Tag: 3BL

Unless you’ve been living under a rock, you know that artificial intelligence is poised to either revolutionize or scorch the earth of the communications industry, depending on who you ask. Want to wrap your mind around its power and potential? Don’t miss our next Impact Council with Dr. Lisa Costa, cyber and AI expert with the United States Space Force, and Robert Scales, educator and author of “A Beginner’s Guide to ChatGPT”.

Together, we’ll 

Deepen your understanding of chatGPTLearn how to embrace an AI-powered futureLearn why CEOs are not always advised to do company interviews anymoreUnderstand how deep fakes are impacting not only high-profile individuals, but average folks, tooAnalyze the disinformation and misinformation of two popular campaignsExplore the future industries that will emerge to protect us from the threats to come with all of the above

What else would you like to learn in this session? Email your request to hello@impactrelations.org.

Register to secure your spot via this link.

About Lisa Costa 

Dr. Costa, a member of the Senior Executive Service, is the first permanent Chief Technology and Innovation Officer (CTIO) of the United States Space Force. In this role, she is charged with unlocking and harnessing innovation to leverage increased speed and advantage. In addition to an extensive background in intelligence and national defense, she is an expert in ubiquitous technical surveillance and tradecraft.

About Robert Scales 

With a rich background in education and training spanning more than two decades, Robert helps people leverage the power of technology to drive growth and success. In recent years, he’s delved deeper into the realm of AI, enrolling in courses on Machine Learning and AI Foundations to expand his knowledge and understanding of these groundbreaking technologies. His exploration of ChatGPT and GPT-4 has led him to share his insights and experiences through writing to inspire others to unlock their potential and transform their lives by embracing an AI-powered future.

Meet Your Moderators:

Kris Krüg is a digital pioneer, acclaimed photographer, creative technologist, author, and educator. Most recently, he has been hosting and facilitating workshops exploring the intersection of technology and art, with a focus on Midjourney & ChatGPT. These workshops are designed to empower artists, creators, and innovators with the knowledge and skills to harness the power of generative AI in their creative processes.

In her work as Founder and Chief Impact Strategist at Yulu PR, Melissa Orozco relishes the opportunity to help her clients approach complex issues unconventionally and creatively. She is a founding board member and advisor of the Impact Relations Institute.

As published in Qualcomm’s 2022 Corporate Responsibility Report

Our far-reaching DEI efforts have earned our Company prestigious external recognitions. Qualcomm is regularly named on many “best places to work” lists. In 2022, these awards included Forbes’ America’s Best Employers for Women and Best Employers for New Grads, Top 50 Employers for STEM Workforce Diversity Magazine, Disability: IN’s Best Places to Work for Disability Inclusion, Glassdoor’s Best Place to Work, America’s Best Large Employers and Human Rights Campaign’s Corporate Equality Index.

Every employee at our Company is responsible for supporting an inclusive, respectful and harassment-free, discrimination-free and retaliation-free work environment. We have a variety of initiatives and trainings to uphold these values as well as workplace DEI:

All U.S.-based employees are required to complete harassment prevention training at their time of hire and every two years thereafter. While harassment prevention training is a legal obligation, we have elected to create a live training session that goes above and beyond the minimum legal requirements and includes sections on the importance of civility and empathy in the workplace, subtle acts of exclusion and the impacts that they can have on minority groups.We also conduct mandatory training for new hires on DEI as part of the employee onboarding process and provide company-wide access to a library of online and in-person trainings on interpersonal topics, such as soliciting feedback, articulating your value, reducing team burnout, becoming an ally at work, building a diverse professional network and more.We continue to empower managers by providing training on topics such as unconscious bias and creating inclusive teams to help positively influence decision-making and people management. These concepts, which are woven into the foundation of our processes — including those related to promotion and annual reviews — support inclusive and equitable treatment amongst employees at all levels.We offer dynamic leadership development programs such as the Leadhership1® Program, BetterUp Coaching, Women Unlimited, Inc., Qualcomm’s SMART Mentorship and Qualcomm’s Mentoring Matters. These programs provide effective coaching and mentoring and, for optimal personal development, are often tailored specifically for the employee’s job level and reporting organization. They are highly sought after by employees who wish to participate in regular sessions, cohort group meetings and/or networking opportunities. Through participation in these programs, our employees can increase self-awareness and career ownership, and access tools to achieve their personal goals.

Collaborations with External Organizations

Our collaboration with organizations that champion diversity, equity and inclusion are vital to our success in providing additional resources, support and capacity-building to our employees. Highlights in 2022 include:

We continued to work with the National Center for Women & Information Technology (NCWIT) as an investment-level collaborator to promote opportunities for gender diversity in technology and computing. As part of this, we continued to participate in Technolochicas, a national initiative of NCWIT, and we announced our very own Technolochica. Technolochicas uses the powerful stories of Latinas from diverse backgrounds in technology fields to raise awareness among young Latinas and their families about opportunities and careers in technology. Our Technolochica will contribute to the initiative by helping to promote our Company’s commitment to hiring diverse candidates and will also serve as a role model for future generations of Latina technologists.We celebrated our fourth year of membership with Reboot Representation Tech Coalition, including our continued support for Reboot’s mission to close the gender gap for underrepresented women of color in tech. Reboot and its coalition company members seek to design solutions to include the most underrepresented communities to increase Black, LatinX and Native American women’s participation in technology and STEM. These solutions involve developing a pipeline from K-12 schools to colleges and graduate institutions, and to develop skills to prepare these young women for professions in tech. We also participated in Reboot’s inaugural mentorship program, which aimed to introduce Black, Latina and Native American women undergraduates in computing to role models who look like them.We continued to be an Inclusion Works Partner with Disability:IN, the leading nonprofit resource for business disability inclusion worldwide. Our collaboration includes participating in speaking engagements for global audiences and implementing recommended best practices across our workplace. In 2022, our CEO signed Disability:IN’s CEO Letter on Disability Inclusion, to continue advancing equality and inclusion and to serve as a positive example for disability inclusion for CEOs and organizations globally. We were also recognized as a Disability Equality Index® Top Scorer and Best Place to Work for Disability Inclusion for the eighth consecutive year.We held the Racial Justice Giving Initiative (RJGI) as part of our ongoing effort to collaborate with our employees to support racial justice in the United States. Through the RJGI, employees nominate nonprofit organizations that are working to drive systemic change in racial justice and equity. The RJGI Committee then evaluates the nominations based on pre-determined criteria and selects organizations to participate. Beyond awarding funding from the Qualcomm Foundation and the DEI team, the initiative culminates in a TED Talk-style event for all employees during which the selected organizations share presentations about their work. In 2022, the recipients of the RJGI were ACLU Foundation of San Diego & Imperial Counties; Center for Effective Public Policy; Creating Coding Careers; Friends in Need Children’s Center, Inc.; Front Porch Arts Collective of Boston; Girls Inc. of San Diego County; Greater Than Tech; La Maestra Family Clinic, Inc.; Motus Theatre; and RISE San Diego.

Learn more in Qualcomm’s 2022 Corporate Responsibility Report

The rates of Indigenous students attending and completing post-secondary education have been rising in Canada over the past decade, thanks to meaningful reconciliation actions by schools, organizations, businesses and government.

But another shortfall in efforts to close the gap between Indigenous and non-Indigenous students has arisen: according to a report by the Assembly of First Nations, the majority of Indigenous students enrol in the trades, leaving Indigenous people under-represented in fields such as business and STEM (science, technology, engineering and math).

It’s a narrative a new not-for-profit from Edmonton, AB intends to change.

Established in 2021, New Buffalo Education Circle is creating student-led chapters at post-secondary institutions to support Indigenous students in their field of study.

“The idea is to provide a sense of community with like-minded individuals . . . to bring them together and give them that feeling of community, that they’re doing this together,” explains Joshua Letendre, the organization’s first executive director, who was appointed in the fall of 2022.

A member of the Métis Nation of Alberta, Letendre recalls his own experience studying business at the post-secondary level.

“When I did my undergrad, they had a great Indigenous space for people to come together, but they didn’t have anything specific to business. I graduated not knowing of any other Indigenous business students,” he recalls.

Come September, the fledgling non-profit will be operating at three Edmonton-area post-secondary institutions—and more to follow—with chapters set up for business and STEM students. Eventually, New Buffalo intends to expand across Alberta and into other provinces.

Seed funding for New Buffalo’s important mission came from Enbridge. As the founding sponsor, we awarded the organization a Fueling Futures grant of $50,000 over two years to support its work in improving lives and communities through education.

The grant aligns with Enbridge’s Indigenous Reconciliation Action Plan, which outlines our commitments to reconciliation through six pillars of focus, each one developed collaboratively with Indigenous individuals and groups.

New Buffalo’s work fits within the IRAP pillar focused on employment and education in which we commit to developing the skills of Indigenous people at all levels. Some day in the near future, graduates from New Buffalo chapters will complete the circle: those who launch their careers in the energy industry will strengthen our field and perhaps choose Enbridge as the place to build their careers. We look forward to welcoming them.

New Buffalo recognizes that attracting students to underrepresented fields will take years. They intend to expand programming into elementary and high schools to meet with young students and plant the seeds of business and STEM education before they decide what field to pursue.

“How do we get more Indigenous people in the business community? By providing a pathway,” Letendre says. “We want to make sure we have a really good relationship with the communities, so students feel that they can come to us, ask us for support, and we can help them pursue post-secondary and higher education.”

Providing a sense of community and belonging for Indigenous students is essential to the success of the individuals.

Showing students they are not alone, that others have walked this same path, will help “learners to see that this is possible. Somebody else has done it and made it a successful path,” Letendre says.

He adds, “We want to move the needle for Indigenous people and Indigenous communities, and the response is education.”

To donate or further support New Buffalo Education Circle, donate here or reach out to Letendre at jletendre@newbuffalo.ca

Originally published by TODAY.com

Jerry Harvey, Jazmine McGough, Ashley Harris and Holly Campbell, all teachers at Wynne High School, were put to the test when a deadly tornado tore through and destroyed their school. TODAY’s Al Roker lends a helping hand with a surprise and celebration. (Sponsored by Subaru)

Continue reading and watch video here

Originally published in Dow’s 2022 INtersections Progress Report

As one of the largest materials science companies in the world, Dow depends on a steady supply of fresh water to create the products that are essential for everyday life and human progress. We strive to use our technology, expertise and partnerships to help conserve and promote regenerative water use, protect watersheds and create a future where clean water is abundant and available to all.

OUR APPROACH 

To date, we have focused our efforts on reducing freshwater intake intensity by 20% by 2025 at six key water-stressed sites. 2022 was a challenging year, with droughts occurring at three of our key water-stressed sites – Terneuzen, the Netherlands, and Freeport and Seadrift, both in Texas. Droughts not only impact water availability but also water quality, which in turn increases water demand. See GRI 3-3 Management approach – Water Stewardship for more information. We continue to engage with customers, communities and other stakeholders to improve water quality and access in our key watersheds. In 2023, we are broadening our water stewardship ambition and actions to include our supply chain and product innovation:

Operations Implementing most-effective technology beyond complianceSupply Chain Working across the supply chain to reduce water used in key watershedsInnovation Incorporating water considerations into R&D portfolio and investing in key technology research

2022 Actions 

Implementing projects to increase water circularity and improve water quality. Through the AquaSpice project, we are partnering to reduce our freshwater intake intensity at two water-stressed sites – Böhlen, Germany, and Terneuzen, the Netherlands – by enhancing the recycle of various process water streams and using smart monitoring on raw water, discharge and recycle streams to improve water management.Collaborating with customers to drive innovation and implement water-saving technologies. In 2022, we received an R&D 100 Award and Edison Award for our Multi-Functional Sorbent Technology (MUST) in collaboration with the U.S. Department of Energy’s National Energy Technology Laboratory. MUST is a suite of sorbents that offers a practical, affordable and more sustainable approach to removing heavy-metal contaminants from waterways and manufacturing processes.Developing key partnerships to address community freshwater needs. We recently launched a new partnership with Water.org to help provide lasting access to reliable, safe water and sanitation through affordable financing in Mexico. Our funding also will support areas facing high water scarcity with solutions such as rainwater harvesting.Investing in projects that reduce our financial risk tied to water. We have initiated a project to explore expanding our reservoir capacity, servicing our largest manufacturing site in Freeport, Texas. This site sits along the banks of the Brazos River, a seasonally stressed watershed. The project’s capability for storage and rainwater capture would increase the reliable water supply of the Brazos River by approximately 80,000 acre-feet per year, or roughly 7%, and the reliable surface water supply of the state of Texas by 1.2%. The project is intended to create positive environmental and social impacts by capturing water in times of excess and by enabling improved water supply reliability for eight municipalities and the populations they serve.

Collaborating to Conserve the World’s Freshwater Resources 

As a founding member of the Water Resilience Coalition (WRC) under the U.N. Global Compact, Dow is working collaboratively with other corporations and organizations such as the World Resources Institute, The Nature Conservancy (TNC) and Water.org to enhance water stewardship management at the watershed level. By sharing knowledge and resources, coalition members seek to achieve greater impact in building the resilience of water-stressed basins around the world – prioritizing those that pose the greatest risk to local economies, industry and longterm economic prosperity. Through the WRC, Dow has pledged to accomplish three overarching commitments by 2050:

Net-positive water impact. Deliver measurable net-positive impact in waterstressed basins, focusing on the availability, quality and accessibility of freshwater resources. Net-positive water impact is defined as contributing more to basin health than what is taken from it.Water-resilient value chain. Develop, implement and enable water resilience practices across 100% of the company’s global value chain.Global leadership. Raise the ambition of water resilience through public and corporate outreach, as well as inspire other industry leaders to join the WRC. Currently, 2.2 billion people around the world are living in water-stressed areas, and the same is expected to be true of more than half the world’s population by 2050 if no action is taken.

“As the climate continues to change, the impacts on our shared freshwater resources are far-reaching,” said Dow Chair and CEO Jim Fitterling. “Businesses like Dow depend on having abundant fresh water to ensure the continued safe operation of our manufacturing facilities worldwide. We have both the responsibility and opportunity to collaborate with other sectors of society on solutions, combining our resources and efforts to ensure there are sustainable and resilient freshwater resources for all.”

Read more

August 24, 2023 /3BL/ – In honor of National Black Business Month, SkysTheLimit.org is proud to shine a spotlight on Ray’Chel Wilson, visionary Founder of Raise the Bar Investments, LLC and ForOurLastNames, who has harnessed her passion for financial empowerment to build not one, but two successful businesses that are changing lives and creating opportunities.

Ray’Chel’s journey is one of turning passion into action. Through her first business venture, Raise the Bar Investments, Ray’Chel has pioneered a financial education social enterprise that empowers minorities to bridge the racial and gender wealth gap. Inspired by her own financial achievements, including leveraging cryptocurrency profits to pay off her undergraduate student loans, Ray’Chel birthed Raise the Bar Investments. Her accolades include recognition as one of “Tulsa’s Emerging 100” entrepreneurs. Armed with a degree in Public Health from The Ohio State University, a CFEI certification through the National Financial Educators Council, and a Certificate in Women’s Entrepreneurship from Cornell University, Ray’Chel is a published author of the “Black Wealth Freedom” series.

Fueling her passion further, Ray’Chel founded ForOurLastNames, an empowering app that bridges education and investing. This dual-sided business model offers both a white-label software for financial institutions and a subscription-based app for individual investors. The app opens the doors to diverse investment opportunities, empowering users with knowledge and confidence for informed decision-making.

Ray’Chel’s journey was enriched by the guidance of her mentors, including Lauren Moore, Regina Musyl, and Tiffany Bogert. Mentors Lauren Moore, a Management Consultant at Accenture and Regina Musyl, Solution Architect at Accenture became advisory board members of Raise the Bar Investments and provide global insight for the ForOurLastNames app go-to-market strategy. Their input on the first ForOurLastNames pitch deck helped secure first place at the Build in Tulsa Female Founders Pitch Night competition, resulting in a 100% growth in the waitlist. These achievements are paving the way for successful beta tests of ForOurLastNames, and for a timely launch of the app. Tiffany Bogert, Technology Consultant at Accenture, evolved from mentor to co-founder and CTO of ForOurLastNames, contributing her global technology skills to the venture.

“All former and current Raise the Bar Investments mentors empowered us to not only receive our first $2,500 grant, which funded the Holistic Money Mindset: Mental Preparation for Abundance workbook, but also increase our ROI by 300% within months of the book release,” said Ray’Chel.

Ray’Chel’s journey, marked by accomplishments from securing grants to thriving sales, is a testament to her dedication and the support of her mentors. As her businesses continue to flourish, Ray’Chel’s vision of financial empowerment and generational wealth-building is set to impact millions through Raise the Bar Investments and ForOurLastNames.

Read more about Ray’Chel Wilson’s inspiring success story here.

Sky’s the Limit offers opportunities for traditionally marginalized entrepreneurs – typically those who identify as LGBTQIA+, BIPOC, women, veterans, disabled people, and people from low-income backgrounds – to connect with mentors to come together to foster, grow, and shape modern and future enterprise. The organization has also provided over $450,000 in startup grants and educated tens of thousands of diverse entrepreneurs.

For more information about partnerships and how to get involved, please visit skysthelimit.org/partnerships.

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About SkysTheLimit.org: SkysTheLimit.org is a digital platform that connects young, historically excluded entrepreneurs with one-on-one support from experienced business advisors and mentors, entrepreneurship training, and community-voted startup grants. SkysTheLimit.org is a 501(c)3 nonprofit.

We were thrilled to host Rise Against Hunger at our office this week for their Chicago Community Packing event in celebration of their 25th Anniversary. To mark this milestone, 300 dedicated volunteers gathered and packed 30,000 meals to bring nourishment and hope to people facing food insecurity, a testament to our shared commitment to alleviating hunger.

Learn more about our efforts to support food security in our 2022 Philanthropic Impact Report here.

Originally published in FedEx’s 2023 ESG Report

Facilities

We aim to continuously improve the sustainability, reduce the environmental impact, and increase the efficiency of our more than 5,000 air and ground hubs, local stations, freight service centers, and retail locations. We do this by sustained investment in energy management, renewable energy and storage, and waste minimization, among other initiatives.

While our energy demand is increasing to support EV deployment and charging infrastructure, we have increased our focus on facility energy management and off-site renewable energy procurement strategies to overcome this challenge. Our Energy SIT is developing a longterm roadmap to support our EV transition plan. This roadmap will support our goal of achieving carbon neutral operations by 2040 through its approach to Scope 2 emission reductions. We are taking a proactive approach to our energy requirements by looking across our operating companies, forecasting their energy needs, developing a renewable energy procurement strategy using various contracting models, and considering factors such as utility operating structures and local and federal regulations.

Energy management systems are essential to increasing efficiency at our facilities through monitoring, regulating, and optimizing our lighting, heating, ventilation, and air-conditioning equipment. We incorporate innovative energy efficiency specifications and explore on-site renewable energy generation options when designing new facilities. FedEx Office utilizes energy management systems and LED lighting at over 1,500 stores, decreasing energy usage by 40% since FY17. Across operating companies, our energy management systems saved over 225 million kilowatt hours of electricity in FY22.

In alignment with our carbon neutral operations goal, we invest in both on-site renewable energy generation and external procurement of renewable energy. Globally in FY22, we generated on- and off-site solar energy at 29 locations across our operating companies, and approximately 30% of FedEx Express Europe energy use was from renewable sources. FedEx Ground has 18 on-site and off-site solar installations. FedEx Freight has operated on-site solar installations in California since 2008. FedEx Office plans to have its first solar-powered store in 2023. FedEx Office typically has short-term leases for storefronts, making it difficult to generate on-site clean power or procure renewable energy through long-term power purchase agreements. This new structure will support property owners in installing a solar project and offering the benefits to commercial tenants, serving as a model for other stores.

FedEx Express operates a one-megawatt community solar system in Washington, D.C., and in May 2022 announced a special charitable arrangement to further spread the benefits of this project. We are allocating a portion of the electricity bill credits generated by the solar installation to the local non-profit SOME (So Others Might Eat), which provides services to individuals experiencing poverty and homelessness in the district.

The long-term health of our business is directly connected to the health of the planet and local communities. Each operating company has robust programs and policies to help mitigate adverse impacts on the local environment from facility operations and ensure compliance with applicable laws and regulations. To further drive our environmental sustainability progress, our CSO manages our enterprise-wide Environmental Management System and reviews performance annually. We consistently strive to enhance our environmental performance across our facilities. As of FY22, FedEx Express achieved the ISO 14001 environmental management system standard at 862 sites across 33 countries. Additionally, in February 2022, FedEx Express received ISO 14001 certification for all on-airport locations in the U.S.

We adopt the Leadership in Energy and Environmental Design (LEED) standard in the U.S. and the Building Research Establishment Environmental Assessment Method (BREEAM) in Europe to guide efficient facility design when appropriate. FedEx Express and FedEx Freight seek LEED certification on all new construction, and in total, FedEx has 44 LEEDcertified facilities and 13 BREEAM-certified facilities across our operating companies.

To reduce our operational waste footprint, we implement standardized waste and recycling management processes in the U.S. We prioritize reducing our waste generation and then recycling the waste we do produce. At FedEx Freight, we minimize waste generation and reduce costs by reusing equipment and sharing excess supplies among locations and departments through the Supply Exchange Program. In addition, FedEx Freight implemented a waste recycling program, through which we have recycled over 1,700 tons of metal, over 2,700 tons of paper, and over 500 tons of woodrelated waste since 2011. FedEx Express recycled over 41.7 million pounds of cardboard, wood pallet, paper, and metal waste in FY22. FedEx Ground facilities diverted nearly 80% of their waste to recycling. In FY22 FedEx Office continued its toner recycling program, preventing 38,000 cartridges from ending up in landfills. Overall, we sent 61% of reported solid waste from our global facilities to recyclers in FY22.

CO2 e emissions avoided from facility energy efficiency initiatives 
(metric tons) 
FY19 179,638 
FY20 193,492 
FY21 147,231 
FY22 160,392

Key links 
Our approach | Facilities 
Environmental Policy

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Supply chains account for up to 90% of some organizations’ greenhouse gas emissions: reportAn algorithm will help the companies cut emissions and costs

By Elizabeth Utley and Alison Tudor Ackroyd

Cainiao Group, the logistics arm of Alibaba Group, signed a cooperation agreement with consumer goods company Procter & Gamble (P&G) this week to create an AI-powered supply chain.

The partners aim to reduce transportation costs and carbon emissions. They are deploying a fulfillment algorithm that can predict demand for goods and then consolidates cargo headed for the same address.

Cainiao is leveraging its technology to provide supply chain solutions and will help P&G upgrade its own fulfillment services, Shuai Yong, Vice President of Cainiao Group, noted in a statement.

Cainiao issued its inaugural social responsibility report last year to engage consumers and business partners in sustainable practices for the benefit of people and the planet alike.

The delivery service has developed an end-to-end green logistics system from purchase to delivery, including paperless shipping labels, smart route planning, recycling, and solar-powered warehouses.

These measures are part of a promise made by Alibaba to reach carbon neutrality and halve carbon intensity in its supply chain by 2030.

More companies are examining the environmental impact of their supply chains. Up to 90% of an organization’s greenhouse gas emissions, and 50% to 70% of operating costs, are attributable to supply chains, according to a report by research group CDP.

Retailers including Unilever and Nestle have joined forces with Alibaba to transform operations along their supply chains.

New Warehouse

Cainiao and P&G, owners of household brands like Pampers diapers and Gillette razors, are working together in other ways in interest of sustainability.

Earlier this week, the two companies also announced their first jointly built front warehouse. Located in Zhejiang, the site functions as a halfway point between P&G factories upstream and consumers and retailers downstream.

Using the recently unveiled fulfillment algorithm, the company will be able to pinpoint demand and quickly meet it with Cainiao’s network of cargo vehicles.

The two companies are developing a solid and lasting foundation for cooperation, said Yin Chao, Vice President of P&G Greater China Supply Chain Operations, in a statement.

During recent major shopping festivals like 11.11, they have also collaborated on using parcels and wrapping methods to cut waste.

Learn more about green logistics in China

Please refer to https://www.alizila.com/esg/ for additional information about Alibaba’s sustainability efforts.

View original content here.

OU DEI Action Plans are a way for each OU to integrate DEI into day-to-day operations to help achieve business goals. Operational Excellence has prioritized both culture and talent development so we can sustain a physically and psychologically safe environment where all employees can achieve their professional best.”

MARC ULRICH | Vice President,

Operational Excellence, SCE

Edison International encompasses a vast array of jobs, from lineworkers to meteorologists to biologists. To serve this diverse population with greater accountability, we are creating DEI Action Plans per OU to tailor the employee experience across these functional areas. To inform the focus areas of each plan, OUs drew upon data such as Pulse Surveys, Space4Dialogue sessions and other internal surveys conducted by Culture Teams, to determine areas of opportunity. The areas of greatest opportunity became the focus areas for the DEI Action Plans: 1) Employee Development, 2) Recognition, 3) Culture/Psychological Safety and 4) Recruitment/Representation.

Leaders from all 16 OUs with the assistance of their human resources (HR) Business Partners and Culture Teams, developed DEI Action Plans focusing on two to four of the identified areas. Each focus area contains metrics and milestones to determine outcomes and ultimate impact. The DEI plans were finalized in 2022.

Implementation of the plans began in Q4. Each plan contains quarterly metrics, with results measured by the end of 2023. Even at this early stage, we have experienced successes, such as:

SCE’s Transmission & Distribution (T&D) division launched a Navigator program in 2022 for new lineworkers. This program matches newly employed lineworkers with a mentor to assist with onboarding, answer questions and provide overall guidance and mentorship, as well as helping to build camaraderie with teammates.SCE’s Customer Service (CS) division focused on recognition as a key element of its DEI Plan. Utilizing our companywide “Thankful Thursday” recognition campaign, CS saw a marked increase in the use of recognition tools such as customized e-cards, mobile apps, shout-outs in all-staff meetings and utilization of our corporate Yammer page for recognition. This has already yielded 56 CS Senior Vice President Yammer posts with 3,331 average views each.

As implementation of DEI Plans continue in 2023, we expect that alignment of the focus areas into day-to-day operations will create organizationwide impact and success in achieving OU business objectives.

BUILDING BRIDGES WITH BRGs AND EMPLOYEE RESOURCE GROUPS (ERGs)

SCE BRGs and Edison Energy* ERGs play a large role in putting DEI at the heart of our culture. Led by employees and backed by executive sponsors, Resource Groups create a space where people from different backgrounds, cultures, races, sexual orientations, abilities and experiences can connect to create innovation and progress in our workforce, workplace and communities. Each year, every BRG creates a business plan to align its programs and initiatives to company business goals. From discussing important topics like safety and environmental stewardship to providing opportunities for growth and community involvement, BRGs help to create a more inclusive and connected workplace. Edison Energy also supports two active ERGs, with additional ERGs on the horizon.

Through intersectionality we are achieving business impact leveraging our BRGs and Culture Teams to execute our OU DEI plans in partnership with HR business partners along with OU Leadership Teams.”

ERIC WATSON | Director of DEI, SCE

SCE BRGS 

Abilities Beyond Limits and Expectations (ABLE)

Founded 2017 — Promotes awareness and education around disabilities and strives to create greater disability inclusion

ASCEND4 

Founded 2016 — Celebrates the diverse Asian Pacific Islander cultures and promotes growth and leadership through various educational workshops, community and cultural events, corporate initiatives and outreach

Caregivers Connect 

Founded 2019 — Provides resources and advocates on behalf of families by providing support systems and fostering a culture of diversity and inclusivity

EcoIQ

Founded 2008 — Supports company environmental initiatives, community partnerships, volunteer events and environmental campaigns

Latinos for Engagement, Advancement & Development (LEAD) 

Founded 1992 — Promotes awareness of Latino culture and contributions; provides opportunities for employee development and drives corporate initiatives

Lighthouse 

Founded 1999 —Engages LGBTQ+ and allies in personal and professional growth by providing career development opportunities, networking, mentoring and community involvement

Using Music to Celebrate Safety, Connection and Caring 

In 2018, five SCE colleagues — with the intention to promote community, teamwork, and fun — teamed up to form The Recharge Band. Performances began within SCE at internal meetings, and later extended to local restaurants that attracted a crowd of SCE colleagues eager to bond over music. Throughout the years, new members have joined the band, representing members of the SCE’s Safety Ambassadors for Edison (S.A.F.E. 24/7) and Valor BRGs and the Real Properties Safety Congress.

Native American Alliance 

Founded 2007 — Promotes awareness of Native American culture while advancing corporate objectives and serves as a link between the Native community and SCE through educational opportunities, cultural events and community outreach

Networkers 

Founded 1985 — Promotes diversity, advances career enhancement strategies and provides targeted coaching, mentoring and support to the company’s Black employees

NextGen 

Founded 2016 — Empowers employees to lead the company into the future by educating them about technologies that are shaping the company’s culture, business and industry

S.A.F.E. 24/7 

Founded 2012 — Strengthens SCE’s safety culture and supports the goal of working and living injury-free

Valor 

Founded 2010 — Promotes awareness and understanding of the roles and contributions made by active and nonactive military employees and their families

Women’s Roundtable 

Founded 1976 — Empowers and promotes women’s career advancement

EDISON ENERGY* ERGS 

Power in Pride (PIP) 

Founded 2022 — Fosters awareness, equity and inclusivity; contributes to the personal and professional development of LGBTQ+ employees and delivers positive, measurable changes for LGBTQ+ employees

Women@Edison 

Founded 2021 — Advances and empowers women through education, discussion and mentorship by holding regular meetings, roundtables, workshops and networking events

View the full Edison International 2022 Diversity, Equity & Inclusion Report.

*Edison Energy is not the same company as Southern California Edison, the utility, and Edison Energy is not regulated by the California Public Utilities Commission