October 31, 2024 /3BL/ – AEG today announced the expansion of its eco-social initiative, FAME FOREST, to Berlin, in celebration of its fifth anniversary.

In partnership with GESOBAU AG, which provided the land in Berlin for this new endeavor, FAME FOREST aims to merge the worlds of sports, music, entertainment, and environmental sustainability, with a simple yet powerful concept: for every artist performing at the Uber Arena and Uber Eats Music Hall in Berlin, a tree will be planted, contributing to the growth of this unique forest and a more sustainable future.

Additionally, AEG’s German ice hockey champions, Eisbären Berlin, which play at Uber Arena, have pledged to plant one tree for every point earned in the PENNY DEL season, further reinforcing their dedication to AEG’s environmental advocacy.

FAME FOREST has its roots in Hamburg, where thousands of trees have already been planted for international stars like Michael Bublé, KISS, and Elton John, who have performed at AEG’s Barclays Arena.

“With every tree planted, we send a message for sustainability and community,” said Jan Kienappel, COO and CFO, AEG Germany. “FAME FOREST is more than just a project; it symbolizes the timeless connection between art, sports, and nature – all with environmental protection at its heart.”

The groundbreaking ceremony was held on October 30, 2024, and was attended by 60 Berlin-based politicians, businessman, cultural influencers, as well as the Eisbären Berlin, Jan Kienappel, Managing Director of AEG Germany, Jörg Franzen, CEO of GESOBAU AG, Wolfgang Geppert, the mayor of Oberkrämer, and Berlin influencer icon Aron Troschke. Together, they planted the first of 40 trees in the new forest, marking a significant step towards promoting sustainability in the region.

“Climate protection is one of the greatest environmental and economic challenges of our time. That’s why the Eisbären Berlin committed to sustainability long ago. We are excited to support FAME FOREST in Bötzow and raise awareness for this important issue,” explained Eisbären Managing Director Thomas Bothstede.

“We are pleased to be able to give FAME FOREST a suitable place to grow here in Bötzow. The sustainable idea behind the project – the creation of jobs for disadvantaged people on the one hand and nature conservation through the additional planting of wildflower meadows, nesting aids and beehives on the other – convinced us and fits in with GESOBAU’s self-conception as a socially responsible company”, says Jörg Franzen, Chairman of the Board GESOBAU AG.

Jan Schierhorn, initiator of FAME FOREST, added, “We create biotopes. In minds, in hearts, in nature. Here and now, we lay the foundation for the next.”

FAME FOREST launched in 2020 as an eco-social cooperation project between AEG and the non-profit organization Das Geld hängt an den Bäumen (Money Grows on Trees). Since its inception, more than 12,000 trees have been planted to date. To learn more about FAME FOREST, click here.

October 31, 2024 /3BL/ – AEG today announced the expansion of its eco-social initiative, FAME FOREST, to Berlin, in celebration of its fifth anniversary.

In partnership with GESOBAU AG, which provided the land in Berlin for this new endeavor, FAME FOREST aims to merge the worlds of sports, music, entertainment, and environmental sustainability, with a simple yet powerful concept: for every artist performing at the Uber Arena and Uber Eats Music Hall in Berlin, a tree will be planted, contributing to the growth of this unique forest and a more sustainable future.

Additionally, AEG’s German ice hockey champions, Eisbären Berlin, which play at Uber Arena, have pledged to plant one tree for every point earned in the PENNY DEL season, further reinforcing their dedication to AEG’s environmental advocacy.

FAME FOREST has its roots in Hamburg, where thousands of trees have already been planted for international stars like Michael Bublé, KISS, and Elton John, who have performed at AEG’s Barclays Arena.

“With every tree planted, we send a message for sustainability and community,” said Jan Kienappel, COO and CFO, AEG Germany. “FAME FOREST is more than just a project; it symbolizes the timeless connection between art, sports, and nature – all with environmental protection at its heart.”

The groundbreaking ceremony was held on October 30, 2024, and was attended by 60 Berlin-based politicians, businessman, cultural influencers, as well as the Eisbären Berlin, Jan Kienappel, Managing Director of AEG Germany, Jörg Franzen, CEO of GESOBAU AG, Wolfgang Geppert, the mayor of Oberkrämer, and Berlin influencer icon Aron Troschke. Together, they planted the first of 40 trees in the new forest, marking a significant step towards promoting sustainability in the region.

“Climate protection is one of the greatest environmental and economic challenges of our time. That’s why the Eisbären Berlin committed to sustainability long ago. We are excited to support FAME FOREST in Bötzow and raise awareness for this important issue,” explained Eisbären Managing Director Thomas Bothstede.

“We are pleased to be able to give FAME FOREST a suitable place to grow here in Bötzow. The sustainable idea behind the project – the creation of jobs for disadvantaged people on the one hand and nature conservation through the additional planting of wildflower meadows, nesting aids and beehives on the other – convinced us and fits in with GESOBAU’s self-conception as a socially responsible company”, says Jörg Franzen, Chairman of the Board GESOBAU AG.

Jan Schierhorn, initiator of FAME FOREST, added, “We create biotopes. In minds, in hearts, in nature. Here and now, we lay the foundation for the next.”

FAME FOREST launched in 2020 as an eco-social cooperation project between AEG and the non-profit organization Das Geld hängt an den Bäumen (Money Grows on Trees). Since its inception, more than 12,000 trees have been planted to date. To learn more about FAME FOREST, click here.

Originally published in International Paper’s 2023 Sustainability Report

As one of the most precious resources on Earth, water is essential to sustaining life, ecosystems and economic development. It is also critical to IP’s operations; we could not make our products without large volumes of good quality, reliably available fresh water. Water is used to preserve wood, to produce steam and energy, transport materials to process equipment and to produce paper and paperboard. In forests, we are working to advance responsible practices that protect watersheds and allow trees to absorb and filter as much water as possible. At our facilities, we are focusing our water use reduction efforts on the mills experiencing the most significant water risks today and in the future.

Advancing water stewardship

Water is essential to nearly every process in our production facilities — pulping, steam generation, papermaking and more. In light of this resource’s critical importance to our operations and communities around the globe, IP is dedicated to conserving and protecting local water resources. Our water stewardship activities are closely aligned with our manufacturing objectives. This approach optimizes how we integrate water reduction into our operations and ensures that our water stewardship efforts are more effective and impactful.

As we work toward our Vision 2030 target of reducing our water use per ton of production by 25%, we are analyzing risks and opportunities for water use reduction at each of our facilities with the ultimate objective of minimizing our impact on freshwater sources. We monitor water consumption at all of our mills through flow metering and engineering methods, track this data as part of our internal environmental management system, and report as required by our permits at all locations.

Improving data completeness and quality

As part of improving our internal data controls process, we are including water influent data collection and automation in our EGENZ system (see page 62). This work is ongoing, as incoming water quantification can pose challenges at certain sites with numerous water collection locations and methods. We expect to use this system to report for our 2024 sustainability disclosures. Moreover, we are ensuring that all mills have water input meters that directly measure major sources of water flow, allowing us to move away from estimates. These flow meters will be regularly monitored and calibrated, and data consolidated at the corporate level, monthly, in EGENZ. This will improve data credibility and reduce unreliable data variability associated with water use.

Reducing water use

We’ve addressed water consumption in our operations through awareness-raising measures and by closely monitoring and recording how we use water. Some mills have completed mill water balances to find opportunities for water use reduction.

Water Wise

We also share best practices across our mill system through our internal Water Wise Campaign, which helps mills make operational improvements to water consumption. Based on prior performance and benchmarks, we are working with sites to decrease their water use to the best applicable levels. This has resulted in a reduction of 1,744 gallons per year at successful mills. In particular, our containerboard mills in Valliant, Oklahoma and Springfield, Oregon have used awareness-raising measures, eliminated leaks and cleaned process systems to cut their water use. International Paper intends to place greater emphasis on the Water Wise campaign going forward.

Water stress

We use the World Resources Institute’s (WRI) Water Aqueduct tool to assess water-related risks at our locations. Two of our mills are in basins considered to be water-stressed, they have a “high” or greater level of Baseline Water Stress (BWS) per WRI Aqueduct Version 3.0. One mill is located along the U.S. Southeastern Atlantic coast, which has not experienced water supply challenges to date. The second mill is in Madrid, Spain, and is considered to have a “very high” level of BWS. This recycled containerboard mill uses primarily reclaimed wastewater in partnership with the local municipal utility and minimizes impact to local water-stress challenges. In 2023, we continued to partner with WRI through its Aqueduct Alliance program to stay connected to the latest research, tools and best practices across industries.

89% of water used in our manufacturing operations is returned to the environment

Minimizing potable water consumption in Madrid

We are completing a project to reduce potable water and use more reclaimed water at our Madrid, Spain Mill, which is located in an area of high water stress. The mill still requires potable water for some of its overall use. The project will result in an estimated 27% reduction in potable water use per ton of production. This involves capital expenditure on pumps and pipelines to switch the effluent treatment plant’s source from potable to reclaimed water. The result is a significant contribution towards our overall target to reduce our water consumption.

Watershed protection

All water issues are local. And every watershed has unique characteristics, threats and opportunities. Healthy watersheds are essential to communities, the environment and the manufacturing of our products. That’s why we are committed to improving the long-term sustainability of shared water resources and are working to understand the characteristics of each basin where we operate to address the most important water issues for our company, local communities, other water users and ecosystems. We recognize that collaboration with the communities in which we operate is fundamental to strengthening water stewardship.

We were the first-ever private-sector participant in the Savannah River Clean Water Fund, where approximately 78% of the basin is currently forested. International Paper, along with The Nature Conservancy and a diverse set of partners, are leveraging public and private dollars to facilitate land production and better forest management to benefit water quality in the river basin. Through this partnership, 10 miles of the Savannah River were protected, along with more than 4,000 acres across two states, impacting drinking water quality for local residents.

78% We were the first-ever private-sector participant in the Savannah River Clean Water Fund, where approximately 78% of the basin is currently forested

Read more

About International Paper

International Paper (NYSE: IP) is a global producer of sustainable packaging, pulp and other fiber-based products, and one of the world’s largest recyclers. Headquartered in Memphis, Tenn., we employ approximately 39,000 colleagues globally who are committed to creating what’s next. We serve customers worldwide, with manufacturing operations in North America, Latin America, North Africa and Europe. Net sales for 2023 were $18.9 billion. Additional information can be found by visiting internationalpaper.com/.

About International Paper – EMEA

In Europe, Middle East & Africa (EMEA), International Paper focuses on the production and marketing of fiber-based packaging and specialty pulp, employing approximately 4,400 people. As a leading supplier of high-quality corrugated containers for a multitude of applications, we serve customers throughout the region from our network of two recycled containerboard mills and 23 box plants in France, Italy, Morocco, Portugal and Spain. Specialty pulp is made in Gdansk, Poland. Other products available from International Paper in the region include a variety of Kraft linerboard and other pulp products.

Southern Company

ATLANTA, October 31, 2024 /3BL/ – Georgia Power, the state’s largest electric utility serving 2.7 million customers, has been awarded more than $160 million in funding by the Department of Energy (DOE) through its Grid Deployment Office. As Georgia continues to grow, the company is ensuring that customers have access to clean, safe, reliable, and affordable power, and actively pursued the funding available under the Grid Resilience and Innovation Partnerships (GRIP) Program established by the Bipartisan Infrastructure Law to help reduce the costs of necessary investments for the benefit of customers.

Investments under the GRIP Program are intended to enhance grid flexibility, improve the resilience of the power system against extreme weather and ensure American communities have access to affordable, reliable electricity when and where they need it.

“We know our customers depend on us to make the investments needed in the state’s power grid to ensure that we provide the energy resilience and reliability they value and expect, while keeping energy prices affordable,” said Fran Forehand, senior vice president of Transmission for Georgia Power. “Leveraging federal funding and working with the DOE to integrate innovative technology is a great example of how we do this. Thanks to the robust and long-term planning process we have in place with the Georgia Public Service Commission (PSC), the investments we’re making in a smarter and more resilient power grid are showing value for our customers during extreme weather events such as Hurricane Helene, and every day.”

Projects funded by the grant will be varied and will benefit communities across Georgia. As Georgia Power continues to transition to cleaner forms of energy and transform its electric grid, investments in the state’s transmission system – the high voltage power lines that transport electricity from generation sources to individual communities – are critical.

Through funding from the GRIP program, Georgia Power will deploy new grid-enhancing technologies including dynamic line rating technology and reconductoring of high voltage power lines. Improved conductor technology can be deployed on existing structures, placed in service much faster than a traditional line build, and can help maximize the amount of power that can be carried through existing transmission lines and in existing rights of way. These investments are important to not only serve existing and new customers but also to help connect a growing amount of clean generation required to serve Georgia’s growing electricity needs. For example, Georgia is a Top 10 state for solar growth and, as renewable generation continues to come online, these investments will unlock additional opportunities for renewable generation deployment within critical locations and disadvantaged communities. The investments also increase energy resilience, including reducing outage frequency and duration.

Increasing collaboration, community and stakeholder engagement, and industry improvement are also key elements of projects under the GRIP Program. As the company invests in its system, Georgia Power plans to share insights, lessons learned and best practices with the broader industry through its work with the Edison Electric Institute (EEI), the Electric Power Research Institute (EPRI), the Association of Edison Illuminating Companies and others.

Many community organizations assisted the company in its application such as the International Brotherhood of Electrical Workers (IBEW), the Georgia Minority Supplier Development Council, Fort Valley State University, the Savannah Economic Development Authority and the Savannah Area Chamber of Commerce, among others. Georgia Power is grateful for the support of these organizations during the application process and will continue to solicit input and expertise of these organizations and other stakeholders throughout the state. For example, through the project, Georgia Power will work with IBEW union crews to provide training on the installation and configuration of new types of transmission conductors being installed. The use of these new technologies is expected to provide community benefits such as decreased environmental impacts, increased clean enterprise contracting for businesses majority owned or controlled by underrepresented persons or groups, increased high-quality job creation and job training.

Click here to access the full Georgia Power GRIP fact sheet.

Over the past 10 years, Georgia Power has invested more than $10 billion in strengthening the power grid through programs and initiatives approved by the Georgia PSC. Georgia Power continued this ongoing work on projects throughout Georgia communities in 2023 resulting in a strong year for reliability performance. Read more here.

About Georgia Power

Georgia Power is the largest electric subsidiary of Southern Company (NYSE: SO), America’s premier energy company. Value, Reliability, Customer Service and Stewardship are the cornerstones of the company’s promise to 2.7 million customers in all but four of Georgia’s 159 counties. Committed to delivering clean, safe, reliable and affordable energy, Georgia Power maintains a diverse, innovative generation mix that includes nuclear, coal and natural gas, as well as renewables such as solar, hydroelectric and wind. Georgia Power focuses on delivering world-class service to its customers every day and the company is recognized by J.D. Power as an industry leader in customer satisfaction. For more information, visit www.GeorgiaPower.com and connect with the company on Facebook (Facebook.com/GeorgiaPower), X (X.com/GeorgiaPower) and Instagram (Instagram.com/ga_power).

SOURCE Georgia Power

For further information: Georgia Power Media Relations, (404) 506-7676 or (800) 282-1696

MIDLAND, Mich., October 31, 2024 /3BL/ – Dow (NYSE: Dow) announced four leaders have been recognized by the Hispanic Engineers National Achievement Awards Conference (HENAAC) with awards in the areas of science, technology, engineering, and math (STEM) excellence.

Established in 1989 to honor Hispanic engineers, scientists and technology professionals and highlight their world-class contributions to the STEM fields, the HENAAC Awards have become synonymous with excellence. As a true peer-review distinction, a HENAAC Award distinguishes the honoree as among the best and brightest in their field, and the Class of 2024 more than meets the highest standards these prestigious awards. HENAAC award winners recognize STEM professionals who are leaders, innovators, and who represent the best and brightest minds the United States has to offer.

Luminary Award recipients are remarkable engineers, scientists and technology professionals who represent corporate and government agencies from multiple industries and sectors. This distinction honors their achievements leading, collaborating, and initiating key programs and research in their respective fields.

HEENAC Award

Rui Vogt Alves da Cruz

Vice-President of Core R&D

Category: Scientist of the Year

Rui Cruz is the Vice President for Dow Core R&D, leading the global R&D vision for Dow. His team focuses on High Throughput R&D, Computational Modeling, AI, Quantum Computing, Material Science, and more. Previously, Rui was the Senior Regional R&D Director for EMEA and Core R&D Director for Europe. He joined Dow in Brazil in 2001, working across various roles in HR, Customer Services, Technical Services, and R&D.

In 2010, Rui moved to Texas, leading Polyglycols and Surfactants R&D, and later overseeing Epoxy Process Research, Amines and Chelants, Plastics Additives, and Oil and Gas. By 2015, he became the Global R&D Director for Dow Industrial Solutions, supporting diverse technologies in key market segments like Oil and Gas, Life Sciences, and Electronics.

Rui holds a Ph. D. in Chemical Engineering from the University of São Paulo, with studies at Karlsruhe University. He has extensive experience in modeling, process evaluation, product development, and biotechnology.

He received the HENAAC Great Minds of STEM Professional Achievement Award in 2014 and the AIChE Management Division Young Leader Award in 2020.

GMiS Luminary

Juliana Serafim Francisco

Senior Technical Service & Development Leader, Packaging & Specialty Plastics

Juliana Francisco is a Senior Technical Service & Development (TS&D) Leader at Dow Inc., managing a team of scientists in the Packaging & Specialty Plastics division. She holds a bachelor’s and master’s degree in chemical engineering from the University of Sao Paulo, Brazil, and an MBA in Business Management from Fundação Getulio Vargas.

Juliana began her career at Dow in 2006 as a TS&D Engineer in Brazil and has since held various leadership positions, including roles in Epoxy, Coating Materials, and Global Innovation Portfolio management. In 2017 she participated in Dow CEO International Exchange program (CEOIX), a corporate exchange program designed to stretch high potential individuals and upon her return to Brazil she accepted the role of TS&D Leader for Architectural Coatings in Latin America.

In 2019, Juliana relocated with her husband to Collegeville PA, USA, to work as Global Innovation Portfolio Manager & Strategy Leader for the Acrylics Envelope and two years late added the role of Global TS&D Manager for Coatings Additives, in which she led the technical integration of silicone additives portfolio into Coatings business and highly contributed to reshaping additive business growth strategy.

She actively leads initiatives to recruit Hispanic talent for Dow and empowers female leaders through the Power-up leadership workshops, and thanks to her work was nominated and participated in the 2022 Young Hispanic Corporate Achiever Program through the Hispanic Association of Corporate Responsibility (HACR).

Victor Zapata

Senior Global Business Director, Solution Envelope & Comonomers, Packaging & Specialty Plastics

Victor Zapata is global business director for the Solution Envelope & Comonomers business within the Dow Packaging and Specialty Plastics Division. He is responsible for the development and execution of the earnings growth strategy for the business, including the optimization of the global asset fleet and the successful implementation of major growth projects like the Fort Saskatchewan Path2Zero decarbonization project in Alberta, Canada.

Victor began his long and successful career at Dow 25 years ago when he moved from Madrid, Spain to the Netherlands to become a Technical Service & Development (TS&D) engineer for consumer electronics and packaging.

In 2013, Victor relocated to Houston, Texas, where he currently calls home. Over the next 10 years, Victor served various roles at Dow, including Solution Polyethylene Product Director; P&SP Sales Director; US Regional Cracker Asset Director for Olefins, Aromatics & Alternatives; Recycling Commercial Director; and Global Asset Director for Dow Hydrocarbons. In May 2023, he was appointed to his previous role as North America Commercial Vice President.

Through his career Victor has been actively engaged in multiple external industry organizations and nowadays he is serving as Chair of the Plastics Division’s Membership & Finance Committee and a member of the Plastics Division’s Leadership Group within the American Chemistry Council.

Victor holds a master’s degree in chemistry by the Universidad Complutense of Madrid.

Kyle A. McDonald

Research Scientist and Technology Scout – Core R&D, Corporate Ventures, and Business Development

In his current role, Kyle works closely between R&D and Corporate Ventures and Business Development to develop strategic relationships with startup companies, investors, and accelerators to help accelerate Dow’s external innovation and commercial initiatives. In this role, Kyle leverages his creativity, technical expertise, and business acumen to derisk new potential market and technology areas across the entire Dow enterprise.

Prior to this role, Kyle was a material scientist in Engineered Materials Product Development where he developed new, fully formulated electrically conductive composite materials for automotive assembly and consumer electronic applications that will enable global trends such as autonomous mobility and 5G connectivity. In this role he was intimately involved in portfolio strategy, early prototyping of products for key customers, commercialization of new products, and intellectual property strategy.

Beyond his technical research and leadership, Kyle is passionate about inclusion and diversity. He actively participates in numerous Employee Resource Groups and as a leader in the BEST Symposium Organizing Committee. He also played a key role in establishing the Dow SURE Program, a strong partnership with HBCUs.

Kyle has authored and contributed to 7 filed patent applications, 32 internal research reports, 16 internal invention concept documents, and 8 peer-reviewed publications. Kyle received his B.S. in Chemistry from the University of South Florida, and M.S. and Ph. D. degrees from the University of Michigan, where he focused on synthesis and applications of novel porous hybrid materials.

“Rui, Juliana, Victor and Kyle are truly trailblazers in STEM. Their exceptional talent and dedication to excellence are remarkable,” shared A.N. Sreeram, executive sponsor of Dow’s HLN employee resource group and Dow’s senior vice president, research & development, and chief technology officer. “It’s a privilege to have Team Dow members recognized once again by the prestigious HENAAC Awards. Congratulations to these four individuals on this well-deserved honor.”

All GMiS professional honorees will be honored at the 36th annual GMiS Conference, “Answering the Call,” November 6-9, 2024, in Fort Worth, Texas.

Numerous Dow employees have been honored with HENAAC Awards over the years, including Mauro Gregorio (2014), Rui Cruz (2014), Andre Argenton (2017), Carlos Villa (2019), Izabel Assis (2020), Leonardo Lopez (2020), Lidaris San Miguel Rivera (2021), Lauren Jackson (2021), Fernando Signorini (2022), Diego Cristancho (2022), Juan F. Callejas (2023), Nestor de Mattos (2023), and Varinia Bernales (2023). 
Learn more about Great Minds in STEM and the HENAAC Awards at www.greatmindsinstem.org/professionals/henaac-awards.

About Dow

Dow (NYSE: DOW) is one of the world’s leading materials science companies, serving customers in high-growth markets such as packaging, infrastructure, mobility and consumer applications. Our global breadth, asset integration and scale, focused innovation, leading business positions and commitment to sustainability enable us to achieve profitable growth and help deliver a sustainable future. We operate manufacturing sites in 31 countries and employ approximately 35,900 people. Dow delivered sales of approximately $45 billion in 2023. References to Dow or the Company mean Dow Inc. and its subsidiaries. Learn more about us and our ambition to be the most innovative, customer-centric, inclusive and sustainable materials science company in the world by visiting www.dow.com.

About Great Minds in STEM (GMiS)

Great Minds in STEM is a national nonprofit organization established in 1989 to inspire, support, and recognize students and professionals, especially those from underserved communities, in order to expand and strengthen America’s talent pool of Science, Technology, Engineering, Math and Medical (STEMM) professionals. For 36 years, GMiS has pioneered programs and initiatives that have helped build a STEMM workforce that fully reflects the rich diversity of our nation, including in-classroom pre-college engagement, college scholarships, academic advocacy, professional partnerships, and national recognition events.

###

For further information contact:

Ilse Granados Lerma 
igranadoslerma@dow.com

Key Points:

A recently completed habitat restoration project overseen by Ducks Unlimited is expected to attract migratory bird species to the Bismarck, North Dakota, area.The project restored wetland areas and native trees and shrubs at the 117-acre Clairmont Family Conservation Park, which is also adding amenities to expand public access.Marathon Petroleum’s nearby Mandan refinery provided $45,000 in grants to the project, including the final park gift that helped ensure completion of the restorations.

Canada geese, mallards and other migratory birds are expected to be more frequent visitors to the Bismarck, North Dakota, area as restored habitat matures inside Clairmont Family Conservation Park. A three-and-a-half-year effort to enhance natural features of the 117-acre park culminated recently with a site celebration involving supporters of the community-led initiative.

“More than 120 individuals, businesses and corporate and foundation partners contributed their generous time and financial resources to make this vision a reality,” said Eric Lindstrom, Senior Managing Director of Development for Ducks Unlimited (DU), Great Plains Region. “The diverse community outreach and support sets this project apart from others.”

“Marathon Petroleum stepped up big with the final park gift that helped ensure completion of the habitat restorations when construction bids came in higher than anticipated.”

DU purchased the parkland from the Clairmont family in 2020 to manage the journey toward restoration. The work included removing debris and old fences, planting native prairie grasses, restoring two wetland areas for birds in particular, and reintroducing several different native trees and shrubs. Marathon Petroleum Corporation (MPC) was among the project’s supporters, working through its nearby Mandan refinery to provide grants of $5,000 for the land purchase and $40,000 to help optimize the habitat for waterfowl and wildlife.

“Marathon Petroleum stepped up big with the final park gift that helped ensure completion of the habitat restorations when construction bids came in higher than anticipated,” said Chris Hildebrandt, DU Senior Director of Development, Montana/North Dakota/Western Wyoming.

DU transferred ownership of the site to the Bismarck Parks and Recreation District (BPRD) almost two years ago, however, it has a memorandum of understanding with the district to maintain the restored habitat features. BPRD is overseeing further development of the park to expand recreational and educational opportunities for the public.

“We created a master plan through public engagement and input meetings that includes additional paved and natural-surface trails, a parking area, shelters and natural playgrounds, a community building and a junior links golf course,” BPRD Executive Director Kevin Klipfel said.

MPC’s assistance with the project reflects the company’s focus on strengthening the communities where it operates by making investments that have a positive, measurable impact.

“Supporting this project is very fulfilling because the park will be a lasting community asset that serves wildlife and local residents for generations to come,” MPC Mandan Refinery General Manager Josh Dorfmueller said.

My name is Dalmar. In Somali, it’s a portmanteau of “dal” (land) and “mar” (to travel). It means: a versatile traveler. A traveler who’s seen many places.

It’s a good name. It fits.

A childhood of plenty

I was born under trees in a remote village.

My family were pastoralists. We had all animals. What these pastoralist communities do is, because they know the land, they move between Ethiopia, Somalia, and Kenya. These three countries have a border, and we have Somali ethnic communities that live among this border in the three countries. So, for us, we didn’t know whether it was Kenya, Ethiopia, Somalia.

We just knew, this is our land.

My father, and my mother, they didn’t go to school. The only thing they knew was how to deal with animals, so we had our animals, we depended on our animals — mainly camels and a few goats.

Famine comes for the family

Famine doesn’t just come overnight.

There’s always either a political cause or a natural cause. Conflict and natural disasters are the two main causes that combine and make things worse. They are intertwined. I don’t even know any longer which one causes which.

As any humanitarian knows, most modern famines are man-made — be it through mismanagement, conflict, or crisis — and that historically, famines are much less likely to occur under functioning governments and societies.

When I was a child, I remember hearing about the famine in 1967, but also how our entire community and country mobilized to intervene to help.

This wasn’t the case a few years later in the early 70s more severe drought.

 

There was no water, nothing. The rains we were expecting failed.

 

 

And, unlike in 1967, there was a political conflict. The leaders weren’t able to mobilize the country in the same way.

This is what happened and still happens today. What causes famine is lack of political will. And that’s what happened to my family.

Not an ordinary dry season

We saw that everything around us was dying. Everything around us died.

I was a child — around maybe five, seven years. I don’t know, really.

And I need you to understand that when I talk of years and things like that — we don’t know the exact dates or ages. So, all these things, I’m looking at now that I’m educated, and I’m trying to piece it together. So, I don’t even know my actual date of birth. 1970. 1973. I don’t know.

But it’s very clear, before the famine, my family was very happy. I still remember this because I used to run after the camels and goats myself, helping my dad.

 

What I remember is we had plenty when there was rain. There was plenty.

 

 

We had a seasonal movement. Every dry season, families separate. This is the life, the cycle of life for pastoralists. We separate. Every dry season there’s four or five months that we are away from our families.

During the dry season, the stronger ones, especially men and boys, went with the animals to where the boreholes were. They were dark, they dried up more slowly, so the stronger ones would go there with the animals, because there was water. So, when this drought started, all my father and my animals were moving to the places where we used to go.

The women and children were left behind in the small settlement areas where we lived all together. Every once in a while, they would send a group of the stronger men back to the communities, taking milk and meat and things like that, because, when there was rain, there was plenty.

When the last camel dies

But this time the drought started becoming very severe. Even the wells where we were moving to save ourselves during dry season dried up. Everything completely dried up. The animals — starting with the cows and goats — they started dying. The camels were last to die.

You have to understand, in this culture, until the last camel dies, the pastorals don’t leave. That’s their life. If only this one can survive, they think, maybe rain is going to come tomorrow.

But now when the place started dying, when the animals started dying, the men said, now we have to go back. So, we had to trek back to the community to see, where we left the women and children, if there’s anything there.

I know now that what kills people is not actually hunger. Hunger doesn’t kill. It’s because the body becomes so weak and anything, any small disease that attacks it, kills it. That’s how people die. Hunger weakens the immune system, making the body more vulnerable to infections and diseases. People often die not from hunger itself, but from their inability to fight off illnesses due to severe malnutrition. Hunger is not the ultimate killer.

But I didn’t know that then.

When we got back home, we realized half of the people were already dead. Because of the drought, because of hunger, because of disease. Then the few that were left, they gathered, and they said, What are we supposed to do?

We knew we had to move to the nearest camp, but we didn’t know where the camps were. These are not places where you could go, where we’d been before, that we knew. There’s only word of mouth, that the few people who survived went to such and such a place in such and such direction. Guesses, really.

Some people said they went towards Ethiopia. That’s where the nearest camp was. Some people said, no, it was the other way.

 

In the middle of it all, all the areas had tribal differences. Conflict.

 

 

So, my parents had a choice to make. We were in a small town called Dhagxan Yo Caado, at the border of Somaliland and Ethiopia. All the animals were dead. People were dead. The few who had survived moved to the nearest internally displaced people’s camps inside Somalia, but the camps were getting very overcrowded, and, at that time, I remember, there was a civil war between the north and the south in Somalia.

So, it was becoming increasingly difficult everywhere.

Left behind

There were six boys.

My parents decided to take the youngest boy. They decided what they’re going to do is leave me and the other boys behind, and they would take the youngest and walk to the nearest camp.

Later, I learned that from there, they decided they were going to go to Uganda.

I had two uncles who had moved to Uganda during a previous famine, so they at least had family members there. And at that time, remember, there were no telephones or anything like that, so our family in Uganda didn’t know if anyone survived.

It took them months to get from Somalia to Uganda through Kenya. Again, you see, there was no border between Uganda and Somalia, so you got the rights to travel by relatives and whatever you can find.

My parents didn’t read, so traveling between boundaries was very difficult. They didn’t speak Swahili, or the local languages, so they were at the mercy of strangers trying to help them and guiding them to where they wanted to go.

They had to go all the way to Uganda, my mother and father and my youngest brother.

I learned that later.

The rest of us were left behind, four boys, and pretty much left to die.

The smell of death

One of the things that I still remember is the smell of death.

I still remember the path when my parents left me behind, because I was among the last to see them depart. They had to tell each one of the children what they were doing and that they were leaving.

When they left me and they were carrying our little brother, I still remember the footpath they took. The sun had just come up, and they were, you know, bidding me goodbye. I still remember.

I remember that and the smell of death, destruction, all these carcasses everywhere. Dry air. Vultures.

That’s what I remember.

There was nobody left. Maybe five or ten households there, so we were fending for ourselves, eating whatever we could find.

We were basically homeless. We all went to different places to try to survive.

The way I was surviving was going into a camp in a small town and scavenging whatever I could find. The camps were not as organized as they are today, where you have, you know, agencies taking care of the children who don’t have parents or things like that. It was just, whatever you could find, just literally scavenging. But at least there was food some days, so maybe at least you could have something to eat.

I didn’t know whether any of my other brothers had survived.

A reunion, somehow

We never expected my mother to come back. Two years later. The famine had passed. We thought we had survived the worst. We, the boys, were all in different places, but she found us all and brought us together. She brought us back to Uganda. All of us.

I don’t remember much about it, honestly. I remember more about the day she left us.

But she found us and brought us to Uganda. Even in Uganda, it was difficult.

The relatives that we came to in Uganda didn’t have much, so again, we had to be separated. We went with different relatives in Uganda.

I had to go to a small city called Nabilatuk, which was in northeastern Uganda, with one of my mother’s uncles, and then later, I had to move to another relative between who lived in northern Uganda, the border of South Sudan and Uganda, a place called Kaabong primary school, which was a missionary school.

I lived there. That’s where I went to my first primary school, Kaabong in northern Karamoja area, close to the border of South Sudan.

And then, as if that was not enough, Idi Amin was overthrown, in 1979.

Civil War

There was a civil war, so again, we had to run.

The families that survived during the war, they ran. Everybody was running for their lives.

We were trying to get to Kenya from Uganda.

We weren’t driving a car, we had a dump truck and the road was blocked by stones.

The young boys and the men got out of the tractor and started clearing the road. The women and children and everyone else, the older ones who couldn’t move, were left on this tractor. It was a big tractor.

As we were clearing, we were attacked by the tribes that lived there.

 

They killed everybody except the few men and boys who were clearing the road.

 

 

I was separated from my family, it was only me and my uncle, we were among those clearing the road ahead, and we saw maybe three or four hundred meters away, there was a really dark forest, a big forest, and so we ran as fast we could. We went into the forest, and we wandered for seven days in that forest.

Fortunately, we met this local tribe from the other side, a tribe that was hostile to this other tribe that attacked us, and they came to our rescue. They collected us together.

They told us everyone who was in that vehicle, in the dump truck, died. Everybody. They killed pregnant women, children, and elderly people. Everybody. Only the people clearing the road survived.

Going to school to eat — and also to learn

This local tribe was very kind to us. We stayed with them for a few days, and then they moved us to the next border in Kenya to the nearest police station, called Oropoi. The Kenya Police took us from Oropoi to Lodwar Police station, in norther Kenya. We were kept in this police station for about a month or two. I can’t remember very well….

Kenya has a large Somali population, so you could technically get into the country. We’re not strangers, so they let us.

We had relatives there and that’s how I went to school and survived all those years, but I will be honest, for me, the only reason I went to school is wherever I went, we had international agencies that were helping people who wanted to go to school.

When in Kenya, there was a small place, a small northern region called West Pokot and we settled at a small border town called Konyao. It’s on the border of Kenya and Uganda.

Konyao, that’s where we all got together as a family, ten years down the road, and that’s where I completed my primary school. We stayed there for a period until again, we were attacked by the local tribesmen, and we had to flee north to the northern Kenya to Turkana District, settling at a small town called Lodwar.

 

All these places we lived, there were people who were pastoralists, like my parents. And because my mother and father knew how to deal with animals, they chose to go to these places, where pastoralist

 

 

Unfortunately, also because we were foreign, they could tell we were very different, not from even within Kenya itself, so that’s why, again, all the time, we never settled. I think for me, as a person, the only time I settled is when I came to the US as a refugee. I’ve never in my life settled anywhere else. I never stopped running until I came to the US.

In Kenya, I didn’t have documents, or anything. When they talk of dreamers, for example, in the US here, all these people, children who are brought here when they were young didn’t have any documents. That was me in Kenya, and that’s where I lived until I came to the US in 1990s.

And here I am today.

Fighting famine, professionally

I am the senior technical advisor for humanitarian food security, nutrition, and livelihoods. Basically, I lead the CARE emergency food security nutrition livelihoods team and based in Atlanta. Been with CARE for the last… I think 10 years. Before that, I worked with a so many different agencies, four UN agencies, three other NGOs, two US government states…

I’ve been dealing with famine all my life. My master’s degree is in disaster management with a focus on famine early warning systems.

Not many people know that I had lived through famine. It’s only come out, I think, maybe three times when we were discussing famine somewhere at a conference or something, and people are discussing famine and I felt that they don’t know what they’re talking about and wanted to set the record straight. There are a lot of myths and misconceptions about famines. I couldn’t stop myself, because other people who are talking of things that they don’t know about somewhere sitting in western capitals, talking about famine and how people must die a certain way for them to consider it a famine. So, it’s not an easy story for me.

When I look at that famine, when it happened, I don’t remember the specific agencies that assisted me and my family along the way, it’s the people I still remember.

But I remember when I was going through all these countries — first Uganda, and then we came to Kenya, and then even within Kenya, I think we moved like four or five times. And we were in these very remote pastoral areas I could never have gone to school, but I did because all these schools were being assisted by the international community.

So, I would go to school, not only to learn, but also to get food. Because my parents didn’t have enough food. They would send all of us to school to go eat. And this food was coming from the international community. So, in a way, part of the reason why I am where I am today, is because there was food in those schools.

My life — surviving and coming to school and everything else — has been because of the work of the international community

Now, I believe I owe it to them, to do this work.

Gathering the courage to return. Someday.

I’ve returned to Somalia and Ethiopia, but I have never revisited Dhagxan Yo Caado, the village where I was born. Despite having opportunities and visiting Somalia multiple times, there’s a fear that holds me back. I’ve been in the region for work, but I’ve never managed to take the final steps to return to my birthplace.

I’ve been to Uganda, too, a few times, too. You know, I’ve never been to all these areas where we have gone through, but particularly in Somalia, where I was born, that’s probably the most difficult part for me.

I don’t have that courage to go through the entire process and follow the steps that I took.

But I shared with some of you and my family, I am actually prepared now to retrace everything from where it started. Now, I really want to retrace my steps and face it….someday.

“Let’s not wait for famine”

We, as the international community, are often late in responding to famine crises due to circumstances beyond our control — delayed donor funding, things like that. People think that we have famines because of lack of information. But since 2004, lack of information has never been an issue. But, still, we have always been late in our response, because, in part, we have to wait to hit the official “famine” threshold. It is the “f word” that moves things. And this truly pains me, because the reason why we’ve designed these thresholds in the first place, is to avoid hitting famine.

The only way populations to go by the time they have hit famine, they’re all going to die. So few of them will survive because of the intervention we’re going to give by that time, but those few, of course, matter so much. But we could have done more. We could do more. We would intervene immediately once we see this early warning signs, if we could, but this is just the way it is. We have to accept the weakest link in our response usually is the fact that we respond late.

We need to have a paradigm shift. If we want to help these populations, please, let’s not wait for famine. 

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Veolia North America Sustainability Report 2024

Biodiversity is vital to the proper functioning of ecosystems — for crop pollination, soil fertilization, oxygen production, food, medicines and more life-sustaining processes. We strive to lessen or reverse human impacts on the environment. At many of our sites, we work to reverse the impacts of industrial development on biodiversity through targeted projects that improve the habitats of plants and animals that share these spaces.

We implement comprehensive management systems to protect sensitive sites near our operations and regenerate ecosystems. Globally, Veolia Group is committed to the Act4nature initiative and has established a consistent global assessment and managing process for biodiversity, which we have also adopted in North America.

As part of this commitment, we identified 10 priority biodiversity sites across the U.S., conducted ecological assessments and developed management plans to protect them. By the close of 2023, we implemented an average of 82% of the actions detailed in our management plans — and work continues.

Our ecological management plans address a variety of important biodiversity issues at these sites, including:

Protecting endangered species Planting native species Controlling or removing invasive species Reducing light pollution Complying with discharge regulations Eliminating or reducing pesticide use Taking steps to reduce carbon footprints Conducting ecological impact Studies for future site development Implementing education and awareness projects

Continue reading the full report 

Originally published by Destinations International

Travel has the power to enrich lives and broaden perspectives. However, many people face barriers based on their identities that keep travel out of reach. In fact, 80% of underserved travelers report facing serious challenges throughout their experiences in travel.

Our new research, Journeys for All: An Expedia Group Study on Inclusion in Travel, looks into the disparities in travel experiences among underserved travelers in the United States, including Black, Latino, LGBTQIA+, and travelers with disabilities. Examining their journey, from planning and research to their experiences at their destination, there is an opportunity and imperative for the industry to change, to make travel more inclusive while building a stronger, more diverse visitor base for your destination.

Continue reading here

Earlier in October, The Boris Lawrence Henson Foundation (BLHF) and kate spade new york announced the third expansion of “SheCare Wellness Pods,” a program that launched in April 2023 to provide frontline mental health care to women on HBCU campuses. After the inaugural launch at Alabama State University and a second opening at Hampton University in 2023, BLHF and kate spade are expanding the initiative to a third pod at Bennett College in Greensboro, North Carolina.

Bennett College was purposefully selected to be the third campus following a student led sit-in protest demanding better mental health services on campus. The sit-in protest demonstrated that there was a need for more culturally sensitive resources for the community, such as the “SheCare Wellness Pods.” The on-campus mental health pod opened at Bennett College – one of two all-female HBCUs in the country – on October 22, 2024, and for the first time in the program, the Pod services will expand beyond campus and also be available to students from neighboring North Carolina A&T State University, as well as local community groups focused on women in Greensboro.

The “SheCare Wellness Pods” are physical structures that bring mental health access and resources to Black women on HBCU campuses. Each is designed to create an environment that stimulates joy, peace and serenity through intentional design and color selection. The exterior of the Pod features a hand painted mural designed by Greensboro community member and artist, Alyse Watt, in partnership with two Bennett College students, Genesis Almodovar and Trinity Cromwell. The mural design was inspired by wellness and highlights the inherent strength and beauty found in women. Designed to uplift the students, the inclusion of the hashtag #BelleMindsMatter reflects an initiative that emerged from the need for mental health support within the Bennett College community.

Learn more kate spade new york’s social impact work here.

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