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Brightmark Energy Closes $260M in Financing for Nation’s First Commercial-Scale Plastics-to-Fuel Plant

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Brightmark Energy, a San Francisco-based waste and energy development company, today announced the closing of a $260 million financing package for the construction of the nations first commercial-scale plastics-to-fuel plant, which will be located in Ashley, Indiana. The financing for Brightmark Energy Ashley Indiana includes $185 million in Indiana green bonds, which were underwritten by Goldman Sachs & Co. As part of the financing closure, Brightmark has become the controlling owner of RES Polyflow, the Ohio-based energy technology company that innovated the process for converting plastics directly into transportation fuel and other products.

The Ashley facility will be the first of its kind to take mixed waste single-use plastics and convert them into usable products at commercial scale. The facility will initially convert approximately 100,000 tons of plastics into over 18 million gallons a year of ultra-low sulfur diesel and naphtha blend stocks and nearly six million gallons a year of commercial grade wax in a process that is expected to be 93% efficient. Ultimately, the outputs of this technology could also be used to produce the feedstocks necessary for manufacturing plastic again, thus creating the worlds first truly circular economy technology for plastics.

We are excited about the markets confidence in the validity of this technology to economically convert single-use plastics for new uses, said Bob Powell, Chief Executive Officer of Brightmark Energy and of RES Polyflow. This technology provides a strong incentive for diverting single use plastics away from oceans, waterways, communities and landfills by creating reusable value. Plastic pollution is such a pressing global issue, and we are thrilled at the opportunity to provide a solution.

RES Polyflows plastics-to-fuel process sustainably recycles waste that has reached the end of its useful life “ including items that cannot readily be recycled, like plastic film, flexible packing, styrofoam and childrens toys “ directly into useful products, like fuels and wax.

According to analysis released this week by Closed Loop Partners, there is an existing $120 billion addressable market in the U.S. and Canada for plastics and petrochemicals that could be met, in part, by recovering waste plastics like those used as feedstock in the Ashley, Indiana facility. The resources recovered from waste plastics could displace fossil fuels being used in these markets today.

Jay Schabel, President of Brightmark Energys plastics division and of RES Polyflow, said, Im excited to be joining a team that has the experience and capability to further the RES Polyflow technology. The Ashley facility provides the next step in realizing our vision to end plastic pollution, and we look forward to partnering with Brightmark to develop future plastics-to-fuel projects throughout the United States.

A total of 136 full time manufacturing jobs will be created in Northeast Indiana when all phases of the facility are operational. BP will purchase the fuels produced by the facility, which will be distributed in the regional petroleum market. The Ashley plant will also produce commercial grade waxes for sale to the industrial wax market, which will be purchased by AM WAX.

A groundbreaking is scheduled for next month. Interested reporters can contact the company for more information.

ABOUT BRIGHTMARK ENERGY

Brightmark Energy develops, owns and operates waste and energy projects that employ technology solutions including plastics to renewable resources and renewable natural gas solutions for its customers and partners. Brightmarks mission is to create significant long-term value and a positive global impact by delivering waste and energy solutions. Brightmarks subsidiary, RES Polyflow, designs, manufactures and implements commercial scale energy recovery systems that offer a responsible end of life solution for non-recycled waste plastic. Learn more at https://brightmarkenergy.com.

Jamie Nolan
[email protected]
410-463-9869

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Marine Stewardship Council: Assortment of top chefs combine for sustainable seafood cookbook

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The collaboration aims to encourage shoppers to make the best environmental choice when buying the seafood they love

 

SINGAPORE – Media OutReach – 14 January 2021 – The Marine Stewardship Council (MSC) — an environmental not-for-profit — is launching its first sustainable seafood cookbook in collaboration with top sensational chefs from across the globe. It is part of an initiative to encourage and inspire shoppers to commit to making the best environmental choice when buying the seafood they love this year, and beyond.

 

The Blue Cookbook is a digital collection of delicious recipes featuring a variety of species and styles which appeal to a range of preferences and tastes. Options include seared king prawns, haddock and broccoli bake, hake with cantonese glaze and steamed halibut with rice wine. Also contained within its pages is the environmental story behind the fish we eat, showing consumers how their actions can have a big ripple effect on ocean health.

 

Some of the contributors to the project are culinary director Lucas Glanville from Grand Hyatt Singapore and Executive chef Otto Goh from the Shangri-La Hotel Group in China.  All those involved are strong advocates for sustainable fishing and responsible sourcing.

 

Anne Gabriel, Programme Director for Oceania and Singapore at the Marine Stewardship Council said: “A new year has arrived, and with it a chance to make better choices for ourselves, our planet and our oceans. We’ve teamed up with incredible chefs to launch a unique sustainable seafood cookbook which features delicious, healthy and future-friendly recipes from across the globe. By choosing to buy from sustainable sources, everyone can help make sure the seafood we love can be enjoyed for years to come.”

 

Chef Lucas Glanville, who has contributed a Seared King Prawns said: Singapore diners and consumers are ready to embrace sustainable seafood as a way of life. The people are savvy, and the market is articulate about what is good for the environment. Our hotel has seen amazing growth in business due to our sustainable philosophy. This is all thanks to the support of our diners. We are all accountable for the future, we should do our part to protect the oceans for our future generation.”

 

The ocean is a vital part of human life on our planet. It provides a major source of protein to more than 3 billion people1, and millions rely on fisheries for their livelihood2. However, the oceans are under threat – 34% of global fisheries have been fished beyond sustainable limits, with this trend continuing to worsen slightly3.

 

For more than 20 years, the MSC has been tackling the problem of overfishing by incentivizing people to change their behaviour when buying seafood, through its certification and labelling program. Its international collaborative of partners including scientists, NGOs, fisheries, seafood companies, retailers, and restaurants work hand in hand to ensure seafood is wild, delicious, and above all else, sustainable.

 

NOTES TO EDITORS

Assets:

References:

1 UN FAO — State of the World’s Fisheries and Agriculture Report 2020 page 67

2 UN FAO — State of the World’s Fisheries and Agriculture Report 2020 page 95

3 UN FAO — State of the World’s Fisheries and Agriculture Report 2020 page 7

About the Marine Stewardship Council:

The MSC ecolabel on a seafood product means it is fully traceable to a wild-catch fishery which has been independently certified to the MSC’s science-based standard for sustainable fishing. Fisheries representing more than 17% of the world’s wild marine catch are engaged in its certification programme and more than 18,000 different MSC labelled products are available on shelves across the globe*. (*figures correct as of 31 March 2020). For more information visit msc.org or visit our social media pages:

Twitter: [View Image]https://twitter.com/MSCecolabel?lang=en

Instagram: https://www.instagram.com/mscecolabel_sg/

Facebook: [View Image]https://www.facebook.com/MSCinSingapore

LinkedIn: https://www.linkedin.com/company/361644/admin/

YouTube: [View Image]https://www.youtube.com/channel/UCOyikbSTLVihdPaJ1CxeqRQ?view_as=subscriber

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CUHK Business School Research Finds People Adapt and Grow More Conscientious When Promoted to Supervisory Roles at Work

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HONG KONG SAR – Media OutReach – 14 January 2021 – “It’s not who I am underneath, it’s what I do that defines me,” so says the titular hero from the 2005 blockbuster, Batman Begins, starring Christian Bale as the billionaire caped crusader. Instead of the hero Batman, a group of academics were inspired by what is probably one of the more profound lines in modern cinema and sought to find out whether people, as the quote suggests, do shape fundamentally who they are.

 

Specifically, it led Wendong Li, Associate Professor at the Department of Management at The Chinese University of Hong Kong (CUHK) Business School, to team up with seven other academics to examine whether taking on a leadership role — along with the added job responsibilities — can actually change people’s personality traits.

 

Prof. Li and the other researchers involved in the study, Can Becoming a Leader Change Your Personality? An Investigation With Two Longitudinal Studies From a Role-Based Perspective, hoped to find evidence that, rather than personality traits remaining relatively stable as traditionally assumed, they could change and develop during a person’s adult years.

 

“One of the crucial factors in driving adult personality development is taking on new roles at work,” he says. “As they take on wider responsibilities and play more important roles in organisations, novice leaders are expected to be more conscientious than when they were employees — more efficient, organised, vigilant, achievement-oriented, and dependable to subordinates.”

 

“Fulfilling the expectations and responsibilities required by leadership roles also means leaders must deal effectively with uncertainties and changes. Therefore, leaders need to be able to remain calm, and handle negative emotions in response to stress.”

 

The Big Five

The academics looked for changes in two of the so-called “Big Five” personality traits: conscientiousness, the tendency to be dependable, achievement oriented, reliable, organized, and to carry out one’s job or duty well and thoroughly — one of the best predictors of both leadership and job performance — and emotional stability, another desirable trait among leaders, which means a person can remain calm and deal with stressful situations and handle adversity effectively. The other traits in the Big Five are openness to experience, extroversion and agreeableness.

Prof. Li carried out the research alongside Prof. Shuping Li of Hong Kong Polytechnic University, Prof. Jie Feng of Rutgers University, Prof. Mo Wang of University of Florida, Prof. Michael Frese of the Asia School of Business and Leuphana University of Lueneburg, Prof. Chia-Huei Wu of the University of Leeds, as well as CUHK Business School PhD candidate Hong Zhang.

 

They tested their ideas in two studies using publicly available U.S. and Australian databases, which compared the personality development of individuals at different stages over lengthy periods. People were split into a “becoming leaders group”, for employees who were promoted into leadership roles, and a “non-leaders group” for those staff who remained as employee across time.

 

The research found that moving into leadership roles led to an increase in a person’s conscientiousness, and found no significant changes in people’s emotional stability in either study.

 

“The results of the two studies supported our hypotheses regarding the relationship between becoming a leader and the subsequent small, but substantial increases in levels of conscientiousness over time and the mediating effect of changes of job demands,” Prof. Li says.

 

They shed light on what, how and why personality traits change over time after a person takes on a supervisory role, and why the characteristics develop after people take on jobs where they face increased demands.

 

Prof. Li said insights gained from this research will help businesses better manage career development and plan leadership succession — a crucial issue for the sustainability of organisations.

 

“We suggest organisations consider assigning staff with informal leadership roles as a way to encourage them to develop management capabilities,” he says. “This may help them to develop the types of behaviour and traits associated with conscientiousness and prepare them for their future tasks.”

 

“We also encourage organisations to broaden the scope and content of training to include personality development and also focus on more holistic forms of leadership development.”

 

Personality Shifts

One study consisted of 61 people in the becoming leaders group and 128 in the non-leaders group and used U.S. data selected from three different time periods — firstly between 1995 and 1996, then after 10 years and finally after 20 years. The other study comprised 342 people in the leaders group and 675 in the non-leaders group, and used Australian data selected at four-year intervals from 2005, 2009 and 2012.

 

“Consistently, results from both of the studies showed that after becoming leaders, individuals enhanced their levels of conscientiousness and became more dependable, organised and efficient,” Prof. Li says. “For them to carry out these leadership roles successfully over time may lead them to become so used to adopting such behaviours that they become a habit and then ingrained as personality traits.”

 

He says the study could stimulate further research into the idea that “people are both producers and products of social systems”.

 

Earlier studies had examined influences of major life events, such as nailing a first job, marriage, and unemployment on personality development, and the influences of job satisfaction, characteristics, insecurity, income and occupational status. But the latest study extends this line of research by examining personality development after becoming a leader and, more importantly, a change in job demands, Prof. Li says. “Although personality traits are relatively stable, they were also prone to change — even if the transformation is not always dramatic.

 

“Not all people react to a change in the same way and what we discovered in this paper was a general trend. Future research can examine individual differences in the speed, timing, and magnitude of personality changes.”

 

The researchers highlighted two concerns. Firstly, previous research suggests that highly conscientious staff may not be able to adapt well to new environments and will lack the necessary creativity. Secondly, companies may need to provide training to leaders to help them balance the benefits and possible disadvantages — such as a more volatile working environment and reduced flexibility — associated with increases of conscientiousness.

 

The latest research, therefore, has important implications for employees when managing their future careers. “People need to weigh up the benefits and costs of taking on a management role,” Prof. Li says.

 

“Although promotion will lead to them developing greater levels of conscientiousness at work over time, it can also see them become less adaptable and creative. Taking on extra job demands may also increase the levels of stress they face and have a detrimental effect on their wellbeing.”

 

Reference:

Li, W.-D., Li, S., Feng, J. (J.), Wang, M., Zhang, H., Frese, M., & Wu, C.-H. (2020). Can becoming a leader change your personality? An investigation with two longitudinal studies from a role-based perspective. Journal of Applied Psychology. Advance online publication. https://doi.org/10.1037/apl0000808

 

This article was first published in the China Business Knowledge (CBK) website by CUHK Business School: https://bit.ly/38zsriM.

About CUHK Business School

CUHK Business School comprises two schools — Accountancy and Hotel and Tourism Management — and four departments — Decision Sciences and Managerial Economics, Finance, Management and Marketing. Established in Hong Kong in 1963, it is the first business school to offer BBA, MBA and Executive MBA programmes in the region. Today, the School offers 10 undergraduate programmes and 18 graduate programmes including MBA, EMBA, Master, MSc, MPhil and Ph.D.

In the Financial Times Global MBA Ranking 2020, CUHK MBA is ranked 50th. In FT‘s 2020 Executive MBA ranking, CUHK EMBA is ranked 15th in the world. CUHK Business School has the largest number of business alumni (40,000+) among universities/business schools in Hong Kong — many of whom are key business leaders. The School currently has more than 4,800 undergraduate and postgraduate students and Professor Lin Zhou is the Dean of CUHK Business School.

More information is available at http://www.bschool.cuhk.edu.hk or by connecting with CUHK Business School on:

Facebook: [View Image]www.facebook.com/cuhkbschool

Instagram: www.instagram.com/cuhkbusinessschool

LinkedIn: [View Image]http://www.linkedin.com/school/cuhkbusinessschool

WeChat: CUHKBusinessSchool

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Bears in the air: DHL flies two Himalayan brown bears to their new homes

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  • The two highly-endangered bears are settling in Al Ma’wa for Nature and Wildlife in Jordan after a temperature-controlled multimodal journey from Islamabad
  • DHL took care of the customs clearance and logistics, while global animal welfare organization FOUR PAWS provided animal expertise

 

SINGAPORE – Media OutReach – 14 January 2021 – Bubloo and Suzie, two 17-year old highly-endangered Himalayan brown bears, took the flight of a lifetime and have safely arrived at Al Ma’wa for Nature and Wildlife in Jordan. After months of extensive preparation, which included health checks, planning of routes, customs clearance and training for the bears, DHL Global Forwarding and FOUR PAWS, a global animal welfare organization, brought Bubloo and Suzie to their new home on 17 December.

[View Image]

 

“Being able to leverage our logistics expertise, temperature-controlled capabilities and customs clearance solutions to help animals, such as Bubloo and Suzie, relocate brings another perspective to our mission of “Connecting People, Improving Lives”. The successful move, like so many others that we have done, might have required more elaborate planning but brought the teams so much satisfaction. We are glad that the bears are settling in their new home in time to ring in the New Year,” said Kelvin Leung, CEO, DHL Global Forwarding Asia Pacific.

 

The freight forwarding specialist of Deutsche Post DHL Group managed the logistics of flying the animals, while veterinary specialists from FOUR PAWS, who accompanied them on the same flight, provided insights to make the journey comfortable for the bears. DHL chauffeured Bubloo and Suzie, weighing 120 kilograms and 90 kilograms respectively, to the Islamabad International Airport in custom-built cages that adhere to the International Air Transport Association’s regulations. From there, they boarded their flight to Jordan with a short layover in Doha.

 

“We are pleased to report that, after their first-class flight experience that ended at the Queen Alia International Airport, Bubloo and Suzie are thriving in their new home. The months of detailed planning with DHL in coordination with local Pakistan officials and the financial help of American businessman Eric S. Margolis, have paid off as the bears begin to build their new lives at Al Ma’wa for Nature and Wildlife, a sanctuary run by the Princess Alia Foundation and FOUR PAWS,” said Dr. Amir Khalil, FOUR PAWS veterinarian and leader of the rescue mission.

 

On 30 November, DHL and FOUR PAWS relocated Kaavan, also known as the world’s loneliest elephant, from the Marghazar Zoo in Islamabad to the Cambodia Wildlife Sanctuary. In previous years, DHL successfully helped four grown endangered Ussuri brown bears travel across continents from Japan to England, and sent two giant pandas on a climate-neutral journey from China to Finland.

 

Note to editors:

Kaavan, a 36-year old Asian elephant, was the first-ever adult elephant that was flown out of Pakistan. Here’s a behind-the-scenes look at the logistics that moved the Asian elephant, which was kept captive for decades in a Pakistan Zoo, to a Cambodian wildlife sanctuary to live out its days in comfort and good company.


DHL – The logistics company for the world

DHL is the leading global brand in the logistics industry. Our DHL divisions offer an unrivalled portfolio of logistics services ranging from national and international parcel delivery, e-commerce shipping and fulfillment solutions, international express, road, air and ocean transport to industrial supply chain management. With about 380,000 employees in more than 220 countries and territories worldwide, DHL connects people and businesses securely and reliably, enabling global sustainable trade flows. With specialized solutions for growth markets and industries including technology, life sciences and healthcare, engineering, manufacturing & energy, auto-mobility and retail, DHL is decisively positioned as “The logistics company for the world”.

 

DHL is part of Deutsche Post DHL Group. The Group generated revenues of more than 63 billion euros in 2019. With sustainable business practices and a commitment to society and the environment, the Group makes a positive contribution to the world. Deutsche Post DHL Group aims to achieve zero-emissions logistics by 2050.

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