Tag: 3BL

Originally published on Essity.com

Placing the spotlight on equality in health and well-being

The future of health and well-being for women and girls1 is at a crucial turning point. The convergence of multiple crises, including the Covid-19 pandemic, conflicts, and climate change, has deepened societal inequities and worsened women+’s possibilities to lead healthy lives. For example, closure of schools during the pandemic resulted in increased caregiving responsibilities for many parents, in particular women+. This, in combination with the economic instability compounded by the cost-of-living crisis, has left many women and girls without access to their right to health and essential services around the globe.2

Decades of research shows the direct and indirect benefits of investing in women+ and girls’ health and well-being.3 Prioritizing women+’s health does not only represent investing in the well-being of individual persons, but also benefits the health and prosperity of communities and promotes social and economic development. It contributes to making progress towards several SDGs and provides unparalleled returns on investment in improving society’s overall health.4

Placing the spotlight on equality in health and well-being drives progress towards achieving health and well-being for all.5 Applying a gender focus requires prioritizing investments in women+’s and girls’ health, increasing knowledge and awareness to break stigma, and engaging men and boys in all their diversity in women+’s and girls’ health. Consider the following:

When governments and businesses position women+’s health issues as central to decision making, they can enact long-term sustainable change that facilitates health and well-being for all.Prioritizing women+’s and girls’ health, through alignment with the SDGs, will bring productivity increases across generations, leading to positive and sustainable economic development.6When menstrual health is defined as complete physical, mental, and social well-being in relation to the menstrual cycle, from menarche to menopause, multiple women+’s health outcomes are better understood and can be strengthened.Menstrual health as part of the curriculum in schools increases understanding by both girls and boys – in all their diversity, and also enables access to education for girls, which opens more options for jobs later in their lives. Each additional year of schooling can boost a girl’s earnings as an adult by up to 20%.7

Menstrual health is defined as complete physical, mental, and social well-being in relation to the menstrual cycle.8

Promoting equitable ideas about gender drives progress on women+’s health

Ideas about gender are closely linked to women+’s and girls’ health. Engaging men and boys as allies and addressing stereotypical attitudes and behaviors about gender are crucial drivers for meaningful progress towards gender equality.

Women+ Not everyone who menstruates is a woman and not all women menstruate. Inclusive language is imperative in helping create a world free from stigma. That is why the term ‘women+’ will be used in this report. The term does not detract from those who identify with the term ‘women’, but the addition of the ‘+’ sign is intended to capture the full range of people who menstruate. In certain cases, the term ’women’ will be used, such as when referring to research that only includes cis women9 or does not differentiate based on gender identity.

According to the International Men and Gender Equality Survey (IMAGES), carried out by United Nations Population Fund (UNFPA) and Equimundo in 2022, young men are more likely to hold inequitable views about gender than older men. This is persistent with the recent era of backlash against the progress of gender rights.10

At the same time, views and attitudes on gender vary significantly among younger men, providing an opportunity for change where needed and to shift gender norms by building on progress already made. Research shows that gender-normative societal expectations are often imposed on children from an early age, and because of these expectations, boys are not always given the space to fully develop their relational and emotional skills. These norms can sometimes negatively impact boys’ and young men’s views on gender equality.11 Different stakeholders, such as policymakers, communities, and businesses can play a role in building inclusive environments that foster healthy views on gender and that involve men and boys from diverse backgrounds around women+’s health and menstrual health to drive progress.

SDG 5. Achieve gender equality and empower all women and girls. Engaging men and boys, in all their diversity, on menstrual health issues to increase their knowledge and understanding, creates environments that foster healthy views about gender norms, increases gender equality, and reduces the stigma surrounding menstrual health.12 This drives progress to achieve SDG 5.

Engaging influential individuals who shape the environments where boys and young men grow and develop is crucial to promoting positive change. Creating spaces for discussions around gender norms and menstrual health with parents, teachers, coaches, religious leaders, healthcare workers, and others who impact men and boys’ daily lives enables progress.13 By working together, these individuals can address underlying societal norms and create safe and supportive environments that promote constructive dialogues and gender norms that can help break barriers to women+’s overall health and menstrual health in particular. There is an opportunity to build resilience and courage for men to use their voice positively and stand up for women+ in situations that may feel awkward and to break traditional norms. Ultimately this enables better health outcomes for all.14

Download the Essity 2023-2024 Hygiene and Health Report to learn more

Learn more about Essity here

1The term “women and girls” in this report is used as a shorthand term in this report to increase readability but refers to all people who menstruate and go through menopause including girls, women, transgender and non-binary persons.

2UN Women (2022) PROGRESS ON THE SUSTAINABLE DEVELOPMENT GOALS. https://www.unwomen.org/sites/default/files/2022-09/ Progress-on-the-sustainable-development-goals-the-gender-snapshot-2022-en_0.pdf

3UN Women (2022) PROGRESS ON THE SUSTAINABLE DEVELOPMENT GOALS. https://www.unwomen.org/sites/default/files/2022-09/ Progress-on-the-sustainable-development-goals-the-gender-snapshot-2022-en_0.pdf

4Remme M, Vassall A, Fernando G, Bloom DE. (2020) Investing in the health of girls and women: a best buy for sustainable development. doi: 10.1136/bmj.m1175.

5Remme M, Vassall A, Fernando G, Bloom DE. (2020) Investing in the health of girls and women: a best buy for sustainable development. BMJ. doi: 10.1136/bmj.m1175. PMID: 32487585; PMCID: PMC7265042.

6Onarheim KH, Iversen JH, Bloom DE. (2016) Economic Benefits of Investing in Women’s Health: A Systematic Review. doi: 10.1371/journal. pone.0150120.

7UN Women (2022) PROGRESS ON THE SUSTAINABLE DEVELOPMENT GOALS. https://www.unwomen.org/sites/default/files/2022-09/ Progress-on-the-sustainable-development-goals-the-gender-snapshot-2022-en_0.pdf

8Hennegan, J., Winkler, I. T., Bobel, C., Keiser, D., Hampton, J., Larsson, G., … & Mahon, T. (2021). Menstrual health: a definition for policy, practice, and research. Sexual and Reproductive Health Matters, 29(1), 31-38.

9The term cis, short for cisgender, is used to describe people whose gender identity matches the sex they were assigned at birth.

10Equimundo. (2022). The International Men and Gender Equality Survey: A status report on men, women, and gender equality in 15 headlines. https://www.equimundo.org/resources/men-and-gender-equality-a-global-status-report-in-15-headlines/

11Equimundo. (2022). The International Men and Gender Equality Survey: A status report on men, women, and gender equality in 15 headlines. https://www.equimundo.org/resources/men-and-gender-equality-a-global-status-report-in-15-headlines/

12Sommer M, Torondel B, Hennegan J, Phillips-Howard PA, Mahon T, Motivans A, Zulaika G, Gruer C, Haver J, Caruso BA (2021) Monitoring Menstrual Health and Hygiene Group. How addressing menstrual health and hygiene may enable progress across the Sustainable Development Goals. Glob Health Action. 1;14(1):1920315. doi: 10.1080/16549716.2021.1920315.

13Sommer M, Torondel B, Hennegan J, Phillips-Howard PA, Mahon T, Motivans A, Zulaika G, Gruer C, Haver J, Caruso BA (2021) Monitoring Menstrual Health and Hygiene Group. How addressing menstrual health and hygiene may enable progress across the Sustainable Development Goals. Glob Health Action. 1;14(1):1920315. doi: 10.1080/16549716.2021.1920315.

14Sommer M, Torondel B, Hennegan J, Phillips-Howard PA, Mahon T, Motivans A, Zulaika G, Gruer C, Haver J, Caruso BA (2021) Monitoring Menstrual Health and Hygiene Group. How addressing menstrual health and hygiene may enable progress across the Sustainable Development Goals. Glob Health Action. 1;14(1):1920315. doi: 10.1080/16549716.2021.1920315.

By sasgarza

Originally published by sasgarza on NBA

Pizza Hut and San Antonio Spurs player Tre Jones have once again teamed up with Spurs Youth Basketball League (SYBL) to support the league’s mission and athletes with a promotional offer. As the presenting partner of the SYBL, Pizza Hut will donate a portion of their proceeds to the youth league for every large one-topping stuffed crust pizza sold between Jan. 8 through Feb. 4.

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For the past 30 years, Pilar Fernandez has navigated living with metastatic breast cancer. And while she’s faced a series of related health challenges, it hasn’t slowed her down. 

Instead, Pilar’s experience and desire to help others motivated her to co-found the Metastatic Breast Cancer Association (AECMM) in her home country of Spain. With 2,000 members from a dozen different countries, the organization seeks to empower people with a metastatic breast cancer diagnosis and help them share their stories.

It was through this work that Pilar and AECMM were pitched an innovative idea: to use artificial intelligence to share the experiences of women living with metastatic triple-negative breast cancer (mTNBC).

Using AI to Raise mTNBC Awareness
The first iteration of this partnership was christened Paintings of Hope. Through a collaboration with Gilead, the AECMM found three women through their network to share oral accounts of living with mTNBC. Those interviews were converted into sound waves, and an AI robot used the sound files to create nine unique paintings that depict the emotional weight of living with this diagnosis.

“We were very surprised from the beginning to see the paintings made with AI, and how they captured three situations: the diagnosis, with dark colors, the acceptance and the future,” Pilar says. “It is a very innovative way to give visibility to the disease.”

The three women who participated were awed by the outcome. “It was a mixture of amazement at how accurate artificial intelligence could be, and excitement at seeing the art created from their story,” explains Pilar. “We had never seen anything like it – nothing that transforms the emotions of the patients onto a painting.”

The project’s avant-garde concept was recognized with numerous honors, including a Clio Award, and was empowering for those who participated. “It’s their own story that they are sharing with us,” Pilar says.

From Paintings to Portraits: Personalizing Stories of Hope
Paintings of Hope, which included the images and information on the women’s experiences, were displayed in hospitals around Spain and are estimated to have been seen by more than 50,000 healthcare professionals. The work was also shown to government officials when it was displayed in the entrance to the Spanish Parliament in late 2022. After its success, Gilead and AECMM teamed up for one more project, which was launched late last fall. Portraits of Hope takes an even more personal approach, with the AI machines set aside in favor of several well-known Spanish artists.

The goal was to feature the same three women from Paintings of Hope in Portraits of Hope. But in the months between projects, one of the women — a woman from Málaga named Angela — passed away. This was hard for Pilar. “Angela’s story is unique because her son is autistic and the responsibility of caring for him made her struggle with her situation,” she says. “So soon after her death, once we started to think about the second phase of the project, we contacted her husband to see if he would like to take her place, so that we continue to feel Angela’s presence.” He picked up the rest of the story, sitting in for her in the second series.

This time, the process was different. While the AI machines had simply processed the data from interviews into art, the artists themselves bring their reactions into these new pieces. As the women told their stories, the artists wore a device around their chests that allowed them to hear their subjects’ heartbeats. The resulting works of art are now being exhibited in different hospitals across Spain.

Both projects are part of Gilead’s efforts to spotlight the voices of people living with cancer. As for Pilar, she hopes the art shows will help raise awareness about mTNBC and the need for early diagnostics and more research. It’s a personal journey for her; in the years since she and four other people founded AECMM, she’s the last one still living.

It’s in the other women’s memory, she says, that she continues this work.

Gilead Sciences
Gilead Sciences, Inc. is a research-based biopharmaceutical company that discovers, develops and commercializes innovative medicines in areas of unmet medical need. The company strives to transform and simplify care for people with life-threatening illnesses around the world. Gilead has operations in more than 35 countries worldwide, with headquarters in Foster City, California. 

Originally published by Gilead Sciences

Originally published on Built From Scratch

ATLANTA, January 23, 2024 /3BL/ – The Home Depot is kicking off its 2024 Retool Your School program, which provides career development opportunities and improves campuses at Historically Black Colleges and Universities (HBCUs). The 2024 program marks the 15th year that The Home Depot has supported campus renovations that uplift HBCU students across the nation. This year, The Home Depot is expected to surpass $10 million in financial support since the program began in 2009.

A portion of The Home Depot’s 2024 investment will focus on career development such as internships, externships, scholarships, community projects and innovation lounges. The remaining funds will support the flagship Retool Your School Campus Improvement Grants.

This year’s Retool Your School Campus Improvement Grant is expected to support 30 campuses with grants ranging from $40,000 to $150,000 per school. HBCU students, alumni and supporters can vote for a deserving college or university at RetoolYourSchool.com/vote. Voting opens Monday, February 26, and ends Sunday, March 24, 2024.

“Over the past 15 years, I’ve personally witnessed the long-term impact of this program,” said Arlette Guthrie, senior vice president of human resources at The Home Depot. “Retool Your School reflects The Home Depot’s core values and commitment to supporting the communities we serve, and I can’t wait to see what’s in store for the next 15 years.”

Since its inception in 2009, the Retool Your School program has:

Enabled HBCUs to allocate funds for need-based initiatives. Examples include upgrading high-use campus spaces like dorms and athletic courts, as well as improving surrounding communities through neighborhood clean-ups and supply drives.Supported students through career development. Scholarships and externships have not only helped pay for college tuition and other costs, but also supported students by providing opportunities to learn from professionals in their chosen fields and gain critical experience as they enter the job market.Garnered over 68 million votes and positively impacted 77 campuses, accounting for more than 70% of the nation’s HBCUs.

For more details on The Home Depot’s Retool Your School program, including student opportunities and grant applications, visit RetoolYourSchool.com.

Diversity, equity, and inclusion (DEI) are not just words but values that are exemplified through our One Cadence—One Team culture and the importance of sustaining it as we learn from diverse perspectives.

“Diversity of thought and experience are key for driving innovation. Fostering diversity, equity, and inclusion is at the core of who we are as a company, and…we’re working to create equal opportunities for current and future workers in our industry, paving the way for fulfilling careers.” – Dr. Anirudh Devgan, President and CEO, Cadence.

There is a growing conversation around diversity, equity, and inclusion (DEI), and almost everyone has an opinion on this topic. What do these values mean at Cadence? Does DEI have any real impact on our work here? And finally, what are we doing at Cadence to make sure these values are an intrinsic part of our company culture?

Watch this video to see what some of the thought leaders at Cadence shared with us.

How It Started

It was at the beginning of 2023 that a global team from varied organizations and locations within Cadence came together to discuss creating an employee-led community that celebrates the diverse perspectives and the One Team – One Cadence culture at Cadence. After extensive brainstorming, a new blog series, DEI@Cadence, was launched in March 2023.

Since then, we have had blogs on a range of topics that showcase the vast range of experiences that abound at Cadence and celebrate the diverse and inclusive culture here, and we are already planning new and innovative topics for the next year.

The Stories Among Us

The experiences of women in technology were shared through Cadence Women’s Conference in India, Cadence Voice Initiative, and the summary of the various Cadence Women Conferences through the year. The perspectives and challenges of employees at new locations as well as interns were shared through Empowering Women at Cadence Cork and My First Month as an Intern at Cadence Cork.

At Cadence, our various inclusion groups bring employees together through events and celebrations, and Veterans and their Transition to Tech and Advancing AAPI Professional Success, brought out the personal stories about the struggles and achievements of the diverse groups in technology and business. Similarly, through AAPI Heritage Month Spotlights, Do You Know the Dragon Boat Festival, and The Three T’s, we learned about the heritage and riches of each other’s backgrounds and traditions.

Not just that, the innovative approach of finding solutions while volunteering was brought out by My Volunteering Experience with WiTU Uganda, and the impact of the Words Matter Initiative exemplified through DEI at Cadence was shared by Why Words Matter.

New Voices in the New Year

It has been a pleasure leading this initiative, and I am looking forward to bringing you many more stories in the future so that we continue to learn and unleash the potential within us. As the late associate justice of the Supreme Court of the United States Ruth Bader Ginsburg said, “We will all profit from a more diverse, inclusive society, understanding, accommodating, even celebrating our differences, while pulling together for the common good.”

After all, it is only when we feel included and appreciated that we become more innovative and successful.

Wishing you peace and joy for the new year!

Jonaki (on behalf of the DEI@Cadence blog series team)

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International Olympic Committee news

Next week marks 100 years since the first Olympic Winter Games took place in Chamonix, France. Ahead of the anniversary, we think about how their future might look in the face of accelerating climate change.

With the reforms of Olympic Agenda 2020 and Olympic Agenda 2020+5, the IOC has been reinventing the Olympic Games and the Olympic Winter Games to make them more inspiring, relevant and, above all, sustainable, reducing their footprint and creating lasting benefits for host communities.

Today, the Games must adapt to the hosts, and not the other way around. The IOC encourages sustainable and flexible Games proposals which fit with long-term development plans for the local region and country.Hosts should aim to use only existing or temporary venues, and can also move events outside the host city, region or country if appropriate for sustainability reasons. Any new construction must be planned with long-term legacy in mind.Sustainability must be part of the DNA of any hosting project. Games organisers must commit to tackling climate change, protect biodiversity and manage resources sustainably.From 2030 onwards, Games organisers will be obliged to ​minimise direct and indirect Games-related carbon emissions, ​strive to remove more carbon from the atmosphere than the Games project emits, and ​use their influence to encourage stakeholders to take climate action.Proposed snow competition venues should be climate reliable.

Reflecting on the future

As climate change impacts increase, the IOC is leading the way – through research, reflection and innovation – to shape the future of winter sport.

In 2019 the IOC established two Future Host Commissions, for Summer and Winter editions of the Olympic Games, to monitor and encourage interest in Olympic hosting; and to explore future opportunities and challenges, to ensure resilience for the Olympic Movement and sport. Both Commissions are studying the current and potential future impact of climate change on the organisation of sports events and report to the IOC Executive Board (EB).Recent research led by the Future Host Commission for the Olympic Winter Games found that:There are currently 15 NOCs on three continents that already have at least 80 per cent of the venues needed for the Olympic Winter Games.By mid-century, two of these 15 NOCs will no longer have the necessary reliability for the Olympic Winter Games to be held in February, and five will not for the Paralympic Winter Games to be held in March, which means a pool of potential hosts reduced to around 10 or 13 NOCs.While this number will likely be further reduced by the end of the century due to the impact of climate change, under a mid-emissions scenario potential Olympic Winter Games hosts will exist until the late 21st century.The IOC Session responded to these findings by approving the principle of a double allocation for the Olympic Winter Games 2030 and 2034 by the IOC Members, should the appropriate conditions exist.In November 2023, the IOC EB opened Targeted Dialogues with the French National Olympic Committee (CNOSF) and the US Olympic and Paralympic Committee (USOPC), to explore their potential to host the Olympic Winter Games 2030 in the French Alps, and the Olympic Winter Games 2034 in Salt Lake City-Utah.The aim is to elect the hosts for both editions at the 142ndIOC Session in Paris in July 2024, to bring security for the Olympic Movement in solid traditional winter sport and climate-reliable hosts until 2034, while allowing the IOC time to reflect on the long-term future of the Winter Games, including various ideas around the economic and event delivery model.The Future Host Commission will report back to the EB on its strategic reflections. Topics under investigation could include: the notion of rotating the Winter Games within a pool of hosts; innovations and new technologies; co-hosting ice and snow events between different regions; and decentralising the organisation of the Olympic Winter Games to outsource certain competitions to experienced international and national event organisers who run world cups and world championships.

Around the globe, Whirlpool Corporation helps improve life at home for people in the communities in which we operate and well beyond. Here are a few highlights of the impact our employees, company and foundation made in 2023. Link to video. 

ABOUT WHIRLPOOL CORPORATION 

Whirlpool Corporation (NYSE: WHR) is committed to being the best global kitchen and laundry company, in constant pursuit of improving life at home. In an increasingly digital world, the company is driving purposeful innovation to meet the evolving needs of consumers through its iconic brand portfolio, including Whirlpool, KitchenAid, Maytag, Consul, Brastemp, Amana, Bauknecht, JennAir, Indesit, Yummly and InSinkErator. In 2022, the company reported approximately $20 billion in annual sales, 61,000 employees and 56 manufacturing and technology research centers. Additional information about the company can be found at WhirlpoolCorp.com.

View original content here.

CHARLOTTE, N.C., January 23, 2024 /3BL/ – Despite geopolitical uncertainty and economic challenges, North American businesses are not just surviving, but thriving, according to compelling new research from Economist Impact and DP World. Their secret? A bold embrace of technology, including Artificial Intelligence (AI), to reconfigure their supply chains.

According to the 2024 Trade in Transition study, a growing belief that technology will transform the efficiency and resilience of supply chains in tandem with agile trade strategies is the primary driver of optimism for 2024. With rising concerns of political instability, inflation, and a downturn in key markets, businesses in North America are actively reconsidering risks by deploying AI-based tech, and dual logistic strategies.

The annual Trade in Transition study, commissioned by DP World and led by Economist Impact, captures the perspectives of trade experts and senior executives globally. This year’s report is the fourth edition. 

2023 was a pivotal year in supply chain innovation, as technology continues to drive optimism for 2024.

The global survey found that when asked to assess the future of global trade, one-third of North American business leaders pointed to technologies that improve supply chain efficacy and resilience as their main source of optimism. Other key highlights of the Trade in Transition study include:

Widespread adoption of AI: 97% of executives are using AI to revolutionise at least one aspect of their supply chain operations, from solving inventory management issues to reducing trade expenses.Future technologies: In the coming year, businesses plan to incorporate advanced automation (28%), augmented or virtual reality (27%), 3D printing and blockchain technology (26% and 25% respectively) to enhance efficiency, traceability, security and data protection.Strategic supply chain adaptation: North American businesses are strategically navigating heightened risks by nearshoring, establishing parallel supply chains and expanding into neutral markets. Increasingly, companies are reconfiguring their supply chain by working with fewer suppliers – a strategy up by 160% over last year’s report.Consolidation trend: Over a quarter of businesses are opting for fewer suppliers, marking a 160% increase from the previous year. This trend towards consolidation is driven by a desire to reduce supply disruptions, even as businesses grapple with the trade-offs between diversification and control, and risk management.Trade hurdles in 2024: Businesses face significant challenges in exporting and importing due to transport expenses (26%), shortages of vital production inputs (22%), and concerns about rising inflation and economic unpredictability (27%). Uncertainties surrounding tariffs also remain a substantial concern, with 20% expressing apprehension regarding exports and 21% concerning imports.

Brian Enright, CEO & Managing Director, DP World Americas, said: “Businesses are inherently cautious amidst ongoing economic pressures, especially given heightened geopolitical tensions. The intricate dynamics of globalization and the broader landscape are reshaping global trade. There is a growing conviction that technology integration, coupled with agile supply chain strategies, has the potential to revolutionize the efficiency and resilience of supply chains, enabling businesses to adapt more quickly and seamlessly. Our commitment to innovation will enhance the vital connectivity, efficiency, and adaptability needed by businesses.”

To view the full report, please click here.

–END–

DP World Americas Media Contact:

Melina Vissat, Head of Communications 
M: (+1) 704-605-6159 
E: melina.vissat@dpworld.com

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About Economist Impact 

Economist Impact combines the rigour of a think-tank with the creativity of a media brand to engage an influential global audience. We partner with corporations, foundations, NGOs and governments across big themes including sustainability, health and the changing shape of globalisation to catalyse change and enable progress. Learn more: impact.economist.com.

About Trade in Transition 

This is the fourth edition of the Trade in Transition report commissioned by DP World and led by Economist Impact. It is a global survey that retrieves data from over 3,500 executives, examining private sector sentiment on international trade and supply chains. More specifically it looks at how factors such as geopolitics, climate change and technology impact trade and supply chains.

Trade in Transition looks into regional (North America, South America, Europe, Middle East, Africa, and Asia-Pacific) and sectoral data (FMCG, industrial, consumer goods, food-and-drink, energy-and-natural resources, health and pharma, and logistics and distribution) to compare and contrast priorities in international trade. Learn more: economistimpact.com/trade-in-transition/

About DP World 

Trade is the lifeblood of the global economy, creating opportunities and improving the quality of life for people around the world. DP World exists to make the world’s trade flow better, changing what’s possible for the customers and communities we serve globally.

With a dedicated, diverse and professional team of more than 106,500 employees from 158 nationalities, spanning 73 countries on six continents, DP World is pushing trade further and faster towards a seamless supply chain that’s fit for the future.

We’re rapidly transforming and integrating our businesses — Ports and Terminals, Marine Services, Logistics and Technology – and uniting our global infrastructure with local expertise to create stronger, more efficient end-to-end supply chain solutions that can change the way the world trades.

What’s more, we’re reshaping the future by investing in innovation. From intelligent delivery systems to automated warehouse stacking, we’re at the cutting edge of disruptive technology, pushing the sector towards better ways to trade, minimising disruptions from the factory floor to the customer’s door. 

WE MAKE TRADE FLOW 
TO CHANGE WHAT’S POSSIBLE FOR EVERYONE.

Originally published in Crown Holding’s 2022 Corporate Responsibility Report

While progress toward all our Twentyby30™ goals is a priority, there are several areas of heightened focus where we feel we can accelerate the impact we can make for our business, our customers and our communities.

Acting on Climate Change 

Slowing climate change requires swift action, innovative thinking and collaboration. As a global manufacturer, we have a key role to play in minimizing and mitigating climate risks and are committed to working internally and with external partners to reduce the global carbon footprint of our business activities. We are doing this in several ways:

We have defined science-based emission reduction targets, approved by the SBTi, confirming that our goals are in alignment with the Paris Agreement to limit the global temperature increase to well below 1.5 degrees Celsius. This commitment continues to push us as a Company and motivates each of our individual employees to be even more ambitious in reducing our environmental impacts and accelerating progress against our stated GHG emissions goals. The efforts that come out of our Twentyby30™ Best Practices program and Chairman’s Sustainability Awards are just a few examples of the ways we are minimizing energy use and emissions.

We committed to Climate Group’s RE100 and joined The Climate Pledge, reinforcing our commitments to prioritize climate change by using renewable energy sources and supporting methods to reduce our carbon footprint. Each year, we continue to increase our reliance on wind and solar power across our operations. For example, all greenfield plants will include solar panel installations. In fact, our Mesquite, Nevada (U.S.) plant will be able to run on close to 100% solar electricity on sunny days when fully operational.

We are also addressing emissions reduction by taking steps to unlock more value from existing resources. For example, our multi-year beverage can light-weighting initiative, which resulted in a substantial 6.44% global average reduction in our standard 12oz. or 330ml can weight, reduces the need for virgin metal and enhances the continual re-use of aluminum. By using less material in each package, we decrease material usage and our overall energy consumption and the associated GHG emissions. Notwithstanding their lighter weight, our beverage cans retain the safety and durability standards our customers and consumers have come to expect.

“Each year, we continue to increase our reliance on wind and solar power across our operations”

Coming Full Circle 

We are committed to supporting impactful recycling practices, educational efforts and policies to boost global recycling in line with the Optimum Circularity pillar of our Twentyby30™ program. This takes shape in many ways:

Setting Ambitious Recycling Rates Targets

Aluminum cans are the only beverage packaging format currently capable of being consumed, recycled and transformed into a new product on the shelf within a 60-day turnaround time. This is a powerful attribute for the material, but greater effort needs to be invested to recapture and reuse as much aluminum as possible. To support this mission, in 2022, we worked with industry partners to establish ambitious new global recycling rates goals for the format.

Designed to be completed by 2030, the targets focus on the inherent recyclability of metal and commitments to foster an ever more responsible industry. The targets are connected to the regions where Crown maintains operations and include reaching a 70% target in the U.S. and an 80% target in the European, Middle Eastern and African countries in which we operate. Our goals include maintaining rates of greater than 90% and 97% in Mexico and Brazil respectively. Countrywide goals for Cambodia, Thailand and Vietnam, the three major Asia Pacific markets in which we operate, will be established by 2025, once current recycling rates are further researched, work that is currently underway.

Advocating for Clearer Recycled Content Standards

To facilitate actionable progress toward the aluminum industry’s sustainability goals, we were a lead organizer in the industry’s first Global Aluminium Can Sustainability Summit in 2022. Among the topics discussed at the event was the need for stronger recycled content definitions, including setting an industry standard to create an even playing field for manufacturers and brands. Getting there will require defining what constitutes recycled content, deciding how to measure recycled content levels and educating consumers—steps that will ultimately help us meet our ambitious Twentyby30™ goal of achieving a global recycled content average of 80% by 2030.

To date, Crown has participated in a task force comprised of other engaged industry members working toward a standard that outlines how to measure recycled content in the aluminum value chain. This work should culminate in 2023 with a published standard.

Assessing Circularity Across our Operations 

After joining the Ellen Macarthur Foundation’s Network as a Member in 2021, we completed our first Circulytics survey in 2022. This Circular Economy performance measurement tool has enabled us to assess our full operations, extending beyond materials flow alone. We are currently evaluating the opportunities we have to enhance our circularity performance across our business and will be incorporating them into our processes and plans in the months and years ahead.

Making What’s Old New Again 

Our effort to increase the recycled content levels and circularity of our products extends to our transit packaging portfolio, including tier sheets, slip sheets, top frames and plastic strapping. 

For example, the plastic tier sheets manufactured in our Eden, North Carolina (U.S.) facility contain an average of 18.7% recycled content. Made from a blend of two polypropylenes in multiple sizes and thicknesses to suit different product applications, the durable sheets are washable and reusable up to 100 times. At the end of their useful life, the sheets can be recycled through our Recapture Program. This buyback program allows customers to reduce waste and disposal costs and helps us decrease dependency on new raw material. We regrind the returned sheets and use the recycled polymer in the manufacture of new products. In 2022, the Eden facility recycled 4.7 million pounds of tier sheets, an increase of 71% over 2021. Crown facilities were a significant contributor to the total volume collected, returning 1.4 million pounds of tier sheets. The tier sheets are currently used in 19 of our beverage, food and aerosol can plants in the U.S., Canada, Mexico and Spain.

To supplement the material received through the Recapture Program, several of our Transit Packaging Division’s plants proactively utilize curbside recycling as another resource. Bales of dog food bags, toothpaste tubes and other plastic goods are washed, reground and transformed into new products. In our Eden, North Carolina (U.S.) recycling plant, the emphasis is on collecting high-density polyethylene (HDPE) to produce new flake that is used to manufacture slip sheets in our Kankakee, Illinois (U.S.) facility. In 2021, 60% of the material used to manufacture slip sheets came from curbside recycled materials. In our Florence, Kentucky (U.S.) plant, PET plastic that is collected curbside undergoes a similar process, with recycled material being used to make new plastic strapping.

Work is also underway to better reutilize the polycarbonate and nylon used in our PTC top frames, which create a rigid, interlocking framework to unitize and secure bulk palletized loads. Members of our Eden facility are examining ways to increase access to these materials and optimize the process to reuse it to make new products.

To learn more about Crown Holding’s commitment to corporate responsibility, visit our sustainability webpage.

For full details about Crown Holding’s 2022 Sustainability Report, visit here.

Koch Disruptive Technologies (KDT) has led a $32 million Series C round in Silo, the leading provider of modern technology solutions for the supply chain.

Silo’s platform enables distributors and shipper businesses to access financial solutions and data insights, such as accounts payable and accounts receivable automation, inventory management, ledger accounting and financing.

WHY IT MATTERS: A 2023 PwC survey found that while 86% of respondents said their organizations should invest more in technologies that identify, track and measure supply chain risk, only a minority said they’re using them to automate and enhance performance.

Silo employs several AI models to assess a business’s risk and detect anomalies during the funding process and to various components of the perishable supply chain, including underwriting, product taxonomy, document extraction and fraud detection.“Once Silo was in the payment flow, we could pair the data collected from our software with payments products to both underwrite and collect better than any bank,” said Ashton Braun, CEO and co-founder of Silo. “This is the basis for a number of new services Silo is working on within supply chain finance, logistics coordination and internal workflow automation.”

WHY KOCH INVESTED: “What Silo is doing is impressive because they are providing actionable solutions in a complex, competitive market that bring immediate benefits to businesses using their products,” said KDT Managing Director Brendon Durkin. “Given the success they’ve had in perishable foods, we think there is an opportunity to apply their products to other supply chains and commodities. We’re excited to see what they’ll be able to do next.”

WHAT THEY’RE SAYING: “We’re pleased to have built such a strong base of investors who bring a diverse set of expertise to the table. Koch Industries is one of the greatest supply chain companies. Adding KDT to the team validates what we’re trying to achieve and brings additional supply chain expertise as we take Silo to the next level. Pairing that with the existing investor base, which has deep technical and fintech knowledge is very exciting as we expand our impact within the supply chain in 2023 and beyond,” Ashton said.

In an interview with TechCrunch, he explained Silo’s ongoing impact: “These financing programs are helping small- and medium-sized businesses within perishable supply chains scale their operations, find stability in a rapidly consolidating landscape and compete at a level that has historically been set aside for only the elite, larger businesses within the industry. Leveraging a combination of data insights and access to additional working capital, through financing, gives companies the confidence to execute on market opportunities that give them a stronger seat at a rapidly consolidating table.”

IN ACTION: Their customers have seen impressive results, including three Miami-based distributors who experienced a 350% increase in revenue after a year of using Silo Capital and its “Instant Pay” program.

GO DEEPER: Others participating in the round included existing investors Andreessen Horowitz, Haystack Capital, Tribe Capital, Collate Capital and Moore Capital.

It’s also coupled with another $100 million from First Citizens Bank to launch a new funding program called “Cash Advance” to accelerate Silo’s growth of financial services solutions and product development.

Read more about Silo in TechCrunch.