Originally published on GoDaddy Life

Tell us a little bit about yourself and what you currently do at GoDaddy?

My name is Joe Styler and I am lucky to have two great kids and a wonderful wife. I have been working at GoDaddy for over 17 years. One of the things I like most about the company is that there is always something to learn and some new role to take on that challenges you. I have most recently been in charge of the Domain Name Auctions. However, I am transitioning to manage the Domain Academy. This is a course that helps teach people about making money through investing in domain names. It is the best course available for learning about domain investments. I’m truly looking forward to improving the course and introducing more people to the fun world of investing in domain names.

Outside of work, you have a sea salt business. Would you mind sharing more about it and how it came to be?

Some of my earliest memories involve cooking and I’ve always loved it. When I was old enough, I went to culinary school and got formal training, spending many years honing my talent in restaurants.

A few years ago, my family and I went to Italy on a vacation. While we were there, we visited Sicily to see where my relatives were from. It was there that we discovered Sicilian Sea Salt. It is so different from other salts that I have tried. It makes any food you taste just that much better. We nicknamed it “magic salt” simply because it’s magic how it changes the taste of food. Once you try it, you can’t go back to normal salt!

This salt is made from evaporation of the Mediterranean Sea, just like it has been for thousands of years. The salt we sell is hand harvested with no additives or preservatives and with natural trace elements and minerals that give it the distinct flavor that make it so special.

When we got back home, it wasn’t long before we ran out of the salt we bought in Sicily and we had to figure out how to get more. It took some time, but I was finally able to get a supplier that had the same salt. Sicily produces a lot of salt and while all of it is good, there are some that are just top notch. The process of making it is very different from the table salt you usually buy that is produced in bulk by large chemical companies. Ours is all natural, and is much harder to find than most of the salt from Sicily you see in grocery or specialty stores, here in the United States.

We started giving this salt as gifts to family and friends. In no time, we had to start ordering in bulk to keep up with the requests for more and more salt. That is when someone suggested we start selling it! So began the journey we are on now — selling gourmet salt online. My wife, Leslie, and I started SicilianSeaSalt.com two years ago. It has been so much fun seeing how many customers truly love the salt just as much as we do. They love to share their recipes, enhanced by our sea salt.

What are your biggest goals for your business this year?

Right now, we only sell online. Our goal is to expand to some brick and mortar opportunities, which will take additional design and packaging work. There are some new varieties in the works, as we are experimenting with other spices that can be added to the salt. One example is a spicy salt, using chili peppers from Italy.

How has GoDaddy assisted you build out your company?

I have learned so much about eCommerce over the years, while working at GoDaddy. I get to hear about the latest trends and tools, as well having access to the newest products to come on the market. Here at GoDaddy, we have a group called Entrepreneurs in Tech, which is an Employee Resource Group. This group brings in guest speakers, provides training opportunities, and fosters a community made up of entrepreneurs building one another up. Getting set up online was one of the easier parts of starting and running the business, all thanks to GoDaddy.

What’s your motto or personal mantra?

“Wow people”. We always try and make sure that everyone who orders from us has a great experience. There are so many impersonal or worse interactions in today’s marketplace. At Sicilian Sea Salt, we want to make sure that you do not only get a good experience when shopping with us but that you get an amazing experience and feel valued as a customer. We do a lot of things to help make our customers know they are special, such as handwritten and signed thank you notes, upgraded shipping for free, free swag, or free samples. Every customer gets something that wasn’t included in their original order because we want to try hard to make sure everyone has a wonderful experience with us and knows that we care about them.

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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Originally published by Ericsson

By Pernilla Bergmark Principal Researcher and Gustav Wikström Research leader, Networks

We believe 6G shall be designed to make sustainable breakthroughs on all fronts: from improved network footprint to societal, economic and environmental benefits such as macro-economic gains, a narrower digital divide, and improvements to education, healthcare and other key sectors.Achieving that full promise will require putting sustainability at the center of 6G technology development, starting with the many global cross-sectoral initiatives that are taking place today.

At Ericsson we foresee many new use cases for future wireless networks, including advanced highly-demanding digital services such as immersive communication and massive digital twinning, but also use cases that can help us overcome the digital divide and enable reduced resource consumption.

We are already preparing for this today, and have laid down our vision for future wireless possibilities in our 6G white paper, as well as in other cross-sectoral initiatives such as Hexa-X. The UN’s ITU-R technological trends also present a good overall synopsis of the capabilities required to deliver this journey.

But technology doesn’t exist in a vacuum. It’s critical we consider how our technology impacts the development of society and how we can amplify the positive effects while mitigating any adverse effects already from first steps of technology design.

When moving towards 6G, our industry must recognize the great responsibility we have to help address societal challenges, and our focus should not only be to achieve excellent performance, but also a positive impact on sustainability.

What does sustainability mean to 6G?

Sustainability, or sustainable development, can be defined as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.”

In 2009, the Stockholm Resilience Centre identified nine planetary boundaries which would allow the earth system’s processes to continue to regulate a stable planet where society can thrive, a framework that was updated and republished recently.

Instead of compromising on our future, from a technology development perspective, sustainability is to a high degree about respecting these boundaries and providing the conditions that support decent livelihood conditions. This equation is not a simple one and will lead to a compromise on different targets and costs, and above one that brings new considerations to technology development.

As a central part of future digital infrastructure, 6G networks will be closely linked to the sustainable development of society, across environmental, social and economic aspects in line with the UN’s Sustainable Development Goals (SDGs).

Sustainable development frameworks: What are they?

The most widely adopted framework for sustainable development is composed by the UN’s 17 Sustainable Development Goals (SDGs) that outline the actions needed to achieve long-term sustainability.

The 2030 Agenda for Sustainable Development and the UN SDGs aim to strengthen the social, economic, and environmental dimensions of sustainable development and bring a common understanding of what needs to be done by nations and businesses alike. Beyond these global objectives there are many regional and national targets, such as the European Green Deal, which sets a target for the EU to achieve climate neutrality by 2050.

At Ericsson, we are committed to supporting this development and have dedicated one of our technology journeys ‘connected sustainable world’ as a sustainable framing of technology development.

It is important to consider both sides of this journey: sustainable 6G (reducing 6G´s impacts across the entire life cycle) and 6G for sustainability (enabling use cases that create sustainable value).

Sustainable 6G 
6G networks need to minimize any negative impact on sustainability. This objective means that the direct lifecycle impact from building and running networks should be minimized across environmental, social, and economic sustainability domains. Resource consumption is the focus here in terms of energy and material, but also any other impact from production processes and from using the systems and services. It must be clear that this is not just an ambition, but demands a real commitment to optimize networks for reduced negative impact beyond fulfilling regulatory requirements. Moreover, technology must be anchored in society to be socially sustainable, meaning that the use of resources is well motivated and explained.

6G for sustainability 
6G networks should contribute to an overall sustainable development in society by enabling the transformation of other sectors than just ICT. This objective means that 6G networks should be designed to support existing or novel activities to enable a positive sustainability impact to produce benefits when scaled across society. Equally important would be to avoid any usage with adverse effects. Here it’s important to consider that there may even be a need to move away from certain use cases if they are identified to have a negative impact on society.

Sustainable 6G

From an environmental perspective, reducing the negative impact of the entire lifecycle of goods, networks and services is the primary responsibility of the 6G industry. Irrespective of use cases, it is vitally important that all aspects of producing, operating, and recycling the 6G system will have a minimal negative environmental impact.

The importance of sustainability during technology development

We believe that 6G needs to embed a wide set of values.

First, a 6G system need to be developed with as low an environmental footprint as possible. Already the technology design needs to consider how it will impact the physical implementation and the environmental impacts across the life cycle, including such as the use of materials, emissions during production and impacts from activities such as sales, distribution, and installation of the system.

Until now, network power consumption has typically been the main source of greenhouse gas emissions. As communication service providers (CSPs) switch to low-carbon electricity, we already start to see that the focus of environmental targets is moving more towards material use and pre-use lifecycle stages. For example, there is an increased focus on circularity, and that hardware should be both reusable and energy-optimized. Moreover, with an expected increase in IoT and sensor usage, circularity becomes increasingly important to avoid increasing e-waste streams. Already during the technology development phase of 6G, resource optimization must be a key design consideration, including architecture, split of functionality, modularity, processing distribution, the impact of performance requirements on material choices , and tailored and flexible signaling protocols to enable circularity and more.

Then there are other social and economic considerations that also need attention. For example, anyone operating a 6G system should be able to make sure that human rights are protected, that it is possible to claim liability and accountability, and that access to network services are affordable.

The earlier in the evolution of a new generation the above aspects are considered, the easier it will be to propagate for example resource-lean principles, privacy aspects and cost optimizations through the complete system.

One example area is architecture. When specifying a system architecture, modularization possibilities and distribution of functionality are already being fixed. If aspects relating to minimized energy and material consumption are not considered before that (at the stage of technology development) there is a risk that necessary functionalities are distributed in a way that makes this difficult to address this but incrementally later on.

A more specific example is broadcast information. When information is determined on broadcast, it may be possible to optimize this to minimize the broadcast instances and maybe even turn off broadcasting functionality and thereby save energy. This is possible if multi-purposed signals are avoided, for example.

For privacy aspects, security mechanisms also need to be considered from a very early technology design stage.

Energy consumption of 6G networks

To achieve the lowest possible energy consumption of 6G networks, we need to continue to improve the performance of our radio and baseband, but we also need to introduce new use cases that take energy consumption into consideration from the start. This includes optimizing the energy cost of transmissions for applications that will likely be more demanding than enhanced mobile broadband (eMBB ).

Beyond communication services, 6G is also likely to bring new network services that will be applied in various use cases together with connectivity. Distributed compute (supporting lightweight devices with processing) is one such example, as well as the provision of sensing and positioning information. These services will also consume energy and it is vital that the lowest possible energy profile is attached to such services.

From an energy performance perspective, it is important to turn to a zero (or a very low) energy consumption state whenever there are no processing demands on the hardware. AI-based energy saving improvements will largely depend on there being a high load dependence to energy cost, and this will only be achieved if low traffic states can also translate into low energy states on the hardware. To achieve this, aspects associated to the measuring and observation of the network will be important. However, such observability tasks will also come with an energy cost and this must also be part of the balance sheet of AI-driven optimizations, for example.

The network usage stage also includes considerations on how the network can interact with and adapt to the availability of (renewable) energy. Some deployments may be largely based on renewables that vary in availability, and as more industries become electrified there will likely be an increase in overall demand. From this perspective, functionality for adapting the network performance and consumption to availability will be key going forward. With the growing emergence of low-carbon electricity supply, the environmental impact of operating networks will decline. However, from a cost and affordability perspective, energy efficiency aspects will remain important.

Building a low-cost, inclusive 6G system

Economic sustainability is about the economic development of society itself linking sustainable development to areas such as job markets, productivity, infrastructure access and innovation. From this perspective, end-user cost is important to ensure inclusive and affordable systems. However, to contribute to economic sustainability, businesses also need to be economically sound and sustainable themselves. The value of 6G networks and subsequent use cases need to translate to a monetary value that can carry the provisioning ecosystem of end-users, vendors, CSPs, suppliers, system integrators and all other necessary stakeholders. Necessary investments need to be justified to support an increased use of current use cases and new services. Pricing equations need to consider the cost of deployments for very high performance, and the possibility to charge for quality of service need to be there, or the evolution of performance-demanding use cases may be at risk.

Making sure that 6G can carry its weight from the perspective of economic development, is both about the sustaining the business, as well as providing a net positive from a social and environmental and economic sustainability perspective. From the perspective of involved businesses, if the profitability is not there, it will not materialize. However, equally important, from a digital inclusion perspective, equally important is to consider the end user cost.

From the social perspective, methodologies to assess systems exist but have so far only been put to use to a limited extent. Compared to environmental or economic impacts, assessing social aspects across the lifecycle of systems is an area that has not been explored in as much depth and identifying potential impacts must be an important consideration of technology development moving forward.

Ethical AI, on the other hand, is perhaps the most well-studied area from a societal perspective. Many other perspectives such as working protection are traditionally rather considered to be addressable in a production and deployment stage. Social sustainability is closely linked to aspects of human rights where learnings from 5G would play an important role in understanding these aspects from a 6G perspective.

6G for sustainability

Developing a general-purpose technology, we also need to be mindful about both opportunities and potential adverse effects across the three sustainability pillars. 6G must address use cases that both promote and enable a more sustainable society.

6G should make it easier to be sustainable across many business sectors and societal functions, such as education, city management, manufacturing and logistics, and the re-circulation of products and materials.

As a key component of this, we believe that key 6G technologies such as more immersive communication and data-based optimizations e.g. massive digital twinning, could be designed to play a prominent role in creating that sustainable value. It may be that such use cases will not drive the extreme performance requirements, but through a desired high penetration and use, a new generation may become more sustainable than a previous one.

New services will complement the communication service and network-provided information such as sensing information will enable use cases that were previously not possible. A new network compute fabric which embeds processing within the network itself could allow for simpler and less power-hungry devices, enabling an even wider range of use cases.

During 6G development we will also assess how new use cases will open new value chains, with new stakeholders, new possibilities, new customers, and new partnerships that can be beneficial and profitable for all parties. For example, it’s expected that states and governments will be increasingly interested in certain use case areas to reach their sustainability goals, while schools, healthcare and other institutions or agencies may also show an increased interest. For these stakeholders, economic restrictions will be essential too, but sometimes also offer new opportunities.

6G from an economic perspective

Economic sustainability will be tightly coupled with development, evolution, and deployments of 6G services in two distinct ways.

Firstly, services built on 6G could drive productivity across societies, following the pattern of mobile broadband. This macro-economic aspect could provide associated benefits on infrastructure and job markets. However, the perspective of economic sustainability is broader and is linked also to the inclusion and distribution of welfare – another aspect that 6G use cases should consider.

Secondly, as for the 6G system itself, there is a business-value aspect of the use cases we work with and any use case must present a strong business case to enable scale and continued evolution. If the use cases cannot evolve, the enablement of all the potential positive impact of 6G networks may also be at risk, meaning that we ultimately fail to explore the sustainability potential of 6G fully.

The opportunities of immersive technologies

As VR and AR will continue to evolve, advances in device technology and applications, both for personal and professional use, will fuel the connectivity industry and provide opportunities to also offer other services associated to connectivity. One such example could be sensing information. The merge of the physical and digital world could offer new opportunities in education and for professionals. Today, the gaming industry is already increasingly exploring this physical-digital fusion that we call merged reality.

The opportunities of massive twinning

Massive twinning i.e. of IoT devices is another area where connectivity will be key. The concept of digital twins exists already today, for purposes of modeling objects, places or processes. However, during the 6G timeframe, with the expected breakthrough of trillions of zero-energy devices with low embedded processing capabilities to open new possibilities for massive twinning use cases.

Such twinning services will also depend on additional network services such as sensing and positioning data, compute and AI services. The twinning objects themselves can come from any industry segment or could even comprise entire cities and environmental ecosystems.

The opportunities of situational awareness technologies

The situational awareness area is an aggregate term for supporting moving objects, vehicles and devices. In the 2030-2040 timeframe, we expect there are many more drones, moving service robots, autonomous vehicles such as taxis or delivery trucks and all of these moving objects need to navigate, mitigate accidents and be aware of their surroundings and each other’s intent in a very general sense. For this, connectivity, sensing, positioning data and network processing, the latter in particular for simple vehicles, will certainly be needed. From an environmental perspective the sharing and use optimization of these will be important to keep down impacts.

The families above represent categories rather than being specific use cases or applications. It is also possible to envision combinations, e.g., an autonomously navigating exoskeleton, partly human-controlled, where the pilot experience the environment in an AR-enhanced-manner moving around in a physical/digital map created by massive amounts of sensors. The potential of the possibilities can only be limited by our imagination.

6G sustainable use case families

While the above are technology-centric use case areas, in our 2030-2040 timeline, there is also emphasis on providing value from a sustainability perspective. First, sustainability impacts of the technology-centric use cases need to consider sustainability both from a benefit and any adverse effect perspective. Moreover, there will be several use case families used for the technology development that are organized by their potential value rather than from the perspective of their technology area.

We believe food production and health are two such important areas. Under these use case areas, it is possible to envision farming that reduce resource need as drones survey fields and also microsensors distributed over fields (bringing situational awareness to enable resource optimization) . Image recognition can also support farmers with AR-supported information in viewing surroundings (leveraging merged reality). While the applications comprise different technologies, from a value perspective they could all contribute to the same value by reducing the surplus use of resources.

A similar reasoning goes for e-health. While e-health is perhaps often discussed as being one of the drivers for global mobile broadband (e.g. through global access to video consultations with a physician) it can also enable more advanced examinations or monitoring.

Even though all of the above use cases and use case areas may indeed make benefit of new services from the 6G network or new capabilities or higher quality of service levels, it’s also important to remember that the regular eMBB services will continue to develop and more and more challenges, whether professional or personal, can be solved through applications using eMBB. Thus, making eMBB globally available, more resource efficient and keeping control of the cost of eMBB will also be key for 6G. This may not be a specific 6G use case of its own, but it is indeed a specific capability set required from 6G and we include it among the 6G use cases to emphasize this.

From the sustainability perspective, 6G development is unique in comparison with earlier generations of mobile telecommunication from the perspective of integrating sustainability considerations other than energy performance already in the pre-standardization phase. If managed well, this opens new opportunities to integrate sustainability in the technology design from the start, allowing for deeper optimization, while at a later stage only incremental enhancements may be realistic. Another perspective is the increased digital maturity which could allow more advanced sustainability-related services to scale. When improvements are identified for 6G, we should incorporate them also in 5G whenever possible.

Addressing the risks of general-purpose technology

Unfortunately, it is rare that technologies – even when developed with the best intentions – are only ever used for good purposes. When it comes to general-purpose technologies, enabling something good usually also mean enabling something bad.

Most technologies can be misused or have unforeseen negative effects. For this reason, when developing new features, services, and technologies for 6G, our industry must make sure that the all adverse effects and risks are identified and addressed.

Late security awakenings can be expensive and have devastating consequences. When technology capabilities increase, risk awareness, and risk mitigation need to increase with it. This is part of developing a responsible and sustainable 6G.

In particular, when introducing possibly paradigm-shifting technologies such as AI, both to optimize 6G performance and as a service, it is important to consider related risks and build a trustworthy AI solution from start. From another perspective, building awareness of risks and hurdles in other sectors of societies could also be expected to bring new opportunities for innovation where 6G-based services could help mitigate those and build a more resilient society.

Sustainability focus in ongoing projects

To make sustainability an integrated perspective in 6G technology development demands collaborative effort to embed the sustainability perspective into all different ongoing activities across the world, and to sustain and amplify efforts over time. For this reason, Ericsson has engaged in several of the main ongoing 6G activities.

Hexa-X and Hexa-X-II

Hexa-X and Hexa-X-II are two main EU research projects on 6G evolution. Hexa-X ends mid-2023 and has successfully been studying and included many of the sustainability aspects and integrated them as considerations when researching 6G technologies. Deliverables on values and use cases have been identified, for example D1.3 and D1.4. The notion of a ‘key value’ has been introduced and key value indicators, or KVI’s, are defined as an emerging concept and an approach towards monitoring sustainability values.

In Hexa-X-II, we would like to continue to study sustainability aspects in the three different categories, environmental, social and economic in the light of use cases and requirements. The project will run from 2023-2025 with first deliverables surfacing already during the summer 2023.

6G-IA

In the 6G Industry Association (6G-IA), the European ICT ecosystem comes together to define the R&D roadmap and impact the research projects funded within the Horizon Europe program. Here, Ericsson is leading a group looking at societal challenges and how they should be taken into account in 6G development. This work has led to the formulation of KVIs as a means to measure impact on societal values, and the view that value-driven development should complement performance-driven development. Read their white paper: What societal values will 6G address?

Next G Alliance

The mission of the Next G Alliance Green G working group (view their webinar: the path to sustainable 6G) is to position North America as the global leader in environmental sustainability by creating a sustainable 6G ecosystem and enabling other industries to reduce greenhouse gases and energy consumption, limit land and water use, and move towards a more circular economy. The Green G aims to aggregate information from across the ICT sector and beyond to educate our industry, other industries, and consumers. It also wants to enable other industries to become more sustainable through wireless technology.

After its launch in early 2021, the Green G Working Group issued its first white paper [Green G: The Path Toward Sustainable 6G] that examines the status of sustainability in ICT, identifies gaps, and proposes research initiatives. A second white paper was released in March 2023 [6G Sustainability KPI Assessment Introduction and Gap Analysis] that provides an overview of available KPIs for the ICT industry and their applicability to 6G ecosystem components.

NGMN

NGMN activities on 6G use case and requirements, and in particular the NGMN paper on requirements and design considerations list essential needs, digital inclusion, energy efficiency, addressing environmental impact and trustworthiness to name a few.

In NGMN, sustainability has been addressed separate from the 6G specific activities but creates a clear view of the NGMN sustainability focus, as reflected in the deliverables that have been published so far. Recent NGMN deliverables on sustainability covers such as telco supply chain sustainability of green future networks as well as KPIs and target values for green network assessment.

ITU

For the International Telecommunication Union (ITU), the UN body for telecommunication and ICT, the sustainability perspective is important and part of its strategic plans. ITU consists of three branches, ITU-R handling spectrum, ITU-D focused on development and ITU-T handles standardization.

Sustainability, beyond energy performance has not always been on top of the agenda for ITU-R in the past but for 6G this is changing: ITU-R recently released its technological trends report in which the first trend stated the following:

Networks will support enabling services that help to steer communities and countries towards reaching the United Nations’ Sustainable Development Goals (UN-SDGs)

The trend paper from ITU-R touches upon societal goals being drivers and where these goals include contribution to UN SDG goals. Sustainability is represented both as a key trend and a key driver. The ITU-R work on IMT-2030 now continues with a vision framework (to be released later in 2023) and next year with technical performance requirements. It is expected that various aspects of sustainability will be further addressed in these coming steps too, and we have seen many stakeholders who have a strong interest in this topic.

From a standardization perspective, ITU-T has been working on standards for how to assess the environmental impacts of ITU (sometimes in collaboration with ETSI and other organizations) for more than ten years. As such it provides the methodological foundation for assessing direct and indirect environmental effects of 6G. However, standards are not yet taking the perspective of assessing the impacts of future technologies which remains to be specified. From this perspective there is an opportunity for 6G to work closely with ITU to see how future technologies could be assessed, qualitatively or quantitatively.

In addition to the assessment standards, ITU-T has also developed the ICT sector’s Net Zero definition and its decarbonization trajectory which has been developed jointly with GSMA, GESI and SBTi, setting a climate ambition for any ICT technology to consider. You can learn more about what is required for ICT companies to become Net Zero from the ITU’s guidance and criteria for ICT organizations on setting Net Zero targets and strategies.

Milestones on the journey to 6G

The development of a new wireless technology generation consists of many steps and phases and is spread out over as much as a decade. During the development, several different perspectives and aspects will be highlighted and scrutinized by the involved parties at different stages. Challenging ambitions defined early on may need to be off-set against other benefits, and obviously the outlook differs depending on stakeholders.

From a sustainability perspective it is key not to lose sight of the long-term goals, and make sure to consider these goals in existing well-defined ways of working and processes. Being proactive in this area will be key since we know that business as usual will not ensure a sustainable development.

We can see the 6G development as divided into three phases; a research phase at lower TRL (1-3); a development phase of mid TRL (4-6), and a more mature deployment phase of high TRL (7-9). In these respective phases it is important to consider and achieve the following:

Research phase

Establish a sustainability paradigm in the 6G industry, complementing the focus on technical requirements.Embed sustainability in the optimization of system performance.Develop use cases that give social and environmental benefits, consider risks and mitigate negative social and environmental effects. Steer 6G towards supporting use cases that address societal challenges.Create attention in key fora (ITU, 3GPP, etc.) on sustainability challenges.Make sure to include requirements and design criteria that reflect sustainability needs from an early stage, in all aspects of technology development.Formulation of KVIs to measure impact on sustainability values.

Milestones:

Hexa-X final project deliverable (2023)ITU-R IMT-2030 Framework report (2023)Hexa-X-II project deliverables (2023-2025)ATIS NGA whitepapers (2023)

Development and standardization phase

Engage in the standardization process, promoting sustainability values, mitigating or avoiding new components and features being introduced that would reduce benefits or present a negative impact on sustainability values.Monitor that targets and requirements related to sustainability challenges are maintained over time.Ensure a design that ensures that all sustainability impacts from manufacturing and deployment are well motivated and kept low.Performing assessments of KVIs.

Milestones:

ITU-R IMT-2030 technical performance and requirements report (2026)3GPP SA1 6G Requirements SI (2024-2025) – describing use cases, needs [Stage 1: service requirements]3GPP RAN Requirements (2024-2025)3GPP RAN 6G SI (~2025) WI (~2026) [Stage 2: technical realization and architecture definition, Stage 3: detailed specifications]

Deployment and market introduction phase

Optimize products for sustainability within the boundaries and opportunities of the standard.Support the market introduction such that the usage of 6G reaches the parts of society where we expect the highest benefits.Actively promote the realization of the 6G ecosystem with relevant stakeholders to enable new services.Actively counteract and suppress any negative impacts.Evaluation of KVIs in the deployed system to measure impact.

Milestones:

Market introduction (~2030)Gradual introduction of novel use cases (~2030)6G evolution standardization

Our collective journey has begun

In the coming 6G development, there are many occasions when the industry should and can take actions in a sustainable direction. It is important to see the possibilities and responsibilities at every stage of the development, and to integrate the sustainable development perspective into the technical work of technology development.

These considerations should not be a separate thing but should be present in the process when we design, build, and run 6G networks. To really make a change, we need to involve all relevant stakeholders and make them see their role in sustainable development and what they can impact.

Acknowledgements

The authors want to thank Christofer Lindheimer, a former colleague at Ericsson, for substantial input to this article.

Related reading

Follow the journey to 6G with Ericsson Research

Read our 6G white paper

Learn more about journey to a connected and sustainable world

Imagine Possible Perspectives: Explore the limitless possibilities of zero-energy devices

Blog post: Here are nine important takeaways from early 6G research

Blog post: Unpacking the multifaceted climate impact of ICT – rebound and other effects

Texas Capital is pleased to partner with AT LAST! to help them carry out their mission to enhance their student’s performance through educational resources and tools. Hear more from Randy Bowman, Chairman and CEO, here.

 

About Texas Capital 
Texas Capital Bank (individually and collectively with all affiliates and subsidiaries, “Texas Capital”), is a full-service financial services firm that delivers customized solutions to businesses, entrepreneurs, and individual customers. Founded in 1998, the institution is headquartered in Dallas with offices in Austin, Houston, San Antonio and Fort Worth, and has built a network of clients across the country. With the ability to service clients through their entire lifecycles, Texas Capital has established commercial banking, consumer banking, investment banking and wealth management capabilities.

Food and beverage manufacturing is inherently water and energy intensive, but your operations may be using more of these resources than necessary, meaning that you’re also spending more money than you should. Fortunately, you can reduce your energy costs and cut down on your water use by harnessing the steam your existing systems already produce.

Expensive to generate, and easy to waste, steam is often overlooked, but recovering and reusing it can unlock significant opportunities in your facility. This is called steam conservation, which is the general practice of minimizing steam loss and optimizing the efficient use of steam to reduce energy, total operation costs and environmental impacts.

Enacting steam conservation starts with a thorough review of your system to identify areas for improvement—especially if there are false economies in one area that lead to loss in another. This type of inspection should be a routine task, and we provide a roadmap for this practice to guide your maintenance personnel.

Once you’ve determined where your steam losses are occurring, you can enact simple changes to capture condensate and put it to better use. The potential outcomes for this investment of time and money include lower costs for utilities because your system uses less energy and water. It can also cut down on maintenance costs when equipment is running optimally. And reducing your resource draw is also a more sustainable approach to food manufacturing, which benefits the planet and attracts environmentally-conscious consumers and talent to business. That’s another potential boost to your bottom line.

Here we explore how to identify and make improvements to existing systems that will help you achieve these goals.

Evaluating your current system

The first step to enacting steam conservation and recovery is to examine your current equipment and systems to find the points where steam (and potential energy) is being lost. Make sure you’re also reviewing processes and personnel. You’ll unlock surprising saving potential by evaluating every part of your food manufacturing process, including the people involved.

Go into this with an open mind about what you might find. Too often, we’ve seen facility owners take a ‘shotgun’ approach, where they jump to a presumed root cause for a given issue and implement a solution. But in that process, they haven’t correctly identified the problem, so the ‘fix’ actually doesn’t work as intended, and it may cause another problem altogether.

Working from steam users back to the boiler plant can help you understand the overall system and avoid making assumptions about areas for improvement. Perform a physical inspection of the system looking for abnormal operation, damaged equipment, modified system set points, physical losses, and also compare the as-built states to the P&IDs.

A physical inspection of the steam and steam condensate systems should be a routine task for the facility maintenance personnel. While performing an exterior visual inspection of the system and operation, you might find leaking gaskets, leaking valve stem packing seals, stuck open traps, piping integrity issues, abnormal boiler operation, left-open drain points, chemical treatment deficiencies and incorrect system modifications. All of these issues create potential waste.

A full steam survey of a facility should include an assessment of the following:

Steam and steam condensate system P&IDsSteam system mass and energy balanceEquipment sizing data from the manufacturerOperating setpoints of all equipmentChemical treatmentStrainer and culinary filter maintenance recordsBoiler operation, maintenance and inspection records

Finally, the system engineering design review and visual inspection should also look at the application design, appropriate use of steam equipment and piping system design.

Typical loss points in steam and steam condensate include the following:

Flash steam wasteIncorrect operation or inefficient operationImproper boiler treatmentFaulty traps and vents resulting in steam passthroughImproper condensate return system design“Once through steam” where condensate is sent to the drain instead of being returnedAtmospheric leaks

Older food facilities that have been through a multitude of expansions, facility retrofits and line expansions present unique challenges in system surveys. Sometimes the engineering design isn’t available for the overall system or isn’t current. It’s worthwhile to maintain the system mass and energy balance and system drawings to reflect the existing state of the facility.

Finally, obvious problems such as leaks or failed components don’t require in-depth evaluations. Add these to a preventative maintenance schedule and address them immediately.

Implementing steam conservation and additional improvements

Once you’ve assessed your existing system for inefficiencies, you can turn your focus to proactive improvements at those typical loss points.

Generation

Generating steam requires significant inputs of water and energy to heat said water. As such, it can be a key area for potential losses, but also provide a significant opportunity for savings.

Start by reviewing the mechanical integrity of the boiler system’s equipment. Regular inspections and maintenance are a must to ensure optimal performance and to identify equipment that needs to be updated. Also look for equipment that was installed incorrectly, is worn, or has become inefficient over time. This should be performed routinely, so make sure it’s a part of your preventative maintenance schedule and budget.

Another way to improve energy efficiency is heat recovery of both flash steam and the heat lost via the exhaust stack. This is an easy win; the flash steam recovered from boiler blowdown can be used for nearby lower pressure steam users. Additionally, heat that would normally be exhausted can be applied to generate more steam.

Water composition

Water composition presents another opportunity for optimization; when your water is sufficiently treated and balanced, deposits and pitting are less likely to form in your boilers. Thus, the boilers run more efficiently and need less maintenance. You can identify areas of suboptimal water composition—and thus opportunities to improve efficiency—by adding smart metering to individual lines or a single area of production. Additionally, consider upgrading older chemical metering systems for continuous system monitoring.

Appropriate water composition also decreases the need for extended boiler blowdown and reduces fresh makeup water requirements to maintain balance, both of which draw additional energy for start-up and heating fresh water. Finally, there may be an opportunity to recover heat from the blowdown and use it to preheat incoming water.

Distribution

The next step is to conduct a thorough review of all piping from generation to the equipment. Dialing in the right pipe sizing, length, and routing can make your systems more efficient. Especially if you have an older facility that has undergone modifications and organic growth over several years, you’ll likely find inefficient routing that can be updated and improved. If the originally installed piping is no longer sufficiently sized or routed after the facility has been changed, it can inhibit the flow of steam, causing pressure drops and energy losses throughout the system.

You can also find opportunities for improvement at connections between piping and equipment. Because these are often located in difficult-to-reach and hidden areas, you may not readily notice issues. However, fixing broken valves, leaking gaskets, and damaged insulation can have drastic impacts on efficiency. With a greenfield project, we advocate for a more proactive approach: design piping networks so that they can be ‘walked’ regularly, making inspection is easy and allowing you to identify and address problems quickly.

Optimize system functioning

Look beyond the component parts. You may be surprised to find that your existing system is using more energy or water than it needs to. This is low hanging fruit for improving efficiency and sustainability while reducing utility costs.

Make sure your pressure is right-sized to meet system needs without exceeding requirements. We see systems using the default settings for steam delivery to equipment, which can expend more energy than necessary. Instead, assess your true needs and determine the optimal point for your operations. Again, you may have to make a small capital investment in monitoring systems, but this will ensure your system is generating the right amount of steam.

Users

Review the sizing of users (equipment) in your system to ensure they are operating within optimal parameters. Although equipment might have been set properly when it was installed, these settings can drift and change with time—and it’s not just about the proper steam delivery to the equipment. A regular audit of system performance allows you to make adjustments, save energy, and drive efficiency in your facility with little added cost.

Keep in mind that this review is not just limited to equipment. You can also improve steam specialties like valves, regulators, steam traps, and condensate return equipment (or lack of) to achieve greater efficiency.

Operations staff

Safety is the top priority for boiler operators’ training, but you should also brief them on efficiency measures. Ensuring that operators have on-site training to maintain and optimize equipment functionality will pay off in the long run. Similarly, maintenance staff know how to keep equipment operational but that doesn’t always result in efficient operation. Ensure training includes staff who repair and operate steam users.

Also, note if your jurisdiction requires that certain equipment such as steam turbines should be operated under a different license than the boilers and make sure those operators are also trained in the basics of the rest of the boiler system.

Operations in action

When process staff is tasked with operating steam users, their primary focus can be to keep the process functional, using supporting utilities to make their equipment function. If they aren’t given an understanding of the functionality of the utility systems, it can create inefficiencies, as our team discovered recently:

During an equipment startup visit at a large food production facility, we noticed that condensate return line from a thermal processor was incorrectly installed. During the inspection, the team added the corrective action to the log but the process operator needed an immediate solution to keep the production line and filler operational. The client planned to implement the fix as soon as production was down for the day, so we added a temporary drain line to allow the condensate to drain from the system.

When we returned two weeks later, the valve was still open, and nothing was fixed. In the operator’s view, the problem was solved; however, the system was draining significant amounts of condensate. That should never be considered a normal practice.

Process staff needs training on how to best operate utilities, which includes an understanding of the impact they have on a plant’s efficiency and sustainability.

Advice for engineers

Ideally, in-house engineers should adopt a continuous improvement model as opposed to creating a series of one-off projects. This allows for planned, cumulative improvements that will have greater impact. Regular reviews and long-term planning and execution are the name of the game.

While this is ideal, the real world doesn’t always afford this approach. If leadership doesn’t support sustainability goals, present a case of capital cost versus operating cost and the expected payback period. Incorporating upgrades as part of system expansions or routine maintenance can make the case more palatable.

Quality instrumentation is key to making a business case for capital and regular resource investments to improve efficiencies. For example, boiler water treatment is often a low-cost addition to a system and can be used to gather information to support your plans. Additional instrumentation such as flow meters at high consumption users or pressure transducers at key locations instead of gauges can provide a more consistent view to how the system is operating.

Also, keep in mind the costs associated with the waste that occurs when you don’t implement steam conservation, such as the increased requirements for direct makeup water. Always build in the savings from efficiencies along with capital investment needs as part of your payback calculations.

The team of mechanical and process engineers at CRB have extensive experience in steam generation, distribution and condensate return system design. In addition to new system design, we offer consulting services for existing system evaluations to determine operational inefficiencies and provide reports detailing recommended improvements. Contact us to discuss your needs today.

Looking to improve your system efficiency and improve your bottom line? Our Steam System Assessment Tool can help you prepare a checklist to identify areas for improvement. Download here!

Over the last six months, Covia – in partnership with Balloon Latam – has continued to help transform communities in Mexico. Covia remains committed to investing in global initiatives and advancing our communities.

In June 2022, Covia announced a partnership with Balloon Latam – a social enterprise organization focused on improving the lives and wellbeing of thousands of Mexicans – to assist in the further development of the Mexican communities in which our Team Members work and live.

As of 2023, Covia operates 12 operation sites and 2 hub offices in Mexico. It is our goal to invest and further develop the communities that surround those facilities. Through engagement programs and financial donations, Covia Mexico is currently working to close the gaps in its communities in areas such as:

IncomeEducationEmploymentEnvironmental CareCivic EngagementCommunity Integration

Since launching the partnership, we have worked with Balloon Latam to expand programs and lay the framework for continued investment in the region through initiatives such as:

Education OpportunitiesFish FarmingPollinator ConservationEntrepreneurship FairsReforestation

Let’s take a look at how our initiatives have grown over the last six months and what we have planned moving forward.

Feria Zacatlán

To continue empowering local entrepreneurs, Balloon Latam and Covia partnered with the municipal government of Zacatlán to organize a successful Entrepreneurship Fair on the Zocalo Esplanade in Zacatlán. 120 women participated, promoting their projects, products and businesses to members of the community. For many, it was their first time selling a product.

The event had a significant economic benefit for the community, with business owners who participated making over $7,500 USD dollars (130,000 Mexican Pesos) collectively over the course of the two-day event.

Resilient Jáltipan

The entrepreneurship fair “Resilient Jáltipan,” is a partnership between Covia, Balloon Latam, and the Municipal Government of Jáltipan. Throughout the last year, the program had over 400 entrepreneurs participate – receiving more than 120 hours of training to help them start their own business. The initiative helped to promote:

Local entrepreneurship, including training to provide essential business administration skills and management knowledgeSkills and competencies development for self-employmentIncubation and acceleration of environmental and social projects that meet the main challenges of the community

Throughout the learning process, participants were able to accelerate personal business ideas and promote already established local initiatives.

Beatriz Gonzalez, a local carpenter who participated in the program, was thrilled to learn how to improve her marketing skills and what distribution channels she needs to be a part of to promote her products. “This program has given me the opportunity to combine my talents with those of other entrepreneurs to generate new products that are innovative and contribute to my community,” Beatriz said when thinking back on her experience with the program.

Granjas De Peces

Back in 2020, Covia launched a Granjas de Peces (fish farming) initiative to promote entrepreneurship and local economic development in San Lorenzo – a community located near Covia’s Jáltipan plant in Veracruz.

In 2023, Covia helped build 15 new artificial lakes that produce fish for families in the San Lorenzo community. Each family in the program sells an average of 66 pounds of fish each month. This initiative is a boon to participating families, providing a much-needed income stream.

Apicultara Comunitaria

In 2022, Covia partnered with the Civil Protection Agency to create a pollinator conservation project called Apicultara Comunitara (community beekeeping), which teaches people how to profitably harvest honey while conserving bees.

Over the last 6 months, participants of the program harvested 345 liters of honey. Members in the program also learned how to turn the harvested honey into consumer goods such as perfumes, creams, and food products. To promote the new products, participants will be learning marketing and design skills to create logos and other promotional material.

In addition to the skills gained, participants were given the chance to make a difference in their local government. In April of 2023, participants and representatives from Covia met with the Undersecretary of Livestock and Fisheries of the state of Veracruz, MVZ Humberto Amador Zaragoza, in the municipality of Chinameca. At the meeting, they established a dialogue about how local governments can help support local beekeepers.

Reforestation in Zacatlán

In addition to the 13,400 trees planted in the United States in 2022, Covia Mexico partnered with local government agencies to plant 15,000 trees near Covia Mexico properties in Zacatlán. This broke local records for repoblación forestal (forest restoration).To ensure a sustainable future for generations to come, Covia has set aggressive sustainability goals. By the end of 2023, we plan to plant an additional 20,000 trees outside Covia Mexico properties.

Looking Toward the Future

While we are proud of the work that we have done so far to help further develop our communities in Mexico, there is still much to be done. Through the rest of 2023 and into 2024, we plan to:

Build a new water source in Jáltipan to bring clean drinking water to the communities surrounding our plant.In partnership with the Jáltipan government, we will pave a major road that sees major traffic near our Jáltipan location.Bring our reforestation project to the Zacatlán community.Increase lake production to provide more fish farming opportunities in Jáltipan.

Covia Cares

Covia continues to be deeply committed to improving the communities in which we live and operate.

“These two years we have managed to have a great impact in at least two of the communities where we operate” said Guillermo Meizoso Madrigal, Director of Human Resources and Community Relations for Covia Mexico. “We look forward to continuing our outreach efforts in Ahuazotepec as we hope to achieve the same successful results that we found in Zacatlán and Jáltipan. The community aid model that we have adopted with the support of Ballom Latam helps each community greatly improve their living conditions.”

For more information about Covia’s philanthropic efforts, please visit the 2022 ESG Report.

Throughout the month of July, members of our Hedge Fund Services team took on the Pedalpalooza biking challenge where every ride and every mile made a positive impact in the lives of young patients at Ann & Robert H. Lurie Children’s Hospital of Chicago.

Their chain of support will help towards the hospital’s critical programs and innovative care that will help transform the lives of children and their families. Here are some of the best pictures from the month-long initiative.

You can learn more about our Culture and our People here.

Southern Company

The 2023 Disability Equality Index (DEI) has rated Southern Company as one of the “Best Places to Work for Disability Inclusion.” For the seventh consecutive year, Southern Company joins an elite group of companies with a 100 percent score on the DEI for a strong dedication to leading disability-inclusion practices.

Every year since the DEI’s inception in 2015, Southern Company has been listed among the top-ranked companies and each of the past seven years has earned a score of 100 percent.

“Southern Company is honored to be named among the Best Places to Work for Disability Inclusion. This recognition highlights the work Southern Company is doing to ensure an inclusive culture where every employee can reach his or her full potential,” said Sloane Drake, executive vice president, chief human resources officer. “We are intentional on advancing disability inclusion and equality across our businesses and believe diversity in all forms is one of our core strengths.”

The DEI is a joint initiative of the American Association of People with Disabilities (AADP) and Disability:IN that measures policies and practices on a scale from zero to 100 with a score of 100 awarded only to those companies deemed most inclusive. As the nation’s most trusted and comprehensive benchmarking tool for disability inclusion, the DEI provides an objective assessment of overall business practices.

The 2023 DEI measured: Culture & Leadership; Enterprise-Wide Access; Employment Practices (Benefits, Recruitment, Employment, Education, Retention & Advancement, Accommodations); Community Engagement; Supplier Diversity; Non-U.S. Operations (Non-Weighted).

“Businesses have the power to drive the global advancement of disability inclusion, and we’re thrilled to see more companies than ever leverage the Disability Equality Index to measure their progress. We recognize these top-scoring companies as a ‘Best Place to Work for Disability Inclusion’ for their passion and efforts to lead the way in creating greater equity for people with disabilities in the workplace, marketplace, and supply chain,” said Jill Houghton, President and CEO of Disability:IN.

About the Disability Equality Index®

The Disability Equality Index (DEI) is a comprehensive benchmarking tool that helps companies build a roadmap of measurable, tangible actions that they can take to achieve disability inclusion and equality. Each company receives a score, on a scale of zero (0) to 100, with those earning 80 and above recognized as a “Best Place to Work for Disability Inclusion.”

The DEI is a joint initiative of the American Association of People with Disabilities (AAPD), the nation’s largest disability rights organization, and Disability:IN, the global business disability inclusion network, to collectively advance the inclusion of people with disabilities. The organizations are complementary and bring unique strengths that make the project relevant and credible to corporations and the disability community. The tool was developed by the DEI Advisory Committee, a diverse group of business leaders, policy experts, and disability advocates. Learn more at: www.DisabilityEqualityIndex.org.

About the American Association of People with Disabilities (AAPD)

AAPD is a convener, connector, and catalyst for change, increasing the political and economic power for people with disabilities. As a national cross-disability rights organization AAPD advocates for full civil rights for the 60+ million Americans with disabilities. Learn more at: www.aapd.com.

About Disability:IN®

Disability:IN is a global organization driving disability inclusion and equality in business. More than 500 corporations partner with Disability:IN to create long-term business and social impact through the world’s most comprehensive disability inclusion benchmarking and reporting tool, the Disability Equality Index (DEI); best-in-class conferences and programs; expert counsel and engagement; and public policy leadership. Join us at disabilityin.org/AreYouIN #AreYouIN

KOHLER, Wis., August 17, 2023 /3BL/ – Kohler Co. returns as an exhibitor and session participant at World Water Week 2023, Aug. 20-24 in Stockholm, Sweden. This year’s conference is focused on innovation at a time of unprecedented challenges and the theme Seeds of Change: Innovative Solutions for a Water-Wise World invites attendees to rethink how they manage water.

At this year’s conference, Kohler will highlight innovative solutions that are making positive impacts on communities and lives around the world by focusing on increasing the access to safe water and sanitation. These solutions are generated from Kohler’s Innovation for Good business, an in-house incubator focused on creating new business opportunities with a social and environmental purpose:

KOHLER Cleanse – A wrist activated handwashing faucet attaches to a common bucket or hose and works without electricity or plumbing. Cleanse saves water with an auto open/close valve and enables hygiene with minimal water. Designed for indoor or outdoor uses and various uses cases ranging from healthcare spaces to commercial uses to schools.KOHLER Rinse – This pour-flush toilet solution affords individuals the comfort and dignity of a seated sanitation solution. The flush is activated simply by pouring water into the bowl, making it ideal for communities without a waste management infrastructure.KOHLER Unify – This power blending solution ensures off-grid water stations that are critical to health and disease prevention in poverty-stricken and refugee communities around the world are continuously powered. The system monitors solar power and automatically transfers to generator power only when needed.KOHLER Loope – A waterless sanitation solution that integrates with container-based sanitation waste collection models, designed to bring safe sanitation to dense urban environments where alternative options are often nonexistent.

Conference attendees can experience Kohler’s space in the Stockholm Waterfront Congress Centre. Kohler’s Director of Innovation for Good and Sustainability, Ratish Namboothiry, will also join two program panels on Monday, Aug. 21:

Markets and Life-Centered Design: How to Innovate for Good, a discussion on how we can shift from human-centered design to life-centered design: powering markets for profit, people, and the planet. 

How to operationalise the water energy-nexus which explores opportunities to promote and accelerate reductions in hot water consumption, and why this is key to achieve net zero targets.

Learn more about Kohler’s Social Impact and Sustainability initiatives through the company’s 2022 Believing in Better report, highlighting goals and progress across environmental sustainability, diversity, equity and inclusion and social impact. 
 

About Kohler Co. 
For 150 years, Kohler Co. has been a global leader in design and innovation, dedicated to providing gracious living through kitchen and bath products; luxury cabinetry, tile and lighting; distributed energy solutions – home energy, industrial power systems, and powertrain technologies – and luxury hospitality experiences and major championship golf. Kohler’s Whistling Straits golf course hosted the 43rd Ryder Cup in 2021. Privately held Kohler Co. was founded in 1873 and is headquartered in Kohler, Wisconsin. The company also develops solutions to address pressing issues, such as clean water and sanitation, for underserved communities around the world to enhance the quality of life for current and future generations. 

KOHLER Kitchen & Bath, Energy, Golf + Resort Destinations

Contact
Vicki Valdez Hafenstein 
Kohler Co. Public Relations 
victoria.valdezhafenstein@kohler.com

EMERYVILLE, Calif., August 17, 2023 /3BL/ – SCS Global Services (SCS), a global leader in third-party environmental and sustainability certification, auditing, and life cycle assessment, announced that two reports it completed on behalf of the Fashion Industry Charter for Climate Action (FICCA) convened by the United Nations Framework Convention on Climate Change (UNFCCC) are now publicly available. The first report, “Identifying Low Carbon Sources of Sheep Wool, Hair, Alpaca Fiber and Silk Fiber,” provides guidance to the textile and apparel industries for lowering the carbon footprint when sourcing animal-based fibers. The second report, “Identifying Low Carbon Sources of Man-Made Cellulosic Fibres (MMCF),” examined 14 separate LCA studies, and summarized the current best conclusions for low carbon sources of MMCF.

Both reports were undertaken by FICCA, with SCS acting as the neutral technical lead. FICCA is developing a roadmap for reducing greenhouse gas (GHG) emissions from raw material extraction, production, and processing, which together can be the most carbon-intensive part of the fashion value chain. These reports add to earlier work to study cotton and polyester. The goal is to enable FICCA signatories to identify actions to reduce their GHG emissions in line with the 1.5-degree Celsius global target.

The report on animal fibers showed that, for virgin wool and hair, methane from enteric fermentation is the most significant contributor to climate impact. For silk production, the highest impact was the production of the leaves to feed the silkworms. For recycled wool, the results showed high variability in impact levels based on factors such as raw material sourcing, transportation requirements, and energy and material demand from shredding and fiber production.

The MMCF report concluded that the GHG profile of MMCF is heavily influenced by the type and location of the feedstock. The sources with the lowest greenhouse gas emissions were, in order: 1) Lyocell from low-carbon wood pulp or optimized recycled pulp; 2) Viscose from low-carbon wood pulp or optimized recycled pulp; and 3) Modal from low-carbon wood pulp or optimized recycled pulp.

Keith Killpack, Technical Director in SCS’s Environmental Claims division and project lead, said, “This important work being undertaken by FICCA and the Textile Exchange is bringing needed transparency and clarity to the goal of decarbonizing the fashion industry supply chain. The reports highlight key considerations for current fiber sourcing and recommendations for continuing textile LCAs, and helped illuminate data gaps to be addressed in continuing studies.”

“As the fashion, apparel, and textile industry seeks to improve its understanding of how to use impact data to make informed sourcing decisions toward achievement of decarbonization goals, these reports serve as a neutral, centralized reference point on the greenhouse gas (GHG) impact data that currently exists for these material categories, along with the data gaps and opportunities,” stated Beth Jensen, Climate+Impact Director for Textile Exchange. “We thank SCS for bringing their expertise to the development of these important industry resources, along with FICCA for its support of this work.”

READ MORE

About SCS Global Services 

SCS Global Services is a global leader in third-party environmental and sustainability verification, certification, auditing, testing, and standards development. Its programs span a cross-section of industries, recognizing achievements in climate mitigation, green building, product manufacturing, food and agriculture, forestry, consumer products, and more. Headquartered in Emeryville, California, SCS has representatives and affiliate offices throughout the Americas, Asia/Pacific, Europe, and Africa. Its broad network of auditors are experts in their fields, and the company is a trusted partner to companies, agencies, and advocacy organizations due to its dedication to quality and professionalism. SCS is a chartered Benefit Corporation, reflecting its commitment to socially and environmentally responsible business practices. For more information, visit www.scsglobalservices.com.

About the Fashion Industry Charter for Climate Action 

The Fashion Charter was set up with the support of UN Climate Change in 2018 to provide a pathway for the industry to achieve net-zero emissions by 2050, in line with global efforts to limit warming to 1.5C. Other commitments in the Charter include sourcing 100% of electricity from renewable sources by 2030, sourcing of environmentally friendly raw materials, and phasing out coal from the supply chain by 2030.

Name: Aude Charbonneaux | Head of Climate & Environment

Company: Pernod Ricard

Connect with Aude on LinkedIn

Welcome to our series aimed at spotlighting the individual leaders within BIER member companies and stakeholder organizations. Learn how these practitioners and their companies are addressing pressing challenges around water, energy, agriculture, climate change, and what inspires each of them to advance environmental sustainability in the beverage sector and collectively, overall.

Briefly describe your role and responsibilities and how long you have worked with your company. 

I have started with Pernod Ricard for a little over one year. My role centers around climate and environment, and I am responsible for rolling out part of our 2030 Sustainability & Responsibility roadmap, ‘Good Times from a Good Place’ to make it operational and especially to track performance around the climate and environment. If you want to track performance, it means there has to be an agreement on targets and the methodology. How are you going to measure things? And which set of tools and systems will be allowed for monitoring performance? So, from the definition of the metrics to setting up the methodology, the tools, and tracking of the performance, that’s more or less what my role encompasses.

Also, each year, I am expected to challenge our strategy, year over year, to evaluate opportunities. Basically, to see whether we should reinforce some aspects.

Interestingly, my team is part of the Operations department, which allows us to be closer to all those operating in the supply chain, which includes working with our affiliates, buyers, etc. Also, we work closely with the Sustainability & Responsibility department (CSR department) around our ambitions and strategy, whether we need to review our targets, revise our policy, reassess some risks, and things like that.

Our Sustainability & Responsibility roadmap includes 4 pillars: Nurturing Terroir, Valuing People, Circular Making and Responsible Hosting. The pillars address all aspects of our business, from grain to glass. Each of our pillars sets out ambitious goals and targets which we measure and report against to drive change throughout the business, and support performance through innovation, brand differentiation and talent attraction. It is the second pillar, Circular Making, where we have our strategy around climate, water, circular packaging, and that is where my responsibility lies.

How has the company’s sustainability program evolved over the years, and what are your specific priorities for 2023?

Looking at one of our four pillars, Circular Making, we are committed to reducing our scope 1&2 absolute GHG emissions by 54%, our scope 3 GHG emissions intensity by 2030 (vs 2018 baseline) by 50%, and following a Net Zero by 2050 trajectory. To do this, we are reducing our carbon emissions in our own operations by turning to new technologies and alternative energy, by procuring renewable electricity for our sites and offices. We are also working with our supply chain to help reduce our overall carbon footprint linked to the procurement of packaging and agricultural materials, as well as logistics. The procurement team is working very closely with our suppliers to understand their emissions, to understand their roadmap, and the best ways to capture more granular and specific data to better manage the journey of decarbonization.

Building upon that, the Science Based Targets Initiative (SBTi) released new guidelines, and while they were fresh, we tried to use the guidance right at the beginning. So, we have analyzed our FLAG (forest, land, and agriculture-related) emissions and conducted a feasibility analysis to see how we can achieve this new ambition. In the process, we made progress in understanding how we may need to transform our Group in order to reach those new targets.

In parallel to this, we’ve also been working on reassessing our climate risks asking the question, “How would the Group be affected by future scenarios around climate in different rises of average temperature?

I’ve been involved with two studies this year that were very influential in terms of learning and awareness for the Group. They marked a clear new impulse for accelerating our transition to a lower carbon business model.

Overall, we are building momentum, and those are some of the key things we did this year that we can be proud of.

Learn more about Aude Charbonneaux in this BIER Member Spotlight.

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