Tag: 3BL

From entry-level phlebotomist to Manager, Field Operations
18 years at Quest
Southwest Region – Oklahoma City, Oklahoma

Q: What did you initially want out of your career?
Blair: When I first started with Quest, I was looking for a stable job that I enjoyed doing. I worked in the restaurant industry and childcare prior to taking a role with Quest and while I loved those jobs, they weren’t something I saw myself doing long-term as a career.

Q: How has what you wanted changed over the years?
Blair: About a year into my career with Quest Diagnostics, I applied for and was selected for a role in Oklahoma and transferred to DLO. At that point my goal changed from just looking for stability, to showing the people here that took a chance on me that they made a great decision, and I would not disappoint them. After 5 years as a phlebotomist, I applied for and was selected for the Patient Services Trainer position. What I wanted in that role was to help others grow, into the best phlebotomist and teammate that they could be. When I moved into a Patient Services Supervisor position, I wanted many of the same things I did as a trainer. Helping people learn, grow and develop into great teammates has been a large focus across most of my career and is something I am very passionate about. Now that I am in the Manager role, that desire to help others grow is still there, it is just on a broader scale now.

Q: Did you ever take any risks with taking on a new role and were you encouraged to move into different roles or did you move on your own?
Blair: I have always looked for opportunities to grow. As a PSR, I volunteered for every event I could be a part of to help grow my knowledge of the company and gain experience. I applied for few roles along the way that I didn’t get, but looking back there was a reason. The reason was that I needed more time to master the role I was in, grow as a person and realize that my true desire was to stay in Patient Services long-term and one day become a People Leader. I have been encouraged along the way by many leaders within Quest and DLO to take every opportunity to grow and have been very appreciative of their encouragement and guidance over the years.

Q: What tools or offerings from Quest did you utilize to help you in your career progression? (tuition reimbursement, EMPower trainings, etc)
Blair: I have participated in tuition reimbursement programs to take leadership courses and work towards a degree. I have taken numerous EMpower courses to learn more about leadership and even things like how to use Excel more efficiently. Most recently, I have participated in the LQSM program to help further grow my leadership skills. This course was probably the most exciting one for me. I gained a wealth of knowledge from this course and not only am I growing as a People Leader from taking it, but I am also able to use the tools I have gained to help grow my Leadership team into stronger leaders.

Q: What advice would you give to someone who desires more from their current career?
Blair: I would encourage everyone to keep an open mind and always look for areas of opportunity to grow and improve. I would also encourage everyone that is interested in growing or doing more in their role to communicate that with their direct leader so they can work together to identify opportunities to achieve that growth. Many times, we assume that our leaders just know what our goals are, but it is up to us as individuals to make sure they do and ask for guidance on how to work towards those goals. The effort you put into your role and the ambition you have to grow is key to career progression.

Q: Which of our 5Cs do you connect with most, and why? (Customer First, Care, Collaboration, Continuous Improvement, Curiosity)
Blair: I would say that I connect with Continuous Improvement the most because I find that there is always an opportunity to improve. I constantly analyze the situations I face in my role and ask those that I work with if there is something they think I could have handled better or done differently to improve the outcome. This is something I work with my Leaders and their teams on as well. If there is an error with a patients encounter, blood draw, results, etc., it is our responsibility to investigate that error and find the root cause. Identifying the root cause allows us to train or retrain teammates so that we don’t make the same mistake again. What I ask for outside of identifying root cause is to look for other factors throughout the process that could have prevented the error from happening had we done something a bit differently. It is in that reflection that we truly grow and become better at serving our teammates, patients, and communities.

The shift towards renewable energy sources, such as solar and wind power, is a critical component of global efforts to combat climate change and reduce reliance on fossil fuels. However, as with any large-scale development, these projects can have significant environmental and social impacts that must be carefully evaluated and managed. This is where Environmental Impact Assessments come into play. 

This post covers what EIAs are, highlights the factors considered when conducting an EIA, and touches on a new innovation that is changing how biodiversity is monitored.

What Is an Environmental Impact Assessment?

An Environmental Impact Assessment (EIA) is a systematic process used to evaluate the potential environmental effects of proposed projects before they are constructed. These assessments are designed to provide a comprehensive picture of how a project might affect the surrounding environment and local communities, ensuring that potential adverse impacts are identified, mitigated, and managed effectively.

Developers of solar and wind power plants use EIAs to make informed decisions that balance the need for renewable energy with the imperative to protect and preserve the environment and local communities.

Why are Environmental Impact Assessments important?

Environmental Impact Assessments are essential for ensuring that corporate projects are developed responsibly and sustainably. They play a crucial role in protecting humans and the environment by identifying potential impacts on

Human conditions, including health and safetySocial and economic status such as loss of accommodation, land, crops, and income – especially within vulnerable groupsPlant and animal biodiversityLevels of pollution in the soil, water, and airAmbient noise and vibrationClimate-related issuesLandscapeCultural goods

Where impacts can’t be avoided, measurable offset strategies are identified.

For example, solar farms can lead to habitat loss for terrestrial species, while wind turbines may affect avian and bat populations. EIAs propose mitigation strategies such as habitat restoration and careful placement of turbines to minimize harm. Additionally, they help manage environmental risks like soil erosion and water contamination, ensuring that renewable energy projects do not inadvertently cause long-term ecological damage and that the ecological functions of ecosystems are maintained.

On the social front, EIAs safeguard community health and well-being by addressing the impacts of construction activities and operational noise and shadow flicker from wind farms. EIAs also set out land acquisition and resettlement frameworks to ensure affected lands, housing, and economic facilities are compensated and support is provided to affected groups due to resettlement and income disruption. Public engagement is integral to the EIA process, ensuring that local communities’ voices and concerns are heard and addressed.

EIAs benefit corporations as well. They ensure compliance with environmental regulations and enhance the socio-economic viability of renewable energy projects by preventing costly environmental damage and legal disputes.

Stages of the EIA Process

The EIA process typically involves several key components:

1. Scoping

Defining the scope of the assessment, including identifying key issues, sensitive receptors within area of influence (AOI), stakeholders, and the extent of baseline data collection and field surveys required to form the basis of impact assessment.

2. Baseline studies

Collecting data on the existing environmental conditions to establish a benchmark against which potential impacts can be measured. These studies include biodiversity baseline surveys, physical environmental baseline surveys, as well as socio-economic surveys for the project site and in the vicinity or area of influence (AOI).

3. Impact prediction

Predicting the likely environmental and socio-economic impacts of the proposed project based on baseline data and project details. These include potential impacts during construction and operation, as well as decommissioning of the project.

4. Mitigation planning

Developing strategies to avoid, minimize, or compensate for identified impacts, ensuring that the project adheres to environmental regulations and best practices.

5. Reporting and review

Documenting the findings of the EIA in a comprehensive report, which is then reviewed by regulatory authorities and stakeholders for approval and feedback.

6. Monitoring and management

Implementing ongoing monitoring and management plans to ensure that the project’s environmental and socio-economic impacts remain within acceptable limits throughout its lifecycle.

It is also important to note that, depending on geography, there will be pieces that are mandatory. For example, in Finland and in the EU the mandatory parts are the program which sets the scoping for the mandatory EIA report (where scoping could also come back in as the information might change through the process and surveys). Having a local consultant who understands local requirements is crucial in the success of this EIA process.

Innovation in biodiversity monitoring: eDNA

Developments in DNA technology are making an impact on the monitoring stage of an EIA. Environmental DNA (eDNA) analysis is a method that involves collecting genetic material from environmental samples, such as soil, water, or air, to detect the presence of various species within a given area. Currently this is mainly used when analyzing sea fauna. 

Unlike traditional biodiversity monitoring techniques, which often require direct observation or capturing of organisms, eDNA analysis allows for the identification of species through the genetic material they leave behind in their environment. This makes it a less invasive, more efficient, and potentially more comprehensive method for assessing biodiversity. By integrating eDNA analysis into the EIA process for solar and wind farms, developers can not only meet but exceed biodiversity reporting requirements.

Key Factors Evaluated in Environmental Impact Assessments

These are the environmental and social factors evaluated through the EIA process to ensure that solar and wind power projects are designed and implemented sustainably.

Land use

One of the primary considerations in an EIA is the impact on land use. This includes evaluating the suitability of the site for the proposed project and its potential effects on the existing land and future proposed developments set out in local and regional land use plans. Factors such as soil quality, topography, and current land uses (e.g., agriculture, forestry, or urban areas) are assessed to ensure minimal disruption. EIAs also assess the potential for soil erosion and implement strategies to prevent it, such as erosion control measures and soil stabilization techniques, maintaining soil functions such as groundwater replenishment through minimisations of surface sealing.

Water use 

Solar and wind projects can affect both the quantity and quality of local water resources. EIAs assess potential changes in water usage, including the impact on local water bodies and groundwater levels. For solar farms, water is often needed for cleaning panels, while wind farms may affect water runoff patterns. The EIA evaluates these factors to ensure sustainable water management practices are in place.

Biodiversity 

Protecting local biodiversity is a crucial aspect of EIAs. The assessment examines the potential impacts on local flora and fauna, including habitat disruption, species displacement, and mortality risks. The EIA identifies these risks and recommends mitigation measures, such as wildlife-friendly designs, technical solutions, or habitat restoration projects.

Air quality

The construction and operation of solar and wind power plants can influence local air quality. EIAs evaluate potential emissions from construction machinery, dust generation, and any operational emissions. Although renewable energy projects generally produce minimal air pollution compared to fossil fuel plants, it is essential to assess and mitigate any temporary impacts during construction phases.

Socio-economic impacts

The socio-economic effects of renewable energy projects are significant considerations in EIAs. These assessments look at how the project might affect local communities, including changes in employment opportunities, economic benefits, and potential disruptions. In some locations, renewable energy projects might affect cultural or heritage sites. EIAs assess potential impacts on these sites and recommend measures to preserve and protect them. This includes archaeological assessments and consultations with local communities and heritage organizations.

Landscape impact

Within the EIA process the impact of the renewable energy projects on the landscape is assessed as well. Wind power plants especially may change the view of the existing landscape due to their height. They often can be seen from a great distance, depending on the topography and current land use in the area. As this impact cannot be mitigated, some countries (such as Germany) require compensatory payments. With regards to solar plants, mitigation measures such as plantings to frame the developed site are established. As the plants grow they provide a livable curtain and prevent visual impacts to the surrounding landscape.

Climate change resilience

As renewable energy projects aim to combat climate change, it is also important to consider their resilience to climate impacts. EIAs evaluate how the project might withstand extreme weather events, temperature variations, and other climate-related challenges. Ensuring the project’s longevity and operational efficiency in a changing climate is a key focus.

Taking this broad view of possible impacts helps developers design projects that are not only sustainable and environmentally friendly but also socially responsible and beneficial to local communities.

A Global Partner for Wind and Solar Projects

Inogen Alliance members have helped renewable energy companies around the world through the process of conducting an environmental impact assessment. From helping develop a sustainable plan for a floating solar photovoltaic system in Singapore to assisting a wind farm in Greece apply to increase power output, Inogen Alliance has the knowledge and expertise to guide the most ambitious and innovative projects.

Download a Selection of Our Global Wind Projects

Learn more about Inogen Alliance’s Environmental Services.

Inogen Alliance is a global network made up of dozens of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates here and follow us on LinkedIn.

EMERYVILLE, Calif., August, 27, 2024 /3BL/ – SCS Standards is pleased to announce that the established SCS-115 Certification Standard for Product Carbon Intensity and Reduction for Chemicals and Co-products has been expanded to include a new module to cover requirements pertaining to biofeedstock and recycled content and is now available for public review.

Introduced in April 2024, SCS-115 provides a methodology for third-party certification of the greenhouse gas intensity and reduction in carbon dioxide equivalents of a chemical material. The standard was designed to be modular, allowing for additional requirements specific to different decarbonization levers to be launched gradually. Draft SCS-115 Module B, the second of five planned modules, should be read in tandem with the core SCS-115 standard.

The public is welcome to comment on SCS-115 Module B, which covers biofeedstock and recycled content until September 27, 2024. To request a copy of the draft and submit comments, please reach out to standards@scsstandards.org, or please visit https://www.scsstandards.org/standards/certification-standard-product-carbon-intensity-and-reduction.

About SCS Standards

SCS Standards is a non-profit organization committed to the development of standards that advance the United Nations Sustainable Development Goals. Standards are developed in alignment with best practices and guidelines provided by internationally recognized bodies to ensure a robust, transparent and collaborative approach. SCS Standards is an affiliate of Scientific Certification Systems, Inc., and is its official affiliate standards development body.

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Victoria Norman

Executive Director

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Every Covia facility is responsible for upholding high standards of safety, health, and security performance. Each year, Covia recognizes plants that display exemplary performance and dedication to its Safety First value. Several plants have gone at least 5 years without a lost time incident (LTI):

Roff, Oklahoma, USA – 38 YearsTuscaloosa, Alabama, USA – 38 YearsEmmett, Idaho, USA – 28 YearsHuntingburg, Indiana, USA – 24 YearsSan José, Veracruz, Mexico – 24 YearsHephzibah, Georgia, USA – 19 YearsTlaxcala, Tlaxcala, Mexico – 19 YearsElco, Illinois, USA – 9 YearsLugoff, South Carolina, USA – 9 YearsTroy Grove, Illinois, USA – 8 YearsMarston, North Carolina, USA – 8 YearsNSO, Ontario, Canada – 6 YearsPevely, Missouri, USA – 6 Years

For more information on how Covia recognizes its top performers, see page 40 of Covia’s 2023 ESG report.

Yum! Brands

Don’t miss your chance to apply for the Pizza Hut Foundation’s scholarship program! Applications are open until September 3. This scholarship supports individuals in financial need who demonstrate strong leadership and community involvement. If you’re between 17-26 years old, enrolled in higher education for Spring 2025 and live in the United States, Guam or the District of Columbia, you’re eligible to apply.

Apply now

With more than 2,000 employees and eight facilities in St. Louis, MilliporeSigma, the U.S. and Canada Life Science business of Merck KGaA, Darmstadt, Germany, is committed to inspiring the STEM talent of the future. To help increase interest in STEM for students across St. Louis, MilliporeSigma enhanced its Curiosity Cube, which resides at the company’s Laclede facility, with an updated look and new lessons, and hosted an unveiling ceremony with local students.

Pictures of three future scientists, who are children of MilliporeSigma employees, adorn the Curiosity Cube’s exterior. Margarett Wolf, St. Louis employee and parent of a child featured on the Curiosity Cube, is proud to see her daughter as one of the faces of the Cube. As Margarett stated during the ceremony, “It’s hard to be what you can’t see. Letting other kids know that anyone can be a scientist can help push more people from a diverse background into these careers.”

The unveiling was part of Camp Leaders of Color (LOC), a half-day summer camp comprised of children or grandchildren of employees organized by the company’s LOC resource group. During the event, campers stepped inside the Curiosity Cube and learned about sustainability through the lens of the lifecycle of a t-shirt from MilliporeSigma scientists who led the experiments.

Jeffrey Whitford, Vice President of Sustainability and Social Business Innovation, shared similar sentiments about the importance of representation in filling tomorrow’s STEM jobs in a St. Louis Post-Dispatch op-ed. “We need to do a better job at making sure students see themselves as scientists now and in the future. If we can do this, we can drive more students into the STEM workforce pipeline to fill tomorrow’s jobs and solve tomorrow’s problems.” Continue reading Jeffrey’s thoughts on the need to expand the educational pipeline to STEM careers in the St. Louis Post-Dispatch.

To learn more about the Curiosity Cube mobile science lab and view the 2024 tour schedule, visit TheCuriosityCube.com and follow the Curiosity Cube on Instagram @curiositycube_milliporesigma.

Our sustainability strategy aligns with our Company’s growth and financial goals which extend beyond bottom-line considerations. Being a sustainable company means doing business in a way that allows us to be successful today while ensuring future growth. Sustainability is fundamental to our Company’s purpose. We operate responsibly to minimize environmental impact and maximize social benefits by by enabling affordable, sustainable and secure energy production for people and the planet. Our vision is to be a sustainable pioneer within the energy and industrial sectors, thus positioning Baker Hughes as the energy technology company of choice.

Sustainability strategy implementation

Baker Hughes’ sustainability strategy underpins our commercial strategy and serves as our roadmap to embed People, Planet and Principles into our business. Our sustainability programs focus on reducing risk and meeting business objectives, setting parameters that guide us as we align with stakeholder priorities. Our People, Planet and Principles focus, formalized in our publicly disclosed framework, is the playbook that empowers employees at all levels to drive sustainable change. With a “top-down” and “bottom-up” approach, fueled by shared purpose and Baker Hughes’ maturity in sustainability, our people are measurably driving the shift from aspiration to action—from promises to delivery. We are strengthening our skills, experience and desire to enable Baker Hughes and our customers to thrive in a low-carbon world.

Across our global workforce, we are driving a culture shift, embedding sustainable behaviors and spotlighting the opportunities born out of stakeholder priorities and emerging regulatory requirements.

Our people can intentionally activate change. Our strategy deployment efforts in 2023 focused on operationalizing 20+ working groups with defined cross-functional and business segment subject matter experts to provide leadership, governance, tools and resources to execute the 30 strategic outcomes outcomes on page 20. We established formalized training modules to ensure consistent process and progress.

Our communities of practice are designed to enable cross-company information sharing and support more effective collaboration to drive sustainable solutions. We continued to expand our existing communities of practice with significant growth in 2023 for our Carbon Out network, which focused on identifying and executing emission reduction projects across our locations globally. Read more about our Carbon Out program on p 18.

“To lead effective change, we must build a coalition, create consensus and facilitate dialogue and productive challenge.” 

– Baker Hughes Change Management Playbook

More than…

20+ working groups

30 strategic outcomes

Communities of practice

Also, in 2023, we formally launched our Sustainability Capabilities workstream. This project used company-specific insights and market-based research to identify roles and skills needed for our businesses to meet our goals and those of our customers. This effort drove enterprise alignment on supporting and adjacent capabilities, building a strong foundation for our organization to continue progressing and differentiating capabilities through our talent processes, operating models, communities and infrastructure.

We engaged employees through voluntary project teams to expand knowledge sharing and action initiatives. Our change management, communications and sustainability teams collaborated to conduct stakeholder analysis. These teams helped to implement strategic action planning and best practices. As a result, employee awareness increased and engagement grew.

In 2023, we formalized three new communities of practice:

Water Management and BiodiversityWaste, Circularity and Sustainable Supply ChainPolicy and Funding

All in. Carbon Out.

Our Carbon Out program is how we empower our employees to operate sustainably, with a continued focus to provide our customers with sustainable solutions. Through this program, our people actively participate in reducing our operational and value chain emissions. With sustainable practices and employee-driven solutions, we are able to drive carbon emissions down in our operations. This engagement program provides tools, a framework, funding and resources to engage Baker Hughes employees in systematically reducing operational emissions.

Business Need: Our global Carbon Out program is the way our Company takes carbon dioxide equivalent (CO2 e) of our operations. Every employee has a role to play in making us more sustainable. Becoming a sustainable energy technology company requires a transformation across many parts of the organization, including our culture. All employees, despite their roles, can learn how to work and live more sustainably.

Since its launch in 2021, Carbon Out has engaged and enabled employees and leaders across Baker Hughes with the knowledge, training and resources to systematically reduce our CO2 e emissions. Our employees are empowered to identify emissions reduction solutions and projects, which are then reviewed and approved to ensure timely, efficient and cost-effective implementation. We offer learning opportunities and resource groups. This ensures team members have the knowledge and skills to embed sustainable practices in their daily work.

Business Impact: As a global program with over 550 projects to be implemented or implementation commenced, our employees and Carbon Out leaders have demonstrated commitment to our net-zero goal by identifying and executing projects in 2022 and 2023. Employees can consult with their HSE representative, facility team, or Carbon Out leader to share their ideas.

In 2023, our Carbon Out program expanded in breadth and depth of impact with over 500 employees that are Carbon Out leaders across both business segments. These employees represent multiple corporate disciplines, such as HSE, supply chain, sourcing, real estate, f ield service engineers and finance. The goal of our champion network is to build and execute a pipeline of projects that enable us to achieve CO2 e emissions reduction throughout our operations and value chain.

Through Carbon Out, our employees were provided with educational materials on sustainability which equipped them with the right knowledge and skill set to identify qualifying projects. Participants of our core leadership training programs – ASPIRE, CULTIVATE and IMPACT – were engaged in the Carbon Out program to grow sustainability skill sets.

Over 500 employees are Carbon Out leaders. Carbon Out gives every person the pathway to identify key projects or initiatives, going All in as climate champions to take Carbon Out.

We have utilized crowdsourced ideas and employee-driven initiatives across the Company to help build a pipeline of new CO2 e emissions reduction projects for review, consideration and funding. Consistent engagement and awareness campaigns in the last year have increased our focus on sustainability in our operations and contributed to a mindset shift among our employees to adopt more sustainable practices in their day-to-day lives. We believe this transformation is foundational to being a sustainable business.

Energy conservation at United Arab Emirates (UAE) facilities

Training our employees in the processes of emission reduction is a huge part of our Carbon Out program. Our UAE HSE team and the real estate facilities team actively conducted Carbon Out training for UAE HSE and facility team members, empowering them to identify opportunities to eliminate energy waste.

One opportunity identified through this training was emissions reductions through minimization of compressed air leaks. A team in Dubai implemented a system to detect compressed air leaks and optimize compressors, reducing energy consumption. Knowledge and best practices have been shared across the region to further expand our energy reduction efforts.

View the full 2023 Corporate Sustainability Report.

While women are taking the business and entrepreneurial world by storm, they are still faced with inequalities and obstacles that their male counterparts are not. Here are four challenges women business owners are facing today — and ways to overcome them.

Challenges

1. Access to funding.

Women may own 42 percent of U.S. small businesses, but they continue to face challenges when it comes to obtaining funding. Even though the Women’s Business Ownership Act of 1988 affirmed equal access to capital, men are still 3 times more likely to get a business loan than women — and frequently, women receive smaller loans than men.

2. Equal sales.

On average, women-owned businesses make less money. According to Biz2Credit’s 2022 Women-Owned Business Study, women-owned businesses brought in an average annual revenue of $475,707, whereas men-owned businesses brought in an average annual revenue of $675,643. This, in part, may be due to the lack of outside funding obtained by women entrepreneurs to propel their businesses forward.

3. Equal respect as a CEO.

Women often face more scrutiny and less opportunity in the workplace than men —especially as a CEO. In addition to gender stereotypes still permeating everyday interactions, we see this directly in hiring practices, which provide women with less opportunities in leadership roles. For every 100 men promoted to manager positions, only 87 women — and 73 women of color — receive the same promotion. Consequently, managerial roles are more dominated by men, leaving fewer opportunities for women to eventually reach senior leadership positions.

When owning your own business, these unfortunate patterns can still impact daily operations, whether with employees or external partners.

4. Maintaining self-confidence.

When impacted by inequal opportunities, it can be hard to maintain self-confidence. Women have fewer CEO role models who look like them. Many workplace cultures have told them they don’t belong at the head of the table. This often leaves women business owners with fears of failure or inadequacy.

Solutions

1. Find a bank that prioritizes equality.

When looking for funding, women entrepreneurs can look to banks that prioritize specific solutions for minority and women owned businesses. This provides access not only to capital lending programs, but also Small Business Administration (SBA) programs and access to small business solutions from checking and savings accounts to credit cards and more.

2.Get certified.

When hoping to increase sales, it never hurts to become certified as a woman-owned business. Many corporations and government agencies specifically look to work with women-owned businesses — and becoming certified will widen your net and tell them you’re a viable option.

3. Show you know.

Commanding respect is often about demonstrating confidence and expertise. Show you know your industry. Show you know what you’re saying. And show you know you belong in the room as much as your male colleagues.

One great way to show you know your industry is to know how your brand fits into it. Do your research, know the industry landscape, hone your business’ identity, and determine how to speak to it. Remember, how you say it is how you sell it.

Confidence often powers success. Train yourself to eliminate uncertain phrases such as, “I think,” or apologetic preambles like, “Maybe this is just how I see it but…”. Believe that your ideas are valuable. Stand tall. And remember, if you can build a business, you can build self-confidence.

4. Network with allies.

Owning a business comes with a multitude of challenges that can erode confidence — it helps to have a support system. Find professional groups for women business owners for support and idea sharing. When you connect with others who can relate firsthand to your experiences, it builds self-assurance.

Pay it forward. Mentor young professional women to build a culture of confidence in your company. Instilling confidence in others often leads to self-confidence.

Ready to take the next step?

Find a trusted ally, like those at Webster, who will work with you hands-on to reach your goals — with a team who understands the complex lending needs of Minority and Women Owned Business Enterprises (MWBE)1, Webster can help with SBA-guaranteed loans and lines of credit in multiple forms and terms.

Connect with Webster Bank today.

The opinions and views herein are for informational purposes only and are not intended to provide specific advice or recommendations. Please consult professional advisors with regard to your individual situation.

All credit products, pricing and overdraft protection are subject to the normal credit approval process. Some applications may require further consideration and/or supplemental information. Certain terms and conditions may apply

1Also referred to as Minority and Women Owned Businesses (MWOBs) and defined by the FDIC as companies which are at least 51% owned and controlled by one or more minorities or women.

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News like this has become so common that you may have missed a headline from the Associated Press on July 24: “Monday breaks the record for the hottest day ever on Earth.” As reported in one of our Top Stories below, the European climate service Copernicus said the global average surface air temperature on Monday, July 22 was the hottest day on Earth in Copernicus’ data dating back to 1940. Scientists attribute the warming trend to human actions, with the director of Copernicus, Carlo Buontempo, saying, “The climate is generally warming up as a consequence of the increase in greenhouse gases.”

Consumers are increasingly affected by extreme weather events and flooding from rising tides, and as a result want to take action to combat climate change. In another of our Top Stories, PwC’s 2024 Voice of the Consumer Survey found that “85% of consumers are experiencing first-hand the disruptive effects of climate change in their daily lives and are prioritizing consumption that integrates sustainability-focused practices.” In addition, the survey found that 80% of consumers say they are willing to pay a premium of 9.7% more on average for goods that meet specific environmental criteria.

While consumer action is helpful, climate experts say the actions of businesses are far more important in reducing carbon emissions to meet the ambitious targets set by the Paris Agreement in 2016 (45% reduction by 2030 from 2010 levels and net zero by 2050). At a webinar hosted recently by the University of Colorado Denver, discussed in another of our Top Stories, Robert Hobbins of the UC Denver Business School said, “Businesses must step up to the plate and lead the charge in sustainability, not just for the planet’s sake but for the sake of their future.”

The UC Denver webinar, “Empowering Businesses to Make the Climate Transition,” discussed sustainability strategies for businesses and also highlighted the vital role that government policies had on improving sustainability. Global businesses are facing increased pressure from new government regulations to mandate sustainability reporting and climate actions, including the European Union’s CSRD and proposed new mandates from the U.S. Securities and Exchange Commission.

A recent Forbes article by contributor Gary Drenik, another of our Top Stories, discusses the need for companies to provide accurate data on carbon emissions and product carbon footprints to drive sustainable business decisions and help consumers make more informed decisions. He quotes Tim Weiss, CEO and co-founder of carbon management software company Optera, as saying that companies need to focus more on Scope 3 emissions, the emissions generated by the entire value chain, which can account for 70% of a company’s total carbon footprint.

Drenik cites efforts by the retail industry to improve direct product-use emissions data, in which the Retail Industry Leaders Association (RILA) partnered with Optera to create a database which combines information from suppliers and the EPA to provide standardized product emissions data. The data, which is currently at the product category level, is intended to help retailers take accountability for these emissions and provide consumers with more environmentally friendly choices.

With consumers pushing for more sustainable products, businesses will need to adapt to meet that demand, including by improving their sustainability reporting. G&A’s team continues to monitor trends in climate reporting including measuring Scope 3 emissions and is available to help guide companies on this important part of your sustainability journey.

This is just the introduction of G&A’s Sustainability Highlights newsletter this week. Click here to view the full issue.

As part of our commitment to Safe Water For All, Kohler teams from Saraburi and Bangkok, Thailand, helped to renovate bathrooms at the Wat Khon Hom primary school—providing a cleaner and more gracious experience for students and staff.

The teams also sponsored sports equipment, helped plant a vegetable garden for fresh produce at lunch, and spent time playing and teaching the students English.

Here’s to healthy and supportive learning environments for all children.