Tag: 3BL

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.

Continue reading here

Taco Bell Blog

At 16 years old, Mauricio began venturing off to the city away from his small town on the lookout for a job. Mauricio remembers that this was the age that young Costa Ricans began their adventure to find their own path for the future. After a long search, he found the job he was looking for: Taco Bell. By the time he decided to apply for the Taco Bell position, the Brand had only been established for about a year in Costa Rica. Now, 33 years later, he is a General Manager for Costa Rica and Panama. Mauricio had no idea that applying for that role was going to make such an incredible impact on his career, life, and community.

Throughout his time at Taco Bell, he met his wife through a co-worker, which led them to be the first couple to have a wedding ceremony at the Costa Rica Taco Bell. He and his wife went on to have two children, one of which is deaf – his name is Esteban. When the time came for Mauricio’s son Esteban to go to a high school, he and his family were running into challenges looking for a high school that could cater to their son’s needs.

During his search, he met with his son’s Program Coordinator. She asked him if his business had opportunities for people with disabilities. Mauricio responded that the restaurant business is all about speed, etc. and that’s why he doesn’t have anyone on his team with disabilities. And that’s when she said, “Your response is why my students are unable to find a job.” That’s when it hit him; he finally came face-to-face with the fact that his son was going to be entering a world that excluded him. That’s when he decided to offer three individuals with disabilities a job at his restaurant. And it didn’t take him long to realize that their determination and hard work were like nothing he’d ever seen.

The challenge of not finding an opportunity for his son to attend a high school opened his eyes to the challenges that a lot of people with disabilities face each day. That shift in perspective and the experience he had with his new hires led him to work with his franchisee, Jose Pacheco, to start their own program: Inclusion Sin Limites (Inclusion without Limits), which has now been around for over 13 years. It provides jobs within their restaurants to those with physical, cognitive, or hearing disabilities, allowing them to integrate into society like any other person. Today, 10% of their Team Members have some sort of disability and their goal is to reach 15% by end of 2023.

“The community has embraced this program and the media in Costa Rica sees Taco Bell as a leading example in their country to provide opportunities,” Mauricio said. “… families that have someone with disabilities tend to fall into poverty, because of the lack of resources. I strongly believe that these types of programs help address our poverty percentage. And I believe that the reason why this program has succeeded was that it did not start as a social movement, but as a teachable moment to show others that people with disabilities were just like the rest of us.”

His passion for this work helped set a movement to address inclusiveness in the food industry throughout his country. Over the course of these 13+ years, Mauricio has helped countless individuals have a fair opportunity and hopes that everyone has a chance at a better life.

“We should all question if our jobs will be ready to accept us [if we ever got a physical, cognitive, or hearing disability]. If not, then you should be wondering what you can do to make your workplace inclusive,” he said.

There are 240 million children living with disabilities in the world; half of them are out of school, many are invisible, hidden by their families and abandoned by their governments. If you want to support, head to www.unicefusa.org or disabilityin.org/ to learn more.

Taco Bell Blog

At 16 years old, Mauricio began venturing off to the city away from his small town on the lookout for a job. Mauricio remembers that this was the age that young Costa Ricans began their adventure to find their own path for the future. After a long search, he found the job he was looking for: Taco Bell. By the time he decided to apply for the Taco Bell position, the Brand had only been established for about a year in Costa Rica. Now, 33 years later, he is a General Manager for Costa Rica and Panama. Mauricio had no idea that applying for that role was going to make such an incredible impact on his career, life, and community.

Throughout his time at Taco Bell, he met his wife through a co-worker, which led them to be the first couple to have a wedding ceremony at the Costa Rica Taco Bell. He and his wife went on to have two children, one of which is deaf – his name is Esteban. When the time came for Mauricio’s son Esteban to go to a high school, he and his family were running into challenges looking for a high school that could cater to their son’s needs.

During his search, he met with his son’s Program Coordinator. She asked him if his business had opportunities for people with disabilities. Mauricio responded that the restaurant business is all about speed, etc. and that’s why he doesn’t have anyone on his team with disabilities. And that’s when she said, “Your response is why my students are unable to find a job.” That’s when it hit him; he finally came face-to-face with the fact that his son was going to be entering a world that excluded him. That’s when he decided to offer three individuals with disabilities a job at his restaurant. And it didn’t take him long to realize that their determination and hard work were like nothing he’d ever seen.

The challenge of not finding an opportunity for his son to attend a high school opened his eyes to the challenges that a lot of people with disabilities face each day. That shift in perspective and the experience he had with his new hires led him to work with his franchisee, Jose Pacheco, to start their own program: Inclusion Sin Limites (Inclusion without Limits), which has now been around for over 13 years. It provides jobs within their restaurants to those with physical, cognitive, or hearing disabilities, allowing them to integrate into society like any other person. Today, 10% of their Team Members have some sort of disability and their goal is to reach 15% by end of 2023.

“The community has embraced this program and the media in Costa Rica sees Taco Bell as a leading example in their country to provide opportunities,” Mauricio said. “… families that have someone with disabilities tend to fall into poverty, because of the lack of resources. I strongly believe that these types of programs help address our poverty percentage. And I believe that the reason why this program has succeeded was that it did not start as a social movement, but as a teachable moment to show others that people with disabilities were just like the rest of us.”

His passion for this work helped set a movement to address inclusiveness in the food industry throughout his country. Over the course of these 13+ years, Mauricio has helped countless individuals have a fair opportunity and hopes that everyone has a chance at a better life.

“We should all question if our jobs will be ready to accept us [if we ever got a physical, cognitive, or hearing disability]. If not, then you should be wondering what you can do to make your workplace inclusive,” he said.

There are 240 million children living with disabilities in the world; half of them are out of school, many are invisible, hidden by their families and abandoned by their governments. If you want to support, head to www.unicefusa.org or disabilityin.org/ to learn more.

Originally published on TriplePundit

Offshore wind energy is relatively new to the U.S., with the first offshore turbines coming online less than 10 years ago. As with any new industry, its impact on the national economy has yet to take shape, but signs of activity are already beginning to stir.

A look at the current landscape indicates offshore wind will exercise a strong and sustainable influence over business growth and job creation in the U.S. in the years to come, while also helping to shepherd the global economy into a more sustainable energy profile.

Vast opportunities in the U.S. offshore wind industry 

Compared to land-based wind farms, it may seem difficult, cumbersome and expensive at first glance to send wind turbines out to sea. However, there are several significant advantages. Wind speeds are stronger and more efficient on the open ocean, larger areas are available for development, and offshore wind farms can serve high-population coastal cities where land for renewable energy development is scarce. In addition, the massive wind turbines of today can be shipped from a port-side manufacturing facility to the offshore site without encountering tunnels, bridges and other onshore obstacles.

The coastal waters of the contiguous U.S. are rich in offshore wind opportunities. According to an assessment by the U.S. Department of Energy, 1.5 terawatts – 1,500 gigawatts — of offshore wind energy are technically available for development with conventional, fixed-bottom wind turbines. New floating turbine technology has opened up an additional 2.8 terawatts in waters that are too deep for conventional turbines.

The U.S. offshore wind industry is gearing up

In other parts of the world, the offshore wind industry is already well underway — and accelerating. In Europe, for example, Denmark installed the first offshore turbines in 1991. It took 30 years for Europe’s total offshore capacity to reach 14.6 gigawatts in 2021. The EU is targeting another 45 gigawatts of offshore capacity in less than 10 years and 300 gigawatts by 2050.

In the U.S., the nation’s first commercially operating offshore wind farm is the Block Island wind farm off the coast of Rhode Island. It came online in 2016 with just five turbines and a total capacity of 30 megawatts.

Seven years later, Block Island still remains the nation’s only commercially operating wind farm, but not for long.

A new, streamlined offshore wind area leasing process and more vigorous support from public policymakers has finally opened up the U.S. market and set the stage for a new burst of economic activity.

Helping to accelerate the U.S. offshore wind industry are legacy maritime firms like Crowley, which have the experience and knowledge base to take a new maritime industry under their wing by leveraging supply chain capabilities and the nation’s substantial port-side infrastructure opportunities.

Massachusetts, for example, has set a goal of 5.6 gigawatts in offshore wind capacity by 2030. The state enlisted Crowley to provide terminal operations and other support for the new Salem Offshore Wind Terminal, which is nearing the construction phase.

In an interesting twist on the decarbonization story, the terminal site once housed a 750-megawatt coal and oil power plant. The plant was shut down in 2014, and part of the site now houses a gas power plant.

Crowley is tasked with designing, constructing and providing operational logistics services for wind developers serving projects for Massachusetts and other New England states. That includes vessels, onsite logistics and broader supply chain management, as well as maintenance support once the turbines are operational.

Along with supplying clean energy, the New England states’ push toward offshore wind is set to create an infusion of new jobs in wind, maritime and related industry.

“We see the need for mariners, stevedores, logisticians and technicians — roles and careers that will add value to the supply chain and wind industries and also benefit the communities’ economies,” said Bob Karl, senior vice president and general manager of Crowley Wind Services. “In addition, the project will support workforce in the construction phase beginning late 2023-2024.”

In support of wind industry employment, Crowley also partnered with the Massachusetts Maritime Academy in a first-of-its-kind training and workforce development program tailored to the New England offshore wind energy industry.

Meeting the floating offshore wind challenge

The waters of the Atlantic coast are relatively shallow, making them ideal for fixed-bottom wind turbines. The Pacific coast is deeper, requiring new floating wind technology. Crowley is also pursuing opportunities there, as California works toward a statewide goal of at least 5 gigawatts in offshore wind energy by 2030.

Planners anticipate the waters off Humboldt Bay in Northern California can provide 1.6 gigawatts of that amount. Crowley’s Wind Services business unit is developing a new marine terminal there to service the region’s floating offshore wind sector.

“Services there will support tenants in the manufacturing, installation and operation of offshore wind floating platforms, use of large heavy cargo vessels, and providing crewing and marshaling services in the Pacific waters,” according to the company.

Floating wind technology is relatively nascent, but there is a strong overlap with traditional maritime services. The key functions are heavy lift capabilities and other supportive operations that are well within its skill set, Karl said.

“Crowley has decades of experience supporting the energy industry, and the assets and services we have operated in the past — tugs and barges, terminals, marine engineering — can help develop, build and sustain wind installations on the U.S. East, West and Gulf Coasts,” he told us.

“Crowley has been supporting large assets and equipment installations, as well as providing supply chain services that has helped the energy sector in the past, and these capabilities are applicable now,” he continued. “The use of our supply chain management experience, asset support for offshore projects and history of operating terminals is a natural fit for supporting renewable energy in offshore wind.”

Economic development and decarbonization, too

Crowley includes itself in the trend toward decarbonization, with an eye on its full value chain as well as its own operations. The company aims to achieve net zero greenhouse gas emissions across the value chain by 2050 and published its second annual sustainability report detailing its decarbonization efforts this summer.

The reports highlighted Crowley’s first-of-its-kind electric tugboat, the use of liquified natural gas instead of conventional maritime fuel, and the recent endowment of the Crowley Center for Transportation and Logistics as an innovation hub at the University of Florida’s Coggin College of Business in Jacksonville.

Crowley added to its innovation roster last year in a joint venture with the shipbuilding firm ESVAGT, which has pioneered the use of purpose-built, specialized service operations vessels (SOVs) for offshore wind construction personnel. The venture is building a new SOV for coastal Virginia wind installations.

Follow the money to a new Industrial Revolution

Crowley expects construction at the Salem facility to begin later this year., and the company has established an office in California to oversee the terminal development at Humboldt Bay. In Louisiana, the company has the right of first refusal to develop and operate a wind terminal at Port Fourchon.

“We are also building out more engineering, procurement and construction capabilities for project management so energy companies can leverage end-to-end, turnkey services as the nascent wind industry in the U.S. takes off,” Karl said.

Despite opposition by some fossil energy interests and other stakeholders, the U.S. offshore wind industry has the potential to lead a 21st-century Industrial Revolution. Progress will continue to accelerate if public policy in support of decarbonization continues to gather force.

“Crowley is committed to reaching net-zero emissions across all our scopes, not just our operations but our full value chain including our suppliers and partners,” Karl said. “Not only is clean, renewable energy from wind consistent with Crowley’s commitment to reaching net-zero, it helps our communities, and the people there enjoy a more sustainable future.”

This article series is sponsored by Crowley and produced by the TriplePundit editorial team.

Images courtesy of Crowley

Originally published on TriplePundit

Offshore wind energy is relatively new to the U.S., with the first offshore turbines coming online less than 10 years ago. As with any new industry, its impact on the national economy has yet to take shape, but signs of activity are already beginning to stir.

A look at the current landscape indicates offshore wind will exercise a strong and sustainable influence over business growth and job creation in the U.S. in the years to come, while also helping to shepherd the global economy into a more sustainable energy profile.

Vast opportunities in the U.S. offshore wind industry 

Compared to land-based wind farms, it may seem difficult, cumbersome and expensive at first glance to send wind turbines out to sea. However, there are several significant advantages. Wind speeds are stronger and more efficient on the open ocean, larger areas are available for development, and offshore wind farms can serve high-population coastal cities where land for renewable energy development is scarce. In addition, the massive wind turbines of today can be shipped from a port-side manufacturing facility to the offshore site without encountering tunnels, bridges and other onshore obstacles.

The coastal waters of the contiguous U.S. are rich in offshore wind opportunities. According to an assessment by the U.S. Department of Energy, 1.5 terawatts – 1,500 gigawatts — of offshore wind energy are technically available for development with conventional, fixed-bottom wind turbines. New floating turbine technology has opened up an additional 2.8 terawatts in waters that are too deep for conventional turbines.

The U.S. offshore wind industry is gearing up

In other parts of the world, the offshore wind industry is already well underway — and accelerating. In Europe, for example, Denmark installed the first offshore turbines in 1991. It took 30 years for Europe’s total offshore capacity to reach 14.6 gigawatts in 2021. The EU is targeting another 45 gigawatts of offshore capacity in less than 10 years and 300 gigawatts by 2050.

In the U.S., the nation’s first commercially operating offshore wind farm is the Block Island wind farm off the coast of Rhode Island. It came online in 2016 with just five turbines and a total capacity of 30 megawatts.

Seven years later, Block Island still remains the nation’s only commercially operating wind farm, but not for long.

A new, streamlined offshore wind area leasing process and more vigorous support from public policymakers has finally opened up the U.S. market and set the stage for a new burst of economic activity.

Helping to accelerate the U.S. offshore wind industry are legacy maritime firms like Crowley, which have the experience and knowledge base to take a new maritime industry under their wing by leveraging supply chain capabilities and the nation’s substantial port-side infrastructure opportunities.

Massachusetts, for example, has set a goal of 5.6 gigawatts in offshore wind capacity by 2030. The state enlisted Crowley to provide terminal operations and other support for the new Salem Offshore Wind Terminal, which is nearing the construction phase.

In an interesting twist on the decarbonization story, the terminal site once housed a 750-megawatt coal and oil power plant. The plant was shut down in 2014, and part of the site now houses a gas power plant.

Crowley is tasked with designing, constructing and providing operational logistics services for wind developers serving projects for Massachusetts and other New England states. That includes vessels, onsite logistics and broader supply chain management, as well as maintenance support once the turbines are operational.

Along with supplying clean energy, the New England states’ push toward offshore wind is set to create an infusion of new jobs in wind, maritime and related industry.

“We see the need for mariners, stevedores, logisticians and technicians — roles and careers that will add value to the supply chain and wind industries and also benefit the communities’ economies,” said Bob Karl, senior vice president and general manager of Crowley Wind Services. “In addition, the project will support workforce in the construction phase beginning late 2023-2024.”

In support of wind industry employment, Crowley also partnered with the Massachusetts Maritime Academy in a first-of-its-kind training and workforce development program tailored to the New England offshore wind energy industry.

Meeting the floating offshore wind challenge

The waters of the Atlantic coast are relatively shallow, making them ideal for fixed-bottom wind turbines. The Pacific coast is deeper, requiring new floating wind technology. Crowley is also pursuing opportunities there, as California works toward a statewide goal of at least 5 gigawatts in offshore wind energy by 2030.

Planners anticipate the waters off Humboldt Bay in Northern California can provide 1.6 gigawatts of that amount. Crowley’s Wind Services business unit is developing a new marine terminal there to service the region’s floating offshore wind sector.

“Services there will support tenants in the manufacturing, installation and operation of offshore wind floating platforms, use of large heavy cargo vessels, and providing crewing and marshaling services in the Pacific waters,” according to the company.

Floating wind technology is relatively nascent, but there is a strong overlap with traditional maritime services. The key functions are heavy lift capabilities and other supportive operations that are well within its skill set, Karl said.

“Crowley has decades of experience supporting the energy industry, and the assets and services we have operated in the past — tugs and barges, terminals, marine engineering — can help develop, build and sustain wind installations on the U.S. East, West and Gulf Coasts,” he told us.

“Crowley has been supporting large assets and equipment installations, as well as providing supply chain services that has helped the energy sector in the past, and these capabilities are applicable now,” he continued. “The use of our supply chain management experience, asset support for offshore projects and history of operating terminals is a natural fit for supporting renewable energy in offshore wind.”

Economic development and decarbonization, too

Crowley includes itself in the trend toward decarbonization, with an eye on its full value chain as well as its own operations. The company aims to achieve net zero greenhouse gas emissions across the value chain by 2050 and published its second annual sustainability report detailing its decarbonization efforts this summer.

The reports highlighted Crowley’s first-of-its-kind electric tugboat, the use of liquified natural gas instead of conventional maritime fuel, and the recent endowment of the Crowley Center for Transportation and Logistics as an innovation hub at the University of Florida’s Coggin College of Business in Jacksonville.

Crowley added to its innovation roster last year in a joint venture with the shipbuilding firm ESVAGT, which has pioneered the use of purpose-built, specialized service operations vessels (SOVs) for offshore wind construction personnel. The venture is building a new SOV for coastal Virginia wind installations.

Follow the money to a new Industrial Revolution

Crowley expects construction at the Salem facility to begin later this year., and the company has established an office in California to oversee the terminal development at Humboldt Bay. In Louisiana, the company has the right of first refusal to develop and operate a wind terminal at Port Fourchon.

“We are also building out more engineering, procurement and construction capabilities for project management so energy companies can leverage end-to-end, turnkey services as the nascent wind industry in the U.S. takes off,” Karl said.

Despite opposition by some fossil energy interests and other stakeholders, the U.S. offshore wind industry has the potential to lead a 21st-century Industrial Revolution. Progress will continue to accelerate if public policy in support of decarbonization continues to gather force.

“Crowley is committed to reaching net-zero emissions across all our scopes, not just our operations but our full value chain including our suppliers and partners,” Karl said. “Not only is clean, renewable energy from wind consistent with Crowley’s commitment to reaching net-zero, it helps our communities, and the people there enjoy a more sustainable future.”

This article series is sponsored by Crowley and produced by the TriplePundit editorial team.

Images courtesy of Crowley

Southern Company

Southern Company announced that its system is delivering 100% renewable energy for the TOUR Championship for the second consecutive year.

For the PGA TOUR’s season finale, which returns to Atlanta and historic East Lake Golf Club, August 23-27, 2023, and crowns the season’s FedExCup champion, Southern Company and its subsidiaries Georgia Power and Southern Company Gas collaborated closely with the TOUR Championship to drive sustainability measures on and off the golf course.

“It is really exciting to deliver 100% renewable energy for the TOUR Championship for the second straight year,” said Southern Company President & CEO Chris Womack. “This initiative reflects the continued commitment to clean energy by Southern Company and its subsidiaries.”

Southern Company’s custom, sustainable solution includes:

500,000-kilowatt hours of renewable energy credits to avoid emissions generated from fossil fuel-based electricity used on courseRenewable natural gas (RNG) to avoid emissions from the clubhouse’s natural gas appliances by integrating environmental credits from carbon neutral RNG captured from landfillsZero-emission, Moxion battery energy storage in Southern Company’s fan area, the SO Cool Zone and select hospitality areas90% of golf carts are electric11,000 gallons of renewable diesel (R99) replacing traditional dieselBattery-powered and solar-powered cell phone charging stations for fan use on courseElectric Vehicle chargers in the East Lake Golf Club parking lot for player and patron useRenewable and recyclable materials in Southern Company’s Good Energy Pavilion fan experience

New this year, Southern Company has partnered with Moxion to provide zero emission battery energy storage in the SO Cool Zone and select hospitality areas.

“Together with Southern Company and its subsidiaries, Moxion is helping to provide 100% renewable energy at the 2023 TOUR Championship,” said Paul Huelskamp, CEO at Moxion. “Our mobile batteries reduce emissions and noise pollution, improving the experience for fans and players and setting a new standard for hospitality operations in the live events industry. This partnership is a perfect blend of progress and tradition, paving the way for a more sustainable future for sports fans everywhere.”

In alignment with Southern Company’s stated goal of achieving net zero emissions across its electric and natural gas operations by 2050, the company reduced its system’s greenhouse gas (GHG) emissions by 46% in 2022 relative to 2007 levels, and expects to consistently achieve GHG reductions of greater than 50% as early as 2025, a full five years earlier than its interim goal. The net zero goal includes direct GHG emissions across the company’s electric and natural gas businesses.

Since 1999, Southern Company has been the Official Energy Company of the PGA TOUR. Southern Company is now in its eighth year as a Proud Partner of the TOUR Championship and recently renewed its relationship with the tournament through 2027. Southern Company remains alongside The Coca-Cola Company and Accenture as the Proud Partners of the TOUR Championship.

Southern Company is committed to providing clean and resilient energy solutions that connect communities, businesses and future generations to opportunity and growth.

For more information, please visit Southern Company | Golf.

Southern Company

Southern Company announced that its system is delivering 100% renewable energy for the TOUR Championship for the second consecutive year.

For the PGA TOUR’s season finale, which returns to Atlanta and historic East Lake Golf Club, August 23-27, 2023, and crowns the season’s FedExCup champion, Southern Company and its subsidiaries Georgia Power and Southern Company Gas collaborated closely with the TOUR Championship to drive sustainability measures on and off the golf course.

“It is really exciting to deliver 100% renewable energy for the TOUR Championship for the second straight year,” said Southern Company President & CEO Chris Womack. “This initiative reflects the continued commitment to clean energy by Southern Company and its subsidiaries.”

Southern Company’s custom, sustainable solution includes:

500,000-kilowatt hours of renewable energy credits to avoid emissions generated from fossil fuel-based electricity used on courseRenewable natural gas (RNG) to avoid emissions from the clubhouse’s natural gas appliances by integrating environmental credits from carbon neutral RNG captured from landfillsZero-emission, Moxion battery energy storage in Southern Company’s fan area, the SO Cool Zone and select hospitality areas90% of golf carts are electric11,000 gallons of renewable diesel (R99) replacing traditional dieselBattery-powered and solar-powered cell phone charging stations for fan use on courseElectric Vehicle chargers in the East Lake Golf Club parking lot for player and patron useRenewable and recyclable materials in Southern Company’s Good Energy Pavilion fan experience

New this year, Southern Company has partnered with Moxion to provide zero emission battery energy storage in the SO Cool Zone and select hospitality areas.

“Together with Southern Company and its subsidiaries, Moxion is helping to provide 100% renewable energy at the 2023 TOUR Championship,” said Paul Huelskamp, CEO at Moxion. “Our mobile batteries reduce emissions and noise pollution, improving the experience for fans and players and setting a new standard for hospitality operations in the live events industry. This partnership is a perfect blend of progress and tradition, paving the way for a more sustainable future for sports fans everywhere.”

In alignment with Southern Company’s stated goal of achieving net zero emissions across its electric and natural gas operations by 2050, the company reduced its system’s greenhouse gas (GHG) emissions by 46% in 2022 relative to 2007 levels, and expects to consistently achieve GHG reductions of greater than 50% as early as 2025, a full five years earlier than its interim goal. The net zero goal includes direct GHG emissions across the company’s electric and natural gas businesses.

Since 1999, Southern Company has been the Official Energy Company of the PGA TOUR. Southern Company is now in its eighth year as a Proud Partner of the TOUR Championship and recently renewed its relationship with the tournament through 2027. Southern Company remains alongside The Coca-Cola Company and Accenture as the Proud Partners of the TOUR Championship.

Southern Company is committed to providing clean and resilient energy solutions that connect communities, businesses and future generations to opportunity and growth.

For more information, please visit Southern Company | Golf.

From designer fashion to sports equipment, the resale market is experiencing a renaissance like never before. In fact, the resale market has grown so exponentially that it is projected to reach $77 billion within the next few years.

This is a big victory for sustainability, especially given the carbon footprint of the fashion industry. Keeping a t-shirt or pair of shoes in circulation longer is one of the greatest ways to counteract the impacts of fast fashion.

With this rise in resale, there is a golden opportunity for the brands behind the products to get involved. This idea led Adam Siegel, now CEO, to co-found Recurate. Recurate is a platform that empowers clothing brands to embrace the circular economy through the potential of resale, offering tools to allow customers to buy resale and secondhand products seamlessly. By facilitating the transition to a circular business model, Recurate not only helps brands make a positive impact on the planet but also opens up new revenue streams and enhances their brand image in an increasingly conscious marketplace.

Listen for insights on:

The consumer data supporting the resale model for individuals and brandsHow to help consumers balance their desires for sustainability, convenience, and price — and how Recurate satisfies all threeRecurate’s vision for a fully integrated resale experienceWays you can buy and sell through Recurate’s brands — and how to become one!

From designer fashion to sports equipment, the resale market is experiencing a renaissance like never before. In fact, the resale market has grown so exponentially that it is projected to reach $77 billion within the next few years.

This is a big victory for sustainability, especially given the carbon footprint of the fashion industry. Keeping a t-shirt or pair of shoes in circulation longer is one of the greatest ways to counteract the impacts of fast fashion.

With this rise in resale, there is a golden opportunity for the brands behind the products to get involved. This idea led Adam Siegel, now CEO, to co-found Recurate. Recurate is a platform that empowers clothing brands to embrace the circular economy through the potential of resale, offering tools to allow customers to buy resale and secondhand products seamlessly. By facilitating the transition to a circular business model, Recurate not only helps brands make a positive impact on the planet but also opens up new revenue streams and enhances their brand image in an increasingly conscious marketplace.

Listen for insights on:

The consumer data supporting the resale model for individuals and brandsHow to help consumers balance their desires for sustainability, convenience, and price — and how Recurate satisfies all threeRecurate’s vision for a fully integrated resale experienceWays you can buy and sell through Recurate’s brands — and how to become one!

Originally published on Nielsen Insights

For audience measurement to be accurate, it must be inclusive. And inclusive audience measurement has never been harder to achieve, or more important to get right. Nielsen’s Chief Diversity Officer Sandra Sims-Williams and Chief Product Officer Deirdre Thomas sat down to discuss DE&I’s crucial impact on audience measurement, both at Nielsen and across the media industry.

Nielsen’s brand purpose is “Powering a better media future for all people.” How does Nielsen prioritize that as a company, and what tangible impact does that have on the media industry and world at large?

Sandra Sims-Williams: When we operate in a culture that is diverse and inclusive, innovation flourishes, our clients win and employees bring the best that Nielsen can offer to the communities we measure.

The rest of the media industry is coming around to the need for greater equity—just look at the writers’ strike, the actors’ strike, the growth of women’s sports. At Cannes Lions, the big narrative was the need to drive inclusion in media, both in terms of access and representation. There is no longer a general market. We have to use creativity, innovation and technology to embrace diverse audiences and their unique experiences.

How has Nielsen evolved as a company to prioritize its commitment to data accuracy and excellence in the face of change and disruption? 

Deirdre Thomas: Everything we do is in service of delivering accurate, equitable, unbiased and reliable media measurement that works for everyone, and measures everybody, everywhere. We use big data validated by large persons-level panels to accurately and objectively track and report the viewing habits of everyone.

One of Nielsen’s core values is inclusion. How does that influence business decisions and the way the entire company operates? How is Nielsen driving real change, both internally and externally?

Sandra Sims-Williams: Measurement is key: Leaders must be held to KPIs and be accountable, and we have public 2024 DE&I goals about representation in our workforce and our sourceable spend with U.S. diverse businesses that we include in our annual ESG report. Nielsen is activating DE&I in the way only our business can. We help our clients develop a unique connection between our DE&I insights and how their business can grow by spotlighting diverse audiences, content and communities.

No one expected a global pandemic in the winter of 2019/2020. How has the company updated its products and methodologies since then to be truly resilient and representative? 

Deirdre Thomas: We’re constantly innovating to adapt to changes in consumer behavior and industry needs. We made several changes in reaction to the pandemic. The first is that we turbocharged our measurement of streaming ads and content to reflect the explosion of streaming consumption during the pandemic. We expanded our coverage — for example, enabling measurement of ads on Netflix, and measuring Thursday Night Football on Amazon Prime — as well as enhanced the functionality of our streaming measurement product. We’ve also built a strong identity system and enabled advanced audience measurement across streaming, digital and linear platforms in our Nielsen ONE Ads product.

Sandra Sims-Williams: Through thought leadership we are also surfacing Nielsen’s products and solutions that measure diverse content. It’s not just how much representation is seen, the narratives that are being told is just as critical.

Nielsen is celebrating its 100-year anniversary this year. Looking ahead to Nielsen’s second century in business, what changes in media industry representation do you anticipate? 

Sandra Sims-Williams: Underrepresented voices are being seen and heard. The centers of influence across advertising, entertainment and storytelling are expanding to be much more global and diverse. Media platforms are evolving so rapidly, enabling direct connections to audiences and increasing the power of creators through personal, direct influence. Authentic connection and conversations—that’s what audiences want, and that demand is growing.

Today it’s multicultural marketing; tomorrow our industry must embrace that growing demand from diverse audiences and create space for unique, diverse voices. If you don’t have a strategy to do that, you don’t have a growth strategy.

What do you think will be the next major disruption for audience representation and data accuracy?

Deirdre Thomas: Privacy will continue to be of the utmost importance to consumers and thus to agencies, advertisers, publishers and measurement providers. This disruption is already well underway but absolutely will continue, and the whole industry will need to adapt to consumer preferences and privacy legislation. While people are excited about all the content that’s now accessible at their fingertips, they are also increasingly wary about exchanging their personal data for that content. At Nielsen, privacy has always been and will always be at the center of our business. When we are entrusted with audience data— whether through our panels or our clients’ first-party data—we tightly safeguard personally identifiable information. Our clean room strategy, identity system, and deep relationships with our panelists are critical elements of our privacy strategy and key enablers of our ability to measure ALL people accurately in a privacy-first world.

To learn more about Nielsen’s diversity, equity and inclusion commitments, along with other ways we work to operate responsibly and sustainably, read our 2023 ESG report.