Tag: 3BL

March 26, 2025 /3BL/ – Trane Technologies (NYSE: TT), a global climate innovator, today announced it is an official supporting organization of the MEP 2040 Challenge, becoming the first company in its industry to endorse the challenge. This industry-leading move expands upon the company’s existing collaboration with MEP 2040 to reduce carbon emissions and aligns with Trane Technologies’ ambitious 2030 Sustainability Commitments.

The challenge, initiated by the Carbon Leadership Forum, is a commitment for MEP firms to achieve net zero operational carbon in their projects by 2030 and embodied carbon by 2040. As a supporting organization, Trane Technologies will actively contribute to the challenge’s goals and support MEP firms in working toward their sustainability targets.

“We are committed to a green-for-green approach, pioneering innovative solutions that provide exceptional payback while further driving sustainability,” said Holly Paeper, president, Commercial HVAC Americas, Trane Technologies. “Our support of the MEP 2040 Challenge underscores our dedication to reducing emissions and embodied carbon across the built environment in support. We look forward to working collaboratively with MEP firms to accelerate the transition to a low-carbon future.”

As a MEP 2040 supporting organization, Trane Technologies will work alongside other MEP firms to provide resources, expertise and innovative solutions to help them achieve their net zero goals. The company’s portfolio of energy-efficient commercial HVAC systems, building automation solutions and sustainable refrigerants will play a critical role in reducing operational and embodied carbon emissions in buildings.

In 2024, Trane Technologies announced its own commitment to reduce embodied carbon by 40% by 2030, an industry first, building on the Gigaton Challenge, the largest science-based climate commitment of any global company related to product emission reductions within a single decade. Trane Technologies has also pledged to be net-zero by 2050, and its near and long-term emissions reduction targets have been externally validated by the Science Based Targets Initiative (SBTi).

“I am delighted to report that Trane Technologies has signed on as a supporting organization for the MEP 2040 Commitment,” said Andrew Himes, director of collective impact for the Carbon Leadership Forum. “Trane Technologies is the first company in its industry to join our movement to radically reduce total carbon emissions associated with building systems through collective action. I applaud the company’s commitment to innovation and leadership in helping to transform the building industry!”

###

About Trane Technologies 
Trane Technologies is a global climate innovator. Through our strategic brands Trane® and Thermo King®, and our portfolio of environmentally responsible products and services, we bring efficient and sustainable climate solutions to buildings, homes, and transportation. For more information, visit www.tranetechnologies.com.

About MEP 2040 
MEP 2040 is a movement to radically reduce total carbon emissions associated with building systems through collective action. In the Fall of 2021, The Carbon Leadership Forum issued a challenge, a group of MEP engineers responded to that challenge by collectively establishing a commitment. Since that time over 80 MEP firms have joined as signatories, actively contributing to the growing body of knowledge through the working groups and quarterly forums. You can learn more about the commitment at www.mep2040.org.

The Latin-derived word “ides” refers to the midpoint of a month. The Ides of March – March 15 – is famous for an act of rebellion on that day in 44 BC when a group of senators assassinated the Roman dictator Julius Caesar. The day marked a turning point in Roman history; for Caesar, of course, it was the ultimate turning point. The Ides of March now signals foreboding – in Shakespeare’s words “Beware the Ides of March” – but a turning point is often what’s needed to improve how people are governed.

Throughout history, people have taken action on March 15 – from the 1917 abdication of the Russian throne by Tsar Nicholas II, to a global strike by 1.4 million students to protest inaction around climate change in 2019, to an 1848 revolution in Hungary that brought reforms by the Habsburg rulers. This year on the Ides of March, 50,000 members of the Hungarian public revisited that successful uprising to protest the autocratic leadership of Prime Minister Viktor Orbán.

What turning points might be upon us in the journey to a sustainable, just world? In the U.S., we are seeing signs that action at the local level could counteract anti-environmental policies by the recently inaugurated federal government.

Our top story this week is an analysis from Reuters about the growing importance of such action and the power of sub-national actors to bring about real change. In recent years, state-level leadership has come prominently from California (CA), where certain large businesses are required to publicly disclose their greenhouse gas (GHG) emissions and climate-related risks beginning in 2026. Given the size of California’s economy, this legislation will have impacts that are nearly national in scale.

Building on this legislative precedent, CA State Senator Catherine Blakespear introduced in February a first-of-its-kind state bill, SB 755, to require the largest state contractors to report their GHG emissions and climate-related financial risks starting in 2027. The increase in transparency is aimed at enabling the state to reduce the emissions within its supply chain, supporting the state’s goal of carbon neutrality by 2045.

“At G&A, we know that transparency ultimately drives action. The introduction of SB 755 is an important first step towards spotlighting the climate-related risks present in California’s supply chain, and it will encourage suppliers to take ownership of measuring and managing their GHG emissions.” – Annie Roberts, Senior Vice President, Climate Consulting, G&A Institute

In other areas of legislation like electric transport and clean air, California is joined by ten other U.S. states in banning the sale of gas-only vehicles by 2035. And Vermont, New York, and California have linked corporate polluters to environmental and health impacts by requiring fossil fuel companies to fund projects that build communities’ climate resilience – a state-level version of the U.S. Superfund act of 1980.

The authors argue that even without federal action, cities and states could cut U.S. emissions by 54-62%, which is needed to achieve the U.S.’ nationally determined contribution (NDC) under the Paris Agreement. This is “a lot of heavy lifting” for sub-national actors, but according to Nate Hultman, Centre for Global Sustainability at the University of Maryland, it is possible and indeed was what the Biden administration planned for in the absence of national leadership.

The Reuters story highlights an alliance of 24 state governments that have committed to continue taking climate action. It also notes an 11-state Regional Greenhouse Gas initiative (RGGI, pronounced “Reggie”), a cap-and-trade system for the power sector.

From a business perspective, a strong case remains for states to enact ambitious climate policies – from operational continuity for businesses in each state facing climate impacts, to controlling climate-related financial risk as a good business model.

At G&A, we are ready to support companies in responding to climate and sustainability requirements in the states and local municipalities where they do business, such as California’s nation-leading climate disclosure rules. We can also support municipalities in developing or updating climate action plans and reaching their targets. Find us here.

This is just the introduction of G&A’s Sustainability Highlights newsletter this week. Click here to view the full issue.

Originally posted by Action Against Hunger.

After three years of conflict, loss of livelihood and rising prices are increasingly exposing the Ukrainian population to the risk of impoverishment. Currently, 15% of the population suffers from food insecurity, and women and girls are particularly at risk. In regions close to the front line such as Kherson, Kharkiv, and Mykolaiv, unemployment has reached record levels, leaving many families without resources.

Women-headed households have multiplied due to the military mobilization of men in Ukraine. Facing obstacles in accessing all kinds of services from health services to financial and economic resources, these women are particularly vulnerable to impoverishment. In addition, economic instability, displacement, and conflict all impact mental health, increasing the risk of gender-based violence. Around 2.5 million people in Ukraine are at high risk of such types of violence, including intimate partner violence, conflict-related sexual violence, sexual exploitation and abuse, trafficking, and harassment.

To support women’s economic activities and promote their financial independence, Action Against Hunger and the Disaster Emergency Committee (DEC) are supporting the Center for Economic Recovery and Business Support in Mykolaiv. The project is led by a Ukranian organization called Perspektyva, and in it, women-led businesses rebuild the local economy in their conflict-affected area by providing essential goods and services. Maria, Iryna, Victoria, and Olena are among the 45 women who have received training and subsidies to develop their businesses in Mykolaiv near the front line.

Maria: “Finding clientele wasn’t easy, but today my schedule is full” 

Maria has been a manicurist for 8 years. Originally from Kherson, she had to leave her home and take her three children 37 miles north to Mykolaiv as Kherson was, and continues to be, targeted almost every day by airstrikes. Alone with her three little girls, she had to start all over again.

After a year of hard work, her nail salon is now going strong. “I arrived in a new town without knowing anyone. Finding a clientele wasn’t easy, but now my schedule is full,” Maria explains with pride.

Today, Maria wants to expand her business and take up training, so that she can pass on her knowledge to others. Using a grant from Action Against Hunger, Maria has designed her own training modules and purchased some of the equipment needed to train future manicurists.

“Thanks to the knowledge I gained from the project, I’m now able to calculate my expenses more accurately and plan my purchases, as my business requires constant investment. I also know how to better showcase my services in external communication media, especially on social networks,” explains Maria.

Having been displaced by the conflict herself, Maria is well aware of the difficulties faced by others who have had to flee violence. She therefore wants her services to be accessible to all and adjusts her rates for displaced people.

Iryna: “People heal their souls when they come into contact with creativity” 

Iryna worked in the maritime sector for 30 years. When the war started, she found herself widowed and alone with her two children. Iryna decided to change careers and tap into the desire for creativity that had been with her since childhood.

“I became interested in trashwork, where works are made from garbage, plastic bottles, and natural materials like tree branches. I practiced this type of art for about three years and took part in various fairs, traveling around Ukraine,” says Iryna.

Iryna joined the Ukrainian organization Perspektyva as a volunteer. She organized self-help events based on the principles of art therapy. “I saw that people found it more interesting than just talking; they opened up more. And, as the saying goes, people heal their souls when they do something, when they get in touch with creativity,” she explains.

It was then that Iryna discovered the Center for Economic Recovery and Business Support project and decided to join. In addition to business training to draw up a business plan, Iryna has taken a painting course and is working on cutting and the various trashwork techniques. The grant she received from the project enabled her to buy a laptop and furniture for her creative workshop. Soon, she will buy a printer and jewelry-making tools.

Iryna would like to collaborate with other Mykolaiv-based artists by inviting them to her studio to give classes. She would also like to continue participating in exhibitions and fairs, as well as sell her products on online sales platforms.

Victoria: “I started my business with a mixer that was lent to me” 

Born in Mykolaiv, Victoria worked almost all her life in the civil service. When she went on maternity leave, however, she developed a passion for baking. Victoria had to juggle raising her children with her professional activity for many years. “My children took up a lot of my time, so sometimes I would make my desserts at night. I once spent six hours sculpting Mickey Mouse. It was very beautiful,” she says with amusement.

When she started out as a pastry chef, Victoria studied production techniques and recipes on her own. She wasn’t able to take part in pastry classes because her children could not be alone for long. “In the beginning I had no equipment at all. I started my business with a mixer that someone lent me,” explains Victoria.

Rather than compete with cafés for customers, Victoria offered her services directly to them. She now receives numerous orders and supplies desserts to several Mykolaiv cafés. In 2023, she rented a space to manufacture her products. “This premises is close to my home because I want to be near my children at all times in case of air raids”.

As part of the support offered by Perspektyva, Action Against Hunger, and DEC, Victoria has benefited from sales training to better manage her business. She bought more equipment to replace the old one, increase her productivity, and become more competitive on the market.

Olena: “I was able to purchase cosmetic equipment that will allow me to expand my range of services” 

Olena was born in Krasnodon, in the Luhansk region. In 1993, she decided to move to Mykolaiv, where she studied, married and held positions as financial manager and sales director. 7 years ago, Olena decided to retrain and entered the field of aesthetic cosmetology.

The building Olena used to work at was destroyed by a missile. “Fortunately, my cosmetics and furniture were not damaged,” she says. To escape the bombs, Olena went to Bulgaria for two months, then lived in Kyiv for almost 9 months before returning to Mykolaiv at the request of her customers. She rented a studio and resumed her business.

She went to the Center for Economic Recovery and Business Support to learn more about business practices. “I’d like to thank the instructors who accompanied us during the training for their clarity and responsiveness. This new knowledge enabled me to write a business plan and adjust it. I was also able to purchase special cosmetic equipment that will allow me to expand my range of services,” explains Olena.

In the future, Olena hopes to open a new studio and hire employees. She dreams of creating her own chain of cosmetics studios.

***

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.

Factors such as the aging demographic of dealership owners and impending changes in tax laws put the automotive retail industry on the brink of significant transitions. With the average age of a dealer being around 72 years old, the next 5 to 10 years will see a wave of succession planning and ownership transitions.

In this month’s episode of Up to Speed, Mike Mader, Principal with Baker Tilly’s dealership advisory service team, explores the critical aspects of dealership succession planning and estate management with Jeff Bannon, Partner at Rawls Group. They highlight strategies to maximize lifetime exemption amounts for estate taxes, adapt succession planning during organizational changes and ensure board alignment.

The urgency of succession planning

The dealership space is poised for a substantial transfer of assets, with an estimated $7 trillion expected to change hands over the next decade. This massive shift underscores the importance of strategic succession planning. Currently, the lifetime exemption amount for estate taxes stands at approximately $13.9 million per person, or nearly $28 million per couple. However, this exemption is set to expire at the end of 2025, potentially reducing to around $7 million per individual. This significant reduction creates a narrow window for dealers to transfer assets without incurring substantial estate taxes.

Strategic asset transfers

Dealers must evaluate their exposure to estate taxes and identify which assets to transfer. The goal is to gift assets that are likely to appreciate significantly over the next decade, thereby removing taxable growth from the estate. Typically, the most effective assets to transfer are those that have not yet reached peak performance, such as newly acquired dealerships. By transferring these assets, dealers can minimize estate taxes and ensure that future growth occurs outside the taxable estate.

Balancing financial security and succession

One of the many primary concerns for dealers is maintaining financial security while planning for succession. Dealers often hesitate to transfer large amounts of assets to the next generation, fearing the loss of control and financial stability. It is crucial to create a plan that balances the dealer’s financial independence with the need to prepare successors for future leadership roles. This involves realistic valuation of the dealership’s assets and a clear understanding of the estate tax implications.

Mitigating leadership vacancies

Unexpected leadership changes, such as the loss of a CEO or CFO, can create significant uncertainty within an organization. To mitigate these risks, it is essential to develop a succession plan that includes the constant development of potential replacements. This approach ensures that the organization can continue to function smoothly even in the face of unexpected leadership changes. Key to this strategy is fostering an environment where knowledge and responsibilities are shared, reducing the reliance on any single individual.

Manufacturer approval in dealership succession planning

In the automotive retail industry, the approval of the manufacturer is a critical component of succession planning. Dealers can transfer job titles and responsibilities, but the manufacturer must approve the successor to ensure continuity of the franchise. This approval process can be leveraged to ensure that successors are adequately prepared and meet the manufacturer’s standards. Dealers should engage in early and proactive conversations with manufacturers to outline the steps required for approval, thereby safeguarding the franchise’s future.

The role of the board of directors

As dealership groups grow, the governance environment becomes more complex, necessitating the formation of a board of directors. A well-defined board can play a pivotal role in succession planning by providing oversight and strategic direction. The board’s scope of authority should be clearly defined, allowing the dealer to transition to a role as chairman or chairwoman while delegating day-to-day operations to trusted managers. This structure enables dealers to gradually reduce their involvement in the business while ensuring that strategic decisions are made collaboratively.

Managing family dynamics

Family dynamics can complicate succession planning, particularly when multiple family members are involved in the business. It is essential to establish a common vision and core values that guide the family’s approach to the business. This shared vision helps align the goals of different generations and ensures that everyone is working towards the same objectives. Open communication and a clear delineation of roles can help manage expectations and reduce conflicts.

Preparing the next generation

The transition of leadership from one generation to the next often involves a shift in risk tolerance and business goals. The older generation may prioritize financial security and legacy, while the younger generation may be more focused on growth and expansion. It is important to create a financial plan that provides independence for the older generation while allowing the younger generation to pursue their vision for the business. This balance can be achieved through careful estate planning and the establishment of clear guidelines for decision-making.

Dealership succession planning is a complex but essential process. By strategically managing asset transfers, preparing for unexpected leadership changes and fostering strong governance structures, dealers can ensure the continuity and success of their businesses. Engaging in proactive conversations with manufacturers and aligning the family dynamics with business goals are critical steps in this process. Ultimately, effective succession planning not only protects the dealer’s legacy but also positions the business for future growth and stability.

Are you ready to begin your succession planning? Connect with a Baker Tilly dealership specialist.

LINCOLN, Neb., March 26, 2025 /3BL/ – The Arbor Day Foundation is replanting lost forestland in the American Southeast to help address a range of threats to the landscape. As part of this work, the nonprofit is planting hundreds of thousands of trees specifically to combat an increasing rate of pest outbreaks. The southern pine beetle is one of the most destructive forest pests in the Southeast United States, affecting 29,000 acres of forests in 2024 alone.

Through this initiative, the Foundation and its partners will target states most impacted by the southern pine beetle, including Florida, Georgia, Alabama, South Carolina, and Mississippi. The Arbor Day Foundation will also provide local communities and schools with educational resources to help people learn more about the impact of the southern pine beetle and engage them in recovery.

“When we lose trees to pests like the southern pine beetle, we lose more than a canopied landscape. We also lose the economic value and environmental benefits that forests provide,” said Lauren Marshall, director of landscape restoration at the Arbor Day Foundation. “By replanting a more biodiverse forest, we can help make this region more resilient against future outbreaks and ensure these trees remain a positive resource for many years to come.”

The southern pine beetle destroys trees by digging tunnels through its bark, limiting a tree’s ability to move nutrients through its trunk. By killing trees, southern pine beetles also destroy crucial habitat for wildlife like insects and migrating birds. The southern pine beetle has caused widespread destruction for decades in the Southeast, damaging $254 million worth of trees since 1972 in Georgia alone. The beetles are typically drawn to injured or vulnerable trees but can quickly spread to surrounding healthy trees, attracting even more beetles.

The Arbor Day Foundation’s effort builds on large-scale reforestation and community tree planting work already underway in the Southeast. In the last five years, the Foundation has helped plant 50 million trees in regional forests and hosted multiple free tree distributions in communities impacted by the southern pine beetle. Most recently, the Foundation helped distribute 1,000 trees to people living in and around Newnan, Georgia.

Click here to learn more about the importance of planting trees in the American Southeast.

About the Arbor Day Foundation 

The Arbor Day Foundation is a global nonprofit inspiring people to plant, nurture, and celebrate trees. They foster a growing community of more than 1 million leaders, innovators, planters, and supporters united by their bold belief that a more hopeful future can be shaped through the power of trees. For more than 50 years, they’ve answered critical need with action, planting more than half a billion trees alongside their partners.

And this is only the beginning.  

The Arbor Day Foundation is a 501(c)(3) nonprofit pursuing a future where all life flourishes through the power of trees. Learn more at arborday.org.

###

Following World Water Day on March 22, CNH brands – Case IH and New Holland – continue to lead the way in breaking new ground in precision agriculture.

As part of the Drops of the Future initiative, CNH has teamed up with Italy-based agri tech company, xFarm, to develop a pilot project in Uzbekistan to show how precision technology and data from their machines can help farmers increase productivity and save water.

The Drops of the Future initiative is tackling water scarcity in Uzbekistan and Turkmenistan by empowering young professionals through innovation and collaboration. It has been set up by The Organization for Security and Co-operation in Europe (OSCE), which focuses on addressing a wide range of security-related concerns that include economic, environmental and human aspects. It is the first time OSCE has worked with private companies on the topic of water, agri-food production and energy to increase environmental efforts around water use, while improving production efficiency.

It started in September 2024 with the Tashkent Youth Workshop in Uzbekistan, which featured experts, policymakers, and industry leaders – including CNH. This ongoing project is delivering real impact.

To find out more about the Drops of the Future Initiative and the xFarm pilot project in Uzbekistan, visit: bit.ly/BreakingNewGround_en

View original content here.

Key Points

Students in the Ysleta Independent School District in El Paso, Texas, are getting new learning experiences outside the classroom that support workforce development.High school students in engineering courses recently explored interactive exhibits about subjects such as robotics at the city’s new science and learning center.The visit came through the district’s partnership with Marathon Petroleum’s El Paso refinery, which has also provided internships and equipment for job-based classes.

The Ysleta Independent School District (YISD) in El Paso, Texas, is providing new learning experiences outside the classroom to build upon career-oriented programs for high school students. The district recently leveraged its educational partnership with Marathon Petroleum Corporation’s (MPC) El Paso refinery for a visit by more than 30 students and teachers to the city’s La Nube (pronounced noo-beh) STEAM (science, technology, engineering, art, and math) Discovery Center.

“We invited some of the engineering students, since we have been working with Marathon on workforce development and engineering is one of the main careers of focus,” said YISD Career and Technical Education (CTE) Coordinator of Workplace Learning Cecy De La O. “Some of the instructors said that the exhibits gave them ideas for future lessons, activities or projects.”

“We have been working with Marathon on workforce development, and engineering is one of the main careers of focus.”

The students who toured La Nube are enrolled in courses that are part of Engineering Foundations, one of several professional development curricula available at high schools in YISD.  Among other advantages, these programs of study can help students acquire industry certifications, earn college credit and pursue work-based learning opportunities.

“Hosting the students was an extension of our continuing partnership with YISD’s CTE Department,” said MPC Principal ESG and Stakeholder Engagement Representative V.J. Smith. “Our support includes grants to fund participation in skills competitions, purchases of industrial equipment for CTE classes, employee volunteers helping stage academic contests, and summer internships at the refinery.”

MPC representatives coordinated the visit as part of celebrating Flow, an interactive exhibit the refinery funded. This exhibit focuses on the science behind water, how machinery harnesses its power and the importance of conservation. Along with Flow, the students spent time at La Nube’s eight other learning zones that offer hands-on activities for exploring subjects such as robotics, geometry, 3D printing and acoustics.

“Our involvement with the school district reflects MPC’s commitment to strengthen the communities where we operate and help make people’s lives better,” Smith said. “Our core value of collaboration motivates us to work with stakeholders to find ways of making a positive, measurable impact.”

At Tapestry, we believe great design and an exceptional customer experience must come first. With this foundation, we then focus on producing quality products through material efficiency, embracing circularity and innovation across our supply chain.

CREATE PRODUCTS WITH CARE GOALS FOR 2025 AND BEYOND

95% traceability and mapping of our raw materials by 2025.90% of leather used in our products comes from Silver- and Gold-rated Leather Working Group (LWG) tanneries by 2025.95% of polyamide (nylon) will be from preor postconsumer recycled sources by 2025.90% of cotton will be organic- or regenerativecertified by 2025.75% recycled content in consumer packaging by 2025.95% of polyester will be from pre- or post-consumer recycled sources by 2027.10% of leather will be from farms using regenerative agriculture practices, made with recycled inputs or made with “next-generation” materials by 2030.

Tapestry’s circularity strategy is centered on supporting the three principles of the circular economy, all driven by design: eliminating waste and pollution, circulating products and materials and regenerating nature. We categorize our projects into three workstreams that support these principles:

Fabric of Change targets: Our sustainability targets serve as the foundational work underpinning our circular economy strategySystem initiatives: Establish and invest in partnerships, infrastructure and innovations needed to implement circular business models and circular economy principlesProduct initiatives: Empower our brands to create products that are designed to flow through multiple lives, utilizing recycled and regenerative materials

Through these workstreams, we aim to scale circular business models that extend product lifecycles and value.

Tapestry is a Network Partner of the Ellen MacArthur Foundation, an international charity that develops and promotes the idea of a circular economy. The Foundation’s Fashion Initiative is leading international efforts working with businesses, governments and NGOs to fundamentally redesign both the products of the future, and the services, supply chains and business models that deliver them and keep them in use. The program seeks to inspire the fashion industry to ensure products are used more, are made to be made again, and are made from safe and recycled or renewable inputs in order to create a resilient and thriving industry.

We continue to prioritize the education of our employees on circular business principles. For more information see the section Upskilling our Employees and our Supply Chain.

Read more about our commitment to circularity in our Corporate Responsibility Report, The Fabric of Change

Picture a university where the digital landscape is as dynamic as the students it serves—where every classroom is a gateway to global learning and every network is a fortress of security. At Delaware State University (DSU), this is not merely a dream but a realized vision, thanks to a bold digital transformation and a strategic partnership with Cisco.

Overcoming Initial Challenges

When Darrell McMillon joined DSU in 2020 as the Vice President and CIO, he encountered significant challenges. The existing technology infrastructure was outdated, stifling potential and progress. McMillon, alongside Russell Weaver, the Executive Director of Network Services, envisioned a complete overhaul of DSU’s technological landscape to propel the university into the future.

A Strategic Partnership with Cisco

Recognizing the critical need for modernization, DSU built a powerful partnership with Cisco following network outages in 2017. Together, they embarked on an ambitious project to revamp the university’s IT infrastructure. The outcome was a state-of-the-art network featuring 300 new switches, 1500 advanced wireless access points, and robust security appliances. This transformation has not only fortified the campuses but has positioned DSU as a leader in technological innovation.

Enhancing Cybersecurity

In an era where cyber threats are ever evolving and a national mandate in which all Institutions must pass the NIST (National Institue of Standards and Technology) assessment to continue receiving governmental funding, DSU is taking a proactive stance. In partnership with Cisco’s Community Enablement team, DSU received a $3.37 million-dollar donation from Cisco. This donation allowed the university to revolutionize its approach to network security. By transforming physical firewalls into logical virtual ones, DSU has achieved unparalleled protection for its networks. As McMillon highlighted, “Our infrastructure is reliable, scalable, and redundant, supporting multiple campuses across the state.” DSU is not just meeting cybersecurity standards; it is setting the bar higher.

“Over the past five years, I have observed Delaware State University’s remarkable evolution in leveraging technology to create exceptional growth opportunities for its students. I am proud that Cisco has played a pivotal role in supporting DSU’s transformation, positively impacting its students.” —Rick Scatchard, Account Manager, Cisco

Revolutionizing Educational Technology

The pandemic underscored the need for flexible learning solutions, and DSU responded with agility and foresight. By integrating Cisco Webex into 125 classrooms, DSU has created vibrant learning environments equipped with the latest technology. Imagine classrooms with speaker tracking and 4K presenter cameras that support seamless hybrid learning. At DSU, educational continuity is guaranteed, no matter the circumstances. McMillon expressed his enthusiasm, noting, “We felt that the Cisco Webex platform delivered the flexibility and reliability needed for both in-person and virtual learning.”

Empowering Student Success

DSU’s transformation is about more than technology—it’s about empowering students. Through Cisco’s Networking Academy, DSU offers groundbreaking opportunities in cybersecurity and IoT. These programs provide students with industry certifications and hands-on experience, paving the way for successful careers. One recent graduate has already secured a full-time network support role, showcasing the tangible benefits of these initiatives.

Commitment to Continuous Improvement

While significant strides have been made, DSU’s journey is far from over. The university remains committed to continuous improvement, driven by a desire to enhance services and expand capabilities. With Cisco as a trusted partner, DSU is poised to maintain its leadership in educational technology and ensure an even more robust future.

Looking Ahead

Delaware State University is not just an educational institution; it is a beacon of innovation and excellence. The partnership with Cisco has been instrumental in DSU’s transformation, and the future holds exciting possibilities. As DSU continues to evolve, it invites others to explore how technology can drive innovation and success in their institutions.

DSU’s journey of digital transformation is not just about upgrading technology; it’s about shaping the future of education, one innovation at a time.

To hear more about this journey, watch the video below featuring Darrell McMillon and Russell Weaver from DSU.

For more information:

Delaware State University Information Technology

View original content here.

NEW YORK and LONDON, March 25, 2025 /3BL/ – AccountAbility, a globally recognized leader in sustainability advisory services, standards, and research has partnered with the Colin Powell School for Civic and Global Leadership at The City College of New York (CCNY) to launch the AccountAbility Sustainability Lab (“S Lab”). This groundbreaking initiative will provide a unique, immersive learning experience that prepares the next generation of forward-thinking leaders to advance the sustainability agenda across organizations and deliver a positive impact on global society.

AccountAbility has made a commitment to contribute material financial and in-kind support for the next four years to launch the “S Lab” in partnership with the Colin Powell School. This robust investment will fund program development, student stipends, research resources, and faculty costs.

“As we confront shifting economic realities, technological advancements, and social change, a new and ‘different’ kind of leadership is required,” stated AccountAbility CEO Mr. Sunil A. (Sunny) Misser. “The AccountAbility ‘S Lab’ pioneers the development of a new generation of resilient, capable, and principled leaders who can effectively address the foremost issues in the world of tomorrow.”

Empowering Students Through the “S Lab” Fellowship

At the core of the AccountAbility Sustainability Lab is the “S Lab” Fellowship, a year-long program designed to integrate academic rigor with real-world ESG challenges. The fellowship offers CCNY students a structured curriculum, professional mentorship, and industry exposure to position them for successful careers in sustainability.

Key components of the program include:

Fall Credit-Bearing Course: A three-credit course led by a Colin Powell School faculty member, developed in collaboration with AccountAbility subject matter experts. The curriculum covers pressing sustainability challenges, including strategy, measurement & reporting, regulatory developments, and emerging topics such as artificial intelligence and geopolitics.Spring Capstone Course: Fellows will engage in a “hands-on” project designed in partnership with AccountAbility, providing practical application of sustainability concepts in a real-world company setting.Financial Support: Each fellow will receive a financial stipend to support and facilitate their participation.Mentorship: Fellows will be paired with professionals from AccountAbility for one-on-one guidance and career support.Paid Summer Internships: Fellows will receive priority consideration for internships through the AccountAbility Fellowship Program, with additional financial support provided.Industry Exposure: Students will gain access to sustainability practitioners, corporate executives, and policy leaders through site visits and networking events.Cohort-Based Learning: Fellows will engage in a supportive, community-driven learning experience that fosters collaboration and professional growth.

“The AccountAbility Sustainability Lab is a transformative opportunity for our students, equipping them with the skills, knowledge, and hands-on experience needed to excel in the fast-growing field of ESG and sustainability,” said Dr. Andrew Rich, the Richard J. Henley and Susan L. Davis Dean of the Colin Powell School. “My sincere thanks to Sunny Misser for his vision and leadership in making this possible for our students.”

The AccountAbility Sustainability Lab will launch with key milestones to ensure a structured and impactful program. Recruitment of “S Lab” Fellows will occur through Spring 2025, with Mentors assigned to support the Fellows this summer.

In its inaugural year, the “S Lab” Fellowship will support a select number of students, with plans for future expansion.

“At the Colin Powell School, our mission is to prepare our diverse, talented students — who are often hindered by financial and societal constraints — to be tomorrow’s leaders,” said Ms. Linda Powell, co-Chair of the Colin Powell School Board of Visitors and Executive Vice President, SAG-AFTRA. “We are proud to collaborate with a global leader like AccountAbility to prepare the next generation of ethical, forward-thinking professionals. Through this partnership with AccountAbility, our students will gain unparalleled access to industry leaders, real-world projects, and career pathways that will empower them to drive meaningful change in their communities and beyond.”

Mr. Marco Antonio Achón, co-Chair of the Colin Powell School Board of Visitors, Global Head of Corporate Banking, Santander Corporate & Investment Banking, echoed Ms. Powell’s appreciation for the new partnership with AccountAbility.

“Last year, I had the pleasure of introducing Sunny to Dean Rich — and he immediately grasped the importance of the work we are doing at the Colin Powell School,” said Mr. Achón. “He has now translated this understanding into a generous and substantive partnership that will provide extraordinary opportunities for our students.”

The “S Lab” will “kick-off” in Fall 2025 with a special launch event at AccountAbility’s offices on Madison Avenue in New York City, where “S Lab” Fellows will be the guests of honor.

AccountAbility and the Colin Powell School will also host a Sustainability Forum in Spring 2026, bringing together Fellows, AccountAbility practitioners, and Industry Experts.

“Our partnership with the Colin Powell School through the AccountAbility Sustainability Lab is part of our commitment towards investing in the future generation of leadership by equipping them with the knowledge, skills, and real-world experience needed to navigate the evolving international sustainability landscape,” Sunny Misser stated. “By combining academic rigor with practical application, we are not only preparing future leaders but also hoping to make a lasting, positive impact on society.”

Media Contact

Mr. Julian Cardillo

Marketing & Communications Manager, AccountAbility

julian.cardillo@accountability.org

781-864-3492

About AccountAbility

Established in 1995, AccountAbility is a leading global consulting and standards firm dedicated to advancing the sustainability and ESG agenda. The firm works with businesses, investors, governments, and multilateral organizations to improve sustainability performance, drive innovation, and create lasting impact. Operating as a Public Benefit Corporation, AccountAbility has a global presence with offices in New York, London, Riyadh, and Dubai. The firm has been recognized by the Financial Times, Forbes, and Capital Finance International for its excellence in sustainability, strategy, and governance and its website is archived by the United States Library of Congress.

For more information on the AccountAbility Sustainability Lab (“S Lab”) and partnership opportunities, please visit www.accountability.org

About the Colin Powell School for Civic and Global Leadership

Established in 2013, the Colin Powell School is home to the social science departments at CCNY as well as the core leadership development and public service programs of the College. With 4,000 students, and graduating the most CCNY students annually, the Colin Powell School mission is to transform the nation’s most diverse student body into tomorrow’s global leaders. Half of our students are immigrants; more than seventy percent are first-generation college students. Eighty percent are people of color. Most come from lower income backgrounds. The Colin Powell School and City College remain among the most effective engines of economic and social mobility in the United States. The School is led by a faculty dedicated to the highest standards of research and to the university’s democratic and public obligations. Read more about the Colin Powell School.

About The City College of New York

Since 1847, The City College of New York has provided a high-quality and affordable education to generations of New Yorkers in a wide variety of disciplines. CCNY embraces its position at the forefront of social change. It is ranked #1 by the Harvard-based Opportunity Insights out of 369 selective public colleges in the United States on the overall mobility index. This measure reflects both access and outcomes, representing the likelihood that a student at CCNY can move up two or more income quintiles. Education research organization Degree Choices ranks CCNY #1 nationally among universities for economic return on investment. In addition, the Center for World University Rankings places CCNY in the top 1.8% of universities worldwide in terms of academic excellence.

Labor analytics firm Lightcast puts at $3.2 billion CCNY’s annual economic impact on the regional economy (5 boroughs and 5 adjacent counties) and quantifies the “for dollar” return on investment to students, taxpayers and society. At City College, more than 15,000 students pursue undergraduate and graduate degrees in eight schools and divisions, driven by significant funded research, creativity and scholarship. In 2023, CCNY launched its most expansive fundraising campaign, ever. The campaign, titled “Doing Remarkable Things Together” seeks to bring the College’s Foundation to more than $1 billion in total assets in support of the College mission. CCNY is as diverse, dynamic and visionary as New York City itself. View CCNY Media Kit.