Tag: 3BL

CSRHub’s ESG Ranking Data was used in Site Selection Magazine’s recent article, The Greenest Locations in the World, which explores the importance of sustainability for global manufacturers and highlights the rankings of countries, U.S. states, and U.S. metro areas that are creating a sustainable economy.

CSRHub’s data was part of a unique index that incorporated LEED Certified Building total and per capita, green incentives, manufacturing of renewable energy products, degree of corporate social responsibility (CSR) in employers, and much more to create a metric and ranking system to evaluate locations that prioritize a green future.

See Top 10 Countries

Read the article on Site Selection for deeper insights into the many factors that make a location “green,” as well as view the top 10 U.S. States and U.S. metro areas building a green future!

About CSRHub

CSRHub offers one of the world’s broadest and most consistent set of Environment, Social, and Governance (ESG) ratings, covering 50,000 companies. Its Big Data algorithm combines millions of data points on ESG performance from hundreds of sources, including leading ESG analyst raters, to produce consensus scores on all aspects of corporate social responsibility and sustainability. CSRHub ratings can be used to drive corporate, investor and consumer decisions. For more information, visit www.CSRHub.com. CSRHub is a B Corporation.

How can a three-year-old agroforestry company produce trustworthy, sustainable feedstock – raw materials for finished goods, energy, and more – while reducing the amount of carbon in the atmosphere?

“We do that by using the biodiversity of this region, the Cerrado in Brazil,” Francisco de Blanco, S.Oleum co-founder and CEO, told SAP at the company’s headquarters, an innovative farm just outside João Pinheiro.

Why the Brazilian outback? This tropical savanna is home to the macaúba, a highly adaptable oil-producing tree with a penchant for scrubbing harmful CO2 from the air. Macaúba fruit yields advanced vegetable oils (AVOs) and high-protein food – and it can be 15 times more productive than soybeans.

“We are restoring the landscape that was deforested…Macaúba was native here many, many years ago,” Felipe Morbi, S.Oleum co-founder and Agroforestry VP, said. “Now we are bringing back these trees, and also all the other species, to restore this biodiversity.”

S.Oleum seeks to accomplish this scientifically, using macaúba and other crops in an integrated crop-livestock-forest approach, according to Morbi. The goal is to create working farms that rejuvenate degraded, low-yielding soil – and that sequester into the soil more carbon than they generate.

Science-Based Approach to Reforesting the Cerrado

“We are looking for the balance of the system,” Morbi said in a new SAP video. “We will measure the amount of carbon in the soil, the moisture, the biodiversity in terms of the plants we have, and also native animals coming back to the area.”

Toward that end, S.Oleum is starting small, but aiming big. Most of the current crop grows on a 700-hectare, or more than 1,700-acre, pilot farm. But S.Oleum intends to plant more than 65 million additional macaúba trees by 2029, which would reforest 180,00 hectares – about 444,800 acres – in Brazil’s southeastern state of Minas Gerais.

Over time, macaúba trees also help improve the nutrient and moisture capacity of the soil, making it easier to grow other crops, according to de Blanco. And S.Oleum increases farm productivity by growing carefully chosen crops in between rows of macaúba trees, such as sunflowers, peanuts, and yucas.

“If you do it right, agriculture as a system is positive for the environment,” de Blanco said. “Plants that were deforested a few decades ago, they are currently in a poor state because they were depleted by poor management…We believe there are better ways, and that’s what we are pursuing here.”

An innovative case in point: macaúba trees increase a biome’s carbon sequestration levels. Removing this greenhouse gas helps more than the planet; S.Oleum also generates revenue by selling carbon credits and building trust via its data.

Any Little Bit of Data

“Any little thing, any generation of data that R&D is currently developing, is extremely important,” Mirelle Santos, S.Oleum Agroforestry R&D manager, said. “We want to deploy technologies as dictated by those urgent needs.”

This could include remote sensing via drones that run fruit-recognition software, according to Santos. This would help S.Oleum gather and compile data quickly, without human error – and without sending workers, who must dress in personal protective equipment (PPE) to defend against snakes, mosquitos, the brutal Cerrado sun (even in winter), and dangerous macaúba thorns, which grow even on seedlings.

S.Oleum’s intricate business model combines agriculture, forestry, biodiversity, and carbon offsetting – and that leads to a lot of complexity. SAP technology will be an important differentiator for this small enterprise, as well as a foundation for its future growth.

“We have a big project to run; so, a lot of people, a lot of machines, a lot of suppliers,” Morbi said. “And we need everything in the right moment, in the right way.”

How to Best Manage ESG Metrics

“SAP is different because it is recognized as one of the most reliable ERP systems on the market, not only based on the technology,” de Blanco said. “Also, because it has well-established and well-defined processes.”

Standardizing processes was “extremely important” for S.Oleum both internally and to inspire customer, stakeholder, and regulatory confidence, according to de Blanco. SAP will also enable S.Oleum to run its circular enterprise as well as record, report, and act on its sustainability data.

“We have a very integrated system, and a very circular way to produce things,” de Blanco said. “Finding out where waste is generated – and where it’s being used – is very important to ensure the carbon intensity and the circularity of our systems at our entire site…This is where SAP helps us.”

SAP S/4HANA, SAP Ariba solutions, SAP Concur solutions, and SAP SuccessFactors solutions will help standardize all of S.Oleum’s processes, which will improve transparency and compliance, according to S.Oleum IT Director Marcio Propp. To help better manage and understand its myriad environmental, social, and governance (ESG) metrics, the company has also begun implementation of SAP Sustainability Control Tower and SAP Sustainability Footprint Management.

“It is super important that we have a very robust core system in place because it will serve as the basis for all our other processes…and practically all niche applications focused on digital agriculture connect with this core with SAP,” Propp said. “SAP is an agribusiness market standard, and it makes perfect sense for S.Oleum to be part of this ecosystem.”

That’s a big deal because compliant, transparent ESG metrics are crucial to S.Oleum’s success, according to de Blanco.

A Matter of Trust

“Somewhere around one-third of our revenues come from carbon credits,” de Blanco said. “This is our, let’s say, core business…to convert sustainability into revenues and financial results.”

That will require trust. SAP core technologies, such as SAP S/4HANA Cloud and SAP Sustainability solutions, will help S.Oleum keep that trust, thanks to a reliable foundation of sustainability data and robust, auditable ESG metrics for reporting.

“My advice for companies that are starting their sustainability endeavor: do it as quick as you can,” de Blanco said. “And do it attached to science.”

For more information on how SAP helps companies record, report, and act on their sustainability goals, visit www.sap.com/sustainability.

Read the full MetLife 2022 Sustainability Report

Offices and Operations

MetLife is proud to have been the first U.S.-based insurer to reach carbon neutrality across our global corporate office portfolio, vehicle fleets and employee business travel, and we have maintained this designation for seven consecutive years.1  

Globally, MetLife’s offices amount to approximately 11.1 million square feet. We are committed to developing programs that improve the financial and environmental performance of building space that we own or operate. This includes a commitment to reducing our consumption of energy, water, plastics, paper and other natural resources, as well as to providing our colleagues with healthy spaces where they can thrive. We prioritize sustainable building materials and design, high levels of indoor air quality, natural light and amenities such as bike storage, healthy dining options and sit-stand desks. Please see ESG Scorecard for information and data regarding our energy, water use and waste diversion.

MetLife’s GHG emissions have decreased 49% since 2019, our baseline year (see ESG Scorecard). Our progress to date positions us well to achieve our 2030 goal, despite an increase in emissions in the past year as colleagues returned to the office environment following the pandemic and business travel resumed. We expect to see further emissions reductions in the coming years as we implement strategies to optimize our office real estate portfolio. 

We have achieved LEED certifications for approximately 40.7 million square feet of real estate—3.7 million square feet attributed to the MetLife corporate office network and 37 million square feet of MIM-managed real estate properties.2 In addition to LEED, MetLife prioritizes ENERGY STAR, Fitwel, Building Research Establishment Environmental Assessment Method (BREEAM) and other sustainable building certification programs.

1 MetLife’s carbon neutrality efforts apply to global owned and leased offices, global vehicle fleets (Scope 1 and 2 emissions) and employee business travel (Scope 3 Category 6).

2 2021 figures derived from the Better Buildings Challenge public website. The metric has been updated to reflect the square footage of properties included in MIM’s most recent GHG inventory for assets that are managed by MIM in our clients’ real estate equity portfolios.

You’re not imagining it: Heat waves are becoming more severe, putting the safety and well-being of workers at risk. Addressing heat safety has become an essential part of EHS practices around the world.

In this post, we’ll explore the impact of climate change on EHS heat safety practices, review the signs and symptoms of heat illness, and offer ways to mitigate the risks associated with heat waves.

Understanding the Escalating Impact of Heat Waves on EHS

The 2023 summer has shown a concerning surge in emergency room visits and fatalities due to heat. With some of these taking place on the job, it is crucial for EHS professionals to take proactive steps to safeguard their workforces in times of extreme heat. This is especially true for countries where governments have yet to establish regulations that set maximum safe heat limits for workers. The United States does not have national standards in place, and only five states- California, Colorado, Minnesota, Oregon and Washington -have enacted heat-related illness prevention requirements. California and Washington’s regulations cover only outdoor workers, Minnesota’s covers only indoor workers, Oregon’s covers both indoor and outdoor workers, and Colorado’s covers only agricultural workers.

Learn more about all the EHS concerns summer weather brings in our post Bring on the Heat: Get Ahead of Summer EHS Hazards 

Are heat waves really occurring more frequently? 

Heat waves are indeed occurring more frequently, and there are several reasons for this trend.

Climate change is a significant factor driving the increased frequency of heat waves. Rising global temperatures result in more intense and prolonged periods of extreme heat. Urbanization and the heat island effect exacerbate heat wave conditions in cities, as concrete and asphalt retain heat and limit cooling.

The Role of EHS Professionals in Heat Wave Safety 

Heat illness can have serious consequences, ranging from mild discomfort to life-threatening conditions like heat stroke. As an EHS professional, you play a significant role in ensuring your organization has the correct heat wave safety protocols in place to avoid heat illness incidents.

The rise in heat-related illnesses and fatalities is a global issue. In Texas, where heat waves have become more frequent and intense, there has been a noticeable rise in heat-related illnesses and deaths. Similarly, India has also encountered severe heat waves that put a strain on healthcare systems and highlighted the importance of preventive measures.

Implementing a heat wave safety program within your organization requires both recognizing and preventing heat illness.

Recognizing Types of Heat Illness 

Heat illness refers to a range of conditions that occur when the body’s core temperature rises to dangerous levels due to exposure to high temperatures and excessive heat. These conditions can range from mild to life-threatening and are often associated with working in hot environments or engaging in strenuous physical activities in the heat.

There are four main types of heat illness your workforce should be trained to recognize in themselves and others.

Heat rash 

Heat rash occurs when sweat is trapped in the skin’s pores, leading to skin irritation. It is the most common heat-related problem in hot work environments.

Symptoms:

Clusters of red bumps on the skin.Often appears on the neck, upper chest, and folds of the skin.

First Aid:

Work in a cooler, less humid environment when possible.Keep the affected area dry.

Heat cramps 

Heat cramps are caused by the loss of body salts and fluids through sweating, resulting in low salt levels in muscles and painful cramps. These usually affect tired muscles, especially those used for performing the work.

Symptoms:

Muscle spasms and pain.

First Aid:

Have the worker rest in a shady and cool area.Provide the worker with water or other cool beverages.Wait for a few hours before allowing the worker to return to strenuous work.Seek medical attention if cramps persist.

Heat exhaustion 

Heat exhaustion occurs when the body loses water and salt through heavy sweating, leading to an imbalance in the body’s electrolytes and fluid levels.

Symptoms:

Cool, moist skin.Heavy sweating.Headache, nausea, and vomiting.Dizziness and lightheadedness.Weakness and irritability.Fast heartbeat and excessive thirst.

First Aid:

Have the worker sit or lie down in a cool, shady area.Provide plenty of water or other cool beverages to drink.Apply cold compresses or use ice packs.Seek immediate medical attention if symptoms worsen or do not improve within 60 minutes.Do not allow the worker to return to work that day.

Heat stroke 

Heat stroke is the most severe and life-threatening heat-related illness. It occurs when the body’s temperature regulation fails, and the body becomes unable to cool itself down through sweating.

Symptoms:

Confusion and irrational behavior.Loss of consciousness and seizures.Lack of sweating (usually).Red, hot, and dry skin.Very high body temperature (typically above 41°C or 106°F).

First Aid:

Call 911 immediately for emergency medical assistance.Move the worker to a shady and cool area.Loosen their clothing and remove outer layers.Cool the worker with fans, cold packs, or wet towels.Offer fluids (preferably water) as soon as possible.Stay with the worker until help arrives.

Heat stroke is a medical emergency that requires immediate attention, as it can lead to severe complications and even death if not treated promptly.

Preventative Measures for Heat Wave Safety 

Prevention is the best way to ensure your workers remain safe during a heat wave. The following measures should be part of your overall heat safety plan.

Develop heat illness prevention policy: Establish a clear and comprehensive policy that outlines heat safety protocols and guidelines. This policy should include recommendations on staying hydrated, taking breaks in cooler areas, and recognizing early signs of heat-related illnesses.

Provide training and education: Conduct regular heat safety training sessions for employees, supervisors, and managers. Educate them on the risks of heat-related illnesses, how to identify symptoms, and the appropriate actions to take in case of emergencies.

Conduct heat stress assessments: Regularly assess the workplace for potential heat stress hazards. Measure temperature, humidity, and radiant heat in different areas to identify hotspots where workers may be at higher risk.

Implement engineering controls: Install ventilation systems, reflective surfaces, and cooling fans to reduce heat buildup in work areas. Providing shaded rest areas and proper ventilation can significantly lower the risk of heat-related illnesses.

Monitor weather and heat index: Keep a close eye on weather forecasts and heat index levels. Implement an early warning system to alert workers and supervisors when extreme heat events are anticipated, allowing for timely adjustments to work schedules or temporary suspension of outdoor work.

Encourage acclimatization: Encourage workers to gradually adapt to working in hot conditions, especially at the beginning of the hot season. Avoid assigning heavy or physically demanding tasks during peak heat hours.

Promote hydration: Ensure workers have easy access to cool, potable water at all times. Encourage frequent water breaks to prevent dehydration and heat stress.

Offer personal protective equipment (PPE): Provide lightweight, breathable, and heat-resistant clothing that helps reduce heat stress while offering adequate protection for specific work tasks.

Establish an emergency response plan: Develop a clear and effective heat emergency response plan that includes procedures for recognizing and responding to heat-related emergencies promptly.

Collaborate with stakeholders: Engage with local health departments, emergency services, and community organizations to build partnerships and coordinate efforts in addressing heat wave challenges collectively.

By implementing these actions, you can significantly reduce the risk of heat-related health emergencies and create a safer working environment for your employees during heat waves.

Discover how Antea Group can help optimize your EHS program through our Health & Safety (EHS) Consulting

About Antea Group

Antea®Group is an environment, health, safety, and sustainability consulting firm. By combining strategic thinking with technical expertise, we do more than effectively solve client challenges; we deliver sustainable results for a better future. We work in partnership with and advise many of the world’s most sustainable companies to address ESG-business challenges in a way that fits their pace and unique objectives. Our consultants equip organizations to better understand threats, capture opportunities and find their position of strength. Lastly, we maintain a global perspective on ESG issues through not only our work with multinational clients, but also through our sister organizations in Europe, Asia, and Latin America and as a founding member of the Inogen Alliance. Learn more at us.anteagroup.com. 

Two teens are sitting outside their high school at lunch. One is having a tough time, feeling disconnected and hopeless.

The friend recognizes they need help. But in their rural community, in-person mental health services are hard to come by. They might need to wait weeks to see a professional, and the teen needs help now.

An idea comes to mind: they could call a crisis centre together.

That moment of identifying crisis intervention services is key, says Jeffrey Preiss, director of development and communications at the Crisis Intervention and Suicide Prevention Centre of British Columbia.

“There comes a time for some folks where it’s just too much, and the pain outweighs their ability to cope. That’s when knowing about the crisis lines is really important,” he explains.

Through the COVID-19 pandemic, the crisis centre saw an increase of 25% in the number of calls to its 24/7 emergency crisis care telephone line, which serves an area from the city of Vancouver in British Columbia’s southwest up the coast to the remote community of Bella Coola.

Not only did call volume increase but so did the length of calls and the need for suicide risk assessments.

“That’s a big shift,” Preiss says, and “we haven’t seen the increased volume go down.”

The Crisis Centre of BC is funded partly by the provincial government; donations from the community and grants from businesses and organizations make up the rest of the funding. The latter allows the non-profit to complement its call centre and online chat services with prevention work, such as workshops in schools and programs to help specific at-risk populations, such as youth aging out of care.

Through our Fueling Futures program, Enbridge is committed to building safe, vibrant and sustainable communities in the regions where we live and work. A recent $5,000 Fueling Futures grant will support the Crisis Centre of BC’s important work with youth, and help the centre improve services to rural areas.

“So many rural and remote communities don’t have access to hospitals or mental health clinics or mental health walk-in centres like urban centres do,” Preiss says. “We want to make sure youth in those communities have as many resources as they can to ensure their mental health is taken care of.”

To better reach these youth, the crisis centre developed MindFlip, an online app that teaches users brain science and skills for mental fitness—emotional regulation, self-awareness, self-compassion and mindfulness. The app was designed in collaboration with a group of teens.

With call volumes at an all-time high, the centre must balance the need for prevention work while also being there at the moment of need.

“It’s absolutely a human connection that people are craving in that moment of crisis. They need to talk to another human,” Preiss says. “Our goal is to support youth and ensure they’re safe and have resources they need for right now.”

If you or someone you know is struggling, the Crisis Centre of BC encourages you to seek help.

Here are some warning signs:

Suicidal thoughtsSubstance abuseAnxietyFeeling trappedHopelessnessWithdrawalAngerRecklessness

In case of emergency, call 1-800-SUICIDE in British Columbia or the Talk Suicide Canada line, which operates across the country, at 1-833-456-4566.

We’re living in an era of intense inequality. While billionaires can’t give their money away fast enough, 1 in 10 US households regularly struggle to put food on the table. This disparity has made many people reexamine the systemic forces that uphold inequity. Capitalism included.

Along with individuals, businesses large and small are rethinking their role in society. More and more companies are balancing the drive for innovation and profits with a need to advance social good. In turn, they are embracing stakeholder capitalism.

What is stakeholder capitalism?

In stakeholder capitalism, corporations serve the interests of all stakeholders, including their employees and their local community, not just shareholders. It’s built upon the belief that businesses have a responsibility beyond just their bottom line.

The goal of stakeholder capitalism is to reframe business decisions and priorities to create long-term value for employees, customers, suppliers, local communities, investors, and other stakeholders. Compared to a more traditional way of doing business, stakeholder capitalism operates with a longer, wider, more holistic view. It incorporates the company’s impact beyond its investors and defines success as more than just profit.

This economic philosophy views businesses as part of an ecosystem. The success of the business is dependent upon the economic, social, and physical health of all stakeholders. Every part of this ecosystem must remain healthy for stakeholders to thrive.

Within this framework, social responsibility guides decisions in the C-suite and boardroom. As corporate leaders set priorities, they weigh their organization’s impact on the environment and every person along the supply chain.

When actor and philanthropist Paul Newman made a $300,000 profit the first year he sold salad dressing, he said, “Let’s give it all away to those who need it!” This is an extreme example, but Newman’s altruistic impulse helped redefine what role businesses could play in society. In 1999, Newman co-founded Chief Executives for Corporate Purpose® (CECP) whose motto captures the essence of stakeholder capitalism: “creating a better world through business.” CECP carries on Newman’s legacy today by advising companies of all sizes how to incorporate social impact into their business mission.

Clothing and gear company Patagonia has a long-standing reputation for its environmental activism. In 2002, its founder Yvon Chouinard started the 1% for the Planet initiative, which asks businesses to commit 1% of their annual sales to environmental causes.

Last year, Chouinard transferred ownership of Patagonia to a trust to ensure its profits are used to address the climate crisis. “Earth is now our only shareholder,” he wrote on the Patagonia website. “Instead of extracting value from nature and transforming it into wealth for investors, we’ll use the wealth Patagonia creates to protect the source of all wealth.”

These are just two examples of corporate leaders reorienting their companies to serve all stakeholders. If you’re looking for more inspiration, there are countless brands getting serious about social impact.

If stakeholder capitalism seems reminiscent of kinder times of old, you’re right. Most businesses operated according to its principles until it was abandoned in the 1970s, (no) thanks to Milton Friedman.

The arguments against stakeholder capitalism

Economist Milton Friedman argued corporate leaders should not get distracted by social and environmental issues. Their job is to make profits and keep shareholders happy. He got his way for a while, but the negative impacts of this strategy became too much to bear for businesses and society as a whole. Ultimately, the C-suite had to recalibrate their priorities.

At the 2019 Business Roundtable, CEOs resolved to lead their companies for the benefit of all stakeholders. Keeping those commitments has been challenging.

Two arguments are frequently used against stakeholder capitalism. Some say the required trade-offs are impossible to make, but that is taking a short-term view.

The first argument is that the costs of adopting social impact into a business mission may seem high. But that’s only if you don’t consider the costs of not acting. Look at the recent train derailment in Ohio as an example. Norfolk Southern Railway cut labor and operations costs, and though this cost savings might have looked good in the short-term, these conditions contributed to an incredibly costly disaster that was devastating for the company, the community, and the environment. Considering these possible negative impacts is actually good business. And business leaders are familiar with making complex trade-offs like these.

The second argument claims it’s impossible to balance the competing interests of stakeholders. But this is also familiar ground for executives. CEOs are constantly balancing interests of existing customers, potential customers, employees, shareholders, suppliers, board members, and others. Plus, this argument assumes that these parties’ interests will be perpetually competing. Stakeholder capitalism actually helps leaders find where stakeholder interests overlap with one another.

Why a sole focus on profit isn’t sustainable

There’s nothing wrong with profit, but it’s only one measure of a company’s success. Short-term profit doesn’t always indicate long-term success. Imagine a seafood restaurant chain with a glowing quarterly report showing increased profits and managerial bonuses. But what’s going on behind the numbers?

Their low food costs are made possible by low wages for employees and illegally caught shrimp from ships that are not adhering to local conservation regulations meant to protect wildlife and keep the fishing industry sustainable for the long term.

Over time, the shrimp population that the restaurant depends on gets depleted. Costs go up. Plus, the local community that has depended on the fishing industry for centuries is now left struggling and destabilized.

On top of that, low wages at the restaurant have created an environment where employees aren’t invested in their work. Turnover is high, customer service poor, and managers spend a good portion of their time recruiting and training new staff.

So yes, for the short term, there were high quarterly profits. But the very decisions which made that possible have undercut the potential for long-term success and had a negative impact on the environment and the community. It turns out, decisions made solely with profit in mind have worrisome long-term implications for everyone. And in the end, they can have a negative impact on profit, too.

Why stakeholder capitalism is a necessity for companies and people to thrive

The long-term implications of a business practicing stakeholder capitalism are much rosier.

Employers: Companies with strong values find it easier to recruit, engage, and retain employees. A recent survey by Qualtrics found that 56% of employees wouldn’t even consider a job from a company whose values didn’t align with theirs. In particular, younger generations are quick to judge prospective employers’ commitment to social good. They wonder what drives your work, besides making your stockholders richer.Consumers: People, especially Gen Z and Millennials, make purchasing decisions based on a company’s social and environmental record and image. In fact, a recent consumer culture report found that 83% of millennials prefer brands that align with their values. Corporate leaders practicing stakeholder capitalism don’t have to worry about how their company values will resonate with consumers.Investors: ESG ratings influence investment decisions. According to Garter, 85% of investors consider ESG factors in their investment decisions. This more sophisticated and holistic way to assess a company’s record helps investors understand what’s behind a stock price, including factors that could lead to stock trouble in the future.

Stakeholder capitalism is slowly becoming more dominant as companies and investors realize that being a force for good in the world is actually a business imperative. Since the 2019 Roundtable, more and more corporate leaders are making decisions that set their companies up for a sustainable and profitable future for all stakeholders. Many of them are using social impact software like Submittable to make it easier to do more good.

Points of Light named Entergy as a 2023 honoree of The Civic 50, the prestigious list recognizing the top community-minded companies in the United States. Entergy was also recognized as this year’s Utilities Sector Leader. This is the eighth time Entergy has been included on this list. Learn more: http://enter.gy/6005Peng3

By Siobhan Kenney

At Applied Materials, our drive to Make Possible® a Better Future is integral to our business and our culture, and one of the ways we bring this vision to life is through our annual global EarthWorks campaign.

While we encourage our employees to “make every day Earth Day,” we also invite our global workforce to take part in our spring EarthWorks activities to learn about and inspire action for environmental sustainability. This year’s campaign saw the return of in-person environmental activities in full force following heightened safety protocols and limited in-person gatherings throughout the COVID-19 pandemic. More than 1,500 employees from around the world mobilized to protect our planet and enjoy nature. In celebration of these efforts, the Applied Materials Foundation will donate funds to plant a tree in recognition of each participant.

Click through the photos above to see how our teams around the world made a difference in their communities during our EarthWorks campaign.

Thank you to all our event hosts for helping us bring to life our commitment to sustainability and our culture of purpose.

Get inspired by visiting Applied’s corporate responsibility webpage to see how we’re engaging in environmental sustainability and other efforts year-round.

Originally published by WROC on RochesterFirst.com

Thursday, Taco Bell awarded Rochester’s Boys and Girls Club $59,110 to fuel the city’s young people’s bold ambitions.

Continue reading and see the video here

OVERLAND PARK, Kan., August 8, 2023 /3BL/ – Black & Veatch, a global leader in decarbonization solutions, announces its completion of a comprehensive integrated resource plan for Jacksonville, Florida-based JEA, the community-owned electric utility looking to cut its carbon emissions by 80 percent over 2005 levels by the end of this decade.

The “JEA 2023 Electric Generation Integrated Resource Plan” (IRP) was developed to guide JEA’s efforts in providing essential power to its more than one million customers for decades to come, along the way balancing affordability, reliability and environmental sustainability. As part of the IRP – designed to create a framework and guideposts for future action and decisions – Black & Veatch presented various scenarios that allowed for diverse possible outcomes and a robust evaluation.

Given the growth of renewable energy, electric supply planning now needs to account for greater energy intermittency, more dispersed resource types and technologies, and increased storage and electric vehicle use. IRPs are built to do that, enabling utilities to compare future electric system demand with existing generating resources, evaluate new resource options, analyze solutions, incorporate stakeholder input, evaluate alternative portfolios and develop timely action plans.

Central to the development of JEA’s IRP, which combines economics, technology and engagement to chart a responsible path to 2030 and beyond, was the utility’s collaboration with community stakeholders. They included residential and commercial customers, community partners, environmentalists, neighborhood groups and municipal representatives.

The IRP will help propel JEA toward its decarbonization goals. JEA’s near-term objectives include generating 35 percent of its power supply from clean energy, retiring less-efficient generating assets and serving JEA facilities entirely with clean energy.

“I’m proud of the clean energy goals that JEA has established for our community. Planning for the best ways to meet the energy needs of Northeast Florida — reliably, affordably and sustainably — will be an ongoing process. I look forward to the continuing engagement with our customers,” said Jay Stowe, managing director and CEO of JEA, which serves an estimated 500,000 electric, 380,000 water, 300,000 wastewater and 22,000 reclaimed water customers.

JEA owns and operates an electric system that includes four generating plants, more than 745 circuit miles of transmission lines and more than 7,200 miles of distribution lines. JEA’s power-generating sites use a diverse fuel mix of petroleum coke, coal, biomass, natural gas, nuclear energy and solar energy.

“The IRP has JEA on a forward-looking path aligning with expectations that renewable energy will transform the energy landscape, driving sustainability and resilience,” said Deepa Poduval, a Black & Veatch senior vice president who heads the company’s global advisory business. “This critical assessment requires a balancing of what’s viable and what’s affordable, and triggers a timely, meaningful conversation now about achieving long-term goals using low-carbon resources.”

Editor’s Notes: 

To learn more about Black & Veatch’s strategy, planning and advisory services related to the energy transition, click here.

About Black & Veatch 
Black & Veatch is a 100-percent employee-owned global engineering, procurement, consulting and construction company with a more than 100-year track record of innovation in sustainable infrastructure. Since 1915, we have helped our clients improve the lives of people around the world by addressing the resilience and reliability of our most important infrastructure assets. Our revenues in 2022 were US$4.3 billion. Follow us on www.bv.com and on social media.

About JEA 
Located in Jacksonville in northeast Florida, JEA is a not-for-profit, community-owned utility that provides safe, reliable and affordable services to more than one million customers across four Northeast Florida counties. JEA is not owned by investors. It was created by the City of Jacksonville to meet the electricity and water needs of those who live in Jacksonville and surrounding communities. JEA’s 2,000-plus workforce is dedicated to ensuring the demands of its customers are met, both today and for generations to come, while protecting our precious natural resources and supporting our region’s growth and economic development. For more about JEA, click here.

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