Justin Ellis remembers creating art with his dad and brother, the three of them sitting on his grandmother’s floor. His dad illustrated hyper-realistic cars while his brother drew comics. Justin just wanted to become as good as both of them.

His father and brother eventually stopped drawing, but Justin kept going. He went to art school, not minding the inevitable reviews of his work. “I guess people are afraid of critique,” he says, “but I love being ripped apart and put back together.”

In his 32 years, Justin has faced some crushing setbacks. But he became even more determined to succeed. Today, he’s a full-time artist; has three paintings displayed in Truist’s headquarters in Charlotte, North Carolina; and he just completed his first solo art exhibition.

His rise to artist-in-residence

After art school, Justin spent years working in retail and restaurants. But he kept drawing during his breaks. “It didn’t matter what job I was at, I always found myself moving toward artwork,” he says. His dream was to be an artist full time. “My managers would tell me to stop drawing, and I felt that in my spirit,” he says. “There’s no way I could stop drawing. I told myself that one day I was going to have an illustrated series that I can showcase to the world.”

At one point, he was working two jobs in two cities, commuting back and forth almost daily. But then he lost both jobs. And then his apartment. Justin put everything in a storage unit, determined to overcome this obstacle. He was homeless for two months, telling himself, “I need to do whatever it is, if that’s donating plasma, selling my art on the side of the road, working two or three jobs, whatever, I’ll do that.”

Art was put on the back burner while he caught up on his finances. Then one summer afternoon in 2020, he found himself walking past a boarded-up building. It was the Brooklyn Collective, a nonprofit in his hometown of Charlotte that showcases local artists. The boards protected the windows in anticipation of protests after George Floyd’s death.

Something told him to paint those boards.

That led to Justin becoming artist-in-residence at Brooklyn Collective and a gallery artist at Sozo Gallery in Charlotte. And all of that led to Truist finding out about him. And now, three of his paintings are on display at Truist headquarters.

Inspiring and supporting local artists

Amanda makes interior design decisions for Truist. When it came to the new headquarters in Charlotte, she says the conversation centered on doing something different, because Truist is a different kind of bank. A bank that cares about the community—everyone in the community. They wanted to use diverse local and regional artists whose work didn’t look like traditional corporate art.

They found about 20 artists from different backgrounds and genres. Amanda and her team requested three paintings from Justin. “I found his biography—and his work—super interesting,” she says.

“We really wanted to bring art that had color. I love that about Justin’s paintings. I also like that, because of the use of lines, it leaves a lot to interpretation. It doesn’t just spell it all out for you.”

All three of the pieces are on the 34th floor of Truist headquarters, where there’s a community center for teammates to unwind.

Justin created the paintings specifically for Truist.

Amanda says that all of the artists chosen for Truist headquarters reflect the caring spirit of Truist. “We decided we wanted the interior to feel like a warm hug, so we chose pieces that were inviting and welcoming.”

Justin’s partnership with Truist led to his next venture: Festival in the Park, an art fair in Charlotte that’s, as he puts it, “very competitive.” Truist, a sponsor of the event, supported Justin by auctioning one of his paintings. “I’ve always come to the show just one of the crowd, but actually to be a part of the experience was amazing,” he says.

An artist who’s going places, yet rooted in family Justin now paints for a living. “Truist invested in me so I can continue to pay for my art,” he says. In December 2022, he opened his first solo exhibition at the Brooklyn Collective. Among the works on display were 25 pieces of his father’s, from more than 30 years ago. His mother’s talents are included as well. “My mom is a huge crafter, so I’ve collaged her work and my dad’s work together to create one [piece],” he says.

He knows his journey is just beginning. His next goal: to expand his artistic reach beyond Charlotte. But even as he moves on to new experiences, he will always stay true to his roots.

“My grandparents say that when you leave this house, you’re a representation of us, and I’ve always wanted to be the best representative. I’ve always wanted to be the best Justin I can be.”

Once the site of a cement storage yard, the Augustus F. Hawkins Nature Park is a dense space filled with walking trails, rolling hills, wildflowers, and trees. To help ensure that this green oases in the middle of South Los Angeles is able to continue providing a serene haven to area residents, AEG’s LA Kings and SoCal Gas partnered with North East Trees, an environmental justice non-profit organization, to beautify the 8.5-acre park’s natural habitat. 

More than 40 employees from the two organizations spent the day restoring the park by mulching, weeding and landscaping. The beautification project, which took place on August 11, was held in recognition of International Youth Day. 

Located in the middle of an industrial neighborhood, the Augustus F. Hawkins Nature Park is a gathering place for the community to socialize and relax, for kids to ride bikes and for families to celebrate birthdays. The park includes a Discovery Center that offers numerous workshops and programs for children, youth and adults, and features a mini-native habitat, a pond with fish and riparian native plant life, bringing a wilderness landscape to the urban setting.

“The LA Kings are committed to ensuring that children and youth across Southern California have access to high-quality green spaces, and we are proud to partner with SoCal Gas and North East Trees on this important initiative,” said Celia Garth, Community Relations Coordinator, LA Kings. “As one of the few green spaces and micro wilderness habitats in South Los Angeles, August F. Hawkins Nature Park plays a significant role in the community. Exposing kids to nature and wilderness can help them think beyond their immediate surroundings and builds well-rounded perspectives. It also provides many lifelong benefits including physical health, mental health and academic competency.”

The Augustus F. Hawkins Nature Park was built in 2000 and was named after the late U.S. congressman, who, in 1963, became the first African American member of congress elected west of the Mississippi. Hawkins represented the southern Los Angeles County area for nearly 30 years.

To learn more about the Augustus F. Hawkins Nature Park, click here.

Through the Kings Care Foundation, the LA Kings are dedicated to providing health, educational and recreational opportunities for youth throughout Greater Los Angeles. To learn more about the LA Kings social impact work and Kings Care Foundation, click here.

Originally Published by The Hill

When Congress returns from recess, lawmakers are aiming to craft a new farm bill that reauthorizes billions of dollars in federal spending and sets priorities for national agriculture, nutrition, conservation and forestry policies. Given the vital importance of this once-every-five-years legislation and the urgent need to mitigate climate issues, lawmakers should incorporate two provisions that bolster the nation’s food supply, reduce food waste and slash the nation’s carbon footprint associated with food production.

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The World Environment Center (WEC) announced today that Dr. Neil Hawkins, President of Michigan Sustainability Associates and Research Advisor/Instructor at Harvard, has been appointed interim president and CEO of WEC.

With over three decades in the field, Dr. Hawkins brings extensive experience and expertise from roles such as Chief Sustainability Officer and Corporate Vice President of Environment, Health, and Safety at The Dow Chemical Company. He has also led initiatives like the breakthrough valuing nature partnership with The Nature Conservancy, integrating sustainability at the core of business strategies, and driving environmental and social action.

While serving as Interim CEO, Dr. Hawkins will continue his role as a Research Advisor and Instructor at Harvard University in the Master of Sustainability Program, underlining his commitment to bridging academia while bolstering business sustainability efforts. With his multifaceted experiences, from international environmental treaties to advising corporate leaders, Neil is uniquely positioned to help propel WEC forward.

“It is a great honor to be asked to serve as Interim CEO of World Environment Center. I have great respect for the organization from my prior long-term Board membership and from seeing its great progress with Glenn at the helm. I will support the Board, staff, and members while the Board conducts its process for identifying a permanent CEO.” Hawkins said.

WEC extends many thanks to outgoing president and CEO, Glenn Prickett, for his dedicated leadership and welcomes Dr. Hawkins, believing that his insights will help amplify WEC’s role in advancing a sustainable future through corporate business practices.

About the World Environment Center

WEC is an influential global non-profit organization that fosters sustainable development through business practices. With its member-driven agenda and a legacy dating back to its founding by the United Nations in 1974, WEC accelerates sustainability solutions through innovation, thought leadership, and public-private partnerships. Headquartered in Washington, D.C., with regional offices in China, El Salvador, and Germany, WEC collaborates with various stakeholders to drive tangible change.

Learn more about WEC programs here.

For further information, please contact info@wec.org.

Originally published in Enbridge’s 2022 Sustainability Report

Safeguarding asset integrity and reliability

Enbridge continues to uphold safety as a core value and topmost priority across our business. In our training, management and internal communications practices we aim to foster a culture of safety and reliability—recognizing that there’s an inextricable link between the safety of our workers and communities, and the reliability and integrity of our assets.

Enbridge is a strong advocate of the value that high resolution inline inspection (ILI) tools can provide for the early identification of deterioration like corrosion and cracking. Enbridge has invested, and continues to invest heavily, in the research and development of higher-resolution ILI tools, assessment techniques and reliability models that define risk to the public or environment. Slope inspections, stream-monitoring and LiDAR-equipped aerial surveillance provide advanced warning of natural hazards along the pipeline path. Stringent reliability targets are applied to make sure that our maintenance programs reduce the likelihood of a rupture or major leak to a remote possibility. Enbridge applies this proactive assessment and maintenance approach to every segment of every transmission pipeline, far exceeding regulatory minimum standards. Lessons from near misses and incidents, including incidents experienced by other pipeline companies, are shared within the Company, reviewed on a recurring basis and fed into the ongoing improvement and quality controls for our procedures and practices.

The threat of extreme weather events can have catastrophic and far-reaching impacts on the reliability of our system. Enbridge provides gas transmission and distribution to millions of homes and businesses. In December 2022, GTM and GDS maintained service during a historic winter storm, which impacted customers and assets in Canada and the northeast United States. While Enbridge was able to keep the gas flowing to power plants and customers through its system flexibility, storage capacity and emergency response efforts, Enbridge examines these events and uses the lessons to drive targeted investments in winterization and equipment reliability.

We also continued our efforts to prevent excavation damage to buried pipelines by delivering extensive public and municipal education and outreach programs. Among other measures, we continued to maintain and promote a safe excavation online portal launched in 2021 that aims to raise awareness of the importance of safe digging and provides related resources. The Ontario government passed Bill 93 in 2022, which aims to modernize the locate industry with a focus on underground asset safety and improve the timely delivery of locates for excavations across the province. Enbridge, an industry leader, is working collaboratively with all key stakeholders to ensure legislation and associated regulations are adopted effectively to modernize damage prevention for utilities.

Emergency preparedness and response 

While we plan for safe, reliable, incident-free operations, potential threats to our business can come in many forms—from pandemics and natural disasters to emergencies involving workers or damage to facilities. As an operator of critical energy infrastructure, we must maintain a state of constant readiness for any of these possibilities.

Emergency preparedness requires a systematic approach to identify potential hazards and plan mitigation strategies to ensure that our response is rapid and protects the safety of responders, the community and the environment. Our emergency management programs are built on the “Plan-Do-Check-Act” cycle, designed to drive continuous improvement. The same approach applies to management reviews of our emergency management programs with senior business unit leaders.

Our training and qualifications—for both our employees and contractors—ensure that crews are prepared and equipped to provide a safe, rapid and effective response should an emergency arise. We purposefully include Indigenous partners and communities in major exercises and we plan to further advance this practice in the years ahead.

Each business unit maintains its own emergency management program. We also operate the Enbridge Enterprise Emergency Response Team (E3RT), a cross-business unit group trained to respond to large-scale events in Canada and the U.S. Depending on the nature and scale of an emergency, a range of responses may be required. We partner proactively with local first responders, emergency management groups, industry associations and provincial/state and federal agencies to ensure our preparations are sound and the coordination will be effective in the event of an incident.

In 2022, we conducted 210 exercises and emergency response drills based on real-life scenarios to hone our skills and capabilities. In June 2022, we carried out an exercise to simulate a pipeline incident at a site in the North Saskatchewan River about 230 kilometers east of Edmonton, AB. About 100 Enbridge employees and contractors participated in the simulation, half at the command post and half on the river, where teams deployed oil containment booms on the river. (No contaminants were used in the simulation.)

The exercise served as an opportunity to engage and inform local communities. The day before the simulation, Enbridge hosted a luncheon and invited local Indigenous leaders, municipal officials and the public to gather at the site to learn about the exercise and the related equipment and ask questions. The Elk Point Fire Department and RCMP also participated in the equipment demonstrations—a sign of our strong working relationships with local first responders.

Enbridge continued to focus on community safety through Safe Community grants in support of first responders. The 2022 program included a $16,500 Enbridge Fueling Futures donation to the fire department in Shermans Dale, Pennsylvania, where funds supported the replacement of all the fire station’s lights with safe, energy efficient LEDs. Among other benefits, the lighting upgrade will provide excellent visibility in the areas where fire fighters suit up before heading out to emergency calls. Two Enbridge employees volunteered to join the Shermans Dale fire fighters in completing the installation.

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Originally published by Forbes.com on August 15, 2023

Technology is at the heart of specialized, precision agriculture that enables farmers to make the right decisions resulting in higher yields at lower costs at longer term. It enables data collection and analysis through satellite imagery, drones and sensors. By using solutions tailored to individual plots of land, farmers can recover and reuse degraded land instead of deforesting additional areas to increase production, eliminating the need for deforestation.

For running their own business, AgroGalaxy opted to implement SAP S/4HANA. “This is the right technology to support the important digital transformation we are undergoing as a company,” said Zanchi. “It provides all the relevant data we need to make sure we are on track with our environmental, social and governance commitments.”

Continue reading here.

A recent issue of Cabling Installation & Maintenance Magazine highlights the Power over Ethernet (PoE) lighting system at Southwire’s office at The Battery Atlanta and the company’s investments with Sinclair Digital Services and VoltServer.

Power over Ethernet (PoE) is a proven cost-saving technology that has advanced over the past two decades to power a wide range of connected devices over balanced twisted-pair network cabling, eliminating the need to run traditional 110/220 Volt AC power. PoE also provides additional cost savings and efficiency for now mainstream LED lighting systems—all while enabling a ubiquitous platform for connected IoT sensors and driving DC power distribution in sustainable smart buildings.

“As a company, we are committed to reducing our carbon footprint and energy consumption; PoE lighting is more efficient because it eliminates the AC-DC conversion and heat associated with conventional LED lighting drivers,” said Charles Hume, Southwire’s director of emerging technologies. 
“We are leveraging PoE lighting to acquire critical data about our office space at The Battery Atlanta and integrate smart building capabilities.”

In addition to embracing new technology, Southwire selected PoE lighting due to its potential for additional energy and cost savings and the ability to improve building intelligence. The system helped Southwire achieve points towards its LEED Silver certification, reduce the amount of material used and decrease installation costs.

“Maintenance and installation costs are lower with nodes outside the fixtures and through low voltage wiring and components,” said Hume. “We also thought about material savings. Copper is finite, and as cost goes up, PoE lighting can save a lot of metal in a building.”

To read the full case study from Cabling Installation & Maintenance Magazine, click here. For more Southwire news, visit www.southwire.com/newsroom. 

NEW YORK, August 16, 2023 /3BL/ – CSRHub is proud to announce it has partnered with Archer, the leading provider of integrated risk management solutions, to power its new product, Archer ESG Score Connect. ESG Score Connect will deliver sustainability data to Archer customers that will provide visibility into their vendors’ third-party and investment portfolio companies ESG scores to help track their vendors’ non-financial performance and mitigate ESG risks.

CSRHub ESG (Environment, Social and Governance) data can be used to identify supply chain risks and opportunities. It can identify outliers, leaders and laggards in ESG reporting and track the overall ESG performance of a company’s suppliers. The data can also be used to compare a business’s own supply chain rating against the score of its competitors and peers.

“CSRHub is excited to partner with Archer and incorporate CSRHub data into Archer’s ESG Score Connect,” says Co-Founder Cynthia Figge, “ESG Score Connect simplifies risk analysis and increases transparency for third party portfolios to help Archer customers create more sustainable outcomes.”

In response to the growing demand for comprehensive Environmental, Social, and Governance (ESG) insights, Archer, a leader in integrated risk management, is proud to announce the launch of Archer ESG Score Connect, a revolutionary third-party ESG scoring product.

ESG Score Connect aims to empower businesses and investors with a robust and transparent assessment of their ESG performance. By leveraging advanced data analytics, ESG Score Connect provides a holistic evaluation of companies’ sustainability practices, social impact, and governance standards. “These metrics provide organizations and investors with enhanced transparency, credibility, benchmarking, and protection against greenwashing,” said Wes Loeffler, Archer Third Party Risk Management product manager.

CSRHub offers the world’s broadest and most consistent set of Consensus Environment, Social, and Governance (ESG) ratings. Its Big Data algorithm combines a half billion data points on ESG performance from hundreds of expert sources, including the leading ESG analyst raters, to cover all aspects of ESG, corporate social responsibility and sustainability for more than 50,000 companies. CSRHub provides transparent access to ESG data to improve corporate ESG performance and global sustainability. For more information, visit www.CSRHub.com or https://www.archerirm.community/t5/exchange-overviews/archer-esg-score-connect-integration/ta-p/704215. CSRHub is a B Corporation.

About ARCHER

Archer is a leading provider of integrated risk management (IRM) solutions that enables customers to improve strategic decision-making and operational resilience with a modern technology platform that supports qualitative and quantitative analysis driven by both business and IT impacts. As a true pioneer in GRC software, Archer remains solely dedicated to helping customers manage risk and compliance domains, from traditional operational risk to ESG. With more than 20 years in the risk management industry, Archer’s customer base represents one of the largest pure risk management communities globally, with more than 1,200 customers, including more than 50% of the Fortune 500. Visit www.ArcherIRM.com.

Originally published on TriplePundit

The U.S. has had a child hunger problem for decades. The COVID-19 pandemic turned that problem into a crisis.

Before the pandemic, 1 in 7 American children experienced food insecurity. The pandemic narrowed that ratio to 1 in 4 by the end of 2020, and nearly 1 in 6 families with children have struggled with food insecurity in the past year. 

Hunger, clearly, is not just a U.S. problem. The U.N. Sustainable Development Goals (SDGs) call for an accelerated response to end hunger in all its forms by 2030. But the pandemic’s impact on economies and supply chains led to global hunger increasing for the first time in nearly a decade. 

While many people are back to work and the economy is slowly growing again, agencies that support at-risk families are still trying to make up ground.

“Though we’ve seen improvement since the pandemic, too many are still struggling to keep food on the table as inflation wreaks havoc on families who are most vulnerable,” said Travis Arnold, president and CEO of Feed the Children, a 40-year-old anti-hunger organization that provides aid to children in the U.S. and abroad. In 2022, the agency distributed about 92.6 million pounds of food and essential items worldwide, benefiting more than 11.5 million people globally.

Corporate partnerships can help nonprofits and communities fight hunger

Nearly 10 percent of the global population, up to 811 million people, faced hunger, food insecurity and malnourishment in 2020, according to the Food and Agriculture Association of the United Nations.

More corporations have had to step up with supplies, service and partnerships. One successful pairing is the ongoing collaboration between Feed the Children, Herbalife and the Herbalife Nutrition Foundation. These organizations have partnered since 2019 through Herbalife’s global health and wellness initiative. According to Feed the Children, this collaboration focuses on expanding access to healthy food, identifying sustainable food resources and improving nutrition education, as well as raising awareness about the global hunger crisis.

Worldwide, Herbalife provides nutritional supplements to support thousands of children and families in the countries where Feed the Children works, Arnold said. “In the U.S., we have partnered for multiple community events, most recently in the Los Angeles area,” he told us. “Through our partnership, we have been able to provide both food and resources to thousands of families without life’s essentials across the country. These products help to supplement meals to thousands of families who are struggling to make ends meet.” 

As important as the money and supplies Herbalife contributes is the educational material it produces and presents. “Herbalife not only provides a generous means for Feed the Children to scale our impact, but also meaningful ways to talk about the power of our work with new audiences,” Arnold said. The company’s registered dietitians and nutrition experts regularly provide educational materials, including meal and snack recipes, to pack into food donation boxes. The company has printed and delivered 48,000 recipe cards for Feed the Children food boxes.

In preparing recipes, Herbalife experts focus on creating meals that are accessible, affordable, nutritious and can be fun to prepare, according to the company. Recipes adhere to guidelines including the U.S. Department of Agriculture’s low-cost ingredients index and utilize foods often found in boxes that Feed the Children distributes. Bilingual recipe cards, in English and Spanish, also are available.

Scaling nutrition education worldwide

Herbalife and Feed the Children are looking to create additional joint education programs, including resources for teachers, teacher stores and nutrition education seminars for community partners. 

In terms of Feed the Children’s own direct education efforts, it sponsors a support program for new mothers and pregnant women. Called Care Group, the program utilizes a peer-to-peer behavior change methodology: Facilitators work with pregnant women and new mothers directly to educate them about prenatal and postnatal nutrition, the benefits of breastfeeding exclusively for the baby’s first six months, and the types of supplemental foods to use until the child is 2 years old. “We help mothers learn how to select and prepare meals that provide the diversity of vitamins and nutrients growing bodies need,” Arnold explained. 

Feed the Children also manages child-focused community development programs that focus on reducing hunger and malnutrition, teaching health, and promoting self-reliance in eight countries in Asia, Africa and Latin America.

And thanks to increased monetary and product contributions from corporate partners, Feed the Children expects to reach even more families in the U.S. and around the world this year, Arnold said. 

The extra aid from Herbalife alone will supplement 300,000 meals and beverages for families in the U.S. The company has also increased its financial commitment to Feed the Children’s international program by $500,000 over two years. Globally, Feed the Children expects to expand programs designed to improve the health and nutritional profile of women and children. These resources include supplementary feeding supplies, deworming medicine and vitamin A supplements for children. 

Partnerships are key to success

Corporate collaborations and other pairings are critical to the ongoing mission and success of Feed the Children and its fellow aid organizations, Arnold said. 

“Partnerships are vital to success in every aspect of our work. Whether here in the U.S. or in communities around the globe, we cannot do this work alone,” he told us. “We are providing access to food and reducing the stigma around food insecurity through community events and resource rooms across the country. We are engaging communities in developing countries with education and empowerment. Our work with Herbalife is one example of how companies can make a significant contribution to a global issue through collaboration and true partnership.”

This work is needed now more than ever. With the price of basic necessities including food, energy and housing continuing to rise, the number of families straining to meet expenses are expected to increase in the coming months, Arnold observed. 

“During the pandemic, we learned to be innovative in order to get food and essentials to families in their own communities,” he continued. “Many of these efforts continue today through our network of community partners, as well as through the generosity of our donors and corporate supporters. It takes all of us working together in order for these efforts to be successful.” 

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

Images courtesy of Feed the Children and Herbalife Nutrition

Originally published in Dow’s 2022 INtersections Progress Report

Through our Decarbonize and Grow strategy, we are looking across our operations and value chains to lower our carbon footprint while growing our business. We have a clear roadmap and investment plan to achieve carbon neutrality by 2050, while also meeting customers’ increasing demands for more sustainable and circular products. Our materials science expertise is a critical link to securing a low-carbon economy. For example, studies have demonstrated that plastics reduce the key environmental impact of products and packaging compared with materials such as glass, paper and metals by using less energy, creating less waste and fewer carbon emissions than typical alternatives.

OUR APPROACH – DECARBONIZE AND GROW

Decarbonization is a complex challenge we are determined to not only meet but lead in our industry. Already, we have reduced our carbon emissions by 15% between 2005-2020, while growing the volume of products manufactured by 30%. By 2030, we remain on track to deliver $3 billion in underlying EBITDA improvements while reducing Scope 1 and 2 emissions by 30% compared to our 2005 baseline.

Dow is taking a comprehensive and phased approach to carbon emissions reductions. We have outlined short-, medium- and long-term reduction targets and actions to achieve our targets.

Protect the Climate

Our Protect the Climate targets reflect our commitment to accelerate our work with our suppliers, customers and value chain partners to ensure Dow’s ecosystem is carbon neutral by 2050.

Previous Reductions
Reduced our carbon emissions by 15% between 2005-2020Near Term
By 2025, we intend to reduce our carbon emissions by 2 million metric tons versus our 2020 baselineMid Term
By 2030, we will reduce our net annual carbon emissions by 5 million metric tons versus our 2020 baseline (15% reduction) or by 30% since 2005Long Term
By 2050, we intend to be carbon neutral (Scopes 1+2+3 plus product benefits)

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