Tag: 3BL

First time in Scotland for family-owned spirits company’s Shake Your Future initiative

GLASGOW, Scotland, February 28, 2025 /3BL/ – Family-owned spirits company, Bacardi is changing the lives of young adults in Glasgow who are taking part in its free bartender training program, Shake Your Future.

The 12 Shake Your Future students, who are all from the local area, are taking part in the 12-week course which culminates when they face their toughest test, taking over the bar service at the annual Glasgow Bartenders Ball at Saint Luke’s on Bain Street, Glasgow.

The Shake Your Future program gives the skills necessary for not just a job but a life-long career in hospitality. The program is being run by the team from Bacardi together with some of the most respected and talented members of the Scottish bar industry, who are giving expert advice on everything from how to make the perfect BACARDÍ Mojito to delivering first-class service in a busy bar.

I want to inspire these young people to join the industry that I love but I want them to walk into their first bar with their eyes open. A life in the hospitality industry is not a walk in the park, it’s hard work but it is rewarding work. I would not be where I am today without the support and inspiration of others along the way. By supporting Bacardi and its Shake Your Future initiative I can do the same for these students as they set out on their own personal journeys into the world of mixology.”

Liam Grogan, Head Bartender of The Absent Ear on Brunswick Street, Glasgow

The Bacardi Group has a long history in Glasgow. As well as working closely with many bars and restaurants throughout the city, Bacardi-owned John Dewar & Sons has its Scotch whisky headquarters on London Road.

Shake Your Future not only gives people in our local communities a fresh start in hospitality, it also helps our friends in the bar community find the skilled bartenders they need. We are committed to supporting both communities in every way we can and Shake Your Future is an important part of that ongoing commitment. These students now have a confidence and a passion for life behind the bar that I’m sure will give them a great future in the industry.”

Harry Olorunda, Glasgow Prestige Account Manager for Bacardi

Since its launch in Paris in 2018, Shake Your Future has been repeated in countries across Europe, as well as South Africa and India, and has helped find employment for hundreds of Shake Your Future graduates who are now enjoying a new life behind the bar.

Bacardi invests in Good Spirited initiatives that set goals for a brighter future for all, focusing on doing the right thing by its consumers, employees, business partners, the communities where it operates, and the environment. Find out more at www.bacardilimited.com/good-spirited.

Drink responsibly.

Media enquiries:

For more information, please contact bacardi@mercieca.co.uk / + 44 (0)20 7485 0100

About Bacardi Limited 
Bacardi Limited, the world’s largest privately held international spirits company, produces, markets, and distributes spirits and wines. The Bacardi Limited portfolio comprises more than 200 brands and labels, including BACARDÍ® rum, PATRÓN® tequila, GREY GOOSE® vodka, DEWAR’S® Blended Scotch whisky, BOMBAY SAPPHIRE® gin, MARTINI® vermouth and sparkling wines, CAZADORES® 100% blue agave tequila, and other leading and emerging brands including WILLIAM LAWSON’S® Scotch whisky, D’USSÉ® Cognac, ANGEL’S ENVY® American straight whiskey, and ST-GERMAIN® elderflower liqueur. Founded more than 163 years ago in Santiago de Cuba, family-owned Bacardi Limited currently employs more than 8,000, operates production facilities in 11 countries and territories, and sells its brands in more than 160 markets. Bacardi Limited refers to the Bacardi group of companies, including Bacardi International Limited. Visit http://www.bacardilimited.com or follow us on LinkedIn and Instagram.

BELLEVUE, Wash., February 28, 2025 /3BL/ – The City of New York selected T-Mobile (NASDAQ: TMUS), America’s 5G leader, as the municipal entity single carrier to support a wide variety of mission-critical operations across the city.

“Our mission is to use reliable, cutting edge technology to make New York City safer and more affordable for all, and this collaboration with T-Mobile is helping us do just that,” said New York City Chief Technology Officer Matthew Fraser. “By leveraging T-Mobile’s innovative technology, we’re ensuring that New York City’s first responders have the tools they need to operate at the highest level — a critical component of our mission to enhance public safety.”

A Bold Vision for the Future of NYC 
The deal represents another major step in delivering on the city’s mission of making the city safer and more affordable. By choosing T-Mobile’s proven, best-in-class 5G standalone network, New York City is poised to benefit from:

Unprecedented support for first responders: NYC’s public safety network, will have access to the latest 5G technology in the nation — 5G standalone (SA) — to support public safety innovation that the city is known for. 5G SA brings benefits like network slicing and increased security, and powers T-Mobile’s revolutionary network solution for first responders: T-Priority. T-Mobile was the first provider in the world to roll out a 5G standalone network back in 2020 and runs the largest scaled 5G standalone network in the U.S. today.Unbeatable benefits for NYC employees: City employees and their families will soon have access to incredible discounts on T-Mobile’s best plans on the nation’s leading 5G network. These plans come packed with incredible benefits like the best entertainment streaming bundle in wireless, free in-flight Wi-Fi across major airlines, high-speed data and texting abroad and so much more.

Advanced Technology for NYC’s First Responders 
T-Mobile’s network will serve as the connectivity backbone for the largest public safety departments in the U.S., in one of the most scaled, congested, and demanding environments for connectivity anywhere in the world. That’s why New York City’s first responders will have access to T-Mobile’s T-Priority, an innovative solution that delivers America’s best 5G network experience for first responders on the front lines. It features the nation’s first 5G network slice for first responders, bringing them lower latency and faster 5G speeds more consistently and the highest priority across every single 5G band even — and especially — in times of extreme congestion.

“The opportunity to serve the first responders, employees and residents of New York City is a tremendous honor for T-Mobile and we’re already off to a great start,” said Callie Field, President, T-Mobile Business Group. “The scale and scope of what this city does to keep its people safe every day, paired with the administration’s vision of a safer and more affordable New York is a perfect match for T-Mobile’s relentless focus on delivering innovative, next-generation solutions that combine the nation’s leading 5G network with the greatest customer value in wireless.”

Learn more about T-Priority and first responder benefits by visiting https://www.t-mobile.com/business/t-priority.

Follow @TMobileNews on X, formerly known as Twitter, to stay up to date with the latest company news.

# # #

About T-Mobile 
T-Mobile US, Inc. (NASDAQ: TMUS) is America’s supercharged Un-carrier, delivering an advanced 4G LTE and transformative nationwide 5G network that will offer reliable connectivity for all. T-Mobile’s customers benefit from its unmatched combination of value and quality, unwavering obsession with offering them the best possible service experience and undisputable drive for disruption that creates competition and innovation in wireless and beyond. Based in Bellevue, Wash., T-Mobile provides services through its subsidiaries and operates its flagship brands, T-Mobile, Metro by T-Mobile and Mint Mobile. For more information please visit: https://www.t-mobile.com

Media Contact 
T-Mobile US, Inc. Media Relations 
MediaRelations@t-mobile.com

Investor Relations Contact 
T-Mobile US, Inc. 
Investor.Relations@t-mobile.com 
https://investor.t-mobile.com

Originally published on GoDaddy Resource Library

Tell us a little bit about yourself, your career journey, and what led you to your current role.

Hi! I’m Rachel Beneke, Director of Product Management at GoDaddy, where I lead an incredible team of Product Managers working on our Website Builder. My journey to product management wasn’t exactly traditional. I always thought I’d be a psychologist—I even earned my degree in psychology at the University of Michigan (Go Blue)! But as I approached the end of college, I realized I wanted a career with a higher ceiling for success and set my sights on the world of business.

After graduation, I joined a management consulting firm and landed in their tech org, where I got a crash course in software development. Over the next few years, I worked across different companies and industries, helping translate business needs into technical solutions. I developed a talent for finding the most efficient ways to meet business requirements with the least amount of software changes. Looking back, I was applying lean software development principles before I even knew what they were.

By the time I joined GoDaddy in 2013, Product Management was just gaining recognition as a career path, and I realized my entire career had essentially been PM-ing. My first role here was working on GoDaddy’s Online Store, helping small businesses sell their products online. Since then, I’ve had the opportunity to lead exciting projects like launching GoDaddy’s Website Builder and creating solutions to help new domain customers get up and running with all the tools they need to confidently grow their business.

At the heart of it all, I couldn’t do any of this without my team—they’re the ones who make everything we do possible. I’m incredibly proud of the work we’ve done and the impact we’ve had on empowering entrepreneurs around the world.

How do you keep yourself motivated and inspired in your work?

I find motivation and inspiration by putting myself in our customers’ shoes. I use our Website Builder to manage the website for my son’s high school Varsity soccer team (and previously for my daughter’s softball team). I also use the Online Store to collect team dues, sell practice jerseys, and handle end-of-season banquet tickets.

Using the product firsthand helps me empathize with our customers. I feel how rewarding it is when everything works seamlessly, but I also experience their frustrations when something doesn’t meet my expectations. This perspective drives me to continuously improve our tools so they’re not only functional but truly empowering for the people who rely on them.

Hearing success stories from our customers, combined with the hands-on insights I gain from using our product, keeps me energized and excited to make a difference.

As a key figure in driving the success of GoDaddy Airo, can you share some of the most important insights gained during the product’s launch?

One of my most rewarding experiences was playing a key role in the launch of GoDaddy Airo. At its core, GoDaddy Airo was designed to make the process of starting a business simpler. We saw that new entrepreneurs were often overwhelmed by all the steps involved with starting a business—creating a website, designing a logo, marketing strategies, managing social posts, and more. GoDaddy Airo brings together all the essential tools into one streamlined, easy-to-use package, taking the guesswork out of getting started. We wanted GoDaddy Airo to not only provide the tools but also instill confidence by guiding customers step-by-step through the process.

One of the most important insights we gained during the product’s launch was just how critical simplicity is. We focused on reducing friction at every touchpoint — whether it was simplifying the onboarding process, providing actionable recommendations, or seamlessly integrating tools — so customers could spend less time figuring things out and more time focusing on their ideas.

What aspect of the project are you most proud of?

I’m most proud of the way I helped the team cut through the noise and refine the scope during the critical early stages of the GoDaddy Airo project. As with any ambitious initiative, there were a lot of voices, ideas, and excitement in the room, and the scope quickly began to grow beyond what was realistic for our timeline. While dreaming big is important, I started to worry that we’d miss our launch deadline if we didn’t sharpen our focus.

To address this, I ruthlessly prioritized what features were in scope and what had to wait for future iterations. Drawing a clear line between what was “in” and what was “out” helped the entire team align and focus on delivering the most impactful features by the target date. That clarity allowed us to not only hit our deadline but also launch a product that was cohesive, valuable, and well-received by our customers.

If you had to describe GoDaddy’s culture in one word, what would it be and why?

Driven. GoDaddy is a place where everyone is always pushing to be better—whether it’s improving our products, making the customer experience smoother, or stepping up to support each other as a team.

There’s a real sense of momentum here, and it’s inspiring to be part of a culture that never settles.

What do you enjoy doing outside of work?

Outside of work, fitness is a big priority for me. I mix things up with cardio, weightlifting, and Pilates. On Sundays, I love to cook and try new recipes. Sometimes, my teenage son approves, and other times, I get a polite “it’s…interesting”. That keeps me humble.

I also enjoy keeping up with social media trends, mainly so I can share funny videos with my daughter in college. On weeknights, you’ll often find me at the soccer field, watching my son play in his high school Varsity matches. It’s his senior year, and I cherish every moment.

At home, I shamelessly baby-talk to my two dogs—a sweet standard poodle and a grumpy mini schnauzer. Lately, I’ve been enjoying a new hobby: antiquing with my friend. It’s become our little treasure hunt and a fun way to explore unique finds and imagine the stories behind them.

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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Cascale joined critical conversations in Paris at the recent OECD Forum on Due Diligence in the Garment & Footwear Sector, tackling key challenges in responsible purchasing, traceability, and industry metrics on GHG emissions, wages, and responsible purchasing practices.

Dr. Marsha Dickson, co-founder and president of Better Buying Institute and Cascale’s Better Buying program consultant and Cascale’s James Crowley, manager of transparency and traceability (supply chain); Sophia Ellis, senior manager of transparency and accountability; and Hanna Griesbeck Garcia, manager of stakeholder engagement and project manager of The Industry We Want (TIWW) were among the speakers.

In one session featuring Dickson, the speakers unpacked empirical research on the uptake and impact of due diligence in the sector. They presented the OECD’s new monitoring and evaluation framework for the garment and footwear sector.

It also sought to explore how different user groups could use the framework. Dickson gave an overview of BBI’s surveys, methodology, and learnings about purchasing practices. She shared key findings from the 2024 Better Buying Partnership Index (BBPI) Report, highlighting comparisons and differences in sporting goods versus fashion. Dickson discussed Cascale’s acquisition of key assets of BBI, noting the significant alignment of both organizations’ missions and goals, and highlighted the joint commitment to firmly putting responsible purchasing practices on the global agenda.

The panel included Chikako Oka, associate professor, Université Paris-Est Créteil; Nazma Akter, president, Sommilito Garments Sramik Federation (SGSF); Prathika Kurian, senior manager, factory compliance, SanMar; Rachel Alexander, independent consultant and researcher, Copenhagen Business School & University of Johannesburg; Sarosh Kuruvilla, professor, industrial and labor relations, Cornell University, and Julia Schmidt, senior policy officer, Federal Ministry for Economic Development, Germany.

Later, Crowley and Griesbeck Garcia moderated two well-attended side sessions: “Bridging the Gap: Traceability to Enable Due Diligence” and “Mid-Decade Reflection: Insights from The Industry We Want’s 2025 Metrics and the Road to 2030,” in which Ellis also participated.

Crowley’s session aimed to provide industry guidance on what CSDDD legislation and OECD Guidance mean for data collection strategies, supplier engagement, and risk identification. The session also provided a platform for traceability initiatives to present intelligence, research, and programs that support due diligence for retailers, brands, and manufacturers.

Speakers in this session included Evonne Tan, senior director of data and technology at the Textile Exchange; Dorothy Lovell, sector lead for garments and footwear at the OECD; Lea Esterhuizen, founder and chief executive of &Wider; Josh Taylor, traceability manager at ISEAL; Saqib Shahzad, head of sustainability at Sapphire Diamond and co-founder of Transformers Foundation, and Jannis Bellinghausen, senior director of systems integrity at Better Cotton.

Crowley gave a brief overview of Cascale and the Higg Index, then shared a presentation on traceability guidance to enable risk identification. He showcased a high-level approach to categorizing traceability and supply chain data, focusing on the second step of the OECD guidance stages concerning the CS3D. Crowley noted the current traceability requirements of the CS3D and shared actionable steps companies can take for risk identification and prioritization.

Representing The Industry We Want, Griesbeck Garcia’s session explored the fourth cycle of the TIWW’s Industry Dashboard metrics before opening the discussion to the lived experiences and perspectives of those at the heart of the garment and footwear industry. The session highlighted the year-on-year trajectories of the metrics and explored crucial levers needed to realign the course and shape the industry into one that creates worthy and fair working conditions while safeguarding our planet.

Griesbeck Garcia started the discussion with an overview of the landscape, noting the need for a fundamental shift in power dynamics, greater accountability, and a commitment to implementing and scaling real solutions. Then Ellis shared key insights into the data presented, highlighting the rise in production volumes as a contributor to growing emissions outweighing decarbonization efforts. She emphasized the ongoing imperative for the sector to reduce emissions in alignment with a 1.5-degree future while also addressing the need to challenge traditional business models. During the discussion, she highlighted key essentials for achieving meaningful reductions, including supply chain engagement and effective target setting.

Ellis shared Cascale’s efforts to accelerate industry-wide decarbonization through the Industry Decarbonization Roadmap and address foundational environmental performance basics. She also noted the organization’s progress in driving the adoption of responsible purchasing practices with the purchase of key assets from the Better Buying Institute.

The sessions concluded with a clear consensus from participants across all sessions on an urgent need to collaborate and accelerate collective action to transform the industry.

French Version

Co-digestion of food organics at wastewater treatment plants has emerged as a promising approach to address two significant environmental challenges: the management of organic waste and the production of renewable energy. This process involves the anaerobic digestion of food waste alongside traditional wastewater sludge, offering numerous benefits such as increased biogas production, improved resource recovery and reduced landfill disposal. It is also an opportunity for local governments to leverage existing infrastructure and potentially reduce capital expenditures for new stand alone facilities. 

However, the implementation of co-digestion systems also presents various challenges that need to be addressed for successful operation. This post explores the opportunities and challenges associated with co-digestion of food organics at wastewater treatment plants, with a particular focus on the Milwaukee Metropolitan Sewerage District (MMSD) facility as a case study.

Opportunities

Enhanced Biogas Production : One of the primary advantages of co-digesting food waste with wastewater sludge is the significant increase in biogas production. Food waste typically has a higher energy content and biodegradability compared to wastewater sludge alone. The addition of food waste to anaerobic digesters can boost methane yields by 50-185%. This increased biogas production can be utilized for on-site electricity generation, heat production or upgraded to biomethane for injection into natural gas grids or use as vehicle fuel.Improved Resource Recovery : Co-digestion allows for the recovery of valuable resources from food waste that would otherwise be lost in landfills. The process not only generates renewable energy but also produces nutrient-rich digestate that can be used as a fertilizer or soil amendment. This approach aligns with circular economy principles, turning waste into a valuable resource and reducing the environmental impact of both food waste and wastewater treatment.Reduced Landfill Disposal : Diverting food waste from landfills through co-digestion at wastewater treatment plants can significantly reduce greenhouse gas emissions associated with landfill disposal. Methane, a potent greenhouse gas, is produced when organic waste decomposes in landfills. By capturing and utilizing this methane through anaerobic digestion, wastewater treatment plants can contribute to climate change mitigation efforts.Economic Benefits : Co-digestion can provide economic benefits to wastewater treatment plants through increased energy production and potential revenue from tipping fees for accepting food waste. The MMSD, for example, has reported significant cost savings and revenue generation from their co-digestion program.Operational Synergies : Integrating food waste processing into existing wastewater treatment plant infrastructure leverages the facility’s assets and expertise. Wastewater treatment plants already have anaerobic digestion systems in place, making the addition of food waste a relatively straightforward process that can optimize the use of existing facilities.

Challenges

Feedstock Variability and Quality Control : One of the primary challenges in co-digestion is managing the variability in food waste composition and quality. Unlike wastewater sludge, which is relatively consistent, food waste can vary significantly in terms of moisture content, organic loading and contamination levels. This variability can impact digester performance and stability. Implementing robust pre-treatment and screening processes is crucial to ensure consistent feedstock quality.Operational Complexity : Introducing food waste into wastewater treatment plant digesters adds complexity to plant operations. Operators need to carefully balance the ratio of food waste to sludge to maintain optimal digester performance. Overloading digesters with food waste can lead to process instability, foaming and reduced biogas production. The Milwaukee facility, for instance, had to develop specific operational protocols and monitoring systems to manage their co-digestion process effectively.Infrastructure and Equipment Requirements : Many wastewater treatment plants require additional infrastructure and equipment to handle food waste effectively. This may include receiving stations, pre-treatment equipment, additional storage tanks and potentially larger or modified digesters. The capital investment required for these upgrades can be significant and may pose a barrier for some facilities.Regulatory Compliance : Co-digestion of food waste at wastewater treatment plants may be subject to additional regulatory requirements compared to traditional wastewater treatment. This can include permits for solid waste handling, air emissions and digestate management. Navigating these regulatory frameworks can be challenging and time-consuming for wastewater treatment plant operators.Market Development for End Products : While co-digestion produces valuable end products such as biogas and digestate, developing reliable markets for these products can be challenging. For biogas utilization, facilities may need to invest in upgrading equipment or establish partnerships with local utilities. Similarly, finding consistent markets for digestate as a fertilizer product may require extensive quality control and marketing efforts.Public Perception and Community Engagement : Introducing food waste processing at wastewater treatment plants may raise concerns among local communities regarding odours, increased truck traffic and potential environmental impacts. Effective community engagement and education programs are essential to address these concerns and gain public support for co-digestion initiatives.

Case Study: Milwaukee Metropolitan Sewerage District

The MMSD has been a pioneer in implementing co-digestion of food waste at their Jones Island Water Reclamation Facility. This included processing food waste, in 2008 to supplement their anaerobic digestion process.

MMSD’s co-digestion program has demonstrated several successes:

Increased Biogas Production : The addition of food waste has significantly boosted biogas production, allowing the facility to generate more renewable energy.Economic Benefits : The program has generated additional revenue through tipping fees and reduced energy costs.Environmental Impact : By diverting food waste from landfills, MMSD has contributed to reducing greenhouse gas emissions in the region.

However, MMSD has also faced challenges, including:

Operational Adjustments : The facility had to develop new operational procedures and invest in additional equipment to manage the co-digestion process effectively.Quality Control : Ensuring consistent quality of incoming food waste has required ongoing efforts and collaboration with waste generators.Regulatory Compliance : MMSD had to navigate complex regulatory requirements to implement and expand their co-digestion program.

Co-digestion of food organics at wastewater treatment plants offers significant opportunities for enhancing renewable energy production, improving resource recovery and reducing the environmental impact of waste management. It is also an opportunity for local governments to leverage existing infrastructure and potentially reduce capital expenditures for new stand alone facilities. However, successful implementation requires addressing various challenges, including feedstock management, operational complexity and regulatory compliance. The experience of facilities like the MMSD demonstrates that with careful planning and management, these challenges can be overcome, leading to substantial environmental and economic benefits. As more wastewater treatment plants explore co-digestion, continued research, knowledge sharing, and policy support will be crucial in realizing the full potential of this innovative approach to waste management and renewable energy production.

English Version

La co-digestion des matières organiques alimentaires dans les usines de traitement des eaux usées est apparue comme une approche prometteuse pour relever deux défis environnementaux importants : la gestion des déchets organiques et la production d’énergie renouvelable. Ce procédé comprend la digestion anaérobie des déchets alimentaires aux côtés des boues d’épuration traditionnelles, offrant de nombreux avantages comme une production accrue de biogaz, une meilleure valorisation des ressources et une réduction de la mise en décharge. Il s’agit également d’une occasion pour les gouvernements locaux de tirer parti de l’infrastructure existante et de réduire éventuellement les investissements pour de nouvelles installations autonomes.

Cependant, la mise en œuvre des systèmes de co-digestion présente également divers défis qu’il convient de relever pour une exploitation réussie. Ce article explore les opportunités et les défis associés à la co-digestion des matières organiques alimentaires dans les usines de traitement des eaux usées, en prenant l’installation du Milwaukee Metropolitan Sewerage District (MMSD) comme étude de cas.

Opportunités

Production accrue de biogaz : L’un des principaux avantages de la co-digestion des déchets alimentaires avec les boues d’épuration est l’augmentation significative de la production de biogaz. Les déchets alimentaires ont généralement une teneur en énergie et une biodégradabilité plus élevées que les boues d’épuration seules. L’ajout de déchets alimentaires aux digesteurs anaérobies peut augmenter le rendement en méthane de 50 à 185 %. Cette production accrue de biogaz peut être utilisée pour la production d’électricité sur site, la production de chaleur, ou transformée en biométhane pour être injectée dans les réseaux de gaz naturel ou utilisée comme carburant pour les véhicules.Meilleure valorisation des ressources : La co-digestion permet de valoriser des ressources précieuses à partir de déchets alimentaires qui auraient autrement été mis en décharge. Le procédé génère non seulement de l’énergie renouvelable, mais produit également un digestat riche en nutriments qui peut être utilisé comme engrais ou comme amendements pour les terres agricoles. Cette approche s’inscrit dans les principes de l’économie circulaire, en transformant les déchets en une ressource précieuse et en réduisant l’impact environnemental des déchets alimentaires et du traitement des eaux usées.Réduction de la mise en décharge : Éviter l’enfouissement de déchets alimentaires grâce à la co-digestion dans les usines de traitement des eaux usées permet de réduire considérablement les émissions de gaz à effet de serre associées à la mise en décharge. Le méthane, un puissant gaz à effet de serre, est produit lorsque les déchets organiques se décomposent dans les décharges. En capturant et en utilisant ce méthane par digestion anaérobie, les usines de traitement des eaux usées peuvent contribuer aux efforts d’atténuation du changement climatique.Retombées économiques : La co-digestion peut apporter des avantages économiques aux usines de traitement des eaux usées grâce à l’augmentation de la production d’énergie et aux revenus potentiels provenant des frais de déversement des déchets alimentaires. L’installation du MMSD, par exemple, a bénéficié d’importantes économies et de revenus générés grâce à son programme de co-digestion.Synergies opérationnelles : L’intégration du traitement des déchets alimentaires à l’infrastructure existante de l’usine de traitement des eaux usées tire parti des actifs et de l’expertise existants. Les usines de traitement des eaux usées ont déjà mis en place des systèmes de digestion anaérobie, ce qui fait de l’ajout de déchets alimentaires un processus relativement simple qui permet d’optimiser l’utilisation des installations existantes.

Défis

Variabilité des déchets alimentaires et contrôle de la qualité : L’un des principaux défis de la co-digestion est la gestion de la variabilité de la composition et de la qualité des déchets alimentaires. Contrairement aux boues d’épuration, qui sont relativement uniformes, les déchets alimentaires peuvent varier considérablement sur le plan de la teneur en humidité, de la charge organique et des niveaux de contamination. Cette variabilité peut avoir une incidence sur la performance et la stabilité du digesteur. La mise en œuvre de processus rigoureux de prétraitement et de criblage est essentielle pour garantir une qualité uniforme des déchets alimentaires.Complexité opérationnelle : L’introduction de déchets alimentaires dans les digesteurs de l’usine de traitement des eaux usées complexifie les activités de l’usine. Les opérateurs doivent équilibrer soigneusement le rapport entre les déchets alimentaires et les boues pour maintenir une performance optimale du digesteur. La surcharge des digesteurs avec des déchets alimentaires peut entraîner une instabilité du processus, la formation de mousse et une réduction de la production de biogaz. L’usine de Milwaukee, par exemple, a dû élaborer des protocoles opérationnels et des systèmes de surveillance spécifiques pour gérer efficacement son processus de co-digestion.Exigences en matière d’infrastructure et d’équipement : De nombreuses usines de traitement des déchets alimentaires nécessitent des infrastructures et des équipements supplémentaires pour traiter efficacement les déchets alimentaires. Il peut s’agir de stations de réception, d’équipements de prétraitement, de réservoirs de stockage supplémentaires et éventuellement de digesteurs plus grands ou modifiés. L’investissement en capital requis pour ces améliorations peut être important et constituer un obstacle pour certaines installations.Conformité réglementaire : La co-digestion des déchets alimentaires dans les usines de traitement des eaux usées peut être soumise à des exigences réglementaires supplémentaires par rapport au traitement traditionnel des eaux usées. Il peut s’agir de permis pour le traitement des déchets solides, les émissions atmosphériques et la gestion du digestat. Naviguer dans ces cadres réglementaires peut s’avérer difficile et chronophage pour les opérateurs des usines de traitement des eaux usées.Développement du marché des produits finis : Bien que la co-digestion produise des produits finis de valeur tels que le biogaz et le digestat, le développement de marchés fiables pour ces produits peut s’avérer difficile. Pour l’utilisation du biogaz, les installations peuvent avoir besoin d’investir dans la modernisation des équipements ou d’établir des partenariats avec les services publics locaux. De même, la recherche de marchés cohérents pour le digestat en tant qu’engrais peut nécessiter un contrôle de la qualité et des efforts marketing importants.Perception du public et engagement communautaire : L’introduction de la transformation des déchets alimentaires dans les usines de traitement des eaux usées peut susciter des inquiétudes au sein des communautés locales en ce qui concerne les odeurs, l’augmentation du trafic de camions et les incidences potentielles sur l’environnement. Des programmes efficaces d’engagement communautaire et d’éducation sont essentiels pour répondre à ces inquiétudes et obtenir le soutien du public pour les initiatives de co-digestion.

Étude de cas : Milwaukee Metropolitan Sewerage District

L’installation du MMSD a été pionnière dans la mise en œuvre de la co-digestion des déchets alimentaires dans son installation de recyclage de l’eau de Jones Island. Il s’agissait notamment de traiter les déchets alimentaires, en 2008, pour compléter leur processus de digestion anaérobie.

Le programme de co-digestion de l’installation du MMSD a connu plusieurs succès :

Production accrue de biogaz : L’ajout de déchets alimentaires a considérablement stimulé la production de biogaz, ce qui a permis à l’installation de produire davantage d’énergie renouvelable.Retombées économiques : Le programme a généré des revenus supplémentaires grâce aux frais de déversement et à la réduction des coûts énergétiques.Impact environnemental : En évitant l’enfouissement des déchets alimentaires, l’installation du MMSD a contribué à réduire les émissions de gaz à effet de serre dans la région.

Cependant, l’installation du MMSD a également fait face à des défis, notamment :

Ajustements opérationnels : L’installation a dû élaborer de nouvelles procédures opérationnelles et investir dans des équipements supplémentaires pour gérer efficacement le processus de co-digestion.Contrôle de la qualité : Garantir une qualité constante des déchets alimentaires entrants a nécessité des efforts constants et une collaboration avec les producteurs de déchets.Conformité réglementaire : L’installation du MMSD a dû composer avec des exigences réglementaires complexes pour mettre en œuvre et élargir son programme de co-digestion.

La co-digestion des matières organiques alimentaires dans les usines de traitement des eaux usées offre d’importantes possibilités d’accroître la production d’énergie renouvelable, d’améliorer la récupération des ressources et de réduire l’impact environnemental de la gestion des déchets. Cela permet également aux gouvernements locaux de tirer parti des infrastructures existantes et de réduire potentiellement les investissements pour les nouvelles installations autonomes. Une mise en œuvre réussie exige toutefois de relever divers défis, notamment la gestion des matières premières, la complexité opérationnelle et la conformité réglementaire. L’expérience d’installations comme celle du MMSD démontre qu’avec une planification et une gestion rigoureuses, ces défis peuvent être relevés, ce qui se traduit par des avantages environnementaux et économiques substantiels. Alors que de plus en plus d’usines de traitement des eaux usées explorent la co-digestion, la poursuite de la recherche, le partage des connaissances et le soutien stratégique seront essentiels pour réaliser le plein potentiel de cette approche novatrice de la gestion des déchets et de la production d’énergie renouvelable.

By Liz Peters

Imagine a workforce where employees are constantly fatigued, sick days pile up and productivity plummets. What if that workplace could help address these issues with something as invisible as the air they breathe? When pathogens spread through the air, economic consequences to businesses can be vast, impacting productivity, absenteeism and healthcare costs. Businesses, institutions and policymakers should recognize the hidden financial burden of inaction and the value of investing in solutions that create healthier indoor environments.

The connection between indoor air quality and economic performance is well established. Research shows that adopting healthy building practices can yield incredible benefits to individuals and the economy at large:

$200 billion in annual productivity gains from reducing Sick Building Syndrome symptoms by 20% to 50%.$38 billion in annual economic benefits from increasing ventilation rates in U.S. offices.A return of $3.48 per dollar spent on workplace wellness programs due to reduced medical costs and an additional $5.82 from decreased absenteeism.Up to 101% improvement in cognitive function, translating to employee productivity gains of $6,500 to $7,500 per person annually.A net present value of $115 per square foot over 10 years in high-performance buildings, driven by better retention and well-being.

These figures underscore the gains to be had in addressing indoor environmental quality. From acute threats like COVID-19 to long-term challenges posed by climate change, investing in resilient and healthy buildings is a critical strategy for sustaining economic growth and workforce stability.

Technology-Driven Solutions
Various innovative technologies offer financial benefits by improving operational efficiency and fostering healthier, more productive environments. By minimizing airborne and surface pathogens, businesses help mitigate absenteeism, lower healthcare costs and sustain continuous operations.

As Daryl DeJean, VP and Director of International Trade at PathogenFocus, explains, “The future of economic resilience lies in how well we manage health risks in the built environment. Forward-thinking solutions that prioritize air and surface hygiene are not just about safety—they are about sustaining operations, improving workforce efficiency and driving long-term business success. The organizations that recognize this will be the ones that thrive in an increasingly complex global landscape.”

PathogenFocus’ atmospheric cold plasma (ACP) systems minimize energy use and waste production, which may qualify businesses for tax credits and sustainability incentives. In industries like food production, it can extend shelf life, reduce product loss and preserve nutritional value.

A Call to Action
Organizations that proactively address indoor air quality and biosecurity will not only safeguard occupant health but also bolster their bottom line. The International Healthy Building Accord urges governments and businesses to prioritize health in buildings by implementing strategic policies, financial incentives and research-backed innovations that enhance indoor air quality, water quality and sustainable design.

The cost of inaction is high. As businesses, policymakers and institutions navigate an evolving economic landscape, investing in healthy, resilient buildings is an imperative step toward a more productive and financially sustainable future that also helps safeguard public health—delivering measurable benefits today and long-term returns for generations to come.

View original content here.

In this episode of ESG Talk, Cassandra Garber, chief sustainability officer at Dell Technologies joins host Mandi McReynolds. Listen in as Cassandra and Mandi discuss how the global technology leader incorporates the measurement, management, and governance of ESG priorities into both its operations and product offerings.

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The company continues to be recognized for its response efforts

The Edison Electric Institute recently awarded Entergy with its 50th Emergency Response Award, recognizing the dedication and excellence of our power restoration workers during and after Hurricane Francine.

The Category 2 storm made landfall in Terrebonne Parish on September 11, packing sustained winds of approximately 100 miles per hour. After landfall, the center of the storm moved northward into Mississippi. In response to Francine’s widespread power outages across Louisiana, New Orleans and Mississippi, Entergy deployed specialized equipment and more than 6,400 additional field restoration workers in addition to our normal workforce to restore power safely and efficiently meeting estimated restoration times.

Hurricane Francine caused damage to approximately 1000 poles, 1,270 spans of wire, 165 transformers and 540 cross arms in Louisiana, New Orleans and Mississippi. In just three days, workers were able to restore power to 90% of customers who experienced outages which was a remarkable achievement given that restoration timelines for storms of Francine’s intensity have historically taken longer.

“Receiving our 50th award from EEI is a remarkable achievement that speaks to the culture of our company, commitment to our customers and unwavering dedication of our workforce,” said Dakin DuBroc, Entergy’s vice president of incident response. “We’re a recognized leader in storm response because our employees take our company’s mission to heart. I congratulate and applaud our team for their continued dedication to the customers and communities that they serve, and I’m honored to present them with this well-deserved award.” 

Presented to EEI member companies, the emergency response awards recognize recovery and assistance efforts of electric companies following service disruptions caused by extreme weather or other natural events. The winners were chosen by a panel of judges following an international nomination process, and the awards were presented during EEI’s annual thought leadership forum.

Other notable EEI awards received by Entergy over the years:

A 2023 mutual aid assistance award for helping Louisville Gas and Electric and Kentucky Utilities when a severe weather system containing intense damaging winds, tornados and flash flooding caused extensive damage to public infrastructure, utility distribution systems and private properties.A 2022 response award for Power Restoration After Hurricane Ida.Three response awards in 2020 for recovery efforts following hurricanes Delta and Zeta in 2020, and the February 2021 winter storm.A mutual aid assistance award in 2018 for power restoration efforts following several nor’easters.The 2015 award for exceptional power restoration efforts during five different storm events over the course of the previous year.A response award in 2006 for outstanding efforts to restore power following Tropical Storm Cindy and Hurricanes Katrina and Rita.

CNH’s brands, Case IH, New Holland, CASE Construction Equipment and New Holland Construction, have teamed up with FIEMG Lab, an open innovation HUB between industrial-technology startups and industries in Brazil, to boost innovation in the Minas Gerais market. The partnership, made official in February, is another collaboration signed between the company and the Brazilian innovation community.

The agreement strengthens CNH’s connection to more than 300 startups and 3000 professionals connected to FIEMG Lab. CNH believes in the open innovation model to generate value for the market.

“With this partnership, we expand our possibilities of contact with a very rich ecosystem that further strengthens our work to bring solutions, whether in the field of productivity, sustainability, technology or even management”, highlights CNH’s Innovation leader, Paulo Máximo.

FIEMG LAB is a pioneering initiative of the Euvaldo Lodi Institute (IEL), within the scope of the Federation of Industries of the State of Minas Gerais (FIEMG). The organizations believe in the impactful relationship between startups and industries as agents for building a new, prosperous and abundant economy. With the purpose of accelerating the future of the industry to increase competitiveness, through open innovation with startups, FIEMG Lab enables economic development in the innovation ecosystem for entrepreneurs and industries.