Tag: 3BL

In celebration of Earth Month, on April 10, 2025, AEG’s LA Kings welcomed 20 high school students from Grades of Green’s SOAR Eco-Innovation Academy to Crypto.com Arena for an exclusive behind-the-scenes tour of the arena’s industry leading sustainability operations.

The students, who are part of a year-long program that empowers them to develop innovative solutions to real-world environmental challenges, learned first-hand about arena’s energy practices waste operations. The immersive tour was given by AEG’s Kadamia Hubbard, Senior Analyst, Sustainability, who offered students a look at the arena’s Bloom Energy fuel cells, which generate electricity on site and help to reduce the venue’s carbon footprint, as well as its event-level waste sorting operations, which have helped divert approximately 298 tons of recyclable materials from landfills in 2024 alone.

“It’s always exciting to connect with young leaders who are passionate about the environment,” said Kadamia Hubbard, AEG’s Senior Analyst in Sustainability. “Our goal is to show students that sustainability isn’t just a concept—it’s something we actively implement every day behind the scenes at large-scale operations like Crypto.com Arena. We hope this experience helps spark new ideas and reinforces how their efforts can make a real impact in the world.”

The evening also included a networking dinner in the Wells Fargo Premium Lounge, where students had the chance to speak with LA Kings and AEG team members working in sustainability, operations, and event management.

Grades of Green’s SOAR Eco-Innovation Academy provides students the opportunity to collaborate with businesses and industry leaders to build more sustainable practices across various sectors. To learn more about Grades of Green, please click here.

FedEx Cares is the company’s commitment to giving back and volunteering – values core to our culture inspired and created by our founder, Frederick W. Smith.

The FedEx Founder’s Fund Award was established in 2023 in recognition of Mr. Smith’s legacy during our 50th anniversary. It celebrates team members who give back to their communities in meaningful ways.

Join FedEx Cares in congratulating the winners of the FedEx Founder’s Fund Award for FY25, the most prestigious recognition team members can achieve within the FedEx Cares program.

The top three team members globally, with the most recorded volunteer hours, will have grants made in their names to the nonprofits of their choice in the amounts of $25,000, $15,000, and $10,000 respectively.

1st place winner

Karen Boozer
Digital Forensic Advisor
Memphis, Tennessee, USA

Karen, the first-place winner, has worked for FedEx for 42 years and consistently seeks opportunities to serve and assist others, both through significant acts and small gestures of kindness. Her extensive list of volunteer organizations reflects her dedication to addressing issues that impact and support children/youth, the elderly, individuals with disabilities, affordable housing, homelessness, hunger/food insecurity, and the arts.

Currently, she dedicates much of her personal time to volunteering with the Scouting America where she serves as an Assistant Scoutmaster for a new Troop and contributes to the Family Pack, as well as serving as a committee member for both the Pack and Troop.

You can often find Karen volunteering at numerous Memphis-area FedEx Cares events. She regularly contributes to organizations such as Operation Warm, Mid-South Food Bank, Habitat for Humanity, Special Olympics, and St. Jude Children’s Research Hospital, among others.

Karen attributes her commitment to service to the example set by her grandmother and mother, which became ingrained in her. Even during her elementary school years, she visited nursing homes and provided supplies to support the residents. She was taught that everyone can serve and benefit others through their knowledge, talents, money, and/or time.

“Volunteering contributes to the well-being of communities and can address local needs. FedEx Cares provides employees various ways to serve that hopefully they can tap into what they are good at and/or enjoy.”

2nd place winner

Marko Skubiak 
District Manager 
Chicago, Illinois, USA

Marko, a 12-year veteran of the FedEx Office team, was inspired to volunteer in his local community by the tangible impact he could see on individuals. His early involvement in Scouting instilled a lifelong spirit of giving, which he has carried throughout his professional career.

At FedEx, he has actively participated in initiatives like Feed My Starving Children, Operation Warm, and various purple tote drives to address food insecurity, support children in need, and, most recently, contribute to a multicultural children’s book drive.

For the past five years, he has also volunteered personally with his local YMCA, supporting children in their swimming development. By becoming a volunteer official, he witnesses firsthand the children’s progress, their growing love for the sport, their teamwork, and their sportsmanship. Volunteering with the YMCA has provided him with a fulfilling weekend purpose and allows him to support student athletes in Illinois and surrounding states.

“FedEx Cares ties FedEx to the community. Being as large of a company as we are we can lose focus on some of the things that impact us the most. FedEx Cares opens avenues for the employees to help those that they feel need it.”

3rd place winner

Steven Hudson 
Specialist-Linehaul Planner III 
Harrison, Arkansas, USA

Steven, with over six years at FedEx Freight, pursues a personal goal of making a meaningful impact through volunteering. Through the collaboration of FedEx Cares and FedEx Freight, he has contributed to the Trees for Troops program at Fort Leonard Wood in the Missouri Ozarks, delivering Christmas trees to military families.

Beyond traditional FedEx Cares projects, Steven is an active volunteer in the Harrison, Arkansas, area. He regularly volunteers with his family through his church and dedicates his time to the Branded Equine Based Therapy group. This organization holds significant personal importance for him, as it provides occupational, physical, and speech therapy, as well as a veteran’s program that pairs veterans and first responders with wild mustangs.

Witnessing the transformative impact that horses and mustangs have on children and veterans, easing their challenges, is a truly remarkable experience for him.

“FedEx Cares is an incredible source of resources, talent, and connections that can make a lasting impact on lives. All my volunteer work is an honor and my way of giving back to those in need.”

The top volunteer from each of the super regions, based on recorded volunteer hours, will have a $7,500 grant made in their name to a nonprofit of their choice.

AMEA – Top volunteer

Mohammed Abou Hassan 
Manager Security
Dubai, UAE

Mohammed, a 12-year FedEx employee, has a lifelong commitment to volunteering, beginning in his teenage years. He finds immense joy in connecting with people and bringing them happiness.

He actively participates in and encourages his Dubai team members to join FedEx Cares events, such as Ramadan food packing and the Global Litter Challenge, aimed at community beautification. He also dedicates significant personal time to volunteering with family and friends on causes close to his heart.

Additionally, due to his rare blood type, he is a regular blood donor, striving to save lives through his contributions.

“FedEx Cares offers lots of values to the company & its employees. I believe that volunteering not only helps others but also the volunteers themselves. While giving back, it also provides a physical & mental reward to me. It connects people and reminds us all about human’s values like Equality.”

The Americas – Top volunteer

Grant Dusyk
Service Solution Specialist
Calgary, Alberta, Canada

Grant, a 33-year FedEx veteran, spent most of his career in Sales before joining the Customer Experience team. However, his true passion lies in community service, particularly supporting those in need.

His dedication to addressing homelessness and homelessness prevention intensified during the pandemic, as he witnessed its devastating impact on marginalized individuals struggling with employment, housing, and food security. This inspired him to significantly increase his volunteer efforts.

Currently, he serves on multiple nonprofit boards, coordinates volunteers for a food assistance initiative, and utilizes his web design skills to enhance resources and improve the lives of those less fortunate.

“FedEx Cares provides an opportunity for employees to engage with their community in meaningful ways. I am grateful for the opportunity to give back to the community by sharing my experiences and skills, which I have developed through various roles at FedEx, embracing the Purple Promise, and the Servant Leadership Culture. In return, employees gain invaluable experience and insights through their volunteer work, which can be applied back to their jobs—benefiting both FedEx and its team members.”

Europe Winner – Top volunteer

Allart Goekoop 
Service Solution Specialist
Hoofddorp, Netherlands

Allart, who began his FedEx journey 18 years ago with TNT, has been volunteering since 2022 to educate, promote, and participate in sustainable energy activities, driven by a passion for creating a livable planet.

He serves as a board member for Soester Energie, utilizing his skills and resources to make his local community greener and more sustainable. Additionally, through FedEx Cares, he collaborates with colleagues from the Hoofddorp office to maintain an organic food garden.

He appreciates the opportunity to participate in FedEx-led volunteer activities and the ability to log personal volunteer hours for projects he is passionate about, particularly those close to home. He aspires to inspire others to adopt sustainable habits and volunteer to protect the planet, leading by example.

“FedEx Cares provides an opportunity to meet colleagues you would otherwise maybe never talk to, so it’s a great networking opportunity.”

Click here to learn about FedEx Cares, our global community engagement program.

Name: Hannah Hunt | Carbon Policy Lead

Company:  HEINEKEN

Connect with Hannah on LinkedIn

Welcome to our series aimed at spotlighting the individual leaders within BIER member companies and stakeholder organizations. Learn how these practitioners and their companies are addressing pressing challenges around water, energy, agriculture, climate change, and what inspires each of them to advance environmental sustainability in the beverage sector and collectively, overall.

Briefly describe your role and responsibilities and how long you have worked with your company. 

I’ve been with HEINEKEN for almost three years, working as part of the Global Corporate Affairs Sustainability team. My role involves both internal policy development and external advocacy, primarily focused on our carbon agenda. However, my work also extends into broader aspects of our climate and nature strategy under HEINEKEN’s ‘Brew a Better World‘ initiative.

How has the company’s sustainability program evolved over the years, and what are your specific priorities for 2025?

HEINEKEN’s sustainability agenda has been evolving for over a decade, long before I joined. In 2021, we launched the latest iteration of our strategy, Brew a Better World. This is when we first announced our ambition to reach net zero carbon across our value chain (Scope 1, 2 and 3) by 2040. Since then, I’ve seen real progress in both the sophistication of our approach and the scale of our efforts.

One of the biggest shifts has been the expansion of internal expertise. We’ve significantly increased the number of people dedicated to sustainability—now more than 50 at our head office alone—while also upskilling teams across functions like legal, supply chain, procurement, and finance. This integration has been critical in embedding Brew a Better World into daily business operations.

Our roadmap focuses on emissions reductions, systematically reducing emissions across our sites while strengthening our reporting and disclosures. It often feels like we’re building the machine as we operate it, but seeing our progress in the first half of this decade has been rewarding. With our goal to reach net zero in Scope 1 and 2 by 2030, scaling these efforts is more important than ever.

Looking ahead to 2025, it’s about sharpening our focus. Environmental sustainability today requires a more holistic approach, addressing not just carbon but also water, biodiversity, land management, and circularity. For example, we recently set circularity targets to increase the reusability and recycled content of our packaging, directly linking back to emissions reductions. Water is another major focus, given its central role in making beer.

On a personal level, 2025 is an exciting year for my work. While our primary focus remains emissions reductions, we’re also laying the groundwork for high-quality carbon removals. Following Science-Based Targets initiative (SBTi) guidelines, once we reach a 90% reduction in emissions, we’ll address the remaining 10% through removals. We’re being deliberate in our approach; we want to ensure the credibility of projects by aligning with improved industry standards like the Integrity Council for the Voluntary Carbon Market (ICVCM) and the incoming EU Carbon Removal Certification Framework.

Our first steps are exploring nature-based solutions for carbon removals on our own lands and through our long-standing water balancing projects, which could provide further opportunities for reforestation and afforestation.

Ultimately, 2025 is about scaling what works, ensuring integrity in our ambitions, and continuing to embed Brew a Better World into how HEINEKEN operates.

How do you feel being a BIER member will help you successfully address the key areas you are addressing in 2025? 

I’m really looking forward to deepening my engagement with BIER this year. While HEINEKEN has been involved for some time, I personally plan to step in more actively in 2025, and I see real value in the collaboration it fosters.

One key example is our collective work on land management and zero deforestation policies. Many BIER member companies are navigating similar challenges, particularly around the interpretation and implementation of the EU Deforestation Regulation (EUDR). Having a dedicated workstream within BIER allows us to align on a shared understanding of the regulation, helping us approach it consistently across the industry. It also provides a unified platform to seek clarity where needed.

It’s one of the things I appreciate most about BIER – the knowledge-sharing that happens when we come together. There’s something incredibly practical about being able to bring a common issue to the table, in a formal and transparent way. One company may be able to say, “We actually just mapped that out – we can share what we learned with the group.” Those real-world insights, from people facing the same operational challenges, are hugely beneficial.

Ultimately, being part of BIER helps accelerate solutions by leveraging collective expertise, creating opportunities for direct, practical knowledge exchange.

Name one of the practical solutions or best practices you learned in working with BIER and its members and why it was important to you and/ or your company.

Up until recently, my involvement with BIER had been more of a light touch, but over the past six months, I’ve had the chance to observe and learn from the collaboration happening within the group—particularly in the water workstreams. For example, it’s been fascinating to see BIER members come together to address shared challenges in overlapping watersheds.

BIER is designed for knowledge-sharing and tackling technical topics, but what stands out to me is seeing that collaboration translates into real, on-the-ground impact. When multiple companies operating in the same watershed work collectively, it goes beyond just exchanging best practices—it drives meaningful action.

This kind of localized approach is very much part of HEINEKEN’s identity. For example, any carbon removals investments we make in the future must have a clear connection to our local communities. Compared to other industries I’ve worked with, I’ve noticed that this isn’t just a HEINEKEN principle, but something deeply embedded across many BIER members as well. There’s a shared understanding that sustainability efforts should be rooted in the communities where we operate, which makes the collaboration within BIER even more valuable.

Share a recent accomplishment of your company’s sustainability initiatives/achievements you are most proud of and why.

While I’m proud of all our 2024 annual results, one initiative from the past year that stands out to me is the launch of REfresh Alliance. This was a major cross-company, cross-industry idea—HEINEKEN, along with Coca-Cola and Diageo, came together as founding members to create a platform aiming to help our common suppliers transition to renewable electricity.

What makes the REfresh Alliance unique is that it will go beyond just education. Many of us have made strong progress in sourcing renewable electricity within our own operations, but we recognized that our suppliers—many of those in shared markets—needed additional support. REfresh provides not only education on renewable electricity but also hands-on guidance in navigating the complexities of contract negotiations and commercial agreements. That extra step is a real value-add and a key differentiator.

Because of its commercial nature, REfresh sits outside of BIER, but BIER has still played an invaluable role in helping us recruit additional members. What started with three founding companies has now grown to nine participants across the beer, soft drinks, water, and spirits industries.

It is a huge team effort—our procurement team played the central role, my focus was on setting the governance and framework to ensure smooth and legally compliant collaboration. Now that REfresh has launched and recruitment has been successful, the real work begins: execution. I’m excited to see the impact it can have as we move forward.

If you had one superpower that could be used to radically accelerate and scale sustainable best practices, which one would it be, and how would you use it? 

If I could have one superpower to accelerate and scale sustainable best practices, it would be the ability to instantly speak and understand any language—both literally and figuratively.

So much of the work we do in sustainability isn’t just about technical solutions; it’s about bridging communication gaps. Many challenges arise not because of disagreement but because of differences in background, perspective, or language. Whether it’s aligning with teams across regions, ensuring supply chain partners fully understand our requirements, or translating environmental sustainability goals into something meaningful for sales teams, so much time is spent just trying to get on the same page.

This superpower wouldn’t just mean speaking every spoken language—it would also mean fluently adapting my communication to any audience, whether it’s a procurement expert, a supply chain manager, or a finance team. Being able to instantly frame sustainability in a way that resonates with whoever I’m talking to, and for them to do the same, would be a game changer. Sustainability at its core is about storytelling and finding common ground. If we could eliminate those friction points, remove cultural or technical misunderstandings, and create instant clarity, we could move so much faster toward our goals.

And beyond just me having this ability, imagine if everyone working on sustainability could do the same. That would truly accelerate progress in a way no policy or technology alone ever could.

In this Innovation Forum podcast, Kiff Gallagher, Executive Director of the Global Heat Reduction Initiative, discusses with Ian Welsh the problems with carbon markets today and how to address them. Gallagher emphasizes the need to account for super pollutants, like methane and black carbon, which have significantly greater near-term impacts on the environment. The conversation also touches on the opportunities for corporations to measure what matters and maximize their climate impact. This episode is a must-listen for anyone interested in advancing climate accounting practices and enhancing global sustainability efforts. Listen to the podcast here.

About Global Heat Reduction

Global Heat Reduction Initiative (GHR) is an initiative of SCS Global Services that aims to drive down excess heat trapped in the atmosphere in the crucial near-term. GHR provides Total Climate Accountingᵀᴹ, that includes measurement of climate super pollutants over any timeframe such as methane, nitrous oxide and black carbon to enable organizations to take immediate action on global heat reduction.

To learn more, visit https://www.heatreduction.com/

Corporate sustainability is at a critical juncture, with unprecedented political turbulence and regulatory rollbacks pressuring companies and investors to review their sustainability commitments. But the challenge isn’t just about maintaining momentum—it’s about articulating the value of sustainability to long-term success.

How can forward-thinking companies wishing to stay the course encourage continued investment in their sustainability initiatives? Below are four ways to reframe sustainability initiatives as strategies for resilience and drive big wins for the business.

1. Show That Sustainability Is More Than Just Green Marketing

To keep sustainability on the board agenda, it’s crucial to demonstrate that it is more than just a corporate buzzword. Reflect on the quantitative and qualitative impact of your sustainability initiatives and align them with the progression of key organization and financial objectives. Lead with the numbers, and let the data tell your story.

Sustainability initiatives can not only help improve business performance in meaningful ways but can also drive agile and resilient operations in the face of fluctuating markets and environmental crises. Think robust scenario planning, which tackles uncertainties by proactively accounting for emerging risks and opportunities through a future-focused, sustainable lens. Being prepared can position your organization favorably to respond strategically to transition risks and thrive in times of disruptions.

2. Integrate Sustainability as an Organizational Effort

Isolated sustainability initiatives are one reason many fall short of achieving their intended goals. Although having a dedicated sustainability team has its merits, the most impactful initiatives should be connected to the core business strategy and thoughtfully embedded into governance and leadership structures, employee culture, and business processes.

To break down silos, companies should converge different functions and interdisciplinary teams around a common goal and translate sustainability ambitions into practical, measurable priorities, such as tracking renewable energy to meet regulatory requirements or embedding circular economy principles into product development. This integrated approach enables leaders to understand what’s truly material to their business at a granular level while bolstering long-term growth, operational agility, and business resilience.

3. Switch to Sustainable Business Operations for Better Efficiencies

At its core, sustainability functions as a robust risk assessment framework to support resilient, future-ready operational models. Comprehensive materiality assessments can help surface significant sustainability risks, impacts, and opportunities of a business. These material issues hold insights for powerful business transformation and advancing broader sustainability goals.

For example, companies interested in reducing their carbon footprint may look into transitioning to renewable energy sources, optimizing supply chains, or embracing circular economy practices to turn waste streams into sources of revenue. This sparks continuous innovation and ensures organizations are making the right strategic investments that address their most pressing business vulnerabilities.

4. Plan for Future Growth

With current political headwinds, organizations may find it tempting to deprioritize their long-term sustainability strategies. But putting a pause on sustainability today introduces significant risks that outweigh any short-term advantage for both investors and private companies. It’s akin to injecting material risk back into the business—leading to an increased risk of regulatory non-compliance, reduced access to capital, fragmented supply chains, and other detrimental impacts.

It’s also critical to remember that climate-related disruptions will still occur regardless of political or economic uncertainty. Resilience building is crucial for business continuity, and a plan for sustainability is a plan for an organization’s longevity.

Unlocking Greater Value From Sustainability Data

Sustainability data has a life span that extends past its collection stage, and leveraging technology can help companies do more with their data. Such tools facilitate collaboration among teams and help turn raw data into actionable insights, making it easier to identify trends, set and track performance targets, and uncover opportunities for cost savings, innovation, and brand differentiation.

By leveraging technology, companies not only maximize the efficacy, value, and impact of their sustainability data, they also build a robust repository of data-driven insights that can facilitate strategic business development.

Stay the Course on Sustainability Initiatives with Novata

Positioning sustainability as fundamental to business resilience can ensure it remains relevant, even in times of scrutiny. Companies that remain committed to their sustainability initiatives aren’t only prepared to meet today’s challenges—they’ll be ready to adapt, innovate, and thrive far into the future.

Turn uncertainty into opportunities with Novata’s industry-leading platform and expertise. Learn how we can transform your sustainability data into powerful drivers of business growth and resilience to help you confidently pivot in times of disruption. Speak with a Novata expert today to learn more.

On April 1st, 2025, a total of 34 Environmental, Health and Safety (EHS) professionals from 16 different companies came together for the third annual Data Center EHSxTech® event, hosted by STACK Infrastructure in Sterling, Virginia. This full day of networking and discussions focused on the evolving role of technology, particularly AI, in EHS management. Key themes included AI applications, safety by design, and operational EHS challenges.

Below are some of the key insights shared throughout the day.

AI in EHS: From Time Savings to Strategic Integration 

The opening presentations delved into how AI is already transforming EHS operations. Attendees heard from two data center industry EHS leaders on how AI tools are helping their teams streamline routine tasks, including:

• Preparing and summarizing meeting notes
• Scheduling across time zones
• Drafting presentation and training content
• Accelerating incident reporting and PR approvals
• Filtering and prioritizing messaging platforms

These efficiencies are freeing up EHS professionals to focus on higher-value, strategic work, and are also providing a business case for further investment in AI learning and tools.

Best practices for AI adoption emphasized benchmarking (understanding effort associated with specific tasks prior to AI adoption), continuous learning, clear outcome definitions, and a culture of experimentation. Speakers described a phased evolution of AI in EHS:

• Predictive AI: Leveraging leading and lagging indicator data to prevent incidents
• Generative AI: Automating training materials and communications
• Autonomous AI: Embedding AI agents into EHS workflows to enhance decision-making and response times

AI was also discussed in the context of mental health risk assessments, team feedback surveys, and injury case management—highlighting its potential to reduce burnout while maintaining service quality. One participant reinforced that EHS professionals should “just get started” using AI, by identifying what AI tools your company uses. From there, EHS teams should start testing the various use cases you have and remember it is important to think of it as an iterative process – test and verify until you get the desired outcome.

One organization showcased how they use AI to score the quality of safety observations, providing real-time feedback for employees submitting feedback to drive continuous improvement. While early results are promising, attendees were reminded that ease of data collection does not equate to ease of safety management.

Safety by Design: Eliminating Risks Before They Appear 

The next session, “Safety by Design Considerations to Improve DC Operations,” explored how safety can be integrated directly into the physical and operational design of data centers. This “safety by design” approach aims to proactively eliminate Serious Injuries and Fatalities (SIFs) across the facility lifecycle—from fabrication and construction to decommissioning.

Examples of design innovations discussed included:

• Dedicated hazardous waste rooms and PPE changing stations
• Remote de-energization capabilities and infrared scanning windows
• Roof-mounted lifting systems and roof moisture sensors
• Strategically located anchor points for work-at-height
• Clearly marked travel paths and standardized signage
• Improved crawl unit doors and centralized emergency information
• Potential use of robotic inspection tools in hazardous zones

For one organization, it was noted that approximately 30% of submitted design recommendations have been implemented successfully, driving measurable improvements in safety performance.

Pathways to Excellence in EHS 

As the day progressed, the discussion turned toward the broader strategic vision for EHS in the data center industry. One session focused on how organizations can elevate their programs beyond compliance to true operational excellence.

Key takeaways included:

• The importance of contractor management in maintaining a safe workplace
• Strategic integration of AI to shift from reactive to proactive safety work
• Designing safety into every stage of the data center lifecycle
• Addressing emerging risks, such as those posed by lithium-ion batteries
• Integrating Operations field inspections during the construction stage to identify opportunities to further design out future safety concerns
• Prioritizing communication, engagement, and continuous improvement

This session helped ground the day’s technology and design insights in a broader framework, reminding attendees that excellence in EHS requires not just tools and tactics, but a strong foundation of leadership, collaboration, and long-term thinking.

Operational Breakouts: Vendor Management, Training, and Fire Safety 

Afternoon breakout sessions tackled real-world challenges faced by operations teams, with vendor management emerging as a central theme. Participants shared how their organizations are formalizing expectations, vetting contractors, and integrating safety criteria into vendor ratings and project check-ins.

Other key discussions included:

• Cost-effective approaches to EHS training
• Contract language for vendor compliance
• White glove transportation services for sensitive equipment
• Tracking vendor hours to assess risk exposure
• Building a strong safety culture through collaboration and events

One session explored lithium-ion battery safety, electrocution risks, and fire safety preparedness. One key insight: local emergency services often lack awareness of data center-specific hazards. Participants shared stories of mock data halls and first responder education efforts to close that gap.

The conversations reinforced how critical it is for EHS teams to act not only as regulators but also as educators, facilitators, and strategic partners across all levels of operations.

A Call to Action for the EHS Community 

The Data Center EHSxTech event made it clear: technology alone isn’t the solution, but when paired with intentional design, strong partnerships, and a culture of continuous improvement, it becomes a powerful force for good. AI is not just a time-saver; it’s a strategic enabler. Design isn’t just about function, it’s about foresight. And operations aren’t just about efficiency, they’re about people.

As the data center industry continues to grow and evolve, so too must our approach to safety. Whether through piloting AI tools, reimagining design standards, or elevating vendor expectations, the time is now to lead with innovation, collaboration, and purpose. The future of EHS is being built today—let’s make it smarter, safer, and more human.

Are you interested in attending our next event? Connect with us to learn more.  

Download the Workiva Research Report: CSRD Year One in Review

This exclusive research paper from Workiva uncovers how Wave 1 companies addressed the Corporate Sustainability Reporting Directive (CSRD) in its first year of reporting—and how they are turning CSRD compliance into strategic advantage.

The first integrated annual reports created in line with the European Sustainability Reporting Standards (ESRS), including double materiality assessment and EU Taxonomy disclosures as mandated by the Corporate Sustainability Reporting Directive (CSRD), have now been published.

The CSRD was adopted to enable businesses to better identify the risks and opportunities arising from social and environmental issues, and disclose information on the impact of their activities on people and the environment in a way that’s standardised and comparable. This helps investors, business partners, consumers and other stakeholders to better evaluate the sustainability performance of companies. 

Further, with ESRS adoption in its first year, there are still many unanswered questions about how the mandate is being applied in practice. 

• How has the CSRD changed the shape of the annual report?
• How many ESRS topical standards were actually deemed to be material?
• How are impacts, risks and opportunities (IROs) being reported following the application of the double materiality principle? 

The answers to these questions can help businesses create a benchmark for their own CSRD-compliant reporting. 

To get those answers, Workiva analysed 50 CSRD-compliant reports. These reports, many published by Europe’s largest companies, demonstrate that the CSRD isn’t just about compliance: it’s about value creation. 

The competitive landscape has shifted as a result of the CSRD. This research shows you how.

Read now to benchmark your CSRD reporting against your peers, gain insights into the material topics being reported on and level set on assurance costs and data governance.

Nearly three decades ago, Paige Chenevey joined Marathon Petroleum Corporation (MPC) as an intern. Over the years her career has evolved, but one thing has remained constant: her dedication to protecting people, communities and the environment. We asked Chenevey about her journey and what she believes it means to be a Guardian of Public Safety for Marathon Pipe Line (MPL), a subsidiary of MPLX LP, the midstream component of MPC.

How did your career at MPC begin?

I started my career with MPC in 1997 as an environmental engineering intern in Tyler, Texas, and became a full-time environmental engineer in Oklahoma City in 1999. Today, as field services and planning director for MPL, I help provide vision and direction for pipeline damage prevention, right-of-way services, public engagement, geospatial technology, sustainability and resource optimization.

What inspires you in your work?

At MPL, safety and responsibility guide everything we do. Our commitment to protecting people, communities and the environment is what we call being a Guardian of Public Safety.

Our pipelines run through areas where people live, work and play in communities across the country. Every day, thousands of landowners and countless others trust us to safeguard their families and communities, and that is a responsibility we take very seriously.

I’m inspired by the challenge of pursuing the “and” – safely and reliably delivering energy that empowers communities while creating value for shareholders. Access to safe, affordable energy is essential for communities to thrive, and my team and I are dedicated to protecting and enhancing that access.

What motivates you to strive for excellence and lead your team?

I see every challenge as an opportunity and am driven by finding solutions that create value, spark innovation and strengthen our competitive edge. Problem-solving is at the heart of what we do, and I find motivation in tackling complex issues that push us to think differently.

I encourage my team to think big, embrace discomfort and learn from setbacks. Growth and innovation require resilience and perseverance, and I believe the best ideas come from pushing beyond what feels comfortable.

Why do you emphasize authenticity and positivity as a leader?
Success comes from working together, and that starts with authenticity. Early in my career, I learned that being true to myself and leading with empathy, vulnerability and a clear sense of purpose brings out the best in a team. Leadership is not about having all the answers but about creating an environment where people feel supported, valued and empowered to grow.

I strive to foster a team where everyone has the opportunity to develop their strengths, contribute in meaningful ways and build confidence in their abilities. Just as I continue learning and evolving as a leader, I encourage my team to embrace challenges, celebrate progress and recognize that success comes from collaboration and shared growth.

What drives MPL’s success in safety, innovation and sustainability?
At MPL, our success is built on a culture of hard work, trust and a relentless focus on safety, reliability and innovation. There are countless examples of how this culture drives impactful results.

One highlight is our Conservation Agriculture program, which partners with farmers to create conservation areas that protect pipelines, strengthen relationships and enhance the environment. Since its launch, the program has secured 21 easements, created 43 acres of conservation land and saved over $1.1 million, all while protecting the pipelines and supporting sustainable farming practices.

“Our success is built on a culture of hard work, trust and a relentless focus on safety, reliability and innovation.”

Innovation also extends to how we monitor pipeline safety. Traditional aerial patrol methods have proven far less effective at detecting certain risks, which is why we’ve reimagined our approach with the adoption of AI-driven technology. This advanced solution can detect subtle threats that human eyes might miss, such as land movement, deep tilling or leaks. We are deploying this technology across our operations and sharing with others, helping to set a new standard for pipeline monitoring and safety across the industry.

These examples are just a glimpse of the many ways our culture at MPL inspires groundbreaking solutions that enhance safety, protect the environment and deliver value for all.

Discuss MPL’s biodiversity goals, including pollinator habitats and the partnership with The Ohio State University.

MPL’s Sustainable Landscapes program, launched as a pilot in 2022, has transformed vegetation management across our rights-of-way (ROWs). By using native grasses and pollinator species, we’ve addressed challenges such as pipeline depth, safety, compliance and environmental stewardship. After the pilot’s success, the program was fully implemented in 2023, advancing our commitment to sustainability.

Following the success of the pilot, MPL set an ambitious goal to convert 50% of compatible ROWs (approximately 10,000 acres) to Sustainable Landscapes by the end of 2025. As of December 2024, over 8,800 acres have been converted, demonstrating significant progress.¹

In collaboration with The Ohio State University, MPL has further tackled vegetation growth challenges by pioneering solutions that balance safety and sustainability. This work includes the use of native grasses and pollinator species to reduce maintenance costs and boost biodiversity.

A cornerstone of these efforts is our participation in the Monarch Candidate Conservation Agreement with Assurances, which protects Monarch butterfly habitats along critical migration corridors. By planting milkweed and other native plants, MPL is supporting the species’ survival while maintaining compliance and operational efficiency.

Partnerships with institutions like The Ohio State University and Pheasants Forever, a nationwide Rights-of-Way & Energy (ROWE) Habitat Program that MPL was among the first to pilot, further our sustainability goals by bringing research-backed solutions that benefit both operations and the environment, while lending added credibility to our programs and achievements.

MPL’s sustainability initiatives create significant value by enhancing pipeline safety, reducing costs and supporting biodiversity. I’m proud that we’re leading the industry by transforming ROWs into self-sustaining habitats.

¹2024 estimated progress value is preliminary and subject to change. Additional information regarding our targets, including calculation methodologies, can be found in our 2024 Perspectives on Climate-Related Scenarios report, available at www.mplx.com/sustainability.

Municipalities face growing pressure to manage their resources effectively, and energy costs at wastewater treatment plants (WWTPs) are among the largest expenses. These facilities can account for up to 40% of a municipality’s total energy use. In high-cost electricity states like California, New York and Massachusetts, energy bills for a single large WWTP can exceed $6 million annually.

As electricity prices continue to rise and fluctuate, delaying energy-saving investments at WWTPs can lead to tens of millions of dollars in avoidable costs. In this blog, you’ll learn how rising energy costs impact WWTP budgets over time, how energy use differs by plant size and which strategies — including efficiency upgrades, on-site renewables, and smart energy procurement — can deliver major long-term savings. We’ll also explore funding options that make it possible to implement these solutions without adding financial burden today.

What Defines Small, Medium and Large WWTPs?

WWTPs vary in size and energy consumption:

• Small WWTPs: Serve fewer than 50,000 people and consume 5 million to 15 million kilowatt-hours (kWh) annually.
• Medium WWTPs: Serve between 50,000 to 100,000 people and consume 15 million to 30 million kWh annually.
• Large WWTPs: Serve over 100,000 people and consume 30 million to 60 million kWh annually.

For this analysis, we use benchmark figures reflecting typical energy use and rates in high-cost states.

The Cost of Inaction: Rising Energy Prices and Budget Impact

Electricity prices are unpredictable, but a 3% annual increase is a conservative estimate based on historical trends. Costs for capacity, transmission and regulatory charges often rise faster than market electricity prices.

The below chart outlines the projected energy cost escalation for a large WWTP over a 30 year period, assuming an electricity rate range of $0.20 to $0.30 per kWh, reflecting high to very high-cost regions. The total additional energy cost over 30 years equals $54 million to $81 million.

Without action, municipalities could see annual energy costs more than double, straining public budgets.

Year	Electricity Rate (per kWh)	Annual Energy Cost (Millions)
2025	$0.20 – $0.30	$6.0 – $9.0
2035	$0.26 – $0.39	$7.8 – $11.7
2045	$0.36 – $0.54	$10.7 – $16.1
2055	$0.44 – $0.66	$13.2 – $19.8

The Opportunity: How Energy Efficiency and Renewables Deliver Big Savings

Municipalities can reduce costs and risk through three key strategies:

1. Energy Efficiency Projects

Efficiency upgrades such as LED lighting, HVAC optimization, control systems and high-efficiency pumps can cut energy use by 10% to 35%.

Estimated 30-year savings:

• Small WWTPs: $8M – $15M
• Medium WWTPs: $12M – $25M
• Large WWTPs: $18M – $36M

2. Renewable Energy & On-Site Generation

On-site generation solutions can significantly lower energy costs while improving grid independence. WWTPs can leverage:

• Solar Photovoltaics (PV) and battery storage to reduce peak energy demand and increase reliability.
• Wind Power, where feasible, to generate clean electricity and offset grid purchases.
• Digester Gas (biogas) recovery, using methane produced in wastewater treatment to generate onsite electricity and heat.
• Microgrids, combining multiple generation sources for energy resilience and cost control.

Estimated 30-year savings:

• Small WWTPs: $12M – $18M
• Medium WWTPs: $20M – $30M
• Large WWTPs: $28M – $40M

3. Commodity Procurement & Risk Management

Strategies like power purchase agreements (PPAs), hedging and risk management contracts stabilize energy costs and reduce volatility.

Estimated 30-year savings:

• Small WWTPs: $5M – $10M
• Medium WWTPs: $8M – $15M
• Large WWTPs: $12M – $20M

Combining energy efficiency upgrades, on-site renewable generation, and strategic commodity procurement yields tremendous compounding savings over 30 years — exceeding $30 million for small WWTPs, $50 million for medium facilities, and $80 million for large plants. This transformational scale of savings significantly bolsters long-term financial resilience.

Conclusion: The Financial Case for Acting Now

For WWTPs of all sizes, delaying energy-saving investments could result in millions of dollars in avoidable costs over 30 years. Even with uncertainties in energy pricing and regulations, the risk of inaction is clear: higher bills, budget strain and lost reinvestment opportunities.

By acting now, municipalities can:

• Control long-term costs through efficiency, renewables and procurement strategies.
• Future-proof operations against rising electricity prices and regulatory changes.
• Demonstrate fiscal and environmental leadership.

Financing Solutions

Municipalities have multiple funding options for energy projects:

• Federal Grants and Incentives: Assistance in securing funding.
• Guaranteed Energy Savings Performance Contracts (ESPCs): Projects funded by guaranteed savings.
• Power Purchase Agreements (PPAs): Third-party ownership of energy assets with long-term cost savings.
• Energy-as-a-Service (EaaS): No upfront capital investment; private partners own and operate infrastructure.
• Turnkey Solutions: Full-service program and project delivery, from concept to post-operation monitoring.

By leveraging these funding mechanisms, municipalities can implement cost-saving projects without burdening their budgets, securing long-term savings while improving resilience.

Originally published on GoDaddy LinkedIn

Let’s start out with fresh insights into the world of small and microbusinesses. GoDaddy’s research initiative, Venture Forward, has been tracking the impact of online microbusinesses – which typically employ fewer than 10 people – on local economies since 2018. Its latest data highlights how entrepreneurs are leveraging digital tools, especially AI, to fuel growth, create jobs, and drive innovation.

To date, we’ve surveyed over 50,000 microbusiness owners, giving us a unique and data-driven perspective on their challenges, successes, and evolving needs. Whether you’re an entrepreneur, policymaker, or researcher, GoDaddy Venture Forward is your go-to source for understanding the small business landscape.

Stay tuned for exclusive reports, new data releases, and trends shaping the future of microbusinesses. If you haven’t already, subscribe to this newsletter to get updates in your LinkedIn feed each quarter!

Greg Efthimiou
Vice President, Public Relations

Igniting the Microbusiness Movement: Uncovering New U.S. Economic Trends

The Microbusiness Data Hub has been refreshed through December and the fourth quarter of 2024, including updated Microbusiness Density Data, Microbusiness Activity Index, and e-commerce trends.

We have also released our latest review of the impacts made by these entrepreneurs on job creation and unemployment based on the latest U.S. Census Data and Bureau of Labor Statistics (BLS) through December 2024.

Statistically significant findings in partnership with UCLA Anderson Forecast economists include:

1. At the county-level, every additional microbusiness entrepreneur adds about seven jobs, which has continued to grow based on data through 2024. Analysis of data from 2018 to 2024 found the effect of microbusiness entrepreneurship to be two or more new jobs for every additional entrepreneur, and from 2020 to 2024, about seven new jobs.
2. Adding 1,000 new microbusiness entrepreneurs in a county is associated with a drop of 0.11 percentage points in the unemployment rate. This means that studying Miami-Dade County in Florida, with almost 430,000 microbusinesses and 2.1 million people over the age of 18, adding just 1,000 entrepreneurs would reduce the region’s unemployment rate by almost 7% (from 1.6% to 1.49%). And Cuyahoga County, Ohio (home to Cleveland), with over 72,000 microbusinesses, could see a decrease of 3% in unemployment from 3.2% to 3.09% by adding 1,000 new microbusiness entrepreneurs.

Download the data

How AI is Supercharging Small Businesses and Boosting Local Economies

Small businesses are the backbone of local economies, and AI is helping them thrive like never before. New research from GoDaddy, in partnership with UCLA Anderson economists, shows that AI-powered tools like GoDaddy Airo are driving job creation, boosting productivity, and increasing revenues for small business owners.

GoDaddy Airo uses advanced AI to optimize marketing, customer engagement, and business insights, making it easier for entrepreneurs to start and grow their businesses.

Here’s what we found:

1. Every new website created with GoDaddy Airo contributes to an average of 20 new jobs per county.
2. AI-powered small businesses report 72% higher productivity and 61% increased revenue.
3. More small businesses are launching online, lowering the barrier to entrepreneurship.

AI is even helping reduce local unemployment rates. Despite these gains, 38% of small business owners say they don’t know enough about AI—showing there’s still work to do in 2025 to make AI accessible to all.

How can AI help your business grow? Read the full findings

GoDaddy and Mastercard Join Forces to Empower America’s Small Businesses

Alex Rosen of GoDaddy and Ginger Siegel of Mastercard explore the challenges and opportunities faced by small businesses in a new article. Despite incredible growth in recent years, many small businesses are still disconnected from crucial resources, from digital tools to financial support. The collaboration between GoDaddy and Mastercard aims to bridge these gaps, offering insights into how small business owners can leverage available resources to drive growth and success.

Small businesses are the heart of the U.S. economy, and new GoDaddy research reveals that entrepreneurs are more determined than ever to succeed. Despite economic challenges, small business owners remain optimistic, adaptable, and eager for the right support to help them scale.

Here’s what we found:

Confidence is high – Entrepreneurs are pushing forward, with a strong belief in their ability to succeed.

Adaptability is key – Small business owners are pivoting strategies, embracing digital tools like Gen AI and social media, and finding creative ways to grow.

Support is needed – While their ambitions are big, many small business owners say they need better resources, mentorship, and financial backing to reach their full potential.

Small businesses are resilient, but they can’t do it alone. What can be done to empower them?

Read the full story

Small Museums Face Unprecedented Challenges Amid Declining Visitors and Rising Costs

Recent research by Kids in Museums and GoDaddy’s Venture Forward initiative reveals that three in five small museums fear potential closure due to decreased visitor numbers and increased operational expenses. Over three-quarters describe this period as the most challenging they’ve experienced. The “Small Days Out” campaign encourages families to support local, independent museums during school holidays, emphasizing their vital role in preserving community heritage. This initiative highlights the importance of community engagement in sustaining these cultural institutions.

Access the complete story here

In the News

Entrepreneurial Resilience: Insights from GoDaddy’s Venture Forward Report

GoDaddy’s latest Venture Forward report reveals that 75% of microbusiness owners who close a business persist by launching new ventures, with 39% of these becoming the primary income source for their households. This resilience underscores the vital role microbusinesses play in driving economic renewal, a theme echoed in a recent Inc. article highlighting key policies to support entrepreneurs. The report also highlights that each entrepreneur creates an average of seven jobs at the county level, up from two in 2020, and that women now own 51% of microbusinesses, up from 41% in 2019.

Read more in Inc.

Croydon Emerges as a Thriving Hub for UK Small Businesses

Recent data from GoDaddy’s Venture Forward report highlights Croydon’s remarkable growth in microbusinesses, positioning the borough as a potential “UK’s answer to Silicon Valley.” Over the past year, Croydon experienced a 24% increase in microbusiness numbers, surpassing the rest of London and ranking third nationwide. This surge underscores the area’s entrepreneurial spirit and its role in driving local economic development.

Discover how Croydon is leading the UK’s microbusiness growth

Women-Led Businesses on the Rise in Australia and Canada

Recent findings from GoDaddy’s Venture Forward research highlight the impressive growth of female-led microbusinesses across Australia and Canada, emphasizing their resilience, innovation, and increasing economic impact.

Women now run 44% of Australia’s microbusinesses, with 57% of these ventures established within the past five years. Notably, over 27% of female entrepreneurs are the primary income earners for their households, showcasing a significant shift toward gender diversity in the country’s entrepreneurial landscape.

Explore the full article

Similarly, 43% of Canada’s microbusinesses are led by women, with 48% of these ventures launched in the last five years. Remarkably, 26% of female entrepreneurs are the main breadwinners for their households, while 33% report monthly revenues exceeding $5,000. Leveraging technology, 46% believe AI will enhance their competitiveness with larger companies through content creation, strategic insights, and more.

Dive deeper into Canada’s story here