Tag: 3BL

Originally published on HARMAN Newsroom

Amsterdam, August 15, 2023 /3BL/– HARMAN International, focused on connected products and technologies for automotive, consumer, and enterprise markets, is proud to celebrate the 70th anniversary of the Harman Kardon audio brand, whose rich legacy has made its name synonymous with acoustic and esthetic excellence. Over the past 70 years, the Harman Kardon brand has merged form with function, matching beautiful award-winning design with rich, multi-layered sonic performance that adds depth and dimension to every moment – transforming the ordinary into the extraordinary. The Harman Kardon story is also one of cutting-edge innovation; many Harman Kardon technologies have become standards in the audio industry.

A BEAUTIFUL LEGACY
The Harman Kardon adventure began in 1953, when Dr. Sidney Harman and Bernard Kardon founded their own company based on a shared passion for music and the arts, helping to create an entirely new high-fidelity audio industry. Their very first product, the Harman Kardon Festival D1000, was the world’s first AM/FM compact Hi-Fi receiver. Its unique combination of breakthrough technology and stylish design made the Harman Kardon Festival D1000 an immediate success, setting the tone for what would become a legacy of developing premium-quality products known for their unmatched performance, ease of use, and elegant industrial design. In 1958, another breakthrough was achieved with the introduction of the first-ever stereo receiver, the Harman Kardon Festival TA230. This was followed one year later with Harman Kardon Citation II, the world’s first ultra-wide bandwidth tube amplifier. In 1970, the Harman Kardon CAD5 was introduced, which was the world’s first Hi-Fi cassette recorder, featuring Dolby noise reduction. In 1992, the Harman Kardon brand made its automotive sound system debut in the Land Rover Range Rover, laying the foundation for a rich and rewarding history of collaboration with numerous automakers including BMW, Mini, Subaru, Volvo, Polestar, VW, Renault, and more.

“Harman Kardon has a truly exceptional history that has left a lasting impact on the entire audio industry,” said Carsten Olesen, President of Consumer Audio at HARMAN. “When listeners choose a Harman Kardon product, they reap the reward of 70 years of unparalleled expertise, both in technological innovation and award-winning design. Harman Kardon’s deep devotion to beauty is truly the brand’s north star, and the reason that Harman Kardon products are so stunning, both in their appearance and in the quality of audio they deliver.’”

AWARD-WINNING ICONIC DESIGN
The Harman Kardon brand continues to introduce breakthrough products that further enhance the listening experience as it continues to influence the shape of sound. Harman Kardon acoustic engineers harness the very latest technologies, like noise reduction, high-speed dubbing, surround sound, and voice control, while paying meticulous attention to design detail, winning hundreds of design and technology awards along the way. These include an iF Design Award for its digital path receivers, and an Industrial Design Excellence Gold Award award for its SoundSticks. The fruit of an exceptional collaboration with iMac designer Jonathan Ive, the SoundSticks not only received multiple awards but was also added to the permanent collection at the Museum of Modern Art (MoMA) in New York in 1999 for its exceptional design.

THE LEGACY CONTINUES…
As the most recent Harman Kardon products demonstrate, the deep commitment to beautiful sound and beautiful design remains as steadfast as ever; the new Harman Kardon Aura Studio 4 Bluetooth wireless speaker bears the iconic soft silhouette of the Harman Kardon Aura family, with a distinctive transparent dome, presented in a 360-degree layout for an omnidirectional light and sound experience; the Harman Kardon Go + Play 3 portable speaker features premium craftsmanship and an iconic design, as well as Bluetooth connectivity and a built-in rechargeable battery for a superior sonic experience anywhere around the user’s home; the Harman Kardon Luna portable speaker offers an iconic silhouette combined with premium materials, packing a remarkable acoustic performance into a compact and portable form factor.

A PROMISING FUTURE BUILT ON AN EXCEPTIONAL PAST
Harman Kardon products have always had the rare ability to set themselves apart, both acoustically and esthetically. A unified vision of design excellence is built on four key characteristics, resulting in a trademark Harman Kardon style: iconic silhouettes and elegant forms, the use of high-quality and multi-sensorial materials, sophisticated details and refined elements, and minimalistic and sophisticated user interfaces. All Harman Kardon products are designed as holistic timeless pieces that stimulate emotions, both through their unique artistic beauty and through beautiful sound. Today, the Harman Kardon brand proudly looks back on seven decades of leading the way in both sound and design, driven by a deep passion for music. With a profound influence on the audio industry for 70 years, the Harman Kardon mission remains unchanged: to harness the power of beauty and technology so that people can better explore and enjoy their passion for music and entertainment.

For more information contact:

Carole Campbell 
Carole.campbell@harman.com

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ABOUT HARMAN KARDON

Harman Kardon creates beautiful sound that adds depth to every moment. For 70 years, the world-renowned audio brand has seamlessly merged function and form, through the highest quality sound, elegant design and meticulous attention to detail. Cementing the brand’s design status, the iconic Harman Kardon SoundSticks are part of the permanent collection of the Museum of Modern Art, New York. Harman Kardon also partners with the world’s finest automotive brands to create listening experiences that enhance each minute behind the wheel.

ABOUT HARMAN

HARMAN International (harman.com) designs and engineers connected products and solutions for automakers, consumers, and enterprises worldwide, including connected car systems, audio and visual products, enterprise automation solutions; and services supporting the Internet of Things. With leading brands including AKG®, Harman Kardon®, Infinity®, JBL®, Lexicon®, Mark Levinson® and Revel®, HARMAN is admired by audiophiles, musicians and the entertainment venues where they perform around the world. More than 50 million automobiles on the road today are equipped with HARMAN audio and connected car systems. Our software services power billions of mobile devices and systems that are connected, integrated and secure across all platforms, from work and home to car and mobile. HARMAN has a workforce of approximately 30,000 people across the Americas, Europe, and Asia. In March 2017, HARMAN became a wholly-owned subsidiary of Samsung Electronics.

© 2023 HARMAN International Industries, Incorporated. All rights reserved. Harman Kardon, Infinity, JBL, Lexicon and Mark Levinson are trademarks of HARMAN International Industries, Incorporated, registered in the United States and/or other countries. AKG is a trademark of AKG Acoustics GmbH, registered in the United States and/or other countries. Features, specifications and appearance are subject to change without notice.

CONTACT

Carole Campbell
Director, Lifestyle Communications
HARMAN
lifestyle.communications@harman.com

Ron Harris and Oconee Nuclear Station go way back.

Harris’ high school junior chemistry class toured the World of Energy education center in spring 1970 and, from its back porch, watched construction of Duke Energy’s Oconee Nuclear Station in Seneca, S.C.

While classmates ate their packed lunches on the World of Energy lawn, Harris recalled, he saw three unfinished nuclear containment buildings in the distance. His future in nuclear energy was being built right in front of him and he didn’t even know it.

“I always had an interest in science and chemistry but didn’t know too much about nuclear generation before visiting the World of Energy,” said Harris, now a lead nuclear engineer at Oconee. “I think that field trip sparked my interest in learning more.”

Oconee Nuclear Station began commercial operation in 1973 and is celebrating its 50th anniversary. It has produced roughly 900 million megawatt-hours of safe, reliable, carbon-free electricity over those 50 years.

Located on Lake Keowee in Seneca, Oconee is Duke Energy’s largest nuclear station, with three generating units that produce more than 2,500 megawatts of carbon-free electricity.

Duke Energy is relying on its 11 nuclear units in the Carolinas to produce many more years of clean energy to meet its net-zero carbon goals by 2050. The company has applied to renew Oconee’s operating licenses for an additional 20 years. Oconee’s operating licenses expire in the early 2030s; the subsequent, or second, license renewal would extend the licenses to 2053 and 2054.

After graduating from Clemson University with a degree in engineering, Harris channeled his passion into a career at Duke Energy. He joined the company in 1975 and worked in a variety of disciplines – steam production project coordination, nuclear licensing, and emergency planning – before transferring to Oconee.

“When I transferred to Oconee in 1992,” he said, “it felt like I was coming home.”

At Oconee, Harris worked in regulatory compliance, systems engineering, engineering support and, now, procurement engineering.

Harris celebrated his 30th anniversary at the plant last year.

“Our education centers at our nuclear sites play a key role in educating young minds about nuclear energy,” said Steve Snider, Oconee site vice president. “Providing experiences for youth to learn more about this industry and how electricity is produced can shape future career paths, like Ron’s story.”

Harris said he hopes to see Oconee generating clean energy for decades to come.

“Nuclear generation is a critical component and contributor to meeting and exceeding our path to net-zero goals,” he said. “Customers need clean and reliable power. If we can keep providing a product that’s needed, and provide it in a reliable way, then we’ll be able to keep operating for a long time.

“Playing a small part in Oconee’s success and how it has served the community for the past 50 years,” he said, “is something I’m proud of.”

View original content here.

Thank you to everyone who joined our LinkedIn Live Q&A ‘Sustainability is a Team Sport’ featuring Kimberly-Clark’s Lisa Morden, vice president of sustainability, and Tristram Wilkinson, the president of the company’s Asia-Pacific business. In case you missed it, here’s a replay of the event with Lisa and Tris discussing the role companies should play in addressing the biggest sustainability challenges.

Watch the LinkedIn Live Q&A Replay here: http://spr.ly/6047PRxyW

 

International Olympic Committee news

There is no health without good mental health 

The Mental Health Action Plan emphasises the importance of recognising that athletes’ mental health needs are as important for their performance and well-being as their physical health needs, and that good mental health means much more than the absence of a mental health symptom or disorder.

Key targets for 2026

Guided by the principles of human rights, equity, evidence-based practice and working collaboratively, the Mental Health Action Plan is a comprehensive strategy that will serve as a roadmap for the IOC to promote mental well-being across its four spheres of responsibility – the IOC as an organisation, the IOC as the owner of the Olympic Games, the IOC as the leader of the Olympic Movement, and Olympism in society.

Across the four spheres, there are five thematic focus areas, with corresponding key objectives and actions, to be achieved by the end of 2026:

1. Culture and leadership

Demonstrating leadership in the field by championing a policy environment that recognises the importance of mental health and well-being.

2. Measurement and research

Contributing towards more thorough and reliable mental health epidemiology in elite athletes and under-researched groups, with attention to cross-cultural differences – recognising that evidence-based approaches are critical for impactful initiatives.

3. Reduce prevalence and improve well-being

Encompassing the continued development of expert-led tailored tools and initiatives to improve mental health literacy, reduce stigma, build mental resilience and reduce sport-specific stressors that impact mental health and well-being.

4. Improve care

Encouraging the fostering of psychologically safe athletic environments which reduce the barriers to help seeking, including through supporting early recognition of when further support may be needed, and establishing pathways to care.

5. Improve access to sport

Promoting and supporting the mental health benefits that people and communities experience through accessing sport and Olympism in Society, especially in resource-limited settings, contributing to Olympism365.

Discover the Mental Health Action Plan

Athletes’ well-being remains a top priority for the IOC

The focus on the protection and promotion of elite athlete mental health commenced in 2019 with the publication of the IOC Consensus Statement on mental health in elite athletes and the set-up of the IOC Mental Health Working Group.

More recently, Recommendation 5 of Olympic Agenda 2020+5 calls for increased mental health support for elite athletes and their entourages. Additionally, Recommendation 10 looks beyond the Olympic Games, at the use of sport to create a better, healthier world by contributing to the UN Sustainable Development Goals (SDGs).

This has helped to significantly increase the resources available through Athlete365, including the dedicated #MentallyFit section and the IOC Mental Health in Elite Athletes Toolkit. Such resources, in addition to the Certificate and Diploma in Mental Health in Elite Sport, remain vitally important in helping provide leadership to the Olympic Movement in this area and in raising awareness among National Olympic Committees and International Federations.

The Mental Health Action Plan signals the IOC’s intent to integrate expert-led support for athletes’ well-being across multiple IOC programmes, working on complementary topics such as gender equality and safeguarding, with the support of Olympic Solidarity.

The plan also draws on the principles of Olympism365, the IOC’s strategy aimed at strengthening the role of sport as an enabler of the UN SDGs, with particular emphasis on encouraging even more partnerships with organisations around the world that aim to bring individuals and communities together to experience the immense mental benefits of physical activity and sport.

Investors in ESG-labeled bonds expect well-structured issues with strong green or social credentials to command higher prices than the same issuer’s conventional bonds. This price premium, known as the “greenium,” seems to have been shrinking over time (Display). But factor in metrics such as quality and volume of issuance per vintage year, and a more nuanced picture emerges.

Although it’s common knowledge that the average greenium across major bond indices has decreased in recent years, the significance of issuance year (vintage) for greeniums is less well understood. But vintage year is important, because both the issuance levels of ESG-labeled bonds and the quality of their ESG proposition have varied significantly over time.

The decline in average greeniums has been driven primarily by two related factors: the increased issuance of ESG-linked bonds and the coinciding decline in quality of the ESG proposition across many of the newer issues. We can see the changes in both factors more clearly when we analyze vintage years.

We find that many older ESG-labeled bonds issued in the 2018–2019 era have maintained their greeniums over time. These include issues from pioneering financial institutions and best-in-class European names.

By contrast, issuers who more recently jumped on the ESG bandwagon generally issued less-well-structured bonds that command negligible greeniums.

As always with ESG-labeled bonds, it’s important to appraise each issue individually, because these securities’ characteristics vary so much, both within each sub-category and from bond to bond. The only way to determine whether an ESG-labeled bond deserves its greenium is by thorough fundamental analysis.

The views expressed herein do not constitute research, investment advice or trade recommendations and do not necessarily represent the views of all AB portfolio-management teams. Views are subject to revision over time.

Learn more about AB’s approach to responsibility here

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T-Mobile’s emergency teams continue to restore connectivity in Maui and support first responders, agencies, officials, customers and communities. Over the weekend, they:

Restored sites in Kaanapali and Haleakalā, with teams continuing to evaluate impacted sitesArrived at the Maui Emergency Operations Center to support first responders and agenciesExtended concessions to all Maui customers through August 21Added additional organizations to the text-to-give campaignsProvided evacuees and emergency personnel on Oahu with supplies; team traveling to Maui today

Network Update 
T-Mobile’s Emergency Management team restored sites in Kaanapali and Haleakalā to provide critical connectivity in the area, including covering the FEMA center in Kaanapali. The team deployed generators and VSATs (Very Small Aperture Terminals) — portable satellite solutions — to restore connectivity where the fire damaged local fiber connections and commercial power outages are impacting permanent cell sites.

Additional microwave and satellite equipment is expected to arrive in Maui today, and the team is focused on providing connectivity to Maui’s west coast.

First Responders Update 
Our Emergency Response Team is at the Emergency Operations Center (EOC) in Maui, working with the Maui Emergency Management Agency, police, firefighters, emergency medical services and search and rescue as well as FEMA and other federal agencies to identify network priorities that will provide critical communication for first responders and other frontline personnel.

Concessions Update 
We are extending concessions to all Maui customers who aren’t already on unlimited plans — all T-Mobile, Metro by T-Mobile, Assurance Wireless and Magenta Prepaid customers with Maui addresses will get unlimited talk, text and data through August 21.

Text to Give Donations Update 
We’ve added additional organizations to the “text-to-give” options previously announced. T-Mobile customers can “text-to-give” $10 donations simply by texting the organization’s keyword to the number below to have a one-time $10 donation added to their T-Mobile bill. T-Mobile will also 2:1 match donations from employees to the American Red Cross through August 31.

American Red Cross: Text HAWAII to 90999Hawaii Community Foundation: Text WILDFIRES to 501501The Salvation Army National Corporation: Text WILDFIRES to 52000Information Technology Disaster Resource Center: Text CONNECT to 20222

Community Support Update 
T-Mobile’s Community Support team is in Oahu to support evacuees and emergency response personnel in Maui with essential supplies including device charging, portable battery packs and charging cables. The team will be in Maui today.

Update: August 11, 2023

We continue to send our heartfelt condolences to those impacted by the devastating wildfires that swept through the west side of Maui. This is a challenging and dynamic situation, and our teams are working rapidly to respond in support of this community.

“It has been heartbreaking to see the wildfires sweep through the island and across historic Lahaina, especially now that we know the immense damage and devastation this tragedy has left behind,” said Mike Sievert, CEO of T-Mobile. “As with other natural disasters, in situations like this, connectivity is critical. That’s why we have teams ready to respond when disaster strikes, as was the case here. Homes and businesses have been destroyed as people, including our own employees, have been displaced. But I know we’re all grateful to have teams focused 24/7 on doing everything they can to show up for this amazing community.”

Network Update 
Fires destroyed local fiber and took out commercial power in many areas, which has impacted our service. While access to our sites is extremely limited and conditions are exceedingly challenging, we continue to closely monitor the situation and partner with local authorities on our plans to provide shorter-term temporary measures and longer-term restoration of critical communication just as soon as conditions safely allow.

We have Emergency Management teams and engineers getting critical temporary wireless equipment set up as quickly as possible.We have emergency teams, heavy-duty trucks and generators on the ground in Maui ready to deploy equipment and set up and refuel generators at sites without commercial power as safety allows.Portable cell equipment (a COW or “cells on wheels”) has arrived in Maui from Hawaii. We are working with local emergency agencies to determine the best location for placement. And we’ve redirected one of our wireless sites on Lanai to provide coverage for calling and texting in the hardest hit area on Maui.VSATs (Very Small Aperture Terminals) and fastback equipment, portable and agile solutions that provide wireless service, are on their way and should arrive this weekend.We’ll also have additional microwave and satellite solutions arriving over the weekend along with long-range microwave assets arriving next week.

First Responders 
Our Emergency Response Team is in regular direct communication with officials in Maui to support emergency personnel and the community, and to restore wireless service as quickly as possible. We’ll continue to work with FEMA, the State of Hawaii and other critical agencies.

Community Support Update 
T-Mobile’s Community Support team is headed to the Hawaii Convention Center on Oahu, which is serving as an assistance center to help Maui residents and visitors. The team will work closely with the American Red Cross to offer evacuees and personnel critical supplies including device charging, portable battery packs and charging cables. They will be moving to Maui as soon as it is safe to do so.

Concessions Update 
T-Mobile’s prepaid customers — including Metro by T-Mobile, Assurance Wireless and Magenta Prepaid — in Maui will have unlimited talk, text and data through August 14.

Text to Give 
Emergency organizations in Maui need help, and T-Mobile customers can support their relief efforts with a simple “text-to-give” to donate $10 to the American Red Cross. Simply text “HAWAII” to 90999 and a one-time donation will be added to your T-Mobile bill. All funds will go directly toward critical and needed services including opening shelters and providing evacuees with food, safe lodging and emotional support. And we’ve extended 2:1 matching for employee donations to the American Red Cross.

Employees 
We are partnering with our teams to understand any direct impacts on our local employees. Our focus will be to ensure we provide support to employees during this very difficult time, particularly those who have been displaced from their homes. We are also ensuring we have measures in place to provide compensation coverage for our retail teams.

August 9, 2023

We are saddened by the devastating wildfires currently burning across the island of Maui in the Lahaina, Kihei and Kula areas. We are holding those who have been impacted in our thoughts and working rapidly to show up for the customers, communities and first responders in these communities.

Network Update 
Our Emergency Management Team is closely monitoring the fire and will be prepared to deploy portable satellite and microwave solutions to restore service in impacted areas when it is safe to do so. Travel in and around the island and impacted areas is restricted at this time, but we’re ready to respond as quickly as possible.

At this time, our cell sites are holding up well during the fires. However, commercial power outages may be impacting service for some customers. As soon as conditions allow, our priority is to deploy teams with portable generators that will bring temporary power back to our sites.

As an alternative, customers who still have a home Wi-Fi connection may be able to use Wi-Fi calling.

Helping First Responders 
T-Mobile’s Emergency Response Team is working with FEMA and the state of Hawaii to support firefighters and other first responders, organizations and communities. We’ll continue to engage with state and local officials and others and offer support. Agencies needing communications assistance can reach out to our 24-hour emergency hotline at 888-639-0020 or email ERTRequests@T-Mobile.com.

Customer Concessions 
While the majority of our customers are on plans with unlimited talk, text and data, for those who aren’t we are offering unlimited talk, text and data starting August 10 through August 14 in the following zip codes:

967089675396761967679676896790

Retail Stores 
Our T-Mobile retail store in Lahaina is currently closed. Please check if your local store is open here.

More Information 
As the fires spread, evacuations may continue. Please follow any orders that may be issued by local authorities to stay safe. Above are a few more things you can do.

Biodiversity loss also represents a serious risk to business. Mining, oil and gas, forestry, agriculture, fishing and tourism are exposed to nature-related risks of nearly $1.9 trillion, according to Moody’s Investors Service. Yet business is often cited as one of the main culprits of the biodiversity crisis, and with good reason. According to The Royal Society, biodiversity loss is being driven primarily by land use change (especially from agro-industrial agriculture, accounting for 30% of declines), and overexploitation of resources for food, medicines and timber (20%). Climate change and pollution account for a further 14%.

Business is clearly the villain, but can it also be the hero in this story? There are market investment opportunities of up to $93bn by 2030, according to the Paulson Institute. Here are seven business strategies that can contribute to a nature positive future. They fall on a spectrum from ad-hoc, incremental actions to systemic, transformational change.

Strategy 1: Donating. The $10 billion Bezos Earth Fund is typical of the philanthropic approach of many businesses. Donations are channelled through a foundation, often set up and funded by its wealthy founders or owners. In the case of the Bezos Earth Fund, $2 billion has specifically been earmarked for conserving and restoring nature in places like the Congo Basin. While the benefits for nature are clear and substantial, donations usually fall short of changing the company’s core business impacts on nature, and if taken in isolation can be viewed as greenwashing.

Strategy 2: Offsetting. The science and accounting of carbon offsets need to improve, but they are a crucial catalyst for biodiversity protection and restoration. For example, Apple has partnered with Conservation International to protect and restore the 27,000-acre mangrove forest in Cispatá Bay, Colombia. The project is expected to sequester a million metric tons of CO2 over its lifetime. According to Morgan Stanley, the market for carbon offsets is expected to grow from $2 billion in 2020 to around $250 billion by 2050.

Strategy 3: Greening. Living walls and living roofs are a great way for any business with a building to create habitats that attract biodiversity. For instance, IKEA’s award-winning living roof in Greenwich, UK, covers 3,500 square metres, with different biodiverse zones, including sedum covered areas, a wildflower meadow and raised urban farming beds for use by local schools and community groups. The potential is even greater when a company owns land that can be turned into biodiverse green space.

Strategy 4: Sourcing. Every company has a supply chain that impacts on biodiversity, whether through its canteen (e.g. are ingredients organic and menus plant-based? is the coffee and tea Rainforest Alliance certified?), or furniture and office supplies (e.g. are wood products and paper from sustainably managed forests?). In December 2022, the EU agreed a new law that bans the importation of commodities like beef, soya, palm oil, coffee, cocoa, rubber, charcoal and paper, unless they can prove that they were produced without increasing deforestation. Estée Lauder, a 2023 winner of an EcoVadis Sustainable Procurement Leadership Award, is developing specific biodiversity and social action plans for its ‘sensitive supply chains’, besides its No Deforestation, No Peat, No Exploitation policy.

Strategy 5: Innovating. Changing a business’s core products and services to be inherently good for biodiversity, relative to prevailing market offerings, is an exciting space for innovation. A life cycle assessment by Quantis of Impossible Foods’ plant-based burger as compared with a standard beef burger suggests that it uses 96% less land, 92% less aquatic eutrophication potential, 89% less global warming potential and 87% less water consumption – all of which could dramatically increase the space for nature restoration. Other to watch in the plant-based protein sector are Beyond Meat, Quorn, Lightlife Foods and Tofurky.

Strategy 6: Transforming. To halt and reverse biodiversity loss, we will need to go beyond individual company changes. We need whole industry sectors to transform. Foremost among these, for biodiversity impacts, is agriculture, and there are signs of an appetite for change. Danone France has committed to source 100% of ingredients produced in the country from regenerative agriculture by 2025, while General Mills aims to advance regenerative agriculture on 1 million acres of farmland by 2030. Nestle wants to source 20% of their key ingredients through regenerative agriculture methods by 2025 (versus 6.8% in 2022) and 50% (14 million tonnes) by 2030.

Strategy 7: Tipping. These are significant and important commitments, especially for the production the world’s grains. But radically reducing our dependence on livestock farming – through cultured meat (also called cell-based or lab-grown meat) and precision fermentation – may be where the true revolution happens. Researchers have called this a global super-tipping point, while George Monbiot has found scientific evidence that precision fermented protein may use between 138,000 and 157,000 times less land than beef and lamb. Leaders in cultivated meat include Memphis Meats, Mosa Meat, JUST, Inc., Aleph Farms and Future Meat Technologies, while pioneers in precision fermentation are Perfect Day, Geltor, Clara Foods, Motif FoodWorks and Air Protein.

Integrating. All seven business strategies can contribute to halting and reversing biodiversity loss. And the best companies will try to integrate all seven. Outdoor wear company Patagonia, for example, has, since 1985, along with other companies, pledged 1% of sales (over $89 million to date) to the preservation and restoration of the natural environment. In 1996, they were one of the first to commit to 100% organic cotton and they regularly run awareness campaigns on the impacts of overconsumption. In 2012, they launched Patagonia Provisions to champion organic regenerative food. And in 2022, founder Yvonne Chouinard transferred all the voting stock of the company into a trust, which requires that company profits must be distributed as dividends to protect the planet.

This is what we know: unless the high impact companies and sectors transform their approach, the goal of becoming “nature positive by 2030” will be impossible to achieve. And business can and will be a key source of the investment, innovation and scaling of solutions that is needed to turn the crisis around.

Mondelēz 2022 Snacking Made Right Report

Assessing Our Carbon Footprint

We take a thorough approach following the internationally recognized Greenhouse Gas Protocol (GHG Protocol) Standards to calculate, annually, our total carbon footprint across our end-to- end supply chain, covering Scopes 1, 2, and 3.

We assess the following activities:1

Scope 1 emissions:

Combustion of fuels in Mondelēz International-operated facilitiesCombustion of fuels in Mondelēz International-operated mobile sourcesFugitive emissions from Mondelēz International-operated manufacturing sites

Scope 2 emissions:

Indirect emissions associated with purchased electricity, heat and steam in Mondelēz International-operated facilities

Scope 3 emissions:

Purchased goods and services (including effects of Direct Land Use Change)Capital goodsFuel and energy related activitiesUpstream transportation and distributionWaste generated in operationsBusiness travelEmployee commutingDownstream transportation and distributionInvestmentsUse of sold productsEnd of life treatment of sold products

Focusing End-to-End

We look at each individual step within our supply chain to understand the contributors to our carbon footprint and where we believe our focus can matter most.

Deepening our Understanding

During 2022, we confirmed our approach on carbon methodology through a review of our 2018 baseline as well as 2021 and 2022 emissions as part of a planned re-baseline cycle.

This included:

Revising boundaries such as inclusion of mergers & acquisitions1Revising best practices in line with GHG Protocol Standards and guidelines across all scopesCreating custom emission factors for our signature programs such as Cocoa Life and Harmony wheat and setting the foundation to be able to reflect interventions’ positive impact

In 2022, we continued to evolve our approach to reducing our carbon footprint. We believe that we are on the right path but are always looking to improve our approach in order to go further, faster.

Our Carbon Footprint

Approximately 64% of Mondelēz International’s CO2e emissions comes from our raw materials, concentrated in four key commodities. This informs and inspires our focus on reducing carbon emissions and increasing resilient landscapes.

Our Scopes 1 and 2 emissions continue to decrease, reflecting our progress in renewable energy and energy efficiency. In 2022, we reduced our Scopes 1 and 2 (market-based) emissions by approximately 20% versus our 2018 baseline.1 We increased our emphasis on electrification and alternate fuels in our operations to continue the decarbonization journey of emission sources within our direct control.

Our Scope 3 activities span across multiple work streams with the aim to be able to measure and reduce our indirect emissions by focusing on the biggest drivers initially. Key outcomes
in 2022 include:

Cocoa Life: Translating our deforestation free and agroforestry interventions into custom emission factors using farm level data resulted in lower emission intensity vs. generic emission factors when looking at major sourcing countries. Emission intensity is expressed in metric tonnes of CO2e emissions per tonne of product sourced.

Find out more on helping to protect and restore forests on page 37.

Harmony Wheat: Translating the impact of regenerative agriculture across Harmony wheat volume for our European biscuits business resulted in lower emission intensity vs. generic emission factors when looking at major sourcing countries. Emission intensity is expressed in metric tonnes of CO2e emissions per tonne of product sourced.

Find out more on championing sustainable wheat on page 41.

Dairy: We are leveraging our partnerships with dairy farmers in the UK and Ireland who supply milk for Cadbury Dairy Milk as well as dairy farmers in the Alpine region who supply milk for our Milka brand. Through tracking of GHG emissions and developing action plans to reduce emissions, both farming groups have completed their baseline and are in year-two of their reduction program.
To date, the groups are achieving reduced carbon intensity, respectively, vs. initial baseline.

Find out more on page 45.

Partnering for People & Planet supplier partnership program: We formed new partnerships in 2022 with EcoVadis and Guidehouse LoCT to track and support supplier capability building toward ambitious carbon reduction plans by 2030 across our top 250 supplier network.

Partnering on innovative technologies: We are exploring a wide range of new ideas and disruptive technologies that can help accelerate progress against our sustainability goals.

Changes in investment holdings in other companies: We are capturing the proportionate share of investments in our carbon footprint and as such reflect interactions including reduction of holdings in our analysis.

These activities have helped us to maintain a relatively flat Scope 3 since 2018. As we prepare for submission of our net zero ambition plan to the SBTi for validation this year, we are reflecting on what we’ve learned from these programs and the levers we can use to accelerate decarbonization.

Next Steps

Our continued focus lies on preparation for the net zero submission for validation with the SBTi.

In 2022, we completed the re-baseline cycle for building a strong foundation. We are now in the process of adjusting our SBTi scope boundaries while considering the more recent launch of the SBTi’s guidance on Forest, Land and Agriculture (FLAG) emissions and finalizing our reduction pathway towards our net zero goal.

The above steps are essential and are building up towards the submission to the SBTi for validation. While we appreciate that the submission takes time, we want to be sure that
our efforts are solid and founded. This does not mean that our progress on decarbonization stands still as we continue to execute our roadmaps in line with existing goals.

Accelerating New Products and Technologies to get Closer to Net Zero

We worked with a third-party consultant, PA Consulting, to explore a wide range of new ideas and disruptive technologies that could help accelerate progress against our sustainability goals. This included accelerated thinking to help inform our roadmap to achieve our long-term goal of net zero carbon; ideation workshops with a range of experts to identify opportunities and shortlist technologies that can help decarbonize global products; and recommendations that influenced our carbon plans.

With PA Consulting’s help, our R&D function was able to identify four pillars of potential, accelerated decarbonization activity: net zero manufacturing, next generation cocoa, regenerative farming, and ingredients of the future. Deep dives on each of these pillars considered specific challenges such as how the company could incentivize farmers to adopt more regenerative farming practices or how plant microbiomes could be enhanced to help drive crop yields. The output was a series of recommendations, setting out potential next steps for consideration of technologies with the highest emissions reduction potential.

Read more in the Mondelēz 2022 Snacking Made Right Report
 

1 Annual GHG emissions are accounted for following the GHG Protocol Corporate Standards and using the operational control approach. Reporting includes activities of all Mondelēz International subsidiaries across all regions, except those acquired after December 31, 2021. All acquisitions until 2021 are incorporated in our GHG emissions for 2018, 2021 and 2022. In the reporting year 2022, we have recalculated our base year, 2021 and 2022 inventory following the GHG Protocol Corporate Standards. For more details, please see the Carbon Accounting Manual.
2 “Other” consists of 8% investments, 3% services, 3% end of life treatments, and the rest various other.

Originally published in Sustainable Brands 

In many parts of the US, the dairy farmer is a staple in the agricultural landscape; yet many multi-generational dairies are closing their barn doors. Solutions such as anaerobic digesters not only help farms mitigate their environmental impacts, they create new revenue streams and cost savings.

For decades, but accelerated in recent years, people in urban areas have sought greener pastures in suburbs and rural communities. Longing for a home that overlooked bucolic rolling hills and farmlands. Many of those transplants wanted to slow down and enjoy life with views of cows, chickens and anything that reminded them of what living in the “country” versus the “city” would resemble.

Yet, the very reason that brought them to the countryside is being threatened. The US is losing its family farms at a steady rate; and when a farmer wants to innovate and find alternative paths to making their businesses viable, many of these folks are saying, ‘Not in my backyard.’ However, we can’t have it both ways. If we want to have that bucolic view of farms, we must support our local farmers.

The fading landscape of the American dairy farmer

In many parts of our country, the dairy farmer is a staple in the agricultural landscape; yet many multi-generational dairies are closing their barn doors. The fluctuation of the market price for milk can be unpredictable, labor is difficult to source, and costs have risen substantially for essential items such as fertilizer and feed; and finally, the next generation of farmers have seen how hard their families have worked and struggled and are shying away from the family business.

According to the USDA’s 2011 census, the United States was home to just over 51,000 dairy farms; in 2021, there were less than 30,000 operating across the nation. This year, there will likely be even fewer dairy farms — which supply much of our nation’s milk that becomes fresh milk, cheese, yogurt and other beloved dairy foods — dotting our states.

While many of the current generation of would-be dairy farmers saw the struggles of their parents and grandparents and are moving on to new careers, there are some that still that want to carry on the legacy. However, the next generation wants to not only raise their herd and farm sustainably — they need their farms to be financially sustainable for the generations to come. To accomplish this, they must innovate; but they sometimes face roadblocks from their own communities.

How do you achieve both?

During these last two decades, many multi-generational dairy farms have been at the epicenter of the climate change debate. The manure and burping of cows release methane; but increasingly, there are solutions — including dietary changes for cows, as well as a manure-management plan that can turn that manure into a force for good — such as renewable energy production via anaerobic digestion.

Vanguard Renewables® has been working with multi-generational dairy farmers for nearly 10 years to help solve those systemic issues, while providing a steady and predictable income stream from hosting its on-farm Farm Powered® anaerobic digesters. Vanguard works to help its farm partners reduce their on-farm emissions by immediately capturing the manure generated and sending that to a sealed tank where it mixes with inedible food and beverage waste from the manufacturing sector, which would normally be dumped in the local landfill, to create a powerful tool to reduce our nation’s dependence on fossil fuels — renewable natural gas.

In addition to Vanguard’s farm partners receiving a lease payment for the land where their facilities are located, the Farm Powered process provides them with byproducts — including a low-carbon, nutrient-dense digestate for fertilizing and irrigating their croplands; as well as possible bedding for the herd — and the cost savings for the farms can be substantial.

One of Vanguard’s farm partners, Danielle Goodrich-Gingras — herdswoman and co-owner of the Goodrich Family Dairy Farm in Vermont — believes the savings from not purchasing traditional fertilizer and bedding to be around $200,000 a year; and that was before the war in Eastern Europe. Since the invasion of Ukraine, the cost for chemical fertilizers has grown exponentially as the ingredients to make fertilizer come from both Russia and Ukraine, as well as other Baltic nations. With supply chain issues facing every aspect of business, farming is no different. And those issues are raising the price of fertilizer to untenable rates.

Dairy farmers are leading the way to a more sustainable future

Dairy cooperatives such as Dairy Farmers of America (DFA) and Cabot Creamery Co-operative are helping their farms to become more sustainable — both financially and environmentally.

DFA has been a leading partner in climate change solutions for over 20 years. The cooperative has set substantial sustainability goals by 2030, including a 30 percent reduction in absolute emissions. Additionally, it was the first US dairy cooperative to establish science-based targets to lower greenhouse gas emissions and early adopters of anaerobic digestion as a means to help its member farms mitigate greenhouse gas emissions. DFA is also a founding member of Vanguard’s Farm Powered Strategic Alliance (FPSA) that was launched in 2020 with Starbucks and Unilever.

Cabot is another first mover in the regenerative-agriculture and climate-solutions movement. It was the first dairy cooperative to become a certified B Corporation; and it’s dedicated to creating a closed-loop solution from farm to plant and back to the farm to create renewable energy. Cabot even takes it one step further by sending processed waste from its butter manufacturing plant in West Springfield, Massachusetts to Barstow’s Longview Dairy Farm — where it is used to create renewable energy at a Vanguard facility located on the farm, which it then purchases to power the plant. Cabot is also a proud member of the FPSA.

Closing thoughts

The US’s dairy farmers are a backbone of an industry that has defined our nation. They want to do well and do good, and are strident in their dedication to their land and our planet.

Dairy farmers often take the brunt of the ire of environmentalists; but being good stewards of their land and providing healthy, high-quality products is what they strive to accomplish. As consumers, we have lots of choices; but there is no denying that dairy foods are essential to our culinary experience.

Dairy farmers wake well before dawn and hit the hay well after the sun sets, 365 days a year. They are not the enemy of the good; they are the ones who truly understand the risks and complications that a changing climate causes. From warmer winters to hotter summers, they face a variety of challenges and continue to rise to the occasion.

So, today, let us raise a glass of cold milk — whether skim, 2 percent, or whole — and say cheers and thank you for helping to fight the good fight and for feeding our families. Vanguard doesn’t work with every dairy farmer; but it is steadfast in its mission to advocate and provide sustainable and regenerative solutions that dairy farmers need and want to keep our world safe and healthy.

CINCINNATI, August 14, 2023 /3BL/ – Ohio OSHA formally honored Cintas Corporation’s (Nasdaq: CTAS) First Aid and Safety Location in Canton, Ohio, as a Voluntary Protection Program (VPP) Star certified location during Friday’s ceremony at the Pro Football Hall of Fame.

The VPP Star program was created by the Occupational Safety and Health Administration (OSHA) to recognize stand-out worksites that have comprehensive, successful safety and health management systems. Companies that have earned a VPP Star designation have achieved injury and illness rates at or below the national average of their respective industries and have established strong workplace hazard control programs. 

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During the presentation, Michael Smith, the location’s General Manager, accepted the honor on his team’s behalf.

“Being recognized by the Ohio Board with VPP Star certification is a tremendous honor for us,” Smith said. “We have dedicated employee-partners at our location, and they are invested in maintaining a safe workplace for each other. Gaining VPP certification was a long, thorough process, but it means so much to everyone here at this operation.” 

OSHA established VPP to promote effective and cooperative worksite safety and health in both private industry and at federal worksites. 

Achieving VPP certification is rigorous. Businesses must demonstrate that management and employees work cooperatively – and proactively – to prevent workplace accidents by implementing a comprehensive safety and health management system and maintaining injury and illness rates below national Bureau of Labor Statistic averages for their respective industries. 

This program is OSHA’s official recognition of the outstanding efforts of employers and employees who have achieved exemplary occupational safety and health. To remain in the program, VPP participants must be re-evaluated every three to five years. 

Cintas’ commitment to OSHA’s VPP has set a new standard for U.S. companies. As of August 2023, 125 Cintas facilities in the United States are VPP Star certified, a total that far outpaces every other American company.

“The most important requirement for earning this distinction is that the location management team and the front-line employee-partners must work together toward the common goal of eliminating workplace injuries and illnesses,” said Stephen Jenkins, Cintas Director of Health & Safety, whose department oversees the company’s VPP certification process. “Without this critical element, a company will not qualify for this recognition. We’re incredibly proud of our employee-partners’ dedication to working collaboratively to maintain safe and healthy worksites throughout our company.”

About Cintas Corporation

Cintas Corporation helps more than one million businesses of all types and sizes get Ready™ to open their doors with confidence every day by providing products and services that help keep their customers’ facilities and employees clean, safe, and looking their best. With offerings including uniforms, mats, mops, towels, restroom supplies, workplace water services, first aid and safety products, eye-wash stations, safety training, fire extinguishers, sprinkler systems and alarm service, Cintas helps customers get Ready for the Workday®. Headquartered in Cincinnati, Cintas is a publicly held Fortune 500 company traded over the Nasdaq Global Select Market under the symbol CTAS and is a component of both the Standard & Poor’s 500 Index and Nasdaq-100 Index.

Media Contact:

Michelle Goret Cintas Vice President of Corporate Affairs | goretm@cintas.com, 513-972-4155