What do we talk about in Episode 2: The Future of the CSO – APAC?

As the role of the chief sustainability officer (CSO) continues to evolve at pace, we are working closely with our network of sustainability leaders to share practical insights into the skills, knowledge and expertise that will be required for the future of the profession, and to inspire the next generation of sustainability change makers. This year, we’ve teamed up with Patricia Dwyer, Founder and Director at The Purpose Business and former CSO for the Shangri-La Hotels, to interview sustainability leaders across Asia, and gather their insights on what it takes to be a CSO in the region. ‘The Future of the CSO – APAC’ series will bring you an in-depth understanding of how the role has changed, how it will continue to evolve, the skillsets required and the challenges that will be faced. It is important that we keep learning, sharing and developing. 

Who is Pamela Mar?

Joining us for the second episode of our ‘Future of the CSO – APAC’ series is Pamela Mar, Managing Director at The Digital Standards Initiative and former Executive Vice President – Knowledge & Applications at the Fung Group. When the interview took place, Pam led the Fung Academy’s knowledge generation, application, and dissemination in support of the Fung Group’s business success and readiness for the future. During this time, she directed the Academy’s research and development activities, and experiments, which form the base of the Group’s strategic response to key disruptions in its business operating environment, including technological change, the rise of sustainability, trade/geopolitical uncertainty and the changing nature of consumption. As a sustainability leader, Pam has published four books on Asian development and business, and has taken part in numerous talks on sustainability, corporate responsibility and Asia’s growth and development. Her ongoing dedication to the industry, knowledge and passion made her the ideal interviewee for episode 2.

Who is Patricia Dwyer?

Joining us as the host for the ‘Future of the CSO – APAC’ is Pat Dwyer, an internationally-respected sustainability expert, passionate about sharing her 20+ years of experience and leadership to help businesses in Asia thrive through responsible growth. She has guest lectured, spoken and moderated across global platforms including The Obama Foundation, The World Economic Forum, The Thomson Reuters Foundation, The University of Cambridge and The Climate Competent Boards Certificate Program, sharing her insights in sustainability, purpose, leadership and governance.

Pat and her team of globally-experienced sustainability and business practitioners across industry, academia, NGOs and government at The Purpose Business, guide companies to activate purpose, address ESG impacts and scale sustainability responsibly, in order to future-proof their business. Pat has advised and worked with blue chip companies including MTR, The Hongkong and Shanghai Hotels, Marsh Asia, Cathay Pacific, Jardine Matheson, Swire Properties, Universal Robina, Metro Pacific Investment Corporation, and Ayala.

Who is Greg Brittian?

Joining the episode as our host and Acre representative is Greg Brittian, Head of Sustainable Business – APAC. Greg leads Acre’s work in sustainable business, focused on the APAC region, with a particular emphasis on senior-level executive searches. Greg has been with Acre for over seven years and during this time, worked globally with some of the biggest names in the consumer goods, manufacturing, extractives, infrastructure and power generation industries. Greg holds a BSc degree in Environmental Science, Economics and Anthropology, and was previously involved in the studies of the emerging carbon credit trading sector in the Eastern Cape of South Africa, environmental consultancy work in the fishery sector of Caborra Bassa, Mozambique, and worked as a countrywide sales manager in Zimbabwe.

About Acre

At Acre, we work with the most aspirational businesses with potential to make real change; from those who are just starting out to those who are well on the journey to crafting a legacy.

Our 18 years’ experience in sustainability recruitment, combined with our extensive global network, enables us to provide talent solutions that are designed to deliver this change.

Through our unique behavioural assessment technology, we understand the types of people, skills and behaviours required to create impact. We can develop these qualities within your existing teams too.

We find talented people and develop their skills to ensure they make a true impact in ambitious, progressive organisations.

Acre. Making companies ready for tomorrow.

Originally published on bloomberg.com

Read this Bloomberg Portfolio news in Portuguese and Spanish and share via LinkedIn and Twitter.

Bloomberg today announced its Sustainable Finance Disclosure Regulation (SFDR) solution has a new dashboard enabling fund managers to seamlessly track and pick investments that align with the key ESG indicators mandated for SFDR reporting, the principal adverse impact indicators or PAIs.

The solution offers complete coverage of mandatory PAIs by combining data aggregated by Bloomberg with data on controversial weapons and UNGC violations from ESG Book, a sustainability data and technology provider, and data on civil liberties and political rights from Freedom House, a non-profit organisation that monitors the health of democracy and freedom worldwide.

Aligning fund composition with SFDR definitions is complex, as firms need to demonstrate to clients and regulators how they achieve Article 8 and 9 fund classifications, as well as disclose how they account for sustainability risks in their investment decisions. Bloomberg’s SFDR dashboard enables firms to analyse and track underlying companies in each fund they are invested in against a peer group of companies and across a range of ESG criteria, including principles of good governance defined in SFDR. This facilitates additional due diligence and confidence in fund classification decisions.

“Bloomberg’s SFDR solution goes beyond supporting firms with reporting, it helps investors manage portfolios with SFDR’s objective in mind, which is to drive investments towards more sustainable companies. We help fund managers cut through the complexity and empower them to conduct precise due diligence on the sustainability of their investments,” said Nadia Humphreys, Business Manager, Sustainable Finance Solutions at Bloomberg.

To further streamline investment management, Bloomberg’s portfolio and risk analytics solution, PORT, now integrates SFDR data so investors can assess investments, whether ESG-related or not, and conduct regulatory reporting—all in one place.

Bloomberg’s SFDR solution helps clients with the challenging disclosure of PAI indicators by mapping them to company reported ESG data on over 15,000 companies globally. To help firms measure the carbon footprint of portfolio investments, another key SFDR assessment, Bloomberg provides company reported emissions and estimates for Scope 1, 2 and 3 emissions based on a proprietary machine learning smart model as well as an implied-industry model, resulting in coverage of over 100,000 companies.

Building on this coverage, Bloomberg provides fund-level ESG analytics for over 60,000 mutual funds and 10,000 ETFs by combining fund holdings data with Bloomberg’s company-level ESG data. Bloomberg’s Fund ESG Analytics provide objectively comparable ESG metrics and scores, including as reported and estimated greenhouse gas emissions. This enables clients to easily compare funds, gain a view into funds that may meet SFDR criteria, and invest according to their own ESG objectives and preferences, even if funds have no disclosures.

Bloomberg’s SFDR solution is available through the Bloomberg Terminal and to Enterprise Data clients via Data License, and can be accessed through Bloomberg’s ready-to-use data website, data.Bloomberg.com. To view Bloomberg’s new SFDR dashboard, visit ESG SFDR <GO> on the Bloomberg Terminal. SFDR and other ESG data fields can be found in PORT, and can be integrated via Microsoft Power BI to support the creation of reports for SFDR, which can be shared across teams or clients. For more information, visit our website here.

About Bloomberg
Bloomberg is a global leader in business and financial information, delivering trusted data, news, and insights that bring transparency, efficiency, and fairness to markets. The company helps connect influential communities across the global financial ecosystem via reliable technology solutions that enable our customers to make more informed decisions and foster better collaboration. For more information, visit Bloomberg.com/company or request a demo.

Bloomberg LatAm Communications – pamsnook@bloomberg.net, Tel +1-212-617-7652

Water is at the heart of Kohler. That’s why we have been taking action to conserve this natural resource and make safe water and sanitation a reality.

In recognition of International Women’s Day and Women’s History Month, Manchester United players and coaches share sobering statistics on the impact that a lack of safe water and sanitation has on women and girls around the globe.

Manchester United and Kohler are proud to partner to raise awareness for Safe Water for All. Leveraging the expertise, passion and talent of our associates, we help underserved populations around the world in four focus areas: water stewardship, products, impact projects, and advocacy. 

In 2021 alone, Kohler impacted more than 305,000 lives around the world through Safe Water for All and have impacted more than 1.8 million lives since 2014.

Learn more about Kohler’s commitment to Safe Water for All

MetLife

NEW YORK, March 29, 2023 /3BL Media/ – MetLife, Inc. (NYSE: MET) today announced that it has received the 2023 ENERGY STAR® Partner of the Year Sustained Excellence Award from the U.S. Environmental Protection Agency (EPA) and the U.S. Department of Energy. MetLife has been recognized as an ENERGY STAR Partner of the Year for five consecutive years and with over 50 certified properties the company has earned Executive Status for EPA’s 30th anniversary one-time recognition – ENERGY STAR Certification Nation.

ENERGY STAR Partner of the Year is the highest level of EPA recognition for corporate energy management programs. To earn this recognition, companies must perform at a superior level of energy management and meet a specific criterion. Organizations like MetLife, which have consistently earned Partner of the Year, are eligible for the Sustained Excellence distinction. This distinction requires that annual achievements continue to surpass those in previous years.

“Reducing greenhouse gas emissions and ensuring that our real estate portfolios are resilient is both good for business, and the communities we serve around the world,” said MetLife Vice President, Global Sustainability and Climate Lead, Josh Wiener. “We are proud of our continued partnership with ENERGY STAR, which serves as a key benchmark in driving energy management and conservation best practices across MetLife’s global operations and real estate investment portfolios.”  

Through MetLife’s climate initiatives, the company aims to reduce the environmental impact of MetLife’s global operations and supply chain, while leveraging its investments, products, and services to help protect our communities and drive innovative solutions. As part of this work, MetLife continues to prioritize sustainable building certifications like ENERGY STAR and memberships like EPA’s Green Power Partnership.

“We employ a disciplined investment process that considers a broad array of financially material issues as we assess risk and opportunity on behalf of our clients,” said MetLife Investment Management, Global Head of Real Estate and Agriculture, Robert Merck. “ENERGY STAR has been critical in providing the data and tools we need to carry this out across our real estate portfolio to ensure resilient operations, healthy buildings, and overall sustainability.”

To learn more about MetLife’s commitment to sustainability, visit MetLife.com/Sustainability. For more information about ENERGY STAR, visit EnergyStar.gov/about.

About MetLife

MetLife, Inc. (NYSE: MET), through its subsidiaries and affiliates (“MetLife”), is one of the world’s leading financial services companies, providing insurance, annuities, employee benefits and asset management to help individual and institutional customers build a more confident future. Founded in 1868, MetLife has operations in more than 40 markets globally and holds leading positions in the United States, Japan, Latin America, Asia, Europe and the Middle East. For more information, visit www.metlife.com.

About MetLife Investment Management

MetLife Investment Management, the institutional asset management business of MetLife, Inc. (NYSE: MET), is a global public fixed income, private capital and real estate investment manager providing tailored investment solutions to institutional investors worldwide. MetLife Investment Management provides public and private pension plans, insurance companies, endowments, funds and other institutional clients with a range of bespoke investment and financing solutions that seek to meet a range of long-term investment objectives and risk-adjusted returns over time. MetLife Investment Management has over 150 years of investment experience and, as of December 31, 2022, had $579.8 billion in total assets under management.1

Contact:
MetLife
For Media: Brian Blaser
(212) 578-2415
bblaser@metlife.com

1 Total AUM is comprised of all MetLife general account and separate account assets and unaffiliated/third party assets, at estimated fair value, managed by MIM.

Faced with a growing list of challenges, a young Juan Perez decided to transform his life and find a job that could provide him and his young family a better future. He found that job at Koch. It’s a decision that changed him and his family in ways he never imagined.

When a young Juan Perez first arrived in the United States from Mexico, he hopped from job to job, never really finding anything that stuck. But he wanted a fulfilling long-term career, and to provide a better life for his family. At the time, he had two young girls with a third on the way. He realized that if he was going to achieve his goals, he’d have to change – and find somewhere that would value his contributions and nurture his career ambitions.

Determined, he camped outside the Koch headquarters in Wichita, Kansas, to make sure he was the first person to show up to a hiring event at a Koch-Glitsch career fair. The plan worked, and he landed his first role as a forklift driver at the company’s manufacturing facility. Unlike his past jobs, this one stuck. Over his next 30 years at Koch, he was able to move into various roles designed to leverage his interests and aptitudes, ranging from equipment programming, the shop floor, to the office before retiring in 2021.

He didn’t know it when he started at Koch, but that decision to apply for the job and stick with the company would impact him and his entire family for decades to come. The principles that helped him on his own journey to self-actualize – to learn as much as he could, to continuously improve himself and those around him, and to pursue new opportunities – are the same principles benefitting two of his daughters today, who now work at Koch.

Liz Morales, Juan’s oldest daughter, has been at Koch for 16 years and currently works as a treasury director. Lisa Loera, Juan’s youngest daughter, has been at Koch nine years and is a human resources analyst after working in accounting for six years. They’ve each experienced their own individualized career journeys at Koch as their interests and skills evolved.

Liz says nobody could have imagined the long-term impact their father’s decision to get a job at Koch would have – first on their father, then on them and now on their own children. Liz and Lisa say they’re doing their best to teach their own children the same values instilled in them by their father, as the impact of Juan’s decision to change his career trajectory continues to ripple outward.

To hear more of their story, in their own words, listen to the audio story here.

Originally published by Ericsson.

By Bhushan Joshi, Head of Sustainability & Corporate Responsibility for Ericsson in Market Area North America

What do high costs of living, extreme weather events and food and water shortages all have in common? These and other consequences of climate change will be more difficult to ignore as our world becomes hotter. Canadian early tech adopters believe the solution to adjusting to climate change impacts may lie in connected devices and products.

Each year Canadians face more record-breaking weather events as they experience the speed and scale of climate change. Stable, predictable weather will become a thing of the past, and what was once considered “wild” weather will be the norm. Last year’s events took a toll on society and the economy, from Storm Fiona ravaging through Atlantic Canada, flooding in the Prairies and thawing permafrost roads up north.

To meet future environmental and economic challenges, the Canadian government is strengthening its climate plan—A Healthy Environment and a Healthy Economy. In addition, it is developing the National Adaptation Strategy to help the country adjust to a warmer reality by addressing disaster resilience, well-being, economy, infrastructure and nature. These key societal aspects are also concerns for consumers in our latest report, where they shared their views on how ICT innovations will help them deal with climate change in the 2030s.

Climate change is one of the major challenges facing Canadians. Among urban early adopters we surveyed, eight out of ten believe global temperatures will be 1.5°C warmer in the 2030s and 57 percent anticipate negative effects. Furthermore, six out of ten think technological innovations will be necessary to deal with climate change consequences, and 98 percent of consumers will use at least one ICT service.

Making your dollar stretch

The majority of people recognize the importance of digital services in building financial resiliency, but they also expect intuitive and eco-friendly assistance when trying to manage their funds effectively. Over 60 percent of Canadians are worried about rising costs and are looking for ways to live more cost-effectively. Consumers want more affordable energy and to use it more efficiently. One out of three believe there will be an online energy savings account for families to pool their household energy, and over half predict “potluck energy party” apps to share any unused energy. Almost 80 percent think there will be personal electricity consumption monitors in the future and that an Artificial intelligence (AI) assistant will ensure their daily activities will be within walking distance to minimize transport costs. Over half also hope energy will become a currency and be able to pay in kWh using mobile apps.

Finding ways to save on food expenses is also a worry for consumers. Almost 70 percent think AI-powered food price optimizers will exist and that apps will alert them of discounted food availability. To help plan and prepare meals, 67 percent of consumers believe there will be connected recipe assistants and about half of them will use such tools.

Energy scheduling

It’s interesting to see that a significant majority of consumers—seven out of ten—believe that future societies will be centered on energy efficiency rather than time efficiency. This is a clear indication of the shift towards a more sustainable mindset. Additionally, three out of four individuals expect AI planners to assist with cost- and energy-efficient travel. A belief that reflects consumer willingness to adapt their behavior when provided with smart tools.

This readiness for change is also apparent in the third of consumers who anticipate incentives for off-peak energy travel, such as bonuses for using public transport during non-peak hours. A desire for apps that show when and where cars can be charged for less, as well as an appetite for connected events with flexible start times, reinforces the idea that new technology will be adopted if environmental gains are blended with cost savings.

Prepared for any weather

Modern consumers are also increasingly conscious about the need to take measures to stay safe during extreme weather events with almost three out of ten wanting to use AI services to invest in green technologies. On top of this, 70 percent expect a climate-disaster-proof home alarm system and 28 percent would wear a smart extreme weather jacket, demonstrating the growing interest in using technology to combat extreme weather risks. Similarly, the study finds that three-quarters of the participants believe that personalized weather warning systems are likely to become available, and over half of them express a desire to use such systems. Statistics which all point to the pivotal role of technology in creating a safer future.

With more reports of droughts, floods and other natural disasters, water scarcity has become a growing concern for many people in North America (though less for Canadians in general). Surprisingly, 24 percent of those surveyed would consider forgoing water for hygiene in the future which highlights the belief that water scarcity will reach a critical level. The study also found that over 50 percent of people expect a digitally controlled monthly water allowance, which could help address water scarcity concerns in a fair and equitable way. In addition, 40 percent think they’ll be able to monitor their home’s water use with built-in sensors. The study also reveals that four out of ten are willing to install smart water catchers on their roofs, and almost half of the participants think they will be able to sell any surplus water they collect through mobile apps to promote greater water conservation and sustainability.

Human connection becomes more important than ever during natural disasters when you want to ensure your family and friends are safe. Seven out of ten consumers believe there will be smart signal locators in the future and half will use them, indicating a deep reliance on technology for human connection during natural disasters in the coming years. Nearly 40 percent want mobile operators to offer resilient subscription plans, and about a third want a personal local weather warning system, highlighting the strong desire for individuals to be better prepared for unexpected events that may impact their safety.

Physically here, but virtually there

Canadian early tech adopters predict they will be traveling a lot more in the future—digitally. A third of consumers believe that connectivity will enable them to experience through a virtual travel service more than they could ever hope for physically. Over two-thirds think they will be able to ride a boat using Virtual reality (VR), go on safaris using Augmented reality (AR) glasses, or go on tours with VR-equipped bodysuits. Almost three-quarters also see the benefits of AR/VR in schools.

Consumers expect their working lives to change due to AI use in the future. Almost seven out of ten think their work will provide AI services to schedule their days and about half will use AR/VR to be digitally present at work. To increase comfort in the office, a third believe they will use air-conditioning systems with personalized cooling and heating.

Future consumers are more conscious of physical overconsumption, and two-thirds believe consumers will move towards digital alternatives that shopping apps will suggest. Over half also think AI will keep consumers from buying non-essential things. On the lifestyle side, a third see themselves adopting a digital pet or buying digital toys, and 73 percent will use AR/VR glasses to join fitness classes online. Consumers also think future packaging will look different. Almost a third say they will personally use low-environmental impact packaging and 68 percent think branding and product information will be unnecessary with AR/VR devices.

With great technology comes great responsibility

Consumers recognize that innovations bring pros and cons. Despite 95 percent of Canadians knowing that climate change is a reality, a third believe people will use digital technology to bypass stricter environmental restrictions on greenhouse gas emissions. About one out of four of these “climate cheaters” believe life will improve due to climate change, versus four percent among non-cheaters. For example, 65 percent think they will manipulate home air-conditioners and heaters, and 58 percent believe apps will provide unofficial waste collection services. Almost half foresee apps that let them tap into their neighbors’ water and electricity supplies. Half also think AI-generated images for social media will hide their high-emission air travel.

The realities of climate change are inescapable. Canadian urban early adopters believe that ICT is crucial in tackling climate change challenges in their daily lives. Current worries about finances, safety, work, school and other everyday practicalities will still concern future consumers. With added complications brought on by the climate crisis, working on and investing in connectivity innovations today is needed for consumers to adapt to a warmer world.

About the report

Ericsson’s ConsumerLab studies the use and role of technology for consumers now and in the future. To do this, we interview more than 100,000 consumers each year, representing over 1.1 billion voices. While personal finances, healthcare and safety have topped the global list of consumer worries for decades, climate change has become one of consumers’ most reported concerns.

Read the full Ericsson ConsumerLab report

PNC | Insights

There has never been a time during Johnathan Kearney’s career when he has not been drawn to data. For nearly 25 years, the self-described data geek leveraged data and its increasingly abundant and sophisticated capture mechanisms to lead risk management and credit risk reporting functions for some of the largest banks in the Southeast before taking on his current data-intensive role as business analytics group manager for PNC’s Corporate Responsibility Group.

“I have always had a deep appreciation for data, what it can tell us and how it can help us develop solutions to business challenges,” says Kearney, a North Carolina State University graduate who joined PNC Bank through its acquisition of RBC Bank (USA) more than one decade ago.

Kearney’s unrelenting commitment to accuracy and data integrity proved to be integral to the success he found in his former role managing balance sheet analytics and modeling for PNC’s business-critical enterprise and credit risk reporting team. Meanwhile, his passion for mentorship and employee development helped shape a pipeline of PNC leaders, while his membership in the North Carolina Bankers Association’s Diversity, Equity and Inclusion (DE&I) Council is helping create impact within the financial services landscape of his home state. So it should come as no surprise that when PNC’s Corporate Responsibility Officer was searching in 2020 for a talented visionary to oversee data analytics and reporting for PNC’s increasingly extensive and far-ranging community commitments, he turned to Kearney.

A pronounced focus on corporate responsibility and its measurement was not at all new for PNC at the time of Kearney’s appointment; the bank has consistently produced data to quantify its community commitments and earn an ‘Outstanding’ Community Reinvestment Act (CRA) rating in every performance evaluation issued since enactment of the CRA more than 40 years ago. But when Kearney joined PNC’s Corporate Responsibility Group in 2020 against the backdrop of immense change, opportunity and growth within the company, the importance of elevating awareness, accountability and transparency for corporate responsibility efforts had never been more important.

Contributing to the magnitude of that consequential period was PNC’s impending acquisition of BBVA (USA), which when completed in 2021 resulted in a significantly expanded geographic footprint and employee base. Accompanying this acquisition was PNC’s development of an ambitious $88 billion, four-year Community Benefits Plan, designed to create meaningful – and measurable – impact for LMI individuals, communities and people of color through financing for residential mortgage and home equity lending, small business loans, community financing loans and investments, and additional charitable giving.

“During the development of the Community Benefits Plan, there was no question that data would play a central role in defining, quantifying and communicating the company’s deployment of capital and resources to deliver on its commitments, while providing visibility to tangible outcomes of its nationwide corporate responsibility efforts,” says Kearney. “A corporate responsibility program or initiative is about so much more than compliance or checking boxes. I heard our CEO, Bill Demchak, reference this as the work that impacts the soul of a company. And data is integral to understanding how and where we can most effectively maximize our impact, setting goals, measuring progress and shining a light on the stories that emerge from our community commitments.”

While Kearney’s colleagues may synonymize his work with the sophisticated reporting dashboards and data visualizations for which he has become known, these finished deliverables represent just a small fraction of what his role entails. “I spend the majority of my time exploring, researching and discussing with business partners the challenges and opportunities the company is looking to address, as well as relevant trends and indicators that provide context for those challenges and opportunities,” he says. “Only then do I step away and use data to address the objective or question at hand.”

As digital and information technology innovations lead to increased availability and access to data, Kearney emphasizes that the business imperative of data stewardship cannot be overstated – and that more data doesn’t always translate to better data. “When leveraging data for measurement and reporting, it is essential for organizations to preserve the integrity of that data by understanding and respecting its intended use – and by being transparent about methodology,” he says.

For organizations in the process of implementing and enhancing corporate responsibility programs, Kearney encourages leaders to be intentional about developing measurable objectives that can be shared with their employees for accountability and transparency. “Once a corporate responsibility program is put in place, employees want to see it continue,” he says. “Incorporating data-driven metrics from the outset – and then regularly reporting on progress –will go a long way when it comes to demonstrating impact and integrity.”

In celebration of Women’s History Month and the importance of female role models, Henkel North America’s Senior Vice President of R&D for Consumer Brands discusses her experience as a woman in STEM and what inspires her most about the next generation of leaders.

Women make up 50% of the world population and influence 85% of all consumer purchases in the U.S. Yet, women still only represent 28% of the workforce in science, technology, engineering and math (STEM), and men continue to outnumber women when it comes to pursuing STEM subjects in higher education.

When it comes to women in STEM, Martina Spinatsch is a pioneering role model at Henkel. As the Senior Vice President of R&D at Henkel Consumer Brands North America, she has worked at the company for nearly 30 years and consistently challenged the status quo for what it means to be a woman in engineering and R&D, while also forging a path for other women to follow.

Her interest in STEM started when she was a child who was fascinated by problem solving and looked up to her father who worked as an engineer. Despite her interest, he encouraged her to pursue a liberal arts degree. While studying at the University of Pennsylvania, she met a woman in the bioengineering program and quickly realized that a career in engineering was her future path.

“Meeting this woman changed the trajectory of my education and career,” Martina says. “The design project she was working on seemed so fascinating and tangible – she was actually creating things and solving problems that had the potential for real impact. After talking to her, I quickly realized that’s what I wanted to do, and I immediately shifted my focus of study to graduate with a biomedical engineering degree.”

This encounter also reinforced to Martina the importance of representation. Not only did meeting a woman in engineering make the prospect of a future career in STEM feel more attainable, it also helped open her eyes to what she could do with this degree and how she could apply her passions for solving problems to help improve lives. However, this did not mean that Martina was immune to gender-based stereotypes and skepticism – in her courses and in her career.

“Three decades ago, there were more stereotypes and barriers that women, in general, had to overcome in the workplace and these were very pronounced in STEM fields,” says Martina. “I have seen so much progress since the beginning of my career when I was constantly questioned about whether or not I was serious about taking on engineering work and pushed toward ‘softer’ engineering roles just because I was a woman.”

Instead of feeling disheartened about the misconceptions she faced, Martina was motivated to prove that women can be anything they want to be and do anything they want to do. She has carried this passion throughout her career to make inroads for others.

She was one of the founding members of the Employee Resource Group (ERG) for women leadership at Henkel. She wanted to empower female employees at all levels of their careers and provide them with opportunities for career development, networking and volunteering. Martina partnered with other leaders to secure corporate funding, create bylaws and recruit members. There were so many women interested in participating in mentoring circles and other ERG programs that multiple groups had to be set up to meet the demand.

“When I think about the concept of equity, it always comes back to respect. I believe that if we respect and value all individuals and embrace their talent, more equitable workplaces will become a natural extension,” Martina says. “I find that ERGs are a great way to foster equity and respect in that they are safe spaces where people can be their true selves, learn from each other and see a clear path to career advancement.”

Martina has personally benefitted from being a part of these groups and helping to advance Henkel’s diversity, equity and inclusion journey. “What inspires me most are my Henkel colleagues who are passionate about their jobs and passionate about making a workplace and society that is more equitable and inclusive. They make me excited to go to work every day and make me proud to work at Henkel.”

She pays that learning and experience forward by serving as a mentor for the next generation of leaders. From removing roadblocks and making connections with decision makers to providing supportive feedback and advice, Martina is helping to empower others to pursue their career dreams.

Whether you are pursuing a career in STEM or any field of your choice, Martina offers a few words of advice. “Don’t be afraid to challenge the status quo and try new things. Say yes to new opportunities because they can open doors you didn’t even know were closed. Get involved, gain new experiences. That’s how we grow as people, as professionals and as a society.”

As a fleet manager, you likely face a daily barrage of duties around organizing fueling errands, planning routes, fielding calls from drivers when things don’t go to plan, figuring out how to lower emissions while staying profitable; the list goes on. On top of your busy schedule, your drivers are likely pushing to get more done during work hours, especially as demand for last-mile delivery and convenient on-demand services skyrockets. 

We get it — you and your drivers both need more time in the day to focus on the actual business goals you’re trying to accomplish. At Booster, we’re here to help. Check out these three ways our mobile fueling service can boost your fleet productivity:

1. Give Drivers Some Time Back

One of the most time-consuming tasks a fleet faces each day is fueling. According to Booster customer data, about 61 hours of paid labor per fleet driver are spent going to and from the pump annually — not a great look for fleet efficiency or fleet productivity. But what if you could take this fueling errand out of the equation?

Our mobile fuel delivery platform fuels fleet vehicles on-site during off-hours so your drivers can start each shift with the fuel they need, ready to go. This saves time, simplifies routes, and adds productive hours back into driver days, so they can spend their time on core business objectives like delivering packages or making service calls. It even makes renewable fuels more easily available to fleets eyeing sustainability gains. Plus, mobile fueling with Booster can save fleets $1,600 per vehicle annually on average.

2. Optimize Performance with Data

Another way to unlock unprecedented fleet productivity relies on fleet data insights. Booster’s fleet data portal generates detailed reports and analytics that provide valuable insights into fleet operations, fuel usage, and driver behavior to give fleet managers the knowledge to make more effective decisions about routing, fueling, fleet maintenance, and more.

Booster’s Fleet Portal also comes with responsive customer care and support. Fleet managers can submit feedback on their Booster service experience and receive product updates, new feature alerts, and maintenance notifications. With this support, fleet managers can stay informed and quickly address any issues.

With this window into fleet performance, fleet managers can optimize routes, identify fuel-saving opportunities, and prioritize maintenance tasks, all contributing to long-term fleet efficiency.

3. Make Financial Management a Breeze

Managing the finances and logistics associated with fueling takes significant time and creates an administrative burden. Many fleet managers still handle billing with paper filing systems and hundreds of fuel transaction receipts. It doesn’t have to be this way. 

Booster’s platform provides real-time access to billing data, enabling fleet managers to track fuel expenses at a quick digital glance. The platform also allows fleet managers to schedule fuel deliveries in advance and all at once, ensuring that fuel is always available when needed — no route changes are required. By automating fueling coordination and finance management, fleet managers can free up more time in their workdays to focus on critical fleet efficiency tasks like maintenance, safety, and compliance.

Fleet managers should consider implementing these three key strategies to realize significant efficiency gains both in the field and in the office. By outsourcing fueling errands, streamlining finance management, and leveraging data insights, fleet managers can increase productivity at all fleet levels to access budget savings, route optimization, and better driver performance. 

Interested in mobile fueling for your fleet? Visit boosterusa.com

Originally published in Southern Company’s 2021 Corporate Responsibility Executive Summary Report

Southern Company is proud to support the communities we serve, and we are committed to protecting the environment we all share. We recognize our obligations to:

Reduce our greenhouse gas (GHG) emissions through both internal efforts and partnerships with customers, communities and other industries. Our goal of net zero by 2050 includes direct Scope 1 emissions across our electric and gas businesses. We are also committed to reducing our Scope 2 emissions and working with partners and customers to reduce Scope 3 upstream and downstream emissions.Support a Just Transition for our employees and communities as we decarbonize our energy portfolio.Continuously improve energy efficiency through technological advancements and innovative programming across our service territories.Meet or surpass all environmental laws and regulations – compliance is the foundation of our environmental commitment.Practice conservation, promote biodiversity on our land and in the communities we serve.

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Among Industry Leaders in Emissions Reporting 

Southern Company reports all relevant Scope 1, 2 and 3 emissions through its annual CDP submission and other company disclosures. Notably, we received limited assurance from Deloitte & Touche, LLP for our 2021 and 2020 Scopes 1 and 2 GHG emissions, and we continued to expand our Scope 3 emissions reporting in 2022. Our enhanced reporting is responsive to feedback received through Southern Company’s robust stakeholder engagement efforts.

Spotlight: GHG Emissions Reductions

Southern Company’s net zero strategy considers both direct and indirect emissions reductions. Drivers for direct emissions reduction include: reduced reliance on coal-fired generating assets, use of natural gas to enable the low-carbon energy transition, further growth in our portfolio of zero-carbon resources, enhanced energy efficiency initiatives, negative carbon solutions and continued investment in research and development (R&D) of clean energy technologies. While our net zero goal is focused on direct emissions, we are also committed to reducing emissions across our full value chain through engagement, energy efficiency measures and partnerships with customers, suppliers and other organizations.

As we transition to net zero, we believe having a diversified energy portfolio is crucial to reducing emissions while maintaining reliability and affordability for our customers. Since 2007, we have significantly reduced our reliance on coal-fired generation, meaningfully increased generation from zero-carbon resources and made strategic decisions around our use of natural gas.

Southern Company continues to reduce the number of generating units in our coal fleet, lowering emissions and retiring uneconomic resources. We have proposed to have just eight coal units remaining in our generating fleet with a nameplate capacity of less than 4,500 MWs by the end of 2028, and we expect to further reduce our coal fleet in the 2030s, pending regulatory approval. In July 2022, Georgia Power received approval of its 2022 Integrated Resource Plan that includes a transformation of Georgia’s energy resources, growing renewable resources, investments in reliability and resilience and diverse, flexible customer programs.

Importantly, we continue to emphasize the well-being of our employees and communities by focusing on a Just Transition as we seek to make significant changes to our generating mix in a relatively short timeframe. In early 2022, Southern Company published a set of Just Transition Principles that aim to foster:

Strong governanceEffective stakeholder engagement and transparent communicationEmployee support and coordination with labor unionsOngoing community and environmental commitmentContinued safety, reliability, resilience and affordability

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