Tag: 3BL

Originally published on newsroom.marykay.com

Today, Chief Information Officers (CIOs) are redefining what it means to lead in tech by moving beyond systems and infrastructure to advance enterprise strategy, culture, and growth. CIOs are not just technology stewards, but business leaders who translate innovation into value, aligning data, AI, cybersecurity, and platforms with clear outcomes that matter to employees and customers.

Fresh off a feature in CIO Dive and named a 2026 Dallas CIO Orbie Award finalist, James Whatley and his team, are leading a digital and tech transformation that’s reshaping how Mary Kay operates and empowering Beauty Consultants to run their businesses online and in person, anytime, anywhere. We met with James at Mary Kay’s global headquarters in Addison, Texas, to talk CIO leadership: what it takes to drive change at scale and what’s next for Mary Kay entrepreneurs worldwide.

Q. James, tell us a bit about you and your role. Why do you love your job?

• I have been with Mary Kay for 27 years during which I have had the honor to play an instrumental role in developing Information Technology (IT) systems that ensure our Independent Beauty Consultants (IBC) can run their businesses anytime, anywhere.
• My role is to align technology, data, processes, and skills to the company’s strategic ambitions, ensuring every platform and investment reinforces how the business operates and grows. I see the Mary Kay enterprise as an interconnected system, designed to perform, scale, and adapt. Together with my team we connect the front office to the back office, innovation to execution, and speed to stability.
• I am passionate first and foremost about finding solutions for our Mary Kay Beauty Consultants. At the same time, I want to help create a workplace environment that fosters teamwork, trust, and strong partnerships among the company’s global partners where we operate.

Q. Can you share about the major digital and cloud transformation at Mary Kay?

• Over the past years, I have had the opportunity to lead or co-lead many of our largest transformations, and our transition to a “cloud-first” model is one of them.
• For a global direct sales beauty leader like Mary Kay, accelerating digital transformation is business‑critical because in a digitally driven marketplace, the competitive edge of our business model depends on speed, relevance, and scale.
• We have also gone through an Organizational Transformation, forming a “Global IT Organization,” creating great efficiencies and cost savings while balancing global core systems, market nuances, and local regulations.
• Our founder, Mary Kay Ash, once said: “Standing still is the same thing as moving backward.” This is my favorite quote from her, and it is a philosophy I take with me to work every day.

Q. Can you describe the key steps of this “global rewiring” of Mary Kay?

• We have made a structural shift with a complete tech stack* replacement, moving us away from a 100% custom development shop in record time. This is unprecedented for a global company of our size.
• Our cloud-first strategy was just as much a mindset shift as it was a tech stack change. This change was not only significant for our Independent Beauty Consultants but also for our global IT organization. During this project, we evolved how IT and other groups run cross-functional projects making more informed and faster decisions.
• We closed five data centers worldwide, moving over 95% of custom applications to powerful, integrated SaaS platforms** or hosted in a Cloud environment, managing the scale of our peak commerce volumes each month. This included our business-critical applications from eCommerce to supply chain. In other words, all our systems which manage our complex business model as well as our global Enterprise Resource Planning (ERP) Solutions.***
• Our digital transformation involved modernizing all the applications our Independent Beauty Consultants use to manage and run their own businesses in more than twenty-five countries. This includes our new Consumer to IBC Commerce solution, creating online commerce shops for our Beauty Consultants. We launched in Germany and in the United States in 2025 and we are rolling the new system out globally in 2026.
• These investments in modern platforms, analytics, and digital enablement allow us to focus more on the last mile to unlock new growth opportunities, strengthen user engagement, and futureproof the Mary Kay business against disruption, staying ahead of the curve rather than reacting to it.

Q. Is Leveraging AI and eCommerce functionalities truly compatible with the Mary Kay business model based on relationships?

• 100% compatible! I like this question because it emphasizes how crucial it is to align IT with business goals and advance our business model while staying true to our mission of enriching women’s lives. Our obsession is “How do we continue to deliver a world-class opportunity to our Independent Beauty Consultants around the world?”
• Consumer expectations shift toward seamless, on-demand, and transparent buying journeys, and our goal has been to create a seamless online experience for our IBCs to become truly omnichannel and enable commerce at every touchpoint.
• With mobile commerce accounting for over 62% of beauty sales^[1] in key markets, integrating AI into digital strategies is no longer optional, it is essential for growth.^[2]
• To us, digital business success blends the irreplaceable customer service Mary Kay Independent Beauty Consultants are known for with technology. I always think about this quote from Steve Jobs: “You’ve got to start with the customer experience and work backwards to the technology.”
• We leverage digital transformation to enhance and expand the way she runs her business using the right tools from e-commerce, smart reporting, Customer Relationship Management (CRM), and many other applications. Digital tools enable her to engage customers where they already are, across social, mobile, and e‑commerce channels, while using data, AI, and automation to personalize experiences, optimize inventory, and improve productivity.

Q. What’s Mary Kay’s approach to Artificial Intelligence and how do you leverage it?

• It is all about the right use case. We are gradually integrating AI based on a proven return on investment (ROI) approach. We have reviewed repeatable manual tasks and assessed opportunities to leverage AI spanning from IT, Marketing and Creative, to R&D, Manufacturing and Supply Chain.
• We integrated AI governance from the beginning because we knew it would make our use of generative AI better. We created a Mary Kay AI Committee which is responsible for implementing the vision and strategy for AI within the organization. The AI Committee oversees all new implementations of AI into our global environment to ensure compliance with our internal risk tolerance, legal requirements, moral implications, security concerns, and proving the ROI of the implemented tools. The committee helped us prioritize, and better and faster integrate the use of our approved AI tools.
• Education about the risk and power of AI is key. Our AI Committee and AI Champions are leading in-depth training of our teams to understand the capabilities of the available AI platforms and models, promote the use of AI, and help generate new ideas as well as a culture of innovation within our user base.
• In addition to enterprise AI-driven solutions, we are also integrating our digital tools like the Mary Kay® Skin Analyzer App, Mirror Me™, our real-time makeover app using augmented reality (supporting Virtual Try On) and our latest tool – the AI Foundation Finder. A first in the direct selling industry, this AI Foundation Finder uses advanced artificial intelligence to scan a customer’s face on their mobile phone and provide personalized foundation shade recommendations in just seconds allowing the precise detection of 151 facial feature points.
• Our blended technology portfolio of generative and agentic AI is helping to build the digital toolset we want to provide for our Beauty Consultants, customers, and our staff.

Q. CIOs today are not only tech experts – they are also culture shapers. What is your own experience with culture?

• Our digital acceleration was powered by a “One Team Mindset,” building cross functional partnerships to serve our Mary Kay markets and beauty consultants around the world.
• I have learned that a key factor in success is culture: it is essential to treat internal teams, market partners, vendors, and customers as key stakeholders in the transformation process, not just end-users. Change is a journey; culture helps shift from uncertainty into excitement and disruption into possibility.
• AI can process data at lightning speed, but culture determines whether people trust it, use it, and let it optimize the way they work. I look at it as a multiplier. Reinforcing our strong purpose-driven culture, encouraging experimentation, and modeling openness to change, helps us move faster, and ensure that digital progress translates into sustainable business and human outcomes. Technology alone does not drive change, people do.

Tech Glossary:

• *Tech Stack or technology stack refers to the comprehensive collection of technologies, tools, and frameworks utilized to develop and operate a software application. This includes components such as frontend and backend systems, databases, and supporting infrastructure.
• **A SaaS platform solution is a cloud-based software model that allows users to access applications remotely via the internet.
• ***Global ERP Solutions are specialized resource planning systems designed to manage multinational operations across multiple countries, regions, currencies, and languages, business processes such as finance, HR, sales, and inventory management into a single platform, enabling seamless data flow and real-time analytics.

***

About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

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^[1] What is Mobile Commerce? Benefits & Trends | Blog Miquido

^[2] Generative AI in Beauty Industry: Use Cases | Blog Miquido

LONDON, April 9, 2026 /3BL/ – SLR today announced the launch of its enhanced Digital Services following the acquisition of Planetrics and ClimSystems – two of the market’s most advanced climate‑modelling and analytics platforms. The move significantly strengthens SLR’s digital climate-intelligence capabilities and responds to growing demand from investors, businesses and public sector organisations to understand and address climate risk and associated value at risk with greater accuracy.

As momentum behind long‑term climate commitments fluctuates globally, climate‑related risks continue to intensify. Decision‑makers across sectors are increasingly focused on understanding how physical impacts – such as flooding, shifting rainfall patterns, heat, and wildfire – create both risks and opportunities for how business and governments operate. With physical impacts accelerating alongside heightened regulatory expectations, the financial implications are increasingly material across almost every sector. Organisations face growing pressure to base decisions on robust, science-driven climate intelligence. Traditional risk models – built on historical data – are increasingly unable to capture fast-moving transition dynamics and asset level climate shocks, leaving many businesses exposed. As a result, companies across energy, infrastructure, manufacturing, real estate, financial, consumer markets and the public sector are turning to science-based climate modelling for clearer foresight. These analytics – grounded in decades of validated research and high-resolution climate projections – equip organisations to make more confident investment and planning decisions, strengthen risk management, and build long term resilience into their operations and portfolios.

Strengthening SLR’s digital, technical and advisory capabilities

The acquisition of Planetrics and ClimSystems enhances SLR’s strategic advisory, climate and technical expertise, significantly advancing its digital climate analytics and modelling capabilities to create a powerful foundation for the next generation of climate intelligence. These acquisitions build on SLR’s long-standing investment in advanced digital tools and data driven‑intelligence that help organisations to understand, quantify and respond to climate-related risks and opportunities.

Planetrics, acquired from McKinsey & Company, delivers advanced climate scenario modelling through its PlanetView platform, widely trusted by leading banks, insurers, asset owners, managers and corporates. PlanetView converts complex physical and transition risks and opportunities into clear financial metrics – including changes in earnings, asset value shifts and portfolio-level impacts. It also enables organisations to assess how different transition pathways – such as an accelerated energy transition or policy developments could influence operational and financial performance, and impact long-term value. Planetrics data and analytics are used for risk management, stewardship and engagement activities, investment research, opportunity identification, regulatory climate stress testing exercises, such as those conducted by the Bank of England and the European Central Bank, and are commonly featured in climate disclosures, such as TCFD, ISSB, CSRD and CA SB 253 (forthcoming). Planetrics and SLR will continue to collaborate with McKinsey through an ongoing alliance, bringing a world class suite of capabilities to help organisations address critical sustainability challenges while ensuring continuity for clients. SLR is excited to deepen this relationship and to work alongside McKinsey’s board level networks and transformational business leadership.

Building on the strategic partnership established in 2022, and now formalised as a full acquisition, ClimSystems brings 20 years of market-leading physical climate intelligence to SLR, delivering detailed, science-driven modelling that quantifies how climate-related hazards could impact asset values, infrastructure resilience and supply chain exposure. ClimSystems supports a global client base, including market leaders in agriculture, mining, infrastructure and financial services. Its product suite include interactive, tailored dashboards that integrate with business, risk and financial oversight functions – enabling business owners to engage and interact access high-resolution physical hazard risk assessments at an individual asset or portfolio level, crop-specific yield modelling to identify risks, and opportunities of changing climate, residential and commercial real-estate climate risk assessments, and rapid-response due-diligence physical climate risk support.

Together, these technologies set a new standard for accuracy, transparency and usability. By translating complex climate signals into clear, actionable intelligence, SLR enables organisations to make future-proof decisions to price risk more accurately, anticipate regulatory shifts, protect asset value and uncover new opportunities.

Bradley Andrews, Chief Executive Officer at SLR, noted, “Our clients are navigating a new level of complexity – balancing transition opportunities, physical climate impacts, and the transformation required for long-term risk, resilience and reward. In this environment, confidence is only possible with robust scientific evidence. For more than 30 years, SLR has been Making Sustainability Happen by combining deep technical expertise, strategic advisory and cutting‑edge digital intelligence to give clients not only clarity and assurance, but science‑based foresight and insight they can act on.

Today marks a major milestone in SLR’s digital journey. With the integration of Planetrics and ClimSystems, we have two of the most advanced climate platforms enabling organisations to quantify climate risks, explore multiple futures, and understand how physical and transition impacts translate into operational outcomes and financial value-at-risk across assets and portfolios.”

Clients can now make investment, planning and risk decisions with far greater accuracy and confidence – with clear financial insight into climate risks and precise visibility into which assets, crops, facilities or supply‑chain links are exposed, and how that exposure will evolve. To understand what these enhanced capabilities mean for your organisation’s risk, value and long‑term performance, connect with SLR’s Digital Services team: www.slrconsulting.com/digital
 

– Ends –

For media enquiries, please contact Cecilia Law, Global Head of External Communications, SLR: claw@slrconsulting.com

If you would like more information on SLR’s Digital Services, including a demo, please visit: www.slrconsulting.com/digital

 

Notes to editors:

About SLR

SLR is a leading global environmental and advisory consultancy, with a team of 5,000+ talented professionals operating from a network of offices in Europe, the Americas, Asia-Pacific, the Middle East, and Africa.

Our purpose – Making Sustainability Happen – means delivering outcomes that are grounded in evidence, shaped by experience, and built to last. Our team of scientists, engineers, economists, data modellers, and technicians work across our clients’ full sustainability journeys, from strategy through to on-the-ground project planning, execution and ongoing operations, all supported by robust data and science-based modelling.

Guided by our philosophy of Rational Sustainability, SLR specialises in the energy, mining, finance, industry & technology, government & infrastructure, and built environment sectors. Operating across more than 50+ technical disciplines, we’re helping a growing base of business, regulatory and government clients navigate the ever-shifting context of sustainable business.

Find out more: www.slrconsulting.com 

About Planetrics

Planetrics is a leading climate‑analytics platform that provides financial institutions with advanced scenario modelling to quantify, report and manage climate‑related risks and opportunities. Its PlanetView platform translates physical and transition risks into clear financial metrics across tens of thousands of assets globally, supporting risk management, regulatory reporting, stress testing, target‑setting and climate disclosures for banks, insurers, asset owners and asset manager

Learn more about the acquisition here: www.slrconsulting.com/news/slr-acquires-planetrics

Find out more about Planetrics: www.slrconsulting.com/planetrics

About ClimSystems

ClimSystems is an award-winning climate change consulting and technology firm dedicated to enhancing climate-resilient decision-making and planning. Headquartered in New Zealand and partnered with leading science agencies worldwide, they have more than 20 years of experience delivering climate risk assessments and climate‑intelligence solutions to organisations worldwide. Its multidisciplinary team – spanning climate scientists, data engineers, economists, and sector specialists – supports informed decision‑making for asset owners, corporates, governments, and research institutions across more than 50 countries.

Its innovative Dashboard is a deployable analytics platform designed to help organisations assess and visualise physical climate risk at scale. Built on ClimSystems’ extensive climate data expertise, the dashboard supports large data ingestion, and provides an interactive geospatial mapping interface that enables users to explore asset‑level risk through clickable map layers and customisable filters. The dashboard includes multi‑year time‑series charts, climate‑scenario comparisons, and a structured data‑view panel with CSV export, offering clear, actionable insights across indicators, scenarios and time horizons. Alongside ClimSystems’ suite of climate tools, it integrates the latest IPCC‑aligned climate projections, enabling users to evaluate acute and long‑term climate impacts with scientific rigour and global consistency.

ClimSystems has supported resilience planning for numerous infrastructure and natural resource companies, cities, development banks and government agencies. Leading organisations including the UNFCCC and the World Bank have recognised our rigorous and practical approaches.

Find out more: www.climsystems.com

AEG’s LA Galaxy, in partnership with the U.S. Soccer Foundation and LA Galaxy legend and former U.S. Men’s National Team captain Landon Donovan, unveiled a new community mini pitch on Friday, April 3 at Birney Tech Academy in Pico Rivera, expanding access to soccer for local youth.

Located in the El Rancho Unified School District (ERUSD), the mini pitch is designed to provide a safe, high‑quality space for students to play, learn and connect through sport. To celebrate the opening, Donovan and the LA Galaxy’s President and Chief Operating Officer Tom Braun joined district leaders to emphasize how community-based sports can drive youth development and bring people together.

Following a ribbon‑cutting ceremony that opened with a performance by the El Rancho High School cheerleading squad, the Galaxy activated the mini pitch with a soccer clinic centered on skills and drills for Birney Tech Academy students.

“Landon’s legacy is rooted in inspiring young players,” said Tom Braun, President and Chief Operating Officer, LA Galaxy. “Bringing this mini pitch to Pico Rivera ensures that legacy continues by creating new opportunities for kids to discover the game.”

The community celebration continued later that evening as the Galaxy honored Donovan during a special match at Dignity Health Sports Park, when the team faced Minnesota United FC. The night featured a celebration of Donovan’s historic career and included the distribution of 15,000 bobbleheads to fans in attendance.

Together, the mini pitch and celebration underscore how soccer, and the leaders who have shaped it, can continue to inspire the next generation, on and off the field.

DENVER, April 8, 2026 /3BL/ – For one high-achieving, Denver-area high school student, the Colorado Rockies’ Opening Day wasn’t just a day at the ballpark, but a chance to experience life in the big leagues.

Thanks to Arrow Electronics, a longtime sponsor of the Rockies, high school senior Rishabh Kapoor got to throw out the ceremonial first pitch at the team’s home opener. Kapoor is a member of his high school robotics teams and winner of the Innovation Scholarship Award from Colorado FIRST, a nonprofit organization that helps students gain real-world engineering experience through robotics competitions.

Arrow has provided support to Colorado FIRST for more than a decade, sponsoring competitions and providing mentorship to team members as they design and program their robots. The company tribute to the organization coincided with National Robotics Week, which is designed to showcase the robotics industry and its real-world impact, while inspiring the future workforce.

“Arrow has been amazing at sponsoring teams in Colorado. They understand the passion and dedication that these kids are putting into this program,” said Debbie English, executive director of Colorado FIRST and mentor for Team Highlanders of Fossil Ridge High School in Fort Collins, Colo.

A member of Team Highlanders, Kapoor has a passion for applying technology to solve problems, which drove him to develop a health literacy app that won the 2025 Congressional App Challenge. Team Highlanders advanced to the finals of a Colorado FIRST regional competition in Colorado Springs on March 8. They also captured the Arrow Inspiration Award for advancing respect and appreciation for engineering through their robot’s design and performance.

Colorado FIRST reaches 6,000 local students each year. Students who participate in the organization’s programs are twice as likely to major in science and engineering and 98% improved their problem-solving skills.

About Arrow Electronics

Arrow Electronics (NYSE:ARW) sources and engineers technology solutions for thousands of leading manufacturers and service providers. With 2025 sales of $31 billion, Arrow’s portfolio enables technology across major industries and markets. Learn more at arrow.com.

About Colorado FIRST

Colorado FIRST is a nonprofit organization dedicated to inspiring young minds through hands-on robotics education and mentorship. As the regional partner for FIRST® (For Inspiration and Recognition of Science and Technology), Colorado FIRST runs programs like FIRST Robotics Competition (FRC), FIRST Tech Challenge (FTC), and FIRST LEGO League (FLL), empowering students to develop STEM skills, teamwork, and innovation. By connecting students with industry professionals and fostering a culture of creativity and problem-solving, Colorado FIRST helps shape the next generation of engineers, leaders, and changemakers in Colorado and beyond. | https://coloradofirst.org

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About Arrow Electronics
Arrow Electronics guides innovation forward for thousands of leading technology manufacturers and service providers. With 2023 sales of $33 billion, Arrow develops technology solutions that help improve business and daily life. Learn more at arrow.com.

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The KeyBank Foundation is investing $300,000 in Connected Communities to support small businesses and commercial property owners located in the EMMA and Beechwood neighborhoods through its Small Business Fund.

Supporting small businesses through targeted investment

The Small Business Fund, a new project within Connected Communities’ Economic Empowerment pillar, provides grants to support capital improvements, including façade upgrades, lighting, signage, interior repairs, accessibility enhancements, and safety improvements—immediately enhancing the appearance, functionality, and walkability of the corridors. Grants will range from $2,500 – $10,000. Participating businesses will engage in peer support through Founder’s Tables at the Connect Lab, along with connections to additional funding opportunities and business resources.

This neighborhood corridor approach helps drive improvements that lead to measurable business stability, increased customer activity, and stronger commercial presence for locally owned enterprises.

Building economic momentum in EMMA and Beechwood

“Local small businesses create jobs, energize neighborhoods, and keep commercial corridors active,” said Vince Lecce, KeyBank Rochester Market President. “This investment pairs targeted capital improvements with hands-on guidance so entrepreneurs can strengthen operations, attract more customers, and remain rooted in EMMA and Beechwood. It’s an approach designed to build business stability today and economic momentum for the community tomorrow.”

At the community level, the fund will help reduce vacancies, activate storefronts, and improve safety and visibility along key blocks. By investing directly in existing businesses—and pairing that investment with practical guidance, partner support and warm handoffs—the project builds a self-sustaining network of entrepreneurs who can grow, collaborate, and remain rooted in place. This work helps lay the foundation for long-term economic vitality and positions Connected Communities as the community quarterback guiding equitable commercial revitalization in EMMA and Beechwood.

Connected Communities’ Place-Based Approach

As the Community Quarterback, the organization builds on neighborhood strengths and partners with residents to implement the Comprehensive Neighborhood Plan—advancing cradle-to-career education, mixed-income housing, community wellness, and economic empowerment so families and businesses can thrive.

“This investment from the KeyBank Foundation allows us to strengthen the small businesses that make our neighborhoods vibrant and economically resilient,” said Dr. LaShunda Leslie-Smith, Executive Director of Connected Communities. “This program aims to stabilize and revitalize neighborhood corridors while reinforcing the role of small businesses as anchors of community life. By supporting physical improvements and providing hands-on technical assistance, we are helping local entrepreneurs build businesses that are visible, welcoming, and positioned for long-term success. When our neighborhood storefronts thrive, the entire community benefits—businesses grow stronger, more resources become available to residents, and aesthetic improvements help enhance the value and appeal of surrounding homes.”

“This investment reflects KeyBank’s commitment to locally led, place-based solutions,” said Chiwuike Owunwanne, KeyBank’s Corporate Responsibility Officer in Rochester. “By pairing capital with technical support through trusted community partners, we’re helping small businesses in EMMA and Beechwood strengthen their operations and remain anchors in their neighborhoods for the long term.”

Building Impact Across Rochester

This effort builds on KeyBank’s broader history of community-driven philanthropy, economic mobility initiatives, and inclusive banking investments. Since 2017, KeyBank has invested more than $1.2 billion in Rochester, supporting affordable housing, small business and home lending, and transformational philanthropic initiatives.

• Learn more about how KeyBank helps clients, teammates, and communities thrive by making meaningful investments in the places it’s proud to call home.

 

Grace’s story is a powerful look at life with a tracheostomy (trach) and the strength of a family navigating a diagnosis. Grace’s mom shares what it’s really like raising a child with a trach — from the early days of uncertainty to helping her daughter grow up confident and unapologetically herself. This story goes beyond the medical devices. It’s about identity, resilience, motherhood, and redefining what life with a tracheostomy can look like.

If you’re a parent, caregiver, clinician, or simply want to better understand, this episode offers insight and inspiration.

• What it’s like being a mom to a child with a trach
• Living with a trach as a young person
• Confidence and identity beyond diagnosis
• Patient-centered healthcare innovation

See her story here.

Highlights

• Together, we exceeded the $88B CBP Pledge to uplift low- and moderate-income (LMI) communities.
• Over four years, PNC delivered $119.3 billion in capital, loans, and philanthropic giving to expand homeownership, bolster small businesses and revitalize neighborhoods.
• Building on lessons from the Plan, PNC will focus future investments on advancing housing affordability to address growing national demand.

At the close of 2025, PNC marked the successful completion of its ambitious four-year Community Benefits Plan (CBP) launched January 1, 2022, and concluded December 31. Surpassing our original $88 billion commitment with $119.3 billion in capital investments, loans and philanthropic support, PNC expanded homeownership, small business growth and community revitalization initiatives in low- and moderate-income (LMI) communities nationwide.

“These outcomes reinforce PNC’s strategy to pair scale with intentional impact-directing capital to the neighborhoods that need it most,” said PNC Chairman and CEO Bill Demchak. “We are proud of our impact on the people and businesses in our communities, and I appreciate those of you who made this important work happen.”

Over the plan’s four years, PNC teams collaborated across the bank to widen the path to homeownership, steady small businesses and help to revive long-neglected communities. In neighborhoods from Pittsburgh to Phoenix, PNC delivered a cumulative:

• $119.3 billion in total capital deployed across loans, investments and philanthropic giving, representing nearly 136 percent of commitment.
• $79.7 billion in home lending, impacting more than 70,000 borrowers.
• $19.4 billion in capital to support small business growth in underserved communities.
• $20.1 billion in community financing loans and investments supporting affordable rental housing, commercial revitalization and economic development in LMI communities, including more than $644 million in loans and investments nationwide to Community Development Financial Institutions (CDFIs) to support community lending.
• Nearly $523 million in grants, charitable sponsorships and mortgage assistance supporting education, housing and economic opportunities and financial wellness.
• The fulfillment of $1.5 billion to help meet community needs and advance economic empowerment.
• Completion of 19 new branches and 25 remote ATMs in LMI communities, along with the launch of 10 mobile banking units primarily dedicated to servicing LMI communities.

In the plan’s final year, PNC delivered more than $33.8 billion in capital to catalyze investment in LMI communities including $23 billion in home lending, $5.9 billion in community financing loans and investments, $4.8 billion supporting small-business growth and $140.7 million in grants and charitable giving to strengthen communities across PNC’s footprint.

^{Stacy Juchno, Chief Corporate Responsibility Officer}

“Delivering and surpassing our $88 billion pledge demonstrates our ability to expand access and economic opportunities where they’re needed most,” said Chief Corporate Responsibility Officer Stacy Juchno. “Working together, we’ve shown what’s possible when capital, community partners and focused strategy come together to create opportunity and strengthen neighborhoods, particularly those that have been historically underserved.”

Although the four-year plan concluded in 2025, PNC’s commitment to maximizing impactful outcomes continues. Looking ahead, we intend to draw on insights and lessons from the Community Benefits Plan to deepen investments in housing affordability and neighborhood revitalization to meet growing national demand.

Taco Bell blog

For years, Taco Bell’s iconic hot sauce packets have been part of fans’ biggest and boldest moments, from elevating everyday meals to inspiring fashion statements and even unforgettable marriage proposals. But while these packets deliver big flavor, they’re made from single-use flexible film materials that can be difficult to recycle through traditional curbside systems.

In 2021, Taco Bell and TerraCycle® teamed up to pilot a first-of-its-kind national recycling program for used sauce packets, aiming to help keep hard-to-recycle packets out of landfills. In five years, TerraCycle® and Taco Bell have proudly collected one million sauce packets and single-serve containers through the Taco Bell Sauce Container US Recycling Program to be repurposed or recycled.

“I’m so excited and proud of us reaching the one million mark! It’s such a huge number and such an accomplishment. It’s so impactful to see how much our passion for sustainability is shared by others outside of our team just from seeing the engagement and participation numbers grow every year.” said Grace K., Nutrition and Sustainability Analyst and Taco Bell lead for the US Recycling Program with TerraCycle.

Whether it’s sauce packets, sauce dipping cups, souffle cups and lids, or even coffee creamer pods, this program accepts all brands and types of empty sauce containers, not just Taco Bell’s. It’s open to anyone across the contiguous U.S.

ICYMI: How The Program Works:

Participation is simple, free, and rewarding:

1. Sign up for the program through TerraCycle. Pro tip: use the same email address as your Taco Bell Rewards account to be eligible for bonus Taco Bell Rewards points throughout the year! More details here.
2. Collect your empty sauce packets and other accepted single-serve containers in any box you have on hand.
3. Print a free shipping label by logging in to the TerraCycle portal.
4. Ship your full box to TerraCycle — they’ll rinse, sort, process, and recycle the materials into raw recycled material.

Thank you to our fans and communities for helping collect more than one million items. What a milestone!

Learn about TerraCycle and the program here. Enrollment limits may apply. This program is only available in the U.S.

Authored by Baker Tilly’s Tosca Derrick 

Billions in potential tariff refunds are moving closer to reality, but not all importers will benefit at the same time.

A March 31, 2026, declaration filed with the U.S. Court of International Trade (CIT) lays out how U.S. Customs and Border Protection (CBP) plans to begin processing refunds tied to tariffs imposed under the International Emergency Economic Powers Act (IEEPA). This latest CBP guidance on tariffs provides the clearest signal yet on what will be recoverable now, what will take longer and where companies may face limitations.

At the center of the effort is a new system capability within the Automated Commercial Environment (ACE), known as the Consolidated Administration and Processing of Entries, or CAPE. This system is being built to handle refund claims at scale, introducing new processes that will directly affect how and when importers can recover duties.

For companies navigating IEEPA exposure, the message is clear. Opportunity is emerging, but it will require a targeted, well-timed approach.

A system under construction with real financial impact

The declaration confirms that CBP is building CAPE as a multi-component solution designed to handle the scale and complexity of IEEPA-related refunds. These components include a claim portal, mass processing engine, review and reliquidation functionality and a refund module.

Progress is advancing, but the system is not fully there yet. The claim portal is nearing completion at about 85%, while mass processing is still developing at around 60%. The review and liquidation component is further along at roughly 80%, with refund functionality close behind at about 75%.

That uneven progress is important. It signals that while the infrastructure is coming together, not every refund scenario will be supported at launch. Instead of a single, fully functional release, importers should expect a phased rollout that expands over time.

Phase one: limited scope, immediate opportunity

CBP’s initial rollout of CAPE will focus on a narrower set of entries. In phase one, the system will handle unliquidated entries as well as those still within the 90-day voluntary reliquidation window.

Together, those categories represent roughly 63% of entries impacted by IEEPA duties, meaning most refund opportunities will be accessible early, but not all.

However, the system will not initially process entries where liquidation is final. Those cases are deferred to future phases, creating a gap that many importers will need to actively manage through other legal or administrative avenues.

From a strategic perspective, this creates a clear prioritization framework. Companies should focus first on entries still within actionable timelines, where recovery is most immediately achievable.

Importantly, refunds will not be issued automatically. Importers will need to take action through CAPE to initiate and support claims.

Refund mechanics are changing: digital is now mandatory

As part of evolving CBP guidance on tariffs, one of the more operationally significant updates is the shift to fully electronic refunds. As of February 2026, CBP requires that all refunds be issued via electronic funds transfer, with limited exceptions.

The scale of readiness is notable. More than 26,000 importers of record have already enrolled, representing approximately 78% of impacted entries and more than $120 billion in associated duty value.

For companies that have not yet completed enrollment, this is a critical dependency. Without proper setup, even approved claims may face delays in disbursement.

What CAPE will and will not handle in early stages

Phase one introduces some important nuances in how entries will be handled. In certain cases, IEEPA duties will be removed and recalculated, but refunds will not be issued right away. Instead, those entries will move through the normal liquidation process, with refunds issued at that point.

Other categories bring additional complexity. Entries tied to antidumping or countervailing duties may remain suspended until the Department of Commerce provides liquidation instructions. Warehouse entries will also continue to follow standard timelines, meaning refunds will not be immediate even after adjustments are made.

At the same time, some entries are excluded from phase one altogether. These include reconciliation entries, drawback claims, entries under active protest and certain AD/CVD cases that are already pending liquidation instructions.

Taken together, these limitations make it clear that CAPE is not yet a universal solution. Importers with more complex entry profiles will need to take a more tailored approach to recovery.

Timing expectations and compliance considerations

CBP has indicated that processing of accepted claims may take up to 45 days, particularly where additional validation or compliance review is required. This reflects a broader reality. Both system rollout and refund execution are expected to follow staged timelines rather than immediate payouts.

That distinction matters. While CAPE is being built to facilitate refunds, it is also designed with stronger validation and review controls. Enforcement remains a priority alongside recovery.

In practice, that means claims need to be accurate, complete and well supported from the start. Data integrity within ACE filings will be closely reviewed, and even small inconsistencies can slow processing or delay payment.

Looking ahead: expanded capabilities, increased complexity

Future phases of CAPE are expected to expand beyond the initial scope and address more complex scenarios. These include entries with final liquidation, reconciliation and drawback claims, complex interest calculations and enhanced compliance and financial controls.

As these capabilities are introduced, access to refunds will broaden. At the same time, the technical and regulatory complexity of the process will increase, requiring more sophisticated coordination across trade, finance and compliance functions.

What this means for importers now

The declaration underscores a critical point. Refund recovery tied to IEEPA tariffs is no longer theoretical. It is operational, but not yet comprehensive.

Organizations should act now, focusing on a few key priorities:

• Identify eligible entries within the current processing scope.
• Validate ACE data and entry classifications.
• Complete electronic refund enrollment requirements.
• Develop a phased recovery strategy aligned to CAPE rollout.

At the same time, timing considerations remain critical. Not all entries will be addressed in the initial phase of CAPE, and certain refund opportunities may depend on actions taken outside of the system.

Importers should evaluate whether filing protests is necessary to preserve potential refund claims, particularly for entries approaching liquidation deadlines or those that may fall outside the initial scope of CAPE processing. Acting sooner rather than later can help preserve flexibility and avoid unintended loss of recovery opportunities as CBP guidance continues to evolve.

A strategic moment for trade leaders

The development of CAPE reflects a broader shift in how trade enforcement and revenue recovery are administered. It combines automation, large-scale data processing and evolving legal requirements into a single operational framework.

For importers, success will depend on more than awareness. It will require coordination across trade compliance, finance and legal teams, along with a clear understanding of where opportunities exist today and where they will emerge next.

As CBP guidance on tariffs continues to evolve alongside CAPE development, organizations that act early and prepare thoroughly will be best positioned to recover value efficiently and avoid unnecessary delays. Baker Tilly continues to monitor these developments and works with clients to translate evolving requirements into practical, actionable strategies.

Ready to evaluate your refund opportunity?

As the refund process moves from legal ruling to administrative execution, the challenge for importers is no longer just eligibility. It is execution. IEEPA tariff refunds will depend on complete and accurate data, defensible methodologies and the ability to navigate evolving CBP requirements. In practice, that means organizing years of entry data, validating duty payments and aligning documentation with how claims will be reviewed. Even where refunds are clearly owed, outcomes will be shaped by how well claims are prepared and submitted.

Baker Tilly’s tariff refund and recovery services are designed to help organizations move from eligibility to execution. This includes assessing refund exposure, identifying eligible entries and building claim packages that can stand up to CBP review.

That work often cuts across multiple functions. Entry-level data needs to be compiled and validated across systems; refund calculations must be consistent, supportable and documentation has to align with how CBP evaluates claims. At the same time, organizations must manage filings and timelines while also considering downstream tax and financial reporting impacts.

This level of coordination reflects a broader reality. Legal entitlement alone does not guarantee recovery. Execution, documentation and timing ultimately determine outcomes.

As CAPE continues to evolve and refund pathways expand, organizations that act early and prepare thoroughly will be better positioned to recover value efficiently and avoid unnecessary delays.

Connect with a Baker Tilly specialist to evaluate your tariff refund opportunity 

Originally published on PSEG ENERGIZE!

The New Jersey Chamber of Commerce (NJCC) advocates for businesses of all sizes, lobbying for the economic growth and job creation policies that enable Garden State ventures to flourish. One key segment supported by the NJCC is small businesses—the backbone of the American economy.

As a nonprofit organization, NJCC understands the challenging environment small businesses face, where every dollar counts and resources must be stretched as far as they can go. This need to extend resources led NJCC to participate in our Direct Install Program, one of the many offerings within our broader business energy efficiency portfolio.

Preserving a historic landmark while modernizing its systems

NJCC’s headquarters is no ordinary office: it’s a former residence built in 1875 and listed as a national historic site. But with this legacy comes complexity: multiple heating types (baseboard, radiant, ventilated), a mix of fluorescent and residential‑style fixtures, old and drafty windows and doors and a single heating zone that often made temperatures swing dramatically from one floor to another.

These constraints once made the notion of upgrading feel risky, as if any change might disrupt the building’s character or operations. Yet upgrades made through our energy efficiency program have proved the opposite – showing that careful, targeted improvements can respect history while solving modern comfort, safety and cost challenges.

When the opportunity arose to participate in our Direct Install Program, NJCC leadership saw it as a no‑brainer.

It seemed incomprehensible not to participate. Not only do you get an upfront financial benefit from not having to outlay hundreds of thousands of dollars in advance, but you deal with experts who know exactly how to make your unique space energy efficient.”

-Christine Lee, NJCC Facilities Manager

In addition, NJCC leadership liked the fact that every kilowatt saved could “give back” grid capacity, making the decision feel not just smart, but almost like a civic duty.

What changed: Boilers, lighting and peace of mind

The work began in the 8,400-square-foot building’s basement, where three aging boilers had reached the end of their useful life and were draining NJCC’s budget. Constant repairs, hard‑to‑find parts and inefficient appliances meant every winter brought about financial anxiety and discomfort from working in drafty, cold rooms.

NJCC’s old, outdated boilers were replaced with three, high efficiency boilers.

Following the improvements, NJCC now has three brand‑new, high‑efficiency boilers, which sit where the old ones once struggled. The program also included installation of a hot‑water pump and controls, and replacement of every lightbulb in the building with modern, low‑wattage bulbs that draw roughly a quarter of the energy the old bulbs used. Additionally, motion sensors were installed to control lighting in infrequently used spaces.

The practical impact of this work has been immediate: Christine shared that the upgrades immediately improved comfort and reliability throughout the building. While employees and visitors remark on how warm and inviting the space feels, and NJCC no longer has to pay contractors to climb ladders and swap burnt‑out bulbs throughout the property on a regular basis. And all of these upgrades occurred without any interruptions to operations. As noted by Christine, “They replaced each boiler without having to shut us down, which was remarkable.”

The total project cost was approximately $62,000, with PSE&G covering nearly 40% through program incentives. The remaining balance is being paid by NJCC through interest-free on-bill-repayment over five years. Once repayment is complete, the upgrades are expected to deliver more than $17,000 in annual energy savings, including electric and gas savings.

Comfort, savings and a better experience

The most noticeable change since the project started is comfort; staff are now fine‑tuning thermostats instead of begging for heat. That shift – from never quite warm enough to being able to dial back – is a clear signal that the new system is performing efficiently and reliably.

Operationally, NJCC has gained time and money back. Fewer emergency calls and interruptions for maintenance and lower ongoing lighting costs mean staff can stay focused on serving members, rather than troubleshooting facilities issues. Once the investment is paid off, NJCC plans to redirect savings into core priorities, such as lobbying and networking.

A surprisingly easy path – and a call to action

When NJCC began the project, they collaborated with a responsive team of experts who answered questions clearly, guided them through eligibility and documentation, and made the entire process feel straightforward and pleasant. “Interested businesses shouldn’t be intimidated by the process,” says Christine. “All the players made the process easy.”

For NJCC, making this energy efficiency investment was more than a facilities decision. It has become an ongoing commitment to improving operational efficiency and comfort. The organization encourages every eligible business to see energy efficiency as a powerful way to care for our communities, the bottom line, and the shared grid that keeps New Jersey open for business.

We offer a range of energy efficiency programs designed to meet the needs of businesses of all sizes. To learn more about available solutions, visit mybizenergy.pseg.com.