Tag: 3BL

WILMINGTON, Del., June 18, 2024 /3BL/ – The Chemours Company (“Chemours”) (NYSE: CC), a global chemistry company, recently announced that the Science Based Target initiative (SBTi) has approved Chemours’ near-term science-based greenhouse gas (GHG) emissions reduction targets. This includes the Company’s existing goal of an absolute 60% reduction in Scope 1 and 2 GHG emissions by 2030 and a new Scope 3 target to reduce emissions by 25% per ton of production by 2030.

“Receiving approval for our near-term science-based emissions reduction targets from the SBTi marks a critical milestone in Chemours’ sustainability journey. We are committed to making a meaningful impact in the global fight against climate change, including through our sustainable offerings and responsible manufacturing practices,” said Dr. Amber Wellman, Chemours Chief Sustainability Officer. “Since Chemours established its Corporate Responsibility Commitment goals in 2018, we have strived for continued progress and improvement. This validation signals we are moving in the right direction, and we are proud to be a leader in our industry. Working together with our partners, we will continue to create a better world through the power of our chemistry.”

Chemours is among a small group of chemical companies to have their near-term emissions reduction targets approved by SBTi—a global body enabling businesses to set ambitious emissions reductions targets in line with the latest climate science. The initiative is a collaboration between the Carbon Disclosure Project (CDP), World Resources Institute (WRI), the World Wildlife Fund (WWF), and the United Nations Global Compact, which Chemours signed in 2018. The SBTi defines and promotes best practice in science-based target setting, offers resources and guidance to reduce barriers to adoption, and independently assesses and approves companies’ targets.

This announcement follows the release of Chemours’ 2023 Sustainability Report, which details the Company’s action against its Corporate Responsibility Commitment goals. This year’s report, titled “Partnering for Progress,” demonstrates Chemours’ significant work towards reaching its Scope 1 and 2 targets by achieving a 52% reduction from its 2018 baseline.

Forward-Looking Statements

This press release contains forward-looking statements, within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, which involve risks and uncertainties. Forward-looking statements provide current expectations of future events based on certain assumptions and include any statement that does not directly relate to a historical or current fact. The words “believe,” “expect,” “will,” “anticipate,” “plan,” “estimate,” “target,” “project” and similar expressions, among others, generally identify “forward-looking statements,” which speak only as of the date such statements were made. These forward-looking statements may address, among other things, our near-term greenhouse gas emissions reduction targets, our commitments on climate change, and our progress against our Corporate Responsibility Commitment goals, all of which are subject to substantial risks and uncertainties that could cause actual results to differ materially from those expressed or implied by such statements. Forward-looking statements are based on certain assumptions and expectations of future events that may not be accurate or realized, such as full year guidance relying on models based upon management assumptions regarding future events that are inherently uncertain. These statements are not guarantees of future performance. Forward-looking statements also involve risks and uncertainties that are beyond Chemours’ control. Matters outside our control, including general economic conditions, geopolitical conditions and global health events and weather events, have affected or may affect our business and operations and may or may continue to hinder our ability to provide goods and services to customers, cause disruptions in our supply chains such as through strikes, labor disruptions or other events, adversely affect our business partners, significantly reduce the demand for our products, adversely affect the health and welfare of our personnel or cause other unpredictable events. Additionally, there may be other risks and uncertainties that Chemours is unable to identify at this time or that Chemours does not currently expect to have a material impact on its business. Factors that could cause or contribute to these differences include the risks, uncertainties and other factors discussed in our filings with the U.S. Securities and Exchange Commission, including in our Annual Report on Form 10-K for the year ended December 31, 2023 and our Quarterly Report on Form 10-Q for the quarter ended March 31, 2024. Chemours assumes no obligation to revise or update any forward-looking statement for any reason, except as required by law.

June 18, 2024 /3BL/ – Certifications are a key tool for organisations to use when conducting supply chain due diligence. However, with dozens of standards to choose from, and more emerging each year — all of which approach sustainability differently — it can be difficult for organisations to know which schemes to trust.

The Consumer Goods Forum (CGF)’s Sustainable Supply Chain Initiative (SSCI) benchmarks third-party sustainability auditing, monitoring, and certification standards against industry-developed criteria to provide trusted guidance on which standards cover key sustainability topics and operate responsibly. The SSCI currently operates a social sustainability benchmark and has been working with members since 2022 to expand its scope to environmental sustainability.

Following a four week public consultation, the we are excited to share our response to comments on the draft Environmental Benchmark Criteria across three scopes including Manufacturing & Processing, Primary Production, and Forestry.

Download the Report Here

We extend our sincere gratitude to all stakeholders who participated in the consultation process. Your insights and feedback have been invaluable in shaping the criteria to ensure they are comprehensive, credible, and effective.

The final environmental benchmark requirements will be published on 20 June 2024. To provide an introduction to these requirements, we will be hosting a webinar with industry experts from 4-5pm CET. We welcome all stakeholders and interested parties to join us for this informative session. Don’t miss this opportunity to gain a deeper understanding of the updated criteria and how they will impact sustainability standards within our industry.

Register for the Webinar

With the new environmental sustainability benchmark criteria, the SSCI Benchmark will be able to recognise independent environmental sustainability certification, auditing, and monitoring schemes and programmes that meet the industry’s expectations for the kind of sustainability topics standards should cover and how assessments should be carried out.

Similar to the Benchmark’s scope-based approach to social sustainability, the Environmental Benchmark Criteria will apply to schemes and programmes working in the Manufacturing & Processing; Primary Production; and Forestry sectors. The topics covered by the Benchmark Criteria are:

Environmental Management SystemCompliance, transparency and complaintsPollution preventionManagement of potentially hazardous substancesPest ControlSoil HealthEnergy Use and GHG emissionsWater ProtectionWasteLand use and biodiversityAnimal welfare (Livestock only)Forest practices (Forestry Only)Ecodesign

We look forward to your continued engagement and support as we strive to enhance social and environmental sustainability standards.

If you have any questions about the consultation or criteria, please do not hesitate to email us.

By Kim Borges

“The Lord is going to put me where I need to be when I need to be there.”

Those words anchored Miranda Walker Jones when a flood swept nearly everything away.

Walker Jones had joined The Little Bit Foundation as its CEO just eight months before historic rains fell on St. Louis in July of 2022, extensively damaging the nonprofit’s office and a warehouse filled with clothing and education supplies for children they serve.

The organization dedicated to supporting families in need found itself in need of support.

Then, the phone rang.

“I got a call from Eric Madkins, who said, ‘We heard about what happened; Regions wants to help,’” said Walker Jones. “It was the first call I received.”

Madkins confirmed Regions Bank in St. Louis would provide a $5,000 donation, followed by several more companies committing contributions, too. It was an easy call for Madkins given the organization’s impact and reach.

The work The Little Bit Foundation does to help break the cycle of poverty for families across St. Louis is transformational. 
Eric Madkins, Community Development manager for Regions Bank in Missouri

“The work The Little Bit Foundation does to help break the cycle of poverty for families across St. Louis is transformational,” explained Madkins, Community Development manager for Regions Bank in Missouri. “Their outreach across 50 schools provides thousands of students with access to essential supplies while empowering them through educational support and helping them build self-confidence. Regions is proud to lend our support to elevate their mission.”

Meaning, when the bank’s Big Bike recently rolled into St. Louis for its latest weeklong celebration of activities, it stopped at Laura’s Run 4 Kids, a 5K run and one-mile family walk benefitting The Little Bit Foundation. There wasn’t a cloud in the sky.

“We had perfect running weather, it could not have been a more beautiful day,” said Walker Jones. “And the kids and I loved that Big Green Bike.”

The kids – 200 served by The Little Bit Foundation – joined 400 adults from the community to run in support of the cause.

“We had students from 10 different schools we serve, all united in the excitement of being in the park and their love for running,” said Walker Jones. “These kids were pushing us. The adults seemed to really enjoy running with them (see below for more about Regions’ runners). That day showed the best of our children.”

Walker Jones can always find a silver lining – not just on good days like race day, but even amid natural disasters.

These kids were pushing us. The adults seemed to really enjoy running with them. That day showed the best of our children.

“People said they never saw me sweat,” she recalled of the weeks following the flood. “I had people ask, ‘How much can you endure in a given moment?’ For me, it’s higher than many. I credit that to growing up in East St. Louis, a tight-knit yet extremely under-resourced community. It helped me build my resiliency muscle.”

Walker Jones knows the challenges youth served by The Little Bit Foundation face; but more importantly, she knows their ability to overcome them.

“I resonate with children growing up in neighborhoods like I did,” Walker Jones said. “Our kids aren’t always seen as the potential scholars and future leaders they are. But I know our future is secure when I talk with them. There are so many things I get to witness every day that convince me of it.”

And Walker Jones and team are doing everything in their power to ensure those good things continue.

Last year, The Little Bit Foundation created a Wellness and Family Support division. Earlier this year, they brought on a case management team to offer therapy services and they’ll expand to six more schools by the end of 2024.

Oh, and they’re moving into their new permanent headquarters this summer, too.

“I’ve been here two-and-a-half years and there’s never been a dull moment,” Walker Jones said. “Every day, I’m living the dream.”

And in the most difficult moments, she’s learned valuable lessons.

“I’m a bit of a hoarder and a nester,” Walker Jones said. “When everything is gone in an instant, it makes you think about things as things. The fact that my staff was safe, they were OK … the people are the things that drive us. As long as the people stay intact, and we keep our mentality in a positive space, we can make it through anything.”

People including the team at Regions Bank.

“You were the first ones to help us get back on our feet, unprompted,” Walker Jones said. “You knew the work. You can’t ask for any better partnership.”

Running for – and with – the Kids:

Several Regions associates laced up their sneakers to support The Little Bit Foundation, a bank customer. “The Clayton and Jennings teams are part of what I call my personal financial team,” said Walker Jones. “They’re like family.”

We connected with Scott Hartwig, Commercial Banking leader and Greater St. Louis Market Executive, and Amanda Bridwell, Consumer relationship banker-team lead at the Creve Coeur West branch, to ask about their 5K experience.

How many races have you completed?

Bridwell: I’ve been a regular runner and walker for 12 years. I’ve run 25 to 30 5Ks and a handful of half marathons.

Hartwig: I completed seven half marathons between 10 to 15 years ago and have done 15-plus 5Ks.

Tell us about your race day experience.

Bridwell: I participated in the 5K with my husband, Matt, and my dog, Roxie. The highlight for me was the kids. Many walked up and asked if they could pet Roxie. They would then bring a friend who was maybe afraid of a dog and show them how friendly she is.

Hartwig: Seeing all the fun the kids were having just being kids was also fun for us as adults. They took off and were all over the place! You don’t often see that at a 5K. It was funny to watch since kids don’t pace themselves with running.

Why was it important for Regions to support this event?

Bridwell: It’s important because we talk about financial education and helping our customers. It starts here by serving younger kids.

Hartwig: The work The Little Bit Foundation does to fight poverty through education aligns with our community pillars and goes hand in hand with what we’re teaching through financial education.

Originally published by TED Conferences on LinkedIn

How do you know the decision you’re making is the right one? Join us for a conversation with Northwestern Mutual Chief Marketing Officer Lynn Teo on how to balance data and emotion when making big, calculated leaps into the future.

Originally published on Inc.

By Emily Wheeler

In today’s rapidly evolving business landscape, generative artificial intelligence is a cornerstone of innovation and growth for companies of all sizes. From enhancing customer experiences to optimizing marketing and operational efficiency, the potential of GenAI is vast and transformative. With this power, however, we must ensure that GenAI is used ethically and responsibly.

As outlined in our newly released 2023 Sustainability Report, GoDaddy leaders understand the significance of responsible AI, which is why we remain vigilant in encouraging ongoing dialogue and minimizing risks posed by GenAI such as misinformation and algorithmic bias.

Acknowledging the potential impact of AI

For small businesses, embracing responsible AI means recognizing the technology’s effect on customers, employees, and society. It also means ensuring GenAI systems are designed and utilized in ways that are ethical, unbiased, and respectful of individual privacy. GoDaddy’s January 2024 survey of more than 500 U.S. small business owners found that entrepreneurs are embracing GenAI and increasingly using it to run and grow their ventures.

But, in recent years, there have been numerous examples of AI gone awry, from biased hiring algorithms to discriminatory loan-approval systems.

Despite concerns, GoDaddy’s survey found that apprehension is low among small business owners. Eighty-nine percent of respondents said they are not worried about negative consequences associated with using AI technology for their business–a rise from May 2023 (83 percent).

Central to responsible AI are several key principles that should guide small businesses in their GenAI endeavors, including:

Fairness ensures that GenAI systems do not discriminate against individuals or groups based on factors such as race, gender, or socioeconomic status.Transparency requires that businesses are open and forthcoming about how GenAI is being used and the potential implications for stakeholders.Accountability means owning AI outcomes, ensuring accuracy, and addressing unintended consequences, including the potential for fabrication or hallucination.Privacy is paramount; businesses must uphold the confidentiality and security of data used in GenAI applications.

With these principles in mind, entrepreneurs can confidently get the most out of GenAI technology.

Implementing responsible AI practices requires a concerted effort

There are some practical steps that small business owners can take to support ethical AI use:

Never enter sensitive or confidential information. Anything entered may be used to train the AI models and in ways out of your control.Always manually review AI-generated content for accuracy, bias, and potential plagiarism. Fact-check all claims and citations. GenAI responses may be dated, fictional, or violate intellectual property laws. Use your judgment or consult a legal advisor.Adapt content to your brand. Ultimately, you understand your business and audience best. Use GenAI as a starting place, but edit content to align with your brand personality and business goals. This practice may lower your risk of accidental plagiarism, too.

By taking these steps, small businesses can harness the power of GenAI for innovation and competitive advantage in a way that aligns with their values and commitments to responsible business practices.

Small businesses are paving the way

GoDaddy’s global social impact program, Empower by GoDaddy, offers digital tools, mentoring, and networking to help entrepreneurs in underserved communities succeed and has provided valuable insights and feedback from program participants on the adoption of GenAI technologies.

Phoenix, Arizona-based Ade McCray, founder and CEO of Pilates King, learned how to use GenAI tools to assist in developing his business plan while participating in Empower by GoDaddy.

“Empower by GoDaddy was most helpful to me in regard to advertising,” said Ade. “I learned the best practices when it came to using GoDaddy Studio and AI chatbots, which assisted in problem-solving, as well as helping me formulate and fine-tune ideas I had for my business.”

This year, Empower by GoDaddy launched a new course dedicated to helping entrepreneurs harness GenAI capabilities, which includes a section about limitations and responsible use of AI.

GoDaddy’s AI initiatives have enabled innovation while upholding commitments to ethical and sustainable business practices

In 2023, we announced GoDaddy Airo, a GenAI-powered intelligent experience that proactively builds and helps entrepreneurs grow their online businesses, simplifying our customers’ journeys. As these technologies evolve, a council dedicated to AI and machine learning governance will help oversee our efforts, ensuring appropriate guardrails and risk management measures are in place.

By embracing responsible AI practices, we not only safeguard against potential risks but also pave the way for a more inclusive and equitable future. As entrepreneurs embark on their own AI journeys, we encourage them to prioritize ethical considerations and join us in building a future where AI works for everyone.

Emily Wheeler is a senior manager of corporate sustainability and ESG at GoDaddy and inclusive entrepreneurship expert where she oversees Empower by GoDaddy, a global social impact program dedicated to supporting underserved entrepreneurs with digital tools, mentorship, and networking.

On June 14, 2024, AEG’s Tamala Lewis, Senior Director of Community Relations, Dignity Health Sports Park, received the Legacy Trailblazer Award from California Black Women’s Collective Empowerment Institute for the contributions she has made to improving the lives of Black women and girls in Los Angeles.

Lewis was presented the award during the 2024 California Trailblazers Hall of Fame Awards where she was joined by 80 other honorees who have served as catalysts for positive change throughout the state of California.

Cedric “The Entertainer” and his wife Lorna Kyles, served as co-chairs for the event which was also attended by Los Angeles Mayor Karen Bass and Los Angeles County Supervisor Holly J. Mitchell.

The Trailblazers Hall of Fame is the first awards program that highlights the contributions of Black Women leaders in the state of California. Past honorees include Hon. Karen Bass, Hon. Maxine Waters, Tia Orr, Crystal Crawford, and Yolanda Richardson.

The California Trailblazers Hall of Fame Awards Celebration supports the work of the California Black Women’s Collective Empowerment Institute which focuses on improving the lives of Black Women and Girls. The California Black Women’s Collective Empowerment Institute is focused on improving the lives of Black Women and Girls throughout the state. To learn more, visit www.CABlackWomensCollective.org.

By Kriti Singh and Caitlin Odom (both of RMI)

More and more companies are committing to electrify their vehicle fleets to help drive urgently needed decarbonization of the transportation sector. But to deliver on transportation electrification targets, fleet operators must consider bringing on a new partner: utilities.

Until now, many fleets — primarily made up of internal combustion engine (ICE) vehicles — have had very limited electric service needs, and therefore no reason to interact deeply with their utilities. But as fleets look to electrify, they need adequate charging infrastructure to be available to plug in their vehicles. Moreover, fleets and utilities must ensure that planning for charging infrastructure happens on a timescale that is compatible with electrification targets: electric cars and trucks can be ordered much faster than utilities can typically plan and build new infrastructure. An unintentional disconnect between fleets and utilities created by the huge complexity of both transportation and electricity networks, and a potential lag in new grid investments, threaten to stall vehicle electrification. But fleets and utilities can become leaders in the emerging vehicle electrification space by tackling this challenge together.

With thousands of electric vehicle fleets gearing up to hit the roads, and thousands of utility jurisdictions responsible for planning, coordination, and collaboration, vehicle electrification is no easy feat. It requires not only a deep understanding of each other’s operations, but also a forward-looking view on how transportation electrification will play out across the U.S. With RMI’s new GridUp tool, robust data and analytics will inform proactive utility–fleet collaboration by forecasting power demands from vehicle electrification, showing how power will need to be distributed over geography and time. Let’s look at the critical considerations that fleets and utilities need to make when collaborating and how they can leverage GridUp to help them proactively plan.

For fleets and utilities to effectively work together to support electrification at the pace needed, they must bridge gaps in information sharing. Increasing avenues for data sharing through intentional collaborations will enable utilities to gain clearer insight into fleet electrification plans now and, in the future, provide the necessary infrastructure support required for large scale electrification that fleets desire. Further, both fleets and utilities will need to adopt new expertise and planning capabilities.

From a fleet perspective, incorporating utility engagement into their planning process requires developing new expertise within their operations. Fleets must understand how to effectively engage with utilities by creating an understanding of the following:

How local utilities work in each of the geographies in which their fleets operateWhat kinds of data utilities need from fleets and how to gather and share this dataWhat a utility interconnection process looks like and how to navigate itHow utilities are regulated and what they can and cannot do

From a utility perspective, servicing electric vehicle charging infrastructure requires a new type of planning, which makes information sharing more important. Electric vehicle fleets differ from loads that utilities are used to accommodating in how they operate, what equipment they use, and what functions they carry out. Unlike buildings-related loads, fleets demand electricity in bursts, creating peaks of electricity demand on the grid. However, fleets are also uniquely flexible in shaping what that demand looks like.

For example, an electric truck fleet that is able to charge at night, when power demand is usually lower, will be much easier to accommodate than a fleet that charges at peak hours. Sharing this information with utilities upfront would enable utilities to provide information about cost and timeline implications for building make-ready infrastructure and fee structures for charging. Furthermore, if peak charging loads can coincide with lower overall usage of the grid, fleets may be able to electrify and charge today without having to wait for new grid capacity to be developed. This process – known as flexible interconnections – allow depots to draw more power from the grid when overall demand is low. When fleets proactively assess their charging and energy demands, utilities can better understand how those demands fit into overall grid operations and determine the most efficient, cost-conscious path to connecting them with the needed charging infrastructure.

Incorporating information sharing at multiple points of the planning process can increase efficiency. RMI’s GridUp tool can help streamline the process of information sharing from fleets to utilities. The tool can provide utilities with aggregate data showing how the grid will be impacted by charger use. As a result, utilities can also plan for how to prepare the grid for growing efforts to electrify all sectors of transportation. As the EV revolution kicks into the next gear, it’s critical that utilities and fleet operators work together to ensure that necessary upgrades and new infrastructure constructure happens in the most time and cost-effective way.

FedEx Cares reproduced this article with permission from RMI. The GridUp tool and Electrification 101 article series are supported by a generous grant from FedEx.

In a delicious display of environmental consciousness, Domino’s has partnered with Vanguard Renewables to tackle the growing issue of food waste. This collaboration has diverted 243.75 tons of inedible food waste from overflowing landfills. To put 243.75 tons of food waste into perspective, that is an estimated emissions reduction of 156 Tons of C02e in 2023 alone.

The secret weapon in this eco-friendly partnership is Vanguard Renewables Farm Powered® Anaerobic Digesters. Vanguard Renewables operates these facilities on dairy farms, where they combine inedible food waste along with cow manure in a sealed tank called an anaerobic digester. In a breakdown process fueled by natural appearing microbes, this organic mix breaks down and generates biogas. This biogas is then cleaned and upgraded on-site into renewable gas, a clean-burning fuel that can be used to power homes, businesses, and even vehicles!

Landfills are overflowing with food waste, which decomposes and releases methane, a potent greenhouse gas. Diverting this waste reduces Domino’s environmental footprint and helps combat climate change. Secondly, the renewable gas produced is a sustainable alternative to fossil fuels, further slashing emissions.

But the domino effect (pun intended) doesn’t stop there. The leftover digestate, a nutrient-rich byproduct of the anaerobic digestion process, becomes a valuable fertilizer for the dairy farms. This not only reduces reliance on synthetic fertilizers but also improves soil health and crop yields, creating a closed-loop system that benefits both Domino’s and multi-generational dairy farms that partner with Vanguard Renewables to host on-farm anaerobic digesters.

This partnership is a prime example of a win-win situation. Domino’s demonstrates its commitment to sustainability, Vanguard Renewables recycles food waste into renewable gas, and dairy farms gain access to a low-carbon fertilizer. It’s a delicious recipe for a more sustainable future, one slice at a time.

Even with a supportive family and access to quality education, opportunities for meaningful and inclusive work can be scarce for people with disabilities once they reach adulthood. The transition from school to the workforce is often overlooked, exposing a systemic failure to provide equal opportunities for all individuals, regardless of cognitive or physical ability.

Ultranauts, a company born from a recognition that cognitive diversity could lead to strategic business success, embodies the transformative power of leveraging neurodiversity in the workforce. The company’s approach defies conventional hiring practices by prioritizing abilities over society’s perceived limitations. By recognizing the unique talents inherent in neurodiverse individuals, Ultranauts not only addresses a glaring market gap and conducts a profitable technology company (with a Net Promoter Score of 100), but has also pioneered a model of inclusive employment for other companies to implement.

We invited Rajesh Anandan, Co-Founder of Ultranauts, to discuss the company’s founding and how its model has proven to be effective for both employees and customers, proving that inclusion isn’t just a buzzword, but a strategic imperative for business success.

Listen for insights on:

The business value of cognitive diversity in work teamsMisconceptions that burden neurodiverse adultsStrategies to drive greater inclusion between employees, regardless of cognitive diversity

Listen to this and other episodes of Purpose 360 Podcast here.

Purpose 360 Podcast is a masterclass in unlocking the potential of purpose to ignite business and social impact. Hosted by Carol Cone, CEO of Carol Cone ON PURPOSE, Purpose 360 illuminates the impact of purpose, from engaging employees and fostering deeper consumer loyalty to inspiring product innovation and increasing market share.

Carol Cone ON PURPOSE (CCOP) is a pioneering social impact consultancy helping companies, brands, and nonprofits harness the power of purpose to advance their business and societal impact. CCOP’s proven approach, developed over decades and hundreds of purpose assignments, meets clients at any point on their purpose journey to unlock opportunities to build reputation, inspire and engage employees, ignite organizational culture for innovation and growth, while supporting the greater good.

Originally published in Bloomberg’s 2023 Impact Report

We look to creative and collaborative employees with diverse experiences and a global outlook to shape the future of our company. We inspire our employees by providing opportunities to make a difference and supporting their personal growth.

Creating a culture of diversity and inclusion 

We’re advancing our D&I strategy through greater accountability, allyship and advocacy.

Bloomberg’s global diversity and inclusion (D&I) strategy focuses on achieving business excellence by fostering a true culture of inclusion through leadership support, allyship and advocacy. Through new and ongoing initiatives we’re developing a leadership structure that equally values all perspectives and actively advocates for inclusion. By engaging, integrating and allying with underrepresented talent, we’re striving to open opportunities to candidates and employees from all backgrounds. And by investing in technology, systems and processes to promote diverse hiring and strengthening our leadership and talent development programs, we’re working to measurably improve the representation and advancement of underrepresented talent across the company. 

We believe our employees have a responsibility to participate in nurturing an inclusive culture at Bloomberg, and we are committed to providing the tools and resources employees need to take action. All employees participate in unconscious bias training as part of their onboarding process, and we offer Inclusive Leadership workshops and online modules for managers and team leaders. Our D&I learning center on the Bloomberg Terminal (BU DI) gives employees access to core curriculum modules on disability, gender and cultural inclusion in the workplace alongside resources on topics including minimizing bias, developing inclusive behavior and managing across differences.

Delivering leadership advocacy and accountability – Our D&I strategy focuses on ensuring business and leadership accountability. All managers and team leaders are evaluated on six leadership attributes, one of which is the ability to create a diverse and inclusive work environment. Every Bloomberg department maintains a D&I plan that supports strategies for recruitment and progression. Our global business heads also participate in an annual D&I Organizational Health Review to assess progress on diversity and inclusion and the impact of their plans.Engaging, integrating and allying with underrepresented talent – We’re making allyship a key focus in our drive to ensure inclusion for all, exclusion of none. While leadership can establish and advocate for policy, an authentic culture of inclusion can only be fully achieved through allyship. By building empathy for colleagues and then taking action to support them, allies play a key role in creating an inclusive work environment where colleagues of all identities can thrive. Successful allyship is an active, continuous process, which is why our D&I team and employee-run Bloomberg Communities keep up a continuous drumbeat of activity and engagement.Improving representation and advancement – We’re working to increase representation of historically underrepresented groups in our workplace by enhancing our recruitment process. We believe that disruptive, breakthrough ideas come about when diverse teams look at challenges from different angles, which is why improving representation — at every level of experience — is as much a business imperative as a moral obligation. We strive to ensure the elimination of bias from all communication to candidates globally by investing in technology, systems and processes to promote diverse hiring and to build a strong pipeline of talent.

Activating every employee’s potential

We provide continuous learning opportunities to help our employees realize their career ambitions and prepare to lead.

Investing in and supporting the professional growth and career development of employees positively impacts our business. With our global footprint and diverse business areas, we provide employees with numerous opportunities to learn, contribute, collaborate and shape their career path. 

Our Leadership & Talent Development team supports talent management through programs, systems and tools designed to track, retain, develop and invest in our employees. This talent pipeline continued to play a critical role in our success in 2023, with the vast majority of leadership roles filled internally.

Helping employees thrive

We take care of employees so they can focus on changing the world.

Bloomberg provides programs and benefits designed to improve the financial, physical and mental health and well-being of employees and their dependents. We support employees’ work and family needs across many major life events with benefits that align with our diversity and inclusion priorities.

Read Bloomberg’s 2023 sustainability report to learn about its environmental and social impact.