Month: June 2025

• Veolia’s largest PFAS treatment plant sets global standard for protecting drinking water by removing regulated PFAS from up to 30 million gallons of water per day
• Veolia is on pace to develop more than 100 treatment sites in America as part of its BeyondPFAS offering of end-to-end solutions for PFAS testing, treatment and responsible disposal

WILMINGTON, Del., June 20, 2025 /3BL/ – At a time when water is more vital than ever for public health and environmental protection, Veolia has built one of the largest PFAS treatment systems in the United States and the largest of its kind in the Northeast. The Stanton Water Treatment Plant will remove regulated PFAS compounds from drinking water and ensure high-quality drinking water for over 100,000 residents, fully meeting the U.S. Environmental Protection Agency’s (EPA) PFAS regulations. It establishes a replicable model for cost-effective PFAS treatment projects in water systems globally.

The $35 million facility is in addition to 33 existing PFAS treatment systems Veolia already operates for water customers in the United States. Veolia will continue to install treatment systems to achieve PFAS treatment at more than 100 water production sites in the country in the coming years, which will help secure high-quality drinking water for almost 2 million people and comply with regulations in the most cost-effective way possible.

Veolia’s experience meeting the challenge in America has built a strong foundation to do it across the globe. The successful delivery of PFAS treatment for drinking water in Delaware exemplifies how Veolia’s BeyondPFAS offering of end-to-end solutions can manage PFAS from testing through treatment and responsible disposal.

About the plant

Veolia began designing the Stanton PFAS system in early 2022, ahead of the new EPA regulations for some PFAS levels in drinking water, and worked methodically to deliver a state-of-the-art plant that minimized construction costs and left maximum flexibility for the future. It took three years to design and build the 17,600-square-foot facility which features 42 large vessels, each 22 feet high and filled with 40,000 pounds of granular activated carbon. The vessels are designed and optimized for the carbon material to adsorb regulated PFAS compounds from up to 30 million gallons of water per day that enters the plant from two nearby rivers. The massive vessels were installed first and the building was constructed around them, requiring precise coordination and timing during the construction process. 

The plant includes a laboratory to continually test new filtration media and treatment methods, providing additional flexibility and cost savings in the future.

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At a ribbon-cutting ceremony today, Veolia leaders were joined by Delaware elected officials and community leaders to celebrate the achievement, which went from the drawing board to a working treatment plant in three years.

Estelle Brachlianoff, CEO of Veolia, said: “In line with our GreenUp strategic program, this major infrastructure milestone highlights Veolia’s strong commitment to delivering environmental security solutions to communities worldwide. Tackling micropollutants lies at the heart of our mission, and Veolia is proud to lead the way in testing, treating and responsibly disposing of regulated PFAS contaminants. For the 100,000 people who rely on high-quality water from Veolia in Delaware, the Stanton PFAS treatment system is a generational improvement in public health and environmental protection that will strengthen communities and create opportunities long into the future.”

“PFAS contamination poses a serious threat to public health, and addressing it at the source is essential,” said Delaware Governor Matt Meyer. “The Stanton Water Treatment Plant will play a vital role in tackling this challenge by treating PFAS on the front end of the water system. Veolia’s leadership in developing one of the largest treatment facilities in the country reflects a strong commitment to proactive public health protection and underscores our administration’s dedication to ensuring clean, safe water for Delawareans.”

Karine Rougé, CEO of Municipal Water for Veolia in North America, said: “I’m inspired by how swiftly and effectively Veolia responded to the PFAS challenge in Delaware through this state-of-the-art facility, which now sets a global standard. The lessons from this project will help Veolia deploy similar water quality improvements faster, more efficiently and more effectively. We’re proud of our team for designing and building this vital project so quickly and so well, and we’re thrilled that so many of our customers are able to benefit from their tireless work.”

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ABOUT VEOLIA IN NORTH AMERICA

Veolia in North America is the top-ranked environmental company in the United States for three consecutive years, and the country’s largest private water operator and technology provider as well as hazardous waste and pollution treatment leader. It offers a full spectrum of water, waste, and energy management services, including water and wastewater treatment, commercial and hazardous waste collection and disposal, energy consulting and resource recovery. Veolia helps commercial, industrial, healthcare, higher education and municipality customers throughout North America. Headquartered in Boston, Veolia has more than 10,000 employees working at more than 350 locations across North America.
www.veolianorthamerica.com 

ABOUT VEOLIA

Veolia group aims to become the benchmark company for ecological transformation. Present on five continents with 215,000 employees, the Group designs and deploys useful, practical solutions for the management of water, waste and energy that are contributing to a radical turnaround of the current situation. Through its three complementary activities, Veolia helps to develop access to resources, to preserve available resources and to renew them. In 2024, the Veolia group provided 111 million inhabitants with drinking water and 98 million with sanitation, produced 42 million megawatt hours of energy and treated 65 million tons of waste. Veolia Environnement (Paris Euronext: VIE) achieved consolidated revenue of 44.7 billion euros in 2024.
www.veolia.com

The information contained herein is based on the Veolia group’s understanding and know-how of the scientific, regulatory and technical fields discussed herein as of the time of publication. No contractual undertaking or offer is made on the basis hereof and no representation or warranty is given as to the accuracy, completeness or suitability for the purpose of the relevant information.

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MEDIA RELATIONS
Laurent Obadia – Evgeniya Mazalova
Anna Beaubatie – Aurélien Sarrosquy – Charline Bouchereau 
Tel.+ 33 (0)1 85 57 86 25
presse.groupe@veolia.com

INVESTOR RELATIONS
Selma Bekhechi – Ariane de Lamaze
Tel. + 33 (0)1 85 57 84 76 / 84 80
investor-relations@veolia.com

In Georgia, fresh local food is more than sustenance—it is an opportunity to advance climate action and equity. Just ask Community Farmers Markets (CFM), an Atlanta-based nonprofit that is scaling several of the 20 Drawdown Georgia climate solutions in the neighborhoods that need it most. In a recent conversation with Eriqah Vincent, longtime climate justice activist and host of the Georgia Climate Digest video series, Casey Hood, Director of Operations & Vendor Support, and Raevin Hawkins, Food Systems Innovation Manager, shared how Community Farmers Markets is reducing emissions, fighting food insecurity, and creating a sense of community.

Watch the video.

Originally published in GoDaddy’s 2024 Sustainability Report

Learning & Development

At GoDaddy, we believe everyone has a unique way of learning and growing.

To harness the power of our people, we’re fostering a culture of continuous learning and development. Investing in the growth of our employees is about enhancing their skills—and delivering the success of the company, as well as enriching the experience for our customers. By supporting our people’s development, we’re ultimately helping them unlock their full potential, which in turn helps our customers do the same. It’s a win-win, driving both personal and organizational growth.

Our Learning and Development Strategy is to ‘Align, Connect, and Grow.’ We build our initiatives around those pillars to better support the company.

• Align with the strategic imperatives of GoDaddy
• Connect employees through our learning communities
• Grow employee skills and capabilities

Employee Training & Development

Variety sparks growth, which is the catalyst for change. Learning and development programs are key to helping our employees grow their skills, deepen their knowledge, and ultimately advance their careers. Some of the key opportunities we offer include:

• Care & Services Learning Summit: An annual event on global leadership, coaching, and change management designed to inspire and develop top talent.
   
• Slack Channel: The Learning and Development Team regularly promoted content throughout the year on the #learning_connect Slack channel, with initiatives like 2-minute Tuesdays and 5-minute Fridays. These campaigns created 40 unique learning opportunities for employees, resulting in nearly 1,000 completions.
   
• Learning Management System: A comprehensive library offering online courses on a variety of topics, including technical skills, business, software, and creative disciplines.
   
• Elevate: A nearly year-long leadership training program for GoDaddy Guides in Care & Services focusing on operational excellence and leadership development. In 2024, almost 60 learners completed the Elevate Guide program.

In addition to these learning experiences, we offer a range of training programs aimed at enhancing employee skills and knowledge. These programs cover topics like technical expertise, leadership development, customer service, and professional growth. GoDaddy employees completed an average of 11 hours of training per employee in 2024.

We also offer an education reimbursement benefit, giving employees the opportunity to further their education and pursue higher learning, supporting both their personal growth and professional advancement.
 

COLLEGE CREDITS FOR GODADDY TRAINING

All our U.S.-based trainers are certified through Rio Salado College in Arizona, offering our U.S.-based Guides in our new hire sales training program a head start on earning credits towards an associate in applied sciences degree. Completing our new hire sales training program earns Guides a certificate in CCL Web Hosting: Customer Service, with six transferable credits.

• 840: In 2024, 140 employees enrolled, earning a total of 840 credits.

Leadership Training

Strong leadership builds effective and motivated teams. Alongside our various learning experiences, we provide several pathways for leaders to further develop their skills, including:

• GoDaddy Leadership Development Program: This program offers a series of courses designed to help leaders sharpen their leadership skills in areas such as leading virtually, navigating change, giving feedback, coaching, and handling difficult conversations. In 2024, 878 participants completed 1,327 sessions and courses for a total of approximately 4,120 hours.
• New Manager Onboarding: In 2024, we improved our New Manager Onboarding, setting our leaders up for success from the start. The program now includes a required multi-week course for new managers, focusing on company values and strategy, and the high standards expected at GoDaddy by providing valuable resources for success. 82 new or newly promoted managers participated in the curriculum in 2024.
• Press Start, Leadership Arcade: Our enhanced leadership onboarding program seeks to deliver content using self-paced, on-demand modalities on topics including the art of leadership soft skills and cultivating our GoDaddy community. The pilot was launched in June 2024 consisting of nine core modules, with the remainder of the modules set to release in 2025.

AWARDS AND HONORS

• Brandon Hall Group HCM, Best Extended Enterprise Learning Program—Silver
• Brandon Hall Group HCM, Best Program for Upskilling Employees—Gold
• Brandon Hall Group HCM, Best Sales Training Program for Extended Enterprise—Gold

Employee Performance

Being ‘Better Every Day’ is at the core of our performance management process, supporting continuous growth, transparency, and open feedback. Our mid-year and year-end reviews focus on goal setting, career development, peer feedback, and self-reflection, empowering employees to track progress and improve. We also prioritize employee input through the annual GoDaddy Voice survey, ensuring feedback shapes our culture and growth. By integrating ongoing learning and development, we create an environment where every employee has the support to evolve, excel, and be better—every single day.

Promotion Flagging

Several years ago, we created company-wide processes that reduce variance in performance assessments between groups. This work led us to create an ongoing process to better proactively identify qualified employees who could be considered for promotion.

This proactive promotion flagging process identifies potential eligible employees who could be reviewed for promotion, rather than relying on subjective criteria and identification. The initiative continues to support the career advancement of all employees, while mitigating the potential effects of bias through the process.

INTERNAL MOBILITY

GoDaddy encourages internal mobility, providing opportunities for employees to explore different roles and departments within the company. This helps employees gain diverse experiences, develop new skills, and broaden their understanding of the business.

• 26% of global hires were filled by internal candidates in 2024.

To learn more, read our 2024 Sustainability Report.

About This Report

This GoDaddy 2024 Sustainability Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching corporate mission and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2024. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual Sustainability Report. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative (GRI) Standards, includes select Sustainability Accounting Standards Board (SASB) metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures (TCFD). We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.

PotlatchDeltic’s Vice President, Timberlands, Darin Ball discusses how sustainable forest management is a holistic approach to the stewardship of our lands. 

About PotlatchDeltic
PotlatchDeltic (Nasdaq: PCH) is a leading Real Estate Investment Trust (REIT) with ownership of 2.1 million acres of timberlands in Alabama, Arkansas, Georgia, Idaho, Louisiana, Mississippi, and South Carolina. Through its taxable REIT subsidiary, the company also operates six sawmills, an industrial-grade plywood mill, a residential and commercial real estate development business, and a rural timberland sales program. PotlatchDeltic, a leader in sustainable forest management, is committed to corporate responsibility. More information can be found at www.potlatchdeltic.com.

Health care conversations have outgrown the concept of transformation; what we need now is a revolution, driven by the capabilities of cutting-edge technology. As DaVita continues to invest in new solutions to enhance kidney care, CEO Javier Rodriguez provides a grounding focus on how technology in health care must transform the care experience — from mitigating care fragmentation to creating a meaningful experience for the people who use it, to supporting innovation that serves to facilitate better health outcomes.

Here are three takeaways on DaVita’s commitment to transforming kidney care through technology innovation:

1. Consumerization of health care can advance equitable access to care. 

   Advances in technology across industries has emphasized consumer needs and evolved expectations. In health care, this translates to a need for greater convenience, price transparency and personalized experiences.

   The consumerization of health care holds significant potential for improving access to these needed benefits by tailoring services to the needs and preferences of patients. DaVita’s emphasis on access to care has led to a national care footprint in which 88% of patients live within eight miles of treatment centers.

   By prioritizing transparency and convenience, innovations focused on patient-centric solutions not only enhance access but also foster a more engaged and informed patient population. Ultimately, embracing these principles in health tech innovation is vital for developing a health care system that is responsive to the diverse needs for everyone.
    

2. Technology has the potential to unlock an improved care experience and better quality of life for patients and clinicians.

   To realize the benefits of personalized care, technology solutions must provide clinicians with the tools they need. When DaVita developed the OneView platform, it was in response to clinician feedback. Rather than focusing on financial return, the development team centered the work on enhancing the physician experience. Automating routine tasks and streamlining documentation in platforms like OneView helps alleviate this pressure and create more time for direct patient interaction. The platform was launched as an optional tool for nephrologists rounding at DaVita centers, and thanks to its effective development to address clinician needs, the platform has a 94% opt-in rate with a +44 Net Promoter Score (NPS) for the mobile app among doctors, on par with many best-in-class digital tools in day-to-day life.

   As data and insights continue to become more robust, technology can further enhance how caregivers are able to use tools — from cross-functional collaboration and communication to analytics that inform decision-making and more.
    

3. Interoperability creates a seamless, positive experience.

   When someone is diagnosed with a chronic condition, one of the first questions that can come to mind is often, “What will be my quality of life?” And the answer is not tied to just one aspect of what happens next — their medical experience, one treatment or even a single provider. It’s dependent on the sum of every engagement they will have with the health care system.

   As new technologies and platforms emerge, the rise of point-to-point solutions creates further risk of fragmenting care and confusing users. Prioritizing interoperability can lead to a cohesive ecosystem that simplifies the experience, encourages engagement and offers a personalized care experience.

These three focus areas can help drive transformation in a way that elevates care for both patients and providers — creating a future where technology empowers individuals and strengthens the entire health care ecosystem.

Javier Rodriguez shared his perspective on unlocking innovative patient care through tech transformation at Reuters Total Health on Oct. 8, 2024.

• Honored for the fifth consecutive year as one of America’s most community-minded companies by Points of Light Civic 50
• Recognized for the second year in a row as the No. 1 automotive brand on Forbes’ Best Brands for Social Impact list

CAMDEN, N.J., June 20, 2025 /3BL/ – Subaru of America, Inc. (SOA) today released its seventh annual Corporate Impact Report, reaffirming its steadfast commitment to being More Than a Car Company®. This comprehensive report highlights the automaker’s ongoing dedication to its customers, employees, retailers, partners, and the community. Subaru also announced its fifth consecutive year of recognition as a 2025 Civic 50 Honoree by Points of Light, distinguishing it as one of the 50 most community-minded companies in the United States. This accolade highlights the company’s enduring commitment to fostering a culture of care and connection as detailed in the report.

Yoichi Hori, Chairman and CEO, Subaru of America, Inc.: “This report highlights Subaru’s recent initiatives to reduce our environmental impact, foster a supportive workplace, and actively engage with national and local organizations that enable richer, fuller lives. It takes collective effort to make such meaningful progress.”

The Corporate Impact Report offers an overview of Subaru’s 2024 milestones, impacts, and ongoing initiatives, including being ranked as the No. 1 automotive brand on Forbes’ Best Brands for Social Impact list for the second year in a row. Through data and compelling stories, the report highlights how Subaru continues to fuel its commitment to quality and safety, communities, and an inclusive corporate culture, while demonstrating its role as a positive force at every turn.

Jeff Walters, President and Chief Operating Officer, Subaru of America, Inc.: “At Subaru, we are driven by a powerful commitment to being More Than a Car Company. This commitment inspires us to live the Subaru Love Promise® each day, ensuring that love and respect are felt by all — our communities, our employees, and our customers — at every interaction with Subaru.”

Key 2024 highlights include:

Community Support 

• 15,590 total volunteer hours logged by Subaru employees to support local community initiatives nationwide.
• $31.7 million raised for national and hometown charities through the 2024 Subaru Share the Love® Event, bringing the total to $319.8 million since 2008.
• $1,502,047 donated to Camden-based organizations, reinforcing the automaker’s commitment to its hometown community.

Love Promise Partnerships in Action

• Subaru Loves to Help®: More than 150,000 children received new coats, shoes, and socks through retailer participation in Operation Warm® events.
• Subaru Loves the Earth®: Established the largest corporate tree distribution program in the U.S. through a partnership with The Arbor Day Foundation®.
• Subaru Loves to Care®: More than 51,000 cancer patients supported with blankets and care kits in collaboration with The Leukemia and Lymphoma Society®.
• Subaru Loves Learning®: More than 262,000 students supported in partnership with AdoptAClassroom.org® in 2024.
• Subaru Loves Pets®: Over $3.2 million in grants funded by Subaru and its retailers and distributed by The American Society for the Prevention of Cruelty to Animals® to local animal shelters nationwide.
• Subaru Share the Love® Event: A record-breaking $31.7 million donated to four national charity partners and more than 830 local hometown charities in 2024.

Environmental Action

• 970,000 pounds of recycled content used in floor mats alone, marking a continued push for sustainable manufacturing.
• 51 million pounds of vehicle parts remanufactured, contributing to 155,000 metric tons of CO₂ saved.
• 4.3 tons of food waste diverted from landfills through sustainable waste management practices at the company’s Camden headquarters.

Employee Engagement

• 162 mentors and mentees matched through the Ignite Mentoring Program, creating the largest cohort ever.
• 30% of Subaru team members voluntarily participated in Employee Resource Groups (ERGs), which are open to all employees and designed to build camaraderie and promote allyship.
• 1,236 employees activated LinkedIn Learning seats for ongoing skill development, completing a total of 4,377 hours of training.

Customer Satisfaction and Safety

• Ranked No. 1 brand overall* in the 2024 American Customer Satisfaction Index (ACSI) based on customer opinions of their Subaru ownership experience across categories including vehicle safety, product quality, perceived value, dependability, and more.
• 100% of 2024 model year vehicles sold in the U.S. are equipped with EyeSight® Driver Assist Technology, standardizing advanced safety features across Subaru’s lineup.
• 321,737 customers supported with MySubaru Connected Services, including Automatic Collision Notification, SOS Emergency Assistance, Enhanced Roadside Assistance, and Stolen Vehicle Recovery.

To learn more about Subaru’s Corporate Responsibility, visit www.subaru.com/about/corporate-responsibility.html.

*Tied with one other automaker in the mass-market segment.

About Subaru of America, Inc.
Subaru of America, Inc. (SOA) is an indirect wholly owned subsidiary of Subaru Corporation of Japan. Headquartered in Camden, N.J., the company markets and distributes Subaru vehicles, parts, and accessories through a network of about 640 retailers across the United States. All Subaru products are manufactured in zero-landfill plants, including Subaru of Indiana Automotive, Inc., the only U.S. automobile manufacturing plant designated a backyard wildlife habitat by the National Wildlife Federation. SOA is guided by the Subaru Love Promise®, which is the company’s vision to show love and respect to everyone and to support its communities and customers nationwide. Over the past 20 years, SOA and the SOA Foundation have donated more than $340 million to causes the Subaru family cares about, and its employees have logged over 115,000 volunteer hours. Subaru is dedicated to being More Than a Car Company® and to making the world a better place. For additional information, visit media.subaru.com. Follow us on Facebook, Instagram, LinkedIn, TikTok, and YouTube.

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Diane Anton
Subaru of America, Inc.
(856) 488-5093
danton@subaru.com

Adam Leiter 
Subaru of America, Inc. 
(856) 488-8668
aleiter@subaru.com

By Candace Higginbotham

Giving back has always been a priority for Monica Gross Lopez and she’s a committed, lifelong volunteer in her Kissimmee, Florida, community.

Lopez has worked with many organizations over the years, Give Kids the World Village, Second Harvest Food Bank of Central Florida and Hibiscus Children’s Center. But as a Digital Experience Researcher in Regions Bank’s Technology, Operations Digital and Data division, she always wanted to contribute in a more meaningful way, by sharing her professional knowledge and experience.

“I always knew there was a great need in nonprofits for technology expertise,” Lopez said. “Small community organizations don’t have the resources to staff IT departments and consultants can be very expensive. But I just didn’t know how to get started finding groups with these specific needs.”

That changed when she was connected with Apparo, a nonprofit that creates corporate- community partnerships to bring technology expertise and resources to organizations to amplify their impact.

Helping Nonprofits Help Others

Lopez and a group of fellow tech-minded, socially conscious Regions associates were connected with Apparo by Sumitha Natarajan, Data Products group manager at Regions who has launched several innovative volunteer programs within Technology, Operations Digital and Data division. The Regions team participates in Apparo’s Website UX Evaluation volunteer initiative, which works with nonprofits to ensure their website has clear messaging, is engaging, user friendly and effective at meeting their goals.

The group has completed two projects and is beginning a third. One especially meaningful client for Lopez is Claire’s Army, a Charlotte, North Carolina, nonprofit that supports local families fighting childhood cancer. The four associates gathered remotely, spending one lunch hour per week for four weeks discussing, assessing and providing feedback on the Claire’s Army site.

“A nonprofit’s website is a critical connection to the community,” Lopez said. “Potential clients, donors, volunteers and other key stakeholders access the site, and it needs to be a positive experience for every one of those groups. Our experienced Regions team was able to thoroughly assess their site and make recommendations for improvements.”

Besides the feeling of accomplishment and contributing to such a wonderful cause, Lopez said the work broadened her skills and provided additional tools that she can implement in her day-to-day work at Regions.

“I really love this program – it’s exactly what I was looking for,” Lopez said. “I’m actively recruiting my Regions coworkers to work on similar projects. It doesn’t take a lot of time and since it’s virtual, it’s a great opportunity for remote associates with good tech skills to give back and make a huge impact!”

Giving Back with Greater Impact

That’s exactly the reaction Leroy Abrahams and the Regions Community Engagement team was hoping for when they began developing Regions Skills in Service^®.

The program, which provides opportunities for bank associates to use their subject-matter expertise on a volunteer basis to assist nonprofits with addressing specific challenges or enhancing their capacity, is part of the Regions Making Life Better Institute^®.

“We began contemplating this idea several years ago as a way to enrich our community engagement strategy,” Abrahams said. “We thought, ‘what if we could combine our mission to create shared value, improve the quality of life for people in our communities and offer a rewarding developmental opportunity for our associates at the same time?’”

Abrahams explained that often nonprofits and local agencies do not have the time, resources, or staff to implement new technology, processes or strategic plans to improve their effectiveness. Without special donations or grants, their employees are sometimes forced to ‘make do’ with inefficient processes and an overworked staff. Regions associates have the expertise in many business disciplines to help these organizations improve and grow their impact on the communities we serve.

Personal and Professional Growth

Hinton Taylor, Strategic Planning Manager at Regions, was an early adopter and has provided strategic planning consultation for four Birmingham organizations: Vulcan Park & Museum, First Light, Kiwanis Club of Birmingham and most recently, Jones Valley Teaching Farm.

With the help of Taylor and a group of Regions strategy experts, the groups were able to take a step back from their day-to-day work and utilize some existing frameworks to analyze the marketplace, their areas of service and the fundraising landscape and make plans for their long-term future.

“The Regions team was an incredible partner in this work,” said Amanda Storey, executive director of Jones Valley Teaching Farm. “Hinton and team provided a space we could land to wrestle with our challenges and celebrate our successes. They helped move us forward each and every meeting with grace, commitment, and support. I am so grateful for their leadership.”

The benefit to the organization is clear, but Taylor was quick to note how fulfilling the work is for the team.

“It’s really eye-opening to get to know these organizations and the important services they’re providing to people in our community,” he said. “I’ve gained a new perspective about the needs around us, particularly in the areas of food insecurity and housing insecurity. Without assistance from these nonprofits, many children and families wouldn’t get their basic needs met. I’m proud to lend my job-based skills to ensure they can continue to executive their mission effectively.”

A Win-Win-Win

According to Janel Taylor, Learning Solutions senior manager at Regions, skills-based volunteering can also be enriching professionally.

Taylor experienced this first-hand when working with Birmingham Promise, an organization that provides tuition assistance, coaching and internship opportunities for graduates of Birmingham City Schools.

She and a team facilitated a leadership development workshop for Birmingham Promise managers. The workshop strengthened the leadership skills of the team and was later highlighted as a key to success in several business results. Taylor was also pleased that the experience provided a development opportunity for Regions Learning and Development associates.

“We were able to pull in team members who don’t do that kind of work regularly. Associates who don’t currently serve in leadership roles but are high performers were able to gain experience with content development, strategy and delivery,” Taylor said.

Lopez, Taylor and Taylor are just a sampling of Regions associates who have contributed their professional skills to community organizations. Several Regions leaders have generously given their time recently to provide technical assistance to community development financial institutions (CDFIs) that Regions has business relationships with. Dwight Julbert, head of Human Resources Operations; Katie Such, Regions Affordable Housing manager; and Treasury leaders Allen Mayer and Douglas Croker, among others, have provided beneficial advice and subject-matter expertise. Additional leaders have taken part in the annual Regions CDFI Convening, a program that brings executives from Regions and CDFIs together to share ideas and leverage relationships to better serve our communities.

Gina Sian, head of the Regions Making Life Better Institute, is excited about the future of the Regions Skills in Service program. “More and more associates and leaders across the bank’s footprint are expressing interest in this type of community engagement, and so many organizations need specialized support. I’m happy we can match up skills and opportunities to better serve our communities.

Associates from the Regions Corporate Marketing and Communications team have worked to develop grant applications and marketing plans for nonprofits in Georgia and Florida. And last year, a group of associates across the bank participated in a Regions Skills in Service project for the United Way of Central Alabama to research and make recommendations for increased annual participation and giving – especially among emerging professionals.

Finance leader Amanda Saint was honored on National Philanthropy Day last year for serving as volunteer interim finance director at Better Basics when the nonprofit was shorthanded.

All these associates recommend skills-based volunteering for anyone wanting to make a bigger impact in the community.

“Look at your day-to-day community involvement with your church, children’s activities or ongoing volunteer commitments,” said Janel Taylor. “When you’re assigned a role within your community, consider if there is something related to your work or your skills that can help the organization. See if you – or even your work team – can fill a gap and help make a real difference.”