Tag: 3BL

Originally published on NRG Insights

By NRG Editorial Voices

Welcome to Culture in Focus, where we’re spotlighting the unique workplace culture at NRG through the stories of our greatest asset: our people. Our collective attitudes and values shape how we serve our millions of customers, and we’re thrilled to share conversations that illustrate how we power our purpose.

In this installment, we sat down with Executive Vice President and General Counsel, Brian Curci.

A championship football player, Philly cheesesteak enthusiast, and ultimate team player, Brian is the kind of down-to-earth advisor you want by your side at life’s critical junctures — those crossroads that make us question which way is up and how do we get where we want to be.

Brian’s journey to developing a great team is a purpose-filled one; he focuses on fostering a culture that feels authentic and collaborative.

“A great work culture is [the result] of what everybody brings to the table and believing in what you do as a company. You come to work in a place where you want to be, surrounded by people you want to be around.”

This isn’t something that can be fabricated, he acknowledges, and it’s also crucial for success. Reflecting more deeply on NRG’s culture, Brian shares, “I think about the DNA of this company, and when we’re tested — that’s when we’re at our best. That’s when we’re at our strongest. And the reason for that is because that’s when we’re really collaborating.”

Adversity is an opportunity for true growth for Brian, and collaboration and teamwork are essential survival skills; they’re also central to his leadership style. “I like to rely on everyone to play their position,” he explains, emphasizing that collective intelligence drives the most creative solutions.

The rewards of teamwork are also more satisfying. “I don’t find any enjoyment in taking sole responsibility for accomplishing something. I want the company to come together, and I want to lead in that way.” It’s an encouraging perspective from someone responsible for establishing and impelling high ethical standards at NRG.

Brian’s point of view brings to mind Coach K. The well-known Naismith Hall of Fame coach led Duke University teams across 42 years to win more games than any other Division I men’s basketball team. As revered as he is in the world of sports, he’s also renowned for his philosophy on leadership and team-building. “Don’t take your culture for granted,” he once said. “There needs to be a constant renewal of values that leads to camaraderie.”

Brian Curci embodies this philosophy, continually fostering a culture of collaboration, integrity, and shared purpose at NRG. Through his leadership, we’re reminded that we win together — and that’s powerful.

Want to connect with Brian? Visit his LinkedIn here.

Want to learn more about the unique culture at NRG Energy?

Be on the lookout for more installments of the Culture in Focus series.

Mastercard

At the tender age of 19, Alice de Crom dreamed of being a florist and owning her own shop. So her mom took a huge leap of faith and sold her house to finance Floralista Flower Studio in Fort Langley, British Columbia — and quit her job to work there alongside her daughter. Their story has a fairytale ending: Twelve years later, the de Crom women and Floralista are thriving.

This holiday, they are part of another enchantment come to life, complete with giant sugar cube forts taking over a coffee shop, a life-sized chocolate moose (not to be confused with “mousse”) at the candy store and a towering forest of flowers at — where else? — Floralista. These creations and more are part of an effort by Mastercard to sprinkle a little extra magic throughout Fort Langley and help small businesses make the most of the important shopping season.

“It’s like nothing I’ve ever heard of before,” de Crom says. “We are really excited to be a part of it.”

The vignettes are taken from “Cranberry & Crumm,” a bespoke fairy tale commissioned by Mastercard that tells the story of Cranberry, a newly-minted sprite tasked with bringing joy to a curmudgeonly mail carrier named Mr. Crumm. In Fort Langley’s IRL version, Cranberry attempts to cheer up Mr. Crumm while he walks his daily delivery route through its charming downtown. Each participating shop has been outfitted with fanciful storefront displays and art installations to illustrate the story. Free copies of the storybook are available to shoppers and families so they can follow Cranberry and Mr. Crumm at their own pace.

As they shop at each participating store, visitors have the chance to collect limited edition 3D puzzle pieces of Fort Langley’s historic district, a small town setting so quintessential it has served as the filming locations for “Once Upon a Time,” “Riverdale” and a host of Christmas movies. Free hot chocolate and other holiday treats await them at various points around town. At the end, shoppers will have enjoyed a fully immersive story adventure and collected a complete set of Fort Langley’s landmark buildings — as well as whatever goodies they purchase along the way.

This storybook experience was commissioned by Mastercard to support communities and the small businesses that power them year-round. Small businesses play a crucial role in strengthening local economies in Canada, contributing more than a third of the country’s private sector GDP in 2020. The “Cranberry & Crumm” shopping experience, which runs through mid-December, is expected to boost foot traffic and sales in Fort Langley. It’s the first of many immersive shopping experiences Mastercard will roll out across North America in 2025 and beyond.

“Small business owners represent the hopes and ambitions of their communities, and we are committed to supporting their growth and prosperity,” says Rustom Dastoor, Mastercard’s head of marketing and communications for the Americas. “We’re making their Main Street the talk of the town — and maybe even the nation — forging connections, propelling growth and making lasting memories.”

That support only starts with the card: Through Mastercard, small businesses can access funding opportunities to help grow their businesses, digital enablement and cybersecurity diagnostics, and tools and technology to create a seamless and secure online experience, with peace of mind paramount for business owners and their customers alike.

For shopkeepers like de Crom, the event is both a way to increase sales during a crucial time for small retailers and gain visibility: “By inviting people on this festive shopping adventure, we will bring them into our stores not only to take photos against a beautiful backdrop, but to actually spend money,” she says.

She has extra stock and a few more “ready-to-go” items this year, such as pre-lighted fresh garlands, in anticipation of the expected crowds that will come to experience the life-sized storybook.

“We wanted to make sure we had things at really good price points designed for people who are spontaneously shopping because they are here to participate in the story,” de Crom says. “It’s such a unique and super cool event. It will bring people in now and long into the future, so it’s going to benefit the entire town.”

Originally published by Mastercard

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

Authored by Baker Tilly’s Gideon Gradman

Time is running out to secure the Investment Tax Credit (ITC) for your biogas energy projects.

Many provisions of Internal Revenue Code (IRC) section 48, which define and codify the ITC for energy property, expire on Dec. 31, 2024.

Projects that begin construction after that date will need to qualify under the new credit regime of IRC section 48E Clean Energy Investment Tax Credits. Eligibility under the new regime focuses on producing electricity without producing greenhouse gas emissions. The new credit regime is essentially technology-neutral and focuses on the output of the process.

The shift from a technology-specific to technology-neutral credit program impacts many of the technologies that have qualified under the old regime. Some energy property types will be left out of the new regime, such as qualified biogas property and combined heat and power (CHP).

Take action now to secure your Investment Tax Credit under section 48. To qualify, you must meet certain milestones by Dec. 31, 2024. With the deadline fast approaching, now is the time to take action and ensure your project meets the necessary requirements. Missing this window could increase your capital costs and delay your tax benefits down the road.

What you need to know 

Any project owner looking to claim the ITC for their biogas project, CHP project or other renewable energy project must begin construction for tax purposes before the end of 2024.

How? In order to establish a qualifying construction start date – also known as meeting “begun construction” – a project must meet one of the following two tests by Dec. 31, 2024:

The 5% Safe Harbor Test: This test requires the expenditure of at least 5% of the facility’s total ITC-eligible costs, which encompasses securing a minimum financial investment toward the project’s development.The Physical Work Test: This test focuses on the initiation of physical work of a significant nature on the project. That means starting on-site material construction or manufacturing activities that are integral to the energy property, or beginning physical work off-site by procuring ITC-eligible equipment and beginning fabrication by year end. In either case, the physical work must be “significant.”

Taxpayers must demonstrate either continuous construction or continuous efforts between the date of begun construction and the date the project is placed in service. In addition, all work must be done under a binding written contract with the vendors involved, and costs must be paid and incurred prior to Dec. 31, 2024.

For additional information on this topic, read more here.

Next steps 

Of course, most projects hoping to take advantage of the section 48 ITC are well underway at this point. That said, if your project is still considering several options for securing the ITC, you need to quickly consider ways to begin construction using either the 5% Safe Harbor Test or the Physical Work Test – and be sure to document your activities thoroughly.

You also need to know where to ask for help.

Baker Tilly’s energy team serves many clients that have secured (and are looking to secure) IRA energy tax credits as they develop their biogas projects and other clean energy initiatives. As part of our comprehensive IRA compliance program, we assist clients with assessing and documenting project eligibility, begun construction requirements, prevailing wage & apprenticeship, domestic content, and energy community bonus credit compliance strategies and documentation.

If you need help navigating your ITC strategy, or any aspect of your IRA journey, or if you simply want to discuss your options, contact a Baker Tilly specialist today.

Originally published on October 17th on LinkedIn

Tune in as Sysco Chef Tse Richmond from our Pacific Northwest Region joins Pat Cobe on the Menu Talk Podcast to share her incredible culinary journey and some must-know insights for restaurant operators.

Chef Tse covers:

Her path to Sysco and what inspires her in the kitchenHighlights from our Fall 2024 Cutting Edge Solutions launchThe latest plant-forward trendsTips on using Spiceology spices to elevate your menuHow AI can spark creativity for restaurant operators

Check out the article here and scroll down to watch the bonus interview: https://bit.ly/4dP5Tci

About Sysco

Sysco is the global leader in selling, marketing and distributing food products to restaurants, healthcare and educational facilities, lodging establishments and other customers who prepare meals away from home. Its family of products also includes equipment and supplies for the foodservice and hospitality industries. With more than 76,000 colleagues, the company operates 340 distribution facilities worldwide and serves approximately 730,000 customer locations. For fiscal year 2024 that ended June 29, 2024, the company generated sales of more than $78 billion. Information about our Sustainability program, including Sysco’s 2023 Sustainability Report and 2023 Diversity, Equity & Inclusion Report, can be found at www.sysco.com.

For more information, visit www.sysco.com or connect with Sysco on Facebook at www.facebook.com/SyscoFoods. For important news and information regarding Sysco, visit the Investor Relations section of the company’s Internet home page at investors.sysco.com, which Sysco plans to use as a primary channel for publishing key information to its investors, some of which may contain material and previously non-public information. In addition, investors should continue to review our news releases and filings with the SEC. It is possible that the information we disclose through any of these channels of distribution could be deemed to be material information.

View original content here.

By Candace Higginbotham

Ever heard of the benefits cliff? It’s a term to describe the impact of a sudden or gradual decrease in public benefits that occurs when a family’s income exceeds the eligibility threshold for an assistance program.

People who participate in programs like Supplemental Nutrition Assistance Program (SNAP) and Children’s Health Insurance Program (CHIP) or receive childcare subsidies or child tax credits can face a benefits cliff when they get a raise, take a new job or simply work more hours.

This seemingly positive wage increase can result in an individual making too much money to receive the benefits – but not enough to sustain themselves and their household. In short, their income gain results in them being worse off financially than before the income gain (a benefits cliff), or no better off (a benefits plateau).

And that can have significant consequences for families and communities: it can keep people in low-wage jobs, discourage them from joining the workforce and influence other decisions that hold them back from long-term financial success.

Education and workforce readiness is one of Regions Bank’s community engagement priority areas and the bank offers wide-ranging support to community partners that provide job readiness programs, skills training and career coaching.

These organizations are well aware of the benefits cliff problem – and the lack of simple solutions. So, as part of its Important Insights series, the Regions Making Life Better Institute® recently hosted a webinar to provide tools and information to help community partners prepare their clients for some of the difficult realities of career advancement.

Regions invited Alex Ruder, Community and Economic Development director and principal adviser at the Federal Reserve Bank of Atlanta, to expand understanding of the benefits cliff.

Ruder began the discussion with a case study that demonstrates the benefits cliff and plateau, by walking participants through a familiar example: A person working full-time in a near-minimum wage job participating in public assistance programs wants to enter the health care sector to increase their career and financial opportunities. He outlined points in the person’s career trajectory where their net financial resources would actually decline or remain the same, even with pay raises, additional certifications and promotions.

According to Ruder, there are three potential ways for nonprofits to assist clients who may face a benefits cliff in their journey from entry level to a living wage job.

Coaching: Ruder advised community organizations to incorporate benefits coaching as part of career and financial discussions with clients. Encouraging individuals to set goals and make good financial decisions will help prepare them for a period of lower income. Ruder advised them to focus their clients on ‘thriving versus surviving’ – taking a long view of their career and life goals – and to take advantage of the Atlanta Fed’s Career Ladder Identifier and Financial Forecaster (CLIFF) suite of interactive career and financial planning tools. 
 Mitigation: Some states and governments are implementing supplemental programs to help mitigate the impacts of the benefits cliff. Ruder cited the new Florida School Readiness Plus Program that helps low-income families pay for childcare while lessening the effect of the benefits cliff when they’re no longer eligible for the School Readiness Program. It supports families in accepting opportunities for wage increases while not losing their entire childcare subsidy. 
 Employer Strategies: Ruder explained that the benefits cliff can negatively impact companies, as well as individuals. Employees may decline a promotion, opt to work fewer hours or reject opportunity for advancement for fear of the benefits cliff, and that can affect a company’s overall success. Employers are encouraged to find possible solutions to help people get through the cliff and to provide coaching for employees who are seeking career advancement. Importantly, Ruder says to make sure corporate leadership is aware of the benefits cliff and the challenges it presents to the company, industry and local economy.

“Building skills, getting certifications and pursuing new roles are proven ways people can advance their career and increase economic mobility,” said Leroy Abrahams, head of Community Engagement at Regions. “Engaging in dialogue with our community partners and workforce development experts helps foster prosperity in our communities.”

The webinar participants, representing community organizations around the country, welcomed the discussion and resources.

“This has been a terrific presentation and really makes me think of new ways to have conversations that are simple and purposeful that contacts can understand and feel confident regarding their future,” said Dr. Douglas Stewart of the Tennessee College of Applied Technology.

That’s the reaction that Gina Sian, head of the Regions Making Life Better Institute, was hoping for.

Investing in knowledge-sharing and skill-building opportunities like these deepen our understanding of the barriers that our communities face and helps us work collaboratively together toward meaningful solutions. 
Gina Sian, head of the Regions Making Life Better Institute

“Regions launched this program of free webinars four years ago to help our valuable community partners navigate challenges and provide technical assistance as they work toward their mission,” Sian said. “Investing in knowledge-sharing and skill-building opportunities like these deepen our understanding of the barriers that our communities face and helps us work collaboratively together toward meaningful solutions.”

PORTLAND, Ore., December 13, 2024 /3BL/ – Radius Recycling (NASDAQ: RDUS), a global leader in metals recycling, today announced the release of the Company’s Fiscal 2024 Sustainability Report. The report highlights the Company’s role in the transition to a low-carbon future by supplying recycled metals that are critical to the production of more sustainable products, including those associated with global decarbonization efforts.

“Nearly 10 years ago, we created a sustainability framework based on three pillars: People, Planet, and Profit,” said Tamara Lundgren, Chairman and Chief Executive Officer. “This framework is the foundation of our sustainability strategy and continues to deliver meaningful impact to all our stakeholders.”

The Company’s report showcases progress towards its multi-year sustainability goals, including a 30% reduction in greenhouse gas emissions at recycling operations versus its 2019 baseline, a 16% year-over-year reduction in total case incident rate, and the expansion of its International Organization for Standardization (ISO)-certified Environmental Management System to encompass 50% of Company facilities.

“Our achievements this year would not have been possible without all our employees living our Core Values of Safety, Sustainability, and Integrity and operating with the agility, resilience, and collaboration that have underpinned our success,” explained Lundgren. “I take great pride in highlighting our Company’s achievements and the steady progress we are making toward our goals.”

Radius annually diverts millions of tons of ferrous and nonferrous metals from landfills, supplies recycled metals to domestic and international customers, and produces some of the lowest carbon emission finished steel products available. “Our commitment to sustainable practices is embedded in our product and service offerings, daily operations, infrastructure investments, and stakeholder engagement activities,” commented Eric Potashner, Chief Sustainability Officer. “The benefit of our work has a lasting impact on our communities, the planet, and future generations.”

Selected Highlights from Radius Recycling’s 2024 Sustainability Report:

Recycled 4.9 million metric tons of ferrous and nonferrous metals, sold 3.8 million recycled auto parts, and sold 509,000 tons of low carbon emission finished steel products.90% of Company facilities were free of any lost time injuries.Maintained 100% net carbon free electricity across Company recycling operations for the fourth consecutive year.Expanded 3PR™ portfolio to support the rapidly growing and important service and supply chain solution that enables greater recycling rates, reductions in material going to landfill, an improved carbon footprint, and enhanced sustainability reporting.Increased employee participation in the Company’s 401(k) matching benefit program to 70%.Donated more than 1,300 employee volunteer hours across 23 states.

Recognized as a Global Leader

In fiscal 2024, several global organizations recognized the Company for leading performance in sustainability, ethics, responsible operations, and employee engagement.

Corporate Knights included Radius on its Global 100 List of the 2024 Most Sustainable Corporations in the World.Ethisphere Institute recognized Radius as one of 2024 World’s Most Ethical Companies® for the tenth consecutive year.Radius re-certified as a Great Place to Work® for the fourth consecutive year. 

About Radius Recycling, Inc.

Radius Recycling, Inc. (formerly Schnitzer Steel Industries, Inc.) is one of the largest manufacturers and exporters of recycled metal products in North America with operating facilities located in 25 states, Puerto Rico, and Western Canada. Radius has seven deep water export facilities located on both the East and West Coasts and in Hawaii and Puerto Rico. The Company’s integrated operating platform also includes 50 stores which sell serviceable used auto parts from salvaged vehicles and receive over 4 million annual retail visits. The Company’s steel manufacturing operations produce finished steel products, including rebar, wire rod and other specialty products. Radius began operations in 1906 in Portland, Oregon.

Radius Recycling:

Public Affairs & Communications: 
Eric Potashner 
415-624-9885 
epotashner@rdus.com

Investor Relations: 
Michael Bennett 
503-323-2811 
mcbennett@rdus.com

Company Info:

radiusrecycling.com

ir@rdus.com

Source: Radius Recycling, Inc.

Data provided by Thomson Reuters

Southern Company

The ANNIKA Women’s All Pro Tour has rapidly established itself as a springboard for emerging stars in women’s professional golf. In 2024, legendary golfer Annika Sörenstam and the ANNIKA Foundation forged a strategic partnership with the Tour, aiming to develop, empower, and advance the careers of the next generation of women’s professional golfers.

Southern Company and the ANNIKA Foundation are proud to unveil the ANNIKA 20 presented by Southern Company. This program reinforces the collaborative efforts of the Tour and Annika to cultivate and nurture the future generation of highly skilled women’s professional golfers.

“The work Annika and the ANNIKA Foundation are doing to further the game of golf and lift up women golfers around the world speaks directly to and aligns with our values at Southern Company,” said Chris Womack, chairman, president and CEO of Southern Company. “We are proud to partner with Annika to help grow that impact by expanding our partnership with the ANNIKA 20 initiative. This new initiative will help support and remove barriers for more prospective professional women’s golfers from around the world to pursue and live their dreams.”

The ANNIKA 20 presented by Southern Company program will recognize the top 20 athletes based on the 2025 Callaway Race to Qualifying points standings. These athletes will receive an LPGA Qualifying Series scholarship to offset the full expense of qualifying fees. The cumulative cost of LPGA Qualifying in 2024 was $5,500 per player if they advanced all the way to finals.

This partnership extends Southern Company’s involvement in golf, a sport that has long provided opportunities for the company to make an impact in the communities we are privileged to serve.

“With unwavering dedication, Annika and her Foundation lead the charge in empowering and nurturing the future of women’s golf,” stated Gary DeSerrano, president and CEO of the ANNIKA WAPT. “Our profound gratitude goes to Southern Company for their support of women’s golf, and in particular, their support of the ANNIKA 20 program. We anticipate seeing a lot of smiles next September.”

Annika said, “We are excited about our partnership with the WAPT, but we are especially thrilled to introduce such a special program to help these talented women pursue their dreams. I know it is hard starting out as a young professional golfer, and we are happy to help them reduce some of their costs. Our Foundation tries to develop, empower, and advance young women around the world, so this program fits perfectly with our mission. We are grateful to Southern Company for their continued support and desire to help expand access within women’s golf.”

The 2025 ANNIKA WAPT season kicks off in Alexandria, La., April 2-5 at the Coca-Cola Open, marking the first event on the 13-event schedule. The season concludes at the Heritage Classic in Wichita, Kan., September 3-6, where the ANNIKA 20 presented by Southern Company, will be honored for their outstanding achievements of the year.

About Southern Company

Southern Company (NYSE: SO) is a leading energy provider serving 9 million customers across the Southeast and beyond through its family of companies. Providing clean, safe, reliable and affordable energy with excellent service is our mission. The company has electric operating companies in three states, natural gas distribution companies in four states, a competitive generation company, a leading distributed energy distribution company with national capabilities, a fiber optics network and telecommunications services. Through an industry-leading commitment to innovation, resilience and sustainability, we are taking action to meet customers’ and communities’ needs while advancing our goal of net-zero greenhouse gas emissions by 2050. Our uncompromising values ensure we put the needs of those we serve at the center of everything we do and are the key to our sustained success. We are transforming energy into economic, environmental and social progress for tomorrow. Our corporate culture and hiring practices have earned the company national awards and recognition from numerous organizations, including Forbes, The Military Times, Fair360, Black Enterprise, J.D. Power, Fortune, Human Rights Campaign and more. To learn more, visit www.southerncompany.com.

About the ANNIKA Women’s All Pro Tour

The ANNIKA Women’s All Pro Tour (WAPT) was established in 2019 to provide a premier developmental opportunity for female golf professionals to hone their competitive skills while preparing for a life on the Epson and LPGA Tours. Through its partnership with the LPGA’s Epson Tour, the ANNIKA WAPT provides weekly opportunities for players to earn exemptions to select Epson Tour events. At the end of each season, the top five points winners on the Callaway Race To Q2 earn advancement directly to Stage II of LPGA qualifying and the top 20 on the ANNIKA 20 presented by Southern Company will be awarded an LPGA Qualifying Scholarship.

Follow the WAPT online at www.wapt.golf, on Facebook, Twitter, and Instagram.  

Media Contact

Marissa McCardell, Communications Director, ANNIKA WAPT marissa@kgsportsco.com 559-862-6850 cell

Watch video: Support Local Charities When You Get a New Subaru During the 2024 Subaru Share the Love® Event

Subaru and our retailers are committed to sharing the love with our communities during the 2024 Subaru Share the Love® Event. For every new vehicle purchased or leased, Subaru and our retailers donate to local charities across the country. Through the Subaru Share the Love Event, Subaru and our retailers are proud to have supported nearly 2,300 hometown charities, and by the end of this year, we will have donated nearly $320 million to charity. Learn more about the charities Subaru and our retailers support during the Subaru Share the Love Event at subaru.com/share.

The circularity of products is playing an increasingly important role in the economy. The chemical company Chemours has also taken this into account in EVOLVE 2030 2.0: In the further developed methodology for the sustainability assessment of products, the circularity of materials and packaging is now a defined and central factor.

Chemours’ chemistry is essential for our everyday lives, be it in the refrigeration needed to preserve food and medicine, or in the critical components in our electronics and vehicles. This chemistry is also key to the emerging green technologies for artificial intelligence, clean hydrogen, and electric vehicles, which makes it all the more important to develop these chemistries responsibly and sustainably. The company has therefore set itself the target that, by 2030, 50 percent or more of its revenue will come from offerings that make a specific contribution to the UN Sustainable Development Goals (SDGs).

To achieve this goal, Chemours developed the EVOLVE 2030 methodology in 2019. The strategic approach evaluates the sustainability of Chemours products in relation to their specific use (Product Application Combination – PAC for short). The methodology used is based on the Portfolio Sustainability Assessment (PSA) of the World Business Council for Sustainable Development (WBCSD).

How does EVOLVE 2030 work?

In the first step, Chemours analyzes and evaluates the impact of the PAC on the environment and society (“imprint” of the PAC). To do this, the company analyzes various attributes such as the Greenhouse Gas (GHG) Emissions Intensity, and Human Health Risk. For each of these attributes, the PAC receives a score from minus two to plus two according to well-defined scoring rubrics. In the next step, the company evaluates the contribution of a PAC to the 169 SDG Targets (SDG contribution scoring). As making contributions to the UN SDGs is an important part of Chemours’ sustainability strategy, this dimension represents an essential signal category in EVOLVE 2030.

After assessing a PAC’s imprint and SDG contributions, it is assigned to one of four quadrants in a 2×2 matrix according to the outcome of the evaluation. This gives the company an overview of the sustainability performance of its product portfolio and identifies opportunities to further evaluate and improve. “Chemours is driven by our strong commitment to sustainability. Our EVOLVE 2030 methodology enhances our ability to align our business processes with this commitment, allowing us to better quantify the societal and environmental impacts of our products and guide our decisions accordingly,” says Dr. Amber Wellman, Chief Sustainability Officer at Chemours.

Evolving EVOLVE 2030

With the initial assessment of its portfolio nearly completed, 2024 was the perfect time for Chemours to improve the methodology and exemplify its culture of continuous improvement. Version 2 of EVOLVE 2030 incorporated experiences gained, including lessons from a study designed to find ways to increase reproducibility. “Reproducibility is critical to ensure the quality and integrity of our methodology. It gives us confidence that our results are accurate and trustworthy,” explains Kathy O’Keefe, Senior Director Product Sustainability.

In addition, Chemours had EVOLVE 2030 audited by an external global assurance provider. To provide full transparency, the auditor was given unrestricted access to the data systems where data, analyses, uncertainty scores, logic, conclusions, and evidence are stored, as well as the people involved. “We chose this approach to maximize the benefits of the effort and to learn from the auditor’s observations and comments,” says Kathy O’Keefe. The audit showed the strengths of the methodology and highlighted areas for improvement. Based on these experiences, Chemours further enhanced the methodology.

“Our EVOLVE 2030 methodology enhances our ability to align our business processes with sustainability.”

Dr. Amber Wellman, Chief Sustainability Officer

Circularity as new attributes for evaluation

Two new and important evaluation criteria included in the methodology are the material circularity of products and product packaging. The first version of EVOLVE 2030 already considered circularity as part of the SDG contribution scoring, for example reducing resource consumption and waste generation are captured in SDG Targets 12.2 and 12.5 scores. In the further developed metho- dology, material circularity is much more specifically evaluated in new attributes for calculating the imprint of PACs, to increase its importance in the method. Chemours used various approaches to develop its working definition of circularity. These include the Ellen McArthur Foundation’s three principles of circular economy and butterfly diagram, the “reduce – reuse – recycle” approach of the US Environmental Protection Agency (EPA), and the nine “Rs” of the circular economy of the European Commission. Common to all three is the concept of a waste hierarchy that considers the environmental costs of those options. Using the US EPA’s phrase, solutions to “reduce” are usually better than those that enable “reuse” which are better than “recycle”. Based on these concepts, Chemours’ working definition is: “Circularity aims to minimize resources consumption and waste generation by keeping products and materials in use at their highest value for as long as possible.”

Calculation of product material circularity

Determining how circularity could be calculated and evaluated as an attribute of a PAC in the context of EVOLVE 2030 2.0 was not a simple or straightforward exercise. Chemours evaluated many ideas and approaches and found their answer in the WBCSD’s Circular Transition Indicators. This approach combines several parameters to create a single central indicator for calculating product material circularity. Both the inflow and outflow of a material are considered. The aim is to check how much circular inflow (e.g., renewable or recycled material) and how much circular outflow (potential and actual recovery) there is for a product. The outflow is calculated by multiplying the recovery potential by the actual recovery rate. To calculate the product material circularity of a PAC, the inflow and the previously calculated outflow are added together, and this value is then divided by two. All values are given as percentages.

Using this result as an indicator, the circularity of products – specifically the imprint of the PAC – can be evaluated in the next step. To do this, Chemours compares the calculated value with the Circularity Metric of the Circularity Gap Report – an independent and, above all, dynamic figure that is also cited by others, like WBCSD. Depending on whether the value of product material circularity is above or below that of the global economy (in 2023, this was 7.2 percent), the PAC receives a score between minus two and two for this attribute, depending on other considerations, such as the PAC’s impact on the entire system. “Looking too narrowly will likely lead to less than optimal and sometimes unintended outcomes,” says Andrew Liu, explaining the approach. Ultimately, the best option is to keep the value of a material in the cycle for as long as possible: “Recycling is not always the better option, as it often generates emission and waste and consumes resources, including energy; this is reflected in the waste hierarchies of many organizations.”

From theory to practice

A test phase followed in order to find out whether the equation and criteria produce realistic results and the method can be implemented. For example, the effects of upcycling and downcycling on the evaluation of a PAC were investigated. Chemours also used a sensitivity analysis to check how the methodology reacts to changes: do the output results respond appropriately and proportionally to different input data in a way that rewards investments to advance circularity while leaving enough room to entice further improvements?

Chemours made these initial test calculations by applying the methodology using hypothetical scenarios based on a range of relevant products and applications. Although these were not real figures, they were realistic and possible business cases. The company then moved on to a pilot project and tested the methodology with five real PACs from three different business units.

“We are proud to see the continued positive impact of EVOLVE 2030 on our existing portfolio and development pipeline.”

Kathy O’Keefe, Senior Director Product Sustainability

Reassessment according to EVOLVE 2030 2.0

EVOLVE 2030 2.0 was rolled out in summer 2024, ahead of portfolio reevaluation using updated methodology and data. Because the quality of analyses depends on the quality of input data, a point of focus will be increasing data accuracy and reducing uncertainty. Data quality is therefore evaluated, tracked, and improvements prioritized. “In this way, we make progress with the best data available while understanding the reliability of our conclusions,” explains Ashley Pelura, PAC evaluations manager.

Gathering data for evaluating material circularity of PACs will present added challenges, especially those not directly controlled or accessible by Chemours. Help from colleagues in Procurement, Sales, Marketing, and Technical Service will be needed. If no direct evidence is available, data from market reports, reports from governments or Intergovernmental organizations, peer-reviewed journal articles, and other qualified sources will be used.

“We are proud to see the continued positive impact of EVOLVE 2030 on our existing portfolio and development pipeline. We are confident that embedding EVOLVE 2030 2.0 into our business and technology processes will not only help us achieve our 2030 Sustainability Goal but will inform decisions and transform our business to deliver a more resilient and sustainable portfolio for years to come,” says Kathy O’Keefe.

This article originally appeared in the 2024 Global Goals Yearbook.

VS&Co has been a long-time partner of the Pacific Links Foundation (PAL), an organization that seeks to prevent trafficking by empowering Vietnam’s most vulnerable populations with economic opportunities by investing in and educating at-risk youth and helping survivors to build new lives.

We know the supply chain work we do also affects the communities where we operate. As a result, we are committed to advancing human rights by:

• Mitigating the risk of gender-based violence and harassment through training and monitoring in our supply chain.

• Identifying and engaging with local community partners working to address the prevalence of gender-based violence and harassment.

• Continuing to support organizations battling human trafficking, like Pacific Links.

VS&Co has worked with PAL for 17 years funding 3,100+ scholarships, 1,500+ career orientation summer camps and 600 bicycles for girls to commute to school in Vietnam, where paying for education in rural areas is a challenge for most families and often leads to a life of poverty.

We are sharing an inspirational story about Kim Nho Nguyen, a student and grateful recipient of a PAL/VS&Co scholarship. Her story is one of perseverance and courage as her life was completely transformed by an education. Go to page 9 of our Women’s Impact Report to read a letter from Kim about her challenges, journey and landing somewhere she never imagined. Go here to learn more about how the Pacific Links Foundation is changing lives.