The United States Drug Enforcement Administration, the DEA Educational Foundation and Discovery Education awarded Porter Christensen of Pine View High School in Utah (Washington County School District), the grand prize for the annual Operation Prevention Video Challenge. Christensen’s public service announcement entitled “Waiting to Die” elicits the visceral experience of opioid misuse while taking viewers inside the mind of one teen’s decision making.
Teenagers across the nation were invited to submit 30-60 second video public service announcements that capture their unique voice in order to communicate the opioid epidemic as a national crisis. In “Waiting to Die,” Christensen connects peer-to-peer by displaying self-talk that can lead to poor choices teens later regret. His character in the video urges viewers to “please don’t make the same mistake.”
“Having to operate the camera while being the actor is challenging, but incredibly satisfying when I see my finished product. I hope that through my writing, editing and music, my peers are able to comprehend the emotion I tried to convey,” said Christensen.
The second-annual video challenge is a part of a joint nationwide education initiative titled Operation Prevention that educates students about the science behind addiction and its impact on the brain and body. Available at no cost, the initiative’s resources help promote lifesaving discussions in the home and classroom.
“Teens are agents of change, and their actions speak volumes to peers. Together, we can work toward raising awareness, and most importantly, prevention, among our youth population,” said Acting DEA Administrator Robert W. Patterson. “Congratulations to Porter for lending his voice to an important cause and producing a powerful portrayal of the pain opioid misuse causes.”
The winning video was chosen by a panel of educators and judges at Discovery Education, the DEA and DEA Educational Foundation. The other winners include:
The prizes awarded to the first, second, third place and People’s Choice Award winners are provided courtesy of the DEA Educational Foundation.
The videos of the winners can be viewed at operationprevention.com/video-challenge. Winning public service announcements will be featured across DE and DEA digital and social media platforms.
“Porter’s ‘Operation Prevention’ video submission communicated an honest, connected and proactive stance on dangers of drug abuse,” said Kelly Thomas, fine arts teacher, Pine View High School, Washington County School District. “It’s vital that we raise conversations and inspire solutions in the fight against the opioid epidemic. He continues to use his art to help the world become a better place.”
“Congratulations to all challenge winners for starting an important conversation with teens across the nation. We’re humbled by the students, families and educators who have joined this tremendous effort to promote drug-free living in our communities and schools,” said Lori McFarling, senior vice president and chief marketing officer, Discovery Education.
To learn more about Operation Prevention, visit operationprevention.com.
For more information about Discovery Education’s Streaming Plus services, digital content and professional development services, visit discoveryeducation.com. Stay connected with Discovery Education on Facebook, Twitter and Instagram @DiscoveryEd.
About the Drug Enforcement Administration
The mission of the Drug Enforcement Administration is to enforce the controlled substances laws and regulations of the United States and bring to the criminal and civil justice system of the United States, or any other competent jurisdiction, those organizations and principal members of organizations, involved in the growing, manufacture, or distribution of controlled substances appearing in or destined for illicit traffic in the United States; and to recommend and support non-enforcement programs aimed at reducing the availability of illicit controlled substances on the domestic and international markets.
About the DEA Educational Foundation
Established in 2001, the DEA Educational Foundation is a 501(c)3 non-profit organization dedicated to preventing drug abuse. The foundation supports the DEA through advocacy, outreach, and educational programs.
About Discovery Education
As the global leader in standards-based digital content for K-12 classrooms worldwide, Discovery Education is transforming teaching and learning with award-winning digital textbooks, multimedia content, professional learning, and the largest professional learning community of its kind. Serving 4.5 million educators and over 50 million students, Discovery Education’s services are available in approximately half of U.S. classrooms, 50 percent of all primary schools in the UK, and more than 50 countries around the globe. Inspired by the global media company Discovery, Inc., Discovery Education partners with districts, states, and like-minded organizations to captivate students, empower teachers, and transform classrooms with customized solutions that increase academic achievement. Explore the future of education at DiscoveryEducation.com.
Charmion N. Kinder, Discovery Education
National Media Affairs, DEA
Recently, Net Impact, a global community of students and professionals, announced the student team from Columbia University won the first Drawdown INNOVATE Challenge.
The Drawdown INNOVATE Challenge engages leaders around the world in designing new ways to maximize and promote the top solutions to reverse global warming, as presented by scientist Paul Hawken’s Project Drawdown. With toolkits and videos from Net Impact, program participants brainstormed innovative solutions and then tested and refined their idea to tackle climate change. Teams with the most tangible and promising ideas were invited to an accelerator program in the SF Bay Area, where innovation consultancy IXL helped the teams improve their ideas through workshops on customer testing, startup strategies, and more.
“Drawdown Innovate has a completely different approach to tackling climate change which makes people to better understand how to intervene in climate change in their respective communities" - Eric Mbotiji, Bamenda Professional Chapter
Team Soil Sink, led by Jenna Lewein, Matthew Akins, and Merlyn Mathew of Columbia University, was awarded the top prize for their proposal of encouraging and compensating farmers for practicing regenerative agriculture. In regenerative agriculture, farmers use a series of techniques (e.g. crop rotation) that increase soil quality, biodiversity, and ecosystem health. This gives their farms the ability to act as “carbon sinks.” This process, known as carbon sequestration, can sink almost 88,000 tons of C02 per 400-acre farm, the equivalent of planting 2.25 million trees.
The two other finalists, Team Eat Fresh (Sophia Dossin, Kailun Yin, and Sean Fallon from Washington University in St. Louis) and Team Left Owners (Eliska Skarolkova, Paula Chamorro, and Felipe Cuellar from Savannah College of Art and Design) presented solutions on tackling global warming via reducing food waste. Team Eat Fresh designed a subscription-based food box program where food nearing its sell-by date is bought from grocery stores at a discount and then sold in smaller quantities to college students. Team Left Owners designed a service to reduce the amount of food restaurants throw away by giving customers the option to compost their leftovers, turn them into biogas, or store them to eat later at a partner restaurant.
The finalists and winner of the inaugural Drawdown INNOVATE Challenge were determined by an esteemed panel of judges from Net Impact’s board and program partners including Dave Stangis, Vice President of Corporate Responsibility and Chief Sustainability Officer at Campbell Soup Company; Stuart Hart, Program Director at The Sustainable INNOVATE MBA Program, University of Vermont; Carol Cone, CEO at Carol Cone ON PURPOSE; Laura Asiala, Vice President of Public Affairs at PYXERA GLOBAL; and Interface.
Many thanks for Interface, our program partner, for helping to make this action possible. Interface, the world’s largest manufacturer of modular carpet, began its sustainability journey almost 25 years ago, in 1994, with Mission Zero. With this goal, Interface resolved to completely eliminate its environmental footprint by the year 2020. As of 2016, Interface runs on 87% renewable energy globally, has brought greenhouse gas emissions intensity down by 95% and has decreased its carbon footprint by about 60% since 1996. Interface’s newest sustainability mission, Climate Take Back, aims to lead business and society to reverse global warming through four key areas. One of the strategies for Climate Take Back, called “Love Carbon,” is directly aligned with Project Drawdown. “Love Carbon,” asks that we stop seeing carbon as the enemy and instead use it as a resource.
About Net Impact
Net Impact is a global community of students and professionals who aspire to be effective drivers of social and environmental change. Our programs—delivered from our headquarters in Oakland, CA, as well as globally through our 375+ chapters—connect our members to the skills, experiences and people that will allow them to have the greatest impact. With over 100,000 members, Net Impact takes on social challenges, protects the environment, invents new products and orients business toward the greater good. In short, we help our members turn their passions into a lifetime of world-changing action.
Consumers Energy announced it is seizing a once-in-a-generation opportunity to reshape Michigan’s energy future with a plan that embodies its Triple Bottom Line commitment to people, the planet and prosperity.
The company will file an Integrated Resource Plan (IRP) this week with the Michigan Public Service Commission (MPSC) that outlines the path to using zero coal while ensuring affordable and reliable energy for Michigan’s families and businesses. The IRP details how the company will meet the state’s energy needs with increased use of energy efficiency and other customer demand management programs and significantly more renewable energy.
Under the plan, the company would increase renewable energy from 11 percent today to 37 percent by 2030 and 43 percent by 2040 – helping the company achieve its clean energy breakthrough goal, announced earlier this year, to reduce carbon emissions 80 percent and eliminate the use of coal to generate electricity by 2040. The proposed strategy also includes retiring two aging, coal-fired units at the Karn Generating Complex near Bay City in 2023.
In-depth modeling analysis showed higher levels of energy efficiency and demand management programs and renewable energy are the best and most affordable way to meet customers’ needs in the future.
Under the IRP, demand response, energy efficiency, and grid modernization tools would take on more significant roles. These virtual “power plants” will help customers save money on their energy bills and reduce energy demand 22 percent by 2040. Consumers Energy also would add 5,000 megawatts of solar energy throughout the 2020s, along with wind and battery storage.
“Our vision considers people, the planet and the prosperity of our state and the communities we serve. This IRP will help guide key decisions in the coming years to make us a cleaner, leaner company for the Great Lakes State,” said Patti Poppe, President and CEO of Consumers Energy and CMS Energy. “This is a pivotal moment in our company’s long, proud history — and this plan charts a course for us all to embrace the opportunities and meet the challenges of a new era.”
Over the last 18 months, Consumers Energy developed the IRP by gathering input from a diverse group of customers and key stakeholders — including a series of public forums — to build a deeper understanding of shared goals. The company then modeled future scenarios using a variety of assumptions about factors such as market prices, energy demand and levels of clean energy resources, including demand response and energy efficiency, wind and solar.
Karn units 1 and 2, located in Hampton Township near Bay City, came online in 1959 and 1961, respectively, and are capable of generating 515 megawatts of electricity. The retirement of Karn 1 and 2 continues a move away from coal as a generation fuel source that began in April 2016 with retirement of our “Classic Seven” units located at the former Whiting, Cobb and Weadock sites.
“We’re grateful for the power the Karn coal units have provided for Michigan over the decades and proud of our co-workers who’ve operated and maintained them so faithfully. The company will be working actively to care for our co-workers through this transition,” Poppe said. “We plan to support Hampton Township and the Bay region as they re-imagine the local economic landscape after these units are retired.”
About Consumers Energy
Consumers Energy, Michigan’s largest energy provider, is the principal subsidiary of CMS Energy (NYSE: CMS), providing natural gas and/or electricity to 6.7 million of the state’s 10 million residents in all 68 Lower Peninsula counties.
Megan Brown, 517-788-6538
Brian Wheeler, 517-740-1545
For more information about Consumers Energy, go to www.ConsumersEnergy.com.
Competing for greater market share while employing sound environmental and social practices requires that corporations design and execute comprehensive and integrated external stakeholder strategies. The degree to which a company incorporates stakeholder contributions into its business decision-making process can greatly improve its competitive advantage.
Scholars and practitioners agree that traditional Corporate Social Responsibility (CSR) as a public affairs tool is inadequate, having produced limited results to date. According to Harvard Business School economists and business strategists, Michael Porter and Mark Kramer, traditional CSR initiatives are “a hodgepodge of uncoordinated [activities] disconnected from the company’s strategy that neither make a meaningful social impact nor strengthen the firm’s long-term competitiveness”. Likewise, John Brown and Robin Nuttal from McKinsey explain that “[in] a majority of cases, CSR has failed to fulfill its core purpose--to build stronger relationships with the external world.” Brown and Nuttal go on to suggest that companies must deeply integrate external engagement in their strategies and operations at all levels.
A New Approach to Supply Chain Sustainability and Community Resilience
Multinational companies often take a risk-based approach to designing and implementing responsible sourcing (RS) strategies, with the goal of minimizing threats to operational efficiency and overall reputation. Many RS efforts concentrate on: managing supplier relations and performance; creating sustainable products; enhancing supply chain efficiency; improving governance; and creating shared value for society and local communities. However, many companies fail to create transformative change in vulnerable sourcing markets with deficient social and environmental standards.
While risk management is needed to support a sustainable supply chain, it must also incorporate the following:
1. Host community voice
Consumer insights can inform product development, lead innovative solutions, and improve products and service. The same concept pertains to sourcing operations and social responsibility initiatives. Companies must engage a diverse pool of stakeholders, including local residents and grassroots organizations—which have too often been an afterthought.
For example, residents of Plachimada, a small village in Kerala, India, linked the persistent drought that dried up their water supply to a Coca-Cola bottling plant using deep bore wells. After residents complained to the company and the Indian High Court, Coca-Cola was ordered to stop using groundwater for its plant. Although the company argued that it owns the land where the water is extracted, the court contended that underground resources are national assets.
The allegation against Coca-Cola profoundly upset its customer base, which demanded further explanation and a third-party audit. After a year of investigation, the High Court concluded that the drought was due to insufficient rainfall, but the company closed the plant anyway and intensified its engagement with local groups (including its detractors), addressed residents’ concerns, shared its water management practices with NGOs, and collaborated with government officials and researchers on protecting watersheds in India.
This example demonstrates the power of local communities to: adversely affect a company’s reputation and its social license to operate; push companies to develop and implement innovative solutions that create shared value; and disrupt mega-multinationals’ operations.
2. Inclusive decision-making at every stage of a project life cycle
Global Communities believes that communities are best positioned to determine and direct their own development, if given the proper tools and platforms. However, companies and NGOs primarily tend to view communities as “consumers” or “beneficiaries,” rather than active contributors to RS program design and execution.
An effective and integrated external engagement strategy goes beyond simply meeting with diverse members of the host community. It demands that companies seriously consider community members’ feedback and incorporate it into the decision-making process. Furthermore, stakeholder engagement is not a one-off event. It is an iterative process whereby both groups communicate at every stage of a project’s life cycle.
For example, BHP Billiton’s $28.6 million investment in the ANDA program is part of the company’s Sustainable Communities initiative to reduce poverty in its mining communities. This five-year program targets 30,000 individuals displaced by decades of armed conflict in Colombia and seeks to improve access to basic services, provide vocational training and job placement, and offer technical assistance to small businesses in over 40 communities.
ANDA was designed around Global Communities’ Participatory Action for Community Enhancement (PACE), an inclusive and systematic approach to identifying, prioritizing, and mapping human and financial resources in a community while strengthening community leadership and social cohesion. Through PACE, ANDA works with community members, grassroots organizations, and local governments to: build trust among stakeholders; identify projects to be implemented; and manage projects collectively for success and sustainability.
3. Investments that strengthen sourcing communities’ resilience to external shocks
A growing number of business risk management strategies carefully consider the sourcing ecosystem’s vulnerability and communities’ resilience in the face of man-made and natural disasters. In a survey of 1,409 CEOs from 83 countries, PwC reports that “74%...are concerned about geopolitical threats… 65% are worried about social instability, and 50% about climate change and environmental damage”--revealing that CEOs worry about threats considerably more now than they did just three years ago.
Nestlé is one company that focuses on strengthening sourcing communities’ resilience and aligning its responsible sourcing and sustainability strategies with its business goals. Nestlé owns 400 factories, employing 205,000 individuals living in rural areas worldwide, while sourcing from 4.1 million farmers in 50 countries. In its quest to create shared value, Nestlé developed a Rural Development Framework (RDF), identifying eight areas of intervention from human rights and labor issues in the farming industry through human and economic development. These interventions are not mere initiatives; they are embedded in Nestlé’s business model and regularly assessed to monitor progress and identify best practices.
In addition to creating safe, innovative and high quality products or services, companies can gain a distinct competitive advantage through the development and execution of an integrated external engagement strategy. Companies that integrate community voices and assets into their RS programs are better positioned to maximize operational efficiencies, resulting in sustainable business operations, empowering communities to maximize company investments in building and sustaining resilience.
 Michael Porter and Mark Kramer, “Strategy and society: The link between competitive advantage and corporate social responsibility”, Harvard Business Review, December 20006, Volume 84, Number 12, pp. 78-92
 John Browne and Robin Nuttall. Beyond Corporate Social Responsibility: Integrated External Engagement. McKinsey&Company, March 2013. https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/beyond-corporate-social-responsibility-integrated-external-engagement
 The Future of Stakeholder Engagement. BSR, October 2016. https://www.bsr.org/our-insights/report-view/the-future-of-stakeholder-engagement
 IFC. Stakeholder Engagement and the Board: Integrating Best Governance Practices. 2009 https://www.ifc.org/wps/wcm/connect/19017b8048a7e667a667e76060ad5911/FINAL%2BFocus8_5.pdf?MOD=AJPERES
 ANDA Program, which translates into English as the “Moving Forward” program. https://www.globalcommunities.org/ANDA
 PwC. 19th Annual Global CEO Survey. 2016 https://www.pwc.com/gx/en/ceo-survey/2016/landing-page/pwc-19th-annual-global-ceo-survey.pdf
 The term “shared value” as defined by Harvard-based economists, Michael Porter and Mark Kramer, refers to a management strategy adopted by companies that find business opportunities in solving social problems.
While more than 65 percent of CEOs agree their organisation fosters a culture of innovation and disruption, 40 percent are not adapting successfully, according to the Global Consumer Executive Top of Mind survey, No Normal is the New Normal: Make disruption work for your business, conducted by KPMG International and The Consumer Goods Forum (CGF). The results of the sixth annual survey reveal a consumer industry at the point of radical change and that CEOs need to make changes on a similar scale to stay competitive.
“Today’s consumer and retail market is beyond disruption – we are disrupted – and CEOs need to listen to the market, look outward and focus on changing their business,” said Willy Kruh, KPMG Global Chair, Consumer & Retail. “It’s an increasingly difficult tightrope to walk between dealing with both internal and external continuous disruption, but both are key to creating customer centric organisations. Those companies that cannot authentically connect to customers will get left behind”.
Survey results are being released today in conjunction with the annual CGF Global Summit taking place in Singapore from 12 – 15 June 2018.
The survey results suggest that in 2 short years, by 2020, the industry landscape could look very different:
New business models: CEOs agree the historical and current business models will not survive continuous disruption.
Fewer physical stores: North American respondents felt this change most keenly, with 37 percent agreeing that they will close stores in the next 2 years.
Increased sales through owned channels: In order to increase speed and efficiency, CEOs agree they will need to sell more product through their own distribution channels. This sentiment was shared equally by North American, European and Latin American respondents.
“One of the business model transformations we’re seeing is putting social purpose at the forefront of strategy,” says Peter Freedman, Managing Director, The Consumer Goods Forum. “Consumers, especially the millennials responsible for USD 2.75trn of consumer spending, want to know what a company stands for. Financial returns are no longer enough and consumers are choosing to put their money where there are environmental, social and community benefits”.
Looking to the leaders
How will CEOs prioritise changes to stay competitive? Leading digital organizations offer a blueprint for growth:
Prioritise operating efficiency: 76 percent of digital leaders agreed this was a focus for the next 2 years ahead of governance and control, people and culture, revenue growth and business transformation.
Create disruption: 88 percent of digital leaders agree that they lead their industry in disruption rather than watch it happen.
High risk tolerance: Only 17 percent of digital leaders believe innovation is being held back by an aversion to risk.
Double down on customer engagement: Nearly 80 percent of digital leaders will prioritise the customer in order to grow revenue.
The need for radical transformation is not unique to the consumer and retail industry, as evidenced by KPMG’s recent CEO Outlook which found that 71 percent of CEOs are prepared to lead their organisation through a radical transformation of its operating model.
“The recent KPMG CEO Outlook survey shows that 60-70 percent of CEOs believe the next 2 to 3 years are going to be more transformational than the last 50,” adds Kruh. “We are in the midst of three revolutions – geographic and geopolitical, demographic and technological – that are colliding with each other and turning the world upside down. And companies throughout the world are faced with a landscape that they’re not used to”.
Freedman added, “To succeed in a world of such intense disruption the survey also suggests we need to think about collaboration in new ways. That’s epitomised by the growth of platform companies of course. But in many other ways what used to be a competitive battleground may now provide scope for collaboration and companies that used to be your competitors may now be your potential partners”.
About the Global Consumer Executive Top of Mind survey
Now in its sixth year, this annual survey was conducted by telephone and online between March and April 2018. A total of 530 senior executives from companies headquartered in 28 countries participated in the survey. The respondents were senior executives at global companies from the food, drink or consumer goods, manufacturing and/or retail sectors, 87 percent of which had at least USD 500 million in annual revenues. The companies in the survey represent over USD 3.2trn in consumer sales.
About KPMG International
KPMG is a global network of professional services firms providing Audit, Tax and Advisory services. We operate in 154 countries and territories and have 200,000 people working in member firms around the world. The independent member firms of the KPMG network are affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. Each KPMG firm is a legally distinct and separate entity and describes itself as such.
About The Consumer Goods Forum
The Consumer Goods Forum (“CGF”) is a global, parity-based industry network that is driven by its members to encourage the global adoption of practices and standards that serves the consumer goods industry worldwide. It brings together the CEOs and senior management of some 400 retailers, manufacturers, service providers, and other stakeholders across 70 countries, and it reflects the diversity of the industry in geography, size, product category and format. Its member companies have combined sales of EUR 3.5 trillion and directly employ nearly 10 million people, with a further 90 million related jobs estimated along the value chain. It is governed by its Board of Directors, which comprises more than 50 manufacturer and retailer CEOs. For more information, please visit: The Consumer Goods Forum
For further information, please contact:
Director, External Communications, Global Industries
The Consumer Goods Forum
Join the U.S. Chamber of Commerce Foundation for a forward-looking summit around the future of food. During the FOOD FORWARD summit, we'll explore the innovations and emerging technologies that are changing the future of food: autonomous tractors, ground-based sensors, flying drones, vertical farming, new trends in supply chains and infrastructure, and more. Learn more and register here: https://www.uschamberfoundation.org/event/food-forward
In 1983, after eight years of perseverance, Tim Leatherman created the world’s first multi-tool, and it became an icon. Over the last 35 years, Leatherman multi-tools have prepared people around the world to tackle challenges, and in some cases have even saved lives. Now, the creator of the original multi-tool wants to inspire and support the next generation of doers who may someday save the day and change the world.
Today, Leatherman is launching the Leatherman Grant Program. This inaugural program will donate $100,000 to support non-profit organizations that aim to inspire, prepare, and develop the next generation of problem solvers. The goal is to unleash the potential and fund the efforts of pioneering non-for-profit organizations who are solving problems to make the world a better place, just like Tim Leatherman did 35 years ago.
“It took eight long years and lots of perseverance to create a multi-tool I liked and finally, that the market liked too,” said Tim Leatherman, co-founder and chairman of the board. “We created this grant program to provide funds for fresh innovative ideas that have the potential to make a big impact. We hope we can enable someone to make their mark and make a difference.”
Grant applications will be accepted from June 12, 2018, until August 31, 2018. All 501(c)3 organizations or the global equivalent are eligible to apply for funding ranging from $5,000 to $15,000. A team of Leatherman employees including Tim Leatherman will choose 10 to 15 grantees. Grantees will be announced in October 2018.
For more information about the Leatherman Grant Program, visit www.leatherman.com/grants.
About Leatherman Tool Group, Inc.
Founded in 1983 by Tim Leatherman and Steve Berliner, Oregon-based Leatherman Tool Group is the world’s largest manufacturer of high quality multi-tools (Leatherman) and LED lights (Ledlenser), with more than 120 million tools and lights sold, and distribution in more than 86 countries. For more information visit www.leatherman.com, www.ledlenser.com, or find us on Facebook at /leatherman and /ledlenserusa.
Solidia Technologies® joined global industry leaders today at the International Energy Agency’s (IEA) Carbon Capture, Utilisation and Storage (CCUS) Policy and Investment Workshop for discussions on developing, funding, deploying and advancing worldwide adoption of CCUS technology.
Presenting during the workshop “What role can CCU play in CCUS deployment?” Solidia’s Director of Business Development Brian Leary shared “Making Sustainability Smart Business: Driving CO2 Demand by Creating Opportunity across a Value Chain.”
“Within five years, Solidia’s need for CO2 will more than double the existing CO2 market,” explained Leary. “Collaborating with global thought leaders through IEA, we hope to help develop a robust CCUS infrastructure, transforming a pollutant into a valuable commodity and advancing sustainable technologies.”
This week’s workshop followed the IEA World Energy Roundtable where Solidia CEO and President Tom Schuler spoke with leaders in industry and finance on the role of banking and commerce in advancing sustainable practices and innovations. "The shift from seeing sustainability as an opponent of profitability to seeing it as an asset is happening right now, and IEA is on the cutting edge of it," commented Schuler.
The annual IEA roundtable in March convened a select group of fifty energy, finance and industry experts to provide crucial insights for the production of IEA’s report, World Energy Investment 2018, as well as to inform broader IEA work on the interaction of investment, technology and policies. Today’s CCUS Policy and Investment Workshop brought together leaders in industry, government and finance to confer on opportunities to accelerate commercial deployment of CCUS worldwide as a key emissions mitigation technology.
“We have the potential to make a big impact on carbon issues. Cement and concrete is a big market where big change is needed and can be absorbed, and where there is the potential for tremendous societal benefit,” said Schuler. “We’re working with status quo markets — 200 years with no significant innovation…that’s a huge opportunity. To facilitate adoption of our technologies we need to create a CO2 pipeline. Support from institutions like IEA helps further that cause.”
Easy to adopt anywhere in the world, Solidia’s systems produce a sustainable cement and cure concrete with CO2 instead of water, while utilizing manufacturers’ existing infrastructure, raw materials, formulations, production methods and specifications. Stronger, more durable and higher performing than traditional concrete, Solidia Concrete™ products cost less to produce, reduce water and energy use, and cure in less than 24 hours.
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About Solidia Technologies®
Solidia Technologies® is a cement and concrete technology company that makes it easy and profitable to use CO2 to create superior and sustainable building materials. Based in Piscataway, N.J. (USA), Solidia’s investors include Kleiner Perkins Caufield & Byers, Bright Capital, BASF, BP, LafargeHolcim, Total Energy Ventures, Oil and Gas Climate Initiative (OGCI) Climate Investments, Air Liquide, Bill Joy and other private investors. Follow Solidia Technologies at www.solidiatech.com and on LinkedIn, YouTube and Twitter: @SolidiaCO2.
About International Energy Agency (IEA)
Founded in 1974, the IEA was initially designed to help countries co-ordinate a collective response to major disruptions in the supply of oil, such as the crisis of 1973/4. While this remains a key aspect of its work, the IEA has evolved and expanded significantly.
The IEA examines the full spectrum of energy issues including oil, gas and coal supply and demand, renewable energy technologies, electricity markets, energy efficiency, access to energy, demand side management and much more. Through its work, the IEA advocates policies that will enhance the reliability, affordability and sustainability of energy in its 30 member countries and beyond.
Today, the IEA is at the heart of global dialogue on energy, providing authoritative analysis through a wide range of publications, including the flagship World Energy Outlook and the IEA Market Reports; data and statistics, such as Key World Energy Statistics and the Monthly Oil Data Service; and a series of training and capacity building workshops, presentations, and resources.
Expectations have never been higher for women’s advancement in the workplace, and the Accounting and Financial Women’s Alliance Best CPA Firms for Women list and the Best Firms for Equity Leadership List, based on the 2018 Accounting MOVE Project report, recognizes and showcases the firms around the country who truly get it and work hard to ensure that the profession’s much-needed emphasis on diversity and inclusion also furthers momentum for women. This year, Raffa, P.C. was named #1 for Leadership Equity.
The accounting industry has lagged when it comes to advancing women to the highest levels of leadership, however, this has never been the case at Raffa. According to the latest Inside Public Accounting Survey and Analysis of Firms, Raffa is the only IPA 100 firm with more than 50% women owners, making it the largest women-owned CPA firm in the United States. Raffa is also the largest B –Corp certified CPA firm in the nation scoring in the top 10% of all B-certified organization in the world. Today, the firm leads the industry with 63.2% women partners and principals. Over 71% of Raffa’s entire staff are comprised of women. And the diversity extends well beyond this percentage to communities including people of color and LGBTQ. Over 33 different languages are spoken at Raffa.
The Accounting MOVE Project Best CPA Firms for Equity Leadership list recognizes firms with at least 33% women partners and principals, as 33% is widely recognized as the tipping point for members of any identity group to have individual impact. The Equity Leadership list recognizes firms that have achieve that milestone through any combination of culture, programs or initiatives.
“As with anything in business, we must evaluate, adapt, and evolve to ensure continued success. This holds true for women’s initiatives. This year’s Accounting MOVE Project demonstrates how far women have come in the industry, but also expresses the need to keep pushing forward,” said Cindy Stanley, executive director for the Accounting & Financial Women’s Alliance (AFWA). “Raffa stokes the momentum with integrated flexibility and development programs, including an option for staff to mentor rising women leaders in other countries.”
“It’s really in how we define shared success,” said Kathy Raffa, President of Raffa, P.C. “The 2018 Accounting MOVE Project found that women comprise 25% of the management committees at participating firms—a huge advance from the 19% reported in the 2014 report, however, overall, women remain only 24% of partners and principals at CPA firms. This is simply unacceptable to us and always has been.”
“Raffa creates a culture of diversity and inclusion throughout every level of the firm while providing flexibility and opportunities for personal growth. It is who we have been, who we are and will always be,” said Tom Raffa, CEO of Raffa. “We continually focus our efforts for all of our staff to find their own individual purpose at Raffa. In this way, our hope is they become better people, not just better accountants.”
Learn how Raffa does more for women in this video.
As a B-Corp certified, majority women-owned, national Top 100 professional services advisory firm to nonprofits and socially-responsible businesses Raffa provides a wide array of services and back-office solutions to support and strengthen every aspect of their clients’ operations from tax, audit, accounting and HR administration, to IT services, benefits, and wealth management. With a mission to serve as a catalyst for positive systemic change, Raffa is about the people they serve, the relationships they nurture, the individual and collective contributions of their staff, and the myriad of actions they take for the betterment of the community.
The Accounting & Financial Women’s Alliance (AFWA) promotes the professional growth of women in all facets of accounting and finance. Members increase their career potential by connecting with colleagues, receiving education and mentorship to advance their careers, and developing leadership skills. Members have the availability to tap into a network of successful, motivated, and influential professionals who understand the unique position of being a woman in the industry and who, together, contribute to the future development of their profession. Visit AFWA.org for more information.
For more information about the Accounting MOVE Project, please visit the Accounting MOVE Project web page.
Led Led by veteran business journalist Joanne Cleaver, strategic communication firm Wilson-Taylor Associates, Inc., has been designing and managing national research projects that measure the progress of women in the workplace since 1998. Its methodology pivots on factors proven to remove barriers so that women can fully participate in driving business results. For more information, please contact firstname.lastname@example.org.
Today, the nonprofit B Lab has recognized nearly 1,000 companies for creating extraordinary positive impact as businesses. The honoree selection is based on an independent, comprehensive assessment, the B Impact Assessment, which is administered by B Lab. Honorees are featured on B the Change, the digital Medium publication produced by B Lab, at bthechange.com/bestfortheworld.
Honoree companies earn placement on one or more of six possible Best For The World lists, which include businesses that earned scores in the top 10 percent of more than 2,500 Certified B Corporations across all categories on the B Impact Assessment. B Lab simultaneously released separate lists recognizing top-performing B Corporations as Best For The World: Overall, Best For The World: Environment, Best For The World: Customers, Best For The World: Governance, Best For The World: Community and Best For The World: Workers, all of which can be found at bthechange.com/bestfortheworld. This fall, B Lab will release further Best For The World lists honoring top-performing funds and companies making the most positive change over time.
The full B Impact Assessment evaluates a company’s environmental performance, employee relationships, diversity, involvement in the local community, the impact a company’s product or service has on those it serves, and more. Honorees scoring in the top 10 percent of all B Corporations set a gold standard for companies using business as a force for good. To certify as B Corporations, companies must complete the full assessment and have their answers verified by B Lab.
“With the rise of anger at a system that feels rigged, and distrust in business at at all time high, people are hungry for companies who are changing the system by building businesses that seek to create the greatest positive impact,” says Jay Coen Gilbert, managing partner of B Lab. “Best For The World is the only list of businesses that uses comprehensive, comparable, third-party-validated data about a company’s social and environmental performance. As consumers, talent and investors increasingly demand transparent, values-aligned businesses to buy from, work at and invest in, companies will need to not just be best in the world but the best for the world. Not just to be nice, but to be the most successful.”
Nearly 1,000 Certified B Corporations were named 2018 Best For The World honorees, including: Patagonia; King Arthur Flour Company; Green Mountain Power; and the United Kingdom’s Charity Bank. Fifty-two countries are represented, including Denmark, India, South Africa and Taiwan. The selection criteria for Best for The World honorees are available at https://bit.ly/2IgAzF5.
Today there are more than 2,500 Certified B Corporations across more than 150 industries and 50 countries, unified by one common goal: to redefine success in business. Any company can measure and manage social and environmental performance at http://bimpactassessment.net.
B Lab is a nonprofit organization that serves a global movement of people using business as a force for good™. Its vision is that one day all companies compete not only to be the best in the world, but the Best For The World® and as a result society will enjoy a more shared and durable prosperity.
B Lab drives this systemic change by: 1) Building a global community of Certified B Corporations who meet the highest standards of verified, overall social and environmental performance, public transparency, and legal accountability; 2) promoting innovative corporate structures like the benefit corporation to align the interests of business with those of society and to help high impact businesses be built to last; 3) helping tens of thousands of businesses, investors, and institutions measure what matters by using the B Impact Assessment and B Analytics to manage their impact with as much rigor as their profits.
For more information, visit http://www.bcorporation.net.
B the Change is a Medium publication produced by B Lab in collaboration with the community of Certified B Corps and the movement of people using business as a force for good.
B the Change exists to inform and inspire people who have a passion for using business as a force for good in the world. Because we believe that storytelling is an essential element in the transformation of business and society, we commit ourselves to telling the most compelling stories possible to the largest audiences possible to propel the movement of business toward its destiny as a powerful force for good. We want to dramatically broaden and deepen engagement with entrepreneurs, managers, employees, investors and citizens in one of the most important discussions of our time.
Read all B the Change stories at http://www.bthechange.com.
The Consumer Goods Forum (CGF) has today called on businesses around the world to play their part in the fight to end all forms of forced labour. Issued during the 2018 Global Forum on Responsible Business and Recruitment, the call to action was made alongside the International Labour Organization (ILO), the International Organization for Migration (IOM) and with the support of the Institute for Human Rights and Business (IHRB), and is a strong affirmation of CGF members’ commitment to strive to eradicate forced labour from global supply chains and continue not to tolerate forced labour within own operations.
The Global Forum on Responsible Business and Recruitment, co-hosted with IHRB, acted as the perfect platform to issue this call to action as key stakeholders gathered to discuss how best to galvanise efforts and drive real progress. The CGF has been working to help resolve this global problem since it launched its CEO-approved industry resolution on combatting forced labour in 2016.
It is now calling upon businesses to acknowledge the scale of the challenge and to accelerate action to eliminate forced labour, in alignment with the United Nations Guiding Principles on Business and Human Rights, the United Nations Sustainable Development Goals and other international frameworks. While governments are responsible for protecting human rights including ensuring that national laws and regulations protect against forced labour; business has a responsibility to respect human rights in its value chains and own operations and can play a key role in combatting forced labour.
Ambassador William Lacy Swing, Director General of IOM, the UN Migration Agency, said: “More and more companies across sectors and industries are coming together to join the fight against forced labour and unethical recruitment, and to establish stronger protections for migrant workers in supply chains. The UN Migration Agency stands ready to support these efforts and to work in partnership to promote practical, measurable improvements in the lives of migrants around the world”.
Business leaders have the opportunity to eradicate forced labour through the global mainstreaming of the CGF’s Priority Industry Principles on Forced Labour, which state:
every worker should have freedom of movement;
no worker should pay for a job; and
no worker should be indebted or coerced to work.
Businesses can also work toward the eradication of worker fees in the next ten years by implementing the Employer Pays Principle championed by the IHRB-led Leadership Group for Responsible Recruitment.
Grant Reid, CEO, Mars, Incorporated, said, “Two years ago, The Consumer Goods Forum issued our global resolution to fight forced labour. We remain steadfast in this commitment, and this is a call to action to accelerate the tangible steps we are taking as an industry, matching our commitment with concrete results and improvements in the lives of vulnerable people. We need to increase the pace of change on this critical issue”.
Making a stand together
Collaboration is crucial to accelerating action and driving positive change on this issue. The CGF call upon businesses to stand together in their commitment to combat the exploitation of human beings for the purposes of compulsory labour through the use of force or other forms of coercion, fraud or deception. Committing to work together with industry peers, and welcoming the efforts of institutions, organisations, and coalitions engaged in the fight against forced labour is vital. Businesses are asked to join forces with the ILO, IOM and IHRB, experts in the field of modern slavery, to put an end to these abhorrent crimes once and for all.
The International Tourism Partnership (ITP) today launched a set of Principles for the global hotel industry on forced labour and human trafficking to counter such practices in recruitment and employment globally. The ITP Principles on Forced Labour are derived from the CGF’s Priority Industry Principles and represent a solid example of cross-sectoral collaboration on this issue. The Board of the World Egg Organisation has also adopted the resolution on Forced Labour at their recent Business Conference in London in April.
Olaf Koch, Chairman of the Management Board, METRO AG and Co-Chair of CGF Board, said, “Forced labour is a complex issue that cannot be solved without cross-sectoral collaboration. We, at METRO AG encourage you to rise to the challenge, and stand united with us in the global fight against forced labour. We thank the leaders from our industry and global partners, ILO and IOM, for joining us on this collective journey”.
This 2018 Global Forum on Responsible Recruitment and Employment, organised by the CGF and IHRB, and in partnership with Humanity United, was held 11th-12th June at the Marina Bay Sands, Singapore. This event comes just ahead of tomorrow’s official launch of the CGF’s Global Summit, held at the same venue. The Global Summit brings together more than 1,000 CEO and c-suite executives from the CGF membership.
About The Consumer Goods Forum
The Consumer Goods Forum (“CGF“) is a global, parity-based industry network that is driven by its members to encourage the global adoption of practices and standards that serves the consumer goods industry worldwide. It brings together the CEOs and senior management of some 400 retailers, manufacturers, service providers, and other stakeholders across 70 countries, and it reflects the diversity of the industry in geography, size, product category and format. Its member companies have combined sales of EUR 3.5 trillion and directly employ nearly 10 million people, with a further 90 million related jobs estimated along the value chain. It is governed by its Board of Directors, which comprises more than 50 manufacturer and retailer CEOs. For more information, please visit: www.theconsumergoodsforum.com.
Louise Chester, Communications Officer, The Consumer Goods Forum, email@example.com
Lee Green, Director of Communications, The Consumer Goods Forum
The Procter & Gamble Company (NYSE:PG) celebrates World Oceans Day and today reiterated its commitment to find solutions so that no P&G packaging finds its way to the world’s oceans. This builds on the Company’s leadership efforts in reducing its use of plastics in its packaging, increasing the amount of recycled plastic it is using and helping create the right infrastructures to enable recycling.
Currently, 86% of P&G’s packaging is recyclable, and the company has strong, ongoing efforts to further increase recyclability. It recently announced the creation of an innovative technology, that it has licensed to PureCycle Technologies, that can recycle polypropylene into nearly new condition which has the potential to revolutionize the plastics recycling industry. P&G’s new environmental goals, dubbed Ambition 2030, include two packaging goals - that 100% of packaging will be recyclable or reusable and that it will find solutions so no P&G packaging will find its way to the world’s oceans.
While at the Sustainable Brands Conference in Vancouver this week, the Company jointly hosted sessions with the Ocean Project and its Youth Advisory Committee (YAC) to get perspective from the next generation by posing the plastics challenge to local students. On Tuesday and Wednesday, the students conducted panel sessions moderated by Sustainable Brands leaders and then presented their recommendations on the final day of the conference.
“We know we can be a force for good and a force for growth. P&G brands serve 5 billion people and if we can help them reduce their plastic consumption just a little, that adds up to something big. We know there is a lot of work to be done, and we are working with the best in the industry to make sure that we find solutions that will help halt the flow of plastics into our oceans,” said Virginie Helias, Vice President, P&G Global Sustainability.
Partnership and collaboration make up the core of the P&G strategy as no one company can do it alone. P&G has partnered with the following organizations to reduce its plastic consumption and advance recycling:
The Ocean Project
Trash Free Seas Alliance®
The Closed Loop Fund
The Recycling Partnership
World Wildlife Fund (WWF)
“The Ocean Project is proud to have P&G as a corporate sponsor to help further our mission in engaging organizations and young people in solutions to help protect our shared ocean,” said Bill Mott, Executive Director of The Ocean Project. “We all need a healthy ocean to survive. World Oceans Day is an ideal time to come together and collaborate on ways to conserve and restore our vital resources by halting the flow of plastics into our oceans and waterways.”
About Procter & Gamble
P&G serves consumers around the world with one of the strongest portfolios of trusted, quality, leadership brands, including Always®, Ambi Pur®, Ariel®, Bounty®, Charmin®, Crest®, Dawn®, Downy®, Fairy®, Febreze®, Gain®, Gillette®, Head & Shoulders®, Lenor®, Olay®, Oral-B®, Pampers®, Pantene®, SK-II®, Tide®, Vicks®, and Whisper®. The P&G community includes operations in approximately 70 countries worldwide. Please visit http://www.pg.com for the latest news and information about P&G and its brands.
(GlobeNewswire) – Global impact firm Palladium, which manages large-scale government programs for the United States Agency for International Development (USAID), DFID and DFAT, has chosen a new Australian CEO to take over from Kim Bredhauer. Bredhauer has spent 36 years with Palladium and 18 as Group Managing Director and CEO, building the company into one of the world's largest programme managers and consultancies dedicated to linking social progress with commercial growth.
Following a five-year search, Palladium has appointed internal candidate Chris Hirst, head of Strategy and Corporate Development. He will officially take over the CEO role later this year (October).
Hirst's career at Palladium spans almost 20 years, working in senior positions in the United States, Australia, Zimbabwe, and the United Arab Emirates, which includes a five-year secondment as the CEO of Abu Dhabi Farmers' Services Centre. During his time there, he built up the number of staff from 60 to 2,000 employees in 20 offices, supporting 24,000 small farms and ensuring that the agriculture sector in the Emirate was commercially viable and sustainable.
As the new CEO of Palladium, Hirst will focus on empowering employees to improve efficiency in operations and delivery of "Positive Impact" sustainable solutions with both social and economic value in over 90 countries. Hirst will be responsible for implementing the strategy and delivering on the objectives and vision of the Board. Palladium's Board has six members, including Alonzo Fulgham, who was appointed Acting Administrator of USAID in 2009 and served as USAID's first Chief Operating Officer.
After 36 years of service, multiple acquisitions and significant impact across the globe, Kim Bredhauer has decided to shift his role. He started at Palladium as a recent graduate in 1982, working his way up to become Managing Director and CEO a role he's held since 2000. Beginning in October, he will continue to guide and oversee the company from his continuing role as Group Managing Director and beginning in January 2019, Executive Chairman designate.
Palladium has more than 2,500 staff operating in complex environments across the world to improve societies, communities, businesses and the lives of millions. Core tailor-made services include consulting, programme management, impact investing and capacity building in public and private sectors ranging from education and the environment to health and food security.
Chris Hirst, new CEO of global impact firm Palladium, said: "I'm extremely proud to have the opportunity to take over from Kim, who has been hugely successful in developing the company to what it is today. I'm passionate about social change, which is what my career has been about since the beginning, but I'm also drawn to the business side. The CEO role is the best place to be able to influence both of these.
"I have an intimate understanding of the company, where we've been and where we want to go. I've been in different roles team leader, project director, head of Strategy, seconded CEO and I'm familiar with everything from our markets to our internal culture. My ambition is to continue Palladium's growth, working with innovative partners to help improve economic and social welfare across the world."
Kim Bredhauer added: "This decision has been years in the making, following a robust internal and external search. Chris is a talented strategist with a deep commitment to Palladium's success. In addition to his strong business acumen, he is passionate about social change and making the world a better, more equitable place. Based on my own experience as CEO, I believe the role will require him to tap into both drivers, just as all good CEOs should.
"Our employees trust him, our clients trust him, and I trust him. From my new role on the Board, I'm looking forward to continuing our important work together."
Notes to Editor:
For Media enquiries and high resolution images, please contact:
Palladium is a global impact firm, working to link social progress and commercial growth. For the past 50 years, we've been helping our clients to see the world as interconnected by formulating strategies, building partnerships, and implementing programs that have a lasting social and financial impact. We simply call this "Positive Impact".
We work with corporations, governments, investors, communities, and civil society. With a global network operating in over 90 countries, Palladium is in the business of making the world a better place. www.thepalladiumgroup.com
Covestro LLC is celebrating World Oceans Day 2018 and reaffirming its commitment to United Nations Global Compact and the 17 U.N. Sustainable Development Goals (U.N. SDGs) by joining the newly launched Sustainable Ocean Business Action Platform.
Through the new ocean initiative, Covestro will work toward solutions that reduce and ultimately eliminate plastics in the world’s oceans, engaging thought leaders, businesses, non-governmental organizations, academia and other stakeholders in the conversation.
According to the U.N. Global Compact, “Long-term ocean well-being is vital to societal well-being. The world’s ocean is our greatest common resource with a great potential to create more sustainable food, energy, minerals and transport for a growing world population, and can accelerate work across all 17 Sustainable Development Goals.”
Covestro shares the U.N.’s passion for keeping the oceans clean. Through its support of Operation Clean Sweep, the company has taken a global pledge to reduce marine debris by helping to keep plastic resin pellets from entering the waterways and oceans. Operation Clean Sweep is a global stewardship program administered by plastic associations around the world, including the American Chemistry Council (ACC) and The Plastics Industry Association in the United States. Its mission is to protect the environment by achieving zero pellet loss through the proper containment, reclamation and/or disposal of resin pellets.
“The marine debris issue is a global challenge that affects all of us,” said Jerry MacCleary, chairman and CEO of Covestro LLC and chairman of the ACC’s Executive Committee. “The ACC has been actively engaged in this issue for some time, and we at Covestro will be working closely with the ACC, the U.N. and our industry colleagues to deliver solutions that keep debris out of our oceans.”
Covestro joins the new Sustainable Ocean Business Action Platform to 1) help define leadership in responsible business practices and focus on growth, innovation and sustainability and 2) mobilize the private sector to take tangible action, make investments and form partnerships, while at the same time explore how to best protect the health of the ocean.
Upon its establishment in 2015, Covestro, one of the world’s largest polymer companies, officially signed on to the U.N. Global Compact and committed to addressing the SDGs by aligning them to the company’s scientific R&D and embedding sustainability into its core business, innovation and social strategies.
About Covestro LLC:
Covestro LLC is one of the leading producers of high-performance polymers in North America and is part of the global Covestro business, which is among the world’s largest polymer companies with 2017 sales of EUR 14.1 billion. Business activities are focused on the manufacture of high-tech polymer materials and the development of innovative solutions for products used in many areas of daily life. The main segments served are the automotive, construction, wood processing and furniture, electrical and electronics, and medical industries. Other sectors include sports and leisure, cosmetics and the chemical industry itself. Covestro has 30 production sites worldwide and employed approximately 16,200 people at the end of 2017.
Find more information at www.covestro.us
This news release may contain forward-looking statements based on current assumptions and forecasts made by Covestro AG. Various known and unknown risks, uncertainties and other factors could lead to material differences between the actual future results, financial situation, development or performance of the company and the estimates given here. These factors include those discussed in Covestro’s public reports which are available at www.covestro.com. The company assumes no liability whatsoever to update these forward-looking statements or to conform them to future events or developments.
The FCA US LLC Mopar Parts Distribution Center (PDC) in Romulus, Michigan, has been honored with the prestigious Leadership in Energy and Environmental Design (LEED) Gold award for achieving excellence in green building standards. Administered by the United States Green Building Council, the PDC is the fourth FCA US facility to receive the elite designation.
The comprehensive LEED system defines, measures and validates green buildings. The Romulus PDC received the certification after meeting strict standards in five key areas: site planning, water management, energy, material use and indoor environmental quality.
“The certification of the Mopar Romulus PDC as LEED Gold is a great honor and one that reinforces the commitment to building green, environmentally-friendly facilities by FCA,” said Mark Bosanac, Director – Global Parts Supply Chain Management and Operations. “The Romulus facility is the latest in a number of positive environmental milestones we have realized throughout our NAFTA supply chain thanks to our focus on sustainability.”
The 500,000-square-foot PDC, opened in December 2017, is projected to ship an estimated 45 million pieces annually. The facility was designed to handle the fastest-moving parts in the Mopar distribution network while maintaining a sustainable, eco-friendly environment.
The design and construction of the building focused on reducing energy usage. Material used during construction included more than 200 insulated pre-cast panels, delivering an effective, energy-saving building envelope to maintain a consistent internal climate throughout the year. Additional energy savings were achieved via an engineered air exchange system that moves air throughout the warehouse, as well as by installation of smarter, more efficient LED motion-controlled lighting. Site planning for the facility incorporated 80 skylights to filter in natural light, decreasing energy consumption while enhancing indoor environmental quality for the more than 100 PDC employees.
Total energy reduction includes a 58 percent savings in electricity (kWh) consumption per square foot at the facility, in comparison to a traditional PDC, with natural gas (MMBtu) consumption savings of 69 percent. Energy savings in electricity and natural gas at the PDC are equivalent to the combined energy used to power nearly 500 residential homes per year.
Water usage at the PDC is optimized by using recycled storm water for landscaping irrigation. To help further reduce water consumption throughout the facility, drinking fountains are fitted with water bottle fillers and restroom facilities include low-flow plumbing fixtures.
Savings in water usage are 72 percent greater at Romulus compared to similar PDCs. Total water usage has been reduced by a million gallons per year compared to similar facilities — equivalent to the average water usage of nearly 100 residential homes per year.
The Romulus facility is part of the global Mopar PDC network, which features 23 PDCs in the U.S., and more than 50 PDCs worldwide.
During the brand’s 80-plus years, Mopar has introduced numerous industry-first features including:
Vehicle-information apps: first to introduce smartphone vehicle-information applications, a new channel of communication with consumers
wiADVISOR: first to incorporate a tablet-based service lane tool
Electronic Vehicle Tracking System (EVTS): first to market with a new interactive vehicle tracking device that sends owner a text when vehicle is driven too fast or too far based on pre-set parameters
Wi-Fi: first to offer customers the ability to make their vehicle a wireless hot spot
Electronic owner manuals: first to introduce traditional owner manuals on a smartphone app
Mopar (a simple contraction of the words MOtor and PARts) is the service, parts and customer-care brand for FCA vehicles around the globe. Born in 1937 as the name of a line of antifreeze products, the Mopar brand has evolved over more than 80 years to represent both complete care and authentic performance for owners and enthusiasts worldwide.
Mopar made its mark in the 1960s during the muscle-car era, with Mopar Performance Parts to enhance speed and handling for both road and racing use, and expanded to include technical service and customer support. Today, the Mopar brand’s global reach distributes more than 500,000 parts and accessories in over 150 markets around the world. With more than 50 parts distribution centers and 25 customer contact centers globally, Mopar integrates service, parts and customer-care operations in order to enhance customer and dealer support worldwide.
Mopar is the source for genuine parts and accessories for all FCA US LLC vehicle brands. Mopar parts are engineered together with the same teams that create factory-authorized specifications for FCA vehicles, offering a direct connection that no other aftermarket parts company can provide. Complete information on the Mopar brand is available at www.mopar.com.
For more information, please visit the FCA US LLC media site at http://media.fcanorthamerica.com