Tag: 3BL

“It would be weird to work in a restaurant and not completely lose your mind.” – Sydney Adamu, Season 1 of The Bear

Our team at Antea Group is very excited about the return of The Bear for its third season on FX and Hulu, launching June 27th. The show portrays a chaotic kitchen environment and the staff members who keep it running, led by protagonist Carmen “Carmy” Berzatto.

The high-stress scenarios that play out on the show offer some valuable lessons from a workplace health and safety perspective, making this a great vehicle for exploring some more broadly applicable EHS examples and opportunities from Carmy and the gang.

(If you haven’t seen the first two seasons of The Bear, beware: mild spoilers may lie ahead.)

Leadership sets the tone

When Carmy returns home from his foray into the world of fine dining and Michelin-starred restaurants, he inherits a bit of a mess. He takes over the family sandwich shop, The Original Beef of Chicagoland, following the death of his brother. “The Beef” is not in a great place; in one of the first episodes, a health inspector flags numerous safety and sanitation issues, giving the restaurant a “C” rating.

Fortunately, Carmy’s experience working in world-class settings provides him with a unique perspective and expertise. Over the course of time, he gradually oversees an upgrade of the facilities and operations to a more acceptable state.

Food for thought: EHS leaders are specially trained to recognize health and safety risks, and how to mitigate them. Showcase your skills and knowledge to help impart them upon others in the workplace who may lack this expertise.

Foster a culture of clear and respectful communication

The kitchen at The Beef (and later The Bear) is full of colorful and complex characters, each with their own personalities and challenges. It would be a stretch to say this staff consistently embodies the principles of “clear and respectful communication,” often devolving into profanity and insults during tumultuous moments, but the fast-moving and hectic pace of their workplace certainly exemplifies why these principles matter.

One staple of interpersonal communication on the show that we do love is the “Yes chef!” rallying cry – a quick and assertive confirmation (often from an entire group in unison) that what’s been said by another was heard and appreciated.

Food for thought: Communication that takes place under duress, or in high-intensity situations, can easily become unproductive in the heat of the moment. This is a great focal point in working with your team. Being aware of your tone and language in sensitive situations is one key communication tip we advise for EHS professionals.

Train your team and develop their skills

Effective skills training is essential for a successful EHS program. Helping everyone on the team understand the core priorities of health and safety, and how each individual can play a role, will hold the key to a vigilant and prepared workplace.

Training and skills development can take many forms, from online courses to technology-driven tools like VR/AR to immersive hands-on training directly from experts. One cool example of mentorship, from The Bear, comes in the second season when Carmy sends his passionate bread baker-turned-pastry chef Marcus to Copenhagen to train under a highly skilled chef named Luca. Through this experience, Marcus is able to significantly elevate his level of knowledge and ability in an area that was somewhat foreign to him.

Food for thought: Provide members of your team across various roles with flexible training and development options. You’ll find plenty of insights and ideas in our EHS training camp post.

The importance of mental health awareness

The vivid depictions of mental health struggles are part of what make The Bear such an engrossing TV show – and also what can sometimes make it very difficult to watch. Psychology Today has praised its “brilliant psychological rawness,” noting the authenticity and depth in its exploration of human emotion, and the impacts of trauma.

The big lesson from all the loss, depression, anxiety, self-loathing, and turmoil displayed in the show: everyone’s going through something. From the outside – without the benefit of illuminating flashback episodes – we never know what others are dealing with, or battling. Carmy’s journey illustrates that separating one’s work from personal mental health issues is all but impossible.

That’s why at Antea Group, we firmly believe that mental health is a crucial component of overall health as it pertains to Environment, Health, and Safety. Strive for an environment that promotes empathy, understanding, and support.

Food for thought: Encourage employees to speak up if they’re struggling or experiencing burnout, and provide resources to help them navigate these challenges. EHS mental health programs can serve this purpose brilliantly.

As Syd quipped in the opening quote, it might feel hard to work in a busy restaurant without losing your mind, and people in plenty of other industries are susceptible to feeling the same way from time to time. As EHS professionals, we can help avoid this type of staff sentiment by nurturing an environment that is safe, supportive, and stable. Antea Group’s Health and Safety services can help you fill any gaps in your program.

Looking for more EHS inspiration from pop culture? Check out Homer Simpson’s Guide to Workplace Health and Safety!

June 26, 2024 /3BL/ – Approximately 96% of Gaza’s population of 2.15 million people face high levels of acute food insecurity and the entire region is now at risk of famine, according to the alarming analysis released yesterday by the Integrated Food Security Phase Classification (IPC) Famine Review Committee. In December 2023, the IPC report indicated that 2 in 10 Gazans were one step away from famine; in March 2024, the figures revealed that 5 in 10 were. Now, everyone in Gaza is at risk.

The latest IPC report shows that all of Gaza is experiencing emergency (Phase 4) levels of food insecurity, while almost half a million people are still facing catastrophic levels of acute food insecurity (Phase 5), the highest grade on the IPC classification scale. The IPC and humanitarian leaders including Action Against Hunger are warning that the situation is very likely to rapidly deteriorate into famine due to the unpredictability of the conflict and challenges to humanitarian access.

“Hunger and impediments to humanitarian work are being used as weapons of war in Gaza, as the latest IPC food insecurity analysis shows,” said Natalia Anguera, Head of Middle East Operations at Action Against Hunger.

“The obstruction of humanitarian aid workers’ movement along the Strip, and therefore inability to collect sufficient data, leads to a lot of uncertainty regarding the situation in Gaza, especially about the situation of the most vulnerable. If the parties to the conflict and the international community wait to act until a famine classification is made, it will be too late. We will have collectively failed to save preventable deaths,” explained Anguera. “Today we know that more than half of the 2.3 million people in Gaza have no food at home. This must not continue for another day. It is urgent that humanitarian organizations like ours can reach all the people in need.”

There has been a decrease in the number of people experiencing emergency levels of hunger, or worse, thanks to food deliveries and nutritional care provided in the north in recent months by aid organizations like Action Against Hunger. However, that is not enough. The availability of basic food staples is extremely limited, and severe price inflation has created economic barriers that prevent people from accessing what little food that is available.

“Even when families do get some food, many do not have cooking utensils, water or fuel with which to cook. The population is already very fragile. The only way to prevent and stop famine is with a ceasefire that allows a full multisectoral humanitarian response,” explained Hélène Pasquier, Food Security and Livelihoods Manager at Action Against Hunger.

For the past eight and a half months, Action Against Hunger’s humanitarian response has included nutrition support, solid waste management, water trucking, and the distribution of fresh and dry food, hot meals, and hygiene and shelter kits. Despite the escalation of the conflict, in recent weeks, Action Against Hunger teams built a kitchen to deliver hot meals to thousands of displaced people. The organization has been working in Gaza since 2005 and has reached more than 800,000 people in Gaza since October 2023.

“Most agricultural land, wells, roads and other areas essential for producing, processing and distributing food have been destroyed. This, coupled with the blockade, has created an unsustainable dependency on humanitarian aid in Gaza,” said Pasquier. “It will be key to rehabilitate food production systems as soon as it is viable.”

About Action Against Hunger in the Occupied Palestinian Territories

Action Against Hunger has been working in Gaza since 2005 and the West Bank since 2002. Since Oct. 7, Action Against Hunger teams have reached over 800,000 people, including 709,000 through water, sanitation, and hygiene (WASH) programs. Assistance includes distributing hot meals and hygiene kits; trucking clean water to communities; connecting people with shelters; and providing assistance with removal of solid waste management.

Watch a video about Action Against Hunger’s work in Gaza: Everyone in Gaza is now at risk of famine (youtube.com).

About Action Against Hunger

Action Against Hunger has been working in Gaza since 2005 and the West Bank since 2002. Since Oct. 7, Action Against Hunger teams have reached over 800,000 people, including 709,000 through water, sanitation, and hygiene (WASH) programs. Assistance includes distributing hot meals and hygiene kits; trucking clean water to communities; connecting people with shelters; and providing assistance with removal of solid waste management.

June 26, 2024 /3BL/ – Approximately 96% of Gaza’s population of 2.15 million people face high levels of acute food insecurity and the entire region is now at risk of famine, according to the alarming analysis released yesterday by the Integrated Food Security Phase Classification (IPC) Famine Review Committee. In December 2023, the IPC report indicated that 2 in 10 Gazans were one step away from famine; in March 2024, the figures revealed that 5 in 10 were. Now, everyone in Gaza is at risk.

The latest IPC report shows that all of Gaza is experiencing emergency (Phase 4) levels of food insecurity, while almost half a million people are still facing catastrophic levels of acute food insecurity (Phase 5), the highest grade on the IPC classification scale. The IPC and humanitarian leaders including Action Against Hunger are warning that the situation is very likely to rapidly deteriorate into famine due to the unpredictability of the conflict and challenges to humanitarian access.

“Hunger and impediments to humanitarian work are being used as weapons of war in Gaza, as the latest IPC food insecurity analysis shows,” said Natalia Anguera, Head of Middle East Operations at Action Against Hunger.

“The obstruction of humanitarian aid workers’ movement along the Strip, and therefore inability to collect sufficient data, leads to a lot of uncertainty regarding the situation in Gaza, especially about the situation of the most vulnerable. If the parties to the conflict and the international community wait to act until a famine classification is made, it will be too late. We will have collectively failed to save preventable deaths,” explained Anguera. “Today we know that more than half of the 2.3 million people in Gaza have no food at home. This must not continue for another day. It is urgent that humanitarian organizations like ours can reach all the people in need.”

There has been a decrease in the number of people experiencing emergency levels of hunger, or worse, thanks to food deliveries and nutritional care provided in the north in recent months by aid organizations like Action Against Hunger. However, that is not enough. The availability of basic food staples is extremely limited, and severe price inflation has created economic barriers that prevent people from accessing what little food that is available.

“Even when families do get some food, many do not have cooking utensils, water or fuel with which to cook. The population is already very fragile. The only way to prevent and stop famine is with a ceasefire that allows a full multisectoral humanitarian response,” explained Hélène Pasquier, Food Security and Livelihoods Manager at Action Against Hunger.

For the past eight and a half months, Action Against Hunger’s humanitarian response has included nutrition support, solid waste management, water trucking, and the distribution of fresh and dry food, hot meals, and hygiene and shelter kits. Despite the escalation of the conflict, in recent weeks, Action Against Hunger teams built a kitchen to deliver hot meals to thousands of displaced people. The organization has been working in Gaza since 2005 and has reached more than 800,000 people in Gaza since October 2023.

“Most agricultural land, wells, roads and other areas essential for producing, processing and distributing food have been destroyed. This, coupled with the blockade, has created an unsustainable dependency on humanitarian aid in Gaza,” said Pasquier. “It will be key to rehabilitate food production systems as soon as it is viable.”

About Action Against Hunger in the Occupied Palestinian Territories

Action Against Hunger has been working in Gaza since 2005 and the West Bank since 2002. Since Oct. 7, Action Against Hunger teams have reached over 800,000 people, including 709,000 through water, sanitation, and hygiene (WASH) programs. Assistance includes distributing hot meals and hygiene kits; trucking clean water to communities; connecting people with shelters; and providing assistance with removal of solid waste management.

Watch a video about Action Against Hunger’s work in Gaza: Everyone in Gaza is now at risk of famine (youtube.com).

About Action Against Hunger

Action Against Hunger has been working in Gaza since 2005 and the West Bank since 2002. Since Oct. 7, Action Against Hunger teams have reached over 800,000 people, including 709,000 through water, sanitation, and hygiene (WASH) programs. Assistance includes distributing hot meals and hygiene kits; trucking clean water to communities; connecting people with shelters; and providing assistance with removal of solid waste management.

“There is no specific role for a man, there is no specific role for a woman, and there is no role for children. We all divide the work and we do it willingly. We help each other. It has created cooperation. I am empowered because, after the training, I can now express myself. I speak freely and my husband and children listen to me. I can even go to [savings group] meetings and chair the meetings. I never used to talk in public, but after the trainings, I managed to speak for myself.” – Aidah Tushemerire 55, Subsistence Farmer and Decor Business Owner and CARE Digital Sub-Wallet Participant

Aidah’s words show what gender equality means for her in her life. It all started with joining a community savings group. Our Village Savings and Loan Associations (VSLAs) are a proven way of supporting women to develop financial stability, increase resilience to shocks, and invest in income-generating activities. But at CARE, savings groups are about more than just money. They are a platform for building skills and confidence, improving power relations, and transforming women’s role in society. We analyzed studies from four VSLA projects in East and Central Africa – in Burundi, Ethiopia, Rwanda, and Uganda – to look at how savings groups have contributed to increased gender equality. This showed combining savings groups with approaches intentionally addressing the underlying causes of inequality amplifies return on investment and improves outcomes across participants’ lives.

What did we accomplish?

Couples making decisions as equals: In Uganda, couples who participated in household counseling discussions about gender equality through the Digital Sub-Wallets project reported an increase in financial decision-making in their households and 81% saw positive changes in their spouse’s behavior.Women were safer: The Indashyikirwa project in Rwanda contributed to a 55% reduction in the odds of women experiencing intimate partner violence and increased their odds of having cash income.Women had more access to markets and capital: In the Livelihoods for Resilience program, which worked with more than 100,000 women in Ethiopia, 48% of the microfinance account holders were women and all accessed loans facilitated by the project. 300,000 USD in cash transfers were distributed to households and 89% of women reported having a role in decision-making about how to use the cash investments.Families were more resilient: Because women had more freedom to work and participate in household decisions, couples who participated in the Indashyikirwa program improved their food insecurity by contributing to food costs.Men’s perceptions of gender norms shifted: By the end of the Win-Win program in Buirundi, male participants were more likely to reject gender-based violence (GBV) in their homes and communities and were increasingly supportive of women’s empowerment.

How did we get there?

Focus on women’s skills and confidence first: Prioritizing women’s self-esteem and supporting them in growing their aspirations to change their world is the basis of all of VSLA initiatives.Harmful social norms must be challenged: To support women’s ambitions, whether those be in social, economic, or political realms, projects worked to dismantle harmful norms and inequalities that discourage or limit their mobility and freedom.Gender dialogue is key: Engaging couples in dialogue together about gender equality has proven to have positive results in shifting household responsibility and power sharing.Mitigating and addressing GBV risks is crucial: Increasing women’s income has the potential to lead to negative backlash, including increased experiences of GBV, so projects took this into account from the outset and integrated mitigation measures.We have to include men and boys: To create sustainable change in gender equality, all of society needs to be involved. Engaging men and boys helps to alter social norms and cement women’s equal place and opportunity in societies.

What did we learn?

Staff transformation: Creating space for staff to reflect on gender norms and power relations is important.Focus on group solidarity first: VSLA groups need time to establish themselves to create trust and for relationships between participants and key reference groups to become clear.Choose approaches based on the local context: Using gender analyses helps to understand power dynamics, gender, and social norms and to select and adapt approaches to local contexts. This also creates space for communities to determine their priorities.Include all three components of the Gender Equality Framework in the design: Including activities to build agency, change relations, and transform structures creates programs that are more likely to address the root causes of gender inequality.

Want to learn more?

Gender Equality through Savings Groups: Gender Integration and Gender 

Transformative Approaches in VSLA Programming

“There is no specific role for a man, there is no specific role for a woman, and there is no role for children. We all divide the work and we do it willingly. We help each other. It has created cooperation. I am empowered because, after the training, I can now express myself. I speak freely and my husband and children listen to me. I can even go to [savings group] meetings and chair the meetings. I never used to talk in public, but after the trainings, I managed to speak for myself.” – Aidah Tushemerire 55, Subsistence Farmer and Decor Business Owner and CARE Digital Sub-Wallet Participant

Aidah’s words show what gender equality means for her in her life. It all started with joining a community savings group. Our Village Savings and Loan Associations (VSLAs) are a proven way of supporting women to develop financial stability, increase resilience to shocks, and invest in income-generating activities. But at CARE, savings groups are about more than just money. They are a platform for building skills and confidence, improving power relations, and transforming women’s role in society. We analyzed studies from four VSLA projects in East and Central Africa – in Burundi, Ethiopia, Rwanda, and Uganda – to look at how savings groups have contributed to increased gender equality. This showed combining savings groups with approaches intentionally addressing the underlying causes of inequality amplifies return on investment and improves outcomes across participants’ lives.

What did we accomplish?

Couples making decisions as equals: In Uganda, couples who participated in household counseling discussions about gender equality through the Digital Sub-Wallets project reported an increase in financial decision-making in their households and 81% saw positive changes in their spouse’s behavior.Women were safer: The Indashyikirwa project in Rwanda contributed to a 55% reduction in the odds of women experiencing intimate partner violence and increased their odds of having cash income.Women had more access to markets and capital: In the Livelihoods for Resilience program, which worked with more than 100,000 women in Ethiopia, 48% of the microfinance account holders were women and all accessed loans facilitated by the project. 300,000 USD in cash transfers were distributed to households and 89% of women reported having a role in decision-making about how to use the cash investments.Families were more resilient: Because women had more freedom to work and participate in household decisions, couples who participated in the Indashyikirwa program improved their food insecurity by contributing to food costs.Men’s perceptions of gender norms shifted: By the end of the Win-Win program in Buirundi, male participants were more likely to reject gender-based violence (GBV) in their homes and communities and were increasingly supportive of women’s empowerment.

How did we get there?

Focus on women’s skills and confidence first: Prioritizing women’s self-esteem and supporting them in growing their aspirations to change their world is the basis of all of VSLA initiatives.Harmful social norms must be challenged: To support women’s ambitions, whether those be in social, economic, or political realms, projects worked to dismantle harmful norms and inequalities that discourage or limit their mobility and freedom.Gender dialogue is key: Engaging couples in dialogue together about gender equality has proven to have positive results in shifting household responsibility and power sharing.Mitigating and addressing GBV risks is crucial: Increasing women’s income has the potential to lead to negative backlash, including increased experiences of GBV, so projects took this into account from the outset and integrated mitigation measures.We have to include men and boys: To create sustainable change in gender equality, all of society needs to be involved. Engaging men and boys helps to alter social norms and cement women’s equal place and opportunity in societies.

What did we learn?

Staff transformation: Creating space for staff to reflect on gender norms and power relations is important.Focus on group solidarity first: VSLA groups need time to establish themselves to create trust and for relationships between participants and key reference groups to become clear.Choose approaches based on the local context: Using gender analyses helps to understand power dynamics, gender, and social norms and to select and adapt approaches to local contexts. This also creates space for communities to determine their priorities.Include all three components of the Gender Equality Framework in the design: Including activities to build agency, change relations, and transform structures creates programs that are more likely to address the root causes of gender inequality.

Want to learn more?

Gender Equality through Savings Groups: Gender Integration and Gender 

Transformative Approaches in VSLA Programming

By Kim Borges

“I’ve always loved being around kids. Even when I was small, I always wanted to play school, to play teacher.”

Angelica “Angie” Granados knew at a young age she wanted to work with children. But knowing all the ins and outs of entrepreneurship? Well, those are lessons the Stepping Stones Child Care & Learning Center, LLC owner continues to learn to this day.

So, when the opportunity arose for the Laredo, Texas, small-business owner to return to the classroom to gain valuable insights on running and growing her company, Granados seized it.

“We’re true believers in PeopleFund,” she said. “And I wouldn’t be here without them believing in us.”

What is PeopleFund?

Established in 1994, PeopleFund is dedicated to creating economic opportunity and financial stability for underserved small businesses across Texas. The nonprofit fulfills that mission by providing access to education, capital, technical resources and more, all at no cost to clients.

“We’re true believers in PeopleFund. And I wouldn’t be here without them believing in us.” 
Angie Granados, owner of Stepping Stones Child Care & Learning Center, LLC

The Regions Foundation, a nonprofit primarily funded by Regions Bank, has been a longtime PeopleFund community partner, most recently investing in the organization’s Small Business Loan Fund and its Black, Indigenous and People of Color (BIPOC) Accelerator Program (read more below). The BIPOC Accelerator Program and assistance are open to everyone.

“PeopleFund supports entrepreneurs at every stage from start-up to expansion to help them achieve their goals,” said Marta Self, executive director of the Regions Foundation. “Through their coaching model and their depth of resources, PeopleFund is empowering its clients to create their road map to business success.”

Given Granados helps children at Stepping Stones master fundamentals like the alphabet, we’re sharing a few ABCs related to her small-business journey and the support she’s received from her PeopleFund – and personal – networks.

A is for …

Advice: “Your mama is always right because I’ve been here more than you have.”

When Granados’s mother, Carmen Contreras, who helps her run Stepping Stones, offers advice, Angie listens. It’s paid off more than once, including with her discovery of PeopleFund.

“My mom saw an online ad for the program and encouraged me to apply,” Granados said.

Along with experience and wisdom, Granados knows she can also always count on her mom for support.

“As corny as it sounds, my mom is my rock,” she said. “She’s helped me get this far. She’s my trouper, she doesn’t give up on me. And she won’t let me give up on myself, either.”

Adversity: Most entrepreneurs face it launching or growing their business. Granados is no exception.

“When COVID hit, we had to close down for three months,” she said.

PeopleFund helped thousands of small-business owners like Granados when the pandemic turned their worlds upside down overnight. That support included offering bridge loans with zero interest, helping entrepreneurs develop personalized disaster-response plans and identifying opportunities for federal support. The Regions Foundation provided a grant to help.

“We’ve all reached a moment in time where we want to give up,” Granados recalled of those especially challenging days. “We all go through obstacles, and we went through a lot of obstacles. It’s just the way you handle it. Through God’s help and prayer, we got here.”

Anthony: As in, Lopez, a small-business specialist with PeopleFund. “Mr. Anthony is an open book, he told me, ‘Whatever you need help with, let me know,’” said Granados. “He was there for me. He read my business pitch and said everything was going to be OK.”

You can read about more PeopleFund clients Lopez has worked with at the end of this article.

B is for …

BIPOC Accelerator: PeopleFund’s Black, Indigenous and People of Color Accelerator is an eight-week program involving weekly seminars and homework. Granados graduated from the BIPOC Accelerator last December.

“There were so many things they taught us, from promoting our business to how to handle our finances,” she said. “Everything was there for you to take it. It was a great experience.”

Business Plan: Every BIPOC Accelerator Program participant develops and pitches theirs with support and feedback provided by their coach before graduation.

C is for …

Capital: It’s a necessity for small-business owners, particularly in the earliest phases.

“PeopleFund helped us with our first loan to open in 2018, and they helped us with a second loan when we bought our second property last April,” said Granados.

Since its founding, PeopleFund has provided more than $225 million in financial assistance to over 5,500 small businesses and $195 million in new market tax credits attracting $812 million in investments. The result? A direct impact of over $1 billion to Texas’s economy.

CDFIs: It stands for Community Development Financial Institutions, created to provide financial products and services to people and businesses located in under-resourced markets. PeopleFund is one of nearly 1,500 CDFIs nationwide.

Coaching: It’s a key aspect of PeopleFund’s model as previously mentioned.

“Receiving a coach is such a plus,” said Granados. “Even if you don’t want to talk in class, you can talk with your coach one-on-one.”

Curriculum: Granados is incredibly proud of the curriculum Stepping Stones has developed for the 100 children it serves.

“We are a four-star center, which is the highest rating,” she said. “We’re a learning center preparing children for school, making sure they are ready academically, socially and emotionally when they get to elementary school. It’s important knowing I have a place for children to learn the way that’s going to help them later.”

The greatest lesson Granados has learned as an entrepreneur?

“If you really love it and you really believe in your business, it’s going to be OK – but you need to really love it,” she said. “It has to be your passion. This is my passion, this is my baby.”

Read About More PeopleFund Clients:

Mixing Things UpThe Path to PeaceFlipping the ScriptDesigns on the FutureThriving In Business, Thriving In Life

About Regions Foundation 
Regions Foundation supports community investments that positively impact the communities served by Regions Bank. The Foundation engages in a grantmaking program focused on priorities including economic and community development; education and workforce readiness; and financial wellness. The Foundation is a nonprofit 501(c)(3) nonprofit funded primarily through contributions from Regions Bank.

About PeopleFund 
PeopleFund is a nonprofit Community Development Financial Institution, an SBA lender and the managing member of the Veteran Loan Fund. Established in 1994, PeopleFund has 30 years of experience helping thousands on the path to financial security. PeopleFund programs provide individuals of all backgrounds, regardless of race, gender, or creed, with the capital, training, and resources needed to grow healthy small businesses. Since inception, PeopleFund has delivered over $225 million in financial assistance to over 5,500 small businesses and $195 million in New Market Tax Credit allocations that attracted $812 million in investments — putting the direct impact in the Texas economy surpassing $1 billion. PeopleFund has also helped create and retain 22,000 jobs and delivered over 180,000 hours of business education. To learn more about PeopleFund, please visit peoplefund.org.

By Kim Borges

“I’ve always loved being around kids. Even when I was small, I always wanted to play school, to play teacher.”

Angelica “Angie” Granados knew at a young age she wanted to work with children. But knowing all the ins and outs of entrepreneurship? Well, those are lessons the Stepping Stones Child Care & Learning Center, LLC owner continues to learn to this day.

So, when the opportunity arose for the Laredo, Texas, small-business owner to return to the classroom to gain valuable insights on running and growing her company, Granados seized it.

“We’re true believers in PeopleFund,” she said. “And I wouldn’t be here without them believing in us.”

What is PeopleFund?

Established in 1994, PeopleFund is dedicated to creating economic opportunity and financial stability for underserved small businesses across Texas. The nonprofit fulfills that mission by providing access to education, capital, technical resources and more, all at no cost to clients.

“We’re true believers in PeopleFund. And I wouldn’t be here without them believing in us.” 
Angie Granados, owner of Stepping Stones Child Care & Learning Center, LLC

The Regions Foundation, a nonprofit primarily funded by Regions Bank, has been a longtime PeopleFund community partner, most recently investing in the organization’s Small Business Loan Fund and its Black, Indigenous and People of Color (BIPOC) Accelerator Program (read more below). The BIPOC Accelerator Program and assistance are open to everyone.

“PeopleFund supports entrepreneurs at every stage from start-up to expansion to help them achieve their goals,” said Marta Self, executive director of the Regions Foundation. “Through their coaching model and their depth of resources, PeopleFund is empowering its clients to create their road map to business success.”

Given Granados helps children at Stepping Stones master fundamentals like the alphabet, we’re sharing a few ABCs related to her small-business journey and the support she’s received from her PeopleFund – and personal – networks.

A is for …

Advice: “Your mama is always right because I’ve been here more than you have.”

When Granados’s mother, Carmen Contreras, who helps her run Stepping Stones, offers advice, Angie listens. It’s paid off more than once, including with her discovery of PeopleFund.

“My mom saw an online ad for the program and encouraged me to apply,” Granados said.

Along with experience and wisdom, Granados knows she can also always count on her mom for support.

“As corny as it sounds, my mom is my rock,” she said. “She’s helped me get this far. She’s my trouper, she doesn’t give up on me. And she won’t let me give up on myself, either.”

Adversity: Most entrepreneurs face it launching or growing their business. Granados is no exception.

“When COVID hit, we had to close down for three months,” she said.

PeopleFund helped thousands of small-business owners like Granados when the pandemic turned their worlds upside down overnight. That support included offering bridge loans with zero interest, helping entrepreneurs develop personalized disaster-response plans and identifying opportunities for federal support. The Regions Foundation provided a grant to help.

“We’ve all reached a moment in time where we want to give up,” Granados recalled of those especially challenging days. “We all go through obstacles, and we went through a lot of obstacles. It’s just the way you handle it. Through God’s help and prayer, we got here.”

Anthony: As in, Lopez, a small-business specialist with PeopleFund. “Mr. Anthony is an open book, he told me, ‘Whatever you need help with, let me know,’” said Granados. “He was there for me. He read my business pitch and said everything was going to be OK.”

You can read about more PeopleFund clients Lopez has worked with at the end of this article.

B is for …

BIPOC Accelerator: PeopleFund’s Black, Indigenous and People of Color Accelerator is an eight-week program involving weekly seminars and homework. Granados graduated from the BIPOC Accelerator last December.

“There were so many things they taught us, from promoting our business to how to handle our finances,” she said. “Everything was there for you to take it. It was a great experience.”

Business Plan: Every BIPOC Accelerator Program participant develops and pitches theirs with support and feedback provided by their coach before graduation.

C is for …

Capital: It’s a necessity for small-business owners, particularly in the earliest phases.

“PeopleFund helped us with our first loan to open in 2018, and they helped us with a second loan when we bought our second property last April,” said Granados.

Since its founding, PeopleFund has provided more than $225 million in financial assistance to over 5,500 small businesses and $195 million in new market tax credits attracting $812 million in investments. The result? A direct impact of over $1 billion to Texas’s economy.

CDFIs: It stands for Community Development Financial Institutions, created to provide financial products and services to people and businesses located in under-resourced markets. PeopleFund is one of nearly 1,500 CDFIs nationwide.

Coaching: It’s a key aspect of PeopleFund’s model as previously mentioned.

“Receiving a coach is such a plus,” said Granados. “Even if you don’t want to talk in class, you can talk with your coach one-on-one.”

Curriculum: Granados is incredibly proud of the curriculum Stepping Stones has developed for the 100 children it serves.

“We are a four-star center, which is the highest rating,” she said. “We’re a learning center preparing children for school, making sure they are ready academically, socially and emotionally when they get to elementary school. It’s important knowing I have a place for children to learn the way that’s going to help them later.”

The greatest lesson Granados has learned as an entrepreneur?

“If you really love it and you really believe in your business, it’s going to be OK – but you need to really love it,” she said. “It has to be your passion. This is my passion, this is my baby.”

Read About More PeopleFund Clients:

Mixing Things UpThe Path to PeaceFlipping the ScriptDesigns on the FutureThriving In Business, Thriving In Life

About Regions Foundation 
Regions Foundation supports community investments that positively impact the communities served by Regions Bank. The Foundation engages in a grantmaking program focused on priorities including economic and community development; education and workforce readiness; and financial wellness. The Foundation is a nonprofit 501(c)(3) nonprofit funded primarily through contributions from Regions Bank.

About PeopleFund 
PeopleFund is a nonprofit Community Development Financial Institution, an SBA lender and the managing member of the Veteran Loan Fund. Established in 1994, PeopleFund has 30 years of experience helping thousands on the path to financial security. PeopleFund programs provide individuals of all backgrounds, regardless of race, gender, or creed, with the capital, training, and resources needed to grow healthy small businesses. Since inception, PeopleFund has delivered over $225 million in financial assistance to over 5,500 small businesses and $195 million in New Market Tax Credit allocations that attracted $812 million in investments — putting the direct impact in the Texas economy surpassing $1 billion. PeopleFund has also helped create and retain 22,000 jobs and delivered over 180,000 hours of business education. To learn more about PeopleFund, please visit peoplefund.org.

MetLife published its annual Sustainability Report on how the company is living its purpose – Always with you, building a more confident future – through the strength of its people, products, services, and investments.

At MetLife, sustainability means managing business responsibly and sustaining people throughout their lives. To help drive progress toward a sustainable future, MetLife has aligned its sustainability strategy with a subset of the United Nations Sustainable Development Goals that are most relevant to its business and established a set of Sustainability Commitments.

The 2023 Sustainability Report details how MetLife brings its purpose to life to make progress against its commitments by:

Exceeding its commitment to drive $1 billion in investments that advance diversity years ahead of its 2030 target, with more than $1.4 billion invested between 2021 and 2023.Reducing emissions by increasing energy efficiency and reducing consumption at offices, greening its vehicle fleets and reducing business travel, where possible.Securing more than $58.5 billion in responsible investments in MetLife’s General Account as of year-end 2023, focused on the core areas of infrastructure, green, municipal bonds, affordable housing and impact investments.Surpassing $1 billion in all-time giving by MetLife Foundation, for its work driving inclusive economic mobility and addressing the needs of underserved communities around the world.Completing more than 144,000 volunteer hours globally in 2023, driven by the passion of MetLife colleagues.

To read the 2023 Sustainability Report and learn more about how MetLife is creating value for its stakeholders through its sustainability impact, visit metlife.com/sustainability/.

About MetLife
MetLife, Inc. (NYSE: MET), through its subsidiaries and affiliates (“MetLife”), is one of the world’s leading financial services companies, providing insurance, annuities, employee benefits and asset management to help individual and institutional customers build a more confident future. Founded in 1868, MetLife has operations in more than 40 markets globally and holds leading positions in the United States, Asia, Latin America, Europe and the Middle East. For more information, visit www.metlife.com.

Media Contact
Olivia Janicelli, MetLife

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MetLife published its annual Sustainability Report on how the company is living its purpose – Always with you, building a more confident future – through the strength of its people, products, services, and investments.

At MetLife, sustainability means managing business responsibly and sustaining people throughout their lives. To help drive progress toward a sustainable future, MetLife has aligned its sustainability strategy with a subset of the United Nations Sustainable Development Goals that are most relevant to its business and established a set of Sustainability Commitments.

The 2023 Sustainability Report details how MetLife brings its purpose to life to make progress against its commitments by:

Exceeding its commitment to drive $1 billion in investments that advance diversity years ahead of its 2030 target, with more than $1.4 billion invested between 2021 and 2023.Reducing emissions by increasing energy efficiency and reducing consumption at offices, greening its vehicle fleets and reducing business travel, where possible.Securing more than $58.5 billion in responsible investments in MetLife’s General Account as of year-end 2023, focused on the core areas of infrastructure, green, municipal bonds, affordable housing and impact investments.Surpassing $1 billion in all-time giving by MetLife Foundation, for its work driving inclusive economic mobility and addressing the needs of underserved communities around the world.Completing more than 144,000 volunteer hours globally in 2023, driven by the passion of MetLife colleagues.

To read the 2023 Sustainability Report and learn more about how MetLife is creating value for its stakeholders through its sustainability impact, visit metlife.com/sustainability/.

About MetLife
MetLife, Inc. (NYSE: MET), through its subsidiaries and affiliates (“MetLife”), is one of the world’s leading financial services companies, providing insurance, annuities, employee benefits and asset management to help individual and institutional customers build a more confident future. Founded in 1868, MetLife has operations in more than 40 markets globally and holds leading positions in the United States, Asia, Latin America, Europe and the Middle East. For more information, visit www.metlife.com.

Media Contact
Olivia Janicelli, MetLife

Read More

At Henkel, our purpose as pioneers at heart for the good of generations unites us as we strive to enrich and improve everyday life for our employees, customers, partners, and consumers. Our diverse team of around 8,000 colleagues in North America is empowered to make an impact, craft individual career paths, and collaborate in strong teams to shape a better tomorrow.

We know that our people are the key to our long-standing legacy of innovation, sustainability, and corporate responsibility. To continue building on that legacy, we invest in programs that allow us to find exceptional talent to join our organization and provide resources to current employees designed to make them feel supported, included, and heard so they can act as ambassadors for the organization and excel at Henkel for years to come.

RECRUITING

Some of the ways that Henkel seeks and engages pipelines of future talent include:

1. Career Conferences 
For many years, Henkel has been attending career conferences that attract a diverse and engaged talent pool, reflecting our commitment to inclusivity. In 2023, we sent representatives to the Society of Hispanic Professional Engineers (SHPE) National Convention, WE23 – sponsored by the Society of Women Engineers, the Reaching Out MBA (ROMBA) Conference, and Forward 2023 – the National Black MBA Association Conference and Expo, among others. Our interactions with a spectacular pool of over 35,000 total conference attendees at our Henkel booths, product demonstrations at an interactive hair-styling bar, and representation on panels and workshops allowed us the opportunity to share more about our dynamic organization and career opportunities in both business units across multiple functions. We were thrilled to conduct over 250 on-site interviews at these conferences and hear from candidates about how their previous experiences and personal identities might make them a great fit for Henkel. 

At Henkel, we believe that seeking out the best candidates in a diverse workforce drives innovation, and allows us to create more successful brands and products while fostering a more incsive and enriching workplace for all of our employees.

2. University Partnerships 
Some of the most promising talent pools for young professionals exist at institutions of higher education across North America, and Henkel’s university partnerships are a foundational method of finding high-potential talent. Annually, Henkel employees connect with students at over 60 universities through in person and virtual recruiting events, networking sessions, coffee chats, employer presentations, site tours, industry days, classroom presentations, and more. We believe that education ensures a future-ready organization and continually work to encourage employees to act as entrepreneurs, bring in fresh ideas, accelerate our digital transformation, and change markets, products, and services. As we value individual and collective commitments to education, we actively seek out opportunities to connect with students while they are deepening their knowledge in a chosen field.

3. Internship Program and PRISM Rotational Program 
For undergrad students, internships are a crucial opportunity to network with working professionals and sharpen technical skills through on-the-job training before entering the workforce full time. Knowing that internships help students to find their passions and bridge the gap between the lifestyle of a student and that of a full-time employee, Henkel takes pride in providing an internship program that helps students pave the way to their future careers. Henkel has hired over 150 interns from across the United States to work in our Consumer Brands and Adhesive Technologies business units and functional areas such as HR and Finance throughout the summer of 2024. Each year, our interns enjoy dedicated programming for early career growth, substantial assignments from their teams, networking, and ongoing feedback discussions with managers to fuel a summer full of growth and accomplishments. 

Each year since 2011, Henkel has also welcomed around 30 high-potential recent graduates to join the PRISM Leadership Rotational Program, providing associates an opportunity to discover Henkel culture, products, systems, and processes with the goal of deploying them into a wide variety of roles in the Adhesive Technologies organization. As PRISM associates are exposed to different aspects of the business through rotations, trainings, and mentorship programs, they are steadily growing a skillset and knowledge base that will prepare them for success in their next roles at Henkel. The breadth of experiences the program offers has a proven track record of helping attract, develop, and retain high-potential, diverse talent.

4. In-House Recruiting Model 
Henkel has transitioned to an in-house recruiting model with the goal to efficiently attract top diverse talent both internally and externally who will drive business results, while providing the best possible experience for candidates and internal stakeholders. A team of dedicated professionals seek out talent within Henkel and externally who will bolster our competitive edge and represent the diverse consumers, customers, and partners that we serve. Coming from backgrounds in marketing, production, education, customer service, and of course HR and recruiting, this diverse team is built to reflect the unique and enthusiastic spirit of the candidate pool they work with every day. This agile model generates ownership and pride in recruitment efforts and has strong ties to business goals, corporate culture, and DEI initiatives.

DEVELOPING AND ENGAGING

While we embark on the continuous search for talent, we also make significant investment into engaging, recognizing, and rewarding the exceptional workforce at Henkel, with programs that include:

5. Global Total Rewards Program 
Henkel offers a comprehensive Total Rewards package with benefits and programs that allow members of our organization to choose what’s most important for them and their families, while encouraging and rewarding individual performance. We offer competitive pay, 401k with employer matching, an employee share plan, and enhanced health & welfare benefits that include access to reliable and affordable childcare and elder care, and mental health care for employees and their families. Henkel also offers 12 weeks of fully paid parental leave for employees, regardless of gender, who welcome a child into their home through birth, adoption, surrogacy, guardianship or fostering – affirming our prioritization of equity in parenting and childcare for all parents.

Global Total Rewards complements Henkel’s organizational emphasis on Smart Work, a framework that aims to shape a future-ready workplace through the promotion of employee health, sustainability, travel, workforce digitalization, and hybrid office and mobile work. This approach demonstrates our commitment to creating a flexible working environment that values the uniqueness of our employees and their diverse needs.

Henkel also encourages and supports the volunteer efforts of employees and retirees through the Make an Impact on Tomorrow (M.I.T.) initiative. Over the past 25 years, the global program has invested over $41 million to support over 17,300 projects in more than 100 countries. Henkel provides financial and in-kind donations as well as paid time off for employees to volunteer for causes they are passionate about such as Special Olympics and Habitat for Humanity.

6. Employee Resource Groups 
Fostering a culture that supports emotional connections is indispensable to employee engagement and retention, as people are more motivated to achieve within an organization where they feel supported by peers and leadership along each step of their career journey. Open dialogue and access to educational materials helps employees understand why an inclusive culture is important to the business and helps them define the role they play in helping to create a more equitable workplace and society.

Henkel North America does this by maintaining an environment where all employees can feel a sense of belonging and are empowered to contribute. Our Employee Resource Groups (ERGs)—a network of 9 affinity groups with 20 chapters—are a key enabler. These employee-led groups with over 2,000 members are actively working to help build a spirit of belonging and sense of trust within Henkel and the community. The groups host events, partner with organizations dedicated to supporting underserved communities, and collaborate with each other to advance Henkel’s DEI priorities.

7. Internal Educational Opportunities 
Henkel employees have access to over 8,000 educational modules via our Henkel Learning Hub. The topics range from digital marketing to leadership essentials and conflict management and are digitally catalogued for use at any time. Avid learners also have the opportunity to seek external training, in-person or virtual, conducted by experts outside of Henkel. With a manager’s approval, fees and expenses are covered by the organization and the completion of such trainings will be added to an employee’s training record, reflecting their commitment to further education. These programs provide employees with the tools necessary to excel in their current roles as well as level up their skill base if they are seeking a promotion, international short-term assignment, or transition to a different area of the Henkel business.

We also offer a series of panels, seminars, and virtual coffee chats throughout the year to provide live and interactive opportunities for mentorship and peer-to-peer learning on a variety of topics. For example, a panel discussion about fostering female talent in STEM roles encouraged attendees who are interested in a career in Science, Technology, Engineering, or a related field to connect with their peers and learn from women who have been successful in their endeavors. This is just one of many events in a series of Global Recruiting Talks designed to show support to all of our employees, regardless of the career path they pursue, and provide forums for them to be heard, included, and developed as a professional.