Originally published by Northwestern Mutual on October 27th, 2023

John Schlifske is the Chairman, President and Chief Executive Officer at Northwestern Mutual

More than three years ago, I asked our company to think differently than the status quo and stand behind a commitment to racial equity amidst a charged media and social climate. This week, I stood in front of hundreds of business leaders, academics and industry experts with a new ask—for them to join Northwestern Mutual in the commitment to learn, connect and contribute to actionable plans to drive measurable change for both recipients and businesses as a way to reduce the racial wealth gap.

In partnership with Northwestern University’s Kellogg School of Management, my alma mater and a highly recognized institution in research and studies related to social impact, Northwestern Mutual hosted its first-ever Gather Against the Gap event here in Milwaukee. Attendees explored ways that their respective organizations can commit to investing in a more diverse future and workforce and took one of many steps needed towards equity, which contributes to generational wealth and healthier, stronger communities. The conversations were candid, inspiring and progressive—far exceeding our hopes for the day. Here’s a few of the themes that rose to the top:

Treat this as a business imperative and gains will be two-fold. 

Ask questions, show vulnerability and carry through that commitment in a strategic and actionable business plan. Supporting change can enhance community vitality, while also having significant return for your business.

Sustained action requires sustained leadership. 

When leaders show up consistently for their impact initiatives, they create a multiplier effect within their organization.

Challenge your thinking on the partners you align with.

Remove any guardrails that may have unconsciously been placed on the types of organizations you think of when hearing “supplier diversity.” Broaden that definition to “business diversity” which includes technology, professional services and other fast-growing industries that can add value to your corporation.

Have transparency and intentionality around tangible outcomes.

When a consumer can understand how the dollars being invested are directly having an effect on their community or issues they align with, it leads to trust, understanding and a greater connection.

Closing thoughts 

Changes to our systemic environment do not happen overnight, or through one single meeting. However, every conversation leads to stronger roadmaps, action plans and implementations that lead to higher outcomes for communities and business, all in support of driving equality in racial wealth. Gather Against the Gap is one of many examples of how we can continue to keep momentum and hold each other accountable toward measurable change. I’m proud of Northwestern Mutual’s role in this effort and energized by what lies ahead.

Additional takeaways can be found in the full event report, available to download here.

Originally published by Northwestern Mutual on October 27th, 2023

John Schlifske is the Chairman, President and Chief Executive Officer at Northwestern Mutual

More than three years ago, I asked our company to think differently than the status quo and stand behind a commitment to racial equity amidst a charged media and social climate. This week, I stood in front of hundreds of business leaders, academics and industry experts with a new ask—for them to join Northwestern Mutual in the commitment to learn, connect and contribute to actionable plans to drive measurable change for both recipients and businesses as a way to reduce the racial wealth gap.

In partnership with Northwestern University’s Kellogg School of Management, my alma mater and a highly recognized institution in research and studies related to social impact, Northwestern Mutual hosted its first-ever Gather Against the Gap event here in Milwaukee. Attendees explored ways that their respective organizations can commit to investing in a more diverse future and workforce and took one of many steps needed towards equity, which contributes to generational wealth and healthier, stronger communities. The conversations were candid, inspiring and progressive—far exceeding our hopes for the day. Here’s a few of the themes that rose to the top:

Treat this as a business imperative and gains will be two-fold. 

Ask questions, show vulnerability and carry through that commitment in a strategic and actionable business plan. Supporting change can enhance community vitality, while also having significant return for your business.

Sustained action requires sustained leadership. 

When leaders show up consistently for their impact initiatives, they create a multiplier effect within their organization.

Challenge your thinking on the partners you align with.

Remove any guardrails that may have unconsciously been placed on the types of organizations you think of when hearing “supplier diversity.” Broaden that definition to “business diversity” which includes technology, professional services and other fast-growing industries that can add value to your corporation.

Have transparency and intentionality around tangible outcomes.

When a consumer can understand how the dollars being invested are directly having an effect on their community or issues they align with, it leads to trust, understanding and a greater connection.

Closing thoughts 

Changes to our systemic environment do not happen overnight, or through one single meeting. However, every conversation leads to stronger roadmaps, action plans and implementations that lead to higher outcomes for communities and business, all in support of driving equality in racial wealth. Gather Against the Gap is one of many examples of how we can continue to keep momentum and hold each other accountable toward measurable change. I’m proud of Northwestern Mutual’s role in this effort and energized by what lies ahead.

Additional takeaways can be found in the full event report, available to download here.

CNH is committed to standing with the world’s farmers and construction workers as part of their everlasting commitment to sustainability, innovation, and productivity. Providing opportunities for young people to learn new skills and grow their careers in the construction industry is central to CNH’s mission.

CASE Construction Equipment, a brand of CNH, recently launched a skill project for young people from underprivileged backgrounds that is doing just that.

The initiative provides a month of backhoe loader training together with instruction in how to operate the machinery safely. In the last year, 177 young people have been placed into roles within the construction industry.

Click here to watch the video series that shows how a project in India has become a launchpad for the careers of young people in the construction industry. 

CNH is committed to standing with the world’s farmers and construction workers as part of their everlasting commitment to sustainability, innovation, and productivity. Providing opportunities for young people to learn new skills and grow their careers in the construction industry is central to CNH’s mission.

CASE Construction Equipment, a brand of CNH, recently launched a skill project for young people from underprivileged backgrounds that is doing just that.

The initiative provides a month of backhoe loader training together with instruction in how to operate the machinery safely. In the last year, 177 young people have been placed into roles within the construction industry.

Click here to watch the video series that shows how a project in India has become a launchpad for the careers of young people in the construction industry. 

Delmarva Power is proud to partner with more than 200 local non-profits in Delaware and Maryland that support neighbors in need, advance career opportunities, and create a stronger, more connected community.

Through partnerships with dedicated non-profits and other local organizations in our region, we’re able to make a real difference in the lives of our neighbors and power a brighter future for us all. It’s another way we’re delivering more than energy. Learn how we’re empowering our community here.

Harford Community Action Agency

Harford Community Action Agency (HCAA) is on a mission to help Harford County residents meet their needs when experiencing financial hardships. They do this by helping residents access housing, food, and energy assistance programs. Additionally, they partner with other organizations to provide services to help build the skills needed to lead fulfilling lives.

In partnership with HCAA, we connect customers to energy assistance applications and education. We also created an online portal to help more people in the community access the support they need.

Learn more about HCAA here.

Delaware Technical Community College

Delaware Tech is dedicated to the success of Delawareans, offering affordable degree programs that prepare students to continue their education or move directly into the workforce. Through its high-quality educational offerings and partnerships with Delaware businesses, Delaware Tech opens doors in the community, for the community.

Through Delmarva Power’s Community Scholars Program, we’ve supported scholarships that provide financial assistance for Delaware Tech students pursuing higher education or vocational training for future careers in energy-related fields.

Learn more about Delaware Tech here.

Client background

The client is a regional pharmacy chain with 25 locations throughout three states.

The business challenge

After multiple months of rebating being less than expected, the client needed a full audit of the 340B rebate process from their supplier. They needed help analyzing the data of their buying behavior and why they weren’t receiving accurate drug credit and rebate amounts from their supplier. They also needed an analysis of their generic compliance ratio (GCR), or what percentage generic drugs they were selling compared to name brand, and how they were being compensated for those.

Strategy and solution

Baker Tilly Digital analyzed multiple years of the client and their supplier’s data, including purchasing history, the pricing catalog from the supplier and how their drug credits and rebate calculations were being applied to their account. Amazon Athena and AWS Lake Formation were used to create a foundation for database storage and queries, then we used Amazon SageMaker for statistical testing and anomaly detection and Amazon QuickSight for data visualizations and dashboarding.

This project was in collaboration with Baker Tilly’s Forensic, Litigation and Valuation Services team. They provided the forensic analysis and background into a forensic investigation, while the Baker Tilly Digital team supported the data science approach by helping facilitate how the analytic questions were framed and creating data requests to make sure the client and the supplier were providing the right data sets from the correct sources during the correct timeframes. Through this approach, we created evidenced based conclusions (that would answer the research questions we helped formulate) to develop an audit report that documented our procedures, the data sources considered, test results and our findings.

As a result of this analysis, Baker Tilly Digital found a $75,000/year error and recommended to the client that they start using more current pricing to calculate the credit amounts given relative to the 340B rebate, which gave them a boost in their rebate amounts. We also confirmed the pricing being utilized by the supplier was compliant with their price catalog, which provided assurance to the client that they were being charged the proper amount. Any anomalies in pricing were explained through our independent verification. Additionally, the review of the auto substitution process confirmed the process was working correctly and the client was receiving the correct credits and billing pricing.

For more insights, visit Baker Tilly’s forensic technology page

Covia’s Menomonie plant, located in Menomonie, Wisconsin, was built in 2007 and employs 13 dedicated team members. The team at Menomonie takes pride in their ability to produce at a high level with such a small staff, and to do so safely: in 2023, they had zero reportable incidents!

The site itself has an interesting geological history as it was formed during the Ice Age and is part of the Driftless Area. Wondering why driftless? Well, this part of the United States, where Wisconsin, Iowa, and Minnesota meet, was bypassed by the last continental glacier. The area was not flattened and smoothed by the advance of the glaciers, and it did not receive the deposits of “drift,” the silt and gravel left behind as the glaciers retreated. Hence the name driftless.

The plant was originally designed to serve one of Covia’s glass customers due to the unique, round shape of the sand found there. They now supply products for roofing shingles and are exploring new markets such as 3D printing and the equestrian market. Menomonie’s main goal is to increase the number of products they move out the door, and they are proud of their initiatives – for example, they recently ventured into the dairy market, where sand is used for bedding in stalls.

Commitment to Safety First

The Menomonie plant recently collaborated with the local fire department to test some new equipment. The equipment is designed to allow firefighters to descend vertically using a pulley system, which is particularly useful when dealing with tall buildings or steep cliffs along the Chippewa River, which can reach heights of 100 feet or more. If someone becomes trapped or stuck, the right equipment and rescue plan can mean life or death. However, it’s difficult to find suitable training sites for vertical rescues. Covia was able to provide a safe location to evaluate the equipment and emergency plans. During the training, the team demonstrated how they would rescue someone from a screen tower using only the pulley system. The fire rescue team spent several hours conducting the drills and was able to provide valuable information to ensure preparedness.

A Success Story of Reclamation

Responsible land use is embedded throughout the life cycle of our operations – from our careful approach to early development and operational planning, to our production phase, all the way through our collaborative reclamation process aimed at protecting, restoring and nurturing the land and biodiversity. In 2023, Covia’s Menomonie, Wisconsin Plant was at the forefront of our reclamation efforts.

The team at Menomonie is committed to Covia’s stewardship work. The plant had a very productive year of reclamation in 2023. The former mining area, highlighted in yellow in the photo, is adjacent to city property. In collaboration with city authorities, Team Members at the Menomonie plant worked to restore the natural appearance of the landscape of this previously excavated area. They set out to reshape the hill to resemble a sand ridge, filled in the area and applied seed, and mulched to promote the regrowth of grass.

Throughout the process, they worked closely with both the landowners and the county to ensure that the restoration aligned with their preferences. To assist the plant in developing a comprehensive plan for the final appearance of the area, they enlisted the expertise of GZA GeoEnvironmental. The consultants helped modify the contours and determine the final elevations, taking into account the material that the plant could not sell that could be used as backfill. In 2023, the Menomonie team successfully completed the restoration nearly 7 acres of land. Given the proximity to the city, they diligently worked to minimize dust and were always mindful of the surrounding city.

Jeremy Wagner, Plant Manager at Covia’s Menomonie Plant, shared his thoughts on their successful reclamation efforts. “This project has been a long time in the making. It has not only provided me with valuable insights on creating a final product, but also reminded me of the importance of collaboration across different departments. We take great pride in this achievement, and we eagerly anticipate the opportunity to carry on with this project in the future.”

Click here to learn more about Covia’s Environmental Stewardship.

The water-related business risks that companies face are closely tied to water-related impacts in their region. For example, water scarcity resulting from droughts, poor water management, or other events that reduce the water supply can lead to increasingly strict regulatory requirements that affect water allocation and management. What is important for businesses to understand is that these regulatory requirements and the current water allocation and management practices throughout the United States are structured around the water rights of each state.

Basic Water Rights

In the United States, water allocation and management are generally governed by the individual states with each state maintaining its own regulatory system and little to no federal intervention. This means that water rights and the agencies that enact and enforce water law (Department of Natural Resources, Department of Health, Department of Environmental Quality/Protection, etc.) vary from state to state. Water rights are generally based on one of two basic water laws: riparian rights and the prior appropriation doctrine.

Riparian Rights

Under the system of riparian rights, water is allocated to all landowners whose property adjoins a body of water. These landowners have the right to make reasonable use of it as it flows through or over their properties, as long as that use does not interfere with the reasonable use of another downstream riparian landowner. Reasonable use under the riparian system is determined by comparing the proposed use with the other uses of riparian landowners. Water used for drinking and municipal supply, watering livestock, irrigation, or industry are considered reasonable uses under most states’ laws. If there is not enough water to satisfy all riparian landowners, water is allotted in proportion to how much land from each water user’s property borders the water source. Riparian landowners’ water rights cannot be sold or transferred under the riparian rights system and will never expire or be lost.

Water use is also generally limited to within the watershed of the source water. Surface water cannot be transferred out of the watershed through an inter-basin transfer without due consideration of the rights and impact to reasonable use of downstream riparian landowners. These characteristics of the riparian rights system make it more difficult to allocate water beyond the source watershed and can limit the economical use of water. However, this also makes the riparian rights system more aligned with conservation and water stewardship principles, as there is a built-in mechanism for the consideration of how water uses may impact others that are dependent on the same water source.

Prior Appropriation Rights

The prior appropriation rights system allocates water rights based on timing of use, place of use, and purpose of use. Water that is withdrawn must be put to a beneficial use. Beneficial uses are determined by the state, but could include agriculture, municipal water supply, recreation, industry, mining, or several other options. The beneficial use of water is also not limited to within the watershed of the source water: water can be transferred outside the watershed to be put towards any beneficial use. For example, 90% of the population of Colorado lives east of the continental divide, while 80% of the state’s water resources are west of the divide. To meet the needs of agriculture, public water supply, and industry, water is diverted from the west through the Rocky Mountains to where it is put to beneficial use.

The prior appropriation system is based on priority, which is determined based on when use of a water source began. A common saying used to describe prior appropriation is “first in time, first in right,” meaning that whoever puts water to a beneficial use first has the most senior rights to that water. The most senior appropriator has the highest priority and receives all their allotted water before all other less senior appropriators in times of shortages. The figure below describes the different types of water rights under the prior appropriation system.

Unlike riparianism, there is no requirement that a senior appropriator use less water during times of shortage. In fact, water conservation is actually punished under the prior appropriation system through what is known as the “use it or lose it” principle. Under this principle, an appropriator’s water rights may be forfeited to the next most senior appropriator if the water is not applied to beneficial use. This encourages appropriators to use their full water allotment each year no matter what, even during severe droughts, which encourages excessive water use. In the event of a water shortage, there are clear allocation priorities defined through the priority system. The most senior appropriators’ allotments are fulfilled first while the most junior water appropriators lose their water allotments if there is not enough water for them.

Groundwater Rights 

State groundwater rights often differ from surface water rights and will vary from state to state. Groundwater rights are also made more complicated by the fact that states can use multiple legal doctrines and different combinations of doctrines to allocate groundwater. Four of the most commonly used groundwater rights systems include Absolute Dominion, Correlative Rights, Prior Appropriation, and Reasonable Use.

Absolute Dominion 

Under the Absolute Dominion Rule, a landowner has unlimited access to groundwater under their land and can use as much water as they want regardless of how it might impact neighboring landowners’ groundwater supply. This doctrine creates an incentive to over withdraw due to the lack of concern regarding penalties from a neighboring user.

Correlative Rights 

Under the Correlative Rights Doctrine, landowners each receive an equitable share of the aquifer they are withdrawing from. There are also limits established for how much water each landowner can withdraw to prevent impacts to neighboring users. Withdrawn water can also be used outside of the land overlying the aquifer, similar to an inter-basin transfer.

Prior Appropriation 

The prior appropriation system for groundwater rights is nearly identical to the prior appropriation system for surface water.

Reasonable Use 

The Reasonable Use Rule requires withdrawn water to be put to a reasonable use on the overlying tract of land and does not permit water to be taken to another tract. Reasonable use has been construed broadly, and almost any use is considered reasonable as long as the water is used on the overlying land.

Interstate Water Agreements

While each state is responsible for developing its own system of water rights and laws, there is another regulatory level to consider for rivers and other water bodies that flow between two states or more. Interstate water agreements and compacts are contracts between two or more states creating an agreement on a particular issue, adopting a certain standard, or cooperating on regional or national matters for interstate waters. These agreements help to solve regional water issues related to water supply, quality, natural resource management, and any other disputes related to water. They are the most powerful, durable, and adaptive tools for ensuring cooperative action among the states.

Types of Interstate Water Agreements

There are currently 46 interstate water agreements nationwide that deal with various aspects of water management. Of these 46 agreements, 6 are dedicated to water pollution control, 13 are centered on flood control and water resource management, and 27 are focused on water allocation.

Water pollution control compacts facilitate dialogue between states and lead regional efforts to address impacts from a variety of stressors that affect water quality, including climate change, harmful algal blooms, nutrient impairment of waterways, and intense storm events. Some water pollution control compacts can even set wastewater discharge standards and frameworks for monitoring waterways, such as the Ohio River Valley Water Sanitation Compact. These types of compacts are more common in eastern states.

Water resources and flood control compacts address a wide variety of potential conflicts over interstate waters. Some of these types of compacts manage interstate water diversions, such as in the Susquehanna River Basin Compact and the Delaware River Basin Compact. Others, like the Great Lakes Commission, form non-regulatory commissions or associations that focus on water conservation, water quality, and natural resources management such as fisheries.

Water allocation compacts are by far the most common type of interstate water agreements. These compacts allocate water that flows through two or more states and determine how much water each state receives. Water allocation compacts are generally found in the western United States where water resources are scarcer and water transfers are more common. Two of the most notable water allocation compacts are the Colorado River Compact and the Great Lakes Compact.

CASE STUDY: Colorado River Compact

The Colorado River provides drinking water for over 40 million people throughout the arid American southwest. Due to high water demand and limited water resources in the region, an allocation strategy was necessary for the Colorado River to satisfy all water users. The result was the Colorado River Compact, an agreement for allocating the waters of the Colorado River between the states of Wyoming, Colorado, Utah, New Mexico, Nevada, Arizona, and California. Signed in 1922 by six of the seven states (Arizona did not join until 1944), the Colorado River Compact was the first major interstate water compact developed in the United States. The Compact allocates 16.4 million acre-feet (MAF) per year from the Colorado River to the seven states, a determination that was based on a study of the Colorado River’s annual discharge by Arthur Powell Davis just before the Compact was drafted. However, the annual discharge study that the Compact is based on was made during one of the wettest periods in the American West. The Colorado River has not discharged 16.4 million acre-feet per year since the Compact was signed, resulting in promised water quantities that could not be delivered. As a result, the Colorado River has been overallocated for a century.

The overallocation of the Colorado River is further exacerbated by the prior appropriation rights system in the west which incentivizes farmers (the primary water users in the Colorado River Basin) to use as much water as possible to retain their water rights. The Colorado River flow has been steadily decreasing as a result. The flow of the Colorado River at Lees Ferry, the dividing point of the upper and lower Colorado River basins, has declined from 12 MAF in 1900 to 6.5 MAF in 2022, which is a 60% decrease in flow. Lake Mead and Lake Powell, the largest reservoirs in the Colorado River Basin that make up approximately 92% of the water storage capacity in the Basin, dropped to their lowest levels in history in 2021, causing a water shortage for lower basin states. The state of Arizona has the most junior water rights and was first in line for water cuts during the shortage due to the prior appropriation rights system. Roughly 8% of Arizona’s annual water allocation was cut in 2021, while 21% of the water allocation was cut in 2023.

While many agree that the Colorado River Compact must be modified to conserve water there are many regulatory challenges that stand in the way. The first challenge to overcome is the prior appropriation rights system, which will always encourage excessive water use and will not prioritize conservation. Additionally, any changes to the Compact will require cooperation and agreement among the member states, including a new annual flow determination and new allocation volumes to each state that all seven states would need to agree on. Some states, like Arizona, are far more likely to push for the re-allocation of the Colorado River as junior water users that feel the impacts of water stress more, while senior water user states such as California are less likely to push for re-allocation. Lastly, it is difficult to plan water management in the future while the southwest is still experiencing mega-drought conditions. There are speculations that this mega-drought may be the new normal and water may not ever return in the quantities it once was a century ago.

CASE STUDY: Great Lakes Compact

Similar to the Colorado River, the Great Lakes provide drinking water for over 40 million people. However, the management strategies between the Colorado River and the Great Lakes differ significantly. The Great Lakes hold over 6 quadrillion gallons of water, over 1,120 times as much water as the original Colorado River flow determination of 16.4 MAF. To protect their water from being siphoned outside of the Great Lakes Basin, the eight Great Lakes states of Michigan, Minnesota, Wisconsin, Illinois, Indiana, Ohio, Pennsylvania, and New York along with the two Canadian provinces of Ontario and Quebec, signed a formal agreement in 2008 which established a framework for the states and provinces to manage and protect Great Lakes water and ensure sustainable use.

Under the Great Lakes Compact, water withdrawals from each lake are closely monitored by each state/province. The most important component of the Great Lakes Compact is the ban on the diversion of water out of the Great Lakes Basin, with limited exceptions. Any new diversions outside of the Basin requires the approval of all eight states and two provinces. Any community applying for a diversion must demonstrate that it has exhausted all available options for getting water – a diversion must be a last resort. Only communities that are located partially in the Great Lakes Basin or located within a county that is partially in the Basin may apply for a diversion. This strict ban on diversions prevents excessive water use and diversions to areas outside the Great Lakes Basin that could deplete Great Lakes water.

The Great Lakes Compact comes with several benefits that promote water stewardship and make it a regulatory success. By preventing water from being piped and transferred outside of the Great Lakes Basin, the Compact ensures the sustainability of water resources throughout the region and puts an emphasis on protecting water. The Compact also leverages the shared interests of the states in the region to protect water resources so all member states and provinces can use them.

Conclusion

Water rights and regulatory frameworks are linked to and created around the regional water resources. As water scarcity and quality change, the regulations and rights surrounding water will change as well. While states are responsible for determining water allocation, it is important to remember that input from stakeholders within watersheds is instrumental in shaping water policy.

When it comes to managing water regulatory risks, there are several action items that companies can take to better manage their risks. A regular review of state water agency updates in all the states your company operates in can inform you of upcoming changes that could affect your water use. Every state will be different in how they manage and allocate water, and regular reviews can help you stay up to date on any new water allocation limitations or regulation surrounding water use. It is also important to maintain all necessary water-related permits up to date. Permits may vary by state, but can include water use permits, stormwater permits, and wastewater discharge permits. Lastly, promoting basin-wide water stewardship can help to alleviate water-stress in your watershed and improve the quality and quantity of water resources that your facilities depend on. Promoting water stewardship in your watershed and identifying water vulnerabilities is the best method for mitigating regulatory risks.

To learn more about how you can better understand and address your water risk, download our Water Risk Assessment Methodology.

Originally published on Aflac Newsroom

COLUMBUS, Ga., February 8, 2024 /Aflac/ — Aflac Incorporated has been named to Fortune Magazine’s list of World’s Most Admired Companies for the 23rd time, ranking No. 1 in the Insurance: Life and Health category as a long-term investment for the second consecutive year. Fortune unveiled its annual list following a survey of executives, directors and analysts who analyze companies within their own industry. Survey respondents provide opinions related to nine criteria, including how companies size up on investment value, quality of management, social responsibility, innovation and more. A company’s score must rank in the top half of its industry to hold a place on this list.

“We are extremely grateful that Aflac has once again been named to the prestigious Fortune World’s Most Admired Companies list for the 23rd time and that we are ranked No.1 in the long-term investment category within our industry,” said Aflac Incorporated Chairman, CEO and President Dan Amos. “I believe people invest in Aflac for the long-term because they know the quality of our products and services and because of our careful approach to ensuring shareholder value.”

Aflac recently reported that 2023 marked the 41st consecutive year it has increased its dividend to shareholders, demonstrating remarkable stewardship and efficient management of company resources.

Amos is among the longest tenured CEO in the Fortune 500. In his 34 years at the helm, he has stewarded incredible financial results, including increasing Aflac Incorporated’s stock price from 95 cents per share in 1990 to its current value, exceeding $76 per share, with a market cap of $44.2 billion. Additionally, the company’s total shareholder return — including reinvested cash dividends — was 15,446.9% as of the end of 2023.

Learn more about the Fortune World’s Most Admired list at www.fortune.com/worlds-most-admired-companies.

ABOUT AFLAC INCORPORATED 
Aflac Incorporated (NYSE: AFL), a Fortune 500 company, has helped provide financial protection and peace of mind for more than 68 years to millions of policyholders and customers through its subsidiaries in the U.S. and Japan. In the U.S., Aflac is the No. 1 provider of supplemental health insurance products.1 In Japan, Aflac Life Insurance Japan is the leading provider of cancer and medical insurance in terms of policies in force. The company takes pride in being there for its policyholders when they need us most, as well as being included in 2023 in the World’s Most Ethical Companies by Ethisphere for 17 consecutive years, Fortune’s World’s Most Admired Companies for 23 years and Bloomberg’s Gender-Equality Index for the fourth consecutive year. In addition, the company became a signatory of the Principles for Responsible Investment (PRI) in 2021 and has been included in the Dow Jones Sustainability North America Index (2023) for 10 years. To find out how to get help with expenses health insurance doesn’t cover, get to know us at aflac.com or aflac.com/espanol. Investors may learn more about Aflac Incorporated and its commitment to corporate social responsibility and sustainability at investors.aflac.com under “Sustainability.”

1 LIMRA 2022 U.S. Supplemental Health Insurance Total Market Report

Aflac herein means American Family Life Assurance Company of Columbus and American Family Life Assurance Company of New York.

Media contact – Jon Sullivan, 706-763-4813 or jsullivan@aflac.com

Aflac | Aflac New York | WWHQ | 1932 Wynnton Road | Columbus, GA 31999

SOURCE Aflac

By Evelyn Mitchell 

At Regions we believe that heroism resides not just in history books but among us every day. This Black History Month, we celebrate Black heroes in our communities who work tirelessly to make life better for all.

History in Motion – Understanding the Past

For 15 years, Regions has honored distinguished Black leaders with ties to the company’s home state of Alabama with the History in Motion Award. The annual award and program recognizes a special individual who enriches our communities with their selfless commitment to making a difference.

In 2023, Regions honored Judge Vanzetta Penn McPherson for her lifetime of service defending civil rights, upholding justice for all and cultivating knowledge and understanding throughout her community. See and hear more of Judge McPherson’s inspiring story in this video.

The 2024 History in Motion Winner will be announced later this month so stay tuned!

I AM. WE ARE. – Celebrating Regions Today

Our collective history is part of who we are, and Regions is a stronger company today because of our associates.

This Black History Month Seanna, a leader in the Human Resources Group, reflects on her time as a student at a Historically Black College and University (HBCU).

“Black History Month for me is about celebrating the rich heritage and culture that has helped shape my life, and that includes my experience attending a Historically Black College and University,” Seanna shared.

Meet Seanna 

I AM:

When I think of who I am, I am a wife, a sister, a daughter, an aunt, and a godmommy 
to many. 
I love spending time with my family. They are always a priority. 
I am a friend. 
I am a sorority sister and I enjoy spending time helping the community that I call home. 
I am a third generation HBCU graduate, and my time at Florida A&M University gave me the tools and support I needed to fulfill my professional and personal purpose. 
I am a lifelong reader who believes that reading is the gateway to so much learning in life – for me, every day ends with a good book.

WE ARE:

Because of who I am, we are more driven, curious, and empathetic.

Regions DEI Areas of Impact

DEI activities at Regions are focused on three areas of impact: workforce, workplace and marketplace.

Workforce: View inclusion as a competitive advantage, with the goal of attracting, developing, and retaining talent.

Workplace: Create and maintain a work environment that is inclusive and where associates are encouraged to collaborate across differences.

Marketplace: Utilize DEI and social responsibility focus to strengthen our relationships with communities, clients, customers, and external stakeholders.

Black History Month Ecards 
Celebrate the month by sending Black History Month ecards.

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