Tag: 3BL

I was a high school senior during the start of the pandemic, graduating high school and starting my college experience masked up in almost an entirely virtual world. Like many people in my generation, I am tired of the virtual experience, but have become accustomed to the flexibility it brings. The internship program at Bath & Body Works was the perfect mix of everything I was looking for; an established retailer, a hybrid internship that would give that face-to-face professional experience I’ve lacked, but simultaneously not have me confined to a cubicle for summer. Furthermore, it was a brand that I’d used for years, and an established retailer.

Throughout this internship, this company makes the most of having our intern cohort in Columbus. We got to view the behind the scenes of Beauty Park, Bath & Body Works’ manufacturing, packaging, and distribution campus, meeting various supply chain partners. We also visited several Bath & Body Works retail locations. As an intern on the External Communications Team, I’ve sat in during TV interviews and by the second week I met our CEO, Gina Boswell while she prepared for a press interview.

Going above and beyond the basic onboarding experience, training videos, various workshops and a speaker series, Bath & Body Works gave interns the opportunity to talk with some of the highest-level executives in the business. Through all this we’re included in the business as if we were full-time associates and are encouraged to meet and network throughout the company. Firsthand we’ve seen how much Bath & Body Works cares about their associates and their development, as they’ve set aside time for our professional development and networking.

The experience allows me to explore various paths in the business. I’m interested in external communications because of its multifaceted nature. In my internship position I’ve seen how this role works within a large company balancing information and tasks from different branches of the business.

Another great part of this experience is meeting and networking with the other interns. Coming from 28 colleges and universities across 14 states, we’re a diverse group that from the beginning was open- minded and welcoming. Leading up to the start of our program we had several virtual networking opportunities with everyone’s favorite thing in the world, awkward icebreakers.

While I’ve gained greater experience in writing, research, social media and media relations, what I’ve learned most is that if you never ask then you’ll never know and getting out of your comfort zone is never as scary as it seems. If you have a question about something, you’re usually not alone. It can seem scary to do something new, but new experiences lead to bigger and better things down the road. The more I find myself pushing myself to do things I’m uncomfortable with, the easier it becomes.

Professionally and personally, I love interning with Bath & Body Works. Plus, a discount and occasional free products is the cherry on top. A few of my favorite Rose Water and Ivy scented products are coming back to school with me.

For more information on internship opportunities at Bath & Body Works, visit bbwinc.com.

Owens Corning is in a unique position. While more than 60 percent of the company’s revenues come from composites, insulation, and roofing products that help make homes and buildings energy efficient, the processes that create those products have historically generated their own significant greenhouse gas footprint.

Taking the position that manufacturers must step into a lead role in combating climate change, Owens Corning has committed to make dramatic reductions in greenhouse gas emissions by the end of the decade. Using 2018 as a base year, the company aims to halve direct emissions from its manufacturing operations (Scope 1), as well as emissions from the generation of the electricity it purchases (Scope 2), by 2030. It’s also looking to cut value chain (Scope 3) emissions by 30 percent this decade.

The company has already made significant progress on those goals, having achieved a 22 percent reduction in Scope 1 and 2 emissions since 2018, according to its latest sustainability report. More than half (around 56 percent) of the electricity the company used in 2022 came from renewable sources, including wind, hydro, solar and geothermal energy.

“These results move the company closer to its goal of a 50 percent reduction in absolute Scope 1 and Scope 2 market-based GHG emissions by 2030,” Owens Corning’s director of sustainability, Julie Childers, told TriplePundit. “In the areas where there is room to do more, like Scope 3 emissions, we’re making investments in our people and processes to unlock ideas and move in the right direction.”

Moving renewable energy goals from ambition to implementation 

Owens Corning is now on its third-generation sustainability goals. Sourcing renewable energy and improving energy efficiency were central to all of those ambitions. And the company has come a long way in defining what that means in practice.

“Our last two sets of goals were designed to really understand how that electricity was generated,” Childers said. “We built methodology in our databases to better track and drive to renewable sources.” In 2015, the company invested in two large wind farms that now account for almost half of its electricity use in the U.S.

“As we moved into our third-generation goals, we set science-based targets for our greenhouse gas emissions and aligned a renewable electricity goal of 100 percent for the same period,” Childers said. “This is an exciting time for us as we continue down this journey and expand our renewable electricity usage into other countries where we operate.”

Overcoming challenges on the journey to lower emissions 

Of course, as with any corporate decarbonization journey, there will always be obstacles to overcome .

Making further progress on Scope 2 emissions, for example, will mean a complex process of transitioning to renewable sources across all of the global regions where Owens Corning does business.

“When you operate in 31 countries, it certainly adds a layer of complexity,” Childers said. “But that complexity only affects how we get things done. We are united as a company in our mission and our goals.”

Beyond sourcing more renewable electricity, the company is challenged to find new solutions — such as hydrogen and biogas — for glass melting processes that are currently dependent on fossil fuels. To further drive decarbonization in its composites business, Owens Corning joined 22 other companies in a collaborative project called H2GLASS that aims to develop ways to replace natural gas with hydrogen in glass manufacturing, Childers said.

When it comes to manufacturing insulation, Owens Corning is working to lower the global warming potential of the blowing agent blends used to create polystyrene foam. It’s also pursuing circular innovations within its research and development portfolio to reduce emissions from input materials, Childers said.

Looking ahead 

Owens Corning aspires to have contracts in place covering 100 percent of its global enterprise electricity by 2025 and aims to have those contracts operational by 2030, Childers said. The company entered into a virtual power purchase agreement (VPPA) in Spain that is expected to come online in stages throughout 2023 and 2024, ultimately producing 223 gigawatt-hours of energy per year.

“This agreement, along with wind-driven VPPAs in Finland and Sweden, means that 100 percent of Owens Corning’s European production sites and science and technology centers will be covered by contracts and VPPAs supplying guarantees of origin enabling renewable electricity,” Childers said. “As we work to cut our greenhouse gas emissions in half, purchasing electricity only from renewable sources is essential. In addition, we must work to reduce emissions from our processes and improve energy efficiency.”

Owens Corning has implemented more than 1,270 energy efficiency projects in its facilities around the world since 2006, Childers said, resulting in an estimated reduction of more than 1.47 million megawatt-hours per year.

“These projects include lighting retrofits, pump optimizations, heat recovery, insulation improvements and process optimizations,” Childers explained. “In 2022, we implemented 12 projects, generating annual energy savings of over 17,000 megawatt-hours and reducing greenhouse gas emissions by over 4,400 metric tons per year.”

Childers is optimistic that Owens Corning will achieve most of its goals in reducing greenhouse gas emissions and expanding the use of renewable energy.

“I am a part of a company whose commitment to sustainability is deep and unwavering,” she said. “I’m surrounded by a team of mission-driven sustainability professionals who are amongst the best of the best, and our employees are working hard every day to bring our strategy to life and advancing our cause. We’re making meaningful progress toward our 2030 goals.”

This article series is sponsored by Owens Corning and produced by the TriplePundit editorial team.

Images courtesy of Owens Corning

PITTSBURGH, August 2, 2023 /3BL/ – Intelligent power management company Eaton announced a game-changing new approach simplifying electric vehicle (EV) fleet charging by eliminating costly cable runs and major modifications to existing parking and conveyor structures. The overhead EV Charging Busway enables fleets to expand and reconfigure infrastructure with no concrete work required – which is often the biggest cost when deploying EV charging for fleets.

“We’re helping fleet managers accelerate the energy transition with innovative hardware and software that rapidly achieve new levels of sustainability, cost savings and flexibility”

More than 50% of companies plan to decarbonize their fleets by 2027. Access to convenient, reliable and affordable EV charging infrastructure is essential. Eaton is using common electrical distribution technology deployed in fleet depots, buildings and industrial settings to simplify fleet charging for zero-emission pickup and delivery vehicles without traditional charging pedestals. Over the last 60 years, Eaton manufactured hundreds of thousands of miles of Busway for commercial and industrial applications. Now, fleets can integrate this overhead power distribution solution to quickly meet dynamic AC Level 2 and DC fast charging needs.

“We’re helping fleet managers accelerate the energy transition with innovative hardware and software that rapidly achieve new levels of sustainability, cost savings and flexibility,” said Paul Ryan, director of Connected Solutions and EV charging at Eaton. “Our latest innovation, EV Charging Busway, integrates seamlessly into existing electrical systems to make it easier than ever to deploy, scale and manage EV charging infrastructure.”

Eaton’s Green Motion EV charging hardware enables intelligent load management, throttling the rate of charge to maximize available electrical capacity onsite. The Eaton chargers can also be integrated with the company’s Charging Network Manager software out of the box to further simplify the deployment and management of networked charging stations. Eaton’s EV charging hardware and software, including its EV Charging Busway, are designed for interoperability and support the North American Charging Standard (NACS) and Open Charge Point Protocol (OCPP) 1.6J.

Eaton’s EV Charging Busway provides a plug-and-play solution to add, move and expand charging infrastructure without rewiring. The solution incorporates a retractable cable management system for AC Level 2 chargers that keeps cords and electrical equipment off the ground and out of the way. EV charging busway can also support ground mounted DC fast charging pedestals.

Learn more about Eaton’s EV charging infrastructure for fleets.

Eaton is an intelligent power management company dedicated to improving the quality of life and protecting the environment for people everywhere. We are guided by our commitment to do business right, to operate sustainably and to help our customers manage power ─ today and well into the future. By capitalizing on the global growth trends of electrification and digitalization, we’re accelerating the planet’s transition to renewable energy, helping to solve the world’s most urgent power management challenges, and doing what’s best for our stakeholders and all of society.

Founded in 1911, Eaton is marking its 100th anniversary of being listed on the New York Stock Exchange. We reported revenues of $20.8 billion in 2022 and serve customers in more than 170 countries. For more information, visit Eaton.com. Follow us on Twitter and LinkedIn.

Contacts

Hilary Spittle
+1.216.712.2005
HilaryRSpittle@Eaton.com

Regina Parundik
Cobblestone Communications
+1.412.559.1614
Regina@cobblecreative.com

BELLEVUE, Wash., August 2, 2023 /3BL/ – T-Mobile is ramping up its presence in North Carolina with the planned opening of 12 new retail stores across the state during 2023 and 2024. Seven stores have already opened, with the other five stores expected to open in coming months. The new stores are expected to create approximately 100 jobs for the state. Last year, T-Mobile opened eight retail stores in the Tar Heel state, and with this latest expansion, the company is further solidifying its commitment to the region.

“We applaud the investments T-Mobile is making across North Carolina to expand network infrastructure and connectivity, particularly in our rural and smaller markets,” said Jim Weaver, N.C. Department of Information Technology Secretary and State Chief Information Officer. “These investments and digital literacy programs like Project 10Million help support our efforts to close the digital divide and connect North Carolinians to education, healthcare and jobs.”

“North Carolina is one of the states where T-Mobile is growing fast and focused on establishing a stronger presence in both smaller and more rural communities,” said John Stevens, Vice President for T-Mobile’s Small Markets & Rural Areas. “In some of these areas we’re opening our doors for the first time, which will bring us closer to our customers and businesses and allow us to tap skilled local workforce. We’re excited about our growth in North Carolina and look forward to making a positive impact in the region.”

The new stores will be opening in the following locations:

Albemarle, NCFayetteville, NC (Opened January 2023)Goldsboro, NC (Opened in June 2023)Havelock, NC (Opened in June 2023)Hickory, NC (Opened in July 2023)Hillsborough, NCHendersonville, NCJacksonville, NC (Opened in July 2023)Leland, NC (Opened in June 2023)Marion, NCNewton, NCRockingham, NC (Opened March 2023)

“We welcome T-Mobile’s continued investment in Hickory and Catawba County as they expand to add another store location. This not only creates job opportunities but also enhances access to modern communication technology for residents, ultimately contributing to the growth and prosperity of our local economy,” said Lindsay Keisler, President/CEO, The Chamber of Catawba County.

“As the premiere membership organization in Onslow County, the Jacksonville Onslow Chamber of Commerce is pleased to welcome the third location of T-Mobile to Jacksonville. This is just another sign that as our business community continues to grow, larger corporations see Jacksonville/Onslow County as a profitable area for their investments,” said Laurette Leagon, President, Jacksonville Onslow Chamber of Commerce.

Since the beginning of this year, T-Mobile has made substantial network investments in North Carolina to provide customers with an even better experience. By installing 130 new cell sites and upgrading more than 2,300 existing sites with 5G wireless service, T-Mobile’s 5G network now covers 98% of people in North Carolina across approximately 41,000 square miles. All these upgrades provide ultra-fast speeds, improved services and better connectivity for customers than ever before.

“T-Mobile’s collaborations with state and local entities have contributed to significant advancements in wireless infrastructure across North Carolina,” said Luis Reyes, T-Mobile’s Vice President of Network, Northeast Region. “Our ongoing efforts to expand 5G wireless services and enhance the overall network experience will provide T-Mobile customers with faster and more reliable services than before, whether they live in the Coastal Plains, Piedmont or Mountains.”

With an expanding local presence in North Carolina, T-Mobile is also focused on helping to make a difference in communities throughout the state. Programs such as T-Mobile Hometown Grants provides funding to 100 small towns each year to use towards city beautification projects, public improvements and more. Since launching the five-year program in 2021, 12 towns in North Carolina – Boiling Springs, Elizabeth City, Elizabethtown, Goldsboro, Kings Mountain, Laurinburg, Mars Hill, Marshall, North Wilkesboro, Princeville, Robersonville, and Wilkesboro– have already received grants totaling more than $487,000.

Project 10Million is T-Mobile’s $10.7B initiative aimed at helping close the digital divide in education by offering free internet connectivity and mobile hotspots to up to 10 million eligible student households across the U.S. Through T-Mobile’s education programs, the company has connected over 43,000 students, from 44 school districts across North Carolina and is also offering school districts free and heavily subsidized data plans and access to affordable laptops and tablets. By the end of 2022, T-Mobile had provided $4.8B in services and connected more than 5.3M students across the U.S. through Project 10Million and our other education initiatives.

About T-Mobile US, Inc. 
T-Mobile US, Inc. (NASDAQ: TMUS) is America’s supercharged Un-carrier, delivering an advanced 4G LTE and transformative nationwide 5G network that will offer reliable connectivity for all. T-Mobile’s customers benefit from its unmatched combination of value and quality, unwavering obsession with offering them the best possible service experience and undisputable drive for disruption that creates competition and innovation in wireless and beyond. Based in Bellevue, Wash., T-Mobile provides services through its subsidiaries and operates its flagship brands, T-Mobile and Metro by T-Mobile. For more information please visit: https://www.t-mobile.com.

Today is Earth Overshoot Day 2023, a stark reminder that we have already used up all the resources on our planet for the current year. According to National Footprints and Biodiversity Accounts, this year’s alarming milestone falls five days later than last year. However, this delay is nothing to cheer about. Only one of the five days accounts for genuine advancements. The remaining four days are due to integrating improved data sets into the accounts’ latest edition.

As leaders, it is our responsibility to drive change and create a positive impact. We can help create a more harmonious relationship between humanity and our planet by embracing sustainability, fostering innovation and collaboration, and advocating for policy change.

I’ve heard Global Footprint Network CEO Steven Tebbe’s warning loud and clear: he states that persistent overshoot leads to more prominent symptoms, including unusual heat waves, forest fires, droughts, and floods. This, in turn, increases the risk of compromising food production. His conclusion: it is in the interest of cities, countries, and business entities to foster their own resource security if they want to prosper – to the benefit of the Earth as well.

It’s encouraging to see how organizations across the globe collaborate for a sustainable future that will help us #MoveTheDate. According to the Science Based Target initiative, 5,500 companies are taking actions to reduce emissions. More than 2,100 companies out of those have made net-zero commitments. Businesses have realized that it is important to incorporate sustainability in their business strategies to mitigate the evolving investor pressure, consumer demand, and regulatory constraints. As the 2023 IPCC AR6 report rightly pointed out, more rapid and far-reaching transitions across all sectors and systems are necessary to achieve deep and sustained emissions reductions and secure a livable and sustainable future for all.

But how can we make this happen? Actually, there are several levers that might significantly move Earth Overshoot Day closer to year’s end – and companies like SAP can contribute to them.

Reducing the carbon component of humanity’s ecological footprint by 50% would move Earth Overshoot Day by 93 days, or more than three months.*

The change with the biggest impact as identified by the Global Footprint Network is carbon reduction. SAP has continuously expanded its portfolio of carbon reduction measures since 2009. It became the first German company to work with science-based emissions reduction targets in 2017. Two years later, SAP was one of the first seven global companies to have 1.5°C-aligned reduction targets for 2050. We accelerated this timeline last year by committing to becoming a net-zero emissions enterprise by 2030, 20 years earlier than the original target.

While walking the talk is key, providing digital solutions and services to help every business run as an intelligent and sustainable enterprise is how we can scale these efforts. We can support thousands of customers in managing their carbon footprint, reducing material waste, and becoming socially responsible businesses. For example, SAP Green Token helps businesses gain material sourcing transparency and environmental, social, and governance (ESG) data across their supply chains. This includes the material input scope 3 carbon footprint as it moves from supplier to supplier. SAP’s new green ledger initiative helps companies track their carbon accounting with more precision and control by using actual data across their business operations and supply chains instead of estimates.

Increasing global, low-carbon electricity sources from 39% to 75% would move the date by 26 days.*

At SAP, we have been using 100% renewable energy to power all our data centers and offices since 2014. It enables us to offer customers carbon-neutral cloud software solutions that help them reduce their overall carbon emissions.

In alignment with our commitment to the RE100 initiative, we use two strategic levers. Firstly, we invest in high-quality, EKOenergy-certified EACs to foster renewable energy generation. Secondly, we produce renewable electricity at selected SAP locations. One example is the SAP Labs India location in Bengaluru. It runs on the power generated from the on-site solar power grid along with Power over Ethernet (PoE) lighting systems. To innovate and scale businesses in support of the clean energy transition, we work with energy customers such as GreenSkies, Canada Solar, and Vestas Wind Systems.

Reducing the footprint from driving by 50% around the world and replacing one-third of car miles by public transportation and the rest by biking and walking would move the date by 13 days.*

According to IEA’s Net Zero by 2050 report, 20% of the world’s carbon emissions are from transportation. To help reduce this, we track our impact in the global SAP commuting survey. According to the survey, average CO2e emissions per employee per day dropped by 70% from 4.38kg in 2018 to 1.30kg in 2022 due to working from home and emission-free commuting.

SAP also stated that from 2025, all new company cars will be emission-free in operation. In support of this transition, we are enhancing the charging infrastructure at our facilities and intend to leverage SAP E-Mobility, a standardized, cloud-based solution. It can provide a complete package that enables charge point operators to run their business efficiently and profitably.

These are just three examples that would move Earth Overshoot Day closer to New Year’s Eve – the day when human consumption and Earth’s regenerative capacity would be in balance. But we are not there yet. Today, Earth Overshoot Day serves as a poignant reminder that despite the strides made, our efforts are not yet enough to mitigate the growing ecological crisis. We have witnessed positive shifts in attitudes and actions towards sustainability, but the urgency of the moment demands that we intensify our commitments and actions.

It is time to rethink, recalibrate, and redesign our way of living and doing business in alignment with the planetary boundaries. The responsibility to protect and nurture our planet does not rest solely on the shoulders of policymakers or industry leaders; it rests on each of us. Let us collaborate towards a more balanced relationship with our planet and a sustainable future that safeguards Earth’s resources.

NEW YORK and Taipei, August 2, 2023 /3BL/ – The International WELL Building Institute (IWBI), the global authority on healthy buildings and healthy organizations, and Taipei Financial Center Corporation, which owns Taipei 101, one of the tallest buildings in the world, announced today that the globally-recognized landmark superstructure has achieved WELL Core Certification at the Platinum level, the highest tier of WELL achievement for prioritizing human health and well-being.

The project’s WELL Certification was awarded through IWBI’s WELL v2, the latest version of the WELL Building Standard (WELL), the world’s leading building standard focused on enhancing human health. This accomplishment makes Taipei 101 the first and only building among the world’s top 10 tallest buildings to receive WELL Core Certification (whole-building) level. Standing at 1,667 feet high, Taipei 101 is now the 10th tallest skyscraper, according to the Council of Tall Buildings and Urban Habitat. When it was completed in 2004, the 101-story building stood as the tallest in the world, a distinction it held until 2010.

Taipei 101 achieved WELL Certification by earning 102.5 points, the highest score total to date among WELL Core projects worldwide. The project team received full scores for all strategies implemented under the WELL Air, Water and Innovation concepts. Already a LEED platinum certified building, Taipei 101 further cemented its position as a pioneer in both health and environmental sustainability.

“Similar to its record-breaking legacy in 2004 as the world’s tallest building, Taipei 101 has also reached new heights in demonstrating health leadership, deploying more science-backed WELL strategies than any other WELL Core project in the world,” said Rachel Hodgdon, President and CEO, IWBI. “Taipei 101’s remarkable WELL achievement adds to its standing as a global beacon to all, and we applaud and celebrate this exceptional example of a deep commitment to putting people first.”

“This WELL achievement is a testament to our continued commitment to pushing the boundaries of healthy and green buildings,” said Michael Liu, Chief Operating Officer of Taipei 101. “As the first among the world’s tallest skyscrapers decorated with WELL and LEED Certifications at the highest level, we stay committed to promoting best practices to advance Environmental, Social and Governance (ESG) principles and supporting tenants through building strategies to advance their own ESG goals.”

Taipei 101’s efforts to meet the rigorous requirements of WELL Certification at the Platinum level included implementing high-quality air purification systems, providing access to quality drinking water, increasing natural light exposure, promoting physical activity, promoting thermal comfort, and creating an overall environment that supports people’s health and well-being.

“We commend Taipei 101 for achieving WELL Certification at the highest level with flying colors,” said Xue Ya, President of IWBI Asia. “This achievement demonstrates that the building has gone above and beyond to implement WELL strategies, helping to create a healthier and more productive workplace for employees, building tenants and visitors.”

WELL is grounded in evidence-based research that explores the connection between buildings, where we spend approximately 90 percent of our time, and their impact on our health and well-being. To be awarded WELL Core Certification, Taipei 101 underwent rigorous onsite testing and third-party review to verify it met all WELL Core performance requirements at the Platinum level.

Today, over 42,000 locations in nearly 130 countries across almost five billion square feet of real estate are using WELL strategies to create healthier buildings and stronger organizations.Further, almost 30% of Fortune 500 companies are using WELL to support their organizational health goals. Organizations around the world today also use WELL to help improve performance across their Environmental, Social and Governance (ESG) objectives.

By achieving WELL Certification at the Platinum level, Taipei 101 adds to its impressive portfolio of achievements and propels the iconic building into the global forefront of leading on the health and well-being, and overall comfort of its occupants.

About Taipei 101
Taipei 101 is a landmark supertall skyscraper in Taipei, Taiwan. The building was officially classified as the world’s tallest from its opening in 2004 until the completion of the Burj Khalifa in Dubai in 2010. Taipei 101 is a symbol of Taiwan’s economic ascendancy and embodies the fusion of Asian culture and technology.

About the International WELL Building Institute
The International WELL Building Institute (IWBI) is a public benefit corporation and the world’s leading organization focused on deploying people-first places to advance a global culture of health. IWBI mobilizes its community through the administration of the WELL Building Standard (WELL) and WELL ratings and certifications, management of the WELL AP credential, the pursuit of applicable research, the development of educational resources and advocacy for policies that promote health and well-being everywhere. More information on WELL can be found here.

International WELL Building Institute, IWBI, the WELL Building Standard, WELL v2, WELL Certified, WELL AP, WELL Enterprise Provider, WELL Score, The WELL Conference, We Are WELL, the WELL Community Standard, WELL Health-Safety Rating, WELL Health-Safety Rated, WELL Equity, WELL Equity Rated, WELL Performance Rating, WELL Performance Rated, Works with WELL, WELL and others, and their related logos are trademarks or certification marks of International WELL Building Institute pbc in the United States and other countries.

Press Contact:
linda.wang@tfc101.com.tw
Media@wellcertified.com

View original content here.

Originally published on Built From Scratch

Since 2018, The Home Depot Foundation and Home Builders Institute (HBI) have partnered to provide free skilled trades training and certification to separating service members on or near 10 military bases, including Fort Cavazos (formerly Fort Hood), through the Path to Pro program. The Foundation recently granted $1.6 million to Habitat for Humanity affiliates near those bases to enable Path to Pro students to gain on-the-job training by building Habitat homes alongside Habitat staff, volunteers and future homeowners.

Fort Hood Area Habitat for Humanity is one of the first affiliates to pilot this program and host HBI students on its build sites. They also hired Path to Pro graduates and more recently joined with The Home Depot Foundation and HBI to construct a home for a local single mother.

This effort is part of a new partnership that brings all three nonprofit organizations together to improve access to affordable housing. It will also provide free skilled trades training to transitioning military members stationed at Fort Cavazos.

“We’re proud to partner with The Home Depot Foundation and Home Builders Institute for a new partnership that brings them together with Habitat for Humanity to improve access to affordable housing in military communities like ours.”

– Kristin Smith, CEO at Fort Hood Area, Habitat for Humanity

The Home Depot and The Home Depot Foundation are committed to educating more people in the skilled trades and helping them find careers in the home improvement industry through our Path to Pro program. The Foundation has pledged to invest $50 million in training the next generation of skilled tradespeople through the Path to Pro program. Learn more at PathtoPro.com.

Keep up with all the latest Home Depot news! Subscribe to our bi-weekly news update and get the top Built from Scratch stories delivered straight to your inbox.

At work, no one wants to feel like a cog in a machine. People are more engaged and inspired when they can leverage their unique talents and skills to do their job. Though it’s a different type of work, the same is true for volunteering.

For the people managing corporate volunteer programs, it’s worth remembering that volunteers are more likely to get involved and stay involved if they feel like, as an individual, they bring a distinct value to the work. Many organizations are tapping into this enthusiasm by embracing skills-based volunteering. Skills-based volunteering is a win-win-win—nonprofits get access to specialized skills, employees are more fulfilled, and businesses give their brand a boost.

What is skills-based volunteering?

Skills-based volunteering is an approach to giving back that leverages employees’ job-related expertise in their volunteer work. For example, a graphic designer helps a nonprofit with their annual report or newsletter design.

Pro bono (‘for the public good’) is a type of skills-based volunteering. While most commonly associated with law firms, this descriptor applies to any donation of professional services that an organization would normally charge for. A technology consulting firm’s employees might conduct a cybersecurity audit for a nonprofit, for instance.

Skills-based volunteering can mean a range of commitments, such as:

30 minutes of volunteering to translate a documentA few hours a week over three weeks to develop and implement an SEO strategySeveral hours a week over three months to help implement software, update processes, and conduct training

Some companies use the skills-based approach to build robust volunteering programs with long-term commitments. Jen Carter, global head of technology and volunteering at Google.org, joined us during the Impact Studio conference to discuss the Google.org Fellowship, a program that allows employees to dedicate six months of full-time skills-based volunteering to a nonprofit.

Closing the skills gap for nonprofits

Many nonprofits operate with small staff and limited budgets, which means they don’t always have someone on staff with the specialized or technical skills they need. Talented volunteers can help fill that gap.

Patricia Toothman, social impact manager at Splunk, said Splunk’s volunteer program helps many nonprofits bridge the “data divide” by connecting volunteers with technical skills in areas like cybersecurity and data processing to nonprofits that wouldn’t otherwise have access to these skillsets. Skills-based volunteers bring valuable expertise and perspective to a nonprofit’s mission-critical projects and operations.

When nonprofits work with skills-based volunteers, they don’t have to spend money hiring staff and consultants for projects and one-off tasks—talent they couldn’t otherwise afford.

Skills-based volunteering helps employees grow and develop

Volunteering is a win-win for the employee and the nonprofit. Employees can practice skills and gain experience that opens up new opportunities at work.

While volunteering, employees get the chance to build relationships and expand their network. They can connect with nonprofit staff, other volunteers, and colleagues from other departments who they don’t often get to work with. For example, a co-worker from IT might assess the nonprofit’s technology needs while someone from HR helps the CEO hone their interview skills.

Employees get a sense of purpose from this transformative type of volunteering. They have the satisfaction of producing a clear deliverable, such as a new website, employee handbook, or strategic plan for a good cause. In short, they make a meaningful difference with their skills and knowledge.

The upside of skills-based volunteering for your company 

Skills-based volunteering gives employees a chance to practice both the soft and technical skills that will help them be an effective teammate. Skills-based volunteering gives them the opportunity to experiment with new ideas in real-life situations and take on leadership roles. It’s also a space where less-experienced volunteers can shadow and learn from their more experienced colleagues.

These opportunities to enhance skills and grow professionally are what job hunters seek. A skills-based volunteering program makes it easier for you to attract and retain top talent, especially socially conscious professionals. Per Deloitte Global’s 2022 Millennial and Gen Z Survey, young professionals seek “increased learning and development opportunities” along with “a greater commitment from businesses to make a positive societal impact.”

Volunteering together strengthens relationships between employees and lays the foundation for future collaboration. For example, a volunteer team with staff from IT, finance, advocacy, and marketing work together on a nonprofit’s fundraising campaign. These employees might not have worked together before, but this project may spark ideas about how they can collaborate more in the future. 

With skills-based volunteering, your company creates social impact in a substantial and tangible way. This is a great story to share both internally and externally. Brands that actually live up to their CSR promises are much better at attracting customers, employees, and investors. 

Creating the right volunteer opportunities for every employee

Employees can contribute to the nonprofit sector in countless ways. Projects should be tailored to fit the employee skills and the nonprofit’s needs. Here are a few examples of volunteer opportunities by discipline:

HR: draft policies, write job descriptions, or develop an employee handbook.Marketing: advise on digital and social media advertising strategy teams, sponsorship sales, or marketing and fundraising campaigns.Business strategy: conduct SWOT analysis, strategic planning, or process assessment and improvement.Data and technology: develop technology requirements for new software, set up QuickBooks, or create data analytics dashboards and reports.

Skills-based volunteers can also teach nonprofit staff and/or volunteers a specific skill, for example, how to use accounting software or understand their website’s Google Analytics. They can also work directly with community members to provide skills training that the nonprofit’s constituents need. 

In Montgomery, Alabama, Regions Bank partners with Mercy House, a nonprofit organization, to connect bank employees with local families. The employees provide one-on-one financial counseling to help address people’s unique financial challenges.

How to get started with skills-based volunteering

Having a general framework for launching a skills-based volunteering program is essential. However, since no two nonprofits are alike, tailor your project management process to the nonprofit’s needs and circumstances.There is not a one-size-fits-all playbook. Each partnership will be unique. Here are the steps to think about as you look to adopt a skills-based approach.

Identify nonprofits that align with your company and staff values.Meet with nonprofit leadership to discuss their goals and needs.Determine how your company can help.Appoint an account or project manager who serves as a liaison with the nonprofit. This person ensures the volunteers—and nonprofit staff—stick to the plan and follow through on their responsibilities.On your volunteering platform, describe open opportunities along with project goals, required skills, and time commitment. Employees can browse these listings and find the ones that match their skill sets and interests.Invite employees who would benefit most from the experience to sign up.

Afterwards, do a retrospective after major projects with the volunteers and nonprofit staff involved. Discuss what went well, what didn’t, and what you would do differently next time. This information is useful for liaisons and volunteers for future projects.

Share project success stories and outcomes with the entire staff—your public relations team will love them too. When volunteers see a visualization of the hours spent on the project, they’ll feel a great sense of accomplishment.

Skills-based volunteering helps individuals leverage their unique skills to give back in meaningful ways. Moving forward, corporate leaders should look for ways their organization as a whole can do the same. Explore how your team can deepen your partnership with nonprofits, incorporate social impact into your business mission, and become a values-driven brand.

FARMINGTON, Conn., August 2, 2023 /3BL/ – Continuing a more than 30-year global tradition of giving back through the Special Olympics, Otis proudly sponsored the Special Olympics World Games in Berlin. More than 60 Otis colleagues from Germany, France, Italy, and Spain volunteered at the event – the largest inclusive sports competition of its kind around the world. 

“It was inspiring to see so many of our colleagues across EMEA step up to make such a large gathering of amazing athletes, coaches and families possible,” said Otis’ Sr. Director of Global Social Impact Matt T. “We encourage all our colleagues across the globe to keep that momentum going by volunteering with their local Special Olympics chapters throughout the remainder of 2023 and beyond.”

The more than 800 hours dedicated to this event by Otis colleagues added to the company’s ongoing commitment to encourage volunteerism to create more vibrant communities and inclusivity for all. In fact, one of Otis’ 13 Environmental, Social and Governance (ESG) goals includes achieving 500,000 volunteer hours in the communities where its colleagues live and work by 2030.

Colleagues in other regions have volunteered time to support Special Olympics events as well. For example, Yojiro A., a manager at the Johoku Service Station in Tokyo, Japan, led an Otis team to fundraise locally for Special Olympics. And Brad G., an engineering technical fellow in Connecticut, has partnered with the Otis Thrive Employee Resource Group to help stage the annual Connecticut Special Olympics Winter Games Alpine Event. 

“It’s a rewarding experience and, once you volunteer, you’ll be back again,” said Brad, who has volunteered with the Connecticut chapter of the Special Olympics for more than a dozen years. 

Otis has also been supporting Special Olympics Australia since 1994 where colleagues and their families volunteer and fundraise to support the state, regional, national and world games. Most recently, they supported the Special Olympics fundraising drive to help send Australian athletes to the World Games in Berlin.

Earlier this year, Otis volunteers in Madrid, Spain helped at a bowling tournament organized by the Special Olympics to raise money supporting local athletes. And, Otis colleagues, like Gobinath B. an Otis Major Projects Manager in France, has been volunteering with the Special Olympics for more than 10 years and says there is no doubt giving back has been mutually beneficial.

“There are no words strong enough to describe the feelings of joy, pride, and fulfillment that I receive [when volunteering],” he said.

About Otis
Otis is the world’s leading elevator and escalator manufacturing, installation and service company. We move 2 billion people a day and maintain approximately 2.2 million customer units worldwide, the industry’s largest Service portfolio. Headquartered in Connecticut, USA, Otis is 69,000 people strong, including 41,000 field professionals, all committed to meeting the diverse needs of our customers and passengers in more than 200 countries and territories worldwide. For more information, visit www.otis.com and follow us on LinkedIn, Instagram, Facebook and Twitter @OtisElevatorCo.

ESG or Environmental, Social, and Governance is a term that originated in the finance and investment industry and has recently become a buzz term as investors increasingly incorporate ESG factors into their investment decisions. Sustainability is a broader term and is often defined as the ability to meet the needs of the present without compromising the ability of future generations to meet their own needs. Academically, there are some nuanced differences between the two terms. Practically, the two terms are essentially the same, and which term you choose to use may be determined by who you talk to. We often use the term “sustainability” when speaking to a non-financial person and explain sustainability as the three concepts of E, S, and G.

So, what does this mean for data centers? Increasingly, studies show that strong ESG performance is linked to improved financial performance and a stronger business. For data centers, this means improving ESG performance will improve data center performance – higher uptime, lower PUE (power usage effectiveness), lower WUE (water use efficiency), etc.

In the sections below, we will break it down and show you how to improve the “E,” the “S,” and the “G” of your data center for greater performance and improved resiliency.

Environmental Considerations 

Data centers are critical infrastructure for the modern digital economy, but their exponential growth and the need for precise environmental controls (that come with large cooling towers) has resulted in significant environmental impacts. Energy usage is the most significant impact, with data centers consuming vast amounts of electricity to power and cool their servers which accounts for about 40% of data center energy usage. Despite increases in energy efficiency, data center energy consumption worldwide still accounts for approximately 2.5% to 3.7% of the global greenhouse gas emissions, and energy demand is only on the rise.

One of the best ways data centers can reduce their emissions is by using water cooling instead of air conditioning. The main drawback to that is that steadily increasing water consumption in data centers is also becoming a concern. Data centers require significant amounts of water to cool their equipment, and there is currently a severe lack of water efficiency innovations to reduce water demand.

Most data centers do utilize closed loop systems for cooling to minimize their water use, although the large increase in new data centers continues to increase water demand and strain local water resources. While water is generally viewed as an abundant resource, roughly one-fifth of all data centers draw water from stressed watersheds which puts a strain on local water resources. The heavy reliance upon water supplies in water-scarce basins exposes data centers to increased risks (physical, regulatory, and reputational), and highlights the role that data centers play in contributing to the local water scarcity issues.

Additionally, data centers generate significant amounts of waste, including electronic waste, chemical waste from coolants, water treatment chemicals, and other small quantities of chemicals, and lead-acid batteries. Data center waste can contain toxic substances that pose a risk to the environment and human health if not stored, managed, and disposed of properly. Diesel fuel is also stored and used on-site at data centers for use in emergency generators, and it may pose a risk if it is not managed properly. While data centers are not typically viewed as hazardous chemical sites, it is critical that they take inventory of all chemicals on-site to guarantee that all rules and regulations are followed.

Data centers are increasingly exploring sustainable alternatives such as renewable energy sources, water recycling, and responsible waste management practices to mitigate their impacts, although more action needs to be taken to mitigate the environmental impact of this rapidly growing industry.

Social Considerations 

Safety and health are critical components of the “S” in ESG, as they directly impact the well-being of employees and customers within the data center environment. Companies that prioritize safety and health not only reduce the risk of workplace accidents and illnesses, but they also promote a culture of care and responsibility.

Incorporating safety and health into ESG strategies requires a holistic approach that goes beyond compliance with regulations. Moreover, companies must take proactive measures to identify and mitigate potential risks to safety and health. To assist with a start of identifying some of the health and safety hazards, check out this list of the most common audit findings. A few examples of health and safety issues include noise, heat, electrical, ergonomics, lone work, and one potentially lesser-known topic, machine operation hazards (e.g., the shredding of hard drives). Among traditional health and safety topics, data centers can further develop the “S” component by prioritizing data center employee wellness. Ways to do this include providing access to healthcare, mental health resources, and programs that promote work-life balance.

Governance Considerations 

Corporate governance, the “G” in ESG, is the most established of the three pillars of ESG and defines how companies interact with the full range of external stakeholders. It is the governance “G” of environmental “E” and sustainability “S” initiatives that provide the backbone for ESG success, while accountability, transparency, and stakeholder engagement are the tools through which this success is realized.

Transparency lies at the core of effective ESG governance. Companies must be candid about their ESG strategies, targets, and progress. Regularly publishing comprehensive sustainability reports that adhere to recognized reporting standards, such as the Global Reporting Initiative (GRI) or Sustainability Accounting Standards Board (SASB), is vital. Transparent reporting, which not only highlights accomplishments but also addresses challenges and setbacks, will strengthen trust with investors, customers, employees, and the wider public, fostering a supportive ecosystem for sustainable endeavors.

Accountability is the linchpin of successful ESG initiatives. Boards of directors should take an active role to oversee sustainability efforts, ensure they are integral to the company’s overall strategy, and integrate ESG metrics into executive performance evaluations to confirm sustainability efforts are prioritized. Independent audits by third-party organizations can provide objective assessments, offering external validation of ESG claims.

Additionally, shareholder engagement should extend beyond financial considerations to include discussions on environmental and social matters, guaranteeing stakeholders have a voice in shaping the company’s sustainability agenda. This stakeholder engagement can be a key differentiator in effective ESG governance. By involving a comprehensive and diverse set of stakeholders, businesses can more effectively gain insights and identify blind spots.

For example, engaging with employees can encourage a culture of sustainability within the organization, empowering staff to contribute innovative ideas. In addition, collaborating with local communities can lead to more sustainable development projects that align with their needs and aspirations. Finally, engaging with NGOs, industry peers, and experts can provide guidance on best practices and emerging sustainability trends.

As businesses increasingly recognize the importance of their role in shaping a sustainable future, robust governance practices will drive them towards positive environmental and social impacts, leading to a brighter and more sustainable world for all.

Final Thoughts 

In conclusion, the convergence of ESG and sustainability principles provides a clear path for data centers to mitigate their environmental impact and drive positive change. First, addressing energy consumption, water usage, and waste management are crucial steps in reducing emissions and improving overall performance. Next, prioritizing safety, health, and employee well-being fosters a culture of responsibility within data centers. Finally, effective governance practices, including transparency and accountability, are essential for driving sustainability efforts and building trust with stakeholders.

By embracing sustainable alternatives and collaborating on solutions, data centers can lead the way toward a greener, more sustainable digital future.

Are you looking for help with your data center and ESG? Reach out to your data center support team or our ESG and Sustainability services for guidance today!

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.