February 5, 2024 /3BL/ – Truist today announced that for the third consecutive year it was named among the JUST 100 by JUST Capital and CNBC as part of its 2024 Rankings of America’s Most JUST Companies. This year, Truist ranked #14 overall out of 937 brands.

“Truist is proud to be featured as a JUST 100 leader, demonstrating what it means to support all our stakeholders – shareholders, teammates, clients, communities and others – as one of America’s Most JUST Companies,” said Truist Chief Corporate Responsibility and Sustainability Officer Tori Kaplan. “We thank JUST Capital, along with CNBC, for putting a focus on corporate citizenship and what matters most to the public. Recognition like this wouldn’t be possible without our incredible teammates who are committed to executing responsible business practices and living our purpose of inspiring and building better lives and communities each day.”

The rankings are the only measure of how the nation’s largest corporations are performing on the business issues that matter most to Americans. The issues – which include paying a fair, living wage, supporting workforce retention and training, providing benefits and work-life balance, and more – are defined annually by an extensive nationwide polling process completed on a fully representative basis. The top 100 companies, the JUST 100, are determined by scoring performance across the full range of criteria and comparing companies head-to-head.

To learn more about how Truist performed, view the complete rankings here. For additional information about how the company is fulfilling its purpose to inspire and build better lives and communities, view its most recent Corporate Responsibility Report. The company’s 2023 report will be published this Spring.

# # #

About Truist 
Truist Financial Corporation is a purpose-driven financial services company committed to inspiring and building better lives and communities. As a leading U.S. commercial bank, Truist has leading market share in many of the high-growth markets across the country. Truist offers a wide range of products and services through our wholesale and consumer businesses, including consumer and small business banking, commercial banking, corporate and investment banking, insurance, wealth management, payments, and specialized lending businesses. Headquartered in Charlotte, North Carolina, Truist is a top-10 commercial bank with total assets of $535 billion as of December 31, 2023. Truist Bank, Member FDIC. Learn more at Truist.com.

MERIDIAN, Idaho, February 5, 2024 /3BL/ – KeyBank cut the ribbon on a new full-service branch in Meridian, Idaho on February 2 and the celebration included a donation to the Boys and Girls Clubs of Ada County. The new “Spurwing” branch is located at 3513 West Chinden Boulevard and replaces the former East Chinden Boulevard branch.

As part of the ribbon cutting, KeyBank donated $3,000 to the Boys and Girls Club of Ada County in support of their programs and mission to empower all young people, especially those in need.

“We are excited about the opportunity this new branch provides for us to deepen the strong relationships we have in the Meridian community,” said Scott Schlange, KeyBank Idaho market president. “This new facility is designed as a financial wellness center for customers and is another way KeyBank is investing in Idaho. We encourage our neighbors, clients and community partners to stop by and visit the new branch.”

In addition to high-touch banking services, this new state-of-the-art branch offers full-service banking capabilities, features digital video screens and a client hospitality area that can double as an area for financial seminars and group presentations with clients and the public, as well as a drive-up teller line, ATM and complimentary parking.

“KeyBank’s new branch in Meridian is uniquely designed to give our clients a more personal banking experience, with even better access to a full suite of products and services,” said Lacy Baker, Spurwing branch manager. “We are excited to bring this more consultative approach to clients and demonstrate our commitment to helping them move forward on their financial journey.”

In addition to helping individuals and families achieve their financial goals, the new branch is also serving clients seeking to develop and grow businesses in the area.

About KeyBank

KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $188 billion at December 31, 2023. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank is Member FDIC.

MERIDIAN, Idaho, February 5, 2024 /3BL/ – KeyBank cut the ribbon on a new full-service branch in Meridian, Idaho on February 2 and the celebration included a donation to the Boys and Girls Clubs of Ada County. The new “Spurwing” branch is located at 3513 West Chinden Boulevard and replaces the former East Chinden Boulevard branch.

As part of the ribbon cutting, KeyBank donated $3,000 to the Boys and Girls Club of Ada County in support of their programs and mission to empower all young people, especially those in need.

“We are excited about the opportunity this new branch provides for us to deepen the strong relationships we have in the Meridian community,” said Scott Schlange, KeyBank Idaho market president. “This new facility is designed as a financial wellness center for customers and is another way KeyBank is investing in Idaho. We encourage our neighbors, clients and community partners to stop by and visit the new branch.”

In addition to high-touch banking services, this new state-of-the-art branch offers full-service banking capabilities, features digital video screens and a client hospitality area that can double as an area for financial seminars and group presentations with clients and the public, as well as a drive-up teller line, ATM and complimentary parking.

“KeyBank’s new branch in Meridian is uniquely designed to give our clients a more personal banking experience, with even better access to a full suite of products and services,” said Lacy Baker, Spurwing branch manager. “We are excited to bring this more consultative approach to clients and demonstrate our commitment to helping them move forward on their financial journey.”

In addition to helping individuals and families achieve their financial goals, the new branch is also serving clients seeking to develop and grow businesses in the area.

About KeyBank

KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $188 billion at December 31, 2023. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank is Member FDIC.

Originally published in the SEE Impact Report 2022

To mitigate the impacts of climate change across the value chain, global packaging provider SEE drives strategic initiatives to manage and reduce greenhouse gas (GHG) emissions.

Net Zero by 2040

SEE has committed to achieving net-zero carbon dioxide emissions by 2040 across its operations (Scopes 1 and 2). Since the development of our net-zero road map in 2021, SEE has initiated five sustainability workstreams with clear objectives that are designed to achieve our ambitious commitment. The workstreams focus on energy-efficient projects, energy conservation measures, waste reduction, reduction in water use, electric vehicles, and renewable energy. Through the efforts of these sustainability workstreams, we have seen a reduction in compressed air leaks, SF6 gas, and water usage while increasing opportunities to recover and recycle waste materials. Through our renewables workstream, we are using renewable energy certificates, pursuing the viability of power purchase agreements, and investigating solar energy opportunities at multiple global sites. Our net-zero road map is a key component to our pledge to leave our world better than we find it.

Greenhouse Gas Emissions 

SEE follows the revised edition of the GHG Protocol Corporate Accounting and Reporting Standard with a centralized approach to quantify GHG emissions. SEE measures and manages GHG emissions generated by its operations on a monthly basis. Scope 1 includes GHG emissions from fleet, operations, or sources owned by SEE. Scope 2 is the indirect GHG emissions from purchases of electricity. The values for global warming potential for each source of GHG emissions are obtained using the Intergovernmental Panel on Climate Change Fourth Assessment Report. SEE calculates total metric tons of GHG emissions, expressed as CO2eq. A third party performed limited assurance verification of SEE’s emissions and usage data for the 2022 reporting year in accordance with ISO 14064-3. The third party verified 85% of SEE’s GHG emissions. SEE did not generate perfluorocarbons nor nitrogen trifluoride emissions during reporting year 2022.

Science-Based Targets

In 2021 SEE committed to reduce absolute Scopes 1 and 2 GHG emissions 46% by 2030 from a 2019 base year and to reduce absolute Scope 3 GHG emissions from purchased goods and services, as well as use of sold products by 15% within the same time frame. According to the Science Based Targets initiative’s (SBTi’s) target validation team, which defines and promotes best practices in emissions reductions and net-zero targets in line with climate, SEE’s proposed reduction in Scopes 1 and 2 emissions is aligned with a rate of decarbonization consistent to keep global temperature increase to 1.5°C compared to preindustrial temperatures. SEE’s Scope 3 target exceeds the minimum ambition for the 2°C pathway in the target year of 2030 and is, therefore, considered ambitious.

Absolute Emissions – Scopes 11 , 22 , and 33 (Tonnes CO2eq – tCO2eq)

Scope 1

2022: 109,301

2021: 146,113

2020: 123,025

2019: 131,377

Scope 2

2022: 269,678

2021: 285,848

2020: 342,145

2019: 323,950

Scopes 1 & 2

2022: 378,979

2021: 431,961

2020: 465,170

2019: 455,327

Scope 3

2022: 2,549,914

2021: 3,077,772

2020: 3,159,286

2019: 3,342,000

1. Scope 1 = GHG emissions in SEE facilities and fleet. Contributing factors from refrigerants and fire suppressants have not been included in Scope 1 emissions calculations. The breakdown of gross Scope 1 emissions by type are as follows: CO2 – 74.5% CH4 – 0.09% N2O – 0.35% SF6 – 25.06%

2. Scope 2 = GHG emissions from the electricity SEE purchases and includes owned and leased offices and facilities. For consistency in reporting against SBTi-aligned goals, market-based emission factors are used whenever possible and supplemented with location-based data where market-based data is not available

3. Scope 3 = GHG emissions from upstream, specifically the purchased goods and services, and downstream, processing of sold products and use of sold products. This does not include all categories of Scope 3 emissions.

Through 2022, SEE reduced absolute Scopes 1 and 2 GHG emissions by 16.8% from the 2019 base year. Absolute Scope 3 emissions for the categories defined were reduced by 23.7% between 2019 and 2022. While the reductions in absolute Scope 3 emissions well exceeded our 2030 SBTi target of 15%, SEE continues to pursue opportunities for further reductions in these emissions and other categories of Scope 3 emissions.

Climate Recognition

SEE discloses its climate change impacts through CDP, a global nonprofit that runs the leading environmental disclosure platform. For the past nine years, SEE has received scores of A or A- from CDP for its climate efforts. In 2022, SEE received a CDP climate change score of A-, which is in the CDP leadership band. This is higher than the North America and global average scores of C and higher than the plastic product manufacturing sector average score of C. SEE also received a supplier engagement rating of A, which is also in the CDP leadership band. This is higher than the North America regional average of C and higher than the plastic product manufacturing sector average of C-. SEE has been recognized by CDP as a leader in supplier engagement for four years.

Greenhouse Gas Intensity

In addition to its Science-Based Targets to reduce absolute emissions, SEE has committed to reduce GHG intensity (Scopes 1 and 2) 30% by 2025 and 46% by 2030 from a 2019 base year. Intensity is calculated by dividing the total tonnes of CO2eq by the net trade sales. To normalize foreign exchange rates and inflation fluctuations, net trade sales are adjusted to 2019 foreign exchange rates, except for one currency that has been designated as highly inflationary under U.S. Generally Accepted Accounting Principles (GAAP) and continues to use 2022 foreign exchange rates.

Greenhouse Gas Intensity of Operations

2022: 0.065 kg CO2eq/USD

2021: 0.078 kg CO2eq/USD

2020: 0.094 kg CO2eq/USD

2019: 0.095 kg CO2eq/USD

SEE measured a 31.6% reduction in GHG intensity from a 2019 base year.

Read the full SEE Impact Report 2022

Abbott

The PROTALITY™ brand provides nutritional support for adults pursuing weight loss in the form of a high-protein nutrition shake featuring a blend of fast- and slow-digesting protein designed to feed muscles for up to seven hoursAs people eat less and lose weight, a portion of what’s lost may be from muscle, which is vital to overall health and physical functioningMore than 7 in 10 adults are overweight or have obesity in the U.S. and many turn to diets, whether combined with medication, surgery or calorie restriction, to lose weight and improve overall health1

ABBOTT PARK, Ill., February 5, 2024 /3BL/ – Abbott (NYSE: ABT), a global leader in science-based nutrition, announced today the launch of its new PROTALITY™ brand. The high-protein nutrition shake is the first product in this line to support the growing number of adults interested in pursuing weight loss while maintaining muscle mass and good nutrition.

Losing weight is a complex and personal process. Nearly half of U.S. adults attempted to lose weight in the past year.2 Whether pursuing weight loss by taking GLP-1 medications, undergoing a weight-loss surgery or following a calorie-restricted diet,3,4,5 people risk losing 11-50 percent muscle6,7,8 which plays an integral role in daily activities, movement and energy metabolism. Protein can help preserve muscle as people lose weight.

To preserve muscle mass during weight loss, research shows adults may need at least 50 percent more protein than the Recommended Dietary Allowance (RDA).9,10,11,12 High protein consumption can also support weight loss maintenance.13,14,15,16

”It’s critical for adults on weight loss regimens to prioritize good nutrition to ensure they get enough micronutrients and protein to preserve muscle mass while consuming limited calories,” said Hakim Bouzamondo, MD, MSC, MBA, division vice president of Nutrition Research and Development at Abbott. ”We’ve studied muscle health and nutrition for decades at Abbott. We understand that a weight loss journey can be challenging, which is why we’re launching the PROTALITY brand to give adults nutritional products with an excellent source of high-quality protein and nutrients to support muscle health.”

The Importance of Preserving Muscle During Weight Loss 
There are more than 650 muscles in the human body. Muscles help support daily activities, movement and energy metabolism. Protein is an important building block for muscles, as well as skin, tissue and bones, and plays a vital role in metabolism, satiety and weight maintenance.

”We’ve learned from people on weight loss journeys — including those on GLP-1 medications — that they experience decreased appetite and thoughts of food,” said Dominique R. Williams, MD, MPH, medical director and obesity specialist at Abbott. ”Whether it’s due to decreased appetite or a busy schedule, it can be difficult for people losing weight to get the protein, vitamins and minerals they need to support their unique health goals. Our PROTALITY brand provides a nutrient-dense option designed to address gaps that may result in their diets.”

Targeted Nutrition to Feed Muscles and Busy Lifestyles 
PROTALITY is a new brand created for people pursuing weight loss. The first product available is a high-protein nutrition shake for people who may have difficulty getting enough protein and other essential nutrients to support muscle mass and function. The formulation is equivalent to the nutrition in Abbott’s successful Ensure® Max Protein drink and will serve as a base to continue further innovations under the brand.

”We’re serving a new group of people who may be at a higher nutritional risk because they may be overweight or have obesity and use weight loss medications,” said Bouzamondo. ”Abbott intends to develop additional science-backed nutrition products and conduct clinical research to address the targeted nutrition needs of people losing weight.”

Each PROTALITY shake has key nutrients to support weight loss journeys:

30 grams of high-quality protein to help preserve muscle8 essential B vitamins for protein and energy metabolism4 grams of comfort fiber for digestive health1 gram of sugar150 calories25 vitamins and minerals

”As people start to see results from their weight loss programs, many look for ways to maintain progress, including their nutrition goals,” added Williams. ”Whether that’s planning meals or snacks, they are looking for nutritious, easy protein options like PROTALITY that work with their busy schedules and support their personal nutrition goals.”

Individuals on a weight loss journey should always discuss their nutritional plan with their healthcare provider.

PROTALITY Availability Online and at Retailers 
PROTALITY joins Abbott’s trusted portfolio of adult nutrition products that includes Ensure® and Glucerna®.

The new shake comes in Milk Chocolate and Vanilla flavors in 11-ounce, four-pack units. PROTALITY is now available at Amazon.com, Walmart.com and Kroger.com and coming to stores including Kroger, ShopRite (February), Albertsons (March), CVS (March), Walmart (April), Publix (April), and Meijer (May).

Visit PROTALITYNutrition.com to learn more and follow us on Instagram @PROTALITY_US and Facebook @PROTALITYUS.

About Abbott: 
Abbott is a global healthcare leader that helps people live more fully at all stages of life. Our portfolio of life-changing technologies spans the spectrum of healthcare, with leading businesses and products in diagnostics, medical devices, nutritionals and branded generic medicines. Our 114,000 colleagues serve people in more than 160 countries.

Connect with us at www.abbott.com and on LinkedIn, Facebook, Instagram, X and YouTube.

1 Fryar CD, Carroll MD, et al. NCHS Health E-Stats, Centers for Disease Control and Prevention. 2020. Updated Feb. 8, 2021.

2 Centers for Disease Control and Prevention. NCHS Data Brief No. 313, July 2018.

3 Chaston TB, et al. Int J Obes (Lond). 2007;31(5):743-750.

4 Pownall HJ, et al. Obesity (Silver Spring). 2015;23(3): 565-572.

5 Sargeant JA, et al. Endocrinol Metab (Seoul). 2019;34(3): 247-262.

6 Chaston TB, et al. Int J Obes (Lond). 2007;31(5):743-750.

7 Pownall HJ, et al. Obesity (Silver Spring). 2015;23(3):565-572.

8 Sargeant JA, et al. Endocrinol Metab (Seoul). 2019;34(3): 247-262

9 Kim JE, et al. Nutr Rev. 2016;74:210-224.

10 Soenen S, et al. J Nutr. 2013;143:591-596.

11 Layman DK, et al. J Nutr. 2003;133:411-417.

12 Leidy HJ, et al. Obesity. 2007;15:421-429.

13 Drummen, M. et al. Study. J Nutr.2020;150:458-463.

14 Leidy, H.J. et al. Obesity2007;15:421-429.

15 Lejeune, M.P. et al. Br J Nutr.2005;93:281-289.

16 Claessens, M. et al. Int J Obes (Lond).2009;33:296-304.

SOURCE Abbott

For further information: Abbott Media: Michelle Schott, (614) 286-4727; Rachel Bassler, (224) 441-0470; Abbott Financial: Ryan Aliff, (224) 234-4228

SAN FRANCISCO, AMSTERDAM and HONG KONG, February 5, 2024 /3BL/ – In a milestone development, the Sustainable Apparel Coalition (SAC) and the Social & Labor Convergence Program (SLCP) announce a deepened strategic collaboration as SLCP has completed its separation from SAC and transitioned into an independent non-profit foundation.

Launched by SAC in 2015, SLCP’s continued aim is to reduce audit fatigue and improve working conditions in the apparel industry. Over eight years, SLCP has grown significantly, gathering more than 250 signatories and implementing the Converged Assessment Framework (CAF) in over 60 countries. Key achievements include:

Over 11,000 facilities have completed an SLCP-verified assessment, across diverse sectors in over 60 countries.Adoption of the CAF has unlocked an estimated $23m annually through reduced duplicative audits.Public acceptance of SLCP data by over 70 prominent brands and organizations underscores the impact of these collaborative efforts.

In September 2023, SLCP signatories voted in favor of SLCP’s five-year Strategy, which included the plan to transition to an independent organization. That same month, the SAC Board also approved the plans for separation.

SLCP officially separated from SAC on February 1, 2024. Its new legal entity is a Dutch non-profit foundation known as a “stichting.” Both SAC and SLCP reaffirm their commitment to a closely-knit strategic collaboration, aligning their tools and strategies for a shared vision of improved global working conditions. The SAC is steadfast in supporting and incorporating the CAF as the preferred social compliance assessment framework for its Higg Facility Social & Labor Module (FSLM) tool.

“As both organizations navigate this exciting new phase, our commitment to shared goals and values is greater than ever and propels us toward catalyzing collective action at scale,” said Andrew Martin, executive vice president at SAC. “Leaders stand out by their ethics, integrity, accountability, and responsibility. It is no longer enough to deliver value to shareholders without lasting positive human impact and societal change. We believe our collaborative efforts will continue to uphold safe, respectful working conditions and establish new benchmarks for sustainability and social responsibility.”

“We are excited to be moving forward with the next stage of SLCP’s evolution, building on the strong foundation and the impact we have already achieved with SAC, our signatories, and partners,” said Janet Mensink, chief executive officer at SLCP. “Our collaboration with SAC is a testament to the power of industry-wide cooperation. Through the adoption of the CAF and the Higg FSLM, we are able to create a more streamlined approach to social compliance assessments and reallocate resources to fulfill our shared ambition of improving working conditions. We are grateful to everyone who has helped and supported us to get to this point, and I look forward to continuing and deepening our relationship with SAC to drive even greater impact.”

Recognizing the importance of industry convergence, the organizations will work together to expand the reach of the CAF into adjacent product categories and industries. This joint effort aims to streamline assessments, reduce duplication, and foster harmonization in social and labor tools across sectors. Moreover, SAC and SLCP will synergize their efforts to accelerate insights based on CAF/Higg FSLM data. This collaboration extends to the production of aggregated industry reports, providing stakeholders with comprehensive and actionable information.

“SLCP has just completed its first five years as a live program,” said Jonathan Obermeister, SLCP’s independent chair. “During that time, we have demonstrated the value we can bring, built critical mass and achieved financial self-sufficiency. We’re now ready to take the next step as a fully independent organization, with ambitious plans for growth while maintaining the multi-stakeholder ethos which has been such an important factor in our success so far. The new foundation board has total confidence in SLCP’s future and high-performing team, and we are excited about what we can accomplish together in the years ahead.”

“Together, SAC and SLCP will continue to call for harmonized assessment frameworks and increased adoption, fostering a culture of responsibility and accountability within the industry,” said Tamar Hoek, SAC board chair. “This collaboration is a testament to what can be achieved when organizations work together with a shared vision for a better, more sustainable future.”

This holistic approach to convergence, industry adoption and data insights, and marketing collaboration underscores the depth and breadth of the strategic collaboration between SAC and SLCP.

About the Sustainable Apparel Coalition

The Sustainable Apparel Coalition (SAC) is a global, non-profit alliance of over 300 organizations in the apparel, footwear, and textile industry. Initially formed to create standardized sustainability metrics, the SAC has sharpened its focus to driving pre-competitive, collective action across three foundational pillars. As an independent entity, the SAC brings together brands, retailers, manufacturers, NGOs, academics, and industry associations to combat climate change, ensure decent work, and contribute to a nature-positive future. Central to the SAC’s mission is the Higg Index, a suite of comprehensive tools that empower members to measure, evaluate, and improve sustainability performance across the supply chain. To support evolving industry needs, the SAC also brings together a focus in policy, transparency, and programs for collective action.

About the Social & Labor Convergence Program

SLCP is a multi-stakeholder initiative driving decent work in global supply chains. Central to SLCP’s operations is the Converged Assessment Framework (CAF) – a universal tool that eliminates the need for proprietary audits – allowing saved resources to be redirected into improvement programs for workers. In addition, SLCP aims to support stakeholders accessing credible and actionable social and labor data for Human Rights Due Diligence implementation and enable collaborative solutions to improve working conditions. Since its launch of operations in 2019 it has gathered more than 250 signatories and over 70 prominent brands and organizations publicly accept SLCP data. The CAF has been implemented by over 11,000 facilities in over 60 countries unlocking an estimated $23m annually through reduced duplicative audits. SLCP is registered as an independent non-profit foundation (stichting) based in the Netherlands.

Our world increasingly operates online, and the Internet has forever changed our way of life. Today, everything – from working remotely and doing homework, to earning a degree or certificate, learning digital skills, applying for jobs, and communicating with your doctor – happens on the Internet.

The impact is tremendous, and today more than 22 million Americans are online with the support of the Affordable Connectivity Program (ACP). Unfortunately, funding for the ACP may run out as soon as April – putting so much progress at risk.

We agree with the bipartisan group of 174 mayors – representing cities from Scranton, PA and Jackson, MS to Beaverton, OR and Oakland, CA – who wrote to Congress this week highlighting the impact of the ACP and the urgent need to renew funding for the program.

A new study by the Benenson Strategy Group illustrates how impactful the ACP has been for participating individuals and families. The study (supported by Comcast) found that the program benefitted millions of households and may be the greatest advance in connecting lower-income families since our own Internet Essentials program was launched more than ten years ago. There’s a lot more work to do to enroll others, but as the Benenson research establishes, it’s well worth the investment.

Without the program, we run the risk of reversing advancements made to attach so many “at risk” citizens as tightly as we can to the modern world. The study confirms what I have seen firsthand – the ACP is benefitting Americans from all walks of life and across the nation. In fact, nearly 50% of ACP enrollees are military families, nearly 41% live in the South, and nearly 26% live in rural areas.

According to ACP participants, if they are unable to continue participating in the program:

71% worry they will miss out on job opportunities that would help them get ahead financially.65% worry they will lose their job – a number that is even higher for Americans in rural zip codes.81% of ACP parents worry their children will fall behind in school.75% worry about losing access to important healthcare services, like online appointments or online prescription refills.

I’ve had the opportunity to cross this great nation to raise awareness about the critical role access to the Internet plays in our daily lives. Affordability has certainly been a significant barrier for many lower income households, and I have been able to point to the ACP and our own Internet Essentials (IE) program as substantial efforts to remove cost as a barrier. There are other barriers. I’ve met many who are simply unaware that they are eligible for these programs. And I’ve met others whose life experiences sadly make them distrust solutions like the ACP, as we have found in our research examining Internet Essentials. But along the way, I’ve met many inspiring Americans who are overcoming these barriers and whose lives have been transformed by the ACP and IE.

I’m especially proud of the outreach we’ve done in the military community – reaching veterans and military families through organizations like the Maryland Center for Veterans Education and Training (MCVET). Last year, I visited MCVET in Baltimore where they helped a veteran named Michael learn about the ACP and connect to the Internet for the first time through Comcast. He is now using the Internet to access his hard-earned military benefits and set up job interviews to jumpstart a career in a new field.

There’s Mayra — a single mother of two in Philadelphia, PA. Without Internet access, her children struggled to the keep up with their schoolwork. But once she got her home connected with the help of the ACP (by enrolling in Comcast’s IE program), her children were able to stay on track in their own home. Today, one of her daughters is enrolled in a four-year university. She’s working to become one of the first in her family to graduate from college and to pursue her ultimate dream of becoming a lawyer.

I also met Gina— a mother of three from St. Paul, MN. When her kids faced a range of urgent and chronic health issues, she relied on ACP to help pay for home Internet so she could access digital healthcare and wellness services for her children.

At Comcast, we’ve been committed to closing the digital divide for more than a decade. For ACP participants concerned that the government will fail to extend the program, we have your back with options to keep you and your family connected. For example, we will continue to offer a variety of reliable, low-cost Internet services, like Internet Essentials, for as low as $9.95/month, the exact same price as when the service was introduced in 2011.

We’re also committed to reaching more Americans with our powerful network through expansions happening in every corner of the country. Every time Comcast flips the switch on a new residential block or bustling main street, we bring not only our world-class suite of services, but a commitment to supporting the community. In rural Biola, CA for example, we have invested in local organizations and since day one have shared broadband affordability resources like the ACP with residents.

Comcast also offers unlimited access to the nation’s largest network of WiFi hotspots through WiFi Pass, for $20/month. We’ll also continue to offer a range of speeds and service tiers to meet the needs of every household. In addition to our Internet products, we’ll leverage our expansive Digital Navigator network and our free, WiFi-connected Lift Zones in neighborhood community centers to ensure families have more ways to get online.

Connectivity has reinvented how we work and live. If we fail, in this historic moment, to reach the tens of millions of more Americans who don’t yet use the Internet at home, then our collective future is at risk. That’s why closing the digital divide must remain at the top of our country’s priority list. Comcast will continue to do its part, but the private sector can’t do it alone. Congress and the White House must make extending the ACP an immediate, bipartisan priority so that tens of millions of American households, including Michael’s, Mayra’s, and Gina’s get and stay connected to this critical resource.

Broderick D. Johnson is Executive Vice President, Public Policy, and Executive Vice President, Digital Equity for Comcast Corporation.

Verizon

IRVING, Texas, February 2, 2024 /3BL/ – Irving, Texas Mayor Rick Stopfer announced Verizon as the recipient of the Mayor’s Corporate Award of Excellence at the 2024 State of the City hosted by the Greater Irving-Las Colinas Chamber of Commerce. The Mayor’s Corporate Award of Excellence recognizes a company, organization or individual that exemplifies excellence in the work it does, the services it offers, the contributions it makes to the community and the commitment it provides to the city and its residents.

“Verizon exemplifies the spirit of collaboration and corporate responsibility, values that we hold in high regard in Irving,” said Mayor Rick Stopfer. “Verizon has long been a valued member of Irving’s business community, contributing economically and philanthropically to the city. Their commitment to excellence, innovation and community engagement makes them a model winner of the 2024 Mayor’s Award.”

“Verizon is honored to be recognized with Mayor Stopfer’s Corporate Award of Excellence,” said Verizon Market President Michelle R. Miller. “Irving has been our regional home for many years and we are proud of our long history with the city. It’s where our employees work, play and serve the community and it is still a place where we see opportunity ahead of us.”

For more than 30 years, Verizon has had a corporate campus in Irving. Known as Hidden Ridge, the campus serves as a worksite for thousands of employees in varying functions including consumer, business and network. Hidden Ridge is one of seven engagement hubs for the company. The goal of these hubs is to create cultural centers where employees can come together, work together and connect with each other. The hub locations represent key business and talent markets for the company.

“Verizon is a well-deserved recipient of the Mayor’s Corporate Award of Excellence,” said Beth A. Bowman, President and CEO of the Greater Irving-Las Colinas Chamber of Commerce and Irving Economic Development Partnership. “The team at Verizon have been valuable partners to the Chamber and Irving Economic Development Partnership, as we strive to take care of our member-investors and attract businesses to expand or relocate home to Irving-Las Colinas. Verizon has also been a great community partner and we thank them for their investment in Irving-Las Colinas.”

Since 2017, Verizon has played an integral role in supporting education in Irving. Through Verizon Innovative Learning, over 24,000 students have been reached across 13 schools within the Irving Independent School District, equipping them with free technology, internet access and innovative STEM learning. 100% of eligible middle and high schools are part of the program. The district was also awarded nine Verizon Innovative Learning Labs, providing students and teachers access to emerging technologies such as augmented and virtual reality, 3D printing, and artificial intelligence. The multi-year initiative brings a project-based curriculum to help solve real-world problems in a custom-designed, experiential learning lab.

Verizon’s holistic investment in the greater Irving-Las Colinas community – and across the nation – ladder back to Citizen Verizon, the company’s responsible business plan for economic, environmental and social advancement. Verizon is moving the world forward through action by expanding digital access and resources, protecting the climate, and ensuring people have the skills needed for jobs of the future.

Additional local investments made by Verizon include recent major upgrades to the network serving customers in the Dallas-Fort Worth Metroplex. These upgrades are part of a multi-year redesign of its network architecture to stay ahead of exponential data usage increases, upgrade the technology in the network, and pave the way for personalized customer experiences. Network upgrades to DFW include deploying new cell sites to extend coverage and capacity in local communities and 5G C-Band bandwidth upgrades, which has resulted in increased speeds across the DFW Metroplex.

Over the past six years, Cadence’s Diversity in Technology Scholarship Program has directly supported students from underrepresented communities in their journeys to receive a bachelor’s, master’s, or PhD degree in a technical field. We are excited to announce the recipients of our 2023 Diversity in Technology Scholarships! In the first of a four-part blog series, we’re spotlighting the outstanding academic achievements of 28 students.

As our scholarships continue to make impactful differences in the lives of student applicants and their families, we could not be happier with the growth of our reach this cycle. In 2023, we shattered our previous application record and received more than 300 submissions, seeing an increase of nearly double year-over-year. We are truly elated by the overwhelming number of responses. We were also inspired by the thoughtful essays, impressive resumes, and acclaimed recommendations we received. These talented students represent the next generation of diverse innovators, which signifies the importance of scholarships that support science, technology, engineering, and math (STEM).

Cadence is proud to contribute these funds as part of our mission to create an inclusive environment that fosters a range of perspectives across the tech industry. Each awardee is currently pursuing an undergraduate or graduate degree in a technical field such as computer science, computer engineering, electrical engineering, or electronic engineering. They were selected based on their leadership skills, recognition of their accomplishments, endorsement from professors, and their drive to shape the world of technology.

Throughout these blog posts, we look forward to highlighting the individual stories of our recipients and learning more about the ways they aim to impact technology in their careers.

Congratulations to this year’s 28 Cadence Diversity in Technology scholarship recipients!

Black Students in TechnologyLatinx Students in TechnologyWomen in Technology

Adedamola Adesokan
University of New Mexico

 

Allison Delgado
Santa Clara University

 

Arisa Chue
Stanford University

 

Alavajoy Asante
University of North Carolina at Charlotte

 

Emily Arana
University of California, Davis

 

Ecy King
Stanford University

 

Aramide Ogundiran
Morgan State University

 

Jimena Noa-Guevara
Oregon State University

 

Hyunsu Chae
University of Texas at Austin

 

Jonan Mazni
New York Institute of Technology

 

Jose Guajardo
University of California, Berkeley

 

Iwinosa Aideyan
Clemson University

 

Kelvin Kwakye
North Carolina State University

 

Rosalinda Garcia
Oregon State University

 

Layla Ghalayini
Georgia Institute of Technology

 

Kyle Johnson
University of Washington

 

Sarah Barreto Ornellas
Massachusetts Institute of Technology

 

Lily Chen
Massachusetts Institute of Technology

 

Nkechi Akwari
University of Cincinnati

 

Vinicius Cabral do Nascimento
Purdue University

 

Mansi Sood
Carnegie Mellon University

 

Oluwadamiola Oke
The George Washington University

 

Xiomara Gonzalez
University of Texas at Austin

 

Nishith Chakraborty
University of Tennessee, Knoxville

 

  

Precious Kolawole
Carleton University

 

  

Promise Ekpo
Cornell University

 

  

Saba Mansour
Cornell University

 

  

Sneha Narasimhan
North Carolina State University

 

Abbott

“Olive oil is my favorite oil,” nutrition educator Alex Marapao says, her words wafting out along with the smell of herbs and greens sizzling in a pan.

“I don’t know if you cook with olive oil at all, but, if you don’t, I recommend it the next time you go grocery shopping,” she continues. “I always use olive oil when I cook, and I think it gives a good flavor.”

An ode to oil. Only, it’s much more than that.

Marapao sprinkles tributes like that into every cooking demonstration she gives at the Emergency Food Bank of Stockton, Calif. She shouts out lean proteins, leafy greens (like the ones she was sauteing in the olive oil for an omelette), whole grains — anything you would label “good for you.”

And that is intentional, because, in the battle against diabetes, food is medicine.

The educators at the Food Bank — including Marapao, the nutrition programs supervisor there — are on a mission, along with Community Medical Centers of Stockton and several other dedicated organizations. They want to share nutrition education that takes root in the community and grows healthy habits. And they want these habits to last not only a lifetime, but for generations to come.

It’s a critical mission in Stockton — a city of about 320,000 people just south of California’s capital city of Sacramento — where almost 60% of residents are prediabetic or living with diabetes.1 It is also a city where, like many around the United States, there are neighborhoods that are considered “food deserts” because they don’t have access to neighborhood grocery stores, making it a huge challenge to access healthy, affordable food.

That’s why we partnered with these organizations to design a program called Healthy Food Rx that launched in 2021 and receives funding from the Abbott Fund, the philanthropic arm of Abbott.

Participants in the program get a box delivered to their homes every other week. Each is packed with a rotating roster of proteins, produce and other healthy staples. (Some of the items in a recent shipment: kale, mango, pineapple and peanut butter.)

What happened when we worked with our community partners to try to grow the “Food as Medicine” movement in Stockton in an organic way?

The early results are encouraging.

Good Things from Good Food

Food as medicine? Meaning, take two heads of lettuce and call your doctor in the morning?

Well, no. But …

That statement isn’t as silly as it sounds. “Food as Medicine” essentially boils down to the idea that you can draw a straight line from healthy foods to improved health. That’s why, when you hear “Food as Medicine,” you also hear about things like medically tailored meals and produce prescription programs.

Our Healthy Food Rx program puts a grassroots twist on that “prescription” model. After all, the other major aim of the movement is to make sure everyone has access to good nutrition. Instead of having a doctor write prescriptions or putting out medical recommendations, we tackled the problem of food insecurity head-on by delivering the food directly to people managing chronic illnesses.

Already, Stockton is seeing results.

We conducted a study with the Public Health Institute of the “first batch” of 450 participants in our program over the course of 12 months. And what we found was that many of them were able to lower the glucose level in their blood. Participants with uncontrolled diabetes saw their A1C levels go down by 0.8%, and the A1C level of the entire cohort decreased by an average of 0.35%. Both decreases marked statistically significant changes.

On top of that, we saw evidence that healthy habits were taking hold, and that the gospel of good nutrition was spreading. Fruit, vegetable and water consumption went up. About three-quarters of the people in the study said they were still following their meal plan after a year. And almost 40% of them said they now talk to mentors and friends about healthy living.

Ready for a Change

“The light bulb went on for me when I started losing weight without trying,” says Barbara White.

White lives in Stockton and makes a mean soup. She loads it up with seafood, macaroni — and, lately, kale, cabbage or greens.

“My grandson … one time, I had broccoli but I forgot to put it in the soup. He called me on it,” White says with a laugh. “And he was 5 years old.”

White was an enthusiastic member of the first cohort of our Healthy Food Rx program. Before joining, she had been contending with a post-pandemic double whammy: her diabetes, for one thing, and being able to find the healthy foods she needed to manage it.

“I’m going to four different stores,” she says. “You try to route it so that you hit everybody — and you get what you need and get out of there. Because, if not, you end up going over budget.”

Which segues into another highlight from our Healthy Food Rx 12-month data: Food security increased to 44% from 34%.

All Together Now

Nutrition is an important part of the solution the world needs to counteract the global diabetes epidemic, which impacts hundreds of millions of lives.

But it’s one part of many. Our dose of “Food as Medicine” fits into a larger strategy that people in Stockton started building with us five years ago — an initiative we called Future Well Communities. While Healthy Food Rx delivers eats and education:

Community Medical Centers provides patients with health education and peer support paired with medical visits to help them stay on track.Community organizations APSARA and El Concilio connect people with diabetes to local community health workers, healthcare services and transportation to get them there.And the Stockton-based University of the Pacific runs diabetes clinics that provide free health screenings and referrals for treatment and other services they need.

The closer these partners work together, the tighter the bonds they form — and the more insights they find. One example: Students from the University of the Pacific’s School of Pharmacy recently presented research based on more than 800 screenings at 10 different community health fairs. What was the service they referred the most people for? Nutrition education, which the Emergency Food Bank can now provide, thanks to grants from the Abbott Fund and other organizations.

Marapao and others at the Emergency Food Bank bake an educational element into every Healthy Food Rx box delivery. When Marapao talks up the flavor of olive oil, she’s really speaking to the underlying benefit of cooking with a healthy fat instead of canola or vegetable oil. The staff whips up tasty recipes and brings them to life in those live cooking demonstrations from the Food Bank’s test kitchen.

People get the food, most importantly, but they also get to cook along at home and bond with each other over their favorite nuggets of nutrition knowledge.

Given all of this — and the encouraging results we’ve seen early on from Healthy Food Rx — we’re expanding the next group of participants in the program to 1,000.

As Leonard Hansen, CEO of the Emergency Food Bank, says: “The idea is to inject at least some ‘food-as-medicine’ thinking into all of what we do. And we do that through the community health workers.”

Each food box is delivered with hope — that, with programs like Healthy Food Rx, with partnerships like Future Well Communities, we’re cooking up a fresh approach to helping people live healthier lives.

References

1 Kietzman KG, Bacong AM, Gutierrez B, Pourat N. Addressing Social Determinants of Health in Stockton: Abbott Fund’s Strategic Plan. UCLA Center for Health Policy Research; 2018.

Healthy Food Rx Recipe
Pressed Kale Salad with Tofu and Pineapple

Ingredients:

Salad

3 cups kale2 cups dandelion1-½ cup diced pineapple2 cups grilled tofuPecans and blueberries (optional)

Dressing

½ cup olive oil¼ cup balsamic vinegar1 teaspoon honey1 teaspoon Dijon mustard1 shallot, minced1 clove garlic, mincedsalt and ground black pepper to taste

Directions:

In a mason jar combine olive oil, balsamic vinegar, honey, Dijon mustard, shallots, garlic, salt and black pepper.Place the lid on the jar and shake vigorously until thoroughly combined.In a big bowl combine kale, dandelion, pineapple and grilled tofu. (Optional: top with pecans and blueberries.) Add dressing and mix up until vegetables are fully coated.Serve and enjoy!

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