Author: sHq_LoGiNz

Saint-Gobain, through its building product subsidiary CertainTeed Interior Products Group, today held a ribbon cutting ceremony to mark completion of major expansion activities at its CertainTeed Gypsum manufacturing facility in Palatka, Florida. First announced in 2023, the project has doubled production capacity at the facility and will create 110 new jobs in the greater Jacksonville area.

The event, hosted at the facility, included remarks from Saint-Gobain North America President and CEO Mark Rayfield, President of CertainTeed Interior Projects Group Jay Bachmann, Putnam County Chamber of Commerce CEO Laura Pavlus and JAXUSA Vice President of Business Development John Freeman. In addition to ribbon cutting celebrations, today’s event included remarks from Greer Horne, Vice President of Corporate Partnerships at Susan G. Komen to commemorate the strong partnership between CertainTeed and Susan G. Komen.

Now the largest gypsum wallboard manufacturing facility in the world, replacing its sister site in Silver Grove, Kentucky, the additional production volume will help CertainTeed to meet growing demand, especially in the southeastern United States. With advanced, energy-efficient technology, including a new industrial dryer, the plant is equipped to enhance its production efficiency and capacity. With practices already in place to recycle and reuse gypsum material, the plant will continue its work to promote circular economy practices in its production to further reduce waste.

“As a vital part of our operations, the expansion of our production activities in Palatka is a testament to our commitment to serving our customers, especially in the fast growing southeastern United States market,” said Mark Rayfield, President and Chief Executive Officer of Saint-Gobain and CertainTeed. “Congratulations to the entire team in Palatka and all of our partners who made this project possible. Together, we will work to continue providing high-quality gypsum wallboard solutions that builders and homeowners rely on.”

“Today’s ribbon cutting ceremony in Palatka is the culmination of years of hard work to ensure we continue to deliver on our promise to provide high-quality, state-of-the-art gypsum wallboard products to our customers,” said Jay Bachmann, President of CertainTeed Interior Products Group.

“I would like to thank our entire plant and construction team, the Palatka community, Putnam County, and the State of Florida for all of their support on this project that will serve the entire southeastern United States and bring quality, high-paying jobs to the local area.”

The project was generously supported with more than $7 million in cash benefits and high-impact investment tax credits, including a State of Florida Capital Investment Tax Credit, a Career Source Florida Quick Response Training Grant, a grant from Putnam County, and a Clay Cooperative Economic Development Rate.

The plant, which first began operations in 2001 is one of the largest employers in Palatka and Putnam County. A current list of job openings at CertainTeed Palatka and all Saint-Gobain locations, can be found on the company’s career website.

Today’s announcement comes as Saint-Gobain celebrates its 360 year anniversary, and continues to strengthen its presence in North America, now one of Saint-Gobain’s largest markets by revenue. Other recent investments include:

• Last month, Saint-Gobain and CertainTeed Canada celebrated the completion of expansion activities at its gypsum wallboard facility in Sainte-Catherine, Quebec, outside of Montreal. This project included the complete electrification of the facility, making it the first net-zero gypsum wallboard plant (scopes 1 and 2) in North America and the largest in the world;
• In February, Saint-Gobain NorPro announced it will begin a $40 million investment to build a new ceramics facility in Wheatfield, New York.
• CertainTeed Roofing is nearing completion of two major projects, including a $100 million expansion at its CertainTeed Roofing facility in Peachtree City, Georgia and a new glass mat facility in Oxford, North Carolina, both of which will further support the fast-growing market in the southeast United States.

About CertainTeed

With innovative building solutions made possible through its comprehensive offering of interior and exterior products, CertainTeed is transforming how the industry builds. As leaders in building science and sustainable construction, CertainTeed makes it easier than ever to create high-performance, energy-efficient places to live, work and play, so that together we can make the world a better home. 

A subsidiary of Saint-Gobain, one of the world’s largest and oldest building products companies, CertainTeed has more than 6,900 employees and more than 60 manufacturing facilities throughout the United States and Canada. www.certainteed.com  

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 360^th anniversary in 2025, remains more committed than ever to its purpose “MAKING THE WORLD A BETTER HOME”.

https://www.saint-gobain-northamerica.com/careers

€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

 

We’re excited to announce that we were recently recognized by Chartwell as the Silver Best Practices Award recipient for Excellence in Serving Vulnerable Customers at the EMACS awards ceremony. This is an honor that highlights our consumer and advocacy team’s commitment to innovation and equity in customer service. The award recognizes the launch of our digital LIHEAP platform, a 24/7 online application system designed to streamline access to energy assistance for our customers in need.

The Low Income Home Energy Assistance Program has long been a critical resource for households struggling to afford their energy bills. Our digital transformation of this process marks a significant leap forward in accessibility and responsiveness to help our customers in need. The new platform allows our customers to submit applications, upload required documents and receive real-time updates on their application status — all from the convenience of their mobile device or computer.

The platform also enables expedited issue resolution, helping to prevent unnecessary service disconnections and facilitating reconnections within minutes. This rapid response capability is especially vital for vulnerable households, where even a short disruption in service can have serious consequences.

Chartwell’s recognition of our efforts underscores a broader industry shift toward digital equity and customer-centric service models. As we continue to innovate and enhance our services, we remain dedicated to ensuring that every customer, regardless of their circumstances, has the support they need to maintain stable and affordable energy access.

View original content here.

The fall 2025 Data Center EHSxTech® event brought together environmental, health, and safety (EHS) professionals, engineers, and technology leaders from across the data center industry. Hosted on October 8, 2025, at the Salesforce Tower in Dublin, Ireland, the event focused on how artificial intelligence (AI), design innovation, a focus on high-risk activities (HRAs), and smarter energy strategies are shaping the next generation of data center workplace safety.

From AI in EHS, safety by design, training and metrics, and predictive modeling to supplier quality and grid resilience, the message was clear: technology is advancing fast—but human oversight and collaboration remain essential, especially with the rapid growth and expansion of the data center industry.

Below are the top takeaways from this event and actions EHS leaders can apply to data centers today.

1. AI and EHS: From Experiment to Everyday Use 

AI has moved beyond the experimental phase to become a tool used daily to improve data quality, support real time monitoring, and optimize daily workflows. Many organizations are using AI tools like Copilot, Gemini, ChatGPT, and PagerDuty to manage alarms, summarize incidents, and streamline documentation.

One company at the event even created an AI assistant that instantly answers internal safety policy questions, saving hours of research. Others reported using AI for:

• Comparing old and new safety procedures against ISO standards
• Creating incident summaries and action lists
• Drafting training materials and toolbox talks
• Reviewing Risk Assessment Method Statements (RAMS) for gaps
• Using AI scoring to improve the quality of safety observations

But for all of these use cases, governance matters. Organizations are formalizing AI usage policies, privacy guardrails, data-retention rules, and human oversight protocols. Attendees’ AI adoption was by no means uniform, but everyone recognized the importance of incorporating the technology into EHS processes and its potential to raise the bar in the EHS function.

2. Predictive Modeling and Ergonomics: Smarter Prevention 

AI is helping predict risky patterns before incidents happen, especially in high-traffic zones and maintenance areas.

Some real-world examples included:

• Thermal imaging for battery storage areas and electrical safety
• Ergonomics assessments for office and remote workers
• Continuous monitoring of posture and task strain through cameras and sensors

These innovations are helping companies shift from reactive safety to predictive prevention. Participants stressed the importance of piloting small projects, verifying results, and communicating clearly about data privacy and worker consent.

3. Safety by Design: Building Safety into Every Stage 

Designed safety was a recurring theme, emphasizing that forethought and planning for safety need to happen during concept and design phases, not post-construction.

Shared best practices included:

• Having a Safety by Design specialist at 30/60/90% design reviews
• Including technician and vendor feedback in design decisions
• Designing for access, ergonomics, and fall protection
• Using sensors and load monitoring tools for preventative maintenance
• Early incorporation of local regulations, such as worker welfare space requirements

To truly build safety into facilities and processes, design reviews need to go beyond procedure, with purposeful, human-centered attention to detail. Getting input from operations teams is a critical part of eliminating potential hazards before they become problems.

Dive deeper into this topic with our blog “Safety in Design: The First Step in Controlling Workplace Risks”

4. Quality and Supply Chain: Treating Quality as a Safety Issue 

Several discussions brought up equipment and supplier quality challenges like untested cables, transformer failures, and material contamination. Each example led to costly delays, and, in some instances, safety risks.

Solutions that stood out included:

• Conducting Factory Acceptance Tests (FATs) before delivery
• Using owner-side inspectors to visit supplier facilities
• Sharing quality alerts and recalls across teams
• Holding monthly global incident calls to discuss lessons learned

One idea gaining traction was a shared “Quality Alerts Hub” for cross-industry visibility on equipment recalls and supplier risks.

5. Measuring What Matters: Smarter Safety Metrics 

Participants discussed the limitations of traditional metrics, like recordable incident rates, and talked about better ways to measure effectiveness.

Emerging metrics included:

• Percent of high-risk work with verified critical controls in place
• Time to close corrective actions
• AI-filtered observations that prioritize significant findings
• Combining safety and operational metrics (rework, uptime, schedule) for a holistic view

The goal: focus on preventing incidents—not just counting them. Align definitions (like how hours are calculated) and share metrics regularly with leadership and frontline teams so comparisons stay meaningful.

The conversation will continue in coming months, as the Data Center Safety Council publishes calls to action on TRIR limitations within the data center industry.

6. Managing High-Risk Activities 

Organizations are aligning on a common HRA list, consistent critical controls, and testing ways to embed HRA checks in both change management and job safety analysis, not just capital projects.

Nuances added this year:

• Clarifying standard vs. non-standard work scenarios
• Establishing common terms (e.g., “critical controls” vs. “success factors”) to improve clarity
• Real-world examples: critical lifts, live-energy electrical work, vehicle movements, confined spaces

The goal is to establish an effective leading indicator that shows whether the riskiest work is actually controlled, in real conditions.

7. Training That Scales: Digital Inductions and a Global Baseline 

Teams are rolling out digital site inductions, which are short, multilingual video modules with safety culture questions, to save time and standardize onboarding. AI is helping summarize standards into short clips and translate content for global reach.

In parallel, the Data Center Safety Council is advancing a four-hour, self-paced Data Center Safety Awareness Certification to create a consistent baseline for operators and contractors worldwide.

8. Energy and Power: Safety in a Changing Grid 

As data center growth accelerates, energy demand and grid capacity have become major safety and sustainability challenges.

Discussions explored:

• Onsite generation models, including utility-leased/operated plants
• Natural gas as a transitional bridge while capacity catches up
• Battery Energy Storage System (BESS) siting concerns (e.g., electric and magnetic fields (EMF) and community acceptance)
• The benefits of closed-loop cooling to reduce water and environmental risks
• Longer-term options like small modular reactors (SMRs) and carbon capture, with strong community engagement

EHS and sustainability professionals were encouraged to take an active role in:

• Assessing community and environmental risks
• Supporting emergency response planning for new energy systems
• Collaborating with utilities and regulators early in the planning process

9. Operating Across Jurisdictions: Same Outcomes, Local Paths 

Participants compared U.K. and Ireland (stricter enforcement and conservation expectations) with U.S. practices and shared APAC experiences.

The takeaway was that it’s crucial to agree on outcomes and critical controls first, then localize for legal, cultural, and enforcement realities.

Need multi-region support? Check out Inogen Alliance to get support wherever you are in the world.

10. Collaboration Is the Competitive Edge 

Across topics, the winning behaviors were the same: sharing data, aligning definitions, publishing what works, and keeping people in the loop so professional judgment stays sharp.

Key actions for the year ahead: 

• Pilot AI tools for ergonomics, predictive safety, and incident summaries
• Add Safety by Design representation in every major project review
• Launch a global quality-alerts system
• Refine safety awareness certification programs

Looking Ahead 

The future of EHS isn’t just digital; it’s human-led, data-informed, and globally connected.

AI and automation are transforming the world of EHS, but true progress depends on design foresight, supplier collaboration, and a culture that values prevention over paperwork.

Interested in attending our next event? Connect with us to learn more. 

Originally published by Northwestern Mutual on October 2, 2025

October is Cybersecurity Awareness Month so we’re taking this opportunity to dive into how we earn your trust by safeguarding some of your most valuable information. When you join Northwestern Mutual, and entrust us with your data, we respect that data and use it to provide you with the best planning and advice possible to help you achieve your goals and dreams—now and in the future.

The complex, day-to-day work we do to earn our clients’ trust through corporate governance and accountability is managed by the dedicated members who make up our Data Governance, Cybersecurity, Law and Privacy teams.

We spoke to Joanne Breese-Jaeck, vice president and chief privacy officer at Northwestern Mutual, who shares her journey at the company as well some insights into how the cl works to deepen client trust.

How did you come to lead Northwestern Mutual’s privacy department?

Before joining the company, I had been a lawyer in private practice for many years. I focused on litigation and appellate work, and I loved every minute of it. When I decided that it was time for me to move somewhere in-house, as a lifelong Wisconsin resident living near Milwaukee, I was familiar with Northwestern Mutual. I saw there was an open job in the law department that I interviewed for—and here I am.

I didn’t have a deep background in privacy or cybersecurity, but one of my first assignments was to evaluate the implementation of a technology tool from a legal standpoint, and I fell in love with it. Not only is this area impactful and interesting, but it’s meaningful to me, the organization and people in general. So, in 2020, when the privacy department became a separate department (it had previously been part of our risk and cybersecurity group), I was fortunate enough to take on the role.

Why is the privacy department such a key part of the company?

Our business is built on people and their information. Financial service products and particularly, life, disability and long-term care insurance products, require personal information, including sensitive health information, so every aspect of our business touches privacy in some way, shape or form.

How does Northwestern Mutual protect clients’ privacy?

At the highest level, the company committed to having a Chief Privacy Officer, a Chief Information Security Officer and a Data Governance Office, who work hand-in-hand and in partnership cross functionally to make sure we are doing everything that we need to do to protect people’s information.

We start with a shared understanding that trust is essential to our success as a company and our ability to deliver on our promise to provide financial security to as many people as possible. And in order to be a trusted partner in delivering those products and services, we need people to know and understand that when they give us their information, we’re going to treat it with respect.

And privacy and respect go hand-in-hand. So as an organization, we make sure that when we ask people to give us sensitive and wide-ranging information about themselves that we protect it effectively. We build trust with people by delivering on both the promise of financial security as well as the broader concept of trust and respect for their information.

On the privacy team, we have aligned ourselves to the idea that our mission is to make sure that we not only meet regulatory requirements, but we also ensure consumer trust by treating their data with respect.

What is the company’s approach to data management?

As an organization, we think about data management holistically. We have our Data Governance function, our Information Risk and Cybersecurity function, our Privacy function—and then we also have an AI (artificial intelligence) governance function. Several years ago, we brought the four groups together to make sure that we’re partnering and working cross functionally so we can avoid conflicting or overlapping in ways that make it more difficult for us to move forward as an organization. And all of us work with the law team, who serve as critical partners in our data management efforts.

How does the privacy team work with other departments?

I talk daily with someone from our Data Governance team, in our Data Engineering and Enablement department as well as data engineers themselves, our Information Rrisk and Cybersecurity and Law partners across the organization.

If someone has a project that is going to do something new with data, they must fill out a Privacy Impact Assessment Questionnaire. It’s pretty lengthy and covers a lot of ground. A sampling of the questions includes:

• Are you collecting something new?
• How are you going to use the data?
• Do you intend to share the data with anyone else—and if so, why?
• Where is the data going to be kept?

We ask those kinds of questions so we can understand what the objectives are for the proposed use of data, which enables us to have a more effective conversation about it. We often embed members of the privacy team in projects that are multi-year initiatives to ensure the impacts to privacy are considered and requirements are built in.

Deploying a new product always has a privacy component, so we also help with that process by participating in new product steering or on working teams and engaging throughout the product development process. We’re always here for questions and answers whenever we’re needed—and we also have enough expertise on data governance and information security to be able to identify issues and bring in partners from other teams as well.

Sustainability and Impact Initiatives

We’re committed to helping Americans navigate their financial journeys, feel confident about how they spend their money and achieve long-term peace of mind. Our pursuit of this mission is bolstered by our five Sustainability and Impact initiatives.

Click here for more details.

How does the company stay up to date on the latest technology?

There are people across the organization, including on the privacy team, who are constantly monitoring the environment to identify and understand new technology and its potential impact to the company. For example, when AI emerged, we immediately recognized it as a technology that was going to be really impactful and meaningful. We knew we needed to build the muscle of understanding what it was, how it works, what the risks were—and were not. That was a really big lift.

But today, our governance of AI fits more into the broader spectrum of how we govern other technology tools, including knowing and understanding what we’re using, how we’re using it, where any data used or created is being stored and for how long. AI is just another flavor of that technology governance process but it is a capability that our team needed to develop. We are committed to staying up to date with technology and how it’s evolving so we can help the company manage risk and maintain our clients’ trust.

It all comes back to you

Your financial security is our top priority, and it’s built on a foundation of trust. We’re committed to helping you achieve stability today and for years to come and that starts with protecting your privacy. We care about making a positive impact—not just for you, but for the people in our communities and the environment, too. We’re dedicated to operating with integrity, being transparent, and doing what’s right, so you can feel confident in your financial decisions.

In this bonus episode, co-host Beatrice Bizzaro, Water Stewardship Technology Lead at HPC Italy and the Inogen Alliance Global Water Working Group Leader, sits down with Gabriele Cerutti, Technology Leader Geologist at HPC Italy, to explore a fascinating case study on phytoremediation. Gabriele shares the details of a project recently presented at the RemTech conference in Italy, where HPC Italy worked with a multinational client to apply phytoremediation technologies within agricultural settings. He explains how this sustainable approach compares to traditional remediation, the operational challenges faced during implementation, and the long-term benefits for soil conservation, biodiversity, and circularity.

Listen now

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• Spotify
• YouTube

One of Lenovo’s global manufacturing sites in Monterrey, Mexico, has been recognized as one of 12 additional sites added to World Economic Forum’s Global Lighthouse Network of 201 leading manufacturers, each chosen for their leadership and integration of fourth Industrial revolution technologies (4IR).’

• Lenovo’s factory in Monterrey, Mexico, has been recognized as one of 12 additional sites added to World Economic Forum’s Global Lighthouse Network.
• Lenovo’s factory in Monterrey, Mexico, becomes Lenovo’s second site recognized in World Economic Forum’s Global Lighthouse Network.

October 17, 2025 /3BL/ – One of Lenovo’s global manufacturing sites in Monterrey, Mexico, has been recognized as one of 12 additional sites added to World Economic Forum’s Global Lighthouse Network of 201 leading manufacturers, each chosen for their leadership and integration of fourth Industrial revolution technologies (4IR). This is the second site in Lenovo’s global manufacturing footprint to be recognized by World Economic Forum, the first being the company’s site in Hefei, China, that was recognized in January 2023.

The Global Lighthouse Network is a community of production sites and value chains that are world leaders in the adoption and integration of cutting-edge technologies. Lighthouses are manufacturers showing leadership in applying 4IR technologies at scale to drive step-change financial, operational, and sustainability improvements by transforming factories, value chains, and business models.

Established in 2008, Lenovo’s factory in Monterrey, Mexico, is one of Lenovo’s most advanced smart manufacturing plants in the world. The plant also includes a co-located development lab, which ensures close collaboration between product development and manufacturing, making sure Lenovo’s innovative new products can be built and shipped efficiently ensuring cutting-edge technology gets into customers’ hands faster.

Lenovo’s Mexico factory was recognized for its integration of technologies, World Economic Forum stated in its report: “As Lenovo’s largest site in North America, the Lenovo Monterrey site regularly managed 2,000 overseas suppliers and 52,000 SKUs across 80+ markets, alongside increasing emphasis on quality and evolving labor dynamics in Mexico. By deploying more than 60 4IR solutions, over half of them AI and GenAI-enabled, the site reduced lead time by 85%, logistics costs by 42%, quality losses by 56%, and carbon emissions by 30%, while boosting productivity by 58%. Today, the site serves as a global digital model factory for Lenovo.” 

Lenovo’s mission to bring Smarter AI to every household and every industry applies equally to the digital transformation of its own business operations, where AI plays a central role in enhancing efficiency and building long-term resilience across global operations and the company’s supply chain. Monterrey’s focus on R&D and beacon for advanced AI-driven end-to-end manufacturing technologies – with a particular focus on sustainability – has resulted in three authorized patents in the field of intelligent manufacturing.

• AI-based Supplier Connected Planning: To fix issues like missing parts, excess inventory, and manual inefficiencies, the Monterrey plant uses AI to manage over 5 million parts from more than 2,000+ tier 1 and 3,000+ tier 2 suppliers. The system checks part readiness, simulates order changes, and automatically assigns parts to keep inventory balanced and production smooth.
• AI-based End-to-End Transportation Tracking & Disruption Control: Shipping is complex due to many rules, poor container use, and unreliable delivery times. A deep learning AI engine improves route planning, container loading, and real-time tracking, while identifying and resolving delays. This cuts logistics costs and improves delivery accuracy.
• Digital Twin enabled Supply Chain Control Tower: To handle delays from supply chain disruptions, teams use a digital twin—a virtual model of the supply chain—that gathers data from over 50 sources and monitors 40+ risk types. Powered by AI, it provides real-time advice through a chatbot, helping teams respond quickly and keep operations on track.

Lenovo’s supply chain spans over 30 manufacturing sites in 11 markets across the Asia Pacific, China, Europe, the Middle East and Africa, North America, and South America regions.  Lenovo is highly regarded globally for its manufacturing and supply chain, with Gartner ranking it #8 amongst the world’s top 25 supply chains, and #1 amongst supply chains in Asia Pacific.  

The Global Lighthouse Network is a World Economic Forum initiative. The initiative was co-founded with McKinsey & Company and is counselled by an advisory board of industry leaders which are working together to shape the future of global manufacturing. Sites and value chains that join the network are designated by an independent panel of experts. More information can be found here.

About Lenovo

Lenovo is a US$69 billion revenue global technology powerhouse, ranked #196 in the Fortune Global 500, and serving millions of customers every day in 180 markets. Focused on a bold vision to deliver Smarter Technology for All, Lenovo has built on its success as the world’s largest PC company with a full-stack portfolio of AI-enabled, AI-ready, and AI-optimized devices (PCs, workstations, smartphones, tablets), infrastructure (server, storage, edge, high performance computing and software defined infrastructure), software, solutions, and services. Lenovo’s continued investment in world-changing innovation is building a more equitable, trustworthy, and smarter future for everyone, everywhere. Lenovo is listed on the Hong Kong stock exchange under Lenovo Group Limited (HKSE: 992) (ADR: LNVGY). To find out more visit https://www.lenovo.com, and read about the latest news via our StoryHub.

Originally published on Aflac Newsroom

As summer transitioned to fall — a time when most kids are heading back to school — pediatric patients at Corewell Health Children’s Hospital also enjoyed a little change of pace with the arrival of My Special Aflac Duck, a cuddly companion to help bring them comfort through their cancer treatment journey.

“We know that a cancer diagnosis often comes with challenges both visible and invisible, and with the delivery of each My Special Aflac Duck to these precious young patients, we not only bring them a new companion, but also give them a day to get away from their usual setting and have a little fun,” said Buffy Swinehart, senior manager, Aflac Corporate Social Responsibility. “It is such a joy to see their sweet spirits shine through as they meet their new friends for the first time, and we’re grateful to the team at Children’s Miracle Network at Corewell Health for allowing us to be a part of the incredible work they do to make a difference in the lives of these children and their families.”

As kids were welcoming a new buddy into their lives, they also got to choose a name for their My Special Aflac Duck, make beaded necklaces and enjoy the coloring station. The event is part of the more than 40,000 ducks distributed free of charge to children 3 and above with cancer and blood disorders since the program began in 2018.

My Special Aflac Duck is a social robot powered by innovative technology that helps kids prepare for medical procedures, communicate their feelings, practice distraction techniques and more. The robotic companion was designed in consult with more than 100 children, families and medical professionals in conjunction with Empath Labs. A three-year study, conducted by researchers, involved 160 children and families at 8 different hospitals. It revealed that patients reported a reduction in distress, nausea, pain and procedural anxiety compared to those in the study who had not yet received a duck. In addition, parents and caregivers reported a reduction in stress and anxiety, showing how My Special Aflac Duck helps children’s support system.

The My Special Aflac Duck program is a hallmark of Aflac’s more than $191 million given toward research and treatment for pediatric cancer and blood disorders as part of the company’s commitment to support the Aflac Cancer and Blood Disorders Center of Children’s Healthcare of Atlanta.

Health care providers, support organizations and families can order My Special Aflac Duck free of charge for children 3 years or older who have been diagnosed with cancer or sickle cell disease at MySpecialAflacDuck.com.

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