Tag: 3BL

Matthew Borst, Contributor 

Imagine the energy grid as the body’s circulatory system, pumping blood (energy) throughout the body to the parts that require it to remain functioning. Network communications is the nervous system, sending signals back and forth to ensure those same parts are functioning correctly. Those two systems are tied together, ensuring that the energy grid is transmitting and receiving power, identifying any losses, and communicating in real-time to ensure smooth operation. Integrating communications is critical to grid modernization as this shift is reshaping how the world generates, distributes, and consumes electricity.

Grid modernization is focused on transforming the current electrical energy infrastructure to meet the demands of the 21st century and beyond. This change of the grid and energy industry is complex and ongoing. Collaboration between utilities, technology companies, policymakers, and consumers is essential to overcome the challenges and seize the opportunities presented by grid modernization. Key to this transition will be the integration of multiple technologies into the energy grid, including advanced network communications.

History of communications with the energy grid

The first electrical grids were primarily analog systems, with the only communications available being analog signals being sent over phone lines or dedicated circuits. This severely limited the monitoring and control functionality of the grid, but changed with the introduction of digital computer systems in the 1970s. Supervisory Control and Data Acquisition (SCADA) systems emerged to provide centralized control using digital signals to collect data from remote locations. SCADA continued to develop throughout the late 20th century, incorporating more advanced data analysis and control algorithms, but they remained primarily closed systems with limited connectivity to external networks.

The concept of the smart grid emerged in the early 2000s, driven by the need for greater system efficiency, reliability, and early integration of renewable energy sources. Utilities began to invest in high-speed communication networks to connect their entire grid infrastructure. The deployment of smart meters began to enable two-way communication between utilities and customers. Energy providers analyzed this new wave of data collected from the grid to improve system operations, optimize energy usage, and enhance grid resilience.

Grid modernization is taking network communications integration to another level to further improve the advancements in grid monitoring and control. The energy grid has evolved into a complex cyber-physical system, where physical components are tightly integrated with digital systems. More devices are connected to the grid than ever before, and with that comes increased demand for network stability and security. Being able to communicate throughout this complex energy grid is critical to system advancement moving forward.

Advanced network communications in grid modernization

Network communications is driving grid transformation. Some of the latest advancements include:

5G and Long-Term Evolution (LTE) private networks: 5G offers significantly improved data transfer speeds and reduced latency, essential for real-time grid operations monitoring and control. LTE-based private networks are dedicated networks that provide secure and reliable communication for critical grid infrastructure, especially in remote areas.Advanced metering infrastructure (AMI): AMI systems enable bidirectional communication and energy flow between end users and the grid, allowing utilities to remotely control devices and gather more detailed usage data. AMI is also enabling the integration of renewable and distributed energy resources (DER) into the grid—helping optimize system output and balancing grid load.Fiber optic networks: Fiber optics provide high-capacity, low-latency communication, which is essential for handling the large volumes of real-time data generated by smart grid devices for faster responses to outages, load balancing, and grid restoration efforts. Fiber optic cables also improve network resilience as they are less susceptible to electromagnetic interference (EMI) and physical damage.Internet-of-things (IoT) and edge computing: IoT devices and edge computing enable real-time data collection and analysis at the network edge, improving grid efficiency and responsiveness. By analyzing data from grid sensors, utilities can predict equipment failures and optimize maintenance schedules.Artificial intelligence (AI) and machine learning (ML): Complex AI and ML algorithms are being used to optimize grid operations, improve energy efficiency, and enhance grid resilience. These technologies help utilities manage electricity requirements by analyzing customer consumption patterns and improve system-wide demand planning.

Network communications provide the necessary infrastructure for the grid to become more intelligent, responsive, and sustainable. Real-time monitoring enables utilities to implement demand response programs and promote energy efficiency through real-time analysis and customer engagement.

Benefits and challenges of communications for grid modernization

More advanced network communications is critical in transforming the traditional power grid into a smarter, more resilient, and energy-efficient system. Grid modernization brings numerous benefits to the system and end users alike. Grid reliability and resilience will improve through real-time monitoring, identifying potential issues before they escalate into outages and faster power restoration once an outage occurs. Utilities can also manage load fluctuations more efficiently by communicating with customers to reduce energy consumption.

Another major benefit of communications for grid modernization is enhanced system efficiency and sustainability. Optimizing energy distribution enables efficient allocation of power based on real-time demand and supply conditions. DER usage facilitates the seamless integration of renewable energy sources and energy storage systems into the grid. Other benefits include reduced operational costs, increased revenue opportunities with new business models, and economic growth through the development and deployment of new technologies. The most visible benefit will be an enhanced customer experience through improved grid stability, real-time communication on power outages and restoration efforts, and customer empowerment with energy management tools.

While advanced network communications offer significant benefits for grid modernization, several challenges remain. Technological challenges include system interoperability to ensure seamless usage between devices from various manufacturers. The increased number of devices connected to the power grid also presents security concerns, while handling the increasing volume of data generated by smart grid devices and ensuring low latency remain a work in progress. These communications systems require high investment to install and upgrade into the current network, which may demand a strong return on investment and lead to new pricing models for capital recovery.

The largest hurdles for these advanced communications may be regulatory and customer acceptance. Standardizing communication protocols and data formats while complying with data privacy laws and regulations will be an evolving process. While customers may see the advantage of real-time communication on power outages, they have been resistant to changes in pricing models based on time-of-day energy usage. Addressing these challenges requires collaboration between utilities, technology providers, regulators, standards developers, and customers.

The Road Ahead

The transformation of the grid and energy industry is complex and ongoing. The full potential of advanced network communications for grid modernization can be realized by investing in infrastructure upgrades, developing innovative technologies, and prioritizing cybersecurity. This will ensure the world can create a more resilient, efficient, and sustainable energy grid for the future. Like the nervous system in the body, constant communication is critical to ensuring the body, and energy grid, is functioning properly and optimally.

In the next blog post of the grid modernization series, we will explore energy storage. Bookmark this post and check back again next month for a link to the next blog post. Access the previous blog post on grid modernization.

ALSIP, Ill., September 9, 2024 /3BL/ – Griffith Foods is excited to announce the expansion of the global sustainability team with the addition of two new positions. Kimberly Schaub and Bernard Hayman are talented additions to the organization and their work is crucial for advancing the company’s 2030 Aspirations.

Griffith Foods is on a transformative journey to innovate and lead in sustainability. By 2030, the company is dedicated to significantly improving the future with a regenerative mindset and singular sustainable business strategy. The Griffith Foods 2030 Aspirations focus on three key areas to drive positive impact:

1. Partnering to Create Sustainable Food System Networks: Griffith Foods aims to build sustainable food systems that restore nature and improve livelihoods. This includes collaborating with customers, suppliers, and external stakeholders to scale regenerative agriculture and achieve net-zero supply chains.

2. Developing a Nutritious and Sustainable Portfolio: The goal at Griffith Foods is to create products that positively impact people and the planet. The company will achieve this by offering raw materials and developing blends that meet high standards for nutrition and sustainability, enhancing product profiles for customers.

3. Creating New Markets and Serving the Underserved: Griffith Foods strives to develop nutritious, affordable, and accessible products for underserved markets. By leveraging the company’s expertise, Griffith Foods will open new market segments and promote health through consumer-preferred, affordable products.

With Griffith Foods’ unique position in the value chain, the company is positioned to act as a catalyst for positive change, specifically in the areas outlined in the 2030 Aspirations.

Kimberly Schaub:

Kimberly is stepping into a newly created role of Global Sustainability Business Development Director with direct experience as a prior Director of Business Development at Griffith Foods for Consumer Packaged Goods. In this position, Kimberly is training the Griffith Foods sales, marketing, and culinary teams in sustainability, working to deepen their understanding so they can help develop our customers’ portfolios with planet-friendly products. Kimberly earned her Masters of Business Administration in Sustainable Innovation at the University of Victoria and combines the education with her experiences in the US Air Force, nutrition science, culinary, and food product development to bring a unique perspective to Griffith Foods’ business development. Passionate about the innovation process and sustainability, Kimberly hosts the PeasOnMoss podcast for research chefs and serves as a board member for the Quillisascut Farm Education Fund, a farm school for culinary professionals.

Bernard Hayman:

Bernard will lead the global integrated strategy and delivery of Griffith Foods Sustainable Food System Networks in service of delivering our 2030 Aspirations. He will be building an integrated approach to deliver our Aspiration, including net-zero emissions, regenerative agriculture, water stewardship, and small-scale farmer work. Prior to joining Griffith Foods, Bernard was the Global Head of Impact, Measurement, and Learning at Purpose, a global impact agency. Bernard is a Fulbright Scholar and has his Bachelors of Arts with High Honors in International Relations and Global Studies from the University of Texas, Austin, and a Master of Arts in Geography from The Ohio State University.

“Griffith foods is on a transformational journey toward our ambitious 2030 Aspirations,” said Kim Frankovich, Global Vice President of Sustainability. “I’m excited to have talented colleagues like Kimberly and Bernard join us on our path to be catalysts for sustainable food systems and help us deliver on our purpose to blend care and creativity to nourish the world.”

Griffith Foods

For food companies around the world, Griffith Foods is a global product development partner specializing in high-quality food ingredients. Driven by our purpose to Blend Care and Creativity to Nourish the World™ we are committed to helping our customers create better products – and a better, more sustainable world. Headquartered in Alsip, Illinois, USA, Griffith Foods operates in over 30 countries in North America, South America, Europe, Asia, Africa and Australia. We specialize in building strong partnerships with our customers to create great food consumers love. Join Griffith Foods in Creating Better Together™ www.griffithfoods.com

Eastman

As one of the few women in her chemical engineering undergraduate class at the Indian Institute of Technology, Delhi, Subhashini Vashisth quickly learned to navigate male-dominated spaces and make sure her voice was heard.  

Now the group leader of polymer synthesis and applications in Eastman, corporate innovation, Vashisth collaborates with scientists, engineers and technicians on polymer-based projects. During her nine years at Eastman, she contributed to process improvement, optimization and initiation of new polymer growth projects. This includes exploring new materials and sustainable options for the specialty fluid business.  

She holds a doctorate in chemical engineering from the Indian Institute of Technology Delhi. Vashisth’s leadership and research contributions and passionate advocacy for diversity and inclusion earned her the 2023 Technology Rising Star Award at the Women of Color (WOC) STEM Awards. Most recently, she was awarded YWCA Northeast Tennessee and Southwest Virgina Tribute to Women Award for STEM for her community service and for encouraging women and girls in STEM.

Here are her answers to a few questions about her career:

What motivated you to pursue a career in STEM and why chemical engineering?

My parents always emphasized the value of education because it’s a tool that prepares one for life and can’t be taken away. My father always said, “Education is the license to a better life.”  

I loved all subjects in school from math to biology to physical education. As an overachiever, when faced with the choice of pursuing either the medical or the engineering field, I wanted to do both. 

In India, students participate in a national-level entrance exam, taken by approximately 600,000 students every year, to secure admission in either medical or engineering programs. However, the exam alone does not guarantee a spot, as getting to choose the desired major is based on exam ranking. Among the top engineering disciplines, including electronics, mechanical and chemical engineering, I choose chemical engineering. 

What does this award mean to you?

Recognition fosters engagement. As women of color in engineering and technology, we have shattered barriers, paving the way for future generations. When your work is acknowledged and appreciated, it can be a powerful psychological motivator. It acts as a catalyst, serves as a source of inspiration and empowers others to carve their own paths with confidence. 

This award has been one of the greatest things that happened to me. It not only acknowledges my contributions but also recognizes and celebrates the unique perspectives and accomplishments of women of color and the impact we’ve made. 

Which organizations are you involved in, and how do you actively contribute to promoting inclusivity and diversity? 

As the former global chair of Catalyst ERG, an Eastman resource group supporting women, I participated in quality initiatives within Eastman and the broader community. This role provided insights into the challenges faced by women in different regions, enabling me to advocate for their needs. 

Outside of work, I oversee the “Lead Undivided” council with Kingsport Chamber of Commerce members, focusing on education and awareness and addressing unconscious biases. Serving on the chamber board allows me to influence community leaders and empower women through programs and connections. I also serve as a scientific advisor for the North American Society of Chemical Reaction Engineering as well as an active member of the American Institute of Chemical Engineering Society (AIChE) with a focus on the Rising Star leadership program for women engineers.

 Community service strengthens and connects us to our community, developing a positive impact on our local area. It fosters empathy and compassion, benefiting both our community and workplaces. That’s why I encourage everyone to get involved in any role, big or small, within the community.

Subhashini Vashisth shared this advice for researchers, scientists and STEM professionals transitioning into leadership roles or seeking employment. 

Focus on enabling and empowering your team to achieve their goals. Understand your responsibilities to avoid micromanaging and instead support your team’s problem-solving abilities. Celebrate the accomplishments of your team members.Advance your personal and professional growth by investing in training, seeking mentors and building a strong network to better support and serve your team.  

Originally published on Tork Newsroom

Tork, an Essity brand and the global leader in professional hygiene, launched the findings of new global research on the public restroom experience. The Tork 2024 Insights Survey¹ is a step in the brand’s ambition to raise awareness around inclusive hygiene in the public restroom and its work to help educate businesses around why they should provide more inclusive hygiene solutions. The research surveyed more than 6,000 end-users and 900 businesses in five countries. Additionally, Tork brought together senior leaders across public and private organizations in the United States to review the findings and discuss how to progress toward comfortable access to public restrooms for as many people as possible.

The research explores the perceptions, concerns and needs of both restroom visitors and businesses and their ability to eliminate visible and invisible barriers to pursuing hygiene in the public restroom. Barriers to restroom hygiene can impact users with cognitive and physical limitations and those experiencing changes with age, circumstances or temporary/permanent life-changing events that alter their needs. For example, users can be challenged by a range of factors including inability to access soap and hand towel dispensers, loud noises, lack of privacy or cleanliness.

The data shows that many individuals are not comfortable using a public restroom, which negatively impacts their well-being. This keeps them from participating in social activities – including enjoying food and drink in public – staying at a job and from feeling safe, generally.

Highlights of the research include:

–People feel anxious when they have to use a public restroom

44% feel anxious when having to use the restroom outside of their home

-When people are unable to wash their hands, they don’t feel safe

73% of respondents feel unsafe if they can’t wash their hands

-Poor restrooms are a reason people quit their jobs 

1 in 6 respondents (17%) said they left a job because of a poor restroom

-People avoid eating or drinking to limit their use of public restrooms (38% of all respondents) and those with children or walking aids are more likely to do so

Nearly 50% of parents who need to bring a baby carrier or child in arms to use the public restroom have avoided eating or drinking to avoid visiting public restroom251% of respondents with walking aids3 are likely to avoid eating or drinking to avoid having to visit public restrooms

-Respondents consider access to public restrooms when planning social events or travel

26% of respondents avoided a social event because of concerns about access to public restrooms; that number rises to 39%4 for those who report a phobia or fear of viruses or bacteria44% of all respondents plan their travel routes to ensure they have access to restrooms

“This research reaffirms that access to public restrooms isn’t just about convenience, it’s a pervasive public health challenge,” said Amie Kromis, DEI Director at Essity. “Restrooms are the busiest room in a facility and they often aren’t equipped to accommodate the constantly changing needs and capabilities of the population at large. This influences an individual’s ability to participate effectively at work, at social gatherings, their inclination to buy food or drink or dine at a restaurant and even what routes they choose to travel. Ultimately, providing better hygiene in public restrooms is good for a business and their visitors, customers and employees.”

In late June, at an inclusive hygiene-focused roundtable in Washington, D.C., Tork, in partnership with the Global Handwashing Partnership, convened experts and leading voices representing public and private organizations to review the data, share expertise and work toward a greater understanding of the issues. Participants from government, healthcare, academia, policy and advocacy shared perspectives on barriers to inclusive hygiene in public restrooms, showcased their work and started to build a roadmap toward solutions.

“The shared passion around improving comfortable and hygienic access to public restrooms was inspiring,” said Amy Bellcourt, VP of Communications at Essity and moderator of the day-long discussion. “Everyone brought a unique perspective and through that diversity, we better understood that it’s the built environment – not the individual – that creates the barriers to being able to use the restroom with comfort and ease. With the event learnings, we’re now equipped with even more powerful understanding, data, experiences and a growing network of experts to join us on the journey for change.”

The Tork brand first announced its commitment to advancing inclusive hygiene in the public restroom earlier this year. To join Tork on the journey and learn more, please visit https://www.torkusa.com/about-us/paper-towel-plea.

¹Tork Insight Survey 2024, conducted in US, UK, Germany, France and Mexico among 6000 end-users and 900 businesses.

2 Of 300 respondents who noted they are parents who need to carry their child in their arms when using a public restroom.

3 Of the 153 respondents who noted they use a walking stick or a walker.

4 Of the 415 respondents who report they have a fear or phobia of bacteria or viruses.

For additional information please contact: FHTork@fleishman.com

About Tork

The Tork brand offers professional hygiene products and services to customers worldwide ranging from restaurants and healthcare facilities to offices, schools and industries. Our products include dispensers, paper towels, toilet tissues, soap, napkins and wipers, but also software solutions for data-driven cleaning. Through expertise in hygiene, functional design and sustainability, Tork has become a market leader that supports customers to think ahead so they’re always ready for business. Tork is a global brand of Essity and a committed partner to customers in more than 110 countries. To keep up with the latest Tork news and innovations, please visit Torkusa.com.

About Essity

Essity is a leading global hygiene and health company. We are dedicated to improving well-being through our products and services. Sales are conducted in approximately 150 countries under the leading global brands TENA and Tork, and other strong brands, such as Actimove, JOBST, Knix, Leukoplast, Libero, Libresse, Lotus, Modibodi, Nosotras, Saba, Tempo, TOM Organic, Vinda and Zewa. Essity has about 48,000 employees. Net sales in 2022 amounted to approximately SEK 156bn (EUR 15bn). The company’s headquarters is located in Stockholm, Sweden, and Essity is listed on Nasdaq Stockholm. Essity breaks barriers to well-being and contributes to a healthy, sustainable and circular society. More information at www.essity.com.

Over the course of their lifetime, people will likely need many types of medicine, spanning infectious and noncommunicable diseases (NCDs). Accessing all these medicines at the right time, in the right place, can be life changing. Public policies are central factors in determining access to medicines as most often there are systemic issues that need to be addressed for meaningful and lasting improvements. Moreover, policymakers often encounter increasingly complex environments where finding perfect solutions is challenging.

Viatris is a member of ~160 trade associations.

We leverage our global experiences, scientific expertise and operations knowledge to support policymakers in identifying policies that advance access to quality medicines and build systems that sustain availability while minimizing unintended consequences. Because we have operations in countries around the world and a broad portfolio across most therapeutic areas spanning generics, trusted brands, improved versions of existing medicines and novel therapeutics, we have insights into the trade-offs policymakers face when considering how best to develop policies that meet people’s diverse health needs.

Given the breadth of our portfolio and geographic footprint, Viatris is well positioned to support policymakers in identifying opportunities for policy change aligned with advancing access to medicines – not just for one medicine, or one disease, but for all medicines. Taking a systems-level approach to consider policy enablers of access allows us to identify the changes that could facilitate access, not only for one company, but for all seeking to serve the world’s health needs.

Our global policy priorities are to advance access to quality medicines, strengthen resilient global supply and build future access. In 2023, we did this in many ways including:

Advancing Access to Quality Medicines

Engaged alongside industry partners including the International Generic and Biosimilar Medicines Association (IGBA) in pursuit of regulatory harmonization, including actively contributing expertise to technical working groups of the International Council on Harmonization (ICH). Through IGBA, Viatris has a strong presence on ICH Expert Working Groups (EWGs). Viatris currently represents IGBA on four ICH EWGs, providing our technical expertise to help increase harmonization worldwide for the development and approval of safe, effective, and high-quality medicines.Supported the UK’s Windsor Framework, an agreement that helps protect access to medicine post-Brexit.In the U.S., Viatris partnered closely with the Center for Research on Complex Generics (CRCG), which facilitates research and collaborations across industry, academia and the FDA to increase access to safe and effective generic drugs, sharing our expertise on topics ranging from complex excipients to drug device combination products.Sponsored EURACTIV’s European Special Report to help regulators and other stakeholders understand the causes of medicine shortages and help to build solutions that are targeted and effective, including harmonizing regulatory requirements and replacing paper patient information leaflets with e-leaflets to allow for label changes without the need to repackage products.

Strengthening Resilient Global Supply

Joined with industry stakeholders and Charles River Associates to assess the interplay of localization policies and access to medicines.Working closely with our trade association in Australia, Viatris is helping to drive changes with e-labeling. The Australian regulator has updated its guidance on requiring pack inserts for injectable products administered by a HCP, so Viatris is working to remove paper leaflets where possible and replace them with QR codes on packs.Provided feedback to relevant agencies and institutions as they consider solutions to drug shortages.Made recommendations to the Australia House of Representatives Inquiry into developing local manufacturing capabilities, including revisions that would better enable generic medicines to be manufactured for export. These changes could improve Australia’s ability to supply critical medicines to countries in need, leveraging its manufacturing capabilities to contribute to global access.

Building Sustainable Healthcare Systems and Future Access

Actively engaged in the European Pharmaceutical Legislation revision, which proposes to include a focus on creating relevant pathways for repurposed medicines in Europe and continue to engage in dialogue to consider broadening this proposal to include additional types of medicine improvementsContributed to the paper “Unlocking barriers to scale Innovative Financing for Universal Health Coverage,” which was launched in 2023 by the U.S. Chamber of Commerce to explore new ways to grow and sustain healthcare financing and highlight the important role the private sector can play in innovative finance mechanismsSupported a study by the University of Athens (IPOKE Research Institute) which found that chronic underinvestment in healthcare in Eastern and Southern European countries over the past two decades has resulted in significantly lower healthy life years for the citizens of these countries compared to the rest of the Europe. The impact of Underinvestment on Medicines and Health Services study identifies the urgent need for policy action to tackle health inequalities through increased healthcare investments, fostering a healthier future for all citizens across Europe, and avoiding disruptions in the healthcare and pharmaceutical sector.Hosted STRIVE (Striving for Innovation, Value & Excellence in Pharmaceutical Procurement) in partnership with Galen Centre of Health and Social Policy, which brought together participants from government agencies, medical associations, the private sector and other stakeholders to discuss value-based healthcare and value-based procurement in MalaysiaWorked closely with industry associations in the Philippines including the US-ASEAN Business Council on the expansion of the Primary Care Benefit Package, known as the Konsulta Package. In November 2023, PHILHEALTH approved the inclusion of atorvastatin, celecoxib, and gabapentin (joining amlopidine) in the list of pre-approved medicines under the Outpatient Benefit Package under Konsulta. Now, primary care facilities can prescribe these medications and can be reimbursed under the PHILHEALTH package.

View the full 2023 Sustainability Report.

Read the 2024 Wesco Sustainability Report here

Employee Engagement

We believe employee engagement goes beyond satisfaction on the job to include our employees’ willingness and ability to invest their personal efforts into the success of our company. To achieve that, we must create an environment where employees are enthusiastic about their work each day and know that their contributions are valued.

In 2023, we added an advanced survey analytics tool and launched a more formal annual employee engagement survey. Key highlights from the survey include:

Ethical Conduct: 86% of respondents indicated we have a strong commitment to ethical business decisions and conduct; 7% above the global average. This is critically important to our reputation as a trusted partner to our suppliers and advisor to our customers.
 Health and Safety: 83% of respondents rated safety and our physical working conditions as favorable; 7% above the global average. Our scores for work- life balance were also strong with 80% rating it as favorable: 2% above the global benchmark.
 Manager Effectiveness: Scored 81%; four points above the global average. This means that 81% of our employees have a positive relationship with
their manager and feel that they are supportive, respectful, fair and competent. Manager effectiveness is a key indicator of talent management and is considered essential to delivering superior results and developing and retaining talent.

At Wesco, we also use total turnover rate as a key performance indicator for engagement, which was 22.7% for Wesco in 2023.

Year Turnover Rate (%)

2021: 21.2%2022: 21%2023: 22.7%

Wesco Outstanding Work
(WOW)

In 2022, Wesco introduced the WOW recognition program, which spotlights an employee’s outstanding performance and everyday excellence. This platform allows colleagues to acknowledge their peers’ behaviors, efforts, celebrations, awards and results. Our Living Our Values award allows employees to nominate an employee for a monetary award when exemplifying our core values that have a direct impact on the business or the culture.

We reward employee achievements in implementing Lean principles within our company. The Excellence Award for Lean Leadership recognizes the Wesco leader who best embraces and leads the implementation of Lean within their organization. The Lean Execution Excellence Award is given to the top teams that deliver quantifiable results using Lean.

Culture of Coaching
(Mentoring)

Coaching is an integral part of our culture and has been intentionally embedded within our employee lifecycle, incorporated into our sales operating and conversation models, performance management activities, leadership development programs and Wesco’s Enterprise Leader Profile.

We upskill our leaders by way of coach-specific training accredited by the International Coaching Federation and see this investment in coaching as a regenerative one. When we develop managers and leaders as coaches, those leaders support and mentor employees in growing their capabilities, enhancing their capabilities and reaching their professional goals. In 2023, we increased the number of internally certified facilitators to increase capacity and allow for monthly facilitated workshops.

Performance Management

At Wesco, we take pride in fostering a high-performance culture and our myPerformance program is designed to support managers and their teams in ongoing feedback conversations to drive better results and alignment. The myPerformance program includes annual milestones of goal setting at the beginning of the year and a year-end performance appraisal to highlight accomplishments, share feedback and tie performance to rewards.

We also encourage managers to have ongoing check- ins with their teams to provide real-time feedback and coaching throughout the year. Our annual year-end performance appraisal process is synchronized with
the workforce compensation system for merit planning and rewards allocation, where the performance rating is linked to our merit guidance, which is in support of our pay-for-performance culture.

Leadership and Organization Review/Succession Planning

We strengthened our Leadership and Organization Review (LOR) process this year both in scope and frequency. The cycle is as follows:

March: We capture and discuss our organizational priorities and identify talent-related actions.July: Each of our executives present their talent review and succession plans to our Chief Executive Officer and Chief Human Resources Officer.September: CEO and CHRO review of talent and organization priorities with the Board of Directors.October: Our executives come together to calibrate talent development plans and identify opportunities for mobility.

These recent changes have generated additional value across our company by creating an ongoing conversation about our talent, providing tools to better identify, engage and develop our talent, activating conversations related to our critical needs and supporting intra-and inter-strategic business unit function mobility for our talent.

To learn more, download the 2024 Wesco Sustainability Report here.

About This Report

Unless otherwise stated, this report covers activities, data and initiatives from our fiscal year 2023.

ESG Disclosure and Framework Alignment

The topics covered in this report include those that we have determined to be material for our business and stakeholders as noted on page 12. Wesco aligns with several ESG frameworks and disclosures in support of our commitment to transparency and our fulfillment of stakeholder needs and expectations. We leverage the following frameworks and standards to provide robust ESG information disclosure:

Global Reporting Initiative (GRI): GRI offers a list of global standards and guidelines around sustainability reporting.Sustainability Accounting Standards Board (SASB): SASB provides a comprehensive set of industry-specific disclosure topics and guidelines.Task Force on Climate-Related Financial Disclosures (TCFD): TCFD provides disclosure recommendations on thematic ESG topics such as governance, strategy, risk management, metrics and targets to provide stakeholders with fuller information surrounding climate risks.CDP: Formerly the Carbon Disclosure Project, CDP is an international organization that helps companies and cities measure and disclose important environmental impact information through an annual questionnaire and rating system.United Nations Global Compact (UNGC): UNGC is an initiative that aims to help businesses align their strategies and work toward the U.N.’s Sustainable Development Goals.United Nations Sustainable Development Goals (U.N. SDGs): U.N. SDGs provide a shared set of 17 toward peace and prosperity for people and planet goals and create a call to action by all countries in a global partnership.

We also regularly engage with our investors, employees, customers, regulators, ratings agencies and others on ESG and business issues. Additional information about Wesco can be found in our public financial filings—including our annual report and proxy filings—as well as on the Security and Exchange Commission’s website at www.sec.gov or on the Investors page of our website at Wesco.com.

Wesco plans to continue to report annually as we monitor, measure, and deepen our ESG initiatives and disclosures.

Wesco endorses the United Nations Sustainable Development Goals (SDGs), which are a call to action to end poverty, protect the planet, and ensure that all people enjoy peace and prosperity.

More information about our SDG aligned initiatives is included throughout this report.

Assurance 
We did not seek third-party assurance for this report; however, we will consider doing so for future reporting. The information and data contained in this report was vetted by internal subject matter experts on the various ESG topics included in this report.

Contact Us 
We appreciate and welcome feedback on our ESG initiatives and reporting and invite you to contact us directly via email at Sustainability@Wesco.com.

Originally published in Principal Financial Group 2023 Sustainability Report

Protecting the environment

Managing climate impact

To create a more secure world, we pledge to be responsible stewards and mitigate our impact on the planet. Our long-term climate goals and plans are aligned with science- based targets to address climate change and support the transition to a low-carbon economy.

Our approach 

Managing our greenhouse gas (GHG) emissions is the primary focus of our broader environmental strategy. Across the company, we’re working to understand GHG emission sources to enable accurate measurement of scope 1, 2, and 3 GHG emissions and formulate reduction strategies.

Our goal 

Starting from a 2019 baseline, we aim to achieve a 65% reduction in our global scope 1 and scope 2 market-based GHG emissions by 2034 and achieve net zero GHG emissions by 2050. Our 65% reduction target over a 15-year period aligns with the Science Based Target initiative’s (SBTi) 1.5°C scenario. On average, our annual glide path goal is to achieve a 4.3% reduction in global scope 1 and scope 2 market-based GHG emissions. Based on current and available data, we are confident we can achieve our goal, and we monitor progress annually to ensure we’re on track.

Our actions and performance in 2023

Scope 1 and scope 2 GHG emissions1

We have been measuring and reporting our U.S. GHG emissions since 2010. In 2022, we began collecting and reporting global emissions for locations we either own or control. Out of our global scope 1 and scope 2 market-based emissions, our U.S. emissions represent nearly 76%.

We saw meaningful decreases in our emissions both in the U.S. and globally in 2023. Our U.S. GHG scope 1 and scope 2 market-based emissions decreased by 13.9% from 2022 to 2023, and our global scope 1 and scope 2 market-based GHG emissions decreased by 14.6% over that same period. 

Our emissions decreased as a result of changes to leased office spaces and favorable weather, among other factors. We closed a data center in March and moved those services to a leased location, which reallocates our electricity usage to a downstream asset. 

In our leased office spaces, we downsized one building and closed another. One other building became unoccupied between 2022 and 2023, resulting in reductions in our electricity usage. We also made improvements to our lighting fixtures in our parking ramps, which resulted in a decrease of energy use this year.

Warmer temperatures in Des Moines, Iowa (our headquarters) over the winter also contributed to less electricity and natural gas use. 

On average, since 2019 we’ve reduced global GHG emissions 11.5% each year, exceeding the annual reduction glide path target of 4.3%. 

We exceeded our 2023 target of a 17.3% reduction against our 2019 baseline with a 46% reduction in scope 1 and scope 2 market-based emissions.

46% reduction in scope 1 and scope 2 market-based emissions since 2019

Principal maintained “Management” status for environmental stewardship from CDP, after receiving a B rating on our 2023 CDP Climate Change Questionnaire, based on 2022 data. CDP classifies “Management” status as taking coordinated action on climate issues. 

Our B rating is higher than the global average (C), North American regional average (C), and consistent with the Financial Services sector average (B). We plan to complete the 2024 CDP Climate Change Questionnaire for 2023 data in Q3 2024.

Scope 3 GHG emissions2

We measure and report our scope 3 GHG emissions from purchased goods and services, fuel and energy-related activities (not included in scope 1 or 2), waste generated in operations, business travel, employee commuting, upstream leased assets, and downstream leased assets. 

Our climate action plans require the involvement of all our global operations. In 2023, we initiated our search for a new tool to advance our capabilities and gain information from our suppliers on their environmental performance. Across the organization, these improvements will help us better understand our scope 3 emissions. While there are still gaps in the data available to us, we are proud of the progress we have made.

What’s next 

In 2024, we remain focused on gaining more transparency into our scope 3 emissions as more data becomes available. This will enable improved strategic planning and reporting and allow us to continue to mature our climate transition strategy. Specifically, we are focusing on specific scope 3 categories including our purchased goods and services, business travel, employee commuting, leased assets, and investments.

To learn more, read the Principal Financial Group 2023 Sustainability Report.

12023 data will be verified in Q3 2024, and final figures disclosed in the 2024 CDP. MTCO2e are rounded to the nearest whole number.

2Scope 3 GHG emissions data for FY2022 can be found in the 2023 CDP. 2023 values will be verified in Q2 2024, and final figures will be disclosed in the 2024 CDP.

Insurance products issued by Principal National Life Insurance Co (except in NY) and Principal Life Insurance Company®. Plan administrative services offered by Principal Life. Principal Funds, Inc. is distributed by Principal Funds Distributor, Inc. Securities offered through Principal Securities, Inc., member SIPC and/or independent broker/dealers. Referenced companies are members of the Principal Financial Group®, Des Moines, IA 50392.​

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LEADERSHIP COMMITMENT
“2023 was another year of NBK’s steadfast dedication to sustainable practices, which was marked by the launch of our 3-year ESG Strategy Roadmap. Our roadmap lays out key goals and commitments in areas where we can significantly contribute to a sustainable and just transition to a low carbon economy. These are designed to make positive environmental and social impacts on the communities we serve. On behalf of NBK, I extend my gratitude to all our stakeholders for their consistent support. We’re confident that together, we can fulfil our ESG commitments, achieving tangible results towards a sustainable, socially fair future. Let’s continue forward to seize the opportunities that our shared commitment to sustainability offers.”
Hamad Mohamed Al-Bahar
Chairman

ABOUT 2023 NBK SUSTAINABILITY REPORT

This is NBK’s eighth consecutive annual Sustainability Report and factsheet focusing on the 2023 fiscal year. The report provides a detailed summary of the Bank’s significant ESG and sustainability matters, threats, and performance data. Here we also covered our entire ESG policies, strategies, and pledges for the reporting period. Our report is centered around the four pillars of NBK’s enhanced ESG Strategy Framework. Moreover, this report is aligned with both domestic and global sustainability or ESG reporting standards and frameworks including the Global Reporting Initiative (GRI), Sustainable Accounting Standards Board (SASB), United Nations Sustainable Development Goals (UNSDG), Boursa Kuwait’s ESG Reporting Guidelines, and Kuwait Vision 2035.

ABOUT NBK

NBK was established in 1952 and is the first shareholding company and a domestic bank within GCC to be locally founded. Currently, NBK is the leading conventional banking group in Kuwait. The bank also boasts about its credit ratings and brand value, positioning it among the top regional banks. NBK operates in 13 countries and boasts a network of more than 140 branches spread across 4 continents with its headquarters located in Kuwait. NBK’s primary business operations include Consumer Banking, Corporate Banking, NBK Wealth and Islamic Banking (through subsidiary Boubyan Bank).

ESG AT NBK

Leadership at NBK believes that sustainability is crucial for the bank’s success and is strongly committed to integrating sustainability efforts with our core business actions, risk management, services, and operations. The ESG Strategy aims to support economic growth and act as an example of sustainable development. This strategy is built around four main pillars: Governance for Resilience; Responsible Banking; Capitalizing on our Capabilities; and Investing in our Communities.

GOVERNANCE FOR RESILIENCE

NBK upholds strong ethical standards and comprehensive strategic planning, supported by transparent governance structures. Combined with our robust risk management that buffers against various risks, these key elements assure stakeholders of our powerful leadership, oversight, and accountability. In 2023, NBK launched a modular ESG governance framework with Board oversight. NBK also adopted measures to handle climate and ESG risks and opportunities. In this context, NBK institutionalized alignment with the recommendations of Taskforce on Climate-related Financial Disclosures (TCFD) during the year and developed a roadmap for adequately integrating climate-related matters in the bank’s enterprise risk management framework.

Key Highlights in 2023:

The Board approved the Group ESG Strategy, setting a formal implementation mandate.ESG metrics have been integrated into the Board and Executive Management’s responsibilities.A Sustainability & Climate Change Committee, headed by the Vice Chairman & GCEO, has been established.Five Sustainability Sub-Committees have been created, delegating ESG roles to the Executive Management.NBK joined the UNGC to enhance international alignment and stakeholder engagement.Maintained a score of ‘C’ from CDP, for both the Climate Change and Forest categories.

RESPONSIBLE BANKING

NBK intends to enhance sustainable finance offerings and support clients’ transition to sustainable business models. NBK recently incorporated ESG metrics into their client credit assessments, covering aspects like safety, environmental protection, succession planning, and governance. Moreover, we persistently monitor and handle our energy and water usage, greenhouse gas emissions, and material usage and disposal, while also ensuring it is all accurately reported

Key Highlights in 2023:

Sustainable Finance:

Approximately USD 3.65 billion in Sustainable Assets.Expanded bank offerings to Eco-friendly EV and Housing Loans.Updated procurement policies to include ESG principles.

Energy Management:

Reduced electricity consumption by 5.75% YoY and 15.8% compared to our baseline year (2021) through proactive energy management.Installed Building Energy Management System (BEMS) in 22 local branches

Climate Change and Decarbonization:

Reduced overall disclosed GHG emissions by 10.43% compared to baseline year (2021).

Responsible Procurement:

NBK has revised its Procurement Policy with the inclusion of ESG, implementing a more sustainable procurement strategy and methodology.Local suppliers comprised 70% of NBK’s total suppliers and 84% of the total procurement spending.

CAPITALIZING ON OUR CAPABILITIES

NBK’s strategy of ‘Capitalizing on our Capabilities’ is primarily focused on promoting sustainable business growth through organizational resilience. This starts with how we manage our workplace. Our policies, culture, practices, and programs are all designed to encourage a bank-wide transformation that aligns with our sustainability goals, achieved through extensive employee engagement and development programs. Alongside outlining our HR practices, we also state our commitment to diversity, equity, and inclusion initiatives. We strive to foster health, safety, and wellbeing, and continuously work towards establishing a flexible work environment that embraces digital solutions.

Key Highlights in 2023:
Diversity, Equity & Inclusion:

Women represent 44.0% of the workforce, with 28.8% females in managerial positions.Awarded by MEED: “Best Implementation of Diversity & Inclusion Initiatives”.41.9% of new hires are female.84.5% of new hires are Kuwaitis.

Employee Development:

Provided Sustainability Champions across the Bank with training on Global Reporting Initiative (GRI) Standards.Introduced the Sustainability Essentials Training Program Group-wide, enhancing employees’ understanding of key sustainability concepts.147,701 total training hours. On average, each employee received 6.1 training hours.Over 3,300 training hours on ESG-related topics with focus on Sustainability Awareness, Sustainable Finance, and Climate Risk Management.

Employee Engagement and Wellbeing:

Implemented an Employee Grievance Policy, accessible to all employees via the NBK Group website.Launched the Employee Engagement Survey “Your Voice Matters” in 2023 to foster a better and more inclusive workplace.

Digital Transformation:

Introduced a new mobile banking experience titled “Tailored for You”, offering NBK Customers the latest digital services

INVESTING IN OUR COMMUNITIES

Giving back to the community is an integral part of NBK’s mission and therefore ‘Investing in our Communities’ is a critical component of our ESG Strategy. Our community investments primarily aim to offer superior customer service, promote financial inclusion, enhance financial literacy and accessibility, and provide customer security, including data privacy. In addition, NBK has an extensive history of making sizeable financial contributions to community development. We are continuously focused on maximizing the positive social impact of our Corporate Social Responsibility (CSR) investments, in alignment with the United Nations Sustainable Development Goals (UNSDG).

Key Highlights in 2023:
Nationalization:

76.7% Nationalization rate.Launched the NBK Tech Academy in 2023, offering innovative digital transformation programs for Kuwaiti youth.

Community Development:

Community Investments totaled KD 28 million in 2023 (USD 91 million), a 22% increase from 2022.“Best Bank for Corporate Responsibility in the Middle East 2023” by Euromoney.NBK organized a Media Awareness Workshop on Sustainability and Climate Change, the first-of-its-kind in Kuwait.Committed KD 3.0 (USD 9.8) million for the restructuring of Shuwaikh Beach Waterfront in line with NBK’s corporate responsibility and sustainability principles.

Financial Inclusion:

Launched new designs for all our cards aligned with our inclusivity goals, including design themes especially for the visually impaired.Launched the “BANKEE” financial literacy program in Kuwait’s schools, with 15,940 students and around 3,400 teachers participating.

Women Empowerment:

Excellence in Inclusion, Equity, and Diversity Bronze Winner for NBK RISE by SHRM.Awarded by MEED: “Best Initiative for Women in Business”.Launched “She’s Next” initiative in partnership with VISA, a global advocacy program that aims to support women-owned small businesses.

The 2023 NBK Sustainability Report can be found at:
https://www.nbk.com/sustainability/sustainability-reports.html
The 2023 NBK Annual Report can be found at:
https://www.nbk.com/investor-relations/latest-annual-report.html

For additional information about NBK’s sustainability work, please contact:
Hisham Abouali
Sustainability Manager
sustainability@nbk.com
Tel: +965-22295188

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Nominations to join the Supervisory Board, Global Sustainability Standards Board and Due Process Oversight Committee 

September 9, 2024 /3BL/ – A global recruitment call is underway to appoint new members to three of the Global Reporting Initiative’s governance bodies, which underpin the continued success of GRI – the provider of the world’s most widely used sustainability reporting standards.

With a total of eight vacancies, GRI is looking for experienced professionals from diverse backgrounds to apply to join the following governance bodies, from 1 January 2025:

Supervisory Board: the body responsible for overseeing GRI’s long-term priorities and strategy. Candidates to fill one vacancy are being sought, with applicants particularly encouraged from the ASEAN and Latin America regions.Global Sustainability Standards Board (GSSB): the independent entity responsible for developing and setting the GRI Standards. With four vacancies, applications from all stakeholder constituencies are welcome, especially those representing investor institutions and civil society organizations.Due Process Oversight Committee: the body that ensures GSSB standard-setting activities are conducted in accordance with its due process. There are three vacancies open to applicants from the business enterprise, investor institution and mediating institution constituencies, particularly those from the Latin America and ASEAN regions.

Jessica Fries, Chair of the Supervisory Board said:

“Bringing together diverse representation from across GRI’s global, multi-stakeholder communities is at the heart of our work, ensuring that our strategy is responsive and delivers maximum impact. It is also key to developing robust standards that respond to the needs of different audiences. If you want to play a central role in shaping how organizations understand and report on their sustainability impacts, I encourage you to apply.”

Carol Adams, Chair of the GSSB said:

“It is an exciting time to be on the GSSB. With increased global focus on sustainable development, the GSSB is at the centre of GRI’s mission to upscale the actions and accountability of organizations for their impacts. Our work involves engaging with national and global frameworks and standard setters, and is supported by GRI’s experienced Standards Division and operations teams.”

Kathrin Madl, Chair of the DPOC, added:

“The Due Process Oversight Committee is an integral part of the GRI governance structure, ensuring that GRI’s standard-setting actions and processes increase public and stakeholder confidence and aligns with the public interest. We are seeking highly experienced individuals in the reporting landscape to contribute their knowledge and unique perspectives by joining the Committee.”

The call for new members is open until Friday 27 September 2024, 23:59 CEST. Appointments to all GRI governance bodies are on a voluntary basis and members serve a term of three years. GRI is seeking balanced representation that spans global regions – ensuring a wide range of interests, knowledge and backgrounds are reflected.

The adoption of EVs is on the rise with some reports predicting that the number of passenger EVs on the road will reach a staggering 730 million worldwide by 2040. To continue this growth, automotive manufacturers are focused on next-gen materials that meet consumer preferences—such as reliability, extended driving range, and faster charging—while meeting the thermal, chemical, and electrical needs of EVs. At Chemours our innovative products and technologies are helping drive the growth and evolution of better-performing and more sustainable EVs – from the battery to cabin comfort.

A key example is the use of advanced fluoropolymers in battery manufacturing, which can help accelerate the production process for battery components and eliminate the use of hazardous solvents traditionally used in lithium-ion battery production. This not only makes the manufacturing of EVs more cost-effective but also leads to more sustainable energy-efficient vehicles.

At the same time, the durability and reliability of EVs are greatly improved with the use of Chemours’ high-performing fluoroelastomers and fluoropolymers. These resilient materials are used in critical parts such as cables, seals, and gaskets, and can withstand the harshest conditions. This not only enhances the performance of the vehicles but also extends their lifespan.

Cabin comfort and the quality of the ride are also top priorities for drivers. Chemours’ low global warming potential fluorinated gases play a critical role in heating and cooling the cabin, but also enabling current and future performance improvements, such as battery cooling, extended driving ranges, faster charging and weight reduction, all while reducing total vehicle emissions. Moreover, Chemours’ advanced lubricants and fluoropolymers are engineered to reduce vibration in components and decrease outside noise, making journeys smoother and more enjoyable.

Chemours continues to focus on driving sustainable innovation for EVs. With the recent opening of the Chemours Battery Innovation Center, we are working with partners and customers to iterate, pilot, and adopt novel approaches to battery technology that will help make better-performing EVs a reality.

As we commemorate World EV Day, Chemours is proud to be a pioneer in the industry. Our unique chemistry and world-class products enhance EV sustainability and performance while effectively meeting consumer needs. Our role in advancing the future of electric mobility is key to our commitment to creating a more sustainable future.

Learn more about how Chemours is accelerating an electric future.