Just ahead of Juneteenth, Benevity releases results from an employee survey highlighting the importance of authentic corporate action on diversity, inclusion, equity and belonging.
The Sappi Group Chief Executive’s Award recognizes individuals who have demonstrated and lived out Sappi’s values through exceptional efforts. Since 2013, we have recognized 21 colleagues across the globe for their contributions in line with Sappi’s core values. This year, there were many strong nominations that showed a commitment to our One Sappi drive and 2020Vision. Sappi North America’s award recipient, Heather Pelletier, was a clear choice.
In an era when climate change, organizational capacity constraints, funding challenges and limited public support continue to test the resilience of a community's stormwater system, images of flooded neighborhoods and arterial streets turned into rivers highlight the urgency for a strategic vision and alternative approaches to stormwater management service delivery.
It's been said that Texas suffers perennial drought, broken up by severe floods from time to time. These days, however, Texas isn't alone in its misery.
Water and energy systems long have been intrinsically intertwined, given electricity's entrenchment as one of a water or wastewater utility's biggest expenditures. But as water suppliers and wastewater service providers grapple with ways to reduce power costs, advance toward "green" energy and participate in the electric industry evolution, there's talk of "ner energy."
In the water industry, data is driving the discussion. To understand what this means requires a story about motor oil.
For decades, car manufacturers recommended that vehicles have their engine oil changed at least every 3,000 miles without fail. This was never proven practical, given that such decisions should be based on individual driving style, the conditions and climate – even the type of oil used. But these real-world conditions don't tend to factor into the carmaker's original guidelines.
In 2018, Cape Town residents stared down "Day Zero," the moment when the water system – jeopardized by the combination of population growth, drought cycles, aging infrastructure and deferred system improvements – was predicted to literally run dry. Fortunately, citizens rallied by heeding the conservation calls, and the skies opened. A historic crisis was averted for its more than 3 million residents. But the lessons lingers on: Government and water industry leaders the world over are reconsidering how climate impacts and deferred maintenance threaten the resilience of our supply.
Water, water everywhere. And with the troubling prospect of more of it in coming years, concerns over climate change and its effects are deepening, from more frequent extreme events in the Midwest to rising sea levels affecting low-lying areas vulnerable to coastal flooding. Aging infrastructure still dominates the discussion, yet a pressing question lingers: How can water utilities and those entrusted to oversee them do more, sometimes with less, to mitigate against mega-storms already proven to outmatch legacy conveyance and storage strategies?
Smarter infrastructure, with data at its core, will play a crucial role in overcoming varied threats to our water supply. This year's Strategic Directions: Water Report finds that from precise reads of consumption rates and customer engagement to improved leak detection and climate change planning, a new culture of data science can extend our supply to drive sustainability and resilience.
Last December, CECP: The CEO Force for Good published a white paper exploring how companies are integrating diversity and inclusion (D&I) into their corporate citizenship and responsibility priorities, Diversity & Inclusion in Corporate Social Engagement. With support from the Walmart Foundation, CECP led this year-long inquiry with the goal of identifying and sharing actionable insights and best practices that corporate leaders can learn from and apply in their own companies. CECP is a coalition of more than 200 companies and CEOs that believes that a company’s social strategy--how it engages with key stakeholders including employees, communities, investors, and customers--determines company success.
According to a new report Making work more meaningful: Building a fulfilling employee experience, published by CECP: The CEO Force for Good, Imperative, and PwC, the early days of a “Fourth Industrial Revolution” require a new standard for the employee experience around higher meaning and fulfillment at work. A staggering majority of employees believe that achieving fulfillment at work is possible – 96% of those surveyed.
Cascale shares insights regarding policy and regulation impacting the consumer goods industry, and highlights how it's supporting members prepare for...
Join us as we travel the world to uncover real stories of impact—from landfills and energy transition to workplace safety, emerging contaminants, and...
