June 21, 2024 /3BL/ – The Wells Fargo Foundation announced today a $500,000 grant for Neighborhood Housing Services of Chicago, Inc. (NHS) in support of its Chicago Flats Initiative. The goals of the initiative are to preserve and rehab two- and four-flats, maintain rental affordability, and help homeowners build wealth. To accomplish these goals, NHS is connecting homeowners and renters to available mortgage and rental assistance programs.

“We want to make sure we continue stabilizing housing for both renters and owners,” said Neighborhood Housing Services President and CEO Anthony E. Simpkins. “According to our data, homeowners have 40 times the net worth of renters, so finding development solutions to foster the building of more affordable homes in our communities is a great return on investment.”

The Chicago Flats Initiative will provide:

HUD-certified financial counseling services and Homebuyer Education classes
 Foreclosure prevention resources to keep homeowners of two-and four-flats in their homes
 Competitive mortgage loans through NHS
 Home purchase assistance up to $15,000 for home improvement loans
 Health and safety inspections
 Construction management services

Enterprise, Institute for Housing Studies, Elevate, Preservation Compact, Greater Chatham Initiative, Resident of Greater Englewood (RAGE), Garfield Park Community Council, and Communities United are all partners on the Chicago Flats Initiative.

“We’re excited to partner with NHS on this innovative program that will make a real difference in Chicago communities,” said Trina Shepherd, Philanthropy and Community Impact Specialist at Wells Fargo. “Wells Fargo is dedicated to supporting initiatives designed to help close the wealth gap, boost homeownership, and revitalize communities.”

Since 2018, Wells Fargo’s philanthropic giving totaled nearly $40 million within Chicago in support of housing, small business growth, financial health, sustainability, and more.

About Wells Fargo

Wells Fargo & Company (NYSE: WFC) is a leading financial services company that has approximately $1.9 trillion in assets. We provide a diversified set of banking, investment and mortgage products and services, as well as consumer and commercial finance, through our four reportable operating segments: Consumer Banking and Lending, Commercial Banking, Corporate and Investment Banking, and Wealth & Investment Management. Wells Fargo ranked No. 47 on Fortune’s 2023 rankings of America’s largest corporations. In the communities we serve, the company focuses its social impact on building a sustainable, inclusive future for all by supporting housing affordability, small business growth, financial health, and a low-carbon economy. News, insights, and perspectives from Wells Fargo are also available at Wells Fargo Stories

Additional information may be found at www.wellsfargo.com 

LinkedIn: https://www.linkedin.com/company/wellsfargo

About Neighborhood Housing Services of Chicago, Inc.

NHS of Chicago is a nonprofit organization working in partnership with businesses, government, and neighborhood residents to develop and support Chicago’s neighborhoods. NHS offers a variety of homebuyer education classes, financial literacy instruction and provides HUD-certified counselors in efforts to stabilize communities and create neighborhoods of choice.

Contact Information

Jéntill Neal

Wells Fargo
jentill.neal@wellsfargo.com 

In this episode of ESG Talk, host Mandi McReynolds reflects on her conversation with AT&T’s Chief Sustainability Officer, Charlene Lake. They discuss the importance of achieving audit-ready ESG data and the crucial role technology plays in tracking and reporting emissions data.

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.

Funding will support 33 nonprofits and government agenciesGrants will pay for training, life-saving equipment and new technology to aid in disaster planning and recovery operations

GREENVILLE, S.C., June 21, 2024 /3BL/ – As hurricane season begins, emergency managers and first responders turn their eyes to the tropics as they continue to prepare their communities for the possibility of impacts from severe weather.

Duke Energy is preparing as well and stands in support of these communities across South Carolina by announcing $500,000 in microgrants through the Duke Energy Foundation. These funds will increase community resiliency and local ability to help residents prepare for and recover from the devastation brought by significant weather events.

“Preparing communities to respond to severe weather impacts begins in our neighborhoods and communities,” said Mike Callahan, Duke Energy’s South Carolina president. “Providing our fellow first responders with the tools and training to handle whatever Mother Nature throws our way is necessary in maintaining a resilient and prosperous South Carolina.”

Duke Energy’s Emergency Preparedness and Storm Resiliency Grant Program was designed to help organizations with roles in emergency preparedness increase their resiliency to these events through advanced preparation, planning, equipment and training. Applicants could request funds up to $20,000. Grants were awarded to 33 nonprofits and governmental entities across the state.

A complete list of recipients can be found here.

Quotes

“Cherokee County Emergency Management would like to thank the Duke Energy Foundation for awarding Cherokee County this year’s grant. This grant will double our sheltering capabilities adding 100 cots and the necessities along with 10 special-needs cots, helping those in need when they need it the most. The grant will also allow us to purchase a pet sheltering kit so we can start to address those needs as well.” – Douglas Bowers, Director of Emergency Management, Cherokee County“Duke Energy is always a great partner for us at the City of Sumter, and this grant is no exception. Being storm-ready is crucial for us. It helps our employees prepare for potentially hazardous weather so that we, as a city, can best serve and protect our citizens and ideally prevent any damage before it gets to that point. At the City of Sumter, we like to Invest, Invite, and Serve. And thanks to Duke Energy, we can invest in this equipment that will allow us to better serve the people of Sumter in a safe and timely manner.” – David Merchant, Mayor, City of Sumter“This new eye in sky will generate an overhead picture of a scene and provide a more complete view for responding ground crews. Adding this new information to an emergency incident should allow us to implement new response strategies that will improve operations along with saving lives and property plus promoting a safer work environment for our personnel.” – Jimmy Flynn, EMS Operations Coordinator, Landrum Area Fire & Rescue District“We appreciate Duke Energy’s assistance with providing funding for equipment to help the City of Clemson communicate information to our community, especially during power loss and challenging circumstances.” – Jorge Campos, Chief of Police, City of Clemson

Duke Energy Foundation

The Duke Energy Foundation provides more than $30 million annually in philanthropic support to meet the needs of communities where Duke Energy customers live and work. The Foundation is funded by Duke Energy shareholders.

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. The company’s electric utilities serve 8.4 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 54,800 megawatts of energy capacity. Its natural gas utilities serve 1.7 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky.

Duke Energy is executing an ambitious clean energy transition, keeping reliability, affordability and accessibility at the forefront as the company works toward net-zero methane emissions from its natural gas business by 2030 and net-zero carbon emissions from electricity generation by 2050. The company is investing in major electric grid upgrades and cleaner generation, including expanded energy storage, renewables, natural gas and nuclear.

More information is available at duke-energy.com and the Duke Energy News Center. Follow Duke Energy on Twitter, LinkedIn, Instagram and Facebook, and visit illumination for stories about the people and innovations powering our energy transition.

Contact: Ryan Mosier 
24-Hour: 800.559.3853

View original content here.

Case IH, a brand of CNH, has worked in partnership with FPT Industrial to develop an ethanol-powered engine.

Case IH presented the prototype at this year’s Agrishow in Ribeirão Preto, Brazil.

The Cursor 13 propellant is a prototype for the use of fuel derived from sugarcane. It is currently in the development phase and will be tested on Case IH sugarcane harvesters in the next harvest.

Case IH puts technology within the reach of the farmer, offering a complete system of products and services capable of preparing the rural producer for the challenges of his daily life.

Among the solutions offered by the brand are grain harvesters, sugarcane and coffee harvesters, as well as tractors with a wide range of powers, self-propelled sprayers and planters. Products that make the brand the best option from planting to harvesting.

At Covia, we have highlighted several team members whose dedication and leadership have shaped the success of the company and the environment or their community. In this Insights Blog, we share the journey of Mike Foster, Senior Plant Manager at Covia’s Cleburne plant. From his early beginnings at the Guion plant to his current role, Mike’s story is one of leadership, mentorship, community support, and a commitment to safety.

Journey to the Cleburne Plant

I began working for Covia 12 years ago at the Guion, Arkansas, plant. I had worked in the resin business before, so when a friend told me about a job opening at Covia near my hometown of Batesville, Arkansas, I knew I had to apply. Guided by my friend’s recommendation, I decided to take a new path and ended up working at the Guion plant for about six years.

After six years at Guion, I accepted a new opportunity in West Texas as Operations Manager for Covia’s Crane, Texas plant. However, living away from my family began to weigh on me. I was ready for a change, and so was my family. As fate would have it, the COVID-19 pandemic triggered some changes and an opportunity arose to transfer to Covia’s Cleburne, Texas, plant, and I accepted the challenge of leading the Cleburne plant through those uncertain times.

As I took on this new role as Senior Plant Manager, I turned to my former boss and mentor, Mike Maloney, for guidance. Mike shared valuable leadership insights that helped me in making strategic decisions that empowered the entire Cleburne team, which ultimately helps us work exceptionally well together. We also implemented new data collection and monitoring tools that have helped us reduce machine downtime and optimize operations. We’re incredibly proud of the work we’ve put into building our team and the results we achieve together.

Today, almost five years later, we continue to exceed expectations, winning Covia’s 2023 President’s Safety Award. This team understands the critical importance of safety to ensure the well-being of all team members. We have weekly meetings and safety is our top priority. We’re always watching out for one another. I have also been inspired by Mike Maloney and his commitment to his community in Arkansas. At Cleburne, we are actively involved in various community initiatives, including supporting local schools, food banks, and providing financial assistance for scholarships. Fostering strong relationships with the local community is part of being a good neighbor, and it’s all connected to watching out for each other’s well-being. I take great pride in being part of this team and I’m excited to serve as a mentor and leader for future generations of Covia Team Members–just like Mike did for me.

The team we have is hardworking, dedicated, and incredible to work alongside because people are always looking out for one another and building each other up. I couldn’t be happier with the team we assembled and how they’ve helped us become one of the leading plants at Covia. As a plant manager, the very best days are the ones when you can celebrate the team’s accomplishments. At Cleburne, we have a lot of those days.

Outside of work I enjoy spending time with my wife and two kids. I have an 18-year-old son who’s graduating high school this June and an 8-year-old daughter. Our weekends tend to be pretty busy as they are both athletic and active. My son plays baseball and is currently in the Texas state playoffs, while my daughter plays basketball, softball, and competitive cheer. When my wife and I aren’t running around the country for tournaments, I enjoy going fishing and hunting. What makes it even better is that my kids love to go with me – so we can spend even more quality time together.

Community First

In addition to the great team at Cleburne, I’m also proud to be part of a company that is dedicated to the community around us. Covia gives back in various ways, from the upcoming Monarch Joint Venture project at Cleburne to the scholarships and donations that are revitalizing our communities. Being able to work with others to make a difference both in the plant and beyond is a great feeling, and I am looking forward to how our organization continues to grow and give back.

Learn more about Covia’s ESG program: https://www.coviacorp.com/esg/

Since 2011, our employee led Military Appreciation & Assistance Resource Council (MAARC), has grown to engage partners worldwide to ensure military service members and their families have the proper resources to succeed.

We are thrilled to share that the Northern Trust Hedge Fund Services team recently joined forces with MAARC and ExodusPoint Capital Management, LP for a global exercise event dedicated to raising awareness and support for active and veteran armed forces and first responders. This initiative underscores our collective commitment to giving back to those who serve and protect us.

Special thanks to our teams in New York, Chicago, Bangalore, Tempe, and beyond for their enthusiastic participation.

Your dedication is inspiring.

Originally published on Aflac Newsroom

MIAMI, June 20, 2024 /3BL/ — Aflac, the leading provider of supplemental health insurance in the U.S.1, partnered once again with beloved TV personality and cancer survivor, Adamari López, to bring the excitement and joy of soccer to pediatric patients at Nicklaus Children’s Hospital. This event marks the second consecutive year that Aflac has aligned with López as the company continues in its mission to support the communities, families and patients impacted by cancer and blood disorders, particularly in the Hispanic American community.

Designed to spread joy and offer an interactive day for patients, the event celebrated the love for a sport that is deeply rooted in Latin America and followed by Latinos in the United States.

Adamari López, an avid soccer lover who shares this same passion with her daughter, Alaïa, engaged with the patients and their families, bringing the excitement and camaraderie of the sport. The event featured various stations where children may design their own soccer pennants, enjoy concessions-style treats and take home some special souvenirs. Each child also received a passport to take with them as they explored different countries participating in the upcoming soccer tournament, combining fun with educational elements.

“Aflac and I have a shared mission of bringing inspiration and hope for those going through their own wellness journey, whether faced with a cancer diagnosis or another condition,” said López. “I absolutely love the enthusiasm around the soccer games, and this event is the perfect way to share that message with the precious patients at Nicklaus Children’s Hospital.”

Adamari has previously worked with Aflac on initiatives supporting the Hispanic community, focusing on cancer awareness and preventive care, including findings from the 2023 Aflac Wellness Matters Survey. Additionally, data from the soon-to-be released second annual survey is in, and Aflac will be kicking off a campaign designed to generate awareness of the need for people in the Hispanic community to urge their loved ones to take charge of their personal health. In fact, 79% of Hispanics are likely to go for routine medical checkups if a friend or loved one encourages them to do so, 10% higher than the general population. Through initiatives like this, Aflac remains committed to being a part of culturally relevant moments as it continues to serve and support the Hispanic community.

“It is an absolute pleasure to once again work with Adamari — who has been a source of inspiration for many as they go through their own cancer journey — and Nicklaus Children’s Hospital to bring the excitement of the soccer championship games to their pediatric patients,” said Ines Rodriguez Gutzmer, senior vice president and chief communications officer at Aflac. “We know that the hospital setting can be stressful, so we are glad to bring some joy and comfort to these children and their families — something we have been doing since 2018.”

“Patient experiences like this one provide the opportunity to impact patient families beyond bedside care,” said Perry Ann Reed, senior vice president and chief operating officer of Nicklaus Children’s Health System and president of Nicklaus Children’s Hospital. “Thanks to supporters like Aflac and Adamari, we are able to give patients a moment of fun and a break from the day-to-day of being in a hospital setting.”

This initiative was an extension of Aflac’s long-standing dedication to supporting pediatric patients battling cancer or sickle cell disease. Since 1995, Aflac employees, agents and The Aflac Foundation Inc. have donated more than $182 million to support the research and treatment of pediatric cancer and blood disorders. With the goal to expand their impact even further, Aflac joined Children’s Miracle Network Hospitals in 2016 as a national partner and, as an extension of the Aflac Childhood Cancer Campaign™, Aflac created My Special Aflac Duck®, an award-winning robotic, comforting companion designed especially for patients with pediatric cancer or sickle cell disease. Since 2018, we’ve delivered more than 30,000 of these special ducks.

About Nicklaus Children’s Hospital, Where Your Child Matters Most ™ 
Founded in 1950 as Variety Children’s Hospital, Nicklaus Children’s is South Florida’s only licensed specialty hospital exclusively for children, with approximately 850 attending physicians, including more than 500 pediatric subspecialists. The 307-bed hospital is renowned for excellence in all aspects of pediatric medicine, with many specialty programs routinely ranked among the best in the nation by U.S. News & World Report since 2008. The hospital is also home to the largest pediatric teaching program in the southeastern United States and since 2003 has been designated an American Nurses Credentialing Center (ANCC) Magnet facility, the nursing profession’s most prestigious institutional honor. For more information, please visit www.nicklauschildrens.org.

ABOUT AFLAC INCORPORATED 
Aflac Incorporated (NYSE: AFL), a Fortune 500 company, has helped provide financial protection and peace of mind for more than 68 years to millions of policyholders and customers through its subsidiaries in the U.S. and Japan. In the U.S., Aflac is the No. 1 provider of supplemental health insurance products.1 In Japan, Aflac Life Insurance Japan is the leading provider of cancer and medical insurance in terms of policies in force. The company takes pride in being there for its policyholders when they need us most, as well as being included in the World’s Most Ethical Companies by Ethisphere for 18 consecutive years (2024), Fortune’s World’s Most Admired Companies for 23 years (2024) and Bloomberg’s Gender-Equality Index for the fourth consecutive year (2023). In addition, the company became a signatory of the Principles for Responsible Investment (PRI) in 2021 and has been included in the Dow Jones Sustainability North America Index (2023) for 10 years. To find out how to get help with expenses health insurance doesn’t cover, get to know us at aflac.com or aflac.com/espanol. Investors may learn more about Aflac Incorporated and its commitment to corporate social responsibility and sustainability at investors.aflac.com under “Sustainability.”

1 LIMRA 2023 U.S. Supplemental Health Insurance Total Market Report

Media contact: Jon Sullivan, 706-763-4813 or jsullivan@aflac.com

Analyst and investor contact: David A. Young, 706-596-3264, 800-235-2667 or dyoung@aflac.com

Aflac | Aflac New York | WWHQ | 1932 Wynnton Road | Columbus, GA 31999

SOURCE Aflac

LIMA, Peru, June 20, 2024 /3BL/ – DP World has completed a major $400 million expansion project at the Port of Callao in Peru, boosting container handling capacity at the South Terminal by 80% and solidifying Callao’s position as the key gateway for global trade on the west coast of South America.

The Bicentennial Pier expansion project extends the pier from 650 meters to 1,050 meters, making Callao one of the few ports in South America capable of accommodating three vessels (or two mega-vessels) simultaneously.

The project increases handling capacity from 1.5 million TEUs (twenty-foot equivalent units) per year to 2.7 million TEUs, while the container yard space has also been expanded to a total of 40 hectares.

The project is a key part of DP World’s ambitions for Latin America, announced last month. Given its proximity to the capital, Lima and complementing the growth of nearby Jorge Chávez Airport, the development elevates the Port of Callao from an efficient port to a premier logistics hub for the entire region.

Carlos Merino, CEO of DP World in Peru and Ecuador, said: “The completion of the Bicentennial Pier expansion marks a transformative moment for the Peruvian economy. The Port of Callao is the economic heart of Peru, handling over 90% of the country’s containerized cargo, with 60% of that cargo moving through the South Terminal. This expansion significantly enhances our capacity and operational efficiency. This development, in conjunction with other DP World ports in the region, solidifies our commitment to enhancing the connectivity and economic vitality of Peru and the entire region.”

Along with the pier extension and container handling, the project also adds state-of-the-art electric-powered equipment, including 15 electric cranes and 20 electric ITVs (internal transport vehicles). This makes it the first port terminal in the world to acquire a fleet of this magnitude.

Merino added: “This expansion is not just about increasing capacity; it’s about setting a new standard for port infrastructure in South America. By integrating state-of-the-art electric-powered equipment and implementing sustainable practices, we are leading the way towards a greener and more efficient future for global trade.”

Additionally, the terminal now hosts the first electric charging station for trucks in Latin America. The 2-megawatt station will support DP World’s fleet of electric ITVs, reducing CO2 emissions by more than 2,000 tons per year and promoting a sustainable energy transition in the Peruvian market.

– END –

DP World Americas Media Contact:

Melina Vissat, Head of Communications 
M: (+1) 704-605-6159 
E: melina.vissat@dpworld.com

About DP World 

Trade is the lifeblood of the global economy, creating opportunities and improving the quality of life for people around the world. DP World exists to make the world’s trade flow better, changing what’s possible for the customers and communities we serve globally.

With a dedicated, diverse and professional team of more than 111,000 employees from 159 nationalities, spanning 77 countries on six continents, DP World is pushing trade further and faster towards a seamless supply chain that’s fit for the future.

We’re rapidly transforming and integrating our businesses — Ports and Terminals, Marine Services, Logistics and Technology – and uniting our global infrastructure with local expertise to create stronger, more efficient end-to-end supply chain solutions that can change the way the world trades.

What’s more, we’re reshaping the future by investing in innovation. From intelligent delivery systems to automated warehouse stacking, we’re at the cutting edge of disruptive technology, pushing the sector towards better ways to trade, minimising disruptions from the factory floor to the customer’s door.

WE MAKE TRADE FLOW 
TO CHANGE WHAT’S POSSIBLE FOR EVERYONE.

Originally published in Enbridge’s 2023 Sustainability Report

Q (Pete): While the practical necessity of a balanced approach to energy, environmental and economic policies has been reinforced in recent years, so too has the urgency of addressing our global climate challenge. How does the Board think about navigating this terrain, advancing resilient solutions and preserving shareholder value? 

A (Susan): Well that’s a big question, and given the Company’s role in the energy infrastructure business, one that the Board is quite focused on from a governance and strategy perspective. This is a capital-intensive business with investments made in long-lived assets—this requires a keen focus on the fundamentals, looking out over multiple time horizons. Some of this analysis is ultimately reflected in our sustainability reporting, specifically the TCFD scenario planning that helps to stress test the Company’s strategy.

In the context of the Sustainability Committee, we focus on time horizons as well. We’re asking: What actions can the Company take today to position for long-term success, de-risk challenges and advance growth opportunities? What are the expectations of various stakeholders and how is the Company evolving to meet and exceed those expectations? In many ways, the 2020 ESG goals and the 2022 Indigenous Reconciliation Action Plan have provided a scorecard to gauge progress and highlight opportunities for further improvement.

On the question of balancing climate progress, energy access and affordability, there are solutions found at the intersection of all three— that’s where the Company and the Board remain focused.

Q (Pete): The language of sustainability and some of the metrics and methodologies of evaluating performance has become a Rorschach test of sorts among various stakeholders—with differing interpretations and expectations. How does the Board think about this current dynamic? 

A (Susan): This is the Company’s 23rd Sustainability Report. And while behaviors and work practices have been aligned to the Company’s core values and high standards of corporate social responsibility for far longer, our ESG framework and consistent reporting has proven a useful tool to track, manage and share progress against key elements of potential business risks and opportunities. We continue to focus on priorities in the areas of GHG emissions, diversity, equity and inclusion, and safety, as well as increased reporting transparency and good governance practices.

Setting goals in areas core to our business and important to our stakeholders is just one of the ways we are further integrating sustainability and ESG into strategy, operations and decision-making. These goals are designed to build on our progress and broaden our efforts in a way that responds to the changing energy landscape and societal needs.

Q (Pete): When you look back at 2023, what actions or events might the Board look upon as most consequential or supportive of Enbridge’s sustainable business strategy over time?

A (Susan): As reflected throughout this Report, there are many examples of sustainability practices and policies in action, demonstrated progress against our ESG goals, and an enduring commitment to continuous improvement that evoke pride and confidence in the Company’s trajectory. A few specific markers from 2023 that should leave a lasting, positive imprint:

With an eye towards the future, the Company adopted a new vision: to provide energy in a planet-friendly way, everywhere people need it. The direction of travel is clear, and this restated ambition should help shape strategies and galvanize employees to action.We continued making strides towards our ESG goals that will enable further progress, on safety performance, operational emissions intensity, and the diversity of our Board and workforce—all of which drives better business outcomes.While continuing to invest in renewables and lower-carbon opportunities throughout the business, our announced acquisitions of three U.S. natural gas utilities, when complete, will establish an even stronger foundation to deliver the energy people need—in an affordable, reliable and sustainable manner—for years to come.Our ongoing commitment to Indigenous engagement, partnership and understanding is shaping decision-making across the organization and reinforces our lifecycle approach to operations and relationships with host communities. By the end of 2023, we had met 10 of the 22 commitments outlined in Enbridge’s Indigenous Reconciliation Action Plan.Among the most meaningful to me personally, was the opportunity to visit with our newly established Indigenous Advisory Group. As I’ve noted before, and witnessed in action, by listening and learning together we can do better.

Pete Sheffield Chief Sustainability Officer and Vice President, External Affairs U.S.

Susan M. Cunningham Chair, Sustainability Committee

Read more

Most American children don’t grow up worrying about missile strikes. At night, most are tucked into bed somewhere warm, clean and safe. Children in conflict-affected countries face a different reality. They go to bed in war-torn villages or crowded refugee tents. As they close their eyes, they might hear bombs overhead or the sound of gunshots. And often, they go to bed hungry.

At the end of 2023, over 117 million people were forcibly displaced. In 2024 so far, that number has likely exceeded 120 million. Children account for 40% of this number.

Each year, more and more people are driven from their homes. The number of forcibly displaced people has risen by 8% since the end of 2022, with people displaced due to atrocities like persecution, conflict, violence, and human rights violations. Many flee with no escape plan and no connections to the new place where they will live. Around 90% of displaced people are in low- and middle-income countries, which have fewer resources to help.

While some make arduous treks across borders, others remain internally displaced miles from their home. At the end of 2023, the number of internally displaced people rose to 75.9 million, an increase of almost 50% in five years. It is an all-time high.

Conflict is the primary cause of the crisis. Since World War II ended, the absolute number of conflict-related deaths has declined. Now, after a period of comparative peace, conflict is again on the rise.

It’s a vicious cycle: conflict, displacement, and hunger chase each other. When violence pushes people out, they’re forced to travel long distances in search of safety. Some go days without food and weeks without shelter. They arrive hungry, distressed, and often ill, with little to their name. Most leave behind their livelihoods and thus have no income to support themselves or their families. Instead, they start from scratch.

Gaza

It’s been over eight months since the crisis in Gaza began, and over 75% of the population, or 1.7 million people, are internally displaced. Families live in informal settlements that lack safe sanitation. Sewage floods the streets. Many stay in a city only briefly before they are forced to relocate again, avoiding dangerous bombardment from air, land, or sea. Nowhere is safe in Gaza.

“We are living in a state of non-existence,” said Raghad, a 19-year-old university student who was displaced. She once studied at The University College of Applied Science in Gaza but said that the universities were bombed. Now she shares a tiny, damp tent with her entire family. “War doesn’t have a roadmap,” she said. “You don’t know when it will end. Right now, I just want to live abroad, continue my education, my life, my university, my studies, and the dreams and aspirations that I’ve been deprived of.”

Many families fled to Rafah before intensified hostilities there forced more than one million people to move again, leaving fewer than 100,000 people in the city. Men, women, and children are suffering from extreme hunger. In these informal settlements, children are facing unprecedented malnutrition, which leaves them vulnerable to a range of illnesses.

Famine is imminent. Over half of the population, or 1.1 million people, are projected to face catastrophic levels of food insecurity. Our teams are still on the ground in Gaza, working hard to provide hot meals; trucking clean water to communities; connecting people with shelters; and assisting with sanitation and hygiene.

We’ve been working in Gaza since 2005 and the West Bank since 2002. Prior to October 2023, we didn’t run nutrition programs there, since less than 1% of Gaza’s children under five were acutely malnourished. Now, our emergency nutrition program in Deir al-Balah aims to reach 13,000 vulnerable women and children. We’ve reached a total of 837,000 people in Gaza since the current conflict began.

Ukraine

War in Ukraine has forced over 10 million people to flee their homes. Nearly four million are internally displaced — a quarter of whom are children. The other six million live as refugees abroad.

Neighborhoods are now ghost towns. The violence has destroyed much of the country, permanently damaging hospitals, homes, schools, and power systems.

Displaced families are left with an uncertain future — without a home, a job, or any of their belongings. The mental health crisis is especially prominent in Ukraine, as children and parents alike suffer from trauma and anxiety.

Maksim, a 15-year-old living in refugee center in Dnipro, fled with his grandmother. He hasn’t seen his father since the war started. He remembers his park getting bombed — a shell landed only a few feet from him. “I was sitting on a bench with a friend and was hit by all the wind, stones, and dust,” he said. “I covered my friend to protect him and now I have two wounds on my legs. It’s a miracle we survived. At that moment, I realized how much I wanted to live.”

Action Against Hunger works with partners in Ukraine to support others like Maksim. From March 2022 to February 2024 alone, we helped nearly 960,000 of the country’s most vulnerable people. We distribute hot meals, food, and cash assistance; give out hygiene kits; rebuild water and sanitation services; and provide healthcare and psychosocial counseling sessions.

Sudan

Sudan is currently one of the world’s biggest humanitarian crises. Since April 2023, more than 8.8 million people have fled their homes, with 7.1 million internally displaced. Families have increasingly little food, water, sanitation facilities, or access to healthcare. As food insecurity rises, many are even facing death. Today, 24.8 million people in Sudan are in need of assistance.

Some displaced people in Sudan were originally from South Sudan, and now must return to their country of origin — although some were so young when they left, it is a place they do not remember. One of these returnees, Nyibol and her young daughter, crossed the border back to South Sudan in April 2024.

Nyibol was also pregnant at the time. She fled after gunmen targeted her home and set it on fire. Forced to flee, she and her young daughter took four days to cross to the town of Majok, South Sudan. “They burned my house. My husband and I ran from the attack. We got separated running for our survival,” she said. “I had no idea if my husband or daughter was alive. I thought maybe they were killed. The next day after the attack I returned to our old house to search through the ash, looking for them thinking they may have burned to death. But I saw no one.”

Fortunately, Nyibol reunited with her family in South Sudan. She’s one of the lucky few. Yet, her family lost everything except one another. Action Against Hunger has been in Sudan since 2018 and has been providing additional emergency assistance in the last year since the conflict began. We’ve reached 500,000 people with food, water, sanitation and hygiene services, as well as protection, especially for women and girls. We also work near towns like Majok and screen refugees for malnutrition when they cross the border into South Sudan.

Helping Refugees Around the World

Action Against Hunger works closely with refugees to help them rebuild their lives. Some of our staff members are refugees themselves. Every day, we work to prevent and treat malnutrition, provide mental health services, improve access to water and sanitation, and support displaced people, wherever they end up. As conflicts in Gaza, Sudan, and Ukraine rage on, our teams face the displacement crisis head-on. Want to help? A first step is by sharing this story.

Read more here: There Are More Refugees in the World Than Ever Before | Action Against Hunger

About Action Against Hunger

Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 28 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across 55 countries, our 8,900 dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

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Photos by Peter Caton and Arthur De Poortere

Written with support from Kenneal Patterson

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