Tag: 3BL

More than 800 Arrow Electronics employees from 145 offices across 34 countries participated in a sustainability challenge in September to reduce the environmental impact of their daily commuting activities, saving almost 20 tons of carbon dioxide (co2eq) emissions.

The campaign used a point system by incentivizing employees to find alternative modes of transportation to commute to work. Many opted for cycling, walking, carpooling or using public transportation. In addition to top prizes, like e-bikes, each participant received a gift card to donate to a charity of their choice.

Over 3,000 employees followed the leaderboard and received daily updates about the top performers. Participants traveled a combined total of 146,205 kilometers to the office by biking (26,888 km), walking (3,680 km), carpooling or using public transit. Additionally, participants logged over 4100 car-free days.

“Commuting by bike gives me health benefits for body and mind: burning fat instead of fuel and clearing my head by avoiding traffic, especially on scenic routes, and simply having a fresh start each day sticking my nose into the wind, charging my battery,” said Erik Van Jole, applications engineer in Venlo, Netherlands. “On sunny days, I cycle some more km’s on my way back home to enjoy different scenery and charge the mind and body even further for the next day,” said Erik Van Jole, applications engineer in Venlo, Netherlands.”

Van Jole biked a total of 1309.3 km and logged 30 car-free days to take first place on the leaderboard.

Nearly 90% of surveyed participants reported that they would continue using sustainable commuting methods after the challenge ended. It showcased the power of collective action and demonstrated how small changes in daily habits can lead to positive impacts on the environment.

About Arrow Electronics

Arrow Electronics guides innovation forward for over 210,000 leading technology manufacturers and service providers. With 2022 sales of $37 billion, Arrow develops technology solutions that help improve business and daily life. Learn more at fiveyearsout.com.

More than 800 Arrow Electronics employees from 145 offices across 34 countries participated in a sustainability challenge in September to reduce the environmental impact of their daily commuting activities, saving almost 20 tons of carbon dioxide (co2eq) emissions.

The campaign used a point system by incentivizing employees to find alternative modes of transportation to commute to work. Many opted for cycling, walking, carpooling or using public transportation. In addition to top prizes, like e-bikes, each participant received a gift card to donate to a charity of their choice.

Over 3,000 employees followed the leaderboard and received daily updates about the top performers. Participants traveled a combined total of 146,205 kilometers to the office by biking (26,888 km), walking (3,680 km), carpooling or using public transit. Additionally, participants logged over 4100 car-free days.

“Commuting by bike gives me health benefits for body and mind: burning fat instead of fuel and clearing my head by avoiding traffic, especially on scenic routes, and simply having a fresh start each day sticking my nose into the wind, charging my battery,” said Erik Van Jole, applications engineer in Venlo, Netherlands. “On sunny days, I cycle some more km’s on my way back home to enjoy different scenery and charge the mind and body even further for the next day,” said Erik Van Jole, applications engineer in Venlo, Netherlands.”

Van Jole biked a total of 1309.3 km and logged 30 car-free days to take first place on the leaderboard.

Nearly 90% of surveyed participants reported that they would continue using sustainable commuting methods after the challenge ended. It showcased the power of collective action and demonstrated how small changes in daily habits can lead to positive impacts on the environment.

About Arrow Electronics

Arrow Electronics guides innovation forward for over 210,000 leading technology manufacturers and service providers. With 2022 sales of $37 billion, Arrow develops technology solutions that help improve business and daily life. Learn more at fiveyearsout.com.

Originally published in International Paper’s 2022 Sustainability Report

International Paper employees are the heart of our business and the foundation of our success. So we steadfastly foster a safe, inclusive and collaborative culture in which we all can thrive. Beyond our workplace, we’re helping build a better world by strengthening the resilience of our communities — so that they, too, can prosper.

Our Vision 2030 progress

Goal: 

Promote employee well-being by providing safe, caring and inclusive workplaces

Target: 

Achieve zero work injuries for employees and contractors 

Safety is non-negotiable. Continue to focus on building a resilient safety culture through programs such as LIFE (Life-changing Injury and Fatality Elimination), a key component of our commitment to minimize injuries in our workplace.

Target: 

Achieve 30% overall representation of women and 50% representation of women in salaried positions, and 30% minority representation in U.S. salaried positions. 

Our diversity and inclusion strategy, with initiatives across our employee attraction, retention and engagement programs, drives our efforts to create a culture where all individuals are valued, engaged and contributing to our success.

2022 Impact:

We’ve had major movement in our journey to build a resilient safety culture focused on human organizational performance. The introduction of new International Paper Safety Leadership training includes real examples of past incidents in our facilities and a variety of tools to guide our safety leaders. We’ve also made a deliberate effort to increase the number of learning events throughout our facilities and implemented a new system to share these learnings to all leaders within the company.

2022 Status: 

Overall women: 17.9%Salaried women: 34.5%U.S. salaried minority representation: 24.2%

Goal: 

Strengthen the resilience of our communities

Target: 

Improve the lives of 100 million people in our communities

2022 Impact: 

$19.8 million dollars in global giving$2.9 million employee giving and company match10.3 million lives impacted12,126 volunteer hours778,860 corrugated boxes, bags and absorbent pulp products donated

About International Paper

International Paper (NYSE: IP) is a global producer of planet-friendly packaging, pulp and other fiber-based products, and one of North America’s largest recyclers. Headquartered in Memphis, Tenn., we employ approximately 39,000 colleagues globally who are committed to creating what’s next. We serve customers worldwide, with manufacturing operations in North America, Latin America, North Africa and Europe. Net sales for 2022 were $21.2 billion. Additional information can be found by visiting InternationalPaper.com.

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Originally published in Dow’s 2022 Progress Report

Dow is committed to building resilient communities to address unmet needs while keeping our employees and our communities safe.

UNDERSTANDING COMMUNITY STAKEHOLDERS’ NEEDS

We provide resources to listen to community needs and collaborate with community organizations to create social impact and achieve shared goals.

Among our 2022 actions, we:

Continued to assess the data from the Community Opinion and Needs Assessments survey and completed additional surveys to inform our community investment and engagement strategy.Continued Community Advisory Panels at key sites to understand community perceptions, share product and technology information, and understand how Dow can improve collaboration with partners to address community needs.Initiated a new partnership with Teach For All to support STEM teacher recruitment, professional development and placement in underserved schools in Lagos, Nigeria; Bahía Blanca, Argentina; and Tarragona, Spain.Partnered with The Nature Conservancy Australia on the organization’s Shuck Don’t Chuck project, which recycles oyster, mussel and scallop shells used for reef restoration.Launched a campaign with DonorsChoose to provide teachers in Dow communities across the United States with materials for 257 classroom projects that inspire inclusion, diversity, equity and belonging.

DISASTER RELIEF

In 2022, Dow and the Dow Company Foundation responded to the Russian government’s invasion of Ukraine and the escalating refugee crisis by contributing $275,000 to support immediate humanitarian needs for the people of Ukraine. Dow employees contributed an additional $116,000 through our Workplace Giving campaign. In addition, colleagues came together across Europe to support those displaced by the conflict. For example, the Women’s Academy of Power program in Poland, funded by the ALL IN ERG Fund, pivoted its project goals to support women and children fleeing the conflict.

Dow also partnered with Good360, the global leader in product philanthropy and purposeful giving, to repurpose and distribute 33 RV trailers to disaster-impacted regions throughout the United States. Utilizing their nonprofit network, Good360 placed the donated trailers, which were used for Dow employee housing following past disasters, with five different disasterrelated organizations. Because of this donation, 21 families and individuals now have a roof over their heads, and 12 disasterrelated rebuild projects were supported through temporary housing and workspaces.

Together, Dow, the Dow Company Foundation and Dow employees contributed nearly $400,000 for Ukraine relief and recovery.

PREPARED FOR EMERGENCIES

Dow’s Emergency Preparedness Standard applies to all sites, facilities and buildings and improves emergency response readiness to prevent harm to the community, environment and workers, minimize loss, and preserve critical business continuity.

Dow’s comprehensive standard includes:

Applying process safety risk management studies to develop emergency response pre-plans for training.Using on-site and off-site air monitoring to recommend protective actions.Establishing on-site incident management teams, along with primary and backup Emergency Operations Centers with trained personnel.Conducting emergency communications on and off site, including to those with disabilities.Providing medical emergency support, including trained emergency responders fit for task with appropriate personal protective equipment.Conducting drills, scenario planning, self-assessments, audits and security risk assessments that are reviewed and updated annually – for all shifts and with local emergency response agencies aligned to community standards.

COMMUNITY AWARENESS AND OUTREACH

Dow is committed to engaging communities to effect real change. We share information on environmental performance, safety and emergency preparedness, and collaborate on a range of topics impacting communities, such as economic development, health and wellness, infrastructure, poverty, housing and food security. See the Community/Society Engagement section under GRI 2-29 Approach to stakeholder engagement.

In 2022, Dow partnered with nearly 700 nonprofits, educational institutions and other community organizations to accelerate social change and create a more sustainable and equitable future.

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HARTFORD, Conn., October 25, 2023 /3BL/ – KeyBank announces (25) twenty-five charitable donations made by KeyBank Foundation, the bank’s charitable foundation to nonprofit organizations in throughout its Connecticut and Western Massachusetts market. The gifts focus support to address homelessness, financial literacy, education, job creation and workforce development, and more. The charitable donations total $345,000 and are part of KeyBank’s community philanthropic efforts targeted toward education, workforce development, and safe, vital neighborhoods.

“KeyBank’s community investments include philanthropic support to nonprofit partners who are dedicated to meeting the needs of the communities we serve,” said KeyBank Market President Matthew Hummel. “We value these community partners and the work they do, and we are proud to support them.”

The charitable donations range from $7,500 to $39,000 and have been made to the following community organizations:

Education

The New Haven Community Reads Community Book Bank Inc. to support their Summer Internship program.Springfield Boys and Girls Club for their Brain Gain reading comprehension and retention programCT Science Center to support the museum’s education enrichment offerings to underserved teensECSU Foundation Inc. to support the Summer Transition to Eastern ProgramHartford Promise for its Integrated College Success ModelThe WorkPlace in Bridgeport for their mobile education busThe Gray House in Springfield for its Adult Education and Support ProgramYouth Entrepreneurs in Hamden to support their Genius Generation program for greater New Haven middle school students

Workforce Development 

ConnCAT in New Haven for its Innovative Workforce Development programFollow My Steps Foundation, Springfield to support its Thrive over Survive program targeted to under-resourced youth and young adults.New Haven Promise for its Back New Haven job placement and career development programNew Opportunities Inc. in Waterbury to acquire upgraded technology for CARES mobile job portalSpringfield Rescue Mission for its Learning Center workforce development programUrban League of Greater Hartford to support Project Ready college access programClifford Beers Guidance Center Inc for its Lifeguard Program

Safe, Vital Neighborhoods (includes affordable housing, minority-owned small businesses, health and wellness, basic needs, and social equity)

New Reach, New Haven for their Emergency Shelter Plan for women and childrenInternational Hartford to support programs for immigrants, refugees, and other minority groupsNeighborhood Housing Services of New Haven Inc. for its I Heart My Home financial literacy and homeownership counseling programNeighborWorks New Horizons/Mutual Housing of Southern CT supporting its new affordable housing rehab projects in Newhallville and the Hill neighborhoods.Wayfinders of Holyoke for its Digital Equity InitiativeWorcester Housing Community Services to expand affordable housing initiativesHoly Family Home and Shelter in Willimantic for financial literacy and self-sufficiency resources for the homelessCT Community Economic Develop Fund Foundation support small business developmentHabitat for Humanity of Greater Springfield for their green building practices supporting affordable housing initiativesHabitat for Humanity of Greater Hartford supporting their affordable housing projects for Hartford families

This list does not include KeyBank Foundation multi-year community impact commitments made to Connecticut Center for Arts & Technology, Connecticut FoodShare, and Food Bank of Western MA announced earlier in the year, as well as Foundation-matched donations to United Way agencies throughout the market through the bank’s annual employee giving campaign.

About KeyCorp/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 September 30, 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 1,300 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. 

About KeyBank Foundation: 
KeyBank Foundation serves to fulfill KeyBank’s purpose to help clients and communities thrive, and its mission is to support organizations and programs that prepare people for thriving futures. The Foundation’s mission is advanced through three funding priorities – neighbors, education, and workforce – and through community service. To provide meaningful philanthropy that transforms lives, KeyBank Foundation listens carefully to understand the unique characteristics and needs of its communities and then backs solutions with targeted philanthropic investments. KeyBank Foundation is a nonprofit charitable foundation, funded by KeyCorp.

Fifth Third is proud to be a vanguard sponsor of the 2023 NMSDC Conference & Exchange on Oct. 22-25 in Baltimore, Maryland. The title of this year’s conference is Closing the Equity Gap. With a mission to “act now, accelerate growth and achieve equity,” the NMSDC and the Minority Business Development Agency (MBDA) will lead a full agenda of relevant topics, speakers and discussions to facilitate the inclusion and development of thousands of minority business enterprises into the U.S. economy.

Fifth Third Executive Vice President Kala Gibson, chief corporate responsibility officer, will moderate a panel discussion with chief procurement officers as they share their vision for expanding supplier diversity, driving business inclusivity and shaping procurement’s future.

The panelists are:

Barbara Kubicki, chief procurement officer, Wells Fargo.Sally Macaluso, chief procurement officer, indirect services procurement, Johnson & Johnson.Susanna Webber, chief procurement officer, Merck.

Gibson is a member of the Board of Directors of the National Minority Supplier Development Council.

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.

“What is the best way to motivate employees to do creative work? Help them take a step forward every day.”
– “The Power of Small Wins” by Teresa M. Amabile and Steven J. Kramer, Harvard Business Review

It was around this time last year that I attended my first Cadence Voice meeting. The Cadence Voice initiative got its start at the very first Cadence Women Conference in 2022, with conference attendees breaking out into groups and sharing their perspectives regarding a variety of topics related to women, diversity, equity, and/or inclusion. After that first conference, Cadence Voice groups were formed to take those perspectives forward into actionable initiatives.

There were four women already on the video call; they were in the middle of sharing various stories from their days and commiserating with one woman’s difficulties with her laptop’s unpredictable habit of restarting itself at the worst moments. This is different, I thought. When my manager asked me to help with our Voice initiative groups, I had been expecting something else. Task force groups, in my experience, involved furrowed brows, piles of slides, and an overwhelming sense of imminent dread. Instead, I was met with a virtual community of women who had volunteered to be a part of this group outside of their usual scope of work. I would later find out they had never met each other in person and were from various business units, locations, and stages of their careers, yet were bonding over shared insights and a common sense of purpose.

After the initial talk subsided, we quickly transitioned to the business of the day—reporting back on their various projects. One team member, Mamta, was comparing the various parental leave best practices amongst similar companies; another woman, Farhana, was sharing several types of inclusive training that she thought would benefit women the most.

As I listened in on their call, I reflected on how this project was different than other projects I had been involved with in the past. I had never worked towards changing company policy and culture in this way before. Some teams, like the first one I had joined, were advocating for policy change or additional training; others had projects that they could run themselves with a bit of direction and seed funding. Some teams were still formulating their proposals, sometimes facing the challenge of finding just the right project that would have an impact but also have a chance of going somewhere.

Behind the scenes, I was quickly trying to figure out how we would get the projects out of incubation.

Admittedly, some of the ideas out of the gate were just too big. Some were so costly to scale that I hesitated even pitching them to our stakeholders. Some projects had clear next steps, while others needed rethinking. Some projects swirled and sometimes, I thought the teams might give up. I heard the words “I’m not sure if this will get anywhere” more than once. But then we had to work harder to find better ways to pitch our ideas, to find champions who believed in our idea and who could help make it happen, and to keep identifying those small wins that would help ladder up to big change.

After several cycles of refactoring, we pitched our ideas to various stakeholders and collaborators. Gradually, some of our projects started getting greenlit.

Another Voice initiative team got the news that their proposal to officially be part of the McKinsey Women in the Workplace survey was approved. The wins, small and large, kept accumulating.

Now, a year later, our four Voice initiative teams have several projects that have been implemented with others in the pipeline. Meanwhile, we also kicked off four teams based out of EMEA and four teams out of India. We recently had a chance to share our progress at the Global Cadence Women Conference in San Diego, where we presented our work to women from across the company.

My biggest learning from this experience is that what brought me the most meaning was not necessarily the results achieved, but the process we crafted to get there. Over the course of the year, I got to work alongside four groups of amazing people from across our company with varied interests, superpowers, and experience levels. I also realized that working with a set of people with diverse backgrounds adds to the learning as well as collaboration, and truly exemplifies the DEI values at Cadence.

Abbott

Right now, someone, somewhere, just created something no one else has thought of before.

Human civilization is advancing in ways our ancestors could never have dreamed.

It’s a great time to be alive.

But it doesn’t always feel that way, does it?

Just look at how we treat our health. Is our high-tech society truly helping us understand it? At an individual level? The promise of technology still feels unfulfilled when it comes to the thing that matters most: your health.

Right now, a car can tell you exactly what’s wrong with it, and maybe even drive itself to the mechanic. But can you say the same when you wake up feeling sick, or even just “off”? Sometimes it seems like the world has prioritized machines over humans. There’s something fundamentally unfair about that.

So let’s change it.

Abbott is working hard to bring health and technology together. If we can give people a clearer picture and their doctors more information, we can make health technology the most helpful technology of all.

Let’s Put the Power of Health in Your Hands

As a first step, let’s put more people in control of managing their health.

Let’s give them what Mila Clarke has: data about her glucose level available minute by minute to help manage her diabetes.

Clarke went on an odyssey to find more information about her type 2 diabetes. Our FreeStyle Libre continuous glucose monitors helped deliver it. From there, hard data started revealing the health answers she’d been seeking.

“I like being able to personalize based on my knowledge of my body, and I love meeting my own goals,” Clarke said.

Connected devices, biowearables, next-generation diagnostics — these technologies exist. As Clarke’s example shows, they’re helping people, and we’re working every day to make them better for all.

Let’s Advance Better Health for More People

Wouldn’t it be nice — as you’re on the go, go, go — if care could always be close at hand?

Right now, for people living with Parkinson’s Disease, that’s no pipe dream. Our Neurosphere™ Virtual Clinic can connect them with their medical team to deliver therapy, instantly and securely, over Wi-Fi.

Just ask Craig Overman.1 At one point, he was consistently driving 90 minutes each way to see a neurologist — and it was taking him five-and-a-half hours, each way, to get to his hospital consultations.

Our Abbott Infinity™ DBS system helped change that math. Since receiving our deep brain stimulation device, he has been able to video chat with his doctor to receive remote therapy. As long as he can connect to the internet, he can find support.

Stories like that should give us all hope that, one day soon, we’ll be able to say, in earnest:

“It’s a great time to be alive.”

Explore how we’re bringing health and technology together to put us all in greater control.

1 This story reflects one person’s experience; not everyone will experience the same results. Talk to your doctor about the benefits and risks of your treatment options.

Medtronic LABS is pioneering a bolder, outcomes-focused approach to digital health as we reimagine community and primary care to work for patients, health workers, and Ministries of Health. And now our open-source digital health platform, SPICE, has been named a Digital Public Good (DPG) by the Digital Public Goods Alliance (DPGA).

The DPGA, a multi-stakeholder United Nations-endorsed initiative, promotes better collaboration among development partners and reduce barriers to the digitization of health systems. With this designation, SPICE is one of the first Digital Public Good for precision population health.

At LABS, we know a collaborative approach that integrates digital technology, health systems strengthening, and partnerships will accelerate healthcare access in low-and middle-income communities.

“We made SPICE open source and applied to be a Digital Public Good to enable any health system innovator to use the technology and ultimately improve population health outcomes,” said Chief Strategy and Product Officer Anne Stake.

From the beginning, we designed SPICE to be a fully open-source resource that governments and a robust community of developers can own and adapt with lower-touch support from us at LABS.

SPICE delivers a uniquely comprehensive suite of solutions that address a wide range of challenges currently faced by communities, healthcare providers, and patients. But change doesn’t happen in a vacuum. We also forge strong partnerships in the public and private sector, all while connecting patients to care through a network of community health workers.

“We believe that making SPICE a Digital Public Good will have net benefits for our patients and partners,” Stake said. “We offer a fundamentally new take on risk-based, data-driven community health, and we hope that by open sourcing our platform, our approach might be widely adopted.”

To become a digital public good, a technology solution is required to meet the DPG Standard to ensure it truly encapsulates open-source principles. Once a technology is recognized as a Digital Public Good it is discoverable on the DPG Registry.

Learn more about SPICE and click here to find out how you can be a part of global healthcare transformation.

Originally published in Enbridge’s 2022 Sustainability Report

When the ground thaws above the 50th parallel in Saskatchewan in the spring of 2023, an Enbridge crew will be seeding a swath of farmland. At a site where our wind turbines produced clean energy for two decades, agricultural production is about to resume.

The turbines at this Saskatchewan wind farm were Enbridge’s first renewable energy investment, back in 2002—the beginning of an $8 billion program of renewable energy development to date. We decided to decommission the asset, the SunBridge Wind Farm, in 2022 because the turbines had reached the end of their useful life, and challenges with surrounding infrastructure made it inefficient to repower and re-equip the asset.

Although renewable energy production at the site was ending, our commitment to environmental stewardship and landowner engagement remains as strong as ever. We carried out extensive local engagement to understand landowner priorities for the site. We recycled or reused almost every part of the physical equipment, and responsibly dismantled every element of the energy asset, including not just the turbines but substation and access road. Before restoring soil to the land, we passed a large industrial magnet over the entire area to ensure that no scrap metal would be left behind, thus eliminating the risk of injury or damage to farm equipment.

When the ground is ready in the spring, we’ll be there—planting seeds and delivering on the commitment we made 20 years ago to fulfill our responsibilities to the land and the surrounding communities.

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