Tag: 3BL

The KeyBank Foundation has awarded a $100,000 grant to the Studio in a School Association to support Studio Institute Cleveland. Grant funds will serve to magnify their work in early learning, elementary school arts education and college internships in the arts.

Studio Institute has invested in arts education in Cleveland through three major programmatic partnerships: Head Start early learning in association with the Rainey Institute, elementary school arts programs in collaboration with the Cleveland Metropolitan School District (CMSD) and an Arts Intern program for college students in association with local universities and cultural organizations.

Funding from the KeyBank Foundation will provide support to expand Studio Institute’s partnership with Cleveland State University to provide scholarships for the Arts Interns program and to increase the number of internships offered. These efforts will afford greater opportunities for students from diverse cultural backgrounds to gain internships they otherwise would not have access to and experience growth in their workplace skills and exposure to potential career paths.

The grant will also be utilized to expand the number of school partnerships and early-grade residencies with CMSD and other early learning centers.

“As an organization whose founder was born and raised in Cleveland, we could not be prouder to join the family of organizations supported by the KeyBank Foundation,” Studio Institute’s President, Tom Cahill, said. “To work with the Cleveland arts and education community – its students, artists, teachers, and exceptional cultural institutions – is a privilege. We are grateful to the KeyBank Foundation for signaling their belief in the power of arts and culture to transform communities throughout Cleveland through supporting our work in the city.”

In 1977 Agnes Gund, a Cleveland native, founded Studio in a School to bring artists into the New York City public schools after budget cuts virtually eliminated arts from the curriculum.

“Cleveland is where I had my first arts experiences. The Cleveland Museum and the community remain dear to my heart,” said Gund. “This grant from KeyBank will make it possible for Studio Institute to recruit and hire more local artists, to expand our school and community partnership programs and to offer paid internships to more college students through our Arts Intern program, which also benefits local arts and culture organizations.”

“KeyBank is excited to support the transformative work of Agnes Gund and the Studio Institute to provide visual arts education,” said Mattie Jones Hollowell, Corporate Responsibility Officer at KeyBank. “We are proud of the opportunities that Studio Institute is providing Cleveland’s youth , and look forward to what’s in store for the future.”

By Terren Ho and Chloe Shen

Alibaba Group is launching innovative green technologies across its campuses.

The Hangzhou-based company has been ramping up efforts since 2020, ensuring all new buildings meet the LEED (Leadership in Energy and Environmental Design) Gold Standard, the second-highest certification level awarded by the U.S. Green Building Council.

“To influence more people, we can always start with ourselves. We can take actions at our campus and among our colleagues to drive for greater change,” Felix Liu, President of General Services Administration at Alibaba, told Alizila in an interview.

Alibaba has committed to becoming carbon neutral by 2030, and the company has vowed to slash 1.5 gigatons of carbon emissions throughout its ecosystem by 2035.

Green practices are happening inside and outside. An AI-based program reduces air conditioning and heating needs in offices, while street lights on Alibaba’s main campus now operate using solar power, according to Liu.

Below is a transcript of the interview edited for clarity and brevity

Transcript

Felix Liu: ESG creates values beyond businesses. It builds a roadmap for addressing a wide range of global problems and sets the basis for Alibaba to last for 102 years.

To influence more people, we can always start with ourselves. We can take action at our campus and among our colleagues, to drive for greater change.

We began implementing various green and low-carbon technologies on our campuses in 2020 while providing employees with a comfortable, pleasant, and dynamic working environment.

Hangzhou Xixi Campus is the global headquarters of Alibaba Group. It is expanding with our company. Many green practices start here before they were introduced to our campuses across China.

We are also actively looking for clean energy alternatives in electricity consumption. 100% of our campus street lights are solar-powered.

On ecological diversity, we make every effort to protect the wetland environment. Xixi Campus Park A retains the original ecological environment, including the willows, bamboo, and persimmons.

We’ve built trails along the wetland and constructed semi-open office spaces and meeting areas along the wetland to connect our employees and nature.

All future new constructions by Alibaba will meet the LEED Gold standard and the China green building standard.

Alibaba launched a number of initiatives and mechanisms to encourage every Alibaba employee to participate in a low-carbon lifestyle.

For example, we launched “Youxin,” a platform to guide and motivate employees to participate in low-carbon actions.

Every Alibaba employee can earn points by taking low-carbon emission actions on the platform. The points can be redeemed for green-themed souvenirs or other employee benefits.

As new technologies emerge, Alibaba has been keeping tabs on emerging technologies. While we reduce carbon emissions in our own office parks and constructions, we are also considering additional investment in green energy.

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Please refer to https://www.alizila.com/esg/ for additional information about Alibaba’s sustainability efforts.

Affordability and reliability remain central focus

CHARLOTTE, N.C., May 16, 2023/3BL Media/ – Duke Energy (NYSE: DUK) released its 17th annual report outlining its approach to sustainability topics. The flagship Impact Report highlights the company’s goals, performance and progress on strategic business priorities and allows stakeholders to chart the company’s progress.

Affordability and reliability are top of mind for both the company and customers. Last year, Duke Energy made investments to lower fuel costs and reduce price volatility to benefit customers. In addition, a dedicated team worked with more than 1,400 community assistance agencies to disperse important energy assistance funds. Last year, the company assisted nearly 189,000 customers with more than $192 million in energy assistance and, since 2021, has helped connect customers to nearly $300 million in energy assistance.

And the company continues to work alongside stakeholders to introduce new programs and policies to generate savings and lower the cost of the energy transition.

“Our business strategy is creating value for our employees, customers and communities while at the same time mitigating the potential risks associated with our business,” said Katherine Neebe, Duke Energy’s chief sustainability and philanthropy officer. “We’re pursuing federal funding and leveraging tax credits to lower customer costs for clean energy technologies and other aspects of the energy transition. Our balanced pace of change will enable a future that offers reliable, accessible and affordable energy for all customers and areas we serve.”

With the company’s continued focus on customers, cost management and job creation, EY evaluated the economic benefits of Duke Energy’s planned investment of $145 billion over the next 10 years for critical energy infrastructure. The study found the company’s plan will support more than 20,000 additional direct, indirect and induced jobs annually during that period and produce $250 billion in economic output throughout the U.S. economy due to jobs, income paid to workers and payments made to suppliers. In addition, it will generate more than $5 billion in additional property tax revenue over the next 10 years to support schools, first responders, roads and other infrastructure and essential services in local communities.

Other report highlights and insights:

Duke Energy continues to decarbonize to meet its climate goals. The company’s carbon emissions from electric generation are down 44% since 2005, and it is well-positioned to exceed its Scope 1 2030 goal of a 50% reduction. In 2022, the company established a second interim target of an 80% reduction in 2040.The company expanded its net-zero by 2050 goal to include Scope 2 and certain Scope 3 emissions, becoming one of the first in the industry to tie more than 95% of emissions to a net-zero commitment. 
 The company continues to decarbonize its natural gas business unit with a focus on methane detection and reduction of emissions, and minimizing upstream emissions related to the gas it purchases and downstream carbon emissions related to customers’ consumption of the gas sold. 
 The company continues to prioritize reliable service for its customers and communities by modernizing its grid. In 2022, smart, self-healing technology helped avoid more than 1.4 million customer outages and saved around 7.2 million hours of total outage time. 
 Duke Energy is leveraging Inflation Reduction Act (IRA) benefits and incorporating them into integrated resource plans and rate adjustments across jurisdictions. The IRA is an important tool for lowering costs for customers. 
 The company’s economic development team helped attract 29,000 new jobs and $23 billion in capital investment to its service territories. 
 Environmental justice is critical to engaging communities in the clean energy transition, and the company is evolving this work by integrating its principles into a due diligence process for siting projects. More than 200 employees have participated in training to perform assessments to help identify potential environmental justice communities early in the project planning cycle and provide opportunities for enhanced engagement. 
 As the energy sector transitions, the company is working to ensure its workforce and others in the industry are set up for long-term success. As part of this commitment, the company engaged with stakeholders to create a series of guiding principles to inform its approach to a just transition. In 2022, the company worked with a third party to perform an assessment of upcoming and near-term coal retirements, noting community demographics, plant specifics and adjacent employment opportunities. This information will help inform the company’s strategy as it retires coal, with a complete exit, pending regulatory approval, by 2035. 
 Human capital management highlights include working to increase diversity across our workforce and establishing new aspirational goals of 23% people of color and 28% women. In addition, 2022 EEO1 data is included in workforce performance metrics. 
 In order to provide stakeholders a comprehensive view of the company’s disclosures, this year, included in the appendix of the Impact Report is the Trade Association Climate Review, Global Reporting Index and Sustainable Accounting Standards Board information.

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. Its electric utilities serve 8.2 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 50,000 megawatts of energy capacity. Its natural gas unit serves 1.6 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky. The company employs 27,600 people.

Duke Energy is executing an aggressive clean energy transition to achieve its goals of net-zero methane emissions from its natural gas business by 2030 and net-zero carbon emissions from electricity generation by 2050. The company has interim carbon emission targets of at least 50% reduction from electric generation by 2030, 50% for Scope 2 and certain Scope 3 upstream and downstream emissions by 2035, and 80% from electric generation by 2040. In addition, the company is investing in major electric grid enhancements and energy storage, and exploring zero-emission power generation technologies such as hydrogen and advanced nuclear.

Duke Energy was named to Fortune’s 2023 “World’s Most Admired Companies” list and Forbes’ “World’s Best Employers” list. More information is available at duke-energy.com. The Duke Energy News Center contains news releases, fact sheets, photos and videos. Duke Energy’s illumination features stories about people, innovations, community topics and environmental issues. Follow Duke Energy on Twitter, LinkedIn, Instagram and Facebook.

Contact: Shawna Berger 
24-Hour: 800.559.3853 
Twitter: @DE_ShawnaB

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Originally published in Pathway to Premier: 2022 Integrated Report

Entergy’s 2022 Integrated Report focuses on a number of key sustainability and ESG initiatives, including our sustainability strategy. Read on for an overview of Entergy’s approach to sustainability and view our full report at integratedreport.entergy.com.

Powering life for our customers, communities and owners starts with our employees, who work every day to build the premier utility. We’re working to deliver the training, tools and direction they need to envision a better future and to make it a reality. 

In 2022, our human resources team focused on the five drivers of our talent and culture strategy: 
• Deliver a value proposition that recruits, retains and drives performance. 
• Cultivate diverse talent to raise organizational performance. 
• Build premier utility capability. 
• Develop leaders to develop their organizations. 
• Strengthen the leader-employee relationship. 

We track our progress in these areas by specific measures of our diversity, capability, culture and commerce. 

Diversity 
At Entergy, we work to foster a workforce with diversity of ideas, backgrounds, perspectives and skills in an inclusive culture. 

We regularly monitor progress toward our goal of attracting, developing and retaining a more diverse workforce. Over the last several years, we have made consistent gains in female and diverse race/ethnic representation in the workforce and in management. 

You can learn more here about how we pursue that goal through workforce development partnerships, internships and educational support programs, and a sustained organizational health process within the company. 

Workforce development 
Our growth strategy depends on developing leaders who are able to manage strong, inclusive teams and provide meaningful work. We’re helping develop those abilities through programs like All In, a leadership program that launched in 2022 with 101 participants from across the company. The program will expand to add 300 Talent and culture outcomes Diversity Diversity of ideas, backgrounds, perspectives and skills in an inclusive culture Capability Knowledge skills and abilities that provide sustained stakeholder value and growth Culture Integration of an operating model of behavior expectations for how we deliver stakeholder outcomes Commerce Symbiotic value for our communities from our employment and supplier opportunities employees in 2023. It teaches critical inclusion concepts and offers techniques employees can use to pave the way for improvement in the rest of our organization. 

Capability 
To help build and lead a premier team, we provide employees with both foundational training and career development, along with innovative new ways to grow their careers. In 2022, Entergy introduced a series of differentiated, only-at-Entergy leadership programs aimed at accelerating capabilities among our top talent. 

We started with ensuring the top 300 leaders had a common understanding of our premier utility strategy and increased business acumen. All directors and above attended the Entergy Strategy Workshop, a three-day program that combined a business simulation competition with deep dives into our strategic focus areas. 

Next, we executed two new accelerated development programs for high-potential talent: Power Up for directors and vice presidents, and RISE: our emerging leader program for top individual contributors. Eighteen leaders completed our inaugural Power Up leadership program, a 12-month journey that combined field visits, executive interactions, skills assessments and targeted training to create meaningful relationships, measurable development and memorable experiences. Nearly 80 emerging leaders completed RISE in 2022. This three-month journey combines self assessments with training and networking to help these individuals land their first manager positions at Entergy. 

Our human resources team responds to an array of talent-related market forces. Today’s workers seek a compelling and inclusive experience. The company operates in a labor market with high costs, low participation rates and competition for employees with advanced skills. Increasing retirements and organizational changes in 2022 put a premium on knowledge retention and collaboration. Automation and remote work trends continue to challenge our ability to create a lasting, high-performing workplace culture.

Read the full report here. 

BANGKOK, Thailand, May 15, 2023 /3BL Media/ – Southeast Asia must continue to prioritize the integration of renewable energy and the addition of new natural gas infrastructure to achieve an affordable, resilient and sustainable energy future, according to Black & Veatch, a global leader in critical infrastructure solutions.

Further, the industry and governments in the region must continue to collaborate on enabling long-term conditions that facilitate the deployment of future technology solutions across hydrogen and ammonia, carbon capture, energy storage and bidirectional, cross-border grids.

“A successful and equitable energy transition involves planning for and integrating multiple technologies to ensure that everyone has access to a stable and reasonably priced energy supply. Working in tandem with renewable energy, highly flexible and dispatchable generation, such as gas-fired power generation and small and mid-scale LNG project development, are essential to accomplishing these goals,” says Narsingh Chaudhary, Executive Vice President and Managing Director, Asia-Pacific, Black & Veatch.

Gas-fired power generation has the quick ramp-up and ramp-down capabilities needed to adapt to changing grid energy demands. Advanced gas turbines in a simple cycle configuration can supply more than 400 MW to the grid in 10 minutes and are designed to reach full combined cycle load in 30 minutes to one hour.

New gas turbine technologies can operate at low loads of less than 25 percent of their baseload capacity in some cases and ramp at 10 to 15 percent of their full load capacity per minute. Most modern turbine technology can co-fire emissions-free hydrogen, and by 2030, most original equipment manufacturers predict that new turbines will be 100 percent hydrogen capable.

Additionally, Floating LNG (FLNG) liquefaction facilities and floating storage and regasification units (FSRUs), can function as alternative and proven delivery mechanisms in LNG value chain. Black & Veatch’s bankable and cost-efficient LNG solutions help accelerate production, monetize gas fields and bring pipeline gas to market, faster.

These features of gas-fired generation make it suitable for baseload generation and stabilizing the grid alongside an expected increase in battery energy storage system deployments.

A survey conducted by Black & Veatch before the ongoing energy crisis indicates that gas-fired power plants have a future as an investment class in Asia. Approximately half of the respondents believe that over the next five years there will be ‘more investment’ in gas or LNG-to-power facilities combined with carbon capture.

At this year’s Future Energy Asia Exhibition & Summit 2023, Chaudhary will discuss how expanding gas-fired generation can help to keep power grids with high variable renewable energy generation in balance.

In addition to presenting strategies for integrating renewable energy, LNG and hydrogen, other topics Black & Veatch subject matter experts will discuss at Future Energy Asia include:

Best practices from a regional hybrid solar deployment.The potential of Combined Heat and Power (CHP) and improved energy efficiency.The multiple roads to green hydrogen viability.Plans to achieve grid parity of alternative fuels like green hydrogen and ammonia.LNG business opportunities in Thailand and the potential of small-scale LNG technology.

Contact Black & Veatch for more information.

***

Editor’s Notes: 

Black & Veatch’s integrated and complete offerings of LNG solutions stem from more than 50 years of developing LNG technology with an engineering, procurement and construction (EPC) mindset, offering design, procurement, fabrication and construction for LNG production, storage, regasification and send out facilities. Our proven and simple PRICO® liquefaction technology safely brings LNG to the market faster, and is ideal for onshore, offshore and nearshore applications.Black & Veatch is involved in five of the world’s nine FLNG vessels commissioned, in advanced stage of construction or awarded.Black & Veatch’s expertise and technology are integral to FLNG projects including Eni’s (formerly Exmar’s) Tango FLNG, and three FLNG vessels developed by Golar LNG. On these projects, Black & Veatch provided topside engineering and procurement services.Black & Veatch has been appointed by The Green Solutions (TGS) to study the production and storage of green hydrogen in Vietnam utilizing solar or wind power supplied through the grid.Black & Veatch has been selected by Mitsubishi Power Americas and Magnum Development, co-developers of what will be the world’s largest industrial green hydrogen production and storage facility, to provide EPC services for the Advanced Clean Energy Storage project in Utah, United States of America.

About Black & Veatch 

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

Media Contact Information:

EMILY CHIA | +65 6335 6623 P | +65 9875 8907 M | Chialp@bv.com

24-HOUR MEDIA EMAIL | Media@bv.com

OnQ Blog

Automakers, state departments of transportation (DOTs) and equipment manufacturers received good news today when the Federal Communications Commission (FCC) granted a waiver allowing them to begin operating cellular-vehicle-to-everything (C-V2X) technology on U.S. roadways.

C-V2X allows vehicles to communicate directly with each other, or vehicle-to-vehicle (V2V), roadside infrastructure, or vehicle-to-infrastructure (V2I) to have an immediate impact on road safety. In December 2021, several entities filed a joint waiver request to deploy this safety-enhancing technology as soon as possible.

Traffic fatalities reached a 16-year high in 2021 with an estimate of more than 42,000 fatalities caused by vehicle traffic crashes.1 Many of these deaths could be preventable. The National Highway Traffic Safety Administration estimates that V2V safety applications could prevent or mitigate the severity of up to 80% of non-impaired crashes.2 Qualcomm is thrilled that industry stakeholders can now move forward with early-stage C-V2X deployments that will help to address this national safety crisis.

The waiver permits C-V2X deployments in the dedicated upper 20 MHz portion of the 5.9 GHz band, allowing automakers and road infrastructure owners and operators to begin integrating the technology into vehicles and road infrastructure. Meaning, stakeholders can now begin rolling out applications that can assist in immediate enhanced safety for all road users.

The following applications use C-V2X technology. These and others can improve road safety:

Red-light violation warning (RLVW) 
More than half of all fatal and injury crashes happen at intersections.3 Drivers running red lights are the most common cause of all urban crashes, resulting in an average of seven fatalities and more than 1,000 injuries per day at signalized intersections across the country.4Traffic signal preemption 
Aimed at shortening emergency response time to help save lives, this preemption allows vehicles like ambulances and fire trucks to remotely trigger a green light. Related V2V applications share this information with nearby vehicles so drivers can take action to move out of the way, reducing congestion along the route to improve safety for first responders and road users alike.Intersection movement assist (IMA) 
Similar to RLVW, IMA safety applications can alert other drivers when there is a movement conflict at an intersection.Do-Not-Pass Warning (DNPW) 
Warns the driver that it is not safe to pass a slower-moving vehicle when vehicles are approaching from the opposite direction.

Next steps

The US Department of Transportation (USDOT) has committed to developing a roadmap for national V2X deployments and will convene the industry to discuss the path forward at a workshop titled “Continuing the Momentum Toward Nationwide Deployment” on April 28. In preparation for this workshop, the Intelligent Transportation Society of America (ITSA) prepared a National Deployment Plan that includes a call to action for state and local transportation agencies and related federal agencies, and outlines targets for OEM deployment. This is the kind of industry collaboration necessary to achieve broadscale deployment. Qualcomm looks forward to working with USDOT, ITSA, and other public and private sector stakeholders on a shared national deployment vision.

The recently announced Bipartisan Infrastructure Law also provides funding opportunities for programs geared at improving U.S. transportation infrastructure. To provide more visibility into these programs, the USDOT has published a list of upcoming notices of funding opportunities (NOFOs).

Qualcomm is committed to providing solutions that support the transportation industry with enhancing safety and traffic efficiency, learn more at qualcommm.com/automotive.

1. NHTSA announcement

2. NHTSA fact sheet

3. https://highways.dot.gov/research/research-programs/safety/intersection-safety

4. https://safety.fhwa.dot.gov/intersection/signal/fhwasa11016.pdf

Michigan Battle of the Buildings announced that the Fifth Third Financial Center in DeWitt, Michigan, was a 2022 Biggest Loser in the Financial Institution Category with a 32.05% reduction.

Over 1,500 buildings representing almost 269 million square feet of Michigan commercial real estate competed against each other in 2022 in this biggest loser-styled energy competition. The competitors tracked energy consumption and worked to reduce their energy in various ways—ranging from the education of building occupants to employing highly efficient technology. There were 11 industry-specific categories and winners.

Fifth Third Bank DeWitt was awarded as a 2022 biggest loser at the ninth annual Michigan Energy Summit on April 18, 2023. The full day event was held at the JW Marriott in Grand Rapids, Michigan and included breakout sessions, panel discussions and exhibitors of some of the top leading energy professionals. To learn more about their energy reduction accomplishments and projects read their blog on our website at: https://michiganbattleofthebuildings.org/blog/

For more information about the 2023 Michigan Energy Summit, please visit https://michiganbattleofthebuildings.org/mes2023/

About Michigan Battle of the Buildings

Michigan Battle of the Buildings has been a program of the U.S. Green Building Council of West Michigan since 2014. It is the only statewide biggest-loser styled energy competition in the country. The 2022 Michigan Battle of the Building competitors saved $2.9 million in energy costs and avoided 12,050 metric tons of CO2e which is equivalent to the carbon sequestered by 14,370 acres of US forests in one year! For more information on the program, please visit https://michiganbattleofthebuildings.org/ 

There is growing recognition by corporate leadership regarding the importance of environmental remediation and the urgent need to address pollution on a global scale.

Even as governments around the world are ramping up enforcement of regulations aimed at reducing and preventing industrial pollution, the rise in environmental, social, and governance (ESG) investing is another factor encouraging many companies to proactively address environmental remediation as a way to attract investors.

Whatever is driving your organization to explore environmental remediation, we want to help you make informed decisions. Let’s review what environmental remediation is, the history of laws governing it, then dive into the primary types of environmental remediation. For a guide on approaches and phases of remediation check out this previous blog.

What Is Environmental Remediation?

Environmental remediation is the process of removing contaminants and pollutants from the soil, water, and air in and around contaminated sites. It is a critical process for mitigating the impact of pollution on our environment and our communities.

The history of environmental remediation

The global environmental movement came to prominence in the 1970s with policies aimed at reducing pollution and safeguarding natural resources. These policies were created in response to very real and urgent environmental concerns brought on by the rapid industrialization of post-World War II economies.

The United States established the Environmental Protection Agency (EPA) in 1970 and the subsequent passage of environmental laws, such as the Clean Air Act and the Clean Water Act. In 1973, the European Union adopted the first Environmental Action Programme.

Environmental remediation has always been an integral part of environmental protection and has evolved to include a variety of techniques and technologies.

In the half-century since these policies were enacted, environmental remediation has undergone significant changes in terms of the methods used and the regulatory frameworks in place. Technological advancements have been made in the detection, prevention, and precision remediation of environmental contamination.

Today, environmental remediation is a multidisciplinary field that involves scientists, engineers, regulators, and stakeholders working together to protect human and environmental health.

 

4 Types of Environmental Remediation

The techniques and technologies used to remediate environmental contamination are continually advancing. These are the primary areas they focus on treating.

Sediment remediation

Sediment remediation involves removing or treating contaminated sediment in bodies of water such as rivers, lakes, and harbors. This is often necessary to prevent the spread of contamination to aquatic organisms and the surrounding environment. Techniques for sediment remediation may include dredging, capping, or the use of chemicals or biological agents to break down contaminants.

Soil remediation

Soil remediation is the process of removing or treating contaminants in soil to restore it to its original or safe state. This may involve excavation and disposal of contaminated soil, or the use of chemical, biological, or physical methods to break down or remove contaminants in situ. Techniques for soil remediation may vary depending on the type and extent of the contamination.

Groundwater remediation

Groundwater remediation is the process of removing or treating contaminants in groundwater, which is often a source of drinking water. Techniques for groundwater remediation may include the use of pumps and filters to remove contaminants, or the injection of chemicals or biological agents to break down contaminants in situ.

Surface water remediation

Surface water remediation involves treating or removing contaminants from water bodies such as lakes, rivers, and streams. This may involve the use of chemical, biological, or physical methods, such as aeration or the use of sedimentation ponds. The goal of surface water remediation is to restore water quality and prevent the spread of contaminants to other parts of the environment.

The Long-term Value of Environmental Remediation

The demands of governments and consumers are unifying around the call for better corporate ownership of the environment. Brands that are committed to real environmental action are more likely to be viewed positively by customers. 

In a joint study between McKinsey and NielsenIQ, it was found that over a five-year period, products making ESG (environmental, social, and governance)-related claims accounted for 56% of all growth, outpacing their expected trajectory at the start of those five years by 18 percent.

There is a clear benefit to brands shining a light on their environmental history and taking ownership to undo the damage.

 

Learn more about how Inogen Alliance can help you with your environmental remediation needs.

 

Inogen Alliance is a global network made up of dozens of independent local businesses and over 5,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates here and follow us on LinkedIn

FORT WORTH, Texas, May 15, 2023 /3BL Media/ – In April, American Airlines partnered with the USO and other organizations to take 19 military service members and their families on a trip to Walt Disney World as part of the Salute to the Troops event. These families — all impacted by cancer — had the chance to escape their worries back home and make unforgettable memories together.

American chartered an Airbus A319 aircraft from Washington, D.C. (DCA) to Orlando, Florida (MCO), and planned a special inflight experience and hero’s welcome for the participants. The airline participates in events like Salute to the Troops year-round that have benefited hundreds of wounded and ill military service members and their families.

This year, the event took on special meaning for one of our team members when an American Airlines pilot who is also an Army Reserve Officer had the opportunity to attend with his family. First Officer Michael Huber’s wife is battling cancer and the trip provided much-needed fun and relaxation for the Huber family.

In honor of Military Appreciation Month in May, we salute the country’s military service members — past and present — including the 8,500 American Airlines team members who are veterans or currently serving in the National Guard or Reserves. The airline has a long history of honoring our nation’s heroes, and that work continues through programs and partnerships led by our Military and Veterans Initiatives program.

Learn more about American’s commitment to honoring our heroes at aa.com/letgoodtakeflight.

About American Airlines Group
To Care for People on Life’s Journey®. Shares of American Airlines Group Inc. trade on Nasdaq under the ticker symbol AAL and the company’s stock is included in the S&P 500. Learn more about what’s happening at American by visiting news.aa.com and connect with American on Twitter @AmericanAir and at Facebook.com/AmericanAirlines.

At the start of Magenta Giving Month in April, my colleague, Jon Freier, President of T-Mobile’s Consumer Group, asked a question: What kind of impact will T-Mobile employees make in a single month? We now have a definitive answer—A huge one!

Nationwide, T-Mobile employees rallied together all month long, contributing over 16,000 volunteer hours to philanthropic pursuits, and donating to causes near and dear to their hearts. Using $23 in seed funding from the T-Mobile Foundation, more than 26,000 employees gave over $600,000 to 7,041 causes from education and health care initiatives to environmental conservation and more. That’s nearly 40% of employees who found a way to participate! And just as impressive, matching from the T-Mobile Foundation helped raise nearly $2 million during Magenta Giving Month for thousands of nonprofits.

True to the Un-carrier philosophy, we acted as One Team, Together as a force for good in communities around the country. That kind of impact is incredible!

From coast to coast, Team Magenta showed how ingrained community service is in T-Mobile’s DNA:

Bellevue, Wash. Employees created alphabet flashcard sets for Love Letters for Literacy. The organization promotes early childhood literacy to children across the country and world.

Snohomish, Wash. Team Magenta dirtied their shoes and broke a sweat while planting 730 trees on Farmer Frog’s property. Farmer Frog supports over a dozen school gardens and several urban and rural community sites by transforming underutilized land into environmentally sound, food-producing farms and gardens. Each of the trees planted contributes to the restoration of the environment which will be enjoyed by future generations.

Overland Park, Kan. Employees prepared 5,200 ready-to-eat meals for needy families served by Harvesters, a regional food bank supporting a 26-county area of northwestern Missouri and northeastern Kansas. Access to healthy, nutritious food shouldn’t be exclusive to those with means.

Oklahoma City, Okla. Employees packed 1,493 pounds of food at the Regional Food Bank of Oklahoma. With the help of a Volun-T Grant (funding comes from the T-Mobile Foundation supporting local volunteer projects that fall within the categories of Digital Empowerment, Equity in Action, and Sustainability) the team made a $5,000 donation to the food bank for its efforts to fight hunger in 53 central and western Oklahoma counties.

Impactful Partnership Compliments a Sweet Initiative

One of the most notable achievements came from our collaboration with City Year. The organization prepares students with the social, emotional and academic skills and mindsets to succeed in school and in life. Teams in Bellevue, Wash., Overland Park, Kan., Reston, Va., and Frisco, Texas created an estimated 14,000 backpacks for local youth. These supplies and backpacks ensure students have the necessary resources to succeed in school.

At our Bellevue, Wash. headquarters, senior leadership team members served frozen yogurt to employees while raising money for the nonprofit of their choice. We called this, Froyo for Good. I worked alongside my friend and Magenta Giving Month co-sponsor, Jon Freier, dishing out frozen yogurt and toppings to employees. We had a blast raising money for our two respective nonprofits, PAWS (Progressive Animal Welfare Society) and Girls Educational and Mentoring Services (GEMS). When the final order was served, Froyo for Good raised over $64,000 for 10 nonprofits.

I love that we’ve started a new tradition where we focus our collective giving during a single month. The results from April are nothing short of outstanding! And we’re just getting started. Why? Because at T-Mobile, giving back to the community is ingrained in our DNA. And it’s part of the solution for how we achieve our mission of being the best in the world at connecting customers to their world. It’s a legacy – and a commitment to creating a better future for generations to come – we’re proud to build!