Tag: 3BL

Safety in Design (or Design for Safety, Prevention through Design) involves integrating safety principles into every design phase to reduce risks and protect people, equipment, and the environment. Although it’s gaining recognition in professional safety circles, few industry professionals have experience with it, and even fewer have integrated it into existing processes. As it becomes pivotal in occupational safety, understanding its significance, benefits, and implementation steps is crucial. 

In a recent webinar entitled, “Safety in Design: The Next Frontier in Design Processes,” Rob Dixon, Senior Consultant and Data Center Industry Subsegment Lead at Antea Group moderates while Jill Hauck, CSP and Senior Professional at Antea Group, and Ryan Arnoldi, ASP and EHS Project Manager at Antea Group, discuss Safety in Design and what elements make up a successful Safety in Design program. They also showcase some of the benefits of implementing this practice across industries. 

Missed the webinar? Watch here.

Where did Safety in Design Start? 

Safety in Design is the practice of addressing occupational safety and health hazards during the design phase. Practically speaking, this allows for some of those hazards to be eliminated from the design, or other solutions to be better integrated into the function of the system or building.  

As mentioned above, while this philosophy is gaining more traction, is not new. The National Safety Council and the American Society of Safety Professionals (ASSP) were both interested in, and started researching, Prevention Through Design concepts in the mid 1990’s. Initiatives and papers were published along the way, and in 2011, the joint ANSI and ASSP standard on Prevention Through Design was published. ​ 

It has since been revised and republished in 2021. This standard, while not legally binding, provides a robust guide for developing safety and design programs. It underscores the critical importance of foresight and proactive measures in safeguarding the well-being of workers, users, and the public.  

Why Safety in Design Matters 

Implementing Safety in Design principles can initially seem difficult, adding complexity and potentially slowing down the engineering process. However, the benefits far outweigh the drawbacks. By addressing hazards early, organizations can prevent injuries, reduce long-term costs, and improve worker morale. For instance, designing facilities with easy access for maintenance reduces the need for risky on-the-fly solutions. Additionally, a safe design can lead to more efficient operations and lower insurance premiums, contributing to a healthier bottom line. 

Key Elements of a Safety in Design Program 

A successful Safety in Design program includes several critical elements: 

Safety Design Criteria/Specifications: Establishing minimum safety standards that must be integrated into the design from the outset. These criteria serve as the foundation for all subsequent design and construction activities, ensuring that safety is prioritized at every step. Design Safety Reviews: Regular reviews of drawings, models, and narratives to identify and mitigate potential hazards. These reviews are integral to catching issues before they materialize on-site, providing an opportunity for corrective action in the planning phase. Risk Assessment: Evaluating the various activities and maintenance tasks associated with the facility to foresee and address potential risks. Risk assessments provide a systematic approach to identifying, analyzing, and controlling risks, contributing to a safer design. Management of Change: Ensuring that any changes in the design are documented and reviewed by safety professionals to maintain safety standards. This element is crucial for adapting to evolving project requirements without compromising safety. 

Application Across Industries 

While tech companies with data centers are leading the way, the principles of Safety in Design apply across all industries. From warehouses to office spaces, considering safety during the design phase can prevent a host of issues. For example, in warehouses, designing clear separation between forklift and pedestrian traffic can save lives, while considering ventilation during the design phase can mitigate risks associated with hydrogen gas emissions from charging stations. Additionally, incorporating ergonomic principles into office design can reduce the incidence of repetitive strain injuries, enhancing employee well-being and productivity. 

Case Studies and Examples 

One notable example is a tech company embedding safety professionals within their design teams for data centers. This integration ensures that safety concerns are addressed from the very beginning, leading to safer, more efficient facilities. Similarly, another client saw a 50% reduction in calculated risk across projects after implementing Safety in Design principles. Additionally, non-industrial workspaces and warehouses benefit from these principles through ergonomic planning, traffic segregation, and proper ventilation, enhancing both safety and productivity. These case studies demonstrate the tangible benefits of a proactive approach to safety, highlighting the positive impact on both safety outcomes and operational efficiency. 

Conclusion 

Safety in Design is not just a regulatory requirement; it is a philosophy that can lead to significant cost savings and, more importantly, a safer working environment. By integrating safety from the ground up, organizations can create systems and facilities that are not only efficient and functional but also safe for everyone involved. The upfront effort invested in Safety in Design can save money in the long term, all while fostering a culture of safety and resilience. 

If your organization is planning an expansion or retrofit, now is the perfect time to integrate Safety in Design principles. Even minor changes can have a significant impact on worker safety and overall project success. Investigate how your organization can incorporate these elements into your processes and business practices. By getting involved early in planned expansions or retrofits, you can make the most impact and ensure that safety is woven into the very fabric of your projects. 

Do you have questions about how to implement Safety in Design in your next project? Reach out to our team of experts today! 

FORT WORTH, Texas, October 2, 2024 /3BL/ – In response to the widespread devastation caused by Hurricane Helene, American Airlines is donating 10 million AAdvantage® miles to Airlink, a nonprofit humanitarian organization that brings critical aid to communities in crisis. These miles will help Airlink connect emergency responders and relief workers to the most urgent need.

American has also partnered with the American Red Cross to help those impacted by Hurricane Helene. To support relief efforts, please visit redcross.org/aa to make a donation. Customers who donate through American’s dedicated Red Cross website will earn AAdvantage® bonus miles as a token of appreciation for their generosity.

“We are proud to join forces with Airlink and the Red Cross to deliver critical aid to those affected by Hurricane Helene,” said Ron DeFeo, American’s Chief Marketing and Communications Officer. “At American Airlines, it is our purpose to care for people on life’s journey, and we are committed to helping communities in times of need.”

Earlier this year, American was named a Mission Leader by the American Red Cross, joining an elite group of the most generous donors giving more than $3 million annually to help alleviate suffering in the face of emergencies. Additionally, American has been a member of the Annual Disaster Giving Program — a group of forward-thinking donors who provide support in advance of disasters — since 2014.

About American Airlines Group

As a leading global airline, American Airlines offers thousands of flights per day to more than 350 destinations in more than 60 countries. The airline is a founding member of the oneworld® alliance, whose members serve more than 900 destinations around the globe. Shares of American Airlines Group Inc. trade on Nasdaq under the ticker symbol AAL. Learn more about what’s happening at American by visiting news.aa.com and connect with American @AmericanAir and at Facebook.com/AmericanAirlines. To Care for People on Life’s Journey®.

About Airlink

Airlink is a global humanitarian nonprofit organization delivering critical aid to communities in crisis by providing free airlift and logistical solutions to vetted nonprofit partners, changing how the humanitarian community responds to disasters worldwide. Its network includes over 200 aid organizations and over 50 commercial and charter airlines. Since its inception in 2010, Airlink has flown over 12,000 relief workers and transported nearly 17 million pounds of humanitarian cargo, directly helping over 59 million people impacted by natural and man-made disasters. For more information, please visit airlinkflight.org or follow us on LinkedIn and Instagram.

FORT WORTH, Texas, October 2, 2024 /3BL/ – In response to the widespread devastation caused by Hurricane Helene, American Airlines is donating 10 million AAdvantage® miles to Airlink, a nonprofit humanitarian organization that brings critical aid to communities in crisis. These miles will help Airlink connect emergency responders and relief workers to the most urgent need.

American has also partnered with the American Red Cross to help those impacted by Hurricane Helene. To support relief efforts, please visit redcross.org/aa to make a donation. Customers who donate through American’s dedicated Red Cross website will earn AAdvantage® bonus miles as a token of appreciation for their generosity.

“We are proud to join forces with Airlink and the Red Cross to deliver critical aid to those affected by Hurricane Helene,” said Ron DeFeo, American’s Chief Marketing and Communications Officer. “At American Airlines, it is our purpose to care for people on life’s journey, and we are committed to helping communities in times of need.”

Earlier this year, American was named a Mission Leader by the American Red Cross, joining an elite group of the most generous donors giving more than $3 million annually to help alleviate suffering in the face of emergencies. Additionally, American has been a member of the Annual Disaster Giving Program — a group of forward-thinking donors who provide support in advance of disasters — since 2014.

About American Airlines Group

As a leading global airline, American Airlines offers thousands of flights per day to more than 350 destinations in more than 60 countries. The airline is a founding member of the oneworld® alliance, whose members serve more than 900 destinations around the globe. Shares of American Airlines Group Inc. trade on Nasdaq under the ticker symbol AAL. Learn more about what’s happening at American by visiting news.aa.com and connect with American @AmericanAir and at Facebook.com/AmericanAirlines. To Care for People on Life’s Journey®.

About Airlink

Airlink is a global humanitarian nonprofit organization delivering critical aid to communities in crisis by providing free airlift and logistical solutions to vetted nonprofit partners, changing how the humanitarian community responds to disasters worldwide. Its network includes over 200 aid organizations and over 50 commercial and charter airlines. Since its inception in 2010, Airlink has flown over 12,000 relief workers and transported nearly 17 million pounds of humanitarian cargo, directly helping over 59 million people impacted by natural and man-made disasters. For more information, please visit airlinkflight.org or follow us on LinkedIn and Instagram.

Originally published on Black & Veatch Insights

As energy stewards, utilities continually strive to balance grid expansion needs with competing interests, including operating and managing aging infrastructure, renewable interconnection and improving resiliency and reliability.

Welcome to the world of “grid modernization,” which encompasses the frustration and promise of updating and hardening old infrastructure. This opportunity encompasses preparing for current and future threats — from the cyber-related to the outage-causing effects of a changing climate — while capitalizing on emerging opportunities.

What is the posture about grid modernization across America? Black & Veatch’s 2024 Electric Report — an expert analysis of a survey of nearly 700 U.S. electric sector stakeholders — provides many key answers.

The Surge of Renewables

On the matter of when survey respondents anticipate various factors to be drivers of grid modernization for their organization, renewable energy penetration was listed as the most significant current driver at 57 percent, followed by low-probability/high-impact events (e.g., weather) at 43 percent (Figure 4). Renewable reliability at a large scale is an issue for utilities due to intermittency of renewable sources of power. Utilities want to be in control of their power availability, but as more distributed generation enters a system, it becomes harder to control.

These concerns can be viewed from two perspectives. A distribution-only utility would view this question as a behind-the-meter application, whether it is microgrids or stand-alone distributed energy resources (DERs) such as rooftop solar. A transmission utility would see the issue from the perspective of dealing with large-scale solar and wind farms that seek to interconnect with the transmission system. In short, distribution system operators are focused on visibility and control, while transmission systems are concerned with having the necessary transmission capacity to operate.

It’s worth noting that building and transportation electrification garnered just 29 percent as a driver now, yet it appears to be the most significant issue on utilities’ radars in the next three to five years.

There is a lot of uncertainty surrounding electrification — exactly what it will look like and its resulting demands. But electrification is coming, with the only uncertainty being a matter of when. Some of the uncertainty is tied up in politics. In addition, electric vehicle (EV) demand has slowed — perhaps a reflection of high interest rates and the price point of such vehicles. But those declines are more than replaced by the energy-intensive requirements of data centers being built nationwide to support artificial intelligence applications.

Building electrification is moving forward in some regions, but pushback is rising in other areas of the country. For instance, where discussions are taking place about outlawing natural gas, some sentiments are developing against that notion. This is the conundrum in which utilities find themselves.

In general, utilities primarily are dealing with the problems directly in front of them and worrying less about what’s five or 10 years down the road, given ongoing expansion demands and operations and maintenance challenges. This isn’t surprising. Utilities have to report to regulators, and it’s difficult to convince them that now is the time to begin planning for the impacts of building and transportation electrification in the coming decade(s).

An Optimistic Future Concerning Regulations

Survey respondents were asked about how challenging regulations are now — and their outlook for the future (Figure 5). More than half (54 percent) listed regulations as very challenging now, with an additional 26 percent saying they’re somewhat challenging. Interestingly, while a combined 80 percent find regulations very or somewhat challenging, that number drops to just 61 percent for five years from now.

While this outcome is hard to imagine in light of the constant battle over rate cases and various siting proposals, two Federal Energy Regulatory Commission (FERC) orders in early 2024 are considered positive signs.

One of those orders — No. 1977 — gives FERC siting authority for inter-regional transmission lines of national significance if the states don’t act — a substantial action in getting important transmission projects moving forward. There is a half dozen or more merchant transmission line proposals that have been in the works for more than a decade, yet they remain stagnant while waiting for state or local regulatory approvals.

The other FERC action, No. 1920, addresses longrange transmission planning and cost allocation. FERC’s goal is to have transmission owners build into their transmission plans the infrastructure needed to support renewables and increased load growth as opposed to having a more reactive response toward expansion. With the support of this FERC order, transmission owners and developers may be able to make a stronger case to their local public utility commissions (PUCs) versus PUC for future transmission siting and development.

The fact that FERC is trying to streamline regulations in these two important areas is a positive development.

The Battle for Funds

The need for capital expenditures (CapEx) continues to be a driver for all organizations. Furthermore, CapEx versus operations and maintenance (O&M) almost always is present as a potential conflict, given that funding new expansion (hence, additional revenue) can compete for money to maintain assets already in the field. Even though today’s CapEx eventually becomes tomorrow’s O&M, it may be hard to see behind all of the pressures utilities face today.

That said, O&M still came out on top by a narrow margin as the most significant challenge organizations face in modernizing the grid (Figure 6). Sixty-two percent of respondents listed concerns with ongoing maintenance costs as their most significant current challenge, compared with 56 percent that cited competition for capital dollars.

There are ongoing efforts to use technology to lessen O&M expenses. More extensive use of sensors to detect issues or flying drones for inspections are two examples of how utilities are trying to adopt new technology. The pressure to spend less on O&M to push those dollars to CapEx is likely increasing because of all the work that needs to be done on grid expansion to meet increasing load growth.

A Rapidly Changing Future

For decades, utilities have engaged in integrated resource planning (IRP), which is a long-range outlook of their region and the anticipated CapEx needs to meet projected changes. In the past, an IRP was updated every five or 10 years as growth was relatively flat, and the economics didn’t change. But many utilities today update their IRP every other year, or even annually. The increased frequency of updating IRPs is necessary due to the exponentially growing demands placed on the utility and the rising uncertainty associated with customer load growth due to growing data centers, domestication of clean tech and electrification.

As utilities keep one eye on the immediate future and the other on the coming decades, they must continually find the right balance for affordability, equitability, reliability and sustainability.

Download Black & Veatch’s 2024 Electric Report

Originally published on Black & Veatch Insights

As energy stewards, utilities continually strive to balance grid expansion needs with competing interests, including operating and managing aging infrastructure, renewable interconnection and improving resiliency and reliability.

Welcome to the world of “grid modernization,” which encompasses the frustration and promise of updating and hardening old infrastructure. This opportunity encompasses preparing for current and future threats — from the cyber-related to the outage-causing effects of a changing climate — while capitalizing on emerging opportunities.

What is the posture about grid modernization across America? Black & Veatch’s 2024 Electric Report — an expert analysis of a survey of nearly 700 U.S. electric sector stakeholders — provides many key answers.

The Surge of Renewables

On the matter of when survey respondents anticipate various factors to be drivers of grid modernization for their organization, renewable energy penetration was listed as the most significant current driver at 57 percent, followed by low-probability/high-impact events (e.g., weather) at 43 percent (Figure 4). Renewable reliability at a large scale is an issue for utilities due to intermittency of renewable sources of power. Utilities want to be in control of their power availability, but as more distributed generation enters a system, it becomes harder to control.

These concerns can be viewed from two perspectives. A distribution-only utility would view this question as a behind-the-meter application, whether it is microgrids or stand-alone distributed energy resources (DERs) such as rooftop solar. A transmission utility would see the issue from the perspective of dealing with large-scale solar and wind farms that seek to interconnect with the transmission system. In short, distribution system operators are focused on visibility and control, while transmission systems are concerned with having the necessary transmission capacity to operate.

It’s worth noting that building and transportation electrification garnered just 29 percent as a driver now, yet it appears to be the most significant issue on utilities’ radars in the next three to five years.

There is a lot of uncertainty surrounding electrification — exactly what it will look like and its resulting demands. But electrification is coming, with the only uncertainty being a matter of when. Some of the uncertainty is tied up in politics. In addition, electric vehicle (EV) demand has slowed — perhaps a reflection of high interest rates and the price point of such vehicles. But those declines are more than replaced by the energy-intensive requirements of data centers being built nationwide to support artificial intelligence applications.

Building electrification is moving forward in some regions, but pushback is rising in other areas of the country. For instance, where discussions are taking place about outlawing natural gas, some sentiments are developing against that notion. This is the conundrum in which utilities find themselves.

In general, utilities primarily are dealing with the problems directly in front of them and worrying less about what’s five or 10 years down the road, given ongoing expansion demands and operations and maintenance challenges. This isn’t surprising. Utilities have to report to regulators, and it’s difficult to convince them that now is the time to begin planning for the impacts of building and transportation electrification in the coming decade(s).

An Optimistic Future Concerning Regulations

Survey respondents were asked about how challenging regulations are now — and their outlook for the future (Figure 5). More than half (54 percent) listed regulations as very challenging now, with an additional 26 percent saying they’re somewhat challenging. Interestingly, while a combined 80 percent find regulations very or somewhat challenging, that number drops to just 61 percent for five years from now.

While this outcome is hard to imagine in light of the constant battle over rate cases and various siting proposals, two Federal Energy Regulatory Commission (FERC) orders in early 2024 are considered positive signs.

One of those orders — No. 1977 — gives FERC siting authority for inter-regional transmission lines of national significance if the states don’t act — a substantial action in getting important transmission projects moving forward. There is a half dozen or more merchant transmission line proposals that have been in the works for more than a decade, yet they remain stagnant while waiting for state or local regulatory approvals.

The other FERC action, No. 1920, addresses longrange transmission planning and cost allocation. FERC’s goal is to have transmission owners build into their transmission plans the infrastructure needed to support renewables and increased load growth as opposed to having a more reactive response toward expansion. With the support of this FERC order, transmission owners and developers may be able to make a stronger case to their local public utility commissions (PUCs) versus PUC for future transmission siting and development.

The fact that FERC is trying to streamline regulations in these two important areas is a positive development.

The Battle for Funds

The need for capital expenditures (CapEx) continues to be a driver for all organizations. Furthermore, CapEx versus operations and maintenance (O&M) almost always is present as a potential conflict, given that funding new expansion (hence, additional revenue) can compete for money to maintain assets already in the field. Even though today’s CapEx eventually becomes tomorrow’s O&M, it may be hard to see behind all of the pressures utilities face today.

That said, O&M still came out on top by a narrow margin as the most significant challenge organizations face in modernizing the grid (Figure 6). Sixty-two percent of respondents listed concerns with ongoing maintenance costs as their most significant current challenge, compared with 56 percent that cited competition for capital dollars.

There are ongoing efforts to use technology to lessen O&M expenses. More extensive use of sensors to detect issues or flying drones for inspections are two examples of how utilities are trying to adopt new technology. The pressure to spend less on O&M to push those dollars to CapEx is likely increasing because of all the work that needs to be done on grid expansion to meet increasing load growth.

A Rapidly Changing Future

For decades, utilities have engaged in integrated resource planning (IRP), which is a long-range outlook of their region and the anticipated CapEx needs to meet projected changes. In the past, an IRP was updated every five or 10 years as growth was relatively flat, and the economics didn’t change. But many utilities today update their IRP every other year, or even annually. The increased frequency of updating IRPs is necessary due to the exponentially growing demands placed on the utility and the rising uncertainty associated with customer load growth due to growing data centers, domestication of clean tech and electrification.

As utilities keep one eye on the immediate future and the other on the coming decades, they must continually find the right balance for affordability, equitability, reliability and sustainability.

Download Black & Veatch’s 2024 Electric Report

Originally published on Illumina News Center

For the second year in a row, Illumina’s Singapore team participated in the annual overnight Relay for Life Charity Run for the Singapore Cancer Society (SCS). Starting in the early evening on April 20, about 40 employees took to the track, and they completed 125 kilometers (78 mi) by mid-morning the next day. During the run, the team raised US $4940 to support SCS cancer programs.

“Six hours into the race, you could see that everyone was getting tired,” says Shiyun Quek, regional head of Corporate Social Responsibility and Sustainability for Illumina’s APAC region. “It was very touching to witness how giving knows no boundaries. While team members were of diverse ages and fitness levels, everyone endured and chipped in to give their best to complete the race. It was amazing to observe how our colleagues are really focused on the collective purpose and living the Illumina corporate values of being relentless and collaborative.”

The Illumina team completed the race’s scheduled distance of 100 kilometers in about nine hours, then kept going to 125 kilometers as a demonstration of their encouragement to cancer patients that “no one fights cancer alone.”

Singapore giving back

The Relay for Life race is just one part of a larger philanthropic program. In 2023, more than 70% of Illumina employees in Singapore participated in giving and volunteering activities. Employee-driven donations contributed $122,000 to various charities in Singapore.

The Singapore team has streamlined and consolidated its giving efforts toward a few key causes and partners for the past two years, aiming to deepen its impact for the community. SCS was one of those key strategic partners.

“Patients are often devastated when they’re diagnosed with cancer. Families, likewise, are overwhelmed, and many may need financial or social support to help them through difficult times,” says Derric Lee, Illumina’s vice president and general manager of Singapore Operations. “I am heartened to see many of our employees donating generously and contributing many hours to support and make an impact on the lives and livelihood of cancer patients and their family members.”

The Singapore team’s support for SCS is aligned with other existing partnerships that focus on supporting patients with cancer and their families. In 2023, the Illumina Corporate Foundation and Illumina employees in Singapore donated nearly $60,000, and more than 1000 volunteer hours, to SCS, which then honored Illumina at a volunteer appreciation event with an “All-Rounder Corporate 2023” award for its ongoing partnership.

Holistic support

Illumina aims to support the whole continuum of care. When SCS saw a gap in breast cancer screening rates, they instituted the empowerHER program, which sent mobile mammogram clinics to workplaces, funded by grants from Illumina. Illumina also funded SCS’s Return to Role program, which helps cancer survivors return to their careers.

In 2023, when a large cancer conference came to Singapore, Illumina volunteers helped staff the event. In addition to supporting conference logistics, the Illumina team helped communicate anti-cancer messages, becoming advocates and champions for the cause.

The Singapore team also works directly with those affected by cancer. In partnership with SCS, Illumina employees have conducted home visits and delivered festive “cheer packs” to patients. They organized outings to take cancer patients and their family members to places of interest to provide them some respite from their daily stresses and spend precious family time together.

In addition to SCS, Illumina employees also collaborate with the Children’s Cancer Foundation (CCF) in Singapore. Last year, they raised more than $60,000 for CCF as part of their Hair for Hope campaign, which gathered volunteers across the country to shave their heads, fundraise, and lend their voices to encourage children with cancer that it’s okay to be bald. Many of Illumina Singapore’s senior corporate leaders took part by shaving their heads. This year, employees from the Women at Illumina Network (WIN) employee resource group knitted and sold beanies to fundraise for the event.

“At Illumina, we’re committed to creating opportunities for employees to volunteer in their communities with organizations that are meaningful to them and that connect to our mission,” said Dorothy Wong, Illumina’s head of regional HR for APAC. “We are proud to have contributed more than 4400 volunteer hours last year. Also, the company and its employees have collectively donated more than $350,000 to various causes in Singapore, including those for cancer and oncology, STEM education, disabilities, and environmental sustainability.”

The fight against cancer continues even as the year draws to a close. The Singapore team will have a contingent of close to 100 employees and family members take part in SCS’s Race Against Cancer in September, as well as the Breast Cancer Foundation’s Pink Ribbon Walk in October, to continue raising resources and support for the cancer community.

Learn more about how Illumina employees are making a difference in their communities here.

Originally published on Illumina News Center

For the second year in a row, Illumina’s Singapore team participated in the annual overnight Relay for Life Charity Run for the Singapore Cancer Society (SCS). Starting in the early evening on April 20, about 40 employees took to the track, and they completed 125 kilometers (78 mi) by mid-morning the next day. During the run, the team raised US $4940 to support SCS cancer programs.

“Six hours into the race, you could see that everyone was getting tired,” says Shiyun Quek, regional head of Corporate Social Responsibility and Sustainability for Illumina’s APAC region. “It was very touching to witness how giving knows no boundaries. While team members were of diverse ages and fitness levels, everyone endured and chipped in to give their best to complete the race. It was amazing to observe how our colleagues are really focused on the collective purpose and living the Illumina corporate values of being relentless and collaborative.”

The Illumina team completed the race’s scheduled distance of 100 kilometers in about nine hours, then kept going to 125 kilometers as a demonstration of their encouragement to cancer patients that “no one fights cancer alone.”

Singapore giving back

The Relay for Life race is just one part of a larger philanthropic program. In 2023, more than 70% of Illumina employees in Singapore participated in giving and volunteering activities. Employee-driven donations contributed $122,000 to various charities in Singapore.

The Singapore team has streamlined and consolidated its giving efforts toward a few key causes and partners for the past two years, aiming to deepen its impact for the community. SCS was one of those key strategic partners.

“Patients are often devastated when they’re diagnosed with cancer. Families, likewise, are overwhelmed, and many may need financial or social support to help them through difficult times,” says Derric Lee, Illumina’s vice president and general manager of Singapore Operations. “I am heartened to see many of our employees donating generously and contributing many hours to support and make an impact on the lives and livelihood of cancer patients and their family members.”

The Singapore team’s support for SCS is aligned with other existing partnerships that focus on supporting patients with cancer and their families. In 2023, the Illumina Corporate Foundation and Illumina employees in Singapore donated nearly $60,000, and more than 1000 volunteer hours, to SCS, which then honored Illumina at a volunteer appreciation event with an “All-Rounder Corporate 2023” award for its ongoing partnership.

Holistic support

Illumina aims to support the whole continuum of care. When SCS saw a gap in breast cancer screening rates, they instituted the empowerHER program, which sent mobile mammogram clinics to workplaces, funded by grants from Illumina. Illumina also funded SCS’s Return to Role program, which helps cancer survivors return to their careers.

In 2023, when a large cancer conference came to Singapore, Illumina volunteers helped staff the event. In addition to supporting conference logistics, the Illumina team helped communicate anti-cancer messages, becoming advocates and champions for the cause.

The Singapore team also works directly with those affected by cancer. In partnership with SCS, Illumina employees have conducted home visits and delivered festive “cheer packs” to patients. They organized outings to take cancer patients and their family members to places of interest to provide them some respite from their daily stresses and spend precious family time together.

In addition to SCS, Illumina employees also collaborate with the Children’s Cancer Foundation (CCF) in Singapore. Last year, they raised more than $60,000 for CCF as part of their Hair for Hope campaign, which gathered volunteers across the country to shave their heads, fundraise, and lend their voices to encourage children with cancer that it’s okay to be bald. Many of Illumina Singapore’s senior corporate leaders took part by shaving their heads. This year, employees from the Women at Illumina Network (WIN) employee resource group knitted and sold beanies to fundraise for the event.

“At Illumina, we’re committed to creating opportunities for employees to volunteer in their communities with organizations that are meaningful to them and that connect to our mission,” said Dorothy Wong, Illumina’s head of regional HR for APAC. “We are proud to have contributed more than 4400 volunteer hours last year. Also, the company and its employees have collectively donated more than $350,000 to various causes in Singapore, including those for cancer and oncology, STEM education, disabilities, and environmental sustainability.”

The fight against cancer continues even as the year draws to a close. The Singapore team will have a contingent of close to 100 employees and family members take part in SCS’s Race Against Cancer in September, as well as the Breast Cancer Foundation’s Pink Ribbon Walk in October, to continue raising resources and support for the cancer community.

Learn more about how Illumina employees are making a difference in their communities here.

Nasdaq

The Nasdaq ESG Solutions and Crux collaboration spotlights the importance of transferable tax credits in enabling companies to manage their tax liabilities and the opportunity to supercharge sustainability goals.

At Nasdaq ESG Solutions, we are always looking for innovative ways to help our clients advance their sustainability goals while unlocking new sources of value. Our collaboration with Crux, a sustainable finance technology company, is intended to help clients take advantage of transferable tax credit transactions offered through the Inflation Reduction Act (IRA).

What is the Inflation Reduction Act of 2022 (IRA) and how does it benefit corporates?

The IRA offers funding, programs, and incentives to accelerate the deployment of clean energy projects (solar, geothermal, wind, energy storage, microgrids, etc.) and climate resilience to move towards a clean energy economy. The law’s transferability provision allows, for the first time, clean energy developers and manufacturers to sell their tax credits to third parties for cash.

By introducing this market mechanism, the IRA expands access to capital for corporates that develop qualifying clean energy infrastructure, innovative technologies, and advanced manufacturing and reduces federal tax bills for corporate buyers of these tax credits.

Why is this important?

Transferability presents an opportunity for companies across different industries and sizes to support the energy transition while generating a positive return on investment.

For example, companies with federal tax liability can use transferable tax credits to reduce their federal tax bill and unlock additional value, which they can choose to use to accelerate sustainability goals or invest in new initiatives. At the same time, companies that produce renewable energy or advanced manufacturing products eligible for transferable tax credits may be able to access more flexible forms of financing, driving greater market participation and accelerating deployment of clean technologies.

How can Nasdaq ESG Solutions and Crux help corporates navigate this new market?

The Nasdaq ESG Solutions business aims to deliver scaled positive impact across corporates, investors, and financial institutions and their employees, customers, and suppliers. Nasdaq ESG Solutions’ work across the corporate and investment communities uniquely positions us to support clients as they strive to achieve their sustainability objectives.

Launched in January 2023, Crux’s goal is to change the way clean energy and decarbonization projects are financed in the United States, starting with transactions for the transferable clean energy tax credits. Through our collaboration, Nasdaq ESG Solutions clients have the opportunity to realize cost savings and advance their sustainability objectives through access to Crux’s platform, which features the largest network of clean energy project developers and manufacturers. Our clients will also benefit from Crux’s insights on the dynamic, rapidly growing transferable tax credit market.

In July, Crux released its 2024 Mid-Year Market Intelligence Report based on data from $6.8 billion in tax credit transfers. The report highlights several trends:

Strong market growth: The transferable tax credit market continues to grow rapidly and is forecasted to reach $20-25B by year end, which is more than double the size of 2023.Clear pricing drivers: Average 2024 pricing is trending higher than 2023, with transaction size and use of insurance as key drivers.Buyer interest in forward-commitments: Transferable tax credit buyers are beginning to look at 2025 opportunities. 25% of 2024 reported deals included a forward component with future year tax credits.

Crux’s report also underscores the breadth of the market that is now accessible to companies with varying federal tax profiles and different stages of tax credit purchase maturities. With more than $12 billion of credits available today, Crux and Nasdaq ESG Solutions are well-positioned to help clients and their legal and tax advisors new to the market explore how transferable tax credits may be available to enhance clients’ sustainability strategies and reduce federal tax liability.

We’re working together with Crux because they operate the industry’s central platform, which means we think that they are poised to play an outsized role in making the market for transferable tax credits more liquid, transparent, and efficient. Their combination of market data, platform power, the extensiveness of their network, and their experienced team—together with the strategic insights of Nasdaq ESG Advisory—can help clients interested in accelerating their sustainability goals and making a positive impact on the environment.

Companies seeking further information on leveraging transferable tax credits to support their sustainability goals can get in touch with Nasdaq ESG Solutions here.

© 2024 Nasdaq, Inc. The Nasdaq logo and the Nasdaq ‘ribbon’ logo are the registered and unregistered trademarks, or service marks, of Nasdaq, Inc. in the U.S. and other countries. All rights reserved. This communication and the content found by following any link herein are being provided to you by Nasdaq ESG Solutions, a business of Nasdaq, Inc. and certain of its subsidiaries (collectively, “Nasdaq”), for informational purposes only. Nothing herein shall constitute a recommendation, solicitation, invitation, inducement, promotion, or offer for the purchase or sale of any investment product, nor shall this material be construed in any way as investment, legal, or tax advice, or as a recommendation, reference, or endorsement by Nasdaq. Nasdaq makes no representation or warranty with respect to this communication or such content and expressly disclaims any implied warranty under law. At the time of publication, the information herein was believed to be accurate, however, such information is subject to change without notice. This information is not directed or intended for distribution to, or use by, any citizen or resident of, or otherwise located in, any jurisdiction where such distribution or use would be contrary to any law or regulation or which would subject Nasdaq to any registration or licensing requirements or any other liability within such jurisdiction. By reviewing this material, you acknowledge that neither Nasdaq nor any of its third-party providers shall under any circumstance be liable for any lost profits or lost opportunity, direct, indirect, special, consequential, incidental, or punitive damages whatsoever, even if Nasdaq or its third-party providers have been advised of the possibility of such damages.

Key Takeaways

Now in its fourth year, Comcast RISE celebrates having provided more than $140 million in total monetary, marketing, and technology grants to strengthen and empower small businesses.In 2024, 500 small Businesses in Atlanta, Houston, Jacksonville, Richmond, VA and southern Colorado were awarded comprehensive grant packages.

NEW YORK, October 2, 2024 /3BL/ – Comcast announced 500 additional small business recipients that will receive comprehensive grant packages that include business consultation services, educational resources, a $5,000 monetary grant, creative production, media schedule, and a technology makeover.

The distribution of these grants in five new cities is part of Comcast’s ongoing commitment to supporting the growth of all small businesses, while advancing the objectives of diversity, equity, and inclusion, and community investment. Comcast RISE was created to help businesses and their communities thrive, with a focus on economic growth.

The regions in this round included Atlanta, Houston, Jacksonville, Richmond, VA and southern Colorado. A total of 100 grants per city, or 500 grants overall, were announced to be awarded in September 2024, bringing the total number of recipients to date to 14,000.

“Supporting small businesses means investing in the heart of our communities,” said Loren Hudson, SVP and Chief Diversity Officer, Connectivity and Platforms, Comcast.

By empowering entrepreneurs and small business owners with the skills and resources they need to grow and succeed, we help ensure our local neighborhoods can flourish and thrive too.

Loren Hudson

SVP and Chief Diversity Officer, Connectivity and Platforms, Comcast

Comcast RISE was created in November 2020 to help small businesses hardest hit by COVID-19, from bakeries and barber shops to childcare centers and cleaning services, by providing the grants needed to survive and recover.

The program has evolved from helping businesses survive the pandemic, to helping businesses and their communities thrive with a focus on economic growth.

Grant packages include:

COACHING SESSIONS – Business assessment and coaching that provide business owners with recommendations on how to help grow their businesses.EDUCATION RESOURCES – 12-month access to online entrepreneurship courses, learning modules and resources for small business owners.MONETARY GRANT – $5,000 monetary grant.CREATIVE PRODUCTION & MEDIA – Professionally produced 30-second TV commercial, plus a media strategy consultation and a 180-day linear media schedule. (Taxes and other fees may apply for production and media services.)TECHNOLOGY MAKEOVER – Computer equipment and Internet, Voice and Cybersecurity services for 12 months. (Taxes and other fees may apply for tech makeover services.)

In addition, any small business owner can visit the Comcast RISE destination on X1 featuring aggregated small business news, tips, insights, and more. X1 customers can say “Comcast RISE” into the voice remote.

Comcast RISE is part of Project UP, the company’s $1 billion commitment to advance digital equity through programs and community partnerships that connect people to the Internet, advance economic mobility and open doors for the next generation of innovators, entrepreneurs, storytellers and creators.

More information is available at www.ComcastRISE.com.

Originally published in the 2023 Regency Centers Corporate Responsibility Report

Regency’s Corporate Responsibility Program is built on four pillars – Our People, Our Communities, Ethics and Governance, and Environmental Stewardship. It is guided by overarching objectives, including long-term value creation for our shareholders and other stakeholders, the importance of maintaining and nurturing our culture, and protecting and enhancing Regency’s brand and reputation. With these pillars and objectives in mind, we develop near- and long-term goals to create alignment with each objective and to ensure that our corporate responsibility initiatives, which are key to our business success, remain at the forefront of our priorities.

Through our Corporate Responsibility Policies and Practices we demonstrate how our commitment to sustainability naturally flows from our core values, and addresses our expectations and requirements with respect to key dimensions of sustainability.

Regency’s Board is responsible for the oversight of our corporate responsibility strategy, initiatives, and business alignment, and has delegated to its Nominating and Governance Committee oversight of Regency’s Corporate Responsibility Program. Our President and CEO, who leads our four-person Management Executive Committee, has ultimate senior management responsibility for the Company’s ESG program, including oversight of our management-led Corporate Responsibility Committee. In her role as leader of the Executive Committee, she is the primary decision-maker on all major ESG initiatives and business alignment.

In 2023, the Nominating and Governance Committee was briefed regularly on our strategic sustainability initiatives, our goal-setting process, progress toward developing goals aligned with SBTi and TCFD, performance against metrics and targets, sustainability reporting, and the landscape of evolving ESG expectations and practices across our investors and other stakeholders.

Read the full 2023 Regency Centers Corporate Responsibility Report

For more about Regency Centers’ commitment to Corporate Responsibility click here