Month: September 2025

Discover the journey of Las Vegas Sands. From its bold beginnings on the Las Vegas Strip to its transformation into a global leader in luxury hospitality and integrated resort development. This video traces the company’s milestones, visionary leadership, and its international expansion into Macao and Singapore with iconic properties like Marina Bay Sands and The Venetian Macao.

Since 2014, The Scotts Miracle-Gro Foundation has partnered with Restore America’s Estuaries (“RAE”), a national non-profit conservation organization dedicated to protecting and restoring bays and estuaries as essential resources for our nation. Through its grant with RAE, The Scotts Miracle-Gro Foundation also supports a number of subgrantees with shared conservation visions including Tampa Bay Watch, Galveston Bay Foundation, New Jersey League of Conservation Voters, and the Alliance for the Chesapeake Bay.

One of the ways RAE works with partners and communities to protect coastal areas and habitats susceptible to erosion and storm surges is by installing living shorelines. Unlike traditional hard structures such as seawalls which work against dynamic and natural forces, living shorelines use a blend of natural materials to reduce wave energy and filter runoff. This approach mimics and encourages natural coastal processes through the strategic placement of plants, stone, sand fill, and other structural and organic materials.

Employing natural materials helps maintain and grow vital beach and wetland areas, which are also crucial for healthy ecosystems and wildlife. Living shorelines offer protection from storms and tides by working with nature, preserving the beauty and ecological benefits of natural coastlines.

“The Scotts Miracle-Gro Foundation continues to demonstrate its dedication to a culture of stewardship within our interconnected waterways,” expressed Daniel Hayden, President and CEO of Restore America’s Estuaries. “RAE and our partners will continue in our joint endeavor of public education, community outreach, and restoring critical ecosystems.”

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About ScottsMiracle-Gro
With approximately $3.6 billion in sales, the Company is the world’s largest marketer of branded consumer products for lawn and garden care. The Company’s brands are among the most recognized in the industry. The Company’s Scotts®, Miracle-Gro®, and Ortho® brands are market-leading in their categories. The Company’s wholly-owned subsidiary, The Hawthorne Gardening Company, is a leading provider of nutrients, lighting, and other materials used in the indoor and hydroponic growing segment. For additional information, visit us at www.scottsmiraclegro.com.

Originally published on U.S. Bank company blog

For Heather Dirk at U.S. Bank, housing affordability — whether it’s a person’s first time purchasing a home or looking for a new home for a growing family — is always top of mind.

“There’s a lot to think about: down payments, mortgage payments, insurance,” said Dirk, a mortgage loan officer. “For some, the costs might make it seem like homeownership is out of reach, but there are pathways and support here at U.S. Bank and in your community to help you get there.”

That support can come in many forms, from the that provides down payment assistance and flexible credit requirements to community organizations like Tenants to Homeowners.

“Our goal is to keep housing affordable, which has been a challenge,” said Ashley Taylor, an assistant director at Tenants to Homeowners, which helps buyers and sellers. “Right now, we have 116 houses and 143 affordable rentals currently in trust, and we’re building more. However, costs have gone through the roof since the pandemic due to a shortage of materials, demand for subcontractors and more.”

Based in Lawrence, Kansas, Tenants to Homeowners is geared toward making housing permanently affordable in its community. Founded in 1992 as a community housing development organization and transformed into a community land trust in 2005, the organization builds and stewards affordable homes.

Using grants, it is able to build both rental units and homes for purchase. The homes the organization sells are offered at prices below market value to low- to moderate-income buyers as defined by the U.S. Department of Housing and Urban Development.

When a homeowner is ready to sell the property, Tenants to Homeowners finds another income-eligible buyer and stewards the resale of the home at an affordable price that gives the seller a fair return on their investment and ensures it is still affordable for the new buyer. Through this approach, community land trusts aim to balance an individual’s need to build wealth and a community’s need to have a stock of affordable starter homes.

Right now, Tenants to Homeowners has 13 projects in progress, including rentals and homes for sale. As those homes are being built, Taylor is focused on helping individuals and families prepare for homeownership.

“For some, the costs might make it seem like homeownership is out of reach, but there are pathways and support here at U.S. Bank and in your community to help you get there.”

– Heather Dirk, U.S. Bank mortgage loan officer

“I do a phone interview, go over all the high points on how it works and gather general information about them from their credit score to how many people are in their household,” Taylor said. “If they qualify for the program, they must attend a homebuyer workshop. I do five a year and do tailored workshops for free, so grants like the one from the U.S. Bank Foundation allow me the time and ability to reach out to all of these people.”

The grants from the U.S. Bank Foundation totaled $65,000 over the past two years and support financial education for future homebuyers as well as its staff.

For buyers, Taylor’s workshops cover a variety of topics, including what lenders look for, what relationships homebuyers need and how a credit score is determined.

“There was no education like this when I first bought my home,” Taylor said. “There’s so little education about buying a home when it’s literally the most expensive thing you are going to buy. I help them get a better idea what they need to do, understand what they’re comfortable with and where there might be down payment assistance or other programs such as those that can help them repair or build credit.”

For Kristen Polchinski, a community affairs manager at U.S. Bank, supporting organizations like Tenants to Homeowners helps create opportunities for long-term wealth building.

“Owning a home is a powerful wealth builder, but not everyone is in a place to purchase,” Polchinski said. “Organizations like Tenants to Homeowners, as well as our own bankers who provide financial education across the country, are dream makers — helping people become mortgage-ready and finding a path forward that works for them and their goals.”

Taylor said she continues to look to the future, creating a brochure of local resources as well as undergoing additional training to prepare homeowners who are now in their 70s with estate planning preparedness and providing financial education for the next generation of homeowners.

“I really love what I do,” she said, adding that 40% of the Lawrence population is eligible for the program based on the most recent U.S. Census. “I sold real estate on the open market for eight years and have a degree in social work. This brings that all together.”

U.S. Bank mortgage professionals support the homebuying to homeownership journey:

1. Working with a U.S. Bank mortgage loan originator to understand what you can afford and what your borrowing options are, including any down payment assistance programs you may qualify for.
2. Get pre-approved for a mortgage to begin your home search.
3. Once you are in your home, your dedicated U.S. Bank mortgage loan originator can help you understand options to access your home’s equity or refinance.

Bob Herr| Director of Corporate Governance

Ryan Oden| Co–Portfolio Manager and Senior Research Analyst—US Growth Equities

Our research suggests that firms with sound executive pay practices yield healthier returns.

Executive compensation plans are a useful tool for aligning the interests of management with those of shareholders. But we find that for pharmaceutical and biotechnology firms in particular, good incentives are critical. Our research points to better long-term investment outcomes for healthcare companies with better compensation practices.

Proxy Vote Prognosis 

Every proxy season, companies across most markets slate their executive pay packages for shareholder approval. We leverage these votes as a tool to formally express our compensation philosophy. When we determine that a company’s pay structure fails to appropriately incentivize executives, we vote against it—something we’ve historically done more often than not in the healthcare sector.

We’ve found that an AB-approved compensation package has been a leading indicator of outperformance for healthcare companies globally. Since 2016, companies with compensation practices we approved of have posted higher average returns the following calendar year versus those we opposed (Display).

Active Ingredients for Good Incentives

Having engaged* with hundreds of healthcare firms on compensation design, we’ve identified three core signs of an effective pay program.

1. Equity Alignment: When the company does well, management should do well, and vice versa. For this reason, we keep a close eye on the equity/cash mix of executive pay packages, as well as the length of vesting periods, the robustness of share-ownership guidelines and the presence of clawback provisions. When it comes to managing a long-term pipeline, there’s no replacement for long-term skin in the game.
2. Profitable Innovation: Performance-based awards work best when linked to financial and strategic goals geared toward efficiency and innovation. This might include metrics such as operating profit and return on invested capital. For some businesses, research-and-development milestones such as patents or regulatory approvals may also be useful metrics. We prefer goals that reward executives for pursuing long-term value instead of short-term share price hurdles.
3. Value Add: Ultimately, we prefer healthcare companies that add value for customers, shareholders and the healthcare system as a whole—with pay packages structured accordingly. This may mean linking pay to goals that capture patient outcomes, cost of care and access to medicine.

A Tough Pill to Swallow: Bad Incentives Persist

Unfortunately, poorly designed pay plans remain a problem across pharma and biotech—from early-stage initial public offerings (IPOs) to well-established players.

For example, many large pharmaceutical companies directly adjust litigation and compliance expenses out of executive compensation calculations. This can result in generous bonuses even in years when stakeholders are adversely affected by legal settlements and penalties that detract from financial performance. Companies may attempt to characterize litigation expenses as legacy concerns, since the alleged damages occurred in the past—or as one-offs, despite multiple occurrences.

We think investors should be particularly wary of these tactics when practiced by firms with recurring product quality and safety issues. Our view on this is simple. If executives can be rewarded for selling legacy products, then they should also be accountable for managing the legal risks.

IPOs, too, may distort incentives. New research from Yale Law School reveals that early-stage biotech firms frequently partake in a practice called pre-IPO option discounting. This involves awarding options to insiders shortly before an IPO, with an exercise price well below the expected IPO price. This risky practice can create an immediate windfall for insiders without any meaningful performance conditions or approval from public investors.

In a sample of more than 100 newly public biotech companies, researchers found that more than two-thirds of these firms awarded discounted options to insiders. On average, recipients enjoyed a discount of 48% off the IPO price.

Of course, there must be incentives to develop new therapies, and we’re in favor of well-structured option grants. But we think pre-IPO option discounting warrants closer scrutiny from investors, as it may create a day-one jackpot for executives and dilution down the road for public investors, regardless of the company’s contribution to the healthcare system.

Compensation as an Investment Consideration

Assessing a company’s executive compensation structure is only one component of fundamental analysis, but in the case of healthcare investing, it has material implications. Healthcare executives effective in improving health outcomes deserve to be rewarded for their leadership, but it’s up to investors to verify.

Active managers can help weed out companies that favor insiders over investors, while prioritizing firms with shareholder-friendly pay practices. Over time, we believe that companies with good incentives will deliver better long-term outcomes for patients and investors alike.

Landon Shea, Associate—Responsible Investing, was instrumental in the research supporting this blog.

*AB engages issuers where it believes the engagement is in the best interest of its clients.

The views expressed herein do not constitute research, investment advice or trade recommendations, and do not necessarily represent the views of all AB portfolio-management teams, and are subject to change over time.

Learn more about AB’s approach to responsibility here.

Originally published on PSEG NewsRoom

The energy industry is changing and so is the workforce needed to support it. In fact, The Center for Energy Workforce Development forecasts that, with the rapid growth of the U.S. energy sector, 32 million new hires will be needed over the next ten years. In addition, the U.S. Bureau of Labor Statistics reports that over the same period, more than half a million skilled trades workers are expected to retire, making the demand for workers in skilled trades greater than ever.

At PSEG – the parent company of PSE&G, New Jersey’s largest utility – we’re meeting that opportunity head-on. Within the last two years, PSEG hired roughly 150 skilled trade workers annually. In the next five years, we intend to hire approximately 900 more.

“As a company, we are deeply invested in building the next generation of talent,” said Steven Fleischer, executive director – HR. “That’s why we’ve partnered with technical schools across New Jersey to provide students with early exposure to meaningful, hands-on careers in the energy industry – no four-year degree required.”

This spring, nearly 75 students at Passaic County Technical Institute participated in a career-focused PSEG Day event, complete with utility fieldwork simulations, hands-on demonstrations and real-time interviews with PSE&G representatives. By the end of the day, several students walked away with on-the-spot job offers.

In June, we also donated a retired PSE&G 2013 Freightliner M2106 aerial truck to Mercer County Technical Schools – Assunpink Center to serve as a real-world training platform. Starting this fall, our employees will lead guest lectures on campus and offer direct insight, helping students gain practical skills and confidence to pursue high-demand careers across the industry.

And we’re not stopping there. This fall, Passaic County Technical Institute and Mercer County Technical Schools will launch a new co-op program with PSEG, giving students even more hands-on experience and structured support as they explore careers in the skilled trades.

“These efforts are part of our ongoing work to bridge the gap between classroom learning and career readiness. Whether it’s through job shadowing, apprenticeships or workforce education, we’re focused on creating more on-ramps into the energy industry while supporting students, schools and the communities we serve,” Steve added.

Originally published on Jalopnik.com

To Subaru, dogs are more than just props in ads; the brand has donated over $60 million to pet-focused organizations and supported over half a million animals through rescue, adoption, and veterinary care. Besides being the largest corporate donor to the ASPCA, Subaru actively engages in local pet communities, with its retailers hosting pet adoption and microchipping events to help pets find homes.

Building a product that works for pups

Subaru also builds vehicles that are well-suited for pet transportation. Whether you’re considering the new Subaru Forester Hybrid, which gets 35 MPG, or the subcompact Subaru Crosstrek, which offers a lot of capability in a small package, Subaru models offer thoughtful pet-friendly accessories.

Click here to read more on Jalopnik.com

Electric vehicles (EVs) are an essential part of the clean energy transition. Through collaboration and advanced chemistry, we are helping accelerate the transition to EVs by contributing to more sustainable lithium-ion battery (LiB) manufacturing, longer driving ranges, and a reduced manufacturing footprint. LiBs have the potential to revolutionize the way we power EVs, but LiB manufacturers still have challenges to overcome existing manufacturing processes.¹ These include:

• Decreasing LiB production cost to promote consumer adoption of EVs.
• Enhancing overall performance metrics to accelerate charging rates, extend driving range, and improve LiB power density.
• Manufacturing LiB components such as electrodes sustainably.

In 2024, we opened our Chemours Battery Innovation Center (CBIC), a state-of-the-art laboratory facility located at Chemours Discovery Hub in Newark, Delaware. The CBIC represents a multimillion-dollar investment to test and scale next generation battery technologies to enable more sustainable, cost-effective, energy-efficient, and high-performing batteries. The facility serves as a technical support lab for partners and customers to collaborate with Chemours’ engineers to iterate, pilot, and adopt novel approaches to fabricate cost-effective LiBs.

Advanced materials, such as our advanced fluoropolymer binders, are helping transform battery production by enabling dry, solvent-free battery electrode manufacturing that can contribute to more cost-effective and energy-efficient vehicles.

Today, most commercial lithium-ion battery electrodes are produced using a wet, slurry-based fabrication process that can involve the use of N-methyl-2-pyrrolidone (NMP), which is hazardous to human health and environment. Drying and solvent recovery systems also involve expensive and large machines, which consume a lot of energy during operation.

Moving to a dry electrode coating process using our advanced fluoropolymer binders eliminates the need for solvents and costly, energy-intensive drying and solvent recovery systems, making battery production more cost-effective and sustainable. Research² has demonstrated:

• Energy consumption is reduced by approximately 47% and the LiB cell manufacturing cost is reduced by 20%.
• The manufacturing footprint is reduced by 75%.
• NMP emissions to the environment are avoided from solvent handling and evaporation steps.

In addition, dry coating technology also has the potential to enable higher energy density batteries, which could improve driving range.

Helping Scale Battery Innovations

Adopting dry electrode coating has clear benefits for the environment, manufacturing processes and cost efficiencies. Yet, the full benefits of this emerging technology are still being realized. For example, research into new battery technology such as energy-dense solid-state batteries (SSB) indicate dry electrode coating can be key to bringing SSB manufacturing to scale.³ As ongoing innovation in manufacturing and materials chemistry are inspiring battery innovations, Chemours advanced fluoropolymer binders are helping contribute to the adoption and scaling of more cost-effective, sustainable, high-performing solutions.

Learn more about how Chemours’ chemistry drives innovation in our latest sustainability report.

^{1 The Advantages of Dry Electrode Coating in Lithium Ion Battery Production: chemours-autoxev-drybinder-wp-final.pdf} 

^{2 11Liu, Y.; Zhang, R.; Wang, J.; Wang, Y. Current and Future Lithium-Ion Battery Manufacturing. iScience 2021, 24 (4), 102332. https://doi.org/10.1016/j.isci.2021.102332}

^{3 Kong, L.; Wang, L.; Zhu, J.; Bian, J.; Xia, W.; Zhao, R.; Lin, H.; Zhao, Y. Configuring Solid State Batteries to Power Electric Vehicles: A Deliberation on Technology, Chemistry and Energy. Chemical Communications 2021, 57 (94), 12587–12594.}

This story was originally published on the Truist Newsroom.

At Truist, innovation isn’t just a buzzword—it’s a mindset. And that mindset was on full display during a recent summit hosted as part of the Truist Immersive Learning Program, which brought together teammates from across the enterprise to explore the future of banking, technology, and client experience.

The session was more than a workshop; it was a hands-on, minds-on journey into the heart of Truist’s innovation strategy. Participants didn’t just learn about emerging technologies and design thinking—they lived it. Through interactive simulations, collaborative problem-solving, and real-time feedback, teammates were challenged to think differently, act boldly, and reimagine what’s possible for our clients and communities.

This immersive experience welcomed a dynamic group of students from UNC Charlotte, who brought fresh perspectives and energy to the table. Their participation not only enriched the dialogue but also underscored Truist’s commitment to nurturing the next generation of innovators and community leaders.

This initiative drew support from a diverse group of local companies across the energy, healthcare, and arts and recreation industries who participated as sponsors and mentors. Their involvement brought real-world complexity to the learning experience and demonstrated the power of public-private collaboration in shaping the future of innovation in Charlotte and beyond.

The Truist Immersive Learning Program—created by the Truist Digital, Client Experience and Marketing team in partnership with Enterprise Technology—is designed to foster a culture of curiosity, creativity and ongoing improvement. Participants work together during immersive events to tackle real-world business challenges using Truist’s rapid innovation process, while participants gain insights into the latest tools, technologies, and strategies for career development.

The student-based events open doors for networking and learning about a broad range of industries. By empowering teammates and future talent with practical skills and an innovation-focused mindset, Truist is making a strategic investment in its greatest resource: people.

At Truist, we believe innovation starts with people. By investing in immersive learning, we’re not only preparing our teammates—and our communities—for what’s next, we’re empowering them to shape it,” said Sherry Graziano, head of digital, client experience, and marketing, for Truist. “Because when we learn together, we grow together. And when we grow together, we build better lives and communities.

The event also highlighted the power of cross-functional collaboration as teammates from business and technology came together to tackle challenges, share diverse perspectives, and co-create solutions that reflect the full spectrum of Truist’s expertise.

Embracing AI: Learning to Lead in the Digital Future

As part of Truist’s broader innovation strategy, the immersive learning experience also introduced teammates and student participants to the transformative potential of artificial intelligence. Through AI-focused simulations, real-world use cases, and collaborative design challenges, participants explored how emerging technologies like generative AI and machine learning are reshaping financial services.

This hands-on exposure was more than theoretical. It was practical, purposeful and deeply human-centered. Whether prototyping AI-driven client solutions or debating the ethics of automation, participants gained a clearer understanding of how to harness AI responsibly and creatively.

The program’s impact is already evident. Participants returned to their teams energized, equipped with fresh ideas, and a common approach to driving change. With seven real-world use cases from four companies plus Truist, the event accelerated the development of practical prototypes. As more immersive learning experiences roll out, this momentum promises to grow even stronger.

If you’re interested in learning more about these immersive experiences or how to get involved, reach out to Eric.Fender@Truist.com for further information.

 

First Supplier Invited to Quarterly Sustainability Session

DP World recently showcased its sustainability best practices at the Mondelez WACAM (West Andean, Central America, and Caribbean) Sustainability Meet — a quarterly gathering of Mondelez’s senior logistics leadership, including warehousing and transportation executives. Typically reserved for internal discussions, the virtual event (held via Microsoft Teams) marked the first time a business partner had been invited to present, underscoring DP World’s role as a benchmark for sustainability in the region.

Focus on CO₂ Emissions and Carbon Footprints

This quarter’s theme centered on CO₂ emissions and carbon footprint reduction. Mondelez leaders were particularly interested in learning about DP World’s emissions metrics and the solutions being implemented across the WACAM region. Carmen Guerrero, Sustainability Senior Manager for the Dominican Republic, represented DP World and shared how the company is advancing sustainable operations while enabling resilient supply chains. 

Regional Best Practices in Action

Drawing from initiatives in Peru, Brazil, Ecuador, Chile, and the Dominican Republic, DP World highlighted progress under its global sustainability strategy, “Our World, Our Future:”

• Peru: Adoption of hybrid and electric cranes, 100% renewable energy usage, and support for digital classrooms in local schools.
• Chile: Pre-university education programs for employees’ children and technical training for port operation students.
• Brazil: Achievement of zero waste to landfill and adoption of ethanol-based fuels.
• Ecuador: Clean energy initiatives, extensive mangrove reforestation, and youth technical training programs.
• Dominican Republic: Utilization of electric cranes, deployment of 12 electric ITV vehicles, 2-megawatt solar energy capacity, and steps toward low-carbon operations.

Tools and Initiatives Driving Impact

Beyond site-level projects, DP World also highlighted innovative tools such as its carbon emissions calculator and regional training programs for women in operational roles, alongside a notable ocean conservation project involving the reforestation of over 100 hectares of mangroves in Ecuador.

Strengthening Client Partnerships Through Sustainability

DP World’s participation demonstrates how collaboration with customers goes beyond logistics – it’s about sharing knowledge, benchmarking, and co-creating pathways to a more sustainable future. By becoming the first external company to join Mondelez’s WACAM Sustainability Meet, DP World reaffirmed that sustainability is not just a corporate value, but a shared priority with its clients and partners.

Please visit the DP World website to learn more about our global sustainability strategy.