Sappi North America’s forest management programs in both Maine and the Upper Midwest offer a wide range of services to landowners to help them manage their forests sustainably. The Sappi Maine Forestry Program and the Sappi Lake States Private Forestry Program provide a team of experienced and licensed forest professionals to help landowners achieve their woodlot ownership objectives.

Private individuals and organizations own about 80% of the forestland in New England and 58% of the timberland in the Upper Midwest. Most of these private landowners have relatively small tracts of land, ranging from tens to hundreds of acres, that collectively form the extensive temperate northern forests that support abundant wildlife, sequester forest carbon, provide thousands of jobs and economic opportunity, and are popular for recreational activities, including hunting, fishing, hiking and snowmobiling.

“Our goal is to really establish a good rapport with them and understand what their wants and needs are for their property. Do they use it for recreation? Are they absentee landowners? What are their goals as far as end results after the timber harvest or timber sale? Do they want more aspen trees? Do they want more birch or oak or maple? We have to assess what trees are there already and how we can meld the landowner’s wants, goals and needs with what we can do on the ground as far as actual timber management to achieve those goals,” says Chris Martland, Senior Wood Procurement Forester for Wisconsin and Michigan at Sappi.

Most forest landowners care about the long-term health and aesthetics of their forest, and the benefits that a healthy forest brings to wildlife and water quality. They want any improvements done on their land today to result in a healthier forest in 10, 20 or 40 years. They recognize that responsible, active forest management is critical for maintaining a healthy balance of economic, social and ecological attributes from their forests to meet the needs of present and future generations. Sappi shares these goals.

“Forestry is an art and a science,” says Chris. “The science portion I learned in school is where I learned about the different trees and how they react to different management techniques. The art portion is where I actually get to deploy those techniques on the ground to really impact how the timber stand is going to grow into the future.”

The Sappi forest management programs give small landowners the resources they need to manage their lands and ensure that harvests are sustainable, meet best-management practices and provide the highest return on their timber sales.

“The sustainable forestry that we’ve done throughout the past 40 years has really allowed opportunities for some of our loggers to go back and cut the same piece that they cut with their dad when they were a kid,” says Chris. “The forest comes back healthier, stronger and more resilient than what it was when it was harvested. We really want to keep that stand healthy. And the only way to do that is through active management.”

The Sappi Maine Forestry Program and the Sappi Lake States Private Forestry Programs assist landowners with developing forest management plans, harvest plans and timber-stand improvement project plans with appropriate silvicultural techniques that ensure prompt regeneration after harvest. Sappi offers many forestry services at no charge to landowners. For example, Sappi will update or develop a Maine tree growth management plan free of charge for anyone who works with that program.

SNA stumpage foresters conduct inspections on all jobs to ensure compliance with laws, policies and best-management practices to conserve soil and water quantity/quality along with other values, such as biodiversity conservation, aesthetics management and cultural resource protection. Sappi procurement foresters ensure that program participants receive a fair price and timely payment for any wood harvested from their woodlot, and that someone keeps accurate track of all wood sent to a mill.

“A lot of people ask us if we plant trees after we harvest. And we tell them, no, because we don’t have to,” says Jeremy Stultz, Senior Procurement Forester with Sappi in Skowhegan, Maine. “We’re very blessed in the Northeast to have this natural regeneration that’s always filling in after us. If we manage at the right time on the right acres in the right way, then we can control what kind of trees are going to come back into a certain forest at a certain time.

Landowners trust us to develop a woodlot plan that meets their expectations. They know that Sappi is here for the long term, and appreciate the program’s reputation for fairness, honesty and trust.

“Certification is very important to Sappi, and it provides assurances to our customers and the people buying their products that the fiber we use comes from a forest that is thoughtfully managed,” says Jeremy. “Sappi is certified under three different global certification systems: the Sustainable Forestry Initiative® (SFI®), the Programme for Endorsement of Forest Certification (PEFC) and the Forest Stewardship Council® (FSC®). These certification systems give us a set of principles to work from and a set of requirements that we have to meet in order to ensure responsibly managed forests.

“Guidelines include measures to protect and conserve water and soil quality/quantity, promote and maintain high-quality wildlife habitat, and ensure the use of adequately trained foresters and loggers. These guidelines encourage investments in research and specific emphasis on management techniques to conserve biodiversity and protect ecologically sensitive values.

“Sappi’s commitment to forest certification allows us to pass those assurances on to our customers. They know that the products they’re buying from Sappi come from responsibly managed forests and that the fiber is going to be there now and it’s going to be there for future generations.”

Lucky for Principal ®, Amy Keiser lasted just 90 days in her first job in 1999. “It was in sales for another financial institution, and I quickly realized it was not the right role for me,” Keiser says.

Fortune had other plans for Keiser: She connected with a friend working at Principal®, which led to a position in the retirement division. “I consider that my first real job,” laughs Keiser, who is now vice president, retirement product management.

Graduation followed by two jobs in rapid succession might be disconcerting for many, but not Keiser. If anything has defined her nearly three-decade-long career, it’s been an embrace of change. “If you’re willing to learn, you can do a lot of different things,” she says.

From the basketball court to corporate life

A fourth-generation farm kid from South Dakota, Keiser was a math-loving, standout basketball star in a high school class of just 28. College recruiters came calling, and Keiser was determined to find a place that would cover tuition and enable her to do something she loved (basketball) while earning a degree she would use (business). “My parents didn’t go to college, and I wanted to start off life without debt,” she says.

At the University of South Dakota, the basketball team was a four-year immersion in building good habits and managing deadlines. “I learned quickly to say no to things that weren’t critical to the mission—to get work done without letting distractions get in the way,” Keiser says. “My teammates became my family, and those are still my lifelong friends. I got a great education—I got my ROI.”

Post-graduation and living in Des Moines, Keiser’s first Principal job turned into 17 years of tenure, as she willingly took on one challenge after another. “A lot of times, there weren’t instruction manuals—we had to figure out problems or integrate opportunities into the company,” Keiser says. “I discovered that I enjoyed learning new things, and that helped me navigate my career. It’s fun and rewarding to learn from the ground up.”

Leaving, and coming back to, Principal

Then one day, a recruiter came calling; there was a position open with a firm in Denver. Was Keiser interested?

With three kids not yet in high school, she knew if she and her husband were going to move her family, she’d have to take the leap. “I’m energized by change,” Keiser says. “I wanted to see if I could learn a new company and bring value to a different organization.”

She could and she did … which made her open to a call from Principal five years later. “I grew so much in that time, but I also had a great experience from my 17 years at Principal,” Keiser says. “The position at Principal offered a unique opportunity to own something. I could add something to the team I couldn’t before.”

So back to Principal she came, but this time, remotely. “My husband has been following me for 20 years, and he had the opportunity to take over his family farm,” Keiser says. They relocated not to Des Moines, but South Dakota. That’s given Keiser a chance to put a post-pandemic hybrid work model to the test: She’s in the Des Moines office twice a month. “I do my best thinking when driving,” Keiser says with a smile.

Love what you do

On the basketball court, Keiser learned some fundamental lessons that have continued to guide her: Everyone brings something different to the effort. The best teams learn how to work together. When things are not going well or as planned, you have to get back up and get back to work.

“At Principal, every day we’re working with people from all parts of the world and from all walks of life,” she says. “We all benefit when we learn how to support each other’s strengths.”

The culture at Principal helps, Keiser believes. “We invest in our people, and that’s even more important coming out of the pandemic,” she says. “I have the connections I built those first 17 years, and new connections I’m building, too.”

She’s also building connections—some still in basketball—in her family’s new community. Keiser volunteers with the local girls’ team, and, of course, helps on her family’s farm when time allows. “I have such joy in what I do—I work for a Fortune 200 company but get to hang out with my family on the farm,” she says. “I’ve never been afraid to roll up my sleeves and get the job done.”

Passion—for basketball—drove Keiser along her path for a little while, but passion of a different sort drives her now. “I’ve realized you could chase a job title or something that sounds big and important,” she says. “But you don’t have to do that if you love what you do.”

Find a career that fits your skills and passions at principal.com/careers.

 

Disclosures and compliance number

Insurance products and plan administrative services provided through Principal Life Insurance Company®, a member of the Principal Financial Group®, Des Moines, IA 50392.

© 2023 Principal Financial Services, Inc.​​​ 
Principal®, Principal Financial Group®, and Principal and the logomark design are registered trademarks of Principal Financial Services, Inc., a Principal Financial Group company, in the United States and are trademarks and service marks of Principal Financial Services, Inc., in various countries around the world.

2995014-072023

Over 120 distribution points worldwide … 300,000-plus products across a diverse portfolio (in a multitude of shapes and sizes) … specific shipping requirements, such as controlling for temperature, sterile conditions or transportation regulations to ensure safe delivery. Clearly, with these (and more) considerations, optimizing product packaging is a complex task for the Life Science business of Merck KGaA, Darmstadt, Germany, which operates as MilliporeSigma in the U.S. and Canada. Undaunted, the company rises to this challenge with a holistic, global approach called SMASH Packaging.

In 2019, the company created this four-year plan that defines its strategy for driving significant improvements in packaging sustainability while still exceeding customer expectations. It focuses on four pillars—SHRINK, SECURE, SWITCH, and SAVE—to optimize resources, design for a circular economy, and choose more sustainable materials.

Since SMASH Packaging’s inception, over 100 packaging improvement projects have been completed or are underway. View the company’s detailed progress in its 2022 update.

Key achievements to date under each pillar include the following:

SHRINKAvoiding more than 300 metric tons of packaging due to a variety of projects, including reducing product packaging weight, developing alternative packaging solutions such as bulk packaging and improving its distribution practices.SECUREEnsuring 72.5% of the paper-based materials sourced directly for packing and shipping products currently align with zero deforestation standards. This represents an increase of over 800 tons of sustainably sourced packaging over the last four years.SWITCHAchieving a 23% reduction of Expanded Polystyrene (EPS), also known as Styrofoam. This was made possible by completed and ongoing replacement projects, including replacing glass bottle protective inserts made of EPS with molded pulp inserts and replacing coolers made of EPS with alternative solutions made of paper and starch.SAVEContributing to a circular economy by making progress on initiatives including the replacement of specific fiber-based packaging not compatible with recycling, developing and implementing processes for the reuse of packaging internally, refining the definition of packaging recycling guidance and improving communication to customers.

With its Design for Sustainability scorecard and framework, MilliporeSigma is able to holistically measure sustainability characteristics of new product packaging. Moving forward, the company expects to see transformational results due to the design-thinking approach it has implemented for new product design packaging.

In the coming weeks, the company will introduce the next generation of SMASH Packaging and will set new goals to continue to improve the sustainability of its packaging, while contributing to Merck KGaA, Darmstadt, Germany’s, global sustainability strategy and its 2030 goals to reduce resource consumption.

To learn more about SMASH Packaging and the company’s other sustainability initiatives, please visit the company’s SSBI webpage.

Listen to the full interview here

Lydia Logan, IBM VP of Global Education and Workforce Development joins Dr. Nehemiah Mabry at the STEMedia podcast for an interview about the future of education and the workforce. She discusses some of the biggest challenges facing the industry today such as the skills gap and skills-first issues. IBM is driving innovation and providing free education opportunities to underrepresented communities, equipping learners with tech skills, such as AI and cyber, for success in this digital age.  

Lydia shares insights on the importance of STEM education amid recent AI developments. She also talks about the demand for diverse talent and IBM’s commitment to skill 30 million people globally by 2030 via its free education program, IBM SkillsBuild. 

IBM SkillsBuild helps adult learners, high school and university students, and faculty, develop valuable new skills and access career opportunities. The online platform offers over 1,000 courses in 20 languages on AI, cybersecurity, data analysis, cloud computing, and many other technical disciplines – as well as workplace skills such as design thinking. Most important, participants can earn IBM-branded digital credentials that are recognized by the market.

To learn more about IBM SkillsBuild visit: https://skillsbuild.org/
 

Awarding military challenge coins has been part of the American military tradition for over a century. These coins were created to instill unit pride and fellowship, and to reward hard work and excellence. Historically, challenge coins were presented by unit commanders in recognition of unit members’ special achievements or in recognition of visits to various organizations.

“While the origin of the military challenge coin is up for debate, most would agree that we started seeing coins around World War I, with their popularity and usage growing during the Vietnam War,” said Josh Quantz, HR business partner at Fifth Third Bank and former co-chair of the Company’s Cincinnati Military Business Resource Group. “The coins are a large part of the military culture, and we wanted to create a program for our BRG to connect the Bank to this tradition.”

The Cincinnati Military BRG recently launched the Military BRG Challenge Coin program, allowing Military BRG leaders across the footprint to award a coin, and an accompanying Spirit of the Pin award, in acknowledgment of efforts related to the military or veterans. In regions that have a Multicultural BRG with a military focus, those leaders may also award coins. A Military BRG Challenge Coin can be awarded to any individual in the Bank.

“It’s a meaningful way to recognize those who go the extra mile to promote and grow the Military BRG and support our inclusive culture,” said Cheryl Lombardi, senior sustainability reporting analyst and former co-chair of the Cincinnati Military BRG. “The coin is a permanent display of appreciation for an individual’s contribution and represents their commitment to our Core Values.”

It’s a token steeped in history and personal experience. A former Army squadron commander, Quantz created a commander’s coin in partnership with his command sergeant major.

“It was a lot of fun to create the coin for my Army unit, playing on the cavalry symbols and colors, while tying it all in with our unit’s lineage and history,” Quantz said. “I am thankful for the collaboration of our Marketing & Design department to create the Military BRG Challenge Coin. It will look great on a display rack with other challenge coins.”

Fifth Third isn’t the first nonmilitary organization to create its own challenge coin. They are popular with police and fire departments, fraternal organizations and nonprofits with connections to the military. Other companies, as well as music and sports organizations, also have challenge coins.

“I’m proud of our Military BRG for launching this innovative program, and it’s meaningful to me personally as the mother of a senior chief petty officer with the U.S. Navy,” said Stephanie A. Smith, chief inclusion officer. “It’s a unique way to celebrate and honor our commitment to those who serve, and it encompasses our Core Values.”

This blog was contributed to by Mizpah Brown-Rich, the co-founder of Joshua’s Gift.

Of all the concerns that parents of autistic children face, a scary encounter with police shouldn’t be one of them. But that’s exactly what Joshua’s parents dealt with, following a walk around the block with their son Joshua to help calm his anxiety.

At the time, Joshua was 17 years old, 6-feet tall, African American, and non-verbal. Joshua interacted with the world around him a little differently than others.

When a neighborhood resident called the police for what they mistook as “suspicious behavior”, the resulting response could have easily escalated into a dangerous situation.

The experience inspired Joshua’s parents to take bold action to help ensure that police, security personnel, and first responders could learn how to identify autistic individuals and respond with skill and compassion.

Joshua’s mother Mizpah Brown-Rich and father Kerry Rich developed CODE JOSHUA — a unique call for emergency assistance that alerts police officers, firefighters, health care workers, and other personnel to respectfully approach and respond to autistic individuals in crisis with sensitivity and caution. The initiative is one of many innovations and services within their non-profit organization Joshua’s Gift, which works to develop a society that invitingly accepts, respects, and includes the autistic community.

According to Autismspectrumnews.org, caregivers report 13% of their autistic children used at least one emergency service in a two-month period, and 20% of autistic children have had encounters with law enforcement officers by the age of 2. By creating an alliance with first responders, CODE JOSHUA drives equal rights, protects and defends our most vulnerable citizens, and preserves individual freedoms.

Cisco’s Connected Black Professionals (CBP) Inclusive Community recognized the power and potential of CODE JOSHUA and the alignment with our social justice action committed to supporting key organizations in shaping social justice policy and driving equal rights. CBP nominated the innovative program for Cisco’s Black Equity Grant program, which awards a total of US $500,000 in cash grants each fiscal year to Black-serving and/or Black-led nonprofit organizations who support social justice and racial equity.

As Curshanda Cusseaux Woods, Black Equity Grant program administrator, puts it, “Joshua’s Gift is a wonderful example of the types of organizations we love to support. They align with our social justice values and have the vision and the know how to institute change. They just needed support from Cisco to further their impact in more communities.”

With Cisco’s funding, support, and community partnership, CODE JOSHUA was established into a robust registry database. Profiles created by the families of autistic individuals detail key information and crisis behaviors to help guide 911 dispatchers in appropriate crisis response. The initiative includes a training program and video resources to train first responders on how to approach with empathy and patience, how to de-escalate the situation by meeting the individuals’ sensory and communication needs, and how to respond without force.

To date, CODE JOSHUA has been launched in police departments in multiple Northern California counties.

Joshua’s mother Mizpah is seeing real impact. “Our CODE JOSHUA training courses are having an impressive impact on the first responders we are training. The program is effectively helping minimize anxiety and eliminate potential harm to our loved ones living with autism and IDD (Intellectual Developmental Disabilities). “By partnering with Cisco, we can leverage their technology and expertise to reach more communities and raise awareness about our autistic citizens. Together, we are making a difference in saving lives and creating a more inclusive and respectful society.”

Learn more about CODE JOSHUA and the Joshua’s Gift organization.

View original content here

CAMDEN, N.J. July 31, 2023 /3BL/ – Subaru of America, Inc. today unveiled a new creative spot focused on the automaker’s efforts to expand access to the outdoors for all. Featuring the all-new 2023 Subaru Forester Wilderness, the advertisement stars Keivonn Woodard, the Emmy-nominated, 10-year-old Deaf actor and showcases the automaker’s long-standing partnership with the National Park Foundation.

In the creative, titled “A Beautiful Silence,” a father and his young son, who is Deaf, drive through Yosemite National Park, with the wonders of the park’s beauty surrounding them. Featuring audio elements and American Sign Language (ASL), the spot shows how the pair experience the park’s natural wonders in different ways, but share the special feeling that nature brings forth.

“The outdoors are for everyone, and whether it’s a trip to a national park or a walk in the woods, we believe everyone should have the opportunity to experience its beauty,” said Alan Bethke, Senior Vice President, Marketing, Subaru of America, Inc. “Through our partnership with the National Park Foundation and our commitment to making safe and capable vehicles like the Forester Wilderness, we’re hoping that even more people will be inspired to explore the wonders of nature, just like the father and son in our new creative.”

Through the National Park Foundation’s Outdoor Exploration initiative and ParkVentures program, Subaru is helping more people create life-long relationships with the outdoors. The campaign seeks to make the outdoors more accessible to communities that have been historically excluded from parks, either through a community’s physical presence on public lands or through the narrative of who belongs outdoors.

Last year, with support from Subaru, ParkVentures supported the efforts of more than 55 organizations to connect more people, including those with differing abilities, to meaningful experiences in United States national parks. Subaru also developed a direct relationship with ParkVentures grantee Black People Who Hike, which aims to help address the lack of representation in parks by empowering, educating and engaging Black people in the outdoors. Subaru provided the vehicles, gear, and experiences for an enhanced retreat in Acadia National Park to help create safe, welcoming spaces and cultivate lasting relationships with the outdoors.

Subaru is the largest corporate donor to the National Park Foundation and has provided over $70 million to organizations working to conserve national parks. To learn more about the automaker’s partnership with National Park Foundation and over 20 years of environmentally focused initiatives, please visit Subaru.com/earth.

The new Subaru Forester Wilderness spot, created in collaboration with agency partner Carmichael Lynch, celebrates the automaker’s devotion to adventure and environmental stewardship. Beginning today, “A Beautiful Silence” will run in 30-second format on national television and be featured in 15-second format in targeted digital and social media promotions throughout August, while a 60-second version will be available on YouTube. 
 

About Subaru of America, Inc.
Subaru of America, Inc. (SOA) is a wholly owned subsidiary of Subaru Corporation of Japan. Headquartered at a zero-landfill office in Camden, N.J., the company markets and distributes Subaru vehicles, parts and accessories through a network of more than 630 retailers across the United States. All Subaru products are manufactured in zero-landfill plants and Subaru of Indiana Automotive, Inc. is the only U.S. automobile manufacturing plant to be designated a backyard wildlife habitat by the National Wildlife Federation. SOA is guided by the Subaru Love Promise, which is the company’s vision to show love and respect to everyone, and to support its communities and customers nationwide. Over the past 20 years, SOA and the SOA Foundation have donated more than $300 million to causes the Subaru family cares about, and its employees have logged nearly 88,000 volunteer hours. As a company, Subaru believes it is important to do its part in making a positive impact in the world because it is the right thing to do. For additional information visit media.subaru.com. Follow us on Facebook, Twitter, and Instagram.

###

Diane Anton 
Corporate Communications Manager 
(856) 488-5093 
danton@subaru.com

Adam Leiter 
Corporate Communications Specialist 
(856) 488-8668 
aleiter@subaru.com

Beneficial Electrification League Demonstrates Combining Efficiency and Electrification Can Make Single-Family Home Retrofits Affordable

Retrofit Pilot Projects in Rural Communities Plus New Research Show Low- and Moderate-Income Homes Can Save Energy and Cut Overall Home Energy Bills

 

ARLINGTON, Va., July 28, 2023 /3BL/ – With new federal rebates from the Inflation Reduction Act now available, low- and moderate-income households can overcome cost barriers to home retrofits, according to the non-profit Beneficial Electrification League (BEL). BEL’s whole-home weatherization and electrification demonstration projects, bolstered by groundbreaking economic research on water heater technologies, have demonstrated a positive outlook for retrofits that can benefit home residents, the environment, and the electric grid.

“The upfront costs of electrifying existing homes, unaffordable for many low- and moderate-income households using propane and fuel oil, has long been a barrier to upgrades that could reduce consumer energy bills over the long term,” says Keith Dennis, President of BEL. “Our research shows combining weatherization and high-efficiency appliances can overcome economic barriers to whole home retrofits when combined with rebates, such as those expected to be available as part of the Inflation Reduction Act.”

For households participating in the project, combining weatherization and electrification dramatically reduced energy consumption. A cost analysis shows one family’s monthly energy bill was cut in half. Expected federal rebates from the Inflation Reduction Act will enable electrification and upgrades with minimal or no upfront costs resulting in lower bills – an ongoing challenge for many households – and increased safety and comfort.

For more information on the home retrofits, watch the video.

Water Heating Technology Research

Electrification of residential water heating, which accounts for approximately 19 percent of residential energy consumption, has emerged as a key component in lowering costs and is also important for reducing building sector carbon emissions. In a whole home retrofit, deciding whether to keep the existing water heater or install a new system – and if so, which type – is key to cost-effective investments that maximize consumer, environmental, and grid benefits.

New economic research from The Brattle Group and GDS Associates, Water Heating Economics in a Dynamic Energy Landscape, analyzed the total societal cost of major water heating technologies across various housing types to determine cost-effective and applicable options.

“Our study shows that policymakers, practitioners, and consumers will benefit from considering the full suite of available water heating technologies when making policy and investment decisions,” said Ryan Hledik, a Principal at The Brattle Group and co-author of the study. “The optimal water heating technology can differ depending on energy market conditions, rate structures, available incentives, and other considerations.”

“We analyzed more than a hundred scenarios. When choosing an optimal water heating system for a home, consumers and contractors need to consider variables such as energy costs, water usage, local climate, house size, and occupancy,” says Rich Hasselman of GDS Associates. 

These findings are consistent with the results of BEL’s home energy retrofit demonstration projects. In all cases, weatherizing homes maximizes the benefits of new appliances.

The research and home retrofit demonstrations are part of Weatherization/Electrification Together. This initiative, supported by the Wells Fargo Foundation, tackles the challenge of deploying high-efficiency electric residential heating and cooling systems in single-family homes to benefit consumers, the environment, and the electric grid.

 

– ### –

 

About the Beneficial Electrification League: BEL is a not-for-profit organization bringing together a diverse group of organizations that support universal acceptance of beneficial electrification as a necessary strategy to meet economic, consumer, and environmental goals.

About Brattle: The Brattle Group answers complex economic, finance, and regulatory questions for corporations, law firms, and governments around the world. They are distinguished by the clarity of their insights and the credibility of their experts, which include leading international academics and industry specialists.

About GDS Associates: Since 1986, GDS Associates, headquartered in Marietta, Georgia, has been a multi-service engineering and consulting firm providing services to a broad range of clients associated with, or affected by, electric, natural gas, water, and wastewater utilities.

For immediate release: Contact: Tracy Warren

July 28, 2023 Tracy@be-league.org

ARLINGTON, Va., July 28, 2023 /3BL/ – With new federal rebates from the Inflation Reduction Act now available, low- and moderate-income households can overcome the cost barriers to home retrofits, according to the non-profit Beneficial Electrification League (BEL). BEL’s whole-home weatherization and electrification demonstration projects, bolstered by groundbreaking economic research on water heater technologies, have demonstrated a positive outlook for retrofits that can benefit home residents, the environment, and the electric grid.

“The upfront costs of electrifying existing homes, unaffordable for many rural low- and moderate-income households using propane and fuel oil, has long been a barrier to upgrades that could reduce consumer energy bills over the long term,” says Keith Dennis, President of BEL. “Our research shows combining weatherization and high-efficiency appliances can overcome economic barriers to whole home retrofits when combined with rebates, such as those expected to be available as part of the Inflation Reduction Act.”

For California households participating in the project, combining weatherization and electrification dramatically reduced overall energy consumption. A cost analysis shows one family’s monthly energy bill was cut in half. Expected federal rebates from the Inflation Reduction Act will enable electrification and upgrades with minimal or no upfront costs resulting in lower bills – an ongoing challenge for many California households – and increased safety and comfort.

“Electrification is a critical step in reducing energy costs for our members, and newer technology home appliances and equipment are enabling lower costs and a healthier indoor environment. This program is truly a win-win for homeowners and our utility,” said Anza Electric Cooperative General Manager Kevin Short. For more information on the home retrofits, watch the video.

Water Heating Technology Research

Electrification of residential water heating, which accounts for approximately 19 percent of residential energy consumption, has emerged as a strategy for lowering costs and reducing building sector carbon emissions. In a whole home retrofit, deciding whether to keep the existing water heater or install a new system – and if so, which type – is key to cost-effective investments that maximize consumer, environmental, and grid benefits.

New economic research from The Brattle Group and GDS Associates, Water Heating Economics in a Dynamic Energy Landscape, analyzed the total societal cost of major water heating technologies across various housing types to determine cost-effective and applicable options.

“Our study shows that policymakers, practitioners, and consumers will benefit from considering the full suite of available water heating technologies when making policy and investment decisions,” said Ryan Hledik, a Principal at The Brattle Group and co-author of the study. “The optimal water heating technology can differ depending on energy market conditions, rate structures, available incentives, and other considerations.”

These findings are consistent with the results of BEL’s home energy retrofit demonstration projects. In all cases, weatherizing homes maximizes the benefits of new appliances.

The research and home retrofit demonstrations are part of Weatherization/Electrification Together. This initiative, supported by the Wells Fargo Foundation, tackles the challenge of deploying high-efficiency electric residential heating and cooling systems in single-family homes to benefit consumers, the environment, and the electric grid.

 

– ### –

 

About the Beneficial Electrification League: BEL is a not-for-profit organization bringing together a diverse group of organizations that support universal acceptance of beneficial electrification as a necessary strategy to meet economic, consumer, and environmental goals.

About Brattle: The Brattle Group answers complex economic, finance, and regulatory questions for corporations, law firms, and governments around the world. They are distinguished by the clarity of their insights and the credibility of their experts, which include leading international academics and industry specialists.

Anza Electric Cooperative is a not-for-profit, rural electric cooperative in Anza, California. The cooperative provides electricity to 5,200 meters and serves 550 square miles of high desert in the San Jacinto mountains.

For the ninth consecutive year, Comcast NBCUniversal was recognized as a Best Place to Work for Disability Inclusion, receiving a top score of 100 on the annual Disability Equality Index (DEI). We’re honored to be part of this distinguished list of companies that are taking measurable, tangible actions toward disability inclusion and equality.

The DEI is a joint initiative of the American Association of People with Disabilities, the nation’s largest disability rights organization, and Disability:IN, the global business disability inclusion network. It is widely accepted as the world’s most comprehensive benchmarking tool measuring disability inclusion in the workplace.

For us, it’s a reflection of our dedication to create a culture of inclusion across our company. This includes our Employee Resource Group, the MyAbilities Network, our Accessibility Center of Excellence (COE) for Xfinity customers who rely on accessibility services, and participation in initiatives such as Global Accessibility Awareness Day to help expand employee education on creating more inclusive, accessible experiences for everyone.

In addition, this recognition reflects more than a decade’s worth of work to make our products, technology, services, and experiences accessible to the widest possible audience while opening new doors to independence for people with disabilities. From breakthrough product innovations like our revolutionary Xfinity Large Button Voice Remote, which was named “The Best Universal TV Remote for Seniors or the Disabled” by USA Today in 2023, to offering the industry’s first dedicated customer support team in American Sign Language. In other words, disability inclusion continues to be at the heart of how we create experiences that everyone can enjoy.

Comcast NBCUniversal is proud to be one of the top scoring companies – and we look forward to continuing this important work as a part of our commitment to creating a culture of inclusion across our company that represents and supports people of all abilities.

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