Tag: 3BL

Key Points

The Muscogee (Creek) Nation in Oklahoma has enhanced its emergency response capabilities with the purchase of a new mobile, drone command center.The purchase was made possible through a $95,000 community investment grant facilitated by Marathon Petroleum’s midstream segment, MPLX.The command center allows for operating as many as five drones simultaneously to reinforce search and rescue, disaster response and law enforcement operations.

The recent recovery of a missing five-year-old boy is an example of how the Muscogee (Creek) Nation in Oklahoma is benefiting from expanding the technology available to its emergency responders. A new mobile, drone command center has strengthened their capabilities to coordinate search and rescue, disaster response and law enforcement operations.

“The command center is a trailer for operating up to five drones concurrently with workstation screens that allow real-time data transmission from each drone, providing location and operational data,” Muscogee Nation Emergency Management Director Bobby Howard said. “This provides quicker response times, the ability to cover large areas, and has bridged communication gaps during events.”

The Muscogee Nation’s Office of Emergency Management purchased the command center to help operate existing drone fleets through a $95,000 community investment grant facilitated by Marathon Petroleum’s midstream segment, MPLX. The funding came after tornadoes this past spring caused loss of life on the Muscogee Nation, focusing attention on enhancing response capacity.

“It’s very gratifying to provide technology through this new grant that could help make all the difference in critical moments.”

“The Nation was previously limited to operating off the controllers for each of our drones, meaning there was only a four to eight-inch screen to see the video feeds,” said Howard. “Now, the drones of the Office of Emergency Management and our Lighthorse Police Department are all integrated into the command center.”

MPLX’s Gathering and Processing (G&P) component operates extensive natural gas gathering and compression networks within the boundaries of the Muscogee Nation. The grant for the drone command center adds to G&P’s ongoing community investment in the area that has involved workforce development initiatives.

“Given the location of our assets, we consider ourselves corporate neighbors and partners with the Muscogee Nation,” said G&P Operations Senior Manager Ian Leybas. “It’s very gratifying to provide technology through this new grant that could help make all the difference in critical moments.”

Key Points

The Muscogee (Creek) Nation in Oklahoma has enhanced its emergency response capabilities with the purchase of a new mobile, drone command center.The purchase was made possible through a $95,000 community investment grant facilitated by Marathon Petroleum’s midstream segment, MPLX.The command center allows for operating as many as five drones simultaneously to reinforce search and rescue, disaster response and law enforcement operations.

The recent recovery of a missing five-year-old boy is an example of how the Muscogee (Creek) Nation in Oklahoma is benefiting from expanding the technology available to its emergency responders. A new mobile, drone command center has strengthened their capabilities to coordinate search and rescue, disaster response and law enforcement operations.

“The command center is a trailer for operating up to five drones concurrently with workstation screens that allow real-time data transmission from each drone, providing location and operational data,” Muscogee Nation Emergency Management Director Bobby Howard said. “This provides quicker response times, the ability to cover large areas, and has bridged communication gaps during events.”

The Muscogee Nation’s Office of Emergency Management purchased the command center to help operate existing drone fleets through a $95,000 community investment grant facilitated by Marathon Petroleum’s midstream segment, MPLX. The funding came after tornadoes this past spring caused loss of life on the Muscogee Nation, focusing attention on enhancing response capacity.

“It’s very gratifying to provide technology through this new grant that could help make all the difference in critical moments.”

“The Nation was previously limited to operating off the controllers for each of our drones, meaning there was only a four to eight-inch screen to see the video feeds,” said Howard. “Now, the drones of the Office of Emergency Management and our Lighthorse Police Department are all integrated into the command center.”

MPLX’s Gathering and Processing (G&P) component operates extensive natural gas gathering and compression networks within the boundaries of the Muscogee Nation. The grant for the drone command center adds to G&P’s ongoing community investment in the area that has involved workforce development initiatives.

“Given the location of our assets, we consider ourselves corporate neighbors and partners with the Muscogee Nation,” said G&P Operations Senior Manager Ian Leybas. “It’s very gratifying to provide technology through this new grant that could help make all the difference in critical moments.”

Action Against Hunger, a global leader in the fight to end hunger, is honored to accept three w3 awards, which recognize creative excellence on the web, in the non-profit category.

Action Against Hunger was recognized with a Gold in the category “General Video: Non-Profit” for the video “Be Part of the Story: Let’s End Hunger for Everyone, For Good.” The organization also won a Gold in the category “General Video: Non-Profit” and a Silver in the category “General Video: Cause Awareness” for the video “How Conflict Disrupts Communities and Drives Humanitarian Crises.”

The first video, “Be Part of the Story: Let’s End Hunger for Everyone, For Good,” highlights how hunger is predictable, preventable, and treatable. Action Against Hunger believes in collaboration not exploitation; long-term solutions, not temporary fixes; and working hand-in-hand with communities to solve hunger. The organization aims to empower people by providing the resources they need to end hunger for good.

The second video, “How Conflict Disrupts Communities and Drives Humanitarian Crises,” shows how the world is facing the biggest refugee crisis in recent history. Around 120 million people have been forcibly displaced worldwide. Action Against Hunger notes that more forced displacement equals more hunger — the two are closely linked. In the video, all photos were captured by Ismail Taxta. It was illustrated by Tayo Fatunla, animated by Adam Zygadlo, voiced by Fardosa Hussein and directed by Toby Madden.

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.

Action Against Hunger, a global leader in the fight to end hunger, is honored to accept three w3 awards, which recognize creative excellence on the web, in the non-profit category.

Action Against Hunger was recognized with a Gold in the category “General Video: Non-Profit” for the video “Be Part of the Story: Let’s End Hunger for Everyone, For Good.” The organization also won a Gold in the category “General Video: Non-Profit” and a Silver in the category “General Video: Cause Awareness” for the video “How Conflict Disrupts Communities and Drives Humanitarian Crises.”

The first video, “Be Part of the Story: Let’s End Hunger for Everyone, For Good,” highlights how hunger is predictable, preventable, and treatable. Action Against Hunger believes in collaboration not exploitation; long-term solutions, not temporary fixes; and working hand-in-hand with communities to solve hunger. The organization aims to empower people by providing the resources they need to end hunger for good.

The second video, “How Conflict Disrupts Communities and Drives Humanitarian Crises,” shows how the world is facing the biggest refugee crisis in recent history. Around 120 million people have been forcibly displaced worldwide. Action Against Hunger notes that more forced displacement equals more hunger — the two are closely linked. In the video, all photos were captured by Ismail Taxta. It was illustrated by Tayo Fatunla, animated by Adam Zygadlo, voiced by Fardosa Hussein and directed by Toby Madden.

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.

Yum! Brands

Yum! Brands is the parent company of KFC, Taco Bell, Pizza Hut and Habit Burger & Grill, so it knows how to craft craveable food and memorable customer experiences. Today, the world’s largest restaurant company is also training young people for their career journeys in the communities Yum! serves, whether that’s with Yum! or another company. From resume writing to interview prep, Yum! wants them to hear two magic words: “You’re hired.”

With its franchisees, Yum! and its brands employs over 1 million people, many of them young and for whom a job at KFC, Taco Bell, Pizza Hut and Habit Burger & Grill is their first. Studies show that a first job can open a variety of career pathways and even create a ripple effect across an entire community, improving lives of family members and others who receive the benefits of a consistent salary.

Throughout its 27-year history, Yum! has recognized the importance of the first job and supported career readiness programs. In 2020, Yum! announced a $100 million investment called the Unlocking Opportunity Initiative (UOI), which was organized globally but implemented locally by partnering with organizations in many of the 155-plus countries and territories in which the company operates. Career readiness was one of the ways Yum! committed to giving back through UOI.

“Yum! is known for taking care of its people, both in front of and behind the restaurant counter,” said Yum! Impact & Communications Manager Kat Abner. “We believe everyone, especially youth, deserve to work at a job they love and that helps them achieve their future career goals. UOI has served as a catalyst to build a community impact movement across our company, and I am encouraged and inspired by it and other Yum!- and brand-sponsored programs that are making a difference for youth around the world.”

Here’s how Yum! is preparing tomorrow’s workforce worldwide.

The United States of Next

A first job can open many doors, and for those working in the U.S. restaurant industry, that could be restaurant ownership. According to the National Restaurant Association, eight out of 10 restaurant owners started their careers in a restaurant entry-level position, and for a handful of California students, they’re taking steps toward that career path with a little help from Habit Burger & Grill.

This year, they spent two months developing a restaurant concept, complete with a business plan that included a budget, restaurant design and marketing plans, and then pitched their concept to industry professionals at the California Restaurant Association’s ProStart Student Invitational. For the past three years, the Habit Burger & Grill has sponsored teams, and in 2024, the team from the Orange County School of the Arts took home the top prize with their concept called Teddy’s.

“The creativity, talent, and dedication these young chefs bring to the table is seriously inspiring,” said Jason Triail, director of Culinary Innovation at Habit Burger & Grill. “I can’t wait to swing by Teddy’s for a bite someday!”

Yum! Brands is also preparing young people for careers in Kentucky through a program called Cardinal Bridge Academy (CBA), which prepares high school students in the company’s hometown of Louisville for their next step. According to the U.S. Department of Education, individuals with a bachelor’s degree earn 84% more in salaries than those with only a high school diploma, so CBA equips participants with skills like resume writing, interview preparation and more to ensure that doors are opened for them.

CBA participant Corey Garner, who was mentored by Yum! Brands and KFC employees, said in a University of Louisville article, “I learned that employers are looking for hardworking and dedicated people to help their businesses. Having this type of information is going to help me find success with my future employers.”

In South Africa, It’s Pronounced Lead-HER-ship

In 2021, Pizza Hut South Africa partnered with YES4Youth, a not-for-profit organization, to launch LeadHERship, to provide women, ages 18 to 24, with an employment pathway.

“Why women, and young women in particular? This particular segment of our society has been facing a cycle of inequality that we desperately want to break,” said Social Purpose Lead for LeadHERship Marlene Von Berg. “They make up 70% of our country’s unemployed youth.”

That 70% statistic stems from several factors. Some South African women face barriers to pursue a secondary education, experience high transportation costs that prohibit them from attending job interviews, live in communities that lack enough jobs to support their growing populations and must choose between being the family caregivers and pursuing jobs outside of their homes.

Enter LeadHERship, a 12-month program that trains female participants through online courses and hands-on work experience. LeadHERship pays them to attend classes, so students can support themselves and their families during this time. At the end, graduates leave with a resume, reference letter and certificate of completion, making them twice as likely to land a job.

“When I received my first paycheck, I promised my mom that I will build her a house one day and take my little brother to school. It’s just a matter of time,” said LeadHERship participant Masibulele N.

A Real Euro Vision

Young people are at the heart of KFC – on both sides of the counter – so when the brand discovered that the United Kingdom youth unemployment rate was 12.7%, compared to 4.3% for the nation, it knew it had to act. In 2022, KFC United Kingdom & Ireland (UKI) created the Hatch employability programme in partnership with the nonprofit UK Youth. Their goal: By 2030, have one-third of all new KFC hires be young people who’ve faced barriers to employment. Hatch has since trained over 730 16- to 24-year-olds, who have gone on to pursue successful careers in KFC restaurants and in other industries like media and childcare.

Then, in 2023, KFC UKI launched a new program called the Kentucky Club with Bauer Academy. The inclusive members club welcomes youth from all backgrounds to take part in in-person and online workshops that cover professional development, resume writing, interview skills and more. As Bauer Academy is the training arm of a media company, participants have the opportunity to explore media careers and to sharpen their digital skills.

In France, KFC has collaborated with the École de la 2e Chance (E2C) in a similar endeavor and has helped more than 500 youth gain valuable, on-the-job training in KFC restaurants since the partnership formed in 2022. KFC France is the first quick-service restaurant brand to partner with E2C, and in 2024, KFC France and E2C launched a first-of-its-kind specialized training pathway for youth interested in the restaurant industry. The secret recipe of this partnership’s success? Many of E2C’s youth learning centers are located near KFC restaurants, making hands-on learning and mentorship even easier and more accessible for students.

Will these youth get hired? YEP!

Pizza Hut is helping Sri Lankans find jobs. The nation’s youth, ages 15 to 24, often lack the required experience to land a job, resulting in an unemployment rate of 25%. The brand hopes to change that and has created the Youth Enablement Program (YEP) in partnership with its franchisee, Gamma Pizzakraft Lanka, the Sevalanka Foundation, UOI and United States Agency for International Development.

Participants come from mainly low-income households, so YEP provides transportation and housing stipends. Almost all graduates land jobs thanks to their newly obtained National Vocational Qualification 4 certificate, which prepares them to work in quick-service restaurants in Sri Lanka and other countries.

“At Pizza Hut, we have a strong commitment to inclusivity and have enabled many young individuals with disabilities to find gainful employment and the financial independence they dream of,” said Amar Raj Singh, chairman and CEO of Gamma Pizzakraft in an Ada Derana article.

Now in its third year, the program is estimated to graduate 2,300 students annually.

Career Prep for the Future 

From the United Kingdom to South Africa, Yum! works hard so that young people can, in turn, work hard. These career readiness programs can be life-changing, breaking the inexperience cycle in which a young person is rejected from a job because of a lack of experience. But that person can’t get experience without a job, which is why the company continues to lean into this area, and by the end of 2024, thousands will have participated in a Yum!-sponsored job training program. The company hopes to increase that number next year.

“Our youth participants learn time management, accountability and adaptability, in addition to on-the-job practical skills,” said Abner. “These are necessary skills for their first job and will carry them throughout their careers.”

By Scott McGregor

Standing near the top of the world, I’ve never felt closer to Cisco’s purpose.

The ground feels different here in Utqiaġvik, Alaska – formerly known as Barrow. Located north of the Arctic Circle, Utqiaġvik is the northernmost town in the United States.

From where I stand on the shore of a sea that is frozen for much of the year, I’m getting a sense of the remarkable history of a land that has been home to the Iñupiaq people for thousands of years and the challenges they’ve overcome to sustain their community for millennia.

Today, the residents of Utqiaġvik face a growing challenge– integrating the culture and values of the past with the technological advances and knowledge needed to preserve their culture and thrive in a changing, global economy.

This is what powering an inclusive future for all looks like.

Strong community – significant challenges

I’ve come to Utqiaġvik with a small group representing Cisco’s Social Justice Action Office and our Native American Network Employee Resource Group.

We’re here to explore ways we can partner to break down barriers and create access to education, technology, and opportunity.

The challenges are significant here.

Imagine living in a place so remote it can only be accessed by airplane, where the summer sun doesn’t dip below the horizon for 82 straight days, and after it dips below the horizon for the last time each November, it doesn’t appear again until January.

Imagine living in a place where reliable access to modern conveniences like fresh produce and heating fuel are a challenge. And limited access to broadband makes it difficult to access critical services like education and healthcare as well as maintain a reliable connection to the rest of the world.

The remote location and the harsh conditions aren’t the only barriers. Utqiaġvik is on the front lines of climate change. The rising sea is claiming land at an alarming pace. Barriers now block parts of a road that once encircled the town.

If not now – when?

Walking among the people, it’s clear to me that despite the harsh conditions the Iñupiaq are already thriving. Communities around the world have something to learn from the vibrance of this culture.

We’re not here for a relief effort. We’re not here to write a check. We’re here to do what Cisco does best – connect the unconnected – and reimagine what’s possible through those connections.

To gain true proximity and understand the unique combination of challenges facing this community – discovering new ways to bridge distance and difference to create an inclusive future.

This proximity – and this partnership – is central to how Cisco fulfills its Purpose to power an inclusive future for all. And why we created the Social Justice Actions to explore ways of creating true impact in underserved communities.

The path forward – breaking down barriers to education

At the heart of this remote community is Iḷisaġvik College, one of only 35 accredited tribal colleges in the United States and the only tribal college located in Alaska. The president of the college, Justina Wilhelm, grew up in the community and talks about how the school is “unapologetically Inupiaq” meaning the Inupiaq way of life, based on a rich foundation of a subsistence culture with the land and sea, guided by Inupiaq values is woven into their curriculum and daily interactions.

Iḷisaġvik College has a modern IT infrastructure. But like many underserved educational institutions in the United Sates, there were some gaps, primarily around the college’s cybersecurity readiness.

Resolving those gaps is critical. In 2023, the Federal government created standards requiring all schools receiving federal funding be National Institute of Standards Technology (NIST) cybersecurity compliant. For schools like Iḷisaġvik College, funding these upgrades presents a major challenge and could ultimately determine if they could continue to operate.

Through Cisco’s commitment to social justice, which ensures minority serving institutions across the country remain cybersecurity compliant, Cisco and its ecosystem of partners have engaged Iḷisaġvik College and conducted a NIST assessment to identify technology gaps and then donated the technology and services required to bring them into cybersecurity compliance. Iḷisaġvik College is the second tribal college to benefit from this initiative which positions them to serve their local community as well as students who take their courses globally, well into the future.

The best-in-class cybersecurity solutions implemented at Iḷisaġvik featured the Cisco Meraki MX – a multifunctional all-in-one device that delivers ease of deployment, remote administration, and state-of-the art features. This unique combination of benefits is essential to empowering the new future the college envisions for students, faculty, and the broader community.

Bringing the opportunities here

The partnership between Iḷisaġvik College and Cisco is even deeper than cybersecurity compliance and technology modernization. In addition to supporting the IT infrastructure and connectivity, we will be offering our Cisco Networking Academy coursework, which will allow learners to obtain certifications in cybersecurity and networking that will make them more competitive for jobs, including remote jobs.

This means residents will be able to stay in their community and earn a competitive wage in the cybersecurity and networking fields.

This is a critical aspect of the path forward the community is creating. Opportunities to stay in Utqiaġvik and to continue to be “unapologetically Iñupiaq” while tapping into a vibrant virtual job market made possible through connectivity.

Lessons learned from the top of the world

When I embarked on this trip, I wasn’t expecting it to be one of the most profound experiences of my career.

While I was in one of the most remote places on earth, I found a welcoming community that reminded me how important it is to get proximate to a community to fully understand its needs before providing solutions.

I discovered a new sense of what’s possible by walking alongside people with a history of living at the top of world for thousands of years.

I came away inspired and energized, knowing that Cisco’s purpose-driven work has never been more important – or more relevant to what matters most in communities around the world.

As Cisco begins the last year of our five-year exploration in driving Social Justice, our work – and the impact we’re creating with communities – will continue to expand because of what we’ve learned here.

Preserving the past – partnering for the future. Cisco’s journey continues.

View original content here.

The ballooning energy demands of artificial intelligence (AI) and data centers are driving big plans to potentially triple nuclear power capacity in the U.S. by 2050. From discussions of restarting a reactor at Three Mile Island to the deployment of small modular reactors, data centers need certainty about how they’ll keep pace with data streaming and processing demands at a time when the grid is tapping out.

In the U.S. alone, Goldman Sachs has estimated that data centers, excluding cryptocurrency mining, will increase their power consumption from 3% to 8% of all power generated in the U.S. by 2030. Coupled with this massive growth is a near flatline in data center energy efficiency.

While the potential growth and restart of nuclear may offer a long-term solution to support energy demand, it does not address the root issue and is grabbing global headlines recently. Bloomberg reported that a calculation from RMI found that two-thirds of today’s energy supply is wasted. That equates to roughly 5% of global GDP or $4.6 trillion annually.

While strategies to build clean energy capacity are undoubtedly critical to address long-term energy demand, improving energy efficiency may be the low-hanging fruit that can drive meaningful impact now and into the future.

Two-phase immersion cooling – a new type of cooling technology that allows data centers to submerge whole server racks in a high-performance dielectric fluid – represents a huge opportunity to reduce energy consumption as chips run faster and hotter. Broad industry adoption of two-phase immersion cooling (2-PIC) in the U.S. has the potential to eliminate up to 21.6 terawatt hours (TWh) of future capacity according to estimates, the equivalent of powering over 2 million American homes1.

The potential energy efficiency gains are enormous – up to 40% of the energy data centers use today. Much of that efficiency is created by reducing the energy use associated with traditional data center cooling systems (e.g., air cooling), which, based on publicly available product roadmaps from major chip manufacturers, won’t be able to meet the cooling needs of most next-generation, high-performance computing chips by 2026.

Chemours is proud to be at the center of 2-PIC technology as the innovator of Opteon™ 2P50, a new developmental dielectric fluid designed specifically for data center needs. Through the activities and collaborations of our Immersion Cooling Growth Venture team, we’re working to expedite the commercialization of this fluid, elevate awareness, and drive the adoption of 2-PIC technologies.

As growing high-power computing and AI demands push the limits of what chips can deliver, 2-PIC can keep pace on the cooling side, establishing it as a technology for today and well into the future. So, while work continues to bring more energy capacity onto the grid, data center operators and hyperscalers can make meaningful progress on decreasing the total energy required through smart, sustainable technology adoption enabled by 2-PIC.

1Based on data and modeling by Chemours using information from the U.S. Energy Information Administration (EIA); The Green Grid, Liquid Cooling TCO Calculation Tool; assumes 2-PIC provides a 90% improvement over air cooled systems

Clorox’s environmental, social and governance goals are integrated into our IGNITE strategy because we believe they create value for our company, brands, people and communities. We’ve focused on areas where we can make the biggest impact, and much of our progress is realized through the work of our purpose-driven brands. 

Helping communities in need is an integral part of Clorox’s purpose to champion people to be well and thrive, and Brita’s efforts to champion access to filtered drinking water is an important contribution to these efforts. We spoke with Dan Tudesco, associate director of community water systems, about how Brita is partnering with cities impacted by potential lead exposure from aging water service lines to supply product solutions for their residents while critical, long-term infrastructure projects are underway. 

Why is this issue top of mind for Brita?

Water contaminant reduction, specifically lead, remains a critical need for consumers and communities, as the EPA estimates that up to 9.2 million lead service lines, which deliver water to communities across the country, remain in the ground today. Lead contamination in drinking water presents serious health risks, with recent studies showing that lead poisoning is particularly dangerous for young children who can experience significant lifelong impacts as a result.

While we wait on the much-needed lead line infrastructure replacements in the years to come, Brita is dedicated to working with cities and towns across America to help them provide more immediate, sustainable relief as part of the brand’s commitment to equitable access to clean water and making water better for people and the planet.

How is Brita working with U.S. municipalities to support access to clean drinking water?

Since launching this initiative in 2019, we’ve seen firsthand the impact that proactive solutions can have to help keep residents confident that their drinking water is safe while this important work is underway. Through this initiative, municipalities are able to purchase lead-reducing Brita Elite filters and supply them to impacted communities. With more than 280 partnerships across the U.S., we’re working to ensure families aren’t forced to turn to more expensive and wasteful alternatives like single-use plastic bottles.

A great example of this work is our ongoing partnership with Cook County in Chicago, alongside a local retailer in the area, to issue more than 80,000 coupons for free Brita Elite filters and pitchers to Medicaid-enrolled residents in the area.

Why is Brita uniquely able to help bridge the clean water gap in these communities?

As the leader in at-home water filtration products for more than 30 years, Brita offers the only certified point-of-use lead-reducing filter that lasts for 120 gallons of use (or up to six months assuming normal usage) and removes 99% of lead to provide safer access to water.

By providing residents access to Brita Elite filtration, these partnerships allow municipal water systems to mobilize quickly, proactively and affordably to help their communities. We also offer our municipal partners a wide variety of communications tools and collateral to educate and communicate to residents about immediate, safe water solutions.

How else is Brita taking steps to address this issue?

While there is much more work ahead, we know that collaborating with engaged associations and other impactful organizations is crucial in effectively addressing water pollution challenges. In addition to partnering with cities in need, Brita also works closely with reputable trade associations like the American Water Works Association and Water Quality Association to ensure communities have the resources they need to access clean water solutions.

Brita is also working directly with the EPA to identify and highlight best-in-class communities, like Denver, that have already successfully implemented filtration programs to serve as examples for cities that are still at the starting line in their lead replacement journeys. We are hopeful these examples will serve as a potential template that will allow other cities to easily follow existing best practices.

Most recently, Brita commissioned a new study from Corona Environmental Consulting to show that point-of-use filtration systems are an immediate, effective lead reduction strategy to address potential widespread public water system contamination across the U.S. With benefits greatly outweighing the costs, this information is critical for municipalities updating infrastructure under the Environmental Protection Agency’s Lead and Copper Rule Improvement.

For more information about partnering with Brita on water solutions for your city, visit brita.com/muni.

Cummins

Volatile organic compounds (VOCs) are emitted as gases from a variety of products and processes, including paint and coating operations.

While paint can provide protection and aesthetic benefits to products, the VOCs emitted during the painting process also have environmental implications. VOCs can react with nitrogen oxide when exposed to sunlight to create ground-level ozone, contributing to smog. Painting operations also contribute to water and chemical waste and increased electricity and gas usage.

What is Cummins doing about VOC emissions?

Over 70% of Cummins Inc. facilities’ VOC emissions come from painting and coating processes, with the remaining from fossil fuel combustion. As part of the PLANET 2050 environmental sustainability strategy, Cummins is targeting a 50% VOC emissions reduction from painting and coating operations by 2030 from a 2018 baseline. As of 2023, we have reduced these emissions by 35%. Although recent acquisitions have slowed goal progress, the integration of newly acquired sites includes VOC emission reduction plans for prioritized facilities. Additionally, roadmaps are being developed for facilities with high VOC emissions which will lay out a path to reach our target. This path will include various actions, such as:

Reducing VOC emissions by eliminating the use of paint

Sometimes, the best solution is also the simplest. That’s what a team of sustainability leaders and engineers from the Cummins Columbus Mid-Range Engine Plant (CMEP) discovered in 2020 when they first studied whether they could stop painting their engines.

Material science has evolved since Cummins engines began leaving CMEP over thirty years ago. What used to be made from grey iron that needed rust and corrosion-preventive coatings is now made from composites, aluminum and cast iron, which has better rust prevention capabilities. The CMEP team validated that eliminating paint from the engines would not lead to excess corrosion, ensuring the same engine performance, quality, capability and durability. By eliminating paint from these engines, the site was also able to reduce the energy, waste and water associated with the painting process.

Reducing VOC emissions by switching to waterborne paints and resins

Another effective approach to reducing VOC emissions is switching to waterborne paints. Solvent-based and waterborne paints have similar performance characteristics, but unlike traditional solvent-based paints which emit VOCs during the drying process, waterborne paints use water as the carrier for paint pigments, binders and additives. Since 2013, the Cummins Jamestown Engine Plant (JEP) in New York has used waterborne paints to comply with emissions requirements and reduce pollution.

Across the Atlantic, Cummins plants in the U.K. are also embracing waterborne paints. In 2023, Cummins’ Daventry Engine Plant began to see the benefits of this transition. Not only did it reduce VOC emissions by 69% year over year, but the new paints offered an 80% reduction in service claims in test results and customer trials. In 2024, the Darlington Engine Plant in the U.K. began a solvent-to-water-based paint conversion project, aiming to reduce its VOC emissions by about 70%.

Reducing VOC emissions through process optimization

For sites that have already transitioned to waterborne paints, improvements continue to be made through process optimization. Process optimization focuses on improving efficiency by reducing overspray and excessive paint usage, reducing waste generation, reducing energy by optimizing pre- and post- operations.

After JEP transitioned to low-VOC waterborne paint, the plant continued seeking ways to further minimize its environmental impact. In 2023, new long-lasting paint filters were developed, reducing filter waste by approximately 30% and cutting costs. Additionally, JEP enhanced paint transfer efficiency through improved robot programming, leading to a 10% annual paint reduction in 2023 JEP also adopted new paint guns that are 10-15% more efficient.

Cummins Inc.

Cummins, a global power technology leader, is a corporation of complementary business segments that design, manufacture, distribute and service a broad portfolio of power solutions. The company’s products range from internal combustion, electric and hybrid integrated power solutions and components including filtration, aftertreatment, turbochargers, fuel systems, controls systems, air handling systems, automated transmissions, electric power generation systems, microgrid controls, batteries, electrolyzers and fuel cell products.

Thu, Dec 5, 2024 7:00 AM EST

COP29 in Baku, Azerbaijan, brings together world leaders, policymakers, industry innovators, and environmental activists to exchange ideas and formulate strategies to tackle climate change. This event presents a crucial moment for governments and industry to step-up and fast-track the global climate agenda in order to meet global ambitions.

Join us for a post-COP29 webcast on 5 December to hear first-hand reflections and implications from external speakers and KPMG leaders on the ground at COP29. The panel will explore insights and updates from COP29, what is being done to implement agreements made, how agreements can impact business globally, and the road to COP30.

The session agenda:

Introduction to KPMG program at COP29Insights and updates from COP29A look to COP30Closing remarks

Click here to register