Author: sHq_LoGiNz

CLEVELAND, July 17, 2025 /3BL/—KeyBank Community Development Lending and Investment (CDLI) has appointed Jon Burckin to senior business development banker on the equity distribution team. He is based in the firm’s New York City office and reports to Stacie Nekus, team leader for the Equity Growth Initiative within CDLI. In this role, Burckin is responsible for raising capital and bringing in new investors for CDLI’s affordable housing equity syndication platform across the United States.

Burckin brings more than 25 years of experience in capital markets, focusing primarily on real estate, structured finance, and impact investing to KeyBank. With extensive experience in capital deployment across all sides of the capital structure, he has specialized in federal and state tax credit programs. Most recently, Jon served as a managing director of Real Estate Capital Markets at Regions Bank, where he led the low-income housing tax credit (LIHTC) equity distribution team toward consistent and profitable growth while establishing long-term client relationships.

Burckin began his career in commercial real estate lending and global risk management at Scotia Capital He earned his MBA from Cornell University and a BA degree in Economics from UC San Diego.

About KeyBank Community Development Lending and Investment

KeyBank Community Development Lending and Investment (CDLI) finances projects that stabilize and revitalize communities across all 50 states. As one of the top affordable housing capital providers in the country, KeyBank’s platform brings together construction, acquisition, bridge-to-re-syndication, and preservation loans, as well as lines of credit, Agency and HUD permanent mortgage executions, and equity investments for low-income housing projects, especially Low-Income Housing Tax Credit (LIHTC) financing. KeyBank has earned 11 consecutive “Outstanding” ratings on the Community Reinvestment Act exam, from the Office of the Comptroller of the Currency, making it the first U.S. national bank among the 25 largest to do so since the Act’s passage in 1977.

About KeyCorp

In 2025, KeyCorp (Key) celebrates its bicentennial, marking 200 years of service to clients and communities from Maine to Alaska. To learn more, visit KeyBank Heritage Center. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $189 billion at March 31, 2025.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

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With nearly 40% of carbon emissions coming from the built environment, the construction industry is building and renovating more and more sustainably. With innovative solutions and new construction methods, we have a whole new vocabulary that this podcast is going to decipher for you!

There’s no doubt about it: cities are mineral, and therefore sparsely planted. The consequence? They store more heat than the surrounding countryside, creating “urban heat islands”. But there are ways to avoid them, and make our cities more pleasant to live in despite rising temperatures. Here are some examples in this latest episode.

Listen here U…for Urban Heat Island, a Saint-Gobain Podcast

About Saint-Gobain

Worldwide leader in light and sustainable construction, Saint-Gobain designs, manufactures and distributes materials and services for the construction and industrial markets. Its integrated solutions for the renovation of public and private buildings, light construction and the decarbonization of construction and industry are developed through a continuous innovation process and provide sustainability and performance. The Group, celebrating its 360th anniversary in 2025, remains more committed than ever to its purpose “MAKING THE WORLD A BETTER HOME”.

€46.6 billion in sales in 2024
More than 161,000 employees, locations in 80 countries
Committed to achieving net zero carbon emissions by 2050

PITTBURGH, July 17, 2025 /3BL/ — Wesco, a leading provider of business-to-business distribution, logistics services and supply chain solutions, is honored to again be recognized as a “Best Place to Work for Disability Inclusion,” earning a top score on the 2025 Disability Equality Index®. This marks Wesco’s second consecutive year receiving this distinction. In 2025, the Index recognized Wesco with top scores in the United States, Canada and the United Kingdom, reflecting Wesco’s global commitment to building an inclusive, accessible and equitable workplace.

“At Wesco, we are dedicated to fostering a culture where every individual feels valued and empowered,” says John Engel, Chairman, President and CEO. “Being recognized as a Best Place to Work for Disability Inclusion is not only a tremendous honor, but also a testament to our culture of inclusion.”

The Disability Index evaluates companies across six key categories: culture and leadership, enterprise-wide access, employment practices, community engagement, supplier inclusion and responsible procurement. A score of 100 indicates that a company is exceeding industry standards in creating an inclusive, accessible and equitable environment for people with disabilities.

Launched in 2015, the Disability Index has become the world’s most comprehensive benchmarking tool for companies to measure disability workplace inclusion inside their organization. The tool has now expanded to include benchmarking for companies in eight markets, reflecting its global impact and relevance in today’s rapidly changing business environment.

At the heart of Wesco’s disability progress is its ABLE Business Resource Group (BRG), which is dedicated to fostering awareness, allyship and inclusion for people with disabilities. Open to all employees, ABLE’s mission is to promote an inclusive environment and support networks that understand and address the challenges employees with disabilities face. The group works to remove barriers in the workplace, provide meaningful and equal opportunities for recruitment and career development, and advocate for and educate on behalf of employees with disabilities. Through these efforts, ABLE helps shape a culture of belonging and accessibility across Wesco.

Learn more about Wesco’s commitment to inclusion and diversity.

Media Contact
Jennifer Sniderman
Vice President, Corporate Communications 
717.579.6603

About Wesco
Wesco International (NYSE: WCC) builds, connects, powers and protects the world. Headquartered in Pittsburgh, Pennsylvania, Wesco is a FORTUNE 500® company with approximately $22 billion in annual sales in 2024 and a leading provider of business-to-business distribution, logistics services and supply chain solutions. Wesco offers a best-in-class product and services portfolio of Electrical and Electronic Solutions, Communications and Security Solutions, and Utility and Broadband Solutions. The Company employs approximately 20,000 people, partners with the industry’s premier suppliers, and serves thousands of customers around the world. With millions of products, end-to-end supply chain services, and leading digital capabilities, Wesco provides innovative solutions to meet customer needs across commercial and industrial businesses, contractors, educational institutions, government agencies, technology companies, telecommunications providers, and utilities. Wesco operates more than 700 sites, including distribution centers, fulfillment centers, and sales offices in approximately 50 countries, providing a local presence for customers and a global network to serve multi-location businesses and global corporations.

About The Disability Index
The Disability Index® is the leading independent, third-party resource for the annual, confidential benchmarking of disability inclusion policies and programs in business. Now trusted by over 70% of the Fortune 100 and nearly half of the Fortune 500, the tool helps companies determine data-driven actions that can achieve tangible business impact. For 2025, participation and scored benchmarks are open to companies operating in Brazil, Canada, Germany, India, Japan, the Philippines, The United States and the United Kingdom.

About Disability:IN
Disability:IN is the leading nonprofit resource for business disability inclusion worldwide. With the world’s leading companies as partners, Disability:IN drives progress through initiatives, tools, and expertise that deliver long-term business impact. Are You IN?

Authored by Baker Tilly’s Darren R. Jones, Mark Scallon, Kristen Godsoe

Life sciences organizations continue to operate within a fast-changing environment defined by evolving capital markets, regulatory scrutiny, innovation in drug development, and shifting expectations around compliance and transparency. Current events, including pricing litigation, PBM reform, and global trade developments, are further reshaping strategic priorities. Life science industry trends such as cross-functional coordination, data-informed decision-making, and adaptability have become essential in shaping the future of the sector.

Funding the future: Navigating capital in a competitive market

Capital markets remain a key driver of momentum in life sciences. Despite an uncertain economic outlook, investors are actively rewarding organizations with strong science, validated technologies and clear commercial strategies. Mature clinical-stage companies, particularly those in areas like oncology, gene therapy and rare diseases, are receiving more attention than pre-clinical ventures.

Access to capital is becoming increasingly dependent on business fundamentals. Life sciences organizations must present clear paths to profitability, demonstrate disciplined financial management and offer evidence of return on investment. To stand out in a competitive funding environment, many companies are aligning research and development efforts with market demand, strengthening the predictability of development timelines and establishing the operational foundations needed to support sustainable growth.

Embedding compliance into everyday strategy

Regulatory agencies are adopting a more assertive stance, particularly in addressing misconduct around speaker programs, kickbacks and promotional activities. Recent enforcement actions have focused on companies using luxury venues, offering excessive hospitality or repeating educational programs with minimal scientific value. These cases highlight the continued need for vigilance in healthcare professional (HCP) engagement and promotional integrity.

Updates to guidelines such as the Foreign Corrupt Practices Act (FCPA) reflect a shift toward targeting systemic corruption, transnational cartels and conduct that may impact national interests. The Department of Justice (DOJ) and Securities and Exchange Commission (SEC) have also signaled renewed enforcement vigor, with a recent settlement involving a major pharmaceutical company reinforcing expectations around proactive internal controls, third-party due diligence and self-reporting. For multinational companies, the takeaway is clear: compliance must be embedded throughout global operations, not just within U.S. borders.

Importantly, compliance in life sciences is increasingly viewed as an advisory function. Organizations are beginning to integrate compliance earlier in the product lifecycle, allowing for more strategic oversight and helping to prevent risk rather than reacting to it. This shift marks a growing appreciation for the value compliance brings to cross-functional decision-making.

Drug pricing and market access challenges

Drug pricing remains highly scrutinized with increasing complexity. While gross-to-net (GTN) calculations continue to challenge financial teams, attention is shifting upstream to broader issues of affordability and transparency. Programs such as 340B and ongoing pharmacy benefit manager (PBM) reform efforts are driving manufacturers to reexamine pricing structures and rebate models.

PBM reform has gained broad legislative support through proposals such as the Lower Costs More Transparency Act and the PBM Reform Act. These bills aim to eliminate spread pricing and require greater disclosure of rebates and fees. The Federal Trade Commission is also investigating the largest PBMs for practices that may reduce market competition or limit patient access.

At the same time, the 340B program is facing renewed legal challenges. Some manufacturers are seeking to shift from point-of-sale discounts to rebate models, arguing that doing so would improve transparency and prevent misuse. Regulators have expressed concerns about delaying financial relief for covered entities and disrupting program integrity. The resolution of these disputes could have lasting implications for policy enforcement and manufacturer compliance.

Policymakers are also considering international reference pricing through most favored nation proposals, which would link U.S. drug prices to those in other developed countries. Although politically sensitive, these efforts reflect continued concern over global pricing disparities. Trade policy is another emerging factor, as tariff uncertainty and international disruptions are prompting companies to reevaluate supply chain risk and pricing strategy.

To respond to this evolving environment, many organizations are adopting data-driven pricing frameworks supported by automation and analytics. These tools help improve visibility and compliance while supporting more agile and informed decision-making.

The rise of gene and cell therapies adds a new layer of complexity. These treatments offer long-term or curative outcomes, but existing reimbursement models often do not account for their extended value. With patients frequently changing insurance plans, payers may be reluctant to invest in therapies with delayed savings. As adoption increases, manufacturers and payers will need to develop innovative financing models that balance scientific advancement with practical affordability.

Shifting dynamics in external funding and industry stewardship

With public funding often constrained, many life sciences organizations are stepping into new roles as funders or collaborators in the broader health ecosystem. Philanthropic initiatives, non-dilutive grants and public-private partnerships are gaining traction as alternatives or supplements to venture capital and traditional equity funding.

This shift reflects a broader call for life sciences industry stewardship. Life sciences companies are expected not only to innovate but also to contribute meaningfully to healthcare outcomes. Engaging in external funding efforts helps build public trust, enhances corporate reputation and supports long-term alignment with patient and societal needs.

To participate effectively, companies must clearly articulate their value, demonstrate measurable impact and collaborate with a range of stakeholders from government to academia to nonprofit organizations.

Artificial intelligence in action

Artificial intelligence (AI) plays a growing role in shaping life sciences strategy, from drug discovery to HCP engagement. Yet organizations must carefully differentiate between true AI innovation and inflated expectations. The most impactful uses of AI today include automating repetitive processes, uncovering new therapeutic targets and improving decision-making through advanced analytics.

When integrated with compliance, due diligence and financial oversight, AI has the potential to streamline key business processes such as contracting, payment workflows and cross-border tax compliance. Embedding controls within AI-enabled systems ensures that speed does not come at the expense of regulatory compliance.

AI is also transforming how organizations evaluate key opinion leaders (KOLs) and optimize engagement. Companies are leveraging data to assign tiers, determine fair market value, and assess the impact of KOL interactions on commercial success.

Enterprise risk management as a strategic driver

Enterprise risk management (ERM) is becoming a critical element of strategic planning across the industry. ERM involves identifying, assessing and mitigating risks across areas such as compliance, finance, operations and environmental impact. A well-structured ERM program enables organizations to anticipate obstacles and make informed decisions that support resilience and growth.

Today’s leading companies use tools like risk scenario modeling, real-time monitoring dashboards and maturity diagnostics to align risk appetite with strategic objectives. These insights support board-level reporting, facilitate cross-functional accountability and ensure that risk mitigation efforts are consistent and measurable.

ERM is no longer just a back-office function. It is becoming integral to organizational planning, helping life sciences leaders not only respond to disruption but also uncover competitive advantage in uncertainty.

The future of life sciences starts with integration

Companies face challenges across capital markets, compliance enforcement, drug pricing and funding constraints, yet the opportunities to innovate and lead are equally powerful. What sets resilient organizations apart is their ability to integrate strategy across functions, embed risk and compliance into everyday decision-making and adapt quickly to market changes.

In this evolving landscape, success depends on the ability to balance innovation with accountability, speed with discipline, and financial goals with patient-centric outcomes. Organizations that rise to meet this challenge will not only weather the uncertainty ahead but define the next era of life sciences leadership.

Connect with a Baker Tilly specialist to learn more.

Originally published on https://newsroom.marykay.com/

In July, Mary Kay Inc. announced it has been recognized by Forbes for the second year in a row, clinching #9 on the 2025 Best Brands for Social Impact list and being the only beauty brand, and the only direct selling brand recognized in the Top 10.

To produce the third-annual Social Impact list, Forbes partnered with data insights company HundredX, which surveys consumers on their perceptions of a brand’s values, social stances, sustainability, and community support. The final list of 300 relied on more than 4.4 million consumer ratings across 3,900 brands. 

The coveted award aligns with Mary Kay’s Pink Changing Lives® strategy, the multi-faceted giving platform that stands at the heart of everything the Company does to empower women around the globe. During the interview with Forbes, Mary Kay’s Chief Brand and Scientific Officer Dr. Lucy Gildea shared the many ways the Company supports women’s causes and explains how Mary Kay continues to pave the way for women to lead and succeed. 

FORBES: What makes Mary Kay customers love Mary Kay?

Lucy Gildea: Mary Kay was founded on a dream to enrich women’s lives around the world with a product portfolio rooted in science and a corporate mission focused on empowering women and protecting our natural resources. Sixty plus years later, I am confident this is a winning formula to meet global consumer needs while taking care of our most precious resources – people and our planet. As part of my role as Mary Kay’s Chief Brand and Scientific Officer, it is my job to captivate our current customers and Independent Beauty Consultants and invite a new generation to fall in love with our brand. 

FORBES: What sort of initiatives has Mary Kay led in social impact and sustainability from 2024 until now to make customers love the brand?

Lucy Gildea: Sustainability – broadly encompassing economic, environmental, and social aspects—is deeply rooted in the Mary Kay story and has been integral to our company culture for over 60 years.

In 1963, Mary Kay Ash created her iconic company on the premise of providing entrepreneurial and leadership opportunities to all women. This still holds true today – 60% of the executive team are female. The company is equally committed to fueling the futures of women in the workplace; 62% of its global R&D team and 81% of its Global Brand Marketing and Creative Studio team are women.

More examples from Dr. Lucy Gildea regarding Mary Kay’s commitment to social impact and sustainability:

• Mary Kay champions the next generation of female STEM leaders, awarding nearly 40 grants to young women pursuing their STEM dreams around the world.
• With a focus on empowering women, advancing cancer research and ending domestic violence, Mary Kay has invested over $230 million in global charitable programs and partnerships impacting the lives of millions of women.
• Mary Kay’s commitment to sustainability is evident across every aspect of its operations, from reducing water usage in its global manufacturing facilities to a 38-year partnership with The Nature Conservancy to protect and conserve the wetlands in the Gulf of Mexico, and global projects to restore coral reefs and improve ocean biodiversity.
• The company also plays a significant role in protecting biodiversity, using sustainable paper sources for packaging, and partnering with the Arbor Day Foundation to plant over 1.4 million trees globally.
• Mary Kay is dedicated to responsible ingredient sourcing, with 80% of its shea butter and 93% of its palm oil certified, while prioritizing recyclable and biodegradable materials in its packaging.

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About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

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BONN, Germany, July 17, 2025 /3BL/ – Participation in trainings facilitated by Fairtrade for cocoa farmers in West Africa on human rights and environmental due diligence, deforestation, traceability and transparency, and management of small-scale farming organizations increased by 6% in 2024. Trainings hosted across Côte d’Ivoire (CDI), Ghana, and Sierra Leone garnered 51,891 total participants – up from 48,876 in 2023. About 20% of participants were women.

To help display this data, Fairtrade launched two new, interactive dashboards.

The first showcases data on Fairtrade’s West Africa Cocoa Program (WACP) , tracking impact from 2021 to the latest results from 2024. This dashboard enables small-scale farming organizations, traders, retailers and everyday people to easily access four years’ worth of findings and compare across previous years.

Results from the 2024 analysis of the program’s impact show that small-scale farming organizations have the management skills needed to act as resilient and effective business partners to the chocolate sector and have made progress regarding internal management systems and business strategies.

• 100% of organizations have an internal management system and an approved business strategy or plan
• More than half said Fairtrade trainings were the reason why there were significant improvements in organization management
• 96% of organizations in CDI and 100% of organizations in Ghana and Sierra Leone said that they were satisfied with the quality of Fairtrade’s training

The data in WACP’s monitoring report dashboard, collected through interviews with small-scale farming organization management, also showed that small-scale farming organizations took concrete actions to support income diversification and/or food security. For example, all organizations interviewed in Ghana said they supported their member farmers with income diversification activities, such as off-farm economic and household security activities, including the production of food and cash crops.

The second dashboard houses the latest information available on Fairtrade cocoa. It includes details about production, sales, and key benefits, such as the Fairtrade Premium and how it is used by farmers. This is the third product-focused dashboard created by Fairtrade. Others include the banana dashboard (2023) and the coffee dashboard (2025).

The new dashboards are part of a portfolio of digital tools to assist Fairtrade’s stakeholders, which also include the Fairtrade Impact Map (2024) and the Fairtrade Risk Map (2023).

The Fairtrade Impact Map displays data and information on more than 100 Fairtrade projects and commissioned studies around the world. Users can explore by country, region, commodity, theme, program, or year. The Fairtrade Risk Map supports all actors in global supply chains – farmers, worker organizations, retailers, brands – in assessing their human rights and environmental risks. Users can explore through country, commodity, or issue filters.

An estimated six million people worldwide depend on cocoa farming for their livelihood. To learn more about Fairtrade’s work supporting cocoa farmers in West Africa, visit https://fairtradeafrica.net.

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Press Contact:

Liz Davis, ldavis@fairtradeamerica.org

About Fairtrade America

Fairtrade America works to rebalance trade, making it a system rooted in partnership and mutual respect rather than exploitation. It’s about businesses, shoppers, farmers and workers all working together so we can all experience the benefits of trade. Fairtrade America is the U.S. branch of Fairtrade International, the original and global leader in fair trade certification with more than 30 years of experience working for fair trading practices in more than 30 countries across the globe. A non-profit 501(c)3 organization, Fairtrade America is part of the world’s largest and most recognized fair trade certification program — part of a global movement for change. Learn more at fairtradeamerica.org, and by connecting with Fairtrade America on Facebook, Instagram and LinkedIn.