Tag: 3BL

EMERYVILLE, Calif., August 15, 2024 /3BL/ –

SCS Standards is pleased to announce that version 4.0 of the SCS-110 Certification Standard for Zero Waste is now available for public review.

The Standard was first introduced in 2022 as a series of three zero waste standards for facilities, events and projects that are now being consolidated into one. The SCS Zero Waste Standard provides a basis for certifying the diversion of municipal solid waste from landfill and incineration (without energy recovery) at a facility, project, or event.

Key updates in version 4.0 include:

Timeline for reducing the allowance of waste-to-energy as a diversion method has been added: by 2040 the allowed amount of waste material that can be sent to a waste to energy facility is 10%New approach for auditing facility portfolios: Operators that have multiple facilities of the same type in scope, site audits of a percentage of these facilities only will be requiredOperators can now claim prevented waste as a diversion method for up to five years from the implementation of a redesign process which resulted in the prevention of waste

The public is welcome to comment on the version 4.0 updates to the standard until Monday, September 16, 2024. To submit comments, please reach out to standards@scsstandards.org, or please visit https://www.scsstandards.org/standards/certification-standard-zero-waste.

About SCS Standards

SCS Standards is a non-profit organization committed to the development of standards that advance the United Nations Sustainable Development Goals. Standards are developed in alignment with best practices and guidelines provided by internationally recognized bodies to ensure a robust, transparent and collaborative approach. SCS Standards is an affiliate of Scientific Certification Systems, Inc., and is its official affiliate standards development body.

Media Contact 
Victoria Norman 
Executive Director 
Send an email

Taco Bell Blog

Taco Bell International is home to over 1,100 restaurants in 31 countries outside the US. From building the brand in new markets, to disrupting the food industry with culturally relevant innovations, our international teams embody the Restless Creativity spirit in their efforts of taking the Taco Bell magic worldwide. As we head into what we’re calling “The Summer of International”, we’ll be sharing their personal journeys, exciting adventures overseas, and career growth stories that have quite literally taken them across the globe.

Daniel first got his start at The Bell a few years ago working on consumer experiences, which even led to him living in Singapore for about a year! Now, he leads Technology for Taco Bell International traveling across the world, experiencing new cultures and seeing our brand grow in fruitful ways. Get to know more about him and his career below.

TACOMA, Wash., August 15, 2024 /3BL/ — KeyBank has announced a grant of $180,000 to Rainier Scholars – Tacoma as the nonprofit seeks to rapidly grow its services to underrepresented students of color in the greater Tacoma area. The goal is to provide youth with the academic, social, and emotional support needed to excel in school and earn college degrees.

Over the next three years, the program will welcome additional cohorts of students, develop curriculum to meet their needs as they advance into middle school and high school, and establish a second entry-point for 7th grade students at First Creek Middle School. Rainier Scholars – Tacoma was designed as a unique public-school partnership that collaborates alongside fellow educators to improve the outcomes of students who face the biggest barriers to success. It is helping to realize the mission of Rainier Scholars: to cultivate the academic and leadership potential of underrepresented students of color through rigorous, transformative opportunities that increase college graduation rates and empower new generations of leaders.

Funds from the KeyBank grant will be used to support program implementation including staffing, material development and supplies.

“At KeyBank, our mission is to help our communities thrive, and we know that an important building block is helping underserved youth realize their full potential and develop the skills that will lead to successful and fulfilling careers,” says South Puget Sound Market President Brian Marlow. “An educated workforce is at the heart of a prosperous regional economy.”

“The heart of our cohort model is the 12-year commitment we make to each scholar and their family from fifth grade through college graduation,” said Rainier Scholars Tacoma Associate Executive Director Jennifer Ward. “By systematically removing barriers to a college education, we work to ensure that students of color are afforded the same opportunities as their classmates and can realize their dreams with boundless options.”

About Rainier Scholars 
Rainier Scholars offers a pathway to college graduation and career and leadership development for underrepresented students of color in the greater Seattle and Tacoma communities. Founded in 2000, our comprehensive 12-year program starts in fifth grade and provides personalized academic enrichment, leadership training, and career development support to students and their families. We believe that providing access to opportunities is key to building a more equitable society. For more information, visit https://www.rainierscholars.org/

About KeyCorp

KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $187 billion at June 30, 2024.

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

Originally published on Aflac Newsroom

134 hours. Dozens of colleagues. One meaningful, shared purpose.

Over the past six months, teams of Aflac employees have volunteered at Feeding the Valley Food Bank, part of the Feeding America network, to help provide nearly 45,000 meals for children and adults living with food insecurity in the Chattahoochee Valley in Georgia and Alabama — over 53,800 pounds of food so far this year.

Aflac’s long history with Feeding the Valley includes a recent $290,000 donation toward a much-needed expansion at its Midland, Georgia location. In addition to other amenities, the new space has an air-conditioned area dedicated to volunteering — the Aflac Hunger Action Center — with twice as much room as the previous volunteer space.

“Since 2017, we’ve been able to increase our footprint by 75% — that equates to storage space that can accommodate an additional 2 million pounds of dry food and enable distribution of more than 5 million pounds of lean meats and fresh produce per year,” said Frank Sheppard, President and CEO at Feeding the Valley. “And, with the expanded Aflac Hunger Action Center, we have double the space to accommodate our amazing community volunteers who help us get food packaged and ready to be placed into the hands of those in need.”

Last year, more than 15 million pounds of food were provided to individuals and more than 350 partner food pantry organizations throughout 17 counties in Georgia and one in Alabama.

Volunteering at Feeding the Valley has become a regular activity for the Aflac Sales Resolution team, who packed 390 mobile pantry boxes and 80 buddy packs during a recent outing. Feeding the Valley’s mobile pantries provide boxes of canned goods and groceries to more than 12,000 families per month where there is limited access to a grocery store or an emergency food pantry. And, because hunger doesn’t take the weekend off, their Buddy Pack program is there to help bridge the gap between the school week and the weekend, when free breakfasts and lunches are not available.

“We always leave feeling like we have really participated in something worthwhile and are making a difference in our community, said Mike Tucker, manager, Aflac Sales Resolution. “This is also a great team-building event and brings us closer together as a team.”

Jon Sullivan, director, Aflac Corporate Communications, agrees. His team recently gathered at Feeding the Valley to help sort and pack boxes of canned goods, juice, rice and other nonperishable items.

“Taking the afternoon recently to pack mobile pantry boxes at the new Aflac Hunger Action Center was hard work, but it was also a great experience for our team,” said Sullivan. “Not only were we able to help address a tremendous need within our community, but we also found great value in spending quality time together in service to others. We work as a team at the office every day, but realizing the difference our teamwork can make outside of our daily jobs was a true morale boost.”

For more information about Feeding the Valley, visit FeedingTheValley.org, and learn more about how Aflac gives back to the community at Aflac.com/AboutAflac.

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In May, Cisco ThousandEyes hosted its third annual Partner Connection – an event dedicated to sharing ideas, creating connections, and engaging with our channel partners. This year, in the spirit of collaboration, ThousandEyes partnered with Cisco’s Partnering for Purpose team to incorporate a meaningful giveback element into the agenda.

Seeking the most impactful way to collaborate with our channel partners, we engaged the expertise of a third-party social impact event supplier, Give to Get. They helped to identify potential local onsite and offsite giveback opportunities, ranging from tackling youth hunger and homelessness to supporting the environment and STEM outreach amongst young boys and girls. All activities were designed to directly benefit the St. Petersburg community, where the Partner Connection event was taking place.

The ThousandEyes team ultimately chose the option that addressed youth hunger, and we scheduled a 75-minute Partnering for Purpose session with a meal-packing giveback activity as the last session on day one of our two-day summit agenda. The giveback activity supported the Feed our Future program of the United Food Bank of Plant City (UFBPC), a partner of Meals on Wheels for Kids. Feed our Future ensures that children have year-round access to nutritious meals, crucially during school breaks when access to free or reduced-cost meals provided by the National School Lunch Program is limited.

During the giveback session, Cisco ThousandEyes attendees, alongside channel partners attendees packed 400 snack packs, totaling approximately 1,000 pounds of food. This hands-on activity not only fostered partner collaboration but also made a tangible difference in the lives of local children.

Reflecting on the event, ThousandEyes Global Director, Partner Strategy and Solutions Engineering Tanner Bechtel noted, “I watched jackets come off, sleeves get rolled up, and people use the brilliance they give to their organizations be turned into an awe-inspiring collaborative event for the betterment of people who really needed a hand up. This part—sharing of our time, our work—with humility and kindness—these are the things that matter.”

As the Global ThousandEyes Sales Leader, it was incredible to see how much our partners appreciated this experience. Since the inception of Partner Connection, my team and I have always sought ways to give back to the communities that we visit. This activity provided an opportunity to make a meaningful impact as a team and share the goodness with our partners.

The success of Partner Connection and its giveback element highlights the power of partnership in amplifying positive impact. By integrating a giveback activity into our event, we hope that Cisco ThousandEyes sets a powerful example for others to follow.

Visit the Partnering for Purpose SalesConnect

Read our stories and Partnering for Purpose blogs

View original content here.

“One man’s trash is another man’s cash.” Do you know this saying? Well, take the statement to a higher level and add an industrial, private-public set-up: then you will get an idea of what the Kalundborg Symbiosis is. The Boehringer Ingelheim Animal Health Denmark production site is now part of this partnership to promote sustainability and a more circular approach to production.

In the Kalundborg Symbiosis, the city’s biggest industrial companies work together across sectors to share excess energy, water, and materials, so less goes to waste. As public and private companies are physically connected, one company’s surplus of resources adds value to another. Today, more than 20 different streams of excess resources flow between the companies, creating a symbiosis of resource exchange, adding more resilience and profit to the partners.

As a local industrial player in Kalundborg, our production site Boehringer Ingelheim Animal Health Denmark is an important partner for the Kalundborg Symbiosis. The symbiosis is a partnership between public and private companies aiming to use fewer resources and take a more circular approach to production.

While Kalundborg is located in a small corner of West Zealand, about 90 minutes’ drive from Copenhagen, the symbiosis is a globally inspiring example of ways to achieve more sustainability. Established in 1972, the symbiosis offers 50 years of experience.

Saving money and minimizing waste

Ole Jørgensen, Site Director, Boehringer Ingelheim Animal Health Denmark, explains why we are joining the partnership: “Together with the leadership team, I’m thrilled that we are now part of Kalundborg Symbiosis. It does make sense to be in a local partnership, where we can share and reuse resources, thus saving both money and minimizing waste. Another pleasing point is that we can tap into a professional network in the field of sustainability to connect even better with key profiles in our local community. This also allows us to become more visible to new potential employees and business partners.”

Sharing excess water, energy, and materials

Including Boehringer, the Kalundborg Symbiosis now has 20 public and private companies (status: 2024). All follow the main principle of the Symbiosis: one partner’s waste becomes another partner’s resource. Collaboration and knowledge sharing is key. “Joining the Symbiosis allows us to work together with other companies across sectors to share excess energy, water, and materials, so waste is minimized. It is a tangible example of how we in Denmark are striving to be more sustainable and recycle resources, and thus implement our sustainability strategy,” Jørgensen says, adding, “We are motivated to become more green and to recycle as many resources as possible – and the Symbiosis aligns with this ambition.”

A true win-win situation

Currently, there is one specific type of waste from discarded Bovikalc (an oral calcium supplement for dairy cows) that can possibly be absorbed in another company’s raw material – or used in fertilization. “For obvious reasons, it is meaningful to let others benefit from our waste instead of paying a fee to the local environmental authorities for getting rid of production waste materials,” Jørgensen explains. “The circular approach is a greener and better way of production.” Boehringer is aiming to become carbon neutral in company operations by 2030 by reducing and minimizing emissions, a goal that is shared with the Kalundborg Symbiosis.

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Find out more about Boehringer Ingelheim’s global sustainability initiatives, ranging from creating more sustainable healthcare solutions and community engagement with impact to environmental stewardship in Imagine: our sustainability story hub.

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Mastercard

Addressing the climate crisis both domestically and internationally is key to ensuring long-term global economic stability. In November 2022, Administrator Samantha Power and then-Special Presidential Envoy for Climate John Kerry introduced the PREPARE Call to Action to the Private Sector at COP27, engaging 10 companies, including Mastercard, to help half a billion people in developing countries adapt to the effects of climate change.

Mastercard’s commitment to the PREPARE Call to Action includes a partnership with BFA Global and CIFAR Alliance, which is scaling innovative fintech-enabled solutions that help vulnerable households and businesses build resilience and adapt to climate impacts. Together, we’ve launched the Climate Smart Product Innovation Hub, showcasing 74 climate-aligned fintech innovations to attract investment and generate scale. Our commitment also encompasses our goal to bring 30 million people onto our Community Pass platform within the next five years. In early 2024, Community Pass partnered with the Co-operative Bank of Kenya and Shell Foundation to launch a program aimed at providing up to 100,000 potato, maize, and dairy farmers with access to credit for six innovative clean energy farming technologies.

Impact can be maximized when governmental initiatives are combined with private sector support. It was an honor to participate in a discussion yesterday with these leaders and representatives from the PREPARE Call to Action on how we can enhance the stability and security of supply chains, harness American ingenuity, and leverage our collective strengths to promote climate resilience globally.

About Mastercard

Mastercard is a global technology company in the payments industry. Our mission is to connect and power an inclusive, digital economy that benefits everyone, everywhere by making transactions safe, simple, smart and accessible. Using secure data and networks, partnerships and passion, our innovations and solutions help individuals, financial institutions, governments and businesses realize their greatest potential. With connections across more than 210 countries and territories, we are building a sustainable world that unlocks priceless possibilities for all.

Originally published by Mastercard

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

We are committed to fostering the next generation of leaders in the utility industry. Our summer internship program offers students the opportunity to gain hands-on experience, develop professional skills, and build meaningful connections within the company. Through engaging projects and mentorship, our interns are equipped to make significant contributions and grow both personally and professionally.

Haley Piasecki, one of our talented summer interns, shared some of her experiences and insights from her time with us.

Q: Can you introduce yourself?

A: My name is Haley Piasecki, and I’m from Little Egg Harbor, New Jersey. I’m currently a rising junior, pursuing a degree in Integrated Business with a minor in Political Science at Pennsylvania Western University at California.

Q: Where did you intern this summer?

A: This summer, I had the privilege of interning with the Performance Assessment Group for Atlantic City Electric.

Q: What were some of the highlights of your internship experience?

A: Throughout my internship, I’ve had the pleasure of meeting many new people who have generously shared their knowledge with me. Collaborating with various groups has given me insight into how different departments work together to drive growth within the company.

Q: Can you share a particularly impactful experience?

A: A particularly impactful experience was a ride-along with the safety team and company leaders, where we observed the routes taken by troublemen to monitor fires in New Jersey. It was truly inspiring to meet women in leadership roles at Exelon.

Q: What challenges did you face, and how did you overcome them?

A: Initially, entering a heavily engineering-focused environment was daunting, especially with the unfamiliar terminology. However, I learned to embrace confusion and ask questions, which has been crucial for my innovation and personal growth.

Q: How has the internship with Atlantic City Electric helped you grow?

A: My internship at Atlantic City Electric has provided me the space to flourish and grow both personally and professionally. My confidence in public speaking has significantly improved, thanks to the engaging intern program. I’ve made friends from across the United States and gained valuable insights into the utility and engineering industries.

Atlantic City Electric is a unit of Exelon (Nasdaq: EXC), a Fortune 200 company and the nation’s largest utility company, serving more than 10 million customers. Atlantic City Electric provides safe and reliable energy service to approximately 572,000 customers in southern New Jersey.

To learn more about Atlantic City Electric, visit The Source, Atlantic City Electric’s online newsroom. Find additional information by visiting atlanticcityelectric.com, on Facebook at facebook.com/AtlanticCityElectric, and on X, formerly known as Twitter, at twitter.com/AcEleCconnect. Atlantic City Electric’s mobile app is available at atlanticcityelectric.com/MobileApp.

View original content here.

In Sierra Leone, small savings groups have a long history of supporting farmers and marginalized communities, especially women. In short, saving groups have transformed lives, offering financial support and fostering community resilience.

Through increased access and control over resources, saving group members can financially empower their families and communities. CARE’s engagement with Village Savings & Loan Associations (VSLAs) is one such approach with a particular emphasis on supporting women’s economic growth of women in rural communities.

Yet with manual saving groups comes its own challenges which involves potential errors, mismanagement of cash, inaccuracies in record-keeping, lost records, mismanagement of loans, limited literate individuals who can read or write etc.

How did we enhance the efficiency of savings groups?
To combat challenges of manual savings, CARE Sierra Leone collaborated with MikashBoks which is a global adaptable digital platform. Through this platform CARE worked on:

Enhancing the efficiency of financial management of VSLA processes;Introducing secure transitions for savings groups;Accelerating the adoption of digital financial practices in rural areas; andSupporting the transition from cash to wallet.

The Pilot
In Sierra Leone 81 traditional VSLA groups participated in the pilot and were transformed into a digital framework in collaboration with MiKashBoks.

Was digital data collection beneficial?
Through this digital approach the savings groups were able to collect and handle data in a more efficient manner:

Automated handling, where financial transactions are recorded and managed electronically, reduced human error streamlining processes.Accurate automated record-keeping ensured precise and consistent records, easily accessible for review and audit.Loans were efficiently managed with automated calculations, clear repayment schedules, and real-time tracking of loan status.Ensured transparent record sharing to all members of the group.Information became accessible to all members including those who were not literate, through user-friendly interfaces and possibly visual or audio aids, fostering inclusivity and participation.

What helped with bridging the digital divide?

During the pilot phase of MikashBoks, CARE provided SIM cards and smartphones to VSLA members and village agents for financial transactions.Digital literacy trainings were initiated by CARE.The application has easy user-interface, visual and audio guides for people who were not literate and could be used offline during poor connectivity.For rural women, it provided a gateway to financial independence. The mobile feature enhanced safety and convenience.In urban areas, the app enabled women to access practical business advice on-the-go while carrying household and childcare responsibilities and striving for financial independence.For young and ambitious urban entrepreneurs, the app acted as a platform for social change. CARE and MiKashBoks worked to alter stigmas around women’s use of technology.

What next?
Sierra Leone’s journey towards an inclusive and digital VSLA, despite its challenges, is promising. While communities may face challenges such as limited literacy, connectivity and reluctance to use technology, the pilot has shown significant achievements. 

With 81 VSLA groups already transitioned to digital operation, there are plans to expand to 200 groups in Sierra Leonne.Continuous training and support remain crucial to ensure no member is left behind in digital transformation.

For more information read this report on Digitalizing Savings Groups in Sierra Leone

Driving down our energy emissions is an important part of reaching our long-term goal relating to net-zero carbon. And we’re focusing on three key areas to make it happen.

First, we’re working hard to improve energy efficiency within our internal operations.

Next, we’re taking action to electrify our operations and aiming for all the electricity we’re using across our manufacturing sites by 2030 to be renewable by transitioning from fossil fuels to renewable electricity and electrification. Third, we’re increasing our use of renewable electricity.

2023 PROGRESS

2018

2021

2022

2023

Total energy consumed (GJ) (22)

17,252,000

17,382,000

17,134,000

16,771,000

Total renewable electricity (%) (22)

—

33 %

40 %

48 %

Manufacturing CO₂e emissions from energy (CO₂e market-based metric tonnes) (8)

1,325,000

1,077,000

1,005,000

871,000

CO₂e emissions reductions across our manufacturing operations (vs. 2018) (8)

—

(19) %

(24) %

(34) %

 

OUR OPERATIONS

Improving Energy Efficiency 
Focusing in our operations, we are working to make our manufacturing plants more efficient by continuously investing in advanced energy-management systems and energy efficient technologies. We’re drawing on the “eliminate, substitute, reuse, recycle” principles of the circular economy to progressively reduce our operations’ carbon intensity and drive carbon absolute reduction. Solutions already in place are energy efficiency improvements to biscuit ovens and steam boilers, including heat recovery. We also invest in higher-efficiency equipment.

Transition to Renewable Electricity and Electrification 
We have been working towards shifting away from fossil fuels as the primary source of the power we use and transferring to biofuels and renewable electricity. Electrification combined with our transition to renewable-sourced electricity are drivers of our decarbonization strategy. We implemented onsite solar panels, and signed long-term wind and solar Power Purchase Agreements (PPAs) in several sites globally supporting new project implementation.

Increasing the Use of Renewable Electricity 
We’re working closely with governments and suppliers to promote renewable energy wherever we operate – either bought using PPAs or generated on our facilities with onsite solar panels. This approach is working. About half of the electricity we used in 2023 came from various renewable sources, increasing from the approximately 40% achieved in 2022 (22).

2023 IN REVIEW

Throughout 2023, we continued to make the important changes needed to help drive down our energy-related emissions. Our aim to deploy renewable electricity solutions aligns seamlessly with the broader sustainability agenda in our long-term growth strategy by driving decarbonization across our manufacturing footprint, making a major step forward in working towards achieving our sustainability goals.

Collaborations are vital to help deliver our carbon reduction goals and build a more sustainable snacking company and that’s why in 2023 we continued and increased our efforts to make the shift to renewable electricity for both on- and off-site, grasping new opportunities as they emerged.

For solar and wind renewable electricity, we are excited to have entered into agreements in several countries where we have invested in onsite solar panels in countries like India, Vietnam, Poland, Thailand, Egypt, Bahrain, Pakistan and Malaysia. For instance, the electricity generated from the solar panel installation at our Skarbimierz plant in Poland is fully consumed by the site. And we continue to maintain approximately 100% renewable energy sources for Khon Kaen plant in Thailand and Sucat plant in the Philippines.

As part of our focus on increasing the use of renewable electricity, we signed 10 to 12-year PPAs with multiple partners. These included contracts in Spain and in Finland. These will start to deliver additional renewable electricity over the next three years.

In 2023, we also invested in several programs to improve energy efficiency with a combined total of approximately $140 million in our European supply chain network, refurbishing ovens and introducing advanced new alternatives to decrease the impact of our outsourced manufacturing activities. This continued to help drive reductions in our Scope 1 and Scope 2 emissions during the year as the proportion of electricity from renewable sources continued to grow.

In Bahrain, we have an agreement to utilize thousands of solar panels for both rooftop and carport applications helping our plant to reduce and offset CO2 emissions.

In Egypt, we have been reducing our emissions by building and measuring an energy management system and integrating energy efficiency projects and cleaner energy projects into operations.

In Morocco, we signed an energy agreement in March 2023 to equip our production site with hundreds of solar panels supporting Mondelēz Morocco’s ambition to utilize more of its energy needs.

“Electrification combined with our transition to renewable electricity are key drivers of our energy efficiency strategy, further expanding the sustainability of our operations.”

Ken Sparkman 
Senior Director, Supply Chain Sustainability, 
Mondelēz International

GLOBAL LIGHTHOUSE NETWORK IN AMEA

In China, in 2023, three of our four plants joined the esteemed league of manufacturers recognized as the Global Lighthouse Network by the World Economic Forum (WEF). This prestigious label signifies their status as trailblazers in implementing Fourth Industrial Revolution technologies (4IR). These factories have reached meaningful milestones and demonstrated exceptional ability in amplifying productivity, promoting sustainability, and fortifying resilience, setting them apart as leaders in their field. In January 2023 Mondelēz Suzhou factory which includes two plants (East Suzhou and West Suzhou plant) became the world’s first “end-to-end lighthouse factory” for the snack biscuit industry, and also achieved a third-party verified Carbon Neutrality (40). Also in December 2023, Mondelēz Beijing plant joined the Lighthouse Network implementing an AI-powered dough-making lights-off workshop and gas consumption optimization with machine learning.

Also, early in 2023 Mondelēz India’s state-of-the-art Sri City factory became one of the first Indian FMCG plants awarded with the Advanced 4IR Digital Lighthouse Award by the World Economic Forum.

(8) Please see the Carbon Accounting Manual for conversion factors applied. Reported information excludes developed-market gum brands, which were divested as of October 1, 2023 (which differs from previous years). We have recalculated our base year 2018 (where applicable) and most recent years 2021, 2022 and 2023 for year-over-year comparison. Reported information based on latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be included in the ESG Datasheet. Once completed, SGS verification can be found in our ESG Reporting & Disclosure Reporting Archive.

(22) Reported information excludes developed-market gum brands, which were divested as of October 1, 2023 (which differs from previous years). We have recalculated our base year 2018 (where applicable) and most recent years 2021, 2022 and 2023 for year-over-year comparison. Reported information based on latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be included in the ESG Datasheet. Once completed, SGS verification can be found in our ESG Reporting & Disclosure Reporting Archive.

(40) Carbon neutrality is 3rd party verified and includes carbon offsets. Carbon offsets are excluded from the corporate end to end CO2e footprint inline with the Greenhouse Gas Protocol Standard.

View the full 2023 Snacking Made Right Report