipline with standard platforms, with benefits for both the company and its customers.

In the energy transition technology developments, Baker Hughes experts are looking at new materials such as non-metallics, new rubber components for CCUS applications and super austenitic stainless steel for hydrogen storage.

WHAT IS NEXT FOR CTI?

The team is working on what is needed in the next 5 to 10 years and beyond, taking in customers inputs along the way. That was always the mission for CTI ̶ to foster collaborative innovation and bring new technology to market quickly.

Automated systems and monitoring are a priority for Baker Hughes. Going back to the automotive analogy, but for the equipment deployed downhole: from being a simple ‘piece of iron’, to a piece of equipment with its own intelligence, which can predict events before something goes wrong, where humans can intervene before it fails. This is what is called autonomous or smart well completions. Like when something is wrong with a car, it trips, and the engine light comes on.

Such advances can be achieved using digital apps and fiber optics. For example, fiber optics can monitor the acoustic sounds of gas flowing through a safety valve. Digital processors can analyze that signal and when the signal starts to get outside of a predefined acceptable range, this can mean the safety valve has scale or debris accumulation within the valve. The mitigation process is to cycle the valve and break the scale loose to ensure proper valve operation.

As a result, the valve is going to last considerably longer and prevent costly interventions work to manually break up scale or debris. In some instances, the scale accumulation is detected too late, and leads to failure in the system. In the future, perhaps the well does it all on its own, without human intervention: the wells know to cycle the valves for longevity at regular intervals.

These are just a few examples of what the team at CTI is currently working on. Staff at the facility are super proud of what they have achieved since 2008. When the CTI opened, it was meant as an open box for R&D in the energy sector, and it is still doing just that today.

This is the second in a series of Q & As with the Ceres experts who are engaging with companies to decarbonize six of the highest-emitting sectors of the economy. Read the first Q & A here.

Q: Why is the decarbonization of the power sector so important? How can it be achieved? 

After transportation, electric power is the second largest source of emissions, with about a quarter of all U.S. pollution. It is encouraging to see some of the largest electric power companies set goals to reduce emissions and shift away from coal toward renewable energy and energy storage.

But we’re going to need to see a lot more of that kind of action, and a major expansion of the sector’s efforts to help key sectors – like transportation and heating – reduce their emissions. As electric vehicle adoption continues at a torrid pace, electric utilities need to provide the infrastructure and the competitive charging rates to fuel electric vehicles. And electric utilities can help decarbonize heating by promoting heat pumps, which are remarkably effective, even in cold weather climates.

Q: Where do you see the biggest challenges? 

Changing mindsets continues to be a huge challenge. Clean energy technologies continue to advance rapidly and become more cost-effective, but utilities are typically not quick to adapt to a changing external environment. While some caution is appropriate, given that utilities are regulated and are expected to provide reliable service to their customers, they are often resistant to change. It is critical that utility executives fully appreciate risks associated with failing to fully address the climate challenge, and also recognize that there is an enormous business opportunity for them to help solve the challenge in ways that can also address longstanding issues of equity and energy burden.

Q: What are the biggest successes you have seen in recent months to move the sector closer to the goal of limiting warming to 1.5 C? 

Through Climate Action 100+, the world’s largest investor engagement initiative on climate change, we continue to see power companies make new commitments that increase their alignment with limiting warming to 1.5 C. There are now 25 utilities in the U.S. that have committed to reducing emissions by 80% by 2030, an ambitious science-aligned pathway.

The pace of investment in clean energy is also accelerating, with new electric generation dominated by solar and wind. In the first half of 2023, solar, wind, and storage provided 65% of all new capacity connected to the U.S. grid. And as these clean resources come online, they are actually helping address critical reliability needs during extreme weather events.

Q: Are there any upcoming projects and technology that you are most excited to see that will aid in further decarbonization? 

More than any specific technological breakthrough, what makes me excited is the potential utilities have to integrate existing technologies at the scale that will really transform the industry. This includes installing new and upgraded transmission lines so large wind and solar projects can power reach major population hubs, adopting innovative technologies and programs, such as energy storage and demand-response programs for customers that reduce energy use when hot or cold days put stress on the power grid and that make the grid more efficient and reliable overall, and rolling out a sprawling electric vehicle charging infrastructure to match the complex needs of vehicles ranging from cars to buses to delivery trucks.

Q: What drew you to your work in the power sector? 

I remember at a very young age, we were the only home in the neighborhood with hot water heated by renewable energy, which meant that we burned much less oil in our basement. That early experience gave me an appreciation for clean renewable energy. Later, in my 20’s, I learned about climate change and the role that industry had in contributing to it and also the potential that industry – and especially the power sector – could have to help solve this massive problem.

Read more about some of the work being done at Ceres to decarbonize the electric power sector.

We are now at the midpoint of the Sustainable Development Goals (SDGs) timeline, and a key takeaway of UN General Assembly (UNGA) 2023 discussions is that there is still much work to be done. The latest UN data illustrates that progress on 80% of the SDGs is lacking. But there are reasons to be optimistic, to look forward with renewed vigor, and to continue to explore opportunities to make a difference. Viatris was delighted to contribute to and participate in UNGA 2023 across all three official High-level Meetings (HLMs) on health and in several side events (read more here). Below we share some perspective of colleagues who were in attendance. Viatris looks forward to continuing to engage with our partners and global healthcare stakeholders as we collectively advance efforts to drive increased access to healthcare throughout the world.

Erika Satterwhite, Head of Global Policy:

To many, UNGA can feel distant – world leaders debating actions and future targets in closed rooms, inaccessible and removed from the daily realities of the world’s 8 billion people. Particularly in 2023, as the world reassesses its progress towards the SDGs, the conversations related to global health were at a fundamentally enormous scale: Universal Health Coverage; Pandemic Prevention, Preparedness and Response; Ending Tuberculosis (TB). And yet being in the rooms, both in the United Nations headquarters and in meeting spaces across New York City, I was left with a different feeling. These topics are deeply personal, for everyone. Whether speaking with heads of organizations leading efforts on Non-Communicable Diseases (NCDs) and tuberculosis, or with community activists fighting for women’s ability to protect themselves and their families from HIV and malaria, or government officials trying to manage big aspirations for healthcare with tight budgets, the common thread was a genuine desire to think differently about how we can engage to meet our common goals. There was an energy around reinvigorating progress together, and to creative approaches to partnership across public sector, companies, and civil society. I am so thankful to have had the opportunity to participate in UNGA 2023, particularly to have had the space for in-person connection with so many friends and colleagues working in global health, and I leave the meeting full of excitement and ideas for our next steps.

James Pfitzer, Senior Director, Global Policy:

As UNGA 2023 comes to a close let’s have a moment to reflect on all that has taken place – High-level meetings, political declarations, panels, demonstrations, events, negotiations, discussions, receptions, summits, decisions, dinners – reportedly the largest UNGA in the past 10 years. It has been my honor to represent Viatris in many events this week including the UN High-level meeting on Pandemic Prevention, Preparedness and Response as well as the WHO Ministerial Consultation on Timely and Equitable Access to Medical Countermeasures against Pandemic Threats. The world’s leaders have come together in the spirit of true multi-stakeholder collaboration – everyone’s perspectives thoughtfully considered in all discussions – and we are there. However, the voices around the table were those lucky enough to be there and empowered to make themselves heard. Equity has been key in all aspects – as it needs to be – but talking about equity in access to healthcare is not enough. Our health is so very personal to each of us and those we love. One size does not fit all and we cannot overlook the lived experiences of all people no matter where they may be. But how do we get these voices around the table leaving no one behind? There are no simple solutions and the goals that we, the world, have set for ourselves are tough. As a global community we need to be challenged and together we can be inspired to learn and build new and innovative approaches that are scalable. Now that we are leaving New York our jobs are not finished. There is much to be done and I am proud to be a part of the Viatris team, committed to building sustainable solutions for access to healthcare that reach everyone.

Lina Andersson, Head of Corporate Social Responsibility:

UNGA 2023 marked a pivotal time for the global ambitions for more sustainable and inclusive development. The absolute urgency for actions to accelerate the truly essential progress on the global sustainable development agenda for 2030 was the most consistent appeal from everyone. As we are halfway there in time but far away in progress with significant gaps to close related to access equity, global health and climate change goals, the feeling that the TIME is NOW truly stayed with me. The calls for partnerships, the importance of multi-stakeholder collaboration, the imperative of people at the center and local community participation for effective implementation were loud and clear. And while civil society and private sector are key enablers, the crucial role of global and local political will was underscored many times. The challenges may appear daunting, and the rhetoric may be familiar, but when chatting with people who have dedicated themselves to eradicating HIV, building smarter healthcare delivery systems or finding ways to build smarter, more affordable and sustainable infrastructure – they have experienced progress, sometimes small but mighty changes and they were hopeful. Therefore, so am I.

Lobna Salem, Regional Chief Medical Officer, Developed Markets:

It was energizing to hear voices from the public and private sectors coming together during UNGA 2023 in New York City to address top of mind health issues. I had the privilege of meeting with a number of government and global health leaders to talk about important issues, many of which focused on access to medicines, including accessible learning for the healthcare workforce. We discussed many initiatives including NCD Academy, which has the potential to reach more than 100 million patients by 2025 through Health Care Professional (HCP) outreach, and how the private sector can effectively contribute to help bridge the education gap. These efforts by Viatris and our partners have a direct impact on upskilling and education and have the halo effect of helping to tackle the larger elements of worker shortage and burnout, as well as the potential to increase healthcare workforce resilience. There was general agreement that without a stable healthcare workforce in countries and localities, countries will not be able to meet the needs of their populations. Whether we are discussing NCDs, TB, pandemic preparedness, self-care or other issues, one thing was clear: no one can do it alone. We need to bring our collective expertise fueled by our passion and commitment to achieve the SDGs to help the world to be a healthier place now and for generations to come.

Originally published on Principal.com

When Micah Greene interviewed in 2020 for a position as an information security engineer with Principal®, he was outfitted in his military dress blues. He was also finishing an Active Duty deployment with the Iowa Air National Guard.

From thousands of miles away, Greene would get that Principal job, starting a month after his return. But from day 1 at his new position, he planned for the impact his next Guard assignment would make. “My focus was how to provide value and transition my expertise into the enterprise to maintain continuity for Principal,” Greene says.

A tall order indeed, but Greene quickly learned how the culture of Principal would help him do just that. “Other companies have not accommodated the challenges in the same way Principal does,” Greene says.

Protecting borders, at home and abroad

When Greene graduated from high school in 2002, he obtained a trade degree, but had an abiding interest in technology. After a few years working in manufacturing, he joined the Iowa Air National Guard, attracted by its job training and tuition support for additional technology-focused education.

The National Guard is a familiar presence for many during disasters such as hurricanes. In fact, Greene’s first mobilization was during the 2008 Iowa floods. But its 450,000 members(1) are charged with an expansive list of duties both domestic and overseas. (In Greene’s case, his “traditional” duties are referred to as drill status; when he mobilizes, it’s a presidential action.)

Because of the part-time nature of the commitment—one weekend of training per month, a few weeks of service per year, a deployment every few years—members like Greene can serve in the Guard, hold a civilian job (if they choose), and put down roots in a community without fear of a re-posting.

Greene, who is currently in his 16th year of service, has had seven overseas deployments, and obtained degrees in aircraft maintenance, cyber security from Air Force Air Education and Training and management information systems from Iowa State University. In his role at Principal, Greene helps protect the information “borders” of Principal. He does the same for the Guard, with more expansive “borders”—defending the nation’s tech “borders” from one side to the other.

Continuity from day 1

Any deployment involves juggling competing priorities and demands, but one thing Greene didn’t have to worry about was his job. The 1994 Uniformed Services Employment and Reemployment Rights Act (USERA)(2) ensures those who serve are able to come back to jobs they left.

Instead, from day 1, Greene was able to focus his biggest work concern: “What’s going to happen to the team in two and a half years when I’m gone for six months?” That included the impact to his and other areas as well as affected departments. “The nice thing about Principal, the support they provide, and their commitment to USERA is I was able to confidently build out a continuity plan and work myself out of being a required link in the chain,” he says.

That most recent deployment happened in 2023; Greene was gone over 200 days. While he came back to 8,000 emails, he also knew “the whole time I was gone, there was no pressure to log in,” he says.

Support for work, support for culture

Beyond finding ways to shift the workload, Principal provides support to military members like Greene in other critical ways. The choice to deploy wasn’t Greene’s; it’s the duty he signed up for. Still, Principal matches pay for 12 weeks of his absence, a help for families like Greene’s wife and daughter who he left behind. That, in turn, helps Greene stay in the National Guard and assist in its important work.

“Retention and recruiting for the military are huge deals. It takes about two years to finish the certification and training for roles like mine, and with every mobilization, we plan for retention conversations with about half of our workforce, who often have more opportunities and better pay options on the civilian side of their career. We want to ensure they stay in the Guard,” Greene says. “Principal provides the civilian support so long-tenured cyber professionals can continue to help with national defense.”

Greene has also found community at Principal through the Veterans Employee Resource Group (VERG); he chaired it before his recent deployment. “You get answers from VERG about how you navigate post-military service, about how things in the military side equate to the civilian employment,” he says. “Realistically, without the benefits Principal provides, we couldn’t do what we need to do for the nation in the Guard.”

What’s next?

Find your own career path at Principal; search our jobs at principal.com/careers.

1Council on Foreign Relations
2OSC

Principal® is an Affirmative Action and Equal Opportunity Employer and an E-Verify participant. All qualified applicants will receive consideration for employment without regard to of age, race, color, religion or religious creed, sex, gender, gender identity, gender expression, pregnancy, national origin, ancestry, citizenship status, mental or physical disability, medical condition, genetic information or characteristics, sexual orientation, marital status, domestic partner status, military status, protected veteran status, or any other characteristic protected by law. We also prohibit harassment on these bases.

November 1, 2023/3BL/ – KeyBank and ROC USA jointly announce that KeyBank Foundation, the bank’s charitable foundation, is providing a three-year, $150,000 grant to ROC USA, LLC, a nonprofit social venture with a mission to support homeowners in Manufactured (“Mobile”) Home Communities (MHCs) to achieve affordable and environmentally sustainable self-governing cooperatives. The grant is targeted to help the expansion of affordable resident-owned MHCs in KeyBank’s markets in Eastern Pennsylvania, Utah, and Ohio.

ROC USA combines industry outreach, community organizing, organizational development, community financing and technical assistance to make MHC resident ownership successful. When an MHC becomes available for sale, ROC USA works with the resident homeowners, the majority of whom are low-income individuals and families, to form a co-op to acquire the community from the landowner for the homeowners. Homeowners each buy one low-cost share to become members of the co-op, with one vote per household on matters of the community. They elect a Board of Directors to act on day-to-day issues and vote on larger matters like the annual budget, bylaws and community rules. Such an arrangement eliminates a third-party landlord and puts the control of community services and upkeep into the hands the co-op, resulting in more secure and affordable living arrangements for the homeowners.

“The limited equity cooperative ownership model has been proven successful for nearly four decades,” said Paul Bradley, President of ROC USA. “The support of Key Bank Foundation will help bring that success to more markets where the need for resident ownership is particularly acute. Scaling our work means scaling security and affordability and removing more and more homes from the speculative real estate market.”

Helping homeowners form co-ops and purchase their MHCs was pioneered by the NH Community Loan Fund beginning in 1984. After 24 years and demonstrating impact and scalability in New Hampshire, ROC USA – in partnership with the NH Community Loan Fund, Prosperity Now, Capital Impact Partners, NeighborWorks America and a network of nonprofit Technical Assistance providers – was launched in 2008 to scale shared equity MHC co-ops nationally.

ROC USA’s development services include pre- and post-purchase technical assistance and training as well as community financing. Financing is available from ROC USA’s CDFI subsidiary – ROC USA® Capital – and oftentimes from local lenders, as well. In 40 years, ROC USA and its affiliates have helped 312 communities form co-ops and acquire their communities in 21 states. These communities are home to more than 21,500 primarily low-income homeowners.

“Finding solutions to address affordable housing is one of the cornerstones of KeyBank’s community investment strategy, and ROC USA has developed a proven, innovative model for achieving affordable, well-managed housing for low-income residents in manufactured home communities,” said KeyBank’s Eastern Pennsylvania Market President Jamie Tranfalia. “We are proud to provide resources to help them expand their services to more MHCs in Eastern Pennsylvania and throughout other KeyBank markets.”

Lehigh Valley’s Evergreen Village Cooperative in Mount Bethel, PA was the first MHC in Eastern PA to work with ROC USA. The $12 million resident purchase, completed in October 2022, transferred the 158-home, 55-and-over community built in the 1980s to a cooperative owned by the homeowners who live there. Resident Rich Cowell was involved in the purchase process through ROC USA and said “I really thought two things stood out about this deal. One is that we will have security. We don’t have to worry about potential sale to another owner or corporation. Once we do this, it’s ours. The other thing we get out of this is control. We can control expenses and keep the rent under control.”

In Utah, Applewood Homeowners Cooperative in Midvale became a ROC in 2018 with help from ROC USA. The $5 million resident purchase transferred the 56-home, 55-and-over community in Salt Lake County to a cooperative owned by the homeowners who live there. Shirlene Stoven, a member of the Board of Directors during the purchase process, said she was glad for the security of resident ownership given that her neighborhood had been slated for closure and redevelopment. “The most emotion I felt through all of this was relief.”

Unlike Pennsylvania and Utah, where ROC USA already has ROC co-ops and seeks to expand more, they do not yet have any co-ops in the state of Ohio and intend to use some of funding to establish its first resident-owned community in that market. “This strategic funding not only opens doors in Ohio, but also signifies a resounding vote of confidence in ROC USA’s vision,” Bradley said. “In Ohio, we’ll build on the successes we’ve achieved in 21 other states. ROC USA’s proven model, rooted in the principles of democracy, economic stability, and community resilience, is tailor-made to flourish in the Buckeye State.”

With KeyBank Foundation’s support, ROC USA will assist low-income homeowners form co-ops and acquire at least two communities in the target markets during the grant period. Funds will be used to support ROC USA’s acquisitions team in providing community outreach, organizing, and technical assistance services.

About ROC USA 

ROC USA (rocusa.org) is a non-profit social venture with a national network of affiliates and a national financing source for resident corporations. ROC USA is sponsored by the Ford Foundation, NeighborWorks® America, Capital Impact Partners, Prosperity Now, and the New Hampshire Community Loan Fund. The Community Loan Fund, a non-profit community development financial institution in New Hampshire, leveraged its experience with 90 resident-owned communities at the time to launch ROC USA with national partners in May 2008. ROC USA and its affiliates have helped 312 communities preserve nearly 22,000 homes in 21 states.

About KeyBank Foundation

KeyBank Foundation serves to fulfill KeyBank’s purpose to help clients and communities thrive, and its mission is to support organizations and programs that prepare people for thriving futures. The Foundation’s mission is advanced through three funding priorities – neighbors, education, and workforce – and through community service. To provide meaningful philanthropy that transforms lives, KeyBank Foundation listens carefully to understand the unique characteristics and needs of its communities and then backs solutions with targeted philanthropic investments. KeyBank Foundation is a nonprofit charitable foundation, funded by KeyCorp.

About KeyCorp

KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $188 billion at September 30, 2023. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,300 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank is Member FDIC. 

PLANO, Texas, November 1, 2023 /3BL/ – In honor of Hispanic Heritage Month, Frito-Lay announced its continued partnership with LULAC National Educational Service Centers, Inc. (LNESC) for a second year. Partnering with LNESC and its Pathways to Uplift and Empower through Novel Technology and Education Services (P.U.E.N.T.E.S.) program, the initiative bridges the language translation and technology digital divide to empower Hispanic families to develop digital literacy skills. In 2023, Frito-Lay will support the digital literacy program in six U.S. markets and will create learning environments for parents and children in need.

“Frito-Lay remains committed to supporting our Hispanic communities by providing the resources necessary to thrive in an increasingly digital world,” said Wilson Alarcon, Frito-Lay senior manager and President of Adelante Employee Resource Group for Frito-Lay. “Our commitment to ensuring equal opportunities for all is unwavering, and we’re proud to continue this program in the communities we call home.”

Building on 2022 Success

In the partnership’s inaugural year, Frito-Lay’s investment provided more than 250 families across the U.S. with a pathway to develop digital literacy. Before starting the program, 51.5% of participants were not fully confident with technology. After completing the P.U.E.N.T.E.S. program, 100% of participants had become more confident with technology.

“What began as a call to action to create access to online resources for struggling families during the wake of the pandemic has proven digital literacy to be essential not only in times of crisis, but as a necessity in everyday life,” said LNESC Executive Director Richard Roybal. “We are excited to find creative and innovative methods to bring digital education and understanding of technology to families in the communities we serve.”

In 2023, the program will be available for at-risk students and families in Dallas, Topeka, Houston, Los Angeles, San Antonio and Vancouver (WA).

Making a Long-Term Impact

The bilingual digital education program provides a tangible, long-term impact, allowing participants access to information and resources to do schoolwork, financial aid searches, job training, job searches, ESL courses, online citizenship, résumés, college applications and GED preparation along with other on-line tools to improve their employment status and open future opportunities.

“I would recommend this to everyone,” said Cecil Dozier, LNESC digital literacy beneficiary in Topeka, Kansas. “The teachers were very patient with me, as I am a slow learner. I am trying to get my daughter to come and bring her children to learn more of this. This is what we need to function in this world today.”

This program honors Hispanic Heritage Month and complements PepsiCo’s Racial Equality Journey (REJ) Hispanic Initiative, a $172 million set of commitments to increase representation within its workforce, support Hispanic-owned businesses and help create economic opportunities in Hispanic American communities. This REJ initiative reinforces Frito-Lay’s long-standing commitment and history of helping local communities across America for more than 90 years.

About Frito-Lay North America

Frito-Lay North America is the $23 billion convenient foods division of PepsiCo, Inc. (NASDAQ: PEP), which is headquartered in Purchase, NY. Frito-Lay snacks include Lay’s® and Ruffles® potato chips, Doritos® and Tostitos® tortilla chips and branded dips, Cheetos® snacks, Stacy’s® pita chips, PopCorners® popped-corn snack, SunChips® multigrain snacks and Fritos® corn chips. The company operates 30+ manufacturing facilities across the U.S. and Canada, more than 200 distribution centers and services 315,000 retail customers per week through its direct-store-delivery model. Learn more about Frito-Lay at the corporate website, www.fritolay.com, on Twitter (@fritolay), on Instagram (@fritolay) and on Facebook (Frito-Lay). 

About LULAC National Educational Service Centers, Inc. (LNESC)

LULAC National Educational Service Centers, Inc. (LNESC) was established in 1973 by the League of United Latin American Citizens (LULAC) to provide educational programming to high-need students throughout the U.S. and Puerto Rico. Throughout 16 education and technology centers, LNESC has served over 607,000 students, sent 159,000 students on to college, and awarded nearly $30 million in scholarships. LNESC’s results are made possible by a network of dedicated field staff, top-notch teachers, over 90 school partners, and the support of LULAC – the nation’s largest membership-based Latino organization. LNESC works to change lives and build Latino communities, one student at a time. www.LNESC.org

How does a science and technology company raise the bar by embedding sustainability into packaging—without sacrificing safety, quality or performance?

The process began in 2019 when the Life Science business of Merck KGaA, Darmstadt, Germany, which operates as MilliporeSigma in the U.S. and Canada, launched SMASH Packaging. This is a program that drives improvements to the sustainability of the company’s packaging.

Since then, more than 100 packaging improvement projects have been implemented, reducing 300-plus metric tons of packaging annually. SMASH has also been integral in developing the Greener Cooler, a sustainable alternative for cold chain shipments. However, with a portfolio of over 300,000 products, the company looks to drive further innovation in the company’s packaging sustainability.

In its next iteration, SMASH Packaging 2.0 will raise the bar by further embedding sustainability into the company’s packaging and removing tens of thousands of metric tons of CO2, all without sacrificing safety, quality or performance. To achieve this, the company has set ambitious goals for 2030 to optimize resources, design for a circular economy and choose more sustainable materials. Building off its existing four pillars—SHIRNK, SECURE, SWITCH, and SAVE—the goals of SMASH Packaging 2.0 are:

Reduce 10% of packaging weight per unit sales by 2030.100% of fiber packaging to be deforestation-free by 2030.100% of packaging to be designed following circular design principles by 2030.

To achieve these goals, the company is setting the following initiatives in motion to drive more systematic and data-driven packaging sustainability improvements:

Equip employees with relevant resources to help them make better packaging decisions.Further embed SMASH into packaging decisions made across the organization.Improve packaging data management to create transparency that helps identify and prioritize opportunities for improvement while measuring against progress.Implementing a robust governance plan to increase engagement and accountability.

SMASH Packaging 2.0 is another proprietary initiative contributing to the sustainability strategy of its parent company—Merck KGaA, Darmstadt, Germany—helping to make science greener and advance human progress.

To learn more about the company’s Greener Products & Solutions efforts contributing to a healthier ecosystem and safer world, please visit the company’s Sustainability & Social Business Innovation webpage.

In 1994, M·A·C founders Frank Toskan and the late Frank Angelo created the VIVA GLAM Lipstick in response to the HIV/AIDS epidemic directly impacting their community. They donated 100% of the selling price to organizations serving people impacted by HIV/AIDS. Thanks to this powerful mission, VIVA GLAM has raised over $520 million USD and helps more than 19 million people globally each year.

As M·A·C embarks on its 40th anniversary in 2024, it plans to elevate VIVA GLAM to become the brand’s all-encompassing purpose platform centered around equality for everyone – while continuing its longstanding support for people impacted by HIV/AIDS.

As it looks to the future, the brand is also reimagining the pioneer Back-To-M∙A∙C consumer takeback program, which was created 33 years ago to create a place for makeup packaging in the circular economy. In the past year alone, more than 176,000 pounds of empty containers have been processed in Canada, where the brand was born. That’s the equivalent of 4.8 million lipsticks. M∙A∙C continues to find new ways to improve and scale the program through new recycling partners around the world and recently formed a partnership with Plastics for Change, a trusted source of fair-trade verified recycled plastic to help reduce plastic waste while improving communities.

Learn more about M∙A∙C’s commitment to leveraging the power of community to transform society at: https://www.maccosmetics.com/mac-cares

Originally published on Aflac Newsroom

COLUMBUS, Ga., November 1, 2023 /3BL/ — Aflac, a leading provider of supplemental health insurance products in the U.S. and a proud supporter of families of children with cancer and blood disorders such as sickle cell disease, yesterday delivered its acclaimed My Special Aflac Ducks to children at Lurie Children’s Hospital in Chicago.

The robotic duck utilizes medical play, realistic motions, and emulates emotions to interact with and provide comfort to children as they navigate treatment. My Special Aflac Duck was created following extensive research spanning over 18 months, involving more than 100 children, families and health care professionals. Its primary aim is to assist children with the emotional side of managing their treatments. It is part of Aflac’s commitment to children and families facing pediatric cancer and blood disorders that extends over 28 years and $170 million.

“Aflac’s mission has always been to be there when people need us the most,” said Ines Rodriguez Gutzmer, senior vice president and chief communications officer, Aflac Incorporated. “My Special Aflac Duck is a vivid expression of that commitment, and it is heartwarming to witness the smiles of Chicago’s children and families as they welcome a new friend to walk with them on their journey. This remarkable program has brought comfort and joy to over 25,000 children, and we are honored to provide this award-winning resource, free of charge, to any child diagnosed with pediatric cancer and sickle cell disease in the United States, Northern Ireland and Japan.”

Children at Lurie Children’s Hospital participated in a My Special Aflac Duck demonstration and fun challenges before meeting their very own robotic companion, which is theirs to keep. Patients and their families were invited to stay for the duck reveal party, along with various activities like creating a birth certificate and beaded necklace for their duck, coloring and more.

”The My Special Aflac Duck is an incredible tool that helps provide comfort to our patients and allows them to express themselves through the duck’s emotion choices. The My Special Aflac Duck also brings joy and much needed distraction to our patients who are going through a particularly difficult time,” said T.J. Johnson, Vice President of Corporate Partnerships, Lurie Children’s Hospital. “This program is an amazing addition to our child life programming, and Lurie Children’s is very appreciative of our partnership with Aflac.”

Additional elements of My Special Aflac Duck include an interactive mobile app that allows children to virtually bathe and feed their duck, featuring customizable soundscapes that provide soothing visuals and sounds, smart sensors that enable touch and awareness of light and sounds, a calming heartbeat and breathing vibrations. My Special Aflac Duck was named Best in Show at CES in Las Vegas and was named to Time Magazine’s list of Best Inventions.

Health care providers, support organizations and families can order My Special Aflac Duck for children three years or older who have been diagnosed with cancer or sickle cell disease at https://myduck.sproutel.com/family/request.

ABOUT AFLAC INCORPORATED 
Aflac Incorporated (NYSE: AFL), a Fortune 500 company, has helped provide financial protection and peace of mind for more than 68 years to millions of policyholders and customers through its subsidiaries in the U.S. and Japan. In the U.S., Aflac is the No. 1 provider of supplemental health insurance products.1 In Japan, Aflac Life Insurance Japan is the leading provider of cancer and medical insurance policies in force. The company takes pride in being there for its policyholders when they need us most, as well as being included in 2023 in the World’s Most Ethical Companies by Ethisphere for 17 consecutive years, Fortune’s World’s Most Admired Companies for 22 years and Bloomberg’s Gender-Equality Index for the fourth consecutive year. In addition, the company became a signatory of the Principles for Responsible Investment (PRI) in 2021 and has been included in the Dow Jones Sustainability North America Index (2022) for nine years. To find out how to get help with expenses health insurance doesn’t cover, get to know us at aflac.com or aflac.com/espanol. Investors may learn more about Aflac Incorporated and its commitment to corporate social responsibility and sustainability at investors.aflac.com under “Sustainability.”

About Lurie Children’s 
In the 2022-2023 U.S. News & World Report rankings of the best children’s hospitals, Ann & Robert H. Lurie Children’s Hospital of Chicago continues to be the top pediatric hospital in Illinois. Lurie Children’s provides superior pediatric care in a state-of-the-art hospital that offers the latest benefits and innovations in medical technology, family-friendly design and research through the Stanley Manne Children’s Research Institute.

1 LIMRA 2022 U.S. Supplemental Health Insurance Total Market Report

Media contact for Aflac: Jon Sullivan, 706-763-4813 or jsullivan@aflac.com

Media contact for Lurie Children’s Hospital: Miranda Coello, 312-402-3618 or mcoello@luriechildrens.org

Analyst and investor contact for Aflac: David A. Young, 706-596-3264, 800-235-2667 or dyoung@aflac.com

Aflac | WWHQ | 1932 Wynnton Road | Columbus, GA 31999

Z2301287

NEW YORK, November 1, 2023 /3BL/ – The Ad Council, in partnership with the Centers for Disease Control and Prevention (CDC), National Council for Mental Wellbeing and Shatterproof, is inspiring millions to “Start With Hope” in a national public service advertisement (PSA) campaign. This vital new effort aims to deliver a message of hope to those living with substance use disorders (SUDs) as well as those at risk of developing a SUD, with a focus on supporting Black and Hispanic/Latinx populations, connecting them with harm reduction strategies and treatment resources to start their journeys to wellbeing and recovery.

According to recent SAMHSA data from the National Survey on Drug Use and Health, 46.3 million people ages 12 and older in the U.S. had SUDs in 2021, representing 16.5% of the population and affecting people of all races, genders, income levels and social classes. Less than 10% of these individuals sought care or treatment for their condition. But the data also shows that recovery is possible: about three-quarters of adults ages 26 or older who ever perceived themselves as having a SUD consider themselves to be in recovery or say they have overcome it.

Sixty-six percent of American adults have a personal or familial experience with a SUD, according to KFF. While SUDs can impact anyone and the rates of substance use in the Black and Hispanic/Latinx communities are similar to the general population, these communities have experienced sharp increases in overdose rates from 2019 to 2020, according to recent data from the CDC – 55% and 21% respectively among those aged 25-44. Due to compounding inequities including stigma, accessibility barriers and racial bias, these communities often have lower access to substance use treatment services. It is critical that individuals can access culturally-responsive harm reduction and treatment options to support their paths toward wellbeing and recovery.

Informed by foundational research from the Ad Council Research Institute and experts at the CDC, National Council for Mental Wellbeing and Shatterproof, the new campaign developed pro bono by Accenture Song, the tech-powered creative group of Accenture (NYSE: ACN), leans on the insight that people with SUDs found immense value in hearing from those who have been through similar experiences. The work also leverages recent studies showing that hope is more than just a human emotion, but also a mindset that can be learned and strengthened with practice. Hope can also serve as a strong predictor of outcomes focused on well-being and quality of life.

Highlighting real stories of individuals who have gone through their own recovery journeys, the new “Start With Hope” campaign features the personal experiences of Ale, Ariel and Joseph, increasing awareness around harm reduction and showing that resources are available for the many paths to recovery. This new campaign emphasizes that recovery is not a one-size-fits-all journey, and highlights that working toward wellbeing often begins with harm reduction strategies like carrying naloxone, using less or engaging in evidence-based treatment options.

WATCH THE PSA: https://youtu.be/U9Z3vgffpvY 

“The Ad Council has undertaken a holistic approach to addressing the overdose crisis in the United States, ultimately helping keep our loved ones safe amid a rise in drug-related deaths and substance use disorders,” said Michelle Hillman, chief campaign development officer for the Ad Council. “This critical new campaign uses hope to show people impacted by substance use disorders that recovery is more than possible — it can be a reality when individuals have access to proven harm reduction and treatment resources. We’re grateful for our partners and Ale, Ariel and Joseph for sharing their stories as part of this campaign. Together, we are making a significant impact in the lives of millions across the country.”

“The overdose crisis touches all of our families, neighborhoods and communities, but disproportionately impacts certain populations,” said Grant T. Baldwin, director of CDC’s Division of Overdose Prevention. “Ale, Ariel and Joseph have shared incredible stories of hope, that recovery is possible and looks different for everyone. By sharing their stories, we hope this campaign will light the path to recovery for others.”

“Treatment matters and recovery happens. However, treatment remains elusive for too many people, especially those in marginalized communities,” said Chuck Ingoglia, president and CEO at the National Council for Mental Wellbeing. “The 2021 National Survey on Drug Use and Health found that people who received mental health or substance use treatment and care recovered at higher rates than those who didn’t, while people who needed treatment but did not receive it had a lower rate of recovery. So, we must do more to help people get the treatment and care they need, and the ‘Start With Hope’ campaign will achieve that by connecting people to the resources they need. Treatment matters and recovery happens, but it starts with hope.”

“With drug overdose deaths at an all-time high, specifically impacting racial and ethnic minorities, Shatterproof and its partners are positioned to develop and disseminate research-based messaging to support those with substance use disorders, particularly people most impacted by structural inequities,” said Gary Mendell, founder and CEO of Shatterproof. “Together, we will help people with substance use disorders from underserved communities find hope and achieve better healthcare and treatment outcomes for themselves and their loved ones.”

Developed in both English and Spanish, all PSA assets drive audiences to campaign websites StartWithHope.com and ComienzaConEsperanza.com. The websites equip audiences to assess personal needs, understand treatment options and harm reduction practices and find culturally-responsive support and treatment options that will work best for them.

“You can see the powerful role hope can play at every stage of a substance use disorder recovery journey. It’s what inspires you to start, it keeps you moving through the ups and downs, and of course, it’s something you take with you as you move toward a brighter life journey,” said Maria Devereux, executive creative director for Accenture Song. “Realizing hope is something we can learn, practice and hugely benefit from in the fight against substance use disorders is the single most important message we want people to take away from this campaign.”

The campaign PSAs will appear nationwide across broadcast, digital, social, out-of-home and print formats in donated media time and space.

For more information and resources, visit StartWithHope.com and ComienzaConEsperanza.com.

The Ad Council

The Ad Council convenes creative storytellers to educate, unite and uplift audiences by opening hearts, inspiring action and accelerating change around the most pressing issues in America. Since the non-profit’s founding, the organization and its partners in advertising, media, marketing and tech have been behind some of the country’s most iconic social impact campaigns – Smokey Bear, A Mind Is a Terrible Thing to Waste, Love Has No Labels, Tear the Paper Ceiling and many more. With a current focus on mental health, gun safety, the opioid epidemic, skill-based hiring and other critical issues, the Ad Council’s national campaigns encompass advertising and media content, ground game and community efforts, trusted messenger and influencer engagement, and employer programs, among other innovative strategies to move the needle on the most important issues of the day.

To learn more or get involved, visit AdCouncil.org, join the Ad Council’s communities on Facebook, Instagram, LinkedIn and X, and view campaign creative on YouTube.

Centers for Disease Control and Prevention (CDC)

CDC works 24/7 protecting America’s health, safety and security. Whether diseases start at home or abroad, are curable or preventable, chronic or acute, or from human activity or deliberate attack, CDC responds to America’s most pressing health threats. CDC is headquartered in Atlanta and has experts located throughout the United States and the world.

This project is supported by the Centers for Disease Control and Prevention (CDC) of the U.S. Department of Health and Human Services (HHS) as part of a financial assistance award totaling $2,000,000 with 100% funded by CDC/HHS. The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement by, CDC/HHS or the U.S. Government.

National Council for Mental Wellbeing

Founded in 1969, the National Council for Mental Wellbeing is a membership organization that drives policy and social change on behalf of over 3,300 mental health and substance use treatment organizations and the more than 10 million children, adults and families they serve. We advocate for policies to ensure equitable access to high-quality services. We build the capacity of mental health and substance use treatment organizations. And we promote greater understanding of mental wellbeing as a core component of comprehensive health and health care. Through our Mental Health First Aid (MHFA) program, we have trained more than 3 million people in the U.S. to identify, understand and respond to signs and symptoms of mental health and substance use challenges. Please follow us on Twitter, Facebook and LinkedIn. 

Shatterproof 

Shatterproof is a national nonprofit organization dedicated to reversing the addiction crisis in the U.S. Shatterproof is focused on guiding communities, removing systemic barriers to recovery, mobilizing the country to advocate for change, and ending addiction stigma in the U.S. Find Shatterproof on Facebook, X, and YouTube @ShatterproofHQ or follow them on Instagram at @weareshatterproof. To learn more, visit www.Shatterproof.org. If you are experiencing anxiety, depression, or a substance use disorder, text SHATTERPROOF to 741741 for help.

###

Media Contacts: 
Ben Dorf 
The Ad Council 
bdorf@adcouncil.org

Sophia Majlessi 
National Council for Mental Wellbeing 
SophiaM@thenationalcouncil.org

Lauren Lawson-Zilai 
Shatterproof 
llawsonzilai@Shatterproof.org