In this exclusive session, we delve into the firsthand experience of Aldin Hilbrands, Chief Executive Officer of FSSC, as he shares the remarkable journey of FSSC 24000 through the recognition process with The Consumer Goods Forum’s Sustainable Supply Chain Initiative.

Gain valuable insights as we explore:

Deciding to apply for benchmarking journey: Discover the motivations and considerations behind FSSC Foundation’s decision to pursue recognition for their new standard FSSC 24000. Learn about the strategic importance and potential benefits they envisioned.Navigating the process: Explore the steps involved in the recognition process. From application submission to evaluation, Aldin Hilbrands will shed light on their journey to help other schemes learn from their experienceValue-add of recognition: Uncover the benefits that SSCI recognition brings to a standard such as FSSC 24000 and how it has enhanced their commitment to food safety and quality assurance.

Hear directly from Aldin Hilbrands as he answers key questions about FSSC 2400’s experience, providing a unique perspective on their journey.

Whether you’re a part of the standards industry, a quality assurance professional, or someone interested in the evolving landscape of food safety and the connection to human rights due diligence, this webinar is a must-watch.

To find out more about SSCI, go to https://www.theconsumergoodsforum.com/social-sustainability/sustainable-supply-chain-initiative/

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In partnership with Junior Achievement of Delaware, Delmarva Power recently hosted a Job Shadow event, offering 11th and 12th graders a unique glimpse into the diverse roles within our company – from operations to regulatory and customer service – that work together to keep our communities powered.  

Students actively participated in safety presentations for our vegetation trucks and mobile command center and listened intently during environmental demonstrations simulating an oil spill cleanup. They delved deeper into the world of energy with an Operations Control Center 101 session, followed by a practical application of their skills – a mock gas leak scenario to reinforce the critical role of safety in our operations.     

Through these experiences, students were empowered to see the potential for exciting careers in the utility industry – careers that might not have even crossed their minds before. This inspiring event embodies our commitment to investing in the next generation by fostering STEM education and building a better, brighter future for our communities. 

“I think that the Junior Achievement Job Shadow Program is invaluable for both the company and the students. It opens their eyes to the diverse career paths available in our industry beyond line workers or meter readers. With a peek behind the curtain at other aspects of the company, they’re gaining a deeper understanding of what it takes to make a company like Exelon operate,” said Vonetta Carter, Senior Project Manager for Delmarva Power. 

This is one of our many programs with Junior Achievement. We’ve partnered with them for more than a decade to positively impact thousands of local children by fostering financial literacy, entrepreneurial skills and a stronger knowledge of the energy industry’s role in the region.  

Through programs like this, we’re helping to build the energy workforce of the future! 

M·A·C Cosmetics was proud to be the exclusive backstage beauty sponsor for the Howard University 2024 Springfest Fashion Show in an inaugural collaboration this April.

Howard University’s Springfest is an annual celebration that sees over 10,000 students and alumni attend each year. Throughout Springfest, a variety of events are organized by student organizations, campus groups and the University itself.

This year’s Springfest Fashion Show, “Strut The Yard: Appetence,” was a three-piece show and modeling competition highlighting the vivid creativity of the student designers, models, makeup artists and hairstylists. Khalea Underwood, Global Editorial Manager at M·A·C Cosmetics and Howard University alum, proudly served as coordinator, on-site creative director and a judge for the show. Romero Jennings, Director of Makeup Artistry at M·A·C Cosmetics, curated a product list for all three beauty moments featuring M·A·C Studio Fix Fluid Foundation, and the student artists used his tips and tricks to create their own looks.

The partnership was supported by The M·A·C Movement, M·A·C’s internal employee advisory board around racial equity, and continued the brand’s commitment to greater diversity and representation in fashion and beauty.

Watch a recap of the collaboration here!

M·A·C Cosmetics was proud to be the exclusive backstage beauty sponsor for the Howard University 2024 Springfest Fashion Show in an inaugural collaboration this April.

Howard University’s Springfest is an annual celebration that sees over 10,000 students and alumni attend each year. Throughout Springfest, a variety of events are organized by student organizations, campus groups and the University itself.

This year’s Springfest Fashion Show, “Strut The Yard: Appetence,” was a three-piece show and modeling competition highlighting the vivid creativity of the student designers, models, makeup artists and hairstylists. Khalea Underwood, Global Editorial Manager at M·A·C Cosmetics and Howard University alum, proudly served as coordinator, on-site creative director and a judge for the show. Romero Jennings, Director of Makeup Artistry at M·A·C Cosmetics, curated a product list for all three beauty moments featuring M·A·C Studio Fix Fluid Foundation, and the student artists used his tips and tricks to create their own looks.

The partnership was supported by The M·A·C Movement, M·A·C’s internal employee advisory board around racial equity, and continued the brand’s commitment to greater diversity and representation in fashion and beauty.

Watch a recap of the collaboration here!

In recent years, the concept of sustainability has transcended a solely environmental focus to encompass a much broader set of considerations. While the ‘E’ in ESG has received significant attention, effort, and investment from regulators and organizations alike, the ‘S’ pillar, which pertains to social sustainability and social impact, is equally essential for organizations to address.

With the release of the UN Sustainable Development Goals and increased regulatory accountability when it comes to ESG – particularly as it relates to social issues such as Human Rights – we also see shifting priorities and increased scrutiny from investors, customers, talent, and community stakeholders. This is influencing the extent to which organizations are expected to report and act on their social sustainability activities and social impact.

Estimating the scale of change

Social sustainability is about developing prosperous organizations while aiming to ensure that current and future generations can thrive; live healthy lives; and be free of inequity and oppression. For an organization, this involves proactively identifying and managing business impacts on employees, workers in the value chain, customers, and communities. It encompasses a company’s commitment and activities related to issues such as human rights, DEI, labor practices, and community engagement, among others.

Social impact goes hand in hand with social sustainability but refers specifically to the positive and negative impact of an organization’s activities on stakeholders and society at large. Social impact involves measuring and understanding the tangible impacts of an organization’s activities on people.

By embracing social sustainability, organizations can attract business partners and investors; enhance employee morale and engagement; drive innovation to unlock market opportunities; and even bolster financial performance. Integrating social impact into business strategies not only advances ESG agendas but also contributes to the well-being of society and the overall sustainability of the business.

Social impact strategy

Managing the impact of an organization on society is a complex yet important task. When it comes to making sure that your organization’s social sustainability activities are having the desired impact and are aligned with broader business goals, a strategic and intentional approach is required. This is where a social impact strategy comes in.

A strong social impact strategy can transform how a company operates, manages its workforce, and its relationships with suppliers, communities, and customers. It can create long-term value for stakeholders and is essential for organizations seeking to advance their ESG agendas, unlock competitive advantages, and positively impact society.

What is a social impact strategy?

A social impact strategy is a comprehensive plan crafted by organizations to generate, measure, and connect positive social change to their activities. It involves creating measurable goals for social good; engaging all stakeholders; and aligning an organization’s brand mission, operations, and desired social impact. This holistic approach entails planning across the organization and is essential for aligning social impact with overall business and ESG objectives.

An effective social impact strategy should:

1. Have clear objectives and outcomes:

A strong strategy starts by defining clear objectives, targets and outcomes, and how to achieve them. This involves clearly articulating mission, vision, target beneficiaries, desired impacts, and aspirations.

Defining clear objectives and outcomes allows organizations to focus their resources on the initiatives that have the greatest potential for impact, rather than spreading efforts across many potentially less effective projects.

Objectives and outcomes provide a framework for measuring progress and impact. Choosing the right success indicators is essential as it can allow the organization to measure progress on its goals and progress toward meaningful outcomes. By defining what success looks like, organizations can track their performance year over year, adjust strategies as needed and demonstrate accountability to stakeholders.

2. Align with overall business strategy

Alignment with existing business priorities such as brand and strategy can be essential to help maximize social impact, ensure alignment with organizational values, and ultimately drive sustainable change.

For example, a social impact strategy can help reinforce brand values and mission by creating a coherent narrative that resonates with stakeholders and demonstrates a commitment to addressing issues that matter to them. This alignment can enhance trust, loyalty, and engagement with customers, employees, investors, and the community at large.

By aligning social impact with overall business strategy, organizations can make informed decisions that can potentially benefit both the bottom line and society, allowing them to identify opportunities for growth, innovation, and competitive advantage while driving positive change. Integrating social objectives with revenue and growth strategies allows for the creation of synergies that support long-term value creation and impact.

3. Address the needs of key stakeholder groups:

It is important that a social impact strategy addresses key stakeholder groups and demonstrates that the organization understands how its activities could impact these groups.

Stakeholders could include employees, investors, community groups, business partners, suppliers, and customers. Engaging them in development helps organizations tailor their social impact strategies to address real-world challenges and opportunities. It also helps to make sure that the strategy effectively addresses the needs of stakeholders and is truly impactful.

4. Take a long term, sustainable view guided by data and measurement

Taking a long-term view helps organizations shift their perspective from short-term gains to sustainable outcomes. One way to do this is by leveraging data and applying a social impact measurement approach.

Social impact measurement is an ongoing process that requires regular data collection, analysis, and feedback to track progress, identify trends, learn from successes and challenges, and adapt strategies accordingly. Not only can this support informed decision making and strategizing, but it can also identify gaps in an organization’s approach or areas where they are not having the desired impact over time. This provides the organization with opportunities to make changes as necessary, ultimately making their approach more sustainable.

A long-term view of social impact strategies can catalyze more meaningful change across stakeholder groups and communities, and ultimately contribute to organizational success.

Getting started

While social impact strategies are multi-faceted, getting started doesn’t have to be daunting. To get started on creating a social impact strategy, begin by asking the following questions designed to support a detailed and effective approach:

What makes addressing social impact important for your organization? – Identifying external and internal drivers

It is important to understand what the internal and external drivers of social sustainability are for your organization. To do this, seek answers to questions like these ones about the external environment:

What political or economic factors are influencing sentiment and activities in your market?How are social behaviors and expectations changing, and how might that affect your business?What are new or imminent reporting standards or regulations that may affect the way your business operates?

Taking more of an internal focus, it is important to understand things like:

What workforce issues currently exist?How would I like the brand to be recognized in the current landscape?What role does social impact play on my overall business strategy?What do I want to be known for in the community?Which of my business activities have the greatest social impact?

Who needs to have a say? – Identifying key stakeholder groups

When developing a social impact strategy, identifying key stakeholders is an important step. Here are a few things to keep mind:

Take a detailed view and identify stakeholders from across domains (e.g., employees, investors, community groups, business partners, suppliers, customers and regulatory bodies).Incorporate stakeholders who may not typically be included in discussions but may be indirectly impacted by your organization’s activities.Once identified, determine how stakeholders differ according to impact, influence, interest, or needs to tailor communication and engagement strategies effectively.Begin to communicate and engage with stakeholders through channels like emails, calls, meetings, events, newsletters, social media, or blogs.Seek to build trust, rapport, and mutual understanding with stakeholders by informing, consulting, involving, or collaborating with them.

By identifying a broad list of stakeholders and aligning with their needs, social impact initiatives can become more relevant, sustainable, and responsive, to changing circumstances over time.

What is my organization already doing? Taking stock

Next, take account of all the current social impact actions and initiatives across your organization. When doing so, here are a few things to keep in mind:

Consider not only the activities that your organization labels as social impact, but also consider the social impact of your operational activities (i.e., how does the work you do impact your employees, environment and community directly or indirectly?).Collect and review available data, organizational reports and engage with all business lines to understand what they are doing and what impact it is having.Once you have taken stock in this way, assess where your strengths and opportunities are. This can help provide you with a starting point as you begin to develop your social impact strategy.

Collecting answers to questions like these can help you understand what should matter most in your social impact plan and indicate how to prioritize accordingly.

Determining what matters most to your organization and where you can be stewards in your industry, community, and ecosystem involves aligning your social impact strategy and vision with your brand and overall strategy to create consistency. Once your priorities have been identified, think about how you can implement, monitor, and communicate progress. This can help assess the effectiveness of the strategy, make necessary adjustments, and maintain accountability.

By prioritizing social sustainability in a strategic manner, organizations can demonstrate their commitment to ethical business practices; meet the expectations of their stakeholders; and contribute to a more sustainable and inclusive world. By embracing social impact, organizations not only drive meaningful change but also position themselves as leaders in a rapidly evolving, competitive marketplace.

Authors

Corinne McNally

Global Research Lead 
Social Sustainability 
KPMG International & Manager 
KPMG in Canada

Email | Phone

Ramsha Ahmed

Manager 
ESG and Social Impact 
KPMG in Canada

Email | Phone

Oriana Vaccarino

Global Strategy and Program Lead 
Social Sustainability 
KPMG International & Senior Manager 
KPMG in Canada

Email | Phone

Silvia Gonzalez-Zamora

Global Social Sustainability Leader 
KPMG International & Partner 
KPMG in Canada

Email | Phone

In recent years, the concept of sustainability has transcended a solely environmental focus to encompass a much broader set of considerations. While the ‘E’ in ESG has received significant attention, effort, and investment from regulators and organizations alike, the ‘S’ pillar, which pertains to social sustainability and social impact, is equally essential for organizations to address.

With the release of the UN Sustainable Development Goals and increased regulatory accountability when it comes to ESG – particularly as it relates to social issues such as Human Rights – we also see shifting priorities and increased scrutiny from investors, customers, talent, and community stakeholders. This is influencing the extent to which organizations are expected to report and act on their social sustainability activities and social impact.

Estimating the scale of change

Social sustainability is about developing prosperous organizations while aiming to ensure that current and future generations can thrive; live healthy lives; and be free of inequity and oppression. For an organization, this involves proactively identifying and managing business impacts on employees, workers in the value chain, customers, and communities. It encompasses a company’s commitment and activities related to issues such as human rights, DEI, labor practices, and community engagement, among others.

Social impact goes hand in hand with social sustainability but refers specifically to the positive and negative impact of an organization’s activities on stakeholders and society at large. Social impact involves measuring and understanding the tangible impacts of an organization’s activities on people.

By embracing social sustainability, organizations can attract business partners and investors; enhance employee morale and engagement; drive innovation to unlock market opportunities; and even bolster financial performance. Integrating social impact into business strategies not only advances ESG agendas but also contributes to the well-being of society and the overall sustainability of the business.

Social impact strategy

Managing the impact of an organization on society is a complex yet important task. When it comes to making sure that your organization’s social sustainability activities are having the desired impact and are aligned with broader business goals, a strategic and intentional approach is required. This is where a social impact strategy comes in.

A strong social impact strategy can transform how a company operates, manages its workforce, and its relationships with suppliers, communities, and customers. It can create long-term value for stakeholders and is essential for organizations seeking to advance their ESG agendas, unlock competitive advantages, and positively impact society.

What is a social impact strategy?

A social impact strategy is a comprehensive plan crafted by organizations to generate, measure, and connect positive social change to their activities. It involves creating measurable goals for social good; engaging all stakeholders; and aligning an organization’s brand mission, operations, and desired social impact. This holistic approach entails planning across the organization and is essential for aligning social impact with overall business and ESG objectives.

An effective social impact strategy should:

1. Have clear objectives and outcomes:

A strong strategy starts by defining clear objectives, targets and outcomes, and how to achieve them. This involves clearly articulating mission, vision, target beneficiaries, desired impacts, and aspirations.

Defining clear objectives and outcomes allows organizations to focus their resources on the initiatives that have the greatest potential for impact, rather than spreading efforts across many potentially less effective projects.

Objectives and outcomes provide a framework for measuring progress and impact. Choosing the right success indicators is essential as it can allow the organization to measure progress on its goals and progress toward meaningful outcomes. By defining what success looks like, organizations can track their performance year over year, adjust strategies as needed and demonstrate accountability to stakeholders.

2. Align with overall business strategy

Alignment with existing business priorities such as brand and strategy can be essential to help maximize social impact, ensure alignment with organizational values, and ultimately drive sustainable change.

For example, a social impact strategy can help reinforce brand values and mission by creating a coherent narrative that resonates with stakeholders and demonstrates a commitment to addressing issues that matter to them. This alignment can enhance trust, loyalty, and engagement with customers, employees, investors, and the community at large.

By aligning social impact with overall business strategy, organizations can make informed decisions that can potentially benefit both the bottom line and society, allowing them to identify opportunities for growth, innovation, and competitive advantage while driving positive change. Integrating social objectives with revenue and growth strategies allows for the creation of synergies that support long-term value creation and impact.

3. Address the needs of key stakeholder groups:

It is important that a social impact strategy addresses key stakeholder groups and demonstrates that the organization understands how its activities could impact these groups.

Stakeholders could include employees, investors, community groups, business partners, suppliers, and customers. Engaging them in development helps organizations tailor their social impact strategies to address real-world challenges and opportunities. It also helps to make sure that the strategy effectively addresses the needs of stakeholders and is truly impactful.

4. Take a long term, sustainable view guided by data and measurement

Taking a long-term view helps organizations shift their perspective from short-term gains to sustainable outcomes. One way to do this is by leveraging data and applying a social impact measurement approach.

Social impact measurement is an ongoing process that requires regular data collection, analysis, and feedback to track progress, identify trends, learn from successes and challenges, and adapt strategies accordingly. Not only can this support informed decision making and strategizing, but it can also identify gaps in an organization’s approach or areas where they are not having the desired impact over time. This provides the organization with opportunities to make changes as necessary, ultimately making their approach more sustainable.

A long-term view of social impact strategies can catalyze more meaningful change across stakeholder groups and communities, and ultimately contribute to organizational success.

Getting started

While social impact strategies are multi-faceted, getting started doesn’t have to be daunting. To get started on creating a social impact strategy, begin by asking the following questions designed to support a detailed and effective approach:

What makes addressing social impact important for your organization? – Identifying external and internal drivers

It is important to understand what the internal and external drivers of social sustainability are for your organization. To do this, seek answers to questions like these ones about the external environment:

What political or economic factors are influencing sentiment and activities in your market?How are social behaviors and expectations changing, and how might that affect your business?What are new or imminent reporting standards or regulations that may affect the way your business operates?

Taking more of an internal focus, it is important to understand things like:

What workforce issues currently exist?How would I like the brand to be recognized in the current landscape?What role does social impact play on my overall business strategy?What do I want to be known for in the community?Which of my business activities have the greatest social impact?

Who needs to have a say? – Identifying key stakeholder groups

When developing a social impact strategy, identifying key stakeholders is an important step. Here are a few things to keep mind:

Take a detailed view and identify stakeholders from across domains (e.g., employees, investors, community groups, business partners, suppliers, customers and regulatory bodies).Incorporate stakeholders who may not typically be included in discussions but may be indirectly impacted by your organization’s activities.Once identified, determine how stakeholders differ according to impact, influence, interest, or needs to tailor communication and engagement strategies effectively.Begin to communicate and engage with stakeholders through channels like emails, calls, meetings, events, newsletters, social media, or blogs.Seek to build trust, rapport, and mutual understanding with stakeholders by informing, consulting, involving, or collaborating with them.

By identifying a broad list of stakeholders and aligning with their needs, social impact initiatives can become more relevant, sustainable, and responsive, to changing circumstances over time.

What is my organization already doing? Taking stock

Next, take account of all the current social impact actions and initiatives across your organization. When doing so, here are a few things to keep in mind:

Consider not only the activities that your organization labels as social impact, but also consider the social impact of your operational activities (i.e., how does the work you do impact your employees, environment and community directly or indirectly?).Collect and review available data, organizational reports and engage with all business lines to understand what they are doing and what impact it is having.Once you have taken stock in this way, assess where your strengths and opportunities are. This can help provide you with a starting point as you begin to develop your social impact strategy.

Collecting answers to questions like these can help you understand what should matter most in your social impact plan and indicate how to prioritize accordingly.

Determining what matters most to your organization and where you can be stewards in your industry, community, and ecosystem involves aligning your social impact strategy and vision with your brand and overall strategy to create consistency. Once your priorities have been identified, think about how you can implement, monitor, and communicate progress. This can help assess the effectiveness of the strategy, make necessary adjustments, and maintain accountability.

By prioritizing social sustainability in a strategic manner, organizations can demonstrate their commitment to ethical business practices; meet the expectations of their stakeholders; and contribute to a more sustainable and inclusive world. By embracing social impact, organizations not only drive meaningful change but also position themselves as leaders in a rapidly evolving, competitive marketplace.

Authors

Corinne McNally

Global Research Lead 
Social Sustainability 
KPMG International & Manager 
KPMG in Canada

Email | Phone

Ramsha Ahmed

Manager 
ESG and Social Impact 
KPMG in Canada

Email | Phone

Oriana Vaccarino

Global Strategy and Program Lead 
Social Sustainability 
KPMG International & Senior Manager 
KPMG in Canada

Email | Phone

Silvia Gonzalez-Zamora

Global Social Sustainability Leader 
KPMG International & Partner 
KPMG in Canada

Email | Phone

Monster Energy Cares Foundation

Monster Energy Cares: Okay Matt — I’m looking over your CV here, and I have to say… it sounds like total bullshit. According to this, in your 20s, you had crippling compartment syndrome in your legs, which prevented you from even climbing up a flight of stairs, correct?

Matt Dawson: Yes. A flight of stairs was something I tried to avoid at all costs.

MEC: And since then you have somehow:

Summitted the 7 highest peaks on the 7 continents in less than a yearAlso summitted the Matterhorn, for shits and giggles, in under 7 hoursWalked solo and unsupported across the Mojave Desert and Death ValleyRowed across the Atlantic OceanSkied to the South Pole(And would have already skied to the North Pole AND flown around the world, if it weren’t for Covid and the War in Ukraine)You turned down contracts to play pro footballYou’re a licensed motorcycle racerYou’re a licensed pilotYou are a Navy-trained rifles and pistols expertYou run your own charity…and it says here your day job is Managing Director of an investment banking firm.

Is that all correct?

MD: (laughs) Yes.

MEC: So I guess our first question is: Where do you find the energy? And you’re not contractually obliged to say Monster Energy by the way.

MD: (laughs) You know, you gotta find… people talk about the “why”, you hear that all the time. And personally, it’s not what I would subscribe to. Mine is kind of like the “have”. It’s what do you have inside of you that you have to get out. It’s not why I do something, it’s just I’ve identified something in me that’s… it’s like oxygen. It’s “I have to get this out of me”.  You’ve gotta find a greater purpose behind all of this stuff, because it’s not about running a marathon or backflipping a motorcycle or climbing a mountain; it’s why are you doing these things.

And ultimately, the way that I look at it and the way we built Dawson’s Peak is, it’s living with a purpose and using that purpose to help elevate others around you. It’s understanding what you’re doing and why you’re doing it, and the impact you want to have on others. Because anyone can go out and train when it’s pretty out, you go to the gym, all that kind of stuff; but when it gets… when you’re years into a project, or when you’re months into an expedition, or your toes are frozen, where you can’t feel your hands, or you miss your family or whatever — the energy doesn’t work at that point. It’s that greater sense of what’s inside of you that you have to get out, and why is it that important to you.

MEC: You are a fairly unique addition to the Monster roster; you’re not a pro athlete, not an artist, not a gamer, not a Monster Girl (that we know of). You are a Monster Adventurer. Is that a title you think fits?
 
MD: You know, it’s something that I’m trying to earn. To be quite honest with you, I don’t think I’m there yet. I think I’ve had the opportunity to do some fun things, and some interesting things, but as you and I have discussed, the more I do, the less impressed with it I am. And where I thought my limits were, now just every time I do something, I see my limits are so much more than I ever imagined. So, I think that that’s hopefully a great representation of the Monster brand and why we’ve been so fortunate and honored to work with y’all to try to truly exemplify that.

MEC: How long have you been with Monster and what’s it been like?

MD: We started with Monster just before leaving for Everest in 2021, where I met with Dan McHugh, the CMO. He and I had a wonderful meeting… it was like I’d known him for 20 years. And that’s how it really got started.

And you know, this is not me saying this just because you and I are speaking, I tell this to everybody I talk to: literally every single person I’ve met within the Monster organization, the Monster Family, has been enjoyable to work with. Or just to speak with, or just to spend time with. And the level of community and camaraderie that Monster has built is something very special. Being an investment banker working in mergers & acquisitions for the last 15-18 years, all I’ve done is work with companies. So I know company culture, I’ve been around dozens and dozens of companies, so I know something special when I see it. And what y’all built here is very special.

MEC: Aw that’s very sweet of you to say Matt! So how did all this adventuring get started? As you say, you were on a very different life track, as an investment banking financial advisor…

MD: To really scale the story down, I’d been working in banking for more than 10 years, I was successful at that to a degree where I lived a good life, I was comfortable financially and that kind of stuff… but there was this growing sense of emptiness that was inside of me for probably 20-30 years, and no matter what I did, nothing filled that hole. I felt that it just continued to develop and to evolve. It got to a point where it was almost crippling depression. If you saw my life on the outside you wouldn’t have thought that; but on the inside, there were days where the thoughts of getting out of bed and putting my feet on the floor made me almost want to start crying. There was just so much internal pain — and I didn’t know why. Because I looked at my life and I had everything, I’ve got friends, and opportunities, and means… it just didn’t make sense. And it kept getting worse.

And roughly about that time I lost my mother and my girlfriend. And I just knew that it was time for a change. So I travelled to Nepal alone, spent three weeks wandering around Mount Everest, and on that trip just really broke through a bunch of personal thing that I needed to. The joke I make is, it was going far to go deep. I needed to do work, but the level of work I needed to do, I couldn’t do it around the same people every day, in the same environments, doing the same things.
And when I was on that trip — whatever you want to call it, God, or the Universe, or Energy, or Allah, or whatever it is to you — it spoke to me. And this thing, this presence said two things: 1) you’re not living with a sense of purpose. And 2) your life is only about you.

And that, coupled with being in the Himalayas, where you truly understand how irrelevant we all are… just the scope of these mountains and the role we all play; everybody matters — but nobody is important. Just a destruction of the ego. It all just coalesced together. And I was like “Maybe there’s something here.” Because before this, I’d never done any type of climbing, any type of trekking, any type of anything. To go from zero to over 17,000 feet was an interesting experience.

MEC: And this is the wildest part of it all, you just… did it. With no experience or training at all. So what was the hardest part? The most dangerous part? People die doing all of these things all the time. How many times have you said “Fuck — I could die right here”?

MD: I don’t say that… I say “Now it’s serious.”

MEC: Have you ever thought you were going to die?

MD: Yeah there were times where I was definitely concerned for my welfare, let’s just put it that way. There are certain times where you get nervous, your mind starts speeding up, your heart starts speeding up. But then you cross over a threshold, where whatever can happen to you is right there, and it can be very bad very quickly — and you almost become calm. Because you understand — for want of a better term — if you lose your shit at that point, it’s only going to hurt the situation. You’ve got to focus; everything else has got to go away, and you’ve got to get locked in and locked on.

MEC: So in all this crazy shit you’ve done, what was the most dangerous?

MD: There’s two sides: there’s the hardest, and the most dangerous. I’d say the hardest thing — and this is probably not the answer you were thinking — was the training. Day in, day out. I’ve been training since August 1st, 2018, and since that time I have never missed a single workout. I’ve never skipped one workout.

MEC: WHAT??

MD: Yes. But I can tell you now, as much as I’ve enjoyed this, I don’t enjoy it every day. And of those workouts, I think less than 10 of them were workouts that weren’t completed exactly as written. There were days that maybe I didn’t wanna do this big leg workout, but I got it done, because that’s what you’re supposed to do.

MEC: How often do you work out?

MD: I train 7 days a week.

MEC: You’ve trained every single day since August of 2018?

MD: Yes. The only days that I would miss are travel days where I just physically could not train, or if I had scheduled periods for recovery, that was part of the training. I train on average 20-25 hours a week.

MEC: Incredible.

MD: It’s that level of consistency; the days that you don’t want to be there — and you’re still there — is probably the most difficult part of it.
In terms of the actual expeditions? The one that sticks out in my mind… people love to talk about Everest and high altitudes and all that kind of stuff, but the one that really sticks out was the row, the 53 day crossing of the Atlantic. It was just the monotony of the same thing, day in, day out. Once we started rowing, we didn’t stop for 53 days. You’re rowing for 24 hours a day, between you and your teammate. You row for 1-4 hour shifts, you sleep for 1-4 hour shifts. You can’t push the pause button. And when you’re not rowing, you’re in the boat and you’re cold and you’re wet and it’s loud, and it never stops moving. That was the first time I’d done an expedition like that were you just don’t get a break. For nearly 2 months. Imagine an NBA game that lasts for 53 days! Which is essentially what it is.

MEC: And is that not scary? Being out in the middle of the ocean at night, it’s just black, there’s no lights, there’s no land… there’s nothing?

MD: Again, there are points where I got concerned, but I don’t think I ever had fear of being out there. Well, except that one time when I thought a whale went under the boat… to this day I still don’t know whether it was a whale or my mind, but this thing was bigger than the boat, and I swear it went right under the boat…

But you do get concerned at points. Something that helps when you’re in those situations, is just to appreciate the magnitude of not only the opportunity, but the moment. I’m in a boat and nobody is within hundreds and hundreds of miles of me, and what a special experience and opportunity that is. That’s what fills my mind, rather than “if I move 2ft to my left I’m gonna drown because it’s 15,000ft deep.” You can choose either perspective you want to take.

MEC: Tell me a little about the charities you work with — Hope for the Warriors, the Gary Sinise Foundation, LA Circle of Giving, and LEAP Foundation, as well as your own charity, Dawson’s Peak.

MD: To start from the top down: Dawson’s Peak is a fully registered 501c3; our mission is to inspire the discovery and pursuit of individual purpose. To get people to understand that we are all capable of living greater lives, and that it is important for us not only to identify, but to each develop our individual purpose… basically the unique gift that we can offer the world in a way that only we can offer it. I think that gets lost a lot — people fail to understand that you can impact this world in a way differently than I can, differently than someone else, and someone else… we all have a unique impact through the special gift that we all have. And the way that Dawson’s Peak does it is, we create large scale global expeditions where we sponsor athletes, the athletes go out and undertake those expeditions, and viewers can watch them, and hopefully serve as points of inspiration, where the viewer can see them climb a mountain or row an ocean, and say I can find the mountain or the ocean in my life. If they can do that, I can apply that to my life.

On our first project, Seven for Soldiers, where I’m trying to set 7 world records — 100% of our net proceeds are going to two outside groups, as a way of putting our money where our mouth is, to show the kind of impact we want to have on others. 100% of net proceeds benefit the Gary Sinise Foundation and Hope for the Warriors, which are two of the highest Veteran ranked and rated charities in the country, and we are very proud to have them be a part of this.

I also sit on the board of LA Circle of Giving, they work directly with individual specific families that are in need; rather than having an organization that generally raises money and generally distributes money, they work with families on a one-off basis, understanding the needs of that particular family, and then raises the necessary funds or awareness or assets to address the issues that they are going through.
And then the LEAP Foundation is a group that works through UCLA, that mentors young kids, and their development as individuals and professionals.

MEC: Not just where do you find the energy — where do you find the time? You must have excellent time management skills!

MD: I enjoy efficiency! I really do.

MEC: Any tips for us?

MD: It’s what we spoke about earlier: when you find that “have” — It’s gotta be that important to you. Look, before all this started, I was going out 4-5 nights a week, going to bars and restaurants and dinners and clubs and hanging out with friends and vacations. Since August 1, 2018, I think I’ve gone on one vacation, and maybe three dinners. I don’t hang out with friends, I don’t see my family as much. The social life, the dating, all that stuff has taken a back seat to this. I’m in bed at 10pm and up at 4, 5, or 6am and at it… it’s just part of the game.

MEC: But obviously no regrets? You seem like a very happy person… you seem very content. Not just focused, but content.

MD: You see, I would say exactly that. I’m not a happy person, by nature. It’s just not how I’m built. I think happiness is a word that’s overused nowadays… It’s kind of like white sugar, it’s sprinkled on everything. “Oh I wanna be happy!” Happiness never enters my mind or equation; it’s contentment, and satisfaction.

MEC: Fulfilled?

MD: Exactly, fulfilled. Those are the words that I look for. Not only in my life, but through my actions.

Learn more about Social Responsibility at Monster Energy 

Monster Energy Cares Foundation

Monster Energy Cares: Okay Matt — I’m looking over your CV here, and I have to say… it sounds like total bullshit. According to this, in your 20s, you had crippling compartment syndrome in your legs, which prevented you from even climbing up a flight of stairs, correct?

Matt Dawson: Yes. A flight of stairs was something I tried to avoid at all costs.

MEC: And since then you have somehow:

Summitted the 7 highest peaks on the 7 continents in less than a yearAlso summitted the Matterhorn, for shits and giggles, in under 7 hoursWalked solo and unsupported across the Mojave Desert and Death ValleyRowed across the Atlantic OceanSkied to the South Pole(And would have already skied to the North Pole AND flown around the world, if it weren’t for Covid and the War in Ukraine)You turned down contracts to play pro footballYou’re a licensed motorcycle racerYou’re a licensed pilotYou are a Navy-trained rifles and pistols expertYou run your own charity…and it says here your day job is Managing Director of an investment banking firm.

Is that all correct?

MD: (laughs) Yes.

MEC: So I guess our first question is: Where do you find the energy? And you’re not contractually obliged to say Monster Energy by the way.

MD: (laughs) You know, you gotta find… people talk about the “why”, you hear that all the time. And personally, it’s not what I would subscribe to. Mine is kind of like the “have”. It’s what do you have inside of you that you have to get out. It’s not why I do something, it’s just I’ve identified something in me that’s… it’s like oxygen. It’s “I have to get this out of me”.  You’ve gotta find a greater purpose behind all of this stuff, because it’s not about running a marathon or backflipping a motorcycle or climbing a mountain; it’s why are you doing these things.

And ultimately, the way that I look at it and the way we built Dawson’s Peak is, it’s living with a purpose and using that purpose to help elevate others around you. It’s understanding what you’re doing and why you’re doing it, and the impact you want to have on others. Because anyone can go out and train when it’s pretty out, you go to the gym, all that kind of stuff; but when it gets… when you’re years into a project, or when you’re months into an expedition, or your toes are frozen, where you can’t feel your hands, or you miss your family or whatever — the energy doesn’t work at that point. It’s that greater sense of what’s inside of you that you have to get out, and why is it that important to you.

MEC: You are a fairly unique addition to the Monster roster; you’re not a pro athlete, not an artist, not a gamer, not a Monster Girl (that we know of). You are a Monster Adventurer. Is that a title you think fits?
 
MD: You know, it’s something that I’m trying to earn. To be quite honest with you, I don’t think I’m there yet. I think I’ve had the opportunity to do some fun things, and some interesting things, but as you and I have discussed, the more I do, the less impressed with it I am. And where I thought my limits were, now just every time I do something, I see my limits are so much more than I ever imagined. So, I think that that’s hopefully a great representation of the Monster brand and why we’ve been so fortunate and honored to work with y’all to try to truly exemplify that.

MEC: How long have you been with Monster and what’s it been like?

MD: We started with Monster just before leaving for Everest in 2021, where I met with Dan McHugh, the CMO. He and I had a wonderful meeting… it was like I’d known him for 20 years. And that’s how it really got started.

And you know, this is not me saying this just because you and I are speaking, I tell this to everybody I talk to: literally every single person I’ve met within the Monster organization, the Monster Family, has been enjoyable to work with. Or just to speak with, or just to spend time with. And the level of community and camaraderie that Monster has built is something very special. Being an investment banker working in mergers & acquisitions for the last 15-18 years, all I’ve done is work with companies. So I know company culture, I’ve been around dozens and dozens of companies, so I know something special when I see it. And what y’all built here is very special.

MEC: Aw that’s very sweet of you to say Matt! So how did all this adventuring get started? As you say, you were on a very different life track, as an investment banking financial advisor…

MD: To really scale the story down, I’d been working in banking for more than 10 years, I was successful at that to a degree where I lived a good life, I was comfortable financially and that kind of stuff… but there was this growing sense of emptiness that was inside of me for probably 20-30 years, and no matter what I did, nothing filled that hole. I felt that it just continued to develop and to evolve. It got to a point where it was almost crippling depression. If you saw my life on the outside you wouldn’t have thought that; but on the inside, there were days where the thoughts of getting out of bed and putting my feet on the floor made me almost want to start crying. There was just so much internal pain — and I didn’t know why. Because I looked at my life and I had everything, I’ve got friends, and opportunities, and means… it just didn’t make sense. And it kept getting worse.

And roughly about that time I lost my mother and my girlfriend. And I just knew that it was time for a change. So I travelled to Nepal alone, spent three weeks wandering around Mount Everest, and on that trip just really broke through a bunch of personal thing that I needed to. The joke I make is, it was going far to go deep. I needed to do work, but the level of work I needed to do, I couldn’t do it around the same people every day, in the same environments, doing the same things.
And when I was on that trip — whatever you want to call it, God, or the Universe, or Energy, or Allah, or whatever it is to you — it spoke to me. And this thing, this presence said two things: 1) you’re not living with a sense of purpose. And 2) your life is only about you.

And that, coupled with being in the Himalayas, where you truly understand how irrelevant we all are… just the scope of these mountains and the role we all play; everybody matters — but nobody is important. Just a destruction of the ego. It all just coalesced together. And I was like “Maybe there’s something here.” Because before this, I’d never done any type of climbing, any type of trekking, any type of anything. To go from zero to over 17,000 feet was an interesting experience.

MEC: And this is the wildest part of it all, you just… did it. With no experience or training at all. So what was the hardest part? The most dangerous part? People die doing all of these things all the time. How many times have you said “Fuck — I could die right here”?

MD: I don’t say that… I say “Now it’s serious.”

MEC: Have you ever thought you were going to die?

MD: Yeah there were times where I was definitely concerned for my welfare, let’s just put it that way. There are certain times where you get nervous, your mind starts speeding up, your heart starts speeding up. But then you cross over a threshold, where whatever can happen to you is right there, and it can be very bad very quickly — and you almost become calm. Because you understand — for want of a better term — if you lose your shit at that point, it’s only going to hurt the situation. You’ve got to focus; everything else has got to go away, and you’ve got to get locked in and locked on.

MEC: So in all this crazy shit you’ve done, what was the most dangerous?

MD: There’s two sides: there’s the hardest, and the most dangerous. I’d say the hardest thing — and this is probably not the answer you were thinking — was the training. Day in, day out. I’ve been training since August 1st, 2018, and since that time I have never missed a single workout. I’ve never skipped one workout.

MEC: WHAT??

MD: Yes. But I can tell you now, as much as I’ve enjoyed this, I don’t enjoy it every day. And of those workouts, I think less than 10 of them were workouts that weren’t completed exactly as written. There were days that maybe I didn’t wanna do this big leg workout, but I got it done, because that’s what you’re supposed to do.

MEC: How often do you work out?

MD: I train 7 days a week.

MEC: You’ve trained every single day since August of 2018?

MD: Yes. The only days that I would miss are travel days where I just physically could not train, or if I had scheduled periods for recovery, that was part of the training. I train on average 20-25 hours a week.

MEC: Incredible.

MD: It’s that level of consistency; the days that you don’t want to be there — and you’re still there — is probably the most difficult part of it.
In terms of the actual expeditions? The one that sticks out in my mind… people love to talk about Everest and high altitudes and all that kind of stuff, but the one that really sticks out was the row, the 53 day crossing of the Atlantic. It was just the monotony of the same thing, day in, day out. Once we started rowing, we didn’t stop for 53 days. You’re rowing for 24 hours a day, between you and your teammate. You row for 1-4 hour shifts, you sleep for 1-4 hour shifts. You can’t push the pause button. And when you’re not rowing, you’re in the boat and you’re cold and you’re wet and it’s loud, and it never stops moving. That was the first time I’d done an expedition like that were you just don’t get a break. For nearly 2 months. Imagine an NBA game that lasts for 53 days! Which is essentially what it is.

MEC: And is that not scary? Being out in the middle of the ocean at night, it’s just black, there’s no lights, there’s no land… there’s nothing?

MD: Again, there are points where I got concerned, but I don’t think I ever had fear of being out there. Well, except that one time when I thought a whale went under the boat… to this day I still don’t know whether it was a whale or my mind, but this thing was bigger than the boat, and I swear it went right under the boat…

But you do get concerned at points. Something that helps when you’re in those situations, is just to appreciate the magnitude of not only the opportunity, but the moment. I’m in a boat and nobody is within hundreds and hundreds of miles of me, and what a special experience and opportunity that is. That’s what fills my mind, rather than “if I move 2ft to my left I’m gonna drown because it’s 15,000ft deep.” You can choose either perspective you want to take.

MEC: Tell me a little about the charities you work with — Hope for the Warriors, the Gary Sinise Foundation, LA Circle of Giving, and LEAP Foundation, as well as your own charity, Dawson’s Peak.

MD: To start from the top down: Dawson’s Peak is a fully registered 501c3; our mission is to inspire the discovery and pursuit of individual purpose. To get people to understand that we are all capable of living greater lives, and that it is important for us not only to identify, but to each develop our individual purpose… basically the unique gift that we can offer the world in a way that only we can offer it. I think that gets lost a lot — people fail to understand that you can impact this world in a way differently than I can, differently than someone else, and someone else… we all have a unique impact through the special gift that we all have. And the way that Dawson’s Peak does it is, we create large scale global expeditions where we sponsor athletes, the athletes go out and undertake those expeditions, and viewers can watch them, and hopefully serve as points of inspiration, where the viewer can see them climb a mountain or row an ocean, and say I can find the mountain or the ocean in my life. If they can do that, I can apply that to my life.

On our first project, Seven for Soldiers, where I’m trying to set 7 world records — 100% of our net proceeds are going to two outside groups, as a way of putting our money where our mouth is, to show the kind of impact we want to have on others. 100% of net proceeds benefit the Gary Sinise Foundation and Hope for the Warriors, which are two of the highest Veteran ranked and rated charities in the country, and we are very proud to have them be a part of this.

I also sit on the board of LA Circle of Giving, they work directly with individual specific families that are in need; rather than having an organization that generally raises money and generally distributes money, they work with families on a one-off basis, understanding the needs of that particular family, and then raises the necessary funds or awareness or assets to address the issues that they are going through.
And then the LEAP Foundation is a group that works through UCLA, that mentors young kids, and their development as individuals and professionals.

MEC: Not just where do you find the energy — where do you find the time? You must have excellent time management skills!

MD: I enjoy efficiency! I really do.

MEC: Any tips for us?

MD: It’s what we spoke about earlier: when you find that “have” — It’s gotta be that important to you. Look, before all this started, I was going out 4-5 nights a week, going to bars and restaurants and dinners and clubs and hanging out with friends and vacations. Since August 1, 2018, I think I’ve gone on one vacation, and maybe three dinners. I don’t hang out with friends, I don’t see my family as much. The social life, the dating, all that stuff has taken a back seat to this. I’m in bed at 10pm and up at 4, 5, or 6am and at it… it’s just part of the game.

MEC: But obviously no regrets? You seem like a very happy person… you seem very content. Not just focused, but content.

MD: You see, I would say exactly that. I’m not a happy person, by nature. It’s just not how I’m built. I think happiness is a word that’s overused nowadays… It’s kind of like white sugar, it’s sprinkled on everything. “Oh I wanna be happy!” Happiness never enters my mind or equation; it’s contentment, and satisfaction.

MEC: Fulfilled?

MD: Exactly, fulfilled. Those are the words that I look for. Not only in my life, but through my actions.

Learn more about Social Responsibility at Monster Energy 

LONDON, May 17, 2024 /3BL/ – Leidos (NYSE: LDOS), a Fortune® 500 innovation company, was recently awarded a prime contract by the Environment Agency (EA) to build a new flood warning system for England. The contract is for an initial period of six years with a value of approximately £24 million.

“With an estimated 5.7 million properties in England at risk of flooding in 2024, an updated flood warning system will help protect households and our national infrastructure. With Leidos’ experience developing and supporting critical systems and services across the UK government, we look forward to helping build greater flood resilience,” said Eric Freeman, Chief Executive at Leidos UK & Europe.

The EA has used its current system for over 20 years to deliver flood warning alerts to the public, partners and media users. Leidos will build the new system in collaboration with Cogworx, a user-centric design consultancy, and Intersec, a mobile data and location intelligence solutions company. The new system will include additional geospatial services, integration with modern social media and mobile devices and additional messaging capabilities to inform registered users. Once live, Leidos will manage the service for an initial period of four and a half years. During this time, Leidos will also work to implement service improvements to support the user needs.

About Leidos

Leidos is a Fortune 500® innovation company rapidly addressing the world’s most vexing challenges in national security and health. The company’s global workforce of 47,000 collaborates to create smarter technology solutions for customers in heavily regulated industries. Headquartered in Reston, Virginia, Leidos reported annual revenues of approximately $15.4 billion for the fiscal year ended December 29, 2023. For more information, visit www.leidos.com.

About Cogworx

Cogworx is a leading UK design consultancy specialising in User Centric Design with a proven track record of complying with Government Digital Standards. A Small to Medium Enterprise (SME) UX consultancy, Cogworx specialise in designing digital products, user experience design and user research. It was founded in 2016 and focuses on designing services that have a positive social impact.

About Intersec

Intersec is a global leader in telecom metadata and location intelligence solutions. Designed by fast data experts, our solutions guide governments and telcos in their data-driven revolution to build tangible value, from efficiently warning people in case of danger to driving new sources of revenue. Our 80 clients in 50 countries leverage our instruments to reach, locate, and map nearly one billion connected devices 24/7, our mission-critical communication solutions cover 400 million people around the world. Headquartered in France, Intersec places Privacy by Design well beyond accepted standards, it assures regulatory compliance, no matter where our clients operate. Learn more at intersec.com.

LONDON, May 17, 2024 /3BL/ – Leidos (NYSE: LDOS), a Fortune® 500 innovation company, was recently awarded a prime contract by the Environment Agency (EA) to build a new flood warning system for England. The contract is for an initial period of six years with a value of approximately £24 million.

“With an estimated 5.7 million properties in England at risk of flooding in 2024, an updated flood warning system will help protect households and our national infrastructure. With Leidos’ experience developing and supporting critical systems and services across the UK government, we look forward to helping build greater flood resilience,” said Eric Freeman, Chief Executive at Leidos UK & Europe.

The EA has used its current system for over 20 years to deliver flood warning alerts to the public, partners and media users. Leidos will build the new system in collaboration with Cogworx, a user-centric design consultancy, and Intersec, a mobile data and location intelligence solutions company. The new system will include additional geospatial services, integration with modern social media and mobile devices and additional messaging capabilities to inform registered users. Once live, Leidos will manage the service for an initial period of four and a half years. During this time, Leidos will also work to implement service improvements to support the user needs.

About Leidos

Leidos is a Fortune 500® innovation company rapidly addressing the world’s most vexing challenges in national security and health. The company’s global workforce of 47,000 collaborates to create smarter technology solutions for customers in heavily regulated industries. Headquartered in Reston, Virginia, Leidos reported annual revenues of approximately $15.4 billion for the fiscal year ended December 29, 2023. For more information, visit www.leidos.com.

About Cogworx

Cogworx is a leading UK design consultancy specialising in User Centric Design with a proven track record of complying with Government Digital Standards. A Small to Medium Enterprise (SME) UX consultancy, Cogworx specialise in designing digital products, user experience design and user research. It was founded in 2016 and focuses on designing services that have a positive social impact.

About Intersec

Intersec is a global leader in telecom metadata and location intelligence solutions. Designed by fast data experts, our solutions guide governments and telcos in their data-driven revolution to build tangible value, from efficiently warning people in case of danger to driving new sources of revenue. Our 80 clients in 50 countries leverage our instruments to reach, locate, and map nearly one billion connected devices 24/7, our mission-critical communication solutions cover 400 million people around the world. Headquartered in France, Intersec places Privacy by Design well beyond accepted standards, it assures regulatory compliance, no matter where our clients operate. Learn more at intersec.com.

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