Tag: 3BL

Authored by Baker Tilly’s Michelle Isenhouer Hanlin and Jack Prill

The Clean Communities Investment Accelerator (CCIA) program, one of three financing programs under the Greenhouse Gas Reduction Fund, seeks to increase the clean energy financing capacity of community lenders working in low-income and disadvantaged communities to deploy clean energy projects.

What is zero-emissions transportation?

The CCIA Zero-Emissions Transportation initiative supports projects, activities, and technologies that deploy zero-emissions transportation modes or supporting infrastructure in disadvantaged communities. Zero-emissions transportation refers to eliminating or offsetting emissions from all modes of transportation so that the total carbon emissions equal the amount removed from the atmosphere. Investments in zero-emissions transportation modes listed in the U.S. National Blueprint for Transportation Decarbonization may be eligible for low-cost capital and technical assistance.

What projects qualify?

All qualifying projects must meet the criteria listed below and must be in a low-income and disadvantaged community.

The project must reduce or avoid greenhouse gas (GHG) emissions or other air pollutants. The project, activity, or technology may reduce or avoid such emissions through its own performance or by assisting communities in their efforts to deploy projects, activities or technologies that reduce or avoid such emissions.The project must deliver additional benefits to communities within clean transportation such as job creation.The project must not have otherwise been financed, mobilize private capital and support commercial technologies.

Example project types

A variety of projects can qualify. Example project types include:

Zero-emissions light-duty vehiclesBattery electric vehicles (EVs) (not including plug-in hybrids or hybrid EVs)Fuel cell EVsZero-emissions medium and heavy-duty trucks and busesFleet electrification projectsElectric vehicle chargersZero-emissions fueling stationsChargers and/or other infrastructure to support zero-emissions micromobility options (e.g., electric bikes and scooters)Chargers and/or other infrastructure to support zero-emissions light-duty vehicles for individuals and families or medium and heavy-duty vehicles for businesses and/or farmCharging and/or refueling depots for zero-emissions school buses, trucks or public transportation vehiclesEnabling infrastructure for zero-emissions transportation to improve walkability or bikeabilitySmall-scale infrastructure to improve walkability and bikeability

What is a low-income and disadvantaged community?

Low-income and disadvantaged communities are defined as:

Located in a census tract identified as disadvantaged by the CEJST mapping tool or EJ screen mapping tool,Geographically dispersed low-income households with incomes below 80% of the area median income (AMI) or 200% of federal poverty level, orProperties providing affordable housing (either federal affordable housing properties or buildings serving a majority of households with income less than 80% AMI).

Start here

Achieving zero-emissions transportation in disadvantaged communities is a crucial step towards a sustainable future. By leveraging CCIA funding for Zero-Emissions Transportation projects, you can access the necessary resources and support to make impactful changes.

Contact a Baker Tilly specialist today to discover how your project can qualify for low-cost capital and technical assistance.

Baker Hughes to deliver integrated gas recovery and hydrogen sulfide (H2S) removal systemSolution expected to recover flare gas equivalent up to 7 million Nm3 of methane per year, and further reduce CO2 emissions by up to 11,000 tons per yearRecovered flare gas will be used as fuel within the refinery, improving efficiency and reducing consumption and operating costsContract signed at COP29 in Baku, Azerbaijan

BAKU, Azerbaijan, November 22, 2024 /3BL/ – Baker Hughes (NASDAQ: BKR), an energy technology company, and SOCAR announced the signing of a contract for an integrated gas recovery and hydrogen sulfide (H2S) removal system that will significantly reduce downstream flaring at SOCAR’s Heydar Aliyev Oil Refinery in Baku, Azerbaijan. The contract was signed at COP29 in Baku, in the presence of Baker Hughes Chairman and CEO Lorenzo Simonelli and SOCAR President Rovshan Najaf.

Building on the pledges formalized by Azerbaijan’s entry into the Global Methane Pledge and the COP28 presidency’s Oil & Gas Decarbonization Charter (OGDC), the project is a tangible step toward ending routine flaring by 2030 at SOCAR’s site, using innovative applications of Baker Hughes’ existing and field-proven emissions abatement technologies. The project is expected to recover flare gas equivalent up to 7 million Nm3 of methane per year, and further reduce CO2 emissions by up to 11,000 tons per year.

Baker Hughes will integrate its innovative gas recovery and H2S removal system into the refinery’s existing infrastructure to help abate methane and sulfur – two of the most potent greenhouse gas emissions – and remove hazardous H2S from the site. The system will also enable SOCAR to use the recovered gas, which would have previously been flared, as fuel for the refinery. This will reduce overall fuel gas consumption and operating costs at the refinery, creating new opportunities for value enhancement and efficiency gains.

“We must reduce emissions by 45% this decade to put us on the right path to reach net zero by 2050. The industry has an imperative to act now, and we can do it with existing technology solutions that can be deployed today,” said Baker Hughes Chairman and CEO Lorenzo Simonelli. “This award is a testament to our companies’ shared commitment to act on emissions abatement and represents another significant milestone in Baker Hughes’ journey to help customers drive more sustainable and efficient operations.”

“Our collaboration with Baker Hughes reflects SOCAR’s commitment to advancing sustainable operations and reducing emissions across our sites,” said Rovshan Najaf, president of SOCAR. “By launching this project, we are making a tangible impact on emissions abatement and setting a benchmark for environmental responsibility. This initiative aligns with our vision for a cleaner, more efficient energy future, supporting our commitment to climate goals.”

The project’s rapid progression from concept to contract in only nine months demonstrates the two companies’ commitment to driving action and highlights the value achieved through close collaboration and early engagement. Project execution will begin immediately, with full commissioning targeted within 24 months.

This integrated gas recovery and H2S removal system is part of Baker Hughes’ broad portfolio of emissions abatement solutions capable of improving productivity, efficiency and delivering increased value at scale across customer operations.

About Baker Hughes 
Baker Hughes (NASDAQ: BKR) is an energy technology company that provides solutions to energy and industrial customers worldwide. Built on a century of experience and conducting business in over 120 countries, our innovative technologies and services are taking energy forward – making it safer, cleaner and more efficient for people and the planet. Visit us at bakerhughes.com.

About SOCAR 
SOCAR, a global energy company headquartered in Azerbaijan, specializes in the extraction, processing, and distribution of energy resources. As the largest integrated energy enterprise in the South Caucasus region, the company has a significant presence worldwide, underscoring its importance in various international markets.

For more information, please contact:

Baker Hughes Media Relations 
Chiara Toniato 
+39 3463823419 
chiara.toniato@bakerhughes.com 

Baker Hughes Investor Relations 
Chase Mulvehill 
+1 346-297-2564 
investor.relations@bakerhughes.com

SOCAR Media Relations 
Laman HAJIZADA 
+994 508417674 
laman.hajizada@socardownstream.az

In this episode of ESG Talk, Mandi McReynolds welcomes Kristen Siemen, former chief sustainability officer at General Motors to the show. Listen in as they discuss how one of the world’s largest automakers is integrating electrification, sustainability, and innovation into its culture.

This episode was recorded prior to Siemen’s departure from GM.

Listen Now

Looking for more? Subscribe to the ESG Talk podcast on Apple, Spotify, and YouTube.

ESG Talk is brought to you by Workiva, the world’s only unified platform for financial reporting, ESG, audit, and risk. Learn more at workiva.com.

Cummins

Engaging 18 premier B-schools, the competition explores how digital innovation can advance sustainability to reshape traditional business modelsAims to equip students with skills in strategic thinking, sustainability, and practical implementation of technological solutions in business context

PUNE, India /3BL/ – Cummins India Limited (“Cummins India”), one of the leading power solutions technology providers, has launched ‘REDEFINE 2024’, its annual business school (B-school) case study competition. This competition challenges aspiring business leaders to use their strategic, innovative, and analytical skills to address real-world business challenges.

Themed “How Digital Solutions Enable Sustainability in Traditional Businesses?”, this year’s competition encourages participants to leverage digitalization to advance sustainability within traditional sectors. It focuses on how digital solutions can strengthen Environmental Social and Governance (ESG) reporting, identify opportunities for the reduction of Scope 1, 2, and 3 emissions, and improve operational efficiency.

Sharing her views on the competition’s commencement, Anupama Kaul, Human Resources Leader, Cummins India, said, “At Cummins India, we are committed to inspiring and nurturing future leaders to navigate and shape the evolving business landscape. Since its inception, our case study competition has been integral to this goal. As the growing adoption of sustainability and technology reshape our world, it is crucial to harness technology to create a more sustainable environment. REDEFINE 2024 offers an exceptional platform for students to demonstrate how digitalization can drive meaningful change.” 

Subramanian Chidambaran, Director – Corporate Strategy, Cummins India, added, “Through REDEFINE, we aim to empower students to think beyond conventional approaches, encouraging them to explore how technology can transform traditional industries and create a more sustainable future. Innovation thrives on diverse perspectives and collaborative effort. By engaging with tomorrow’s leaders, we aim to gain fresh insights and drive innovative solutions, reflecting Cummins India’s’ commitment to progress and excellence in our industry.”

The competition is open to first and second-year students enrolled in two-year flagship PGP/PGDM/PGDBM/MBA programs from 18 partner B-schools in India. It will culminate in a two-day grand finale at the Cummins India Office Campus in Pune, Maharashtra, on November 14-15, 2024. The winning team will receive a cash prize and an exclusive invitation to join Cummins India’s mentorship program, designed to nurture the next generation of business leaders. In addition to the case study, participants will also engage with Cummins India leadership through multiple interactive sessions.

Last year, REDEFINE attracted a staggering 3,752 students across 938 teams representing 18 of the country’s premier B-schools.

Participating partner B-schools for REDEFINE 2024 are:

Indian Institute of Management, IndoreIndian Institute of Management, KozhikodeIndian Institute of Management, LucknowIndian Institute of Management, MumbaiIndian Institute of Management, RanchiIndian Institute of Management, ShillongIndian Institute of Management, TiruchirappalliIndian Institute of Management, UdaipurIndian Institute of Technology, DelhiIndian School of Business, HyderabadKJ Somaiya Institute of Management, MumbaiManagement Development Institute, GurgaonNarsee Monjee Institute of Management Studies, MumbaiSP Jain Institute of Management and Research, MumbaiSymbiosis Centre for Management and Human Resource Development, PuneSymbiosis Institute of Business Management, PuneXavier Institute of Management, BhubaneshwarXavier School of Management (XLRI), Jamshedpur

Follow Cummins India on LinkedIn, Facebook, Instagram, and YouTube for latest updates and insights.

About Cummins India Limited

Established in 1962 and headquartered in Pune, Cummins India Limited (NSE: CUMMINSIND | BSE: 500480) is one of the leading power solutions providers in the country. As the oldest and the largest entity for Cummins in India, the company is involved in the power generation, aftermarket, and export businesses. The company has a strong manufacturing backbone and boasts six state-of-the-art manufacturing plants, assembly, and distribution facilities. With over 480 customer touchpoints, the company is committed to powering the success of its customers and ensuring that its services and solutions are readily accessible. The company has over 3,000 employees who contribute their expertise and commitment to ensuring Cummins India delivers on its mission of “making people’s lives better by powering a more prosperous world”.

In our latest Board series, Lena Staafgard, Chief Operating Officer, Better Cotton, and long-time Cascale board member, shares her vision for driving global system transformation through cotton and discusses the challenges, lessons, and opportunities in creating real, lasting change. From fostering multi-stakeholder collaboration to scaling sustainable practices, Staafgard offers valuable insights on the need for greater connectivity between Cascale members and fibers like cotton.

Read her full blog post, titled, Lena Staafgard on System Transformation through Cotton Sustainability.

In our latest Board series, Lena Staafgard, Chief Operating Officer, Better Cotton, and long-time Cascale board member, shares her vision for driving global system transformation through cotton and discusses the challenges, lessons, and opportunities in creating real, lasting change. From fostering multi-stakeholder collaboration to scaling sustainable practices, Staafgard offers valuable insights on the need for greater connectivity between Cascale members and fibers like cotton.

Read her full blog post, titled, Lena Staafgard on System Transformation through Cotton Sustainability.

In our latest Board series, Lena Staafgard, Chief Operating Officer, Better Cotton, and long-time Cascale board member, shares her vision for driving global system transformation through cotton and discusses the challenges, lessons, and opportunities in creating real, lasting change. From fostering multi-stakeholder collaboration to scaling sustainable practices, Staafgard offers valuable insights on the need for greater connectivity between Cascale members and fibers like cotton.

Read her full blog post, titled, Lena Staafgard on System Transformation through Cotton Sustainability.

By Ken Washington, Chief Technology and Innovation Officer, and Raman Venkatesh, Chief Sustainability Officer, Medtronic 

When you think about healthcare technology, you may imagine the pacemaker assisting your dad’s ailing heart, the sutures your child received after a bike accident, or the pulse oximeter placed on your finger during your annual physical exam. You probably don’t think about the energy or resources required to manufacture those products, nor the resulting emissions and waste.

Most discussions about healthcare are, understandably and rightfully, centered on its ability to restore health and save lives; rarely do we talk about its environmental impact. Yet, the healthcare sector is responsible for approximately 4.6% of global greenhouse gas emissions—the equivalent of 514 coal-fired power plants annually, with medical devices and technology among the drivers. And in the U.S., healthcare is the second largest contributor to landfill waste.

It’s time to get real about the reality that human health is linked to the health of the planet. We can’t be committed to one without also being committed to the other.

The same force that revolutionizes patient care holds the key to creating a more sustainable industry: innovation. Both of us have seen how approaching innovation, with a deliberate focus on sustainability, is better for people, the planet, and profits. Consider the automotive industry where many innovations have made electric vehicles more enjoyable to own and drive, while also providing a cleaner transportation solution. And healthcare, where virtual visits that arose as a necessity during the pandemic, are showing a positive impact on the environment, while also making care more convenient and accessible.

So, how else can health tech make health better for you and the planet? Here are three not-so-simple ways:

Recognize good things take time

We know developing new healthcare technology requires patience and a substantial initial investment before we see long-term success. We need to apply this same mindset to sustainable technology.

Some companies stick with existing solutions because new sustainable technologies are expensive or aren’t ready for wide-scale adoption. That’s why pilot projects are crucial stepping stones to broader implementation by giving sustainable technology the time it needs to mature and prove its effectiveness. Successful pilot projects often inspire a scalable roadmap for long-term cost efficiency.

At the same time, we need to balance short-term financial pressures with long-term environmental goals. That means adopting a future-oriented view, recognizing today’s technology will only get better and become more accessible and affordable over time.

For example, innovations in solar panels over the past decade have made them significantly more cost-effective as a sustainable energy source. This has allowed Medtronic to install 22 solar arrays across 16 locations, generating more than 35 MWs of power—enough to power more than 22,000 homes. And we recently signed a virtual power purchase agreement which adds renewable energy at a scale equivalent to nearly all our U.S. energy needs.

Companies that make these strategic investments today, with the same patience and investment they apply to product development, are setting themselves up for greater growth and profits down the line.

Reimagine products and packaging

Sustainable product and packaging design are some of our industry’s most complex challenges due to strict regulatory requirements that restrict circular design solutions.

Companies can begin reducing resource use and waste with takeback programs, recycling product components and transitioning to digital instructions for use. But the goal isn’t just to reduce waste—it’s to create products that maintain the highest standards of patient care while contributing to a circular economy.

To do that, we need to design products and packaging with their end-of-life journey in mind, whether that’s reprocessing, recycling, or biodegradation. It’s important to remember there are many ways to reach sustainability goals and although reprocessing is becoming more common practice, sometimes single use devices can be the right option, especially if reprocessing increases risk to patient safety.

It is the conscious actions at the beginning that count a lot—for example, designing for sustainability before the first prototype is even developed. Industry leaders are dedicating R&D teams to spot opportunities for circular solutions within products’ lifecycles, like the Sustainability Development Center at Medtronic. (Learn more in our latest Impact Report.)

Recruit partners 

No one can solve our industry’s environmental challenges alone. It requires collaboration across the healthcare ecosystem.

This starts with our supply chains, given that Scope 3 emissions typically account for over 90% of a healthcare technology company’s carbon footprint, including at Medtronic. Engaging suppliers, logistic partners, employees and customers will not only help address emissions, but it will also build resilience against future risks that threaten supply chain stability.

We also need to think beyond our own value chain and look to others in the industry, academia, civil society, and government to develop breakthrough solutions and new enabling policies and incentive frameworks. For example, the Dutch government’s ESCH-R: Creating Circular Hospitals Together program is helping address critical circularity gaps in healthcare with sponsorship from industry partners (including Medtronic). Collaborative approaches like this are key to building the infrastructure, developing the technologies, and creating the standards needed for a collective impact.

The transformation to sustainable healthcare won’t happen overnight, but momentum is building, and it will grow because it is good for business and good for the planet. Together, we can create a healthcare technology industry that heals not only people but also the planet we all share.

After all, the healthiest future is one where innovation and sustainability are inseparable.

Case IH, a CNH brand, officially presented the new “Axial-Flow” 160 Series of combines, produced at the Ferreyra plant, Córdoba.

Designed to increase productivity, comfort and ease of use, the machines have the ability to obtain a high-quality grain, with a consistent and efficient harvest for all levels of operators, achieving maximum profitability and higher yield.

The 5160, 6160 and 7160 combines received the biggest upgrade to the Case IH combine range. Under the concept of harvest automation, the Artificial Intelligence system of the “Axial-Flow” Series 250 is now available in the Series 160.

With this technology and, depending on the needs of the producer or the particularities of the fields to be worked, automation processes can be divided into four harvesting strategies: grain quality, maximum yield, fixed yield or balanced yield. This is possible thanks to 12 sensors that collect the data from the industrial system and then self-regulate, finding the exact working point for each situation and automatically controlling 90% of the operations with up to 1,800 daily interventions on the machine during the harvesting operation.

The Axial-Flow 160 Series combines can achieve a 10% increase in operational efficiency, as well as save up to 11% on fuel, making it more sustainable. This is possible thanks to automation, which optimises the use of engine load, and the new electronic transmission system, which makes changing the machine’s gears more efficient, allowing the operator to reach all harvesting speeds without the need for manual gear changes.

Originally published in FairPlanet.

During my five years on the front lines of humanitarian assistance in Lebanon, I have witnessed the country grapple with near-constant stress – hunger, poverty, economic downturn and disease have repeatedly brought the region to its knees. Lebanon is barely back on its feet before being knocked down again.

But previous crises pale compared to the scale of violence in the last few weeks. We are enduring the most intense and deadliest exchange of fire since the 2006 armed conflict between Israel and Hezbollah. Lebanon’s 558 casualties on 23 September alone represent half the total number of deaths experienced in the entire 2006 conflict.

Action Against Hunger and the other humanitarian organizations that remain in the country continue to provide on-the-ground support while struggling to keep up with the increasing level of need.

Read more in FairPlanet. 

About Action Against Hunger

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.