Tag: 3BL

Effective July 8, 2024, the United States Environmental Protection Agency (US EPA) rolled out new and revised standards for hazardous air pollutants, specifically targeting gasoline distribution and bulk gasoline terminals and reducing volatile organic compound (VOC) emissions. The issuance followed an extensive comment period that stretched nearly 2 years after the proposed rules were first delivered and are anticipated to affect approximately 9,500 distribution facilities. The affected facilities include bulk gasoline terminals, pipeline breakout stations, bulk gasoline plants, and pipeline pumping stations.  

The final amendments are part of the National Emission Standards for Hazardous Air Pollutants (NESHAP) for Gasoline Distribution Terminals major source and area source categories and through the New Source Performance Standards (NSPS) for Bulk Gasoline Terminals. The NESHAP revisions include 40 CFR Part 63, Subpart R and Subpart BBBBBB, or 6B for major and area source categories, respectively, and the NSPS amendments are captured via creation of a new Subpart, 40 CFR Part 60, Subpart XXa.  

This blog will break down the key changes, who is expected to have been impacted, and the actions necessary to ensure compliance.  

Whether the administration change will have an effect on implementation or enforcement remains to be seen, however it is imperative that applicable facilities have a clear understanding of their obligations and are quickly moving towards compliance. 

Who is Affected by These Standards? 

These updated standards apply to: 

Bulk gasoline terminals: Storage and distribution facilities that receive gasoline by pipeline, ship or barge, or cargo tank with a gasoline throughput of 20,000 gallons per day or greater (major source NESHAP). Bulk gasoline plants: This includes storage and distribution facilities that receive gasoline by pipeline, ship or barge, or cargo tank, and subsequently transfer the gasoline into carbon tanks for transport to dispensing facilities with a gasoline throughput of 20,000 gallons per day or less (area source NESHAP). Pipeline breakout or pumping stations: Facilities where gasoline is transferred or stored temporarily in tanks to relieve surges, or receive and store gasoline from the pipeline for re-injection and continued transportation by pipeline or to other facilities (breakout station), or facilities which utilize pumps to maintain the flow of product through a pipeline without storage tanks (pumping station). New or modified equipment: New equipment put into gasoline service or modified after June 10, 2022, and is based on the following definition: The total of all the loading racks at a bulk gasoline terminal that deliver liquid product into gasoline cargo tanks including the gasoline loading racks, the vapor collection systems, and the vapor processing system (NSPS).  

If your facility fits any of these categories, compliance with the revised standards is required.  

Key Compliance Requirements 

The updated EPA rules introduced streamlined vapor-tightness requirements, reduced loading rack emission limits, specified additional control and monitoring equipment requirements, and established mandatory monitoring and reporting requirements.  

1. Vapor Tightness and Emission Limits 

For gasoline loading racks: 

Emission limits (NESHAP Subpart R): Loading racks at facilities equipped with thermal oxidation systems must meet a total organic carbon (TOC) limit of 10.0 mg/L, and similarly, facilities equipped with vapor recovery units (VRUs) must meet a TOC limit of 5,500 ppmv. Enhanced provisions for facilities equipped with flares are also provided for combustion assurance.  Emission limits (NESHAP Subpart 6B): Loading racks at facilities equipped with thermal oxidation systems must meet a TOC limit of 35 mg/L. Facilities equipped with VRUs must meet a TOC limit of 19,200 ppmv. Similarly to Subpart R, facilities equipped with flares are subject to specific requirements to ensure combustion efficiency is maintained. Facilities with an annual average gasoline throughput greater than 4,000 gallons per day are subject to vapor balancing requirements.  Emission limits (NSPS Subpart XXa): Loading racks at facilities constructed or modified after June 10, 2022, and controlled by thermal oxidation systems must meet a 1.0 mg/L or 10.0 mg/L TOC limit, respectively. Similarly, loading racks at facilities constructed or modified after June 10, 2022, and controlled by VRUs are given equivalent limits of 550 ppmv and 5,500 ppmv TOC, respectively. Flare monitoring requirements are also specified within the Subpart.  

2. Cargo Tank, Internal and External Floating Roof Requirements 

For cargo or storage tanks: 

Cargo tank vapor tightness: Gasoline cargo tanks now have a consistent graduated vapor tightness standard which applies across NESHAP Subpart R and 6B, as well as NSPS Subpart XXa and ranges from 0.5 to 1.25 inches of water pressure drop, depending on tank compartment size.   Internal floating roof storage vessels must maintain vapor concentrations above the floating roof at less than 25 percent of the lower explosive limit (LEL). The amendments set forth annual LEL monitoring requirements and a multitude of requirements regarding collection of said measurements (NESHAP Subpart R and 6B). External floating roof storage vessels have additional fitting control requirements to further reduce emissions (NESHAP Subparts R, 6B and NSPS Subpart Kb). 

3. Equipment Leak Detection and Repair 

Facilities subject to the revised standards are now required to perform regular monitoring to both identify and repair equipment leaks across various components including: 

Quarterly instrument monitoring of all equipment in gasoline service using Optical Gas Imaging (OGI) according to 40 CFR 60, Appendix K, or EPA Method 21 for monitoring of pumps, valves, and pressure relief devices (NSPS Subpart XXa).  Semiannual instrument monitoring in accordance with OGI or Method 21 (NESHAP Subpart R). Annual monitoring for instruments and connectors (NESHAP Subpart 6B and NSPS Subpart XXa, respectively) using OGI or Method 21. Monthly inspections shall be performed via Audio, Visual, and Olfactory (AVO) methods during normal duties (NESHAP Subparts R and 6B and NSPS Subpart XXa). Additional requirements to facilitate an expedited repair are set forth in the event that a leak is detected.  

4. Recordkeeping & Electronic Reporting Requirements 

Facilities subject to the revised standards are recommended to establish a robust document retention system pertaining to all performance tests, evaluations, and repairs. All performance test reports, semiannual reports, and compliance status notifications are now required to be submitted electronically through the EPA’s Central Data Exchange (CDX) using the Compliance and Emissions Data Reporting Interface (CEDRI). This digital process aims to streamline reporting and enhance transparency in compliance tracking.  

What Should you do if your Company is Affected? 

If your facility is affected by these regulations, here are some actions you can take to ensure compliance: 

Review the Regulations: Develop an understanding of all associated requirements based upon your facility’s status. Prepare a compliance reference guide or summary to document key concepts, requirements and affected components.    Evaluate Emissions and Control Systems: Review vapor collection and processing systems including VRUs, flares, and thermal oxidizers and quantify emissions (if necessary) to verify compliance with emission limits and the new emission standards. Implement adjustments or changes where necessary to achieve compliance. Evaluate Cargo and Floating Roof Tanks: Review existing processing components including tanks and implement necessary monitoring programs and/or fitting controls (or replacement) to verify and maintain compliance.  Implement or Upgrade Monitoring Protocols: Establish quarterly, semiannual, or annual monitoring programs for equipment and storage vessels in accordance with the requirements. Equip your teams with Optical Gas Imaging tools or integrate EPA Method 21 practices to confirm integrity and identify and address leaks promptly. Enhance Reporting Capabilities: Configure or upgrade your electronic reporting processes to comply with CDX requirements, allowing for immediate submission of performance evaluations, leak detection logs, and compliance status reports. Conduct Staff Training: Ensure that your teams are well-informed about the new standards, monitoring methods, and reporting processes. Familiarity with both the regulatory requirements and the practical steps for compliance can prevent costly violations. Facility operations and maintenance documentation shall be updated to effectively capture all new requirements.  Engage in Regular Compliance Audits: Routine audits will help verify adherence to the new standards, particularly focusing on vapor tightness, leak detection, and emission control systems. A proactive compliance approach can save time, costs, and potential penalties. Implement Changes as soon as Practical: Certain requirements for existing gasoline distribution facilities which fall under NESHAP Subparts R and 6B must be met by May 10, 2027, while others require implementation at an earlier date. Facilities which commenced construction after June 10, 2022, must comply upon startup or immediately, as the compliance deadline was July 8, 2024. NSPS Subpart XXa applies to new, modified or reconstructed bulk gasoline terminals after June 10, 2022, and compliance must be met upon startup or immediately, as the deadline was July 8, 2024. 

Conclusion 

The revised standards will have a broad impact across the industry and require an investment of both time and financial resources to maintain environmental compliance. Verification of regulatory applicability beginning at the facility level and extending down to process components is a critical first step, followed by development and implementation of the associated monitoring and/or maintenance programs. These elements, combined with a clear understanding of recordkeeping and reporting obligations are integral components of a successful compliance strategy and can eliminate costly penalties as regulatory deadlines quickly approach.  

Do you have any questions or need help? Our team of experts are here to help! 

While working in manufacturing for CertainTeed, Line Lead and dad Mason Strauss found the career he was looking for to support his family when they needed it the most. The parental leave Saint-Gobain provides employees gave Mason the time he needed to bond with his newest family member.

Saint-Gobain is an industry leader with thousands of talented team members who are dedicated to one unified purpose: Making the World a Better Home. With more than 160 manufacturing facilities throughout the United States and Canada, there are so many robust and fulfilling career opportunities available. You’ll have the opportunity to work with colleagues from a wide range of businesses, cultures, and experiences.

About Success in the Making

Anyone can be a manufacturer! Whether you are just starting out or transitioning your career path, the manufacturing industry presents opportunities for success. Saint-Gobain North America’s Success in the Making series features the stories of team members who built their careers in manufacturing and thrived!

Watch the full Success in the Making series on YouTube.

About Saint-Gobain

Worldwide leader in light and sustainable construction, Saint-Gobain designs, manufactures and distributes materials and services for the construction and industrial markets. Its integrated solutions for the renovation of public and private buildings, light construction and the decarbonization of construction and industry are developed through a continuous innovation process and provide sustainability and performance. The Group’s commitment is guided by its purpose, “MAKING THE WORLD A BETTER HOME”.

€47.9 billion in sales in 2023 
160,000 employees, locations in 76 countries 
Committed to achieving net zero carbon emissions by 2050

Originally published on DICK’S Sporting Goods Sideline Report

TOGETHER, WE CHANGE LIVES

The DICK’S Sporting Goods Foundation is proud to present the latest edition of our quarterly giving series, celebrating the 10th anniversary of our Sports Matter Program and shining a light on all of the incredible efforts in 2024 to fuel our mission of empowering young athletes and making sports accessible to all!

Read on to learn more.

Where Are They Now: Anchorage Girls Hockey

To celebrate The DICK’S Foundation’s 10th anniversary, we returned with Sports Matter Grants to three youth sports organizations we first visited a decade ago: Harlem Lacrosse, MLK High School Football and most recently, Anchorage Girls Hockey.

After learning that the Anchorage School District in Alaska would need to drop girls’ hockey to save money in 2015, The DICK’S Sporting Goods Foundation arrived with a $200,000 Sports Matter Grant and new equipment to keep players on the ice. Almost a decade later, the program and its alums continue changing lives through sport, but the program was in need once again. And once again, The DICK’S Sporting Goods Foundation delivered.

Watch here as two Anchorage Hockey alums showed up to practice nearly 10 years later and presented the program with a $100,000 Sports Matter Grant and new gear!

Workout Room Refresh

After Sports Matter funded a new indoor turf field in the workout room, The DICK’S Sporting Goods Foundation returned to McKeesport Area High School, near Pittsburgh, and surprised student athletes with all new equipment donated from Sole Fitness and ETHOS.

“We have a state-of-the-art facility for our students, and we’re thrilled to have such good support from The DICK’S Sporting Goods Foundation,” said Head Football Coach Matt Miller.

Watch the big reveal here, and read more about The DICK’S Foundation’s partnership with McKeesport Area School District here.

Supporting the Next Generation of Champions

The DICK’S Sporting Goods Foundation is proud to support fellow partners with a shared belief in the power of sport and recognize the need to help youth athletes and organizations across the country. In 2024, we granted: 
 

– $2 million to support 20 infrastructure initiation projects to create safe spaces for kids to play with LISC. 
– $2 million to provide more than 73,000 pieces of equipment to over 44,000 kids with Good Sports. 
– $2.5 million to Every Kid Sports cover registration fees for youth athletes. 

Spreading Holiday Cheer & Sports Matter Grants

DICK’S Sporting Goods launched a Texas-sized holiday campaign with Texas athletes Simone Biles, Dak Prescott, Chris Paul and Quinn Ewers. The sports icons engaged in some friendly competition by decorating the DICK’S Sporting Goods stores in the Texas cities they call home to earn the title of DICK’S Holiday Decorating Officer.

As part of the campaign, The DICK’S Sporting Goods Foundation committed to give each athlete a $100,000 Sports Matter Grant to award to the youth sport organization(s) of their choosing*. A few organizations chosen by the athletes were:

– Benfer Elementary (Biles) 
– The Chris Paul Foundation (Paul) 
– The Dak Prescott Football ProCamps (Prescott) 
– Merging Vets & Players (Ewers)

*All organizations must meet certain qualifications to receive a Sports Matter Grant. You can read more about our eligibility criteria here.

Giving Back on Giving Tuesday

We celebrated Giving Tuesday at DICK’S Sporting Goods headquarters with sweepstakes, a 50/50 drawing and limited-edition Sports Matter t-shirts. Corporate teammates raised over $10,000 for The DICK’S Foundation! Teammates also voted on which deserving Pittsburgh organization should receive a $25,000 Sports Matter Grant – Perry Traditional Academy or Jasmine Nyree Campus – but in the spirit of giving, The Foundation granted $25,000 to BOTH organizations!

THESE MOMENTS ARE MADE POSSIBLE BY CONTRIBUTIONS TO THE SPORTS MATTER FUND. IF YOU’D LIKE TO DONATE, VISIT WWW.SPORTSMATTER.ORG. 

International Olympic Committee news

A little over a year from now, Italy will welcome the world to the Olympic Winter Games Milano Cortina 2026. This will be the third time that the nation hosts the Olympic Winter Games after Cortina d’Ampezzo in 1956 and Turin in 2006. As the excitement of the one-year countdown begins, Olympic Review takes a look at preparations for the first winter edition of the Games to be fully organised and delivered under Olympic Agenda 2020.

In the pages of the magazine:

In a piece entitled “Breaking new ground on ice and snow”, journalist Brian Pinelli looks at how preparations are progressing and what the world can expect to see a year from now.Cortina resident Bruno Colli, a torch bearer from 1956, reflects on his experience from 70 years ago and how the Games have changed.In “The People of Milano Cortina”, Italian academic and journalist, Mario Nicoliello, looks at how the organisers are engaging with the local communities throughout northern Italy to build excitement and ensure their involvement in what promises to be a nation-wide event.IOC Member and Chair of the Coordination Commission for the XXV Olympic Winter Games, Kristin Kloster, examines how the organisers are leaving their own stamp on the Games.Just as Paris 2024 were the first gender-equal Olympic Games on the field of play, so Milano Cortina 2026 are aiming to become the most gender balanced-edition of the Olympic Winter Games. In a piece on “Closing the Gap on Gender Equality”, Paris 2024’s Marie Barsacq passes the baton to Milano Cortina 2026’s Diana Bianchedi to explain how the organisers are promoting gender equality.

Since no publication in December 2024 would be complete without a retrospective on what has been a remarkable year, Olympic Review also looks back at Paris 2024.

The IOC photographers select their favourite images from the Olympic Games Paris 2024 and explain why they mean so much.Finally, Olympic Review reflects on the role played by the sponsors in delivering the Games and why their partnerships are so important to the success of the event.

These and other articles appear in edition 123 of Olympic Review, which you can find here.

Olympic Review is the IOC’s oldest publication and the official magazine of the Olympic Movement. It is published twice a year in English, French and Spanish. Its content is a mix of opinion pieces and in-depth articles on subjects of interest to the sports movement. To access all the previous editions of the Olympic Review, go to the Olympic World Library website.

Authored by Adrienne Larmett, John A. Rogula

Colleges and universities today face an unprecedented wave of disruptions. Political shifts, executive orders, regulatory changes and evolving federal funding priorities have upended the higher education landscape. The rapid pace of these changes shows no signs of slowing, leaving institutions in a constant state of adaptation. Leaders must grapple with a host of challenges, from changes in immigration policies affecting international student enrollment to funding uncertainties and shifting societal expectations.

Yet, while the challenges are great, so are the opportunities. Institutions that embrace a proactive approach to risk management will be best positioned to navigate uncertainty and emerge stronger. This is where Enterprise Risk Management (ERM) plays a crucial role, providing a framework that not only helps colleges respond to current disruptions but also prepares them for future challenges and opportunities. ERM empowers institutions to shift from reactive to proactive crisis management and to strategic resilience, ensuring that they can adapt to change while staying true to their academic mission.

What is ERM?

Enterprise Risk Management is an organization-wide approach to identifying, assessing, managing, and monitoring risks that could impact or escalate an institution’s ability to achieve its goals. Unlike traditional risk management, which often focuses on specific areas like finance or compliance, ERM takes a holistic view, addressing risks across all facets of the institutional enterprise. This includes financial stability, regulatory compliance, strategic direction, operational excellence, reputational concerns and the broader external environment. ERM fosters a proactive, adaptable culture that anticipates risks, manages them effectively and turns challenges into opportunities.

Higher education at a crossroads

The current higher education landscape is defined by volatility. Consider some of the major disruptions institutions are navigating today:

Federal and State policy shifts: Changes in funding priorities, evolving Title IX regulations and new compliance mandates require institutions to remain constantly vigilant.Campus free speech and Diversity Equity and Inclusion (DEI) debates: Institutions are caught in political and ideological battles over DEI initiatives, campus protests and academic freedom.International student enrollment challenges: Visa policy changes and geopolitical tensions affect the recruitment and retention of international students.Financial pressures: Rising costs, demographic shifts and unpredictable funding streams require institutions to rethink their financial models.Technological and AI disruptions: The rapid evolution of artificial intelligence (AI) is reshaping everything from classroom instruction to administrative processes.

These incidents are not isolated but part of a broader pattern of continuous change. Institutions that prepare for uncertainty through ERM will be better equipped to maintain stability and focus on their core mission of education and research.

How ERM helps colleges and universities navigate disruptions

Recent challenges have shown that colleges and universities need a plan for navigating the unknown. By integrating ERM into their operations, institutions can take a proactive stance in managing risks, ensuring that they’re prepared for future uncertainties. Here’s how ERM can help:

Anticipating emerging risks: Rather than waiting for the next crisis, ERM encourages institutions to regularly assess external trends, whether political, economic or technological—to anticipate risks before they become critical. Institutions can apply ERM to support decision making by assessing risks and the alternative strategic options available in response. Institutions can prepare for funding shifts, new regulations and other emerging challenges with foresight rather than panic by conducting ongoing risk assessments.Building flexible response strategies: ERM is not just about identifying risks, it’s about crafting actionable plans to address and capitalize on them. Institutions need contingency strategies for various scenarios, such as sudden changes in federal research funding or student visa policies. With ERM, leadership teams can create structured response plans that ensure agility, minimize disruption and maximize opportunity.Strengthening campus communication and transparency: Amid upheaval, clear communication with faculty, students and stakeholders is essential. ERM supports the development of crisis communication plans, ensuring that institutional leadership can quickly and transparently address concerns, maintain trust and prevent misinformation from spreading.Ensuring financial stability: With ERM institutions can identify financial vulnerabilities and diversify revenue streams to withstand economic fluctuations. Whether through alternative funding sources, strategic partnerships or smarter budgeting, institutions that implement ERM can better secure their financial future.Fostering a culture of resilience and adaptability: Change is inevitable, but institutions that embrace ERM create a culture that is resilient, proactive and open to innovation. By embedding risk management into daily operations, institutions can strengthen their ability to evolve with confidence and purpose and bring the lens of risk to long-term strategic decisions.

A call to action for institutional leadership

The future environment of higher education is uncertain, but uncertainty does not have to mean instability. Institutions that invest in ERM will not only weather today’s challenges but will also position themselves as leaders in a rapidly changing world. By fostering strategic foresight, proactive risk management and a culture of adaptability, institutions can continue to fulfill their mission of education, research and service—no matter what disruptions arise.

Now is the time for leaders to embrace ERM, ensuring their institutions are not just reactive to change, but prepared for whatever comes next. An ERM health assessment is something you can do now, quickly and at a relatively low cost to get a sense of your exposure going forward. 

With ERM in place, colleges and institutions can face the future with confidence, resilience and a commitment to excellence.

Interested in learning more? Connect with a Baker Tilly specialist.

How do you unlock your supply chain’s full potential in an era of rising costs, operational complexity, and shifting market demands? For supply chain professionals, the answer increasingly lies in integrated logistics solutions.

The latest research from Exame, based on insights from 204 supply chain decision-makers across various industries, highlights a significant shift in how organizations approach logistics. Cost reduction, efficiency improvements, and end-to-end service integration are no longer just nice-to-haves — they have become essential for staying competitive in today’s market.

Integrated Logistics as a Game-Changer 

The concept of integrated logistics isn’t new, but its adoption is transforming the industry like never before. Companies are moving beyond piecemeal, cost-benefit analyses and opting for comprehensive logistics partners that deliver end-to-end solutions. From streamlining supplier communication to improving efficiency and reducing overall costs, integrated logistics providers are proving essential in meeting modern challenges.

Why Integrated Logistics Matters Now 

According to Exame’s research, 55% of companies are actively consolidating their suppliers, seeking to partner with providers who offer a full suite of services. Here’s why integrated solutions are turning the tide for supply chains:

Cost Optimization

Cost reduction remains a top priority for logistics professionals, with 69% of respondents citing it as the leading advantage of integrated logistics. By working with fewer, more capable suppliers, organizations can cut inefficiencies and reduce supplier management expenses—a critical need, especially in industries where margins are tight.

Enhanced Efficiency and Speed

Automation and technology aren’t optional anymore; they’re essential. Supply chain managers are turning toward AI-driven forecasting and digitized inventories to improve velocity. Integrated suppliers further enhance this by offering seamless solutions across transportation, warehousing, and last-mile delivery, simplifying complex networks into a unified, efficient system.

Strategic Resilience

Operational disruptions, such as transportation hiccups or geopolitical pressures, are constant threats. Integrated logistics providers can mitigate such risks through diverse resources, advanced cargo tracking, and reduced delivery lead times, making supply chains more resilient in a volatile climate.

Comprehensive Visibility

Transparency is a growing expectation for both operations and consumers. Many managers are investing in visibility tools as part of their larger integrated logistics strategy, resulting in optimized KPIs and real-time troubleshooting.

Addressing Today’s Supply Chain Challenges 

Professionals managing complex global supply chains highlighted several critical hurdles in the Exame report. Among the top pain points were high costs (42%), poor supplier relationships (36%), and technology challenges (31%). These challenges call for integrated solutions that go beyond basic logistics services to add real operational and financial value.

Moving Beyond the Cost-Benefit Mindset 

One critical insight from the research is the need for businesses to pivot from solely focusing on immediate cost-benefit analyses to prioritizing partnerships that match operational needs, streamline processes, and align with strategic goals. With 62% of survey respondents at the C-level or managerial level, it’s clear that decision-makers are placing long-term value above short-term savings.

The data also underscores the importance of working with providers who understand these complexities. Integrated logistics suppliers must be partners, offering not only services but also tailored insights and operational expertise.

Real-World Impact of Integrated Solutions 

More businesses are seeing integrated logistics as a path to unlock their full supply chain potential. A few key takeaways from industry leaders include:

FMCG Case Study: A leading FMCG player switched to an integrated logistics provider, cutting delivery lead times by 20% and supplier management overhead costs by over 30%. Their integrated provider offered streamlined warehousing and transportation solutions that aligned with their specific supply chain processes.Emerging Markets: Managers in industries like IT and Retail emphasized their reliance on logistics experts who combine cost-effectiveness with ESG-compliance. Over 50% of professionals surveyed noted the importance of sustainability support when choosing integrated suppliers, an emerging trend aligned with public and corporate values.

Unlocking Supply Chain Efficiency with End-to-End Providers 

Survey respondents were clear in identifying the substantial benefits of supplier consolidation and integrated logistics providers:

Cost Savings: Over two-thirds of survey participants believe cost reduction is the most immediate and impactful advantage of integrated logistics.Streamlined Communication: Poor supplier communication was highlighted as a significant issue. 36% of respondents are investing in better supplier relationships, with integrated providers offering simplified, unified contact points.Access to Specialized Services: For businesses seeking to grow into new markets or adopt unique solutions, integrated logistics partners offer unparalleled access to global resources.

Looking Ahead 

The Exame report reveals that automation and digital tools dominate future plans, with supply chain managers positioning themselves to adopt more advanced logistics infrastructures. The pursuit of digitization, transparency, and end-to-end solutions will only accelerate as businesses face increasing complexity in demand forecasting and inventory management.

Industrial disruptions are inevitable, but enterprises equipped with integrated logistics are poised to adapt swiftly and maintain a competitive edge. By partnering with forward-thinking providers, businesses can not only solve operational challenges but also achieve strategic agility and long-lasting growth.

A Call to Action 

For logistics and supply chain professionals, the future is no longer about managing individual suppliers or chasing minor cost savings. It’s about harnessing the power of integrated logistics to achieve your organization’s broader business goals.

Download the full Exame report here to gain deeper insights into trends and strategies shaping the next generation of supply chain efficiency. Don’t miss this opportunity to revolutionize your logistics strategy.

by Casey Lozar, Federal Reserve Bank of Minneapolis’ Center for Indian Country Development 

Imagine financial institutions across Indian Country focusing on goals rooted in social impact investing. Their missions might include fostering financial inclusion, providing culturally informed services and improving access to capital and credit in low- and moderate-income communities.   

These institutions exist, yet many people remain unfamiliar with them. Historically, economic data gaps have masked economic conditions and opportunities in Native communities. The Center for Indian Country Development, a research and policy institute based at the Federal Reserve Bank of Minneapolis, is working to change that.   

CICD advances the economic self-determination and prosperity of Native nations and Indigenous communities through actionable data and research that inform public policy. As part of our portfolio, we’ve worked with a team of researchers to conduct a series of studies on the unique role of Native Community Development Financial Institutions (CDFIs) in addressing capital and credit gaps in Indian Country. Those looking to engage in economic well-being in Indian Country may be interested in four key themes that have emerged in our research. 

Read the full article, that looks at the Four Key Themes, here – https://greenmoney.com/a-community-centered-approach-to-closing-credit-access-gaps-native-cdfis

Funding supports 20 organizations each with $10,000Grants are a continuation of assistance to senior programs, with more than $300,000 distributed over the past two years  

GREENVILLE, S.C., February 20, 2025 /3BL/ – Duke Energy is providing $200,000 in grants to South Carolina organizations that help the state’s aging population with services and support, particularly for seniors with income challenges. The funds will be used to help these organizations with their infrastructure to continue expanding their services.

“With the aging population living longer, as well as the cost of living increasing, it’s important to ensure those that helped build and strengthen our communities have the resources they need to comfortably enjoy their golden years,” said Tim Pearson, Duke Energy’s South Carolina state president.

Each of the following organizations received a $10,000 grant:

Meals on Wheels – (Anderson County)Lee County Council on AgingRebuild Upstate (Anderson County)Marlboro County Council on AgingSenior Solutions (Anderson/Oconee counties)Newberry County Council on AgingSenior Centers of Cherokee CountyPickens County Meals on WheelsCitizens United for Redevelopment
and Economy (Chester County)Mobile Meals (Spartanburg County)Darlington County Council on AgingRebuilding Together SpartanburgCareFirst Carolina Foundation (Dillon County)Upstate Family Resource Center (Spartanburg County)Senior Citizens Association in Florence CountyUnited Way of Sumter, Clarendon & Lee CountiesGreenville County Meals on WheelsVital Aging of Williamsburg CountyHOPE (Lancaster County)York County Council on Aging

“The funds received from the Duke Energy Foundation will provide 1,428 meals for neighbors we serve, who are just like Sam,” says Laurie Ashley, executive director of Meals on Wheels – Anderson. “Sam lives alone in the home he loves, surrounded by his Clemson memorabilia and race car collectibles, but what truly brings him comfort is the hot meal and friendly driver visit he receives each day. For Sam and so many others, these visits are not only a source of nourishment but also a vital connection to the outside world.”

“Because of this very generous grant from the Duke Energy Foundation, we will be able to buy more supplies for wheelchair ramps we build for senior citizens in Clarendon County,” said Vicki Singleton, executive director of United Way of Sumter, Lee and Clarendon Counties. “Some have not been able to leave their homes in years and will now be able to do things most of us take for granted, like go to the grocery store, go to doctor’s appointments or simply get their mail from their mailboxes.”

Grant recipients were selected through a request for proposals announced in January. This effort follows similar initiatives by the Foundation to support the organizations that provide services to seniors in the state.

Through a similar request for proposals in 2023, Duke Energy provided 15 qualifying nonprofits in South Carolina grants of up to $20,000 that funded needed home repairs to enable senior citizens to continue to enjoy life in their current homes. In 2024, the Duke Energy Foundation provided an additional $100,000 in grants to 13 organizations in the state with existing home ramp programs for low-income senior citizens or those with disabilities who qualified for assistance.

Customers who need the services provided by these organizations also might have challenges funding other household needs, to include their electricity bill. To learn more about programs and information that can assist families to manage their energy bills when times are tough, visit duke-energy.com/SeasonalSavings.

Duke Energy Foundation

The Duke Energy Foundation provides more than $30 million annually in philanthropic support to meet the needs of communities where Duke Energy customers live and work. The Foundation is funded by Duke Energy shareholders.

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. The company’s electric utilities serve 8.4 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 54,800 megawatts of energy capacity. Its natural gas utilities serve 1.7 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky.

Duke Energy is executing an ambitious clean energy transition, keeping reliability, affordability and accessibility at the forefront as the company works toward net-zero methane emissions from its natural gas business by 2030 and net-zero carbon emissions from electricity generation by 2050. The company is investing in major electric grid upgrades and cleaner generation, including expanded energy storage, renewables, natural gas and nuclear.

More information is available at duke-energy.com and the Duke Energy News Center. Follow Duke Energy on X, LinkedIn, Instagram and Facebook, and visit illumination for stories about the people and innovations powering our energy transition.

Contact: Ryan Mosier
24-Hour: 800.559.3853

View original content here.

From wave energy to e-waste recycling and more, Cisco Investments supports cutting-edge innovation for a more sustainable future.

Cisco takes its climate efforts very seriously. And the company has set highly ambitious goals for greenhouse gas emissions and circularity.

One key tool to advance these goals? Investments.

“The future demands solutions that are sustainable,” said Jon Koplin, Cisco Investments senior director, who leads investments in Europe and in sustainability. “It’s no longer a ‘nice to have’; it’s become a ‘must have’ — for us and for our customers.”

Cisco Investments is among the world’s most active corporate venture investors, with a strong foundation in security, AI, networking, collaboration, and more. Recently, though, it has accelerated its efforts in the sustainability space.

These initiatives complement those of the Cisco Foundation, the company’s philanthropic wing, which in 2021 pledged $100 million in climate-related grants to nonprofits and impact investments, particularly in developing regions like Africa and the Amazon.

On the Cisco Investments side, the company seeks to invest in organizations that align with Cisco’s own climate goals and those of its customers.

“There is incredible innovation taking place in the climate technology space and our goal is to enable these solutions by investing in companies that align with our environmental sustainability goals,” said Mary de Wysocki, Cisco’s chief sustainability officer. “We’re backing early-stage startups that bring breakthrough ideas to life and supporting them to scale their impact to provide business value and address the challenges our planet faces.”

For Cisco, helping the planet is also a smart business strategy.

“At the end of the day,” Koplin stressed, “a lot of these innovations may ultimately drive lower operating costs and increase power efficiency across a number of products and services.”

Two key examples are Cisco’s investments in CorPower Ocean, which is developing powerful solutions to harness ocean waves for 24/7 renewable energy, and DEScycle, with its innovative, low-energy processes for extracting critical minerals from e-waste.

Endless energy, from ‘nature’s battery’

Wind and solar power are having an increasingly positive impact on global energy needs, with renewable sources making up 30 percent of global electricity sources in 2023.

But as good as they are, renewables can have shortfalls. For starters, the sun gets blocked by clouds and the wind doesn’t always blow. Batteries solve much of the problem, but they have their own limitations.

“Given the intermittent nature of solar and wind,” said Kelsi Doran, Cisco’s head of sustainability strategy and transformation, “Cisco became interested in using technology to harness the power of waves, with their potential to provide clean energy 24/7, at utility scale.”

That’s where CorPower Ocean comes in. The Stockholm-based company has been exploring wave power since 2012 and today has one of the most advanced solutions in the energy space.

Along the way — with test phases off Scotland, Portugal, and other coastlines — it has greatly improved the energy output of its wave-energy converters and their survivability in storms, two challenges that have bedeviled other attempts at scaling wave energy.

“I believe it’s fair to say that this is the first machine that has shown solid, strong survivability while doing efficient power generation in the regular wave conditions,” claimed Patrick Möller, CEO of CorPower Ocean. “It’s a combination which hasn’t been there previously for wave energy.”

CorPower Ocean’s floating wave-energy generators are about 260 feet tall and 30 feet wide and rated at 300 kilowatts each — enough to power a medium-sized office building. With a unique anchor system and hydraulics inspired by the pumping action of the human heart, they leverage the up/down motion of waves to create electricity via dynamos within each buoy.

With this latest technology, CorPower Ocean gets more energy from smaller, lighter structures that are scalable for larger floating clusters, or “farms.”

“It’s a huge step upwards in structure efficiency,” Möller added, “or at least five times improvement compared to previous state of the art in the field.”

As for Cisco’s investment, Koplin sees a promising opportunity to scale a potentially high-impact technology.

“The ocean is like the world’s largest battery,” he said. “There’s just so much power constantly running through these enormous oceans. And it’s very easy to imagine a farm being co-located with offshore wind and doubling or potentially even tripling the amount of energy that’s available from a given space that’s already been allocated to power companies.”

Tapping an e-waste ‘gold mine’

In 2022, the U.N’s Global E-waste Monitor estimated that a record 62 million metric tons of e-waste was generated globally. And it’s only increasing.

As for recycling, the U.N. estimated less than a quarter of that e-waste was properly treated. The rest was mostly burned or left in landfills — in either case releasing dangerous toxins like lead, cyanide, and mercury into the environment, while losing valuable metals like gold, silver, platinum, and palladium.

Such metals represent an almost literal gold mine. According to E-waste Monitor, less than one quarter (22.3 percent) of e-waste was documented as having been properly collected and recycled in 2022. That left $62 billion worth of recoverable natural resources unaccounted for.

Cisco is just 4 percentage points shy of its goal of incorporating Circular Design Principles into 100 percent of its new products and packaging by FY25. But e-waste remains a key concern, and the company is always on the lookout for new solutions.

That’s why London-based DEScycle caught Cisco’s attention.

The startup has developed a novel low-energy, low-carbon process for separating critical metals from e-waste. Using deep eutectic solvents (DES), DEScycle has successfully demonstrated its chemical process for separating metals in labs and is now looking to scale.

“DEScycle was originally a collaboration with the University of Leicester,” said DEScycle co-founder and managing director Dr. Leo Howden. “But we wanted to take DES out of the university environment and create a technology and a process that can be applied commercially.”

Initially focused on the mining industry, DEScycle soon realized a great opportunity in e-waste.

“Our vision and mission is to replace the reliance on landfills and energy-intensive smelters with something that is sustainable,” Howden added, “a solution that doesn’t have an impact on the environment.”

DESCycle’s non-toxic, salt-based solvents are themselves recyclable, as opposed to some other e-waste chemical processes that rely on heavy acids.

“We have true recyclability of our solvents,” claimed DEScycle CTO Rob Harris. “The unique set of properties in our solvents give us fantastic efficiencies that we don’t see in water and acid-based processes. We can genuinely recycle our solvents, which means we’re not shipping in loads more chemicals onto the site.”

The solvents can also be tailored for specific metals, enabling traceability. So, for example, palladium from a Cisco product could go straight back to Cisco. And the process enables simpler, more localized recycling of e-waste, as opposed to shipping many tons of it to far-off, centralized smelters and landfills.

“You can avoid large, aggregated solutions,” explained Howden. “And you can do it in your own backyard. Because we can shrink the process down and co-locate it near the supply of the material.”

Such technologies could reap future benefits.

“It’s a very clean process, and they are able to do it at low scale and still be reasonably economical,” Koplin explained, “whereas some other solutions require very large plants or can’t cover the range of metals that DEScycle does. So, it’s a very innovative solution to a long-existing problem.”

DesCycle and CorPower Ocean represent but two technologies related to sustainability that Cisco Investments is helping to accelerate.

Koplin shared the excitement that’s building on the Cisco Investments team for what it can accomplish — for global ecosystems and for the business. But he tempered it with caution.

“It’s so great to work on something that could change the future of our planet,” he said. “But there’s still a lot of ground to cover. It’s going to be a long journey.”

Nevertheless, he’s encouraged that the business case for sustainability — in efficiency, energy savings, customer loyalty, and more — is becoming clear to many more organizations.

“We’re approaching a future,” Koplin concluded, “where the more you incorporate sustainable solutions into your business, the more competitive it will be.”

View original content here.

As Ukraine marks three years of war, Action Against Hunger today confirmed that the U.S. government’s suspension of international aid has caused the nonprofit to stop distributing cash to families displaced near the front line. An estimated nine million Ukrainians live in poverty and as many as 12.7 million, or 40% of the population, depend on humanitarian aid to survive.

Humanitarian operations in the region were already functioning with limited resources and struggling to access frontline areas. With funding now slashed, around 20,000 people in these high-risk zones could face severe consequences. “As a result of this suspension, access to healthcare could become very limited for 18,000 people living in remote areas and in precarious conditions. We had to interrupt psychological support sessions for displaced and traumatized children and teenagers, and around 1,800 people in highly vulnerable situations may no longer receive financial support to cover their basic needs,” explains Ionuț Raita, Director of Action Against Hunger in Ukraine.

Ukraine is experiencing one of the world’s largest displacement crises, with 6.8 million people having fled the country and 3.6 million internally displaced since February 2022. More than 80% of the displaced have been dependent on humanitarian aid for more than a year, but are struggling to find sustainable solutions to their precarious situation.

“With the advance of Russian forces in the second half of 2024, more than 200,000 people had to be evacuated from their homes. Housing is difficult to access, leaving many people vulnerable,” explains Raita.

The destruction of agricultural and industrial infrastructure coupled with the closure of businesses has led to a 22% unemployment rate in regions close to the front line, and rising prices and loss of livelihoods in these areas threaten intense food insecurity.

The conflict has also severely disrupted access to healthcare services. Repeated attacks on health infrastructures and shortages of medicines and personnel are further limiting access to care. To meet these challenges, Action Against Hunger set up mobile health teams that travel to hard-to-reach areas in the Dnipro and Kharkiv regions. This team, made up of a doctor, a nurse, a midwife, and a gynecologist, provides health care and medicines to the most vulnerable people.

Mental health has plummeted, with the threat of air strikes, displacement, and the loss of loved ones and livelihoods causing deep distress. Ten million people are likely to suffer from mental disorders in the short to medium term, and the mental health of children, who have been deprived of formal education for four years due to the COVID-19 pandemic and the war, is particularly at risk.

“Every air raid alarm not only increases the anxiety of Ukrainian children, but also their loss of learning. For children who no longer have access to schools, distance learning is made difficult by unstable Internet connections and power cuts caused by air strikes”, explains Raita.

Action against Hunger has been active in Ukraine since March 2022, focusing on the eastern part of the country and working in Dnipro, Donetsk, Zaporizhzhya, Kharkiv and Sumy oblasts. The organization supported 675,364 people in 2023, providing support for health, mental health and psychosocial care, water, hygiene and sanitation, as well as food security and livelihoods. The organization has also prioritized psychosocial support for people suffering from stress and trauma, reaching 12,457 people in 2023.

 

***

Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 21 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across 59 countries, our 8,900 dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.