Month: June 2023

As a leading global supplier of ARVs used to prevent and treat HIV, we have a strong legacy of supporting people living with HIV. In 2022, we provided access to high-quality and affordable ARVs to more than 100 countries. More than 30% of adults and more than 65% of children being treated for HIV in our Emerging Markets segment in 2022 used a Viatris product.1

It is estimated that more than 38 million people are living with HIV globally, and children are especially vulnerable. Two in five children living with HIV worldwide do not know they are infected, and just over half of children with HIV are receiving ARV treatment due to a lack of access to care in lower- and middle-income countries where the disease is most prevalent, especially in sub-Saharan Africa. Global progress toward eradicating HIV/AIDS has been threatened in recent years due to the COVID pandemic and the ongoing economic crisis which have caused disruptions to care, fewer resources and an increase in virus transmission.2

Our goal is to provide ARV therapy equivalent to a total of 30 million patients, including more than 2 million children living with HIV/AIDS, between 2022 and the end of 2025. In 2022, we made progress toward our goal by providing treatments for approximately 8 million patients, including almost 600,000 children.

Our work includes helping to prevent HIV infections, increasing diagnosis and treatment and providing healthcare solutions. We also are working on local manufacturing initiatives with partners to transfer technology to expand access where it is most needed.

In 2022, we continued our partnership with ViiV Healthcare and the Clinton Health Access Initiative (CHAI) to develop a dispersible tablet formulation of abacavir/lamivudine/ dolutegravir fixed-dose combination, which will reduce the pill burden in pediatric populations. We also advanced work on a dual oral pill for HIV and pregnancy prevention in partnership with the Bill & Melinda Gates Foundation and the Children’s Investment Fund Foundation.

While most people living with HIV reside in low- and middleincome countries, reliable access to affordable treatment for HIV is also a critical need in high-income countries. We are focused on meeting the needs of people living with HIV, wherever they are. In 2022, we applied in Italy for authorization and reimbursement for PrEP, a medicine taken by those at risk for HIV to prevent infection, making it available in the country for the first time. Additionally, we were awarded multi-year tenders in New Zealand for several HIV ARVs, including PrEP, which significantly increased Viatris’ contribution to expanding access to these treatments.

As part of our strategy to expand access to ARV treatments, we are working with international organizations for pooled procurement, engaging in licensing agreements with originator pharmaceutical companies and the Medicines Patent Pool and participating in government tenders. We have been able to supply treatments at more affordable prices, including gradually reducing the pricing of the fixed-dose combination medication tenofovir disoproxil fumarate, lamivudine and dolutegravir (TLD) with an average selling price approximately 17% lower in 2022, compared to the previous year. We provide a single price for all applicable countries supplied via leading global procurement mechanisms, The Global Fund to Fight AIDS, TB and Malaria, and the U.S. PEPFAR Program.

Viatris has seven licensing agreements with the Medicines Patent Pool (MPP) for HIV – including PrEP – hepatitis C and COVID-19. For ARV and infectious disease products, Viatris also has license agreements with Gilead, MSD, TB Alliance and Otsuka.

In 2022, in South Africa, the country home to the most people living with HIV, we launched multiple ARV products to continue expanding access to treatment designed to improve patient outcomes. These launches increase patient access to affordable, high-quality generics including Kavideza, which offers a simplified tablet regimen of abacavir, lamivudine, and dolutegravir to help reduce complexity of treatment for patients.

We have more than 700 registrations of infectious disease products, including ARVs, across low- and middle-income countries. We consistently file our ARV treatments with the U.S. FDA and the WHO Prequalification pathways to enable procurement by the PEPFAR, the Global Fund to Fight AIDS, TB and Malaria, as well as other international agencies. Still many countries require local registration in addition to these global approvals. To meet this need, we have steadily been filing for local market authorizations of our ARV products based on country guidelines across all key high-burden HIV countries.

Responding to HIV Challenges Amplified by the COVID Pandemic 

The COVID pandemic continues to affect HIV care. Because of COVID-related closures of health facilities, fewer new patients were being identified and put on treatment. Viatris makes available HIV Self Tests to increase access to testing and identify more patients who can be put on treatment. Redeployment of staff to provide COVID relief created restrictions in access to healthcare, so Viatris quickly worked to provide multi-month ARV packs so patients have ongoing access to treatment.

Sources

1Excludes the U.S., EU and other developed markets. Also excludes Russia, China and Mexico, where we do not commercialize ARVs.

2UNAIDS Fact Sheet

View the full 2022 Sustainability Report here.

Originally published on principal.com

The first time Katlyn Malone saw the Iowa State University campus was in the fall of 2015 when she and her family drove from Indianapolis to Ames for the freshman’s move-in day. “It was a family event,” says Malone, a Leadership Development Program (LDP) associate with Principal®. “We rented a truck, and my mom, dad, and little brother all came.”

Malone kept a brave face—but she was anxious. She knew no one and was the first in her family to attend college. “When they left, I realized I’m an adult. I didn’t know when they would be back to see me,” she says.

No matter: Malone dug in, putting her talents to good use and navigating the challenge with the same traits she’s used all her life: endless curiosity and boundless energy.

Focused on function and enthusiastic about growth

Malone remembers when her dad gave her a build-your-own-computer kit; she was about 7 or 8 and it was her first inkling that engineering might be in her future. “He and I would work together,” she says. “It started that journey into STEM for me.”

So, too, did her foray into her school’s robotics team; they won competitions in just their first year. “When I built something and it worked—when it clicked—that was the most exciting feeling ever,” she says.

Computer engineering, with its mix of electrical know-how and software programming, checked all the boxes, and Iowa State offered a highly ranked program.1 But the transition after her family dropped her off—“campus was so beautiful and I felt good about my choice”—was, in her words, “a lot.” Take the first-year intro chemistry class with 300 students. “My graduating class was 24, and it was challenging to learn how to navigate that, how to talk to a professor, how to study, who to study with,” she says.

Entering engineering as a woman and a woman of color was also hard. “I didn’t see many females that looked like me and didn’t really find my support group and peers until I was a senior,” Malone says.

By then, she was set to graduate with a double degree in computer engineering and management information systems. “I thought I wanted to be a software developer,” Malone says. “But then my junior year I took business classes and realized there was often miscommunication between tech and business, even though those areas service each other. What if I could be someone who could serve as a liaison between the two so they can function and grow?”

Marketing is fun — and so is leadership.

Malone had internships from her freshman year on; in 2019 she landed one at Principal, where a leader encouraged Malone to meet other teams and see how that connection between tech and business worked in practice. After graduation, she entered the Principal LDP, a three-year commitment with six- to nine-month rotations around the business.

“I’ve gotten to work in spaces I would have never thought to get into,” Malone says. The most fun and most surprising? Marketing. “I have no background in it, but tech is so wrapped around marketing. It opened my eyes.”

Malone flexed her leadership muscles—and found a new spark—during a rotation in Mexico where she was an agile scrum leader for a team of 12. “We had teams that had some disconnect and had to get them to work together to overcome their stuck points. To not only understand the tech but to be a people leader, I really enjoyed that,” she says. “I realized my career at Principal isn’t going to be limited to one area. It’s going to be thoughtful. There are areas and leaders willing to work with me to help figure out what I want. I’m tech driven but people passionate.”

How do you affect change?

Malone opted to stay in the Des Moines area immediately post-graduation, surrounded by a core group of friends from college. Last year, however, she moved back to Indianapolis; her dad had died, and her family was still in the city. “When I left for school, part of me felt like I was abandoning them when they were struggling—I’m one of the pillars of my family,” Malone says. 

And she feels obligated to try to affect change in her hometown. “I come from a community with a lot of challenges; it’s impoverished, it’s a food desert, and schools need help. But it’s shaped who I am, and I want the best for the people here,” she says. “How can I better my community? I have an education and work for a company that offers a number of resources, so how do I take what I’ve learned and bring it back to them?”

She’s not sure what shape those efforts will take, and no matter what, she wants to move back to Des Moines in a few years—this time, with her mom. It’s rare to know what career might be a good fit when you’re in elementary school, but Malone—who just finished an MBA with a focus in information systems and leadership to boot—really did. “To finally figure things out—I love that feeling,” Malone says. “To be able to create something that works is exciting.”

1Iowa State University

Insurance products and plan administrative services provided through Principal Life Insurance Company®, a member of the Principal Financial Group®, Des Moines, IA 50392.

© 2023 Principal Financial Services, Inc.​​​ 

Principal®, Principal Financial Group®, and Principal and the logomark design are registered trademarks of Principal Financial Services, Inc., a Principal Financial Group company, in the United States and are trademarks and service marks of Principal Financial Services, Inc., in various countries around the world.

2921921-062023 

Originally published on DICK’S Sporting Goods Sideline Report

This past May, Coach Michael Whitlow huddled his youth football organization together for a prayer, a routine they follow every practice. As the kids settled, Michael and his wife Maree were presented with an envelope that would change the Columbus ICE program forever. Maree choked back tears as she read aloud that the organization was just given $75,000 from The DICK’S Sporting Goods Foundation as a part of their 75for75 Sports Matter Grant Program.

Columbus ICE is a 501(c)(3) non-profit youth sports organization that serves under-resourced communities in Columbus, OH, with a mission to Inspire Children to Excellence (ICE). Founded by the Whitlows in 2009, Columbus ICE promotes health, education, attitude, recreation, and teamwork through sport. The program also focuses on academic excellence, conduct and accountability. Each day before practice the Whitlows provide their youth athletes with several resources to help them be their best, both on and off the field. Whether it’s providing an extra meal after school, transportation to and from practice, or help with homework and tutoring – the Whitlows do what they can to give back to a community that has become an important part of their family over the past 14 years.

“I can still remember our very first practice… it was us, our kids, a handful of coaches and their kids,” said Maree. “We weren’t sure anyone was going to show up but lo and behold, the cars started coming into the park… the people kept coming and coming… and today… we’re family.”

These family values are shown in the care that Michael, Maree and their staff provide the children, and through the support they give to the adults in each child’s life. ICE places a deep emphasis on family values and works to supply the adults’ opportunities to achieve their own form of excellence through career fairs, resume support and educational courses that focus on life skills like meal planning and budgeting.

Morgan Baughman, Senior Community Marketing Manager at DICK’S Sporting Goods has worked first-hand with ICE over the past six years and can personally attest to the life-changing work they do. She’s watched the organization grow from their humble beginnings as a one-team recreation center basketball squad full-fledged youth sports organization that now includes flag-football, cheer & dance, and track.

After years of supplying equipment and donations as needed, Morgan was present the day the grant was presented. “Michael and Maree are incredible, and I can’t think of a more deserving duo to provide this grant to. They have always been so humble and grateful and to see their hard work pay off in such a big way was amazing,” she said.

“This grant will do so much for our community,” said Michael. “Just knowing that we’re going to have access to change lives and continue to live our mission (Inspire Children to Excellence) is incredible.”

The 75for75 Sports Matter Grant Program was launched in March in support of DICK’S Sports Change Lives campaign and in honor of the company’s 75th anniversary. The program was developed to provide 75 grants worth $75,000 each to under-resourced youth sports programs across the country.

To learn more and support the 75for75 Sports Matter Grant Program and The DICK’S Sporting Goods Foundation, visit www.sportsmatter.org.

Linking Mission to Strategy

We execute our mission through the lens of our ESG strategy. This guides how we view sustainability in our businesses and across our value chain.

OUR PILLARS AND GOALS

Our commitments to forest stewardship, the environment and the role of forests and wood products as a natural climate solution, Team Members and our communities, and to responsible governance can have a profound impact on our success in maximizing a range of values for our stakeholders. We recognize that these pillars are the foundation for our long-term success.

FORESTS

Sustainable and Healthy Forests: We are committed to healthy and sustainable forests through forest stewardship.

Goal:

Update our forest inventory regularly and maintain 100% Sustainable Forestry Initiative ® (SFI) or Forest Stewardship Council ® (FSC) certification of our timberlands.Follow 100% best management practices.Apply the results of research to continually improve our forest management and resource conservation practices.

Clean Water: We are focused on protecting water-related ecosystems.

Goal:

Conserve and protect streams and water.

Biodiversity and Wildlife: Our forest stewardship commitments include the responsibility to conserve wildlife species and their habitats.

Goal:

Conserve wildlife, biodiversity and at-risk species through management practices and participation in the Wildlife Conservation Initiative.

Conservation: We recognize that some lands should be conserved as forestland in perpetuity.

Goal:

Pursue conservation outcomes.

PLANET

Environmental Footprint: We focus on responsible manufacturing and resource efficiency, emphasizing conservation and the use of renewable energy.

Goal:

Continue the goal of 100% compliance with environmental requirements and permitting.Reduce energy consumption at our manufacturing facilities by 10% by 2030.Achieve reusing, recycling, or repurposing 99% of what could have been waste from our operations by 2050.Utilize 95% biomass for thermal energy by 2050.

Carbon & Climate: We seek to maximize the benefits of working forests through providing solutions that help address the impacts of climate change.

Goal:

Disclose our net carbon removals and storage and GHG emissions.Reduce Scope 1 and Scope 2 GHG emissions by 42% and work with our value chain to reduce Scope 3 GHG emissions by 25% from a 2021 baseline by 2030.Partner with our electricity suppliers, resulting in a transition to renewable energy sources that supports our Scope 2 GHG emissions goal.Manage our timberlands to minimize fire risk and work collaboratively towards wildfire protection and response.Regularly analyze climate risks across our businesses.Support natural climate solutions policies and strategies and seek to grow carbon, wood products, solar, and forest bio-based market opportunities.

PEOPLE

Diversity, Equity, Inclusion: We are committed to advancing, supporting, and preserving a culture of diversity, equity, and inclusion where every employee feels like their ideas and unique perspectives are heard and valued.

Goal:

Double the representation of women and minorities in Wood Products leadership roles from 2022 levels by 2030.Partner with Native nations on environmental and community initiatives.

Hiring and Retention: We work to attract talent for our existing and future workforce.

Goal:

Support policies promoting the growth of skilled labor and collaborate with trade schools to create curriculums that actively support the development of our Team Members in skilled labor positions.Implement benefit strategies designed to ensure that all Team Members have equitable access to care.

Safety: Our Team Members are our greatest asset, and we focus on their health and safety without compromise.

Goal:

Achieve and maintain VPP or state equivalent status at all our wood products facilities by 2030.Achieve annual TCIR and DART metrics below our industry peers with demonstrated year-over-year improvement to build a safety culture that results in zero OSHA recordable incidents.

Training and Development: We are focused on building a highly skilled workforce.

Goal:

Foster the growth of employee resource groups, mentorships, allyships, and advocates who help deliver equitable career growth outcomes for all Team Members.

Community Engagement: We strive to support the communities where we work, live, and play.

Goal:

Provide charitable contributions that impact our local communities and encourage Team Members to volunteer.

PERFORMANCE

Governance: We are focused on economic contribution and operational excellence. Strong environmental, social, and governance practices, ESG transparency, and risk management are essential to delivering sustainable results.

Goal:

Aspire to achieve 40% diversity in Board representation by 2030.Uphold our Corporate Conduct and Ethics Code, train our employees on ethics and integrity, and promote business integrity across our value chain.Respect and promote human rights and uphold our Supplier Code of Conduct.Maintain Board and committee oversight of ESG, regularly report on ESG, continue to embed ESG in goals and decisions, and expand ESG training.Complete annual enterprise risk management process with 100% of management team, including identification, mitigation, ranking, and incorporating ESG risks.Advance effective cyber defense programs to protect information and systems.

Supply Chain: Responsible sourcing is a key component of our strategy.

Goal:

Work with our contractors and suppliers on advancing ESG metrics.Ensure that 100% of fiber sourced at wood products facilities is purchased from certified land or certified to another wood fiber standard.Actively participate in organizations that promote standards and building codes to support building with wood products.

View the full PotlatchDeltic 2022 ESG Report here. 

This release contains certain forward-looking statements within the meaning of the federal securities laws. Words such as “advance,” “aspire,” “goal,” “maintain,” “promote,” “seek,” “strive,” “support,” and similar expressions and references to achievement of objectives by a future date are intended to identify such forward-looking statements. These statements reflect management’s views of future events based on estimates and assumptions and are therefore subject to known and unknown risks, uncertainties, and other factors, and are not guarantees of future conduct, results, or policies. Please view the Cautionary Statement Regarding Forward-Looking Information on page 134 of PotlatchDeltic’s 2022 ESG Report.