Author: sHq_LoGiNz

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Congratulations to Pizza Hut Indonesia (PT. Sarimelati Kencana Tbk.) for their commitment to creating an Equal Slice for everyone through their community empowerment programs!

At Pizza Hut Indonesia, we believe our food is more than just what’s on the plate—it’s about the people, dedication, and togetherness that make every slice special. 

After 40 years in Indonesia, we remain committed to empowering local communities, including farmers, supporting Indonesia talent, and creating meaningful opportunities for growth. 

We’re honored to be recognized as the “Best Restaurant in Empowering Local Communities” at the CNBC Indonesia Awards 2024. This achievement is made possible by the support of our loyal customers and the dedication of our incredible team and partners who share our vision of making a positive impact beyond the pizza for Indonesia. 

With this milestone, we are excited to continue creating meaningful connections and contributions for a better future together.

Click here to watch the video on YouTube.

• Up to 25% reduction in energy consumption
• New 2-in-1 process means reduced machine footprint and enhanced operational efficiency
• Simplified installation and plug-and-play set up

LAUSANNE, Switzerland, May 29, 2025 /3BL/ – Tetra Pak announces the expansion of its homogenizer range with the Tetra Pak® Homogenizer 15C and the Tetra Pak® Homogenizer 20C, offering streamlined and efficient solutions for manufacturers seeking simplicity and flexibility without compromising on performance.

Traditional homogenization often requires two devices, which are commonly referred to as “first-stage” and “second-stage”. However, Tetra Pak’s experts have reimagined this by combining both devices into a single entity, the innovative HD21 homogenization device, allowing the required homogenization process and pressure adjustments to be conducted within the same compact machine with a single pressure adjustment. The HD21 homogenization device enables an energy reduction of up to 25% compared to a homogenizer using a conventional homogenization device.¹

Fiona Liebehenz, Vice President of Key Components Plant Solutions and Channel Management, Tetra Pak, comments: “Homogenization is critical in many food and beverage production processes. But not all products or factories require complex machinery, so we took on the challenge to simplify the current state-of-the-art solutions to meet a broader range of our customer’s needs. By combining the first and second homogenization stages into a single device, we’ve created a flexible machine with fewer parts, which reduces both the initial investment and long-term maintenance costs. Both aspects that matter for our customers.

“At Tetra Pak, we partner with businesses of all sizes across all geographies, offering valuable and scalable solutions that can grow alongside our customers. The expansion of our homogenizer range is just one example of how we continue to innovate for our customers at any stage, for cost-effective efficiency and seamless integration into their existing food and beverages operations

The 2-in-1 solution, available with the Tetra Pak® Homogenizer 15C and the Tetra Pak® Homogenizer 20C, has only 2 components compared to 6 components in a conventional homogenizer. This not only reduces complexity but lowers the upfront cost and ongoing maintenance requirements for manufacturers. Additionally, Tetra Pak has addressed the challenge of asymmetrical wear of parts such as valves during homogenization. Whereas the uneven wearing of components would previously necessitate their replacement, the new line of homogenizers offer symmetrical wear parts which can simply be turned by the operator, doubling the lifespan of parts and reducing the overall maintenance costs for the device. This is further supported by access to Tetra Pak’s spare parts and maintenance programme, which extend the life of all equipment and further lower the total cost of ownership for manufacturers.

These attractive and cost-effective units are simple to integrate and operate in existing lines, thanks to a compact design that houses all essential parts inside the homogenizer and a straightforward clamp connection. The innovative technology allows the desired homogenization to be achieved at a lower pressure compared to conventional homogenizers, thanks to the narrow gap within the device. This reduces energy consumption, allowing for long-term cost savings and more efficient line performance.

These new models join a range of market-leading homogenizers sold by Tetra Pak in markets worldwide. For more information visit: Homogenization | Tetra Pak Global.

Media contacts
Henry Stout
Tetra Pak
Henry.stout@tetrapak.com

¹Based on the following production scenario: “Pasteurized milk, NIZO 66%, 14 days of shelf life, 2000 L/h and compared to alternative homogenization devices in the market.”

As previously seen on the CSRHub blog.

By Bahar Gidwani

Prime Directive Analytics was established to help investors reclaim their voice in the democratic process. It is a reaction to direct involvement by corporations in U.S. political activity. We recently added Prime Directive Analytics’ “Democracy” signal on 1,410 US Corporations to CSRHub’s big data consensus ESG ratings system.

Like CSRHub, Prime Directive Analytics is built around a mission. It seeks to transform political engagement by:

• Developing innovative investment products that promote responsible corporate behavior and political transparency.
• Advocating for stronger corporate self-governance, including limiting political contributions and mandating full disclosure of political activities.
• Empowering investors with the knowledge, tools, and platforms for collective action to influence corporate governance and drive divestment from and engagement with companies undermining democratic values.
• Conducting and sharing impactful research on the societal and financial impacts of corporate political activities.

Its data set offers a “PCD” score that includes an evaluation of a company’s influence on our Environment—Planet (P), Social—Community (C), and Democracy (D) performance. Prime Directive Analytics collects data from sources such as company sustainability reports, political report cards, politicians’ voting records, public statements, news reports, consumer opinions, and various government and private databases. It processes this data into scores that tell investors if a company’s political giving aligns with its public values.

Insights from CSRHub’s Integration

Our initial review of Prime Directive Analytics’ ratings showed a low correlation between their PCD and CSRHub’s Overall Rating. This is not surprising given Prime Directive Analytics’ innovative approach.

We found stronger connections when we looked at the three subscores within PCD and compared them to CSRHub’s twelve subcategories. We got an excellent “t-stat” for Prime Directive Analytics’ “C” score when compared with CSRHub’s “Community Development & Philanthropy” (t-stat = 3.34) and “Product” (t-stat = 3.1) ratings. The Democracy (“D”) score had a t-stat of 5.3 when compared to CSRHub’s Leadership Ethics rating.

We love to see new ideas—new ways to examine how entities are responding to the demands from their stakeholders for information and better social performance. Prime Directive Analytics has launched a Citizens Voice Index (CVI) that it is sharing with fund managers and others who want a quantified metric for corporate political influence. We are sure that this and other products from this firm will start to influence both how investors view companies and how companies view themselves.

About Prime Directive Analytics

Prime Directive Analytics empowers investors to address the growing impact of corporate political engagement on democracy. The firm uses deep quantitative methods to evaluate corporate influence in U.S. elections and policy-making. Through metrics such as the Citizens’ Voice Index (CVI) and PCD (Planet, Community, Democracy) Scores, Prime Directive Analytics provides clear, data-driven insights into whether a company’s political spending supports—or undermines—its stated values. Ultimately, the goal is to bring transparency and accountability to corporate political activities, ensuring that investors can invest in alignment with both financial returns and democratic principles

Bahar Gidwani is CTO and Co-founder of CSRHub. He has built and run large technology-based businesses for many years. Bahar holds a CFA, worked on Wall Street with Kidder, Peabody, and with McKinsey & Co. Bahar has consulted to a number of major companies and currently serves on the board of several software and Web companies. He has an MBA from Harvard Business School and an undergraduate degree in physics and astronomy. He plays bridge, races sailboats, and is based in New York City.

About CSRHub

CSRHub offers the most comprehensive global set of Consensus ESG (Environmental, Social, and Governance) ratings, information, and tools. CSRHub’s business intelligence system measures the ESG business impact that drives corporate and investor sustainability decisions.  Founded in 2007, CSRHub covers 58,000+ public and private companies, and provides ESG performance scores on over 38,833 companies from 134 industries in 156 countries. Our Big Data platform uses algorithms to aggregate, normalize and weight ESG metrics from 989 sources to produce a strong consensus signal on corporate sustainability performance. Interested in learning more about CSRHub? Click here.

The Whirlpool Foundation announced that it has awarded 23 scholarships to the students of Whirlpool Corporation employees through the Sons & Daughters College & Vocational Training Scholarship Program. The scholarship program is in its 73rd year.

These scholarships celebrate the best and brightest among high school seniors across Whirlpool Corp. locations – including the company’s 10 U.S. manufacturing communities. The Whirlpool Foundation provides these scholarships through a competitive process in which children of more than 20,000 U.S. Whirlpool Corporation employees are eligible to apply.

“These scholarships can make a tangible impact in helping to pay for the education needed to start the career journey they have been preparing for.” 

“Each year we are honored to invest in the future of some of the brightest high school graduates through this scholarship program,” said Traci Robinson, managing director of the Whirlpool Foundation. “These scholarships can make a tangible impact in helping to pay for the education needed to start the career journey they have been preparing for.”

The following children of Whirlpool Corporation employees have been selected to receive a 2025 scholarship:

• Abigail Crisp, child of Jason Chad Crisp
• Allison Kettle, child of Devrim Kettle
• Ashlyn Bouillon, child of Dennis Bouillon
• Ashlyn Henry, child of George Henry
• Brandon Gerding, child of Tracy Gerding
• Chase Russell, child of Bobby Russell
• Colton Long, child of Matthew Long
• Hope Morris, child of Scott Morris
• Jillian Kaufman, child of Michael Kaufman
• Kai O’Neal, child of Carmaleta O’Neal
• Lizzie Gares, child of Amy Gares
• Luke Felty, child of Greg Felty
• Mackenzie Hurley, child of Joshua Hurley
• Matthew Salzman, child of Daniel Salzman
• Michael Burkhart, child of Bryan Burkhart
• Mya Inkrott, child of Chad Inkrott
• Nevaeh Dewitt, child of Mariah Dewitt
• Ritika Wadke, child of Sonali Wadke
• Savanna Sanchez, child of Salvador Sanchez
• Selah Ogle, child of Ashton Ogle
• Tanishka Jadhav, child of Deepali Jadhav
• Taylor Fredritz, child of Katherine Fredritz
• Zoey Burns, child of Daniel Crouse

The Sons & Daughters College & Vocational Training Scholarship Program has provided more than 2,600 scholarships and honor awards totaling over $18 million, with 89 scholarship and award recipients currently attending colleges, universities and vocational schools across the U.S. Children of any full-time Whirlpool Corporation employee at the director level and below are eligible. Students pursuing a 4 year degree will receive $30,000 over 4 years and students working toward a 2 year vocational degree will receive $15,000 over 2 years toward their respective educational costs. Students must maintain a 2.8 grade point average to maintain their scholarship.

Whirlpool Foundation

Since 1952, the Whirlpool Foundation has been making real, positive differences in local communities where Whirlpool Corporation families live and work. This is accomplished through two central pillars: House+Home. “House” supports a decent and affordable place to live and plan for the future, and “Home” focuses on creating thriving, resilient communities with the essential services, quality education, and job training needed to help people dream bigger and do better. The Foundation has an absolute commitment to equality and fairness and takes an innovative approach to social investing that prioritizes impact with measurable results.

View original content here.

Blackbaud, the leading provider of software for powering social impact, has published its 2024 Impact Report, sharing how the company has advanced its environmental, social and governance priorities.
 
“At Blackbaud, we not only continue to fuel social impact through our innovative software solutions, but we also walk the talk by addressing the issues that matter most to our people, our planet, and our society,” said Mike Gianoni, president, CEO, and vice chairman of the board of directors, Blackbaud. “Our latest impact report provides an in-depth look at the standards we hold ourselves to as corporate citizens and the positive changes we’re committed to making in the world. Together we’re driving meaningful change and making a lasting impact.”
 
Achievements across Blackbaud’s key priorities in 2024 included:
People & Culture: Blackbaud is committed to fostering a great place to work with a focus on employee engagement, development, well-being, inclusion and philanthropic commitment. 

• Philanthropy: More than 70% of Blackbaud employees volunteered in 2024 (global median 23%).
• Talent Development: Provided 18,000 courses through LinkedIn Learning.
• Inclusion: 87% of employees feel that the work they do at Blackbaud is important.

Fueling Social Impact: We build a better world by fueling the impact of our customers. Blackbaud software enables individuals, organizations, schools, and corporations to secure the resources they need to drive change.

• Powering Giving: $100B+ is raised, granted or managed through our platforms every year, and in 2024, Blackbaud processed 20M donations from individuals for good causes through its JustGiving® platform.
• Empowering Changemakers: Millions of users and supporters in 100+ countries.
• Enabling Corporate Employee Engagement: 7.5M+ nonprofit organizations available for corporate workplace volunteering and giving through YourCause® from Blackbaud®.
• Supporting Teachers and Students: 7M+ assignments were created for K-12 students in 2024 through Blackbaud’s learning management system.
• Investing in the Future of the Social Impact Sector: In 2024, we unveiled six waves of innovation coming to our product portfolio to empower nonprofits, schools, corporate social impact teams, and individual changemakers.

Environmental Sustainability: Blackbaud is committed to reducing its environmental impact and supporting customers in their sustainability efforts. Blackbaud participates in CDP’s public disclosure and aligns its reporting with TCFD recommendations.

• Responsible Operations: 25% energy reduction and 21% water reduction in Blackbaud’s global headquarters office since 2019.
• Decarbonization: 100% carbon neutrality for 2024 emissions and a 92% reduction in global greenhouse gas emissions since 2019.
• Energy Efficiency: Blackbaud’s global headquarters earned the U.S. Environmental Protection Agency’s (EPA) ENERGY STAR® certification for superior energy performance.
• Climate Impact Recognition: Blackbaud ranked 4th out of 450 companies on USA Today’s list of America’s Climate Leaders 2024.

Governance & Data Responsibility: Customer trust is a top priority and embedded in everything Blackbaud does. 

• Expertise: Blackbaud’s Chief Data & AI Officer Carrie Cobb was honored as one of DataIQ’s 100 Most Influential People in Data in 2024.
• Process: Blackbaud formalized its Employee Inclusion and Sustainability Council and established a Generative AI Council and a Deepfake Council to ensure oversight and input on key areas that both employees and customers care about.
• People: Blackbaud continues to increase the specialization of our team in the areas of incident response, vulnerability management, enterprise architecture, data protection, and more, and the company requires that all employees take trainings on cybersecurity and generative AI.
• Technology: Blackbaud is ensuring modern technology and platforms are migrating to public cloud environments across the board and has enhanced cloud-based security posture technology and on-premise encryption capabilities to protect against ransomware and malware.

To learn more about how the company is fueling change through its practices, commitments and technology, view the full 2024 Blackbaud Impact Report here.
 
About Blackbaud
Blackbaud (NASDAQ: BLKB) is the leading software provider exclusively dedicated to powering social impact. Serving the nonprofit and education sectors, companies committed to social responsibility and individual change makers, Blackbaud’s essential software is built to accelerate impact in fundraising, nonprofit financial management, digital giving, grantmaking, corporate social responsibility and education management. With millions of users and over $100 billion raised, granted or managed through Blackbaud platforms every year, Blackbaud’s solutions are unleashing the potential of the people and organizations who change the world. Blackbaud has been named to Newsweek’s list of America’s Most Responsible Companies, Quartz’s list of Best Companies for Remote Workers, and Forbes’ list of America’s Best Employers. A remote-first company, Blackbaud has operations in the United States, Australia, Canada, Costa Rica, India and the United Kingdom, supporting users in 100+ countries. Learn more at www.blackbaud.com or follow us on X/Twitter, LinkedIn, Instagram and Facebook.
 
Media Contact
media@blackbaud.com

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Oil and gas operators in California have a critical compliance deadline approaching. Under Public Resources Code (PRC) section 3285 and California Code of Regulations (CCR), title 14, sections 1765.6 through 1765.9, all operators must submit an annual sensitive receptor inventory and map by July 1, 2025, and every year thereafter.

This blog breaks down exactly what operators need to do to meet these regulatory requirements and avoid enforcement action.

What Is Required? 

All California oil and gas operators must:

• Identify and report all wellheads, proposed wellheads, and production facilities operated in a field.
• Submit a sensitive receptor inventory, map, and in some cases, a statement based on the proximity of these assets to Health Protection Zones (HPZs).

Step-by-Step Compliance Checklist 

1. Determine Whether Your Facilities Are Inside or Outside an HPZ

A Health Protection Zone is defined as the area within 3,200 feet of a sensitive receptor. First, categorize each wellhead and production facility as either:

• Inside an HPZ – within 3,200 feet of at least one sensitive receptor.
• Outside an HPZ – beyond 3,200 feet from any sensitive receptor.

2. For Facilities Inside an HPZ: Submit a Sensitive Receptor Inventory and Map

• One sensitive receptor per site is sufficient. You do not need to list every receptor—just a single, non-unique sensitive receptor that places the site inside an HPZ.
• Use CalGEM’s templates to complete and submit:
• Inventory file (.xls, .xlsx, or .csv)
• Map showing the wellhead/facility in relation to the sensitive receptor.
• You may use Piping and Instrumentation Diagrams (P&IDs) or facility plot plans, provided they:
• Show each wellhead/facility.
• Show the location of at least one sensitive receptor.
• Mark all pipelines clearly.
• When aggregating facilities using P&IDs, one receptor per group is still acceptable.

3. For Facilities Outside an HPZ: Submit a Statement

Operators must provide a statement for each wellhead or facility outside an HPZ, which must:

• List all features within 3,200 feet of the site.
• Explain why each feature is not a sensitive receptor as defined in CCR section 1765.1(c).
• Include detailed information to help CalGEM locate each feature and evaluate the determination (e.g., unofficial parks, open areas, residential zones).
• Avoid vague conclusions like “not sensitive”—explanations must be clear and fact-based.
• Statements may be submitted in Excel or combined with P&IDs and maps.

4. Submit All Documents via WellSTAR by July 1, 2025

Documents must be uploaded using the “Organization Questionnaire” in WellSTAR. Follow these steps:

1. Start a new Organization Questionnaire Form.
2. Complete steps 1–3.
3. Upload each document under the appropriate document type:
4. Annual Sensitive Receptor Inventory
5. Annual Sensitive Receptor Map
6. Annual Sensitive Receptor Statement
7. Finalize submission by completing steps 5–6.

For document format details and templates, visit CalGEM’s Annual Inventory Workbook Template and Maps and Statement Examples on their website.

Tools and Templates Available 

To support compliance, CalGEM offers:

• Excel and CSV templates for inventories.
• Mapping examples.
• P&ID and plot plan guidance.
• Example statements and formatting options.

Operators are strongly encouraged to use these tools to streamline their submissions.

Enforcement Risks for Noncompliance 

Failure to meet the July 1 deadline or to provide accurate and complete information may result in:

• Administrative penalties
• Civil fines
• Criminal enforcement

This includes non-submission, late submission, or inadequate documentation.

For questions or assistance with uploading into WellSTAR, contact: WellSTAR@conservation.ca.gov

Final Thoughts 

Staying compliant with PRC section 3285 and CalGEM’s regulations is essential for maintaining your license to operate and avoiding regulatory penalties. By preparing and submitting accurate inventories, maps, and statements, operators can ensure they meet legal obligations while demonstrating environmental stewardship.

Don’t wait—start your 2025 HPZ inventory now to meet the July 1 deadline.

Questions? Reach out to our team today for answers! 

Originally published on WorkLife 

As global VP of talent management for the past decade-plus at one of the world’s best-known spirits brands, John McCusker has witnessed firsthand the challenges faced by HR teams everywhere — but with a twist.

At a time when conversations about the workplace tend to revolve around AI, RTO, the impact of President Trump’s rapid-fire directives and other changes in the way business is done, McCusker remains focused on something fundamentally different at Bacardi Ltd.: preserving human connection.

“How do we keep humanity in the workplace?” he asks, recalling conversations with fellow HR leaders at a recent conference. While everyone else there was fixated on the implementation of AI, McCusker found himself wondering about a more pressing matter: how companies can deploy AI to help line leaders connect with their people on a more personal level.

That thinking comes at a time of intense challenges for the spirits trade — particularly as Trump’s trade policies threaten to turn that industry, as so many others, upside down.

The emphasis on people is not some touchy-feely proposition. A people-first approach to talent management is at the heart of the 160-year-old, family-owned spirits marketer, beginning with how the company views its employees — affectionately called primos, Spanish for cousins. The term originated years ago when the chairman was addressing senior leadership and noted, “When we talk to one another as family members, we say ‘Hola, primo!’ — because when we think about you as leadership and the rest of the organization, we see you as extended family.”

“In families there are no annual performance reviews — you have just-in-time, dynamic, in-the-moment, authentic conversations about what’s working and what isn’t working.”

– John McCusker, VP of talent management, Bacardi Ltd.

At Bacardi, that isn’t just corporate speak — it is at the core of how talent management functions. As McCusker explains, “Do you sit down with your spouse or your partner at the end of the year and have a formal year-end review? In families there are no annual performance reviews — you have just-in-time, dynamic, in-the-moment, authentic conversations about what’s working and what isn’t working.”

It is that perspective that catalyzed the creation of “Let’s Talk,” Bacardi’s distinctive approach to performance management, launched in 2016. Rather than traditional performance reviews, the program encourages natural, employee-driven conversations that happen across the year. “We said the world’s changing at a pace that we probably need to rethink,” McCusker said. “Is it really relevant to say on the first of April, ‘Here’s what we’re going to do’ — and then the world changes and you look back on the 31st of March to something that very quickly became out of date?”

The company’s timing executing an ongoing, fluid dialogue with its people couldn’t have been more perfect. When the pandemic hit and Bacardi’s workforce went remote, it meant the company already had a performance system in place built on trust, authentic communication and regular conversations. The results speak for themselves: employee engagement scores improved after the implementation of the policy, while metrics related to performance management showed marked improvement. Team members reported high satisfaction with both the frequency and quality of conversations about expectations and career development, according to McCusker.

Bacardi’s talent approach is anchored in what McCusker calls the “Three F’s”—Fearless, Family and Founders. The “Fearless” component carries dual significance, meaning the courage to, as McCusker puts it, “run through walls to deliver objectives,” as well as the vulnerability to “put your hand up and say, ‘I need help.’”

The emphasis on authentic leadership runs like a thread through all the company’s development programs, McCusker explains. “How do we move leaders from being heroes to humans?” he said, noting that corporate leaders are encouraged to embrace their own humanity and vulnerability versus maintaining some façade of perfection.

“John brings a level of expertise, empathy and vulnerability that creates an open dialogue central to creating a positive workforce where talent can flourish.”

– Tony Latham, regional president, Bacardi North America

Meanwhile, the “Family” element manifests in an “all-in mentality,” encouraging employees to think “Bacardi first, then team, then you.” The approach aligns incentives with collective success rather than short-term individual gains — a marked departure from the shareholder-first mentality of many publicly traded organizations.

For a company with a century and a half under its belt, balancing tradition with innovation can be a tall order. McCusker sees it not as a contradiction, however, but as complementary. “It’s not an either-or — it’s and,” he said, with team members encouraged to ask: “How do you celebrate the past as you build an even richer and more successful future?”

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