Tag: 3BL

Three days after Hurricane Francine made landfall, Felton Coleman, manager of Entergy’s Louisiana Distribution Operations Center, stood in a Baton Rouge facility that few know about but that plays a crucial role in restoring power after storms. With hands on the table, Coleman listened intently as his team discussed the latest steps being taken to help restore power to customers across Louisiana.

“Everything dealing with Entergy’s electric distribution system in Louisiana flows through here,” Coleman explained. “It’s the nerve center and the heartbeat of our grid. We’re managing a huge amount of information to ensure restoration efforts move efficiently and, most importantly, safely for the frontline workers in the field.”

Inside what Coleman calls the “switch room” and “operating floor,” workers sit in front of large computer screens that display real-time data on Entergy’s electric grid. Brightly colored lines and shapes flash across the screens, giving them instant visibility into the system across the state. In these rooms, dozens of employees analyze the data and coordinate next steps in the restoration process.

During storm recovery, the operations center is divided into sections that each focus on different regions affected by outages. Operations coordinators, floor leads and supervisors collaborate to form a chain of command, assessing outages and determining how best to address them.

Breakers and smart devices located at the top of utility poles relay information back to the center, giving the team a real-time view of field conditions. Two-way communication flows constantly between operators at the center and crews in the field. Crews assess the damage, and if necessary, request “switching orders” — a sequence of steps taken to safely deenergize or isolate parts of the grid so that tree trimmers and lineworkers can safely remove debris, make repairs and restore power.

Thanks to the teamwork between frontline workers and those behind the scenes, Entergy has impressively restored power to more than 90% of customers in less than three days after Francine. “It takes everyone, those in the field and at our command centers, working together in unison with our control centers toward the same goal of getting the lights back on,” said Coleman.

Much like the crews on the ground, the employees at the distribution operations center work 16-hour days and play a crucial role in the restoration effort. “When a storm hits, it’s a commitment to being here until every customer has power back ON,” Coleman added.

But it’s not just the workers at the distribution operations center who are the hidden heroes of the storm restoration process. Behind every lineworker or tree trimmer, there are hundreds of employees, contractors and support personnel working in various command centers across Entergy’s service territory. Teams from planning, resource management, logistics and customer service ensure that frontline workers have meals, lodging, fuel and the necessary supplies to complete their assignments.

At its peak, Entergy’s storm response team for Francine swelled to more than 8,000 people, all working together to help customers regain a sense of normalcy.

Three days after Hurricane Francine made landfall, Felton Coleman, manager of Entergy’s Louisiana Distribution Operations Center, stood in a Baton Rouge facility that few know about but that plays a crucial role in restoring power after storms. With hands on the table, Coleman listened intently as his team discussed the latest steps being taken to help restore power to customers across Louisiana.

“Everything dealing with Entergy’s electric distribution system in Louisiana flows through here,” Coleman explained. “It’s the nerve center and the heartbeat of our grid. We’re managing a huge amount of information to ensure restoration efforts move efficiently and, most importantly, safely for the frontline workers in the field.”

Inside what Coleman calls the “switch room” and “operating floor,” workers sit in front of large computer screens that display real-time data on Entergy’s electric grid. Brightly colored lines and shapes flash across the screens, giving them instant visibility into the system across the state. In these rooms, dozens of employees analyze the data and coordinate next steps in the restoration process.

During storm recovery, the operations center is divided into sections that each focus on different regions affected by outages. Operations coordinators, floor leads and supervisors collaborate to form a chain of command, assessing outages and determining how best to address them.

Breakers and smart devices located at the top of utility poles relay information back to the center, giving the team a real-time view of field conditions. Two-way communication flows constantly between operators at the center and crews in the field. Crews assess the damage, and if necessary, request “switching orders” — a sequence of steps taken to safely deenergize or isolate parts of the grid so that tree trimmers and lineworkers can safely remove debris, make repairs and restore power.

Thanks to the teamwork between frontline workers and those behind the scenes, Entergy has impressively restored power to more than 90% of customers in less than three days after Francine. “It takes everyone, those in the field and at our command centers, working together in unison with our control centers toward the same goal of getting the lights back on,” said Coleman.

Much like the crews on the ground, the employees at the distribution operations center work 16-hour days and play a crucial role in the restoration effort. “When a storm hits, it’s a commitment to being here until every customer has power back ON,” Coleman added.

But it’s not just the workers at the distribution operations center who are the hidden heroes of the storm restoration process. Behind every lineworker or tree trimmer, there are hundreds of employees, contractors and support personnel working in various command centers across Entergy’s service territory. Teams from planning, resource management, logistics and customer service ensure that frontline workers have meals, lodging, fuel and the necessary supplies to complete their assignments.

At its peak, Entergy’s storm response team for Francine swelled to more than 8,000 people, all working together to help customers regain a sense of normalcy.

Originally published in American Airlines’ 2023 Sustainability Report

Expanding Our Commitment to Prevent Illegal Trafficking of Wildlife

In 2022, American became the first U.S. airline to join the Transport Taskforce of United for Wildlife, and, in 2023, we continued to implement our commitments outlined in the Buckingham Palace Declaration.

This organization, established by the Royal Foundation of the Prince and Princess of Wales, is working to protect elephants, rhinos, monkeys, birds, insects, reptiles and other endangered species, including plants, from the illegal wildlife trade that is pushing them toward extinction. This global criminal enterprise is worth an estimated $20 billion annually, with poachers and traffickers trading in a wide variety of endangered wildlife and wildlife body parts, generally for sale as trophies or for purported medicinal uses. Their activities are also linked to money laundering as well as the trafficking of drugs and weapons.

American has pledged to increase awareness among team members regarding the nature, scale and consequences of these activities. In 2023, we began our journey by working to understand our exposure to wildlife trafficking. Through an intensive analysis of our global network and the smuggling routes of animal products, we developed a risk assessment and used it to craft our strategy. It highlights specific regions, routes and hotspots within our network that pose high risks of smuggling.

The global nature of our Cargo operation and its significant presence in areas at risk of wildlife trafficking made it a logical choice for launching this strategy. Cargo served more than 21,000 unique origin and destination pairs in 2023. Highest-volume stations are spread throughout the world, including London, São Paulo, Buenos Aires, Dallas-Fort Worth, Miami and Los Angeles.

We have made wildlife awareness training a requirement for frontline Cargo team members, and over 95% of them completed it in 2023. We began the process of expanding training to other teams as well. We also worked to increase awareness among Cargo team members by distributing informational posters outlining common red flags and trafficking methods for display in more than 40 Cargo stations worldwide.

We also worked closely with our Corporate Security department to develop new channels for reporting suspected trafficking incidents. And to raise awareness, our Living Green Employee Business Resource Group sponsored events on this topic.

Read more

CHARLOTTE, N.C., and CARROLLTON, Texas, September 18, 2024 /3BL/ – Discovery Education and LIV Golf today announced a new multi-year partnership, LIV to Learn, that will positively impact half a million students worldwide. This innovative collaboration offers students and educators digital resources that explore STEM, life skills, and career opportunities, while also addressing topics of teamwork and sustainability.

LIV to Learn is a key component of the LIV Golf Potential, Unleashed Impact Strategy which aims to positively impact 5.4 million young people. LIV to Learn unites partners across sectors to increase opportunities for education, employment, and training for young people. Since its founding, LIV Golf has launched numerous programs focused on inspiring a better tomorrow through the game of golf. The pillar programs of Potential, Unleashed – LIV to Learn, LIV Green, Transform the Game, and the Way We LIV – demonstrate a holistic and transformational strategy for impact.

“Inspiring students through the game of golf is a core focus of LIV Golf’s Potential, Unleashed impact and sustainability initiative,” said Greg Norman, the CEO and Commissioner at LIV Golf. “We are proud to partner with Discovery Education to create new ways to make golf more accessible to young people, while developing the important skills and values that play a huge role in the game we love. We believe these tools will help foster a passion for golf and encourage students to reach their potential as we work to inspire the leaders of tomorrow.”

The program includes ready-to-use resources, teacher-led and family activities, and a facilitator guide. LIV to Learn features exclusive content from some of the biggest names in golf, including two-time Masters champion and RangeGoats GC captain Bubba Watson, U.S. Open champion and Cleeks GC captain Martin Kaymer, LIV Golf Wild Card player and former Ryder Cup star Anthony Kim, Cleeks GC star and 2023 DP World Tour Player of the Year Adrian Meronk, and more.

“To partner with such a great organization like Discovery Education is a very exciting moment for our league,” says Watson. “I am honored to play a small role in this and look forward to seeing the global impact we can make together.” 

This week, as part of the program launch during the LIV Golf Dallas Team Championship, local students and educators are visiting Maridoe Golf Club for an opportunity to learn about STEM-related careers at LIV Golf. A series of events for students and educators will include virtual field trip filming, a behind-the-scenes tour of the event operations and broadcast compound, meet and greets with athletes, and fan village tours.

“Our extensive experience with major leagues has strengthened our belief in the power of sports to ignite student curiosity,” said Amy Nakamoto, Executive Vice President of Corporate Partnerships at Discovery Education. “We are excited to partner with LIV Golf to channel that curiosity into learning, fostering essential skills to help students thrive in their futures.”

Additional resources will be released in the coming months, including a virtual field trip, digital lesson bundles, and language translations. Learn more about LIV to Learn at livtolearn.discoveryeducation.com or within Discovery Education Experience.

###

About LIV Golf 
The LIV Golf League is the world’s only global golf league featuring 13 teams, a 14-tournament schedule, and many of the world’s best golfers. Launched in 2022, the League was designed to expand the sport on a global level and create new value within the golfing ecosystem while enhancing the game’s societal impact. A landmark investment by LIV Golf also launched The International Series, a set of 10 enhanced events sanctioned by the Asian Tour, with elevated prize funds in world-class destinations, offering a pathway for leading professional and amateur golfers from around the world into the LIV Golf League. Hall of Fame golfer and renowned businessman, Greg Norman, is the League’s first and founding CEO and Commissioner. Only two years into operations and with tournaments across North and Latin Americas, Asia, Australia, the Middle East and Europe, LIV Golf remains committed to developing the sport at every level and exposing more people to the positive virtues of the game through its unique blend of intense competition and entertainment. 

LIV Golf is owned and operated by LIV Golf Investments whose vision and mission are centered around making holistic and sustainable investments to enhance the global golf ecosystem and unlock the sport’s untapped worldwide potential.

About Discovery Education 
Discovery Education is the worldwide edtech leader whose state-of-the-art digital platform supports learning wherever it takes place. Through its award-winning multimedia content, instructional supports, innovative classroom tools, and corporate partnerships, Discovery Education helps educators deliver equitable learning experiences engaging all students and supporting higher academic achievement on a global scale. Discovery Education serves approximately 4.5 million educators and 45 million students worldwide, and its resources are accessed in over 100 countries and territories. Inspired by the global media company Warner Bros. Discovery, Inc. Discovery Education partners with districts, states, and trusted organizations to empower teachers with leading edtech solutions that support the success of all learners. Explore the future of education at www.discoveryeducation.com.

Contacts 
Grace Maliska 
Discovery Education 
Email: gmaliska@dicoveryed.com

Allen Barrett 
LIV Golf 
Email: media@livgolf.com

Jackson Egen learned the value of basic lab research as a graduate student at UC Berkeley in the 90s while working under the direction of renowned immunologist James Allison.

“Jim emphasized that more impactful cancer immunotherapies could come from a detailed understanding of how the immune system works,” recalls Jackson, who today serves as Vice President of Research Oncology at Gilead.

Not only did James teach fundamentals to future researchers, but he went on to be awarded the Nobel Prize in Physiology or Medicine in 2018 for his research that discovered ways to stimulate the immune system to attack and kill cancer cells.

“Since those early days, I’m always thinking about ways to harness the immune system to fight cancer,” says Jackson. In fact, it’s a key component of Gilead’s immuno-oncology strategy. In addition to tapping a person’s own immune system to detect and destroy tumors, the Research Oncology team is working to develop new ways to trigger cancer cells to self-destruct and disrupt the cellular neighborhood around tumors that promote their growth — all with a goal to also help reduce side effects of cancer therapies.

“We know how to stop cancer cells from dividing and we know how to get immune cells to kill tumors. But we can’t always do this without some collateral damage to healthy cells and tissues,” explains Jackson. “That’s the biggest challenge right now, but Gilead has the expertise and aspiration to create therapeutics that have the potential to be effective while limiting toxicity.”

It was Gilead’s proven track record in developing virology medications that was a calling to Jackson when he joined the company in 2021. “The company’s impact on virology drug development is legendary, so when I had the chance to help expand the Research Oncology group at Gilead, I couldn’t turn down the opportunity to apply Gilead’s focus on developing transformational medicines to oncology.”

Fast forward to today, where in a case of the student imitating the teacher, Jackson emphasizes to his team the value of understanding the science behind our therapeutic programs learned in James’ lab. “Everything we do within the organization starts at the bench,” he explains. “Our path forward is informed by the data our scientists generate on a daily basis.”

Collaboration is also a key lesson he learned as a postdoctoral researcher in immunology at the National Institutes of Health. There, he had access to a great diversity of science led by the nation’s leading researchers in their respective fields. He explains how that taught him to proactively identify collaborators and the value of working as part of a larger team. These lessons have informed his belief that establishing strong cross-functional collaborations within Gilead and building key research collaborations with external partners is critical to achieving our ambitions in Oncology. Today, he encourages all levels of his team to contribute to company-wide strategy because he believes good ideas come from everyone. It’s also this type of engagement that he feels makes Gilead so unique.

“I love that my colleagues across the organization, regardless of department affiliation or title, are encouraged to generate ideas about what a new therapeutic might look like,” he says adding, “I believe this gives us a competitive advantage.”

Best of all, he’s encouraged by what the future in cancer care looks like and excited about Gilead’s role in innovating.

“Over the past decades we’ve seen great progress toward making cancer a chronic or, in some cases, a curable disease,” Jackson says. “I’m optimistic that this pace of therapeutic discovery will increase and that Gilead and Kite will continue to have an important role in helping bring new life-saving treatments to cancer patients.”

Originally published by Gilead Sciences 

MIAMI, September 18, 2024 /3BL/ – The Wells Fargo Foundation is donating more than $1.2 million in grants to Rebuilding Together, a leading national nonprofit dedicated to repairing homes and revitalizing communities. This year, as part of the Wells Fargo Builds program, employees are also volunteering to provide repairs and accessibility modifications to 75 homes in 46 communities nationwide for older adults, veterans, and other neighbors in need.

A recent study shows that home repair costs in America have increased significantly in the past few years, and low-income individuals were nearly twice as likely to need persistent repairs.

“Everyone should have access to a quality, affordable place to call home,” said Darlene Goins, head of Philanthropy and Community Impact at Wells Fargo. “We’re proud to support Rebuilding Together to help restore aging homes so more people can remain safely and independently in their homes and preserve their generational wealth.”

“So many Americans want to age in place in the home and community they love. Unfortunately, not everyone has the means to do so,” said Maureen Carlson, President and CEO of Rebuilding Together. “We are incredibly grateful for Wells Fargo’s ongoing support to provide quality home repair services. Together, we’re helping our neighbors in need remain in their homes for years to come.”

The new grant funding was announced during a special event in Miami Gardens, Florida where roughly 30 volunteers from Wells Fargo, Rebuilding Together and the community came together to help first time homeowner Mable Henderson with vital home repairs and backyard improvements. Wells Fargo, the Bank of Doing, teamed up with Miami HEAT legend Udonis Haslem to surprise the Henderson family with new kitchen appliances and an outdoor living space. Rebuilding Together Miami-Dade received a $34,000 grant to provide transformative repairs that include ceiling and structural repairs, interior and exterior painting, and landscaping to help improve safety and accessibility for the Henderson home, as well as the homes of two other local families.

Since 2010, Wells Fargo has donated more than $19 million to Rebuilding Together and its affiliate network to support rebuilding efforts across the country, including providing essential home repairs, revitalizing communities, and helping veterans, older adults, people with disabilities, families with children, and victims of disaster remain in their homes.

Rebuilding Together

Rebuilding Together is the leading national nonprofit organization repairing the homes of people in need and revitalizing our communities. Through its national network of affiliates, Rebuilding Together works proactively and collaboratively with community leaders, long-term residents, funders and volunteers to foster dialogue and create safe, healthy communities across the country. Learn more and get involved at rebuildingtogether.org. | X (formerly Twitter): @RebldgTogthr.

About Wells Fargo

Wells Fargo & Company (NYSE: WFC) is a leading financial services company that has approximately $1.9 trillion in assets. We provide a diversified set of banking, investment and mortgage products and services, as well as consumer and commercial finance, through our four reportable operating segments: Consumer Banking and Lending, Commercial Banking, Corporate and Investment Banking, and Wealth & Investment Management. Wells Fargo ranked No. 34 on Fortune’s 2024 rankings of America’s largest corporations. In the communities we serve, the company focuses its social impact on building a sustainable, inclusive future for all by supporting housing affordability, small business growth, financial health, and a low-carbon economy. News, insights, and perspectives from Wells Fargo are also available at Wells Fargo Stories.

Additional information may be found at www.wellsfargo.com

LinkedIn: https://www.linkedin.com/company/wellsfargo

Contact Information

Rebuilding Together 
Chelsea Quenum 
cquenum@rebuildingtogether.org 

Wells Fargo 
Melissa Murray 
melissa.k.murray@wellsfargo.com

Originally published on Built From Scratch

As innovation around sustainable packaging evolves and recycling infrastructure expands, The Home Depot is working to meet our customers’ expectations for quality packaging that’s also good for the environment. By eliminating certain harmful materials and reducing the overall amount of packaging we use, we’re able to help reduce landfill waste and lower packaging-related greenhouse gas emissions.

Our packaging team partners with our private-brand product suppliers to apply science to create better packaging options. One way we achieve that is to reduce the amount of packaging we use and to use more sustainable materials to protect the private-brand products we sell. From 2017 through 2023, we redesigned more than 1,280 packages to reduce size and materials.

Eliminating EPS & PVC

Expanded Polystyrene (EPS) foam is a lightweight, rigid packaging material, while Polyvinyl Chloride (PVC) film is a thinner, more flexible protective filler. They are both made from synthetic substances and can take more than a century to biodegrade.

We’ve eliminated EPS foam and PVC film in new packaging for our private-brand products sold in the U.S., Canada and online. In 2023 alone, the company eliminated approximately 6.0 million cubic feet of EPS—equal to approximately 67 Olympic-sized swimming pools—and more than 39 million square feet of PVC film—enough to cover more than 513 soccer fields—from its private-brand packaging. Not only were we able to meaningfully reduce our environmental impact by eliminating these hard-to-recycle materials: we also improved the customer experience with less packaging waste and reduced our shipping costs with right-sized packages.

Moving forward, we will continue to partner with our suppliers to keep these materials out of future packaging. Our packaging team has expanded its commitment to circularity by working toward our new packaging goal for all new private-brand fiber packaging to be compostable, recyclable or from recycled content across our U.S. and Canada stores by fiscal 2027.

We know that running a sustainable operation is not only good for the environment – it’s good for business.

“We believe that by embedding sustainability into our business strategy, we can create long-term success for our associates, customers, communities, and shareholders. Our efforts to promote operational efficiencies, minimize waste, and drive product innovation will help us move our industry forward,” said Candace Rodriguez, senior director of sustainability at The Home Depot.

In support of its continued effort to reduce packaging waste, The Home Depot achieved its goal of removing expanded polystyrene (EPS) foam and polyvinyl chloride (PVC) film from new packaging for its private-brand products.

NOW

Corrugate Corner

In 2023, The Home Depot eliminated 39 million square feet of PVC film and approximately 6.0 million cubic feet of EPS from product packaging and replaced them with molded pulp and paper.By removing these hard-to-recycle materials. The Home Depot lessens its environmental footprint, reduces shipping costs, and gives customers a better experience by reducing their packaging waste.

PREVIOUS

Expanded Polystyrene Foam (EPS)

Fiber-Based Packaging Goal

Our packaging team has expanded its commitment to circularity by working toward our new packaging goal for all new private-brand fiber packaging to be compostable, recyclable or made with recycled content across our U.S. and Canada stores by the start of fiscal 2027.

We define fiber packaging as:

PaperPaper boardBlister cardsCorrugateMolded pulpPaper materials

Our process starts with us researching current U.S. and Canada recycling infrastructure capabilities. Then we communicate our new goal with our suppliers, including our expectations and timeline. Next, we partner with them to explore alternative material options for our fiber-based packaging. As we find sustainable alternatives or create new designs, new products will be compliant as they are onboarded, and existing items will be assessed and updated.

As we work towards this goal, we are also committed to meeting the expectations of our customers. This means that our new packaging must not only be more sustainable but also perform as well as or better than the existing packaging.

Keep up with all the latest Home Depot news! Subscribe to our bi-weekly news update and get the top Built from Scratch stories delivered straight to your inbox.

Originally published on Built From Scratch

As innovation around sustainable packaging evolves and recycling infrastructure expands, The Home Depot is working to meet our customers’ expectations for quality packaging that’s also good for the environment. By eliminating certain harmful materials and reducing the overall amount of packaging we use, we’re able to help reduce landfill waste and lower packaging-related greenhouse gas emissions.

Our packaging team partners with our private-brand product suppliers to apply science to create better packaging options. One way we achieve that is to reduce the amount of packaging we use and to use more sustainable materials to protect the private-brand products we sell. From 2017 through 2023, we redesigned more than 1,280 packages to reduce size and materials.

Eliminating EPS & PVC

Expanded Polystyrene (EPS) foam is a lightweight, rigid packaging material, while Polyvinyl Chloride (PVC) film is a thinner, more flexible protective filler. They are both made from synthetic substances and can take more than a century to biodegrade.

We’ve eliminated EPS foam and PVC film in new packaging for our private-brand products sold in the U.S., Canada and online. In 2023 alone, the company eliminated approximately 6.0 million cubic feet of EPS—equal to approximately 67 Olympic-sized swimming pools—and more than 39 million square feet of PVC film—enough to cover more than 513 soccer fields—from its private-brand packaging. Not only were we able to meaningfully reduce our environmental impact by eliminating these hard-to-recycle materials: we also improved the customer experience with less packaging waste and reduced our shipping costs with right-sized packages.

Moving forward, we will continue to partner with our suppliers to keep these materials out of future packaging. Our packaging team has expanded its commitment to circularity by working toward our new packaging goal for all new private-brand fiber packaging to be compostable, recyclable or from recycled content across our U.S. and Canada stores by fiscal 2027.

We know that running a sustainable operation is not only good for the environment – it’s good for business.

“We believe that by embedding sustainability into our business strategy, we can create long-term success for our associates, customers, communities, and shareholders. Our efforts to promote operational efficiencies, minimize waste, and drive product innovation will help us move our industry forward,” said Candace Rodriguez, senior director of sustainability at The Home Depot.

In support of its continued effort to reduce packaging waste, The Home Depot achieved its goal of removing expanded polystyrene (EPS) foam and polyvinyl chloride (PVC) film from new packaging for its private-brand products.

NOW

Corrugate Corner

In 2023, The Home Depot eliminated 39 million square feet of PVC film and approximately 6.0 million cubic feet of EPS from product packaging and replaced them with molded pulp and paper.By removing these hard-to-recycle materials. The Home Depot lessens its environmental footprint, reduces shipping costs, and gives customers a better experience by reducing their packaging waste.

PREVIOUS

Expanded Polystyrene Foam (EPS)

Fiber-Based Packaging Goal

Our packaging team has expanded its commitment to circularity by working toward our new packaging goal for all new private-brand fiber packaging to be compostable, recyclable or made with recycled content across our U.S. and Canada stores by the start of fiscal 2027.

We define fiber packaging as:

PaperPaper boardBlister cardsCorrugateMolded pulpPaper materials

Our process starts with us researching current U.S. and Canada recycling infrastructure capabilities. Then we communicate our new goal with our suppliers, including our expectations and timeline. Next, we partner with them to explore alternative material options for our fiber-based packaging. As we find sustainable alternatives or create new designs, new products will be compliant as they are onboarded, and existing items will be assessed and updated.

As we work towards this goal, we are also committed to meeting the expectations of our customers. This means that our new packaging must not only be more sustainable but also perform as well as or better than the existing packaging.

Keep up with all the latest Home Depot news! Subscribe to our bi-weekly news update and get the top Built from Scratch stories delivered straight to your inbox.

In this latest blog written by Lee Green, Senior Director of Marketing and Communications at Cascale, he shares reflections from the just concluded Cascale Annual Meeting 2024 and highlights themes and key takeaways from the discussions that took place throughout the event. From the importance of addressing global challenges with localized strategies to prioritizing worker rights and the sense of community, Lee reiterates the palpable energy felt throughout the event from a diverse group of passionate individuals coming together with a shared vision.

Read the full blog here.

See how Cintas’ First Aid & Safety training gave a CEO the skills she needed to take quick action and save a young girl’s life. When a child began choking at the Chicago airport, Jeff Ruby Culinary Entertainment CEO Britney Ruby Miller relied on the life-saving techniques from her Cintas First Aid & Safety training, showing the real-world impact of being prepared and educated for emergencies.