Tag: 3BL

Why does making a difference matter? 

Wesco’s Day of Caring is a celebration and something deeply rooted in the company culture.

The company’s Day of Caring events encouraged employees to give back to the community and learn about local opportunities to do so. Employees learned more about the company’s matching gifts and paid volunteer time off programs, as well as corporate giving support of the American Red Cross, Habitat for Humanity, and other local charitable organizations.

Wesco team members shared their experiences giving back to their communities and the organizations that mean the most to them.

Watch the video above or click here to learn more.

Learn more about about Wesco Cares here.

Authored by Garrick Gibson, Donald N. Bernards

Baker Tilly’s podcast series specifically for professionals in the multifamily housing industry

On this episode of BuzzHouse, hosts Don Bernards and Garrick Gibson give an update on the multifamily housing development space as of Summer 2024. Don and Garrick explore subjects such as DOT loan programs like TIFIA and RRIF, 501(c)(3) bonds, the Greenhouse Gas Reduction Fund and more. Listen in to hear all the latest topics in multifamily development.

Multifamily housing resources

For articles, webinars and additional resources for developers, housing authorities, property managers, state housing credit agencies and lenders, visit Baker Tilly’s multifamily housing page.

For more information on this topic, or to learn how Baker Tilly specialists can help, contact the team.

Julia Binder, professor of sustainable innovation and business transformation at IMD Business School, and Manuel Braun, director of Systemiq and lecturer at the Technical University of Munich, join co-host Andie Wood to share how businesses can integrate circularity into existing frameworks, illustrated by successful, real-world case studies.

Listen Now

Looking for more? Subscribe to the ESG Talk podcast on Apple, Spotify, and YouTube.

ESG Talk is brought to you by Workiva, the world’s only unified platform for financial reporting, ESG, audit, and risk. Learn more at workiva.com.

Diversity, equity, and inclusion (DEI) are not just words but values that are exemplified through our culture at Cadence. In the DEI@Cadence blog series, you’ll find a community where employees share their perspectives and experiences. By providing a glimpse of their personal stories, we celebrate our One Cadence—One Team culture and the importance of sustaining it as we learn from diverse perspectives.

It was my pleasure to join other Cadence Cork employees in volunteering our time teaching programming to 3rd to 6th grade students at St. Anthony’s Boys National School, Ballinlough. While this was the first for me, it was the second consecutive year Cadence Cork undertook this initiative. The idea was to teach students the basics of Scratch and Python using the innovative micro:bit, giving them a sneak peek into the world of electronics and programming.

As a technical communication engineer currently on an eight-month internship, I discovered that Cadence encourages community involvement by offering employees five days as volunteer time off per year. Then, when I received the email about teaching kids these exciting programming languages, I thought it was a perfect way to engage with the community and make a positive impact. There were 12 Cadence employees, including myself, who participated, with three of us visiting the school one day (except Friday) in the week over the course of seven weeks. This ensured the students received personalized attention. Thanks to this initiative, we had the privilege of interacting with over 100 eager students.

For our teaching sessions with all grades, we harnessed the power of micro:bit, an educational tool that introduces kids to coding. We chose this because it is not only suitable for various age groups of different skill levels but also incredibly accessible. A micro:bit can be used on any device, be it a laptop, tablet, or desktop. All you need is a USB port and access to the Internet.

To make our coding curriculum engaging for the students, we decided to introduce Scratch to 3rd- to 5th-grade students as it provides an intuitive and user-friendly introduction to coding that is apt for their first experience. On the other hand, we chose Python for the 6th-grade students as they had already experimented with Scratch last year, and Python would provide them with a new, exciting challenge. I was with the 4th-grade students, and we used the micro:bit to gain coding skills with Scratch.

Here’s a quick overview of how we progressed through the weeks. All the different grades performed the same tasks, but the programming language they used was different depending on their grade.

Week one: We completed the “beating heart” project. Using the LEDs on the micro:bit, the students made a flashing heart, and learned to adjust the timing to make the LEDs blink faster or slower. They also designed a personalized name tag using similar coding techniques. For the first session, I was nervous at the beginning, but the students were cooperative and eager to learn, and I developed a rapport with them quickly. The students were forthcoming, and I managed to keep them engaged throughout the session.Week two: Our budding coders created an emotion badge. The students programmed the micro:bit buttons to display different emoticons when pressed. In addition, they developed a Sunlight Sensor, which used a sensor on the micro:bit to detect the light levels and display an image of the Sun. It was so much fun observing the students as they moved the micro:bit from on the table to under it multiple times and comparing it with others around them. I enjoyed teaching the lesson and helped the students as needed.Week three: As we progressed, the students created digital compasses. This required programming their micro:bit to show ‘N’ when facing North, and adding code to display ‘S, E, and W’ for the other compass points. The session was entertaining as students were moving in circles to try and view all the points on the compass. We also did basic mathematical calculations to figure out the different degrees that were needed for each point, which led to us using the compass app on my phone to ensure the correct results.Week four: We helped the students create a step counter. They attached the micro:bit to their shoes with a battery pack to count their steps over a period. In addition, they modified the code so that the steps would be displayed only when a button was pressed. The students were finding it fun—they were walking around the room, and stomping their feet, so that they could increase their steps and make all the noise that they could!Week five: The students explored radio signals to send emoticons back and forth between each other by pressing certain buttons. They also switched partners and guessed who their new partner was based on the signal received. This class allowed the students to be creative as they were given more freedom to change what they wanted, leaving more room for asking questions on how things work. This made for an engaging interaction, and I was happy to answer them to the best of my knowledge.Week six: The students created a stopwatch. They programmed it to start and stop with a button press. Code was added to display the duration and pause the stopwatch. This lesson was entertaining as they were trying to see how fast they could stop the stopwatch. I then explained why they were getting errors on their micro:bit. It also challenged them as they had to complete multiple parts of code before they could test it.Week seven: For the grand finale, the students collaborated in groups to make a virtual duck move between their micro:bit. This was my favorite to teach as it required applying all the programming skills they had acquired up till now. They were also able to change the duck into other icons and add members to their group, which led to more conversations.

This comprehensive and fun-filled coding journey proved to be both educational and inspiring for our young programmers. Through these sessions, the students were able to appreciate how coding can be used to do a wide range of tasks. The lessons equipped them with basic computer skills, deepening their interest in the fascinating world of technology and exploring the boundless possibilities of electronic design and programming.

For the Cadence employees, including myself, it was a fantastic experience to connect with young minds and inspire the next generation of coders. This volunteer program exemplifies Cadence’s commitment to giving back and fostering a love for STEM in our local communities. I’m thankful to Cadence for giving me this opportunity and making my internship experience all the more enriching.

Learn more about life at Cadence.

In 2018, Cisco made a historic pledge and bold commitment to address homelessness in Santa Clara County. We committed $50 million in grant funding over five years – the largest corporate donation of its kind at the time – with the aim to:

Make homelessness rare, brief, and non-recurring in Santa Clara CountyDevelop a model that could be replicated outside of Silicon Valley, andEncourage other companies to step up and join us in combating homelessness

Fast forward to 2024. What has been accomplished?

Cisco’s six-year housing journey by the numbers (full article)

Interactive Story Map

Check out the interactive story map showcasing all the great progress made in addressing homelessness across Santa Clara County and beyond. Dive deep into our work with Destination: Home, Covenant House, Habitat for Humanity, Westhab, LifeMoves, and others. Find out how we’re deepening and scaling our impact, and how you can help.

$50 Million Commitment

In 2018, Cisco made a historic pledge and bold commitment to address homelessness in Santa Clara County. We committed $50 million in grant funding over five years – the largest corporate donation of its kind at the time – with the aim to:

1) Make homelessness rare, brief and non-recurring in Santa Clara County 

2) Develop a model that could be replicated outside of Silicon Valley 

3) Encourage other companies to step up and join us in combating homelessness 

In the last six years, we have far exceeded our original commitment and geographic scope – investing over $130 million to address housing and homelessness around the world.

Addressing homelessness in Santa Clara County

Cisco’s funding focused in three areas:

1. Accelerating the development of supportive and extremely low-income housing. 

Cisco’s flexible, private funding was used alongside public funding designated for affordable housing (Measure A Housing Bond), which allowed us to move faster and create more housing than any one of us would have done otherwise. Cisco’s funding has leveraged over $1.5B of other funding to support the development of over 3,380 new homes across 35 developments in Santa Clara County.

2. Homelessness Prevention

Cisco supported the pilot and scale of a county-wide program to prevent episodes of homelessness and maintain housing stability for at-risk residents. The program focuses on the highest risk individuals and families, providing a range of support to prevent homelessness. The early-stage philanthropic capital allowed Destination: Home and its nonprofit partners to test and refine the model, measure results and prove the impact of this approach, which has paved the way for increased investments and support from the public sector to scale and sustain the program long-term. This month, the homelessness prevention program will be fully adopted and managed by the County of Santa Clara and will be part of the ongoing services available to all residents at risk of homelessness in Santa Clara County.

3. Technology Optimization

Cisco’s funding also focused on closing the digital divide by increasing equity and access to connectivity for those receiving services. This has included:

Creating and launching a client-facing information management portal called MyConnectSV, which allows those experiencing homelessness to have greater access to their own information.Installing in-home Wi-Fi access at supportive housing sites across Santa Clara County, to ensure access to vital information and resources. Erika’s story is just one example.Launch of the TECHquity Fund, which provides small grants for nonprofit partners and individuals in need to procure the technology tools necessary to access resources, build capacity and fully participate in the digital economy.

Cisco…has demonstrated how a corporation can leverage both its financial and human resources to have a truly catalytic impact. Private sector leadership is critical, and Cisco’s transformational partnership has allowed us to move from scarcity to abundance, an exceedingly rare perspective when it comes to homelessness. 

Jennifer Loving, CEO of Destination: Home

Creating a model that can be replicated outside of Silicon Valley

While Cisco can’t make the same size commitments in every community, our hope was that we could create a model that could be used by others looking to launch similar efforts in their area. In late 2021, we published a Practical Guide highlighting the partnership, key learnings, elements of success, and a blueprint for replication.

Cisco and Destination: Home are now part of a national effort underway to replicate our Homelessness Prevention model and public-private partnership with the federal government, with an aim to replicate in 10 cities/jurisdictions across the United States in the next year.

Encourage others to join the effort

Cisco’s commitment in March 2018 came with an urging from CEO Chuck Robbins for other companies to step in and help. Over the following two years, we saw scores of tech companies and leaders announce massive commitments to housing and homelessness.

What we didn’t anticipate? That this challenge would create a movement within Cisco, inspiring and mobilizing employees around the world to get involved. 

Erin Connor, Director of Social Impact and Cisco Crisis Response

The last six years have shown us the power of leadership speaking out and taking a stand on this issue. This not only catalyzed a slew of commitments from the tech sector, but empowered employees across Cisco and beyond Silicon Valley to get involved. We have seen a groundswell of employee-driven initiatives, supporting those experiencing homelessness and the organizations serving them – from pro bono engagements to annual Sleep Outs, hosting events to pack household items or hygiene kits, mentoring unhoused youth or volunteering with move-ins.

Covenant House

Cisco’s partnership with Covenant House is an example of an employee-driven, grassroots movement that continues to expand and deepen. Their annual Sleep Out experience and flagship fundraiser has provided a way for Cisco employees to engage in cities across Canada, Latin America and the United States.

The deep engagement has led to $3.85 million in additional grant funding from Cisco for Covenant House sites; $3.4M in product grants to Covenant Houses across the US, and employees serving on Covenant House boards, volunteering as mentors, advising on network design and technology needs, as well as introducing Networking Academy courses to Covenant House youth in 10 sites.

Time and time again, Cisco has stepped up for Covenant House to help provide access to safe and long-term housing opportunities for youth facing homelessness. There is a tremendous need and opportunity to help young people out of homelessness and into employment and supported by a community that really cares about them, and I know we can count on Cisco to be with us every step of the way.

Bill Bedrossian, President and CEO Covenant House International

Habitat for Humanity

Cisco employees around the world continue to organize builds, volunteer their time and unlock Cisco donations and matching gifts to support families served by Habitat for Humanity around the world.

Comunità di Sant’Egidio

Cisco leadership in Italy championed a replication program in Rome, committing $1M over five years to pilot a Housing First program in Rome with nonprofit partners Comunità di Sant’Egidio and fio.PSD. In 2024, Cisco Foundation awarded a follow-on grant to support replicating this program in Milan and Naples.

Product Donations

Cisco has been able to engage not just with funding and volunteering, but with our own technology. Access to secure connectivity is vital – and Cisco has prioritized support for nonprofit organizations supporting those facing homelessness, as well as connectivity for those accessing services and housing.

Westhab

Since 2020, Cisco has partnered with Westhab to provide technical guidance and donations of nearly $3M in Cisco equipment to equip 11 sites across the New York area, ranging from shelters to supportive and affordable housing developments for low-income and formerly unhoused residents. The equipment has provided Wi-Fi for over 2,000 residents, and more robust security and networking systems for Westhab staff to better manage their workload and support the residents. The Cisco in-kind donations have also allowed Westhab to unlock public funding to support installation costs.

LifeMoves

For over two years, a group of networking engineers have volunteered with LifeMoves to help envision and implement the ways Cisco technology could improve their operations and the services they provide. The engagement has resulted in $2M+ of product donations to support LifeMoves offices and housing sites.

Our partnership with Cisco has been transformative. The Cisco team went above and beyond traditional volunteerism, taking the time to truly understand our toughest challenges and co-creating solutions that empower our clients on their journey out of homelessness and the efficiency of our staff.

Paul Simpson, CFO of LifeMoves

Haven

Cisco employees came together in 2022 to form the “Homelessness Action Volunteering Education Network”, or Haven, an employee resource group focused on raising awareness, educating our employee communities, fundraising and volunteering to drive action on behalf of the unhoused and vulnerable in our own communities and around the world.

In the last six years, Cisco has invested $130+ million dollars – over $110 million in cash and product donations – to address housing and homelessness around the world.

Erin Connor, Director of Social Impact and Cisco Crisis Response

What’s Next?

We know this work is hard. We are facing a worsening homelessness crisis across the United States and the world, as housing costs grow faster than wages and affordable housing development is not funded or prioritized. Stemming this tide takes unwavering commitment, collective action and deep partnerships.

We also know the solutions that work: increased housing production, supportive housing with wrap-around services, comprehensive homelessness prevention programs, and digital access and inclusion.

As we look at the next phase of Cisco’s support, we intend to apply these proven solutions to deepen, replicate and scale our impact around the world.

We will continue to invest in these partnerships and communities, leveraging the breadth of Cisco’s resources – our people, technology, financial resources, influence, job trainings and pathways – to power an inclusive future for all.

How Can You Help? 

Donate to housing and homelessness efforts or volunteer with homeless service organizations – click on the links below to explore Cisco’s nonprofit partnersCovenant House Destination: Home Habitat for Humanity Westhab LifeMoves Get involved locally and advocate in your community simply by visiting YIMBY Action Learn more!Blog: Three things we have learned about homelessness, by Erin ConnorA practical guide: Working together to address homelessness

View original content here.

In 2018, Cisco made a historic pledge and bold commitment to address homelessness in Santa Clara County. We committed $50 million in grant funding over five years – the largest corporate donation of its kind at the time – with the aim to:

Make homelessness rare, brief, and non-recurring in Santa Clara CountyDevelop a model that could be replicated outside of Silicon Valley, andEncourage other companies to step up and join us in combating homelessness

Fast forward to 2024. What has been accomplished?

Cisco’s six-year housing journey by the numbers (full article)

Interactive Story Map

Check out the interactive story map showcasing all the great progress made in addressing homelessness across Santa Clara County and beyond. Dive deep into our work with Destination: Home, Covenant House, Habitat for Humanity, Westhab, LifeMoves, and others. Find out how we’re deepening and scaling our impact, and how you can help.

$50 Million Commitment

In 2018, Cisco made a historic pledge and bold commitment to address homelessness in Santa Clara County. We committed $50 million in grant funding over five years – the largest corporate donation of its kind at the time – with the aim to:

1) Make homelessness rare, brief and non-recurring in Santa Clara County 

2) Develop a model that could be replicated outside of Silicon Valley 

3) Encourage other companies to step up and join us in combating homelessness 

In the last six years, we have far exceeded our original commitment and geographic scope – investing over $130 million to address housing and homelessness around the world.

Addressing homelessness in Santa Clara County

Cisco’s funding focused in three areas:

1. Accelerating the development of supportive and extremely low-income housing. 

Cisco’s flexible, private funding was used alongside public funding designated for affordable housing (Measure A Housing Bond), which allowed us to move faster and create more housing than any one of us would have done otherwise. Cisco’s funding has leveraged over $1.5B of other funding to support the development of over 3,380 new homes across 35 developments in Santa Clara County.

2. Homelessness Prevention

Cisco supported the pilot and scale of a county-wide program to prevent episodes of homelessness and maintain housing stability for at-risk residents. The program focuses on the highest risk individuals and families, providing a range of support to prevent homelessness. The early-stage philanthropic capital allowed Destination: Home and its nonprofit partners to test and refine the model, measure results and prove the impact of this approach, which has paved the way for increased investments and support from the public sector to scale and sustain the program long-term. This month, the homelessness prevention program will be fully adopted and managed by the County of Santa Clara and will be part of the ongoing services available to all residents at risk of homelessness in Santa Clara County.

3. Technology Optimization

Cisco’s funding also focused on closing the digital divide by increasing equity and access to connectivity for those receiving services. This has included:

Creating and launching a client-facing information management portal called MyConnectSV, which allows those experiencing homelessness to have greater access to their own information.Installing in-home Wi-Fi access at supportive housing sites across Santa Clara County, to ensure access to vital information and resources. Erika’s story is just one example.Launch of the TECHquity Fund, which provides small grants for nonprofit partners and individuals in need to procure the technology tools necessary to access resources, build capacity and fully participate in the digital economy.

Cisco…has demonstrated how a corporation can leverage both its financial and human resources to have a truly catalytic impact. Private sector leadership is critical, and Cisco’s transformational partnership has allowed us to move from scarcity to abundance, an exceedingly rare perspective when it comes to homelessness. 

Jennifer Loving, CEO of Destination: Home

Creating a model that can be replicated outside of Silicon Valley

While Cisco can’t make the same size commitments in every community, our hope was that we could create a model that could be used by others looking to launch similar efforts in their area. In late 2021, we published a Practical Guide highlighting the partnership, key learnings, elements of success, and a blueprint for replication.

Cisco and Destination: Home are now part of a national effort underway to replicate our Homelessness Prevention model and public-private partnership with the federal government, with an aim to replicate in 10 cities/jurisdictions across the United States in the next year.

Encourage others to join the effort

Cisco’s commitment in March 2018 came with an urging from CEO Chuck Robbins for other companies to step in and help. Over the following two years, we saw scores of tech companies and leaders announce massive commitments to housing and homelessness.

What we didn’t anticipate? That this challenge would create a movement within Cisco, inspiring and mobilizing employees around the world to get involved. 

Erin Connor, Director of Social Impact and Cisco Crisis Response

The last six years have shown us the power of leadership speaking out and taking a stand on this issue. This not only catalyzed a slew of commitments from the tech sector, but empowered employees across Cisco and beyond Silicon Valley to get involved. We have seen a groundswell of employee-driven initiatives, supporting those experiencing homelessness and the organizations serving them – from pro bono engagements to annual Sleep Outs, hosting events to pack household items or hygiene kits, mentoring unhoused youth or volunteering with move-ins.

Covenant House

Cisco’s partnership with Covenant House is an example of an employee-driven, grassroots movement that continues to expand and deepen. Their annual Sleep Out experience and flagship fundraiser has provided a way for Cisco employees to engage in cities across Canada, Latin America and the United States.

The deep engagement has led to $3.85 million in additional grant funding from Cisco for Covenant House sites; $3.4M in product grants to Covenant Houses across the US, and employees serving on Covenant House boards, volunteering as mentors, advising on network design and technology needs, as well as introducing Networking Academy courses to Covenant House youth in 10 sites.

Time and time again, Cisco has stepped up for Covenant House to help provide access to safe and long-term housing opportunities for youth facing homelessness. There is a tremendous need and opportunity to help young people out of homelessness and into employment and supported by a community that really cares about them, and I know we can count on Cisco to be with us every step of the way.

Bill Bedrossian, President and CEO Covenant House International

Habitat for Humanity

Cisco employees around the world continue to organize builds, volunteer their time and unlock Cisco donations and matching gifts to support families served by Habitat for Humanity around the world.

Comunità di Sant’Egidio

Cisco leadership in Italy championed a replication program in Rome, committing $1M over five years to pilot a Housing First program in Rome with nonprofit partners Comunità di Sant’Egidio and fio.PSD. In 2024, Cisco Foundation awarded a follow-on grant to support replicating this program in Milan and Naples.

Product Donations

Cisco has been able to engage not just with funding and volunteering, but with our own technology. Access to secure connectivity is vital – and Cisco has prioritized support for nonprofit organizations supporting those facing homelessness, as well as connectivity for those accessing services and housing.

Westhab

Since 2020, Cisco has partnered with Westhab to provide technical guidance and donations of nearly $3M in Cisco equipment to equip 11 sites across the New York area, ranging from shelters to supportive and affordable housing developments for low-income and formerly unhoused residents. The equipment has provided Wi-Fi for over 2,000 residents, and more robust security and networking systems for Westhab staff to better manage their workload and support the residents. The Cisco in-kind donations have also allowed Westhab to unlock public funding to support installation costs.

LifeMoves

For over two years, a group of networking engineers have volunteered with LifeMoves to help envision and implement the ways Cisco technology could improve their operations and the services they provide. The engagement has resulted in $2M+ of product donations to support LifeMoves offices and housing sites.

Our partnership with Cisco has been transformative. The Cisco team went above and beyond traditional volunteerism, taking the time to truly understand our toughest challenges and co-creating solutions that empower our clients on their journey out of homelessness and the efficiency of our staff.

Paul Simpson, CFO of LifeMoves

Haven

Cisco employees came together in 2022 to form the “Homelessness Action Volunteering Education Network”, or Haven, an employee resource group focused on raising awareness, educating our employee communities, fundraising and volunteering to drive action on behalf of the unhoused and vulnerable in our own communities and around the world.

In the last six years, Cisco has invested $130+ million dollars – over $110 million in cash and product donations – to address housing and homelessness around the world.

Erin Connor, Director of Social Impact and Cisco Crisis Response

What’s Next?

We know this work is hard. We are facing a worsening homelessness crisis across the United States and the world, as housing costs grow faster than wages and affordable housing development is not funded or prioritized. Stemming this tide takes unwavering commitment, collective action and deep partnerships.

We also know the solutions that work: increased housing production, supportive housing with wrap-around services, comprehensive homelessness prevention programs, and digital access and inclusion.

As we look at the next phase of Cisco’s support, we intend to apply these proven solutions to deepen, replicate and scale our impact around the world.

We will continue to invest in these partnerships and communities, leveraging the breadth of Cisco’s resources – our people, technology, financial resources, influence, job trainings and pathways – to power an inclusive future for all.

How Can You Help? 

Donate to housing and homelessness efforts or volunteer with homeless service organizations – click on the links below to explore Cisco’s nonprofit partnersCovenant House Destination: Home Habitat for Humanity Westhab LifeMoves Get involved locally and advocate in your community simply by visiting YIMBY Action Learn more!Blog: Three things we have learned about homelessness, by Erin ConnorA practical guide: Working together to address homelessness

View original content here.

CINCINNATI, July 19, 2024 /3BL/ – Fifth Third is proud to announce it has been named “U.S. Best Super-Regional Bank” by Euromoney in the magazine’s 2024 Awards for Excellence.

The 2024 Euromoney Awards for Excellence program evaluates bank performance from Jan. 1-Dec. 31, 2023, and recognizes banks that bring the highest level of service, innovation and solutions to their customers. During 2023, Fifth Third acquired Big Data Healthcare and subsequently launched two new healthcare focused solutions for Commercial clients. Dedicated to innovation, the bank acquired Rize Money, Inc. in May 2023 which led to the launch of Newline™ by Fifth Third, an API platform that enables enterprises to launch and scale payment, card and deposit products.

Fifth Third’s Momentum Banking provides a suite of products to serve customers’ banking needs. The full benefits of Fifth Third Momentum products are available on the Bank mobile app where a more powerful version of virtual assistant Jeanie® debuted in 2023.

“Our simple, well-diversified portfolio and balance sheet means we are better positioned to navigate uncertainty while continuing to deliver innovative services for our customers when they need us most,” said Tim Spence, Fifth Third’s chairman, CEO and president. “I’m proud of the team for earning this recognition and always putting our customers at the center of everything we do.”

The Euromoney team of editors, journalists and researchers undertake a thorough analysis of all award entries and score applications according to criteria specific to research categories. For more than 30 years, Euromoney has recognized the achievements of banks and bankers worldwide. Euromoney’s pioneering and comprehensive awards program remains the industry benchmark globally today. Euromoney Awards for Excellence are recognized worldwide for their exhaustive and informed decisions.

About Fifth Third

Fifth Third is a bank that’s as long on innovation as it is on history. Since 1858, we’ve been helping individuals, families, businesses and communities grow through smart financial services that improve lives. Our list of firsts is extensive, and it’s one that continues to expand as we explore the intersection of tech-driven innovation, dedicated people and focused community impact. Fifth Third is one of the few U.S.-based banks to have been named among Ethisphere’s World’s Most Ethical Companies® for several years. With a commitment to taking care of our customers, employees, communities and shareholders, our goal is not only to be the nation’s highest performing regional bank, but to be the bank people most value and trust.

Fifth Third Bank, National Association is a federally chartered institution. Fifth Third Bancorp is the indirect parent company of Fifth Third Bank, and its common stock is traded on the NASDAQ® Global Select Market under the symbol “FITB.” Investor information and press releases can be viewed at www.53.com.

# # #

CINCINNATI, July 19, 2024 /3BL/ – Fifth Third is proud to announce it has been named “U.S. Best Super-Regional Bank” by Euromoney in the magazine’s 2024 Awards for Excellence.

The 2024 Euromoney Awards for Excellence program evaluates bank performance from Jan. 1-Dec. 31, 2023, and recognizes banks that bring the highest level of service, innovation and solutions to their customers. During 2023, Fifth Third acquired Big Data Healthcare and subsequently launched two new healthcare focused solutions for Commercial clients. Dedicated to innovation, the bank acquired Rize Money, Inc. in May 2023 which led to the launch of Newline™ by Fifth Third, an API platform that enables enterprises to launch and scale payment, card and deposit products.

Fifth Third’s Momentum Banking provides a suite of products to serve customers’ banking needs. The full benefits of Fifth Third Momentum products are available on the Bank mobile app where a more powerful version of virtual assistant Jeanie® debuted in 2023.

“Our simple, well-diversified portfolio and balance sheet means we are better positioned to navigate uncertainty while continuing to deliver innovative services for our customers when they need us most,” said Tim Spence, Fifth Third’s chairman, CEO and president. “I’m proud of the team for earning this recognition and always putting our customers at the center of everything we do.”

The Euromoney team of editors, journalists and researchers undertake a thorough analysis of all award entries and score applications according to criteria specific to research categories. For more than 30 years, Euromoney has recognized the achievements of banks and bankers worldwide. Euromoney’s pioneering and comprehensive awards program remains the industry benchmark globally today. Euromoney Awards for Excellence are recognized worldwide for their exhaustive and informed decisions.

About Fifth Third

Fifth Third is a bank that’s as long on innovation as it is on history. Since 1858, we’ve been helping individuals, families, businesses and communities grow through smart financial services that improve lives. Our list of firsts is extensive, and it’s one that continues to expand as we explore the intersection of tech-driven innovation, dedicated people and focused community impact. Fifth Third is one of the few U.S.-based banks to have been named among Ethisphere’s World’s Most Ethical Companies® for several years. With a commitment to taking care of our customers, employees, communities and shareholders, our goal is not only to be the nation’s highest performing regional bank, but to be the bank people most value and trust.

Fifth Third Bank, National Association is a federally chartered institution. Fifth Third Bancorp is the indirect parent company of Fifth Third Bank, and its common stock is traded on the NASDAQ® Global Select Market under the symbol “FITB.” Investor information and press releases can be viewed at www.53.com.

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Our approach also links our carbon emission-reduction goals, our leadership in sourcing ingredients more responsibly, and our commitment to social sustainability and human rights across our value chain. Every element of our approach reinforces the other. Indeed, our ingredient-sourcing programs are where most of our carbon emissions-reduction work and social sustainability efforts live. So as part of our signature sourcing programs for our key ingredients, such as cocoa and wheat, we are working towards supporting more resilient landscapes, communities and robust human rights to help provide lasting economic, environmental and social benefits for the communities involved.

CLIMATE RISKS AND RESILIENT COMMUNITIES

For us at Mondelēz International, more sustainable snacking is part of a future where people and planet thrive together. Operating at global scale means we can have a meaningful positive impact by encouraging practices that respect land rights and investing in innovation and technology to increase transparency and measure impact at scale across our supply chain.

Identifying and managing climate change-related risks is part of our ERM process, enabling us to expand and deepen our understanding of our impact on the planet, inform our strategies and ultimately sharpen and enhance our approach. Find out more in Corporate Governance.

Our climate strategy encompasses our goal to decarbonize our end-to-end supply chain by 2050 in line with the SBTi guidance and following recognized carbon accounting standards (GHG Protocol). As such, we are focusing on the reduction of our Scope 1, 2 and 3 GHG emissions.

Our metrics are aligned with the SBTi requirements across our value chain including Scopes 1,2 and 3 reduction targets as well as breaking emissions out into FLAG (Forest, Land and Agriculture) and non-FLAG related emissions. We report on our metrics and goals annually in our Snacking Made Right report and CDP Climate disclosure.

Our approach has followed the recommendations set by the TCFD. We continue to monitor this space so that our approach remains relevant and transparent, and continue to strive to provide our stakeholders with relevant information on climate-related issues.

CLIMATE CHANGE-RELATED RISKS THAT INFORM OUR STRATEGIES

Physical risks include the increasing frequency of extreme weather events and natural disasters, effects on water availability and quality, and biodiversity loss. These impacts increase risks to the global food production and distribution system, and to the safety and resilience of the communities where we live, work and source our ingredients. They could also further decrease food security for communities around the world. Transition risks include increased focus by federal, state and local regulatory and legislative bodies around the world regarding environmental policies relating to climate change, regulating GHG emissions (including carbon pricing or a carbon tax), energy policies, disclosure obligations and sustainability, including single use plastics.

For more details please visit our Annual Report.

OUR CLIMATE RISK STRATEGIES

Key strategies that help to make us more resilient:

1. ENHANCING SOCIAL SUSTAINABILITY AND RESPECTING HUMAN RIGHTS

We strive to make sure that the rights of people in our value chain are respected and promoted, and that the communities where we operate are more resilient. To this end, we focus on key areas for greater impact, including addressing human rights risks in sourcing key commodities, and working to improve living wage and due diligence in our own operations.

Find out more in Social Sustainability & Human Rights.

2. OUR APPROACH TO NET ZERO CARBON

We’ve been on a path to reduce our carbon emissions for several years now, and took a key step in 2021 to set our long-term target of net-zero GHG emissions across our full value chain by 2050.

Most recently, our end-to-end emissions reduction targets of 35% by 2030 and net-zero target by 2050 have been validated by SBTi. This follows our submission of a time bound plan within SBTi’s timeframe, consistent with the 1.5ºC protocol which includes providing documentation of our carbon accounting, aligning to new standards and guidelines, continuing to transform our business operations and supply chains, and transparently reporting progress.

Find out more in Our Carbon Footprint.

3. AIM TO SEEK NO DEFORESTATION ACROSS PRIMARY COMMODITIES BY 2025

Deforestation doesn’t only contribute to global climate change – it also has a serious impact on local communities and ecosystems. At Mondelēz International we’re aiming for the end of deforestation across our primary commodities over the next two years. Our phased approach means we aim for cocoa, palm, soy, and paper materials placed on the market after December 30, 2024 and used by our European business, to be deforestation free – with our goal for other regions to follow by December 31, 2025. The cutoff date is December 31, 2020 in accordance with EU regulations and SBTi guidance. This is the date after which deforestation is counted in a company’s supply chain, meaning that products have to be produced on land that has not been subject to deforestation or forest degradation after 31 December 2020.

When it comes to deforestation, two of the commodities we source – cocoa and palm – are regarded as at-risk. We work closely with our key cocoa and palm suppliers to supply us with deforestationfree cocoa and palm. We also call on our suppliers, including those of soy, pulp and paper, to take steps to end deforestation in their own supply chains.

Our full deforestation free position is available on our website.

Cocoa

It’s been a decade since we launched our signature sustainability program, Cocoa Life, which takes an integrated approach to help tackle the root causes behind the social, economic and environmental challenges faced by cocoa farming. We’ve carefully monitored its progress, mapping the farms registered and partnering with Global Forest Watch to monitor the forests via satellite technology. Cocoa Life continues to grow, and we’re aiming to source all the cocoa volumes we need for our chocolate brands via the program by 2025.

Cocoa Life isn’t the only example of our leadership in this area. It was in 2015 that Mondelēz International first raised the issue of cocoa-driven deforestation at COP21 in Paris. Two years later, we became a founding member – also with the Governments of Côte d’Ivoire and Ghana and 36 other chocolate and cocoa companies – of Cocoa and Forests Initiative (CFI). Today, CFI is a leading publicprivate partnership to help address deforestation and restore forests in cocoa growing areas.

Find out more in Cocoa Life.

Palm Oil

We’ve been RSPO certified since 2013. We gather information on the mills where our direct suppliers source from, which we make public, while at the same time we continue to engage with our direct suppliers to help tackle environmental and social challenges in the supply chain.

The Palm Oil Action Plan (POAP) we have in place makes our suppliers responsible for preventing deforestation in their own operations or supply chains. This requires them to map and monitor all plantations and engage with any that fail to comply.

At Mondelēz International we only account for a small fraction of the total demand for palm oil. To help drive wider change, we’re involved with many other organizations that are also committed to improving the palm oil supply chain across the world. These include bodies like the Consumer Goods Forum Forest Positive Coalition (CGF FPC), the Consumer Goods Forum Human Rights Coalition (CGF HRC), the Palm Oil Transparency Coalition (POTC), the Palm Oil Collaboration Group (POCG) and the Roundtable on Sustainable Palm Oil (RSPO).

Find out more in Palm Oil.

Soy

The comparatively low levels of soy that we buy means we have little direct influence over the sector. That said, we apply CGF sourcing guidelines to purchasing of this ingredient.

We also track indirect emissions from the dairy industry that arise from the use in cattle food of raw ingredients such as soy grown in deforested areas. That gives us the insight we need to buy most of our dairy ingredients from suppliers whose farmers are selective about what they feed their cows. It also helps us engage openly with our suppliers on the need to provide dairy products based on deforestation-free cattle feed.

Pulp and Paper

For pulp and paper, we require the mills and printers that supply us to be Forest Stewardship Council (FSC) certified. As part of our strategy implementation by end of 2025, we aim to leverage chain of custody certification programs to confirm that the virgin paper packaging we use is sourced from sustainably managed forests.

Ending deforestation needs sector-level transformation. We support an approach in which key players along the value chain work collectively to tackle systemic issues at the industry, country and landscape-level. One example is the CGF FPC.

Find out more in Sustainable Packaging.

Raw Materials – Cocoa

Our signature program, Cocoa Life, was created in 2012 to help tackle the complex, interconnected challenges in the cocoa value chain. In 2023, our Cocoa Life program reached around 243,000 cocoa farmers (1), and approximately 85% of the cocoa volume for our chocolate brands was sourced through the program (2).

Two key elements drive our cocoa emissions reduction: agroforestry and farming practices. Conserving the land and forests is important for future generations. Forests help stabilize the climate: They regulate ecosystems, protect biodiversity, drive more sustainable growth – and play an integral part in the carbon cycle. We support farming communities with the right on- and offfarm tree planting activities and apply farm mapping technologies and agroforestry techniques to monitor progress.

Building on our work from 2022, we’re continuing to expand our list of defined customized emission factors that will help us to reduce our carbon emissions intensity. In doing so, we’re using data to translate our interventions in deforestation prevention and agroforestry as well as farming practices into custom emission factors. In our major sourcing countries, this approach is resulting in lower emissions per tonne of product than we would obtain with generic emission factors.

Find out more in Protecting & Restoring Forests.

Raw Materials – Dairy

Dairy is an area in which we have limited scale within the industry, but an important focus area in our footprint. To maximize our efforts, we have taken a two-pronged approach to help reduce carbon.

Find out more in Dairy.

4. INCREASING REGENERATIVE AGRICULTURAL PRACTICES

To help improve agricultural resilience, we’re helping to transform agricultural production into regenerative systems while reducing carbon. We are focusing on agroforestry landscapes, biodiversity and regenerative practices across our key ingredients, including cocoa and wheat. This involves participation in sector-wide initiatives and coalitions with multiple stakeholders.

Find out more in Protecting & Restoring Forests.

“Our climate strategy builds on the foundation of many years of community collaboration, as is seen for example in our signature sourcing programs for key raw materials such as Cocoa Life and Harmony Wheat. It is the combination of social, economic and environmental objectives that we believe holds the key to success.”

Michael Weber 
Senior Director, Climate & Environment, 
Mondelēz International

(1) Reported information for the period from January 1, 2023 to December 31, 2023 covers Brazil, Cameroon, Côte d’Ivoire, Dominican Republic, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years). This data is provided by third parties. Reported information based on latest estimate; independent, third-party verification inprogress. Any updates, if needed, will be included in the ESG Datasheet.

(2) Goal and reported information for cocoa volume sourced is based on a mass balance approach, which means that the equivalent volume of cocoa needed for the products sold under our chocolate brands is sourced from the Cocoa Life program. Reported information for the period from January 1, 2023 to December 31, 2023 includes volumes from cocoa producing countries Brazil, Côte d’Ivoire, Dominican Republic, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years). Excludes markets where Mondelēz International does not sell chocolate brands. Reported information based on latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be included in the ESG Datasheet.

View the full 2023 Snacking Made Right Report

Our approach also links our carbon emission-reduction goals, our leadership in sourcing ingredients more responsibly, and our commitment to social sustainability and human rights across our value chain. Every element of our approach reinforces the other. Indeed, our ingredient-sourcing programs are where most of our carbon emissions-reduction work and social sustainability efforts live. So as part of our signature sourcing programs for our key ingredients, such as cocoa and wheat, we are working towards supporting more resilient landscapes, communities and robust human rights to help provide lasting economic, environmental and social benefits for the communities involved.

CLIMATE RISKS AND RESILIENT COMMUNITIES

For us at Mondelēz International, more sustainable snacking is part of a future where people and planet thrive together. Operating at global scale means we can have a meaningful positive impact by encouraging practices that respect land rights and investing in innovation and technology to increase transparency and measure impact at scale across our supply chain.

Identifying and managing climate change-related risks is part of our ERM process, enabling us to expand and deepen our understanding of our impact on the planet, inform our strategies and ultimately sharpen and enhance our approach. Find out more in Corporate Governance.

Our climate strategy encompasses our goal to decarbonize our end-to-end supply chain by 2050 in line with the SBTi guidance and following recognized carbon accounting standards (GHG Protocol). As such, we are focusing on the reduction of our Scope 1, 2 and 3 GHG emissions.

Our metrics are aligned with the SBTi requirements across our value chain including Scopes 1,2 and 3 reduction targets as well as breaking emissions out into FLAG (Forest, Land and Agriculture) and non-FLAG related emissions. We report on our metrics and goals annually in our Snacking Made Right report and CDP Climate disclosure.

Our approach has followed the recommendations set by the TCFD. We continue to monitor this space so that our approach remains relevant and transparent, and continue to strive to provide our stakeholders with relevant information on climate-related issues.

CLIMATE CHANGE-RELATED RISKS THAT INFORM OUR STRATEGIES

Physical risks include the increasing frequency of extreme weather events and natural disasters, effects on water availability and quality, and biodiversity loss. These impacts increase risks to the global food production and distribution system, and to the safety and resilience of the communities where we live, work and source our ingredients. They could also further decrease food security for communities around the world. Transition risks include increased focus by federal, state and local regulatory and legislative bodies around the world regarding environmental policies relating to climate change, regulating GHG emissions (including carbon pricing or a carbon tax), energy policies, disclosure obligations and sustainability, including single use plastics.

For more details please visit our Annual Report.

OUR CLIMATE RISK STRATEGIES

Key strategies that help to make us more resilient:

1. ENHANCING SOCIAL SUSTAINABILITY AND RESPECTING HUMAN RIGHTS

We strive to make sure that the rights of people in our value chain are respected and promoted, and that the communities where we operate are more resilient. To this end, we focus on key areas for greater impact, including addressing human rights risks in sourcing key commodities, and working to improve living wage and due diligence in our own operations.

Find out more in Social Sustainability & Human Rights.

2. OUR APPROACH TO NET ZERO CARBON

We’ve been on a path to reduce our carbon emissions for several years now, and took a key step in 2021 to set our long-term target of net-zero GHG emissions across our full value chain by 2050.

Most recently, our end-to-end emissions reduction targets of 35% by 2030 and net-zero target by 2050 have been validated by SBTi. This follows our submission of a time bound plan within SBTi’s timeframe, consistent with the 1.5ºC protocol which includes providing documentation of our carbon accounting, aligning to new standards and guidelines, continuing to transform our business operations and supply chains, and transparently reporting progress.

Find out more in Our Carbon Footprint.

3. AIM TO SEEK NO DEFORESTATION ACROSS PRIMARY COMMODITIES BY 2025

Deforestation doesn’t only contribute to global climate change – it also has a serious impact on local communities and ecosystems. At Mondelēz International we’re aiming for the end of deforestation across our primary commodities over the next two years. Our phased approach means we aim for cocoa, palm, soy, and paper materials placed on the market after December 30, 2024 and used by our European business, to be deforestation free – with our goal for other regions to follow by December 31, 2025. The cutoff date is December 31, 2020 in accordance with EU regulations and SBTi guidance. This is the date after which deforestation is counted in a company’s supply chain, meaning that products have to be produced on land that has not been subject to deforestation or forest degradation after 31 December 2020.

When it comes to deforestation, two of the commodities we source – cocoa and palm – are regarded as at-risk. We work closely with our key cocoa and palm suppliers to supply us with deforestationfree cocoa and palm. We also call on our suppliers, including those of soy, pulp and paper, to take steps to end deforestation in their own supply chains.

Our full deforestation free position is available on our website.

Cocoa

It’s been a decade since we launched our signature sustainability program, Cocoa Life, which takes an integrated approach to help tackle the root causes behind the social, economic and environmental challenges faced by cocoa farming. We’ve carefully monitored its progress, mapping the farms registered and partnering with Global Forest Watch to monitor the forests via satellite technology. Cocoa Life continues to grow, and we’re aiming to source all the cocoa volumes we need for our chocolate brands via the program by 2025.

Cocoa Life isn’t the only example of our leadership in this area. It was in 2015 that Mondelēz International first raised the issue of cocoa-driven deforestation at COP21 in Paris. Two years later, we became a founding member – also with the Governments of Côte d’Ivoire and Ghana and 36 other chocolate and cocoa companies – of Cocoa and Forests Initiative (CFI). Today, CFI is a leading publicprivate partnership to help address deforestation and restore forests in cocoa growing areas.

Find out more in Cocoa Life.

Palm Oil

We’ve been RSPO certified since 2013. We gather information on the mills where our direct suppliers source from, which we make public, while at the same time we continue to engage with our direct suppliers to help tackle environmental and social challenges in the supply chain.

The Palm Oil Action Plan (POAP) we have in place makes our suppliers responsible for preventing deforestation in their own operations or supply chains. This requires them to map and monitor all plantations and engage with any that fail to comply.

At Mondelēz International we only account for a small fraction of the total demand for palm oil. To help drive wider change, we’re involved with many other organizations that are also committed to improving the palm oil supply chain across the world. These include bodies like the Consumer Goods Forum Forest Positive Coalition (CGF FPC), the Consumer Goods Forum Human Rights Coalition (CGF HRC), the Palm Oil Transparency Coalition (POTC), the Palm Oil Collaboration Group (POCG) and the Roundtable on Sustainable Palm Oil (RSPO).

Find out more in Palm Oil.

Soy

The comparatively low levels of soy that we buy means we have little direct influence over the sector. That said, we apply CGF sourcing guidelines to purchasing of this ingredient.

We also track indirect emissions from the dairy industry that arise from the use in cattle food of raw ingredients such as soy grown in deforested areas. That gives us the insight we need to buy most of our dairy ingredients from suppliers whose farmers are selective about what they feed their cows. It also helps us engage openly with our suppliers on the need to provide dairy products based on deforestation-free cattle feed.

Pulp and Paper

For pulp and paper, we require the mills and printers that supply us to be Forest Stewardship Council (FSC) certified. As part of our strategy implementation by end of 2025, we aim to leverage chain of custody certification programs to confirm that the virgin paper packaging we use is sourced from sustainably managed forests.

Ending deforestation needs sector-level transformation. We support an approach in which key players along the value chain work collectively to tackle systemic issues at the industry, country and landscape-level. One example is the CGF FPC.

Find out more in Sustainable Packaging.

Raw Materials – Cocoa

Our signature program, Cocoa Life, was created in 2012 to help tackle the complex, interconnected challenges in the cocoa value chain. In 2023, our Cocoa Life program reached around 243,000 cocoa farmers (1), and approximately 85% of the cocoa volume for our chocolate brands was sourced through the program (2).

Two key elements drive our cocoa emissions reduction: agroforestry and farming practices. Conserving the land and forests is important for future generations. Forests help stabilize the climate: They regulate ecosystems, protect biodiversity, drive more sustainable growth – and play an integral part in the carbon cycle. We support farming communities with the right on- and offfarm tree planting activities and apply farm mapping technologies and agroforestry techniques to monitor progress.

Building on our work from 2022, we’re continuing to expand our list of defined customized emission factors that will help us to reduce our carbon emissions intensity. In doing so, we’re using data to translate our interventions in deforestation prevention and agroforestry as well as farming practices into custom emission factors. In our major sourcing countries, this approach is resulting in lower emissions per tonne of product than we would obtain with generic emission factors.

Find out more in Protecting & Restoring Forests.

Raw Materials – Dairy

Dairy is an area in which we have limited scale within the industry, but an important focus area in our footprint. To maximize our efforts, we have taken a two-pronged approach to help reduce carbon.

Find out more in Dairy.

4. INCREASING REGENERATIVE AGRICULTURAL PRACTICES

To help improve agricultural resilience, we’re helping to transform agricultural production into regenerative systems while reducing carbon. We are focusing on agroforestry landscapes, biodiversity and regenerative practices across our key ingredients, including cocoa and wheat. This involves participation in sector-wide initiatives and coalitions with multiple stakeholders.

Find out more in Protecting & Restoring Forests.

“Our climate strategy builds on the foundation of many years of community collaboration, as is seen for example in our signature sourcing programs for key raw materials such as Cocoa Life and Harmony Wheat. It is the combination of social, economic and environmental objectives that we believe holds the key to success.”

Michael Weber 
Senior Director, Climate & Environment, 
Mondelēz International

(1) Reported information for the period from January 1, 2023 to December 31, 2023 covers Brazil, Cameroon, Côte d’Ivoire, Dominican Republic, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years). This data is provided by third parties. Reported information based on latest estimate; independent, third-party verification inprogress. Any updates, if needed, will be included in the ESG Datasheet.

(2) Goal and reported information for cocoa volume sourced is based on a mass balance approach, which means that the equivalent volume of cocoa needed for the products sold under our chocolate brands is sourced from the Cocoa Life program. Reported information for the period from January 1, 2023 to December 31, 2023 includes volumes from cocoa producing countries Brazil, Côte d’Ivoire, Dominican Republic, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years). Excludes markets where Mondelēz International does not sell chocolate brands. Reported information based on latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be included in the ESG Datasheet.

View the full 2023 Snacking Made Right Report