Changing the Chemistry of Plastics
For the last four years, Heartland – a Detroit-based company founded by Tim Almond – has been working to perfect a natural fiber product it calls Imperium that replaces synthetic materials in plastic, helping to reduce the carbon footprint of plastic by up to 50%. This natural material is hemp fiber, and the company has partnered with farmers in Michigan and across the Midwest to integrate it into their existing crop rotations, which then can increase profits for the farmers, and enhance the soil. With funding from BASF business incubator Chemovator’s Elevate program, Heartland is commercially producing the product and is ready to deploy it in the reusable packaging industry, followed by the automotive and construction industries. SBN Detroit talked to Almond about the product and its impact on sustainability. Q: Tell us about Heartland. A: Heartland is a material science company based in Detroit that leverages natural fibers to help companies reduce their carbon footprint while solving the challenges of the big three sustainability missions – environment, social, and economic, without compromising product performance. The fun part is that on the product side, we get to work with the local farming community to increase their revenue per acre and increase soil health as we help manufacturing groups make better products that are better for the environment. Heartland was born out of a passion for problem-solving and sustainability. Q: How exactly do you impact and work with the farming community in terms of sustainability? A: The farming community is going through a very difficult time right now. The two major crops in Michigan, corn and soybean, are seeing a tight income situation because the value of the crops is low but the cost of chemicals and seeds is high. Profit for farmers is all but nonexistent. Hemp fiber production is a great rotational crop within corn and soybean and drives premium income per acre while improving the soil through micronutrients. The third most popular crop in Michigan is wheat, and here, we are capitalizing on underutilized land. Typically, this land sits empty from midsummer to spring, but hemp fiber grows quickly so they can grow a crop after the wheat has been harvested. We are seeing organic matter improvements in soil and aeration which lead to better production of future crops. We truly believe hemp fiber could be a staple crop in Michigan and across the U.S. Q: How many farms in Michigan are involved today? A: We work with ten or so farms in Michigan and several other states. Q: What is the process of developing the Imperium product? A: Hemp fiber is planted densely and grows to be eight to 12 feet tall. It is then cut down and treated so it’s protected from the high temperature of plastic manufacturing. Once it gets in the plastic it looks and functions exactly like plastic. So essentially the Imperium product line is made from one ingredient – hemp fiber. In the future, there are opportunities to use other natural fibers that could add value to the plastics and rubber used in the manufacturing space. Q: How do Imperium products mix with plastic to create a better end product? A: Imperium is not a finished product, it is an ingredient in the final product, being plastic. Much like making a cake, you use flour, sugar, baking powder, etc. So in making plastic, there are materials added that when combined, make the final product. Today, ingredients such as glass fiber and impact modifiers are used, as are other materials that increase the plastic’s carbon footprint. Imperium replaces large portions of the bad products with natural fiber. We can shave off 30% to 40% of the product’s carbon footprint by swapping some ingredients. It’s like eliminating sugar from your cake recipe but still enjoying the sweet flavor. Q: How did your team achieve the development of and engineering behind the products? A: A lot of failure. Trial and error. It took time to figure out what works. In many cases, the fact that we did not have the proper resources and funding gave us time and space to get it right. If we had funding three years ago, we probably would have purchased the wrong equipment. So we had to be creative with our processes, and we finally landed on a method that works with extreme efficiency. Q: Where are products deployed commercially and in what industries? A: We are commercially able to produce master batch technology for three areas of the marketplace – automotive, construction, and reusable packaging. For the auto market, think exterior components, car handles, and roof racks. Reusable packaging is our bread and butter. This consists of bins, totes, and pallets – things used to move materials in a warehouse. We are working with about 100 groups on the product development now. In the reusable packaging space, we are in the final stages of integrating into their commercial lines. These lines move hundreds of millions of pounds so it’s a meticulous process to implement. The auto industry involves a three to five-year lifecycle, but we do have an opportunity for next year’s product model. This is undefined as of today though. In the construction industry, we are in the middle stages of creating opportunities. Q: What global brands are you working with? A: Some are confidential at this time. But we work heavily with BASF and their Ultramid B Nylon 6 product, which is on every vehicle in the world. There is an opportunity for tremendous growth. Q: Creating partnerships with larger companies appears to be one strategy that you have. How does that work and do companies have equity stakes? A: In the chemical marketplace there are producers and processors who work with distributors as partners to expand sales capacity. We are taking a similar approach in that regard. Q: How is Heartland supported by BASF Chemovator? A: The investment came from Chemovator which is BASF’s incubation and seed funding arm, and with their venture capital investments
Recycling Rates in Michigan Are At an All-Time High
According to a recent press conference from the Michigan Department of Environment, Great Lakes, and Energy (EGLE), recycling in the Great Lakes Region is now at an all-time high. The total amount of residential recycled materials being reported for fiscal year (FY) 2022 was 620,494 tons – that’s over 66,000 tons more than the previous new record set the year prior. Materials Michiganders recycled last year would fill the football stadiums at Ford Field, Michigan State University’s Spartan Stadium, and the Big House at the University of Michigan. Michiganders recycled over 339,000 tons of paper and paper products during FY 2022, more than 154,000 tons of metals, more than 71,000 tons of glass, and over 45,000 tons of plastics and plastic products. SBN Detroit spoke to the executive director of the Michigan Recycling Coalition, Kerrin O’Brien, and executive director of Green Living Science, Natalie Jakub to get their unique perspectives on how the state got here and how businesses in Southeast Michigan are participating. Q: Recycling rates in Michigan are now at an all-time high. How did we get here? O’Brien: There is a history of recycling in Michigan communities. Those communities that made recycling a priority began to develop their own programs. With advocacy through the Michigan Recycling Coalition, we started to see state-level leadership around 2014. Then Governor Rick Snyder saw the value of recycling and productive materials management and funded four additional recycling technical assistance staffers. The state department also began working with stakeholders to identify the level of funding needed to support a robust recycling program in the state. Funding for recycling was passed in 2018 which supports community grants for infrastructure and market development which are needed to grow recycling in Michigan. Q: How do you think education has impacted the increase in recycling? Jakub: Green Living Science works a lot with youth and in schools and one of the things we continue to hear is that families will often begin recycling because their children have learned about it and want to institute it in their homes. So, more education at a young age is a natural part of this behavior. The more conversations we have about the impact that waste has on our lives, people start to understand. The simpler we can make the education and the actual act of recycling we will see more people willing to participate. The city of Detroit has a 40% recycling participation is a huge jump from 11% a decade ago, so people and businesses are learning and largely eager to support. Q: How does Green Living Science work with businesses in Southeast Michigan regarding recycling practices? Jakub: GLS began in 2011 with a focus on education in the schools but over the years we started to see a great need for local businesses to get support setting up programs. Many businesses don’t have a dedicated staff person so it’s typically an administrator now tasked with everything that is involved with recycling – which can be a lot. We developed a program called Bee Green Business to make it easy for businesses that includes setting up infrastructure, bins, signage, and education. Bee Green Business is an education and certification program that aids businesses and their employees in becoming responsible corporate citizens. This program has been successful from small independent brands like 14 East Café and Red Crown restaurant to large institutions like Henry Ford Health, Ally Financial the DIA, and more. A challenge we commonly see in commercial facilities is that they weren’t designed for more than one waste stream, so there are challenges with space issues and infrastructure needed to make the programs run smoothly and efficiently. Many haulers only offer dumpsters for recycling and we’ve learned that there’s a great need for cart programs. Something mobile that can be moved from an office to a loading dock and dumped. Q: How can we and are we bringing more businesses into our recycling efforts? O’Brien: Our perspective is that recycling services need to be on par with waste services. If we are serious about developing a circular economy and getting the most value out of the materials already circulating in our society then we have to divert waste to recycling. We are working to assure businesses have the services they need to do this. Businesses also have to make the budget and program choices to say yes recycling is worth it. Reducing waste can add to the bottom line and savings can be used to expand services to make recycling even more efficient. Real progress will be driven by a combination of factors including public opinion, consumer choice, manufacturer ESG goals, future resource needs, and policy. Together we think these elements are moving businesses to make smart choices with end-of-life materials. Q: What can businesses get even better at recycling? O’Brien: Right now, brands are driving recycling in a new way. Many national, and international brands are looking at where the resources for making future products will come from and many of them are recognizing that recycling provides them with needed feedstock for new products This long-term thinking about product development and impacts provides good reason to recycle for all of us. In addition, many more job and business opportunities will develop locally as we get better at sorting through waste to recover and process resources for manufacturing that would otherwise be thrown away. Q: What does all of this mean for job creation in Southeast Michigan? O’Brien: This is a big topic but basically what we are talking about in the development of a circular economy is creating a new sector based on extracting resources where no one saw resources before. Anything we can do in this new sector – collection, diversion, processing, secondary processing to turn plastic to pellets, for example, means a new business opportunity in this region, the state, and the country. Diverting the resources that are in our waste offers a huge opportunity for new jobs. Q: Governor Whitmer and the
Banking With a Sustainability Mission
BETH CORREA, DIRECTOR OF CORPORATE RESPONSIBILITY, FLAGSTAR BANK, AND A LEADERSHIP COMMITTEE MEMBER FOR SUSTAINABLE BUSINESS NETWORK DETROIT Flagstar Bank understands that environmental concerns have far-reaching implications for society and businesses alike. By prioritizing sustainability, we demonstrate our commitment to mitigating our environmental impact. In 2022, we hired an ESG/Sustainability Director, Kirby Brendsel, in order to streamline and enhance our sustainability strategy as well as to build out our broader ESG efforts. This dedicated role ensures that environmental considerations are integrated into the bank’s strategies, policies, and operations. Kirby brings many years of experience in the ESG/Sustainability space. As part of his role, he oversees the implementation of sustainable practices such as reducing energy consumption, minimizing waste generation, and promoting eco-friendly initiatives. ADOPTING SUSTAINABILITY PRACTICES Adopting sustainable practices—and developing sustainable products and services that meet customers’ needs—can significantly enhance Flagstar’s corporate reputation. In an era where customers increasingly favor socially responsible companies, sustainability initiatives can differentiate Flagstar from its competitors. By demonstrating our commitment to sustainability, the bank can attract environmentally conscious customers, employees, and shareholders who value ethical and responsible business practices. This positive focus on sustainability can lead to increased customer loyalty, brand recognition, and, ultimately, financial success. Sustainability initiatives at Flagstar also serve as a proactive approach to risk mitigation and long-term financial stability. By identifying and addressing potential environmental risks, such as climate change impacts or regulatory changes, we can safeguard our operations and investments. Moreover, sustainable practices often lead to cost savings through increased energy efficiency, reduced resource consumption, and streamlined processes. By minimizing operational costs and creating a more resilient business model, we can ensure our long-term financial stability. EMPLOYEES ARE KEY STAKEHOLDERS Flagstar recognizes that employees are key stakeholders in sustainability initiatives. In late 2022, we launched an environmental/sustainability-focused Employee Resource Group named the Green Team that helps us tap into the passion and creativity of our workforce. It also serves as a platform for employees to collaborate, share ideas, and contribute to sustainable initiatives. This engagement fosters a sense of purpose and empowers employees to make a meaningful difference. Moreover, the Green Team can act as a catalyst for innovation, encouraging employees to identify new opportunities and implement sustainable solutions throughout the organization. FINANCE INTEGRATING ESG FACTORS The world of finance is increasingly integrating ESG factors into investment decisions. By prioritizing sustainability, Flagstar aligns itself with emerging ESG standards and meets investor expectations. Staying ahead of regulatory changes and industry trends positions us as an attractive investment option for socially responsible investors. This commitment to sustainability enhances transparency, and accountability, and ultimately contributes to long-term shareholder value. In today’s rapidly changing world, the importance of sustainability cannot be overstated. Organizations across various sectors are realizing the need to integrate sustainable practices into their operations. At Flagstar, we recognize the significance of sustainability and are committed to incorporating environmentally responsible practices into the fabric of our organization. Flagstar’s sustainability initiatives not only benefit the environment but also contribute to our long-term financial stability and success. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Three Strategies for Developing Current and Future Sustainability, ESG Leaders
A common challenge for every business committed to sustainability is recruiting, retaining, and developing the right talent. Companies in Southeast Michigan and beyond are faced with the accelerating need to formalize their sustainability efforts, collect and analyze data, respond to government policies, answer to stakeholders, and more. And they need highly skilled people to lead all of these functions while tying them back to company strategy, operations, and business model. That’s the driving factor for WholeWorks, SustainabiliD, and The Erb Institute, which work to educate current and future business leaders in sustainability. Laura Asiala and the team at WholeWorks help business leaders, professionals, and functional experts accelerate their ability to connect the most important, or material, ESG issues in their organizations to achieve a return on investment and make a sustainable impact across the triple bottom line. SustainabiliD – owned and led by Kerry Duggan – is a strategic advising firm focused on innovating to net zero. SustainabiliD offers leadership sustainability counsel, strategy, implementation, and communication services. In short, Duggan and her team help coach and shape sustainability leadership within businesses. Erb Institute Managing Director Terry Nelidov and his colleagues are preparing the CSOs, CEOs, and sustainability leaders of the future. SBN Detroit posed questions about educating current and future business leaders in sustainability to these three industry leaders to learn their perspectives. Q: What will the impact of future chief sustainability officers have on businesses and society? Asiala: I see the CSO’s responsibility as critical for a sustainable business—at least for the foreseeable future. Three key roles are distinct for this leader. The first is the ability to reframe business opportunities and risks in environmental, social, and economic terms, as opposed to merely economic. The second is the ability to connect the dots between ESG opportunities and risks to contribute to a return on invested capital—and that can either be focused on increasing that rate of return or strategically protecting it. Both are valuable. Without a return on invested capital that meets the expectations of investors, there is no sustainable business. Finally, there is the ability to move seamlessly inside the organization, creating and encouraging a community of like-minded professionals that are seeded throughout the critical functions of the organization. These same attributes are also important in interacting with key stakeholders outside of the organization. This is much more about translation and influence than command and control. Duggan: Maybe it’s time to get away from buzzwords that keep us in one “boutique” corner. Future leaders will need to be able to integrate across their organizations, sectors, and throughout society. The impact needs to touch every corner of the global economy; therefore, we need to think of these leaders as chief integration and innovation officers! Nelidov: An enormous impact, two ways in particular. First, a CSO should be the chief advocate—along with the CEO— for business and sustainability within the company. The CSO needs to have a clear voice with the CEO since the CEO is ultimately responsible for integrating sustainability into all aspects of company strategy and operations. The CSO is there to help the CEO and to ensure that sustainability is not left out of the priorities. In terms of influence on society, the CSO plays a very significant role. The role of business in society keeps growing. Business is the most powerful force in the world. It’s the role of the CSO to harness that power for human rights, and positive social and environmental impact. Stakeholders – both internal and external – are asking companies to play an active role in social and environmental development, and that all points back to the CSO. Q: What kinds of traits do you think ultimately make someone a strong CSO? Asiala: It’s very important to have a trusted, respected leader and people on his/her team who can work across and within the company to identify the most important ESG issues and translate them both into competitive strategy and positive impact – socially, economically, and environmentally. That’s because integrating sustainability into an enterprise is not only the responsibility of a few select professionals, but the necessary work of a broad array of business functions: marketing and sales, business development, consulting, sourcing and supply chain, manufacturing, operations, and logistics, research and development, product development, IT, finance, and HR, among others. More than ever, a critical success factor is to equip managers and functional experts to integrate sustainability into the areas of the business for which they already have responsibility and authority. A CSO needs to lead that effort and create an environment for ongoing learning, experimentation, and innovation. That’s more than making resources available—although it is that—it’s about creating a community of support, encouragement, and accountability around these issues. Duggan: In many ways, you have to have the willingness to put your head down and do the work, not just talk about it. 21st-century leadership in sustainability means you need to understand the technical and financial feasibility of necessary work, but you also need a skillset in community engagement. I’m finding more and more movement in collaboration and creativity. Collaboration is a soft skill and a contact sport. It’s not easy but it’s absolutely necessary. The silos we spend our days in are not helping advance sustainability measures. We need more silo busters on the field! Nelidov: They are, essentially, the same traits that business leaders need but with a focus on science and social/environmental impact. That’s why we created this dual-degree program at the graduate level. CSOs need the skills to be able to understand the impact of science on business, and the impact of business on society. They need to understand climate change and the business implications that come with it. They need a grounding in stakeholders, communities, and social justice. CSOs also need strong people skills and relationship-building skills. They need to understand the changing expectations for business in society and the emerging role of business and nonprofit leaders. They need to get things done for sustainability by
Eastern Michigan University – Steam Heat, Solar Panels, and a Recent Bronze STARS Rating
Eastern Michigan University approaches sustainability through a systemized framework and a community-derived mindset that together drive several sustainability initiatives and sustainable infrastructure endeavors on campus. For its sustainability framework, EMU uses the Association for the Advancement of Sustainability in Higher Education (AASHE) and its Sustainability Tracking, Assessment and Rating System (STARS) system and has developed a President’s Sustainability Commission, comprising a broad array of offices and people across the university to develop and execute sustainable practices. SBN Detroit spoke to Tom Kovacs, chair of the president’s sustainability commission and professor of meteorology and climate in the Department of Geography & Geology, about EMU’s sustainability efforts. Q: What are some of the recent sustainability initiatives you’ve put into place? A: First, we are very proud to have completed our STARS certification process and received Bronze Certification. We know that there is room for improvement, which is what we are working on this year. One of the areas we scored lower on is engagement, so to that end, we are building sustainability information into our orientation for 2023 and also are doing a lot more to let people know the sustainability commission exists and inviting people in to help with our efforts. We also very recently partnered with a sustainable mobility solution – Spin Scooters – as the exclusive scooter provider on campus which is helping a lot with student and staff transportation. Another development is a new partnership with EnergySage. EnergySage provides a marketplace that connects interested parties to vetted installers. You simply list your needs, and the various installers provide you with a quote and basically compete for your business, so you ultimately get the best deal. There is also an educational component of EnergySage that offers advisors to help work through the options, as well as a full library of resources on clean energy, and how to live more sustainably. This collaboration helps us improve our STARS ranking and benefits the EMU community so it’s a win-win. Q: How is the university’s heat powered? A: We have a 55-ton cogeneration system that is powered by natural gas and produces electricity and steam. The system supplies approximately 98 percent of the heat and 93 percent of the electricity to the 800-acre campus. The unit will create an annual reduction of 21,305 tons of carbon dioxide (CO2), equivalent to 78.2 million miles driven by an average passenger vehicle – or the preservation of 260 acres of forests. Q: What are some other examples of campus infrastructure focused on sustainability? A: We have solar panels installed at bus stops lining the perimeter of campus and one in the middle of campus. The energy from the sun is stored in the battery assemblies to be utilized during the evening hours to keep travelers safe. We also have a student-led Giving Garden that provides an opportunity for staff, faculty, students, and Ypsilanti residents to grow fresh produce. It’s also used to educate local preschoolers and other students in the area. There is a new composting effort underway, and the garden provides locally grown food to the Swoops Pantry. Q: What is the Swoops Pantry? A: The Swoops Pantry was initiated by a former EMU student and is run by a leadership board of faculty, staff, students, and alumni volunteers. It operates as a sustainable resource for food-insecure students. There is a large stigma involved so they work hard to make things discreet and anonymous. Similar to Swoops, we also recently initiated an EMU Career Closet that provides apparel for students going on interviews. This is a great resource for those who don’t have the means to shop and purchase extra clothing. Q: The dining services in EMU dorms are managed by Compass Group’s Chartwells Higher Education Dining Services. What does this mean in terms of sustainable food practices? A: We shifted to privatized dining about six years ago and work with Compass Group to make dining a more sustainable endeavor. They’ve partnered with local community gardens; they work to incorporate composting; they work to limit waste; and they host a number of events such as Meatless Mondays and Farm to Fork luncheons. They also host a teaching kitchen. We have people from their team who volunteer on our Sustainability Commission, and they will be speaking at our student orientations on sustainability. Q: You also have an office supply program – Partnering for Sustainability. A: Yes, in 2019 we partnered with Office Depot. This allows the EMU community to purchase greener office products and select greener options when available. Recycled bags and reusable plastic totes are also used for delivery versus boxes. Q: What are your areas of focus for the near future? A: We’ll continue all of our efforts in the initiatives we’ve discussed here and seek to enhance them where appropriate. And again, coming off of the recent STARS certification process, our big focus is engaging the community in all of these efforts and more to work toward a greener campus and surrounding area. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
DTE Talks About the Challenges and Opportunities in Building and Adopting EV Infrastructure
Widespread electric vehicle (EV) adoption is crucial for achieving climate goals. However, the pace of EV adoption varies significantly across different income sectors, markets, and geographies. There are significant barriers to EV entry that are hindering the overall pace of electrification including lack of charging infrastructure (range anxiety), charger access disparities, and affordability. Addressing these challenges is critical. SBND talked with Tony Tomczak, vice president of electric sales marketing for DTE Energy, about the company’s initiatives and partnerships designed to build infrastructure and capacity. Q: Is growth in EVs outpacing charging stations? How is DTE is working to address this? A: Yes, at the current rate of adoption, EVs are outpacing EV chargers. From January 2020 to October 2022, public EV chargers in Michigan increased from 1,070 to 2,300 and EVs increased from 21,500 to about 44,500. We recognize that access to EV chargers across the state can be a barrier for many when deciding to go electric. We offer businesses thousands in rebates to incentivize them to install EV chargers at their business, including retail, workplaces, multiunit dwellings, and schools. In the Q4 2022 report that we filed with the MPSC, we shared that we have approved 2,300 residential Level 2 EV chargers, 1,130 Level 2 rebates, and 120 CFC rebates. You can learn more about our business rebate program here. Q: A significant barrier to entry in EV ownership is range anxiety. What are the goals to convert drivers to EVs and the infrastructure in place to support them? A: The current charging infrastructure is not enough. While the biggest barrier to EV ownership is still the upfront vehicle and charger cost, range anxiety is also a barrier many of our customers face. The State of Michigan has an aspiration to deploy enough charging infrastructure to support two million EVs on the road by 2030. While we’re still a long way from that volume of EVs, in the meantime DTE is facilitating charging deployment through our EV programming and other partnerships to leverage available funding. Q: Michigan will receive a $110 million grant from the National Electric Vehicle Infrastructure (NEVI) Formula Program, as part of the Federal Infrastructure Law. There is a plan in place to install four 150 kilowatt – or greater – vehicle chargers spaced no more than 50 miles apart along each of the state’s designated Alternative Fuel Corridors, which include all seven of the state’s major highways that will serve as the backbone of Michigan’s vehicle charging network. These include I-96, I-75, I-696, I-275, I-69, I-196 and I-94. What is DTE’s involvement with this? The plan, and timing, is this enough? A: The plan is to closely collaborate with the Michigan Department of Environment Great Lakes, and Energy (EGLE) to review and identify ideal sites that are eligible for NEVI funds and which can be layered with our EV programming incentives and rebates. Ideal sites are defined as well-lit areas that are publicly accessible 24/7, and usable by people with disabilities. Preference will be given to sites that have amenities for the EV drivers (e.g., food, bathroom, seating indoors) within 0.25 miles of walking distance on pedestrian-friendly routes and are within two miles of driving distance of an interstate, U.S., or state highway. We will be participating with the state’s committee to review and vote for NEVI projects. The EGLE request for proposal (RFP) solicitation to organizations that are interested in receiving NEVI funding is scheduled to go out this winter, and the committee will come together sometime in Q2. NEVI projects will begin to be awarded later this year. Additionally, since DTE’s Charging Forward rebated make-ready model leverages other funding by design, we will continue to collaborate with EGLE’s Charge Up Michigan team. Since launch, we have approved 48 Charging Forward sites which will also receive a combined $1.3 million in funding from the Volkswagen (VW) settlement funds that EGLE is managing. There is another potential ~$5 million in funding currently going through the Charge Up Michigan evaluation process, and DTE will continue to work closely with state agencies as the process for NEVI funding distribution becomes clearer. Q: According to the Michigan Future Mobility Plan, the state will install 100,000 vehicle chargers to support 2 million electric vehicles by the year 2030. To meet the goal over 12,000 vehicle chargers would need to be installed per year. Is this possible? What is DTE’s involvement? A: Similar to our involvement with the EGLE program, DTE partners with the Michigan Future Mobility Plan by facilitating charging deployment through our EV programming and leveraging their partnership for additional available funding. To date, we have installed over 780 public chargers within the communities in our service territory and will continue to do so with the continued EV programming rebates and incentives. Q: Michigan is quickly becoming a center of U.S. battery manufacturing. What are the job implications of this? A: We are excited that many electric vehicle automakers and suppliers, including battery manufacturers, are continuing to call Michigan home. One of the many benefits of driving electric vehicles is knowing that the fuel is made in Michigan, by Michiganders, which stimulates our local and state economies. The significant amount of charging infrastructure required is creating jobs for local installers and maintenance providers. The DOE has the JOBS EVSE tool which allows users to estimate the economic impact of EVs, including charging infrastructure, job creation, and local spending. Q: What can you tell us about your partnership with Volta Charging which received a Michigan Mobility Funding Platform grant and other programs we haven’t talked about so far? A: Our portfolio of EV programming is designed to reduce the barriers to EVs for our customers. Our partnership with Volta was just one example of bringing our goals to fruition and enabling equitable access to EVs by deploying chargers in lower-income or rural communities that have not seen as much investment to date. Volta chargers are unique since they also act as a platform for education with their
