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In the world of corporate philanthropy, actions speak louder than words. With our annual ‘Love on Month of Service’ (LMOS) initiative, Lenovo proves again and again that we are a true leader in social impact. Far more than a mere corporate obligation, LMOS manifests our commitment to driving positive change in the communities we serve.

The ‘Love on Month of Service’ brings together diverse volunteers from numerous countries across the EMEA landscape. This isn’t just a logistical achievement; it’s testament to the collective commitment within Lenovo to contribute meaningfully to societal well-being.

Within the EMEA geo specifically, with 1,305 employees dedicating their time, a grand total of 7,975 hours were volunteered during the LMOS initiative, directly impacting 10,216 individuals. Looking back on the achievements of LMOS across the region, it is clear the volunteer projects not only had an impact on the communities involved but also on the employees who took part.

Lenovo’s LMOS initiatives work to tackle a diverse array of issues, all firmly grounded in the company’s overarching mission of delivering smarter technology for all. These initiatives range from educational reforms to providing cutting-edge technology, and robust community support, while also collectively contributing to our commitment to shaping a more technologically advanced and inclusive future across the EMEA region.

As educational systems undergo dynamic changes fueled by technological innovation, we have emerged as a frontrunner in spearheading this transformative journey. The company actively encourages employees to participate in this evolution, empowering them to take the lead in navigating this new technological landscape.

One initiative that underscores this long-term commitment to educational support is the Jump in Tech program by Becomtech, an NGO based in Paris, France. For the fifth consecutive year, Lenovo has partnered with Becomtech to deliver a month-long STEM discovery and free training program, positively impacting over 100 teenage girls. 15 Lenovo professionals engaged in the program, sharing their experience through round tables, serving as jury members for Hackathons, and coaching sessions on public speaking. The program’s 2022 impact study revealed that an impressive 62% of participating girls enrolled in STEM studies following their experience with Jump in Tech.

As Christine Dehnel ISO WW Sales Transformation Manager at Lenovo, beautifully captures, “Seeing the girls having so much fun whilst they built an electronic flipper, discovered 3D printing, or learnt more about themselves during the DISC workshop is super rewarding! One girl concluded the workshop with something that uplifted me. She said, ‘For the first time in my life, I can honestly say I have really grown up during these few days with Lenovo.’”

This initiative not only demonstrates Lenovo’s commitment to education reform but also highlights the profound impact that hands-on experiences and mentorship can have on shaping the future aspirations of young minds.

Another heartwarming success story emerged from Budapest, Hungary, where Lenovo took transformative steps at Üllő Primary School. The school’s IT labs received a noteworthy upgrade, thanks to Lenovo’s donation of 50 ThinkBooks and two projectors. This effort has successfully transformed the learning space into a modern, 21st-century environment for the 800 students aged six to 14. These projects provide crucial support for their essential IT development and play a pivotal role in enhancing students’ overall experience.

Reflecting on Lenovo’s ongoing partnership with the Üllő School, Ildiko Arva, Marketing Manager at Lenovo Hungary, emphasised the holistic approach taken by the company: “In addition to the hardware support, Lenovo employees volunteered to paint and decorate the IT labs. Furthermore, we organised career orientation discussions for 8th graders, enabling them to meet our colleagues from finance, sales, and supply chain. These children even had the opportunity to visit our factory site, gaining a firsthand understanding of the production processes.”

Community support brings about invaluable benefits, fostering a sense of connection and shared responsibility. Lenovo recognises the importance of such support, actively engaging in initiatives that extend a helping hand to those in need, from underfunded school children to displaced citizens struggling to enter the workforce.

To help refugees better integrate into the German economy, Lenovo employees took on a mentorship role with The Upskilling and Reskilling project, JOBLINGE, located in Stuttgart, Germany. Here, 11 volunteers from Lenovo’s German management team dedicated two days to providing job application training to over 20 young refugees and individuals facing social challenges. On the first day, five Lenovo managers conducted mock job interviews with the participants at the Lenovo Stuttgart office. The second day saw seven Lenovo employees actively supporting the individuals from Joblinge in crafting compelling application letters and CVs. Holger Schaefer, Director, WW Sales Compensation and Biz Intelligence Leader, at Lenovo Infrastructure Solutions Group, encapsulates the impact, stating, “The gratitude of the young people from JOBLINGE has shown us how much we can do to help them.” Through this partnership, Lenovo employees have been able to serve the wider community as well as make a tangible difference in the lives of those seeking opportunities.

Santiago Mendes Galvis, Head of EMEA Corporate Citizenship at Lenovo, stated “I can’t express my gratitude enough to all Lenovo employees for keeping the momentum of Love on Month of Service for seven years! Without the support of 1300 employees from 24 EMEA offices spread across 3 continents, we could not have made this happen. A massive thank you to the project leads for their dedication to help keep LMOS the biggest contributor of social impact in EMEA.”

From empowering girls in Paris to transforming classrooms in Hungary and supporting refugees in Germany, the impact of our volunteer work is clear as is our company’s genuine commitment to social responsibility. These stories demonstrate the real change that can be affected through corporate engagement. While logging 7,975 volunteer hours in one month is a huge achievement, it is one stretch of an ongoing journey, and your continued involvement matters. Join us in inspiring change and creating a ripple effect that extends beyond borders. Together, we can continue building a brighter, more inclusive future.

kate spade new york is proud to join its partner, the National Council for Mental Wellbeing, in the launch of its new industry-specific training programs, Mental Health First Aid (MHFA) at Work, designed to teach employees across various industries how to recognize and respond to colleagues who may be experiencing a mental health or substance use challenge in the workplace.

As an early adopter of the MHFA at Work for Retail program, kate spade new york will be providing the training to over 900 of the brand’s store leaders this year. And in supporting this important work, kate spade new york hopes that more organizations will join the effort.

“By investing in skills-based mental health training, employers can take an active role and help shift the conversation in the workplace from stigma to support, creating a culture that embraces the wellbeing of all employees,” said Tramaine EL-Amin, vice president, Mental Health First Aid.

kate spade new york has partnered with the National Council over the past five years to offer MHFA training to employees across the US, as well as to various nonprofit community partners.

“We believe that mental health is a fundamental human right, and know the foundational importance it has to our overall empowerment, especially in the workplace,” said Taryn Bird, Executive Director of Social Impact, kate spade new york.

Learn more about the National Council for Mental Wellbeing.

A diverse and inclusive workforce inspires innovation and is fundamental to our company’s success. Having an environment composed of people from different dimensions of diversity also helps us better understand the unique needs of the customers, health care providers and patients we serve.

Below are some of the ways we celebrate our diverse workforce and a culture of equity, empowerment, engagement and belonging:

01.

Supporting a disability-confident workforce

At our company, everyone should feel empowered to help deliver on our purpose of using the power of leading-edge science to save and improve lives around the world. This includes our colleagues who live with disabilities.

Our Global Disability Inclusion Strategy Council recognizes and values the importance of a disability-confident workforce and offers resources to ensure people with disabilities — including physical, neurological, mental, rare or any other forms of disabilities — are included and prepared to succeed in all areas of our business.

“My hope is for our company to be an example of what’s possible.”

Michael Klobuchar
Executive vice president and chief strategy officer, and executive sponsor of the Global Disability Inclusion Strategy Council

Key programs and partnerships include:

capABILITY in Action, a joint program launched with Accenture and run in partnership with workforce solutions company Rangam to attract, recruit and retain neurodivergent talent.Valuable 500, a global partnership of 500 companies committed to accelerating disability inclusion through best practices such as digitally accessible technology, mental health awareness and more.

02.

Building a pipeline of diverse talent

With our Skills-First approach to hiring, we’re shifting the ways we attract, develop and advance talent. For appropriate roles, this new approach increases the focus on skills instead of a four-year degree, creating equitable access to meaningful career opportunities for diverse candidates.

Key partners in our efforts include:

OneTen, a coalition of leading companies helping to close the opportunity gap for Black talent in the U.S.Year Up, a nonprofit that offers economically disadvantaged youth six months of training followed by a six-month corporate internship.Hiring Our Heroes, an organization that connects the military community to civilian employers and helps upskill service members in preparation for post-service careers.

“OneTen provides an opportunity to create a workforce that reflects the diverse communities we serve, and make a significant long-term impact.”

Ngozi Motilewa
Associate director, talent acquisition, and Skills-First/OneTen lead

03.

Economic inclusion and business diversity

We’ve been championing business diversity and underrepresented entrepreneurs for nearly 40 years, recognizing that a diverse supply chain creates a competitive advantage for our company and positively impacts the global community.

We continue to exceed industry best practices by spending more than 10% of our purchase budget with minority-, women-, veteran-, LGBTQ+-, disability-owned and small business enterprises. And we’re continuing to push ourselves to do more: As a member of the Billion Dollar Roundtable, we’ve made a long-term commitment to spend $4.4 billion with diverse suppliers and small businesses by 2030.

“We’re thinking broader and bolder, and we’ll continue enriching a global diverse business community, reaffirming our commitment to creating healthy and equitable outcomes for our business, patients and communities.”

Susanna Webber
Senior vice president and chief procurement officer

Key initiatives include:

The Merck Drexel Advanced Leadership Program for Diverse Suppliers, in partnership with Drexel University, provides diverse business owners and executives opportunities to enhance their networks, build business and leadership acumen and more.Our Economic Inclusion Virtual Lab offers monthly opportunities for diverse and small-business owners to engage with our supply chain professionals, prime suppliers and advocacy organizations.

04.

Celebrating global diversity and inclusion

Since 2015, we’ve celebrated Global Diversity & Inclusion Experience Month in September to foster meaningful discussions and learning around diversity, equity and inclusion, while highlighting diversity and inclusion–focused work and the people who make our company unique.

This monthlong celebration builds diversity and inclusion capabilities among the workforce and creates a platform for employees to speak up about their experiences.

“We’ve strengthened our commitment to making diversity and inclusion a central strategy to business growth.”

Celeste Warren
Vice president, diversity & inclusion center of excellence

05.

Employee business resource groups (EBRGs)

With more than 21,500 members across 10 groups, our EBRGs play a critical role in driving an inclusive culture and supporting employee career growth. They represent diversity within our company and reflect the communities in which we live and serve.

“I’m proud of our long-standing commitment to diversity, equity and inclusion.”

Marcos Roberto da Costa
Vice president, operational excellence, MMD, and executive sponsor for Merck’s EBRG supporting colleagues with disabilities and their allies

“It has made us a more innovative and agile company — one that’s better attuned to the needs of our employees, patients and customers.”

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Have you seen a movie or television show where an employee acts out and strikes their co-worker, or a reckless manager injures that one employee they don’t like? After you watched that scene, have you thought, “Surely that wouldn’t happen at my job?” Unfortunately, this is a real thing that does happen, and workplace violence examples seem to pop up in headlines more and more these days. To combat these incidents in California, Governor Gavin Newsom signed Senate Bill No. 553 (CA Labor Code § 6401.9), requiring every employer in the state to create and implement a workplace violence prevention plan by July 1, 2024.

Which Businesses or Companies Does this Apply To?

This applies to all California employers, with a few exceptions. Worksites with less than 10 employees are exempt. If the worksite has less than 10 employees present “at any given time” and is not “accessible to the public,” and the employer complies with the injury and illness prevention Cal/OSHA regulation, then the worksite may be exempt from the new law. It only applies to California companies and California employees. If you have employees outside of California, they would not be included. Healthcare facilities are exempt because they should be adhering to Cal/OSHA’s Workplace Violence Prevention in Health Care requirements.

Types of Workplace Violence

Violence can take many different forms and involve people with varied associations to your business. The bill aims to point out four distinct types of workplace violence examples and how they differentiate. These are important as it relates to evaluating the risk of an incident like this at your business.

“Type 1 violence,” which is committed by a person who has no legitimate business at the worksite and includes violent acts by anyone who enters the workplace or approaches workers with the intent to commit a crime.“Type 2 violence,” which is directed at employees by customers, clients, patients, students, inmates, or visitors.“Type 3 violence,” which is committed against an employee by a present or former employee, supervisor, or manager.“Type 4 violence,” which is committed in the workplace by a person who does not work there but has or is known to have had a personal relationship with an employee.

Animal attacks also fall under workplace violence and should be recorded in the incident logs.

The regulation defines “workplace violence” as:

The threat or use of physical force against an employee that results in, or has a likelihood of resulting in injury, psychological trauma, or stress, regardless of whether the employee sustains an injury.An incident involving a threat or use of a firearm or other dangerous weapon, including the use of common objects as weapons, regardless of whether the employee sustains an injury.

California Workplace Violence Prevention Plan Requirements

So, what is required under this new regulation? Businesses and employers need to develop a written workplace violence prevention plan (WVPP) and demonstrate that it is implemented. The plan can be a standalone document OR be included as part of your Injury and Illness Prevention Plan (IIPP).

Written Plan

The plan should include:

Name or job title of the person responsible for implementing the plan.Active involvement of employees in the development of the plan.Methods you will use to coordinate implementation of the plan with nearby employers, where applicable.Procedures for employees to report incidents and for the employer to respond to such reports.Procedures for training all employees and supervisors.Procedures for responding to actual workplace violence emergencies.Procedures to identify and evaluate workplace violence hazards, including periodic inspections to identify unsafe conditions and to correct the identified hazards.Procedures for post incident response, investigation, and reporting.

Workplace Violence Prevention Training

Keep in mind, simply having a plan is not enough. Training is key. Employees are to receive training on the plan upon its implementation, and then annually afterwards. Workplace violence prevention training should include:

The WVPP’s definitions and requirements.How to obtain a copy of the plan at no cost to the employee.How to report workplace violence incidents or concerns without fear of reprisal.The workplace violence hazards specific to the employees’ jobs and the corrective measures the employer has implemented.How to seek assistance to prevent or respond to violence, and strategies to avoid physical harm.The violent incident log and how to obtain copies of the records.

Finally, employees are to receive initial workplace violence prevention training and continued training annually if they are working in the state of California. If there are any changes to the WVPP, such as new material or a new threat has been identified, then additional training should be provided to go over these changes.

Workplace Incident Logs

When filling out the logs for incidents of workplace violence, the who, what, when, where, and how are always important for accurate recordkeeping. This includes who the perpetrator(s) are, the type of violent incident that occurred, and what specific actions were done to prevent further harm to others.

Recordkeeping

Training records are to be kept for one year. Workplace violence hazard identification, evaluation and correction, violence incident logs, and incident investigations are to be kept for five years.

6 Steps to Start Creating a California Workplace Violence Prevention Plan (WVPP)

Now that you know the basic requirements of the California Workplace Violence Prevention Plan, here are some first steps for getting started.

Identify who is responsible for implementing the plan. Who in your organization is responsible for the WVPP?Identify employees that would be interested in providing input into the plan. You can create an employee WVPP task force.Outline how employees can report incidents or threats of workplace violence.Detail how the company will identify and correct workplace hazards.Create procedures for responding to emergencies.Identify how to develop and provide training. If your business has more than one site in the state of California, companies can use the same basic plan, BUT be sure to tailor the specifics for those individual sites.

Records

Record it, record it, record it. To show evidence of implementing your plan, be sure to keep adequate records. This includes maintaining records of the following:

Identification, evaluation, and correction of workplace violence hazards.Violent incident logs.Workplace investigation records.Training records.

Additional Information

When an injury does occur, you only have to report to Cal/OSHA for “serious” injuries, as well as filling out the OSHA 300 log, just as you would with any other injury that occurs.

Make EHS Well-being a Priority 

Remember, a safer workplace is not just about preventing workplace violence – it’s also about nurturing the mental well-being of those who work tirelessly to keep everyone safe. Encourage your organization to adopt practices that support both the physical and emotional aspects of workplace safety, ensuring a more resilient and sustainable work culture for everyone involved.

Learn how Antea Group can help lighten the load for your EHS team with our Health & Safety (EHS) Consulting.

DGE Group’s Finnish experts analyzed the legal application of the Corporate Sustainability Reporting Directive (CSRD) throughout 2023 and followed the steps taken throughout the process. In this article, we provide a case example of the legislative implementation process in our native country and delve into the knowns and unknowns of the CSRD and its national implementation in Finland and beyond.

A full on-demand webinar on CSRD in practice is also available here.

The Scope of the CSRD within the EU 

In 2025, companies must first report their sustainability data under the new obligations for the financial year of 2024. In this first wave, CSRD will apply to those large companies that were already subject to its predecessor, the NFRD (Non-Financial Reporting Directive). The scope of the applicability covers the companies with an average of more than 500 employees, and companies, whose securities are listed on a regulated market, such as companies listed on the stock exchange. In addition, credit institutions and insurance companies employing more than 500 people must report their data in 2025.

From 2026, companies that meet the criteria for large companies as defined in the Accounting Directive 2013/34/EU will be subject to the reporting obligation. At the time the CSRD was adopted, this covered companies that exceeded two of the following three thresholds:

More than 250 employees40 million EUR in net turnover20 million EUR in balance sheet

However, in October 2023, the EU Commission adopted an initiative that will increase the balance sheet and net turnover thresholds by 25%. The increase is based on the EU Commission’s obligation to review the thresholds and amend them, if necessary, to adjust for inflation effects. In the future, the above-mentioned thresholds for a large company will be:

More than 250 employees50 million EUR in net turnover25 million EUR in balance sheet

The delegated directive based on the initiative was published in the Official Journal of the European Union on the 21 December 2024 and the amendments must be transposed in the member states by 24 December 2024 at the latest. This increase will reduce the number of companies covered by the CSRD, and several respondents in the Expert Group that Commission consulted for the amendment, opposed this adjustment as it would weaken the ambition of the CSRD, especially regarding the new threshold for large companies.

Finland – ahead of the curve as an example

In many ways, the CSRD and its application in EU countries is still very much a living process. Countries can adapt the directive into national legislation as they see fit, but the CSRD sets the minimum standard for ESG reporting within the EU. The ongoing changes and amendments mentioned above create an extra layer of complexity for the national application of the directive.

Finland is in many ways slightly ahead of the curve in its national application, but many questions, responsibilities and sanction mechanisms remain unclear. EU countries must bring the CSRD provisions into force by the 6th of July 2024 at the latest. In Finland the provisions related to the CSRD entered into force on the 31st of December 2023.

The complexity of the implementation process is reflected in the national adaptation process with different EU countries being at very different stages. EU Directives are not directly applicable legislation in the member states, and they must be transposed into the national legislation separately.

As a preface, it is important to note that there isn’t a separate Sustainability Reporting Act in Finland, and the requirements established by the CSRD can be found in several different Acts and Decrees, mainly in the amended Accounting and Auditing Acts. The preparation of the regulations in Finland has been conducted by the Ministry of Economic Affairs and Employment, and the national implementation was achieved by amending already existing acts – which may or may not have impacted the speed with which CSRD was adopted.

For the most part, Finland has implemented CSRD under the minimum conditions. However, the CSRD allows for an extended scope of application on a national level. Finland has decided to widen the scope of the application with large co-operatives and large pension providers added to the directive’s scope. With the extended scope, approximately 1300 companies in Finland need to report their sustainability data according to the ESRS – the European Sustainability Reporting Standards.

The Directive provides member states the opportunity to require the companies to make the report available to the company’s own website, and Finland has used this option. According to the new legislation in Finland, the annual report, including the sustainability report, as well as the financial statement, must be available to the public, free of charge on the company’s website.

The supervisory aspects of the CSRD are still in many ways a work-in-process. According to the directive, the European Securities and Markets Authority ESMA will issue guidelines on the supervision of sustainability reporting. ESMA expects to publish the final guidelines in Q3 of 2024. In Finland the sustainability reporting of listed companies, credit institutions, insurance companies and pension providers is monitored by the Financial Supervisory Authority. Large companies, that are not listed, seem to be – at this point – excluded from this supervision.

Each Member State must ensure that the undertaking’s administrative, management and supervisory bodies have collective responsibility for reporting. In Finland the board of the company and the managing director have this responsibility and they may be liable for damages caused to the company.

The member states must ensure that there are effective, proportionate, and dissuasive penalties applicable to possible infringements. In Finland the sanctions are at this point administrative and include fines, late-filing fees and other sanctions that can be imposed by the Financial Supervisory Authority. During the legislative implementation process, criminal liability (sustainability reporting crime) was considered, but the content requirements for sustainability reporting were not considered to be precise enough.

In addition to the administrative sanctions that companies can be directly subjected to, new administrative sanctions for sustainability auditing companies were laid down.

Push and pull – The future of the directive amidst political shifts 

While the application of CSRD into the Finnish regulatory framework has already started, there has been a somewhat radical shift in Finnish politics, which, in turn, might have broader implications. As of early February, Finland plans to pull its support for the Corporate Sustainability Due Diligence Directive, joining Germany in its intent to abstain from a Council vote. Finland’s argument for pulling its support was that aspects of the proposal would be incompatible with Finnish legislation and aspects of civil liability. This is certainly an example of how the future of sustainability-related legislation may end up in the crosshairs of political power struggles.

Even though the CSRD and CSDDD are different directives with different goals, they overlap in many areas, especially with the CSDDD also supporting the CSRD in setting due diligence standards for the information reported under the latter. The CSRD aims to add transparency and disclosure requirements to corporate activities, while the CSDDD has a very concrete goal of making sure that companies take real actions to reduce, mitigate or stop the harmful impacts their operations might have. The CSDDD has a stronger focus on the supplier base and its extended scope would therefore reach beyond the EU, whilst the CSRD is in many ways EU-centric.

Without concrete and concise supervision mechanisms and sanctions, there’s a risk of the directive and its purpose being watered down. As such, it is important for consultants to have a responsive and analytical approach towards the adaptation process and to be open about the uncertainties included in the process. 

At this point, it remains to be seen if the administrative sanctions are effective enough in the practical application of the reporting requirements. It seems likely that the public relations’ and stakeholder effects rising from the publication requirements, will have a greater impact on the sustainability standards of companies than the administrative sanctions, which – at this point – are not particularly significant.

The evolution of the CSRD represents a significant step in the EU’s commitment to sustainability and corporate responsibility. As we have seen in Finland’s case, the directive’s implementation is a complex but crucial process that requires careful balancing of regulatory demands with the operational realities of businesses.

In Conclusion

Looking ahead, the true measure of the Directive’s impact will be observed in how it influences corporate behavior towards more sustainable practices and transparent reporting. It is essential for companies to not only comply with the technical requirements but to embrace the spirit of the directive, fostering a culture of sustainability that goes beyond mere compliance.

This cultural shift, coupled with the evolving regulatory landscape, will play a pivotal role in shaping the future of corporate sustainability in the EU. By staying adaptable and proactive, companies can turn the challenges presented by the CSRD into opportunities for innovation, growth, and positive societal impact. Ultimately, the success of the CSRD will be judged by the tangible improvements it brings about in environmental and social governance, potentially setting a new benchmark for corporate responsibility globally.

Check out how our consultants can help with your global sustainability reporting needs including CSRD.

Inogen Alliance is a global network made up of dozens of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates here and follow us on LinkedIn.

Authored By  Joel Laubenstein

Originally published by Joel Laubenstein on pv magazine USA

Registration through the portal is required to obtain a registration number to be included on the income tax return filings needed to claim direct cash payment or transfer credits.

On December 22, 2023, the IRS opened the pre-filing registration portal for credits to be claimed under the Inflation Reduction Act of 2022 (IRA). Registration through the portal is required to obtain a registration number to be included on the income tax return filings needed to claim the tax credits.

This registration impacts both tax exempt entities going the elective pay route to receive a direct cash payment from the IRS and those entities seeking to transfer credits to a third-party buyer in exchange for cash.

Continue reading here

Learn more at Baker Tilly’s Inflation Reduction Act Resource Center.

Originally published by Walgreens Boots Alliance

DEERFIELD, Ill., February 13, 2024 /3BL/ – As a trusted, convenient local healthcare destination that millions of Americans rely on every day, Walgreens is expanding its long-standing relationships with colleges of pharmacy through the formation of the Walgreens Deans Advisory Council to enhance the pharmacy profession and better support pharmacists as they provide valuable care to their local communities.

The new Council, consisting of 17 pharmacy school deans and Walgreens leadership, is sponsored by Rick Gates, Chief Pharmacy Officer at Walgreens, co-chaired by John Colaizzi Jr., PharmD, FNJPhA, Vice President, Pharmacy Practice at Walgreens and Angela Kashuba, Dean, UNC Eshelman School of Pharmacy, and Lorri Walmsley, Director, Walgreens Pharmacy Affairs, who will serve as the vice chair.

Pharmacists have been a cornerstone of healthcare in communities across the United States for decades, providing timely interventions and filling gaps in care. While the demand for pharmacy services is expected to increase over the next several years, like many other healthcare entities and a wide range of other industries, pharmacy is facing a pronounced labor shortage.1 Pharmacy school applications were down 22% in 2022-2023 compared to the previous year and have decreased by more than 60% over the past decade.2,3 The pharmacy operating model needs to evolve, and pharmacy school deans are critical partners in helping Walgreens and the industry overall solve for the current workplace challenges that are also impacting pharmacy school enrollment.

“Collaboration within the pharmacy profession has never been more important, and I’m grateful to the many academic leaders who have joined the Deans Advisory Council as we work to transform the future of pharmacy,” said Gates. “I look forward to working with the deans to ensure Walgreens expands our reach beyond neighborhood pharmacies into the fast-growing areas of healthcare and drives outcomes that matter most to our pharmacists, patients and partners.”

Members of the Council will meet quarterly with the goal of identifying ways to attract, recruit and create a dynamic workplace for current and future pharmacists. The Council’s initial objectives include:

Rebuilding the talent pipeline and focusing on recruitment efforts, including through programs that expose high school students to careers in pharmacy.Elevating community pharmacy as a practice setting of choice through direct feedback from colleges.Addressing staffing challenges and helping pharmacists experience greater job satisfaction and better patient interactions.Evolving the community pharmacy business model and advocating for pharmacist practitioner services.Advising on all aspects of community pharmacy strategy, practice and administration-related topics.

“As the recent pandemic highlighted, pharmacists are the most accessible, trusted healthcare providers. They serve as the front door to health in their communities, yet community pharmacy remains one of healthcare’s most underutilized resources,” said Kashuba. “Our schools train pharmacists to fill healthcare gaps and improve patient care through disease screening, prevention and treatment. I’m excited to collaborate with Walgreens to better align workplace conditions with training to transform the future of community pharmacy.”

The Council will serve as a sounding board and play a key role in helping Walgreens build upon recent initiatives deployed by the company to reimagine the community pharmacy operating model. These include; leveraging centralized services and micro-fulfillment, deploying flexible store and staffing models and eliminating all task-based retail metrics from annual performance reviews.

The Council’s first meeting is scheduled for early March 2024.

About Walgreens 

Walgreens (www.walgreens.com) is included in the United States segment of Walgreens Boots Alliance, Inc. (Nasdaq: WBA), an integrated healthcare, pharmacy and retail leader serving millions of customers and patients every day, with a 170-year heritage of caring for communities. As America’s most loved pharmacy, health and beauty company, Walgreens purpose is to champion the health and well-being of every community in America. Operating nearly 9,000 retail locations across America, Puerto Rico and the U.S. Virgin Islands, Walgreens is proud to be a neighborhood health destination serving approximately 9 million customers each day. Walgreens pharmacists play a critical role in the U.S. healthcare system by providing a wide range of pharmacy and healthcare services. To best meet the needs of customers and patients, Walgreens offers a true omnichannel experience, with fully integrated physical and digital platforms supported by the latest technology to deliver high-quality products and services in local communities nationwide.

[1] Statista. Total number of retail prescriptions filled annually in the United States from 2013 to 2025 (in billions). https://www.statista.com/statistics/261303/total-number-of-retail-prescriptions-filled-annually-in-the-us/

[2] The Pharmacy Graduate Application Service. 2022-2023 PharmGrad Applicant Data Report. https://connect.aacp.org/discussion/2022-2023-pharmgrad-applicant-data-report

[3] Brown DL. Years of Rampant Expansion Have Imposed Darwinian Survival-of-the-Fittest Conditions on US Pharmacy Schools. Am J Pharm Educ. 2020 Oct;84(10):ajpe8136. https://doi.org/10.5688/ajpe8136

Media Contact 

Erin Loverher

media@walgreens.com

PARIS, February 13, 2024 /3BL/ – The Consumer Goods Forum’s (CGF) Sustainable Supply Chain Initiative (SSCI) has received a benchmarking application from amfori Business Social Compliance Initiative (BSCI). The application marks amfori’s first step in earning SSCI Recognition as meeting industry expectations for third-party social compliance programmes under both the SSCI’s Processing and Manufacturing scope as well as the Primary Production scope.

The SSCI is committed to building trust in sustainability standards by recognising programmes that respect key sustainability criteria, as defined by leading industry stakeholders, in their evaluation methods.

Launched in 2003, amfori BSCI is an impactful methodology that has enabled businesses to exercise human rights due diligence more efficiently and to ensure the protection of workers’ rights in global supply chains.

Representing over 2,400 members in 52 countries, amfori BSCI is leveraged in a variety of sectors, the two largest being General Merchandise, and Garment & Textile with a combined annual turnover that is evaluated to EUR 1.6 trillion.

The amfori BSCI Code of Conduct sets out the values and principles for the implementation of supply chain due diligence, based on the OECD’s six-step framework. Drawn on the rules and principles of the amfori BSCI Code of Conduct, the amfori BSCI System applies to all amfori BSCI audits. The amfori BSCI System Manual is a four-part document that aims to provide system users with rules and processes that will make working conditions more efficient and resilient within one’s business.

Linda Kromjong, President of amfori, said, ‘As a leading business association for sustainable trade, we must lead by example to continue supporting companies across the globe to operate successful and responsible businesses the most efficient way. Collaborations with organisations such as the Consumer Goods Forum (CGF) are crucial in this endeavour. For this reason, we are dedicated to working closely with The Consumer Goods Forum’s Sustainable Supply Chain Initiative.’

The SSCI Benchmark is a comprehensive process that recognises which schemes cover key sustainability criteria and applies relevant verification practices. The process revolves around a first self-assessment undertaken by the scheme, followed by a review by an independent expert, office visits, and a public consultation. The methodology also includes opportunities for the applicant to take corrective actions if and when needed.

At the SSCI, we welcome this positive step from Rainforest Alliance and look forward to reviewing its alignment towards industry values on transparency, social responsibility, and sustainability. To monitor the process of its benchmarking, and that of other applicant schemes, visit recognition.tcgfssci.com.

Learn More and Apply

Third-party auditing and monitoring schemes and programmes are invited to apply for SSCI Recognition and demonstrate their commitment to industry-defined expectations for supply chain sustainability. The SSCI currently benchmarks social sustainability standards under three sectoral scopes (Manufacturing and Processing; At-Sea Operations; and Primary Production, including land-based aquaculture) and is currently working to expand the scope to include environmental standards. Learn more about the SSCI Benchmark, download the application kits, and apply at benchmark.tcgfssci.com.

About the Sustainable Supply Chain Initiative 

The Consumer Goods Forum (CGF) Sustainable Supply Chain Initiative (SSCI) builds trust in sustainability standards worldwide by benchmarking third-party auditing and certification programmes and recognising schemes that meet industry expectations. By providing an open-source list of recognised programmes, the SSCI delivers clear guidance on which schemes cover key sustainability criteria and apply relevant verification practices. The SSCI improves transparency in the market, facilitates decision-making on schemes at both buyer and supplier level and sets the responsible sourcing expectations for the industry. The Initiative initially focuses on social compliance with the potential to expand the scope to environmental compliance. For more information, visit tcgfssci.com.

– Ends –

Shermane Pressley is committed to creating and maintaining a supportive environment where employees of all backgrounds can thrive. As he makes tremendous strides in his career, he bears in mind the power he holds to promote diversity and advance equity at CACI and beyond. 

Pressley’s professional journey began in 2004 when he enlisted in the U.S. Army and was introduced to the world of information technology as he conducted duties within the Fort Belvoir Technical Control team. He joined CACI in 2018; today he is an Information Assurance Specialist responsible for developing cybersecurity strategies for new and existing systems.

He left the military in 2009, but his devotion to the Army endures. “I am passionate about being a veteran and helping other veterans,” he said. Pressley is an Eagle Leader for Red White & Blue, a non-profit group that focuses on veterans’ physical fitness. He also conducts weekly events at his local VFW post and is active with CACI’s Veterans Employee Resource Group, most recently joining other members in cleaning the Korean War Veterans Memorial. 

Pressley came to CACI with 20 years of experience as a Watch Officer, Information System Security Officer, and Information System Security Engineer. He is now the CACI Information Assurance Lead on the Resource Management Online (RMOnline) project, a web-based application used by multiple Army commands to manage their budget and manpower resources. 

He has been instrumental in migrating all RMOnline instances from disparate environments to a consolidated Amazon Web Services infrastructure and now proactively supports multiple teams with their information assurance processes. “It was incredibly rewarding to be asked by others working on CACI-developed applications to assist them in accomplishing Risk Management Framework Authorizations to Operate,” he said.

Last year, he earned a “Customer Focus” award at a CACI employee recognition ceremony. This month, he will be honored at the Black Engineer of the Year Awards (BEYA) Conference for his professional work and community service, which includes serving as Vice President of Professional Development for CACI’s Black Employees and Allies Network (BEAAN) employee resource group. 

As part of his BEAAN duties, Pressley engages with national and local organizations, identifies learning opportunities for employees, and organizes speaker series and panel discussions. A true leader devoted to the success of those around him, he tirelessly works to cultivate a favorable and welcoming environment for more employees by broadening the network and allyship. 

“My hope for BEAAN is that it helps to build a community in which employees can associate with and relate to one another more easily. Members are encouraged to ask candid questions and be actively involved so they can receive the tools they need to succeed at CACI and in their professional careers,” he said. 

As he works to make positive change for his community, Pressley reflects on the shared values that drew him to CACI. “What makes me feel most connected to this company is the progressive culture of growth that most everyone exudes,” he said. “It is not your typical dog-eat-dog environment; we want you to grow, be more than you were yesterday, and amplify what’s possible for tomorrow.”

CACI fosters an accessible, approachable culture where every team member feels supported and valued. Learn about CACI’s efforts to empower its workforce through diversity outreach. 

ABOUT CACI

At CACI International Inc (NYSE: CACI), our 23,000 talented and dynamic employees are ever vigilant in delivering distinctive expertise and differentiated technology to meet our customers’ greatest challenges in national security and government modernization. We are a company of good character, relentless innovation, and long-standing excellence. Our culture drives our success and earns us recognition as a Fortune World’s Most Admired Company. CACI is a member of the Fortune 1000 Largest Companies, the Russell 1000 Index, and the S&P MidCap 400 Index. For more information, visit us at caci.com.

# # #

Corporate Communications and Media:                                           
Lorraine Corcoran                                                              
Executive Vice President, Corporate Communications                  
(703) 434-4165, lorraine.corcoran@caci.com                         

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