Entergy Corporation

Owens Corning

Schneider Electric

Entergy Texas’ First Solar Resource Helps Customers Meet Sustainability Goals

Our People Making a Difference: Paul Ferrara, Senior Safety Lead

Schneider Electric Sustainability Impact Program Continues Progressing in Q1 2024

BXP’s sustainability &amp; impact strategy aligns with our mission to envision, develop, and manage exceptional properties that enhance client success, strengthen communities, and advance opportunity. We believe that responsible real estate ownership, investment, and management contribute to progress on economic, social, and environmental issues. In 2023, we remained focused on measurable impacts. 
BXP’s strategy contributes to our commercial success while protecting asset value and our distinction as a premier workplace developer, owner, and manager. Our long-term investment in our people, our properties, and our communities, and implementation of our sustainability program have prepared BXP to navigate an evolving landscape of sustainability objectives, transitionary changes, regulations, and disclosure requirements. 
2023 highlights include:

<ul><li>Remaining on track to achieve carbon-neutral operations by 2025</li>
	<li>Managing transition risks and building performance standard compliance, retrocomissioning 9 million square feet of our portfolio to optimize energy performance</li>
	<li>Executing a power purchase agreement for an additional 21 MW of new solar generation capacity as a component of our strategy to reduce carbon emissions</li>
	<li>Issuing an additional $750 million of “Green Bonds” in our sixth Green Bond offering</li>
	<li>Increasing efforts to advance built environment climate technology through continued engagement and investment with Energy Impact Partners</li>
</ul>BXP will host its third annual Sustainability &amp; Impact Investor Update on Wednesday, May 15, 2024 at 2:00 PM Eastern Time. The webcast will be hosted by Doug Linde, President, and Ben Myers, SVP, Sustainability. The webcast will be accessible in the <a href="http://investors.bxp.com/" target="_blank">Investors</a> section of our website at <a href="https://www.bxp.com/" target="_blank">www.bxp.com</a>. 
BXP’s commitment to sustainability and impact has been recognized by numerous industry groups and rankings. BXP was recently recognized for Best ESG Program by Commercial Property Executive and was again named an ENERGY STAR Partner of the Year - Sustained Excellence Award winner, as well as a Best in Building Health winner by the Center for Active Design. BXP was recognized as an inaugural Platinum-level Green Lease Leader by the Institute for Market Transformation and the U.S. Department of Energy and was the recipient of Nareit’s prestigious Leader in the Light Award. About BXP 
BXP (NYSE: BXP) is the largest publicly traded developer, owner, and manager of premier workplaces in the United States, concentrated in six dynamic gateway markets - Boston, Los Angeles, New York, San Francisco, Seattle, and Washington, DC. BXP has delivered places that power progress for our clients and communities for more than 50 years. BXP is a fully integrated real estate company, organized as a real estate investment trust (REIT). As of December 31, 2023, including properties owned by unconsolidated joint ventures, BXP’s portfolio totaled 53.3 million square feet and 188 properties, including 10 properties under construction/redevelopment. For more information, please visit our website at <a href="https://www.bxp.com/" target="_blank">www.bxp.com</a> or follow us on <a href="http://www.linkedin.com/company/boston-properties" target="_blank">LinkedIn</a> or <a href="http://www.instagram.com/bxpbostonproperties" target="_blank">Instagram</a>. Media Contact <a href="mailto:lsesody@bxp.com" target="_blank">Laura Sesody</a> 
Senior Vice President, Corporate Marketing &amp; Communications

BXP Releases 2023 Sustainability & Impact Report

Summary 
Schrödinger has published its second annual Corporate Sustainability report, which provides a comprehensive overview of the company's progress developing and executing on its strategy for addressing environmental, social and governance (ESG) matters. 
Throughout 2023, the company advanced every aspect of its ESG performance and created a road map that includes setting goals for each of its identified material ESG topics in alignment with its Corporate Sustainability strategy. This strategy is grounded in the concept of shared value, which the company has labeled VALUE2: “When we add value to the world, we create value for our company, and when we build value for ourselves, we generate value for the world.” 2023 Report Highlights Social

<ul><li>Schrödinger and two City University institutions were co-awarded a $1 million National Science Foundation grant to increase underrepresented students' access to industry-leading technology.</li>
	<li>To ensure a cohesive corporate strategy for social impact initiatives and provide employees consistent guidance, Schrödinger launched its inaugural Global Social Impact Policy in 2023.</li>
	<li>Schrödinger advanced its work with universities and K-12 schools to further STEM education and careers through multiple programs and initiatives.</li>
	<li>Building on its comprehensive suite of employee benefits, Schrödinger introduced new health and well-being options for its employees, including holistic health and mindful return for new parents.</li>
	<li>Advancing its diversity, equity and inclusion commitments, Schrödinger introduced new focus areas for its employee resource groups (ERGs), aiming to increase engagement, accountability, and growth opportunities.</li>
</ul>Environmental

<ul><li>Schrödinger completed an inventory of its operational environmental footprint, including energy use, greenhouse gas (GHG) emissions, water usage and waste generation.</li>
	<li>Based on its operational environmental footprint inventory, Schrödinger reported environmental data in 2023 for the first time, including Scope 3 GHG emissions.</li>
	<li>Schrödinger signaled its intention to establish science-based emissions reduction targets aligned with the Science Based Targets initiative by the end of 2025.</li>
	<li>The company released its first Environmental Policy that sets forth its commitments and methods for achieving them.</li>
	<li>Through its computational platform, Schrödinger continued to facilitate better environmental outcomes for its life science and materials development customers.</li>
</ul> Governance

<ul><li>As part of its commitment to strong corporate governance, Schrödinger updated and strengthened a host of company policies and developed, or is in the process of developing, policies covering:
	<ul><li>Health &amp; Safety</li>
		<li>Supplier Code of Conduct</li>
		<li>Human Rights</li>
	</ul></li>
	<li>Schrödinger established its first Ombuds Office, a neutral and independent third-party reporting channel for employees, business partners, customers, and members of the public to report concerns about the company.</li>
	<li>The company continued implementing its cybersecurity policies, processes, and technology in alignment with the National Institute of Standards and Technology Cybersecurity Framework.</li>
</ul>Guided by its mission to improve human health and quality of life by transforming how therapeutics and materials are discovered, Schrödinger is dedicated to continued progress on its Corporate Sustainability commitments. 
Schrödinger’s 2023 Corporate Sustainability Report references the Global Reporting Initiative Standards and the Sustainability Accounting Standards Board Biotechnology &amp; Pharmaceuticals and Software &amp; IT Services standards. Access the report <a href="https://www.schrodinger.com/company/corporate-sustainability/" target="_blank">here</a>. 
  About Schrödinger 
Schrödinger is transforming the way therapeutics and materials are discovered. Schrödinger has pioneered a physics-based computational platform that enables discovery of high-quality, novel molecules for drug development and materials applications more rapidly and at lower cost compared to traditional methods. The software platform is licensed by biopharmaceutical and industrial companies, academic institutions, and government laboratories around the world. Schrödinger’s multidisciplinary drug discovery team also leverages the software platform to advance a portfolio of collaborative and proprietary programs to address unmet medical needs. 
Founded in 1990, Schrödinger has approximately 850 employees and is engaged with customers and collaborators in more than 70 countries. To learn more, visit <a href="https://www.schrodinger.com/" target="_blank">www.schrodinger.com</a>, follow us on <a href="https://www.linkedin.com/company/schr-dinger/" target="_blank">LinkedIn</a> and <a href="https://www.instagram.com/schrodinger.inc/" target="_blank">Instagram</a>, or visit our blog, <a href="https://extrapolations.com/" target="_blank">Extrapolations.com</a>. Media contact <a href="mailto:allie.nicodemo@schrodinger.com" target="_blank">Allie Nicodemo</a> 
Schrödinger, Inc. 
617-356-2325

Schrödinger Shares Corporate Sustainability Progress in 2023 Report

Boston Scientific released its <a href="https://www.bostonscientific.com/en-US/corporate-responsibility.html" target="_blank">2023 Performance Report</a> highlighting the company’s actions to improve patient outcomes while prioritizing environmental, social and governance (ESG) progress. 
“Because we know that patient health is interconnected with the health of communities and of the planet, we take seriously our responsibility to make sustainable progress,” said Mike Mahoney, chairman and chief executive officer, Boston Scientific. “This dedication is shared by our more than 48,000 employees worldwide, whose talent and commitment to the highest standards of quality allow us to raise the bar, year after year.” 
The report describes how teams across the company applied the science and transformation that define Boston Scientific’s business to advance its ESG priorities and goals, focused on advancing innovative care, empowering people and contributing to a healthier planet, while performing with integrity. 
Highlights of Boston Scientific’s 2023 ESG progress include:

<ul><li>Helping improve the lives of more than 37 million patients around the world with nearly 90 product launches and $1.4 billion invested in research and development.[1]</li>
	<li>Advancing health and addressing inequities by increasing diversity in clinical trials, donating more than $76 million to fund global medical research, fellowships, education and charitable organizations.</li>
	<li>
	Increasing workforce diversity, with mid-level leadership[2] roles now held by 43.5% of women globally and 22.6% by multicultural employees in the U.S., including Puerto Rico.
	</li>
	<li>Achieving 82% renewable electricity,[3] bringing the company closer to meeting its goal of 100% by the end of 2024.</li>
	<li>
	Further defining the company’s path to net-zero greenhouse gas emissions by 2050.[4]
	</li>
	<li>Delivering more than 40 million products and spending approximately $340 million on small and diverse suppliers.</li>
</ul>The Boston Scientific 2023 Performance Report was prepared with reference to the Global Reporting Initiative (GRI) Standards as well as alignment with the Sustainability Accounting Standards Board (SASB) standards for the Medical Equipment &amp; Supplies industry and the Task Force on Climate-related Financial Disclosures (TCFD) recommendations. 
Detailed information about the company’s progress is available on its <a href="https://www.bostonscientific.com/en-US/corporate-responsibility.html" target="_blank">corporate responsibility website</a>. 
All data as of December 31, 2023, unless otherwise specified. About Boston Scientific 
Boston Scientific transforms lives through innovative medical technologies that improve the health of patients around the world. As a global medical technology leader for more than 40 years, we advance science for life by providing a broad range of high-performance solutions that address unmet patient needs and reduce the cost of health care. Our portfolio of devices and therapies helps physicians diagnose and treat complex cardiovascular, respiratory, digestive, oncological, neurological and urological diseases and conditions. Learn more at <a href="http://www.bostonscientific.com/" target="_blank">www.bostonscientific.com</a> and connect on <a href="https://www.linkedin.com/company/boston-scientific/" target="_blank">LinkedIn</a> and <a href="https://twitter.com/bostonsci" target="_blank">X</a>, formerly Twitter. Contact 
Media: Emily Anderson +1 617.515.2000 
Investors: Jon Monson +1 508.683.5450

[1] Represents GAAP R&amp;D expense per Annual Report on Form 10-K. 
[2] Mid-level leadership includes managers, principals, senior managers and fellows. 
[3] Includes renewable electricity generated onsite and purchased electricity matched with electricity from renewable sources. Inclusive of all manufacturing and key distribution sites only. 
[4] Across the company's entire value chain (scopes 1, 2 and 3) with a base year of 2019 as approved in 2022 by the Science Based Targets initiative (SBTi) Net-Zero Standard.

Boston Scientific Reports 2023 Actions Toward a Healthier, More Equitable World

<img alt="Two smiling children looking at an open laptop while sitting on an outdoor table." data-entity-type="file" data-entity-uuid="75c3003d-266d-47ac-92df-60c75c8a6c99" src="/sites/default/files/inline-images/closingdivide_comcast_041724.jpg" width="640" class="align-center" height="563" loading="lazy" />For more than a decade, Comcast has been dedicated to closing the digital divide. Achieving digital equity is at the heart of the work we do because we know how life-changing a reliable home Internet connection can be in today’s digital economy.

Through the federal government’s <a href="https://www.fcc.gov/acp" target="_blank">Affordable Connectivity Program</a> (ACP), more than 23 million households across America – <a href="https://www.bsgco.com/acp-fact-sheet" target="_blank">nearly 50% of which are military families</a> – are able to get online at little to no cost. Unfortunately, the ACP is only fully funded through April and is expected to lapse by May. This puts at risk all the progress we have made in keeping Americans connected to this critical resource.

<a href="https://corporate.comcast.com/stories/funding-affordable-connectivity-program-critical-for-our-countrys-future" target="_blank">As I said in January</a>, we believe that Congress and the White House should find a way to extend the ACP so people can stay connected and benefit from the Internet for education, healthcare, workforce development, veterans’ assistance, and so much more.

At Comcast, we remain committed to doing our part to help including:

Partial ACP Credit – To help ease the transition, all ACP customers will receive a federally funded ACP credit of $14 on their Xfinity bills ($35 on Tribal lands) for the month of May as the government program winds down.

Internet Essentials – We continue to offer <a href="https://www.xfinity.com/learn/internet-service/internet-essentials" target="_blank">Internet Essentials</a> – our reliable, low-cost high-speed Internet service – for $9.95/month. That is the exact same price it has been since 2011, when it was first introduced, despite inflation, while speeds have increased five times for no additional cost. Millions of Americans have been connected to Internet Essentials, which has become the largest and most comprehensive private-sector Internet adoption program in the country. All current ACP customers are eligible to switch to Internet Essentials tiers during this transition.

Internet Essentials+ – For customers looking for even faster speeds, Internet Essentials Plus offers double the speed – up to 100 Mbps – for $29.95/month.

Xfinity Mobile Savings – For those looking to save money on their monthly bills, we’re also offering discounts to customers who bundle their Internet service with <a href="https://www.xfinity.com/mobile/?CMP=KNC-43700053507087418-GOOGLE-694334329635-c-xfinity%20mobile-e-XM_Brand+Only_BR_Exact_North&amp;gad_source=1&amp;gclid=EAIaIQobChMIpcmetaOrhQMVkXNHAR2NmwxvEAAYASAAEgLYlvD_BwE&amp;gclsrc=aw.ds" target="_blank">Xfinity Mobile</a>. New Internet Essentials Plus customers can take advantage of a free line of Xfinity Mobile for one year. Additionally, current customers enrolled in ACP with Comcast who add Xfinity Mobile can get an additional free unlimited line for one year, potentially saving them hundreds of dollars per year.

NOW WiFi Pass – For individuals and families on the go, Comcast has introduced <a href="https://www.xfinity.com/learn/internet-service/wifi?CMP=KNC-43700075421305697-GOOGLE-680335120269-c-buy%20wifi%20pass-p-Wifi_Pass_NB_Phrase_National&amp;gad_source=1&amp;gclid=EAIaIQobChMI0oXQta2phQMV3XJHAR3pVQusEAAYASAAEgLdwPD_BwE&amp;gclsrc=aw.ds" target="_blank">NOW WiFi Pass</a>, which connects them to our 23 million+ Xfinity WiFi hotspots nationwide. Now through June 30, customers can get online for $10/month with no additional equipment required, no long-term commitments, or any cancellation fees.

Lift Zones – Individuals, whether they’re our customers or not, can access one of our more than 1,250 WiFi-connected <a href="https://corporate.comcast.com/impact/digital-equity/lift-zones" target="_blank">Lift Zones</a> across the country. Working with our extensive network of nonprofit partners, Lift Zones provide free Internet access in neighborhood locations like nonprofits, community centers, gyms, and parks and recreation facilities. Additionally, many locations have <a href="https://corporate.comcast.com/impact/project-up/digital-navigators" target="_blank">Digital Navigators</a> – trusted and trained individuals who help them get online and learn digital skills.

Internet Essentials Partnership Program – Our <a href="https://corporate.comcast.com/impact/digital-equity/internet-essentials-partnership-program" target="_blank">Internet Essentials Partnerships Program</a> (IEPP) provides the opportunity for school districts and other organizations to fund and connect large numbers of students and families to broadband access at home. Since 2020, IEPP has collaborated with hundreds of entities across the country to help connect K-12 students.

Partnerships and Project UP – We also continue to work with our network of thousands of nonprofit partners nationwide who are on the front lines of closing the digital divide. We’re investing in organizations that train thousands of trusted Digital Navigators who connect people to the Internet; and partners who advance economic mobility and open doors for the next generation of innovators, entrepreneurs, storytellers, and creators. This is all backed by <a href="https://corporate.comcast.com/impact/project-up" target="_blank">Project UP</a>, our $1B commitment to advance digital equity and help build a future of unlimited possibilities.

While we have all these products and services available today, we will continue to create even more packages and options to offer our customers and the communities we serve. We’ve made so much progress closing the digital divide and we remain committed to doing our part to ensure more Americans stay connected and that no one gets left behind.

Broderick D. Johnson is Executive Vice President, Public Policy, and Executive Vice President, Digital Equity for Comcast Corporation.

Comcast Remains Dedicated to Closing the Digital Divide

<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="e9c3cfbe-03e1-475f-891b-cc3e2f87b5e4" src="/sites/default/files/inline-images/1-stage_AEG_042423.jpeg" width="640" height="1800" loading="lazy" /><figcaption>AEG's Cali Vibes stages powered by solar energy captured by Overdrive Energy Solutions’ battery power stations.</figcaption></figure>Organizing large-scale music festivals is often associated with significant environmental challenges. Festivals can generate massive amounts of waste, from attendees discarding single use-items like plastic cups and food containers, to emitting high levels of Co2 emissions from the generators powering each stage.

AEG’s Goldenvoice is challenging convention by pioneering sustainable practices in festival organizing and utilizing its three-day music festival in Long Beach, CA, Cali Vibes, as a blueprint for greening their own festival operations.

Now for the second consecutive year, Goldenvoice’s Cali Vibes, has partnered with Three Squares Inc., a Los Angeles-based environmental consulting firm, to develop a comprehensive sustainability program aimed at reducing emissions, minimizing waste, educating attendees and staff, and fostering eco-friendly practices throughout its operations.
<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="c382e8e4-6f61-433d-bd79-ca945245f046" src="/sites/default/files/inline-images/2-festival_AEG_042423.jpeg" width="640" height="801" loading="lazy" /><figcaption>Through its partnership with r.World,  the festival utilized r.Cup reusable cups.</figcaption></figure>Welcoming 25,000 fans per day, Cali Vibes allowed sustainability to take the main stage by adopting the following green initiatives:

<ul><li>Food Waste Reduction – All extra food at the festival was donated to local community shelters. Additionally, roughly 20% to 30% of the food vendors at Cali Vibes provided vegan menu options, with all vendors required to offer at least one vegetarian option.</li>
	<li>Reusable Cup Program: Through its partnership with r.World, the festival utilized r.Cup reusable cups and eliminated approximately 300,000 single-use plastic cups. Water was served in aluminum cans, and refill stations were located throughout the festival.</li>
	<li>Reducing Energy: To reduce on site energy consumption, Cali Vibes sourced Overdrive Energy Solutions’ battery power stations to capture solar energy to power light towers in parking lots, merch stations and bathroom zones. Energy efficient lighting systems relied on battery-powered LED lights. By sourcing locally-produced renewable diesel to power generators and heavy equipment, Cali Vibes eliminated 43 tons of carbon emissions at this year’s festival.</li>
	<li>Reducing Emissions: The festival promoted public transit use by offering attendees free or discounted public transit rides through a partnership with L.A. Metro. Festival organizers also implemented a “no idling” rule to reduce emissions by requiring cars and gas-powered golf carts to be turned off when not in motion.</li>
</ul>In addition to greening its festival operations, the team at Goldenvoice partnered with AEG's Social Impact department to nurture the next generation of environmental stewards by hosting an AEG Futures event at the festival. The career program brought together [50] underrepresented high school and college students to learn about sustainability-focused career opportunities available in live entertainment. The program offered students a chance to learn from industry experts about career opportunities, meet sustainability vendors who spoke to them about the specific Cali Vibes initiatives, participate in mentoring sessions, and explore the festival grounds, fostering a deeper understanding of sustainable practices in the live music space.
<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="a789b741-dec4-4c03-8319-427e4a7374f3" src="/sites/default/files/inline-images/3-hydration-station_AEG_042423.jpeg" width="640" height="801" loading="lazy" /><figcaption>Water was served in aluminum cans, and refill stations were located throughout the festival.</figcaption></figure> 
<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="b11615e4-6f1b-4f0d-8309-fb0f5cabe09d" src="/sites/default/files/inline-images/4-no-idling_AEG_042423.jpeg" width="640" height="801" loading="lazy" /><figcaption>Cali Vibes implemented a “no idling” rule to reduce emissions by requiring cars and gas-powered golf carts to be turned off when not in motion.</figcaption></figure> 
<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="21eb160c-dab3-4918-a724-5cc38d7cb980" src="/sites/default/files/inline-images/5-reusable-cups_AEG_042423.jpeg" width="640" height="801" loading="lazy" /><figcaption>Utilizing r.Cups reusable cup system, Cali Vibes eliminated approximately 300,000 single-use plastic cups at the festival in 2024.</figcaption></figure> 
<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="872bafe1-32f9-427a-af68-e93ba59c1c49" src="/sites/default/files/inline-images/6-minimise-waste_AEG_042423.jpeg" width="640" height="801" loading="lazy" /><figcaption>Cali Vibes aiming to minimize waste and implement eco-friendly practices throughout its operations.</figcaption></figure>

Goldenvoice’s Cali Vibes Executes Comprehensive Sustainability Program 

2023 was a transformative year for Vertex. The company made significant advances toward delivering on its core mission of creating transformative medicines for people with serious diseases and ushering in a new era of diversification. Vertex’s differentiated strategy, investment in scientific innovation, and unique culture have enabled the company to extend its leadership in cystic fibrosis, expand into new disease areas with the regulatory approvals of CASGEVY™ (exagamglogene autotemcel), rapidly advance its robust research and development (R&amp;D) pipeline, and drive positive impact for patients, employees and its communities. The company remains committed to making a difference — for patients and families impacted by serious diseases, for its communities, and for each other. Vertex’s differentiated strategy and unique culture, along with its drive and dedication, will fuel the company’s ability to deliver results and operate its business responsibly. About Vertex 
Vertex is a global biotechnology company that invests in scientific innovation to create transformative medicines for people with serious diseases. The company has approved medicines that treat the underlying causes of multiple chronic, life-shortening genetic diseases — cystic fibrosis, sickle cell disease and transfusion-dependent beta thalassemia — and continues to advance clinical and research programs in these diseases. Vertex also has a robust clinical pipeline of investigational therapies across a range of modalities in other serious diseases where it has deep insight into causal human biology, including acute and neuropathic pain, APOL1-mediated kidney disease, autosomal dominant polycystic kidney disease, type 1 diabetes, myotonic dystrophy type 1 and alpha-1 antitrypsin deficiency. 
Vertex was founded in 1989 and has its global headquarters in Boston, with international headquarters in London. Additionally, the company has research and development sites and commercial offices in North America, Europe, Australia, Latin America and the Middle East. Vertex is consistently recognized as one of the industry's top places to work, including 14 consecutive years on Science magazine's Top Employers list and one of Fortune’s 100 Best Companies to Work For. For company updates and to learn more about Vertex's history of innovation, visit <a href="https://www.vrtx.com/" target="_blank">www.vrtx.com</a> or follow us on <a href="https://www.linkedin.com/company/vertex-pharmaceuticals" target="_blank">LinkedIn</a>, <a href="https://www.facebook.com/VertexPharmaInc" target="_blank">Facebook</a>, <a href="https://www.instagram.com/vertexpharmaceuticals/" target="_blank">Instagram</a>, <a href="https://www.youtube.com/@VertexPharmaceuticalsGlobal" target="_blank">YouTube</a> and <a href="https://twitter.com/VertexPharma" target="_blank">Twitter/X</a>.  Media Contact: <a href="mailto:sarah_dsouza@vrtx.com" target="_blank">Sarah D’Souza</a>, 857-329-8495

In a Transformative Year, Vertex Advances Its Commitment to Corporate Responsibility; Announces 2023 CR Report

<img alt="Faucet nearly filled glass of water." data-entity-type="file" data-entity-uuid="9da67519-2c11-4eef-90c1-c5407f1d459d" src="/sites/default/files/inline-images/PFAS%20Perspective_Black%26Veatch_4.29.24A.jpg" width="640" class="align-center" height="675" loading="lazy" /><a href="https://www.bv.com/perspectives/pfas-regulation-the-time-to-act-is-now/" target="_blank">Originally published on Black &amp; Veatch Insights Group</a>

It’s finally happening. In a culmination of its deliberate “research, remediate and regulate” strategy, the U.S. Environmental Protection Agency (EPA) issued its final rule regulating PFAS chemicals in drinking water supplies on April 10, 2024.

The final PFAS regulation contains mostly minor changes to the EPA’s 2023 proposed rule. One big change includes a five-year compliance timeline for the maximum contaminant levels (MCL). While this is an improvement from the three years in the proposed MCL, this timeline will still be challenging when considering demonstration testing, design, construction, and procurement of high-demand materials. To meet the challenge, some quick, effective cost and treatment tools are available for consideration. Wherever government and water utilities might fit on the PFAS awareness-action spectrum, the time to address the challenge in earnest is here.

Download the PDF Summary: <a href="https://www.bv.com/resources/pfas-complying-with-the-epa-s-final-drinking-water-rule/" target="_blank">PFAS: Complying with the EPA’s Final Drinking Water Rule</a>

Know the Rule

The final National Primary Drinking Water Regulation (NPDWR) for PFAS monitors six key compounds at the lowest levels ever regulated.

MCLs now are established for perfluorooctanoic acid (PFOA), and perfluorooctanesulfonic acid (PFOS), perfluorononananoic acid (PFNA), perfluorohexane-sulfonic acid (PFHxS), and hexafluoropropylene oxide-dimer acid (HFPO-DA, also known as GenX). The MCLs for PFOA and PFOS are each 4 ng/L, or parts per trillion (ppt). The MCLs for PFNA, PFHxS, and GenX are each 10 ng/L. The EPA also established a Hazard Index (HI) MCL of 1 (unitless) for PFNA, PFHxS, GenX, and perfluorobutanesulfonic acid (PFBS).

The HI is a summation of the individual concentrations divided by the associated health-based water concentration, or the level below which no adverse health effects are likely to occur. The EPA utilized the HI approach due to additive health risk from co-occurrence of these compounds. This HI is only applicable when two or more of these compounds are simultaneously detected.

Compliance with the rule requires public water systems (PWSs) to monitor for these PFAS, notify the public of their PFAS levels, and reduce their levels where they exceed the limits.

Initial Responses

The first concern for most utilities will be monitoring, followed by identifying the cost of compliance if they do exceed the MCLs. The Safe Drinking Water Act (SDWA) requires the EPA to conduct a thorough cost-benefit analysis for every new standard to determine whether the benefits of a drinking water standard justify the costs. Prior to the EPA’s proposed NPDWR for PFAS in 2023, the American Water Works Association (AWWA) contracted with Black &amp; Veatch to provide an independent cost analysis and model the cost of compliance with various regulatory limits and to help inform the regulation. The changes to the EPA’s final NPDWR for PFAS are not expected to impact the compliance costs, given that most systems that would exceed MCLs for PFNA, PFHxS, or GenX would already require improvements due to exceedances in the PFOA/PFOS MCLs. Black &amp; Veatch can use this model to develop compliance costs for individual utilities as well (both capital and lifecycle costs). The cost model enables water systems to develop cost scenarios by accounting for the systems’ unique parameters, from chemical makeup to site constraints, and their impact on possible PFAS mitigation options. <a href="https://www.bv.com/resources/how-to-optimize-your-pfas-compliance-costs/" target="_blank">Learn more about the cost model</a>.

Without question, compliance with the final rule is a costly proposition; it’s also potentially, a lengthy one. Modular water treatment offers a reliable, cost-effective way to accelerate the compliance process. This solution is most appropriate for capacities from 50 gpm to 8 mgd. Available for rapid and emergency deployment, modular units can be deployed after upfront testing and assessments are complete. Using well-established treatment methods in compact configurations, the systems can be deployed independently as well as in multiple units to handle greater flows. Although temporary, they are a turnkey solution that offers reduced capital investment and a shorter lead time when speed is critical, helping owners relieve regulatory and customer pressure. <a href="https://www.bv.com/perspectives/benefits-of-using-modular-solutions-for-pfas/" target="_blank">Explore the benefits of modular PFAS treatment</a>.
<img alt="Chart showing PFAS to MCL and MCLG of water." data-entity-type="file" data-entity-uuid="793ac773-3d4e-4b99-9850-23dcb8c07c8b" src="/sites/default/files/inline-images/PFAS_Perspectives_Article_Table_Black%26Veatch_4.29.24B.png" width="640" class="align-center" height="410" loading="lazy" />No Time to Wait

There is a five-year compliance schedule before the MCLs go into effect under the final rule. PWSs will be required to begin monitoring and reporting within consumer confidence reports (CCRs) within three years. Affected utilities and commercial entities might be tempted to sit tight as the schedule unspools. Not since 1998 has Congress agreed to regulate a new drinking water contaminant, and 2024 as an election year supports a wait-and-see approach.

However, waiting to act should be considered a risky approach, at best. Each primacy agency will consider if an additional two-year compliance “grace period” will be allowed after the 2029 deadline. Even during that grace period, the effects of PFAS regulation under the SWDA will continue to fuel litigation and provide impetus to other EPA efforts to regulate PFAS using the Comprehensive Environmental Response, Compensation and Liability Act (CERCLA) and Resource Conservation and Recovery Act (RCRA). These federal statutes govern management and cleanup of hazardous wastes and materials.

The pressure to understand and mitigate PFAS impacts is significant for other reasons as well. Consider:

<ul><li>The National Academy of Science concurred with the EPA’s findings linking PFOA and PFOS exposure to certain cancers. The allowable exposure level in such instances is typically zero. The SDWA does not allow regulatory limits below the practical quantification levels (PQLs), or levels at which all certified laboratories can accurately measure. For that reason, the MCLs were set at the PQLs.</li>
	<li>The science behind the EPA’s final rule is foundational to PFAS regulations that have been and are being implemented across the country at the state and local levels.</li>
	<li>Led by the science, the attention by public, media and advocacy groups to PFAS exposure keeps increasing, posing a significant reputational risk to utilities and commercial entities alike.</li>
	<li>Also on the rise: legally required reporting and monitoring requirements tracking PFAS use and discharges, with the results available for public (and court) consumption. Examples are the Toxic Release Inventory (TRI) Database, the Unregulated Contaminant Monitoring Rule 5 (UCMR5), and the EPA’s upcoming survey of 400 POTWs to be executed under its Clean Water Act (CWA) authority.</li>
</ul>Perhaps the two greatest incentives for acting immediately involve funding and litigation.

Funding and Litigation

Infusion of capital into the water sector via the Infrastructure Investment and Jobs Act (IIJA), also known as the Bipartisan Infrastructure Law (BIL), is accelerating investments in controlling contaminants such as PFAS. The IIJA devotes $10 billion for fiscal years 2022–2026 to addressing PFAS. This is divided into three primary categories: $5 billion to help small and disadvantaged communities address PFAS drinking water issues; $4 billion to help water utilities remove PFAS from drinking water supplies; and $1 billion to help wastewater utilities. All of the IIJA funding for emerging contaminants will be provided as grants or forgivable loans and prioritizes small and disadvantaged communities. The majority of these funds flow through the state revolving fund (SRF) programs, are managed directly by state entities, and are first awarded as formula grants to states before they can flow to recipients implementing projects. This is a two-step process, which results in a one- to three-year delay between when the federal funds are made available by the EPA and when the recipients receive the funds. This means that funds will be available for projects past 2026 and potentially into 2029.

Projects eligible to receive funds include the construction of new treatment facilities or upgrades to existing facilities, planning and design costs, and creation of new community water systems to supply water when privately owned wells or surface water sources are found to be contaminated. Some funds can also be used to pay for activities unrelated to building infrastructure such as household water testing, technical assistance, local contractor training, public communication and water system consolidation.

When it comes to litigation, until recently, only a small number of cases were brought against PFAS manufacturers. Now, the pace and volume of litigation is intensifying. For example, some 13,000 claimants (including dozens of state attorneys general) are participating in a multi-district lawsuit in South Carolina against PFAS manufacturers. Also, bellwether lawsuits against utility companies, energy companies, paper companies and fire equipment distributors are quickly increasing the breadth and depth of PFAS-related litigation. To be able to participate in such litigation, entities must actively, consistently and precisely track their PFAS levels and mitigation efforts.

Needed: Situational Awareness

Utilities and commercial entities need to ensure they can describe the presence or absence of PFAS in their facilities, environs and operations, including inputs and discharges. They also must be able to show they are acting in a manner that protects human health and the environment while complying with all applicable regulations.

Source identification and monitoring (in facilities and their environs), material surveys, discharge surveys and mass balances can all be developed as part of a regulatory compliance or voluntary initiative. Information collected and analyzed on a voluntary basis may be made available to the public or regulators or remain internal for process optimization or under attorney-client privilege. Developing and updating (as appropriate) this situational awareness offers multiple benefits in addition to compliance with EPA’s final NPDWR for PFAS.

<ol><li>Understanding and analyzing real, potential or perceived risks to the public and to facility/utility operations.</li>
	<li>Compliance with voluntary monitoring or reporting programs.</li>
	<li>Alternative evaluation/feasibility analysis of technology or management strategies.</li>
	<li>Preparation for participation in lawsuits (as a claimant, litigant, or defendant).</li>
	<li>Preparation to apply for supplemental funding, grants or awards.</li>
	<li>Preparation for reaction to federal or state regulatory changes or litigation actions.</li>
	<li>Knowledge for input into community relations/stakeholder engagement regarding PFAS issues.</li>
</ol>To learn more, visit <a href="https://www.bv.com/pfas" target="_blank">www.bv.com/pfas</a> or <a href="https://www.bv.com/contact-us/" target="_blank">contact our experts</a> today to discuss your specific needs.

It’s finally happening. In a culmination of its deliberate “research, remediate and regulate” strategy, the U.S. Environmental Protection Agency (EPA) issued its final rule regulating PFAS chemicals in drinking water supplies on April 10, 2024.

PFAS Regulation: The Time to Act Is Now

<figure role="group" class="align-center"><img alt="Otis volunteers planting native trees and plants" data-entity-type="file" data-entity-uuid="99ef73ba-286f-4df2-b5cf-19a3ce9cc80d" src="/sites/default/files/inline-images/Tree-planting_Bangalore-2048x1363.jpg" width="640" height="799" loading="lazy" /><figcaption>Otis volunteers work on native tree planting initiative in major cities across India.</figcaption></figure>May 1, 2024 /CSRwire/ - Otis India, a subsidiary of <a href="https://www.otis.com/en/us/" target="_blank">Otis Worldwide Corporation</a> (NYSE: OTIS), the world’s leading manufacturer of elevators, escalators, and moving walkways, has embarked on a volunteer tree planting initiative in major cities across India. Since last November, colleagues from Otis India have planted 2,000 trees in Bengaluru and 2,000 trees in Kolkata, with the intent to plant an additional 2,000 trees in both Mumbai and New Delhi this year.

Thanks to the efforts of Otis India volunteers, these urban centers now have thousands of new trees and plants helping to preserve biodiversity, many of which yield ecological benefits. To ensure the longevity and wellbeing of the newly planted trees, Otis India has committed to maintaining the trees for one year, supported by specialists to take care of watering and weeding.

The tree planting initiative is a part of the company’s continuing focus on supporting vibrant communities. “This work supports our global sustainability and community engagement goal to contribute 500,000 volunteer hours by 2030, ensuring that our colleagues help sustain and improve the communities where they live and work,” said Sebi Joseph, President, Otis India. “Planting diverse, native trees is also an important step toward helping preserve biodiversity in these urban centers.”

About Otis

Otis gives people freedom to connect and thrive in a taller, faster, smarter world. The global leader in the manufacture, installation and servicing of elevators and escalators, we move 2.3 billion people a day and maintain approximately 2.3 million customer units worldwide – the industry's largest Service portfolio. You’ll find us in the world's most iconic structures, as well as residential and commercial buildings, transportation hubs and everywhere people are on the move. Headquartered in Connecticut, USA, Otis is 71,000 people strong, including 42,000 field professionals, all committed to meeting the diverse needs of our customers and passengers in more than 200 countries and territories. To learn more, visit <a href="http://www.otis.com/" target="_blank">www.otis.com</a> and follow us on <a href="https://www.linkedin.com/company/otis_elevators" target="_blank">LinkedIn</a>, <a href="http://www.instagram.com/otiselevatorco" target="_blank">Instagram</a> and <a href="http://www.facebook.com/otiselevatorco" target="_blank">Facebook</a> @OtisElevatorCo.

Otis India, a subsidiary of Otis Worldwide Corporation (NYSE: OTIS), the world’s leading manufacturer of elevators, escalators, and moving walkways, has embarked on a volunteer tree planting initiative in major cities across India.

Otis India Volunteers Create Urban Forests of Native Trees and Plants

<img alt="Daniel Schiff and Kim Burrell" data-entity-type="file" data-entity-uuid="f985aa00-38e6-43b6-bbf4-825cfdf52959" src="/sites/default/files/inline-images/customerservice_AA_042924.jpg" width="640" class="align-center" height="675" loading="lazy" />Day and night, rain or shine, American's team of system customer service managers (SCSM) has a sharp focus on our customers, helping to ensure their journeys go smoothly. Though they're based at American's Integrated Operations Center (IOC) in Fort Worth, Texas, the SCSMs have their eye on every customer, looking for operational solutions to get customers on their way.

Daniel Schiff, the IOC's Senior Manager of Network Ops Strategy, recently sat down with System Customer Service Manager Kim Burrell for a discussion about their roles at the IOC.

Daniel: Let's start with the basics: what is American's Integrated Operations Center?

Kim: We call it the IOC, and it's the nerve center of our airline. In this large facility, more than 20 workgroups — and 1,700 team members — come together to help run our airline 24 hours a day, seven days a week, 365 days a year. We work collaboratively to solve challenges that come our way, from weather to anything else.

Daniel: Our strategy is our customers, and the SCSMs ensure our customers get where they want to go smoothly. The team is always thinking ahead to minimize disruptions.

Kim: That's exactly right. A day in the life for me is busy and full of twists and turns. When I get in, I'm assigned to a unit, which is broken down by the types of aircraft we operate and hubs that we fly into. The unit is led by an Operations Coordinator, who works in tandem with team members overseeing our fleet, our crew members and, in the case of SCSMs, our customers.
<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="49b1e31b-a1b5-4cee-bed2-5bbae2eabe83" src="/sites/default/files/inline-images/operationscenter_AA_042924.jpg" width="640" height="675" loading="lazy" /><figcaption>American's Integrated Operations Center.</figcaption></figure>Daniel: SCSMs have a key role in caring for group travel. We have large groups —sometimes really large groups with hundreds of customers — who travel throughout our network. It's critically important they have a seamless journey when traveling with us. If one of these groups were to misconnect, it might be harder to reaccommodate them as there likely wouldn't be enough available seats on the next flight, unlike when we have individual travelers and smaller parties to reaccommodate. The first order of business is alerting our airport teams that these groups are coming through to make sure we have a plan for them. Sometimes we'll hold their connecting flight, and we've even found back-up aircraft for these groups because they're such a big part of our operation.

Kim: Military service members are also incredibly important to us. We work to ensure that our service members have as easy and smooth a journey as possible. We look at markets that have military bases or are close to them — we have many of them — and keep an especially close eye on those markets, going out of our way to ensure there are crew and aircraft to support the operation there. We develop a plan B as well. I'm glad the SCSM team gets to play a role with caring for our troops.

Daniel: SCSMs play a key role in the recovery of our network during what we call irregular operations — severe weather or any other type of event that disrupts the airline. We're responsible for running a tool that helps reaccommodate our customers on alternate flights when their travel plans are impacted. American has gotten much faster at recovering, and I'm proud to say that the SCSM team plays an important role as we care for customers who are impacted.
<figure role="group" class="align-center"><img alt="&quot; &quot;" data-entity-type="file" data-entity-uuid="0ac92bd5-c30c-4162-b367-03aa5aa64b0d" src="/sites/default/files/inline-images/KimBurrell_AA_042924.jpg" width="640" height="675" loading="lazy" /><figcaption>Kim Burrell working in the IOC's regional unit.</figcaption></figure>I'm sure you have some incredible stories to tell about other ways we've helped our customers in the 17 years you've worked here.

Kim: You bet! One time, we had a group of 40 customers who were originating in Knoxville, Tennessee, connecting through DFW on their way to Honduras, and I realized that they were going to misconnect. After I worked with the station and my colleagues in the IOC, we found a solution to use a larger aircraft for the next flight. The airport let me know that the customers were very excited that they were able to get to their destination within a reasonable amount of time. For me, it was a reminder of why I do this. I genuinely care about our customers and want to find solutions.

<blockquote>
“It was a reminder of why I do this. I genuinely care about our customers and want to find solutions.”

Kim Burrell
</blockquote>

Daniel: One of my favorite stories is when we had a high-volume connection, which means we have a large number of customers traveling between cities. This one was between Oklahoma City and Hanoi, Vietnam, with a connection in Chicago. When their initial flight was delayed, we found another aircraft from one of our regional partners to get this group to Chicago, where they connected to one of our oneworld® partners. The SCSM team coordinates within and outside of the IOC to ensure our customers are looked after, no matter who operates the flight. It felt great to help these customers out.

Kim: It's really the best part of the job. And we do it every day because when you purchase a ticket on American, you place your trust in us to get you to your destination safely and as efficiently as possible.

<a href="https://news.aa.com/news/news-details/2023/Meet-the-people-who-help-keep-Americans-operation-on-track-OPS-DIS-11/default.aspx" target="_blank">Learn more about the people who help keep American's operation on track.</a>

About American Airlines Group 
To Care for People on Life's Journey®. Shares of American Airlines Group Inc. trade on Nasdaq under the ticker symbol AAL and the company's stock is included in the S&amp;P 500. Learn more about what's happening at American by visiting <a href="http://news.aa.com/" target="_blank">news.aa.com</a> and connect with American <a href="https://twitter.com/AmericanAir" target="_blank">@AmericanAir</a> and at <a href="https://www.facebook.com/AmericanAirlines" target="_blank">Facebook.com/AmericanAirlines</a>.

Day and night, rain or shine, American's team of system customer service managers (SCSM) has a sharp focus on our customers, helping to ensure their journeys go smoothly. 

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