Alcohol Use Disorder (AUD) does not discriminate. But some communities are disproportionately affected.
As we recognize both National Minority Health Month and Alcohol Awareness Month, we want to reiterate our commitment to all those living with AUD.
International Paper plays a significant role in responding to the global climate challenge, and our commitment to improve our climate impact is considerable in its potential.
We have a track record of reducing our Scope 1 and Scope 2 GHG emissions at our operations. Now, with our Vision 2030 goal, we are also engaging across our value chain to track, report on and, ultimately, reduce our Scope 3 emissions.
Addressing Scope 1 and 2 GHG Emissions
For more than a decade, we have reported the carbon impact of our operations and our initiatives to reduce our Scope 1 and 2 GHG emissions. We reduced our GHG emissions by approximately 20% between 2010 and 2020, while cutting our use of coal and fuel oil in half. We know we have much more work to do.
Today, approximately 70% of the energy we use in our mills is derived from carbon-neutral biomass residuals, with the remainder from purchased energy, including natural gas, electricity and steam from utilities, and smaller amounts of coal, fuel oil and other fuels.
We are committed to making the capital investments necessary to substantially reduce Scope 1 GHG emissions in our facilities over the next decade. We are evaluating and pursuing investments in energy efficiency and fuel-switching for lower-carbon power generation in our operations. Additionally, our manufacturing technology experts continue to identify operational efficiency opportunities at facilities across our business and regions. These initiatives often result in both cost savings and GHG emission reductions by optimizing processes, upgrading equipment and advancing energy conservation measures.
We also recognize the opportunities we have to reduce our Scope 2 GHG emissions through participation in renewable power development. We are exploring mechanisms such as virtual power purchase agreements, which support renewable energy suppliers and the “greening” of the electricity grid.
We currently do not use carbon offsets in our GHG emissions reduction strategy. We are engaging with a number of strategic partners to advance our understanding of GHG emissions accounting via natural climate solutions, including the Greenhouse Gas Protocol’s upcoming Land Sector and Removals Guidance and SBTi’s Forest, Land and Agriculture project, to help us advance this strategy in the coming years. We also continue to explore opportunities for forestland owners to employ practices that improve forest management for carbon sequestration.
As a partner in the US Department of Energy’s (DOE) Better Climate Challenge, International Paper is one of more than 80 organizations across the US economy collaborating to drive real-world action toward a low-carbon future. As we pursue our ambitious GHG targets, we will count on DOE and participating industrial companies for technical assistance, peer-to-peer learning opportunities and a platform to demonstrate our commitment to being part of the solution to climate change.
We track and report on our global GHG emissions through our participation in CDP, the U.S. Environmental Protection Agency’s Mandatory Reporting Rule, the European Union Emissions Trading System and various state, regional and national reporting programs.
Addressing Scope 3 GHG Emissions
Scope 3 GHG emissions include the GHG impacts generated within our upstream and downstream value chain, but outside of our direct operations. These include, for example, the carbon footprint of input materials like wood fiber and chemicals, GHG emissions related to our distribution networks, and from the further processing, reuse and final disposal of our products.
Measuring and reporting our Scope 3 GHG emissions is relatively new for International Paper. We are collaborating with our suppliers and customers to understand their GHG emissions footprint and decarbonization plans in order to develop strategic reduction pathways. In 2021, we developed a supply chain GHG emissions calculator tailored to our industry, in partnership with the National Council for Air and Stream Improvement (NCASI), to establish a detailed Scope 3 GHG emissions baseline and to track progress over time. In parallel, we began gathering supplier-specific GHG emissions and climate strategy data by participating in CDP’s Supply Chain program, which we intend to expand to more suppliers in coming years. Our Scope 3 work is closely linked to our goal for Renewable Solutions, which is focused on how we design and how our customers use and dispose of our products.
Setting Science-based Targets
Our GHG emissions reduction target was derived using a methodology approved by the Science Based Targets initiative (SBTi), a global collaboration of nongovernmental organizations and experts that has defined best practices and a scientifically informed methodology for emissions reductions. Our GHG emissions target is in line with the Paris Climate Agreement goal to limit global temperature rise to well below 2°C above pre-industrial levels.
Approximately 70% of mill energy derived from carbon-neutral biomass residuals
We have seen little net change in our combined Scope 1 and Scope 2 emissions from 2019 to 2021. This is largely due to increased mill production over this period, along with other factors driven by COVID-19 disruptions, mill operations, weather events and energy supplies. Our slight increase in Scope 1 emissions was largely offset by lower sales of Renewable Energy Certificates (RECs) at certain mills, resulting in lower Scope 2 emissions.
Consistent with the GHG Protocol, our reported Scope 1 GHG emissions and associated targets do not include biogenic GHG emissions, which were approximately 24.7 million metric tons in 2021.
Includes all fuel and energy sources at all manufacturing facilities.
Residual Biomass is leftover material originally purchased as wood fiber, such as tree limbs and bark, and black liquor generated during the production process that is beneficially reused as a carbon-neutral energy source.
About International Paper
International Paper (NYSE: IP) is a leading global supplier of renewable fiber-based products. We produce corrugated packaging products that protect and promote goods, and enable worldwide commerce, and pulp for diapers, tissue and other personal care products that promote health and wellness. Headquartered in Memphis, Tenn., we employ approximately 38,000 colleagues globally. We serve customers worldwide, with manufacturing operations in North America, Latin America, North Africa and Europe. Net sales for 2021 were $19.4 billion. See how we’re building a better future for people, the planet, and our company at internationalpaper.com/Vision-2030.
Originally published by Southern Company
Georgia Power announced it has achieved another important milestone for the new nuclear units under construction at its Vogtle 3 & 4 nuclear expansion project near Waynesboro, Ga. The generator at Vogtle Unit 3 has generated electricity for the first time, and the unit has successfully synchronized and connected to the electric grid. Meanwhile, at Vogtle Unit 4, nuclear operators began hot functional testing last month. Both achievements represent significant steps toward operations.
“What an incredibly inspiring time to join Georgia Power as we celebrate this milestone that marks the first day of generating clean, reliable power at this new nuclear unit, which will serve our customers over the next 60 to 80 years,” said Kim Greene, chairman, president and CEO of Georgia Power. “I consider myself very fortunate to have worked onsite at Vogtle 1 & 2 early in my career as an engineer, learning so much that I have carried with me over the years while also gaining an appreciation of the value of nuclear energy as a critical, long-term investment for our state. As we approach commercial operation for Unit 3, I know that every professional who has been involved in this project or worked at Plant Vogtle is proud of the role they have played in helping build a clean energy future for Georgia.”
Connecting to the electric grid is part of ongoing startup testing for Vogtle Unit 3, and operators will continue to raise reactor power for electricity generation while performing tests at various power levels. This Unit 3 milestone follows initial criticality, reached on March 6, when operators safely started the nuclear reaction inside the reactor, generating nuclear heat to produce steam. Once all startup testing is successfully completed and the unit is available for reliable dispatch, the unit will enter commercial operation.
At Unit 4, hot functional testing, which began last month, marks the last series of major tests underway for the new nuclear unit ahead of initial fuel load. The testing is being conducted to verify the successful operation of reactor components and systems together and confirm the reactor is ready for fuel load. As part of the testing, the site team will begin running Unit 4 plant systems, without nuclear fuel in the reactor, and advance through the testing process towards reaching normal operating pressure and temperature. Nuclear operators will use the heat generated by the unit’s four reactor coolant pumps to raise the temperature and pressure of plant systems to normal operating levels. Once normal operating temperature and pressure levels are achieved and sustained, the unit’s main turbine will be raised to normal operating speed using steam from the plant. During these series of tests, nuclear operators will be able to exercise and validate procedures as required ahead of fuel load.
The in-service date for Unit 3 is projected during May or June 2023. Vogtle Unit 4 is projected to enter service in late fourth quarter 2023 or first quarter 2024.
The new Vogtle units are an essential part of Georgia Power’s commitment to delivering clean, safe, reliable and affordable energy to its 2.7 million customers. Once operating, the two new units, which will be clean energy sources that produce zero emissions, are expected to power more than 500,000 homes and businesses. Southern Nuclear will operate the new units on behalf of the co-owners: Georgia Power, Oglethorpe Power, MEAG Power and Dalton Utilities.
Cautionary Note Regarding Forward-Looking Statements
Certain information contained in this release is forward-looking information based on current expectations and plans that involve risks and uncertainties. Forward-looking information includes, among other things, statements concerning future operations of and the projected in-service dates for Plant Vogtle Units 3 & 4. Georgia Power cautions that there are certain factors that can cause actual results to differ materially from the forward-looking information that has been provided. The reader is cautioned not to put undue reliance on this forward-looking information, which is not a guarantee of future performance and is subject to a number of uncertainties and other factors, many of which are outside the control of Georgia Power; accordingly, there can be no assurance that such suggested results will be realized. The following factors, in addition to those discussed in Georgia Power’s Annual Report on Form 10-K for the year ended December 31, 2022, and subsequent securities filings, could cause actual results to differ materially from management expectations as suggested by such forward-looking information: the potential effects of the continued COVID-19 pandemic; the ability to control costs and avoid cost and schedule overruns during the development, construction, and operation of facilities or other projects, including Plant Vogtle Units 3 and 4, which includes components based on new technology that only within the last few years began initial operation in the global nuclear industry at this scale, due to current and/or future challenges which include, but are not limited to, changes in labor costs, availability and productivity, challenges with the management of contractors or vendors, subcontractor performance, adverse weather conditions, shortages, delays, increased costs, or inconsistent quality of equipment, materials, and labor, contractor or supplier delay, the impacts of inflation, delays due to judicial or regulatory action, nonperformance under construction, operating, or other agreements, operational readiness, including specialized operator training and required site safety programs, engineering or design problems or any remediation related thereto, design and other licensing-based compliance matters, including, for Plant Vogtle Unit 4, inspections and the timely submittal by Southern Nuclear of the Inspections, Tests, Analyses, and Acceptance Criteria documentation and the related investigations, reviews and approvals by the NRC necessary to support NRC authorization to load fuel, challenges with start-up activities, including major equipment failure, or system integration, and/or operational performance, continued challenges related to the COVID-19 pandemic or future pandemic health events, continued public and policymaker support for projects, environmental and geological conditions, delays or increased costs to interconnect facilities to transmission grids, and increased financing costs as a result of changes in market interest rates or as a result of project delays; the ability to overcome or mitigate the current challenges at Plant Vogtle Units 3 and 4 that could further impact the cost and schedule for the project; legal proceedings and regulatory approvals and actions related to construction projects, such as Plant Vogtle Units 3 and 4, including Public Service Commission approvals and NRC actions; under certain specified circumstances, a decision by holders of more than 10% of the ownership interests of Plant Vogtle Units 3 and 4 not to proceed with construction; the notices of tender by Oglethorpe Power Corporation and the City of Dalton of a portion of their ownership interests in Plant Vogtle Units 3 and 4 to Georgia Power, including related litigation; the ability to construct facilities in accordance with the requirements of permits and licenses (including satisfaction of NRC requirements), to satisfy any environmental performance standards and the requirements of tax credits and other incentives, and to integrate facilities into the Southern Company system upon completion of construction; the inherent risks involved in operating and constructing nuclear generating facilities; the ability of counterparties of Georgia Power to make payments as and when due and to perform as required; the direct or indirect effect on Georgia Power’s business resulting from cyber intrusion or physical attack and the threat of cyber and physical attacks; catastrophic events such as fires, earthquakes, explosions, floods, tornadoes, hurricanes and other storms, droughts, pandemic health events, political unrest, wars or other similar occurrences; and the direct or indirect effects on Georgia Power’s business resulting from incidents affecting the U.S. electric grid or operation of generating or storage resources. Georgia Power expressly disclaims any obligation to update any forward–looking information.
Google.org shatters the traditional CSR mold in a variety of ground-breaking ways. Jen gives you a glimpse into the future of corporate philanthropy as she explains how to tap into every employee’s unique potential.
About Jen
Jen Carter is the global head of technology and volunteering at Google.org, the social impact arm of Google. She founded the Google.org Fellowship and pioneers new ways companies can use their technical expertise to contribute to nonprofits around the world.
More episodes packed with practical insight
To hear more from industry leaders – including Carmen Perez of Better Next, Kari Niedfeldt-Thomas of CECP, Patricia Toothman of Splunk, and Angela Parker of Realized Worth – on how to create blueprints for navigating a CSR career, building a social impact program, and adapting to changing times, visit Submittable’s Impact Studio. You’ll hear six episodes revealing a number of practical insights you can use in your mission.
SEATTLE, April 20, 2023 /3BL Media/ – As demands for equitable action on climate change grow more urgent, four world-class leaders have joined the International Living Future Institute’s Board of Directors. While each individual brings their own mix of talent and commitment, collectively they share a deep and abiding passion for addressing climate change, justice and health by transforming the built environment.
The four new board members are Mark Chambers, recently of the Biden-Harris Administration and currently a leader at Earth Alliance, Heather Henriksen, Harvard University’s Chief Sustainability Officer, Julie Hiromoto, Principal at HKS, and Adrianna Quintero, a long-time energy and equity advocate.
“These phenomenal leaders join our organization at a pivotal moment, as we mobilize a community working towards a common vision on the biggest challenges of our time,” said Lindsay Baker, CEO of the International Living Future Institute. “We’ve shown that a regenerative future is possible in hundreds of ways; now – with our board’s inspiration and leadership – we will make it the norm.”
Over the past decade, the Institute has served as an incubator for more than 180 regenerative buildings that have achieved certification. Individually, these examples cause ripples that show what’s possible. Collectively, they envision a regenerative future.
Mark Chambers is a national environmental policy leader, advocate for social justice and licensed architect inspired by public service and lessons of collective action. Chambers recently joined Earth Alliance, a startup organization focused on accelerating the intersection between climate action and culture. Before that, he served the Biden-Harris Administration as the first Senior Director for Building Emissions and Community Resilience at the White House Council on Environmental Quality.
“I’m honored to join this board, because the Institute boldly supports the work of designers everywhere with its understanding of the inherent responsibility that the built environment has to be a source of inspiration, aspiration, and reflection,” Chambers noted.
Heather Henriksen is the managing director of the Office for Sustainability at Harvard University. She has served in this capacity since 2008, advising the President and senior leadership on Harvard’s university-wide sustainability strategy and policy, including its goal to be fossil-fuel-free by 2050 as part of the University’s Climate Action Plan.
“As a leader in sustainable development, the Institute offers natural opportunities to leverage and inform work Harvard is doing to translate research and science into action, with the goal of creating scalable solutions in the built environment for healthier people and a healthier planet,” Henriksen added.
Julie Hiromoto is a Principal and the Director of Integration at HKS, an interdisciplinary global design firm, where she leads efforts to embrace regenerative design. Recently, she represented 95,000 members of the American Institute of Architects in their first delegation to the UN Climate Conference in Glasgow, Scotland (COP 26).
“The Institute is pushing our industry towards holistic, regenerative and integrated solutions for the built environment with a community of change agents who bring passion, technical know-how and advocacy to a future where we can all thrive,” Hiromoto said.
Adrianna Quintero is a prominent thought leader and recognized expert on climate, clean energy, and the importance of diversity, equity, and inclusion in the environmental space. She continues to lead efforts to secure a clean and equitable energy future to avert the most devastating impacts of climate change.
“The Institute’s commitment to build a socially just and equitable world through their work with architects, engineers, manufacturers, builders, and others, helps to bring urgently needed solutions to scale,” Quintero stated.
The Institute is excited to welcome these new board members as it also prepares for Living Future ‘23, the organization’s iconic annual event that will be held at the Ronald Reagan Building & International Trade Center in Washington, D.C. from May 3-5, 2023.
About the International Living Future Institute
The International Living Future Institute’s mission is to cultivate a society that is socially just, culturally rich, and ecologically restorative. To do this, the organization envisions a Living Future and shows that it works better in practice and policy. The Institute is premised on the belief that providing a compelling vision for the future is needed to reconcile humanity’s relationship with the natural world. The Institute’s programs have shaped more than 55 million square-feet of real estate development across the United States and around the world. Learn more at http://www.living-future.org.
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Sesame Workshop is on a “quest for health equity.” The global nonprofit organization and its beloved characters, backed by their tremendous decades-long child development expertise, will partner with Q4HE to serve young children and families in rural and urban environments to promote healthy behaviors and well-being. With Q4HE’s support, Sesame Workshop is creating dynamic, culturally relevant content and resources for children, parents, and healthcare providers, centered on 3 key goals: promoting healthy practices during sick- and well-child visits, using culturally sensitive health literacy to create partnerships to reduce health disparities, and taking action to address nutritional well-being and food insecurity.
Sesame Workshop’s health equity initiative is designed to reach marginalized communities most affected by health disparities. To achieve the greatest reach, all content will be in English and Spanish. Using the learnings and strategies from Sesame Workshop’s Coming Together racial justice initiative, this effort will address the health and well-being inequities frequently impacting young children and families as well as those experiencing greater health risks due to COVID-19. The initiative will lead with formative research to create a series of multimedia resources and child-friendly spaces in a variety of locations where children and families access health services.
According to the United Nations, 14% of crops—that’s 56 million tons—are lost worldwide between harvest and retail. Likewise, the energy, fresh water, and land required to grow those crops are wasted.
But a high school junior may have the solution.
Nitya Jakka of Aurora, Illinois, has developed a way to ensure more produce makes it to store shelves. Her company, Terraclu, uses sensors to track crops’ output of ethylene, the gas released as they ripen.
By comparing sensor data to baseline ethylene measurements, taken over the lifespan of a crop, companies can predict the speed at which crops are ripening—and adjust temperature and humidity levels during transportation and storage to slow down maturation.
As a result, more produce will survive the journey and reach grocery shelves at the ideal ripeness, which means less is wasted during the farm-to-table process.
The teen developed her idea in her Grade 11 year at the Illinois Mathematics and Science Academy (IMSA). Founded in 1986, IMSA is ranked the No. 1 college prep public high school in the state, with a focus on STEM (science, technology, engineering, math) subjects targeted to about 650 enrolled students in Grades 10 through 12.
“(Jakka’s) story gives you an idea of how IMSA students are already changing the world and how it all starts by focusing on science and math,” says Cesar Patino, IMSA’s major gifts and campaign senior manager.
To expand its educational offerings, the academy developed the PROMISE program (Providing Opportunities for Mathematics and Science Enrichment). Held over spring break, on weekends, and in the summer, PROMISE is open to students in Grades 7, 8 and 9 from culturally, linguistically and economically diverse backgrounds, allowing them to experience STEM enrichment the IMSA way at little or no cost.
PROMISE is used as a feeder program to attract strong students to the boarding school; in 2023, nearly one in four PROMISE students earned enrolment to IMSA.
To help PROMISE meet its goals of developing the potential of underprivileged and BIPOC youth, Enbridge has awarded IMSA a pair of $5,000 Fueling Futures grants since 2021.
Enbridge’s success is built on a diverse, respectful and inclusive workforce. We want to see people of all backgrounds represented in STEM, and we recognize the importance of helping diverse students advance their education in the field.
From diverse backgrounds come diverse ideas, Patino adds.
“Some of the world’s big problems can be solved by developing the future of these kids, who bring different perspectives, different ideas, into the classroom,” he explains. “They’re in that stage of life where anything is possible.”
Within IMSA’s academic programs are embedded the United Nations Sustainable Development Goals. The goals remind students that the world is facing challenging times—climate change, world hunger, international conflicts, the energy crisis, sustainability issues, and racial injustices.
They are problems that every IMSA student strives to solve.
“Our future as a species is going to depend on encouraging these highly competent, scientifically and creative-minded kids,” Patino says. “There’s so much they can achieve. By developing and nurturing them in the fields of science and math, they’ll reach that goal of really changing the world.”
Guided by our purpose to help people save money and live better, Walmart aims to operate in a more regenerative way – making a net positive difference for people and the planet in all we do, including sourcing products for our customers. Our teams are hard at work with suppliers, NGOs, policymakers and others to address issues related to climate change, nature, waste and people working in global product supply chains.
As we celebrate Earth Week, here are just a few examples of how we are working with our partners on more sustainable product, packaging and waste reduction innovations:
Built for Better
We launched Built for Better as an online shopping destination, making it easy for customers to identify and shop for products that are built better for them, communities and the planet. Earlier this year, we added our Clean Beauty shop to it, offering customers an easy and accessible way to find beauty products made without ingredients they may not want.
Cleancult
We welcomed Cleancult into more than 3,000 Walmart stores nationwide earlier this year. Aiming to eliminate single-use plastic waste from the home cleaning category, Cleancult uses innovative carton technology to power their paper-based refillable hand soaps, dish soaps, all-purpose cleaners and laundry detergent.
OLAY, now in recycled jars
Walmart has collaborated with OLAY North America to offer the latest innovation in more sustainable skincare packaging solutions: 100% recycled jars for their Vitamin C + Peptide 24 Face Moisturizer and Retinol24 + Peptide Night Face Moisturizer. These jars offer the same great benefits to customers while reducing virgin plastic use. Made with recycled waste from sources including Walmart facilities, OLAY’s limited-run jars are expected to save up to 10,000 pounds of plastic waste from entering landfills.
More U.S. states eliminate single-use bags and bag opt out rolls out nationally
We’re expanding our efforts to reduce single-use bags to four more states in line with local regulatory changes: As of this week, Walmart stores in Delaware, Oregon, Washington D.C. and Washington state will not offer single-use bags at the frontend or pickup. By eliminating single-use bags in a total of 10 states in the U.S. as well as Walmart Canada and Mexico, we anticipate avoiding the use of almost 2 billion single-use plastic and paper bags every year. And by the end of this year, we aim to allow most Walmart customers to opt out of bags for their pickup orders nationwide.
Walmart Restored
Through Walmart Restored, we’re offering customers access to thousands of professionally inspected, tested and cleaned restored items from a curated list of top sellers and suppliers. The program, available online and in select stores, offers top-quality products at a fraction of the typical cost and allows customers to extend the life of a product.
Walmart+ InHome x Loop
We teamed up with circular reuse platform Loop and a number of brands to launch Walmart+ InHome x Loop, a pilot program that aims to provide a convenient way to eliminate single-use packaging and reduce plastic from many everyday purchases. Walmart+ InHome customers in Northwest Arkansas can now place online orders to receive delivery of some of their favorite brands in reusable and returnable packaging.
Through expanding sustainable choices, helping reduce waste and introducing new circular business models, we’re continuing to advance sustainability across Walmart. Our hope? To make the sustainable choice the everyday and affordable choice for our customers.
Originally published by Sustainability SmartPod
If you’ve flown on American Airlines recently, there’s a chance your plane was fueled by a small amount of sustainable aviation fuel (SAF). Jill Blickstein, Vice President of Sustainability at American Airlines, joins the show (18:27) to talk about the latest advancements in SAF, fleet upgrades the airline has made to enhance its sustainablility and an AI-enabled system called ‘Smart Gating’ that conserves fuel and saves time for travelers. American Airlines is undertaking numerous initiatives to reduce its carbon footprint. As Jill explains, many of those efforts come in places passengers might not notice, but certainly lead to more sustainable air travel.
Highlights from Jill Blickstein
Update on sustainable aviation fuel (SAF) – (20:10)
American Airlines’ goals for SAF usage – (23:56)
Using SAF to attract business travelers – (26:36)
Creating a SAF certificate for all travelers – (30:22)
The potential for zero-emission hydrogen-electric aircraft – (30:47)
Partnering with the Bill Gates-backed Breakthrough Energy Catalyst – (33:24)
Other sustainability initiatives at American Airlines – (35:10)
‘Smart Gating’ – (39:47)
Powering operations with renewable energy – (42:20)
Validation from the Science-Based Targets initiative – (43:02)
Other Show Segments
Sustainable or Suspicious – (1:54)
E-liability
Top Headlines from SmartBrief on Sustainability – (6:53)
Sustainable precast concrete products made with locally sourced recycled materials
Comcast boosts its energy efficiency
Electrifying roads to cure electric vehicle ‘range anxiety’
Here and There – (13:04)
3 ways to make data centers more sustainable
NEW YORK, April 20, 2023 /3BL Media/ – The lessons learned from the pandemic will undoubtedly impact how businesses deal with future crises, which is the topic of a new research project led by Chief Executives for Corporate Purpose® (CECP) for release in late 2023. The inquiry will investigate how COVID-19 is influencing corporate change management. The work is supported by the Bill & Melinda Gates Foundation.
While crisis management focuses on the preparation for, response to, and recovery from an event, most change management approaches are designed to address a situation over a much longer timeframe. The pandemic has characteristics of both crisis and change management. For example, the pandemic first created acute crises that needed to be addressed such as the shortage of PPE, overcrowded hospitals, business interruptions, and the need for essential businesses to stay in operation. But over the long term, the pandemic has impacted home learning, supply chains, mental health, and more.
“This study will look at areas where companies are riveting or pivoting in response to necessary changes over the past three years due to the pandemic, such as remote work,”, said Nandika Madgavkar, Senior Director, Strategic Engagement and Growth, CECP. “The result will be a framework for company leaders to use when considering their change efforts today and in the future.”
Key questions include:
What is needed to change, and manage that change overtime? How do companies need to engage stakeholders, listen to their POV, and prioritize needs to determine the best path forward? Once a path is determined, how do leaders best integrate change across the business?How can companies accelerate change and adopt an agile culture with a solid foundation? How can companies create levers of change through engagement and integration of new goals?
Project milestones include:
May 24 CECP Summit session on The Power of Crisis: A Change Management Investigation a breakout session on Embracing Change through the Lens of Agility, Engagement, and Integration. CECP-affiliated companies register here. June 27, 2023 at 1:00 pm – 2:30 p.m. p.m. ET: virtual roundtable. CECP-affiliated companies register here. November 14, 2023: CECP Board of Boards: sharing findings with CEOs. CEOs register here. November: Public launch of report
Companies interested in learning more can contact Kate Stobbe at kstobbe@cecp.co.
CECP Media Contact
Katie Leasor
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About Chief Executives for Corporate Purpose (CECP)
Chief Executives for Corporate Purpose® (CECP) is a trusted advisor to companies on their corporate purpose journeys to build long-term sustainable value and tell their impact stories. Working with CEOs and leaders in corporate responsibility, sustainability, foundations, investor relations, finance, legal, and communications, CECP shares actionable insights with its CEO-led coalition to address stakeholder needs.
Founded in 1999 by actor and philanthropist Paul Newman and other business leaders, CECP is a movement of more than 225 of the world’s largest companies that represent $7.7 trillion in revenues, $37.4 billion in total community investment, 14 million employees, 22.5 million hours of employee engagement, and $21 trillion in assets under management. CECP helps companies transform their strategy by providing benchmarking and analysis, convenings, and strategy and communications in the areas of societal/community investment, employee engagement, environmental social governance/sustainable business, diversity equity inclusion, and telling the story. For more information, visit http://cecp.co.
