Tag: 3BL

A Case Study of Cooxupé by SCS Global Services

Executive Summary

Cooxupé, the world’s largest coffee cooperative, with over 18,000 members — more than 97% of whom are small producers who make their living from family farming — is Brazil’s largest exporter of coffee in the global market, with 6.8 million bags of coffee beans produced in 2022 alone. As global markets continue to push for more sustainable farming practices including worker safety, equity, and diversity, Cooxupé has risen to the challenge of becoming a leader in incorporating sustainable principles and responsible practices within its business, operations and facilities, and even in the decisions that relate to its stakeholders (cooperative members, employees, suppliers, customers and community). Cooxupé’s goal is to balance the economic, social, cultural and environmental aspects that are essential to ongoing success and growth within the coffee industry.

The Problem 

Over the last several years, the Cooxupé team noticed some challenges to overcome regarding the engagement of its producers in sustainability codes of conduct. The majority of cooperative members that are part of certification systems are large farmers that have more infrastructure to apply the required certification standard’s actions in the field. While small producers and family farms are responsible for the greatest part of Cooxupé’s production, they often have not had the infrastructure or support needed to pursue sustainability certifications.

As the number of cooperative members increases every year and the demand for sustainable coffee grows, Cooxupé saw a need to not only support producers who are already achieving sustainability certifications and higher yields, but also those who needed more support to increase yields to meet market demands and achieve additional certifications.

Solutions Provided

While some of Cooxupé’s growers have been participating in other sustainability programs, such as the Starbucks C.A.F.E. Practices program and Rainforest Alliance certification, Cooxupé knew that internally the company needed to develop a new program that could not only be benchmarked against these established standards so more farms could participate in them, but Cooxupé could also go above and beyond these programs to help educate, establish farm-based protocols, provide technical assistance, and offer financial support to implement sustainable change in a way that had never been done before. Cooxupé saw the solution for this problem as the creation of a program capable of increasing the producer’s engagement regarding sustainability with a proactive and positive approach, coupled with the necessary technical and financial support that develops a healthy and prosperous environment for the next generations.

” The cooperativism that we believe in is a sustainable model because we are not B2B, business-to-business, we are not B2C, business-to-consumers, we are P2P, people-to-people. We are a people organization that joined together to solve common problems for the families that farm coffee, and our Gerações program was set up to improve the lives of the coffee growers and the communities where they live.” ” – Alexandre Monteiro, ESG Manager, Cooxupé

Results 

The culmination of a more than two-year program development process was the launch of Cooxupé’s Gerações Protocol (Generations in English), a well-defined set of guidelines and levels of achievement focused on the resilience, longevity, and quality of production, all deeply linked to economically sustainable production, in harmony with the environment and with the producers, their families and their employees. The program, already being adopted by more than 400 producers, starts from the ground up, not from the top down, with more than 100 Cooxupé technical professionals meeting with the farmers in the field, explaining the program, its benefits, and the how sustainable practices will benefit the farms, the workers and the environment. SCS auditors serve as verifiers, who validate each farm’s adherence to Generations’ protocols and acceptance into the family of compliant farms.

Key Outcomes & Plans Going Forward

Cooxupé created a robust, internal sustainability program to support their 18,000 farmers in their quest to becoming more sustainable and equitable.Developed a team of internal sustainability analysts who work directly with farmers on an ongoing basis to implement and maintain sustainability practices on their farms.Implemented a 3-step communications initiative to educate internal employees, producers and field workers, and cooperative partners about the Gerações program.Provides technical and financial assistance to producers to become a part of the Gerações program for the benefit of their farms, their workers, the surrounding community, and the environment.Anticipates steady adoption of Gerações in line with their 2028 corporate sustainability goals.

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For more information about Carbon Neutral Certification please contact: 
Jorge Ramírez Laugerud 
Vice President, Responsible Sourcing Strategies 
jramirez@scsglobalservices.com

Marathon Petroleum’s Detroit refinery hosted students for an onsite workforce development program to give them hands-on experience and teach them soft skills for their future careers.The young adults were part of the Grow Detroit Young Talent  (GDYT) and Detroit Youth Service Corps (DYSC) programs.The six-week summer program gave the students an opportunity to learn about refining, welding, vehicle maintenance and safety procedures as well as creating resumes, interviewing and community service.

A six-week program at Marathon Petroleum’s Detroit refinery is opening the eyes of students in two youth programs and may open the doors to future career opportunities.

Grow Detroit Young Talent (GDYT) and Detroit Youth Service Corps (DYSC) programs had a combined 64 participants at the refinery over the summer. The group was able to experience firsthand and even contribute to work at the facility. They also learned soft skills to apply to their future careers.

“This was definitely a great experience,” said Celeste Salazar, 22, studying Mechanical Engineering at Michigan State. “This was more hands on than some other companies offer.”

The participants spent the summer learning about the different departments at the refinery, covering refining 101, tech services, safety, maintenance, engineering and operations. Under supervision, they learned how to change the oil on the refinery vehicles, how to weld pipes, and how engineers plan out their projects. They learned the meaning of hazard symbols and how the fire department members are specifically trained to respond to different emergencies.

“It makes me feel really good to know that we are helping invest in these young people who are from Detroit in a very real and impactful way.”

“We worked together as a group on a project converting 9,000 files into an archive system for easy searching,” said Javonte Jackson, 18, Grand Valley State University. “During the assignment, we found an easier way to complete the conversions. It was a real job that will help other employees at the refinery in the planning process.”

Operations Excellence Trainer Matt Johnson was impressed with the students from GDYT who took part in his operations overview session.

“They were very engaged and curious and willing to learn,” said Johnson. “They were impressed with the focus on safety that we have here at Marathon. They heard it in every session. I think it really changed their perspective about what we do here and how we do it.”

The participants also volunteered with refinery employees and contractors for two Neighbors Helping Neighbors home and lawn maintenance events hosted by the refinery. Some of the participants helped distribute healthy home kits and installed air filters for community members. They also received professional headshots to use on their LinkedIn profiles and sat for mock interviews with refinery leaders.

“It was my first time to go through an actual interview,” said Ashleigh Wright, 18, University of Michigan – Dearborn. “We got professional resume reviews. After the interview, I received great feedback that will really help me succeed.”

The participants said that even though their college majors didn’t all align with the departments at the refinery, they each learned something that they’ll keep with them forever.

“I’m studying psychology, a pre-med track,” said Jackson. “During Engineering Week, Kathy in Document Controls was dropping life knowledge on us. She was sharing how to handle actual situations in life. How to act in the workplace. It was meaningful on a personal level.”

During the final week of the program, the Mayor of Detroit, Mike Duggan visited the students during a session at the Kemeny Recreation Center near the refinery. The students shared what they worked on during the summer and gave the mayor some ideas to continue making improvements in their neighborhoods and the city overall.

“The ideas were flowing,” said Corporate Social Responsibility Representative BreAnna Lockhart, who oversees the program at the refinery. “It was great to see them connect and really open up. These students have grown so much over the summer, and I look forward to seeing what they achieve after graduation.”

GDYT is a citywide summer jobs program in Detroit that trains and employs young adults ages 14-24, though participants at the refinery are age 18 and over. Wayne State University’s DYSC program also employs young adults ages 17-24 and provides them with opportunities to develop life and career skills and give back to the community. The Detroit refinery supports both initiatives through grants and its workforce development program.

“It makes me feel really good to know that we are helping invest in these young people who are from Detroit in a very real and impactful way,” said Johnson. “They truly appreciated the employees investing their time into their growth on a personal level, giving them life experiences and going out of their way to talk to them.”

KeyBank and NAHREP, a member-based business trade association committed to advancing sustainable homeownership and the economic mobility of Hispanics in America, today announced plans to partner to make homeownership more accessible to Hispanics across Key’s footprint. This strategic partnership is part of Key’s broader commitment to enhance relationships and partnerships within the Hispanic communities and to better serve minority homeownerships. 

NAHREP® is a purpose-driven trade organization that is propelled by a passionate combination of entrepreneurial spirit, cultural heritage and the advocacy of its members. With a network of over 40,000 real estate professionals nationwide, NAHREP works to be the Voice for Hispanic Real Estate® and advocate on national and state legislative issues that are critical to the mission of advancing sustainable Hispanic homeownership.

Starting this year, Key and NAHREP will work together to support the goals and objectives of reducing the barriers to homeownership for the Hispanic community. Together, they will work to:

Educate and empower real estate professionals who serve Hispanic home buyers and sellersAdvocate for public policy that supports the trade association’s missionFacilitate relationships among industry stakeholders, real estate practitioners and other housing industry professionals

In addition to the partnership, Dale Baker, President of KeyBank Home Lending, has been appointed to the Corporate Board of Governors (CBOG). The CBOG is a stakeholder group that serves as an advisory board to NAHREP’s Board of Directors and the association overall. The CBOG Provides NAHREP with market intelligence, business development expertise, and policy position recommendations that provide the association with a frame of reference. The support provided by this group of stakeholders is critical in the advancement of NAHREP’s mission and serves as a driving force for NAHREP’s purpose.

“At KeyBank, helping all residents have equal access to homeownership is a priority. KeyBank’s partnership with NAHREP is one more way the bank is making access to homeownership easier and more equitable for everyone. As part of our strategy, we are looking to enhance our capabilities to serve these communities,” says Dale Baker. “We’re excited for our partnership and look forward to the impact we will make for the Hispanic community.”

“We are excited to partner with KeyBank. Securing financing can be a significant barrier for Hispanics, especially in this market,” says Gary Acosta, CEO and cofounder of NAHREP. “Partnering with organizations like Key helps us educate others on what products and services are available to make sustainable homeownership a possibility.”

Key and Baker will participate at the NAHREP National Conference, September 27-30 in Miami, FL.

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 $195 billion at June 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. Equal Housing Lender. Mortgage and Home Equity Lending products offered by KeyBank are not FDIC insured or guaranteed. NMLS #399797

About NAHREP:

The National Association of Hispanic Real Estate Professionals® (NAHREP®), a nonprofit 501(c)6 trade association, is dedicated to advancing sustainable homeownership for the Hispanic community in America. NAHREP has a network of over 40,000 real estate professionals and 100 local chapters nationwide, hosting several national events per year and publishing multiple industry cornerstone reports annually and multimedia content. Join us in advocating for policies that grow sustainable Latino homeownership, read our 2023 policy priorities here.

Copyright © 2023 KeyCorp®. All Rights Reserved CFMA #230925-2257978

PNC | Insights

The South African women behind Ubuhle Beads may be nearly halfway across the world, but the financial independence they are afforded through the sale of their hand sewn paintings in beads is one way this group of women is earning income – an effort that aligns with PNC’s Project 257®: Accelerating Women’s Financial Equality initiative to help close the economic gender gap.

When the women of Ubuhle Beads decided to turn the artistry of their work into a worldwide traveling exhibit, PNC’s Orange County-Inland Empire market was there to sponsor its July 1-Aug. 27, 2023, showcase at the Bowers Museum in Santa Ana, California. “Ubuhle Women: Beadwork and the Art of Independence” highlighted a contemporary form of bead art, the ndwango (translates as “cloth” or “rag”), created by the women in South Africa’s rural KwaZulu community.

Founder and curator Beverly Gibson and artist Ntombephi “Induna” Ntobela established Ubuhle, which means “beauty” in South Africa’s Xhosa and Zulu languages, in 1999 for women to learn the community tradition of beadwork using Czech glass. In the rural, mountainous community of KwaZula-Natal province, cattle-raising and corn and sugar crops drive the local economy, and women often are denied opportunities to earn a steady income or obtain a Western education.1

Ubuhle Beads opened an opportunity for the Xhosa and Zulu women to sell the pieces to establish some financial freedom.

Jarrod Ingle, regional president and head of corporate banking for PNC’s Orange County-Inland Empire market, says sponsorship of the traveling Ubuhle exhibit brings visibility to the importance of moving all forward financially.

“The exhibition is representative of women’s ingenuity and the inequity they face around the world and here in our own community,” Ingle says. “Our team is dedicated to supporting the achievement of women financial decision-makers across the region and will remain diligent in our work to help close the economic gender gap.”

Progress, But Much Work Needed

The bank’s PNC-Certified Women’s Business Advocates (WBAs) have been providing resources to women financial decision-makers for nearly two decades. In 2021, on Sept. 14, the 257th day of the year, PNC launched Project 257®, inspired by the World Economic Forum’s 2020 Global Gender Gap Report, which declared that it would take 257 years for women to catch up to men economically. The recently released 2023 report shows improvement: 169 years to reach economic parity at the current rate of progress.1

“It’s a hopeful sign that nearly a century’s worth of progress toward economic equality can be achieved in just a few short years, but 169 years is still too long to wait,” says Beth Marcello, director of Women’s Business Development at PNC. “The new data gives me confidence that closing the gap is within the realm of possibility if everyone works together to increase women’s representation in the workforce, income equality and access to credit.”

Across the country, the bank continues to look for opportunities to support women. A coast-to-coast network of 5,000 men and women PNC-Certified WBAs are dedicated to supporting the financial success of women, including those who own or lead businesses. Dozens of those WBAs serve the Orange County-Inland Empire market.

The bank makes further impact through partnerships that align with PNC’s values and commitment to supporting women, including relationships with the global nonprofit Coralus, which provides 0% interest loans, mentorship and support to women entrepreneurs, and Women Presidents Organization, which provides a peer network to women presidents across the globe. Another example is PNC’s annual Women in Business Week, which offers motivating experiences and insights on a variety of topics relevant to women financial decision-makers.

PNC’s support for accelerating women’s financial equality also shows up through its role as The Official Women’s Business Champion for the Angel City Football Club in Los Angeles and the enterprise-wide Women in Motorsports partnership with Chip Ganassi Racing, an internship program that engages a selected group of women college students in on-site learning and career-development experiences in the traditionally male-dominated sport of auto racing.

Moving All Forward in Orange County-Inland Empire

To help launch the Ubuhle exhibit last month, local PNC WBAs presented a panel discussion on women and finance that included Ubuhle curator Gibson along with community leaders Mary Cramer, member of Bowers board of governors, and Debora Wondercheck, founder and chief executive officer of the Costa Mesa-based Arts and Learning Conservatory. Gibson led a tour of the exhibit following the discussion.

Raquel Bone, managing director for Institutional Asset Management in Southern California, moderated the conversation that touched on everything from establishing the early foundations of financial wellness to the responsibilities of managing childcare while building a successful business or career.

“These kinds of conversations can help lift the veil to reveal the barriers to financial success that women often face,” Bone says, “and they also serve as a great source of inspiration that can guide women to the many resources in our community that can help accelerate financial equality.”

https://www.britannica.com/place/KwaZulu-Natalhttps://www.weforum.org/reports/global-gender-gap-report-2023/digest

These articles are for general information purposes only and are not intended to provide legal, tax, accounting or financial advice. PNC urges its customers to do independent research and to consult with financial and legal professionals before making any financial decisions. This site may provide reference to Internet sites as a convenience to our readers. While PNC endeavors to provide resources that are reputable and safe, we cannot be held responsible for the information, products or services obtained on such sites and will not be liable for any damages arising from your access to such sites. The content, accuracy, opinions expressed and links provided by these resources are not investigated, verified, monitored or endorsed by PNC.

The healthcare industry demands the highest levels of security around patient data sharing. Connectivity barriers have made it a challenge for clinicians to easily access and analyze patient data securely on any device from any location. Healthcare’s first 5G hybrid network is designed to change that.

In a recent conversation with Heather Nelson, MHA, CHCIO, Senior Vice President and Chief Information Officer for Boston Children’s Hospital, we delved into challenges faced by the hospital’s information technology (IT) infrastructure and the benefits of the 5G network for clinicians and patients.

What inspired Boston Children’s Hospital to adopt this cutting-edge technology?

At Boston Children’s, we’re all about pushing the boundaries of healthcare technology. When we were exploring options to update our electronic medical records (EMR) system, we identified a need to advance connectivity to help our healthcare professionals access critical patient data seamlessly. The solution had to be able to scale to support thousands of devices.

Advancing our communication technology to ensure clinical efficiency is only a portion of our goal. This new partnership will upgrade our communication to make it easier for clinicians to collaborate and for patients to stay in closer contact with their care team.

Why does the IT infrastructure need an upgrade?

Wi-Fi has worked well, but we’re looking to the future. Wi-Fi only extends within hospital walls and offers limited bandwidth — think about supporting thousands rather than hundreds of devices. We needed connection across all campuses and in remote practitioner locations. The 5G hybrid network will enable this work.

How did the collaboration get started?

Consultants from Pixel Health did a comprehensive audit of our network and wireless infrastructure at the hospital. The findings identified opportunities to make clinical communication and collaboration more effective and extend the ability to communicate with mobile devices in a secure environment for sharing patient information.

Pixel Health developed a comprehensive solution with Ingram Micro and T-Mobile, using a 5G Hybrid Network from T-Mobile’s Advanced Network Solutions (5G ANS) as a solution for the IT needs at Boston Children’s to support clinical excellence and further strengthen patient care.

What are your thoughts on the future of connected healthcare with this 5G hybrid network?

It’s exciting to think of the future use cases that the 5G hybrid network can scale to support as well, like in-home patient care with 5G remote monitoring and AI-based prioritization where patient requests are prioritized in the workflow for faster decision making — sending the right specialist to the right patient at the right time.

The technology lays the groundwork for future healthcare innovations. The possibilities truly energize me and my team.

At Covia, we promote waste management practices aimed at reducing the volume of waste we generate, as well as encouraging the responsible handling of such waste. We are committed to complying with local, regional, and national laws and regulations regarding waste management, recycling, and proper waste disposal. Our typical mining and processing sites have a mineral waste disposal plan that is reviewed annually and updated as needed. We also have recycling programs and diversion initiatives at various facilities, including at our headquarters in Independence, Ohio, where we compost food waste and recycle paper, glass, and plastics.

Our cross-functional Waste Steering Team, assembled in 2022, is charged with identifying the amount of waste we generate and finding opportunities for recycling or reuse to keep materials out of landfill. Through better measurement of our waste impact, we aim to increase transparency around our performance while identifying areas for additional improvement. Following the implementation of our new EMS, the team created a procedure and rollout plan for reporting waste criteria at all locations by 2025. We continue to focus on optimizing our water consumption and reducing mineral waste by using excess materials as backfill whenever viable during reclamation projects. Additionally, we work across our value chain to find ways to reduce our material use and divert waste from landfills. Through our reusable packaging initiative, we partner with certain suppliers to receive their deliveries in reusable totes.

In 2022, our sites continued to identify ways to recycle and reuse waste to lessen our environmental footprint. At the same time, our facilities have continued to be innovative by implementing more responsible materials management practices. For example, our Elco, Illinois, plant has begun using highly efficient and enhanced biodegradable stretch film to secure bagged materials. This film has a degradability rate greater than 60% within two years, which is a substantial advantage over legacy packaging materials that had a decomposition rate of 100 years or more.

In Jáltipan, Veracruz, our plant operators previously struggled with limited visibility when filling product silos, which often translated to overfilling the silos and subsequently losing product. To address this issue, Team Members installed a transmitter to communicate real-time capacity. In addition, operators also retrofitted the conveyor belts used at the site with heightened sidewalls to prevent spillage, saving lost product and protecting the belts from excess wear and tear.

Our Troup, Texas, plant regularly encounters clays that are not suitable for tile manufacturing. Historically, these clays were mined and then discarded. In 2022, Team Members were able to reduce a mineral waste stream by contracting with a local brick manufacturer who can use this material in their process.

In 2022, we completed 10 waste-related improvement projects, benefiting our local communities and ecosystems while providing significant cost savings to the organization. For more information about how Covia is advancing our waste management practices, visit our 2022 ESG Report.

Leidos (NYSE: LDOS), a FORTUNE® 500 science and technology leader, recently announced a new study on mental health stigma within the Intelligence Community (IC) and implications for the security clearance investigation process. The research shows that despite positive changes in how the government considers mental health in the application review process, stigma, misinformation and misunderstanding persist.

“The security clearance process is essential to protecting our national security, but it should not discourage current and prospective cleared employees from taking care of their mental fitness,” said Roy Stevens, Leidos Intelligence Group president. “As society takes a more sophisticated view on the importance of mental health, persistent stigmas remain. We hope this report sparks a new discussion focused on solutions, support and maintaining the talent pipeline for careers in intelligence.”

“The stigma of mental health has been pervasive in our industry for far too long and we applaud Leidos for putting this study together and driving the conversation toward solutions,” said Suzanne Wilson Heckenberg, President of the Intelligence and National Security Association (INSA) and Foundation (INSF). “By eliminating barriers to attracting talent the IC can grow and strengthen our resources while enhancing our nation’s security.”

The paper, “Mental Health and Security Clearances: Addressing Misperceptions and Stigma,” offers qualitative and quantitative data that examines the current state of the security clearance process. It also addresses perceptions among security clearance holders and prospective applicants, many of whom report anxieties that seeking support could jeopardize their clearance status.

The research found increased awareness and understanding related to mental health among younger clearance seekers. However, the research found significant levels of mistrust as to how mental health disclosures are evaluated during the clearance process. This was compounded by a view that the adjudication process lacks transparency.

The white paper’s recommendations were informed by interviews with current and former security clearance holders. The insights were further enhanced by a roundtable session hosted by Stevens with leaders from across the IC as well as Wilson Heckenberg of INSA and industry peers. These recommendations include:

Recognize the role leadership plays in fostering a culture where mental well-being is prioritized.Consider continuous evaluation of mental health needs for the IC workforce.Train recruiters and security clearance personnel on how to destigmatize mental well-being with applicants.Establish and overcommunicate clear criteria for mental health evaluation to debunk stigma and misconceptions among recruits and IC officers.

“We believe these recommendations will help create a supportive environment for people seeking help,” said Stevens. “As a people company, Leidos is committed to working with our partners and peers in the IC to find solutions. We look forward to supporting the broader security clearance community to implement these recommendations and ensure that everyone has access to the care they need.”

The white paper is available for download by clicking here.

About Leidos

Leidos is a Fortune 500® technology, engineering, and science solutions and services leader working to solve the world’s toughest challenges in the defense, intelligence, civil, and health markets. The company’s 46,000 employees support vital missions for government and commercial customers. Headquartered in Reston, Virginia, Leidos reported annual revenues of approximately $14.4 billion for the fiscal year ended December 30, 2022. For more information, visit www.Leidos.com.

In front of 800 tournament sponsors, local media partners and special guests, Albertsons and Chevron executives announced a record-breaking charity donation of more than $3 million during the Hershey Company Pro-Am Dinner at the Boise Centre. The donation is the largest by any event in the 34-year history of the Korn Ferry Tour and takes the 34-year charity donation total for the Albertsons Boise Open presented by Chevron to nearly $36 million.

“Thanks to the amazing support of Albertsons, Chevron, our treasured sponsors, the great fans of Boise and our 800 hard-working volunteers, we are thrilled to announce this record-breaking contribution to deserving charities,” said Jeff Sanders, CEO of Jeff Sanders Entertainment, the event’s management company.

The Albertsons Boise Open presented by Chevron, which took place August 24-26, is the first event of the Korn Ferry Tour Finals, featuring the top 156 Korn Ferry Tour players as they compete to earn their PGA TOUR cards for the 2023-2024 PGA TOUR season. For more information, please visit www.AlbertsonsBoiseOpen.com.

Environmental, Health, and Safety (EHS) training is a necessary part of many workplaces. However, rapidly evolving technology and emerging changing workplace models are disrupting traditional EHS training methods, and these methods no longer meet the needs of all modern learners.

On top of that, adult learners’ attention spans are dropping. In fact, the average adult has a shorter attention span than a goldfish. So, in this type of training landscape, how do you keep a learner’s attention? How can you ensure your learner is retaining information when traditional training sessions are becoming less effective for certain topics?

In our webinar entitled “Adapting EHS Training: Unveiling Tricks of the Trade for Engaging Learning in the Digital Age,” Alizabeth Aramowicz Smith, Senior Consultant and Health & Safety Practice Leader at Antea Group moderates a discussion with Kylle Barrieau, AOEE and Senior Project Manager, and Jeremy S., MS, WCP, Senior Project Manager, on the subject of EHS training and its evolving landscape, and how to deliver information effectively and efficiently in this new bite-sized digital learning age.

Watch On-Demand

Instructional Design 

The first thing you should do when it comes to planning a training is consider instructional design, even before content development. There are many models you can follow for instructional design, and they all have common themes. One of the most prominent is the ADDIE model.

The core of the model involves 5 steps:

AnalyzeDesignDevelopImplementEvaluate

Models like ADDIE can help push trainers to start by thinking about “why we’re doing this training” before they start thinking about “how to do this training.”

Besides ADDIE, there are many evaluation methods for training out there. For example, there is the Kirkpatrick Model, Learning-Transfer Evaluation Model, Brinkerhoff’s Success Case Method (SCM), and many more. It’s important to be aware that there may be another model that works better for you depending on what outcome you are looking to achieve.

Current EHS Training Trends 

Keep it Short 

The length of a course should be under 20 minutes. Research suggests that the adult learner can only sustain attention for about that length of time. In fact, with popular TED talks, speakers are required to keep their talk within 18 minutes. Other research says training time can be between 15-30 minutes.

Chunking 

For more complicated topics that don’t fit neatly into a timeframe of under 30 minutes, consider chunking the information. Chunking entails grouping together concepts into smaller bite-sized portions in an orderly way. When this is done effectively, it increases recall because the information is correlated visually and verbally. Chunking isn’t just limited to long presentations. In fact, this technique can be used in any training to help improve recall.

Gamification 

Gamification is the process of adding games or game like elements to something (such as a task) to encourage participation. For training, this means applying elements to the training to not only encourage participation, but to motivate participants and increase effectiveness. The use of gamification should be seen as a tool to supplement in-person, instructor led, and lecture-based courses. However, it should not be relied upon as the sole delivery method for all regulatory compliance training.

As you would assume, some regulatory training is not generally appropriate for full gamification or passive lecturing. Knowing the limitations and appropriateness of gamification in relation to your goal in regulatory safety and health training is hugely important. Some things to think about when you’re considering gamification include:

Is gamification okay to use solely as the delivery medium?Can it be sprinkled in to maintain active participation?Is the type of gamification appropriate for learning? (Simulations, challenges, leaderboards)Can gamification be used when mixing certain topics together? (Such as an orientation training)Can gamification be used for trainings that are spread out over time?

Microlearning 

This term often goes hand-in-hand with gamification. It means small dose (generally electronic based) training that is either intended to break down complex subjects into digestible pieces, or it’s used to present small bits of information in an impactful way. Usually, employers weave gamification and microlearning into complex subjects to re-engage an audience and to drive effectiveness. 

Game-based Learning 

Game-based learning is different than gamification, as it means you’re turning the entire learning process into a game. This type of learning can contain four primary techniques:

Active Training – Participants are taking part in the learning actively, not just listening to a lecture or watching a video.Distributed Practice – The content is broken out over a longer period, normally at set intervals, or it’s accessible to the learner at their discretion.Practice Testing – Think flashcards or instruction where recall is needed, not a pop quiz with a graded end-result.Interleaved Practice – This involves weaving subjects together so that participants can learn about two subjects at once, or it can include using different types of gamification or interactions within a module.

Adult Learning Concepts 

These current EHS training trends are perfect for engaging adult learners. As you probably already realize, adults learn differently than children. Adult learners need variations such as gamification, microlearning, and repetition of information to retain what they’re learning. 

So, besides differing training delivery types, how can you engage an adult learner and ensure they retain the information? Below, we’ll discuss six adult learning concepts based on the work that Malcolm Knowles, an American educator and prolific author on the topic, did in the 1950s-1980s. These core adult learning concepts are great for engaging your adult learning audience and keeping them involved.

1. Need to Know

Adult learners need to know why they are there. It’s critical that you lay out the reasons why the training is being done, and the more authentic you can be the better.

2. Self-Concept

Most adults aren’t interested in passive learning. Adults want to participate and bring forth their own ideas and thoughts, as well as engage in critical thinking.

3. Previous Experience

Adults generally have previous experience to draw on, and you should use that to pull them into the training. Even if a topic is brand new, there are still experiences that are similar to rely on and build from. This is a great point of engagement for your audience.

4. Readiness

This is closely tied to “need-to-know.” Adult learners want to know how this will help them or what’s in for them. For this, you really need to understand your audience so you can align your course with your learners’ general needs.

5. Orientation

While teaching children is typically content oriented, adult learners want to know what the problem is and how we are going to solve it.

6. Motivators

Adults are best motivated internally. Training needs to point them back to an internal motivator to be most effective, such as job satisfaction or quality of life.

Key Takeaways: Training Tips Summarized 

First, don’t neglect the foundational aspects of instructional design. Whether you use ADDIE or another model, this step will increase your effectiveness with EHS training. Second, embrace diverse ways to deliver your training, whether that’s microlearning, gamification, or something else. While these may not work as a sole solution to a training topic, they can reinforce your message and bring value. Finally, keep in mind that adults learn differently, and using adult learning concepts will not only help them retain the information better, but it will keep them engaged throughout the training even in a fast-paced, bite-sized digital world.

To learn more about training, reach out to Antea Group’s EHS training services team.

About Antea Group

Antea®Group is an environment, health, safety, and sustainability consulting firm. By combining strategic thinking with technical expertise, we do more than effectively solve client challenges; we deliver sustainable results for a better future. We work in partnership with and advise many of the world’s most sustainable companies to address ESG-business challenges in a way that fits their pace and unique objectives. Our consultants equip organizations to better understand threats, capture opportunities and find their position of strength. Lastly, we maintain a global perspective on ESG issues through not only our work with multinational clients, but also through our sister organizations in Europe, Asia, and Latin America and as a founding member of the Inogen Alliance. Learn more at us.anteagroup.com. 

Originally published on Aflac Newsroom

To kick off National Childhood Cancer Awareness and National Sickle Cell Awareness Month on Sept. 1, NFL Hall of Fame receiver Calvin “Megatron” Johnson, along with Aflac U.S. President Virgil Miller, visited with children, families and health care providers at the Aflac Cancer and Blood Disorders Center of Children’s Healthcare of Atlanta. Johnson also made a few special deliveries, giving My Special Aflac Ducks to several patients who are dealing with cancer and sickle cell disease.

My Special Aflac Duck is a robotic, comforting duck that helps children 3 and over cope with cancer or blood disorders like sickle cell disease. It is a cherished companion that brings joy and comfort to children with cancer and sickle cell disease and their families. It uses medical play, realistic motions, and emulates emotions to interact with and provide comfort to children as they navigate their cancer or sickle cell disease journey.

As part of Aflac’s commitment to children and families facing pediatric cancer and blood disorders that extends over 28 years and $170 million, this innovation was created following extensive research spanning over 18 months, involving children, families and health care professionals. To date, Aflac has given more than 24,000 My Special Aflac Ducks to children with cancer or sickle cell in the United States, Japan and Northern Ireland.

Learn more about Aflac’s commitment to children with cancer and blood disorders at AflacChildhoodCancer.org.