CNH Industrial, Khon Kaen Higher College of Agricultural Technology, and Mitr Phol Group recently signed a milestone agreement to drive innovation and excellence in agricultural education across Thailand. The three parties committed to provide Thai students with world-class education, leveraging cutting-edge technology and private sector expertise.

Highlighting the significance of the tripartite agreement, Mark Brinn, Managing Director of CNH Industrial for Southeast Asia and Japan, said, “We’re honored to partner with Khon Kaen Higher College of Agricultural Technology and Mitr Phol Group. This initiative underpins our shared goals of promoting sustainable agriculture and empowering local communities.”

CNH Industrial has donated an Austoft 4000 sugarcane harvester to Khon Kaen Higher College of Agricultural Technology for use in practical training. The company also committed to establishing a Case IH Training Centre at the school to strengthen hands-on training in modern farm machinery and technologies. The training facility will provide technical workshops on the key components of sugarcane harvesters and other agriculture technologies.

“CNH Industrial is deeply committed to empowering the next generation of talent that will be driving the Thai agriculture industry forward. By blending industry-leading knowledge and technology with hands-on training, we are not only training students better but also nurturing them to become innovators in the agriculture sector,” Mark added.

CNH Industrial has been taking significant strides to strengthen the agricultural sector in Thailand and to contribute to sustainable food production globally. The company recently received the Best Contribution to Thailand’s Education Award 2023 from the Thai Ministry of Education for its long-standing commitment to collaborating with academic institutions and elevating vocational training in agriculture.

Viatris colleagues are passionate about our mission to empower people worldwide to live healthier at every stage of life. Together, we are building a performance driven, highly engaging and inclusive culture where diverse perspectives drive access, innovation and our ability to make an impact in the world. Our colleagues are leading our mission and we continue to build our culture The Viatris Way with a focus on DEI; colleague experience and engagement; learning and development; career progression; talent attraction and our deep commitment to the health, safety and wellbeing of our colleagues, their families and the communities we serve. In 2022, we continued to strengthen our culture through many initiatives to support and engage colleagues. As a young company, we remain committed to building upon our foundations, harmonizing our processes and programs and initiating many firsts for Viatris. This included conducting our first global employee Voice Survey, defining Our Expectations for how we work together The Viatris Way, growing our initial Employee Resource Groups (ERGs) and supporting our talented colleagues through many new experiences.

“We are incredibly proud of the progress we have made as a company. Our Expectations empower growth individually and advance our mission, collectively. They guide us as we continue our work in support of our mission making us Stronger Together.”

— Andrew Enrietti
Chief Human Relations Officer, Viatris

Colleague Engagement 
A key part of what we call The Viatris Way is making sure our colleagues are engaged and motivated. We want to foster a culture in which employees feel valued and are enthusiastic about the work they are doing and the impact they are making. In 2022, we conducted our first-ever global Viatris Voice Survey with an overall participation rate of 89%. The baseline survey marked a milestone in our commitment to engage with colleagues, who rated Viatris highly across all categories surveyed: overall engagement; DEI; health and wellbeing; and transformation and change. The insights from our inaugural Voice Survey are guiding our efforts as we continually strive to create a work environment where people can learn, grow, feel appreciated and make an impact in the world.

Global Voice Survey

Colleagues rated Viatris 8.7 out of 10 for having clear goals and understanding how their work contributes to the goals of their teams.In our global Voice Survey, colleagues rated Viatris in the top 25% of the pharmaceutical sector for both employee satisfaction and meaningful work.

A dedicated Voice Action Committee provides oversight of a global action plan for areas of focus to drive accountability, synchronize planning across the organization, encourage the exchange of best practices and plan for future listening opportunities.

Engagement – Top 25% of pharmaceutical sectorDiversity, Equity & Inclusion – Top 50% of pharmaceutical sectorHealth & Wellbeing – Top 25% of pharmaceutical sectorTransformation & Change – Top 25% of employers

We value our colleagues’ feedback and know that it can shape our company and provide valuable insights during times of change. With colleagues across the organization identifying various strengths and opportunities for improvement, the important work ahead will be for leaders to take that valuable feedback into consideration as we continue to evolve.

Supporting Colleagues as we Continue to Build for the Future 
We set out in 2022 to build a simpler, stronger and more focused Viatris. That work involved our transaction with Biocon and the announcements to divest our OTC business, the API business, select components of the women’s health business and certain geographic markets.1 Supporting employees through these changes as well as maintaining a reliable supply of medicines are our highest priorities. The transaction with Biocon closed in November 2022, and we continue to work with colleagues and our partners at Biocon toward a smooth transition. We are working to support the sharing of best practices and the transition and integration of people and talent in accordance with local consultation processes where applicable. We also are in the process of identifying the right partners for our planned divestitures. We remain committed to ensuring all colleagues who may be affected by these transactions are engaged, supported and receive timely communication. We are also working with trade unions and works councils where applicable.

Sources

1Certain geographic markets refers to those that were a part of the combination with the Upjohn business that are smaller in nature and in which we had no established infrastructure prior to or following the transaction.

View the full 2022 Sustainability Report here.

Originally published in International Paper’s 2022 Sustainability Report

Align with customers and deliver against market needs across four pillars:

Replacing plastic and petroleum-based materials

We support our customers’ goals to increase use of cellulosic materials for absorbent hygiene applications, resulting in improved end-of-life solutions such as recyclability and compostability.

For example, our Helix® fibers create performance advantages with excellent fluid management due to fast liquid acquisition and the impressive ability to wick against gravity.

Reducing life cycle impacts, including greenhouse gas emissions, waste and water use

We focus on ways to make new products with less waste and reduced life-cycle impacts across GHG and water.

In 2022, for instance, we introduced FloraCel®, a new brand for our specialty products. Wood pulps used to produce textiles like FloraCel® serve as extenders to dissolving wood pulp and provide a low-cost, performance-enhancing renewable solution to textile producers.

These wood-based cellulosic products require substantially less land to grow and significantly less water and pesticides than cotton, resulting in reduced life-cycle impact.

Minimizing overall raw material consumption

We optimize manufacturing processes for new products including feminine care pads, resulting in significant reduction and better utilization of raw materials used in production.

For example, our Elegance® fluff pulp improves densification, providing a thinner absorbent core that reduces material use. With greater density, wicking distance and overall utilization increase, Elegance® reduces product weight while maintaining the same excellent absorption properties of all IP’s SuperSoft™ fluff pulps. In addition, a thinner product helps optimize packaging, enabling transport of more products per shipment, which could result in fewer trucks on the road. We estimate that the reduction in trucks used to ship products made with Elegance® versus products made with regular fluff pulp from the manufacturing site to the retailer could result in CO2 emissions reductions up to 13%.

Improving end-of-life solutions, including compostability and recyclability

We work with customers to enable use of 100% cellulosic fiber for wipes applications, which can be biodegradable and compostable, unlike those made from plastic.

As a part of this work we focus on achieving a minimum of 50% of projects in the innovation pipeline to support renewable solutions. We do this via customer collaborations and partnerships, as well as by tracking projects within our innovation pipeline that include sustainability and/or renewable attributes. We work closely with target customers to understand their sustainability goals and deliver relevant outcome-based innovative products across all four renewable solutions pillars.

About International Paper

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

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This week Cleveland Mayor Justin M. Bibb, KeyCorp CEO Chris Gorman, Cleveland City Council President Blaine A. Griffin and leaders from CHN Housing Partners and LISC Cleveland celebrated a $2.5 million philanthropic grant from KeyBank to amplify the city’s recent $15 million American Rescue Plan Act (ARPA) investment to support new home repair programs.

“This incredible investment from KeyBank is helping us make our ARPA dollars go further, particularly in neighborhoods that have experienced disproportional disinvestment,” said Mayor Justin M. Bibb. “I know I speak for all of us when I say thank you to the KeyBank Foundation for their commitment to Cleveland and to this important work. Funding for home repair is a critical component of the work being done to revitalize the Southeast side and our city as a whole.”

KeyBank Foundation grants will be awarded to CHN Housing Partners and LISC Cleveland, who will work with the City of Cleveland to distribute funds to qualifying residents.

“KeyBank’s significant investment is a testament to our enduring commitment to both our hometown and to our purpose…to help our clients and communities thrive,” said Chris Gorman, Chairman and CEO of KeyCorp. “We are pleased to be part of this landmark partnership with the City of Cleveland, LISC and CHN Housing Partners, helping homeowners access funding to build and revitalize our neighborhoods, home by home and block by block. We look forward to seeing the transformative impact this investment will have in communities across Cleveland for years to come.”

Affordable housing and home ownership are part of the KeyBank Foundation’s core mission, both building generational wealth through homeownership and revitalizing and improving the hoes in under-resourced communities.

“We are incredibly grateful to KeyBank Foundation for this investment in Cleveland’s families and neighborhoods,” said Kevin J. Nowak, president and CEO of CHN Housing Partners. “This investment will ultimately have a triple bottom line for residents—making them more housing stable, helping them live in a healthier environment, and improving their property values which will create generational wealth.”

Following yesterday’s announcement, the partners will convene to finalize the grantmaking process and discuss how to best align with the work already being done by Cleveland’s Department of Community Development and community partners to make a transformative difference.

“LISC is honored to partner with the City of Cleveland and KeyBank to bring a home repair program to Cleveland,” said Kandis Williams, LISC Cleveland Executive Director. “This program’s impact will be far reaching in that it will support the stabilization of neighborhoods through improved housing stock while also supporting the building of assets and intergenerational wealth for individual Cleveland homeowners.”

The initial $15 million pot of ARPA funding for City of Cleveland home maintenance and repair programs was approved by City Council earlier this month. Through this investment, four nonprofits—CHN, LISC, Habitat for Humanity and Cleveland Restoration Society—will receive funding to administer loans and grants to assist low-income residents.

“Residents want to know that Council’s ARPA investments are directly benefiting them. Our initial $15 million investments in home repair loans – and Key Bank’s $2.5 million match will allow us to help more owners invest in their homes, especially in neighborhoods often overlooked by traditional lenders,” said City Council President Blaine A. Griffin. “This is a win for Clevelanders. We’ll continue the fight for residents by seeking additional external partners to support this work.”

By Jeff Wegner, PE, CEM, LEED AP Fellow – Energy + Sustainability and Nick Dove, PE, LEED GA Mechanical Engineer

Buying a house is often the most expensive purchase of our lives. A home inspection can help prospective homebuyers make a more informed decision and potentially save thousands of dollars in maintenance, repairs, and other unwanted costs. Despite these benefits, some choose to forgo this valuable process to save a small expense.

Not having a building energy model for the design of a manufacturing facility is like this. In our experience, only a small fraction of project owners (10–20%) take advantage of energy modeling when designing a new building or assessing an existing building due to the added upfront cost. Thus, most are missing the opportunity to model for energy efficiency as a way to reduce energy consumption and, thus, operating expenses.

In fact, the most attractive reason to create a building energy model during the design phase is to lower both capital costs and operating expenses.

Making decisions at the outset of your projects about energy use—without the information that energy modeling can provide—will have lasting repercussions, at times amounting to millions of dollars in unnecessary utility costs. Given that energy modeling is inexpensive and ensures you make the wisest long-term decisions, we recommend performing energy modeling as early in the design phase as possible.

What is building energy modeling?

Energy modeling is used during the design of a manufacturing facility to quantify and optimize energy use of the building, process equipment, and supporting mechanical systems. In addition to energy consumption, these models include estimates of peak fuel demands, carbon emissions, water use, and renewable energy. Building energy modeling can identify the most efficient path, significantly reduce both capital and operating costs, and address the sustainability challenges that highly-regulated manufacturing facilities face.

How is building energy modeling applied?

The type of building dictates how energy modeling is applied. For a commercial building, such as a corporate headquarters, the building envelope heavily impacts energy expenditures, and internal heat gains are low. For these reasons, energy modeling in the commercial sector tends to focus on architecture. Glazing and the use of renewables are important, and commercial projects are more likely to aim for LEED certification, which often triggers the need for a building energy model.

Building energy modeling for pharma manufacturing facilities and their inherent processes is different. The building envelope—often a box with limited windows (e.g., a cleanroom)—is less important in terms of energy use intensity (EUI). Instead, mechanical systems needed for process technology take on far greater importance. This is why we tend to focus on mechanical energy modeling because there is significantly more CapEx and OpEx involved. In addition to space heating and air change rates, there is also steam used for sterilization and to distill water for injection (WFI), both reliant on mechanical boilers and using considerable energy. These processes also generate heat and humidity, both of which must be removed from the building.

How can energy modeling reduce costs?

Energy models for a design can help you weigh the various upfront and long-term costs associated with your project to save money, like the example given in our case study demonstrating how site selection impacted one project’s utility costs by $80 million. We examine the energy implications for each of the following situations, contextualizing utility costs over time with the initial price tag, and allowing you to determine areas where you can save.

Compare types of equipment

Choosing between different types of systems (e.g., a heat pump versus an electric boiler) involves an internal discussion between the energy modeler and the mechanical engineer. Together, they weigh various options to make the best decision.

Compare equipment from different manufacturers

Consider a chiller with better peak load performance versus one that runs more efficiently under part load conditions. In this case, if there is a difference in equipment cost, the payoff of energy gains over time must be calculated to make the best decision.

Total cost of ownership (TCO)

In this case, when the client wants to know the solution with the greatest value or lowest life cycle cost, we weigh the capital cost versus the energy cost.

Optimize controls

Often an energy modeler can discover new ways to reduce energy consumption through various control strategies.

Estimating cost savings and payback time of an energy model

For energy modeling to be attractive, the costs of commissioning an energy model should be recovered within three years through reduced capital expenditures or energy savings. In fact, by comparing the costs of energy modeling with predicted energy savings, the typical payback takes less than two months for commercial buildings. Of course, every project is unique and these numbers won’t necessarily apply to a pharmaceutical manufacturing plant.

How building energy modeling supports sustainability goals

Another reason to include an energy model is to achieve corporate sustainability goals. Sustainable energy solutions continue to gain popularity and most companies have decarbonization design standards that require alternatives to natural gas boilers and reduce unnecessary steam heat. We are often challenged to provide the lowest-cost option that meets user requirements or corporate sustainability goals. This creates a conflict between the total cost of ownership and the lifecycle cost, which is both CapEx and OpEx over the long term.

One of the challenges with decarbonization alternatives is that they can cost more. But when we use an energy model, and right-size the systems, we find that even 10% energy savings can translate to significant cost savings for a large manufacturing facility.

Corporate sustainability commitments could also include net zero carbon, meeting an EUI target based on a code mandate or standard. Energy models predict carbon consumption and provide the data needed to make decisions about, for example, the number of PV panels needed to offset carbon use.

Many companies are also committing to reducing water use. Water is an increasingly valuable commodity, one for which the tradeoff of consuming more energy to save water may be worthwhile, especially when clean energy alternatives are readily available.

Building energy modeling for LEED-certified projects

Although LEED certification weighs heavily on energy consumption—and whether green energy is being sourced—it also takes into account many other aspects, such as location, water, and the wellness of building occupants. By focusing, for example, on glazing, views to the outside, and indoor air quality, energy use might actually increase. Running energy models alongside your LEED scoring pursuits allows you to identify these inconsistencies in goals early on.

How does energy modeling work? And how are potential energy cost savings calculated?

Mechanical engineers calculate equipment energy loads to size equipment for the upper end, or peak, of energy use of a process. Given this load, a mechanical engineer estimates the appropriate size of a chiller or a boiler. Using software and HVAC load calculations, they will typically oversize equipment to ensure the maximum load on the plant never exceeds the available capacity. This takes into account the need to function at peak loads that, for heating and cooling, normally occur in summer and winter months, as well as meet unknowns like a potential expansion.

Energy modelers apply different thinking and methodology to calculate energy use than mechanical engineers. Using an 8760 energy model, an energy modeler strives to find the equipment sweet spot. An 8760 model refers to the number of hours in one year, and it simulates energy use for each hour throughout the year—sometimes as often as every five minutes—to prove a more accurate assessment of what is needed most of the time.

Using this detailed data, the energy modeler right-sizes the equipment to meet code energy use specifications or LEED requirements. Usually, this results in downsizing the mechanical engineer’s recommended equipment, while ensuring the equipment works within the necessary range of energy loads. Additionally, a mechanical engineer assumes there are no internal heat gains in winter loads, such as employees, lights, and computers. An energy modeler takes into account more realistic schedules of operation.

Combining the expertise of mechanical engineers with that of energy modelers can immediately reduce capital costs prior to construction by right-sizing expensive equipment, such as boilers, chillers, and HVAC systems. And, for equipment like heat recovery chillers (HRCs), downsizing actually allows them to operate more efficiently. In some cases, these cost savings may not be obvious to a client, as it’s part of our internal process of optimizing energy use.

Iterative and collaborative energy modeling

Depending on the scope of desired energy modeling, our process can extend through three steps of design and contain different degrees of detail. These types of building energy modeling include:

Schematic design

This first step is a quick way to represent the space. These are simple energy models—approximations used to make quick decisions—and include a list of proposed equipment. A schematic design doesn’t include all the rooms within each space as these may change over time.

It’s easiest to make changes at this stage before equipment has been purchased. We can anticipate expected LEED points and identify challenges.

Detailed design

Typically, the building’s site orientation is set by this phase while we make a more accurate and detailed model. We may continue to run studies to assess minor equipment choices and iterate to consider options. For example, we might be assessing two different chiller manufacturers based on the efficiency of their equipment.

Code compliance or LEED submission design

This is a fully detailed energy model, with everything documented and consistent with the design drawings. Energy models are necessary to meet the city code requirements on a performance path (e.g., IECC), though they are not needed for a prescriptive path. Other models are submitted to USGBC to determine LEED certification. Some models are used for both.

How to get the most out of your energy model

1. Start early in the design

Project schedules tend to be tight. Once construction begins, there may not be leeway to compare various heating, cooling, or energy recovery options, especially since this can change schedule and adversely affect costs. This is why it’s important to begin energy modeling during the schematic design phase—or even as early as strategic facility planning—to have the greatest influence on the project direction. Many projects that forego early energy modeling end up spending more to implement the same strategies later.

2. Gather inputs from all disciplines

Using a floor plan and building information modeling (BIM) software (e.g., a Revit 3D digital model), we create a unified energy model. This includes inputs from all project disciplines, including architects (e.g., type of glazing, intended use of each space), mechanical and electrical engineers (e.g., internal heat gains, HVAC system), process engineers, and the team responsible for the building schedule.

We also gather information from our clients, who share target costs, EUI, and sustainability goals.

3. Perform building energy simulations

We primarily use IESVE for building the analytical energy model and running energy simulations. This involves many steps, such as modeling the 3D geometry, replicating the construction assemblies, building the load profiles for each space, setting up the various systems, tuning the controls, and assessing the reasonableness of the outputs.

4. Decide how to apply outputs

Based on discussion with architects, mechanical engineers, and the client, we determine how to leverage the model outputs for best results. This iterative process, comparing various options, is based on our extensive project modeling, design, and execution experience.

Energy modeling gives you confidence in your building’s design and your capital investment

While it’s true you may not need a building energy model to design and build your facility, it’s also true that this exercise often pays for itself—and quickly. But designing an energy-efficient facility, one with right-sized and optimized mechanical systems, requires experienced energy modelers.

Our building energy models have helped our clients to save millions of dollars in their facilities; for detailed examples of how we’ve significantly reduced costs with energy modeling, download our case studies here. 

Case study 1: Local utility rates affect site selection by $80 millionCase study 2: Reducing air change rates from 40 ACH to 12 ACHCase study 3: Heat recovery chillers are almost always a good choice

Want to learn how energy modeling can reduce the capital and energy costs on your next building project? Contact our team.

​The world is changing rapidly. With the escalation of climate change and social pressures taking center stage, businesses remain a key stakeholder in making critical progress on these topics. As such, over the past 20 years the rise of the Chief Sustainability Officer has gone from a fringe C-suite position to a critical strategic partner for the CEO today. In a survey of CEOs conducted by the United Nations Global Compact, 93% of respondents agreed that sustainability will be important to the future success of their business, according to data from the United Nations.

Companies are feeling the pressure to act fast on sustainability and social impact, which is leading to an unprecedented macro-environment in this field where there is a dearth of experienced professionals in sustainability – even though every company needs them. This is putting a strain on businesses large and small, private, and public, that have not yet begun to embark on their sustainability journey, or do not have the resources to hire a full time Chief Sustainability Officer.

“The CSO is really a kind of unicorn, in that, we have to think about these issues from every angle, every function and every stakeholder group, to figure out ‘how do we develop and execute a strategy that meets the needs of all different functional stakeholders,’” said Danielle Azoulay, a fractional CSO and founder of The CSO Shop , a company that helps operationalize sustainability strategies for companies new to sustainability.

Enter a new kind of independent contract worker – the Fractional CSO. By leveraging the fractional model that has successfully existed in the startup space, usually for CFOs and CMOs, fractional CSOs can help many companies catalyze sustainable change in this landscape of increased urgency. The percentage of companies outsourcing their Chief Sustainability Officer role is expected to grow from 15% in 2018 to 25% by 2022, according to Verdantix.

Before working with companies independently, Azoulay held sustainability leadership positions at Bed Bath & Beyond and L’Oréal USA and is currently an Adjunct Professor at Columbia University.

Currently, she helps companies identify opportunities to create environmental and social impacts – be that in natural capital, carbon emissions and/or water – in supply chains, establish and exceed sustainability goals, increase social awareness, engage employees and suppliers on sustainability issues, and measure company progress.

At its most successful, this strategic relationship between the CEO and fractional CSO, can give the insights on upcoming trends and challenges, and how to make those challenges into opportunities to drive growth with consumers, or be a differentiating factor for them within their market, according to Azoulay.

“I think there’s a lot of opportunity there for CEOs to also become a more confident leader on sustainability and social responsibility because, ideally, the fractional CSO is there to also train CEOs on how to feel comfortable talking about these issues in a real way,” she said. “There is a lot of opportunity for this relationship to be something unique and also beneficial for this CEO and the organization at large.”

Different companies have different needs or are in different phases of their sustainability journey. By utilizing a fractional CSO, a company can benefit from varying skills sets; a company that is newer to sustainability may need help developing a sustainability framework and strategy for reporting, while a more mature company may require an expert for Board education, C-Suite engagement, or help with investor meetings.

Utilizing a fractional CSO, can have the benefit of keeping costs low and leaving more resources for implementing the sustainability programs and initiatives they inform.

The regulatory environment is also transforming the way companies conduct business – and is a key success factor for which businesses will continue to function into the future.

Following investor demand, the timeline for the International Sustainability Standards Board (ISSB) has confirmed that global climate and sustainability disclosure rules will take effect in January 2024.

The rules, which will be issued by the end of June, will provide a general framework for reporting materiality on sustainability-related issues, specific rules for climate – including risk factors for extreme weather events and greenhouse gas emissions, according to The Board’s announcement.

Companies will be required to disclose the risks and opportunities they face related to climate, including the implications for the company’s financial position, performance, prospects, business model and strategy.

“The investor stakeholder is really requiring ESG disclosures as an indication of material risk in a way that they never have before,” Azoulay said. “Through these disclosures, investors can get a greater understanding of how businesses are impacting the planet and society, and they want to make sure that they’re leaving a better legacy, perhaps, than the generation before them.”

Meaning, a company’s ability to grow in an already competitive landscape, depends on its ability to accurately comply with regulation – something many companies are not currently equipped to do.

As the role of the CSO is evolving to assess risk and build resilience, identify emerging opportunities for growth, and influence the thinking and behavior of businesses, investors, and regulators.

This model can also benefit sustainability practitioners, giving them more control in choosing companies that are aligned to their destiny.

“It is impossible to gauge the level of commitment of a company until you are truly inside of it so taking new roles in sustainability can be a gamble,” Azoulay said. “Working as a fractional CSO is also a great way for practitioners who want to be in-house, to test the water before jumping in.”

Ultimately, having an experienced sustainability professional can help companies confidently build sustainable frameworks, implement goals, protect against accusations for greenwashing and give businesses measurable ESG achievements to share with the public.

At Acre, we work with the most aspirational businesses with potential to make real change; from those who are just starting out to those who are well on the journey to crafting a legacy.

Our 18 years’ experience in sustainability recruitment, combined with our extensive global network, enables us to provide talent solutions that are designed to deliver this change.

Through our unique behavioural assessment technology, we understand the types of people, skills and behaviours required to create impact. We can develop these qualities within your existing teams too.

We find talented people and develop their skills to ensure they make a true impact in ambitious, progressive organisations.

Acre. Making companies ready for tomorrow.

​The world is changing rapidly. With the escalation of climate change and social pressures taking center stage, businesses remain a key stakeholder in making critical progress on these topics. As such, over the past 20 years the rise of the Chief Sustainability Officer has gone from a fringe C-suite position to a critical strategic partner for the CEO today. In a survey of CEOs conducted by the United Nations Global Compact, 93% of respondents agreed that sustainability will be important to the future success of their business, according to data from the United Nations.

Companies are feeling the pressure to act fast on sustainability and social impact, which is leading to an unprecedented macro-environment in this field where there is a dearth of experienced professionals in sustainability – even though every company needs them. This is putting a strain on businesses large and small, private, and public, that have not yet begun to embark on their sustainability journey, or do not have the resources to hire a full time Chief Sustainability Officer.

“The CSO is really a kind of unicorn, in that, we have to think about these issues from every angle, every function and every stakeholder group, to figure out ‘how do we develop and execute a strategy that meets the needs of all different functional stakeholders,’” said Danielle Azoulay, a fractional CSO and founder of The CSO Shop , a company that helps operationalize sustainability strategies for companies new to sustainability.

Enter a new kind of independent contract worker – the Fractional CSO. By leveraging the fractional model that has successfully existed in the startup space, usually for CFOs and CMOs, fractional CSOs can help many companies catalyze sustainable change in this landscape of increased urgency. The percentage of companies outsourcing their Chief Sustainability Officer role is expected to grow from 15% in 2018 to 25% by 2022, according to Verdantix.

Before working with companies independently, Azoulay held sustainability leadership positions at Bed Bath & Beyond and L’Oréal USA and is currently an Adjunct Professor at Columbia University.

Currently, she helps companies identify opportunities to create environmental and social impacts – be that in natural capital, carbon emissions and/or water – in supply chains, establish and exceed sustainability goals, increase social awareness, engage employees and suppliers on sustainability issues, and measure company progress.

At its most successful, this strategic relationship between the CEO and fractional CSO, can give the insights on upcoming trends and challenges, and how to make those challenges into opportunities to drive growth with consumers, or be a differentiating factor for them within their market, according to Azoulay.

“I think there’s a lot of opportunity there for CEOs to also become a more confident leader on sustainability and social responsibility because, ideally, the fractional CSO is there to also train CEOs on how to feel comfortable talking about these issues in a real way,” she said. “There is a lot of opportunity for this relationship to be something unique and also beneficial for this CEO and the organization at large.”

Different companies have different needs or are in different phases of their sustainability journey. By utilizing a fractional CSO, a company can benefit from varying skills sets; a company that is newer to sustainability may need help developing a sustainability framework and strategy for reporting, while a more mature company may require an expert for Board education, C-Suite engagement, or help with investor meetings.

Utilizing a fractional CSO, can have the benefit of keeping costs low and leaving more resources for implementing the sustainability programs and initiatives they inform.

The regulatory environment is also transforming the way companies conduct business – and is a key success factor for which businesses will continue to function into the future.

Following investor demand, the timeline for the International Sustainability Standards Board (ISSB) has confirmed that global climate and sustainability disclosure rules will take effect in January 2024.

The rules, which will be issued by the end of June, will provide a general framework for reporting materiality on sustainability-related issues, specific rules for climate – including risk factors for extreme weather events and greenhouse gas emissions, according to The Board’s announcement.

Companies will be required to disclose the risks and opportunities they face related to climate, including the implications for the company’s financial position, performance, prospects, business model and strategy.

“The investor stakeholder is really requiring ESG disclosures as an indication of material risk in a way that they never have before,” Azoulay said. “Through these disclosures, investors can get a greater understanding of how businesses are impacting the planet and society, and they want to make sure that they’re leaving a better legacy, perhaps, than the generation before them.”

Meaning, a company’s ability to grow in an already competitive landscape, depends on its ability to accurately comply with regulation – something many companies are not currently equipped to do.

As the role of the CSO is evolving to assess risk and build resilience, identify emerging opportunities for growth, and influence the thinking and behavior of businesses, investors, and regulators.

This model can also benefit sustainability practitioners, giving them more control in choosing companies that are aligned to their destiny.

“It is impossible to gauge the level of commitment of a company until you are truly inside of it so taking new roles in sustainability can be a gamble,” Azoulay said. “Working as a fractional CSO is also a great way for practitioners who want to be in-house, to test the water before jumping in.”

Ultimately, having an experienced sustainability professional can help companies confidently build sustainable frameworks, implement goals, protect against accusations for greenwashing and give businesses measurable ESG achievements to share with the public.

At Acre, we work with the most aspirational businesses with potential to make real change; from those who are just starting out to those who are well on the journey to crafting a legacy.

Our 18 years’ experience in sustainability recruitment, combined with our extensive global network, enables us to provide talent solutions that are designed to deliver this change.

Through our unique behavioural assessment technology, we understand the types of people, skills and behaviours required to create impact. We can develop these qualities within your existing teams too.

We find talented people and develop their skills to ensure they make a true impact in ambitious, progressive organisations.

Acre. Making companies ready for tomorrow.

As September approaches and we enter Workforce Development Month, The Home Depot is proudly reinforcing its commitment to the skilled trades industry. Its nationwide initiative, Path to Pro, seeks to bridge the gap between the growing demand for trades jobs and the shortage of skilled labor.

Launched in 2021, Path to Pro has provided skilled trades resources, trades training and career networking opportunities through PathtoPro.com, the Skills Program and the Network. These are all part of the company’s larger initiatives to help address the growing skilled labor shortage in the U.S. and build the next generation of skilled trades professionals. Path to Pro has been newly translated to Spanish to expand its reach and impact.

PathtoPro.com

This site includes a resource library available in English and Spanish, containing educational how-to guides and video content, training opportunities and a variety of information on different career paths. Its goal is to help individuals better understand the career potential in the skilled trades, while also helping them navigate the registration process for the Skills Program and Network.

Path to Pro Skills Program

This program offers free introductory trades training, available in English and Spanish, for those interested in pursuing or growing a career in the skilled trades. Participants can take advantage of on-demand content that gives them the necessary training to secure entry level positions in skilled trades career paths, including electrical, plumbing, HVAC, drywall and painting.

Path to Pro Network

This jobseeker marketplace was created to connect skilled tradespeople to hiring trades professionals in the construction and home improvement industries. Skilled trades jobseekers can utilize digital and downloadable guides, available in English and Spanish. These guides help them create a profile, upload their resume and add photos of their work to connect with The Home Depot’s Pro customers looking to hire in their local area.

“We know that 94% of The Home Depot’s Pro customers have a hard time finding skilled workers. We developed Path to Pro to help build the next generation of trades professionals by providing them with the resources and training they need to build a successful career,” says Hector Padilla, executive vice president of outside sales and service at The Home Depot. “We’re thrilled by the program’s performance over the past two years and remain committed to meeting the needs of the skilled trades industry by making these opportunities accessible to even more jobseekers.”

Path to Pro has registered more than 8,000 people for the Skills Program. The Path to Pro Network has introduced more than 12,000 jobseekers to millions of The Home Depot’s Pro customers nationwide and has provided exclusive access to more than 2,200 jobs. To learn more about Path to Pro, visit PathtoPro.com.

As September approaches and we enter Workforce Development Month, The Home Depot is proudly reinforcing its commitment to the skilled trades industry. Its nationwide initiative, Path to Pro, seeks to bridge the gap between the growing demand for trades jobs and the shortage of skilled labor.

Launched in 2021, Path to Pro has provided skilled trades resources, trades training and career networking opportunities through PathtoPro.com, the Skills Program and the Network. These are all part of the company’s larger initiatives to help address the growing skilled labor shortage in the U.S. and build the next generation of skilled trades professionals. Path to Pro has been newly translated to Spanish to expand its reach and impact.

PathtoPro.com

This site includes a resource library available in English and Spanish, containing educational how-to guides and video content, training opportunities and a variety of information on different career paths. Its goal is to help individuals better understand the career potential in the skilled trades, while also helping them navigate the registration process for the Skills Program and Network.

Path to Pro Skills Program

This program offers free introductory trades training, available in English and Spanish, for those interested in pursuing or growing a career in the skilled trades. Participants can take advantage of on-demand content that gives them the necessary training to secure entry level positions in skilled trades career paths, including electrical, plumbing, HVAC, drywall and painting.

Path to Pro Network

This jobseeker marketplace was created to connect skilled tradespeople to hiring trades professionals in the construction and home improvement industries. Skilled trades jobseekers can utilize digital and downloadable guides, available in English and Spanish. These guides help them create a profile, upload their resume and add photos of their work to connect with The Home Depot’s Pro customers looking to hire in their local area.

“We know that 94% of The Home Depot’s Pro customers have a hard time finding skilled workers. We developed Path to Pro to help build the next generation of trades professionals by providing them with the resources and training they need to build a successful career,” says Hector Padilla, executive vice president of outside sales and service at The Home Depot. “We’re thrilled by the program’s performance over the past two years and remain committed to meeting the needs of the skilled trades industry by making these opportunities accessible to even more jobseekers.”

Path to Pro has registered more than 8,000 people for the Skills Program. The Path to Pro Network has introduced more than 12,000 jobseekers to millions of The Home Depot’s Pro customers nationwide and has provided exclusive access to more than 2,200 jobs. To learn more about Path to Pro, visit PathtoPro.com.

Originally published by Fast Company

By Marie Hattar, Chief Marketing Officer

Executive leadership meetings—that is, regular meetings for a company’s top leaders—are a great opportunity for executives to get aligned, network, and learn from each other. But with so many high-powered people in one room, it’s imperative to not waste anyone’s time.

In my two years as executive co-sponsor of Keysight’s annual CEO meeting, alongside our Chief People Officer, I’ve learned insights and best practices for running productive and engaging meetings for an organization’s top executives. The Keysight Executive Development (KED) summit is an annual three-day meeting led by our CEO for the company’s senior leaders—about 100 executives total. It’s focused on setting business strategy as well as developing our executives to be the best leaders they can be.

Marie Hattar is CMO at Keysight Technologies, responsible for brand and global marketing efforts.

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